“What sets us apart in the industry versus a lot of our competitors is we can actually buy land, build a house, and then sell it to a customer,” explains General Manager Crystal Rothstein. “The reason we do it this way is because we do so many veterans’ loans, and this offers them the opportunity to finance without having a construction loan, because the VA doesn’t have construction money.”

This is a major departure from the industry standard, and the team is careful to mitigate any risks so that its out-of-the-box business model produces a win-win for all parties involved. “Most retail locations around us require a construction loan for a customer to build,” Rothstein says. “I can actually circumvent that. To solidify things, I will turn their contract in [to the bank] with their floor plan,” she explains. “We turn that into the bank of their choice, and they generate an appraisal based on their project, the land they’re buying, and they’ll do a credit underwrite for me. And that’s when they issue me what I call a commitment letter that lets me know I am good to go, and we hit the ground running and buy land or go ahead and order a house for them. Once the house gets there, then we finish their construction and then just sell them the whole project at the end.”

Not surprisingly, North Carolina Custom Modulars is a very popular choice for veterans seeking a home. Many of these customers would not be able to afford to buy a house without the creative purchasing model the company offers. For example, the team recently built a home for a customer who had “tried for two years to build a house,” Rothstein recalls. “And their banker actually found me, and that’s how they’re in a house now.”

This approach eliminates extra steps and extra costs. With a typical construction loan, “you have to have 20 percent down,” says Rothstein. “They’ll make you close upfront, and then any time a builder draws from that, you’re making interest payments. We eliminate that time. So there’s typically just one closing and no payments during their build, and then they just pay us with their loan when we’re finished. The bank will come back out and make sure they have heat, water, everything the house needs for them to move in, and that’s when they’ll schedule a closing for them.”

As the name implies, customization is another factor that sets North Carolina Custom Modulars apart and helps turn a customer’s dreams into reality. The company offers seven different home models at its location and 200-plus floor plans they can also choose from, all of which can be adapted to fit individual needs and tastes. This can include anything from moving a wall to substituting a kitchen from a different model into the model the customer is using for their build.

“We can pick and choose options,” says Rothstein. “What I usually tell a customer when they come in here is, it comes back to your space flow and your budget, what you’re looking to spend. And then we can help them work backwards from there depending on the things that they want to do—if they want to add an upstairs or put a basement under the house, that kind of thing. It really comes back to the client, what they’re looking to do with the home,” she says. As a result, nearly every home the team builds is customized to at least some degree.

This level of customization is unusual within the industry. “Most [modular companies] don’t want to do what we do because it’s time consuming,” says Rothstein. But North Carolina Custom Modulars is set up to go the extra mile. “Each salesperson works with that customer on what they’re looking to do. [For example], we want to move this wall over a foot so that the master bedroom is bigger. We want to stretch the house to 76 feet long so that they have four bedrooms—that kind of thing.” The sales team sits down with customers one on one to design a specific floor plan that matches the customer’s vision, “so they get exactly what they want.”

Customer satisfaction is so high, in fact, that the company largely relies on satisfied customers to attract new business. “We run probably about a 45 percent referral rate here at the office just because of word-of-mouth; we don’t do a whole lot of advertising,” Rothstein says.

“We have our own Service Manager that does a walkthrough when a customer moves into their new home. She handles any service issues with the customer for the first year of moving into their new home,” she tells us. “Our company also has two construction managers to make your site work and home buying experience seamless from start to finish. This eliminates the stress for a homeowner of trying to figure out what steps to take to build a home.”

North Carolina Custom Modulars works with three different manufacturers to create its custom homes. This way, the team is able to select the manufacturer that “offers everything that [the customer is] looking for in a home,” to provide the best, most effective option for each specific build. In addition, North Carolina Custom Modulars’ manufacturers—R-Anell Homes, Champion, and Holmes Building Systems—are all located in North Carolina, so everything is made in America.

Building in a factory, of course, provides some unique advantages, from a quicker build time to long-term savings on energy spending. “The bonus to a modular home is the controlled environment,” Rothstein says. “It’s built in a manufacturing facility, and then when we get it to the customer site, we actually set it with a crane and finish all the site work on site. So the timeframes are better.”

Building materials are also a factor. “They’re actually built with 20 to 30 percent more lumber [than conventional construction],” Rothstein says. “My exterior wall standard for my company is two by six exterior walls. Typical construction is two by four. So it gives them a higher R rating and is more energy efficient.”

The team had to navigate some difficult terrain over the last few years, but has managed to bounce back better than ever. “During COVID, prices were changing,” Rothstein remembers. “At least once a month we would have a price increase. And, honestly, all I could do was call the customer, and they could decide if they wanted to keep going or stop… But after that, everything leveled off, and we’ve been blessed to have had our best year ever last year. We did 44 houses last year.”

Looking ahead, the team expects to continue on this upward trend to deliver customized dream homes through an affordable business model. “We’ve pretty much doubled our numbers every year,” Rothstein says. “The future’s bright for us here.”

The post Making Dreams a Reality One Home at a Time!<p class="company">North Carolina Custom Modulars</p> appeared first on Construction In Focus.

“It’s a pretty classic landscaping story, where they started out with a beat-up truck and an old trailer and tractor,” CEO Bryan Stolz says of the company’s origins. “And from there, they continued to grow and bring on great team members.”

When Chris Daigle came on board about 25 years ago, “he brought some new expertise and allowed us to expand from just landscaping into irrigation,” Stolz tells us. “And that was really, I think, one of the inflection points for the company and our growth.”

The company grew rapidly with the expanded focus, which allowed the team to relocate the business. “Another inflection point around the same time was us making our move from a garage where it was originally founded, to our current site in Southington, Connecticut, which is a much larger site with a lot of great visibility,” Stolz says. “And that’s allowed us to become a greater part of the community there, as well as in the Farmington Valley where we do a lot of our work. From there, the company continued to grow, continued to add new services.”

None of this was by accident. “That was part of the initial strategy from the three owners where they really wanted to be diverse and offer all the services that a customer could need in one company, instead of them having to contract with all these different providers,” Stolz says. “We were able to give them everything that they might need and that was really important in driving our growth.”

The expansion didn’t stop there. Around 2017, “we really hit another growth point,” he says. “That was driven by the two founding owners who were starting to take a step back. They turned over increasing responsibilities to our leadership team and allowed us to guide the growth… We’ve continued to develop and grow along with the growth of the company. So our personal growth has mirrored the growth of the business itself, and as a result, we’ve more than tripled the size of the company in those nine years.”

This noteworthy growth includes a facility expansion over the last two years, which included both the interior office space and an exterior renovation.

Along with this growth has come some strategic cuts. “We ended up actually getting out of the retail garden center business line,” Stolz explains. “That was one of our areas that was a really important growth driver for us in our early history, but the market has changed in that business area a lot over the last five to ten years. And so it just was taking up a lot of space and wasn’t creating the opportunities for growth that we were getting in other areas.”

The team was nimble enough to identify the issue and respond accordingly, reallocating that retail space for divisions that were more likely to grow. “And every one of our full-time team members who were in the garden center was given an offer in another area of the business,” Stolz says. “That was actually one of the big determining factors when we made that decision; we had a lot of really talented people who weren’t getting their own personal opportunities for growth because they were in an area that just couldn’t grow due to the market conditions. We wanted to make sure that they had the same opportunities as the people in our other areas of the business.”

Golf course irrigation construction is one of these other areas that is showing particularly strong potential. “That’s our fastest growing segment,” Stolz says, and owner and irrigation specialist Chris Daigle remains an active part of this effort on a day-to-day basis. “He’s still very involved and he is one of the main drivers of our golf course irrigation side.”

Earning clients’ trust and respect has been key to the golf course irrigation expansion. “That has grown due to establishing a reputation,” Stolz says. “It took a long time, where it was one course a year. You had to build a certain momentum and a reputation that you could do the work and do it very well within the golf community, because it’s a very tight group of people that are the decision makers. And after a while, we hit sort of another inflection point where we had just hit that critical mass of the right number of courses, the right quality of courses. That has now really blown up for us and been a really great growth driver.”

Winterberry Gardens’ maintenance division is also driving growth, mostly closer to home. “Whereas the golf has a national reputation, the maintenance is much more locally focused,” says Stolz. “And so within our target areas here in Connecticut, we’ve established that reputation of being a great service provider, and also of being able to handle everything that the client could need. So this is where that diversification really comes into play, and it’s really bearing fruit for us now on the maintenance side.”

Company culture, he says, has always been core to Winterberry Gardens’ growth and success. “There are a couple of real keystones to our culture that everything else is based around, and the first one is opportunity. We talk a lot about being opportunistic… It’s opportunistic to go out and pursue growth and pursue new work. That’s a really important part of who we are.”

Being opportunistic also means creating opportunities for team members. “For a lot of landscapers here in Connecticut, unless your name is on the side of the truck, then it’s a job and not a career,” Stolz says. “And that’s something that we purposefully go against.” Leadership works closely with employees to help develop and advance their careers, “and I think that has borne a lot of fruit for us in terms of finding really great, talented people and having them stay with us for the long haul.”

Safety is the other key element of the company culture. “We can’t be asking people to do exceptional work and then not taking care of them and their health and their families.” Slowing down and taking extra care has also led to better quality control. “Whenever you’re rushing, then mistakes are more likely to happen,” Stolz says. “And so [our safety mindset] has been a great thing where it has, most importantly, prevented our people from getting hurt, but it’s also actually increased the quality of the work that we do.”

Winterberry Gardens’ dedicated leadership team has been key to driving growth and the positive company culture. “It’s an incredible group of people,” says Stolz. “And with very few exceptions, our entire management team has pretty much come up through Winterberry. Something that we’re really proud of is that we have all these people who started out at a much lower level and have worked their way up into these career positions, into these positions where they’re recognized—sometimes nationally—for being experts in their field. And that’s what we’re all about—growing people into those types of roles,” he shares.

“As we continue to grow, we are actively looking for more people to step up into those types of positions, both internally and externally. So the feeder system is never ending. Talent acquisition and talent development is something that we’re spending a lot of our time on. We have a lot of success stories of our methods working, and we’re really proud of that.”

After 40 years of successful expansion, it should come as no surprise that the team plans to continue growing the company. “It’s in our DNA, and even if I went out there and told our people to stop growing, I don’t think that we’d be able to,” Stolz says. “It’s just who we are.”

The post 40 Years of Growth<p class="company">Winterberry Gardens</p> appeared first on Construction In Focus.

In 1988, Jeff and Beth Musser, the founders’ son and daughter-in-law, purchased the company “and really transformed it,” says Chief Operating Officer Joe Tuschak. The focus quickly broadened, and the company’s success grew along with its areas of expertise. “Today we’re building high-quality custom homes, additions, and renovations for local clients within a 60-mile radius of Dillsburg, Pennsylvania,” he says.

Completely custom
The company is best known for its ability to deliver a custom home that meets each client’s unique needs. “We provide a design-build experience that not a lot of other custom home builders in this area do,” says Tuschak. “We have two in-house designers that handle your design from the ground up. We don’t have a series of plans that people can select from and then make changes; it is literally whatever ideas that the client has that they want to create, we create for them. I think that really sets us apart—that we handle all of those things in-house.”

This approach, naturally, takes a high level of commitment from the team. “We always joke that at our company, we die in the details because there are so many details in every house that we have,” says Tuschak. “All the way down to the color of your toilet flange and all the way up to the color of cabinetry, everything is custom. There are so many details that go into each one of our projects. It keeps us on our toes.”

The team works closely with clients throughout the build to achieve this level of customization. “We have an amazing project management team that partners with our clients the entire way through the process from start to finish,” says Tuschak. “From the first phone call all the way to handing our clients the keys, they are the ones that are holding their hands and walking them through the process each step of the way. We also have two interior decorators that walk you through the entire selection process.”

With so much support, clients can easily take their visions from imagination to reality. “Being a custom builder, anything is possible,” Tuschak says. “From the selection standpoint, it’s not, ‘Here, you have A, B, and C to choose from.’ It’s anything that’s out there that we can get our hands on—we will put it in our client’s house if that’s what they are really looking for.”

Relationships first
This level of support and communication is not limited to the design and preconstruction process; it persists throughout the build. “We have a great build team with multiple foremen, carpenters, laborers,” Tuschak says. “We really take a lot of pride in [the job] and do a lot of quality control walkthroughs throughout the project, so that whenever we do get to that final walkthrough, the home or renovation is turnkey. It’s 100 percent completed.”

To this day, Musser Home Builders remains family-owned and operated, which has a major impact on how business is done. “Being a family company is wonderful,” Tuschak says. “We really care about one another here at the company. A lot of us are friends outside of the company and spend a lot of time together even after the office hours are closed.”

This is important because building relationships “is also our number one core value,” he says. “Relationships first. That not only goes for our clients, but for our people and our trade partners and vendors as well. So being that family-owned company, coming to work every day, it really feels like you’re going to work with your brothers and sisters and walking alongside them.”

Any conflict is much easier to deal with as a result of these close ties. “It allows us to have those difficult conversations a lot easier and just work through issues and problems that arise,” Tuschak says. “And we know that that’s going to happen, [so we do] our best to walk alongside one another to work through those issues.”

Committed to quality
Another key to the company’s success has been its ability to evolve with the marketplace. “Throughout the years, obviously the building industry has changed, and we are always trying to keep up with the newest trends and products,” Tuschak says. The team is careful to only adopt new developments that will have longevity in the marketplace. “We want to make sure that a product has been out there and stood the test of time—we’re not putting the ‘greatest and newest’ thing in there and then, over time, it fails,” he says.

Such attention to quality and detail has not gone unnoticed, and Musser Home Builders has won numerous awards recognizing the company’s workmanship and leadership in Central Pennsylvania. In 2022, the firm earned the Harrisburg Builders Association’s Pyramid Award for Best Kitchen Renovation over $100,001; Best Residential Renovation over $100,001; and Best Single-Family Model Home over 5,001 square feet. The company also won the Harrisburg Builders Association’s Parade of Homes 2024 for Single-Family Home in the $2.35 to 2.45 million category; Best Interior; Best Kitchen; Best Primary Bath; Best Exterior; and Best Craftsmanship.

In addition, Musser Home Builders has won the Harrisburg-based Simply the Best award, which recognized the company for a number of accomplishments. The firm has also been named one of the fastest growing companies in the region, as well as a Top 250 Private Company.

Planning for a bright future
The team is planning ahead and laying the groundwork for future success—continuing to pursue excellence, says Tuschak. “That is one of our core values: continuing to grow, to learn different practices and different methods in the construction industry, to really push the limits of what we can do.”

The company is enjoying continued growth, “but it will be done responsibly, with plenty of careful planning,” he says. “Obviously, we’re not trying to grow wildly. Everybody knows in a company if you grow too fast, there are growing pains that come along with that. So, we’re just always trying to better ourselves and add key people. That’s one thing that’s different about us—whenever we do grow and hire, we really want people who fit the mold of our company.”

Finding someone who fits the company culture, he says, is more important than finding someone who already has the construction skills. “We know that we can train somebody. If someone can really live by our core values, we can teach them construction. But if you don’t have integrity always, you don’t want to continually learn, you’re not a relationship-first person, then it’s going to be tough to work together. But if that’s something that you always strive for, those are the type of people that we like to work with.”

The team has a number of exciting projects already lined up for the near future. “We’ve got quite a few houses in the planning process that are really pushing the limits, which is great because we’re always learning something new and enjoying that,” Tuschak shares. Armed with this desire to grow and learn, a committed team, strong company values, and over half a century of experience, Musser Home Builders is well placed to keep making waves in the region’s custom home building market.

The post Bringing Visions to Life<p class="company">Musser Home Builders</p> appeared first on Construction In Focus.

Headquartered in the Quad Cities, Iowa with offices in St. Louis and Kansas City, Russell enjoys a convenient, central location along with a strong national presence across 34 states. The company has completed more than $7 billion in commercial construction and development projects since James V. Russell founded it in 1983. Right after graduating from Iowa State University, Russell launched the business armed with just $10,000, a stack of business cards, a can-do attitude, and a willingness to take a risk. After landing a small remodeling job for a local hotel, the company found its footing and began to grow, quickly becoming a major player in the region and beyond.

The company’s core values have been foundational to its success. According to the Russell philosophy, people and safety come first, communication with clients is critical, and projects should always be delivered on time and on budget. “It’s living by our core values and ultimately putting into practice every day our client-centric nature,” Stack says of Russell’s secret to success. He adds that the team “sees the world from our clients’ eyes and provide them a high level of client-responsive concierge service. Travel with them where we need to travel with them, but still do it in a very safe, innovative, and a high-integrity way. Every day, we display some version or another of our core values.”

The company’s dedicated team members have also been key to the success of the business. “It’s so cliché, but it’s hiring the right people and really giving them the opportunity to grow the business,” says President Caitlin Russell. “Our team is, I believe, one of the best. I’m obviously biased, but our business is [set apart by] our people and their drive to make us better.”

As a family-owned company, this commitment to people can be traced back to the founder, whose appreciation of team members continues to positively impact the business every day. “If you had the opportunity to spend some time with Jim Russell, you’d know he’s very generous,” Caitlin Russell says. “He’s generous with our people here, and he’s so appreciative of everyone’s role in growing the company to what it is today. He started this in 1983 and quickly realized it takes more than just him to grow an organization like this. And so, there’s a lot of appreciation for our team and the teamwork that it takes to build the buildings we do.”

“It’s still a family and that’s felt daily,” Stack adds. “The culture is one that really does put a lot of emphasis on the mental and physical well-being of our team members.” This attitude permeates the entire organization. For example, “that core value of safety does not just entail fall safety or personal protective equipment (PPE) on a construction site, but it’s also making sure that our team members feel supported, have the correct mental health opportunities as needed so they can take care of their families,” says Stack.

This commitment has led to generous benefits and a company culture that encourages a healthy work-life balance. “Our flexibility for PTO has been something that our team members really value when it comes to being able to be 100 percent involved in their family lives, but at the same time, 100 percent engaged in their career, with an unlimited growth path there,” Stack says. “It’s a fun place to work.”

It is also a “fast-paced place to work, one that recognizes that we’re in it to win,” he adds, so employees have ample opportunity for personal growth and professional development. “We have leaders and team members that put a lot of emphasis on winning as a team.”

These two aspects of the company—drive and culture—have both been celebrated by the broader industry, with Russell being named among the Top 200 Contractors, the Top 90 Construction Management Firms, and the Top 36 CM Agent & PM Firms by Building Design + Construction (BD+C) Magazine as well as being highlighted as one of the Best Places For Working Parents and being honored with a Best Culture Award from Kudos® Inc.

The team’s commitment to “building relationships, people, and communities” has led it to supporting a number of charitable endeavors, says Stack. Russell actively supports the American Cancer Society, American Heart Association, Habitat for Humanity, United Way, River Bend Food Bank, Girl Scouts, Children’s Therapy Center, Alzheimer’s Association, Family Resources, Big Brothers Big Sisters, World Pediatric Project, and many more worthy causes. Over 65 organizations have been positively impacted by Russell’s charitable involvement. The company donated over $200,000 in 2024 and has given more than $2.3 million to local non-profit and community service agencies in the Kansas City, Quad Cities, and St. Louis area since its founding.

Russell has achieved impressive growth over the last 42 years, and the company continues to expand. “We’ve probably seen at least two and a half times growth [over the past] five years,” Stack explains. “And the way that it is being accomplished is growth by intention. We’ve made investments in the organization in terms of technology, in people, in infrastructure, in resources, along with additional markets, adding the office here in St. Louis and an office in Kansas City. Those investments have set up Russell as an organization to have that kind of growth.”

The growth has a positive ripple effect throughout the community, making it win-win for both the company and the region. “By growing, we’re giving more opportunities for team members to build different projects and impact other communities. And so that’s why we grow,” says Russell.

When planning for the future, the team is eager to embrace emerging technology, particularly artificial intelligence. “I think that we will continue to advance from a technology perspective,” Russell shares. “AI is touching every industry, and technological advancement in our industry is going to be very important as it’s harder and more challenging to find the workforce to execute in the field. And I think, from an efficiency perspective in the office, AI and technology will be important for both Russell and our industry to continue to adapt. I think that continued growth into other markets and other sectors will be a continued focus of our organization.”

The team will also continue to focus on growing the company. “Our growth is very intentional, and it will continue to be so,” says Stack.

“We have the energy and desire to continue to make an impact in the Midwest region and across the country in our various sectors,” adds Russell. “We are looking forward to continuing to grow and provide opportunities for our team members.”

The post People and Passion – Committed to Growth, Innovation, and Community<p class="company">Russell</p> appeared first on Construction In Focus.

After more than 30 years in business, Broomfield, Colorado-based Allred & Associates focuses on finding solutions for its clients. “Our clients come first,” Brent Allred states. “Listening to their needs and applying our experience” remains foundational to the company’s success.

Allred & Associates handles commercial architecture across the board, with a particular focus on fire stations. “We do have a following and clientele in fire stations that are very devoted to us,” says Allred. “We have such vast experience and knowledge in that particular building type.” In fact, the team has completed more than 100 fire stations and ancillary buildings.

As a result, Allred & Associates is able to meet the unique requirements of each fire department. “We enjoy taking that experience and applying it to their needs and their challenges, specific to their district or their fire department,” Allred affirms, “and then also taking the context of the building and applying design to it to make it unique and interesting, because we believe in the community and giving back to the community and providing a design appropriate for that. So, we approach each building as if it’s unique, and we want it to be a statement for that fire department district.”

As a small firm, Allred & Associates’ lead architects are able to get involved in every project. “That is a great advantage,” Allred says. “When we meet with a fire district chief and we start a project, I am there.” He and the other lead architects “are there all the way through, and the chiefs really like that. They can call me up anytime during the project.”

The company’s small size also allows for better internal communication. “As a small firm, we talk intimately amongst ourselves about the projects, and we resolve things, and then we keep those solutions current and apply them to other projects.”

This approach allows the team to develop strong, long-lasting relationships with clients. “So many of our fire stations are repeat clients,” says Allred. “In fact, 95 percent of all our work comes from existing clients and fire stations.” The team still works with their very first client within the sector, North Metro Fire and Rescue District. “We really love working with them and serving them, and keeping them as a client is a high priority,” he says.

When designing a building, the team is mindful of four major areas. “One is the form—what does the form want to represent in terms of its appearance and how it relates to the architecture, use, and function?”

The second area is the function. “Function is the relationships between spaces—all kinds of relationships: proximity, security, visual, audible, those kinds of relationships relating to the space. So, we approach architecture by asking, ‘how does the building want to function?’”

Time is the third aspect to consider. “Every building is subject to time, and as creatures of this Earth, we move through time and space, and things change,” Allred says. “So, we ask the question: ‘This particular function, this space—is it going to change over time? Do we need to plan for expansion?’ We need to include flexibility.”

Budget is the fourth area that must be considered with every project. “How do all of these things work within the budget?” he asks. “Imagine four circles of those things combined, and the sweet spot is where they intersect, and our goal is to get to that point.”

Allred uses a Pueblo City Fire Department project as an example of how the firm successfully finds the intersection among these circles. “In Pueblo, in order to get to a net zero station, we had to consider the energy uses of the building and consider how it was insulated, how the glass was oriented over the shade,” he explains. “Pueblo tends to have a drier, hotter climate, so finding shade and so forth was really important. We also wanted to utilize the ground conditions, so we introduced the geothermal loop system. That loop system actually runs both cooling and heating within the building, and that allowed us to use the least amount of energy in supplying that building with the necessary heating, cooling, and comfort, and then we offset that by putting photovoltaic on the roof. So, it made it net zero. The photovoltaic system on the roof is now collecting energy and offsetting energy that’s used to run the geo loop system.”

Aesthetics were also carefully considered in the budling’s design. “We wanted to tie it into the community, so we made really thick walls as if they’re adobe walls,” he says. “Pueblo has adobe architecture historically as a part of their history, and so we made these really thick walls and then created these huge overhangs, but we didn’t make them literal. We made them contemporary looking.”

Protecting firefighters’ health is another key component of the firm’s designs. “They’re often exposed to carcinogenic elements in their firefighting,” Allred points out. “So, we have a hot zone and a cold zone within the building.” The hot zone is where the firefighters come in with their trucks and gear after fighting fires. “They’re taking off all their gear and they’re putting it in this area, and then we pressurize that area so that air from that area is flowing away from any living quarters,” he explains. “Then they can go into a shower/locker area where they can shower down and clean, and that’s pressurized. That’s kind of an interim between the hot zone and cold zone, so all the particulates are pressurized and blowing toward the hot zone, and then they can leave that zone and then go into their living quarters, their day rooms, their bunk rooms, their kitchen, and so forth.”

These forward-thinking design elements are “kind of new to the fire industry,” Allred says. “They’re becoming more popular in their use in fire stations. We started introducing these about 10 years ago.”

Natural light is another element that is carefully considered in the company’s work. “One of the things that we believe strongly in is daylight and views as they relate to mental health,” he says. “This applies generally to anybody—all of our clients—but particularly to our fire station clients. They’re under a lot of stress a lot of the time, and they obviously need to have decompression areas. We design those into the architecture.” As a result, “our fire stations tend to have more glass and more views.”

Connecting people with nature “is a healthy mental process that I believe is really needed in today’s architecture,” Allred continues. “There are so many mental stresses that people experience, and to provide that connection with nature, to views and natural daylight and transparency, that inspires people to greater productivity and greater personal health and self-awareness.”

The team is eager to keep working with their established clients while welcoming new ones. “We continue to see ourselves involved in fire stations, and we’re becoming known in the North Denver metro area as the firm to go to for architecture in terms of fire stations,” says Allred.

“We continue to see that grow. We see ourselves growing into the mountains further and bringing our experience into the mountain communities as well as more in the Front Range area. We are excited about bringing our services to other parts of the country in terms of fire station experience. I think we have a lot to offer, and we see ourselves contributing significantly to other fire districts and helping them achieve their goals.”

The post Finding Solutions for Fire Stations<p class="company">Allred & Associates</p> appeared first on Construction In Focus.

That mindset has permeated the company culture for over 25 years now. “Our approach starts by asking questions first, and then listening carefully,” says Modular Team Program Manager Shane Jensen. “When people understand one another, it establishes a good foundation for working through issues and leads to more successful outcomes. That includes looking at the client’s goals as a whole, not just executing on the project at hand. That’s the heart behind our vision of ‘contributing to the success of our clients.’”

With such a strong emphasis on listening to the client and building strong relationships, it should come as no surprise that DC Engineering made the Idaho Private 100 in 2021 and 2022, a prestigious list that recognizes the state’s top private companies (the program was discontinued last year). In addition to achieving widespread recognition, the company has developed a loyal client base through its collaborative efforts. “If their project is successful, then they’re coming back to you for your experience again,” Jensen says of the firm’s longtime clients.

DC’s four key operating principles guide its approach to projects. The first, of course, is ‘establishing relationships,’ which is clearly foundational to the company’s success. Equally important is ‘fostering collaboration,’ which involves purposeful and ongoing open communication. Continuous learning is another critical principle—working to develop and apply engineering and technologies in new and creative ways. This drive for continuous learning is closely tied to the company’s last operating principle: fostering diverse areas of expertise. DC Engineering attracts many life-long learners with diverse areas of expertise that have led the company to work in areas beyond traditional design engineering.

DC Engineering serves clients in the industrial, retail, and commercial markets throughout the country. In addition to providing Electrical, Mechanical, Plumbing, and Structural Engineering services, DC also specializes in Refrigeration, Controls, Energy Services, Applied Technology and Commissioning services. The company’s headquarters is in Meridian, Idaho, with offices in Twin Falls and Coeur d’Alene, Idaho; Missoula, Montana; Mansfield, Texas; Madison, Wisconsin; and Bentonville, Arkansas.

DC Engineering also has three subsidiary companies providing products and services that support its clients in other areas: (1) DCE Solutions provides UL508A listed control panels, instrumentation, and other hardware solutions; (2) NearLo Technologies offers managed services, IT/OT solutions, and cloud-based services; and (3) Refrigerant Management Solutions provides consulting, compliance, training, and administration services surrounding commercial refrigerant use.

The company’s leap into modular services was driven by a desire to meet client needs. DC Engineering had a loyal client who the team had worked closely with for over 20 years who was making the move into modular projects. “They wanted DC to be able to take on that workload as well,” Jensen says. “So, I joined the company and started a program from the ground up.”

He came well prepared. Prior to joining DC Engineering, he had worked for nearly a decade in the modular space. “When I got introduced to the modular sector, I spent a good nine months to a year just learning the ins and outs, why it is different, how it is different, and how you have to think about how everything connects together in a common space,” he recalls. “And I’d been working in the field of consulting engineering for about 18 years prior to that in conventional construction.”

The company’s current modular projects include the Alpine project, located in a small Wyoming town just outside of Jackson Hole. This project will see the creation of practical and affordable workforce housing for people employed at the nearby resort. In California, the team is working on Adams Apartments, another affordable housing project.

Building the modular side of the business, Jensen says, requires the same strategy the company has always utilized. “When we’re getting to know these different clients and developers, more than anything, it’s about fostering and building those relationships, and doing our part to make that first project successful, so that the next projects can be even more successful—and then repeating that.”

Growing the modular business has also required an active effort to get the word out. “We just keep finding new people, new clients, and expanding that,” shares Jensen. Strong relationships from previous projects have proven invaluable here. “Those people give great referrals that help build our team.”

What projects lend themselves to modular design? “You need to have identical floor plans,” he says. “You have to be able to do throughput so that the modules all pretty much look the same and are designed the same. That’s where you really get the benefit, because those are going through a manufacturing floor, and they’re being produced identically every time.” If that approach makes sense for the project, “then it is a good fit for modular.”

Wisely, the team is also quick to point out when modular may not be the best solution. “If you want a very specialized layout and all your different sizes of units are going to be different, then modular is not the way to go. But most of the time, I tell [the client] if they want to get to market faster, modular is the way to go because that’s where you’re really saving time. And then depending on what market you’re in, you can save on the labor rate, which can bring some cost savings to get a project off the ground,” he says.

As modular continues to grow, the future looks promising indeed for DC Engineering and its strong relationships. Well versed in listening to the client and putting their needs first, the company has the foundation it needs to keep growing. And, with a presence across the country, the team is well positioned to continue bringing in business and attracting a wide range of exciting new projects to showcase its talents throughout The United States.

The post Making Relationships the Priority<p class="company">DC Engineering </p> appeared first on Construction In Focus.

Based in the stunning Monterey Bay area of California, the company has no shortage of inspiration. “The surroundings, the nature, [there is] so much to respond to,” he says, “and our architecture really ties that together.”

This philosophy leads to projects that utilize “materials and colors that are inspired by the ocean, the forest,” to create an “immersive experience between the built environment and the natural environment.”

Fuse, a full-service commercial and residential architecture and construction firm, delivers a wide range of projects. “We like challenging projects, where people are seeking our style and they want that lifestyle of indoor-outdoor living,” Partner and Architect Dan Townsend says. The company handles everything from coastal and mountain homes to restaurants and business headquarters. “We’re very versatile,” he says. “We take on all kinds of projects. It’s more about the design challenge; if we have a similar vision, similar goals, it’s usually a good fit for us.”

Townsend and Gomez are both licensed architects with backgrounds in high-end commercial and residential projects. Their passion for delivering their vision to the client led them to add construction services to the firm in 2009. The problem was that their designs were not always being carried through on-site, and the core focus would be lost. If “we’re not on-site often enough, things get missed; things get changed or misinterpreted or whatnot,” Gomez explains.

“We weren’t big fans of that,” he adds. “It really took away from some of the design that we had put into it, a lot of the thought and the care.” After working closely with a client for a year or more, achieving the agreed-upon design is paramount.

Eventually, the partners decided they had had enough. The solution was clear, albeit bold. “We decided to become contractors,” he says. “We knew if we were in charge, that we would have the design intent, the budget, everything, because we were deeply ingrained in it. Then we knew we would make the right call, whether it be for detailing purposes, to create the design concept, [or to stay] within the budget and the schedule. We had more control over all of that,” he shares.

“We grew from there,” Gomez says. “One of the big key factors is that we are what we call architect-led construction. Whereas typically, if a contractor is in charge and that’s their training from the beginning, and they bring on a designer, that’s contractor-led design and construction. We feel it’s a little bit different, because we are licensed architects that have a vision, that have a thing that we want to carry through, and now we’re making sure that is the priority.”

The company does not stop there. “We not only do architecture and construction; we also have an interiors team that helps select all the hardware, furniture, finishes, fixtures,” he says. “We have a landscape team that designs the exterior landscaping, mainly because we want our designs to be tied in with the nature and the environment. And it only makes sense, if you’re doing that indoor-outdoor living, that the landscaping also ties in with architecture.”

The firm’s projects always include a sustainability focus that can be traced back to Townsend’s and Gomez’s education at the University of Arizona at Tucson. The curriculum dealt with the lack of resources in the desert and promoting sustainable practices.

“A lot of our training and our background is based on what we call passive sustainable design, meaning you take advantage of everything you have: sunlight, time of year, the winds, water storage,” Gomez explains. “So even though we introduce active systems into our designs, we make sure that they’re optimized for all the passive advantages of a site and the location.”

This means that, when launching a project, the company’s initial site analysis “takes into consideration how we’re going to handle the water, how we’re going to handle the sun at different times of the year, and how we’re going to handle the winds and whatnot. We’re very keen on maximizing all the passive solar potential and enhancing the design, and then we supplement it with active systems.”

Materials are also carefully considered in the design of every project. “We try to use a lot of locally manufactured products, because that’s a big source of sustainability,” Gomez says. “We like to reuse a lot of trees from the site.” This often includes cypress or redwood. “If any tree has to be removed or it has fallen on the properties, we like to use those for furnishings, finishes—in any aspect we can.”

For instance, Fuse is currently using redwood for a house on a site that suffered a fire. “We harvested all the wood and had it milled down and are using it for the finished ceilings, the structural framing where allowable. So, we really try to reuse whatever is available on-site or in the area.”

In another notable project, the team is rebuilding a girls’ camp that was destroyed in the CZU wildfires in 2020. “All the buildings were lost except for two buildings,” says Townsend. “We had designed and built two bathroom/shower buildings on the girls’ camp property in 2010, and it turns out that, after the fire, those are the only two buildings that were still standing. They were still functioning. The solar panels were still working. There was still toilet paper on the toilet paper holders, where every other building on the property burned down to the ground. And this property is in the dead center of the fire. In fact, some of the lightning strikes that caused the fire happened on this property. So, the entire 1,000 acres was scorched. We went out three weeks after the fire happened, when the ground was still on fire and smoldering, and we saw our buildings were still standing there, the lights were still on. So, the owners of the girls’ camp hired us to rebuild the whole camp.”

Understandably, the owners have requested that Fuse rebuild using the same materials and methods used on those surviving structures. At the moment, the company is working on a large amphitheater and a new dining hall “that will all be sealed, all fireproof,” Townsend says. “So, these buildings will never burn down again.”

To be sure, the future looks promising. “We’re continuing to grow,” Gomez says, and the team is monitoring that growth carefully. “Obviously we like to grow smart—what we can manage, what we can handle,” he adds. “We are looking at expanding our office into the Monterey Carmel area because we’re doing a lot of work in that area.” Armed with a strong vision and the capacity to oversee and execute every design, Fuse is sure to continue its success, wherever it expands.

The post Architect-Led Construction<p class="company">Fuse Architects + Builders</p> appeared first on Construction In Focus.

Trademark Roofing performs commercial, residential, and new construction roofing services. The company has earned loyal clients who know they can trust its prices and work ethic. “We’re strictly a retail company,” says Chief Executive Officer Tristan Starbird. “We don’t focus solely on insurance work, and we’ve been very successful building client relationships on a retail model.”

The company’s commercial projects include everything from strip malls and plazas to office complexes and medical facilities. The team will work with general contractors or with clients who are responsible for multiple buildings such as homeowners’ associations and property management groups. Trademark Roofing will also collaborate directly with property owners if they do not have a property management company.

Whatever the job, Trademark Roofing offers products that are just right for a client’s specific needs. “Niche products like stone-coated steel are a very popular product that we sell,” Starbird says. “We do a lot of concrete, tile, and of course, every roofing company does shingles, but we specialize in metal. So that’s one thing that’s really separates us. A lot of companies will offer a variety of metal products and don’t really understand how the systems work and how they go together. We’ve gone back behind companies to fix a lot of those roofs because that’s our specialty. We really pride ourselves in that.”

Based in Cape Coral, Florida, with offices in Sarasota and Sanibel Island, the locally owned company is committed to providing a helping hand. “Our owner has a strong moral compass and has done an excellent job in keeping unscrupulous people [who are] just trying to make as much money as possible out of the company culture,” says Starbird. “We have a spirit of service and of giving, and through that, we have actually been the founding partner and founder of two nonprofits in the last few years.”

The nonprofit Evie Adapts began with a company-wide effort to raise money for Evie, an employee’s daughter, so that she could get an accessible van. Now the nonprofit continues to raise money to increase accessibility for other children. “We have also installed track systems in their homes to get from room to room, and right now, we’ve got a big project working with the city of Cape Coral to make a handicap accessible park. We’re excited about that.”

Trademark Roofing also helped found Living Well Mission. “The mission behind that is to help people with mental illness,” Starbird says. “If they’re in crisis, we can get them professional counselling and we can provide that at a low or reduced rate. If they have insurance, we’ll go through their insurance, but if they don’t, we can help fund it through scholarship and grants.”

And the company doesn’t stop there, but takes an active role in a number of other community organizations including Blessings in a Backpack, which helps feed school children; The Fort Myers theater, which has a theater education program for children; and Samaritan Ministries, which provides low-income health care services. “We try to be very active and make that a part of our DNA,” says Starbird.

Being able to help the area in which they work motivates the team to keep working hard to succeed. “We have to strive every day for excellence. We want to put our labor into use for the community, improving the community around us… We’re fortunate to be able to do that. Obviously, the more successful we are, the more we can do, so we’re always striving to that end.”

The entire team supports the outreach efforts, and everyone is involved. “It’s important to everybody,” Starbird says. “Every year, I poll everybody for who they want to help, and we take that information and then we come up with our budget and start writing checks.”

Management intentionally seeks out employees who align with the company culture. This means that ethics come first when hiring, because skills can be taught. “We’re looking for decent human beings that are going to contribute to the positivity of our community and society, and then we train the rest,” he says. “That’s how we’ve maintained a strong, cohesive company culture. Amidst an industry that has a lot of turnover, we’ve had very little. So we’re thankful for that.”

Trademark Roofing boasts a varied portfolio of projects, many of which involve post-hurricane repairs. Currently, the team is working on two churches with Boyette & Miller Construction & Development Inc., utilizing FEMA funding. “It’s been very complicated, but they’re nearing the finish line,” Starbird says. “We want to help get those churches back online so they can resume worship as soon as possible.”

A recent residential project that stands out is a large historic house in the Grassy Point Estates neighborhood of Port Charlotte, Florida. The award-nominated project featured stone-coated steel. “It just came out fantastic,” he says. “We’re very proud of that roof. It’s a beautiful roof, and the owner was very happy.”

With successful projects like these, it’s no wonder that the company has been expanding steadily over the last decade. “Since 2015, Trademark has grown every year,” Starbird says. “Doug [Littler] took over as the owner in 2018 and it has, on average, doubled in size every year since that transaction happened. This year will probably be the first year we don’t double again, just because we were on the coattails of Hurricane Ian, and now things have kind of normalized in the market, but we’re going to be able to maintain the growth that we experienced from Ian for this year, so we’re excited for that.”

There has been so much growth, in fact, that the company has opened a new branch in Sarasota, Florida to handle all the business. “We’re super grateful to have an office now in Lakewood Ranch, which is right in the center of the Sarasota residential market,” he says. “Many of the homes are aging out in terms of roof life.” The company isn’t new to the Sarasota area, but will now be more able to focus its attention there. “We’ve been roofing in Sarasota since the beginning, but we felt like establishing a physical presence was going to send a message to the community that we’re here to stay.”

When choosing a roofing company, clients look for firms that will be there to honor their warranty. “So we’re going to be able to better serve the Sarasota market by having a new location there. We opened it at the end of August, and we have started to see an uptick in sales and growth in that market the way that we were hoping. So we’re very thankful for that.” The company will hold the official grand opening event for the new Sarasota office on November 21.

After building a strong foundation based on integrity and service, Trademark Roofing is sure to keep growing. This will be a company to watch in the coming years as the team provides trustworthy work while simultaneously supporting its community.

The post Supporting the Community<p class="company">Trademark Roofing </p> appeared first on Construction In Focus.

CROM has recently unveiled the CROM² straightwall watertight tank, which was engineered with the same benefits as prestressed concrete tank technology. CROM² was created with the intent to upgrade from traditional cast-in-place structures. Market demand motivated the team to provide their newest solution.

“The reason for developing CROM² was to answer a call from our clients,” said Senior Vice President, Alex Ciasca. “We’ve been building circular prestressed tanks for more than 70 years, and throughout the years, our clients have asked, ‘Can you apply this same watertight technology to a square or rectangle tank?’ The call to action wasn’t to replace CROM’s prestressed circular tanks, but to serve a parallel market utilizing decades of proven innovation and methodology. “Until now, the answer had always been no. When clients continued to ask the question, we came together to provide an answer.”

The development of CROM’s most recent product was not without its challenges. The first was “ensuring prior to going to market, that this product lived up to the standards and expectations we established during our 70 years of commitment to quality,” Ciasca said.

Then there was the specific challenge that came with creating a tank with corners—but CROM’s engineering, drafting, and manufacturing teams were well prepared by building on previous innovations.

“This is not new technology,” said Region Lead and Business Development Manager, Daniel Haugland. “The technology we’ve put into CROM² has been around for 71 years. It’s the same composite wall we’ve used in our circular tanks; we just needed to make the corners work. It’s important for people to know the same CROM quality, the same CROM technology—with a few modifications—is what you’re getting with CROM².”

The benefit of the tank, according to Haugland, is its durability. CROM’s age-old technique of post-tensioning shotcrete with a metal diaphragm and the addition of their newly engineered patented connection details make it possible for CROM to create a compressed straightwall watertight tank.

When compared to existing straightwall offerings, “We enhanced the design,” Haugland said. “The composite wall design is a galvanized steel shell diaphragm encased in high-velocity shotcrete, which provides a watertight barrier should the water ever find a way to migrate into the wall. It is the combination of the positive attributes of both steel and concrete tanks in a single straightwall structure.”

CROM continues to add to its portfolio of water infrastructure solutions. CROM² marked another component to its full-service offerings, allowing a simplified building process for the client. “Like CROM’s previous innovations, we’re relying upon our in-house design-build resources, so the client experiences zero division of responsibility,” Haugland said.

The company stands behind its products by providing a five-year warranty on all straightwall tanks, an option that isn’t offered for traditional cast-in-place tanks. “Our warranty is one of the defining benefits of CROM²,” Haugland said. “Usually with a cast-in-place structure, the customer receives a one-year warranty.”

“The five-year warranty has no exclusions,” Ciasca followed up. “With CROM² , we guarantee 100 percent watertightness, and as always with CROM, if there are any issues, there’s only one phone call to make. You don’t get that with any other product out there.”

CROM’s full-service approach is not only meant to give its clients peace of mind but to make it easier for clients in case repairs or upgrades are needed.

There are also notable cost savings with CROM². “We have a much lower lifecycle cost than some of the other designs,” Haugland explained. “With some designs that have cold joints, you need coatings on day one, which becomes a regular maintenance item every seven to ten years. With ours, it’s just a smooth homogenous shotcrete surface with no cold joints, ensuring a much longer design life.”

CROM² is an ideal solution for “anyone who needs a long-lasting, low-maintenance straightwall watertight tank or space-saving treatment structure,” Ciasca said. “Anyone who values those items or qualities would be a target customer for us.”

CROM uses its extensive experience and knowledge to fully support clients through restoration services, tank offerings, and other water infrastructure solutions.

“Between our circular tanks, our square and rectangulars, and the wide range of services we provide within the water infrastructure, repair, and construction base, we have a lot of experience we can bring to the table to help our clients,” Ciasca said. “Whether for an owner or an engineer or contractor, CROM will develop unique solutions tailored to their project, utilizing all of the experience we have to offer.”

CROM is a water infrastructure solutions provider in the water, design, restoration, and maintenance space, and this added technology continues to showcase CROM’s versatility and ability to be a resource for its clients and communities. After building on seven decades of experience to develop CROM² to meet a market need, the team is eager to keep supporting clients far into the future.

“We’re going to continue to innovate as we always have,” Ciasca said. “That’s what CROM does: we continue to meet the call of our clients.”

The post An Innovative Market Leader Unveils a New Product<p class="company">CROM</p> appeared first on Construction In Focus.

“We’ve been very fortunate that we’ve been able to continue to grow our company over the years, especially since COVID, in overall revenues, which is really good for us,” Haddow says. “We’ve added additional quality staff to help with the growth and to service customers.”

Bolair has also intensified its focus in certain areas over the last few years. “We’ve entered more deeply into the waterproofing market in construction,” he says. The company’s waterproofing solutions are particularly helpful when it comes to high-rise buildings, because the positioning of these structures often poses a challenge.

“They put up buildings that are so close together you can’t get to the outside to do your typical foundation waterproofing,” he says. “So, we are actually working with different chemical companies and have grown that business where they’re able to actually do the waterproofing from the inside.”

Bolair’s business model allows the company to partner with outside entities to offer a superior waterproofing solution. “The advantage of our offering is we don’t sell the actual material ourselves,” he explains. “We’re able to team up with various suppliers because they have different technologies in terms of their chemical.”

The company has also made its waterproofing solution far more convenient than the traditional approach. “We’ve added on mobile spray rigs for waterproofing now,” says Haddow. Mobile spray rigs for foam insulation and protective coatings were already a major selling point for the company. “Now, we’ve been able to add on mobile spray rigs for the waterproofing industry, which typically hasn’t been [available]; it’s usually been a machine in the back of somebody’s truck or van.”

The company’s original mobile spray rigs remain a big seller. These solutions cover a wide range of applications for spray foam insulation and protective coatings applied to everything from water towers and sewage treatment facilities to pipelines and much more. “We continue to be Canada’s largest spray rig manufacturer,” he says.

The fact that Bolair’s mobile spray rigs offer a turnkey solution has been one of its biggest selling points. The company builds an entire system within a trailer or truck, giving customers a complete solution on the go. This includes all the equipment needed for a particular application as well as extra bells and whistles. In addition to generators, air dryers, compressors, and the power equipment required for the intended job, the company’s mobile spray rigs are fully insulated, lined with an easy-to-clean surface, and include customized add-ons ranging from work benches, cabinets, and toolboxes to air conditioners and diesel heaters. Of course, all of its mobile spray rigs are built to withstand the intense conditions of Canadian winters.

Naturally, safety always comes first, and Bolair builds its mobile spray rigs to meet CSA/ESA electrical standards determined by Canada’s Electrical Safety Authority. The team also installs everything into the spray rigs that an operator would need in an emergency situation, including first aid stations, eye wash stations, fire extinguishers, and breathing systems.

Bolair is enjoying a particularly strong position within the fireproofing market. This industry requires a specific and somewhat different approach than is typical for applying protective coatings. “Similar machines, but added checks and balances in terms of temperature checks, ratio checks, circulating material,” Haddow explains. There has been a notable increase in demand for fireproofing equipment recently. “We’ve had some good success in the last couple years, especially this year,” he shares. Always a big seller in Western Canada, the demand has now shifted east to include more of the country.

The demand for powder coating has also been on the rise in recent years. It “seems to be coming back,” he says, “and that’s because of—I believe—the desire to have low VOCs and reduce solvents.”

The application has several key advantages: “Powder coating is good because it’s dry. It goes on as a powder… is easy to spray, is clean and good for the environment. So, we do see some increased opportunities there, and we have seen growth.”

Fortunately, Bolair is well placed to provide powder coating solutions. The company is an approved dealer of Gema powder coating products and enjoys a leading position when it comes to selling Gema products throughout Alberta and British Columbia.

Bolair recently held a technology day in its Edmonton branch to showcase its new, fully electric coatings proportioner. “It’s just been launched by our manufacturer Graco, and I believe we’re one of the first companies, at least in Canada, to launch it and have a big tech day around it,” says Haddow.

This electric-powered proportioner marks an exciting new direction for the industry. “Up until now, they’ve all been pneumatic or air-driven,” he says. “While electric power has been utilized to a certain degree for spray foam and coatings applications, these have always been lower pressure machines. They’re not designed for spraying 100 percent solid coatings.”

Going electric has clear cost benefits. “Compressed air is expensive,” Haddow says. The lower cost electric machines are ideal “for companies that historically don’t own or don’t rent large air compressors. The smaller, more mobile size is another advantage, as they don’t have to tow around large compressors.”

After delivering market-leading solutions for more than four decades, the team does not plan to rest on its laurels and is always looking for ways to improve, ensuring that the company’s success will extend far into the future. “One of our main goals is to be more efficient in what we do,” Haddow says. “We’ve already added some automation to streamline and make us more efficient, more responsive to customers.” And this is only the beginning; the company plans to increase the use of automation throughout its operations, “whether that be in our inventory or our accounting systems.”

Bolair’s commitment to the customer will continue to be the company’s underlying motivation, regardless of what technology it adopts. “One of our big initiatives is to continue, and to do even better at, serving our good customer base,” says Haddow. “We have a very, very large customer base, and we continually get new customers, and by default, you work hard to sell to those new customers and keep them happy. But we want to make sure that we continue to look after our current customers, which is very important to us because they’re the ones that have been there from day one.”

With a plan to win new customers while maintaining loyalty to long-time patrons, Bolair is well positioned to add more decades to its 40 years of success.

The post Maintaining Market Leadership<p class="company">Bolair Fluid Handling Systems</p> appeared first on Construction In Focus.