Also in this issue BACK CONSTRUCTION • LONGS DRUGS • WINCHESTER AIRPORT VOLUME 11, ISSUE 08 | AUG 2024 FIRSTLIGHT POWER PROVIDING RENEWABLE ENERGY SOLUTIONS ACROSS NORTH AMERICA
WWW.BUSINESSVIEWMAGAZINE.COM Email for all inquiries: info@businessviewmagazine.com 2422 Palm Ridge Road, Suite 820 Sanibel FL, 33957 239.220.5554 CONTACT US TITLE SPONSORS GREAT NEWS! Business View Publishing was named to the 2020 Inc. 5000 list of America’s Fastest-Growing Private Companies! Read the press release Editor in Chief Karen Surca Research Directors Paul Payne Brendan McElroy Thomas Hiley Chad Loveless Jessica Zaneis Mike Luchetta Ali Ahmed Jillian Hicks Javier Robles Contributing Writers Andrew Macfarlane Michelle Mahoney Brett Anningson Caroline Verner-Hiley Al Krulick Ian Gyan Dan Marcharia Director of Production Jared Ali Director of Administration Michelle Siewah Director of Marketing Nora Saliken Digital Strategist Jon Bartlow Art Director Renée Yearwood Managing Director Alexander Wynne-Jones COO Matthew Mitchell Executive Publisher / CEO Marcus VandenBrink 1 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 08
EDITOR’S NOTES Dear Readers, Back to school and back to work. These realities are facing families across North America as summer bids farewell and the fall takes center stage. Businesses and Cities large and small across the continent are also gearing up for the fall and the fourth financial quarter of 2024. Offering bold initiatives, adapting to economic challenges, and putting resident and customer-first policies in place to meet the demands of the fall months that lie ahead. Business View continues to cover it all, bringing to our valued readers the very best sector-focus series and business success stories across the continent. We are proud to be bringing our valued readers leading coverage of leading school districts across the US and Canada as we continue with our special sector-focused series in our August issue. Education remains a major economic driver as school districts across North America prepare kids for the jobs of today as well as those jobs that will surface in the new economy. Adapting educational focus to meet the demands of today’s careers for youth remains a top priority as well as prioritizing technology training and focusing on work and co-op experiences for their students. It is clear from our deep dive series that school districts are successfully pivoting to meet the needs of jobs and careers of the future. We sat down with school officials from Ansonia Public Schools, Buffalo Public Schools, Jackson Local School District, Romeo Community Schools, and on the post-secondary end, Northern Industrial Training to discuss their work-focused education and training programs. All of those we spoke to highlighted the key role that core values, career readiness, and educational initiatives have played, in preparing our students for future success. August saw resident-focused economic projects swing into full gear for the municipalities we spoke with for this month’s issue. We sat down with city officials from Andover, Kansas, Benson, Arizona, Carmel, Indiana, Fillmore, California, Hardeeville, South Carolina, Kerrville, Texas among other fastgrowing municipalities. Commercial growth coupled with residential growth has propelled these municipalities into representing some of the fastest-growing regions across North America as they continue to implement core infrastructure initiatives for their residents. Our July issue also brings top-tier company profiles including Chroma Energy Group, Dockside Tow and Stow, Gib-San Pools, Kristian Electric, and Longs Drugs (CVS Hawaii) among others as we dove head first into some of the key attributes that make these companies leaders in their field. With a robust economy to propel them forward and the woes of the pandemic firmly behind them, all these companies are steering their economic engines towards further growth in the latter half of 2024. As we continue to bring you the very best sector and industry-focused features, we hope that you have a little extra time to get outside to read them and welcome the warm spring weather at your doorstep. Karen Surca Editor in Chief 2 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 08
CONSTRUCTION 19 BACK CONSTRUCTION An ESOP Legacy Built on Exemplary Structure and Development 29 BOB’S POOLS & SCREENS Captains of Premier Pool Building 39 GIB-SAN POOLS Ontario’s Pool-Building Powerhouse 53 MLM INCORPORATED Looking Toward Growth and Sustainability CLEAN & GREEN 65 AEROSEAL Energy Efficiency in Construction and Retrofitting EMPLOYEE STOCK OPTION PROGRAMS 77 ACME TRUCK BRAKE & SUPPLY CO Over 30 Years of Transportation Repair Excellence 19 VOLUME 11, ISSUE 08 COVER FIRSTLIGHT POWER 2 EDITOR’S NOTES 7 OPENING LINES BACK CONSTRUCTION GIB-SAN POOLS 39 3 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 08
Google & Iowa: Building a Future Together. Learn More:
HEALTHCARE 171 THE FLORIDA HEALTH CARE ASSOCIATION How the Florida Health Care Association is Achieving the Gold Standard in Long Term Care 177 LONGS DRUGS (CVS HAWAII) Serving the Community Beyond Healthcare HOSPITALITY & TOURISM 201 TEXAS A&M HOTEL AND CONFERENCE CENTER The Story of Texas A&M Hotel and Conference Center Continues 211 WINDERMERE HOUSE The Congenial Cornerstone of Muskoka MARINE VIEW 223 DOCKSIDE TOW & STOW Anchoring Memories TECHNOLOGY & TELECOMMUNICATIONS 235 MILLENNIUM Millennium’s Strategic Growth and Impact ENERGY & INDUSTRY 89 CHROMA ENERGY GROUP Unlocking the Benefits of Solar 99 FIRSTLIGHT POWER Providing Renewable Energy Solutions Across North America 113 KDM CONSTRUCTORS Constructing a Community Focus 123 KRISTIAN ELECTRIC Offering Cutting-edge Industrial Services and Solutions in Western Canada 133 MYCOMPLY Spearheading Digital Workforce Management 143 NORTHERN INDUSTRIAL TRAINING (NIT ALASKA) How NIT Alaska is Shaping the Next Generation of Skilled Workers FOOD & BEVERAGE 159 WAIALUA FRESH Community on O’ahu’s North Shore VOLUME 11, ISSUE 08 CHROMA ENERGY GROUP TEXAS A&M HOTEL AND CONFERENCE CENTER 89 201 5 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 08
BUSINESS VIEW CIVIL AND MUNICIPAL View these features in our newest magazine The articles in this publication are for information purposes only. Business View Publishing assumes no liability or responsibility for any inaccurate, delayed, or incomplete information, nor for any actions taken in reliance thereon. The information contained about each individual or organization has been provided by such individual or organization without verification by us. The opinion expressed in each article is that of its author and does not necessarily reflect the opinion of Business View Publishing. AVIATION VIEW View these features in our newest magazine 251 CLAREMONT MUNICIPAL AIRPORT The General Aviation Pillar of New Hampshire 261 WINCHESTER REGIONAL AIRPORT Steering a Dynamic Flight Path Navigated by the Community It Serves CITY VIEW ANDOVER, KS BARTLETT, TN BENSON, AZ BLACK DIAMOND, WA CARENCRO, LA DERIDDER, LA NATCHITOCHES, LA CARMEL, IN CHETWYND, BC COALINGA, CA CROOKSTON, MN NEW ULM, MN ST. FRANCIS, MN FILLMORE, CA HARDEEVILLE, SC KERRVILLE, TX KINGS MOUNTAIN, NC MORRISVILLE, NC MOUNT AIRY, NC ROLESVILLE, NC PISCATAWAY, NJ PORTSMOUTH, VA RANCHO CUCAMONGA, CA REXBURG, ID RUSSELL, ON VERMILION, AB EDUCATION ONTARIO CATHOLIC SCHOOL TRUSTEES’ ASSOCIATION ANSONIA PUBLIC SCHOOLS, CT BUFFALO TRAIL PUBLIC SCHOOLS JACKSON LOCAL SCHOOL DISTRICT ROMEO COMMUNITY SCHOOLS CLAREMONT MUNICIPAL AIRPORT 251 6 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 08
Source- https://www.americancityandcounty.com/ , Maria Lehman, First published Aug 23, 2024 The first step to solving a problem is admitting there is a problem in the first place. Much of America’s infrastructure was built 50 to 100 years ago and has not been replaced or modernized to meet current needs and doesn’t address the needs of the future. Since 1998, the American Society of Civil Engineers (ASCE) has released the Report Card for America’s Infrastructure, which, every four years, does a deep dive into the state of various infrastructure categories. It provides both a letter grade and a narrative to explain how we need to work for future infrastructure needs. Simply put, for the past three decades, the grades have not been the kind you want to bring home to your parents. You cannot build a modern economy on top of crumbling infrastructure. Across the country, we are experiencing disastrous consequences in terms of human health and safety as well as economic impacts in insuring assets, along with the cost of rebuilding in the wake of a disaster. It does not matter if it is climate change-related or manmade. In response to these consequences, the ASCE released the Sustainable Infrastructure Standard, ASCE 73-23, a tool that provides guidance for infrastructure owners to develop and implement sustainable solutions throughout a project’s entire life cycle. It’s designed for a range of civil projects from energy to water to transportation systems and acts as a guide for engineers to develop and implement practices that promote sustainability and long-term reliability of infrastructure projects. It was introduced in October 2023, and we are starting to see the benefits of its implementation in projects across the country. Nonetheless, America’s communities are at a crossroads. A new survey and report released in July by GHD, a global engineering firm, reveals a mix of optimism and pessimism about the future needs of America’s infrastructure.Thirteen thousand people worldwide were surveyed, including 4,000 in the U.S., with a focus on responses from California, Florida, New York and Texas. It presents a comprehensive and nuanced understanding of intergenerational equity, which is focused on creating fair and just spaces that prioritize all generations, both now AMERICA IS AT A CROSSROADS WITH ITS INFRASTRUCTURE FUTURE Opening Lines 7 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 08
and in the future—all through an infrastructure lens.The survey results and report highlight the need for public infrastructure owners and consultants to listen carefully to their stakeholders to make better infrastructure development decisions. Resilience and adaptability of infrastructure are vital in mitigating the impacts of climate change, population growth and redistribution and economic fluctuations. In the past few years, there have been several bills, such as the Bipartisan Infrastructure Law (BIL), the CHIPS and Science Act, the Inflation Reduction Act (IRA), and the Water Resources Development Act (WRDA), that have significantly increased the federal share of infrastructure funding for the first time in decades. It is a recognition that the state of our current infrastructure needs to improve. Roads, bridges, water lines and other public infrastructure are a fundamental right, not a privilege, in a modern society. It should be noted that there has been support on both sides of the political spectrum for these bills. Not only were the votes bipartisan, but even those who may not have been supportive in the past are now seeing the positive impacts on their constituents and their communities. Today’s Congress disagrees on many policy or funding topics, but infrastructure is the exception. A recent great example is the Water Resources Development Act. WRDA is a bi-annual authorization bill that authorizes the U.S. Army Corps of Engineers to continue implementing key projects and studies that address water resource challenges nationwide. The Senate passed its bill by unanimous consent in August, and the House passed its version in July. WRDA is now off to a conference committee and will hopefully be signed into law before the current authorization expires in December. In May, the ASCE released an economic report, Bridging the Gap, which reinforced the need for continued federal infrastructure investment to save jobs and grow the economy. It finds that recent federal legislation addressing the nation’s rapidly growing infrastructure needs will save American families an average of $700 per year and save U.S. industries more than $1 trillion in gross output, including $637 billion in savings to the Gross Domestic Product if these newly established funding levels are maintained through 2033. That means lawmakers need to consider the next round of infrastructure investment since the BIL funding expires in 2026. The report shows the benefits of infrastructure investment to almost every industry. Here’s a link to the report. Take a minute and check it out. With the supplemental funding and focus on better delivery for the future, we must understand the needs for the next 50 years to deliver more durable and sustainable infrastructure. With the increase in funding and activity, we must ensure that the work is engineered to meet the current and future needs for not only the design and useful life of an asset but also for its financial life. There are many examples of infrastructure that is not meeting its financial life, where disasters are destroying assets before the general municipal bonds have matured. Or Public Private Partnerships that are renegotiated because there are serious challenges to a project’s financial viability. The solution to our infrastructure challenges is funding and financing by both the public and private sectors at all levels, so true risk-sharing partnerships are vital to unleashing private capital, as we have seen in many areas around the world. We desperately need to work together. The future is bright if we collaborate! 8 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 08
OPENING LINES TEAMWORK BETWEEN LOCAL GOVERNMENT AND UTILITIE SPELLS SAFER, SWIFTER POWER RESTORATION Source- https://www.americancityandcounty.com/ , Mike Zappone, First published Aug 02, 2024 An East Coast electric utility manager recently shared that his organization created an online portal for local government leaders across its service territory. The goal of the portal, in part, is to request in advance of a storm (or major event) each locality’s top three priorities for restoring power. Through the portal, there is also two-way communication between the utility’s community liaison and government leaders and police and fire chiefs. The utility can also tap data from its outage management system to tell local officials which circuits, substations, pumping stations and other assets are without power and how many crews are working on restoration. Not every locality has the technological or financial means to communicate about power restoration to the extent mentioned above. But there are a variety of ways to foster closer ties with electric utilities and their trade allies, especially before trouble strikes. The benefit is safely speeding up power restoration and shortening the tail of a storm. For example, to help coordinate the work of damage assessment and restoration during storms, a Northeastern utility established a public safety unit as a branch of its emergency response team and incident command system (ICS).The unit liaises with local fire and police departments to make addressing blocked roads and downed wires a priority even before restoration. Here’s how it works: In the wake of a storm, police can contact their utility liaison about an emergency with a single call, text or email. The emergency might be a driver trapped in a car with a downed wire laying on the vehicle.The utility, in turn, would make this a priority-one response. A utility crew assigned to fire and rescue work would then head for the scene. With that alignment and streamlined communication, government leaders and utilities can safely expedite emergency response and ultimately power restoration. By designating liaisons, pre-staging equipment and rehearsing scenarios and roles, each entity knows the other’s capabilities before a storm or major event. If clearing roads is the priority, the utility will know how many apparatuses the local department of public works has for the job. The electric utility can then earmark resources to accompany each apparatus and manage downed power lines that would complicate debris removal. Joint planning also allows all the entities to speak with one voice in updating the community and other stakeholders about the estimated time of restoration, or ETR.This builds trust with constituents, too, because all parties are working with the same information. ADOPTING JOINT EXERCISES For a municipality, joint planning starts internally by assessing each department to ensure managers have their business continuity and emergency response plans. Once they have their plans, government managers would run drills (drawing on a utility’s past storm data related to numbers of outages, poles down, roads blocked, etc.) with their utility 9 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 08
ES government officials can take it upon themselves to meet with a utility’s incident commander and staff. The utility IC can bring these officials in to observe and participate in a utility’s annual exercises. Establishing community partnerships between government and incident commanders before a storm is a critical opportunity to set priorities for re-energizing assets. In these meetings, government officials can add or even elevate the importance of what might be a low-visibility location like a water or sewage treatment plant. Once government officials and utilities establish stronger relationships, the parties should be mindful of promotions and elections because these events may require introducing oneself to new members of the “government-utility team.” By keeping an eye on people who are changing roles,there is an opportunity to cultivate and educate a new contact who will benefit from understanding the government-utility team’s overall storm plan. Building and maintaining these connections before a major outage ultimately means faster restoration of services for constituents. counterparts to make sure the plans hold up. From there, government leaders and their utilities can share their plans with private sector counterparts and run simulations. PUT IN PLACE AN INCIDENT COMMAND SYSTEM Rehearsing for the worst-case scenarios is critical, but so is having a structure for directing resources. Utilities began adopting ICS in the early 2010s after major storms like Hurricanes Irene and Sandy battered the Northeast United States, and they needed to improve their response. With ICS, there is one incident commander for the utility, and the support teams are trained in specific functional areas. Objectives and deadlines are established from the outset to facilitate consistent communications internally, with the public, regulators, and local, state and federal officials, so everyone knows the extent of the issue and when they can expect power to be restored. Even long before a storm strikes, local and county 10 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 08
OPENING LINES MANATEE COUNTY SHERIFF’S OFFICE TRANSFORMS PERFORMANCE MANAGEMENT TO IMPROVE SERVICE Source- https://www.americancityandcounty.com/ , Julie Bechwith, First published Aug 16, 2024 Residents are flocking to Manatee County, Fla. From 2010 to 2021, the county’s population grew by a whopping 33% to 429,000. And while the number of citizens increases, the local sheriff’s office is faced with a familiar challenge: an ongoing shortage of officers. According to a 2024 survey by public sector HR management company, NEOGOV, which explored the effects of the ongoing hiring crisis on the public sector, 33% of agencies report impacts to service. The 700 public sector HR professionals and job seekers who were surveyed also note that law enforcement is one of the hardest areas to fill. Between 2019 and 2023, there was a 40% increase in the number of job openings for police officers.At the same time, the number of applications per job decreased by 39%. Understanding the nature of today’s job market and the importance of effectively recruiting and retaining its employees, the HR department at Manatee County Sheriff’s Office took important steps to transform the way it evaluates employees’ and managers’ performance. The goal: to bring accountability and consistency to the performance management process, boosting morale and improving retention over the long term. RECOGNIZING THE NEED According to the U.S. Census Bureau, the population in Manatee County increased “3.8% between 2021 and 2022.” The Manatee County Sheriff’s Office has experienced this growth first-hand. In the past nine years, the agency went from serving 360,000 citizens to more than 430,000 citizens today.As the population grows, so does the need to make processes more efficient to best serve the needs of the community and its employees. The Manatee County Sheriff’s Office’s HR team recognized that its method of performance evaluation, which was time-consuming and required extensive spreadsheets and paper forms, was no longer sustainable. Additionally, supervisors who are often responsible for 10 to 12 officers, some that require monthly evaluations, were tasked with manually drafting in-depth evaluations. This resulted in generic performance reviews and neglected the important relationship between supervisor and employee. With a focus on streamlining processes and improving employee retention in the face of hiring challenges, the HR team recognized a strong need to better engage with and provide consistent feedback to employees and managers alike. PREPARATION IS KEY TO SUCCESS Before choosing a system, the HR team took two key steps to prepare to transform the agency’s performance evaluation process: 1. Start with an audit. The HR team began by taking a detailed look at their existing employee evaluation processes to identify core strengths and weaknesses. Public sector agencies are often forced to adapt private sector technologies, despite their unique needs. The Manatee County Sheriff’s Office was no different. After initially deploying private sectorspecific software, it realized the technology was not well-equipped to handle the nuances of the public sector. An audit helped the team realize the gaps 11 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 08
that required extensive workarounds, the HR team eliminated dependency on spreadsheets and paper forms, streamlining operations and reducing the administrative burden. 2. Encourage ongoing communication: The new system emphasizes continuous communication between employees and managers to boost morale and foster success. This culture of ongoing feedback and collaboration enables individuals to receive timely, relevant guidance and support. 3. Leverage automation: By leveraging automation, the HR department significantly enhanced efficiency.The new system automates routine tasks and customizable workflows, providing HR professionals with more time to focus on strategic initiatives and employee development. The transformed approach to performance management has saved the sheriff’s office more than 2,100 hours of manual HR work, boosted evaluation completion rates by 30%, and given employees and managers alike a more meaningful way to collaborate and grow. Additionally, the transparency and visibility provided by this approach has fostered a more collaborative environment. Employees and managers now have a clearer understanding of performance expectations and can work together more effectively to achieve their goals. In the public sector, accreditation is always top of mind. In addition to enhanced efficiencies, the HR team can now rest assured that accreditation requirements are met with the accountability and consistency of performance evaluation processes and ensure all employee information is always up to date. LOOKING AHEAD As Manatee County continues to grow, the sheriff’s office is now well-equipped to handle the evolving needs of its community. The improved performance management system provides a solid foundation for ongoing development and improvement. By staying ahead of the curve and embracing a techforward approach, the agency is poised to better service its employees and its community and maintain its commitment to excellence in public service. it could not fill. For example, the system was not automatically updated when employee information changed, so employee payroll information, evaluation schedules and future promotional actions had to be updated by hand. 2. Determine the needs of supervisors and employees. An audit of the software system showed the obvious gaps in manual vs. automated workflows; however, no input is as valuable as the supervisors and employees in an agency. The HR team held roundtables with employees at all levels to learn about what they needed in preparation for an overhaul of their performance management system. EMBRACING A TECH-FORWARD APPROACH After identifying its specific needs, the HR team evaluated and chose a public sector-specific software system that could accommodate these nuances and simplify its performance management processes. By doing so, the HR team eliminated outdated spreadsheets and paper forms, encouraged ongoing communication, and leveraged automation to enhance efficiency. 1. Eliminate outdated practices: By moving away from the private sector-specific software system 12 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 08
LEADERSHIP IN FOCUS IN NBAA’S SMALL OPERATOR LEARNING SERIES OPENING LINES Source- https:nbaa.com/ , News, First published Aug 16, 2024 Leadership Series Part 2: Addressing Leadership in a Small Flight Department; Striving for Excellence called upon business aviation industry experts Jenny Showalter, founder and chief motivational officer at Showalter Business Aviation Career Coaching, and Jim Lara, founder of Gray Stone Advisors, to explore the nuanced challenges of leadership specific to small flight departments. The panelists, moderated by Dylan Miller, Challenger 604 captain and co-chair of NBAA’s Small Flight Department Subcommittee, shared practical strategies and empowering leadership practices aimed at achieving excellence in operational efficiency and team cohesion. Often, small flight department leaders just happen into the role, whether by convenience or seniority, panelists said.“Instead of looking at seniority, as an industry we need to start teaching leadership skills and developing people into leadership positions,” said Showalter. SHOWALTER ALSO SHARED HOW EXPECTATIONS OF A LEADER ARE CHANGING. “People today want an empathetic leader,” she said. “They look for leaders who understand their whole 13 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 08
Operator Learning Series are eligible for Certified Aviation Manager (CAM) credits toward application or recertification. The “Navigating Leadership in a Small Flight Department” series will culminate in a live, interactive session taking place prior to the 2024 NBAA Business Aviation Convention & Exhibition (NBAA-BACE), providing attendees of the Oct. 21 Small Operator Symposium with a unique opportunity to connect with industry experts in-person. Learn more about the symposium. self, not just their working self. Especially in business aviation with such demanding roles, both in terms of time and expertise, it’s important that leaders understand what’s going on with their team in the rest of their lives.” This session follows Part 1: Becoming a Great Leader, which shared principles of effective leadership: vision, integrity and adaptability. In that session, panelists shared strategies to cultivate a culture of safety within teams of any size and explored the nuances of leadership dynamics in diverse work environments. Those who complete all sessions of the Small 14 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 08
OPENING LINES WHAT WILL THE REMAINDER BUSINESS AIRCRAFT SALES Source- https://nbaa.org, News, First published Aug 24, 2024 Looking toward the final quarter of what has already been a very interesting year, an Aug. 21 NBAA Thought Leadership webinar examined what we might expect for business aircraft sales and industry growth for the remainder of 2024. Sponsored by Mesinger Jet Sales, “What Floats the Boats and Keeps Their Sales into the Wind?” examined past trends and current realities. For example, while “things tend to be slow in an election year cycle, with [buyers] sitting on the fence,” moderator Jay Mesinger said 2024 is shaping up to defy conventional wisdom. Jetcraft CEO Chad Anderson agreed. While sales have declined from the peaks of 2021-2022, “supply [of aircraft] has climbed and that’s exactly what we needed,” he said.“We finally have a balance of supply that our clients can logically select from.” “We were acutely aware in June that summer was upon us, but it made an abrupt turn in July,” added OGARAJETS President and CEO Johnny Foster.“We’re very bullish as we roll into Q4.” Lagging factors do remain, however. Panelists cited continued supply chain issues and the lack of available slots at maintenance facilities for pre-buy inspections. VIEW THE RECORDED NBAA THOUGHT LEADERSHIP WEBINAR “We’re seeing more and more creative solutions,” said Brian Proctor, president and CEO of Mente Group LLC. “We see it on scheduling, we see it on procurement, we see it on maintenance.” That may include guaranteed spare parts inventories as a stipulation in purchase contracts. Anderson noted buyers may also look to a nonmanufacturer maintenance provider or going outside the country. “Most buyers prefer a U.S. pre-buy,” he said, “but there are quality facilities outside the borders of the Americas. It will cost more, but [the pre-buy] can typically get done much quicker.” Despite the uncertainties surrounding the presidential election, panelists cited other factors weighing more heavily on purchase decisions. “Interest rates are the biggest change we’ve seen from an inventory perspective,” Proctor said.“There’s a significant delta between where we were four years ago and where we are today.” “This industry today is significantly more complicated than it was five years ago, and certainly more than 15 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 08
R OF 2024 BRING FOR S? Exhibition (NBAA-BACE), coming to Las Vegas, from Oct. 22-24. “We will celebrate all things business aviation, put buyers and sellers together, show the technologies and meet with all the government officials,” he said. “We’ll inspire people and fire imaginations.” 10 years ago,” Foster added, pointing to new FAA and IRS regulations impacting the industry, as well as decreases to bonus depreciation in 2025. NBAA President and CEO Ed Bolen thanked the panelists for their views on the “exciting” year underway, adding that prospective aircraft buyers can gain additional purchasing guidance and information at the NBAA Business Aviation Convention & 16 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 08
construction 17 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 08
BACK CONSTRUCTION AN ESOP LEGACY BUILT ON EXEMPLARY STRUCTURE AND DEVELOPMENT BOB’S POOLS & SCREENS CAPTAINS OF PREMIER POOL BUILDING GIB-SAN POOLS ONTARIO’S POOL-BUILDING POWERHOUSE MLM INCORPORATED LOOKING TOWARD GROWTH AND SUSTAINABILITY THE POOL & HOT TUB ALLIANCE ONLINE ARTICLE 18 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 08
BACK CONSTRUCTION AT A GLANCE BACK CONSTRUCTION WHAT: A leading design-build remodeling company known for its exemplary customer service, craftsmanship, and innovative culture. WHERE: Lexington, Kentucky, USA WEBSITE: www.backconstruction.com AN ESOP LEGACY BUI EXEMPLARY STRUCT & DEVELOPMENT STRONG STAKEHOLDER ENGAGEMENT AT THE CENTER OF AN IMPACTFUL CULTURE 19 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 08
ILT ON TURE Within the Bluegrass Commonwealth of Kentucky, there is a company actively demonstrating the immense potential the ESOP structure presents to the entrepreneurial community. Headquartered in Lexington, Kentucky, BACK Construction has shown that with a properly leveraged and rewarding structure, smaller businesses can operate at the scale of an enterprise. 20 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 08
The company stands on a legacy of excellence and has solidified its market presence by leveraging the strong customer relationships and trust it has built over time. It’s known for maintaining high standards of customer service and craftsmanship, which have become synonymous with its brand. Internally, BACK Construction fosters a culture of innovation and continual improvement. This means investing in the latest construction technologies, adopting sustainable building practices, and continuously refining their design-build process. The emphasis here is on workforce development, recruiting and retaining skilled tradespeople, offering competitive benefits, and providing continuous professional development opportunities. The success of BACK Construction is reflected in its ability to consistently deliver exceptional results, foster a loyal and skilled workforce, and adapt to the evolving needs of its clients and industry. A thriving, innovative, and community-focused company, BACK Construction’s growth will manifest in increased market share, satisfied clients, and a robust, engaged team that embodies the spirit of ownership and excellence. A STORIED BEGINNING Founded in 1981, BACK Construction began as a collaboration of four partners: Billy Knight, Alvin Edge, Chuck Ross, and Kyle Whalen. Their shared vision and dedication quickly transformed the company from subcontracting to home building. As time passed, Knight and Edge departed, leaving Ross and Whalen to steer the ship, and in 1994, current President Rob Hundley joined the team, becoming a partner alongside Ross and Whalen in 1998. “Then over the next two years, we started doing more and more remodels, which led us to make the conscious decision to focus on remodeling,” Hundley explains. Driven by passion and the evident community need for professional remodelers, the company shifted its focus. In 2003, Ross left to pursue a different path, leaving Whalen and Hundley to run the company. The two leaders then led the company through a transition to an Employee Stock Ownership Plan (ESOP) on December 31, 2021, arguably the most influential decision in the company’s history. The decision to become an ESOP was rooted in Whalen and Hundley’s commitment to the company’s employees. 21 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 08 BACK CONSTRUCTION
The company has always aimed to offer benefits comparable to larger corporations, such as paid vacations, holidays, health insurance, dental, and matching 401(k) plans. Now that it is an ESOP, it offers all of that on top of continually growing an ESOP that employees don’t have to contribute money into. “So, selling to an ESOP just made a whole lot of sense,” Hundley says, highlighting that the ESOP transition empowered the entire team, making each member a beneficial owner of the company. This shift aligned perfectly with the already forwardthinking and inclusive culture and fostered a sense of ownership and responsibility among all employees. “Becoming an ESOP made our leadership team much more impactful because they feel it more, they own it more. They’re more engaged. They’re just like the rest of the company, but now there are not just two people sitting in the ownership chairs. There’s technically 68 team members sitting in that chair,” Hundley says. COMMUNICATING ESOP VALUE TO PROMOTE ESOP CULTURE The ESOP transition undoubtedly enhanced BACK Constructions’ leadership structure. While Whalen became CFO and Board Chair, Hundley stepped into the role of President and CEO. With the remaining employees now acting as stakeholders, company members are more engaged and taking greater ownership of their roles and responsibilities. Moreover, leadership development has become more crucial than ever. By nurturing future leaders within the organization, BACK Construction ensures that their core values and commitment to quality are perpetuated. This involves providing robust training programs, and mentorship opportunities, and creating an environment where employees feel valued and empowered. Fortunately, this heightened sense of responsibility has improved the company’s overall performance, from job site safety to customer service. However, having everyone simultaneously play the role of owner and employee means that clear, consistent, and proper communication must be paramount. Internally, BACK Construction promotes its ESOP’s value through regular meetings and transparent communication. It hosts annual ESOP meetings, where items like 22 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 08
NEW WOLF RANGES Completely reimagined, inside and out If you love cooking or appreciate beautiful appliances, you deserve a Wolf Range. These luxury pieces have represented quality, performance, and innovation for years. Now, Wolf is introducing two new ranges: Dual Fuel Ranges and Induction Ranges. DUAL FUEL RANGES Wolf’s patented dual-stacked, sealed gas burner design provides precise temperature control and a spark ignition system for improved safety. The upper-tier burner delivers exceptionally high Btu for searing and boiling, while the lower-tier produces a subtle flame for simmering or melting. This stainless steel range looks amazing in any kitchen. Available in 30” and 36” widths, or up to 48” and 60” widths with two ovens. INDUCTION RANGE Wolf’s new Induction Range provides efficiency, control, and consistency atop a Dual VertiCross™ convection electric oven. A modern alternative to the professional-style range, the minimalist design offers a higher cavity for easier access. The scratch-resistant surface provides precise temperature control and features an interactive full-color touch screen. The black surface resists staining, while the Bridge function joins two induction zones into one large area. Available in 30” and 36” widths. UPGRADE YOUR KITCHEN, YOUR MEALS, AND YOUR LIFESTYLE WITH THESE APPLIANCES. Our showrooms are designed to inspire, with bath, kitchen and lighting choices from top brands curated in beautiful, hands-on displays. From product selection to delivery coordination, an industry expert will be there to support your project every step of the way. fergusonshowrooms.com YOUR PROJECT IS OUR PRIORITY YOUR LOCAL SHOWROOM: LEXINGTON BACK CONSTRUCTION
financial statements and stock appreciation are discussed, and considering that BACK Construction is 100% employee-owned, these meetings have been particularly impactful. This transparency and involvement have increased employee engagement and pride in the company’s success. “We’re in [ESOP] year 3… and it’s great because people are seeing the stock appreciate in real time relative to where we started two years ago,” Hundley explains. However, it’s not just the numbers that positively affect the company environment; BACK Construction also favors supporting a lively and family-oriented atmosphere among employees. The company often hosts events and get-togethers for the employees and their families, the most notable being the annual Christmas party and the 24 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 08
monthly team building breakfasts. Externally, the company makes sure to consistently highlight the advantages of its ESOP status in marketing materials, showcasing its talented workforce and emphasizing our 100% employeeowned status. It markets heavily on social media, making sure to occupy large portions of the local webspace, an approach that not only boosts team morale but also allows it to focus its efforts on being the dominant constructive force within its region. RECOGNIZING PRESENT AND FUTURE IMPACT BACK Construction’s commitment to quality and customer satisfaction has garnered numerous accolades. It was named the Best in Lexington for Home Remodeling by Smiley Pete Publications in 2024 and has consistently received the Readers’ Choice Award from its local newspaper from 2011 to 2023. Additionally, the company has been recognized on a national level by Houzz and has been ranked in the Qualified Remodeler Top 500 since 1999, most recently ranking at 153, highlighting its stellar service and design and won the award of the 2018 Small Business of the Year - Commerce Lexington Inc.’s Salute to Small Business” 25 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 08 BACK CONSTRUCTION
Awards such as these reflect the company’s dedication to maintaining high standards and continually improving services. It’s important to note that BACK Construction’s operational success also relies heavily on strong relationships with key vendors and subcontractors. “With the sheer amount of volume… we have to have partners that match our criteria on multiple levels. What we look for is great customer service,” Hundley says, explaining that the vendors they work with do an excellent job upholding the company’s standards, timelines, and project budgets. Companies like Mueller Roofing and Ferguson exemplify the high standards the company expects, providing exceptional customer service and quality products. These partnerships are crucial, given the custom nature of our projects, so the company continuously seeks vendors who align with its commitment to excellence and customer satisfaction. Luckily, the partners they have now understand what the company is trying to accomplish and have been on board for years. Overall, the ESOP structure has significantly influenced BACK Construction’s company culture, driving higher engagement and accountability. SMALL ENOUGH TO LISTEN, BIG ENOUGH TO DELIVER MUELLER DISTRIBUTORS TRUSTED SINCE 1875 Roofing (Residential & Commercial), Siding, Windows, Railings, Columns, Doors & More NEARLY 150 YEARS of industry knowledge. 877.711.6789 | www.Mueller1875.com Building products for all your job site needs. LOCKLAND | QUEENSGATE | COLERAIN COVINGTON | DAYTON | FAIRBORN COLUMBUS | LEXINGTON | LOUISVILLE 26 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 08
Employees now take greater pride in their work and the company’s success. This shared ownership mentality fosters a collaborative environment where team members are proactive in maintaining safety, quality, and customer satisfaction. The vesting schedule, which increases by 20% annually, rewards longevity and commitment, further reinforcing a culture of shared success. “We show that we value them and the longevity of the team members as they stay here, mature, and grow with BACK construction. The vast majority get it, appreciate it, understand it, live it, and then even preach it,” Hundley says. THE FUTURE OF BACK CONSTRUCTION IS BRIGHT. With a growing demand for remodeling services, it plans to expand all five of its divisions and focus on sustained growth and continual improvement. The core value of continual improvement guides its efforts to further enhance its services for the benefit of our team and customers. The company is also exploring additional services that could complement its current offerings, ensuring that it remains at the forefront of the industry. Equally important is the need to expand their service offerings strategically, exploring new areas such as smart home technology integration or eco-friendly remodeling solutions. As it moves forward, BACK Construction remains dedicated to excellence, innovation, and community. 27 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 08 BACK CONSTRUCTION
The transition to an ESOP ownership has strengthened the team, improved performance, and set the stage for a bright future. With a commitment to steady progress and a focus on meeting the evolving needs of its clients, this company is poised to continue building on its legacy of success. The future is promising, and together, as employeeowners, BACK Construction is ready to embrace and conquer the opportunities ahead. PREFERRED VENDOR/PARTNER n Ferguson Enterprises Inc. www.ferguson.com Whether you’re renovating an outdated bathroom or building your dream kitchen, Ferguson Bath, Kitchen & Lighting Gallery offers the widest selection of products from today’s most recognized brands. Our state-of-the-art showrooms and expert consultants ensure the kitchen, bath and lighting products you select are a perfect fit for your project. n 84 Lumber Company Lexington Ky www.84lumber.com n Mueller Roofing Distributors www.mueller1875.com n Pella Windows & Doors www.pella.com 28 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 08
CAPTAINS OF PREMIER PO BUILDING BOB’S POOLS & SCREENS AT A GLANCE BOB’S POOLS & SCREENS WHAT: A leading pool construction company known for its service-centric values and well-managed operational structure. WHERE: Casselberry, Florida, USA WEBSITE: www.bobspoolsandscreens.com 29 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 08
F OOL TECHNOLOGICAL ADVANCEMENTS AND PARTNER-BASED OPERATIONS BUILD SUCCESS IN CENTRAL FLORIDA Headquartered in Casselberry, Florida, Bob’s Pools and Screens has thrived over the years thanks to its service-centric values and well-managed operational structure. The company’s strategy largely relies on planning that anticipates market shifts and customer needs. Additionally, integrating cutting-edge technology into the operation has streamlined operations 30 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 08
and enhanced the company’s overall customer experience, setting it apart in the competitive landscape. Bob’s Pools and Screens’ supportive workplace culture empowers its dedicated team through clear communication and ongoing opportunities for personal and professional growth. By focusing on creating a workforce that feels valued and motivated, the company ensures consistent delivery of high-quality service that exceeds customer expectations. As it continues to expand, the company’s strategy revolves around community engagement and customer satisfaction. Bob’s already has an established legacy of trust and reliability, and it aims to deepen its relationship with local homeowners and home builders alike. By expanding its service offerings and maintaining a focus on safety and eco-friendliness, over the years, Bob’s Pools and Screens has become a recognized authority in pool construction and service. Success for Bob’s Pools and Screens means not only achieving financial milestones but also enriching the lives of our customers, employees, and community. It’s about creating beautiful, functional spaces that bring joy and relaxation, all while upholding the core values of integrity, innovation, and superior craftsmanship. BUILDING A FAMILY-FOUNDED LEGACY Founded by Robert Wendorf in 1974, Bob’s Pools began with a visionary leap of faith.Armed with his inheritance and a drive for success, Robert acquired the soon-to-be iconic Tropicana Pools building in Orlando, Florida, transforming it into Bob’s Pools. Initially focusing on renovations and full-service pool installations, the company soon secured a pivotal contract with Ryland Homes, propelling it into the realm of home builder partnerships and expanding its influence in the industry. 31 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 08 BOB’S POOLS & SCREENS
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However, in the early 2000s, adversity struck with the aftermath of hurricanes and the loss of the company’s screen building division due to employee departures. While this was a loss, it also presented an opportunity for growth. Undeterred, Robert’s son and current owner, Eric Wendorf built an entirely new screen company division which was then re-integrated back into the company, after which it was aptly named Bob’s Pools and Screens. Wendorf, alongside his wife, took the reins in 2009 amidst a housing market downturn. Despite the rough economic conditions, Bob’s Pools and Screens not only persevered but soared during a time when other companies in its market struggled to stay afloat. The growth of the company has also been attributed to the extreme dedication of Elyse Dorr who has been instrumental in many of her efforts within the company. “So my wife and I, during our first year of business owning it all by ourselves, took the company from $3 million to about $18 million from 2009 to 2018,” Wendorf explains. The immense development gave the company the ability to speed up its production timelines without having to compromise on quality. Wendorf and his wife refocused efforts on recovering from the reduction in pool contracts caused by the economic headwinds of the time. By 2018, the company had done so well that it had begun acquiring more strategic partnerships allowing it to secure larger and larger accounts. The most notable of these accounts was undoubtedly the contract secured with the Lennar Corporation, which gave the company the daunting yet lucrative task of constructing 600 swimming pools. Thanks to the Lennar account, the company catapulted to $60 million in revenue by 2020, further adding to the momentum it had been gaining in the years prior. Fortunately, that motion wasn’t deterred by even the COVID-19 pandemic thanks to the company’s reliable distribution practices and partnerships. INTEGRATING TECHNOLOGY AND ACCOUNTABLE OPERATIONS The key to Bob’s Pools and Screens’ success lies in two factors that both play a pivotal role: innovative 33 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 08 BOB’S POOLS & SCREENS
technology and engaged employees. Much of the company’s operations — from its processes to its finished pools and products — seamlessly incorporate advanced software. Two of the main software the company uses are ProEdge Build and iAqualink, which work together to handle the bulk of the pre and post-build operations for their pools. ProEdge Build, a scheduling software, handles prebuild planning and intra-build tracking. It allows employees to track leads through the sales process, accurately predict job costs, and facilitate communication between clients and designers, as well as many other uses. 34 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 08
iAqualink, on the other hand, manages all automated pool functions, tracks chlorine or salt level regulation, and can even remotely control and customize the pool’s lighting. As Wendorf explains, it provides “total pool control and maintenance.” These two programs collaborating are responsible for a large portion of the company’s enhanced operational efficiency and customer experience. However, it’s not just technology that creates the customer experience; collaborating with other companies is also a necessary part of the strategy. Central to Bob’s Pools and Screens’ success is a robust vendor network. “These are long-term vendors, vendors that have worked with us for 15 to 20 years, and we even have vendors that have worked with us for over 30 years,” Wendorf says. Among these long-lived partnerships, the most substantial relationship has to be with Pool Corp. which has provided Bob’s Pools and Screens with seamless supply chain management for over three decades. 35 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 08 BOB’S POOLS & SCREENS
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