Founded in 1985, Helix Electric is an award-winning electrical contractor and industry leader, with expertise in nearly every field of construction. Helix Electric, LLC represents the company’s operations in Nevada and Utah, encompassing offices in Las Vegas, Reno and Salt Lake City and is led by President and CEO Victor Fuchs. The Nevada division was originally established in 2001, with the Salt Lake City office marking the company’s continued regional expansion in 2019.
Victor Fuchs’ journey to becoming president of one of the nation’s premier electrical contracting firms is anything but traditional. In fact, his original career ambitions had nothing to do with construction — they began in medicine, on a path that nearly led him to become a dentist. It was a pivotal conversation with his mother, and a realization that fulfillment matters more than certainty, that ultimately set him on a different course.
From dental school to helping grow a $400 million contracting business, Fuchs’ story is rooted in hard work, adaptability and an unwavering commitment to people.
When and why did you decide to go into the construction industry?
That’s actually an interesting question because I didn’t set out to do this at all. I graduated with a degree in biochemistry and was on a pre-med track. I was even accepted into one of the top dental schools in the country and had started down that path.
Construction was always around me, though. Helix is a family business founded by my uncle, and I worked for him frequently while growing up. Coming from the former Soviet Union with very little, I always worked during school breaks — spring break, summer, whenever I could — to earn some spending money. That exposure gave me a glimpse into the industry, but it wasn’t my plan.
After a year in dental school, I took some time to reflect and realized it wasn’t what I truly wanted. I was doing well academically, but I knew it wasn’t where my passion or long-term fulfillment would come from. I had a conversation with my mom, who encouraged me to follow my own path. That was my turning point. I reached out to my uncle and asked if I could come work for him and learn the business.
When I joined Helix in 1987, I knew very little about electrical work beyond basic labor tasks. I started from the ground up, learning everything I could. That decision changed the trajectory of my life.
What led you to focus on electrical work, and what keeps you passionate about it?
At first, it wasn’t necessarily about electrical work specifically — it was about building something meaningful. But over time, I became deeply engaged in the business and the opportunities it offered.
What keeps me passionate today is simple; it’s our people.
We have about 1,200 employees, and I genuinely feel personally responsible for them and their families. That might sound like a lot, but that sense of responsibility drives me every day. I want to make sure our people have stable jobs, feel valued and don’t have to live with the constant fear of layoffs.
Our philosophy has always been that if you take care of your people, they will take care of your business, and success will follow. That’s not just something we say — it’s how we operate.
We focus on creating a strong backlog of work, offering great benefits and building a culture where employees know their work matters. That people-first mindset is what differentiates us — especially in markets like Utah, where families depend on consistent, reliable work.
Can you share a little about your path to becoming president of Helix Electric?
When I joined the company, I started in the office and worked my way up. My uncle was a very demanding mentor — he came from a tough background, and he expected a lot. It was a “school of hard knocks,” but it shaped me.
I focused on learning the business inside and out. One of the first things I did was start a private negotiated work division that didn’t exist before. Within a few years, we built it into a profitable and growing arm of the company.
Then came expansion. I started pursuing work in Las Vegas — cold calling, knocking on doors, doing whatever it took to get our name in front of the right people. Those efforts paid off. Within a short time, Helix landed several major projects, including a large mall and a million-square-foot distribution facility, which quickly gave us a meaningful presence in the market.
At one point, we had 60-70 employees in Las Vegas, and my uncle asked me to relocate and open an office there. I was 32 at the time, with a young family to think about. It was a big decision, but my wife agreed it was a leap of faith worth taking. Relocating was a pivotal moment — not just for my career, but also for the future of the company.
From there, we continued expanding into new markets like Reno and Salt Lake City, always with the same focus on people and culture.
What accomplishments are you most proud of?
There are many milestones, but what I’m most proud of is the team we’ve built.
As Soviet immigrants, we came to this country with nothing, and today we’re running a $400 million organization — but the achievement isn’t the number. It’s the people behind it.
I always call it “our company,” not “this company,” because language matters. When people feel ownership, they think differently about the work and the role they play in it.
Creating that kind of environment, where people are engaged, motivated and aligned with the vision, is something I’m incredibly proud of. It didn’t happen overnight, but it’s the foundation of everything we’ve achieved.
I’m also proud of how much we invest in our employees’ futures at Helix. Apprenticeship programs and ongoing education are essential in this industry, and our internal education program, Helix University, provides continuous training and professional development for our people at every stage of their careers.
It’s a tangible way we reinforce our belief that learning never stops — and that investing in people is investing in the company’s future.
What is the biggest lesson you have learned as a leader?
The biggest lesson I’ve learned is to lead with humility and vulnerability.
Early in my career, I thought leadership meant projecting authority — reminding people who you are and what your title is. But over time, I realized that’s counterproductive. Real leadership is about earning trust and creating space for others to speak honestly.
Now, I lead by being part of the team. I make mistakes like everyone else, and when I do, I own them. Honesty like that ultimately earns you more respect, not less.
You also have to be open to feedback and willing to listen. If people are afraid to speak up because you react poorly to criticism, you’ll never improve.
Leadership isn’t about having all the answers — it’s about creating an environment where people feel comfortable contributing and growing.
What advice would you give someone just starting out in construction?
First and foremost: work hard. There’s no substitute for it.
If you want to grow and excel in this industry, it’s more than a 40-hour-per-week job. You have to be willing to put in the time, learn constantly and stay ahead. The pace of change today — especially with technology — is faster than ever.
You also need to stay humble. Ask questions. Learn from others. Arrogance will hold you back more than anything.
I often think of it like a race. Just because you’re ahead today doesn’t mean you’ll stay there. Someone is always working to catch up, so you have to keep pushing yourself to improve.
And don’t get comfortable. Success can disappear quickly if you stop paying attention.
How has ABC Utah been part of your journey and Helix Electric’s story?
ABC has been incredibly important to us, both locally and nationally.
Personally, I’ve been involved with ABC for many years, including serving on boards in different regions. When we entered the Utah market, joining ABC was one of our first priorities.
At a national level, ABC represents merit shop contractors and advocates for policies that allow companies like ours to compete fairly on every level. That’s critical because legislation can have a huge impact on our ability to do business.
ABC provides networking opportunities, industry recognition and a platform for advocating merit-based construction. We’ve been fortunate to receive multiple awards through ABC, including national recognition, which reflects the hard work of our team.
Beyond advocacy, ABC’s emphasis on training, education and workforce development closely aligns with our values at Helix. Ultimately, ABC helps strengthen the entire industry, and we’re proud to be an active part of it.
Final Thoughts
Victor Fuchs’ journey is a testament to the power of adaptability, leadership and people-first thinking. From an unexpected career shift to leading a major organization, his story reflects, time and again, a simple yet powerful philosophy: Take care of people, and success will follow.
As Helix Electric continues to grow, that philosophy remains at the core — guiding decisions, shaping culture and driving the company forward.
