“We’re not hoity-toity or high falutin’,” says Peter Naccarato, the down-to-earth Director of Construction at Hady Construction Associates. This is one of the factors that has kept him here. He’s been with the Toronto-based operation, which specializes in industrial and commercial building, for over 40 years and reports that the working atmosphere has remained consistently “low-key” during this time. Staff turnaround is low. He tells me about Ray, a super who has been working on-site for almost 50 years and Angie, the accountant who has been keeping the books for almost as long. People like to stick around and clients tend to become repeat customers. The Hady website is a relatively unpretentious affair, but when it comes down to it, attention is paid to the details that matter. While others may be preoccupied with marketing or chasing sales at any cost, Naccarato’s team are focused on the nitty-gritty of actual construction. This involves identifying all the additional, often overlooked, steps needed to make architectural drawings come to life and being transparent with clients from the get-go. In other words: no hidden extras.

“Bridging the gap between concept and reality” is how Naccarato describes the process, from preparing a bid to the building work that will follow. It’s all based on extensive organizational knowledge of the industry. Founded in the 1960s as the construction wing of the owner-developer Sorbara Group, Hady has since become a full-service general contractor on the competitive market, offering lump-sum, design-build and project management services. The company portfolio encompasses all kinds of industrial buildings, from manufacturing to healthcare, some commercial projects and a few institutional as well. There have been several projects for the Erin Mills Development Corporation, a series of high profile retail centers (such as ten apiece for Home Depot and Canadian Tire), some 50 auto dealerships (including Honda, Hyundai, Toyota, Volkswagen and the Zanchin Auto Group) and a few for the Toronto Catholic School Board.

Paradoxically, the overview and honesty that informs a bid from Hady Construction can be off-putting for some clients initially. The reason for this is that competitors often omit some necessary steps, making their prices appear cheaper at first, but subject to add-ons at extra cost later, once work is in progress. As Naccarato explains, “We include more than what’s on the written paper because we know the reality of the construction industry. Something is shown on a drawing in a certain way—that might be the final product they want—but to get there, there’s a few steps in between that you need to include. A lot of my competitors don’t do that. So my price will appear higher at first, because they didn’t allow for certain things.” He continues, “We’ve had clients, where we’ve bid, we lose the job to our competitor and then they come back and say ‘Okay, I need you guys to do it because the last guy was too cheap.’” In other words there had been arguments over every nut and bolt, or even worse, corners were cut. It often leads to a domino effect, costing the client more in the long run.

“We include more than what’s on the written paper because we know the reality of the construction industry.”

When it comes to the big picture, Naccarato is adamant that honesty is always the best policy, rather than trying to secure a job whatever the cost. The biggest challenge at the moment is fielding the supply chain crisis, attributed to, among other things, the knock-on effects of the pandemic. In 2020, Hady was fortunate to be engaged in construction deemed essential and permitted to continue. Food facilities, auto dealerships and a medical clinic, along with transport and infrastructure projects meant that the team could work through 2020 largely as planned. In 2021, an ongoing supply chain crisis is affecting budgets and schedules in a way that no one was prepared for. The global shortage of materials, coupled with shipping delays makes it difficult to cost and plan anything. Naccarato is not willing to make promises unless he’s certain he can keep them, but there is very little certainty in the air right now. He notes that some competitors are committing anyway and getting the jobs, but he doubts that they’ll be able to deliver on time or within budget. Looking back on the first waves of the pandemic and the initial shutdowns, he recalls that in construction there was never a shortage of labour, if work was permitted, but manufacturing activities were paused. Therefore the construction companies drew on their reserves, which soon became depleted. When things started to move again, supply and demand were out of sync, and the price of structural steel doubled within the space of a year. Meanwhile the delivery times for open web steel joists have stretched from the previous average of approximately two months to eight and sometimes ten. The reasons for this are not entirely clear.

“I don’t know if it’s a false set-up by the manufacturers, so they can increase the price, or if it’s a real thing. But pricing has gone up and it’s everything,” says Naccarato, going on to describe the consequences of just one material being unavailable: “Just a quick example, there was a roofing material that we use, polyiso, and the chemicals that produce that insulation were not available. Therefore, the insulation was not available to us, even though we had ordered it previously, within our scheduled time. An alternate was proposed: polystyrene. It was a bit of a challenge getting our owners and architects to accept it. The main difference is that polyiso is a three-inch board thickness, and polystyrene’s going to go to seven or eight inches to get the equivalent insulating value. Okay, fine, we got over that hump. And then the big challenge was trying to find the fasteners long enough to put that thicker membrane onto the roof. Even as of today, it’s hard to find fasteners.”

Meanwhile a lack of white cement powder led to delays in making precast concrete panels, as new suppliers had to be found. The quest for alternative products and new suppliers, sometimes from new countries, is time consuming and can involve some dead ends, as extensive background checks and quality control measures must be conducted. Substitute materials must be CSA approved and provide the same structural integrity, no matter where they come from. The entire procurement process has become incredibly unpredictable. When steel from China was unavailable, it could be sourced from North America, but from there it was more expensive. At the time of our interview, China had started re-opening but was affected by an energy crisis, forcing factories to go dark. These complicated issues show no sign of being resolved before the end of the current year, but Naccarato remains sanguine about it all. He has recently secured a new supplier for the screws needed and is confident that a new source of white cement powder will be found too. He doesn’t have time to panic anyway, and one senses that he is too pragmatic to waste time on it. Clients will point to contracts and service commitments to be honored, and he respects, even welcomes, this, adding that it gives extra motivation to “push ahead and do the best you can and that’s one of the reasons why we actually will find cement powder somewhere else. It kind of gives you the incentive to think outside the box.” Good work is rewarded, in this case, with more work, as there is certainly no shortage of projects to keep Naccarato and his colleagues occupied. In the coming months, they will be busy with food processing plants, another auto dealership and some transport infrastructure. Looking further ahead, to the end of 2022 and beyond, he is hopeful that by then some of the supply chain issues will be resolved and that everyone can return to “some kind of normal.”

Founded in 1976, Cooling Tower Maintenance Inc. (CTM) is the largest and oldest independent maintenance and service company for cooling towers in Canada. With over thirty employees between two sites, this generational business is critical for climate control in buildings such as hospitals, care homes and industrial settings. Because of this, the company is considered an essential service provider which allowed it to work through the Covid-19 pandemic and emerge without any major damage done, though not completely unscathed. 

Cooling Towers essentially act as giant radiators which provide cold water for air conditioning units on a large scale. Cooling Tower Maintenance does exactly what the name says – it services, repairs, and replaces cooling towers, while also humidification solutions and air conditioning units for lease and sale. With roots dating back to the 1950s, CTM has always had a ‘people-focused’ approach to business. Asked what the secret to longevity was, General Manager of CTM, Mitchell Cross, had no hesitation in responding with one word that said it all – “people.” Explaining further, Mitchell went on to say that a “stable” ownership group, along with the people you employ, are essential.

According to Mitchell, family businesses offer a generational approach, whereas other companies may look to be bought out when they reach a certain size, losing that relationship they had established between the company and the client – “without a generational approach, ownership sells, and people move on.” When a business adopts a generational approach, it builds a relationship between the company and the client, a relationship that proves to be essential to the business’s reputation. Mitchell explained to me that “being out there on a regular basis has helped to create a brand awareness,” with CTM receiving parts requests from across Canada. Quality of service at a fair price is extremely important to CTM, providing clients with options that best suit their needs and their budget. Such as repairing or rebuilding tower rather than replacing it can save thousands of dollars. Also, the option of top quality parts, but not at the OEM price. And regular servicing and maintenance contracts to help prevent unnecessary repairs. 

CTM were deemed an essential service through the Covid-19 Pandemic – machinery continues to break down regardless of what is going on in the world, and service companies need to be on hand to fix them. If anything, due to decreased numbers of employees working in the offices as they were mostly working from home, more work ended up being done as opposed to less. CTM’s work, according to Account Manager Patrick Sweeney, is loud, intrusive, and disruptive, as the site needs to be shut down for them to undergo their work. Alongside this, the cooling towers are positioned outside, with employees working in crews of two, meaning social distancing was not a major concern as CTM provided all the PPE required. Throughout the pandemic, CTM were able to overcome issues arising as a direct result of restrictions put in place and fulfil their obligations to their customers. 

“Being out there on a regular basis has helped to create a brand awareness, with CTM receiving parts requests from across Canada.”

One major aspect that was a true casualty of the pandemic for CTM was labour shortages. With many people being offered sixty per cent of their usual wage for staying home throughout the pandemic, it has led to fewer skilled professionals being willing to work in the same way they had in previous years. CTM found that to attain skilled professionals to employ, they are continuing to have to offer a higher wage, oftentimes for less skill – raising the prices of those higher up in the field, rightfully so – but this acts as a cycle that may prove difficult to break for companies. This, along with the cost of materials rising exponentially, raises the question for Patrick – is “stagflation” making a comeback? With service and maintenance roles, you must do a lot of hard work all year round, and both Patrick and Mitchell expressed their opinions that currently there is more incentive for skilled professionals to stay at home, as opposed to working in all types of conditions all year – with most (65-75%) of CTM’s work carried out mainly in the months of September to June, as Air Conditioning cannot be worked on while it is being used in the summer months. 

CTM have established a great reputation for themselves in the HVAC industry in Canada since their establishment; they have been regular attendees of the Trade Show for almost fifteen years, where they would connect with potential customers and other companies – though in the last six years, for CTM the trade show has become more of a way to remind people that CTM is still there and pushing new products that they are releasing. Throughout the pandemic, Patrick explained how “B2B (business to business) has become a major casualty” as now, most of the sales he completes are through email. The previous, direct interpersonal method of selling is a thing of the past, and has been replaced by online orders and video conferencing. This is proving to be more cost-effective and time-efficient for the company as it eliminates increased travel costs and better time management. As Patrick put it “If you’re not focusing on the online stuff now, you’re so far behind.” Both Patrick and Mitchell explain to me how most of their “marketing and advertising has been pushed to an online presence now,” as is the case with many other businesses – moving to an online presence had been happening previously, but Covid has accelerated the change. By way of explanation, Mitchell explained to me how previously he would travel to CTM’s office in Calgary every nine weeks for two or three days, whereas now only travels out twice a year because is everything is changing and moving to a virtual presence. 

Beyond towers, CTM has seem significant growth in the Humidification Division since the pandemic. They have carried a carbon-free and low energy line, the UltraSonic line for many years now, sold as a green energy product; but due to the results of recent studies, they have seen a tremendous uptick in the sales of these products. Studies showed that high levels of humidification in the ranges of forty-four to fifty-five per cent in winter pays a tremendous benefit to mitigate the transmissibility of viruses. Because of this, CTM’s UltraSonic line along with their electric humidification products has grown exponentially, due in part, according to Patrick, to “high profile companies wanting to show their staff their Covid preparedness.”  When asked about what’s next for CTM, both Mitchell and Patrick explained that they have seen tremendous potential in the growth of Humidification and that they “understand it extremely well in a marketplace where most don’t,” as they not only sell it but take care of it long-term for the client. They plan to roll this out nationwide in due course. CTM are also planning to expand to an office in British Columbia within the next five years, which would allow them to reach other areas of Canada not covered by their current two offices. At this point in the business’ lifetime, it is more about protecting the brand than expanding it. They have already done a lot of the “start-up” work, such as speaking to businesses, and creating a universal presence – meaning now it’s all down to the people. Mitchell explained that when “opening an office in a new area, you have to have a local presence – you can’t run a business from another province and make it work properly – it’s all about hiring local sales staff and techs.” With all this in mind, it’s clear that CTM are facilitating the reopening of businesses following the Covid-19 Pandemic – with humidification being so important in mitigating the spread of Covid-19, CTM are making it easy for companies to adjust to the post-pandemic way of working. 

There are, as they say, many ways to skin a cat. An antiquated aphorism to be sure, but the kernel of truth behind it is as valid as ever. That truth is equally applied to the construction industry. There are myriad ways to build a structure, each depending on different philosophies, techniques, and materials applied to different climates and topographies. Tilt-up construction is a method that, despite being over 100 years old at this point, is still mired in some negative myths, and as a result, not well known in the Canadian province of Ontario. Concrete outfit Tilt Wall is here to dispel those myths and prove to any doubters that tilt-up is not only a viable construction method, but a demonstrably superior one at that.

Founded in southern Ontario nearly 20 years ago, Tilt Wall sees itself not only as the market leaders in tilt-up construction, but also as a company that wants to bring greater exposure of the building method to the province. Explaining the strengths of tilt-up, Head of Business Development and Co-Founder of the company, Len Overbeek, said, “It’s a form of construction where we cast wall panels horizontally on site and then we tilt them up into their final position. The luxury of casting them on site is we are not limited to what we can truck down the road.” Contrasted with more traditional methods that pour concrete panels at a cement plant and subsequently carry them to site, the time and money savings can add up quick. Overbeek continued, “It can be very inexpensive depending on that project that you’re working with. We often have a competitive advantage over traditional construction, and that’s really because we reduce about 30 percent of the labor to get the same building envelope.” With greater cost efficiency for the customer and fewer trucks on the road being a benefit to Mother Nature, it certainly seems like tilt-up should be a leading option for new building construction. It is, however, still not a widely-recognized building method in the province. Well, why not?

Once a story is repeated enough, it can be considerably difficult to change the narrative. Tilt-up construction is surrounded by what Overbeek refers to as “myths”. The first of which concerns the seasonal viability of the method. According to Overbeek, “One of the first myths is the fact that you can’t build tilt-up projects in the winter. The reality is much different and many of the projects that we’ve worked on have gone through the winter months. Actually, just last year we completed a million square foot building starting in October, completed in April through the winter. The ready-mix concrete has adapted itself for winter construction.” Another barrier to greater uptake of the technique has been simply a matter of visibility. It’s actually an ironic case of “out of sight, out of mind”. Overbeek explained, “One of the other big myths is that it’s not very popular. In truth, there are over 300 tilt-up buildings in Ontario. The reality is most of them do not look like a concrete building so many people drive by these buildings without ever realizing that they’re built out of tilt-up construction.” In a strange way, the success of the technique has hidden its very virtues. People also may not realize that many of these buildings are tilt-up concrete constructions due to an ignorance of the sheer variety of structures that can be built using the method. 

From agricultural and industrial to educational and residential, Tilt Wall feels extremely confident in its ability to meet the needs of nearly any customer. This flexibility is a major strength. When you can afford the customer immediate savings by the very nature of the building method, and on top of that offer the ability to construct nearly any structure they desire, it becomes a hugely powerful platform for the company to operate from. As Overbeek described it, “That’s the beauty of tilt up construction. It can be adapted to pretty much every building type. There’s really very few limits.” Illustrative of Tilt Wall’s diversity of projects is the award-winning five-story condo they recently constructed at Muskoka Bay Resorts. Beyond the Muskoka Bays project, Tilt Wall received a Tilt-Up Achievement award for constructing the first tilt-up home in Ontario. Most impressive, however, was its being awarded the 2018 contractor of the year by the international industry body, Tilt-Up Concrete Association. A prestige very few companies can claim. As Overbeek put it, “We have a variety of buildings that are an amazing testament to tilt-up construction and I think it’s showcased by the amount of awards we have won.” While there is great pride in winning industry honors, perhaps even more indicative of the deep belief in the service the company provides is the building in which Overbeek spends his hours outside of work – his home. Putting his money where his mouth is, this is all part of the plan to bring tilt-up projects the greater visibility that Overbeek believes in his bones they deserve.

“Most impressive, however, was its being awarded the 2018 contractor of the year by the international industry body, Tilt-Up Concrete Association.”

As part of its effort to proselytize the benefits of tilt-up construction, Tilt Wall is a long-standing presence at The Buildings Show in Canada. For 16 years running it has either had a booth at or been a sponsor of the show, demonstrating its determination to disseminate the virtues of tilt-up. As Overbeek put it, “We really see it as an opportunity to educate the Ontario construction industry by making them aware of it. And also, just really reconnecting with customers we’ve worked with in the past.” As determined as Tilt Wall and Overbeek are to demonstrate the qualities of tilt-up offerings, it’s not always a smooth ride. Balancing the numerous human and business variables the Covid pandemic has churned up like a tumble dryer has been a challenge. Labor shortages and supply chain bottlenecks require nimble and strategic thinking. Overbeek is quick to point out, however, the nature of tilt-up gives the company an advantage even there. “Some materials are a bit of a challenge, but the beauty of tilt-up is the majority of materials we use are standard building materials that are used every day and are fairly easily sourced.” It seems even where there is a potential area of difficulty, Tilt Wall sees it as a potential advantage.  Trying to bring new ideas to monolithic institutions is always going to be an uphill climb. Proving the viability of a notion in the face of deeply-entrenched forces requires tenacity and belief. The bigger the boat, the slower it turns. And the construction industry is an ocean liner. Tilt Wall Ontario, however, remains undaunted. It is utterly convinced that the tilt-up construction method is superior to more traditional practices and is going out of its way to show that to the good people of its home province. When asked about Tilt Wall being a company full of believers in their method, Overbeek responded with sincerity, “We are. And everybody that works with us has this. We share the same passion.” Changing an industry isn’t easy by any means, but when a company is full of people all rowing in exactly the same direction, well, maybe that boat turns faster than you’d think. 

“There is a lot to learn about. When you are just buying and selling a product that has been shipped to you; to me that is kind of boring. Natural stone is unique and when you work with it more and more, you become passionate about it.”

These are the words of Matt Bartels, General Manager of Select Stone Supply, an Ontario based company that provides natural stone solutions to building, landscaping and design professionals. The company prides itself on innovative and personalized solutions for custom homes and landscaping projects but, what is evident from speaking with Matt and company president Tony Schenkel, is that this is a company that views its products as much more than mere building supplies. With a rich history going back twenty-five years, Select Stone Supply has grown and developed through cultivating a deep passion for their material. What is even more impressive than this, however, is how the company has managed to remain viable and innovative after a quarter of a century in business; no easy thing. This longevity is testament to the reliability and nature of the products the company provides. Tony explains how, for him, natural stone has a certain quality that is unrivalled. “When you are talking about anything that is manufactured, whether it is phones or computers or concrete products, there tends to be a built in obsolescence, there is a life span. We don’t see that with natural stone. There is an ageless, timeless beauty.”

While precast concrete companies may be currently claiming much of the construction market, those at Select Stone Supply believe that what they offer is a genuine difference. Furthermore, it is a product that requires a more gradual learning curve. To this end, the company has been around long enough to build an enormous skill and knowledge base which, in the case of natural stone, is very much a prerequisite for success. This, according to Matt, is one of the main differences between the two sectors and evidently, it is not something that can be picked up overnight. “It is definitely a more difficult product to get up to speed on. If you are selling off the shelf stuff, you are just selling a SKU number and a color. The thing about natural stone is that you need to understand the properties of different types of stone, what regions or quarries it has come from, if it is local or imported stone, North American or European; there is so much more to it. It just takes time. For instance, when a quarry has to go deeper into the ground, the colour and the quality of stone changes. You have to know what you are talking about.”

A dedication to perfecting their craft gradually over time is a quality that is evident throughout the company. One key factor in maintaining steady and stable growth over such a period of time is the continuity that comes from a settled and established team working behind the scenes. With a staff that Tony refers to as “phenomenal”, it is clear that there are many more on the team that share Matt and Tony’s passion for their line of work. “One of our staff came over from England at eighteen years old. He has been hand-chiseling stone from a very young age. For twenty-five years now he has been hand crafting and carving stone for both housing projects and commercial buildings. He leaves every day covered in dust but he is creating a beautiful piece of stone and that is a skill that develops over time.” This is just one of many workers that have helped expand the skill base within the company. Furthermore, as anyone working within the construction world will know, it is not easy to attract and retain a high-quality staff. It is important, therefore, to recognize that at Select Stone Supply, there is a deeply rooted and dedicated workforce. “A core group of our workforce has been here for over ten years. Obviously we have had some people that come and go but our core group, the ones that the business has grown around has been here for quite a long time.”

“With a staff that Tony refers to as “phenomenal”, it is clear that there are many more on the team that share Matt and Tony’s passion for their line of work.”

Matt and Tony are quite rightly proud of the fact that its staff choose to remain with the company as “finding good talent is always a challenge,” but other, more significant challenges remain. Tony circles back to the need for stability and dedication in his line of work when discussing the omnipresent need for a high level of suppliers. Indeed, given the energy that goes into finding and accessing natural stone, it is no surprise that this is a perpetual concern. “One of our most significant challenges has always been the ability to find quality materials to work with. It is natural stone. It is not manufactured. It may be fabricated but there is a lot of effort involved in extracting it from the ground. It takes time and effort. We’ve been fortunate enough to develop strong relationships with suppliers, both domestic and international, who are as passionate about stone as we are.”

While the ripples of the pandemic are still being felt around the world, it seems as though those at Select Stone Supply have been fortunate to work in an industry that has gained momentum during the pandemic. The need for people to remain at home, coupled with the inability to spend money in any other meaningful way, had the unexpected benefit of assisting the landscape industry. This, according to Matt, has echoes of the 2008 financial disaster when the construction industry in Canada had again been predicted to fail. “Going into these challenges, there is always a level of uncertainty. The fear right away is that landscape work, regarded by some as a luxury, would be the first thing to go in times of economic uncertainty. During the 2008 crash, people kept saying it would hit us in six months time. It never really hit the construction industry in southern Ontario in the way that was predicted. People kept building homes and putting in landscapes and it was the same last year. Everyone worried nobody would want to spend money but again, it was the complete opposite. People were spending time at home so they invested in their homes. We were blessed that we could keep working and meet this demand.”

Having managed to excel and grow through the difficulty of the recent past, it is easy to see how the company has managed to develop and maintain a high level of service over such a long period of time. However, this success, like everything else at this remarkable company, is simply part of the long term process. As is the case with the product they specialize in, these things take time. The company is committed to a steady and gradual evolution and, by sticking to a plan that has served them well thus far, Tony sees no reason to deviate from this. “I don’t think we have ever put our aspirations in terms of market share. On one hand, we certainly want to be recognized as leaders in our field but we like what we are doing. We want to grow within our means and not just for the sake of growth.”

Which brings us to the future. Where does a company go when it is already recognized as being an industry leader with an enviable track record. According to Matt, they innovate once more by bringing yet more options to their customers. “We are nearing completion on construction of a new fabrication shop. This is our next step. We do not want to stay static. This new facility will allow us to create stone to spec on a larger scale, giving us greater control over product quality and lead times to meet the demands of our customers.” While it is evident from speaking to Matt and Tony that they believe wholeheartedly in their product, a passion for stone will not suffice in the ever-changing world of business. However, what is different is the knowledge that when this belief in the product is coupled with both the highest level of skill and a new purpose-built facility, it seems that Select Stone Supply may have all the ingredients needed to develop and grow long into the future. 

The name Rainbow Concrete might strike the casual reader as something of a contradiction in terms. Rainbows always seem to be a colorful source of wonder when they appear. Meanwhile, “concrete”, for many, conjures up images of gray toned thoroughfares and solid, perhaps even stolid, structures. Yet this composite is also responsible for some of the most ambitious and fantastical shapes of modernist architecture, belying the fact that in its most fundamental form, it has been with us for a very long time. The great dome of Rome’s Pantheon is a longstanding testament to this ancient material.

“Well, I gotta tell you, it’s not that old,” says Boris Naneff, President of the Ontario-based Rainbow Concrete, emphasizing constant development in the industry. “We do things with concrete now that you couldn’t do even ten years ago.” By way of example, he describes self-consolidating concrete (SCC), which doesn’t segregate or need vibration, and in terms of filling forms, “runs like water.” This image nicely parallels the analogy of the flowing river: something which is enduring and constant, yet ever new and always changing.

Naneff himself is following in his father’s footsteps, continuing the journey Nick Naneff began even before he founded the company in the early 1950s. As an adventurous young man, he had immigrated to Canada via Germany, after his Bulgarian homeland fell under Soviet rule. The university graduate, educated at Karlsruhe, spoke six languages, but not much English when he first arrived in Ontario. A few odd jobs later and some years working in the Sudbury mines, he began his own business with the purchase of his first concrete block machine. It had the capacity to produce colored bricks, which were popular for housing at the time, and while the company evolved, the name Rainbow Concrete stuck, eventually becoming Rainbow Concrete Industries. As labels go, it’s a catchy one.

“We are a full spectrum concrete products manufacturer,” says Naneff, embracing the colorful metaphor, as he lists the range of offerings: “It starts with manufacturing our own aggregate mostly. And then we are in the ready-mix business, the block business, the landscape products business, the pipe business, the precast business, the pre-stressed business and the package materials business. We do custom precasting as well. So if we have a customer that needs something special, we make it according to their needs.”

“We are a full spectrum concrete products manufacturer.”

Location has influenced Rainbow’s development. Sudbury, about four hours north of Toronto, is one of a number of small cities in the region. Serving a large geographical area with a relatively small population led the company to diversify and become more multi-faceted, though still within the realm of concrete. There is also something of the founder’s intrepid spirit in the presence of a concrete testing lab, which hosts ongoing research projects. Although Naneff describes the lab as something of an “aside” to the main bread-and-butter offerings, it seems quite consistent with the company culture and reflective of his interests in innovation.

After the birth of his first child 18 years ago, he found his overall perspective changing: “I started looking beyond my lifetime, and more towards the future and the planet,” he says of his growing awareness of environmental issues and the need for responsibility within the industry. He connected with like-minded people working on sustainable, carbon neutral building models and engaged them to utilize Rainbow products which would meet LEED (Leadership in Energy and Environmental Design) requirements. Moving further into collaboration, they collectively focused their attention on how to harness energy which is otherwise wasted, culminating in the development of the technology for the @Source Energy system.

The @Source Energy pipe is a precast concrete pipe for sewage or stormwater, which converts its contents into an energy source. It does this through a heat extraction system embedded in the pipe wall, and can also extract heat from the surrounding ground. This heat can be stored and used by the same source building the sewage came from. It can also be converted to energy via a thermal battery and work in reverse: to power air conditioning in hot weather. This process occurs without interference to the flow of waste passing through the pipe. Wastewater infrastructure usually falls under the category of capital expenditure in municipal budgets. The @Source Energy system, however, has the potential for revenue generation and Naneff calculates that one would pay for its own installation costs within seven years. He contrasts this with natural gas supply pipelines, which would have an anticipated payback timeline of approximately 40 years.

“This is a structure and now the structure can actually become an energy source,” says Naneff, with evident pride in a product that performs real alchemy: transforming sewage into gold. The present moment seems right for it, with the current mood in Canada and the United States more environmentally concerned than ever before. Renewable Resource Recovery Corp (the company which owns the technology, of which Naneff is also President) was recently invited by New York State to present the system at an event attended by its cities. One of the cities has expressed serious interest and talks have begun. Early discussions have also taken place with a European engineering firm, and just the day before we speak, there had been a call from Australia.

“The world is finally starting to recognize it,” says Naneff, thinking back to how excited the team was about the technology when they first created it. They were equally surprised that it didn’t take off quicker, as the benefits were so obvious to them. Without dwelling on it too much, he feels that there are a lot of misconceptions about concrete in the marketplace, which have been fed into by the lobbying of a wood industry eager to fell and sell trees. This lobby often downplays the greenhouse gases emitted during harvesting, for example. Naneff would rather see the forests protected and appreciated for their natural role in the ecosystem. “Preserve the trees, let them build oxygen for our planet, and build with concrete. Concrete is literally a more sustainable building material from the lifecycle perspective, from start to finish.”

He’s right about the trees. Don’t they work hard enough already? And what about rainbows? Naneff is a lively interview subject, as enthusiastic to share information and anecdotes as he is curious to hear about how things are where I am, which incidentally is in Germany, where his father went to university. It’s also a country which has expressed interest in @Source Energy. Sometimes the world is not such a big place. Over the course of a wide-ranging conversation between the continents of America and Europe, exchanging immigrant stories and bright ideas for better building, I find myself wishing that more companies would adopt such playful and memorable trading names as Rainbow Concrete. Name checking such things everyday might work in the same way as uttering positive affirmations, based on what we associate rainbows with: good luck, hope and silver linings. Maybe even a little bit of magic? As technology keeps evolving, what one generation calls alchemy becomes a mere matter of chemistry to those who come next.

For almost all businesses, innovation is key to being successful. This is especially important for Ewing Fabricators, who have continuously pushed themselves to not only be a relevant player in today’s market, but to remain at the forefront of their industry. With over 150 years of experience in the fabrication of steel mill and foundry products, Ewing has proven its ability to adapt and respond to market needs. Starting out as a blacksmith company in 1845, the company moved into the modern steel industry in the 1900s. Fast forward to today, and they have fabricated a broad catalogue of work in Toronto across many industries including: tunneling, oil & gas, mining, and power generation; to name a few.

Ewing Fabricators developed exceptional client relationships throughout their many years of business, which ultimately allowed them to sell the company in 2012 to current President, Tony DiMillo. That does not tell the full story, however. DiMillo explains that it was never simply about a purchase. “We were chosen to move Ewing forward. I say it that way because we were actually chosen, it’s not that we just went in and bought the company. We had worked with the company for many years prior to the purchase and they felt that we were the ones that could move Ewing forward.”

The purchase allowed for the Ewing legacy to continue, while also expanding its broad catalogue of manufacturing companies. It was this symbiotic relationship that also allowed for Ewing Fabricators to expand its potential and flourish with innovative techniques. By developing an impressive array of products such as Precast pressure pipe and watermain, steel watermain and Precast tunnel liners, Ewing Fabricators has the distinct advantage of building excellent working relationships with its partners, including its sister company, Technicore. By positioning themselves on both sides of the market, this has allowed them to assess the interests of both providers and consumers. With DiMillo having worked with Ewing previously, he has experienced this first-hand. “It comes down to the wish list. What do we need? What would you like? How do we make the product work better for the customer? Continuing with that in mind, it’s easy because we’re a good tight group. We can make changes that the customer needs and the requirements that the customer has in in the world of jack pipe.”

“We looked at Ewing’s past experience with steel manufacturing and we then combined that with TechMix, which was focused on producing concrete.”

With exports and imports of steel products running slow in recent times, DiMillo switched over to something that could be built and used in the local marketplace. This required both the experience of steel fabrication and concrete, but this was only achievable by integrating another company under the Technicore brand, TexMix. Business Development Manager, Venessa DiMillo, explained that by using the extensive experience of both companies, new products were created that provided fantastic results. “We looked at Ewing’s past experience with steel manufacturing and we then combined that with TechMix, which was focused on producing concrete. Together, now we could produce our precast products, concrete products and steel pipe products as well.”

Ewing’s mission is to build the best and most affordable product possible by using some imagination and ingenuity. Some of the changes that have been made over time that substantiate this, is Ewing’s work with high-density polyethylene pipe (HDPE). A lot of sewers today require a protective liner against sulfide gases that deteriorate the concrete. Ewing was tasked with protecting the pipe formation from gases, and ultimately came up with a HDPE liner that was supplied by AGRU. The liner was used in The Twinning of the West Trunk Sewer Project, which was the first ever use of corrosion protected liners in a precast segmental tunnel. This is only one of many projects that Ewing Fabricators has been involved in. Other standout projects include The Burnhamthorpe Water Project Contracts 1 & 2 (which was voted TAC Canadian Project of the Year award 2021) and The Dixie Road Trunk Sanitary Sewer & Watermain Project. By continuously trying to adapt their products for new projects and customers, innovation was still of the utmost importance to Tony. “The project on West Trunk required a protective liner over the segments, which is somewhat difficult to do, unless it’s some sort of cementitious material, epoxy or otherwise. With the AGRU HDPE, we were able to cast it into the pipe so it’s permanent, and it’s got amazing strength.”

Powering on with their revolutionary products, Ewing Fabricators was not finished exploring creative ways to make life easier. “Once the HDPE was cast into the pipe and the contractor installed it, they had to go in and actually weld all the joints, which was a lot of work. We came up with an idea to eliminate the welding and that is with our ball headed face on the spigot side and on the bell side. We started casting in rings and have a process now of actually protecting the faces of the concrete as well as for the joint which now eliminates the welding on site. It is something that we have come up with and were able to patent, and it’s been working exceptionally well.” The result of this process is that ultimately the customer is provided with a better pipe, and the contractor is able to massively reduce the workload. This is sticking to Ewing’s mission of trying to build the best and most affordable product possible by using some imagination and ingenuity.

With all of this in mind, the future is certainly looking bright for Ewing Fabricators. The post pandemic world that is almost in sight provides many new projects, obstacles and challenges for the company. Not only are they continuing to increase their product line by aiming to produce C301 pipe in 2022, they are also in the process of adding an additional building. The new facility will allow accommodation for the equipment of the C301 pipe, but will also allow them to increase their AWWA products to the full line. Ewing’s continuous focus on innovation is repeatedly stressed by both Tony and Venessa DiMillo, who have both made it their business for Ewing Fabricators to become a Canadian leader as an infrastructure manufacturer through continued investment in innovation and technology.

Although Ewing Fabricators appears to be right on track in doing this, Tony had some final words for the future for Ewing Fabricators and the manufacturing industry. “I think the future is huge and I honestly believe that we can do a lot for this industry. What It comes down to is that everybody’s been building the same thing for many years and nobody wants to change because change is expensive, but we need change. Otherwise, you’re going to be behind the eight ball.”

The precast concrete market is one where competition is fierce. This is neither a ground-breaking or surprising statement. What may come as a surprise, however, is that there is still a company in the Ontario region that is offering genuine innovation, dedication and excellence over such a prolonged period of time that it is currently mid-way through its seventh decade. M CON Products was established in 1989 and has grown to be an industry leader in precast concrete products for the sewer and watermain industry. However, the story of this company goes substantially further than this. M CON is a subsidiary of Central Precast Inc. which started out working from an unheated garage on Preston Street in 1956. During these early years, the fledgling business was producing precast steps for two of the largest housing developers of the time. Things have grown considerably since these humble beginnings and now M CON, has developed to be regarded as one of the finest producers of precast products in Ontario.

For Central Precast, the decision to expand its company structure and launch M CON Products was one of necessity. The company had experienced huge levels of success. The growth in multiple areas being the stimulus for a subsidiary that had the skills and opportunity to focus on a section of the market. Marco Mion, General Manager at M CON, explains how the company has excelled from the already high standards it was beginning from. “M CON, which actually dates back to 1956 when our parent company, Central Precast was founded. Essentially, most of the products that we manufacture today started out at this facility. It was a demand in the market, this increased need to expand, that led to our growth and to our current location. Today we are Eastern Ontario’s largest family owned and operated precast concrete infrastructure products producer. We manufacture products such as concrete, pipe, maintenance holes, catch basins, headwalls, box culverts and retaining walls to name a few products.”

Given that the company has been building experience and expertise since 1956, it is no wonder to discover that M CON is one of the leading figures in the precast industry. Serving municipal, commercial and residential markets alike, the company is founded on three driving principles; to offer innovative precast solutions, cost savings and unmatched customer service to its clients on every project. When considering the rich heritage that M CON, and by extension Central Precast, holds, Marco is quick to explain that the company does not necessarily try to compete with others in the field. Conversely, it seems that a desire to better itself time and time again is one of the main contributing factors to the company’s longevity and continued success.  “For the past few years, we have taken on a new mantra; ‘Our biggest competition is ourselves.’ We always try to be better, and to continue to improve each year. So long as we’re better than we were last year, then I think that will stand out.”

Equally, it is acknowledged that one key factor in attaining these self-made targets is by having a driven and knowledgeable staff behind the scenes. Marco is keen to stress that it is this willingness to study the macro, to tackle each challenge with a problem-solving attitude, that helps the company reach the high standards that it sets for itself. “We are looking at ways to make the jobs easier, more efficient and create a better work environment. We have a team of skilled technical individuals who approach each problem, or everyday request with an open mind. Our collective goal from the beginning is to produce quality products that will serve the communities in which we live and work in for generations.”

“We are looking at ways to make the jobs easier, more efficient and create a better work environment.”

This problem-solving attitude has led the company to some great successes through the years, building lasting working relationships across the region as a result. Given the nature of precast concrete products, it could be assumed that every other company is capable of delivering to the same standards. However, as Marco explains it, M CON offers its clients an incredible level of experience and skill which means that when a custom product is needed, his company can ensure that clients get what they need for their project, regardless of the requirements. “Clients come to us with various site issues and various projects they are looking for help with. We are here to assist them and find a solution despite any challenges we may face. More often than not we are working on creating custom products for them. Our clients come to us with a request, we look it over with great detail, we then take that concept and provide a solution.”

Pinpointing the cause for such a long and established history within the industry is no easy task. In fact, even excluding the traction gained by Central Precast, M CON itself has been providing for its clients for over thirty years now. What is clear is that a combination of factors are helping to ensure that the company is right at the forefront of its industry. But is there is any one reason for the company’s longevity? According to Marco, the answer is no. However, he does list a number of contributing dynamics that have certainly strengthened the company’s resolve throughout the years. “The first thing that comes to mind is our dedicated employees. They show up every day, eager to take on problems and find solutions whether it be an HR, production or customer request. Might I add, we have employees who have been with us for up to 40 years, which shows their dedication that much more. We also provide superior customer service, with a focus on quality and we have done so for a long time. Which leads into the relationships that we have built and the confidence we have instilled in our clients over the years. They really put their trust in us and continue to come back.”

So what does a company that has excelled in its sector for sixty-five years do next? The answer, unsurprisingly, is that it continues to do the things that helped it reach this point. M CON is leading the way in both innovation and dedication which has resulted in some high-profile projects recently. None more so than a new purpose-built facility in Ottawa for Amazon. This project, according to Marco, showcased the company’s ability to create bespoke solutions for clients, regardless of the difficulty or scale. “We just completed one of our largest Stone Strong retaining wall projects for the new Amazon building in Ottawa. The site conditions required a larger block than we stock. We had to modify the forms to produce these custom sized blocks. There were hundreds of them, on top of all the other standard blocks we had to produce for this specific project. It was great to see the engineering department and the production department work together collaboratively.” Simply put, by listening to their staff, problems get solved. In a crowded market it takes something special to stand out. Based on a track record that dates back to a time when Rock and Roll was only beginning to sweep through the nation, it is a safe bet to follow what is happening at M CON. For Marco, it is easy. Trust the staff that got you here. “In the past there would have been a lot of direction coming from the office. We now work closely with the plant staff. Their approach often differs from the office and we value and respect that. They are in the plant every day and they know what we are truly capable of. When we have custom projects, we head to the guys on the floor and ask for their input on how we can enhance certain products or whatever it may be as well as solutions on making the process more efficient.”

Every aspect of modern society now seems to be striving for greatness,  momentum, and  innovation. From every vantage point, the message is the same: take what you have learned,  push it forward, and strive to do better. Despite this constant pressure, construction has remained an outlier.  Our industry – notwithstanding the high level of design, skill and originality – was founded on some very simple, fundamental rules and principles. Buildings need to be built in such a way that they remain structurally sound, pipes require secure fittings, wiring needs precision and care; these elements of construction do not vary. These are constants in a world of change and it is this need for consistency that drives organizations like the Ontario General Contractors Association to maintain such high levels of support, diligence and dedication to both the industry and its members.

The OGCA was conceived in 1939 by a group of eleven General Contractors and has, for more than 82 years, supported its members by assisting them to deliver excellence in both construction and safety across the Industrial, Commercial and Institutional (ICI) sectors. Currently, the associations’ members account for around 70% of all of Ontario’s ICI projects, while offering guidance and assistance to small, medium and large firms. However, while the basics of building may remain unchanged over this period, the landscape of construction in Ontario has moved on considerably. The rationale for setting up the association, according to Giovanni Cautillo, president of the OGCA, was to bridge the gap between national and regional associations on all issues affecting general contractors with both structure and safety in mind. “There was a contracting community at the time that saw a need to get together and have a voice. The need is still very prevalent today, for standardization when it came to ensuring that builds were done similarly. You don’t want any shortcuts, especially when it comes down to anything that could jeopardize the structure and the integrity of that build. Another reason is to fulfil the need for safety. We want to take every precaution necessary to ensure that every worker goes home safely. That was one of the predominant principles that dictated the General Contractors Association.”

“We want to take every precaution necessary to ensure that every worker goes home safely.”

Fast forward to the modern construction industry where the OGCA now looks after the interests of around 200 individual member companies. While the goals of ensuring uniformity and maintaining levels may have been a relatively simpler one in 1939, the challenge of helping to coordinate an enormous industry must now be a very different beast. Where the association now fits is by working collaboratively with the Government of Ontario on behalf of Ontario’s general contractors in many key areas. These include removing red tape and other encumbrances for general contractors, focusing on the overall infrastructure supply chain and its optimization through full transparency and communication. According to Giovanni, ensuring that standards are maintained is quite a cyclical process which is equally informed by those on the ground as it is those in government. “The General Contractor community starts off with best practices. We get together and formulate what works well for the ICI sector. From that, you have health and safety agencies, associations or governments that make it part of their mandate through legislation or regulation, but all initiatives ultimately start from within the industry.”

By meeting the needs of the industry, it is important to ensure its long-term viability. Furthermore, it is impossible to view the sustainability of construction across the region without attempting to address the ongoing skilled worker shortage. As part of the association’s commitment to supporting the industry as a whole, the OGCA has been actively involved in this matter for over a decade, both by working closely with BuildForce Canada, who provide national workforce statistics for construction and who highlighted this matter close to a decade earlier, and by working to attract new entrants to careers within the industry. The work involved in this is not exactly straightforward. Generations of entrenched views around the construction trade have led to what Giovanni believes is a type of stigma and one which is incredibly misguided. “I need to give you a very blunt answer. It’s the stigma that construction has. I have met some of the brightest, most innovatively creative individuals in construction, and they’re all incredibly smart. I think that construction should be looked upon on par, as being equal to law or medicine. You go to school for upwards of 10 years, you get into a particular field and then you specialize. Construction is no different, but it doesn’t take you 10 years to get in. Once you get in, you can specialize in whatever you want, and the mobility aspects are huge.”

While these beliefs may well hold some truth, the challenge of changing embedded views relating to education and career paths may be one of the most difficult that the OGCA has had to face. While there is scope to promote the industry through career guidance and school visits, it seems as though these methods are not improving the situation for businesses. It is useful therefore, to have real world evidence to back up these claims. For Giovanni and those at the association, their experience of dealing with, and working through, COVID-19 can be used as a type of case study. “The general public has to understand that construction is a very lucrative career destination; it is a very satisfying career and construction is something that doesn’t go away. Case in point, construction has been, for the most part, “COVID-19 proof.” Other industries, like hospitality, restaurants and tourism and have basically dried up. There is nothing happening within those industries other than layoffs. In construction, we are still hiring. We’re still looking to hire people because construction is an industry that is a core driver of GDP. Overall, I like to think that construction has a lot going for it. We just need to showcase the reality of a career in the trades. That’s one of my biggest responsibilities.”

Should the OGCA be successful in attracting new workers to the industry, the jobs and projects are waiting. Since the pandemic, the government in Ontario has been eager to invest heavily in infrastructure projects as a means of stimulating the economy. This sustained period of investment is vital to recovery in the region. The offshoot of this is that the construction industry will benefit from a period of positivity. The message from the OGCA is clear. Sustained infrastructure investment is vital to Ontario’s post COVID-19 economic recovery. There is little doubt that investing in critical infrastructure is one of the best ways to help Ontario recover from the effects of COVID-19, as each dollar spent on infrastructure has a positive effect on the economy, and one aspect that the OGCA is keen to emphasize is that of green building. As part of his mandate, Giovanni is guiding the association towards a greater push on, and enthusiasm for, green building. “We have been talking to the Canadian Infrastructure Bank about green building and the importance of investments in the ICI sector. We are involved with both Workforce 2030 and Workforce 2050 to ensure that the labour force will be able to keep up with requirements that every new ICI structure being built will be carbon-neutral by the year 2030, and existing buildings retrofitted to be carbon-neutral by 2050. Right now we are working on the required skill sets, in order to develop the existing workforce to meet these aspirational goals.” The individuals being trained today will, hopefully, be the workforce of the future throughout the industry. Looking towards that future, the OGCA is eager to remember its past. By embracing the technological developments that have enhanced the construction industry, it is vital for Giovanni that the association does not lose sight of the value that a career in the  trades can bring, and the possibility that they can change the lives of some of their members. This, he believes, is something that he has learned through personal experience. “We need a bigger, broader push to ensure that construction is seen as a viable alternative and that you can make an incredibly good living from construction. I know that myself. I’m the son of an immigrant. He was a stonemason who came from Italy, and when he came to Canada, he was readily accepted in construction because of the experience and the skills that he brought with him. Construction allowed for him to live and build a house for his family, feed and clothe his children and create a life for himself here in Canada. That’s kind of the immigrant’s dream. But  we need to explain the opportunities available so that it can be anybody’s dream.”

The construction world is a thrilling and fast-paced place. Literally and figuratively, it is ground-breaking territory where problem solving and product development can lead to positive changes around the globe. Despite this however, it can also be a difficult industry to negotiate. With competing businesses constantly striving to excel and dominate, fluctuating markets and the drive within companies to innovate and lead from the front, business decisions can become solely dependent on financial considerations. Unfortunately, the industry can become a case of risk versus benefit. In terms of encouraging positive relationships, community progression and genuine innovation, this is not a particularly good place to come from. It is refreshing then, to see the continuing upward trajectory of Aveiro Constructors Limited, an Ontario based General Contractor working in the ICI sector, that has served the local and international markets for almost forty-five years. It is not hyperbolic to state that this is a company that is focused on creating lasting, impactful projects that will benefit communities and clients alike. Indeed, this attention to ensuring the positive impact of its work is an aspect of the business that has, in addition to the technical skills and business nuance, been passed down through generations.

“Aveiro Constructors has built a vast wealth of experience, being in business for over forty years.”

Victor Aveiro, President of Aveiro Constructors, is rightly proud of both the longevity his company has achieved, and the quality of service it provides for its customers. While Victor acknowledges that it can find itself competing with larger companies on projects, he explains that the flexibility and foundation the company has built ensures that it is more than capable of rivalling these businesses. “Quite often, we are competing against General Contractors that are much larger than us. But we are fortunate enough to have our own operation; we have our own office and shop. We are not renting space so that facilitates us by being able to store equipment and stock. Our competitors don’t necessarily have that, so we are able to be more competitive sometimes because our overhead costs are lower.” In addition to this, Victor states that the reputation his company has earned over time means that it has built partnerships with other companies in the field, something that has enabled Aveiro Constructors to increase its reach across the industry. “Some of the large contracting firms in Ontario will have us join them to help and assist in the design process. Our part would be the design, supply and installation of the steel building. That is our specialty. It is also something that has helped us survive through hard times in our industry. We sometimes have other general contractors that will reach out and, literally, we can do work for our competitors.”

Recognition of the value in working together is something that has been instilled in Victor and is evident throughout the rich history of the company. Aveiro Constructors has built a vast wealth of experience, being in business for over forty years. The company was incorporated in 1976 by Victor’s parents, in partnership with his paternal grandfather. Victor’s parents shared all working aspects of the company, his mother running the accounts while his father worked primarily in the field. “My Dad would have done the estimating and running the jobs while my Mom ran the accounting side and the finances of the business. The two of them were partners.” Given that construction is, sometimes unfairly, seen as primarily a male led industry, this collaborative working model is not necessarily the norm. Refreshingly, it ensured that Aveiro Constructors were working to a progressive and inclusive charter long before such things were commonplace. Initially, the company targeted the residential market, a decision that was not initially successful. The struggled to gain a foothold. However, when Victor’s grandfather retired, his parents acted quickly, pivoting the business towards the area they now excel in; pre-engineered steel work. “They were able to turn it around, switching their model fairly quickly from residential into the commercial sector. They focused on pre-engineered steel building, and we are still very strong in that world.”

Around the time the company was set up, Victor’s father was working on a project that went beyond the technical details of a traditional building. The project, building homes in Chile, still resonates throughout the company and has, in a very tangible sense, influenced the course Victor has taken throughout his own stewardship of the company. “One of the milestone projects of his life is when he went to Chile. It was an emergency response project and, funded by the Canadian government, he built 30 homes in 90 days. That is one of the projects that he did just before he started this business and it kind of put him on the map of doing what he did for the rest of his life.” The reverberations of the project continue to echo through the work being done today. Victor talks in glowing terms about the work Aveiro Constructors did with Youth Opportunities Unlimited (YOU) to build a thirty-bed shelter for homeless youths in the London, ON area. It is the first building of its kind in Ontario and provides a “low barrier, trauma-informed model of care for youth between the ages of 16 and 24.” The shelter is pet-friendly, with each resident getting their own room. Additionally, six of the rooms are disability accessible. “That project was also kind of groundbreaking in that there is no other emergency use shelter in the London area or in Ontario, that we know of. To be able to make that project a reality was really very nice.” A secondary, but enduring, benefit of working on this project has been the positive relationships built between Aveiro Constructors and its partners, YOU and the architectural firm, A+Link Architecture. “Since then, we’ve been on other projects with them. We have a good relationship together have been invited to bid on other projects that they’ve been involved in.” Despite the impact that COVID has had on the construction industry, Aveiro being no exception to this, the future of the company is a positive one. While the pandemic had resulted in a slight scaling back for the company, there is growing evidence that the strong relationships the company has built, and the flexibility that comes from being a stable and enduring part of the local community, is assisting Aveiro Constructors in navigating uncertain times. “With COVID, we had around a 50% decrease from a bidding and estimating perspective. That made it far more challenging but we managed to keep a few jobs moving.” The future of the company is one that will be based on continuing the tradition of his company, doing the right things for customers and communities alike by playing to its strengths, building relationships and fulfilling promises. For Victor, it is simple. At the end of the day, it is about community and relationships. “We’re fortunate that the staff that are here are experienced. They know what they’re doing here and they are always willing to put the effort in, whatever it needs to be. So now, we are kind of taking more of a team approach. We are pretty lucky. We have good people here that are willing to kind of be part of that team and work together.”