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.

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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.