margins.“If we can sustain our team as it is right now, and we can keep honing our systems and processes,” he believes MLM can navigate these challenging times. The goal of adding projects, even with small profit margins, is to build infrastructure and be prepared for when economic conditions improve. “When the good times come, I think that’s when we’re going to be able to recoup our investment and hopefully show a larger profit,” he asserts. EXPANDING CAPABILITIES AND MANAGING RELATIONSHIPS As MLM Incorporated continues to grow, Medrzycki explains that the company is making strategic moves to expand its geographical reach and technical capabilities. “Most recently, last week, I passed the Mississippi State license for building construction,” he announces proudly. This new license covers commercial and residential construction, marking MLM’s expansion into Mississippi. Alongside this achievement, the company is also pursuing an electrical permit in Louisiana. “We’re trying to get more technical and high-skilled trades in-house such as HVAC and electrical,” he explains, aiming to control costs and potentially establish self-standing divisions within the company. This strategic move could allow MLM to handle maintenance and work orders internally, offering more competitive bids on larger projects. Consequently, maintaining solid subcontractor relationships has become increasingly crucial for MLM Incorporated, especially in today’s competitive market for skilled trades. Medrzycki reflects on how his approach to these relationships has evolved over time. “When I was younger, I didn’t put that much value into it,” he admits. However, the shortage of skilled craftsmen has changed the landscape. “There’s not a skilled craftsman around the corner that will want to do a good job.Those days are over.” Skilled craftsmen have become more selective, and Medrzycki emphasizes the importance of treating them with care. “We have to tiptoe around some 59 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 08 MLM INCORPORATED
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