PARAMETRIX AN EMPLOYEE-OWNED LEGACY ENGINEERED FOR SUCCESS ALSO IN THIS ISSUE MISTER SOFTEE • CONNEAUT PORT AUTHORITY • WESTPAK, INC. MAY 2025 VOL 12 BUSINESS VIEW MAGAZINE
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 Veronica Enair Vice President 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 12, ISSUE 05
EDITOR’S NOTES If there is one thing that is most associated with May it is a renewal of sorts as we shed winter layers and look forward to the summer months that lie before us. This year may be a little different than years gone by as there are a number of developments taking place around the world that have everyone wondering what next. One thing that we are certain about, however, is that every one of those that we were privileged to profile for our May issue has come out on top in every way. Despite the current challenges we face, these cities, counties, school districts, organizations, and companies are all thriving and dedicated to rolling out new initiatives to help ensure future success. We had the good fortune to bring you success stories and initiatives that have led to a winning second fiscal quarter. All those we interviewed shared their recipe for success, solidifying a solid footing moving forward. It remains an exciting experience to gain a bird’s-eye view of such productive business models. For our May issue, we touched down at Indianapolis Executive Airport and Knox County Regional Airport. We caught up with both Aviation Directors from these dynamic aviation hubs. With a master plan in place, confidently meeting continued aviation growth, and playing a vital economic link to the region, these airports continue to see aviation growth and are part of the overall vision propelling these airports through 2025. We also had the opportunity to cover a diverse group of municipalities for this month’s issue. As our in-depth profiles revealed, dedicated master plans, bold initiatives, and critical infrastructure upgrades top the agenda. Civic and county officials continue to put their residents first. Business View’s pages are filled with fascinating features with city officials from Cabot, Arkansas, Greenville, Texas, Helotes, Texas, Marcy, New York, Mount Olive, New Jersey, Taunton, MA, Tillsonburg, Ontario, Valley Stream, New York, Wappinger, New York, West Springfield, MA, and Zephyrhills, Florida among other fast-growing municipalities. Each municipality we covered in May showed continued growth numbers, residential projects to address the ongoing housing shortage, as well as thought-out master plans addressing everything on their residents’ wish lists. In our May issue, we also covered impressive and evolving companies and organizations including Case Facilities Management, Dekra-Lite Industries, John S. Knight Center, Mr. Softee, Parametrix, and WESTPAK, among others. As May flies by, all these companies show leadership and produce noteworthy projects to strengthen their business foothold and point their economic GPS towards further growth. Our May issue also continues to bring you our popular school district series. We had the opportunity to sit down with school officials from several leading school districts to discuss the pivot to the changing demands of the economy and their innovative approaches to ensure students are college and career-ready while always being put first. We spoke with the Binghamton City School District, Gallup McKinley County Schools, New Albany-Floyd County Consolidate School Corporation, Paradise Valley Unified School District, the New Prairie United School Corporation, and the South Dearborn Community School Corporation. With thriving masterplans, each school division shows strides and is adapting to the challenges ahead. As we continue to bring you sector and industryfocused features, we will keep a keen eye on current economic developments and business readiness to provide the best business view. Karen Surca Editor in Chief Dear Readers, 2 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 05
EMPLOYEE STOCK OPTION PROGRAMS 19 DEKRA-LITE INDUSTRIES, INC. Lighting the Way to ESOP-Driven Innovation 29 PARAMETRIX An Employee-Owned Legacy Engineered for Success 39 WESTPAK, INC. Strength in Experience, Growth Through Trust 39 VOLUME 12, ISSUE 05 COVER PARAMETRIX 2 EDITOR’S NOTES 7 OPENING LINES WESTPAK, INC. DEKRA-LITE INDUSTRIES, INC. 19 3 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 05
GO-TO COLLECTION WHEREVER YOU PLAY
FRANCHISING 73 MISTER SOFTEE Keeping it Cool With Soft-Serve Success and Profitability SUPPLY CHAIN AND LOGISITCS 85 CONNEAUT PORT AUTHORITY A Lakeshore Vision FACILITIES MANAGEMENT 51 JOHN S. KNIGHT CENTER How a Convention Center, Airport, and Arts Drive Tourism 61 CASE FACILITIES MANAGEMENT SOLUTIONS Leading with Technology, Built on Trust VOLUME 12, ISSUE 05 CONNEAUT PORT AUTHORITY JOHN S. KNIGHT CENTER 85 51 5 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 05
97 INDIANAPOLIS EXECUTIVE AIRPORT The Economic Engine of the Region 107 KNOX COUNTY REGIONAL AIRPORT Flying a Sustainable Path Forward 121 SAINT FRANCIS UNIVERSITY AVIATION PROGRAMS Building Aviation’s Next Generation 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 CITY VIEW CHENANGO COUNTY, NY MARCY, NY VALLEY STREAM, NY WAPPINGER, NY FRANKLIN COUNTY, OH CABOT, AR UNALASKA, AK GREENVILLE, TX HELOTES, TX HALIBURTON, ON LASALLE, ON ST. CLAIR TOWNSHIP, ON TILLSONBURG, ON WEST LINCOLN, ON JONES COUNTY, NC MEDFORD TOWNSHIP, NJ MOUNT OLIVE, NJ RM ST. CLEMENTS, MB TAUNTON, MA WEST SPRINGFIELD, MA ZEPHYRHILLS, FL EDUCATION BINGHAMTON CITY SCHOOL DISTRICT GALLUP-MCKINLEY COUNTY SCHOOLS NEW ALBANY-FLOYD COUNTY CONSOLIDATED SCHOOL CORPORATION NEW PRAIRIE UNITED SCHOOL CORPORATION SOUTH DEARBORN COMMUNITY SCHOOL CORPORATION PARADISE VALLEY UNIFIED SCHOOL DISTRICT SAINT FRANCIS UNIVERSITY AVIATION PROGRAMS 121 6 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 05
NBAA LAUDS INCLUSION OF INDUSTRY PRIORITIES IN HOUSE-PASSED BUDGET BILL Source: https://nbaa.org/, Dan Hubbard, First Published May 22, 2025 The National Business Aviation Association (NBAA) today welcomed passage by the U.S. House of Representatives of multiple initiatives supporting the growth, safety and sustainability of the nation’s aviation industry and infrastructure included in a budget reconciliation bill. The bill includes $12.5 billion to fund airport and air traffic control (ATC) projects over the next four years. These include replacement of aging radar systems, control towers and terminal radar approach control facilities, as well as expanded controller recruitment and training. The air traffic funding provision, unveiled by House leaders in April, has the support of NBAA and more than 50 other industry stakeholders, including international aviation associations, trade unions, manufacturers and others united in a newly formed “Modern Skies” coalition launched to support the plan. “We commend the House for recognizing the importance of improving ATC infrastructure and strengthening the controller workforce to enhance Opening Lines 7 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 05
“Immediate expensing for purchases of capital equipment, including business aircraft, has been included in bipartisan congressional tax policy for decades, reflecting a longstanding consensus among leading economists that it helps American companies upgrade assets they rely on to be competitive in a global marketplace,” Bolen said. Bolen noted that the policy also fosters job creation in business aviation, an industry that supports 1.3 million high-skill, high-paying manufacturing and service jobs, accounts for $340 billion in economic activity each year and makes a positive contribution to the nation’s balance of trade. The reconciliation bill also includes an extension by four additional years of the Section 45Z Clean Fuel Production Credit incentivizing production of sustainable aviation fuel (SAF) to 2031. This credit is among the initiatives that contributed to the doubling of U.S. SAF production from December 2024 to February 2025. “Clearly, this provision has proven critical to the increased production, availability and use of SAF as part of business aviation’s goal of achieving net-zero carbon emissions by 2050,” Bolen said. “Equally important, the creation of clear incentives for suppliers and producers of SAF will give the U.S. a competitive edge in this promising global sector. “As the House reconciliation bill moves to the Senate for consideration, we look forward to working with lawmakers on both sides of the aisle to advance these forward-looking provisions that bolster an essential industry, support countless workers and promote American competitiveness,” Bolen concluded. safety and efficiency in the National Airspace System,” said NBAA President and CEO Ed Bolen. “Business aviation’s ability to serve citizens, companies and communities is only possible because the U.S. leads the world in aviation. The strategic priorities identified in this provision will be key to preserving our global leadership in the years to come.” The House reconciliation legislation also contains a provision for reinstatement of 100% immediate expensing on purchases of factory-new and preowned aircraft. Part of the Tax Cuts and Jobs Act of 2017, the percentage of claimable depreciation is currently phasing down to zero in 2027. 8 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 05
OPENING LINES Source: https://nbaa.org/, New Editor, First Published May 20, 2025 With news headlines and industry discussions alike dominated by systems outages across the busiest airspace over the Northeastern U.S., an NBAA News Hour webinar delved into the reasons for – and solutions to – these issues and offered guidance and resources to help operators navigate disruptions. FAA Deputy Chief Operating Officer Frank McIntosh acknowledged recent communications and radar outages have further exacerbated issues following the July 2024 relocation of the N90 air traffic control (ATC) sector overlying multiple New York City-area airports to the Philadelphia terminal radar approach control (TRACON) Area C. “The FAA was able to work with our [telecommunications] vendors to put in the appropriate mitigations to make sure if [outages] were ever to occur, that the redundancies worked like they were supposed to,” he said, adding “the second pathway came on like it was close to and there was no loss of critical services” during a brief data systems outage on May 11. McIntosh emphasized increased staffing is needed, noting “every single [classroom] slot” is filled through summer 2026.“Our pipeline is filled … with experienced CPCs (certified professional controllers) and the intent is to shave the certification time from two and a half years to less than a year and a half,” he said. The return of several controllers currently on leave should offer “some immediate relief” by the middle of June, McIntosh added, with plans in place for more robust telecommunications and data systems longer term. NBAA NEWS HOUR: EXPERT TIPS FOR NAVIGATING NE AIRSPACE DISRUPTIONS 9 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 05
“After receiving your clearance and becoming aware of a delay, you can then begin to negotiate – for lack of a better term – [and] communicate that you are fueled to accept an alternate departure gate,” he said. “[That] gives clearance delivery and the air traffic control system additional flexibility that may allow you to minimize your delay.” Panel moderator Heidi Williams, NBAA senior director for air traffic services and infrastructure, noted operators “may experience some short-term pain for the long-term health of the system. “That does not mean safety is compromised,” she emphasized. “Our system is safe; we stand by that wholeheartedly. [And] we recognize that long-term health of the system is what we’re all working toward. I think we can all get there together.” Arrivals to the area should consider alternate airports while also being mindful of possible congestion at these locations. To speed departures, Lakisha Price, vice president, systems operations at the FAA Air Traffic Organization suggested overwater departure routes and initial low-level clearances that “tunnel” departures below busier airspace sectors. “It’s helpful to know what you’re capable of [and] what you’re filed for,” Price added. “Those low-level routes will require you to put on more fuel before we can get you up and out and on your way.” Operators should also regularly review FAA resources including nasstatus.faa.gov and fly.faa.gov for the latest updates. Teterboro Users Group President Dave Belastock also urged operators to be “fueled and flexible” to help minimize delays, and to work with local ATC on mitigations rather than filing alternate flight plans. 10 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 05
TECH HUBS: THESE 10 CITIES ARE ‘BEST PREPARED’ FOR A SMART CITY FUTURE OPENING LINES Source: www.americancityandcounty.com, Ryan Kushner, First Published May 12, 2025 Atlanta beat out coastal tech havens like San Jose, Calif., and Boston to rank as the top city for a “smart city future” in ProptechOS’s 2025 Smart City Index. The annual ranking is based on metrics related to tech infrastructure and connectivity, sustainability and each city’s tech job market. “Some of the benefits of scoring highly on these metrics for local citizens are that they can enjoy better public services, transport, security, economic opportunities and less air pollution,” according to ProptechOS, a software company based in Stockholm. Atlanta climbed from tenth place in last year’s index, where Seattle took the top spot. In the latest ranking, Atlanta scored 88 out of 100 for tech infrastructure, and scored 82 for its tech job market, with 643 tech jobs advertised per 10,000 people, according to the study. “Atlanta has the fourth-highest internet download and upload speeds of any major U.S. city,” ProptechOS stated. “Relative to its population size, Atlanta also boasts the third-highest number of companies dedicated to the Internet of Things (IoT) and the fifthhighest number of artificial intelligence companies.” Atlanta has long been on a path toward strengthening its smart city status, joining the White House’s Smart Cities Initiative in 2015 and partnering with the Georgia Institute of Technology on smart city initiatives to ease traffic congestion, promote public safety and improve the city’s environmental sustainability.The city’s North Avenue Smart Corridor Project has been internationally recognized as a “living lab for active, multi-modal traffic management through technology deployment and data analytics.” Atlanta also met its Better Buildings Challenge goal two years ahead of schedule, reducing the city’s energy consumption by 20% in 2019 and saving 1.3 billion gallons of water. In May 2024 the city began enhancing the customerfacing digital products, including station screens and the mobile app for its Metropolitan Atlanta Rapid 11 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 05
highest on the index for its number of tech jobs (98 out of 100), with 889 tech jobs per 10,000 people — enough tech jobs for approximately 10% of the city’s population, according to the study. The index also ranked European smart cities in 2025, awarding Paris top billing, followed by Stockholm; Amsterdam; Munich; and Lisbon, Portugal. Transit Authority (MARTA), a project expected to wrap up this June. While Atlanta dominated overall in the 2025 Smart City Index, San Francisco won out for cities with the best environmental metrics due in part to its number and density of EV charging stations and LEEDcertified green buildings. Oakland, Calif., scored the 12 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 05
OPENING LINES STRATEGIC BUDGETING: WHY IT MATTERS FOR EVERY TAXPAYER Source: https://www.americancityandcounty.com/, Tom Amburgey, Mark Funkhouser and Nick Mastronardi, First Published May 21st, 2025 State and local budgets are under pressure. Rising costs, aging infrastructure and growing demand for public services have stretched resources thin, making challenges even harder due to the economic fallout from the pandemic. While many governments are seeing their finances stabilize, this doesn’t mean the tough decisions are over. In today’s environment, every dollar must work harder. That’s why communities are shifting away from traditional budgeting models and adopting strategies that connect spending with tangible results. When money is tight, it’s not just about balancing the books. It’s about making meaningful progress on what matters most. Strategic budgeting helps governments do just that. It’s not just a financial framework. It’s a way to link resources to goals, improve transparency and ensure that public funds are used where they will have the most impact. WHAT IS STRATEGIC BUDGETING? How cities and states manage their budgets directly impacts daily life, influencing everything from road conditions and park maintenance to public safety and school funding. Strategic budgeting is a financial planning method that aligns government spending with clear, community-driven goals.Although it may sound technical, strategic budgeting is deeply relevant to taxpayers — it affects the quality of public services and the effectiveness of government responses to community needs. Unlike traditional approaches that rely on static spreadsheets and outdated accounting practices, strategic budgeting connects funding directly to results. This allows cities to adjust their spending in response to changing priorities. When every dollar is tied to a clear goal, it means government services support real needs, projects get completed and transparency makes residents feel their concerns are being heard. It’s a way to ensure that, even in tough economic times, government can still make meaningful progress on the issues that matter most — including public safety, affordable housing and community wellbeing. FROM STAGNATION TO STRATEGY Traditional budgeting methods allocate funds based on historical spending, which can lock governments into outdated priorities. Budget adjustments typically happen only once yearly, limiting the ability to pivot quickly when new needs arise. In contrast, strategic budgeting ties each expenditure to specific, measurable goals, enabling a government to be more responsive and efficient. Consider a city that wants to improve its transportation infrastructure. Under a traditional budgeting system, funds might be allocated based on past spending, with adjustments made infrequently. This can result in continued funding for underperforming programs and limited flexibility for innovation. With strategic budgeting, that same city would set a goal to reduce traffic congestion by, say, 30% over five years. Funds would be allocated to key initiatives, such as expanding public transit, creating bike lanes and implementing smart traffic management systems. Progress would be tracked using metrics like public transit ridership and average travel times. If certain initiatives prove more effective than others, funding can be reallocated to scale successful programs or modify underperforming ones. This adaptive approach allows governments to pivot as needed, ensuring that resources are used efficiently. HOW TECHNOLOGY MAKES A DIFFERENCE Modern technology is a game changer for how cities manage these fiscal challenges.Tools that support artificial 13 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 05
budget process from a basic financial exercise to a strategic tool for growth. They include: • Engage stakeholders for input: Effective strategic budgeting begins with meaningful community engagement. By involving residents, local businesses and city employees early in the process, governments can ensure the budget reflects real community priorities. Public trust improves when people see their voices matter. Tools such as public hearings, surveys and digital budget simulators help gather feedback, promote transparency and build stronger relationships between city officials and the people they serve. • Define strategic priorities and objectives: Once input is collected, the next step is to set clear strategic priorities aligned with the city’s long-term vision.These priorities should translate into measurable objectives with defined outcomes. Doing so ensures accountability and better tracking of progress. For example, prioritizing public safety might involve increased funding for first responder training. With expert guidance, governments can use advanced tools to design resilient, forwardlooking financial strategies tailored to real community needs. • Link budget line items to strategic priorities: To transform budgeting into a strategic tool, each line item should be tied to a specific goal.This prevents disjointed spending and strengthens alignment between investments and outcomes. Platforms like Euna Budget help governments clearly connect resources with objectives, enabling smarter decisions. Linking funding directly to priorities also creates a structure that supports adaptability— so cities can respond effectively to new developments without losing sight of long-term goals. • Implement continuous review and adjustment: Strategic budgeting doesn’t end with budget approval — it thrives through continuous evaluation. As financial conditions or community needs shift, governments must revisit and adjust their budgets accordingly. This ongoing review process supports agility in responding to economic changes, policy shifts or emerging challenges. A flexible, full-cycle budgeting approach keeps spending sustainable, ensures relevance over time and positions city leaders to make informed, timely decisions that reflect evolving realities. Strategic budgeting might seem like a niche topic, but it touches on the everyday experiences of millions of Americans. As cities navigate rising costs and uncertain revenues, strategic budgeting offers a way forward that puts community needs at the center of the conversation. For state and local governments, it’s about doing more with less. For the rest of us, it’s about seeing our tax dollars used in ways that build a better future for everyone. intelligence (AI), real-time data reporting and compliance are helping city officials work smarter by automating routine and repetitive tasks and providing clearer insights into how resources are used. These technologies don’t just make government operations more efficient; they help taxpayers see where their money is going by building transparency and trust in the process. It’s about showing that every dollar spent is a step toward a better, more sustainable future. Other tools like scenario planning software allow cities to model different financial paths, showing both officials and residents how today’s decisions will shape the future. This transparency helps residents understand trade-offs and builds support for investments that will pay off in the future. With the guidance of skilled consultants or service providers, cities can unlock the full potential of these advanced tools and create fiscal strategies that are both forward-thinking and resilient. SMART BUDGETING IN THE COMMUNITY For state and local governments looking to adopt full-cycle, strategic budgeting, several key steps can help transform the 14 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 05
OPENING LINES WHY MANY CITY AND COUNTY FLEETS STILL LACK THE TOOLS TO TRULY MANAGE TOTAL COST OF OWNERSHIP Source: https://www.americancityandcounty.com/, Ian Gardner, First Published May 12th, 2025 Across the country, municipal fleet operators are under increasing pressure to do more with less — yet many are still operating without the advanced tools needed to effectively manage total cost of ownership (TCO). Outdated systems, siloed data, budget constraints, unique depreciation and tax considerations and a lack of realtime visibility often force city and county fleet managers into a reactive mode, making it difficult to plan proactively or allocate resources efficiently. Without access to modern platforms that leverage artificial intelligence (AI), predictive analytics and machine learning, municipalities face roadblocks in forecasting maintenance needs, managing vehicle life cycles and optimizing asset usage. This is especially critical as local governments push toward sustainability goals, including greater adoption of electric vehicles (EVs), which bring their own set of sustainability, cost and performance variables. To truly take control of TCO, public sector fleet leaders need smarter, more agile solutions — tools that can provide full visibility into operating costs, reduce unnecessary downtime, and support data-driven budgeting, compliance and procurement strategies. As infrastructure demands grow and accountability increases, embracing nextgeneration fleet management technology is no longer optional — it’s essential. For cities and counties, effective vehicle fleet management isn’t just a logistical concern — it’s a cornerstone of delivering public services. From sanitation and public works to emergency response and transit, local governments depend on reliable vehicles to meet resident needs and maintain daily operations and support a healthy environment. 15 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 05
to modernize fleet operations, improve transparency, and deliver better outcomes to residents, advanced data decisioning isn’t a luxury — it’s a necessity. TCO VISIBILITY IN MUNICIPAL FLEET EV ADOPTION As municipalities across the U.S. move toward cleaner, more sustainable transportation, EV adoption is gaining traction in city and county fleets. However, while the benefits of EVs—such as reduced fuel and maintenance costs — are well known, many local governments are finding the transition more complex than expected, particularly when it comes to managing the full financial picture. Unlike traditional vehicles, EVs introduce new cost variables that demand real-time visibility and strategic oversight. Without modern tools that incorporate predictive cost modeling, telematics, and infrastructure analytics, municipal fleet managers risk making decisions that hinder rather than help long-term savings and operational performance. Issues like underutilized charging stations, unexpected downtime or inefficient deployment can quickly erode the perceived advantages of EVs. A recent Cox Automotive report points to a sharp increase in EV adoption among fleet operators — but also notes a distinct learning curve for organizations new to electrification. Municipalities that lack in-house EV experience are especially vulnerable to missteps without the support of intelligent, data-driven systems designed to monitor TCO in real time. To meet sustainability mandates and budget constraints, local governments need fleet management solutions purpose-built for the EV era. This includes AI-powered platforms that offer predictive maintenance alerts, optimize vehicle routing based on charging needs, and deliver clear, real-time TCO insights across mixed-fuel fleets. It also means partnering with providers who can help with EV infrastructure planning, charging strategy development and compliance tracking. Proactive fleet management is no longer optional — it’s essential for delivering reliable, uninterrupted municipal services. By embracing AI, advanced analytics and a deeper understanding of EV fleet dynamics, cities and counties can navigate the challenges of electrification while ensuring financial accountability and operational excellence. Yet many municipalities, hampered by resource constraints or technology expertise, are still relying on outdated fleet practices that lack the real-time data and operational intelligence required to stay ahead of costly disruptions. Without live, actionable insights supported by advanced AI and machine learning analysis fleet teams often operate in a reactive mode — responding to breakdowns, unplanned maintenance and route delays after they occur rather than preventing them. This reactive approach leads to increased vehicle downtime, rising operational costs and diminished service delivery. The inability to predict and proactively address issues undermines not only the performance of the fleet itself but also the community-facing services those fleets support. As local governments strive to modernize and stretch limited budgets, smarter, more predictive fleet management systems are essential to achieving greater transparency, efficiency and control over long-term costs. THE NEED FOR GREATER MUNICIPAL FLEET DATA DECISIONING Many municipal fleets are still operating with legacy systems that weren’t built for today’s data-centric environment. As cities and counties face rising pressure to stretch limited budgets and meet higher service expectations, the lack of intelligent, AI-powered tools is holding fleet teams back from making the most informed and cost-effective decisions. Without access to predictive analytics, real-time telematics and machine learning algorithms, local governments are missing out on opportunities to anticipate vehicle maintenance needs, proactively manage fuel and charging strategies, and optimize fleet deployment. The result? Unplanned breakdowns, inefficient resource allocation, unnecessary noise and air pollution and increased strain on public budgets. One of the most pressing challenges is the inability to accurately forecast TCO — a critical metric that goes beyond sticker price to include long-term costs like maintenance, fuel, insurance, depreciation and downtime. Without predictive modeling capabilities, municipal fleet managers are forced to rely on incomplete data or outdated estimates, which can lead to budget overruns and reduced operational efficiency. Smarter, AI-enabled fleet management systems that can ingest data from a wide range of physical and digital systems empower municipalities to identify cost trends, make real-time adjustments and plan strategically for future investments. For city and county leaders looking 16 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 05
employee stock option programs 17 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 05
DEKRA-LITE INDUSTRIES, INC. LIGHTING THE WAY TO ESOP-DRIVEN INNOVATION WESTPAK, INC. STRENGTH IN EXPERIENCE, GROWTH THROUGH TRUST PARAMETRIX AN EMPLOYEE-OWNED LEGACY ENGINEERED FOR SUCCESS 18 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 05
DEKRA-LITE INDUSTRIES, INC. LIGHTING THE WAY TO ESOP-DRIVEN INNOVATION AT A GLANCE DEKRA-LITE INDUSTRIES, INC. WHAT: A national leader in premium commercial holiday décor, specializing in large-scale installations that transform public and commercial spaces into festive experiences. WHERE: Headquartered in Santa Ana, California, Dekra-Lite operates across the United States, with strongholds in California Texas and Chicago and a rapidly expanding presence in east coast markets WEBSITE: www.dekra-lite.com EXPLORING HOW EMPLOYEE OWNERSHIP, DURABLE PRODUCTS, AND COMMUNITY PARTNERSHIPS BRIGHTEN COMMERCIAL SPACES NATIONWIDE 19 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 05
Dekra-Lite Industries, Inc. shines as a trusted nationwide partner, specializing in premium commercial holiday décor. In an industry where image and impression are everything, Dekra-Lite doesn’t just install lights—it illuminates possibilities. For over 40 years, the company has served as a creative force behind the scenes, collaborating with property management 20 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 05
companies, marketing directors, municipalities, and installation firms.to deliver unforgettable seasonal experiences. From consulting and custom design to fabrication, project management, and seamless installation, Dekra-Lite brings efficiency, expertise, and an understanding of what it takes to elevate any space during the most magical time of year. Headquartered in Santa Ana, California and operating nationwide, Dekra-Lite’s unique business model is grounded in partnership. They work directly with commercial directors and users, ensuring that their clients—Community members, shoppers, and holiday visitors-retain control of the relationship while gaining a trusted, specialized partner. Because of this dynamic, Dekra-Lite’s white-label approach and commitment to service often mirror that of its clients. And as a result, Dekra-Lite has become a silent powerhouse.Today, the company is focused on even greater expansion, investing in technology, talent, and supply chain resilience. The company’s vision is clear: to create memorable holiday experiences for commercial entities and their visitors. Dekra-Lite’s success means more than just its profits. It also means empowering its partners to deliver joy, elevate property value, and own the holiday season like never before. A LEGACY TRANSFORMED BY EMPLOYEE OWNERSHIP AND NEW MARKETS Dekra-Lite Industries traces its origins to 1987, when Jeff Lopez began spreading holiday cheer throughout his neighboring communities. A few years later, Mike Sterling, the current President, joined the fledgling business and, together with Lopez, steered it from residential holiday installations to the large-scale commercial projects the company tackles today. 21 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 05 DEKRA-LITE INDUSTRIES, INC.
In 2014, Lopez completed his exit by selling the firm to its employees under an ESOP structure. “So now we’re an ESOP, an employee-owned company. As of 2024 we’ve officially got 10 years of complete employee ownership,” Sterling reflects, underscoring how this shift has fostered a sense of shared purpose. Since its early days servicing individual homes, Dekra-Lite has grown into a national partner for shopping centers, municipalities, and corporate campuses seeking show-stopping seasonal displays. One of the most impactful aspects of Dekra-Lite’s growth is its emphasis on staying current with emerging technologies and trends. “We make sure to stay on the forefront of technologies so we can keep our operations clean and smooth,” Sterling states. On the front end, the lighting and decor is where Dekra-Lite truly shines. “We stay very on top of the core technology with RGB and controlled decorative lighting,” Sterling states. By combining its core technologies with its refined installation processes, Dekra-Lite easily replicates its signature displays coast to coast. Regarding the locations in which it operates, California remains a stronghold. However, DekraLite is pushing beyond the West Coast. “We’re deploying boots on the ground and really expanding our scope of work so that we can work more in Texas,” says Sales Manager Alicia Gonzalez, emphasizing the increase in customer programs in areas like Austin, Dallas, Houston, and San Antonio. Dekra-Lite’s recent BuyBoard approval for Texas local governments—a milestone secured in July— has opened doors to municipal contracts previously out of reach. Meanwhile, Project Account Executive Nicole Santarelli reports strong growth in the Chicago area, where malls and municipalities are transforming into mixed-use destinations. 22 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 05
“Our clients are changing the way they do business… they’re trying to draw in a completely different kind of customer compared to 20 or 30 years ago,” Santarelli says, noting that this shift has resulted in a significant uptick in contract opportunities for Dekra-Lite within the Chicagoland region. UNIQUE CULTURE, PRODUCTS, AND PARTNERSHIPS One of Dekra-Lite’s biggest advantages is undoubtedly the uniqueness of its product. For example, a lot of the displays the company makes have not been seen in the Chicagoland area, so much of its expansion in the region has been fueled not just by necessity but also by novelty. However, beneath the surface-level novelty of DekraLite’s installations is a solid brand reputation built on a vital factor: durability. “One thing we have is product longevity… we have upgraded trees that differ from the standard import tree. We have upgraded steel, aluminum, frames, and decorations. Even our garlands are heavier duty than the industry standard,” Sterling says. While similar products offered by competitors usually last around two years, Dekra-Lite is confident in its ability to outperform and outlast.“We’re going to last about five to ten years, depending on the product,” Sterling clarifies. Luckily, product durability never impedes uniqueness and innovation. For example, the Dekra-Lite team partners with a Belgian design firm to import multi-use overhangs and inflatable décor that can transition seamlessly from indoor malls to outdoor plazas. This commitment to quality sets Dekra-Lite apart from cheaper alternatives that often crumble after a season or two. Amid these unique qualities, Dekra-Lite also retains a culture rooted in teamwork.The company often has collaborative kickoff meetings that bring sales, art, and installation teams together to exchange ideas. In these settings, every voice, whether it be from 23 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 05 DEKRA-LITE INDUSTRIES, INC.
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sales or mechanics, is heard and valued. This collaborative culture isn’t limited to the DekraLite staff either; it also includes the ESOP’s vendors. “We view our vendors as partners, our customers as partners, and our team members as partners,” Sterling affirms, highlighting that this partnership mindset helps to foster mutual investment in every project’s success. As a result, Dekra-Lite moves forward not as a hierarchy but as a united front. Similarly, DekraLite’s procurement approach blends deep, longterm vendor relationships with ongoing market exploration. Dekra-Lite outlines a core roster of about two dozen regular partners for both products and installations. Yet for new regions, the company assembles vetting teams to solicit bids and review potential installation partners. This balance prevents Dekra-Lite from having all its eggs in one basket while keeping the ESOP at the forefront of new materials and technologies. This strategy has built both local and overseas partnerships. Roughly half of installation vendors are now spread across the country DRIVING COMMUNITY ENGAGEMENT AND NATIONAL REACH FOR THE FUTURE While vendor relationships and professional collaborations play a crucial role in the company’s growth, Dekra-Lites has always been committed to fostering meaningful partnerships within the community. 25 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 05 DEKRA-LITE INDUSTRIES, INC.
From city-wide holiday decorations to local shopping centers adorned with Christmas trees, Dekra-Lites creates a festive atmosphere that brings joy to both young and old. Many within the company even describe the community-driven side of their operations as one of the most rewarding aspects of their work. Looking toward the future, Dekra-Lites is focused on scaling its operations while maintaining the personal, community-oriented approach that has fueled its success. The company is focused on expanding into untapped markets, and this growth is not just about increasing revenue; it’s about touching more lives and creating more memorable experiences. “Our work speaks for itself.The referrals keep coming in because of the quality and passion we put into every project,” Santarelli proudly states, emphasizing that community engagement and creating joyful One of Dekra-Lites’ longest and most cherished partnerships is with the National MS Society. Over the years, they’ve provided critical print and lighting services for numerous fundraising events, demonstrating their commitment to both the cause and their clients. Dekra-Lite also often helps cities secure sponsorships, weaving sponsor branding into décor so smaller budgets can still fund enchanting programs. By guiding municipalities and businesses through the process, Dekra-Lites enables communities to afford festive displays without stretching their financial resources. Based on their consistency and results, the company has mastered the art of working with tight budgets to create impactful, branded experiences. 26 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 05
27 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 05 DEKRA-LITE INDUSTRIES, INC.
PREFERRED VENDOR/PARTNER n iStaffing www.istaffing.us iStaffing: Powering Business Through People At the forefront of workforce innovation, iStaffing stands as a premier staffing agency committed to bridging top-tier talent with industry-leading employers. Renowned for its dedication to safety, reliability, and performance, iStaffing delivers tailored workforce solutions that fuel operational success. With a peoplefirst philosophy, the agency focuses on building meaningful partnerships—ensuring every placement contributes to long-term growth for both clients and candidates alike. experiences will remain at the core of Dekra-Lite’s mission. As Dekra-Lite enters its fourth decade, its leadership keeps a dual focus on measured expansion and deepening impact. The overall mission is one of growth, joy, and community. Whether expanding its reach to new regions or enhancing internal operations, the company’s future is bright, much like the holiday lights it skillfully installs. Dekra-Lite Industries, Inc.’s passion for brightening up communities and creating lasting memories will continue to drive its success for years to come. 28 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 05
AN EMPLOYEE-O ENGINEERED FO PARAMETRIX DISCOVER THE PROVEN OPERATIONAL MODEL REDEFINING CIVIL INFRASTRUCTURE AT A GLANCE PARAMETRIX WHAT: A 100% employee-owned civil infrastructure consulting firm that delivers sustainable infrastructure solutions across the United States, managing complex, multi-agency projects in transportation, water, environmental services, and construction oversight. WHERE: Parametrix operates throughout the U.S., with offices in Washington, Oregon, Idaho, California, Nevada, New Mexico, Utah, and Illinois. WEBSITE: www.parametrix.com 29 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 05
OWNED LEGACY OR SUCCESS Founded in 1969 as Delta Engineering, Parametrix has evolved into one of the most influential leaders in civil infrastructure, shaping communities across the United States. As a 100% employee-owned firm, Parametrix operates on a profitable business model that shares its success equitably among all employees. The firm’s leadership maintains functional transparency at all levels through regular 30 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 05
financial reporting, leading to a well-cultivated culture of accountability. At Parametrix, employees quite literally own their work and are consistently rewarded many times over for their contributions. The firm consistently delivers returns to its employee-owners that outpace traditional retirement plans. As a high-performing, financially stable organization, this is just one of its many assurances for its employee-owners. Parametrix’s growth strategy involves a calculated, gradual expansion of its presence beyond the Pacific Northwest into California, the Southwest, and Midwest. Leadership understands that replicating its proven model in new geographies is a powerful way to secure both sustained profitability and market dominance. To support that expansion, Parametrix is investing in high-growth sectors, namely, energy transition and data center infrastructure. “It’s about diversification and making the overall portfolio of service offerings more stable as we continue to grow both horizontally and vertically,” says Chief Operating Officer and Executive Vice President Roger Flint. Meanwhile, the firm’s expertise in transportation, water, and environmental infrastructure continues to provide a steady revenue stream through largescale, multi-agency projects. What truly sets Parametrix apart isn’t just its financial strength or industry expertise—it’s how it ensures that its success fuels both business growth and community impact. The firm actively engages with local educational institutions and organizations to promote STEM education and workforce development, and embraces local engagement through charity and event sponsorships. As the firm expands into new markets and industries, the question isn’t “Will Parametrix redefine the civil infrastructure landscape?” but rather “How far will it go?” THE EXPANSIVE INFLUENCE OF EMPLOYEE OWNERSHIP By 1974, Delta Engineering rebranded to Parametrix, 31 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 05 PARAMETRIX
Unlike many firms that claim employee ownership, Parametrix is 100% employee-owned, meaning every team member benefits from the company’s profitability. “We share a portion of our profits as a percentage of base salary equally with everyone every year,” Flint explains. signaling its broader ambitions in transportation, water, environmental services, and community development. However, the most defining moment in the firm’s history came in 1992 when it transitioned to an Employee Stock Ownership Plan (ESOP), ensuring that every employee became a stakeholder in the company’s success. 32 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 05
Regionally, Parametrix has focused its presence in the Western U.S., with offices in the Pacific Northwest,California, the Southwest, and more recent expansion to the Midwest. While the firm’s roots are in Washington, it has a long history in Oregon, Idaho, and New Mexico, with more recent expansion to California, Nevada, Utah, and Illinois, paving the way for increased national influence. Parametrix’s expertise spans multiple sectors, including transportation, water, and environmental services, with specialty expertise in construction management, advisory services, and oversight. In this case, oversight is the operative word, as the firm’s leadership practices are a large part of its operational excellence. Managing the kinds of large-scale infrastructure projects the firm takes on require a sophisticated approach to project oversight and coordination. This unique structure is the engine behind Parametrix’s culture of transparency, accountability, and shared success, which stands out in an industry where financial information is often restricted to senior executives. As a result of this dynamic, Parametrix employees operate within the paradigm of ownership. They understand that individual responsibility and action lead to collective growth and benefit. The firm’s results speak for themselves. The ESOP structure fosters a culture of accountability and translates into tangible financial benefits. “We’ve consistently provided returns to our employeeowners that outpace a typical retirement plan,” Flint highlights, contrasting this with the more modest returns typically associated with 401(k) plans. While Parametrix does offer a 401(k), its primary focus remains on growing employee equity through the ESOP. 33 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 05 PARAMETRIX
Parametrix as one of the top-performing firms in the industry. “We work hard to ensure we’ve got people with good communication skills. That’s everything from active listening to being clear and concise in how you communicate information to the team. These are simple things, but they’re often missing and can cause a project to get off track fairly quickly,” Flint notes. To reinforce those highly valued skills, Parametrix’s employee-owners also benefit from an internal training program that ensures project managers at all levels receive continuous professional development, from entry-level training to advanced leadership workshops. PROMINENT PROJECTS BY PARAMETRIX If there’s anything that showcases Parametrix’s capability to handle large-scale infrastructure improvements, it’s certainly the firm’s impressive So, Parametrix implements rigorous best practices, combining traditional project management methodologies with modern technologies to ensure efficiency. “When you get into larger program management, additional skill sets are required beyond traditional project management,” Flint says, emphasizing the firm’s focus on earned value management and active collaboration with clients and stakeholders. “We always communicate that with our partners and clients and use tools like the P6 Scheduling software to help keep track of the myriads of construction projects that we have going on, especially on these larger projects where more than one thing occurs simultaneously and lots of different teams work together,” Flint states. This allows the firm to oversee simultaneous, multifaceted projects without compromising quality. When combined with the collective employeeownership mentality, these practices have solidified parametrix.com At Parametrix, we help our clients imagine what’s possible. 34 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 05
lineup of major projects. Among these is the Interstate Bridge Replacement Program, a multi-billion-dollar initiative connecting Washington and Oregon via the Columbia River. “Our Interstate bridge was originally built in 1917 and seismically needs to be replaced, and so as part of that, we’re 50/50 partners with WSP, a large international engineering firm...That project basically consists of the bridge itself and the addition of light rail transit that’ll go from Portland over to Vancouver, Washington. Then, 28 additional projects will be improved as part of the overall corridor. It’s a multi35 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 05 PARAMETRIX
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