Vickie DeHart on Why Real Estate Development Is a Thousand Small Details

Vickie DeHart was one of the first women in Nevada to carry a general contractor’s license. Now at EHB in Las Vegas, she runs operations with the same hands-on focus she brought to framing crews and job sites.

Vickie DeHart is co-founder of EHB, a real estate and development company in Las Vegas. She graduated from Western High School in 1979 and served as Principal and Vice President of Powerhouse Construction, where she led large-scale framing projects for apartments, condos, and retail spaces. She was one of the first women in Nevada to hold a general contractor’s license.

What does success mean to you now, compared to earlier in your career?

In the early days, success was just finishing the job well and on time. It meant proving I could hold my own in a field where not many women were present. I remember walking into construction meetings where I was the only woman in the room, and sometimes the one leading the room. That was its own kind of motivation.

Now, success feels more connected to stability and relationships. Are my teams supported? Are we treating people fairly? Are we building something that will last beyond the next project? That’s how I measure it now.

You carried a general contractor’s license at a time when few women did. What was that like?

There was no guidebook. You learned by doing, by listening, by showing up every day. I had to ask more questions, take more risks, and be comfortable making decisions that others might second-guess. But the license wasn’t just a goal. It was a tool. It gave me a seat at the table, and sometimes, the authority to build the table.

It also gave me confidence. I didn’t have to wonder if I was qualified. I had the paperwork, and more importantly, the experience.

That license wasn’t just a credential. It was proof I belonged.

What do people consistently get wrong about your work?

People often think real estate development is glamorous. Big properties, big deals. But what I do is very operational. It’s permits, insurance, lease agreements, city approvals, and walkthroughs. It’s helping a customer pick the right cabinet finish or explaining how escrow works. It’s a thousand small things that add up to someone trusting us with one of the biggest decisions of their life.

How do you actually spend most of your time at EHB?

I work closely with CEO Yohan Lowie to bring the company’s strategic plans to life, but my influence shows most in the day-to-day. Whether it’s managing escrow, reviewing insurance policies, or handling leasing contracts, I keep the operation running smoothly. I’m at my best when I’m in the details. If it affects the customer experience, I want to understand it.

From coordinating with engineers and architects to working with city building departments, I keep one eye on compliance and the other on the finish line. I’m also directly involved with customer support, often stepping in during home closings and design selections. That hands-on approach hasn’t changed since my early construction days.

What challenge early on shaped how you lead today?

Early on, I had a project where everything went sideways. Delays, bad weather, surprise inspection issues. It was stressful. I wanted to solve it all myself, but that only made things worse. Eventually, I had to let the team step in and do what they were good at. That experience taught me the value of delegation and trust. You don’t have to carry everything alone to be a good leader.

Buildings come and go. But the people you work with? That’s what stays with you.

What personal routines or habits help you stay grounded?

I need movement. Hiking, walking, stretching. Those things keep my mind clear. I try to spend time outside, even if it’s just ten minutes. I also journal, especially during busy seasons. It helps me sort through the noise and stay focused.

And I make time for people I care about. That could be a quick check-in or meeting someone for coffee. Even with a full schedule, those little connections matter.

You’re involved in philanthropy with the American Heart Association and the Israeli-American Council. What draws you to that work?

Both causes are close to my heart. I give time and support behind the scenes. It’s not about recognition. It’s about knowing the work matters and being able to contribute in a way that feels meaningful. I’ve always believed that if you’re in a position to give back, you should.

What do you tell young women who ask how you got started in construction?

I tell them you don’t have to wait for someone to show you. Just start learning. Start showing up. I didn’t wait to be invited to the table. I built the table myself. That’s not about being aggressive. It’s about being resourceful and not letting the absence of permission stop you.

What advice would you give to someone starting out in construction or real estate today?

Be curious. Ask how things work. Learn what goes into every step, not just the part you’re responsible for. And don’t be afraid to start at the ground level. The best people I’ve worked with didn’t rush their growth. They earned it by showing up, learning, and listening.

Also, get to know your community. Understand who you’re building for. That’s the real heart of this work.

What matters most to you in how you run your business?

People. Buildings come and go, but the people you work with? That’s what stays with you. This belief drives how I run the business, manage projects, and mentor others. I’m not just building homes. I’m building trust. My colleagues often say I’m the kind of person who remembers your birthday, your kid’s name, and what you like in your coffee.

What stays true in your work no matter how the industry changes?

Integrity. And showing up when it matters. You can have all the technology and systems in the world, but if people don’t trust you, none of it works. Trust is built on repetition, on doing what you say you’ll do, and on being there when something goes wrong. That hasn’t changed in thirty years, and it won’t change in the next thirty.