Reconstructing Construction

“WE HAVE INTENTIONALLY FORMED THESE FIVE OPERATING TEAMS TO REMOVE ANY REMAINING BARRIERS. THEY ARE ENCOURAGED TO ACT AS ONE, SHARING RESOURCES AS CLIENTS’ NEEDS DEVELOP.”

Glenn Shain, Vice President

MECHANICAL REORGANIZATION FOSTERS VERSATILITY AND OPPORTUNITY

WWith some seasoned

leadership retiring and the next generation of management primed to lead, it was time to re-examine, and reorganize, the Mechanical Construction arm of P1.

President Kollin Knox and Vice President Glenn Shain agree that four main goals drove the change: 1. Promote and prepare the next generation of leadership. 2. Eliminate self-imposed restrictions on teams by removing market and geographic segmentation. 3. Reduce corporate overhead costs by migrating towards a Team Leader/Doer model. 4. Position P1 for future growth, long-term success, and security.

“We need to prepare our next generation of leadership. With these changes, we are able to transition our high performers into a leadership role,” Kollin said.

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“We still have teams, but the walls of market and geographic segmentation have been eliminated, and the team leaders will contribute directly to the profitability of their respective team.” “We also wanted Mechanical Construction to closely mirror Electrical Construction, so the two can work more seamlessly together.” Glenn says the new team leaders will follow a “leader/doer” model. “It became evident that every time we needed to make any significant change, the team leaders under our current structure were so far removed from day-to-day project management tasks that we no longer intimately understood the impact those changes might have,” Glenn said. “As a team leader/doer, team leaders will be actively engaged in the process of project management, performing the same role the people they’re leading,” Glenn explained. “This means they have first-hand understanding of what steps need to be taken to improve productivity and accountability.” “We can tap into the diverse talent of our project

management staff and allow them to migrate freely between location and vertical market.” According to Glenn, the long-term goal is to keep adding boxes to the organizational chart, bringing in a continuous pipeline of talent. “As leaders, we have to live the values of the company - and show that by our own actions. One of those values is ‘Secure from the Ground Up,’” Glenn said. “Internally, that means providing for the legacy of the company. We are identifying the next generation of mechanical team leaders,” he said. “We are also allowing time for mentoring and leadership development between several P1 generations. Senior leaders who are still here can share experience and expertise, leaving behind what we can.” “We have intentionally formed these five operating teams to remove any remaining barriers,” Glenn said. “They are encouraged to act as one, sharing resources as clients’ needs are developed.” Speaking of realizing client needs, an increased focus on business development led by Steve Hinshaw, Rusty Roderick, and Tim Moore, along with mechanical estimating led by Dan Tylski, means a more unified front. “We are going to work daily on our own communication to make sure we’re presenting unified solutions to our clients,” Glenn said. “We’re not just pursuing new business, we’re continuing to cultivate existing relationships with those organizations we’ve worked with for decades, as many of them are going through their own growth and change,” Kollin said. “Business Development will become a much more active resource in helping busy team leaders with the relationship side of their business,” Kollin said. Because P1 has always been comfortable evolving and embracing change, the next chapter is a natural - and exciting - one. “These new construction teams have a long runway to mold new directions for P1 Construction, LLC,” Glenn said. “They have years ahead to provide the stability under which P1 can continue to grow and expand our geographic footprint and valued client base.” 

RETIRING! Congratulations to Vice President PAUL SMITH, who is retiring this April after 38 years of service to P1 Group and 43 years in the industry. Paul’s story will appear separately in the April P1 Connection newsletter. It’s hard to see someone of Paul’s caliber leave our ranks. His contributions and mentorship over the years have been invaluable, and we wish him all the happiness on his welldeserved retirement. 9