Clobbered twice in less than 15 years – first by The Great Recession (2007-09) triggered by the U.S, financial crisis, then again at the onset of the global COVID-19 Pandemic in 2020 – the construction industry is showing signs of slowly emerging from self-protection mode. According to data from The U.S. Bureau of Labor and Statistics, the construction industry employed approximately 7.7 million individuals in March 2007. Three years later, still in the throes of the recession, that number slipped to its nadir of 5.4 million – roughly 2.3 million jobs gone. Similarly, BLS data shows the industry had grown back to 7.5 million jobs in March of 2020 before plunging precipitously to 6.5 million the following month as one million jobs evaporated. The industry had grown back to 7.4 million jobs by December. Ken Simonson, analyst for the Associated General Contractors of America AGC), noted in his April 20th Data DIGest blog that seasonally adjusted employment figures in March trailed those of a year ago in 39 states while exceeding them in just 14. However, given the massive amount of long overdue infrastructure work needed across this country and the spending bill currently before Congress, we’re betting on continued growth. We’re proud to bring you our first-ever Top 20 ranking this month – the NACJ Concrete Top 20 – with this month’s cover company, Baker Concrete Construction Company ranked No. 1. Founded in 1968, Baker Concrete is considered the leading specialty concrete contractor in the United States. We also profile the Specialty Crane & Rigging Association (SC&RA), which has specialized in government and regulatory affairs since 1947. Its Uniform Permit Transport 2021 (UPT 2021) harmonization drive advocates for minimum weight thresholds and automated permitting systems across all 50 states at the local and Federal levels. We’ll introduce you to four companies – CoVerica, NationsBuilders Insurance Services, True North Companies and Pro-Sight Specialty Insurance – that are SC&RA members. Enjoy the spring issue!
Kevin Doyle
Editor-In-Chief Kevin.doyle@constructorsjournal.com
The Team Editor-In Chief - Kevin Doyle Executive Director - Alex Hortaridis Creative Director - Stephen Marino Developer - Andrew Twomey Director of Sales - Clark Burns
NACJ
Table of Contents
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Baker Concrete Construction, Inc.
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Turner Brothers, LLC. 15 Specialized Carriers & Rigging Association 25
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CoVerica 33 NationsBuilders Insurance Services 43
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TrueNorth Companies
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ProSight Specialty Insurance 63
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Helix Electric 73 Pro-Vision® Video Systems 87
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Daman Products 97 Atlantic Plant Maintenance 107
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Carlisle Brake & Friction 119 Bailey International 129
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Old Dominion Brush Company 137 Canoco Energy Services 147
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Baker Concrete Construction, Inc.:
Forming Long-Term Success
Based in Monroe, OH, Baker Concrete Construction, Inc. is the leading specialty concrete contractor in the United States. Written by Kevin Doyle Produced by Stephen Marino
Baker workers standing atop the Panorama in Miami, FL.
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North American Constructors Journal ounded in 1968 by Dan Baker and his brothers in Oxford, OH, Baker Concrete Construction, Inc., has grown to become the leading specialty concrete contractor in the United States. As impressive and as gratifying as that sort of recognition is, it’s not the company’s primary motivation. Not by a long shot. “It’s not what drives us,” explains Kerri Smith, Vice President and General Manager for the Southeast Region, which is based in Fort Lauderdale, FL. “I would say what makes us a bit different is that we are a people company that forms, places and finishes concrete. It’s the people and the relationships all around the country that make us successful.” As a full-service concrete contractor, the company provides construction, preconstruction and project management services across multiple sectors. Core competencies include concrete formwork design and installation, concrete reinforcement installation, and concrete placement and finishing. Preconstruction services include conceptual estimating, project scheduling, design assist and value engineering, and technical and constructability reviews. “The end user is the ultimate client. Creating an experience that they are happy with and take pride
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in is important from a company standpoint,” Smith says.” The company’s growth has exploded as it embarks on its 53rd year of operation. Baker generated $1.3bn in revenue in the last fiscal year, has around 5,000 co-workers at numerous locations across the country and has completed more than 12,000 projects. “We’ve had $250 million in growth in the last five years alone. A lot of it is internal, and we’ve also made several strategic acquisitions that have strengthened our offerings. There is so much opportunity out there, and our talent pool is strong, engaged and eager to take it on,” Smith notes. The company belongs to multiple industry associations, including the Construction Association of South Florida (CASF), the Associated General Contractors of America (AGC) and the Associated Builders and Contractors (ABC). Their membership includes reasons that extend far beyond networking opportunities. “We have a responsibility to make the industry better, and one way we do that is by joining high-profile industry associations,” Smith asserts. “These associations are the industry’s cheerleaders. And collectively, we have more clout to push for important changes than we could as individual companies and we want to help drive that growth.”
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Daniel Baker
Brad Wucherpfennig
Premier Projects
slab on metal deck, consisting of more than 200,000sf of various finishes. Baker coordinated logistics with other trades due to the tight site, short schedule and restrictions set by the Port of Miami because of cruise day traffic congestion.
Norwegian Cruise Line Terminal B: The Design/Build project in the Port of Miami included a new cruise terminal, a multi-level parking garage and a vessel-provisioning warehouse. The Haskell-NV2A Joint Venture team contracted Baker for all structural excavation and backfill, building foundations, demolition of existing concrete structures, slab on grade and
The Seminole Hard Rock Hotel & Casino: The nearly $1.5bn expansion of the Hollywood, FL venue for client Suffolk-Yates JV added a larger casino,
“You have to know who you are as a company and make sure you have the right core values … Getting the right people, positioning them, and supporting them is more important to us than a career path on a piece of paper.” - Kerri Smith, Vice President and General Manager www.constructorsjournal.com
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60,000sf of retail and restaurant area, a 7,000-seat theater, a 10-acre lagoon pool, 41,000sf of spa space, and a 36-story guitar-shaped hotel that has 638 rooms and reaches 450 feet into the sky. Baker Concrete poured more than 80,000 cubic yards of concrete on the total project, in coordination with their joint venture partner.
oriented space and a teaching facility, a 2,000-car garage below the medical facility, a 208-room hotel lining the garage to the east of Brickell Bay Drive, and 50,000sf of high-end retail outlets and restaurant space on the first and second levels. The remaining 64 stories rise to 830 feet and include a 48thfloor club and lounge.
Panorama Tower: Located in downtown Miami’s Brickell Financial District, the 83-story tower is the tallest residential building south of New York City. The 2.5 million square foot structure includes more than 800 luxury rental apartments, hotel rooms, office space and retail space. The 19-story pedestal at the base contains more than 100,000sf of medically-
Creating A Winning Culture
Kerri Smith
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Despite Baker’s massive size, people are at the center of every decision and action. That mindset was shaped by founder Dan Baker and starts at the top. Treating co-workers, partners, subcontractors, and clients with the utmost respect and civility is ingrained in the company’s culture.
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The company’s purpose statement sums it up well – Building Better Structures, Building Better Lives. “We want growth, we want to change the industry and we want to lead the industry – but it’s not about the numbers; it’s about everyone doing their job,” Smith says. “How can we make installing concrete easier and better for our team and our suppliers? It’s not one person. It’s the carpenters and laborers out there that make us successful, and it’s about us making their lives and their jobs easier.” That same focus on people informs Baker’s approach to career development. It is the primary factor
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in the company’s success at building loyalty and molding future champions. And it starts with identifying, hiring, training and retaining the right people. “You have to know who you are as a company and make sure you have the right core values. We have to have the right culture for people, and they have to have the right stuff for our culture. That’s 90 percent of it,” says Smith, who joined the company out of college and has been there for 16 years. “Getting the right people, positioning them and supporting them is more important to us than a career path on a piece of paper.” Creating a loyal workforce is crucial. In
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North American Constructors Journal addition to providing proper tools and training, that process includes a bit of purposeful myth busting. “We’re trying to break down paradigms that you need to be in the industry for 40 years before you can lead, because that’s not true,” Smith states firmly, citing herself as such an example. “When you find leaders and keep them engaged with projects that will allow them to grow, they become loyal. We have a lot of standout coworkers. If there is a superstar and three managers want him or her, first and foremost, we do what’s best for the co-worker.”
The Day To Day Smith wears many hats as a manager, ranging from setting strategy and closing out large projects to keeping her team members engaged and motivated. “You understand that it’s your team and your people that make you a success or a failure,” she observes. “As a manager, you always make sure folks are challenged and happy and that
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they want to fight for the team but that we also stay humble as a team.” Smith considers it useful to employ situational leadership in which she will step back and have another team member take the lead in a meeting. She is also quick to credit her team for her own success. “My team drives me daily, and I have a genuine love for what we as a company stand for. Our people get me excited. If I am closing a negotiation, I am thinking, ‘Wow, if we get this project, and there’s 250 co-workers on it, that’s 250 families we are providing for.’” she says. The company is committed to creating an Incident and Injury Free (IIF) workplace and encourages co-workers to become active participants in creating a safe environment. New-hire orientation, regular safety training, weekly toolbox talks, observation programs, period reviews and annual Safety Week participation are all part of the program to prevent incidents from occurring on jobsites.
“We want growth, we want to change the industry and we want to lead the industry – but it’s not about the numbers; it’s about everyone doing their job. How can we make installing concrete easier?” - Kerri Smith, Vice President and General Manager www.constructorsjournal.com
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“Safety is our culture, not a process or procedure. It’s a habit that we reinforce with procedures, processes and training programs. From the top down, we maintain a ‘your brother’s keeper’ mentality. As an industry we used to blame the person who got hurt. Now it’s ‘Nope, it’s not their fault, it’s our fault.’ There was something we could have done differently. Taking the ownership and responsibility have shifted how we deal with it,” Smith explains. The company is fortunate to have a well-developed network of longterm customers, subcontractors and suppliers.
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“We make sure our partners, subs and suppliers have similar values to our own. We have worked hard to build a name people recognize. On those occasions when the company works in unfamiliar territory, key leaders are purposeful in building relationships with the local work force. “We go out of our way to say ‘We’d love to work together and partner with you.’ A name that stands for doing the right thing, after 53 years this is still who we are and what we represent,” Smith says.
The Challenge of COVID-19 At a granular level, the pandemic has
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impacted the company in ways it has never experienced and prompted the company to consider exploring solutions it had not previously considered. “It challenges everything we stand for. It has an impact on the safety of our co-workers and their families. There’s the challenge of how to keep jobs safe and going, but it’s more than that. There’s also the challenge of understanding the mental-health aspect of it,” Smith explains. Still, out of fear, confusion and chaos
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has arisen the opportunity to talk about positive steps to be taken. “We talk about what is constant, and that is our attitude. How can we support you, not just with a paycheck, but also with kids being out of school and with family members who are really sick or passing away. People can’t travel, so how can we help them get to their families,” “Smith says. “I think we’ve been somewhat successful in looking at it holistically, and it’s not just ‘we have to keep the
North American Constructors Journal job site open.’ In a way this has brought people closer together. There’s more to life than just concrete. It’s been challenging, but it’s also given us a bit of a reality check,” she continues. Looking Forward As the top contractor in its specialty with a reputation for excellence to match, expect Baker Concrete’s success to continue through its next 50 years and beyond. Expect the company to continue to embrace opportunities big and small. Smith offers advice, to those considering the industry as a career path, especially women.
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“Be confident. I don’t know everything, but as long as I work hard it will happen. If someone says something bad about your team, remember there is an element of truth about everything, even a negative. There is a little truth you can learn from, so take the good and take the learning and throw everything else away because life is too short to dwell on anything like that,” she says. “In construction, there are so many rewarding career paths to explore. This is an industry that is going to be in demand for decades to come – it’s a good investment of your time because there is so much promise ahead,” she concludes.
COMPANY INFORMATION
Company Name: Baker Concrete Construction, Inc. Country: U.S. Industry: Construction Est: 1968 Premier Service: Specialty concrete construction contractor VP/GM Southeast Region: Kerri Smith Website: www.bakerconcrete.com
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Turner Brothers, LLC:
Seeking Ways To Build Better Turner Brothers, LLC has built an exceptional reputation within the concrete industry as a regional provider of turnkey solutions. Written by Kevin Doyle Produced by Stephen Marino
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ow in its 40th year of operation, Turner Brothers, LLC has built an exceptional reputation within the concrete industry as a regional provider of turnkey solutions for its clients across multiple sectors. “We stick to our roots – ever since our fathers opened the doors in 1981, we’ve operated our business with a genuine commitment to our industry. We are a family owned, relationship driven business that provides the highest quality concrete contracting services,” says Managing Partner Rob Turner. Headquartered in Middleboro, MA, the company provides expertise in Tilt-Up Construction, Structural Concrete, Post-Tension Decks and engineered Ductilecrete™ Slabs. The company serves the northeast market, and strives to be more than a commodity or a number on a sheet of paper. “We have to add value to every project, or we’re never going to achieve our corporate goals. Our responsibility to our customers is to build it faster, build it better, and make it less expensive,” explains Managing Partner Chris Turner. The company employs approximately 250 individuals, works primarily in the Greater
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Boston region, and maintains a satellite office in Portland, ME. The business owns and operates every piece of equipment they use, and is serviced by in-house mechanics. The company’s ability to separate from its competition is clear – Turner Brothers have created
“We have to add value to every p achieve our corporate goals. Our is to build it faster, build it bette - Managing Partn
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people, we wouldn’t be where we are today. They are the heart and soul of our operation and the motivation for us to improve as a company each day. As Turner Brothers grows there is more opportunity for our people. As we say around here, we all go up together.” Turner Brothers puts an emphasis on employee training and career development.
a unique culture that remains competitive while working cohesively toward one common goal. Everyone takes care of the company like it’s their own. Several individuals have been with the company for 20-25 years or more. Rob Turner says, “Without our
project, or we’re never going to r responsibility to our customers er, and make it less expensive.” ner Chris Turner
“It’s the obvious answer, but it’s true. Nobody who’s running a job site came in and started in that position right away. Everybody works their way up and having that approach has been a key for us,” Chris says. “Our employees have a career path with great benefits. They give it their all every day and we make sure they have the best equipment and technology to do their job. The only thing we can do differently [than others] is our people and our process.”
Showcase Projects 55 Wheeler Street: The company is currently involved with one of the largest single projects it has ever taken on, laying down 300,000sf of elevated posttensioned decks over three levels at a 526-unit apartment complex near the Alewife subway stop in Cambridge, MA. The project
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is being built to LEED Silver sustainability specifications. Cambridge Park Drive: This project, also in Cambridge, began in 2011 when Turner Brothers was awarded the first of four adjacent projects of more than 1,100 units. All told, Turner completed 100,000sf of precast parking garages and more than 240,000sf of varying thickness post-tensioned slabs.. Each project consisted of onsite parking, elevated courtyards with integral pools and amenities areas.
Safety Measures Turner Brothers is continuously conducting safety training as well
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as daily Job Safety Analysis on each site daily, to ensure each member gets home safely. “You just can’t have people getting hurt – it’s irresponsible if we don’t do everything we can to look out for our guys” Chris stresses. “There is constant communication from every laborer all the way up to Rob and I. Safety takes a lot of work so when we built a new office we dedicated a safety training area to it.” At the onset of the COVID-19 pandemic March of 2020, the company was determined not to be responsible for one of its workers transmitting the disease and already had a plan in place
North American Constructors Journal that included disinfecting tools, hand-washing stations, and hiring an individual whose job was to monitor masks, gloves and social distancing on all of its job sites.
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Rob says.
Day To Day
“We approached the health and safety/risks caused by the pandemic like we approach every other aspect of our operation: We armed our people with the best tools and technology to safely get the job done. In this case it was masks, gloves, hospital grade disinfectant, portable hand washing stations, hand sanitizer, digital thermometers, and a company wide policy implemented to ensure the safety of our employees and their families. ”
Chris and Rob are constantly looking ahead, discussing what challenges may arise. “The labor and manpower shortage is a problem but I also think part of it is trying to figure out a way to attract people because the way they did it 15-20 years ago no longer works. It’s a challenging business but I think it’s that way with any business. We’ve incorporated social media and other digital platforms to help onboard great talent. The results have proven this new approach to be successful.” Chris observes.
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North American Constructors Journal As the company grows, it has maintained a family feel. It hosts a pig roast each year, gives away turkeys for Thanksgiving and holds an annual Christmas party. It’s not unusual during the dog days of the summer to provide ice cream or have a Snow Cone truck roll up to a site. “We know the guys’ families, their wives and their girl friends. It’s just a way of letting everyone know that we care about them. We also give out gear to the guys and they’re proud to wear it on and off
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the jobsite,” Chris says. The company derives great benefit from its industry association memberships, including the Associated Builders and Contractors (ABC), the American Concrete Institute (ACI), the American Society of Concrete Contractors (ASCC), the Post-Tensioning Institute (PTI), and the Tilt-Up Construction Association (TCA). “It’s more than sending in a dues check. If you’re not going to go
North American Constructors Journal and be a participant, there’s no point in being involved. Each time you’re going to learn something new, and more importantly meet people with different perspectives,” Rob points out. “Maybe we get to share the hard lessons we learned so they don’t have to.” “We’ve developed a lot of relationships with other companies and we help each other out. Associations legitimize a company as well. If someone is spending the time and money to belong, [clients] know you care about the industry and it’s not just about how
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much money can I make on this job,” Chris adds. When it comes to subcontractors, the company prefers to work with like-minded family businesses. “We shake their hand and look them in the eye. It’s all about trust and loyalty,” Chris asserts. “We take care of the stake-holders, vendors, suppliers, everybody and if somebody doesn’t treat us and our people well, we won’t work with them anymore. Maybe that’s not the smartest thing from a dollar and cents focus but we don’t want to work like that” As for technology, the company is fully digital, has been paperless for a number of years and is always on the lookout for new systems that allow for the distribution of information as quickly and efficiently as possible. All foremen and crew leads use iPads. A suite of software – Tekla BIM, Trimble robotic total stations and Procore – enables the company to create and share 3D models packed with information and to manage and streamline project workflow while eliminating paper drawings altogether. Turner Brothers also uses Foundation for project and company accounting, ExakTime (a cloud-based time tracking tool)
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“We stick to our roots – ever since our fathers opened the doors in 1981, we’ve operated our business with a genuine commitment to our industry. - Managing Partner Rob Turner www.constructorsjournal.com
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Turner Brothers is a savvy company that stays ahead of its competitors by keeping its word and delivering top-shelf work while also refining its processes. It is working toward strengthening its presence in the Midwest as well as the Mid-Atlantic region. The key to continued success? “Stay the path, work hard and be patient. I still have to tell myself that all the time,” Chris Turner concludes.
COMPANY INFORMATION
Company Name: Turner Bothers, LLC Country: United States Industry: Construction Est: 1981 Premier Services: Expert provider of Tilt-Up Construction, Structural
(a cloud-based time tracking tool) ensures the employees all get paid for every minute that they are on the job, and they use On-Screen Takeoff integrated with Quick Bid for their estimating department.
Concrete, Post-Tension Decks, or an engineered Ductilecrete™ Slab. Managing Partners: Rob Turner, Chris Turner Website: www.turnerbrothers.com
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Specialized Carriers & Rigging Association:
Creating Harmony On The Road The SC&RA specializes in government and regulatory affairs while keeping members abreast of industry best practices and providing an array of educational products.
Written by Kevin Doyle Produced by Stephen Marino
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stablished in 1947 as part of the American Trucking Associations, the Specialized Carriers & Rigging Association (SC&RA) has grown into a global entity with more than 1,400 members in 46 nations. Of that number, all but 300 members are based in the United States and Canada. Located in Centreville, VA, the association specializes in government and regulatory affairs while keeping members abreast of industry best practices and providing an array of educational products. Association members operate across multiple sectors of the construction industry, such as oil and gas and renewable energy, machinery moving and erecting, industrial maintenance, millwrighting, crane and rigging operations, manufacturing, equipment rental and concrete pumping. The association holds four events a year. Due to the pandemic, it will hold its Specialized Transportation Symposium later than usual in Birmingham, AL July 13-15) and its Annual Conference in San Antonio, TX (Oct. 25-20). “I think the No. 1 reason we exist is to create an environment for our members to operate and make sure there are no overarching regulations or legislation that would stop their ability to operate or hinder them in some way. We look at the landscape, monitor
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it, find the issues in different parts of the country and stop them from snowballing into other states,” explains SC&RA CEO Joel Dandrea. “We monitor on the federal and state levels. It’s behind the scenes work that a lot of our members don’t see every day but it’s important for their ability to operate. We work closely with other associations as well. It’s the only way companies can get together to solve problems without anti-trust issues,” he adds. Chris Smith, Vice President of Transportation explained the SC&RA’s unique composition. “Approximately half of our members are crane and rigging companies and the other half are specialized carriers and some in the middle do both,” says Smith, an industry veteran of 20 years who previously worked for AASHTO. “The evolution has been rather dramatic in terms of the numerous harmonization initiatives beginning to catch on and grow throughout the country. Much of that has to do with our association’s extraordinary ability to network with state and province government officials,” he explained.
Operating In Harmony The association’s Uniform Permit Transport 2021 (UPT 2021) harmonization drive launched a couple
North American Constructors Journal of years ago advocates for minimum weight thresholds and automated permitting systems across all 50 states at the local and Federal levels. The Permit harmonization process allows permit applications to be analyzed and issued within seconds. “As an industry, we have been stuck in the previous century. It’s not Chris Smith
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uncommon for permits for routine size loads – 120k, 14 feet wide and high – taking a week or two to be processed and issued. Now 37 states can process, analyze and issue permits for that size in seconds,” Smith says. “Permit harmonization is huge – we have made it a priority. Hauling something from one town or city or state to another is very costly and Joel Dandrea
“The evolution has been rather dramatic in terms of the numerous harmonization initiatives beginning to catch on and grow throughout the country. Much of that has to do with our . . . ability to network with state and province government officials.” - Vice President Chris Smith www.constructorsjournal.com
North American Constructors Journal challenging. What we are trying to do for our members is to make their ability to do the job across state lines much more efficient,” Dandrea adds. Smith says the association succeeded in convincing the Federal DOT – which plays no role in the movement of oversized/overweight loads around the country – to take notice. The association’s App-based mapping system identifies barrier
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states that have not yet implemented harmonization procedures. “A great deal of credit for our success now has to do with the work of my predecessors Steven Todd and Doug Ball, and the fact we found great success with mapping. We can make the case from an economic development and safety, and time standpoint on why harmonizing is a win/win for state governments, our industry, and the public,” Smith says.
North American Constructors Journal Indeed, harmonization has led to a marked accuracy rate in permits issued. As more carriers buy more permits to run legally, state revenue increases and the roadways become safer in general. Smith points out the association’s comprehensive permit manual covers all 50 states as well as Canada’s provinces. “It allows members to map out trips and is valuable as a timesaver and for efficiency. That’s something we’re really proud of. If the company doesn’t pull the right permit they can get in serious trouble. It’s crucial to knowing what the laws are,” he stresses.
Some Challenges As with every other segment of the construction industry, SC&RA members struggle with workforce development. “Far and away, to the point of our being surprised, workforce development and labor shortages were identified as the No. 1 issue barrier for the industry,” Smith says. “The severe driver shortage is very real. In our industry shortages of welders, project managers, planners and even engineers are all an issue. We have implemented a few programs that we are proud of.” He calls Lift and Move USA a great
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example of workforce development. “Before COVID, our members would host Lift and Move events bringing in 500-700 local and regional high school and college age students. They rotate through from six to 12 stations where a professional is working with them. At least one-third of the stations are virtual reality and interactive, such as operating a crane or driving an oversized load,” Smith explains. “Videos show who our members are and the great work they do.” “There is a lot of money to be made in this industry for kids fresh out of school. There is a shortage of drivers on the Specialized Transport side because18-year-olds can’t get a CDL, so we are supporting legislation that would allow 18-year-olds to get their CDL since people in the industry are trending older because you need experience,” Smith says. SC&RA also pays close watch to penalties and fines levied by states against operators involved in accidents. Noting that perception is reality, Smith says “a growing number of state officials now believe, anecdotally or otherwise, that bridge hits caused by overweight loads with or without permits on or off route, and a slightly growing number of violations, are causing the state officials to reassess the penalty system and whether they choose to issue a permit or not.”
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North American Constructors Journal Smith says one state sought to hold back permits for six months from any carrier causing damage but the association intervened before the bill reached the Governor’s desk. Smith tracks bridge hits each day and says with confidence that 98 to 99 percent of such events involve non-association members. “We are confident and hopeful that folks will show discretion for those that do the job the right way. We are an association that is as committed, if not moreso than the state government themselves, in removing bad apple carriers from the road. All accidents can result in fatalities, property damage and otherwise but the potential for catastrophic events from an oversized/ overweight load can be 10 times that of a regular incident,” he states. “We are at the early stages of rising concerns among state governments about bridge hits and loads running without a permit. We are taking steps to get out in front of this before states are tempted to resolve an issue caused by a very small minority within an industry by creating new policy that impedes and punishes the greater industry that are doing things the right way while doing little or nothing to prevent bad apples from continuing to do business,” he adds.
Spreading The Word “Based on research we have done,
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the No. 1 reason people belong is for the networking. The events bring them together with their peers and competitors, allowing them to learn best practices and share experiences,” Dandrea says. “There are many opportunities to serve on committees and in leadership positions. This industry is really about relationships and part of our value is that we bring those opportunities to the members.” The Specialized Transportation Symposium attracts upwards of 500 attendees each year and is regarded as one of the premier global events of its kind. Leading specialized transportation professionals and government permitting officials to discuss permitting harmonization, safety, regulations, compliance and some of the industry’s most pressing topics. The Annual Conference offers industry standard best education sessions and premier speakers along with committee meetings, receptions and countless networking opportunities. “There is lots of opportunity for recognition. Our awards program is big and our Jobs of the Year are spectacular,” Dandrea says. The President’s Award, Environmental Award, Golden Achievement Award, Zero Accident Award, Crane Operator of the Year Award, Driver of the Year Award and Project Safety Award are
“
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“The No. 1 reason we exist is to create an environment for our members to operate and make sure there are no overarching regulations or legislation that would stop their ability to operate or hinder them in some way.” - CEO Joel Dandrea
also presented at the awards gala.
Down The Road
In addition to opening their membership to concrete pumpers, like Brundage Bone, the Association is turning its attention to attracting premier general contractors to become members. Among those who have joined is energy and Infrastructure giant Michels Corporation. Heavy and civil specialist Wright Brothers Construction is another. Meanwhile, Dandrea says the
association will continue to produce educational materials focused on best practices and is looking at the possibility of providing training programs. Finally, on the Crane & Rigging side, SC&RA will continue to work closely with the National Commission for the Certification of Crane Operators (NCCCO).
COMPANY INFORMATION
Company Name: Specialized Carriers & Rigging Association Country: United States Industry: Construction Est: 1947 Premier Services: Specializes in government and regulatory affairs while keeping members abreast of industry best practices. CEO: Joel Dandrea Website: www.scranet.org
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CoVerica:
Bringing Value To The Marketplace CoVerica of Dallas, TX has been named Independent Insurance Agents and Brokers of America (IIABA) Best Practices Award winner for seven consecutive years. Written by Kevin Doyle Produced by Stephen Marino
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North American Constructors Journal ounded as a generalized insurance agency by CEO Mike Sterlacci in 1983, CoVerica of Dallas, TX has worked tirelessly to build a sterling reputation for its accountability, an unfailing commitment to service and the ability to develop longlasting relationships with its clients. “In a nutshell, that’s what CoVerica represents,” says Executive Vice President Ron Thompson, who joined the company in 1996 and manages its Heavy Construction Unit. “We have good people here and great camaraderie. We always treat others the way we would to be treated ourselves and we’re always seeking ways to help our clients. We strive to make a difference in both peoples lives and the marketplace.” A closer look reveals the company’s name is actually an acronym for the values it has adhered to from the start: (C)ustomer #1, (O)pportunity, (V)alue, (E)ffective, (R)espect, (I)ntegrity, (C)ommunity, (A)ccountability. The company maintains three locations in Texas and Florida, serves businesses and families in 37 states, employs 115, partners with hundreds of carriers and amassed approximately $300 million in written premiums last year. As a
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committed community partner, CoVerica also supports an array of charitable initiatives. CoVerica’s 97.88% customer satisfaction rating ranks among the industry’s highest and the company has been named Independent Insurance Agents and Brokers of America (IIABA) Best Practices Award winner for seven consecutive years. Thompson earned recognition as a “Top 35 Producer” in the December 2020 edition of the Texas Construction Association newsletter for his expertise in securing higher premium discounts for construction clients. He teaches a company course “Cranenology” as it relates to coverage, risk management and claim scenarios for the crane and rigging industry. “Ron’s approach to risk mitigation and developing custom client insurance solutions is unrivaled in the industry and the benchmark of how we go to market as an agency,” John Sutter, CoVerica’s
“Pick the industry you real much training as you can in impressed when you know a lot of disconne - Ron Thompso
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Mike Sterlacci
President, said in a press release announcing the recognition.
Day To Day Operations Thompson notes that the company’s long-standing membership in the Specialty Crane
lly want to be in and get as n that industry . . . Clients are their operations and there’s ect if you don’t.” on, Executive VP
& Rigging Association (SC&RA) has been a key component of CoVerica’s success. “The networking is awesome. We attend the annual conventions and workshops and see members from across the country along with international members. As an advocacy group they represent our interests and meet with policymakers on increasing favorable regulations. They have webinars, workshops and educational tools. Being a broker, we try to grab as much of that information as we can and give it back to our
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Andy Bracken
clientele,” he explains. While Thompson’s mornings are spent studying the news of the day, catching up on emails, and conducting Zoom meetings with internal personnel, carriers and clients, his afternoons are varied. “The afternoon is always a new day and, first and foremost, it’s always the client that dictates our priority. Every day is different in regards to situations that come up and that we have to respond to in a timely fashion,” he says.
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As a specialty niche agency, Thompson says the company’s laser-focus is absolute whether it is working with current clients or pursuing prospective accounts. Thompson estimates he has personally handled more than 3,000 claims during his time with the company. “I always say ‘Whatever client you’re going after, you become one of them.’ Understand and educate your staff as much as you can about them. When I walk out to a crane and rigging account, I can pretty much tell you anything
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Rhonda Cox
about the insurance part, probably about the OSHA part and probably about the operator certification part. We really understand the business and what the industry does. And we know that [individual] business inside and out,” he stresses. The same approach holds true when working with service providing vendor-partners. “We make sure they understand our business, they understand the coverage, they understand the claims management, and they
understand the risk management,” Thompson says. “We interview partners and carriers to make sure they’re on board with what we’re doing. When we partner with someone, it’s a rigorous vetting process we go through to make sure they truly understand the process.”
Primary Challenges Increasing pressure on rates, especially in the commercial sector, caused primarily by larger jury awards – or nuclear verdicts – is a continuing area
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North American Constructors Journal of concern. “There has been pressure for three or four years now so we’re maybe looking at reduced capacity. The other issue is that we’re seeing larger jury awards and judgments in excess of $10 million and there’s been a 10-fold increase here in Texas in the last eight or nine years. So the size of judgments has resulted in increased rates and a hardening of the marketplaces,” Thompson says.
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its history and that pursuit of excellence will continue. The company is actively seeking to purchase small- to medium-sized agencies or books of business in Texas and the surrounding states. Additionally, Thompson notes that many of its clients have continued working through the C-19 pandemic and that the business has proven itself to be recessionproof, having emerged from the downturn of 2009-10 essentially unscathed.
Looking Forward CoVerica has established itself as an industry leader throughout
NO ONE LIKES INSURANCE, BUT THEY LIKE US “We have developed a great partnership over the years with CoVerica. Their dedication and knowledge of our industry is very important to us as it relates to coverages and risk management.” Craig Nash, Safety Director, Alamo Crane
INDUSTRY KNOWLEDGE RISK MANAGEMENT MARKET ACCESS
Visit us at coverica.com/cranes
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His advice to those at the start of their careers?“Pick the industry
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John Sutter
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North American Constructors Journal Mark Logsdon
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“We’re seeing larger jury awards and judgments in excess of $10 million . . . the size of judgments has resulted in increased rates and a hardening of the marketplaces.” - Ron Thompson, Executive VP
you really want to be in and get as much training as you can in that industry. If you want to be a Crane Insurance broker, get your crane insurance license, go to certification schools, attend classes, and attend webinars. Build up that resume as much as you can on the industry side and make selling the product a lot easier. Clients are impressed when you know their operations and there’s a lot of disconnect if you
don’t,” he concludes. It’s an approach that has served CoVerica well throughout its history.
COMPANY INFORMATION
Company Name: CoVerica Country: United States Industry: Insurance (Construction) Est: 1983 Premier Services: Provider of personal and commercial insurance products and risk management solutions. CEO: Mike Sterlacci President: John Sutter Website: www.coverica.com
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NationsBuilders Insurance Services:
Heavy Construction Insurance Specialists NationsBuilders Insurance Services has established itself as the premier insurance provider for construction equipment across the country in less than 20 years. Written by Kevin Doyle Produced by Stephen Marino
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North American Constructors Journal s a specialist in commercial insurance programs for crane and rigging, concrete pumping, and specialized transportation industries, NationsBuilders Insurance Services (NBIS) has established itself as the premier insurance provider for construction equipment across the country in less than 20 years.
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Bill Tepe
“One of our primary objectives as an insurance company is to provide the finest insurance coverage available while improving the risk profile of our policyholders. The changing safety, regulatory and technology landscapes give us opportunities to both educate and provide coverage,” says company President and CFO Bill Tepe. “And we’re constantly looking for new ways to provide our clients with options to manage their risk – not simply a one-size-fitsall product.” I like to say that the company that insures you doesn’t matter until all of the sudden it does,” he adds. In Tepe’s view, insurance is largely a commodity until a claim occurs – and then it very much matters which company is insuring you. If your insurer doesn’t know the ins and outs of your particular business and industry, how can they possibly know how to put together a solid defense on your
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behalf? And how can they possibly know which risk management tools you should be using? And to take it one step further, how could they possibly know how to defend you and your industry? NBIS was founded in 2002 as a provider of insurance for residential builders in California. NBIS expanded its portfolio in 2006 with the purchase of Special Risk Services (SRS), a nationally endorsed provider of insurance through the Specialized Carriers & Rigging Association (SC&RA). “The residential builder program
North American Constructors Journal eventually went away because larger markets dropped down into that space,” explains Executive Vice President Billy Smith, who has been with the company for 15 years and is its primary Crane and Rigging specialist. “Since then, NBIS has been fully committed to the crane and rigging, specialized transportation and concrete pumping industries.” The company maintains two main offices – headquarters in Atlanta and a Risk Management unit based in Baltimore. It employs
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approximately 75 individuals, is licensed in all 50 states, is the largest insurer of members of the Specialty Crane & Rigging Association (SC&RA) and is endorsed by the American Concrete Pump Association (ACPA). NBIS employs claims and risk management professionals who all work near major transportation hubs across the country, allowing them to move quickly and meet with clients in the event of a catastrophe. “We’re the largest insurer of
“We all want to see this company succeed. We may have different paths we’d like it to go down but every single person really has what’s in the company’s best interest at heart.” - Bill Hebron, Specialized Transportation Manager www.constructorsjournal.com
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SC&RA companies. That’s a relationship you develop through respect, integrity and commitment,” Smith notes.
and I have been there and done that. That’s where the respect is earned and why there is integrity of the program,” Smith says.
Leveraging Industry Expertise
“For me it’s ‘I was in your role and I understand, so what can we do to help you?’” Hebron offers. “For example, we’re working with a client now on camera installation. Those cameras are relatively expensive, so we’re looking at three cameras initially. We’re also working with our current insureds and looking at what we can provide and how we can navigate some of the new challenges facing
Program Managers Smith, Bill Hebron (who handles the company’s Specialized Transportation program), and Kyle Rask (who handles the Concrete Pumping Program) all began as operators in the field. “NBIS maintains retention with a lot of its partners because Bill, Kyle,
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North American Constructors Journal the transportation industry.” Since NBIS is a relatively small company, everyone wears multiple hats to provide clients with the best possible service – ranging from analysis of new customers for the Underwriting Department to collaborating on Risk Management and collecting and handling claims across all markets. The company’s affiliation with the SC&RA – the largest industry association for crane, rigging, and specialized transportation companies – has been invaluable.
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“We’re trying to move the industry forward in a better direction and membership allows us to do workshops and presentations. We’re able to talk to people about our products and services and we’re involved with everything from litigation to legislation,” Smith says. “We also sit on all the association committees of Safety and Training and governing bodies.”
Collaboration Yields Success Hebron believes the company’s collaborative culture is a key component of its success.
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“We look to partner with firms we believe are progressive and can move the needle forward but they have to be a credible vendor.” - Bill Smith, EVP Risk Management
Every single person really has what’s in the company’s best interests at heart. The relationships that we have internally, I have never had at any of my other jobs. We all have that mutual respect for each other and what we bring to the table,” he explains. The company has invested in technology from the start and has moved all of its platforms to the AWS cloud platform so employees
can work from anywhere. Its new RMSS portal provides user access to an array of tools to take proactive steps towards managing risk more effectively. As a Managing General Underwriter of Insurance, NBIS is able to quote, bind, and issue the policy as well as handle claims for their A rated insurance market partners. “We look at partners that will allow us to do the underwriting within a defined box but have the freedom of flexibility in doing so,” Smith says. “We look to partner with firms we believe are progressive and can work with us to move the needle forward.”
Building Solutions to Manage Risk Proud to Serve the Construction Industry At USI, our Heavy Equipment insurance specialists combine proprietary analytics, broad experience and national resources to create customized insurance and risk management programs including contract, claims, and litigation management strategies, to improve your total cost of risk. Let us show you how the right plan and the right partner can help protect your most valuable assets. USI Insurance Services Jeff Haynes, National Practice Leader 201 Alhambra Circle Coral Gables, FL 33134 786.454.2020 | www.usi.com
Property & Casualty | Employee Benefits | Surety
However, it’s an automatic dealbreaker if a prospective partner won’t allow NBIS to handle the claims, Smith says, “simply because we bring industry experts who were in the field to work with their programs and to advise on claims.” Rask believes the long-term relationships the company has with its customers go a long
©2020 USI Insurance Services. All rights reserved.
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North American Constructors Journal way toward closing the deal with vendor/partners.
An Experienced Team NBIS is extremely fortunate to have well-known industry experts, including Smith, Rask, and Hebron, on staff. Having started their careers as field operators, their ability to “talk the talk” and the depth of their combined knowledge has been an unquestionable asset to the company. Smith and Rask serve their industries as members of the ASME B30 Standards Committees – B30.5 – Mobile & Locomotive Cranes and B30.27 – Material Placement Systems, respectively. ASME B30 Standards Committees keep pace with advancements in technology, reflect the current state of industry practice, promote public safety, and are relevant in accordance with regulatory and market needs. Hebron is unabashed in his love of the trucking industry and says, “each job that I took groomed me to be where I am today.” Hebron’s work experience includes senior leadership positions with several U.S. and Canadian transportation companies. He has spent over 20 years in the transportation industry.
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The same is true for Smith, who went from field operator to union business agent to training director to crane safety specialist with the Federal Government before arriving at NBIS. “What I would say to anyone is that whatever you’re into and whatever you do, do it with passion. Love what you do and when you go to work every day, earn respect and have integrity. Everything I did in the past prepared me for where I am today,” he concludes.
COMPANY INFORMATION
Company Name: NationsBuilders Insurance Services Country: United States Industry: Insurance (Construction) Est: 2002 Premier Services: Specialized commercial insurer for crane and rigging, concrete pumping, and heavy haul vehicles. President/CFO: Bill Tepe Website: www.nbis.com
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TrueNorth Companies:
They’ve Got You Covered Top 50 agency TrueNorth Companies employs approximately 400 individuals with offices in Colorado, Illinois, Iowa, and Texas. Written by Kevin Doyle Produced by Stephen Marino
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stablished in 2001, privately held insurance broker TrueNorth Companies of Cedar Rapids, IA provides integrated risk and insurance solutions through specialists. “As TrueNorth has evolved, we have come to realize that regardless of the area of insurance, the key to a successful engagement is not only to structure the appropriate risk finance strategy, but to engage resources as a part of a formal plan to help the client to gain control of losses. Compression of cost of an insurance program will always be a factor, but the methodology to gain control is what sets TrueNorth apart, says Principal and Practice Leader Dan Cook, who oversees Transportation services. Named a Top 50 agency in September 2020, the company generated revenues of approximately $100M last year. It employs approximately 400 individuals with offices in four states – Colorado, Illinois, Iowa, and Texas. National account team members stationed from coast to coast provide a range of specialized capabilities and resources for clients. It joined the Blockchain In Transportation Alliance (BITA) in February 2018. The company’s Construction
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Specialty Group has been up and running for more than a decade and understands the intricacies of the construction industry. It is committed to working with clients to help them manage inherent risks while creating opportunities for improved outcomes. Additionally, the company offers employee benefits programs that include fully insured and selffunded health plans, short-term disability and long-term disability plans and retirement plans ranging from 401(k) to profit sharing, executive benefits and business succession plans. In order to determine the best plan for each client, TrueNorth’s specialists conduct discovery interviews to analyze risk and develop a timeline, encouraging client engagement and input as part of the process to tailor specific strategies while avoiding a “one size fits all” approach.
Day To Day When it comes to potential business partners, the company seeks out those with shared interests and values. “We look for like-minded organizations that are clientcentric and work to achieve winwin outcomes,” says Principal
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Jeff Sheetz, CIO; Bill Teubel, CFO; Jason Smith, President & CEO
and Practice Leader Stu Haker, who came to the company in 2005 and is a Certified Worker’s Compensation Advisor (CWCA). “Our platform is about integration and synergy. In many cases we leverage an open architecture’ service platform to provide the right solutions at the right time, for the right price. When we enter an engagement with shared interest and values the client experience reflects it.” Cook – a specialist in Mergers and Acquisitions who joined TrueNorth in 2013 with more than 30 years
of industry experience – explains the company’s approach is far removed from the industry norm of business owners seeking advice on how to reduce their costs from agents who are, first and foremost, salespeople that get paid more when premiums increase. “We think the opposite should be true. We help our clients’ transition from ‘buying insurance’ every year to a process of managing and financing risk, a C-Suite activity that is impactful on the future success of an enterprise. Buying insurance is a purchasing exercise
“We help our clients transition from ‘buying insurance’ every year to a process of managing and financing risk, a C-Suite activity that is impactful on the future success of an enterprise.” - Principal Dan Cook www.constructorsjournal.com
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that many times is considered to be a ‘necessary evil’. Personally, I get more energy focusing on strategies that help clients maximize their future,” he says. That “entrepreneurial spirit” is a key element of the company’s culture. Cook says the company is driven to achieve growth through innovation
and by providing a positive customer experience. “If we are solving problems for clients, we will realize success. Another is the desire for winwin outcomes. Whether in client relationships or with our colleagues, if we make decisions that lead to a win-win, it will have a
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www.MarshBerry.com / 800-426-2774
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Dan Cook
positive impact on our culture,” he adds. The company was named “Coolest Place to Work”, honoring companies that have created the most engaging and rewarding work environments; and chosen “Best Business Insurance”, reflective of its mission statement “to assist companies and people with protecting and maximizing assets, resources and opportunities” in the Corridor Business Journal’s “Best of the Corridor” issue in July 2020.
Meeting Challenges The ongoing COVID-19 pandemic has impacted insurers and their clients like never before. Companies are seeing their business interruption claims summarily denied or delayed for extended periods. “Insurers are finding themselves in courtrooms regarding the intent of the business income
language in the insurance forms. In addition, premium is down due to reductions in policyholder revenues and payroll. Some states have mandated carriers pay workers compensation benefits for COVID-19 illness claims regardless of proof that the virus was contracted at work. All these issues lead to poor returns for the carrier and increased premium and/or reduced capacity for the business owner,” Haker elaborates. According to Haker, increased cybercrime activity, severe weather-related losses and wildfires, and nuclear verdicts in the auto space have resulted in “nearly every line of coverage looking down the barrel of a rate increase in Q4 2020 and Q1 2021.”
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“We look for like-minded organizations that are client-centric and work to achieve win-win outcomes. Our platform is about integration and synergy.” - Principal Stu Haker
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Associates, Meeker-Magner, CSB Insurance Group, Rowles Hayes Carney (RHC), Gateway Insurance Services and Jewell Insurance. That trend seems likely to continue when a proper fit presents itself. Haker’s advice to a younger version of himself just starting in the industry sums up the company’s approach nicely: “Specialize in an industry. Understand your customer. Add value every day. Make a commitment to those things and you’ll have a wonderful career,” he concludes.
More recently, the company has been involved with helping clients and families navigate the FEMA claims process after the devastation from storms in the Midwest.
COMPANY INFORMATION
Company Name:
Looking Forward
TrueNorth Companies
TrueNorth has embraced innovation while establishing itself as an industry leader in just 20 years, stamping itself as the region’s go-to company.
Country: United States
Since 2010, the company has merged with or acquired companies such as Risser and Associates, Shifflet Insurance, Employer Planning Services, First MainStreet Insurance, RJ Lee and
integrated insurance solutions.
Industry: Insurance Est: 2001 Premier Services: Provider of
President/CEO: Jason Smith Website: www.truenorthcompanies.com
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ProSight Specialty Insurance:
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Providing The Perfect Fit ProSight Specialty Insurance tailors programs designed to address each client’s specific needs and challenges. Written by Kevin Doyle Produced by Stephen Marino
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North American Constructors Journal roSight Specialty Insurance of Morristown, NJ, sought to differentiate itself from its competition right from the start by providing every customer with a tailor-made program designed to address their specific needs and challenges. Twelve years later, the company continues to be an industry trendsetter. Cookie cutter quick fixes have never been part of the plan. “It’s exciting to work for a company where people don’t say ‘Why should I buy from you?’ but ask ‘How do I buy from you?’ It’s very unique to have that kind of reputation within the industry,” says Jake Morin, who has been with the company for eight years and handles a number of its construction programs. The company is focused on providing innovative services in 10 customer segments from five offices across the country. It employs approximately 350 individuals, surpassed $800 million in premiums for 2019, and is an active member of the Specialized Crane and Rigging Association (SC&RA). From the beginning, the founding members of ProSight saw a fundamental disconnect between
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insurance carriers and the clients they served. Not all businesses had the same amount of exposure and level of risk, so there had to be a paradigm shift in the provider/ consumer relationship. They built out ProSight by focusing on industry segments where they felt they could really make an impact, then hired industry experts in those areas. Their goal has always been the same: to help clients reduce risk and expand profitability. Day to Day Operations In his role as VP of Construction Programs, Jake Morin is responsible for profit and loss, third-party service, and enhanced coverage. “We will never enter a segment or get into a program that is something we can’t alter or change. When you look at Crane and Scaffolding there is so much coverage you can bring to that area. When we jump into an area, we have to make sure it becomes a ProSight differentiated space,” says Morin. Morin works closely with ProSight’s claims team, actuary team, and underwriters to get a real-time understanding of the risks and exposures their clients face at any moment. This big-picture overview allows him to direct his focus toward their unique challenges.
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If they have high increase or frequency in one particular area, he can help lead them down the right path to become compliant in all regulatory and statutory requirements. Morin says working for the company is about much more than working traditional insurance company roles. Since the company
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operates with minimal middle management, each individual is expected to function as a true entrepreneur within their individual space. “If you’re working at ProSight, then you are special because you fit through a very tiny keyhole. This is a 24-hour job. We live and breathe what we do and when
“We will never enter a segment or get into a program that is something we can’t alter or change … When we jump into an area we have to make sure it becomes a ProSight differentiated space.” - VP Construction Programs Jake Morin www.constructorsjournal.com
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you step on the floor you get that cultural feel. It’s nonstop—we get client project emails at midnight, 4 in the morning, 6 in the morning. We go above and beyond, caring and believing in what we do and that we’re holding the keys in what needs to be done for the company,” Morin elaborates. The company fosters this type of entrepreneurial spirit among its staff. They encourage out-ofthe-box thinking and challenge people to use their creativity to
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constantly improve the products and services they provide. It’s this drive to always do better for their customers and each other that lives at the core of the company’s values. Some even call it the backbone of their success. The company’s vendor/partners must share the same goals, core values, and passion for improving the industry as ProSight. An expert level of skill and service is an absolute requirement. “There are not a lot of handshake
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“I’ve had the opportunity to network and connect with others. Not every company is the same due to size, scope, or location. We know a Texas-based company faces far different challenges than a California-based company. We can design and provide products and services that will maximize profitability and reduce risk for all of them, depending on their circumstances,” Morin notes.
Addressing Primary Challenges Morin says the industry has faced more uncertainty during the past decade than at any time in its history “with regulatory bodies, OSHA, Federal Motor Carriers, all of which clearly define the duties of care for the clients we insure. It’s challenging to the industry to keep up with the pace.” deals. We trust and we verify. We want to make sure you are the expert within your space, which should make our relationship profitable for the both of us over time. As a company, we have to be connected with experts who are going to help us make a difference,” Morin stresses.
As a result, rates have gone through the roof and given rise to a level of unpredictability not seen in years. “We’re working extremely hard to provide our clients with the best service possible in a very challenging environment because we have a vested interest in their success,” Morin explains.
Morin can’t say enough good things about the company’s affiliation with the SC&RA and the benefits it provides for all its members.
He also notes that part of today’s challenges occur on the legal front, with a rise in new and aggressive tactics employed by plaintiff attorneys during
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REDUCE CONSTRUCT
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“We’re working extremely hard to provide our clients with the best service possible in a very challenging environment because we have a vested interest in their success.” - VP Construction Programs Jake Morin
third-party claim lawsuits.
Moving Forward
Given its reputation and problem-solving approach, continued growth at a measured pace seems certain for ProSight. They don’t accept the adage that ‘this is the way it’s always been done.’ They are always innovating with new tools and technology to diagnose the issues their clients may be having with an eye on the future. “We can pinpoint their pain points,” says Morin, adding that beginning “with the end in mind and [understanding] claims, litigation and risk management” is the road to building a successful company and career.
become more specialized. That’s why it’s been a great ride with this company.”
COMPANY INFORMATION
Company Name: ProSight Specialty Insurance. Country: United States Industry: Insurance (Construction) Est: 2009 Premier Services: Providing specialized insurance for specialty businesses.
“I’ve been in the industry for 20-plus years and at ProSight for eight of them,” Morin concludes. “You have to be focused in trying to find underserved industries and
President/CEO: Larry Hannon Website: www.prosightspecialty.com
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Helix Electric:
A Respected National Powerhouse Helix Electric provides a full range of electrical contracting solutions across multiple sectors from locations in Honolulu, San Diego, Los Angeles, Sacramento, Oakland, Reno, Las Vegas and Washington D.C. Written by Kevin Doyle Produced by Stephen Marino
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North American Constructors Journal elentless. Driven. Innovative. Each term accurately describes Helix Electric and accounts for the contractor’s unmatched success under the direction of President Boris Shekhter and President Victor Fuchs. “We stand apart in so many different ways,” Fuchs states. Engineering News Record ranks the company as a Top 10 Electrical Contractor. “Boris and I are both very hands on. We talk almost daily and try to make the right decisions for the company overall.” Helix, a non-union/merit shop, was established in 1985. The company maintains headquarters in San Diego under Shekhter, generates approximately $800 million annual revenue and employs more than 3,000 across the United States. Of that number, approximately 600 are employed by the Nevada operation under Fuchs’ direction. Helix offers pre-construction, BIM/ engineering, project management, design/build and prefabrication services across the full spectrum of sectors including commercial and retail, education, government and military, healthcare and biotech, hospitality and entertainment, industrial, multi-family, residential, renewable energy and transportation. What differentiates Helix from the competition?
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“We have a relentless drive to do better and to improve ourselves up and down the organization, whether it’s by going to classes (at Helix University), reading books or watching tech talks,” Shekhter notes. “I also credit our diversity. We are a company of immigrants from different parts of the world and the United States. We come from different genders, backgrounds and race. That isn’t as common as it should be in construction and we use that to our advantage. Our people truly are driven to excel at what they do,” he stresses. The company’s body of work speaks
North American Constructors Journal to that. Customer relations are Key Projects sacrosanct and Helix is committed to providing top-shelf solutions for every client. The company has won countless awards, including 28 Excellence in Construction Awards presented by the Associated Builders and Contractors (ABC), 7 National Eagle Awards presented by the ABC, and 15 Design-Build Institute of America Awards. It was also presented with the ABC’s National Safety Award, presented at the association’s annual convention in March. “We have a lot of talented people who work very hard; it is not just two people or management. It is the talent we have that makes us successful. We’ve invested in some very capable people to make sure we meet the needs of our clients,” Fuchs explains. “We can’t give excuses to our customers – they hired us to make all their issues go away. We meet with them numerous times throughout projects to make sure we are meeting all of their needs,” he adds. There is perhaps no better example of the company’s commitment than the work it has done for UCLA, where it has been the contractor of choice for the past 20 years.
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Meow Wolf in Las Vegas: The Meow Wolf exhibition will feature a 40,000 square foot immersive, high-tech art experience with unique, independently owned walk-through exhibits keyed to the surrounding beauty of the Mojave Desert and the Las Vegas lifestyle. The Meow Wolf artists will provide exhibits that will amaze with beauty and bring wonder to those willing to explore. P440 Air Wing Training Facility in Fallon: This 25,500 square foot facility will support desk-style aircraft simulators, Virtual Aegis Combat simulators, F-35 Mission Rehearsal Trainers, unmanned aerial system simulators, E-2D simulators and support spaces. Park Lane Apartments in Reno: Lyon Homes and Reno Land development are working together on this master planned community that sits on 46 acres in the Reno area. It is being developed in phases, including Park
“ I like the chase, I like to win work, and I like to shake hands with a happy client knowing that we solved their problem.” - President Boris Shekhter www.constructorsjournal.com
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Lane Wrap 1-A, a 361,800 square foot, 5-story building of 282 apartments, wrapping around a 127,500 square foot parking garage. Park Lane 4-A, 4-B and 4-C will consist of three buildings totaling 272,600 square feet housing a fitness center, leasing areas, pool and roof-top amenity deck. Phase 3 includes 370 high-end apartments, rooftop bars, and retail and restaurants located on the first floor. Expo at World Market Center in Las Vegas: This 335,400 square foot exhibit facility, set to open in the Summer of 2020, is the new location for temporary gift and home décor exhibits that can accommodate up to 1000 exhibit booths. It is also available for non-Market trade shows, corporate events and banquets. Fannie Mae Office Building: Helix, in conjunction with Clark Construction, has started work on the Fannie Mae office project in Reston, VA. “It’s a large core and shell with two towers of 20 stories and 28 stories. It’s giant,” Shekhter describes. It is part of the 27-acre Reston Gateway build out projected to add 200,000 square feet of retail space and 1.8 million square feet of office space. San Diego Airport: A joint venture with Turner Construction, PCL and Flatiron will transform the 470,000sf three-story Terminal 2 at San Diego County Regional Airport Authority into the first LEED Platinum certified airport
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terminal in the world. The project will add 10 new gates, a dual-level roadway, enhanced curbside check-in, a ticketing lobby, additional security screening lanes, baggage handling, seating areas, concessions and support space. Helix is also upgrading the airport’s 12 kV service and distribution systems, including construction of a new standalone concrete switchgear building. Pier 70 San Francisco: Regarded
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as the most well-preserved 19th century industrial complex west of the Mississippi, Pier 70 was home to Union Iron Works and Bethlehem shipbuilding during both World Wars. The current project includes rehabilitation of approximately 227,800 square feet of space in three buildings.
has the largest reusable energy capacity in the world. “Everyone is talking about solar – we store it and deploy it at night,” Shekhter says. “We are proud of our ability to do repeat business. This is just another project for them and we get our work based on our past performance.”
AES Lawaii: The 28MW solar project for Kawaii also has battery storage of 100 MW hours of electricity. Kawaii
Great Wolf-Disney: Helix is working with Turner Construction on its second Great Wolf resort facility that
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North American Constructors Journal will include 603 rooms, a three-acre indoor/outdoor water park, 30,000 square feet of conference space and 18,000 square feet of retail and dining. Fort Shafter Data Center: This project with Watts Constructors in Oahu, Hawaii involves construction of a sixstory, 88,237-square foot administrative and special use facility for Phase 2 and Phase 3 Main Operations such as Safety, Operational Protection Directorate (OPD), Operations and Plans/Civil Affairs. UCLA: Helix is currently working with PCL on the $80 million Weyburn Terrace Graduate Student Housing project. “We are proud of our relationship with PCL and with UC points out.
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Through the years, Helix has also performed work on UCLA’s Teraski Life Sciences Building, Ronald Reagan Medical Center, Pauley Pavilion, Luskin Conference and Guest Center, Wasserman Football Performance Center and Jules Stein Seismic Correction and Program Improvements. with UCLA. The whole program is 5,400 beds – that’s pretty serious,” Shekhter points out. Tesla Gigafactory in Reno: Helix recently completed its work on this manufacturing facility. The lithiumion battery and electric vehicle subassembly factory owned and operated by Tesla, Inc. supplies battery packs for its electric vehicles and stationary storage systems.
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mandatory for their employment? Do we think that’s fair? It’s really unfortunate that these things exist. They drive up costs and they are certainly controlling the majority of the work force,” notes Shekhter.
Talent Retention
In order to offset a work force that is aging out, the company utilizes its Helix University platform to groom new talent and prefers to promote from within. Helix invested $1.25M in education last year company-wide and expects that financial outlay to grow to $1.5M in 2019.
Helix faces many of the same challenges as contractors across the country along with some unique to California where the adverse impact of the state’s PLA Plan requires workers to join a union in order to work when 85 percent prefer non-union status. “As a society, do we think it is just and fair to cut out 85 percent of a work force, or to make being in a union
“Finding quality construction labor is a challenge. We have invested into developing our talent internally. You can outsource but if you hire and
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North American Constructors Journal develop internally you can get the people that are loyal and dedicated to the company. We are active in bringing in students from community colleges and high schools and putting them through boot camp,” says Fuchs. “Helix University is huge for us. We brought in a new director of talent and development and she is going to add to our talent pipeline. First, we get our guys into a starting role and then a lead role and then provide them a chance to run a job. In the office we recruit PE to PM training – the staff needs to train and buildfrom within,” Shekhter asserts. The company is also working with prisons to provide inmates with training. “We’re offering a second
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chance. We bring them on and put them to work, assuming they satisfy our needs,” Fuchs says. The company’s six-month STP program ensures that all Superintendents and Foremen receive proper training. “We just don’t stick them on the job site and hope they can swim. We make sure they have the proper tools and training,” Fuchs explains.
Day to Day Shekhter operates an open office and cites being available to customers, calling clients, or for assisting teammates as a key element in his role as a leader. “Part of coaching is being available
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and the first step is developing trust. We want to be out there with the staff, mixing it up with the folks,” he says. “I’m very lucky that I work in a business that creates very good middle-class jobs and I’m very proud to be in the business we’re in. We’re working a trade and making a living for our families. It’s cool to be able to say that today in the United States because you don’t have that so much anymore.” Fuchs says ensuring that the company adheres to its core values on each and every job is of the utmost importance. “You have one shot at doing a great job and we spend a lot of time making sure we get it right,” he emphasizes. “We also do a lot of charitable work and give back. We have two charity golf tournaments a year in Nevada and the employees chose the charities and foundations we contribute to.” Sub-contractors are thoroughly scrutinized before Helix brings them on board.
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“Once they and their suppliers are hired by us, they are part of the team and need to act as part of Helix,” Fuchs says. The company invests heavily in technology, evaluating the latest iterations to determine if they meet company needs. Every project is surveyed and reviewed on multiple occasions from concept to completion to guarantee customer
“
We stand apart in so many
different ways. Boris and I are both very hands on. We talk
almost daily and try to make the right decisions for the company overall.
- President Victor Fuchs
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satisfaction. Fuchs reads and evaluates each and every review.
that is important to the development of future talent.”
“We need to make sure we provide what we say we will. I don’t want to be confronted by a customer who says ‘You told us you would do this’ and find out we didn’t do it. We have to make sure we are meeting their needs,” he stresses.
Safety Protocol
The company derives benefits from its memberships in ABC and AGC and implements advice from both. “Both memberships provide a voice within the industry and help to make sure statutes and decisions are done in a way that benefits the industry,” Fuchs says. “Both have active lobbyists; ABC also has an apprenticeship program
Shekhter regards safety as a moral and ethical responsibility and the company’s safety measures are top of mind around the clock. Safety meetings and audits are part and parcel of daily operations, designed to identify and prevent unsafe acts before they occur. “We invest tons of money into safety and take it very seriously. We talk not only about lagging indicators, which is what happened, but also about leading indicators. That’s a very big goal of ours, to prevent unsafe acts before they happen. Our record has gotten better and better the last two-three years. Hurting one person a year is one too many,” he says. The company has full-time Safety Directors in each region and a staff of safety officers is charged with developing and enforcing the company’s zero tolerance mandates. Shekhter and Fuchs sit on the Executive Safety Committee that meets monthly and drives initiatives down through Supervisors and Project Managers to the work force to insure the company is not compromised in any way. Safety Saturday awareness classes are held across all regions twice a year. All supervisory and management staff are required to
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North American Constructors Journal obtain OSHA 30-hour construction training. Since 1999 the company has won the ABC’s prestigious Platinum STEP Award 17 times. It has garnered five California/OSHA Golden Gate Recognition Awards since 2010 and earned the State of Nevada Safety Consultation Training Section’s Safety and Health Achievement Recognition Program Award in 2017.
Looking Forward Under the continued guidance of Shekhter and Fuchs, Helix can expect continued measured growth from Hawaii to Washington DC and beyond thanks to its growing international reputation. “Once you are at the top you have responsibility to maintain that reputation. You need to own it and be responsible for owning it. We don’t have a choice. Sometimes we interview with [potential clients] and they ask us questions and it’s just mind-boggling to me because they say ‘Will you do this and I almost want to say who won’t?’,” Fuchs says. “Our success is driven from the top down and the bottom up and our employees feel involved in the overall growth and success of the business,” Shekhter says. “Victor often goes to dinner with employees to learn about what is going on in the company so
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they feel involved in the overall growth and success of the business. Some of our best ideas are coming from the front line workers.” Shekhter aims to ensure every employee is vested in the company’s success. “We want to make sure every job is a successful job so that people want to be part of the team. Watching folks rise up and be successful in the organization is really fun for me. I like the chase, I like to win work, and I like to shake hands with a happy client knowing that we solved their problem,” Shekhter concludes.
COMPANY INFORMATION
Company Name: Helix Electric Country: United States Industry: Construction Est: 1985 Premier Service: Electrical Contractor President: Boris Sheketer / Victor Fuchs Website: www.helixelectric.com
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Pro-Vision® Video Systems:
Keeping A Close Watch
Pro-Vision® Video Systems of Byron Center, MI has established itself as a leading global provider of video technology systems for countless organizations Written by Kevin Doyle Produced by Stephen Marino
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North American Constructors Journal ounded in 2003 in Byron Center, MI, Pro-Vision® Video Systems has established itself as a leading global provider of video technology systems for countless organizations in more than 50 countries in less than two decades. Martin Schena, Vice President of Sales, explains the company was originally known as Truck Vision, started by a couple that also owned a waste-hauling business and developed a rear vision camera system to protect against accidents while backing up. “Big trucks, big blind spots and the stats haven’t changed that much through the years. The vast majority of accidents occur during the two miles a year people drive while backing up,” Schena says. “That (rear vision system) ultimately evolved into a system with side cameras for lane changes. We were on our way into recording systems, which we actually began using in school buses. We learned how to do constant recording in the heat, the cold, the dirt and the wet.” The company is privately held and was acquired by Boston-based JMC Capital Partners in September 2019. It employs approximately 100 individuals who service national and international clients across
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“Making sure we have p market, that we’re working understanding the require investments to execu - Michael Finn
multiple verticals. In August 2020, Pro-Vision purchased Zone Defense, a provider of observation systems. This extended the US market position for commercial solutions and provided a presence in the Canada market. Though with the company for only 16 months, President Michael Finn Martin Schena
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proper solutions to the g toward where it’s going, ements, and making the ute now is crucial.” n, President says how it differentiates itself from competitors is obvious. “We make sure our internal processes and people are meeting the objectives we’ve set out and that we have the right people doing the right things,” he observes. “And then there is the external view of how is the
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market trending, do we have the right products now and do we have the right product roadmap for later? Making sure we have proper solutions to the market now, that we’re working toward where it’s going, understanding the requirements, and making the investments to execute now is crucial.”
Daily Operations The company maintains a laser focus on providing both short- and long-term value for clients across all of its verticals. “We look for people that are committed to doing that, people that are innovative and people who question what is and wonder what could be. It’s not a very large company but everyone here has ideas and we encourage them,” Finn says. “Perhaps we can’t do everything every customer wants right now but we can listen and stay focused on their values. We’re not just meeting them now but meeting them in the future and I think our people demonstrate that.” The company constantly works toward upgrading and enhancing its product line with the goal of easing implementation and use for the client. For example, its Enhanced Connectivity Bundle
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North American Constructors Journal (ECB) software transfer system allows hands-free transmission of video from a vehicle, bus or truck onto a cloud-based system for either live look-ins or for client access and review at a later time. “Take a school district that has 150 buses in five locations coming in from different places at different times and all have their own routes. On each of those buses is an SD card that actually houses the video and allows hands-free access. It’s an improvement over previous transfer software, (especially) with the ability to look in live and have an assessment of the entire fleets,” Finn asserts.
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One of the latest industry trends is video telematics that incorporates video that allows clients to more easily monitor and optimize their fleets. Finn spent 15 years in telematics before coming to Pro-Vision. “Where is everybody, when will they arrive, what’s the optimal way to pick up this road, what’s the optimal way to respond to this accident and what’s the optimal way for supply chain updates? What’s the health of the vehicle, status of the driver, how many hours has the driver logged. We’ve worked on making it easier to import our video into our clients’ systems,” Finn explains.
North American Constructors Journal A proprietary Pro-Vision system is not necessary for clients to view their video. “It can be consumed by other user interfaces and allows for one-stop shopping. It’s a more manageable, easy experience,” Finn points out. In his capacity Schena is acutely aware of customer needs, expectations and ways to improve and grow. “Larger customers are going through a discovery phase. They’re becoming aware of their ability to be better at what they do and what they can implement in the field without breaking the bank. That’s not exclusive to
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construction. It covers anybody who has a big truck going down. They have a big liability and big issues so that’s where we spend our time,” Schena says. Communications Manager Greg Buckner handles press releases and announcements as well as providing CRM management and sales support. “I attend trade shows and spend a lot of time talking to people about their pain points and the things that they’re looking for in their products,” he says. “Greg and I have the luxury of constant customer interactions. That allows us to take real-world feedback and apply it to new strategy for new product launches as well as development and evolutions of products we’re already offering. It gives us pretty good finger on the pulse of what’s already happening so we can stay on the cutting edge of what we need to do,” Schena adds. The company maintains longstanding relationships in a fully formed network of vendor/ partners that have been trained by Pro-Vision and are able to service clients in the same manner as if they were the company’s own employees. It seeks like-minded companies
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North American Constructors Journal on those occasions a new partner is brought aboard. The company also works with Original Equipment Manufacturers (OEMs), select outfitters and dealers. “We want to align ourselves with stable businesses looking for a winwin. At the end of the day it’s about the end user being more effective and safer. We need to vet that individual out and find out what they’ve done in their past. As the manufacturer, our name is on the product,” Schena asserts. “Everybody knows what the products are but understanding how they work with a system and work internally with other things, the more successful they’re going to be.”
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observing and assisting to recording and almost advising about everything from traditional casualty avoidance on your vehicle to recording in a 360-degree fashion, as well as recording internally on the driver and understanding the whole environment,” Finn says. The controlled chaos of a construction site can be uniquely challenging. “There are so many different moving parts in a construction zone – people, the vehicles themselves, things that are coming and going, service vehicles, the excavators. It’s a very complex environment interacting with one another,” Finn says.
Addressing Multiple Challenges With insurance costs climbing steadily these past few years, how best to minimize that upward pressure is a constant concern and challenge.
Finn thinks the use of video process analysis can reduce accident and casualty loss, driving down client casualty experience and resultant insurance expenses.
“That’s really been a driving force in how our company has evolved. We went basically from
While the crippling impact of the COVID pandemic may finally be lessening, full recovery across all
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“I spend a lot of time talking to people about their pain points and the things that they’re looking for in their products.” - Greg Buckner, Communications Manager www.constructorsjournal.com
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North American Constructors Journal industries will take time. “Protocols such as screening before people actually enter the building are in place. We were declared essential by several customers we supply, so we were able to stay in business,” Finn says.
Looking Forward This is a smart company that has earned its reputation as an industry leader in fewer than 20 years. It enjoys 40 percent annual growth and ranks in the top 0.1 percent of top performing businesses. It has also earned a spot on the Deloitte Technology Fast 500™ list of the fastest growing technology companies in North America. Continued learning and the drive to succeed never stops. Asked what piece of advice they might offer a younger version of themselves, the interviewees provided some thought-provoking responses. Buckner, who began his career as a journalist, jumped right into his position. “I said I can write about anything, but the first day here I got a crash course and learned I might not know as much as I think. So educate yourself, look at the people you serve and understand their pain points,” he says.
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“Always understand why someone values you, or doesn’t. Learn from that and build upon it,” Finn adds. In the final analysis, this company is only just getting started. “Our story will be a growth story going forward. It may be one of traditional acquisitions of assets or companies as well as a strong focus on organic growth but it will be about growth,” Finn concludes.
COMPANY INFORMATION
Company Name: Pro-Vision® Video Systems Country: United States Industry: Construction, Transit, Law Enforcement, Commercial Est: 2003 Premier Services: Provider of vehicle video recording systems, body-worn cameras, data management and cloud-based storage solutions. President: Michael Finn Website: www.provisionusa.com
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Daman Products:
Customer Satisfaction Guaranteed Daman Products of Mishawaka, IN is a premier designer and manufacturer of standard and customized hydraulic valve manifolds. Written by Kevin Doyle Produced by Stephen Marino
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ow in its 45th year of operation, Daman Products of Mishawaka, IN has evolved and expanded into a premier designer and manufacturer of both standard and customized hydraulic valve manifolds for use across a wide array of industries. Company founder Jack Davis, the father of current CEO Larry Davis, recognized the need for across-the-board improvement ranging from better workmanship to customer service and set out to build something better. “My father was in the industry on the receiving end and was aware of the poor quality of some products and of products not being delivered on time. That impacted his ability to serve his customers,” Davis explains. “He took that experience and, when he started Daman, drilled into all of us that we needed to keep our promises, that product quality had to be awesome and that we needed to deliver what we said we would when we said we would.” That straightforward philosophy remains the root system of this designer and manufacturer of standard and custom hydraulic valve manifolds for industrial and mobile applications.
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The company now generates $25 million annual revenue; employs 150, including designers and quotation specialists that assist in streamlining their customers’ projects; maintains a standing inventory of more than two million manifolds ready to ship as needed; and works with a base of 500 fluid power distributors across North America to provide unmatched supply chain solutions. The company services 17 distinct industry segments and enjoyed a record year in 2019 before the COVID pandemic brought the world to its knees in March 2020. “We’ll get back there – we’re optimistic for 2022 and beyond and whatever the new normal looks like,” stresses Davis, adding
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that unmatched customer service sets the company apart from competitors. “We treat our customers like we’d like to be treated. It’s understood throughout the company, whether you’re on a machine or in customer service or out selling products, that helping customers to become successful is the single most important thing we can do as a company,” he asserts.
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Day To Day The company’s structural set-up is somewhat different than most and about as flat as they come. Thirteen mostly autonomous teams work under President Dave Mischler, each with its own team leader and sphere of expertise. “They function like their own company. They know what they have to do, they have the ability to get the resources that they need,
“It’s understood throughout the company, whether you’re on a machine or in customer service or out selling products, that helping customers to become successful is the single most important thing we can do as a company.” - CEO Larry Davis www.constructorsjournal.com
North American Constructors Journal and they are accountable for their team’s performance,” Mischler explains. “My role is making sure we’re pointed in the right direction to meet our operational goals and our financial goals and to help team leaders manage through the stress points,” he continues. “It’s a different type of presidential role and it only works because of our really exceptional leadership team.” Gordon Weiler – who has been with the company for 34 years and climbed the ladder to his current duties as Vice President of Sales and Marketing Coordinator – notes the company has added
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Assembled Manifold Valve Products (AMVP) to its service offerings, continues to enhance its robust web site, and follows every RFQ through the pipeline to conclusion, whether won or lost. “We’re constantly trying to innovate the customer experience, to do more than just build the manifold. Because of our Supply Chain expertise, our customers are asking us to do more and more within the Supply Chain. We’re developing relationships with valve manufacturers and taking care of the sourcing of the hardware, assembling and testing that within the manifold. We need to brand and develop that into a meaningful message for the market,” he explains. “We have some very large distributors that have the capability of assembly in house but they trust us to take care of their customers. We’re focused in on trying to move the product along and taking the cost out,” Davis adds. Interestingly, Davis dis-engaged from the company for about four years and, upon his return, found the same spirit to succeed remained in place. “That is the mark of a company that fully embraces a culture that is focused on the right things,” he observes.
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Multiple client testimonial videos posted on the web site all underscore the company’s commitment to product excellence and its willingness to address and remedy problems immediately. “I cannot begin to express how impressed I am with your, and all of Daman’s, response to this problem. We have received the corrected manifolds back, and are in the process of assembling and testing them now. Due to your team’s action, and professional attitude, you have earned my business,” says Bob Schriewer of Hydradyne LLC
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“We appreciate Daman’s integrity. That is absolutely essential in a marketplace where multiple distributors call on the same account and yet we all have access to your product. Thank for being one of our most valued and trusted suppliers,” notes Mike McVay of Cross Fluid Power. When it comes to vendor and sub-contractor relations, Mischler says each team insures they are like-minded with shared values and the ability to do the job required of them. “It’s about their service and their ability to take care of our needs
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“My role is making sure we’re pointed in the right direction to meet our operational goals and our financial goals and to help team leaders manage through the stress points.” - President Dave Mischler
first and foremost. We’re willing to pay a little bit more than most to maintain that,” he says.
Meeting Challenges With a workforce that needed to be on site, developing, implementing and managing COVID protocols has been nothing short of a nightmare. “From the labor side we’ve seen
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business tick back up but nowhere near where it was before COVID. Every day there is a new challenge relative to people who can’t come to work, That’s our biggest labor challenge right now – just having the bodies to work for us,” Mischler says. Weiler adds that the company’s preferred way of doing business face-to-face has also suffered.
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trusted product. “If you don’t have a good product you’re toast. It’s everything from how quickly we answer the phone, to how effectively we give answers, to how easy it is to return products. All those things come into play but can’t happen if you don’t create a culture that wants to be better than it was today. Immerse yourself in the industry and listen to the things your customers aren’t saying. And track your competitors but don’t base what you’re going to do on what they’re doing. You’ll never blow them away if you’re simply keeping pace with them,” Davis concludes “No question it impacts our ability to build relationships, so we’ve already reduced our customerfacing sales force by one-third. We had to find better, smarter ways to communicate,” says.
Looking Ahead This company has shown itself to be adaptable and resilient with a management style that relies on the principles of Lean Manufacturing. Once some semblance of normalcy returns to everyday life, expect continuous improvement and purposeful growth. Davis says success goes well beyond having a proven and
COMPANY INFORMATION
Company Name: Daman Products Country: United States Industry: Manufacturing for multiple industry segments Est: 1976 Premier Services: Design and manufacture of standard and custom hydraulic valve manifolds for industrial and mobile applications. President: Dave Mischler CEO: Larry Davis Website: www.daman.com
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APM:
Delivering Excellence
Established in 1976 as a wholly-owned affiliate of General Electric’s Power Generation Services business, APM headquartered in Pasadena, TX provides maintenance and construction solutions around the world. Written by Kevin Doyle Produced by Stephen Marino
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North American Constructors Journal stablished in 1976 as a whollyowned affiliate within General Electric’s Power business, APM headquartered in Pasadena, TX provides maintenance and construction solutions to industries and utilities around the world. The company under the direction of CEO, Jake Locklear, and Chief Operations Director, Dan Reinhardt, provides multiple turnkey solutions across the industry. APM plans, executes, and manages various aspects of industrial and process construction projects including EPC, estimating, planning, project management, industrial installation, general construction, consulting, construction management, commercial support, building erection, process piping installation, and foundations. Nimble and versatile, APM shines and takes great pride in its ability to tailor and match product requirements to the specific needs of each client across a wide array of sectors. Following GE’s acquisition of legacy Alstom, the APM company acquired a U.S. boiler business in 2016 and began taking over management responsibility of a Canada boiler business in 2018. “We don’t want to be a single craft business; we want to be a multi craft turnkey solution with relationships to many trades to meet any need as a turnkey partner to power customers.
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It made sense to bring the companies together – we need one standard for the business not one for boiler and another for turbine. We needed a consistent unified expectation to perform any need for our customers – no matter what technology or craft we are deploying,” says Locklear. As Reinhardt explains, “our number one customer (GE) is also our shareholder. That makes us unique as we are measured by our ability to be good stewards of our projects and of the business.” He estimates approximately 8,000
North American Constructors Journal APM craftsmen will be on site at GE projects around the world this year, pushing $400 million in revenue. What separates APM from others in its field? “What differs is our professional integrity and the fact we do not compromise. It would be easy when we are resource strapped to grab someone who is not trained properly but we won’t compromise the job or the business. We will not do a job if we don’t have the people. We do not compromise the APM way. Our people take pride that we don’t sell out and
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that we are honest with the customer,” Reinhardt notes.
Building an Invested Workforce Locklear stresses the company’s commitment to promoting a collaborative approach involving every employee. “Our number one advantage is our Superintendents and craftsmen who deliver; without them we are nothing,” he says. “We have core values of safety, quality, and integrity and partnerships with our labor organizations. We see
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The company’s Leadership Development Center in Pasadena, TX boasts 80,000sf of classrooms and an industrial mock up deck with hands-on training to identify and develop key leaders. “It is a mix of things designed to help the Superintendent and his team become the best they can be and deliver for the customer,” Locklear says. Reinhardt stresses the field teams are
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instructed to act like an owner, that their assets are theirs to run and to grow. “We feel that by running an open and transparent business the byproduct is that our field resources feel like an owner. What we have done in the field is we have total buy-in with what they do on a day-to-day basis. Our job is to build the model and get it to the Superintendents who use the model every day,” he explains. “They are stakeholders, and what they do on a day-to-day basis impacts the business. It’s key to communicate with your employees and to bring them in as part of the solution. It’s amazing what they can come up with in the
North American Constructors Journal field. They like that they’re part of it, so I push ideas downhill to see what they keep coming up with,” Reinhardt elaborates.
Day-to-Day As is the case across every sector of the construction industry, APM grapples with an aging workforce and a lack of skilled replacements with an approach that differs from others in the same predicament. “Yes it is a challenge, but I think the challenge is we need to better advocate the need and value of a skilled trade. We need more skilled crafts here in the U.S., and it is a job
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“We feel that by running an open and transparent business … our
field resources feel like an owner. What we have done in the field
is we have total buy-in with what they do on a day-to-day basis.
Our job is to build and model and
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people respect and value,” Locklear says. Which goes back to APM’s concerted effort to develop an invested workforce. “The best companies are the ones that don’t have talent shortages because people just want to work there and be a part of the culture. People want to be where they feel like they are part of the culture, where they feel like they make a difference and are part of an overall great experience,” Reinhardt explains. “You are a stakeholder and you have a say. We provide an experience and dynamic that people value.” The company maintains strict focus on safety. “Everyone knows the playbook on staying safe we are all running the same plays. . The focus has to be more on being intentional and mindful on safety, executing your safety disciplines each and every task, and not compromising when it gets tough. That’s when you identify where your true values are,” Locklear observes. Reinhardt adds APM holds toolbox talks and empowers the STOP program at jobsites. Additionally, APM uses a daily safety discipline in which every employee is expected to identify their top three risks for the task at hand and make three personal commitments to mitigate the risks.
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Employees are expected to share their commitments and reflections with each other for accountability and shared learning. It not only keeps us safe, but it builds an interactive workforce where people get to know each other and want to build each other up. “You need to fall back on your core values and training to do things the right way. I would rather have an argument about a missed schedule than tell a wife her husband is in the hospital tonight. I’ll have that argument every single time gladly,” he stresses.
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Reinhardt and Locklear both have extensive football background and Reinhardt describes their roles in the sport’s lexicon. “In my mind, Jake is the head coach; he’s Belichick and I’m the offensive and defensive coordinator. I am there to support and coach folks in the operations group, more of a mentor,” he says. “To establish direction for the company is huge for the CEO. President Kennedy said we’re going to the moon. You can make that ask and if you have the right people you can make that happen.”
North American Constructors Journal 116 very comprehensive organization,” Key TAUC Affiliation APM serves as a governing member of The Association of Union Constructors (TAUC), the only multi-trade association that has a relationship with each of the historical 14 building trades. It is the premier national trade association for the union construction and maintenance industry with membership of more than 2,000 contractor firms. TAUC’s tripartite dialogue methodology enhances cooperation among the union, the contractor, and the owner-client for successful project delivery. Through TAUC, APM has access to an Environmental Health and Safety Committee that ensures its members are kept up to date on the latest safety policy developments at OSHA. Its Government Affairs Group is active in legislative efforts that affect the union construction marketplace. Its Industrial Relations Committee advances relationships with the 14 building trades.
Reinhardt notes.
Looking Ahead The need for power is a given, meaning the solutions APM has provided for nearly 40 years will always be needed. Reinhardt says: “No two days or weeks are the same. It is always changing, what new tech works and what does not. The different directions, the different hot button topics, and what solutions you come up with – the industry is ever-changing.” Locklear concludes: “I am the first college graduate in my immediate family.That was the dream of my parents and grandparents. My grandfathers worked 25 and 43 years
“We had our first Industrial Grade Innovation (IGI) conference in Detroit last June and had contractors surrounded by companies like Dewalt, Procore, and Microsoft. It was all focused on innovation, safety, and technology. TAUC’s efforts to move the industry forward when it comes to technology makes it a
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for Ethyl Chemical Corporation on the Houston Ship Channel. One of my grandfathers passed 6 months before I was asked to serve APM as its CEO. If I told him I was the CEO of a major union construction company, he would have told me he was proud. We get to play an important role in making sure the lights come on, and that hard working, professional craftsmen and women go home safe to their families and communities. That is our passion, and we get up every day finding ways to deliver those outcomes while improving. It’s the people we work with and the process we are part of. We get to build the country – those things are inspiring.”
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North American Constructors Journal 118 and experience, which is leveraged Jake Locklear, to mentor and lead the Operations APM President &CEO Jake has been part of the APM business for more than 13 years and currently serves in the role of President & CEO. Jake operates from a position of servanthood to the craftspeople that make up APM. He believes that the business starts and stops with their people’s safety and professional development. Jake received his Bachelor’s Degree in Political Science from Stephen F. Austin State University in 2000 and his Juris Doctor from the University of Texas at Austin in 2003. After spending two years at a Houston-based law firm, counseling employers in a variety of labor and employment contexts, he joined APM as the first General Counsel. In following years, Jake joined the Board of Directors in multiple roles, including Secretary and Vice President, before his promotion to President & CEO in 2015. Jake has also worked in close partnership with leading industry associations and government relations during his tenure, including his current role as President of The Association of Union Construction (TAUC).
functions across APM. Dan operates by empowering his teams to take big swings with the right information that improve the business and industry. Dan received his Bachelor’s Degree in Mechanical Engineering from the University of Illinois in 1981. The following year, he began his career at Westinghouse Electric as a Field Service Engineer, and later progressed into management over the business’ central region. He joined APM in 1996 and spent time leading the APM Specialty Services business before his recent promotion to oversee all APM Operations functions globally.
COMPANY INFORMATION
Company Name: APM Country: United States Industry: Power Generation Solutions
Dan Reinhardt, APM Chief Operations Director
Est: 1975
Dan has been part of the APM business for more than 22 years and currently serves in the role of Chief Operations Director. Dan has deep technical and industry knowledge
Chief Operations Director:
CEO: Jake Locklear
Dan Reinhardt Website: www.apmdelivers.com
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Carlisle Brake & Friction:
Continuous Drive For Perfection Carlisle Brake & Friction of Medina, OH is an industry-leading provider of high performance and severe duty brake, clutch and transmission applications to OEM and aftermarket customers Written by Kevin Doyle Produced by Stephen Marino
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North American Constructors Journal s it nears the end of its first century of operation, to say that Carlisle Brake & Friction of Medina, OH hit the ground running and never stopped might be understating the case just a bit. Founded in 1924 by Samuel K. Wellman, the company has built an impressive legacy throughout its history. It developed and produced transmission linings for Henry Ford’s Model T in that same year, enabling the legendary automaker to bring automobiles to the masses and usher in America’s enduring love affair with the open road. A decade later the company’s revolutionary sintered metal disc brakes – the materials are fused together into a solid mass by combining pressure and heat without melting them – became standard issue in Goodyear Tire Company’s fleet of aircraft. And so it has gone throughout Carlisle’s innovative history. The company has grown to become an industry-leading solutions provider of high performance and severe duty brake, clutch and transmission applications for OEM and aftermarket customers in the aerospace, mining, construction, military, agricultural, motorsports, industrial, highway, rail and renewable energy markets.
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“Our legacy has always been one of producing highly-engineered, specially designed materials and systems,” says company President Ted Messmer, a 1992 graduate of the US Military Academy at West Point who joined Carlisle in September 2015 and holds an MBA in Finance from the Fuqua School of Finance at Duke University. Today the company employs between 1,500-2,000 individuals worldwide, generates $430 million annual revenue and is one of several companies under the diverse Carlisle Companies umbrella. It maintains nine manufacturing plants across Asia, Europe and in the Americas and is a member of the National Fluid Power Association (NFPA). “We never rest on our laurels. We’re almost 100 years old and we continue to get better every day. How we service customers, develop products, manage operations through continuous improvement is always at the
“We never rest on our laurels. W we continue to get better every d develop products, manage op improvement is always at the always a way t - President Te
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forefront because there is always a way to do better,” Messmer asserts. “As an employee it is very inspiring because they know everyone around them has that same desire and that pursuit of excellence. That challenges you to do more and to enjoy what you are
We’re almost 100 years old and day. How we service customers, perations through continuous e forefront because there is to do better.” ed Messmer
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doing,” he adds.
Day To Day Messmer sees his primary role as one of providing the company’s workforce the tools and training to be successful and the leadership and support necessary for each individual to achieve their goals. “We empower our people and have a shared vision and a shared purpose from our customers all the way through our company. Having that shared vision of purpose and helping them be successful in turn makes the company successful. I try to make sure I understand the
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North American Constructors Journal needs of our customers and the needs of our employees and try to find ways to bridge any gaps in order to make us effective and to accomplish our goals,” he explains. The company’s Carlisle Operating System (COS) focuses on robust, high quality processes and incorporates Lean Manufacturing and Six Sigma methodologies to drive continuous improvement for both the business and its customers. “Every vendor we work with we insure has the same level of excellence in driving quality. We have very high expectations and work with our Supply Chain to make sure the right
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processes are in place to sustain high performance and on-time delivery. That’s critical when we’re building brakes that are stopping huge dump trucks or stopping planes on runways – there is no real room for error there,” Messmer says. Safety is ingrained into the company’s culture. Carlisle maintains a safety incident rate that is half the industry standard. “It’s something we’re very proud of. We have always have had a safety-driven culture, not only what our products do in the marketplace, but from the top down. We take care of each other [and] we’ve been able to maintain
North American Constructors Journal that high degree of safety Meeting Challenges through COVID where employees are sometimes distracted,” Messmer notes. The company maintains a COVID dashboard on its website to keep employees up to date on protocol and procedure. Membership in the NFPA has proven to be quite beneficial for the company. “It keeps us in tune with regulatory changes and technology developments in the market and obviously helps in networking with suppliers and customers. Those are big drivers why we’re members,” Messmer says.
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The ongoing global pandemic is unlike anything anyone has seen in their lifetime. Despite its shattering impact on every aspect of life, Messmer says Carlisle is absolutely committed to operating as normally and as efficiently as possible. “We’re a very global company and we’re absolutely racing to make sure all those plants are able to support our customers. It’s even more challenging when we’re in China, India and Europe,” he says. From an operations perspective, every day presents the opportunity to become better in order to
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produce the safest, most reliable brake systems that protect operators working in rugged terrain and dangerous climates around the world. “We like those challenges. On top of that we’re clearly faced with the economics that drive cyclical markets. We have to ramp up production for when there is a shortage of materials or a heavy demand for infrastructure. We can go from developing a new product to ramping up very quickly to
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meet extreme economic market demands,” Messmer says.
Looking Forward This company is never satisfied and will undoubtedly carry the same enthusiasm for the work it does into its second century of operation. It has invested heavily into new product development such as autonomous vehicles, electro-hydraulic technology, increased capabilities for off-highway products and braking by wire.
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“Our legacy has always been one of producing highlyengineered, specially designed materials and systems.” - President Ted Messmer www.constructorsjournal.com
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Research and Development is the beating heart of the company, which produces a dizzying array of well over 100 distinct products and is renowned for its wet and dry brake and transmission friction material competencies. Looking back on his early career, Messmer says the piece of advice he might give himself would be this: “I would probably have more respect for the fact that the plane or train I was on stopped where it was supposed to stop and I was able to walk on and off safely.” Which sums up what Carlisle strives to accomplish every second of every day quite nicely.
COMPANY INFORMATION
Company Name: Carlisle Brake & Friction Country: United States Industry: Construction Est: 1924 Premier Services: Global solutions provider of high performance and severe duty brake, clutch and transmission applications. President: Ted Messmer Website: www.carlislecbf.com
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Bailey International:
They Can Give You A Lift Bailey International, is a global leader in the manufacturing and distribution of mobile hydraulic products and control systems.
Written by Kevin Doyle Produced by Stephen Marino
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nitially established in 1976 as a surplus business in Owosso, MI, Bailey International, of Knoxville, TN has grown to become a highly regarded international leader in the manufacturing and distribution of mobile hydraulic products and electronic control systems. “We are focused on providing high quality service for our customers. That can take many forms, including technical and engineering support,” says company President Ken Baker. “We also have a very wide product offering covering everything from hydraulic cylinders and power units to electronic control systems. We sell our products directly to customers through traditional and online channels. We also sell to mid-size and large dealerdistributors. And we supply custom hydraulic components and electronic control systems to OEM manufacturing partners globally. International equity provider EBSCO Capital of Birmingham, AL purchased the company in September of 2019. Bailey today employs more than 200 people at its corporate office and manufacturing facilities in Knoxville and Victoria, BC; warehouses and fulfillment centers in Kansas City and Reno, NV; and engineering office in Chennai, India. It produces more than 5,000 specific types of valves, power units, hoist cylinders and electronic control systems and components under the Chief Maxim and Sure Grip
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Controls brands. The company is a member of the National Fluid Power Association (NFPA) as well as other key industry associations. Bailey International is an ISO 9001:2015 certified manufacturer. At the time of its acquisition, EBSCO Capital Managing Director Nathan Bouknight praised Bailey International’s “complementary sourcing, manufacturing, and distribution capabilities” in a press release and further described the company as having “a deep-rooted commitment to customer service; and a proven and talented team.”
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“Everybody in the company has a strong customer service focus, from sales people to engineering to accounting to fulfillment and distribution and manufacturing folks – they’re all focused on serving the customer.” - Ken Baker, CEO
To Baker, that team is one thing that differentiates the company from its competitors. “Everybody in the company has high customer service focus, from sales people to engineering to accounting to fulfillment and distribution and manufacturing folks – they’re all
focused on serving the customer. Everybody has a good, solid work ethic and we also like to have a little bit of fun while working hard to achieve and accomplish our goals,” he says. “When you combine our customerdriven approach with high-quality, reliable products and outstanding support, you have a winning
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Addressing Challenges Without question, the primary challenge facing every segment of the industry is the ongoing COVID-19 pandemic. “In the marketplace right now about one-third of our customers are doing well, about a third of them are doing OK but are down somewhat, and about a third are in a really deep struggle. There is just a lot of disruption in that group. They’ll open but then will have to furlough workers and then have to close again,” Baker notes. The company is doing all it can to ensure a safe working environment for its people. “Our teams work remotely where possible. We have a rigorous testing program in place to ensure that our essential manufacturing and distribution personnel who must work on site stay safe. Making sure everyone stays healthy is our biggest concern,” Baker adds. The company’s detailed Bailey’s Advantage (https:// buildwithbailey.com/the-baileyadvantage/#inventory_management) program includes: • Endurance and destructive design
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testing prior to production of any models. • Quality audits and source inspections at the production site to ensure quality before shipping • Supplier training and development to ensure proper quality control is maintained throughout production Additionally, the company’s Inventory Management Program offers solutions such as blanket purchase orders, established inventory holding levels and Kanban fulfillment techniques with continuous communication, technology, forecasting, and purchasing agreements. The company’s supply chain, manufacturing and sales
North American Constructors Journal professionals assist in developing clients’ inventory forecasting and stocking needs.
Day to Day Baker says selling directly to small to mid-sized Original Equipment manufacturers (OEMs) represents the largest segment of the company’s business, followed by direct to consumers and dealer/distributors. The company is investing heavily in research and development at this time. “That’s also what we see with the third of our customers who are doing well and so we’re taking this opportunity and we’re driving hard in product development in our hydraulic and electro-hydraulic business and
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we’re also investing heavily in our electronic controls division,” Baker notes. Among the company’s thousands of distinct and varied products, one of its newest is the Bailey Bluetooth® Controller. It has four outputs and a corresponding smartphone app that enables users to switch electrical loads on and off individually as needed. Eliminating multiple manual steps makes the Bailey Bluetooth Controller a perfect complement for dump trucks and trailers, rollback trucks, winches; lift tables, jacks, electric motors and lighting. Baker holds Bachelor’s and Master’s degrees from the University of
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whether that’s planning or execution. About 25 percent is focused on the cultural aspects of the company especially in this time where we need to make sure we stay connected with people working from home. About 25 percent is analyzing markets and future direction of trends and about 25 percent is on analytics and project work.” The company seeks out like-minded vendor/partners to work with.
Tennessee. He never left Rocky Top and has been with the company for 13 years. “I moved up to CEO five years ago, and took over from the son of the founder, Mr. Kevin Bailey, who continues to be a great mentor to me,” Baker says. His role varies on a daily basis, which is just how he likes it. “I would have a hard time working in a role that was the same thing every day. I’m not wired for that,” he says. “About 25 percent of my time is focused on strategic initiatives,
“It is critical that our suppliers are upfront and honest with us. If there are problems, we want to know about them so we can work together to solve them,” Baker says. “We start slow with suppliers. We don’t jump in with both feet until we know they are the kind of partners we want to work with. We want to work with companies that have the same characteristics.” The company derives great benefits from its membership in the NFPA. “We’ve been members for a long time. Their annual Economic Conference (IEOC) is extremely valuable, especially this past year (2020), which was
“In the marketplace right now about one-third of our customers are doing well, about a third of them are doing OK but are down somewhat, and about a third are in a really deep struggle.” - Ken Baker, CEO www.constructorsjournal.com
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all virtual. We got all the value we expected from the presentations and the question-and-answer sessions. And we love what they are doing with their educational components,” Baker notes.
Looking Ahead Once some semblance of normalcy returns, it is easy to see the company redoubling its efforts to enhance technology while expanding domestic and international manufacturing capabilities in a measured way. Its affiliation with EBSCO Capitol seems to all but guarantee that likelihood. “EBSCO is a great partner,” Baker said. “Their track record of acquiring and growing strong businesses, commitment to our growth strategy, excellent capital position and longterm point-of-view make being part of the EBSCO family very exciting.”
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COMPANY INFORMATION
Company Name: Bailey International Country: United States Industry: Construction, Manufacturing Est: 1976 Premier Services: Manufacturer and distributor of mobile hydraulic components and solutions. President: Ken Baker Website: www.baileyhydraulics.com
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Old Dominion Brush Company
It’s A Clean Sweep
ODB is a leading manufacturer of street sweeper brooms and debris collection equipment for municipalities, contractors and commercial landscapers. Written by Kevin Doyle Produced by Stephen Marino
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North American Constructors Journal decade into its second century, Old Dominion Brush Company of Richmond, VA is still going strong. Founded in 1910 by Henry Brizzolara, ODB is a leading manufacturer of street sweeper brushes and debris collection equipment. After more than a century of independent operation, the company was purchased by international conglomerate The Alamo Group of Seguin, TX in June 2017. It is now one of 35 companies operating under Alamo’s expansive Industrial Division umbrella. ODB employs approximately 90 individuals at its Richmond facility, generated almost $30 million in annual sales in 2019, and works with a national network of 23 dealers that sell products primarily to municipalities, contractors and commercial landscape markets. At the time of the acquisition three years ago, Alamo Group President and CEO Ron Robinson said in a press release: “We are pleased to have Old Dominion as part of the Alamo Group. This is a well-known and well-respected brand whose products are complementary to our existing range of infrastructure maintenance equipment and parts.” The company is noted for its
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innovation and ability to stay ahead of the curve in a competitive niche market. “The company started making household brooms, street push brooms and small handheld brooms and brushes, then expanded to sweeper replacement brooms and the street sweeper wear parts, so really they’ve been able to stay ahead by not doing the same thing,” says President Tim Stumph, who joined ODB in November of 2019.
“In the 1980s they moved into debris and leaf vacuum equipment and grew that business into the largest debris collection provider in the United States, along with its brushes, brooms and replacement parts. So the ODB name has a lot of brand recognition in the industry for its quality products,” he adds.
Innovative Nature Stumph believes any product can be enhanced by innovation,
“In the 1980s they moved in equipment and grew that busines tion provider in the United State brand recognition in the indus - President T
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a quality at the core of the company’s DNA. “How do you innovate a product that’s been time-tested for decades and where do you get that innovation from? Of course you have to have talented people, which we do. I do think that no matter who your market is or what your product is, you can improve it. I think our competitors try to
nto debris and leaf vacuum ss into the largest debris colleces … the ODB name has a lot of stry for its quality products.” Tim Stumph
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do the same thing or they copy us, so we’re the ones who have to be innovative. Since Alamo purchased us we’ve done that pretty well and at a pretty high rate,” he states. The company attended ConExpo 2020 in Las Vegas this past March and had a high visibility booth between Alamo sister companies Gradall and Schwarze Industries. “We had a lot of activity and sales people there to explain our product. We only had a single product, an LCT600 tagalong towable for a debris collector. This is our base unit, our first entry into the market, and it has been improved many times and gone through several evolutions,”
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interested if it could handle the debris left behind by tailgaters at a football game. “I think it could probably suck up a grill,” Stumph jokes. “We were happy we went. We got interest out of areas we normally wouldn’t, so in that respect it was worth it.” The company also exhibited at the PWX Equipment Show in New Orleans this past summer and at the SGFMA Equipment Show in Myrtle Beach in October.
A Stable Environment The company retains a massively loyal work force, which Stumph credits to the ownership of
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the Brizzolara family for three generations. “We’ve got people with 20, 30, and 40 years here. The previous owners treated people very, very well. I’m still in touch with them today. They can help me out with certain dealers and certain issues. When you treat your employees well they return that loyalty,” Stumph says. He prefers a hands-on management style and is involved with every facet of the operation, from working directly with the Engineering team, to motivating employees, talking with customers and dealers, attending production meetings and doing performance reviews.
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“As President, it’s your job to be able to wear a lot of different hats and manage your resources. I enjoy the complexity and diversity,” he says. “I like to think of myself as a pretty good idea generator, so I’ll take a hand in coming up with an idea with the Engineering Team, provide them with direction and they’ll knock it out of the park. I’ll do a lot of advising and I’m proactive when there are upturns or downturns. I have a lot of experience and need to impart as much knowledge as I can on those who don’t have the same level of experience,” he says. While the company self-performs a majority of its work, when it comes to working with vendors, Stumph
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“We need a solutions provider, not a parts supplier. We may not be educated in that engineering function or facet, so we need to outsource that and partner with vendors that can bring us that expertise or market experience.” - President Tim Stumph
makes ODB’s needs quite clear: “We need a solutions provider, not a parts supplier.” “We may not be educated in that engineering function or facet, so we need to outsource that and partner with vendors that can bring us that expertise or market experience. With engineering I need availability and a large scope of product knowledge and I need you to make recommendations to me – cost options, pros and cons, new technology. We have to partner with quality vendors to produce things that are just not in our wheelhouse. We are always updating our designs,” he stresses.
of dealers requesting to sell its products. His advice for those new to the company? “Be bold, think big, ask ‘what if’ and amazing things can happen. Dream big and pull the trigger,” he concludes.
COMPANY INFORMATION
Company Name: Old Dominion Brush Company Country: United States Industry: Construction
Continued Growth An industry leader with more than a century of experience to draw from, an impeccable reputation and the added support of a committed corporate parent, ODB isn’t going anywhere any time soon. Stumph notes the company is in a good place with a logjam
Est: 1910 Premier Services: Manufacturer of street sweeper and debris collection equipment. President: Tim Stumph Website: www.odbc .com
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Canoco Energy Services:
Succeeding With A Progressive Approach Established in 2017, newcomer Canoco Energy Services is emerging as a key cog in Canada’s Oil and Gas industry Written by Kevin Doyle Produced by Stephen Marino
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s it embarks on its third year of operation, Canoco Energy Services is already a key component in Canada’s Oil and Gas industry by bringing fresh ideas and technologies into the business of plant shutdowns and turnarounds. Founded by Chris Engel in 2017, Canoco is based in Edmonton, Alberta, and has already established relationships with a number of highprofile operators. The company works primarily in northern Alberta and British Columbia as well as the Grande Prairie region. Plant shutdowns and turnarounds in the Oil & Gas realm are the company’s area of expertise. It also provides planning and estimating services and does some new construction, although Engel believes that market is shrinking. The company has something of a risk/ reward approach to how it procures work. “We’ve really honed in on trying to develop a really good process that no one’s ever seen in turnarounds and shutdowns,” explains Engel, an industry veteran of 14 years who started the company at age 28. “I think that’s why we’re growing because we’re doing an internal pilot project to try and make those turnarounds super efficient. We’re
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not operating in new construction with lots of overhead, or trying to get the big margins. We’re trying to get volume over margin. I think a lot of our customers know that we’re trying to bring in technology, trying to be more efficient. Our guys plan the job and our guys run it, which cuts cost immensely,” he adds.
Key Projects Pine River Gas Plant Turnaround: Canoco Energy handled all the estimating and planning while its Construction Management Team worked around the clock with
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“The most rewarding thing is building relationships with the people I work with and being able to help their families. That just drives me to get more work. It’s rewarding being able to help people and giving people an income.” - CEO/Founder Chris Engel
550 crafts on site to turn around a challenging project within a six-week mechanical window. “Despite numerous obstacles, (logistics, extreme weather, lack of records and documentation for work packs), our team, in conjunction with the Pine River Gas Plant (PRGP)
Operations team and multiple service providers, executed a full plant outage turnaround in Fall of 2019. The work scope also included testing and servicing all pressure relieving devices,” Engel says. Narraway Gas Plant Turnaround: The company’s most recent project was
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North American Constructors Journal executed on time and on budget, with zero safety incidents despite found work and logistical obstacles due to the site’s rural location. “We took on the entire project, which included estimating, planning, CMT, scaffold, pipefitters, boilers markers, welders, and inspection,” Engel says. Engel notes the company has “an aspiring project coming up, which will require 250-300 craft members for a very large-scale turnaround” as well as two small projects “entirely based on our Bolted Joint Integrity Management (BJIM) Program, an in-house and very successful procedure and tagging system we have developed.”
Safety Initiatives The company’s top-notch safety program maintains Certificate of Recognition (COR) status that verifies fully implemented safety and health protocols that meet national standards set by the Canadian Federation of Construction. “We always put safety first and go out of our way to continue to train and educate our staff on how to be safe in the field and at home,” Engel says. The company goes above and beyond the usual project safety walks and tailgate meeting to engage its employees. While safety walks require managers to have an apprentice with
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them to provide a fresh set of eyes, Engel says the “Why We Work Safe” wall placed in the lunchroom before every job provides a powerful reminder about the absolute need to be safe. “Before any project, we ask workers to submit a photo of why they’re working safe and what they’re thankful for. When you see somebody’s wife and kids on the wall, you’re like ‘Wow, wouldn’t it be terrible if you didn’t go home tonight’ so I’m going to do everything I can to make sure you do. I find people pay attention to that more than they do any meeting,” Engel stresses.
Day To Day Canoco encourages employee input and suggestions and, Engel says, considers each and every one. “Communication is absolutely huge. Whether we’re on a project or not, busy or not, we have an in-depth meeting every week. Pipefitters, supervisors, and coordinators, it doesn’t matter. They all take turns running their own meeting. It’s a chance to show what they have. We’re very open about trying new ideas, even if it sounds absolutely ridiculous. We’re always trying to change and improve and we always challenge our people,” Engel notes. Canoco is looking into the opportunity for employees to purchase a small
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“We’re not operating in new construction with lots of overhead, or trying to get the big margins. We’re trying to get volume over margin. I think our customers know we’re trying to bring in technology, trying to be more efficient. ” - CEO/Founder Chris Engel
percentage the company, an idea that has been well received. “I want to empower everyone by saying it’s everyone’s company. We’re starting to open branches and letting our employees invest, so it’s not just a paycheck, you’re not just showing up to a job. We’re giving our employees the opportunity to make a small percentage. Even if it’s only a small percentage, they really feel like ‘Hey I have a voice now.’ It creates a team mentality and it’s getting a lot of positive feedback,” says Engel. In regards to training, Canoco is fortunate it is able to draw on the experience of a pair of long-time industry veterans who helped develop the company’s rigorous training programs. “We’ve developed some very intense training programs that are very specific to our jobs. I think that with the courses and conferences, the young guys don’t pay attention. But when you get that experience in the room, it feels more like mentorship and
the guys pay attention. The older guys come in and make it fun and they are doing it because they love to teach. It’s working out pretty good actually,” Engel says. The company’s unique Bolted Joint Integrity Management (BJIM) procedure guides personnel how to remain compliant with Joint Management Policies and Procedures in order to continue its success of zero leaks on all mechanical joint connections. Engel is hands-on when it comes to engaging new clients. “I go to their office, meet with the owner and always try to build a relationship. I need to feel a connection in order to do business with them. I want their heart to be in their company like my heart is in mine.”
Looking Forward Progressive, innovative and driven with a plan for success and key industry relationships already in place, Canoco
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Energy Services seems to be on the fast track long-term success. “I think the biggest thing for me is the challenge, the excitement of slowly trying to build something, and of being challenged on a different level,” says Engel. “The most rewarding thing is building relationships with the people I work with and being able to help their families, even if it’s just a small Christmas bonus. That just drives me to get more work. It’s rewarding being able to help people and giving people an income.”
COMPANY INFORMATION
Company Name: Canoco Energy Services Country: Canada Industry: Construction Est: 2017 Premier Services: Specialists in oil and gas turnarounds and shutdowns CEO/Founder: Chris Engel Website: www.canocoenergyservices.ca/
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