Aerial Management

would be our main supplier for most of our projects.” Where does Havenor see his company going in the next 10 years or so? He looks for a moment into his metaphorical crystal ball to tell us the answer. Knowing the future and planning for it (and the changes that usually come with it) are a lot like designing a new home or business building: you must be careful in your work and meticulous with your schematics. “We foresee our company continuing to work on some set plans,” he says, “maybe around four to six set plans. I feel the biggest struggle for homeowners is visualizing the outlook of a house and having a hard time starting from scratch when it comes to designing. Having some set plans with options to modify would be extremely helpful.We will definitely start moving into light commercial construction. Towards the end, we will be managing projects as a consultant or project management business. “There are challenges that are already present in the knowledge of the industry, such as managing subcontractors and making sure they follow through with their specific jobs and tasks,” he adds.“Keeping everyone current on job changes is also very important. With this knowledge, the opportunity will come as the reward, and it will mean the best building built with the budget at hand. It will be something you can show your kids and other family members, showing them that this project was built by our company, and that is the most rewarding facet of our job.” It’s a highly responsible and multifaceted job that Havenor performs very well. Properly managing all the employees and subcontractors on a daily basis is another ingredient crucial to Aerial Management’s success. You’ve got to realize efficiencies everywhere and maintain them to the best of your ability and know-how. “Wasted time translates to wastedmoney,”he declares, “so making sure people know what they are doing is key to having a successful and profitable project. 5 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 01 AERIAL MANAGEMENT