NAPA leaders illustrate the many ways the organization is safeguarding the future of the industry.
This article appears in the Summer 2024 print edition of NAPA Quarterly. Subscribe here.
NAPA staff compiled answers from across its committee leadership as well as members of the National Center for Asphalt Technology (NCAT) Board of Directors for In The Lead, a NAPA Quarterly series on thought leadership.
Tanya Nash,
Director of Engineering, ATS
Chair, NAPA Council for Engineering, Research, & Sustainability (CERS)
WHAT ABOUT CERS FIRST ATTRACTED YOU TO PURSUE A LEADERSHIP ROLE AND HOW DOES YOUR WORK WITH ATS INFORM YOUR ROLE ON THE COUNCIL?
I got involved from the standpoint of we are connected to the asphalt producers and contractors with Duval. One of the objectives of ATS is to be able to help any contractor out there. So I always want to know what’s going on. As a third-party lab, we pride ourselves on keeping the pulse of the industry and knowing what we really need to be focusing on to move forward. Many of our customers come with questions, like who would benefit from our product? We try to have an up-to-date answer.
From research to agency to consulting to contractor, I’ve had a very unique pathway that brings me full circle. I have unique inputs from each one of those stops along my career, so I feel like I have a better opportunity to not be solely focused on the contractor perspective.
Through committees like CERS, I can get more input on the rest of the industry. The back-and-forth flow of information, and people kind of working together. To have a bigger voice in it allows the viewpoint of the Associate member to come through more, so it’s not just a contractors’ room.
NAPA’S BOARD OF DIRECTORS HAS STREAMLINED THE ORGANIZATION’S GOVERNANCE STRUCTURE, ALLOWING FOR REGIONAL ADVISORY COUNCILS TO COMMUNICATE REGIONAL GOALS AND CHALLENGES TO THE BOARD FOR IDEATION AND COLLABORATION. WHAT ABOUT THE NEW STRUCTURE EXCITES YOU THE MOST?
With the NAPA Regional Advisory Councils, you get a better feeling for the different areas of the country and what they’re doing. It bridges across topics. I really like these groups because it breaks it up so it’s not so vague anymore. You have a chance to get to the pain points in each region of the country. You get more detail.
I think it was a fantastic move. It also helps that you see a lot of overlap. If you’re able to attend all of them, you are able to see the parity between all of them and understand it’s the same problem with a different color, so how do we fix the actual problem?
“I think if people understand and hear the Associate members’ pain points, everybody wins.”
At ATS, for sure, the information we gather helps us out when we consult with clients. We know NAPA is doing research in a certain direction, so we aren’t blindly guiding them.
Associate members that participate on these committees would be able to interject what is going on in their world. Instead of just from a production standpoint, looking at it from an implementation standpoint. I think if people understand and hear the Associate members’ pain points, everybody wins.
It’s not such a hurdle to clear for the contractor, or for the producer. That’s where they find their champions. They are looking for people to just stick out their neck once to make a mix that does this and that’s where they go to find them.
WHAT IS YOUR MESSAGE TO OTHERS IN THE INDUSTRY WHO MAY BE INTERESTED IN TAKING ON NAPA LEADERSHIP ROLES, BUT ARE NOT SURE WHERE TO BEGIN?
I think people get intimidated by the big committees, but they need to remember that everything, except for the invite-only meetings, you can enter, and you don’t have to be a member. I think that gets glossed over.
There’s a ton of people who sit in there as friends of the committee who just want to know what’s going on, so if there is an area that really interests you, whether it’s sustainability or engineering, start there. Sit in on these committees and make eye contact with someone and just start talking. I have not met an unfriendly face at NAPA yet. It’s just a matter of getting in and finding common ground and just start talking.
Mandy Gerken,
Corporate Counsel, The Gerken Companies
Chair, IMPACT Leadership Group
WHAT ABOUT NAPA’S IMPACT LEADERSHIP GROUP FIRST ATTRACTED YOU TO PURSUE A LEADERSHIP ROLE AND HOW DOES YOUR WORK WITH GERKEN INFORM YOUR ROLE ON THE BOARD?
After a few years of participation in the IMPACT Leadership Group, I was approached about pursuing a leadership role. The idea intrigued me. NAPA’s IMPACT Leadership Group had enriched both my personal and professional life and I saw an opportunity to contribute further. I envisioned building upon the foundation of the group while enhancing its credibility and mine as I sought to advance my own career within Gerken.
At Gerken, my responsibilities span a variety of roles including risk management and organizational development. While many of the industry’s roles focus on project execution, my unique perspective draws from legal, safety, and insurance considerations. My role at Gerken has assisted in honing my critical thinking skills. These skills will directly inform my contributions to NAPA. I recognize that leadership extends beyond technical expertise; it encompasses strategic vision, collaboration, and a commitment to industry-wide initiatives.
“My first piece of advice would be to speak up and connect.”
NAPA’S BOARD OF DIRECTORS HAS STREAMLINED THE ORGANIZATION’S GOVERNANCE STRUCTURE, ALLOWING FOR REGIONAL ADVISORY COUNCILS TO COMMUNICATE REGIONAL GOALS AND CHALLENGES TO THE BOARD FOR IDEATION AND COLLABORATION. WHAT ABOUT THE NEW STRUCTURE EXCITES YOU THE MOST ABOUT BEING ON THE BOARD, AND ARE THERE ANY MAJOR INITIATIVES YOU ARE AIMING TO PURSUE DURING YOUR LEADERSHIP TENURE?
The establishment of the Regional Advisory Councils underscores NAPA’s commitment to inclusivity and responsiveness. Acknowledging that different regions across the country face unique challenges is a pivotal step. These councils serve as conduits for all to be heard and to have their challenges elevated to a national level giving the Board the opportunity to not only hear those challenges but to also assist in troubleshooting them.
As for my personal initiatives, collaboration is a core part of my leadership philosophy. I believe that diverse perspectives lead to the best solutions. As a Board member, I am eager to engage with my colleagues, industry experts, and regional representatives to shape strategies that resonate with the industry. For me safety is a non-negotiable and I’m passionate about fostering and advocating safety initiatives within our industry for our workers and their families. Leadership development is equally a passion of mine and I believe that strong leaders drive organizational success. During my time on the Board and more specifically with the IMPACT Leadership Group, I hope to provide more opportunities for emerging leaders to be empowered and to hone their skills.
WHAT IS YOUR MESSAGE TO OTHERS IN THE INDUSTRY WHO MAY BE INTERESTED IN TAKING ON NAPA LEADERSHIP ROLES, BUT ARE NOT SURE WHERE TO BEGIN?
My first piece of advice would be to speak up and connect. The industry we are a part of is full of great individuals who are both knowledgeable and approachable. I’m confident that by attending meetings and networking events you’ll be pleasantly surprised by the wealth of insights you will gain just by striking up a conversation. My second would be to seize every opportunity. Sometimes, the most impactful moments arise unexpectedly. Whether it’s an invitation to dinner or an informal chat, embrace these small opportunities. My journey began when I accepted an invitation to sit at a table at my first meeting in DC and I’ve been saying yes to many more opportunities within NAPA ever since. In summary, your journey toward NAPA leadership starts with a willingness to engage, learn, and seize opportunities that unfold before you.
Megan Savage,
Vice President of External Affairs at The Heritage Group; Chair, NAPA Legislative Committee
WHAT ABOUT NAPA’S LEGISLATIVE COMMITTEE FIRST ATTRACTED YOU TO PURSUE A LEADERSHIP ROLE AND HOW DOES YOUR WORK WITH HERITAGE GROUP INFORM YOUR ROLE ON THE COMMITTEE?
I spent 10 years as a Chief of Staff to a Congresswoman on Capitol Hill before joining The Heritage Group so my background is in policy and politics, not asphalt. Given my professional experience, I felt like I had a good perspective to share with NAPA on how to advocate for policy beneficial to our industry.
I love learning about the innovation within The Heritage Group and the industry as a whole to share with our elected leaders. I want to change the misconception that asphalt is an old or dirty industry. I want to ensure our leaders know about the innovation in our industry and the massive impact we have in our communities and across the country.
“The sooner you engage and learn the processes of advocacy, the better you will become over the span of your career and the deeper the relationships you will develop with policymakers.”
HILL DAYS, NAPA’S ADVOCACY-CENTERED EVENT IN WASHINGTON, D.C., THIS FALL WILL BE CO-LOCATED WITH THE IMPACT LEADERSHIP GROUP CONFERENCE. WHAT WILL THIS EXTRA FOCUS ON GOVERNMENT AFFAIRS HAVE ON YOUNG LEADERS AND THEIR ABILITIES TO ENGAGE WITH LAWMAKERS AND LEADERS ACROSS THE ROAD CONSTRUCTION INDUSTRY?
In our representative democracy, it is incumbent on citizens to educate our leaders on the issues that are important to us and where we have unique knowledge. Each elected leader cannot be an expert on everything so they rely on people like NAPA’s membership to educate them on issues important to the asphalt industry. Congress can feel distant, but it works best when it is close to the people, so it is important for us to take our issues to Congress.
We are living in what feels like very polarizing political times; but, I believe that more often than not when someone engages with their elected leaders, they come away feeling like that person is thoughtful and trying to make the best decisions for our country. You may not always agree with those decisions, but it generally comes from a good place.
The sooner you engage and learn the processes of advocacy, the better you will become over the span of your career and the deeper the relationships you will develop with policymakers.
WHAT IS YOUR MESSAGE TO OTHERS IN THE INDUSTRY WHO MAY BE INTERESTED IN TAKING ON NAPA LEADERSHIP ROLES, BUT ARE NOT SURE WHERE TO BEGIN?
Speak up in areas where you have expertise and knowledge. I am very quiet in those meetings where we are discussing technical aspects, but I do speak up when we talk about advocacy and lawmaking because I have a good perspective. If you are able to offer a good perspective on what NAPA is doing, you should. It makes the association and industry stronger. The NAPA staff can only be as good and strong as their membership, so it is all of our responsibilities to step up and help on behalf of the industry.
Nika Mathis,
Chief Operating Officer for Paving Operations, Mago Construction Co.; Chair, NAPA Marketing Council
WHAT ABOUT NAPA’S MARKETING COUNCIL FIRST ATTRACTED YOU TO PURSUE A LEADERSHIP ROLE AND HOW DOES YOUR WORK WITH MAGO INFORM YOUR ROLE ON THE COUNCIL?
My path to NAPA’s Marketing Council was by way of NAPA’s former Go-To-Market (GTM) Committee. I joined the GTM Committee at the beginning of 2019 and later transitioned to Vice-Chair. At the same time, I served as Chairperson of our state asphalt paving association’s Marketing Committee. Prior to the GTM and Marketing Committees, I admittedly did not have much “marketing” experience, but my appreciation grew quickly. Through my time and experience, I gained a greater appreciation for the significance of promoting our industry’s messaging, branding, and image to the public, politicians, pavement type decisionmakers, as well as our own workforce and prospective employees. One of the most intriguing challenges that I found I enjoyed was reviewing NAPA’s research, extracting particular facts, data, and points of interest, and then translating those into marketing messages. Working at a Producer member company, Mago Construction, gives me first-hand and ongoing insight into our industry’s challenges and opportunities. I also just completed a year of service as President of our state asphalt pavement association, the Plantmix Asphalt Industry of Kentucky (PAIKY), which was an incredible learning opportunity. My involvement with PAIKY has given me an even greater understanding and different perspectives from both Producer and Associate members, which I think can only help me add as much value as I can to the Marketing Council and NAPA.
“Don’t be discouraged from becoming involved because you are new to the industry or do not have experience serving on a Board or committee.”
NAPA’S BOARD OF DIRECTORS HAS STREAMLINED THE ORGANIZATION’S GOVERNANCE STRUCTURE, ALLOWING FOR REGIONAL ADVISORY COUNCILS TO COMMUNICATE REGIONAL GOALS AND CHALLENGES TO THE BOARD FOR IDEATION AND COLLABORATION. WHAT ABOUT THE NEW STRUCTURE EXCITES YOU THE MOST ABOUT BEING ON THE BOARD, AND ARE THERE ANY MAJOR INITIATIVES YOU ARE AIMING TO PURSUE DURING YOUR LEADERSHIP TENURE?
I applaud NAPA’s Board of Directors for evolving its governance structure to create Regional Advisory Councils. Although it is always interesting to me to know the commonalities throughout our industry in the country, I believe concentrating NAPA’s focus by region is smart and efficient. Kentucky is very different than Washington. Different than Massachusetts or Texas. Different climates, aggregates, specifications, and much, much more. The regional structure will capitalize on regional commonalities, allowing more voices to be heard in a smaller setting, more participation from representatives, and efficiently channels the feedback to NAPA at the national level. It is a smart consolidation of regional interests, for NAPA’s collective benefit.
WHAT IS YOUR MESSAGE TO OTHERS IN THE INDUSTRY WHO MAY BE INTERESTED IN TAKING ON NAPA LEADERSHIP ROLES, BUT ARE NOT SURE WHERE TO BEGIN?
I was in these shoes exactly just a few years ago. One of my mentors encouraged me to become involved with NAPA, and both my father and grandfather had served as NAPA State Advisor in their careers. I had the want but did not really know where or how to start! My involvement really spurred from a conversation with Ester Magorka. I followed that up with our SAPA Executive Director, who also pointed me in the right direction. I would suggest seeking out someone on NAPA’s staff or go through your SAPA or even reach out to someone involved with NAPA leadership, whether it be Board or a committee. I would also encourage others to be confident in whatever background or skill set they have to bring to the table. Don’t be discouraged from becoming involved because you are new to the industry or do not have experience serving on a Board or committee. Not only is your involvement a way to give back to and promote our industry, it’s one of the best learning opportunities to further your knowledge, challenge yourself, and grow in your career. Also a way to take valuable knowledge back to your respective states and organizations.
Carolina Cavalcante,
President, Tilcon Connecticut, A CRH Co.
Board Member, NCAT
WHAT IS YOUR MESSAGE TO OTHERS IN THE INDUSTRY WHO MAY BE INTERESTED IN TAKING ON LEADERSHIP ROLES, BUT ARE NOT SURE WHERE TO BEGIN?
If you want to take on a leadership role, start getting involved with your local association and NAPA. There are subcommittees and special projects that you can get involved in, and this will give you further exposure to our industry. There are also several events organized by both NCAT and NAPA that could be of interest, such as the NCAT Test Track Conference, which provides excellent networking opportunities.