Business View Magazine | Volume 8, Issue 6

118 BUSINESS VIEW MAGAZINE VOLUME 8, ISSUE 6 Australia, Thailand, Europe, India, Pakistan, and Nigeria. “MATCOR is recognized as a world leader in anode technology,” adds Huck, “however, the company’s services, such as construction, are limited to North America. While we do not have the coverage to provide construction services overseas, in some cases, we have sent technical people on a case-by-case basis to places like China, Nigeria, India, and Russia.” Serving such a large direct market and an even larger indirect market requires a cohesive company with a corporate culture that attracts and retains the best workers. At MATCOR, cultivating and maintaining such a corporate culture is part of the secret sauce that generates its ongoing success. “MATCOR has a reputation within the industry as an innovator with a high-quality service level and an entire suite of offerings,” says Johnston. “Many companies focus on one thing such as engineering, construction or materials, but MATCOR does all of that. Our reputation as a world class company helps us to attract and retain top talent in the Cathodic Protection industry.” Adding to this reputation is a particular pride its workers have in the products it builds. Huck shares, “On the manufacturing side of our business, for example, there’s a lot of pride in the products and services we’re able to manufacture and deliver.” MATCOR’S corporate culture significantly improved post-acquisition, due to strategic restructuring and retooling exercises sanctioned by its parent company, Brand Safway. During the process, they identified management and corporate culture gaps and bridged them by synchronizing them with industry best practices like customer-centricity. “Culturally speaking, our customer-centered outlook makes us focus more on our employees,”