Located in Minden, Ontario, Quantum Passivhaus prides itself on its prefabricated panels and energy-efficient building design, with construction techniques to help accelerate the North American construction industry’s shift to net-zero building standards.

The company was founded in 2017 by President and CEO, Abby Xerri, and his wife, Angie Horner, Vice President and COO, and the couple’s commitment to sustainability and innovation has created a client-focused company built on empowering people through a collaborative culture that is strategic, hands-on, and deeply invested in making “green” building accessible.

“They make a really good team,” says Eddie Faria, Head of Marketing. “Together they’re a good synergy of people.”

Xerri’s extensive construction background coupled with Horner’s passion for sustainability resulted in embracing Passive House construction as the way forward. “It was a good marriage of both their skills,” adds Faria. “They’re big on the Passive House principles, energy savings, and building in a way that’s future thinking, while also seeing the pitfalls of traditional construction methods.” With rising energy costs and the onset of tighter constraints and building codes—along with keeping in mind Canada’s 2030 net-zero goals—this was the perfect venture to tackle, he says.

Quantum Passivhaus analyzes construction needs at its factory in Minden, where it builds panelized walls that meet the absolute highest criteria of energy sustainability achievable in the world at two different levels: net-zero ready and above, and Passive House, the absolute best. “Three of our panels are Passive House certified, and in terms of sustainability, we’re not only focused on energy conservation, but also just green building in general,” says Faria.

Because Quantum can build panels in a factory and ship them to the site, there is far less site waste compared with conventional construction, allowing the company to construct on even rural sites with a minimal environmental footprint. “We’re really conscious of not disturbing the surrounding environment in a build site,” says Faria. “A lot of our clients appreciate that.”

In fact, much of the decision-making in terms of going with a Passive House stems from conscientious clients who don’t want to disturb the natural environment, and Quantum is able to mitigate that impact, a huge bonus in terms of energy costs. While perhaps not as noticeable—yet—in larger cities where natural gas is affordable, in rural communities, fuel sources can be much more prohibitive.

“Passive House just makes sense in terms of where the future is going, because the building envelopes are so airtight and well insulated that even a home up north loses very little heat,” Faria says. “The systems required to heat it are so minimal and highly efficient, there’s very little energy waste.”

Quantum, he adds, is focused on conserving as much energy as possible in the building envelope. Panels built in the factory are precision-engineered, whereas stick building adds to the framing time and risks exposing the building envelope to the elements for weeks or months on end. “Ours are precision-engineered and thoroughly tested before they go on to the site and are installed. Additionally, Quantum panels have minimal embodied carbon in them.”

While a Passive House purchase seems a natural—and smart—choice these days, education of both builders and the general public remains challenging in terms of cost, affordability, and benefits, both now and for the future. “It’s not really widely well-known yet. There’s still a lot of education that needs to happen in this space,” Faria says. “People hear Passive House and think it’s very expensive and only for people who have a lot of money. That’s just not the case, especially with panelized construction.” Quantum can assemble on site within a three- to seven-day span, which reduces costs and trade coordination in erecting the building envelope, making projects on par with standard construction.

“People don’t know enough about it, and some traditional builders are wary of it because it’s a completely different building methodology,” Faria says. “You have to think about airtightness first and getting a tight building envelope; that’s the priority. With all the techniques that come along with that, for traditional builders, there’s a bit of intimidation in terms of the learning curve and how to properly install Passive House.”

However, interest is rising as building codes keep tightening and energy costs go up, he adds, with more conversation now around energy efficiency and green building. And whenever Quantum does work with interested builders, the company trains them on site in how to properly install the building envelope.

“Expansion is definitely on the horizon,” Faria says of Quantum’s capabilities. “It’s a very exciting time for this because we’re seeing an increased interest, so it’s forced us to grow as a company pretty rapidly.”

Interest and education, of course, start with Quantum’s employees themselves, and how quickly they realize the benefits and advantages of Passive House building. “I learned as I worked here, and the light bulb came on. When I build my house, I’m definitely going to build this way. You get excited about it because you start seeing that this is a really high-quality product. They’re onto something here, especially on the panelized side of things and the speed and the efficiency at which construction happens. It’s really game-changing.”

Quantum’s panels comprise a floor, wall, and roof system, with all components built right in its factory, precision-engineered to a certain thickness that meets Passive House standards. Top quality material in terms of airtight layers and the membranes used ensures that moisture passes through the wall efficiently.

“The best way I can describe it is like Lego® pieces,” Faria says. “We build the pieces in the factory, and then we assemble a building on site using a crane so it goes together very quickly, again, because it’s essentially built in a factory beforehand.”

That being said, there is an extensive plan made out well ahead of time, he stresses. “This is a very technical field. There’s a lot of science and math that goes into everything we do compared to a normal code-minimum home. It’s very precise in terms of the calculations that go into a highly energy-efficient home.”

But the results are nothing short of amazing, he adds, with a focus on the end user’s comfort and overall experience. “A lot of what we’re hearing is the comfort aspect,” he says. “When you walk into one of these homes, you immediately feel a sense of deep peace because of how quiet it is, how much external noise is eliminated because of the quality of the insulation. A lot of our homeowners say that, when they have guests over, people sleep really peacefully.”

The air quality, he adds, is exceptional. “You get really high oxygen content, so you just feel good in the house—you’re able to concentrate longer and it’s dust-free. I’ve walked into four different homes, and the experience was immediately the same in every single one of the homes.” Every room is consistent in temperature and comfort, with no temperature swings and a “substantially” lower monthly energy bill owing to the combination of all Passive House principles.

“Owners are really impressed with how efficient the home is in terms of costs. We had a giant ice storm last year that knocked out the power in our area for about five or six days, and people were scrambling for generators; their homes were immediately cold. But in Passive Homes, people lost maybe three degrees over the course of six days.”

As time goes on, people will realize we’re all going to need these at one point and that they make the most sense, he adds. “That’s why it’s exciting to be in this field, because we can see the trajectory going in that direction as energy costs rise and code tightens.”

Faria—and the entire Quantum staff—works by the philosophy of CEO Abby Xerri, he adds, which is, ‘Everybody should have this.’ “At Quantum, we want everyone to have these homes. It’s not an elite-tier thing that only a certain demographic can afford,” he stresses. “Our goal is to make this available for everybody, and that’s why we also focus on those sustainable developments and affordable housing.”

The company also partners with and works closely with NRCan, with many of its panels going through rigorous testing in their envelope testing facilities. “They test how long our panels can sustain the wind and rain. They have facilities to do that,” Faria explains. “We work really closely with the government to develop the best possible product we can to help meet those energy goals in the future and rising energy goals in Canada.”

And it is the company’s panelized applications that help make its Passive Houses as accessible as possible, Faria stresses. “Not a lot of people know about the panelized approach and how it can save money down the road,” he says. “If you’re building a home you’re going to potentially stay in for the rest of your life, why not look at Passive House, which is the highest building standard in the world in terms of energy efficiency, and do it right? As energy costs rise, build a house that’s actually going to help you out in the future.”

The post Going Green for Good: Passive Housing Made Manageable<p class="company">Quantum Passivhaus</p> appeared first on Construction In Focus.

“One of the things we’ve kept consistent through the different ownerships of Bercum, and even more so for us now, is quality over quantity,” says owner Bruce Young, who, after serving as both Site Supervisor and Construction Manager, purchased the company in 2022. “We’re not a high-volume builder; we’re very particular about our quality, and we attract clients looking for high-quality projects.”

Building a team with an impressive skill set to handle high-quality materials is vital for this approach and has proven invaluable. “We’ve been in business for so many years because of keeping the attention to detail,” says Young.

Allowing clients their privacy is imperative but can be challenging when it comes to advertising finished products, he adds. But it’s not about the Bercum brand; it’s about building for clients, such as NHL players relocating or retiring to the Okanagan; lawyers, doctors, business owners, and executives, some of whom are building second and third homes; or retirees moving into the Okanagan from different parts of Canada or the world.

“The Okanagan is quite a playground for those who like to be outdoors in the winter when we have good snow, mountain biking, hiking, or visiting wineries,” says Young.

When asked about the company’s advertising model, he says he doesn’t really have one, and that word of mouth has created a loyal customer base that gives Bercum what it needs to thrive exactly where it is. “We’re doing four houses every two to three years, and some renovations in between. But for the most part, we’re not looking to expand. Our clients expect a certain level of service. It’s very difficult to provide that service on a high-volume production building.”

At the moment, Bercum comprises Young and his wife, who own the company, and a staff of nine. “We work together, it’s manageable, and I can still have a life,” he shares.

Working with leading professionals, consultants, envelope engineers, and structural engineers has created a collaborative approach that also enhances education, especially as building codes continually change in Canada. “I’ve learned over the years that we’re continual learners,” says Young. “We look to improve on every project. One of our mottos is we’re never satisfied. We learn something on every project, and then we implement that into upcoming projects.”

Sustainability is another point of pride for the company, particularly when building amidst nature. As Bercum is often working on lakefront properties, the team takes great care to protect the water.

“Almost everybody on the team either mountain bikes or skis or likes to be out in nature,” Young says. “We build a lot of lakefront properties or mountain properties, and we are invested in them enduring for generations.”

This means providing, whenever possible, renewable energy—with the easiest being solar panels—but also harvesting rainwater and greywater out of the house, recycling it, and using it for irrigation and fire suppression. “Fire has always been an issue for us out here,” says Young. One particular project involved burying two large cisterns to collect water year-round and store it for use in both outdoor irrigation and supplemental city water to fight potential fires.

The company is also a net-zero builder and strives to provide those qualities whenever possible. “Our biggest attribute is we try to build really efficient homes,” Young says. Even in non-certified net-zero homes, there are still excellent insulation values.

“We love to be sustainable, but one of the things that gets a bit lost is that we can build a really efficient home now more than ever, and it doesn’t need to be done with renewable resources per se. If we use fewer resources, like less gas and less electricity, it’s actually much better for the environment.”

Bringing in employees who feel just as passionately about these attributes is a mainstay for Bercum, and one that has kept the company flourishing. “We’ve really tried to adopt a culture where people feel valued, and we’ve been able to retain our staff after we bought the company.”

Maintaining a positive culture includes getting together outside of work for ski days, mountain bike days, or winery days, along with a “pretty fabulous” Christmas party every year. “We really value our staff,” stresses Young. “We all live in the Okanagan because we want to live here, and we enjoy it. We value family time, so we don’t work weekends, and that’s non-negotiable with our clients.”

For Young, having a healthy staff and a healthy life is more valuable than being solely driven by the dollar, which only serves to burn people out. It’s an approach that calls for supporting staff as much as possible, whether that’s providing parental leave, supporting career growth, or encouraging clubs and teams; it’s all about creating a place where people want to be. “Work is hard enough, and I think this creates a sense of community,” he says. “I’m really proud of that. I was a cabinet maker, I’ve worked in the industry my whole life, and I’ve worked for some challenging people. I expect a lot of our staff, but I don’t do it in a way that’s demeaning. I always want to bring them up to the best of their ability.”

On every project that reaches the rough-in stage, all of Bercum’s staff participate in a walkthrough to share their thoughts and observations, fostering ideas from different perspectives and helping to create an ongoing collaborative environment.

Bercum is also fully committed to building to the client’s wishes. With homes ranging in size from 3,500 square feet to 11,000 square feet, there is certainly a wide variety, but most have a view of either mountains or lakes. Everybody wants large windows or sliding wall panels, and making those homes efficient is a unique challenge that Bercum is always up for.

“We’re legitimately a custom home builder,” Young says. “Our client comes to us with drawings already done, or with no drawings and we help them find an architect or house designer. For us, it really doesn’t matter what the design is; we don’t have a preference. We enjoy building all styles.”

Some of the biggest challenges the company has faced recently include building and coordinating complex homes with multiple challenges; working on building sites with steep slopes and bedrock; making expansive homes, with many large windows and sliding doors, as energy-efficient as possible; working with out-of-town clients; changing codes and requirements for home building in BC; building homes with unique elements such as rammed earth and gabion basket exterior walls with unique cladding materials; and the development of green roof systems within the workable parameters of the envelope. “We build a lot of lakefront properties that are on steep slopes, so we’re dealing with bedrock and challenging sites. We are working with a product called rammed earth, a natural building material made by mixing soil and cement powder and using a pneumatic rammer to compact the materials; this has been invaluable in the building process.”

As Bercum looks to the future, the company aims to continue doing what it does best, which means meeting and exceeding clients’ expectations; streamlining its process from the initial client meeting to the occupancy and turnover of clients’ homes; deepening relationships with trade partners; continuing to improve the culture; and developing strategies to ensure clear project parameters for each stakeholder from tender through to completion.

“What’s really important to me is continuing to meet and exceed our clients’ expectations,” Young stresses. “That’s a mainstay of the Bercum model. Our clients often ask us to do challenging things, so we take the time to figure it out.” Clear lines of communication from the office to the site to the client are made possible by Bercum’s taking on only a few projects at a time, affording the opportunity to provide every client with the care and attention they deserve.

Bercum’s clients hold the company to a high standard, and 99 percent of the time, their expectations are met. Young says it’s about doing your part, reading people quickly, and understanding what they want. “We’re the facilitator of building our clients’ dreams, but it’s our trades and suppliers that really do the heavy lifting of the project,” says Young. “It’s collaborative.”

It’s not all about Bercum, he adds; it’s about meeting clients’ expectations and ensuring the finished product is ideal, all while maintaining a company culture that matches the Bercum model. “That’s really important to me. Work takes up a lot of your life. We all have bad days, but if every day is a bad day, you should find something else to do.”

The post Quality Over Quantity: Building Better Homes in BC<p class="company">Bercum Builders</p> appeared first on Construction In Focus.

Sustainability remains at the forefront of its daily operations. “Wood is the only significant construction material that is both natural and renewable,” says CEO Shawn Hicks, who, with partner COO Dan Dunkley, strives to ensure the company’s green message is upheld throughout all of its operations. “Our business can demonstrate the chain of custody from forest to customer, and our main suppliers hold certification from the FSC,” he says.

Buying from FSC-certified forests that use the world’s best management practices allows for the protection of wildlife while ensuring reforestation of the land after harvest to help supply lumber for generations to come.

“Trees and lumber utilization are a huge part of the carbon cycle story,” Hicks tells us. “CPS buys salvaged lumber from the lumber mills—essentially leftover materials from the construction industry. We cut out the bad portions, areas where the lumber didn’t make construction grade, and upgrade the rest in shorter lengths to make our customer quality products.” CPS then shreds the waste and sells it to the farming community for animal bedding, and in turn, the chicken farmers sell their waste to mushroom farms to fully ensure the utilization of the lowest quality of lumber from the sawmills.

As for the company’s pallets and crates, they yield a net 1.1 pounds of carbon trapped per board foot of lumber sold up to 1,000 miles from its factories.

“We have the greenest packaging product available, and we fully utilize every piece of material,” explains Hicks. “For our waste outside of lumber, we send near zero waste to landfill—one 40-yard bin per month.”

CPS also prides itself on its excellent relationships, both with its 500 employees and its numerous clients, who are treated like members of the CPS family and viewed as partners. “One of the cornerstones of CPS is our vendors,” Hicks stresses. “We couldn’t do what we do without them. For 40 years, the key area of our success has been taking care of suppliers well.”

This means paying on time, taking discounts if offered, and ensuring the company is the lumber mills’ first choice to sell to. Rail siding is key here, as CPS can accept lumber directly from the mill to its yards in both Cobourg and Martin, Tennessee. Boasting industrial-grade materials, CPS is the only customer of most mills with direct access to receive lumber by rail. “We work very hard to be the first-choice customer for our supply base,” Hicks says.

Another vital aspect of the company’s ongoing success is its dedication to automated operations, with its cut line being state-of-the-art and a key differentiator between CPS and its competition, resulting in the lowest cost of material ready for final assembly. “Our ongoing investment includes a $3 million assembly machine due to arrive in June of this year,” adds Hicks.

Utilizing new technology such as machine/robotic pallet assembly lines and high-volume output using industrial-grade automation—alongside new staff working on AI adaptation and implementation in the office and on the production floor—results in standardized quality across pallet and crate construction, and ensures CPS’s position at the top of the industry.

Sustainability also means addressing the company’s own carbon footprint. “Due to the cost of electricity in Ontario for many years now, our procurement team is always looking for ways to reduce energy costs across all locations,” says Hicks. “Our forklifts have been converted from propane to electric on 75 percent of our fleet, along with a 1.305 GWH annual solar panel system installed in Cobourg.” Renovations of CPS offices have also allowed the company to upgrade to efficient heat pumps as well as improved Insulation R-values, he adds.

This ongoing commitment to environmentalism and sustainability stems from an understanding of environmental, social, and corporate governance (ESG), a strategic framework for identifying, evaluating, and addressing organizational goals and activities, a company’s carbon footprint and sustainability commitment, workplace culture, diversity and inclusion commitment, and overall ethos regarding corporate risks and practices. This organizational concept has grown in significance, particularly for socially conscious investors who wish to put money into businesses that share these same values.

The three main pillars of ESG include environmental commitment, which covers all aspects of a business’s dedication to sustainability and its effects on the environment, such as waste, energy use, carbon emissions and footprint, and environmental responsibility; social commitment, meaning the internal working culture of an organization, employee retention, diversity, satisfaction, and health and safety; and corporate governance, which includes compliance, internal corporate culture, pay ratios, business ethos, and leadership responsibility and openness as part of a corporation’s commitment to corporate governance. Companies acknowledging a dedication to justice and equality in the workplace and the ability to adapt to changing laws and regulations are always of interest to investors, according to CIO.com.

As the effects of climate change worsen, companies’ environmental initiatives will only become more crucial, and it is anticipated that businesses that use resources such as water, coal, oil, and power more wisely will do better in the future when those resources become scarce in some places. Additionally, a firm dedication to appropriate governance and compliance will be essential for maintaining a business’s operations as more rules and regulations pertaining to technology, most notably General Data Protection Regulation (GDPR), come into effect.

CPS’s commitment to sustainability and forest stewardship (the company also offers pallet recycle programs and repair programs) are just a few aspects that help set it apart, along with its rail siding on site, which lowers the cost of inbound materials, and state-of-the-art operations that allow staff to fully cut, resaw, notch, and stack over a railcar of lumber per shift.

“Our assembly lines are the best in the world and procured from all over the world,” adds Hicks. “This results in customers placing an order and then not worrying about it because we deliver on time, every time, at a consistent quality that our customers expect.”

Recent challenges for the company have included lumber and duty prices, which are “very much” top of mind in all of the lumber industry right now; duties and tariffs went up to 45 percent last August, and at the time, lumber costs in the U.S. were very low. “It was an easy pivot to just buy U.S. material in the U.S. and Canadian material in Canada,” Hicks shares. “At the moment, the U.S. material costs are rising so fast that they’re ahead of the cost of the Canadian material, and it’s causing a lot of pivots.”

The marketplace in general is being heavily impacted by tariffs, but CPS has operations and assets on both sides of the border, providing the company with a buffer that helps protect its clients as well, remaining “very well equipped” to supply customers regardless of tariffs.

Looking forward, CPS’s commitment to the utilization of all materials will remain at the forefront. “We’re literally selling $50,000 a month in animal bedding waste, where many companies are just giving that away or paying to get rid of it,” Hicks explains. “We have an asset there that we’re utilizing, but it’s really just the automation. The railcar access and the automation give us the lowest cost of material ready for assembly versus every competitor in North America. That puts our customers in a good position from a cost perspective, but also puts us in a pole position on being able to compete.”

In terms of retaining customers, CPS offers several customized programs, such as looking at clients’ schedules and plans and supplying their needs proactively. “For our largest two customers, we operate in a replenishment of inventory scenario, not a purchase order. Traditionally, they look at what they need and place an order,” Hicks says. “We go outside the box on that one, and we take care of them. Sometimes they don’t know how we know their demand so well.”

This level of quality of care is absolutely a priority for the company, Hicks stresses, along with embracing growth and maintaining a true devotion to sustainability. “We have always been committed to [sustainability] and will continue to further reduce our carbon footprint and greenhouse gas emissions,” he assures, whether that’s zero waste to landfill or maintaining an ethical supply chain through forest stewardship.

Social factors for CPS will focus on its workplace culture, diversity, community engagement, and human rights, as well as fostering a collective experience to keep longstanding employees satisfied and foster employee development.

Whether it’s supporting community service and philanthropy or assisting customers with a wide range of issues and logistics that need solving to keep their business running smoothly, CPS’s longstanding experience, knowledge, and skill can handle it all, Hicks says.

“We find an issue that needs solving, and we solve it.”

The post Into the Woods: Sustainable Packaging through Forest Stewardship<p class="company">CPS Wood Products</p> appeared first on Construction In Focus.

Founded in 1991 by brothers Pete and Wayne Peters, who were drawn to timber framing and committed themselves to learning the craft, Cornerstone Timberframes operated out of a tiny barn in the early years, with the brothers manually unloading timbers and using a single-sided planer to surface and square the wood, while hand saws, ship’s augers, and chisels were used to cut joinery. Cornerstone expanded along with growing demand, and in 2002, the barn was replaced by a larger shop with contemporary equipment after a successful tradeshow in Minneapolis, allowing for the completion of more challenging projects with exacting attention to detail.

After joining Cornerstone in 2001 to assist with office operations, Pete’s daughter Tanya Bachmeier became engaged in the design and finishing aspects of the company, offering clients advice on stain and finish options, eventually applying finishes to timber frames. Tanya took over as Cornerstone’s CEO in 2015 when the brothers were ready to retire, and her husband, Nevin Bachmeier, joined the company in 2016, bringing with him a love for innovative ideas and a planner’s approach. Adhering to the family’s fundamental principles of honesty, excellence, and service, this leadership has brought Cornerstone into a new era of mass timber and commercial work.

Cornerstone started using glulam beams in 2016, with the first of two CNC timber cutting machines added in 2018, and shortly afterward, cross-laminated timber (CLT) panels that could span large distances as walls and floors were introduced.

Additionally, the company remains dedicated to cutting back on waste, promoting ecological health, and being worthy ancestors to future generations.

“Cornerstone Timberframes was started by my father and my uncle, who had a passion for timber framing,” says Tanya Bachmeier, Chief Executive Officer. “It started as a very traditional timber framing company, and over time, it grew in size. They spent a lot of time blazing a trail in Manitoba and the surrounding areas, because timber framing was a very new concept there.”

Making awareness a priority, the brothers spent valuable time educating people and helping them understand the benefits of moving to timber framing. As the company slowly grew and added more employees, it moved from small to slightly larger production shops, where everything was done by hand.

“About 11 years ago, my dad and uncle were ready to retire, so they sold the company to my husband Nevin and I, and I took over the company,” says Bachmeier. “At that transition, we introduced automation to take some of the heavy lifting of the timbers and do some of the generalized, larger, more challenging saw cuts for the joinery details.”

A used CNC machine was employed to start that process of automation, and eventually, over time, a brand-new machine was added. At the time, that machine was the largest CNC equipment for mass timber fabrication in the country. “It really launched us more into the commercial world of mass timber and mass timber fabrication,” Bachmeier says. “The new CNC automated equipment allowed us to push through timber sizes and lengths that weren’t possible for us previously, and gave us the capacity to do more large-scale commercial projects.”

As the company’s capacity and capabilities changed, it shifted its focus away from smaller residential projects (although it still does small residential heavy timber custom cottages and similar projects) to focus more on the commercial side and the sustainability of using mass timber as a structural component, as opposed to concrete and steel in large projects.

Major accomplishments early on in commercial endeavours include assisting on a six-storey mass timber building in Winnipeg, Manitoba, the first of its kind. “We felt privileged to be a part of that project as it was the commencement of using mass timber in a multi-story structure in Manitoba,” says Bachmeier. “We were really excited to be a part of that.”

The company is also proudly female-led in an industry that has historically been primarily male-dominated (but is “definitely” changing). “It’s certainly been really exciting to see new female engineers, architects, builders, and general contractors enter the construction space,” Bachmeier says. “It’s been a fantastic transition for the whole industry.”

With just over 60 employees, more than 50 percent of Cornerstone’s employee base is female, but Bachmeier stresses a focus on having a diverse employee base and including a variety of people with wide-ranging skill sets and strengths. The company aims to place each employee in a place where they’re able to best use their strengths and feel comfortable.

“We’re always looking to hire the best person for the project or specific position,” adds Bachmeier. “As far as it being a contributing factor to the industry or the success of the company, being female-led, I don’t know that it’s necessarily that much different than a male-led company. I try to lead with integrity, compassion, and respect for my co-workers and clients. I don’t know that that’s because I’m female or maybe that’s good leaders in general, but those are some of the things I try to highlight.”

While there may still be some surprise expressed toward her position within the industry, Bachmeier says she doesn’t think about it much. “It’s what I do. I do the best that I can, but it’s not something that’s constantly top of mind.”

Respecting Cornerstone’s family history, however, is something she thinks a lot about, consciously embracing the ways she approaches different situations and opportunities based on the foundation she received from her dad and uncle over the years.

“I’ve been here for a long time, working together with my dad and my uncle, and I learned a lot from them,” she says. “From the way they led and from the examples they were for me—making sure to put employees first, giving them as much opportunity and giving back as much as possible, was a primary concern for my dad and my uncle, and it’s something I do as well.”

For Bachmeier, it’s been important to honour the company her family started, and even though it’s a very different company now than it was then, it’s been vital to recognize the values they instilled while ensuring its success.

Maintaining the longstanding company culture is an important element as well. “It’s something we put a lot of focus on,” Bachmeier says. “We have two different streams within our company: the sales and design side, and then the production, fabrication, finishing, and installation side. There are a lot of different components and types of positions within the company, and we try to make sure we stay united as a team and focus on a common goal.”

Encouraging company unity also entails arranging excursions or events once a month that include the entire group, while a biweekly video presentation features different fun happenings, highlighting individual employees and special projects to keep everyone informed and connected.

Indeed, keeping employees united and passionate is key to Cornerstone’s mission of designing and delivering timber and mass timber structures across Canada and the United States, with a “very rapid” growth pattern seen in the company over the last eight years or so. As the company evolves and grows, its expertise and strengths do so as well, says Bachmeier.

“Our background as traditional timber framers has given us a focus on quality and precision, and with the ever-changing landscape in the mass timber market, we’ve found our deep knowledge and experience in the mass timber and heavy timber industry has been a huge asset for us to guide clients through projects, taking them all the way through from the design, to production, to the finishing and install phases of the project,” she shares.

Even though mass timber is still a newer concept in the commercial construction space, having that foundation and experience in Cornerstone’s team has allowed for the smooth execution of various types of unique and challenging large-scale commercial projects. With growth comes its own challenges, and Cornerstone has had to deal with the integration of automation, a big step and a big challenge, but certainly a very worthwhile advancement.

“It’s similar to educating the industry about mass timber in the same way my dad and uncle originally educated the province and surrounding areas about timber framing in general,” explains Bachmeier. “Now it’s the same idea with mass timber, with it being in a commercial space where it’s a structural component. That’s new and different for a lot of general contractors. Getting information in the hands of people who need to see it—engineers, architects, and general contractors—has definitely been a challenge.”

Maintaining the pace of growth Cornerstone has been operating on is also vital, she stresses. “Because it’s an exploding market right now, we want to stay at the forefront and make sure we’re increasing our capacity for the demand.” The company has handled it well by bringing together an “incredible” team of people who are all focused on a common goal: successfully executing a number of large-scale commercial projects and playing a role in advancing the mass timber market.

Looking ahead, Cornerstone aims to expand its reach in the U.S. market while staying focused on continuing growth and advancing the mass timber sector. And Bachmeier stresses that this is all made possible due to an amazing, talented staff that ensures clients’ dreams and visions become reality.

It is those employees, armed with extensive knowledge and experience coupled with an integrated process, that will help determine future success.

“Most companies in this space do pieces of the process, but we’re able to take a client right from connection to detailed design and procurement, through component fabrication, pre-finishing and installation,” Bachmeier says. “Having that all within our portfolio is something that’s definitely more unique to the industry, and allows us to ensure a smooth process, because we have all of those stages within our company. That’s something that definitely sets us apart.”

The post Honesty, Excellence, Service: A Family Business with Common Goals<p class="company">Cornerstone Timberframes</p> appeared first on Construction In Focus.

While it’s been a “roller coaster” of a year in terms of interest rates and economic uncertainty, Kindred Homes has stayed strong in its dedication to offering customers the best service and product, particularly by continuing to provide home personalization. “Buyers have a lot of options, as it’s more of a buyer’s market than it has been in recent memory,” says Roger Lasater, Director of Sales. “You have to sell a product and a service that customers really want, and it’s a great time to buy a house.”

This means superior service that stands out now will end up paying dividends down the road, he adds. The market has shifted, but Kindred Homes has persevered in its ongoing efforts to stay ahead in the Dallas-Fort Worth Metroplex.

Founder Trent Horton attributes much of Kindred’s continued success to its commitment to both customers and employees. “As a family-owned company, we approach every relationship that way,” he shares. “We treat our employees and our buyers like family.”

When it comes to building, Kindred aims not to directly compete with the national volume home builders, instead focusing on larger homesites and select locations. “Some of our communities are structured differently and serve lot types that many builders aren’t able or willing to pursue,” says Horton. “We try to stay a little more custom, at a slightly higher price point, and avoid going head-to-head with the large production builders.”

As part of its upcoming communities, Kindred will introduce a new product line aligned with its long-term growth strategy. “We’re focused on expanding our brand in high-activity neighborhoods where buyers are seeking strong home value,” says Partner Todd Miller. “We’re intentional about where we build and continually refine our product to meet buyer needs and complement each community.”

To support this shift, Kindred is expanding into new communities that include 35-foot lots, creating more attainable entry points for today’s buyers. “As Roger mentioned, it’s definitely a buyer’s market,” adds Miller. “For many families, pricing has made purchasing a new home more challenging, so we’re intentionally broadening our offerings to meet a wider range of needs.”

In addition, new neighborhoods are coming soon to Waxahachie featuring one-acre homesites along with traditional 60- and 75-foot lots, allowing Kindred to deliver a diverse mix of products that align with evolving market conditions and affordability needs.

“We’ve been fairly busy with good opportunities,” Miller shares. “We’re fortunate that we’re getting some good locations for us for the future, and we’re beginning to add, in addition to the 25-foot product, some new 50-foot products we’re excited about. These will give us more options to meet buyer demand that may be missing today.”

Having had more time to design the product with extra thought has been a bonus for Kindred, he adds. “Our entire business has really evolved this year, and our build times have probably improved by 30 days, which is pretty significant. This allows us to deliver our houses quicker and also at a better quality.”

As for strategic direction, although it’s been a down year economically, the company is looking ahead with positivity and an eye to profitable growth and reinvestment. “We’re building ourselves back up and grew about 15 percent this year,” Miller adds.

The company is anticipating similar growth ahead, reinvesting the majority of profits into new land deals, all while experiencing an impressive lower employee turnover. “Most of our team members are celebrating two, five, 10-year anniversaries, which is pretty exciting,” Miller says, adding that it’s imperative to continue to reinvest in the business, move into new neighborhoods, get Kindred’s name out there, and ensure customers know the company is committed to truly deliver the idea of home, whatever that may be for each individual.

During COVID, Horton adds, there was a huge migration of people to Tennessee, Florida, Texas, and the Carolinas, and as people moved, prices pushed up on the finished home product side, the land side, and cost of goods, at a rapid pace. “It will take time to get back on track,” he says.

Beyond housing, Kindred Homes prides itself on its deep dedication to giving back to its community whenever possible. “We’ve always had a charitable drive to us,” says Lasater. “We’ve always given to Toys for Tots, Hometown Heroes for veterans, and this year we participated in the Builders for Babies Diaper Drive by HomeAid where we donated money, time, and resources for diapers for families in need.”

Builders for Babies was the first major project facilitated by the new HomeAid North Texas chapter, which kicked off with multiple other homebuilders across the Metroplex through HomeAid, raising more than $330,000. As an organization dedicated to helping combat homelessness, HomeAid offers programming services and safe, respectable accommodation by utilizing its connections in the building sector to access in-kind labor and material donations.

This year, Builders for Babies recognized the need for more than 28 million diapers in North Texas, with local diaper banks only able to supply just over 10 percent of the demand. “It was a unique experience for our team and our management group to get out there, and it was good to give back,” stresses Lasater. “You can see the impact.”

A positive, community-focused mindset continues to drive Kindred Homes’ success, and maintaining that family-owned culture is what keeps the team moving forward, says Horton. “One of our greatest strengths is our size. Because we’re a smaller, family-owned company, we’re able to adapt quickly, make decisions efficiently, and pivot when needed without layers of red tape. That flexibility allows us to respond to changes in the market and keep momentum on our side.”

In turn, Kindred is able to take those lessons learned, reach out to its customer base, and receive feedback. “This has led to the product we’ve designed and to targeting some of these new areas that are probably underserved,” says Lasater. “It’s something we think we can do really well and, combining that with the ability to personalize a home with that one-on-one service and touch, we’re really excited for the future.”

Additionally, from Kindred’s ownership to its management team, and even some team members, many have worked in the corporate world and have come to understand the importance of being readily available to customers. “It’s the accessibility,” Lasater says. “If you’ve got a legitimate issue, it’s easy to get a hold of us and talk. We can adapt plans and do things a little quicker than some of the big builders can.”

Amidst myriad market shifts, Kindred Homes is still growing, staying the course and looking toward the future. “We want to deliver a quality product and first class customer experience. That’s not just a company slogan; it’s a commitment from our family to yours and something all of us at Kindred Homes make a priority.”

The post Growing, Building, and Giving Back: Constructing a Culture of Caring<p class="company">Kindred Homes</p> appeared first on Construction In Focus.

Throughout its 50-plus years in business, Great Northern Cabinetry has worked with leading kitchen designers to offer an extensive product line with numerous personalized options and attention to detail that is second to none. Working with an array of premium materials, the company creates one-of-a-kind cabinets tailored to each client’s needs and tastes.

Now, after successfully weathering a particularly challenging year, GNC has emerged ready for the year ahead and many more to come. “The reality is the cabinet industry has gone through a tremendous amount of turmoil in the last six months, given all of the challenges around housing and housing-related products and categories,” says owner Tim Ford. “There have been several significant cabinet companies that have folded their tent and closed up shop, but we’re still here, fighting and managing through it.”

Despite these extraordinary challenges, Ford considers present success in three ways: one, how is GNC performing commercially; second, how is it performing operationally; and third, how is it performing financially?

“Commercially, a year ago, we had a limited sales force,” he says. “Our sales manager had retired, we had a new sales leader, and over the past year, we’ve almost completely changed out our sales team, bringing on new sales reps who are very deeply ingrained in the industry.”

This means well-connected reps who have a deep network of customers that they’ve worked with previously. “From a commercial perspective, we’re in a really good place to grow our business, and in fact, we’re starting to see the fruits of that,” Ford shares. “In the fourth quarter alone, we had several dozen new dealers sign up and join our dealer network, and we’re beginning to see that turn into new business.”

Knowing you’re starting the new year with a “bit more wind in your sails” than a year ago when the future looked unclear feels good, he adds. “The tale of last year was that it started with a great deal of enthusiasm, but the uncertainty regarding tariffs and other related activities caused a degree of question and concern, and then people pulled back. But as interest rates have started to come down and things are starting to thaw a bit, it’s starting to feel similar to the start of last year from an enthusiasm standpoint.”

As GNC anticipates significant growth in 2026, a material delivery system implemented last year will enable the company to more efficiently manage material flow, material consumption, and inventory. With sales expected to grow more than 20 percent, inventory should increase less quickly and doesn’t need to grow at the same rate as sales, Ford explains. “We feel really good about the kind of activities we’ve undertaken in the processes we’ve put in place over the past 15 to 18 months to make sure that as the business grows, we can leverage that base level of inventory that any business has to carry,” he adds.

While the total amount of raw material on hand isn’t significantly different than before implementing the new system, the ability to leverage what GNC does have is completely different than what it was a year and a half ago. A critical part of the new system is the company’s implementation of its material planning process, called “Plan for Every Part,” or PFEP.

“It sounds simple, but in my experience, most manufacturing businesses don’t have a plan for every part they use,” says Ford. “We’ve implemented this SKU-by-SKU plan, which includes a minimum inventory level, the average daily consumption during a planning period, lead times and replenishment cycles from each vendor, and so on.”

The PFEP and material system have brought a fundamental change to the way GNC manages inventory and delivers materials. Like most companies, GNC would previously order material, and if three departments use the same material, it would be split up, with each receiving one-third of the lot; one department would inevitably run out. This would lead to needing more material and putting in an order for more while the other two departments still had plenty.

In addition to the PFEP, the company now employs a supermarket concept, with raw material centrally housed in one location and delivered to the team members as needed, rather than being spread out throughout the plant. “We’d end up with more in aggregate, so what we’ve done is pull it all back,” Ford explains. “Instead of having that material in three locations, it’s now housed in one central location, and we deliver it to the operator. That puts much more control in our hands,” he says.

“We’ve created what I would characterize as a surgeon/nurse concept where the surgeons are our operators, and the nurse is our material delivery system that brings enough material to each operator for them to work productively for the next two hours. They are replenished at the right time with the right quantity of material,” says Ford. “This system allows us to manage material flow and inventory much more deeply and closely. While we have a minimum level of raw material we have to carry, we are much more dialed in on how much we actually need to have on hand. As we grow the business, the amount we need to carry will go up at a much slower rate than sales will.”

One side effect of this change is improved employee satisfaction and morale thanks to a smoother process. “It’s not just the inventory level that matters; it’s the overall productivity in the plant and employee satisfaction, which are a little bit less obvious in terms of numbers, and a little bit harder to measure, but very clearly, those have a big impact on what we’re doing.”

Company morale is a matter GNC takes to heart, even when it comes to the sometimes necessary business of reducing employee hours during downtimes. “Like a lot of companies, last fall we had to cut back hours, so people who were working 40-plus hours a week were working less than 40 hours a week over the last three to five months of the year, because demand was down,” says Ford. While normally that would create a great deal of anxiety and trepidation, GNC was transparent with its workforce about what it was doing and asked for management hours to be cut back as well. “We didn’t need to do that financially, necessarily, but it was the right message to send to the hourly folks that we’re all in this together.”

The show of solidarity was greatly appreciated, he adds. “We’re trying to create a culture of teamwork, one where we win together and we lose together. It’s been that kind of behavior that has been particularly well received.” Now, when management needs to make changes and implement new processes, there’s a level of trust that has been built with the understanding that everyone is rowing in the same direction.

Ford’s commitment to GNC’s culture and future success means always trying to look forward, he stresses. “I’m the eternal optimist,” he says. “In some ways, you’ve got to be a realist in the moment, but you want to have optimism as well. As I think about where we’ve been, where we are, and where we’re going, I’ve been in the business for five years, and I feel like I’m just now getting to the starting line.”

For his first couple of years, there was a “wild swing” of demand that went through the roof, he says. Material costs were tremendously high, and the industry saw a pullback in the last couple of years. Ford learned a lot in the initial phase, particularly when there was a rapid ramp-up of demand in 2021 and 2022. “Had we not experienced that significant increase in demand during that time, I might not have fully appreciated how much work needed to be done to be able to set the company up for growth,” Ford says. GNC has worked very hard over the past three years to build scalability into its operations so that when growth comes, the company is prepared for it. And in fact, GNC is in a much better position today to handle growth than it was during the past five years.

“What gives me optimism is the fact that we’ve done that hard work,” Ford says. “We’re still here fighting the fight, and we’ve got all of these opportunities to prove our capability with the revitalized sales force and the new dealers we’re bringing on. I’m optimistic about 2026 and where I think things will go, and all we need is a little wind in our sails—not a gale force wind, but a little bit of wind in our sails—and we’ll be in a good place for this year.”

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Every three years, this impressive and instructive event brings the industry together to see and experience the newest equipment, technologies, and ideas in one venue, and the numbers are impressive. The 2026 edition features 2,000 exhibitors spread over 2.9 million feet of indoor and outdoor displays, 150-plus education sessions, and new and informative experiences such as the Ground Breakers Stage, a keynote platform spotlighting policy, innovation, sustainability, workforce, and mental health. Attendees can also dive into numerous informative, targeted workshops such as EmpowerHER, Small Business, and Shop Talks and Walks.

“We’re also excited to bring back the Next Level Awards, which celebrate the companies transforming the construction industry,” says Dana Wuesthoff, CONEXPO-CON/AGG Show Director. “This year, the program is expanded into two categories: Equipment and Technology. Attendees will have the final say in who wins this award and will vote on site for their favorites.”

Delivering value
A true pioneer in the field of construction events, CONEXPO-CON/AGG continually strives to help its numerous exhibitors succeed in their markets in a number of ways. “The show presents an unparalleled opportunity for exhibitors to connect directly with their target markets,” says Wuesthoff. “Our event’s scale and reputation ensure that exhibitors are positioned in front of decision makers from every corner of the construction industry, including contractors, producers, OEMs, and technology providers.”

The show also delivers unmatched visibility and the chance to showcase products, technologies, and innovations to a highly engaged audience. “In addition, the diversity of our attendees—spanning asphalt, aggregates, concrete, earthmoving, lifting, mining, utilities, trucking, and more—means that exhibitors can reach multiple segments and forge relationships that drive real business outcomes,” says Wuesthoff. “Our hands-on environment allows exhibitors to demonstrate equipment, engage in meaningful conversations, and gather immediate feedback.”

In regard to the value the show brings to the many different sectors of the construction industry, the benefits are enormous, she stresses. “CONEXPO-CON/AGG provides immense value across the entire construction industry. It attracts every major sector.”

A tailored experience
Offering a vast exhibition space and diverse programming and education opportunities, the event ensures every attendee and exhibitor, regardless of specialty, finds tailored opportunities to discover the latest equipment, technologies, and best practices in their field. “What truly sets CONEXPO-CON/AGG apart is the hands-on experience we offer,” Wuesthoff adds. “Attendees can interact directly with cutting-edge machinery, connect with industry leaders, and participate in workshops and sessions designed to address the unique challenges facing each sector.”

This direct engagement not only helps companies stay ahead of industry trends but also fosters meaningful relationships and immediate feedback that drive real business outcomes. In fact, when evaluating the current state of the construction industry and how the show addresses that, there is much to share as the industry is navigating a period of rapid transformation and evolving opportunities.

“The construction sector faces increased demands for innovation, sustainability, workforce development, and mental health awareness, all while adapting to shifting markets and technological advancements,” Wuesthoff shares. But CONEXPO-CON/AGG is uniquely positioned to help the construction community tackle these challenges head-on. “Our show brings together the entire industry every three years, creating a powerful platform for collaboration, knowledge sharing, and hands-on discovery,” she says.

“By providing direct access to groundbreaking equipment, technologies, and real-time feedback from peers and industry leaders, CONEXPO-CON/AGG helps companies stay ahead of the curve,” adds Wuesthoff. “Our event is not just about showcasing products; it’s about empowering the entire construction ecosystem to adapt, grow, and thrive in a rapidly changing world.”

Rave reviews
Previous exhibitors have plenty of positive feedback to share about their experiences over the years, including Mobile Track Solutions: “Our company has seen tremendous growth due to exhibiting at CONEXPO-CON/AGG over the years. We’ve had the opportunity to sign on new dealers, meet new customers, and partner with new vendors due to this show. It is the best of the best and is the reason we choose to only exhibit at this show.”

Eagle Crusher shares: “The show, while requiring a lot of work on our part to stand out, allowed us to impress far more attendees than expected, leading to orders quicker than expected. Attendees were even trying to buy our furniture from the booth.”

“The quality of attendees was outstanding. This show never disappoints,” adds Sandvik, while Evolution Wheels says, “CONEXPO-CON/AGG has always been a great place for our company to meet customers and talk to decision makers. Being able to get in front of these people where they can see, touch, and feel our product has proved valuable.”

Finally, from Kenneth Clark Company, “We always love exhibiting at CONEXPO-CON/AGG because it gives us the opportunity to meet our clients face to face and also to add more potential leads and business.”

Meeting the challenge
One of the expo’s biggest recent challenges has been meeting the evolving needs of the construction industry, especially as its community seeks new ways to connect, learn, and share ideas in a rapidly changing environment.

“Our team listened closely to feedback from both exhibitors and attendees, who called for fresh approaches to content sharing and more dynamic engagement opportunities,” Wuesthoff says. “In response, we launched the Ground Breakers Stage, a new keynote platform designed to spotlight the most pressing topics in policy, innovation, sustainability, workforce development, and mental health. This initiative allows us to deliver impactful content in real time, helping attendees stay informed on what matters most to their businesses.”

She also addresses the milestones the show aims to achieve in the coming years, which encompass several admirable goals. “We plan to fully evaluate the engagement and success of the new initiatives and offerings of the 2026 show,” she says. “This will inform how we look forward to adjusting and enhancing the overall show experience.”

The finer details
What is changing in the building industry? Which trends are you hoping to surpass? How are you going to handle evolving technology and a shifting workforce? These questions and more will be addressed at CONEXPO-CON/AGG 2026. Featuring more topics, speakers, and learning opportunities than ever before, this year’s event provides a wide variety of invaluable opportunities for construction companies.

Whether it’s viewing the latest gear or consulting technical specialists, CONEXPO-CON/AGG 2026 lets you connect with the business of tomorrow, today. At the Las Vegas Convention Center in Las Vegas, Nevada, you can get answers to all your fleet-related questions, take a look at the equipment you’ll be using tomorrow in the hands of experts, and save time by comparing different brands of construction equipment, all gathered in one location.

Join experts and colleagues in the field to discuss personal experiences, obstacles, and best practices specific to women, small companies, and maintenance workers. At the EmpowerHER Workshop, women in the field will get a rare chance to network and take part in inspiring and educational peer-led conversations, while the Small Businesses Workshop focuses on the particular requirements of entrepreneurs, family-owned firms, and small business owners to network with industry professionals. Shop Talks and Walks, meanwhile, uses practical demonstrations to teach participants about equipment efficiency and preventative maintenance.

In the West Hall, attendees will find a vibrant platform where top executives and companies will present the concepts sure to influence tomorrow’s workplace at the Ground Breakers Keynote Stage, a daring new platform that will highlight the businesses and technologies reshaping the construction industry.

Through audacious narratives and discussions that will affect the industry’s future, visitors will encounter AI at Work: how projects, productivity, and safety are being transformed by AI and next-generation technology; The New Playbook for Sustainability: how the industry is creating more intelligent and environmentally friendly buildings; and Smarter Websites, Smarter Tools: what will happen to the networked systems that are transforming construction?

While the schedule is certainly ambitious and resource-rich, CONEXPO-CON/AGG aims to continue to engage with its attendees and exhibitors for their feedback and to help the show keep its eye on the industry’s horizon and what’s to come, stresses Wuesthoff. “Our goal is to remain responsive and forward-thinking, consistently elevating the show experience to meet the evolving expectations of our community.”

Visit CONEXPO-CON/AGG from March 3 to 7, 2026, at the Las Vegas Convention Center in Las Vegas, Nevada, and online at www.conexpoconagg.com.

The post Tools of the Trades: Connect, Learn, and Share at CONEXPO-CON/AGG<p class="company">CONEXPO-CON/AGG 2026</p> appeared first on Construction In Focus.

As one of the most reliable and effective producers and wholesale distributors of premium HVAC sheet metal products and equipment serving Colorado, Wyoming, Utah, New Mexico, Arizona, Kansas, and Texas, this 100 percent employee-owned (ESOP) company is both proudly family-founded and made in the USA.

Offering contractors in the Western United States a comprehensive range of heating and air conditioning system products, Hercules Industries cultivates a continuous improvement mindset and culture within its organization, making investments in the company as it grows in order to provide resources to accommodate a wide variety of upcoming opportunities.

In terms of the company’s various expansions, acquisitions, and strategic growth plans, Hercules Industries is looking ahead with purpose and potential.

“We continue to invest in distribution centers across major cities within our regions, strengthening logistics and optimizing inventory management,” explains Southern Region Manager, Paul Torcoletti. “At the same time, we are actively evaluating both new and existing markets to ensure we meet our personnel talent needs, expand product lines, and secure the right square footage. These initiatives are central to our long-term growth as we execute our strategic plan with focus and discipline.”

Founded in Denver in 1962 by William E. Newland, Hercules now runs five manufacturing facilities and 23 sales and distribution centers in Colorado (in Denver, Colorado Springs, Fort Collins, Pueblo, and Grand Junction); Utah (in Salt Lake City, Sandy, and Ogden); Arizona (in Tempe, Phoenix, Flagstaff, Tucson, Surprise, and Show Low); New Mexico (in Albuquerque, Roswell, and Las Cruces); Wyoming (in Casper and Cheyenne); Texas (in El Paso); and Kansas (in Lenexa). Until October 2019, the Newland family owned and operated the company before finalizing the transfer of ownership to its employees on October 1, 2019, ensuring the continuation of its long-term, family-oriented values.

“Employee ownership is a privilege that offers every individual the opportunity to build life-changing wealth,” Torcoletti emphasizes. “We embrace a philosophy of continuous improvement, knowing that as we grow together, we create not only financial success but also a deep sense of self-worth and pride in our shared accomplishments.”

Hercules Industries has made continual investments in manufacturing and distribution infrastructure, customer relations, and human resources since its founding in 1962, particularly in production expansion to provide opportunities in new markets with a full range of products, from HVAC equipment to a variety of duct systems.

Since the early 1980s, the company has also invested in its manufacturing facilities, leading to substantial expansion and improved daily customer service, while striving to offer the greatest range of HVAC products on the market. Among those products are Mighty Tough sealants and adhesives, a comprehensive line, as well as Hercules’ custom commercial duct fabrication.

The company’s Commercial Division—one of Hercules’ five production facilities spread across five states supporting the company’s fabrication of commercial and residential sheet metal products—has been producing conventional and specialized sheet metal and fiberglass products for commercial and industrial use since 1999, and is now among the biggest steel fabrication facilities in the Western United States. From project takeoff and estimating to delivering the completed product to the job site, Hercules serves all the needs of its HVAC contractor clients.

Among the company’s other products are single and double wall rectangular duct and fittings, grease duct and other welded applications, spiral pipe systems (DuraFlange joints or self-sealing gasket systems), polyvinyl coated underground duct and fume exhaust systems, flat oval duct and fittings, fiberglass duct fabrication with sound boots, shearing capabilities up to 3/8” 12-foot mild steel, HVAC duct accessories, and residential and commercial equipment.

Through Hercules’ Engineered Products Division, projects are completed quickly, precisely, and affordably, thanks to skilled estimators, and are guaranteed to boost clients’ bottom lines and offer peace of mind, especially when combined with the company’s high-quality products.

Additionally, Hercules can now use its Automated Seam Welder to develop bespoke projects. Combined with its technology, work is done automatically to create whatever precise, ready-to-use product is required, whether that is grease ducts, exhaust stacks, vacuum systems, laundry/linen chutes, huge welding projects, dust collection systems, vehicle exhaust systems, fully welded venting systems, welded sleeves, or waste/recyclable material chutes.

Along with these investments in both manufacturing capacity and equipment, the company has also experienced a period of expansion, says Northern Region Manager, John Newland. “In light of the economic headwinds that we’ve faced in both residential and commercial markets, we’ve realized the importance of continuing to invest in areas that we know will produce opportunities and have long-term growth in future years.”

March 2024 saw the opening of a new distribution center in Phoenix, Arizona, now one of the company’s key points of distribution along with Salt Lake City and Denver, with Ogden, Utah and Lenexa, Kansas also opening in the last year and a half.

“Though we began as a distributor, we eventually invested to become a fully encompassed HVAC manufacturer.” Over time, Hercules made the decision to add to its distribution offering by adding full lines of residential and commercial HVAC equipment. Newland says, “We looked at this as another avenue for growth and diversification, and as we’ve continued to expand in the equipment markets, it’s been a launch pad for us to grow in areas that we haven’t been in before. Overall, diversification has allowed us to continue in upward directions in downtimes.”

Along with investing in the company’s products and sales growth, its strategic growth plan also embraces a number of personal pillars. “It’s been a consistent investment in new branches, new products, as well as our people,” Newland says. “If we remain committed to the investments that we’ve made, we’re very confident that we’re able to continue to grow exponentially more than what we are doing today.”

Through Hercules University, each employee takes required courses, such as workplace conduct and OSHA, as well as additional professional development courses and product knowledge courses, such as Condenser 101, Heat Pumps 101, and Furnace 101. These courses have proven invaluable in helping educate employees in various areas of the company’s products and specializations.

“Training has been a big initiative for us, especially as we continue to grow into new markets and bring aboard new employees to supplement our growth. We want to be able to bring value to our customers, and arming our employees with training on product, industry updates, and tools to bring accuracy and expediency to our product delivery will all provide this needed value,” Newland adds.

Operating under an ESOP means the employees also have a large say in what’s going on within the company. They’re able to join a committee that ties in with decision-making processes and participate in initiatives to boost employee morale. And an internal social media platform keeps everyone connected through announcements, be they work-related or not. “We’ve heard the saying that ‘culture eats strategy for breakfast,’ and we truly believe this. Many aspects contribute to a strong culture, but it ultimately ties back to living and acting in accordance with our company values of servant leadership, common good, and human dignity,” says Newland. “We started as a family business, and even though we are now an ESOP, we still strive to maintain the same family culture that allowed us to grow to where we are today.”

It’s that connectedness and knowing each employee plays an integral part in the company as a whole that has helped shape Hercules’ success within the industry, both as a wholesaler and a manufacturer.

“For a lot of the wholesaler distributors that are competitors, that’s all they do,” Associate Brand Manager Emily Eads says. “We produce and fabricate our own ductwork, we sell sheet metal, and we sell steel coils through our own separate Steel Division; the vast majority of wholesalers don’t have that. We’re a combo: you can do an entire HVAC job with us from start to finish. We have everything you need.”

“Because of the constant reinvestment back into the company, we have an advantage over many distributors that we pass along to our customers to allow them to be successful in the market. By eliminating another step in the supply chain, we are able to better keep up with our customers’ demands as well as eliminate risks of product outages especially during turbulent economic times,” says Newland.

Keeping goals in sight in the upcoming years will be an ongoing priority for Hercules while embracing the long-term strategic growth plan.

The company also recently launched a new ERP and a brand-new website in April at the same time, on the same day, Eads adds, closing completely for two days to revamp and transfer all data internally and externally. “We established a whole new system when it comes to managing our sales, data, and marketing, and our customers got a new face on the outside as well,” says Eads. “We’ve made a lot of investments into our e-commerce platform, streamlining the process for current customers and reaching an even broader audience.”

While getting the new website to a point where both customers and employees are completely satisfied with how it works—which includes being able to access all images and spec sheets from all of Hercules’ different vendors—is an ongoing task, there are a few other industry challenges to tackle as well. “The industry-wide refrigerant transition has been our most significant challenge in recent years,” Torcoletti tells us, adding that managing the reduction of R401A inventory while ensuring the availability and rollout of R454B and R32 has been critical to maintaining competitiveness in the market. “At the same time, rising interest rates have slowed residential new construction and project financing has faced numerous delays, adding further complexity to our operating environment.”

Hercules Industries is more than up to the task, however, ready to embrace and enhance its various expansions, acquisitions, and strategic growth plans, both in the sales and manufacturing areas, as well as through vital attention paid to employees.

“Building a world-class culture is a long-term journey that requires years of dedication,” Torcoletti says. “It demands unwavering commitment and a true team effort as we strengthen the network within our company, ensuring that every individual contributes to and benefits from the collective success we create together.”

Contact Hercules for all of your HVAC needs! Visit www.herculesindustries.com or call (800) 356 5350.

The post Collective Success: Building a World-Class Culture at Home<p class="company">Hercules Industries</p> appeared first on Construction In Focus.

Founded in 1988 as Midwest Pressure Cleaning and Restoration, Inc., the company initially provided pressure cleaning services for semi-trailers, storefronts, sidewalks, and siding to businesses and homes throughout Northwest Indiana. Sporting the motto, “We Clean Anything,” the company steadily obtained and completed more challenging tasks while adding knowledgeable, skilled, and diligent staff along the way.

Embracing a new name to adequately capture new capabilities, growth, and progress during its more than 30 years in business, the company rebranded as RestoreWorks to reflect a passion for expertly maintaining and repairing buildings for future generations to enjoy.

Some of these specialty services include repair and restoration for damaged brick, stone, and terra cotta on any aspect of a structure. The company’s commercial masonry restoration services are particularly valued in Chicago and the surrounding areas, where the team meticulously revitalizes older structures with craftsmanship that respects the original design and accuracy, aided by a unique understanding of what is needed to guarantee structural integrity and a historically authentic appearance.

While brick, stone, and terra cotta buildings are built to last, they can be harmed over time by wind, rain, snow, ice, pollution, and other elements, requiring regular upkeep to function at their peak. As older structures gradually deteriorate and become discolored or veneer crumbles and breaks, altering the building’s overall appearance—coupled with unnoticed water damage that results in abrupt veneer failures—repairs often entail replacing broken bricks and restoring structural integrity. RestoreWorks’ method of restoring historic masonry involves not only repairing damage but also utilizing materials that match the building’s style and color to restore it to its original state.

In fact, the ultimate goal of RestoreWorks’ restorative façade cleaning services is to clean and repair building façades without causing any undue harm. In order to ensure that older masonry receives the care it requires, the company employs a variety of cleaning techniques depending on the material and conditions to eliminate minerals, pollutants, vermin, mold, and water stains from building façades. In order to maintain the strength and aesthetic appeal of damaged structures, the company also offers complete masonry restoration services.

To ensure buildings are both attractively cleaned and compliant with historical preservation rules, skilled cleaners pay close attention to every detail. The Wrigley Building and the Chicago Athletic Association are just two of the most famous and iconic structures in Chicago—and the nation—that RestoreWorks has had the privilege of cleaning, as well as the Art Institute of Chicago, Duke University’s Chapel, Frank Lloyd Wright’s Unity Temple, Chicago Navy Pier, and numerous projects at Northwestern University and the University of Chicago.

Other notable projects include the Civic Opera House, the Indiana School for the Blind, Gary City Hall, the Wisconsin State Capitol, Evanston Hospital, NuFarm’s Chicago Heights Facility, Churchview Supportive Living, and numerous luxury homes.

While RestoreWorks is known for cleaning old masonry, the team also successfully tackles more modern structures, revitalizing building envelopes of any age that appear unclean and in disrepair using a cleaning method that includes power washing, chemical cleaning, and other cutting-edge methods tailored to the surface of a variety of structures, such as limestone, granite, marble, sandstone, precast concrete, and brick. These techniques preserve the façade’s structural integrity while carefully restoring it. While cleaning, the crew also performs accurate masonry repair if needed, helping to avoid deterioration before it accelerates. With a professional project manager overseeing each job to ensure proper tools, methods, and craftsmanship are employed throughout, the company’s commitment to quality care and competency remains unrivalled.

Additionally, as every structure operates according to its own unique schedule, RestoreWorks strives to reduce disturbance to residents, employees, or clients by performing masonry work overnight or during off-peak hours if required.

Along with façade repair and cleaning, RestoreWorks also tackles balcony repair and restoration, from patching and painting to full balcony and railing restoration, improving safety and structural integrity while restoring the visual appeal of the structure. Balconies are a great feature that allow residents to enjoy the outdoors and can be a point of difference for building management in attracting renters, but they can also require more upkeep and attention over time, potentially degrading even with proper care due to freeze/thaw cycles, overloading, pollution, lack of waterproofing, or incompatible materials.

Every RestoreWorks project starts with a comprehensive balcony examination to evaluate the damage and choose the best course of action, with repair services that include concrete patching for safe, stable surfaces, sealant and caulking work to block moisture, reinforcement using stainless rods and zinc-coated rebar, metal railing repair—cleaning, sandblasting, painting, and reinstalling—membrane application to protect the balcony floor, and partial or full balcony replacement, if needed, to maintain balconies, decks, and railings in a safe, long-lasting, and code-compliant manner.

When dealing with concrete, flaking, spalling, and crumbling can result in costly structural issues and safety hazards. Whether it’s rust-induced spalling or freeze/thaw damage, the RestoreWorks team ensures the exterior of every building is returned to optimal condition by finding the underlying reason for the flaking or spalling and assessing the degree of damage.

Finally, in order to preserve the integrity of brick walls and other forms of masonry, tuckpointing is a vital specialist masonry restoration procedure that entails replacing damaged mortar with new mortar. With both stone and brick, two of the most prevalent materials used on structures in Chicago and Northwest Indiana, mortar joints are one feature they have in common, and there is a chance the building will sustain water damage if these joints have fractures or gaps. If damaged mortar has been spotted, there are frequently more failing joints as well. The tuckpointing contractors at RestoreWorks are skilled in locating and fixing damaged mortar to restore a building’s waterproof integrity.

When not hard at work on a variety of notable projects, the company is also always on the lookout for growth potential, recently purchasing the assets of Eugene Matthews, Inc., a longstanding RestoreWorks client. When approaching retirement and searching for a suitable buyer who could consistently deliver excellent service and was familiar with the company and its clientele, Eugene Matthews found a perfect partner in RestoreWorks, who is now committed to honoring the name and reputation moving forward.

When choosing a commercial concrete façade repair provider, selecting a team that understands the intricacies of structural restoration is more important than just fixing obvious damage. RestoreWorks distinguishes itself by concentrating solely on concrete and commercial masonry repair, and with its extensive knowledge, is able to produce long-lasting outcomes by addressing the underlying causes of problems rather than only treating their outward manifestations. Capable of managing project scopes of all sizes, meeting local building requirements, and addressing climate considerations, RestoreWorks customizes its strategy to the particular challenges faced by any structure in its care.

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Boasting remarkable power—up to 400 hp—with an impressive number of variants, the company’s pumps can easily manage heavy concrete loads and are uniquely effective and user-friendly. With pumps such as the 65-meter Z fold, the 40-meter roll fold, the 38-meter Z boom, the CML-100 HF truck-mounted, and the 40-meter Z-R fold, clients can find exactly what concrete pump they need for whatever project they’re tackling.

From high-rises, to infrastructure projects such as road and bridge building, to precast production, and even residential projects that include laying concrete for patios and driveways, Concord’s products, which include more than 1,700 machines currently in operation, save time and money by dispensing concrete exactly where needed, providing a perfect fit for the production process with prompt and consistent deliveries that allow clients to maintain their schedules without stress.

“In today’s construction landscape, uncertainty has become the norm,” says Vice President Lino Flores. “Across North America, contractors and builders are facing headwinds that range from increasing tariffs and material costs to a general slowdown in new projects. At Concord Concrete Pumps, we recognize the weight of these challenges because we’re feeling them too.”

As a company serving clients across both Canada and the United States, Concord understands what its partners are going through, toiling in the same trenches, navigating this shifting economy, and working tirelessly to meet expectations even as the playing field continues to change.

“One of the most pressing issues impacting our industry right now is the surge in tariffs, particularly on imported steel and essential components,” says Flores. “These increased costs ripple through every corner of the construction industry, inflating prices and forcing difficult decisions for contractors and suppliers alike.”

Of course, the correct tools can make or break a construction project, but Concord offers more than just concrete pumps. It provides durability, strength, and industrial knowledge, with 45 years of experience in the concrete industry and more than 25 years of experience creating its own equipment, so the team perfectly understands what it takes to work well under duress.

Embracing the aim of creating “operator-friendly” machines that are safer and longer-lasting, Concord’s boom pumps and placing booms function flawlessly in the field under all conditions, with increased worker safety and greater operational cost reductions for clients as top priorities. How does Concord leverage its new technology to reduce operating costs and save money? To the user, it is incredibly economical and will cost less to operate than the competition, but the real value doesn’t end there, because Concord pumps have achieved yet another feat: the demand for older, used units is outstanding, and, consequently, so is their resale value.

With machines that are made with more steel than their competitors, designed to be safe, and backed by a workforce that is aware of the demands of your work site, the company brings together the best people, best engineering, best hydraulics, and best steel. However, creating an industry-leading concrete pump at Concord requires more than just the parts; it also requires the strength of Concord’s people, the ingenuity and commitment that go into each machine, all aiming at producing dependable, high-quality concrete boom pumps that yield solid results.

The company continues to take great pride in being the go-to option for leading builders and concrete pumping contractors worldwide, continually striving for new ideas, attending to its clients’ needs, and creating long-lasting machinery. Concord has pushed boundaries since the beginning, introducing the first 40-meter boom pump on a three-axle vehicle in 2003 and winning a Construction Equipment Top 100 Award in 2006 for introducing the first 65-meter boom pump in the world. In fact, that original device is still in use today.

And when it comes to the company policy of “quality without compromise,” Concord stays true to its mission. “Despite the rising costs we face behind the scenes, we have not cut corners or downgraded materials,” says Flores. “Every Concord pump continues to be built with the same high-grade steel, reliable components, and industry-proven engineering that has earned us the trust of contractors across North America.”

Concord has continuously produced pumps that function in the most demanding circumstances while placing a high premium on operator experience and safety because of its emphasis on robustness, affordability, and ease of use. Being the only concrete pump producer with a facility owned and operated in North America is a true source of pride. The company also has total control over its manufacturing process within its three worldwide production facilities, located in South Korea, Australia, and Canada, the latter of which is where its headquarters are located.

While some manufacturers may opt for cheaper materials or simplified designs to keep pricing competitive, that’s not how this company operates, stresses Flores. “At Concord, compromise is not part of our process,” he says. “When you invest in a Concord pump, you’re getting the same rugged, reliable equipment we’ve always built because we know that in tough times, performance and durability are non-negotiable.”

That also includes maintaining a commitment to both Canadian and U.S. customers. From the job sites of Washington to the growing infrastructure markets of Eastern Canada, Concord’s customers are facing similar struggles: rising material costs, tighter budgets, and less certainty about tomorrow’s workload.

“At Concord, we want you to know we get it and we’re with you,” Flores says. “We don’t just ship machines; we build relationships that last. Our customer support teams are active and responsive across Canada and the U.S., ensuring fast parts access, technical expertise, and personal attention when you need it most.”

While the current market may be challenging, it also reminds the company of what makes this industry great: resilience. Concrete construction has always been and will continue to be about building foundations, and at Concord Concrete Pumps, the team is here to help lay the groundwork for what’s next. “We’re standing shoulder-to-shoulder with our partners throughout Canada and the United States, building tough, supporting hard, and making choices that put customers first,” says Flores.

One of the biggest events in the concrete industry, World of Concrete 2026, is coming up this January in Las Vegas, and Concord employees are already looking forward to and preparing for what promises to be a valuable experience. World of Concrete 2026 is an opportunity for the organization to celebrate its accomplishments, share experiences, and learn from one another. It’s also a chance to learn about new technology, network with partners, and showcase Concord’s inventiveness and reliability, with employees eager to participate, have amazing experiences, and develop as a team.

Looking to the future, Concord is determined not to stand still but instead embrace some ambitious goals in the years ahead, including expanding its U.S. service and parts network for faster response times and localized support, growing its footprint in emerging markets while maintaining strong relationships with longtime partners, and increasing training and education resources for its entire team.

What sets Concord apart isn’t just the machines—it’s the mindset, adds Flores. This means continuing to focus on and support customer-first decisions. “We make choices that benefit our clients, not just our bottom line,” he says. And Concord pumps are also built to last. “Our pumps are engineered for longevity in the harshest conditions.”

By maintaining both a global reach and local support for customers, Concord aims to deliver world-class service wherever clients are located. “It’s about integrity at every step: from design to delivery, we stay true to our principles,” Flores says. “We’re not just building concrete pumps. We’re building trust, strength, and a future we can all stand on.”

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