NOVEMBER 2020
INSIDE 7 STEPS TO MANAGE A POWER SWEEPING BUSINESS THROUGH A CRISIS P.8 A CAMPAIGN TO RAISE MONEY FOR HOMELESS VETERANS P.14 LOOKING BACK AT 2020 AND FORWARD TO 2021 P.16 HOW TO AVOID LOSING GOOD EMPLOYEES P.22
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N O V E M B E R 2 0 2 0 N O R T H A M E R I C AN SWEEPER 3
NOVEMBER 2020 | VOLUME 15 | ISSUE 11
CONTENTS
Introducing...
The Starfire S-4c Simply Adding to a Time-Proven Sweeper. Choose the S-4c for the following enhancements:
F E AT U R E S 8
7 Steps to Manage a Power Sweeping Business Through a Crisis
14 Raising Money to House Homeless Veterans 16 Looking Back at 2020 and Forward to 2021 22 The Ones That Get Away: How to Avoid Losing Good Employees
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24 In The News 28 Summit Sweeping and Services, Inc., Fort Wayne IN 38 Index of Advertisers/Classifieds
CEO & PUBLISHER Gideon W. Smith
CREATIVE DIRECTOR Melissa Kennelly
SENIOR EDITOR Katherine Nolan
EDITORIAL MANAGER Heidi Karpinich
ADVERTISING Tracy Rodean
CIRCULATION Noah Aiden
Phoenix Global Media Inc. P.O. Box 235, Stockton New Jersey 08559 866-418-4400 phone 973-532-0319 fax sales@nasweeper.com North American Sweeper Magazine is published by Phoenix Global Media Inc. Copyright 2020 by Phoenix Global Media Inc. All rights reserved.
SUBSCRIPTIONS $15.00 per year, or by eligible request. POSTMASTER: Please send changes to North American Sweeper Magazine P.O. Box 235, Stockton New Jersey 08559
Opinions expressed in editorial submissions contributed to North American Sweeper Magazine are those of the individual authors exclusively and do not necessarily reflect the opinions of North American Sweeper Magazine, its staff, its advertisers, or its readership. North American Sweeper Magazine assumes no liability or responsibility toward independently contributed editorial submissions or any typographical errors, mistakes, misprints, or missing information within advertising copy.
4 NO R TH AMERIC AN S WE E P E R NO V EM BER 2020
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6 NO R TH AMERIC AN S WE E P E R NO V EM BER 2020
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N O V E M B E R 2 0 2 0 N O R T H A M E R I C AN SWEEPER 7
BUSINESS CORNER
I N D U S T RY N E W S
A S S O C I AT I O N I N S I D E R
7 Steps to Manage a Power Sweeping I NBusiness DEX SPOTLIGHT Through
A CRISIS
There’s too much to do. Taking on a
sabotage, loss of a key company leader, and many
big project that does not immediately
other kinds of catastrophes. Maintaining a strong
contribute to revenue generation doesn’t seem to make sense, and possibly never will. Creating a crisis management plan may appear to be one of those wish list projects. After all, it’s a plan you hope will never be realized. But, it’s like insurance — you hope
crisis management plan for each different kind of potential disaster can help avoid potentially extreme damage to a company’s financial health and its brand. MANAGING YOUR POWER SWEEPING BUSINESS THROUGH A CRISIS
Disaster can happen to any business, at any time. Preparing for managing a crisis is essential to leading your company through a challenging period and on
you’ll never need it, you may have even
to a successful outcome. Without a practical plan in
begrudged what it cost you to have it, but
place, managers are faced with trying to figure out
if you find yourself in need of it, it can be
what is right for the future while under the pressure
the most important advantage you have at that time.
T
of an extremely stressful, often confused situation, sometimes without enough facts. Being equipped with the formal guidance a set crisis
he gamut of possible business crises includes
management plan provides allows everyone involved
economic disasters, natural disasters, social
to understand their roles as leadership navigates
unrest, terrorist attacks, oil spills, building fires,
8 NO R TH AMERIC AN S WE E P E R NO V EM BER 2020
through the crisis. Here are seven valuable tips that
Vi si t Us
owners of any size power sweeping company can use
standard part of good strategic planning and prudent
to help develop the framework of your own business
risk management.
crisis management plan:
Create a list of all the potential crises that could
1. DEVELOP A STRONG CRISIS LEADERSHIP TEAM.
happen to your organization. Develop a detailed plan
Highly effective leadership fosters a company
of workers, allocation of resources, and
culture of performance excellence and strong
the flow of information throughout the crisis period.
values. These attributes serve well to ground your
The more detailed you make your plan, the more
crisis management plan design. These management
organized and less chaotic the process of managing
that your leadership team can use to direct activities
qualities convey the
the business during the crisis
professionalism of demeanor and relatability of the message that defines your brand in a time of difficulty. A response based on strong company values is naturally more inspiring to the internal team whose motivation to execute the crisis management plan, and more favorable to customers and the community. Assemble your crisis
will be. Review your crisis
Assemble your crisis management team of people in
management plan periodically, to improve it and update it to reflect new technologies, increased resources, loss of
various internal
external resources, and other
and external
important changes that can
disciplines that are most relevant to the situation.
management team of people
affect the execution of the plan in significant positive or negative ways. In designing your plan, consider how each type of disaster can be expected to impact your
in various internal and external
company’s employees, customers, vendors, and
disciplines that are most relevant to the situation.
the surrounding community. Your advance plan
Those may include human resource firms, finance,
may make a difference in the well-being of people
legal services, construction, engineering, public
involved and in some cases may be responsible for
relations, and others. Compromises between these
saving or losing your business. So, carefully evaluate
varying viewpoints of this diverse group should be
the feasibility of your plan, and have it scrutinized by
reflected in the finalized plan.
as many knowledgeable people as possible.
2. CREATE A PRACTICAL CRISIS MANAGEMENT PLAN.
Build-in flexibility, emphasizing the need for effective
Without a clear plan and leaders that are hesitant
areas of the plan in cases where reality overwhelms
to accept responsibility for managing in a crisis, a
any part of the plan.
business is at increased risk of the worst potential consequences in the event of a crisis. Anticipating
3. TRAIN EMPLOYEES TO FOLLOW THE CRISIS MANAGEMENT PLAN.
and planning for the need to lead through a crisis is a
As workers perform their daily tasks in the field and
agile responsiveness and improvising as needed in all
continued on page 10
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N O V E M B E R 2 0 2 0 N O R T H A M E R I C AN SWEEPER 9
BUSINESS CORNER
the administrative office, they should understand
Those are, of course, all valuable upgrades to the
that their role is not just to carry out their usual
everyday workplace dynamic and culture of your power
I Nresponsibilities, D U S T R Y but N also E WtoSdetect potential issues as
they emerge. Employees also need to be empowered to communicate concerns about such developments directly to senior management. The best
sweeping company.
4. OBJECTIVELY ASSESS THE EMERGING SITUATION.
The best chance of averting an oncoming
When the unexpected arises, focus on putting emotions aside as well as you can,
oncoming crisis is in early
crisis is in early recognition and bring all your A S S O C I AT I Oremain N I Ncalm, SID ER of a possible problem, attention to the critical process
recognition of a possible
prompt analysis, and quick
of analyzing the situation,
problem, prompt analysis,
course correction, or other
identifying the cause of the
chance of averting an
and quick course correction, or other remedial action.
remedial action.
Employees should clearly
SPOTLIGHT
INDEX
emergent circumstances, and determining what your first several steps should be over
understand their roles in the event of an actual disaster.
the next hours, and then over the next days, weeks, and
Crisis management planning and training are advanced
months.
agile initiatives that improve a team’s readiness, responsiveness, collaborative skills, and confidence.
1 0 NORTH AMERIC AN S WE E P E R NO V EM BER 2020
By clearly defining the problem, you have taken a large step toward deciding on an immediate course of action
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toward solving it. Keeping your composure will also model the kind of professionalism you want to encourage your employees to emulate as you and your team begin to coordinate and go forward to manage and ultimately overcome the crisis.
5. KEEP ALL STAKEHOLDERS FREQUENTLY UPDATED.
Protecting your brand in a crisis depends on timely and consistent communications with all stakeholders and the general public
When people are left with a prolonged sense of uncertainty about how a crisis is being managed, years of hard work to build a brand can be lost within days and weeks. On the other hand, when information is shared, people are helped to understand the process the organization is undertaking to manage the situation in an exemplary manner. This generates renewed confidence that your business leadership maintains the professional procedures for successfully managing such issues and any others that might arise in a power sweeping operation. Maintaining a frequent flow of information updates to employees, customers, suppliers, and other close
stakeholders, news media, your company’s website, and social media pages. Designate a social media monitor to respond to posts and users throughout the crisis.
7. INCLUDE SUCCESSION PLANNING. A fundamental piece of your crisis management plan is laying out a business leadership succession plan. Identify the person who will step into your role and continue operations, if something happened to you suddenly? Clearly set forth the steps to be taken if you suddenly continued on page 12
associates of your company helps keep operations running as smoothly as can be expected during a challenging situation. It avoids having rumors flourishing and leading to employees and others sharing inaccurate reports across social media and elsewhere.
6. COMMUNICATE WITH THE PUBLIC PROMPTLY AND CONSISTENTLY. Protecting your brand in a crisis depends on timely and consistent communications with all stakeholders and the general public if the problem extends beyond your business to affect people out in the community. Communications should start with acknowledging the problem, continue with providing updates as additional steps are taken in the process of alleviating the situation, and end with the final phases of implementation of effective solutions. Sparse, inconsistent, or dishonest information naturally damages a business’s credibility. Develop a thorough set of communications protocols and directives as part of your crisis management plan. Include provisions for information updates to internal and external
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BUSINESS CORNER
the ability to meet customers’ needs, reduced revenues,
As you design a crisis I N D U S T RY N E W S management plan for your power sweeping business, ask for a lot of input from industry peers
employee attrition, work stoppages due to impacted systems and processes, serious issues with vendors, loss of profits, and brand damage. The above list of seven basic preparatory strategies can serve as a general guide to position or partially position your power sweeping business to weather a crisis of most any internal or external kind. However, in case of an event that extensively damages or destroys
A S S O C I AT I O N I N S I D E R
are unable to perform in your leadership role. The
the physical housing and assets of the company, an
succession plan may direct a transfer of management
additional continuity plan that provides for moving
and/or ownership to a family member, a business
some administrative and dispatching functions to
partner, an employee, a trustee, or another person, or it
alternative locations and networks is necessary to cover
may call for the business to be sold. Consult with your
disaster management for all forms of prolonged crisis
Sattorney P O T LtoIensure G H Tthat all legal requirements are met to ensure the validity of your succession plan.
The succession directives and the larger crisis
conditions.
INDEX
As you design a crisis management plan for your power sweeping business, ask for a lot of input from
management plan must be established while things are
industry peers, other business management experts,
running normally and all parties involved in authoring
your leadership team, your field, and administrative
the plan can concentrate freely and clearly. Advance
staff, customers, information technology and
crisis planning affords your planning team the important
telecommunications services experts, lenders, financial
advantage of being able to take their time to develop
managers, your attorney, and any others who may be
ideal strategies for managing succession or any other
able to contribute well to the process.
kind of crisis.
Remember, of course, that coming through a crisis
CONCLUSION
with the least possible lasting negative impact on your
Even the largest and most well-managed power
business depends on both the robustness of your formal
sweeping businesses can find that a crisis of one kind
crisis management plan and its appropriate fit with your
or another can have a severe impact on profitability.
organization’s fundamental values.
For smaller operators, the risk is even greater, as a lesser impact can cause a devastating effect. Inadequate business continuity planning and
Yes, crisis management planning is a big project. But, the pay-off in helping everyone move together in a clearly specified direction at the onset of a real business
preparation can leave leaders overwhelmed with
crisis will far exceed the effort and time invested.
emergent demands for resources and prevent the
Ensuring that you have prepared yourself and your team
rapid and effective response to crisis conditions that
in advance for whatever may come, can reduce the
are necessary to sustain the organization and its
magnitude of a threat to the continuous operability and
stakeholders through a period of unexpected extreme
long-term viability of your enterprise.
challenges. The consequences of insufficient preparedness for crisis
BY BOBBI JACKSON
management naturally can include a negative impact on
1 2 NORTH AMERIC AN S WE E P E R NO V EM BER 2020
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N O V E M B E R 2 0 2 0 N O RT H A M E RI C A N SWEEPER 13
1-800-SWEEPER PARTNERS WITH VETERANS MATTER
to Raise Money to House Homeless Veterans
C
ovid-19 has impacted all of us but the ones who it has
homeless veterans on the streets of our nation. One of the
impacted the most are homeless people – the people
bravest and most honorable things one can do is put on
living on the streets who do not have access to healthcare,
the uniform to risk your life to defend your country. Many
a roof over their heads, or food on their
of those brave soldiers are now living
tables.
on the streets where they have been
What is particularly sad, is the number of
beaten, robbed, even killed. Yet, if this
our military veterans that are homeless.
happened behind enemy lines, we
The US Department of Housing & Urban
would be outraged.
Development has estimated, at any given time, there are roughly over 37,000
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help raise money to help these veterans and their families. The Veterans
family. To date, Veterans Matter has housed over 4,000 homeless vets and 5,987 homeless veteran families since 2012. Let’s house as many veterans as possible this
Matter National
holiday season! We challenge everyone to support our
Homeless Veterans
veterans and donate (any denomination acceptable) to
Housing Program
the campaign then challenge your co-workers, family,
is the collaborative
friends, other sweeping contractors, customers, or
effort with the
vendors to do the same. 100% of the money raised goes
Veterans Administration, providing medical & mental assistance as well as
towards the PERMANENT housing of a vet or a veteran family. This is a national program, and everyone can participate. The campaign runs through December 30th.
employment training for those in need, giving them a fresh start and domestic autonomy. This organization is not funded by any large corporation, ALL funding comes
For information on how to donate visit www.
from donations from Americans like us.
veteransmatter.org/800challenge for details.
Take The 800 Challenge! It cost approximately $800 to help permanently house one veteran and /or veteran
End Veteran Homelessness One of the bravest and most honorable things one can do is put on a uniform to risk your life to defend your country. There are thousands of our vets; homeless, living on the streets
Take The 800 Challenge It Costs $800 to Help Provide a Permanent Home, Mental Health Assistance, Health Care & Job Training for a Veteran and their Family
Won’t You Help? 100% of donations go towards housing veterans www.veteransmatter.org/800challenge
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N O V E M B E R 2 0 2 0 N O RT H A M E RI C A N SWEEPER 15
This has been a year of rapid changes, to grossly understate the events of 2020. By the end of the first quarter, the emergent coronavirus pandemic had triggered a global economic shutdown, which devastated consumer markets and much of the B2B services subsector. The national health and economic disaster has impacted small, medium-sized, and larger businesses, including causing significant losses for many commercial power sweeping companies across the United States. On the upside, many other sweeping businesses, especially industrial, construction sites, and municipal street sweeping services have remained relatively unaffected, and some report very strong performance throughout 2020 to-date.
L
ooking back at 2020 and the unusual challenges the
7.4 percent in Q3 over Q2 this year, and has been growing
coronavirus imposed on the industry, and looking
at an annual rate of 33.1 percent. According to the WSJ
forward to 2021, North American Sweeper magazine has
report, the U.S. has regained around two-thirds of this
reached out to power sweeping equipment manufacturers
year’s earlier losses caused by the pandemic.
and financial services providers that support entrepreneurs
Although GDP has risen sharply from the early period of
in the industry and sweeper service business owners for
the shutdown, the economy is around 3.5% smaller at this
their insights gained from the events of 2020 and their
point than it was at the end of 2019 (when adjusted for
expectations for 2021.
inflation). But, the U.S. Department of the Treasury reports
2020 GAINS, LOSSES, AND LESSONS, AND 2021 PREDICTIONS
(October 16, 2020) that retails sales hit a new record high in
In March of this year, the COVID-19 virus emerged, causing
percent higher than the same month in 2019.
retail businesses, manufacturing, services, academic
September, over 200 percent higher than predicted and 5.4 Fortunately, even during the worst of the economic
facilities, and any other entities with operations involving
shutdown period, power sweeping businesses in many
face-to-face human interaction to shut down. Businesses
areas, due to being deemed as essential services,
in their supply chains shut down in the domino effect that
experienced very little if any reduction in revenues. One
ensued.
company reports having its best year in construction
(October 29, 2020) But, the economy has returned to a
sweeping services in the company’s long history. But, many
large extent over recent months. The Wall Street Journal
others experienced deep losses during the early months of
reports that the national economy grew at a record rate of
the shutdown.
1 6 NORTH AMERIC AN S WE E P E R NO V EM BER 2020
Vi si t Us
However, many have been forced to make major adaptations, to sustain operations through the continuing
David Heigl, VP Sales, Marketing, and Product Management, Schwarze Industries, Inc., Huntsville, AL
crisis. Some report that they have been encountering even
Schwarze Industries has been committed to providing an
more extreme challenges in hiring than usual, as jobless
exceptional level of customer support, offering one of the most
workers are receiving greatly increased weekly benefits
comprehensive sweeper lines in the sweeping business, including
that are having the effect of motivating people not to seek
models for parking area cleaning, industrial sweeping, mall and
employment at this time.
shopping center sweeping and stormwater runoff management.
Reflecting on the lessons of the emergent 2020 crisis, some owners report shifts in their strategic growth plans
With all things considered Schwarze and its employees have fared well since the onset of COVID-19. We’ve had only 2 cases among our 180
for 2021 and beyond. Some are altering their business models to open or expand revenue channels in construction and/or industrial service and move away from their current percentage of dependence on commercial parking lot service. Some sweeping company owners have announced that they are
It’s eye-opening to learn how vendors, peer sweeping businesses, and their employees have been doing since the onset of the virus...
already undertaking to complete
employees. Before Alabama state guidelines being announced, Schwarze implemented social distancing and wearing masks at our plant in Huntsville. Since then we have taken extra measures to ensure safety including the installation of temperature monitoring devices
the transition, purchasing construction-grade sweeper trucks,
for employees entering the plant, hand sanitizer stations
redirecting their sales focus to the construction market,
throughout the plant and offices, and foot pulls for doors.
developing new relationships, providing driver training for
New processes like virtual meetings from offices have also
sites.
been implemented. As an extra precaution each evening the
2020 - 2021 INSIGHTS FROM INDUSTRY EXPERTS AND ENTREPRENEURS
plant and offices are sanitized using a backpack fogger. These
As in every other year for nearly a decade, NAS has
measures have enabled us to safely continue operations. In terms of growth, we have seen a freeze in some
interviewed numerous owners of power sweeping
municipal budgets, but no cancellations. Our contractor
companies and industry suppliers in 2020. It’s eye-opening
markets slowed during March and April, but have returned
to learn how vendors, peer sweeping businesses, and
to pre-COVID levels. The delay in municipal orders enabled
their employees have been doing since the onset of the
us to focus on warehouse and plant expansions, allowing us
virus early this year and how it has collectively affected
to start up an additional assembly line.
operations and growth rates across the industry. While sweeping companies have been altering their plans
For 2021, we are currently taking a conservative approach to the budget numbers in terms of expected revenue in the
for 2021 in many cases, suppliers have been forced to change
municipal sector. This may change after the election. We
their service models rapidly during 2020, to accommodate
have also reevaluated our strengths and weaknesses and
customers and prospects during the continuing quarantine
made corrections in terms of strategic sales and marketing.
and social distancing period of the pandemic.
The market can expect to see exciting new products and
Here are some shared impressions about the state of the power sweeping industry at this time and outlooks offered by industry experts for the coming year and beyond:
market expansion from Schwarze in 2021. Just like we re-evaluated our strategy, we are seeing many contractors and municipalities do the same. There will be continued on page 18
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N O V E M B E R 2 0 2 0 N O RT H A M E RI C A N SWEEPER 17
new methods of financing, contracts renegotiated, new business strategies implemented, and new services offered
goals and funding expectations accordingly. We have a positive outlook for the power sweeping
by contractors. If there is one lesson here it is to never be
industry at this time and we have not seen a significant
complacent. Reevaluate your business and the market.
decrease in contractors applying for financing on new
Build on your strengths, fix your weaknesses, and look for
sweepers other than the typical slowdown that comes
new services and opportunities that enable you to diversify
around the fall and winter months.
your business.
The virus has led to more and more people getting their
Jim Peach, Vice President of Sales and Marketing, Oakmont Capital Services, LLC Oakmont is a key financing resource serving the industrial and commercial equipment financing markets. The lender has offices in West Chester, PA, and Albany, MN.
consumer goods from online sources such as Amazon, which could lead to a negative impact on brick and mortar stores. It is yet to be seen what impact if any this will have on the power sweeping industry in the years to come, however, we are projecting an increase in activity in 2021.
After an initial dip in funding volume in April, we have seen our numbers climb back to mirror
After an initial dip in
POWER SWEEPING BUSINESSES REPORT IMPACTS AND ADAPTATIONS DUE TO COVID-19
Early on, the pandemic had not yet
month over month from 2019.
funding volume in
Although COVID has certainly
April, we have seen
caused management to lower
our numbers climb back
power sweeping business owners
to mirror month over
during March and April 2020. But,
our growth expectations for the 4th quarter, we are happy with how our business has performed
month from 2019.
during the pandemic. When
caused enough effect to be a topic of discussion in interviews with
as early as May, the economic shutdown had already seized the U.S. business sector and severely
it comes to employees, we have had to be flexible about
impacted the growth and strategic plans of many businesses
work schedules along with accommodating employees
throughout the commercial pavement sweeping industry.
working remotely. Many of our employees have children in school who have to work around distance learning and
David Ross, Founder and CEO, Millennium Maintenance & Power Sweeping, Medford, MA
hybrid schedules. This can make things difficult but we have
Millennium is an over $20 million self-performing facilities
dedicated employees who are willing to do what it takes to
maintenance and construction company that specializes in
make sure our customer service doesn’t miss a beat.
power sweeping.
Our operations have not been affected that much. The
(May 2020) We were breaking records before this historic
majority of our customer base work in industries that
crisis our country is facing with COVID 19. All the municipal
operate outside (construction, landscaping, sweeping, ETC)
work we would currently be doing has been postponed,
and were never forced to stop working. Although COVID
due to the coronavirus pandemic. Except for customers that
held our growth rates flat year over year, we did not lose
have a grocery store as an anchor, pavement sweeping work
any ground and OCS hired 4 new employees since April to
has been canceled or significantly reduced.
prepare for anticipated growth. We have not altered our strategic plans for 2021 at the
But, when one door closes, another opens. We’ve always been a cleaning and disinfecting company. With the virus coming,
moment. Due to some recent vendor partnerships, we are
we had a feeling we might not be able to get hydrostatic-
still planning on healthy growth in 2021. We will however
electrostatic sprayers. So, we converted to disinfecting
watch things very closely and be prepared to adjust growth
services. That opened up another revenue stream for us.
1 8 NORTH AMERIC AN S WE E P E R NO V EM BER 2020
Vi si t Us
With this service, our customers and their employees have peace of mind, and our construction customers can
Jim Blackerby III, Owner, Louisville Pavement Sweep, Louisville, KY
meet the mandated local and state guidelines and keep
LPS currently has 10 employees and normally sweeps
their projects moving forward. By anticipating customers’
about 500 properties per week. They also provide pressure
needs, we could see they’d need a solution, which also
washing, landscaping, and haul-off services, and they
created an opportunity for growth. In the changing
subcontract other types of exterior maintenance and r
business landscape, you have to change to grow.
epair work.
Leroy Stotler, Jr., President, Three Rivers Power Sweep, Inc., Pittsburg, PA
(August 2020) When I started this business, I said I’m not going to not do something because I’m afraid to do
Three Rivers is a 22-year-old business, of which Stotler
it. Still, when you see the price tag on those construction
became the second-generation sole owner in 2007.
sweeping trucks, and it’s $200,000, that’s scary. But, with
Construction and industrial power sweeping account for 30-
the Covid-19 pandemic, it was the perfect time to do it,
40 percent of the company’s total annual revenues.
so, I bought a Tymco 435. Right now, we have a lot of
(July 2020) At this point, we’re just trying to get
one-time things to do in construction and neighborhood
back where we were. The good news is that we were
development. We’ll be working on building up our
considered an essential business. The bad news is that we
business in construction now.
dropped a huge amount of business in just a 3- to 4-week period. We had lost 30 to 45 percent of our business
Lee Miller, President and CEO, Pacific Sweeping, San Diego, CA
within just those few weeks, including losing our largest
Pacific Sweeping provides services to more than 30 cities
client.
across five counties in southern California, cleaning over
But, we’re lucky to have more stuff coming online.
350,000 miles of roadways and 15,000 parking lots each
We’ve now added about 8 new properties as well as
year. Pacific’s clients include Cal Trans, multiple counties
some additional industrial sweeping. A lot of the new
and utility providers, the City of San Diego, the State of
business we’ve acquired over recent weeks, including a
California, the U.S. Navy Shipyards, the U.S. Marine Corps,
couple of grocery store chains, were switching vendors
and others.
and we were fortunate to be the one who picked up the work. We didn’t’ have to lay anyone off. We were running
Lee Miller, President, and CEO of Pacific Sweeping, is currently a Board Member of NAPSA, and he has served as an Advisory Board Member for California
lean anyway, so everyone had been working lots of
State University (Dominguez Hills), and Cal State
overtime. It was a hit for the hours they were getting,
Fullerton and he served on the board of the local
but we were able to keep everyone working at least
MSA (Maintenance Superintendent’s Association
3 days a week.
for many years. (September 2020) With the pandemic,
It helps that it has always been my policy to refurbish
we have relaxed many of our policies a little bit, in
trucks after they’ve taken some wear, instead of always
order for employees to maintain their work status here.
financing new ones. We’ll do a conversion of a chassis
Some of it has been directly related to COVID-testing.
to a new sweeper system, to have full capacity. We
Fortunately, those instances were all negative results, false
keep everything as fresh as possible. Last year we
alarms. Some of it is now related to childcare
added two new vehicles. But, we try to do it
during distance learning for their children. It’s hard
conservatively and smartly, so we don’t have ourselves
to be at work when you have to be at home acting
hanging out there too much.
as your child’s teacher. continued on page 20
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N O V E M B E R 2 0 2 0 N O RT H A M E RI C A N SWEEPER 19
works in the medical field, so I know it’s not a hoax. I am very
Nobody wears a mask, and a lot of people think it’s a hoax. My wife works in the medical field, so I know it’s not a hoax.
concerned we will be dealing with this for a very long time. LOOKING TOWARD 2021
Through the strange and unsettling months of 2020, particular business circumstances have been found to vary widely, depending upon which sweeping submarket types businesses serve. Power sweeping providers whose volume is in commercial parking lot sweeping have experienced deep losses in monthly revenues due to the shutdown of
Mathew Andrew, Owner, West Michigan Sweeper, Rockford, MI
retail stores, restaurants, and other commercial businesses in 2020. Sweeping businesses focused on service to
Michigan and serving the greater Grand Rapids area. We went
construction and industrial sites have fared much better,
from one truck to ten, including sweepers and pickup trucks
many with little to no negative impact on revenues, or even
too. The company’s homepage tagline is “We Do It All.” Their
realizing growth.
services include trashcan services, line striping, event cleanup, etc. (October 2020) Since COVID started, we’re fortunate that most of our work has stayed on. Right now, we have two people who do portering full-time and we’re short right
Among power sweeping business owners whose route schedules have been reduced by as much as 90% in the commercial parking lot revenue channel, some are turning their sights toward the construction site sweeping market. For those still undecided about a course of action, there are
now. So, some night time drivers will do that work for the
several opportunities for shifting or adding to the business
customers.
model that may make sense at this stage. Of course,
Mike Oetting, Summit Sweeping and Services, Inc., Fort Wayne IN
acquiring suitable equipment for servicing construction accounts can be a stumbling block for small sweeping
Founded in 1993, Summit is a full-service power sweeping
businesses. Pursuing municipal street sweeping and state
company, servicing industrial sites, road construction,
highway contracts may offer additional new possibilities,
commercial development sites, shopping mall parking lots,
particularly for owners with skills in crafting government
subdivisions, municipal streets, and special events. Summit
service contract proposals.
stocks around $30,000 in Tymco and other parts and supplies peer businesses when they need parts quickly (November 2020) Fortunately, we were deemed an
Subcontracting in other exterior maintenance and repair services, like pavement repair, power washing, storm drain cleanout, parking lot striping, weed abatement, expanded
essential business, so we’ve been able to keep operating
portering services, exterior signage repair, snow plowing,
during the pandemic. I printed the paperwork identifying us
and other roadway and property maintenance and repairs.
as an essential business and put it in the trucks. Beginning
Some may even look toward including more comprehensive
in mid-March, we lost approximately 50 percent of our
commercial and multi-family residential property investment
shopping center work when the customers put us on hold.
maintenance and repair work, such as unit cleanouts,
Most jobs went from six days per week down to one. But, for
drywall repair, painting, and other chores. Such consolidated
construction work, this has been the best year in the history
contracting can lighten the load for busy property managers
of the company.
who prefer to work through a single trusted contractor, to
Overall, we’re back up to about 98 percent of our total volume. But I’m expecting another slowdown. Nobody wears a mask, and a lot of people think it’s a hoax. My wife
2 0 NORTH AMERIC AN S WE E P E R NO V EM BER 2020
simplify bidding, communications, management, billing, etc.. So, the retrospective of 2020 is a mixed bag at this point in early November. Some power sweeping business
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owners are satisfied with the year they’ve had, pandemic
there were new record high numbers of COVID outbreaks
notwithstanding. Others are positioning to face an uncertain
throughout much of the country. So, it is too early to make
future going into 2021, following the shocking setback of
any confident guesses at what the foremost public health
losing a staggering percentage of their business volume all
experts will find and how they will advise businesses, or how
within a matter of two to three weeks in the spring of this
the federal and state governments to guide businesses to
year, and spending the rest of this year recovering from those
proceed going into 2021.
spring and early summer setbacks.
Overall, it would seem that the message of early Q4 is to
One thing becomes very clear now, for power sweeping
review concepts in expanding business models, adapting
companies operating in the wake of the 2020 national
operating modes, and moving toward routinely functioning
economic and health disaster. There’s no longer room
in a condition of strong preparedness for unexpected
to leave initiatives for the development of more agile
changes of any kind that may emerge with the potential
operations on the back burner. Many have found their
to seriously impact revenues and/or operating processes.
organizations to be past due in adopting more rapidly
Congratulations to those who are already taking actions
adaptive skills needed for updating systems and processes to
in that direction, and best wishes to all for a healthy and
conform with new agile policies and practices that need to
prosperous 2021.
be implemented sooner rather than later. Overall, with the country signaling fatigue with quarantining, much of the economy has reopened. There’s great optimism for 2021, and, of course, all hope it will usher in the end of the pandemic. However, in late October
https://home.treasury.gov/Comeback https://www.wsj.com/articles/us-gdp-thirdquarter-2020-11603908566
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N O V E M B E R 2 0 2 0 N O RT H A M E RI C A N SWEEPER 21 1/17/12 11:36 AM
The Ones That Get Away: How to Avoid Losing Good Employees
employees stay with your company for years to come:
4 Send an offer letter. Everything decided in negotiations with new candidates needs to be placed in writing, including but not limited to position title, pay rate/salary, benefits, start date, and work schedule. This is also a place to show enthusiasm for the new employee and welcome them to the company. Give them a few days to review, sign, and return the letter, ensuring everyone is on the same page.
4 Develop a training plan. At a minimum, the employee’s first week should be scheduled out by their direct
As the economy gradually recovers from a difficult year,
supervisor/manager and anyone else connected to the
small businesses are working hard to bounce back. One
role. (In many instances, it’s even better to plan out two
challenge is rebuilding our workforce with solid new employees. Although many people are looking for work,
weeks.) Typical components of the first few weeks include orientation, safety training, introductions to the team, product demonstrations, and shadowing employees in
the changing realities of schooling, childcare, remote
similar roles. Beyond those first two weeks, plan goals
work, and unemployment benefits may make it difficult
and projects to further the employee’s growth, including
for both employers and candidates to find “the right fit.”
metrics to assess progress. Depending on the complexity
W
of the role, training plans can reach up to 90 days, with
ith increased competition for quality candidates,
specific goals in each month to help the employee start
it’s a good time to rethink your hiring process.
on the right track.
One area that many companies can improve is their new
4 Conduct pre-onboarding. Within a week of their
employee onboarding process. Careful onboarding can
first day, reach out to the new hire to confirm the start
be the key to retaining a great new hire. Research shows
date and time, and cover first day basics like directions
that 69% of employees who experience good onboarding
and parking. Share the training plan to help them get
stay with their companies for at least three years.
excited about what they will learn in this new position.
Additionally, 90% of employees decide whether to stay or
Depending on your organization, it might also make
leave a job within the first six months. This means that the
sense to set up access to company systems like email,
seeds of a long-term, successful partnership between an
shared drives, or building security before the first day.
employee and a company are planted early.
4 Plan a great first day. Make sure the new employee
The benefits of holding on to a good hire are numerous.
gets plenty of time to meet and talk with their new team.
Depending on the position, it can cost between $3,000
Clean and set up their designated workspace, providing
and $4,000 to replace an employee, not including the
all required tools and supplies. Small swag items, a group
new person’s pay and benefits. Recruiting is a costly
lunch, or even just a brief meeting to introduce the
process, and the institutional knowledge lost during
new person will help them feel welcome. If they’re not
employee turnover can take a long time to replace.
shadowing a supervisor, the supervisor should check in at
Follow these basic steps to create a great onboarding
least at the beginning and end of the day.
experience for a new hire. Add in details specific to your
4 Ongoing training and accountability. Do a 1 week, 30-
company and the new person’s role to ensure great
day, and 60-day check-in with the new employee. Assess
2 2 NORTH AMERIC AN S WE E P E R NO V EM BER 2020
Vi si t Us
Sources
Recruiting is a costly process,
Arindrajit, Dube, Eric Freeman, & Michael Reich. 2010. Employee Replacement Costs. Institute for Research on Labor and Employment.
and the institutional knowledge
Available at https://www.irle.berkeley.edu/files/2010/Employee-Re-
lost during employee
Bell, Ashley. 25 Sep 2020. 7-steps to a perfect employee onboarding
turnover can take a long time to replace.
placement-Costs.pdf. process for new hires in 2020. Caroo. Available at https://snacknation. com/blog/onboarding-process/. Clickboarding. 3 Dec 2015. The 3 best ways to retain job hoppers. Available at https://www.clickboarding.com/the-3-best-ways-to-retain-job-hoppers/. Hirsch, Arlene S. 10 Aug 2017. Don’t underestimate the importance
how well they have met the goals laid out in their training plan. Gauge how they’re enjoying the role and fitting into the company. Ensure they have the support and resources
of good onboarding. SHRM. Available at https://www.shrm.org/ resourcesandtools/hr-topics/talent-acquisition/pages/dont-underestimate-the-importance-of-effective-onboarding.aspx.
they need and solicit feedback on how the training and onboarding process can be improved. We at NiteHawk know how critical it is to build a solid team. If we can ever help with this or other business needs, reach out to us at 800.448.9364. We’d love to help!
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N O V E M B E R 2 0 2 0 N O RT H A M E RI C A N SWEEPER 23
IN THE NEWS
A S S O C I AT I O N I N S I D E R
KEYSTONE PLASTICS PARTNERS WITH 1-800-SWEEPER TO SUPPLY REPLACEMENT STREET SWEEPING BROOMS SPOTLIGHT
INDEX
South Plainfield, NJ - Keystone Plastics, a leading
as 1-800-SWEEPER’s new broom supplier. Keystone Plastics
manufacturer of street sweeping brooms and brushes,
is a widely recognized manufacturer of high-quality broom
has partnered with 1-800-SWEEPER to supply their North
products in the power sweeping industry and we appreciate
American sweeping partners with replacement street
their support of our 1-800-SWEEPER organization. Our
sweeping brooms.
partners look forward to working exclusively with the
Keystone manufacturers OEM quality replacement brooms for all model street sweepers and will be the exclusive supplier of brooms to 1-800-SWEEPER. 1-800-SWEEPER is a nationwide service network of
Keystone team to create a mutually beneficial, long-lasting, and productive vendor-partner relationship.” “The 1-800-SWEEPER team has done a great job building a strong partner network of sweeping companies. We are
independently owned power sweeping companies. These
excited to build a productive working relationship with each
partner companies are located across the US running a
company in the network and supply them with our quality
variety of different sweeper models to provide parking lot
brooms,” notes Michael Naftal, Executive Vice President at
sweeping, street sweeping, and a variety of construction-
Keystone Plastics.
related power sweeping services. Mike Lucht, President of 1-800-SWEEPER, comments on the partnership, “We are excited to welcome Keystone Plastics
For more information about Keystone Plastics street sweeping brooms and brushes, visit www.kpbrush.com or call toll free 1.800.635.5238.
Replacement Brooms You Can Rely On.
Quality. Performance. On-Time Delivery Keystone Plastics has been manufacturing the industry’s leading replacement brooms for street sweeping and road construction since 1954. At Keystone we believe in reliable quality and strive to make the heaviest, longest lasting brooms in the industry. We also believe the only good broom is the one that arrives to you as promised. Contact us to find a distributor near you.
Visit kpbrush.com | Call 1-800-635-5238 2 4 NORTH AMERIC AN S WE E P E R NO V EM BER 2020
Vi si t Us
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STREETSMARTRENTAL.COM
N O V E M B E R 2 0 2 0 N O RT H A M E RI C A N SWEEPER 25
A S S O C I AT I O N I N S I D E R
IN THE NEWS
FOUR OAKMONT CAPITAL SERVICES’ TEAM MEMBERS ACHIEVE THE CLFP DESIGNATION SPOTLIGHT
INDEX
WEST CHESTER, PA, November 2020 – Last month, four
“This dedication to professionalism and ethics helps our
Oakmont Capital Services professionals achieved the coveted
entire organization as we continue to make it possible for our
Certified Lease & Finance Professional (CLFP) designation
customers and vendor partners.”
awarded by the CLFP Foundation, joining fifteen of their
THE LATEST CLFPS AT OAKMONT CAPITAL SERVICES:
colleagues who currently hold the title. The CLFP is the
Jena Dirkes, Channel Development Director,
preeminent credential for equipment leasing and financing
and CLFP brings over 20 years of experience
professionals throughout the world who have demonstrated
to her role and is committed to helping
competency through testing of knowledge, continuing
her accounts grow by providing excellent
education, and a commitment to their business practices and
customer service via her upbeat and positive
dedication to the industry.
attitude.
“The year 2020 has presented many twists and turns, and
Adam Domke, Business Development
I’m proud of our team members who are so dedicated to the
Officer, and CLFP is an experienced finance
industry. Amid a pandemic and changes in the finance process,
professional, focusing on the construction
they buckled down, studied, and passed the CLFP exam on
and waste industries working with both end-
October 10,” said Joe Leonard, Managing Member, and CLFP.
users and vendors across the nation, creating custom financing options. Jayme Gerads, Business Development Officer, and CLFP has an in-depth understanding of the financing process after working in multiple positions within the industry for over 14 years, serving customers with equipment needs in the construction, agriculture, and trailer industries. Chad Primus, Business Development Officer, and CLFP utilizes his 20+ years of experience in the equipment finance industry, helping customers secure equipment in the agriculture, vocational and delivery, plus construction industries. Oakmont Capital Services, LLC, headquartered in West Chester, PA, with an office in Albany, MN, is a fast, affordable, reputable solution to financing. Founded in 1998 by Managing Members Joe Leonard, CLFP and Megan Zoba, Oakmont Capital Services (OCS) is a direct, independent lender, providing commercial equipment financing and working capital throughout all 50 states. The professional financing staff at OCS has combined experience of over 250 years in the industry and is the reliable choice for today’s financing needs. For more information, visit www.oakmontfinance.com.
2 6 NORTH AMERIC AN S WE E P E R NO V EM BER 2020
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continued on page 32
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INDEX
SPOTLIGHT
Summit Sweeping and Services, Inc., Fort Wayne IN
Nearly 30 years ago, with no experience in the industry, Mike Oetting was motivated to start a construction power sweeping business. His challenges back then were unique from those we’ve heard about from other great entrepreneurs who each, like Oetting, have grown a thriving company starting with only a guy and a truck. From zero to operating a large facility with a sizeable team, Oetting has created a business model that is ideal for the Fort Wayne area industrial power sweeping market.
A
dding his special talent for building business
He said, “Can you do a job or two for me?” Then, he gave me
relationships at every level, Mike has developed a
a couple more jobs to do. Unbeknownst to me, he already
regional customer base and word-of-mouth reputation that have enabled Summit Sweeping to weather the 2020
had the hook in. I worked for that company for 14 years. They were a heavy highway contractor, building roads,
national economic disaster and that promises to sustain
landfills, and doing site development. I managed their
and further grow his company through 2021 and well
landscaping and snow removal operations within the state
beyond. Mike tells the story:
of Indiana. I drove about a thousand miles per week. The
THE YEARS LEADING TO SUMMIT
people in the business were very educated, civil engineers,
In my younger years, my background was in horticulture.
and operating engineers, all performing at a fast pace. I felt
I had my own landscaping and snow plowing business.
I was in over my head when I took the job, but it was one
It was a small operation, two or three people. I hired an
of those you quickly grow into. It was a great job and I was
excavating company to do some work at my home, and the
paid well, but I was never home.
owner tried to hire me. I said, “No, I like my small company.”
2 8 NORTH AMERIC AN S WE E P E R NO V EM BER 2020
Many times, I’d be in Indianapolis, about two hours from
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where I live. I’d be on the phone the entire way home, take a shower, go to bed — and at 6:00 a.m., I was back
building his startup simultaneously.) I could never do that today. It took so much energy and
down there standing on that highway in Indianapolis. My
brain work to keep everything straight. I called supervisors
kids were growing up and I didn’t want to miss that, my
from paving contractors, other highway contractors, and
boys were 12 and 7 when I quit. I now regret not quitting
said, “I’ll work for an hour for free to show you how I’m
sooner. UNLIKELY START OF A GREAT BUSINESS
going to change this industry.” Six
Six months in, I got a call
At work, I noticed that jobs
from a 93-acre shopping
were getting done, but they
mall to maintain their
would fight and fight to get
property. I didn’t even go
it all cleaned up. So, I tried to bring some of that kind of opportunity to the owner, but he didn’t want it. I was looking for a way to keep
landed in my lap.
my key people working year
shopping mall to maintain their property. I didn’t even go after small, non-construction related jobs, but
after small, non-construction related jobs, but they
months in, I got a call from a 93-acre
they landed in my lap. We took care of that mall for about 18 years, then lost it to some lowball guy. Now, we’re in our third year of having it back. My kids are grown and on their own now, and I work harder than I ever did. But
around. So, with his permission, I put my company radio
my headaches are my own, not due to someone else’s
and phone in the company-provided truck and started
decisions, and I am home every day and have something to
this business from the seat of his truck. (That was in 1993.
sell for my retirement.
(Mike continued to operate that way for the next three years, juggling his regular full-time management job and
I started in a 40’ x 60’ pole barn behind my house. My first commitment was to build a professional image of power continued on page 30
continued on page 34
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N O V E M B E R 2 0 2 0 N O RT H A M E RI C A N SWEEPER 29
SPOTLIGHT
INDEX
sweeping — make the trucks so they draw attention, show up on time or even early, and do the job right the first time. It might be a dirty job at times, but we can be professional while doing it. When I started, I had a Tymco 600. Six months later, we added a Tymco 210. Today, we operate 10 trucks, including Johnstons, one 605 and one 650, seven Tymco 210s, and one Tymco 435. I’m not looking to become a monster business; I enjoy keeping it more personal. We
our warehouse today. The machines are so big (5,000lbs
do everything from parking lot sweeping, to highway
with 100-gallon tanks), jobs had to be about two acres or
construction cleanup, to pre-paving cleanup. We have
more of floor for us to be able to function. We used these
small, medium, and large trucks, so we can take care of just
machines primarily on large, new construction buildings.
about any job. We have three machines for inside floor cleaning, with
Considering the cost of the machinery maintenance, and because it was an entirely separate operation with its own
about $300k invested in the machines and supporting
set of needs, it became a dead end. Today, we don’t have
equipment. When the economy crashed in ‘08, that side of
the manpower or facilities to support such an operation,
the business went with it. That equipment still sits idle in
but some demand for the service has returned.
3 0 NORTH AMERIC AN S WE E P E R NO V EM BER 2020
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Looking back on that now, it can bring tears to my eyes to
UNLIKELY RESCUE OF THE BUSINESS
Back in January of 2005, we were in 30-percent growth
think of him doing that. I had been snowplowing for him
mode, when the building burned down. The firemen
in the early years, starting in 1974, and we still sweep his property today. He was the first
managed to push a couple of the trucks out of the structure and saved our computer towers.
Back in January
Temperatures were in the single
of 2005, we were
digits, and the two inches of water they sprayed on the building froze the trucks to the ground. We used an ax to free them so we could go to work the
in 30-percent growth mode, when the building burned down.
next night. A businessman I lived across the
one that ever gave me a chance as a kid right out of high school. SUMMIT BUSINESS MODEL AND OPERATIONS
We’re a full-service power sweeping company. That includes industrial sites, road construction and paving cleanup, work for site developers, shopping mall parking lots, subdivisions,
street from while growing up came over while stuff was still
municipal street sweeping, and special events cleanup.
smoldering and said, “I have a warehouse. The lights and
(The company doesn’t work with third-party providers.)
phone are on. Get your stuff over there and keep going.”
We do a lot of maintenance and repairs here in house. All continued on page 32
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SPOTLIGHT
INDEX
of my small trucks are Tymco brand. I’ve learned Tymco’s
from cleaning the bathroom to managing the business. I
inside and out, so there are very few things I need to
love it. I tell people my job is managing interruptions.
send out. We do about 75 percent of our own repairs and
IMPACTS OF THE 2020 PANDEMIC
maintenance work.
Fortunately, we were deemed an essential business, so
We keep somewhere around $30,000 in small parts and
we’ve been able to keep operating during the pandemic.
replacement parts on hand. We stock so many parts that
I printed the paperwork identifying us as an essential
contractors often call me first when they need something
business and put it in the trucks. Beginning in mid-March,
and can’t wait for it to be shipped cross-country. (The
we lost approximately 50 percent of our shopping center
company’s fleet and operations are housed in its 35,000
work when the customers put us on hold. Most jobs went
square foot facility sitting on three acres of commercial
from six days per week down to one. But, for construction
property). One of our guys has been around the heavy
work, this has been the best year in the history of the
equipment world for a long time, and he’s retired from
company.
that. He can do just about anything. We have a very good group of drivers, one has been
Overall, we’re back up to about 98 percent of our total volume. But I’m expecting another slowdown. Nobody
with me for 15 years. We currently have around 8 to ten
wears a mask, and a lot of people think it’s a hoax. My wife
employees, depending on seasonal demands. At one point
works in the medical field, so I know it’s not a hoax. I am very
we had 14 employees, and that is more than I want to deal
concerned we will be dealing with this for a very long time.
with. (Summit operates seven days per week, closing only
OLD LESSONS LEAD TO NEW WAYS
on Christmas day.) I lay out the jobs and let them go. I do
About 99 percent of our business comes from word of
not micromanage, but they know my expectations are
mouth and repeat customers. We will have a contractor or
high. I really don’t have many problems with our guys, and
new shopping center come to town, and some of the local
that keeps me in a good mood.
people working with them on the job will say, “We’ll need
For my role, I work in the field and the office. I do sales. I do any jobs, as needed. In other words, I do everything
3 2 NORTH AMERIC AN S WE E P E R NO V EM BER 2020
a sweeping contractor,” and they tell them to call Summit Sweeping.
Vi si t Us
They know I’ll be fair, and we’ll get it done right the first
That depression-era mentality, I think, was open
time. We understand their needs. We know they’re in a
to understanding that there’s always another way. If
hurry, so we get it done for them. Our attitude is let’s get
something wasn’t working out, you learned to look at it
it done, get out of the way, and move on to the next job.
from the side, and the other side, and find new ways. You
I think we’ve succeeded in building a base of repeat
came to see that there are always other ways, often better
customers because I’ve always
ways to do things, even in sales.
tried to apply the lessons I learned growing up. I grew up with a dad who was a mechanic in the Army. He was the son of a depression-era farmer. As a kid, I stood on a
When I look back at the
I think we’ve succeeded
beginning, giving people an hour of free work, I see that I’m
in building a base of
responsible for changing the
repeat customers because I’ve always tried
way construction cleaning is approached in our marketplace.
box and watched him work on
to apply the lessons I
They don’t call us for the easy
trucks and tractors. Eventually,
learned growing up.
stuff. Nobody in the area can clean
I learned plumbing, electrical, and mechanics. Depression-
...
era folks never hired anyone.
the challenging jobs as quickly as we do. We are saving customers 50 percent plus on asphalt millings
You did it yourself or traded services with someone to get
and other work, and we complete the job in about half
it done. That approach was life-changing for me.
the time than by using the usual old ways. continued on page 34
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INDEX
SPOTLIGHT
I am very grateful to the many individuals that helped me over the years, ones that helped open doors to give us a chance. I pay it forward anytime I can.
street sweeping service for them at a lower cost than they would pay to maintain their sweeper. All Summit employees are very committed to professional workmanship and helping our customers. I personally
WHAT SETS SUMMIT APART IN FORT WAYNE?
inspect the jobs and the
We provide premium-quality services. The machines we use don’t sweep, they vacuum, blasting all the grit out of joints
We provide premium-quality services.
and crevices with 250 mph air
The machines we use
pressure. Our street sweeper
don’t sweep, they vacuum,
can actually pick up a brick. That kind of power does a lot more than remove trash. Our quality of cleaning extends the life of the seal coating, the line painting,
blasting all the grit out of joints and crevices with 250 mph air pressure.
and the asphalt itself. Most power sweeping contractors don’t offer this
work log entries and hold everyone accountable for their performance. MIKE OETTING’S CORE BUSINESS PHILOSOPHY
Over my 30 years in this business and working with the contractors, I’ve built strong working relationships and trust, and that has made the difference. Years ago, when I’d stop and have a
donut and a cup of coffee in the morning, I started taking
advanced process because the price of that type of
donuts and coffee for paving crews and repair shop guys. I’d
machinery is too high. In small towns, we can often provide
put a dozen donuts right on the back of the paver. continued on page 36
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w w w. na sweeper.co m
N O V E M B E R 2 0 2 0 N O RT H A M E RI C A N SWEEPER 35
SPOTLIGHT
INDEX
The mission of World Sweeping Association is to promote industry awareness of problems with thirdsource providers, major nationwide customers, etc. It also provides information from safety specialists, leaders in the power sweeping industry, and others on a wide range of important topics for power sweeping business owners. Additionally, a network of parts suppliers and other vendors offer discounts to the membership. Ranger does a great job with reports every two weeks, interviews with notables in the industry, and sometimes does intervention with a problem customer. ADVICE FOR POWER SWEEPING ENTREPRENEURS FROM INDUSTRY EXPERT MIKE OETTING, FORT WAYNE, IN
Starting a company and building it from nothing was a big challenge, but keeping it running, maintaining It recognizes people for the work they do, and they talk
professionalism throughout the company, and never
about it too. One guy will drop off parts on his way home
compromising on service quality are continual challenges.
for me. When I thanked him for doing that he said, “Well,
People are not happy with sub-standard work or other
you’re pretty good about bringing donuts for the guys.”
problems to be expected from contractors who are
Today, I can pick up the phone on a Friday late, and they’re 30 minutes away, and they’ll say, “I’ll wait on
bidding too low just to sell volume. It’s important to be professional. Our trucks are bright
you.” That’s huge. That’s help from their side. It means
and lettered in hi-viz graphics, and our drivers are in
somebody has done something to help us.
clean uniforms. Even at 3 am, we are very visible and
BIGGEST CHALLENGE FOR FORT WAYNE POWER
professional.
SWEEPING COMPANY
It’s also important to have a trusting relationship with
Acquiring quality help is currently the biggest challenge.
vendors, especially your insurance agent. Pick a company
I pay more than anyone else in the sweeping industry in
with an “A” rating and an agent that helps back it up. A
this area. But the money doesn’t seem to matter.
good banking relationship is also important.
You have to be flexible. The building contractors have a
We want to build relationships of strong trust with our
lot of challenges, so we have to be flexible. But sometimes
customers, so they don’t think twice about calling us. They
people think it’s like a punch-the-clock factory job.
rely on us to be their eyes and ears. When I see something
We could grow faster. I own the machinery but can’t get
they need to know about, even if it’s not related to our
enough people to run it.
services, I’ll call to let them know. That proactive approach
NATIONAL POWER SWEEPING INDUSTRY LEADER
helps them, and it’s good for us in helping build trusting
We’re one of the founding members of the World
relationships. And, it gives me a one-on-one opportunity
Sweeping Association. The WSA was established by
to visit with them. Most customers like that.
Ranger Kidwell-Ross to build a nationwide network of
ON SUMMIT SWEEPING LEADERSHIP
power sweeping contractors, to help each other with
The owner of Summit Sweeping has built a business
issues and ideas. All peer members are committed to
on a foundation of strong relationships. From the
ethical business practices and professional operations.
unprecedented building of an entire business of his own,
3 6 NORTH AMERIC AN S WE E P E R NO V EM BER 2020
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while doing his job in his employer’s truck, to having another local business owner loan him an entire fully-operational facility to operate his business in the aftermath of a devastating fire, to his countless daily examples, the relationships he serves continue to sustain his business’s success. Mike’s thriving company grows largely by word-of-mouth advertising resulting from his exceptional commitment to service and fostering strong B2B relationships. He further serves and elevates the entire industry, adding value to all his peer businesses through the informationsharing and teaching arms of the WSA. The list of his relationship-building efforts goes on. Rarely have we heard of a more compelling
TRUE REGENERATIVE AIR SWEEPING ! Model 500x® High Side Dump
Model 600® COMDEX ® Street Sweeper
career-long series of examples of the extraordinary power of positive professional relationships. Mike Oetting personifies what it is to succeed by cultivating genuine, mutually helpful business relationships.
Model 435® COMDEX ® Mid-Sized Street Sweeper
Model 210® COMDEX ® Parking Lot Sweeper
Our best advice, based on lessons learned from long-experienced industry expert Mike Oetting, is to think in terms of the quality of relationships you are developing, through everything you do in your business.
For more information about Summit Sweeping and Services, Inc., or to talk to Mike Oetting about the World Sweeping Association, email mike. summitsweeping@gmail.com. w w w. na sweeper.co m
Because swept is not always clean, call TYMCO. Our Regenerative Air Sweepers blast into pavement cracks with up to a 250 mph controlled jet of air, forcing up even the finest sand and particulates into a totally enclosed system — never exhausting dirty air as do vacuum sweepers. All with only a few moving parts, reducing maintenance cost and downtime.
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Model 600 Illustration
FROM THE PEOPLE WHO INVENTED REGENERATIVE AIR SWEEPING! N O V E M B E R 2 0 2 0 N O RT H A M E RI C A N SWEEPER 37
INDEX 1-800-Sweeper..................................................................................15 1800sweeper.com
Safety Vision........................................................................................ 6 800-851-4764 / safetyvision.com
Bucher Municipal..............................................................................13 704-658-1333 / buchermunicipal.com
Schwarze Industries Inc.......................................................... 3, 7, 34 800-879-7933 / schwarze.com
Buffalo Turbine..................................................................................14 P R O D/ buffaloturbine.com U C T W AT C H 716-592-2700
Sharpco Sweeper Shoes.................................................................... 4 313-343-4328/800-372-5007/sharpcosweepershoes.com
Carolina Enviromental Services......................................................14 800-239-7796 / cesrefuse.com Curbtender Sweeper s LLC...............................................................BC 319-266-1721 / curbtendersweepers.com Eagle Eye Tracking.............................................................................. 3 855-338-7225 Elgin Sweeper Company...................................................................27 elginregenx.com Global Sweeping Solutions................................................................ 2 909-713-1600 / globalsweeper.com KeyStone Street Sweeping Brooms................................................24 800-635-5238 / kpbrush.com Nite-Hawk Sweepers.................................................................... 6, 23 800-448-9364 / nitehawksweepers.com Oakmont Capital Services LLC.......................................................... 5 320-844-8800 / www.oakmontfinance.com
Skavin’jer Street Sweepers..............................................................21 888-652-2137 / skavinjer.com Stewart-Amos Equipment Co............................................................ 4 800-482-2302 / stewart-amos.com Street Smart......................................................................................25 888-653-6800 / streetsmartrental.com Superior Tire & Rubber Corp...........................................................10 800-289-1456 / superiortire.com Sweeper Parts Sales.........................................................................33 877-695-3060 / SweeperPartsSales.com Trinity Highway..................................................................................31 888-323-6374 / trinityhighway.com Tymco.................................................................................................37 800-258-9626 / tymco.com
Pat’s Pump & Blower........................................................................11 800-359-7867 / patspump.com
United Rotary Brush Corporation....................................................30 800-851-5108 / united-rotary.com
Prince Motors....................................................................................26 951-681-6960/ princemotorsusa.com
Well Made Manufacturing................................................................35 609-323-2655 / wellmademfg.com
The ODB Co........................................................................................39 800-446-9823 / www.odbco.com
Xpress Sweeping Inc.........................................................................38 401-523-6116 / xpresssweeping.com
Built with the Operator in Mind Easy to Operate and Maintain. • 4 and 6 Cu. Yd High Dump Hoppers • 140 Gal. Water Capacity • Adjustable Floating Brooms • Fuel Efficient • Low Operating Costs • No CDL Required • Ease of Maintenance
Used & Demos In Stock
XPRESS SWEEPING SALES & SERVICE 401-523-6116 WWW.XPRESSSWEEPING.COM
3 8 NORTH AMERIC AN S WE E P E R NO V EM BER 2020
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ODB Has the Parts to help SWEEP America ! For ALL makes and models of street sweepers! Tennant - Elgin - Sunvac Mobil -Wayne - VacAll Vanguard - NiteHawk Schwarze - Johnston - Tymco OLD DOMINION BRUSH COMPANY
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www.odbco.com CALL 800-446-9823 Today! w w w. na sweeper.co m Alamo Group
Replacement Parts for all makes and models of street sweepers Johnston, Elgin®, Tymco®, Tennant®, Wayne, etc..
N O V E M B E R 2 0 2 0 N O RT H A M E RI C A N SWEEPER 39 052419 TMT
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Under CDL platform with over CDL performance. Incab control of gutter broom speed, pressure, and angle. Hopper and fan are made entirely of HardoxÂŽ 450 abrasion resistant steel designed to stand up to the abuse of debris. Crescent shaped pick up head funnels debris to the center of machine. On-screen diagnostics keep information at your finger tips and makes it easier to maintain your sweeper.
PHONE: 4 0 NORTH AMERIC AN(319) S WE 266-1721 E P E R NO V EM BER 2020
701 PERFORMANCE DR. CEDAR FALLS, IA 50613
www.curbtendersweepers.com Vi si t Us
