Gaston Electrical

GASTON ELECTRICAL CONSTRUCTION

2 | North America Outlook Issue 31

P OW E R I N G F O R WA R D : UPHOLDING T H E L E G AC Y As Gaston Electrical embarks on a pivotal journey of transition and growth, President and CEO Jim Reen discusses leadership changes, innovative practices, and the seamless integration of resources with a notable industry leader Writer: Rachel Carr | Project Manager: Michael Sommerfield

W

hen we last spoke to Gaston Electrical (Gaston) in 2023, the company was focused on advancing its building information modeling (BIM), design, and prefabrication processes.

Today, Gaston continues along this path of progress and has recently undergone a team restructure, with long-term company leader Jim Reen ushering in an exciting new chapter as President and CEO. “In March last year, John Sullivan was hired as our new CFO, and by September, he and I worked together on how we would like to structure the company after Bill and Mike Weber retire,” opens Jim Reen, President and CEO.

2024 was another strong year for Gaston. In the fall, Reen was informed that the dynamic Weber duo would be retiring at the end of July 2025.

Impressively, the brothers were the third generation of the family to be at the helm of Gaston since the company was founded in 1934.

Due to their devotion and determination, Gaston grew to become one of the largest electrical, low-voltage, and fire alarm contractors in New England, resulting in its successful sale to EMCOR, a Fortune 500 company that provides mechanical and electrical construction, industrial and energy infrastructure, and building services in the US and UK. North America Outlook Issue 31 | 3

GASTON ELECTRICAL CONSTRUCTION

“While John oversees our accounting and purchasing teams, he has been instrumental in training our project managers on accounting principles, which will only serve to make us better,” Reen adds.

“Q4 2024 was busy and an exciting time for me professionally! I met with Bill, Mike, and the EMCOR team – who were easy to work with – to discuss the succession plan, and I was promoted to President and CEO as the new year began.

“We will certainly miss the leadership and camaraderie of the Weber family; they did a great job in setting this company up to succeed,” Reen shares.

Following the brothers’ departure, Gaston redesigned its organizational chart so that teams report up to streamline communication and close any gaps.

This ensures that the company has efficiently coordinated infrastructure to continue delivering best-in-class services, quality workmanship, safety practices, and reliability.

NAVIGATING CHANGE, EMBRACING GROWTH As Reen reflects on the transition from a family-owned business to becoming part of EMCOR, he notes that initially, the company was facing a new, uncharted future; however, he quickly realized that being part of EMCOR presented tremendous opportunity.

“EMCOR genuinely embodies its values of ‘mission first, people always’. The leadership transition went very smoothly, primarily because the Webers managed Gaston by developing and implementing industry best practices,” Reen outlines.

During the EMCOR integration, Tim Reen was promoted to Vice President of Construction Operations, with project managers, the field team, and the Director of Design and Productivity reporting to him.

Meanwhile, Brian Jasinski was 4 | North America Outlook Issue 31

HOW DO YOU MANAGE RELATIONSHIPS WITH YOUR VENDORS AND SUPPLIERS TO MAINTAIN CONTROL OF THE SUPPLY CHAIN AND ENSURE THEY ALIGN WITH GASTON’S CORE VALUES? Jim Reen, President and CEO: “We consider our vendors key business partners. Many of our main material suppliers have worked with us for decades and know what it takes to provide excellent service and the products we need to keep our customers happy. Ultimately, it’s about working as a team and executing plans together.

“Our parent company, EMCOR, believes that each business, like Gaston, should decide how to construct its supply chain model to best meet the needs of its respective business.

“We utilize strategic sourcing techniques, data analysis, and key performance indicators (KPIs) when reviewing our supply chain to ensure we are receiving the best products, service, and delivery while maintaining competitive pricing.”

promoted to Vice President of Preconstruction and Business Development, where he oversees the Estimating Department, Marketing, and Business Development efforts.

Previously, Bill and Mike took the lead on handling the majority of estimating as well as managing budgets and interacting with customers, and Tim focused more on the day-to-day operations, making Jasinski an ideal fit for his new role.

John Buckley was promoted to Vice President of Gaston’s busy Service Division. He was the Department Manager and reported to Reen previously; now, he is solely responsible for the day-to-day and financial aspects of his growing division.

Being part of EMCOR has significantly shaped and enriched the strategic direction of Gaston, infusing it with innovative approaches and a broader perspective that enhances its operational effectiveness and competitive edge.

“We have all the resources we need, and the team at EMCOR is always there to help share knowledge and leads. They care about their people, and safety is their number one priority,” Reen states.

“Having been with Gaston for the past 37 years, I find it beneficial to see how other electrical companies within EMCOR operate, and we constantly share knowledge and lessons learned, among other things.”

HARNESSING INNOVATION FOR SAFETY AND EXCELLENCE Gaston is implementing innovative technologies and systems to enhance safety and efficiency in its projects.

These advancements not only improve operational capabilities but have also become a key differentiator for the company as a leader in the industry.

For instance, Gaston recently introduced KPA Flex – a safety management software that houses job hazard analysis (JHA), safety data

sheets (SDS), and safety training.

“We also implemented a risk management committee comprising field personnel at multiple levels of experience, including apprentices, journeyman, and foremen, along with project managers and project executives,” comments Reen.

“They meet with our safety representatives monthly. We have also introduced daily huddle boards as we continually seek ways to improve.

Furthermore, we have scheduled our field leaders for Safety Trained Supervisor Construction® STSC® training in the fall.”

“A S L E A D E R S , O U R P R I M A R Y F O C U S I S T O C R E AT E A N E N V I R O N M E N T W H E R E O U R E M P LOY E E S C A N T H R I V E A N D E XC E L I N THEIR WORK” – J I M R E E N , P R E S I D E N T A N D C E O, G ASTO N E L E C T R I C A L

Gaston applies meticulous attention to detail, both in safety standards and daily operations.

Indeed, the company incorporates the ‘white glove effect’ into its service delivery by going above and beyond to ensure that every aspect of the

customer experience is handled with exceptional care and diligence.

“I think where we add the most value is meeting with the customer, taking care of their immediate needs, and then reviewing the situation to meet their requirements.

North America Outlook Issue 31 | 5

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CUSTOM JOBSITE DELIVERIES We don’t rely on third party logistics so we can offer fast, flexible delivery options even to residential areas. Our fleet stands ready to bring you what you need. When you request kitting, we’ll deliver complete projects to your jobsite ready to build.

PANELBOARD ASSEMBLY SERVICES Our Panelboard Assembly Services team delivers precision, reliability and top-tier support for your electrical distribution needs.

• Assembled Distribution and Lighting Panelboards: Custombuilt to meet your specifications, ensuring safe and efficient power distribution.

• Enclosed Circuit Breakers: Designed for durability and protection, our enclosed breakers are ideal for a wide range of applications.

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NAVIGATING SOLAR INCENTIVES Does navigating local or federal solar incentive programs slow you down?

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SOLAR KITTING We can kit and supply your complete bill of materials via our user-friendly digital sales platform so you can focus on installing, not shopping.

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GASTON ELECTRICAL CONSTRUCTION

“We explain how preventive maintenance can help prevent an issue from occurring, and now conduct infrared (IR) scanning for customers, which can pinpoint potential problems in the future.”

However, while Gaston focuses on proactive measures, the sector is currently facing significant challenges that need to be addressed.

“Material escalation and tariff uncertainty are the biggest difficulties right now. Labor also presents a necessary challenge, as our region is experiencing a significant number of skilled and experienced individuals retiring. We must ensure that the next generation of leaders is prepared and trained to lead effectively, building our backlog responsibly to sustain our workforce,” Reen declares.

GASTON PROJECT OVERVIEW Phillip and Susan Ragon Building Project at Massachusetts General Hospital – electrical construction/podium fit-up phase – including patient care, specialty procedure, and operating room facilities • 1.5 million square feet (sqft) of space.

• $1.9 billion total cost.

• Five continuous podium-level floors above street level.

• Two inpatient towers.

• Six below-ground levels for parking and support services.

• 482 new private single-bed rooms.

• 23 cardiovascular operating and interventional procedure rooms.

• 100 infusion bays.

• 120 exam rooms.

• 13 imaging modalities.

FORTIFYING THE FUTURE

• 864 parking spaces.

With a heritage spanning more than 90 years, Gaston recognizes its leadership team and committed employees, as their collective efforts have been instrumental in shaping the company’s success and reputation in the region.

“As leaders, our primary focus is to create an environment where our employees can thrive and excel in their work. It’s essential that we empower them to take ownership of their projects and make meaningful contributions. To achieve this, Gaston must ensure that its policies and processes are not only aligned but also transparent, so that everyone is well-informed and aware of their significance within the organization,” Reen tells us.

With the recent leadership changes, it is even more crucial for the company to keep the team informed and engaged, fostering a culture of open communication and recognition.

“My job is to make sure everyone

• 566 bicycle parking spaces.

• 46,000 sqft of public space.

FM Global’s Norwood Campus R&D Center – electrical construction/core and shell and fit-up • Four-story, 320,000-sqft complex.

• Advanced research laboratories and corporate offices, alongside a new 930space parking garage and outdoor spaces.

• Heavy use of prefabrication to reduce construction time, minimize waste, and enhance project speed.

• High-performance façade to reduce energy loss.

• 100-percent electric-powered building including 221 geothermal wells, reaching depths of 605 feet.

Commonwealth Fusion Systems’ SPARC – electrical construction/core and shell and fit-up • On a 47-acre campus in Devens, Massachusetts, Commonwealth Fusion Systems (CFS) is collaborating with the Massachusetts Institute of Technology (MIT) to develop clean fusion energy technology.

• CFS’s SPARC facility will demonstrate the viability of fusion as a commercial energy source using a compact high-field tokamak device that generates more energy than it consumes.

• This project not only supports the goal of carbon-free energy but also creates jobs and stimulates economic growth in the area.

10 | North America Outlook Issue 31

“ I T H I N K W H E R E W E A D D T H E M O S T VA L U E I S M E E T I N G W I T H T H E C U S T O M E R , TA K I N G C A R E O F T H E I R I M M E D I AT E N E E D S , A N D T H E N R E V I E W I N G T H E S I T U AT I O N T O M E E T THEIR REQUIREMENTS” – J I M R E E N , P R E S I D E N T A N D C E O, G ASTO N E L E C T R I C A L

knows what’s being asked of them and to keep them informed.

Communicating their value should be a top priority; people need to feel acknowledged and appreciated for their efforts,” clarifies Reen.

Anchored by its commitment to excellence and innovation under Reen’s leadership, the strategic restructuring not only ensures a smooth transition of leadership but also empowers existing staff to step into important roles, fostering a culture of growth and opportunity.

“I want to emphasize to our team that with Bill and Mike moving on,

employees within the company will have the opportunity to step into leadership roles. It’s the responsibility of the executive and senior leadership team to ensure that we have the next leaders ready when they are needed.

This gives everyone the ability to look forward to upward mobility without financial restraints,” Reen concludes.

As Gaston continues to evolve and adapt, it is set to maintain its legacy of high-quality service while embracing new challenges and opportunities that lie ahead, strengthening its position as a vanguard of the electrical contracting industry.

Phone: 781.255.8881 twest@gastonelectrical.com

www.GastonElectrical.com

North America Outlook Issue 31 | 11

Phone: 781.255.8881 twest@gastonelectrical.com www.GastonElectrical.com

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