In 2019, there were eight million family businesses in the United States alone, many of which were construction companies, making families en masse one of the largest employers and a significant contributor to the country’s GDP.

Often referred to as “mom and pop” operations, a family business is one that is owned and managed by at least two members of the same family. While most family businesses boast a tightknit, family-oriented work culture, the culture will be heavily influenced by the family dynamic, which, as we all already know, differs from family to family.

Just as some families can’t get enough of each other, there are others that can’t be in the same room. If you’re in the latter category, a family business might not be for you. Spending countless hours a day with people you are not fond of is likely to make strained relationships even tenser and will likely impact how the business operates.

That is not to say that only happy families can run successful family businesses. Quite the contrary. There’s no known correlation between happiness and success, just as there’s no guarantee of success in any economic endeavour, but there are certain advantages and disadvantages to owning and operating a family business.

Countless studies have shown that family businesses outperform public corporations and create more wealth, particularly in cash flow and total return on investment. But despite these advantages, family businesses are not without their challenges.

If you are considering setting up a family business, joining the family business, or taking one over, several factors should be evaluated beforehand to ensure that you’re making the right choice, while insulating your financial investments and personal relationships in the process.

Let’s begin on a positive note.

A major advantage of being family-owned and operated is having a ready-made brand. Family businesses are typically associated with tradition, hard work, craftsmanship, good governance, and loyalty. There’s a cross-section of consumers that will go out of their way to support a family operation based on the personal relationships that have been built.

That’s partly because when working for yourself and with family, there is less financial pressure to create immediate returns and a greater emphasis on building relationships. Coworkers are more than just peers or business partners, they are your family, and that alone is a powerful motivation to put your best efforts into striving for economic success in the long term.

As such, family-owned companies are likely to be smaller, with a culture that is future-focused, relaxed, and comfortable, though this can be a downside as well. Too much comfort can breed complacency.

Smaller operations tend to a more personalized, family-oriented work environment. When employees become family, leadership better understands the needs of its employees, and in turn is more flexible, understanding, and empathetic to these needs. As a result, employees work harder.

Be it relationships between relatives or employees who are like family, when bonds are good the strength of these relationships will serve as the foundation of the company’s leadership and success.

Ultimately, working with family, you know what you are going to get: the business is less likely to be weighed down by character flaws and their implications, and if everyone is united by a common goal and values, everyone is more loyal, invested, and willing to make the sacrifices and efforts that are necessary for the collective good.

This culture contributes to greater collaboration, more intuitive decision-making, and a heightened business acumen that can undoubtedly serve to enhance the family’s financial and personal interests.

As to be expected, there are also disadvantages to owning and operating a family business, some of which can lead to the business’ ultimate demise. While the prospect of working with loved ones is great, creating a generational economic legacy comes with its fair share of challenges.

One of the most obvious dangers for family businesses is the propensity for meritocracy to take a backseat to nepotism or favouritism. Not only can this result in the lesser-qualified moving up the leadership ranks faster than those with the most skills and experience to the detriment of the company, but this can also create resentment amongst employees and family members alike.

Where there may be undeserved career advancement, there may also be less motivation to succeed, which can be a barrier to innovation and growth. Clinging too tightly to tradition can have the same negative results.

To be a profitable family business, there is a good likelihood that you will have to work many hours of unpaid overtime, and even when you aren’t working, work is likely to be a topic of discussion or a point of focus. Boundaries are an absolute must when running a family business to ensure a good work-life balance is achieved.

Conflict management is another priority of successful family businesses. Of course, you don’t need to be in a family business to encounter work conflict, it can happen anywhere, but it is important that work conflicts are addressed and don’t persist outside of work, especially with family. Establishing clear roles and responsibilities and well-defined share allocation and payment structures may not totally negate conflict but will lessen its likelihood and severity.

The subject of a thousand TV dramas, one of the biggest sources of conflict for family businesses is the matter of succession. Only 30 percent of family companies will make it to second-generation ownership, with half of that number making it to the third generation.

Clearly, it’s imperative to have a succession plan and good communication to ensure the next generation is both able and willing to take over and is accepting of the plan so that failed expectations aren’t the cause of either family or business breakdown.

There are certainly pros and cons to operating a family business in any industry. At the best of times it can be a challenge but having the right team around you can make all the difference, especially if they are family.

If a family business is what you dream of, there are certain ways you can protect your interests and safeguard your family. Consider succession planning and how shares are allocated, ensure decisions are business-driven and not personal, establish clear roles and responsibilities and conflict management strategies, and remember your motivation for doing so: your family.

The post Happy Families or Family Feuds<p class="company">The Pros & Cons of a Family Business</p> appeared first on Construction In Focus.

In Atlantic Canada, Pomerleau is home to three offices, one in Halifax, Nova Scotia, another in Moncton, New Brunswick, and one in St. John’s, Newfoundland and Labrador. Using their knowledge as residents of Atlantic Canada, the dedicated team is establishing a community-based approach to constructing the region’s leading infrastructure.

Read some of their stories below:

Andrew Squires
Andrew Squires is a true Halifax local. The assistant project manager joined Pomerleau as soon as he completed his Bachelor of Civil Engineering at Dalhousie University and began work in Halifax. Since his start at Pomerleau in 2016, Squires has fulfilled several career goals and worked across the east coast.

The avid hockey player studied civil engineering because he wanted to build stadiums and arenas, which he did by being a part of the management team for the construction of the UNIplex Intergenerational Community Complex in Dieppe, New Brunswick. Now completed, the facility is home to a local hockey rink where his fellow hockey friends get to play. “Pomerleau gave me the opportunity to build a sports centre, something I had always wanted to do. I am grateful to contribute to the local community by building something I know they will use. Seeing people enjoy the facilities we build brings a smile to my face,” Squires said.

The Atlantic team is supported by Pomerleau’s coast-to-coast resources but continues to exude local values. With employees spread across the east coast provinces, each project and region are home to their own families. “What is nice about the Atlantic team is that we have a small town feel when we are working with the community. Every day we are performing work that we believe in and as locals, our authenticity shines in our work. It is good to be helping the region I call home,” said Squires.

Lee Vicars
Lee Vicars did not plan on pursuing construction until his father started a general contracting company in Newfoundland and Labrador. After gaining some experience developing condos, he began working for Pomerleau. His career covers a wide range of experiences. He started as an estimator, then became a health and safety coordinator and was later promoted to a project manager.

Vicars quickly realized after starting at Pomerleau that it is a company that holds true to its values. He is currently working on a high-profile renovation project for Defence Construction Canada in Halifax. He is proud of this project because the team has built a great relationship with the client. “When you work in Atlantic Canada, it is not uncommon to work with people more than once on different projects. Most of our relationships are forged onsite. It is important to foster great experiences with clients and be completely authentic with them,” said Vicars.

Each project requires the team to adapt to its specific requirements. It is important to understand the local market to find solutions to problems presented on remote sites. Vicars likes the technical aspect of his job because he gets to solve issues onsite with ingenuity. The close-knit team is proficient with innovative tools like BIM, and they bring innovative mindsets to every site. The use of these types of tools is relatively new to the east coast, but not to Pomerleau’s Atlantic team, who are leaders in innovation and quality. For Vicars, who has worked in New Brunswick, Newfoundland and Labrador, Prince Edward Island, and Nova Scotia, seeing a job come together with his team is the most positive aspect of his job, especially when it’s in his hometown of Halifax. “I like helping people who work with me because I find it rewarding when they progress—especially when I am building in Atlantic Canada because it means a lot more to me,” said Vicars.

Michael Gehue
Michael Gehue completed two internships with Pomerleau while studying civil engineering at Memorial University in St John’s, Newfoundland and Labrador, and became a full-time employee once he graduated. Gehue is now a project manager for the reconstruction of the Gros Morne National Park Visitor Centre. The LEED® certified project is the first project to be delivered for Parks Canada within the Atlantic region and requires Parks Canada and Pomerleau to work methodically together to ensure the safety and protection of the existing wildlife in the park during construction. For example, conservation work includes not disturbing the roosting periods of an endangered bat species within the park and locally sourcing topsoil for landscaping.

This project, like many of the others Gehue has worked on at Pomerleau, is fast-paced and detailed. Having a supportive team helps him work through challenges. “The dynamic I have had on sites has been quite enjoyable. We must be able to adapt to the differing needs of our environments, like a Swiss army knife. Project work is always difficult, but when you enjoy the people who you work with, it makes it all worth it,” said Gehue.

Adaptability does not only pertain to the projects themselves but the communities within which Pomerleau is working. Some regions are small and remote, and the team must understand the needs of the local communities to perform well. Gehue finds great value in building relationships when acclimating to new projects and regions. He believes that building relationships and knowing the community well are the most important aspects of the job. Once relationships are solidified, everything else falls into place.

Abigail MacEachern
Abigail MacEachern made Nova Scotia her home after years of travelling and studying. The Dubuque, Iowa native received her bachelor’s degree from the University of Colorado, studying environmental design with a focus in architecture. Following this accomplishment, she went on to study for her Master of Architecture degree at the University of Virginia. She and her husband, who is from Nova Scotia, spent a lot of time travelling before they settled in Halifax.

MacEachern became acquainted with Pomerleau when she was practicing as an architect on a joint venture residential project that involved Pomerleau. After working with the team on this project, MacEachern made the move to Pomerleau and is now a Senior Design Manager and Team Leader for the company’s APEX team, who work on alternative contract types. “At the Halifax office we are very collaborative. Everyone here lives and breathes the statement of love. We value each other’s experiences. It comes naturally to be supportive here,” said MacEachern.

MacEachern was the first design manager hired for the Canadian Business Operations (CBO) division. Her passion is defining the design processes for APEX. The team applies a holistic approach to projects, responding to the needs of the community and building relationships with local industry members. The jobs MacEachern works on are challenging and intricate, the way she likes them. “We are a small office that considers ourselves a family. Our collaboration makes us a competitive force. We have a strong team that possess the expertise to manage the design aspects of contracts. Our work speaks for itself,” said MacEachern.

Sara Evely
Sara Evely grew up in rural Newfoundland and Labrador within a close-knit family that worked in the trades. The first-generation university student began studying neuroscience and then switched to engineering. She is now working as a project coordinator on a 500-million-dollar hospital project in Cape Breton, Nova Scotia.

The building is the centre piece to a comprehensive upgrade of healthcare facilities on the island of 100,000 plus people. It includes a new cancer centre that will provide essential treatment for those in the region who usually need to travel far distances for specialized treatment. “It is a great opportunity for a young professional to test their abilities and to be involved in a project that will change and benefit the local community immensely. It is extremely rewarding,” said Evely.

Evely was drawn to Pomerleau because of its innovative practices. However, she stayed because of the company’s value of authenticity, which allows her to come to work every day as herself and defy stereotypes. “We bring innovation to the local industry. Integrating the trades into the pre-construction processes using innovative tools creates a positive outcome for the project as a whole,” said Evely. Her goal is to develop community relations through projects, leading initiatives and organizing events that encourage women and girls to pursue their passions in STEM. As she continues to navigate the early experiences of her career, Evely finds solace in her Atlantic Pomerleau family. “I get to interface with different individuals from different backgrounds who have a lot of experience, daily. I draw from their knowledge in the field and apply it to my work,” said Evely.

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And in America, Rogers Brothers Corporation was founded.

A part of North America’s manufacturing history, the company that began 117 years ago is stronger than ever. Today one of the premier trailer manufacturers in the United States, Rogers Brothers’ early days saw the company involved in projects such as bridges and steel structures.

This changed with the First World War in 1914, with the company taking on troop carriers, and again in World War II when Rogers Brothers focused on tank retriever trailers, earning an award for employee performance and wartime dedication.

Over a century of experience
Over a century after it was established, Rogers Brothers Corporation remains a trusted, fully family-owned and managed business with a staff of about 45. Today, the company is owned by the third and fourth generations of the family: Larry Kulyk and his children, Jay Kulyk, as President, Nick Kulyk, as Vice President and Shop Supervisor, and Beth Hough, as Corporate Secretary.

Larry Kulyk, President of Rogers Brothers Corporation from 1989 to 1994, serves as the company’s Chair of the Board of Directors and Corporate Treasurer.

“He’s the last member of the third generation active in the business and still is an integral part of company management,” says son Jay. “His career at Rogers spans nearly 60 years.”

Other family members also fill key roles at Rogers, including brother-in-law Kyle Glasl, Sales Coordinator, and brother-in-law David Hough, Production Coordinator. Recent years have seen the next generation showing interest in the family business.

Like his dad, Jay has been instrumental in the success of Rogers Brothers. Starting part-time in 1984 and going full-time in 1991, Jay succeeded his uncle, Mark Kulyk, to the presidency of the company in 2012. With a bachelor’s degree in economics from Carnegie Mellon University, Jay combines his knowledge of business and finance with plenty of hands-on, practical know-how about the trailer industry.

The ultimate in trailers®
Rogers Brothers’ slogan is “Since 1905, The Ultimate in Trailers®” for good reason. Manufacturing products for the construction industry, the company also makes trailers used in the mining industry as well as others specifically designed and crafted for a single purpose. This includes trailers made to haul power-generating equipment and transformers, boilers, and even massive steel coils.

Some have a capacity of 20 tons, while detachable gooseneck trailers can handle up to 100 tons. Configurations include front loading, rear loading, modular and other types. Rogers is known for the quality of its manufacturing. Clients also appreciate its ability to customize and paint trailers to meet their requirements.

At its 100,000-square-foot facility in Albion, Pennsylvania, the company produces around 110 to 120 trailers every year, depending on the type. In some years, Rogers has built over 200 trailers, mostly smaller models; other years have seen the company manufacture less than 100, but comprising mostly large units.

“We currently have a strong backlog of orders, and our lead times remain quite long for us—28 to 32 weeks for many trailers,” says Jay Kulyk. “The majority of those are for trailers used in the construction industry to haul excavators, bulldozers, paving machinery, et cetera. We’ve also seen an increase in specially designed trailers used to haul steel coils within steel manufacturing plants.”

Like other companies, Rogers Brothers faced challenges at the peak of the COVID-19 crisis, including an increase in lead times. Nevertheless, the cloud of COVID had a silver lining in the end. When the pandemic hit, the company had a healthy backlog of trailer orders on its books and was looking forward to a good year in 2020.

On March 18, 2020—a week after the World Health Organization (WHO) declared COVID-19 a pandemic—Pennsylvania Governor Tom Wolf announced the mandatory shutdown of most businesses that were “not life-sustaining.”

The state published a list of “essential” business categories that could keep operating, and an appeal procedure was established for businesses deemed “non-essential.” The “essential” list was, in many instances, ambiguous, and Kulyk’s read of it at the time left them as a “non-essential” business.

Due to this, the company had no alternative except to temporarily lay off its entire workforce, effective the following day. Despite email requests for clarification from the state of Rogers’ proper business category and filing an appeal for permission to reopen a few days later, the company received no response.

Finally, on May 11, Rogers Brothers, along with many other types of companies, were permitted to reopen, conditional on putting in place certain COVID-related precautions and procedures. “The ‘silver lining’ to this otherwise depressing situation was that we did not lose a single trailer order despite the unexpected two-month delay in our production schedule, and every single Rogers employee reported back to work on the day we were permitted to re-open,” says Kulyk.

A customizing company
From decades of trailer manufacturing expertise to longstanding family values, dedicated staff, and exceptional customer service, Rogers Brothers is an industry leader.

Working with customers on exact needs and specifications, Rogers makes dedicated trailers to special configurations for construction and mining, and also single-purpose products of all sizes, with wide-ranging customization to ensure their clients’ complete satisfaction. Conforming to transportation guidelines and regulations, construction trailers that go on highways are often smaller than those used on mining sites—often impressively larger and heavier.

Market sectors for the company remain strong, especially construction. The business has seen a noticeable uptick in orders for specially designed heavy-duty trailers purpose-built to haul large steel and aluminum coils within manufacturing facilities.

With a notable 120^th anniversary due in just three years, Rogers Brothers Corporation is planning its celebrations. For now, and the future, the company will keep doing what it does best: making the finest trailers in America.

The post Four Generations & Still Trucking<p class="company">Rogers Brothers Corporation</p> appeared first on Construction In Focus.

Ball Construction proudly celebrates its 100^th anniversary in 2023 after decades of success in Ontario. The company has built a sterling reputation for high-quality facilities and comprehensive, skilled, and consistent service. Dedicated to excellence, the firm is actively involved in all aspects of business development to guarantee every project is delivered to the highest standards and client satisfaction. The firm’s five principals continue to build on a long and impressive family history of quality craftsmanship.

Ball Brothers General Contractors was officially established as a firm in 1923 by Frank and Harold Ball. Not long after, the firm became Ball Brothers Limited in 1930. Following the Second World War, Harold’s three sons Jack, Jim, and Thom, and Frank’s son, Bill, joined the family business.

It was then in 1997 that current President, Jason Ball, and current Vice President, Cameron Ball, represented the third generation of family members (cousins) leading the Ball Construction Limited team. Eight years later, Ball Construction Ltd. was established, and during that same year, current Vice President and Estimating Manager Gary Hauck joined as the third partner. In 2016, Rod Aitken became the fourth partner as the Vice President and Preconstruction Manager. Recently, in 2022, Brent Cochrane, the Small Contracts Manager for Ball, joined the partnership as the fifth partner.

The Ball team is proud of the company’s history and is thrilled to see the lineage continue so successfully.

“For our 90^th celebration we had a huge customer and partner party, with 350 to 400 people at a large function,” shares President Jason Ball, adding he hopes the upcoming 100^th will enjoy the same large attendance, unhampered by COVID’s lingering effects. The company will be hosting several functions throughout 2023 with partners and clients, along with fundraising for a charity still to be determined. In the meantime, the hard work continues.

Offering multiple services for design-build projects, Ball Construction works directly with clients, acting as a one-stop shop for all facets of the design and construction process. Ball has been perfecting this service for decades, allowing clients to trust the company and have peace of mind while the team turns their vision into a reality.

“We look back to the core values that we inherited from our previous generations of honesty, integrity, and quality, something we learned as we were raised in this industry,” says Gary Hauck. He goes on to add that, “The previous generation laid the groundwork for us, and that’s certainly a key contributor to our success.”

To be sure, the company has weathered several economic upheavals over its long tenure but has remained steadfastly upright throughout.

“We’ve gone through many recessions, as you can imagine,” says Jason. Naming off previous challenges, Jason mentions that, “We got through the recessions of the ‘80s and the ‘90s, and we met those challenges because of our core values.”

Ball focuses on looking at specific projects that fit the team’s skill set, knowing they can complete a quality project while creating a relationship with the client. Jason proudly adds that, “We’re not volume hunters; we promote client satisfaction, so we don’t bid every job out there.”

This mindset means, in part, focusing on repeat business during recession periods, and building on the team’s strong relationships and reputation.

“We’re still working for those repeat customers and we have a lot of repeat customers and a lot of referrals. That helps during tough times,” says Jason. For those clients, that means increased value and efficiency, reduced waste, personalized service, and top-notch workmanship to accomplish the project to complete satisfaction.

“We’re basically of a size where we can adjust fairly quickly with our staff,” explains Gary. He goes on to say that, “Through one of those recessions, there weren’t a lot of big institutional projects on the go. We ended up doing a series of Home Depots for quite a few years, and we’re known in the industry for doing recreation centers and ice hockey arenas. We specialize in certain areas and become experts in them.”

Indeed, the recreational facilities built by Ball Construction are unparalleled and publicly showcased throughout Ontario communities. The company has constructed more than 45 ice surfaces—many of them multi-pad—and several multipurpose facilities. These facilities boast aquatic features, ice pads, fitness centres, gymnasiums, spectator areas, entertainment spots, and libraries. A number of these facilities had additions constructed, all while Ball was able to maintain facility access.

Along with big box stores like Home Depot, Ball also constructs complex projects such as the University of Waterloo School of Pharmacy. The ability to pivot is a skill that the company has acquired during its longevity. Currently, Ball has started construction for York University, where a new Neuroscience building is coming to campus. The Ball Construction team is confident that they will be able to complete this complex project leaving York impressed.

“Over the years we’ve built the Perimeter Institute for Theoretical Physics in Waterloo, a very high-end building,” says Gary, “and right now we’re also constructing a huge warehouse, so we’re very adaptable. At certain times certain projects are more prevalent than others and we focus on those and just get good at them. We can be very competitive on those repeat projects.”

Cameron Ball is impressed with how Ball and the entire construction industry have been able to adapt; “When you’re talking about adapting and adjusting to the times, I’m thinking about all the technological adaptations that our industry has embraced over the years. It’s taken us from the 1920s horse and buggy days to where we are today with our computer technology.”

This adaptability is reflected in the company’s long-term business outlook, which includes a focus on long-term training and mentoring young staff as opposed to simply recruiting. As Cameron says, “A lot of our senior people now have been here a long time. It’s served us well over the years. We look at training and mentoring our young staff as one of our keys to success.”

Another big change over the years is the advent of social media, which Ball Construction uses avidly, particularly LinkedIn, Instagram, and Twitter.

“We have a full-time person who works on [social media],” says Jason. The Ball team will highlight interesting projects with short videos or drone footage from the site. Jason believes it is essential that, “We try to throw little teasers out there every day on active project sites. We also feature employees, superintendents, and office staff every week.”

Jason adds that, “It’s not because we’re using social media to get new work; it’s more so awareness to the community, as perhaps we’re going to be able to recruit young professionals out of the community to join Ball. Social media can be seen as a recruiting tool.”

There are no headhunting services used at Ball construction, as the company prefers to hire out of colleges and universities, bring potential employees into the company, make them part of the team, and then mentor them through their careers. This is especially important in the wake of a recent wave of retirees who have spent an impressive 40 to 50 years with the company. Finding new employees can be challenging after careers like that come to an end and when facing an ongoing labour shortage.

In regards to hiring new individuals, Jason believes that “some of the social media helps with that, as we try to make people aware of the construction industry and how fun it is and how rewarding it is to be part of that industry.” He adds that it would be nice to reach more people while still in high school so they can make more informed career decisions.

“There’s nothing more exciting and dynamic than the construction industry,” Jason says. “It’s the greatest industry in Canada by far. Every day is a challenge. You step up to the challenge, and it’s changing every day, too. It’s dynamic, it’s both rewarding and enriching.”

Recent challenges in the industry include supply chain issues with both materials and availability. This accompanies a significant price escalation of material costs, which are expected to continue into 2023. The team at Ball Construction plans to persevere through these challenging times, as they have done previously in the past.

Cameron suspects that it is “the family-owned aspect that has influenced our success. We do try to foster a family atmosphere here as opposed to a punch-the-clock, nine-to-five attitude. We do a lot of team-building initiatives between golf tournaments and Christmas parties and various other social get-togethers.”

Trade shows are popular tools for education, outreach, and team-building initiatives as well, another factor that contributes to Ball Construction’s success. This is reflected in the company’s numerous awards of excellence won over the years. Along with awards, the company is extremely proud of its dedication to safety, something Ball takes very seriously. The firm recently achieved its milestone of one million hours worked without a lost time injury.

“We were one of the early adopters of COR™,” adds Jason. “When COR was brought into Ontario, we were one of the first dozen general contractors to become COR™ certified, which is a higher safety standard for certification, now required throughout the province.”

Of course, keeping up with the latest technological advancements is vital as well. “You won’t be successful as a contractor, or in any industry, if you lose sight of technology,” Jason says. “You’ll fall behind and you won’t be competitive. We’ve always prided ourselves on being able to keep up with the latest technology.” Whether from a safety, operational or software standpoint, Ball Construction has continuously embraced the technology needed to do the job effectively and competitively.

“Something else a little different than the typical contractor of our size, is 100 years ago there wasn’t a whole group of sub-trades,” adds Gary. “A general contractor had to self-perform a lot of the different trades—drywall, masonry, even building windows out of wood and buying the glass. There weren’t specific sub-trades, and we hung on to that in the concrete and carpentry areas. We’re able to self-perform our concrete work and rough carpentry.”

“A lot of similar contractors these days are in an office building without a yard full of equipment and carpenters and labourers on staff,” Gary adds. This is one significant aspect Ball Construction has hung on to, and an important part of what’s helped the company achieve its success through the years.

“We’re more of a traditional contractor as opposed to a broker contractor,” says Jason. “We still have 100 carpenters and labourers on our direct payroll, so we can self-perform the key components of the job, move it along and control the schedule better. There are only a handful of general contractors like that. It’s very rare to find someone like ourselves that has that type of equipment and those types of resources and expertise to self-perform that work.”

Ball Constructions plans to be in business for another 100 years, passing the torch to the next generation, including Ethan Ball, the family’s fourth generation.

Ball Construction is also proud of its strong community roots in the Kitchener-Waterloo area, making time to give back whenever possible, including to minor sports teams and local firefighters. “We’re very local and community-minded, as there are a lot of initiatives we get involved with to support our community,” says Cameron.

That mindset and awareness of community spirit have become an integral part of Ball Construction’s identity; they are proud and fond of the community they have grown in for the past century.

“To be around 100 years doesn’t happen by accident,” says Jason. “You have to have a good reputation. You have to be known for your integrity and your honesty and your ability to deliver the product as you committed to. Without that you won’t last.”

The post Building a Family Legacy that Lasts<p class="company">Ball Construction</p> appeared first on Construction In Focus.

Mondev traces its proud history back nearly thirty years, when it began taking on property management roles across Montreal.

“We made money; we lost money,” Founder and Senior Partner David Owen recalls of that era. But after years of beneficial—if occasionally painful—learning experiences, Mondev branched out into commercial building and development in 2003 and has continued its residential building and management commitments since then. Its team has also branched out as well, with David’s two sons Mark and Jordan and younger brother Michael joining the family business.

Today, Mondev offers residential and commercial properties across Montreal for rent or purchase. The company owns and operates over twenty apartment buildings and condominiums in vibrant downtown areas like Le Plateau Mont Royal, Griffintown, Mile Ex, and LaSalle. At the time of this writing, three more are in their final stages of development in Ville-Marie and Saint-Laurent with estimated completion in 2023 and 2024.

The company also develops several homes and townhouses for sale, with two more under construction. Finally, it owns and operates approximately 100 commercial buildings, providing ultra-modern and efficient office space in prime neighbourhoods in one of Canada’s most beautiful cities. With this versatile business model, Mondev has morphed into construction of purchase-built rentals and acquisition of previously built properties. “We’re really, today, a fully-integrated real estate development and investment company,” says Michael Owen.

Mondev has marked its upcoming anniversary with a look back on its growth as a real estate provider and manager. “It’s really evolved in different areas of the real estate business,” Michael remarks. “Property management turned into construction and large scale developments projects.”

The expansion continues today with the largest project being new developments in the Montreal arrondissement of Outremont. A disused CP rail depot has been purchased by the University of Montreal, and Mondev is one of several area developers tapped to redevelop the area into new condos and businesses.

“We’ve created a whole new part of town that didn’t exist before,” Michael says. David estimates that, between the Outremont, Griffintown, and other projects, over 1400 units are now in development.

Remarkably, the company has achieved thirty years of success without going public; all of its funding is entirely private. While this may limit its ability to take on large projects, this also removes any outside interests. “That allows us to own the entirety of the project,” David Owen explains. “Even though we’re very, very active, we’re very cautious with the types of properties we buy.” This strategy of internal funding helps keep it grounded and focused. “We’re not chasing deals… at prices we feel are out of the market.”

Another feature which differentiates Mondev is its noteworthy ability to find new locations and identify neighbourhoods ripe for development, a testament to its long time in business. This has given it a large array of land and properties for potential development, leading to a full development pipeline with little opportunity for downtimes. The company’s experience has taught it to stockpile supplies well in advance to keep lead times manageable, more necessary than ever in today’s world of supply chain difficulties. As Michael explains, this helps not only keep projects moving on schedule but also within budget. “We’ve stocked plumbing supplies, we’ve stocked electrical supplies in buildings to guard against any rapid increase in costs,” he says. Finally, after nearly three decades in business, Mondev has been fortunate to build a strong network with its partner contractors and suppliers across its operational area.

However, it may be the company’s range of amenities throughout its properties that truly sets it apart. With cities becoming more vertical and centralized, tenants are asking for more features such as lounges, pools, and gyms. Regarding the last feature, Michael is specific: any gym in Mondev’s buildings is “a very well-equipped gym—not the kind of gym with two treadmills and an elliptical trainer,” he affirms. “Our gyms are real gyms.”

David notes that, in today’s real estate market, amenities are not an extra but a necessity. Additionally, he says they are a minor financial investment: “The cost of the amenities, compared to the cost of the entire project, is not very high,” he says. “For us, it’s a must-have.” As living units worldwide become smaller and more functional, the company sees its mission to help tenants enjoy their living spaces as much as possible.

Part of that mission, and a difficult balance to strike, is obtaining tenant feedback. Apart from empirical means such as statistically measuring when, how often and at what times of day tenants use certain amenities, Mondev proactively solicits regular feedback to ensure tenants are receiving and enjoying the amenities they need. From managers on down, the company also does its utmost to hear all perspectives. “We try to treat everybody in a fair way,” David says.

It is tempting, in real estate as in any business, to stick with one’s chosen niche. The company, however, has decided to boldly embrace a wide market beyond rental property management with its broad portfolio. “We’re entrepreneurs at heart, so when we see opportunity, we’ll go for it,” Michael explains. He recalls an occasion from earlier in Mondev’s history, when the company had the chance to buy and repurpose some old industrial property. “Had I operated with this ‘singular focus’ strategy, I would have missed out on an opportunity that resulted in an enormous success for us,” he states, emphasizing the importance of taking risks and having a forward-thinking philosophy. “I think that, if you’re in business and you see an opportunity, then you should grab it, and if it’s a little outside of your focus—so what?”

Partly thanks to this bold strategy, Mondev has been riding a wave of market-related rapid growth in recent months. When the pandemic hit, the company was able to fall back on its decades of built capital and wait for the right openings. David relates that the company bucked the business trend of pandemic-induced conservatism to buy properties when competitors were not. “We’ve built up a big land inventory, which we still have now,” he says, estimating that this inventory will keep it going for up to ten years.

As Mondev looks forward to its future, David and his team are well aware of the important balance between market factors and a growing population’s needs: “People are always going to want to have affordable housing,” he points out, elaborating that, in Montreal, cries for more housing are starting to drown out other voices calling for more sustainable development.

Mondev is in a strong position to adapt to changing market trends. Its experience and policy of internal financing have given it rich capital reserves on which to fall back. Rising inflation and interest rates are giving some the fear of an oncoming recession, but David says that inactivity is occasionally acceptable. “Sometimes, to do nothing is also an option,” he says. “We’re going to listen to what the market is telling us.”

He and his team remain convinced Montreal is one of the best places to live in Canada and, indeed, the world. Its rich demographics, growing economy, and vibrant culture provide Mondev an excellent place to build, he says. “We’re really grateful for all that and plan to keep going.”

The post Celebrating 30 Years of Excellence<p class="company">Mondev Construction</p> appeared first on Construction In Focus.

“H2I Group has changed tremendously since our last profile. The biggest change is that we are now a nationwide company. Over the past few years, we focused on expanding our company footprint across the United States through mergers and acquisitions. We now have an extremely experienced group of new leaders and have also elevated other leaders within the company. Everyone in our top leadership group, at least twelve to fifteen people deep, are all relatively new in their positions,” states Senior Vice President of Sales Kyle Saewert.

For all that, the company’s raison d’être remains the same. In simple terms, H2I Group is a specialty subcontractor or equipment and solutions provider. It helps create interior spaces and then sources and installs laboratory and athletic equipment, flooring, lockers, furniture, bleachers, seating, and other products for schools, gyms, laboratories, and athletic and entertainment venues. The company also serves as a reseller of technical education equipment and products.

H2I Group partners with multiple manufacturers, some of which the company has worked with for decades, allowing the team to provide the best products and solutions for each project. The list of partners is impressive, with each being highly regarded in their respective areas of expertise, whether that is athletic equipment, laboratory equipment, flooring, seating, or technical education products.

The company provides preconstruction, design-assist, estimating and budgeting, scheduling, project management, installation and support, service and maintenance, and product sourcing services.

“Probably fifty percent of everything we do is lab-based: fume hoods, upper and lower cabinets, a lot of equipment and fixtures,” says Saewert.

The company recently added architectural woodwork, also known as millwork, to its impressive list of services. H2I Group can furnish and install ornamental metals and wood carpentry for cabinets, reception areas, nurse’s stations, entryways, and more.

The company established an employee stock ownership plan or ESOP in 1977 and was 100 percent employee-owned by 1987. H2I Group has been rapidly growing with more expansion possible in the future. Including the Minneapolis headquarters, H2I Group now boasts offices in Houston, Chicago, Baltimore, Baton Rouge, Denver, Seattle, Dallas, Salt Lake City, Kansas City, Charlotte, Pittsburgh, Cedar Falls, and multiple offices in California. Its eighteen offices, as well as its many remote workers, give the company a presence from coast to coast.

When the firm was founded nearly a century ago in 1924, it primarily sold racks, conveyor systems, and shelving to businesses in the Midwest. By the 1950s, with visionary leaders Duke Haldeman and Jack Homme at the helm, the company had spread into new markets, supplying schools, healthcare facilities, and labs with equipment. With the baby boom in full force, the firm, then called Haldeman-Homme (pronounced ‘homie’), Inc. thrived. Profit-sharing was introduced for employees during the 1950s and remains a company benefit today.

An office in Chicago was opened in 2005, followed by further expansion. Academic Specialties Texas, which sold lockers, bleachers, and other gear, was acquired in 2014.

H2I Group continues to grow today. It purchased Paton Group (an education technology reseller focused on CNC mills, laser engravers, robotics, 3D printers, and CAM/CAM software) as well as Dow Diversified (a full-service lab equipment and casework dealer out of California) in 2019. A year later, NexLab Design (a full-service lab equipment and casework dealer out of Baton Rouge) was bought. Knight Athletics (a distributor that also does product installation and maintenance for theatres, auditoriums, and gyms in Pennsylvania) and RPE Laser (specializing in engraving and printing) were both acquired in 2021.

“Integrating this wide array of firms into the H2I Group family has been an adventure and growing experience for our company,” according to Saewert. He is particularly excited about the performance of Dow Diversified which is “on the verge of doubling their revenue,” since it was brought onboard.

Thanks to these recent acquisitions, the H2I Group workforce has increased to around 255 employees (H2I Group only) with a total of around 400 employees including all field personnel. The new company name, H2I Group, was introduced in 2019 as part of a broader rebranding initiative. H2I Group is simply a tweak of the original name, referring to Haldeman and Homme and the company’s incorporated status.

For all this impressive growth, the past few years have not been without challenges. Of special concern, the arrival of COVID in early 2020 “caused a lot of unknown, unrest and still is,” says Saewert.

The company worked hard to keep its staff safe. Installers were given masks, sanitizing solution, and other safety gear. “Our installers were some of the safest ones out there.”

The firm continues to grapple with what he calls “the COVID hangover,” in the form of pandemic-related supply woes. Along with other materials, steel, used in much of the lab equipment H2I Group installs, has been hard to find of late, due to production delays caused by the pandemic.

Supply chain difficulties, in turn, have led to “a margin crunch: extra price increases on freight and materials, surcharges, labor charges. Everything went up. It caused our profit to shrink,” he continues.

Despite these obstacles, H2I Group has completed some very impressive projects over the past few years. These include a veterinary medicine building at Texas A&M, an athletic village at the University of Minnesota, and a science tower at the University of Texas in Austin. Over the past eight years, the firm has built two such science towers, stocked with laboratory casework, fume hoods, carts, and various testing and research equipment.

Some of these projects are in the $10 million-plus range. “We’re working on labs at leading universities and research facilities in California that are $15 million in size. Ten years ago, we didn’t take on projects that size,” states Saewert. Proud as the team is to tackle such huge jobs, H2I Group seeks to achieve a balance, with a mix of “small, medium, and large projects,” he notes.

H2I Group provides full-service solutions—from estimation to install—and likes to tackle what it calls total facility solutions—multiple assignments across disciplines at a single location. For example, a high school might hire the firm to provide and install equipment for its gym, auditorium, labs, and classrooms while also providing architectural woodwork. While H2I Group is open to adding new services to its repertoire, such a move would depend on various factors. The company wants to continue expanding but is wary of overextending itself.

“We have had considerable growth year over year on both the sales and revenue side. Just to keep our arms around everything, I don’t see us going out and looking at too many [mergers and acquisitions] right now. We have to be able to facilitate the business that’s coming in,” says Saewert.

This is a wise strategy for a company whose work has been recognized with industry honors. Recent kudos include Best and Brightest Companies to Work For in the Nation awards for 2017, 2018, 2019, 2020, and 2021, plus The Nation’s Best and Brightest awards in the category of wellness for 2018 and 2019. The Best and Brightest awards are given out by the National Association for Business Resources (NABR).

These accolades reflect H2I Group’s company culture and status as an ESOP firm. “In addition to motivating existing employees, granting workers ownership in the company is a good recruitment tool,” says HR Manager Erika Flickinger.

The company also runs the Homme Education Foundation, which awards college scholarship money to children and grandchildren of employees and retirees. Full-time employees who have been with the firm for at least one year can apply for post-secondary tuition benefit including a 100 percent tuition-free program through the University of Arizona Global Campus. H2I Group also supports numerous charities, including the Salvation Army, the Boys & Girls Club, Toys for Tots, and the Relay for Life.

When hiring new staff, the company prefers “positive people with a can-do attitude. People not just looking for a job, but looking for a career, looking for a family atmosphere. Someone that wants to retire with our company,” says Flickinger.

The firm is currently revamping its company website, bringing together information from all the acquired companies and creating one cohesive brand. The new site, which should go online early next year, will showcase more projects completed by the company and provide useful content for partners and potential clients.

H2I Group is also gearing up for a hugely significant anniversary in 2024. “We are proud of the fact that we have been providing exceptional solutions for exceptional education, athletic, and science spaces for almost one hundred years. We try to live by the values set forth by the founders of this company while continuing to put processes, technology, partners, and people in place to continue to be successful,” states Marketing Manager Megan Tansom.

Marking the company’s centennial is just part of H2I Group’s plans for the near future. “Growth isn’t our number one priority—profitability is, for our employee shareholders. I would love to see this company move forward technologically speaking, systems speaking, and be more efficient and more profitable. We hope to continue to keep our customers happy, earning repeat business and building on our relationships with our industry-leading suppliers… In five years, I see H2I Group as a very strong company providing both a great customer and employee experience,” states Saewert.

The post New Name, New Services, New Markets, Same Positive Spirit<p class="company">H2I Group</p> appeared first on Construction In Focus.

One of the most significant recent changes in the company is that two partners have retired, leaving Kovarsky solely at the helm. He offers a valuable perspective on successfully navigating the transition. “I’m learning to become a better delegator,” he says. This is a skill that takes effort and some getting used to. “It is a learning experience—learning to let go of some things,” he says.

“Obviously when you don’t do everything yourself, everything is not always your way. You have to learn to not expect everything to be your way. I think the toughest part is learning how to let go,” he shares. “My father used to say to me, ‘you have two choices. You can be here 24/7 and have everything your way or you can have a life and learn to accept the fact that you’re not always right, and sometimes people do things, and it turns out better than the way you would have done it, and sometimes it doesn’t but you learn to accept that.”

One of the most notable, ongoing challenges the company has faced in recent years has been the growing popularity of big box stores. The team has had to adjust accordingly to remain relevant. “We made a big change in the way we did things,” Kovarsky says. “We never would have sold to the people that we sell to today, but our customer base sort of evaporated with the advent of the box store in our industry, and so as the numbers dwindled, we looked for another kind of person to sell to, and we started selling to contractors. That’s worked out very well. We still sell to stores but the numbers are not anywhere near what they were thirty years ago.”

B.E. Atlas was able to successfully navigate the pandemic, although there were certainly challenges. Initially, the team assumed the company would be shut down for a short period but, after examining the situation, they took a different tack.

“We made a decision to close for a couple of weeks when all the businesses were closed,” Kovarsky remembers, “and then, that weekend, I really spent the time to actually listen to what they were talking about and realized that it was very obvious that if you’re going to close, this is not going to be over in two weeks, and we couldn’t close for a year. We couldn’t close for six months.”

As the company was considered an essential business and allowed to stay open, the team ran the concept by employees and proceeded with caution. “In all honesty, I was very nervous about the whole thing,” he says, “but we just ended up never closing, and customers kept doing business. We’re in a business where, if you have a home and your sump pump breaks, you’re going to get it fixed, COVID or not. If your faucet is leaking all over the kitchen floor, you’re going to get it fixed, COVID or not. So business went on. It got slower for a while but business wasn’t terrible. It was okay and slowly built back up to where we were.”

Throughout the pandemic, the team enforced mask-wearing for employees and customers and followed all the standard procedures to regularly sanitize the workplace. Employees who were unable or too concerned to come into the office to work were still compensated.

“We tried to do the right thing as a company,” Kovarsky says. “Everybody got paid for every day. If they were sick, they got paid. If they were here or not, they got paid. We had some employees that took some extra time because they weren’t comfortable with it, and I paid them anyway because I think it was the right thing to do.”

Now, the primary challenge has become the rising cost of doing business. “Pricing is becoming a problem, a big problem,” he says. “There’s only so much you can charge somebody to do something, regardless if the cost has risen. [If] you’re going to replace something in someone’s house, the number can only get so big before it’s not doable anymore.”

The supply chain is still in “terrible shape,” Kovarsky adds. “There are things we’ve been out of for months and months and months, and pricing is continuing to rise between the freight costs on land and from China.”

These challenges are not just affecting the business; they are making it tougher for employees to make ends meet. “The cost of living has gone up dramatically, and I try to, the best I can, keep pace,” he says. “I’ve given a lot more raises and larger raises, than I typically do because they’ve got to eat… As an owner of a company, I feel like I have an obligation to them to do the best I can within the limits of what the company is capable of doing to support them.”

The retirement of the company’s previous partners has given some wiggle room to raise employee pay. “I made sure of that,” Kovarsky says. “I didn’t want to be up against the wall. I’m using those extra funds to do this, but to continue to go forward, we have to grow.”

This need has led the team to try new tactics to promote the business. “We’re doing a lot of things we never did before,” he adds. “We’re on a Spanish radio station, a Polish radio station. We’re doing different types of advertising.” This includes wrapping trucks with promotional material, which spreads the word “because we’re running around town all the time.”

Pushing an online presence is another big effort, and a completely revamped website is currently under construction. To make this effort a success, Kovarsky has made a point to hire people who can navigate social media and make web sales. It goes back to his wiliness to delegate responsibility.

“I’m not as at ease with web sales and things that didn’t exist for much of the time I’ve been in business. Having youthful people who grew up with that is going to be an advantage going forward. I’m kind of letting them run with it a bit.”

Some of the company’s strategies for growth and success will never change. Instead, the team will continue to rely on the same underlying, tried and true business practices that have kept B.E. Atlas in business for six decades.

“While times have changed, I don’t think business really has,” Kovarsky says. “We built a reputation that certainly didn’t start with my generation, but with the generation before us: being honest, not gouging, charging a fair price for the goods we sell, and I think that has been the reason we’ve survived maybe when others haven’t. We’re not the kind of company that raises prices on salt when it’s snowing. We don’t try to get away with things. We work on a very standard margin. It is a fair margin, and it’s kept us competitive in the marketplace for all these years.”

With decades of experience in navigating an evolving industry—and armed with new talent propelling the business forward—B.E. Atlas is well placed to continue to overcome challenges and succeed in a competitive marketplace.

The post Overcoming Challenges<p class="company">B.E. Atlas</p> appeared first on Construction In Focus.

“We’re more niche,” says President Tripp Amick. “We have a lot of [items that] everybody knows exist, but nobody knows what they’re called.”

After profiling the company in 2017 and 2020, Construction in Focus sat down with A&H Equipment for the third time to hear the latest developments. As it turns out, the company had a relatively easy time overcoming the challenges brought on by the pandemic. “During COVID we were very lucky,” says Vice President and Sales Manager Jason Kelley. “2020 was definitely a down year for us, but it could have been a lot worse.”

It certainly helped to be an established force in the sector. “Being market leaders in our marketplace, our customer base stuck with us,” Kelley says. “We were able to get through it.”

Today, the challenge continues due to supply chain issues and labor shortages. “It’s in direct relation to COVID,” Kelley says, but the situation was already tenuous pre-pandemic. “It’s hard to find the workers at this stage of the game and that’s in every industry now, but it’s especially hard—and it was even that way before COVID—finding technicians and qualified mechanics, welders, fabricators. It can be a struggle. [COVID] just accelerated it.”

The team is working hard to attract and retain talent in this challenging climate. “We’re very top line in what we pay in hourly [wages],” Kelley says. “We’ve increased our benefits, our 401(k), and our health care. I think it is above and beyond for our business but I believe we have to do that.”

Even with the labor shortage affecting the company, Amick points out that the business does have a number of employees who have remained loyal to the company for years. “I think it’s important to recognize that we have a lot of employees that have been there for a long time,” he says. “We still have employees that have been there for thirty years. And you do that by being a good employer, making work fulfilling, fun.”

A&H Equipment builds on a solid history of industry firsts and growth in the face of challenges, so it’s not surprising that the team is managing to overcome current difficulties. Amick’s father, Chet, bought in to the company in 1962 with a minority share (49 percent). His partner passed away in 1967 and his shares were then bought by Amick. The business was originally formed in 1963 but had grown little since then. “We were still a small company with three salesmen, three service people, and two parts employees,” Amick recalls of those humble beginnings. “Chet’s wife, Grace, took on the role of Bookkeeper. We continued to grow and began adding additional equipment lines as we went.”

Amick joined the family company full-time in 1979 after graduating from college, starting as a Sales Representative in the Pittsburgh and Southeast PA areas. But his father, Chet, passed away suddenly in 1981, leaving his mother, Grace, at the helm. During that era, women were rarely leaders in the equipment distribution sector and the family faced an uphill battle. “My mom became the President of the company, which at that point in time was extremely unusual, particularly in our industry,” Amick remembers.

She was not deterred, despite the pushback. “Fortunately, because of Grace Amick’s experience with the company and the relationships she had with the manufacturers, most of them decided to continue working with the company during that difficult time,” Amick shares. “As a result, Grace [headed] one of the first women-owned-and-managed equipment distributors in our industry.”

She turned the reins over to her son in 1987, but remained active in the company until shortly before her death in 2008. In 2009, Amick made two key hires: Keith Davidson came on as Controller and Jason Kelley joined as Sales Manager soon after, then began buying into the company.

After years of hard work and steady growth, the business is currently enjoying the benefits of its new, larger headquarters located north of the city of Pittsburgh. Spread over three acres in Zelienople, Pennsylvania, the location is more strategic than the previous site. “It’s twice the size of our old facility,” Amick says. “Our service area is probably three or four times the size. It’s just much more suitable to our business.”

The headquarters sits close to the north/south corridor of I-79 and the east/west corridor of the Pennsylvania Turnpike, making it easy to reach customers quickly. “It gives us access to major highways and puts us a whole lot closer to all of our customers than we were before. We used to be down much farther south—about forty-five minutes farther south—than where we are right now. So it puts us closer to a lot of our customers and makes it more attractive from a logistics standpoint.”

The team boasts their A&H Bodies truck upfitting subdivision just off the Pennsylvania Turnpike in Somerset, Pennsylvania and another service and parts location in Harrisburg, Pennsylvania.

In addition, A&H Equipment continues to partner closely with TRUVAC. One of its most popular products is its TRUVAC hydro excavation equipment, which is critical for safe digging. “A hydro excavator basically uses air and water to make small holes that don’t damage things in the ground, so you don’t have a backhoe tearing up a gas pipe and blowing up a neighborhood,” Amick explains. “TRUVAC has been—not just on the sales end, but also for rental parts and service—probably one of our largest focuses over the last three to five years,” Kelley says.

There has also been an increased demand for garbage and recycling trucks recently. “We’ve seen a resurgence in the refuse [sector],” Kelley says. “Smaller contractors [are] kind of evolving back into the industry, where it was very national-centric for a long period of time.”

“There was a lot of consolidation going on during the 1980s into the ‘90s and a lot of these small guys were bought out by the big, regional and national companies,” Amick explains. “And now we’re actually seeing a resurgence. All those guys were bought out, but now we’re starting to see small contractors start back up again. It used to be, if you don’t sell to the nationals, you couldn’t sell. Well now we are starting to see them pop up. It’s becoming a bigger business force again.”

The resurgence still has a long way to go, however. “It used to be twenty-five or thirty percent of our revenue back in the ‘80s and ‘90s,” Amick says. Now, mom and pop businesses in the refuse sector make up between five to eight percent of A&H Equipment’s revenue, depending on the year. “We have some sales that we’re working on that will increase that number significantly,” Kelley says. “It’s slowly creeping up. Twelve, thirteen years ago we were lucky for it to be three to four percent, and that number seems to be increasing. It may be a focus in the future for A&H; [there] might be some more rental opportunities and so forth, but time will tell.”

To be sure, the team is eager to continue to grow the business in the future. “We know that we’re the market leader in our current [sector] now, so it’s really hard to grow organically when you already own your market,” Amick says. The core focus, then, will be on expanding the company’s geographical reach. “We’re always trying to expand our business territory,” he says. “We moved into Philadelphia with our product line years ago and we’re trying to continually grow that [in] Philadelphia, Delaware, maybe even Maryland. We’ve done some expansion into West Virginia.”

The rental side of the business is also a likely candidate for growth in the near future. “We’re seeing that opportunity,” Amick says. Next year, the company leaders will guide the business into its sixtieth year—and continue to take advantage of opportunities to maintain A&H Equipment’s place as a market leader.

The post Market Leader<p class="company">A&H Equipment</p> appeared first on Construction In Focus.

In its early days, Vesta’s focus was primarily on marble and at the time, a lot of the technology to work with the material simply didn’t exist. Polito remembers that the biggest tool in the 1980s was a bridge-mounted saw blade, with much of the shaping work being achieved with hand tools like grinders. At one time, the skill level required to work in marble was quite high, as one had to know how to shape its edges into details as well as how to perform multiple different functions for the desired result.

A big boon to the marble industry was the introduction of its use as a countertop material, a use which Polito describes as “integral to the industry.” When granite and marble were introduced as kitchen-ready surfaces, it allowed the entire industry (as well as Vesta itself) to grow and eventually introduce new technology, including lasers for on-site measuring as well as digitized processes. Polito also recalls the introduction of generic stone (i.e. quartz) and how its marketing under various brands pushed the sector forward into more lucrative times.

Today, Vesta is a premier company in its field with a range of slabs and solutions for its customer base. This status has been boosted in recent years thanks to the backing of an important industry figure. Polito credits the NSI (Natural Stone Institute) as both the governing body for stone usage in North America and as the standard-bearer for the production and installation of stone products. Vesta, also a member of the Marble Institute of America, recently received its NSI accreditation after succeeding in a vigorous vetting process and is now one of only four companies in Canada to achieve it. Vesta is proud to have met all requirements, as it means the quality of its work and its understanding of the industry meets and exceeds NSI standards.

Along with this accreditation, the Vesta Design Centre showroom has become a recognizable and important part of the retail side of the business. The centre offers many stone and cabinet products as well as tile, plumbing, and custom-made cabinetry products for bathroom and kitchen use. Vesta strives to meet the diverse needs of its customers in the retail space; it is not interested in competing in the generic cabinet business, necessarily, but is an option for the discerning customer.

Polito explains that typically, in the building and construction industries, workers are familiar with Vesta’s product but budget is a consistent concern. He explains that, while marble and its ilk may not be the cheapest point of entry, these materials do become the most economical solutions within the first five years of application, with the need for maintenance and replacement also being far lower than the competition.

Thanks to the computerization of the sector, Vesta can produce at a high volume to meet the needs of developers and general contractors. Polito praises the current state of marble technology, saying, “If we didn’t have this equipment, we’d never be able to find the labour force and supplies in the large amounts we have them in.”

While builders are concerned with both cost and the ability of materials to deliver a final product, Vesta has been able to achieve both ends by building itself to a certain volume and is now able to meet the needs of any client. When it comes to residential customers, that market segment may be looking for higher-end materials and may have a bit more knowledge of the product itself [than builders]. “You have to understand the different needs of different customers… to communicate what we offer and to be able to listen and know what they want and guide them to the right choices.” Polito feels it is the responsibility of Vesta to inform and guide clients en route to their goals.

Polito notes that it is a challenge for many employers today to meet the human resources realities of a post-COVID world. “[Since] a lot of people are experiencing challenges of operating in this new reality,” he explains, “We often have to adjust to the needs of the people we can attract.” Vesta creates a positive work environment for its employees and continues to adjust as much as possible to the changing labour landscape. Polito admits that, in today’s work economy, some of the physical positions of the company are tougher to fill, as one needs a strong desire to work as well as a strong back for the intensive labour.

To further encourage new workers, Vesta is looking to help its employees forge a path toward skill development, whether it be learning a trade or becoming experienced in vehicle operation, so that they can reap the financial and career benefits. As high turnover continues to be a concern for many employers today, Vesta is investing a lot of effort into meeting the needs of today’s—and tomorrow’s—workforce.

Having gone through cycles of boom and dip in his 35+ years in business, Polito believes firmly that the industry has an inherently cyclical nature, and any dips will never be as extreme as people fear. Although Vesta is currently working through a five-year supply shortage, it is ably adjusting its building schedule over the next couple of years, looking at the potential for more multi-unit homes to be built to meet North America’s current housing needs. Another way that Vesta will be building capacity will be in investing further in technology; as Polito and company want to facilitate growth and remain a vibrant organization with engaged workers, technology will be needed to fill in current gaps.

Through all the challenges the industry is facing, Vesta and its workers remain optimistic; as Polito says, when it comes to attitudes during industry-wide dips in business, “Doom and gloom sell better than optimism,” but the latter brings companies through the hard times reliably.

Polito is confident that, barring any unforeseen impacts in cost or otherwise, Vesta’s portfolio will take it well into 2023 and beyond, as it looks to find and maintain the workforce to meet these commitments. Polito adds that the company will be looking into where both its product and construction in general are heading. As the housing market looks to be experiencing a lull, this is typically a time when the renovation market sees growth. Vesta will be looking to see where the market is going and leveraging itself accordingly, such as propagating its Vesta Design Centre (an idea inspired by the recent market growth of Canadian Tire).

Polito remains hopeful that Vesta can adapt to changes in trends and remain in good standing within both its industry and with the customers that have stood by the company for nearly four decades.

The post Finding Enduring Success in the Canadian Stone Market<p class="company">Vesta Marble and Granite</p> appeared first on Construction In Focus.

Prescott Valley Design Center
The Prescott Valley Design Center is located in Arizona’s Primera Carpet One Floor & Home facility, which boasts more than 1000 styles of stunning selections beautifully displayed, making decisions easily accessible. Skilled designers can collaborate both in-person and virtually to help choose the ideal finishings for a variety of tastes and styles.

Homebuilders who send their buyers to Primera Carpet One Floor & Home prefer to select a partner to help homebuyers to colorize and experience a one-stop shop to select everything.

The center offers a wide selection of cabinetry, flooring, countertops and window coverings alongside any additional builder options from appliances and doors to plumbing fixtures and much more. In one easy sitting all these selections can be chosen without talking to four different people and travelling to multiple locations, saving time, effort, and money.

Whole house interiors are a specialty, and the showroom’s impressive wide selection helps homebuyers put together the complete design for their new home.

“The beauty of the Primera Carpet One Home & Floor Store is the branding,” says Louise Shorten, Chief Marketing Officer. “Primera is often best-known for its cabinetry installation work, and then we’ve got the Carpet One brand of flooring, so bringing the two together is a great marriage in the showroom. We’ve got the jewel brands, and it’s a double impact on the websites.”

Part of CCA Global
In fact, Primera’s Prescott Valley location is a part of CCA Global, the world’s largest buying group.

“Not only are we a part of Primera and have all the Primera products, but we also have the CCA Global buying power as well,” says Staci Harbison, Sales and Design Manager.

Along with its already busy schedule, the Design Center and retail showroom also has some big plans coming up in 2023, including a fresh, new showroom display system that allows buyers to scan QR codes to learn about products. “Scanning the QR codes allows them to also compare products side-by-side,” says Harbison. “If a customer or buyer is deciding between several different styles of carpet or hardwood, for instance, they can scan those in and the computer screen will do a price comparison while providing an excellent visual with an installed room scene. Warranty differentiations and pricing will be on a digital display attached to each group of materials.”

A “wish list” comes to life
Other exciting news includes the running of VEO software from BuildOn Technologies, only available for homebuilders’ clients. VEO Design Studio (VEO) is designed for homebuyers buying multiple products.

VEO is an exciting IT software solution: an all-encompassing design center system that manages the design center calendar and provides a step-by-step process for homebuyers to choose their options, including real-time estimates and ordering for homebuyers’ selections. It is an incredibly adaptable and robust system that enhances the design center experience by allowing homebuyers to create a product wish list from the comfort of their own home before they even step foot in the showroom. This is helpful when buyers come in for their design center appointment because they’ve already seen the range of options offered in the VEO system, made a preliminary selection, and are better prepared for the experience. Product samples for the preferred interior options are ready for the homebuyer to view when they arrive at the design center appointment, making the entire process more personalized, efficient, organized, and an altogether much smoother and more time-efficient process.

During their appointment, Harbison’s designers advise clients on how the products complement each other and the overall look of the home, while establishing the budget. “The VEO software visualizes the different room-by-room product options and their prices, alternative tile layout designs, a monthly mortgage payment calculator, and a model home viewer to inspire their interior design style,” says Shorten. “When the selections are agreed on, the system processes the order directly. It’s brilliant.”

Making choice less daunting
“It can be very daunting,” Shorten says. “As much as it’s exciting, it can be a little overwhelming to come into the showroom and have to make lots of choices throughout the whole house. We just want to take that away and make it stress-free, relaxing, and enjoyable; VEO helps us to achieve this,” she says.

“Although appointments generally take three to four hours, they vary depending on each individual’s needs,” Shorten says. Generally, however, following the VEO process means it’s less rushed and more focused in the showroom.

That internal process means checking and double-checking everything, which makes Primera Carpet One “almost error-free.”

“This is a point of pride for us because we do it very well,” says Harbison, who has recently returned to Prescott Valley after some time away. “We have internal checking procedures, which we’ve had for many years, and that’s part of the reason I returned,” she explains.

“When homebuyers are selecting cabinets, countertops, flooring, elevated tile work, showers, and fireplaces, it’s complex!” she says. “This is another benefit of VEO, as it is a logical process, keeps everything organized, and reduces errors.”

On the rare occasion that something goes awry, it’s addressed with an immediate response via a “first responder,” she says, which is important in the building industry.

“Things happen, but it’s how you address it that makes the difference, and we do that so beautifully here. We get in front of it, and that’s what makes Primera Carpet One stand out. We don’t just do; we care and strive for excellence in all aspects of our scope of work and service.”

Doing something right
The store has been in business since the late ‘70s, and for a small-town area to have a business thrive for so long means it must be doing something right, she adds.

“We strive for world-class service here, and that’s throughout our business model,” Harbison says. “That’s from the time we see a retail customer or a buyer, to the very end. We service our work. We completely take care of everything.”

Shorten also praises the team and their expertise. “There’s a lot of experience in this store,” she says. “It’s a dedicated team of experienced individuals who’ve been with us for a very long time. This is invaluable to us and our customers.”

“Repeat clients are frequent as they trust us,” comments Harbison, “sometimes returning years later to make additional purchases for a different area in the house. It’s a highly competitive market in Prescott Valley, particularly on the flooring side, so it’s important for the company to promote its skills and customer care.”

She adds, “We have integrity. People come back after years and years when they’re ready do another project. All that repeat business speaks to our professionalism and the team’s expertise. We wouldn’t have the return business that we have without it.”

As for challenges, they’re the ones all businesses are facing now, including supply chain, inflation, and economic challenges, but Shorten feels Primera is still faring very well on that front.

“Our reputation helps us to secure business and not feel so threatened,” she says. “With our reputation we can stand alone. Obviously, we’re aware and sympathetic to the environment in which we’re operating, and it’s a challenge for anybody selling anything right now. We’re just so committed to delivering above and beyond. We do as much as humanly possible to make everything happen and happen on time.”

Team dedication
Rising to the challenge also means making clients feel welcome every time they enter the store, says Shorten.

“We do pull out all the stops,” adds Harbison. “We all work as a team and every single person here is so dedicated to figuring out how to make it happen. I’m happy to be back because of the integrity of Primera and the can-do attitude and the positivity of the workforce. Everybody is so upbeat and digs right in and tackles anything that needs to be resolved.”

That can-do attitude will be welcome while bringing the VEO design studio software to fruition this year, and when it comes to remodeling the flooring part of the business next year.

“We’ve got lots to look forward to, lots of new exciting things to offer customers to further improve their experience,” says Shorten. She says, “Our goal is to deliver the ultimate experience for homeowners and new homebuyers. “We have our people to help and support them all the way through their interiors journey, which we appreciate means everything. We’re fully invested in helping them make their home all it can be.”

Sidebar:
At a Glance
Primera is a privately owned and operated company, employing over 400 staff across five states. Serving a wide range of customers, including homebuilders, home centers, commercial developers, general contractors, interior designers, and retail customers, with a full range of consultation, design, purchase, delivery, and installation services in cabinetry, countertops, flooring, and window covering products, Primera strives to provide all clients with the greatest experience possible when selecting a home’s interior.

Experienced, on-staff designers are available in the showrooms to offer advice, support and help with every element of creating the dream space that best fits the ideas and investment. With locations in Tempe and Prescott, AZ; Denver, CO; Colorado Springs, CO; and Las Vegas, NV, Primera is easily accessible in the Western States.

Visit primera.net to find out more.

Carpet One Floor & Home is North America’s leading floor covering retailer, with more than 1000 independently owned and operated locations in the United States, Canada, Australia, and New Zealand. Carpet One Floor & Home stores are known for their broad selection of carpet, wood, laminate, ceramic, vinyl, and area rugs, including exclusive brands like Bigelow and Lees.

Visit www.carpetone.com today.

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