From APM to COO, Brian Mazzei has had quite a career! Brian sits down to talk about his journey to the top.
What year did you start at Aldridge and in what capacity?
I came to Aldridge in 1998 as an Assistant Project Manager (APM). At the time, we were just starting to get into telecommunications work. I remember thinking $50,000 was a lot of revenue for one division, now we consider that a small project!
From 1998 to 2009, I moved through the project manager ranks and learned how to estimate before being named Division Manager of Drilling. During this time, Aldridge acquired a caisson company on the east coast and it accelerated our expansion of foundation work across the country. By 2009, I became Vice President of our Drilling division.
Despite the recession, Aldridge continued to win major transmission line rebuild projects throughout the US. In 2014, I took over oversight of our utility division to move our internal structure to one power group. And then in 2015, the organization adjusted its corporate structure to plan for the next ten years and I became Executive Vice President.
As emerging technologies and the strain on the US power grid became more prominent, the company began to focus on additional markets within the power space that fits in with our capabilities and appetite for taking on the industry’s most challenging work. This included the expansion of our rebar capabilities as a bolt-on service, manhole assessment programs, and specialty foundation work.
After Alex Aldridge became CEO in 2021, top-level management adjusted to begin planning for Aldridge 2030. During this time, I was honored to be named Chief Operating Officer of the Power Group. Positioned for growth, Aldridge continues to make a name in the power space.
What additional skills did you work to enhance as you made your way through the ranks? Any additional schooling or certifications?
During my time as VP, I attended The University of Chicago Booth School of Business. The graduate program allowed me to hone in on my approach to leadership.
What pivotal moments help shape your career path?
I have been privileged to work alongside Aldridge legends. It was a great honor in my career to be personally mentored by Steve Rivi (CEO Emeterius) and Brian Lother (Aldridge Ambassador).
Being part of the Executive Group in 2009 really changed the way I looked at my role in the company. It taught me it was more about the health of the enterprise than just my workgroup. It was during this time that I learned that shifting culture or driving corporate initiatives took more than just a good idea, it was about total transparency to the company, clear communication, and, of course, persistence.
What corporate initiatives have you (helped) spearhead?
Throughout my 24 years with Aldridge, I have been tasked with helping to spearhead a number of corporate initiatives. I would regard these as the ones I am most proud of, for how they had a cascading effect throughout the organization.
Crew Leader Role - This newly defined role helps to identify leaders for each crew. These leaders are responsible for all on-site safety, quality, job planning, site setup, and production.
Utilizing SMEs in Safety - Identifying some of our top field performers and using their subject matter expertise in safety.
Operator Qualification Program - Using in-house SMEs as trainers, this program regularly checks the knowledge and skills of all equipment operators.
Fall Protection Policy - This safety absolute is for any drilled shaft opening that is 6 feet or more in-depth. It requires a Personal Fall Arrest System (PFAS) and a perimeter system for fall protection will be required for fall protection.
Business Manager Role - Leveraging institutional knowledge and business acumen to help drive success for each line of business
Fleet Maintenance Program - Developed regular maintenance and standardized operating procedures for the fleet of equipment.
DoForms /GoForms - In-house app that allowed for the transition from paper to electronic for important forms.
Utility and Drilling National expansion
What are your top 3 accomplishments to date?
My top accomplishments to date would have to be: the development of the Crew Leader Role, the national expansion of the Utility and Drilling divisions, and my overall growth as a safety leader. As Aldridge continues their journey to zero, I am honored to have accepted an executive position as part of the ET&D OSHA Alliance. My involvement with the alliance will help strengthen the partnership as we work to ensure safe best practices in the world of electrical transmission and distribution.
As Aldridge continues to grow, career opportunities remain plentiful. Thinking about joining the A-team? Apply now! aldridgegroup.com/careers