A Fresh Q&A with Patrick Delehanty: Innovating With Intention

Patrick Delehanty is an entrepreneur, engineer, and U.S. Air Force veteran based in Coweta, Oklahoma. He is the founder of several companies including Delco Holdings, Villa Homes, Express Redi Mix, and Delco Devgru, which operate across real estate development, luxury homebuilding, concrete supply, and federal contracting. With a background in mechanical engineering technology and business administration from Oklahoma State University, along with a master’s degree in engineering and technology management from Northcentral University, Delehanty brings both technical expertise and strategic insight to his ventures.

His work focuses on combining innovation with sustainability, particularly in the integration of smart home technology, advanced materials, and energy-efficient construction. During the COVID-19 pandemic, he successfully pivoted one of his companies to supply critical PPE nationwide, demonstrating agility and operational strength.

A believer in solving problems through thoughtful design and systems thinking, Patrick Delehanty is also an advocate for expanding educational and entrepreneurial opportunities outside of traditional models. He is passionate about building scalable businesses that contribute to community development and long-term economic growth in Oklahoma.

What was your first entrepreneurial moment, and what did it teach you? 

My first real entrepreneurial experience came when I was a teenager rebuilding and flipping used dirt bikes. I didn’t realize it then, but I was learning about supply chains, cost-benefit analysis, and customer service all at once. That experience taught me a simple but lasting lesson: if you solve a problem that people care about—and do it well—they’ll pay you for it. I’ve applied that same principle in every business since, whether I’m developing homes or bidding on federal contracts.

How do you define innovation in your businesses? 

For me, innovation isn’t about reinventing the wheel—it’s about applying technology and ideas in smarter, more efficient ways. Whether that’s using AI to optimize building designs or switching to modular construction for speed and consistency, I look at innovation as a tool to increase value without compromising quality. It’s about adapting intelligently, not just chasing trends.

What’s one routine or daily habit that helps you stay grounded as a leader? 

Every morning, before I dive into work, I take 15 minutes to review three things: what I’m grateful for, what I need to solve, and who I need to empower. That quick check-in helps me refocus on what really matters. It keeps the bigger picture in front of me and reminds me that I’m building more than just businesses—I’m building systems, teams, and impact.

What role does your background in engineering play in how you run a business? 

Engineering taught me how to think systematically—to break big problems into smaller, solvable parts. That mindset translates directly into business. I look at a company like a complex machine: every part has to work together efficiently. When something breaks down—cash flow, communication, logistics—I look for the root cause, not just the symptoms. That’s how you build something that lasts.

How do you evaluate whether a new opportunity is worth pursuing? 

I run it through three filters: Is it aligned with our core competencies? Is there clear demand? Can it scale sustainably? If the answer is no to any of those, I pass. I used to chase every shiny opportunity early on, but now I know the value of focus. Not every good idea is the right idea—for you.

What part of business leadership do you think is most misunderstood? 

People often think leadership is about having all the answers. It’s not. It’s about creating clarity when things are uncertain and guiding people through ambiguity. The best leaders I’ve worked with don’t micromanage—they communicate vision, create structure, and trust others to execute.

How do you approach building company culture across your different ventures? 

I focus on ownership, accountability, and shared goals. I want every person in my companies to feel like what they do matters and that their performance has a real impact. That starts with hiring people who care about results—not just clocking in—and giving them the tools and autonomy to deliver.

What’s something you changed your mind about in the last few years? 

I used to believe that working harder always led to better outcomes. But I’ve learned that working smarter, with strategic rest and clarity, outperforms constant grind every time. I now build my schedule around deep work blocks and intentional downtime. That shift has made me more effective and more balanced.

How do you stay current with fast-moving industries like tech and construction? 

I stay plugged into a few key sources: trade journals, podcasts, and a network of peers who are on the ground, solving the same problems. But more than anything, I stay curious. I make time every week to learn something unrelated to my immediate work—a new material, a piece of software, a policy change. That kind of open-ended learning always ends up connecting back to my business in some useful way.

What’s one thing you hope people take away from your work? 

That excellence and ethics can coexist. You don’t have to cut corners or exploit people to win in business. I’ve built everything I have on the belief that if you treat people right, build with quality, and solve real problems, success will follow—not instantly, but sustainably. That’s the legacy I want to leave.