The Entrepreneurial Journey: Building Multiple Successful Companies
Most business leaders consider themselves fortunate to build one successful company in a lifetime. Karl Studer has co-founded multiple ventures in the electrical infrastructure sector, each contributing to his evolution from tradesman to industry executive.
The entrepreneurial phase of his career began in earnest when he joined Probst Electric in 2007 as Vice President and co-founder. The company, initially focused on commercial electrical work in Utah, underwent dramatic expansion under the partnership between founder Redgie Probst and Studer. They pivoted toward high-voltage transmission projects, tackling increasingly complex contracts across western states including a major wind-farm transmission initiative in Wyoming.
This growth trajectory required more than technical expertise—it demanded strategic vision, client relationship management, and the ability to scale operations rapidly. Studer demonstrated these capabilities by building teams capable of executing large-scale utility projects while maintaining the safety and quality standards that would later define his career.
Around the same period, he co-founded Summit Line Construction, another electrical infrastructure contractor specializing in complex utility work. Managing multiple growing companies simultaneously might overwhelm many executives, but Studer’s approach emphasized assembling strong teams and empowering them to execute effectively. His leadership philosophy centered on giving capable people opportunities to excel rather than micromanaging operations.
The success of these ventures attracted attention from Quanta Services, a national specialty contractor consolidating regional firms. In 2013, both Probst Electric and Summit Line Construction were acquired, providing Studer with what he describes as a “large amount of cash” that fundamentally changed his financial situation. Having previously taken only a modest salary to reinvest in company growth, the acquisition represented a significant personal milestone.
Many founders exit after selling their companies, but Studer chose a different path. He stayed with the acquired entities, continuing to lead as President and CEO of the Probst Group. His decision reflected both personal fulfillment in the work and recognition that the teams he had built still needed his leadership.
Reflecting on this entrepreneurial journey, Studer has emphasized the importance of risk tolerance and trusting one’s instincts when opportunities arise. His experience demonstrates that operational excellence, team building, and authentic leadership create the foundation for successful ventures—lessons that continue to inform his executive role today.