Leading electrical contractor, K2 Electric, is sparking innovation and industry excellence with lean manufacturing
Wired To Perform’, K2 Electric (K2) is the full-service electrical contractor powering Arizona. Proudly family owned and operated for over 20 years, the company is the state’s electrical solutions provider of choice, with three divisions specializing in large scale construction, fabrication and assembly, and facility services and maintenance.
K2’s journey began in 2003 when passionate entrepreneurs, Dean and Marna Kredit, founded the business following their impressive backgrounds in electrical contracting. When it was first established, K2 had just three employees but quickly grew over the course of the next five years, taking on larger and larger projects within the commercial and tenant improvement markets. As the years progressed, the company started working on million-dollar projects, but was forced to downsize in 2010 due to the impacts of the global financial crisis. Armed with tenacity and ambition, however, K2 prevailed, moving into light industrial and solar work in the latter part of the year – a strategic move that reignited its growth trajectory. The company then continued to grow, expanding further into solar and then into K-12 public education, facility services, data centers, and beyond. Revenue boomed, contracts multiplied, and the rest is history. 
Today, Jared Kredit, is leading K2 at the helm as President and CEO. The company now has over 200 employees across its three office locations in Tucson and Phoenix, boasting an annual revenue of nearly $70 million.
Building on the family legacy, Jared is leading K2 into its next chapter, spearheading its implementation of lean methodology processes found in manufacturing industries, which have been ongoing since 2023. In July 2025, Construction Today is joined by Jared, who shares insights into the company’s development, as well as how its core values translate into its project delivery and daily operations. He begins by providing an overview of K2’s lean methodology focus.
“The biggest investment we have made recently is in our lean journey,” Jared reveals. “Standardizing and documenting our processes, creating internal training and continuously assessing how we operate to reduce waste and increase efficiency, will all continue to be the key to our success going forward.
“Our prefabrication facility focused on the industry trends toward modularization, in particular, will continue to be significant for our business; because project schedules are becoming more challenging, skilled labor is in short supply and certain market sectors require that capability. As an organization, we believe that, to remain competitive in the future, this capability will be absolutely necessary. As electricians age out and we have less folks coming into the industry, we need to modularize and prefabricate to simplify and speed up the site installation work.”
Positive workplace
Set to further enhance its operational efficiencies, K2’s lean methodology initiatives will be rolled out across the company, particularly within its prefabrication division. The lean methodology will utilize one-piece flow production, which will promote easier, safer practices for employees whilst continuing to provide customers with the very best electrical solutions.
Such programs and initiatives, of course, all circle back to K2’s four core values, which are centered around fostering a positive and supportive workforce. “Our core values fully translate into our daily operations. First of all, ‘Safety Is Essential’. This one comes first for a reason. If we can’t do something safely, we stop right there. This is incredibly important across the organization, especially with our field craft team members,” Jared explains. “From our K2-34 awareness program to the continuous training of our dedicated safety team, prioritizing health and safety is not a task to accomplish, it’s a part of who we are.
“Next, ‘Perform To Be Preferred,” Jared continues. “We’re not the lowest priced option in the marketplace, and it’s something that we openly talk about internally. We constantly emphasize the importance of living out this value because, whilst there are plenty of other companies that deliver a similar service, our ability to deliver on time with high quality and rise to challenging projects is a distinguishing part of who we are.
“Genuine Relationships’ refers to how we interact with one another in a work environment; this can take many forms, and we believe that setting a high expectation is critical to success. We place a high priority on being respectful of our teammates, clients and vendors.
“Lastly, ‘Advancing Our Team’. We’re always looking for external opportunities to develop our team, and we’re continuously building internal training and development programs to ensure that our team know that K2 is a place that cares about their career development. The new training bays we’ve added to our warehouse, for example, are a great representation of our efforts to create opportunities for our team members to grow and develop. We’re always training team members through external apprenticeship programs, with hands-on experience, and internally to catch them up on the ‘K2 Way’ of site installations.”
Organic growth
Championing its robust values and commitment to electrical construction excellence, the future looks bright for K2 Electric. Despite present industry challenges, the company continues to thrive and prosper, impressing an increasing number of clients with its exceptional project delivery year on year. Looking to the years ahead, Jared affirms K2’s priorities for the future.
“The most important thing for me is that, in five years’ time, K2 Electric is still a great place to work, and that our current and future team members know that it is a place where they can be something bigger than themselves – a place that supports both their personal and professional development,” he concludes. “I hope to see our prefabrication facility continue to service our team whilst also having a branch service offering more akin to a manufacturing firm, selling products to end users or other installation services companies.
“Lastly, I hope to see continuous growth in headcount over the next five years so that we can continue to make an impact for our team members, old and new, and create more opportunities for promotional advancements, as well as access new project types that require a larger workforce,” Jared finishes.