AII the way to the bank

IIJuar's A BEAN couNren doing

Y Y running a building supply company? Multiplying revenue, for starters, from $12 million in 1998 to $65 million in 2002. That's an enviable bottom line, but a CPA degree is just one factor in Ovi Vento's big-picture road to success.

Everglades Lumber & Building Supply was launched, he says, as "a little, old-fashioned hardware store" in Florida in 1941, back when that little pocket of real estate bordered the park's wilderness. Over the years, the city crept westward: "Today, we're smack in the center of Miami, surrounded by millions of houses," he says. Not bad.

The backstory: Ovi's family arrived from Cuba via Puerto Rico in 1972 in search of a business to sustain them, and this ma-and-pa outpost was on the market. As his father saw the need and grew some capital, he positioned himself to feed his family on ever-bigger slices of the buildingtrade pie by increasing acreage (10 today), launching rebar and millwork manufacturing operations, and more.

Meanwhile, Ovi used that accounting degree with a big corporation until called back to join the family firm in 1984. He stayed on when Everglades got an acquisition offer it couldn't refuse, and when that parent group put the operation on the market once more in 2002,he stepped forward as a buyer: "This is what I want to be doing," he vividly recalls the Eureka moment.

And the rest isn't just history, as the saying goes. It was merely the beginning of yet-more substantial expansion, but, even more important, a significant philosophical shift that's continued to grow the company, even in these tenuous times.

Almost immediately, he cleared out l}Va the store to incorporate a design showroom (and opened a second showroom in the Boca Raton location the following year). "It was something I'd always wanted, as I started to learn the business-to cater to designers. Instead of showing five hammers. for instance. I cut back to two to gain room for our higher-end products. But early on, I knew it wasn't reaching the right targets. Customers, who would discover it by accident, would later tell me, 'I had not idea...l' So, two years ago, to reach the high-end market we needed, I bought the freestanding building next door"- 12,000 sq. ft.-and fleshed it out with luxury hardware, plumbing, doors, cabinets, closet and laundry amenities, and the list goes on. It debuted in 2009.

Remind me, again, Ovi: Who's buying those fancy items in the midst of the worst recession many of us have ever seen? What were you thinking?

Just this: "I knew the economy was shifting, but here's the deal: The highend is good in good times. And"-the clincher-"it stays strong in tough times, too. So I decided, despite the economy, to go ahead and do it, and do it right-state of the art."

And to give away the ending, yes, it's working fine. Here's why: "We're in a very strategic location, so people could notice the activity as they drove by, could see the progress, and wonder, 'What the heck...?' Then, we didn't hold our grand opening until four months later [buying time to iron out any glitchesl, when we rolled out the red carpet for a who's-who list of the architect community, designers, high-end contractors, bankers, celebrities, and government officials. We partnered with a car dealer to park his luxury models in front and drive business for both of us.

"Word-of-mouth was outstanding; we had 600 attendees, and we made everybody feel comfortable. We took care of them, showing them there was more than great products, there was follow-through. People left saying, 'What a pleasure!' whether they'd spent $10 or $1000, and that was the best part for me: I concentrated not so much on good revenue as on good traffic. We created a great environment, showing that we're here to help, to become part of their team (in contrast to other places where they use you and abuse you," he laughs).

Easier preached than done, as every owner knows. But Ovi (unlike most accountants, dare we say?) is a true people-person and walks the talk because he realizes his success rests with his staff. "I'm very hands-on. I live by the philosophy of empowering people. Here's what I tell them: 'Your job is to sit here, where I'm sitting...and I'll help you get there.' If there's a problem, we find a positive solution. Customer service is foremost, so I teach them things like to return phone calls the same day. [True to his word. Ovi returned this reporter's call the same afternoonvirtually the first ever to do sol.

"I have an open-door policy (oPen book, too). I see everybody, and we're all on the same level: no titles. Titles merely hide insecurities," says the man who refuses to call himself c.e.o. "At our recent end-of-year sales meetings, I talked to them about the past year. Sure, the economY has affected us, but I stressed looking forward, a 'time of renewal'. I shared my goals and dreams, and the response was awesome. Yet no one left more fired up than I."

(True, the company has been forced to reduce staff in 2009 and has curtailed overtime, which was "very challenging for me," Ovi confesses. "It broke my heart.")

The outside sales force continues full-steam ahead. "We visit every jobsite in town and talk to everyone," attests their leader, who directs them thus: "Your goal is to do for your customers whatever they need-things nobody else can, or will, do-even direct them to buy directly off the Internet if that's the best idea: Do the right thing. And guess what? Because I also sell commodities-no competitive price differential there-who gets those orders? We do! And while others might require a builder to rent a crane to get the Plywood where he needs it, we've purchased an expensive crane, and we'll do it."

It's about relationshiPs, too, and that's another of uber-gregarious Ovi's fort6s: "I keep a profile of the top 2OVo of our customers-get to know their families, their key people. We talk. And I cater to their needs: 'We'll take care of you,' I tell them.

That's our specialty, even if we're a little high [in price]. I was never the cheapest, but I give the best service." And that stands true across the board, for Everglades has a wide field of competitors, different in each of its operations, from rebar to millwork to high-end products; custom housing to commercial accounts to government contracts. The mix he's achieved today is 65 pro/35 retail, "with 50/50 as the diversity I eventually want," he professes.

Wisely, he's building Everglades' growth on staying power. "Even in good times, we were never burdened with debt. I act very conservatively, never expanding too fast. We focus on our core strengths and our efficiencies. Remember," he jokes, "I'm a CPAI A bean counter."

But he's also Mr. Miami. "I like to get out and meet people. I'm preaching all the time," Ovi laughs, "and I end up getting [orders for] the material. My goal is, every week to attract two new long-term customers. I believe that partnering is vital, which benefits all of us: general contractors, subs, government accounts. For them, I'll even put on my lobbying hat," he declares. "I like to learn what's going on around town."

At the moment, it's building a new, big-deal stadium for the Marlins. "I got to meet their President-and I'm president of the Latin Builders Association," he adds. "'Look,' I said, about the awarding of stadium contracts, 'I have no problem with opportunities for others in our industrY, but I need a commitment that the work stays in the community.' And I got an agreement! I became the HisPanic spokesman, and I worked it hard: 'All I want is a crack at the rebar...."' Result? "I brought the job here."

This community leader is also on the board of the Orange Bowl, local hospitals, the YMCA, and more. "I like to give back rather than sPend money on advertising," he explains.

Give back, but not look back. Economically, "I believe we've turned the corner. South Florida is still slow, but the now attitude of people here has totally shifted. For 2010, I budgeted a 307o growth for the company. And, you know what?" Ovi

Carla Waldemar