Gail Warrior planned to use the Russian she studied in college to help her open an accounting firm in the former Soviet Union. Instead, she is chief executive and president of the Warrior Group, a company with $124 million in revenue and 58 employees that is based in DeSoto, Tex., and handles modular construction projects in 30 states. “Life happens,” said Ms. Warrior, 42. She recently discussed the deal that almost put her out of business, the nuances of winning government contracts and the balancing act of being a newly divorced parent to a 10-year-old son. A condensed version of the conversation follows.

Q. Why construction?

A. I know how to run a successful business, and this one happens to be in construction. I always wanted to be an entrepreneur and grew up working in my dad’s business. He was an ex-Army man who had one of the first African-American-owned insurance agencies in Dallas and was very successful. That’s how I learned the ins and outs of running a business  how to treat employees, how to deal with disappointments. I saw a lot at an early age. It toughened me up.

Q. What led you to start Warrior Group?

A. My husband at the time and I were looking for our next big adventure. Our friends owned a manufacturer of modular buildings. Over dinner one night, they suggested that we start selling modular construction services to the federal government. In 1997, we opened our first Warrior Group office inside their manufacturing plant.

Q. What was it like to work with your spouse?

A. My ex-husband and I always worked well together because we had different strengths and clearly defined roles. He handled business development  he could sell a pair of glasses to a blind man. I’m better at long-term strategy and keeping costs down. I’m all over that.