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Mattessich Ironworks; Service-disabled, veteran-owned business, and proud member of the last great industrial trade

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By: Martha Conway

Mattessich Iron, LLC, a New York state-certified service-disabled, veteran-owned business (SDVOB), was founded in 2008 by now 39-year-old Michael Mattessich.

Mattessich said his love of metal work developed from 

working on old muscle cars and motorcycles with his father. In 2018, Mattessich Iron was named Central New York’s third-largest service-disabled veteran-owned business by the CNY Business Journal.

Born and raised in Baldwinsville, Mattessich graduated Baker High School and enrolled in the United States Military Academy at West Point. After graduation, his military assignments took him to Missouri and Georgia.

He spent downtime sharpening the skills he learned while working with dad. He started with Harley Davidson frames and components and moved to welding and machining for local motorcycle dealers, restaurant kitchen maintenance, construction equipment repairs and service calls to Fort Benning when contractors needed steel.

After serving two tours of duty in Iraq, leaving his military service with the rank of captain and an injured hip, Mattessich took his combined education, construction experience and love of metal-working back to 

Baldwinsville 

in April 2008. He founded Mattessich Iron, LLC, now located at 1484 Route 31, Memphis.

Mattessich started out with a 4,000-square-foot fabrication shop. He upgraded equipment 

and vehicles and started hiring well-versed welder/fabricators. The first projects were ornamental repairs, some mechanical repairs and equipment repairs.

“A lot of repair work and some construction,” Mattessich said. “It was daunting but also exciting and refreshing after leaving the military.”

He started out on his own.

“I added two people the first year, and two more after two years,” Mattessich said. “Once I gained a few employees, I used the Syracuse Builders Exchange to find public bid opportunities. I phased out repair work and equipment modification, leading me to the commercial and industrial fields where I wanted to be.”

Mattessich employs a full-time mechanic, multiple field crews and runs a night shift during the busiest times. Critical to the smooth operation of the business and project rollout is his management team including himself, wife and vice president Danielle Mattessich and Operations Manager Kelly Ormsby, an Army veteran.

“He’s a 40-year steel man, and I had an inclination he could fill our newly created operations manager role,” he said.

Danielle graduated from State University of New York Environmental Science and Forestry with a Bachelor of Science degree in 2011.

“After graduation, I was hired by a local company as a project manager/environmental scientist, where I specialized in groundwater remediation clean-ups,” Danielle said. “While at the environmental company, I also worked on meth lab clean-ups for the NSYDEC and train derailments for CSX. As much as I enjoyed the field, I decided to make the move to Mattessich Iron in 2013.”

She said the creation and follow-through of company systems and policies are major focus areas for her.

“These have ranged from human resource policies and contract administration to operational policies such as inventory tracking and product shipment,” she said, adding that when she joined Mattessich Iron, Mike was finding the work, estimating, managing each project and recruiting the talent. “At first, our priority was to use my accounting and project management background to set up systems and start developing answers to the ‘how-to’ questions to streamline processes.

“Today, I play defense in operations by maintaining efficiency and tracking costs. I also create the company’s annual budgets and manage monthly finances.”

“Danielle brought a heightened level of planning and organization to the business,” Mattessich said. “Her professional background in environmental contracting has improved the company’s efficiency in legal considerations, human and business resources, manpower and financial matters.”

Ormsby said he started his career at Solvay Iron.

“I started as a second-shift foreman in the fabrication shop and worked my way up to president of the company,” Ormsby said.” I have done it all – from sweeping the floors to signing the checks – and I believe that no job is more important than the other: They all must work in harmony.

“I was a shop supervisor, field supervisor, director of operations, vice president and president. In 2004, I started Ormsby Iron Works, Inc., and ran my company until the economy fell in 2009. I closed the company in 2010, went back to Solvay Iron until it closed in 2013, then started Ormsby Iron, LLC, and ran that until I had a stroke in 2016. After recovering, I came to Mattessich in March 2019.

“I have multiple welding certifications, I have a CDL tractor-trailer and crane operator license.”

Ormsby is the operations manager and chief estimator.

“I put together 90 percent of all projects we quote,” he said. “I also hire out-source detailers, process shop and field drawings and schedule shop production. I perform project management until the job hits the field. Mike Mattessich takes it from there. He takes care of all field meetings, field measuring and field troubleshooting.

“Mike and Danielle Mattessich are the most honest and willing people I’ve ever worked with,” Ormsby said. “They are the first to accept fault and reason for every issue the company faces and work through the problem with the source. Their willingness to listen to their employees, take all the information and make the best decision for the company tells me Mattessich Iron will be around for years to come.

“With the path Mattessich Iron is on, I see the company being the go-to fabricator-erector in Central New York, taking the lion’s share of the market for this area for structural and miscellaneous steel.”

Mattessich said Ken Millward, maintenance mechanic, keeps the vehicles, trucks, lift assets and machinery in good working order, and performs periodic maintenance on shop machinery.

“He also makes site visits to fix equipment in the field,” Mattessich said.

Mattessich said things may be humming now, but in the beginning, it took many bids to start landing jobs and building relationships with general contractors.

“In 2017, we moved to our new facility, complete with two floors of newly built offices, inventory and break room space,” Mattessich said. “The original offices and plant floor were too crowded, and the existing property didn’t allow for expansion.”

He said the new shop floor expanded from 4,000 square feet to 14,000 square feet, providing more workspace and room for machinery to help keep up with the growing number of projects.

“We added a maintenance department, in-house estimator, in-house drafters with 3D capability and increased our project manager positions to offer greater efficiency, capability and quality for our customers,” he said.

He credits his top-notch staff; how does he find them?

“Generally, I interview everyone,” Mattessich said. “Our employees are the most important facet of the business. Talent is good, but I think attitude is more important than talent. You can train anyone to bolt, weld or run a forklift, but you can’t train attitude. I look for positive, team-oriented people who have a good work ethic.

“I’m also proud to employ a number of veterans,” Mattessich said. “Our employees are the backbone of the business.”

Mattessich said the military taught him not to ask subordinates to do anything he wouldn’t do himself.

“I work hard to make sure employees don’t feel out of place with something we ask of them,” he said. “Our people are our most important resource. We can rent or buy anything we need, but not our staff. They are running the machines and equipment. They are making the business a success.”

Mattessich said he tries to talk to every employee at least once every week in the field, shop, and office.

“It’s really important to me that our team members get the attention they deserve and our appreciation for what they are doing for our group,” he said. “I ask them in the field and in the plant if there is anything, any equipment, that will help them do a better job. Do they need anything more to work better in the field, fabricate better, improve quality control?

“I talk with our mechanic to find out what’s giving him problems and get those things replaced. I try to get out and help with installs during our busiest months. It helps maintain team cohesiveness.”

Mattessich said shop fabricators receive the steel from the mill and cut, drill, bend, weld, polish or paint the material following shop drawings and construction prints.

Mattessich Iron provides complete design and fabrication of all ferrous and non-ferrous metals, offering in-house design, fabrication, finishing, delivery, and installation of all work, performing private and public work in all but the most remote corners of New York state.

Mattessich is well-versed in structural steel and miscellaneous metals fabrication, including – but not limited to – beams, columns, decking, ladders, stairs, handrails, bollards, mezzanines, catwalks, and general weld repairs, more specifically:

  • Designing: AutoCAD 2-dimension, Advanced Revit 3-dimension, delegated design review, stamped engineer review and AISC standard connections and calculations
  • Metal Joining: GMAW (MIG), GTAW (TIG), SMAW (ARC), brazing and soldering
  • Reducing: Plasma cutting and oxy-fuel cutting up to 1-1/4” thick, bandsaw cutting up to 18” x 22”, shearing up to 3/8” thick by 12 feet long, 110-ton hole punching up to 1-1/4” thick
  • Shaping: Metal turning, 300-ton press brake forming up to ¾” thick on a 12-foot bed, threading, tube and pipe bending and notching
  • Finishing: Timesaver drum polishing up to 36” wide; painting, powder coating; galvanizing and anodizing

“Field crews receive the end product and maneuver it to the work area and use forklifts, cranes, material lifts, chainfalls, winches and other rigging devices to erect each item,” he said. “They assemble pieces according to erection drawings and contract plans.”

He said a typical job runs from $2,000 to $2 million.

Looking forward, Mattessich is considering automating beam and column work by adding CNC machines and possibly having to expand the plant and office space and increase field crew members.

“I think operations could still use improvement,” Mattessich said. “Now that we have quality heightened and procedures established, we have the luxury of focusing on streamlining and automating.”

Mattessich said the project of which he is proudest is Batavia Downs Casino.

“We did a spiral staircase with a structural circular cutout and-two-sided picket rails around the opening” he said. “It was a product of my own design, detailing, layout and eventually installation, and the result was that it all went together almost perfectly.”

He also is proud to be part of bringing to life a national-level facility: National Veterans Resource Center in Syracuse.

“It makes me proud as a veteran to have bid and executed a project that is for veterans, military personnel and those training to join the military,” Mattessich said.

He said another proud moment was completion of Mattessich’s part of the work in building LeMoyne College’s stadium.

“We did that during one of the first years in business,” he said. “I felt like I was in over my head, but I was working with a general contractor I was comfortable enough with to join the project. We worked great together.”

Mattessich said he has been lucky; the pandemic has not affected his company’s supply or workload.

“We chose to shut down operations for several weeks until the state could provide us with guidance,” he said. “I wanted to keep our employees safe. I am skeptical about budget impacts on projects a year or two out; schools, prisons, government buildings, colleges, apartment complexes and most other commercial and industrial entities will likely maintain reduced mid-term budgets.”

Mattessich said though he is a hands-on supervisor, his responsibilities have shifted greatly since his boots hit the ground 12 years ago.

“We started with keeping our heads above water and then moved toward more long-term planning,” he said, adding that he’d like to expand Mattessich’s presence in the North Country and Southern Tier regions, paying close attention to bid invitations from qualified general contractors there and developing competitive quotes.

“I want to exit my career having built a national-level fabricating business,” Mattessich said when asked about what legacy he wants to leave. “I want to have a positive impact on the central New York community. I thought success would mean after 10 years or so, I would have five employees and be fortunate enough to be able to pay the bills.”

Twelve years out, Mattessich Iron employs 30 to 40 people throughout the year and is on track to do $7 million in sales this year.

“We are a service-disabled, veteran-owned business seeking invitations to bid from qualified general contractors, designers and owners in order to establish a successful working relationship with superior service,” he said, adding that in 10 years, he would like to capture 20 percent market share for steel fabrication in central New York and the surrounding regions.

For more information, contact Mattessich Iron at 315.638.1419 or visit mattessichiron.com.

Like Father, Like Daughter; Steel Sales, Inc., a Second-Generation Company, Builds on Customer Trust

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By: Tami Scott

When Brenda Westcott was a young girl, she was engaged in her father’s business — but only after hours. And only for recreational purposes. Once the doors were closed for the day, she’d enjoy the space as her very own indoor skate park. Aside from her time zipping around the facility on four wheels, her interest was nil. Little did she know that as an adult, her father’s business would become her passion, her purpose, and eventually her own — just as it was her dad’s during his prime.

Entrepreneur Donald Westcott founded Westcott Steel Co., now a second-generation steel fabrication company, almost 50 years ago in Sherburne, NY, where it still produces today. His daughter joined him in 1988.

“After I graduated high school and I was not ready to go to college, my father insisted I come work with him,” she said. “This was the best decision I have ever made.”

Just nine people (including Westcott) comprised the business then; she was charged with accounting. 

“The first task I tackled was to computerize all bookkeeping, 

Steel Sales

sales, and inventory processes in the business,” she said.

From there, Westcott focused on expanding her knowledge and hands-on experience about steel products, welding procedures, and job estimation within the company.

“It was challenging being a woman in a man’s world at the time, but as I continued to learn, our customers came to respect my knowledge regardless of my gender.”

Over the years, the Westcott family business evolved from being a manufacturer of metal products such as wood stoves and garbage dumpsters to the fabrication and erection of grandstand/bleachers and metal buildings throughout New York, Pennsylvania, and other northeastern states.

In 1991, the company began stocking steel, stainless, and aluminum products to distribute to its wide and varied customer base of contractors, agri-businesses, maintenance departments, municipalities, aggregate industries, other welder/fabricators, and the general public.

Two years later, the father/daughter duo developed a succession plan for Donald’s retirement and for Brenda’s desire to continue the family tradition of working with steel but not managing field erection crews. Hence, the creation of Steel Sales, Inc., designed to focus strictly on distribution and custom fabrication of metal in-house only.

“From the inception of Steel Sales, Inc., it was known between my father and me [that] the business would become fully owned and operated by me within 10 years,” Westcott said. “By January 2001, my father had stopped all daily involvement in Steel Sales; his focus and desire were solely on his lease/build company.”

Operating as a WBE/DBE Company

A year after acquiring Steel Sales, Inc., in 2002, the New York State Department of Economic Development granted Steel Sales, Inc. certification as a Women Business Enterprise (WBE). In 2015, the New York State Department of Transportation certified the business as a Disadvantaged Business Enterprise (DBE).

Before, during, and since these designations, Westcott has grown the business and made significant changes. She has expanded the product line to include more than two million pounds of steel, stainless, and aluminum in a variety of structural shapes, pipe/tube, sheets, and plates in stock.

Its fleet of trucks and outside sales team serves 18 surrounding counties. Its estimating team, in addition to its inside sales team, provides takeoff services for larger jobs and in-house AutoCAD and SolidWorks shop approval drawings.

The company has a little more than doubled in size, from employing just 14 people in 2001 to a current number of 30. Its gross sales have quadrupled in the last 10 years.

Though Donald has long since retired, his daughter, mindful of the insight he gained and shared, implemented his savvy business spirit.

“My father taught me to work hard, always keep a “never give up” attitude, and be willing to change based on the needs of the customers you serve,” Westcott said. “I believe our reason for success and what sets us apart from our competition is staying focused on customer service. Our experienced, hardworking team makes this their No. 1 priority every day regardless of the size of the customer.”

Services Abound

Due to the company’s diversified customer base, it offers a unique combination of fabrication abilities and quality products. Specifically, it’s equipped to shear ½” x 12’ mild steel, saw up to 18” x 20”, roll ½” x 8’ mild steel, and bend ½” x 12’ mild steel. It also offers a variety of punching, drilling, milling, and welding services — by certified welders — of all metals, along with pipe threading for ½” to 4” pipe and rebar bending from ⅜” up to 1 ½” diameter. The company also has a High Definition CNC plasma table 8’ x 24’ with the latest True Hole technology.

Customers can also count on Steel Sales, Inc as an authorized Wearparts center for Hardox™, a premium wear plate; a distributor of ADS™/Hancor™ plastic culvert pipe, drainage pipe, sewer pipe, stabilization fabric, and septic changers; CONTECH™ metal culvert pipe, multi-plate pipe arches, and aluminum box culvert; and TENCO™ plow parts. It also offers metal roofing/siding from ABC™ with a large choice of colors and grades, cut to an exact, customized length.

In 2010, it introduced a product line including sander chains, tire chains, snowplow blades, snow plow wear parts, and construction edges. The sander chains are fabricated at the Sherburne facility with one-week maximum lead times.

Its Mission is Simple

Westcott describes the Steel Sales, Inc. mission as simple: “Build and Maintain Long-Term Relationships with Our Customers.” This is achieved through trained, motivated, and friendly staff members who are dedicated to serving the company’s entire customer base.

“Every day is a challenge and no two days are the same, which is what I enjoy,” she said. “I intend to continue our constant improvements and continue to answer our customers’ needs with my outstanding team, which is my family, not just employees, for many years to come. We are all passionate about serving those who keep us going.”

Building Plan or Building a Career; Donna Tupper, Infinity Northeast, Inc. wants the younger generation to consider construction as a career.

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By: Molly English-Bowers

It may surprise some that the “construction worker” ranks third on Indeed.com’s projection of in-demand jobs for the next five years. But not Donna Tupper. The President and Owner of Infinity Northeast Inc. wants to spread the word that construction is a rewarding career.

“It’s a great industry,” Tupper said. Our conversation took place while Tupper was driving to Syracuse from North Carolina where Infinity Northeast is commencing development projects. “There’s a lot of opportunity in construction and the younger generations may not know this.”

With 36 years of experience in the industry, Tupper is making it her mission to inform young men and women about those opportunities. “My goal is to reach all younger generations, not gender- or ethnic-specific.” She has spoken at groups including Small Business Administration Women in Construction, New 

England Regional Council of Carpenters, and Girls World Expo.

The latter is a 21-year-old national program that aims to connect girls to resources and partners in their communities to help them realize their potential. Syracuse has been a host to the organization in 2018 and 2019 and Tupper spoke, hoping to inform and educate those in attendance. “The girls come to look at opportunities that are available,” she said. “If you have no idea about construction, how would you know the opportunities that are out there? We try to explain what is out there and the vast avenues for girls to become involved in the construction industry.”

According to the Bureau of Labor Statistics, about 68 percent of high school students attend college, but 40 percent of those do not graduate, leaving a lot of time wasted and money owed. In addition, 37 percent of currently employed college grads are doing work for which only a high school diploma is required. It is that population Tupper wants to reach.

“Kids don’t know that construction opportunities really exist,” she said. “It’s as strong as the medical industry. The demand for medical facilities and housing is not going to diminish, regardless of politics. For those who find themselves unemployed during this difficult time, if you put in a little hard work, you will be financially stable with a solid career. Have no fear and take a chance in construction.”

Locally, trades are primarily taught at BOCES. Trade schools teach hands-on skills for specific careers, such as welding, auto mechanics, plumbing and carpentry. Among the benefits of a trade school education is the reduced time it takes to graduate, more affordable tuition costs, smaller class sizes, hands-on training, and job placement services.

Career Change

Even though Tupper’s degree is in science, she took a chance on a new career after the birth of her first daughter. With limited options for childcare and a husband that often worked out of town, she considered her options.

“I quit my job and went into housing management for real estate companies,” she said. She began cleaning houses that had been vacated by traveling executives while they worked in Central New York. “The properties were vacant, and I could bring my daughter with me while I worked,” she said.

Real estate companies began asking Tupper if she could do more than clean; she started out painting, then flooring, doors, and woodwork. “I had an all-girl crew and we worked afternoons and evenings. That was 36 years ago,” she said. “It was gradual, and I had a lot of challenges with men. I was blonde and 22 when I started, and they thought I was naïve and inexperienced. Now, after years of hard work, I do not have to prove myself to anyone, and I do not take every project that I am offered. I work with a number of clients that believe in the professionalism and respect of the industry.”

Tupper is the president and sole owner of Infinity Northeast, incorporated in 2008. She is a member of the Syracuse Building Exchange and a signatory to Northeast Regional Council of Carpenters Local 277. Infinity Northeast Inc. is also a New York State and Tennessee Certified WBE (Women-owned Business Enterprise). The main office is located at 6090 E. Taft Road, North Syracuse, with satellite offices in Murfreesboro, TN., Naples, FL., Orlando, FL., and on Thompson Road in Syracuse.

The office in Tennessee has made it possible for Tupper’s oldest daughter, Jessica T. Graham, to work for her mother as Senior Project Manager. She is educated in law and previously worked for the state of Tennessee. “She left her job and has been working with me for a number of years,” Tupper said. Tupper’s middle daughter, Stephanie K. Baker, is the Director of Human Resources and Union Benefits. She is educated in mental health and, also left her career to work with her mother. 

It is vital to Tupper the employees and subcontractors of Infinity Northeast, are members of trade unions, such as Carpenters Local 277. For that reason, if she were to take on an apprentice, he or she would need to join the union. “I would have no problem having them learn in-house.” The in-house trade work includes architectural, mill work and finish carpentry. Tupper hires subcontractors for other trade work when contracted as a general contractor.

After working in the field for nearly four decades, Tupper has discovered what she enjoys building. “I like repetitive work—casinos, high-end hotels, military barracks,” she said.

Among Infinity Northeast’s projects are: SUNY Upstate Health and Wellness Center, Syracuse, NY; Athenex Pharmaceutical Manufacturing, Dunkirk, NY; Resorts World Catskills, Monticello, NY; Del Lago Resort, Tyre, NY; and Seneca Nation Cultural Center, Salamanca, NY. Infinity also did the rigging and set-up for Woodstock ’94, located in Saugerties, NY.

She has also ventured into the latest in upscale family fun, “multi-tainment” centers containing bars, restaurants, movie theaters, high-end bowling alleys, laser tag and the like. “Ten years ago I did a research study for the Oneida Nation that found that if there is a gambler in the family, if you want them to come and stay at the resort, you need something for the other individuals in the family.” Tupper is associated with the development of UltraStar Multi-tainment and pursuing an interest in IRL Companies, which purchases distressed shopping malls throughout the United States to renovate and re-create their usage.

One reason Tupper was driving back from North Carolina was she had checked in on UltraStar, multi-tainment facilities in Cherokee and Murphy, both in the western mountains of the state. “I am pursuing the owner of Resorts World Catskills to put in a multi-tainment center. It’s close enough to New York City to attract customers and it would eliminate or reduce children being in areas of a casino where they shouldn’t be.”

Tupper is in the process of purchasing land in North Carolina to construct single-level, high-end housing for ages 55-and older. “These homes are for people who are looking to buy a single-level structure with a couple of bedrooms and no maintenance, in a gated community” she said. “I have decided I am done with Central New York weather and my work can be performed anywhere.”

Then there is the medical field, for which construction work will always be in demand. “I am in the planning stages of owning and developing a medical center in Naples, FL. Owner-Development is the highest level you can go in the building construction industry.”  Given Tupper’s track record, she will succeed. “I never sit still.”

But she is also looking toward the future when she will retire and hand over the company to her daughters. “I’m 58 years old,” she said. “If my daughters allow it, I will drop dead working, because this is what I love to do. I love the industry, but I needed something more for future stability. My plan is to find property, develop projects and own them. That’s how I’m going to survive. I don’t want my children to worry about the future and having to support me or the stability of the company.”

At the same time, Tupper realizes the next generation needs to be exposed to construction as a career, especially as professionals near retirement age. “Most of my crew is over the age of 40,” she said. “I love my industry and I have huge passion for it. I don’t want to market my company; I want to market my story so maybe other people and younger generations will consider getting into the business. Anybody can start a company, you must work hard, stay focused and if it’s something you enjoy, it’s not like work. The money will just come.”

“Always remember, Be Honest, Be Kind and Live Life with Integrity.”

Five Star Equipment Opens New Syracuse Facility

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November 10, 2020: Bill Farrell, CEO of Five Star Equipment, is pleased to announce the opening of the company’s brand new facility located at 5835 East Taft Road in Syracuse, New York. The facility opened for business on November 9.

The 25,000 square foot facility incorporates state-of-the-art design features geared towards maximizing efficiency and service capabilities for its customer base. Situated on eight acres, the building features an expansive showroom/reception area with parts counters, offices for sales and administrative functions, multimedia training room, a break room with adjacent outdoor patio, parts warehouse with garage door access for receiving and parts dispatch, an eight bay service area equipped with four 10-ton overhead cranes and a separate wash bay. The new facility provides sales, rentals, parts and service throughout central New York State, including Seneca, Cayuga, Onondaga, Oswego, Madison, Oneida and Herkimer Counties. The branch is home base for two road service vehicles and 20 employees. 

Key Syracuse branch personnel include: General Manager, Dave Kreis; Service Manager Rob Hecox; Sales Manager Scott Hinman; Sales and Rental Coordinator Valerie Smith, who has been with the company for 27 years; and Corporate Parts Manager Pam Huckaby.

The construction of the Syracuse Branch is part of the company’s long-term strategic growth plan, as it celebrates its 40th anniversary this year, which includes either new facilities or upgrades at all of its locations. Five Star Equipment operates seven locations in 57 counties throughout Western New York and Pennsylvania.

Five Star CEO Bill Farrell stated “this new facility is about more than just bricks and mortar, it’s about commitment. Commitment to our customers, our community and our employees. Five Star Equipment is committed to providing world-class equipment brands like John Deere and Hitachi and backing these brands with outstanding customer support. This new facility in this strategic marketplace equips us to do just that.”

 

The company was established in 1980 when founders Frank Gallo and Bill Bochicchio, Sr. acquired the John Deere Construction & Forestry dealership in the Scranton, Pennsylvania area. Five Star Equipment is the authorized dealer for John Deere, Hitachi, Topcon and Bomag, and offers products from a number of additional lines, including Eager Beaver and Trail King trailers. The company also offers a wide range of attachments and equipment for applications in construction, forestry, municipal maintenance and pipeline industries.

Northeast HVAC Solutions, Inc.; First choice for highest-quality products, abundance of experience

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By Martha E. Conway

Northeast HVAC Solutions, Dillon Barbieto, Parts and Service Manager and Kelli Walsh, VP of Operations.

Northeast HVAC Solutions, Inc. (NEHVAC), specializing in commercial and industrial projects, is an 80-plus-year-old firm that serves as a premier manufacturers’ representative for heating, cooling, ventilation and other mechanical products in New York, Vermont and Western Massachusetts. Service Manager Dillon Barbeito said the outfit, headquartered in Clifton Park, can do everything from providing parts for existing equipment or a full-system design solution.

“We can do it all,” he said. “No job is too large.”

In addition to commercial and industrial work, Barbeito said the firm does a fair amount of public works projects through the company’s many mechanical contractors, as well.

NEHVAC prides itself on having cultivated relationships with not only mechanical contractors, but also consulting engineers, commercial businesses and industrial businesses throughout its more than eight decades in business. Barbeito said the company is proud to let customers know they are trained and certified in all equipment they sell, but they also are willing to provide service for some manufacturers they do not represent.

“We want to meet the needs of customers,” he said. “We are unique in that we are a manufacturer’s representative, installer and servicer.”

Barbeito, a graduate of the Hudson Valley Community College heating, ventilation, air conditioning and refrigeration program, said he was working with contractors in the Capital District when he learned about the service position available at NEHVAC.

“I was eager to take on new challenges,” he said, adding that his experience in the field provided him with the credentials necessary to help grow the service department by instilling confidence in potential end-users. “I was someone who actually had experience turning a wrench, and I think that carries weight with our customers. We’ve grown 400 percent in volume, sales and personnel.”

Upon contact, customers can expect NEHVAC professionals to meet with them to inspect and evaluate the condition of their existing equipment or size up what is needed in a new install.

“We use the Marley inspection tool to generate a detailed condition report of the components and overall condition,” Barbeito said. “From there, we generate a life-expectancy projection and develop a detailed report. With that report in hand, we will know whether repair or replacement is more cost-effective and appropriate in each circumstance, and we discuss the options with the customer. From there, we work up a proposal weighing the benefits of each potential solution.”

Barbeito said there are 10-, 15- and 20-year-old cooling towers out there that can be repaired.

“By putting some money into a unit like that, it could operate another 10 years,” he said. “In a world with a throw-away mentality, we’re a bit different. In addition, we are experts in the products we represent.”

As part of their outreach and to save customers money, NEHVAC employs an aggressive inspection and maintenance program tailored to the type and application of equipment and the needs of each customer.

“Inspection of heating and cooling systems prevents inopportune and costly breakdowns, as well as unexpected downtime,” Barbeito said. “Cooling towers, for example, may need inspection anywhere from monthly to annually. All intervals are based on critical usage and the sensitive nature of the equipment.”

NEHVAC has long believed the philosophy that an ounce of prevention is worth a pound of cure, he said.

“COVID made it evident that maintenance and inspection can prevent dangerous and costly failures, which is absolutely critical during a healthcare crisis like the one we’re experiencing,” Barbeito said.

Barbeito said he is particularly proud of NEHVAC projects that kept hospitals and health care centers functioning throughout the COVID-19 pandemic.

“We had several projects that were scheduled prior to the COVID shutdown and we picked up more work during the pandemic,” Barbeito said. “One effort that really stands out is Nathan Littauer Hospital.”

Barbeito said NEHVAC replaced aging cooling tower equipment in desperate need of attention at the hospital, preventing a shutdown or interruption in services.

Facilities Engineer Mike Connelly of Nathan Littauer Hospital said it was a pleasure working with NEHVAC.

“Thanks to NEHVAC, we kept moving forward, even under the pressure of the COVID-19 pandemic crisis going on at the time,” Connelly said. “They did a great job and really cultivated a good working relationship with us.”

Another project during this time included a rural hospital operating room in Vermont that needed emergency repair of a hot water pump motor that had failed.

“This hospital is the only facility for maybe hundreds of miles around,” he said. “It was absolutely imperative that we keep them up and running to serve their patients.”

Barbeito looked back on another big fix: there was a crisis at a major pharmaceutical plant.

“In 2018, we scheduled a project at this big pharmaceutical manufacturing plant – they were renovating their cooling system in order to ensure quality control for production,” Barbeito said. “Before the project could get underway, we got a panicked call from the plant that the chiller was down.”

He said NEHVAC coordinated all the moving parts of renting and installing a 400-ton unit – hoisting, running lines, electrical work – to bridge the gap.

“There was a lot to that job,” Barbeito said, “We got it up and running in less than 48 hours; they were able to keep the plant open and staff working at full production.”

Owners Dave Principe, Donald F. Ferguson and Luke Principe talked about other aspects of NEHVAC.

“We all hear about businesses trying to open up safely and how they can effectively do so,” Dave Principe said. “The first idea is to increase fresh air through the circulation of their HVAC system. The second is to replace filters with Merv 12 or 13. This is better than what is typically happening, but what happens when you cannot increase your outside air in the winter, which causes higher heating bills?

“We all know businesses are financially stressed, so why pay more to heat? Merv 12 and 13 is a better safety measure than we have seen in the past, but the current virus is so small, we know they do not catch it in the filter. The Aerisa family of units in layman’s terms basically produces fresh air through the technology that will kill viruses and bacteria in the space and at the filter. There would be no need to increase outside air.

“I do know that if my kids’ school would put these in their facilities, I would send my kids back to school in the fall. This is an added safety measure that would give me, as a parent, peace of mind and more importantly reduce the risk of spreading the virus.

“We also hear that ultraviolet technology is a good product to kill the novel coronavirus, but it has to be at the source, which means the virus must hit the UV light directly. Whereas bipolarionization – like Aerisa technology – kills all the time and in the room 24/7.”

Dave Principe, Ferguson and Luke Principe want to cultivate a legacy of exceptional customer service and establish NEHVAC as a problem-solving organization and a resource for its customers.

“More than 80 years in business has earned us that reputation, and we are always looking for ways in which we can partner with our customers to enhance that resource for their benefit,” Ferguson said.

The trio has a vision for NEHVAC, which has survived more than 80 years that encompassed evolutionary changes.

“As you can imagine, we must adapt to market conditions, manufacturer changes and our internal growth – both in equipment and personnel,” Ferguson said. “Our service department has grown tremendously and has become a major profit center for our five- and 10-year growth plans.

“As Dillon mentioned, we are unique as a manufacturer’s representative because we can service, commission and install, as necessary, the products we represent. We have three distinct parts of our organization, ventilation product sales, mechanical product sales and service capability. All three of these are interdependent on one another, and our plan as an organization is to achieve sustained growth in all these areas, additional satellite locations and an expanded service territory.

“We are unlike most other representative firms … we work hard to foster a team approach to what we do and to make sure we are a ‘family’ in which all members of the team are in alignment with the goals we are working to achieve. We out-work and out-perform our competition, and we like to have fun doing it. When we bring on a new member of our organization, we invest a lot, and we expect a lot; when we commit, we commit to that person for a career and do all we can to inspire, teach and promote them throughout that career with us. We truly are only as successful as our people are.”

The trio said they began having discussions about re-introducing/re-branding the company in late 2019.

“We wanted our brand to reflect our growth and the increased services we could offer,” the owners said.

“The actual work of re-branding began in January 2020,” said Vice President of Operations Kelli Walsh. “As COVID began shutting things down, it made it challenging to complete this rebranding with limited people working.”

“With all the in-person restrictions, I knew there would be a challenge introducing it to customers in person, as we normally would,” said Luke Principe. “But with the team in place, we worked around these added obstacles to complete the task. We reintroduced a quarterly newsletter to introduce the new logo and keep customers, manufacturers, engineers, architects and end-users informed about our products and services now and in the future.”

The owners also stressed the importance of being a part of their community and of making a positive community impact.

“What really stands out for us is that we provide a critical service to customers such as hospitals, nursing homes and research facilities, especially during this COVID challenge,” they said. “We are proud to know we are really helping to facilitate the needs of these critical customers who need to lean on us in order to carry out their essential responsibilities during this crisis.

“It’s also very important to us that we be good corporate citizens, so we donate company and personal time and resources to causes such as the Run for Life, the Epilepsy Foundation, March of Dimes, local homeless shelters, and the American Cancer Society to name a few.”

“Long story short, if a customer is looking for a company that prides itself on being experts in the products and services they want, NEHVAC is the company to call,” Barbeito said.

More about Northeast HVAC Solutions

Northeast HVAC Solutions are manufacturer’s representatives for some of the leading names in mechanical products – including Acme Fans, American Aldes, Ampco, Armstrong Fluid Technology, Durkeesox, EHG Duct, Flexmaster, Flow-Tech, Halton, Hartzell, Honeywell Analytics, Hunter Fans, Indeeco, Marlo Coil, Marley, Movex, Neptronic, Pennbarry, Perry Fiberglass, Precision Air Products Co., Pro Hydronic Specialties Proco Products, Inc., Puroflux, Recold, REDD-I, Rovanco Piping Systems, Rupp Air, Ruskin, Seiho, Solaronics, SPX Cooling Technologies, Titus, TMI Climate Solutions, Vibro-Acoustics and Viron International – that provide the best technologies in air handling equipment, air measuring products, air rotation, airflow and zone control, automatic and manual balancing valves, baseboard heaters, breeching, cabinet heaters, coil hook-up kits, coils (all types – fluid, steam, process, refrigerant, AHRI cert.), commercial and industrial fans, counter-flow space heaters, custom air handling units and advanced hydronics, diffusers, direct- and indirect-fired make-up air unit, dryer venting, duct coils, electric unit heaters, duct heaters cabinet, energy recovery units, environmental protection and gas detection systems, exhaust extractors, expansion joints, fabric dispersion systems, fans, fiberglass fans, filters, filtration and control systems, filtration for hospital operating rooms, fire and smoke dampers, flexible connectors, flexible duct, floor and radiant heaters, FRP duct, grease duct, grilles, hose kits, HVLS ceiling fans and industrial, industrial air distribution systems, industrial and commercial humidifiers, industrial and control dampers, industrial fans and blowers, kitchen ventilation, lab exhaust systems, laminar air flow, local extractors, louvers, low and high-intensity infrared heaters, make-up air systems, Marley and Recold cooling towers and fluid coolers, noise control, non-chemical water treatment pre-insulated double wall FRP duct, pre-insulated flexible and containment piping systems, pumps (all types – hydronic specialties, heat exchangers, boiler and chiller plant control solutions, fire pumps, pressure boosters systems), PVC-FRP ductwork, registers, residential system solutions, restraint systems, round and oval duct and fittings, rubber check valves, scrubbers, sheet metal fittings, specialty fans (paint booths, green houses, poultry), specialty spot diffusers and grilles, stacks, terminal boxes, vibration isolation and wall heaters.

Rethinking K-12 Renovations

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Paul Johnston, RA, REFP, Sr. Project Manager, King + King Architects

Our region is home to many K-12 school buildings exceeding 60 years old. Often these early to mid-20th century structures are still in use and have encountered few upgrades. These facilities were designed around an outdated educational model preparing students for a workforce that largely no longer exists. As education philosophies and delivery methods adjust to our modern world, all too often instruction is occurring in physical spaces that do not sufficiently accommodate or support it. Teachers and students are seen using hallways, closets, and even obsolete locker rooms for a variety of crucial individual and small group activities that do not fit in the traditional classroom.

Upstate NY school districts rely on State Building Aid as a significant funding source for capital improvement projects. In most cases, aid is maximized through renovations; rarely can new replacement buildings or significant additions be justified due to flat or declining student enrollment (a major factor in aid formulas).

As districts are steered toward renovations, existing building layout and structural elements must be evaluated and often can pose challenges to the redesign. Limitations such as long narrow classroom wings, circulation and exit requirements, fire-rated walls, and structural systems are hurdles to significantly rethinking and reorganizing the floor plan.

However, as school districts strive to go beyond just recreating 21st century versions of their 1950’s classroom wings, they are finding creative ways to overcome these obstacles to provide school facilities better fit for student learning.

The North Syracuse Bear Road Elementary School is currently under construction, and as part of a full ‘gut renovation’ of the single-story school, the building is being upgraded with a sprinkler system. This fire suppression system takes the place of fire-rated walls at classrooms and corridors, allowing for a greater amount of design flexibility. Classrooms can now have larger amounts of interior glass, open doors, and stronger connections to adjacent areas. This allows students to spread out into a variety of open and enclosed small group work areas beyond the classroom, while still allowing teacher supervision and students remaining connected to the larger group.

The Vernon-Verona-Sherrill School District is nearing the completion of a significant Middle School renovation, one which required the demolition and rebuild of an entire single-story wing on the original footprint. The existing bearing wall construction did not allow for the flexible/ adaptable team-teaching environment required by their STEAM (Science, Technology, Engineering, the Arts and Mathematics) teams. This became an opportunity to address an area of the building beyond its useful life and provide unique learning spaces specifically designed around team-teaching and students working in teams. This wing was also uniquely situated to allow direct access to each STEAM team area without the original corridor. This recaptured floorspace, equal to the size of another classroom, allows larger communal work areas that can accommodate each 120-student team.

Finally, the Romulus Central School District recently completed an interior renovation of its High School located on the 2nd floor of the original 1930’s portion of their K-12 building. Existing rooms were too small, isolated, and did not promote the District’s cross curricular team-teaching approach. To remedy this, classrooms were enlarged and, in several zones, completely removed allowing the corridor to gain back this additional space. Classrooms were organized on either side of these enlarged corridor nodes. The added double doors create a strong visual and spatial connection across these classrooms and communal break-out spaces. Reorganizing these spaces encourages the integration of disciplines like Math-Science and English-Social Studies as teachers, students, and subject matter collaborate together.

Finding strategic ways to better utilize areas like corridors, for more than just circulation, is a key component to breaking the limitations of ‘double-loaded’ corridor and provides more adaptive and supportive spaces for student learning moving forward. 

For more information on rethinking K-12 renovations, you may contact Paul Johnston and King + King Architects at 315-671-2400, email pjohnston@kingarch.com or visit online at kingarch.com.

History Has Shown the Construction Industry will Endure

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By: Earl Hall, Executive Director, Syracuse Builders Exchange

It is early September.  The cool mornings and slight tint of colors in trees illustrate the beginning of change.  It is a timely and expected change, transitioning summer to fall.  The annual upstate New York tradition also means contractors are busy wrapping up projects over the next few months in preparation for the expected change to winter.

Unexpected change is inevitable, but how we as a society and construction industry executives react to uncertain changes can vary.  Although the country is still in the midst of a pandemic, construction industry employers have adapted to new “norms” both in the office and on the construction job site.  What are the new “norms” when bidding a project?  What lessons have been learned about how to bid on projects during a pandemic, and for how long will these new “norms” be in place?  Have contractors and project owners alike done all they can do to mitigate risk and liability exposures, and are those measures adequate protections in the event of unexpected issues?

Over the decades, the construction industry has endured many eras of uncertainty and recessions.  The industry has many wonderful success stories of second and third generation construction companies which have survived similar times.  Lessons have been learned and new best practices have been adopted during each occurrence, so I suspect the current economic and industry turmoil resulting from COVID-19 is no different – except for those who have no experience.

History is a great teacher of delivering the most difficult lessons.  Some examples of recessions in the United States that have led to eventual recoveries and survival of construction contractors include:

The Asian Flu Pandemic lasted from the summer of 1957 through April of 1958.  While the coronavirus originated in China, the Asian Flu originated in Hong Kong.  It ripped through India and Europe and eventually made its way to the United States.  It killed over 1 million people world-wide and initiated a global recession.  In an effort to end the recession, then President Dwight D. Eisenhower convinced congress to pass a stimulus package addressing national infrastructure needs in the Federal Aid Highway Act.  Notice any similarities today?

The Oil Embargo from 1973-1975 resulted in the longest U.S. economic recession since the Great Depression from 1929-1933.  Unemployment reached approximately 8.8% and gas prices soared, increasing the cost of consumer goods and services.  In an effort to end the recession, the Federal Reserve significantly lowered interest rates, which would later lead to high inflation in the late 1970s and early 1980s.  Sound familiar?

From July 1981 to November 1982, the U.S. endured yet another oil-related recession when the Iranian Revolution ended and the new regime exported oil at very low prices, keeping gas prices in the U.S. high.  With inflation in the U.S. at an all-time high, the Federal Reserve increased interest rates to 21.5% which then lowered the inflation rate, however, the economy declined by 3.6% over the next 16 months while unemployment soared to over 10%.  Then President Ronald Reagan attacked this problem by reducing taxes and increasing military spending.

The Savings and Loan crisis and Gulf War lead to a recessionary era from July 1990 through March 1991.  This modest recession saw GDP decline to 1.5% while unemployment reached 6.8%.  Although the recession officially ended in 1991, the U.S. experienced 7 consecutive quarters thereafter of very slow growth.

Who could ever forget the short and swift Dot-Com crash in 2001, and the horrific events of September 11, 2001?  During this recession, the Nasdaq fell 75% while the S&P 500 lost 43% between 2001 and 2002.  What lead the U.S. economy out of this recession:  The housing market.  What later initiated the next recession?

From December 2007 to June 2009, the housing market imploded and triggered the Great Recession.  Some of the largest U.S. financial institutions collapsed under the default weight of mortgage-backed securities.  During this time, unemployment rates hit 10.5% and the GDP declined 4.4%.  What did the government do to re-energize the economy?  Congress passed a $1.5 trillion stimulus package.  

What lessons did the construction industry learn during these past recessions and why is history so important to those who are responsible for developing a strategy for 2021?  The circumstances and events we find the U.S. in today, and those in upstate New York, are not unique.  History has proven the construction industry has endured those same challenges we are experiencing today.  And while the politicization of the coronavirus is evident, some pundits have argued the over-reaching of governmental authority has crippled the economy more than the virus itself.  Through it all, the construction industry has learned how to not only endure times of uncertainty but position itself to be stronger when the crisis is over.

People often ask me what I think about the current state of the construction industry in upstate New York.  My answer is the current state of the industry is strong, despite the pandemic and the new “norms” mentioned above that has caused the industry much angst and money.  While 2020 is still in play, I do have concerns for 2021 and 2022 for the reasons mentioned in my prior article about the lack of funding for future public and private projects.  The many regional architects and engineers I speak with share my belief, in that this recession will end when a vaccine is developed and our elected officials in Washington, D.C. pass a meaningful infrastructure stimulus package to address the crumbling infrastructure in our country – but specifically in New York State.

During this time, and while planning for 2021, I would encourage construction industry executives to identify:

  • Means to become more efficient
  • Market segments that provide your company the best return on your investment
  • How to improve the quality of your team
  • How to improve your firm’s information technology
  • Future training and/or equipment needs
  • Other areas to achieve economies of scale

Recessions and market trends come and go.  Those of you who have been in the construction industry long enough know this and have positioned your company to endure the hardship, only to ultimately persevere and prosper in the long run.  What is new about the current environment?  New York Governor Andrew Cuomo’s ability to unilaterally control businesses opening and closing.  Such strict governmental mandates and regulations on businesses is unique in our history, so we have no history lessons to lean on to know how to react when governmental mandates adversely impact businesses and the employees they hire.

In the end, upstate New York’s construction industry and those executives who lead their companies will be resolute.  Perseverance will overcome fear and determination will overcome governmental mandates.  Lessons will be learned from COVID-19 that will resonate for generations. 

The construction industry will lead the way to our regional economic recovery; unfortunately, there will be tumultuous times ahead as I anticipate a very challenging time in 2021.

Construction Contractor Fall 2020

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Couch White, LLP; Harvey Talks MWBE Certification

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By: Sarah Hall

Becoming a Minority- or Women-owned Business Enterprise in New York state requires more than just having a woman own a majority share of the business. 

Just ask Jennifer Kavney Harvey, an attorney specializing in construction law at Couch White, LLC, in Albany. About a third of her practice focuses on minority and women-owned business enterprises (MWBEs) from the perspectives of the MWBEs and the contractors that hire them.

MWBEs and certification

“Certification is a very granular task and a company seeking certification must go through an extensive process in order to get certified, including providing a whole host of information,” Harvey said. “It’s a vast amount of data that, I think, a lot of people don’t expect when they consider applying. Once a potential MWBE starts the process, many find it extremely overwhelming. For example, they must prepare detailed resumes for themselves, for the owners, for all the key people in the company and submit those. It’s tax returns. It’s vehicle registrations. It’s leases. It’s really quite an avalanche of paper.”

The process can also be extremely lengthy. State regulations presently say that any applicants are to be provided with notice of any deficiencies in an application within 21 days of submission and that all applications will be processed within 45 days of submission of a final completed application. But in reality, the volume of applications and the apparent lack of adequate staffing are such that it takes as much as two years for a submitted MWBE application to even be assigned an analyst.

 

From there, the process is no less rigorous. What comes next is an interview, typically by phone, with the business owners where the analyst from the Division of Minority and Women’s Business Development, within Empire State Development, go over the application with a fine-tooth comb.

“For example, I had one WBE applicant that did office supply fitups, and the questions that they were asking her were pretty specific,” Harvey said. “The person from the Division really had a good working knowledge of her industry. ‘What lines do you carry? Are you a distributor?’ Very, very specific questions that were technical and appropriate to understanding whether the applicant had good knowledge of the area in which she was seeking certification.”

Harvey said it’s imperative that applicants have a good understanding of the technical side of their business and the ability to assess cost estimates on projects. She always advises clients to take courses in whatever segment of the industry they’re in, including estimating or blueprint reading, when they are preparing to apply for certification.

Harvey said people often come to her after they’ve had their application denied.

“It gets tricky from there,” she said. “Although a denial can be appealed, you can’t reapply for two years after a denial under the regulations.”

However, if there’s been a change in circumstances since the original application that corrects the issues raised in the denial — for example, one applicant was denied because of an issue with the company’s bylaws, and following the denial the bylaws were amended to address and correct the issue — the applicant can get around the two-year waiting period and resubmit early with the permission of the Division.  

“If the reasons for the denial are address, the Division will typically grant a request to reapply early based on changed circumstances,” Harvey said. “And it’s possible to do that and get approved, too, actually, quite quickly, because they’ve just looked at your application.”

But Harvey said she prefers it when clients come to her when they’re just starting the process.

“I enjoy it when folks come in and they talk to me about, ‘Oh, do you think that my business would work as an MWBE as a certified entity?’ And we talk about it,” she said. “It’s a better approach to start with a strong application from the beginning as opposed to trying to repair it after denial.”

Contractors and MWBEs

Harvey said about a third of her practice centers around MWBEs. About half of those clients are contractors who work with MWBEs and are struggling with subcontractor and supplier goal issues, including waivers. She said this is a very specific and often tricky area of law.

“For example, did you know that contractors are often expected to pay a premium to an MWBE subcontractor over a quote from a non-MWBE?” she said. “That’s one of the challenges. What will happen is that a contractor will get a quote from MWBE that might be, perhaps 30 percent higher than the quote from a non-MWBE, and they have to assess whether that markup is excessive or commercially unreasonable… and if they guess wrong, they could be subject to some extremely severe penalties.”

Harvey’s job is to help contractors create and implement MWBE policies to ensure compliance. She said she’s provided guidance for a number of contractors of varying sizes, as well as training for administrators, estimators and project managers.

“That’s rewarding,” she said. “I enjoy doing that because I feel it’s protective to contractors and avoids issues.”

A changeable industry

One of Harvey’s biggest responsibilities as an attorney is to keep track of changes in legislation, to be able to advise trade associations and individual clients.

“This is really a rapidly changing part of the construction industry,” she said. “There were a number of changes in the statute that went into effect last month. But it’s also changeable because the guidance changes, and once the guidance to the state agencies changes, everything can change, so there’s a lot a lot to watch here.”

In the recent round of changes, New York state is trying to cut some of the red tape in order to streamline the application process. They’ve also changed the recertification process so that MWBEs can go five years between recertifications instead of three, which helps cut down on paperwork and stabilizes the status of MWBEs.

“That doesn’t sound like a big deal, but it’s huge for both MWBEs and the contractors who subcontract with them,” Harvey said.

But in recent months, Harvey said she’s seen more and more businesses that had been certified, in some cases for many years, as WBEs being denied when they go to get that recertification.

“And they’re not being decertified for some new circumstance, they’re being decertified because it looks like the department is like reaching back to their original certification which may have been from many years prior,” she said.

“To my mind, that’s going to be an industry problem at some point,” she said. “Legally from my standpoint, I think it’s very arbitrary and capricious for the department to reach back, especially to something that doesn’t form a part of the recertification application, and to make a different determination without some sort of change in circumstances or facts that rides along with that.”

Harvey said the trend could discourage people from applying in the first place.

“I’ve spoken with a number people that are qualified to be certified and aren’t being certified because they feel that the program is too much hassle and introduces other risks that they just don’t want any a part of,” she said. “And that’s kind of disappointing in a way because I know of contractors who are struggling to meet their goals and the more folks we have that are in the directory that are available and capable of performing the work, the better it is for everyone.”

Civil rights compliance

Harvey doesn’t just focus on MWBEs. Since a lot of her clients are heavy highway contractors and work with state and municipal agencies, she does a lot of work in civil rights compliance, which is particularly required by the federal government. She said this is an area in which contractors need to keep meticulous records.

“It’s enormously important, because it’s a true audit,” Harvey said. “The representatives from the public letting agency come on the job site.”

And those representatives, she said, will want to see project bulletin boards, subcontracts, hiring notices and records, policies and notices. So that they can ensure that equal employment and affirmative action requirements have been met during the project.

“For example, they may say, ‘You hired six people for this project. And all of them are males,’” Harvey said. “’Did your hiring notices contain proper EEO language?  Did you have any female applicants? And why didn’t you hire them?’ Things like that.’”

Harvey said contractors should be keeping track not only of who they hire, but who they don’t and why.

“It’s really easy if you have the data and compliant policies in place that are being followed. It is really hard, if not impossible, if you don’t,” she said. “Things like that are becoming increasingly more important from a defensive operational standpoint just because it’s strategically necessary to have complete project documentation. You may not need it. But if you do, boy, you’ve saved yourself some time and effort.”

MWBE and small business

 “One of the really interesting things about New York’s procurement policies in general is this longstanding goal of integrating small business and allowing it to participate in the huge amount of government procurement that goes on,” she said. “So it’s not it just these enormous companies. State procurement is supposed to also be inclusive of local, smaller companies, and to my mind the MWBEs, are a special category of those companies to a large extent.”

The use of MWBE goals on a large heavy-highway contract will result in subcontracting and supplier purchases from MWBEs that would not otherwise exist, but for the goals.

While the MWBE program is not perfect, Harvey said it’s a valuable program.

“I think everyone agrees that the program is a good one and it’s helpful for society,” she said. “It’s just a question of how best to implement it, and most effectively to properly implement it to achieve the goals that the program supposed to be achieving.”

Harvey said she hopes some of the changes that went into effect this year will make the application process less cumbersome for businesses. 
“I feel like the program is morphing,” she said. “I’m hopeful that it’s improving. Hopefully we’re going to see improvements in terms of processing time and consistent procedures going forward that will alleviate the frustration that many applicants feel. It just takes time and patience.”

View-Tech, Inc. ; A Certified WBE with a Stellar Reputation in the Industry

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By: Sarah Hall

Sean and Allison Smith are partners in every sense of the word.

The married couple owns View-Tech, Inc., a commercial window installation company in Syracuse. While Sean handles the construction side of things, Allison is in charge of the business end.

“[It’s] a good blend of our skill sets, working together. We aren’t stepping on each other’s toes and we accomplish a lot,” Allison said. “It’s like passing the ball back and forth.”

View-Tech was started in 2011 when Sean, who had been working in commercial sales for a window and door manufacturer, wanted to be more involved in the way products were installed and improve the quality of installations.  

“Sean had a broad background in construction,” Allison said. “He had worked as a carpenter, project manager, architectural consultant, and then in commercial sales. He knew there was a market for commercial window and door installation. He knew the technical aspects of the products, and how they should be properly installed. In the fall of 2011, he was ready to start his own business.”

Meanwhile, Allison has a strong background in business. In addition to View-Tech, she has owned ISSI Technology Professionals, a recruiting and staffing business, since 2001. Together, with her business acumen partnered with Sean’s technical knowledge, they had a great foundation to get the company started.

“Being in a commercial market really requires you have to have a strong back office,” Sean said. “There is a great deal of contract negotiation, vendor management, business operations, and project-related paperwork involved. 

 

 Business administration is crucial to the success of any type of commercial construction business. It’s a lot more than just swinging a hammer.”

Allison said the partnership has been extremely successful.

“We did it together, because our skill sets complemented each other,” she said. “I had the business experience and he had the construction and technical knowledge, so it really was a very good match.”

‘You’re doing something right’

That partnership has spawned a business that has seen increased growth each year, Allison said.

“It has been an exciting business challenge for me, the chance to learn a new industry,” she said. “I have enjoyed expanding my skill set and growing professionally.”

“Our primary focus is direct sales and services to the building owner or design team,” Sean said. “I enjoy getting into the details and providing a complete system for a turnkey installation. This is what drove me to the commercial market. The projects are sizeable and more complex.”

View-Tech specializes in the replacement market, which means they are usually working on buildings that are occupied.

“The team that we have does an excellent job working in occupied spaces,” Sean said. “We are able to minimize disturbances by putting up protective barriers, floor protection, using noise reduction and keeping the work areas as clean as possible. We really work hard at trying not to disturb people that are working or living in these spaces.”

Allison said that the crew earns plenty of praise from customers for their conscientiousness and cleanliness.

“When we receive compliments from the clients, we make sure that we share them with our team. It really matters, and they like that people notice,” she said. “Our crew is respectful, again because they are occupied spaces. They are friendly, easy to work with, and clean up after the work is done.” 

Allison said the team takes pride in their work.

“You’re always happy that they care about the job as much as you do,” she said.

And it’s not just the workers earning kudos. View-Tech in general has a stellar reputation in the industry, often doing multiple projects with the same owners and architects.

“If you can specialize in something and be really good at it, that is the best way to grow and build your business.  A good reputation will generate referrals and repeat business,” Allison said. “It is rewarding when we work with the same people, and get the opportunity because we did a good job.”

“That is a testament to we’re doing something right,” Sean said.

From condos to castles

While View-Tech has had projects all over the Northeast, the Smiths expect to see more work in Central New York in the coming year as the company continues to grow.

“We’re very hands-on. We are out at the job sites daily,” Sean said. “It doesn’t matter how far away the work is, we are visible, we take great pride in our work and will be at the job site.”

View-Tech has worked on a variety of projects, including K-12 schools, universities, apartment buildings, historical preservation sites, correctional facilities, condos, and senior living facilities. Right now they are completing work at the Westside Academy at Blodgett in the Syracuse City School District, as well as replacing the windows at Whiteface Castle in Lake Placid. Previous notable projects include the Women’s Hall of Fame in Seneca Falls, the Veteran’s Administration Hospital in Syracuse and a large historical preservation project in Binghamton, New York, that consisted of converting two factory buildings that were the Endicott Johnson shoe factory into apartments, now called Century Sunrise Residences.

“Endicott Johnson was a large project that was very complex due to the size of the openings, 20 feet by 15 feet,” Sean said. “The project required us to invest in a glass lift machine due to the windows weighing over 500 pounds each. We had on-site training for our crew, and it was exciting for them to use new technology. EJ was a fun job, and we were very happy with the end result.”

Getting more women in construction

View-Tech is a New York state certified Women Business Enterprise (WBE) and the only WBE-approved Glass and Glazing company by the city of Syracuse.

“New York state has an initiative to find more opportunities for women-owned businesses,” said Allison, the majority owner of the business. “I look at our WBE certification as an advantage in that respect, especially with the increase of federal, state and local projects.”

But more importantly, she said she hopes the existence of the WBE certification will help to attract more women to the industry.

“[Construction is] still male-dominated,” Sean said.

And it’s not the only profession where women are under-represented.

“I would say that women are under-represented in the computer and engineering industries as well. These are fields where compensation is competitive and there is equality of pay,” Allison said. “I believe connecting with other women, sharing success stories, and increasing our visibility can help attract more women to construction.”

Sean said there has been some increase in the number of women working in the trades.

“You can go to a construction site today and you do see more women working,” he said. “We have recently seen an increase in the number of electricians on job sites that are women.”

In addition to the WBE certification, View-Tech is doing its part to draw more young people into the field; the company has a paid apprenticeship and training program to offer new crew members a way to enter the industry.

“Our apprenticeship program is a great way to recruit some young women in as well,” Allison said. “It gives them a chance to be mentored and invested in. We provide training and give them the opportunity to learn on the job through hands on experience, while also being paid.”

Growing together

That’s not all Allison and Sean are hoping to see in View-Tech’s future.

“We’ve had really strong growth year after year, and the projects keep getting larger and more complex,” Allison said. View-Tech increased their workforce in the field this year as well as hired another project manager and a project assistant at their office in Franklin Square. Sean said he expects to continue to add to the staff in 2020.

“We are forecasting another year of growth and will be adding to our team.” 

And they owe all of it to their partnership.

“It’s definitely a good blend of our skills,” Allison said. “I am grateful that our skills and strengths are compatible, but opposite. We have our own separate, clearly defined responsibilities, and we really just let the other person do what they are good at. We respect and appreciate each other for doing their part to make View-Tech a success.”