SSC Underground: Building on a Caring Culture & Leading Through Innovation

When SSC Underground says “Our boring past has made for an exciting future,” it means it. Founded in 1969, the Phoenix-based, family-owned company has spent more than five decades pioneering trenchless installation of underground utilities, vacuum-utility locating and excavation services. Today, SSC Underground is known just as much for its cutting-edge operational excellence as it is for its deep commitment to people: employees, customers and the broader industry.

That focus on people connects directly with the mission of SAFE Project (Stop the Addiction Fatality Epidemic), a national nonprofit working to end overdose fatalities and create recovery-ready communities and workplaces. SAFE Project believes harm reduction and mental health support are inseparable from organizational success. SSC Underground exemplifies this belief in action, showing how a construction company can innovate underground while also building a caring culture aboveground.

A Legacy of Leadership

Now in its third generation of family leadership, SSC remains anchored by CEO and Chairman of the Board Marcia Veidmark and President Arvid Veidmark III, supported by Vice President of Operations Michelle Walker and General Manager Steve Walker. Together, they guide a company of roughly 45 employees with an eye toward innovation, safety and a culture that treats people like family.

‘I AM SSC’: A Culture That Sticks

SSC’s values are captured in a simple phrase: I AM SSC. “Integrity, accountability, mutual respect, safety, service and commitment to excellence” shape the company’s identity.

“Having long-term employees who embody those values is one of our biggest strengths,” said Michelle Walker. “When people stay with us five, 10, 20 years, we’re not just reducing turnover; we’re reinforcing trust, safety and the culture of care that runs through everything we do.”

That culture is reinforced through personal touches: celebrating milestones, offering generous holidays and ensuring benefits apply equally to all. The result is a workplace where retention fuels safety, productivity and profitability.
 

Seeing the Whole Person

At SSC Underground, safety has always meant more than hard hats and personal protective equipment (PPE). Leadership believes you can’t separate a worker’s physical safety from their mental, emotional and social well-being. Walker put it simply: “You have to look at the whole person. It’s not just about how someone performs on a jobsite — it’s about whether they feel supported in their life.”

This perspective has shaped SSC’s mental health and suicide prevention efforts, guided initiatives like second-chance agreements and fueled a culture where employees know their well-being comes first. It echoes what programs such as Total Human Health emphasize across the industry, but SSC has been quietly putting it into practice for years. It also aligns with SAFE Project’s call to action: Workplaces must look beyond compliance and actively create cultures where people feel safe to ask for help. SAFE provides the framework; SSC shows what it looks like in action.

Support That Changes Lives

Perhaps the clearest example of SSC’s people-first mindset is its Second Chance Agreement program. Many years ago, leadership realized that employees sometimes stumbled not because they lacked skill, but because life challenges spilled into work. Rather than adopt a harsh, zero-tolerance policy, SSC built a flexible framework to coach employees through performance-related or lifestyle-related issues while keeping them employed.

“It caused us to think bigger about how we can help employees through something they may be struggling with while maintaining their employment,” Walker explained. “For some people, this job is the only support structure they have. Taking that away when they’re already in crisis would only make things worse.”

The agreements have taken different forms. Some addressed substance use, with mixed results. Walker admitted. But in cases involving anger management, accountability or relationship issues, the outcomes have been remarkable. “We’ve had employees come back and tell us the agreement changed their lives,” she said. “They report improvements in their relationships, their self-confidence, even their health. They become the biggest advocates not only for SSC but for seeking help when you need it.”

This approach mirrors SAFE Project’s belief that people deserve support, safety and dignity always. By offering support instead of punishment, employers can keep people connected to community, income and hope — three essentials for recovery and well-being.

Education as Prevention

Walker believes the construction industry must do more to educate employees and families about alcohol and substance use. “As employers we may be the only voice helping people see the danger in alcohol and substance misuse.”

At SSC, these conversations are direct and practical. The company has hosted wellness sessions on opioids, emphasizing education and prevention, and encouraging employees to talk with their doctors and explore options, building a safety net through knowledge and dialogue. “That one conversation could save someone from becoming dependent without realizing it,” Walker noted.

SAFE Project takes a similar approach, offering tools that empower employees and families to make informed decisions about alcohol, prescription pain management and drug use. For both organizations, the goal isn’t to shame but to equip people with information and options.
 

Recognition That Matters

SSC’s commitment to care has been validated through recognition. In 2010, during the depths of the recession, Marcia Veidmark was named Executive of the Year by the Construction Financial Management Association’s Valley of the Sun chapter.

“That award was the encouragement we all needed,” she reflected. “It gave us something to celebrate when times were really tough.”

More recently, SSC was surprised with the 2022 Equipment World Contractor of the Year award. For Arvid Veidmark III, it was especially meaningful: “It affirmed not just where we’d been, but where we were headed. To celebrate that as a company award with our entire team was truly special.”
 

Innovation at the Core

SSC has long been a leader in technology adoption, shifting early from open-cut excavation to trenchless methods, and expanding into vacuum-utility locating, and trenchless constructability and design consulting.

“We believe in a rising tide lifting all ships,” Walker explained. “That’s why we’re engaged with industry organizations like North American Society for Trenchless Technology, National Utility Contractors Association and Underground Construction Technology Association. Staying connected helps us innovate and share those lessons widely.”

In an industry where safety margins are slim and risks are high, staying ahead of technology has made SSC a trusted partner. Clients not only benefit from improved results on the ground, but also from the company’s ability to consult on constructability before projects even begin.