(Hayden Homes’ Heather Efraimson, Senior Project Manager, and Patti Murphy, Vice President of Employee Experience | Photo courtesy of Hayden Homes)
While women make up only about 14 percent of the construction workforce nationally, Redmond-based Hayden Homes has intentionally built a workplace where women are represented throughout the organization, from construction sites to executive leadership.
As of 2026, more than 41 percent of the company’s workforce and 45 percent of its leadership positions are held by women, reflecting a long-term commitment to creating opportunities across every aspect of the homebuilding business.
For Patti Murphy, vice president of Employee Experience at Hayden Homes, that success stems from a belief that diversity makes the company stronger. “We believe that diversity in our workforce and in our leadership leads to better decisions,” Murphy said. “Women often bring a different lens to strategy and problem-solving.”
She added that strong female representation “builds trust with our customers and strengthens how we work together internally.”
Murphy said Hayden Homes has focused on expanding awareness that construction careers extend well beyond the jobsite. The company’s internship program partners with universities across the Northwest, introducing students to careers in construction, design, technology, marketing, accounting, finance, employee experience and sales. By highlighting the broad range of opportunities within homebuilding, the company hopes to attract women who may never have considered the industry.
Retention is equally intentional. Murphy said Hayden Homes regularly audits compensation to ensure pay equity, while twice-yearly talent reviews help identify high-potential employees and ensure women are well represented among those prepared for promotion. Flexible work arrangements, generous benefits and family-focused programs are also designed to help employees build long-term careers.
“We recognize that women often carry much of the responsibility for caregiving at home,” Murphy said. “Our approach is to offer a flexible work environment that helps our team members manage those competing priorities, so they don’t miss the milestones and moments that matter most with people they care about.”
Beyond traditional benefits, Hayden Homes also provides financial advisory services, an employee assistance program that includes childcare and eldercare concierge services, family events and home purchase discounts.
Developing future leaders has become another cornerstone of the company’s approach. Murphy said women currently make up 41 percent of participants in Hayden Homes’ leadership development program, where each participant is paired with a seasoned leader for a year-long mentorship focused on individualized growth goals. Outside the formal program, mentorship is woven into the company’s culture through collaboration, coaching and shared support.
Looking ahead, Murphy sees additional opportunities to expand women’s representation. “We’d like to see more women in field operations, particularly in construction and customer service, roles that have traditionally been filled by men,” she said, noting that expanded cross-training and job rotations will help create clearer pathways into those traditionally male-dominated positions.
An Unconventional Path
For Heather Efraimson, senior project manager at Hayden Homes, the path into construction was anything but conventional. She began her career in banking and mortgage lending before joining Hayden Homes to help develop the company’s warranty service department. As she worked more closely with construction teams, she discovered a passion for field operations that ultimately led her to oversee project management across Western Oregon.
“What first attracted me to Hayden Homes was the opportunity to do something completely different,” Efraimson said. Leaving the financial industry behind meant taking a leap of faith, but one she has never regretted. “I knew it was a risk, but I’ve learned that some of the greatest opportunities come from being willing to try something new.”
She credits the company’s leadership and culture of development for giving her the confidence to continue taking on new challenges throughout her career.
Efraimson said one of the biggest surprises has been just how dynamic construction can be. “No two days are ever the same, and every challenge calls for creative problem solving,” she said.
She also appreciates the collaborative nature of the industry, noting that builders, trade partners, suppliers, municipalities and sales teams all work together to create something meaningful for homeowners. “It’s incredibly rewarding to see everyone come together with a shared goal and create something tangible for families to call home.”
Her own advancement reflects Hayden Homes’ willingness to invest in employees who embrace new opportunities. “If you’re willing to raise your hand and contribute, there are opportunities to learn, lead and make an impact. That is what sets Hayden apart, its commitment to developing leaders, not just our technical expertise,” she said.
While she has seen more women entering construction over the past two decades, she acknowledges there is still work to do on the gender equity front. “There are more women in construction today than when I started and more stepping into leadership roles. That progress is encouraging. That said, it’s still common for me to be the only woman in the room or on the jobsite,” Efraimson said. “To me, that simply means there are more opportunities ahead.”
Her advice to young women considering construction is straightforward: “Don’t wait until you feel like you have all the answers. Be curious, ask questions, and be willing to raise your hand for opportunities that help you grow.” She believes construction offers meaningful work, strong earning potential and the opportunity to make a lasting impact on communities.
“If you’re willing to learn, work hard, and show up every day, there is absolutely a place for you in this industry. You belong anywhere your talent, work ethic, and determination take you, including construction.”
Building a Brand and Lasting Relationships
Katie McGowan, Hayden Homes’ corporate marketing director, represents another side of the business that many people don’t immediately associate with homebuilding. She said marketing helps shape the customer experience long before a buyer ever steps into a completed home.
“My team helps shape the Hayden Homes brand, and the perception customers have of our brand from the very beginning of the homeowner journey,” McGowan said. Data also plays a central role in that work, helping the company better understand customers and make informed decisions about neighborhoods, pricing, floor plans and design options. “The goal is to build communities that genuinely fit the needs of the hardworking families and individuals moving into them.”
McGowan said her own career has evolved because leadership consistently recognized her strengths and encouraged her to take on greater responsibility. “Every time I showed I could take on more, I was given the opportunity to do so,” she said. “My path is not one I could have mapped out myself when I started eight years ago. It happened because leadership paid attention to where I was strong and kept handing me bigger opportunities to grow into. I’m grateful for the encouragement that’s quietly kept pushing me forward in my career.”
She also points to Hayden Homes’ culture as a defining influence. “Our values aren’t just words on a wall, they show up in the everyday actions of our team and in the decisions we make together,” McGowan said.
The company’s Give As You Go™ philosophy has also reshaped how she approaches marketing. “I’ve learned that marketing works best when it’s rooted in something real and to also measure success by the trust we build in a community, too.”
Like Murphy and Efraimson, McGowan sees mentorship as an essential part of professional development. Having benefited from leaders who invested in her own growth, she now mentors members of her team while continuing to learn from them herself.
“Mentorship here tends to move in both directions,” she said. “I learn as much from the people I’m developing as I hope they learn from me.”
