What led you to focus on electrical work, and what keeps you passionate about it? At first, it wasn’t necessarily about electrical work specifically — it was about building something meaningful. But over time, I became deeply engaged in the business and the opportunities it offered. What keeps me passionate today is simple; it’s our people. We have about 1,200 employees, and I genuinely feel personally responsible for them and their families. That might sound like a lot, but that sense of responsibility drives me every day. I want to make sure our people have stable jobs, feel valued and don’t have to live with the constant fear of layoffs. Our philosophy has always been that if you take care of your people, they will take care of your business, and success will follow. That’s not just something we say — it’s how we operate. We focus on creating a strong backlog of work, offering great benefits and building a culture where employees know their work matters. That people-first mindset is what differentiates us — especially in markets like Utah, where families depend on consistent, reliable work. Can you share a little about your path to becoming president of Helix Electric? When I joined the company, I started in the office and worked my way up. My uncle was a very demanding mentor — he came from a tough background, and he expected a lot. It was a “school of hard knocks,” but it shaped me. I focused on learning the business inside and out. One of the first things I did was start a private negotiated work division that didn’t exist before. Within a few years, we built it into a profitable and growing arm of the company. Then came expansion. I started pursuing work in Las Vegas — cold calling, knocking on doors, doing whatever it took to get our name in front of the right people. Those efforts paid off. Within a short time, Helix landed several major projects, including a large mall and a million-square-foot distribution facility, which quickly gave us a meaningful presence in the market. At one point, we had 60-70 employees in Las Vegas, and my uncle asked me to relocate and open an office there. I was 32 at the time, with a young family to think about. It was a big decision, but my wife agreed it was a leap of faith worth taking. Relocating was a pivotal moment — not just for my career, but also for the future of the company. From there, we continued expanding into new markets like Reno and Salt Lake City, always with the same focus on people and culture. What accomplishments are you most proud of? There are many milestones, but what I’m most proud of is the team we’ve built. As Soviet immigrants, we came to this country with nothing, and today we’re running a $400 million organization — but the achievement isn’t the number. It’s the people behind it. I always call it “our company,” not “this company,” because language matters. When people feel ownership, they think differently about the work and the role they play in it. Creating that kind of environment, where people are engaged, motivated and aligned with the vision, is something I’m incredibly proud of. It didn’t happen overnight, but it’s the foundation of everything we’ve achieved. I’m also proud of how much we invest in our employees’ futures at Helix. Apprenticeship programs and ongoing education are essential in this industry, and our internal education program, Helix University, provides continuous training and professional development for our people at every stage of their careers. 21
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