Q&A: TGV’s founder on building a business from the ground up

In 2017, Tamara Gavrilenko founded TGV Construction Group Inc.

After building a strong foundation through academia and roles within large construction firms, Gavrilenko pursued a new challenge—creating a company recognized for time-sensitive emergency mitigation and restoration, as well as renovation and reconstruction services. Today, TGV has grown into a trusted general contracting and restoration partner across the Greater Toronto Area. 

In 2023,  Gavrilenko was recognized as a “40 Under 40” leader for her achievements and impact in Canada’s construction industry—an acknowledgment of both performance and leadership in a sector where results speak loudest. She has also been nominated for the 34th annual RBC Canadian Women Entrepreneur Awards in 2026.

We caught up with Gavrilenko to get her insights on growing a business, managing teams, and her keys to success. 

SiteNews: How did you get your start in the industry, and what drew you to the construction sector?

Tamara Gavrilenko: Construction was always personal for me. My grandfather helped build one of the first major hydroelectric stations in Central Asia, and growing up I heard stories about how engineering can change lives—how infrastructure shapes communities and opportunities. That stayed with me.

I was sold by that and, after graduating high school, I began my formal path at Moscow State University of Civil Engineering, completing my civil engineering degree (civil and structural combined). I later earned a Master’s in Civil Engineering, and after moving to Canada, I completed a second Master’s degree in Construction Management and Building Engineering from Concordia University.

Alongside my education, I worked continuously in the industry—both as an engineer and in construction management. Today, I bring more than 15 years of hands-on, end-to-end experience across design, planning, procurement, delivery, and stakeholder management. My focus has always been on delivery leadership: building teams, building systems, and building trust.

SiteNews: What made you want to start your own company?

Gavrilenko: As an immigrant, you learn resilience early—you build your life step-by-step in a new country with new expectations, new standards, and no shortcuts. After a few years of establishing myself professionally, I reached a point where I felt stable… and then I felt something else: I wanted a bigger challenge. 

In 2017, I incorporated TGV. At first, it was small projects—helping friends, learning the market, testing my approach, and proving to myself that I could deliver consistently. But by 2021, I made a clear decision: to commit fully and focus on company growth. I chose to go all in—formalized the processes, invested in the foundation, and started building TGV with a long-term vision rooted in discipline, accountability, and trust.

SiteNews: What were some of those initial challenges and obstacles that you had to overcome?

Gavrilenko: The earliest challenge was simple: limited resources and unlimited responsibility. For the first phase, I was estimating, managing, coordinating, procuring, and handling administration—often all in the same day and same hour.

The second challenge was credibility in a fast-moving market. But my background helped: I understood what clients truly need—clear communication, accurate expectations, and disciplined delivery. We focused on two divisions from the start: emergency mitigation/restoration and general contracting.

In emergency work, speed is important—but professionalism is everything. Property managers and insurers rely on contractors who can respond quickly and document properly. Once we proved our consistency, referrals grew quickly. Work wasn’t the issue—capacity and systems were. So in the first year-and-a-half we completed over 143 projects of a various scale.

Tamara Gavrilenko

SiteNews: How did you deal with this rapid growth? 

Gavrilenko: As a head person, I was doing everything. If I had 15 jobs on the go, most of them were subcontracted and I would handle the procurement, estimating, coordination, and paperwork. After that, I had to make a decision: in order to be able to maintain normal work and life balance, I had to either scale down the amount of projects I get — and I’m just basically going to be making my salary. But then, what was the purpose of that? — At a certain point, you face a choice: stay small and comfortable, or invest in building something scalable. I chose scale.

I reinvested heavily into building operational infrastructure: setting up an office, hiring a team, building internal controls, and investing in vehicles, tools, equipment, and reporting systems. The goal was to deliver consistently—even when volumes increase and timelines are tight.

As the company grew, the leadership challenge shifted: it became less about doing everything myself and more about building a team that is trained, aligned, and motivated. You can’t scale a business on personal heroics forever—you scale it through systems, standards, and culture.

SiteNews: What it was like for you doing all these things by yourself? How did you cope with that? 

Gavrilenko: It was intense. My days often started on the road around 5:00 a.m., and it sometimes felt like they never truly ended. In the early stages, it was a daily rhythm of making things work—problem-solving, adjusting, and pushing forward until the foundation became stronger. In construction, there’s rarely a “typical” day: plans shift quickly, and the unexpected is part of the job. You learn to stay resilient, adapt in real time, and make decisions fast—while staying informed and accountable.

Those years taught me two things: speed without discipline creates chaos, and discipline without speed loses opportunities.

SiteNews: Tell us about the importance of proving yourself in this space, and growing your company reputation.

Gavrilenko: Your reputation is everything among everyone you work for and with in construction industry. I had to gain it by always coming though what has been agreed upon, ensure to deliver with knowledge and efficiency. Especially when you’re in insurance-related work, there is no room for “learning”, many jobs are small to mid-size at first, you have to be knowledgeable and efficient. Everywhere I would notice gaps in my and my teams expertise we would obtain proper training and certification if required to ensure our jobs are taken care of in a professional way. You earn trust job by job, not by title.

SiteNews: What skills have you found to be most critical in business? 

Gavrilenko: Technical competence matters — but leadership is the difference-maker. However, I find the most important are stress resistance and resilience. People skills are critical as well; you need to read the room, communicate clearly, and keep the team focused—especially when timelines are aggressive and expectations are high. Early on, another reality was managing subcontractors. With small trade partners, you’re not only managing scope — you’re often managing personalities. Schedules don’t wait for feelings. You learn to be firm, fair, and consistent. If performance isn’t there, you adjust quickly — because your client’s trust is on the line.

SiteNews: As an immigrant to Canada, what have been some of your key takeaways while navigating a new industry?

Gavrilenko: What I respect about Canada is the structure. Yes, there is regulation, but in many cases it exists to protect communities and maintain standards. When you understand the logic behind the processes, it becomes a tool—not a barrier.

Working across Toronto and the GTA, I’ve had many positive experiences with municipal stakeholders, consultants, and clients who value transparency and accountability. It creates an environment where companies can grow with integrity.

SiteNews: What has been your experience as a woman in the Canadian construction sector? 

Gavrilenko: I’ve genuinely enjoyed my experience in the Canadian construction market. Like any industry, a lot depends on the company culture and leadership style—you can work in environments that are highly collaborative, or in ones where you feel you have to prove yourself twice. Early in my career, especially on site, I did face gender bias. But in my experience, it fades quickly when you set a professional tone, stay consistent, and demonstrate expertise through results.

As I built my own company, I’ve been intentional about creating a workplace where people can thrive and are evaluated by what truly matters: professionalism, work ethic, and performance. Whether the environment is traditionally male- or female-dominated, the standard should be the same—how you deliver, how you communicate, and how you treat clients and partners.

Tamara Gavrilenko/Top 40 Under 40 nomination

SiteNews: Tell us about your advice for a young person who’s wanting to build their career in the construction sector.

Gavrilenko: First: protect your health—physically and mentally. Construction is intense, and the pressure is real. You need routines that support performance: exercise, sleep, boundaries, and self-discipline.

Second: stay curious and stay humble. Learn from everyone, especially on site. There can be a gap between theory and reality, and the strongest professionals understand both. The more you understand how things are built in real life, the stronger your judgment and expertise will be.

And finally: build your reputation early. Be the person who follows through. In this industry, trust is the most valuable currency. You can be the most knowledgeable person in the room, but if you don’t deliver, your knowledge won’t carry the weight it should.