Taylor Woodward (Vermont Tech class of 2012) leads with three non-negotiable core values: optimism, initiative, and accountability. These principles guide every decision he makes – including how he hires and fires – as President and CEO of DEW Construction where he leads more than 130 employees across Vermont, New Hampshire, and southern Maine.
Those values are not just personal, they are institutional. Last year, Taylor spearheaded an update of DEW’s mission, vision, and values to more clearly reflect a culture of respect and enjoyment, mutual trust and problem solving, self-motivation, and personal responsibility. “Character is the most important thing.” Taylor says. “We can teach technical acumen, but behavioral acumen—the willingness to work hard and the desire for self-improvement—that’s what we’re looking for.”
This comes as no surprise to anyone who crossed paths with Taylor at Vermont Tech. He brought that same drive to his undergraduate degree. “I had something to prove to myself,” he admits. “I probably drove my professors a little crazy. If I got an A- I would be upset about it.”
Wanting to Prove Himself
Taylor graduated from Colchester High School in 2006, but initially struggled to find his footing. Having worked summers at DEW for several years, he took a job as a laborer. “I was doing whatever the site supervisor told me to do,” he said laughing. Internally, however, Taylor wrestled with the idea of working in the family business. DEW had been founded by his stepfather, Don Wells, and Taylor felt a strong desire to prove himself on his own terms.
Determined to make his own way in the world, Taylor enrolled at a university in Ottawa, Ontario, where his dual U.S.-Canadian citizenship made tuition significantly more affordable. The experience broadened his perspective, but the academic format didn’t suit him.
“I went from a rural upbringing to being in lecture halls with three or four hundred students,” he said. “That format wasn’t what worked best for me.”
After a year, Taylor returned to Vermont and began working full time at DEW in the field. He progressed from laborer to carpenter apprentice, and eventually to a carpenter, yet he couldn’t shake the feeling that he hadn’t performed as well as he wanted to after high school.
Finding his fit at Vermont Tech (now Vermont State University Randolph)
In 2008, Taylor enrolled at Vermont Technical College. He was drawn to the Construction Management program for its hands-on learning model, strong employer partnerships, and industry-relevant curriculum.
“The student to teacher ratio mattered a lot to me,” he says. “And for good reason, as there was real engagement from faculty and the curriculum reflected the different key components of a construction company, which is a valuable introduction for students to the realities of the construction industry.”
Taylor completed both his associate and bachelor’s degrees in Construction Management, studying at Randolph for his associate degree and Williston for his bachelor’s. During the summer, he interned with Parsons Brinkerhoff in Providence, Rhode Island and later with Whiting-Turner in Bethesda, Maryland, where he worked on large commercial and institutional projects.
“I thought I wanted to build skyscrapers and live in a city,” he said. “It was a neat exposure to work with a large team for a mega contractor that did billions in work.”
But living and working outside Vermont shifted his perspective. “You spend enough time in traffic and urban environments and you start reflecting on where you grew up,” Taylor says. “I realized I wanted to come back here and raise a family here.”
Growing with DEW Construction
Taylor began working for DEW as a project engineer during the summer of his junior year and continued throughout his final years of school. He then took advantage of opportunities to gain experience in business development and estimating, allowing him to better understand how the company pursues and secures work.
After pivoting back to construction operations and working his way up through several promotions, DEW reached a point where formal succession planning became a priority. Taylor was promoted to Executive Vice President, where he charged himself with understanding emerging technical advancements in construction and driving improvements to systems, processes, and organizational efficiency.
“At that point, I knew I was going to be here for the long haul, and I knew what I was going to have to overcome – I didn’t want anyone saying a leadership role was handed to me – and I struggled with some self-doubt about it all. But I didn’t want there to be any doubt that I was committed to adding value, so I pushed myself really hard. Probably too hard at times, but I love the company, our people, and I love having my fingerprints all over the company and what we’re doing,” he said.
Coming to terms with his leadership role
Taylor’s time as EVP proved pivotal. He focused on building relationships across the organization, fostering collaboration, earning trust through action, and adding value wherever he could.
“There were many times throughout the journey where I thought ‘There has to be someone more qualified than me to do this,’” he said. “But I went through my own process and stopped second guessing myself, and I’ve reached peace with it.”
Taylor was named President in 2022 and later assumed the role of President and CEO in 2024. Reflecting on DEW’s founder, Don Wells, Taylor said: “Earning Don’s respect mattered a lot to me. Knowing we’ve experienced tremendous growth while honoring his legacy and leading the company into its next chapter makes me incredibly proud.”
He also reflected on one of his most memorable projects: the Maplewood Nursing Home renovation in Westmoreland, New Hampshire. The 150,000-square-foot assisted living facility remained occupied during major renovations, much of which occurred during the height of the COVID-19 pandemic.
“We were working with the most vulnerable population during that time,” Taylor said. “Protecting residents from exposure was critical, yet we were navigating the complexity of that, a project that in itself was complex, and in occupied spaces on top of it. Coming through on the other side successfully and executing the project in a way that protected residents from exposure our personnel could have brought in, I’m really proud of that.”
Staying Connected to Vermont State University
An aspect of his education in the Construction Management program that stays with Taylor today is how his professors engaged with the students like coaches. “It was a huge value-add,” he said. “My professors, especially Eric Wolinsky, were there to talk about more than just the class they were teaching, they’d coach us through various experiences.” He attributes much of his success today to the program and is incredibly thankful for the turnaround experience he had.
DEW continues to actively recruit graduates and interns from Vermont State University’s Construction Management program. “The program attracts hardworking people,” Taylor says. And he has candid advice for current students. “You’ll get out of it what you put into it. Don’t just go through the motions—invest yourself fully. The experience will prepare you for the workload, the expectations, and the level of accountability required in this industry.”
Today, DEW employs nine VTSU graduates across multiple levels of the organization. Taylor sees a strong alignment between DEW’s values and the initiative instilled in VTSU’s Construction Management graduates—an alignment reflected in the self‑motivation and drive those employees bring to their work.
Today, Taylor lives in New Hampshire with his wife, Amanda, their two children, and their golden retriever. His connection to his alma mater became even more acute – and personal – when he met Amanda through her brother Nick, who was a classmate of Taylor’s. He’s thankful for his time there and the experiences that have enriched his life. “It’s my hope other students get a similar experience to what I did,” he says.
