There is, indeed, nothing ordinary about this young giant’s multi-brand service platform and its vigorous yet sustainable growth.

ASSA ABLOY Direct Business – Canada’s commitment to providing industrial and commercial facilities across Canada with the advanced tools, training, and operational support needed to succeed—alongside specialized products—is truly impressive. The company’s offerings include turnkey dock levelers, overhead doors, and loading docks, as well as round-the-clock service, installation, repair, and maintenance, making it a trusted partner for forward-thinking operators. But it is perhaps the company’s ability to leverage its operational expertise to create long-term value that truly sets it apart.

The company’s sheer speed and scale have made its expansion breathtaking, but at the same time, it has maintained stability across the business. Its reputation for growth, opportunity, and long-term investment in people continues to attract experienced professionals and talent from across the industry. As a result, the company is now an employer of choice for industry professionals.

Its drive to extend its reach brings about continuous change, an aspect of the business that its teams continue to embrace. Today, ASSA ABLOY Direct Business – Canada offers customers vertical integration through a powerful network of leading industrial door and loading dock service providers, including Door Doctor, Lenworth, Pro-Door, and many others. Together, these established brands combine deep expertise, with national scale, shared resources, and innovation needed to better serve customers across the country. “We are not just servicing; we are able to install our own products across Canada,” says President, Gordie Lazare.

As a leader in an industry with a measured sales cycle, being different is neither an accident nor a gimmick, but rather a finely-honed, conscious business strategy aimed at providing customers with a level of service never before seen in this slow-to-evolve corner of the industry. Following its latest acquisitions, ASSA ABLOY Direct Business – Canada continues making a name for itself as a thought leader committed to revolutionizing its industry through sophisticated, sustainable change and strategic expansion.

Supporting industry-wide evolution in this way also serves to maintain a committed and focused environment where people can thrive. Inspired to face difficult tasks head-on, President Lazare enjoys meeting challenges in unconventional ways—and so does his team. The result is a robust and engaged workplace culture and customers who are enamored with the Direct Business – Canada offering. “Having been in the industry for several decades, being able to bring together this depth and breadth of expertise while creating an environment where people want to win together is what excites me,” he says.

“I love bringing that perspective, that structure, and that investment into organizations because it’s not the norm,” Lazare continues. “As we continue to grow and take advantage of national opportunities, it’s better for our own people to grow from within. It’s an exciting time in the industry.”

Indeed, to further secure its future prospects, ASSA ABLOY Direct Business – Canada is investing in the future with a new training facility, which will provide a steady stream of optimally qualified technicians to staff its branches nationally.

At ASSA ABLOY Direct Business – Canada, change is intentional and measurable, and the company is proud to serve at the vanguard of modern business thinking. After all, how many companies in the dock loading space have a complete human resources team focused on talent development and culture, along with a team retention strategy that is second to none?

The company’s onboarding process serves as another example of its philosophy. As ASSA ABLOY Direct Business – Canada continues to grow its presence across Canada, each branch is thoughtfully integrated into the organization with a focus on supporting its people, strengthening operations, and preserving local expertise that customer value. The result is a seamless transition that equips every team with the resources, technology, and support needed to thrive as part of a national network,

“We want our branches to be focused on the things they love to do and the things that they do very well,” says Lazare. Newly acquired branches get a boost from new technology and sophisticated systems, while strong supply chains provide an improved customer experience. All aspects of human resources and safety, alongside industry compliance, are brought up to standard and secured—complete with access to the highly skilled technicians who form the foundation of the business.

All these value-adds create exceedingly successful businesses that can then remain loyal contributors to the industry in the long run—all while being assured a bright future that would not necessarily have been possible before joining the Direct Business – Canada network.

As the company reinvests in itself to drive scale and commercialization, ASSA ABLOY Direct Business – Canada’s goals are to expand its staff count of 400 (at the beginning of this year) to 1000 and its existing delivery fleet of around 220 to approximately 350 over the next two to three years, with national service coverage. To this end, the team is well on its way to exceeding expectations; this is a group that people want to come to because of that very same group—because of the people, with the backing of a large company behind them. By continuously driving value into every business in its network while providing customers with a comprehensive selection of cutting-edge services, everything Direct Business – Canada touches is underscored by its penchant for patience and continuous improvement.

At the end of the day, vision, consistency, operational efficiency, and servant leadership mark the way forward for this team of industry experts who thrive on the thrill of the chase. Lazare says it best when he praises them for their gumption, laser focus, and capacity to pivot at lightning speed in uncertain times. “I respect our team because they’re confident, because they push the limits, and because they balance aggression with professionalism very well,” he tells us.

This leaves us with one undeniable fact: joining ASSA ABLOY Direct Business – Canada is the answer to economic empowerment, improved performance, and a lasting legacy for those in the dock loading industry struggling in a space in dire need of a renaissance.

The post Modernizing the Loading Dock: Inside ASSA ABLOY Direct Business Canada’s Rapid Rise<p class="company">ASSA ABLOY Direct Business – Canada</p> appeared first on Construction In Focus.

Founded in 1978 by two brothers in Ohio, the company originally handled residential cabinetry before relocating to Florida and, under the leadership of Ethan Adams, pivoting entirely toward commercial construction. Today, as a second-generation, family-owned organization, Adams Group employs 156 team members and serves clients across a broad region in the fields of healthcare facilities, universities, sports complexes, and other complex commercial environments.

Adams Group was incorporated in Florida in 1984, and as opportunities grew, the company shifted its focus exclusively to commercial construction projects. Its geographic reach and capabilities have expanded well beyond that original footprint, and what began primarily as a casework operation now includes custom architectural millwork, solid surface fabrication, specialty solutions, project management, drafting, engineering support, and installation services, all delivered under one roof.

That integration is central to how the company describes itself: not simply as a manufacturer, but as a full-service partner capable of carrying a project from concept through completion.

Adams Group’s mission statement, “Building Beautiful Environments. Thriving Relationships,” is more than a marketing tagline. According to Human Resources Manager, Tara Szatkowski, the mission drives daily decision-making across every department, from estimating and drafting to manufacturing and field installation.

Szatkowski has spent a decade with the organization and says the people-first philosophy runs through every level of the company. “It is definitely all about our people,” Szatkowski says. That focus shapes not only how the company treats its workforce, but how it evaluates candidates during the hiring process.

“We look at whether they are humble, hungry, or smart,” Szatkowski says, describing the traits Adams Group prioritizes when building its team. Those same values, expanded to include “wise,” also form the foundation of the company’s internal playbook and guide how employees collaborate, solve problems, and serve customers. Adams Group encourages team members to listen first, take ownership, continuously improve, and prioritize long-term outcomes over short-term gains.

Szatkowski describes the company as one that has resisted the impersonal drift that often comes with growth. “We still care about each individual,” she says. “We know a little bit about each person, who their spouses are, who their children are, who’s having babies, who’s getting married, who may be going through a difficult time.” She points to the company’s willingness to organize fundraisers for team members facing financial hardship, medical difficulties, or family loss as evidence of that commitment in practice. “That’s how we as an organization help to build those thriving relationships within the organization,” she says.

Another defining feature of Adams Group’s business model is its integrated service structure. Rather than functioning purely as a manufacturer, the company provides estimating, drafting, engineering support, project management, manufacturing, solid surface fabrication, and installation, all coordinated through a single organization. Szatkowski describes this as something close to a one-stop shop experience for clients, one where they can watch a project develop from the earliest drafting and engineering stages through manufacturing and into installation, with a project manager involved throughout. “A PM is with the project throughout the process,” she says, noting that installation teams in the field are ultimately responsible for realizing the vision established earlier in the process.

Executive Vice President, Curt Bennett, expands on the benefits this structure provides to different stakeholders. For owners, the integrated approach means fewer handoffs, better coordination, and a single point of accountability instead of multiple vendors to manage. For architects and designers, early collaboration with Adams Group’s drafting and manufacturing teams allows practical feedback on constructability while preserving design intent. For general contractors, having one trade partner responsible for multiple scopes simplifies scheduling and reduces the coordination challenges that can arise when many vendors are involved on a single project.

Szatkowski credits this cohesion for much of the company’s staying power. “We would not be where we are today if it wasn’t for each piece of that puzzle working together,” she says, pointing to the collaboration between estimating, drafting, engineering, the manufacturing shop, and the departments that follow.

To keep it all running smoothly, Adams Group has continued to invest in automation and digital tools. On the production side, the company stays current with commercial equipment, including robotics and machinery that generate data used to refine workflows. On the administrative side, the focus has shifted from simply storing information toward building repeatable workflows and processes that scale as the company grows. John VanErem, Executive Vice President, notes that the real investment in digital workflows lies not in the cost of the tools themselves, but in the effort required to put them to full use across the business rather than testing them on the margins.

Szatkowski notes that artificial intelligence has been introduced in select areas of the organization rather than applied uniformly. Her own department uses it in HR functions, and the accounting team recently implemented new AI-driven capabilities to help manage monthly invoicing. “We have used it in different branches of the organization,” she explains, “but it’s not used throughout the organization.”

In a competitive commercial millwork market, Adams Group positions itself as something broader than a manufacturer. Christopher Wernimont, Operations Engineer, describes the company as a relationship-driven organization that combines the capabilities of a large operation with the personalized attention of a trusted partner. Over more than four decades, Adams Group has built a reputation for quality craftsmanship and exceptional service while continuing to invest in technology, innovation, and process improvement, and that combination is a matter of continuous improvement as much as scale. Adams Group describes itself as committed to finding better ways to increase efficiency, solve challenges, and deliver greater value to its customers, all while maintaining a people-first culture. The company places its clients’ trust as central to that commitment, with the goals of anticipating challenges, delivering on commitments, and building long-term relationships that lead to repeat business.

Ultimately, the leadership team notes, what sets Adams Group apart is not only what the team builds, but how it builds it, with quality craftsmanship, integrated services, continuous improvement, and a steadfast commitment to relationships.

With skilled labor remaining one of the construction industry’s persistent challenges, Adams Group has built a deliberate pipeline for developing new talent. The company partners closely with Pittsburg State University in Kansas, which offers degree programs in wood technology and related fields, to connect with students entering the industry.

Szatkowski describes an internship structure designed to give students broad exposure before narrowing their focus. Typically, the company brings on two to three interns each summer. Students who have declared an interest in a specific path, such as project management, can concentrate their internship there, while others rotate through multiple departments to see how each operates.

Near the end of the summer, interns are generally given the option to return to whichever department, or departments, resonated with them most, whether because of the work itself or the people they worked alongside. “It gives them the ability to see a little bit of everything,” Szatkowski says of the program’s design.

Bennett, VanErem, and Wernimont tell us that employees are given the opportunity to see the direct impact of their work because Adams Group manages projects from concept through installation. That visibility, paired with opportunities to expand skills across manufacturing, project management, drafting, and field operations, is central to both attracting and retaining talent. Retention, they say, ultimately comes down to culture and an environment built on respect, teamwork, accountability, and continuous improvement.

Bennett highlights the Naples Beach Club Market Square and the Doak Campbell Stadium renovation. The Naples Beach Club Market Square project featured high-end finishes that highlighted the installation team’s craftsmanship and attention to detail, and it required close coordination between project management and field operations to meet a demanding schedule.

The Doak Campbell Stadium renovation, meanwhile, showcased the drafting and engineering team’s ability to integrate a range of finishes and material types into a cohesive, buildable design, while the manufacturing team delivered high-end products at scale without sacrificing quality.

Szatkowski speaks more broadly about the sense of purpose the team draws from its work across the board. “Our team is proud of every project that we do,” she says, describing the satisfaction that comes from contributing to spaces built for hospitals, schools, and other community institutions. This connection to the communities Adams Group serves, she says, is a significant source of pride companywide.

Of course, client retention is closely tied to the same relationship-driven culture that shapes the company’s internal operations, and Szatkowski attributes much of the company’s repeat business to its people and its approach to customer service. “I think the longevity of some of our people and the customer service that we provide in the entire process keeps clients and customers coming back,” she says.

She acknowledges that projects do not always go exactly according to plan but says the company’s response in those moments matters as much as the outcome itself. “Even if everything doesn’t go exactly according to plan, they know that we will do our best to make it right,” she says, whether the issue originates on the job site, in the drawings, or in the manufacturing shop.

In addition to this level of trust and transparency, sustainability has become an increasingly important consideration for Adams Group’s clients. VanErem describes the company’s approach as one rooted in quality and long-term performance, supporting projects that use FSC-certified materials and contribute toward LEED certification requirements when specified, while adhering to Architectural Woodwork Institute standards to ensure durability and precision.

Looking ahead, the company’s recent acquisition of Mill-Rite Woodworking has expanded its capabilities in specialty wood and stone fabrication, solid wood moldings, and high-end veneer work, positioning Adams Group for continued growth in the high-end commercial interiors market.

Reflecting on the company’s history, Szatkowski points to its longevity as an accomplishment, particularly within an industry known for its sensitivity to economic cycles. “It’s safe to say that sustaining for 48 years is a feat in itself,” she says. “Especially in the construction world, construction ebbs and flows with the economy, and Adams Group has stayed strong.” She credits that stability to the leadership of Ethan Adams, who took over the company from his father and uncle and steered it toward the commercial focus that defines Adams Group today.

Bennett, VanErem, and Wernimont close on a similar note, describing a legacy Adams Group hopes to build that extends well beyond the buildings it constructs. The company aims to be known not only as a manufacturer or installer, but as an organization that develops great people, creates opportunities, and makes a positive impact on everyone connected to it.

As the marketplace continues to change and technology continues to evolve, the principles that have shaped Adams Group since 1978—integrity, continuous improvement, servant leadership, exceptional craftsmanship, and a commitment to helping people thrive—are expected to remain constant.

For a company built on the belief that beautiful environments and thriving relationships go hand in hand, that continuity may be its most defining trait.

The post A Four-Decade Legacy of Building Beautiful Environments<p class="company">Adams Group</p> appeared first on Construction In Focus.

Natare Pools boasts a more complex history than one might assume at first blush. The business began in the 1960s in Indianapolis, Indiana, launched by its Founder, Owner, and long-time President, Mike Walsh, a young swim coach at the time. With a young family, and looking to improve his fortunes, Walsh identified a gap in the swimming market when it came to obtaining important equipment like swim caps, buoys, and competition products. He then decided to open Mike’s Swim & Gym as an equipment distributor and spent the next two decades steadily building it.

It was in the 1980s that Walsh saw an opportunity for his company to become a manufacturer as well as a distributor, which allowed it to grow even further, morphing into Recreonics, a one-stop shop pool equipment supplier that became known across the United States. A decade following this, the company changed its name once more to its current identity: Natare Pools. The change was also internal, as Natare became solely about manufacturing after Walsh split with his business partner; as a result, the partner kept the Recreonics name and still operates that business from Louisville, Kentucky.

Growth continued, and another big change to the Natare identity took place. The business was purchased from Walsh in 2022 by his workforce, making it an employee-owned company, something that came about to reward the employees’ hard work and ensure that its people were being taken care of.

Current President and Chief Executive Officer, Troy Yoder, says everyone in the company shares in the benefits now, including annual profit sharing; becoming employee-owned has further improved performance in an already-motivated workforce. Yoder says that internal operations are handled the Natare way, which boils down to doing a job the right way without making excuses and going the extra mile to make the customer happy.

The Natare workforce also offers design services and consulting for any pool-related project. When it comes to consultation, Sales Manager, Joshua Albertson, notes that these services are something that the company engages in with its clients every day. Everyone at Natare is ready to answer any question or follow up on any interest when it comes to what a customer wants to accomplish.

The current team is what makes the company work so well today, says Albertson, describing the outstanding group of people who are more than just colleagues or co-workers, but more like friends and family, making this a great place to be. He says that the average tenure among the roughly 55 Natare employees is 13 and a half years, an impressive statistic.

Yoder adds that the company has had great luck, especially this decade, in finding good people who are willing to do what it takes to get a project done the Natare way. He believes the company has a strong team of young workers who are eager to travel the country in pursuit of the next project, which translates into wins for the company, the customer, and those employee-owners themselves.

In addition to the combined strength and intellect of the many people that have worked—and still work—here, founder Mike Walsh’s blood, sweat, and tears went into making the company what it is today, Yoder says. This effort was made without selling to outside interests, although Natare still gets those inquiries daily.

According to Albertson, becoming an employee-owned business has helped everyone understand that the happier the customer is, the better the chance Natare will have of working with them again. “As owners, we depend on the next project,” he says. “We are all the boss.”

To be sure, the last four years of employee ownership weren’t always smooth sailing. Early in the new phase of the company’s story, Yoder says that the challenge was getting Natare’s people to buy into the idea instead of simply leaving things up to a leader figure. Since then, it has been a continually positive experience for Yoder and everyone to see the company’s progress as well as the workers’ excitement. Even clients comment on how the care, detail, and precision of the workforce has improved from its already-high standard.

Beyond its continuing internal evolution, the main way the company has grown in the past decade is through the volume of work it is taking on. “We have the infrastructure in place to handle a lot of varied projects at one time,” Albertson says, something that could not have been said even as recently as five or six years ago but is possible now that the company has the right people in place. As these projects are not all in the same phase of development at the same time, Natare has the capacity to work through each one, whether a project is in the production, fabrication, or installation stage.

Indeed, Natare Pools has a busy docket at this time. The number of projects on the go, as well as their complexity of scope and vision, is interesting, Albertson says. As the world is ever-changing—and events halfway around the world still affect local operations—there is a strong degree of anticipation over these growing opportunities, and there will always be something to work on for the long-lived business. Yoder says that the swimming pool industry is moving, and the number of opportunities is not slowing down.

Along the way, Natare Pools has built not only its skill set but considerable recognition from both its industry and the local communities that benefit from its projects. The company has even netted a few awards for its consistent effort and attentive work ethic.

Looking ahead to the latter half of the decade, Natare Pools sees no need to reinvent itself—only to continue building on the foundation that has carried the company for more than six decades. That means refining its products and processes, embracing opportunities as they arise, and continually finding ways to make a strong operation even better. As Albertson puts it, “If things can get even one percent better, then everyone benefits in the end.”

That philosophy reflects much of what has defined Natare throughout its evolution: a willingness to adapt without losing sight of what matters most. From its beginnings as a small distributor to its emergence as a leading manufacturer of complete aquatic systems, the company has grown by recognizing opportunities, investing in its capabilities, and putting people at the center of its success.

Yoder half-jokingly says that the goal moving forward will be to keep heads above water. Behind the humor is a straightforward commitment: manage every lead and project as effectively as possible, continue delivering products and services to the highest standard, and remain responsive to the customers and communities that have helped shape the company’s journey. For Natare Pools, staying true to the Natare way is about continuing to move forward together, one project at a time.

The post Serving Industry the Natare Way<p class="company">Natare Pools</p> appeared first on Construction In Focus.

That evolution is grounded in a clear strategy of combining complementary services with a focus on technically demanding work and maintaining a disciplined approach to safety and execution. Today, CD Specialty Contractors operates across roughly a dozen states, supporting clients in industries ranging from power generation, cement, and chemical processing to data centers, mining, and large-scale commercial construction.

The company’s growth began with a pivotal shift. Originally focused on insulation services in the Greater Denver, Colorado area, the business recognized early on that expansion required a broader offering. Leadership determined that scaffolding was a natural extension, one that not only complemented insulation work but also opened the door to larger industrial and commercial projects.

By acquiring a local, family-owned scaffolding company and integrating operations, CD Specialty Contractors created a more comprehensive service model. Voss explains that combining insulation and scaffolding allows the company to enter markets that would otherwise remain out of reach. It also positions the business to deliver greater value to clients by bundling services that are often interdependent on complex job sites.

That integrated approach continues to define the company’s trajectory. Rather than competing on volume, its focus remains on targeted expansion into sectors where technical expertise and reliability carry significant weight.

Today, CD Specialty Contractors boasts a diverse portfolio of work, with a strong presence in industrial maintenance and turnaround services. Power plants, cement facilities, and chemical processing operations form a core part of the business, offering consistent demand and long-term relationships. The company has also begun supporting data center construction, a sector experiencing rapid growth driven by artificial intelligence and cloud computing. At the same time, the company has carved out a distinct niche in Colorado’s resort construction market, where high-end developments in mountain communities such as Vail and Steamboat Springs present unique challenges and opportunities.

“These projects operate on extremely tight timelines,” Voss says. “Contractors can’t begin until ski season ends, and everything needs to be completed before it starts again.”

That narrow construction window places enormous pressure on scheduling, coordination, and execution; with millions of dollars tied up in each development, delays are not an option. Over time, CD Specialty Contractors has earned a reputation for meeting those demands, becoming a preferred partner for several major general contractors operating in the region.

As Voss explains, the company reached a point where outbound marketing became less critical. Instead, clients began seeking out the firm based on past performance and industry referrals, a shift that reflects both credibility and consistency.

Across every service line, safety remains the defining priority. For CD Specialty Contractors, this is a continuous thread woven through planning and execution. Voss emphasizes that every project, regardless of size, begins with a detailed execution plan. That process brings together project managers and leadership to map out each phase of the work, with safety considerations addressed from the outset and revisited at every stage. “Safety is number one,” Voss says. “It’s the first thing we identify, and it carries through every step of the plan.”

This approach is particularly critical in scaffolding, where the company’s work directly affects not only its own employees but also other trades working on the same structure. Daily inspections are standard, ensuring that systems remain secure and compliant as conditions evolve on site.

Beyond routine checks, CD Specialty Contractors takes an additional step that sets it apart. Estimators and project managers conduct unannounced safety inspections throughout the lifecycle of a project, visits designed to verify that completed systems continue to perform as intended. Initially, some clients may question the purpose of these inspections. Over time, however, the value becomes clear. Contractors recognize that the company is proactively safeguarding both its own workforce and everyone else relying on the structures in place.

The company also offers leading-edge fall protection through its proprietary SwitchRail Safety System, a reusable engineered solution increasingly specified by major contractors for perimeter protection on new construction sites.

Another expanding capability is the company’s public access stair systems. Unlike standard worker egress stairs governed by OSHA, public access stairs must meet the stricter requirements of the International Building Code, including child-safety guard panels, kick-plate risers, IBC-compliant stair treads, and continuous handrail connections. CD Specialty Contractors manufactures these systems with high-quality materials and provides engineered drawings for every installation.

Although CD Specialty Contractors does not maintain licensed engineers in-house, engineering remains central to its operations. The company handles design and 3D modeling internally, producing detailed plans for scaffolding and access systems. When projects require stamped drawings, the company partners with licensed engineers in the relevant jurisdiction, a necessity in the United States, where certification requirements vary by state. This hybrid approach allows CD Specialty Contractors to maintain control over design while ensuring compliance with local regulations.

Early involvement in project planning provides additional benefits. By contributing to constructability discussions and identifying potential challenges upfront, the company helps clients reduce risk and avoid costly delays.

Shoring represents another area where CD Specialty Contractors has taken a deliberate approach to specialization. Rather than competing in commoditized segments of the market, the company focuses on technically demanding applications that require precision and expertise. While traditional shoring supports concrete structures during construction, CD Specialty Contractors increasingly works on existing buildings that require temporary support during repairs or upgrades. These projects often involve aging infrastructure or complex load conditions.

Voss points to the lessons learned from incidents such as the Surfside condominium collapse as a reminder of the importance of structural integrity. In response to growing awareness across the industry, demand for specialized shoring solutions continues to rise.

In so much of the company’s work, minor deviations can have major consequences. “In the niche that we’ve gone after, you can’t be off a quarter of an inch,” Voss says. The result is a highly controlled process that prioritizes accuracy and accountability, and that level of precision also supports stronger project outcomes. On a recent assignment, the company completed a complex shoring project in just 60 days, delivering both speed and quality while maintaining strong margins.

This kind of success is possible because CD Specialty Contractors works closely with clients to define project scope and coordinate schedules. Relationships with major suppliers provide access to the latest technologies, enabling the company to offer informed guidance on performance and installation efficiency.

While scaffolding, shoring, and access solutions have represented the majority of the company’s growth, industrial insulation remains at the heart of its identity—and the technical demands of that work continue to evolve. Much of it takes place behind the scenes. Beneath the visible outer layers of aluminum or stainless steel lies a complex system of coatings, heat tracing, and insulation materials designed to control temperature and prevent corrosion, and as Voss explains, understanding how these components interact is essential. “A lot of the plants we’re working in are 40 or 50 years old,” he says. “The insulation technology has come a long way.”

Here, material selection affects not only performance but also long-term maintenance requirements and compatibility with existing systems. In many cases, older products are no longer available, requiring the team to identify suitable alternatives and guide clients through the decision-making process. And environmental considerations are also shaping the industry. As facilities place greater emphasis on energy efficiency and emissions, insulation plays an increasingly important role in reducing thermal loss and optimizing performance.

Behind every successful project is a workforce equipped with the right skills and training, and CD Specialty Contractors invests heavily in both. New employees complete an extensive onboarding program that includes dozens of safety and technical courses. Training continues throughout their careers, with regular updates to ensure compliance with evolving standards and best practices. The company favors small-group instruction, allowing for more focused learning and better retention. Craft-specific training supplements core safety education, with additional input from manufacturers when specialized knowledge is required.

This commitment to development extends beyond technical skills. As the company grows, employees are stepping into leadership roles, gaining experience in management and decision-making. For Voss, this progression is essential to sustaining long-term success. Supporting a larger operation requires careful planning, from staffing and logistics to maintaining consistent standards across multiple locations.

Indeed, over the past three years, the company has more than doubled in size, expanding both its geographic reach and service capabilities. “What began with work at two power plants has grown into a presence across 12 facilities, with additional opportunities on the horizon,” Voss says. The company now holds master service agreements with seven industrial customers across power generation, cement, mining, and specialty chemical markets, and that expansion brings both opportunity and complexity. For Voss, however, these challenges are part of a familiar pattern. “Growing companies is something I’ve done throughout my career,” he shares. “It creates opportunities not just for the business, but for the people within it.”

One of the most notable examples of the company’s growth strategy is its entry into the swing stage market. Initially absent from the company’s service portfolio, this division took shape after hiring two experienced professionals with deep industry knowledge. Within just a few years, the swing stage division became a major contributor, earning a reputation for handling complex and high-risk projects.

As CD Specialty Contractors continues to grow, its direction remains clear. The company is focused on expanding its presence in key markets, strengthening relationships with existing clients, and maintaining the standards that have driven its success. Emerging technologies, including early exploration into artificial intelligence for estimating and administrative functions, offer additional opportunities for improvement. At the same time, the fundamentals—safety and precision—remain unchanged.

For CD Specialty Contractors, the future is defined as much by people as by projects. “There’s a certain level of service that clients expect from us, and they get it,” says Voss. Developing the next generation of leaders, supporting employee growth, and maintaining a strong organizational culture are all critical to sustaining momentum.

In an industry where reputation is built one project at a time, CD Specialty Contractors is proving that consistent execution and a clear sense of purpose can set a company apart.

The post Helping Construction Partners Build with Expertise<p class="company">CD Specialty Contractors</p> appeared first on Construction In Focus.

Now serving the Greater San Francisco Bay Area from its base in Fremont, the company has long since expanded its operations as an electrical contractor to include voice and data services to serve its varied clients across the construction industry, and its reputation is solid within its home state.

Four decades is a considerable amount of time to be active as a business, and President and General Manager Raul Real has been with RK Electric for nearly its entire lifespan. Raul, having started with the company just a year after its founding, rose through the ranks in a number of positions before carrying the company mantle forward after the retirement of its founder around 2001.

Having fulfilled various positions within the company for 39 years now, Raul says that the secret to success is not necessarily unique but rather tried, tested, and true. “The design-build capabilities we have are how we thrive,” he says.

He says that RK concentrates on what it provides to the construction industry, which is primarily service and construction for electrical systems and for structured cabling. A big part of that focus, especially on the electrical side, has to do with preventative maintenance. Thanks to its in-house engineering department, the company invests in this aspect heavily, preventing unscheduled outages that its clients cannot afford to have happen.

Preventative maintenance begins with ensuring that a client’s blueprints are accurate, followed by infrared testing and preventative maintenance work, which includes visually assessing panels and testing electrical breakers. Further breaker coordination and arc flash studies by RK engineers involve promoting safety for personnel working in the structure and the prevention of outages by coordinating breakers according to their specific size and specifications.

However, preventative maintenance is only as effective as its users allow it to be. Unfortunately, in the past, some clients have neglected to do the preventative maintenance work directed by RK, Raul says. As a result, these clients are put at risk of a large outage that can take down their operations for a long time.

Raul believes that clients who postpone these preventative measures can be short-sighted, a flaw that can prevent them from doing their research and development work normally. However, no matter what the situation, RK Electric is always ready to help bring its clients up to speed and ensure the integrity of their operations.

In his time with RK Electric, Raul has experienced all of the historic ebbs and flows of the technology world in and around Silicon Valley, ranging from the boom and bust of the dotcom era in the 1990s to the recent growth of artificial intelligence (AI) data centers today. The cross-industry focus on AI is significant, with many pilot lines—production lines meant to produce small amounts of a new technology on the way to larger commercialization—being installed in California for placing and testing servers.

“We see AI features in every company, and it’s amazing,” Raul says—and this widespread adoption does not seem to be stopping any time soon. This sector-wide AI focus has led to something of a boom period for RK Electric’s niche within the industry. Raul notes that although there was a brief period of sluggishness in the market around 2024, it has since been on a constant ascension and is still moving forward, with RK itself experiencing steady growth alongside it. There will certainly be no shortage of work as more AI pilot lines are built and the construction industry gets a handle on just what AI can do for it.

The RK Electric team continues to keep busy amidst this rise, having a number of future projects in the pipeline. Raul tells us that the company’s revenue this year is expected to meet its projected budget; it is now just a matter of keeping up with client demand while ensuring the company has a solid foundation and can continue to support its customers amidst this fast pace. Current market and project speed resemble that previously seen in eras like the dotcom boom, which was another period of marked success for the company. RK expects to be able to support quite a few of today’s burgeoning and top technology companies when it comes to structured cabling and electrical services in the near future and, hopefully, for a long time to come.

Following its celebration of 40 years of business, Raul believes that he and the company overall have learned quite a few lessons over the years. “You have to know what you’re good at… and stay in your lane” to succeed, he says. The RK team knows the things at which it excels in its sector, and that is where its focus will remain.

Along with its considerable suite of offerings, the company promotes itself as a flexible company that can change direction and move forward very quickly because of its in-house engineering capabilities. Even on fast-tracked projects where similar companies can often fail to meet expectations, RK can design ahead of time or even engage in real-time design with information flow directly from the end user. The experience and ability to pivot to meet a client’s needs at a moment’s notice is a key attribute that keeps RK’s client base coming back.

Of course, it is about more than just the bottom line and being nimble for RK Electric. Raul says that the company’s philosophy has always been to put forth a team effort, with no one person being more important than any other. “The company succeeds when everyone acts as a team,” he says, because it gives confidence to the business and, in turn, to customers when they see the team moving in one direction.

This kind of unity can be difficult to achieve, but here, it has been baked into daily operations from the very beginning. The present state of construction is allowing for some incredible, exciting opportunities, and the RK Electric team is united in its commitment to swift, client-centered, and effective electrical solutions.

The post 40 Years of Electrical Solutions<p class="company">RK Electric</p> appeared first on Construction In Focus.

Chief Executive Officer of Arlington, Texas-based MCR Oil Tools, Robertson’s extensive experience includes petroleum engineering, project management, operations management, business strategy development, and strategic planning. These skills, and a passion for innovation, are reshaping the petroleum industry, making it safer, more effective, and more cost-efficient.

It sounds like quite a claim, until you look at the facts.

To date, MCR Oil Tools has been granted over 200 patents, with 32 pending. Almost all are thanks to Robertson, who isn’t shy about his journey, including legal issues (proof once again that when someone comes up with better ideas, the praise and admiration are often tempered with jealousy).

The origins of MCR go back to 1982. When Robertson was working as an Engineering Manager for an oil service company in Fort Worth, there was an industry-wide downturn, and the business was going under. Robertson left for a local, smaller oil service company, where he proposed developing what is now MCR’s Radial Cutting Torch™ (RCT™ tool). Nowadays, the RCT tool is the company’s flagship product, safely and efficiently severing drill pipe and tubing without explosives.

This saw Robertson enter into a development contract whereby the company he worked for, Pyrotechnologies, was responsible for building 180 tools—a 25-year exclusive licensing contract with a large oil services technology company. Unfortunately, the tech giant didn’t keep the agreement, and a lawsuit followed in 1990. “Pyrotechnologies could not market the torch in any form or fashion,” says Robertson, who wasn’t initially part of the lawsuit or the licensing agreement. Cancelling his contract with Pyrotechnologies, he formed MCR Enterprises and began marketing his radial cutting torch to oilfield service companies throughout Louisiana and Oklahoma.

Better and safer
For years, pipes in the oilfield were often cut with explosives. A charge was formed to a specific shape, screwed onto the end of a wire line, then run down a hole and detonated. Even with strict safety protocols, this method is problematic. “More than 50 percent of the time, it doesn’t cut,” Robertson explains. A second cut is usually needed, and explosives can only be used in fairly cool wells.

Many wells are in the 350 to 500° Fahrenheit range, which is ideal for the MCR Radial Cutting Torch. “Our tool loves that temperature,” says Robertson. “We cut in many wells at 480 to 500° Fahrenheit, and we’ve probably made the deepest cut in the world at 32,000 feet deep in 8,000 feet of water. When the big guys are in real trouble, they call us.”

Widely considered the safest, most efficient pipe-cutting device in the industry, MCR’s RCT tool doesn’t use explosives to sever drill pipe, coiled tubing, and casing, but thermite, which is nonexplosive and nonhazardous. “We’ve never had an accident or an incident in 40 years, and we’ve shipped more than 40,000 tools all around the globe,” says Robertson.

Robertson developed his revolutionary new technology in the 1980s and 1990s, offering the oilfield industry a safer, nonexplosive, thermite-based technology. A mixture of aluminum powder, iron, and/or other metal oxides, thermite can reach temperatures of 2500 degrees C (4500 degrees F). Despite this high energy output, it is stable to transport since thermite requires extremely high temperatures to ignite.

Shouldering the responsibility
Robertson’s innovation came with “a lot of responsibility, and a lot of scrutiny,” he says. Years ago, the only competition for his RCT technology was explosives, which are dangerous to store, handle, and transport, and come with myriad regulations. The MCR Radial Cutting Torch changed the landscape, offering customers a much better, safer product that could reach them quickly.

“When a pipe is stuck, it can cost oil and service companies significant amounts of money, because time is of the essence,” says MCR President Cory Huggins. In 2019, 2020, and 2021, Huggins says “a few bad actors” contacted the U.S. Department of Transportation (DOT) and attempted to influence their regulation of the thermite product. If MCR’s Radial Cutting Torch were deemed a Class I explosive, it would no longer be considered nonhazardous and nonexplosive.

Ultimately, MCR Oil Tools had to sue the U.S. Department of Transportation for its actions and successfully received relief from the Pipeline and Hazardous Materials Safety Administration (PHMSA), an arm of the DOT. “This comes just under a year after our landmark legal victory in the Fifth Circuit Court of Appeals, which confirmed the nonexplosive nature of our technology,” says MCR on its website. “PHMSA has also acknowledged that it is reevaluating its interim thermite classification policy and will be seeking input from domestic manufacturers like MCR.”

MCR is allowed to ship its proprietary B15 thermite mix as a nonrated material. For customers, this win means lower shipping costs, faster worldwide delivery, and easier access for oilfield operators to the company’s safe and field-proven technologies.

“We finally convinced PHMSA that we were not an explosive,” says Robertson. “You can take our tool and put it in the belly of a passenger airplane. If the plane caught fire mid-flight, all the aluminum would melt away at 660° Centigrade, which is about halfway to the ignition temperature of thermite. That is one of the most robust aspects of the technology; it is extremely stable. When other explosive-based technologies and hazardous materials are activated at lower temperatures, our thermite activates well north of 1000° Centigrade.”

Training and licensing
Taking safety seriously, every company using MCR oil tools pipe-recovery and well-intervention systems, including the RCT, is required to enter into a license agreement and be trained and certified. “You won’t encounter personnel in MCR coveralls at a rig site,” says Huggins. “We do not operate a service arm; we are a technology and R&D company. Our model is to license our technology to service providers and deliver the training required for its effective use.”

Since 1992, Bill Boelte has led the company’s robust training program. “We take training very, very seriously,” he says. “It’s a unique product; when Mike developed this technology, it was the first of its kind. The thermite cutter did not exist in the marketplace, so training was critical in that cutting pipe was not new, but the method that was used to sever the pipe was brand new.”

Like the RCT, the Perforating Torch Cutter™ (PTC) is a safer, dependable alternative to using explosives in the oilfield, and “effectively perforates coiled tubing, tubing, casing, and drill pipe without the use of restrictive technologies,” according to the company. Once the tool is lowered into a well and reaches the appropriate depth, a thermal generator is activated. Internal pressure increases, and the pipe is perforated when plasma exits through the sides of the torch nozzle.

Made in America
The RCT, PTC, and the company’s many other products are all made in the USA with American materials. MCR manufactures approximately 95 percent of the hardware it sells, while the remaining five percent requires specific manufacturing processes that are outsourced domestically.

MCR’s dedicated team includes engineers, designers, and lathe and mill operators using CNC machines. Qualification processes are performed in-house, and the company’s quality management system (QMS) has been refined over the years to ensure consistency and reliability throughout the supply chain.

“We have an approximate 98 percent success rate in the field, which is astounding,” remarks Huggins. “We attribute that not only to our training and our licensees—our customers that we work with—but also the steps that we take here before our customers receive the product.”

Adds Robertson: “MCR retains full control over its internal quality management system, enabling flexibility and the ability to meet customized customer quality requirements.”

MCR works directly with large oilfield service companies, and being near an international airport makes it easy to ship products worldwide. Sometimes, customers will come to Texas. In one case, a high-profile client with a well in Indonesia engaged two flight crews, rented a 747, and flew to MCR to pick up tools. “The combination of a nonhazardous material classification and in close proximity to Dallas-Fort Worth International Airport allows us extreme flexibility to transport our product efficiently, effectively, and under extreme time constraints,” says Huggins.

Innovating new opportunities
MCR’s ability to do its own prototyping is another example of the company going far beyond just selling products. In one case, MCR got a call for a deepwater job for a much-needed technology that… didn’t exist. Within just 72 hours, the company developed a tool specifically for the application, tested to the correct parameters in MCR’s 30,000 psi pressure vessel. The tool was deployed within 48 hours, and the cut was successfully carried out later that week.

Says Huggins, “Within one week, we received a call from a customer—where we did not have a production off-the-shelf unit—and we internally qualified for their specifications and presented them with a unique technology that no other company could provide. So the rapid response is not only us getting product into our customers’ hands; it’s also for custom development. That is extremely critical, and sometimes larger companies struggle with that process.”

MCR’s reputation extends beyond its dedicated customers. In 2024 and 2025, the company was recognized as one of the Top 100 Workplaces in North Texas by the Dallas Morning News. And where many businesses say they treat employees like family, MCR acts, even supporting staff members who are unable to work through serious illness.

MCR Oil Tools sees a future where its already considerable influence in the oil industry expands even further. “We have other products we are working on that can revolutionize the oil industry as we know it today,” says Robertson. “This includes a product that will enhance old wells to produce 20 times what they are producing at their current state. Treat those wells, and get much more oil extracted than they ever dreamed possible.”

Indeed, from hard-won legal battles to groundbreaking technological advances, MCR Oil Tools’ journey reflects a company built on resilience, precision, and an unwavering commitment to safety and innovation. Under Michael Robertson’s leadership, what began as a single idea has grown into a globally trusted suite of solutions that continues to challenge industry norms. As MCR looks ahead to its next wave of breakthroughs, its story stands as a powerful reminder that true progress often comes from those willing to rethink the status quo.

The post Redefining Oilfield Technology<p class="company">MCR Oil Tools</p> appeared first on Construction In Focus.

Today, River Supply continues to scale its operations while maintaining the responsiveness and accessibility that defined its early years. With a growing footprint that now includes a new facility in Paxico, Kansas, and the addition of sister companies RSI Hardware and RSI Outdoors, the company is positioning itself for sustained growth in an increasingly competitive construction landscape.

Rather than following a rigid expansion strategy, the company’s growth has been shaped by a consistent effort to improve existing industry practices. As demand increased, River Supply invested in additional fabrication capacity and strengthened its internal departments, including drafting and project coordination. “As we grew, we had to add more staff in the fabrication shop, more drafters to the drafting department,” Nolan says. “We just continued to grow, and to this day we’re still growing.”

That sustained momentum has not gone unnoticed. River Supply has been recognized multiple times by the Central Penn Business Journal as one of the region’s fastest-growing companies, reflecting both its operational success and its expanding market presence.

A growing reach
One of the most significant recent developments for the company is the establishment of its new Paxico facility, a move that represents a strategic effort to extend the company’s reach beyond its traditional Mid-Atlantic base. “We’ve been trying to expand into different markets through the years,” says Nolan. “Our primary market was the Mid-Atlantic, and we’re pretty saturated here because we’re sort of a niche business.”

The Kansas location serves multiple purposes: it supports geographic diversification, improves distribution logistics, and aligns with the company’s growing presence in adjacent markets, particularly through RSI Outdoors.

From a logistical standpoint, the location offers clear advantages. Positioned near a major interstate, the facility allows for efficient transportation of façade panels and outdoor products across a wider region. “For us to distribute our panels or any of our blinds, it just made sense,” says Kayla Chandler, Marketing & Sales Coordinator. At present, the Kansas facility is partially operational, supported by the company’s main hub in Pennsylvania. A key priority moving forward is to establish full autonomy at the site.

Project partners
At the heart of River Supply’s business is its expertise in exterior façade systems. The company supplies and fabricates a range of materials used in modern building envelopes, including aluminum composite material (ACM) panels, high-pressure laminate, and high-density fiber cement systems.

“The majority of our business is architectural construction supplies,” Nolan says. These materials play a critical role in both the performance and aesthetics of contemporary buildings, offering durability and design flexibility, and River Supply works closely with contractors and project teams to deliver tailored solutions that meet the specific requirements of each build.

Another defining aspect of the company’s approach is its decision not to offer installation services but instead to remain focused on supply and partnership. “We don’t do installations when it comes to our panel systems,” Nolan explains. “When we get customers, we partner with them. We’re not competing with them; we’re their material supplier.”

This distinction helps foster stronger relationships with contractors, who can rely on River Supply as a dedicated collaborator rather than a competitor within the same project scope.

Chandler emphasizes the company’s commitment to involvement throughout the project’s lifecycle. “We focus on providing a full service with a personal touch,” she says. “We are part of that job from beginning to end.”

Sister act
In recent years, River Supply has expanded its business model through the introduction of the aforementioned sister companies that complement its core operations while opening new revenue streams. RSI Hardware, established in 2019, began as a practical solution to supply chain needs. The company required a physical retail presence to source certain materials, which led to the creation of its own hardware store. Over time, the venture evolved into a community-focused retail outlet.

“That was kind of the brainchild of it originally,” Chandler says. “But then it also became a place of outreach to the community. Now we have a local spot for our neighbors to get their hardware needs.” The hardware store also supports internal operations, providing tools and accessories for both River Supply and RSI Outdoors.

RSI Outdoors, launched in 2023, represents a more distinct expansion. This division manufactures high-quality hunting blinds using the same durable materials employed in façade systems.

“We were using the same material from the panel side of the business,” Chandler explains. “We knew the quality of it, the longevity, so we knew our material was going to provide a stronger blind compared to others on the market.”

By repurposing existing materials and leveraging its fabrication expertise, the company has created a product line that aligns with its technical strengths while entering a new market segment. Manufacturing takes place in both Pennsylvania and Kansas, with a growing network of dealers across the country.

Not compromising on culture
As River Supply expands, maintaining its internal culture has become a key priority. Despite increasing scale and complexity, the company continues to emphasize a collaborative and approachable work environment. “We’re professional, but when we can get together and have downtime, it’s a good environment,” says Chandler.

Regular team activities, from group outings to informal gatherings, help reinforce that culture. At the same time, the company remains grounded in the realities of its industry, with a workforce largely composed of skilled tradespeople.

This balance between professionalism and accessibility is also reflected in the company’s client relationships. As River Supply grows, leadership is focused on ensuring that customers continue to receive the same level of attention and service. “We’ve changed internally to keep growing,” Nolan says, “but we don’t want to lose that personal touch.”

Roots in the industry and the community
Indeed, River Supply’s commitment to the broader construction industry is evident through its active participation in organizations such as the Metal Construction Association (MCA) and Associated Builders and Contractors (ABC). Involvement with the MCA has been particularly significant, as achieving certified fabricator status called for meeting rigorous criteria, including production volume and technical capabilities.

Beyond certification, the organization provides opportunities for collaboration and knowledge sharing. “It becomes a big collaborative effort to try to make the industry better,” says Nolan.

ABC offers a complementary network, focused more on contractors and regional chapters. Through events and networking opportunities, River Supply connects with potential partners and stays engaged with industry developments.

Community involvement is another key component of River Supply’s identity, and the company regularly supports local initiatives, from youth sports teams to charitable organizations. The company has also contributed to fundraising efforts by donating products such as hunting blinds, and partners with organizations that introduce outdoor activities to younger generations. These efforts reflect a broader commitment to giving back while strengthening connections within the communities where the company operates.

New tools, new opportunities
Like many businesses in the construction sector, River Supply is navigating the growing influence of digital tools and artificial intelligence. The company has begun integrating AI into its internal processes, particularly for administrative and analytical tasks. Applications range from data analysis to document standardization, helping streamline workflows and improve consistency across operations.

At the same time, broader industry trends are shaping new opportunities. The rapid expansion of data centers, driven in part by increased demand for AI infrastructure, has created a surge in construction activity. While the market is highly competitive, these projects align closely with River Supply’s core capabilities, offering potential for continued growth.

Now, as River Supply enters its next phase, the focus remains on scaling operations while refining internal systems. A key objective is to build a structure that can operate efficiently with less day-to-day oversight from leadership, a shift that reflects the company’s transition from a small business to a more structured organization with an emphasis on consistency, training, and repeatable processes. “We’ve had our growing pains,” Chandler says. “Now it’s about getting everything to a place where we can just keep moving forward.”

Future expansion is also on the horizon. In addition to fully developing the Kansas facility, River Supply is exploring opportunities in other regions, particularly in warmer climates where construction activity remains steady year-round.

River Supply Inc.’s story is one of steady, intentional growth shaped by responsiveness to both market demands and internal goals. By combining technical expertise in façade systems with a commitment to service, community, and innovation, the company continues to strengthen its position within the construction industry. As it expands into new markets and refines its operations, River Supply remains focused on delivering consistent value, proving that even as scale increases, a company can hold onto the qualities that made it successful in the first place.

The post A Customer-First Approach to Modern Façade Systems<p class="company">River Supply Inc.</p> appeared first on Construction In Focus.

Tompkins Excavating is based in Putnam Valley, New York. The team mainly serves the lower Hudson Valley region, including Westchester, Putnam, Rockland, Orange, and Dutchess Counties. Most commonly collaborating with developers and general contractors, the company is an expert in earthmoving, site utilities including water, sewer, and drainage, site concrete, asphalt paving, and rock crushing. In an industry where large projects take time to come to fruition, this team is proud to be the preferred service provider for a number of repeat customers.

As the first trade to arrive on site and the last to leave, the Tompkins Excavating team is guided by doing the right thing and honoring its word. The company is respected industry-wide for delivering on its promises with outstanding quality on everything from midsize to impressively large excavation projects. To achieve this, having the best people for the job is key. “We value the people who work with us, whether they are trade partners, clients, or, first and foremost, our employees,” says Owner and President, Stacey Tompkins. “I love our team. They’re phenomenal.”

As a token of appreciation, its ownership enjoys celebrating the hard work of everyone in the company (including those Stacey laughingly calls moving targets—truck drivers moving between locations) with pizza on Fridays. Tompkins Excavating’s annual awards ceremony recognizes employees with monetary prizes for consistency and excellence. And an annual picnic at the Tompkins residence welcomes a happy crowd of employees and their families, alongside a holiday party and team-building events throughout the year.

“For a comparatively small company, I feel that is amazing. Few people our size do that,” Tompkins says. Indeed, the firm treats the people who give its work meaning with real generosity and warmth.

Always learning, always growing
To ensure that a focus on healthy relationships is strong throughout its ranks, Tompkins has created a field leadership team that meets weekly. There are also monthly training sessions, where this group joins with the company’s management team to share in refresher leadership sessions guided by multimedia content.

The company’s dedication to being a source of growth and support for its people has translated into incredible growth inside the company itself. Quadrupling its staff over the past eight years has resulted in company revenue also skyrocketing, taking its annual earnings from under $1 million a decade ago to more than 10 times that today. Working toward building optimal efficiency with its existing team and asset base, the company has its sights set on achieving ever-greater goals at a responsible pace.

While every project is a proud moment at Tompkins Excavating, works that benefit communities at large are especially close to the company’s collective heart. One such project in collaboration with Turner Construction is for Guiding Eyes for the Blind, an organization in Yorktown Heights, New York that provides guide dogs to people experiencing challenges to their vision. The project is ongoing and, Tompkins says, has been a joy to work on.

Another project the team is especially proud of comprises affordable housing, while a mixed-use development with Unicorn Construction is bringing beautiful condominiums to the center of town, and new life to the area.

The company is also proud of the rock crushing and recycling capabilities afforded by its use of ProMac’s equipment and service. Few people know that, thanks to ProMac, Tompkins Excavating can reuse materials from jobsites on new projects, reducing waste and improving efficiency. Another exciting collaboration is with TRAYD, an innovative payroll software company dedicated to the construction sector, whose cutting-edge platform Tompkins Excavating is proud to help test and refine—gaining valuable efficiencies in its own payment structures while supporting TRAYD’s mission to transform payroll solutions for the industry.

A leap of faith
Starting as a landscaping business, which saw Co-owner and Vice President Mark Tompkins investing in a lawnmower when he was in his teens, the company has flourished and prospered in ways he never could have foreseen. Responding to a customer request for structural work, Mark leased his first excavation equipment, and the young business took an entirely new direction.

When the couple met in 1990, Stacey was secure in her career as a successful Food Service Director, with clients like Goldman Sachs and other Wall Street firms. Overseeing the dining arrangements for around 3,000 people each day, the young go-getter was thoroughly versed in the complexities of organization under pressure by the time Mark’s right-hand administrator announced her departure from his company, around the time the firm had just entered landscaping construction.

Stacey decided to say farewell to the path she was on and join Mark in his venture. “My husband was brought up in the entrepreneurial world,” she says, but for her, exchanging a secure career for a position at her future husband’s business was a new experience. “I took a leap of faith, contrary to how I had been brought up.”

The unorthodox decision raised eyebrows amongst her closest friends and family. It all worked out well in the end, however. “We got married and it was a great opportunity to help out in the business and raise children, too,” she says, describing how the Tompkins siblings grew up largely on site.

Taking up her duties in the office of the then-residentially focused company meant taking many pressing phone calls and becoming closely involved in customer care. Stacey quickly came to understand the business, what people really needed, and how their pain points could be alleviated. From this position, she helped establish the company’s reputation for service excellence and turn it into the thriving business it is today.

Tenacity became her trademark in the process, something that would serve her well later on. Her hard-earned Minority or Women-owned Business Enterprise certification is just one case in point. Although it took 11 years to obtain and required the services of an attorney, Stacey now advises women in the same situation to stay the course and not give up.

Hampered in the process by the simple fact that Mark started the business, it took years for Stacey to convince the board that, as the majority owner, she was the leader making the cogs turn at Tompkins Excavation. What seemed like an endless mission at one time turned out to be worth the exercise in resolve, however. “I was denied three times. You just can’t give up,” she advises.

Family matters
Being a good mother, wife, boss, and business partner is a complex task, and the Tompkins family wisely navigates the waters with the guidance of a business coach. Despite being utterly in love with their work, talking shop in their downtime is minimized—a habit that is easier to quit for some than others, Stacey notes with a smile.

She is sanguine about their life as family entrepreneurs. “It really doesn’t matter what you’re doing; you just need to connect with people,” she says. “They want to feel that they’re valued, and they want to follow somebody whom they feel inspired by.”

Today, two of Stacey and Mark’s three sons follow in their parents’ footsteps. Operations Manager and Lead Estimator Kevin Tompkins is a civil engineer, while Resource Coordinator and Development Associate Justin Tompkins comes from a background in real estate and asset management. “Our three sons, two of whom are in the business, grew up in it,” says Stacey (their youngest chose to pursue a career in finance outside the company). “Kevin learned how to operate a machine when he was a three-year-old sitting on dad’s lap.”

Working full-time in hands-on positions in the field alongside the rest of the onsite teams, theirs is not a family culture of detached privilege but one of pragmatism and personal involvement on the jobsite.

Women in construction
As a board member of the Building & Realty Institute, Stacey enjoys the ability to give back to the industry through her work. She also serves on the Board of Directors for the Business Council of Westchester and her local town board.

Driven to help improve access to good careers for youngsters—especially young women in the industry—Stacey served as a mentor in the Her Honor Mentoring program for a year and founded Women in Construction, a small organization focused on mentoring young women in the industry through monthly luncheons.

Thanks to her untiring efforts, Stacey has been honored with a number of awards for herself and her company. “That has been exciting,” she shares. “Awards bubble up from work we don’t even realize we’re doing.” A case in point is the Walk in Her Shoes Award, which she is receiving this December, courtesy of United Way, and which she did not anticipate. There was also another surprise honoring of her work at a dinner hosted by the Women’s Enterprise Development Center (WEDC).

As the leader responsible for cultivating team spirit, Stacey is open about the challenges and the joys. In a business where people’s lives are at stake, keeping everyone safe is a priority. “You have to just get up and keep doing it—and have a good attitude,” she says. “It isn’t easy; it’s way harder than it sounds.” This is where good self-care and a bit of healthy perspective come in: “As long as everyone’s safe, the rest can be fixed or replaced,” she says.

New challenges, new offices, new future
Beyond the constant pressure to expand Tompkins Excavating’s range of capabilities and maintain its place at the forefront of its industry, the company is also building new offices, a project that will unfold over the next three years. With its crisp design, the new facility will be adjacent to the existing operation, providing much-needed space to expand. In the meantime, fine-tuning workflow is a priority to ensure that every project receives the attention to detail it deserves.

Aiming for 20 to 30 percent growth over the next two or three years, preserving and improving efficiency remains pivotal to all the company’s operations. “We want to be the best that we can be. We can definitely do a lot more work with what we have,” Stacey says.

And to her team, her message is simple and heartfelt: “Just keep doing what you’re doing. We’re so grateful for you every single day,” she says with a smile.

The post Powered by Values<p class="company">Tompkins Excavating</p> appeared first on Construction In Focus.

To ensure every project is finished on schedule and within budget, a construction manager is on hand to supervise and resolve any potential issues, a key factor for success in the challenging field of occupied renovations in South Coast’s many senior living and senior healthcare accounts.

“My brother Tom Quinlan started South Coast Improvement as a commercial painting company, and we evolved it into what we are today, a successful construction management general contractor,” says President Henry Quinlan, who credits the company’s impressive growth to his brother’s singular focus of keeping clients happy.

“To please the client, not nickel and dime the client, and build the company up for repeat business is something we’ve been able to do for 27 years by listening to what the client needs,” he says. “The single biggest reason for our success is my brother’s ethos of starting off by satisfying customers.”

A fast-paced company, South Coast prides itself on being both a client-centric and growth-minded business. “We do not portray ourselves as a family; we portray ourselves as a team of professionals,” Quinlan says. “We want people who come in to understand what’s expected of them and work in a professional, clean work environment. We’re performance-based and evaluate our folks based on pure performance. We also want professionals, and we’ve been so fortunate because that’s what we have.”

Those professionals also comprehend the vast importance of focusing on the client, asking the right questions about the goals for the projects, and, of course, really listening. “Whether it’s an estimate for a budget or actually doing the work, we have to adjust our process to make sure we’re meeting their goals. That’s so important.”

As for the company’s continuing success in working in occupied buildings, Quinlan says the key factor is understanding the function of that building, its use, what’s important to the residents, and what’s important to the operators.

“We always want to make sure the residents are safe and have an ability to do the programming they need on a daily basis,” he adds. “It really goes back to understanding the goal of the client, the purpose of the building, how to be the least disruptive possible, and, most importantly, go as quickly as possible. That’s the biggest thing for us.”

And these projects are not simple. Most recently, South Coast worked on its most complicated project to date, and the one Quinlan is most proud of: Gardner Terrace, a $24 million fully occupied renovation of an existing senior living affordable housing complex in Attleboro, Massachusetts, taking on eight phases of 12 units per phase and turning them in a seven-week clip.

“We introduced an entire new mechanical system and sprinkler system to the building and did apartment upgrades while the building was fully occupied, which was an amazing feat,” Quinlan says. “We stayed on budget, we stayed on time, and we actually finished a bit early.”

This was a project that spent a year and a half in pre-construction, and South Coast capitalized on this time. One thing that separates South Coast from other firms its size is having a dedicated pre-con department that solely focuses on the planning of the project to properly phase it, including how to get the materials released on time and how to negotiate the contracts, before turning it over to its ops team. “That project, in and of itself, is the best example of our system that I can speak of,” says Quinlan.

Working on occupied buildings, he stresses, produces a number of additional unique challenges. “When you work in an occupied building, the building’s already there, along with the mechanical systems from the original construction. It’s a challenge for the design team because they don’t have the luxury of opening up walls and poking around when they’re doing the design phase.”

Either way, the work revolves around a pre-con department, he adds. South Coast goes in and looks at the existing conditions from a constructability and a feasibility standpoint and works within these conditions to head off any unforeseen challenges that may lie behind the walls, above the ceilings, or underneath the flooring.

“There’s no single bigger cost driver and schedule driver than unforeseen conditions, and we do everything in our power during the pre-construction phase to unearth those, so it gives our client the best value on any changes that need to be made,” Quinlan tells us.

South Coast aims to unearth these unforeseen conditions while still negotiating with the trades, incorporating them into the buyout while negotiating the final cost, which can make a big difference not only cost-wise but also from a schedule standpoint by finding issues, proposing solutions, and having them integrated into the plans so no time is lost to the unknown. “We unearth the unforeseen conditions. We understand how to get distribution for the mechanical systems and the electrical systems from A to B, and it really cuts down on costs and time for the client.”

Indeed, the team’s extensive experience serving senior living, multi-unit dwellings, affordable housing, and hospitality—all focused on occupied settings—has resulted in understanding how to phase projects, how to keep people safe, how to include safe traffic controls, and how to allow the business entity itself to continue to generate revenue. Working across 18 states, the company has recently completed a number of national rebrands of senior living facilities to the tune of about $1.5 million per building, completed in three to four months, which again speaks to the performance of the company’s pre-con and operators.

A big challenge over the last two years has been dealing with a huge groundswell of work coming out of work delayed due to COVID, especially in occupied spaces. While there was a huge spike in revenue in 2022 and 2023, rising interest rates made it cost-prohibitive for many South Coast clients to have the work done. “We had to pivot to make sure we kept our talent in the seats and were able to continue to generate revenue,” Quinlan says. “We pivoted pretty quickly to occupied public work and were very thankful and fortunate to have success doing public work in the state of Massachusetts due to, I think, our company’s ability to understand and listen to what our clients were telling us.”

Now, with interest rates slated to come down and private money activity come back, the company is well poised for 2026.

In terms of milestones, the company’s contracted work along with projects in the pipeline are very strong going into 2026, pointing to South Coast breaking through the $100 million mark in revenue. “That’s a big deal to us as a company. When you reach that benchmark, it puts you in a new stratum, with more opportunities for our folks to grow.”

Upcoming work includes a number of large, occupied renovations in the senior living and affordable housing space kicking off the first and second quarters, along with expanding its maintenance work. This is the actual work that got South Coast to where it is: refreshing the paint, the carpet, the millwork, and the fixtures. The company will also be expanding its CapEx division, where it can again serve its clients’ maintenance needs.

“It’s going to solidify the company in this senior living and affordable housing space,” says Quinlan. “That type of work is low risk, low competition, with really great returns on client satisfaction.”

Having vital maintenance work done while managing to keep facilities open and operating is ideal, and if companies come to South Coast for the work, it can be done easily, giving them one less thing to worry about, he says. “That’s really how we built the company. In 2026 we’re really making a hard push to expand our CapEx division as well as our construction management services.”

But what continues to make South Coast Improvement Company stand out, Quinlan stresses, is its client focus. “I think my brother has done a great job. We have five matrices of success, and they really define what success looks like at South Coast.”

The first is ensuring that every job site is kept safe. “Safety is number one. We want everybody going home the way they came to work,” Quinlan says. “The second one is, is your client happy? Are they going to use you again? Are they a reference?”

Number three is, as a for-profit business, holding margin and maintaining the margin set in pre-con, and the fourth element is staying on schedule. “Staying on schedule, a safe site, the client’s thrilled, we’re making money, and then the last one is subcontractors: are they performing? Those are the five things our people can ask themselves every day on their projects.”

A lot of people don’t know what success means in construction, he adds. “It’s a really hard business, and I think my brother did a wonderful job of laying out what that looks like, and we stick to the plan,” Quinlan says. “We have clear expectations, a clear definition of success in our pre-construction department, and I really think that separates us from the rest of the industry.”

The post Safety, Satisfaction, Expertise<p class="company">South Coast Improvement Company</p> appeared first on Construction In Focus.

Founded an impressive 80 years ago, the current management team has been in place since 2002, and since that time, the company has grown significantly, boasting a mixed portfolio of retail, light industrial, office properties, and multi-family.

“We’re in an age where many real estate investment firms are specializing in one specific property type or another,” says Rich S. Johnson, Chairman, President, and CEO. “We found that our strategy works well for us to have a diversified portfolio, and that’s a format we’re committed to and think is very beneficial, particularly when there’s a lull in a certain type of property.”

He explains that during the Great Recession, for instance, warehousing vacancies skyrocketed but the company’s diversified, residential portfolio was strong, serving as insulation for Wilton against a certain degree of market risk.

“That makes us a little bit different, and we consider it to be a strength as we move forward with our operations,” says Mr. Johnson. “We’re always in a buy mode; we rarely sell a property… for the most part, we’re buyers and long-term holders.”

The Wilton Companies’ strategy is a bit unique, he adds, where a lot of investment firms hold a property for several years before flipping it. “We’re long-term holders, and that’s worked very well for us, and we’re committed to continuing that strategy,” Mr. Johnson says.

In terms of proposed developments, Canterbury Green Apartments and Armitage Apartments are two that are now in the permitting and zoning stage. “It’s going to be done in two phases,” says Vice President B. Hunt Gunter of Canterbury Green Apartments, a 180,000-square-foot, brick, five-story, mixed-use apartment complex. “We’ll have 132 units in total when it’s all said and done, and just shy of 10,000 square feet of office space.”

Offering studios, and one-, two-, and three-bedroom units, the building will also feature a number of amenities such as rooftop pickleball courts, rooftop sitting areas, barbecue areas, and a dog park on the ground level. “We’re going to have something very unique, not only for Richmond, but for Virginia and maybe the country,” adds Lindsey Johnson, Director of Human Resources, Corporate Governance and Executive Support, and Corporate Secretary.

The second project, Armitage Apartments, was originally built in 1890, an impressive historic property that is being developed with up to 160 apartments offered in sizes from studios to two bedrooms. This two-story warehouse structure situated on a 4.56-acre plot of land was originally the Armitage Manufacturing Company, later used in other manufacturing and storage operations.

The Armitage—also mixed-use with some retail space—will feature a full range of amenities that include a workout room, a pool, a coffee bar, and a dog walk area as well, adds Mr. Gunter.

“Also, because the Armitage property was built in 1890, we will be pursuing historic tax credits on that as part of that development, which is very significant,” Mr. Johnson explains. Although it’s challenging to outfit historic buildings with modern-day sustainable features, both of these apartment complexes will offer ENERGY STAR appliances as well as Low-E glass.

Aside from the pride it takes in its longevity and its numerous impressive projects, Wilton is also “extraordinarily proud” of its employee base and credits them for the company’s ongoing success. “We have a lot of long-term employees; some have been with us for decades,” says Ms. Johnson. “When we run a workforce that not only includes the office staff but everybody from landscape crews to our maintenance team and a brokerage operation—our turnover rate is extraordinarily low [across the board], and we’re quite proud of that,” she shares.

“We recently had an employee retire who came to work at The Wilton Companies when she was 18 years old, retired at 72, and never worked anyplace else,” Ms. Johnson says. “It’s unusual that people stay with one company their entire career. The Director of Maintenance worked for the company under the previous ownership, and now he oversees all of our maintenance operations, and his son now works here as well. That legacy situation is something we take pride in.”

Clearly, finding and retaining employees isn’t a challenge for Wilton, but the team does remember the difficulties faced during COVID and the impact the pandemic had not only on the company as an employer but also on its tenants.

“When everything was locked down, we took great pride in the fact that we had a plan prior to the big shutdown, and we executed the plan and saved a lot of tenants from going out of business,” says Ms. Johnson.

Wilton’s rent suspension program also worked well for tenants during the height of the pandemic, Rich Johnson adds. “It seems like things had just gotten back to normal after the Great Recession when all of a sudden the pandemic hit. Now in the current period of time with both of those largely in the rearview mirror, we’re coming into economic uncertainty with the tariffs and the political climate, domestically and internationally, in turmoil. It certainly makes it an interesting time to be in business and an interesting time to observe how we need to react and watch how others react.”

Challenges abound for sure, but so do opportunities, and The Wilton Companies, with their decades of experience through numerous uncertainties, have persevered through commitment to each other and to the surrounding community.

“We live in your neighborhoods, we shop at our tenants’ stores, and chances are our kids are in school together and play soccer and are on sports teams,” says CFO Cameron “Chip” Vaughn. “Even though Richmond has grown bigger over the years, we’re still kind of a small town, a tertiary market, and we’re not an out-of-town landlord who doesn’t care about out tenants and neighbors.”

Looking ahead, Wilton is focused on its two new apartment developments, on which the company is working with the County and the City of Richmond to navigate the permitting and zoning process. Once those elements are complete, then over the course of the following 12 to 18 months, getting those projects built and stabilized will be at the forefront for Wilton, while continuing to renovate and reimagine some of its other properties.

“We have a revolving program of upgrades where there’s always significant renovation going on, between repaving parking lots, replacing roofs, and refacing buildings,” Mr. Johnson tells us. “We’re committed to keeping our buildings attractive and modern, and therefore better investments for us and better parts of the community.”

At the moment, the team has a number of parking lots on the docket for this year, next year, and the year after, along with a recycling shop and a few shopping centers in play. “We are absolutely committed to making sure all the properties stand in very positive, strong tradition.”

Wilton employees are also committed to a number of philanthropic efforts, with many serving on community boards and the company offering internships to young men and women every summer via the University of Richmond and Virginia Commonwealth University. “We like to give back to the community that has made us successful,” says Mr. Gunter.

Wilton also strives to support nonprofits in the form of a rent discount so they can better achieve their goals, adds Mr. Johnson. “We have some very large, well-known nonprofits that we rent to, and some small ones that nobody ever would have heard of in the past, but our recognition levels are if you’re 501(c)(3), recognized by the Internal Revenue Service, you qualify.”

It all comes down to the fact that The Wilton Companies work diligently to support the entire community whenever possible, a fact that is clearly reflected in the company’s success, longevity, and employees’ desire to remain there for their entire careers.

“It signals to us that this is a good place to work, and we certainly take pride in the fact that our employees are very important to us, and they’re the reason we’ve been as successful as we’ve been,” says Rich Johnson. “We’ve got a staff that we try to take the best care of, and in turn, the staff takes care of our tenants and clients accordingly, which makes it a win-win.”

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