CC - May - June 2020 by annexbusinessmedia

The Dilemma Covid Quandary Pg. 22

Creative Eye The House on a Hill Pg. 18

Maxwell's Picks Inflation? Yes, Please Pg. 17

CRISIS CONTROL

How the industry is dealing with Covid-19 Page 12

WE WILL GET THROUGH THIS TOGETHER

At this difficult time, ITW Construction Products salutes Canada’s frontline health workers who are helping to keep us all safe. And to all the contractors reading this, we look forward to continue working with you to support our economy in this difficult time.

VIDEOS FOR PRO RENOVATORS AND HOMEBUILDERS

Canadian Contractor has hundreds of videos online for serious residential construction professionals

COVID-19 TIPS

Langley, B.C.-based custom home builder/renovator Ridgewater Homes was among the first contractors to post a video about the virus, and they make some great points.

CANADIAN CONTRACTOR SITE TIPS

CANADIAN CONTRACTOR INTERVIEW

Canadian Contractor talks to Andrei Sosnovsky about how he made it in the business.

BUILDWIRE VIDEOS

MAY YOU LIVE IN INTERESTING TIMES

We've all heard the phrase before, but probably never thought much about its origin or what it really meant.

"May you live in interesting times."

At first blush, this seems like well-wishing for an exciting existence. However, the etymology — if you believe Wikipedia — is that this phrase originated in China, and it's actually a curse

Never before in our lifetime has this seemed so applicable as it does right now, with the contracting industry — along with the rest of mankind — attempting to deal with the Covid-19 outbreak and the strange new world it has ushered in.

And oh how times have changes so very quickly.

It was just a few short months ago that my girlfriend and I were scouring Netflix for a late-night movie option when we came across the film Contagion. While she had never seen it, I had previously enjoyed this 2011 classic, which features an all-star cast including Gwyneth Paltrow, Matt Damon, Laurence Fishburne, Jude Law, Kate Winslet, Elliot Gould, Bryan Cranston and John Hawkes.

If you haven't seen it, I won't play spoiler, but suffice to say it covers a fast-spreading worldwide pandemic and the background work being done to get the virus under control. It's fascinating, compelling and, at the present time, more relevant and unsettling than ever before.

This issue of Canadian Contractor is devoted almost entirely to covering how contractors are dealing with the new world order. By the time it lands on your desk, you may already have a plan in place (we hope). But the key here for you as an owner of a contracting business is simple: communication.

For starters, to ensure you're providing the appropriate messaging to your employees, clients and suppliers, be careful about where you get your virus updates from. There is a ton of misinformation out there, plenty of conspiracy theories, and a mix of 'the sky is falling' and 'this is all overblown' messaging. Stick to reputable sources like the World Health Organization or Health Canada to get the most accurate news. We suggest frequent communication with your employees to update them on a situation that's very dynamic and constantly changing. Give them an opportunity and platform to communicate their concerns to you as well.

Our final wish to Contractor Nation is that the uninteresting times return very soon.

On that note, this is my swan song issue as editor of Canadian Contractor. It's been a delight over the past few months, but we are pleased to report that the magazine will now shift over to the very capable of hands of a new editor, Patrick Flannery (for more on this, please see Site Notes on page 10). cc

By Rob Blackstien Editor ”

” May you live in interesting times.

Steve Payne Publisher

The biggest change order of all time

“We’re all in this together!”

This has become the politicians’ rallying cry of the Covid-19 era.

Sorry to be a killjoy – but it’s just not true.

We are most definitely not all in “this” together. Some public sector employees, like frontline health workers, are risking their lives to deal with this pandemic – with a shortage of lifesaving personal protective equipment. Others, like building inspectors, are no longer working – but getting fully paid.

Contractor Nation – the independent renovators and custom homebuilders who read this magazine – has been largely shut down (at time of writing). I’ve been talking to scores of them. Half of you are totally idled. Cash flow has dried up to a trickle. Projects can’t go forward with inspectors or building departments off the job.

And yet, of all the industries in Canada that can be predicted to fully come back from this, ours is in the front rank. Our industry specializes in unknown risks, unknowable customer intentions, impossible timelines and adverse conditions. And we love it. Turn to page 12 to read how four award-winning contractors are planning to forge ahead.

This is my last editorial as publisher of Canadian Contractor. Rob and I are both handing the baton off to a great new crew (see page 10) that will take over for our third decade in business. We know you will give them all your support! cc

UPDATES ON THE COVID-19 PANDEMIC

In response to our initial coverage on the Covid-19 pandemic, readers provided some insightful observations from the front lines.

The situation is fluid

In two messages a week apart, Ben Polley of Evolve Builders Group in Guelph, Ont., gave us a picture of just how fast things were changing in late March.

"The situation is fluid though here are more updates from our own outreach. At present, Dufferin County (which provides building inspections/plans review in areas where we work such as Mono Township) continues to operate as does Wellington Centre (which covers Elora and Fergus, just north of Guelph), with both permit review and inspection services continuing. City of Hamilton permit review services are still active (from home) but inspections are not at present available (though we hear that this may resume shortly). Sadly, places like Guelph and Kitchener, where we also have active projects, are not even providing permit review services (one would think they would be capable of having a work-from-home plan for such activity) presently, which brings most of this work to a halt."

Ben Polley

What constitutes an "essential" service?

Then...

"What a difference a week makes. Here is what I personally posted and we advised customers as of March 24: As you may by now know, the province has now included residential construction as an “essential” service. It seems that they are playing rather loosely with that term, given that liquor stores and take-out restaurants are also included as essential. It is clearly an economic and political rather than scientific decision. Our project managers have been checking with core subcontractors and suppliers to determine their status in light of this proclamation. The response has been mixed, with some deciding to remain outright closed, others not willing or able to provide new bids, others still working at limited capacity and still others indicating that product substitutions or delays may now be

necessary together with other supply chain issues. Additionally, most municipalities in our service areas are still not providing inspection services necessary to proceed in a assured, scheduled manner.Importantly, we directly consulted our own field staff to assess their comfort in continuing.The undeniable result of all of this is that many people are increasingly uncomfortable being on jobsites. Some have asked specifically to be relieved from work after today until the medical health officials deem it appropriate. This is totally understandable. Others describe feeling burdened by conflicting societal demands: stay home vs stay working (in particular if doing so feels like it allows others to also keep working and to support our clients). This too is understandable. As if I needed more reasons but both this self-awareness and selflessness make me once again so proud of our caring, capable team. I, however, feel that I can’t in good conscience allow for individuals to unfairly feel that they are responsible for what should be a collective (ideally medical if not political or business) decision. Therefore, given all the concerns shared with us and the remaining uncertainties and risks surrounding our projects, I am making the decision to continue with the plan expressed in this forum yesterday: We will be temporarily idling our sites and re-evaluating weekly if not sooner. We will be seeking to further train idle staff to keep their minds busy and continue with their career aspirations. Our office will continue to operate remotely. We will continue with preparations for planned new projects and be ready to throw our weight at them while resuming existing work, as soon as we are suitably advised that it is appropriate to do so. Expect us to be prompt, ready and massively motivated to get (re)started as soon as we can!"

Ben Polley

Death rates are set to spike

Brendan Charters of North York-based Eurodale Developments offered up the following update:

"For the past three weeks, our office staff (design, operations and accounting) has been operating remotely from home to do our best with respect to physical distancing. Jim and myself as owners have continued to be the only ones in the office. Our sites have remained operating as an essential service, with additional safety protocols on site including splitting persons working on a site by floor, or focusing on exterior work, when possible. Our regular sanitation facilities were made more available and inspected daily to ensure they were able to deliver for workers. Cleaning routines of sites (door handles, tools, etc.) was increased and a few workers were away for quarantine due to symptoms

and travel, but returned to work last week. After careful review of the infection rates across Toronto, Ontario and Canada, we decided that effective April 13, all Eurodale project field sites were suspended until further notice. We pushed to ensure active sites were safe and secure and weathertight as best we could, and while the provincial government still deemed us to be an essential service, at this time when infection and death rates are set to spike, we felt it most responsible to our workers, trades, customers and related families that we cease all field operations for a period in hopes of doing our part to flatten the curve and reduce everyone’s risk to exposure. We plan to use this time to continue design and plan projects for our clients, retool our business operations and develop new protocols to ensure our return to field works is even safer than when we suspended operations. That way we will continue to be able to deliver our best to our clients and ensure the continued safety to our workers as leaders in the industry! We hope the best for all our colleagues in this business, and that personal and business health is maintained through 2020 and beyond.

Brendan Charters

Ever see what a funeral costs?

I’m a small company (well, just me) with some temporary help as needed. I am not working at all. No income, bills still come in. Oh well, that is life. I will use our savings to continue to live. I have stuff to do around my house to keep me busy. I try to avoid as much as possible listening to the news – gets me down. We will come out of this. The income will come back. This is a setback in life for everyone. But if we don’t isolate, well that choice may be forced on you. Then your loved ones can deal with it and the fallout. Ever see what a funeral costs?

Marten Burghgraef

Why has the government not taken this into consideration?

As I understand it, the government-funded CERB provides assistance for employees who have no income whatsoever. Employees, whose employer is an essential service but has scaled back hours to one or two days a week because of COVID19, will not be allowed to access this benefit even though they need it. In order to help out the employee, does the employer have to refuse what little work opportunity still exists? Even a small amount of cash flow may keep a company afloat during this time and give them a fighting chance for when the economy

turns around. Why has the government not taken this scenario into consideration?

Linda [Subsequent to Linda sending this message, Ottawa announced workers would be allowed to make up to $1,000 per month while receiving the CERB. - ed.]

Follow the money

“…liquor stores are busier than ever,” the Saanich News says. Wonder why government liquor stores in Quebec and Ontario are not shut down like construction projects? Follow the money. In fact, B.C, health officer, Bonnie Henry, says construction sites are “less risky.”

Casey Edge

We are running out of time

Everything needs to be put on hold. All closing dates should be pushed forward. No one moves. Everyone stays where they are. Only construction necessary for health and safety reasons is allowed, such as hospitals. We are putting ourselves and others at risk. Self isolation will not flatten the curve if half the population is out working. We are not an essential service at this time. We do not have the necessary conditions, facilities and equipment to ensure the safety of construction workers. We are putting them and their families at risk. We are delaying the inevitable if we don’t stop now. Are we waiting until our workers get sick and we have no choice but to shut down? Let’s help flatten the curve and stop now. We must all self isolate. We are running out of time.

Lino Vitorio

DISCLAIMER: Not evidence-based or rooted in any sort of statistical measurement of actual show size. But we promise it’s going to be really, really big. Please address all complaints about this ad to our editor, Pat Flannery, who would be happy to buy you a beer at the Oktoberfest party at the show on Oct. 20. This is the fine print, why are you still reading this? Really, go register at canadianrentalmart.com so you don’t miss out on Canada’s Big Ass (sorry, “largest”) rental show. See you there!

To exhibit contact Danielle Labrie | Associate Publisher dlabrie@annexbusinessmedia.com

MEET THE NEW TEAM

Canadian Contractor is under new management. Starting next issue, here is the team that will be looking after your favourite magazine.

Patrick Flannery, editor

Flannery took an unusual path to becoming the editor of Canadian Contractor, including stops in tax preparation, machine tool sales, advertising copywriting and online tech support before getting back to what he went to school for: journalism. He edited magazines for the industrial woodworking and flooring industry before joining Annex and taking on Canadian Rental Service, Glass Canada and Fenestration Review.

“The chance to work on a magazine as respected and loved as Contractor is an amazing privilege for me,” Flannery says. “I’m looking forward to bringing expertise from my contacts in the window and door, commercial glazing and construction equipment industries to help renovation and custom home contractors across the country. I promise to honour the things readers love about Canadian Contractor and hopefully add some new wrinkles that everyone will appreciate.”

Amanda McCracken, national account manager

Amanda McCracken comes to Canadian Contractor as national account manager. With backgrounds in agriculture, marketing/ sales, fitness and construction she has strong notes of calloused hands with an undertone of masterful networking skills. Her previous publications include Fruit and Vegetable and Crane and Hoist Canada. Amanda is highly organized, quick to respond and up for any challenge. Note pads don’t stand a chance to collect any dust in her office.

"As the wife of an independent contractor, I know how much hard work and discipline is required to be successful. The last 20 years of my life has been one big contractor focus group," McCracken says.

Danielle Labrie, publisher

Taking over the big chair as publisher of Canadian Contractor is Danielle Labrie, a 15-year veteran of the media sales and publishing game. She started out at the Hamilton Spectator newspaper. After five years at the Spec and 10 years at Annex on such titles as Glass Canada, Fenestration Review, Top Crop, Print Action and Canadian Rental Service, Labrie is an expert at delivering professional marketing communications for businesses. Labrie also manages two major trade shows: the Canadian Rental Mart and Top Glass.

“Independent contractors are some of the hardest-working, most entrepreneurial people in the Canadian construction industry,” Labrie says. “I’m excited about the chance to bring all of Annex’s resources to this magazine so we can do even more to help them out.”

Reach out to the Canadian Contractor team any time:

Patrick Flannery

pflannery@annexbusinessmedia.com 226-931-0545

Amanda McCracken

amccracken@annexbusinessmedia.com 226-931-5095

Danielle Labrie

dlabrie@annexbusinessmedia.com 519-429-5187

Danielle Labrie and Patrick Flannery

Amanda McCracken

CRISIS CONTROL

How the industry is dealing with Covid-19

By Rob Blackstien and Steve Payne

Aswe so fittingly termed it when it broke, the Covid-19 pandemic is the biggest change order the contracting industry has ever faced.

On our website, we've done our best to keep readers abreast of a situation that seemed to switch gears on a daily basis. As a result, much of the front line information we gathered back in March has been rendered completely irrelevant.

While many of our readers made the prudent choice to cease operations for the safety of their employees and clients, in various regions of the country contractors were deemed essential services and it remained business as usual (or as close to that as possible given the situation).

Necessity really is the mother of invention, and these special circumstances required some very special solutions in some instances.

Take Moose Jaw, Saskatchewan-based Amil Construction, for example. Owner Arthur Landry says that because his company does many jobs in smaller communities within the province, accommodations and meals are a problem.

"We plan to deal with this by using an RV and bringing food along," he says. Jobs in seniors homes, he says, will have to be put off for the time being.

There are businesses that have been hit extremely hard, and

we can only hope that government packages have helped them in this challenging landscape. Ellen Brightman, owner of Orillia Natural Gas, said her company was only dealing with emergency projects. And even then, she conceded, "We all know there is no guarantee of anyone’s safety." The company's business had dropped 95 per cent by early April. "I hope we are still standing after this one," she said.

Still others took a more holistic approach to the situation, understanding that industry sacrifices are necessary for the good of mankind as a whole.

Concord, Ont.-based Viacon Masonry owner Lino Vitorio said it best: "We are not an essential service. We do not have the necessary conditions, facilities and equipment to ensure the safety of construction workers. We are putting them and their families at risk. We are delaying the inevitable if we don’t stop now. Are we waiting until our workers get sick and we have no choice but to shut down? Let’s help flatten the curve and stop now. We must all self isolate. We are running out of time."

It's really difficult to argue against that logic, isn't it?

While we solicited opinions of contractors across the country (many of which will be seen online), we've focused on four awardwinning firms, and provide their valuable input in the pages that follow.

Ben Polley President Evolve Builders Group Guelph, Ont.

Canadian Contractor: How is Covid-19 affecting your business?

Ben Polley: Most of our work-in-progress has been idled while our staff remain home to ensure their safety and to contribute to the societal demand for isolation. Two additional significant projects that were due to start imminently have now been deferred by the clients (regretfully but understandably) indefinitely. We remain actively planning the balance of our committed new work in order to begin as soon as deemed appropriate.

CC: Did you have to lay off anyone?

BP: Regretfully, but out of financial necessity, all of our field staff and some of the office support staff are temporarily on layoff. That said, everyone – actively working or not – still join weekly all-hands Skype meetings to remain connected, share personal stories and provide company news updates. With the allowance that those on the CERB program can in addition earn up to $1,000 monthly, we have (or are beginning to) also re-engaged many of these same laid-off staff to work part-time on performance improvement procedures, standardize more construction details, or get ahead in organizing our imminent new work. We are also expecting to begin taking advantage of this time by providing

WE REMAIN CONFIDENT THAT THIS WILL BE A HURT TO EACH OF US INDIVIDUALLY AND TO THE COMPANY, BUT THAT WE WILL EMERGE OTHERWISE INTACT."

paid upgrader training to many of these same folk. Essentially, we are looking for every opportunity to top up our furloughed workers with as much earnings as permitted.

CC: What's changed in the office?

BP: I am the only person still working from our office of the eight who ordinarily attend this location.

CC: What are your main concerns right now?

BP: When we feel it is deemed appropriate to reduce personal isolation and we resume work at our sites, it is my expectation that we will have fewer concurrent projects to return to than our ordinary capacity would allow. This will continue to dog our cash flow which will undoubtedly have medium-term impact on the company, though still does not leave me concerned about its viability. Instead, I expect some of our ordinary competition will not survive and thus the short-term impact of reduced work will very possibly be later offset by greater demand due to less remaining direct competition.

CC: How has the supply chain been affected?

BP: Some subcontractors have declined to bid theoretically imminent work while others have declined to remain in consideration for bids they previously provided, all due to uncertainty as to whether they can fully or safely staff the sites. Otherwise, because we are effectively idle on our project sites, we are unaware if there will be material or other supply chain issues when we go forward again.

CC: How are you handling cash flow?

BP: We are using our retained earnings from past years to cover current and projected continued monthly operating losses. Because we had a relatively strong balance sheet at the outset of this problem, we are reasonably well positioned to weather it. That said, we will probably exhaust much of our reserves and growth capital before this is done.

The skinny: We remain confident that this will be a hurt to each of us individually and to the company, but that we will emerge otherwise intact.

Brendan Charters Development Manager

Eurodale Developments

Toronto

CC: How is Covid-19 affecting your business?

Brendan Charters: Since late March, our office staff (design, operations and accounting) has been operating remotely to do our best with respect to physical distancing. Jim (Cunningham) and myself as owners have continued to be the only ones in the office. Our sites had remained operating as an essential service, with additional safety protocols on site including splitting persons working in a site by floor, or focusing on exterior work, when possible. After careful review of the infection rates across Toronto, Ontario and Canada, we decided that effective April 13, all Eurodale project field sites will be suspended until further notice. We are all doing our best to work on the things we always wanted

THIS IS SIMILAR TO A LONG DISTANCE RELATIONSHIP… NOT A BREAK UP!"

to do, or knew we should do, but don’t necessarily have the time to do (aside from emptying the refrigerator into our bellies).

CC: What are your main concerns right now?

BC: When it's safe to restart field production and how to make it safer than when we ceased, while maintaining profitability and timeliness.

CC: How has the supply chain been affected?

BC: Products from U.S. are delayed at least twice the normal lead time while local suppliers are closed except for online order and lot pick up, which is challenging and much more time consuming. We order a lot through Pro Desks, but some things are difficult to describe or get right online or through an email.

CC: Did you have workers choosing to stay home?

BC: We had a couple of people have to stay home due to travel and unrelated illness and some trades express discomfort in working prior to our shut down.

CC: Anything else you can tell us about how you're dealing with this all?

BC: We are keeping in touch. Communication is key – soft contact with clients, team members, trades, prospects and the office group as well as with our friends and fans through social media. Connection with each other is how we ultimately operate in a normal day-to-day, and while personal face-to-face and handshake connections are severed for the moment, thanks to technology we are able to keep some connection. This is similar to a long distance relationship… not a break up!

CC: What advice do you offer to fellow contractors at this time?

BC: Keep it as regular as you can. Start your day at the time you would regularly start, shower, get dressed and get to your task list, quitting at the time you would typically quit. Discipline in that regard will serve you well as we come out of this as the return to routine will be easier and will keep the business gears lubricated. Take a lunchtime stroll with your family or housemates and cut everyone in your tight knit circle some slack, knowing it's hard on everyone (cut yourself some slack too). Keep positive, get some exercise, fresh air and watch something that makes you feel good (be it Tiger King or something more enlightening)!

Steve Barkhouse President Amsted Design-Build Ottawa

In mid-March, Barkhouse offered up a bleak outlook: "I am trying to do the right thing, however, there is a lot of fear in our industry and a lot of misinformation driving that fear. If something is not done immediately, construction will shut down. I have lost 40 per cent of my team in the last 24 hours and we are losing more trades and suppliers every hour."

Over a month later, he revisited this, offering: "Much has

SURVIVE. STICK TO YOUR VALUES. BE A STRONG LEADER – WE NEED THEM."

changed and much has stayed the same. My feeling of trying to do the right thing and not knowing what that is remains. Should we work or should we stay home? I have gone 360 degrees in the past month from thinking we must keep working (for all the right reasons), to shutting down the entire company for two weeks (for all the right reasons), to being back to work but limited by the opportunities. I appreciate that these are unprecedented times and that no one knows what to do. I have seen some leadership from our association and government but no clear direction and certainly no public support. I do feel that we will see some changes (by mid-May). We have proven to the government and community that we can work safely, that we do follow protocols. I have received letters of gratitude from our clients who see how hard we are working to stay safe and to complete their projects. Now is the time for the government to step out and support our industry. Support the fact that we are working safely and are tightly policed by the MOL. Support the fact that we are essential by releasing permits so that we can continue our essential work for those who have committed to us. Support the mental health of an industry of workers who are used to dealing with problems head-on, by getting their hands dirty and overcoming them... not by waiting in front of the TV and listening to the bad news. And support our economy. I know everyone is scared, but now is the time for courage!"

CC: How is Covid-19 affecting your business?

SB: I see the mental fatigue on all my staff whether they are laid off or working. We are running out of work quickly because permits are not being issued and there are no new clients calling. We are working twice as hard for half as much accomplished. We are losing about $25,000 per week right now. That said, it is not all bad: I have watched my team support me and each other; we have had core values for 30 years but we are really living them now. We are getting very creative in how to do business. We are learning to communicate differently: we are kinder, gentler, more thoughtful, and more appreciative. Our clients really see what we do for them, that we put them ahead of ourselves, and they appreciate it. We will survive but our business will never be the same.

CC: What advice do you offer to fellow contractors at this time?

SB: Survive. Stick to your values. Be a strong leader – we need them.

Marie Soprovich Founder Aquarian Renovations Edmonton

Soprovich is also the current president of CHBA Edmonton, so is in a unique position to offer both personal observations from her business, plus a view of the Edmonton market in general. In lateMarch, she told us:

“Canadian Home Builders (Association) and Build Alberta have worked to support the idea that construction is an essential service (in Alberta). There are people who have sold their properties and are expecting to move in (to homes under construction)," Soprovich says.

"We recognize this as a privilege and know it is not the case across the country."

She said that Edmonton was still issuing permits, but everything had to be done online, and while inspectors were still reviewing homes, no one else was allowed to be onsite at the time.

WE RECOGNIZE THIS AS A PRIVILEGE AND KNOW IT IS NOT THE CASE ACROSS THE COUNTRY."

As for Aquarian, most of its staff (designers and estimators) were working from home.

“Confidence has taken a hit. It depends on everyone’s risk tolerance. Nothing has been cancelled (as of March 31), but projects have been postponed and/or put on hold,” Soprovich says.

Aquarian had kept its staff of eight to 10 working, but some were getting fewer hours.

CC: How is Covid-19 affecting your business?

MS: Covid-19 has slowed us down but not stopped our work. We’ve also modified our meetings to online, with virtual tours of designs.

CC: What's changed on the site?

MS: Health and safety are primary concerns. Some clients were not comfortable with continuing projects at this time, other clients understand and are comfortable with the physical distancing and safety protocol and were okay letting carpenters continue.

CC: What are your main concerns right now?

MS: Staying busy and having enough work. Also concerns about work slowdown and the long term impact of economic slowdown. We are not out of the woods on this one.

CC: What income is coming in now?

MS: Income has slowed as the work has slowed. This really is a little early to know how drastically the income and cash flow will be affected.

CC: What advice do you offer to fellow contractors at this time?

MS: Preserve as much of your cash as possible. Plan as best you can. If you need to downsize, do it – it may be painful but you will at least save the mothership and when we get back in a new groove you can hire back. Stay brave! Take care of your mental health and be empathetic for those who slide into fear. Your courage and resolve will help others to stay stronger and find their way through. Build relationships with your homebuilders associations – this is a time to belong! This is where you can connect with other builders, renovators, suppliers and trades. We really must pull together, share experiences and what works ... we are not alone in this. We will find our way through. Keep learning, use technology effectively (or you will be left behind) and take care of yourself. cc

PHOTO: LARRY ARNAL

DEWALT 20V

Corded/cordless air inflator

DCC020IB

After using this tool extensively for more than a year, I’m surprised by how good it is. Fast inflation of tires is one reason, but features and run time is another. The thread-on air hose means you don’t need to sit there holding the hose on the tire valve. Hook it up, then walk away as tire pressure builds. The inflator dial control allows you to preset a desired pressure, and the tool shuts off automatically within 0.1 psi of the set point most times.

Actual tire pressure is displayed on a second digital screen so you can see exactly what you’ve got. This tool uses the same 20V batteries as other DeWalt cordless tools and run time on a single charge is much better than I expected. I’m in the habit of keeping the battery fully charged before putting the tool in my truck, so I’ve never run it down to nothing. But even after inflating four flat tires in a row, the charge on the nine amp-hour battery I run is still right up there. This inflator can also operate off the 12V accessory outlet of any vehicle if the battery is dead and it

IRWIN

20” universal handsaw

Even in this age of power tools for almost every task on a job site, sometimes a good handsaw is still the best tool. I’ve used and worn out a number of Irwin universal handsaws over the last 10 years and its 20-inch model is by far the best handsaw I’ve ever owned. Fast, sharp, long-lasting and always bind-free, this madein-Denmark tool can’t be beat for cutting in close quarters where power saws can’t go. In fact, this handsaw is so good I sometimes reach for it when a power saw could be used.

It chews through about one inch of width in 2X lumber on each push stroke, so you can cut through a two-by12 in less than 15 seconds. This is often quicker than digging out a circ saw and finding a battery. The shiny sides of the Irwin are handy, too. Align the reflection of the wood with the actual edge of the board and you’re automatically cutting

has attachments for inflator mattresses, balloons and other low pressure applications. I’ve loaned this thing out a few times and everyone loves it. Price: $220 for the tool only. cc

square in both planes. Given its $40 price, there are cheaper handsaws, but none are as good, not even other Irwin models. The hard-point teeth are too hard to resharpen, but that’s also why this saw stays sharp for years. cc

OKANAGAN

RENO SUPREME

How a B.C. design/build firm turned a marginal 1960s seasonal house into an award-winning high-performance home

By Steve Maxwell

Overthe last 30 years, Graeme Huguet has been building the kind of company that most contractors only dream of. Serving the lower mainland of B.C., the Gulf Islands and beyond, Graeme’s My House design/build team has 50 people on staff, completing about 50 renovations and new builds each year. This firm has earned more than 150 industry awards, including the B.C. Georgie Renovator of the Year awards 2014-2019, the B.C. Grant Georgie Award for Customer Satisfaction, the 2019 Georgie Best Renovator of the Year and the 2020 Okanagan Housing Awards of Excellence in Kitchen Renovations $150K and Over, while being named a finalist in a handful of other 2019 award categories that have been put on hold because of Covid-19.

Skaha Vista is the name of one of the award-winning projects done by the My House firm. It’s interesting for what it shows about the technical side of a complex rebuild done

PHOTOS BY MATT LUCAS PHOTOGRAPHY

OKANAGAN SUPREME

to a high level of quality, but also about the refined company processes behind these high quality results. Join us for an exclusive interview with Huguet and learn how the structure and processes of his company play a pivotal role in his projects.

Q: How did My House and the Skaha Vista client come together?

A: We’d renovated this family’s main home in North Vancouver, and a few years later they approached us to upgrade their family vacation home in the Okanagan Valley. The original plan was just a modest renovation. However, as we do with all of our renovation projects, we took a more holistic approach and provided a feasibility study as the first phase. This involved inspection of existing conditions such as roof, drainage, mechanical systems, structural elements and specialties such as the septic system as was the case on this project. We then provided preliminary floor plan design ideas, scope of work, budget figures and different

plan options. Plan A option focused on the items the clients asked for in the initial budget. Plan B was out-of-the-box ideas, and in this case we also provided a plan C with more options. It was during these discussions that the decision to do a more extensive renovation came about.

Our main area of business is the Greater Vancouver Area, and our main business is renovations of any size for single family homes, condos, commercial tenant improvements, and custom homes. We do full house renovations and custom homes outside the lower mainland, but only if the client lives on the lower mainland. The majority of our work with clients is all about planning, designing and permitting, so we don’t need much of their involvement during actual construction. With this approach we can efficiently serve Vancouver Island, the Gulf Islands, the sunshine coast, Squamish and Whistler, the Fraser Valley and the Okanagan as is the case with this home.

Q: Were there any unique challenges posed by this project?

A: Yes, plenty. The home was a modular from the '60s that had been added to bit-by-bit over the last 50 years. One of the issues was two-by-three exterior walls. The building was only comfortable inside when it was comfortable outdoors. We helped the client focus on what was important: floor plan, a comfortable interior climate, healthy air and water quality, energy efficiency and sustainability.

Q: Technically speaking, this was a renovation not a new build. How did that work?

A: For various reasons we could not tear this house down completely, but were able to grandfather on the existing footprint and rebuild as a renovation on the same foundation. We installed new drainage, the foundation was underpinned, strengthened and insulated, with radon protection added to the slab. New walls were added to create a two-by-six structure with a combination of high density rigid insulation, 1/2 pound foam insulation and fiber batts.

Q: The My House website (myhousedesignbuild.com) shows a lot about the sophisticated business and design systems behind your work. How did these systems come about?

A: I’ve been in the residential design and build industry for more than 30 years, but my background is in design and directing for theatre and television. That work has many similarities to what we do now. Our system has evolved each year as we’ve created a team that works together on improvements and process development. Each year for more than 25 years I’ve added at least one new team member. Today we have staff and full time trades who have been with us 15, 20 and even 25 years. It’s through these long term relationships that we’ve refined our systems and processes. You have to have a system or you’re just spinning plates (which at times, I’ve done).

Q: How many people work at My House Design/Build?

A: We’re a family-owned business with 20 office staff and 30 in the field. We have project consultants who initiate with clients and act as a concierge, welcoming them to the company and our processes. We also have four project managers who follow the

process from concept to completion for each project. These people are responsible for being on time and on budget.

There are six people in our design department, including architecture and design leads who are certified registered interior designers (RID). We have people that handle mechanical and exterior design plus a dedicated kitchen and bath manager/ designer who works with clients on custom cabinetry, millwork, counters and flat-lay stone work. This part of the process also involves creating shop drawings for cabinet manufacturing, plus procurement of all ordering and scheduling of our installers. We don’t subcontract to any kitchen and bath companies. In practice we are our own kitchen and bath company.

We also have a dedicated civic liaison manager to navigate the various municipalities and their requirements for permit processes. This person also oversees our health and safety for job sites, plus warranty and service for our clients.

Our 30 field staff are all full-time trades of the company, including construction managers, Red Seal carpenters and apprentices, finish carpenters, electricians, plumbers, HVAC, millwork, flooring, drywall, painters and finishers. There are always specialty trades who are not part of our full-time team, however, we use the same ones on a consistent basis, many going back 20 to 30 years.

Q: Few building companies make as thorough a use of online visuals, testimonials, videos and award details as My House does. Are you working on any new online features to boost potential client trust and comfort?

A: We just incorporated a virtual assistant where visitors can send questions 24/7 on the website without filling out any forms and have someone respond via text to them directly in a

Technical Features of Skaha Vista Among the home's technical details were:

• grid-tied photovoltaics electrical generation;

• 6‘x6’ hydronic solar collectors for pool heating;

• Mitsubishi EnergyStar electric heat pump for heating and cooling, with natural gas back up;

• EnergyStar gas-fired tankless domestic water heater;

• Mitsubishi automatic generator for electrical back up;

• steel roof;

• James Hardie fiber cement siding;

• EnergyStar doors and windows with energy and UV coatings;

• Vinyltek windows/patio doors and Westeck front try door;

• Lifebreath EnergyStar HRV;

• Wolf, Sub-Zero and Miele appliances including induction cooktop;

• temperature and humidity controlled wine cellar;

• Lutron motorized window shades; and

• Control4 home automation system for remote control of security, lighting, HVAC, audio/video, home theatre, window shading, heating and cooling.

home warranty program with B.C. Housing. The project was one year in the design/planning permit stage and one year to be ready for occupancy.

The owners of Skaha Vista are a mature couple with grown children and grandchildren, and the five bedroom home they ended up with is all about recreation and enjoying some stunning lakeside views with family. The house sits on top of a steep hill so the design had to minimize ground disturbance that could cause erosion and slope problems. Sensitivity to the site itself, selection of materials, energy and water conservation, innovative design and exceeding building code requirements are all part of this no-compromise project that’s a showcase for all the best building practices. cc

Covid Quandary

Shortly after the Covid-19 outbreak began and a good chunk of the world went into shutdown mode, a Saskatchewan-based electrical contractor lost about 40 per cent of its staff for a variety of reasons (some had wives that were nurses, so they had to stay home to watch the kids; a couple had autoimmunity issues, so they clearly were high risk; and others just simply were afraid to work in this environment).

With several construction projects underway and deadlines looming, owner Lyle Little was forced to seek replacement workers to ensure he could finish his projects on time.

Lyle says that most of the employees actually officially quit their jobs, and after consulting with the provincial Labour Board and CFIB, determined that the company is under no obligation to hire them back. However, many of these employees have several years experience with the company and have therefore developed a shorthand with the way it operates.

Given that other local sectors have gone into the toilet currently, there were some really great workers available to be scooped up. Now the question becomes: when the regular employees decide to come back to work, what does Lyle do with the workers who stepped up and helped them out of a bind? The company is currently at about 50 per cent capacity, but with two or three big projects coming down the pike, it will need to staff up again soon.

Last issue's winner - Separation Anxiety

Last issue, Walter Meza was having an issue with two of his long-time and key employees that were going through a divorce and creating a divisive situation for the company. We asked readers to come up with a fivepoint plan to help Walter out of this tense ordeal and get back to smooth sailing within his company.

We had some excellent responses, but Wanda Bennett, of Calgary-based Homes by Avi really nailed it with her response below.

What a spot Walter is in. Here are a few of my thoughts:

1. Walter should meet with both Ziggy and Mandy together and not in separate meetings. This means everything is on the table and everyone knows what has been said.

2. Walter should explain that everything said will be on a professional level and there will be no back-biting allowed or the meeting will end.

3. He should thank both of them for their service and talents and tell them why he values each of them. He also needs to explain how their private situation is affecting the company.

4. Set up the expectation that they each must remain amicable and professional while working for the company and that there will be no fighting on the job tolerated –period.

5. Offer professional assistance (EAP) if they feel that private, professional help is required in their personal lives.

I feel for Walter. This can’t be easy.

You got that right, Wanda! Watch for your Dewalt combination hammer in the mail.

What should Lyle do?

1. Don't hire replacement workers and ask your clients to understand the circumstances.

2. Hire replacement workers but with the understanding that it's a temporary gig.

3. Use the replacements, keep the best, cut the rest, including laid-off workers.

4. Allow the market to dictate the path. Hire back the laid-off workers if you think you'll have the work for them.

5. Do something else.

HOW TO ENTER

If you have a five-point plan for Lyle, email your entry to pflannery@annexbusinessmedia. com and put “Lyle dilemma” in the subject line. Please don’t post your plan as a comment to the Dilemma post on our website. Entries close June 19. The winner will be announced on canadiancontractor.ca on July 3

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