In what has become a highly competitive field, Starnet Commercial Flooring Partnership (Starnet) is a dynamic marketing cooperative that provides invaluable support to its members, freeing them to do what they do best on the customer-facing sides of their businesses while enabling seamless product and service procurement behind the scenes.

Because of modern structured end user agreements, “members don’t have to haggle; they don’t have to negotiate. Products have already been approved, and they can just buy off the menu,” says Mark Bischoff, President and Chief Executive Officer. “There’s no compliance risk, there’s no friction in the transaction.” The organization offers all this while supplier members grow their customer bases by securing longstanding clients.

Starnet’s commercial flooring members serve a wide range of industries, including education, healthcare, hospitality, retail, and office facilities. Many of those serving the latter sell office furniture, while there are also real estate-focused operations serving multi-family and mixed-use properties. The materials used include a spectrum of resilient flooring types like poured and polished concrete with or without epoxy finishes; terrazzo, a hardwearing stone composite; and other engineered materials alongside ceramic, broadloom and tile carpet, and wood. There are also members focused on sports facilities who are installing synthetic turf, running tracks, and providing other specialized services such as fitting protective padding, acoustics, and locker rooms.

Meanwhile, Starnet Floor Care teams, mainly comprising members in installation and product sales, service vast areas of flooring space.

Starnet also helps to address longstanding problems in the industry through technology—for example, the company has a current project to develop and source an exoskeleton for hauling onto sites and protecting fragile rolls of flooring material weighing up to 700 pounds, upon request of its members who have been battling this specific challenge for over a century. Of course, end users also benefit from the savings that are passed down to them. They also enjoy accessing professional, trustworthy installation as part of the purchasing process. Then there is the fact that members can negotiate installation times on new builds to be in sync with those of other trades, entirely erasing the chaos that often reigns on building sites.

Moreover, once people learn that renovations and revamps in existing buildings, sometimes on extremely short notice, are far easier when done by a Starnet member, they never go back to old-fashioned bidding and contracting. As members have access to a host of trades, end users can bypass the bidding process by employing a member to complete projects in record time with significantly reduced hassle. “That’s part of the reason why we like these cooperative agreements, because there’s not a lot of red tape or friction to that transaction, so it can occur right away,” Bischoff continues.

Helping its members handle everything from managing their teams to maintenance, repairs, and operations, Starnet helps free up time and capital on back-end infrastructure. This ensures smooth front-end operations, which enables a job well done and delivered on time and within budget. This makes it easier to offer higher value on projects that outsource an increasing number of functions, while also having easier access to the latest technology to further support this process.

“We’re in a strange time where traditional industries like construction and commercial flooring are more difficult because of the regulatory framework and the complexity of the business world. Part of our job is to help our members deploy technology to reduce the friction in the traditional model,” Bischoff explains.

Complete with its own online university, the organization provides connection, education, standardization, and profit sharing to members in the industry. Starting as Comspec in the 1980s as an initiative among select companies and fabricators in the industry to establish best practices and protocols and create networking opportunities, the organization was later formalized as IMG International Marketing Group. This gave operators in different parts of the country an opportunity to compare notes, join forces, and expand their reach. As a result, the organization began closing agreements with fabricators and developing products it found niches for in the industry before taking it from being privately owned to member-owned as a cooperative in 1992. Now operating as Starnet, the organization went on to expand its range of services, its products, and its reach.

Today, Starnet members benefit in myriad ways beyond improved processes and purchasing strategies. Two annual meetings and a flurry of get-togethers throughout the year allow members to connect with other operators outside their field of expertise or area of the country, providing opportunities to network with members and manufacturers. There are also training sessions, installation and technology workshops, webinars, and other similar gatherings. Each member receives dividends paid annually according to their branch-level purchasing support, which is reflected in incentives paid to the organization by the participating manufacturers on every purchase by a member.

Beyond purchasing, Starnet forges other close ties with manufacturers and material partners. Joining forces to audit and critique processes for its Starnet Floor Care division, they weigh in on product composition and equipment. These collaborations offer important insights and opportunities for improvement and fine tuning of chemical compositions and fabrication processes, while establishing members as trusted service partners for manufacturer-approved aftercare following installations.

Member committees act as data capturing mechanisms, keeping the organization up to speed with developments in the Canadian and American sectors on an ongoing basis. Based on this information, Starnet then develops relevant initiatives to inform, educate, and inspire its members to continuously evolve.

In this way, Starnet keeps members abreast of the latest technology and developments in related industries like real estate. One case in point is the notion that the commercial real estate space stands to be monetized in a similar way as Airbnb monetizes private property as guest units. To this end, Starnet is keeping its finger on the pulse of a trend that can be a considerable game-changer for its industry. “If [operators in flooring] continue to operate as they did in the ’80s and ’90s, they’ll be left behind,” Bischoff says of the technology, information value, and education Starnet provides.

Of course, one of the main member benefits remains driving value through cooperative purchasing. Having established trusted working partnerships with cooperative purchasing groups like Sourcewell and OMNIA, the organization’s buying power translates into robust savings for its members. “Government entities have a lot of regulatory oversight around how they buy things, because they’re trying to eliminate corruption and still get the best deal,” explains Tanner McHugh, Manager of Marketing and Member Services.

As the cooperative buying process eliminates formal bidding on each individual project, the onboarding process is greatly simplified while the amount of complexity and risk usually forced downstream onto subcontractors by general contractors is mitigated. “The advantage there is the end user is using the cooperative agreement to take the complexity out of their business,” Bischoff says.

The organization is also home to the Starnet Design Awards. Led by McHugh, these awards acknowledge members for outstanding performance in their fields. “We saw a big spike this year in the evolution of some of our tech providers, who make execution so much easier for our members,” he says. From easing administrative tasks to improving project flow, products like Spec-ID and Cyncly are changing the way flooring providers operate. There is even an application, CLīMIT, which monitors the real-time humidity and temperature of building sites, saving costs by helping operators choose the right day to call teams onto site to ensure they can execute in ideal conditions. Another sophisticated system, Independent Floor Testing & Inspection (IFTI), uses laser technology to map floor topography, or flatness, assisting in preventing injuries through improved safety in tiling by eliminating sub-product cavities caused by natural undulation of concrete, which can lead to damage of ceramic, terracotta, and porcelain floor coverings.

Other partners include Pittsburgh Paints—a respected coatings brand providing quality high-performance paints and finishes, who recently joined Starnet—and MDC, an exciting commercial interiors expert that leads with outstanding customized architectural finishes.

Bischoff is clear about Starnet’s continued contribution in modernizing the world of flooring, which has certainly left an indelible mark on the industry. “Our message to members is simple: lean on Starnet for the latest and the greatest, and we’ll build the frameworks that allow you to deploy so you can spend more time, energy, and resources making things real for your client,” he says.

As for Starnet’s advice to members to future-proof their businesses, its guidance leaves no room for confusion. By keeping operational costs to a minimum, flooring specialists free up cash flow crucial for field operations and new technology as industry changes forge ahead.

As field teams grow alongside project scopes, Bischoff believes demand for wider ranges of trades from a single operator will become a trend as clients develop trust and comfort with seamless servicing, not to mention the overall time and money savings involved. “Everything that they deploy inside these cooperative systems so that they work seamlessly is better for the end user because then they can focus on what they do best rather than construction or renovation projects outside of their field,” he says. With a focus on cost reduction on one hand and driving evolution on the other hand, Starnet Commercial Flooring Partnership continues refining its offering and revolutionizing the flooring industry as we know it.

The post Polished to Perfection<p class="company">Starnet Commercial Flooring Partnership</p> appeared first on Construction In Focus.

Sustainability remains at the forefront of its daily operations. “Wood is the only significant construction material that is both natural and renewable,” says CEO Shawn Hicks, who, with partner COO Dan Dunkley, strives to ensure the company’s green message is upheld throughout all of its operations. “Our business can demonstrate the chain of custody from forest to customer, and our main suppliers hold certification from the FSC,” he says.

Buying from FSC-certified forests that use the world’s best management practices allows for the protection of wildlife while ensuring reforestation of the land after harvest to help supply lumber for generations to come.

“Trees and lumber utilization are a huge part of the carbon cycle story,” Hicks tells us. “CPS buys salvaged lumber from the lumber mills—essentially leftover materials from the construction industry. We cut out the bad portions, areas where the lumber didn’t make construction grade, and upgrade the rest in shorter lengths to make our customer quality products.” CPS then shreds the waste and sells it to the farming community for animal bedding, and in turn, the chicken farmers sell their waste to mushroom farms to fully ensure the utilization of the lowest quality of lumber from the sawmills.

As for the company’s pallets and crates, they yield a net 1.1 pounds of carbon trapped per board foot of lumber sold up to 1,000 miles from its factories.

“We have the greenest packaging product available, and we fully utilize every piece of material,” explains Hicks. “For our waste outside of lumber, we send near zero waste to landfill—one 40-yard bin per month.”

CPS also prides itself on its excellent relationships, both with its 500 employees and its numerous clients, who are treated like members of the CPS family and viewed as partners. “One of the cornerstones of CPS is our vendors,” Hicks stresses. “We couldn’t do what we do without them. For 40 years, the key area of our success has been taking care of suppliers well.”

This means paying on time, taking discounts if offered, and ensuring the company is the lumber mills’ first choice to sell to. Rail siding is key here, as CPS can accept lumber directly from the mill to its yards in both Cobourg and Martin, Tennessee. Boasting industrial-grade materials, CPS is the only customer of most mills with direct access to receive lumber by rail. “We work very hard to be the first-choice customer for our supply base,” Hicks says.

Another vital aspect of the company’s ongoing success is its dedication to automated operations, with its cut line being state-of-the-art and a key differentiator between CPS and its competition, resulting in the lowest cost of material ready for final assembly. “Our ongoing investment includes a $3 million assembly machine due to arrive in June of this year,” adds Hicks.

Utilizing new technology such as machine/robotic pallet assembly lines and high-volume output using industrial-grade automation—alongside new staff working on AI adaptation and implementation in the office and on the production floor—results in standardized quality across pallet and crate construction, and ensures CPS’s position at the top of the industry.

Sustainability also means addressing the company’s own carbon footprint. “Due to the cost of electricity in Ontario for many years now, our procurement team is always looking for ways to reduce energy costs across all locations,” says Hicks. “Our forklifts have been converted from propane to electric on 75 percent of our fleet, along with a 1.305 GWH annual solar panel system installed in Cobourg.” Renovations of CPS offices have also allowed the company to upgrade to efficient heat pumps as well as improved Insulation R-values, he adds.

This ongoing commitment to environmentalism and sustainability stems from an understanding of environmental, social, and corporate governance (ESG), a strategic framework for identifying, evaluating, and addressing organizational goals and activities, a company’s carbon footprint and sustainability commitment, workplace culture, diversity and inclusion commitment, and overall ethos regarding corporate risks and practices. This organizational concept has grown in significance, particularly for socially conscious investors who wish to put money into businesses that share these same values.

The three main pillars of ESG include environmental commitment, which covers all aspects of a business’s dedication to sustainability and its effects on the environment, such as waste, energy use, carbon emissions and footprint, and environmental responsibility; social commitment, meaning the internal working culture of an organization, employee retention, diversity, satisfaction, and health and safety; and corporate governance, which includes compliance, internal corporate culture, pay ratios, business ethos, and leadership responsibility and openness as part of a corporation’s commitment to corporate governance. Companies acknowledging a dedication to justice and equality in the workplace and the ability to adapt to changing laws and regulations are always of interest to investors, according to CIO.com.

As the effects of climate change worsen, companies’ environmental initiatives will only become more crucial, and it is anticipated that businesses that use resources such as water, coal, oil, and power more wisely will do better in the future when those resources become scarce in some places. Additionally, a firm dedication to appropriate governance and compliance will be essential for maintaining a business’s operations as more rules and regulations pertaining to technology, most notably General Data Protection Regulation (GDPR), come into effect.

CPS’s commitment to sustainability and forest stewardship (the company also offers pallet recycle programs and repair programs) are just a few aspects that help set it apart, along with its rail siding on site, which lowers the cost of inbound materials, and state-of-the-art operations that allow staff to fully cut, resaw, notch, and stack over a railcar of lumber per shift.

“Our assembly lines are the best in the world and procured from all over the world,” adds Hicks. “This results in customers placing an order and then not worrying about it because we deliver on time, every time, at a consistent quality that our customers expect.”

Recent challenges for the company have included lumber and duty prices, which are “very much” top of mind in all of the lumber industry right now; duties and tariffs went up to 45 percent last August, and at the time, lumber costs in the U.S. were very low. “It was an easy pivot to just buy U.S. material in the U.S. and Canadian material in Canada,” Hicks shares. “At the moment, the U.S. material costs are rising so fast that they’re ahead of the cost of the Canadian material, and it’s causing a lot of pivots.”

The marketplace in general is being heavily impacted by tariffs, but CPS has operations and assets on both sides of the border, providing the company with a buffer that helps protect its clients as well, remaining “very well equipped” to supply customers regardless of tariffs.

Looking forward, CPS’s commitment to the utilization of all materials will remain at the forefront. “We’re literally selling $50,000 a month in animal bedding waste, where many companies are just giving that away or paying to get rid of it,” Hicks explains. “We have an asset there that we’re utilizing, but it’s really just the automation. The railcar access and the automation give us the lowest cost of material ready for assembly versus every competitor in North America. That puts our customers in a good position from a cost perspective, but also puts us in a pole position on being able to compete.”

In terms of retaining customers, CPS offers several customized programs, such as looking at clients’ schedules and plans and supplying their needs proactively. “For our largest two customers, we operate in a replenishment of inventory scenario, not a purchase order. Traditionally, they look at what they need and place an order,” Hicks says. “We go outside the box on that one, and we take care of them. Sometimes they don’t know how we know their demand so well.”

This level of quality of care is absolutely a priority for the company, Hicks stresses, along with embracing growth and maintaining a true devotion to sustainability. “We have always been committed to [sustainability] and will continue to further reduce our carbon footprint and greenhouse gas emissions,” he assures, whether that’s zero waste to landfill or maintaining an ethical supply chain through forest stewardship.

Social factors for CPS will focus on its workplace culture, diversity, community engagement, and human rights, as well as fostering a collective experience to keep longstanding employees satisfied and foster employee development.

Whether it’s supporting community service and philanthropy or assisting customers with a wide range of issues and logistics that need solving to keep their business running smoothly, CPS’s longstanding experience, knowledge, and skill can handle it all, Hicks says.

“We find an issue that needs solving, and we solve it.”

The post Into the Woods: Sustainable Packaging through Forest Stewardship<p class="company">CPS Wood Products</p> appeared first on Construction In Focus.

“We build trailers for people who work hard. That’s our mission. That’s who we design for, that’s who we respect,” says Francis Wieler, head of Marketing.

Regardless of the industry served, the company’s trailers are used by “working professionals who rely on this equipment daily,” he adds.

Products of the highest standard
RawMaxx has recently launched a variety of new trailers as well as an advanced solution called 3D Configurator. The latter enables prospective customers to create digital trailer designs on a computer screen based on their input, while the new trailers include the G7X Series, GDX Knight, DTX Deckover Tilt, and SGX models. Wieler describes the G7X Series as “an evolution of our GTX Series.” While the GTX trailer is 102 inches wide, the G7X is narrower, at 83 inches. As such, the new G7X Series represents a more affordable option for clients looking for a trailer that is both maneuverable and compact.

Trailers in the G7X Series include the versatile Bumper Pull model, which is available in 20, 22, and 24-foot lengths and comes with a front toolbox, powder coat finish, and a gross vehicle weight rating of 14,000 pounds (the measure of the total weight of a fully-loaded trailer).

The G7X Gooseneck trailer is another model in the new G7X Series, also available in 20, 22, and 24-foot lengths with a 14,000-pound gross vehicle weight rating and front toolbox. The G7X Gooseneck trailer offers exceptional stability and is well-suited for heavy loads.

The company’s GDX lineup consists of general duty dump trailers, a category popular with contractors. The new GDX Knight trailer features 10-cubic-yard capacity, 41-degree tilt angle, and a manual tarp system. The trailer offers durability and efficiency, and loading and unloading is a cinch. The GDX Knight is designed “for crews who consistently push heavier materials or higher volumes. It has structurally reinforced walls and increased capacity,” says RawMaxx.

The DTX Deckover Tilt is also designed for handling heavy loads, with a GVWR of 14,000 pounds. This model boasts 17-degree tilt angle and a hoist-lift system fitted with a 5×16” cylinder for speedy and efficient loading and unloading. An upgraded version offers a gross vehicle weight rating of 20,000 pounds.

The SGX trailer, meanwhile, has a gravity-tilt design, an 8,000-pound gross vehicle weight rating, and is suitable for moving boom lifts, scissor lifts, and cherry pickers.

Some of these trailers feature the Milwaukee PACKOUT system, an innovative, modular storage setup comprising various chests, boxes, and cooler units for heavy-duty storage. Milwaukee PACKOUT “gives operators an organized space and secured tool storage placement under the trailer directly.”

Quality from the start
RawMaxx was founded in Mexico in 2017 with a focus from the start on manufacturing heavy-duty steel trailers. “While the product line has expanded significantly, the core mission has remained the same: build strong, dependable trailers.”

Manufacturing and design work is all performed in-house aside from a few components such as axles and hydraulic systems, which are obtained from trusted outside suppliers. The company uses CNC laser cutters, press brakes, plasma cutters, and other machinery to self-perform its engineering, fabrication, welding, assembly, and finishing. “We maintain control over our production process to ensure consistency in quality.”

The company sells its products through an extensive dealer network—most based in the United States, with a few in Canada. While clients cannot buy directly, RawMaxx sees this as an advantage.

“We do not sell to end users,” he says. “This allows us to focus on manufacturing products and development. It also helps keep the price lower, because we can sell a full load to a dealer, which ensures that the customer is going to get a better price. If somebody from New York buys a trailer from us directly, the cost of shipping that one trailer is going to be more than if we ship seven or eight trailers on one load.”

People-powered service
At present, the company employs 600 people, an increase of about 40 from this time last year. The spike in personnel can be attributed to increased demand for the products in the United States.

When it comes to new hires, RawMaxx looks for people with a strong work ethic, a willingness to learn, a team mindset, a sense of accountability, and an alignment with the company’s values of integrity, hard work, expertise, innovation, and adaptability. “The culture overall here is blue collar, performance-driven, with a focus on continuous improvement and respect for the craft.”

The company prides itself on being “non-corporate,” he adds. There is no rigid company bureaucracy; issues are dealt with right away, and do not require months of meetings, memos, and analysis to address.

Customer support is offered via the company’s nationwide dealer network, and to this end, RawMaxx offers spare parts, replacement parts, service guidance, technical assistance, product updates, and warranties including five years for axles, three years for structural issues, and one year for paint. “If a customer has an issue, we work directly with the dealer to ensure that it’s resolved quickly and properly.”

In addition to its customers, the company believes in supporting charities and its workforce, with charitable endeavors including funding for a local orphanage and an overarching commitment to its nearby communities. And the RawMaxx team is happy to help fellow staff members through rough patches with financial aid or other forms of assistance. Staff members “will always stand together and support each other in times of need or when surrounding communities are in need. The entire team will rally and organize food, clothing, and financial drives. It’s part of the culture here at RawMaxx.”

Safety, of course, is also central to the company culture. Workers receive comprehensive safety training with established protocols in case of accidents or mishaps. Personal protective equipment including helmets, work boots, and googles, are mandatory and paid for by the company.

Making customization easy
RawMaxx has also forged a partnership with prominent automotive celebrity Dave ‘Heavy D’ Sparks, who co-starred on the reality show Diesel Brothers on the Discovery Channel. Heavy D shouts out the company’s innovative design, superior components, focus on safety, excellent customer service, wide array of products, customization, and heavy-duty construction in his glowing testimonial on the company website. Heavy D also participated in the launch of 3D Configurator at the North American Trailer Dealers Association (NATDA) 2025 show in Nashville, Tennessee and praises the solution in a company YouTube video.

3D Configurator, as mentioned, allows potential customers to view digital trailer models based on their selections regarding size, specifications, options, colors, and models. Customer input is used to add or remove details, and the ensuing image can be viewed from multiple angles, giving clients a clear sense of what they are buying. Customers “can see where every dollar is going. They can see visually what the trailer is going to look like,” states RawMaxx, adding that the 3D Configurator “is a tool to give as much confidence to the buyer as possible.”

The solution has earned the company industry kudos and took first place in a competition for ‘Best in Show for Services & Software’ at last year’s NATDA conference.

Facing challenges
While optimistic, RawMaxx is well aware of certain challenges facing the company, including volatility in the trailer sector. Underlying this volatility are rising material costs, supply chain changes, and regulatory developments. RawMaxx addresses these issues “through strong dealer and supplier relationships, in-house manufacturing control, operational efficiency, and strategic pricing adjustments. We focus on stability and long-term relationships rather than short-term reaction.”

Going forward, the company has plenty of new ideas, enhancements, and product concepts in the pipeline. “There’s always new stuff that comes out. We have a few engineers who consistently look at the market, look at what the needs are out there and what people are asking for. It can take months or years to refine something before we do release a new type of trailer.”

Over the next few years, RawMaxx also hopes to see the company strengthen its dealer network even further, continue to innovate on the digital front, and maintain its reputation for durability and integrity.

“Our goal is sustainable growth, while protecting product quality and brand reputation. That’s very important. There are a lot of people who depend on RawMaxx to make a living, whether it’s the people building the trailers or the people who depend on them to get their job done.” RawMaxx plans to be there, serving all of these people with quality, innovation, and integrity, for the long haul.

The post New Products, New Partnerships, and New High-Tech Solutions<p class="company">RawMaxx</p> appeared first on Construction In Focus.

As the company celebrates its 35^th year under the Tricam name and moves toward a new era of expansion, President and CEO Jeff Skubic reflects on what has made Tricam a consistent industry leader and how its flagship Gorilla brand continues to set the standard for toughness and trust.

Tricam’s story begins with an entrepreneurial vision. “Our founder saw an opportunity to create a business of consequence over 40 years ago in the hardware and home improvement space,” Skubic explains. “It was really about marrying important relationships with retail customers and manufacturers.”

That foundation, built on collaboration and responsiveness, remains central to Tricam’s DNA today. Skubic himself joined the company in 2003 after several years with Target, where he first encountered Tricam as a supplier. The experience left a lasting impression.

“I appreciated their entrepreneurial spirit and the way they approached business with retailers in an easy-to-do-business, flexible, responsive manner,” he recalls. “I realized at that point in my career that being involved in a dynamic, fast-paced environment of a privately held business would probably be a pretty good fit for my personality.”

That move would mark the beginning of a new era for Tricam. What began as a company focused on sourcing products soon transformed into one known for designing, engineering, and innovating its own.

In the early years, Tricam’s business model reflected the needs of its retail partners, providing quality products at competitive price points. But as customer expectations grew more sophisticated, so too did Tricam’s ambitions. Over the years, the company has evolved from a primarily sourcing-focused business into one driven by product innovation and differentiation. That pivot redefined Tricam’s place in the market. Rather than competing primarily on cost with similar products, the company began focusing on the total product experience: how a ladder feels in the user’s hands, how a cart rolls across uneven terrain, or how long a wheelbarrow lasts after years of heavy use.

“[We look at] what matters to a wheelbarrow user versus what matters to a hand truck user or to a ladder user; we truly understand what’s going to improve the usability and performance for each of those consumers,” Skubic explains. “That’s what we focus on bringing to market.”

The result has been a stronger brand, a more loyal customer base, and an increasingly visible presence in the professional and consumer markets alike. “Our position in the marketplace has improved over time,” he says. “Our brand matters more than it ever has, and our products are better than they’ve ever been.”

Perhaps nothing exemplifies Tricam’s success more clearly than its Gorilla brand, now synonymous with durability and reliability. Originally launched in the ladder category, Gorilla began with a single concept: multi-position ladders that could shift between configurations to meet a variety of user needs. The brand quickly gained traction for its combination of strength, adjustability, and ease of use.

“The origination of Gorilla really started around ladders,” says Skubic. “It started specifically around multi-position ladders, a ladder that configures from a twin-sided step ladder to an extension ladder with adjustability in heights and positions. We saw the equity in that brand and the response to it and then expanded it into our garden cart program.”

As the brand’s popularity grew, so did its product range. The initial ladder line evolved into a comprehensive lineup of Gorilla carts, wheelbarrows, hand trucks, hose reels, and garden hoses all carrying the same emphasis on durability, performance, and thoughtful design.

Several years ago, Tricam unified these products under a single, cohesive identity. “We pivoted to being less specific about the category description and to have an overarching Gorilla presence,” Skubic explains. “Every product category that we expand to has the same foundation of innovation and differentiation, dependability, toughness, durability, and performance.”

Today, Gorilla has become more than a name; it’s a promise. Whether for professionals on job sites or homeowners tackling weekend projects, the brand stands for tools that last and perform under pressure. Behind every Gorilla product, and indeed, every Tricam creation, lies a philosophy grounded in three principles: strength, safety, and performance.

And in industries where equipment failure can lead to injury or worse, Tricam doesn’t take shortcuts. “Being aware of what the requirements are from a legal and certification standard is just the bare minimum,” Skubic says. “That isn’t the standard that we set for ourselves, that’s just table stakes.” Instead, Tricam holds itself to internal benchmarks that often exceed regulatory expectations. The company actively participates in shaping industry standards through its work with ANSI subcommittees, helping determine how safety guidelines are written and applied across categories.

“That’s something that is another differentiator for us,” Skubic adds. “We have a strong voice and an active role in determining what those standards are and how they’re brought to the marketplace.”

The company’s dedication to quality extends beyond materials and testing to its culture. From engineering to marketing, Tricam’s employees share a sense of ownership in the company’s mission. “We are a product-driven company, and we refer to that as innovation that matters,” says Skubic. “Everyone has their oars in the water going the same way.”

While Tricam’s headquarters remain just outside Minneapolis, Minnesota, the company’s reach extends far beyond. Its products are sold across the United States, Canada, Australia, New Zealand, and parts of Western Europe, supported by a network of partners and employees who oversee day-to-day operations.

Although Tricam’s reach extends across multiple countries, the company operates with a deliberately lean structure, concentrating its resources on design, engineering, and marketing rather than maintaining large teams in every market where its products are sold. This model allows Tricam to remain agile, avoiding the bureaucracy that often impedes larger corporations. It also helps the company channel its resources where they matter most: innovation, quality, and customer satisfaction.

Indeed, in a marketplace flooded with disposable goods, Tricam’s approach stands out for its longevity, and the company believes that quality is the most sustainable business strategy of all. Tricam prioritizes long-term value in every decision it makes, focusing on creating durable products built to stand the test of time, a philosophy that naturally supports sustainability by avoiding disposable, short-lived designs.

That philosophy is reinforced by a strong warranty program and a reputation for standing behind every item that bears the Tricam or Gorilla name. “For as long as we’ve been in business, we’ve had a reputation with our customers of standing behind our product,” says Skubic. “We’re really proud of the products we have in the marketplace, and we stand behind them.”

Trust, according to Skubic, is the glue that holds Tricam’s customer relationships together. Whether with major retailers, professional contractors, or DIY enthusiasts, the company’s success depends on consistency and credibility. “The level of trust we have with our customers is really important,” he says. “As we continue to grow and introduce new products and new categories, making sure that we’re leveraging the success we have with one product or one category into others is really important.”

That consistency across product categories has become one of Tricam’s greatest strengths. Customers who trust the Gorilla name for one product, such as a multi-position ladder, can expect the same reliability and performance from other items in the line, a unified brand approach that continues to set Tricam apart in the marketplace.

As Tricam looks to the future, the company’s focus remains firmly on innovation, not just in the products it creates, but in how it approaches growth. “We will continue to deliver on innovation in everything we do going forward,” says Skubic.

He hints at an even broader Gorilla lineup in the near future, suggesting the brand’s visibility will continue to grow. “Starting later in 2026 and certainly in the coming years, you will see a larger, more prominent Gorilla presence, not only within the product categories we have today, but new ones,” he notes. That expansion will target both consumer and professional markets, with a particular emphasis on pro-grade tools that deliver the same dependability Gorilla is known for. “You’ll continue to see us be more relevant in pro-driven categories and products going forward.”

For Skubic, one of the most satisfying aspects of leading Tricam is seeing new customers discover the quality behind the Gorilla name, especially those accustomed to legacy brands. “For customers that are conditioned to buying maybe a legacy brand of a product, I’d say it’s worth trying,” he encourages. “The adoption rate and the response we’ve seen from people that have made that move to a relatively new brand within the pro space has been significant and meaningful.”

That message, equal parts confidence and invitation, encapsulates the spirit of Tricam Industries today. After 35 years of building, refining, and innovating, the company stands stronger than ever, ready to meet the future with the same entrepreneurial energy that started it all.

At its heart, Tricam’s success lies in something timeless: the ability to understand what people need and to build products that genuinely make their lives easier. Whether it’s for a professional contractor climbing a ladder or a homeowner hauling mulch across the yard, every Gorilla product carries the same promise: to perform, to last, and to inspire confidence.

It’s that consistency, says Skubic, that defines the company’s legacy and its future. “We have a relentless focus on understanding the consumer and delivering product solutions that address their needs,” he reflects. “Our products are better than they’ve ever been, and I have no doubt that will continue.”

The post A 35-Year Commitment to Toughness and Trust<p class="company">Tricam Industries</p> appeared first on Construction In Focus.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

The post Innovation with a Customer-Centric Approach<p class="company">Tornado Infrastructure Equipment</p> appeared first on Construction In Focus.

The origins of CROM trace back to the 1930s, when J.M. Crom was in Texas, applying gunite to canal banks where he finalized his idea to improve traditional cast-in-place and metal storage tanks with his new invention, the prestressed concrete tank.

In the early 1950s, J.M. Crom and his sons Ted and Jack relocated to Gainesville, Florida where they established a company that controlled both the design and construction of prestressed concrete water storage tanks. This approach was a departure from earlier practices, where design and construction were handled separately, and it laid the foundation for what would become CROM’s signature design-build methodology.

Since that time, the company has operated continuously, building a legacy of innovation and expertise in prestressed concrete tank construction. This dual focus on engineering and construction not only set CROM apart early on but also established the framework for the company’s ongoing expansion into comprehensive infrastructure solutions.

Today, while prestressed tanks remain central to the business, they represent only part of the story; over half of CROM’s work today comes from its Restoration Services division, which delivers comprehensive solutions for the nation’s aging infrastructure. This includes everything from inspections and demolition to repairs, high-performance coatings, safety upgrades, and ongoing asset protection programs designed to extend system lifespans. The company has transformed well beyond its reputation as a tank builder to a full-service infrastructure solutions provider.

“Over the last 70-plus years, CROM has embraced a client-first mentality,” says Bobby Oyenarte, PE, CROM Chief Executive Officer. “We call it the CROM Way, prioritizing client needs in everything we say and do. With this approach, combined with the delivery of safe, high-quality, and comprehensive solutions designed to stand the test of time, we develop clients for life.”

Despite employing nearly 700 people, CROM maintains a close-knit family-like culture with strong organizational health, focusing almost as much energy on its team members as it does clients.

“At CROM, we believe in service-based leadership,” says Alexander Ciasca, PE, Senior Vice President of Development. “That means asking, ‘What can I do to help my fellow team member? Can I show up willing to lend a hand?’ If nearly 700 people are pulling in the same direction with that attitude, it’s amazing what we can accomplish for our clients and our team members.”

Roughly a quarter of CROM’s employees are “support” team members, while the remaining serve in the field directly executing client projects. This balance keeps the company grounded in practical, real-world delivery while facilitating a continued investment in engineering and development capabilities. “It also enables CROM to quickly adapt to varying client needs by deploying the right resources, to the right place, at the right time,” says Oyenarte.

One striking example of CROM’s ability to adapt quickly came with an emergency repair on a 1.8-MG clearwell tank in Florence, Alabama. “The client noticed a significant amount of water loss beyond what you’d expect from evaporation,” recalls Project Manager Joseph Leahy. “We sent a diver to locate the source of the leak, but the diver couldn’t make a successful repair. So, the client had to drain the tank completely for further investigation by one of our restoration crews.”

Once inside, the team discovered a serious issue: the tank foundation, buried 30 feet underground, had separated from the rest of the structure due to geological processes. With season demand peaking, the municipality couldn’t afford to keep the tank offline. CROM developed a repair solution that allowed the facility to quickly return to service and continue operating through a critical flow period. The solution has proven effective, with no signs of water loss or chlorine traces in the surrounding groundwater, clear evidence that the solution is performing as intended.

This innovative repair solution had been under discussion among CROM’s subject matter experts for years—Florence provided the opportunity to put it into practice. “It was a great chance to fine-tune and prove its effectiveness in the field,” says Leahy.

Oyenarte adds, “As engineers first, we lead with integrity. It is always our goal to deliver trustworthy, innovative, and long-lasting solutions under the highest ethical standards for all of our clients.”

Ciasca emphasizes the importance of CROM’s integrated structure: “Having design capabilities paired with construction capabilities allows us to move with unmatched speed. We can develop a repair procedure and then execute it in real time, instead of waiting for separate firms. That’s a huge benefit for our clients.”

Beyond emergency projects, CROM has strategically expanded its role in design-build delivery, a model increasingly adopted across the water industry. “We believe in the design-build methodology,” says Ciasca, who, along with Oyenarte, holds the full DBIA certification. The certification process serves as an ongoing form of education, ensuring the team stays current with industry best practices, procurement strategies, and regulatory standards.

“We’re advocating for more of our employees to pursue [DBIA] certification as well,” says Blake Roberts, Vice President and Region Lead.

In 2024, CROM also achieved QP 8 certification from AMPP, joining a select group of about 25 contractors nationwide. This designation recognizes contractors with the highest standards in concrete protective coatings.

Through these efforts, CROM continues to position itself as a long-term partner, guiding clients through every stage of a project starting with initial assessments and design options, through value engineering, construction, and even ongoing long-term asset protection. Rather than focusing solely on securing a contract and a single new project, the team’s goal is to build lifelong relationships as a trusted resource to serve all of the client’s needs.

Roberts frames it simply: “Our goal is to be a solutions provider, listening and responding to our clients’ needs, and creating, not just a product or repair, but a true partnership.”

As such, CROM’s trade show presence is about more than brochures and booths; it’s about relationships. “It’s really an opportunity for the whole industry to come together,” says Roberts. “We use trade shows to showcase our advanced technologies, like our CROM² ™ tank, and to remind clients of the breadth of services we provide.”

CROM², a rectangular prestressed concrete tank unveiled in late 2023, was a highlight at recent conferences. After nearly seven decades of specializing in circular and elongated tanks, the company responded to growing client demand for rectangular tanks that deliver the same level of performance. The introduction of this new design was unveiled at AWWA’s Florida Section tradeshow, marking a significant milestone in innovation.

For Roberts, the face-to-face nature of trade shows is invaluable: “Digital communication is great, but what you lose is the intimacy of listening directly to a client’s challenges. In person, over dinners, presentations, or technical sessions, you get those insights you can’t get from an email.”

At trade shows, CROM is often recognized for the strength of its industry relationships—a reflection of the effort the team invests in fostering connections with clients, partners, and suppliers. Conferences frequently feel like reunions, providing opportunities to reconnect with clients, reflect on past collaborations, and celebrate shared successes.

These days, CROM is also investing heavily in technology.

“In hydrodemolition, one of CROM’s unique demolition services, we’re upgrading ultra-high-pressure equipment with robotics to make processes safer and more efficient,” Ciasca explains. CROM is also collaborating with companies to integrate AI into inspections, enabling faster and more accurate reporting.

Sustainability has become an increasing focus for the company as well. On recent data center projects, CROM has employed detailed carbon footprinting and natural material use to meet stringent carbon standards. Of course, durability remains central to CROM’s sustainability approach, with all designs aimed at extending the service life of structures for decades. Rather than temporary fixes, the company emphasizes robust, permanent solutions that address issues correctly the first time.

As the industry shifts toward collaborative delivery and long-term resilience, CROM sees its future role clearly. “If you’re not constantly improving, you’re falling behind,” says Ciasca. “For us, that means continuing to answer our clients’ calls, whether for new services, new geographies, or new structures like CROM². We’re not going to rest on our laurels.”

CROM’s history is defined by steady evolution and a consistent focus on partnership. From its beginnings as a pioneer in prestressed concrete water storage tanks, the company has grown into a comprehensive provider of water and wastewater infrastructure solutions. Over the past seven decades, this evolution has been guided by innovation, quality, and long-standing client relationships.

Today, CROM’s work extends well beyond tank construction. The company emphasizes listening and responding to client needs, positioning itself as a trusted partner rather than a traditional contractor. Its services now include design-build capabilities, the integration of advanced technologies such as 3D high-definition digital renderings and robotics, and the application of sustainable practices aimed at delivering durable, long-term solutions. With this approach, CROM continues to play a leading role in building and restoring the nation’s water infrastructure.

By combining technical expertise, industry certifications, and a collaborative approach, the company ensures that every project, from new construction to maintenance and repair, delivers maximum value and reliability for all its clients.

The post Rebuilding the Nation’s Water Infrastructure<p class="company">CROM</p> appeared first on Construction In Focus.

“Everything that was possible in internal combustion is now possible with Hangcha in an electric version,” says Louanne Rioux, Sales and Marketing Director at Hangcha Forklift Canada Inc.

While the company still offers internal combustion forklifts, Hangcha is seeing tremendous growth with its XC and XE Series and the high voltage lithium ion XH Series of forklifts. Presenting customers with alternatives to propane or diesel-powered forklifts—for use inside a warehouse or factory, or outdoors on rough terrain—Hangcha has options and add-ons to meet every need.

Pioneers in lithium technology
Customers in sectors as diverse as transportation, automotive, lithium battery development, steel and wire manufacturing, fruit growing, wood products, and many more come to Hangcha Forklift Canada for its range of electric forklifts, from sitdown forklifts, narrow aisle trucks, and warehouse equipment such as pallet jacks and stackers to tow tractors and rough terrain forklifts.

Depending on the model, capacities range from 1,000kg (2,200lbs) to 48,000kg (105,000lbs), with the Electric Lithium-ion Forklifts, to the Electric Tow Tractor, which handles up to 32,000kg (70,000lbs).

“Our full lineup is essentially complete now on the electric side—even the big capacities,” says Rioux. “We have a 36,000-pound (16,329 kg) version available in lithium and go up to 27 tons (23,586 kg). Being pioneers in lithium technology definitely sets us apart.”

Selling forklifts Canada-wide, Hangcha is seeing much of its growth in the province of Ontario, including the city of Mississauga, home to its Greater Toronto Area (GTA) warehouse. “Roughly half the trucks sold in Canada are coming out of Ontario,” says John Sedlacek, Hangcha’s National Sales Director. “We are targeting a lot of major users here.”

The reason, he says, is the province’s established automotive sector and the rise of new lithium battery developments in Windsor for the electric vehicle (EV) market. Another prominent sector for Hangcha is transportation, since it operates coast-to-coast, “and we have good trucks for them,” says Sedlacek.

The Hangcha story
Over the past quarter of a century, Sedlacek has seen firsthand the transition from internal combustion diesel and propane-powered forklifts to electric, alongside the shift in customer acceptance of lithium-ion battery technology. But for years, the return on investment just hadn’t been there. This was what prompted Hangcha to turn the forklift industry on its head, becoming the first manufacturer to build a truck from the battery up and bring affordable lithium to the market.

“As far as high-voltage goes, everything is going 80-volt or higher; the higher the voltage, the faster the charge time, the longer the runtime, and there’s less stress on the componentry,” he says. “We’ve had some great success stories selling high-voltage, which I didn’t think would sell that fast, but there it is—people are willing to take the gamble.”

Sedlacek is training and encouraging his team to promote the Hangcha story across the country. This includes the founding of the parent company in 1956 as the Hangzhou Mechanical Repair Factory in Hangzhou, Zhejiang, China; how the company shifted entirely to forklifts in 1974; the creation of Hangcha America in 2017; and the launch of Hangcha Forklift Canada in 2019. Today, Hangcha is among the top eight forklift manufacturers in the world. In just the past five years, the company has established locations in the Netherlands, Thailand, Australia, Brazil, Mexico, Indonesia, Japan, Malaysia, Vietnam, and France.

Along with over 5,000 employees globally, Hangcha has a strong dealer network, selling over 200,000 forklifts every year, many of them to repeat customers. “It’s interesting how the sales cycle is going,” notes Sedlacek. “It’s a different story now—what I’m selling and how I’m training my people across Canada… We have affordable lithium now for the first time in the marketplace.”

Why lithium-ion?
There are many advantages to lithium-ion technology, including faster run times, the ability to handle 24/7 operations, and, in some cases, more power, greater torque, and more speed.

As if those factors weren’t enough, one of the most significant in everyone’s eyes is cost. The ROI is so high that—depending on how many hours the forklift is in use—every third truck is essentially free. “The more you use it, the more you’re saving,” says Sedlacek. “That’s how it works.”

Apart from cost savings, there are also environmental and safety benefits to lithium-ion. The team has received plenty of positive feedback from customers praising Hangcha’s lithium-ion forklifts, including one who said his building couldn’t handle emissions from propane-powered forklifts. The client had invested tens of thousands of dollars in an air exchange system, which produced a lot of heat. By investing in lithium-powered trucks, the client—although continuing to use propane in some cases—saw his fuel costs cut in half.

For forklift operators, there are many benefits of lithium-ion compared to internal combustion engines. It is easier to adjust speeds with lithium-ion trucks—which are fully programmable—and the trucks are cooler to operate. Another consideration is that there is no need for a battery room with lithium-ion, as is the case with heavy, lead-acid “wet cell” batteries, which can be dangerous when charging.

“That’s another advantage of going with lithium,” says Yan Lamontagne, After-sales Director at Hangcha Forklift Canada. “There’s less pollution, and it’s an advantage over lead-acid. You don’t need to have water, and it’s safe. Compared to the internal combustion trucks, there is also less noise.”

A dynamic and durable fleet
Quality, customer service, and selection are just some reasons customers keep choosing Hangcha. Continually innovating, the company is proud of all its trucks.

The XH Series High-Voltage Telehandler has a capacity of 2,500 to 3,500 kg. Its many benefits include permanent magnet synchronous motor (PMSM) technology, able to reach a 25/km/h drive speed (no load), and a maximum grade ability of 45 percent. With three steering modes and two driving modes, the XH Series High-Voltage Telehandler is a highly maneuverable 5-ton, comfortable to operate with a driver assistance system, and options including air conditioning, radio, USB charging port, and more. With its lithium iron phosphate battery pack, LED lights, and overload monitoring system, it’s safe and reliable.

Other innovative lithium-ion products in the company’s XE Series are manufactured to replace outdoor trucks and come in 1.5-ton to 5-ton versions. “The XE Series is really one of those,” says Rioux.

Hangcha is also seeing growing demand for forklifts in its lithium-ion XC Series. A four-wheel cushion tire forklift, it has a capacity of 4,000 to 6,500 pounds. With a lightweight design, faster travelling and lifting speeds, and optional energy-efficient management, the Hangcha XC Series 4W cushion tire forklift “draws on the design concepts and technological innovations of 4W forklift trucks with lithium-ion technology and cushion tires to build a lithium-ion dedicated platform for cushion tire forklift with lithium-ion technology,” says the company.

At Hangcha, innovation comes hand-in-hand with safety and efficiency, and this includes the company’s Fleet Intelligent Management System. Hangcha FIMS provides valuable real-time information and data collection about forklifts and drivers, be it a single lift or even hundreds across multiple sites. Just some benefits of 24/7 GPS monitoring include safety, preventative maintenance, lower costs, and increased productivity, as trucks are analyzed for vibration, overspeed, abnormal operation, and more.

Meanwhile, the innovative Hangcha ADAS (Advanced Driver Assistance System) provides early warning of potential hazards. With a high-precision detection rate of about 98 percent, the ADAS offers 360-degree surround sensing, lightning-fast response with monitoring every 25 milliseconds, GPS tracking, route history, AI machine learning technology, and other unique safety features.

Powering what’s next
For years, Hangcha has been renowned for its positive and supportive company culture, which means investing in its employees. “It’s part of our work-life balance,” says Lamontagne. “We don’t have a high employee turnover, and have several staff members who have been here a very long time.” Expressions of employee appreciation, including coffee breaks, free snacks in the cafeteria, team barbecues, and welcoming out-of-town guests, mean a lot. “We do spend eight hours a day together, so we try to make it an interesting environment for people to feel welcomed.”

With a focus on quality and a team whose members are all pulling in the same direction, Hangcha Forklift Canada sees a bright future, both for the business and for lithium-ion technology. Sedlacek foresees growth in sectors such as mining and continued success in the lumber sector. “Wood is becoming a huge target for us; we’ve had some great success stories,” he says, adding that Hangcha is working with a well-known pallet company and recently made a deal with a business in Vancouver’s fruit belt. “Anything that grows in the ground seems to attract our trucks.”

As industries across Canada continue shifting toward cleaner, more efficient operations, Hangcha Forklift Canada is well-positioned to lead the way. With its proven track record, commitment to innovation, and a comprehensive lineup of lithium-ion solutions, the company is redefining what forklifts can do while helping its customers achieve long-term savings and sustainability. For Hangcha, the future isn’t just electric—it’s here.

The post The Future is Electric<p class="company">Hangcha Forklift Canada</p> appeared first on Construction In Focus.

Founded in 1995, Burgess Company has become the go-to subcontractor when project challenges demand more than a cookie-cutter solution. Under the leadership of Bryan and Angie Sewell, the company has expanded its reach, developed a deep portfolio of signature projects, and perhaps most notably, built a reputation rooted in integrity, creativity, and strong partnerships. Now celebrating its 30^th anniversary, Burgess Company remains committed to the same principles that launched it: doing the job right, treating people well, and never backing down from a challenge.

The company began with a relatively narrow scope, installing Division 5 miscellaneous metals. But it quickly evolved into a trusted partner for more advanced and customized solutions. Over the years, Burgess has become a sought-after expert in smoke containment systems, high-performance doors and louvers, decorative operable walls, and other architectural features that require precise installation and coordination.

“From early on, we realized that our strength wasn’t just in the products we were installing; it was in how we thought through problems,” says Bryan Sewell, President of Burgess Company. “We bring a problem-solving mindset to every project.” This mindset has proven to be the company’s greatest asset. Whether retrofitting hangar doors on a decades-old building or coordinating smoke control doors in a multi-story museum, Burgess doesn’t shy away from complexity. It leans into it.

While the firm’s technical chops are undeniable, it’s Burgess Company’s people-first culture that truly sets it apart. From clients and vendors to employees and local communities, the company applies one guiding principle across the board: treat others the way you want to be treated.

“We apply the Golden Rule to everything,” Sewell says. “It’s easy to say, but we live it out every day, whether that’s showing up on time, paying vendors promptly, or going above and beyond to make sure our clients are taken care of.” This approach has fostered long-term partnerships and earned the company a level of trust that few in the industry can match. Many of its clients have worked with Burgess for years—some for decades—relying on the team not just for quality installations, but for expert advice and proactive solutions.

“We have partners that come back to us because they know we’ll be honest about what works and what doesn’t,” Sewell says. “Even if it means less work for us, we’re not going to recommend something that doesn’t make sense for the project.”

Burgess Company provides an extensive range of services across Divisions 5, 8, 9, 10, 11, 13, and 14 specialties, with a standout reputation for handling intricate building envelope components. Its work consistently requires a blend of technical skill, coordination, and design sensitivity.

One of its most in-demand specialties is the installation of interior space management systems. These include both horizontal and vertical smoke-rated coiling doors, smoke curtains, fire doors, operable partitions, and raised access flooring. Integrating these elements demands not only precision but a thorough understanding of how they interact with a building’s overall fire safety system, and Sewell notes that ensuring code compliance and coordinating installation within tight structural tolerances is critical in these scenarios.

The team also has deep expertise in custom daylighting solutions, handling oversized or uniquely shaped translucent fiberglass panels and complex aluminum framing that require structural insight and a keen eye for aesthetics. In fact, the firm’s ability to work closely with architects and engineers makes it a preferred partner for visually ambitious projects.

Ventilation and sun control systems are another core offering. Burgess frequently installs architectural louvers, sunshades, and airfoil systems that serve both functional and decorative purposes, especially in large civic or institutional buildings where these elements are often centerpieces of the exterior design.

In addition, the company specializes in high-performance and specialty doors, including acoustical and security doors, as well as assemblies that must meet exacting code standards. These installations often involve tight coordination with other subcontractors and trades to ensure seamless integration.

Burgess has a strong presence in Division 9, building many data center and casino floors. The team excels in installing raised access flooring in difficult environments which allows general contractors to rely on them for the most challenging projects. Sewell states, “raised access floors hide a plethora of data cables, electrical conduit, and mechanical ductwork, which require intricate coordination amongst many trades to ensure each has the required space in which to install without interfering with the grid of many thousand floor pedestals.”

By bringing a problem-solving mindset and high standards of execution to every job, Burgess Company continues to deliver on its reputation as a dependable, highly skilled specialty contractor. “Some of the products we install might seem simple on paper, but the execution is where it gets tricky,” Sewell shares. “It’s one thing to install a piece of hardware; it’s another to do it within a complex architectural feature or historical retrofit.”

The Burgess team isn’t afraid to step in where others hesitate. “We’re not just installers,” he continues. “We’re consultants, problem solvers, and project partners. We’ve seen it all, and we know how to adapt.” That adaptability has helped the company work across diverse sectors, from healthcare and higher education to hospitality, government, museums, and stadiums. Regardless of project type, Burgess prioritizes performance, aesthetics, and coordination with the broader construction team.

In addition to the Gilcrease Museum, Burgess Company is currently working on several high-profile projects that reflect its technical and logistical capabilities. One recent highlight includes a specialty daylighting system designed to allow natural, diffused light to illuminate multiple aircraft hangars at Tinker Air Force Base in Oklahoma City. “It’s the kind of job where you need more than a good crew; you need a clear strategy and tight coordination with the general contractor and other trades,” Sewell says. “That’s where our team excels.”

Another standout project involved the installation of vertical smoke-rated coiling doors at a multi-level educational facility. Due to the tight space constraints and irregular structural layout, Burgess had to work closely with architects and fire protection engineers to adjust the system in real time, ensuring compliance without sacrificing the building’s design. “There’s no substitute for experience,” says Sewell. “We’ve had to figure things out on the fly and make judgment calls that only come with time in the field.”

Burgess Company’s 30^th anniversary is not only a moment of celebration but also reflection and strategic investment. Internally, the team is focused on mentoring new talent, strengthening operations, and building on the company’s legacy of excellence. “We’re doing a lot of work behind the scenes right now to make sure we’re ready for the next 30 years,” Sewell says. “That includes hiring people who align with our values, actively working toward cybersecurity maturity model certification, and training our people to leverage technology efficiently.”

This year, Burgess launched an initiative to update internal workflows and communication platforms, making it easier to track projects and share knowledge across teams. The goal? To reduce friction and increase transparency for both employees and clients. “We’re also taking a more proactive role in preconstruction and design-assist phases. The earlier we get involved, the more value we can bring.”

That’s especially true in today’s market, where cost overruns, material delays, and labor shortages remain a concern. By stepping in early, Burgess helps mitigate risk and ensure constructability, a win for everyone involved.

As the company looks to the future, the mission remains the same: do excellent work and treat people right. But this team isn’t standing still; Burgess is actively expanding its digital capabilities, exploring new specialty product lines, and forming deeper relationships with manufacturers and general contractors. “Innovation doesn’t have to mean chasing trends,” Sewell says. “For us, it’s about doing what we do even better and continuing to deliver value in ways that matter.”

This includes leveraging its hard-earned expertise to educate the next generation of field leaders and project managers. Sewell and his leadership team are investing time and resources into training programs that will ensure Burgess continues to be synonymous with quality and reliability for decades to come. “We’ve never been the loudest voice in the room,” he reflects. “But we’ve been the steady one—the one people can count on. That’s who we’ve always been and who we’re going to continue being.”

After 30 years in business, Burgess Company isn’t just marking a milestone; it’s reinforcing a mindset built on humility, grit, and a deep sense of responsibility to the people and partners who’ve helped shape the journey. “In this business, your name is everything,” Sewell says. “And we’ve spent three decades making sure that when people see the Burgess name on a job, they know it’s going to be done right.”

With an expanding portfolio, a reputation for solving the toughest problems, and a culture rooted in values that don’t waver, Burgess Company is more than just a contractor. It is a trusted collaborator, a creative partner, and a gold standard in specialty construction.

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This creativity sets Aetna apart in the field of innovative construction supplies. Aetna is an industry-leading building product supplier for companies like Wilsonart. Known for its engineered surfaces including quartz, high pressure and thermally fused laminates, and solid surface, Wilsonart is especially known for its Thinscape® composite countertops, popular among developers of multi-family units. There is also great excitement in the industry over its four new product launches later this year, which will see it release its new Lujo Collection, new wet wall designs, solid surface, and quartz.

Another popular manufacturer Aetna distributes is ARAUCO, famous for its thermally-fused laminates from composite wood cores that contribute to projects’ LEED scores.

Aetna also collaborates with Columbia Forest Products, Timber Products, and other plywood and lumber producers, most of whom are FSC certified. The company takes pride in working with producers who aim to minimize their environmental impact—like one partner who recently significantly reduced their annual emissions. Another has committed to achieving the equivalent of 330,000 cars’ emissions in reduced CO₂ output over the next five years.

Serving mainly the Midwest, the Aetna footprint includes Illinois, Kentucky, Indiana, Wisconsin, and Minnesota, with distribution centers in Rockford, Lexington (established three years ago), Indianapolis, White Bear Lake, and Maywood.

Customers appreciate the team’s relationship-driven approach to business, and the sense of care and dedication that underpins the work. Indeed, Aetna, with its rich history, is known for leveraging generational knowledge-sharing to deliver a superb customer experience and drive repeat business. Its industry professionals provide customers with the depth of knowledge and understanding that only comes from years of experience. With President Jon Minnaert and Chief Operating Officer Kim Diaz at the helm, and the company’s expert management team boasting numerous longstanding members, the company’s focus on cultivating a culture of playfulness is really about consciously building a sense of strength and a can-do spirit rooted in creativity and belonging—an approach that has resulted in positive growth and development over the years.

The company also benefits from Minnaert’s position as President of the North American Building Material Distribution Association (NBMDA) and proud founder of the University of Innovative Distribution (UID). Minnaert sits the forefront of industry developments, which has given the company a refreshing edge in its uptake of technology and its approach to customer relationships.

“We treat our customers like friends; we’re partners. We don’t want it to be transactional,” says Marketing Manager Amanda Murphy.

Indeed, while many organizations prioritize company culture, few give it as much importance as Aetna. Aetna Building Solutions enshrines company culture in ways that make it stand out from the competition. One of these is the Aetna Wayz, a manifesto of 25 thoughtfully developed guidelines by which every employee navigates their conduct at the office and toward customers and suppliers. These include invaluable character-building processes that invite team members to grow not only professionally but also personally. At Aetna, these guidelines are not mere office decorations; Human Resources Director Beth Richmond facilitates weekly gatherings where they are discussed and explored in fresh ways to help keep everyone motivated, engaged, and on the same page.

The Aetna Wayz cover everything from blameless problem-solving and honoring commitments to assuming positive intent, active respect, and proactive thinking with a responsible growth mindset and direct communication style—all while, of course, having fun. To help keep everyone on track, Aetna leverages software package, CultureSuite™, an application that allows team members to upload footage, share everything from kudos to insights, and reflect on their development.

In these ways, every aspect of the Aetna mindset is continuously reinforced while employees are invited to engage with its concepts by sharing their understanding through multimedia creations and discussions. “[Aetna Wayz] is our framework and how we lead, serve, and work together, [emphasizing] values like trust, accountability, service, respect, and growth,” Richmond shares. “It’s really about how we work, not just how we get things done.”

The result is phenomenal growth from within, with the company being known for creating opportunities within its ranks for employees who show outstanding potential. One example is when a star employee, Erin Husser, who started as an Inside Sales Rep promoted to Surface Product Manager, was promoted again to Corporate Procurement and Pricing Manager, after leaders spotted her razor-sharp talent for pricing. “When you put aside gender, sex, age, race, et cetera, and you focus on the person and their skill set, that is when people become the best versions of themselves,” Murphy says. “That’s what we want. We want to see you grow, and we want to help with that.”

Chris Martin, Product Sales Manager, Composites, who has been with the company for more than two decades, agrees. “We’re a sales organization that’s driven by relationships with our customers,” he says. “Our Aetna Wayz embody [our entire ethos].”

To maintain and manage consistency in messaging while giving employees agency, the company established a culture committee of multi-generational team members who represent the workforce across the organization—led by Martin—where employee experience and engagement inform proactive decision-making in driving the business forward. The committee also engages in organizing charity work and other activities outside the office. This work includes school supply drives where every branch identifies schools in need and supports local children and their education. There are also gifts of Thanksgiving turkeys to partners and staff, and toys for local children in need. Closer to home, the team provides resources to inspire and maintain personal wellness, advice on caring for children or aging parents, and even financial literacy resources. A monthly newsletter keeps the whole crew updated.

The team agrees that the company’s big-hearted and visionary leadership is what keeps them here. “I’ve stayed at Aetna for as long as I have because I believe that the people leading our company care about our employees and show it by their actions,” Martin says. One memorable moment was when the company invited Mike Powell, wrestling coach and Executive Director of Beat the Streets Chicago, to share his insights into finding mental resilience while going through one of the hardest chapters of his life.

Other team events include cookouts, food truck visits, golf, and sport outings throughout the year. These initiatives not only strengthen the team but build a tremendous amount of group and individual resilience when the going gets tough. “Working at Aetna makes one a well-rounded person. And that makes it pleasant to work together,” Murphy points out. “Proven statistics show that when you focus on the culture at a company, it really helps people with their work ethic and feeling included.”

With a number of exciting new developments for the company this year, it would be fair to say that the Aetna spirit is in good condition, thanks to the Aetna Wayz, open communication, and all the fun this team enjoys. Richmond is open about the inevitable challenges: “Is it perfect all the time? Definitely not. We all get busy with our day-to-day jobs,” she says. “But we try to find a way to regroup, reground, and refresh. Our goal is to create a workplace where people don’t just show up, but where they feel like they can contribute and grow and belong.”

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There is a rare and uncanny sense of joy amongst the team members of Thos. Somerville Co., based in Upper Marlboro, Maryland. Committed to maintaining organizational health by cultivating a sense of positive chemistry among its people, the company’s leadership comprises genuine people who hold sincerity in high regard. As a result of dreaming big, working hard, and excellent customer support, the business has enjoyed substantial growth over the past year or so.

Following the opening of a new branch in Seaford, Delaware, the company was ranked 53^rd by Supply House Times on its Premier 150 Distributor list in 2025 in response to its outstanding service. As its name continues reaching new customers throughout this region, Thos. Somerville Co. also serves customers from Southern Virginia to Central New Jersey and as far west as Martinsburg with speed, efficiency, and extraordinary attention to detail.

By making its mission fully grasping its customers’ goals and needs, this team of 357 endeavors to support them in bridging the gap between where they are and where they want to be in the best way possible.

“We don’t use a one-size-fits-all approach—we’re doing many different things to make sure all of our customers are as happy as they can be,” says President Doug Riley of the company’s efforts to meet and exceed its customers’ needs.

As a service leader with a true heart for the well-being of every individual on his team, Riley sat down with each member of his staff to learn more about them—whether they were satisfied at work, what they liked about the company, and what they would like to see change. In turn, they asked customers the same questions. The exercise included questions on how the company could help its customers improve their profitability, how it could make the supply process easier for them, and, of course, what their pain points were.

Today, Thos. Somerville Co. continues asking these questions. To provide the best service possible, the company maintains inventory for customers while investing heavily both in technological infrastructure and in its people. As such, it has a robust technology department and top-quality training facility where in-house educators are qualified to certify contractors that fulfil specific course requirements.

Always looking for ways to improve and evolve means that the company is perpetually improving its own systems—a trait which proved invaluable with the advent of recent changes in legislation of HVAC refrigerants. With the federal government’s move toward phasing out production of R-410A refrigerants starting in 2025 due to their negative environmental impact, the company has its hands full with retraining its industry professionals on the new products while adapting to accommodate new systems. Due to the number of models and range of coolants available, the process is fraught with complications.

But the team has successfully navigated these challenges. “Our strategy through the whole process was to stay with the old refrigerant for as long as we possibly could. That plan was well orchestrated and worked out well for everyone,” says Ray Mikell, Executive Vice President. To enable easy replacement, new versions of old models are being released onto the market, and as per the law, the company continues to stock parts for older models.

Mikell and Riley are full of praise for the team that gives this outstanding firm meaning. “I think that what sets Somerville apart from other distributors is our people,” Mikell says. Perhaps the best part is that, in a lovely episode of We Supply America, Dirk Beveridge interviews staff on why they enjoy working here, and the feeling is mutual, with team members attesting to the value of being genuinely cared about, appreciated, acknowledged, and seen.

With this much reciprocal respect in the company, one is bound to understand why its doors have remained open and its operation has thrived for this long. “I have the best managers in the world. We have a nice family here,” Billy Eccles, Counter Sales, told Beveridge.

Another plus for staff members is that their ideas are heard and considered. As a result, the company’s high level of appreciation is reflected in the impressive tenures of its staff, an aspect of the business that’s more important than many people realize. “Our folks have generational relationships; in many cases, we’re working with the grandsons and great-grandsons of our original customers. It’s really something special, and it all comes back to the relationships our people have built and continue to grow. And it doesn’t stop with our customers—our employees are our greatest recruiters, recommending other family members and friends. That’s what makes the difference,” Mikell continues. Longevity is woven into Thos. Somerville Co.’s very fabric.

One of its longest-serving team members, Driver Willard Johnson, has been with the firm for 51 years, and in honor of his sterling example in the workplace, the company decided to name its annual driver’s award after him last year. Now, the Willard Johnson Safe Driving Award will go to the company’s best-in-class drivers of the year, every year.

Mikell could not be prouder. “I feel honored to have these individuals in our company and be able to work alongside of them. I genuinely look at them as family,” he adds, pointing out that Thos. Somerville Co.’s success is entirely determined by the outstanding quality of its people. One of the most important aspects of such long tenures being commonplace here is that knowledge is passed down from one generation to the next—a precious asset in itself.

Although the company has enjoyed incredible success, turning the corner toward two centuries in business, its current trajectory was not always the case. After hitting a rough patch in 2017 following a software conversion, the results of this attempted upgrade brought the company to its knees in 2019. “One of our board members was telling shareholders that it might be time to abandon the company,” Riley—who was never prepared to call it quits—told Beveridge.

The following year, just as business started improving, COVID-19 hit. The team’s solution was to return to and actively develop its core strengths. In the process, it recovered its momentum and hasn’t looked back since.

Reestablishing itself as the leader it is today meant returning to base camp: studying the values that gave the company such longevity in the first place. It all came down to the quality of relationships. “When you have that mentality of getting the business versus the order, you take a much more long-term approach,” says Riley. “You want to make sure you’re solving problems, not just going in with the lowest price.” So the company adjusted its bootstraps, secured its footing, and prepared for its next ascent, ensuring that its customers are well cared for, its shareholders are profiting, and its staff are happy in long-term careers where they feel appreciated.

Thos. Somerville Co.’s team reciprocates in the best ways possible. “People here care about each other, so they’re going to make sure that they’re helping each other get their jobs done and they’re doing it in a really good fashion,” Riley says. For this reason, the company’s leadership continues to promote from within. “This way, you get four or five people who all get a promotion—that’s fantastic. You have a team of happy employees because their potential is being fulfilled.”

By keeping its collective gaze on the horizon and its business moving forward with product diversification and other opportunities for evolution, this legendary team continues meeting the future with courage and determination. With 21 trade locations, six retail stores, and a Central Distribution Center, growing the company’s prospects further will mean expanding its footprint through acquisition and purchasing more land. Armed with a solid succession plan and a long line of trusted professionals ready to continue its proud legacy, Thos. Somerville Co. will no doubt remain a noteworthy part of America’s industrial history for generations to come.

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