People First

From day one, W.E. O’Neil has put people at the center of everything we do. Caring for employees, creating growth opportunities, building relationships, sharing success—people have always come first.

The Early Days

W.E. O'Neil's Sandwich Story

In the company’s early days, William Edward O’Neil set the tone for how employees were treated. On hot summer afternoons, he’d visit job sites with cold Coca-Colas and sandwiches in hand, encouraging workers to take a break. He knew their names, asked about their families, and never rushed a conversation.

It was a simple gesture, but one that spoke volumes—showing his deep respect and care for the people building his projects. That spirit of valuing employees has been a cornerstone of W.E. O’Neil ever since.

The Introduction of Profit Sharing

In 1946, William Edward O’Neil introduced the Rule of Thirds: one-third of profits reinvested into the company, one-third to employees, and one-third to taxes. This simple but forward-thinking principle ensured that the company grew sustainably while rewarding the hard work of its people.

Profit sharing quickly became the cornerstone of W.E. O’Neil’s employee benefits, standing as a testament to William’s belief that success should be shared by all.

Employee Development

Growth Opportunities for All

Employee development has been a priority since the 1930s, when early Swedish foremen and superintendents facilitated apprenticeship and training programs. In the 1950s, leaders like Joe Rotunno, Jim Heuer, and John Kearns recognized the importance of professional development, implementing plans to recruit and train young construction engineers.

In 2011, Todd Guthrie, Brad Fry, Pat McGowan, and Scott Dombrowski launched the Young Leaders Committee (YLC) to develop future leaders. The program gave them the resources and authority to drive change in the company, bringing their unique enthusiasm and ideas. This later evolved into the Leadership Development Program (LDP), welcoming leaders of all ages.

Shaped by generations of leaders and programs, W.E. O’Neil today fosters a culture of continuous learning, encouraging employees to sharpen skills, explore new ones, and adapt to an ever-changing industry.

Continuous Learning

WE Are Lifelong Learners

In 1976, Art O’Neil was honored by the Chicago Commission on Human Relations for advancing development resources across the industry. Under his leadership, the Building Construction Employers’ Association launched training courses for supervisors and constructors.

In 2006, after over a year of planning, a dedicated committee created O’Learn, our online learning platform. Originally a wiki-style tool for knowledge sharing, O’Learn has evolved into the custom, Litmos-based, custom training platform we use today.

Through on-the-job training, mentorship, and formal leadership programs, we empower our people at all levels to learn, grow, and reach their full potential.

Culmination

100% Employee-Owned

In 2020, W.E. O’Neil became 100% employee-owned—a decision that brought leadership and the O’Neil family together to secure the company’s future. This milestone honors the values that built W.E. O’Neil while empowering employees to shape what comes next.

More stories of people first

Art O’Neil Honored for Human Relations

In December 1976, Art O’Neil was honored by the Chicago Commission on Human Relations “...for his efforts in helping to open up job opportunities for minorities in the skilled construction industry.”

Under his leadership, the Building Construction Employers' Association created an Affirmative Action Committee, training courses for supervisors and constructors, full-time staff to assist contractors in minority recruitment and employment, and a coordinated management-labor outreach effort.

The American Dream

When the company was founded, the construction team consisted mainly of Swedish immigrant carpenters. Their dedication and hard work, fueled by their appreciation for the American way of life, contributed greatly to the company’s success. O’Neil made promises to prioritize their interests, and, together, they built a strong and enduring company. Many of these individuals spent their entire careers with the company, forming strong bonds and leaving a lasting legacy.

The Chicago Plan

Around 1970, during Art O’Neil’s presidency of the Chicago Builders Association, a racial conflict shut down major construction projects. In response, The Chicago Plan was formed, led by Mayor Richard J. Daley, with Art as Vice Chairman. He represented contractors, while Jesse Jackson spoke for the Black Coalition. After public debates and negotiations, they reached an agreement to integrate minorities into the trades.

Amid rising tensions, Art knew his involvement put him at risk—he even padlocked his car hood to prevent tampering.

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