Also in this issue HOTEL EASTLUND • HURON REGIONAL AIRPORT • HARGROVE & ASSOCIATES BROCK GROUP L E A D I N G I N D U S T R I A L G R O W T H VOLUME 11, ISSUE 07 | JUL 2024
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 07
EDITOR’S NOTES Dear Readers, Already halfway through summer and it is hitting many that the long and hazy summer days may not linger on forever. Many are already gearing up for back-to-school and work commitments, while companies from coast to coast are looking ahead to the fall, and are busy implementing some key objectives. Cities and counties across North America are also not fooled into thinking that summer will linger on and are also planning resident-focused projects while looking ahead to key commercial and residential developments taking place in the fall. 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. A sector of interest continues to be education and July’s issue of Business View brings additional indepth features covering leading school districts across North America. Education remains the cornerstone to future success and with a new economy comes a shift in curriculum for many school districts across the US and Canada. Prioritizing technology training and focusing on work and co-op experiences for their students, school districts are successfully pivoting to meet the needs of jobs and careers of the future. We sat down with school officials from Bethel School District, Evansville Vanderburgh School Corporation, Gilchrist County School District, Imlay City Community Schools, James Bay Lowlands Secondary School, Lincoln County School District and on the post secondary end, Linn-Benton Community College 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. July 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 Bisbee, Arizona, Black Diamond, Washington, Davie, Florida, Coolidge, Arizona, Farmington, Minnesota, Manor, Texas to Marathon, Ontario among other fast-growing 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 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, we sat down with Brock Group Canada, Consolidated Minerals Inc, Hargrave and Associates, Hotel Eastland, and Living Stone Design among other organizations covering a cross-section of business sectors. 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 07
25 V O L U M E 1 1 , I S S U E 0 7 CONSTRUCTION 19 LIVING STONE DESIGN + BUILD Building a Legacy of Health, Innovation, and Community 25 NEXT CUSTOM HOMES Building Legacy and Innovation 35 WISCONSIN UTILITY EXPOSURE ‘Exposing’ Growth EDUCATION 47 LINN-BENTON COMMUNITY COLLEGE Where the future starts 57 NORTH DAKOTA STATE COLLEGE OF SCIENCE The Science of Learning COVER BROCK GROUP CANADA 2 EDITOR’S NOTES 7 OPENING LINES NEXT CUSTOM HOMES NORTH DAKOTA STATE COLLEGE OF SCIENCE 57 3 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 07
Google & Iowa: Building a Future Together. Learn More:
FACILITIES MANAGEMENT 147 GATLINBURG CONVENTION CENTER A Hub of Innovation and Growth 157 HOTEL EASTLUND Timeless Portland Hospitality FINANCE 169 JUSTICE FEDERAL CREDIT UNION Empowering Members; A Journey Through Innovation and Support EMPLOYEE STOCK OPTION PROGRAMS 69 CONSOLIDATED MINERALS INC. From Local Legacy to ESOP Success 79 HARGROVE & ASSOCIATES Shaping the Future of Industrial Engineering 89 OHIO SCREW PRODUCTS INC. The Vision Behind a Manufacturing Legacy 99 PARMAN HOLDINGS Building a Legacy of Ownership and Growth 109 R&K SOLUTIONS A Vision of Employee Ownership and Excellence ENERGY & INDUSTRY 121 BROCK GROUP CANADA Leading Industrial Growth 135 MIDWEST INDUSTRIAL SUPPLY INC. Supporting the Future of Northern Canada’s Aviation Infrastructure V O L U M E 1 1 , I S S U E 0 7 GATLINBURG CONVENTION CENTER BROCK GROUP CANADA 147 121 5 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 07
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 181 CHAUTAUQUA COUNTY AIRPORTS Supporting Growth and Connectivity 191 FOUR CORNERS REGIONAL AIRPORT Taking Off for the Community 201 HURON REGIONAL AIRPORT Flying Ahead 211 NORTH PLATTE REGIONAL AIRPORT Taking off into A Bright Future 221 TYLER POUNDS REGIONAL AIRPORT Soaring High CITY VIEW CANADIAN CREDIT UNION ASSOCIATION MARYLAND DEPT. OF COMMERCE - CHILD CARE SUPPORT FUND MINISTER NICOLAIDES – OP ED NEBRASKA HOSPITALITY ASSOCIATION US SOCCER FEDERATION BISBEE, AZ COOLIDGE, AZ BLACK DIAMOND, WA COLD SPRING, MN EAST BETHEL, MN FARMINGTON, MN SARTELL, MN BUTNER, NC CROSSFIELD, AB GIBBONS, AB LETHBRIDGE, AB DAVIE, FL ORLANDO, FL HOLYOKE, MA JACKSONVILLE, AL LA POCATIÈRE, QC LAMBTON SHORES, ON MARATHON, ON MEAFORD, ON NORTH DUNDAS, ON PRESCOTT, ON LEONARDTOWN, MD MANOR, TX MOUNT LAUREL, NJ SULPHUR, LA UTAH COUNTY, UT EDUCATION BETHEL SCHOOL DISTRICT IMLAY CITY COMMUNITY SCHOOLS JAMES BAY LOWLANDS SECONDARY SCHOOL BOARD LINCOLN CONSOLIDATED SCHOOL DISTRICT NORWELL PUBLIC SCHOOLS ROCKY RIVER CITY SCHOOL DISTRICT GILCHRIST COUNTY SCHOOLS SCHOOL DISTRICT OF INDIAN RIVER COUNTY SUPERIOR NORTH CDSB WEST GEAUGA LOCAL SCHOOL DISTRICT EVANSVILLE VANDERBURGH SCHOOL CORPORATION 6 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 07
APPLYING TECHNOLOGY TO FLIGHT RISK ASSESSMENT TOOLS Source-https://nbaa.org/ Editor, First Published July/August 2024 A flight risk assessment tool (FRAT) can be an extremely effective and powerful resource to improve pilot decision making and complement a flight operation’s safety management system, or SMS. Increasingly, business aircraft operators are turning to new technologies to move the FRAT beyond a simple checklist. “Risk management is essential to an effective safety program,” said Flying W Aviation, LLC Founder Jeff Wofford, CAM Fellow and former chair of the NBAA Safety Committee. “If a FRAT is too complicated, though, a pilot won’t use it. So, we must look at methods that are fair, effective and efficient.” FRATs come in many forms, including paper checklists that rely on the pilot to determine the level of risk for a given flight based on relatively easily defined metrics such as weather, fatigue and pilot experience. Answers may be ranked by number; the higher the final total, the “riskier” the flight. “We need to take this process more seriously,” Wofford added. “There have been a lot of accidents over the years in which the outcomes would’ve been a lot better had the pilots sat down and truly performed a flight risk assessment.” “I think of FRATs as a two-pronged tool,” said Robbie Moon, captain for a Fortune 100 company and member of the NBAA Domestic Operations Committee (DOC). “First, they’re a way for the company at large to ascertain risk at the tactical level and limit exposure to those risks. And they’re also a way to communicate those risks to other people within the organization.” More advanced examples include tablet and smartphone apps that follow the basic layout of paper FRATs, either as O p e n i n g L i n e s 7 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 07
standalone software or as part of an electronic flight bag. Most third-party flight planning providers also include FRATs as part of their services. With the proliferation of artificial intelligence (AI) across many aspects of the industry and society at large, it’s not surprising to also see automation applied to the FRAT process. New programs pull weather conditions, airport information and other metrics and provide a largely automated risk assessment for a given flight. While flight crews may balk at the thought of an AI-generated FRAT, David Keys, chair of the NBAA DOC and chief pilot for Peace River Citrus Products, noted the advantage of objective results over subjective assessments. “We started with a traditional FRAT at our operation, in which we’d come up with a number for runway conditions, for example, or crew rest,” he said. “Those numbers would then give us a final score of ‘green,’ ‘yellow’ or ‘red.’ “The problem with that,” he continued,“is that we’re a missionfocused industry. It soon became clear to us that our FRAT was basically a game of, ‘How can I adjust the numbers to let me go fly?’” The application of AI to the risk assessment process removes that element of temptation to provide an objective perspective, adding integrity to the results. It may also yield other benefits. “Automation is really the big difference maker in my mind,” said Matthew Simmonds, vice chair of the NBAA DOC. “An integrated risk assessment tool pulls available information as soon as a trip is scheduled and flags possible risk factors weeks before pilots even know there’s a trip coming.” For example,such tools can quicklymatch aircraft performance data against available runway lengths, even weeks ahead of time, and continually monitor NOTAMs for possible closures and other relevant factors. Weather forecasts, crew proficiency and rest, and other operational requirements may also be factored in, providing additional time to mitigate any risks and match the most qualified flight crew to the trip. “FRATs are great tools to help flight crews and managers identify risks and improve their decision making,” Simmonds added.“But it’s my opinion that automation and technological advancements are leading the way toward better ways of accomplishing that task.” Keys noted his operation uses one such platform that automates the data gathering process. “It provides factual observations over arbitrary assessments,” he said. “The program knows our performance limitations. If it’s going to be rainy, it warns us that our aircraft’s wet performance limits don’t allow us to use the shorter runway at the airport. “It’s still up to us to make the final decision,” he added, “but it brings a welcome added perspective.The platform also shares observations from other users, like if there’s wildlife on the airport. That information would never show up on my paper FRAT, but it pops right up on my [automated] risk briefing.” While acknowledging that “there is room for technological improvements and automations in the process,” Moon recommended the approach taken by one Part 135 operator that merged FRATs with crew briefings to review and discuss flight conditions and risk factors. “The captain might ask the first officer, ‘What risks do you see today?’ and that prompts a discussion,” he said. “Some crew members may not see the same risks, while others have the chance to voice their concerns. A briefing is a great way to clarify everybody’s thoughts and concerns and then address how to mitigate those risks. “Maybe the greatest risk of a FRAT is that it’s easy for the process to become rote,” Moon added. “A dedicated briefing slows down that process and gives pilots the chance to get centered on the task at hand.” Establishing a FRAT may seem daunting to flight operations that lack a formal risk assessment process. “Getting from zero all the way to a customized FRAT is a big ask for a lot of operations,” Moon said, “and may not be appropriate or possible for smaller outfits. “A good first step might be simplifying things to just two questions,” he added. “Before the flight, the captain might ask the first officer, ‘what risks do you see today?’ And then after the flight, ask each other ‘what can I do better next time?’ Keys suggested AI-assisted FRATmodels may offer advantages for small flight operations.“If one pilot in a two-pilot operation identifies a ‘yellow’ risk, odds are the other pilot will say ‘let’s go,” he said. “There is no chief pilot or director of operations to prompt another look at it and identify the need to mitigate that risk. “As AI rolls out it just makes sense that it will add to the safety dynamics of SMS,” Keys added. Regardless of what form a risk assessment may take, Wofford emphasized the need for standardized industry criteria throughout the process. “One flight department might assign a risk factor of ‘3’ for a condition that another might consider a ‘2’ or ‘4,’” Keys said. “Those numbers become arbitrary or subjective. “On the opposite side of that coin,” he continued, “we can’t make the FRAT so routine that pilots are just going down the line and checking off boxes without paying attention to what they’re doing. It can never be something pilots do just for the sake of doing it, or because the flight department requires one.” Simmonds also emphasized the need for flight operations to identify a risk assessment method that matches their needs. “There’s a gradient from ‘paper and pencil’ FRATs up to advanced AI-assisted programs,”he concluded.“In between are Excel spreadsheets and flight planning providers. Whatever you choose, it comes down to the user and the culture of the 8 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 07
OPENING L INES GENERAL DYNAMICS BUSINESS JET REVENUE JUMPS 50% environment,” CEO Phebe Novakovic said in a statement. General Dynamics delivered 37 business jets in the quarter, compared with 21 in the same period a year ago representing a more than 50% increase. The Federal Aviation Administration certified the G700 business jet just days before the quarter began, unlocking a surge of deliveries. In the first quarter, the company delivered 24 business jets. Despitecostpressuresowingtoabudgetconstrained U.S. defense budget, defense firms continue to see strong demand for military equipment amid Source-https://nbaa.org/ Aatreyee Dasgupta in Bengaluru and Mike Stone, First Published July 24, 2024 WASHINGTON (Reuters) -General Dynamics reported an 18% rise in second-quarter revenue on Wednesday, helped by higher demand for its ammunition and nuclear-powered submarines and a 50% year-on-year jump in revenue from business jets. “In the Aerospace segment, we are continuing to ramp up the pace of our G700 deliveries and our defense businesses continue to grow, reflecting increased demand in response to the threat 9 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 07
It reported net income of $905 million for the quarter ended June 30, compared with $744 million a year earlier. The $95 billion Ukraine-Israel aid bills passed by Congress earlier this year were expected to boost the order backlog for General Dynamics, which makes some of the artillery which is in heavy use in Ukraine. Other major companies that receive government contracts, such as Lockheed Martin, RTX Corp and Northrop Grumman should also eventually expect a lift from the funds. ongoing geopolitical conflicts. Profits at General Dynamics’ combat systems unit, which makes vehicles and tanks, were $313 million in the quarter, up 25% versus the same period a year ago. General Dynamics reported quarterly earnings per share of $3.26, just belowanalyst estimates of $3.27, but revenue of $11.9 billion was well above analyst estimates of $11.4 billion according to LSEG data. The Reston, Virginia-based company reported a quarterly revenue of $11.98 billion, up from $10.15 billion a year ago. 10 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 07
OPENING L INES CIRRUS DELIVERS 10,000TH SR SERIES AIRCRAFT—EXPANDING INDUSTRYREACH Source-https://www.avweb.com/ Amelia Walsh, First Published July 22, 2024 Cirrus is celebrating a major milestone as the company has delivered 10,000 SR series aircraft and 560 SF50 vision jets—making it the third largest aviation manufacturer in the world. The company’s 10,000th SR Series aircraft, appropriately named N10000, is on display at AirVenture this week. “From the Cirrus Airframe Parachute System (CAPS) to the Perspective Touch+ flight deck, Cirrus continuously innovates to provide owners with personal aircraft that set the industry standard for aviation safety, luxury, convenience and ease of ownership.We are honored to celebrate 10,000 SR Series aircraft deliveries with our team members, partners and stakeholders,” said Cirrus CEO Zean Nielsen in a July 22 press release. Cirrus says achieving the 10,000th milestone is a testament to the company’s innovation and ability to develop industry-leading products. One of the latest technologies Cirrus has introduced is the Apple Vision flight training goggles, which enable augmented reality walkarounds of aircraft. During a press briefing at AirVenture, Cirrus Aircraft President of Customer Experience Todd Simmons highlighted the company’s expansion, noting new aircraft programs in Kissimmee, Florida; Scottsdale, Arizona; and McKinney, Texas. Simmons mentioned that most of the customers in the Cirrus management program are Vision Jet owners. Simmons also noted that prior to the pandemic, some 13% of customers coming to Cirrus were new to aviation. He said that number spiked to around 40% during the height of the pandemic but today it’s about 29% who are new to aviation. 11 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 07
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DATA TOOL DESIGNED TO HELPSTATES AND LOCALITIES PROVIDE MEDICAL DEBT RELIEF OPENING L INES available for purchase at a discount, states and localities are often able to purchase this debt for pennies on the dollar,” the administration added in a statement. Pittsburgh, Pa., used its ARP funding to purchase and discharge $115 million in medical debt in August 2023, impacting 40,000 residents. “Providing relief at this scale, where $1 can Source-https:/americancityandcounty.com/ Ryan Kushner. First Published July 22, 2024 More than 15 million Americans have medical debt on their credit scores and a collective $49 billion in outstanding medical bills, according to a recent report by the Consumer Financial Protection Bureau. The Biden-Harris administration announced the elimination of $7 billion in medical debt by the end of 2026 through its American Rescue Plan (ARP) and recently called upon more states and localities to leverage the public funding to alleviate medical debt, which disproportionately impacts people in low-income communities. To help local governments determine the most impactful use for the funding, the Urban Institute launched a data tool designed to provide information about the status and history of medical debt in each locality. The dashboard provides details such as the percentage of people currently in medical debt and how that percentage has fluctuated over time, with data spanning from 2011 to 2023 for counties and states, according to the Urban Institute, a Washington, D.C.-based think tank for economic and social policy. The tool also shows the median medical debt in collections and the average household income in each area. “Potential debt drivers,” such as hospital concentration and hospital closures and mergers, are also available for each locality to see, as is the percentage of people who are uninsured. For example, the dashboard found that in Haskell County, Texas, 20% of residents lacked health insurance in 2022, data that could potentially help explain the area’s high number of residents experiencing medical debt. Medical expenses are currently the leading cause of personal bankruptcy in the U.S. and eliminating outstanding debt can have huge impacts for communities, according to the Biden-Harris administration. “Because past-due medical debt is frequently 13 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 07
debt for its residents by the end of 2024. “Unlike other debts, medical bills are rarely something people can plan ahead or shop around for,” Cleveland Mayor Justin M. Bibb stated. “No one should feel like they are being punished for getting sick and the immediate relief this program provides will be widely felt.” discharge up to $115 of burdensome medical debt, is plain common sense,” Pittsburgh City Councilman Bobby Wilson said in a statement at the time. “Coming out of a global pandemic, Pittsburghers deserve such direct relief.” Cleveland, Ohio, was also highlighted by the BidenHarris administration for its elimination of $81 million in medical debt last year. The city is on track to eliminate an additional $100 million in medical 14 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 07
OPENING L INES BIDEN ADMINISTRATION ANNOUNCES $1.8B IN TRANSPOR GRANTS FOR ‘COMMUNITIES OF EVERYSIZE’ “ThroughPresident Biden’s Bipartisan Infrastructure Law, we’re funding projects across the country to make roads safer, make it easier for people to move around their community, make transportation infrastructure more resilient to extreme weather, and improve supply chains to keep costs down for consumers,” Buttigieg said in a statement, adding that the grants followed “decades of underinvestment” in the country’s infrastructure. Among the grants, one of the largest, at $25 million, will go toward restoring around 45 miles of the Alaska Highway that have been degraded by thawing permafrost in Fairbanks, Alaska. In Maine’s Washington, Penobscot and Hancock counties, $23.5 million will go toward the addition of 24 electric buses and chargers. Another $24.9 million will go toward constructing a 300-foot bridge over a rail line in Sharpsburg, Pa., along with additional Source-https:/americancityandcounty.com/ Ryan Kushner. First Published June 26th, 2024 The Biden administration announced it has awarded $1.8 billion in grants for 148 transportation projects across the country. The funding, awarded through the Rebuilding American Infrastructure with Sustainability and Equity (RAISE) program, is split equally between urban and rural areas in the U.S. and includes projects in all 50 states, as well as the Northern Mariana Islands,American Samoa, Guam and Puerto Rico, according to the administration. U.S. Transportation Secretary Pete Buttigieg said the funding will go toward a wide range of transportation initiatives and span “communities of every size.” 15 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 07
RTATION and bus fleet modernization to bridge construction to more pedestrian and bike lane planning. “This is a big deal,” stated U.S. Rep. Derek Kilmer (D-Wash.). “These investments in projects across Washington state will help move people and freight better. That’s important for our local economies, for quality of life, and for helping community connectivity. Having the federal government provide this grant funding means we will see improvements without the cost being borne entirely by taxpayers in our neck of the woods.” The Biden administration opened applications for this round of RAISE grants in December 2023. The program aided more than 160 projects in all 50 states in 2023. roadway and a multi-use trail. In Montana, the Blackfeet Reservation will receive $3.6 million for the planning and design of a street reconstruction project to increase access and decrease dependency on motor vehicles. The percentage of high-function rural roads considered to be in “poor” condition was over 5 in 2020, up from just under 5% in 2011, according to the Bureau of Transpiration Statistics’ 2023 report. For high-function urban roads in the U.S., 19.8% were considered “poor” in 2020, down from 21.4% in 2011. The percentage of the country’s bridges considered to be in “poor condition” fell from 59,305 (around 10%) in 2010 to 42,966 (6.9%) in 2022. Washington received more funding than any other state with nearly $90 million in grants awarded for projects ranging from a transit maintenance facility 16 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 07
construction 17 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 07
LIVINGSTONEDESIGN BUILDING A LEGACYOF HEALTH, INNOVATION, AND COMMUNITY NEXTCUSTOMHOMES BUILDING LEGACYAND INNOVATION WISCONSINUTILITYEXPOSURE ‘EXPOSING’ GROWTH 18 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 07
BUILDINGALEGAC INNOVATION, AND L IVING STONE DESIGN + BUI LD AT A GLANCE LIVING STONE DESIGN + BUILD WHAT: An innovative company building Green and Energy Star-certified homes and more WHERE: Asheville, North Carolina WEBSITE: www.livingstonedesignbuild.com CONSTRUCTINGA LEADING DESIGN PATH FORWARD 19 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 07
CYOFHEALTH, COMMUNITY Living Stone Design + Build, a construction company based in Asheville, North Carolina, boasts a reputation for quality and innovation spanning three decades. In 2023, company President, Sean Sullivan, was awarded the title of Custom Home Builder of the Year by the National Association of Home Builders. It is accolades such as these that are keeping the company firmly pointed towards a lucrative future as it continues to embrace the Japanese term “Kaizen” which means continuous improvement, remaining true to its mission to build not just homes but happier, healthier lives. EMBARKING ON A GREENER BUILD Sullivan states, “We had an opportunity in 2006 to build one of the first Certified Green homes, and with that came an additional certification of 20 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 07
Energy Star. I was approached by the newly formed Green Building Council about doing it, and I thought, ‘Why would we not want to build something better every time we do it?’ So, we built one of the very first certified homes in Asheville.” This project marked a significant milestone in the company’s pursuit of sustainability and efficiency. However, an unexpected challenge arose when, upon selling the home, the buyers requested a radon test which revealed dangerous levels. The experience was a turning point for the company, as Sullivan recounts, “We realized that we didn’t know what we didn’t know. We thought we had picked out everything for this home to be a safe green home, energy efficient, good indoor air quality, and sustainable. But we realized that there were still some things that were outside of our control.” Although at the time radon testing was not part of the green certification, Living Stone began incorporating passive radon systems in all their builds. A TIME TO PIVOT The next step was to address indoor air quality beyond construction. They identified that while they could control the materials and specifications during the build, post-construction elements like furnishings often compromised indoor air quality. This led to the establishment of ID.ology Interiors and Design, Sullivan’s wife Laura’s interior design firm, which specializes in sourcing lowVOC and nontoxic furniture. “We became a design-build firm. Laura would specify all of the selections that went into the house, and we would specify all the specifications that went into the build,” Sullivan illustrates. “But what we quickly realized is that there were factors that were not in our control. After we handed over the keys to this Green Certified home, the homeowners were moving in furniture, which was then off-gassing in the house.” Living Stone realized the importance of educating homeowners about maintaining indoor air quality after moving in. They started sourcing low-VOC and non-toxic furniture through ID.ology, ensuring that clients’ homes remain healthy and comfortable postconstruction. “It was very difficult to find and still is today. So, we began sourcing it, and it became so well received that we started to feel guilty that we were keeping this to ourselves,” Sullivan expands. “So, we decided that we should open up a store to make this readily available to not only the public but also the trades. 21 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 07 L IVING STONE DESIGN + BUI LD
And that’s when we ended up opening Atelier Maison and Co, which is a healthy furnishings destination.” A CHANGE IN APPROACH Flash forward five more years, and Sullivan once again recognized the need to make adjustments to their approach.“People come out here and they want views, and they want outdoor living, but you can’t control what gets built around you unless you’re in a coveted neighborhood,” he conveys. “With that said, the coveted neighborhoods combined with the municipal regulations have gotten very stringent and we found that it was taking longer and longer to launch projects. So, what we did is we formalized an actual pre-construction department.” When a lead contacts Living Stone, they screen the potential client to ensure mutual compatibility and provide transparent information, including pricing. The process starts with a pre-construction contract, which allows the company to proceed with necessary preliminary steps like surveys, geotechnical engineering, and architectural introductions. This contract also facilitates further pre-construction services such as interior design. “We have a system with our sister company ID.ology where they come in and do a pre-build package, which means while the plans are being designed, the selections are being made with the interior design firm so that when both things are completed during pre-construction, Living Stone can then price out the project for the client and have it be very close to the actual cost,” Sullivan expands. To help provide prospective clients with realistic cost estimates, Living Stone has also developed a program called the Ballpark UPE (Unit Price Estimate), which is continually updated with data from the latest completed projects. “We have a computer model, where we can plug in the desired square footage, or the desired budget and we can spit out a very accurate forecasted budget for them that will give them line-by-line budget items,” he relays. Living Stone holds an unlimited building contractor license, enabling them to undertake both commercial and residential projects. “We could build a small house, or we could build a Walmart.And under our license,we could do anything in between,” Sullivan says. Notable examples of their luxury commercial work include a facility known as The Collaborative near Biltmore Village and Orion Retreat and Daycare, a dog and pet spa in Weaverville 22 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 07
NC. “Those kinds of things are classically our niche, but we can build storage buildings and we can do parking garages and more,” he adds. VALUED RELATIONSHIPS AND COMMUNITY OUTREACH At the heart of Living Stone’s success is the relationships they develop, including those with clients. Sullivan underscores these relationships can span from the design phase, lasting six months to several years, to the construction phase, and beyond with their preventative maintenance program. “Our ‘why’ at our company is building happier, healthier lives, and that starts with our clients,” he asserts. Living Stone’s commitment to positive relationships extends beyond external clients to include the internal teams where all three companies operate in the same facility. Giving back to the community is also a priority, evident by First Friday, an initiative that all of the companies participate in, where they support local charities such as the Black Mountain Home for Children, Western North Carolina Rescue Mission, and Bounty and Soul. Sullivan elaborates,“On the 1st Friday of every month we serve one of those charities. Each of our people is given three opportunities to participate. One would be through a financial contribution, another way would be through a donation, and the 3rd way that people can volunteer is through actual service. We pay people their normal rate on Friday afternoon to come out to that charity and do some manual work.” Living Stone also reaches out to clients, allowing them to contribute to a local charity. “So, each year, between our services and donations and our clients, we raise about $100,000 for each of those charities,” he continues. 23 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 07 L IVING STONE DESIGN + BUI LD
PARTNERSHIPS AND COLLABORATIONS Living Stone Design + Build thrives on its valued collaborations and partnerships, which are pivotal to its success. Sullivan acknowledges the significance of these relationships in enhancing their service delivery and overall client satisfaction. He mentions trusted trade partners such as CW Brown for exterior work,A-American Electric, Haywood Appliance, Chase Godfrey for grading, and Allied Insulation. Addressing ongoing workforce shortages, Living Stone works to maintain positive relationships with its trade partners. “Back in 2008 they were called subcontractors and vendors, and I felt like trade partner was more of a universal and appreciative term. We have worked hard in the last 15 years to build strong relationships with them, where we were bringing value to the table. They could work for anybody. We want them to work for us,” Sullivan stresses. As part of this commitment, and to ensure two-way communication, regular trade partner meetings are held, ensuring everyone is aligned and engaged. Living Stone also works to bring opportunities such as business workshops, to help these partners grow their businesses. A CONTINUED EVOLUTION As for what the future holds, Sullivan remarks, “To me, it’s about empowering and equipping our people. Doing that means building them as professionals, regardless of what their job position or title is in the company.” He shares a new undertaking, known as the Sullivan Family of Companies (SFC) Learning Institute, where classes about pertinent industry trends and innovations are taught to employees, along with other opportunities such as guest speakers during company meetings. “So continuing education, to empower and equip our people is what I would say our number one objective is for the future,” he concludes. PREFERRED VENDOR/PARTNER nA-American Electric www.a-americanelectric.com At A-American Electric, we don’t just view ourselves as a business—we are part of the community. Since 1981, we have been providing top-notch electrical services to homeowners and businesses throughout Western North Carolina. Our Vision is to be known as a charitable electrical contracting company where employees are proud to work, vendors are treated fairly, and customers receive the highest quality service available. 24 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 07
BUILDING LEGACY AND INNOVATION NEXT CUSTOM HOMES AT A GLANCE NEXT CUSTOM HOME BUILDERS WHAT: A family-operated business specializing in creating high-quality, innovative, and sustainable luxury custom homes. WHERE: Austin, Texas WEBSITE: www.nextcustomhomes.com A family-run business combines craftsmanship, innovation, and sustainability to create luxury custom homes that stand the test of time. 25 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 07
D N Next Custom Homes is a family-operated business led by Mike Drew and Vanessa Myers, a husband-and-wife duo who emphasize craftsmanship and upskilling the next generation. Founded on the principles of quality and skill, the company builds homes and educates young artisans.Vanessa explains,“We wanted to create quality craftsman homes built with skilled craftsmen and a way to teach the next generation those skills to carry on.” 26 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 07
The history of Next Custom Homes is rich with experience. Vanessa’s husband, Mike, has over 40 years in construction, a legacy passed down from his father. “His dad was a builder,” Vanessa notes. “So, this is a multi-generational skill that’s been passed down. He’s always been in the building industry of some sort.” Mike’s extensive background includes diverse projects, from houses to marinas and churches. Vanessa’s role complements Mike’s technical expertise. With a music degree and a passion for creative projects, she balances the business as the Head Designer and Project Manager. “I have both right and left-brain tendencies,” she says with a laugh. The company’s team includes eight of Mike’s sons, each contributing to the family-oriented operation. “Would the business have lasted this long without the help of the kids? I don’t know,”Vanessa reflects. “The work pool is getting smaller and smaller in this industry. It was a way to fulfill that, but also give them a leg up and a skill to live off of.” Vanessa oversees the real estate and design aspects of the business. “I make the acquisitions, find the funding, handle the initial client meetings, and when we’re doing a spec, I handle the design,” she elaborates. This includes selections for colors, tiles, and other finishes, ensuring that every home meets its high standards. Part of their reputation stems from their deep commitment to creating lasting relationships and quality products. “We only take referrals from people we trust,” Vanessa emphasizes. This approach has allowed them to work with clients who appreciate their creativity and dedication to building functional, beautiful homes. “We’re not just a builder that slaps up a house that we’re told to build,” she says. CRAFTING EXCELLENCE IN EVERY DETAIL Next CustomHomes isn’t just known for constructing homes; they are renowned for creating masterpieces of comfort and elegance. Vanessa shares, “We’ve worked on houses ranging from 5,000 to 15,000 square feet. Each property is unique, reflecting the 27 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 07 NEXT CUSTOM HOMES
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owner’s vision and the surrounding environment.” Vanessa highlights a particularly challenging project—an old lake house constrained by new setback regulations. “We can’t tear it down, so we’re doing a full remodel. It’s a small house, but it will be worth a substantial amount when it’s done,” she says.This project exemplifies the company’s ability to blend historic charm with modern luxury, a necessity in Austin’s thriving real estate market.“Austin is still a hot spot. People love the views and the lake. We take that desire into consideration and make sure to the time to create something that’s high-end, yet durable and functional, so it can sell for $10-$20 million.” Attention to detail is a hallmark of their work. Vanessa notes, “Many of the products that go into these homes are designer tiles and designer light fixtures. It’s the craftsmanship that people notice. We want them to feel like they’re getting a house of value, not just because it’s on the lake or has a view.” BLENDING STYLES FOR TIMELESS APPEAL Discussing the intricacies of their woodwork,Vanessa reveals,“A lot of the style here in Austin is a modern European style. I was just in Italy for their design week and was intrigued by their sleek, clean lines. However, Americans have brought warmth and dimension to it.”This fusion of European minimalism with American warmth creates a unique aesthetic, balancing comfort with sophistication. Specific finishes play a crucial role in this blend. “Exposed beams, sleek trims, detailed window buildouts, and baseboards—or sometimes the absence of them—depend on the client’s vision,” Vanessa explains. The challenge is to achieve perfection in simplicity, where any flaw becomes noticeable. “It’s the things you don’t notice that signify a well-built house. If you don’t see any waves in the floorboards or any misalignment in the lights, we’ve done our job right.” Woodwork, in particular, has seen a resurgence in popularity.“There’s a lot of beautiful wood paneling coming back. Warm woods like oak and walnut, in various tones, are very popular. The light oaks are being replaced with mid-tone oaks, bringing back 29 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 07 NEXT CUSTOM HOMES
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warmth lost in the trend of cold grays,” she says. These elements contribute to homes that are not only luxurious but also inviting. In every project, Next Custom Homes ensures that their homes are seamless and sophisticated. Vanessa concludes, “The goal is for things to stand out because they’re meant to, not because they’re flawed. When everything is in harmony, you know it’s truly high-end and luxurious.” INNOVATING AMID CHALLENGES: THE CABINETRY SHOP STORY As the world grappled with the challenges of the COVID-19 pandemic, Next Custom Homes found a silver lining by establishing their own cabinetry shop which they aptly named NXT Cabinets. Vanessa recounts, “We were getting European cabinets from Europe, but suddenly the prices increased, and lead times became unbearable. It’s an essential facet of a build, and waiting three months was not feasible.” With Mike’s previous experience running a cabinetry shop, the family decided to bring this crucial aspect of their operations in-house. “Mike said, ‘I can run a shop again.’ It was just about getting everyone on board,” Vanessa recalls. The need for quicker lead times and greater control over the custom 31 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 07 NEXT CUSTOM HOMES
millwork drove the decision to set up the cabinetry shop. “We wanted to bring the European style here, manufacture it locally, and combine it with pieces sourced globally,” she explains. “We are very excited about the new opportunities that we can offer with the expanded shop,” Mike comments eagerly. Their approach to cabinetry is unique in an industry where handmade cabinets are often produced by small teams or individuals. Vanessa elaborates,“The biggest industry of handmade cabinets is someone in their garage.We wanted to be efficient, not massproduced, but have quicker turnaround times.” To achieve this, they invested in CNC machines and specialized software. Mike’s son, Tim, who always aspired to be an architect, took on the task of mastering the software, allowing them to design and produce custom cabinets efficiently. The success of the cabinetry shop has exceeded expectations. “We are fully custom. We don’t build anything until the order is signed off, and we source materials from top-quality wood companies in Spain, Italy, and Belgium,” Vanessa shares. This meticulous approach has paid off. Despite minimal marketing, the demand has been so high that they are expanding from a 6,600-square-foot facility to a 35,000-square-foot warehouse.“We’re excited about the opportunities we will be able to offer with the expanded shop,” she adds. FUTURE TALENT AND WORKFORCE DEVELOPMENT Workforce development plays a pivotal role at Next Custom Homes is ensuring the seamless integration of skilled labor into their projects. Vanessa shares The Best Move You’ll Make LOCAL EXPERTISE. GLOBAL CONNECTIONS. anthea.chlebek@compass.com | 737.333.5862. www.homesbyanthea.com 32 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 07
insights into how this commitment to education and training influences their operations. “It starts with the educational part. Mike is naturally a teacher. He wants to know how everything works, and he’s transferred that to his kids,” she explains. This passion for teaching extends beyond their family, embracing young talent and cultivating a skilled workforce. Vanessa elaborates on the importance of critical thinking and problem-solving in their approach. “Teaching them how to do things properly, think critically, and solve problems is the biggest thing we bring into this. Whether it’s a design issue like a challenging staircase or another challenge, we brainstorm and solve it together,” she says. Expanding on the workforce strategy, Vanessa mentions, “Throughout the years, any friends of the kids looking for a job were always given an opportunity.” This open-door policy has attracted a diverse group of workers. “We’re willing to teach, and yes, the workforce is young, but they hold their own and pull their weight,” she asserts. LOOKING AHEAD: FUTURE PROJECTS AND ASPIRATIONS Next Custom Homes remains focused on highquality, high-value projects as they look towards the future. Vanessa outlines their priorities for the next 18 months: “We want to stay within that $10 to $20 million price point for spec homes. It allows us to do quality work and have the money to invest in creativity.” Their selective approach to client intake further emphasizes their commitment to excellence. “We highly vet our clients and don’t just take anybody,” Vanessa asserts. This meticulous process ensures that every project aligns with their standards and values. The company also values recognition for their hard work. “In the last three years, we’ve won multiple awards for our projects. It’s validating to 33 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 07 NEXT CUSTOM HOMES
be recognized for creating something beautiful and sustainable,” she says. Vanessa acknowledges the complexities and the difficulties involved in their work but ultimately, the driving force behind what they do is a passion for beauty and quality. “We love beautiful spaces and working with great people.” Vanessa declares. With a clear vision and a dedication to craftsmanship, Next Custom Homes continues to set a high bar in the industry, balancing innovation, sustainability, and aesthetics in every project they undertake. PREFERRED VENDOR/PARTNER nHomes by Anthea www.homesbyanthea.com Anthea is a top-performing real estate agent in Austin, Texas. A proud graduate of West Point, Anthea served her country as an Army Officer before transitioning to a real estate career. Anthea provides exceptional customer service, strong communication skills, and a proven track record of delivering results for her clients. nHeads Up Cleaning Specialists www.headsuptx.com 34 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 07
‘EXPOSING’ WISCONSIN UTI L ITY EXPOSURE AT A GLANCE WISCONSIN UTILITYEXPOSURE WHAT: Hydrovac services for underground utility exposure and verification WHERE: Wisconsin WEBSITE: www.wisconsinutilityexposure.com 35 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 07
GROWTH Excellence in Underground Utility Serviceswith round-theclockservice Wisconsin Utility Exposure (X-Pose) is a prominent WBE Hydrovac company in the state of Wisconsin, operating 18 trucks across the region. With dispatch locations in Waukesha, Hartford, Slinger, and Milwaukee, the company specializes in exposing underground utilities for a variety of clients, including utility companies, engineering firms, municipalities and contractors. 36 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 07
Kim Wehse, the President, explains, “Our primary service involves verifying underground utilities, identifying their exact depth, and ensuring they are not in the way of new installations such as water services,sewer laterals,or fiber optics.”This is achieved through a method known as vacuum excavating/ Daylighting where the team systematically exposes the utility lines at regular intervals to ensure safety and accuracy. Wehse continues, “What sets us apart is our experienced team.Some of our guys have beenwith us since we started back in 1999. Their expertise allows them to navigate unique and challenging situations efficiently.”This extensive experience means that the team can handle utilities that might be buried as deep as 25 feet, ensuring precise verification without damaging the existing infrastructure. Additionally, Wisconsin Utility Exposure excels in remote access capabilities.“We often find ourselves needing to work in areas that aren’t easily accessible by our trucks,” says Wehse. In such cases, we use remote hose systems to reach the work site. We can get to where we need to be behind a house or through a tree line without disturbing the surroundings.” The company prides itself on leaving no trace of its work apart from the valuable data it provides. “When we finish a job, we backfill the area, restore the grass, and reseed if necessary. It’s like we were never there, yet the engineers and contractors have precise, accurate information,” Wehse states. EARLY INVOLVEMENT IN DEVELOPMENT PROJECTS Wisconsin Utility Exposure plays a crucial role in the rapidly growing commercial and residential sectors. They are often called in at the earliest stages of development to ensure that existing utilities are accurately located before any heavy machinery touches the ground. This proactive approach prevents potential hazards and costly mistakes during construction. “We’re usually called in early,” Wehse explains, “especially in new residential areas where utilities are already in place.We verify their locations before excavation begins.”This early intervention is critical 37 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 07 WISCONSIN UT I L I TY EXPOSURE
for road widening projects or modifying existing roadways. “If they are widening a road or changing its grade, we verify the depth of utilities so they can proceed without any unexpected issues.” Beyond the essential hydrovac services, the company offers a wide range of additional services.“We assist with utility pole installations,” says Wehse.“We’ll dig the holes, ensuring the old poles are safely removed and new ones installed without damaging existing lines.”This is particularly vital for replacing outdated infrastructure and ensuring the continued reliability of utility services. X-Pose’s expertise extends to transmission substation work as well. “Substations are sensitive areas, and large excavators aren’t always feasible. We handle trenching and other necessary tasks with precision,” Wehse points out. Properly handling substation updates and expansions is essential for maintaining the power grid’s integrity. In addition, X-Pose provides SUE (Subsurface Utility Engineering Services) allowing us to verify pipeline crossings. “For pipeline crossings, we ensure the utilities are where they’re supposed to be, using techniques like utility line openings (ULO),” Wehse elaborates. “We core drill into the road, creating small access points to safely hydrovac down to the utilities, identify them, take pictures, and measure their depth through GPS.” One of the growing aspects of their business is coring and restoring roadways.“We drill a hole, then hydrovac down to the utility, gather the necessary data, and backfill the hole. We can even replace the core plug so seamlessly that you can hardly tell we were there,” Wehse explains. This meticulous approach leaves a minimal footprint, ensuring the integrity of the roadway while providing precise underground utility information. CHALLENGES IN THE MODERN BUSINESS ENVIRONMENT As the world grapples with supply chain disruptions and a shortage of skilled labor, Wisconsin Utility Exposure has managed to maintain a steady course. Wehse reflects on these macroeconomic realities and the company’s strategies for overcoming them. 38 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 07
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