On July 21, 2026, GF will welcome members of the Urban Land Institute (ULI) South Carolina Women’s Leadership Initiative (WLI) to our new Westedge office for Conversations & Cocktails, an evening of networking and candid conversations with women leaders shaping the built environment. As one of the speakers, Kelly Hosack, GF Managing Director and Co-Chair of ULI South Carolina WLI, will share insights from her career journey, leadership experiences, and the projects inspiring her today. Ahead of the event, we spoke with Kelly about what motivates her involvement with WLI, how she balances leadership across her professional and volunteer roles, and why creating opportunities for women to connect, grow, and lead remains one of her greatest passions.
Tell us a little bit about what motivates your involvement with ULI and subsequently for WLI.
One of the first times I attended an Urban Land Institute (ULI) event, I walked into a room where the representation looked very different from me. I remember looking around and realizing that if the AEC industry was ever going to become more balanced and inclusive, it would take intentional effort from people willing to step up and help create that space.
That experience stayed with me throughout my career. In architecture and development, women are often still underrepresented in leadership roles, and I became passionate about helping create stronger networks and opportunities for women entering and growing within the industry.
The Women’s Leadership Initiative felt like a natural fit because it focuses on mentorship, visibility, and professional growth in a very intentional way. I’ve always believed that when women have access to strong support systems and leadership opportunities, it benefits not only individuals, but also the industry as a whole.
At GF, I’ve carried that same mindset into how I approach leadership and team development. Visibility is incredibly important to me. One of my favorite sayings is, “Don’t just give people a seat at the table, invite them to eat.” Creating opportunities is important, but making sure people feel included, heard, and empowered to contribute is what truly helps them grow. Professional growth is equally important, and I try to lead by example. I never expect anything from my team that I wouldn’t be willing to do myself, and I believe that setting that standard helps build trust, confidence, and future leaders.
It’s important to me that younger professionals can look around and see women leading teams, building client relationships, and helping shape the future of the industry.
Mentorship is another area that I care deeply about, but I believe the most meaningful mentorship often happens organically. There are opportunities for mentorship everywhere, and it comes in many shapes and forms. It is not limited to formal programs or even to your own company. Some of the most valuable lessons come from conversations, shared experiences, and relationships built across different industries and backgrounds. My WLI co-chair and I often laugh about how much we learn from one another because she is not in the AEC industry. That relationship is a great reminder that mentorship is less about titles or professions and more about being open to learning from the people around you.
Leadership within ULI can be comparable to the output of running a small company. How do you balance your Co-Chair role with your Managing Director role at GF?
One of the reasons the role works so well is because I share it with another working professional mother who understands the realities of balancing career responsibilities, leadership commitments, and family life. We rely heavily on collaboration and communication, and there’s a genuine understanding that sometimes one person needs to step in and support the other. That dynamic mirrors the way I approach teamwork at GF. I would never expect someone to take on a task that I wouldn’t be willing to do myself, and I believe strong teams are built on mutual respect, trust, and a willingness to help one another when needed. We recognize the importance of work-life balance while remaining committed to delivering for our clients. Sometimes that means adjusting workloads, bringing additional team members into an effort, or flexing our staffing resources to ensure deadlines are met and expectations are exceeded. The focus always remains on providing the best possible service to our clients while supporting the people doing the work.
That partnership really reflects the spirit of WLI as a whole. There’s a strong culture of women supporting women, sharing experiences, and helping each other succeed instead of feeling like we have to compete.
I also don’t view involvement in organizations like ULI as something separate from my professional role. The AEC industry is built on relationships, collaboration, and communication, and organizations like this help develop those skills in meaningful ways. It creates opportunities to connect with people across disciplines, gain new perspectives, and build stronger industry relationships that ultimately benefit both personal growth and the firm as a whole.
What leadership topics and networking opportunities are in focus for WLI right now?
A lot of the conversations we’re having focus on topics like navigating leadership responsibilities, balancing personal and professional demands, mentorship, burnout, confidence, and career progression. What I’ve found is that many of these conversations ultimately center around a common theme: how women can build sustainable, fulfilling careers while also managing the realities of life outside of work. There is a growing interest in discussing not just how to advance professionally, but how to do so in a way that is healthy, authentic, and sustainable over the long term.
There’s also a growing emphasis on creating programming that feels genuinely accessible and relevant to women in different stages of life and career growth. The challenges facing someone early in their career can look very different from those of a working parent, a senior executive, or someone navigating a career transition. Creating opportunities for women to connect across those experiences has become increasingly important because it allows members to learn from one another while recognizing that there is no single path to success.
One thing that has become especially important is creating environments where women feel comfortable sharing experiences and challenges honestly, without fear of judgment. That sense of trust and community is a huge part of what makes WLI impactful. One of the key takeaways from our recent Cocktails and Conversations programs was just how powerful truly open and honest dialogue can be. Women were willing to share both successes and struggles in a way that felt authentic and supportive. When people know they can speak openly without fear of criticism or judgment, the conversations become much more meaningful and valuable for everyone involved.
A great example of that was the recent ULI South Carolina WLI Whole Well Women Retreat, which brought together women leaders from across South Carolina for conversations centered around holistic well-being, leadership development, mentorship, and regional collaboration. The retreat wasn’t focused solely on traditional professional development. While there were meaningful discussions about how the industry has evolved over the past five years and the growing opportunities available to women, there was also a strong emphasis on personal well-being. Activities such as meditation and a sound bath experience encouraged participants to slow down, be present, and intentionally invest time in themselves. It was a reminder that effective leadership requires caring for your whole self, not just your professional responsibilities.
What made the retreat unique was that it recognized that professional growth and personal well-being are deeply connected. It gave women an opportunity to step away from their daily responsibilities, connect with peers across the state, and have thoughtful conversations about what sustainable leadership really looks like.
As WLI continues to grow, there’s a strong focus on meeting members where they are and building programming that supports not just career advancement, but long-term personal and professional success.
Personally, many of the lessons I share are shaped by more than twenty years of professional and life experiences. At the same time, some of the most valuable insights come from listening. I try to be a sounding board for others, paying close attention to the feedback, challenges, and experiences shared by colleagues, peers, and emerging professionals. That combination of personal experience and active listening helps me continue learning, evolving, and bringing new ideas into how I lead. It also serves as a reminder that leadership isn’t about having all the answers. It’s about remaining curious, staying connected to others, and creating space for different perspectives to be heard.
Continue the conversation with us at ULI South Carolina WLI’s Conversations & Cocktails on July 21, 2026, at GF’s new office, located at 22 WestEdge Street, Suite 500, Charleston, SC 29403. We hope you’ll join us for an evening of meaningful discussion, networking, and connection with women leaders from across the industry.
