BEHIND the customer-focused innovations at Jamaica Public Service Company (JPS) is a team of professionals powered by integrity, purpose and service. Among them is Le-Var Allen, a changemaker whose leadership is as grounded as it is visionary. Over the past 29 years, Allen has risen from a student on work experience to one of JPS’s most respected divisional leaders, overseeing customer service operations across Portland, St Mary, Trelawny, and St Ann. However,
defining him solely by his title would not do justice to the depth of his journey — a path built on humility, relentless self-improvement, and unwavering dedication to serving people.

Allen’s story begins in the humble surroundings of his youth, where he was influenced by parents who toiled with perseverance and grit, nurturing him to be modest and appreciate life’s simple gifts.

“I wasn’t privileged to have everything,” he reflects. “Many times, I’d come home, and there’d be no electricity, so I can empathise with customers who may not have power and need assistance.”

These early experiences not only shaped his compassion but also his leadership perspective. He joined JPS through a community college work experience programme, where he was encouraged by his programme coordinator to approach every task with excellence, to stay back when others left, and to make himself useful even after hours.

This advice had resonated with him over the years, “always do it quickly, accurately and efficiently,” he remembered. Therefore, when the company needed assistance digitising customer records during a major technological transition, Allen volunteered confidently. His computer skills, honed in the college lab, made him an asset. That simple act of initiative earned him a permanent position.

“I said yes,” he recalls, despite being a full-time student at the time.

The then manager saw potential and crafted a customised schedule that allowed Allen to work and study simultaneously — a gesture that would set the tone for Allen’s philosophy of empowering others.

His evolution from cashier to area manager wasn’t without challenges. “I was super rough,” he admits candidly. “Most of the people I led were older. I didn’t know how to lead.”

Nevertheless, what sets Allen apart is his approach to growth. Early in his management career, JPS enrolled him in a leadership development programme that included a 360-degree review. This defining moment exposed the stark difference between how he saw himself and how others perceived him.

“It was brutal,” he says. “But I had to let go of my ego and listen to my team.” Instead of retreating, Allen developed a personal improvement plan according to the feedback. The result was a transformative shift from being task-oriented to becoming people-oriented. Today, he routinely asks his team, “How am I doing? How am I showing up for you?” and makes deliberate changes based on their responses. He embodies the idea that exceptional leadership is not static; it’s iterative. It may sometimes feel uncomfortable, but the journey is enriching.

A proud St Thomas native, Allen’s rural roots remain central to who he is today, fuelling his determination to meet customers where they are and understand their concerns. “JPS is not an urban company,” he says. “We serve customers across the entire island.”

Allen recognised that many rural customers were spending thousands of dollars to reach JPS offices, meaning a subset, those unable to make the journey, were being left behind. In response, he launched the concept of mobile offices in 2015, bringing the service directly into communities through partnerships with churches and local community groups.

This initiative has done more than reduce travel costs; it has restored trust and a sense of commitment. “When we show up, customers are relieved — almost in disbelief that we care enough to come,” he says. He shares his number at town halls and church functions, inviting customers to call him directly. “Once they see you’re serious and follow through, the relationship changes,” he says. “Trust is built on consistency and presence.”

Another core aspect of Allen’s work is ensuring that customers in his area are equipped to use the company’s digital platforms with confidence and ease. While he is a passionate advocate for digital transformation, he’s under no illusion about the challenges.

“You have to become an indirect teacher,” he explains. Many of his rural customers lack access to smartphones, e-mail addresses, or even basic digital literacy. But that hasn’t deterred him. His approach is layered: train the staff, empower them with tools, create teachable moments for customers, and never underestimate the importance of face-to-face interaction.

Allen’s personal routine is as disciplined as his leadership style. His day begins at 5:00 am with prayer, meditation, and an affirmation session before work. It concludes with his gym session from 5:30 to 7:30 pm — a ritual of self-preservation that, he says, is non-negotiable. “You can’t pour from an empty cup,” he states. Whether juggling operational logistics, digital roll-outs, or community visits, he is energised by structure, purpose, and spiritual grounding.

His values are uncompromising: integrity, consistency, and accountability. “If I say I’m going to do something, I do it. You can’t expect your team to operate at 100 per cent if you’re at 40 per cent.” He leads by example, arriving early, holding high standards, and believing in the dignity of work.

Allen is also steadfast regarding the legacy he wants to leave behind, not just as a leader but as a catalyst.

“Don’t settle for what people say you are,” he urges. “Settle for what you know you can become.”

From a youth who wore his father’s shirt and school pants to special school day events because he couldn’t afford jeans to a senior leader driving national service initiatives, Allen’s life embodies the mantra: circumstances are not destiny.

He pushes his team and may come across as sometimes tough, but always with the best intentions because he sees potential in them, just as others once saw in him.

“My legacy is to push people to be their best,” he says. “And to be the enabler for those who want to achieve more.”

With the same uplifting mindset, Allen offers this advice to young professionals: “Be inquisitive. Learn everything you can. Don’t be afraid to be the odd one out. There are no shortcuts, just dedication, consistency, and courage.”