Robert Clark doesn’t back down from a challenge. At Universal Group, one of the nation’s largest traffic management companies, he took a 14-system maze and rebuilt it into one unified digital program that crews actually use. The payoff wasn’t just cleaner paperwork. It was a process that gleaned measurable results. Where Robert really shines is what he does with the data. When patterns popped up — like recurring backing collisions — he worked with crews to pilot practical fixes, and those incidents dropped by roughly half. That’s safety leadership changing behaviour in the field, not just tracking it. Voters also flagged his ability to “turn the org chart upside down” to get frontline feedback that doesn’t get stuck on a form. It shapes training, equipment decisions, and how work zones are set up. He can talk about weather, fatigue, and distracted drivers in a laydown yard, then translate the same realities into metrics and investments in the boardroom. The result is a living safety system that keeps learning — and helps Universal scale across Canada and into the U.S. without lowering the bar.