Category: Construction Contractor

Advocating for the Construction Industry

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Earl R. Hall, Executive Director

Earl Hall headshot

Return on investment (ROI).  How many times have you asked yourself what is the ROI on various items?  Kitchen renovation, professional Association membership, club membership, bathroom renovation, etc.  Many people want to know, which may not always be easy to quantify, but typically you can determine an estimated ROI.

Association Executives had better keep ROI at the top of their priority list when evaluating the goods and services delivered to a membership of individuals or employers.  While many of the services the Syracuse Builders Exchange (“SBE”) delivers to the construction industry, our member employers and their employees are well known, one not so well-known service is our advocacy efforts.  How does one quantify the value of “advocacy” into the ROI determination?  It is a good question which I will address.

Advocating on behalf of the construction industry and our member employers remains a vital service SBE provides.  Although SBE does not have a lobbyist, as Executive Director I do participate with my construction industry Association peers across New York in identifying items of importance to the industry throughout New York State.  The group consists of construction industry Association executives from western New York, Rochester, central/northern New York, the Mohawk Valley, Albany, Hudson Valley, New York City and Long Island.

Collaboration among a small group of Association Executives has proven beneficial as our strength in numbers approach has illustrated a unified message to elected officials and bureaucrats in Albany.  I would be remis to say as a group we have any political power to overcome opponents which generally donate thousands of dollars to the same elected officials; however, we do have the intellect to deliver a thoughtful message that is not only in the best interest of the construction industry, but in most cases, taxpayers.

Examples of successful advocacy efforts in 2020 include implementation of new Substantial Completion legislation signed by Governor Andrew Cuomo.  Substantial Completion is now defined by law and will prevent project owners from withholding retainage for extended periods of time after a project has been fully occupied or utilized for its intended purposes. 

SBE successfully advocated for changing onerous provisions in State University Construction Fund (SUCF) project specifications relating to COVID-19 contractor liability on job sites.  The language essentially stated contractors would be responsible for any Executive Orders or orders by public health officials which were not present at the time of bidding but may be imposed during the project.  Those unknown costs would be the burden of the contractor.  SBE opposed such language and I engaged in discussions with SUCF legal counsel.  As a result, SUCF amended the language to mitigate the contractor’s liability on all SUCF projects, including the SUNY Oswego project in question.

Not all advocacy efforts result in favorable outcomes.   I remain frustrated that those of us advocating for Labor Law 240 reform (Scaffold Law) have failed.  The trial lawyers lobby and the lobbying efforts of organized labor continue to be too powerful to overcome.  In addition, some legislators in Albany are also attorneys who remain very reluctant to remove this absolute liability statute.  New York remains the only state that maintains an absolute liability statute.  Reform advocates simply request New York remove the absolute liability standard and replace such with a “comparative negligence standard”.  As long as our elected officials who continue to maintain control in the New York State Assembly and Senate, Labor Law reform is highly unlikely. 

Although New York State Labor Law reform is highly unlikely, I am working with Congressman Chris Jacobs (NY-27) in supporting his effort to remove the absolute liability standard on all federally funded projects in New York and replace such with the comparative negligence standard.  As you can imagine, unfortunately, he is not getting the support from his colleagues on the other side of the aisle.

Quantifying the ROI of advocacy efforts is difficult, especially in instances as illustrated above.  I suspect the ROI is valued differently and varies from member to member; however, it remains important the construction industry and our member employers understand that such efforts will continue as representing the best interest of contractors and the industry is outlined in the SBE By-Laws.

Advocacy efforts will remain one of the top priorities at SBE.  Dues dollars are not taken for granted but are appreciated especially during the tail-end of a pandemic, and challenging economic times.  While the pandemic may be retreating and our return to “normal” just around the corner, the economic damage done by the pandemic and our elected officials in Albany will be felt for quite some time. 

I welcome and encourage contractors, engineers, architects, and project owners to contact me with items of importance.  All items will be reviewed and discussed to determine if such impacts the industry throughout New York, or just at the local level. 

 

Tim DeLany joins Five Star Equipment as its Used Equipment Manager

Three Pillars of a Good Cybersecurity Plan; The best way to prepare for a cyber-attack is to know exactly what you would do if one occurred.

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By Dennis Ast, CPUC, CCIC, OneGroup

Cyber-attacks and their corresponding insurance claims are on the rise. We all spent more time in the virtual space last year than we ever had before, making it imperative that we really think about the increased risk that virtual work, school and living presents.

As our lives rapidly shifted into the digital space last March, hackers got to work. Cloud breaches, “Zoom bombing” and misleading links promising coronavirus cures and statistics costs companies billions in claims and ransom payments. Virtual schooling and telecommuting forced cybersecurity professionals to work in high gear.

You should be thinking about your cybersecurity plan more than ever, and if you are, make sure you are including cybersecurity measures, contingency planning, and risk transfer with a solid cyber insurance policy.  The worst time to try and establish a cybersecurity plan, or to put an insurance policy in place is after the breach has occurred.

Cybersecurity measures

Make sure you have done all you can to prevent cyber incidents. 

 

Keep your software up to date, use and be familiar with multi-factor authentication and strong password protocols, and train your team regularly on how to spot phishing or malware attacks. Install reputable NextGen anti-virus software and establish protocols for remote employees. Keep your data backed up and test these backups often.

Be sure to consider all possible goals of a cyber attacker, too. Some want money, others want trade secrets or patents, and still others could want something entirely different. Be sure your risk management plan addresses any possible motive.

Contingency planning

If 2020 taught us anything, it is that we need strong contingency plans for every circumstance. Talk with your team about what you would do if you could no longer access your network or files. Know how you would reach your team, your clients and how you would access your backed up data if necessary.

Risk transfer with a solid cyber insurance policy

Cyber-attacks can be incredibly costly. After you are through paying for legal services, tech services, fines & penalties, ransom, etc., you could be looking at a bill in the millions. Cyber insurance can cover your business’ cyber liability, the costs of restoring or repairing your systems or data and more. Insurance carriers often impose certain exclusions and sublimits, though, so be sure to work with a trustworthy broker who can explain your policies to you in a complete and understandable way.

In the end, the most important phase of your cyber response plan is knowing what you will do immediately after you discover it. Know who you will call first and know what you will need to ask them. You do not have to face these incidents alone, and in fact, you should not face these incidents alone. Have the phone numbers of people like the police, your lawyer, your insurance broker and policy number and cyber claim reporting handy. Make sure you have got a team that will have your back if the worst were to happen to you.

For more information on Cybersecurity you may reach out to Dennis Ast, Senior Account Executive Cyber Risk Specialist at OneGroup.  He can be reached at DAst@onegroup.com or 716-572-2410.

 

 

Tim DeLany joins Five Star Equipment as its Used Equipment Manager

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. 

Steel Sales

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

Man and woman outside HVAC truck

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.

Five Star Equipment; Building For The Future

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By: Sarah Hall
Building

Five Star Equipment prides itself on, above all else, five core values: customer focus, integrity, accountability, teamwork and excellence.

Five Star Equipment is a full-service dealer for a number of major construction equipment brands, including John Deere, Hitachi, Bomag, Topcon, Fecon and dozens of other manufacturers. Their client list is made up of private and municipal customers in the construction, forestry, and commercial worksite industries in northern Pennsylvania and central and western New York state.

“We are a full-service dealer, which means we provide all of the support to our customers before, during and after the sale,” said Five Star Equipment’s Marketing Director Patricia O’Brien. “We provide our customers with virtually all of their equipment and attachment needs, as well as product support after the sale by John Deere factory-certified service technicians.”

The company has seven locations: Dunmore, Williamsport, and Waterford, Pennsylvania, and Kirkwood, Syracuse, Rochester and Orchard Park, New York.

Five Star Equipment was founded in 1980 by business partners Frank Gallo, Bill Bochicchio, Sr. and Louis DeNaples. After a few years of successful business operations with a full-line GMC truck dealership located just outside of Scranton, PA, the entrepreneurs acquired a John Deere Construction and Forestry dealership in the area. John Deere continued to offer the company expansion opportunities in New York and Pennsylvania. 

Over the following decades the company adjusted its dealer footprint and now serves customers from seven locations covering 57 counties in the neighboring states.

Fast forward to 2016, when Bill Farrell was brought on board as the company’s first Chief Executive Officer. Farrell and Five Star Equipment’s Senior Leadership Team have created a long-range strategic plan to reinvest in the business to carry it into the future.

New Syracuse facility

A significant part of that strategic plan is the construction of a new facility in Syracuse, New York. The current building was constructed in 1991 and, according to Farrell, has outgrown the ability to service the needs of Five Star Equipment’s customers and its employees.

“Syracuse is a growing, vibrant market. This new facility is an investment in our employees and the customers that we serve,” Farrell said. “Our goal in Syracuse is to create an environment that provides our people with the tools and infrastructure they need to achieve success, which, in turn, provides our valued customers with world class equipment backed by outstanding service.”

Located in Airport Business Park at 5801 E. Taft Road along I-81 North, the 25,000-square-foot facility is situated on approximately 10 acres and includes the following features:

  • Building design is geared towards maximizing efficiency and service capabilities
  • An outdoor equipment “playground” will allow customers the opportunity to demo equipment on-site
  • Expansive showroom/reception area with a modern, computerized parts counter plus a designated customer portal parts pick-up counter
  • Curbside/external parts pickup area
  • Parts warehouse with garage door access for receiving and parts dispatch
  • Eight-bay service area equipped with four 10-ton overhead cranes
  • Separate equipment wash bay
  • Sales and administrative offices and conference rooms for training sessions and customer meetings
  • Breakroom, locker rooms and rest rooms

“Everyone in the Syracuse branch is very excited about the new facility. It’s really taking shape with the exterior just about buttoned up. We are looking forward to a new shop with capabilities to perform work at ease,” said Syracuse interim General Manager Valerie Smith, who joined the company in 1990. “Personally, I’m very happy to be a part of this next phase that Five Star Equipment has taken. I love what I’m seeing with the growing success of this company.”

From this location, customers will receive full product support in the shop or in the field by John Deere Certified Service Technicians. This location provides service to Onondaga, Cayuga, Seneca, Oswego, Madison, Oneida and Herkimer counties. Field service work is completed using two fully stocked road service trucks.

The construction in Syracuse follows the construction of a new facility in Orchard Park, New York, as well as renovations of the locations in Dunmore, Pennsylvania, and Kirkwood, New York, all of which have taken place over the last two years.

Recruiting—and keeping—the best

Having the best possible facilities will allow Five Star Equipment to continue to meet the high standards set by the brands they represent.

“We are very proud to represent all of these brands, particularly John Deere,” O’Brien said. “Our employees are regularly trained via online courses and in-person training by John Deere and other manufacturers to ensure our product knowledge is at the highest level to allow us to best serve our customers.”

And it’s representing those brands that draws employees to work for Five Star Equipment —though finding qualified workers can be a challenge.

“There is a nationwide shortage of experienced service technicians that are capable of working on heavy equipment and large diesel machines,” O’Brien said. “We are continuing to build relationships with area colleges that offer the types of programs that produce service technicians who are ready to work on machines, but we are also looking for more experienced service technicians. That’s probably the biggest challenge for us as an organization from a Human Resources perspective.”

Once employees have hired on with the company, however, they’re likely to stay. Many employees, like Valerie Smith, have been with Five Star Equipment for decades. Farrell said that’s thanks to the culture of teamwork, accountability and transparency built by the organization’s senior leadership.

“Our doors are always open,” he said. “Anyone at any time can approach a branch General Manager, a member of the corporate Senior Leadership Team or me with an idea, suggestion or concern and they are heard.”

That’s the idea behind Five Star Equipment’s Powering Your Success tagline, which seeks to empower both employees and customers.

“We introduced Powering Your Success as our corporate tagline in the fall of 2018,” Farrell said. “For our employees, it means the company is powering their success by providing them with the tools they need to do their job including new and remodeled facilities, a new Human Resources system, opportunities for growth and development, and much more. For our customers, it means that we are an important contributor to their success by providing outstanding equipment, support and service throughout the life of the machines or parts they purchase from us.”

A bright future

At the moment, Five Star Equipment, like everyone else, is in uncharted territory due to the COVID-19 pandemic. But leadership is confident this is little more than a bump in the road.

“For the immediate future, we are looking for the economy to bounce back so that our customers can return to their full workload as the COVID-19 pandemic continues,” O’Brien said. “We have kept in regular contact with our customers to help them weather this storm however we could, by offering special programs and discounts on rentals, purchases and service programs.”

And as things return to normal, O’Brien said Five Star Equipment is looking to expand is customer base in its existing seven locations. She said the best way to do that is by investing in the business.

“One way to grow is by recruiting, retaining and training top talent at all levels of the company,” she said. “Another way to grow is by providing our customers and employees with modern facilities, like the one we are building in Syracuse. These facilities will enable our employees to work more efficiently and have the right tools in place to best serve our customers.”