SOCO Leadership Transition
Building Continuity
Longtime partners take on new roles as SOCO enters its next chapter
For more than twenty years, Matt Lorenzo, Seth Levy, and Brad Smith have built SOCO together, project by project and decision by decision. What started as a small team with a shared vision has grown into one of the region’s most respected construction management firms. Along the way, they established a culture defined by trust, transparency, and long-term commitment. One of the most meaningful milestones in that journey was SOCO’s transition to employee ownership.
Now, that same leadership team is stepping into new roles. Matt, who has served in leadership roles since the company’s founding, will continue supporting the business as a senior advisor and board member. Seth is now serving as President and CEO. Brad has taken on the role of Executive Vice President and COO. These changes reflect a plan that has been unfolding over time and a team that remains aligned.
“We’re still who we are,” said Seth. “We’re going to continue doing exactly what we’ve been doing.”
“All three of us worked together for the last 20 years,” Brad added. “This is familiar for all of us.”
Matt sees the moment as an extension of what has defined SOCO over the years. “It keeps who we are. It maintains the integrity of what we’ve built over the last several decades,” he said. “With Seth and Brad stepping into these roles, there’s new energy that will carry us forward.”
The timing was intentional. Following the successful transition to an Employee Stock Ownership Plan (ESOP), Matt recognized that the company had reached a natural point for evolution. “One of the goals I set early on was for SOCO to become employee-owned,” he said. “Once we established the ESOP and saw it working the way we hoped, it felt like the right time for the next step.”
Matt will continue to stay involved by supporting Seth and Brad in their leadership. “My job now is to support their vision for the company,” he said. “I’ll offer my experience when it’s helpful. They are ready to lead.”
The ESOP has already had a noticeable impact on the company’s culture. “At first, it was a concept,” Matt said. “Now, employees are seeing the tangible benefit. They know what it means to be owners.”
Brad has seen that shift reflected in how teams approach their work. “It works for both the employees and the clients,” he said. “When people feel ownership, they are more invested. That changes how we work together and how we deliver.”
The move to employee ownership reflects a long-standing commitment to SOCO’s values. “We’ve empowered our employees to become shareholders,” Matt said. “That is something I’m immensely proud of.”
He also shared what this transition means to him personally. “I was given the opportunity to have an impact on people’s lives,” he said. “I hope I provided some stability, helped people support their families, and was kind when it mattered. That has always meant a lot to me.”
Seth and Brad are focused on consistency and forward momentum. The path ahead builds on a foundation they helped lay. “We’ve all done this together,” said Seth. “There is not much I would want to change. We are going to keep doing business the way we always have.”
When asked to describe the future of SOCO in one word, Brad said “opportunity.” Seth said “partnership.” Matt chose “entrepreneurial.”
Each word speaks to a team that knows its purpose. The next chapter is already in motion, led by people who helped build the structure and who are ready to continue the work.