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EDITORIAL
Head of Editorial: Jack Salter jack.salter@outpb.com
Deputy Head of Editorial: Lucy Pilgrim lucy.pilgrim@outpb.com
Welcome to our 26th edition of North America Outlook.
Rosendin Electric gets our vote as the cover star of this latest issue, which launches on the day of the 60th US presidential election.
Being the largest employee-owned electrical contractor in the US is one of the most distinctive and proud attributes of Rosendin Electric, who has been at the forefront of power and facility delivery for over a century.
Having maintained a reputation for success since 1919, we provide extensive and comprehensive coverage of this industry leader in electrical solutions.
“Unlike many firms in this space that are closely held or publicly owned, our employees own the company. It’s a foundational piece of the culture at Rosendin, where everyone shares success, including some of our field leadership,” outlines Senior Vice President, Bill Mazzetti.
Another of this edition’s frontrunning candidates is Rinchem, the leader in chemical supply chain management with deep expertise in governmental and regulatory compliance as well as safety protocols.
Maintaining the integrity of chemical supply chains is critical, and Rinchem brings the utmost performance and value through a diverse network of temperature-controlled, hazmat-compliant warehouses, trucks, and trailers.
“We support a variety of industries, such as semiconductors, life sciences, and pharmaceuticals, so there’s a litany of customer bases we supply, and a lot of their needs can be incredibly complex and specific. That creates challenges for those that are not acutely specialized in meeting those requirements,” notes Senior Vice President and COO, Chris Sower.
Elsewhere on this issue’s ballot of industry leaders, Lippert has become a household name of the North American manufacturing industry as well as a brand synonymous with quality and innovation.
Based in Elkhart, Indiana, the company remains immensely dedicated to enhancing the experiences of those who love to explore outside.
“We specialize in precision-engineered axles and chassis that deliver superior stability and safety, along with advanced coatings that enhance both durability and performance, and cutting-edge electronics that provide smart solutions for our customers,” informs Group President, Ryan Smith.
Elect to read on and you will find further corporate stories from W-Industries, ITAC, OCL Group, and more.
We hope that you enjoy your read.
Jack Salter Head of Editorial, Outlook Publishing
30 Rosendin Electric Electric Empire
A century of shared success
CONSTRUCTION
70 ITAC
Innovative Solutions. Assured Success. Trusted and dependable construction pioneers
76 OCL Group
Embracing Excellence and Endurance
Canada’s premier fully integrated contractor
82 Turner Construction
A Cornerstone of the Community Expanding market presence and supporting local organizations
MANUFACTURING
94 Lippert Components
Leading with Purposeful Change Building on a legacy of quality and innovation
112 HighCom Group
Protecting the Frontline Defenders Technological defense manufacturing capability products and tailored solutions
SUPPLY CHAIN
122 Rinchem
Streamlining the Chemical Supply Chain
The leading chemical supply chain management solutions provider
A Better Logistical Future
Leading the way in North American logistics
Full Steam Ahead Mexico’s largest cargo operator
Tomorrow’s Energy Solutions Today End-to-end energy infrastructure
Craveable Food and Guest Experiences
Around North America in seven stories…
QUARTER POUNDER BACK ON THE MENU
AFTER MCDONALD’S
SUSPENDED sales of its popular Quarter Pounder in approximately a fifth of its US restaurants due to an outbreak of E. coli that left dozens ill and at least one person dead, the beloved burger is back in stock.
This followed an announcement from the fast-food giant that samples of its beef patties taken by the
Colorado Department of Agriculture had tested negative for the deadly bacteria.
Now facing lawsuits from several customers who fell ill, the restaurant chain’s shares have lost more than 7.5 percent of their value since the reported outbreak from the US Centers for Disease Control and Prevention (CDC).
MEXICO SIDES WITH US OVER LOOMING TRADE BATTLE
AS THE POTENTIAL for a trade battle between the US and China continues to become increasingly likely, Mexico’s top economic official, Economy Secretary, Marcelo Ebrard, has suggested that his country will
GEORGIA PLANT PRODUCES FIRST ELECTRIC SUVS
LESS THAN TWO years after breaking ground on an extensive $7.6 million manufacturing plant west of Savannah, Georgia, the automotive brand, Hyundai, has begun producing its first electric SUVs.
The company, which is based in South Korea, has announced that it intends to produce up to 300,000 electric vehicles (EVs) per year in the US state, alongside the batteries that power them.
This sprawling initiative is driven by the Inflation Reduction Act, which includes a tax credit that saves EV buyers approximately $7,500, but only on vehicles manufactured in North America with domestic batteries.
actively take the US’ side in the dispute.
He stated that it would be in the nation’s best interest to take advantage of nearshoring, which would move production from plants in Asia to Mexico.
Additionally, as the latter’s domestic content in manufacturing exports currently resides at less than 20 percent, Mexican officials are actively looking at how to reduce imports and increase domestic products.
‘KING OF TRAINERS’ REIGNS OVER US MARKET
UK FASHION RETAILER, JD Sports, is set to announce its half-year financial results after its billion-dollar deal to expand across the pond into the US market.
Having acquired 1,200 stores from rival sports brand, Hibbett, the company has reported success in the region, boasting a 2.4 percent
US ARMS SALE TO TAIWAN ANTAGONIZES CHINA
THE US DEPARTMENT of State has approved a $2 billion arms sale package to Taiwan, which includes advanced surface-to-air missile systems and radar, in an effort to counter China’s growing military power and economic assertiveness in the Asia Pacific region.
While the deal is still awaiting approval by Congress, China’s Ministry of Foreign Affairs stated that the arms package seriously violates its sovereignty and security interests
increase in sales between May and July 2024.
As the US boasts the world’s largest sportswear market, this expansion is set to increase scale and global presence for JD Sports alongside strengthening its brand relationships.
The company now operates approximately 4,500 shops globally and forecasts that its pre-tax profits for the year could tip over the £1 billion mark.
alongside damaging US-China relations.
Taiwan’s Defense Ministry expressed its gratitude for the upcoming sale, noting that it would help the military continue to improve its defense resilience and jointly maintain peace and stability across the Taiwan Strait.
SUPPLY CHAIN
$3 BILLION INVESTMENT INTO US PORTS
SHORTLY AFTER A three-day port strike on the East Coast and Gulf Coast of the US, which halted the workflow of over half the country’s ocean shipping, President Joe Biden has declared a $3 billion investment from his Inflation Reduction Act to improve the nation’s port infrastructure.
The funding, which includes $147 million in awards for the Maryland Port Administration, will be used to create approximately 40,000 union jobs and upgrade port facilities, including cleaner equipment.
The investment will focus on boosting climate-friendly equipment and infrastructure at 55 sites nationwide while reducing pollution and combating the current climate crisis.
RETAIL
FISHER-PRICE RECALLS TWO MILLION INFANT SWINGS
FOLLOWING THE DEATH of five infants, Fisher-Price has recalled the parts of over two million ‘Snuga Swings’ across the US, Canada, and Mexico due to their serious suffocation risks.
The swings were sold at major retailers, including Amazon, Walmart, Toys R Us, and Target, between October 2010 and January 2024, with reported sales of approximately 2.1 million in the US, 99,000 in Canada, and 500 in Mexico.
Consumers have been advised to immediately cut off the headrest and remove the body-support insert if they intend to continue using the swing, and Fisher-Price is offering a $25 refund to those following the removal instructions found on its website.
BRIDGING THE GAP
Om Shankar, Vice President and General Manager of Konect, considers how fuel retailers can accelerate electric vehicle charging infrastructure in the US
Writer:
Om Shankar, Vice President and General Manager, Konect
As electric vehicle (EV) adoption continues to rise and new funding for charging infrastructure is announced, the US is making encouraging strides toward wider EV usage.
This transition is crucial, especially with upcoming emissions targets for vehicle manufacturers and the urgent need for fleet decarbonization.
However, significant challenges remain. While the push toward EVs is gaining momentum, it’s evident that global markets are falling behind in expanding public charging infrastructure.
The current situation in the US serves as a reminder of how much more progress is needed. Despite being the second-largest EV market globally, there are still fewer than 200,000 publicly available charging ports across the country.
To put that into perspective, experts estimate that over one million additional charging ports will be needed by 2030 – requiring a staggering 550 percent increase from today’s numbers.
At the current pace of infrastructure installation, the US will struggle to meet the growing demand for electrification.
To overcome this, smart solutions are needed. These could include unlocking more funding, developing feasible financing options for charge point operators (CPOs), and addressing local energy grid limitations.
EVOLVING THE CHARGING EXPERIENCE
As EV adoption grows and driving EVs becomes more common, the charging experience itself needs to evolve.
Drivers’ expectations of what they should find at a charging station are shifting rapidly. They want the charging process to be as convenient and seamless as refueling at a gas station, with similar access to facilities and amenities.
Unfortunately, many current public charging stations fall short of these expectations – they may have poor lighting, be difficult to locate, or lack basic amenities to keep drivers
occupied during the charging process. For drivers who lack home charging options, these shortcomings can be deal-breakers.
The transition to electric mobility is driven by necessity, but it also needs to be focused on creating a convenient and positive experience for drivers.
When these two factors are considered, it’s clear that fuel retailers have a unique opportunity to help bridge the gap.
These retailers are already strategically located along major highways and provide familiar services to drivers, including essential amenities.
Encouragingly, fuel retailers are already beginning to embrace this potential. In fact, 68 percent of applications for National Electric Vehicle Infrastructure (NEVI) funding have been awarded to fuel retailers. However, it’s important to acknowledge the challenges fuel retailers face in making this transition. These challenges can hinder the ability to provide effective service and create a solid business case for offering reliable, profitable EV charging.
According to a study conducted by Konect of several charge-point operators, over 71 percent find it difficult to track charge point
downtime at their locations. Additionally, more than half (57 percent) identified a lack of support from service partners as the main obstacle to improving uptime.
WATTS-TO-WHEELS
For fuel retailers to unlock their potential in the EV charging space, the industry must ensure that they have access to the right support and technical expertise.
At the outset, this means helping retailers assess how many chargers to install, evaluate the capacity of their local energy grid, and determine the most efficient business model for their charging services.
Profitability is a key concern for fuel retailers as they move into the EV charging market. To make their investments in EV infrastructure worthwhile, they need dependable charging equipment as well as ongoing maintenance and servicing to maximize charger uptime.
Beyond that, retailers also need to explore new revenue streams that can help make their operations more profitable. This can be achieved by integrating the entire charging and retail ecosystem, creating a comprehensive ‘watts-to-wheels’ experience for customers.
This kind of model presents multiple revenue opportunities for retailers. They can potentially generate income from carbon credits, sell stored energy back to the grid, and take advantage of the longer dwell times associated with EV charging by attracting customers into their premises.
By offering more services and experiences while customers wait for their vehicles to charge, fuel retailers can turn this challenge into a lucrative opportunity.
The current shortfall in EV charging infrastructure is a significant challenge for the automotive industry, but it also presents an exciting opportunity to rethink both charging stations and fuel retail for a new era.
By supporting fuel retailers in making a successful and profitable transition to electrification, the industry can unlock the full potential to accelerate infrastructure development and ensure that it meets the needs of the clean mobility future.
Fuel retailers are well-positioned to take on a crucial role in this transformation. With the right approach, they can help close the infrastructure gap and provide drivers with a charging experience that meets their expectations.
This will be vital in ensuring that the shift to EVs continues to gain momentum and that the US remains on track to meet its electrification goals.
ABOUT THE EXPERT
Om Shankar is the General Manager and Vice President of Konect, a strategic business unit of Gilbarco VeederRoot (GVR) dedicated to revolutionizing EV charging for fuel retailers and commercial fleets worldwide.
Additionally, Shankar serves as the CEO and Co-Founder of JUXTA, an autonomous microretail artificial intelligence (AI) technology startup.
ILLUSTRIOUS, INNOVATIVE, AND ICONIC
We speak to the President and COO of Cola-Cola Consolidated, Dave Katz, and Vice President of Technical Services, Melanie Sabella, about the company’s unwavering commitment to serving its consumers, communities and teammates
Writer: Rachel Carr
Boasting a rich history and heritage, and with a legacy spanning over a century, stands the largest Coca-Cola bottler in the US – Coca-Cola Consolidated.
Headquartered in Charlotte, North Carolina, the company manufactures, sells, and distributes beverages from The Coca-Cola Company and other partner companies in more than 300 brands and flavors, including soft drink, coffee, tea, sports drink, fruit juice, and water brands.
“We have been around for 122
years and our current Chairman and CEO, Frank Harrison, is the fourth generation of the Harrison family to lead the company,” introduces Dave Katz, President and COO of Cola-Cola Consolidated.
The company does business across 14 states and the District of Columbia with approximately 60 million consumers.
“We are a publicly traded, family-controlled company, and fifth-generation family members are working in the business as well,” he continues.
Katz has been in the food and beverage industry for over 30 years, and while it is an exciting space to work in, he finds the Coca-Cola brands to be the most fun to represent.
When Katz began his career, the options for different beverages and flavors were limited. Therefore, category expansion and the potential growth opportunity was and continues to be enormous.
“An interesting fact is, on average, a human needs to consume eight beverages a day to stay alive, so the opportunities are there to provide consumers with what they are looking for,” he observes.
Coca-Cola Consolidated is also proud to offer a variety of choices for consumers of all ages. They have expanded low- and zero-sugar beverages for consumers to make the choices that are right for them.
POURING SUSTAINABILITY INTO THE INDUSTRY
Committed to preserving what is important, Coca-Cola Consolidated is an industry leader when it comes to sustainability solutions and best practices to put the planet first. In a bid to reduce water waste, the company has introduced several initiatives, including water efficiency monitoring and enhanced production planning. It also provides rain barrel/ recycling drum donations and adheres to water treatment standards.
The company has made many significant investments in recent years to reduce waste and increase efficiency. The bottler has championed breakthrough
innovations in technology across its footprint.
“Most of the equipment we purchase today is designed to improve efficiency. Technological advancements are helping our energy and water usage, which we aim to reduce by 20 percent by 2028. It’s something we’ve tracked for many years in all our manufacturing facilities,” imparts Melanie Sabella, Vice President of Technical Services at Coca-Cola Consolidated, overseeing
Engineering, Corporate Quality, and Environmental Affairs.
The company has always been a leader regarding its energy and water usage, which it hopes to improve even further by implementing new technologies.
“We’ve installed a lot of semiautomated equipment that allows us to handle all product variations efficiently. We can be more agile in the market and react to the demands of our commercial plan more effectively.”
The company can optimize the work it does and produce more volume in less square footage than traditional operations.
Coca-Cola Consolidated advocates for communities by cleaning streams and roads through teammate volunteering activities while educating consumers to recycle bottles and cans.
“WE CONSIDER OURSELVES PURPOSEDRIVEN, AND WHEN PEOPLE UNDERSTAND THE REASON BEHIND A COMPANY’S EXISTENCE, THEY ARE MORE MOTIVATED TO BE PART OF IT”
– DAVE KATZ, PRESIDENT AND COO, COCA-COLA CONSOLIDATED
“Our 20-ounce Coca-Cola trademark bottles are made of 100 percent recycled plastic, but to increase our range of recyclable container sizes, we need them returned, so we always encourage positive environmental behavior and recycling,” Sabella enthuses.
As an industry, Coca-Cola Consolidated strives to get bottles and cans back through recycling so it can turn them into new packaging.
“There is an opportunity to see more products get recycled instead of being sent to landfill, and we are working with partners to facilitate that circular economy,” she adds.
THE COCA-COLA CONSOLIDATED CULTURE
Coca-Cola Consolidated’s purpose is to honor God in all it does. This purpose is also central to the company’s talent approach, influencing how it identifies and attracts candidates who are willing to learn and grow.
“We consider ourselves purposedriven, and when people understand the reason behind a company’s existence, they are more motivated to be part of it. The HR team presents
“TECHNOLOGICAL ADVANCEMENTS ARE HELPING OUR ENERGY AND WATER USAGE, WHICH WE AIM TO REDUCE BY 20 PERCENT BY 2028”
– MELANIE SABELLA, VICE PRESIDENT OF TECHNICAL SERVICES, COCA-COLA CONSOLIDATED
our employee value promise through our ‘be’ statements – be supported, be empowered, be developed, be inspired, be rewarded, and be connected,” Katz outlines.
Moreover, Coca-Cola Consolidated has invested in experiential learning centers and offers leadership development programs to provide critical
CULTURE AND COMMUNITY
middle leaders with skill sets for future roles. This has increased talent mobility and retention of top talent.
“I am excited to see the success rate of leaders who have participated and gone on to achieve greater roles within the company thanks to our numerous educational opportunities,” expresses Katz.
The fundamental cornerstone of the company is to serve others, pursue excellence, and grow profitably. Coca-Cola Consolidated is honored to support numerous non-profit organizations within its 14-state territory.
The company’s mission is to address the physical, emotional, and spiritual needs of the communities it serves, which is reflected in the local events that teammates participate in where they work and live.
“We’re dedicated to strengthening our communities by actively supporting youth development, education, and health and wellness programs. We also have crisis assistance initiatives to help with incidents, such as the recent hurricane that impacted North Carolina, to serve both our workforce and the surrounding community. Our goal is to fulfill our purpose and honor God in all we do,” Sabella prides.
One of the unique elements of Coca-Cola Consolidated is its Response Team, which plays a crucial role in emergency situations.
In 2017, when Hurricane Harvey struck Houston, Chairman Frank Harrison anticipated that similar storms would impact the company’s territory. As a result, he formed a response team – a small group of full-time employees supported by a larger group of trained volunteers who serve teammates free of charge as they recover from disasters.
Furthermore, the Coca-Cola Consolidated Hope Scholarship gives teammate and their families access to university-level education.
The company also has a total rewards program to keep its team motivated, including physical, mental, and financial well-being packages for them and their families, and celebrates teammates achievements, such as the Servant Leader Award.
INNOVATION AND INVESTMENT FOR INDUSTRIOUS IMPROVEMENT
• Coca-Cola Consolidated has installed four new global production lines in recent years, including blow molding, a technology that utilizes preforms – raw materials that are shaped and then blown into bottles during the production process. This innovation allows for more pre-forms to be shipped per vehicle compared to empty bottles, reducing the number of trucks on the road.
• The company is also investing in center-lining within manufacturing facilities to make changeovers from one bottle size or flavor to another more efficient and faster, while providing varieties demanded by consumers.
• A group of eight bottlers, including Coca-Cola Consolidated, have partnered with the Coca-Cola Company to create an investment fund focused on environmental technologies, such as emissions control, vehicle innovations, and unique packaging materials.
“We’re committed to fostering a company culture where everyone behind the bottle feels they have contributed to our success,” emphasizes Sabella.
As such, Coca-Cola Consolidated has also established veteran, women, and young professional resource groups as part of its Seat at the Table framework that give teammates additional avenues for support, networking, and mentoring.
The company is invested in future talent through its Applied Learning Internship and CocaCola Consolidated HBCU S.O.A.R. Scholarship Program, where students can gain real-world business experience.
PRIORITIES, PROJECTS, AND PURPOSE
About six years ago, the company initiated its Operating Destination – One Coca-Cola Consolidated Team, consistently generating cash flow while empowering the next generation of diverse servant leaders.
“As we drive toward our Operating Destination, we have some key focus areas. One key focus is to identify the tasks people enjoy the least and automate them so they can spend time adding value to other areas,” notes Katz.
The second area of focus for the company is achieving scale while maintaining a personal touch.
This involves balancing the need to grow and scale certain functions as a large company without losing the local connection.
“Part of our magic is achieving balance; we prioritize teammate engagement and emphasize a sense of belonging. Our HR team has conducted impressive analytical work which shows that if we can create a positive experience during an employee’s first 100 days, they’re much more likely to remain with us in the long term,” he continues.
Continuing to automate the mundane, Coca-Cola Consolidated is committed to building automated warehouses. The company will soon open its sixth automated warehouse, located in Columbus, Ohio.
“We’re excited to see how artificial intelligence (AI) will evolve our data to produce more efficiency and track the entire supply chain from production to consumer, tightening up our processes,” Sabella concludes.
“We strive to stay ahead and lead the system; we’re not afraid to try new things. If something doesn’t work, we’ll move on, knowing that the next big idea might help us advance the business.”
Gel Blaster is heralding a new era of first-person shooter gaming with its latest ground-breaking innovation, Gel Blaster Nexus. Steve Starobinsky, Senior Vice President of Trends and New Markets, tells us why it is the perfect projectile for maximum fun
Writer: Lucy Pilgrim
ACHIEVING AN EPIC VICTORY
At some point in everyone’s lives, they will have experienced the unadulterated joy of launching pellets, paint, or foam darts at high speeds toward their friends.
Indeed, interactive gaming has been a mainstay of the entertainment landscape for decades, with closequarters combat (CQC) remaining a firm favorite pastime for players across the world.
The latest evolution in the CQC realm, gel blasting offers a vibrant alternative to hard, painful pellets, as it fires small gel beads at the opponent that burst upon impact, creating endless enjoyment.
At the forefront of the interactive entertainment industry and growing CQC market is Gel Blaster, founded in Austin, Texas and launched on global crowdfunding platform, Kickstarter, in 2019.
The company, and its inventive product of the same name, soon grew to become an international phenomenon, as the fast-paced and mess-free Gel Blaster skyrocketed to the top of the gaming industry.
“We are the top market share brand in this new and exciting category that lives between foam darts and paintball,” opens Steve Starobinsky, Senior Vice President of Trends and New Markets.
ULTIMATE FEC EXPERIENCE
Gel Blaster’s latest frontier comes in the form of the Gel Blaster Nexus (Nexus), which combines all the best parts of video games, laser tag, and paintball to create an unmatched, high-adrenaline experience.
This evolution blends seamlessly into the interactive gaming market and is the perfect transition into the future, particularly as the family entertainment center (FEC) industry stagnates.
“After disrupting the foam darts business, we set our sights on laser tag. However, this attraction has become tired and FECs have seen a plateau or decline in revenue and throughput,” informs Starobinsky.
“Because our play pattern works in a similar black-lit arena environment, FECs can easily install our new digitally scored attraction with the excitement of physical projectiles.”
Additionally, as the company’s patented technology uses infrared lasers as a co-witnessing methodology, Nexus can also be used for laser tag by turning off the physical projectiles when younger consumers want to play, making the game suitable for a vast range of ages.
“It is innovative because we are offering consumers not only the future of gaming at their location center, but also the incumbent laser tag that is included in our hardware.”
Nexus was first launched across Main Event restaurant sites, now owned by Dave & Busters, who have seen the game’s vision from day one.
“They have been incredible to work with and kept us focused and disciplined to make sure we worked through all the unknowns and created operational efficiencies and, ultimately, excellence,” prides Starobinsky.
Gel Blaster has also partnered with RPM Games, Lark, Golfland, and numerous other chains and independently owned FECs, theme parks, casinos, and malls.
A REAL-LIFE VIDEO GAME
VIDEO GAME EXPERIENCE – Players can climb leaderboards, gain powerups, and compete with friends, replicating the modern-day video game experience.
PHYSICAL PROJECTILES – Nexus leverages water bead ammunition that bursts upon impact. This creates a high-stakes environment, making each battle even more exciting.
CUSTOMER REPEATABILITY – Players can create their own profiles and avatars to grow their stats over time.
EXTENSIVE GAMING LIBRARY – Continuous updates to game modes and the introduction of new features keep customers’ gameplay fresh.
PHYSICAL THRILL, CUTTINGEDGE TECH
Although Gel Blaster has created something that feels completely new, Nexus still retains the familiar video game style and subsequently has a massive available market.
In order to combine the physical thrill of blaster gameplay with the digital precision of video gaming, the company deployed all the most common things found in first-person shooter (FPS) video games such as loadouts, power-ups, statuses, ranks, and more for an exhilarating realworld experience.
“Each consumer experiences the rush and adrenaline of physical glowing projectiles whizzing by them and hitting them for a real-world sensation, but not enough to actually damage skin like other projectile sports,” details Starobinsky.
Moreover, similar to video games, all player movements and scores are tracked under an ID and avatar. As a result, the more customers play,
“WE ARE THE TOP MARKET SHARE BRAND IN THIS NEW AND EXCITING CATEGORY THAT LIVES BETWEEN FOAM DARTS AND PAINTBALL”
– STEVE STAROBINSKY, SENIOR VICE PRESIDENT OF TRENDS AND NEW MARKETS, GEL BLASTER
the more they unlock new upgrades, blasters, and power-ups.
“We have seen how this familiar play pattern allows for immediate multi-generational adoption where the entire family is playing together, bringing a whole new meaning to ‘family feud’,” he adds.
Going forward, Gel Blaster hopes to continue its trajectory of success, as evidenced by the tremendous results it has experienced from beta partners.
Thus, implementing Nexus nationwide is the company’s top priority as it aspires to be available in 35 US locations by the end of 2024.
Gel Blaster will also launch its first European location together with The
Playground, based in Prague, Czech Republic, by the end of the year.
“In future, gamers will not play with a controller, mouse, or keyboard, but rather their entire body. We see Nexus becoming a future sport with spectators, celebrity superstar teams, and global championships. This is just the beginning!” Starobinsky excitedly closes.
EPIC, MESS-FREE BATTLES
Each of Gel Blaster’s state-of-the-art blasters offers the ultimate battle experience, as the specialized motor drives ‘gellets’ – specially-made water beads – at 150 to 250 feet per second, surpassing other offerings on the market.
Gellets expand in water in just two hours, holding the water for months and allowing uninterrupted fun. They also maintain their integrity and do not explode upon impact, letting players blast wherever their gameplay takes them.
A top-of-the-range gellet requires a state-of-the-art blaster. Thankfully, Nexus’ built-in battery lasts for up to four hours, making it an unparalleled gaming machine.
THE ELECTION TIKTOK
TikTok became a critical battleground during the 2024 US presidential election, with both major political parties and candidates turning to the platform to engage, target, and appeal to younger voters
Writer: Jack Salter
TikTok is incredibly popular with the younger generation, as the majority of US adults aged 30 or below (62 percent) use the social media app according to non-partisan fact tank, the Pew Research Center.
As well as young adults, the majority of US teenagers (63 percent) use TikTok, with more than half (58 percent) on the app daily.
Thus, TikTok not only allows political parties and candidates to appeal to young people on the site that
are already eligible to vote, but also those who are not yet old enough, potentially earning their support for future presidential elections in the years to come.
Interestingly, more Americans –especially young adults – are also regularly getting news on TikTok, whose short-form videos allow information and opinions about current affairs such as the presidential election to be quickly received and easily digested compared to
long-form content like written news articles and columns.
The TikTok algorithm, which feeds an addictive stream of these videos to users, positions campaigns in front of new audiences and increases engagement from people otherwise not searching for political content as they scroll through the app. Content presented to users is determined by this algorithm based on data about how they engaged with previous material.
Between the viral dance crazes, useful baking and cleaning tips, funny memes, and more that frequently populate people’s feeds, snappy and effective political videos will therefore play an active role in determining the future of the country.
ELECTION INTEGRITY
Kamala Harris recently joined TikTok in July and within three months has amassed 6.4 million followers and 74.5 million likes on her personal account, complementing the official campaign page, Kamala HQ.
Donald Trump, meanwhile, created his personal TikTok account a month earlier in June but has acquired almost twice as many followers – 12.6 million – as well as 81.4 million likes.
Nevertheless, these impressive figures demonstrate the reach, popularity, and influence of both the Democratic and Republican nominees as they ramped up their TikTok presence to compete for and connect with young voters on the platform, which has taken extensive measures to preserve the integrity of elections as important moments of community conversation.
With more than two billion people in over 50 countries expected to have gone to the polls by the end of this year, TikTok is deeply dedicated to protecting the integrity of elections on the social media app.
The platform expects to invest more than $2 billion in trust and safety this year, including continued investment in election integrity and its US operations.
Focused on enabling free expression while maintaining a safe and civil environment for the 170 million+ US users, TikTok’s multifaceted approach to protecting election integrity will continue all the way through to the presidential
inauguration in January 2025.
Firstly, it prevents the spread of harmful or divisive content by prohibiting and removing any misinformation, violent or hateful conduct, and any other posts that violate its policies.
Unverified election claims, meanwhile, are labeled and ineligible for recommendation, with users prompted to reconsider before sharing them. TikTok also doesn’t allow paid political advertising as it isn’t conducive to the authentic, inclusive environment it strives to create.
Through and beyond election day, TikTok’s US elections task force will continue working to enforce its policies with the support of technology, specialized misinformation moderators, and factchecking partners who assess the accuracy of content in real time.
Connecting people to authoritative information and reliable facts is another facet of TikTok’s approach, which also includes combating deceptive behavior, defending platform integrity, and preparing for rapidly unfolding events.
LOOMING BAN
TikTok’s rising impact as an effective political campaigning platform and tool to connect directly with younger
voters, as demonstrated in the 2024 US presidential election, comes against the backdrop of a looming nationwide ban unless it is sold by Chinese developer and parent company, ByteDance.
There have been concerns about its approach to the data privacy of US users and potential impact on national security if this data is shared with the Chinese government, grounds on which Trump himself attempted to ban TikTok when he was previously in the White House despite since joining the app this year.
President Joe Biden signed a bill in April paving the way for the forced sale of TikTok following approval from Congress.
However, a ban would be unconstitutional and have a staggering impact on the free speech of its US users based on indeterminate risks, according to the site.
It would also arguably damage democracy if such an increasingly important platform for accessing news and information about political parties, candidates, campaigns, and elections was to be banned in the US.
CARIBBEAN PORTS SPOTLIGHT
A hub for maritime trade, many Caribbean countries depend on shipping to import and export goods that meet the needs of its people but are faced with a number of modern-day challenges
Writer: Jack Salter | Project Manager: Deane Anderton
Caribbean ports are social entities that facilitate the very existence of people, enabling critical supplies such as food, clothing, and shelter to be received and transported across the region.
However, several challenges face the Caribbean when it comes to shipping, such as inadequate port infrastructure, environmental regulations, and high costs.
The former requires modernization, as several ports do not have the infrastructure to handle larger cargo volumes and ships, causing delays and increased costs for shippers who may opt to use other regional hubs as a result.
The limitations of this outdated infrastructure are exacerbated by environmental issues, as Caribbean ports are under strain from the demands of global regulations surrounding decarbonization.
Shipping costs, meanwhile, can be extremely high in
the Caribbean due to steep fuel prices, inefficient port operations, and limited competition among carriers.
These costs are substantially more than in other parts of the world, making it difficult for Caribbean businesses to complete on the global stage and increasing prices for consumers.
The impact of these various limitations is heightened even further in smaller Caribbean islands, where ports act as a gateway in and out of the country and are a pillar for their economic well-being.
Despite these challenges, cruise ships represent an exciting area of growth and development for ports as they have become an important part of the Caribbean economy.
However, many smaller ports in the region do not currently have the infrastructure or capacity to simultaneously handle both cargo and cruise vessels.
PORT MANAGEMENT ASSOCIATION OF THE CARIBBEAN INTERVIEW:
Darwin Telemaque, Chairman, discusses this integral role of the Port Management Association of the Caribbean as a node in the region’s ports network amid the modern challenges of digitalization and decarbonization
North America Outlook (NA): Firstly, could you introduce us to the Port Management Association of the Caribbean and outline your mission statement?
Darwin Telemaque, Chairman (DT):
The Port Management Association of the Caribbean (PMAC) is a small but vital organization established for the purposes of coordinating issues surrounding ports in the Caribbean. Some of these concerns relate to legislative, financial, and operational modernization and, most importantly, the human capacity development of our people. As we participate in a sector that is mostly driven by large multilaterals and builds systems that focus on the needs of very large companies, whether it be mechanization, digital solutions, legislation, or regulation, decisions are sometimes made outside of our capacity to influence and direct.
We are left to grapple with the evolution of an industry in which our capacity to influence is very limited. However, the sector remains pivotal and critical to the existence of our island nations, many of which are single port states and don’t own any vessels.
As the industry evolves, we are forced to adapt to change. Sometimes it’s technology, other times it’s the size of the vessels, requiring expansion to both our channels and our docks.
Challenges continue to arise, and in a world where the small is insignificant, where do we find the capacity that can alleviate our concerns through a global space? PMAC has emerged as that facilitating entity.
Our mission statement is to foster operational and financial efficiency and enhance the level of service to the mutual benefit of Caribbean ports and stakeholders through the sharing of experience, training, information management, and ideas.
As a matter of fact, we have decided just this year that we are going to realign our vision and our mission.
The Jamaica Special Economic Zone Authority has the perfect opportunity for you. Enjoy an array of fiscal and non-fiscal incentives aimed at taking your business to the next level, through increased production, reduced storage and production costs while increasing output.
Briefly introduce me to the Jamaica Special Economic Zone Authority (JSEZA), e.g. a short overview of your main products and services, locations, client base, number of employees, etc.
The Jamaica Special Economic Zone Authority (JSEZA) was established in 2016 under the Special Economic Zones (SEZ) Act, 2016.
The JSEZA main function is to facilitate developments within the SEZ regime in Jamaica. By offering a range of incentives, streamlined regulations, and excellent business facilitation to boost efficiency for business with SEZs. There are two main categories of incentives: fiscal and non-fiscal, that make it easy to hit the ground running. Some of these are:
SEZ Fiscal Incentives
• Corporate Income Tax (25 percent) reduced to 12.5 percent can be further reduced to 7.75 percent with the application of capital allowances, promotional tax credits and employment tax credits.
• Customs duty exemptions are available for goods imported and used in the SEZ.
• The SEZ Regime offers a 0 percent rate of General Consumption Tax (GCT) on locally purchased goods and services.
• Multi-Purpose Developers receive relief from income tax on rental income. *except for rentals where the landlord (whether the Developer or an Occupant) and tenant are connected persons within the meaning of the Income Tax Act.
SEZ Non-Fiscal Incentives
• Streamlined Business Facilitation: Dedicated support for SEZ entities, including business advocacy, development, and permit assistance.
• Modernized Customs Procedures:
Accelerated movement of goods and reduced administrative burdens.
• Robust Infrastructure Support: Improved transportation networks and utilities.
• Stable Regulatory Environment: Simplified licensing, permits, and regulatory requirements.
• Skilled Workforce Development: Access to training and skilled labor to meet specific business needs.
What steps do you take with local businesses to support the country’s economic landscape?
The Authority is committed to fostering a robust business environment and fostering the growth of local enterprises. To accomplish this, the Authority has implemented a range of strategic initiatives:
1. Strengthening Value Chains: The Authority promotes the development of connections between local businesses and SEZs, both backward and forward linkages, which in 2022 facilitated trade for over 100 entities with a total value of JMD $12,368,703,281.31.
2. Highlighting Investment Opportunities: The JSEZA team executes local conferences, serving as a leading platform for presenting and connecting Jamaica’s investment potential and players. These events aim to facilitate investors and foster connections between local businesses and global entities, promoting foreign direct investment and driving economic growth.
3. Knowledge Sharing and Capacity Building: JSEZA empowers businesses through workshops and training, equipping them for success in the global market and providing businesses with the essential knowledge and skills for successful operations.
4. Supporting MSMEs: JSEZA assists MSMEs
through facilitating access financing, training, and mentorship, empowering entrepreneurs and driving economic growth.
How do you promote Jamaica on the international stage for foreign direct investment (FDI)?
The JSEZA works towards building international partnerships which will help to facilitate more investment opportunities within our local Special Economic Zone Regime. We employ numerous strategies to promote the regime and activities of Jamaica, through online and social media platforms (such as Google Ad placement and Instagram) as well physical engagements. These strategies include but are not limited to: Trade Missions:
The JSEZA participates in and leads trade missions that will connect global suppliers and consumers all over the world. This has the potential to boost both our exports as well as investment in key sectors such as manufacturing, infrastructure, and logistics.
International SEZ Ambassadors.
We establish connections with investors through collaborations with SEZ ambassadors who seek to match potential investors with the development and projects based on their interests.
International conference and exhibition engagements:
The JSEZA also participates in conferences taking part in panel discussions and other activities with the aim of providing information on global stages about the value of investing in JSEZ regime and the benefits we offer.
Diaspora Integration Program:
This initiative enables Jamaicans residing abroad to serve as reliable sources of information for investors and corporations seeking to make investments in Jamaica, particularly in relation to the SEZ regime. Leveraging Local, Regional and international Partnerships:
We aim to establish partnerships with local and international partners to exchange investment and marketing intelligence. This endeavor will assist in furthering JSEZA’s marketing efforts. By leveraging these relationships, the Authority has gained access to a larger database of investors in a shorter time, as well as increased promotional channels to expand the reach of our messages.
How might Jamaica’s Logistics Hub Initiative enhance global trade?
The JLHI based on Jamaica’s geographic location and modern infrastructure aims to position the country as a key point for shipping, warehousing and distribution in the region.
By becoming the central point for trading activities happening between the Americas, Europe and Asia, Jamaica can contribute to an enhancement in global trade. When successful this will result in reduced shipping costs and enhance business facilitation worldwide through increased access to goods.
The result will also include more investment and increase the creation of jobs locally while improving the efficiency of global trade.
Are there any recent projects that you would like to highlight?
We are really excited about the establishment of German Ship Repair Jamaica (GSRJ) Limited’s Special Economic Zone which is a groundbreaking 235-meter-long floating dry dock. The GSRJ can lift large vessels out of water for the purpose of conducting repairs. The company, in partnership with the Caribbean Maritime University and the Heart NSTA Trust, is also developing a model apprenticeship program for Jamaican youth. This program will provide individuals with the skills required to thrive in the marine industry, specifically in the area of ship repairs.
To learn more about this SEZ project, click the following link: German Ship Repair Jamaica Limited, 1st Dry Dock Ship Repair
The recently concluded development of UG’s Special Economic Zone in Westmoreland, Jamaica is also a major achievement. The successful completion of this development signifies the beginning of SEZ establishment in the parish which is set to stimulate economic activity within the outsourcing sector and result in job opportunities for approximately 700 young Jamaicans living in the area.
This acts as a method of diversification, given that the primary economic activities for the parish are agriculture and tourism. Similarly, are there any projects in the pipeline that you’re excited about?
The Authority is enthusiastic about the following four SEZ projects:
1. Olympus Sport City: We envision this SEZ as a world-class Green City Sports Hub that cultivates Jamaica’s future sporting champions.
2. Pandora Eco-Industrial Park: This SEZ is envisioned as a world-class manufacturing hub offering a ‘Start to Finish’ eco-system for local and global companies focusing on the pharmaceutical and nutraceutical sectors.
3. West 77° Technopolis (Silicon City): is envisioned as Jamaica’s internationally recognized epicenter for technology and innovation. This Special Economic Zone will provide a state-of-the-art facility that will unite leading innovators in industry, business, and education within a mixed-use, sustainable environment.
4. Xanadu Media City (Creative Hub): A Media City, envisaged as a world class hub for innovation and content creation A robust collaborative platform providing ‘Freedom, Flexibility, and Opportunity’ to creative professionals.
Projects aside, how do you facilitate job creation in local communities?
The JSEZ framework is crucial in fostering economic growth and generating employment opportunities in local communities. The creation of these designated areas promotes the growth of businesses and industries. Development within JSEZ’s require a labor force to execute activities. This generates employment opportunities for local residents across multiple sectors.
JSEZA promotes job creation by enhancing skill development through partnerships with local educational organizations and training institutions such as The HEART NSTA, The CMU, The UWI among others. Through these partnerships, we ensure that SEZs have access to a sustainable labor force.
The JSEZA also advocates for human development within the SEZ regime, and SEZs that embrace these values frequently cultivate a culture of training, creativity, and advancements in technology. Reports from within the zones indicate that substantial investments have been made in training and development programs to provide local workers with the necessary skills to fulfill their specialized needs of businesses. This in turn improves the employability of the local labor force.
How else do you support local communities across Jamaica?
The Authority’s pro-development stance should not negatively impact the livelihood of local
This could mean jobs for the construction phase of development, specialized labour in the form of consultants or professionals for the development of the corporate structure needed to support the development as well as the skilled and unskilled labour required for operations.
We also promote the development of “EcoIndustrial Zones.” It is therefore our intention to develop SEZs that consistently support and adhere to the ESG principles and thus reduce carbon emissions from energy used or consumed in the built environment.
Therefore, to ensure sustainable environmental, economic, and socio-cultural impacts during its operations, a SEZ that aligns with the framework should maintain green standards during its design, construction, and operational phases.
The SEZ ecosystem is designed to provide opportunities for companies known as zone users. While these companies may not meet the criteria for SEZ fiscal benefits, they can still operate within a zone and leverage the market created by the service demand generated by SEZs.
Looking ahead, what are JSEZA’s key priorities?
The SEZA’s key priorities include:
The Authority concentrates on boosting investments and exports, simultaneously cultivating a sustainable business community to guarantee the efficient operation of Special Economic Zones (SEZs). The organization seeks to achieve the following major objectives:
1. Enhance Economic Output: Facilitate profitability for SEZ stakeholders by providing a conducive business environment, streamlined regulations, and access to world-class infrastructure.
2. Revolutionize Global Trade: Advance Jamaica’s Logistics Hub Initiative to position the country as a leading regional logistics hub and promote sustainable trade practices and enhance regional connectivity.
3. Contribute to Sustainable Development: Align activities with the UN Sustainable Development Goals (SDGs) to ensure environmental sustainability, social responsibility, and economic growth.
Therefore, in the not-too-distant future, we will be coming out with a new vision and mission statement.
We have sought to modernize PMAC’s approach in recent years; there have been so many changes to the industry that we feel our role must also change. The regulatory structures create challenges for many of us, and the need to be a lobbying voice for regional ports has emerged as a critical requirement for our members.
As these changes exist or emerge within a global environment, as the supply chain becomes broader and more integrated, we believe that the ability to at least be at the table as it relates to the development of regional ports must become a focus of PMAC. That too is part of the reason why we see the need to realign our vision and mission statement to meet the current needs of our membership and face industry demands.
NA: What is your current take on the Caribbean ports industry? Is it particularly exciting or challenging to work in?
DT: It is exciting because we serve our people and are not simply commercial ports that facilitate business. 98 percent of our food, clothing, and shelter are delivered in many cases through a single port. Therefore, our ports are not strictly a commercial space
where profits and losses are made; they are the basis for survival. The fact that we continue to be undaunted in finding solutions to meet those requirements is where our excitement originates.
Most businesses have a very strong economic basis for their excitement, whereas we are also excited because we take care of our people. Every single aspect of life on our islands depends on us, and if that doesn’t excite you then I don’t know what else does.
We are also the largest region in the world for cruise traffic. While we cannot accept the largest container ships, we play a very significant role in global marine traffic management. As such, our ports are sometimes required to accommodate cruise ships over cargo vessels to facilitate our economic development.
That sort of complexity may not exist in many large countries as you have separate cargo and cruise terminals, whereas a lot of our ports are faced with having to provide a dual service in a single space.
We want to make sure cruise passengers access the services provided by our people such as vendors, taxis, restaurants, tours, water sports, and more.
The reality of being in the region’s port sector is certainly a major responsibility. I tip my hat to all my colleagues who grapple with the reality of dealing with global issues every day, sometimes with very limited resources.
Over 30 years of experience in the industry, our team of seasoned professionals know the ins and outs of the cargo business. From break bulk cargo to containerized shipments, we've got you covered.
“WE HAVE SOUGHT TO MODERNIZE PMAC’S APPROACH IN RECENT YEARS; THERE HAVE BEEN SO MANY CHANGES TO THE INDUSTRY THAT WE FEEL OUR ROLE MUST ALSO CHANGE”
– DARWIN TELEMAQUE, CHAIRMAN, PORT MANAGEMENT ASSOCIATION OF THE CARIBBEAN
NA: What makes the Caribbean the gateway to the economy?
DT: The Caribbean is where almost every cruise line in the world comes for five, six, or sometimes seven months in the year, which makes us a very critical space. If the Caribbean was not involved in providing cruise services, there would be a real problem in the world because it is a multi-billiondollar industry.
I do not believe the Caribbean gets the respect that it deserves. Investments, partnerships, and outcomes should
flow with the recognition that this is a vital space.
I believe the reason that happens is because the unified front that is required to be presented to the world does not exist in a region where you have so many flag states and independent states operating as a single region.
PMAC is attempting to be the face that presents the region as a single space with a common interest and afford the sort of presence that would lead to more global recognition.
NA: What integral role does PMAC perform as a node in the network of Caribbean ports, stakeholders, and strategic partners?
DT: That’s a very important question. We’ve been challenged by global regulations related to the transition from fossil fuels to clean, green ports. The International Maritime Organization (IMO) and the United Nations (UN) have come out with mid- and long-term measures regarding the zero emission standards that they wish to impose on shipping.
Since these ships come to our ports, it means the ports themselves have got to transition as well to meet the requirements of transport. How do we do that when basic challenges remain at port level and the development of our states has not yet surpassed the pre-industrial stage?
We are still not sufficiently industrialized, and the world has moved on to automation, digitalization, and decarbonization. We are being asked to follow along, but some of our ports are still at a very rudimentary level. Some were built in the 1960s and are still break-bulk ports not designed for containerization. We’ve not yet even designed container terminals, and we’ve been asked to decarbonize, so my role has certainly taken on a whole different perspective where I am challenged as the Chairman of PMAC to present the exact position of Caribbean ports so that regulators can take note of the impact they’re going to have in implementing these changes on our port sector.
Remember, our ports are not only commercial entities – we serve people, so these significant demands and changes mean that the impact is going to be felt directly by our citizens. We are trying our best to protect against that larger impact.
PMAC has taken on a global role where we are now lobbying the IMO, UN, and other global entities related to the fight against climate change. We support the efforts to improve the environment, and we are excited to play our part, but we have other development objectives that we need to meet before we can actually get to the required level. That has to be brought to the fore, and I’ve been
tasked with making that representation.
In addition, one of the things that we ought to be doing is to ensure that we modernize and have the appropriate automation within our ports so that we have the most efficient human capacity – I call that humanization.
As we modernize, automate, digitalize, and humanize, then decarbonization comes into place and the full circle gets wrapped up. That is where my mind is at and where our membership is looking for support, because to modernize means we need to find best practices and solutions that meets our needs.
We also need to obtain financing for our ports as our nations are heavily challenged with debt. Therefore, we want to find solutions for raising the necessary capital expenditure (CapEx).
Additionally, we are moving ahead with the implementation of a maritime single window within PMAC to meet IMO regulations. The IMO is supporting us on that, and PMAC is supporting its member ports as well as we attempt to meet regional and international regulatory requirements.
My role is to align PMAC to the best of our ability and be on course to meet the many demands that accompany these regulations.
NA: Finally, how do you see Caribbean ports developing in the next five years?
DT: First of all, I can’t overemphasize the nature of our ports as the gateway to social and economic development in Caribbean countries.
However, most of our ports were built in the 1960s and ought to be upgraded, so there’s quite a bit of work to be done. In recent times, we have had two ports in Antigua and Barbuda and Saint Vincent and the Grenadines being completely rebuilt.
All the remaining ports are due for retrofitting or redevelopment, but they will determine for themselves what they wish to do. The need to modernize is now upon us because ports are built to last an average of 50 years, and that means if they were built in the 1960s, then most of the ports need to be redeveloped.
Not only that, but they’re also break-bulk ports built to handle boxes, pallets, and sacks. Now that containerization is the order of the day, we need to see many of our markets receive the full benefits of containerization, the efficiency that it brings, and see how those efficiencies can translate into better costs and impact the business that is done through our ports, ultimately improving the point of sale.
I try to never think globally about this subject, because with break-bulk ports, the first step is not to digitalize or decarbonize, but to modernize the facilities. We have ships that were recently built 1990s and 2000s coming into ports that were built in the 1960s, so we have to fix that alignment to have ports that match the developments made by ships in terms of infrastructure, digital connectivity, and automation that’s required to advance the operation of those vessels. If we can get there within the next five years, it would be a massive achievement and improve operations in the region.
“OUR PORTS ARE NOT STRICTLY A COMMERCIAL SPACE WHERE PROFITS AND LOSSES ARE MADE; THEY ARE THE BASIS FOR SURVIVAL”
– DARWIN TELEMAQUE, CHAIRMAN, PORT MANAGEMENT ASSOCIATION OF THE CARIBBEAN
to have 20+ ships coming into our ports, but in recent times that number has gone down to five.
We’re not seeing new entrants coming into the marketplace, and I believe that is to do with the level of inefficiencies that exist at our ports, both because of their size and dual use for cruise and cargo ships. Those challenges have to be addressed so that we have the appropriate facilities to meet global demand for cruises as well as the needs of our people in a space that isn’t as large as other countries but can become more efficient and deliver a higher quality of service.
In five to 10 years, I expect to see significantly more modernized port facilities throughout the region, which means there is need for significant investment in the port sector.
We’re hoping that the right investors can come in and support modernization, and that it is done prudently with a very high focus on mitigating the heavy burden that can come with this sort of development, keeping in mind the role that we play.
The other challenge is that we have been losing shipping lines in the Caribbean over the last two decades. We used www.pmac-ports.com
ELECTRIC EMPIRE
Having maintained a reputation for success since 1919, we speak with Bill Mazzetti, Senior Vice President of Rosendin Electric, about the company’s knowledge, ability to scale, and ongoing dedication to quality electric services
Writer: Lauren Kania | Project Manager: Kierron Rose
Electricity is one of the most formative and foundational inventions in human history. In the past 300 years, electricity led the industrial revolution and transformed much of the planet. Water, commerce, communications, industry, transportation, and all of modern society are based on the consistent and reliable delivery of electricity.
Microgrids supply electricity to remote villages in Africa, supporting e-commerce and water purification. On the opposite end of the spectrum, electricity supports the ongoing
development of industry, people, data, and communications in the developed world.
Rosendin Electric (Rosendin) has been at the forefront of power and facility delivery for over a century.
AN ELECTRIFYING HISTORY
Like many industry-defining and renowned companies, Rosendin began in a modest garage, powered by one family’s American dream to not only make a name for themselves but create an electric empire to be passed down through generations.
Now in its fifth generation of leadership and its third generation removed from the Rosendin family’s ownership, the company has transitioned from a family-owned business to a proudly employeeowned business that stands as one of the industry leaders for electrical solutions in the US; it has been an incredible 104 years.
Looking back to where it started as a typical American story – a family comes to the US to make their lives better for themselves and their future.
Moses and Bertha Rosendin immigrated to California (CA) from Mexico in the early 20th century, determined to carve out a successful life for themselves. After serving in the First World War, Moses established Rosendin – then called Rosendin Electric Motor Works – in 1919, with the initial project consisting of wiring the first irrigation pumps in the ‘Valley of Heart’s Delight’, now known as Silicon Valley.
Despite the immediate devastation inflicted by the Great Depression that terminated many long-lasting and seemingly unmovable businesses, Rosendin continued to steadily grow, eventually opening its first office in San Jose, CA, in 1938, with eight full-time employees. While sustaining the business through the Great Depression, Moses was able to expand it during World War II when he accepted shipyard contracts that sprung up in the San Francisco Bay Area (Bay Area).
The end of the Second World War and the reignition of the US economy brought rapid commercial and industrial growth to the Santa Clara Valley, thus enormously increasing and diversifying Rosendin’s work. By the 1950s, the company had grown from its initial eight employees to a strong 90, and Rosendin was officially incorporated as an electrical contractor in the state of CA. The work in the shipbuilding industry and the roots in the Bay Area led Rosendin into the technology boom that was about to emerge in the 1960s in Santa Clara County.
In 1950, Moses and Bertha’s sons, Raymond and Louis, entered the business in an official capacity. During this transition of leadership, the firm further committed itself to working hard and building on its experience and business acumen. This dedication paid off, as in 1955, Rosendin won its first $1 million project at Fresno State College, signaling a new level for the company.
Immediately following this award, Rosendin went on to secure its first multi-million-dollar project in 1958 with none other than Lockheed Martin, one of the world’s largest companies in the aerospace, military support, security, and technologies industry. Raymond and Louis were off to the races.
By this time, Rosendin’s experience had grown into dozens of key industries. The company started out supporting the agricultural industry in Santa Clara County long before it was Silicon Valley. It was called to deliver the foundation projects that built Silicon Valley, such as some of the first wafer fabrication facilities for Intel, and built in scores of industries in California.
During the 1970s and 1980s, Rosendin served both private and public work in Northern California, specifically in the military complex based on the Bay Area that was
ROSENDIN – AT A GLANCE
• $2.8 billion annual revenue generated from Rosendin projects completed nationwide in 2024
• 22 Rosendin offices across the US
• 8,000+ employees
• 24 years of full employee ownership program
• 100+ years in business
critical to the US winning the Cold War. As the Bay Area evolved, so did Rosendin, working on the airports, public infrastructure, industrial, commercial, biotechnology (BioTech), data centers, and all the facilities critical to both life and business. That experience was retained and multiplied throughout the US.
While Rosendin’s business grew, change was on the horizon.
For most of its history, the company lived in the low-bid world typical of project delivery in those days. That rough-and-tumble and often adversarial approach gave way in the late 1990s to a more collaborative and partnership-based approach to clients and work. This effort was led by Tom Sorley and Larry Beltramo, who took over the firm from the Rosendin family and set the company on the course for the next 30 years until their retirement in 2020.
“To hear Tom tell the story, it
“IN THE PAST 104 YEARS, WE’VE DESIGNED AND BUILT JUST ABOUT EVERYTHING HUMANS USE, LIVE IN, OR NEED”
– BILL MAZZETTI, SENIOR VICE PRESIDENT, ROSENDIN ELECTRIC
was change or die. This existential and intentional pivot was difficult but tectonically transformative to Rosendin both operationally and culturally. It set us on the path we enjoy today. Tom and Larry serve on Rosendin’s board of directors today, and we are happy to have their counsel available to us while we now run the shop,” details Mazzetti.
As one of the largest electrical contractors in the US with annual revenues nearing $4 billion, the company is proud of its 100+ year history of building quality electrical
and communications installations and value for its clients – and, most critically, building people within the company and local communities in a safe, inclusive environment.
Rosendin’s values are the basis of this.
Eventually, the company opened offices across the continental US and Hawaii, expanding its team to more than 8,000 worldwide, winning awards for construction safety excellence, and establishing The Rosendin Foundation in 2020 to serve the communities that helped to support and build it.
Powered by Employee-owners
Leading electrical distributor, Border States, has grown significantly since its founding in 1952.
Corporate Communication Director, Tom Nelson, and Strategic Contractor and Business Development Director, Dave Buddle, reflect on the company’s rich history, the future of employee ownership, and their focus on people, growth, excellence and doing good.
Founded in 1952, Border States began as a small enterprise during rural electrification in the Midwestern US.
“We were started by two individuals, spurred by a regional demand for rural electrification – they were focused on solving problems, building lasting relationships,” opens Tom Nelson, Corporate Communication Director.
“We have an incredibly exciting history, and with over 70 years in the distribution industry, one thing has never changed – our unrelenting commitment to serve our customers.”
In 1984, the company transitioned into an employee-owned structure with the establishment of an employee stock ownership plan (ESOP), and by 2000, it became 100 percent employee-owned.
Over the years, the company’s growth has been fueled by building a solid reputation, acquisitions and new branch openings, with Border States now fielding 131 locations across 31 US states.
“We have three core markets: construction, industrial, and utility,” Nelson explains. Enabled by its industry breadth and expertise, Border States today enjoys an extensive coast-to-
coast reach across the US, from Maryland to Washington state, and from North Dakota to Texas.
Strategic Contractor and Business Development Director, Dave Buddle, emphasizes the company’s strategic vision, which includes both organic growth and acquisitions alongside a continued focus on metropolitan markets.
“Today, we’re the sixth largest electrical distributor in the US, and our next goal is to be the fourth largest by 2030,” Buddle affirms.
“While we maintain our roots, more and more of our projects are happening in rural areas on a much larger scale,” he adds.
AN EVOLVING INDUSTRY
As the US distribution industry continues to make strides, Buddle notes its rapid evolution and the importance of remaining ahead of the curve.
“In the early years, a distribution company would simply buy products, put them on a shelf, and ship them out. Now, it’s all about another level of service and how we differentiate ourselves,” explains Buddle.
As such, Border States is by no means a company that merely fulfils orders. Instead, it provides tailored, consultative services across its three core markets,
ensuring each customer receives a unique solution.
“What stands out about us is the level of service we provide,” he elaborates.
“We don’t just work with the purchasing teams, but up and down the entire customer organization, offering a more personal, collaborative approach.”
In this way, the company’s strength lies in its flexibility, having become known for quickly adapting to satisfy customers’ needs.
“We’ve even had competitors commend us on our ability to open new locations rapidly to meet demand,” Buddle reveals.
STANDING OUT FROM THE CROWD
Reflecting on insights from a recent brand review, Nelson shares Border States’ customers’, vendors’, and employee owners’ perspectives on what sets it apart.
“They told us it’s our accountability, expertise, flexibility, how we build relationships and our transparency. Whether it is the first hour of the job or the eleventh, we’ll be there and if something isn’t right, we make it right,” he states.
He also points out the deep
Border States’ footprint, including supported metropolitan markets, as of November 2024.
relationships Border States has nurtured with its clients, customers, and employees over time.
“These aren’t just business relationships – they’re more akin to friendships, cultivated over years.”
Meanwhile, Buddle discusses the company’s agility, and how it approaches each project uniquely, focusing on what its customers need to succeed.
“Whether it’s a new warehouse, a branch, or some other creative solution, we’ll find a way to get it done. We’re always thinking outside the box,” he confirms.
A CULTURE OF EMPLOYEE OWNERSHIP
At Border States, employee ownership is central to the company’s ethos.
“Being an ESOP means that everyone is accountable. For the ESOP to work, we must all pull together,” Nelson explains.
Alongside collective accountability, a governance structure is in place to ensure the ESOP framework is maintained and run correctly through external valuations, whilst the company’s Ownership Essentials cultivate
beneficial behaviors and attitudes towards employee ownership across the organization.
Meanwhile, a robust leadership framework supplemented by 70 years of industry success continues to add value to the company as a whole.
“We’ve had decades of building stock value for our employeeowners, and that comes through a combination of solid leadership and detailed, strategic plans,” Buddle points out.
FORGING STRONG PARTNERSHIPS
The company’s strong relationship with Rosendin is a prime example of its service-first approach.
“Whilst Rosendin is a company that’s big in renewable energy, it also works in industrial sectors such as semiconductor manufacturing,” informs Buddle.
“We’ve grown with Rosendin in markets across Arizona and the Northwest, opening new branches to meet their needs. In Rosendin’s case, our service model has been what has set-us apart, allowing us to integrate seamlessly.”
As such, Border State’s work
Giving back
As a 100 percent employee-owned company, community is what has driven Border States’ success for decades. As such, it values the lives and well-being of those around it, serving communities through fundraisers, cleanup projects, mentoring programs, and community service efforts.
In taking care of the communities in which it lives and works, Border States demonstrates its readiness to give back and make an impact.
with Rosendin on a recent major project was carried out in a highly collaborative manner.
“After successfully completing the first phase, we approached the second phase with full transparency, even offering an
A Border States warehouse in the 1960s
open-book pricing model.
“This level of trust is rare in our industry, and it’s what keeps our partnerships strong,” he divulges.
FUTURE GOALS AND GROWTH STRATEGIES
Looking ahead, Nelson goes on to explain how a recent shift in the company’s operational model will further support growth and their pursuit of excellence. “We’ve realigned the company to where we provide value, the
fulfilment and sales functions, allowing each to focus on its strengths. This change ensures we operate consistently across all locations and improves overall efficiency,” he outlines. A major objective of this realignment is cultivating teamwork to drive collaboration across the company. “We’re witnessing a renewed sense of teamwork, and all of this puts us in a unique position in the industry – almost a national footprint with a small company attention to detail at the local level. Our goal is to drive standardization and efficiency while allowing local customization in the last mile of delivery.”
COMMITMENT TO EXCELLENCE
At its core, Border States remains dedicated to ensuring that every employeeowner has the tools, resources and training to enable them to grow and excel both
Supplier diversity
Border States is proud to support 1,521 diverse and small suppliers, including:
• 109 minority-owned suppliers
• 257 woman-owned suppliers
• 1,404 small businesses
• 86 veteran-owned suppliers
As a non-diverse prime contractor, the company is ready to help others achieve their supplier diversity goals. It also mentors diverse suppliers to help them meet requirements and further grow their business. As such, the company is a proud member of:
• Women’s Business Development Center (WBDC)
• Mountain Plains Minority Supplier Development Council (MPMSDC)
• North Central Minority Supplier Development Council (NCMSDC)
personally and professionally. “In doing this, we maintain our strong foundation and ensure the rewards of ownership,” Nelson states and shifts the conversation back to culture. “All the rewards of ownership don’t mean much if you cannot enjoy them. Our safety goal is zero injuries. Every employee-owner should go home healthy and uninjured each day. Anything less is unacceptable, and we are pursuing excellence in this area just as we are in everything we do.”
Border States is dedicated to giving back to the communities where they work and live by offering every employeeowner 16 hours of paid volunteer time per fiscal year.
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Our company is rated the sixth largest electrical distributor in the United States by Electrical Wholesaling magazine. We are 100% employee-owned with more than 3,500 employees and 130 branches in 31 states, and our Branch Support Center (corporate office) is located in Fargo, North Dakota.
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“WE DEFINE EXCELLENCE NOT AS A DETERMINATION BASED ON EACH PROJECT BUT HOW WE SUCCEED IN THE LONG RUN”
– BILL MAZZETTI, SENIOR VICE PRESIDENT, ROSENDIN ELECTRIC
EMPLOYEE-OWNED AND DRIVEN
Being the largest employee-owned electrical contractor in the US is one of Rosendin’s most distinctive and proud attributes.
In 1992, the Rosendin family buyout began via an Employee Stock Ownership Program (ESOP), which was paid off in 2000.
“Some will say we used the fruits of the dot-com boom to launch the next several decades of our growth and success. I will certainly agree with that observation - employee ownership bound all of the dedicated workers to the collective success of the firm,” expands Mazzetti.
Like many generational firms,
Rosendin’s history is part of its present-day definition. The company is very proud of its history, clients, industries, and communities it serves and continues to participate in.
“But what has really taken us forward in the past 20 years has been employee ownership. The ESOP is a direct and tangible vehicle for shared success. Unlike many firms in this space that are closely held or publicly owned, our employees own the company. It’s a foundational piece of the culture at Rosendin, where everyone shares success, including some of our field leadership,” he continues.
“We have produced over 150 millionaires in the process, with more to come. As an ESOP trustee, nothing
makes me happier than when an employee comes into my office and is astounded at their ESOP account balance. One person thought it was a math mistake in their favor! That shared wealth is life-changing and allows our people to redirect their income to other key life needs such as housing, education, elderly care, or life emergencies. Retirement becomes one less thing to worry about and we see the results in how our folks work, care, and execute.”
ESOP retirement contributions stem solely from the company, making it completely free for employees to become fully invested in the business. The ESOP trust receives contributions annually
from Rosendin’s parent company –Rosendin Holdings – with the amount dependent on several factors such as salary and time spent at the company.
It takes six years for an employee to become completely vested and thus eligible to receive their share after retirement. As a result of the ESOP, Rosendin’s employee-owners are incentivized to increase productivity, profits, and efficiency as they are ultimately contributing to growing their own value in the company.
“Ownership and its rewards don’t just roll up to a handful of people –everyone gets their share. The ESOP gives people something to work toward and be proud of at Rosendin. If the company is succeeding, everyone is succeeding. It creates an environment that is so much more than just clocking in and out,” prides Mazzetti.
This gradual change to being owned by employees also resulted in a company culture shift, leading to collective excitement and pride
in what the business accomplishes on a daily basis. Employee-owned companies have been shown to grow and flourish over time, and as the teams within them expand, so too does the value of the ESOP.
As reported by the National Center for Employee Ownership, the average ESOP account balance more than doubles compared to that of the average 401(k) balance, allowing employees to engage in wealthbuilding for the future.
Since its employees took ownership of Rosendin, technology has also advanced rapidly within the company, and project sizes have grown exponentially, demanding a more advanced approach.
“It’s fantastic to hear from people within the company who have dedicated their careers to Rosendin because they know they’re getting the benefits of an ESOP once they’re fully vested and retire at no cost to them,” expands Mazzetti.
ROSENDIN HISTORY
• 1919: Moses Rosendin establishes the company in a garage in San Jose, CA. He begins by wiring the first irrigation pumps in Silicon Valley.
• 1938: Rosendin overcomes the Great Depression and opens its first office.
• 1953: Raymond and Louis Rosendin, sons of Moses, assume leadership and the company is incorporated by the state of CA.
• 1958: Rosendin is awarded its first multi-million-dollar project and grows to 90 employees.
• 1989: The company works to help repair the San Francisco-Oakland Bay Bridge after the 6.9 magnitude Loma Prieta earthquake.
• 1993: Tom Sorley is named President, succeeding Raymond Rosendin.
• 2000: Employees complete the buy-out of Rosendin, making the company fully employee-owned.
• 2008: Larry Beltramo is named as President and COO, while Tom Sorley remains as Chairman and CEO.
• 2016: Lisa Vere is named Rosendin’s first female Vice President.
• 2018: Rosendin wins the 2018 Grand Award for Construction Safety Excellence at the 19th Annual Construction Safety Excellence Awards.
• 2020: New executive leadership is appointed, and The Rosendin Foundation is established.
• 2022: Angie Hart is named as the company’s first female Senior Vice President.
• 2023: Rosendin opens a new 190,000 square foot (sqft) facility in Lewisville, Texas.
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THE 21ST CENTURY
Modernity isn’t always better. Technology, the scope of projects, the geographic pull of clients, and the greying and retirement of both craft labor and management pose substantial challenges for those within the electrical contracting industry.
“We’ve been fortunate that aside from the COVID-19 pandemic or recession, we haven’t been forced to react too much aside from demand, serving our customers and people. Maybe that’s based on our ability to execute and strive, but we don’t take it for granted.”
That doesn’t mean Rosendin could and will stand still.
“In the past 104 years, we’ve designed and built just about everything humans use, live in, or need. Oftentimes, the projects we are asked to take on are unique or pose
substantial completion difficulty. We’ve worked on a wide range of project types, including hospitals, airports, extensive commercial developments, venues, museums, critical infrastructure, data centers, and so much more. We’ve become leaders in this industry through our ability to execute in a sector for decades, allowing our people to become true masters in a particular field or building type. It provides a dual benefit of allowing our teams to build what they love, or should
they want a change, we can offer a geographic or building type move.”
Throughout the last 10 years, Rosendin has grown into a leadership position in the data center and clean energy markets in the US, while continuing its work in healthcare, transportation, high-tech manufacturing, venues, and first-ofits-kind or culturally and commercially unique projects.
The company serves its customers with highly complex construction projects and provides
“OUR CLIENTS GET TO CHOOSE FROM SOME COMPETENT FIRMS AND TOUGH COMPETITORS OF OURS. WE AT ROSENDIN ARE PROUD WHEN OUR CLIENTS DECIDE THEY WANT US”
– BILL MAZZETTI, SENIOR VICE PRESIDENT, ROSENDIN ELECTRIC
the knowledge, scalability, quality, and safety needed to successfully bring these ideas to life. Rosendin sits proudly on the cutting edge of technology and development within the industry, boasting dedicated innovation, industrial engineering, and development teams that keep up to date in the modern environment.
This covers its own internal systems and platforms, robotics, means and methods, and the entire gamut of tools, systems, work, and kits that support the end result.
Rosendin’s ability to solve difficult problems isn’t limited to its building work; innovation is at the core of the company’s culture.
When faced with not having a project control system suitable for the subcontractor industry and the projects of the size and scope Rosendin is asked to undertake, it invented the Rosendin Management System (RMS). When examining the industry, the company found it should and did build its own project system that integrates estimating, procurement, design, modeling, planning, safety, and scheduling. It’s foundational.
“Like many great ideas, the solution was rooted in frustration and lament. lament. RMS was conceived over a beer with my colleague Fred Meeske, a peer of mine at Rosendin. When lamenting that there wasn’t anything suitable for Rosendin or firms like us, Fred decided to take this on.”
From scratch and a dead start, Meeske and his team delivered RMS four years later.
“We’re about done, and we’re delighted with the results. It’s a great example of how we work in, with, and around technology in our business every day,” prides Mazzetti.
TODAY’S CHALLENGES
Safety also remains a huge focus for the company, as with tens of millions of craft labor hours delivered per year, a lot of people count on Rosendin.
ROSENDIN’S CORE DIFFERENTIATORS
• Relationships: The company’s relentless focus on customer satisfaction creates strategic and collaborative relationships that last.
• People: Rosendin hires, nurtures, and retains top talent at every level and motivates its team through employee ownership.
• Technological innovation: The company continually identifies and utilizes new technologies that drive results for its clients and partners.
• Integrity: Rosendin is always honest and true to its word.
• Ingenuity: The company has expert knowledge and extensive resources but always looks for new and improved ways to build and execute its projects.
• Teamwork: Rosendin believes in collaboration at all levels and fosters open environments that improve communication, execution, and results.
Supporting its dedicated and hardworking employees is a priority for the company as they bring the intelligence, talent, and skill required to make Rosendin one of the country’s finest and longest-standing electrical contractors.
Additionally, there’s a very uncomfortable but necessary topic in construction today, as mental health and suicide rates among construction workers are very high for any industry in the US.
“We often talk about the work, but we never talk about the conditions our folks work in. We have 50 and 60-hour work weeks. Solar farms in the desert or tidewater region of Texas with heat indexes consistently over 110 degrees Fahrenheit are the norm for our people. The work is physically
demanding and requires mental focus. People aren’t numbers nor a commodity,” Mazzetti stresses.
“One of Rosendin’s foundational values is ‘We Care’ - you have to walk the talk. Rosendin will deliver over 14 million direct labor hours in 2024. Safety and the mental health of our teams is vital to our success. We used to say we wanted everyone to go home safe; now I say I also want you back with us tomorrow in good stead.”
Suicide rates in the construction industry are 75 percent greater than the general male population in the US. Mental health and job site safety are critical to Rosendin. The company measures it, and as a leader, is evaluated on this. Rosenden is pleased that its incident rates have decreased this year, and it remains
vigilant on everyone’s mental health. By standing up as a united front to raise awareness, breaking the mental health stigma, and offering support for those within the industry, the company is working toward building a strong, healthier workforce where every voice is heard and every life matters, as safety goes beyond the job site.
As part of this article, Rosendin implores the construction industry to redouble its efforts on job site safety and the mental health of its workforce.
LEGACY BUSINESS
Having been working at Rosendin for 20 years and helped its customers achieve their maximum potential in mission-critical, renewable energy, and complex commercial construction spaces, Mazzetti has
a proven track record of delivering plain-spoken, optimized solutions that magnify a client’s total return.
“What’s been an interesting arc for me in the last 20 years is that my work at Rosendin is not limited to just design, construction, or executive operations. Oftentimes, we validate investments for the financial partners who are backing some of our largest projects. We’ve also been fortunate enough to have helped entrepreneurs start up several companies foundational to the data center industry, Meta, Digital Realty Trust, Compass Data Centers, and Vantage Data Centers, amongst others. In every case, we’re helping these founders and investors bootstrap their outfits as their surrogate real estate, design, and construction operations. We still work
for every one of these clients today,” Mazzetti insights.
Like many in design and construction, Mazzetti is a legacy in the business. His father had an engineering business in San Francisco, and he subsequently fell into it from there.
“Design and construction were a part of my life from an early age, and the business was part of dinner table conversation,” he expands.
He knew from the get-go that he was either going to pursue a career in construction or advertising due to a survey he took in high school – the latter of which was to the great horror of his parents, he recalls.
An early introduction to this vast industry proved fruitful for Mazzetti, as he has become one of the world’s acknowledged data center experts
and has taken several industry-leading data center companies from start-up through rapid expansion and into a steady flight of success.
His career spans several of the seminal events in the industry, including the birth of Meta and Open Compute standards, the emergence of Digital Realty Trust and the data center real estate investment trust (REIT) industry, and the inception of Equinix in the 1990s, alongside being one of the six principal authors of the ANSI/BICSI 002 data center standard.
“I began working for my father at Mazzetti and Associates in 1986 after I exited the military. I built the firm from a single office/discipline shop to a national firm with leadership in healthcare and data centers,” he expands.
The Gold Standard of Data Center Hot and Cold Aisle Containment Systems and Technical Cleaning
TechnoGuard’s products and services are designed to improve your Power Usage Effectiveness
(PUE)
TechnoGuard is the Gold Standard of Data Center Airflow Management Systems and Technical Cleaning. Through innovative and proprietary products, TechnoGuard is the provider of choice for Hot and Cold Aisle Containment Systems (HAC/CAC) and technical cleaning of mission critical spaces and components. From post construction through buildout to live environments, TechnoGuard drives the industry forward by offering tailored solutions with unparalleled skills and expertise. This is achieved by leading the industry with our in-house design, manufacturing, and installation of HAC/CAC Systems, our patented airflow control products and fullservice Technical Cleaning teams that ensure your space is owner or tenant ready. It is our privilege to work with strategic partners, such as Rosendin. Our innovation and dedication to improving PUE is at the heart of our relationship with Rosendin and the reason our partnership is so well established. TechnoGuard achieves the desired results by utilizing the best materials in the industry, maintaining the highest level of quality control, and superior craftsmanship. TechnoGuard is lead by a world-class executive team and a highly trained, dedicated field of technicians, foremen, safety officers, and project managers.
Along with our HAC/CAC Systems, TechnoGuard innovates products to assist you with meeting your
PUE goals. Our patented BlueMamba® Gap Sealer, CloudCover™ Active Roof System, and MoFlo™ Hot Air Diverter have all been conceived, developed, and manufactured by TechnoGuard to specifically address dayto-day issues found in data center operations.
We also deploy fully trained Maintenance Teams to inspect, service, and repair existing containment systems, regardless of the manufacturer. This service can be provided regularly to maintain optimal efficiency.
Hiring TechnoGuard to perform your Mission Critical Technical Cleaning gives you peace of mind that you are dealing with expert teams who have been trained in the specialized nature of your environment, helping you achieve ISO Class 8 standards. TechnoGuard has a quarter century of experience cleaning throughout the life cycle of a data center. This includes the construction phase, maintaining your live environment with preventative maintenance contracts, and the ability to provide urgent deployments when necessary. Trusting TechnoGuard to clean your mission critical environment means enhanced performance to increase PUE through improved equipment life and better hardware dependability. Our technical cleaning services include the data center white space flooring, server cabinets, and ceiling. In addition, we perform white glove cleaning of the external and internal components of mechanical equipment, electrical equipment, and standby generators.
TechnoGuard also offers Airborne Particulate Concentration Testing in accordance with ISO 14644-1 Standards.
SERVICES
• HAC/CAC- Design, Installation, Preventive Maintenance Program
• Mission Critical Technical Cleaning
• Maintenance and Repair Program
• Airborne Particulant Concentration Testing
MANUFACTURED PRODUCTS
• HAC/CAC
• BlueMamba® Gap Sealer
• CloudCover™ Active Roof System
• MoFlo™ Hot Air Diverter
TechnoGuard is 100 percent focused on and dedicated to the Data Center Industry since 2000
Founded in 2000, TechnoGuard was originally one of the industry’s first fully deployable cleaning services whose sole objective was mission critical cleaning. While we continue that tradition today, the advent of HAC/CAC Systems in the early 2010’s presented an opportunity for TechnoGuard to innovate a superior product to those that were being offered. TechnoGuard is unique, as we are solely focused on the Data Center Industry. This has allowed us to attract and hire the best talent, develop industry specific in-house training, and deploy dedicated expert teams to deliver the highest standards in your mission critical environment.
Headquartered in the heart of Data Center Alley in Loudoun County, Virginia, TechnoGuard has continuously proven to be the provider of choice for containment, technical cleaning of mission-critical
spaces and components, and offering unique and effective patented products. Our services are available nationally and are starting to expand globally, this allows us to be a strong strategic partner with Rosendin in all the geographical markets they serve the Data Center Industry. With all projects, TechnoGuard commits a dedicated team to your data center space. The TechnoGuard culture is founded on the values of integrity, reliability, initiative, and a positive attitude.
“I’ve been working in the data center space for my entire career; my college design thesis was the old Schwab data center in San Francisco. I love the building business and can think of nowhere better for me to operate.”
LEADER OF THE PACK
Rosendin has differentiated itself from the competition through many distinguishing factors developed over the course of its century of service, including its high level of safety diligence, consistent innovation, tailored customer service, expert knowledge, and ability to lead some of the most complex construction projects in the nation.
“Our clients get to choose from some competent firms and tough competitors of ours. We at Rosendin are proud when our clients decide they want us,” enthuses Mazzetti.
The choice is clear when the company’s products, service
offerings, results, and community support are examined.
The pride the company has in its ability to build quality electrical and communications installations, thus bringing value to clients, is of great importance and drives its day-to-day operations across the US.
“I believe our positive image is based on the consistent, successful execution of our work, being great strategic partners for our clients, general contractors, peer builders at subcontractor level, and key suppliers, consultants, and service providers,” details Mazzetti.
Rosendin highlights the crucial importance of its partnerships and relationships, as the company is steadfast in the belief that its loyal customers deserve a team as committed, connected, and engaged as they are.
Additionally, the company is delivering many of the most significant
commercial and clean energy projects in the US, furthering its presence as a business actively looking toward the future with the good of its community and people in mind.
“We define excellence not as a determination based on each project but how we succeed in the long run. We’re often ‘pipelined’ by our key clients for several years, assuring both of our success,” expands Mazzetti.
Rosendin has demonstrated excellence across the many projects it has undertaken for clients, which is reflected in how the company is viewed by its people and partners.
BUILDING THE NEXT GENERATION OF ENERGY
Renewable energy is integral to the future of power generation, and many industries have recognized this imminent reality, passionately working toward properly implementing the necessary changes.
Over the past 15 years, the company has assisted its clients in harnessing and delivering nearly 32 gigawatts (GW) of clean power through the company’s dedicated team –Rosendin’s Renewable Energy Group (REG), a market leader in developing innovative, cost-effective energy solutions.
Today, Rosendin is expanding its energy offerings into the complete spectrum of production, transmission, and distribution facilities to include small modular reactors, legacy plant restart, and utility alternative/ enhancement power systems.
REG engages with clients early in the project development phase to impart critical constructability, system performance, and service consideration information before the final design.
Offering services such as project feasibility and energy performance
analysis, procurement, construction, commissioning, operations, and maintenance, Rosendin has undertaken renewable energy projects in solar power, wind energy, and battery storage.
Regarding the company’s work in solar power, its experience and unique capabilities allow it to take on challenging solar photovoltaic (PV) projects in diverse locations and environments, including commercial sites, hospitals, schools, universities, government facilities, and utilitygrade solar farms.
Committed to ‘Building Green’, Rosendin is an industry leader in constructing electrical systems for wind projects throughout the nation. With experienced management quality and on-time performance, the company provides plant owners with an unparalleled source of electrical construction services.
Energy storage systems (ESS) are expected to play a critical role in assuring sustainable growth over the next 10 years, as they provide power ramping support, frequency regulation, curtailment de-risk, and the back-up power necessary to mitigate continued renewable energy grid integration challenges.
Rosendin has led the way in ESS installations, having been implementing battery energy storage systems (BESS) for clients across different market applications for decades.
Given its leadership position in the sustainable energy industry, Rosendin is now focusing on leveraging its long-standing BESS experience and expertise to provide best-in-class BESS integration services alongside other renewable energy offerings.
The group has proudly provided extensive design-build expertise
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and turnkey energy performance certificate (EPC) capabilities to over 330 projects in the US, Canada, Puerto Rico, and Guam, ranging from 500 kilowatts (KW) to over 720 megawatts (MW).
In total, Rosendin’s REG has completed over 75 utility solar projects, 145 wind generation projects, 100 DG solar projects, and 150 substations, alongside installing 5GW of solar generation, 1.3 gigawatt hours (GWh) of BESS, and 27GW of wind generation.
AN INSPRING INDUSTRY
Due to the constantly changing nature of electricity and research into how it can be utilized more efficiently in everyday life, the industry never rests, making it an undeniably inspiring and stimulating environment to be in.
“Exciting is an understatement for some of our core markets in energy, data centers, high-tech manufacturing, and transportation,” states Mazzetti.
“Rosendin has been busy for the past 20 years that I’ve been here. That does not mean there are not the
usual ups and downs we see in every economy, but as one of the leaders in the construction industry, our teams can be flexible and go wherever the work is.”
For example, the company’s teams in San Francisco and Los Angeles are some of the best high-rise commercial builders in the world, however there hasn’t been much of that work lately.
Instead, there has been a more significant focus on data centers and BESS, as energy is a huge and rapidly expanding industry with enormous demand from corporations for reliable storage capabilities.
“Because of our excellent track record over the last 100 years, Rosendin does not tend to shed or exit our mature businesses – we lead in them. When the chip fabrication cycle returns, for example, we always get some of the first calls,” insights Mazzetti.
With so much diversity in the projects the company is working on currently, it is primarily focusing on technology infrastructure while also doing a lot of great work in commercial buildings.
AT THE CUTTING EDGE
As technology continues to transform the way the electrical construction industry works, Rosendin is zeroing in on balancing the need for innovation with practical knowledge to ensure project stability.
The company has been focused on data centers for over two decades, having led the industry not just from a design and construction standpoint but from an entrepreneurial and thought leadership perspective.
“We have supported leaders in the sector, such as Digital Realty Trust, Compass, Vantage, and Stack, to name a few,” prides Mazzetti.
“Every one of those clients is even bigger today than when we first began working with them, which is a testament to us.”
Additionally, the company delivers between six to nine percent of US data center capacity every year, and with the industry counting on Rosendin to deliver consistent results, it takes this responsibility and market position very seriously.
The business works as one to deliver solutions by spending
ROSENDIN PROJECTS
• Exelixis: A design-build relocation project that included the renovation of two buildings, Exelixis is headquartered in Alameda’s Waterfront at Harbor Bay, CA, in a large, modern campus with state-of-the-art labs and additional office space, providing a strong foundation for its long-term vision and growth.
• Aktina Renewable Power Project: Rosendin is building the largest solar power project in southeastern Texas. Once complete, it will have the capacity to generate enough renewable energy to power 100,000 homes annually.
• National Institutes of Health Building 10 East Wing renovation: Building 10 is home to the Clinical Center, the world’s largest clinical research hospital.
• JW Marriott, Anaheim Resort: This newly-opened resort features exclusive amenities, including a yoga and zen room, the JW Garden, and a rooftop bar and lounge with stunning views of the nightly fireworks show at Disneyland Resort.
• Austin-Bergstrom International Airport Barbara Jordan Terminal expansion: A LEED-certified project adding 173,000 sqft and nine gates to the Barbara Jordan Terminal.
countless hours and substantial funds on trend predictions and thought leadership, thus allowing its clients to navigate emerging trends and avoid potential risk.
“We consider the demands of artificial intelligence (AI) on the built environment, utility grid exhaustion and innovative power solutions, the co-development of clean power and data centers, along with a host of other things,” details Mazzetti.
“We’re not just builders; we’re a business.”
Today, the company is working with a leading hardware manufacturer to speed up the delivery and installation of their systems while addressing unique power system and planning challenges unique to its gear.
This relationship stems from Rosendin’s track record with the client, having previously solved another set of challenges.
“Ultimately, it loops back to the confidence clients have in us
becoming generational trust,” declares Mazzetti.
AN INNOVATIVE BALANCE
Working to further its status as an industry innovator, Rosendin consistently studies, develops, and embraces new technologies and incorporates them into everything it does.
Since these complex technologies and projects require extra attention, the company provides specialized value-added services that complement its core offerings, including design-assist, design-build, integrated project delivery (IPD), and prefabrication.
Rosendin takes pride in being a driving force in the design and utilization of construction industry technology. From cloud-based computing to mobility applications, and prefabrication techniques to building information modeling (BIM) advancements, the company continually leverages innovative solutions to meet strategic goals alongside those of its many customers.
BIM in particular is an important workflow process based on models used for the planning, design, construction, and management of building and infrastructure projects. The advanced software is used to model and optimize projects by planning, designing, building, and operating BIM models.
The company is on the cutting edge of technology with a dedicated BIM team to keep up with the rapid technological changes of today’s environment.
Rosendin offers best-in-class BIM and has been the home of North America’s largest and most recognized subcontractor BIM group for over a decade.
Headquartered in Arizona, the group is supported by team members from across the company’s regional offices and consists of over 220 full-time coordinators, modelers, and detailers.
NORTH AMERICA OUTLOOK: WHAT DOES ROSENDIN’S MOTTO OF ‘BUILDING QUALITY; BUILDING VALUE; BUILDING PEOPLE’ ENTAIL FOR YOUR EVERYDAY OPERATIONS?
Bill Mazzetti, Senior Vice President: “We all want the same thing – to be proud of our work and the place we work at. I think Rosendin does a great job of supporting our employees throughout their careers.
“We have a history of field workers transitioning to senior level and executive roles because of the hands-on experience they received on our job sites. People don’t want to do that unless they’re happy with where they work and want to see the company grow with them.”
The BIM group’s areas of expertise include internally developed proprietary add-ins, Autodesk Revit MEP 2013-2018, Navisworks Manage, BIM 360 Layout, MicroSurvey layout, and much more.
Through utilizing the most proven and effective technologies to build out its solutions, Rosendin is able to confidently deliver its ongoing commitment to innovation.
As a proven industry leader in developing and implementing new tools, training, and technologies, the company helps its teams work safer
and more efficiently while remaining disciplined to established standards that have stood the test of time.
Rosendin is proudly set apart from the rest of the competition due to this purposeful union of new and proven technologies such as BIM.
PASSION, COMMITMENT, AND PRIDE
Rosendin is thrilled to have had the opportunity to deliver some of the most challenging, prestigious, and necessary construction work in the US.
We power the nation's top builders with cutting-edge construction technology. We excel in Building Information Modeling (BIM) and Virtual Design & Construction (VDC), specializing in electrical systems. Our contribution is stamped upon some of the country's most iconic and complex buildings, from airports and stadiums to hospitals, data centers, and fabrication plants. Driven by Digital Craftsmanship™, we blend innovation with precision to bring our clients' visions to life.
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INDUSTRIES SERVED BY ROSENDIN
• Audio and visual systems
• BioTech and pharmaceuticals
• Commercial
• Data centers
• Education
• Entertainment
• Healthcare
• Institutional
• Renewable energy
• Special systems
• Transportation
One such example of the impactful work the company has delivered is the renovation of Harvey Milk Terminal 1 (HMT1) at San Francisco International Airport (SFO). HMT1 represents a portion of the work Rosendin has completed and continues to work through at the airport. Starting in 1995 with Boarding Area A in the International Terminal, it’s been a long and fruitful relationship with SFO.
The renovation redeveloped the terminal to meet the needs of modern travelers and revolutionize the guest experience. The final product elevates the airport’s standard of providing a world-class, environmentally-friendly travel experience that is LEED Platinum certified. It represents a great transition
from a facility built in the 1960s into a modern terminal that can handle a substantially increased passenger load.
The project took a total of eight years to complete, part of which was slowed by the pandemic. Rosendin is part of the reason why HMT1 now has highspeed Wi-Fi, a neutral host distributed antenna system extending cellular services, and dynamic wayfinding systems with large video walls.
Rosendin’s role as the technology systems design-builder and systems integrator included the complete design, construction, integration, and commissioning of various technology systems across the terminal, playing a pivotal role in creating a sustainable travel experience.
“I am incredibly proud of how well we communicated and collaborated with other trades from start to finish. It was a fascinating project, and we hope to do more like it in the future. Our work on HMT1 exemplifies how Rosendin uses new, innovative technology to push ourselves to the next level. It was one of our first projects where we had true integration between our line voltage and technology systems groups, and the work was actually co-led by the leaders of each business. It is a great example of how we’re evolving in managing multi-modal deliveries under a single hat,” prides Mazzetti.
IMPACT, EMPOWER, AND INSPIRE
In addition to Rosendin’s impactful work with HMT1, the company has also participated in a variety of other exciting projects across the nation.
An apt example is the new Bay Area Rapid Transit (BART) headquarters in Oakland, CA. With nearly 25,000 people riding through the Transbay Tube into Downtown San Francisco during peak commute hours each day, BART connects the San Francisco Peninsula, East Bay, and South Bay,
providing efficient and reliable public transportation for over 40 years.
Rosendin is proud to be the electrical design-build contractor that renovated the 244,287 sqft headquarters, which accommodates 1,300 employees.
The project scope included demolition on all floors, security and support space additions on the first floor, restrooms on floors two to 10, a complete build-out of the third level, and significant exterior improvements.
Alongside the new BART headquarters, Rosendin also worked on the Los Angeles Memorial Coliseum – a $315 million project that was completed at the end of 2019 which modernized and restored the 96-year-old stadium to its former glory.
Having originally opened in 1923, the historic ground is home to the University of Southern California (USC) Trojans. It also served as a host venue for the 1932 Summer Olympics and will do so once again in the upcoming 2028 Games.
The renovation project included the replacement of 77,500 seats, as well as luxury boxes and club suites.
It also consisted of new concession stands, upgraded entryways and video screens, updated electrical, mechanical, and plumbing systems, and the installation of a new field and stadium lighting.
In parallel to the project, the University of California San Francisco (UCSF) Health Helen Diller Hospital held its official groundbreaking ceremony in April 2024, with Rosendin providing electrical contracting services in support of UCSF’s 30-year plan to transform the Parnassus Heights campus.
The projected growth of the hospital will enable thousands of additional patients to access the complex care provided by the facility, thus meeting both current and future medical demands. Once complete, the 294-foot-tall building will add 324 new patient beds and approximately 1 million square feet of critical care and patient service space.
EMPOWERING STAFF
As evidenced by its employee-owned status, Rosendin places a heavy focus on empowering its staff and recognizing the contributions they make.
From Start to Finish, Your Electrical Supply Partner
Our industry experts work alongside you to target pain points and create customized solutions. From small tasks to large projects, we help you stay on schedule and within budget.
Solutions Include:
• Job Boxes
• Onsite Storage
• Managed Inventory
• Material Staging
• Kitting & Prefab
• Crib Management
• And More!
Specifically, the company does this through its commit, attract, retain, and empower (CARE) pledge.
“When we talk about empowering employees, it’s important that we’re all united under one shared mission, and that’s where Rosendin’s CARE pledge comes in,” informs Mazzetti.
“It’s our promise to provide employees with a safe, diverse, welcoming, and inclusive workplace.”
The company is firm in its belief that embracing every voice creates an environment where each team member feels valued and heard in order to improve morale and engagement, increase productivity, and enable an environment where individuals feel comfortable sharing various perspectives.
“We want to ensure all employees have the same opportunities and the chance to reach their full potential at Rosendin,” furthers Mazzetti.
In recognition of the importance of acknowledging staff members for
their hard work and achievements, the company recently started an employee story series to highlight workers from every sector at Rosendin, which has proven to be immensely rewarding.
Additionally, the company is committed to providing its staff with a safe and healthy workplace where accident prevention is paramount.
This culture of safety is accomplished through its highly trained safety professionals who diligently work to create an injury, incident, and impact free (I-3 Free) environment on every project.
I-3 Free permeates the entire organization, as Rosendin works to place this value above all else and strives to provide its people with the tools, equipment, and working conditions that will help them safely and efficiently do their very best work.
Having won the 2018 AGC Construction Safety Excellence Award, the company also boasts
over 90 qualified safety professionals and an above-average experience modification rating (EMR) of 0.68, further reinforcing its safety culture.
THE ROSENDIN FOUNDATION
Equally as important to Rosendin are the corporate social responsibility (CSR) practices that it engages in.
“We’re very focused on CSR and giving back to our communities. We established The Rosendin Foundation as the charitable arm of our company. We’ve been fortunate enough to have benefited from our success. It’s necessary to us that the communities we live and work in also benefit,” insights Mazzetti.
“The foundation also serves as a catalyst to encourage and expand the philanthropic endeavors of Rosendin and our affiliates’ employees.”
Established to positively impact the company’s surrounding communities, build and empower people, and inspire innovation, The Rosendin
Improve Project Execution
Foundation partners with communityfocused, non-profit organizations in 17 regions across the US to support health through emotional, nutritional, and occupational programs, with all financial grants used to support healthy communities.
Formed in 2020 as a 501(c)(3) charitable corporation, the foundation launched its efforts by donating $42,000 to 17 food banks where its employees work and live.
Despite being located in San Jose, CA, the foundation provides funding to non-profits throughout the nation alongside encouraging and expanding the philanthropic endeavors of the company.
“It’s great to see our employees get so excited about helping others. We’ve partnered with the American Red Cross, Boys & Girls Clubs of America, food banks, and many other charitable entities,” expands Mazzetti. Since its formation, the foundation
has also granted over $1.8 million in annual and emergency grants to local non-profits from Maryland to Hawaii.
Additionally, led by The Rosendin Foundation, is TRF Camp Build – a week-long free summer camp designed for sixth to eighth grade students across the US that aims to provide hands-on trade experience.
The camp focuses on successfully uniting the community by educating students about trade fundamentals, engaging them in projects such as creating lamps, stepping stones, and doghouses to donate to the local area.
Students also had the unique opportunity to learn from experts in the industry about safety, BIM, and heavy equipment operation.
RECRUITING AN ELECTRIC FUTURE
Currently, there is a significant shortage of skilled labor workers in the US. This is primarily attributed
to the effects of the pandemic and the greying out of the workforce. These caused a major disruption in the nation’s labor force and temporarily closed up to 120,000 businesses, leaving more than 30 million workers unemployed.
Specifically, there is a growing demand for trade professionals such as welders, electricians, and heating, ventilation, and air conditioning (HVAC) technicians, which is only projected to continue to grow.
This period of time in which approximately 50 million workers quit their jobs or retired has been referred to as the ‘great resignation’ and has caused widespread disruption across service industries, especially construction, which is expected to need at least 500,000 additional workers annually to meet demand.
Labor shortages are, understandably, bad for companies as the impact influences customers who are then
forced to wait longer for their needs and services to be fulfilled. It also results in delays, increased costs, and lower quality as individuals are forced to rush to meet deadlines.
Rosendin is facing this challenge head-on, ensuring that the company can continue to provide its services to customers in a safe, reliable, and successful manner well into the future.
“A lack of skilled workers in the nation and the retirement of older craftspeople places a focus on recruitment, which in turn brings a lot of new folks into a construction
setting that is alien to them,” informs Mazzetti.
“This requires a lot of training and diligence from the older hands and the entire firm so that everyone goes home in the same condition they arrived in when they came to work that morning.”
As a company that espouses ‘We Care’ as one of its core values, diversity and the inclusion of groups that had never considered or haven’t been the target demographic for skilled craftsmanship outreach is a priority for Rosendin.
The business is working to address this imbalance and highlight the need for more diversity in the traditionally male-dominated sector.
By recruiting and training a greater variety of people, not only will the company continue to prosper, but it will also find greater ideas, innovation, and talent for the future.
MODULAR POWER SOLUTIONS
Another great example of Rosendin’s prowess is Modular Power Solutions (MPS), Rosendin’s sister company and system integration business. In
only a decade, it has grown into the data center industry’s go-to solution for factory-built electrical and multidisciplinary solutions.
Led by Simon Harkins, MPS’ General Manager and another Rosendin Vice President, there are great things to come from MPS as the company tries to solve the greater, faster, and cheaper demands of clients while reducing its job site labor footprint –all while being union built in Texas. Established in 2011, MPS manufactures large-scale, complex, fully integrated systems, from
standard skid-based solutions for interior building deployment to fully weatherproof environmental enclosures for exterior standalone applications.
With the motto of ‘Excavation Through Innovation’, MPS has become the leading manufacturer of modular systems and the go-to for off-site solutions. This is accomplished by hiring the best people, committing to quality work, and prioritizing the customer experience.
It is not an everything-to-everyone sort of provider; rather, MPS focuses on industry sectors where it has extensive experience and proven results, including data centers, hospitality, mechanics, multifamily housing, pharmaceuticals, renewables, transportation, and utilities.
MPS delivers extensive engineering, product development, and deployment experience, continually seeking to lead its industry by inspiring current and future generations to build full-system solutions matched to customers’ most exacting demands.
As a wholly-owned subsidiary of Rosendin Holdings, MPS is driven to be a total solutions partner, with the end goal of complete satisfaction for every client through the company’s approach to crafting integrated systems and solutions.
Additionally, MPS matches its expertise to every project, no matter how challenging, from assisting with complex BIM coordination to integrating full electrical and mechanical systems and providing commissioning support in the factory and field.
The company is not afraid of challenging itself as it fully believes that relentless improvement is one of its defining factors.
The only way to fit everything inside a box is to think outside of it. MPS proudly does this by always being on the move and working toward better
and more innovative ways to improve and meet industry demand.
Through scalability, integration, and certainty, MPS delivers exceptional customer experiences supported by the highest quality solutions.
100 YEARS STRONG
Looking ahead to another century of shared success, Rosendin is working to continue its growth and expansion of service offerings across the US.
“Rosendin has grown at an 18.8 percent compound annual growth rate (CAGR) for the last 15 years,” insights Mazzetti.
“That demonstrates the confidence of our clients and our ability to successfully execute projects.”
Additionally, the organization has a number of projects in the pipeline it is excited about, including multiple sports stadiums, healthcare facilities, and data centers that will further cement Rosendin’s status as a premium company within the electrical contracting industry for decades to come.
No matter what the future brings, Rosendin possesses the right mindset, abilities, and determination to overcome any and every obstacle in its path, proudly continuing its longheld reputation of being the best and the brightest in the business.
Tel: 1.408.286.2800
marketing@rosendin.com
www.rosendin.com
INNOVATIVE SOLUTIONS. ASSURED SUCCESS.
Proudly serving the Mid-Atlantic region with industrial engineering services since 1988, ITAC provides process and industrial clients with integrated design-build services for complex capital projects. We find out more with ITAC CEO, Jon Loftis
Writer: Ed Budds | Project Manager: Kierron Rose
From humble beginnings as a small engineering firm to a leading provider of design-build services, ITAC was built on a dream by trusting its clients and assembling a highly qualified team of superior industry experts.
Headquartered in Chester, Virginia, the design-build firm now leverages over three decades of experience, enjoys a nationwide footprint, and employs over 550 staff operating in six offices in the Mid-Atlantic and Southeast regions of the US.
“At ITAC, innovation is planted in everything we do. We founded our business in 1988 on the need to innovate the project delivery process
and provide our industrial clients with total project solutions for their most challenging problems,” introduces Jon Loftis, CEO of ITAC.
“Many of us have been on our clients’ side of the table, and we know what it’s like to walk in their shoes.”
Loftis grew up on his family’s cattle farm and in his dad’s manufacturing shop, where he always admired the patents his father had proudly earned during his career and, following in his footsteps, learned to love designing and building things.
“It was the process that I fell in love with, such as the planning, studying, and decision-making needed to manage a successful project. I quickly
realized that this requires a strong team working together and that every member is critical,” recalls Loftis, who initially joined ITAC in 1989 to manage the mechanical design department.
Utilizing the wealth of technical and leadership skills he learned leading fast-track R&D projects for new processes and products, Loftis was tasked with building a new project management team and methodology – now referred to as Assured Project Management (APM) – for ITAC’s burgeoning slate of business.
Today, this vital methodology still plays a critical role in delivering a focused and disciplined approach to every job.
ITAC MISSION, PURPOSE, AND VALUES
MISSION: To build great projects.
PURPOSE: To make life better by loving and serving one another.
VALUES:
• FAMILY – ITAC puts people and family first.
• TRUST – The company earns trust every day.
• TEAMWORK – ITAC inspires the best in everyone.
• PASSION – The company cares, and it shows.
• EXCELLENCE – ITAC strives for greatness in everything it does.
As CEO, and President for the past 20 years, Loftis has overseen ITAC’s vertically integrated project services and business operations with a firm focus on creating a winning experience for clients and employees.
“Our greatest desire is to be a respected partner to our clients and to earn their trust every day.
“My most critical contribution is to lead our team to create great experiences for our employees and
clients. Success is assured through the relationships and trust built with every team member on every project,” he sets out.
LEVERAGING INDUSTRY EXPERIENCE
Having garnered a vast bank of experience over 35 years of business, ITAC has collectively witnessed significant change in the construction market and
come through many challenging times, repeatedly adapting to new trends, developments, and market fluctuations.
Similarly, Loftis leads by encouraging ITAC’s people to always persevere in an industry that can often be challenging.
“I was taught at a very early age that practice and preparation are paramount to success, and this dedication to proper preparation
“SUCCESS IS ASSURED THROUGH THE RELATIONSHIPS AND TRUST BUILT WITH EVERY TEAM MEMBER ON EVERY PROJECT”
– JON LOFTIS, CEO, ITAC
also helped with my mental strength, which has been crucial, as things don’t get much tougher than the construction industry,” he imparts.
“This industry is volatile and can change significantly from year to year. The peaks are really high and the valleys can also be pretty deep, so we have learned to pivot effectively in order to thrive.”
Having successfully maneuvered the fallout from the 2008 financial crisis, companies such as ITAC now find themselves navigating a prosperous upturn for the industrial and manufacturing portions of the construction landscape.
Meanwhile, despite the pressing labor shortage issue across the industry, a robust job market and the resurging demand for manufacturing segments such as housing and automobiles sees ITAC positioned in the middle of an industry boom that is allowing the company to excel.
“We’re very optimistic about the future and will continue to attract,
hire, and train skilled professionals and craftsmen, as our design-build service model fits perfectly with what employees and our industry clients desire,” Loftis elaborates.
SAFETY FIRST
ITAC believes that the safety of its employees, subcontractors, and clients is paramount.
“Our seasoned safety professionals have decades of experience in their fields of expertise and are fully engaged in our projects from beginning to end,” Loftis prides.
“From outages to pre- and post-construction, our safety and construction managers oversee the owner’s site to ensure the project is constructed safely and in accordance with the client’s safety program,” he continues.
Numerous ITAC projects are performed within operating facilities that bring a whole new level of potential hazards and concerns for workers and clients, while all ITAC
staff and supervisors are trained in the latest Occupational Safety and Health Administration (OSHA) requirements.
ITAC therefore holds itself accountable to the highest safety standards and is constantly focused on assessing risk to prevent occupational hazards and lost time accidents on its projects.
As a self-insured company, ITAC remains especially passionate about protecting both people and property.
“Our robust safety program requires that we train constantly, identify the leading risk indicators, address those issues daily, and audit jobs regularly. This daily due diligence keeps us performing at our best, mitigates risk, and assures project success.”
From the way ITAC approaches projects to the specialty services it now offers, the company’s primary guiding principle is to continuously seek ways to improve safety, function, and production for complex industrial environments.
“WE INVEST IN THE PROFESSIONAL AND PERSONAL GROWTH OF OUR STAFF BY SPONSORING CONTINUING EDUCATION OPPORTUNITIES AND PROMOTING A HEALTHY WORK-LIFE BALANCE”
– JON LOFTIS, CEO, ITAC
This resolute and impressive commitment has driven the development of ITAC’s safety and specialty services, including turnkey fall protection systems and training, machine guarding, and comprehensive site safety management.
The company’s award-winning safety performance is the result of its employees’ careful attention to all operations.
This steadfast commitment has garnered ITAC prestigious industry accolades, including multiple Associated Builders and Contractors’ Paragon Excellence in Safety Awards, BB&T Insurance Services’ Lighthouse Beam Safety Awards, and Affinity’s coveted Safety Award – all esteemed and respected honors that enhance ITAC’s formidable reputation.
ASSURED PROJECT MANAGEMENT
The seeds of success for industrial
projects are planted long before start-up.
Therefore, ITAC achieves success through collaborative upfront planning and following a proven process that has been tested and refined over three decades.
“Our proprietary APM process drives risk out of our projects by systematically eliminating the assumptions that can derail an execution plan. Thus, our meticulous APM excellence is built into every project, with every client,” Loftis explains.
ITAC’s APM is a robust project control system that measures realtime data, allowing performance to be proactively managed against baseline documents to ensure the desired results.
“We aim for speed and excellence, A+ work, but not perfection. Perfection is the enemy of greatness,” Loftis adds. “We believe making and meeting commitments is a daily
practice built into ITAC’s culture.”
The company’s guiding principle is to deliver safe project execution from concept to marketable product in the shortest timeframe while maintaining quality and controlling costs.
First, ITAC listens to its clients’ business goals and defines what success will look like on an individual project basis.
“Next, we perform detailed upfront planning to identify and remove assumptions and to optimize design, procurement, and construction into a seamless delivery process. We provide comprehensive ‘assume nothing’ execution plans and address best safety practices, schedule milestones, and risk mitigation.”
Furthermore, as ITAC moves expertly through a project life cycle, it constantly monitors and assesses new data alongside any change to the baseline documents, modifying the execution plan accordingly.
“The management of change is
the lifeblood of a project; setting the expectations and process for change management is paramount for success. Some change is inevitable and beneficial to our clients and their needs, even in fast-moving projects, but too much change made too late in the design-build process is costly and adds risk,” Loftis cautions.
A comprehensive, integrated, and controlled approach brings visibility to project delivery and changes so ITAC’s collaborative client and project teams can make accurate, informed decisions.
Clear and continuous communication is essential to ensure project performance, and ultimately, APM enables the company to deliver on its promises.
“After the construction phase is complete, we provide the project owner with high-functioning processes, facilities, and utility systems designed for optimum operability and maintainability,” he adds.
We at Construct, Inc. aim to be one of the leading Industrial & Commercial Steel Fabricators by consistently exceeding our customers’ expectations in Quality, Cost, and Customer Service. Founded in 1999 in Wilson, NC, Construct is based on a core objective to be responsible and flexible while
A BETTER LIFE FOR ALL
Ultimately, ITAC’s drive for individual project success is led firstly by a deep, company-wide passion for making life better for employees, clients, and local communities.
“We invest in the professional and personal growth of our staff by sponsoring continuing education opportunities and promoting a healthy work-life balance,” Loftis reveals.
“We also partner with local industry and economic development organizations to advocate for policies that strengthen the manufacturing sector and our clients’ bottom lines.
“Lastly, we support local ministries and charitable organizations as we strive to build a stronger, thriving community together,” he affirms.
Additionally, each summer, ITAC and its industry partners sponsor a Manufacturing & Technology Camp, an exciting initiative to educate local high school students about careers in manufacturing.
building long-term relationships with our clients, employees, associates and suppliers.
We are totally committed to meeting our customer’s needs and conduct business with integrity while providing high-quality services, safely, at fair prices.
The goal of this camp is to provide exposure to career paths that are in extremely high demand in ITAC’s area of operation.
Thanks to kind contributions from sponsors, the camp is completely free to students, who then have the chance to win a scholarship to a post-secondary program of their choice.
Undoubtedly, ITAC looks set to continue making life better by caring for and serving one another far beyond the walls of its offices and bustling operations of its clients’ sites.
EMBRACING EXCELLENCE AND ENDURANCE
OCL Group’s legacy is built on vision and values, aiming to create a better future in industrial infrastructure and general contracting. Vice President, Gregory Jones, discusses the company’s commitment to supporting communities and contributing to a greener, cleaner Canada
Writer: Rachel Carr | Project Manager: Kierron Rose
Western Canada, which comprises the provinces of British Columbia (BC), Alberta, Saskatchewan, and Manitoba, is home to a diverse range of industries.
Among these, Alberta, in particular, is renowned for its thriving energy sector, encompassing oil, natural gas, and renewable energy sources.
Integral to this industry is OCL Group (OCL), who specializes in designing, constructing, and maintaining infrastructure for the region’s most significant energy and resource companies.
Established with the core mission of improving project implementation and nurturing a positive team culture, the company stands as a pioneering force in the field, dedicated to forging long-term relationships with clients, communities, partners, and team members.
Delivering multidisciplinary general contractor solutions, OCL’s expertise spans various sectors including renewable and transitional energy, power and utilities, and upstream oil and gas.
Additionally, the company is active within the downstream petrochemical, mining and agriculture, midstream and transportation, industrial and commercial, forestry, and pulp and paper sectors.
What truly distinguishes OCL is its employee ownership model, a unique approach that not only drives motivation and performance among the workforce but also fosters a more engaged team, leading to stronger connections with clients, co-workers, and communities.
“Our structure provides a unique advantage, fostering a culture of engagement, collaboration, and long-term focus, leading to improved employee satisfaction, decisionmaking, client service, and community involvement,” introduces Gregory Jones, Vice President of OCL.
The company’s unwavering belief in its employees as its greatest asset is evident in its efforts to motivate and incentivize the workforce, ensuring their satisfaction and well-being.
“Besides offering a lucrative compensation package, we strive to provide the latest technologies, tools, resources, and support they need to succeed. Moreover, our recruitment process prioritizes candidates that reflect our values of safety, partnership, excellence, innovation, and fun,” he states.
CANADIAN FIRST NATION COMMUNITIES
Indigenous Peoples in Canada are constitutionally granted recognition and protection of their Aboriginal and treaty rights.
OCL, therefore, acknowledges the imperative to establish inclusive, respectful, and equitable working environments, taking into consideration human rights and the local inhabitants within the areas of its operations.
As such, the company is committed to supporting Indigenous-owned organizations and First Nations communities. As a people-oriented business, OCL prioritizes welfare in everything it does, promoting a strong team culture and fostering
“THE MAJORITY OF OUR BUSINESS IS CONDUCTED THROUGH FIRST NATIONS OR COMMUNITY PARTNERSHIPS. THIS IS A POINT OF GREAT PRIDE FOR US AND A REFLECTION OF OUR VISION”
– GREGORY JONES, VICE PRESIDENT, OCL GROUP
lifelong connections with Indigenous communities.
“The majority of our business is conducted through First Nations or community partnerships. This is a point of great pride for us and a reflection of our vision. Every community and every project is unique, which is why our approach is to listen, collaborate, and invest. OCL strives to create inclusive, respectful, and equitable working environments – mindful of Indigenous communities, municipalities, and residents local to the regions in which we operate,” Jones impassions.
In partnership with First Nations, including the West Moberly First Nation and Fort McMurray 468 First
Nation, the company has helped bring socioeconomic growth to the area’s Indigenous people, with benefits including improved education, housing, healthcare, and employment.
A Cree and Chipewyan band government located near Fort McMurray, Alberta, Fort McMurray 468 First Nation is a member of the Athabasca Tribal Council and a Treaty 8 nation.
West Moberly First Nations is a community located in northeast BC. The community is a signatory to Treaty 8 and is comprised of Dunne-za and Cree cultures.
OCL’s commitment to fostering long-lasting, mutually beneficial
OCL FACTS AND FIGURES
• Established in 2009.
• 1,200+ employees
• CAD$500,000 – 150 MILLION project size.
• SERVICES – Engineering, procurement, pipeline integrity and construction, facility construction, civil and earthworks, marine capabilities, fabrication, and maintenance.
• LOCAL ORGANIZATION
DONATIONS – Camrose Peewee Wild, MKD The Space, Anzac Recreational & Social Society, Spartan Coyotes, Anzac Lil’ Wolves, Fort McMurray Knights RFC, Saskatoon Giants AAA Baseball, Bantam Elite, Willow Lake Community Association, and Portage College student scholarships through the Pembina Golf Tournament.
relationships with Indigenous communities is underpinned by its respect for First Nations Peoples’ legal and constitutional rights as well as their land and natural resources.
Across all its activities, the company is dedicated to enhancing understanding through employee awareness programs and building and maintaining respectful, trusting, and meaningful relationships with Indigenous Peoples and communities, positively contributing to their overall well-being.
Furthermore, OCL’s HR department constantly explores new approaches to improve its methods for recruiting, retaining, and fostering the inclusion of Indigenous Peoples within the workforce.
As an ally, the company actively engages with the broader Indigenous community to ensure access to socioeconomic benefits through partnerships, training, education,
employment, procurement, capacity-building, business development, and community programming.
MANUFACTURING A NET ZERO ZONE
A significant milestone for OCL involves The Dow Chemical Company’s (Dow) Path2Zero project in Alberta’s Industrial Heartland.
The Fort Saskatchewan Path2Zero project aims to construct the world’s first net zero emissions integrated ethylene cracker and derivatives facility.
This initiative is expected to generate between 6,000 and 7,000 jobs during peak construction and up to 500 full-time positions once fully operational.
“As a leading construction and engineering company, OCL is proud to contribute to Dow’s ambitious Fort Saskatchewan Path2Zero project,” Jones enthuses.
OCL’S GREEN COMMITMENTS
The company conducts operations with environmental protection and sustainability in mind and is dedicated to a proactive approach that minimizes its impact. OCL understands the risks its activities pose and ensures considerations are made on every project. These include:
• Complying with environmental laws and industry standards.
• Considering the environment in the planning process of every project.
• Operating all facilities, vehicles, and equipment with consideration for their impact on the environment.
• Responding to and resolving environmental emergencies quickly and efficiently.
• Maintaining good environmental business practices that mitigate the adverse effects of its operations.
• Acknowledging and remaining sensitive to the concerns of the public and communities.
• Committing resources to training employees and protecting the environment.
“AS A LEADING CONSTRUCTION AND ENGINEERING COMPANY, OCL IS PROUD TO CONTRIBUTE TO DOW’S AMBITIOUS FORT SASKATCHEWAN PATH 2 ZERO PROJECT”
– GREGORY JONES, VICE PRESIDENT, OCL GROUP
Dow has outlined a clear path to decarbonize its manufacturing facilities while emphasizing Alberta’s growing global leadership in emissions-reducing technology like carbon capture utilization and storage (CCUS).
“OCL’s involvement in such a high-profile and innovative project solidifies our position at the forefront of the industry. Completing this major project will trailblaze a path
toward reducing greenhouse gas (GHG) emissions and creating a more sustainable future,” he highlights.
To achieve net zero Scope 1 and 2 emissions, the project will convert the site’s cracker off-gas to hydrogen, which will be used as clean fuel to supply the site’s furnaces.
Additionally, carbon dioxide (CO2) emissions will be captured and stored, significantly reducing the company’s GHG footprint.
•
•
• Procurement and transportation of materials
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• Internal/External coatings for pipe, tanks, and vessels
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Alongside the Fort Saskatchewan Path2Zero project, OCL strategically invests in the expansion of its fabrication and coating services.
“This will enable us to fabricate large modules at our rail-accessible facility, significantly increasing capacity, service offering, and geographic reach,” informs Jones.
VALUABLE VENTURES
everyone’s understanding of the operation.
Moreover, project execution teams can update the plan to accommodate construction changes, allowing for greater clarity and collaboration.
Structural & Custom Fabrication
OCL particularly enjoys working on projects that leverage a combination of technological innovation and deep industry knowledge to create value.
“We are currently using cmBuilder to visualize a project execution plan during the preconstruction stage to identify constraints or issues. By adding time phasing to a 3D model, our 4D plan can quickly communicate the path to project completion to new team members,” reveals Jones.
P 780.434.8721 | rob@gtmetal.com contact Mike Stewart to request a quote P 780.434.8721 | mike@gtmetal.com
“We are excited to see project execution teams working together with clients to develop contingency plans when changes occur. Looking forward, we also see opportunities for productivity gains and improved safety by integrating our planning tools with artificial intelligence (AI) and robotics.”
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• Module fabrication
• Pipe rack systems in tank farms and plants
Over the past decade, Canada has faced a productivity crisis, with labor productivity growth lagging behind the US since the COVID-19 pandemic.
• Other custom fabricated structures
cmBuilder is a construction site logistics platform that provides 4D cloud-based workflows, aligning
According to recent data, there has been a particular decline in labor productivity in the construction industry. Indeed, an ATB Financial economic report has linked this slowdown to a decrease in business investment.
However, the company sees an opportunity for strategic investment in equipment, technologies, and tools to improve labor productivity.
“OCL is focused on expanding its geographic reach in the Northern BC and Saskatchewan markets.
“We expect to have an investment announcement related to this expansion in either 2024 or 2025.
We believe the communities in these provinces are ripe for business investments that will improve labor productivity and safety,” Jones concludes.
We return to Turner Construction, whose Vice President and General Manager, Stuart Smith Jr., tells us how the company is proactively expanding its market presence and supporting local organizations
Writer: Lucy Pilgrim | Project Manager: Michael Sommerfield
Historically experiencing a number of fluctuations, the Canadian construction industry has remained comparatively stable over the last year.
Although many market areas have experienced reduced activity, such as the commercial market across Toronto, other sectors have continued to flourish, including critical facilities and data centers, higher education and life sciences projects, as well as the nation’s healthcare industry.
Following this trend, the construction sector has also witnessed a significant push toward the creation of affordable housing to support communities across Canada, and in the Ontario area in particular.
“Our biggest focus remains on building the next generation of craft labor and trade contractors within the market, ensuring that labor is available
to keep pace with scaling housing projects and increased market demands,” introduces Stuart Smith Jr., Vice President and General Manager of Turner Construction (Turner), an industry-leading construction services company operating across Canada and worldwide.
Established in 1902, the business was founded on the core values of teamwork, integrity, and commitment, which still drive Turner today.
“As the business has grown over the past century, we have really made an effort to evolve and learn from the market and community, and evolve the company,” insights Smith.
Indeed, central to Turner’s growth is its focus on actively caring for the local areas where it works, which has guided the company philosophy over the last seven years, relating to areas of engagement, culture, and diversity,
equity, and inclusion (DEI).
More recently, Turner has also had a strong grip on its environmental, social, and governance (ESG) practices, further cementing its role as a frontrunner in the international construction industry.
“We want to transform the industry landscape to be the best possible place for people who want to be a part of it, building long-lasting careers,” he affirms.
STRENGTH IN UNITY
Over the past year, Turner has increased its presence across critical facilities and advanced manufacturing markets in Europe thanks to the completion of a diverse and strategic acquisition.
Through a collaboration with parent organizations Hochtief and HCS Construction, Turner recently finished a transaction for the acquisition of Doran Consulting, an Irish civil and
structural engineering consultancy agency that operates across the European critical facilities market.
The company’s drive and growth strategy are further bolstered by the merging of Turner’s two sister companies, Flatiron Construction and Dragados.
The unity between the two organizations will be headed by Turner’s President and CEO, Peter Davoren, who will become the new entity’s Chairman for North America.
“The combined entity will be the leading civil contractor in the region, which is a huge asset for us, particularly as we look more toward larger infrastructure and advanced manufacturing initiatives holistically,” expands Smith.
Elsewhere, the company is fortunate enough to be highly active in the data center and life sciences markets, showcased by a plethora of amazing, recently completed projects.
For example, Turner completed the conversion of a commercial space into a Level 2 biomedical lab in collaboration with the University of Toronto and Canderel, one of Canada’s largest commercial and residential developers.
This particular venture proved to be a leading-edge project, as the company innovatively transformed a space so that it could be efficiently used by a renowned teaching institution.
Additionally, Turner continues to pursue different strategies to expertly utilize mass timber to support the affordable housing market, whilst also creating a sustainable environment and giving back to the community.
BUILDING TODAY, TRANSFORMING TOMORROW
Demonstrated by its most recent projects, Turner is devoted to transforming the industry whilst also
actively caring for its people and sustaining the planet.
These values continue to be equally as important as the company’s founding ethos of teamwork, integrity, and commitment.
“If we can make a positive difference to the lives of people in the local communities where we work, and marry that with our industry, we will continue to create generations of construction workers who will support growth and become leaders for the next generation,” emphasizes Smith.
This is most aptly shown by the company’s community engagement projects across Toronto, its work with a local dog guide organization being a particular standout.
“An opportunity was presented to us to be a part of the construction of a national dog guide training facility for the Lions Foundation of Canada Dog Guides. As a result of the project, the organization will be able to deliver over 300 support dogs a year,” explains Smith.
FAQ Better Built Containment Solutions for Data Center Construction
1. What are the key benefits of using Tate's containment solutions for data center construction?
Tate's containment solutions offer enhanced cooling efficiency, improved energy savings, and optimized airflow management in data centers. These benefits help maintain consistent temperatures, reduce energy consumption, and ensure reliable operation of equipment. Additionally, their modular design allows for easy integration and scalability.
2. How do Tate's containment systems improve energy efficiency in data centers?
Tate's containment systems improve energy efficiency by preventing hot and cold air from mixing, which enhances the effectiveness of cooling systems. This targeted airflow management reduces the need for excessive cooling, leading to significant energy savings. By maintaining optimal operating conditions, these systems also extend the lifespan of equipment.
3. What types of containment solutions does Tate offer for data centers?
Tate offers various containment solutions, including hot aisle containment (HAC) and cold aisle containment (CAC). These solutions are designed to fit different data center configurations and cooling strategies. The company provides both standard and custom solutions to meet specific operational needs and enhance data center performance.
4. How do Tate's containment solutions contribute to the overall reliability of a data center?
By ensuring effective airflow management and maintaining consistent temperatures, Tate's containment solutions enhance the reliability of data centers. These systems prevent overheating, reduce the risk of equipment failure, and contribute to stable and continuous operation. Reliable cooling helps in protecting sensitive equipment and maintaining optimal performance.
5. Can Tate's containment solutions be customized to fit specific data center requirements?
Yes, Tate's containment solutions can be customized to meet specific data center requirements. They offer flexible designs that can be tailored to different room sizes, rack configurations, and cooling needs. This customization ensures optimal performance and integration with existing infrastructure.
For more information or to connect with one of our sales representatives, please visit www.tateinc.com or call us at 410-799-4200
6. What materials are used in Tate’s containment products, and how do they ensure durability and performance?
Tate’s containment products are made from highquality materials like aluminum and poly carbonate These materials ensure durability, and long-term performance. The robust construction of these products helps in maintaining structural integrity and effective containment under various operational conditions.
7. How does Tate’s raised floor system integrate with their containment solutions?
Tate’s raised floor systems are designed to seamlessly integrate with their containment solutions, providing a comprehensive approach to data center cooling. The raised floors facilitate efficient underfloor airflow distribution, while the containment systems manage hot and cold air separation. This integration ensures optimal cooling performance and energy efficiency.
8. What installation support and services does Tate provide for their containment solutions?
Tate provides comprehensive installation support and services for their containment solutions,including site assessments, design consultation,and professional installation. Their team of experts ensures that the solutions are correctly implemented and optimized for maximum efficiency and performance. Postinstallation support and maintenance services are also available.
9. Are Tate’s containment solutions compliant with industry standards and certifications?
Yes, Tate’s containment solutions comply with industry standards and certifications, ensuring they meet the highest quality and performance criteria. Their products are designed to adhere to regulations such as those set by ASHRAE and other relevant organizations. Compliance guarantees reliability, safety, and efficiency in data center operations.
10. How do Tate products address the growing need for planet sustainability?
Tate Inc. demonstrates a strong commitment to sustainability by aiming for zero waste to landfill and implementing significant solar power systems at their facilities. They actively manage energy consumption and continuously improve their products and processes to meet and exceed industry standards for environmental r esponsibility. This dedication to sustainable practices reflects their role as a leader in the industry, ensuring that their operations have a minimal climate impact. Tate’s ongoing efforts highlight their unwaivering commitment of adopting sustainable manufacturing processes
AWARD-WINNING CULTURE
Turner is proud to have been featured on Forbes’ Best Employers for Women 2024 and America’s Best Employers for New Grads 2024 lists. Smith owes this achievement to the company’s ability to foster an open-minded and inclusive work environment.
“I think it all starts with our active caring philosophy and commitment to building a culture for our employees where everyone has a voice and feels comfortable enough to feel they can contribute and add value. We strive to create an industry where all people can be at their best, be authentic, and are treated with dignity and respect,” shares Smith.
Indeed, the two highly prestigious awards are a recognition of the leadership team’s ability to create an environment that sets ambitious but achievable goals.
“I believe that our employees should take advantage of these opportunities to lead and grow their careers through networking in the organization and make change across the industry.”
The new facility will contain a number of apartment units where the recipient of the support animal can participate in the training process and learn how to work with the dogs.
When completing the project, the company was asked whether it would ever consider taking onboard one of the dogs, and as a result, it adopted a black labrador named Turner, who has made a major positive difference on-site.
“She has increased the morale of our team members overwhelmingly. All our trade workers love to see
Turner in the site trailer area and really enjoy her presence, so it has been a great journey for us,” smiles Smith.
Elsewhere, the company also supported Youth Without Shelter (YWS), an Ontario-based organization that provides housing support and educational opportunities for young people who have made the decision to restart their lives and distance themselves from difficult situations.
The company has built a broad network of support with YWS and
continues to establish partnerships by offering programs in craft training and trade support, as well as educating younger generations about the construction industry.
“Our hope is that this will provide continuous opportunities for individuals who are transitioning their lives to the best they can be.”
On top of this, Turner has welcomed interns from a local women’s shelter, supporting many in re-energizing their lives and careers by starting on a new path with the company.
“WE WANT TO TRANSFORM THE INDUSTRY LANDSCAPE TO BE THE BEST POSSIBLE PLACE FOR PEOPLE WHO WANT TO BE A PART OF IT, BUILDING LONG-LASTING CAREERS”
– STUART SMITH JR., VICE PRESIDENT AND GENERAL MANAGER, TURNER CONSTRUCTION
Turner also recently partnered with The Riverwood Conservancy in Ontario as part of a clean-up initiative to help beautify a nature park located
west of Toronto, so that it continues to be a place of nature and relaxation for years to come.
“These initiatives that we’ve been a
“IF WE CAN MAKE A POSITIVE DIFFERENCE TO THE LIVES OF PEOPLE IN THE LOCAL COMMUNITIES WHERE WE WORK, AND MARRY THAT WITH OUR INDUSTRY, WE WILL CONTINUE TO CREATE GENERATIONS OF CONSTRUCTION WORKERS WHO WILL SUPPORT GROWTH AND BECOME LEADERS FOR THE NEXT GENERATION”
– STUART SMITH JR., VICE PRESIDENT AND GENERAL MANAGER, TURNER CONSTRUCTION
part of are all core to our mission as an organization to support growth and give back to the community,” Smith expresses.
SPEARHEADING INNOVATIVE SOLUTIONS
Turner strongly believes in finding the best solutions to support its clients’ initiatives, primarily through its procurement entity, SourceBlue, which has rapidly expanded over the last year.
Indeed, the brand enables the company to work directly with manufacturers to help accelerate their schedules and cement production cycles, whilst also receiving prioritized pricing.
“All in all, this leads to significant benefits for our clients, who need to order mechanical or electrical equipment, for example, before the design is complete,” highlights Smith.
SourceBlue therefore brings the required expertise of its team members to the table, leveraging experience to create what the
business calls bridging documents. These support the transition of equipment to trade contractors who will eventually install it and work with the SourceBlue team to commission it for the client.
This reflects Turner’s commitment to overseeing and ensuring the success of its clients’ supply chain, as it hopes to continue to broaden SourceBlue’s scope going forward.
The company’s future goals also include organic and holistic growth across North America, with a particular focus on core markets
across Toronto.
“We see an opportunity in the Greater Toronto area to increase our market penetration and diversify into other sectors that we are not currently engaged in, including healthcare and aviation,” closes Smith.
www.turnerconstruction.com
G&P Millwork manufacture custom millwork for the business and corporate sector. Our skilled cabinet makers, estimators, and dedicated management team are committed to providing our customers with a high quality product. G&P Millwork is one of the leading custom millwork shops in the GTA, servicing General Contractors in the office interior sector for over 35 years.
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Building excellence for over 45 years, MultiTech Trades Corp (MultiTech) is your trusted partner in mechanical, electrical, and high voltage services. COR certified and with over 400 skilled professionals at our disposal, we ensure every project meets the highest standards.
Our clients know they can depend on us for emergency services and preventative maintenance, 24/7, 365 days a year, whilst our expertise in HVAC, refrigeration, critical cooling, and building automation systems enable us to provide cutting-edge solutions for every sector.
Having recently expanded our capabilities through a strategic collaboration with CEC Services Limited and CEC Mechanical Ltd, we are able to offer even broader expertise and resources. From new construction to retrofits, we handle plumbing, HVAC, electrical, and custom fabrication projects across virtually all construction sectors – truly a one-stop shop for all your contracting needs.
In addition, our modern fleet and top-of-theline equipment allows us to ensure efficient, high-quality execution on every job, truly equipping us for success.
Our state-of-the-art facilities for custom sheet metal, piping, and electrical assemblies enable custom fabrication tailored to individual needs, and our comprehensive testing, maintenance, and repair services ensure your systems run smoothly.
As we continue this successful collaboration, we are well-positioned to continue to succeed in an increasingly competitive industry.
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As manufacturing organizations worldwide confront unprecedented change, embracing technological innovations and incorporating critical environmental sustainability agendas, now more than ever is the time to showcase the strides being taken in this dynamic sector.
A multi-channel brand, Manufacturing Outlook brings you the positive developments driven by organizations across the global manufacturing industry through its various platforms.
Discover exclusive content distributed through its website, online magazine, social media campaigns and digital dispatches, delivered straight to your inbox with a bi-weekly newsletter.
Through these compelling media channels, Manufacturing Outlook will continue to foreground the movers and shakers of the industry.
To participate as a featured company and join us in this exciting endeavor, contact one of our Project Managers today.
LEADING WITH PURPOSEFUL CHANGE
Lippert has become a household name of the North American manufacturing industry as well as a brand synonymous with innovation and quality. We find out more with Group President, Ryan Smith
Writer: Ed Budds | Project Manager: Michael Sommerfield
From over 140 manufacturing and distribution facilities located throughout North America and Europe, Lippert supplies a broad array of precision-engineered components for RV, marine, manufactured housing, and on- and off-highway vehicles.
In this way, the company remains immensely dedicated to enhancing the experiences for those who love to explore the outdoors.
Whether in an RV, boat, or commercial vehicle, as a leading manufacturer and trusted supplier, Lippert takes pride in its extensive range of products, from innovative RV leveling systems and towing technologies to outdoor living solutions and a plethora of marine products.
Based in Elkhart, Indiana, and now employing more than 13,000 dedicated team members worldwide, Lippert’s diverse competencies and extensive resources have helped
position the company as a leader in several key areas of the industry.
A CULTURE OF COMMITMENT
What truly differentiates Lippert from the competition is the company’s unwavering commitment to its people and the exceptional culture it has cultivated within the organization.
“We believe that our employees are our greatest asset, and we invest heavily in their development, well-being, and job satisfaction. Our collaborative and inclusive company culture fosters innovation, allowing our talented team members to thrive and contribute ideas across all facets of the business,” prides Group President, Ryan Smith.
“This not only enhances employee retention but also drives our collective success. We’re all aligned in our mission to deliver unparalleled quality, service, and – most importantly – an exceptional customer experience,” he adds.
Lippert’s relentless pursuit of customer satisfaction is embedded in everything it does, pushing the entire business to exceed expectations and create meaningful, lasting relationships with its clients.
The company’s ability to attract and retain the best talent in the industry empowers it to continuously elevate its offerings, ensuring Lippert remains at the forefront of innovation.
“We prioritize teamwork, accountability, and a hands-on approach that allows us to operate with the agility and entrepreneurial spirit of a small company, while benefiting from the resources and capabilities of a larger organization.”
This finely struck balance enables Lippert to stay nimble, adapt quickly to market demands, and provide the personal touch that customers value without compromising on quality.
Ultimately, Lippert’s dedication to its people, obsession with the overall customer experience, and ability to deliver superior products truly set it apart in a competitive business landscape.
The company is committed to providing a level of service and quality that is unmatched in the market, making it the trusted partner for its customers’ marine needs.
AGENTS OF CHANGE
Drawing on his earlier point, Smith is keen to emphasize again that people remain the most important asset at Lippert.
“We empower our staff to be agents of change within a culture rooted in open communication and continuous improvement. The entrepreneurial spirit of our team members is the heartbeat of our
organization, fostering innovation and agility at every level,” he imparts.
Through initiatives such as weekly, in person listening sessions with President and CEO, Jason Lippert, the company ensures that every team member can voice their ideas and concerns directly to leadership, reinforcing the belief that their voices truly matter.
“Our Just Fix It (JFI) program exemplifies this commitment by encouraging employees to propose enhancements to our processes through our Lean Manufacturing philosophies – whether for safety or efficiency. This not only empowers individuals to take ownership of their work but also leads to systemic changes that emerge from the ground up,” Smith adds.
From top to bottom, Lippert believes that every idea has the
potential to drive improvement, and the company’s culture thrives on the proactive mindset that every team member can make a difference.
“Leadership here at Lippert grows with the business – with an average tenure of 15 years, each leader is dedicated to the mission of the company and nurturing industryleading talent through our Leadership Academy.”
The academy provides comprehensive training and development opportunities, equipping Lippert’s team with the skills and confidence needed to innovate and lead within their roles.
By fostering an environment where entrepreneurial thinking is celebrated, the company empowers its people to challenge the status quo and explore new possibilities.
At Lippert, everyone understands
that this collaborative spirit enhances the collective work environment, driving continuous improvement and ensuring that everyone feels inspired to contribute to shared success.
“We believe that our remarkable team is essential in making experiences better by using business as a force for good,” Smith expands.
SMART SOLUTIONS
Lippert specializes in precisionengineered axles and chassis that deliver superior stability and safety, along with advanced coatings that enhance both durability and performance, and cutting-edge electronics that provide smart solutions for its customers.
“Additionally, we offer a broad range of furniture and lamination options, high-quality mattresses for comfort on the road, and robust
metal fabrication and plastic molding services that allow for customization and efficiency,” adds Smith.
Lippert’s expertise also extends to power and motion systems, along with windows and glass products, making it a single source supplier for many customers.
Today, the company is primarily a manufacturer and supplier of components for the RV, marine, automotive, and building products industries, as well as the aftermarkets of those markets.
With an extensive profile of manufacturing capabilities, the business also serves a number of other markets including hospitality, transportation, construction, agriculture, military, and more.
“A lot has changed since our founding in 1956, but one thing Lippert has always been committed
to is quality and innovation. From our very first product, we have set the tone for improving the customer experience.”
NAVIGATING A DYNAMIC INDUSTRY
The current landscape of the US manufacturing industry is exceptionally dynamic and full of promise.
“Today, we’re witnessing a remarkable resurgence in manufacturing jobs returning to American soil, and at Lippert, we’re all in on that. Our commitment to domestic manufacturing isn’t just about delivering top-tier craftsmanship for our customers; it’s about breathing life into our communities, creating quality jobs, and fostering meaningful experiences for our team members and customers,” Smith sets out.
“Step into one of our facilities, and you’ll feel it — the hum of machinery, the glow of welding sparks, and the rhythmic buzz of seamstresses carefully stitching upholstery. It’s the heart of what we do – a place where blue-collar pride and technical expertise intersect every day,” he adds passionately.
Lippert is currently in the process of investing in advanced robotics and automation to enhance quality and safety, ensuring that its teams can focus on what matters most.
By combining cutting-edge technology with the human touch, the company is not only making processes leaner and greener but also staying true to its overarching sustainability goals.
Smith believes that at the end of the day, it’s not just about what is built; it’s about who’s building it. The hardworking people of Lippert are not just the backbone of the company –they’re the driving force behind every weld, stitch, and product.
“That’s why we’ve built a culture that puts our team members first,
RETHINK. REUSE. REIMAGINE.
With EvoHide™, we’re turning plastic waste into premium upholstery solutions that not only look good but do good. By blending bio-based PVC resins and recycled polyester backing, we’ve created a sustainable, vegan leather that makes a positive impact on the planet.
fostering an environment where their well-being, growth, and success are top priorities. And it’s not just talk –we’ve won multiple awards, including Indiana’s 5-Star AchieveWELL designation for 2024, making us the only company in the state to receive this honor.”
When Lippert takes care of its entire team, it simultaneously takes care of customers, which continues to define the business to this day.
“We’re all driven by the same mission – to create exceptional products for the hardworking folks who value their time outdoors. Whether they’re hitting the road or cruising the water, we’re committed to making their experiences better, easier, and more enjoyable,” he confirms.
A SOLID COMPANY FOUNDATION
At Lippert, relationships are the backbone of the business. This goes for its internal team and extends to the valued partnerships shared with its trusted suppliers.
“Having strong relationships with our suppliers is incredibly important to our success. When we work closely with them, we ensure we’re getting high-quality materials and staying efficient in our operations,” states Smith.
“It’s all about open communication and collaboration. This way, we can tackle challenges together, come up with innovative solutions, and keep things running smoothly,” he adds.
Meanwhile, building trust and understanding with its multitude of suppliers creates a solid foundation for long-term partnerships.
In this way, Lippert values working with suppliers who share its commitment to quality and innovation.
“That’s how we make sure our customers get the best products out there.”
Whilst Lippert is primarily known as a leading brand in the RV sector, it’s
“WE EMPOWER OUR STAFF TO BE AGENTS OF CHANGE WITHIN A CULTURE ROOTED IN OPEN COMMUNICATION AND CONTINUOUS IMPROVEMENT”
– RYAN SMITH, GROUP PRESIDENT, LIPPERT
Processes include:
Laser Cutting
• Sheet lasers, including 20k fiber
• Stainless and aluminum (up to 2” thick)
Robotic plasma cutting (10” O.D.)
Saw Cutting
• Bundle saw (24” capacity)
• Mild steel and galvanized (up to 1” thick)
Tube lasers (up to 24’ long)
Brake presses, including robotic bending
Sheet forming (up to 14’)
the Definition of
• Cold saw precision cutting (.01 tolerance)
Robotic and hand welding
• Mild steel, aluminum, stainless
Painting / Powder coating
CNC machining
Doing
On Time Deliveries
On Time Deliveries
Quality Products
Providing
LIPPERT’S MISSION AND VALUES
• Lippert is focused on making lives better by developing meaningful relationships with its customers, co-workers, and communities. This commitment drives the company’s focus on creating an atmosphere in which team members choose to approach challenges with a positive attitude, fostering an environment where everyone is passionate about winning.
• Everyone at Lippert retains high standards of honesty, integrity, and candor, holding itself and others accountable. The entire company culture emphasizes teamwork and trust, empowering staff to connect effectively with one another and collaborate toward successful outcomes. Lippert genuinely cares about its people, expressing empathy and celebrating the achievements of all team members whilst serving them with humility and dignity.
• In its overarching pursuit of excellence, Lippert embraces the values of being humble and coachable, eager to learn from one another, and open to constructive feedback. Elsewhere, as an effective communicator, the company encourages open dialogue and ensures every voice is heard.
• Innovation, quality, leadership, culture, and customer experience are the pillars that guide the entire organization. Lippert prioritizes continuous improvement and creativity, always seeking new ideas to enhance its offerings. A resolute dedication to quality ensures that every product and service meets the highest standards, whilst Lippert’s commitment to an exceptional customer experience reinforces its role as a trusted partner.
essential to highlight the company’s strategic diversification which has played a crucial role in its ongoing success, especially in today’s volatile market, and allowed efficiencies for customers with unique situations that are looking for partners who are vertically integrated with broad capabilities.
Its extensive portfolio now includes not only RVs but also marine products, transportation solutions, building products, and hospitality services.
“Our global reach is a significant advantage as we not only serve the North American market but also have a strong presence in the European caravanning and marine industries. This international footprint allows us to adapt to diverse market demands and tap into new growth opportunities,” Smith prides.
By leveraging its robust manufacturing capabilities, Lippert proudly boasts the ability to produce a wide range of high-quality products across these markets.
This diversification strategy not only mitigates risk but also enables the company to remain resilient and competitive in an ever-changing marketplace.
Overall, Lippert’s impressive commitment to innovation and quality across multiple industries is what sets it apart and drives continued success.
BUILT DIFFERENT
At Lippert, safety isn’t just a priority –it’s the foundational building block of everything the company does and a responsibility it takes very seriously.
“We have the platform to change the landscape of RV safety, and we embrace that responsibility with unwavering commitment. As leaders in the industry, we’re dedicated to setting new, transformative safety standards that go beyond the basics to protect our customers, their families, and their investments,” Smith ensures.
ABOUT US
Philip Matthews Company specializes in custom plastic profile extrusion for various industries and products such as garage doors, swimming pools, and recreational vehicles. PMC strives to demonstrate the highest levels of customer service to their clients and deliver the highest quality parts available in each marketplace, all while offering the best possible value to their customers.
PMC offers in house tool and die making capabilities which allow us to turn around samples and proto parts in as little as a few days instead of weeks or months.
Additionally, PMC has a full warehouse and stocking program which if utilized by our customers can cut lead times down to as little as 2-3 days. These are just a couple areas where we go above and beyond to offer the best customer service available in the marketplace.
“Our anti-lock braking system (ABS) and Touring Coil Suspension (TCS) are prime examples of how we’re pushing the boundaries of safety innovation for RVs.”
Indeed, Lippert’s TCS reduces road shock by 50 percent compared to traditional leaf springs, ensuring a smoother ride and dramatically decreasing wear and tear.
This means the RV is not subjected to the same shaking, bouncing, and rattling that can occur with other systems.
“By reducing road vibrations, we not only increase ride comfort but also significantly extend the lifespan of the RV.”
Similarly, Lippert’s ABS component is equally impactful, providing smoother, more controlled braking,
which is crucial in emergency situations. It’s these kinds of innovations that ensure the safety of the company’s customers on the road, allowing them to travel knowing they are in the safest hands possible.
However, Lippert’s resolute commitment to safety extends far beyond the ride itself.
“At our beam processing center, we oversee over one million pounds (lbs) of I-beam steel each week, ensuring that every chassis we produce is engineered to the highest standards of durability and precision,” details Smith.
At present, the company’s automated systems reach over a million part locations per month, ensuring each component fits perfectly and contributes to the overall strength and integrity of the RV.
RESPONSIBLE PRACTICE
Across the board, Lippert is deeply committed to protecting the environment and contributing to global standards such as the Global Reporting Initiative (GRI), the Sustainability Accounting Standards Board (SASB), and the United Nations Sustainable Development Goals (UN SDGs).
“We take concrete steps toward sustainability by investing in ecofriendly practices and prioritizing high-quality recycled materials, particularly in our packaging. Our approach is further strengthened by our lean manufacturing principles, which minimize waste and optimize resource use, thereby reducing our environmental footprint,” Smith excites.
CHAMPIONS OF THE COMMUNITY
At Lippert, success is measured by the positive impact it creates inside and outside of the business.
The company’s continuous mission to put real resources behind culture, leadership, and philanthropy underscores its commitment to using business as a tool for change in the world. Through the Lippert Cares initiative and guiding principle of ‘Everyone Matters’, it continues to create transformative social change.
Lippert’s volunteerism, which stands as a testament to profound community impact, is fueled by a deep-rooted culture of compassion and generosity, driven by the dedication of team members, and focused on vital areas such as supporting families in need, strengthening educational programs, bolstering community health, and more.
Through substantial annual donations, the company also supports local nonprofits, demonstrating an unwavering commitment to addressing community needs both now and in the future.
Lippert likewise takes pride in organizing a diverse range of events that serve as catalysts for community improvement. These events are meticulously planned to encourage social cohesion, neighborhood engagement, and overall wellbeing.
Inspired by the spirit of unity and shared purpose, Lippert remains a beacon of positive change.
One of the cornerstones of Lippert’s commitment to social engagement is its community service initiative, launched in 2017, with the ambitious goal of contributing over 100,000 hours of voluntary work annually.
“Since then, our dedicated team members have volunteered more than 868,000 hours, positively impacting over 2,000 non-profits across various markets. This initiative is more than just a number; it embodies our values and drives a deeper purpose within our organization,” he quantifies.
Through community service, Lippert’s employees forge stronger bonds with one another, collaborating on projects that resonate with their passions and values.
This shared commitment not only enhances teamwork but also fosters a culture of empathy, compassion, and social responsibility.
By actively participating in service projects, the company’s employees cultivate meaningful relationships with each other and the communities they serve, creating a sense of belonging and fulfillment.
“Furthermore, our annual contributions to various organizations demonstrate our commitment to making a tangible difference. We believe that supporting our communities is essential to our identity as a company, reinforcing our mission to create a sustainable future whilst enriching the lives of those around us.”
At Lippert, the implementation of this community service initiative is a powerful testament to the company’s dedication toward purpose-driven work and the lasting impact that can be achieved together.
In this way, Lippert invites both its customers and its competitors to take part in these initiatives. It remains Lippert’s mission to inspire all companies to make similar commitments to their communities in order to make business a tremendous force for good worldwide.
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are proud to support Lippert with their window, door, and industrial hardware needs. Our partnership is built on shared values, innovation, and a commitment to excellence. Here’s to many
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Working Together To Serve You Better!
Please introduce me to BABSCO, including a brief overview of your main products, services, client base, and locations?
BABSCO, established in 1968, has grown from a local distributor to one of Northern Indiana’s leading electrical wholesale suppliers. With locations in Elkhart and Warsaw, we have spent over five decades expanding our product offerings, adapting to industry changes, and serving a diverse client base that includes consumers, electrical contractors, and OEMs. In 2016, BABSCO became 100 percent employee-owned (ESOP), giving our team a personal stake in the company’s success. When employees are owners, it’s more than just a job - it’s about ensuring that our customers receive the best products and service every time. This culture of ownership has been instrumental in building longlasting relationships with our clients. Our journey has been driven by innovation, adaptability, and a commitment to excellence. Over the
years, we’ve been recognized with numerous industry awards for our dedication to quality and customer satisfaction. Our ability to stay attuned to market trends and introduce new technologies has positioned us as a trusted name in the industry. Whether it’s powering homes or supporting large-scale manufacturing projects, if it needs electricity, BABSCO has the solution.
What is your take on the electrical distribution industry in North America today? Would you consider it a particularly challenging or exciting sphere to work in?
The electrical distribution industry is evolving at an unprecedented pace, driven by technological advancements like smart homes, renewable energy systems, and electric vehicles (EVs). These innovations are transforming the landscape, making this an incredibly exciting time to be in the industry. At BABSCO, we’ve embraced these changes by expanding our product
“In 2016, BABSCO became 100 percent employeeowned (ESOP), giving our team a personal stake in the company’s success.”
offerings to include cutting-edge solutions, particularly in the EV sector, where we provide everything from battery charging equipment to components for manufacturers. This line positions us at the forefront of a rapidly growing market.
While the industry is exciting, it’s not without its challenges. Supply chain disruptions, particularly during the COVID-19 pandemic, tested our adaptability. However, BABSCO’s proactive approach to triple-sourcing ensured that our customers received the products they needed without significant delays. The global push for sustainability has also increased demand for energy-efficient products, and we’re proud to play a critical role in
BABSCO building in Elkhart
helping our clients reduce their carbon footprints.
What for you differentiates BABSCO from the competition?
Our world-class customer service truly sets BABSCO apart. We don’t just meet our customers’ needs - we exceed them. Whether it’s sourcing hard-to-find parts or delivering on tight deadlines, we pride ourselves on being responsive and adaptable. For instance,
“At BABSCO, quality is non-negotiable.”
when one of our long-time clients needed a rare electrical component to complete a time-sensitive project, despite supply chain challenges, our team leveraged our extensive network to source the part and deliver it on time, keeping the project on track. This level of dedication stems from our unique employee ownership structure. At BABSCO, every employee is an owner. This means we all have a personal investment in the company’s success - and, by extension, in the satisfaction of our customers. We actively gather feedback from our clients to continuously improve, refine our offerings, and ensure that we consistently deliver top-tier solutions.
Could you tell us more about your status as one of the largest independent and 100 percent employee-owned electrical distributors in Northern Indiana?
BABSCO is built to last, and our employees are the heart of our business. Their dedication to going above and beyond is truly what keeps us moving forward. Being 100 percent employee-owned means we’re all in this together, and that shared sense of ownership reflects in the pride we take in our work and the strong relationships we’ve built with our customers. We work hard for our clients, and we have fun while doing it - this combination has been key to our longevity.
How do you ensure that BABSCO continues to supply exceptional services, top brands, and quality products for customers?
At BABSCO, quality is non-negotiable. We’re ISO-compliant, which means we adhere to strict international standards for quality management systems. This commitment to quality was especially
crucial during the COVID-19 pandemic, when global supply chains were disrupted. Our triple-sourcing strategy allowed us to maintain the inventory our customers needed, minimizing delays despite the challenging circumstances.
ISO compliance ensures that our operations run smoothly and efficiently, leading to cost savings and better product performance for our clients. During the pandemic, while others scaled back, we invested in remote technology and digitized parts of our supply chain. This forward-thinking approach allowed us to continue serving our customers without interruption, maintaining the high standards they expect from us.
Looking ahead, what are your key priorities for the coming year? Are you aiming to hit any specific targets, reach any goals, expand or diversify at all?
2025 is shaping up to be an exciting year for BABSCO. Our online store is launching soon, giving customers 24/7 access to our full range of products through a user-friendly interface with fast delivery options. We’re also expanding our product lines, including our EV line, which meets the growing demand for battery charging solutions. This positions us as a key player in the EV infrastructure space.
Additionally, we’re introducing our proprietary SpoolPro™ Automated Wire Spooler which will streamline the process of customizing wire orders for our clients. Whether you need a few feet or a few thousand, we’ve got you covered. By staying ahead of technological advancements, we’re not just meeting our customers’ needs today - we’re anticipating and shaping what they’ll need tomorrow. These innovations, paired with our continued commitment to quality and service, ensure that BABSCO will remain at the forefront of the electrical distribution industry.
From left to right: Joshua Papczynski (OEM Sales), Clayton Snider (Product Development and Training Manager), Jaycee Byers (OEM Sales)
Dawn Cocanower (Vice President), Steve Kile (President)
From left to right: Markus Inmalay (Deliveries/Warehouse), Michael Ellis (Assistant Warehouse Manager), Bryce Williams (Warehouse Manager), and the SpoolPro™
NORTH AMERICA OUTLOOK: HOW WERE YOU FIRST INTRODUCED TO THE INDUSTRY?
Ryan Smith, Group President: “I grew up in Goshen, Indiana, right in the heart of RV country, which gave me a unique perspective from an early age.
“With friends and family involved in the RV business, I developed a genuine appreciation for what we do. After college, I jumped straight into the workforce by driving trucks and working in logistics, which was a great way to get my hands dirty and learn the ins and outs of the markets.
“As my career progressed, I took on Vice President roles in sales and operations, overseeing a number of mergers and acquisitions. During this time, we deployed a portfolio diversification strategy, which involved expanding beyond RVs into industries such as marine, transportation, building products, hospitality, construction, and agriculture.
“This broader focus helped us evolve from being just an RV company into a key player in multiple markets. Our growth strategy has proved successful to date, seeing us through rough times like the COVID-19 pandemic and returning shareholder value time and again.
“Now, after over 18 years with Lippert, I have the pleasure of serving as Group President. I’m passionate about leading our teams to enhance not just their experience with Lippert and our products, but the overall journey for everyone who loves the RV lifestyle.
“It’s exciting to be part of a company that’s shaping the future of our industry and creating opportunities for more people to enjoy this way of life.”
LEVERAGING EXPERT CAPABILITIES
Moving forward, a resolute cornerstone of Lippert’s approach will be fostering and maintaining a healthy culture of continuous innovation.
“We intend to leverage our extensive R&D capabilities to develop cutting-edge solutions that not only meet but exceed customer expectations within the camping, boating, and transportation markets,” Smith exudes.
Furthermore, Lippert is poised for aggressive organic growth, complemented by a targeted acquisition strategy that aligns with its core competencies.
By identifying and integrating synergistic opportunities within existing markets, the company plans to enhance the competitive advantage it already possesses and drive further market penetration.
“We will also prioritize the expansion of our nationwide parts
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service footprint. By enhancing our service capabilities and accessibility, we aim to elevate the customer experience, ensuring that every interaction with our brand is seamless and memorable,” he tells us.
In the coming year, Lippert’s strategic priorities will be multifaceted, with a strong emphasis on maximizing return on investment (ROI).
In this way, the company aims to optimize its capital allocation strategies to ensure sustainable profitability and long-term shareholder value.
“Ultimately, what it all boils down to is our overarching goal to enhance the customer journey and foster a deep-seated love for the outdoors. By streamlining processes and enhancing engagement, we aim to attract more families into the outdoor lifestyle.”
Moreover, Lippert believes that by creating exceptional experiences, it can inspire a new generation of
outdoor enthusiasts and cultivate lasting connections with the brand.
“Through these initiatives, we are committed to driving sustained growth and operational excellence in the year ahead whilst also contributing to a greater appreciation for the natural world,” he concludes proudly.
Delving into the unmatched capabilities of the two divisions that comprise HighCom Group, we speak to Todd Ashurst, Group COO and General Manager of HighCom Technology, and Sally Nordeen, CEO of HighCom Armor Solutions, about how the company provides state-of-theart technological manufacturing capabilities and tailored capability solutions for both the military and industry
Writer:
Lucy Pilgrim | Project Manager: Thomas Arnold
The international defense industry becomes more prevalent every day as specialist products are critically required across the world in both domestic and foreign affairs.
HighCom Group, listed on the Australian Securities Exchange (ASX), has grown over the last 40 years to become a global leader in the defense manufacturing sector, operating two distinct divisions – HighCom Armor Solutions (HighCom Armor) and HighCom Technology.
The group provides high-quality, specialist products and tailored solutions for military and law enforcement agencies whilst also expanding its global sales and distribution networks across new
markets of high-performance ballistic products and technology solutions.
Understanding a range of technologies and their integration is imperative to HighCom Group’s work, as it ensures the cohesion of its two entities.
“At the group level, the company gains process efficiencies through knowledge and technology sharing between the two divisions,” opens Todd Ashurst, Group COO and General Manager of HighCom Technology.
“Whether it’s the manufacturing process, an engineering management framework, or a technology or machine that can be utilized by both divisions, HighCom Group always aims to align the two sides of the business where practical.”
DELIVERING THE NEEDS OF A NATION
With a current focus on representing uncrewed systems and sensor payloads, HighCom Technology serves global defense and security agencies with world-leading solutions from its Canberra – the Australian Capital Territory – facilities.
This includes cutting-edge products from top-of-the-range original equipment manufacturer (OEM) AeroVironment Inc. (AeroVironment) – a US global defense supplier. HighCom Technology is the exclusive Australian representative for small uncrewed aerial systems (SUAS), including the Tomahawk Kinesis Common Control System, and non-exclusive Special Export Sales Representative for loitering munitions, alongside other ancillaries.
As such, the division’s focus on supplying global defense and security agencies highly relies on providing a complete range of services from sales to local program, project, and engineering management, as well as systems integration, training, maintenance, composite repair and manufacture, and logistics support services.
A key HighCom Technology strength is the ability to integrate cutting-edge payload technology from Australia and overseas for the
NORTH AMERICA OUTLOOK: HOW IMPORTANT IS YOUR PARTNERSHIP WITH COMPOSITES ONE TO THE SUCCESS OF HIGHCOM ARMOR?
Sally Nordeen, CEO: “Composites
One has been a long-term partner of HighCom Armor, supplying ballistic materials and composite consumables crucial to our operations.
“Over the years, the company has developed an in-depth understanding of HighCom Armor’s specific needs, maintaining a well-stocked inventory to support just-in-time (JIT) production and large-volume projects. Its commitment to weekly deliveries ensures a seamless workflow, allowing us to meet our production deadlines consistently. Additionally, Composites One’s assistance with forecasting helps us to anticipate material needs and plan accordingly.
“The partnership with Composites One goes beyond just supply; they provide experts in various areas to deliver tailored solutions for our challenges. This support includes a dedicated team for sourcing new materials and a technical sales team that excels in meeting our requirements. The company’s expertise and proactive approach make them an exceptional material source, consistently contributing to our operational efficiency and innovation.
“Composites One’s reliability and dedication have been instrumental in our ability to maintain high standards and meet production goals.”
local environment while examining opportunities to increase Australian Industry Content (AIC) through options such as local manufacture.
Heralding a 32-year stint as an Australian Army Officer, the diverse roles of Ashurst’s career have equipped him with the best skills to sharpen his strategic acumen and operational expertise.
“My background has shaped my approach to decision-making based on a structured analysis of intelligence, resource availability, risk factors, and objectives.
“The clarity of goals and execution planning is critical to success, especially in high-stake environments such as operations in conflict zones. I have found this mindset translates well to corporate strategy, particularly when making decisions about adopting or expanding technology,” he shares.
Thus, his experience and knowledge provide Ashurst with a greater understanding of the steps that need to be taken in complex defense projects.
For instance, HighCom Technology recently successfully finalized the
delivery of an acquisition contract for a mixed fleet of AeroVironment SUAS for the Australian Defense Force (ADF). This will see the division continue to deliver support services including engineering, maintenance, logistics, flying, and training for approximately four to 10 years.
This long-term contract commitment allows HighCom Technology to directly support the ADF’s mission and purpose: to defend Australia and its national interests to advance the country’s security and prosperity.
The division continues its unwavering commitment to demonstrate how AeroVironment capability product lines, including SUAS, the Tomahawk Kinesis Common Control System and loitering munitions, integrate to form a cohesive and winning capability solution.
“HighCom Technology’s goal is clear: deliver to the ADF common control across all UAS to combine with loitering munitions, thereby expanding the operational response scenarios and range, while reducing the cognitive workload of operators,” affirms Ashurst.
At the same time, the contract reinforces HighCom Group’s long-standing partnership with AeroVironment, of which it has been an exclusive SUAS partner across Australia and New Zealand for a number of years and continues to expand this relationship across a broader range of battle-proven capabilities.
AT THE CUTTING EDGE OF DEFENSE
Alongside supporting the ADF, HighCom Technology also supplies and supports defense, security, and law enforcement agencies across the world with leading uncrewed and control systems, as well as sensor technology.
The division continues to provide a range of services, including directly supporting the acquisition process, integrating solutions, project management, engineering, repair and maintenance services, product support, and training.
“HighCom Technology’s goal is to be the trusted partner of choice in supplying, supporting, and integrating capabilities for use by defense, security, and law enforcement agencies,” Ashurst highlights.
For example, the company continues to work closely with the Australian Department of Defense (DoD) in order to meet its current and future requirements in a rapidly changing strategic environment.
This is achieved by the introduction of a new suite of small and medium UAS products, as well as the Tomahawk Robotics’ (Tomahawk) Kinesis controller. This system is part of the Tomahawk ecosystem, an artificial intelligence (AI)-enhanced, open architecture, common control system primarily designed for warfighter aircraft.
“Built for ease of use, the ecosystem seamlessly connects the humanmachine team across the tactical network to enable the execution of
“WHETHER IT’S THE MANUFACTURING PROCESS, AN ENGINEERING MANAGEMENT FRAMEWORK, OR A TECHNOLOGY OR MACHINE THAT CAN BE UTILIZED BY BOTH DIVISIONS, HIGHCOM GROUP ALWAYS AIMS TO ALIGN THE TWO SIDES OF THE BUSINESS WHERE PRACTICAL”
– TODD ASHURST, GROUP COO AND GENERAL MANAGER, HIGHCOM TECHNOLOGY
critical missions spanning intelligence, surveillance, and reconnaissance (ISR) to lethal effects,” explains Ashurst.
On top of this, HighCom Technology is excited about representing the Switchblade® 300 and 600 loitering munition systems on behalf of AeroVironment.
Both are man-portable systems that are combat-proven to enhance soldiers’ capabilities in precision flight control, provide greater lethality against fortified targets such as armored vehicles and tanks, and improve the ability to track and engage moving non-line-of-sight targets.
Given that the Australian government recently publicly announced the acquisition of the Switchblade® 300 precision loitering munition system, which will be delivered in late 2024,
HighCom Technology looks forward to continuing to represent and demonstrate AeroVironment’s capabilities to the DoD.
THE PINNACLE OF ARMOR MANUFACTURING
The same commitment to the advancement of international defense capabilities is reflected by HighCom Armor, the group’s twin division, that designs, develops, tests, manufactures, and distributes state-of-the-art armor and personal protective equipment (PPE) worldwide.
With a 63,500 square foot (sqft) manufacturing and distribution facility in Columbus, Ohio, the division is wellpositioned to meet large-scale and time-sensitive global supply needs. HighCom Armor products include
PRODUCTION BENEFITS OF OHIO FACILITY
Ohio’s military defense industrial complex is exceptionally well-positioned due to several key factors that make it a hub for manufacturing and distribution:
STRATEGIC LOCATION: Ohio’s central location in the US makes it a prime hub for distribution and allows military contractors to efficiently deliver products across the country, particularly given the state’s robust infrastructure network.
SKILLED WORKFORCE: Ohio’s deep-rooted manufacturing tradition offers a skilled workforce well-versed in precision manufacturing and advanced engineering – both characteristics that are essential for producing militarygrade equipment.
DIVERSE INDUSTRIAL BASE: The state’s strong presence in industries such as aerospace, automotive, and advanced materials supports the defense sector’s diverse needs, fostering innovation and collaboration.
BUSINESS-FRIENDLY ENVIRONMENT: Ohio offers a competitive tax structure, incentives for manufacturing, and a pro-business regulatory environment, making it attractive to companies looking to invest and grow.
ENERGY RESOURCES: The state’s access to affordable and reliable energy resources, including natural gas, helps maintain lower operational costs for defense manufacturers, making Ohio an economically viable location for largescale production.
GROWING ECONOMY: Ohio’s defense sector is an integral part of its overall economy, contributing significantly to both state and national security. The government’s commitment to expanding this sector ensures a steady demand for military goods and services.
armor plates, plate accessories, soft armor, helmets, shields, and carriers.
Moreover, the division’s vertically integrated approach to ballisticresistant product engineering and manufacturing enables it to maintain strict control over costs and material quality, ensuring that its products consistently exceed the missioncritical demands of end users.
Indeed, Highcom Armor delivers comprehensive capabilities for inspecting, testing, and validating every stage of the product lifecycle, from raw materials to finished goods ready for deployment.
“This rigorous process allows us to achieve a high output capacity, producing tens of thousands of pieces of protective equipment each month,” notes CEO, Sally Nordeen.
Evidently, in just 113 days, the division successfully dispatched over 120,000 pieces of body armor to the Ukrainian Ministry of Defense. HighCom Armor engaged many
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international partners, suppliers, and freight and logistics specialists in order to deliver the substantial order in full and on time.
“Our commitment to experience, reliability, innovation, quality, and collaboration is at the core of everything we do,” she adds.
As the armor manufacturing branch of the group, the integration of technology underpins the division’s day-to-day operations.
From teams of materials scientists and engineers to product solutions produced from its XTclave™ technology, all these inputs need to be carefully managed and integrated to meet the current demand for armor products and expand the group’s market offerings.
INDUSTRY-LEADING TECHNOLOGIES
XTclave™, in particular, is a proprietary-patented technology that is unique in its capabilities. The
Call 816-283-3330 to connect to a Composites One expert today.
“HIGHCOM TECHNOLOGY’S GOAL IS TO BE THE TRUSTED PARTNER OF CHOICE IN SUPPLYING, SUPPORTING, AND INTEGRATING CAPABILITIES FOR USE BY DEFENSE, SECURITY, AND LAW ENFORCEMENT AGENCIES”
– TODD ASHURST, GROUP COO AND GENERAL MANAGER, HIGHCOM TECHNOLOGY
system includes tooling and system processes as well as fluids and other components that have been specifically designed for the highpressure and heat application of aerospace and armor consolidation capabilities.
The hardware manufactures ultralight, thin, and strong ballistic products highly suitable for military use, government agencies, and specialized police elements.
Additionally, XTclave™ can produce complex curves combined with
ceramic and other facing materials, yielding advanced hard armor products suitable for a broader range of body types, genders, and applications, such as aviation or vehicle armor.
“XTclave™ provides an industryleading advantage in the US market due to its ability to create complex contours and improved consolidation resulting in increased strength and lighter weight products,” Nordeen emphasizes.
In November 2023, after two years
AN EXCEPTIONAL TEAM OF ENGINEERING SPECIALISTS
Australia’s engineering skills and labor shortage have reached their highest level in over a decade, which makes HighCom Technology’s positive work culture even more critical for attracting and retaining highly specialized and sought-after talent.
The division’s engineering team comprises individuals with exceptional skills and capabilities in aeronautical, electrical, radio frequency, systems, and system safety engineering.
Moreover, each member of the engineering team has a diverse background in customer engagement and management roles within the Australian DoD, which compliments their current work in the design, development, and supply of technology, thus having a greater understanding of customers’ expectations.
The team’s variety of skills and backgrounds also enable HighCom Technology to lawfully import technologies and systems into Australia in a way that is compliant with the country’s work, health, and safety legislation, particularly in cases when technologies and systems are developed by overseas partners.
“Our engineers are able to address real-world problems and improve existing systems. They drive innovation and technological advancement within the company and help solve critical problems, enhancing our customer offerings,” Ashurst prides.
of XTclave™ operations being based in the Adelaide manufacturing center in Australia, the HighCom Group Board of Directors made the decision to close the operation and relocate all the manufacturing processes to one HighCom Armor production facility in Ohio.
“The manufacturing of products in Australia affected our ability to penetrate the world-leading US market with our unique XTclave™made products, particularly the US DoD, which was the main, underlying reason for the facility relocation,” Nordeen explains.
The XTclave™ operation was successfully relocated from Adelaide to Ohio in early 2024, where the reassembly process commenced. This included designing a new cooling system for XTclave™ to operate outside the facility and cater to the contrasting extreme climate compared to the Australian facility.
The relocation has already generated significant interest from various areas of the US military and federal law enforcement, who are willing and eager to discover what is possible with the state-of-the-art XTclave™ technology.
For example, HighCom Armor is maintaining a cooperative research and development agreement (CRADA) with the US Army Development Command and has also been tasked with funding a ‘special threat’ development contract with the US DoD for the R&D of selected ballistic products.
“By closely working with the US military, there is an opportunity to receive ongoing R&D income
and develop products that will go to tender during 2025, allowing HighCom Armor to compete for major contracts,” she affirms.
CREATING A TRILATERAL BOND
Going forward, HighCom Group will continue to diversify both its manufacturing and technological capabilities.
Regarding the latter, HighCom Armor will modernize its capabilities by recommissioning the XTclave™ technology while diversifying other production methods to broaden its product range across multiple markets.
“Our technology makes it possible to manufacture stronger, thinner, and lighter armor solutions. With more armor in development, HighCom Armor will focus on quality and performance as it continues to advance the market with innovative solutions,” emphasizes Nordeen.
Indeed, the strengthening of the division’s armor solutions is integral to the solidification of the new US-based production facility and reinforcing the bond between the two nations.
“HighCom Group’s involvement with US-based companies and involvement in integrating their offerings into the ADF and broader security environment is certainly one of our strengths, and we continue to work toward expanding this effort because of the mutual benefits that can be realized,” Ashurst emphasizes.
This mutual exchange of value is further replicated by HighCom Technology’s steadfast partnership with AeroVironment, who in turn are learning valuable lessons about employing innovative systems in the Australian context to help advance product designs.
“Knowing that through its supply activities, HighCom Technology is contributing to and supporting closer operational ties between the ADF and its key allies makes us proud and demonstrates how both countries mutually benefit each other in this regard.
“We will continue to do this by working with our commercial partners for innovative ways to explore and introduce more AIC through technology leading locally sourced
consumables through to parts manufacture or assembly,” Ashurst expands.
Additionally critical to HighCom Group’s involvement in integrating US companies into the ADF, the organization’s activities help drive and test new initiatives such as an Australia, UK, and US (AUKUS) trilateral security partnership, facilitating an export license-free environment.
“The mutual benefits of AUKUS include stimulating innovation in our product range, accelerating advances in capability and technology, and learning from one another –particularly ways to more rapidly integrate commercial technologies to solve warfighting needs,” Ashurst concludes.
Overall, HighCom Group, together with US and Australian-based partner companies, will now be able to get capabilities and equipment into the hands of allies and partner nations’ military, police, and first responders sooner than ever before.
“We will be able to continue to spearhead similar future initiatives as a member of the defense industry for outcomes mutually beneficial to Australian and US companies, as well as allies and partner nations’ militaries, security, and law enforcement agencies,” Ashurst concludes.
The global resource for supply chain professionals and organizations
Building on the global success of our regional titles – EME Outlook, Africa Outlook, APAC Outlook, and North America Outlook – Outlook Publishing is proud to introduce a digital magazine and web platform, dedicated to the supply chain sector.
As supply chain organizations worldwide confront unprecedented change, embracing technological innovations and incorporating critical environmental sustainability agendas, now more than ever is the time to showcase the strides being taken in this dynamic sector.
A multi-channel brand, Supply Chain Outlook brings you the positive developments driven by organizations across the global supply chain industry through its various platforms. Discover exclusive content distributed through its website, online magazine, social media channels, and dispatches delivered straight to your inbox with a bi-weekly newsletter.
Through this compelling new venture, we foreground the movers and shakers of the industry. To participate as a featured company and join us in this exciting endeavor, contact one of our Project Managers today.
STREAMLINING THE CHEMICAL SUPPLY CHAIN
Chemicals are essential to modern life and used in many industries, including agriculture, healthcare, manufacturing, and more.
Chris Sower, Senior Vice President and COO, tells us how Rinchem ensures safe, compliant, and efficient chemical supply chains
Writer: Jack Salter | Project Manager: David Knott
Managing the chemical supply chain, which involves transportation, storage, and distribution, is a complex and challenging process.
Rinchem, the leader in chemical supply chain management solutions, has tackled these complexities for almost five decades.
“What’s unique about Rinchem is we’re really the only third-party logistics (3PL) and fourth-party logistics (4PL) provider that focuses solely on the chemical supply chain,” acclaims Senior Vice President and COO, Chris Sower.
Indeed, whereas many other 3PLs may include the chemical supply chain as a subsect of their overall operations, Rinchem’s entire organization consists of experts in navigating the complexities and challenges of chemical supply chain management, with deep expertise in governmental and regulatory compliance as well as safety protocols.
“We’re involved in complex chemical supply chains, so we’re not just talking about imports and exports of commoditized chemistries,” he adds.
Sower himself quickly recognized the complexity of chemical supply chain management and developed a passion for the space, which resulted in him spending almost the entirety of his career in the industry.
TEMPERATURE-CONTROLLED SOLUTIONS
Because many chemical products often require temperature-controlled solutions to remain within a specified temperature range, maintaining the integrity of the supply chain is critical. Specialty chemicals, for example, can degrade or react unpredictably if
Rinchem Surprise, AZ Hazmat warehouse simulation
exposed to temperature fluctuations, leading to costly and potentially hazardous consequences, while compromised pharmaceuticals can have serious public health consequences.
Rinchem brings the utmost performance and value to each of its clients’ supply chains through a diverse network of temperaturecontrolled, hazmat-compliant warehouses, trucks, and trailers.
“In many instances we manage temperature-controlled products with strict customer requirements to maintain their temperature range within just a few degrees throughout the entire supply chain, so you can imagine some of the logistical challenges we regularly face,” outlines Sower.
“We support a variety of industries, such as semiconductors, life sciences, and pharmaceuticals, so there’s a litany of customer bases we supply, and a lot of their needs can be incredibly complex and specific. That creates challenges for those that are not acutely specialized in meeting those requirements.”
The company has been investing
“WHAT’S UNIQUE ABOUT RINCHEM IS WE’RE REALLY THE ONLY 3PL AND 4PL PROVIDER THAT FOCUSES SOLELY ON THE CHEMICAL SUPPLY CHAIN”
– CHRIS SOWER, SENIOR VICE PRESIDENT AND COO, RINCHEM
heavily in new warehouse locations that include temperature-controlled areas such as hot and cold rooms.
In February 2024, Rinchem opened a custom-built 123,000 square foot chemical warehouse in Surprise, Arizona to strategically support the booming semiconductor industry in the Phoenix metropolitan area.
This state-of-the-art facility features several key elements to ensure the safe and efficient storage of dangerous goods, including an expansive International Organization for Standardization (ISO) container yard that offers ample room for secure containerized storage.
It also has a dedicated gas pad with 48 storage bays to further enhance the safety and segregation of highpurity chemicals and gases, and dedicated temperature-controlled storage catered to various hazard classes and chemistries.
TECHNOLOGY INTEGRATION
Mitigating against the risks of temperature-controlled solutions and ensuring chemicals stay within a specified temperature range can be achieved through technology.
Rinchem utilizes sophisticated technology that allows it to monitor temperatures in real time and adjust them remotely if needed.
Additionally, all temperatures are recorded so clients know their products are being safely transported.
“We need great technology to help us manage which chemistries can be shipped together and which ones have to be segregated from a safety, compliance, or temperature requirement standpoint,” Sower informs us.
“There is a great deal of technology integration between ourselves and our customers to ensure that the required level of service and compliance is met.”
For example, the company can host and/or interface with differing customer enterprise resource planning (ERP) or inventory management systems to increase visibility and seamlessly transition data across the supply chain.
Rinchem’s warehouse and transportation management system, Chem-Star®, likewise enables inventory visibility across its network of warehouses.
Rinchem Surprise, AZ Hazmat warehouse drone video
The system also utilizes GPS tracking to ensure visibility of customer loads and shipments across the Rinchem fleet.
“Chem-Star® is our portal and a gateway for customers to see what’s happening with their materials,” states Sower.
RINCHEM AT A GLANCE
Rinchem, the largest network of chemical and gas distribution centers globally with over four billion pounds (lbs) of chemicals and gases safely handled annually, sets the standard in creating and managing safe and efficient supply chains for high-purity, prepackaged chemicals and gases.
The company applies four decades of expertise, industry thought leadership, and logistics transparency in order to provide the most reliable, efficient, and cost-effective solutions for its customers. The primary industries that Rinchem serves include pharmaceuticals, BioTech, semiconductors, and aerospace.
“Due to the specialized nature of the chemical supply chains that we manage, customers want to understand where their materials are, when they will arrive, and what their inventory position looks like. All of that is available to them through the Chem-Star® platform.”
Through its material requirements planning (MRP) system, the company additionally provides consultative services to help customers understand when they should order and how much inventory is in transit or at the warehouse.
“We can provide a lot of different insights into their overall supply chain management, not just tracking and tracing materials across the networks we serve.”
SAFETY PERFORMANCE
Rinchem is also an industry leader in the technology it deploys to increase its safety performance.
For instance, dash cams are used to strengthen the safety of the company’s transportation operations by better protecting its drivers and further establishing safe driving practices.
The dash cams enable real-time incident detection, preventative coaching, worker safety scores, and more. These features can help Rinchem to enhance safety practices that prevent crashes in addition to
exonerating drivers and lowering insurance premiums.
Thus, the adoption of this technology helps the company maintain the integrity of the complex chemical supply chain that it manages.
Rinchem has also integrated artificial intelligence (AI) technology in all of its warehouses, leading to significant safety gains.
Installed on forklifts in Rinchem’s warehouses, the system uses machine learning (ML) and AI sensors to detect, record, and prevent risky behaviors and accidents.
It additionally factors in safety, productivity, and the skill levels of the technicians operating the forklifts to provide actionable coaching opportunities.
“We’re utilizing technology to minimize the number of at-risk behaviors that take place and manage them before an incident happens, rather than after,” notes Sower.
From a safety and compliance standpoint, because Rinchem handles volatile chemistries with such a high degree of specificity, everyone at the company is aligned with the same safety protocols.
As a result of this, the company has an impressive total recordable incident rate (TRIR).
“The 3PL industry has a TRIR of close to 6, whereas ours is less than 1 over the last 12 months,” Sower prides.
Rinchem end-to-end chemical supply chain solutions
ON TIME, ANY TIME. ALL THE TIME
We are a leading hazmat shipping carrier across the continental US. With over 18 years of experience in shipping and more than 10 years of hauling hazardous materials, we bring tried, tested, and true solutions to provide the most complete service to your company.
We can ship
Regional and Long Hauls, High-Value and Hazardous Materials, Full Truckloads (FTL) and Less-Than-Truckloads (LTL).
Dry Vans, Temperature Control, Step Deck, Flatbed
Our units come equipped with the latest temperature control technology on the market. Everything from -30°F to 100°F.
24/7 Dispatch
Get updates when you need them, as soon as you need them.
AN Enterpise Inc is a US-based carrier that operates in all 48 states and is certified by the Pipeline and Hazardous Materials Safety Administration. We know what it takes to haul hazardous materials and the responsibility that comes along with it. We have been around for over fifteen years, with multiple rewards for excellent performance. With us, you receive dedicated service and a contract aligned to your company’s goals. If you need a time-critical and white glove delivery, we can help you. AN Enterprise Inc is best known for moving Haz-Mat and perishable goods. Still, we transit general freight, palletized items, large equipment, machinery, and anything else that needs to be moved.
Whether it is a package, less than truckload (LTL), or full truckload (FLT), we got you covered!
Our team of professional drivers and the large selection of fleet, vehicles, and equipment enables us to respond with rapid, aggressive service to every customer inquiry. Our fleet includes (bobtail) and semi-trucks (tractor & trailer) step deck. You can rest assured of a safe, reliable, and timely transit for any of your freight loads. We constantly aim to exceed your expectations.
Our team always excels at accomplishing your requests, no matter the complexity. You can be sure that our experienced transportation professionals will help you plan and manage your freight shipping orders. This is because we work diligently no matter what to meet your delivery needs and provide top-quality customer service and satisfaction.
Our vehicles come with ninety-five percent Temperature Controlled units, and our drivers are fully endorsed to meet your shipment needs.
Our mission is to provide transportation services of the highest possible quality, along with excellent business relations and uncompromising loyalty.
At AN Enterprise Inc we take safety to the extreme.
Safety is a matter of primary importance exceeded by no other consideration. Safety shall take precedence over expediency or short cuts.
The safety of all our employees, the public and the operation of the company is our main concern. Every effort will be made to reduce the possibility of accidental occurrences. Each contractor is required to actively participate in the safety program. Each contractor should attend the safety meetings, submit suggestions and ideas, and follow the Loss Control Program.
The company will comply with all safety regulations, laws and ordinances of the U.S Department of Transportation, OSHA and of the States in which we operate. We believe that safety is the responsibility of all levels of management, starting with the president.
Hazardous Loads
A dangerous good (also known as hazardous material or hazmat) is any substance or material that is capable of posing an unreasonable risk to health, safety, and property when transported in commerce.
All classes Hazmat we are capable of hauling:
class 2 – all subclasses
class 3 – all subclasses
class 4 – all subclasses
class 5 – all subclasses
class 6 – PG II and PG III
class 8 – all subclasses
class 9 – all subclasses
Miscellaneous Loads
General freight trucking handles and transports a wide variety of goods in a container or van trailer. The general freight trucking industry provides services such as local pickup, local sorting, line-haul, destination sorting and local delivery.
Contacts
1881 Commerce Dr, Unit 107 Elk Grove Village, IL, 60007 (847) 699-0999 | (224) 244-5370
info@anenterpriseinc.com
https://anenterpriseinc.com/
“That tells you all about the safety and compliance culture we’ve ingrained into the company.”
Safety and compliance start and end with Rinchem’s employees, who take them to the highest level.
Staff members also maintain ‘showcase standards’ by ensuring the warehouses are safe, clean, organized, and presentable.
“Each warehouse technician is assigned particular aisles to make sure they’re clean, compliant, and that things are put away in the right place,” elaborates Sower.
“There’s all sorts of personal ownership that everyone takes, and I think that’s the key to us being safe. It’s not just the technology and operating procedures that we have; it’s every person buying into and owning the piece that they’re responsible for.”
POSITIONED FOR GROWTH
Currently, Rinchem is positioning
itself for the growth that is expected following November’s US presidential election.
“Regardless of the party that wins, it’s typically a good economic growth period, so we have to be ready for that,” Sower emphasizes.
Therefore, the company’s key aim is to make sure it is providing efficient chemical supply chain
TAILORED SERVICES AND SOLUTIONS
“Chemical supply chains are incredibly complex to navigate, particularly with the various safety and regulatory compliance requirements across different countries and even companies.
“To solve these problems for customers, it really requires a partner that takes the time to provide a solution that really fits their business. That’s one of the things Rinchem specializes in as we can meet our clients’ requirements and adapt our systems and processes to support them.
“One of the most interesting things we find is other 3PL and 4PL partners who are more volume-based shippers or more diversified than just the chemical or dangerous goods space will create challenges for customers and their supply chain network.
“What’s intriguing is some customers come to us to solve those problems once they’re already in place, so not only are we solving unique, challenging, and complex problems, which is what we’re here to do, but we’re also gaining loyalty from customers that never would have faced this problem or difficulty if they had gone to Rinchem in the first place.
“We understand the chemical supply chain and all the different regulatory requirements there are, so that is incredibly fulfilling.”
- Chris Sower, Senior Vice President and COO
management to ensure its customer base is well-placed for the projected economic recovery and increased return of volumes in 2025 following the election.
“It’s a delicate balance to ensure you’re not making decisions that are going to negatively impact you in a growth period,” he continues.
“The efficiencies that we and our supplier and customer base have gained are going to make us much more resilient going forward because we have eliminated some cumbersome elements of the supply chain.”
Rinchem is better prepared and more resilient than most entering into this anticipated recovery period having continued to maintain its core knowledge base, improved its technology, and refined its processes.
“As we enter a recovery period, we’re going to be able to do more and ramp up the need for additional personnel and resources as needed,” concludes Sower.
Empowering Your Success While You Focus on Business
At JJ Warehouse Solutions, we specialize in facility maintenance and support services that boost efficiency and ensure top-quality results. Our dedicated team of experienced professionals are committed to delivering excellence, making us the preferred partner for businesses of all sizes. Whether you need full-scale maintenance or tailored support services, we’ve got you covered. Since day one, our mission has been to elevate the industry with reliable, cost-
effective services that streamline your operations. Our clients count on us for our fresh approach, keen attention to detail, and commitment to their success.
At JJ Warehouse Solutions, your success is our mission.
When you choose JJ Warehouse Solutions, you’re choosing a partner that’s dedicated to making your facility run smoothly and efficiently. Let us show you the difference our expertise and passion can make.
A BETTER LOGISTICAL FUTURE
The North American supply chain network is at the heart of the international logistics web, connecting transportation dots across countless countries and ensuring the movement of goods globally.
On a nationwide basis, as the US supply chain becomes increasingly specialized and diverse by the day, Proactive Supply Chain Group
(Proactive) stands at the forefront of this magnanimous and fastmoving industry.
Experts in flexible cargo movement and offering unmatched logistics programs that go beyond competitor standards, the company’s vast suite of services and systematic solutions allow clients to keep track of and monitor their goods around the clock.
Founded in 2007 as a third-party logistics (3PL) provider, Proactive has grown to become a frontrunner in customer-centric logistics services.
Since its inception, the company has placed a continuous focus on evolution and advancement, standing by its overarching mission to simplify, quantify, qualify, and specify the complex elements involved in
We explore Proactive Supply Chain Group’s industryleading capabilities and impressively vast range of solutions that have allowed the organization to lead the way in North American logistics
Accordingly, Proactive works hard to not only meet the goals and objectives of its customers’ supply chains but exceed them.
As part of its comprehensive approach, clients begin with a detailed consultation to decipher their particular transport management
needs before working collaboratively with the company throughout the logistics process.
THE FOUNDATION OF SUCCESS
Above all else, Proactive believes that a supply chain is only as efficient as the people operating it and the technology used throughout. Therefore, the company strives to go above and beyond in its dedication to client and employee needs.
Proactive’s undeniable prosperity wouldn’t be achieved without its dedicated 200 members of staff, who are committed to the company’s mission and maintain logistical prowess across more than 2.5 million square feet (sqft) of warehousing space.
As the core pillar of Proactive, employee well-being is key to business growth. Indeed, the company fosters a workplace environment where every team member plays an important part in operational success.
As such, Proactive not only creates a job for its staff but builds the foundations of a career from which individuals can go on to prosper.
In line with this commitment, the company offers both challenging and rewarding vocational opportunities, competitive compensation for hard work, top-of-the-range operational facilities, cutting-edge technology, meaningful community involvement, and a sustainable and satisfying worklife balance.
Unity is therefore at the top of Proactive’s corporate values in order to achieve its goals as one close-knit team.
Employee loyalty and cohesion is expressed from the top down, as
every staff member is treated with equal respect and responsibility and trusted to conduct their job to the highest standards.
LOGISTICS DONE RIGHT
Proactive lives and breathes its mission to become a world-class logistics solutions provider, as demonstrated by its vast geographical footprint, which spans every corner of North America and shows no signs of stopping.
The company’s exponential growth has taken it to areas across Mexico and Canada, compounded by many other strategic locations across the US, necessitating many divisions of the organization that help cover the entirety of the continent’s supply chain needs. Indeed, Proactive has the required fleet and operational breadth to facilitate shipments internationally to and from North America, granting the company with a competitive advantage.
INDUSTRIES PROACTIVE SERVES
- Apparel
- Automotive
- Construction
- Consumer packaged goods (CPGs)
- Food and beverage
- Freight forwarders and steamship lines
- Healthcare
- Manufacturing
- Renewable energy
- Oil and gas
- Pulp and paper
- Petrochemical
- Retail
- E-commerce
Proactive further stands out thanks to its highly proficient just-in-time delivery and ability to meet time-sensitive shipments, delivering unrivaled capabilities through its Custom Consolidation, Direct, and Expedite programs that are purposefully created to
meet customer requirements and seamlessly overcome any unexpected challenges.
From this choice of programs, Proactive offers warehousing, transportation, and specialized solutions.
An additional strength can be
found in the company’s value-added services, which go beyond the traditional realms of transportation and supply chain management and support. As a result, Proactive elevates the customer experience by meeting complex requirements.
The company’s value-added services include contract dedicated logistics, retail roll-outs, white glove services, heavy haul support, route optimization, frozen and fresh produce delivery, and after-hours special delivery.
TOP-TIER WAREHOUSING
Regarding its warehousing capabilities, Proactive’s state-ofthe-art facilities are purpose-built to efficiently handle storage, distribution, fulfillment, kitting, and co-packing programs.
Moreover, the combination of its strategic locations across the country and forward-thinking, streamlined approach means that difficulties such as shipping delays and additional expenses are easily overcome.
Coupled with flexible and tailored services, the company has become a trusted entity in the industry for its warehousing solutions.
Proactive’s co-packing solution in particular offers specialized and effective services across a vast range
of applications, from food packaging to floor displays, whilst its reverse logistics solutions seamlessly transport materials and cargo upstream, ensuring the safe delivery from end user to seller.
The company’s e-commerce
logistics capabilities, meanwhile, give clients the opportunity to fully optimize their digital footprint and unlock their online potential, as Proactive offers its abundance of warehouse space as a dependable place for inventory.
As such, the company’s e-commerce solution allows customers to rest assured that the inventory space required for such a vast marketplace is efficiently managed by top-tier logistics professionals. Moreover, once online transactions are complete, the company ships goods to the desired destination.
As such, thanks to Proactive’s industry-leading warehousing solutions, clients can trust the company with their digital brand and retail growth.
Canada Lumper Services Inc.: Your Trusted Partner in Professional Lumping
Established in 2008 by George and Rio Ermidis, Canada Lumper Services Inc. remains a proudly family-operated business, now managed by brothers Julian and Dyllan Ermidis. With a steadfast commitment to building long-lasting partnerships, we not only understand our partners’ needs but also execute them with the utmost delicacy and care through our professional lumping services.
The Benefits of Partnering with Us
Partnering with Canada Lumper Services Inc. offers numerous advantages, including:
● Professional Service: Our team of highly skilled lumpers is committed to delivering exceptional service, ensuring your goods are managed with precision and care.
● Cost Reduction: Our flat-rate pricing model, combined with a flat-rate wage for our lumpers, significantly reduces labor costs.
● Increased Productivity: Our motivated workforce ensures timely and efficient offloading of your freight, enhancing overall productivity.
● Reliability: Our services are designed to be prompt and dependable, ensuring your deadlines and operational requirements are consistently met.
● Advanced Technology: We integrate advanced technology and software to enhance efficiency and accuracy, providing you with reliable and timely services.
● Customized Solutions: We tailor our services to meet your specific needs, ensuring that every job is handled with the highest regard and attention to detail.
Our mission
Our mission at Canada Lumper Services Inc. is straight forward yet impactful: to deliver exceptional, cost-effective freight unloading and loading solutions while cultivating and sustaining long-term partnerships. We achieve this through a fast, efficient, and reliable lumping service, delivered by our roster of professional lumpers who are considered part of the Canada Lumper Services Inc. family.
Our Services
Specializing in the loading and unloading of diverse types of freight, we treat each item with the utmost care, recognizing its inherent value. Our services are designed to meet all the needs of our partners in the Supply Chain and Logistics industry, ensuring a meticulous and attentive approach to every job.
Why Choose Us?
Canada Lumper Services Inc. distinguishes itself through the personal touch and outstanding customer service that only a family-operated business can provide. Julian and Dyllan Ermidis, the current owners, maintain direct communication with all clients, ensuring your needs are addressed by those who truly have their heart in the game. You won’t be shuffled through multiple area managers; instead, you’ll receive personalized attention from the very top.
Our lumpers set the bar for professional lumping services in the industry. Through our unique training process, we ensure that we provide only the best of the best. This dedication and attention to detail create a personal touch that makes a tangible difference in your day-to-day operations.
Transform Your Supply Chain Operations
Discover the Canada Lumper Services Inc. difference. Transition from a costly, unreliable workforce to a professional, dedicated lumping service that exceeds your expectations. Contact us today to learn how we can boost your productivity and streamline your logistics operations.
Julian Ermidis - Co-owner, President of Sales and Finance
Phone: 647-537-0625
Email: julian@canlumpers.com
Dyllan Ermidis - Co-owner, President of Operations
Phone: 416-786-9324
Email: dyllan@canlumpers.com www.canlumpers.com
Proactive also offers support in the form of public warehousing and short-term storage, accompanied by competent and value-added services.
TRUSTED TRANSPORTATION
Efficient transportation services are the DNA of any successful logistics organization. Accordingly, Proactive’s vast and powerful fleet not only succeeds in the most challenging logistics situations but also enables adaptability to these challenges, ultimately leading to the reliable delivery of cargo.
Its specialized division, Proactive Transportation, caters to the diverse and complex needs of some of the
world’s Fortune 500 companies as well as smaller, localized shippers, ultimately harnessing the capabilities of an up-to-date fleet to get the job done.
Proactive Transportation was established in 2017 to provide clients with first-class last mile delivery services and, to this day, continues to be an asset-based transportation provider of significant commodities and cargo.
As it stands, the company’s fleet comprises dry, refrigerated, and sprinter vans, straight trucks, cranes, flatbeds, container chassis, and Conestoga trailers.
Evidently, Proactive gravitates toward state-of-the-art trucks and
PROACTIVE IN NUMBERS
• Over 2.5 MILLION sqft of warehousing
• 23 consolidation points
• 16 MILLION annual shipments
trailers, which are equipped with live GPS tracking, operated by highly trained and professional drivers, and purposefully designed to allow for flexibility in clients’ supply chains.
As part of the division, the company’s optimized distribution enhances its clients’ supply chain networks to ensure successful transportation and reliability, even at peak times. Indeed, Proactive’s transport management lowers operational costs and addresses any weak points.
This is achieved by a vast range of transportation services across North America, including
special equipment-based moves, appointment solutions, locationspecific moves, emergency expeditions, airline transfers, goods transfer agency (GTA) transportations, cross-border consolidations, door-to-door services, online tracking and reporting, and 24/7 live GPS tracking.
Evidently, Proactive’s supply chain presence is expansive and influential, as demonstrated by its industry
knowledge, unparalleled expertise, growing geographical footprint, and unstoppable fleet of vehicles.
Tel: +1 (416) 798 - 3303
ContactUs@proactivegroup.ca
www.proactivegroup.ca
FULL STEAM AHEAD
Facilitating the largest cargo operations in Mexico, Ferromex possesses an enviable fleet of locomotives and railcars that deliver the needs of the nation’s businesses, while also offering holidaygoers blissful trips around the Mexican countryside
The vast open plains of sandy vegetation and rugged mountain landscapes have become synonymous with Mexico and its uniquely vibrant culture.
However, the historical transportation of goods through the country’s rough terrain via carts, rivers, or even on foot proved incredibly difficult.
Yet, despite logistical adversities, the movement of cargo is ingrained in Mexico’s heritage. The pre-Hispanic era, for instance, saw Indigenous communities use carts to transport goods across carefully laid out paths, which were vital for communication and trade between communities.
Toward the beginning of the 19th century, many nations across the world were experiencing rapid industrialization, creating the early foundations of a national supply chain. Mexico was no different, as the country’s first railway opened in 1850 between Veracruz and El Molino.
This marked a turning point in the nation’s transportation capabilities and encouraged continued
government support for additional railway developments across Mexico.
Significantly, this made trade between distant regions and nations more convenient and efficient, thus creating a robust and reliable logistics network that drove the country’s industrial revolution and economic advancement.
Fast-forward 150 years and the early blueprints for cargo rail transportation have evolved into a large and complex amalgamation of state-of-the-art technologies and colossal cargo equipment.
As a result, the rail transportation of cargo has become far more expansive and methodical due to the speedier construction of tracks and containers, round-the-clock fleet management systems, and the implementation of other digital platforms that can monitor the movement of goods in real time.
At the forefront of this advanced network is Mexico’s largest cargo operator, Ferromex, whose strength and influence on the country’s logistics capabilities demonstrate just
how far transportation has come.
Indeed, the company was formed from the privatization of a large percentage of state-owned railways in the late 1990s, enacted by Ernesto Zedillo, the 61st President of Mexico.
Ferromex is therefore intertwined with domestic and global cargo movement, as demonstrated by its extensive railway network spanning over 11,000 kilometers (km), industryleading capabilities, and undoubtable power and influence on today’s supply chain in Mexico and beyond.
THE COMPLETE FLEET
With unmatched operational capabilities, Ferromex utilizes the immense power of over 800 locomotives and 28,000 railcars to transport whatever its clients need securely and on time.
Indeed, the company is able to transport cars, general cargo, and bulk-handling equipment, aiding its many customers with their logistics challenges.
Ferromex transports cars via three forms of equipment – Automax,
Bilevel, and Trilevel.
The former has a load capacity of 49 tons (t) and can transport 16 to 26 cars in one journey, whilst Bilevel equipment can move approximately 35t and around eight to 10 cars via two levels per cart. Trilevel equipment, meanwhile, has a similar load capacity but with the added ability to transport 12 to 15 cars across three levels.
Ferromex also offers best-in-class equipment for moving general cargo and container equipment that customers can leverage to transport a range of
products, including automotive parts, food appliances, and much more, with a total load capacity of 26t.
Intermodal platforms are then utilized to transport between 20 and 53 containers, equating to a total load capacity of 73t.
The company’s moving capabilities not only cater to vast cargo but also lighter deliveries. As such, Ferromex offers small-scale platforms to deliver loose goods, such as logs, sleepers, pipes, fences, rails, and more, equating to a capacity of 32t.
Cargo moving services are likewise offered using dry van equipment such as a covered hopper with chutes and covers for rolling cold and hot metaled sheets onto the container.
Ferromex also has the necessary fleet and logistical capabilities to transport bulk materials, in which larger-scale equipment is used to efficiently handle its customers’ biggest cargo requirements.
Alongside the covered hopper used for transporting general cargo, the company’s covered gondolas are purpose-built with cradles and covers for loading and unloading sheet rolls of various temperatures. In order to move these large volumes, this particular equipment has a load capacity of over 93t.
Moreover, Ferromex’s open-top gondolas transport a range of bulk products, such as minerals, coals, metals, scrap products, and more,
GRUPO MÉXICO
Ferromex was established as a subsidiary of Grupo México, a major Mexican conglomerate that operates the second-largest transportation division in the country.
As such, the organization spans across 24 states in Mexico, as well as operating in Texas and Florida in the US. This extensive network provides Grupo México with a vast presence throughout North America, possessing over 11,000km of track in total that seamlessly integrates with railways across the US and Canada.
Ferromex, the largest entity within the transportation division, is 74 percent owned by Grupo México, whilst Union Pacific controls the remaining 26 percent.
with a load of nearly 97t, making them a vital part of the fleet.
The company’s largest bulkhandling equipment comes in the form of hoppers. With a staggering capacity of 101t, this equipment is primarily used to transport huge quantities of agricultural products, including corn, wheat, sorghum, beans, and malt.
Agricultural products aside, hoppers are also leveraged to transport cement in bulk, catering to a number of industries.
MEETING INDUSTRY DEMAND
Ferromex’s position at the forefront of Mexican cargo logistics means that it supports a multitude of industries across the country, and North America as a whole, via nine business units.
The company’s agricultural division offers vital inputs for processing operations, aiding flour and corn mills, oilseed plants, and breweries. As a
result, the division’s customer base is far-reaching, serving businesses involved in animal feed, corn syrup, starch production, sugar mills, and much more.
Ferromex also diligently meets the needs of the country’s automotive industries, serving 70 percent of Mexico’s automotive domestic cargo, which includes some of the world’s top car brands. The company delivers goods to assembly plants used by General Motors, Ford, Chrysler, Honda, and Volkswagen, to name a few.
To cater to a wide range of models, Ferromex has strategically located terminals across the country in cities such as Hermosillo, Monterrey, Silao, Guadalajara, and Valle de Mexico. Significantly, these terminals house the largest fleet of multi-level containers, with further investment expected in the future, optimizing automotive carrier potential.
ABOUT US
For more than 50 years, ELASTÓMEROS TAZA has committed to the development, innovation, production and commercialization of thousands of proprietary polymeric formulations, thereby establishing our leadership in a wide range of products.
RAILROAD
PRESENCE
As a group, we have presence in over 30 countries worldwide with a wide web of partners and distributors to suit the needs of our global customers.
QUALITY CONTROL
Permanent QC guarantees the quality and traceability of our parts. We are certified by the Instituto Mexicano de Normalización y Certificación, A.C. and AAR The Association of American Rail Roads (M1003).
Early this century we started the manufacturing of polymeric tie plates which gave us the opportunity to start designing and manufacturing parts for entire fastening systems.
• W-40HH 136 lb/yd • e clip system 115 & 136 lb/yd
SLEEPER SOLES & PADS
TAZA POLYMER has developed engineering polymers that meet the specific needs of the railway industry, where all materials face exposure to strong impacts, severe shocks, constant friction, high abrasion and wear and a wide variety of environmental conditions. Elastomeric parts made with these polymers withstand heavy loads and protect railway infrastructure against wear from abrasion, impact and tear, among others, apart from noise, vibrations and deformation. These materials have effectively replaced both rubber and metal in countless applications, having a variety of possible applications in the infrastructure as any kind of pads for concrete sleepers, and their life time has far surpassed those of other elastomers.
Taza Polymer in its quality and development laboratory has achieved a new generation of polymers for the manufacture of sleeper soles that prevent ballast wear, which ends in puddles when the drainage system is blocked by dust caused by the friction of the sleeper with the ballast, causing very expensive periodic maintenance.
Elsewhere, the company’s impact on the industrial cement sector is felt far and wide, as it managed to move 10 million t of cement in 2022 on a national and international basis. Accordingly, Ferromex leverages the necessary high-tech fleet of cement hoppers and dry vans to transport products to their desired destination across challenging environments.
DELIVERING GOODS SECURELY
Ferromex is also committed to meeting the demands of Mexico’s oil and gas industry, transporting a range of materials including coal, diesel, oils, asphalt, liquefied petroleum gas (LPG), and more.
Additionally, the company delivers
TRADE BETWEEN MEXICO AND THE US –FACTS AND FIGURES
• Rail accounted for 12 percent of total freight between the two countries in 2022.
• In the same year, total rail trade between Mexico and the US equated to $91.4 million.
• Nuevo Laredo in Tamaulipas, Mexico, and Eagle Pass and El Paso in Texas, US are the top rail connection terminals for trade.
vital metals and minerals to the country’s many mining and steel areas, encompassing the import and export markets.
Alongside transporting everyday consumer goods for the food and beverage industry, including beer and dry goods, Ferromex also transports industrial products such as appliances, structural machinery, and packaging products using dry van delivery equipment.
On top of this, the company is dedicated to safely delivering inorganic chemical products, synthetic resins, fertilizers, petrochemicals, and other products.
Due to the highly hazardous nature of its transportation, Ferromex ensures that it acts in accordance
with the regulations put in place by the Secretariat of Infrastructure, Communications and Transport (SICT) and the Energy Regulation Commission, making it a highly trusted cargo operator.
In line with its sustainability commitments, Ferromex has also obtained permits from the Secretariat of Environment and Natural Resources (SEMARNAT) and the Secretariat of National Defense (SEDENA). As such, the company ensures that its activities consider the needs of both planet and country.
Overall, Ferromex transports over 8 million t of goods annually with over 400,000 containers carrying both domestic and global goods.
As timely and safe deliveries are of equal importance to the company, attentive and specialist care is consistently given to each cargo movement, organized and managed with 10 intermodal terminals across Mexico.
ONCE-IN-A-LIFETIME TRIP
From products to passengers, Ferromex also has a highly reputable tourism branch, harnessing its extensive network to create unforgettable experiences across Mexico’s beautiful landscapes through its Chepe Express and Tequila Express destination offerings.
The former took its inaugural trip in May 2018, offering passengers
FERROMEX –2024 IN NUMBERS
• 65 billion tkm
• 1.9 million cars transported
• $1.4 billion in earnings before interest, taxes, depreciation, and amortization (EBITDA).
ultimate comfort through the unique and breathtaking countryside.
Crossing an incredible 350km, passengers also have the opportunity to frequent many quaint and culturally unique towns on the journey.
Over the course of nine hours, the high-speed train travels through picturesque cities such as Los Mochis and Sinaloa before venturing up to the delights of Creel and Chihuahua, alongside Pueblos Mágicos, a truly special place that offers a plethora of festivities.
Passengers have the chance to hop off and explore any of the five stopping points before jumping back onboard to the comfort of the carriage.
With a capacity of 520 passengers across six carriages, Ferromex offers top-of-the-range facilities across its First, Executive, and Tourist Classes. Indeed, the company offers FirstClass passengers exclusive access to
the terrace, while those in Executive Class have access to a bountiful bar.
The Chepe Express also boasts an onboard restaurant that offers authentic and local cuisine to all passengers, ensuring that each individual has the best travel experience possible.
In continuation of its tourism division, Ferromex also offers a luxurious travel experience on the Tequila Express, with guests traveling in style and sophistication from Guadalajara to the town of Tequila, a UNESCO World Heritage Site.
The company purposefully mapped out the most picturesque route, allowing passengers to make the most of the verdant agave landscape with routes only accessible via rail.
The Tequila Express, meanwhile, is a joint venture (JV) between Grupo México and the Guadalajara Chamber of Commerce in which
T (011-52-55) 5569-0399
F (011-52-55) 5569-9546
E ventas@nylco.com.mx www.nylco.com.mx
Ferromex offers smooth, relaxing, and safe travel to some of Jalisco’s most unforgettable activities, unmatched gastronomy, and unique terrains.
Additionally, the company’s destination offerings stand out from other rail journeys thanks to its focus on responsible tourism, utilizing one of the most sustainable forms of transportation.
Accordingly, Ferromex’s tourism division doesn’t harm the surrounding environment and allows passengers to fully immerse themselves in Tequila’s cultural heritage while preserving the beloved natural landscape.
SEAMLESS BORDER CROSSING
Looking ahead, Ferromex aims to expand its intermodal activities with a 300 percent increase over the next year.
The expansion project, known as Falcon Premium, will be completed
Nylco Mexicana, S.A. de C.V. is founded in 1968 answering the technical and economical necessities of the Mexican railroads and being able to develop, manufacture and test fastening accessories in accordance with international standards.
In our research and development laboratory, we can simulate service conditions, test new products, make dynamic and static tests, detect application problems and suggest select criteria of the best fastening system for customer requirements
as a JV between Union Pacific and Canadian National Railway. Established in 2023, the initiative will create a comprehensive intermodal service spanning Mexico, the US, and Canada in an unparalleled amount of time, offering clients the best connectivity across North America.
While enjoying the benefits of the direct route between Mexico and the US, Ferromex’s customers also have the advantage of reducing their greenhouse gas (GHG) contributions by transporting cargo via rail, contributing to the sustainability of the national supply chain.
Ultimately, the company has become a tenacious force that moves Mexico forward through highly advanced and secure cargo transport operations.
Thus, with the country’s largest network, influence, and industry coverage, Ferromex is on track for continued success.
TOMORROW’S ENERGY SOLUTIONS TODAY
Providing end-to-end energy infrastructure solutions, we explore how W-Industries builds long-lasting relationships with both suppliers and customers. Todd Simmering, Vice President of Operations Strategy, tells us more
The North American oil and gas sector is an integral pillar to global energy security, containing some of the world’s most extensive fossil fuels and renewable energy sources.
The key to ensuring the smooth running of the international energy industry lies in cutting-edge technologies and proficiency in complex infrastructures, which is where organizations such as W-Industries step in.
Founded with a clear vision, the company delivers advanced solutions tailored to the energy and industrial sectors.
“Through our unwavering focus on technical excellence and developing top-tier talent, we have grown into a global leader, trusted to provide proven solutions for some of the industry’s most complex projects,” introduces Todd Simmering, Vice President of Operations Strategy. At the heart of W-Industries’
success is its commitment to building strong partnerships with clients and suppliers across the energy landscape, allowing the business to deliver highly efficient and effective project execution strategies while also elevating its capabilities.
INNOVATIVE TURNKEY SOLUTIONS
Since the inception of W-Industries in 1984, the oil and gas market has evolved significantly.
“From a production standpoint, we’ve seen the offshore sector stagnate, the resurgence of the Permian Basin, and the shale boom all within our company’s lifetime,” remarks Simmering.
Furthermore, in parallel to the innovations in techniques used across the exploration and production (E&P) sector, there has been greater industry-wide adoption of digital technologies over the past eight years, which bodes well for
W-Industries’ 90+ control engineers.
Elsewhere, although the oil and gas landscape continues to place high value on safety and speed, it is also transitioning toward capital stewardship.
“Whilst speed is still a huge cog in the overall cash flow generation, the industry has implemented more rigor across supply chain strategies, which directly affects W-Industries in a positive way.
“Although this may sound counterintuitive, buying smarter will give us more opportunities
to compete and innovate for our customers,” he imparts.
Therefore, as the oil and gas market continues to develop concepts like carbon capture, hydrogen fuel, ammonia, and more, W-Industries’ innovation and flexibility will sustain its position as the premier partner in these efforts.
Indeed, the company’s ability to provide end-to-end, turnkey solutions, coupled with in-house expertise, across all project phases, has cemented the business at the forefront of the industry.
From design to execution, its
vertically integrated approach allows for complete control over every aspect of a project, reducing risk and improving efficiency.
Unlike engineering, procurement, and construction (EPC) organizations, W-Industries focuses on detailed engineering ventures, partnering with end users and EPCs from feed to commissioning to ensure optimum project execution.
“We believe that if detailed design and manufacturing companies are brought into the project lifecycle earlier, critical engineering decisions
can also be made earlier. This ultimately leads to the smoother execution, transparency, and on-time delivery of quality projects.”
The business is further recognized for its technical excellence and advanced solutions, leveraging topof-the-range technologies to meet the demands of complex, large-scale projects.
Another strength lies in its focus on quality and safety, ensuring compliance with the highest industry standards and regulatory requirements.
Above all, however, W-Industries’ commitment to building longterm relationships with clients and suppliers facilitates strong collaboration and enhances the company’s capability to deliver efficient and effective project execution strategies.
“Our holistic, client-centered approach, combined with a strong emphasis on continuous improvement and advanced solutions, positions W-Industries as a leader in the energy and industrial sectors,” highlights Simmering.
THE POWER OF MULTIPLE DIVISIONS
W-Industries has evolved into four main business units, all focused around energy infrastructure.
“We hold no technology license ourselves, and that allows us to thrive as a flexible partner that focuses on execution and objectively chooses the
right technology for the project and facility design,” details Simmering.
The company’s field services division comprises 500+ craft laborers who specialize in instrumentation and electrical field execution.
With a deep understanding of the unique elements involved in the infrastructure and energy (I&E) systems of offshore platforms, the team has translated best practices into other markets.
The field services division is also increasingly involved in wastewater electrical systems, solar installations, and I&E systems.
With a wealth of core experience in these areas, the team has developed and integrated many unique innovations, including fiber installations, a UL508 panel shop, mobile and stationary rack power installations, analyzer shelters, variable frequency drives (VFDs) e-houses, and much more.
“THROUGH OUR UNWAVERING FOCUS ON TECHNICAL EXCELLENCE AND DEVELOPING TOP-TIER TALENT, WE HAVE GROWN INTO A GLOBAL LEADER, TRUSTED TO PROVIDE PROVEN SOLUTIONS FOR SOME OF THE INDUSTRY’S MOST COMPLEX PROJECTS”
– TODD SIMMERING, VICE PRESIDENT OF OPERATIONS STRATEGY,
W-INDUSTRIES
W-Industries’ technology solutions division, meanwhile, is a strong engineering business that can take control of a client’s system from start to finish – from napkin process flow diagrams (PFD) through to network design, integrated operations (IO) developments, and turnkey system commissioning in the field.
“The company is trained in nearly all the major hardware required to drive a plant system and, uniquely, knows how to make all of them function together,” asserts Simmering.
Similar to the field services division, the technology solutions division has world-class engineers for subsea and topside offshore controls – but the company’s capabilities don’t end there.
Through years of experience working with offshore customers, it has also developed proprietary testing software, introduced Honeywell’s distributed control system (DCS) migration software solutions, and an in-house cybersecurity offering.
Additionally, W-Industries’ cybersecurity subdivision, Seukrinova, utilizes significant operational technology expertise to help monitor industrial systems.
“Our tools and team can help identify system risks, alert operations, and provide quick solutions to problems,” expands Simmering.
ELECTRIFICATION EXPANSION
Formerly known as Volta LLC, the W-Industries electrification division was acquired in 2019 and has since grown rapidly with the demand for energy, data centers, and electrification.
“We are not just an e-house supplier – we offer value-added electrical system integration and manufactured power distribution equipment below 38 kilovolts (kV),” states Simmering.
The company also boasts a 240 square foot (sqft) fabrication and integration facility in Jersey Village, Texas, which it is looking to expand in line with customers.
AT THE HEART OF W-INDUSTRIES
Employees remain at the center of everything the company does. Thus, W-Industries believes that by empowering its team members, it can drive innovation and consistently deliver high-quality solutions to its clients.
“Our focus is on fostering a culture of collaboration, ownership, and continuous growth, where each individual is encouraged to take the initiative and develop their skills,” Simmering comments.
The company empowers its employees through professional development opportunities, mentorship programs, and open communication, ensuring staff have the resources and support they need to excel.
Recognizing its workforce’s contributions is equally important, and W-Industries celebrates successes through formal recognition, advancement opportunities, and competitive benefits.
“By creating an environment in which our team members feel valued and supported, we can ensure they reach their full potential, which in turn drives the success of the company as a whole.”
NORTH
AMERICA
OUTLOOK:
COULD YOU TELL US MORE ABOUT W-INDUSTRIES’ CORPORATE SOCIAL RESPONSIBILITY (CSR) PRACTICES, AND HOW THESE
FOSTER KNOWLEDGE SHARING AND COMMUNITY SUPPORT?
Todd Simmering, Vice President of Operations Strategy:
“We are committed to fostering diversity and giving back to the communities we serve. Through our CSR initiatives, we support our employees in making meaningful contributions to impactful causes.
“In addition to these efforts, we extend our technical expertise to our clients by providing facility tours and interactive learning experiences for recent graduates and team members eager to expand their education. These technical sessions, led by our experienced team, are designed to deepen industry knowledge and strengthen client teams, creating a foundation of shared expertise.
“We believe that by empowering both our own team and our clients through knowledge-sharing, we contribute to lasting, positive change.”
“AS WE LOOK AHEAD, STRONG RELATIONSHIPS REMAIN THE CORNERSTONE OF OUR SUCCESS, DRIVING OUR GROWTH AND ABILITY TO TACKLE NEW CHALLENGES IN THE EVER-EVOLVING ENERGY AND INDUSTRIAL MARKETS”
– TODD SIMMERING, VICE PRESIDENT OF OPERATIONS STRATEGY, W-INDUSTRIES
“We use a unique execution strategy that mitigates supply chain risk without making final engineering decisions before a project is ready,” he adds.
As part of the electrification division’s expansion, W-Industries has built over 300 power distribution systems over the last seven years, working with customers in the midstream liquefied natural gas (LNG), petrochemical, utility, and data center markets.
In parallel, the division has grown to be a highly efficient volume manufacturer of low-voltage switchboards, producing over 150 units for data center customers over the past year.
Accordingly, the electrification facility has expanded by over 100,000 sqft in the last two years to meet increasing demand for switchgear products.
With such rapid advancements, the company’s goal is to execute
its product development roadmap by 2026 and partner with major component suppliers and VFD organizations to bring flexibility to project execution.
“A unique aspect of the electrification team is its ability to assist in product development and maturity and convert that into a managed volume manufacturing line.
“This process suites a range of markets, including electric vehicles (EVs), electrical fracking, and utility and data centers that require repeatability,” notes Simmering.
OFFSHORE EXPERTISE
W-Industries’ advanced involvement in offshore projects cannot be overstated, as demonstrated by its significant role in the TotalEnergies Mozambique LNG project.
“This is one of the largest applications of our expertise, showcasing our capabilities in providing advanced solutions for
subsea equipment and integrated systems,” Simmering informs.
The company’s scope for this project includes the development of two onshore subsea support equipment modules (OSSEMs), integrated into electrical and instrumentation buildings.
These modules will house critical systems such as subsea production hydraulic power units, monoethylene glycol (MEG), and methanol injection systems, alongside an independent chemical injection skid.
The entire system is supported by a fully integrated process control and safety system, ensuring optimal functionality and safety.
Scheduled for completion in 2025, the offshore project highlights W-Industries’ ability to deliver complex, technically compliant systems for high-stake offshore operations.
“Our work with TotalEnergies in Mozambique demonstrates how we
that build and advance our communities.
can manage and execute large-scale offshore projects from design to installation, reinforcing our leadership in this sector.”
The company also enjoys fruitful relationships with its supply chain partners, who it would not be able to thrive without. Indeed, W-Industries relies on its partnerships at both a componential and technological level.
As such, the expertise and transparency that comes with supply partnerships, such as those with The Reynolds Company, Rockwell Automation, ABB Group, Advantage Energy, Custom Air Products & Services, Honeywell, and many more, are critical to project success.
Maintaining and nurturing these partnerships in the long term is therefore key to the company’s stronghold in the I&E market.
“As we look ahead, strong relationships remain the cornerstone of our success, driving our growth
www.reynoldsonline.com
and ability to tackle new challenges in the ever-evolving energy and industrial markets,” Simmering concludes.
Thus, W-Industries’ philosophy moving forward is to honor and support the businesses and markets that have helped the company, whilst continuing to develop new relationships in markets with scalability and strong value propositions.
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CRAVEABLE FOOD AND GUEST EXPERIENCES
Supercharging North America’s food and beverage industry, Craveworthy Brands is the fast-growing multi-concept franchise platform that seeks to grow, nurture, and invigorate emerging and existing brands
Since 2022, Illinois-based Craveworthy Brands (Craveworthy) has been on a mission to transform new, emerging, and mid-level brands into highperforming, fully developed, multiunit franchises that are recognized nationwide.
Founder Gregg Majewski, former CEO of Jimmy John’s Gourmet Sandwiches (Jimmy John’s), brings a wealth of experience to Craveworthy having worked for 24 years across North America’s food and beverage industry in various senior executive roles.
Amidst an industry facing unique fluctuations, Majewski saw the chance to build a restaurant company like no other, with a goal of bringing together distinct yet complementary brands.
Majewski’s life-long dedication to, and track record of, conceptualizing and growing emerging brands saw
him grow Jimmy John’s from just 33 restaurants to a whopping 300 in his time as CEO. As such, he’s now responsible for restructuring and implementing impressive operational standards at Craveworthy that guarantee success.
Centered around the fast-casual food sector, Craveworthy supports some of the most prevalent, up-andcoming food brands in the US with major potential for scalability.
The company currently owns, operates, and franchises several distinct brands across 24 states and is optimistic that it will meet or exceed its goal of generating $1 billion in systemwide sales over the next five years.
Craveworthy’s innovative shared resource model, which seeks to empower small brands to be the next great leader in their field, creates remarkable value for both consumers and restaurant operators.
Ultimately, the company believes that if it’s not delivering a ‘craveable’ experience, it’s just not Craveworthy!
ALL-ROUND SUPPORT
Having successfully developed a new generation of high-growth, easyto-operate quick service restaurant (QSR) brands, Craveworthy provides opportunities for its franchises to achieve the American Dream.
Its current portfolio includes three legacy brands – Genghis Grill, BD’s Mongolian Grill, and Flat Top Grill; eight emerging concepts – Wing It
On!, The Budlong Southern Chicken, Krafted Burger Bar + Tap, Soom Soom, Dirty Dough, Sigri Indian BBQ, Hot Chicken Takeover Southern Chicken (HCT Southern Chicken), and Taim Mediterranean Kitchen; and four virtual brands – Lucky Cat Poke Company, Scramblin’ Ed’s, Pastizza, and Nomad Dawgs.
Each QSR is built on a firm foundation of operational excellence, unparalleled hospitality, innovative and immersive cuisine, and great guest experiences, ensuring excellence across the board.
Emerging brands that choose to franchise with Craveworthy benefit from a whole host of advantages by following the proven business model of established legacy brands, such as low start-up costs and technological support.
In addition, new brands can enjoy both flexible territories and localized marketing guidance, alongside first-to-market advantages and an optimized supply chain through Craveworthy’s plethora of industry contacts.
The company also provides personalized support for each of its
brands, granting them buying power at mass scale and unrivaled access to Craveworthy resources.
A GROWING CONCEPT
In a year of exponential growth for Craveworthy, it acquired multi-brand fast-casual operator, Untamed Brands, while it also opened its first food hall, Craveworthy Kitchen, to showcase its franchises.
A co-branded space at Hayden Hall on the second floor of 333 South Wabash, nicknamed “Big Red”, Craveworthy Kitchen features many of the company’s existing food concepts such as Lucky Cat Poke Company, The Budlong Southern Chicken, and Krafted Smash Burgers – a by-product of Krafted Burger Bar + Tap.
It also promotes virtual concepts exclusive to Craveworthy Kitchen
including Scramblin’ Ed’s, which serves breakfast sandwiches, wraps, and bowls, and Pastizza which, as the name suggests, offers pizza and pasta.
The current brands on offer at the 25,000 square foot (sqft) food hall are only the beginning for Craveworthy, who wishes to add two more concepts to the space alongside a full-service restaurant.
Embodying the vibrant culinary spirit of Chicago, Craveworthy’s food hall venture underscores its relentless dedication to innovation and commitment to remaining ahead of the curve amidst a constantly evolving industry.
GROWTH CASE STUDY
Guided by an overarching strategy of making both its customers and franchisees happy, Craveworthy’s
growth, in theory, has no limits.
This is because there are countless existing or emerging brands across the US that could benefit from being part of a visionary platform able to leverage its resources and scale to create competitive propositions, positioning them for almost guaranteed eventual growth.
In this way, Craveworthy is accumulating not only emerging brands amongst its portfolio but also brands that may be long forgotten. These can be inserted into the Craveworthy ‘cycle’ in which technology is updated and relatively new concepts, such as virtual kitchens, can be implemented.
Providing a resurgence for these brands, Craveworthy’s support also extends to training, marketing, and digital guidance.
CRAVEWORTHY BRANDS
Craveworthy partners with new, emerging, and mid-level brands, each providing the company’s franchisees with increased opportunities for growth.
LEGACY BRANDS
• Genghis Grill – A new store layout has significantly reduced startup costs for franchisees and increased revenue per sqft.
• BD’s Mongolian Grill – New menu options have been introduced that focus on freshness.
• Flat Top Grill – Following a complete brand and menu refresh, Flat Top Grill has built a strong following in the Midwest and is primed for growth.
EMERGING BRANDS
• Wing it On! – Following a successful franchising initiative, the brand was named amongst the 2022 Inc. 5000 list of Fastest Growing Private Companies.
• The Budlong Southern Chicken – New menus have been introduced to reduce costs and drive customer growth.
• Krafted Burder Bar and Tap – Founded by award-winning chef, Robert Kabakoff, this brand’s franchising is currently in the development phase.
• Soom Soom – A leader in the Mediterranean food space, this franchising initiative is starting soon.
• Dirty Dough – One of the fastest-growing cookie brands in the US, franchising across the country has seen over 450 units sold.
• Sigri Indian BBQ – A fast-casual model focused on chef-inspired Indian flavors, low start-up costs, and a small footprint.
• HCT Southern Chicken – High-quality ingredients and low start-up costs will see this franchising initiative begin soon.
• Taim Mediterranean Kitchen – The franchising initiative for this concept will be starting soon.
VIRTUAL BRANDS
• Lucky Cat Poke Company
• Scramblin’ Ed’s
• Pastizza
• Nomad Dawgs
102 years of providing the world’s finest spices and extracts
Marion-Kay Spices, nestled in the heart of culinary traditions, is a testament to the passion and expertise passed down through four generations. Marion-Kay is a family owned, managed, and operated company since 1922.
Originally started in Springfield, Missouri, before moving to St. Louis, Marion-Kay has called Brownstown, Indiana, home since 1949. Marion-Kay imports spices from nearly every region of the world in order to blend, grind, mix, bottle, and ship directly from its factory to any location.
Professional chefs, restaurants, food service, and home chefs alike, know that MarionKay remains fiercely dedicated to delivering spices of unparalleled quality and has done so now for over 102 years! When you choose Marion-Kay, you’re choosing a legacy of excellence.
A truly vast array of Marion-Kay’s spices, herbs, and seasoning blends can be found in restaurants and kitchens across the country. You will recognize “There IS a Difference” when using Marion-Kay to enhance your favorite recipes. When you want the absolute best, Marion-Kay has got you covered.
Unexpected and Unexcelled
Marion-Kay takes pride in its personal and customized service. Restaurant orders go out the same day and are carefully packed and shipped. The company now ships to major cities in the US as well as countries around the world. Its’ spices can be found in nationally acclaimed restaurants and used by award-winning and celebrity chefs throughout North America. The brand is now proudly nationally and internationally known for its award-winning pure vanilla extract and the Marion-Kay chicken seasoning 99-X. The Marion-Kay chili powder, chef’s secret seasoning, and J.R. Mad’s madgic fish breading are just a few more of its most popular signature items. Getting a new product shelf ready has never been easier with Marion-Kay’s professional private labeling services. The company now offers both batch-sized packaging for large-scale operations as well as smaller sizes suited better for institutional or retail settings. From initial blend formulation to final packaging, Marion-Kay is here to help.
Top-Quality Seasonings
Marion-Kay begins with the finest raw materials available, purchased from the area recognized as the finest growing region for that particular spice. We grind, blend, and pack daily to ensure quality and freshness.
Why Choose Marion-Kay
• Same day shipping on most orders nationwide to all major US cities.
• Featured in top-tier restaurants.
• Over a century of expertise and trusted by award-winning and celebrity chefs.
• We offer over 1,000 custom spice formulations.
• Proven flavour expertise with over 1,000 blend formulations
Custom Blending
Marion-Kay specializes in formulating custom blends to your specifications. We offer customized blending services for restaurants, custom orders, and private label products. The company’s experts can help you create custom seasoning blends that are packed with flavor and remain consistent. MarionKay’s team is unsurpassed in its commitment to delivering creative, top-shelf blends.
Fundraising Programs
Marion-Kay founded the business with fundraising programs for churches, schools, organizations, sports teams, and other institutions. Its turnkey fundraising programs have helped hundreds of different groups achieve their goals.
What are you most proud of in relation to the company’s legacy?
Our Founder’s motto: “The only way to beat the competition is to make a better product”.
As well as this: “We are proud to be able to sustain 102 years in one family, and still do business, in most ways, exactly the way our Founder laid it out.”
Do you have any exciting upcoming plans for new products or initiatives?
Continue to grow the food service sector and custom blending accounts.
Genghis Grill is a perfect example of what such a resurgence can look like as, prior to acquisition, the stir fry concept founded in 1998 had closed more than 10 locations since 2019 and saw sales drop by over $10 million as a result.
Thus, Craveworthy has worked hard in recent years to reconceptualize the brand to fit the rapidly emerging fastcasual food segment, moving away from buffet-style food service.
Noticing a relative lack of competition surrounding the createyour-own stir fry model, Craveworthy implemented this framework at Genghis Grill so consumers could have increased autonomy over their food choices, while adding more Asian-inspired flavors and innovative hand-held options like Bowl-ritto and layering in virtual brands such as Lucky Cat Poke Company.
Genghis Grill’s first new site, which opened in June 2023, is strategically located outside of Ohio State University’s campus in Columbus and has generated excitement, positivity,
and, most importantly, profit since its launch.
According to internal reporting in February 2024, by collaborating with Craveworthy, Genghis Grill has seen food and labor costs reduce by six and eight percent, respectively, resulting in a more streamlined operation.
AN ATTRACTIVE PROPOSITION
Of course, aside from ideas and innovation, what fuels Craveworthy’s next generation of fastcasual restaurants is a board of investors deeply committed to elevating emerging and mid-level brands into nationwide sensations through a collaborative resource model.
resources through purchasing power and technology, and ready anticipation of continued growth, making it an attractive prospect for potential investors.
Highlighting the success of Craveworthy’s growth strategy is its latest acquisition, Untamed Brands.
Four key factors differentiating Craveworthy from the competition are its rapid growth, incubation of venture capital (VC), ability to share
The parent company of Taim Mediterranean Kitchen and HCT Southern Chicken has seen the company add 20 locations to its growing portfolio, alongside $28 million in corporate revenue and $4 million in earnings before interest, taxes, depreciation, and amortization (EBITDA).
This achievement has set ideal foundations for Craveworthy’s five-year growth plan, which seeks expansion through franchise
CRAVEWORTHY’S CORE VALUES
• Community – Craveworthy’s family of brands have a common theme – creating food worth craving and exceptional guest experiences. All brands are active members of the communities they serve and strive to give back at every chance they get.
• Opportunity – The company is grateful to have the opportunity to provide people with their first job or the next step in their career, helping them to develop the skills necessary to succeed. Craveworthy deeply understands that every restaurant is only as good as the people it hires and the food it serves, so great pride is taken in developing employees.
• Support – Craveworthy is building an organization with a shared cultural foundation. As such, it is creating a best-in-class support center with a suite of shared services to enable efficient operations and drive competitive advantages for its brands. Each brand will maintain a distinct identity while committing to building a collective culture and, in turn, a winning team.
• Collaboration – The company aims to turn the restaurant industry on its head by being both a disruptor and a creator. It leverages each brand’s strength to drive success while thinking differently about rewarding customers, team members, and investors. Craveworthy’s leaders therefore foster collaboration among teams, franchises, and key stakeholders.
development and additional companyowned stores and acquisitions. Alongside an anticipated $1 billion in system-wide sales, Craveworthy’s growth plan seeks more than $250 million in revenue, 1,000 or more locations across the US, and $50 million in EBITDA.
Through expert leadership under Majewski, a well-established growth pipeline, supercharged innovation and technology distribution, and a culture of hospitality, Craveworthy is able to incubate its 11 current fastcasual brands, which are primed for immanent growth, with more acquisitions under consideration for the near future.
TECHNOLOGIES AND TRAINING
Amidst a new wave of technologies, such as QR codes for restaurant orders, online platforms for pick-up and delivery, self-service kiosks
at many fast-food franchises, and even robot waiters, Craveworthy recognizes how the customer experience can be transformed. However, while it is important to integrate technology to remain innovative and competitive, the company seeks to complement human interaction across franchises rather than replace it.
Though innovative food offerings are primarily what draw guests to its establishments, interacting with a skilled and attentive team is crucial to securing returning customers. Ultimately, Craveworthy believes personal connections are what create a memorable consumer experience. As such, the company’s training is rooted in ensuring its training programs are relevant on the ground at each of its sites, while prioritizing
upskilling to ensure staff are wellequipped to provide a premium customer service experience.
Cassie Miller, Vice President of Training, has created opportunities for upskilling with an internal program for Craveworthy’s franchise operators, where experienced coaches help high-performing staff gain the requisite skills to train other team members effectively. This initiative not only ensures a constant cycle of upskilling across Craveworthy’s brands but maintains consistent engagement with training as franchise operators can delegate responsibilities to employees who are already thriving.
In this way, Craveworthy cultivates a refreshed and energized approach to training and upskilling, resulting in a customer experience that perfectly complements the technologies used across its sites.
THE FINAL WORD
To round off each issue, we ask our contributing business leaders for their views on the same question
If you could work in another industry, what would it be and why?
Gregory Jones Vice President, OCL Group
“If I could work in another industry, it would be real estate development. Given my background in industrial construction, I'm drawn to the challenge of building large-scale projects that directly impact people's lives.
“Having experienced the stress of new home ownership during the subprime mortgage crisis, I've always been keenly interested in creating
more accessible and affordable housing solutions.
“In Canada and the US, the average homebuyer spends more on their mortgage than on food, transportation, and utilities combined.
In the real estate development market, I’d focus on developing affordable and sustainable housing solutions that address the growing housing crisis."
Sally Nordeen CEO, HighCom Armor Solutions
“I’d be most excited to more effectively integrate or deploy sophisticated capabilities from other industries, including robotics, automation, artificial intelligence (AI), and advanced materials, into nextgeneration armor to better protect our frontline defenders.”
“I'm going to cheat a little bit and talk about an industry that I've been in before, but at a very different time. I was in the energy industry in the past, but I think the energy transformation that's taking place is incredibly interesting.
“We're moving to more renewable energy sources, whether it be wind, solar, or hydrogen, so to be in that space would just be incredibly interesting.”
Are you a CEO/Director with a company story to tell? Contact North America Outlook now!
Chris Sower Senior Vice President and COO, Rinchem
Rosendin Electric
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