Mark Gemignani featured in Medium- an interview by Doug Noll

A C-Suite Leader should not tell others how to do their job, but instead clearly communicate the long-term plan, strategies and goals to their employees.

As part of our series called “Five Things You Need To Be A Highly Effective C-Suite Executive,” we had the pleasure of interviewing Mark Gemignani.

Mark Gemignani is the visionary CEO and founder of Dominion Builders and DAG. With over 40 years of experience in construction and development, operating out of Miami, Washington D.C., and New York, Gemignani has led diverse projects such as high-rise, retail, restaurant, corporate office, government, advanced agriculture, industrial, and pharmaceutical-grade construction. DAG, which started as a division of Dominion Builders, is an industry leader in the development, design, and construction of Controlled Environment Agriculture (CEA) facilities for the food crops and cannabis industries. A former state champion wrestler and collegiate athlete, his determination extends beyond business. Currently, he chairs the Miami Beach Chamber of Commerce Development and Construction Council, showcasing his commitment to excellence.

Thank you so much for joining us in this interview series. Before we dive into our discussion, our readers would love to “get to know you” a bit better. Can you share with us the backstory about what brought you to your specific career path?

From a young age, I always aspired to be a builder. My go-to toys as a child were the erector set, Tinker-toys, and Legos. My journey officially started in Virginia when I put myself through college by painting and renovating homes. After college, I moved into commercial construction, where we built spaces for markets such as the federal government, defense, tech, and finance industries in the Washington, DC area. In 2005, I moved to Coral Gables, where I partnered with another individual and developed high-end residential condominiums in Midtown Manhattan. Following the financial crisis of 2008, I formed Dominion Builders. During the time of this Great Recession, we built Dominion Builders, focusing the firm on federally funded local government contracts, the only source that was spending any money at the time. Today, I’ve been a construction industry entrepreneur for over 40 years and have led diverse projects such as high-rise, retail, restaurant, corporate office, government, industrial, pharmaceutical-grade construction, and more. Recognizing a gap in the market, Dominion Builders launched an agriculture division, now known as DAG.

Can you share the most interesting story that happened to you since you started your career?

There are many interesting things that have occurred over the years, but one of the biggest breakthrough events that occurred was signing a contract with my partner to develop a 34-story luxury high-rise in Midtown Manhattan. By assembling strong team members for all aspects of the development, we designed and constructed the building under budget and in record time, having no prior development experience. This was a pivotal moment in augmenting my career.

Can you please give us your favorite “Life Lesson Quote”? Do you have a story about how that was relevant in your life?

My internal mantra is to work hard, enjoy life, do the right thing, make a positive influence on others, give thanks, and pray for guidance. By sticking to this mantra, it has helped me navigate through both failure and success.

Is there a particular book that made a significant impact on your leadership style? Can you share a story or an example of that?

“The 21 Irrefutable Laws of Leadership,” by John C. Maxwell explores years of leadership experience and observations of leaders and shares key takeaways to leadership. For one, a leader must demonstrate and embody what cohorts and followers should do. Leaders must lead by example, which I aim to do at Dominion Builders and DAG.

What do you think makes your company stand out? Can you share a story?

Dominion’s experience is exemplified through an eminent award-winning portfolio, highlighting our craftsmanship, teamwork, and passion to impact real estate communities. Our company has a culture where people enjoy coming to work, and for the most part, our employees enjoy each other. We encourage occasional get-togethers such as lunches and cigar socials. The team recently initiated a Friday afternoon push-up contest where we track not only the winner but also individual improvement from the previous week.

Additionally, it is almost impossible to find a niche in the construction business. Another thing that makes us stand out is that we have carved a niche in the market and are one of the only companies providing integrated design and construction for indoor agriculture facilities. Adapting to our clients’ needs, DAG, our agriculture division, became the go-to source for those seeking a custom grow facility for the food crops and cannabis industries — from concept to harvest. DAG’s approach focuses on cost-effective solutions to assure long-term success for growers throughout North America.

You are a successful business leader. Which three character traits do you think were most instrumental to your success? Can you please share a story or example for each?

  • Flexibility — Allowing employees to work within a range of means as long as they achieve the required results has helped build a dynamic and happy team.
  • Integrity — Having integrity helps set an example of treating others with respect, taking responsibility, and earning the trust of others.
  • Resilience — Resilience has given me the ability to quickly recover from setbacks, stress, and unexpected changes.

Leadership often entails making difficult decisions or hard choices between two apparently good paths. Can you share a story with us about a hard decision or choice you had to make as a leader?

I made the decision several years ago to stop bidding/competing on hundreds of low-margin projects and instead focus on procuring large, negotiated projects and bidding/competing only where we had a better than 50% chance of success. This resulted in several years of low volume and financial losses. From there, we have shown resilience and now have a current volume of five times what it had been prior.

Ok, thank you for that. Let’s now jump to the primary focus of our interview. Most of our readers — in fact, most people — think they have a pretty good idea of what a C-Suite executive does. But in just a few words can you explain what a C-Level executive does that is different from the responsibilities of other leaders?

C-Suite executives are integral in steering the company towards its goals. Some of the responsibilities to achieve this include implementing a comprehensive long-term plan for the organization and motivating other leaders who are responsible for carrying out the plan.

What are the “myths” that you would like to dispel about being a C-Suite executive? Can you explain what you mean?

A typical myth is that the C-Suite executive does not have to work hard to achieve their goals. In reality, C-Suite executives, in many cases, work relentlessly to continue to grow the business, often working long and hard hours.

What are the most common leadership mistakes you have seen C-Suite leaders make when they start leading a new team? What can be done to avoid those errors?

A C-Suite leader should not tell others how to do their job, but instead clearly communicate the long-term plan, strategies, and goals to their employees. It is essential to allow others to utilize personal and creative strengths to achieve all interim steps required to achieve those goals.

In your experience, which aspect of running a company tends to be most underestimated? Can you explain or give an example?

The ability to attract and maintain qualified and motivated employees is in my view the most underestimated but most important task. The adage, “You’re only as good as the sum of your parts, and one person can’t be a team” says it all.

Ok super. Here is the main question of our interview. What are your “Five Things You Need To Be A Highly Effective C-Suite Executive”? If you can, please share a story or an example for each.

  1. Make certain to choose a career that aligns with what you enjoy doing. It’s important to take the time to reflect on your interests, skills, and values to determine what is most important to you to help you best succeed.
  2. Focus on assembling highly experienced vendor and consultant teams to achieve highly successful results.
  3. Attract and hire only highly qualified and motivated employees. When a new hire has the proper qualities, they effectively handle their work and responsibilities and add great value to the team.
  4. Set an example for your employees and act in a manner that you expect others to act. Leading by example helps inspire, encourage, and guide team members to be their best.
  5. Give positive feedback for positive results often. Treating your employees with respect and telling them that you appreciate their efforts and hard work will go a long way in creating trusting relationships.

In your opinion, what are a few ways that executives can help to create a fantastic work culture? Can you share a story or an example?

Executives can help create a positive work culture by getting to know their team members and talking frequently about personal lives outside of the work environment. When connecting with coworkers on a personal level, it helps build a connection and trust. I encourage executives to meet with team members for lunch or to grab a drink after work. They can also sponsor occasional office celebrations to create a break from work.

You are a person of great influence. If you could start a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. :-)

Set the tone of the day by spreading positive energy with everyone you encounter. Positive energy spreads exponentially.

How can our readers further follow you online?

For more information, visit www.dominionbuild.com or www.dagfacilities.com. You can also visit our social media channels:

Thank you for the time you spent sharing these fantastic insights. We wish you only continued success in your great work!

About the Interviewer: Douglas E. Noll, JD, MA, was born nearly blind, crippled with club feet, partially deaf, and left-handed. He overcame all of these obstacles to become a successful civil trial lawyer. In 2000, he abandoned his law practice to become a peacemaker. His calling is to serve humanity, and he executes this mission at many levels. He is an award-winning author, teacher, and trainer, as well as a highly experienced mediator. Doug’s work spans from international efforts to helping people resolve deep interpersonal and ideological conflicts. He teaches his innovative de-escalation skill that calms any angry person in 90 seconds or less.

With Laurel Kaufer, Doug founded Prison of Peace in 2009. This project trains life-sentenced and long-term incarcerated individuals to become effective peacemakers and mediators. He has been deeply moved by inmates who have applied empathic listening, leadership, and problem-solving skills to reduce violence within their prison communities. Their commitment to learning, improving, and serving their communities inspires Doug to expand Prison of Peace, making these skills accessible to anyone who seeks them.

Doug’s accolades include California Lawyer Magazine Lawyer of the Year, Best Lawyers in America Lawyer of the Year, Purpose Prize Fellow, International Academy of Mediators Syd Leezak Award of Excellence, and National Academy of Distinguished Neutrals Neutral of the Year. His four books have won numerous awards, and his podcast, Listen With Leaders, is currently accepting guests. Click here to learn more and apply.

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