PIVOTING DURING A CRISIS

By Natalie Bruckner

Understanding the importance of when, why, and how to pivot your business during a crisis could constitute its ultimate success or failure, as Fontana, California-based SMACNA firm GES Sheet Metal knows. The company recently proved how a pivot done correctly can lead to greater opportunities and business growth, even during a pandemic.

In 2019, GES won a contract to become the architectural siding contractor for a $30-million job in Claremont, California. The company was tasked with providing designassist and custom metal work for the new McGregor Computer Science Center at Harvey Mudd College. At that time, nobody could have predicted that the world was about to be turned upside down.

Fast-forward a few months, and construction in parts of the country came to a halt. In those areas where sheet metal was considered an essential service, operations had to undergo a rigorous rethink in order to meet safety guidelines and protect workers.

It was this rethink that opened up new opportunities for GES.

President Johnny Reeves says that the McGregor Computer Science Center project is a great example of a tough design, combined with a tough schedule, during a pandemic.

While the project did indeed close briefly due to a shelterin-place ordinance, it opened just a few weeks later when it was deemed essential work. But “work as normal” could not resume.

The team at GES considered their options. How would they protect the workforce from exposure risks? What measures needed to be put into place to ensure safety protocols were met and staff were comfortable enough to actually go to work? And what about material procurement? Would this impact the schedule? These were just some of the practices and systems that now needed careful consideration.

Fast-forward a few months, and construction in parts of the country came to a halt. In those areas where sheet metal was considered an essential service, operations had to undergo a rigorous rethink in order to meet safety guidelines and protect workers.

Minimizing their exposure caused the team at GES to think about fabrications and installations a little differently. “We have had to be flexible in our thought process, while staying within the confines of the Center for Disease Control and Prevention (CDC) requirements for general COVID safety,” says Reeves.

For the installation on the project, GES realized time was of the essence and decided that modularizing fabrications in the shop would be a great alternative solution to create the 20,000 square feet panel system required for the project. This method proved so successful that the company is now considering continuing this practice.

While having the foresight to pivot operations ad hoc is one reason for the company’s success during this trying time, Michelle Lee, co-owner of GES, adds that success wouldn’t have been possible without teamwork and partnerships between the company and Local 105.

“Early on in the project, a partnership mentality was established which created a confidence,” says Lee. “It’s these kinds of relationships that seem to keep this project moving forward amid an ever-changing terrain.”

It was the “in this together” approach that helped smooth the process. Andrew Gonzales, political/communications liaison at Local 105, says the industry is always adopting new ways of doing things to seize market share. “It’s just that now we are seeing more opportunity for HVAC, fire life safety, and ventilation,” he says. “We are learning as much from our failures as we are our successes, but it’s essential we continue sharing our stories, as no-one knows what the future holds.”

Gonzales says since the pandemic began he has seen some big differences in how people operate, with GES being a great example. He adds that keeping updated and informed in order to get the message out to members has been an essential part of his job.

“As soon as COVID-19 happened, I started to track what was occurring here in our industry,” he says. “I reached out to members to get updates that could act as a guide for other members. There was so much misinformation in the regular press it was essential to go directly to the source to ensure what we were releasing was factual and up-to-date. As a result, our web traffic and social media numbers have increased as people have been seeking out information about what was going on. Labor-management relationships have become even more important. People were reaching out to those they trust.”

Across the country there are numerous examples of the success fostered by a labor-management partnership mentality—contractors and Locals working together to keep businesses afloat and help one another to work safely and smart.

One great example was SMART Locals collaborating with SMACNA contractors to produce and donate metal nose strips for the millions of masks being made by volunteer groups across the country. Another is Murphy Company and its team of Local 36 members who worked out how to install temporary ductwork along a hospital building so that several rooms could be converted into isolation rooms. They then shared this information with their Local so others could benefit.

The sheet metal industry has always been a business about people, and people need people, especially during these trying times. As Gonzales says, “The way buildings are being constructed is going to change, and I think it’s a good thing when you look at the lessons being learned. The silver lining to this [pandemic] is it will result in safer, more efficient practices and making sure members are fit, healthy, and still earning a living for their families. We are coming together more than ever to support one another.” ▪

Natalie is an award-winning writer who has worked in the United Kingdom, Germany, Spain, the United States, and Canada. She has more than 23 years experience as a journalist, editor, and brand builder, specializing in construction and transportation. When she’s not writing, you will likely find her snowboarding, mountain biking, or climbing mountains with her rescue dog.