As increased AI usage continues to drive an unmatched demand for access to power, the energy sector is growing at an unprecedented pace. According to TechCrunch, by 2035 data centers are expected to draw 106 gigawatts, up sharply from the roughly 40 gigawatts they consume today. With a decade’s worth of demand needed in the next few years, the industry is under constant pressure to deliver quickly, efficiently, and safely. But the main challenge rising alongside that growing demand is retaining good people.
Today’s workforce is moving faster than ever. Employees are often shifted quickly between projects and contracts, sometimes before they’ve had a chance to feel settled. Over time, that pace can create a sense of being just another name on a roster or cog in a machine. Recent reports find that over 79% of employees are not engaged at work according to Fortune. Because of this, maintaining committed, skilled professionals to provide critical work becomes a top priority.
When I set out to build KBH, it was rooted in my own experience. I spent years in this industry seeing talented, hardworking people struggling to feel like they truly belonged anywhere. It’s difficult to feel invested in your work when you don’t feel connected to the company behind it. And when people don’t feel connected, they don’t stay.
From day one, the goal at KBH has been to be transparent with our employees and to foster real trust. In an industry that moves quickly and often overlooks the human side of the work, that commitment matters more than ever.
At KBH, culture is rooted in how we treat our people day-to-day. It’s how our leadership communicates, handles accountability, and whether employees feel valued and supported, especially when the work gets tough and nights get long.
At KBH, we prioritize recognizing our employees’ individual contributions through awards, social media spotlights, and quarterly recognition, giving them a platform to be seen and celebrated for what they bring to each project.
With a small back office and an industry moving at lightning pace, taking the time to intentionally build culture isn’t always easy. We must remain present with the people doing the work, and we never underestimate the importance of face-to-face interaction. It’s a priority for our leadership to get out in the field and visit our teams as often as schedules allow, because there is no substitute for showing up. Growth comes from connecting in meaningful ways with the employees working in the field and understanding the state of the industry from their perspective.
The demand for the energy industry cannot be controlled without dedicated, skilled individuals showing up day after day. When employees feel appreciated and valued, it is reflected in safety performance, in the quality of work delivered, and in the ability to meet demanding schedules. People who feel supported take ownership of their work, look out for one another and care about the outcome because they feel like they’re part of something bigger. For us, that means investing in our workforce by providing the training programs and tools they need to build on their existing skills and continue to grow.
In a high-risk industry like ours, engagement and safety are deeply connected. A workforce that feels heard and respected is more likely to speak up, stay engaged, and protect one another. Open and transparent communication is something we take seriously. We encourage our employees to speak up, whether it’s about safety, a concern, or an idea, and we work to keep our teams informed with regular updates without overcomplicating or overburdening them.
At KBH, we believe that investing in people matters. “People first” isn’t just a phrase; it’s the core of everything we do, and it starts at the top. Leaders must model consistency, transparency, and respect, creating a culture that carries through the entire organization. As a leader it’s nonnegotiable to show up, listen, and lead with integrity. For me, that means making time to truly listen to the people in the field, because the greatest lessons as a leader come from them.
If we want stronger teams, safer projects, and better outcomes, we must continue to invest in individuals who make this work possible. That means continually evolving to create environments where people feel respected, supported, and valued. KBH today is not the same company as it was yesterday, and it won’t be the same company tomorrow.
My hope is that as an industry, we continue to recognize the importance of prioritizing the people who keep this industry running and the role culture plays in building something that lasts.
