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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

The advantages of design-build
To date, ARCO has been behind the completion of more than a million square feet of warehouse, distribution, and manufacturing space across the U.S. Known for its tagline, “We build the facilities that keep America going,” ARCO’s well-honed design-build approach makes life easier for clients seeking all types of construction projects. Specializing in light industrial distribution, manufacturing, and cold storage warehouse work, the company is also active in myriad other project areas, including aviation, commercial, e-commerce, life sciences, mission-critical, multi-family, and self-storage.

For projects of all types and sizes, the highly skilled team at ARCO uses its expertise to ensure every job runs smoothly, from inception to completion and handover. Repeat customers know the inherent value of working with ARCO, and new clients are delighted to discover just how smoothly the company’s design-build approach works.

Unlike having to deal with multiple contractors, the design-build strategy bears countless advantages. When you deal with ARCO, you are working with the best. One firm handling design and construction means a streamlined approach to projects. This makes for a single contract and one clear, well-defined, surprise-free budget. There is also a greater degree of accountability since ARCO oversees construction from start to finish. And enhanced communication with a single entity means fewer, if any, changes being required.

If any modifications are needed, they can be discussed in real time, making for greater openness and flexibility. When clients work with just one construction company, project turnaround times are usually faster, which can result in significant cost savings for customers. “ARCO’s turnkey approach provides our customers a direct relationship with one company versus multiple organizations,” states the company at arcodb.com. “This streamlines the process, expedites schedule and reduces client risk.”

#1 in the U.S.A.
In recognition of this expertise, ARCO Design/Build has won a number of awards for its exemplary work over the years. This includes being ranked as the #1 domestic builder of Distribution Centers and Warehouses in the United States by Engineering News-Record (ENR). In 2024, ARCO made #4 on ENR’s list of Top 20 Design-Build firms. Initially appearing on its Top Design-Build list in 2006 at #79, the company’s impressive growth saw it achieve more than $6.5 billion USD in revenue in 2023. “This impressive growth underscores ARCO’s commitment to excellence and solidifies its position as one of ENR’s largest design-build firms,” stated the company in a 2024 news release.

That same year, ARCO possessed a significant portfolio including more than 5,500 design-build projects. And in 2024, ARCO ranked on several of ENR’s other leaderboards. These include #17 on the Top 400 Contractors List, #4 in Top 50 Domestic Building/Manufacturing Revenue, and #50 in Top 50 Contractors Working Abroad.

This industry recognition not only demonstrates the firm’s commitment to the broader construction industry but its ongoing allegiance to quality and innovation. Said the company: “These accomplishments reflect the dedication and expertise of ARCO’s team. ARCO’s approach to the design-build methodology sets it apart as an industry leader, focusing on providing comprehensive solutions that meet and exceed client expectations. As ARCO continues to grow and expand its footprint, the company remains committed to maintaining its high standards of quality and innovation. The recognition by ENR is a testament to ARCO’s relentless pursuit of excellence and its ability to deliver outstanding results.”

A range of projects
As a premier design-build firm with multiple locations nationwide, ARCO takes on a range of diverse projects. Some of the company’s recent efforts include Millworks Molina Healthcare and The Press Telegram Building, both in Long Beach, California. The self-storage sector in particular is growing, and in May 2025, ARCO announced a dedicated self-storage division to meet the rising demand.

“The dedicated team focuses on delivering comprehensive solutions tailored to the unique needs of self-storage developers,” stated the company in a media release. “With over 300 completed facilities nationwide totaling more than 30 million square feet, ARCO has long been a trusted partner in this rapidly growing sector.”

For the company and its clients, the new division couldn’t have come at a better time, as Research and Markets reports that demand for self-storage facilities is booming across America. According to a 2024 report, the U.S. self-storage market is showing considerable growth. In 2022, the market size was $44.20 million USD, and it is projected to hit a staggering $67.02 million USD by 2030, with a forecasted compound annual growth rate (CAGR) of 5.3 percent.

“This division represents the formalization of our proven capabilities rather than a new venture,” said ARCO President Eric Thompson in a release. “Through our team’s experience delivering hundreds of successful self-storage projects nationwide, we’ve developed specialized knowledge that our clients value. They consistently seek partners who understand both the technical construction aspects and the business-specific requirements of self-storage development.”

Along with the dedicated self-storage division, 2025 saw the company celebrate the grand opening of its new office space in downtown Charleston, South Carolina. The new office is at 7 Radcliffe St., Suite 200, and at 6,000 square feet, it encompasses the entire second floor of the building in the heart of the city’s business district. “Our expansion into downtown Charleston represents a strategic investment in a market that is integral to our Southeast regional growth,” added Thompson, responsible for overseeing ARCO’s operations in Charleston, Charlotte, and Greenville. “The port’s connectivity to major industrial highways creates unique development opportunities. The talented Charleston workforce has been instrumental in serving our diverse client base across multiple sectors, which remains a cornerstone of ARCO’s business.”

Indeed, with its many locations and decades of combined experience, ARCO Design/Build is much more than a vendor, “but a dedicated partner committed to your company’s success,” states the company. “ARCO DB delivers the strength, resources, and expertise of an award-winning national design-build company, combined with the responsive, personalized service you’d expect from your local construction firm.”

The post America’s Design-Build Leader<p class="company">ARCO Design/Build</p> appeared first on Construction In Focus.

Since being profiled in Construction in Focus in February 2025, Troyer Post Buildings has expanded its workforce and opened a new branch in Greeneville, Tennessee.

“We’ve got about half-a-dozen offices or so for people to come in and meet with salesmen and design their dream building,” explains Owner and CEO, Tim Troyer. “The Greeneville branch is a local presence in the community there,” and is already meeting with success, seeing 650 quotes and $4 million in sales already.

As shared in our previous profile, post frame buildings have a unique heritage. The concept originated during the Great Depression in the 1930s, when impoverished farmers sought out new materials for building barns. To save money, farmers began to embed decommissioned telephone poles in the ground and place a roof on top. By using telephone poles as support columns, farmers could avoid the expense of digging foundations and then pouring concrete. Pole barns could either be open-air or enclosed (walls can be added once the structure is up and then insulated if desired). They proved to be as sturdy as conventional barns and became widely popular.

What began as a cost-saving measure soon caught on, and the pole barn concept was expanded to include warehouses, sheds, and private residences. Bigger post frame structures still lacked foundations for the most part, but frequently featured concrete slab floors to enhance interior comfort. Steel trusses were also incorporated into larger structures to augment stability.

At present, the agricultural sector brings in the most business for Troyer Post Buildings. Within this sector, the company offers hay pole barns (roof-only structures with metal gables and steel trusses); pole equipment sheds (three sided-buildings featuring single-sloped roofs); and pole barn lean-to sheds (made from wood rafters or steel, these sheds are usually attached to a building and are used to protect equipment from inclement weather). For the commercial market, Troyer sells pole barn riding arenas (spaces for training horses); storage units (ideal for boats or recreational vehicles); and warehouses.

The residential market, which largely consists of barndominiums or “barndos,” is currently experiencing the strongest growth at the firm. Over the past year, the company has helped build roughly 40 barndos, which feature roomy interiors and a rural vibe. Commenting on their appeal, Troyer says, “I think most people are trying to find affordable housing. At the end of the day, they’re trying to find a large living area with a lot of square footage for a reasonable price.”

The barndo segment might become Troyer Post Building’s leading market “in the next year or two,” he adds.

The company’s barndo models range from the simple and compact (the Birmingham Barndominium, for example, measures 1,200 square feet based on a four-inch monolithic concrete slab) to the grand (the partial double-story Lexington Barndominium measures 3,032 square feet based on a four-inch monolithic concrete slab). The company also sells enclosed pole barn garages and an enclosed pole barn workshop (a space for doing hobbies or crafts) within the residential segment.

With strong ties to its communities, Troyer Post Buildings primarily works in Tennessee and Kentucky, although the team has also served clients in Georgia, Virginia, and the Carolinas. The company maintains a lumberyard at its main location, stocked primarily with wooden poles made from Southern Yellow Pine, “a local lumber that’s strong,” explains Troyer.

And while Troyer has a wide selection of existing building models that customers can choose from, clients can also create their own design. The company offers a software program called 3D Designer which allows customers to select the color, length, height, roof type, roof pitch, interiors, windows, doors, and building frame of their proposed property. The program analyzes the customer’s input and then comes up with a design.

Once the customer settles on a design, the company offers advice about feasibility and cost. If all goes to plan, Troyer Post Buildings can put together a package of materials that consists of wooden poles and other structural elements. These material packages are then delivered to the customer who can either erect the building themselves or hire a contractor recommended by Troyer. The same delivery and construction process occurs when clients chose a building from an existing model.

Given that its business is centered on lumber and construction material, Troyer Post Buildings adheres closely to Occupational Safety and Health Administration (OSHA) protocols. “We do pretty intensive safety training… and we follow safety guidelines,” says Troyer. “The biggest thing is not trying to rush people and to let them do their job—quality work at a steady pace. I think that’s the key for safety: focusing on quality and taking your time to do it right.”

This has been a priority from the start. The company was founded in 2014 by Tim Troyer and his brothers, who learned about construction firsthand from their father. The young firm primarily focused on pole barns for farmers but soon grew to encompass multiple sectors.

One thing that hasn’t changed since the early days of the company is the importance of faith. The Troyers are devout Mennonites, a Christian denomination that emphasizes hard work, family values, and simple living. Philanthropy is one way the family puts its beliefs into practice; when we spoke, Tim Troyer had just returned from a trip to Africa. His African mission was undertaken alongside Feeding the Orphans, a non-profit group from Knoxville, Tennessee that provides care, support, and religious uplift for the needy. Troyer Post Buildings also works with local food banks, adoption centers, and other charitable endeavors.

The family also expresses its faith through honesty and fair dealing, business practices that lead to win-win results. “We built a name in the industry for being trustworthy. We do what we say we’re going to do. At the end of the day, if we say we’re going to be there, we’ll be there. When you build with us, there are no hidden surprises. You get what you signed up for,” says Troyer.

The element of trust applies to the company’s supply chain as well, and Troyer Post Buildings prefers to work with a selection of known vendors rather than constantly switching suppliers based solely on price. “We consider our suppliers our partners. We try to create long-term relationships with our suppliers and treat them like part of the company. We try to create a win-win situation for both of us,” explains Troyer.

Promotion is handled in a low-key and decidedly unflashy fashion. While the company uses social media, online marketing, and banners to promote itself, it also sets up booths at country and local fairs to spread the word.

Clearly, it’s a winning strategy, as the firm’s workload has increased so much it’s expanded from 40 employees at the time of our previous profile to 60 today.

“When you do good work, you always get more work. All of our departments have grown,” says Troyer.

To be sure, he is proud of the company’s ability to create good, new jobs within local communities. When it comes to new hires, the company likes “humble and hungry people,” he says. This fits with the company’s culture, which is centered on such values as trust, innovation, consistency, and being helpful.

Thankfulness is another core value: “We’re very blessed by God, so we’re thankful for that. We’re trying to make our decisions based on what would please God and to follow the principles that’s he’s laid out,” explains Troyer.

The company aims to remain debt-free when possible and to constantly add value in everything it does—and this later trait applies to employees and clients alike. “We’re focused on adding value to each other as a team. We’re focused on adding value to our customers,” says Troyer.

Its success has not gone unnoticed, and the company has been earning industry kudos as of late. In April 2025, Troyer Post Buildings was ranked #224 on the Financial Times’ list of America’s Fastest Growing Companies. The list ranks the 300 companies in the U.S. with the largest revenue growth between 2020 and 2023. The firm was also awarded as Best Pole Barn Builder from The Greeneville Sun, and has ‘Recommended Builder’ status from Upper Cumberland MLS. Tim Troyer is reluctant to take credit for these achievements, stating he’s “blessed to have a good team to work with,” and that earning such honors wouldn’t be possible with their efforts.

Of course, Troyer Post Buildings faces its share of challenges and difficulties. The company is dealing with the impact of “a lackadaisical economy… people are struggling, and don’t have extra money. We’re trying to show our customers… that what we bring to the table is worth what they’re paying for,” says Troyer.

Still, things look good for the company, which plans to build on its existing competencies instead of adding new services per se. “We’re just trying to do what we do and do it well,” says Tim Troyer. “I just hope that we can serve more customers in the future and continue to build an even bigger and better team.”

The post This Family Business Offers Building Alternatives<p class="company">Troyer Post Buildings</p> appeared first on Construction In Focus.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

The post Creating a Culture of Teamwork<p class="company">Great Northern Cabinetry</p> appeared first on Construction In Focus.