The promise of a better world seems beyond any one entity, and yet there’s an eternal optimism surrounding the idea that one person or company can make a difference. It’s not misplaced.

All over the world, ‘one’ entity is doing its part collectively. Change is the result and, given the number of companies that have dedicated themselves to bolstering such a shift, it’s tangible.

Inframark, with a vision to create ‘A Better World Together’, is focused on helping municipalities, communities and industries across the United States manage their water resources as effectively as possible. In a market that is around 80 percent managed by municipalities, Inframark leverages its specialized expertise and focus on sustainable infrastructures to provide efficient quality and safety outcomes for its clients.

“I am personally and professionally passionate about and committed to the essential work our team performs at Inframark,” CEO Steve Meininger tells The CEO Magazine.

“I started my career as a wastewater process engineer, and I came to really appreciate the opportunities provided by the practical application of engineering on treating wastewater and how that, along with the treatment of drinking water, can impact communities and the environment in a positive way.”

Meininger’s appointment as Inframark CEO in May 2023 has allowed him to direct his full attention – and the company’s considerable resources – toward a cause close to his heart.

The transition from hands-on engineer to senior leader has required a bit of a mind shift.

“I’ve had to transform how I work,” he confesses. “Early in my career it was very much rooted in the technical, but now I have to put the right people in the right places to engage at strategic points.

“That said, my technical background is valuable in my role as CEO. It enables me to understand issues that our operations team is managing and how to best support them and the communities we serve.”

Culture and mindset

Given his decades-long career in the industry, from entry-level engineer to an executive leader, Meininger considers himself a non-traditional CEO.

“I come at it from that servant-leadership mindset.”

Right from the start of his tenure with Inframark, he has prioritized shaping the company culture.

“I’ve learned in my career that you start with culture. You put people first and help employees feel valued, creating systems and processes to empower them and keep them safe. Positive financial performance is the outcome of having a caring, people-oriented environment,” he says.

“I had to ask myself, ‘What kind of company do people want to work for?’ We had to really delve into the kind of company we wanted to be. We’re over 40 years into our journey as a company and we’re continually evolving. We like to say we are on a ‘Quest for Excellence’ to take the company to the next level.”

Thanks to the considerable input gathered directly from employees, what emerged was a foundation of collaboration, leadership excellence, accountability and respect – all engaged in a quest for excellence.

“We want to be the best in the industry and an employer of choice; we don’t want mediocrity. And over the past 18 months, we’ve found a lot of people want to be a part of that kind of culture,” he says.

A growth year

As a result, there’s plenty of excitement around Inframark’s work, both internally and externally. In fact, 2024 was one of its biggest years yet.

“We’ve expanded our capabilities, intensified our focus on providing service excellence and increased our presence in the market,” Meininger says.

“We’ve grown organically with new clients that aren’t outsourced. We won many, if not most, of the big contracts we pursued. We’re finding that growth is the inevitable outcome of doing things well.”

That means expanding beyond Inframark’s core business of water infrastructure. Meininger’s engineering background has colored that growth.

“We’ve recently added an engineering company to the firm to support our water/wastewater operations,” he says. “We’re not looking to be an engineering company; we want to be a better water and wastewater operations company because of that capability.”

And also through the capability offered by key partners.

“This industry understands the value of positive environmental impact,” he says. “People are aligned around doing good. Yes, it’s a for-profit business, but people in the industry tend to care. That makes it easy to attract quality partners – both clients and employees.”

Sustainability is not an initiative for short-term gains. It’s a long game, and Meininger and the Inframark team understand the assignment.

“When thinking about water management, we’re often dealing with extreme situations. For instance, 40 percent of the United States is currently in drought,” he says.

“We have to provide resiliency, we have to make water available and also manage it when there’s too much. So our management and treatment strategies need to be made with consideration for today and the future in mind.

“Over six million people are impacted every day by our work, either through drinking water or wastewater. We understand the responsibility we have and we take great pride in what we do.”