You are a few months into your role as president. What’s your vision for the association as we head into the New Year?
What resonates with me is the quote on the UAA website: The UAA is “your ultimate resource for all things vegetation management.” This perfectly captures my passion and commitment to promoting our mission. Our members are on the front lines, managing vegetation and facilitating the delivery of energy and resources safely and efficiently every day.
I firmly believe that energy infrastructure corridors are invaluable assets that must be recognized, maintained, and optimized as assets. This perspective shapes not only my daily work but also the approach I champion for vegetation management through the UAA.
Are there any specific goals you hope to achieve during your term?
As part of our strategic vision, we have a staffing plan to add five or six new positions, which we aim to fill as soon as possible. Our priority is addressing the two current vacancies— Events Coordinator and Membership and Office Coordinator —before moving forward with the remaining roles.
Preparation is key to staying ahead of growth, rather than reacting to it. With upcoming investments, government funding for grid improvements, advancements in data-driven infrastructure, and the push for AI integration, the industry is evolving rapidly. From major projects to the everyday logistics that power e-commerce, this growth underscores the need to build our team now to be ready for what’s ahead.
What are the biggest challenges facing the UAA in the coming years?
Our goal is to lead proactively, focusing on where we’re headed rather than simply reflecting on past accomplishments. It’s important to show our members that they have a voice and a meaningful role in shaping our success—whether through volunteering, contributing to projects, or providing feedback to keep us on course.
As we grow and evolve, maintaining strong member engagement is critical. We must preserve the close-knit, collaborative culture that has defined our industry, ensuring we don’t lose connection with our roots. Everything we do ultimately supports the communities where we live and work, and that sense of purpose must remain at the heart of our efforts.
How do you plan to address these challenges?
We’ll continue hosting impactful national and regional events to align and inspire members. Expanding our network through global expertise, like Australia’s risk management strategies or Europe’s infrastructure practices, will strengthen our efforts. Locally, we’ll encourage members to organize events, contribute to webinars, and actively participate in business meetings to enhance engagement and accountability.
What strategies will you implement to strengthen collaboration with other organizations in the utility industry?
We aim to expand partnerships with organizations like the ISA, Arbor Day Foundation, and industry groups such as EPRI and EEI. Our goal is to build strong affiliate relationships across all infrastructure corridors and share our expertise to enhance collaboration and innovation within the industry.
Tell us about the key professional development opportunities that are crucial for members in the coming years?
Programs like the UVM certificate at UW-Stevens Point are invaluable and could evolve into diploma-level credentials. There’s also a significant opportunity to focus on risk management and Integrated Vegetation Management (IVM). We can help members implement systematic, repeatable approaches that balance all maintenance methods to produce effective, adaptable results.