One year ago, Benjamin Kanner and I launched 3V Infrastructure to close a gap in the market: deploying infrastructure capital into Level 2 EV charging.

We didn’t just build a company. We built a culture defined by values, shaped by our people, and tested daily by the realities of scaling in a shifting market.

Stepping into the CEO role of a startup taught me that the job boils down to three hats:

1. Steward of Capital

We raised capital with a clear, disciplined promise: Build Level 2 EV charging infrastructure at scale, with a strategy grounded in long-term value.

Being a steward of capital means building a company that is data-driven, rigorous, and here for the long haul.

It means saying no when it’s easier to say yes. It means creating a machine that works—not just for today, but for the next decade. We’ve done exactly what we told our investors we would do.

And we’re just getting started.

2. Employer of Choice

In a young company, culture isn’t a vibe—it’s a competitive advantage. It determines whether you attract A-players or not.

Whether people stick through hard weeks—or quietly opt out. Whether your mission feels like a prescribed goal or a shared obsession.

At 3V, we built a team I’m proud to be part of. Not just smart—sharp. Not just driven—committed. Not just funny—brilliant.

Our culture reflects our values:

Valor in our purpose

Vigor in our execution

Vision in how we lead

We don’t just say these words. We operationalize them.

3. Architect of Strategy

A strategy is only as good as its fit—with the market, the moment, and the people you’re building for.

At 3V, we built a strategy designed for staying power—one that aligns:

1) What clients actually need

2) Activating a network of best-in-class partners

3) Internal functions that scale

Our clients enter 10-12-year contracts with us. They don’t do that unless they trust us to deliver—with intention, professionalism, and integrity.

What I’ve learned: Good strategy isn’t clever. It’s durable. And durability is built, not pitched.

We didn’t just survive year one. We proved that our model works—at scale, in-market, and under pressure.

We honored the commitment we made to investors. We delivered for our clients. And we built a company people want to be part of.

If year one was about proving the thesis, year two is about accelerating the results.