segment to us, and the timing was right. We became a major dealer overnight, acquiring distribution rights across four states for Labrie Environmental Group products.” ADAPTABILITY AND DEEP ROOTS FOR FUTURE SUCCESS In an industry where technological change intersects with evolving municipal priorities, EPG’s leadership emphasizes adaptability and continuous learning as foundational principles.“When you stop learning, you become stale,” Haase asserts. “Chris and I are both part of best practice groups of second and third-generation business leaders. We’re constantly exchanging ideas, articles, and observations.” Vanderhof emphasizes that learning occurs across hierarchical boundaries. “Learning isn’t onedirectional. You can learn from people in various positions who may have more subject knowledge than you do, regardless of title or role,” he notes. “Being open to learning from every situation and individual makes you more effective at mentoring others and providing good direction.” Looking ahead, EPG plans to consolidate recent expansion rather than pursue additional territory. “We’ve grown substantially and now want to ensure we’re delivering on our promises,” Haase explains. “We’re focusing on stability and balancing our market presence to ensure our roots grow deep rather than shallow, allowing us to weather any economic storm.” Vanderhof reinforces this measured approach: “Growth isn’t linear. We won’t keep stacking pieces simply because growth becomes addictive. We’re focused on supporting our existing territories and honoring commitments to our suppliers, customers, and most importantly, our team of 140 employees, or rather, 140 families depending on our decisions.” In a specialized equipment sector increasingly shaped by technological advancement and sustainability requirements, EPG’s blend of family values, technological innovation, and strategic restraint positions the company for continued success well beyond the southeast region it now dominates. 98 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 06
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