Meet Lauren Clark, CEO of Berguist Inc.

Describe your current role at your company. 

As the president and CEO of Bergquist, my role is to lead our team toward our company vision and support the development of our leadership team. 

How did you get your start in the propane industry? 

I’ve been in the propane industry for a long time. I started as a propane industry kid, going to state and national meetings with my parents (and grandparents) and hearing the propane talk around the dinner table. In college, I joined my parents at several Midwest Propane Gas Association meetings in Indianapolis and then at the [NPGA Southeastern] Expo while I lived in Georgia. While I was working for a third-party logistics company in late 2008, my dad asked me to join the Bergquist team. 

If you could change something in the industry, what would you change? 

I would change the classification of propane as a fossil fuel. Propane is a clean, efficient and highly practical energy solution, and we should be positioning it that way. If we shift the narrative and increase adoption, we have a real opportunity to make a meaningful impact for both our industry and the environment. 

What’s the most important lesson you have learned from a mentor/manager? 

The most important lesson I learned from a mentor is how to hear all the voices in a room. For me that often means being quiet. When leaders speak first, it can limit honest input. It also means observing, noticing who is talking and who else is quiet and asking questions that encourage everyone to participate. I focus on creating space for others, actively drawing out quieter voices and making sure every perspective is understood before aligning the team. 

What do you think would surprise someone about the job you do? 

I think it would surprise people to know how little day-to-day task work I do. In the years since becoming the president and CEO, I have shifted my role to strategic planning, thinking and supporting my team. The work is less about doing and more about creating clarity, alignment and momentum across the organization. 

What required the most training for your role? 

Developing a long-term, strategic mindset required the most training. Early on, it was easy to focus on day-to-day operations, but over time I’ve had to learn to step back, think ahead and make decisions that position the company for the future. 

What was your first job? 

Babysitting was my first job. I have always loved kids. When I was working on my first resume and preparing for interviews, I realized how much of the skills I gained from babysitting were transferrable to any job. It built confidence, accountability and a strong work ethic. I also learned early on the value of going beyond expectations — finding ways to make things easier for others without being asked. 

What’s the most important core value an employee/colleague can have? 

Integrity! Doing the right thing, even when it’s difficult, even when no one is watching. 

What are you reading? 

I just reread ‘The Let Them Theory’ and I am currently reading ‘The AI Driven Leader’ and ‘The Oz Principal.’ 

What are some of your hobbies? 

My hobbies are hosting casual hangouts as often as possible, lake time, crocheting, golfing and listening to audiobooks while cooking, cleaning and running my kids to all of their activities. 

Which historical figure would you most like to meet? 

I would choose Susan B. Anthony. I’ve always been inspired by her ability to bring people together to challenge the status quo and create lasting change, even in the face of significant resistance.