AZRE Magazine • November 2025

Workforce development remains a top priority for the construction industry, with companies struggling to attract new employees as seasoned veterans settle into retirement. Educational institutions such as West-MEC, EVIT and the state’s community colleges are helping create a talent pipeline, but more businesses are launching in-house initiatives to meet their pressing labor needs. AZRE magazine sat down with Carlos Juarez, chief people officer at Suntec Concrete, to learn more about Suntec University and why the company chose to roll it out.

The following responses have been edited for clarity and length.

AZRE: Suntec University feels like more than a professional development initiative. What inspired its creation?

Carlos Juarez: Suntec University was inspired by our belief in every employee’s potential. It reflects our company’s commitment to support, empower and create opportunity for all. It is also a structured, intentional extension of that belief, creating space for vulnerability and real development. It’s a way to live out our culture by giving every employee the tools and confidence to grow not just in their careers, but in every part of their life.

AZRE: Is this part of a broader shift in the construction industry, where a company’s competitive edge comes from training as much as it does tools?

CJ: Absolutely — and in today’s market that is essential. The construction industry is highly competitive when it comes to attracting and retaining talent. We are all competing for the same workforce, and what sets companies apart today is how well they invest in and develop their people.

If we want to build and keep an exceptional team, we can’t rely on hiring alone. Suntec University creates an environment of opportunity that not only attracts new talent but also inspires them to stay, grow and build our future leadership team. For us, it’s about purpose. Unlocking individual and team potential is how we create lasting impact and a true competitive advantage.

AZRE: In what ways does Suntec University empower its team members to become leaders, both professionally and personally?

CJ: Suntec University helps its students see leadership as a mindset, not a job title. Whether they’re working as part of a team, leading a crew, supporting their family or giving back to their community, this program equips them with practical tools so that they can do all of those things with confidence and purpose.

AZRE: What kind of feedback have you received from employees so far — has anything surprised you?

CJ: We were optimistic and believed in this program, but the level of enthusiasm and engagement we’ve seen from our team has truly surpassed our expectations. Enrollment is ultimately based on supervisor recommendations, but it’s often driven by employee interest.

The demand to be a part of Suntec University is so high that we’ve had employees seek out their supervisors to get those recommendations or even ask to be placed on a waiting list. That resonates with me. It shows we’re truly listening and responding to the fact that our teams value growth and actively seek opportunities to improve both at work and in life.

One employee used this opportunity to set an example for their children, showing their commitment to working all day while also attending class and completing homework. Another employee shared with me how they are more confident to speak in front of others both at work and home, and how Suntec University will provide a better opportunity to get promoted.

AZRE: What’s your long-term vision for Suntec University?

CJ: The sky’s the limit. Although Arizona is where we started, we operate across multiple states and are working to expand Suntec University so that all Suntec employees have the same opportunity to participate. We have a vision to expand into the community as well, potentially through schools and mentorship programs. I expect Suntec University will become a catalyst for workforce development, elevating the standard for what training can mean in this industry.