Patrick Delehanty has built his career by solving complex problems in real estate, federal contracting, and advanced manufacturing. As the founder of Delco Holdings, Villa Homes, Express Redi Mix, and Delco Devgru, he operates at the intersection of innovation and execution. In this exclusive interview, he shares his thoughts on leadership, business strategy, and the lessons he’s learned along the way.
What’s a major misconception people have about starting their own business?
People think having a great idea is enough—but execution is what separates real businesses from wishful thinking. I’ve met a lot of people who have amazing ideas, but they never actually take the steps to build them.
I always tell people: the best business idea in the world is worthless if you don’t act on it. The difference between someone who “had a great idea once” and someone who runs a million-dollar company is who actually took the first step and kept going when it got hard.
What’s been your biggest leadership challenge?
Letting go. In the beginning, I was involved in everything—every decision, every hire, every contract. But as the company grew, I realized I was becoming the bottleneck. I had to trust my team, delegate responsibilities, and focus on strategy instead of day-to-day operations.
A leader’s job isn’t to do everything—it’s to create a system where things run smoothly without them. That shift was difficult for me, but it was necessary.
What’s one business decision that completely changed your career?
Pivoting my business during the COVID-19 pandemic. I was heavily focused on real estate and federal contracting, but when the demand for personal protective equipment (PPE) skyrocketed, I saw an opportunity.
We had the manufacturing connections and logistics experience to fill the gap, so we moved quickly. That decision generated $30 million in revenue and established relationships with major government agencies. It was a reminder that adaptability is one of the most valuable business skills.
How do you approach risk in business?
I take calculated risks, not reckless ones. Every major decision I make is based on:
- Data—What do the numbers say?
- Worst-case scenario planning—If this fails, can I recover?
- Market demand—Is this something people actually need?
I’ve seen too many entrepreneurs bet everything on a gut feeling. That’s not how you survive long-term. Risk is necessary, but it should always be measured and backed by research.
What is something you had to unlearn to grow as an entrepreneur?
That working harder always means better results. That’s not true.
At one point, I was working 16-hour days, barely sleeping, grinding nonstop. I thought that was the only way to succeed. But burnout kills businesses.
I had to learn how to work smarter, not just harder—building better systems, hiring great people, and focusing on the high-impact tasks that actually move the needle. It’s not about working the most hours; it’s about making the right decisions.
What motivates you to keep pushing forward?
I love solving complex problems. Business, at its core, is just a series of problems you have to figure out.
Every time I start a new project or take on a big challenge, I get excited about finding a way to make it work. Whether it’s developing land, engineering a new product, or streamlining a process, I thrive on turning ideas into reality.
How do you handle competition?
I focus on what I can control—which is delivering the best possible product or service.
Too many people waste time worrying about their competitors. I don’t obsess over what others are doing because if I run my business well, competition becomes irrelevant. My customers don’t choose me because my competitors failed—they choose me because I deliver.
What advice would you give someone who is thinking about starting their first business?
Start small, lean, and fast. Too many people spend years planning but never actually launch anything.
Start with a minimum viable product (MVP)—something simple that proves your idea works. Get it in front of real customers, get feedback, and iterate quickly.
Also, cash flow is king. A business doesn’t die from having a bad idea; it dies when it runs out of money. Keep your costs low, avoid unnecessary expenses, and reinvest profits into growth.
What do you think will be the biggest opportunities in business over the next decade?
- Sustainability—Consumers and investors are demanding greener solutions, from construction to energy. Businesses that don’t adapt will fall behind.
- AI and automation—AI isn’t just for tech companies anymore. It’s changing manufacturing, logistics, and customer service. Entrepreneurs who understand how to leverage it will have an edge.
- Decentralized work and digital infrastructure—Remote work isn’t going away, and businesses that build tools, services, and infrastructure to support it will thrive.
The key is spotting shifts in consumer behavior and adapting before the majority does.
Finally, what does success look like to you?
Success isn’t just money or status—it’s freedom and impact.
Freedom to choose how I spend my time and build businesses that align with my values. Impact in the sense that I’m creating jobs, contributing to my community, and helping other entrepreneurs succeed.
At the end of the day, I want to build things that last—businesses, relationships, and opportunities that make a difference long after I’m gone. That’s success to me.