executive interview series:
Building Better Leaders and Stronger Businesses:
A Conversation with Matthew Kraus, CEO of Skyline Windows
We’re fortunate to interview Matthew Kraus, CEO of Skyline Windows, a fourth-generation family business founded in 1921 and one of the most respected names in the custom windows and doors industry. Under Matthew’s leadership, Skyline has expanded its reach across New York and beyond, designing, manufacturing, and installing high-performance solutions for some of the most complex projects in the industry.
As Skyline continues to grow, Matthew has placed a strong emphasis on developing leaders within the organization—a philosophy that aligns closely with the mission of Oxygen, the management training and consulting firm founded by Ashley Fina.
We sat down with Matthew to discuss how leadership has evolved at Skyline, why manager development is critical in construction-driven environments, and how companies like Oxygen help build the next generation of leaders.
Q: Skyline Windows is a fourth-generation family business. How has leadership evolved across those generations, and how do you approach it today?
Matthew: Our company was founded in 1921, and each generation has brought its own leadership style. In the early years, it was about craftsmanship and survival—delivering on time and keeping the doors open. My father’s era focused on expansion and operational discipline. Today, my role is balancing tradition with transformation. We’re not just making windows—we’re designing and engineering high-performance façade systems for some of the most complex buildings in New York and beyond. That requires leaders at every level, not just at the top. Leadership now means empowering others to make decisions, innovate, and drive results.
Q: That ties directly into Oxygen’s mission—equipping managers with tools and habits to succeed. Where do you see parallels between Skyline and Oxygen?
Matthew: At Skyline, our greatest challenge isn’t the technical side—it’s scaling people and processes as fast as projects demand. We have engineers, project managers, installers, service teams—all coordinating on high-stakes jobs. Too often in our industry, managers are promoted because they were great at their craft, but managing people is a different skill set altogether. Oxygen addresses that exact gap. They provide managers with frameworks, coaching, and confidence so they can lead teams, not just manage tasks. For a company like ours, that’s invaluable.
Q: What have you learned about leadership development in a high-pressure, construction-driven environment?
Matthew: The window business is unforgiving—deadlines are fixed, and performance is visible in steel and glass. What I’ve learned is that stress reveals the gaps in leadership. A project manager who hasn’t learned how to delegate will burn out. A superintendent who can’t communicate clearly will cause costly mistakes. Leadership training isn’t a “nice to have”—it’s a business imperative. By developing leaders, you actually reduce risk and improve execution.
Q: Ashley Fina built Oxygen on the idea that managers rarely get the training they need. How does that resonate with you?
Matthew: It resonates completely. If I think back to my early years at Skyline, I was learning management by trial and error. That’s not fair to the team you’re leading. We expect managers to inspire, coach, and deliver results, but we rarely give them the playbook. Oxygen is changing that by making management development structured, practical, and accessible. For a family business like ours, where continuity and culture are so important, that kind of support ensures we’re not just training managers—we’re cultivating future leaders of the company.
Q: Skyline Windows is known for custom solutions. How do you see Oxygen’s approach as “custom” to leadership?
Matthew: Every company is different, just like every building façade we design is different. Oxygen recognizes that. They’re not offering generic advice; they’re tailoring coaching to the realities of each business. For example, what motivates a first-time project manager at Skyline may be different than what motivates a senior engineer or a service leader. Oxygen’s frameworks create alignment but leave room for individuality, which I think is key to sustainable leadership growth.
Q: What advice would you share with other CEOs thinking about investing in manager development?
Matthew: Don’t wait for problems to show up. By the time you see turnover, burnout, or missed goals, you’re already behind. Think of leadership development the same way you’d think about upgrading your technology or equipment. It’s an investment that pays for itself in performance, culture, and retention. For us, working with partners like Oxygen isn’t just about being a better employer—it’s about ensuring Skyline can keep delivering excellence for the next hundred years.