Jocelyn Andre

Detail Oriented. Organized. Personable.

Current Employer & Job Title: Luck Brothers, Inc., Project Manager

Age: 29

Hometown: Port Kent, NY |

Education: Civil & Environmental Engineering

Bachelor of Technology, SUNY Canton

At home on a job site as much as she is in the office Jocelyn is not afraid to put on a hard hat and see theories put into practice. She believes it is imperative to get feedback from the crews on the job sites in order to improve efficiency and improve production rates by removing obstacles that can slow a job down.

In three words, how would others describe your personal brand—and where do those traits show up most in your work?

I would think others would describe me as detail oriented, organized, and personable. As someone who generates multiple documents a day for different projects, it is extremely important to get the details correct to avoid unnecessary revisions and to streamline projects. I also try to make everyone feel welcome to sharing all ideas about the project – good and bad. I take pride in asking the crews that are working on my projects for feedback quite a bit, so I can determine what I can do in the office to create higher efficiency and production rates.

What aspect of your organization’s culture do you protect or promote most fiercely—and how have you influenced it?

As a project manager in construction, one of our main goals is to create a comprehensive team environment. It is our job to predict the problems and clear the obstacles for the crews that are physically working day in and day out. To adhere to these goals, I go out into the field and get my hands dirty just like everyone else as often as I can. Being out in the field provides me with a different perspective and allows me to learn the construction processes in real time and build repour with those working with me.

Where do you invest your time outside of work, and what motivates your commitment to those efforts?

Outside of work, you can most likely find me on a volleyball court or a golf course. I was lucky enough to play volleyball collegiately and have been heavily involved in the growth of the sport in the North Country. I have held multiple coaching positions over the years from almost all grade levels and have loved seeing the players progress throughout the years. Watching the players fall in love with the game and learning valuable life lessons at the same time is what has motivated me to coach. I recently had the honor of being asked by one of my former players to write a letter of recommendation for National Honor Society, which was a truly humbling experience. I also thoroughly enjoy coming out of retirement every once in a while to put those court shoes back on and play the sport I love.

Who has most influenced your leadership style—and what specific lesson from them still shapes how you lead today?

My parents. Both have had long-standing careers in management, and I have learned an incredible amount from them. They have taught me to be fair, listen to what the people who work under you need to be successful, but also to have those buy into the same goal you are working towards. They have also taught me to have a strong work ethic and to respect those who have come before you, and to absorb all the experiences they have. Being in management does not mean you know it all – to be a good manager requires constant improvement to better yourself and those around you.

Where are you making your greatest impact right now—in your organization, industry, or community—and how do you measure it?

II believe my biggest impact is the positivity I bring to everything I do, both at work and in my day-to-day life. Construction can be a demanding environment, and I’ve seen how much of a difference attitude makes. I try to be someone who supports the team, keeps things moving forward, and creates an environment where people feel motivated and respected.

I measure that impact in the way people respond; how the team works together, how challenges are handled, and the overall morale on a job. When people show up ready to do their best and support each other, that’s when I know I’m making a difference.

What’s something about you that would surprise people—and what does it reveal about how you think or operate?

Prior to my position at Luck Brothers, I was a Water/Wastewater Engineer Technician specializing in wastewater. When people run water or flush the toilet, it is often never thought about what happens to the water after it has gone down the drain. Learning about the biochemical reactions and organic balances within a wastewater treatment plant has probably been one of the most interesting things I have ever had the chance to learn about. I believe this speaks to my analytical mindset and ability to understand things from a different perspective.

What is one lesson your career has taught you that you had to learn the hard way—and how has it changed you?

The biggest lesson I have learned is that making mistakes is going to happen no matter what. The key to it is to take these mistakes, learn from them, and determine what you can do to ensure they don’t happen again. As a young professional, it is often very easy to look to upper management for answers rather than guidance. In this management role, I have learned to take ownership of my projects and understand that each day offers a new challenge and/or lesson to make me a more successful PM in the future.   

What is the biggest professional or personal risk you’ve taken—and would you make the same decision again? Why or why not?

I would have to say my biggest personal and professional risk was accepting a role in construction. In my previous role in engineering, I developed project timelines and plans for projects anywhere from one year away, to five plus years of planning. In construction, these projects are under way and require a quicker reaction to solving problems to keep things moving in the field to meet deadlines set forth by the owners. I absolutely would make the same decision again. Although it has challenged me, it has given me new confidence in myself.

The North Country’s “Gen IQ” reflects how well we lead, market to, and innovate across generations. Where are we getting it right—and where do we need to evolve?

In construction, I think the North Country gets a lot right when it comes to “Gen IQ.” It’s an industry built on mentorship; most of what we learn comes from working alongside people who’ve been doing it for years. That hands-on experience and willingness to share knowledge is a huge strength, and it’s what keeps the industry going.

Where we can improve is in how we bring the next generation along. It’s not just about teaching the work; it’s about giving younger people a real seat at the table and trusting them with more responsibility. At the same time, being open to new ideas and technology can only make us better.

What’s one idea, belief, or change you hope to see shape the future of leadership in our region?

One idea I hope shapes the future of leadership in our region is that good leaders focus on lifting others up, not just advancing themselves. Leadership is a privilege, and it comes with the responsibility to support the success of the whole team. I also think it’s important that we carry that mindset forward by instilling the same respect and responsibility in the next generation. If we do that, we don’t just build stronger leaders—we build stronger organizations and communities.