PAVE/X
Explore how Void-Reducing Asphalt Membranes work, how they’re applied, and why more DOTs and contractors are adopting this proven method to extend pavement life.
How NAPSA power sweeping standard protects contractors from legal risk.
National street sweeper test highlights microplastic removal and water quality impact.
9 Steps to keep new asphalt crew members from quitting: Fieldtested strategies to help you integrate workers faster and reduce turnover.
FAYAT Buys LeeBoy: What It Means for the Industry and Why It Might Actually Be A Good Thing
What does this consolidation mean for contractors, brand identity, and the future of blacktop equipment in North America?
Formoreinformationvisit
https://pavemg.com/hfpuuvs5
A companion video to this issue’s COVER STORY! Why VRAM might be the most important paving tech you’ve never heard of — until now.
Formoreinformationvisit
https://pavemg.com/ud61ye61
These awards provide industry-wide recognition for contractors involved in all aspects of the pavement maintenance industry. Submissions close Oct. 1.
Formoreinformationvisit
https://pavemg.com/Awards26
Vol. 38, No. 6, August/September 2025
ADVISORY BOARD
Agua Trucks Inc Wickenburg, AZ, Scott Duscher
Asphalt Contractors Inc., Union Grove, WI Robert Kordus
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Individual subscriptions are available without charge in the U.S. only to pavement maintenance contractors, producers and government employees involved in paving or pavement maintenance; dealers, and distributors of pavement maintenance equipment or materials; and others with similar business activities. Complete the subscription form at www.forconstructionpros.com or use your company letterhead giving all the information requested. Publisher reserves the right to reject nonqualified subscribers. One year subscriptions for nonqualified individuals: $35.00 U.S.A., $60.00 Canada and Mexico, and $85.00 all other countries (payable in U.S. funds, drawn on U.S. bank). Single copies available (prepaid only) $10.00 each (U.S., Canada & Mexico), $15.00 each (International). Pavement Maintenance & Reconstruction (ISSN 1098-5875), is published eight times per year: January, February, March, April/May, June/July, August/September, October/ November, December by IRONMARKETS, 201 N. Main St. Ste 350, Fort Atkinson, WI 53538. Periodicals postage paid at Fort Atkinson, WI and additional entry offices.
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PAVEMENT MAINTENANCE & RECONSTRUCTION is proudly supported by these associations:
Asphalt Restoration Technology Systems, Orlando, FL Connie Lorenz
Brahney Paving, Hillsborough, NJ Steven Brahney
Eosso Brothers Paving; Hazlet, NJ Tom Eosso
Maul Paving/Concrete/Sealcoating, PLainfield, IL Chris Maul
Parking Lot Maintenance, Lake St. Louis, MO
Todd Bruening
Petra Paving, Hampstead, NH Chris Tammany
Pioneer Paving, Albuquerque, NM Don Rooney
Roberts Traffic, Hollywood, FL Lisa Birchfield
Show Striping Inc. (SSI), Wisconsin Dells, WI Amber Showalter
T&N Asphalt Services, Salt Lake City, UT Nick Howell
Young Sealcoating Inc, Lynchburg, VA Steve Young
The Paving Lady Mauro Comuzzi
JMP Excelsior Services ............................................................................... Jim Panzenhagen
Sweeping Industry Veteran .................................................................................. Gabe Vitale
Flat Nickel Management .................................................................................. Michael Nawa
Wis-Coat Asphalt Maintenance ....................................................................... Marvin Joles
Clear Choice Sealing Warren Johnson
Jacketta Sweeping Services Debbie Jacketta
Royal Pavement Solutions Kenneth Roy III
ASSOCIATION REPRESENTATIVES:
Pavement Coatings Technology Council Brian Riggs, Executive Director
The powerful and economical BM 2200/65 mill from BOMAG meticulously balances the 630 hp engine power with optimal milling speeds to create an efficient and robust machine. This newly redesigned cold planer is the latest addition to the expanding BOMAG milling lineup. Its uniquely slim contour provides unparalleled visibility and better serviceability and maneuverability on the job site. Contact your local BOMAG dealer for more information.
BOMAG has a milling machine to match the demands of any jobsite.
It’s time to start thinking about joining NAPA and getting involved.
As I write this, I just got back from Louisville, Kentucky, and while the bourbon down there flows as freely as a McDonald’s soda fountain—the conversations, ideas, and industry insights at the NAPA Mid-Year Meeting were just as prevalent.
As someone who’s spent time in the trenches with commercial pavement maintenance professionals, I’ll be the first to admit: it’s easy to think these conferences are for the, “big guys.” But if this week made one thing clear, it’s that what happens there ripples all the way down to your sealcoat truck.
1. The Home Stretch: Surface Transportation Reauthorization
Brandon Noel, Editor bNoel@iron.markets
234-600-8983
I had many meaningful conversations about the Big Beautiful Bill (BBB), recently passed by congress and signed into law by President Trump. While it’s a massive piece of legislation, it doesn’t address everything despite its name. The current surface transportation authorization bill, the Infrastructure Investment and Jobs Act (IIJA), passed under President Biden, is set to expire on September 30, 2026.
The big takeaway? There is A LOT of work still to be done. While NAPA is hard at work helping shape what that next wave of infrastructure investment might look like, ultimately, it’s the elected officials who will write the next bill. It was a big reminder to me that even commercial maintenance contractors, those of you not laying highways, still have skin in this game.
Why? When large contractors lose government funding or experience delays, they shift into the commercial space to stay busy. Suddenly, you’re bidding against a company that owns the asphalt plant you buy from and a crew that’s twice your size. Staying informed, getting involved, and supporting policy that keeps the heavy highway folks busy benefits everyone.
2. Health And Safety Topics Are Having A Moment
NAPA’s Health And Safety Committee continues to offer plug-and-play resources that members can use immediately, no need to reinvent the wheel, just adapt and apply. It’s one of the many reasons why membership is more than just a patch on your shirt. Access to these tools could save lives.
With states like Florida, Arizona, and Texas passing state legislation banning mandates for heat breaks, NAPA’s guidelines might be your best line of defense for your outdoor workers. Most notably, there was an entire standalone session on the second day which revolved around mental health awareness and best practices for turning your workplace into a safe space for employees. This is another topic I care deeply about, and am glad to see the industry taking a progressive stance.
3. Changing The Labor Narrative
Chris Stricklin from Dunn Construction was easily one of the most inspiring speakers I’ve heard at any NAPA event. He shared about his work in Alabama creating a workforce development pipeline, partnering with local businesses, training students, and giving people without opportunity a pathway into the trades. This is what real solutions look like. For those looking to change their own narratives on finding quality workers, it would behoove you to look up Mr. Strickland and pick his brain a little on what they’ve been able to do.
Next year’s Mid-Year will be in Columbus, Ohio, my neck of the woods! So, if you’ve been on the fence about getting involved, that’s your chance. Come grab a seat at the table.
See you on the road! ■
EDITORIAL
Editor ............................................................................. Brandon Noel bnoel@iron.markets
Content Director, Marketing Services ...........Jessica Lombardo jlombardo@iron.markets
Managing Editor ......................................................Allyson Sherrier asherrier@iron.markets
AUDIENCE
Audience Development Director Angela Franks
PRODUCTION
Senior Production Manager Cindy Rusch crusch@iron.markets
Art Director April Van Etten
ADVERTISING/SALES
Brand Director Amy Schwandt aschwandt@iron.markets
Brand Manager Megan Perleberg mperleberg@iron.markets
Sales Representative Sean Dunphy sdunphy@iron.markets
Sales Representative Kris Flitcroft kflitcroft@iron.markets
IRONMARKETS
Chief Executive Officer Ron Spink
Chief Revenue Officer Amy Schwandt VP, Finance Greta Teter VP, Operations & IT Nick Raether VP, Demand Generation & Education Jim Bagan
Brand Director, Construction, OEM & IRONPROS Sean Dunphy
Content Director ...................................................... Marina Mayer Director, Online & Marketing Services Bethany Chambers Director, Event Content & Programming Jess Lombardo
CIRCULATION & SUBSCRIPTIONS
201 N. Main St. Ste. 350, Fort Atkinson, WI 53538 afranks@iron.markets
LIST RENTAL
Sr. Account Manager Bart Piccirillo | Data Axle (518) 339 4511 | bart.piccirillo@infogroup.com
REPRINT SERVICES
Brand Manager Megan Perleberg mperleberg@iron.markets | (800) 538-5544
Published and copyrighted 2025 by IRONMARKETS. All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopy, recording, or any information storage or retrieval system, without written permission from the publisher.
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The FAYAT Group officially broke ground on a new 100,000-square-foot parts distribution center in Fairfield County, South Carolina. The $13.7 million facility will support the company’s Road Equipment Division and is expected to strengthen after-sales service and production capacity across North America.
The new facility, located next to FAYAT’s existing BOMAG Americas headquarters in Ridgeway, is projected to open in Q4 2025 and bring 75 new jobs to the region. It will serve as a hub for parts distribution, localized machinery production, and enhanced training operations for FAYAT’s North American customers and dealers.
The June 25th groundbreaking ceremony drew state and local officials including South Carolina Governor Henry McMaster, Fairfield County Council Chair Clarence Gilbert, State Senator Everett Stubbs, State Representative Annie E. McDaniel, and Fairfield County Economic Development Director Ann Broadwater.
Governor McMaster emphasized the role of business expansion in economic growth, stating, “FAYAT Group’s $13.7 million expansion once again proves that South Carolina provides existing businesses with the resources needed to find continued success.”
The new distribution center will support several FAYAT brands operating in the U.S., including BOMAG Americas, Dynapac North America, Charlatte North America, Asphalt Drum Mixers, FAYAT Cleantech, and the recently acquired Mecalac Group.
Bobcat Company appointed Laura Ness Owens as its first Chief Marketing Officer, a new executive role overseeing global marketing, brand, customer experience and corporate communications.
Ness Owens has been with the company since 2003, serving in various leadership roles across marketing, communications, dealer development, and brand management. Most recently, she held the position of vice president of global brand and communication and North America marketing. Prior to joining Bobcat, her background included experience in government administration and political communications.
In her new position, Ness Owens reports directly to Scott Park, CEO and Vice Chairman of Doosan Bobcat.
As part of a broader strategic update to its marketing organization, Bobcat also announced two additional leadership changes:
• Kristen Hintermeyer has been promoted to Vice President of North America Marketing. With two decades at Bobcat, Hintermeyer will oversee digital strategy, media planning, product marketing, and data analytics for the North American market.
• Lanelle Vasichek has been promoted to Senior Director of Global Brand. In this role, she will lead global brand strategy, campaign development, customer experience, partnerships, and licensing efforts.
• The appointments mark a shift toward a more integrated marketing approach, reflecting the company’s focus on aligning brand, digital engagement and customer experience across global markets.
Woohyun Kim has been appointed CEO of DEVELON North America (HD Hyundai Infracore North America) and the DEVELON brand of heavy and compact construction equipment. Kim has extensive experience in leadership, sales and finance. Most recently, Kim served as director of sales operation and programs for the DEVELON brand. From January 2023 to December 2024, he was the director of commercial planning and sales operations. In that capacity, he helped lead sales planning, product management, financial planning and remarketing. Additionally, he was responsible for opening the new North American Customer Utilization Plant near Savannah, Georgia. Kim’s career with Doosan and then HD Hyundai Infracore spans 25 years in sales, business management and human resources. His roles included sales and leadership positions in Seoul, South Korea; Dubai, United Arab Emirates; and Atlanta, Georgia.
If you’re awarded infrastructure or large construction projects, profitability hangs on efficiency. These days, controlling dust, dirt and debris is a must, so your mechanical sweeper better not mess around.
Elgin brings 100+ years of hustle and reliability to every job-site. Broom Bear® and Broom Badger® are built for you — fast and dependable, with the best customer service in the business.
When there’s no time for downtime, it’s time for Broom Bear ® or Broom Badger ® .
Trimble Materials helps contractors manage purchasing, inventory, and accounts payable in one centralized platform. The tool is designed to support better tracking of material costs and inventory levels across job sites, warehouses, and offices.
The launch comes at a time when construction firms face increased pressure to control material costs amid ongoing supply chain uncertainty and pricing fluctuations. Trimble Materials connects field teams, warehouse staff, purchasing departments, and suppliers through both mobile and desktop applications, enabling streamlined communication and greater visibility into material usage and expenses. The software integrates with its existing ERP platforms, including Viewpoint Spectrum and Viewpoint Vista, allowing contractors to connect estimating, operations, and accounting functions. The goal is to improve coordination across project workflows while simplifying tasks like material ordering, RFQ generation, inventory monitoring, and invoice reconciliation.
A key addition is an industry-first rear camera system, displayed on an 8-inch touchscreen, designed to improve jobsite awareness by minimizing blind spots and rear obstructions.
The redesigned cab now offers five inches of additional legroom at the seat swivel point, providing easier movement between loader and backhoe positions.
A new overhead rear window system and consolidated side posts expand the operator’s field of view, particularly useful during trenching and truck loading.
Additional comfort features include an optional heated and vented seat and a climate system that delivers 10% more airflow. A redesigned loader grip, enhanced storage and a pull-down sunshade (optional on P-Tier) further support long shifts.
TransTech
The PQI 380+ uses Microsoft Windows 10 for smooth operation, easy software upgrades and enhanced user support. IOS, Android application for data transfer and cloud storage, instantly send measurement data from the gauge to the cloud with just a QR code scan.
• Non-Nuclear technology | Asphalt density readings in 3 seconds
• 800 x 480 LCD with projected capacitive touchscreen with anti-scratch surface
• Instantly send measurement data from the gauge to the cloud
• Streamlined Workflow for Field Operators - reduced time spent on data entry
• Connect to a broader ecosystem seamlessly
• Data management screen and the ability to disable data logging
• Rugged, lightweight, aluminum shell | Handle extension attachment
• Reflective vinyl graphics for higher visibility at night
• Fast, reliable, accurate and repeatable readings in real time
• No need for badges or licenses | No storage or transport concerns
Dalton Enterprises
A new 55 lb. pail option for QuickPatch H2O, its water-activated pothole patch designed for use on both asphalt and concrete surfaces. The larger packaging is intended to offer more convenience and value for contractors and facility managers.
QuickPatch H2O is designed for fast, weather-resistant pavement repair. The product sets up immediately after being tamped down and activated with water, allowing for quick reopening of repaired areas. It requires no mixing, primers, or special tools, and can be applied in a wide range of conditions — including cold, wet or snowy weather. Unlike other repair materials that use imported binders, QuickPatch H2O is formulated with a proprietary binder manufactured domestically by Dalton Enterprises. The product was originally developed in 2022 in response to contractor demand for a fast, permanent repair option that could be used year-round. Water-activated, no mixing required, suitable for asphalt or concrete, sets immediately in all weather conditions, and U.S.-made binder and manufacturing.
The 980 GC wheel loader is designed for fuel efficiency and operator comfort in highproduction environments like construction and quarry sites. Powered by a Cat C13 engine, the 980 GC includes fuel-saving features such as an engine idle management system, variable-speed fan and load-sensing hydraulics. With bucket capacities from 4.3 to 5.8 cubic meters (5.75 to 7.5 cubic yards), the 980 GC handles a variety of materials. A Z-bar linkage design provides strong breakout forces, and compatibility with the Cat Fusion™ quick coupler allows for flexible tool use.
The cab features enhanced visibility with large windows, a rearview camera, and simplified controls. Operator comfort is supported by a low-effort control system, improved HVAC, and an adjustable suspension seat.
Sany Heavy Industries Co. Ltd.
A compact machine engineered for work in dense urban environments across North America and Europe. Designed for tight jobsites where maneuverability and size are critical, the ST230V targets applications that are unsuitable for larger, conventional equipment. Built to address challenges like limited space, land-use restrictions, and rising labor costs, the ST230V offers a compact solution while still delivering the power and durability needed for heavy-duty applications. The machine meets both CE and EPA Tier 4 Final emission standards, making it compliant for use across regulated markets. It also features an anti-tipping control system developed at SANY’s North American research and development center, intended to enhance operational safety and stability in constrained environments.
By Brandon Noel, Editor
Bryce Harem of Central Paving says PAVE/X helped him grow from a book-smart project manager to a boots-on-the-ground team leader.
At PAVE/X, we talk a lot about education. But not just the kind that targets business owners or first-year laborers. What about the people in the middle? The foremen, project managers, estimators, and superintendents who are the operational backbone of any paving company. That gap is exactly what Bryce Harem, General Manager of Central Paving, is working to fill through his involvement with the PAVE/X Education Advisory Board.
In a recent video interview with Jessica Lombardo, Harem explained why he’s so passionate about improving education for mid-tier leaders in the asphalt and pavement maintenance industry. After attending the inaugural PAVE/X and eventually joining as both a speaker and board member, Bryce saw a clear need.
“[There’s] a lot for business owners, and a lot for crews just learning the basics,” he said. “But that middle manager, that project engineer, that estimator...that’s where we were lacking. And that’s where we’re evolving.”
Bryce’s own journey is a case study in what’s possible when you invest in professional development. He didn’t grow up in construction. Instead, he entered the industry through what he calls the, “briefcase contractor,” route. He’s was college-educated but lacked field experience. The learning curve was steep.
“I got humbled really quick,” he admitted. “This book says this is how you should do it. We all know that’s not the case, and I learned the hard way.”
That real-world contrast is exactly what his PAVE/X course, The Middleman Mindset, aims to bridge. Designed to help crew leaders navigate between ownership’s vision and the field’s reality, the session blends mindset coaching with tactical communication strategies. In 2025, the session is expanding from a one-hour overview to a two-part deep dive. One is focused on personal foundation and mental health, and the other on leadership skill-building and conflict navigation.
Bryce is most excited about making the content interactive.
“I wanted to break out and actually run through some scenarios, do some role playing, and do some different things that we’ve tried in the past and really enjoyed with our teams,” he said.
That boots-on-the-ground realism is what sets PAVE/X apart. And it’s not
just about education. It’s also about connection.
“[People] are hungry for it,” Bryce said. “You want to be around it, and you want to get involved. And I think that’s probably the biggest reason as to why I continue to want to do it.”
That whole-crew buy-in is critical. The return on investment might not show up overnight, Bryce admits, but over one-to-three years, the impact compounds. It changes the way your team communicates, solves problems, and builds culture.
As Jessica previewed in the interview, this year’s event in New Orleans will include not just upgraded classroom content but also hands-on experiences like a roller rodeo and a striping competition. It’s all part of the push to make PAVE/X more than a conference, but into a full blown crew-building accelerator.
So, if you’re wondering whether the time and travel are worth it, take it from someone who’s seen the transformation firsthand. “I didn’t want to miss a class,” Bryce said. “I learned something in every one.”
PAVE/X registration opens soon. And if you’re serious about leveling up your team—not just the people at the top, but the ones holding it all together in the middle—you won’t want to miss it. ■
Since its introduction, the Weiler P385 has set the standard for commercial pavers. The P385C raises that standard.
Variable speed and reversible conveyors and augers and a 25% increase in tunnel height provide optimal material output.
Increase to 120 hp with the Cat® C3.6 Tier 4F/Stage V engine.
Modular conveyor drive and sealed chain case increase feeder system reliability and life.
Enhanced heat system performance with direct-drive hydraulic generator and elimination of GFCI breakers.
Take a closer look at some of today’s top equipment and technology innovations helping to automate road scans and road designs.
This spring and summer, we’ve talked a lot about asphalt paving plans, equipment and technology to identify opportunities to safely increase production. As I talk with contractors, operators and Department of Transportation (DOT) officials, we consider which technology solutions may be the best for this on-season as we look down the road at what may happen in the next season. As many asphalt paving crews are heating up their pavers and rollers, more and more people are keeping a close eye on compaction data.
In some states, like California, compaction data — especially for hot mix asphalt (HMA) projects adhering to intelligent compaction (IC) — must be reported to CALTRANS (the state’s DOT). Several states have required compaction data for a few years now, so it’s not just HMA pavers relying on advanced sensors to record real-time data for quality control officials and contractors’ review. During IC, DOT officials and contractors work together to improve pavement quality through uniform density.
And it’s not just CALTRANS; Colorado’s DOT and many others not only require compaction data, but also density minimums and a post-paving resurfacing schedule if damage occurs to the roadway within a set period of time after project completion. One Colorado contractor mentioned that on one of his projects, the DOT required that 100% of the project’s lots pass density specifications in order for any incentive to be paid.
There are many variables when it comes to paving smooth roads: weather conditions, soil density and type of mix. All these factors — even before the equipment or technology — affect the ability to achieve proper compaction for smooth roads with great ride quality. There are three key factors that contribute to quality compaction:
• Mat temperature
• Mat depth or thickness
• Compactor rolling pattern
Each state’s DOT will specify in their compaction requirements and various bonus opportunities if the core sample of the road achieves 100% compaction. Even if the state or county hasn’t specified density requirements, it’s on the horizon. Plus, crews embracing IC reduce overcompaction risk and passes. With several technology solutions from manufacturers, contractors can do the following:
• Maintain a record of the paver and roller’s continuous location, number of passes and stiffness value
• Regularly conduct surveys, and test and sample asphalt to ensure it meets DOT standards
• Create and share IC quality reports WIRTGEN GROUP or VÖGELE
equipment from the factory floor integrates with John Deere Operations Center, a fleet management system that has many applications besides GPS monitoring.
Even contractors working on projects without specific density requirements say using machine monitoring data and road surveys to deliver IC reports usually results in receiving maximum payouts from their clients. Asphalt contractors I’ve talked with say IC helps their crews coordinate each part of the process: production, transport, paving and compaction.
“I remember working with one Minnesota contractor who figured out they weren’t receiving incentives because of slight changes in rolling patterns,” said Cody Wagner, paving technology product manager at RDO Equipment Co. “They leveraged data recorded from their HAMM roller to take corrective action and maximize their incentives.”
Wagner explains that in states like California and Minnesota, DOT officials also want to review temperature data when the mix is laid. When DOTs receive this thermal data, they can ensure that a road may last for many years to come. (Remember from one of my previous columns when we realized that the ultimate beneficiary of smooth roads? It’s all of us who use these roads.)
Let’s take a closer look at the equipment and technology innovations to automate road scans and road design.
Recent enhancements in lidar scanners with Global Navigation Satellite System (GNSS) receivers allow contractors to
Our combi-versions feature four rear rubber tires in place of a traditional drum. Each pair is independently powered by separate drive motors, significantly reducing the risk of surface damage —especially during tight turns on freshly laid asphalt. The rubber tires also help achieve a denser, smoother finish, meeting the demands of high-spec paving jobs.
collect more data with even in lowconnectivity areas due its high-powered processors. Topcon’s RD-M2 attaches to the back of a truck or milling machine to quickly collect precise survey data.
“The RD-M2 is a more compact and wireless solution that takes less time to get up and running in my experience with contractors,” Wagner said. “Its high-powered processor, the RD-M2, captures more data points including any micro slopes that can automatically be fed into a CAD system.”
After the RD-M2 collects precise surface data using LiDAR, it gets fed into Topcon’s MC-Max system to set an asphalt paver’s screed height, width and steering. A paver’s screed height or steeper angle can result in more precompaction before the roller passes. When the paver’s screed is set to the
right height, it can reduce air bubbles during the first passes. Rob Andrew, RDO’s construction technology specialist level three based in Montana, explains that while Topcon’s P32 systems use physical, direct control of the screed based on grade and slope references, the latest Virtual Ski uses digital data to control the screed.
“On rural or county roads where there are fewer fixed GNSS points, a Virtual Ski can enhance the paver’s accuracy,” Andrew said. “The Virtual Ski can be set 13 feet to 330 feet off the planned road.”
The Virtual Ski plus 3D-MC milling software replaces analog screed control systems like Multiplex-Ski, Big Ski or Sonic Ski models. Crews even have used the Virtual Ski to survey sharp curves to set screed height and slopes for those winding mountain roads.
A dealer can offer 2D or 3D technology systems including sensors and GPS
to control a paver’s screed height that works with many different asphalt paver models. Crews say that they feel like they can design their paving path in realtime with these LiDAR, machine control and computer-aided modeling tools.
Besides weather and asphalt mix, HAMM rollers’ mode types — vibrating (VV), oscillation (VO), combination (VT) or pneumatic-tire (TT) — will change its compaction force. Different materials and tasks will require different modes. For example, the VV mode set to a high frequency is best for deep compaction, while VO mode is best for final smoothing passes.
To help operators understand which mode and frequency are accurate for each pass, HAMM developed wireless scanning solutions to automate realtime density compaction. HAMM’s
Smart Compact Pro integrates real-time density measurement into its automated compaction process. The Smart Compact Pro measures the dielectric conductivity of the asphalt mix to be compacted, forming a correlation with the mix’s current density and air pockets.
“HAMM’s tandem rollers include a RealTime Density Scan (RDS), which is a new sensor built for rugged terrain to capture density data at high speeds,” Wagner said. “The sensor is immune to vibration, high temperatures, moisture and dirt, which is critical during the final passes where crews may be battling hot weather or sudden summer rainstorms.”
Contractors considering Smart Compact Pro have said that this density monitoring solution comes at a cost-conscious price, so it can be more attractive for crews looking to optimize efficiency without breaking the bank.
at RDO asks for ways to reduce rollers’ working hours so crews can get home before dark,” Wagner said. “Besides compacting quickly and accurately, HAMM rollers with Smart Compact Pro reduce passes, fuel usage and the potential of risk in low visibility conditions.”
With manufacturers offering easy slope and thermal surveying solutions, paving crews are discovering that having access to this wealth of information not only helps their operators, but their estimators, fleet managers and the DOT leaders who originally awarded the bid.
Wagner said. “With the advancements in data collection, software and digital design systems, we could see a future where DOT officials and fleet managers have access to real-time info from the paving site from the project’s trailer.”
Full autonomous rollers may someday be working on jobsites. These advancements in equipment, sensors and machine control could mean that in the future, we could rely more on our machines and previous data points to automate paving passes during the night, or, if you’re in Texas like me, the long summer afternoons, where we all would work better in temperature controlled rooms. ■
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“Every contractor I’ve worked with as a DOT quality inspector and now
“Crews that I worked with while I was a DOT quality inspector experienced the most success when they actively shared data sets and discussed slight adjustments, they could make to the equipment to achieve optimal density despite any weather conditions,”
by Dennis Howard, senior vice president of Roadbuilding and Minerals at RDO Equipment Co.
By treating each crew like internal customers, contractors can improve quality, reduce rework, and foster team-wide accountability that drives long-term success.
In the asphalt maintenance and reconstruction industry, we’re laserfocused on delivering a quality product to our clients, smooth, durable pavements that stand the test of time. But here’s a question that doesn’t get asked enough: How do we treat our internal customers?
It’s a concept that might sound foreign at first, especially in a trade where “customers” typically mean the property owners or general contractors footing the bill. Yet, after years of running an asphalt business, I’ve come to see that treating every crew member as a customer can transform the entire operation.
From the laborer sweeping the site to the supervisor signing off on the final inspection, everyone’s got an internal customer. The prep crew serves the crack-sealing team, who in-turn sets up the sealcoating crew, who hands off to the striping team. Each step in this chain is a transaction, and the “product” being delivered is the foundation for the next phase. If we strive to make that handoff as flawless as possible, the ultimate client gets a pavement that exceeds expectations.
If the prep crew misses patches of dirt, the crack-sealers might overlook hidden “sinkers” those deceptive cracks that re-emerge later. If the sealcoating crew skimps on coverage, even the most precise striping can’t salvage the job.
The result? A subpar pavement that fails prematurely, leaving the client
dissatisfied and your crew scrambling to fix it. Treating each phase as a service to the next crew flips this dynamic on its head.
What if we applied that rigor to asphalt maintenance? Imagine a system where each crew evaluates the work they inherit from the team before them. It’s a simple 1-to-5 scale, documented and reviewed. This isn’t about blame, it’s about visibility. As a business owner or project manager, you gain a real-time snapshot of where the process falters. Is the prep crew under-equipped? Is the sealcoating team rushing? These ratings pinpoint weaknesses before they become costly callbacks. More importantly, they foster accountability. Crews know their work will be judged by peers, not just the boss, which sparks a sense of ownership.
The real power lies in what you do with this feedback. Consistent low scores from the crack-sealing crew might signal a need for better blowers or more training on the prep side. If the striping team flags uneven sealcoat, it could mean
adjusting equipment or schedules to prevent corner-cutting. The data guides your decisions, whether it’s investing in tools, refining techniques, or tightening oversight. The endgame? A final inspection where everything aligns—100% satisfaction. This approach scales effortlessly. For a two-person outfit, it’s holding each other accountable. For a 100-person operation, it’s a structured system keeping dozens of moving parts in harmony. Regardless of size, the principle holds: every handoff matters.
Since adopting this internal-customer mindset, I’ve seen tangible benefits across my business. Job quality spiked—fewer cracks resurfaced, sealcoat lasts longer, and lines pop with precision. Crew morale climbed because team members see their role in the bigger picture. Performance improved as accountability became collective, not top-down. And the bottom line? Happier clients mean fewer warranty repairs, more referrals, and a reputation that wins bids. In an industry where margins can be tight and competition fierce, rethinking how we treat our internal customers offers a competitive edge. It’s about maintaining a process that delivers excellence at every step. So, next time you’re on a job site, ask yourself: Am I setting my internal customer up for success? The answer could pave the way to your best season yet. ■
by
Warren Johnson, Owner, ClearChoice Sealing & Striping.
Brandon Noel, Editor
Explore how Void-Reducing Asphalt Membranes work, how they’re applied, and why more DOTs and contractors are adopting this proven method to extend pavement life.
In the past three years I’ve visited a fair number of jobsites to see how blacktop crews do a lot of what they do on a day-to-day basis. However, I haven’t undergone a lot of what I think of as”formal” training. Thankfully, last year I connected with Shelly& Sands, a large road work contractor near where I live in Ohio, and spent a day at their safety and training facility in Zanesville, OH. There I was introduced to Void Reducing Asphalt Membranes and trained how to safely apply it.
Contractors are well aware that longitudinal joints are often the first areas of a new pavement to fail. Even when the overall mat is pristinely laid down, joints can deteriorate early due to lower density at the edges and the intrusion of water and air. Traditional fixes, like notched-wedge joints, echelon paving, or extra compaction at the edges, help but don’t always solve the core issue.
Water permeating a poorly sealed joint leads to rapid loss of support as underlying layers erode, causing cracks and potholes along miles of otherwise intact pavement. This is why agencies and contractors have long sought a better way to protect joints, literally, from the bottom up.
It is essentially a thick band of polymermodified asphalt sealer applied before paving, at the location of the future joint, to seal voids and create a moisture barrier within the asphalt layer. As the hot mix is paved over this strip of material, the VRAM softens and “wicks” upward, filling the air voids in the lower part of the mat from the bottom up. This bottom-up approach dramatically reduces permeability at the joint, preventing water infiltration and air intrusion that would otherwise weaken the seam.
Importantly, VRAM is known by different terms. In most states, the generic specification is VRAM, while Illinois refers to the practice as Longitudinal Joint Sealant (LJS). A leading proprietary VRAM product is J-Band, developed by Asphalt Materials, Inc. (AMI).
In fact, “J-Band and VRAM are identical to each other, with one exception: VRAM is sold in a cold block form… and J-Band is sold and distributed in a hot liquid form,” explained Bill Ganger of Cimline, who travels state-to-state providing on-site training in application for contractors.
Both forms create a void-reducing membrane at the joint, but the choice often depends on project logistics and available equipment.
can’t get that full compaction,” said Bill Ganger, describing how VRAM addresses the natural density drop-off at unconfined edges.
The result is a dramatically more water-resistant joint. Even if a crack eventually forms on the seam, the penetrated VRAM resin prevents water from permeating downward through the joint as it normally would.
VRAM material comes in solid blocks similar to hot-pour crack sealant. These are melted in an oil-jacketed melter/ applicator on site. Cimline’s MA4 is a prime example of specialized equipment for this purpose.
A typical crew for VRAM application consists of one driving the tow
VRAM cools and solidifies quickly on the pavement surface, so it can be in place hours ahead of paving. When the hot top layer is paved over the treated joint area, the heat causes the VRAM to melt and wick upward into the new asphalt mix, infiltrating about 50–75% of the layer’s thickness. By occupying those void spaces, VRAM keeps out water and air.
“What we’re doing is filling those void spaces up on the edge where you
vehicle along the joint line, one operating the machine controls, and helpers for loading blocks and quality control. The VRAM blocks are melted to an application temperature of roughly 305–340°F, slightly lower than regular crack seal material, which allows the membrane to melt into the overlay more readily. Once sprayed, VRAM cools to a non-tacking state within minutes, even in moderate temperatures, meaning paving
operations or traffic can proceed without sticking or pick-up.
The liquid J-Band material is delivered as a pre-heated liquid and applied using a distributor truck, much like a tack coat operation. The distributor has a rear spray bar configured to apply a narrow 18-inch swath of the J-Band at the calibrated application rate. This approach is often used on larger projects or DOT jobs.
It has the advantage of high production and integration into normal paving train operations. However, it requires availability of the liquid material and a truck, which is why many contractors and agencies have embraced the melter/ applicator route, using equipment which offers more control and flexibility.
Best practice is to apply VRAM first, then apply tack coat over the whole surface, including the VRAM band, just before paving. The tack is an adhesion promoter, and it does not interfere with the VRAM product at all.”
A typical operation for an overlay would be: mill the old surface, clean the joint area, spray the VRAM on the exposed base or intermediate layer, allow a short cooling period, apply a light tack coat over everythingy.
If a delay is longer or there’s traffic, dust the VRAM with fine sand or cement powder to eliminate any tackiness, but generally this isn’t needed.
By sealing the joint internally, it slows the typical failure process. A pavement’s centerline joint that might normally start cracking and potholing after, say, 5 years could now hold strong for much longer.
Even if superficial cracking occurs, the crack does not extend through the full depth of the lift, because the voids below are filled with asphalt binder. There is no water reservoir or trapped air voids at the joint to cause potholes.
Some Illinois DOT’s trials in the early 2000s showed that after 14-15 years, sections with LJS had markedly better joint condition than control sections.
More recent reviews in multiple states have likewise observed VRAM-treated roads with clean, tight joints years later.
The life-cycle cost impact is significant. The Illinois DOT estimated a 3-5 year extension in service life attributable to VRAM, with a benefit-cost ratio up to five times the material cost.
Another benefit noted by users is improved safety and appearance. Since joints remain intact longer, there are fewer work zones needed for repairs, and travelers see less unsightly crack seal or pothole patches along centerlines. Some agencies have also tied VRAM to their safety initiatives, noting that better joints mean less water infiltration and fewer hydroplaning risks or ice formation at seams in cold regions.
States like Ohio, Indiana, Pennsylvania, and Illinois all adopted VRAM in their paving specifications. In fact, my state of Ohio has been a leader, requiring VRAM on every single state bid for any state-paid road project.
This mandate doesn’t guarantee every project will use it, but it shows the agency’s recognition of VRAM’s value. Ohio’s early experience, including projects by Shelly& Sands, an early-adopter contractor, demonstrated the feasibility and benefits so clearly that Shelly& Sands invested in multiple VRAM applicator machines to meet demand.
“That’s why Shelly& Sands got so involved… they have seven machines now, because of this mandate,” said Ganger.
Other states are following suit. Indiana added VRAM (J-Band) to its state paving specification 1 in 2025, recognizing it as a proven method to improve joint performance. Illinois continues to use LJS routinely on projects and has included it in life-cycle benefit analyses. Pennsylvania and Illinois were noted as early adopters alongside Ohio and Indiana, and numerous other DOTs have trial sections or provisional specifications in place.
According to industry sources 8, by 2024 at least 25–27 states had used VRAM on projects, and that number only continues to grow. Initially most usage was in colder “snow-belt” states where freeze-thaw damage made joint failures especially problematic, but warmer states are now exploring it as well because joint construction issues are universal.
For contractors, the rise of VRAM represents an opportunity to deliver higher-quality, longer-lasting pavements. Integrating VRAM is relatively straightforward: it involves an extra step in the paving process, but one that can be well-planned and executed. Training is important though, as crews must learn the proper application techniques and quality control. Too little material will be ineffective and too much could cause excess bleed.
In terms of where VRAM is best deployed, any project with critical longitudinal joints is a candidate. This typically means multi-lane highways, county roads, and city streets with centerline joints, especially those expected to endure heavy traffic or harsh weather. VRAM is also useful for widening projects or lane additions, where a joint between new and old pavement will be present. Some agencies have also used VRAM on longitudinal joints between hot mix and adjacent concrete to prevent water entry.
While primarily used in new paving or overlays, the concept could conceivably be applied in major rehabilitation where a joint is being reconstructed. The cost of VRAM material and application is a fraction of the overall paving job when considering the extension in pavement life and reduction in future maintenance.
Rather than accepting joints as inevitable weak points, contractors can deliver pavements with robust, durable seams that stand the test of time. ■
Learn how payment terms, upfront costs, and cash planning make or break construction companies.
In the construction industry, it’s easy to get caught up by seven-figure contracts and impressive profit margins. But while revenue and profitability are important, they can mask an underlying threat that has taken down many otherwise successful contractors: poor cash flow management.
Many business owners equate financial health with revenue and profit. But these metrics, alone can be misleading. A construction firm may report strong profitability, yet struggle to pay suppliers, subcontractors, and employees on time. The root of this problem? A failure to align contract terms with the reality of cash outflows.
To illustrate, let’s talk about Ethan. As a contractor, his company was producing over $1 million in annual profit on less than $10 million in revenue. On paper, the business looked solid. He paid himself well,
signed multi-million dollar deals, and enjoyed rapid growth. But despite his profitability, Ethan’s business collapsed. Why? Poor Cash Flow Management.
Ethan’s contracts were labor-intensive, requiring upfront capital for wages and equipment. Most of his payment terms with clients were net 45 to 60 days, while his employees needed to be paid biweekly. The mismatch meant Ethan was constantly fronting cash, long before receiving payments.
Consider a $1 million contract with a 20% profit margin. This deal promised $200,000 in profit over the 12-month term. But the monthly expenses exceeded $66,000, mostly in labor. With 60-day terms, Ethan had to shell out over $130,000 in expenses before seeing a single dollar in cash coming into his business.
It wasn’t until the 10th month of the contract that the project became cashflow positive. While Ethan eventually saw the profit, the delayed inflow severely strained his business. This issue compounded as he took on more contracts, each structured with similarly challenging payment terms. The more he grew, the more financial strain his business was under.
Ethan’s downfall wasn’t a result of poor project performance or lack of work. It was due to neglecting cash flow planning during contract negotiations. Here are several strategies construction businesses can employ to avoid Ethan’s fate:
• Negotiate Front-Loaded Payment Terms: Request more favorable terms for the early phases of the project. For instance, negotiate accelerated payments in the first 6 months to cover startup costs.
• Require Upfront Deposits: A deposit covering initial labor and equipment outlays can ease the cash crunch until the standard payment schedule catches up.
• Use Financing Options Wisely : Consider invoice factoring or short-term financing to bridge the gap between project expenses and payment receipts. However, don’t forget to include the financing costs in your bid to maintain profitability.
• Educate Clients on Cash Realities: Some clients are open to adjusting terms when the reasoning is sound. Explain how payment structure affects your ability to deliver highquality, timely results.
In business, cash is king. Growth should never come at the expense of sustainability. Just because a contract is profitable, doesn’t mean it will provide positive results. While profitability is a key performance indicator, cash flow is
the lifeblood of your business. Growth requires cash. Don’t let growth be what takes you down. Before you sign your next contract, negotiate terms for both profitability and positive cash impact. ■
by Shauna Huntington, Founder, The Small Business CEO.
BY NICK HOWELL
The contractors who win are the ones who listen, solve problems, and make life easier for their clients. A problemsolving mindset can transform your asphalt business.
sphalt contractors wear many hats, but the most critical one is that of a problem solver. It’s easy to overlook just how many problems we solve daily. From managing weather delays to balancing budgets, managing crews, maintaining equipment, and way more, our work is a constant exercise in finding solutions.
But when a client comes to us with an unusual, complex, or potentially risky job, it’s tempting to pass. I’ve passed on jobs myself, and I know many of you have too. Maybe the scope feels overwhelming, the timeline is unrealistic, or the budget is too tight. Sometimes, it’s simply not a good fit.
By embracing a solution-oriented mindset, you can turn “problem projects” into profitable jobs and build a reputation as the go-to contractor.
I learned this lesson vividly when I recently hired contractors for some general construction work outside our industry—framing, plumbing, and the like. As a client, I was looking for someone to solve my problems.
The contractors who won my business were the ones who took the time to listen, understand my needs, and propose thoughtful solutions. Their responsiveness, clear communication, and willingness made them the obvious choice, even at a higher rate. Clients want partners who care about their problems and who bring ideas to the table.
In our industry, being responsive and
solution-focused is a secret weapon because many contractors don’t take the time to truly engage with a client’s needs. Maybe they show up late to meet the client. Maybe they offer only generic and easy “fixes” for a job. Maybe they dismiss the client’s problem as not profitable enough.
Showing up promptly, listening carefully, and crafting tailored solutions, sets you apart. It can also command higher rates because many clients value expertise and reliability over the lowest bid. You become their problem solver, their go-to contractor where problem solving takes precedence over low bid.
Consider a real-world example: An office complex owner approached us with a parking lot in rough shape. Alligator cracking, potholes, uneven surfaces—the works. Work had to happen on weekends, and the client had a limited budget.
Many contractors would (and did) say, “No thanks.” It was the kind of job that screamed “headache.” But instead of walking away, we listened. We toured the site, understood the owner’s goal and proposed a phased solution.
In year one, we focused on critical repairs: patching potholes and stabilizing the worst areas to make the lot safe and usable. This kept costs manageable for the client. In year two, we returned to sealcoat and restripe, giving the lot a polished, professional look. The client got a fully restored parking lot without a massive upfront cost, we secured two seasons of work, and earned a client.
This approach doesn’t mean cutting corners or underbidding. It’s about
being strategic. For instance, when faced with budget constraints, explore options like phased repairs, alternative materials, or adjusted timelines. They show you’re invested in their success and that you’ve thought the job through from their standpoint, which builds trust and sets you up for repeat business.
Being a problem solver also means anticipating challenges before they arise. Being able to react is great; being able to anticipate is even better.
By proactively addressing these and similar issues, you demonstrate expertise and foresight, which clients remember. You’ve identified and solved a potential problem they might not even have thought of yet!
In my experience, this approach has turned one-off jobs (often “headache” jobs or jobs outside our sweet spot) into multi-year contracts and transformed reluctant, skeptical or brand-new clients into advocates.
The asphalt industry is competitive, but it’s not always about who has the lowest price – or at least it doesn’t have to be. Clients are willing to pay more for contractors who show up, listen, and deliver solutions that make their lives easier. Your competitors might be content to pass on tough jobs, but that’s your opportunity to step up.
Be the contractor who solves problems, and you’ll find yourself not just paving and sealing lots but building a thriving business with a reputation for excellence and with loyal clients who will advocate for you. ■
by Nick Howell, President of T&N Asphalt Services
by Nancy Terry
Power sweeping and property management companies often encounter safety issues, such as slip and fall accidents, which can result in litigation. These incidents not only pose a risk to the health and safety of individuals but also have significant financial implications for companies. To address these challenges, the North American Power Sweeping Association (NAPSA) has developed a practical tool to clarify expectations and establish baselines for processes. This tool is designed to help companies navigate the complexities of safety standards and legal requirements.
The standard upholds objective minimum criteria for determining
competence, responsibility, and obligation in power sweeping. By adhering to these criteria, companies can ensure that their operations are conducted safely and efficiently.
The approval of this standard will assist contractors in defending against litigation and potentially reduce insurance rates. These benefits arise because contractors can now demonstrate that they have met an approved national standard for service and operation, rather than relying on arbitrary interpretations. This not only provides a defendable solution to frivolous lawsuits but also enhances the credibility and professionalism of the industry.
Furthermore, the standard positively impacts a power sweeping company’s bottom line. By implementing best practices and adhering to established guidelines, companies can improve their operational efficiency and reduce the likelihood of
accidents. This, in turn, can lead to cost savings and increased profitability.
The standard also fosters a culture of continuous improvement, encouraging companies to regularly review and update their processes to ensure they remain compliant with the latest safety regulations.
If you are interested in learning more about this defendable solution to frivolous lawsuits, visit the NAPSA website. The North American Power Sweeping Association can be reached at info@powersweeping.org. We are always here to assist! ■
The North American Power Sweeping Association (NAPSA) is a nonprofit association made up of 200+ contract sweepers, service providers and sweeping equipment dealers, manufacturers and suppliers. NAPSA is dedicated to providing beneficial support to the membership and enhancing services to the sweeping industry. NAPSA is committed to promoting and educating the power sweeping community while enhancing the environment. For more information on NAPSA membership, please visit www.powersweeping.org or call (888) 757-0130.
Sweeping industry is undergoing rigorous national testing to measure how well it protects water quality.
by Ranger Kidwell-Ross
For the first time in over 25 years, a comprehensive, grant-funded national test of street sweeper performance took place, marking a pivotal moment for the industry. Designed and conducted by WSA’s Director, Ranger Kidwell-Ross, along with noted testing authority, Roger Sutherland, the testing process was administered by the City of Santa Barbara with NOAA/Sea Grant funding. The test rigorously evaluated how effectively different sweeper technologies remove pollutants—including the increasingly scrutinized microplastics—from our roadways.
The last test, conducted by the South Coast Air Quality Management District
(AQMD) more than two decades ago, is widely regarded as outdated and insufficient. Its broad certification standards failed to distinguish real performance differences, especially for fine particulate and microplastic removal. Many sweepers were labeled “PM-10 Certified” even if they left significant smallmicron pollutants behind.
Recent studies in Minnesota and Florida have shown that street sweeping is a five-to-seven-times less expensive than other methods for removing pavement-based pollutants like nitrogen and phosphorus. Yet, these studies didn’t separate results by sweeper type, leaving a gap in actionable data.
This test aims to quantify how well sweepers can remove these tiny particles before they reach waterways. The protocol simulated real-world conditions, using color-coded microplastics and various, smaller, particle sizes to assess pickup rates for regenerative air, mechanical
broom, and vacuum sweepers.
The results will be shared with the stormwater community, municipal agencies, and regulators, with the goal of affecting future funding and regulatory decisions. Although manufacturers were encouraged to participate directly, only FAYAT (RAVO and Dulevo) and Merit Sweeprite did. Ultimately, this test should be seen as more than a technical evaluation—it’s a chance for the power sweeping industry to showcase its essential role in protecting America’s waterways. ■
WSA contributor Ranger Kidwell-Ross has been providing information to the power sweeping industry since 1988. He is editor of WorldSweeper.com, an information resource for power sweeping, as well as founder and executive director of the World Sweeping Association. For more information about WSA visit www.WorldSweepingPros.org or contact Kidwell-Ross at director@worldsweepingpros.org.
DESIGNED TO HONOR CONSTRUCTION PROFESSIONALS FOR THEIR ACCOMPLISHMENTS IN SHAPING THE INDUSTRY
Construction professionals - working in the heavy equipment, asphalt, pavement and reconstruction, concrete, and rental segments - can be nominated for any of the following categories:
• Women in Construction: Honors females in the construction and rental industries, whose accomplishments, mentorship and examples set a foundation for women in all levels of a company’s network.
• Rising Professionals in Construction: Recognizes outstanding young or newer construction professionals whose achievements, hard work and vision have shaped the construction network. Rising/emerging professionals must maintain 1-9 years of experience in the construction industry.
• Lifetime Achievement: Honors contractors, workers and owner/operators who’ve made outstanding contributions to the construction and rental industry. Must have at least 10 years of documented accomplishments in construction.
• Jobsite Excellence: Recognizes outstanding workers on the job site whose leadership and work ethic set a strong example companywide. https://myfc.pro/paceraward
By Allyson Sherrier, Managing Editor
One Michigan paving contractor is proving that clear communication, consistency, and care can lay the strongest foundation.
In an industry where communication breakdowns, vague quotes and inconsistent crews can sometimes cause a headache, Sommerset Paving Companies, LLC offers something different. The Michigan-based contractor has built its reputation on clear communication, consistent quality, and a culture that values people as much as pavement.
Louise Pernicano didn’t set out to run a paving company. Before founding Sommerset Paving in 2009, she was traveling the country in the skincare import business. But a frustrating experience trying to repave her own driveway changed her direction.
“I called three different contractors. One said, ‘This isn’t the economy to fix your driveway,’ which I thought was strange. Another just never gave me a quote. The third wrote it out in pencil on notebook paper,” she recalled. “I thought to myself, ‘Well, I could do this better and become like the anti-contractor contractor.’”
What began as a sealcoating business quickly evolved. Struggling to find subcontractors who met her standards, Pernicano bought her own paver, roller, dump truck, and skid steer within the first year. She built the website herself,
answered every call, and made sure her crews were clean, consistent, and professional — because image and customer comfort mattered, especially to her residential clients.
Sommerset Paving is now a fully woman-owned and family-run business based in Michigan, offering commercial, residential, and municipal paving work — including MDOT highway projects and federal government contracts. Still, it runs more like a close-knit team than a large-scale contractor.
Sommerset Paving is especially known for its precision work on municipal pathways — projects that require a different kind of skill and patience than highway paving. They also happen to be the teams’ favorite projects to work on.
One example is the Merriman Parkway Path in Livonia, Michigan — a twisting shared-use trail designed for walkers, cyclists, and even the occasional dog on a leash. It’s the kind of job Sommerset embraces not just for the technical challenge, but for the community impact.
Projects like that stick with the crew long after the last roller passes through. “Why sit in muddy puddles when you can relax on well-tended grass and admire the path you built?” the company’s website notes.
That sense of pride – and a bit of fun –is all part of the company culture.
“We actually call ourselves Happy Paving,” Pernicano said. “They spray a smiley face on a lot of first layers of pavement. It’s obviously an intense business, but they like to have a good time as much as they can in such a dangerous occupation.”
That culture extends beyond morale. Pernicano’s approach to management includes things like company-paid CDL training, no-interest loans for cars or legal help, and refusing to schedule Sunday work. “Getting them back home, and safely, is the main thing,” she said.
Her background in education and business sales also helped shape the way Sommerset communicates with customers. She’s passionate about educating buyers — no matter who they
hire in the end. “Educating consumers has always been really important to me,” she said. “Whether someone picks us or not, as long as our website or meeting provides logical information so they can make the best choice.”
That philosophy is especially important in a state like Michigan, where asphalt paving is unlicensed and pricing can vary wildly. “There’s a lot of bait and switching,” she explained. “We like to say, ‘Buy nice, not twice.’”
Today, Pernicano’s sons help lead the company — one heading MDOT operations, the other managing Sommerset’s newest expansion: a road milling division. “That’s been our biggest leap since we joined MDOT about six years ago,” she said. “It’s almost like having another business within your business.”
Sommerset Paving is now a fully womanowned and familyrun business.
While many companies chase bigger numbers, Sommerset is focused on sustainable, values-driven growth. Pernicano hopes to mentor smaller paving and concrete firms, especially those looking to build the same reputation for quality and communication.
And though she’s aware she stands out in the industry, Pernicano doesn’t let it define her. “People think it’s really
unusual that it’s owned by a woman and it didn’t come from my father or husband or a boyfriend,” she said. “I don’t try to act like a man. I’m a lady and I don’t try to be anything other than what I am.”
What started as a personal project has become something much bigger — a place where people take pride in their work, customers are educated and respected, and paving is treated as both a craft and a legacy.
“Was it my dream to own a bunch of paving equipment? I don’t know,” she said. “But I really enjoy that we provide a nice life for not only employees but their families too.” ■
Integrate workers faster and reduce turnover across your pavement maintenance operation.
Almost every pavement maintenance contractor will be adding to their employee count this year. It is incredibly important that those contractors set the pace and expectations they desire for the new worker.
How a new worker is assimilated into the crew, that is, made to feel like one of the crew members is key to their staying with the contractor. So it is in this spirit that I want to share nine key steps to start that “on-boarding” effort that keeps new workers longer.
STEP 1. Call the New Worker BEFORE They Start It’s amazing what this brief call can do to inspire new workers to show their first day. This call should welcome the
worker to the company, remind them of when to arrive, what clothing they are to work in, and confirm they have a way to get to work. Keep it upbeat and friendly and provide them with the chance to ask questions. Ideally, the Owner, or the new worker’s immediate leader should make this call.
STEP 2. Meet & Greet New Worker on Their 1 st Morning
Have someone looking out for this new worker’s arrival and have them take the new worker around to meet the other crew members. Make sure to use the new worker’s name as you introduce them. The foreman should take just a few minutes to assess that the new worker has the needed safety wear and then explain what his expectations are for the new worker and that’s it’s OK “not to know everything.”
STEP 3. Explain the Morning Routine
This primarily involves demonstrating what it takes to get ready to leave the yard each morning and what his early role will be as he begins his work. It’s important that new workers are given work that they can begin to execute daily as this will make them feel like
part of the team.
STEP 4. Talk to the New Worker on the Drive to the Job Site
A continuation of getting to know the worker should be exercised on the drive to the job site. Asking the new worker how they may have completed work at their last employer and giving the worker an idea about what will be done on today’s job site. It’s important to have some conversation while on the ride as it provides you, and other workers, the chance to better understand this new worker’s work ethic, experience, drive, likes, dislikes, etc.
STEP 5. Explain the Purpose of Stretching and the AM Huddle
Not every contractor takes five minutes for workers to stretch so your new worker may never have performed morning stretches before. If your crew normally does not take the time for stretching, this will be a good excuse to start. It’s healthy, gets the blood pumping, and is a proven positive on reducing minor strains and sprains.
STEP 6. Conduct Your AM Crew Huddle
This is a “stand-up” meeting, maybe while you are also stretching,
that lines out the day’s work, directing workers to who will be doing what and where. It’s also a good time to allow all the workers to ask questions about the day’s efforts, when is material to arrive, and what amount of work needs to be completed for the day. Any issue related to the project needs to be shared as a reminder, i.e. reminder to keeping the site clean, expectations of the client, limiting the rough talk as site is next to elementary school, proper use of needed barricades, safety tape, etc.
STEP 7. Practice a “4 – Quarter” Overview Throughout the Workday
Good idea anyway, but especially if you have a new worker. Take a stroll around the work site at least every sixty to ninety minutes. This works out to be about four times a day to see how work is progressing and what needs the new worker has that can be quickly addressed. If training is needed, use the following process: 1. Explain; 2. Demonstrate; 3. Observe; 4. Offer Feedback.
STEP 8. Afternoon PM Crew Huddle
This should always be completed just prior to leaving the jobsite for the
The Premier Educational Conference & Networking Program for Pavement Business Owners & High-Level Managers
THURSDAY 04
9:00 AM – 10:00 AM
FRIDAY 05
9:00 AM – 10:00 AM
WEDNESDAY 03
4:00 PM – 5:00 PM Your Future Leader with Giselle Chapman
Adapting to Customer Behavior Workshop
10:00 AM – 11:00 AM Overcoming Challenges in Scaling Up & Building a Resilient Organization
11:15 AM – 12:15 PM
Staying Ahead of Risk with Josh Ferguson
1:15 PM – 2:15 PM Navigating the Digital Transformation & Your Role as a Leader
Evolve or Be Eliminated: How Forward Thinking Businesses Thrive in Uncertainty
10:15 AM – 11:45 AM Controlling the Controllables with Jake Thompson
day, after all equipment and tools are squared away. A brief review on the day’s work, issues with quality, safety, equipment, tools, etc. should be updated with discussions about “What we might have done different, better?” Also, encourage the workers and finally, it would be smart to confirm who will be at work tomorrow.
STEP 9. Closing Out the Day Before the New Worker Leaves It’s always good to leave your workers feeling good when they leave and especially for the new worker. Stop them just long enough to ask them how their day went, what they learned, and what can you do for them. This may sound unnecessary, but it actually can go a long way to influencing the new worker that you do want them to learn and to improve.
The three primary reasons new workers often leave their contractors sooner rather than later is first, that no one is talking to them, second, that no one is training them on learning a skill or task, and three, no one is following up with them to see how they are doing. Use the nine steps listed above and you will be off and running with winning new workers over to your leadership. ■
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No matter what sector of construction you’re in, you’ll leave CONEXPO-CON/AGG with new ideas, new relationships, and new opportunities to grow your business, and your place within the industry. This isn’t just North America’s largest construction trade show, it’s taking construction to the next level.
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