A LEADERSHIP STORY

A Leadership Story

INTECH’s Lessons Learned from Transition to Perpetuity

BY AMANDA GIBNEY WEKO, PRINCIPAL | AGW COMMUNICATIONS

In late 2021, general contracting and construction management firm INTECH Construction announced a key ownership transition. Phil Moses accepted the President helm from co-founder Craig “Sab” Sabatino, who stepped into a chairman role. General Counsel Blaise Lutz was promoted to Chief Financial Officer. The promotions were the latest step in a decade-long strategic planning effort spearheaded by Sabatino and co-founder Will Schwartz, who retired from INTECH in 2017. Their goal: That smart growth and the stewardship of INTECH’s values, company culture, and drive toward innovation will continue with future generations of ownership. The INTECH story demonstrates that success comes through careful planning, thoughtful execution, and the support and trust of colleagues.

The Plan

Founded in 1986, INTECH has been dedicated to building trust and delivering construction excellence to clients for over 36 years, constructing many prominent regional projects in the multifamily residential, healthcare, life sciences, education, cultural, hospitality, and institutional markets. INTECH has remained humble, eschewing most publicity and instead letting its three decades of successful projects attest to the company’s quality and value.

Early on, Schwartz and Sabatino wanted INTECH to last into the future with private owners who shared their values. While building the company, they emphasized a service-oriented, personal approach to construction, honoring the principles of craftsmanship, quality, and integrity. A principal leads every project, communication and collaboration are prioritized, and delivering unparalleled service and a job well done are ultimate goals.

These values continue to guide INTECH’s philosophy, and the idea of integrity became the cornerstone for developing a strategic evolution plan. Started 10 years ago when INTECH introduced its first four principals to join Schwartz and Sabatino in leadership, the plan evolved. As the portfolio and company grew, INTECH scaled its leaders’ involvement by catering their strengths to projects’ needs. Time, careful promotions, and affordable ownership opportunities were the key elements that enabled growth, not only for individuals, but also for INTECH as a whole.

The promotions of Moses and Lutz served as a major leadership shift and ensured a second generation of ownership integrity and maintains INTECH as one of Philadelphia’s largest locally owned construction firms.

The Execution

INTECH’s leaders believe their evolution and strength in the market is unique and rooted in their independence. This belief in individuals and their collective power to shape the company for the better forms the crux of the plan’s execution. Leadership positions were not ensured because of family relation, nor was INTECH absorbed by a larger national firm. Instead, the company’s success resulted from planning, mentorship, and stewardship of values from one successful year to the next.

Leadership talent was groomed from within from a pool of highly skilled individuals. INTECH hired, coached, mentored, and developed the skills of internal teammates who have helped to shape the company. Individuals learned not only how to be effective construction managers, but also how to abide by and cultivate the INTECH values of integrity, personal commitment, and honesty.

Live the Business

INTECH built its reputation as a service-oriented company that thrives on collaboration and ensuring the success of every project. Any departure from that approach would have been a radical change from the company’s values. Although INTECH was approached by companies wanting to acquire them, an acquisition wouldn’t have maintained that critical INTECH culture. Company leaders knew that to affect their strategy of building a personally committed company, they needed to remain true to their founding values, and nurture individuals – both those who made it all possible and the next generation to keep those possibilities open.

Individuals at INTECH share a personal commitment that started with Schwartz and Sabatino: live the business. This means both demonstrating the company’s values every day and committing to a high degree of daily personal service in every aspect of business. Going above and beyond for customers and colleagues isn’t an occasional requirement, but an everyday practice. INTECH employees at every level leave arrogance at the door and remain mindful to regularly demonstrate humility and gratitude.

INTECH has since announced additional promotions and a new healthcare division in early 2022. Guided by the solid understanding of the efforts and planning it takes to move into the future, the INTECH team can rely on the perpetuity groundwork laid by its founders. The story doesn’t end because the strategy worked; in fact, INTECH is now poised for greater growth. Evolution and development are now based on lessons learned, with limitless opportunities.

Lessons Learned

Longevity and perpetuity come from the heart. Foster core beliefs and live them daily. INTECH staff shared their values, and as a result, a genuine nurturing happened through everyday interactions, responsibilities, and mentorship. Heartfelt mentoring offers support, motivation, and training to help individuals succeed.

Staff empowerment builds individuals and the company. Giving additional responsibility with increased ability or in recognition of effort encourages people to live and work to their fullest potential. It offers personal and professional growth while building a stronger business and brand. In turn, those confident, capable employees generate new business and client relationships.

Seek out, groom, and recognize young talent. Let them live and learn your company culture while developing their professional skills and networks.

Surround yourself with great people. Being in the presence of experienced and talented individuals helps build strong teams. Pull others up and make them successful. Recognize exceptional efforts.

Prioritize good communication. Speak openly, honestly, and often with employees to understand every perspective. Be good listeners and react accordingly.

Be humble. The construction business requires a team effort, collaboration, and cooperation. Learn from your mistakes, take and encourage ownership of issues, and foster a culture of accountability. Always remember to express appreciation.

Be visionary. Be confident in your plan for the future. Recognize that all good things take time, commitment, and hard work.