Andre Moseley
Andre Moseley is the founder and President of AM NY Electric Corp, a New York–based electrical contractor built through steady growth and hands-on leadership. After more than sixteen years in the trade, Moseley established AM NY Electric in 2014 with a focus on disciplined execution, workforce reliability, and long-term sustainability. The firm works closely with IBEW Local 3, allowing it to scale responsibly while maintaining quality on complex jobs.
In this month’s 5 Questions interview, Moseley discusses how technology is reshaping electrical work, why union partnerships can be a growth advantage for small and MWBE contractors, and the leadership principles that have guided his company’s development.
BTEA: What first drew you into the electrical trade, and why did you always believe it was a smart long-term career choice?
Moseley: I was drawn to electricity very early on. When I was about six or seven years old, my grandfather was building his home, and I remember the electrician arriving on site. Everyone treated him like the most important person there. Nothing could move forward without him. I remember thinking, that’s the guy I want to be.
As I got older, that feeling stayed with me. Electricity is never going away. The source might change, whether it’s green energy or new technology, but every building needs power. Traffic lights need electricity. Hospitals need electricity. Data centers need electricity. Even AI and robotics need electricity to function. That made the trade feel stable and future-proof.
I spent over 16 years at Wamco Electric and worked my way up to lead foreman. At a certain point, I realized I was already carrying a lot of responsibility. That’s when I decided to get licensed. I started AM NY Electric in 2014 and grew it slowly from there.
BTEA: From your vantage point, what technological or industry trends are most reshaping electrical work and project delivery today?
Moseley: BIM has been one of the biggest changes I’ve seen. I worked on a BIM-coordinated project and it was one of the smoothest jobs I’ve ever been part of. Everything was planned in advance. You knew where conduit was going. You avoided conflicts before they happened. You weren’t tearing things out and redoing work.
On the field side, digital access has made a big difference. iPads, Procore, instant access to updated drawings. Years ago, you would wait days for revised plans to get printed and delivered. Now it’s immediate. That alone has improved productivity and coordination on jobsites.
BTEA: AM NY Electric works closely with union labor, including members of IBEW Local 3. How has that partnership improved workforce reliability, quality, and your ability to grow?
Moseley: One of the hardest parts of running a contracting business is finding skilled labor. Before joining the union, you are constantly hiring, firing, interviewing, and hoping people are qualified. It takes a lot of time and energy.
With the union, the labor is trained and available. If I need journeymen or someone with a specific skill set, I can make a call and get the manpower I need. That reliability is huge.
It also freed me up as a business owner. Instead of chasing labor, I can focus on finding work, managing projects, and growing the company responsibly. I keep a core group of about 15 electricians, and when workloads increase, I can scale without scrambling.
BTEA: You’ve spoken candidly about benefits, financial security, and long-term planning. How can we better encourage small MWBE contractors to become union contractors?
Moseley: A lot of small MWBE contractors see the union as intimidating. There’s a perception that union work is only for large companies doing massive jobs. That perception needs to change.
When I first sat down with my organizer, he broke it down simply. I was already paying prevailing wages. The difference is that instead of all the money going straight into someone’s pocket, part of it goes toward healthcare, pensions, annuities, and long-term security. It’s not more expensive. It’s just structured differently, and it’s better for workers over time.
We also need to be realistic about growth. Smaller contractors shouldn’t be given scopes they can’t finance or manage. Growth has to be structured. Mentorship helps. Phased scopes help. You can’t go from zero to one hundred overnight.
BTEA: Looking back, what leadership lesson has most shaped how you run AM NY Electric today?
Moseley: Honesty.
My grandparents raised me, and they always told me that if you tell the truth today, twenty years from now it will still be the truth. If you lie today, you won’t remember it later, and it will catch up to you.
I run my business that way. I’m honest with myself about what I can handle. I’m honest with clients. I’m honest with my workers. That honesty builds trust, and trust is what allows a company to grow the right way.