Bechtel’s Regional President for East Asia and Pacific Region began her career as an international trade specialist in the U.S. Department of Commerce before transitioning to the Association of Equipment Manufacturers and then to Caterpillar. Her professional journey spanned various roles in her tenure at Caterpillar and covered strategic engagements across multiple global markets.

A Jamaican native, Padgett earned her BA in Political Science and Chinese from Middlebury College and an MBA from the University of Hawaii. She relocated to Taipei a year ago with her family to assume her Regional President role at Bechtel, bringing an impressive background in business development and government affairs and innovative strategies for growth she has developed that have significantly shaped her leadership approach.

TOPICS Associate Editor Alex Myslinski sat down with Padgett at the Ghost Island recording studio in mid-August to discuss the importance of advocacy and collaboration, having a strategic vision, and team empowerment. An abridged version of their conversation follows. Listen to the full interview on Apple Podcasts or Spotify.

What motivated you to join Bechtel?

First, I’ve always respected Bechtel as the United States’ premier and iconic engineering, procurement, and construction (EPC) firm. This year, we’re celebrating 126 years as a privately held, family-owned company. Having worked with some Bechtel employees during my time at Caterpillar, I knew its reputation and high standing in the industry across five business sectors – energy, infrastructure, mining and minerals, nuclear security, and environment, and the newest sector, manufacturing and technology – which made Bechtel an attractive choice.

Second, when I thought about this opportunity, I felt it would be great for my family. Living overseas and experiencing other cultures are things my husband and I valued from our experiences traveling extensively around the world and living in China. We wanted our children to gain the same exposure to different ways of life, and this position aligned perfectly with that goal. I wouldn’t say it was a particularly hard decision. Sure, it was one that we had to think about and pray about, but we came to the conclusion that it was the best decision for us.

Which of your past experiences best prepared you for your current role?

At Caterpillar, I spent 12 of my 13 years as a trade lobbyist, engaging with government officials and advocating for issues impacting the business. That experience significantly prepared me for my current position, where I represent Bechtel to regional governments and customers, highlighting our services and value.

In my later years at Caterpillar, I was part of the remanufacturing division. My role involved promoting remanufactured products and helping governments understand the environmental benefits of remanufacturing to their country, such as contributing to achieving net zero goals. This experience shaped my current approach to identifying regional opportunities that align with our goals, values, and strategies.

How would you describe your personal style of leadership?

I treat my team as I want to be treated. I trust the people I work with and believe in giving them the space to do their work. While I engage with them regularly, providing guidance as needed, I try not to hover over them.

My philosophy is that everyone in their position is there because they are capable, and it’s essential to let them demonstrate their abilities so everyone understands that we all bring something to the table. Trusting their expertise allows the team to shine and grow.

You’ve previously developed policy positions on international trade issues and advocated for these to U.S. Congress members. What’s your approach to unifying industry development and government policy?

You always have to find that unifying factor, right? To effectively unite industry development and government policy, it’s crucial to identify the common ground that benefits both the business sector and the local economy. If you can articulate how the increase in business for your company is going to benefit the local economy, members of Congress will be particularly interested in hearing how it’s going to impact their constituency in their district.

For instance, when promoting a trade agreement, I would emphasize how opening new markets would lead to higher exports. Increased exports lead to higher production, which in turn creates more jobs. These jobs directly impact the local economy, which is what members of Congress want. When they go back home, they need to be able to justify their work back in Washington, D.C., and how they are bringing back jobs to their state.

You hold a bachelor’s in political science and Chinese. What inspired you at the time to set your sights on the East?

Middlebury College has about 12 language departments, which presented an opportunity that I wanted to take advantage of to get into international business. At that time, there was a lot of talk about Japan and what was happening in Asia, so I initially chose to study Japanese. As I got into the courses, I realized that Japanese didn’t quite resonate with me.

I kept hearing conversations about China and the rise of China, so I thought that maybe I’d try Chinese. I absolutely loved it – the department, the professors, the community – and I ended up falling in love with the culture. From then on, I wanted to take it to the next level. Middlebury is known for promoting international language schools and study abroad programs during your junior year, so I jumped on the opportunity to study abroad in China, and then after graduating from Middlebury, I went on to obtain a language certificate in Mandarin Chinese from the Hopkins-Nanjing Center in Nanjing, China.

What was it like to study for your MBA at the University of Hawaii?

It was an intensive MBA program, but it was the perfect place to study because you actually got to relax when you weren’t busy with class. Hawaii is beautiful – gorgeous 84-85℉ weather on a regular basis. Still, I worked very hard. The program was rigorous.

As a joint initiative with the Japan American Institute for Management Science (JAIMS) sponsored by Fujitsu, it provided a unique opportunity for students who were looking for an international business focus. Students could choose a Japanese or Chinese track, which included advanced language and cultural training, focusing on business practices in those markets. Then, depending on your track, you would intern in either Japan or China.

I was fortunate enough to intern at the U.S. Foreign Commercial Service in Shanghai, where I had the opportunity to help U.S. companies looking to enter the Chinese market to find partners. Being a part of that experience was fascinating because I had the opportunity to serve as an interpreter during some engagements. Through this internship, I saw firsthand how the U.S. government supports businesses in other markets.

You’re a mentor in the African-American China Leadership Fellows Program (AACLF). How important is mentorship to you, and how does AACLF exemplify this?

Mentorship is incredibly important to me, especially in the context of the AACLP program. The program is designed to support emerging African American professionals in the field of China studies, helping them grow into experts who can bridge the important relationship between the United States and China. When I began my career, I rarely encountered people who looked like me, whether at Middlebury, where I was often the only person of color in my Chinese classes, or while studying abroad. The experience was challenging, and it was invaluable to meet others who understood my journey and could offer guidance.

Many people of color face imposter syndrome, struggling with self-doubt and the fear of being perceived as unqualified. This is something I’ve personally dealt with, especially when faced with microaggressions that question my qualifications. Mentorship allows me to reassure others in similar situations that they do belong and can succeed. It’s about helping them navigate these challenges, showing them that they’re not alone, and empowering them to reach and even surpass the goals I’ve achieved. That’s the essence of being a mentor – helping someone else become better than you are.

What advice would you give to someone aspiring to follow a similar path to yours?

I believe in the absence of leadership – you can lead yourself, so stop looking around the room to find someone like you. By confidently standing in your own identity, you may become the role model others are looking for, and your presence in the room may be exactly what someone else needs to help them feel more comfortable and empowered.

If you can envision it, you can do it. Something I’ve found to be helpful is writing down my plan for the next year, 3 years, 10 years, and 50 years, and I update it every year because it helps me visualize what I’m aspiring to do. Interestingly, having an overseas assignment was a plan I envisioned and wrote down, and it came to fruition.

Lastly, I would say to find your spiritual source. For me, that’s praying – it’s what I do to guide my decisions. Finding that grounding point is incredibly meaningful.

How do you relax and unwind?

I have a newfound love for Thai massages – I had never gotten one before coming to Taiwan. Initially, it’s about getting past the pain and finding some sort of balance between pain and comfort. Once you get there – and I believe I’m close to getting there – it’s very enjoyable and great for your muscles. Equally relaxing to me is sitting at home on a rainy day with my family and watching movies.