David Huggins, head of National Pre-Construction Business Development, initially worked with the company as a consultant. In 2020, he transitioned from an entrepreneurial consulting role to fully joining Menard, seeing it through the current decade. He describes Menard’s role on a given construction project as one that “has everything to do with the soil.”

No matter the type of stakeholder—developer, geotechnical or structural engineer, or general contractor—when one is trying to purchase or build on a site with a challenging soil situation, Menard is called on to look into the difficulties the soils present and the capacities needed for it to support a structure, using design-build solutions as part of its detailed approach to ground improvement. The formula is essentially such that, if a structure is under 20 storeys and has deep compressible soils from two metres and deeper, Menard can deliver strong value.

This decade, so far, has seen Menard Canada capitalize on its momentum. Huggins says that, from the waning days of the COVID-19 pandemic up to 2024, the industrial sector was quite active, with the company completing numerous projects. Now, the market has paused, leading to a switch toward project in transit and infrastructure. Recently, Menard worked on a project for a maintenance facility for the under-construction Ontario Line in Toronto, part of the province’s new transit expansion. The team has also been involved in mining—specifically, support for a tailings dam project in northern Ontario.

Menard typically does not deal in high-rise developmental work simply because its systems are not built for those kinds of projects. Instead, it has been able to capture the market in mid-rise developments as well as communities dealing with old fill sites and deep, soft soil that needs to be strengthened before building new structures. Affordable housing has also been a hotter market for Menard, with a 15-person team undertaking a series of projects for Habitat for Humanity in the Greater Toronto Area (GTA).

During the early 2020s, the warehouse market was a big driver of the company’s revenue; however, the market for building industrial warehouses to specification is not as vigorous now. Huggins says that this is due to ongoing political uncertainty, as well as a scramble throughout COVID to establish last-mile setups for warehouses. Now, one of the more dynamic segments surrounds the boom in AI data centres, one of which Menard worked for in 2025. There has also been a push toward building public spaces such as community centres and hockey arenas.

The diversity of sectors in which Menard excels demonstrates its flexibility in applying its ground improvement systems and solutions. The beauty of the business is that it operates in a sector-agnostic fashion, says Huggins. This means that the type of structure does not matter, whether hospital, warehouse, data centre, or mid-rise building; if the soils are not good and a customer wants to avoid either a costly deep foundation system or a large replacement program, Menard has the answer. “We can be across all different sectors because we deal in the dirt,” he says.

Thanks to the breadth of work that can be found across different market segments, Menard has grown and opened new offices across Canada in the last five years. Since the company operates in a decentralized manner, with each office essentially operating its own business unit, it has been able to expand its teams and provide opportunities for its staff. “In an economically uncertain environment, people are looking for value,” says Huggins, and if people are motivated to build but are in need of cost-effective foundation solutions, Menard exists in that sweet spot.

As agile as the company has been inside the construction space, its role is still not as well-known as one may think. When compared to larger earthworks programs or piling/deep foundation systems, the area of ground improvement is still relatively new in terms of knowledge base and acceptance within the design community. To counter this, the company has been hosting lunch-and-learn talks with geotechnical engineers to get the word out about ground improvement. These talks cover topics such as excess soils, structural design codes, and why ground improvement makes sense on construction sites.

While keeping eyes open with respect to the rest of the year, Menard Canada will be taking a more cautious approach to operations. The business has grown substantially over the past five years, with things stabilizing in 2025, and this has allowed operations to catch up and ensure that the company is able to complete its volume of work under the right corporate structure. As Prime Minister Mark Carney announces major infrastructure projects, the company has been keeping active in areas like long-term care and getting good repeat business out of it, a trend it hopes to extend. It is also keeping its eye on transit expansion, especially in the GTA, with new highways, embankments, and associated works being built.

Menard is also monitoring housing projects closely, as many investment decisions are currently on pause. Developers are waiting for decisions on additional federal support—particularly the removal of certain charges and fees—to help improve project viability. While Menard is typically involved early in the construction process to offer ideas and solutions, investment in these capital-intensive developments has slowed over the past 18 months and as a result, some projects have been delayed or pushed into uncertain timelines.

In response to these market conditions, many developers are shifting away from high-rise condominiums toward larger, lower-density housing formats—a trend that aligns with Menard’s vision.

“We pride ourselves on our safety record and our approach to risk management,” Huggins says. Being owned by a large, publicly-traded European conglomerate, Menard Canada has both a great depth of resources and the nimbleness of local offices, teams, and yards. This results in a best-of-both-worlds situation for the company in delivering tailored solutions to its clients, as each project brings its own constraints that determine the best course of action. Menard Canada is more than ready to go from a project’s secret weapon to being an irreplaceable part of the construction process.

The post Canada’s Ground Improvement Specialists<p class="company">Menard Canada</p> appeared first on Construction In Focus.

General Manager and President, Andrew Cameron, tells us that in 2024, the company finished construction on the last of over 230 finished units, work that began in 2022. At this point, it was decided by upper management to set a five-year goal for Northumberland Properties to further motivate its upward momentum. This goal comes down to expanding its current unit count by more than double to a nice, even, 500 units. This is where the process of unit acquisition has become an important aspect of the work, leading to the company’s first acquisition of eight existing buildings (totalling 32 units) in Amherst.

The timing of this acquisition was auspicious because the original owners were ready to retire and came to the company with a potential deal, which was sealed in May 2025. The purchase was seen as a positive learning experience as staffing and capacity needed to be figured out along with the on-boarding of new units and tenants, and Cameron and the Northumberland crew are never ones to back down from a challenge.

Indeed, the past three years have been busy ones on multiple fronts for the company. In 2024, after completing its most recent subdivision, the company purchased a half-acre piece of land across the street from this subdivision for its first multi-family building. Northumberland has worked with architectural design agency Spitfire Design out of Moncton, as well as with the town of Amherst and local contractors, to bring the building to new life and get it ready for tenants. While the development is still in the middle of construction, it held its groundbreaking ceremony in August 2025, and Cameron says it has been an enjoyable process to oversee and participate in so far.

He explains that a lot of four-to-six-unit garden homes and townhouses have been developed in the last few years as well, further expanding the company’s portfolio. With federal and provincial money coming in for developers and businesses like Northumberland, both Amherst and Yarmouth are pushing for greater density of buildings to increase housing supply in their communities. To aid both this and its own goals, Northumberland took a step into developing multi-family buildings, a move that Cameron says was also driven by his desire to learn more about these types of developments. These buildings are of a larger scale than the company’s typical properties and involve more logistics (elevators, fire alarms, intercoms, et cetera), but are also a clear-cut way to expand company operations.

The growth being pursued by Northumberland is taking place during an interesting time for its business sector. Looking back on 2025, Cameron says that the rental industry was beginning to feel closer to the volume and feel of operations from before the COVID-19 pandemic. From 2021 to 2023, he says that it was generally easier to advertise new units and create interest for renters, whereas today, promoting new units takes considerably more effort. This means that Northumberland has to tighten up its approach to running day-to-day operations, especially in regard to marketing, repairs, and maintenance cost controls, because things in the rental and housing and development sectors are ever-shifting and still feel unknown.

The industry may have a somewhat fluid nature, but Cameron says that ultimately, housing and development is an industry still going strong, especially when it comes to construction and property management/leasing. While aspects of the industry remain uncertain thanks to extenuating circumstances like the ongoing American tariffs, Cameron says it is a reminder for both him and everyone in the business at large to focus on aspects that can be controlled, like the maintenance and utility usage of its existing units.

“It is still an exciting time for real estate despite any challenges,” he says, and Northumberland Properties is excited to provide quality apartments and services for its tenants while helping them tenants feel at home and secure where they are. “Everything in real estate is communication,” Cameron says, whether it be from developer to subcontractor or from tenant to staff member.

A new year brings more opportunities for the business to reach its full potential, and the first major goal for Northumberland Properties in 2026 will be to finish its first building of 18 units by the summer, ideally June or July. The company also has another small parcel of land that it can build an additional four-unit building on, so decisions will be made as to how best to execute that idea.

The team is also on the lookout for acquisition opportunities that align with this mission, with a potential eight-acre development in Yarmouth. Northumberland hasn’t built in the town in five years, so there is interest in bringing more units there as plans continue to take shape. Further land purchases are also being investigated in Amherst, such as acreages and infill lots, to complement the apartments currently on offer.

In 2025, Northumberland Properties celebrated 15 years in business, with Andrew Cameron having started the business in 2010 alongside his mother and father. “Our success has been reliant on so many more people besides me,” he says, and he has learned so much in 15 years from tradespeople, employees, and accountants alike on how to best run the business. To be successful in this sector takes a team effort and everyone’s contribution within the company has made a difference to its ongoing success, says Cameron.

When it comes to running a successful property management business, it’s simply made easier and less stressful when you can find and work with exceptional team members, including staff, subcontractors, and tradespeople. In fact, Cameron says, a key lesson learned in the past 15 years has been to find great people, support them, and let them do what they do best while listening and learning from them. Of course, paying one’s bills on time also helps, he says with a laugh.

As well as the value of being surrounded by capable and intelligent people, Cameron says a key to his company’s success has been to always remember that the tenants living in the many different properties are people first and not just numbers in spreadsheets. A lot of senior tenants in Northumberland developments live on their own, so allowing for the time and space for staff to build relationships with these people, as well as maintaining respect and connection to them through the staff and properties, helps them feel that they are known and looked after.

“Don’t forget who the ultimate customer is,” Cameron says, meaning the tenants and their families who will remember when a property and its owners have done right by them. He and his crew have kept this, and the firm’s other values, close to heart during the lifespan of Northumberland Properties, and it continues to pay off grandly for all involved.

The post Expansion Focused on the Ultimate Customer<p class="company">Northumberland Properties</p> appeared first on Construction In Focus.

This renovation project began in late 2018 when officials learned that the provincial library and its archives planned to move out of the centre and its Charlottetown location, which kicked off a year-and-a-half consultation process on what to do with the new area afforded to the space. Feedback from stakeholders, patrons, Indigenous voices, and other sources communicated a desire for the centre to house more learning programs, more Canadian content creation, and more programs talking about its role as Canada’s national memorial to its founders.

The ensuing renovation, still ongoing, seeks to incorporate these suggestions as well as provide massive, much-needed structural improvements to the building. Physical work began in the fall of 2024 and construction began in the spring of 2025, with Chief Executive Officer, Steve Bellamy, saying that it should be largely complete by summer 2026 with a rough move-in date of October or November.

Bellamy explains that the impact of the renovation will be substantial across multiple fronts. Beyond the addition of more learning programs and a more nationalized focus to the centre’s output, the impact on the local economy will be significant. The centre currently operates on a $12.5 million annual operating budget with a $27 million annual contribution to the gross domestic product. 400 jobs have been created by the centre, producing over $16 million in labour income and over $6 million in tax revenue. Operations post-renovation will likely expand, providing an additional $2.5 million annually with an increase in economic impact of around $5 to $6 million. In short, the expansion will create more jobs, more programs for the public, and more capacity for the centre to be a corporate partner for meetings and conventions in the Charlottetown area.

Artistic Director of Performing Arts, Adam Brazier, says that the renovation will allow the centre to become the largest and most consequential arts hub east of Montreal. It “will become a bucket list location for performers, creators, and leaders,” he says, and will come with greater physical accessibility to the space thanks to a clearer entrance from the ever-busy Victoria Road, as well as a warmer visual welcome to anyone entering its doors. The growth and positive experiences to be enjoyed by all who interact with the centre post-upgrade promise to be significant.

Although it is front-of-mind for everyone working there, the ongoing renovation is not the only thing the centre has been up to in the last few years. First, an arts academy was founded, from which its expanded learning programs will blossom. The academy will be able to expand the presently-offered artist training program and provide opportunities for short-term professional development for people in arts administration, cultural development, and in the centre itself. Next, a new arts innovation hub will provide facilities and resources for the creation of new Canadian content, from theatre to music and other forms of art.

Finally, the new Canadian leadership institute—the first of its kind in the country—will aim to house greater discussions about the nation, including programs like the Symons Medal presentation and lecture and the Charlottetown Forum, which will host conferences and lectures relevant to confederation on a variety of topics. According to Bellamy, all involved will discuss issues important to Canada, and the cultural impact will likely be enormous.

Amidst these improvements and plans for the future, this is something of a fraught time for theatre, especially in Canada. Bellamy notes that both the pace of inflation and an increase in annual operation costs are outpacing the centre’s ability for its revenue streams to keep up. While it does receive government funding support of roughly one-third of its operating budget, the majority of its revenue is generated through sources including tickets sales, education programs, food and beverage, and donations and sponsorships, none of which are able to match the pace of inflation.

Brazier points out that the centre has had to re-budget due to ongoing tariffs imposed by the United States, and sadly, in times of financial uncertainty, disposable income purchases by the public toward entertainment like theatre are often the first things to go when it comes to tightening the belt.

These challenges will not be solved easily; however, everyone at the centre believes in the art it produces and the power of that art to impact its audiences. “There’s a spirituality to what we do,” Brazier says, in getting people together to watch others perform. Theatre is feeling the crunch in competing with at-home entertainment like streaming services, yet the performing arts have the ability to create community through the shared experience of live theatre—so it is all about making sure younger generations understand that power and take advantage of it. The Confederation Centre of the Arts often must take risks on the shows it stages and the decisions it makes during hard times, but Brazier says that the talent in Prince Edward Island is abundant. That level of talent is ultimately what has gotten the centre through hard times again and again.

There is plenty to be excited about as the centre takes on these challenges and looks to enter a new era. In 2026, popular live shows like Come From Away and Anne of Green Gables: The Musical will be staged, along with an exhibit featuring the works of the late Prince Edward Island artist Erica Rutherford, curated by new Art Gallery Director, Pan Wendt, who was hired in December 2025. And later this year, the Symons Medal, one of the nation’s greatest annual honors, will be presented to Justice Rosalie Abella, who served on the Supreme Court of Canada for nearly 20 years.

The centre also looks forward to hiring the first director of its new leadership institute and establishing a new line of programming within it that will support people from diverse backgrounds convening to discuss important national issues.

It is an exciting time for the centre as it looks to expand its partnerships within the local business community. The centre has been a keen partner with businesses across the corporate spectrum in terms of packaging, experiences, and event planning, and Bellamy believes that the centre stands as a reflection of the country, an important piece of the Canadian cultural identity. “Now more than ever, it’s important that Canadians understand one another,” he says, and this can be effected through embracing activities that strengthen national bonds and allowing stories from different communities to be heard.

With its improvements slated to reach their conclusion shortly, Brazier says that the Confederation Centre of the Arts will soon match the output of the art created within it.

The post Becoming a Bucket List Location<p class="company">Confederation Centre of the Arts</p> appeared first on Construction In Focus.

For LIVIO Building Systems, the answer lies in rethinking how these facilities are delivered. Through its LIVIO AI Data Center Factory (LAIF) platform, the company has positioned itself at the vanguard of rapid AI infrastructure deployment, enabling developers to transform land and power into operational AI compute capacity in a fraction of the time traditionally required.

At its core, LAIF is a pre-engineered, multi-trade panelized building system designed specifically for AI data centers. The approach combines LIVIO’s modular wall and roof panels with integrated electrical and plumbing infrastructure, allowing structures to be assembled on site with remarkable speed. The system is designed to support scalable modules ranging from 20 megawatts to more than a gigawatt of capacity, accommodating the massive computing loads required by modern AI systems.

In practical terms, the LAIF approach condenses what would typically be a multi-year development cycle into mere months. Using standardized components shipped directly to the project site and assembled in a LEGO® brick-like manner, the building shell can be delivered in roughly 45 days, with hardware and rack installation following shortly thereafter. A complete AI data center can be converted from “land to compute” in as little as 99 days.

Engineering the next generation of AI infrastructure
The concept builds on LIVIO’s established panelized construction system, which has been evolving rapidly in recent years. In fact, since the company was last featured in Construction in Focus in 2024, two new generations of its building system have been introduced.

Generation 2.0 enhanced LIVIO’s original panelized platform by integrating structural sheathing into wall assemblies and incorporating plumbing and electrical infrastructure directly into the panels themselves. Founder and CEO Navneet Aron says the upgrade dramatically increased the completeness of the company’s off-site manufactured components.

Shortly afterward, Generation 3.0 launched as a fully closed-wall system designed to arrive on site essentially ready for finishing. With the interior surfaces prepared for painting and exterior surfaces ready to accept dry cladding systems, customers can move almost immediately from installation into the finishing phase.

These improvements laid the groundwork for LAIF, which adapts the same manufacturing philosophy specifically for high-performance AI data center environments.

“AI infrastructure is one of the fastest-growing construction segments in the world,” Aron explains. “The challenge is that traditional construction timelines simply cannot keep up with the demand for compute capacity.”

Solving the bottleneck
The surge in generative AI and large-scale machine learning has triggered unprecedented investment in digital infrastructure. Hyperscale technology companies and specialized developers are pouring hundreds of billions of dollars into new facilities, yet the pace of construction remains a major constraint. For many developers, the building itself—not the chips or cooling systems—has become the biggest bottleneck.

This is precisely where LAIF can make an impact. By fabricating building components off-site and assembling them quickly on location, LIVIO’s system dramatically reduces the labor requirements and construction time typically associated with large-scale data centers.

In one recent project in Ohio, LIVIO and its partners demonstrated the potential of this approach, delivering a fully operational AI data center facility within weeks of the project’s initiation. The speed and efficiency of that deployment led the developer to commit to using LIVIO systems across its broader project portfolio.

The LAIF platform also incorporates design features tailored to AI workloads, including compatibility with high-density racks, advanced cooling systems, and integrated infrastructure for power distribution and monitoring.

A platform built for global scale
While AI infrastructure has become the company’s most prominent offering, LIVIO’s building systems continue to serve a diverse range of applications, from residential and commercial developments to specialized structures with enhanced security features. Still, the explosive growth of AI computing is shaping the company’s global strategy. In recent months, LIVIO has seen strong demand not only across the United States but also from developers in the Middle East and other emerging markets eager to build new infrastructure quickly. Saudi Arabia has been one of the first regions where the company has engaged with major development groups, while opportunities are also emerging in parts of Africa and Asia.

As word spreads about the efficiency of its systems, Aron says developers are increasingly drawn to the company’s combination of precision, speed, and cost control.

“A developer anywhere in the world wants the same thing,” he says. “They want to build accurately, quickly, and predictably. Our system makes that possible.”

Reimagining how the world builds
Beyond speed, the company’s technology addresses several structural challenges facing the construction sector. Labor shortages continue to affect markets worldwide, while traditional building methods often struggle with delays, cost overruns, and inconsistent quality. LIVIO’s panelized system reduces on-site labor requirements by as much as 80 to 90 percent while delivering construction accuracy within one-eighth of an inch, Aron says.

“Our mission has been to reduce reliance on a highly skilled labor force on the job site,” he explains. “If we can simplify the process and make it more predictable, we can fundamentally improve how buildings are delivered.”

To help achieve that goal, LIVIO systems are designed to be intuitive to assemble, with clearly labeled components and step-by-step installation guidance.

The road ahead
As the global AI infrastructure boom accelerates, LIVIO expects its LAIF platform to become an increasingly central part of its business. The company is already preparing future generations of its building system, which will introduce additional pre-installed elements such as roofing assemblies, interior doors, and expanded finishing options.

The ultimate goal is to push the boundaries of how quickly complete structures—particularly complex facilities like AI data centers—can be delivered.

“We will continue to deliver to our current customers and expand our markets here nationally and globally,” Aron says. “AI infrastructure is only going to grow, and we believe our technology will play a major role in enabling that growth.”

The post Leveraging Technology for Global Success<p class="company">LIVIO Building Systems</p> appeared first on Construction In Focus.

New locations have been added as recently as fall of 2025, and growth has also occurred thanks to cooperative contracts in municipal and governmental sales, both of which have accelerated business operations. According to Thielbar, the company also has some new technological innovations with a broadening of technology and user interfaces. This is especially true as it pertains to safety in its spray patching and asphalt crack sealing product lines, the latter of which will see new technology in the first quarter of 2026.

The technology at the core of Cimline products lies in the interface of the machine control, which is used to eliminate variables for operator error and allows for better ergonomics and less physical exertion for the end user. Ultimately, these advantages make for a higher product rate as well as telematic reporting back to the home office. “We do want user feedback,” says Thielbar, especially from the end user and the dealer network.

For example, in its M4 crack sealer product, the team wanted to update a pre-existing product for greater job performance, safety, and ergonomics. To do this, it identified four high-use contractors of the specific size of machine being made, then reached out directly to identify areas for improvement. This process, says Thielbar, helps the company broaden its understanding and make sure it is detailing the right areas in its product suite.

The feedback received often applies to areas like use, melt rate, productivity, maintenance, upkeep, and various other issues. By merging this list with original company points, as well as keeping the dealer and end contractor informed of any changes, the engineering team can build the machine through computer-aided design programming. After obtaining final feedback from the advisory council, the pilot unit can be built, after which contractors and dealers are invited to the factory to put hands on the machine and be updated on manufacturing. Finally, the product is introduced to the marketplace.

Product success at this point is gauged based on orders received from participating contractors and dealers. This procedure was undertaken with the previously-mentioned M4 series as well as with the K-series Tack Kettles, and will be used in 2026 for the M1 and M2 melters, the best-selling product in the Cimline catalogue.

Another big driving factor in expanding innovation in technology is safety, especially for those who benefit from Cimline’s products. From road crews to agencies, state departments of transportation, and more, safety is the name of the game. For example, people repairing roadways often must do so in the middle of traffic, and safe procedure involves more than a simple lane closure or a traffic zone. If the company can reduce the number of people on the ground, shrink the footprint of the workspace, and limit overall disruption to traffic and timing—in turn improving operator safety—then it has done its job. Safety is “the main primary focus and directive for where we take our products,” Thielbar says.

He says that currently, the pavement maintenance industry is flat. Thankfully, this was incorporated into Cimline’s projections based on economic feedback from its pavement market as well as other various organizations and programs. There has been a slight decrease in job lettings for the fall season, as well as a tightening in advance of municipal budgets more quickly than in the past. There has also been a decrease in COVID spending as of July 2024, which previously funded about 50 percent of the company’s infrastructure spending through government programs.

Adding up these factors, Cimline goes back to its dealer networks to find out what their supply is, Thielbar explains. These networks are also in the midst of a flat cycle based on sales trends, so the big objective for growth lies not in the municipal or governmental markets but in contractor business, especially because of the cost of interest expense and the reduction in bid-letting in its category year over year. International Sales Manager Matt McCormick says that it has been a pleasant surprise that aspects like tariffs or the weak American dollar have not affected international sales to any noticeable degree.

Cimline’s dealer network is different from that of your typical pavement maintenance manufacturer in that it has both contractor and municipal sales, with the dealer network concentrated on asphalt and pavement maintenance. That focus is then used to educate and train the network and the industry overall. Dealers in the network are up-to-date on the latest training and resources, and are specialists in the asphalt pavement/pavement maintenance industry. This is “not just your average equipment sales company on the end of the street,” says Thielbar.

McCormick points out that growth continues, sales-wise, for Cimline across the globe. Thus far, the biggest market for international growth has been in Latin America, and the company has been fortunate to have developed relationships with quality distributors in markets like Chile, Mexico, Paraguay, and Colombia. Unit sales in Australia have also increased in the past three to four years, and several countries in Europe and Africa also have active representation. It is Cimline’s job to support these distributors in the best way possible with the resources available, wherever the team sees the potential and is able to respond and support its dealers, says McCormick.

A silver lining of being a company in the pavement maintenance arena, Thielbar tells us, is that its swings up and down are not as extreme as those of a mainline equipment supplier. This is generally because of the infrastructure in place that needs to be maintained, and maintenance dollars do not get shifted away as quickly as new construction or replacement dollars do, which will help stabilize the company’s overall market view into the new year. Meanwhile, manufacturing continues to rise and fluctuate consistently, especially thanks to ongoing trends like market tariffs on goods that go into the manufacturing process. While this coincides with Cimline’s annual pricing, it fluctuates at a pace where the end result of inflation input cost is not as extreme as one may think.

Looking ahead to 2026, Thielbar says that Cimline will consistently look to a route of safety and automation, especially as the younger generations continue to step into the pavement maintenance market. McCormick affirms that the company will be picking up a new distributor in the United Arab Emirates in 2026, and that it looks forward to CONEXPO-CON/AGG, taking place in Las Vegas in March. This is the biggest convention for construction equipment in the U.S. market, as it always gets a good international turnout and attracts lots of visitors—including the company’s dealers—for one-on-one interactions.

With so much on the horizon, Cimline has weathered recent storms and looks to make 2026 another exciting and successful year.

The post Not Your Average Pavement Company<p class="company">Cimline Pavement Maintenance Group</p> appeared first on Construction In Focus.

The third generation, family-owned company was put up for sale in 2004 after, Wes Austin, the owner’s son who would have eventually taken over, passed away suddenly. Current Chief Executive Officer Daniel Cramer’s father, a paper salesman at the time, got a group of buyers together in Amarillo and purchased the company outright from Wes’ father, Fred Austin, Jr.

Daniel Cramer has been with the company for 20 years now, starting as an hourly worker when the business only had four locations: Amarillo, San Antonio, Odessa, and Wichita. After graduating college, he transferred into sales out of the San Antonio office, then moved to a branch manager role, and eventually became CEO. In that time, Austin Hose has grown into a business that sports 13 locations as well as a considerable national presence in states like Louisiana, California, Kansas, and more.

The past two decades have brought significant upheaval and development for Austin Hose. “We are a totally different company from where we started,” Cramer says, evolving by marketing its services to other industries that use hoses while continuing to work in agriculture. From offering hundreds of purchase and rental opportunities to suit any need to its plug-and-play hose shop that allows clients to make their own hydraulic hosing, Austin Hose acts as the go-to name for its industry.

This decade so far has also seen the company acquire other hose businesses such as Powertrack International and GT Southwest, and both the Odessa and Amarillo locations moved into new facilities, both over 175,000 square feet in size, last year. And the company is in no way finished with its plans for growth.

Austin Hose has set a standard for itself in dominating the more difficult parts of the industry and overcoming barriers that other businesses in its space often have to deal with. Over time, the company expanded into further industries and attracted more and more top-line people, says Cramer, and this has been the biggest marker of growth so far. Along with its home industry of hoses and hydraulics, Austin Hose is also heavily involved in the oil & gas market and regularly supplies rotary hoses for drilling rigs; Cramer says this is the most challenging specific hose product line in which to be successful. The company has come to excel in that space.

It is not just about financial success, though. Cramer says that culture is everything at Austin Hose. The business has always been focused on the team and on family. When Cramer started at Austin Hose in 2005 (known as Austin Distributing at the time), the average employee age was around 65; over time, the team has become considerably younger, with most of the leadership team under 40. “We transformed into a modern company that has an incredible runway ahead of us,” thanks to this savvy combination of both youth and experience on one united team, he says.

The business has also become recognized across the state of Texas and in its local communities, even becoming an official partner and proud supporter of the Dallas Stars National Hockey League team and other state hockey teams. Austin Hose has become well-known for its spokesman and for the quality of service that lies beyond that friendly face.

The hydraulic hose industry has become somewhat stagnant for various reasons that can be difficult to effectively track, Cramer explains, and Austin Hose finds itself in a great place with plenty of room to grow even further. The business is going extremely well, with strong growth on track for 2026, and the young and motivated business has a strong foundation to build upon. With plans to continue expanding, Cramer tells us that Austin Hose will come to be seen all over the country, one year at a time.

The team has also found itself mixed up in some unusual challenges. Cramer says that an ongoing problem in the hose industry has to do with lawsuits surrounding non-compete clauses, provisos in work contracts that can prevent an exiting employee from working for competing organizations for a set amount of time. At the end of 2025, the company found itself part of a movement on social media called ‘Free Dick,’ concerning an employee who was sued after going to work with Austin Hose. Although these non-compete clauses rarely hold up in court, it often costs the employee a lot of money—potentially around six figures—to defend themselves, and the average person cannot afford that.

Companies engaging in this practice are largely unconcerned about winning these lawsuits and are only seeking to financially ruin people as a message to other employees, which Cramer views as plain wrong; in his opinion, employees should be able to go after whatever opportunity is best for them, including anyone who works for him. He, and Austin Hose as a whole, are standing up and making waves with this social media movement, a way for him to use his voice to help lawmakers realize the serious nature of the issue and protect at-risk employees.

Cramer believes that, ultimately, everyone at Austin Hose is in the hose industry for the right reason: providing genuine care and support to customers and each other, with success flowing from this approach. The company refuses to compromise on this people-first paradigm and wears it as a badge of honor.

With very little turnover and a consistent people focus, it is not all about the dollars at Austin Hose. This is simply everyone following through on the golden rule of treating others how you want to be treated, says Cramer, and the satisfaction he receives from his people reporting how the company has changed their lives for the better is very meaningful and motivating to him and the management team. Simply put, at Austin Hose, “We take care of each other,” he says with pride.

The post Making Waves in Hydraulics<p class="company">Austin Hose</p> appeared first on Construction In Focus.

Throughout the 15-plus years it has been active, Messco has grown from a single location with only four people to sporting five locations and as many as 80 individuals in its workforce, with plans to expand to even more locations. Derek Messing’s son Jack has also become involved as a sales associate, making it a true family business.

Sales Manager Brady Mohart, who has been with the company since 2020, says that clients can sometimes fall into the assumption that, because the business is heavily involved with lumber in its daily operations, it is only a seller of it and associated products like drywall. This is not true, he says, because the company provides a full service, willing and able to engage in other building areas including trim, siding, decking, railing, roofing, stonework, and more.

To that end, Messco hopes to shake off its label as just a lumberyard. The company can assist a wide variety of customers with any project inside or outside a home. Vice President Dale Hammond says that the business is capable of doing jobs that range from $2,500 pressure decking projects to commercial jobs in the range of $3 million to $5 million, which shows its versatility and commitment to customer satisfaction.

The decade so far has seen Messco make great strides in its desire to expand operations ever further across the Tri-State area of New York, New Jersey, and Connecticut. In 2020, the company opened a new gypsum yard site in Danbury, Connecticut; around four years later, it opened another gypsum yard in Manchester, Connecticut, along with a new accounting office and 40,000 square feet of warehouse space. Hammond says that the move to open a new branch in Connecticut in 2024 was spurred on by an offer from CertainTeed, a Pennsylvania-based building product distributor, for an exclusive dealership to sell acoustic ceiling tile products in the state.

These moves across the state of Connecticut have been paralleled by similar growth in the company’s home state of New York. Last year, Messco established its commercial door division store in the village of Montgomery, building from its original Walden location. The company has expanded its home base quite a bit, a branch that Hammond says does everything from framing and lumber to gypsum, drywall, roofing, and siding. “Anything the building industry offers, we can do,” he says, and the company has made sure that the same is true of all its yards and locations.

Along with new locations, the company has also been inviting new faces to its workforce, both in 2024 and 2025. Crucially, this talent influx has brought a lot of younger workers, individuals in their 20s and 30s. Mohart says that, generally, it is easier for younger people to adapt to the new technologies and programs available in the building industry today, which is a huge boon for Messco’s operations.

On the flip side, Messco also welcomes industry veterans with decades of experience, who help the next generation develop their sales skills and learn the ins and outs of the field. A breadth of experience levels throughout the team has helped the company remain nimble while its operations benefit from the decades of experience and knowledge it carries within its workforce.

Among its many positive aspects, Hammond says that the biggest distinguishing feature of Messco in the building industry is its approach to service. “There’s still a lot of personal touch with us.” He says that this distinction sets the company apart from much of the competition who may be unwilling or unable to go the extra mile the way a business like Messco can. At Messco, it is easy for customers to get in touch with a real person as opposed to being sent to an automated voice or a phone tree, and this is the same for the sales force. Across all the company’s locations, salespeople have their own customers and have fostered enduring personal relationships with them, which has allowed for repeat business and an ever-renewing sense of confidence in what the company can do.

Mohart says that sometimes, when a business reaches a certain corporate level, the interpersonal connections can drop off, especially when decisions about projects or goods have to be run up the chain before a decision can be made. Since everything at Messco is accomplished in-house, decisions can be made faster and clients can often get answers the same day. What is more, as a family-owned business, there is no cadre of voices gumming up the works and weighing down every decision in bureaucracy. Clients have historically responded to this direct, swift approach and appreciate that a human voice can be reached any time of day for service or support.

Hammond tells us that 2025 was a comparatively stagnant year for both Messco and the broader building industry due to a lack of consistency in projects and customer expectations, owing largely to the higher interest rates seen throughout the year. This, coupled with the ongoing tariffs imposed by the United States, continues to affect myriad industries that rely on importing and exporting goods internationally as part of their regular operations. Thankfully, Messco itself is still doing well all things considered, and is anticipating a newer push for construction—especially on the commercial end—that will likely make a significant difference in fortunes by early 2026.

As the new year begins, Messco has big plans to expand throughout the New England area with even more new locations, Hammond shares. With its recent dealership offer in Connecticut, the hope is to push the business further into New England and potentially nab exclusive dealerships in that state as well.

Along the way, the company will continue to employ the practices that have brought it such success so far: family values, exemplary customer service, and a rich knowledge base. “We will take advantage of having great employees and see where the economy goes,” Hammond says. Although the economy can be unpredictable, Messco’s rock-steady commitment to customer satisfaction, delivered by its knowledgeable and hungry employees, will surely keep it coming out on top for a long time to come.

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Senior Architect and Partner, Philippe Ashby, appreciates that such a longstanding firm continues to evolve and build on its capabilities, adding three new partners since we last spoke in 2021 and never resting on its laurels. These new partners, he says, bring experience in design, construction, technology, and the technical side of architecture, all of which exemplify the work that DMA does. Moves like these showcase the firm’s vision of keeping its expertise broad and building on a strong foundation.

Mr. Ashby tells us that DMA has gained a bird’s-eye view of the architecture field in its near-70 years in business. With a team of more than 40 individuals, the company excels in institutional, commercial, and cultural work, and specializes in rehabilitation projects including heritage properties and the unique considerations they bring.

The team’s collective knowledge base includes not only this rich technical expertise but also the robust processes needed to better itself and its industry, with particular attention paid to documentation. Since its founding, the company’s reputation has been built on its methodology, tenacity, knowledge of Montreal’s built environment, and avant-garde creativity, which all come together in a comprehensive offering with the data to back it up. At DMA Architectes, this data is put to good use for the benefit of the awarded project while taking into account potential future needs and the long-term value of the project—key considerations with heritage properties in particular. As Mr. Ashby explains, “It’s important for us to engage the client relationship and ensure they get full service for the work we’re putting into place.”

Guided by such rigorous internal processes, DMA is able to tackle projects of varying scopes and scales. The company is currently collaborating with PRA and NFOE on a three-phase project for Polytechnique Montréal involving expansion and redevelopment work, and important rehabilitation work is also being done with NORR at the National Printing Bureau, a Classified Federal Heritage Building in Gatineau.

Indeed, Montreal has proven to be a fruitful place for DMA Architectes to call home. Mr. Ashby explains that many of the city’s buildings were built in the 1970s and 1980s, which means many of them are now in need of maintenance and renovation work; this work is promising but it is also complex. Many of these projects involve occupied commercial buildings, which means that the firm must be wary of the particular needs of the tenants within, as well as those of the client.

Mr. Ashby says that DMA has the technical know-how to see and approach these projects from all angles, looking at restoration, rehabilitation/conversion, or replacement as needed. Each approach comes with distinct impacts, technical challenges, and benefits, so when it comes to projects, DMA looks carefully at the finer details. For instance, in light of the rise of modern office towers in the ’70s and ’80s, DMA has developed an expertise in glazing, window, and curtain wall interventions that come with specific challenges, expertise that is coming in handy in the company’s present work on two major rehabilitation projects.

“It is important to be able to accompany our client with the technical support required but also to engage in important questions regarding logistical issues such as how the work will impact tenants, how the job site will be organized, and how the work will take place,” explains Mr. Ashby. Of the two current projects in question, both impose very different impacts on the sequence of work and therefore the tenant impact; one is employing more traditional methods (lifts and platforms) and one a newer, enclosed system (Upbrella). The Upbrella system provides an enclosure that offers a controlled environment which facilitates the work and inspections and improves control over the schedule. However, the work and services need to be adapted to the different conditions that are chosen for a project.

As an employer, DMA aims to curate a similarly collaborative environment in the workplace. Overall, the firm maintains a horizontal approach wherein everyone is encouraged to participate and share their thoughts on various aspects of projects. This is key to creating a sense of openness and belonging within the team.

DMA has also recently moved into new offices, a move done in the aftermath of the COVID-19 pandemic to get its people back to business as usual in an enticing work environment. “Collaboration is important in our field of work,” says Mr. Ashby, and younger staff members benefit from working in proximity to their team and their mentors. One never stops learning as an architect, says Mr. Ashby, and there is no better way to do so than in person.

The company makes this mentoring easy with in-house presentations on projects, software, and lessons learned. “It’s important to feel like you’re growing within the firm,” says Mr. Ashby. He tells us that architects, traditionally, are generalists in terms of technical ability; although DMA encourages its team members to develop their own specialties, everyone enjoys and benefits from a variety of work. By continually building on their skill sets and expanding their knowledge bases, everyone at DMA is in a position to meaningfully contribute in a variety of ways, and the work is that much more rewarding and stimulating.

The current architectural market, Mr. Ashby says, is in a state of flux, which poses certain challenges but has also allowed DMA to adapt its approach. There have been significant budget cuts in institutional projects in the education sector (historically, a large segment of the firm’s work), bringing market shifts for the firm and the industry. A number of projects are presently on standby, and meanwhile, DMA is shifting focus to its other markets such as building restoration and commercial buildings.

Although DMA is meeting with success in exploring diverse projects, there are still a lot of unknowns around elements like tariffs and global trade. While some suppliers may not see an impact (such as aluminum suppliers who get their product from Europe), others are affected far more greatly, forcing everyone to adapt to stay competitive.

Mr. Ashby says that, as a firm whose rich and varied expertise sets it apart, DMA Architectes wants to continue building on its strengths and applying them to as many sectors as possible. The team is exploring some new avenues and, as always, enjoying the large-scope projects to which it can contribute as part of a team. Moving forward, DMA will also keep its eye on factors like sustainability and climate change with regard to the role they play in building maintenance. Mr. Ashby says that attention must be paid to the ever-aging built environment, and to protect and preserve these buildings means they must first be carefully analyzed through every lens.

DMA Architectes has always gone the extra mile for its clients, and now, with nearly seven decades of experience behind it, the firm continues to evolve with purpose, blending tradition, technology, and teamwork to meet the demands of an ever-changing built environment. This company’s enduring success lies not only in the quality of its work but also in its capacity to adapt, mentor, and anticipate what comes next. As the firm strengthens its leadership, expands its expertise, and deepens its commitment to the preservation of Montreal’s architectural fabric, DMA Architectes remains firmly rooted in the values that have defined it since 1957: precision, collaboration, and an unwavering dedication to building better spaces for generations to come.

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Around 2016, Folsom Ready Mix established its own concrete lab and hired people with more experience on the commercial side, which is how the venture grew from a concrete producer for small contractors into counting public works and large commercial outfits among its clientele.

Across 2020 and 2021, Folsom Ready Mix expanded its initial California-based operations into Reno, Nevada, this time as a separate company named Silver Strike Concrete. Silver Strike is run by the same management team and back office as Folsom, but it does have its own sales and operations forces unique to Nevada.

In 2023, Folsom Ready Mix was acquired by The Farmer Companies, a construction materials producer based in Missouri and with worldwide reach. Derek Miller, President for Folsom Ready Mix and Silver Strike Concrete, says that its new parent company has helped the company not miss a beat with its customer service during the changeover: “We are much more stable being part of a large nationwide corporation while maintaining the same company culture,” he tells us.

Miller says that, throughout its considerable history, people have been a large part of what has defined Folsom Ready Mix, with many of its salespeople boasting 15 to 20 years of experience in the concrete industry. Miller himself came into the fold in 2016 and is one of many employees who bring a unique mix of both insider and outsider business practices and knowledge to the company. This is a part of a “many heads are better than one” approach that gives the company a broader perspective and allows it to succeed.

Innovation is another long-held value of Folsom Ready Mix; from the very beginning, Scott Silva preferred to be on the cutting edge, developing and welcoming valuable innovations. The company focuses on implementing relevant technology that gives its customers better service, produces a quality product, and ultimately, helps to grow the business. To this end, it has partnered with a Silicon Valley-based construction technology outfit, Handle, that is helping manage and streamline the business’ lean processes, leading to benefits for both staff and the end customer by facilitating a more streamlined payment process.

In its time, the company has implemented an in-house lab as well as quality software to help with concrete submittals. The team is also thankful for partner Verifi for its technology that assists in in-transit concrete management, as well as CRM (customer relationship management) systems that allow customers to receive their quotes and submittals quickly. Indeed, the ability to respond to last-minute customer needs as they arise using the technology the company has at hand goes a long way. “Our vendors describe us as user-friendly,” says Miller, a compliment that validates the efforts the team continues to make.

This year has been a packed one for the company, as it has undertaken projects like the Folsom Dam Raise with the U.S. Army Corps of Engineers, a quality-critical project that aims to reduce flood risk in the Greater Sacramento area. Similar work is being done on the Mosquito Road Bridge Replacement in the Placerville area in El Dorado County, California. Many of these projects also have strict timelines, so it is important that the team not only meets these quality expectations but that service be tight so as to save customers money and labor.

In October of this year, Silver Strike Concrete will be kicking off a project for an airport parking structure in Reno, a project that will require a great deal of experience, attention to detail, and service. Miller says that this type of work is challenging but rewarding to pull off—which the team typically does without a hitch.

Although Miller says that the company has been busier than ever, it has nonetheless been navigating challenging and inconsistent waters due to several factors including the current state of the economy, uncertainty around tariffs, and higher interest rates than in years prior. These elements have created a ripple effect on the specific markets the company works in as well as nationally, the latter of which is a newer concern since The Farmer Companies’ acquisition of the business. Thankfully, the Reno market has been especially busy in 2025, with many projects like parking garages, data centers, and multi-family housing being funded by private investment, painting a rosy future for the company.

Miller tells us that the new ownership has been open in its desire for the company to expand its geographical reach. There are no specific moves to be made just yet, but it is something that is always under consideration. Miller says that Folsom is as much a trucking company as it is a concrete provider, so the greater its geographical spread, the more it can expand its service offerings because of newfound proximity to available jobs. Since part of the company’s modern identity involves a geographical expansion with Silver Strike Concrete, it stands to reason that Folsom could find further success in other parts of Northern California.

Into the new year and beyond, the company will be looking to invest in new technology that will help both it and its customers reach their respective goals. Miller says that the team is hoping to work with a company that specializes in maturity meters, sensors placed in concrete that communicate to a monitoring device to determine concrete strength over time. The team will also be investigating investments and partnerships to monitor its product quality and add further value to customers. Folsom also plans to look inward at its company culture to make sure it is maintaining the right employees and skill sets, rewarding strong performers appropriately, and exploring new opportunities for expansion across the country.

Miller says that interest rates going down will hopefully cascade into 2026 and lead to a rebound in fortunes for that arena of the business and the industry overall. When homeowners struggle with inflation, interest rates, and wages, as well as tariff uncertainty, it can give people in the industry pause around starting projects like home-building (especially since materials like rebar, lumber, and cement powder are generally imported products in this market). Thankfully, this company has a group of loyal customers that value what the business provides; in fact, Folsom and Silver Strike have been a bit busier than many of their competitors who may not claim as diversified a customer portfolio.

“We are thankful for our customers because of their dedication to the company during tough times,” Miller says. Their loyalty is not lost on a business that has always been people-focused, in and out.

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Brand and Marketing Manager, Ryland Thiel, says that Tornado Infrastructure Equipment’s solutions have become even more capable with the evolution of technology over the years. This is key, as, when an excavation operation digs a hole as part of a project, it will typically run across hidden electric or gas lines when using a backhoe or dozer machine. This can result in strikes to these lines, leading to a potentially hazardous or dangerous situation with impacts to nearby infrastructure.

Hydrovac technology is the answer to this, avoiding such impacts by offering a more controlled dig site that effectively resolves the risks of digging. Hydraulic excavation applies high-pressure water to break up the soil and create a slurry, and unlike digging, this method will not damage underground utilities. A vacuum system on the truck suctions up that slurry into a debris tank that can then be transported for disposal offsite. Because the excavation is precise, only removing the necessary amount of soil, less backfill is needed when the job is done. It even works in winter, where hot water swiftly loosens frozen soil.

Many North American municipalities are now calling for companies with these capabilities to provide excavation services using hydrovac trucks, and requirements like these have, in turn, created a clear pathway for Tornado’s products to find clients while further accelerating its market growth.

Over the past few years, the company has seen huge gains in its production rates, increasing production from around 80 trucks annually to around 120, with a 2025 target of 180 trucks and an additional milestone of having sold over 1,800 hydrovac trucks since 2008.

This growth in production rates has meant year-on-year profit growth as well, especially thanks to strong deals made with business partners who supply Tornado vehicles to their clients through a dealership infrastructure. Thiel tells us that unit sales have more than tripled—from 87 units in 2021 to 320 in 2024—and profit has grown by over $100 million.

The business has also expanded through mergers and acquisitions; just this year, Tornado acquired CustomVac Services, which has dealt with hydrovac services in the hazardous waste space. Tornado is also set on growing its operations facilities and is building another 5,000-square-foot facility in Red Deer, Alberta that will focus on production and help the company meet the growing demand for its products. Finally, the company has recently signed new deals with partners such as Ascend Hydrovacs out of Calgary, Alberta, to produce a new type of truck to be launched this year under the Ascend brand.

When it comes to what makes the company distinct in its field, Thiel says, “Quite simply, our products are the best in the industry.” Being of extremely high quality, all components needed to produce the best Tornado end products are sourced from top name brands.

Thiel is appreciative of the company’s suppliers, who give Tornado a competitive edge thanks to quick turnaround, leading to reliable and durable products. For example, the company employs a 24”-diameter core drill that makes for easier concrete removal on job sites as well as site repair that will reduce job time and not impact the environment.

At present, Tornado is looking to keep pace with rapidly evolving innovation in the industry by introducing the Vortex System 2.0, which has only recently arrived to market. Vortex 2.0 is a centralized information system that reports on the monitoring of different components on the vehicle and provides diagnostics, including a troubleshooting process directly in a van body. Thiel explains that this is an onboard interface/screen that displays the results of more than 100 sensors on a vehicle to report diagnostics and performance information—anything from a complex blower’s cubic feet per minute (CFM) rate to whether or not a filter needs to be changed. One can control functional vehicle components through electrical wire or even operate the vehicle itself using the system.

The Vortex 2.0 system serves to benefit operators, Thiel says, and can operate in any climate across Canada and the United States. For those who operate and manage a fleet of hydrovac trucks in a city, the real-time monitoring system permits all trucks to be tracked remotely via a global positioning system. This allows for a greater degree of planning in preventative maintenance scheduling, which in turn, keeps downtime to a minimum.

Certainly, this has been a volatile and unpredictable year for countless businesses, but thus far, for Tornado, there have not been any negative effects to production-related growth alongside its growing client demands. Thiel notes that, although there is ongoing uncertainty in the North American market (as well as globally) with challenges relating to the tariffs imposed by the United States, Tornado has not seen any tariff-related consequences or risks to its growth projections, and is proceeding with a sense of momentum and confidence.

This dynamism is evident as the company continues to expand its existing product lines and introduce new ones as well. For example, when it comes to hydrovac truck operations, spraying water into the soil creates a mixture that cannot be disposed of like typical concrete or asphalt; this newly created material needs to be disposed of at specific locations, which can often mean expensive dumping fees that are passed on to the customer.

There is a solution to this, however. Thiel tells us that at a utility event in October 2025, the company will be announcing its line of trucks which use compressed air instead of pressurized water to break down material. He points out that, although these have seen wide use in the European market, these trucks essentially do not yet exist in North America, so this fleet will be a huge asset to the excavation industry in the coming years.

Never resting on its laurels, Tornado Infrastructure Equipment will continue to focus on research and development, as well as providing a customer-centric approach, Thiel affirms. Continuing to provide the highest quality product in its industry is made possible by focusing on client needs and designing products with intent, while also providing relevant solutions to support customers’ daily operations.

To this end, Thiel says that digital and technological solutions are increasingly finding a home within the company’s wheelhouse. “It’s a digital age, and we are venturing rapidly into it,” he affirms. This includes finding solutions through technology to connect companies, truck operators, operations management workers, as well as customers and partners into a platform that will let Tornado further boost the quality of its service and product delivery while addressing manufacturing and supply chain challenges.

Adopting technological solutions will be a continued focus in the future to provide a more optimal customer journey, as well as tracking and monitoring the company’s performance through each point of interaction with customers over the typical 25-year life-cycle of a Tornado product. And as always, to address customers’ challenges, the company makes use of direct feedback to help gather intelligence on where it needs to focus its attention. Thiel believes that this approach will ensure that the team is aiming at providing quality end products while simultaneously searching for new business opportunities and markets to diversify its excavation equipment products. “Improving our customers’ journey, wherever that can be achieved” has been and remains the calling card of Tornado’s one-of-a-kind service in its field, he says.

As Tornado Infrastructure Equipment looks to the years ahead, its commitment to innovation, customer satisfaction, and product excellence remains unwavering. From its humble beginnings in 1984 to its position today as a leader in hydrovac technology, the company has never lost sight of the values that built its success: quality craftsmanship, responsive service, and continuous improvement.

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