To Our Shareholders,

As we gather for this year’s Annual Shareholders Meeting, we do so at an important point in Summit’s evolution.

Over the past several years, we have continued to grow our capabilities, expand our reach, strengthen our leadership structure, and invest in the systems, people, and processes necessary to build a stronger company. This progress has positioned us well for the future, but it has also reinforced something we have always known: growth requires us to keep evolving.

Our strategic plan provides a clear framework for that evolution through three priorities: Growth, Efficiency, and Culture. These priorities are interconnected and essential to how we manage the business.

Growth means continuing to strengthen our existing markets while remaining alert to the next client, service, geography, partnership, or opportunity that can move Summit forward. Efficiency means managing the business with discipline—understanding our financial performance, delivering projects well, making thoughtful investments, holding ourselves accountable, and continually improving how we work. Culture means building an organization where talented people want to be, where leadership is developed, where collaboration is expected, and where our people understand how their individual performance contributes to the success of the company.

As shareholders, each of us has a role in advancing those priorities.

Ownership carries both opportunity and responsibility. It requires us to show up, manage the business, lead by example, and think beyond our individual roles or departments. We must understand the business we own, make decisions with the long-term health of Summit in mind, and remain willing to take thoughtful risks when the right opportunities are in front of us.

Some of the decisions that have shaped Summit most significantly required us to take a chance—to enter a new market, build a new service, invest in people, pursue a large opportunity, or change the way we operated. Not every opportunity comes with certainty. Our responsibility is to evaluate risk thoughtfully, make informed decisions, and have the confidence to move when we believe an opportunity can create lasting value.

That mindset will remain critical as we move forward. We cannot become comfortable with where we are today. We must always be asking what is next—where our clients are going, what our communities need, where our expertise can create value, and how Summit can continue to differentiate itself in a changing marketplace.

This year, that evolution will also become visible through the introduction of our new brand.

Our new identity reflects both where Summit has been and where we are headed. It is a stronger, more modern expression of the company we have become while honoring the experience, relationships, and reputation that brought us here. The new mark represents forward movement and possibility. More importantly, it represents the confidence we have in Summit’s future.

The opportunities in front of us are not limited to a single market, service, or geography. We have built a company with diverse expertise, strong client relationships, talented people, and an ability to respond to changing needs. That creates tremendous opportunity—but only if we continue to recognize it, pursue it, and execute well.

Change will continue to be part of that journey.

Change is not a departure from who Summit is. It is part of how Summit has always grown. Our history is one of adaptation—expanding capabilities, entering new markets, building new teams, responding to our clients, and finding new ways to create value. We should expect the company of the future to continue evolving because standing still is not how we have reached this point, and it will not take us where we want to go next.

As a Board, we remain focused on building long-term value for our shareholders while creating meaningful opportunities for our employees and delivering exceptional results for our clients. We believe Summit has a strong foundation, a clear strategic direction, and significant opportunity ahead.

The next chapter will require all of us.

It will require curiosity about what is possible, discipline in how we operate, courage to pursue opportunities, and a continued commitment to the culture that connects our people and our companies.

We are proud of what has been built, excited about what our new brand represents, and even more excited about what remains ahead.

The opportunities are there. Our responsibility is to recognize them, pursue them, and continue building the Summit of the future.

With appreciation,