This structural shift solidified a culture of accountability, teamwork, and long-term success. In fact, the employee-ownership model plays a foundational role in the company’s current regional success. In the past, teams would relocate to construct projects.The establishment of regional offices lifted that burden off the shoulders of the employees and created hubs of reliable work. The company has established regional offices in Florida, Georgia, Maine, New Hampshire, New York, North Carolina, Vermont, and Washington DC, ensuring employees can live and work within their established communities. “This business has changed in the last several years. Folks don’t want to pick up their families or leave to move to a new location. We’ve created these offices in places we’ve worked for years to really solidify ourselves more in those regions,” explains Chief Executive Officer Matt Cooke. This has allowed the company’s employee-owners to continue the great work they do without disrupting or sacrificing their work-life balance and family time. “We want our employees to be home every night, attending their kids’ baseball games and being active members of their communities,” Cooke says. “It’s about creating long-term regional relationships rather than simply moving teams from project to project.” In addition to workforce considerations, the evolving nature of the construction industry was also a strong motivator behind PC Construction’s regional expansion. This regional focus has also allowed PC Construction to tailor its approach to specific market needs. For example, in Georgia, high biosolid handling costs have driven a surge in construction work aimed at optimizing waste management. Meanwhile, in the Mid-Atlantic, the company recently completed WSSC Water’s Piscataway WRRF Bioenergy Facility, a project designed to convert digester gas into energy and ultimately save millions in operating costs. 62 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 04
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