The Official Publication of the Power & Communication Contractors Association Six Ingredients Every Future Leader Must Have Discipline and Discharge Tips for Contractors Government Shutdown Can’t Stop BEAD 2.0 Program and PCCA Progress Construction Industry Focuses on Mental Health Awareness 4th Quarter 2025 Savannah Hosts Amazing Riverside Mid-Year Meeting PCCA Mid-Year Meeting Keynote Speaker Anthony Bourke
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4th Quarter 2025 Official Publication of the Power & Communication Contractors Association Publication Staff PO Box 638 Churchton, Maryland 20733 (800) 542-PCCA • www.pccaweb.org ©2025 Power & Communication Contractors Association Publisher Timothy Wagner Editor Michael Ancell Associate Editor Caroline Ferguson Advertising Sales Stacy Bowdring Photography Jorge de Casanova Information Technology Greg Smela Accounting James Wagner Layout & Design Joseph Wagner Officer Directors Board of Directors Nick Anderson Anderson Underground, Inc. Ed Campbell Quanta Services, Inc. Andy Christine Sellenriek Construction, Inc. Josh DeBruine Michels Corporation Tucker Dotson (Advisory) Ditch Witch John Fluharty (Advisory) Troy Construction Tom Fredericks American Polywater Corporation Matthew Gabrielse Gabe’s Construction Co., Inc Robin Gilbertson J&R Underground, LLC Jake Jeffords Vermeer Corporation Tate Johnson MYR Group Tommy Muse, Jr. Muse & Associates Nate Newsome GPRS, LLC. Sam Stephens Tjader & Highstrom Jason Tyler Brooks Construction Co., LLC Billy Vincent ElectriCom, Inc. Michael Whitebread J.J. Kane Auctioneers Chris Wozniak Intercon Construction, Inc. Chairman Rob Pribyl MP Nexlevel, LLC Chairman-Elect Craig Amerine Amerine Utilities Construction, Inc 1st Vice Chairman Heath Sellenriek Sellenriek Construction 2nd Vice Chairman Chase Lapcinski Push, Inc. Treasurer John Audi Mears Group, Inc. Secretary Garrett Akin Brooks Construction Co., LLC Government Shutdown Can’t Stop BEAD 2.0 Program and PCCA Progress 7 By Ben Brubeck The longest federal government shutdown in U.S. history ended November 12 after 43 days following the passage of a stopgap measure to fund the government through January 30, 2026. The shutdown didn’t stop the PCCA government relations team from connecting with federal agencies and congressional lawmakers and staff this quarter. Turn to page 7 to learn more. Savannah Hosts Amazing Riverside Mid-Year Meeting 17 Some 260 PCCA members, family, and friends met in September at the amazing JW Marriott Savannah Plant Riverside for the 2025 PCCA Mid-Year Meeting, where they learned about leadership, the importance of pre- and postproject briefings, the economics of the markets they work in, building a resilient safety culture, and how government activity is impacting their businesses. Members also tended to association business, networked with industry peers, ate delicious food, explored historic Savannah, and as always had a darn good time. In Memoriam: Timothy Lee Pribyl 49 Human Resources | By Greg Guidry 11 Leadership | By Andy Patron 29 Safety Watch 32 Power News 34 Broadband News 38 News Briefs 43 PCCA Member News 47 Advertiser Index 66 New PCCA Members 66 Industry Calendar 66
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PCCA Journal|4th Quarter 2025 7 The longest federal government shutdown in U.S. history ended November 12 after 43 days following the passage of a stopgap measure to fund the government through January 30, 2026. The shutdown didn’t stop the PCCA government relations team from connecting with federal agencies and congressional lawmakers and staff this quarter. Work on the long-delayed plan for the nation’s broadband buildout funded by the U.S. Commerce Department’s National Telecommunications and Information Administration’s (NTIA) Broadband Equity Access and Deployment (BEAD) program continued during the shutdown. Fortunately, funding for NTIA was not affected by the shutdown, which has helped the PCCA-priority BEAD program stay on the latest schedule outlined by the Trump administration. Unlocking the BEAD program’s $42.45 billion in federal funding from the Infrastructure Investment and Jobs Act (IIJA), signed into law in 2021, was expected to result in at least $60 billion worth of contracts for PCCA members to pursue and deliver downstream benefits to manufacturing, agriculture, healthcare, education, tech, construction, and other industries that depend on reliable fiber and broadband that constitutes the backbone of a modern U.S. economy. As of publication, all but a handful of 50 states and 6 territories await NTIA approval of resubmitted proposals under the revised BEAD 2.0 program, announced June 6 by Commerce Secretary Howard Lutnick. Unfortunately, of the states that resubmitted proposals, roughly $20 billion of the BEAD program funding won’t be deployed for broadband projects, and a larger than originally anticipated portion of the reduced funding will fund Low Earth Orbit and fixed wireless broadband providers in some states. Coupled with delays and inflation, BEAD 2.0 may not connect as many Americans with fiber as originally intended. There is a vigorous debate in Congress and within the Trump administration and state and local governments about what to do with the non-deployed BEAD funding, and PCCA is advocating for smart solutions that benefit taxpayers, our industry, and America’s economy. On September 17 at PCCA’s Mid-Year Meeting in Savannah, Ga., members welcomed remarks from NTIA’s Susannah Spellman, Fiber Broadband Association CEO Gary Bolton, and PCCA leadership about the status of the BEAD 2.0 program. Spellman previewed a number of PCCA-supported policy changes and permitting reforms that may result in better outcomes for stakeholders and PCCA contractors building BEAD-funded projects expected to break ground in 2026 and Continued on page 8 Inside Washington Jaime Steve Government Affairs Solutions jsteve@gasolutions.net (202) 841-5493 Government Shutdown Can’t Stop BEAD 2.0 Program and PCCA Progress Ben Brubeck Government Affairs Solutions bbrubeck@gasolutions.net (703) 472-7850
PCCA Journal|4th Quarter 2025 8 Inside Washington Continued from page 7 beyond. Spellman said NTIA is busy evaluating state proposals submitted in September and that it was highly likely states would start seeing plan approvals by the end of year after the NTIA’s 90-day evaluation window concluded. On November 18, NTIA announced that it approved proposals from 15 states and three U.S. territories. Of these 18, all but Louisiana will undergo an additional review and approval from the National Institute of Standards and Technology (NIST), which is largely considered a formality. The Need for Permit Speed PCCA and 500+ organizations from every U.S. state joined a U.S. Chamber of Commerce coalition letter September 3 calling on Congress to enact meaningful legislation to modernize America’s permitting process. Congress has been busy holding hearings and discussing permit reform legislation like the PCCA-supported Standardizing Permitting and Expediting Economic Development Act, or the SPEED Act (H.R. 4776), introduced by House Natural Resources Committee Chair Bruce Westerman (R-Ark.). Likewise, on November 18, PCCA sent a letter to the House Energy and Commerce Committee in support of a markup of 28 Republican led bills to streamline the broadband permitting process. Federal agencies are focused on permit reform campaign, too. On September 29, the PCCA-supported Council on Environmental Quality chair Katherine Scarlett rolled out a memorandum providing agencies guidance on implementing the National Environmental Policy Act. The memorandum and corresponding Agency NEPA Procedures Template provide a framework for agencies to revise their NEPA procedures. On September 18, PCCA submitted individual comments and coalition comments to the Federal Communications Commission concerning reforms to the National Environmental Policy Act rules holding up broadband projects. PCCA members are encouraged to share permitting concerns with PCCA’s government affairs team to enhance our advocacy efforts. Bridging the Skills Gap PCCA has met with U.S. Departments of Education, Labor, and Commerce—and in Congress with the Senate Health, Education, Labor and Pensions Committee, Senate Commerce Committee, and House Education and Workforce Committee—in support of workforce development and registered apprenticeship program policies. As discussed in the Trump administration’s report, America’s Talent Strategy: Building the Workforce for the Golden Age, federal policymaker support of these programs will help attract, upskill, and retain the power and communication construction industry’s workforce needed to build America’s 21st Century power infrastructure and meet the additional market needs as a result of the full deployment of federal BEAD funding and investments in power-hungry data centers. More Electrons, Please On September 18, the U.S. House passed multiple bills (H.R. 1047, H.R. 3062, and H.R. 3015) to improve grid reliability, streamline the permitting process for cross-border energy infrastructure projects, and facilitate the use of clean coal. “Republicans are delivering on our promise to strengthen the grid, create American jobs, and lower energy costs for American families,” U.S. House Speaker Mike Johnson (RLa.) said in response to the House passage of these bills, which are under consideration in the Senate. “Together with President Trump, Republicans in Congress are helping pave the way for a return to American energy dominance.” With the White House emphasizing the need for energy dominance through reliable energy grids—a knock against inconsistent wind and solar production relying on federal tax credits—to meet new demands from growing domestic manufacturing and AI infrastructure projects championed by the Trump administration, short and long-term energy demand will produce a robust market and many opportunities for PCCA members and stakeholders. Digging Safety The House and Senate are making steady progress advancing policies aimed at preventing underground third party dig-ins of important, power, communications, and other utilities. In a September 15 letter to the U.S. House Transportation and Infrastructure Committee, PCCA expressed support for the Promoting Innovation in Pipeline Efficiency and Safety (PIPES) Act of 2025 (H.R. 5301), which passed out of committee on September 17. Section 18 of the House bill has stronger damage prevention language compared to Section 211 of the Senate version of this bill, the Pipeline Integrity, Protection, and Enhancement for Leveraging Investments in the Nation’s Energy to assure Safety, or PIPELINE Safety Act of 2025 (S. 2975), passed by the U.S. Senate Committee on Commerce, Science, and Transportation on October 21. PCCA is working to resolve differences between the bills and remains active in the Common Ground Alliance Damage Pre-
PCCA Journal|4th Quarter 2025 9 vention Action Center’s efforts to prevent costly and dangerous third-party utility strikes. Labor Pains The Senate Health, Education, Labor, and Pensions Committee considered the Trump administration’s National Labor Relations Board (NLRB) nominations of Scott Mayer, chief labor counsel at the Boeing Corporation, and James Murphy, a former career official with the NLRB, to serve as members on the board. The NLRB currently has four of its five board seats vacant following President Trump’s unprecedented firing of Biden appointee Gwynne Wilcox, and the expiration of NLRB Chair Marvin Kaplin’s term on August 27. The confirmation of Mayer and Murphy would restore the NLRB’s functionality, as it cannot issue key decisions on labor and employment matters unless it has at least three members. Murphy and President Trump’s NLRB General Counsel nominee Crystal Carey faced a tough Senate HELP confirmation hearing but were ultimately approved by the committee on October 9. Mayer did not share the same good fortune. Mayer parried questions from labor-friendly Sen. Josh Hawley (R-Mo.) and Senators across the aisle that led to the temporary delay of his confirmation vote. Mayer appears to have alleviated Hawley’s concerns as he awaits a confirmation vote by the full committee on November 19. If successful, Mayer will join Murphy and Carey, who await a full Senate confirmation. Of note, on November 10, the Senate HELP Committee announced the introduction of a slate of labor reform bills aimed at improving the workplace flexibility and rights of the modern workforce. Battle for Fair and Open Competition Continues PCCA continues to advocate against anti-competitive and costly government-mandated project labor agreements (PLAs) on federal and federally assisted construction projects. A controversial June 12 White House Office of Management and Budget memo (M-25-29) indicates that the Trump administration will continue former President Biden’s inflationary policy mandating PLAs on federal construction projects valued at $35 million or more. Despite the OMB’s new PLA language exempting projects from PLA mandates if federal agencies determine that a PLA mandate will increase costs by 10 percent or more, it is very concerning that the Trump administration’s default posture is pro-PLA. On September 23, PCCA joined more than 25 other construction industry and business groups in a BuildAmericaLocal.com coalition letter to the Trump administration opposing government-mandated PLAs and the OMB’s policy. Litigation is pending in the U.S. Court of Federal Claims against individual federal agency PLA mandates, and a separate federal lawsuit against the Biden rule in the 11th Circuit Court of Appeals heard arguments on September 12. Earlier this year, a PCCA grassroots campaign asked PCCA members to write the White House in support of a new fair and open competition policy in contrast to the Trump administration’s current continuation of the harmful Biden policy. In Congress, PCCA continues to support the Fair and Open Competition Act (H.R. 2126/S.1064), introduced by Rep. Clay Higgins (R-La.) and Sen. Todd Young (R-Ind.) that would prohibit harmful government PLA mandates and preferences on federal and federally assisted projects. PCCA members must remain politically engaged through grassroots communications and sustained outreach to elected officials during the end of 2025 and into the 2026 midterm elections. PCCA’s government affairs team wishes you a prosperous holiday season and looks forward to visiting with PCCA members at PCCA’s annual Washington, D.C. fly-in February 4-6, where we will meet with members of Congress, the Trump administration, and industry leaders to discuss pressing policy and political matters. PCCA 2026 Mid-Year Meeting The Willard Washington, DC September 16 - 19, 2026
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PCCA Journal|4th Quarter 2025 11 I have written previous articles for the PCCA Journal on this topic but thought it would be timely to republish it, with a few tweaks, given the massive amount of terminations that are taking place in our country. Anyone in your organization that has the authority to discipline and terminate employees needs to get this information. Proper disciplinary techniques should be designed not only to warn or punish improper behavior, they should also be designed to salvage and improve the performance of the employee concerned. A common mistake in many companies is to view discipline solely as a negative event, instead of making it a proactive and potentially positive process. On the contrary, a discharge should be implemented with the thought that it is a potential liability event. The following checklist highlights areas of consideration for the employer in evaluating its disciplinary and discharge policies and practices, so as to avoid costly litigation. A. Act reasonably and fairly in all employment-related actions, including discipline and discharge. B. Educate supervisors about proper discipline and termination techniques. 1. An employer or supervisor might ask, “Why is it important that supervisors personally be familiar with legal concepts and techniques?” The answers are several: a. It is an important part of the supervisor’s job to be familiar with his or her labor law responsibilities, since his or her actions will usually bind the company in labor and employment law matters. b. Effective discipline by supervisors can improve employee morale. c. Effective discipline by supervisors can increase productivity of employees. d. Sloppy discipline can result in financial disaster, not only for the employer, but for the supervisor individually. i. Many employment-related lawsuits now name individual supervisors involved in the employment action at issue. ii. By suing the individual supervisor, the employee’s attorney broadens both the basis for liability and the sources for a monetary judgment. For example, when the employer is sued in a discharge case on the basis of an antidiscrimination statute and the supervisor is sued on the basis of a tort claim, the employee has two chances to access liability and to recover damages. iii. In joining the individual supervisor as a codefendant with the employer on alternative legal theories, the employee can often place the two squarely at odds with each other. Note that supervisors are not subject to individual liability under some federal statutes, like Title VII and the Age Discrimination in Employment, so they can be dismissed from lawsuits that name them. However, the employer may be liable for their inappropriate behavior. iv. Joining multiple defendants and multiple theories has the effect of increasing the complexity of the litigation, thus making the process of defending the case more complicated, time-consuming, and costly. This increases settlement leverage for the employee. C. Communicate your work rules and policies and procure written acknowledgments from employees. A mere signature on the acknowledgment may not be sufficient. Consider getting a signed acknowledgment, preferably with a witness, confirming that an actual explanation and discussion of communicated policies took place. Human Resources Greg Guidry Ogletree Deakins Nash Smoak & Stewart greg.guidry@ogletree.com (337) 769-6583 Discipline and Discharge Tips for Contractors Continued on page 12
PCCA Journal|4th Quarter 2025 12 D. Review and legalize your employee applications, employee handbooks, and employee policies, and then follow them. Note that under the Biden National Labor Relations Board, many very common policies were declared unlawful. Once the NLRB gets a quorum again, we are hoping that these terrible decisions will be reversed. E. Conduct objective, fair, consistent, and honest employee evaluations. Avoid the “smoking gun” in your termination case. F. Establish one or more forms of employee communication system, and consider whether a grievance procedure or other form of Alternative Dispute Resolution would be useful and effective in your organization. G. Even if you do not have a formal, written progressive discipline policy, practice progressive discipline. If you do have one, follow it. H. Document, but do so carefully. 1. It is critical that an employee’s overall disciplinary record, as well as the record of the particular incident giving rise to a discharge, be carefully documented. 2. At a bare minimum, proper documentation requires that all instances of corrective counseling, verbal or written warnings, suspensions, or other disciplinary action be recorded in the employee’s file. Ideally, the file should contain much more than this. 3. When discipline is necessary, the file should contain the following: a. A succinct description of the incident giving rise to the disciplinary action. b. A listing of the individuals who witnessed the incident and in discharge cases their signed statements. c. A description of the investigative procedures that were followed prior to imposing discipline. d. The originals of any physical evidence that might be involved. e. A complete statement of the employee’s version of the relevant facts when differences exist. f. Precise records of any remedial efforts or conferences that precede a termination decision. 4. Records should be specific as to time, date, location, and names. 5. When warnings are given, the employees should be asked to sign the warning. If the employee refuses, it should be noted on the face of the form and signed by the individHuman Resources Continued from page 11
PCCA Journal|4th Quarter 2025 13 ual who gave the warning and witnessed the employee’s refusal to sign. 6. Warnings should specify the prospect of future disciplinary action in the event that behavior or performance problems remain uncorrected. When appropriate, the exact nature of future disciplinary action should be specified. 7. Documents should contain only objective facts and conclusions. a. Avoid the use of emotionally charged or judgmental words, e.g., “thief,” “fool,” or “idiot.” b. Avoid injections of personal opinion. I. Do not act hastily in your discipline and termination decisions. J. Investigate thoroughly and discretely. 1. “Look before leaping.” 2. Some circumstances require suspension pending investigation. 3. An adequate investigation should achieve a number of goals: a. It should ensure that the critical facts on which the discharge or disciplinary action is based are accurate, documented, and provable. Make it COMPLETE! b. It should involve an objective analysis of the case’s weaknesses. In any situation that could be disputed, strongly consider giving the employee a chance to explain before taking final action. Many employers always get the employee’s side of the story before taking any disciplinary action. c. It must ascertain whether the contemplated disciplinary action is consistent with the steps taken in previous similar situations. BE CONSISTENT WITH PAST PRACTICE! 4. Determine whether inhouse or outside counsel should be involved. 5. Obtain corroborating statements from other employees. 6. DO NOT assume supervisors’ accusations are true. Test the truth of supervisors’ statements the same way you test nonsupervisory employees. 7. DO NOT conduct a lengthy interrogation, if at all possible. 8. DO NOT threaten employees with prosecution. 9. DO NOT touch employees being interrogated or make threatening gestures. 10. DO NOT restrain employees from leaving the room where the interrogation is being conducted, and do not lock the IN. OUT. INVOICE. With optimized hydraulic efficiency, up to 40% more downhole horsepower and 53% faster carriage speed,* the JT21 gives you more speed and power to move on to the next job faster than ever before. DITCHWITCH.COM/JT21 *Compared to the previous model ©2025 The Charles Machine Works, Inc. Continued on page 14
PCCA Journal|4th Quarter 2025 14 door or block the exit. 11. Obtain a signed admission, if possible. 12. Avoid accusing an employee of wrongdoing. Your questions should be investigatory. 13. DO NOT publicize the incident or conclusion reached except to those who have a need to know. 14. Avoid invading the employee’s privacy. 15. Search or test only if you have a written policy in advance. K. Set up a system requiring independent review of disciplinary and especially discharge decisions. L. After the termination decision is made, consider conducting a termination interview, and prepare for it. M. Consider having other management witnesses present in disciplinary or termination meetings with the employee, and assume that you are being tape recorded. N. Draft any termination letters, unemployment forms, and final evaluations with care. O. In any questionable termination situation, consult with counsel before taking action. P. Avoid the temptation to tamper with the employee’s final paycheck with unreasonable or arbitrary deductions, and pay all accrued benefits. Q. Consider paying severance pay in exchange for a release. (Seek advice of counsel in this area.) R. Consider post-termination outplacement assistance. S. Even nonunion employers might do well to test themselves against the questions arbitrators interpreting collective bargaining agreements typically ask in determining whether “just cause” to terminate exists in a particular case: 1. Did the company give to the employee forewarning or foreknowledge of the possible or probable disciplinary consequences of the employee’s conduct? 2. Was the company’s rule or managerial order reasonably related to (a) the orderly, efficient, and safe operation of the company’s business and (b) the performance that the company might properly expect of the employee? 3. Did the company, before administering discipline to an employee, make an effort to discover whether the employee did in fact violate or disobey a rule or order of management? 4. Was the company’s investigation conducted fairly and objectively? 5. At the investigation did the “judge” obtain substantial evidence or proof that the employee was guilty as charged? 6. Has the company applied its rules, orders, and penalties evenhandedly and without discrimination to all employees? 7. Was the degree of discipline administered by the company in a particular case reasonably related to (a) the seriousness of the employee’s proven offense and (b) the record of the employee in his service with the company? T. Reductions in force for economic reasons present different issues. Consider the following suggestions: 1. WARN notice considerations for mass reductions. 2. The Older Workers Benefit Protection Act waivers must be carefully prepared to be effective to release federal age discrimination claims. 3. Don’t guarantee reemployment in an effort to ease the pain. 4. Attempt to use an objective basis for selecting terminated employees: * Seniority, production, performance, function-based eliminations 5. After selecting your candidates for termination, look at the snapshot: does it appear to impact any category of worker (i.e., older workers) disproportionately to their representation in the workforce? If so, evaluate your objective basis for selection. 6. Make sure that you pay all accrued pay and benefits to the eliminated workers. 7. Consider outplacement assistance. 8. Consider a voluntary severance payment, although the law does not require same. 9. If your handbook deals with layoffs and reductions in force, make sure that you follow the provisions. 10. Help with processing unemployment compensation claims of reduced workers. U. Guidelines to Avoid Defamation Claims for Disciplinary and Discharge Actions A large percentage of wrongful discharge claims also include defamation claims by the former employee, who alleges that the employer has damaged his or her reputation by communicating false information. Although the employer is entitled to a qualified privilege to disclose in good faith information that the employer reasonably believes is true to parties who have a legitimate interest in knowing, and several states now have a statutory privilege to give references, because of the liberal trend to find “openings” in the “qualified privilege,” employers are well advised to take precautions to avoid defamation claims or “invasion of privacy” claims, which do not require falsity. 1. Be truthful in all employment-related communications, including evaluations, documentation of disciplinary Human Resources Continued from page 13
PCCA Journal|4th Quarter 2025 15 matters, investigations, and communications with third parties. 2. Substantiate, with evidence and documentation, any actions taken with respect to current or former employees. 3. Carefully verify any negative information before dissemination. 4. Disseminate employment-related information only on a need-to-know basis. 5. Avoid “accusatory” language in investigating employee misconduct. 6. In terminating the employee, consider advising the employee that he or she is not being accused of misconduct, but rather that the investigation has provided sufficient information to believe that the employee has engaged in misconduct. 7. Obtain corroborating statements. 8. Obtain a signed admission, if possible, from the employee suspected of wrongdoing. 9. Avoid communicating to remaining employees about the termination and reasons for the termination, unless the need to communicate is extremely important from a business need standpoint. 10. Obtain the employee’s consent to disclose employment data. This should be obtained either prior to the employee’s separation from employment or before providing a post-employment reference. 11. Get a written release from the employee concerning any post-employment release of information. 12. With respect to employment references, decide what your policy will be. Options are to not disclose any information on former employees, to give out a neutral reference with basic confirmation of employment only, to tell the inquiring employer whether you would or would not rehire, or to carefully disseminate accurate, objective, and limited information concerning the employee’s employment and/ or grounds for termination. 13. Be aware of compelled self-publication and negligent reference theories. 14. In light of new immunity provided for reference givers in several states, consider legal implications of failing to give out information on “dangerous” employees.
2025 MID-YEAR MEETING JW Marriott Savannah Plant Riverside District September 17 - 20, 2025 Thank You Sponsors
PCCA Journal|4th Quarter 2025 17 Some 260 PCCA members, family, and friends met in September at the amazing JW Marriott Savannah Plant Riverside for the 2025 PCCA Mid-Year Meeting, where they learned about leadership, the importance of pre- and post-project briefings, the economics of the markets they work in, building a resilient safety culture, and how government activity is impacting their businesses. Members also tended to association business, networked with industry peers, ate delicious food, explored historic Savannah, and as always had a darn good time. Keynote speaker Anthony Bourke, a decorated F-16 fighter pilot who flew missions over New York City following 9-11 and an accomplished businessman, shared tools that fighter squadrons use to ensure they are aligned, flying in formation, and executing at the highest level. He explained how premission briefings and post-mission debriefings benefited his squadrons and can do the same for businesses. He said that the briefings are “not a performance review or a character judgement,” but rather “a sacred learning environment and an experience accelerator.” The Economic Issues Panel, featuring Mark Bridgers, Continuum Capital, and Dan Shumate, FMI, is a popular session at all PCCA meetings because it informs members on the markets they work in and helps them with business strategy. Shumate discussed the power transmission market, “which will be the backbone of data center buildouts and renewable energy buildouts” and said that he sees “strong opportunities in that segment.” Bridgers talked about the volatility in construction markets and why now is a time to act. He said that in this period of volatility, “you’re going to have to make bets, and some of those bets are going to prove problematic for you. The only wrong decision is to choose not to place a bet.” With safety being a top priority for PCCA members, the session on the components of a resilient safety culture was a big hit. The session was expertly lead by Justin Ganschow, Caterpillar Safety Services, who said that the key components are system, mindset, ownership, and leadership. “Our leaders have to build trust. First and foremost, we must show that we care,” he said. “Your reputation is built on how you show up for your people.” The Government & Industry Issues Panel was perhaps the Mid-Year’s most anticipated session because it provided new information on the long-waited Broadband Equity, Access, and Deployment program from Susannah Spellman of the National Telecommunications and Information Administration, Gary Bolton of the Fiber Broadband Association, and the PCCA government affairs team. Spellman said that she expects projects to start by early next year. “We’re ready to rock and roll and get shovels in the ground,” she said. PCCA members are already looking forward to the next PCCA meeting, the 81st Annual Convention, March 6-11 at the Diplomat Beach Resort in Hollywood, Fla. See you there! Savannah Hosts Amazing Riverside Mid-Year
PCCA Journal|4th Quarter 2025 18 Images of Mid-Year 2025 During the Economic Issues session, Dan Shumate, FMI, has good news for those working in broadband construction: “I think that we are about to go into a growth cycle. It’s a combination of addressing digital demand requirements, addressing data center requirements, and addressing BEAD.... So there’s a nice little cycle here where I think there’s going to be a lot of demand for your services.”
PCCA Journal|4th Quarter 2025 19 Justin Ganschow, Caterpillar Safety Services, discusses how to improve your company’s safety culture. “Who are our experts in improving our system? Not the safety department. Who is it? The people doing the work. So we should be involving them in continuously improving the system, and they’ll only do that if they feel safe and valued in speaking up. We have to create that environment because learning is key to improving.” Keynote speaker Anthony Bourke explains how regular briefings with your team can help create a strong company culture: “We can’t fix everything tomorrow, but we can get a little bit better tomorrow. And we can get a little better by Friday, and we can constantly continue to improve and build that culture.”
PCCA Journal|4th Quarter 2025 20 PCCA Government Relations Committee Chair John Fluharty, Troy Construction, explains how permitting delays impact the delivery of broadband to rural America. PCCA’s Ben Brubeck, far right, kicks off an informative discussion of the long-awaited, often-delayed Broadband Equity, Access, and Deployment program during the Government & Industry Issues Panel.
PCCA Journal|4th Quarter 2025 21 During the Government Affairs Panel, FBA’s Gary Bolton speaks passionately about the need for fiber in rural America. “We are at the moment where everything is going to change forever,” citing a study that found that 75 percent of AI users are on fiber and that it is the most functionally effective option given the rapidly changing environment. PCCA President & CEO Tim Wagner and Fiber Broadband Association President & CEO Gary Bolton share a laugh during a break in the Government & Industry Issues session. Susannah Spellman, National Telecommunications and Information Administration, wraps up her remarks on the BEAD program: “You guys are really where the rubber hits the road. I’m really excited that you invited us to come and talk to you all, and I’m really excited to say that we are really hellbent on getting the money out the door to you guys and putting shovels in the ground.” Ben Brubeck reports that PCCA’s Government Affairs Committee has been working hard on a variety of issues important to the association’s contractor and associate members.
PCCA Journal|4th Quarter 2025 22 The Electric Moon Skytop Lounge provided an ideal venue for the Chairman’s Welcome Reception on the Mid-Year’s opening night. As members arrive at the Welcome Reception, Carrie & Nick Anderson, Anderson Underground, are excited to spot a familiar face. Or maybe they saw Dan on the slide. PCCA’s incoming leadership, Chairman-Elect Craig Amerine, Amerine Utilities Construction (above), and 1st Vice Chairman Heath Sellenriek, Sellenriek Construction (top), focus on association business during the Board of Directors Meeting. Terrie Myers and Alise Wozniak are happy to be at the PCCA Mid-Year! Andrew Kurz, Ring Power Corporation, and PCCA Treasurer John Audi, Mears Group, catch up at the Welcome Reception. PCCA Hall of Famer Dan Levac, PLP, was the first one down the slide at the Welcome Reception because of course he was.
PCCA Journal|4th Quarter 2025 23 Chuck Harmon and JJ Hudson, both from ElectriCom, plan for a busy opening day of the PCCA Mid-Year. PCCA members enjoy a riverside breakfast before a busy day at the Mid-Year. PCCA members honor America before the Opening Session. Above, the PCCA audience is captivated by Anthony Bourke’s discussion of his mission following the attacks of September 11, 2001, including Jeff Seidl, Elexco, Inc., below. Keynote speaker Anthony Bourke explains how pre-mission briefings and post-mission debriefings benefited his squadrons and can do the same for PCCA members’ businesses.
PCCA Journal|4th Quarter 2025 24 Mark Bridgers says that he’s seeing “a treading-water situation” in the industry where contractors are seeing less revenue this year, some cutbacks from customers, and are wondering if they should be holding back and waiting for more clarity. “The only wrong decision, in my view, is to sit still and to wait for something to occur.” FMI’s Dan Shumate broaches the subject of private equity because “it’s so impactful now within this room. Almost every single one of you are competing with a company that’s either owned or could be owned by private equity in the near future. The largest private equity groups in the world now have meaningful stakes in power and communication infrastructure.” John Fluharty of Troy Construction (left), Matt Fredericks of Champion Fiberglass (bottom left), and Sarah Magruder Lyle of the Common Ground Alliance (bottom right) weigh in during the Economic Issues session. A full room for the Economic Issues Panel is a testament to the value members see in the insights from Mark Bridgers and Dan Shumate. And they look great together on that love seat!
PCCA Journal|4th Quarter 2025 25 Good times on the golf course for Chris Parrack, Sterling Site Access Solutions; Steve Pauk, SCS Telecom Supply; and Craig Amerine, Amerine Utilities Construction. A great day on the links for Jeff & Tammy Seidl, Elexco, Inc., and Travis & Mandy Pyne, Rally Trailer Manufacturing. The PCCA Education & Research Foundation Board of Directors meets to chart a new course for the association's education, workforce, and charitable endeavors. Above and below, it looks like a couples longest drive competition between Jason & Meredith Tyler, Brooks Construction Co. Enjoying a sunny day at the Club at Savannah Harbor are Martin Boucher, Posi-Plus; Jim Radous, Condux International; James Johnston, ElectriCom; and John Audi, Mears Group. This big-hitting group includes, from left, Matt Hilton, Sigma Technologies; Sam Stephens, Tjader & Highstrom; Spencer Pannhoff, TD&I Cable Maintenance; and Kendell Lewis, Plumettaz America.
PCCA Journal|4th Quarter 2025 26 PCCA’s Jaime Steve and FBA’s Gary Bolton discuss the BEAD program over breakfast. A selfie moment for Daryl Bouwkamp, Vermeer Corporation; Kim Rickard, Fiber Broadband Association; and John Fluharty, Troy Construction. PCCA’s Tim Wagner provides meeting logistics to keep all members moving in the right direction. PCCA Board member Chris Wozniak, Intercon Construction, contemplates the important lessons of the safety session. Right and below, Justin Ganschow, Caterpillar Safety Services, engages the audience while discussing the value of trust in a safety program: “Our leaders have to build trust. First and foremost, we must show that we care.”
PCCA Journal|4th Quarter 2025 27 Cheers to Giff & Karen Ludwigsen, Mears Group. The Condux crew—Rose Hoffman, Brad Radichel, and Jim Radous—enjoys the Farewell Dinner. This cheerful group includes Wade & Maria Robinson, Rockingham Construction Co.; Ali Zickler, NWS; and Ed & Carolyn Campbell, Quanta Services. All smiles at the Farewell Dinner, at left, Jack & Melissa Graves, Southwire Company; at right, Kaye Gilbertson and Coquette Fluharty; and bottom right, Jerrod & Toni Henschel, Mears Group. PCCA members partake in an authentic Savannah experience, the Shrimp & Grits Interactive Demo Cooking Class. Members getting to know each other at the Farewell Dinner.
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PCCA Journal|4th Quarter 2025 29 Allow me to describe a common scenario. You have a high-performing leadership team with lots of industry experience. They know how to run “the business” and have hired some strong team players to help them deliver great results. They also have deep relationships in the company, community, and with clients. Your future looks bright, if only it weren’t so short. For many companies, the leadership team is ready for retirement and—for the past 25+ years—has been busy working in the business (focusing on operations) and not working on the business (growing the capability of the next tier of leaders). To be fair, no one ever asked them to do this or taught them how. These smart, capable leaders just stayed in their comfort zone. They earned their role by being great at operations, so they continued to lean on the skills that got them where they are. It was the path of least resistance. So now, their runway is short and they can’t ignore that their successor really isn’t ready to take over. The most conscientious feel a sense of obligation (and loyalty) to their company and colleagues, and they have an exigency to prepare the next tier for business unit leadership. Now, they want to accelerate the leadership capability of their team. So, what should these leaders look for to know if someone is ready to step into a leadership position? It involves evaluating their mindset, behavior, and skills, not just their operational performance. Readiness isn’t about age or tenure; it’s about whether they can lead people, drive results, and make decisions under pressure. To help you, I have identified six “ingredients” that go into the leadership soup of someone that is ready to lead. The soup stock is SISU, of course. SISU is a Finnish philosophy: “the Finnish spirit.” There is no direct translation because it is a noncognitive quality: a compound of bravery, ferocity, tenacity, the ability to keep fighting after most people would quit, grit, determination, and guts. It’s the somatic embodiment of mental toughness. 1. Emotional Intelligence Leaders self-regulate, manage relationships, and have empathy. It is impossible to ignore. There are too many studies proving that the most successful leaders have emotional intelligence (EQ). After all, leadership is about people. High EQ means they can understand and manage their own emotions, nurture relationships with others, and empathize with and influence others. What to look for: • They seek out feedback and handle it well, even if it’s difficult to hear • They resolve conflict in a positive way and without escalation • They build strong relationships at every level, inside and outside of the company 2. Accountability and Ownership Leaders deliver results. Results are important. Leaders don’t just take on responsibility, they are also accountable. What’s the difference, you ask? Accountability requires a result, and not just for their own work, but for their team. What to look for: • They take ownership and don’t deflect blame • They “step up” during challenges • They consistently follow through on their commitments, both small and large 3. Strategic Thinking Leaders think in longer timeframes and are optimistic. Leaders need to see beyond day-to-day operations and align decisions with long range “strategic” goals. Their ability to “look ahead” is a base requirement for senior leadership. There is a term for this. It is called “timeframe,” and it represents how far out into the future someone is comfortable thinking. They also need to be confident and optimistic, so that others will believe in them and follow. What to look for: • They can think long-term (at least 3-5 years out) • They anticipate risks and opportunities and put plans into Six Ingredients Every Future Leader Must Have By Andy Patron Andy Patron HELPS andy@helps.biz Continued on page 30
PCCA Journal|4th Quarter 2025 30 place to eliminate or mitigate the risks and take advantage of the opportunities • They “ping” the future and have a plan B ready, just in case • They understand how different parts of the business connect and work to align them to achieve a future result 4. Influence and Communication Leaders are people focused. Effective leaders inspire, guide, and communicate clearly. They establish a consistent communication cadence or “organizational rhythm” and use it to stay focused on the right things. They empower their operational leaders to deliver more consistent, positive results by supporting them with the right information and guidance so they can make better, more timely decisions. And they know how and when to provide feedback to develop and motivate their people. What to look for: • They tailor their message and approach to the audience • They don’t dictate but gain buy-in from their team, peers, and superiors • They use influence to engage their people • They coach and/or mentor others and parse out responsibility to match capability, while holding them accountable 5. Decision-Making Under Pressure Leaders absorb some stress so others don’t need to. Business leaders constantly face uncertainty, but by looking out ahead and leveraging their experience, they develop the ability to make smart, timely decisions, often when the stakes are high. Decisions define us and, all the more, for leaders of organizations. Good decision-making becomes part of their leadership brand (both personally and professionally). People come to trust and rely on them. What to look for: • They appear to be comfortable making tough calls (even though it isn’t always easy) • They use both data and intuition to make “the call” and find the balance when one or the other is lacking • They stay calm in high-stakes situations • They put themselves into the “breach,” often self-inflicting some stress so that others don’t need to Leadership Continued from page 29 Map With Centimeter-Level Accuracy Featuring The New UtiliView™ App The UtiliGuard™ 2 RTK isn’t a best guess. It’s best-grade. Built with RTK technology* and compatible with a range of high-accuracy mapping solutions, the RTK brings survey-grade accuracy to your mapping—helping you pinpoint utilities down to the very centimeter**. Subsite.com/RTK ©2025 The Charles Machine Works, Inc. *May require third-party correction service **Requires MyUtiliGuard® app to achieve centimeter-level accuracy
PCCA Journal|4th Quarter 2025 31 6. Growth Mindset and Adaptability Leaders exhibit self-discipline and self-management. Successful leaders are lifelong learners and want to be their best (intellectually, emotionally, mentally, and physically). They embrace positive personal and organizational change and manage it effectively. What to look for: • They seek feedback and act on it • They adapt quickly to new challenges, often initiating them because they see the long-term benefit • They invest in personal development (staying current, staying healthy, and staying grounded) • They demonstrate a level of self-discipline, becoming more predictable and reliable to those around them. Finally, with all of these ingredients set out on the table, the leadership melange still needs a good stock. So, the first element in the leadership soup should be SISU. Leadership is a continuous improvement process and developed over a continuum. So, leadership starts with some stamina, a contagious sense of optimism, a relentless determination, and a “we can get through anything” attitude to sustain it. SISU forms the basis of all leadership success. When all of these ingredients are present the person is likely ready—or very close to ready—for a leadership role. Even if they check off all of the items on the above list, it is worth asking yourself a few additional questions before you make the decision to put them into a leadership role. Look at their impact, not just their output. Consider whether they are a role model. Do others naturally seek their advice or follow their lead? Do they elevate the performance of those around them? Can they step back from doing and focus on leading? If you want a robust leadership pipeline, take the time to select people with the right “makings.” So, start with those that have some SISU, then look for the other “ingredients” as they become available. Of course, it would be best to wait for the leadership soup to simmer a bit with every ingredient before you promote. The reality is that you probably can’t. Remember, not all high performers are ready (or able) to lead. It can be a tough call to keep them in their current role or to promote them. They are often high performing and might be ambitious for a promotion, but just not quite ready. In this case, know which elements are missing and be careful to add in the missing components later. Pay Out Retrieve Figure 8 “ ”
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