Editorial Note
Veteran-Owned Business Spotlight is a recurring New To Education series highlighting businesses with publicly documented veteran founders, military-service backgrounds, veteran ownership, or veteran-led leadership.
This article is intended for educational and informational purposes only. Inclusion does not constitute an endorsement, sponsorship, paid promotion, certification guarantee, contracting recommendation, or assessment of any current or completed construction project.
New To Education is not affiliated with LJV Construction, LJV Development, Liseth Velez, its employees, clients, subcontractors, certifying organizations, or government partners.
Construction services, certifications, project details, leadership information, revenue, and operating locations may change. Prospective clients and subcontractors should conduct their own due diligence and verify current information directly through the company and relevant government databases.
Construction is often judged by what remains after the work is finished.
A renovated hospital wing. A secure government facility. A university building. A new workplace designed to serve people for years.
What is less visible is everything required before that finished space can exist.
Budgets must be accurate. Schedules must be coordinated. Safety requirements must be followed. Contractors must communicate. Materials must arrive on time. Government documentation must be complete. Problems must be identified before they delay the entire project.
Liseth Velez learned many of those lessons before becoming a construction entrepreneur.
A Colombian immigrant and U.S. Air National Guard veteran, Velez founded LJV Development in 2018 with the belief that construction should create opportunity, not merely structures.
The company, which also operates publicly under the LJV Construction name, developed into a service-disabled veteran-owned and woman-owned construction-management business serving federal, institutional, and commercial clients.
Its work has included projects connected to the Department of Veterans Affairs, U.S. Coast Guard, National Park Service, Federal Aviation Administration, military facilities, universities, and other organizations.
LJV’s story is significant because it combines several forms of American entrepreneurship.
It is a veteran transition story, an immigrant story, a woman-owned business story, a government-contracting story, and an example of how military experience can translate into civilian leadership without being limited to an explicitly military industry.
From Colombia to Massachusetts
Liseth Velez was born in Medellín, Colombia, and later grew up in Lowell, Massachusetts.
Lowell has a long industrial and working-class history shaped by textile manufacturing, immigration, labor, and economic change.
For a young immigrant, growing up in that environment meant seeing both the possibilities and challenges of building a life in the United States.
Velez has described developing a strong sense of pride in her adopted country and an early interest in military service.
While attending high school, she participated in Air Force Junior ROTC. The program introduced her to military structure, leadership, discipline, teamwork, and the possibility of serving in the armed forces.
She later joined the U.S. Air National Guard, beginning a path that would influence nearly every part of her future company.
Her immigrant background and military experience should not be treated as separate chapters.
Both involved adaptation.
Immigration requires learning new systems, navigating unfamiliar expectations, and building stability in a place where relationships and resources may initially be limited.
Military service requires functioning inside a demanding organization, responding to changing circumstances, and contributing to a mission larger than oneself.
Those experiences helped prepare Velez for entrepreneurship, where uncertainty and responsibility arrive together.
Military Service Introduced Her to Construction
Velez served in the Air National Guard’s 102nd Civil Engineering Squadron and worked as an HVAC technician.
Civil engineering units help construct, maintain, repair, and protect the facilities required for military operations.
The work can involve electrical systems, heating and cooling, plumbing, structures, emergency response, utilities, airfield support, and many other technical responsibilities.
Velez’s role exposed her to construction in environments where deadlines, budgets, safety, and mission readiness carried serious consequences.
She deployed overseas, including to locations in Africa, and worked in circumstances where resources could be limited.
Those conditions taught her how to plan carefully, solve problems creatively, manage risk, and keep projects moving even when ideal tools or materials were not available.
She also learned about government procurement rules, compliance, budgeting, scheduling, contractor coordination, and operating within strict requirements.
These are highly transferable skills.
A military occupational title may not always sound identical to a civilian management position, but the underlying responsibilities often overlap.
Someone coordinating construction in a military environment may already understand project sequencing, accountability, technical communication, quality control, and what happens when one part of a system fails.
The challenge is translating that experience into civilian language and opportunity.
The Military Taught Her to Build With Limited Resources
Construction projects rarely unfold exactly as planned.
Weather changes. Materials arrive late. Existing conditions differ from drawings. A subcontractor becomes unavailable. Regulations change. Unexpected structural or mechanical problems appear after walls are opened.
Military environments can intensify those challenges.
Remote operations may involve limited suppliers, restricted transportation, small budgets, security requirements, and little room for delay.
Velez has explained that these conditions forced her to become creative.
When resources are scarce, leaders cannot simply order more of everything. They must decide what is essential, what can be adapted, and how to complete the mission safely with what is available.
This mindset became useful when she entered business.
Small companies rarely possess the financial cushion, staffing, or supplier leverage available to large corporations.
They must plan precisely and respond quickly.
Resourcefulness, however, should not be confused with cutting corners.
In construction, creativity must remain within safety, technical, contractual, and regulatory boundaries.
The strongest project managers find efficient solutions without compromising the quality or integrity of the work.
Founding LJV in 2018
Velez founded LJV Development in 2018.
The company began with a purpose that extended beyond winning construction contracts.
Velez believed construction could create opportunities for employees, subcontractors, communities, veterans, women, immigrants, and people who had not traditionally received equal access to the industry.
According to LJV’s official founder story, the company began as a leap of conviction built around faith, discipline, vision, and the idea that construction should serve people as well as buildings.
Starting a construction company requires considerable risk.
Even a small project may require insurance, bonding, licensing, equipment, payroll, transportation, safety systems, technical staff, and the ability to pay expenses before the client releases final payment.
Government work adds another level of complexity.
Contractors must understand bidding, certifications, wage requirements, documentation, procurement systems, security rules, invoicing, performance evaluations, and the risk of delayed payment.
Velez entered that environment without the established relationships enjoyed by larger firms.
She had to prove that LJV could perform.
Early Growth Was Not Immediate
Founder stories are often rewritten after success to make growth appear smooth and inevitable.
LJV’s official history presents a more realistic picture.
Velez left the security of a conventional career before the COVID-19 pandemic and entered a period of significant uncertainty.
By early 2020, the young company faced growing pressure. Construction sites, supply chains, staffing, public facilities, and government operations were all affected by the pandemic.
LJV continued refining its approach rather than abandoning the business.
The company focused on its values, improved its systems, pursued training and certifications, and continued building credibility with clients and partners.
That period demonstrates an important difference between launching and sustaining a business.
Starting may require courage.
Surviving requires financial control, flexibility, patience, and the willingness to improve systems that are not working.
A founder can believe deeply in the mission and still need to change the business model, project selection, pricing, staffing, or internal processes.
Persistence is valuable only when combined with learning.
Government Contracting Became a Path to Growth
Federal contracting provided LJV with a significant growth opportunity.
The U.S. government purchases construction, renovation, maintenance, technology, professional services, and products through a large and highly structured procurement system.
Small-business programs are intended to help qualified firms compete for a portion of that work.
LJV used programs including the Small Business Administration’s 8(a) Business Development Program and certifications connected to service-disabled veteran ownership and woman ownership.
These programs did not hand the company guaranteed success.
LJV still needed to identify opportunities, prepare competitive proposals, demonstrate capability, manage compliance, and perform successfully after an award.
Velez has credited the 8(a) program, government resources, mentorship, and business-development networks with helping the company understand and navigate the federal marketplace.
This distinction matters because certification is sometimes misunderstood.
A certification can create access to certain competitions, training, or contracting pathways.
It does not replace performance.
A company that wins a federal project must still meet specifications, control costs, communicate effectively, pass inspections, and document the work.
What LJV Construction Does
LJV provides construction-management services for federal, institutional, and commercial projects.
Its publicly described core services include field supervision, project controls, site-logistics coordination, Division 1 management, documentation, scheduling, communication, and broader construction oversight.
Construction management is not limited to watching laborers perform physical work.
It involves coordinating the entire system surrounding that work.
Project managers must understand the owner’s requirements, architectural and engineering documents, contracts, timelines, inspections, safety plans, material submissions, change orders, subcontractor responsibilities, and communication among many parties.
On a federal project, documentation can be as important as physical progress.
A contractor may complete technically correct work but still face delays or disputes if required records, approvals, submittals, payroll information, or safety documents are incomplete.
LJV’s emphasis on project controls and administration reflects that reality.
A successful construction project depends on both craftsmanship and information.
Division 1 Management Helps Organize the Entire Project
One of LJV’s publicly emphasized areas is Division 1 management.
In construction specifications, Division 1 generally covers broad project requirements that apply across the entire job rather than to one trade.
This can include administrative procedures, coordination, schedules, meetings, submittals, temporary facilities, quality requirements, safety, project closeout, and documentation.
These requirements may not attract the same attention as visible architectural features, but they help keep the project organized.
LJV developed what it describes as an integrated Division 1 management framework to standardize documentation, communication, and field coordination across federal locations.
Standardization can reduce confusion.
When every project team uses completely different processes, information becomes easier to lose and mistakes become harder to identify.
A consistent framework allows employees and subcontractors to understand expectations more quickly.
However, standardization must remain flexible.
A hospital renovation, historic building, aviation facility, and military installation may have very different security, access, technical, and operational requirements.
The best systems create consistency without pretending every project is identical.
Working in Occupied and Secure Facilities
Federal and institutional construction often takes place in buildings that remain active.
A hospital may continue treating patients while renovations occur nearby.
A military base must maintain security and daily operations.
An airport facility cannot simply stop functioning because construction has begun.
A university may need work completed around classes, research, employees, and visitors.
These environments require careful logistics.
Noise, dust, access routes, utilities, shutdowns, safety barriers, deliveries, and worker movement must be coordinated to reduce disruption.
Contractors may also need security clearances, badges, escorts, restricted work hours, or special communication procedures.
LJV’s focus on federal and institutional clients means the company must manage more than the construction itself.
It must understand the mission occurring inside the space.
A successful project improves the facility without preventing the organization from serving the people who depend on it.
Projects Serving Federal Agencies
Public profiles identify LJV’s experience with agencies including the Department of Veterans Affairs, U.S. Coast Guard, National Park Service, and Federal Aviation Administration.
The company has also worked on military-related facilities and projects connected to educational institutions such as Wellesley College and Harvard Business School. LJV’s official history states that by the end of 2023, it had exceeded its revenue goals and secured work with federal agencies and respected institutions.
Each client type brings different priorities.
Veterans Affairs facilities must consider patient safety, healthcare operations, accessibility, and the needs of veterans.
National Park Service projects may involve historic preservation, environmental protection, and public access.
Federal Aviation Administration work can involve highly regulated and operationally sensitive environments.
Universities may require construction around students, faculty, research, events, and historic campuses.
A construction company serving these clients must learn quickly and avoid assuming that one project’s solution can simply be copied onto another.
Returning to Serve Military Facilities
Some of LJV’s work has brought Velez back into environments connected to her own service.
Company materials have described projects involving the Massachusetts Air National Guard and the 102nd Intelligence Wing, where members of the LJV team had previously served.
This creates a meaningful connection between military service and civilian contracting.
As a service member, Velez helped maintain and support military facilities.
As a business owner, she can return with a company capable of managing construction for similar organizations.
That transition represents one version of continued service.
The uniform changes, but the work still contributes to people performing a public mission.
Veteran-owned contractors can bring valuable familiarity to military projects.
They may understand chain of command, operational urgency, base access, government documentation, and why seemingly minor facility problems can affect readiness.
Military experience does not automatically make a company the best contractor.
It can provide useful context when paired with technical competence and strong management.
A Woman Leading in Construction
Construction remains an industry in which women are significantly underrepresented, particularly in ownership, field leadership, and senior management.
Velez entered the field carrying several identities that have historically faced barriers: immigrant, Latina, woman, and veteran.
Her leadership challenges the assumption that construction authority must look or sound a certain way.
She has publicly emphasized risk management, compliance, budgeting, strategic scheduling, and collaborative leadership rather than attempting to imitate the most aggressive stereotypes associated with the industry.
Representation matters because people often build career expectations from what they see.
A young woman may be interested in engineering, construction management, estimating, architecture, safety, or skilled trades but rarely encounter women leading major projects.
Seeing a woman own and scale a construction company expands the range of possibilities.
Representation alone is not enough.
Women also need access to training, contracts, financing, mentorship, promotion, and safe workplaces.
Successful founders can help open doors, but institutions must also remove barriers that prevent others from entering.
Building Opportunity, Not Only Structures
LJV presents itself as a purpose-driven company.
Its mission includes creating pathways for women, veterans, BIPOC professionals, and other people who may have lacked traditional access to construction careers.
The company has participated in mentorship, workforce-development, job-shadowing, and community initiatives.
Construction can provide several career paths.
Not everyone needs a four-year degree to enter the industry, although some management and professional roles require specialized education.
Workers may begin in a trade, apprenticeship, administrative position, safety role, or field-support job and gradually move into supervision, estimating, scheduling, project management, or business ownership.
A company committed to opportunity can help employees understand these pathways rather than treating every position as a dead end.
Workforce development also benefits the business.
The construction industry frequently faces shortages of skilled labor and experienced project managers.
Companies that train and retain people can develop a more stable workforce while reducing dependence on a shrinking pool of experienced workers.
Military Skills Translate Well to Project Management
Veterans often struggle to explain how military experience applies to civilian business.
Construction provides many direct connections.
Military planning involves objectives, timelines, responsibilities, risk, logistics, contingencies, communication, and accountability.
Construction management requires the same categories of thinking.
A project manager must understand the mission, break it into tasks, assign responsibilities, monitor progress, prepare alternatives, communicate changes, and maintain standards under pressure.
Military service can also teach people how to work with individuals from different backgrounds and specialties.
A construction site brings together architects, engineers, owners, government officials, inspectors, suppliers, skilled trades, laborers, and administrators.
No one person completes the project alone.
The ability to coordinate different personalities around a shared goal is one of the most valuable forms of leadership.
However, civilian employees are not military subordinates.
Veteran leaders must adapt their communication and recognize that command authority does not transfer automatically into a private workplace.
The best veteran entrepreneurs preserve accountability and mission focus while developing a collaborative civilian leadership style.
Certification Opened Doors, but Systems Sustained Growth
LJV’s certifications helped the company enter competitive markets.
As a service-disabled veteran-owned, woman-owned, minority-owned, and 8(a) business, LJV could pursue opportunities designed to broaden participation in government procurement.
Those designations are meaningful because historically underrepresented firms have often struggled to access the relationships and capital needed to compete.
Yet certifications can also create misconceptions.
Some observers assume a certified company wins work only because of its status.
That view ignores the technical, financial, and administrative burden of federal contracting.
A poorly managed project can damage a company’s performance record and eliminate future opportunities.
LJV needed systems capable of supporting growth after the contract was awarded.
That includes estimating, cash flow, project controls, staffing, documentation, safety, quality, and subcontractor management.
Certification may open the door.
Execution determines whether the company remains in the room.
SBA Programs Became Part of the Growth Strategy
Velez used resources provided through the Small Business Administration and other public or nonprofit business-development programs.
These included contracting education, mentorship, training, and the 8(a) program.
She has emphasized that one of the most valuable benefits was not simply access to contracts but the community of mentors and professionals who wanted her to succeed.
Entrepreneurship is often described as a solitary act.
In reality, businesses grow through networks.
A founder may need an accountant, attorney, banker, bonding agent, insurance broker, mentor, contracting specialist, trade partner, and experienced employee.
Government programs can help founders learn systems that would otherwise take years of expensive trial and error to understand.
These resources should not be treated as charity.
They are investments in competition, job creation, and a supplier base that better reflects the population government agencies serve.
Recognition From the SBA and Business Organizations
Velez was named the 2023 Veteran Small Business Owner of the Year for Massachusetts by the Small Business Administration.
The recognition highlighted her use of SBA financing, contracting programs, and entrepreneurship resources to build the company after military service.
LJV later appeared among the fastest-growing inner-city businesses recognized through the Initiative for a Competitive Inner City.
In the 2025 IC100 listing, LJV ranked second, with the organization reporting a growth rate above 4,000% and 2024 revenue in the $5 million to $10 million range.
Velez was also selected as a 2025 Women’s Business Enterprise Star through the Women’s Business Enterprise National Council network.
Awards provide visibility, but they should be interpreted carefully.
A ranking or award reflects specific criteria and a particular period.
It does not guarantee future performance or mean every project will be flawless.
Its value lies in documenting that an outside organization has recognized the company’s growth, leadership, or contribution.
Rapid Growth Creates New Risks
Fast growth is usually presented as entirely positive.
In construction, it can become dangerous if internal systems do not grow at the same pace as revenue.
A company may win more projects than its managers can supervise.
Cash can become trapped in receivables while payroll and material bills continue.
New employees may not receive adequate training.
Safety procedures may become inconsistent across sites.
Subcontractors may be selected too quickly.
Velez has spoken publicly about the pressures involved in scaling LJV and the need to keep learning and adapting.
LJV’s recent growth makes disciplined management even more important.
The larger the project portfolio becomes, the less the founder can personally review every detail.
Leadership must be converted into repeatable systems and trusted teams.
That transition from founder-controlled company to professionally managed organization is one of the hardest stages of entrepreneurship.
Construction Technology Can Improve Coordination
LJV describes its approach as technology-enabled and focused on modern project processes.
Construction technology can include scheduling platforms, document-management systems, mobile field reporting, digital drawings, building-information modeling, photography, safety tracking, and communication tools.
These systems can reduce the risk of outdated information being used in the field.
They can also create clearer records of decisions, progress, inspections, and changes.
Technology, however, does not solve weak communication by itself.
A project can have excellent software and still fail if people do not update it, understand responsibilities, or address problems honestly.
The most useful technology strengthens disciplined processes.
It should make information easier to find and decisions easier to understand not add another administrative layer that employees treat as busywork.
Safety Must Remain More Than a Requirement
Construction involves serious hazards.
Workers may operate at height, use power tools, enter confined spaces, work around electricity, handle heavy materials, or perform tasks near occupied public facilities.
Federal projects often include extensive safety plans and documentation.
A company may be technically compliant on paper while still developing an unsafe culture if employees are afraid to report problems or pressured to ignore procedures.
LJV publicly emphasizes licensed, insured, and safety-compliant operations. Its site also describes safety as part of project planning rather than a last-minute checklist.
The strongest safety culture treats workers as more valuable than the schedule.
Deadlines matter, but no deadline justifies preventable injury.
Veteran leaders may understand this especially well because military planning also requires balancing mission accomplishment with responsibility for the people carrying out the mission.
Veteran Entrepreneurship Can Continue the Mission
Veterans frequently miss the sense of mission and team that military service provides.
Entrepreneurship can recreate some of that purpose, although it introduces different pressures.
A business owner is responsible for employees, clients, contracts, payroll, and the reputation of the company.
Velez has built LJV around the idea that construction should improve how people work and live while creating opportunities for the team performing the work.
That mission provides meaning beyond revenue.
A project at a veterans’ hospital serves people who once wore the uniform.
A military-facility project supports current personnel.
A university renovation supports students and educators.
A public building affects an entire community.
Construction becomes more purposeful when leaders remember who will use the space after the contractors leave.
Lessons for Other Veteran Entrepreneurs
LJV offers several useful lessons for service members and veterans considering business ownership.
The first is to translate military experience into specific civilian capabilities.
“Leadership” is valuable but broad. Velez could point to budgeting, HVAC work, scheduling, compliance, procurement, construction, logistics, and risk management.
The second lesson is to use available programs.
The GI Bill, SBA, veteran certifications, state programs, procurement assistance, and business-development organizations exist because transition and entrepreneurship are difficult.
Using those resources is not weakness.
It is strategic planning.
The third lesson is to build networks before they are urgently needed.
Mentors, bankers, insurers, subcontractors, and contracting specialists can prevent expensive mistakes.
The fourth lesson is that identity can create access, but capability sustains success.
Veteran, woman, minority, and immigrant ownership are important parts of LJV’s story.
The company still must deliver every project.
Finally, a mission can help a business survive difficult periods.
Revenue matters, but founders often need a deeper reason to keep adapting when growth is slow.
What Students Can Learn From LJV
LJV provides a useful case study for students interested in construction, business, engineering, public service, or military transition.
Construction students can learn that the industry includes far more than physical labor.
Careers include estimating, scheduling, safety, procurement, architecture, engineering, compliance, field supervision, project controls, and business development.
Business students can study federal procurement, certification programs, cash flow, rapid growth, and leadership.
Veteran students can examine how military technical experience can become a civilian career or company.
Students from immigrant families may also see how multilingual, multicultural, and adaptive experiences can become leadership strengths.
LJV’s story demonstrates that a career does not need to follow one uninterrupted path.
Military service, technical work, education, business programs, and entrepreneurship can build upon one another.
Key Takeaways
LJV Construction, also known as LJV Development, was founded by Liseth Velez in 2018.
Velez is a Colombian immigrant, U.S. Air National Guard veteran, and former HVAC technician with the 102nd Civil Engineering Squadron.
Her military work taught her construction coordination, budgeting, scheduling, procurement, compliance, risk management, and problem-solving with limited resources.
LJV is publicly identified as a service-disabled veteran-owned, woman-owned, minority-owned, and BIPOC-led construction-management business.
The company serves federal, institutional, and commercial clients.
Its publicly identified clients and agencies include the Department of Veterans Affairs, U.S. Coast Guard, National Park Service, Federal Aviation Administration, Wellesley College, and Harvard Business School.
LJV’s services include construction management, project controls, field supervision, site-logistics coordination, Division 1 management, documentation, and communication.
The company used the SBA 8(a) Business Development Program and other public and nonprofit resources to expand within federal contracting.
Velez was named the SBA’s 2023 Veteran Small Business Owner of the Year for Massachusetts.
LJV ranked second in the 2025 IC100 list of fast-growing inner-city businesses.
The company emphasizes creating opportunities for women, veterans, BIPOC professionals, and emerging construction workers.
Rapid growth creates opportunities but also requires stronger systems for safety, staffing, cash flow, quality, and project oversight.
This article is informational and does not constitute an endorsement, contracting recommendation, certification guarantee, or assessment of project performance.
FAQ
What is LJV Construction?
LJV Construction, also known as LJV Development, is a veteran-owned construction-management company serving federal, institutional, and commercial clients.
Who founded LJV?
The company was founded in 2018 by Liseth Velez.
Is Liseth Velez a military veteran?
Yes. Velez served in the U.S. Air National Guard and worked with the 102nd Civil Engineering Squadron as an HVAC technician.
Is LJV a service-disabled veteran-owned business?
Public company and organizational profiles identify LJV as a Service-Disabled Veteran-Owned Small Business. Certification status should always be verified through current official databases when relevant to a procurement decision.
Is LJV also woman-owned?
Yes. LJV is publicly identified as woman-owned and has participated in women-owned business networks and certification programs.
Where is LJV based?
Recent organizational profiles identify LJV as a Massachusetts-based company serving federal and commercial clients. Its public materials have referenced Everett and the greater Boston area.
What services does LJV provide?
Services include construction management, field supervision, project controls, site logistics, documentation, Division 1 oversight, scheduling, coordination, and related project-management services.
Does LJV work with the federal government?
Yes. Public profiles identify federal clients including the Department of Veterans Affairs, U.S. Coast Guard, National Park Service, and Federal Aviation Administration.
What is the SBA 8(a) program?
The 8(a) Business Development Program helps eligible socially and economically disadvantaged small businesses access training, mentorship, business development, and certain federal contracting opportunities.
What can veterans learn from LJV’s story?
Veterans can learn to identify the specific civilian value of military technical and leadership experience, use available entrepreneurship programs, seek mentors, and build systems that support long-term growth.
Is this article an endorsement of LJV?
No. It is an educational Veteran-Owned Business Spotlight and does not constitute an endorsement, sponsorship, contracting recommendation, or certification guarantee.
Final Thoughts
Buildings can make a company visible.
Systems make it sustainable.
Liseth Velez entered construction with experience developed in the Air National Guard, where budgets, schedules, technical work, and teamwork were connected to real missions.
She carried those lessons into entrepreneurship and founded LJV with a broader idea of what construction could accomplish.
The company would build and renovate spaces.
It would also create opportunities.
That mission matters because the construction industry remains difficult to enter for many women, immigrants, minority contractors, and small veteran-owned firms.
Winning one contract does not erase those barriers.
Each successful project, mentorship opportunity, and career pathway can make the industry slightly more accessible to the person coming next.
LJV’s growth is impressive, but growth is not the final test.
The company must continue translating its founder’s values into consistent systems as its projects and workforce expand.
Safety must remain strong. Employees must be supported. Clients must receive honest communication. Certifications must be matched by real capability.
That is where veteran leadership becomes more than branding.
Military discipline is valuable not because it makes a company appear tough.
It is valuable because it can teach leaders to prepare carefully, accept responsibility, protect the team, adapt under pressure, and complete the mission without losing sight of the people involved.
LJV Construction’s story is ultimately about that kind of leadership.
The company is building facilities, but its larger ambition is to build trust, careers, and a path for others to follow.
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Sources
LJV Construction — Founder Story
LJV Construction — Official Website
Initiative for a Competitive Inner City — LJV Development Founder Story
Initiative for a Competitive Inner City — LJV Development 2025 IC100 Profile
Women’s Business Enterprise National Council — 2025 WBE Star Liseth Velez
