In 2025, Nick Scroggs—co-owner of Scroggs Construction Services—served as president of the Builders Association of the Blue Ridge Mountains (BABRM). Nick’s term coincided with a period of significant challenge and opportunity for the association, shaped by Hurricane Helene, expanded advocacy efforts, and ongoing work to strengthen member engagement and internal structure. With his presidency now concluded, Nick reflects on what the experience revealed about leadership, collaboration, and the importance of a strong, connected building community.
Q: Why did you take on the role of BABRM president?
Nick: The association has done a lot for me over the years. I’ve built relationships, found trusted partners and trades, and grown my organization through that network. Serving as president felt like a good way to give back to the people and the association that supported me.
Q: What surprised you most about stepping into the presidency?
Nick: I’d never led a board before, and what surprised me most was realizing that leadership—especially at the board level—is more about momentum than direction. You can set direction, establish structure, and clarify goals, but the president’s role is really about nudging people forward and keeping them focused on the association’s priorities.
Q: How did the association respond in the aftermath of Hurricane Helene?
Nick: After Hurricane Helene, our staff and association volunteers quickly formed the Disaster Recovery Task Force, bringing together people from construction, government, healthcare, and nonprofit sectors to tackle urgent challenges. BABRM also hosted free housing recovery forums in Buncombe, Henderson, and Transylvania counties and personally reached out to nearly 1,000 members to check in and offer support. Plus, we helped connect two of our most deeply impacted members with national disaster relief grants as they began rebuilding. Seeing how quickly everyone came together was genuinely inspiring, and it was meaningful to later see that work recognized by the National Association of Home Builders.
Q: How do you feel the association evolved during your term?
Nick: I think the association became more aligned, more structured, and more forward-facing during my term. We strengthened our committee structure and ended the year with clearer goals, which I believe will benefit the association long-term.
I also think we became more visible across the state—not just because of the hurricane, but because of the advocacy efforts we made throughout the year. Those efforts helped position the association as more present in the community than it has been in the past.
Q: How do you see the association’s role evolving over the next three to five years?
Nick: I see the association becoming more involved in advocacy—working more closely with local governments and officials on solutions that support our industry. That’s always been part of the mission, but I think it will become an even stronger focus in the coming years.
I also think education and workforce development will be critical. We’re starting to see younger generations recognize that jobs in the trades are profitable and worthwhile, and I believe the association will play a key role in training the next generation of builders, tradespeople, and vendors.
Q: What did your experience as president reveal about the building community in Western North Carolina?
Nick: It reinforced what I already believed—that our industry is very relational. If you’re not part of the association, you’re missing out on a community of people who can support you through difficult times. The hurricane showed how quickly members can rally to help one another, and that kind of support doesn’t happen if you’re not part of something like this.
Q: What advice would you offer to the incoming president?
Nick: We have strong staff, and they’re incredibly capable. It’s important to rely on them, because while board roles are temporary, the staff is there year after year. They have a lot of institutional knowledge and insight to share, so leaning on them is critical.
