FREEMAN COLISEUM AND EXPO CENTER VOLUME 11, ISSUE 09 | SEPT 2024 Also in this issue BLOOMIN BLINDS • RESIBRANDS FRANCHSING • HABELMAN BRO’S A VENERABLE VENUE Airgas USA Fill Your Potential Pg. 119
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 09
EDITOR’S NOTES The fall is in full swing as we put away the beach towels in our closets and the memories of family picnics and family holidays fuel us for the months ahead. As we embrace a new season, the fuel needed to propel municipalities and organizations across North American forward continues to be the best practices, sound initiatives and infrastructure upgrades needed to sour through the fourth fiscal quarter of 2023. Offering bold initiatives, adapting to economic challenges, and putting resident and customer-first policies in place to meet the demands are in full focus for the municipalities, business organizations and airports that we covered for our September issue, With the headwinds behind them, we profiled a group of leading regional airports that have several infrastructure plans that are currently taking off. We sat down with Airport Directors with Billings Logan International Airport, Granbury Regional Airport, Mt. Vernon Outland Airport, Ogdensburg International Airport, Springfield Branson National Airport, and Waco Regional Airport to discuss their airport master plans, meeting continued aviation growth and their economic link to the community and region they serve. In-depth profile features filled our pages with city officials from Aiken, South Carolina, Albemarle, North Carolina, Avon Park, Florida, Corpus Christi, Texas, Dawson County, Georgia, Harrison, Arkansas Palmyra, New Jersey among other fast-growing municipalities. Each region is gearing up for the second half of 2024 looking to focus on infrastructure projects and business growth as well as providing residents what is on their wish list. Commercial growth coupled with residential growth has propelled these municipalities into representing some of the fastestgrowing regions across North America. Companies profiled this month included AC Moate, All American Pet Resorts, Bloomin Blinds, C&S Design and Engineering Inc., Hableman Bro’s, Hoffman Elite Enterprises, and the Loomex Group among other leading businesses and organizations. Looking ahead, all these companies show leadership and produce unparalleled projects to increase their business foothold. All these companies are steering their economic engines towards further growth in the latter half of 2024. As we continue to bring you the very best sector and industry-focused features, we hope that you take time for yourself to soak in the early fall air, sit down and enjoy our sector-focused features. Karen Surca Editor in Chief Dear Readers, 2 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 09
AGRICULTURE 19 HABELMAN BROS. COMPANY Cranberry Harvest, Generations Strong CONSTRUCTION 31 MASTER POOLS GUILD Growth and Unity on the Journey to Industry Excellence 41 A&G CONCRETE POOLS Building Beyond Expectations 51 BOMA INTERNATIONAL Housing on the Agenda 61 AC MOATE Paving the Way in Parking Lot Maintenance 71 THE ASSOCIATED GENERAL CONTRACTORS OF VERMONT Building for the Future 81 C&S DESIGN ENGINEERING Restoring History 91 STRONG ENTERPRISES Going from Strength to Strength 91 VOLUME 11, ISSUE 09 COVER FREEMAN COLISEUM AND EXPO CENTER 2 EDITOR’S NOTES 7 OPENING LINES STRONG ENTERPRISES MASTER POOLS GUILD 31 3 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 09
GO-TO COLLECTION WHEREVER YOU PLAY
FINANCE 199 OSHAWA COMMUNITY CU Finance Options that Fit FRANCHISE 211 RESIBRANDS Revolutionizing World-Class Home Services 233 ALL AMERICAN PET RESORTS Peak Providers of Premier Pet Care 243 BLOOMIN’ BLINDS A New Era of Technology-Driven Home Services 253 EZEE ASSIST The AI-Powered Evolution in Franchising PROFESSIONAL SERVICES 265 INVITECHANGE Ushering in an Era of Transformational Leadership CLEAN & GREEN 103 E-ZINC Powering the Grid EDUCATION 115 CALIFORNIA STATE UNIVERSITY: NORTHRIDGE Streamlining Systems with Superior Strategies ENERGY & INDUSTRY 131 MANITOBA MINISTRY OF ECONOMIC DEVELOPMENT, INVESTMENT, TRADE AND NATURAL RESOURCES Exploring the Depths of a Rich Province 141 JA TECH INC. Powering Saskatchewan’s Growth with Engineering Excellence 155 HOFFMAN ELITE ENTERPRISES Building Growth, Safety, and Relationships, One Handshake at a Time FACILITIES MANAGEMENT 167 FREEMAN COLISEUM AND EXPO CENTER A Venerable Venue 177 THE MARION COUNTY HOUSING AUTHORITY Rural Revival: Bridging the Housing Gap 187 WESBANCO ARENA & CAPITOL THEATRE A Top Tier Venue Experience VOLUME 11, ISSUE 09 FREEMAN COLISEUM AND EXPO CENTER ALL AMERICAN PET RESORTS 167 233 5 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 09
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 277 BILLINGS LOGAN INTERNATIONAL AIRPORT Expansions keep pace with growing air traffic 287 GRANBURY REGIONAL AIRPORT On the Wings of Change 297 HIGH PRAIRIE REGIONAL AIRPORT The Gateway to Big Lakes County 307 OGDENSBURG INTERNATIONAL AIRPORT A hometown airport with real growth potential 313 LOOMEX GROUP Elevating Aviation in North America Through Innovation and Advocacy 323 MT. VERNON OUTLAND AIRPORT Modern technology and sophisticated service 333 SPRINGFIELD-BRANSON NATIONAL AIRPORT Taking Off into a Bright Future 343 WACO REGIONAL AIRPORT An Economic Engine in Full Gear CITY VIEW AIKEN, SC ALBEMARLE, NC BLACK MOUNTAIN, NC NEW BERN, NC AVON PARK, FL BELOIT, KS BRISTOL, WI CORPUS CHRISTI, TX DAWSON COUNTY, GA HARALSON COUNTY, GA WARNER ROBINS, GA EAST RIDGE, TN HARRISON, AR MILAN, NM MONTVALE, NJ PALMYRA, NJ RIMOUSKI, QC WAINFLEET, ON VERMILION RIVER COUNTY, AB WALLINGFORD, CT EDUCATION CONSEIL SCOLAIRE FRANCOSUD HAZLETON AREA SCHOOL DISTRICT SPRINGFIELD-BRANSON NATIONAL AIRPORT 333 6 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 09
HERMEUS TO BUILD HYPERSONIC TESTING FACILITY IN FLORIDA Source: https://www.ainonline.com/, Kerry Lynch, Editor, First Published Sept 13th, 2024 HYPERSONIC DEVELOPER IS INVESTING $135 MILLION IN THE JACKSONVILLE TEST SITE Aircraft developer Hermeus earlier this week broke ground for a hypersonic engine and flight test facility at Jacksonville (Florida) Cecil Airport (KVQQ). To become Hermeus’ largest and most technologically advanced site, the High Enthalpy Air-Breathing Test (HEAT) facility is anticipated to be the initial base for Hermeus’ high-Mach flight tests beginning in 2026. Plans call to build the facility in stages, with it ready for initial sea-level static engine tests before year-end. Hermeus is investing $135 million in the project, which is expected to culminate in 100 jobs being created. Hermeus celebrated the milestone during a ceremony at KVQQ with company executives and employees, who were joined by U.S. Reps.Aaron Bean (R-Florida) and John Rutherford (R-Florida); state senator Clay Yarborough R-Jacksonville); and other local dignitaries. As the name implies, the HEAT facility will provide continuous high flow rate, high enthalpy, and lowOpening Lines 7 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 09
hypersonic engines,” said Hermeus co-founder and CEO AJ Piplica.“The few test facilities available have years-long waitlists and are prohibitively expensive. The commercially operated testing services that we will offer at our HEAT facility are more economical and responsive to dynamic test requirements and are better suited to match the ever-changing needs of the warfighter.” Hermeus plans to field Halcyon, a 20-passenger Mach 5 aircraft that is planned for commercial markets, in the next decade. pressure conditions required for upper supersonic and lower hypersonic flight modeling. This will enable Hermeus to test hypersonic technologies for both the Department of Defense and commercial partners. Various engines and propulsion subsystems will be tested, from a Pratt & Whitney F100 engine to Hermeus’ hypersonic Chimera engine. Company executives also expect the location to serve as a flight test site. “The United States is lacking in the capability to rapidly and economically test air-breathing 8 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 09
OPENING LINES Source: https://nbaa.org/, Editor, First Published Sept 13th, 2024 The NBAA Safety Committee Workforce Challenges Group is looking for NBAA member experiences with workforce challenges and plans to use the information gathered to identify common safety risks and develop mitigation measures. Business aviation is still facing significant challenges meeting its needs for aviation professionals, including pilots, technicians, schedulers and dispatchers and more. These workforce challenges have resulted in hiring new professionals with less experience, retired professionals returning to the industry and recruiting retired airline personnel. “Organizations of all types and sizes are encouraged to share their experiences with the working group,” said Lee Rafalko, operational concerns team lead for the NBAA Safety Committee. “What safety issues, if any, have resulted from the industry-wide workforce challenges? How has your organization adapted to address these safety issues?” “We don’t want to assume we know what the industry is going through. We want to hear the true need,” said NBAA Safety Committee member Andrew Sedlacek, safety manager and senior captain at a Part 91 flight department.“We also want to help new entrants to business aviation to thrive in business aviation, not just engage in the industry.” NBAA SEEKS INDUSTRY INPUT ON HOW WORKFORCE CHALLENGES IMPACT SAFETY 9 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 09
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OPENING LINES GOVERNMENTS SHOULD LOOK UNDER THE HOOD TO MAKE SURE THEIR IT SYSTEMS ARE SAFE FROM CYBER CRIMINALS Source:https://www.americancityandcounty.com/ , Michael Keating, First Published Sept 12th, 2024 Cities and counties should take a close look at their entire IT setup to ensure security against cyber threats, says Josh Koenig, co-founder & chief strategy officer at Pantheon, a website operations platform that offers tools that enable building Drupal and WordPress cloud-based sites with streamlined workflows, scalable infrastructure, and a fast, efficient content delivery network. The company provides web-hosting solutions to governments. “The first step is to assess the current state of security: the surface area, the technical situation and the practices and processes that govern the human elements of security. Unless this has been done recently, or there’s been zero change or staff turnover since the last audit, the most important thing is to know where to focus. In all likelihood, there are multiple issues to address,” Koenig tells Co-op Solutions. The surface area, which can be susceptible to digital attack, encompasses all the equipment and software that connect to an organization’s network. These include applications, code, ports, servers and websites. It also encompasses unauthorized applications or devices that team-members and other users may install without management’s permission. Koenig says that if IT leaders don’t have a comprehensive picture of the state of security, they risk neglecting something that is important. “They might focus on the first thing they find and leave open other unknown gaps that could be far more critical.” Koenig says public-facing systems like websites have a much larger attack surface. “As more public services move online, the criticality of these systems goes up. A static website being knocked offline is embarrassing, but one that’s compromised can facilitate identity theft, spread misinformation and do other harmful activities.” He adds that another area of vulnerability is anything that’s Internet-connected but still managed via a legacy or on-premise approach. “While there’s psychological comfort in knowing where the systems are, the truth is that in most organizations, this infrastructure is the most likely to be outdated or suffer from human error in terms of maintenance.” A third area of vulnerability, according to Koenig, is where organizations have “moved to the cloud” but with a pure lift-and-shift approach, swapping out virtual for physical hardware. “Unless they have a very strong devops (development and operations) or cloud management practice, it’s very easy for human error and oversight to result in under-governed systems or orphaned nodes on the network.” 11 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 09
are in the process of moving to the cloud should seek to ‘move up the stack’ as far as possible to maximize gains from automation. Dropping manual system administration work for software-driven configuration management or moving all the way to Platform as a Service (PaaS) or Software as a Service (SaaS) solutions should be an active part of every roadmap conversation.” Koenig says government officials can also adopt a web-application-firewall (WAF) solution as part of their Internet-facing cloud strategy. “Anything exposed to the Internet will face automated exploit attempts within a matter of hours, so keeping the bots at bay is important, as more governments deliver their services digitally.” A WAF can help protect web applications by filtering and monitoring HTTP traffic between a web application and the Internet. Koenig suggests the following exercise for publicsector IT officials: “Local governments will typically want to assess vulnerabilities across two different axes: criticality (how damaging an exploit would be) and likelihood of breach. If you make a 2×2 matrix and plot your systems, the obvious place to focus is on the high/high upper right quadrant.” The 2×2 matrix is a decision-support tool that provides teams and managers with a visual framework that can aid in prioritizing tasks. According to Koenig, governments should adopt basic DevSecOps (development, security and operations) practices for applications deployed by IT to ensure the stability and security of updates.“This is the first line of defense against supply chain attacks, and it guards against edge-cases where minor bug fixes from an upstream source can manifest as regressions or stability issues in your particular implementation.” He also suggests: “Additionally, organizations that 12 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 09
OPENING LINES FOR GOVERNMENT FLEET MANAGERS, THE SHIFT TO EVS TAKES PLANNING, TRAINING AND FUNDING Source: https://www.americancityandcounty.com/, Michael Keating, First Published Sept 6th, 2024 Because of the urgent need for decarbonization and reducing climate change, local government fleet managers are facing several major trends. One of these is the shift from internal combustion engines to electric vehicles (EVs), says Sam Pournazeri, senior director of Clean Transportation & Energy at ICF, a global consulting and technology services company with approximately 9,000 employees that helps organizations, including public- and private-sector clients, solve their complex challenges. The firm aids organizations in transportation electrification, including the shift to EVs. “Many local governments across the country have set ambitious climate targets, recognizing the substantial contribution of their vehicle fleets to their overall carbon footprint. Transitioning these fleets away from internal combustion engines (ICEs) to EVs has become a key strategy in their efforts to reduce emissions,” Pournazeri explains. He says the transition to EVs offer a promising avenue for reducing operational and maintenance costs. “Compared to traditional internal-combustion-engine vehicles, EVs have fewer moving parts, which translates to lower maintenance needs and costs. Additionally, electricity as a fuel source is generally cheaper than gasoline or diesel, leading to further operational savings.” But as these fleet managers begin to pivot towards electric vehicles, they face a dual challenge.“On one hand, procurement of EVs, while familiar territory, introduces new considerations such as vehicle range and availability. On the other hand, a more daunting task lies in the build-out of charging infrastructure. This aspect of the transition is particularly challenging because it falls outside the traditional scope of fleet management,” Pournazeri tells Co-op Solutions. He notes that many fleet managers possess limited knowledge about the specifics of charging technology, installation requirements, and the logistical planning needed to ensure that infrastructure keeps pace with fleet electrification. Pournazeri says there’s another significant hurdle: the maintenance of these new-technology vehicles. “Traditional fleet maintenance shops and technicians are predominantly trained and equipped to handle ICE vehicles. The shift to EVs requires a different set of skills and knowledge, particularly in electrical systems and battery management. The lack of workforce development programs and a shortage of technicians trained to service EVs represent a critical challenge.” The ICF official adds: “This workforce gap not only affects the maintenance and operational readiness of the fleet, but also poses a barrier to the broader adoption of EVs within local government operations.” To improve fleet performance, Pournazeri urges fleet managers to conduct regular, thorough analyses of their fleet operations. “This proactive approach involves evaluating operational efficiency, vehicle utilization, and maintenance practices to identify any inefficiencies or areas for improvement. By assessing their fleet’s performance and needs regularly, local governments can make informed decisions about transitioning to more efficient technologies, rightsizing or downsizing their fleet, and implementing other strategic changes.” He says such an analysis not only helps pinpoint where resources may be underutilized or overspent, but also paves the way for adopting innovations that can lead to significant cost savings, enhanced operational efficiency, and reduced environmental impact. “Emphasizing continuous evaluation and adaptation ensures that fleet operations remain optimal and aligned with their evolving needs.” Pournazeri outlines a few key steps for fleet managers: • Conduct comprehensive fleet transition planning, including rightsizing.“Before embarking on significant changes, such as adopting new technologies or transitioning to EVs, it’s crucial to conduct a comprehensive fleet transition planning exercise. This planning should include a rightsizing analysis to ensure the fleet is optimally sized for its operational needs.”The ICF executive says rightsizing involves evaluating the current fleet to determine if each 13 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 09
approach not only extends the lifespan of the fleet but also ensures vehicles are operating efficiently and safely, reducing unexpected downtime and associated costs.” • Explore funding opportunities. Transitioning to more efficient fleet operations, especially with the adoption of EVs and the necessary charging infrastructure, requires significant investment.“To alleviate some of the financial burdens, fleet managers should actively explore federal and state grants, incentives, and partnerships. Many governments offer financial support for initiatives that reduce emissions and promote energy efficiency.” Pournazeri says these funds can be instrumental in covering the costs associated with the purchase of EVs, the build-out of charging infrastructure, and workforce development programs. • Focus on workforce development. As fleets evolve, particularly with the introduction of EVs and advanced technological systems, the need for a skilled workforce becomes more critical.“Investing in training and equipment upgrades is essential for preparing your maintenance facilities to handle new technologies. Developing partnerships with educational institutions and industry organizations can help create tailored training programs that equip technicians with the skills needed to maintain and repair modern vehicles, including EVs.” Pournazeri adds that this approach ensures that your workforce stays ahead of technological advancements and can efficiently manage the transition to and maintenance of EVs. • Engage in continuous improvement. Fleet management is an evolving field, with new technologies and practices popping out on a regular basis. “Staying informed about industry trends, attending workshops and conferences, and engaging with peer networks can provide valuable insights and ideas for further improving fleet operations.” Pournazeri says fleet managers should investigate programs and training courses that help local governments train, recruit and hire more fleet mechanics as mechanics retire.“These programs often focus on bridging the skills gap and ensuring that new hires are prepared to work with both traditional internalcombustion-engine vehicles and emerging technologies such as EVs.” Potential resources include: • National Institute for Automotive Service Excellence (ASE) certification programs. • National Association of Fleet Administrators (NAFA) fleet management certification. • Electric vehicle training programs. One example is the Electric Vehicle Infrastructure Training Program (EVITP). In addition, community colleges and vocational schools may offer specialized programs or courses on EV maintenance and repair. • Manufacturer-specific training. Pournazeri notes that many vehicle manufacturers offer training programs on the maintenance and repair of their vehicles. “This can be especially useful for fleets that utilize a significant number of vehicles from specific manufacturers, including EVs and hybrids.” vehicle is necessary, appropriately utilized and the right type for its intended purpose. • Implement fleet management and telematics systems. Leveraging technology such as fleet management software and telematics can significantly improve operational efficiency.These systems provide real-time data on vehicle location, fuel consumption, maintenance needs and driver behavior. Pournazeri says this information can be invaluable for optimizing routes, scheduling preventive maintenance, reducing fuel consumption and improving overall fleet safety. “Having access to detailed analytics, fleet managers can make informed decisions that lead to cost savings and enhanced operational efficiency.” • Adopt a preventive maintenance strategy. Implementing a preventive maintenance strategy, supported by data from telematics and fleet management systems, can prevent minor issues from becoming major problems. “This 14 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 09
OPENING LINES HOW TO BUILD AWARENESS OF FLOOD RISK AND GAIN BUY-IN FOR FLOOD CONTROL MEASURES Source: americancityandcounty.com, Katherine Osborne, First Published Sept 13th, 2024 Floods are one of the most devastating events to strike a community—costly in terms of lives lost, damaged or destroyed homes, economic disruption, and damage to critical infrastructure. However, improvements in technology are helping local governments provide accurate assessments of flood risk, so steps can be taken to provide early and accurate warning of flood events, minimize potential losses, and improve outcomes and overall resilience after a flood occurs. WHAT’S MISSING FROM CURRENT METHODS OF MANAGING FLOOD RISK? To understand how local governments can better manage flood risk, it is important to understand how this work is done at present. Many municipal and county governments rely primarily on Federal Emergency Management Agency (FEMA) Flood Insurance Rate Maps (FIRMs) and Flood Insurance Studies (FIS) for flood information. Per current standards, these flood hazard products use a deterministic assessment of six flood events: the 10% annual chance (10-year), 4% annual chance (25-year), 2% annual chance (50-year), 1% annual chance (100year), 1% annual chance “plus” (100-year plus), and 0.2% annual chance (500-year) flood events based on historic data. The 1% and 0.2% annual chance events, or the Special Flood Hazard Areas (SFHAs), are the mapped flood events shown on the FIRMs. However, extreme rainfall events, which are becoming much more prevalent, are not well depicted in the existing FEMA Risk Mapping, Assessment, and Planning (Risk MAP) datasets. Pluvial (rainfall-related, or “flash”) flood information is not generally available or accessible to communities. It is also rare that local governments have real-time flood risk information for decision support, especially in low population areas, disadvantaged communities or near un-gaged streams. THREE MAIN CHALLENGES LOCAL COMMUNITIES FACE ARE OBTAINING INFORMATION BASED ON: • Current conditions: Most available flood risk information is based on historical hydrologic data and does not account for extreme rainfall events. Current extreme rainfall events are often beyond the 1% or 0.2% annual chance events. Also, due to the large investment of funding and labor required for traditional modeling and mapping methods, analysis may not account for current infrastructure and impervious development. 15 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 09
constructed wetlands and other measures that can be considered nature-based solutions. THE ROLE OF INFORMATION TECHNOLOGY The technical aspects of flood management also play a major role in increasing awareness and gaining buyin and support for mitigation efforts. As mentioned, current flood risk management practices may not keep up with current development. This may mean that there are more hard surfaces with increased runoff than the latest FIRMs would indicate, and a higher risk of flooding. Major technological developments that can complement and enhance current methods of flood risk management are: • Artificial intelligence (AI) based flood modeling tools can quickly and accurately model current and future risks, such as increased storm frequency and severity, as well as multiple flood risks such as riverine (fluvial), rainfall-related (pluvial) and coastal flooding, which was previously costly and time intensive to model. Because these models can be effectively deployed, current condition inputs such as the latest LiDAR and land use datasets, can be incorporated as new data becomes available. • Internet of Things (IoT) data, such as gages or sensors, in public domains and commercial sources, can provide real-time information on potential risks and more accurate information on possible upstream impacts. • Quick response tools. With AI-based flood models, it’s possible to enter real-time IoT data such as weather or gage information and provide emergency responders a prognosis on when and where a flood is likely to develop over time In this way, AI-based flood modeling becomes a transparent, verifiable, data-driven method to perform readiness and preparedness actions, mitigation and resilience planning, capital spending, and real-time emergency response to protect lives, property, and infrastructure. It also provides a means for local communities with limited budget and schedules to assess best available data where there may be outdated information, no information, or no instrumentation data available. Pairing advanced technologies with local expertise and engagement creates a new level of understanding of the need to support measures that will protect our communities. • Pluvial or flash flood risk: Although a significant risk, pluvial analysis is not available to most communities in the United States. These types of events are often extremely costly because they affect infrastructure outside of the SFHAs. • Available resources: Most communities are unable to acquire floodplain studies or real-time warning tools due to limited resources and funding. It is also difficult for communities to prioritize flooding over other hazards that may impact the population. Municipal leaders may be aware of increased flood risk, but it can be challenging to obtain buy-in and associated financial support to protect against an event that may not happen. It’s hard to determine how much to allocate for flood mitigation measures. But the potential implications can’t be ignored, including considerations to health and safety, the economy and environment, and overall growth and advancement. SOLUTIONS LIE IN COMMUNITY INVOLVEMENT The solutions to managing flooding effectively come in two aspects—human and technical. Let’s start with “human.” • Look for community involvement and interest groups that share the vision and can support the municipality’s efforts. In addition, look to engage interested parties and groups that are not necessarily in alignment in order to better represent the unique profile of your community. Having diverse inputs and stakeholder priorities minimizes the risk of confirmation bias, while fostering partnerships to resolve meaningful change through real time solutions. Creating these groups or organizations can also provide resources and cost-sharing opportunities. • Look for ways to meet shared goals among municipal departments—e.g. Parks & Recreation may want to develop more parkland and multiuse trails, so they may support measures that limit development of floodplain areas. • Access state and federal funding through supporting priorities of agencies such as FEMA, U.S. Environmental Protection Agency (EPA), U.S. Department of Housing and Urban Development (HUD), and U.S. Department of Agriculture (USDA). For example, in your funding requests, highlight proposed flood control plans which involve 16 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 09
agriculture 17 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 09
HABELMAN BROS. COMPANY CRANBERRY HARVEST, GENERATIONS STRONG 18 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 09
HABELMAN BROS. COMPANY AT A GLANCE HABELMAN BROS. COMPANY WHAT: A century-old, family-owned business specializing in cultivating and distributing fresh cranberries. WHERE: Tomah, Wisconsin WEBSITE: www.habelmancranberries.com CRANBERRY HA GENERATIONS 19 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 09
ARVEST, STRONG Gracing the table of countless Thanksgiving and Christmas celebrations throughout the years, the cranberry holds a special significance for many. These tasty little treasures also have a rich history in American agriculture. Habelman Bros Company has shaped the cranberry industry for over a century, bringing fresh cranberries to markets worldwide. Raymond Habelman, the current owner of Habelman Bros Company, shares insights into 20 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 09
the legacy of his family’s business, the innovations it’s embraced, and the challenges it’s overcome to remain a leader in the industry. HUMBLE BEGINNINGS TO CRANBERRY EMPIRE The story of Habelman Bros Company begins in 1907 when the American agricultural landscape was much different than it is today. Habelman’s great-grandfather, Edward Habelman, along with his wife, Anna, made a decision that would change the trajectory of their family’s future.“They were row crop farmers and chicken farmers looking for a different lifestyle,” Habelman explains.They stumbled upon a small, 13-acre cranberry marsh that was up for sale near their farm. Seizing the opportunity, they offered to purchase half of the marsh from a local doctor, who accepted, marking the birth of Habelman Bros Company. Starting with just 13 acres of cranberries, the company’s growth over the next several decades reflects Edward’s five sons’ hard work and determination—Habelman’s great uncles and grandfather. ‘We went from 13 acres to 700 acres, thanks to the efforts of my great uncles and grandfather,’ Habelman proudly shares. The original marsh has expanded to nearly 50 acres and remains integral to the company’s operations.” The expansion of the company did not happen overnight. It required years of dedication, learning, and a deep connection to the land. The Habelman family didn’t just grow cranberries; they cultivated a legacy. Each generation passed down knowledge and passion, ensuring the business survived and thrived. “My great uncles and grandfather were instrumental in building the company to where it is today,” Habelman reflects. The family’s commitment to quality and deep respect for the land has been key to the company’s success. COMMITMENT TO FRESHNESS Habelman Bros has carved out a unique niche in the cranberry industry by focusing exclusively on fresh cranberries. While many producers grow cranberries for processing into juices, sauces, and other products, Habelman Bros provides consumers with fresh, 21 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 09 HABELMAN BROS. COMPANY
unfrozen cranberries.This commitment to freshness is evident in every aspect of its operation. “We are 100% fresh cranberry growers,” Habelman emphasizes. This means its cranberries are harvested, packaged, and shipped without being frozen, ensuring that consumers receive the freshest product possible.The focus on fresh cranberries has positioned Habelman Bros as a leader in the retail market, with its products available in grocery stores across North America and Europe. The company’s packaging season begins in September, with many of the early shipments heading to Europe and the UK.The season continues through October and November, with the company supplying cranberries for the US Thanksgiving market, and it extends into December for Christmas. One of the company’s largest markets is Europe, where the demand for fresh cranberries has steadily grown.“We distribute between 45 and 55 container loads of fresh cranberries into the UK and the Netherlands every fall,” Habelman notes. European consumers, he explains, have a particular affinity for the tartness of fresh cranberries, often enjoying them without adding sugar. This preference has driven consistent demand throughout the season, with shipments continuing until mid-December. In addition to Europe, Habelman Bros supplies cranberries to Canada and other parts of North America.“Canada is a smaller market for us compared to Europe, but we still ship four to six container loads yearly,” Habelman says. The company’s ability to adapt to the varying demands of different markets has been crucial to its success. INNOVATION IN AGRICULTURE “Our production facilities are where most of the work happens,” Habelman explains. The company has two production facilities, each equipped with large coolers capable of storing up to seven million pounds of cranberries. These coolers are essential for maintaining the freshness of the fruit, allowing the company to fulfill orders throughout the holiday season. However, the advancements in sorting technology 22 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 09
have had the most impact on the company’s operations. “Being fresh fruit growers, our number one goal is to supply the highest quality cranberry to grocery stores,” Habelman says. “We use multiple sorters—some use lasers that shine against the fruit to determine defects, while others use cameras,” Habelman explains. This technology allows the company to detect even the smallest imperfections in the cranberries, ensuring that only the best fruit makes it to market. In addition to mechanical sorting, the company also relies on its workers’ sharp eyes and quick reflexes to catch any discolored or damaged fruit that the machines might miss. This commitment to quality extends to the company’s packaging operations as well. Habelman Bros has invested in advanced packaging machines that handle various bag sizes and styles.“We have seven volumetric fillers that pack standard cranberry bags, as well as machines that run a stand-up pouch for 23 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 09 HABELMAN BROS. COMPANY
Proudly Represented By: Proudly Represented By: Proud Members Of: Habelman Bros are proud to have earned their reputation as the category leader for providing a pack-to-order supply from mid-September through the Christmas holiday. Available Packstyles Since 2008,The Cranberry Network has been proudly supplying fresh cranberries to North America and Europe. We are a professionally staffed office located in Wisconsin Rapids, the heart of “Cranberry Country”. We are partnered with some of the best organic and conventional fresh cranberry growers in North America. Our five employees provide you with exceptional service for all your cranberry needs. Whether you’re a large retailer looking for semi loads of cranberries, or a small operation which needs a few cases for the holidays, give us a call. If you are looking for frozen cranberries, let us know what you want. We offer frozen cranberries in forty-pound boxes, and 1200 bins.
two-pound bags with handles and zippers,” Habelman notes.The flexibility allows the company to meet the diverse needs of its customers, further solidifying its reputation as a premier provider of fresh cranberries. COVID-19 IMPACT Like many businesses, Habelman Bros faced significant challenges during the COVID-19 pandemic. The pandemic disrupted supply chains, making it difficult to find workers and creating numerous other obstacles the company had to navigate.“We saw a lot of hurdles during COVID—getting supplies, securing a good workforce, it just made everything miserable,” Habelman admits. Despite these challenges, the pandemic also increased demand for fresh fruits and vegetables as consumers focused more on healthy eating.“The demand was high, but it was hard for us to supply it due to all the other roadblocks,” Habelman explains. The company had to adapt quickly to meet the rising demand while dealing with the various disruptions caused by the pandemic. Supply chain issues have started to level out as the industry recovers, although some challenges remain. “The availability of supplies and lead times have reduced a lot, but trucking is still substantially more expensive than it was five years ago,” Habelman notes. The cost of transportation remains a significant issue 25 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 09 HABELMAN BROS. COMPANY
for the company, but they are optimistic that things will continue to improve. The pandemic also highlighted the importance of supporting local agriculture. “Consumers have been great,” Habelman says.“Much of what we do is focus on the family farm, health, sustainability, and customers get it.” The pandemic underscored the importance of a strong and resilient agricultural sector. GIVING BACK TO THE COMMUNITY Habelman Bros Company is more than just a business; it’s a local community pillar.The company’s deep roots in the area are reflected in its strong commitment to community engagement and support. “Cranberry growers love to talk and tell their story, and I’m no different,” Habelman shares proudly. One way the company gives back is by offering tours of its facilities. “We encourage people to come visit our farm,” Habelman says. These tours provide a unique opportunity for the public to learn about cranberry farming and see firsthand the work that goes into producing fresh cranberries.The company also participates in local farmers’ markets, selling cranberries directly to consumers. In addition to offering tours and participating in farmers’ markets, Habelman Bros is a proud supporter 26 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 09
of the annual Cranfest in Warrens, Wisconsin. “We love to support that festival financially and with good cranberries if anybody wants to buy any,” Habelman adds.The festival, which draws thousands of visitors each year, is a celebration of all things cranberry and a testament to the importance of the fruit to the local economy. Wisconsin’s significance in the cranberry industry cannot be overstated, as the state grows well over 60% of the U.S. crop, and remarkably, half of the world’s cranberry supply is cultivated there. The company’s impact on the local community extends beyond its financial contributions. Habelman Bros is also a major employer, providing jobs for 33 full-time employees and over 200 seasonal workers. “It takes a lot of people to grow and package fresh cranberries,” Habelman explains. However, finding enough seasonal labor remains a challenge. “It’s very difficult to find 180, 200, 220 people for a couple of months of work,” Habelman admits. This challenge is not unique to Habelman Bros, as many agricultural businesses face similar difficulties securing seasonal labor. LOOKING TO THE FUTURE As Habelman Bros looks to the future, its priorities are clear: continue to innovate, maintain high quality, 27 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 09 HABELMAN BROS. COMPANY
and stay true to its family roots. Over the next 18 months, the company plans to invest in new sorting technology and focus on planting cranberry varieties that offer the best quality for fresh consumption. “We’re not so interested in increasing our yields; more cranberries doesn’t always mean better cranberries,” Habelman explains. Instead, the company targets firm, solid varieties with a longer shelf life, ensuring customers receive the highest quality product possible. Renovating cranberry beds and planting new varieties is slow, taking about three years for new vines to produce a substantial crop. However, Habelman is PREFERRED VENDOR/PARTNER n The Cranberry Network www.thecranberrynetwork.com The Cranberry Network (TCN), and Cranberry Partners are cranberry sales companies located in Wisconsin Rapids WI. TCN focuses on everything related to conventional fresh cranberries; sales, order taking, production scheduling, freight options, invoicing etc. Cranberry Partners focuses on everything related to Organic fresh cranberries. patient and committed to the company’s long-term success. “Besides trying to keep everybody healthy and happy and keep the company running at a good trajectory, our focus is on renovating old cranberry vines and making our plants higher quality and more efficient,” he says. For Habelman, the true joy of his work lies in being out in the fields, working with the cranberry vines.“I love being out on the farm, whether it’s irrigation in the early mornings or frost protection at night,” he shares. With all the role demands, Habelman finds great satisfaction in the simple yet essential tasks that keep the business going. 28 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 09
construction 29 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 09
AC MOATE PAVING THE WAY IN PARKING LOT MAINTENANCE C&S DESIGN ENGINEERING RESTORING HISTORY MASTER POOLS GUILD GROWTH AND UNITY ON THE JOURNEY TO INDUSTRY EXCELLENCE A&G CONCRETE POOLS BUILDING BEYOND EXPECTATIONS BOMA INTERNATIONAL HOUSING ON THE AGENDA THE ASSOCIATED GENERAL CONTRACTORS OF VERMONT BUILDING FOR THE FUTURE STRONG ENTERPRISES GOING FROM STRENGTH TO STRENGTH WISCONSIN UNDERGROUND CONTRACTORS ASSOCIATION ONLINE ARTICLE 30 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 09
GROWTH AND UNIT JOURNEY TO INDUS MASTER POOLS GUILD AT A GLANCE MASTER POOLS GUILD (MPG) WHAT: A premier association in the pool construction industry, dedicated to fostering growth, unity, and excellence among its members. WHERE: Founded in California, the Master Pools Guild has expanded its reach globally, boasting members from countries including the United States, Australia, the United Kingdom, Guatemala, Costa Rica, and India. WEBSITE: www.masterpoolsguild.com STRENGTHENING THE FOUNDATION OF POOL CONSTRUCTION 31 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 09
TY ON THE STRY EXCELLENCE N THROUGH COLLABORATION, EDUCATION, AND ADVOCACY Master Pools Guild, the leading voice for the pool industry, has expertly captured the sector’s collaborative spirit, cultivating it through regular meetings, educational seminars, and networking events that bring together builders, vendors, and industry experts. By positioning themselves as leaders in continuing education and industry standards, the Master Pools Guild elevates the entire sector, ensuring that members are keeping pace with industry advancements and setting new benchmarks for quality and innovation. Photo Credit: Regal Pools, Tomball, TX 32 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 09
The guild also focuses on the individual needs of its members. This includes providing support in compliance with state and federal regulations, offering tools for managing online reputations, and facilitating access to cutting-edge technologies and resources. By addressing these day-to-day challenges, the guild ensures its members can operate smoothly, maintain high standards, and deliver exceptional service to their clients. Success for the Master Pools Guild is reflected in the thriving businesses of its members, marked by growth, innovation, and a reputation for excellence. This association is a cohesive network of professionals who are not just surviving in a competitive market but are leading it with confidence, integrity, and a shared passion for enhancing the lives of their customers through the joy of water. A LEGACY OF SUPPORT AND COLLABORATION Founded in 1962 in California, the Master Pools Guild (MPG) emerged from a shared vision among a group of builders who sought to collaborate and support one another in an industry still in its formative years. Unlike other groups focused on bulk purchasing and discounts, MPG’s ethos has always centered on member support, continuing education, and elevating industry standards. This commitment to collective growth has been the cornerstone of MPG’s operations, allowing it to flourish as an association that prioritizes the success and well-being of its members. Over the years, MPG has grown into a network of builders who share resources, insights, and best practices, all while maintaining a high standard of excellence. “We work with the Pool and Hot Tub Association (PHTA), and [we] have become an incredible voice for our industry.They have offices in Alexandria, very close to the Capitol, and we support their efforts whenever possible,” says Executive Director Teri Wilshire. P 33 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 09 MASTER POOLS GUILD
MPG’s influence extends beyond its membership through its strong advocacy efforts has been instrumental in shaping the industry’s landscape at both the state and national levels. The PHTA, led by Sabina Hickman, has played a pivotal role in uniting different segments of the pool industry, creating a cohesive and unified voice that represents the interests of all stakeholders. Through collaboration with PHTA, MPG has navigated complex regulatory environments and ensured its members are well-represented in discussions that affect the industry. The association’s involvement in advocacy efforts has not only helped protect the interests of its members but has also contributed to the overall growth and development of the pool industry as a whole. Overall, the focus on collaboration rather than competition has fostered an environment where members are encouraged to support one another, ensuring that everyone benefits from the collective knowledge and experience of the group. RIGOROUS MEMBERSHIP STANDARDS AND CIRCUMSTANCES Maintaining high standards is a priority for MPG, and this is reflected in its stringent membership criteria. “We have a fairly extensive vetting process… you have to have been working in the industry for a minimum of five years. You have to build primarily gunite or concrete pools. We check bank references, we check trade references, and of course, we check client references,” Wiltshire says, highlighting the association’s “bare bones” requirements. MPG’s commitment to quality extends beyond the initial vetting process.The association continuously monitors the online reputation of its members, ensuring that any issues are promptly addressed. “If we have a member that gets a one-star review across any social media platform or Google reviews, then at 6:15 am a copy of that review pings my email and I reach out to the owner of that company just to Photo Credit: AviaMediaGroup - Prestige Pools, Las Vegas 34 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 09
make sure that they have seen it and that they are going to respond to it,” Wiltshire explains. This proactive approach helps maintain the integrity of the MPG brand while providing members with the support they need to uphold their reputations in a competitive industry. However, there was a period that many remember when players in the pool construction industry could barely move let alone compete. The COVID-19 pandemic brought unprecedented challenges and opportunities to the pool industry. At the onset, many MPG members feared a repeat of the 2008 financial crisis, with concerns that the industry would suffer significant setbacks. HOWEVER, THE OPPOSITE OCCURRED. “The overwhelming majority of our members were able to maintain operations and stay open when other industries were closed down,” Wiltshire says. Declared an essential service by the White House, the pool industry experienced a surge in demand as people sought to enhance their homes and create outdoor spaces for leisure and relaxation. People wanted to stay home and in most cases, they had no choice, especially with travel no longer being an option. So, if they had the funds available to build a pool, that’s what many sought to do. MPG’s strong relationships with vendor partners proved invaluable during this period. Key partnerships with companies like Pentair, Hayward, and Fluidra facilitated the movement of equipment and supplies, allowing members to meet the skyrocketing demand despite widespread supply chain disruptions. The two-year boom in pool construction pushed members to their limits, but MPG provided the support needed to navigate this intense period, even offering seminars on stress management to help members cope with the pressures of increased workload. ADDRESSING THE SKILLED LABOR SHORTAGE The shortage of skilled labor has been a persistent challenge in the pool industry, exacerbated by the demands of the COVID-19 boom. In response, MPG, in collaboration with PHTA, has implemented several initiatives to attract new talent to the industry. PHTA’s apprenticeship program and the Work in Aquatics website are key components of this effort, 35 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 09 MASTER POOLS GUILD
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