Every great company has an origin story, and this one starts in a Fresno City College classroom. “It actually started on a funny note,” recalls Sarah Souza, General Manager of Elite Private Landscape. “Our owner was taking a business class, and his professor told him, ‘You’re struggling in this class, but if you go out and start a business, I’ll give you a passing grade.’ He took that advice literally, started mowing lawns under the name Bulldog Lawn Service, and never looked back.”

That small push launched what would become Elite Team Offices, a deeply rooted, homegrown enterprise that’s now a leader in the industry, with over 900 employees, six branches, and 12 satellite offices spread throughout California and beyond.

Though the scale has grown dramatically, the company’s heart remains grounded in the Central Valley. “It started in the Central Valley, and the community here is deeply important to us,” says Souza. “We’re not just building parks or landscapes; we’re creating spaces where families make lifelong memories. That’s a quality of life you can’t buy.”

Across every branch, division, and leadership team, the same theme echoes: opportunity. Whether someone joins the company with a shovel in hand or a degree in business, Elite fosters an environment where anyone can grow.

Few embody that better than Aldo Garcia, General Manager of Elite Landscape Construction. “I started with this company 20 years ago doing labor work,” he shares. “I got the opportunity to be a foreman, then a superintendent, and eventually a general manager. In this company, there’s no limit. Nobody will tell you it’s not possible. If you want it, it’s there, you just have to go for it.”

This sense of empowerment is baked into the company’s DNA. It’s not just a workplace; it’s a place where careers are built and lives are transformed. Many of the team’s current leaders have been with the company for decades, often following in the footsteps of their parents. And with hundreds of employees and millions in revenue, it would be easy for the leadership team to stay behind the scenes. But that’s not how Elite operates. “We have over 900 individuals working with us, and our owner is here almost every day,” says Garcia. “He’s still checking in, making sure everything’s going as it should. He’s part of the business.”

That personal involvement reflects a larger philosophy: people first, always. The company is selective in hiring, seeking not just skills, but mindset and values. “We hire with intention,” explains Souza. “We don’t just add numbers to the payroll; we look for people with goals that align with their career paths.” The company places a strong emphasis on ensuring that every team member feels valued, supported, and understood, not only in terms of professional development but also in maintaining their overall well-being and mental health.

Elite’s structure is as diverse as the landscapes it designs, with four specialized companies operating under the Elite umbrella. Elite Landscape Construction (ELC) focuses on union contracts and large-scale projects, including prevailing wage and government work. Elite Maintenance and Tree Service (EMTS) oversees landscape maintenance, tree care, and enhancement projects, ensuring that every environment remains both beautiful and sustainable over time. Elite Private Landscape (EPL) caters to private commercial and residential installations and has recently expanded operations into Nevada, with plans to explore opportunities in neighboring states. Meanwhile, Stockbridge General Contracting specializes in parks and landscaping, creating public spaces and sports fields that strengthen community connections and enhance local quality of life, as well as utility solar construction, environmental restoration, and stormwater pollution prevention..

Each company operates independently yet shares the same culture of growth and collaboration. “We all have different strengths,” says Luis Villarruel, Divisional Operations Manager of EMTS. “Our maintenance company, EMTS, has been growing an average of 30 percent a year. That’s through a mix of acquisitions and organic growth and we’ve done it without private equity,” he says. “It’s all about legacy, culture, and reinvestment.”

Villarruel explains that the company reinvests its profits directly into people and tools. “We’re constantly trying to ensure everyone has what they need to grow, from training to technology. We’re implementing new AI estimating tools, leadership programs, and systems that make operations easier. It’s all about empowering our teams.”

While rooted in tradition, Elite is forward-thinking in its approach. The landscape industry has evolved beyond simple turf and trees, and this company has kept pace. “In order to stay relevant in this industry, you have to adapt,” says Souza. “Landscape today means understanding masonry, retaining walls, hardscapes, lighting, irrigation systems, and even synthetic turf. To be a one-stop shop, we cross-train our employees so that any crew on any site can deliver the same Elite standard.”

That emphasis on cross-training not only improves quality but also deepens employee engagement. Workers aren’t just doing one job; they’re building versatile skill sets that grow with the company.

Perhaps one of the company’s proudest traditions is its annual participation in the Lawn & Landscape Top 100 summit, where it has steadily climbed the ranks since first appearing at #46 in 2018. Currently the company holds place #38. But unlike many competitors, Elite brings more than executives to the event. Each year, the company brings 10 to 12 team members, operational leaders who drive daily operations, to attend the show and take the stage in recognition of their collective achievements. That simple gesture has had a profound impact. “We make sure our people get the recognition they deserve. That’s what sets us apart,” the company believes.

Beyond business, Elite is making a tangible impact on the next generation of tradespeople. Through partnerships with State Community College Center District (SCCCD) that include Fresno City College, Clovis Community College, Reedley College, Madera Center, and Oakhurst Center, the company offers scholarships and internships, and even helps develop curriculum for construction-related courses. The company has also launched a construction class at Fresno City College covering essential skills, from proper use of PPE to tree care, with the goal of shifting the perspective from simply holding a job to building a lasting career. “We go beyond supporting our people—we support our community. Whether it’s through scholarships, expos, or high school tech events, we’re making sure young people see that there’s a future here,” says Garcia.

One of those success stories is an intern from Fresno State who joined the company thinking landscaping was “just planting trees.” After seeing the depth and creativity of the work, he fell in love with the field and decided to stay after graduation. “We were able to offer him a career where he can grow into a project manager,” Garcia says proudly.

Another intern, a Fresno State engineering graduate, joined as an intern, was later hired full-time, and even brought her husband into the company. “He started as a laborer and was promoted as a foreman of specialty installation, and she’s now one of our engineers,” says Souza. “We grow our people, and it really shows. From the top down, we understand if you grow, I grow, we grow.”

As the first female General Manager in the company’s history, Souza knows firsthand the importance of representation. “It’s not about me,” she says, “it’s about the perception and the doors that are opening for everyone who comes after me. When you think of construction, you don’t always think of women, but times are changing.” Her leadership marks a meaningful step forward not only for the company but for the industry at large, an industry long overdue for greater diversity and inclusion.

Elite’s commitment to community doesn’t end at the job site. Through its Spring Sing event, the company donates to local foundations and funds scholarships for students pursuing construction and landscape careers, while its outreach programs give students hands-on experiences in the field.

“Our goal is to change how people see this industry,” says Souza. “We’re showing young people that landscaping isn’t just a summer job; it’s a career that builds communities and creates beauty that lasts generations.”

With expansion plans underway, including a fifth branch and a goal to grow Elite Private Landscape from $30 million to $50 million in revenue by 2030, the company’s trajectory is impressive. But for everyone at Elite, growth isn’t just about numbers. The company benefits from repeat business, referrals, and loyal clients thanks to the care and attention they receive. The main challenge lies in ensuring that internal growth keeps pace with increasing demand, providing training and advancement opportunities quickly enough to uphold the company’s high standards. It’s a fortunate challenge, one that the company tackles with both enthusiasm and humility.

That’s not just a statement on a wall, but a lived philosophy, visible in every crew, every park, every partnership, and every career that grows from within the company.

“It’s gratitude,” Souza reflects, when asked what ties everything together. “Gratitude for our team members, our leadership, our clients, and our community. We know how fortunate we are and that’s what keeps us grounded as we keep growing.”

The post Deep Roots, Bold Growth<p class="company">Elite Team Offices</p> appeared first on Construction In Focus.

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

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

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

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

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

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

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

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

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

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

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

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

The post The Personal Touch for the Building Industry<p class="company">Messco Building Supply</p> appeared first on Construction In Focus.

At CanLift, cultivating people beats chasing trends. Following phenomenal growth in recent years, doubling its revenue in the two years leading up to 2025, the company is now settling into a deep dive into its evolution as an industry thought leader. More impressively, perhaps, the company has built its culture alongside its revenue, landing it a Great Place to Work^® Canada award in June of this year. Its healthy company morale continues to speak for itself.

With September of this year being CanLift’s best rental quarter and month in its history, overall growth may have slowed slightly but forecasts remain positive. “We’re expanding again in the second quarter of next year,” shares Johnny Dragicevic, Managing Partner and Co-founder. “We look forward to growing some more.”

Beyond its sterling service, the company’s business model simply makes sense. By renting equipment in uncertain times, client companies can protect their working capital for when they really need it.

Over the past year, CanLift has come to learn the value of artificial intelligence (AI) in strengthening its systems. The result is a new era in operational efficiency and a promise of things to come. “The more immersed we become in AI, the more we find it is beneficial to our company,” says Joe Gould, Director of Business Development.

To achieve the goal of continuing to expand the company while deepening its culture, a new AI club welcomes staff to lunch-and-learns, where people enjoy becoming a part of this new paradigm. Cultivating morale is not all about business performance, either; the team believes that the personal attention and sincere care that exists between leadership and staff is the secret sauce that sets the company’s culture apart.

“The principles of good business haven’t changed. You want to take good care of your people and deliver great service,” says Ryan Fitzgibbon, Director of Technology & Marketing and Co-founder.

When it comes to delivering excellence, the team’s mandate is straightforward: stay ahead of customers’ needs. To achieve this, the company continuously invests in new equipment, deepening its expertise and its capabilities in ways very few of its competitors can match. Serving many customers in glazing, for instance, CanLift is actively expanding its offerings with specialized glass-manipulation equipment, ensuring customers can work more quickly, safely, and efficiently while meeting the evolving needs of high-rise, healthcare, and other specialized construction projects. “[Staying on top] of our customers’ needs is what is driving the expansion,” Fitzgibbon continues.

Gould points out that, for this reason, CanLift’s most recent investment focus has been on high-reach equipment to 185 feet. “This opens a whole new market for us,” he says of the game-changing commitment that has taken the company from offering 120-foot booms to now being able to operate on behalf of significantly larger, cross-border customers.

These new capabilities also allow CanLift to enter the manufacturing industry due to its consistency in demand. Working mainly with OEMs, the team can leverage its independence to its own and its customers’ benefit and adapt to changing demands fast. And, by having its hands-on owners on board working alongside the greater team, customers enjoy the immediacy of CanLift’s ability to respond to their organizational needs with speed and integrity.

Ever-aware of the importance of supply chain strategy and the need for evolution, Dragicevic describes the company’s ability to pivot as its “superpower. With supply chain volatility, we have to be intentional with our procurement,” he says. The result is more effective equipment and satisfied staff. To ensure that this status quo persists, CanLift now employs AI to harvest data that enables in-depth fleet analysis to guide maintenance, lifecycle planning, and the equipment retirement process, amongst many other tasks.

As an employee-led initiative, AI has also improved service delivery and, therefore, business relationships, as staff members have more time to spend on in-person engagements with customers. With a group of its leaders completing an intensive AI for Business mini-MBA from Section AI, they are now clear on the importance of leveraging the technology. The result is an expedited implementation process and a very happy team. Perhaps one of CanLift’s more fun roll-outs of AI is its fantastic 24/7 chatbot, Clive, who assists customers quickly and efficiently from the company website.

“A big takeaway for our staff is that they know that it’s not replacing anyone; it helps them. It makes them more efficient personally and professionally. They are just using it as a tool,” Dragicevic says, underlining how engaging staff and allowing them to lead the way with AI has erased all possible anxiety that may have existed initially about being replaced by computers.

“At the end of the day, we are a people’s business, so AI is not going to take that away from us,” Fitzgibbon adds.

To simplify the process, the team also has its own AI coach, Edwin Jansen of Coachfully.AI, who helps guide everything from ideation to implementation processes as well as the analysis process to ensure that the company gets as much as possible from its investment and its commitment to remaining an AI-forward operation. In the process, Jansen also assisted the company in developing a few custom generative pre-trained transformers (GPTs) to assist in simplifying tasks outsourced to technology. These functions are quickly becoming extensive, including some aspects of enterprise resource planning (ERP), fleet and financial analysis, daily accounting tasks, and prospecting for clients. It also improves response times, making the benefits almost innumerable.

For any company looking to invest in AI but uncertain of where to start, the advice of these leaders is simple: start small. By taking one or two business problems and finding a way AI can assist in solving them, the ball gets rolling. Evolution starts from there. By using it as a tool to free staff from mundane tasks to take care of the soft skills that the technology cannot offer, everyone becomes more fulfilled at work. “Don’t be afraid to ask for help,” Fitzgibbon says, highlighting the importance of letting teams find their own way using the tools to allow for organic development.

Having attended AI conference HumanX in Las Vegas earlier this year, Gould is impressed by its capabilities. “Even the people who are developing AI have no idea where it’s going in the next five years,” he shares. “It’s better to get in on the ground floor with it and then use it within your business.” Naturally, these investments are intended to further drive and help sustain growth, and CanLift is also always scouting for new talent to join its team. “AI hasn’t stopped us from hiring. We’re growing as a company. That’s the main focus,” Gould continues.

To achieve that growth, however, means continuously strengthening the company’s financial and structural foundations alongside its capabilities. And so, that is what its leadership is focused on while its engaged, positive team gets to work implementing fresh new systems. Confident in the success of its projected growth trajectory, CanLift Equipment Ltd. knows that, thanks to its team’s creativity and commitment to personalized service, customer satisfaction and field capabilities can only go up from here.

The post Safety, Integrity, Collaboration—And Plenty of Innovation<p class="company">CanLift Equipment</p> appeared first on Construction In Focus.

From its headquarters in the Heart of America, Potter Fire has become one of the nation’s most respected names in fire protection—a company where advanced engineering meets human commitment, and where every system represents both innovation and integrity.

A legacy forged in purpose
Potter’s story begins in 1898, when founder Charles E. Potter set out to create devices that would save lives and protect property. More than 125 years later, that mission remains the foundation of everything the company does.

Potter’s philosophy—“Fire and Life Safety. Period.”—is as bold in its simplicity as it is in its execution. Whether it’s developing intelligent addressable systems, cutting-edge voice evacuation platforms, or radio enhancement technology for first responders, Potter’s work is driven by a singular goal: reliability when it matters most.

Yet, behind every product lies something less visible but equally powerful—a culture built on partnership, accountability, and pride. “Our customers aren’t just accounts,” says Dick Bauer, Potter Fire’s Vice President of Sales, “they’re our partners. Their success is ours.”

The St. Louis advantage
Potter’s headquarters and primary manufacturing facilities in St. Louis are the embodiment of its identity. Here, engineering teams, product designers, and technicians collaborate to create systems trusted across North America and beyond.

“Our St. Louis operation is the anchor of who we are,” explains Potter Fire President, Jeffrey Klein. “It’s where innovation meets the needs of public safety—and where the promise of American quality and reliability takes tangible form.”

Potter’s St. Louis campus is also home to its national training center, where contractors and technicians receive hands-on instruction in fire alarm systems, voice evacuation, and ERCES technology. This is complemented by Potter Academy, an online education platform offering free, interactive training for partners across the country.

The result is an ecosystem that brings design, manufacturing, education, and service together—all in the heart of the nation. “Potter Fire is proof that innovation and integrity can thrive together—right here in the Heart of America.”

Technology that protects and endures
Potter Fire’s product portfolio exemplifies the company’s ability to blend sophistication with dependability.

The IPA and AFC Series addressable fire alarm systems serve as the backbone of its offerings, providing scalable solutions for everything from small commercial buildings to expansive, networked campuses. With peer-to-peer networking, Ethernet and fiber connectivity, and flexible device compatibility, these systems deliver power and precision in any environment.

Meanwhile, PotterNet and IntelliView^™ software extend the reach of protection through intelligent monitoring, allowing facility managers to oversee hundreds of panels remotely.

Potter’s patented Quadrasync^™ technology uniquely synchronizes visual and audible notification appliances from multiple manufacturers on a single circuit, eliminating compatibility conflicts, simplifying installations, and ensuring full NFPA and UL code compliance with confidence. As the only solution of its kind in the industry, Quadrasync^™ allows contractors to reuse existing notification devices during system upgrades, significantly reducing project costs and installation time while delivering a cleaner, code-compliant result for both new and retrofit applications.

Each innovation, whether hardware or software, is rooted in real-world insight developed through collaboration with partners, installers, AHJs, and first responders. “Our best ideas don’t start in conference rooms,” says Bob Teta, Potter Director of Software Services. “They start in the field, with people who depend on our systems every day.”

Ownership and investment: the power of people
Potter’s 2023 partnership with KKR, one of the world’s leading investment firms, marked a new chapter in its evolution. With KKR’s financial strength and strategic guidance, Potter has accelerated innovation while expanding its reach—without compromising its values.

A defining aspect of Potter’s culture is its Employee Ownership Program, which ensures that every team member has a personal stake in the company’s success. This ownership model has deepened commitment, improved retention, and strengthened quality across every department.

“When you have ownership, you don’t just work for a company; you protect its reputation,” says Kevin Rapp, Potter’s Integrated Operations Manager. “That sense of pride shows up in every panel we ship.”

The synergy between KKR’s long-term vision and Potter’s employee-driven culture has created a model for sustainable growth—one that values people as much as performance. “When you know you own what you build, you hold yourself to a higher standard.”

Potter ERCES: extending protection to first responders
When emergencies strike, communication can mean the difference between control and chaos. That’s why Potter’s ERCES division—formerly TowerIQ—develops Emergency Responder Communication Enhancement Systems (ERCES) that keep firefighters and first responders connected inside buildings, where radio signals often fail.

Operating on 700/800 MHz and UHF frequencies, the Guardian series provides reliable Class A and Class B coverage that meets NFPA 1221 and IFC 510 requirements. Backed by Potter’s nationwide training, design, and support network, these systems deliver proven performance across a wide range of facility types—from high-rises to industrial complexes.

For Potter, it’s another way of fulfilling its mission: protecting not only those inside buildings, but also those who rush in to save them.

The Potter difference
Potter’s distinction lies not only in its products, but in its people. The company’s leadership brings more than a century of combined experience in fire and life safety. Regional Sales Managers act as trusted advisors, offering expertise on codes, system design, and best practices.

Every division—from engineering to technical support—is guided by accessibility, respect, and partnership. Live people answer the phones, and questions are resolved by professionals who understand the stakes.

This is what Potter calls The Potter Difference: a combination of customer focus, deep industry knowledge, and the quiet confidence that comes from more than a century of doing things the right way.

A century of progress, a future of promise
As another fire alarm panel completes its final test on the bench at Potter’s St. Louis facility, a small green light flickers to life: system normal. It’s a simple signal, but a profound one.

It represents a century of dedication, generations of craftsmanship, and a future defined by innovation and integrity.

From the Heart of America, Potter Fire continues to shape the future of fire and life safety—protecting buildings, communities, and the people within them.

For Potter Fire, that’s not just business. It’s legacy.

The post The Heart of America’s Fire & Life Safety Industry<p class="company">Potter Fire</p> appeared first on Construction In Focus.

Introducing new Heat Pump solutions alongside an existing High efficiency combustion product portfolio, Viessmann is a global thought leader with an impressive presence across the continent. Providing sustainable heating, cooling, water, and air quality technology, the company’s talent for pushing the envelope on continuous evolution provides reliable, durable comfort to millions.

With a proud heritage rooted in Germany, Viessmann has been a global pioneer in heating and climate technology since 1917. Now part of Carrier Global Corporation, an international leader in intelligent climate and energy solutions, Viessmann continues to advance its legacy of innovation. While its early success was built on world-class boilers and cutting-edge heat exchanger technology, the Viessmann Climate Solutions portfolio today reflects more than a century of engineering excellence and forward-thinking development, with exciting new energy-efficient options to come.

2026 will see the expansion of the company’s Viessmann Residential Electric Product portfolio, featuring a state-of-the-art air-to-water heat pump, air-to-air ductless and ducted heat pumps, and a new advanced ground source heat pump. “[The new pumps] put us in a position to cover our bases on intelligent heat pump solutions for heating, cooling, and even domestic hot water production,” says Alejandro Gilson, Product Line Manager. “So that’s where we are right now with our residential electric portfolio.” This is in addition to outstanding legacy favourites that come complete with digital apps.

At Viessmann, meeting market demand means considering more than just long-term outcomes, product performance, and cost. True customer satisfaction translates into taking care of details like fuel restrictions, fuel type capacity, geographic and extreme weather considerations—to mention just some aspects of what goes into the behind-the-scenes engineering of any Viessmann product. To achieve this means stepping out of the office and into the customer experience, while asking the right questions.

By taking the time to sit down and genuinely hear what end users are saying about product performance, the Viessmann team harnesses data to enhance existing technology and plan future products. These conversations also include distributors and contractors, whose feedback often comes through coordinating with the field sales teams. Moreover, in-person surveys, field research, and research session groups all form part of the company’s information-gathering phase, which ultimately is the foundation of its continuous improvement strategy. “We also use net promoter score (NPS) surveys as a means to gather information,” explains Sandra Folleville, Marketing Manager. These surveys are based on customer loyalty, measuring how likely people are to recommend the brand to others.

As a result of all this planning, the company’s first geothermal heat pump in the North American market is a powerful piece of equipment that genuinely packs a punch, as described by Gilson. That is because the Vitocal 100-WA ground source heat pump sets itself apart by being impressively adaptable. Built to not only serve end users but also to relieve the volume of inventory distributors traditionally have to carry to respond effectively to customer needs, this system is considered to be up to five times more efficient than electric resistance heat, according to Gilson. Its cooling capabilities are excellent, and its energy efficiency is outstanding. Moreover, the product is durable, providing performance, efficiency, longevity, and consistent comfort in new construction and retrofit applications.

“There may be an application where a customer needs a specific return air configuration. Our design allows you to configure for left, right, or rear return without any additional accessories, so you’re able to configure your unit easily in the field,” Gilson says of the system, which comes complete with an information display panel and desuperheater coil with pump for domestic hot water production. That means that every Vitocal 100-WA unit easily adjusts to the configuration that the customer needs. “The design is made to minimize the inventory requirements at the distributor, so one size can be left, right, or rear configured. It can be domestic hot water-producing or not. That’s the choice of the end user or contractor,” he says.

New Air to Air Heat Pump Product Lines include the powerful Vitocal 100-S and 200-S ductless and ducted heat pump systems. Together, these powerful air-to-air heat pumps provide comfort in all weather and all building types while ensuring that all installation types are covered. Vitocal 100-S Single Zone Ductless Systems provide highly efficient heating and cooling to a single zone, while the 200-S Multi Zone Ductless systems can provide that same comfort in up to five zones on one Heat Pump Outdoor Unit. A huge advantage to these systems is the ability to provide forced air heating and cooling without the need for ductwork, great for older buildings or additions where installing ductwork is problematic.

The Vitocal 100-S Ducted heat pump solution is a high-efficiency inverter heat pump for centrally ducted applications. Providing a powerful performance and efficiency boost that adapts seamlessly into new or existing ducted systems, this product is another Viessmann minimal installation concept. “It features a side discharge inverter outdoor unit similar to the Vitocal ductless line, but is geared specifically toward central ducted applications, making it compatible with existing 24-volt thermostats, existing unitary line sets, and existing ductwork,” Gilson adds.

Finally, there is also the Vitocal 100-AW, which was launched in the past two years. As a complete air-to-water hydronic heat pump providing domestic hot water, heating, and cooling, this system features a Monobloc Outdoor Heat Pump Unit, Intelligent Indoor Unit with Backup Heat, 20-gallon steel buffer tank, and optional 53, 66, or 79 Gallon Indirect Domestic Hot Water Tanks. This heat pump is available in three sizes and is future-ready with low global warming potential (GWP) gas.

These innovations are just the beginning. “We are going to continue building out and looking to the future of this portfolio in this segment of the market to continue to provide high-performance solutions that meet the needs of customers as well the changing energy requirements of the market,” Gilson says.

Naturally, none of the company’s success would be possible without the extensive network of people bringing it to life. Without their dedication and drive to empower North Americans with quality heating solutions, Viessmann would be nothing but a name. “None of this would be possible without a great team… It’s not just the product development, the engineering; it takes an entire village to do this,” says Gilson. “I would like to thank everyone who’s been involved on our side for trusting us to do the right thing for the organization and for the customer. It’s a big deal to make sure that we make the right products and we’re successful in the market and meeting all the requirements,” he adds.

And so, the Viessmann vision continues, heating and cooling North America with superb quality, featuring the latest technology. By connecting products and systems via digital and advanced technology platforms and services, the company’s offerings serve modern users’ needs just perfectly. By maintaining a perpetually evolving, premium product range and leaving no stone unturned to suit every geographic or weather situation on the continent, Viessmann’s scope for expansion in both the manufacturing and construction spheres remains impressive.

The post Packing a Punch<p class="company">Viessmann Client Solutions</p> appeared first on Construction In Focus.

The business specialized in solutions that speak to a bygone era in cinematic history, when movies were shot on celluloid film. The company made film and chemical processing equipment, drybox air systems—also called dry cabinets, storage systems to protect film and film gear from humidity and contaminants—and silver recovery cells, which are commonly used in darkrooms to recover silver elements from chemicals used to process film.

“From ’76 on, any major motion picture you’d see in the movie theatre had gone through something he had made,” states Daniel with pride. During the 1990s, moviemakers started to transition from celluloid film to digital technology and demand for celluloid film-related equipment dropped sharply.

In 2000, Valenzuela suffered a heart attack and his son-in-law stepped into the breach. At the time, Daniel was working as a Los Angeles County deputy sheriff; he was an experienced lawman but knew little about metal manufacturing. Nonetheless, the LA County Sheriff’s Department gave him a six-month leave of absence to manage the business as Valenzuela recuperated.

Few of Daniel’s policing skills were applicable to his new role, other than the ability to suss out “if employees were trying to get something over on me,” he jokes. He did, however, have a naturally inquisitive nature, a good work ethic, and an outsider’s perspective. He peppered the shop floor staff with questions and worked hard to make changes in a business that was struggling at the time.

“At the end of the six months, my wife and I decided that I would stay there and continue with the company and help make it great again. They did their best sales they ever had that year,” he recalls.

In 2004, Valenzuela closed his business and sold his equipment to Daniel and his wife Petra. The company name was tweaked from Metal Engineering, and the business was moved from an 8,000-square-foot space to the 15,500-square-foot facility it currently occupies. Petra passed away earlier this year, so the firm is now solely run by Daniel and his son Bryce, Project Manager.

At present, the company is eagerly anticipating the arrival of a special laser welding system to augment its service lineup. The order was placed after the company researched the laser welding system and found much to its liking.

“The gist of it is it welds faster than MIG welding, which right now is the fastest form of welding,” explains Bryce. “It uses more precise and direct heat than TIG welding, and it delivers full penetration in a single pass… a job that would normally take you an hour, you can do in 15 minutes without any metal fatigue.”

The system is “very easy” to learn, he continues. He expects that the leading-edge solution will arrive by December of this year.

As with most services at Metal Engineering & MFG., laser welding will be handled in-house. The company’s motto, ‘Where Craftsmanship and Technology Meet,’ reflects its devotion to technological solutions and old-fashioned skill. The company has its own machining and welding equipment and uses CAD software for planning, and, if it needs to subcontract anything out, it relies on a handful of trusted partners.

As a custom metal fabricator, Metal Engineering & MFG. often works as part of a larger team of contractors for the commercial, residential, and specialty markets. Once a project is completed, the company offers maintenance, although such services are not often needed.

“Nine times out of ten, our products don’t require any maintenance,” Bryce says. “The only time that ever happens is, say, for a water feature—if the chemicals are imbalanced and the chlorine levels are way too high, sometimes that causes stainless steel to rust. In that case, we come out and perform the maintenance and tell them what’s wrong with their water. But that’s very rare.”

Even if most modern films are made using digital technology, the company still does some work for the silver screen. The last big film the company worked on was Once Upon a Time in Hollywood, a Quentin Tarantino thriller shot on Kodak 35mm film. Tarantino’s use of old-fashioned film stock necessitated the use of old-fashioned accessories. “We made all the film reels for all the movie theatres in the nation to run the film and the traveling boxes for those films,” Bryce explains.

While Metal Engineering & MFG. does not do much movie work these days, it has developed a new niche doing metalwork for theme parks and casinos. “We get hired by contractors,” says Bryce, “and through them, we do a lot of work for theme parks. You can’t walk through one of their parks without running past products that we make.”

About a decade ago, the company did secondary metalwork at a huge theme park area. The team also contributed to a striking 39-foot-high fountain featuring three stylized sculptures of women embedded in a column rising from a base. 22,000 lbs. of stainless steel support the fountain and its sculptures, built for the lobby of the Palazzo, a high-end casino and hotel that is part of the larger Venetian Resort in Las Vegas.

“Water comes from the top, from a chalice all the way to the bottom, which is the floor below. Everything underneath is stainless steel,” Daniel says. “We do a lot of water features as part of the team that puts them together; we do the metalwork.”

Personnel levels at Metal Engineering & MFG. vary depending on the nature of projects at hand. On a big assignment, the company might use as many as 30 employees, while for most work, the firm relies on a core of roughly 12 staff members. When hiring, the company likes applicants who are “go-getters,” says Bryce. “We try to hire people who mesh well with everyone, too.”

Indeed, the company aims to cultivate a family-like atmosphere, lending out shop trucks, for example, for employees facing car problems. Employees can use the shop trucks to save on repair bills. For their part, employees are expected to be honest and focused on quality. “I tell every employee, whether they’re new or old, ‘If there’s a mistake made, don’t try to hide it. Just come up and say, ‘Hey, I messed up’ and let’s try to figure out how to fix it,’” he tells us.

In terms of quality, “I never want to hear the words, ‘It’s good enough.’ Any company can do good enough. They’re not hiring us to do good enough; they’re hiring us to do better,” adds Daniel. “We’ve got to try to make this the best that we can. If something doesn’t work right, we’ll step back and see what happened: ‘What caused this?’ Then we’ll correct it.”

In a similar fashion, Metal Engineering & MFG. takes a strict line on safety, with regular safety meetings and ample and readily available PPE.

Promotion of Metal Engineering & MFG. is largely a matter of word-of-mouth endorsements. The company does attend trade shows but primarily relies on customer referrals or general contractors hiring it back for new projects. Being that the company is still relatively small, “I would say the biggest challenge is that the industry is kind of changing—more and more companies are favoring big business, big corporations. What we’re doing to solve that problem is really focusing on our quality and our customer service,” says Bryce.

The team is also pondering the possibilities of opening an operation in Florida, perhaps in tandem with some customer operations. “We’re in talks to see if that’s a viable option,” Bryce says. And of course, the company can’t wait to start using its laser welding solution once it arrives.

Looking ahead, “We want to continue to be more of a leader in technology,” Bryce asserts. “That’s the biggest thing with metal manufacturing—integrating technology into what you’re doing and not being afraid of it, whether that’s integrating an AI model into our quoting services, laser welding, or any other new technology that’s coming up. There are a lot of new things emerging right now.”

The post From the Silver Screen to Casinos and Beyond<p class="company">Metal Engineering & MFG.</p> appeared first on Construction In Focus.

What began as a small, single-service roofing business has evolved into a comprehensive building-envelope specialist, offering a broad suite of integrated services across the residential, commercial, industrial, and institutional sectors. Under its current ownership, the company has recently embraced a clearer, more focused brand identity, dropping its original “Roofing & Sheet Metal Ltd.” to position itself simply as Mack Kirk, a name that reflects both modern intent and historical gravitas.

The rebranding to Mack Kirk reflects a deliberate transition toward a streamlined corporate presence that more accurately encapsulates the full scope of the company’s operations. This name change is a strategic acknowledgment that the company’s services now extend far beyond roofing alone. It is a signal to industry partners, architects, general contractors, building owners, and other stakeholders that Mack Kirk brings both clarity and integrated delivery to building envelope-related work. The new moniker aligns with a renewed visual identity, websites, service narrative, and operations that underscore the company’s broader capabilities.

Although roofing remains a foundational pillar of the business, Mack Kirk has expanded into eight distinct service divisions, offering end-to-end solutions across the building envelope. Its flat and sloped roofing divisions handle everything from commercial warehouses and educational institutions to hospitals and multi-family residential buildings. Flat roofing services particularly stand out, with the company providing full-system replacements for deteriorated membranes, including insulation and decking remediation, ensuring weatherproof integrity after completion.

Sloped roofing installations, meanwhile, leverage quality asphalt shingle systems, offering durability and aesthetics tailored to a wide variety of property types.

A growing area of focus for Mack Kirk is parkade waterproofing replacement, driven largely by a heightened need stemming from the underperforming waterproofing systems of the past, which failed to adhere properly to concrete surfaces. Mack Kirk’s specialist crews handle the full restoration process, stripping old paving, preparing concrete decks, installing modern membranes, root barriers, and drainage mats, and repairing any spalled concrete—all performed by in-house teams. By tackling demolition, excavation, waterproofing, landscaping, and concrete work internally, Mack Kirk ensures higher quality and faster turnaround.

Complementing these core services is an advanced metal roofing and cladding division, supported by a state-of-the-art fabrication department. Equipped with computerized brakes, guillotines, roll-forming machines, and welding stations, this department produces customized railings, staircases, ladders, flashing, anchors, and wall panels in steel or aluminum. After shop fabrication, components undergo hot-dip galvanizing or powder coating, then are crane-lifted to site for erection, all provided within Mack Kirk’s self‑performed scope.

Incorporating both coatings and PMMA (polymethyl methacrylate) systems, Mack Kirk delivers high-performance surface finishes that provide waterproofing, durability, and energy efficiency. These systems are ideal for both new construction and renovation projects requiring seamless, polished results.

At Mack Kirk, maintenance and repairs are treated with as much importance as installations. The company’s fully staffed repairs division includes a Repair Manager, a full-time coordinator, eight skilled technicians, and 12 fully equipped repair vans. This team handles emergency leaks, annual spring/fall inspections, debris removal, drainage clearing, and early detection of issues, actions designed to prolong roof lifespan and prevent costly failures. Notably, the company maintains 55 roofs at the British Columbia Institute of Technology Burnaby campus and five additional satellite campus buildings, a testament to the team’s capacity and reliability.

In new construction, Mack Kirk partners directly with general contractors to deliver envelope solutions from the foundation upward. Whether flat or sloped roofing, below-grade waterproofing, metal cladding, or PMMA systems, the company remains flexible, competitive, and integration-ready within the GC team.

A key competitive differentiator for Mack Kirk is its dedicated self-performance model, underpinned by a fully owned and operated fleet and fabrication infrastructure. The company manages excavation, demolition, heavy lifting (with multiple cranes), aerial platform operations, welding, sheet metal fabrication, and more, all without relying on labour-only subcontractors. This structure allows for tighter quality control, accelerated completion schedules, and easier coordination across multiple divisions on complex projects.

Mack Kirk has held continuous WCB coverage since 2003 and carries a $10 million liability insurance policy, in addition to bid and final bonding services. The company is a member and is certified under major industry organizations such as RCABC, CRCA, BBB, Contractor Check, Comply Works, and BCCSA COR. All RoofStar warranties issued by Mack Kirk have no claims against them, reinforcing the company’s reliability as a top-tier applicator.

The team’s commitment to occupational health and safety is equally comprehensive: it maintains a robust OH&S manual, QR-coded safety forms, Safe Work Practices (SWPs), Safe Job Procedures (SJPs), and Safety Data Sheets for all equipment. Dedicated Health & Safety supervision is integrated into the company’s leadership, ensuring consistent compliance and a safe working environment.

Moreover, expertise is systemically embedded throughout the company, from senior management and estimating teams to field crews and sheet metal supervisors. Regular communication with building envelope consultants keeps the workforce updated on new materials, technologies, and standards.

With an extensive portfolio displayed in its project gallery—ranging from elementary schools and aquatic centres to seismic upgrades and heritage structures—Mack Kirk demonstrates its adaptability and technical range. Key projects include Vancouver’s Blue Mountain Elementary School, UBC Henry Angus Roofing & Wall Cladding, Mission Library, Burnaby PNE Auditorium, SFU RC Brown North Deck, and numerous parkade and seismic upgrade assignments. This diverse experience showcases the firm’s ability to navigate complex logistical constraints, tight schedules, and multiple service lines simultaneously.

Mack Kirk has embarked on a strategic growth trajectory, marked by a new administrative and fabrication facility designed to increase shop capacity, streamline logistics, and enhance production quality. This expansion will support advanced metal fabrication projects and more intricate architectural services.

The company is also venturing into green roofing in alignment with its sustainability objectives, offering vegetated systems that aid stormwater management, increase thermal efficiency, and promote urban biodiversity. While these systems are just beginning to emerge in Mack Kirk’s service mix, they demonstrate the firm’s proactive approach to evolving environmental standards.

Rooted in its founding principles of trust, hard work, and team orientation, Mack Kirk remains committed to hiring the best professionals and investing in their development. Offering cross‑training, mentorship, and integrated project communications, the company fosters internal advancement and career pathways across its roofing, sheet metal, fabrication, coatings, and waterproofing divisions.

Common guest descriptions of Mack Kirk include “quality, personal service, guaranteed work, professionalism, efficient and effective, clean and polite”—attributes that align with repeat and referral business. The company’s efficiency models emphasize early detection of asset risks, fast emergency response, and coordinated multi-scope delivery. Clients benefit from one-stop envelope services that reduce rework, clarify accountability, and optimize lifecycle asset management.

Mack Kirk’s evolution from a century-old roofing provider to a comprehensive envelope contractor is underscored by consistent investments in expansion, equipment, team development, safety, and innovation. The new facility will amplify fabrication outputs, while green roofing and PMMA divisions position the company to meet emerging regulatory and environmental demands. Mack Kirk’s integrated structure spanning roofing, waterproofing, coatings, fabrication, and restoration enables the firm to deliver large‑scale, multi-faceted projects under a single umbrella.

In essence, the streamlined name Mack Kirk is more than a branding refresh; it encapsulates a century of evolution and readiness for future challenges. As the company broadens its footprint across the Lower Mainland, Sunshine Coast, and Fraser Valley, its full-spectrum approach and unwavering attention to quality continue to distinguish Mack Kirk as a leader in building envelope excellence.

The post Return of the Mack – a Bold New Era of Growth and Integration<p class="company">Mack Kirk</p> appeared first on Construction In Focus.

Founded by Larrie York and Terry Sumner, Frontier Power Products’ primary goal from the start was to provide the best solutions for the challenging conditions in Western Canada, from servicing sea level to the summits of the Rocky Mountains to some of the most isolated places on the planet, where engines must operate in extremely cold or hot conditions.

Creating products that take site conditions into account to overcome these obstacles, Frontier’s technology has helped clients design engines and generator sets that have performed around the world in the deserts of Mexico and Libya, the highlands of Chile and Peru, and the frigid Antarctic, but the company’s roots remain deep in Western Canada.

“Frontier has steadily grown into a trusted power provider in Western Canada,” says JP Ouellette, Vice President and General Manager. The company has, in fact, recently expanded into Ontario with its acquisition of Mississauga, Ontario’s M-K Power Products in April of 2023. “The Frontier history lies in the motto: ‘If you dream it, we build it.’ If you can think of how you want to power your machine, we will make it happen. ‘You dream it, we build it’ was the resonating ideology behind how Frontier grew and captured so much business,” Ouellette says. “That is a platform that has made Frontier great.”

The company prides itself on maintaining the perfect size—not too big for smaller projects, but not so tiny that it can’t take on a big project, he adds.

Historically, the company’s client portfolio was largely North American-based, with products required to handle climatic swings from minus 50 degrees Celsius to plus 40 degrees Celsius, which meant building design equipment that can work in that type of environment, adds Sales & Service Support Specialist Dave Vandeburgt. This is what pushed the mechanical and electrical engineers to think outside the box. What Frontier saw coming from the southern hemisphere wouldn’t make it in a northern Alberta climate.

“The durability wasn’t there, but we always had to be conscious of the economic dollar amount too, where there wasn’t an open chequebook,” adds Vandeburgt. “We’ve got great product that we represent; we still have to build with the practical price and economic value in mind, trying to find that balance and then having the durability they keep coming back for.”

This means extreme heavy-duty packaging in the “really harsh environment” that is the northern oil and gas fields, adds Ouellette. “These are abused horribly, so you can’t pull something off the shelf from a big box store for that location.” Frontier, he adds, has been around a long time and has proven itself.

“It isn’t a 10- or 15-year business,” Vandeburgt agrees. “I think we’ve navigated the ups and downs of the North American region and all the changes that happen from an economic standpoint.” When it comes to commercial marine generators, Frontier has taken a lead in the industry, he adds, backed by the company’s impressive 40-plus-year history, knowledge, and experience. Vandeburgt emphasizes that Frontier has built its name in the marine business both historically and currently, establishing itself as the number one solutions provider on the West Coast.

“We realized we had to package custom-built product because there wasn’t much competition in the marketplace. The cost to replace a particular generator or upgrade a particular generator vessel is just a small part of it. When a customer says they need this product best-suited for the application—and whether that product must be customized as a generator off the back or generator off the front, along with a hydraulic package off the front or back—they’re really coming and saying it’s a niche application and we’ve got to get creative,” he explains.

Still, he believes there’s always room for improvement. This means new product coming up that includes custom or hybrid packaging, and new John Deere JD14 and JD18 engine packages that bring the company into a different kw/horsepower range, expanding its reach into the market. Frontier is also looking to expand with its marine generators, which are moving into different power nodes. The hybrids, in particular, are becoming smaller, with the engine’s batteries making the combination all the more efficient.

To help address these challenges, Frontier is working on a hybrid package that allows a lower run time on the generator with a higher load to charge the batteries while being able to operate in extreme cold. “We did cold chamber testing, we did site testing, we got proof of concept on our hybrid package, and we’re continuing to review and test and improve this package,” Ouellette explains. “We’re going to create our standard offering, so this hybrid technology is a whole new generator set for us.”

Looking ahead, it will be critical for Frontier to embrace the hybrid packages, whether for marine, industrial, or off-grid applications, along with continuing to form partnerships with battery companies. “As the world goes green to a certain degree, a lot of companies have seen the value—with some high capital cost initially—of what that looks like,” adds Vandeburgt.

And while Frontier and M-K Power will continue to do what they have always done best, the team will also be scrutinizing industry changes and technological advances and working on incorporating them more effectively into its products.

“To strengthen our packaging business, we’re strategically expanding our OEM operations,” explains Ouellette. “Over the past five to ten years, we’ve successfully secured OEM partnerships that consistently take engine shipments, creating a reliable and scalable revenue stream. This dual focus allows us to offer unmatched flexibility—delivering precisely the custom products our customers need, when they need them. It’s a powerful way to meet evolving demands while driving long-term growth.”

Whether it’s servicing customers big or small, low or high-volume, new to its standards or still around after 20 years or more, Frontier knows it is sized just right to fulfill promises and orders and give clients unfailing support every time. “We make every customer feel like they count,” says an emphatic Ouellette. “They know they’re not just an account number. They come in and talk to us, and they feel appreciated.”

Amidst this emphasis on personal attention, Frontier boasts a growing team in multiple locations—Vancouver, Calgary, Edmonton, Winnipeg, and Toronto. And while some companies economize on personal service as they expand, Frontier hasn’t and is resolved never to do so.

Frontier prides itself on its longevity, but also attributes current growth to new ownership and an ambitious trajectory that remains organic in the North American market. “To a certain degree, we’re worldwide,” says Vandeburgt. “We do feed our product all over the world, whether it’s on a mountain in Ecuador or a Saudi Arabian fish farm. That’s a tribute to how word travels organically in the network. Everybody’s got a website, but realistically, it’s usually word-of-mouth or references that drive or expand the business marketplace.”

And that’s a tribute to Frontier, he adds. Big or small, the company remains dedicated to servicing its clients. “There are customers that, historically, we built our business on, that we can’t leave behind, because it’s them and the next generation that we have to consider. We have to be able to fill that capability.”

The post “If You Dream It, We’ll Build It”— Power Solutions from a Trusted Provider<p class="company">Frontier Power Products</p> appeared first on Construction In Focus.

Launched in 2017 by Giancarlo Sessa and brothers Joe and Aedan Fida, the company has since produced a number of sustainable and state-of-the-art purification systems for both private and public buildings across Canada and around the world, improving air quality, performance and health for its clients.

“It started with Joe, who was a chemical engineer, and his love of growing tropical plants,” says Sessa, Chief Strategy Officer, of Joe Fida’s hobby of growing cherry trees to help cope with the stress of studying for engineering classes. Being in Canada, however, there wasn’t enough light and heat during the winter months to grow his plants all year long, so Joe had to invest in a growth locker which utilizes its own light to allow the growing of plants year-round.

“As a student, he couldn’t afford a growth locker, but as an engineering student, he thought he could build his own, and that’s exactly what he did,” adds Sessa. The growth locker required a carbon filter—essentially a metal cylinder—which needed to be replaced about once a year when the carbon in it became exhausted, an expensive and wasteful proposition. Upon searching for viable, sustainable, options to the carbon filter, Joe learned there weren’t any.

But necessity is the mother of invention. “When he learned there was no carbon filter in the market with a replaceable carbon cartridge, a light bulb went off in his head,” says Sessa. “He approached Aedan and I with the idea of creating one, and while we didn’t know much about the space, we really loved the idea.”

The trio did some market research, and after determining that a carbon filter with a replaceable carbon cartridge was something that people would love to see in the industry, they “hit the ground running.”

Blade Air began from there, and while the organization has grown and brought in new products, its ethos has always been about combining sustainability and indoor air quality.

“We started with creating the world’s first zero-waste carbon filter and are now where we are today, with a number of different products,” says Sessa. After launching in the cannabis industry with odour control offerings, the company has since shifted into air purifiers across a wide range of industries including government, healthcare, horticulture, industrial, retail, and a “big focus” in education, particularly regarding its Pro Filters.

Blade Air’s Pro Filters exceed HEPA at the viral range by using sophisticated electromagnetic filtration to catch particles 40 times smaller than conventional filters with the same MERV rating. The Pro Filter lowers airflow restriction with its ultra-breathable, high-dust loading filter pad design, saving energy and money on operations and offering substantial savings and improved performance by increasing fan motor efficiency by 15 percent and reducing operating expenses by up to 50 percent. Pro Filters also significantly outperform conventional pleated filters with comparable pressure drops in their ability to catch ultrafine particles, such as bacteria and viruses, and by implementing a 70 percent recycled filter pad and recycling scheme to reduce a 100 percent wasted process to one of zero waste.

Additionally, compared to conventional high-pressure systems, low-pressure HVAC systems are made to circulate air through heating, ventilation, and air conditioning components at lower pressure levels. These systems can function more quietly and effectively by lowering the static pressure, creating reliable and cozy interior environments. Wider ducts, effective air handlers, and leading-edge filtering technologies that reduce resistance are all part of the improved system design resulting in this pressure drop.

“We’ve done a few acquisitions to bring this technology in-house, focused on intersecting indoor air quality and sustainability,” Sessa explains. “You get the improved indoor air quality that you’re looking for but the sustainability aspect of energy savings and less waste as well.”

Additionally, Blade Air’s focus on optimizing HVAC system performance through the low-pressure side reduces pressure drop compared to the traditional pleated filters seen in the market for 60-plus years. “We’re disrupting the entire market. Similar to what we did with the carbon filter, we saw something that’s been the status quo for so long, that everybody’s used to, but thought, ‘how can we make this better and more sustainable?’”

Along with sustainability, Blade Air embodies a number of core values it aims to continually meet. “Whenever we bring in new product, we think, ‘how can we make this Canadian-made? Does it hit the air quality requirements that we want and the sustainability goals that we need to hit?’ If those three criteria are met, we’re happy to push forward with the product.”

In regard to sustainable buildings, Blade Air’s contributions are two-fold. “We look at sustainability for buildings, but we also look at sustainability for people,” explains Sessa. “That’s one aspect that people tend to forget about but is such an important factor in addition to the sustainability for the building as a whole.”

He adds that Blade Air’s impressive offering encompasses improving indoor air quality and the flow-on impacts afforded by that improvement; numerous studies show how improved indoor air quality can aid in cognitive ability for individuals and result in less absenteeism at school or work. Pro Filters contribute to sustainable infrastructure by helping to reduce scope 1, 2 and 3 emissions across operations. Scope 1 involves cutting HVAC energy demand for organizations; scope 2, lowering that usage and minimizing the requirement for organizations; and scope 3, boosting sustainability for buildings by reducing the amount of waste.

“Having filters that last longer and are made from sustainable products is how we help them with the third scope,” says Sessa. “For us, sustainability is critical, not only for environmental stewardship, but also for operational efficiency and long-term cost savings.”

While indoor air quality has always been a concern, the pandemic brought the issue to the forefront, elevating the public’s attention and knowledge about its importance. “For the longest time, indoor air quality and sustainability were two conflicting items, and we’ve shown the world it doesn’t need to be a trade-off. You can have both.”

The challenge during COVID included convincing organizations that upgrading the traditional pleated filters in their system was essential to help deter spiking energy costs and waste. “They were going to have to change those filters more frequently to avoid clogging up their systems. Our low-pressure filters mean the systems will be able to handle it much longer.”

And while a lot of money was spent on air purifiers and other products to improve indoor air quality during COVID, sustainability was often neglected, adds Sessa. Now, as companies are looking to keep indoor air quality as high as possible while balanced with sustainability, Blade Air is well positioned to help them navigate the process. Educating people about the benefits and the importance of the Pro Filter and low-pressure filtration is key, particularly as it means moving away from the traditional pleated filters used for decades. But Blade Air is up to the challenge of disrupting the filtration industry with a smarter and more sustainable model. “It’s really exciting for us to be a part of it. We’re extremely passionate because we believe in the value of what we’re doing and the impact we’re having on so many different aspects.”

While you can’t rush change, more and more people starting to “get it,” he adds. Blade Air has been pushing this technology for several years now, and it takes time to understand, grasp, and realize the impact it is having. “When most people think about sustainability in particular, they never really think about filters. We’re driving such impact with this one element that it’s surprising to many individuals and they quickly realize the value.”

With the goal of setting low-pressure filtration and the Pro Filters as the new standard for air quality and sustainability, it is the people behind this organization who are driving the change. “We’re a passionate, dedicated, young, hungry, and motivated team who believes in the mission, coming to work every day wanting to make a difference, excited about what we’re doing and the change we’re making in the industry.”

Exemplary customer service is also key. “Relationships are everything, Relationships with our partners, our suppliers, our customers—that’s what we’re all about, in addition to being that industry disruptor,” Sessa says.

And as the company continues to grow, the desire to remain true to its commitment of customer service and team relationships will remain at its core, he adds. “We’re all in this together. We all have that same mission and vision.”

Blade Air may have been started by three students back in 2017, but it’s incredible what the company has been able to do as a collective since, and what it aims to achieve in the future. “When people think about wanting to achieve sustainable initiatives or improving air quality, we want them to think about Pro Filters,” says Giancarlo Sessa. “We want to be in every home and in every building. We’re extremely passionate about providing sustainable, clean air to the world. We’re challenging the norms that have been around for so long, and we’re showing people there’s a new way of achieving your goals and doing good at the same time.”

The post Breath of Fresh Air – Disrupting Filtration Sustainably<p class="company">Blade Air</p> appeared first on Construction In Focus.

North Star Windows & Doors was founded with a simple, yet ambitious vision: to build better products for Canadian homes. Starting off on Hargrieve Road in London, Ontario with a team of 30, the company manufactured sunrooms, aluminum shutters, and eavestroughs.

Since that time, destined for big things, North Star has become a leading window and door manufacturer, thanks to products that have their finger on the Canadian pulse.

“From the very beginning, North Star was committed to doing things differently,” says Sheldon Dyck, Director of Operations. “Recognizing the limitations of traditional painted profiles still seen in the market today, North Star adopted the little-known vinyl lamination process, dubbed the Fusion Colour Wrap™—a colour application method that offered superior durability and long-lasting, rich colour. This early innovation set North Star apart, ensuring its windows and doors would withstand Canada’s toughest climates without fading or losing their quality over time.”

In 1988, North Star turned its attention toward the growing vinyl window and entry door market. Unlike some in the industry that relied on third-party suppliers, North Star began making its own windows—at first to support the company’s own sunroom business but soon after, to market this outstanding product through a growing network of dealers. Always innovating—and focusing strongly on quality and craftsmanship—North Star quickly developed its own vinyl extrusion process. This laid the foundation for its vertically integrated business model and the brand’s reputation for precision.

Strategically growing over the years, 2004 saw North Star consolidate its operations into a 170,000-square-foot facility in St. Thomas, Ontario, which was later expanded to 225,000 square feet to meet demand. “What began as a small local business had become an industry leader, employing over 450 Canadians and serving homeowners across the country,” says Dyck.

Since its early days, North Star has dedicated itself to creating products which are not only beautiful but also functional and long-lasting. From slider and awning windows to bay windows, picture windows, ComfortStar™ sliding patio doors, and Sentinel™ entry door systems, the company has products to satisfy virtually every need.

The past two years have seen North Star focused on purposeful innovation, elevating the customer experience, and building long-term growth. And one of the most exciting milestones during this period has been the launch of ULTRASTAR™, the company’s proprietary co-extruded reinforcement. Made from a blend of polyvinyl chloride (PVC), known for durability and versatility, and 55 percent fibreglass, it delivers extreme stability across climates.

The ULTRASTAR™ co-extruded reinforcement is the first of its kind in North America. Developed through close collaboration with global chemistry leaders, ULTRASTAR is a lightweight yet incredibly strong alternative to traditional metal reinforcing, improving thermal performance and long-term durability. This innovative product also reduces the risk of heat-induced expansion and shrinkage, which is especially important in dark-coloured window applications. The result: a stable, high-performance vinyl window profile built to last in any climate.

The result of rigorous testing, ULTRASTAR profiles were subjected to extreme temperatures as high as 82°C (180°F). Even in this blistering heat, the product did not shrink, warp, or move, maintaining full long-term stability.

“Leading up to the launch of ULTRASTAR™, we made significant investments in our manufacturing technology, including the expansion of automation in key areas of our production process,” says Glenn Schmitchen, Director of Engineering. “These updates improve our efficiency and support our ability to scale and maintain our high standards of quality as demand grows.”

Beyond production advances, North Star is also investing in tools and technology, making the buying process smoother for its network of dealers. This year, the company will introduce a new, web-based ordering platform which will provide dealers with a more intuitive, visual, and user-friendly experience so they get exactly what they need the first time.

“We’ve built our operations around consistency and accountability, and we’re consistently fine-tuning ourselves to be better every day,” says Dyck. “Our delivery schedules are automated and reliable, with KPIs and metrics focused on on-time performance. Every product is tracked from production to loading dock to final delivery, and issues are resolved quickly thanks to the continuous effort put forward by our service and production teams.”

And vertical integration is at the heart of North Star’s quality promise. By controlling every major aspect of the manufacturing process—extrusion, lamination, glass cutting, insulated glass units, and screen production—the company maintains outstanding quality control, without any reliance on third parties. From automated pre-machining on casement lines to four-point welders ensuring every frame is square, precision is engineered into all products.

Every window and door from North Star’s operations in St. Thomas and Woodbridge goes through a detailed manual inspection and operational check before leaving the facilities. And the company’s entry doors go a step further; every unit is documented on video pre-shipment, and the video archived for six months. This ensures total transparency and accountability.

“We’ve built in safeguards throughout our processes, like our pick-to-light system for hardware verification, critical-to-quality stations for added training, and a company-wide culture of continuous improvement,” says Schmitchen. “Daily cross-functional meetings and our Voice of the Customer (VOC) Program ensure that if something ever does go wrong, we know about it fast—and we fix it faster.”

For Sheldon Dyck, it’s hard to believe four decades have passed since North Star first opened its doors. “In some ways, it feels like a lifetime, marked by steady growth and purposeful innovation. In other ways, it feels like we’re just getting started. For us, we’re looking back at all we’ve achieved in what feels like a flash—the millions of homes our products have touched, and the strong relationships we’ve formed across the nation. Just as importantly, we’re looking ahead. We’re using this moment to refine our vision and set the foundation for the next 40 years.”

“That means investing in manufacturing automation, advancing our products through innovation, deepening our dealer partnerships, and staying relentlessly focused on what homeowners and builders truly need. Our focus is on forever building and forever learning.”

Today, as North Star Windows & Doors celebrates 40 years, the company remains as committed as ever to its founding principles: exceptional quality, purposeful innovation, and products designed to thrive in Canadian conditions. “North Star’s journey is a testament to hard work, ingenuity, and our dedication to building something better.”

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