North American Sweeper - November 2020

NOVEMBER 2020

INSIDE 7 STEPS TO MANAGE A POWER SWEEPING BUSINESS THROUGH A CRISIS P.8 A CAMPAIGN TO RAISE MONEY FOR HOMELESS VETERANS P.14 LOOKING BACK AT 2020 AND FORWARD TO 2021 P.16 HOW TO AVOID LOSING GOOD EMPLOYEES P.22

The Ultimate Street Sweeping Machine

INTRODUCING THE 1ST 100% PLUG-IN ALL ELECTRIC DRIVE THREE-WHEEL HEAVY-DUTY MECHANICAL STREET SWEEPER The perfect choice for any Municipal/Governmental agency requiring highperformance, reliability, and ZERO EMISSIONS.

Global Environmental Products

2

5405 Industrial Parkway, San Bernardino, CA 92407 USA • 909-713-1600 • www.GlobalSweeper.com NO R TH AMERIC AN S WE E P E R NO V EM BER 2020 MADE IN THE USA Vi si t Us

.

Call Us Today! 1-855-EETRACK (338-7225) www.eagleeyetracking.com

w w w. na sweeper.co m

N O V E M B E R 2 0 2 0 N O R T H A M E R I C AN SWEEPER 3

NOVEMBER 2020 | VOLUME 15 | ISSUE 11

CONTENTS

Introducing...

The Starfire S-4c Simply Adding to a Time-Proven Sweeper.

Choose the S-4c for the following enhancements:

F E AT U R E S 8

7 Steps to Manage a Power Sweeping Business Through a Crisis

14 Raising Money to House Homeless Veterans 16 Looking Back at 2020 and Forward to 2021 22 The Ones That Get Away: How to Avoid Losing Good Employees

• • • •

Variable height dumping from 16" up to 11' Left or right hopper dump (select at time of purchase) Tight 16'9" turning radius Longer running 36-gallon fuel tank

No CDL Required.

Call for a DEMO Today!

800.482.2302 | www.stewart-amos.com

24 In The News 28 Summit Sweeping and Services, Inc., Fort Wayne IN 38 Index of Advertisers/Classifieds

CEO & PUBLISHER Gideon W. Smith

CREATIVE DIRECTOR Melissa Kennelly

SENIOR EDITOR Katherine Nolan

EDITORIAL MANAGER Heidi Karpinich

ADVERTISING Tracy Rodean

CIRCULATION Noah Aiden

Phoenix Global Media Inc. P.O. Box 235, Stockton New Jersey 08559 866-418-4400 phone 973-532-0319 fax sales@nasweeper.com North American Sweeper Magazine is published by Phoenix Global Media Inc. Copyright 2020 by Phoenix Global Media Inc. All rights reserved.

SUBSCRIPTIONS $15.00 per year, or by eligible request.

POSTMASTER: Please send changes to North American Sweeper Magazine P.O. Box 235, Stockton New Jersey 08559

Opinions expressed in editorial submissions contributed to North American Sweeper Magazine are those of the individual authors exclusively and do not necessarily reflect the opinions of North American Sweeper Magazine, its staff, its advertisers, or its readership. North American Sweeper Magazine assumes no liability or responsibility toward independently contributed editorial submissions or any typographical errors, mistakes, misprints, or missing information within advertising copy.

4 NO R TH AMERIC AN S WE E P E R NO V EM BER 2020

Vi si t Us

6 NO R TH AMERIC AN S WE E P E R NO V EM BER 2020

Vi si t Us

w w w. na sweeper.co m

N O V E M B E R 2 0 2 0 N O R T H A M E R I C AN SWEEPER 7

BUSINESS CORNER

I N D U S T RY N E W S

A S S O C I AT I O N I N S I D E R

7 Steps to Manage a Power Sweeping I NBusiness DEX SPOTLIGHT Through

A CRISIS

There’s too much to do. Taking on a

sabotage, loss of a key company leader, and many

big project that does not immediately

other kinds of catastrophes. Maintaining a strong

contribute to revenue generation doesn’t seem to make sense, and possibly never will.

Creating a crisis management plan may appear to be one of those wish list projects.

After all, it’s a plan you hope will never be realized. But, it’s like insurance — you hope

crisis management plan for each different kind of potential disaster can help avoid potentially extreme damage to a company’s financial health and its brand.

MANAGING YOUR POWER SWEEPING BUSINESS THROUGH A CRISIS

Disaster can happen to any business, at any time.

Preparing for managing a crisis is essential to leading your company through a challenging period and on

you’ll never need it, you may have even

to a successful outcome. Without a practical plan in

begrudged what it cost you to have it, but

place, managers are faced with trying to figure out

if you find yourself in need of it, it can be

what is right for the future while under the pressure

the most important advantage you have at that time.

T

of an extremely stressful, often confused situation, sometimes without enough facts.

Being equipped with the formal guidance a set crisis

he gamut of possible business crises includes

management plan provides allows everyone involved

economic disasters, natural disasters, social

to understand their roles as leadership navigates

unrest, terrorist attacks, oil spills, building fires,

8 NO R TH AMERIC AN S WE E P E R NO V EM BER 2020

through the crisis. Here are seven valuable tips that

Vi si t Us

owners of any size power sweeping company can use

standard part of good strategic planning and prudent

to help develop the framework of your own business

risk management.

crisis management plan:

Create a list of all the potential crises that could

1. DEVELOP A STRONG CRISIS LEADERSHIP TEAM.

happen to your organization. Develop a detailed plan

Highly effective leadership fosters a company

of workers, allocation of resources, and

culture of performance excellence and strong

the flow of information throughout the crisis period.

values. These attributes serve well to ground your

The more detailed you make your plan, the more

crisis management plan design. These management

organized and less chaotic the process of managing

that your leadership team can use to direct activities

qualities convey the

the business during the crisis

professionalism of demeanor and relatability of the message that defines your brand in a time of difficulty. A response based on strong company values is naturally more inspiring to the internal team whose motivation to execute the crisis management plan, and more favorable to customers and the community.

Assemble your crisis

will be. Review your crisis

Assemble your crisis management team of people in

management plan periodically, to improve it and update it to reflect new technologies, increased resources, loss of

various internal

external resources, and other

and external

important changes that can

disciplines that are most relevant to the situation.

management team of people

affect the execution of the plan in significant positive or negative ways.

In designing your plan, consider how each type of disaster can be expected to impact your

in various internal and external

company’s employees, customers, vendors, and

disciplines that are most relevant to the situation.

the surrounding community. Your advance plan

Those may include human resource firms, finance,

may make a difference in the well-being of people

legal services, construction, engineering, public

involved and in some cases may be responsible for

relations, and others. Compromises between these

saving or losing your business. So, carefully evaluate

varying viewpoints of this diverse group should be

the feasibility of your plan, and have it scrutinized by

reflected in the finalized plan.

as many knowledgeable people as possible.

2. CREATE A PRACTICAL CRISIS MANAGEMENT PLAN.

Build-in flexibility, emphasizing the need for effective

Without a clear plan and leaders that are hesitant

areas of the plan in cases where reality overwhelms

to accept responsibility for managing in a crisis, a

any part of the plan.

business is at increased risk of the worst potential consequences in the event of a crisis. Anticipating

3. TRAIN EMPLOYEES TO FOLLOW THE CRISIS MANAGEMENT PLAN.

and planning for the need to lead through a crisis is a

As workers perform their daily tasks in the field and

agile responsiveness and improvising as needed in all

continued on page 10

w w w. na sweeper.co m

N O V E M B E R 2 0 2 0 N O R T H A M E R I C AN SWEEPER 9

BUSINESS CORNER

the administrative office, they should understand

Those are, of course, all valuable upgrades to the

that their role is not just to carry out their usual

everyday workplace dynamic and culture of your power

I Nresponsibilities, D U S T R Y but N also E WtoSdetect potential issues as

they emerge. Employees also need to be empowered to communicate concerns about such developments directly to senior management. The best

sweeping company.

4. OBJECTIVELY ASSESS THE EMERGING SITUATION.

The best chance of averting an oncoming

When the unexpected arises, focus on putting emotions aside as well as you can,

oncoming crisis is in early

crisis is in early recognition and bring all your A S S O C I AT I Oremain N I Ncalm, SID ER of a possible problem, attention to the critical process

recognition of a possible

prompt analysis, and quick

of analyzing the situation,

problem, prompt analysis,

course correction, or other

identifying the cause of the

chance of averting an

and quick course correction, or other remedial action.

remedial action.

Employees should clearly

SPOTLIGHT

INDEX

emergent circumstances, and determining what your first several steps should be over

understand their roles in the event of an actual disaster.

the next hours, and then over the next days, weeks, and

Crisis management planning and training are advanced

months.

agile initiatives that improve a team’s readiness, responsiveness, collaborative skills, and confidence.

1 0 NORTH AMERIC AN S WE E P E R NO V EM BER 2020

By clearly defining the problem, you have taken a large step toward deciding on an immediate course of action

Vi si t Us

toward solving it. Keeping your composure will also model the kind of professionalism you want to encourage your employees to emulate as you and your team begin to coordinate and go forward to manage and ultimately overcome the crisis.

5. KEEP ALL STAKEHOLDERS FREQUENTLY UPDATED.

Protecting your brand in a crisis depends on timely and consistent communications with all stakeholders and the general public

When people are left with a prolonged sense of uncertainty about how a crisis is being managed, years of hard work to build a brand can be lost within days and weeks. On the other hand, when information is shared, people are helped to understand the process the organization is undertaking to manage the situation in an exemplary manner. This generates renewed confidence that your business leadership maintains the professional procedures for successfully managing such issues and any others that might arise in a power sweeping operation.

Maintaining a frequent flow of information updates to employees, customers, suppliers, and other close

stakeholders, news media, your company’s website, and social media pages. Designate a social media monitor to respond to posts and users throughout the crisis.

7. INCLUDE SUCCESSION PLANNING. A fundamental piece of your crisis management plan is laying out a business leadership succession plan. Identify the person who will step into your role and continue operations, if something happened to you suddenly?

Clearly set forth the steps to be taken if you suddenly continued on page 12

associates of your company helps keep operations running as smoothly as can be expected during a challenging situation. It avoids having rumors flourishing and leading to employees and others sharing inaccurate reports across social media and elsewhere.

6. COMMUNICATE WITH THE PUBLIC PROMPTLY AND CONSISTENTLY. Protecting your brand in a crisis depends on timely and consistent communications with all stakeholders and the general public if the problem extends beyond your business to affect people out in the community.

Communications should start with acknowledging the problem, continue with providing updates as additional steps are taken in the process of alleviating the situation, and end with the final phases of implementation of effective solutions.

Sparse, inconsistent, or dishonest information naturally damages a business’s credibility. Develop a thorough set of communications protocols and directives as part of your crisis management plan. Include provisions for information updates to internal and external

w w w. na sweeper.co m

N O V E M B E R 2 0 2 0 N O RT H A M E RI C A N SWEEPER 11

BUSINESS CORNER

the ability to meet customers’ needs, reduced revenues,

As you design a crisis I N D U S T RY N E W S management plan for your power sweeping business, ask for a lot of input from industry peers

employee attrition, work stoppages due to impacted systems and processes, serious issues with vendors, loss of profits, and brand damage.

The above list of seven basic preparatory strategies can serve as a general guide to position or partially position your power sweeping business to weather a crisis of most any internal or external kind. However, in case of an event that extensively damages or destroys

A S S O C I AT I O N I N S I D E R

are unable to perform in your leadership role. The

the physical housing and assets of the company, an

succession plan may direct a transfer of management

additional continuity plan that provides for moving

and/or ownership to a family member, a business

some administrative and dispatching functions to

partner, an employee, a trustee, or another person, or it

alternative locations and networks is necessary to cover

may call for the business to be sold. Consult with your

disaster management for all forms of prolonged crisis

Sattorney P O T LtoIensure G H Tthat all legal requirements are met to ensure the validity of your succession plan.

The succession directives and the larger crisis

conditions.

INDEX

As you design a crisis management plan for your power sweeping business, ask for a lot of input from

management plan must be established while things are

industry peers, other business management experts,

running normally and all parties involved in authoring

your leadership team, your field, and administrative

the plan can concentrate freely and clearly. Advance

staff, customers, information technology and

crisis planning affords your planning team the important

telecommunications services experts, lenders, financial

advantage of being able to take their time to develop

managers, your attorney, and any others who may be

ideal strategies for managing succession or any other

able to contribute well to the process.

kind of crisis.

Remember, of course, that coming through a crisis

CONCLUSION

with the least possible lasting negative impact on your

Even the largest and most well-managed power

business depends on both the robustness of your formal

sweeping businesses can find that a crisis of one kind

crisis management plan and its appropriate fit with your

or another can have a severe impact on profitability.

organization’s fundamental values.

For smaller operators, the risk is even greater, as a lesser impact can cause a devastating effect.

Inadequate business continuity planning and

Yes, crisis management planning is a big project. But, the pay-off in helping everyone move together in a clearly specified direction at the onset of a real business

preparation can leave leaders overwhelmed with

crisis will far exceed the effort and time invested.

emergent demands for resources and prevent the

Ensuring that you have prepared yourself and your team

rapid and effective response to crisis conditions that

in advance for whatever may come, can reduce the

are necessary to sustain the organization and its

magnitude of a threat to the continuous operability and

stakeholders through a period of unexpected extreme

long-term viability of your enterprise.

challenges.

The consequences of insufficient preparedness for crisis

BY BOBBI JACKSON

management naturally can include a negative impact on

1 2 NORTH AMERIC AN S WE E P E R NO V EM BER 2020

Vi si t Us

Cleaner streets one sweep at a time

we make it easy to buy! co-op purchasing

financing

Contract # 122017-JTN

Bucher Municipal 105 Motorsports Road Mooresville, NC 28115 T 704.658.1333 WWW.BUCHERMUNICIPAL.COM w w w. na sweeper.co m

N O V E M B E R 2 0 2 0 N O RT H A M E RI C A N SWEEPER 13

1-800-SWEEPER PARTNERS WITH VETERANS MATTER

to Raise Money to House Homeless Veterans

C

ovid-19 has impacted all of us but the ones who it has

homeless veterans on the streets of our nation. One of the

impacted the most are homeless people – the people

bravest and most honorable things one can do is put on

living on the streets who do not have access to healthcare,

the uniform to risk your life to defend your country. Many

a roof over their heads, or food on their

of those brave soldiers are now living

tables.

on the streets where they have been

What is particularly sad, is the number of

beaten, robbed, even killed. Yet, if this

our military veterans that are homeless.

happened behind enemy lines, we

The US Department of Housing & Urban

would be outraged.

Development has estimated, at any given time, there are roughly over 37,000

The 1-800-SWEEPER Foundation would like to aid in this cause and

Mark Powell: Used Sales Manager

After Hours Phone: 336-689-4879 / Fax: 336-869-9979 www.cesrefuse.com

TOLL FREE 800-239-7796

2015 A7-Schwarze Tornado Freightliner ISB Cummins 200 HP, 27,192 miles, 2,858 hours, 2500 Allison automatic, dual steer, AM/FM, A/C, cruise, power mirrors, rear camera, JD T3 auxillary engine, 2,263 hours, water suppressant system 600 total gallons of water, front spray, dual gutter brooms, power tilt & geo, rear hand hose, strobe front & back, LED lights, 11R22.5 tires 50% front new on rear $129,900.00 1 4 NORTH AMERIC AN S WE E P E R NO V EM BER 2020

Vi si t Us

help raise money to help these veterans and their families. The Veterans

family. To date, Veterans Matter has housed over 4,000 homeless vets and 5,987 homeless veteran families since 2012. Let’s house as many veterans as possible this

Matter National

holiday season! We challenge everyone to support our

Homeless Veterans

veterans and donate (any denomination acceptable) to

Housing Program

the campaign then challenge your co-workers, family,

is the collaborative

friends, other sweeping contractors, customers, or

effort with the

vendors to do the same. 100% of the money raised goes

Veterans Administration, providing medical & mental assistance as well as

towards the PERMANENT housing of a vet or a veteran family. This is a national program, and everyone can participate. The campaign runs through December 30th.

employment training for those in need, giving them a fresh start and domestic autonomy. This organization is not funded by any large corporation, ALL funding comes

For information on how to donate visit www.

from donations from Americans like us.

veteransmatter.org/800challenge for details.

Take The 800 Challenge! It cost approximately $800 to help permanently house one veteran and /or veteran

End Veteran Homelessness One of the bravest and most honorable things one can do is put on a uniform to risk your life to defend your country. There are thousands of our vets; homeless, living on the streets

Take The 800 Challenge It Costs $800 to Help Provide a Permanent Home, Mental Health Assistance, Health Care & Job Training for a Veteran and their Family

Won’t You Help?

100% of donations go towards housing veterans www.veteransmatter.org/800challenge

w w w. na sweeper.co m

N O V E M B E R 2 0 2 0 N O RT H A M E RI C A N SWEEPER 15

This has been a year of rapid changes, to grossly understate the events of 2020. By the end of the first quarter, the emergent coronavirus pandemic had triggered a global economic shutdown, which devastated consumer markets and much of the B2B services subsector. The national health and economic disaster has impacted small, medium-sized, and larger businesses, including causing significant losses for many commercial power sweeping companies across the United States.

On the upside, many other sweeping businesses, especially industrial, construction sites, and municipal street sweeping services have remained relatively unaffected, and some report very strong performance throughout 2020 to-date.

L

ooking back at 2020 and the unusual challenges the

7.4 percent in Q3 over Q2 this year, and has been growing

coronavirus imposed on the industry, and looking

at an annual rate of 33.1 percent. According to the WSJ

forward to 2021, North American Sweeper magazine has

report, the U.S. has regained around two-thirds of this

reached out to power sweeping equipment manufacturers

year’s earlier losses caused by the pandemic.

and financial services providers that support entrepreneurs

Although GDP has risen sharply from the early period of

in the industry and sweeper service business owners for

the shutdown, the economy is around 3.5% smaller at this

their insights gained from the events of 2020 and their

point than it was at the end of 2019 (when adjusted for

expectations for 2021.

inflation). But, the U.S. Department of the Treasury reports

2020 GAINS, LOSSES, AND LESSONS, AND 2021 PREDICTIONS

(October 16, 2020) that retails sales hit a new record high in

In March of this year, the COVID-19 virus emerged, causing

percent higher than the same month in 2019.

retail businesses, manufacturing, services, academic

September, over 200 percent higher than predicted and 5.4 Fortunately, even during the worst of the economic

facilities, and any other entities with operations involving

shutdown period, power sweeping businesses in many

face-to-face human interaction to shut down. Businesses

areas, due to being deemed as essential services,

in their supply chains shut down in the domino effect that

experienced very little if any reduction in revenues. One

ensued.

company reports having its best year in construction

(October 29, 2020) But, the economy has returned to a

sweeping services in the company’s long history. But, many

large extent over recent months. The Wall Street Journal

others experienced deep losses during the early months of

reports that the national economy grew at a record rate of

the shutdown.

1 6 NORTH AMERIC AN S WE E P E R NO V EM BER 2020

Vi si t Us

However, many have been forced to make major adaptations, to sustain operations through the continuing

David Heigl, VP Sales, Marketing, and Product Management, Schwarze Industries, Inc., Huntsville, AL

crisis. Some report that they have been encountering even

Schwarze Industries has been committed to providing an

more extreme challenges in hiring than usual, as jobless

exceptional level of customer support, offering one of the most

workers are receiving greatly increased weekly benefits

comprehensive sweeper lines in the sweeping business, including

that are having the effect of motivating people not to seek

models for parking area cleaning, industrial sweeping, mall and

employment at this time.

shopping center sweeping and stormwater runoff management.

Reflecting on the lessons of the emergent 2020 crisis, some owners report shifts in their strategic growth plans

With all things considered Schwarze and its employees have fared well since the onset of COVID-19. We’ve had only 2 cases among our 180

for 2021 and beyond. Some are altering their business models to open or expand revenue channels in construction and/or industrial service and move away from their current percentage of dependence on commercial parking lot service.

Some sweeping company owners have announced that they are

It’s eye-opening to learn how vendors, peer sweeping businesses, and their employees have been doing since the onset of the virus...

already undertaking to complete

employees. Before Alabama state guidelines being announced, Schwarze implemented social distancing and wearing masks at our plant in Huntsville.

Since then we have taken extra measures to ensure safety including the installation of temperature monitoring devices

the transition, purchasing construction-grade sweeper trucks,

for employees entering the plant, hand sanitizer stations

redirecting their sales focus to the construction market,

throughout the plant and offices, and foot pulls for doors.

developing new relationships, providing driver training for

New processes like virtual meetings from offices have also

sites.

been implemented. As an extra precaution each evening the

2020 - 2021 INSIGHTS FROM INDUSTRY EXPERTS AND ENTREPRENEURS

plant and offices are sanitized using a backpack fogger. These

As in every other year for nearly a decade, NAS has

measures have enabled us to safely continue operations.

In terms of growth, we have seen a freeze in some

interviewed numerous owners of power sweeping

municipal budgets, but no cancellations. Our contractor

companies and industry suppliers in 2020. It’s eye-opening

markets slowed during March and April, but have returned

to learn how vendors, peer sweeping businesses, and

to pre-COVID levels. The delay in municipal orders enabled

their employees have been doing since the onset of the

us to focus on warehouse and plant expansions, allowing us

virus early this year and how it has collectively affected

to start up an additional assembly line.

operations and growth rates across the industry.

While sweeping companies have been altering their plans

For 2021, we are currently taking a conservative approach to the budget numbers in terms of expected revenue in the

for 2021 in many cases, suppliers have been forced to change

municipal sector. This may change after the election. We

their service models rapidly during 2020, to accommodate

have also reevaluated our strengths and weaknesses and

customers and prospects during the continuing quarantine

made corrections in terms of strategic sales and marketing.

and social distancing period of the pandemic.

The market can expect to see exciting new products and

Here are some shared impressions about the state of the power sweeping industry at this time and outlooks offered by industry experts for the coming year and beyond:

market expansion from Schwarze in 2021.

Just like we re-evaluated our strategy, we are seeing many contractors and municipalities do the same. There will be continued on page 18

w w w. na sweeper.co m

N O V E M B E R 2 0 2 0 N O RT H A M E RI C A N SWEEPER 17

new methods of financing, contracts renegotiated, new business strategies implemented, and new services offered

goals and funding expectations accordingly.

We have a positive outlook for the power sweeping

by contractors. If there is one lesson here it is to never be

industry at this time and we have not seen a significant

complacent. Reevaluate your business and the market.

decrease in contractors applying for financing on new

Build on your strengths, fix your weaknesses, and look for

sweepers other than the typical slowdown that comes

new services and opportunities that enable you to diversify

around the fall and winter months.

your business.

The virus has led to more and more people getting their

Jim Peach, Vice President of Sales and Marketing, Oakmont Capital Services, LLC Oakmont is a key financing resource serving the industrial and commercial equipment financing markets. The lender has offices in West Chester, PA, and Albany, MN.

consumer goods from online sources such as Amazon, which could lead to a negative impact on brick and mortar stores. It is yet to be seen what impact if any this will have on the power sweeping industry in the years to come, however, we are projecting an increase in activity in 2021.

After an initial dip in funding volume in April, we have seen our numbers climb back to mirror

After an initial dip in

POWER SWEEPING BUSINESSES REPORT IMPACTS AND ADAPTATIONS DUE TO COVID-19

Early on, the pandemic had not yet

month over month from 2019.

funding volume in

Although COVID has certainly

April, we have seen

caused management to lower

our numbers climb back

power sweeping business owners

to mirror month over

during March and April 2020. But,

our growth expectations for the 4th quarter, we are happy with how our business has performed

month from 2019.

during the pandemic. When

caused enough effect to be a topic of discussion in interviews with

as early as May, the economic shutdown had already seized the U.S. business sector and severely

it comes to employees, we have had to be flexible about

impacted the growth and strategic plans of many businesses

work schedules along with accommodating employees

throughout the commercial pavement sweeping industry.

working remotely. Many of our employees have children in school who have to work around distance learning and

David Ross, Founder and CEO, Millennium Maintenance & Power Sweeping, Medford, MA

hybrid schedules. This can make things difficult but we have

Millennium is an over $20 million self-performing facilities

dedicated employees who are willing to do what it takes to

maintenance and construction company that specializes in

make sure our customer service doesn’t miss a beat.

power sweeping.

Our operations have not been affected that much. The

(May 2020) We were breaking records before this historic

majority of our customer base work in industries that

crisis our country is facing with COVID 19. All the municipal

operate outside (construction, landscaping, sweeping, ETC)

work we would currently be doing has been postponed,

and were never forced to stop working. Although COVID

due to the coronavirus pandemic. Except for customers that

held our growth rates flat year over year, we did not lose

have a grocery store as an anchor, pavement sweeping work

any ground and OCS hired 4 new employees since April to

has been canceled or significantly reduced.

prepare for anticipated growth.

We have not altered our strategic plans for 2021 at the

But, when one door closes, another opens. We’ve always been a cleaning and disinfecting company. With the virus coming,

moment. Due to some recent vendor partnerships, we are

we had a feeling we might not be able to get hydrostatic-

still planning on healthy growth in 2021. We will however

electrostatic sprayers. So, we converted to disinfecting

watch things very closely and be prepared to adjust growth

services. That opened up another revenue stream for us.

1 8 NORTH AMERIC AN S WE E P E R NO V EM BER 2020

Vi si t Us

With this service, our customers and their employees have peace of mind, and our construction customers can

Jim Blackerby III, Owner, Louisville Pavement Sweep, Louisville, KY

meet the mandated local and state guidelines and keep

LPS currently has 10 employees and normally sweeps

their projects moving forward. By anticipating customers’

about 500 properties per week. They also provide pressure

needs, we could see they’d need a solution, which also

washing, landscaping, and haul-off services, and they

created an opportunity for growth. In the changing

subcontract other types of exterior maintenance and r

business landscape, you have to change to grow.

epair work.

Leroy Stotler, Jr., President, Three Rivers Power Sweep, Inc., Pittsburg, PA

(August 2020) When I started this business, I said I’m not going to not do something because I’m afraid to do

Three Rivers is a 22-year-old business, of which Stotler

it. Still, when you see the price tag on those construction

became the second-generation sole owner in 2007.

sweeping trucks, and it’s $200,000, that’s scary. But, with

Construction and industrial power sweeping account for 30-

the Covid-19 pandemic, it was the perfect time to do it,

40 percent of the company’s total annual revenues.

so, I bought a Tymco 435. Right now, we have a lot of

(July 2020) At this point, we’re just trying to get

one-time things to do in construction and neighborhood

back where we were. The good news is that we were

development. We’ll be working on building up our

considered an essential business. The bad news is that we

business in construction now.

dropped a huge amount of business in just a 3- to 4-week period. We had lost 30 to 45 percent of our business

Lee Miller, President and CEO, Pacific Sweeping, San Diego, CA

within just those few weeks, including losing our largest

Pacific Sweeping provides services to more than 30 cities

client.

across five counties in southern California, cleaning over

But, we’re lucky to have more stuff coming online.

350,000 miles of roadways and 15,000 parking lots each

We’ve now added about 8 new properties as well as

year. Pacific’s clients include Cal Trans, multiple counties

some additional industrial sweeping. A lot of the new

and utility providers, the City of San Diego, the State of

business we’ve acquired over recent weeks, including a

California, the U.S. Navy Shipyards, the U.S. Marine Corps,

couple of grocery store chains, were switching vendors

and others.

and we were fortunate to be the one who picked up the work.

We didn’t’ have to lay anyone off. We were running

Lee Miller, President, and CEO of Pacific Sweeping, is currently a Board Member of NAPSA, and he has served as an Advisory Board Member for California

lean anyway, so everyone had been working lots of

State University (Dominguez Hills), and Cal State

overtime. It was a hit for the hours they were getting,

Fullerton and he served on the board of the local

but we were able to keep everyone working at least

MSA (Maintenance Superintendent’s Association

3 days a week.

for many years. (September 2020) With the pandemic,

It helps that it has always been my policy to refurbish

we have relaxed many of our policies a little bit, in

trucks after they’ve taken some wear, instead of always

order for employees to maintain their work status here.

financing new ones. We’ll do a conversion of a chassis

Some of it has been directly related to COVID-testing.

to a new sweeper system, to have full capacity. We

Fortunately, those instances were all negative results, false

keep everything as fresh as possible. Last year we

alarms. Some of it is now related to childcare

added two new vehicles. But, we try to do it

during distance learning for their children. It’s hard

conservatively and smartly, so we don’t have ourselves

to be at work when you have to be at home acting

hanging out there too much.

as your child’s teacher. continued on page 20

w w w. na sweeper.co m

N O V E M B E R 2 0 2 0 N O RT H A M E RI C A N SWEEPER 19

works in the medical field, so I know it’s not a hoax. I am very

Nobody wears a mask, and a lot of people think it’s a hoax. My wife works in the medical field, so I know it’s not a hoax.

concerned we will be dealing with this for a very long time.

LOOKING TOWARD 2021

Through the strange and unsettling months of 2020, particular business circumstances have been found to vary widely, depending upon which sweeping submarket types businesses serve. Power sweeping providers whose volume is in commercial parking lot sweeping have experienced deep losses in monthly revenues due to the shutdown of

Mathew Andrew, Owner, West Michigan Sweeper, Rockford, MI

retail stores, restaurants, and other commercial businesses in 2020. Sweeping businesses focused on service to

Michigan and serving the greater Grand Rapids area. We went

construction and industrial sites have fared much better,

from one truck to ten, including sweepers and pickup trucks

many with little to no negative impact on revenues, or even

too. The company’s homepage tagline is “We Do It All.” Their

realizing growth.

services include trashcan services, line striping, event cleanup, etc.

(October 2020) Since COVID started, we’re fortunate that most of our work has stayed on. Right now, we have two people who do portering full-time and we’re short right

Among power sweeping business owners whose route schedules have been reduced by as much as 90% in the commercial parking lot revenue channel, some are turning their sights toward the construction site sweeping market.

For those still undecided about a course of action, there are

now. So, some night time drivers will do that work for the

several opportunities for shifting or adding to the business

customers.

model that may make sense at this stage. Of course,

Mike Oetting, Summit Sweeping and Services, Inc., Fort Wayne IN

acquiring suitable equipment for servicing construction accounts can be a stumbling block for small sweeping

Founded in 1993, Summit is a full-service power sweeping

businesses. Pursuing municipal street sweeping and state

company, servicing industrial sites, road construction,

highway contracts may offer additional new possibilities,

commercial development sites, shopping mall parking lots,

particularly for owners with skills in crafting government

subdivisions, municipal streets, and special events. Summit

service contract proposals.

stocks around $30,000 in Tymco and other parts and supplies peer businesses when they need parts quickly (November 2020) Fortunately, we were deemed an

Subcontracting in other exterior maintenance and repair services, like pavement repair, power washing, storm drain cleanout, parking lot striping, weed abatement, expanded

essential business, so we’ve been able to keep operating

portering services, exterior signage repair, snow plowing,

during the pandemic. I printed the paperwork identifying us

and other roadway and property maintenance and repairs.

as an essential business and put it in the trucks. Beginning

Some may even look toward including more comprehensive

in mid-March, we lost approximately 50 percent of our

commercial and multi-family residential property investment

shopping center work when the customers put us on hold.

maintenance and repair work, such as unit cleanouts,

Most jobs went from six days per week down to one. But, for

drywall repair, painting, and other chores. Such consolidated

construction work, this has been the best year in the history

contracting can lighten the load for busy property managers

of the company.

who prefer to work through a single trusted contractor, to

Overall, we’re back up to about 98 percent of our total volume. But I’m expecting another slowdown. Nobody wears a mask, and a lot of people think it’s a hoax. My wife

2 0 NORTH AMERIC AN S WE E P E R NO V EM BER 2020

simplify bidding, communications, management, billing, etc..

So, the retrospective of 2020 is a mixed bag at this point in early November. Some power sweeping business

Vi si t Us

owners are satisfied with the year they’ve had, pandemic

there were new record high numbers of COVID outbreaks

notwithstanding. Others are positioning to face an uncertain

throughout much of the country. So, it is too early to make

future going into 2021, following the shocking setback of

any confident guesses at what the foremost public health

losing a staggering percentage of their business volume all

experts will find and how they will advise businesses, or how

within a matter of two to three weeks in the spring of this

the federal and state governments to guide businesses to

year, and spending the rest of this year recovering from those

proceed going into 2021.

spring and early summer setbacks.

Overall, it would seem that the message of early Q4 is to

One thing becomes very clear now, for power sweeping

review concepts in expanding business models, adapting

companies operating in the wake of the 2020 national

operating modes, and moving toward routinely functioning

economic and health disaster. There’s no longer room

in a condition of strong preparedness for unexpected

to leave initiatives for the development of more agile

changes of any kind that may emerge with the potential

operations on the back burner. Many have found their

to seriously impact revenues and/or operating processes.

organizations to be past due in adopting more rapidly

Congratulations to those who are already taking actions

adaptive skills needed for updating systems and processes to

in that direction, and best wishes to all for a healthy and

conform with new agile policies and practices that need to

prosperous 2021.

be implemented sooner rather than later.

Overall, with the country signaling fatigue with quarantining, much of the economy has reopened. There’s great optimism for 2021, and, of course, all hope it will usher in the end of the pandemic. However, in late October

https://home.treasury.gov/Comeback https://www.wsj.com/articles/us-gdp-thirdquarter-2020-11603908566

FOR A DEALER • • • • • • • • •

Powered by Kohler Command Engine 2½ cubic yard capacity Powdercoat paint inside and out 1250 lbs. hopper cavity capacity 9200 GVWR Truck Optional Stainless Steel hopper available High-dump and rake-out models Dealer Inquiries Invited 888-652-2137 Skavinjer.com

NEAR YOU, CALL 888-652-2137

Now Accepting w w w. na sweeper.co m Skavinjer_half0212ad.indd 1

N O V E M B E R 2 0 2 0 N O RT H A M E RI C A N SWEEPER 21 1/17/12 11:36 AM

The Ones That Get Away: How to Avoid Losing Good Employees

employees stay with your company for years to come:

4 Send an offer letter. Everything decided in negotiations with new candidates needs to be placed in writing, including but not limited to position title, pay rate/salary, benefits, start date, and work schedule. This is also a place to show enthusiasm for the new employee and welcome them to the company. Give them a few days to review, sign, and return the letter, ensuring everyone is on the same page.

4 Develop a training plan. At a minimum, the employee’s first week should be scheduled out by their direct

As the economy gradually recovers from a difficult year,

supervisor/manager and anyone else connected to the

small businesses are working hard to bounce back. One

role. (In many instances, it’s even better to plan out two

challenge is rebuilding our workforce with solid new employees. Although many people are looking for work,

weeks.) Typical components of the first few weeks include orientation, safety training, introductions to the team, product demonstrations, and shadowing employees in

the changing realities of schooling, childcare, remote

similar roles. Beyond those first two weeks, plan goals

work, and unemployment benefits may make it difficult

and projects to further the employee’s growth, including

for both employers and candidates to find “the right fit.”

metrics to assess progress. Depending on the complexity

W

of the role, training plans can reach up to 90 days, with

ith increased competition for quality candidates,

specific goals in each month to help the employee start

it’s a good time to rethink your hiring process.

on the right track.

One area that many companies can improve is their new

4 Conduct pre-onboarding. Within a week of their

employee onboarding process. Careful onboarding can

first day, reach out to the new hire to confirm the start

be the key to retaining a great new hire. Research shows

date and time, and cover first day basics like directions

that 69% of employees who experience good onboarding

and parking. Share the training plan to help them get

stay with their companies for at least three years.

excited about what they will learn in this new position.

Additionally, 90% of employees decide whether to stay or

Depending on your organization, it might also make

leave a job within the first six months. This means that the

sense to set up access to company systems like email,

seeds of a long-term, successful partnership between an

shared drives, or building security before the first day.

employee and a company are planted early.

4 Plan a great first day. Make sure the new employee

The benefits of holding on to a good hire are numerous.

gets plenty of time to meet and talk with their new team.

Depending on the position, it can cost between $3,000

Clean and set up their designated workspace, providing

and $4,000 to replace an employee, not including the

all required tools and supplies. Small swag items, a group

new person’s pay and benefits. Recruiting is a costly

lunch, or even just a brief meeting to introduce the

process, and the institutional knowledge lost during

new person will help them feel welcome. If they’re not

employee turnover can take a long time to replace.

shadowing a supervisor, the supervisor should check in at

Follow these basic steps to create a great onboarding

least at the beginning and end of the day.

experience for a new hire. Add in details specific to your

4 Ongoing training and accountability. Do a 1 week, 30-

company and the new person’s role to ensure great

day, and 60-day check-in with the new employee. Assess

2 2 NORTH AMERIC AN S WE E P E R NO V EM BER 2020

Vi si t Us

Sources

Recruiting is a costly process,

Arindrajit, Dube, Eric Freeman, & Michael Reich. 2010. Employee Replacement Costs. Institute for Research on Labor and Employment.

and the institutional knowledge

Available at https://www.irle.berkeley.edu/files/2010/Employee-Re-

lost during employee

Bell, Ashley. 25 Sep 2020. 7-steps to a perfect employee onboarding

turnover can take a long time to replace.

placement-Costs.pdf. process for new hires in 2020. Caroo. Available at https://snacknation. com/blog/onboarding-process/.

Clickboarding. 3 Dec 2015. The 3 best ways to retain job hoppers.

Available at https://www.clickboarding.com/the-3-best-ways-to-retain-job-hoppers/.

Hirsch, Arlene S. 10 Aug 2017. Don’t underestimate the importance

how well they have met the goals laid out in their training plan. Gauge how they’re enjoying the role and fitting into the company. Ensure they have the support and resources

of good onboarding. SHRM. Available at https://www.shrm.org/ resourcesandtools/hr-topics/talent-acquisition/pages/dont-underestimate-the-importance-of-effective-onboarding.aspx.

they need and solicit feedback on how the training and onboarding process can be improved.

We at NiteHawk know how critical it is to build a solid team.

If we can ever help with this or other business needs, reach out to us at 800.448.9364. We’d love to help!

w w w. na sweeper.co m

N O V E M B E R 2 0 2 0 N O RT H A M E RI C A N SWEEPER 23

IN THE NEWS

A S S O C I AT I O N I N S I D E R

KEYSTONE PLASTICS PARTNERS WITH 1-800-SWEEPER TO SUPPLY REPLACEMENT STREET SWEEPING BROOMS SPOTLIGHT

INDEX

South Plainfield, NJ - Keystone Plastics, a leading

as 1-800-SWEEPER’s new broom supplier. Keystone Plastics

manufacturer of street sweeping brooms and brushes,

is a widely recognized manufacturer of high-quality broom

has partnered with 1-800-SWEEPER to supply their North

products in the power sweeping industry and we appreciate

American sweeping partners with replacement street

their support of our 1-800-SWEEPER organization. Our

sweeping brooms.

partners look forward to working exclusively with the

Keystone manufacturers OEM quality replacement brooms for all model street sweepers and will be the exclusive supplier of brooms to 1-800-SWEEPER. 1-800-SWEEPER is a nationwide service network of

Keystone team to create a mutually beneficial, long-lasting, and productive vendor-partner relationship.”

“The 1-800-SWEEPER team has done a great job building a strong partner network of sweeping companies. We are

independently owned power sweeping companies. These

excited to build a productive working relationship with each

partner companies are located across the US running a

company in the network and supply them with our quality

variety of different sweeper models to provide parking lot

brooms,” notes Michael Naftal, Executive Vice President at

sweeping, street sweeping, and a variety of construction-

Keystone Plastics.

related power sweeping services.

Mike Lucht, President of 1-800-SWEEPER, comments on the partnership, “We are excited to welcome Keystone Plastics

For more information about Keystone Plastics street sweeping brooms and brushes, visit www.kpbrush.com or call toll free 1.800.635.5238.

Replacement Brooms You Can Rely On.

Quality. Performance. On-Time Delivery Keystone Plastics has been manufacturing the industry’s leading replacement brooms for street sweeping and road construction since 1954. At Keystone we believe in reliable quality and strive to make the heaviest, longest lasting brooms in the industry. We also believe the only good broom is the one that arrives to you as promised. Contact us to find a distributor near you.

Visit kpbrush.com | Call 1-800-635-5238 2 4 NORTH AMERIC AN S WE E P E R NO V EM BER 2020

Vi si t Us

DISTRACTED DRIVERS DRIVERS KILL KILL DISTRACTED DISTRACTED DRIVERS KILL DISTRACTED DRIVERS KILL DISTRACTED DRIVERS KILL

TRAILER ATTENUATORS ATTENUATORS TRAILER TRAILER ATTENUATORS TRAILER ATTENUATORS SAVE LIVES SAVE LIVES TRAILER ATTENUATORS SAVE LIVES WE CAN CREATE A RENTAL PROGRAM TO ALIGN WITH SAVE LIVES RENT orCONTRACTS PURCHASE SWEEPING YOU HAVE WITH YOUR CUSTOMERS RENT or PURCHASE SAVE LIVES RENT or PURCHASE -Nationwide Delivery-Nationwide DeliveryRENT or888.653.6800 PURCHASE -Nationwide Delivery888.653.6800 RENT or PURCHASE STREETSMARTRENTAL.COM

888.653.6800 STREETSMARTRENTAL.COM -Nationwide Delivery-Nationwide DeliverySTREETSMARTRENTAL.COM 888.653.6800 STREETSMARTRENTAL.COM 888.653.6800

w w w. na sweeper.co m

STREETSMARTRENTAL.COM

N O V E M B E R 2 0 2 0 N O RT H A M E RI C A N SWEEPER 25

A S S O C I AT I O N I N S I D E R

IN THE NEWS

FOUR OAKMONT CAPITAL SERVICES’ TEAM MEMBERS ACHIEVE THE CLFP DESIGNATION SPOTLIGHT

INDEX

WEST CHESTER, PA, November 2020 – Last month, four

“This dedication to professionalism and ethics helps our

Oakmont Capital Services professionals achieved the coveted

entire organization as we continue to make it possible for our

Certified Lease & Finance Professional (CLFP) designation

customers and vendor partners.”

awarded by the CLFP Foundation, joining fifteen of their

THE LATEST CLFPS AT OAKMONT CAPITAL SERVICES:

colleagues who currently hold the title. The CLFP is the

Jena Dirkes, Channel Development Director,

preeminent credential for equipment leasing and financing

and CLFP brings over 20 years of experience

professionals throughout the world who have demonstrated

to her role and is committed to helping

competency through testing of knowledge, continuing

her accounts grow by providing excellent

education, and a commitment to their business practices and

customer service via her upbeat and positive

dedication to the industry.

attitude.

“The year 2020 has presented many twists and turns, and

Adam Domke, Business Development

I’m proud of our team members who are so dedicated to the

Officer, and CLFP is an experienced finance

industry. Amid a pandemic and changes in the finance process,

professional, focusing on the construction

they buckled down, studied, and passed the CLFP exam on

and waste industries working with both end-

October 10,” said Joe Leonard, Managing Member, and CLFP.

users and vendors across the nation, creating custom financing options.

Jayme Gerads, Business Development Officer, and CLFP has an in-depth understanding of the financing process after working in multiple positions within the industry for over 14 years, serving customers with equipment needs in the construction, agriculture, and trailer industries.

Chad Primus, Business Development Officer, and CLFP utilizes his 20+ years of experience in the equipment finance industry, helping customers secure equipment in the agriculture, vocational and delivery, plus construction industries.

Oakmont Capital Services, LLC, headquartered in West Chester, PA, with an office in Albany, MN, is a fast, affordable, reputable solution to financing. Founded in 1998 by Managing Members Joe Leonard, CLFP and Megan Zoba, Oakmont Capital Services (OCS) is a direct, independent lender, providing commercial equipment financing and working capital throughout all 50 states. The professional financing staff at OCS has combined experience of over 250 years in the industry and is the reliable choice for today’s financing needs. For more information, visit www.oakmontfinance.com.

2 6 NORTH AMERIC AN S WE E P E R NO V EM BER 2020

Vi si t Us

continued on page 32

w w w. na sweeper.co m

N O V E M B E R 2 0 2 0 N O RT H A M E RI C A N SWEEPER 27

INDEX

SPOTLIGHT

Summit Sweeping and Services, Inc., Fort Wayne IN

Nearly 30 years ago, with no experience in the industry, Mike Oetting was motivated to start a construction power sweeping business.

His challenges back then were unique from those we’ve heard about from other great entrepreneurs who each, like Oetting, have grown a thriving company starting with only a guy and a truck. From zero to operating a large facility with a sizeable team, Oetting has created a business model that is ideal for the Fort Wayne area industrial power sweeping market.

A

dding his special talent for building business

He said, “Can you do a job or two for me?” Then, he gave me

relationships at every level, Mike has developed a

a couple more jobs to do. Unbeknownst to me, he already

regional customer base and word-of-mouth reputation that have enabled Summit Sweeping to weather the 2020

had the hook in. I worked for that company for 14 years.

They were a heavy highway contractor, building roads,

national economic disaster and that promises to sustain

landfills, and doing site development. I managed their

and further grow his company through 2021 and well

landscaping and snow removal operations within the state

beyond. Mike tells the story:

of Indiana. I drove about a thousand miles per week. The

THE YEARS LEADING TO SUMMIT

people in the business were very educated, civil engineers,

In my younger years, my background was in horticulture.

and operating engineers, all performing at a fast pace. I felt

I had my own landscaping and snow plowing business.

I was in over my head when I took the job, but it was one

It was a small operation, two or three people. I hired an

of those you quickly grow into. It was a great job and I was

excavating company to do some work at my home, and the

paid well, but I was never home.

owner tried to hire me. I said, “No, I like my small company.”

2 8 NORTH AMERIC AN S WE E P E R NO V EM BER 2020

Many times, I’d be in Indianapolis, about two hours from

Vi si t Us

where I live. I’d be on the phone the entire way home, take a shower, go to bed — and at 6:00 a.m., I was back

building his startup simultaneously.)

I could never do that today. It took so much energy and

down there standing on that highway in Indianapolis. My

brain work to keep everything straight. I called supervisors

kids were growing up and I didn’t want to miss that, my

from paving contractors, other highway contractors, and

boys were 12 and 7 when I quit. I now regret not quitting

said, “I’ll work for an hour for free to show you how I’m

sooner.

UNLIKELY START OF A GREAT BUSINESS

going to change this industry.” Six

Six months in, I got a call

At work, I noticed that jobs

from a 93-acre shopping

were getting done, but they

mall to maintain their

would fight and fight to get

property. I didn’t even go

it all cleaned up. So, I tried to bring some of that kind of opportunity to the owner, but he didn’t want it. I was looking for a way to keep

landed in my lap.

my key people working year

shopping mall to maintain their property. I didn’t even go after small, non-construction related jobs, but

after small, non-construction related jobs, but they

months in, I got a call from a 93-acre

they landed in my lap.

We took care of that mall for about 18 years, then lost it to some lowball guy. Now, we’re in our third year of having it back. My kids are grown and on their own now, and I work harder than I ever did. But

around. So, with his permission, I put my company radio

my headaches are my own, not due to someone else’s

and phone in the company-provided truck and started

decisions, and I am home every day and have something to

this business from the seat of his truck. (That was in 1993.

sell for my retirement.

(Mike continued to operate that way for the next three years, juggling his regular full-time management job and

I started in a 40’ x 60’ pole barn behind my house. My first commitment was to build a professional image of power continued on page 30

continued on page 34

w w w. na sweeper.co m

N O V E M B E R 2 0 2 0 N O RT H A M E RI C A N SWEEPER 29

SPOTLIGHT

INDEX

sweeping — make the trucks so they draw attention, show up on time or even early, and do the job right the first time.

It might be a dirty job at times, but we can be professional while doing it.

When I started, I had a Tymco 600. Six months later, we added a Tymco 210. Today, we operate 10 trucks, including Johnstons, one 605 and one 650, seven Tymco 210s, and one Tymco 435. I’m not looking to become a monster business; I enjoy keeping it more personal. We

our warehouse today. The machines are so big (5,000lbs

do everything from parking lot sweeping, to highway

with 100-gallon tanks), jobs had to be about two acres or

construction cleanup, to pre-paving cleanup. We have

more of floor for us to be able to function. We used these

small, medium, and large trucks, so we can take care of just

machines primarily on large, new construction buildings.

about any job.

We have three machines for inside floor cleaning, with

Considering the cost of the machinery maintenance, and because it was an entirely separate operation with its own

about $300k invested in the machines and supporting

set of needs, it became a dead end. Today, we don’t have

equipment. When the economy crashed in ‘08, that side of

the manpower or facilities to support such an operation,

the business went with it. That equipment still sits idle in

but some demand for the service has returned.

3 0 NORTH AMERIC AN S WE E P E R NO V EM BER 2020

Vi si t Us

Looking back on that now, it can bring tears to my eyes to

UNLIKELY RESCUE OF THE BUSINESS

Back in January of 2005, we were in 30-percent growth

think of him doing that. I had been snowplowing for him

mode, when the building burned down. The firemen

in the early years, starting in 1974, and we still sweep his property today. He was the first

managed to push a couple of the trucks out of the structure and saved our computer towers.

Back in January

Temperatures were in the single

of 2005, we were

digits, and the two inches of water they sprayed on the building froze the trucks to the ground. We used an ax to free them so we could go to work the

in 30-percent growth mode, when the building burned down.

next night.

A businessman I lived across the

one that ever gave me a chance as a kid right out of high school.

SUMMIT BUSINESS MODEL AND OPERATIONS

We’re a full-service power sweeping company. That includes industrial sites, road construction and paving cleanup, work for site developers, shopping mall parking lots, subdivisions,

street from while growing up came over while stuff was still

municipal street sweeping, and special events cleanup.

smoldering and said, “I have a warehouse. The lights and

(The company doesn’t work with third-party providers.)

phone are on. Get your stuff over there and keep going.”

We do a lot of maintenance and repairs here in house. All continued on page 32

w w w. na sweeper.co m

N O V E M B E R 2 0 2 0 N O RT H A M E RI C A N SWEEPER 31

SPOTLIGHT

INDEX

of my small trucks are Tymco brand. I’ve learned Tymco’s

from cleaning the bathroom to managing the business. I

inside and out, so there are very few things I need to

love it. I tell people my job is managing interruptions.

send out. We do about 75 percent of our own repairs and

IMPACTS OF THE 2020 PANDEMIC

maintenance work.

Fortunately, we were deemed an essential business, so

We keep somewhere around $30,000 in small parts and

we’ve been able to keep operating during the pandemic.

replacement parts on hand. We stock so many parts that

I printed the paperwork identifying us as an essential

contractors often call me first when they need something

business and put it in the trucks. Beginning in mid-March,

and can’t wait for it to be shipped cross-country. (The

we lost approximately 50 percent of our shopping center

company’s fleet and operations are housed in its 35,000

work when the customers put us on hold. Most jobs went

square foot facility sitting on three acres of commercial

from six days per week down to one. But, for construction

property). One of our guys has been around the heavy

work, this has been the best year in the history of the

equipment world for a long time, and he’s retired from

company.

that. He can do just about anything.

We have a very good group of drivers, one has been

Overall, we’re back up to about 98 percent of our total volume. But I’m expecting another slowdown. Nobody

with me for 15 years. We currently have around 8 to ten

wears a mask, and a lot of people think it’s a hoax. My wife

employees, depending on seasonal demands. At one point

works in the medical field, so I know it’s not a hoax. I am very

we had 14 employees, and that is more than I want to deal

concerned we will be dealing with this for a very long time.

with. (Summit operates seven days per week, closing only

OLD LESSONS LEAD TO NEW WAYS

on Christmas day.) I lay out the jobs and let them go. I do

About 99 percent of our business comes from word of

not micromanage, but they know my expectations are

mouth and repeat customers. We will have a contractor or

high. I really don’t have many problems with our guys, and

new shopping center come to town, and some of the local

that keeps me in a good mood.

people working with them on the job will say, “We’ll need

For my role, I work in the field and the office. I do sales.

I do any jobs, as needed. In other words, I do everything

3 2 NORTH AMERIC AN S WE E P E R NO V EM BER 2020

a sweeping contractor,” and they tell them to call Summit Sweeping.

Vi si t Us

They know I’ll be fair, and we’ll get it done right the first

That depression-era mentality, I think, was open

time. We understand their needs. We know they’re in a

to understanding that there’s always another way. If

hurry, so we get it done for them. Our attitude is let’s get

something wasn’t working out, you learned to look at it

it done, get out of the way, and move on to the next job.

from the side, and the other side, and find new ways. You

I think we’ve succeeded in building a base of repeat

came to see that there are always other ways, often better

customers because I’ve always

ways to do things, even in sales.

tried to apply the lessons I learned growing up. I grew up with a dad who was a mechanic in the Army. He was the son of a depression-era farmer. As a kid, I stood on a

When I look back at the

I think we’ve succeeded

beginning, giving people an hour of free work, I see that I’m

in building a base of

responsible for changing the

repeat customers because I’ve always tried

way construction cleaning is approached in our marketplace.

box and watched him work on

to apply the lessons I

They don’t call us for the easy

trucks and tractors. Eventually,

learned growing up.

stuff. Nobody in the area can clean

I learned plumbing, electrical, and mechanics. Depression-

...

era folks never hired anyone.

the challenging jobs as quickly as we do. We are saving customers 50 percent plus on asphalt millings

You did it yourself or traded services with someone to get

and other work, and we complete the job in about half

it done. That approach was life-changing for me.

the time than by using the usual old ways. continued on page 34

w w w. na sweeper.co m

N O V E M B E R 2 0 2 0 N O RT H A M E RI C A N SWEEPER 33

INDEX

SPOTLIGHT

I am very grateful to the many individuals that helped me over the years, ones that helped open doors to give us a chance. I pay it forward anytime I can.

street sweeping service for them at a lower cost than they would pay to maintain their sweeper.

All Summit employees are very committed to professional workmanship and helping our customers. I personally

WHAT SETS SUMMIT APART IN FORT WAYNE?

inspect the jobs and the

We provide premium-quality services. The machines we use don’t sweep, they vacuum, blasting all the grit out of joints

We provide premium-quality services.

and crevices with 250 mph air

The machines we use

pressure. Our street sweeper

don’t sweep, they vacuum,

can actually pick up a brick. That kind of power does a lot more than remove trash. Our quality of cleaning extends the life of the seal coating, the line painting,

blasting all the grit out of joints and crevices with 250 mph air pressure.

and the asphalt itself.

Most power sweeping contractors don’t offer this

work log entries and hold everyone accountable for their performance.

MIKE OETTING’S CORE BUSINESS PHILOSOPHY

Over my 30 years in this business and working with the contractors, I’ve built strong working relationships and trust, and that has made the difference. Years ago, when I’d stop and have a

donut and a cup of coffee in the morning, I started taking

advanced process because the price of that type of

donuts and coffee for paving crews and repair shop guys. I’d

machinery is too high. In small towns, we can often provide

put a dozen donuts right on the back of the paver. continued on page 36

3 4 NORTH AMERIC AN S WE E P E R NO V EM BER 2020

Vi si t Us

w w w. na sweeper.co m

N O V E M B E R 2 0 2 0 N O RT H A M E RI C A N SWEEPER 35

SPOTLIGHT

INDEX

The mission of World Sweeping Association is to promote industry awareness of problems with thirdsource providers, major nationwide customers, etc. It also provides information from safety specialists, leaders in the power sweeping industry, and others on a wide range of important topics for power sweeping business owners.

Additionally, a network of parts suppliers and other vendors offer discounts to the membership. Ranger does a great job with reports every two weeks, interviews with notables in the industry, and sometimes does intervention with a problem customer.

ADVICE FOR POWER SWEEPING ENTREPRENEURS FROM INDUSTRY EXPERT MIKE OETTING, FORT WAYNE, IN

Starting a company and building it from nothing was a big challenge, but keeping it running, maintaining It recognizes people for the work they do, and they talk

professionalism throughout the company, and never

about it too. One guy will drop off parts on his way home

compromising on service quality are continual challenges.

for me. When I thanked him for doing that he said, “Well,

People are not happy with sub-standard work or other

you’re pretty good about bringing donuts for the guys.”

problems to be expected from contractors who are

Today, I can pick up the phone on a Friday late, and they’re 30 minutes away, and they’ll say, “I’ll wait on

bidding too low just to sell volume.

It’s important to be professional. Our trucks are bright

you.” That’s huge. That’s help from their side. It means

and lettered in hi-viz graphics, and our drivers are in

somebody has done something to help us.

clean uniforms. Even at 3 am, we are very visible and

BIGGEST CHALLENGE FOR FORT WAYNE POWER

professional.

SWEEPING COMPANY

It’s also important to have a trusting relationship with

Acquiring quality help is currently the biggest challenge.

vendors, especially your insurance agent. Pick a company

I pay more than anyone else in the sweeping industry in

with an “A” rating and an agent that helps back it up. A

this area. But the money doesn’t seem to matter.

good banking relationship is also important.

You have to be flexible. The building contractors have a

We want to build relationships of strong trust with our

lot of challenges, so we have to be flexible. But sometimes

customers, so they don’t think twice about calling us. They

people think it’s like a punch-the-clock factory job.

rely on us to be their eyes and ears. When I see something

We could grow faster. I own the machinery but can’t get

they need to know about, even if it’s not related to our

enough people to run it.

services, I’ll call to let them know. That proactive approach

NATIONAL POWER SWEEPING INDUSTRY LEADER

helps them, and it’s good for us in helping build trusting

We’re one of the founding members of the World

relationships. And, it gives me a one-on-one opportunity

Sweeping Association. The WSA was established by

to visit with them. Most customers like that.

Ranger Kidwell-Ross to build a nationwide network of

ON SUMMIT SWEEPING LEADERSHIP

power sweeping contractors, to help each other with

The owner of Summit Sweeping has built a business

issues and ideas. All peer members are committed to

on a foundation of strong relationships. From the

ethical business practices and professional operations.

unprecedented building of an entire business of his own,

3 6 NORTH AMERIC AN S WE E P E R NO V EM BER 2020

Vi si t Us

while doing his job in his employer’s truck, to having another local business owner loan him an entire fully-operational facility to operate his business in the aftermath of a devastating fire, to his countless daily examples, the relationships he serves continue to sustain his business’s success.

Mike’s thriving company grows largely by word-of-mouth advertising resulting from his exceptional commitment to service and fostering strong B2B relationships. He further serves and elevates the entire industry, adding value to all his peer businesses through the informationsharing and teaching arms of the WSA. The list of his relationship-building efforts goes on. Rarely have we heard of a more compelling

TRUE REGENERATIVE AIR SWEEPING !

Model 500x® High Side Dump

Model 600® COMDEX ® Street Sweeper

career-long series of examples of the extraordinary power of positive professional relationships.

Mike Oetting personifies what it is to succeed by cultivating genuine, mutually helpful business relationships.

Model 435® COMDEX ® Mid-Sized Street Sweeper

Model 210® COMDEX ® Parking Lot Sweeper

Our best advice, based on lessons learned from long-experienced industry expert Mike Oetting, is to think in terms of the quality of relationships you are developing, through everything you do in your business.

For more information about Summit Sweeping and Services, Inc., or to talk to Mike Oetting about the World Sweeping Association, email mike. summitsweeping@gmail.com. w w w. na sweeper.co m

Because swept is not always clean, call TYMCO. Our Regenerative Air Sweepers blast into pavement cracks with up to a 250 mph controlled jet of air, forcing up even the finest sand and particulates into a totally enclosed system — never exhausting dirty air as do vacuum sweepers. All with only a few moving parts, reducing maintenance cost and downtime.

Schedule a Demonstration Today !

1-800-258-9626 www.tymco.com

Model 600 Illustration

FROM THE PEOPLE WHO INVENTED REGENERATIVE AIR SWEEPING! N O V E M B E R 2 0 2 0 N O RT H A M E RI C A N SWEEPER 37

INDEX 1-800-Sweeper..................................................................................15 1800sweeper.com

Safety Vision........................................................................................ 6 800-851-4764 / safetyvision.com

Bucher Municipal..............................................................................13 704-658-1333 / buchermunicipal.com

Schwarze Industries Inc.......................................................... 3, 7, 34 800-879-7933 / schwarze.com

Buffalo Turbine..................................................................................14 P R O D/ buffaloturbine.com U C T W AT C H 716-592-2700

Sharpco Sweeper Shoes.................................................................... 4 313-343-4328/800-372-5007/sharpcosweepershoes.com

Carolina Enviromental Services......................................................14 800-239-7796 / cesrefuse.com Curbtender Sweeper s LLC...............................................................BC 319-266-1721 / curbtendersweepers.com Eagle Eye Tracking.............................................................................. 3 855-338-7225 Elgin Sweeper Company...................................................................27 elginregenx.com Global Sweeping Solutions................................................................ 2 909-713-1600 / globalsweeper.com KeyStone Street Sweeping Brooms................................................24 800-635-5238 / kpbrush.com Nite-Hawk Sweepers.................................................................... 6, 23 800-448-9364 / nitehawksweepers.com Oakmont Capital Services LLC.......................................................... 5 320-844-8800 / www.oakmontfinance.com

Skavin’jer Street Sweepers..............................................................21 888-652-2137 / skavinjer.com Stewart-Amos Equipment Co............................................................ 4 800-482-2302 / stewart-amos.com Street Smart......................................................................................25 888-653-6800 / streetsmartrental.com Superior Tire & Rubber Corp...........................................................10 800-289-1456 / superiortire.com Sweeper Parts Sales.........................................................................33 877-695-3060 / SweeperPartsSales.com Trinity Highway..................................................................................31 888-323-6374 / trinityhighway.com Tymco.................................................................................................37 800-258-9626 / tymco.com

Pat’s Pump & Blower........................................................................11 800-359-7867 / patspump.com

United Rotary Brush Corporation....................................................30 800-851-5108 / united-rotary.com

Prince Motors....................................................................................26 951-681-6960/ princemotorsusa.com

Well Made Manufacturing................................................................35 609-323-2655 / wellmademfg.com

The ODB Co........................................................................................39 800-446-9823 / www.odbco.com

Xpress Sweeping Inc.........................................................................38 401-523-6116 / xpresssweeping.com

Built with the Operator in Mind Easy to Operate and Maintain.

• 4 and 6 Cu. Yd High Dump Hoppers • 140 Gal. Water Capacity • Adjustable Floating Brooms • Fuel Efficient • Low Operating Costs • No CDL Required • Ease of Maintenance

Used & Demos In Stock

XPRESS SWEEPING SALES & SERVICE 401-523-6116 WWW.XPRESSSWEEPING.COM

3 8 NORTH AMERIC AN S WE E P E R NO V EM BER 2020

Vi si t Us

ODB Has the Parts to help SWEEP America !

For ALL makes and models of street sweepers!

Tennant - Elgin - Sunvac Mobil -Wayne - VacAll Vanguard - NiteHawk Schwarze - Johnston - Tymco OLD DOMINION BRUSH COMPANY

COAST to COAST

BRUSHES, BROOMS & SWEEPER PARTS DEBRIS COLLECTION SYSTEMS

BROOMS Wafers Main Brooms Gutter Brooms

PARTS

Rollers

Conveyor Belts

Impellers

Rubber Runners

Splice Kits

Drive Sprockets

Skid plates

and much more...

COAST to COAST

www.odbco.com CALL 800-446-9823 Today! w w w. na sweeper.co m Alamo Group

Replacement Parts for all makes and models of street sweepers Johnston, Elgin®, Tymco®, Tennant®, Wayne, etc..

N O V E M B E R 2 0 2 0 N O RT H A M E RI C A N SWEEPER 39 052419 TMT

the path is always clear High performance, durable products that offer customers a lower total cost of ownership.

the

sentry a sweeper with standards as strong as your own the sentry regenerative air sweeper uncommonly high standards

Under CDL platform with over CDL performance. Incab control of gutter broom speed, pressure, and angle.

Hopper and fan are made entirely of HardoxÂŽ 450 abrasion resistant steel designed to stand up to the abuse of debris.

Crescent shaped pick up head funnels debris to the center of machine. On-screen diagnostics keep information at your finger tips and makes it easier to maintain your sweeper.

PHONE: 4 0 NORTH AMERIC AN(319) S WE 266-1721 E P E R NO V EM BER 2020

701 PERFORMANCE DR. CEDAR FALLS, IA 50613

www.curbtendersweepers.com Vi si t Us