backbone of its business. “We have always been about controlled growth because you can’t stay on top of things if you’re signing up new customers while the ones you have are walking out the door,” says former President Matthew Perezchica, explaining that for the company, growth is only meaningful when it’s sustainable. The company has been in business since 1988, so this disciplined approach is evident in its operations. “Our biggest focus has always been on people. You can buy great trucks and buildings and even sell quality products, but it all boils down to people,” Perezchica explains. This is a philosophy that the company acts on both externally and internally. For instance, when hiring challenges arise, the company strategically scales by selling off routes or pausing new account acquisitions to ensure existing customers receive the same exceptional service. Even so, the company’s employees see no disruption to their livelihoods because competitive pay and benefits are also a major focus at the company. This level of intentionality has earned them longterm loyalty inside and out. With many customers spanning generations and 1400+ accounts under its management, shaving some quantity off to ensure quality has never been an issue. It would be more accurate to say that these practices have allowed its growth.The company has expanded to include service and repair departments and grown two larger retail operations, where it sells Jacuzzi products ranging from hot tubs to massage chairs to cold plunges. Its service team alone has grown to manage a steadily increasing roster of accounts. They aim to reach a milestone of 2,000 active service customers — a figure they’ve carefully calculated to match their facility’s capacity. The company has already earned a coveted spot on the Pool & Spa News Top 50 Service Companies list multiple times, a distinction reserved for the best in 44 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 12
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