The Feeder: Getting to Know Rosendin CEO, Keith Douglas (Q1, 2024)

Rosendin Partnered with University of California Berkley

BUILDING PEOPLE: ROSENDIN'S LEADERSHIP PATHWAY

Building on Our Safety Culture

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CEO CORNER

Getting to know Rosendin CEO Keith Douglas

In January 2024, Keith Douglas took over the reins as Rosendin's Chief Executive Officer. Keith has been with Rosendin for over 12 years out of the Virginia office; however, many people within Rosendin may not be familiar with Keith's story or his roles leading up to becoming CEO. Here, learn more about his journey and family roots in the electrical industry, what he values most about the organization, his priorities and aspirations for the company's growth, and what is most important to him as CEO and a family man.

How has your journey at Rosendin been to becoming CEO?

I started at Rosendin in 2012 as a division manager in the Sterling, Virginia office to help grow the office there when there were only a few of us. The Virginia office has expanded over the past ten years to include offices in Maryland, North Carolina, and the Washington, DC, metropolitan area markets. A few years later, in 2016, I took on more of a regional role, expanding the area I oversaw a bit further west.

In 2020, when Mike Greenawalt became Rosendin's CEO, I joined the new executive team as COO, and my role expanded to include Texas, Arizona, and Nevada. Initially, I was responsible for the East, but in roles and geography, that meant anything that didn't touch the Pacific Ocean. At the start of 2024, I moved into the CEO role.

I started in the electrical industry at a young age, inspired by the electricians in my family -- my grandfather, father, and cousins were electricians. They were all members of Local 300 in Burlington, Vermont. Honestly, this business is just part of my DNA.

I started as a young kid working for my grandfather in the family business, sorting material in the warehouse, and then as a helper in the field after high school while I figured out what I wanted to do. College was not a fit for me, so I followed in my family's footsteps and went all in on the electrical industry.

Being a CEO was never a goal of mine. I took every opportunity that came by, even if I wasn't technically qualified; I figured it out. I viewed it as a challenge and a chance to learn more about construction from some amazing people. I enjoyed building things, and the relationships I made along the way have turned into lifelong friendships.

What has kept you at Rosendin?

There's just no better place than Rosendin. When I came to the company in 2012, I came here for an opportunity. The company was looking to grow its presence on the East Coast. We started small, but the company immediately flooded us with resources and support. We weren't alone or on an island.

It took me a few years to fully understand the "special sauce" and the magic at Rosendin. It's a company like no other. If there are challenges, our people bring solutions. People want to help and support one another. They don't let you fail.

What has kept me here? It's the people, our brand, and our ability to build the most complex projects in the world. I've met many people here who are genuinely great human beings with a passion for what we do. We get to build projects that others dream about. It's exciting to drive by commercial buildings, data centers, hospitals, stadiums, or chip plants and know that Rosendin played a major role in building them.

What do you value most about this company?

There isn't just one thing. There is the entrepreneurial spirit. There is the freedom to explore, innovate, and create. There is the freedom to improve the industry. We've got to be willing to try new things and understand that not everything will work, but we must remain curious. I think that speaks to our culture and who we are.

As CEO, what are your priorities for the company's growth?

Rosendin has grown over the last six to eight years, especially in the last four years. As we continue to grow, my top priority is to ensure that we provide that "One Rosendin" experience, meaning that we show up the same way to our employees and customers regardless of where we build. Real growth is about getting better at what we do. Size will follow.

What does "Safety as a Value" mean to you and the entire organization?

Values are what we live by and who we are. Priorities can change, but we hold values closest to our hearts. We want to ensure that we are doing everything we can to protect our employees and craft workers each and every day. We must continue seeking new tools and innovative PPE and be relentless in our pursuit of an accident-free job site. It starts with connecting and making safety personal. We must ask questions, listen, invite feedback, and then act.

What have you learned from previous CEOs Tom Sorley and Mike Greenawalt?

I've had the luxury of working closely with two exceptional leaders. Over the years, Mike Greenawalt and Tom Sorley brought a wide range of expertise, mentoring, and coaching. They taught me to be mindful of how we communicate, listen to others, and pay attention to feedback, as well as take action, when necessary, the importance of consistency, being aware of our own biases, and what we build is the product or the output of our product, which is our people.

We build, grow, and invest in people at Rosendin. If we don't keep that thought in mind, those beautiful buildings that we put up do not get built. Business will always be about people and relationships; nothing will replace those connections internally and externally.

There are many things that I've learned from both Mike and Tom, but that is the number one takeaway for me – ensuring that we always keep people at the forefront of our business.

How have you and Mike worked together on your succession for a smooth transition?

Mike and I have been working on this transition for almost two years now, and it started with communication, openness, trust, and a lot of shadowing.

Over the past two years, Mike has brought me into strategy, vision, and business planning decisions. He valued my feedback in those processes. Even after Mike retires later this year, I'll lean on Mike for guidance, mentoring, and time.

Can you dive a little more into your background?

I was born in Essex, Vermont. I had a great childhood and come from a family of electricians. As a young kid, I was introduced to the business by sorting material in the warehouse for my grandfather. I spent a lot of time outdoors, hunting, fishing, and hiking. I used to enjoy the snow back then, but now I'm not interested in shoveling anymore!

I had a great upbringing, and I was very fortunate to take advantage of the opportunities presented to me. I left Vermont when I was 24 years old and moved to Virginia. I took an opportunity with my father's company, and after we finished a project, I decided to stay. There were opportunities in Virginia that I would never have had back in Vermont.

I decided to leave the family business and go out on my own at 27 years old. I would have been very happy staying in the business, but I felt there were more opportunities around what I enjoyed doing.

I've always had strong values. Family comes first and always will. I pride myself on never missing a dance recital, a dance competition, or big event in my family's lives. I never let my work get in the way of my family priorities. When I'm not

behind the desk or on a job site, I am very intentional about my time with my kids, my wife, and my extended family. And I enjoy every minute of it! Being present is important as time moves quickly, and you can't get that time back.

What do you enjoy doing in your spare time?

I love spending time with family and friends. I like to be near water, whether it's the lake or the beach. My whole family, we're water people; it's therapeutic. I also like to travel. My wife exposed me to travel as she had grown up traveling with her family, driving across the country, exploring parks, beaches, and things like that. So, I credit her with really turning me on to the joy of travel, and I can't get enough of it!

Being on an island in the Caribbean, traveling internationally, or experiencing other parts of the US is so exciting. We love exploring other parts of the world, understanding different cultures, and meeting different people. Those are the things that I enjoy the most. But no matter what I do, it needs to be around my friends and family.

What's your favorite music?

I'm a classic rock guy! I love Led Zeppelin, AC/DC, Van Halen, and that whole era. I can't get enough of it.

Will you admit to being a "Parrot Head?"

I admit that I have spent too many hours attending Jimmy Buffett concerts over the years. I AM a Parrot Head...Fins Up!

What else would you like people to know about you?

There is one thing. I enjoy meeting new people, so if you see me on a job site or at one of our offices, please come up and introduce yourself and say hello. ▪

"Early

in my career, I knew a leader who would say, 'Safety First, People Always.' I’ve lived by those words because safety is about people."

BUILDING ON OUR SAFETY CULTURE

By Scott Risch, CHST, CSP, VP of Environmental, Health & Safety (Rosendin)

BORN TO BUILD

Like many of you, my passion for construction started the moment I walked on to my first job. I was a high school graduate, just 18 years old, when I joined the electrical industry. The work was challenging, the environments were constantly changing, and the camaraderie was fun. A lot has changed since then, but I still get that feeling walking onto a job site.

I take considerable pride in the projects I worked on and the programs I developed that keep people safe. Rosendin is known for putting its people first. So, when the opportunity presented itself, joining Rosendin felt like the natural thing to do. In just a few months, I have met so many amazing people who are truly passionate about our industry. That is exciting.

From the moment I started working at Rosendin, I quickly realized we have something special.

We have the best people in the industry. Company leaders genuinely care. And everywhere I look, teams are deeply committed to building people and supporting families and the communities in which they live and work. The drive for excellence is contagious. You can see the joy on people’s faces, feel it in their hearts, and witness it in their actions.

A COMMITMENT TO SAFETY

I’ve been in the global construction industry for over 25 years. When I joined Rosendin as Vice President of Environmental, Health, & Safety (EHS), I knew I was exactly where I wanted to be. Rosendin’s top value is its commitment to safety. That aligns perfectly with my passion for building cross-functional, multi-site teams dedicated to ensuring the safety and well-being of every individual.

I’ll work within Rosendin’s safety team to develop new initiatives to continue our journey of safety excellence while prioritizing the health and wellness of each team member, partner, and client. My vision is to grow Rosendin’s strong safety culture by connecting employees around the value of making safety a personal choice.

Growing a safety culture takes commitment and continuous effort, which we must all embrace. Effort to show up every day, engage, ask questions, support, and follow up. Early in my career, I knew a leader who would say, “Safety First, People Always.” I’ve lived by those words because safety is about people.

MY FOCUS AT ROSENDIN

I have much to learn about Rosendin’s culture and many people to meet, so it’s only fitting to start by living Rosendin’s core values. We Care. We Share. We Listen. We Innovate. We Excel. In 2024, the focus will be on forming authentic, caring relationships to understand the WHY behind processes. I’ll seek input from teams, look for innovative solutions, and identify actionable steps to maintain and enhance our culture.

Another focus is BUILDING PEOPLE. To support Rosendin’s growth, we will ensure every individual on the EHS team has opportunities for professional development, such as certifications, training, and educational experiences. Our team is already working on expanding the career structure to align industry and operations so we can provide the best support at all levels of our organizations.

Much of 2024 will be spent learning and meeting new people. Rosendin is doing many remarkable things; we have some of the world’s most extraordinary people. Success begins with leadership, and I am committed to seeking the best solutions for the safety of our people.

BACKGROUND

My passion comes from working with some of the industry’s best leaders in a collaborative environment, visiting projects, and discussing programs. Before joining Rosendin, I served as a Director of Health, Safety, and Environmental for The Walsh Group, overseeing programs that supported $6 billion in construction services, 8,000 employees, and fifteen million hours. Working closely with my team, we cultivated a continuous improvement mindset and implemented new training programs, processes, and technologies that significantly reduced incident rates.

As a master licensed union electrician with IBEW Local 369, I understand job constraints like working in challenging conditions. For example, I led field safety programs in Iraq as a contractor for the Department of Defense in support of Operation Iraqi Freedom and Operation Enduring Freedom.

I also hold certifications as a Construction Health and Safety Technician (CHST) and Certified Safety Professional (CSP). My bachelor’s degree in occupational safety comes from Eastern Kentucky University, and I am nearing the end of an MBA program in construction management.

THE ROLE OF EHS AND ITS IMPORTANCE

The role of EHS is constantly evolving as we grow, but the purpose is always the same – improving the lives of our people, supporting their families, and enhancing their communities. It’s hard to fathom that there is a job with the sole purpose of building relationships, teaching, coaching, mentoring, and serving in a way that is aimed at enhancing lives, but I am grateful I found it.

Rosendin Intensifies ASC Student Competition with Demanding Electrical Challenge

University teams tasked with fixing a failing commercial project

Republished EC&M Magazine (ecmweb.com/training/article/21284617/rosendinintensifies-asc-student-competition-with-demanding-electrical-challenge)

At the 2024 Associated Schools of Construction (ASC) Regions 6 & 7 Student Competition’s Electrical Challenge, Rosendin gave college students one of the toughest challenges yet. They asked students for solutions to fix a failing commercial project. Three teams rose above the rest and Ferris State University secured first place, successfully working together as a cohesive unit to demonstrate a working understanding of job cost, planned vs. actual scheduling, financial forecasting, and how project issues impact the financial outcome of construction projects. The team from California Polytechnic State University, San Luis Obispo took second place, and Oregon State University placed third.

1st 2nd 3rd

Rosendin’s Electrical Problem challenged 15 student teams to assume the roles of project managers taking over a 30-acre commercial development with multiple buildings that are only 25% complete and facing problems. Students were tasked with developing solutions to overcome problems like supply chain issues and workforce shortages.

“Our challenge this year was developed to give students real world experience in the commercial building industry and insight into problems they will be solving as they start their careers,” said Brandon Stephens, Rosendin Vice President and ASC Electrical Challenge Judge. “The key difference in this year’s challenge was that there was no solution. The challenge put the students under pressure to handle a project in distress and the winners found the best way to explain to judges why their project could not meet its goals.”

As a former student at Boise State University, Stephens was an ASC competitor himself. Now as a professional in the industry, Stephens finds it important to test students’ communication and teamwork skills to see how they would handle a difficult project. He is among several Rosendin professionals who participated in the ASC challenge as students and returned as judges.

“I participated in ASC’s Competition while I was attending Sacramento State and have carried industry-specific skills that I learned with me ever since. I am proud to support Rosendin’s efforts as a sponsor of the electrical challenge to contribute to the development of the next generation of builders,” said Rob Clark, Rosendin Senior Project Manager and ASC Electrical Challenge Judge. “Most universities are teaching general construction, but this competition gives students a chance to dig into specialty contracting and that gives them a huge advantage when talking to recruiters and even after they start their careers.”

The 37th annual ASC Student Competition and Construction Management Conference also connects students with key executives for internships and career opportunities. It provides industry professionals with the ability to see how students react

“Our challenge this year was developed to give students real world experience in the commercial building industry and insight into problems they will be solving as they start their careers.”

Challenge Judge

under pressure and meet students face-to-face to see if they are a good fit for a company. Since becoming judges, Stephens and Clark have recruited half a dozen students to Rosendin.

The Associated Schools of Construction is the professional association for the development and advancement of construction education. Student teams also competed in categories such as Integrated Projects, Virtual Design & Construction, Sustainable Building, Preconstruction Services, and Project Management. 

Brandon Stephens

Rosendin Vice President, ASC Electrical

Isle House is a 22-story podium and tower located on Parcel C2.4, on the western shore of Treasure Island in San Francisco Bay. Treasure Island is an artificial island and neighborhood built in 19361937 for the 1939 Golden Gate International Exposition – a World’s Fair celebrating San Francisco and its newly constructed bridges: The San Francisco-Oakland Bay Bridge and the Golden Gate Bridge. After the World’s Fair ended, Treasure Island became a United States Naval Station in 1941. Treasure Island continued to change hands and purpose following the closure of the naval station in 1997.

The Treasure Island Development Authority now oversees the economic development of Treasure Island. The master plan proposes the construction of three residential neighborhoods, a 14-story residential tower, five high-rise towers, a K-8 school, 450,000 SF of retail and commercial buildings, a 275-acre park, a 20-acre organic farm, a 400-ship marina and beach, and community facility.

Rosendin is proud to serve as the electrical contractor for one of the buildings currently being constructed under this plan: Isle House. As the design-build electrical contractor, Rosendin’s scope includes all electrical, emergency generator, fire alarm, emergency radio communications system, telecom, AV, and security. Isle House includes 250 rental apartments and live-work residences available to rent. The building has indoor and outdoor amenity spaces, including a fitness center on level two and a resident lounge. Construction is expected to be completed in Spring 2024. 

Image Credit: Hayes Davidson

Image Credit: Hayes Davidson

Image Credit: Hayes Davidson

BUILDING PEOPLE: ROSENDIN'S LEADERSHIP PATHWAY

By Cat Krawiec, Training Coordinator

Success is Shared.

Committed. Connected. Engaged.

Since our founding, Rosendin has been driven to positively impact the communities where we live and work. Through a culture motivated by performance, competence, and shared ownership, our teams understand their value and execute through responsibility, accountability, and pride. Our success is propelled by a “whatever it takes” mindset, which, in turn, ensures customer success.

Rosendin's Leadership Pathway isn't just a training program; it's an empowering philosophy. Through tailored programs, it ensures leadership development while fortifying a culture of learning and excellence. Workforce Development is at the core, equipping individuals with the necessary skills and competencies to excel within the organization. Our leadership programming and initiatives collectively produce a 97% internal promotion rate for senior leadership and executive positions.

Programming starts with building role-specific competencies in our Foreman Development series, Surge, and Project Management Bootcamp. We then nurture early leadership by identifying Emerging Leaders and focusing on leadership skills, self-management, and team leadership. Collectively, each independent training program is a step forward in the pipeline. This pipeline allows employees to actively pursue career advancement while providing visibility to potential senior and executive leaders.

The P.O.W.E.R. Program continues the climb toward senior leadership, targeting divisional leaders and teaching them to lead like CEOs of their business units. It promotes critical thinking, strategic planning, and healthy leadership based on lessons learned while also helping to transfer the knowledge base of retiring executives for effective succession planning.

At the pinnacle, Leadership Academy shapes organizational leaders for corporate and officer roles. Participants tackle Rosendin's challenges using A3 thinking in groups, presenting proposals to the CEO and executive team. The program delves into complex problem-solving and incorporates executive coaching, contributing to a robust succession plan.

AWARDS & RANKINGS

Q1 | 2024

In Quarter 1, 2024, Rosendin received seven awards from industry organizations including NECA, Mission Critical Magazine, and ENR. Additionally, Rosendin received a number one industry ranking. To learn more about the headlines Rosendin is making, visit rosendin.com/newsroom.

RANKINGS

#1 Largest Phoenix-Area Electrical Contractors

Phoenix Business Journal

AWARDS

Best of the Best Projects AwardExcellence in Sustainability

1021 O Street State Office Building

ENR

Electrical Excellence AwardSolar/PV OVER 250 kW

LBA - City of Long Beach Portfolio

NECA - LA Chapter

Vantage Vision Zero Award

Vantage Goodyear Campus

Vision Zero Network

WiOPS Award: Company

WiOPS Southern California Chapter

Construction Champions 2024Tradeswoman Leader (see following page)

Skylar Dossenbach, Superintendent

Construction Dive Magazine

2024 Top 25 Women in Technology

(see following page)

Paolo Morales, Project Manager

Mission Critical Magazine

2024 Top 25 Women in Technology

(see following page)

Brea Bailey, Project Manager

Mission Critical Magazine

AZ Big 100: 50 Commercial Real Estate Leaders to watch in 2024

Mike Greenawalt, CEO

AZ Big Media

2024 Training Hall of Fame

The Rosendin Training Department was inducted into the Training Hall of Fame, joining the ranks of 16 other organizations named to the hall since its inception in 2008. They earned Top 10 spots on the Training APEX Awards list for four consecutive years, and were formally inducted into the Training Hall of Fame during the black-tie Gala held February 26 during the Training 2024 Conference & Expo.

Brea Bailey

Project Manager

2024 Top 25 Women in Technology

Mission Critical Magazine

Brea has been involved in data center projects for the past six years. Although challenging at times, she finds her work as a Project Manager very rewarding. Brea holds a Bachelor’s degree in Architecture and a Master’s in Construction Management. Her goal is to continue to advocate for careers in STEM and show that careers in construction are ever-evolving and the potential is limitless.

Paola Morales

Project Manager

The National Association of Women in Construction (NAWIC) 26th Annual WIC Week™, celebrates, educates, and promotes the role of women in the construction industry. This year's theme, 'Keys to the Future', celebrates the strength and knowledge of women and the vital role they play in shaping the future of the construction industry. Rosendin honors the many women in diverse roles around our company and congratulates the following women who are helping to shape the future.

2024 Top 25 Women in Technology

Skylar Dossenbach

Site Superintendent (RREG)

2024 Top 25 Women in Technology

Mission Critical Magazine

Mission Critical Magazine

Paola grew up in a house full of engineers, and her dad worked in the electrical industry for over 20 years. In high school, she decided to study electrical engineering and went on to receive a bachelor’s degree. Paola is now a project manager on a large data center project in Tennessee. Coming from a South American Country and being a female in this industry is very important to her. Paola was also acknowledged as a 2023 EC&M 30 Under 30 All-Star.

Skylar started her 19-career as an IBEW Local 11 apprentice in Los Angeles and now oversees some of the largest renewable energy projects in the country. She joined Rosendin in the final year of her apprenticeship and for the last four years, has worked as a site supervisor in Texas on large solar projects. She also shares her joy of building with junior high students as a volunteer for The Rosendin Foundation’s Camp Build in Austin, TX.

What is an ESOP?

no cost to the employee.

Each year Rosendin contributes cash or shares of company Stock to the ESOP plan.

What does ESOP stand for?

Employee Stock Ownership Plan

How does vesting work?

Less than 2 years = 0% vested 2 years = 20% vested 3 years = 40% vested 4 years = 60% vested 5 years = 80% vested 6 years = 100% vested

You are also 100% vested if:

ESOP contributions come solely from the company, making them completely free to employees.

An ESOP invests primarily in an employer ’s stock, while a 401(k) in which employees may invest funds. from a 401(k) plan?

Who is eligible for ESOP contributions?

You must be 18 years of age by December 31st of the plan year

You are eligible in the year you were hired.

You are a full-time employee not covered by a CBA

While employed by the company, you’ve reached age 65 or older and have reached at least the 5th anniversary of the date you become an ESOP participant.

You die or become totally & permanently disabled while employed.

How does ESOP work?

At the close of each plan year the process begins to determine the value of the company & calculate the

The share price is announced during the annual ESOP update each June.

For eligible employees, shares of company stock are credited to your account based on a formula related to your annual pay

How do I know what is going on with my account?

Each July/August, eligible employees receive a statement with their new ESOP account balance by mail.

Once you have received your check the status of your account online anytime at principal.com

ESOP fun facts:

ESOP companies are 4x more resilient than other companies in an economic downturn.

ESOP companies have a 25% higher job growth rate than non-ESOP organizations.

Rosendin adopted the ESOP in 1992

For further information, please visit the ESOP page on the Intranet For questions, contact hr@rosendin.com

Rosendin is proud to be employee-owned, and our entire team carries a sense of accountability for the successes we experience. Our employee-owners see their personal value in the company and understand their responsibility. We all have a stake in our future and are motivated and empowered to provide the very best value and service.

Congratulations to the following individuals who became 100% vested during Quarter 1!

Colleen B.

Darren T.

Ada B.

Blake B.

Michael T.

Patrick D.

James P.

Jon W.

Charity K.

David D.

Peter J.

Ricky A.

Dathan B.

Susanna R.

AZ

Kranti K.

Richard H.

CA

Eric V.

Jay H.

Steve E.

Summer R.

Richard M.

Ryan B.

Ryan Y.

Zachary B.

Alex H.

Joe L.

Lauren L.

Terri V.

Zachary W.

LeGrand S.

Mathew H.

Letter from the President

It has been a busy quarter for The Rosendin Foundation. On January 1st, we launched our 2024 TRF Camp Build applications. In April, our committee volunteers will review all the applications received and rank our campers. We will be accepting 24 firsttime campers in Austin and Phoenix and 16 campers in Anaheim, Charlotte, and Sherman. This year we are rolling out our second-year curriculum in Austin and Phoenix and accepting 12 returning campers in each of those cities. Applicants will receive notice of their acceptance or wait list status by the end of April. Sponsorship also closes for the camps in April so if you know of any companies or organizations that want to support our efforts to build and empower the next generation of construction leaders, please ask them to sponsor

TRF Camp Build epitomizes our core values. We CARE for our community with the group builds donated to local nonprofits to teach the campers the importance of caring. We SHARE through our social media, news appearances, and YouTube videos. We take the time to educate not just the campers, but our broader community on why working with your hands is an incredible accomplishment and opens doors to future opportunities. We LISTEN to feedback and adjust to ensure that campers have a positive experience and EXCEL in our 2024 camps. By providing an opportunity for boys, girls, and non-binary kids to learn how to build safely, we open them up to exploring new career paths and not always saying no to things without trying them out first. This embodies the term INNOVATION. We are also incredibly THANKFUL to our sponsors and volunteers for sharing their time, talents, and treasure to empower our future builders.

In March, Financial Solutions invited us onto their podcast, The Nonprofit MBA Podcast. We talked about our process to approve Annual Grants. Listen to the podcast here

This quarter we distributed 3 emergency grants to nonprofit partners, Ashley’s Place, CAC for North Texas, and NAMI Prince William. Due to repair costs continuing to increasing, we increased our Emergency Grant cap to $5000. Read more about each grant on the next page.

In February, our Virginia community suffered a major loss and trauma when Apprentice Elijah Safadi lost his life to a fellow apprentice at the Manassas training center. Elijah died a hero protecting others. We are working with the local teams to share community resources for our grieving community members. We distributed an emergency grant of $5,000 to NAMI Prince William to assist the community navigate this traumatic event.

Our volunteers continue to positively impact the community through Service Days. This quarter, volunteers served water and electrolytes to runners, planned service days, and started preparing for TRF Camp Build.

Thank you for joining us in building a community of service.

In Community, President

Read More Emergency Grants

Read More

National Alliance on Mental Illness Prince William (NAMI)

After the tragic events at the JATC/NECA IBEW Local 26 facility in Virginia, The Rosendin Foundation's Board approved an Emergency Grant to NAMI Prince William to aid in mental health support for the local community.

Children's Advocacy Center for North Texas

Read More

The Children's Advocacy Center for North Texas are front line responders to reports of child sexual abuse. An Emergency Grant was issued to support a failing HVAC system that controls the climate on the client side of the building.

Ashley's Place - Sumner Child Advocacy Center

An Emergency Grant was issued to Ashley's Place to repair pipes and damage due to a water leak and limit disruption to the services they provide to victims of abuse. The Rosendin Foundation connected with DPR who performed the drywalling post repair.

How YOU Can Help!

Make a one-time donation to help The Rosendin Foundation support non-profits like those above, as well as contribute to the other work The Rosendin Foundation does.

Rosendin & MPS Employees!

Enroll in the auto Paycheck Contribution Program, a tax free, paycheck donation that is matched 100% by Rosendin Holdings up to $500K! The form is easy and can be completed online.

HELP US BUILD

OUR FUTURE WORKFORCE

SPONSORSHIP OPPORTUNITIES

Opportunities to sponsor this co-ed camp for middle-school aged kids include:

• Leading a Lesson

• Sit on Career Panel

• Participate in Graduation

• Provide a Meal

• Receive Brand Recognition

• Future Skilled Workforce

SPONSORSHIP TIERS

2024 CONFIRMED SPONSORS

2024 Service Days

TRF volunteers in Texas, kicked of 2024 giving back to our communities through Service Days.

2024 Austin Marathon

Supporting Texas Independence Day 5k

Supporting

Employee Spotlight

Kristina Knight, Sr. Admin. Asst.

Congratulations and thank you to Kristina for her 10 years of service to Rosendin and The Rosendin Foundation. Kristina has been instrumental in the logistics management of TRF Camp Build, Annual Golf Tournament, and grant distributions.

Hope Piernick, Operations Manager

Hope joined The Rosendin Foundation in January as the new Nonprofit Operations Manager to handle all day-to-day operations and manage all community, fundraising, and education events.

Hope Piernick

Kristina Knight