We caught up with the brilliant and insightful Aaron Rokstad a few weeks ago and have shared our conversation below.
Aaron , looking forward to hearing all of your stories today. Can you talk to us about a risk you’ve taken – walk us through the story?
“One of the biggest risks I’ve taken in my career was leaving a stable leadership role at Quanta Services to start Rokstad Power from scratch. I had spent years working my way up, becoming president of one of their subsidiaries, but I realized that public company life wasn’t for me. I wanted to build something on my own terms.
Starting a business from the ground up is never easy, but what made it particularly risky was that I wasn’t just launching any company—I was entering an extremely capital-intensive industry. Scaling in the power infrastructure space requires major resources, and in the early days, we were severely undercapitalized. Every decision felt like a gamble, and there were moments when it would have been easy to throw in the towel.
Another major risk was taking on large contracts, like our work with PG&E. We scaled aggressively to become a major provider for them, which was great for the business—until it wasn’t. When PG&E struggled, we felt the ripple effects hard. It was a tough lesson about diversification and the dangers of having too much reliance on one client. In hindsight, it reinforced a core belief of mine: You have to see risks coming before they hit you.
Through all of these experiences, I’ve learned that risk is necessary for growth. You just have to make sure it’s calculated and that you have a plan for when things don’t go as expected.”
Awesome – so before we get into the rest of our questions, can you briefly introduce yourself to our readers.
“I’ve been in the power infrastructure and utility services industry for over two decades, leading companies across North America. I started Rokstad Power in 2008, and today, it’s one of the largest privately held companies in the sector, serving some of the most sought-after utility clients in Western North America. At peak times, we employed over 1,000 people and generated more than $500 million in annual revenue.
Before launching Rokstad Power, I worked at Quanta Services (NYSE: PWR) for six years, eventually becoming president of one of their subsidiaries. But I realized that I wanted to create something of my own—something that wasn’t just another corporate entity but a company with a culture and philosophy that stood out.
My approach to leadership is deeply rooted in the philosophy that companies don’t grow unless their people do. I believe in creating a family-oriented culture where talent is nurtured, leadership is built from within, and people feel valued—not just as employees but as part of a bigger mission. I believe in the power of strong leadership, strategic thinking, and always looking ahead to where the industry is going next. I also believe that if you’re not actively creating separation from your competitors and delighting your customers, you’re not doing enough.”
Have you ever had to pivot?
“There have been multiple pivotal moments, but one that stands out is the shift we had to make after our partnership with Carillion. Initially, we teamed up with them because we saw a huge opportunity in Canada’s transmission sector. We wanted to become the largest union contractor in the country and saw a massive nationwide transmission buildout on the horizon. To compete at that level, we needed the financial strength of a bigger partner.
While the partnership had its benefits, it wasn’t perfect. There were differences in vision, and ultimately, when Carillion collapsed, it forced us to rethink our entire strategy. In hindsight, their failure was a blessing in disguise. It pushed us to refocus and shift from being 80% transmission-focused to 80% distribution-focused. This move positioned us for long-term success by allowing us to build recurring revenue streams through multi-year master service agreements instead of relying on one-off projects.
That pivot was a turning point for us. It reinforced a lesson I now live by: You have to anticipate the future, see the wave coming, and adjust before it crashes down on you. If we hadn’t made that shift, Rokstad Power wouldn’t be what it is today.”
What do you think helped you build your reputation within your market?
“In our industry, wages are set by union agreements, so we can’t just attract talent by offering more money. That means people choose to work for us because of the environment we’ve created. We’ve built a company where tradespeople feel respected, supported, and valued. That’s rare in this industry.
We have taken a long-term approach—both with our employees and our clients. We promote from within, invest in leadership development, and help people reach their full potential. That’s what we do: we take good people and help them become great leaders.
That commitment to people translates directly to our customer experience. When our team is motivated, well-trained, and proud of the company they work for, it leads to better service. Our clients know they can count on us, not just for the technical work, but because we take ownership of their problems and solve them with a level of care they don’t get elsewhere. As a result we’ve tended to become “sticky” with our clients, meaning that once we begin working for them, we tend to stay on with them and see our revenue grow with that utility. The high standard we set has often resulted in other contractors in the same space having to improve their performance as well as a result of the example we’ve set.
Another key factor in building our reputation is strategic thinking. We don’t just react to market shifts; we anticipate them. That ability to see what’s coming and adapt ahead of time is what has allowed us to stay competitive and continue growing in an industry that’s constantly evolving.
Ultimately, it comes down to this: If you build a company where people want to work, you’ll naturally build a company that customers want to work with as well.
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