Powered by People: VECA’s Blueprint for Growth

In a construction landscape where growth can sometimes stretch companies too thin, VECA Electric & Technologies is proving that it’s possible to expand without losing sight of what matters most — its people.

Headquartered in the Pacific Northwest, VECA has more than 1,500 employees, and due to the company’s unique expertise in niche markets, it is seeing significant opportunity for growth. But no matter how large the company becomes, its commitment to building up people remains the core of its success.

Empowering Success, 1 Employee at a Time

At VECA, culture isn’t a slogan: It’s a daily practice.

“Our values — ‘Empowering Each Other to Succeed, Creating Value for Our Customers, and Accountability, Appreciation and Abundance’ — aren’t just posters on the wall,” said Laura Rannow, chief administrative officer. “They live in the way we mentor, support and celebrate one another.”

Empowerment means more than promotions or training. Rannow described “empowering each other to succeed” as the heartbeat of VECA, and said “Believing leadership is about lifting others up.” It means standing by employees through challenges as well as victories. It shows up in flexible support during personal hardships, in access to mental health resources and in opportunities for growth, no matter the starting point.

“When we invest in our people, they invest right back into the company,” Rannow explained.

Regional Roots, National Reach

VECA has historically been concentrated in the Pacific Northwest, but today, it’s licensed in 19 states and rapidly expanding. With new opportunities in the semiconductor sector, particularly in Idaho, the company expects to grow from 1,510 employees to more than 2,500 in the next three to five years.

Growth on that scale could risk diluting both company culture and operational excellence. VECA’s leaders are determined not to let that happen.

“We’re growing with intentionality,” Rannow said. “We embed seasoned VECA leaders into new regions, host onboarding that reinforces our values, and double down on leadership development. Culture doesn’t happen by accident — you have to protect it.”
 

The ‘Largest Small Family Business’ in Action

Inside VECA, size doesn’t stand in the way of personal connection. The company operates with the mindset of the “largest small family business” — a phrase that’s much more than a tagline.

Flat organizational structures encourage open communication across all levels. Employees are celebrated for tenure milestones with VECAversary awards, field crews are acknowledged with pancake breakfasts on jobsites, and every month individuals are recognized with VECA’s peer-to-peer “Abundance & Appreciation” award program. Leaders are accessible, and collaboration is encouraged across departments.

Rannow’s own story is proof that VECA practices what it preaches. She began her career at VECA as a file clerk and rose steadily through the company.

“They didn’t just tolerate my growth — they championed it,” she said. “They believed in me before I even believed in myself.”

Executive leadership, including Tom Fairbanks, executive chairman, and Dave Reed, CEO, set the tone by consistently prioritizing growth from within. Their philosophy: A person’s future at VECA isn’t limited by their starting point, but by their willingness to learn and grow.
 

Growing Leaders at Every Level

Central to VECA’s expansion is VECA Academy, an internal development program offering structured career pathways from project engineer to senior project manager.

VECA Academy curriculum blends technical expertise with people-focused leadership skills. Monthly in-person field leadership training — led by Amanda King, a leadership coach for the electrical industry — builds critical skills for field leaders, uniting field and office staff into a cohesive team.

Coaching and mentoring are a regular part of life at VECA, with internal and external leadership coaches providing guidance to employees at every stage of their careers.

“We want our people to not just get better at what they do, but to become better leaders, better communicators and better at developing future leaders,” Rannow said.

Showing Up for People When It Matters Most

In an industry that often equates toughness with self-reliance, VECA defines it as fostering a culture where support and well-being are prioritized. Mental health is treated as a core part of overall safety. The company provides confidential mental health and addiction resources, suicide prevention education and flexibility for employees going through personal crises.

“We say safety is No. 1, and that has to include mental health,” Rannow said. “It’s not enough to care when things are easy — you have to care when things get hard, too.”

This deep commitment to supporting the whole person not only helps individuals thrive but strengthens VECA’s teams, productivity and loyalty across the board.

Beyond the Company Walls: Growing the Industry

VECA doesn’t just focus on internal growth — it actively works to strengthen the construction industry as a whole. Company leaders participate in industry organizations like National Electrical Contractors Association (NECA), National Association of Women in Construction (NAWIC), Associated General Contractors of America (AGC), and various workforce and diversity, equity and inclusion (DEI) initiatives.

Engagement at this level also brings fresh ideas back into the company and provides emerging leaders with critical exposure to industry innovations and best practices.

“We have a responsibility to help shape the future of this industry,” said Rannow. “And that makes us stronger, too.”

Culture, Carried Forward

During this season of expansion, VECA knows that protecting its culture is mission-critical. Whether onboarding new hires with intention, mentoring across departments or celebrating every VECAversary, the company is committed to carrying its people-first spirit into every new market.

As Rannow put it, “Culture doesn’t scale itself — you have to build it, brick by brick, just like any project.”

A Legacy of Growth & Belonging

After 22 years at VECA, Rannow still feels a deep pride in the company she calls home.

“We have field and office staff who have been here 20, 25, even 30-plus years,” she said. “That kind of loyalty isn’t luck. It’s the result of a culture that sees people not just for the job they do, but for who they are.”

While VECA’s reach may expand and projects grow in scale, the company’s focus remains unchanged: putting people first. The heart of VECA has always been — and will continue to be — its people.