From the US Army Special Forces to the front lines of telecommunications construction, VEA Connect’s President and CEO, Will Berry, has built his career around a simple principle: ambition means little without execution. Now, he is setting his sights on a bigger opportunity, to grow VEA Connect into a leading infrastructure partner across the United States.
For Will Berry, leadership has never been a spectator sport.
Whether navigating the demands of military service, building businesses from the ground up or overseeing complex telecommunications construction projects, he has gravitated towards challenges that demand discipline, decisive action and the ability to bring people together around a common objective.
That instinct was forged long before he entered the infrastructure industry. Berry served as a US Army Special Forces soldier, undertaking deployments in some of the world’s most demanding operational environments. A devastating combat incident in Afghanistan in 2018, in which he sustained serious injuries and lost fellow soldiers, marked a turning point in his life. His subsequent recovery and transition into civilian life prompted him to redirect his determination towards a different mission: building businesses, supporting his family and creating opportunities for others.
Construction offered a natural fit. Berry could combine entrepreneurship with practical, on-the-ground work, developing an understanding of the industry from the perspective of the people doing the job. When an opportunity emerged to lead VEA Connect, he saw the convergence of those experiences.
“I don’t want to talk about it. I just want to show it and prove it,” he says.
This is a statement that captures both his leadership style and the pace he intends to set for the business.
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From Regional Strength to National Ambition
Berry’s vision for VEA Connect extends well beyond incremental growth.
The strategy is grounded in building operational strength: establishing regional hubs, developing local facilities and positioning teams closer to the markets they serve. From existing hubs in Florida and Arizona, Berry sees opportunities to expand into states including Georgia, Alabama and Texas.
The longer-term ambition is broader still. He wants VEA Connect to explore ownership of its own internet service provider network, creating recurring revenue opportunities while extending its capabilities beyond telecommunications into other essential infrastructure sectors, including power, water, gas and sewer systems.
These are substantial ambitions, but Berry approaches them as a sequence of achievable steps rather than a distant corporate aspiration. His experience on the construction side gives him a practical appreciation of what expansion requires: skilled crews, reliable execution, strong project management and customer relationships built on trust.
For infrastructure clients, those fundamentals matter. Networks do not become operational through strategy alone. They require capable teams that can translate complex plans into dependable physical infrastructure.
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A Culture Built Around the People Doing the Work
Berry’s approach to growth begins internally. In a geographically dispersed business, he believes collaboration must be deliberately built rather than assumed.
Since taking the helm, he has prioritised regular communication between project managers, greater visibility across operations and a culture in which teams share resources and support one another instead of competing with one another.
For Berry, the principle is straightforward: the company’s success should take precedence over individual territories or departmental interests. Open discussion helps teams identify challenges earlier, deploy resources more effectively and make better-informed decisions.
He also places considerable emphasis on professionalism and accountability. Supporting employees does not mean abandoning standards; it means creating an environment where people can perform, learn and take responsibility without internal conflict undermining their work.
That culture has direct commercial implications. Infrastructure delivery depends on coordination across crews, project managers, customers and markets. A business that communicates effectively internally is better positioned to deliver consistently externally.
Building Something That Lasts
Ultimately, Berry measures success by more than geographic reach or financial performance. His ambition is to build an enduring business that creates meaningful careers and opportunities for future generations.
With four children of his own, he is particularly drawn to VEA Group’s long-term, generational outlook. He wants to help establish an organisation where employees can develop new skills, pursue professional qualifications and potentially see their own families build careers within the business.
“It’s not about me,” he says. “It’s about the team. And it’s about the guys on the ground executing every day. And it’s about our families.”
This perspective gives his growth strategy a deeper purpose. Expansion is not simply about entering new markets or adding new capabilities; it is about building an organisation resilient enough to create opportunities long after any one leader has moved on.
For Berry, the mission is clear: grow boldly, execute consistently and build a business that lasts. In an infrastructure industry where reliability is ultimately proven on the ground, his message is as practical as it is ambitious: the future belongs to those who can turn plans into progress.
