North America Outlook - issue 17

INGLETT & STUBBS LLC

Providing electrical services for commercial, industrial, and institutional buildings for seven decades

BELTRAIDE

The investment agency making Belize a Central American hub for trade and economic potential

AIR TRANSAT A.T. INC

Advancing North American air travel

As deathcare undergoes a technological transformation, Mel Payne, CEO and co-Founder of Carriage Services, provides insight into an industry where compassion is key

“Proud to be Digital”

For over a decade, our portfolio of in-house magazines has been lovingly produced, printed, and distributed to our esteemed subscribers across the globe from our headquarters in the UK.

But now we are moving with the times, adopting a digital-first approach by producing online-only publications. A major factor in this decision is to minimize our environmental footprint, reducing the carbon emissions involved in the logistics of print magazine distribution and the resources required therein.

Going forward, we will provide print orders of any magazine in-line with the requests of our featured companies, subscribers, and conference & expo partners.

Please get in touch for a print-on-demand quote or visit our website to find out more.

“We always planned that when our digital subscribers consistently accounted for 85% of our total magazine subscribers, we would cease printing our publications in-line with our environmental and sustainability goals.”

– Ben Weaver, CEO, Outlook Publishing Ltd

EDITORIAL

Editorial Director: Phoebe Harper phoebe.harper@outlookpublishing.com

Senior Editor: Marcus Kääpä marcus.kaapa@outlookpublishing.com

Editor: Jack Salter jack.salter@outlookpublishing.com

Editor: Lucy Pilgrim lucy.pilgrim@outlookpublishing.com

Junior Editor: Ed Budds ed.budds@outlookpublishing.com

Junior Editor: Rachel Carr rachel.carr@outlookpublishing.com

PRODUCTION

Production Director: Stephen Giles steve.giles@outlookpublishing.com

Senior Designer: Devon Collins devon.collins@outlookpublishing.com

Designer: Sophs Forte sophs.forte@outlookpublishing.com

Junior Designer: Louisa Martin louisa.martin@outlookpublishing.com

Production Assistant: Megan Cooke megan.cooke@outlookpublishing.com

Digital Marketing Manager: Fox Tucker fox.tucker@outlookpublishing.com

Social Media Executive: Bria Clarke bria.clarke@outlookpublishing.com

Web Editor: Oliver Shrouder oliver.shrouder@outlookpublishing.com

BUSINESS

CEO: Ben Weaver ben.weaver@outlookpublishing.com

Managing Director: James Mitchell james.mitchell@outlookpublishing.com

Sales Director: Nick Norris nick.norris@outlookpublishing.com

Commercial Director: Joshua Mann joshua.mann@outlookpublishing.com

REGIONAL DIRECTOR

Tom Cullum tom.cullum@outlookpublishing.com

PROJECT MANAGERS

Felix Revell felix.revell@outlookpublishing.com

Lauren Robinson lauren.robinson@outlookpublishing.com

Louis Locke louis.locke@outlookpublishing.com

Michael Sommerfield michael.sommerfield@outlookpublishing.com

Scarlett Burke scarlett.burke@outlookpublishing.com

Yamin Khan yamin.khan@outlookpublishing.com

HEADS OF PROJECTS

Callam Waller callam.waller@outlookpublishing.com

David Knott david.knott@outlookpublishing.com

Deane Anderton deane.anderton@outlookpublishing.com

Eddie Clinton eddie.clinton@outlookpublishing.com

Ryan Gray ryan.gray@outlookpublishing.com

Thomas Arnold thomas.arnold@outlookpublishing.com

TRAINING & DEVELOPMENT MANAGER

Marvin Iseghehi marvin.Iseghehi@outlookpublishing.com

SALES & PARTNERSHIPS MANAGER

Donovan Smith donovan.smith@outlookpublishing.com

SALES MANAGERS

Alfie Wilson alfie.wilson@outlookpublishing.com

Krisha Canlas krisha.canlas@outlookpublishing.com

ADMINISTRATION

Finance Director: Suzanne Welsh suzanne.welsh@outlookpublishing.com

Finance Assistant: Suzie Kittle suzie.kittle@outlookpublishing.com

Finance Assistant: Victoria McAllister victoria.mcallister@outlookpublishing.com

CONTACT

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The Bare Necessities

Welcome to our 17th issue of North America Outlook. In this edition, we speak to some fascinating companies delivering the fundamental cornerstones of modern life in an innovative and future-facing way.

A recognized leader in electrical construction, Inglett & Stubbs LLC has been keeping the lights on across Atlanta since 1954. Providing electrical services for commercial, industrial, and institutional buildings, we shine a light on how the company has established itself as a permanent fixture of the North American construction industry.

“Our goal is to provide speed to market while ensuring the highest quality service for our customers,” shares Inglett & Stubbs LLC’s President, Miller Chalk, in our exclusive interview.

Elsewhere, in the food and beverage space, we spotlight some of the sector’s most exciting innovations delivering fuel for life fit for the modern age. One such example is Atlantic Sapphire, the South Florida-based company reinventing the historic tradition of salmon fishing in the Atlantic Ocean with environmentally friendly farming methods.

For a futuristic food mission, read our feature covering the joint efforts of NASA and the Canadian Space Agency, as they seek to provide sustainable food systems for long-duration space flights that will also be used here on Earth. Meanwhile, we delve into a burgeoning frontier of food production that represents the dynamic combination of sustainability and biotechnology as MycoTechnology harnesses ground-breaking research into mushroom fermentation.

Finally, turning from the vital sustenance of life to its one inevitable certainty, we speak with Carriage Services – a leading provider of professional funeral and cemetery services – as it embraces the latest digital deathcare innovations. Co-Founder, CEO, and Chairman of the Board, Mel Payne, shares his thoughtful insight into an industry founded on compassion.

“The customer-centric approach is at the heart of Carriage Services, and we are building all our processes around it. We leverage digital transformation principles and apply them to the customer journey, and it consciously revolves around wowing our clients.”

We hope that you enjoy your read.

Phoebe Harper Editorial Director, Outlook Publishing

168 Air Transat A.T. Inc

Evolving Canadian Aviation Advancing North American air travel

180 United Ground Express

A New Destination

The vital connection to the success of over 55 airports

180

FOOD & BEVERAGE

190 Chicken N Pickle

Food and Fun on the Court Serving up the thrill of pickleball

198 Atlantic Sapphire Spearheading Salmon Sustainability Promoting environmentally friendly salmon farming across the world, from South Florida

204 Southwest Electric Co. Modern

Around North America in seven stories…

THE LUNAR THE BETTER FOR SPACEX

ELON MUSK STILL envisions success for SpaceX and its Starship rocket later this year, despite the mega-rocket spectacularly exploding seconds after departing its launch pad last month.

During a subscribers-only interview on Twitter, the bold tech billionaire spoke candidly about the shortcomings and highlights of the launch. In the face of this setback, Musk expects SpaceX to spend around $2 billion on the Starship rocket in 2023.

Claiming that the outcome was roughly as expected, Musk expressed his belief of an 80 percent probability that Starship will reach orbit in 2023, and that the chances are even higher for next year.

Since the launch, he has remained optimistic about trying again in six to eight weeks, as SpaceX continues to work on multiple Starship prototypes.

COMPENSATION DEBATE STILL UP IN THE AIR

PRESIDENT JOE BIDEN is aiming to implement new compensation rules for airline passengers who have been severely impacted by flight delays or cancelations.

This proposed initiative would require airlines to compensate travelers beyond a ticket refund if the carrier is deemed directly responsible for the disruption to their journey and could also stretch to covering food and hotels in the case of people becoming stranded.

Unveiled alongside the slogan “holding airlines accountable”, this rule would, for the first time in US

history, demand that all airlines reimburse both initial travel costs and bonus expenses.

This ambitious announcement is part of a broader strategy from the Biden administration to intervene on behalf of consumers around a multitude of current issues including resort fees and airline seating policies.

FORD FLEXES ITS MUSCLES WITH NEW TRUCK

IN DETROIT, FORD Motors has unveiled the latest addition to its growing muscle truck franchise, the Ranger Raptor. A midsize pickup with a 405-horsepower engine and suspension designed for racing across the desert, the Ranger Raptor, and the rest of the new generation of Ford Ranger pickups, will launch fully in North America later this year.

This new vehicle illustrates how established automakers are starting to refocus their combustion vehicle lines towards more powerful, higherprofit models as regulators continue to clamp down on carbon emissions.

For Ford, the Ranger Raptor is part of a broader strategy to develop performance variants of its most popular vehicles. These variants share 80 percent of the parts of the basic truck or SUV, but can guarantee a 30 percent higher profit margin on average over the cost of assembly.

At present, Ford uses profit from combustion vehicles to subsidize losses on its electric models.

NO CONSOLE-ATION FOR NINTENDO

NINTENDO HAS REPORTED a drastic fall in profitability and revenue across the last 12 months in the US, impacted heavily by a drop-off in sales of its flagship Switch console.

Suffering a 5.5 percent year-on-year dip at present, Nintendo is experiencing the decline of an aging console with the Switch, which has been on the market for six years, culminating in fears that the product has peaked.

The company has now twice slashed its American-based sales forecast after further setbacks, despite attempts to refresh the

DRASTICALLY UNENTHUSIASTIC FOR PLASTIC

DISPOSABLE E-CIGARETTES

ARE becoming a growing problem in Canada, as they have been identified as a major environmental liability.

The nation is attempting to meet the ambitious goal of zero plastic waste by 2030 and plans to introduce a ban on single-use plastics such as grocery bags and straws. However, plastic disposable e-cigarettes are thwarting these efforts as the vaping industry, which produces millions of such devices a year, is yet to identify a method of recycling them effectively.

As well as plastic, disposable vapes contain rechargeable lithium-ion batteries and toxic metals that can seep harmfully into the environment when littered and are currently nonrecyclable, contributing to the more

console with a handheld upgrade and screen improvements.

In contrast, rival Sony reported an all-time high profit for the last tax year. The company sold a record breaking 19.1 million PlayStation 5

EDUCATION

REBOOTING THE FUTURE OF

EDUCATION

ARTIFICIAL INTELLIGENCE

(AI) is primed to heavily impact the entire American education system as experts predict that ground-breaking technology in the field could usher in a new model to produce more efficient and relevant students within the workforce.

While many critics have argued that embracing AI will exacerbate cheating or hinder critical thinking, many more believe it’s necessary to train students to set them up for future success.

According to David Espindola, a digital technology entrepreneur and author, the landscape is ready to be disrupted and he considers the current educational system to be broken and outdated.

With everyone from major tech companies to small start-ups announcing new technological implementations on a near-daily basis, Espindola believes these swift advances will quickly lead to some knowledge currently being taught in schools to become obsolete.

FOOD & BEVERAGE

BUN VOYAGE FOR NEW SUPERHERO WHOPPER

BURGER KING IS launching a Spider-Man themed Whopper to its menu this week.

Despite the chain announcing it would close more than 400 US stores last week, Whopper sales are up and its share price has risen to an all-time high.

than 50 million tons of electronic waste generated globally each year, according to the UN.

The Canadian vaping industry works with waste management company, TerraCycle to recycle used e-cigarettes, empty vapes and nicotine cartridges, but currently requires consumers to return the devices to specialized vape stores or send them in the mail.

The superhero themed burger will coincide with the release of the upcoming ‘Spider-Man Across the Spider-Verse’ movie, out next month.

The new Whopper is very similar to the original, classic incarnation, except it’s sandwiched between a red bun spotted with black sesame seeds. It will be available at participating restaurants across the US from 15th May through to 21st June.

The US is one of the top 10 chocolate-consuming countries in the world, with the average American consuming approximately 4.5 kilograms (kg) of chocolate annually1.

Despite this, many Americans do not realize that our favorite confectionery comes from the cacaofruit.

Traditionally, the cacaofruit has been harvested for its seeds to use in the manufacture of chocolate. However, the seeds represent only about 30 percent of the fruit, with the remaining pulp and peel discarded once the beans have been harvested, amounting to as much as 10 million tons of waste a year.

Figures show that the average American family wastes nearly $2,000 worth of food a year2. Food waste is central to some of the key

Preventing food waste is the single most effective solution to reduce global warming.

Sylvie Woltering-Valet, Head of Marketing at Cabosse Naturals, highlights cacaofruit as one of the most impactful fruits to fully upcycle

Written by: Sylvie Woltering-Valat, Head of Marketing, Cabosse Naturals

challenges facing the world today, including hunger and poverty, climate change, health and well-being, and the sustainability of agriculture and oceans.

It is also a waste of the energy needed to grow, harvest, process and cook food, and waste in landfill can additionally cause methane emissions, a potent greenhouse gas3

Reducing food waste is therefore

the single greatest way of fighting climate change, and a key contributor to the rise in food upcycling. Around the world, about 30 percent of all food, 50 percent of all fruit and vegetables and 70 percent of all cacaofruit goes to waste yearly.

If harvested cacaofruit was used to its fullest, including its pulp and peel, it would reduce the same amount of CO2 as planting 3.5 billion trees per year –that’s an area bigger than Texas and Kansas combined.

UPCYCLING CACAOFRUIT

Cabosse Naturals – the global expert in cacaofruit – has started to upcycle this largely undiscovered fruit, creating a range of high quality, 100 percent natural pure cacaofruit ingredients to be used in food manufacture from its waste.

The range unleashes the full power of the cacaofruit by making use of its beans, its dense peel and its fresh and fruity pulp and juice.

Cabosse Naturals is a brand by Barry Callebaut, the world’s leading chocolate manufacturer, responsible for one in five of all chocolate and cocoa creations consumed worldwide. We have unlocked a new food and drink category with cacaofruit juice, pulp, concentrate and powder, which can be used in a variety of ways in food and drink manufacture.

We are playing our part in igniting change, helping brands and artisans to create new products which contain upcycled cacaofruit ingredients and empower consumers to make a positive impact with their everyday purchases.

Some pioneering US retailers and brands have already seized the trend, including BevCacao, which is made with Cabosse Naturals’ upcycled certified cacaofruit and sold online at Walmart. BevCacao is a functional

Cabosse Naturals predicts more new products containing ingredients from upcycled cacaofruit will soon launch in the US.

NATURAL RICHNESS

Just like an apple or orange, the cacaofruit has its own uniquely fruity taste, but few people know anything about it, let alone have tasted it.

The cacaofruit’s zesty signature flavor is deliciously refreshing and brings complex notes and natural sweetness to ingredients that are very versatile and can be found in a number of consumables, including drinks, ice cream, dairy products, confectionery and snacks.

We have worked on an innovative and unprecedented upcycling supply chain for years to harness the natural richness of this delicious but largely unknown fruit, of which about 14 million tons is harvested around the world.

The journey of the cacaofruit starts in farms in the tropical regions around the Equator. Once ripe, the cacaofruit is harvested by hand, cleaned and opened to remove the seeds from the fresh pulp.

As soon as the cacaofruit is opened, its pulp is immediately pressed into juice to preserve its fresh aromas, then filtered, gently pasteurized and concentrated to obtain the cacaofruit juice concentrate. The juice makes a refreshingly fruity base for a large range of functional beverages, ready to drink teas, coffees and even beers and kombuchas. It has a light-yellow color with a fruity scent, naturally contains magnesium and potassium, and is a good source of antioxidants, bringing a deliciously exotic flavor to drinks.

Characterized by its golden-brown color and a fruity honey scent, the concentrate is 100 percent pure and free from sweeteners, additives and preservatives, and caters to growing consumer demand for products and ingredients which are kinder to the environment.

ABOUT THE EXPERT

Sylvie WolteringValat is Head of Marketing of the global cacaofruit expert Cabosse Naturals, a brand by Barry Callebaut. In her current role, she is passionate about driving the evolution towards tasty and nutritious food and drinks that also do good for the planet and its people.

Sylvie has over 20 years of experience in marketing at various food and beverage and cosmetics companies such as Cadbury, Schweppes, L’Oréal and General Mills, before joining the world’s leading manufacturer of high-quality chocolate and cocoa products in 2016.

During this period, her responsibilities extended from strategy, innovation and communication, through to brand activation and commercialization.

Sylvie received her master’s degree in management at the Grenoble Graduate School of Business and did a specialization in marketing and sales.

https://www.barry-callebaut.com/en/ manufacturers/cabosse-naturals

1. World Population Review

2. U.S. Department of Agriculture’s National Household Food Acquisition and Purchase Survey

3. World Food Programme

COSMETICA LABORATORIES

FRESH FROM THE LAB

Trend trailblazers in custom cosmetic development and manufacturing, Cosmetica Laboratories creates awardwinning products from the ground up for the world’s most renowned beauty brands

Writer: Ed Budds

Driven by mindful innovation and guided by its strategic imperatives to remain the beauty industry’s partner of choice, Cosmetica Laboratories (Cosmetica) is globally recognized for unparalleled quality, operational excellence and sustainability.

With a highly personalized approach to cosmetic development and manufacturing, Cosmetica posesses a passion for unconventional beauty, which is channelled into the company’s iconic products that disrupt the industry status quo.

We find out more with Alessandro Mendes, Cosmetica’s Vice President of Research and Innovation.

North America Outlook (NA): Could you introduce us to Cosmetica?

Alessandro Mendes, Vice President of Research and Innovation (AM): Cosmetica is a 30-year-old innovation house and cosmetic manufacturing company, developing breakthrough beauty products for the world’s most iconic brands. We have two laboratory formulation facilities in Toronto and Los Angeles, with all manufacturing housed within two plants in Toronto, now with over 600 employees.

As a company, we specialize in research, development, and manufacturing of color cosmetics, skin, hair and personal care products. Our goal is to create innovative, high-quality products through proficient execution and superior service, driving positive change and improvements to the social, economic and environmental well-being of our business, employees, clients, and community.

NA: What is the role of technology and automation in helping to ensure reliability and consistent data analysis in cosmetic trends?

AM: With the vast amount of data available in the cosmetics industry,

technology helps streamline the collection and analysis process, providing insights into consumer preferences and behavior that would otherwise be difficult to obtain. This is highly valuable to our clients as they plan and forecast product innovations for their customers. In addition, the use of artificial intelligence (AI) and machine learning (ML) continues to grow in our industry. These new tools can analyze vast amounts of data to identify trends and patterns, helping companies make data-driven decisions when it comes to product development and marketing. For instance, research and innovation (R&I) laboratories in our industry have been adopting predictive models for stability, compatibility and other tests leveraging historical data and AI.

NA: Can you tell us about the company’s internal innovation showcase?

AM: Cosmetica works with the most innovative ingredient and component suppliers to develop cutting-edge products. The company’s teams are constantly exploring new and emerging ingredients and technologies to create innovative textures and high-performance color cosmetics and skincare products. By partnering with top suppliers, Cosmetica can leverage the latest

advancements in ingredient technology to create products that meet the needs and expectations of clients. This includes using natural and sustainable ingredients, as well as incorporating new technologies that improve the performance of the products.

In addition to using innovative ingredients, Cosmetica also prides itself on developing innovative textures. This includes lightweight and breathable formulations for skincare, and long-lasting and highly pigmented formulas for color cosmetics.

NA: What is your take on the industry in North America at the moment?

AM: Overall, the cosmetics industry in North America is experiencing significant growth and is expected to continue to do so in the coming years. The industry is becoming increasingly competitive, with companies seeking to differentiate themselves through innovation, sustainability, and technology-driven marketing.

It is an exciting space to be working in as the current competitive business landscape provokes industry professionals to challenge the status quo.

One of the key trends in the industry is a growing demand for natural and sustainable products. Consumers are becoming increasingly aware of the impact that their purchasing decisions have on the environment and are seeking out products that are eco-friendly and free from harmful ingredients. This has led to a rise in the number of natural and organic cosmetics brands in the market.

Another trend concerns the use of technology and data-driven marketing. Companies are leveraging social media platforms and influencer marketing to reach consumers and build brand awareness. They are also using data and analytics to understand consumer preferences

Alessandro Mendes

and purchasing behavior, which is helping them to develop more targeted marketing campaigns and product offerings. In general, the North American cosmetics industry is seeing a rise in the popularity of skincare products, driven by the increasing cultural shift to focus on health and wellness. Consumers are prioritizing self-care and are seeking out products that provide not just cosmetic benefits, but also health and wellness benefits.

In the color cosmetics sector, we are continuing to see the rise of inclusivity and diversity reflected in brands’ product offerings. Consumers are demanding a wider range of shades and products that cater to a variety of skin tones and types and as a result, many brands are responding to this by expanding their shade ranges and creating products that are specifically formulated for different skin types.

NA: How did the COVID-19 pandemic affect the industry?

AM: As we all know, the COVID-19 pandemic initially led to widespread lockdowns and restrictions on social gatherings, which resulted in a decrease in demand for makeup and other cosmetics products as consumers spent more time at home.

The color cosmetics sector was particularly hard hit, as consumers were no longer attending events or going out as much, which resulted in a

decrease in demand for products such as lipstick and foundation. In addition to the shift in consumer habits, many makeup brands also experienced disruptions in their supply chains, which led to delays in product launches and reduced levels of production.

On the other hand, the skincare sector experienced a boost in demand as consumers shifted their focus to self-care and home-based beauty routines. With more people working from home and spending more time indoors, consumers were more interested in maintaining their skin health, leading to increased sales of skincare products such as cleansers, moisturizers, and serums. Overall, the cosmetics industry has seen a gradual

recovery from the fallout of the COVID-19 pandemic. With the easing of restrictions in many countries, there has been an increase in demand for cosmetics products across all sectors.

NA: What would you say is the ‘defining difference’ with Cosmetica as a contract developer?

AM: The defining difference with Cosmetica as a contract developer of formulas, components, and solutions lies in our focus as a company on innovation, quality, and customization. The company is committed to staying ahead of trends and constantly pushing the boundaries of what is possible in cosmetics and skincare formulation.

This commitment to innovation allows us to create unique and high-performing products that not only meet, but exceed the needs of our clients and their customers. Secondly, Cosmetica has a strong focus on quality. The company uses only the highest quality ingredients and components in its formulations and adheres to strict quality control processes to ensure that its products meet the highest standards of safety and efficacy.

Finally, we work closely with our clients to understand their unique needs and create customized formulations and solutions. Whether it’s creating a new product from scratch or reformulating an existing

“BY CONTINUING TO PRIORITIZE INNOVATION, CUSTOMIZATION, AND SUSTAINABILITY, COSMETICA CAN POSITION ITSELF AS A LEADING PROVIDER OF HIGHPERFORMANCE COSMETICS AND SKINCARE PRODUCTS IN NORTH AMERICA AND BEYOND”

– ALESSANDRO MENDES, VICE PRESIDENT OF RESEARCH AND INNOVATION, COSMETICA LABORATORIES

This commitment to innovation allows Cosmetica to create unique and high-performing products

product, Cosmetica has the expertise and flexibility to deliver customized solutions that meet the needs of our clients.

NA: How does your relationship with vendors play into your sustainability initiatives?

AM: Vendors play a crucial role in our business, providing the raw materials, components, and packaging that go into the products we develop. By working closely with our vendors, Cosmetica can ensure that we are sourcing sustainable materials and reducing our environmental footprint. As a company, Cosmetica prioritizes vendors that have sustainable practices and certifications. For example, 100 percent of our palm derived raw materials are Roundtable on Sustainable Palm Oil (RSPO) certified. In addition, our Ecovadis certification is another way to promote sustainability in our

processes, as a platform that provides sustainability ratings and assessments for companies across different industries. By obtaining an Ecovadis certification, a company can demonstrate its commitment to sustainability and responsible business practices to its customers, investors, and other stakeholders.

NA: What do the next 12 months look like for the company?

AM: Cosmetica will continue to grow, leveraging the relationships with existing clients to identify new opportunities, as well as actively seeking out new clients in the cosmetics industry. Our growth strategy will be driven by our two innovation sites, in Los Angeles and Toronto. These sites are equipped with state of the art facilities and staffed by a team of experienced scientists and industry experts who specialize in developing innovative cosmetic and skincare products.

By continuing to prioritize innovation, customization, and sustainability, Cosmetica can position itself as a leading provider of highperformance cosmetics and skincare products in North America and beyond.

In terms of product development, Cosmetica will continue to focus on developing innovative, highperformance color cosmetics and skincare products that meet the evolving needs of consumers. Over the next 12 months, this could involve identifying new trends and opportunities in the market, as well as working closely with clients to create customized solutions that meet their specific requirements.

And finally, from a sustainability perspective, Cosmetica will continue to prioritize initiatives that reduce its environmental impact and promote more sustainable practices throughout its supply chain. This is a core value of our company and will continue to be a primary focus.

HARNESSING THE FIFTH KINGDOM

Through the process of mushroom mycelial fermentation, MycoTechnology is at the cutting edge of the food and beverage industry with the advanced combination of food sustainability and biotechnology

Writer: Lucy Pilgrim

As titans of the food fermentation and protein alternatives sector, MycoTechnology is tackling the predominant issues of the food and beverage industry: taste, nutrition, sustainability, and food security.

FUTURISTIC FUNGI

MycoTechnology is world renowned for its work in creating unqiue ingredients, tastes, and textures. FermentIQ™, derived from mycelial fermentation, is used to manipulate plant proteins to improve the taste, texture, and nutritional value of plant-based ingredients to be more competitive with animal counterparts. Additionally, ClearIQ™, also obtained from mycelial fermentation, helps reduce off-notes, enhance desirable notes, and optimize flavor profiles. MycoTechnology use a specific proprietary fermentation proccess that is targeted to create ideal characteristics of flavor and texture.

As humble members of the fungi kingdom, mushrooms obtain energy externally, unlike the internal energy consumption of humans. Fungi secrete a variety of powerful enzymes into the external environment and then absorb these predigested foodstuffs back into their cells. It is then the job of the enzymes to break down organic matter into simpler nutrients, such as sugars, nitrates and phosphates, which is all controlled by the mycelia.

In non-scientific terms, the mycelia are the engine of the mushroom. In more natural environments, the mycelia’s role is to cleanse the forest floor of toxins and indigestible matter. Additionally, the mycelia also provide nutrients for the surrounding plants to maintain the forest’s ecosystem.

As the lifeblood of the mushroom, the mycelia can easily adapt to its surrounding environment. As a result, certain mushrooms have 500 times more digestive enzymes than humans, allowing mycelium to consume a wide variety of substances and thrive on the forest floor.

MOBILIZING THE MUSHROOM

Founded in 2013, BioTech giant MycoTechnology has been harnessing the powerful properties of the mycelia, and its place in nature, to elevate the food and beverage industry to a new level.

Due to its adaptability and growth speed, the mycelia is an incredibly versatile organism to work with, as it requires limited human intervention, and its natural properties allow the fermentation process to be conducted on a large scale.

Consequently, MycoTechnology has utilized the natural fermentation process of the mycelia to create specialized proteins and ingredients. This process has opened the door to new tastes, textures and nutrition levels, expanding biodiversity.

To complete the fermentation procedure, MycoTechnology has constructed a platform in which the mushrooms are trained to digest a liquid substrate, rather than ferment solid materials as they would do in the natural ecosystem. Thus, the mycelia are encouraged to survive on a liquid diet, as the resulting by-product is collected as the special ingredient.

MAXIMIZING FLAVOR

The work of MycoTechnology has been instrumental in combating the unhealthy and unsustainable habits of the world’s appetite. Evidently, one of the biggest issues facing North America, alongside the rest of the

LIQUID FERMENTATION PROCESS

• THE CULTURE OF A SPECIFIC MUSHROOM MYCELIAL VARIETY IS INOCULATED IN A STERILE ENVIRONMENT. THE INITIAL FERMENTATION TAKES PLACE AND IS DESIGNED TO INITIATE GROWTH, INDUCE THE MYCELIA’S DIGESTIVE PROCESS AND ENCOURAGE SPECIFIC ENZYMES.

• THE FERMENTATION TRAVELS THROUGH INCREASINGLY LARGER TANKS. IN EACH TANK, THE MYCELIA ADJUST TO THEIR NEW ENVIRONMENT AND CONTINUE TO SECRETE DIFFERENTIAL ENZYMES.

• ONCE THE MYCELIUM HAS REACHED MATURITY, DIFFERENT INGREDIENTS CAN BE EXTRACTED FOR THEIR SPECIFIC COMPOUNDS, WITH EACH INGREDIENT BEING UTILIZED AS A FOOD SOLUTION.

world, is a sugar epidemic. The over consumption of sugar is causing a serious health crisis, with only 15 percent of the global population considered healthy. Consequently, the world has relied on the power of sugar and its addictive flavor.

To tackle such a wide-reaching problem, MycoTechnology has introduced ClearIQ™, which is a flavor modifier that enhances and subsequently reduce the need for excess sugar and other masking agents. Along with the battle against the realm of sugar, ClearIQ™ is also

making waves in the taste and texture of meat and dairy alternatives, as well as snacks, protein shakes, and even baked goods.

Furthermore, the introduction of FermentIQ™ uses plant protein to improve taste, texture and the nutritional quality of meat and dairy alternatives. Both these innovative ingredient lines provide solutions that can create healthier, better tasting food and beverages by naturally enhancing the taste of nutritious ingredients.

Looking at the case of meat

alternatives in more detail, the use of FermentIQ™ has transformed the texture to more accurately mimic ground beef. The FermentIQ™ ingredient is made by fermenting pea and rice protein with shiitake mycelia, in a texturized format, to create superior meat alternatives. The process improves flavor, aroma, digestibility, and functionality, providing a juicy, meat-like texture and experience.

FEEDING THE FUTURE

One of the greatest issues facing future generations is exponential population growth. A pressing issue to result from this is food security; in less than two decades, global food resources will no longer be able to support the population.

Through the advanced research of MycoTechnology, the company is discovering new ways to harness the power of mushroom mycelia to upcycle waste streams and create healthier, more stable and sustainable food systems that can address food security and environmental concerns.

Therefore, through the advanced BioTech force that is MycoTechnology, ground-breaking research in mycelial fermentation will transform the food and beverage industry to create revitalized and delicious food for the future.

GASTRONAUTS –THE FINAL FOOD FRONTIER

NASA and the Canadian Space Agency are on a mission to launch sustainable food systems for longduration space flights which can also be utilized on Earth

Writer: Rachel Carr

In a competition that is out of this world, NASA’s Deep Space Food Challenge is being launched in a coordinated effort with the Canadian Space Agency (CSA).

As technological advances could allow manned missions to Mars in the future, with a nine-month travel time to the Red Planet, nutritious food production is an essential component. The innovations will also benefit Martian agriculture in facilitating a possible colonization, while having a broader impact on terrestrial food sources.

Innovation and sustainability are key, but there are other criteria to consider - the food must be palatable, nutritious, and safe. There must also be minimal processing time for crew members, and the participants are required to harness the power of space to solve food production challenges.

A nutritious food source is critical for all space exploration missions, especially for those with a longer duration. Moreover, the goal of spacebased food systems with maximum and non-wasteful output and minimal input is critical for a sustainable human lunar presence and for future missions to Mars.

The Deep Space Food Challenge has entered Phase 2 for the finalists, which leaves eight selected qualifying teams from the US, with an additional three international teams chosen by NASA and the CSA.

The CSA has chosen four Canadian finalists, in a parallel competition with a separate application and judging process. The Canadian grand prize winner is due to be announced in spring 2024 with a separate prize of CAD$380,000.

Experts at the Johnson Space Center in Houston and the Kennedy Space Center in Florida support the competition in partnership with the Methuselah Foundation – a biomedical charity backing projects on longevity.

As NASA plans to send astronauts further into the cosmos than ever before, the space agency aims to upgrade the production of food

Therefore, a $1 million investment for the US winner is in the pipeline to feed the explorers of tomorrow.

BACK DOWN TO EARTH

The planet is orbiting a crop crisis. Moreover, areas of the globe are already experiencing food scarcity with as many as 828 million of the population unsure of where their next meal is coming from.

In order to create sustainable food sources here on Earth, NASA has extended its Deep Space Challenge to address the terrestrial food insecurity problem.

Global food resources have been exacerbated by a combination of issues which include climate extremes such as flooding and drought, economic shocks such as hyperinflation and rising commodity prices, and conflict.

This is happening to varying

NASA’S COSMIC COMPANIES

As the competition rockets, we look at the different kind of food innovations designed for lift off. The eight participating US companies through to Phase 2 are:

• AIR COMPANY, New York, manufactured foods. Carbon dioxide exhaled by astronauts is captured from the air, combined with hydrogen, and produces alcohol via water electrolysis, which is then fed to a type of edible yeast.

• FAR OUT FOODS, Minnesota, growth systems. The Exo-Garden is a nearly closed-loop self-contained food production system, which can produce a variety of fresh mushrooms and hydroponic vegetables.

• INFYNITY, Illinois, bioculture/hybrid. A microbial biomass is grown in a novel bioreactor.

• INTERSTELLAR LAB, California, growth systems. NUCLEUS is a modular biogenerative system that produces fresh microgreens, vegetables, mushrooms, and insects. It combines autonomous phytotrons to create a self-sustaining food production system that minimizes water, air, and nutrient inputs.

• MU MYCOLOGY, Oregon, bioculture/hybrid. A closed-loop, modular, liquid media mushroom cultivation system.

• KERNAL DELTECH, Florida, growth systems. An autonomous device produces an inactivated fungal biomass from well-defined starting materials. The continuous cultivation technique is adaptable to low-gravitational conditions where the culture variables are tightly controlled to maximize biomass yield and product safety.

• NOLUX, California, bioculture/hybrid. An artificial photosynthetic system, capable of producing plant and fugal-based foods.

• SATED, Colorado, manufactured food. Derived from long-shelf-life and in-situ grown ingredients, is a device designed to operate in zero and low gravity environments.

degrees around the world. In more extreme environments, there is abject poverty and hunger, and in other more economically and political stable countries there are food shortages on supermarket shelves.

The advanced food systems that the competition finalists are set to develop will have benefits on Earth too. Sustainable solutions to the challenge could enable new avenues for food production around the world, especially in regions where natural disasters disrupt critical infrastructure.

NASA has already begun developing options for the current and future global food insecurity with a series of plant experiments on the International Space Station (ISS). Interestingly, the development cycle of plants is not dependent on spaceflight conditions, as previously evidenced on the ISS. Plants obtained from seeds formed in microgravity did

CSA’S COSMIC COMPANIES

The four finalists announced by the CSA to go through to Phase 3, which requires a full system demonstration, are:

not differ from ordinary earth plants. Whichever sustainable food system succeeds in nourishing astronauts, one thing is certain – it will be one giant leap for mankind.

ASTROYEAST MICROFARM, Concordia University, spaceadapted nutrient and flavor factory, centered around a yeast strain that is adapted to the environment. The production of nutrients and flavor molecules is performed in an automated and optimized bioreactor system.

CANADA GOOSE, University of Guelph, Growth Options for Outer Space (GOOSE) is a controlled environment plant chamber, innovating ways to achieve homogenous conditions.

CRICKET REARING, COLLECTION, AND TRANSFORMATION SYSTEM (CRCTS), McGill University, supporting the growth of tens of thousands of crickets every month, using advanced filters, UVC lamps, and vacuum systems.

ECOATION, Vancouver, CANGrow

Modular Indoor Food Production uses technologies to grow diverse foods from strawberries to a mycelial meat substitute - “space bacon”.

SPOTLIGHT ON INVESTMENT IN BELIZE

Exploring diversified opportunities in untraditional avenues, we shine a light on Belize as a beacon for domestic and foreign investment

Writer: Phoebe Harper | Project Manager: Krisha Canlas

Located on the northeast coast of Central America, Belize is a country that is fully alert to the potential of investment as a crucial tool for sustainable economic development, income growth, and employment – both for local and foreign direct investment (FDI).

The exploration of non-traditional agricultural products and manufacturing activities has been a consistent focus of the Belizean government since the end of the 20th century to open the national economy, following a decrease in the commercial logging and timber export activities that had previously been a mainstay of its investment landscape.

Tourism is a key industry for economic activity and an invaluable source of foreign exchange for Belize. This runs parallel to the extensive export of seafood, particularly to the US, with a continued foray into different avenues of aquaculture such as shrimp farming.

Whether domestic or FDI, a healthy enabling environment for business is the cornerstone on which successful investment rests. In Belize, this entails a sound macroeconomic environment, a robust domestic financial system, effective rules of law, good governance, and a suitably skilled workforce to meet capacity demands. In addition, the country fully leverages a host of incentive schemes devised through the government and designed to function as a catalyst for investment.

Complementing these internal initiatives, which specifically target the growth and development of the country’s micro-, small- and medium-sized enterprises (MSMEs), is Belize’s active involvement in various agreements that maintain an openness to international trade. The country’s myriad investment opportunities are supported by the National Investment Policy and Strategy (NIPS), which enables greater cohesiveness in the investment value chain and a new Fiscal Incentive Act, which provides broad-based incentives to MSMEs as engines for macroeconomic growth; a legislative tool that is geared towards improving the local business climate and streamlining the facilitation of short-, medium-, and long-term opportunities. Through NIPS, Belize confronts investment challenges with an eye to mitigate the existing trade imbalances, the result of a weak manufacturing sector and an export specialization that traditionally relies on products that are vulnerable to the risks posed by climate change, including sugar cane, citrus, and bananas.

As the country pioneers its economic recovery from the impacts of the COVID-19 pandemic, Belize stands by its stringent environmental commitments, including a target of reaching net zero, and navigates the exploitation of investment opportunities that do not compromise or threaten the protection of its pristine habitats.

CALL-CENTER SOLUTIONS WITH

RCCBPO –

PROUD TO BE FULLY PCI CERTIFIED AND A MEMBER OF THE BELIZE CHAMBER OF COMMERCE AND INDUSTRY.

As a pioneer of the call center industry in Belize, RCCbpo specializes in business process outsourcing (BPO) providing a range of customer relationship management services to companies in the US and Canada.

RCCbpo’s values are honesty, commitment, and common purpose. We are committed to going beyond expectations, being honest in all interactions, and sharing the same goals to achieve the best outcome. With a mission to deliver exceptional customer service on behalf of its global clients, RCCbpo is an industry leader with six locations, whose plethora of specialities include:

· Customer service

· Live chat

· Technical support

· Lead generation

· Sales and telemarketing

· Booking and reservation

· Appointment setting

· Back office

· Financial

· Debt collections

· Data entry

Whatever your call center requirements are, RCCbpo provides the simplest and most cost-effective solutions. Offering top quality, 24/7 service from a skilled workforce, its performance driven culture and analytics ensure your demands are met.

Established in 2005, RCCbpo has grown to over 800+ occupied seats, and as the biggest employer in Belize, its team consists of more than 2,000 co-workers. RCC serves a wide variety of industries in North America:

· Logistics

· Field services

· Public utilities

· Telecommuncations

· Marketing and media

· Warranty and insurance

· E-commerce and retail

· Healthcare

· Financial and debt collections

· Hospitality

BENEFITS OF BELIZE

Belize is conveniently 1,000 miles from Florida, which presents an opportunity for clients to come and meet the RCCbpo team, while enjoying the paradise that the country has to offer.

Eliminating the difficulty of navigating time zones, RCCbpo is not only based in a tourist location, but it is a prime position for US territory availability. The mountain time zone sits in the middle of the Pacific and Central Time Zones.

As businesses continue to expand, there is a growing need to reduce their environmental impact. For the BPO industry it is a crucial time to reflect on it practices and move towards an eco-friendlier and more sustainable operation.

At RCCbpo, digital documentation is the way forward, as the company believes it has a responsibility to mitigate climate change and reduce its carbon footprint.

Digital documentation is a practice that benefits businesses - it reduces paper waste, playing a

RCCBPO IN NUMBERS

· 1.7 MILLION CALLS PER MONTH

· 720,000 MONTHLY MESSAGES

· 288,000 MONTHLY EMAILS

vital role in decreasing deforestation. Additionally, going digital is efficient as files can easily be stored, organized, and accessed.

It also removes the need for physical storage, and saves energy, reducing electricity, water, and fuel. RCCbpo recognizes the importance of a sustainable future, and by implementing eco-friendly practices, businesses and the planet can benefit.

THE RCCBPO EXPERIENCE

Customer service with RCCbpo improves your organization by ensuring valued clients receive the best experience.

Live chat and email support will communicate with customers in real time, leaving a written record of resolved issues.

Technical support provides troubleshooting, product activations, onsite repair appointment scheduling or field technicians.

Data processing and database clean-up will keep information accurate with data imaging, data correction, medical records uploading, mail receipt, document scanning, and address correction/ verification services.

Booking reservations and appointments has never been easier and more reliable. Never miss a booking or appointment again with RCCbpo’s help to qualify, gather, organize, record and execute books within predefined parameters.

Sales and telemarketing with RCCbpo mean assistance with acquisition sales, order taking and fulfillment, lead generation, up sell products, and business-to-business (B2B) sales resolution.

Quality assurance with in-house professionals will verify that procedures and policies are consistently followed, and customer satisfaction is always achieved. Dedicated analysts will ensure processes are standardized and efficient.

Financial and debt collection will ensure that you will receive what you are owed. RCCbpo’s experience in receivables management and loss mitigation means collections are called in efficiently.

As a company committed to the local community and an industry leader, RCCbpo is guaranteed to provide a service to suit your needs with highly skilled and qualified labor.

Providing an ideal combination of low cost, nearshore proximity and native English and Spanish speakers, RCCbpo ensures that it adapts accordingly to the high demands of your customers and business models.

INTERVIEW:

BELTRAIDE

Making business happen in Belize, we speak with Dr Leroy Almendarez, Executive Director of BELTRAIDE, as the national statutory body pursues diversification and increased domestic capacity

North America Outlook (NA): Could you talk us through BELTRAIDE’s inception and your current mission?

Dr Leroy Almendarez, Executive Director (LA): BELTRAIDE originally began in 1998 as a trade and investment promotion agency, looking specifically at that landscape as a vehicle to try and enhance those areas. Shortly after, in 2000, it transitioned into what is now formally known as BELTRAIDE, which branched into functional areas such as training and employment, small business development, and exports. We remain focused on investment as the country’s interface, but there is a whole ecosystem that exists under BELTRAIDE. Now

that we are focused on economic recovery, our role has become even more significant. MSMEs are seen as an engine for growth, especially with the current mandates from government, so that has given us greater relevance.

NA: What would you identify as the key industries that are currently transforming the economy in Belize?

LA: There are increasing investment opportunities within offshore and outsourcing, agriculture, fishing, manufacturing, and tourism, and these remain our priority areas. Due to the impact of the COVID-19 pandemic, there was a very quick decline in gross domestic product

(GDP). But now, it’s rebounding, and agriculture has acted as a substitute in terms of economic activity and income generation for the country.

Business process outsourcing (BPO) is a big focus for us, especially with increased diversity. In fact, there are 28 BPOs operating, employing around 8,000 people with the intention of expanding to 12,000. As a result, there are many avenues available for the expansion of the BPO industry.

The government has enacted various policies, strategies, and put a legal framework in place. Certain legislations have been amended, repealed, and entirely replaced, and we have a national investment policy and strategy

(NIPS) that was passed by the Cabinet last year. This takes a very broad look at some of the major challenges that we face when it comes to doing business in Belize. Skills development is so important when it comes to investment, and we now have a new Fiscal Incentive Act in place since the old version was repealed. This has several incentives for MSMEs that allow for increased productive capacity as we intend to bridge the trade imbalance that exists between exports and imports into the country.

We have also developed an MSME policy and strategy that is all-encompassing with the private and public sectors working very closely together. Ultimately, it’s the government that creates the enabling environment, but it’s

the private sector that puts it into business. It’s important to build confidence so that they can invest to expand and find new avenues for business growth. At first, we were mainly focusing on traditional products, but now we’re exploring non-traditional sources of output and that has been working well. This includes resources such as coconuts and seaweed, which previously, we would not have included as part of our industrial basket.

NA: A stable political and business environment is an essential consideration for investment. Is this something that Belize benefits from and how does that advantage translate to potential investors?

LA: We have a level of political tranquility that lends itself to economic activities which are stimulated by the various incentives that we have in place. These don’t cater solely to FDI, but also to local investors since we want to

encourage a landscape of joint ventures (JVs) and possible mergers. These are just some of the avenues available to us to expand. Tourism is one such area where there have been several investments, and it’s the same with the blue economy. We have now segregated our economy into blue, green, and orange, because the creative industry is an area where previously, we hadn’t put enough effort into tracking its wealth contribution to the country. There is now a direct focus on how MSMEs can benefit from incentives and programs that will allow them to generate greater economic activity.

NA: How is Belize navigating the global labor shortage across many industries? Would you say the country benefits from a skilled workforce?

LA: Although this is certainly something that we benefit from, there is still a great need to focus on this area. It has never been more important for academia to become aligned with industry, since at the end of the day, this is where skill development should come from. Our academic institutions need to understand the demands that have been created, and the skills required to meet them. This could be anything from a bachelor’s degree to an initiative that simply facilitates upskilling. We want the labor force to have the opportunity for upward mobility across all industries, so that they can progress through to the upper echelons of the value chain.

“WE REMAIN FOCUSED ON INVESTMENT AS THE COUNTRY’S INTERFACE, BUT THERE IS A WHOLE ECOSYSTEM THAT EXISTS UNDER BELTRAIDE”

– DR LEROY ALMENDAREZ, EXECUTIVE DIRECTOR, BELTRAIDE

BELTRAIDE believes in the green economy and the need to create jobs in areas such as aquiculture and renewable energy

https://bts.gov.bz

MOVING TOWARDS A DIGITAL TAX ADMINISTRATION: YOUR CONTRIBUTION, OUR DEVELOPMENT

A Paperless Department

Meeting your technological needs

Increase of Online Presence

Use of Modern Systems

The Belize Tax Service Department (BTSD) is moving forward to establish a modern tax administration that that will redesign its business model process and procedures to achieve alignment with current good practices and standards of other tax administrations within the region.

With the launch of the Revenue Management System (RMS) and the Integrated Revenue Information System (IRIS), BTSD is one step closer to becoming a paperless department.

The Modernization of the Belize Tax Service Department aims at supporting an atmosphere of ease of doing business in Belize that will build economic growth and sustainability, increase compliance and, provide a fair and transparent tax environment.

Advancing the country’s tourism experience, we speak with the Belize Tourism Board.

Can you tell us about the origins and history of the tourism board?

The Belize Tourism Board (BTB) was established in 1990, as a direct result of the growing needs of the industry and its documented and projected impact on Belize’s economy at the time. Prior to that, Belize gained Independence from Britain in 1981 and around that time tourism had already begun to profit the local and commercial sectors of the country. As Belize became known for its pristine attractions and kaleidoscopic cultures and cuisine, the industry grew. Today, Belize has gone from being mother nature’s best kept secret to a top recreational and adventure destination within the Caribbean region, and our unique offerings continue to be recognized on the international stage. Tourism continues to play a fundamental role in Belize’s GDP growth; this realization is a confirmation of the tourism industry’s significance and potential for further sustainable growth and investment.

What kind of traveler does Belize mostly cater to?

Belize caters to a wide array of travelers but our most notable visitors range from the beach seekers (those wishing to dive and explore the marine ecosystem or just relax on the beach side) to those who wish to explore inland adventurous opportunities. Belize has also been recipient to numerous group trips including religious affiliated groups, university students on field trips and families. More and more, the destination is also being recognized by those seeking to immerse themselves in local cultures, music and food.

Looking ahead, what are the board’s key priorities and targets for the next 12 months?

We are committed to the overall upgrade of the sector, positioning Belize as a premium eco-sustainable destination and investing in the development of our people. The BTB recently rolled out its Elevate Training Program, aimed at improving service delivery and security standards across the industry.

In terms of strategic policy development, Belize’s tourism sector is experiencing dynamic growth. As such, the completion of the National Sustainable Tourism Master Plan in 2023 will ensure that adequate policies and legislation are in place to provide guidance to the industry and preserve our product and environment.

An enhanced tourism product centered on conservation initiatives is leading the change for transformation in Belize. We look to focus on the development of our orange economy, partnerships with local NGOs to develop tourism trails and attractions, as well as increased sustainable practices employed by hotels and resorts.

We are also looking to gain continued

sector support for increased industry resilience regarding natural disasters and economic shocks. Significant insight has been gained throughout the last three years to ensure that mechanisms are in place for the recovery of the industry post shock, as well as strategic alliances with local financial institutions to make emergency finances available in the form of grants and low interest loans. What trends have you identified recently within the travel and tourism industry?

Belize continues to be a pioneer in sustainable tourism, with over 40 percent of our land and marine environment in protected status. This is evidenced by our recent Blue Bond initiative, which resulted in a debt swap for nature conservation, as well as our commitment to the Bonn Challenge which will increase our current acreage of littoral and riparian forests.

We continue to see growth in experiential tourism, with adventurebased eco-tourism topping the list. We are renowned for diving, our archaeological sites, and an expansive underground cave network. Essentially, we are a melting pot of cultures, and our communities have given birth to engaging experiences where individuals

are able to explore unique hiking trails, discover hidden waterfalls and immerse in all aspects of our culture and gastronomy.

Festival tourism has also begun to gain a foothold, with products such as the Chocolate Festival of Belize, our Annual Lobster Festival, and the recent addition of the Belize International Music and Food Festival, creating diverse experiences for visitors.

Could you identify some recent challenges faced within the industry and how the board has overcome and dealt with these?

One challenge faced is the lack of direct flights from Europe. Currently, the European market can connect through the US, Cancun and Panama. Additional connections are available from major cities such as Roatan, San Salvador, San Pedro Sula and Guatemala City, which alleviate connectivity challenges. A fixed charter service or dedicated airline will greatly assist in bridging the gap for European connectivity.

Another challenge is the need to expand and upgrade facilities at our international airport. Our load capacity exceeds 90 percent and requires infrastructural upgrade and expansion. To meet the increased demand, the airport concession group will be investing BZD200 million in a three-phase renovation and expansion process. The project includes the addition of six new aprons, a multi-level terminal expansion, enhanced safety and security requirements, and the addition of an FBO facility.

What is the most underrated spot or best-kept secret location for tourists and visitors that the board would recommend?

Toledo is a hidden gem in Southern Belize. The region is brimming with tradition, culture, serenity, and

relaxation and is rich in experiences such as tucked-away caves, ancient archaeological sites, cultural experiences, and paradisiacal islands off the coast. Toledo offers an adventure for every type of traveler. But beyond our most popular visited locations such as San Pedro Town in Ambergris Caye, Caye Caulker, Hopkins, and Placencia, emerging destinations such as the Sarteneja (the Corozal Bay) and the Gales Point Manatee regions are poised for growth due to new highways now being built to connect these destinations for easy access.

www.belizetourismboard.org

In terms of the green economy, we need the creation of green jobs in areas such as aquaculture, and renewable energy. Belize is a country that is committed to net zero, and we are dedicated to reducing our carbon footprint in the era of climate change. We are focusing on renewable energy sources, since this is what we primarily use in Belize. We still import fossil fuels from Mexico, but we are hoping to bridge that gap with renewable sources and ultimately become a net exporter of renewable energy. Furthermore, there are employment opportunities in the blue economy, where we are focused on our fisheries, aquaculture, and mariculture both onshore and offshore. Under the orange economy, we are placing a greater emphasis on business methodologies and for those businesses to understand that the more activities that are generated, everyone can find a niche. This is how we have segregated our economy to be able to identify the skills being demanded by the different industries.

NA: How does Belize maintain an openness to trade?

LA: The Caribbean Forum (CARIFORUM) is a big advantage for us as an expansion of The Caribbean Community and Common Market (CARICOM), since it includes the Dominican Republic as well. CARICOM is key, and we engage through that scheme as a signatory to the CARICOM single market and economy (CSME).

Belize holds the position of Deputy Chair of Caribbean Export Development Agency (CEDA), and I currently occupy the post of Deputy Chair for Belize. When we sit and plan, we look at the region in terms of trade, investment, and how we can develop best practices when we analyze our projects and try to understand how we can make our space more competitive. These forums provide us with a greater opportunity to sell these projects by interacting with international trade bodies. We have been involved with Saudi Arabia and two conferences held in Dubai. This allowed us to convene meetings with potential investors, looking at our rate of return and the entire investment banking process.

CARIFORUM is very beneficial to us, since not all countries are on the same level. Belize has also been a

Flags of the Caribbean Community and Common Market (CARICOM)

member of the Caribbean Basin Initiative (CBI) for quite some time, and that continues to provide us with benefits, alongside the Caribbean Basin Trade Partnership Act (CBTPA).

Outside of the Caribbean, we engage in partial scope agreements (PSAs). As an example, we have an existing agreement with Guatemala, and have been negotiating to try and expand that arrangement. We are also currently in discussions with Mexico, and we have an economic cooperation agreement in place with Taiwan. The latter is extremely beneficial as Taiwan looks to import more seafood.

Central America is a huge market for us, since Belize is known as the bridge between Central America and the Caribbean. We seek to bridge CARICOM and Central

America. Being both English and Spanish speaking, we can take advantage of different possible opportunities in terms of trade and investment. Under CSME, you can enjoy the free movement of trade, goods, and people. Furthermore, we have political integration with Central America, with an eye towards economic integration. We are also looking to our private sector to ensure that, with any negotiation or agreement that is formalized, we have the availability to provide the necessary product or commodity, since these arrangements are typically quota driven.

There are a lot of markets for us to explore, but it means that domestically, we need to increase our export productive capacity. The environment for that is being created, and so we need to continue building confidence with the private sector by reducing the cost of doing business as much as possible. By allowing them to increase capacity, we can then explore other markets available with the suite of products to allow us to play in those areas.

NA: How does BELTRAIDE support the development of local women in business?

LA: Belize benefits from a seat at SICA in Central America. In fact, the country currently occupies the presidency pro-tempore. There are several bodies under SICA, one of which I preside over, CENPROMYPE, that oversees

“WHATEVER WE DO, WE CREATE AN EQUILIBRIUM BETWEEN INVESTMENT AND MAKING SURE THAT OUR ENVIRONMENT IS PROTECTED”

– DR LEROY ALMENDAREZ, EXECUTIVE DIRECTOR, BELTRAIDE

Central American countries. Here, we have been discussing methodologies and opportunities to create greater economic activity through diversification in Central America as well.

Through this, we adopted an initiative called the Female Entrepreneurship Program (FEP), where we provide training in leadership and business methodology. This guides them through how to access the market with a product or service and how to brand it. So far, we have had four cohorts of graduates, and it is a methodology that has been catching on. We have also partnered with Taiwan and through this, we have been able to provide even greater opportunities. We recently concluded the ‘MSME Roadshow’, where we went to 10 different locations to launch pop-up shops that local women could get involved in to bring greater awareness for those in the area on what is being produced.

Recently, we also launched an incubator, guiding women in business on how to develop a start-up, understand how a business works, and how that business can interact with others. We have also launched a solar-powered ICUBE which has been converted into a mobile office and travels across the country to reduce the cost for MSMEs that cannot afford to come to us, and that way we can interact with them. We are also setting up digital connect centers in rural areas of the country, where there are many single mothers who work from home, so they can go to that location and access the information they require. We are bridging the digital divide, since the COVID-19 pandemic showed us the importance of being connected digitally.

NA: Finally, how do you forecast the investment landscape developing across Belize over the next five years?

LA: Firstly, thanks to the expansion of the fiscal incentive, those who were operating under the old model have now transitioned. As a result, they now benefit from additional incentives, customs duty, excise duty, replacement duty and in some cases, business tax. The process has now been shortened, so it is simpler for foreign direct investors. We also have a designated processing area and are becoming far more technologically minded. We have broadened the landscape of incentives that potential investors will be able to benefit from over the next five years and I forecast exponential growth in certain areas. This particularly applies to renewable energy, agriculture, agro-processing, tourism, and BPO. In addition, there are the non-traditional areas that have risen to the fore, including seaweed farming, where we are seeing traditional fish farmers transition to that model.

We are exploring and taking full advantage of the natural endowments that we have, but in a way that has no potential for costly damage to the environment. Whatever we do, we create an equilibrium between investment and making sure that our environment is protected.

Business Consulting

Belize companies; LLCs; trusts; foundations; bank accounts; international insurance licenses; FSC licenses; and ancillary services

Real Estate full-service brokerage; relocations; property management; new developments

Title and Escrow appraisals; title searches; escrow agent; attorney title closings

CONTACT US support@ame.bz

+501-223-4501 123 Barrack Road, P.O. Box 322, Belize City, Belize

www.ame.bz

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Tell us your story and we’ll tell the world

NORTH AMERICA OUTLOOK is a digital product aimed at boardroom and hands-on decision-makers across a wide range of industries on the continent.

With content compiled by our experienced editorial team complemented by an in-house design team, the resultant Outlook Creative Services department ensures delivery to the highest standards in promoting the latest in engaging news, industry trends and success stories across the length and breadth of the US & Canada.

As a bi-monthly publication, North America Outlook constantly has its finger on the pulse of the latest trends, biggest developments and business successes from each corner of the region, epitomized by the diversity displayed across each magazine. It incorporates an annual calendar-tailored front-of-book section, a showcasing segment dedicated to the most fascinating success stories in North America, and an event focus assortment sure to fill executives’ diaries throughout the year. The aligning North America Outlook website is also honed and ready to serve as a host for these facets and much more.

To get involved, please contact Outlook Publishing’s Managing Director, James Mitchell, who can provide further details on how to feature your company, for FREE, in one of our upcoming editions.

ILLUMINATING THE INDUSTRY

Writer: Rachel Carr | Project Manager: Michael Sommerfield

As one of the premier electrical contractors providing global design, installation, and maintenance services, Inglett & Stubbs LLC (Inglett & Stubbs) has continued to service various industries since its inception in 1954.

After nearly 70 years of working on some of Atlanta’s most well-known buildings, Inglett & Stubbs’ customers remain at the forefront of the business as it consistently strives to exceed expectations through dedication, knowledge, humility, and teamwork.

Headquartered in Mableton, Georgia, the company’s focus has previously been in the metropolitan area for commercial, industrial and institutional projects. In recent years, however, it has accepted a growing number of national and international contracts.

Although the majority of its work is in the Atlanta area, the relationships the company has built have taken Inglett & Stubbs all over the country and to other parts of the world to support customers with their building projects.

The company prides itself on being an innovative and multi-faceted electrical contractor with a rich history of commercial construction in the Southeast. Projects in this area continue to play a critical role in the business today.

Additionally, the company has developed expertise in numerous non-traditional commercial markets, which include bio-hazard containment, aviation and high-profile athletic arenas to name a few.

A FIXTURE OF NORTH AMERICAN CONSTRUCTION

With a proven past and a bright future, Inglett & Stubbs remains an easily identifiable and distinguished fixture within Atlanta’s construction industry.

“We are a recognized leader in the electrical construction industry today, ranked in the top 50 electrical contractors in the US by EC&M magazine,” Miller Chalk, President of Inglett & Stubbs, proudly introduces.

Providing Innovative Solutions to the Industries we Support

North America Outlook (NA):

Tell us about Southwire and how it came to be a valuedpartnertoelectricalcontractorslike Inglett&Stubbs?

Southwire:

We have such a rich history and a really great story around our founder, Roy Richards, and his drive for innovation. Over 70 years ago, out of a desire to see his grandmother experience electricity in her home, Mr. Richards began making products for the electrical industry right here in Georgia. Over those seven decades, Southwire’s continuous pursuit to make the electrical contractor safer and more productive changed the industry by creating the SIMpull Solutions System. Southwire also diversified in strategic directions which allowed the company to look for other ways to benefit the electrical contractor while continuing to focus on its core business. Some of those areas are Southwire’s Tools, Components and Assembled Solutions (TCAS), and more recently, Southwire’s Services business. Southwire has expanded its vertical integration with things like our newly constructed state of the art rod mills that create the initial inputs for Southwire’s wire manufacturing. As North America’s largest wire and cable producer, contractors find great confidence in growing their own business by partnering with us for the long term.

NA:

Thatisarichahistory!So,whatexactlydoesa partnershipbetweenamanufacturerandthe electrical contractor consist of?

Southwire:

Well, to explain that, we should point out that we actually transact through a “channel”, in this case, of electrical distributors. Our channel partners are an integral part of getting the product to the contractor, but there is much that can be established through a relationship with the end user electrical contractor. Ongoing efforts with Inglett & Stubbs give both parties visibility into forecasting the upcoming market conditions. They share project pipeline insights while we advise on expected volume capacities and how those impact product lead times and availability. We can also co-navigate complex pricing issues that arise from the heavy copper and aluminum content of our products. Most importantly, Southwire has developed an entire suite of labor-saving solutions. We call those Southwire SIMpull Solutions™ that involve product, packaging and processes that allow us to continuously educate the electrical contractors on how to get the most value out of our innovation.

NA:

Thatisreallyinteresting.Howfarbackdoesthistype ofcollaborationgobetweenInglett&Stubbs and Southwire?

Southwire:

The collaboration between Inglett & Stubbs and Southwire began over 30 years ago. Southwire, the electrical distributor, and Inglett & Stubbs worked very closely together to successfully win projects in the Atlanta markets and the surrounding areas. The vision for success that we both share, along with the

relationships we formed over the years, has contributed to the manner in which we do business today.

NA:

Thathistorytrulyreflectsthepartnershipinplace. Wheredoyouseethingsgoingintothefuture?

Southwire:

Our CEO has been using the phrase, “It is a great time to be in the electrical industry, and an even better time to be at Southwire.” Our team in the commercial construction industry can really see the truth in that phrase. Contractors, like Inglett & Stubbs, still report a strong backlog and positive outlook in a general sense. In addition, there is so much momentum around various market verticals. With the electrification of literally everything, there continues to be tremendous opportunities in data centers, factory automation, electric vehicles, and smart cities/buildings to name a few.

It is critical that we continue to hear from our electrical contractors as to the challenges they face in these areas, whether it be new products, additional labor-saving innovations or other aspects. As we seek to maintain our leading market position, having their insights and developing answers to those problems is as important as it ever has been.

NA:

Doeslaborcontinuetobetheforemosttopicon everyone’smind?

Southwire:

I am sure there are some competing challenges, but yes, labor is still such a concern. Recent figures on the number of open positions in the construction industry as a whole showed a drastic drop. I think that reflects some slow down in the residential side. Throughout the country, commercial electrical contractors have not experienced an easing in the demand for more skilled and unskilled labor in the trade.

The battle for labor and retaining that labor once obtained also reflects the changes in our culture. The days are behind us where people are accepting of a job that leaves them completely exhausted at the end of the

day. The next generations are going to avoid that sort of work more and more. They lead dynamic, full lives, so they want to come home and have “gas in the tank” to play with their kids or go out with friends. The value proposition I mentioned earlier regarding our Southwire SIMpull Solutions™, continues to grow to include these facts. It is no longer only about the incremental savings to the company of being safer and more efficient with the labor, it is a deal breaker to not have the equipment and processes that open up the work to a broader audience.

NA:

Isupposeiftheworkcontinuestomoveawayfrom “bruteforce”activities,wewillcontinuetoseemore andmorewomeninthisspace?

Southwire:

Absolutely. We celebrated Women in Construction back in March, and the emphasis is greater than ever on getting more opportunity for everyone and creating a more diverse workforce. By instituting changes in the planning process and investing a nominal amount into the right products and equipment, this work becomes “smarter”. We see our contractor partners like Inglett & Stubbs taking full advantage of that fact and leading the way in the industry at reaching a female audience with their message.

NA:

Thatissuchapositivemessage.Circlingbacktothe newerbusinesssegmentsyoumentioned-Tools, Components,andAssembledSolutions,aswellas yourServicesBusiness-howdothosefactorintothe electricalcontractorrelationship?

Southwire:

Tools, Components and Assembled Solutions, known internally as “TCAS”, comprises everything from the feeder cable pulling equipment that was acquired as a core part of our solutions over a decade ago, to the more recently added Topaz family of fittings and components. Between those, we have full lines of hand tools, meters, extension cords and items that have had tremendous success in a retail setting and are gaining ground across

the commercial segment of the industry. Additionally, we have temporary power equipment, temporary and permanent lighting, and material handling equipment that extends to almost any contracting trade.

On the services side, we are making huge strides in a short time frame. Many of the offerings already commercialized include things more targeting outside line contractors or utilities like high voltage underground installation and medium voltage cable rejuvenation. We also acquired a software company in this space that helps utilities manage their assets effectively. However, exciting new things are happening that will impact commercial contractors like Inglett & Stubbs. We will be expanding on our solution set with things to help plan jobs efficiently on the front end. This will ensure that optimized solutions are planned for when wire and cable installation phases arrive on a project.

NA:

Insummary,howdoesallofthisworktogether,and wheredoyougofromherewiththeseideas?

Southwire:

The collaboration continues. I want to give one more mention to the fact that the channel partners who

coordinate the supply of our products to the contractors play a key role in the solutions and labor savings as well. They can execute on much of the innovation in the market and maintain various certifications to that end. While we will continue to push for solutions and innovations to solve today’s problems in the field, we have actually begun to set our sights on things being worked in the office of our contractor customers. Much of it is not ready to share, but we are really excited at various digital tools that can be leveraged by engineering or project management. I mentioned our Services Business before, but that team is moving forward with what we think will be game changing offerings to the estimating team and other stakeholders. We know your readers will be eager to hear more about these things, so stay tuned in to our social media platforms and follow along as we bring them to life.

Chalk’s background has not always been in construction. After working towards a degree in electrical engineering, he was introduced to a project manager from Inglett & Stubbs at a football game tailgate party almost 20 years ago.

“The opportunity to use my education in the construction field really excited me. I worked as an intern the following summer, and enjoyed the work, the challenges, the people and being involved in projects that were making an impact on the community,” he reveals.

It was the chance to be part of the projects where completed buildings are recognizable by everyone, that was meaningful and attractive to Chalk. He enjoyed working with the electricians on their projects to help them get jobs done. “I always appreciated the opportunity to get out of the office and get some mud on my boots.”

There have been many changes at the company since Chalk joined in 2004, primarily with the implementation of technologies and the use of off-site construction.

“The technologies that we are using in all aspects of our business increase efficiencies and reduce costs, along with supporting a safer and higher quality project. Our prefabrication and modular construction shops have also become training areas for new employees,” shares Chalk.

“Beyond everything, the team of people at Inglett & Stubbs were something special that I wanted to be part of.”

The workforce in question has people with degrees in engineering and construction management, combined with electricians who ascended through the apprenticeship program, and field management who eventually moved into project management.

Rising through the ranks and learning different aspects of the industry has made Chalk’s journey from intern to President an interesting and ambitious one.

ASSEMBLING OFF-SITE

There are key benefits to off-site construction: safety, quality, training, reduced onsite waste, schedule controls and increased supply chain flexibility. These elements influence the decision behind working in a different location to where the components are permanently installed.

“Most of the projects that we are chasing have the expectation of offsite construction already incorporated into the schedules,” Chalk states.

The schedules have been compressed to the point that a complete onsite build would be difficult or require additional overtime.

“We are focused on pursuing projects where off-site construction is required and we are pushing the limits on what we can do off-site.”

Building assemblies off-site allows for “just in time” delivery to support on-site installation. This will guarantee materials are kept out of the way until they are ready to be installed.

“This keeps us from moving things around when they arrive before they are needed and are in the way of other work. Since so much of this work is happening off-site, the installation time is reduced, and the impacts of weather delays are minimized,” he notes.

INGLETT & STUBBS FACTS

Capabilities

• Square footage: 100,460

• Prefabrication electricians: 135

• IBEW electricians, apprentices, and helpers in the field: 1,200

• Project managers: 40

• Building Information Modelling (BIM): 25

• Designers: 11

• In shop welding

• In shop paint booth

Operations

• Industry leading technical expertise

• Industry specific fast-track expertise

• Industry specific value engineering

• Cost-saving productivity initiatives

“WE ARE FOCUSED ON PURSUING PROJECTS WHERE OFF-SITE CONSTRUCTION IS REQUIRED AND WE ARE PUSHING THE LIMITS ON WHAT WE CAN DO OFF-SITE”

– MILLER CHALK, PRESIDENT, INGLETT & STUBBS LLC

Building Better Together

Atkore is forging a future where our brands, suppliers, employees, customers, partners, and communities are building better together – a future focused on empowering our customers while powering and protecting the world

WHO IS ATKORE?

For nearly a century, Atkore has grown through a deep understanding of the high demands of the construction industry.

Atkore is a leading manufacturer and distributor of electrical, mechanical, and safety infrastructure solutions with a global network of employees, manufacturing, and distribution facilities worldwide.

Atkore’s commitment to quality, service, and safety mirrors our mission to be the customer’s first choice by providing unmatched quality, delivery, and value based on sustainable excellence in strategy, people, and processes. We help customers realize their vision, forging relationships and shaping the future with breakthrough results, enhanced technology, and innovative product offerings.

Our industry-leading brand portfolio includes some of our oldest and well-known brands, such as Allied Tube & Conduit, Unistrut, AFC Cable Systems, and Cope. Coupled with our breadth of innovative products and solutions, we bring exceptional value to distributors, contractors, and end users.

The core values of Atkore (Accountability, Teamwork, Integrity, Respect, and Excellence) are at the heart of the company, and provide a common framework for our actions, decisions, and behaviors. Living those values requires Atkore to meet the highest standards in all aspects of our global business.

ATKORE SOLUTIONS – AT A GLANCE

ENERGY – Our customizable solar solutions provide efficiencies across the project, including custom engineering that makes the most out of your alternate energy.

HEALTHCARE – We offer a multitude of solutions integral to how the healthcare facility functions as a life-saving and care-giving facility.

DATA CENTER – Electrical power within a data center is critical to keeping everything up and running and Atkore’s Electrical Raceway offering is here to help.

PREFABRICATION – Atkore helps building owners and contractors through faster job completion, greater cost certainty, higher quality, and cleaner/safer job-sites.

DIGITAL TOOLS

Building information modeling (BIM) has become a popular tool in the construction industry, and by making these tools available to architects, engineers, and contractors, we are positioning ourselves to grow with the industry and meet emerging trends.

Atkore’s BIM families are available to design professionals, who simply login or register for a free account to download the right BIM models for their next project.

Complementary to this, the Atkore BIM Toolbar provides access to thousands of the company’s product families and assemblies all in one place. Simplify project designs without leaving your Revit software, eliminating the need to go online to download individual files. We are pleased to present a free Revit Plugin, to save time and help contractors, designers, engineers, and detailers design their projects more efficiently.

Using the BIM Toolbar simplifies project designs with easy access to Atkore product families such as Unistrut, Allied Tube & Conduit, FRE Composites, and more!

Our other digital tools include a new contractor friendly website, hanger configurator, virtual demo, and labor saving calculators and apps for Kwik-Fit EMT and MC Glide.

The Atkore hanger configurator tool is a free web-based tool made to simplify the design and configuration of trapeze and fiberglass intermediate hangers.

Atkore’s broad range of innovative products and solutions can be explored and experienced in virtualized 3D application environments with the Atkore Virtual Solutions Center.

Technical/design, engineering resources and information needed to design the right products and solutions for your infrastructure solutions project can be accessed through the center.

PRODUCT EDUCATION

A full calendar of contractor webinars is offered

by Atkore, that you and your team can attend to learn about the latest and greatest new technologies and products, while further product education is provided through Atkore’s Certified Installation Training (CIT).

CIT is offered for free to contractors and endusers for PVC Coated Conduit (Calbond/Allied Tube and Conduit) Stainless Steel (Calbrite) and Fiberglass Conduit (FRE Composites).

With Contractor Resources, Atkore has gathered our extensive digital tools, capabilities, training, and experiences into one location for you to access, including electrical product solutions, and applications, as well as a contractor newsletter. Sign up for our contractor newsletter here to stay informed with the latest news from Atkore and the industry.

Atkore is bringing training right to the customer’s front door or jobsite with our Mobile Showroom, offering interactive training sessions and product demonstrations on wheels.

Through the Mobile Showroom experience, visitors will discover the proud history and heritage of Atkore’s industry leading brands.

Atkore’s online training resource, meanwhile, offers web training courses designed to help professionals become the best in the industry. This interactive program, titled Atkore University, boasts a comprehensive catalog that includes courses sponsored by industry leading brands, and is the most effective and engaging way to learn new skills while also updating existing industry knowledge.

SERVICE COMMITMENT

With manufacturing and distribution facilities spread all around the world, Atkore is committed to producing high quality products with zero harm to the people that create, use and deliver them, as well as protecting the environment in which it works.

Atkore is invested in making environment, health and safety an indispensable part of the

company’s commitment to excellence. This includes ensuring that all materials used in the manufacture of our products are free of conflict materials.

Customer service is at the forefront of Atkore’s business, providing better solutions designed with customers in mind. With a unique portfolio of electrical solutions, Atkore is committed to growing your business, reducing your lead times, lowering your transactional costs, and maximizing your sales potential.

Our national network of stocking distributors, supported by our own Regional Distribution Centers (RDCs) and stocking rep warehouses, put material closer to the job site and shorten lead times.

Atkore has established four RDCs located in the Northwest, Northeast/Mid-Atlantic, Southwest, and Central/Southeast of the US. These RDCs have the combined ability to service the entire country.

All of our RDCs carry our steel, PVC and fiberglass conduit, metal framing, and additional Atkore product lines, giving customers a unique opportunity in the industry.

Atkore’s core values truly drive what we are doing with our RDCs, to improve the customer experience and be an industry leader.

PRODUCT INNOVATION

brands which deliver a unique portfolio of integrated electrical product solutions.

At Atkore, we make it our business to provide better products to our customers through continuous improvement and innovation. Our latest product innovations are the Universal Super Fitting, the Super Kwik-Couple Conduit, and the award-winning, patented MC Glide family. Some products from our cable management and metal framing include Eagle Basket, a welded wire mesh cable management system. The full line of QUICK-LATCH accessories is ideal for designbuilds and expansion to existing grids, making installation fast and simple.

Unistrut Defender is a breakthrough corrosionresistant product line for the metal framing industry. The MC Glide Fire Alarm is also a timeeffective solution for cable installation, with an armor profile that is flatter, smoother and easier to install through metal studs and ceilings.

You’ll find a common theme throughout our new product innovations - they each speed up installation, reduce labor costs, and have a flexible design.

From cable management and prefabricated devices to security and traffic solutions, the New Product Portal also highlights our latest innovations.

Stemming from deep-rooted research and conversations with our customers, you’ll find new solutions here that power and protect the world.

Atkore wants to help showcase to you new products from each of our brands while putting each of the resources for those products right in your hand.

PROJECT CONSTRUCTION

For over 60 years, we have been committed to delivering high-quality, American-made steel conduit. Because we have specific products made in the US, our invariable, consistent supply chain means American workers can always count on us. We also provide pre-fab capabilities, take-off services and specification assistance with an emphasis on reducing installation time and cost. With a commitment to quality, service, and delivery, we will continue building better together. atkore.com

Importantly, working in a controlled environment where supervision can monitor all team members helps reduce accidents. There are work surfaces that keep people from bending over or working overhead, with all the right tools for safe work nearby.

“Everything we build is inspected by a supervisor for quality and is tested accordingly - where applicable. We are able to remove a significant amount of light fixture issues with the products we receive before they are installed in the field.

“The cost savings of replacing a driver or an LED in the shop is considerably less than after it is installed in a finished ceiling.”

The controlled environment allows Inglett & Stubbs to deliver the high level of quality expected on all the work with a workforce that may not have as much experience or training as is required on project sites.

INGLETT & STUBBS COMPANY VALUES

• Integrity – Meet commitments with honesty, trust and respect. “Do what is right”

• Driven – Determined to grow personally and professionally every day. “We go the extra mile”

• Innovative – Seek new and better solutions to overcome obstacles, even if it means challenging the status quo. “We continually improve”

• Team first – Team is bigger than self. Trust, loyalty and respect for others are the keys to success. “We work better together”

With its team of dynamic and seasoned professionals, pursuing excellence is essential for Inglett & Stubbs. Excellence is something that the workforce cannot be trained for after someone joins the team; it is an attribute that they are already expected to possess.

In regard to the “team first” mentality, it requires a level of trust in the rest of the employees which people can take a while to adjust to. The company has a strong ownership culture, therefore, people who do not adjust are not a good fit.

Inglett & Stubbs is unique in the fact that the office management team is divided into half the members who rise up through the ranks by being in the field, and half who arrived with an engineering degree or other relevant college education.

Shops are the preferred training grounds for all the new entry level team members, as working in the shops provides a wide range of build types that you would not see on a construction project in the same week.

“With parts listed and laid out in our build-books, new team members without experience can quickly learn the parts and the best assembly practices with supervision close by. We can also catch mistakes quickly through the quality controls and can circle back for additional training,” details Chalk.

On construction projects, there are steps in the process that if done incorrectly, could result in weeks or months passing before the issue becomes apparent.

For Inglett & Stubbs, the process is constantly developing to guarantee the best outcome for customers.

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Prefabrication not only includes assemblies developed in house, but it also engages field and management to continue the evolution of products and tools.

The designers and proprietary tracking tools provide management and leadership feedback on the prefabrication process, and live feedback allows for more accurate planning, costing, scheduling, and resource forecasting.

The project managers have a key role in the preconstruction team to ensure that the company offers a seamless project from beginning to end.

“Our goal is to provide speed to

market while ensuring the highest quality service for our customers.”

STRUCTURING THE COMMUNITY

Inglett & Stubbs generally works in telecommunications, information technology (IT) and co-generation, but it specializes in hospitals, mission critical projects, sports and entertainment, commercial, fiber and copper cabling, off-site construction and preventative maintenance.

There is a benevolent side to the company as it has proudly supported many charitable organizations over time.

Throughout the years, Inglett &

Stubbs has supported many charities in the Atlanta community. As part of increasing its corporate social responsibility (CSR), it has held interoffice fundraisers, and participated in community events.

Furthermore, its field and office staff have volunteered both money and boots on the ground participation to assist in building three Habitat for Humanity homes for deserving members in the local community.

The company is also working with a few high schools doing Work-Based Learning and was named as the Newton County Schools Work-Based Learning Employer of the Year.

“We have supported high school shop classes with conduit bending and other electrical classes. We support their career fairs and hire graduates,” highlights Chalk.

“This has been a great program for us to be part of because it provides a workforce that is motivated and interested in the trade, and we have had many of these students join our team full-time after graduation,” he adds.

Inglett & Stubbs supports one charity each year, raising funds and awareness through its golf tournament and other opportunities. For the past several years, the company has supported Children’s Healthcare of Atlanta (Children’s).

“They do a lot of good for our community and their research is impacting people around the world,” says Chalk.

One particular project made the local news last year, when Inglett & Stubbs was recognized for its work on Children’s’ new Arthur M. Blank Hospital, which is on schedule to open in the fall of 2024.

The North Druid Hills Campus, where the new hospital will be located, also includes the Center for Advanced Pediatrics, support buildings, and plans for more than 20 acres of greenspace and walking trails.

Construction on the 1.5-millionsquare-foot hospital began in 2020. The new facility will offer convenient access to I-85 in Brookhaven, and it has been designed to maximize research-proven healing views of nature.

“We partnered with one of our largest competitors, Cleveland Electric, in a joint venture agreement to take on this project. It is the largest hospital construction project to be built in Georgia,” notes Chalk.

The company was able to incorporate prefabrication into all areas of the project. The prefabricated headwalls were built in a warehouse, with the Inglett & Stubbs and Cleveland team working alongside plumbers and the drywall contractor.

“We prefabricated mixed trade racks with the sheet metal, plumbing, and mechanical piping contractors,” he informs us.

In May 2022, Children’s announced the hospital’s construction had

reached its highest point. It recognized this achievement with a topping out ceremony for more than 1,500 dedicated construction workers.

The builders’ rite is traditionally held when the last beam, or its equivalent, is placed atop a structure during its construction.

This particularly poignant ceremony is made all the more important because the demand for pediatric specialized care is now greater than ever.

THE FUTURE IS BRIGHT

Aside from important projects involving Children’s, Inglett & Stubbs is working on several key investments, as well as continuing with successful models which align with the company’s values.

“We are investing in our off-site construction facilities and in the teams focused on that work through training as well as adding team members,” Chalk tells us.

“We continue to add to our team as we are introduced to key individuals in the market. We have been in the fortunate position to be able to hire the right people when they are available and find the best seat for them in the organization

“WE ARE A RECOGNIZED LEADER IN THE ELECTRICAL CONSTRUCTION INDUSTRY

TODAY, RANKED IN THE TOP 50 ELECTRICAL CONTRACTORS IN THE US BY EC&M MAGAZINE”

rather than wait until we have an empty seat to start looking for someone to fill it.”

Inglett & Stubbs believes in a centralized purchasing team, which has its own benefits for the company, as evidenced with off-site

construction. The process requires planning and the ordering of materials early on, and the team has more time to react to supply issues.

“We don’t follow the traditional centralized supply chain model, but we do have a centralized purchasing

– MILLER CHALK, PRESIDENT, INGLETT & STUBBS LLC

team that handles all of our projects and a short list of distributor partners that we work with to supply our materials,” Chalk tells us.

The purchasing teams’ involvement across all the projects can overcome supply challenges and work with partners to obtain the best pricing. This also means suppliers are kept informed of upcoming needs so they can add stock to support projects if necessary.

“They also keep up with who has stock of items and are great at locating hard to get materials. The purchasing team is key in keeping our field times working with the materials they need when they need them.

“We also have standardized products on standardized builds and have worked with our vendor partners to keep the quantities we need on the shelf to support the needs of our shops,” says Chalk.

The company’s turnkey engineering, procurement and

construction (EPC) approach ensures maximum program efficiency, therefore feeding into direct cost benefits. The experienced team spends time learning the customer’s unique requirements, meaning their specific needs and goals are met.

The Inglett & Stubbs Group now incorporates Inglett & Stubbs Modular, and as of 2003, Inglett & Stubbs International, taking the company from Georgia to the globe.

The company’s main priority this year is to continue to grow its off-site work, making investments in software development, personnel, and warehouse space to support this.

“We are evaluating which projects we pursue by the opportunities for off-site construction. As for expansion and diversification, we are pursuing many opportunities in nearby states where we are not currently working.”

These developments will be supported with off-site construction teams currently in place and allow the

company to hire electricians in other areas where they are more available than in Atlanta.

With prefabrication at the core of the company processes, Inglett & Stubbs has developed facilities and personnel into one of the most innovative prefabrication shops in the nation.

As it continues to make investments into the proprietary software it is using across businesses, with a large focus on field productivity and off-site construction, Inglett & Stubbs is set to continue as a recognized leader in its industry.

During the years of rapid expansion and growth of the metro Atlanta area, Ardd + Winter has grown into one of the most respected names in the industry. Our team has built the Ardd + Winter brand into a nationally recognized name synonymous with the highest levels of service and quality of manufacturers. Our goal is to be your agency of choice. We are committed to service excellence to all our customers.

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THE SUMMIT OF CONSTRUCTION

Protection

trajectory

Writer: Marcus Kääpä | Project Manager: Michael Sommerfield

We are very well diversified as a business across many different markets, so we see great opportunity in various areas, such as healthcare, higher education, data centers, high rises, as well as sprinkler inspections and maintenance. Leveraging this variation in business really helped us power through the COVID-19 pandemic.”

2020 was without doubt an uncertain time for the construction industry, among others, and such an impact lingers in the present. For Hill Fire Protection (Hill Fire), this time was no different.

Hill Fire is a proudly female-owned and female-run company, partially owned by Hill Mechanical Corp (Hill Mechanical), a subsidiary of Hill Group, a Chicago-based mechanical contracting firm specializing in virtual design, construction, service, maintenance, HVAC (heating, ventilation, and air conditioning), plumbing, sprinkler systems, and

fire protection. Founded in 1936, Hill Group has been an industry leader in technology, best-practice design and construction processes. Today, the company ranks as one of the US’ premier full-service mechanical contracting organizations, dedicated to building occupancy comfort and safety.

Shannon Coomes, orator of the opening statement, is the President and principal owner of Hill Fire, one of the businesses that Hill Mechanical owns a percentage of.

Working on multiple physical projects along with on-site contractors, the COVID-19 pandemic impacted the company’s productivity heavily, due to social restrictions and related safety concerns, on top of other issues.

“2020 was the only year we didn’t see growth in the business, but despite this disruption and consequential

loss in productivity, our partnerships have really helped us power through,” reveals Coomes.

“We are currently back to a more “normal” level, but we are still seeing supply chain issues, such as the increasing price of materials, the demand for increased labor and delivery pay, and even talent acquisition along with employee retention. The mindset has changed, and people switch up careers and workplaces more frequently than we’ve seen in the past.”

Hill Fire

has undergone a whopping growth

in recent years. We speak to President, Shannon Coomes, about the business acquisitions that have elevated the company to a top position as one of America’s premier fullservice fire protection contractors

HILL GROUP –EXPLORING MARKETS

Hill Group offers its products and services in multiple areas including:

• Healthcare

• Data centers

• Education

• High rise buildings

• Cultural/Sports Facilities/ Entertainment

• Central plants

• Manufacturing

• Renovation/Rehab

• Hospitality

• Tenant/Interiors

• Pharmaceuticals/Labs

• Retrofits

• Public works

• Design build/Design assist

• Integrated project delivery

By nature of Hill Fire’s product and service offerings, the company relies on skilled labor, requiring time investment in trained employees, and on-site operation, having previously been subject to the restrictive guidelines of the COVID-19 pandemic. Yet, the present has seen Hill Fire expand and grow further than ever before.

TRIPLE GROWTH

In recent years, Hill Fire has seen substantial growth via three separate acquisitions, which are all opportunities that have reached out to the company rather than by request, the first of which was a succession in 2014.

“This was a company that didn’t have someone to take over their business and was looking to sell, but wanted to make sure that all of their employees were taken care of, transitioned to another company and integrated into a reputable business.

So, the entire team moved into our office,” Coomes explains.

This was Coomes’ first taste of business acquisition, and following a busy integration process that involved new team members and additional members of management, the result was overtly positive, both socially and financially. Through this single primary acquisition, Hill Fire grew its annual turnover to $14 million, followed by $23 million the following year, and in under three years the company had paid off its return on investment (ROI).

“It was an incredibly successful undertaking, and we continued to favor these kinds of acquisitions,” she tells us. “The second took place in 2021. It was a fit-out company that had been operating in the business for roughly nine years with three owners, based out of northwest Indiana. Hill Fire had just started to operate in the region for around three years, they were probably our top competitor out there, and we had always thought that if we were ever looking to join with another company, we would preferably want it to be them. Ironically, they approached us and asked if Hill Fire would be interested in buying them.”

This secondary acquisition was swift, with the company being purchased by Hill Fire in three months compared with the previous which had exceeded six. Through this partnership, Hill Fire leveraged the company’s existing relationships in the regional fitting business and offered scaled-up services that it could previously not carry out due to the limited size of its operations. The integration combined the best of both worlds, merging Hill Fire’s operational size with industry contacts, and of course, amalgamating the expertise of both.

“Our final and most recent acquisition took place in August last year,” Coomes continues. “We got a call in June 2022, asking if we

were interested in a company in Indianapolis. Initially, I rejected the proposal as we knew little about them and the process of integration is generally difficult. On top of this, they did not exist as a union company unlike Hill Fire.”

However, after some discussion and meeting the team, it was clear that the acquisition would work. According to Coomes, it was a challenging process as the owners were not involved, with a small piece of the overall company being divested instead.

“Usually, when owners are involved, they care about the people, but this acquisition became very transactional, very different to what we are used to in the construction industry, which is normally all about people, relationships and working together,” Coomes explains. “I’m used to working with small companies owned by families. When we met them, we had to negotiate with the unions in three different cities

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Partner with Sunbelt Rentals to get all the tools you need for any size project. With a wide range of rent-ready equipment, getting the job done has never been easier.

where they had ongoing work (Ohio, Kentucky and Indianapolis) to receive grants for the pay differential for the rates, and then had to incorporate a unionized workforce who we weren’t familiar with.”

But it was worth the effort; six weeks of hard work resulted in a brilliant transition that has seen Hill Fire’s team expand its presence and overall results. Hill Fire’s growth through these multiple acquisitions has marked a unique period for the company.

DRIVING GROWTH

Coomes has been with Hill Fire for almost 13 years, and has witnessed the growth of the company while bringing her own industry experience to the fore.

“When I graduated from college, my knowledge of the construction industry was limited. So, I put myself through school, worked three jobs, got my engineering degree and really

©2023 Sunbelt Rentals Inc. | 6134-0323

was just looking to find the right company to join so that I was able to grow it,” she reflects.

Coomes began in the fire sprinkler contractor space under Northstar Fire Protection (Northstar), a competitor of Hill Fire at the time. After becoming Project Manager, her activity and involvement in the business scaled up, working in the field and taking an active lead in recruiting new employees, which led her to the position of Branch Manager, soaking up as much knowledge as possible along the way. Since that time, Coomes’ energy has been ceaseless.

It was in 2004 that she received a call from a recruiter and met with Jim Hill, President of Hill Group, filling a position at the company after only three weeks, bringing with her the skills, experience and drive to make an impact that Coomes had carried through Northstar.

“After my experience at Northstar, I wanted to be with a stable and reputable company, especially knowing I was starting a family and would be a working mother,” Coomes tells us. “Hill Group had a great reputation and some pretty big growth plans, but the team in Chicago

had some struggles; I put myself forward and was driven to make this business a success.

“I was given autonomy to get things done, and we changed the mindset of the team, upgrading the talent and building a new group. A lot of people joined us at that time and many have stuck with the company to see the growth and change over the years. Back then, we were generating $3.5 million in revenue; this slowly doubled, then doubled again, and by the fourth year Hill Fire had quadrupled in size. It has been over 12 years, and today we are generating around $42 million!”

“WE REALLY FOCUSED ON THE CULTURE AND THE PEOPLE, AND TEAMWORK IS AT OUR CORE”

– SHANNON COOMES, PRESIDENT, HILL FIRE PROTECTION

This substantial track record of success is thanks to Hill Fire’s hard working and dedicated employees and management team, each of whom value individual and collective efforts.

HILL GROUP – SERVICES AT A GLANCE

Preconstruction Services:

• Cost estimating

• Engineering

• Virtual design

Fabrication:

• Ventilation, mechanical piping and plumbing

• Process piping

Construction Services:

• HVAC

• Plumbing

• Special projects group

• Modular construction

• Architectural

Fire Protection:

• Service

• Construction

TEAMWORK AT THE FORE

Following the multiple recent acquisitions, it has been integral for Hill Fire to incorporate new employees and management into its existing company structure. Part of this is adapting the office culture, ensuring that every employee feels at home in a new environment.

“We really focused on the culture and the people, and teamwork is at our core – we don’t make a product, we install systems in buildings and we have to design and fabricate such things, working together between the many divisions and offices,” Coomes says.

These teams are at the center of Hill Fire and work together to deliver the company’s many projects and meet business goals. Team building and social events are common, and the company makes sure to celebrate individual and collaborative milestones, whether that is a birthday, life event, or work goal.

“Most importantly, we recognize the value of hard work coupled with flexibility,” Coomes adds. “Family comes first, and if somebody is exhausted from work and needs to take care of family-related matters, we

encourage them to get home early or take an afternoon off. This work-life balance is an important part of our continued success and the well-being of everyone involved.”

Hill Fire’s present activities envelop multiple data center developments and high-profile projects, the latter of which includes the Obama Presidential Library in Chicago. Alongside significant projects such as this, Hill Fire’s focus is set on the training and development of its employees across its various offices, having grown so significantly in recent years.

“It is a challenging and dynamic industry – every day is different. Now that we are all working in the same direction, it is time to focus on the future, consolidate our current position, grow revenue, and lead with our people and customers in mind.”

HILL FIRE PROTECTION

Tel: (847) 288-5100

www.hillgrp.com

Hill Fire Protection team

TRULY THE FUTURE

A lot has changed for Truly Nolen since the COVID-19 pandemic. We speak to President of the company, Scarlett Nolen, about enabling business growth and answering the eternal demand for pest control across the Sun Belt and beyond

Writer: Marcus Kääpä | Project Manager: Michael Sommerfield

Truly Nolen is an iconic brand with a tremendous history.

The company’s first iteration was established in 1938 by Truly Wheatfield Nolen, a serial entrepreneur with multiple home service businesses. Following the Great Depression, it was his pest control business that showed a consistent level of success. Regardless of the economic state of the world,

the fear of bugs and rodents remained a constant, and one that he answered.

“The option of choosing pest control over other services is apparent, and our innate dislike of pests is one of the many reasons,” introduces Scarlett Nolen, President of Truly Nolen. “My grandfather joined this industry that really has

navigated its way through so many ups, downs and economic unknowns in the world, which is very applicable today in light of the COVID-19 pandemic.”

Scarlett’s father, Truly David Nolen, worked for the company for a brief time as he oversaw the business. This ultimately took him west to Arizona after he was inspired by a National Geographic article relating to termites, establishing Truly Nolen Pest Control Termites in 1955.

“I joined the business 10 years ago intending to learn about the company and gain some experience in the industry, I didn’t aim or expect to eventually become President. I did so at a unique time with the arrival of COVID-19, and we are still getting our sea legs back after the pandemic,” Scarlett tells us.

Truly Nolen is a full-suite pest control service covering everything from sidewalks to the rooves of residential and commercial properties, and is best known throughout the US for its vivid yellow mouse car, a staple of its brand.

“The bread and butter of our services are in the areas of termites and rodents, but also pest control. Other services include bird control, lawn services and insulation,” Scarlett notes.

Scarlett Nolen, President, Truly Nolen

Truly Nolen is broken up into a range of business categories. The company has a host of corporate offices across America’s Sun Belt, the states stretching from southeast through to southwest (California to Florida) and also has domestic franchisees, relating to its business up the east coast of the US into Canada.

“Truly Nolen International is a sister company that deals with global franchises, but this is primarily based around South America, with a presence in Europe (France, Spain, Portugal, and Kosovo) - the mouse car stretches far!” Scarlett tells us proudly.

“Our culture is such a part of our identity - it always has been. A great deal of this happens when you interact face-to-face with people. Our face-to-face interactions were greatly missed, even altering our company culture to a degree, like it seemed to for so many others. So, as we are regaining our balance after COVID19 there were some fundamental

TRULY NOLEN IN THE COMMUNITY

The people of Truly Nolen, along with Truly David Nolen, have a long-tenured history of community involvement and service. The company is involved with local Rotary clubs, non-profit organizations, schools, youth sports and everything in between. The company began to focus its efforts on the communities it serviced by supporting the work and passion of its employees and partners. This expanded to group volunteering, youth science, technology, engineering, and math (STEM) classes, charity car shows and parades, touch-a-truck events, neighborhood block parties and cook-outs, fundraiser events, and much else.

things to shore up, and it became very apparent to us in 2022 that this needed to be our focus for 2023.”

According to Scarlett, from an industry perspective there have been some of the largest acquisitions it has seen in 2022, and they continue to occur. Although Truly Nolen has until this point observed as a spectator, she anticipates that such acquisitions will have a rippling effect throughout the industry.

“I don’t think we have yet realized the impact of those acquisitions. They are unwritten and yet to be determined, but when you have the largest conglomerates buying up really big companies it causes a great deal of disruption,” she explains. “This disruption can, for example, cause turnover at a high level at those companies, and sometimes even from a customer’s perspective, there is a bit of a shakeup. I believe that the impact of these large acquisitions has not been seen yet, but is to come.”

East Coast Operations Center, Orlando, Florida

1974 VW Mouse Car at 2022 Truly Nolen Community Car Show

1960 Ant Truck on display at 2022 Truly Nolen Community Car Show Tucson Modern-day Mouse Car

INVESTING IN THE PEOPLE

Truly Nolen is in an exceptional position as a key player in the pest control space, a market that is consistent and one that is a necessity for Americans at home and work. Despite this, Scarlett acknowledges that any industry can hit a period of turmoil, no matter which area the business operates in, and in the face of this, it becomes critical to invest in preparing for such an occurance.

“No company is recession-proof; no industry is void of being impacted by global events, not even the funeral business, as shown by COVID-19. Things can always change and recognizing that fact is one of the most important aspects of being a

leader,” Nolen explains.

“So, I challenged everybody at the company to really think about how Truly Nolen is not going to become extinct and open up our minds to moving forward. How do we continue to reinvest and evolve into the future? We came to the conclusion that nothing in our business is sacred, save our mouse car.”

It was in light of this that Truly Nolen looked to restructuring the company, a long but necessary process that saw the business shift to a hub and spoke model, and additionally move from a top-down to a bottom-up company.

“This model is more reflective of millennial values and the next generation value system of

bottom-up, yet it also forces you to engage with the front line which we have always done as a company,” Scarlett Nolen continues.

“The engagement has always provided us with feedback to a certain extent, and this customer service on the front line is still at the fore of our aims.”

This has proved to be a significant shift for the company, and one which is coming to fruition. Within this development, Truly Nolen ensures that its employees are recognized for their hard work, dedication and overall efforts. As a company transitioning to become bottom-up, there comes the notion that Truly Nolen will begin acting on feedback from all of its employees, gaining an insight into how to better operations, workload and management.

For Scarlett, this is an important part of recognizing employee value; by acting on somebody’s opinion and advice, the company will become an

“OUR CULTURE IS SUCH A PART OF OUR IDENTITY - IT ALWAYS HAS BEEN”

– SCARLETT NOLEN, PRESIDENT, TRULY NOLEN

increasingly inclusive environment that embodies a collective business consciousness as well as grow the individual’s want and sense of business success.

Ultimately, the switch in company structure is a delicate process that requires acknowledgment of the past and adaptation for the future.

“It is an interesting development regardless of if you are in pest control,” Scarlett Nolen notes. “How do you shift the philosophy of your company that has been around for 85 years, that you are currently celebrating, yet also prepare it for the next 85? It is important to acknowledge the past and prepare for the future.”

ORGANIC AND ACTIVE GROWTH

Though Truly Nolen has watched events unfold in the industry, it has

yet to become fully involved in the acquisition side of the business.

“We had not been in the acquisitions game for around 20 years, but for the last couple of years we got back into it,” Scarlett explains. “We promoted one of our employees,

Lance Washington, to the executive team to head up this part of the business. Since then, there has been a heightened level of focus in this space that has been integral to our growth strategy.”

According to Scarlett, Truly Nolen

THE GREEN SIDE OF TRULY NOLEN

Truly Nolen knows that its job is to make homes or businesses pest and termite free, while protecting the environment and being a productive member of the communities in which it serves. Truly Nolen works to minimize its impact on the environment, while providing a lifestyle free of pests for its customers. The company’s commitment to the environment and its customers is supported by the best choices for pest control from business practices to material application.

Truly Nolen knows that its green choices go beyond the products it uses to address and prevent pest and termite infestations. Its commitment is supported operationally by modifying routing, increasing customer concentration and reducing drive times, to paperless billing, and other efficiency factors that support sustainability.

Scarlett with Matt Wild, CFO and Justin Bellet, COO

still remains an organic growth company, yet this supplementary acquisition side of the business has certainly complemented the company and its promising future. Looking ahead, Truly Nolen anticipates making many larger investments in the industry to grow and consolidate its hold on the pest control market in the US and beyond.

When it comes to organic growth, however, there is more excitement on the horizon. Largely seen as a residential company, handling pest control in built up and domestic areas,

Truly Nolen is looking towards the further expansion of its commercial division in the US.

“We have made some investments in our staff and also relating to technology, through which we can become more of a formidable player in the commercial business area,” Scarlett reveals. “This is a huge opportunity for us, and I am determined to make an impact. Globally speaking, this will also help engage our employees further and increase career potential for everybody involved.”

Following Truly Nolen’s growth trajectory, it is not difficult to see that the industry holds a lot of promise for those looking for a lifelong career in a specialized field.

“This is something that we really place at front and center; pest control is not just a job, it’s a career opportunity,” Scarlett assures us. “Historically speaking, you would be a salesman, manager or technician, but today it is a much more dynamic industry, and there is a lot of excitement to come in the future.”

“WE ARE A FULL-SUITE PEST CONTROL SERVICE, WE COVER EVERYTHING FROM THE SIDEWALK TO THE ROOF OF PROPERTIES WHETHER THEY ARE RESIDENTIAL OR COMMERCIAL - THIS IS OUR BREAD AND BUTTER”

– SCARLETT NOLEN, PRESIDENT, TRULY NOLEN

Scarlett opening the Annual Manager Meeting, February 2020

A brand new website is born...

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Publishing is proud to announce the birth of a dedicated platform for the healthcare sector. As organizations worldwide must navigate a new healthcare landscape defined by technological innovation in the wake of the COVID-19 pandemic, now is the time to showcase the strides being taken in this critical sector.

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Through this compelling new venture, we intend to foreground the movers and shakers of the industry. To participate as a featured company and join us in this exciting endeavor, contact one of our Project Managers today.

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DIRECTING CHANGE IN THE FUNERAL PROFESSION

As deathcare undergoes a technological transformation, Carriage Services’ coFounder, CEO, and Chairman of the Board, Mel Payne gives us an insight into an industry where compassion is key

Writer: Rachel Carr | Project Manager: Felix Revell

The unavoidable business of death is one of society’s least discussed topics. Nevertheless, the deathcare industry has developed over time into one of the most successful markets.

At some point, everyone will rely on the services of a funeral home, but the emotional experience attached to it needs a compassionate and sensitive approach - an attribute which Carriage Services specializes in.

“How you take care of a family, how you make them feel, and how you help them celebrate a loved one has been, and will continue to be, the most important focus of our profession,” opens Mel Payne, co-Founder, CEO, and Chairman of the Board of Carriage Services.

Headquartered in Houston, Texas, the organization combines tradition with digitization as a result of the COVID19 pandemic, which was a time for innovation across all sectors.

Historically speaking, the deathcare industry has been around for over a century, ever since soldiers’ bodies needed embalming in order to preserve them for the long and arduous journey home from the American Civil War.

The process started to gain traction after Abraham Lincoln’s funeral procession in 1865; the public were impressed when they viewed the well-preserved body, realizing the embalming process allowed more time for customs to enter the mourning period.

However, the idea of an actual ceremony using the services of a funeral home did not become widespread until the 20th century. This is when the industry experienced exponential growth between the years 1865 and 1920, with almost 25,000 funeral homes established in that time frame.

Up until then, funerals were organized by family members, friends, and neighbors, when tradition dictated that burials take place on family property. As communities became larger and more settled, cemeteries began to be utilized.

Firstly, could you briefly introduce Homesteaders Life Company (Homesteaders)?

Homesteaders is a national leader in providing products and services to promote and support advanced funeral planning and funding for end-of-life expenses. Since issuing our first policy in 1906, Homesteaders has emerged as the trusted name in the funeral profession because of the stability, security and integrity of our preneed products. We are a mutual company, owned by our policy holders, so we are accountable to the families we serve. Today, Homesteaders serves about 3,000 funeral homes across the country. We employ more than 250 employees nationally, with about 75 percent working out of our home office in West Des Moines, Iowa. Many of our team members are industryleading account executives in the field, so we have a very deep understanding of the day-to-day realities of the work. We pride ourselves on our positive culture and are consistently recognized as a Top US Workplace.

Homesteaders has been operating for almost 120 years. Can you elaborate on the company’s history and the industry expertise that stems from this?

Homesteaders traces our roots back to the early 1900s when very few families had breathing room for large expenses. The death

of a loved one could cripple their financial position. As John E. Paul assisted families in his community in Des Moines, Iowa, he realized the financial disruption caused by death was largely due to the unexpected cost of funeral and burial services. So, in the fall of 1905, he proposed a solution: The Homesteaders, a small, fraternal benefit society dedicated to helping families plan and pay for final expenses. Under John’s leadership, The Homesteaders issued Policy Certificate Number One on 24th February, 1906. By the end of that year, more than 500 families had secured end-of-life funding.

As Homesteaders enters our 118th year of providing secure, reliable funeral funding, we operate at the intersection of the funeral profession, the insurance industry and the consumer market. We are focused on understanding how each of these areas influences and impacts the consumer’s end-of-life experience.

What differentiates Homesteaders from the competition?

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Since Homesteaders is owned by its policyholders, we are not accountable to shareholders but to the families we serve. We are a monoline company, solely operating in the end-of-life space, so we’re unique in our ability to focus on the needs of funeral providers without having to split our resources between competing business units.

Homesteaders has a competitive product portfolio, backed by a secure and conservative investment strategy and more than a century of financial strength and stability. We offer comprehensive marketing and operational support to help funeral providers connect with more families than ever before, including everything from lead generation and text-based aftercare to appointment setting and online funeral sales, all centered around EnGauge, a robust customer relationship management system (CRM) custombuilt through Salesforce.

Homesteaders also partners with more than 40 of the profession’s leading marketing organizations, so our customers can pick the firm that is the best fit for their business. When you combine all of that with loyalty programs like PartnerPoints® and Casket Price Protection as well as our new Funeral Home Conventional Business loan program, you get a comprehensive offering that is difficult for any competitor to match.

How have innovative investments and technology partnerships impacted Homesteaders and its customers?

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We have made significant investments in the last few years in emerging new technology that has helped funeral home customers and agents respond to a shift in the way consumers shop for and purchase their funeral plans. We introduced eFuneral, a unique digital sales and lead generation platform that empowered funeral homes to attract, convert and close preneed and at-need sales. We partnered with insurtech companies like Benekiva to streamline our claims submission process.

Additional investments like our award-winning text-based aftercare program and our in-depth consumer analytics engine

have provided funeral professionals with tools to help them better serve families without increasing headcount.

How did Homesteaders adjust to the disruption caused by the COVID-19 pandemic, and how has this adaptation made the company stronger than ever today?

Much of Homesteaders’ response to the COVID-19 pandemic mirrored what you saw at employers across the country, but we also faced challenges unique to our business model. Social distancing requirements prevented our agents and funeral home customers from helping families plan and host funeral services in person, yet the rising COVID-19 death toll drove up demand while simultaneously causing more consumers to think about end-of-life concerns.

Despite the challenges of the COVID-19 pandemic, we maintained the highest degree of operational standards while sustaining forward momentum on key initiatives that will help us achieve our long-term goal of helping funeral homes reach more families than ever before, and positioning Homesteaders as a leading innovator in the preneed space.

Looking ahead, what are the company’s key priorities for the coming year?

We are excited to see many of the investments we have made in the last few years begin to bear fruit. New technology offerings and partnerships have positioned Homesteaders as a marketleading innovator in the funeral profession. Additional investments in the consumer space, including the most comprehensive and detailed market research the profession has seen in decades, have made our partners and customers more connected to consumers than ever before.

As we look at the year ahead, our team is focused on developing even deeper connections with consumers on behalf of our funeral home customers and agents through thoughtful and strategic investments in digital tools, grief support and more, enabling us to provide even better service.

Helping people design a better farewell, benefitting those they love.

The oldest funeral home in the US dates back to 1759 in Williamsburg, Virginia, and was run by cabinet maker Anthony Hay, who made coffins as a sideline. Before funerals became an industry, which is now worth $20 billion annually, women prepared the deceased up until the mid-1800s.

However, it was Abraham Lincoln’s public funeral that prompted the population to crave the same treatment. Consequently, death as a service caught on, with many professions entering the industry and funeral homes eventually becoming the businesses and organizations we see today.

INNOVATION AND CELEBRATION

There is a rich history of funeral homes and traditions. Today, funeral directors do much of the same as they did 100 years ago, but advances in technology are beginning to change the profession, as Payne will testify.

It was Payne’s own family tragedy, combined with an entrepreneurial spirit, that inspired him to start a business in the funeral home and cemetery industry. In order to honor the memory of his nephew, Carriage Services was incepted in 1991.

“I experienced the incredible impact that the funeral profession could have on a family and an individual. Following my nephew’s service, I was so touched by the noble work of the team at the funeral home, that I was drawn to the profession,” he shares.

After serving in Vietnam, Payne’s career path led him into the finance sector, subsequently gaining a degree in chemical engineering and earning an MBA.

Carriage Services has always maintained its core principles and industry standards which have been around for decades - for example, service always comes first. In fact, the message is an identifiable fixture of the company.

Although technology is increasingly assisting the process, and making the arrangements more seamless for families today as opposed to 30+ years ago, the sensitive nature of the industry still requires a personal and human touch.

The tools that are now available can help focus on the celebration of life and achieve unique services tailored to the individual being commemorated. However, Carriage Services still values the compassionate attitude its employees bring to the business.

It is an ongoing balance between technology and tradition. As the COVID-19 pandemic was a catalyst for innovation, the industry is undergoing a huge transformation.

“Within our own company, we have grown to a size where we are able to offer more support than ever to the leaders of our business through the very same technology. From marketing help to service, and guest experience ideas, the resources that were unavailable when the company was founded combine to create a first-class and memorable service for our families today,” assures Payne.

As the company is deeply committed to delivering an unparalleled customer experience through creativity and innovation, it has designed a purpose-driven customer journey that involves digital transformation.

“The customer-centric approach is at the heart of Carriage Services, and we are building all our processes around it. We leverage digital transformation principles and apply them to the customer journey, and it consciously revolves around wowing our clients.”

Whether it is through online transactions, phone conversations, or face-to-face engagements, the goal is to exceed the expectations of the families at every touchpoint along their personalized journey.

“From our marketing efforts to the

funeral service itself, we thoughtfully curate an elevated experience empowered by digital mediums. While we are currently in the process of implementing this new customercentric approach, we estimate full adoption will be achieved by 2024,” reveals Payne.

“We are confident that this transformation will solidify our position and create a service excellence moat around each of our businesses.”

With technology on the rise, the funeral industry is likely to undergo many changes over the next few years. From digital death management, to recording memories, innovators are disrupting and transforming an industry which is so quietly fundamental to society, and whose traditions have remained unchanged for decades.

Those same traditions are set continue, albeit in a new and more technologically advanced way.

COMMITTED TO TRAINING

As death is a delicate subject, the deathcare industry needs a tactful type of employee, and staff and partners must be selected accordingly. Not only does the nature of the business require the correct attributes, but investment in training and development is also of the utmost importance.

Carriage Services takes employment and ongoing training seriously as they play a crucial role in delivering exceptional care to families during difficult times. Therefore, the company places a high value on staff and partners alike.

“We look for key attributes that align with our values and commitment to excellence. Our staff must have genuine compassion and empathy towards the families we serve. This includes being able to provide emotional support, understanding, and comfort during a difficult and sensitive time,” reveals Payne.

Alongside compassion and empathy, sit professionalism and integrity. Individuals must maintain confidentiality, always adhere to ethical standards, and conduct themselves in a professional and respectful manner – in all interactions.

“Effective communication is critical; our staff and partners must possess excellent verbal and written communication skills to convey information effectively, including listening to needs and conveying instructions clearly,” he adds.

There is a code of conduct when dealing with heightened emotions and expectations. The funeral home has an ethical obligation to fulfill and standards to uphold. Moreover, a certain etiquette, professionalism, and courtesy are a given, as well as other skill sets.

Attention to detail and strong organizational skills are essential in ensuring that all funeral arrangements and services are carried out precisely and carefully.

“From coordinating logistics to managing paperwork, our staff and partners must have excellent organizational skills to ensure smooth operations,” Payne notes.

The funeral industry is a dynamic field, and it needs people who can adapt and thrive in changing circumstances. This includes flexibility with work schedules, responding to last minute changes, and being able to remain composed in unexpected situations.

As with most industries, being a team player is vital as collaborative work provides the best outcomes for the recently bereaved. As Payne informs us, Carriage Services seeks people who “support and assist their colleagues and contribute positively to the overall work environment.”

Moreover, funeral services are continuing to evolve since the COVID-19 pandemic. Therefore, a growth mindset and a commitment to ongoing learning and professional development are key attributes.

There for Life’s Journey

As a financially strong company with a focus on Preneed, how do these two factors make NGL unique?

Cameron Black, Vice President of Sales and Business Development (CB): Our purpose is to help people face life’s financial challenges with confidence, dignity and grace. We continue to be one of the most highly rated companies in the industry, rated A (Excellent) by AM Best, the world’s oldest and most authoritative insurance rating information source. This reflects our focus on financial stability meaning our partners and policyholders can be confident in

Cameron Black - Vice President

NGL’s reliability and dependability for the longer term. Our excellent customer service and partnership mentality allows us to be one of the best Preneed partners in the profession by providing flexible

Celebrating a milestone in the Preneed insurance industry, National Guardian Life Insurance Company (NGL) is committed to collaboration and poised for growth.

products, personalized service and tools needed to better help those that we work with focus on their families.

How is NGL celebrating 25 years in Preneed, and what do the next 25 years look like?

CB: Celebrating 25 years in the Preneed space is an important milestone for NGL. With more than a century of insurance industry experience, we are proud to be there for families when they need it. This anniversary also provides an opportunity to reflect on our achievements and look towards the future. We plan on evolving and growing with our partners as the funeral profession changes with trends and technology. We look forward to the next 25 years as we continue partnering with the very best in this profession. Additionally, we are committed to developing the best products, demonstrating high-quality customer service and maintaining a financial position that will allow us to be a continued leader in the industry.

In what ways does NGL’s wholesale distribution model give partners more control over the products their agents sell?

CB: We understand that one size cannot fit all, and we understand that as an insurance carrier we should be focused on being the best carrier for all those we work with. Our expertise allows us to serve partners through connection, collaboration and compassion. Our valued partners know that when they choose to work with us they will receive a true partner carrier that is dedicated to serving and growing their business.

What is the ideal type of partner for NGL and how can you help them grow?

CB: When we partner with organizations, we look for mission statements and values that align with ours. We believe that when we have that same mindset, strong partnerships and long term relationships are formed. We look for partners wanting a carrier that will give them a valuable product at a great service level which allows them to focus on what they do best - providing top-notch service to families. We hope to be an extension of their business that encourages growth and focuses on the future.

How is NGL streamlining its business focus to further enhance its Preneed line of business?

CB: NGL has always had a strong commitment to our Preneed partners and the funeral profession, including our focus on providing dedicated service and valuable product offerings. Selling certain blocks of business further strengthened our financial position and allowed us to simplify and streamline processes which provided an opportunity to enhance our support and customer experience for our valued policyholders, partners, funeral homes and agents.

Your future is secure

Keeping updated on industry trends, attending training programs, and seeking opportunities for selfimprovement are all activities that staff and partners should be prepared to do.

“By seeking staff and partners who possess these attributes, we ensure that our team is well-equipped enough to provide exceptional service to our families with compassion, professionalism, and excellence.

“The collective effort of our staff and partners makes our portfolio of businesses truly unique, positioned for high performance, and in full alignment with our vision and mission of being the best,” he affirms.

SETTING THE MODEL STANDARD

Carriage Services owns and operates 205 funeral homes and cemeteries in 26 states, employing over 2,500 dedicated staff. Although the company is growing organically with the death rate, the standard of care and dedicated nature of the staff remains the same.

“I have always defined the organization as a highperformance culture company that just happens to be in the deathcare space. We have a Darwinian culture where only the best of the best succeeds,” Payne proudly states.

CREATIVE SOLUTIONS WITH CARRIAGE SERVICES

To adapt to the ever-changing post-COVID-19 landscape, the company’s entrepreneurial and agile nature allowed the managing partners to pivot and adapt to the different and difficult circumstances. By implementing certain initiatives, it enabled meaningful services to continue in a safe and compassionate manner.

• Virtual Funeral Services: Live streaming allowed families to remotely participate in funeral services and memorials, enabling them to honor loved ones while adhering to social distancing and restrictions on gatherings.

• Drive-Through Visitations: The bereaved paid their respects from the safety of their vehicle. The creative solution allowed families to grieve and express condolences while minimizing contact.

• Online Arrangements: Enhanced capabilities afforded families to plan remotely through virtual consultations and online platforms, providing a convenient and safe way to organize the funeral without visiting a physical location.

• Personalized Memorialization: Virtual memorial walls, digital guest books, and online tribute pages, allowed families to share comforting information about their loved ones online.

• Community Support: Donations to organizations and frontline workers by providing free or discounted services to those in the community affected by the COVID-19 pandemic, also offering support to families facing financial challenges.

Creativity and innovation helped the company adapt to continue providing compassionate and meaningful funeral services, all while prioritizing the health and safety of the staff and customers it serves.

“I always believed, and have since proved, that when you find the “right who” and place them in the right seat, you should turn them loose through empowerment. The results are a testament to the high performing power of the Carriage Services operating model.”

The organization differentiates itself from other companies in the sector by offering opportunities and experiences to partners, staff and clientele, therefore putting people at the core of its values.

“We believe that our staff, partners and clientele are the fuel that powers our high-performance engine, and we prioritize their needs and experiences above all else.

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“Our unique approach is reflected in our flywheel component of “first who, then what”, which emphasizes the importance of our people in driving our success,” he elaborates.

The company’s commitment to people is reinforced by its decentralized model, where trust and empowerment are fundamental principles.

“We believe in fostering a culture of innovation and creativity, which sets us apart from other companies in the deathcare industry.

“Our Standards Operating Model and Strategic Acquisition Framework have been thoughtfully and strategically designed to support our high-performance culture company, positioning us as a unique and differentiating force in the industry,” Payne says enthusiastically.

The decentralized approach that the company takes is instrumental in enabling this high performance. The model is built on finding the “right who” to lead a business and then empowering that leader to make the best decisions, including selecting most vendors, for their business.

“Due to our size and scale, we are able to present cost-effective options for our managing partners as it relates to certain products and services.”

DEATHCARE DATA

2.4 MILLION funerals held in the US each year

$7,000 - $12,000 – average cost of funeral with a burial

$6,000 - $7,000 – average cost of funeral with cremation

19,322 funeral homes in the US

20,272 cemeteries in the US (not accounting for pet cemeteries, hidden graveyards, or natural burial sites used by Native Americans)

“WE BELIEVE THAT OUR STAFF, PARTNERS AND CLIENTELE ARE THE FUEL THAT POWERS OUR HIGH-PERFORMANCE ENGINE, AND WE PRIORITIZE THEIR NEEDS AND EXPERIENCES ABOVE ALL ELSE”

– MEL PAYNE, CO-FOUNDER, CEO, AND CHAIRMAN OF THE BOARD, CARRIAGE SERVICES

to the Memorialization Industry

As a leader in the funeral and cemetery industries, Matthews Memorialization is dedicated to helping our customers grow and thrive in today’s changing marketplace, and helping the families they serve move from grieving to remembrance. We offer innovative products of superior craftsmanship and strategic business solutions that meet the needs of every family, whether they choose burial or cremation.

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This people-centric approach, combined with innovative ideas and creative concepts, sets Carriage Services apart from other companies in the sector. Its commitment to staff, partners and clientele makes it unique, and enables it to deliver exceptional opportunities and experiences that surpass industry standards.

FUTURE FUNERAL PROCESSES

Digital integration, automation, and seamless processes are at the forefront of transforming how Carriage Services assists grieving families with finalizing arrangements, ensuring services are conducted in an exceptional manner.

As Carriage Services is committed to excellence and delivering a personalized experience to the clientele it serves, it is working hard on the development of a cutting-edge system called Trinity.

“Trinity is our new enterprise resource planning (ERP) system currently in development and it will replace our existing contract platform.

“Powered by a first-in-class family portal and front-facing engagement tool, Trinity will enable our funeral directors to deliver an elevated service experience like never before,” Payne elaborates.

Trinity will streamline its processes, enhance communication, and provide

an unparalleled service to the families who put their trust in Carriage Services at their time of need.

“The transformation is a testament to our dedication to innovation and continuous improvement.

“We are excited about the positive impact Trinity will have on our ability to serve families with the utmost care and professionalism. We look forward to sharing more about this exciting development in the near future,” he explains.

ERP is the latest innovation in funeral planning and the software is designed for organizations to manage day-to-day planning, while driving agility and success.

Eagle offers the highest levels of craftsmanship and manufactures everything from small monuments to large private mausoleums.

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Ideal has provided professional funeral services and products for the WNY area since 1953

Our founder, Borden Tilley, started the company from his home garage in Williamsville, NY. Over 69 years later located in Pembroke, NY, Ideal Burial Vault is still family owned and operated by Borden’s son and grandson, George and Greg. They continue to deliver the same quality service and professionalism that Borden delivered so many years ago to the Buffalo/WNY area and the Rochester/Finger Lakes area.

Funeral Service earlier this year, are testament to the selective approach of partnering with the remaining larger businesses.

Embarking on advances in technology are only part of the company’s plans for this year, with other key priorities including more acquisitions. Two funeral homes are already in the Carriage Services fold, with another one in the pipeline.

As a consolidation company, Carriage Services prides itself on seeking strategic partnerships, and is committed to maintaining a disciplined approach to acquisitions. It ensures each partnership aligns with its goals and adds value to the organization.

“Our acquisition framework is highly selective, as we diligently identify premium businesses in growing strategic markets that fit our Carriage operating model,” Payne informs us.

With a vision for excellence, the framework allows careful evaluation of each acquisition opportunity based on its potential to enhance the company portfolio and drive positive financial performance.

The latest acquisitions of Greenlawn Funeral Homes, Cemeteries and Cremations, and Wood Family

“Our future is simply not in growth for the sake of it but rather on being the best capital allocators and value creators for our stakeholders. We strive to continually elevate our performance and deliver exceptional results,” concludes Payne.

Whatever is next for Carriage Services, it is guaranteed that care, compassion, and clientele will remain at the fore.

“WE BELIEVE IN FOSTERING A CULTURE OF INNOVATION AND CREATIVITY, WHICH SETS US APART FROM OTHER COMPANIES IN THE DEATHCARE INDUSTRY”

– MEL PAYNE, CO-FOUNDER, CEO, AND CHAIRMAN OF THE BOARD, CARRIAGE SERVICES

LEADING WITH SCIENCE, DRIVEN BY PASSION

Center for Breakthrough Medicines is striving for a future where advanced therapies are available and affordable for every patient. We discuss the miraculous development of biotechnology and the company’s hunger for innovation with Chief Strategy Officer, Alan Moore

Writer: Ed Budds | Project Manager: Felix Revell

Center for Breakthrough Medicines (CBM) is on a mission to save lives. An advanced therapy focused Contract Development and Manufacturing Organization (CDMO) dedicated to delivering life-changing treatments to the patients that need them, CBM’s leaders have successfully led cell and gene therapy (CGT) programs at innovator companies and are bringing their expertise to solving the challenges associated with CGT manufacturing. CBM also boasts partnerships with industry leading pioneers who have taken advanced therapies to mass commercialization. The company leads with science, developing the platforms and processes that turn its clients’ ideas into treatments that go on to transform patients’ lives.

A JOURNEY THROUGH BIOTECH

Spearheading identification of new technologies for CBM, as Chief Strategy Officer (CSO), Alan Moore oversees new client development and on-boarding, building strategic partnerships and collaborations. He is now able to utilize and call upon 40 years of experience in the life sciences contract services field.

Alan Moore, Chief Strategy Officer

“My father was a physician, and my mother was a head nurse. I remember my dad used to take us to the hospital to visit the patients after Sunday school, so I was destined to be a physician too. However, this was shortly after the discovery of restriction enzymes, and I became fascinated with biotechnology, so my dad gave me permission to not seek the family trade,” he recalls.

Starting out as a laboratory technician at Microbiological Associates, just as the biotechnology (biotech) revolution was starting and the company was simultaneously experiencing rapid growth, Moore moved into a management position where he helped build a strong organization to test and ensure the

NORTH AMERICA OUTLOOK: HOW INSTRUMENTAL IS TECHNOLOGY TO YOUR OPERATIONS AND FUTURE INNOVATIONS?

Alan Moore, Chief Strategy Officer: “Technology is absolutely crucial, from AI and machine learning (ML) to a number of different applications that range across the analysis of patient outcomes and relating those back to the manufacturing processes and the performance of the manufacture of products.

“Some of these applications are helping to design highquality viral vectors, making them more specific, and giving them the ability to target the exact tissue that is required to deliver the specific therapy needed for each individual patient.

“Technology can also be applied to help establish the knowledge that’s necessary to conduct gene editing, making sure that you know what the target is and are able to finely conduct the gene editing required to deliver the desired effect.

“Very early on, I saw the success of ML in the development of diagnostic tests or pediatric cancers. There were a series of cancers that were identified as small, round, blue cell tumors and some were very invasive, requiring aggressive surgery. Through ML, researchers were then able to identify a subset of genes that could uniquely identify these various types of cancers, and that was very important to pediatric oncologists.

“As a result of this, it’s clear that there are numerous key applications of ML and AI across diagnosis, design and development and manufacturing of these advanced therapies.”

safety of biotech products, gaining invaluable experience.

Later, in a role at Genzyme, Moore subsequently became enthralled with the concept of cell therapy. At this time, he was working with the National Cancer Institute and his team manufactured patient specific products for B cell lymphoma and multiple myeloma.

“I was then eventually attracted to CBM because of the specific mission presented to me, which was to build an end-to-end capability to advance cell therapies as rapidly as possible. Our founder was insistent that any of the roadblocks that face these products needed to be removed, which was a challenge that I was very excited to take up,” explains Moore, who remains fascinated by his profession.

“When you’re working on personalized cell therapies, you are as close to the patient as you’re ever going to get in support of the development of these products. The industry is moving rapidly as the technologies are advancing at light speed, so the progress that’s being made is exciting to witness.”

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Presently, due to the infancy of the technologies and processes that are being employed in the current incarnation, the manufacturing of these products can be inefficient and costly. However, CBM actively partners with state of the art companies to work towards an improvement.

“One of the other things that’s equally fascinating and encouraging is seeing our partner companies and tool providers jumping in with both feet now that the products have demonstrated success and that there’s been significant investment,” Moore adds.

CBM is partnering as broadly as possible with innovators so that the company is constantly aware of the latest developments and the everevolving future of processes and tools that will soon be utilized to efficiently produce key products.

A CHANGING SCIENTIFIC LANDSCAPE

The recent devaluation of many biotech companies due to shrinking stock prices has sparked a sectorwide shift towards focusing on the development of fewer, but later stage products. Previously, it was believed that in order to maximize value, a company had to establish its own manufacturing platform. In this capital-constrained environment, the concept of “build versus buy” is losing

CBM VALUES

• Embrace customers

• Be committed

• Respect all, always

• Ignite innovation

• Empower all teams

• Give your all, at all times

favor, as companies opt to allocate their limited capital towards therapy development while outsourcing the manufacturing process.

This trend continues to underline the importance of a CDMO, as well as the role it plays in helping biotech products move forward proactively.

“Another emerging trend is a greater capability on the part of CDMOs. For example, here at CBM, we established at the outset that we were going to have commercial scale and commercial ready facilities because our products can quickly move through the development cycle, from clinical, early clinical to late clinical and then finally, commercial manufacturing,” he declares.

Elsewhere, regulatory agencies have recognized the importance of many of these products and have subsequently provided mechanisms

to accelerate its approval process, which is gradually benefiting and enhancing the industry.

“We exist in a high growth environment where things are rapidly changing, and being able to keep your head above water and keep focused on the end goal is important,” expresses Moore.

“Often in science, we are very skittish around anything that we don’t have all of the answers to, and one of the things that I find constantly rewarding is being able to call on your core understanding and concepts and then apply those to new challenges.”

ADVANCED THERAPY DEVELOPMENT

CBM was established with the goal of providing a complete end-to-end solution for developers of advanced

“WE HAVE ONE OF THE MOST EXPERIENCED TEAMS IN THE INDUSTRY AT PRESENT, INCLUDING PIONEERS IN CELL THERAPY AND VIRAL VECTOR MANUFACTURING”

– ALAN MOORE, CHIEF STRATEGY OFFICER, CENTER FOR BREAKTHROUGH MEDICINES

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therapies, including support that provides the efficient transfer of a process all the way from development into manufacturing.

“One of the ways that CBM accomplishes this is by establishing the same scale of manufacturing platform in the process development area that is involved in manufacturing. This is pretty unique as companies usually don’t have large scale process development capabilities,” explains Moore.

“We’ve also recognized that there are unique challenges for cell therapies. We are dealing with patient specific cell therapies as well as the shelf cell therapies, and they differ vastly in complexity and scale.”

One of the challenges commonly encountered with patient-specific cell and gene therapies (CGT) is being able to efficiently receive patient material to engineer, move it rapidly, and then through the manufacturing process get it back to the patient quickly.

CBM has innovatively established

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Our BIOne interface puts full control of all bioreactor parameters in your hands, providing real-time data on all bioreactor parameters. This empowers you to easily optimize bioprocess performance for optimal control and efficiency.

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The BIOne’s versatility and compatibility with a range of bioprocess controllers make it an ideal choice for researchers, scientists, and bioprocess engineers seeking a reliable and efficient system for their experiments or production processes. Whether working on complex cell culture models or developing new gene therapies, the BIOne single-use bioreactor provides an easy-to-use and versatile platform for bioprocessing applications, while its scalable design allows for seamless integration into existing workflows.

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digital manufacturing capabilities, which take the complexity of paper records and look at ways of reviewing data and streamline it, creating a more efficient process.

CBM’s process development team begins its operations by transferring knowledge from their clients to ensure a robust and scalable process. The company’s platform enables clients to reduce the development timeline and deliver the potentially life-saving therapies to patients sooner.

“We can map the entire journey of a product from early development to commercialization, building in the requisite milestones to track progress and ensure quality all the way down

the path,” Moore sets out.

In this way, CBM is fully transparent in its partnerships, with an experienced program management team providing clear oversight of a project through regular updates, on-site access, and the potential for dedicated office space with the Partner-in-Plant program.

WORLD-CLASS CAPABILITIES

CBM, is conveniently located in near Philadelphia- the birthplace of CGT and operates the largest fully integrated single-site development and manufacturing facility for advanced therapies.

CBM serves as a CDMO dedicated

to overcoming manufacturing challenges and providing timely access to life-saving cell therapies. Their 700,000 sq. ft facility has plans to build out 20+ suites each- for viral vector production and cell therapy, with the site offering customization and expansion options to meet client needs.

Their experienced team supports clients from early development to commercialization, leveraging a large facility and client-centric program management. CBM offers end-toend capabilities, including process and analytical development, CGMP manufacturing, and rigorous quality control measures.

One Source, Many Services

The Universal Machine and Engineering Corporation specializes in the automating industry. Our fully degreed engineering team is a key part of being a single source solution provider to our customers. Our engineers design and ensure that each control panel, electrical panel, automated system or robotic device works as specified. Quality, reliability, accuracy and safety are at the core of every design that Universal Machine produces. Our customers return again and again because they understand that when they invest in Universal Machine technology, they get the support of a team of Universal engineers to keep their technology running reliably and profitably.

Our symbol, Oscar the Octopus, represents our many arms. These arms symbolize our experience, knowledge and dedication to serve our customers. They are hands which perform in all areas of the house –which means complete control of all aspects of your project.

The Universal Machine and Engineering Corporation team wraps its arms around all areas of system integration, including: design, fabrication, assembly, testing, controls, installation, specification, validation, training and maintenance.

The CBM team is committed to ensuring program integrity through a well-structured chain of identity including streamlined manufacturing processes, execution, and quality systems to minimize hiccups and enhance efficiency.

“Our single-source integrated services simplify the management of programs and support rapid advancement to clinical trials and commercial production. CBM has the expertise and production agility to keep projects moving, as well as the crucial knowledge of the regulatory environment,” Moore expands.

NEGOTIATING STRATEGIC PARTNERSHIPS

Forming strategic partnerships within the CGT space requires high levels of collaboration from all parties involved. At present, the cost is high, the production is inefficient, and newer, better methods must be found through these collaborations.

Already in 2023, CBM has kickstarted this process and

has invested in a series of new agreements. In January, the company signed a licensing deal with UK-based Autolomous, a developer of critical manufacturing management systems for CGT.

This will prove to be vital as the future is all digital, and companies require digital batch records. Therefore, artificial intelligence (AI) is needed to help manufacture more efficiently, understand the surrounding manufacturing environment, analyze what makes the best optimal batch requirements, and have data to help support that decision making.

Also, earlier this year, CBM

signed a deal with Boston-based Asimov, to license Asimov’s HEK293 viral vector production platform for use in preclinical and clinical manufacturing. This was followed by the announcement of a new partnerships with Virion Therapeutics, a clinical-stage biotech company focused on the development of novel, adaptable, and accessible CD8+ T cell-based technologies focused on cancers and infectious diseases, as well as a separate partnership with Stoic Bio and Nucleus Biologics, making the company the preferred supplier of cell culture media and other critical biological solutions for CBM.

“WE BRING ALL OF OUR FOCUS AND ENERGY TO WORK, HAVE AUTHENTIC CONVERSATIONS AND HAVE FUN WORKING WITH OUR COLLEAGUES”

– ALAN MOORE, CHIEF STRATEGY OFFICER, CENTER FOR BREAKTHROUGH MEDICINES

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Our partner Center for Breakthrough Medicine, established as a world class advanced therapies CDMO, is equipped with a fully automated and isolated FillCell to enhance their drug product capabilities. The top-of-the-line filling solution reduces product loss while significantly increasing filling speeds.

“The difficulty with early-stage CGT companies is manufacturing and development, which was exacerbated during the COVID-19 pandemic. It was very difficult to procure some of these media and cell culture solutions, so the partnership with Stoic and Nucleus Biologics allows us to be a

preferred partner of choice,” Moore expands.

Part of an exciting time for the company, creating an alignment of interests is crucial to CBM’s plans moving forward as it aims to continue adding new partnerships to its collaborative roster.

POWER TO THE EMPLOYEES

From the outset, CBM recognized that it must empower its employees, and because of the breadth of services and specialization that the company offers, this cannot be driven from the top down. Specific staff achievements are regularly recognized at town hall meetings where the heads of the business units recognize the teams that have had success and accomplished

great things.

Looking to increase its already excellent strand of community engagement, CBM works with the Orphan Disease Center at the University of Pennsylvania. This is alongside its ongoing work with the Emily Whitehead Foundation and the Friedreich’s Ataxia Research Alliance.

Individuals or spokespersons for these companies are often invited to come and visit on site to motivate CBM’s team and interact with them.

Similarly central to all its success is CBM’s remarkable team of people that includes some of the brightest minds in the industry, who continue to build and innovate the extraordinary.

Everyone involved at CBM shares the same passion for saving and improving patients’ lives. This unifying culture drives its staff every day and

as the operation continues to expand, CBM is always seeking to add and enhance like-minded talent to its team.

“We have one of the most experienced teams in the industry at present, including pioneers in cell therapy and viral vector manufacturing – and the largest single-site facility in the world that is truly state of the art and located in an

ecosystem of heavily invested, worldclass biotechnology companies,” Moore outlines.

Upon joining CBM, new team members find themselves immersed in a culture dedicated to progressing advanced therapies to the clinic as fast as possible. Through this successful environment, CBM empowers its people to share ideas, innovate and collaborate, as every

voice is valued in the mission of bringing life-changing therapies to patients in need.

Ensconced among a team of peers and mentors with strong scientific and technical prowess, and proven experience in bringing advanced therapies to market, CBM inspires its staff to play their part in unearthing the next big breakthrough.

With the support of cutting-edge technology, an elite level of industry pioneers and a patient-centric company culture, there is no limit to what CBM can achieve.

Tel: 866-274-4009

breakthroughmedicines.com

“WE CAN MAP THE ENTIRE JOURNEY OF A PRODUCT FROM EARLY DEVELOPMENT TO COMMERCIALIZATION, BUILDING IN THE REQUISITE MILESTONES TO TRACK PROGRESS AND ENSURE QUALITY”

– ALAN MOORE, CHIEF STRATEGY OFFICER, CENTER FOR BREAKTHROUGH MEDICINES

LEADERS IN HEALTHCARE LINEN

NOVO Health Services focuses on improving the patient experience, infection prevention and cost savings that do not impact service or quality. At the core of this mission is a new flagship facility and transformational merger, as President and CEO Karl Fillip tells us

Writer: Jack Salter

Project Manager: Felix Revell

Growing up around the industry and telling my friends what my family did for a living was always met with a little bewilderment and surprise.”

The industry referred to in the fond recollections of Karl Fillip, President and CEO of NOVO Health Services (NOVO), is that of healthcare laundry. Having clean and hygienic laundry is essential for hospitals, providing a safe environment for patients and staff while preventing the spread of infections.

Fillip often refers to healthcare laundry as a “neglected industry”, however, one that flies under the radar

and comes with challenges but also tremendous growth opportunities for companies that do things the right way.

“There are plenty of opportunities in healthcare laundry for those that are committed to putting the patient first, being true partners in the supply chain to our clients, and spending the capital needed to stay at the vanguard of infection prevention, patient comfort and safety, while eliminating excess waste and costs,” he says.

“Historically, the healthcare laundry space was very disaggregated, but over the past several years a few dominant players have moved the

Karl Fillip, President and CEO, NOVO Health Services

LAUNDRY PROCESSING FACILITY – IN NUMBERS

80,000 square feet

18 module tunnel washers

20 dryers

Three sling loaded pass-through washer extractors

Five large piece ironers

One small piece ironer

Four blanket folders

10 small piece folders

Two folding robots capable of processing 2,400 garments per hour

needle considerably in terms of consolidation. At the same time, the amount of automation and product advancements that reduce overall costs while improving the patient experience have allowed early adopters to differentiate themselves and create win-win scenarios for all stakeholders.”

IMPROVING THE PATIENT EXPERIENCE

Headquartered in Atlanta, Georgia, NOVO was established in 2015 by Fillip’s father and namesake, Karl Fillip Sr., an industrial and healthcare laundry veteran.

Having sold and ultimately departed his previous healthcare linen business, Fillip Sr. was asked by several former customers to consider opening a new company in partnership with Tuckahoe Holdings (Tuckahoe).

The launch of NOVO represented a unique opportunity for Fillip Sr. to build a new platform, that addressed all of the shortcomings he and the management team had seen in healthcare laundries of the past.

“We spent a lot of time in our customers’ shoes, understanding what their pain points were with healthcare linen and where we as a newcomer could provide the most value to the supply chain,” says Fillip.

Originally introduced to the team at Tuckahoe whilst working for a private equity firm in New York, Fillip was approached by Tuckahoe with an offer to join his father at NOVO, one of the fastest growing companies in the healthcare linen space generating revenues of over $200 million in 2022, up from $7 million in 2015.

The company provides a complete set of reusable linen products for end

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A RELIABLE SOURCE OF SUPPLY

A-1 Products Inc. began selling laundry and drycleaning supplies in 1961 in Birmingham, AL. In 2008, it opened a warehouse in Marietta, GA. Out of these two warehouses, it delivers on its own trucks to the Southeast, but also covers customers outside its delivery area by common carrier.

We have diversified our product line over the years and now our customer base includes industrial laundries in the healthcare sector such as NOVO Health Services along with hospitals and nursing homes. Other sectors include linen plants, uniform rental, formal wear and party rental companies.

We have expert representatives helping put the right program into place for our customers to maximize all their cleaning capabilities. They can also recommend the correct packaging to make sure everything a laundry or drycleaner is sending out looks professionally packaged. With an inventory of over 3,000 items, A-1 Products is fully stocked to fill its customers’ needs. But on the rare occasion we do not have an item in stock, we will source the product and have it shipped direct! We look forward to helping in any way possible.

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markets in both acute and sub-acute care, including bed and bath linens , patient and staff apparel, microfiber and dust control, and cubicle curtains. NOVO’s advanced technology product offerings of Cupron Copper and DermaTherapy® linen reduce the incidence of infections.

“We offer management services for in-house linen distribution as well as third party management services for healthcare systems that own their laundries but do not have the internal resources to manage a laundry operation. We also provide sterilization services for reusable textiles and surgical instruments,” notes Fillip.

With 12 processing facilities in the Midwest and Southeast, NOVO services over 2,000 clients and has an employee base of over 1,600 associates.

Servicing the healthcare industry means that NOVO has very stable demand and can plan workflows accordingly, on a mission to improve patient outcomes by enhancing their experience and reducing the risk of hospital-associated infections (HAIs).

“Through this mission, we have selected products that improve the patient experience while appropriately managing the average cost to serve a patient. As a result, we have a strong following of clients and over 99 percent customer retention over the

company’s history,” Fillip acclaims.

FLAGSHIP FACILITY

Representing a significant investment in this core mission to put the patient experience first is NOVO’s new state of the art healthcare laundry processing facility, opened in South Florida in April 2022.

The site, which stands at 80,000 square feet, was designed and constructed with a strong focus on infection prevention and employee well-being.

“WE LOOK FORWARD TO FUTURE PARTNERSHIPS THAT CREATE AS MUCH VALUE FOR ALL PARTIES AS OUR MERGER WITH PARIS”

– KARL FILLIP, PRESIDENT AND CEO, NOVO HEALTH SERVICES

Miami office main entrance

KSE Suppliers: Your Ultimate Sourcing Partner for High-Quality Institutional Linen Essentials

KSE Suppliers has been a go-to sourcing partner for wholesale buyers in the hospitality, healthcare, and institutional industries for over two decades. Offering traditional and high-tech textiles and materials, KSE has established a renowned reputation for providing high-quality and high-value institutional linen essentials. Their product range spans across 15 categories, including towels, washcloths, cleaning supplies, patient and professional

“This is NOVO’s new flagship facility, and the template for all our future plants. A lot of what we built into the plant wasn’t just geared towards meeting today’s standards of healthcare linen processing, but anticipated changes in the future,” outlines Fillip, who was instrumental in designing the facility.

From an infection prevention standpoint, it includes sling loaded pass-through washer extractors, cart washers that use hypochlorous acid which is more environmentally

– KARL FILLIP, PRESIDENT AND CEO, NOVO HEALTH SERVICES

friendly than standard chemicals, and sonic air fans to keep lint to a minimum throughout the day and reduce the risk of contaminating clean linen.

In terms of employee well-being, NOVO recognizes laundry is not an easy job, and that its future is tied to being the best healthcare laundry in the world to work for.

“Laundry is very labor intensive, and with our new plant, we set out a goal of making sure we minimize the amount of fatigue while our associates perform their job,” Fillip shares.

“Every machine, including ironers, blanket folders, and small piece folders, receives linen automatically, presented in an ergonomic fashion where the operator never needs to twist, turn, or bend over.

“This is a huge leap forward in terms of employee satisfaction and efficiency gains, as the operators are able to complete their jobs faster with less effort,” he continues.

As part of the endeavor, Fillip joined the Healthcare Laundry Accreditation Council (HLAC) board of directors, the body that monitors and accredits laundries that meet the standards of

“A LOT OF WHAT WE BUILT INTO THE PLANT WASN’T JUST GEARED TOWARDS MEETING TODAY’S STANDARDS OF HEALTHCARE LINEN PROCESSING, BUT ANTICIPATED CHANGES IN THE FUTURE”

Miami garment system

care required to properly serve the healthcare market.

“This allowed me to get a closer look not only at current standards, but where the industry as a whole was likely to go in the future.”

TRANSFORMATIONAL MERGER

Bringing his M&A background to NOVO, Fillip has been able to lead the company to several other acquisitions and joint ventures during his tenure.

This includes a transformational merger in 2020 with Paris Healthcare Linen Services (Paris), a leading regional provider of linen processing and management services, that unlocked the potential of both companies.

“Our cultures were highly aligned, which created a strong foundation for the merger to start from,” details Fillip.

“Paris was the number one player

in their market and had a reputation as a world-class operator with welldesigned and maintained plants.”

The merger turned NOVO into a supra-regional competitor and combined two exceptional senior leadership teams.

Paris was owned by David Stern and grew in a conservative fashion over its 30+ year history in healthcare linen, pioneering best practices used throughout the industry and possessing a tremendous amount of talent that NOVO felt could be better utilized with a more aggressive growth strategy.

“NOVO’s approach to sales, marketing, and creative partnerships allowed us to combine an ultra-high growth company with a best-in-class operator that brought a tremendous amount of bench strength to the table,” Fillip explains.

“This allowed NOVO to continue its growth trajectory by ensuring we had the right people in the right seats. As a result, we’ve added an additional $40 million of revenue in the two years since the merger, all whilst battling COVID-19 and rampant inflation, and continue to have unlimited growth potential in front of us.”

In terms of how the deal came about, Stern was known to the Fillip family for several years and helped Fillip learn the ropes of healthcare laundry upon joining NOVO, even offering him tours of his Paris plants.

The two stayed in regular contact, and Stern, who cared deeply about Paris, set out to find the right home for the hometown business he had built.

It is NOVO’s ownership structure and vision that makes it an acquirer of choice for family-owned businesses such as Paris, who are not just looking

to sell their business but one day find the right home for their business and employees.

“Based on everything he had learned about me and NOVO, he determined that we were the best strategic fit for his company and the best home for his Paris family. As a result, we privately negotiated and executed the transaction,” Fillip informs us.

“I think a big part of what Stern found appealing is we are still a family business at our core. We are far more interested in building a company that serves a purpose and provides the best value possible in our one small piece of the healthcare supply chain.

“Our flexibility allows us to create a win-win structure with our new partners, and we look forward to future partnerships that create as much value for all parties as our merger with Paris.”

FLAWLESS SERVICE

Another of NOVO’s organizational strengths is the partnerships it has with key suppliers, who are critical to the company’s ability to serve its customers.

“From making sure we never missed a beat during the COVID-19 pandemic, to ensuring we are able to provide our services at the most competitive prices possible, our vendors are a key component to our success,” emphasizes Fillip.

NOVO has worked with chemicals vendors, for example, to create its own proprietary formulations that result in longer linen life, improved cleaning, reduced impact on waste streams, and lower costs.

The company also partnered with Kannegiesser ETECH to integrate ergonomic laundry equipment throughout the new laundry processing facility in Miami, and works with textiles suppliers on a regular basis to design products that improve

the patient experience and mitigate the overall cost of serving a patient.

It all ties into NOVO’s number one goal of 100 percent customer retention, which can’t be achieved without providing a flawless service with best-in-class value propositions for clients.

“Beyond that, we are looking to find additional strategic partners that will allow us to bring our unique strategy of healthcare laundry to additional markets that could benefit from our approach to partnerships, grounded in always finding a way for both parties to achieve their end goals,” Fillip concludes.

LOOKING AFTER THE LOWCOUNTRY

St.

Healthcare

convenience. Kevin Hoak, Chief Operating Officer and Senior Vice President, lifts the lid on the company culture and plans for growth across the Tri-County area

care

Writer: Phoebe Harper | Project Manager: Felix Revell

Hospitals are bricks and mortar, but it’s the people on the inside that make them what they are.”

With an expansive footprint encompassing the Tri-County area of South Carolina (SC), Roper St. Francis Healthcare (Roper St. Francis) stands out as an historic, trusted care provider defined by its values and community-centric culture.

Leading with a steadfast value commitment to offering convenient, high value and clinically integrated care to the Lowcountry region, the opening words of Roper St. Francis’s Chief Operating Officer (COO) and Senior Vice President, Kevin Hoak, encapsulate the ethos that best defines the organization as one that cares for its people – both externally, and internally.

“We have been a trusted source of healthcare over the past 100 years for folks in this region,” Hoak continues.

As the only non-profit, independently run healthcare system in the Lowcountry, Roper St. Francis encompasses an extensive selection of assets across the Berkeley, Charleston and Dorchester counties, employing over 6,000 individuals within its many sites.

The majority of these assets are in Charleston County, including three hospitals and several physician sites. Elsewhere, Roper St. Francis’s newest facility is located in Berkeley, where the organization broke new ground by opening the first hospital to offer services in that county in 45

years. The latter is a site of continued development with upcoming plans for further expansion.

“We provide the most convenient care in the Lowcountry across all those sites of care. Our goal is that we want our patients to be able to go anywhere in our system and receive great care as conveniently as possible,” Hoak outlines.

In addition to the care provided internally, Roper St. Francis upholds a commitment to being an employer of choice, as an organization that looks after its own and thereby fosters an organic company culture that makes all the difference. This has been reflected by its three-year consecutive status as one of the ‘150 Best Places to Work in Healthcare’, as ranked by Modern Healthcare magazine.

A CULTURE OF CARE

A key factor in making Roper St. Francis both an employer and healthcare provider of choice, is the culture of care that flourishes naturally throughout the organization.

“Our people are the ones that make it special by how they care for our patients,” Hoak affirms. “But they also create the wonderful culture that we have across Roper St. Francis, from our physician engagement to all the clinicians, nurses and anyone else who works within our walls.”

Working in small, tight-knit communities such as Charleston, Roper St. Francis channels a spirit of community both within its operations and how they relate externally to

Fostering a sense of family and community, Roper

Francis

delivers quality

that prioritizes

Re-imagining Your Healthcare Workforce

One of the biggest lessons learnt from the COVID-19 pandemic was the need for a reliable and flexible workforce across the healthcare industry. Therefore, as a purely vendor-neutral management services provider (MSP) RightSourcing by Magnit works with a robust, national supplier network.

As a result, our model ensures that clients receive the best candidates, at the best rates, with the best efficiencies, which is ideal for unexpected events such as strikes, natural disasters and pandemics.

Through our dedicated partnership with Roper St. Francis Healthcare, we help navigate its usage of contingent workers by compiling an extensive repository of best practises. Moreover, at RightSourcing by Magnit, we have dedicated teams that work closely with client counterparts to provide actionable direction based on the hospital’s needs.

We are also committed to proactively addressing the demand for clinical, contingent workforce requirements, which are achieved through an adoption of tactical measures that are grounded in early implementation and are consistently communicated throughout the workforce. At RightSourcing by Magnit we leverage proprietary, industry-recognized technology and white glove concierge-level service delivery to manage, optimize and adapt our clients’ healthcare contingent workforce. As such, we deliver strategic analytics and insights on four integrated levels – descriptive, diagnostic, predictive and prescriptive. By assessing workforce utilization and expense trends, alongside underlying business drivers, our team consults on the actions our clients should take to optimize current usage and plan for future workforce demands.

In order to garner great visibility and predictivity across the business, our Magnit VMS Discovery dashboards provide our users with a combined historical and contextual data to improve efficiency.

We take all transactional data captured and bring it to

and increased operational effectiveness while maintaining optimal cost structure.

As a consultive partner to Roper St Francis, we work to drive down market labor costs without sacrificing quality or compliance in the following ways:

• Drive increased use of Direct Sourcing and Talent Networks, which saves approximately 20 percent on every engagement that is filled as a payroll order versus an agency sourced order. Our Best in Practice Programs direct sourcing accounts for 18 percent of sources, with a temporary to permanent model.

• Ensure competitive bidding is unbiased and applied universally on all orders, achieved through a Dynamic Market Rate Card as the Not To Exceed and then let competitive elements determine bill rate. We also capture pay rate to ensure consistent quality. Our rates average six percent lower when multiple suppliers are involved versus single sourced.

• Apply systemic market rate Base Interest (BI) with pure vendor neutrality versus static rate card, which empowers managers and enables better rate decisions.

• Enable 100 percent of the marketplace of suppliers (2,600) to be a priority, not just a second thought in a tiered framework.

• Implement and execute cost savings discipline across maximum spend by expanding program reach to be truly enterprise-wide and capturing rogue spend within existing program scope.

The Evolution of Work

Strategic & Visionary Service Delivery

Best-In-Class Technology

Relevant, Actionable Real-Time Data

Proud Roper St. Francis Healthcare Partner Since 2015

Our Purely Vendor-Neutral Model is Different. Find out Why Hospitals Nationwide Choose RightSourcing’s Integrated Workforce Management Platform.

their surroundings, taking care of each member of staff, patients, their family members and neighbors with a familial mindset.

“We have a wonderful culture and that starts from within - there’s no way to force it or duplicate it, it’s just something that has occurred over time and all we can do as leaders is foster it,” he says.

“We continue to nurture that culture and try to be engaged with all of our employees and physicians. When you’re with Roper St. Francis, we look at you as family.”

Although a continual mindset that has always defined Roper St. Francis’s method of operation, this rose to the fore particularly during the COVID-19 pandemic, when the organization proved itself as a critical touchstone for the Lowcountry communities.

“The community looked to us and our knowledge for updates and what to do to try to keep themselves safe. I think we did a great job by continually providing them with information regarding what we knew at that given moment for the disease,” Hoak shares.

FOLLOWING A CAREER OF CARING

Hoak’s own career path reflects a personal passion for hospital management, administration and the multi-faceted aspects of working in healthcare organizations, having held

positions at Virginia Hospital Center in Arlington, VA; HCA at Presbyterian Saint Luke’s Hospital in Denver; and at Saints Mary and Elizabeth Medical Center in Chicago.

“I have always been interested in healthcare and all its different elements, including the clinical, and non-clinical administration functions,” he comments.

In his current role as both Senior Vice President and COO at Roper St. Francis, Hoak oversees all clinical and operational strategies, including managing partnerships with key constituents.

“It has been a rich career trajectory that has exposed me to the many different elements of working in hospitals. Now that I find myself down here in Charleston, I am extremely excited by all the work that we’re doing moving forward.”

A key part of this direction is the strategic plan that was devised in 2022. This entails major developments organization-wide, including a $1 billion investment into the upcoming relocation of Roper St. Francis’s primary facility, the Roper Hospital, an expansion of Berkely Hospital, and the implementation of a system master plan designed to optimize operations and streamline inter-regional communication across the sites.

A PLAN OF STRATEGY

sites. In addition, the organization implemented the human resources (HR), finance and planning system, Workday, to optimize the back-office management.

“Epic was an easy choice for us since it was a better solution to deliver care to our patients. The previous EHR we had in place - the ambulatory or the physician office sites, was different from our hospital sites. As a result, you couldn’t see everything depending on where you were in that patient’s journey,” he elaborates.

Through Epic, Roper St. Francis now benefits from a single patient record system, meaning that every individual’s healthcare journey is easily accessible at any location.

“Effectively, this allows us to provide safer care to individuals, while also delivering higher value since we can assure that we now see lab or imaging results from our different sites of care, so we aren’t running extra tests in case we weren’t aware of those results, whereas before we may not have seen them.

“It’s a major advantage from a patient, quality, and value standpoint.”

CARE AND CONVENIENCE

Another critical area of optimization made possible by advancements in technology, entirely geared towards the all-important value of convenience, is Roper St. Francis’s Hospital at Home program.

• 1,000 doctors

• Four hospitals

• Six emergency rooms

• 117 facilities

• Six Express Cares and Walk-in Cares

An integral component of the strategy plan was moderinizing various technological improvements that are being implemented to heighten convenience and efficiency throughout the system.

“When we rolled out our 2030 strategic plan, one of our initiatives was to modernize technology,” he says.

A major initiative in this regard came in 2022, when Roper St. Francis converted to the Epic cloud system to streamline communication across its many hospitals and ambulatory

“We’re really excited about Hospital at Home – especially because of the technology that we have and how it will develop to help monitor our patients. We have a great leader, Troy Powell (Vice President of Continuing Care) who has spearheaded that program and really has been a champion internally to us, but also externally throughout the state,” Hoak tells us.

To date, the program has delivered numerous reports of patient satisfaction and rewarding stories from those who have participated.

FRANCIS HEALTHCARE

Primarily, such feedback centers on the convenience and comfort of being delivered care in a familiar environment, free from the hazards of a hospital setting where patients may suffer the impacts of being in unfamiliar surroundings, for instance falling over, or the distress of being distanced from their personal support systems.

Another hugely attractive aspect of Hospital at Home, is its ability to free

up beds at Roper St. Francis facilities for those who do require treatment in hospital. This is becoming an ever more prescient concern, as the population across Charleston continues to grow.

“We think Hospital at Home has a definite spot in our portfolio moving forward,” he continues. “We don’t want patients to be waiting in our Emergency Departments (EDs), we want them to get into a bed if needed.

“ WE HAVE A WONDERFUL CULTURE AND THAT STARTS FROM WITHIN - THERE’S NO WAY TO FORCE IT OR DUPLICATE IT, IT’S JUST SOMETHING THAT HAS OCCURRED OVER TIME AND ALL WE CAN DO AS LEADERS IS FOSTER IT”

– KEVIN HOAK, SENIOR VICE PRESIDENT AND CHIEF OPERATING OFFICER, ROPER ST.

“If we can free up some more beds by having them enrolled in Hospital at Home, then that’s a great thing.”

Ultimately, Hospital at Home returns to Roper St. Francis’s goal of delivering convenient, patient-centric care.

“In our minds, we want patients to be able to receive the majority of their care near where they live or work. Of course, you may need to travel further for tertiary or quaternary level care if you have a unique disease or require a certain procedure, but for the everyday type of medical treatments or care, it’s our vision that you should receive that in your community,” Hoak observes.

BREAKING NEW GROUND

A healthcare provider of ambition, Roper St. Francis is currently involved in three major projects, including the launch of a new ambulatory hub in Summerville and the aforementioned expansion of the Berkeley facility. However, its most significant undertaking, announced in 2022,

concerns the $1 billion relocation of the Roper Hospital.

“Currently, our main hospital, which is our tertiary and quaternary facility and the hub of our system, is located down at the very tip of the peninsula in Charleston,” Hoak explains. Roper Hospital’s current location complicates the need for expansion and carrying out important updates. Consequently, after exploring several avenues and analyzing patient demand, the decision was made to entirely relocate the facility.

“We are going to build a brand new medical campus for Roper Hospital located between Interstates 26 and 526 in North Charleston,” he shares excitedly. “It’s going to be a brand new $1 billion state of the art project that will allow more people to access Roper St. Francis care across the TriCounty area.”

Currently in the planning phase, construction is due to get underway in the near future.

“We’re really excited for that

project, and I think the community is as well.”

Catering to an ever-growing family of patients in line with escalating population levels across the Lowcountry, Roper St. Francis is rising to meet the challenge, expanding its reach while adhering to ever-evolving technological advances.

“We’re continuing this journey in delivering our core value commitments of providing convenient, high value, and clinically integrated care, and our precedence for doing so is in the name of patient satisfaction and quality. We’re extremely excited where Roper St. Francis is going in the future,” Hoak concludes.

THE AID TO SAVING LIVES

In conversation with Dave Crothall, CEO of Xanitos, we learn how the company is driven by leadership, dedication and having an impact on patient care

Writer: Lucy Pilgrim | Project Manager: Felix Revell

As the healthcare industry in the US adjusts to the impacts of the COVID-19 pandemic, what becomes clear is the great significance of the on-the-ground workforce which maintains streamlined operations.

As a specialist healthcare cleaning company, Xanitos helps save lives by partnering with over 100 medical centers across 23 states.

The US healthcare management sector was placed under tremendous pressure during the COVID-19 pandemic. Throughout this period, healthcare partners utilized their leadership and service mindset as they expertly balanced the standardization required for regulatory preparedness with the customized needs of each hospital.

Due to the specialized skillset possessed by Xanitos, the company has upheld its position as a leader in continuously providing the highest levels of service and infection prevention within the environmental services field.

CEO of Xanitos, Dave Crothall, comments: “With a laser focus on reducing costs and increasing revenues, healthcare organizations need partners in non-core services to effectively reduce costs, whilst maintaining a high quality of care that avoids future expenses.”

From a wider business perspective, COVID-19 put considerable strain on companies that served business and industry clients, as well as corporate and higher education clients.

Consequently, revenues serving these industries were negatively impacted, which risked affecting various healthcare clients. Fortunately, Xanitos’ healthcare partners were insulated from many of the knock-on effects impacting other industries.

“Our organization remained at the ready as we adjusted to client needs, responded to unique requests and stepped up in every way possible,” observes Dave.

HELPING SAVE LIVES

Quite simply, Xanitos helps save lives. Its dedicated team members make up a specialist healthcare cleaning company that is an onsite environmental services leader. The specialized services offered by Xanitos include hospital housekeeping, as well as ambulatory cleaning services, patient transport, linen distribution, linen processing, patient observation, and support service staffing.

As a service-based company, Dave tells us how people are at the heart of its business.

“While we utilize a number of vendors in purchasing supplies, equipment and software, we follow a similar philosophy of respect, alignment, service and communication to ensure our vendor relationships are mutually beneficial, well-tenured and in support of our mission to save lives.”

Xanitos seeks out experts in their

field who can oversee and implement the best practices possible, whilst customizing its services to the specific needs of the hospital. Subsequently, the company has a great appreciation for the multitude of vendors that ensure the smooth running of services.

VALUABLE INVESTMENTS

Xanitos meticulously selects its business partners to ensure that capital investments are allocated effectively. A noteworthy example is the company’s acquisition of Legion Building Services (Legion), which provides differentiated outpatient ambulatory cleaning services. This service facilitates diversification of its cleaning services and is a vital part of Xanitos’ strategy to become a healthcare cleaning specialist beyond acute care facilities to serve the entire continuum of care.

Consequently, Dave stresses the importance of cleaning services such

XANITOS’ SUSTAINABLE PRACTICES

1. Xanitos supports the use of reusable linens as opposed to disposable linens. Many healthcare facilities use disposable products.

2. Xanitos utilizes UVC light technology to neutralize microorganisms as part of its laundry cart cleaning process. This process significantly reduces the amount of water and chemicals normally utilized.

3. The company uses ratio metric washing systems that perfectly match the amount of water and chemicals needed for every single wash batch. This ensures fully adequate and minimum water and chemical use in the washing process. Environmentally friendly chemicals are also used alongside reduced temperature products to minimize the use of steam heated water.

4. Xanitos utilizes delivery trucks less than five years old with best-in-class diesel fuel efficiency.

5. Whenever possible, Xanitos upgrades and installs more efficient laundering equipment.

6. Finally, the company recycles generated waste materials such as plastic soiled linen bags, cardboard, pallets, and retired linen to keep pollutants out of landfills.

as Legion.

“Through Legion, healthcare organizations will realize standardized operations, regulatory readiness, best in industry staffing and education, cost savings, and a true partner in saving lives under the umbrella of one healthcare cleaning specialist.

“Given the fragmentation of the

outpatient cleaning space today, which is primarily serviced by local commercial janitorial companies, Xanitos is seeing considerable interest in our value proposition with Legion.”

Xanitos also invests in both hardware and software R&D internally, as seen by the Xanitos Room Optimization (XRO) System which

involves a team cleaning process in combination with a patented vacuum system. This initiative has made a meaningful difference in creating a safer patient environment and demonstrates Xanitos’ efforts to continuously prioritize patient safety and patient experience metrics.

Xanitos works hard to balance the importance of innovative vendor partners, who can support its mission to save lives, and investments in its frontline team members who are the driving force in delivering services to its hospitals across the country. In response to this, Xanitos has made a concerted effort to streamline the employee experience with investments in software that improves payroll, time management, recruiting and education sectors.

“These systems, while valuable and an integral part of Xanitos’ own recruiting and education programs, are designed to supplement and streamline, but not replace employee

acquisition, retention and career development programs.”

TRAINING AN EFFICIENT LABOR FORCE

Xanitos’ main focus is to create a proactive and efficient workforce. With this priority, the company invests in employee experience programs, mentorship and workshop events to attract, retain and grow the most effective hospitality employees. Each of these initiatives are meant to provide the skills and tools for frontline teams to be successful as well as engaged.

This strategy has proved successful in the tightened labor market, as Xanitos’ industry-leading recruitment team has consistently and programmatically improved staffing levels. In more than one instance, they have observed staffing levels at 60 percent or lower and leveraged their recruiting resources to raise levels to over 90 percent within the first 90 days.

Xanitos’ recruiting methods are recognized across the industry and have been requested by hospital

partners to assist in recruitment across support services. Currently, the company is also being leveraged to support its clinical partners and relieve nurse staffing challenges by providing patient observation assistants.

For anyone who observes Xanitos’ culture, it’s obvious there is a clear focus to promote from within, as the company strongly believes that the best way to recruit is to retain.

“Our approach? Grow our people

with a particular focus on frontline hourly team members and frontline managers. This growth is supported by a variety of training programs, online learning systems, mentorship, and tuition reimbursement programs at select facilities.”

To further its employees’ expertise, Xanitos is proud to deliver education programs for both frontline team members and managers. The programs are led by the National Director of Education and Safety, Kelly Griswold, who alongside the education team, has created a multitude of programs to support the initial and ongoing success of the frontline team members and managers.

A PATHWAY TO LEADERSHIP

Xanitos comprises a diverse workforce, with over 70 percent being non-white and 60 percent of the team identifying as female. Furthermore, Xanitos has created a management roadmap, which has proven successful in growing the leadership team at Xanitos, with a predominant number

NORTH AMERICA OUTLOOK: COULD YOU TELL US MORE ABOUT XANITOS’ UPCOMING PROJECTS?

DAVE CROTHALL, CEO: “Xanitos remains focused on what matters: to save more lives. In 2023 and beyond we seek to further our mission by expanding our retain and grow strategy to include both organic and inorganic growth.

“These two avenues for growth are working hand in hand so that we remain a specialist in healthcare cleaning, save more lives and expand our partnerships with existing clients to ensure that we are the first point of contact for all cleaning and adjacent services.

“For new clients, we will aggressively pursue new partnerships with healthcare organizations seeking to optimize value through a combination of cost reduction and cost avoidance as part of long-term partnerships that foster an environment of mutual prosperity for both organizations and our aligned teams.

“Xanitos will remain a healthcare specialist, believing the best avenue to retain and grow our mission is to retain and grow our people.”

“XANITOS IS NOT ONLY A CLEANING SPECIALIST BUT A COMPANY DEDICATED TO HEALTHCARE. THIS ENSURES WE MOVE IN LOCKSTEP WITH OUR HEALTHCARE PARTNERS AND ARE NOT IMPACTED BY MACRO-ECONOMIC TRENDS IN OTHER INDUSTRIES”

– DAVE CROTHALL, CEO, XANITOS

of managers being women.

Dave explains: “The fundamental concept behind the roadmap is the idea that all of us require a sponsor or advocate to pull us up. Promotions can be intimidating to pursue and the promotion from frontline associate to manager is perhaps the largest jump a leader can take.

“However, an aspiring, high performing frontline team member is often the best recruit. They are familiar with our business, know the culture of the organization, have shown an ability to work hard and by taking on a promotion, have the determination and courage necessary to be a leader.”

In just two years, the company’s management turnover has reduced

by 65 percent and frontline turnover by 25 percent, much of which can be attributed to a combination of investments in developing frontline workers to managers.

GOING THE EXTRA MILE

When speaking to Dave, it’s clear how passionate he is about Xanitos’ main mission to help save lives.

“Ultimately, the more lives we help save, the greater our organization’s financial success. This is not the case with big box contractors who generate more profit through purchasing than they do in providing service.

“Xanitos’ alignment of mission and specialization guides every resource allocation decision, fuels the

innovations we seek out and design, the programs we create, the leaders we select, and the culture we have created.

“It allows us to be nimble, look around the corner for future risk and opportunity, and be ready to serve our healthcare partner needs, no matter the ask,” he concludes.

XANITOS

info@xanitos.com

Xanitos.com

YOU’RE GOING TO NEED A SAFER BOAT

Delivering durable vessels and riding the wave of change that continues to ripple throughout the maritime industry, is SAFE Boats International.

We drop anchor and find out more from CEO, Richard

Writer: Ed Budds | Project Manager: David Knott

Schwarz

The US maritime space is undergoing rapid expansion and finds itself at the helm of a tremendous technological transition.

Vessel construction for both commercial and government customers has been increasing and there is a wealth of significant new opportunities on the horizon, with much of this being driven by emerging industries such as offshore wind.

Although offshore wind is a fairly mature industry in Europe, it exists in its infancy throughout the US. Despite this, the continent possesses ambitious plans to develop offshore

wind as a key component of its clean energy strategy and this continues to create demand for an entirely new fleet of vessels to support the construction and servicing of new offshore wind turbines.

Across North America, craft operators are also scrutinizing alternative energy options for powering vessels of all sizes, meanwhile hybrid and all-electric vehicles (EVs) are already achieving mass market acceptance.

The demand for greater efficiency and lower carbon intensity in maritime operations is inspiring designers and

builders to innovate, which will no doubt usher in significant changes to the industry.

Within this, there has been a steady increase in the use of other technologies in the marine space, including control and perception systems designed for the autonomous operation of vessels.

Poised to effectively capitalize on this seismic change in the industrial landscape is SAFE Boats International (SAFE Boats), as the company innovatively develops strategies to address each of these emerging trends.

“So far, it seems likely that autonomous systems will be used primarily to augment and enhance crew safety and efficiency, but the technology is clearly advancing towards a future which will include greater reliance on true autonomous operations,” introduces Richard Schwarz, CEO of SAFE Boats.

DELIVERING ELITE VESSELS

Every fraction of the business at SAFE Boats starts with the company’s mission, “We provide professional mariners with the most capable boats, allowing them to complete their mission, save lives, and protect freedom around the world.”

Adhering to this goal, SAFE Boats designs and builds highly reliable and extremely durable aluminum vessels that help keep military, law enforcement, first responders, and commercial mariners safe as they carry out their duties, protect citizens and work to save lives.

Founded in 1996, today the company is headquartered just outside Seattle, Washington in the city of Bremerton, with a second location, the Large Craft Facility, based in nearby Tacoma. The company was named for its pioneering wraparound collar design, ‘Secure Around Flotation Equipped’.

“We currently have 250

employee-owners but are growing rapidly and expect to be closer to 300 by the end of the year,” affirms Schwarz.

To date, SAFE Boats has impressively delivered more than 2,500 vessels to the federal government, international customers in 70 countries, and more than 160 state and local agencies throughout the US.

Utilizing a dedicated team of designers, engineers, project managers, builders, craftsmen and trainers, SAFE Boats works as an integrated team to build every vessel. Many of these specifically chosen professionals have extensive field experience, making them perfectly

SAFE BOATS IMMEDIATE PRIORITIES FOR 2023

• Continue to adapt to supply chain and inflation pressures that caused disruption in 2022. SAFE Boats has been implementing strategies to mitigate the impact of material and component shortages to bring more predictability for its production team and ultimately for its customers.

• Complete reactivation of the company’s Tacoma Large Craft Production Facility. This process includes continued hiring as well as investments in equipment and infrastructure for the facility.

• Complete production on the first two Mk VI Patrol Boats for the Ukrainian Navy.

• SAFE Boats’ longer-term objectives include the further diversification of its customers and products. This is alongside a continued emphasis on providing quality vessels to professional mariners worldwide.

primed to continually deliver the company’s now world-renowned premium levels of service.

In addition to delivering highperforming and durable vessels, SAFE Boats also provides customers with outstanding warranty, service and parts support, as well as direct access to a comprehensive in-house support network of trainers, technicians and logisticians.

PREVALENT PRODUCTION PARTNERSHIPS

Representing a key portion of its burgeoning portfolio, SAFE Boats has started production of the Mk VI Patrol Boat for the Ukrainian Navy. The US Navy is procuring the vessels as part of an assistance package for Ukraine, consisting of 16 boats authorized by the US Congress.

“We have two boats in production in our Tacoma facility and expect to have a third by the end of May. We will complete the first two vessels this year and will deliver additional vessels in 2024 and 2025,” Schwarz tells us. SAFE Boats has expertly executed

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a strategy of partnering with other vessel designers and builders around the world. These carefully constructed relationships provide access to other markets for SAFE Boats’ products and also give the company the ability to bring world-class designs and capabilities to the US market. These relationships include Diverse Marine in the UK, and Stormer Marine in the Netherlands.

“We look for companies that share a culture and business philosophy that is similar to ours and develop longterm relationships that benefit both organizations.”

MASTERING A VAST FOOTPRINT

The product of tireless work to expand and develop, SAFE Boats has now established a significant

international footprint and has increased its focus on international markets in recent years.

SAFE Boats has provided crafts to international customers through Foreign Military Sales (FMS) contracts

with the US Government, as well as direct sales to foreign governments. As a result of this, the company now boasts significant brand recognition around the world and is continuing to leverage its reputation and the ability

“TRANSITIONING TO A TOTALLY EMPLOYEEOWNED COMPANY CREATES THE FOUNDATION TO BECOME A TRUE NORTHWEST LEGACY”

– RICHARD SCHWARZ, CEO, SAFE BOATS INTERNATIONAL

to provide global support to expand its international customer base.

Furthermore, SAFE Boats has also formed strategic partnerships that respond to the need to address the pressing economic and social pressures facing many of its international customers.

“We are working with customers to implement the co-production of SAFE Boats as well as licensing SAFE Boats’ designs when customers require greater local production. This is all part of a strategy that looks at opportunities around the world, whether or not they conform to the way the company has historically conducted business,” explains Schwarz.

Elsewhere, SAFE Boats is ramping up production at its Large Craft Facility in Tacoma.

“This is where we are building the Mk VI Patrol Boats for the Ukrainian Navy. We have the first two boats out

of the initial eight vessel contract in production and are continuing to hire as we increase to full-rate production,” acclaims Schwarz.

Workforce development is becoming one of the most important areas of focus for the company. In the past, SAFE Boats was able to find the skilled workers it needed within the labor market, however, the entire

industry is now facing a shortage of talent which is expected to worsen as the current workforce ages.

To counteract this dilemma, SAFE Boats is working with local and regional partners and investing in workforce development in order to ensure that it has the skilled craftspeople who act as the backbone of the company’s success. It is

the expectation that SAFE Boats’ employee ownership model will provide a unique and new way to attract and retain its team.

EMPOWERING PEOPLE

Now 100 percent employeeowned through an Employee Stock Ownership Plan (ESOP), all SAFE Boats employees have the opportunity and the obligation to be engaged and active as owners of the company.

Scott Peterson, one of the company’s original founders,

previously described how, “It has always been our dream and our vision to make SAFE Boats about our team and the community we live in.

“Transitioning to a totally employee-owned company creates the foundation to become a true Northwest legacy. This allows an incredibly talented and dedicated SAFE Boats team to continue supporting the men and women in uniform around the world for generations to come.”

The company hopes that its staff

will ask questions, solve problems, and challenge themselves and SAFE Boats itself to create a real culture of employee ownership that drives performance, adds value and creates opportunities for the entire team.

Complementing its ownership model, SAFE Boats is committed to creating a diverse and inclusive environment and is increasing its outreach to the community.

“We are working with high schools and technical colleges throughout the region that focus on developing

BUSINESS IN AN UNPREDICTABLE

AND THRIVE BY BEING FLEXIBLE

– RICHARD SCHWARZ, CEO, SAFE BOATS INTERNATIONAL and creating opportunities for the next generation of maritime workers,” continues Schwarz.

Frequently described as a missionfocused company, SAFE Boats also knows that its customers deserve the best and that it can deliver world-class products and services that merit their ongoing loyalty and support.

“I am grateful to work with an

incredible team and I’m confident that our transition to employee ownership respects and builds upon the company’s legacy of leadership and integrity,” Schwarz enthuses.

“If the past three years have taught us anything, it is that we are living and doing business in an unpredictable world and we will survive and thrive by being flexible and creative.”

SAFE BOATS INTERNATIONAL Tel: 360-674-7161

info@safeboats.com

safeboats.com

“WE ARE LIVING AND DOING

WORLD, AND WE WILL SURVIVE

AND CREATIVE”

The next generation of air data systems are being developed by Aerosonic to further enhance the safety of aircraft operations. We delve into these safety-critical systems with the company’s leadership team

Writer: Jack Salter | Project Manager: David Knott

PRECISION FLYING

From ubiquitous satellite connectivity to more electrical aircraft and advanced air data systems, aerospace is ripe with more opportunities than ever.

Having recovered from the significant disruption caused by the COVID-19 pandemic, the need for new game-changing solutions to meet the requirements of the North American aerospace market are once again being driven by regulatory changes and increasing demand.

“As we move to flying higher, faster, and with better fuel economy, there isn’t a better time to be part of aerospace. It’s a very dynamic industry with many opportunities and new development projects such as unmanned aerial vehicles (UAVs) and electric vertical take-off and landing (eVTOL) aircraft,” opens Alexandre Lebeau, Vice President of Sales and Marketing at Aerosonic.

Photo: KF21

Timeless design and superior craftsmanship are just a few of the reasons why pilots have relied on Aerosonic to provide accurate, reliable flight data for 70 years.

Founded in 1953, Aerosonic’s expertise in air data is the core competency that has enabled it to develop products that facilitate safe aircraft operations and meet the ever changing needs of the industry.

The company, whose first product offerings were mechanical instruments such as airspeed indicators and altimeters, began by serving the military market and expanded to civil aviation in the 1970s before acquiring Avionics Specialties, Inc. in 1993, adding new customers, products, processes and talent to the organization.

“The acquisition brought the first generation of Integrated MultiFunction Probes, Angle-of-Attack (AoA) sensors, and Stall Warning Transmitters,” outlines Rachel Kosmin, President of Aerosonic.

CONSOLIDATED PRODUCTS

Aerosonic was then purchased in 2013 by TransDigm, a leading manufacturer of highly engineered components for the commercial and military aerospace industries.

Multiple product lines were consolidated into Aerosonic over the past 30 years, broadening the company’s skillset and portfolio to cover all aerospace air data needs and supporting all phases of aircraft development and operations.

With this consolidation of air data products into the company, Aerosonic is now an air data system center of excellence, designing, qualifying/ certifying, manufacturing and supporting safety-critical systems for all types of commercial and military aircraft, anywhere in the world.

This long history of acquisitions and organic growth made Aerosonic one of the top three suppliers of air data systems to the aerospace industry

worldwide, today employing 120 highly skilled employees co-located at a single facility in Clearwater, Florida.

“Our comprehensive product portfolio includes an extensive range of static ports and pitot probes for all kinds of aircraft platforms, as well as FAA-PMA (Federal Aviation Administration – Parts Manufacturer Approval) pitot and pitot-static probes for commercial aircraft,” shares Lebeau.

“Additionally, we offer specific air data test booms to support flight test activities, trailing cones, lightweight

pitot and pitot-static probes, and outside air temperature sensors.”

The company’s portfolio also encompasses the associated safetycritical air data computers, to feed the aircraft computer and provide the necessary inputs to the cockpit.

“We have expanded our probes and air data computer product lines to develop the next generation of Integrated Multi-Function Probes and Integrated Static Ports for the latest military fighter and trainer jets,” reveals Greg Van Bemden, Vice President of Engineering.

“AS WE MOVE TO FLYING HIGHER, FASTER AND WITH BETTER FUEL ECONOMY, THERE ISN’T A BETTER TIME TO BE PART OF AEROSPACE”

– ALEXANDRE LEBEAU, VICE PRESIDENT OF SALES AND MARKETING, AEROSONIC

Photo: Mark Wagner

NEXT-GEN PROBES

Integrated Multi-Function Probes developed and introduced to the market by Aerosonic provide all air data system functions to military aircraft within the most optimized package from a size, weight and power standpoint.

Aerosonic’s next generation of Integrated Multi-Function Probes leverage patented technology to extend the mission capability of fighter and trainer aircraft, by implementing an independently operated bank of heaters to keep the probe free from ice during flight.

The technology developed for these next-gen Integrated MultiFunction Probes will be extended to a product line of smart, Design Assurance Level A (DAL A) fixed air data probes intended for UAVs, eVTOLs, regional and business aircraft.

“Our new line of fixed Integrated Multi-Function Probes will offer a range of smaller, lighter, and power-optimized solutions that are more easily integrated into

space-constrained electrical aircraft,” explains Kosmin.

The company is also nearing PMA issuance from the FAA for an updated icing-compliant probe for commercial aircraft application, which will allow Aerosonic to work with select partner airlines on flight trials prior to full global distribution.

It follows heavy investment in far-reaching and unique R&D testing capabilities by Aerosonic, as well as production acceptance testing of its products.

Thus, the company now owns two high-speed wind tunnels in its new SonicWorks™ R&D facility, along with two low-speed wind tunnels for production acceptance testing.

“Our R&D wind tunnel capabilities go up to Mach 0.8, and we partner with a local university for transonic and supersonic test development,” Van Bemden informs us.

Aerosonic continues to invest in its production capabilities and capacities to meet growing demand in the aviation market, heavily automating its operations as a result.

AEROSONIC - 2023 TARGETS

• Progress with the development of next-generation Integrated Multi-Function Fixed Air Data Probes for UAVs, eVTOLs, business and regional jets.

• Expand pitot and pitot-static probes portfolio to provide the safest and most reliable probes to airline customers.

• Further automation of manufacturing processes to consistently provide high-quality and highly reliable products to OEMs and operators.

• Retain highly-skilled engineers and technicians and expand its talents to meet growth expectations.

Photo: M-346

NORTH AMERICA OUTLOOK: WHAT MAKES AEROSONIC A SOCIALLY RESPONSIBLE ORGANIZATION?

RACHEL KOSMIN, PRESIDENT: “Aerosonic is committed to reducing our global environmental impact, supporting the health and safety of our employees, increasing the diversity of our workforce, and fostering mutually beneficial relationships with our communities, among other things.

“Additionally, we are dedicated to conducting business in a legal, ethical and socially responsible manner. We maintain a consistent focus on innovation and value creation to benefit our stakeholders and customers with continued regard for the advancement, health and safety of our employees and the communities in which they operate.

“The development of our new Integrated Multi-Function Probes also supports decarbonizing aviation as it offers lighter size and weight, which translates into fuel savings as well as lower Line Replaceable Unit (LRU) counts onboard the aircraft, thus optimizing the overall logistics chain from aircraft manufacturing to aircraft in-service support and providing best-in-class TCO.”

Last year, for example, the company automated 60 percent of its induction brazing work, with the addition of a second robot set to automate the remaining 40 percent in 2023.

Two robots are likewise being added by Aerosonic to automate the entire polishing process for 80 percent of its fixed air data probes, complete with scanning systems for automated in-process inspection.

“We also added a new fiveaxis CNC lathe and CNC grinder in 2022 to increase our ability to run a larger envelope of complex machine components in-house,” Nick Mancinelli, Vice President of Operations, adds.

INTELLECTUAL CAPITAL

A large catalog of existing products provides great pedigree for Aerosonic, as the company aims to focus on its new product portfolio and build on the technologies that add

Photo: TA-50 group in ROKAF airbase; ROKAF 2011

Photo: Aram Grigoryan, Business Unit Manager, Aerosonic

value for customers and provide the best total cost of ownership (TCO).

Aerosonic is proud to serve hundreds of unique customers worldwide, from recognized commercial aircraft manufacturers to systems integrators, airlines and all kinds of operators.

Though significantly smaller than its closest competitors in the air data systems space, it means Aerosonic is nimble, agile and reactive to customer demands and the market whilst enjoying strong financial backing.

“Our experienced leadership team has focused and reshaped our new product offerings, through best practices in product life cycle management as well as our extensive intellectual property portfolio,” Lebeau tells us.

A lean operating model equally empowers Aerosonic’s team members to take action and be accountable with minimal

bureaucracy, ensuring company processes are actually serving its employees and not the other way around.

Waste is tracked and purged by Aerosonic on a daily basis, to equip its highly skilled engineers and technicians with the tools and means to keep focusing on what matters for customers.

Heavily invested in the success of customers’ programs, every level of the organization plays a critical role in the company’s success and truly cares about bringing value.

“Aerosonic would not have been successful for 70 years without our most important resource, our employees, who are true experts in our field and the engine that continues to drive us forward,” concludes Kosmin.

“Air data is not taught in school; many of the processes and procedures were developed through

years of experimentation and analyses.”

Whilst new entrants have struggled to break into the air data systems market because of their complexity and the safety-critical function they provide, Aerosonic’s immense intellectual capital and trade secrets have kept the company at the forefront of air data systems development, manufacturing and testing.

MRO Aerospace of military aircraft component repair capabilities and factory distribution. Located near Tampa, Florida, we are equipped to repair and overhaul a vast array of military aircraft components – from fighters to heavy transports.

Delivering excellence in the quality of services we provide and the relationships we build with our clients in an environment of pride and individual responsibility.

We specialize in: • Inertial Navigation Systems

Photo: Aram Grigoryan, Business Unit Manager, Aerosonic

VISION ENGINEERED

Chris Pinciak, Vice President of Engineering and Sales, outlines the rebranding of Winbro Group Technologies as the

manufacturer celebrates its 50th anniversary and diversifies into new industries

Writer: Jack Salter | Project Manager: David Knott

The advancement of technology through innovation has sparked renewed interest in US manufacturing.

Various high-tech manufacturers such as Tesla, Blue Origin and SpaceX, for example, have shown that this new age of manufacturing differs greatly from its predecessors.

“Advanced technology, together with clean shop floors, automation and Industry 4.0, have revolutionized manufacturing and ignited new interest in recent generations,” observes Chris Pinciak, Vice President of Engineering and Sales at Winbro Group Technologies (Winbro).

Offering an expansive range of machining technologies from high-speed electrical discharge machining (EDM) to laser micro and macro machining, Winbro leads the way in precision, non-conventional processes, providing industry-leading

productivity and high yields.

The company has a global presence spanning a triad of locations in Rock Hill (US), Shepshed (UK) and Taichung (Taiwan), with each site incorporating Winbro’s three revenue streams of contract manufacturing, systems solutions, and partner services.

“We will be expanding our offering in 2023 by creating Technology Centers at each of our sites to have a larger outreach,” reveals Pinciak, recognizing the need to invest in the R&D of both Winbro and its customers.

“These will consist of a demo center, which will show our newest machine platforms for R&D, machine prototyping and customer training, as well as laser application laboratories to test cutting edge laser sources and advanced application processes.”

Pinciak has prior experience in laser

application labs, having previously worked at the Connecticut Center for Advanced Technologies during his undergraduate studies in an effort to prepare for the working world.

“Being able to focus on real world applications and helping to solve manufacturing challenges had me hooked,” he recalls.

MODERN REBRAND

This year marks the 50th anniversary of Winbro, who is currently going through a large, new and improved rebranding exercise.

With half a century of experience in the manufacturing of high-precision machining solutions, Winbro has established itself as a trusted expert in the industry.

Soon to have a new website and logo, the company will be reaching out to an even broader audience than it has had in the past.

WINBRO TECHNOLOGIES – AT A GLANCE

EDM – Winbro’s re-engineered high speed electrical discharge machining provides substantially faster and higher precision drilling than its competitors and is vastly superior to the conventional oil dielectric process.

Laser micro – Winbro provides laser ablation, micro-machining, and high-speed micro drilling systems using short and ultrashort pulsed lasers paired with advanced scanners for precision machining.

Laser macro – Winbro’s highly flexible range of systems offers laser drilling, cutting, and welding using kilowatt power laser sources for the most advanced components and part assemblies.

Custom solutions – Winbro is able to provide bespoke custom manufacturing solutions, from the integration of its own machines into highly efficient automated cells to fully customized automation solutions.

It coincides with the Winbro Reimagined initiative, which is pushing the company to diversify into new industries and technologies expanding from its historic roots in the aerospace business.

“Winbro has spent the majority of the last half a century focusing on the high precision aerospace industry,” Pinciak tells us.

“We are celebrating our anniversary

with our rebranding and Winbro Reimagined initiative, culminating in a new logo and new look for the company. We appreciate our past 50 years in aerospace, but look forward to diversifying in the next 50 years.”

Winbro has since ventured into manufacturing high-precision machining solutions for various sectors, including energy, electronics and medical. Coupled with the launch

of the Winbro Reimagined initiative, the company therefore needed to elevate its branding into a more modern setting.

Thus, Winbro has spent a significant amount of time going through every detail of the rebrand, from the company culture to its future exhibition plans.

“We plan to attend more exhibitions and tradeshows to increase the exposure of the Winbro rebrand,” shares Pinciak.

With the rebrand, Winbro also wanted to incorporate environmental, social and governance (ESG) principles into its culture and day-to-day activities, to ensure it makes adequate strides for social responsibility.

“We are excited to have a new look that is more focused on a sustainable future, and have created new groups internally to help measure ESG and document areas of improvement.”

ENGINEERING MINDSET

As well as rebranding and diversifying into new industries and technologies, Winbro has likewise adapted from

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simply being a machine tool builder.

In 2006, the company added contract manufacturing as a method for its customers to outsource peak demands.

“We can offer our customers risk mitigation by producing parts for them before a capital purchase, or splitting production 80:20 with our customers to offset production demand issues,” explains Pinciak.

Since then, Winbro has significantly grown its contract manufacturing capabilities, which continue to be a great differentiator for its business model.

“We have various competitors for each of our business segments. If we focus on the machine tools segment, for example, we differentiate ourselves by using our machines for contract manufacturing,” Pinciak outlines.

This allows Winbro to increase its application knowledge and improve the machines by using them in dayto-day production, whereas many of the company’s competitors only sell machine tools.

What has remained a constant throughout the history of Winbro, however, is leveraging an engineering

mindset to solve unique, complex problems and impactful challenges.

Dedicated to overcoming challenges with innovative and efficient machining solutions, Winbro values cooperation throughout the entire manufacturing process and supports customers during the development, investment, and growth phases.

“Whether our customers need a highly specialized component or a tailored end-to-end solution, our philosophy is to provide the right solution to meet our partners’ requirements and exceed their expectations,” Pinciak states.

“WE ARE CELEBRATING OUR ANNIVERSARY WITH OUR REBRANDING AND WINBRO REIMAGINED INITIATIVE, CULMINATING IN A NEW LOGO AND NEW LOOK FOR THE COMPANY”

– CHRIS PINCIAK, VICE PRESIDENT OF ENGINEERING AND SALES, WINBRO GROUP TECHNOLOGIES

Winbro is a people-centric company that prides itself on exceeding expectations and having the customer’s best interests at heart. The creation of strategically placed micro offices, meanwhile, will offer localized sales and support services for customers.

“In the US, we will be creating new micro offices on the West Coast, and in the Mid-West.”

GENERATING PARTNERSHIPS

As industry experts, the company has built long-term partnerships with a proven track record of engineering its partners’ visions.

WINBRO OFFERINGS

Systems solutions – At Winbro, a variety of integrated machining solutions are offered to suit the needs of customers. The company provides high reliability lifetime support for all solutions, offering flexibility with modular designs and a common platform. Winbro aims to ensure maximum productivity with an optimized footprint and integrated quality inspection.

Advanced manufacturing – As the preferred end-to-end solutions provider, Winbro has a unique offering and multiple advanced component manufacturing facilities around the world. This allows the company to develop truly innovative solutions for customers through volume manufacturing and continuous learning.

Partner support – Winbro provides comprehensive support for its partners, offering multiple services to ensure their success over the lifetime of the systems.

Winbro looks to generate partnerships with customers and suppliers for the betterment of all involved. There is proven success of this in the aerospace market, where Winbro works directly with customers on engineering and design to ensure both parties take advantage of the technology on offer.

“We endeavor to create similar relationships within the medical, semiconductor, and fuel cell markets,” informs Pinciak.

The company’s dedicated tooling facility also allows for a quick response to tooling, spares and consumables for partners to keep their systems operations, whilst Winbro’s strategic R&D hubs situated around the world are able to effectively develop new technologies as well as upgrades for its existing solutions.

In an effort to extend its partnerships, Winbro increases the life of systems and maximizes the initial investment by adding these latest technologies and improvements; in doing so, Winbro will complete its main objective of introducing the rebranded company to new industries.

Along with launching the new global Technology Centers, and increasing its laser applications knowledge and experience to help support the hightech sectors it strives to enter, Winbro is set to engineer the future of sustainable manufacturing.

WINBRO GROUP TECHNOLOGIES

Tel: 803-985-9481

sales@winbrogroup.com

www.winbrogroup.com

“WE WILL BE EXPANDING OUR OFFERING IN 2023 BY CREATING TECHNOLOGY CENTERS AT EACH OF OUR SITES TO HAVE A LARGER OUTREACH”

– CHRIS PINCIAK, VICE PRESIDENT OF ENGINEERING AND SALES, WINBRO GROUP TECHNOLOGIES

INNOVATIVE AND EVAPORATIVE

A proud manufacturer for half a century, Seeley International’s evaporative air conditioning systems are redefining cooling. We discover this ground-breaking technology with Executive Chairman, Frank Seeley

Writer: Jack Salter | Project Manager: Kierron Rose

For the first time in decades, the Australian public is keen to buy goods manufactured in their own country.

Fortune favors the brave, and there are rich rewards for those who are prepared to go after these opportunities.

One company capitalizing on this strong, resurgent preference for Australian made products is Seeley International (Seeley), the country’s largest and most coveted air conditioning manufacturer.

Today, Seeley manufactures more than 80,000 products and 1.5 million components in Australia every year, sold through more than 300 independent dealerships and a worldwide network of distributors.

“We are in the process of bringing manufacturing from overseas, not only for ourselves, but also for other manufacturers, wholesalers, retailers and end users,” reveals Executive Chairman, Frank Seeley, who founded the company just over 50 years ago in 1972.

“We are very vertically integrated, making many of our own motors and virtually all of our injection molded plastic products, components and filter materials.”

Frank is a joint shareholder in the business along with his wife, Kathy, whose role has been instrumental to the longevity and success of Seeley and its Australian cooling and heating products.

Kathy Seeley

“My wife’s part in this business is critical. She has always supported the company and believed (even more than I did!) in my capability. Without her, I simply could not have done it,” he smiles.

THE STORY OF TECHTOP AUSTRALIA

Techtop Australia Pty Ltd, founded by well-respected Directors, Rohan Pollard and Jeff Aird, entered a joint-venture partnership in 2013 with Shanghai Top Motor Co, the largest manufacturer of aluminum electric motors in China. From humble beginnings back in 2013, Techtop Australia has grown substantially to become a significant player in the electric motor market. At the start of this business venture the path was not easy, with three employees based in a small warehouse in Rowville, Victoria, Australia. Managing Director, Rohan Pollard commented, “we had a passion to succeed, we were a jack of all trades when we started, and we attended to every aspect of the business from processing orders to packing motors for customers. On occasions we would make pallets to save money and work weekends to make sure customers’ demands were met.”

Techtop Australia’s philosophy was quite simple: provide quality products along with outstanding customer service, and go the extra mile for the customer. The first couple of years were a struggle, recalls Sales Director, Jeff Aird. “Building an unknown brand in a fickle Australian market was a huge challenge, but we could see our customer base growing at a solid rate, which gave us the drive to keep moving forward.”

In July 2014, we opened our Queensland facility with a staff of three people, doubling the workforce of Techtop Australia. It was a bold move at the time, but one that has provided great results. We followed this by opening our NSW branch in January 2016, and by July 2017

we had also established offices in both South and Western Australia, as we were becoming a national company.

During this period back in 2015, Jack Gringlas AOM joined the board of Techtop Australia as Chairman. The board comprising these three directors has knowledge of the Australian electric motor market spanning back over more than 40 years.

In addition to electric motors, Techtop Australia is proud to be the exclusive distributor of Varvel gearboxes, Motortronics soft starters and Techtop variable speed drives.

The combination of a leading motor manufacturer and Australia’s most experienced sales team provides our customers with quality products, excellent service and technical knowledge.

Techtop Australia forms part of a global organization with Techtop’s leading partners in America, Canada, Europe and the UAE.

Techtop’s revenue shows an average growth over the past eight years of 47 percent per annum. This growth could not happen without great suppliers, our competent staff and, of course, our customers.

Our market strategy from the beginning was to focus on the HVAC industry, one that we knew well, and our products were a perfect fit for the industry.

Since 2016 we began supplying to Seeley International, a partnership that becomes stronger every year. We acknowledge and thank Seeley International for being part of our journey.

Despite the rising popularity of goods manufactured in Australia, Seeley nevertheless plans to build its own manufacturing facility in the US, as well as multiple smaller sites across the globe to speed up production.

Set to happen over the next three years, this will subsequently expand the business in Australia as a number of proprietary sub-assemblies are supplied to other plants.

“We’re already doing some manufacturing in the US, but that is going to increase significantly in the future,” Frank informs us.

RECORD ORDER

Employing more than 500 people in Australia and overseas, Seeley dominates the Australian evaporative cooler and ducted gas heating market and is a world leader in state of the art cooling products which, in many instances, can fully replace refrigerated air conditioning with power savings of up to 80 percent.

It’s therefore no surprise that high quality air conditioners made by Seeley with Australian materials are also exported around the world, to destinations such as Europe, the UK, the Middle East, and the US.

In 2018, the company successfully completed the world’s largest order for evaporative air conditioners, resulting in around 50,000 of Seeley’s Australian made Breezair conditioners being installed in the tent city of Mina Valley, Saudi Arabia.

Evaporative air conditioners, as the name suggests, use the principles of evaporation to help cool the air. As hot and dry outside air is pumped through water-soaked cooling pads, the water evaporates and the heat in the air is absorbed, which lowers the temperature.

The bulk order provided state of the art cooling for Mecca pilgrims during their stay in the tent city, a fascinating logistical exercise involving more than 100,000 tents and houses for

SEELEY BRANDS –AT A GLANCE

BREEZAIR – Advanced technology for fixed evaporative cooling for the entire home, and the quietest running and most energy-efficient evaporative cooler on the market.

BRAEMAR – The full series of high performing and world leading heating and cooling air conditioning solutions.

COOLAIR – A range of affordable, high performance fixed evaporative air conditioning for the whole home.

CLIMATE WIZARD – Patented indirect evaporative technology that covers an exceptionally large range of flexible configurations to provide for all commercial and industrial applications.

approximately three million people.

A three year tender evaluation process saw the Breezair brand and other contenders tested on site over several months, in all conditions and seasons, including comparative tests done during a pilgrimage to assess performance under real-world conditions.

The built-in safety mechanisms, economical use of water, ease of control and compact design were critical in Breezair being successfully selected.

“We were among 900 companies asked to quote, and we understand our products were actually the most expensive, however they were without question the most effective and long lasting,” acclaims Frank.

“Through our Saudi distributor, we got those messages across to the Ministry of Hajj. We started early and were able to supply all their needs over two years without adversely affecting any of our global customers, which was a remarkable feat!”

“WE’VE BEEN WORKING ON CLIMATE WIZARD TO MAKE IT BETTER AND BETTER FOR OVER 20 YEARS, AND I BELIEVE IN ANOTHER 20 YEARS’ TIME WE WILL STILL BE IMPROVING IT”

– FRANK SEELEY, EXECUTIVE CHAIRMAN, SEELEY INTERNATIONAL

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CASTING A SPELL

Built to withstand Australia’s hot and dry climate, Breezair is one of four brands under which Seeley’s products are sold, along with Braemar, Coolair, and Climate Wizard - the latter of which offers ground-breaking new technology throughout its wide range of models within its series of indirect evaporative air conditioning products.

Climate Wizard’s patented indirect evaporative technology delivers unparalleled levels of cooling, and

NORTH AMERICA OUTLOOK: WHAT CORPORATE SOCIAL RESPONSIBILITY PRACTICES HAVE YOU PARTAKEN IN?

FRANK SEELEY, EXECUTIVE CHAIRMAN: “Our employees recently donated to the victims of the earthquake in Turkey and Syria.

“They donated AUD$7,500, which we matched from our charitable fund. Prior to this, they did something very similar in relation to the Ukraine crisis.

“We also have two charitable funds from which we distribute monies to various worthwhile causes that benefit the poor, hungry, sick and destitute in Australia and many countries around the world.”

has now been successfully adopted worldwide.

The technology uses a heat exchange core that provides hyperefficient cooling, generating fresh air at temperatures that can rival, or even surpass the performance of refrigerated systems which in many situations can provide 80 percent lower energy costs.

“We’ve been working on Climate Wizard to make it better and better for over 20 years, and I believe in

another 20 years’ time we will still be improving it,” Frank affirms.

“There is nothing else in the world to compare it with, and we intend to continue its development and protect every new breakthrough that we make along the way.”

At the forefront of developing ingenious, energy-efficient cooling and heating products, Climate Wizard demonstrates Seeley’s mantra – the need to innovate, automate, and accelerate like there’s no tomorrow.

“We’ve been doing these things for much of our 50 years in manufacturing, and I hope we’ll always be doing them because we know that the day we stop, is the day we’ll start to die. Innovation is not a destination, it’s a journey – a never ending journey!”

There is naturally a strong focus on R&D at Seeley, to deliver on its vision of leading the world in creating

Meridian test laboratory

climate control solutions which continue to be highly innovative, of premium quality, and inspirational in the delivery of energy efficiency.

Frank is an innovator himself, and as Executive Chairman, he looks after Seeley’s special R&D group, Imagineering, which continues to work on “over-the-horizon” products which outperform the competition with newer technologies.

“We’re never short of projects and its these opportunities that keep me wanting to go to work every single day,” says Frank.

“Many of my targets and goals are centered around Imagineering, to provide ever-better and cheaper heating and cooling products in Australia and throughout the world for the greater good.”

GOLDEN JUBILEE

Seeley celebrated its golden jubilee in 2022, a milestone moment marking 50 years of pioneering climate control products.

“On the face of it, 50 years is only a number, however for those who have traveled the distance it’s an incredible achievement,” Frank beams.

“So many of our people have been with us for so much of the journey, that I would not for a moment take the credit for us still being here. I want to acknowledge all the wonderful people who, over the past half a century, have contributed to making Seeley the vibrant company it still is today.”

With strong supplier relationships amassed over a number of years,

Seeley, from day one, was at pains to advise its suppliers upfront about anything out of the ordinary it would be requiring.

This modus operandi has characterized the company throughout its 50-year history and has continued to pay untold dividends.

For the next 50, Seeley remains committed to Australian designed, made and owned air conditioning products, world leading climate control solutions, and an ongoing relevance in an everchanging world.

Albury factory

Marc-Philippe Lumpé, COO

PHOTO: BBROCARD

EVOLVING CANADIAN AVIATION

There is certainly a lot of potential in the Canadian airline market for a variety of reasons. One of them is the dynamism of the Canadian economy and society, and another more obvious reason is the country’s vast size. Aviation is a necessity here; it takes just about an hour longer to fly from Montreal to London than to Vancouver!”

Montreal is a strategically located hub for aviation. Quebec’s position on the east side makes it a prime Canadian location for transport and logistics of all kinds, ranging from extensive harbor and shipping connections to air freight and connecting flights, all of which have free range across the Atlantic to Europe, as well as major urban hubs in the US. It is the size of Canada that makes aviation so critical across the country, and key players in the space are recognizing the true potential of the industry. One such player is Air Transat.

Based in Montreal, Air Transat is Canada’s number one leisure airline, employing close to 5,000 members of staff across its entire operation.

ABOUT AIR TRANSAT

Founded in Montreal 35 years ago, Air Transat is a leading leisure travel brand. Voted North America’s Best Leisure Airline by passengers at the 2022 Skytrax World Airline Awards, it flies to international, transborder and Canadian destinations. It is renewing its fleet with the greenest aircraft in its category as part of a commitment to a healthier environment, knowing that this is essential to its operations and the magnificent destinations it offers. Air Transat is a business unit of Transat A.T. Inc (TSX: TRZ).

The company, part of the larger Transat group, flies to international destinations in the Americas and Europe, offers domestic and connecting flights, and carries more than five million passengers every year.

“We have achieved worldwide recognition as a holiday travel provider and been voted North America’s Best Leisure Airline by passengers at the Skytrax World Airline Awards last year,” COO MarcPhilippe Lumpé tells us. “We fly to both international and Canadian destinations, striving to serve our customers with enthusiasm and friendliness at every stage of their trip or stay, emphasizing safety throughout.”

On top of this people-centered focus, Air Transat has been Travelife Certified since 2018, renewing its fleet with the greenest aircraft in its category as part of a commitment to

The vast breadth of Canada makes air travel a national necessity. We take a look at Air Transat and speak to COO, Marc-Philippe Lumpé about the airline’s post-COVID-19 recovery plan and the promising future ahead

Writer: Marcus Kääpä | Project Manager: Scarlett Burke

Inspiring Meaningful Connections with ADM Aéroports de Montréal

our travelers to the most popular destinations around the world, notably with the collaboration of a leading carrier like Air Transat. Currently, 117 international, US and Canadian destinations are serviced via 30 carriers operating in Montréal. In addition, 15 international destinations will relaunch or debut in the coming months, propelling Montréal even further.

NA: Could you expand on your partnership with Air Transat?

North America Outlook (NA): Firstly, tell us a bit about Aéroports de Montréal (ADM).

Stéphane Lapierre, Vice President, Airport Operations and Air Services Development, ADM (SL): As the airport authority for the Greater Montreal area, ADM is responsible for the management, operation and development of YUL MontréalTrudeau International Airport and YMX International Aerocity of Mirabel.

ADM intends to succeed in its various business segments – airport, real estate and commercial services – and to develop each of its two sites to their full potential. To that end, YUL acts as a domestic, transborder and international passenger hub, while YMX is an all-cargo airport and a world-class aerospace and innovation hub. YUL handles more than 20 million passengers and 200,000 tons of cargo annually through its two sites.

Montréal-Trudeau International Airport and International Aerocity of Mirabel are major centers of economic activity and development drivers for the Greater Montréal area.

NA: How does ADM inspire meaningful connections?

SL: We are privileged to live and work in a vibrant, friendly city like Montréal. YUL is the gateway to a dynamic metropolis. It is a community that serves the community. We are proud to be an international air transportation hub and our air services development team at MontréalTrudeau works hard throughout the year to connect Montréal and

SL: A Quebec source of pride, Air Transat has been part of the history of Montréal and Mirabel airports since its first inaugural flight to Acapulco in 1987. Since ADM’s creation in 1992, the two organizations have worked together to consolidate the city’s place in the tourism and economic industry, offering quality services and enabling the Montréal and Quebec communities to travel to destinations of choice. For the past nine years, ADM and Air Transat have collaborated to run the Premium Kids program, providing a unique day for children with autism spectrum disorder (ASD) or functional limitations to familiarize themselves with the airport process.

NA: What are ADM’s priorities for the future?

SL: By deciding to put sustainability at the center of its priorities, ADM has made a commitment to go beyond the basics to do its part in the transition of the airline industry. Through strong

employee engagement and ongoing dialogue with all of its stakeholders, we have developed a rigorous sustainability plan that will allow us to positively impact our community, both economically and socially, while reducing our environmental footprint. We continue to work simultaneously on various projects that will provide a safe, accessible, and modern environment for our travelers and the airport community, including the construction of a station that will be part of the Réseau express métropolitain (REM) – an automated light metro network – which will offer a direct connection between YUL and downtown Montréal in about 25 minutes. Other projects like the rehabilitation of runways, modernization of the control tower and optimization of operational processes will support our focus on enhancing customer experience at YUL.

With the summer season approaching, we are planning the next few months collaboratively with all our partners in the airport community, including carriers such as Air Transat, to ensure that we provide a pleasant experience for all travelers. The recovery of the airline industry in 2022 has not been without its challenges, but many efforts have been made with all stakeholders to improve customer experience and fluidity in preparation for summer 2023.

a healthier environment, knowing that this is essential to its operations and the magnificent destinations it serves.

A LIFE ON THE AIRLINE

For Lumpé, the aviation sector is one of continuous evolution and great promise, requiring a keen eye for business adaptation. It is also an industry that he has worked in throughout his entire professional career.

“I started off as an airline pilot for Lufthansa, Airbus 320 family, and I did this while studying for a master’s degree in Economics and Business Administration in Germany, moving on to a PhD in Leadership and Organisation at Cranfield University in the UK,” he says.

“I took a life-changing decision to join Air Berlin in 2006, which at the time was the second-largest German carrier for a number of years. At Air Berlin, I held several roles but was

primarily the Senior Vice President of Quality, Safety and Corporate Process Management.”

Following this, Lumpé was hired by business consultation firm Kearney, as a consultant for approximately three years, before this role led him back into the airline industry to work for Thomas Cook Group (Thomas Cook).

At Thomas Cook, Lumpé held three roles, the first in fleet management regarding aircraft purchasing, moving on to a senior management position to support the program management office at the company headquarters in London, UK, and thereafter becoming a Senior Program Manager in the Group Maintenance Organisation.

“NOW WE ARE ON A TRANSFORMATION PATH TO IMPLEMENTING THE STRUCTURES THAT WILL ALLOW US TO ABSORB AND MANAGE THE GROWTH THAT IS COMING, WHILE ALSO BEING AN EFFECTIVE BUSINESS PARTNER IN THE INDUSTRY”

– MARC-PHILIPPE LUMPÉ, COO, AIR TRANSAT

“I was then contacted by the COO of Qatar Airways whom I had known from my earlier career, and he needed somebody to help him set up the operations center in Qatar,” Lumpé explains. “So, I took a position in Qatar that led me to be Vice President of the Integrated Operations Center, leading a huge transformation program that included the implementation of a new software suite for the operational management of the airline.”

After this, Qatar Airways asked Lumpé to take control of the crew resources department, managing all cabin and flight crew amounting to around 18,000 people. This also involved putting into action the crew side of the new operational management software suite.

AIR TRANSAT - CORPORATE RESPONSIBILITY

Air Transat is committed to conducting its business in a sustainable manner, both in Canada and abroad.

The three pillars of action:

Planet: To reduce its environmental impact, Air Transat focuses on decarbonizing its activities, reducing waste – especially single-use plastic – and preserving biodiversity. The company’s decarbonization plan includes three levers to reduce emissions from its activities: renewing and modernizing its fleet, improving operational efficiency and air traffic management, and increasing the use of sustainable aviation fuels (SAF).

People: With people at the core, Air Transat aims to foster a diverse, equitable and inclusive work environment, to provide an accessible client experience, and to maximize its positive impact on its local and global communities.

Sustainable practices: As a leader in the tourism industry when it comes to sustainable development and the first major international tour operator to be Travelife Certified for all its activities, Air Transat integrates corporate responsibility in all its practices. The company is committed to ensuring good corporate governance, to communicating its progress transparently and to engaging its value chain.

The Trent 7000 - advanced technology powering tomorrow.

The Rolls-Royce Trent 7000 (Trent 7000) draws on the experience of the most advanced family of engines in the world, leading the Airbus engine space in performance, reliability, versatility and sustainability.

When it comes to the latter, the Trent 7000 minimizes its impact on the environment, using a reduced amount of fuel and lower fuel burn compared to any medium wide-body jet engine model that came before. As the latest member of the Trent family, the Trent 7000 boasts an 14 percent better fuel efficiency per seat, while utilizing the best technology in the field, resulting in less carbon emissions and a bypass ratio of 10:1 and a core pressure ratio of 50:1. This makes it one of the most fuel-efficient of its kind, and the best solution for airlines when aiming to achieve net zero goals.

The Trent 7000 combats pollution in many forms; on top of its fuel efficiency, the model is cleaner and quieter than previous generation engines, exceeding all regulations regarding noise, CO, smoke, UHC, NOx, and nvPM, and is further future proofed against regulation changes. Moreover, it is proven in the field. With more than 99.9 percent

dispatch reliability, three years of passenger service experience, and over one-million engine flying hours, the Trent 7000 is shown beyond doubt its ability across a range of operations. The Trent 7000 is optimized for both the passenger and freighter versions of the Airbus A330neo, reinforcing its position as an engine fit to power the future of the freighter market. The mid-size widebody that is a versatile platform that delivers highly efficient performance for airlines, from short-haul segments to long-range routes over distances of up to 7,200 nautical miles (nm).

Recognition of the model is continually building momentum in the market. Because of this performance, efficiency and versatility, the Trent 7000 is trusted by operators across the globe to deliver exceptional reliability, with 20 international operators already placing trust in the engine and Airbus A330neo to reliable streamline, enhance and power their operations. The Trent 7000 is proving itself in broad versatile operations today. The shortest route is less than one hour with the longest route approximately 10 hours, which demonstrates the versatility of the Trent 7000. With specific features that deliver benefits in short- and longhaul, and everything in between, the Trent 7000 is a reliable profit generator for any airline.

The Trent 7000’s unique three shaft architecture produces a lower idle thrust and lower fuel burn at low thrust settings, meaning during shorter haul operations the Trent 7000 reduces overall fuel burn. The unique three-shaft architecture delivers benefits for long-haul operations. With an efficient fan system that comes with its own dedicated turbine, engine turbine efficiency is better optimized, delivering efficient thrust from the fan. Making use of the three shaft architecture featuring shorter and stiffer shafts, the Trent 7000 sees better life fuel burn and reduced deterioration effects for a smarter future of airline transport.

SAFETY AT THE FORE

Air Transat has been a member airline of the International Air Transport Association (IATA) since 2008. It holds an Enhanced IOSA (IATA Operational Safety Audit) accreditation. The program comprises more than 900 internationally recognized standards applicable to management, flight operations, operational control, aircraft maintenance, cabin operations, ground handling, cargo operations, and security.

“In 2019, I got an offer from Virgin Atlantic that I could not refuse,” Lumpé muses. “It was the position of Senior Vice President of Airline Operations, and I came to the UK just as COVID-19 struck; the timing was certainly not ideal, but we made the best out of the situation and kept the airline alive throughout this most challenging period.

In 2022, Lumpé went on to accept a position at Air Transat where he is currently COO, an executive figure of the division responsible for the management of all operations areas, encompassing flight operations, maintenance, cabin services including catering, ground operations, and all

related support areas such as safety and security, crew resource planning and operational control.

IMPROVING COMMERCIAL VIABILITY

Today, Air Transat’s fleet measures at 34 aircraft with a steep growth path foreseen in the years ahead. According to Lumpé, the company’s strategic plan encompasses increased fleet numbers and further expansion initiatives in the wake of the highly impactful COVID-19 pandemic.

“Like the rest of the industry, we had a very challenging year across 2022, as the traffic returned post-pandemic. It came back a lot quicker and more

intensely than people thought; everyone assumed that it would occur in 2023, but it happened a year early,” Lumpé elaborates. “This of course put huge stress on all operational areas. The delays and service shortcomings passengers had to witness globally in 2022 were a direct consequence of this. Although the system has not fully stabilized, we do believe that this summer will be significantly better than last year.

“We are currently executing our strategic transformation plan which is focused on an increase in connecting traffic and both a widening and densification of the network. Also, we are actively developing strategic partnerships with airlines like Porter, a medium-sized player in Canadian aviation that recently purchased 100 Embraer jets to grow its fleet.”

All these developments mean that the requirements of the operations division are changing quite drastically.

To address these changing requirements and drive an increase in efficiency, a company-wide transformation program has been put in place.

“In reference to our geographic location and the guidance and inspiration of the North Star, we called it Polaris. The strategic goals of Polaris are an increase in aircraft utilization and an optimization of employee productivity while driving and enhancing employee engagement and satisfaction.

“One of the main enablers in this space is digitalization which has huge potential throughout the whole airline, but in particular in maintenance. Artificial intelligence (AI) is finally at a stage where it can be used to solve real-world problems and will be a game changer. Truly optimized preventive maintenance, for example, the holy grail in aircraft maintenance, is at our fingertips,” Lumpé explains.

“With this approach, it is possible to find the sweet spot where you change a part before it breaks without wasting any useful life of the part.

“Digitalization has a lot of potential in other parts of the company, too. Management of ground operations processes, disruption management and cockpit processes are just a few examples of the countless opportunities digitalization offers,” he continues. “Fully leveraging these opportunities is the key to unlocking the company’s full potential.”

IMPLEMENTING INITIATIVES

Moving ahead into a future centered around growth, Air Transat is focusing on this internal transformation for its airline operations activities. The transformation program was put in place at the beginning of 2023 and aims to span two years, driving more than 100 initiatives.

The program is set up to be very interactive between the company’s employees and management, setting up a back-and-forth between the two in order to create a continuous feedback loop from all levels of the business.

“What this means from an employee perspective is that you will always be able to see your initiatives coming in – you will always be prepared and most importantly, you can influence the program itself with your suggestions and feedback. This last point is crucial as it ensures that the program does not have any blind spots, a problem that you frequently encounter if programs of this magnitude are driven top down,” Lumpé tells us.

“Another very important point is that this approach ensures that employees are fully engaged as a huge part of the program is coming directly from themselves. Transformational change without full employee engagement invariably fails and will never achieve any long-lasting impact. It is also part of our DNA as employee satisfaction is always very much at the fore of our

thoughts,” he says.

All these initiatives ensure that Air Transat will be uniquely positioned to fully leverage its strategic location as a hub between the Americas and Europe. “Building on our historic strength in the leisure travel market and developing into a true network carrier, Air Transat will offer travelers more choice and therefore contribute to a vibrant Canadian aviation market,” Lumpé explains.

Financially, things are boding well for the company. With steady and

strong demand, Air Transat is on an upward trajectory and is moving toward a return to profitability. To reduce the burden of its debt and improve its financial situation, Air Transat is also in the process of optimizing the capital structure of the company in several phases.

DESTINATION A NEW

Asubsidiary of United Airlines (UA), United Ground Express (UGE) is an essential link in the aviation chain, providing ground handling services to multiple airline partners across an excess of 55 regional airports and three hubs across the US.

UGE’s main services span baggage handling,

As an indispensable aid to over 55 regional airports, President Jeff Riedel tells us about the vital role of United Ground Express

Writer: Lucy Pilgrim

Project Manager: Scarlett Burke

passenger services, ramp operations, and aircraft cabin cleaning, keeping many airports across the US running. Recent expansions of UGE include aircraft fueling and the exciting launch of its cargo services, due to take place later this year. Furthermore, UGE is broadening its capabilities to provide in-house maintenance and repair services for ground support equipment in some areas, alongside

THE RECENT HISTORY OF UNITED AIRLINES

2015

• UA pulled out of JFK International Airport, moving all flights to its Newark hub.

• UGE was established.

2016

• Introduced United Polaris business class service, a rejuvenation of its international premium cabin travel experience.

2019

• Began operating a brand-new Boeing B787 10 Dreamliner on six transatlantic routes from its Newark hub to destinations across Europe and the Middle East.

2021

• Added an extra 400 daily flights to its monthly schedule and grew the service to European destinations, which demonstrated significant growth since the COVID-19 pandemic.

2022

• UA’s landmark order placed in December 2022 was described at the time as “the largest widebody order in the history of US aviation.” The Chicago-based airline ordered 100 Dreamliners, with an option for 100 more, plus 100 MAX narrowbodies (44 exercised options and 56 new units).

G2 SECURE STAFF

MEETING YOUR AIRLINE SERVICE NEEDS. ANYWHERE. ANYTIME.

Our values are centered around people, service and integrity and we’re proud of our diverse culture. We build strong and trusted working relationships with our clients that have contributed to our incredible growth over the years and our 98% airline customer retention rate. Safety is always our number one focus. We strive to provide the safest working environment possible to protect our people and our customers’ assets. To

an expansive network of corporate support. This means that UGE is always on hand to make sure that its airline customers are in top order and running efficiently.

When speaking to UGE’s President, Jeff Riedel, he emphasizes the company’s mission to “deliver the best-in-class customer service solutions for our airline partners through our consistent focus on safety, reliability and efficiency.”

More specifically, UGE is distinguished from other ground handling service providers due to its unwavering commitment to the safety of its employees and customers in running the company’s operation. Consequently, it has implemented and regularly evaluates a variety of safety programs, hazard reporting technologies, and training initiatives to ensure that UGE’s employees have the adequate knowledge and skills to handle their responsibilities safely.

As can be imagined, on-the-ground operations in an airline are susceptible to hazards, which is an element that Riedel deeply understands.

“The aviation industry is rife with the potential for risk. We take our responsibilities extremely seriously, using both top-down and bottom-up feedback structures to ensure we minimize our exposure to those hazards in every aspect of our operation.”

FLYING HIGH

It is clear that aviation is in Riedel’s blood. He has always had a strong passion for the industry, as evidenced by his background in the US military, where he spent nine years flying Blackhawk helicopters for the 101st Airborne Division and was a part of the 160th Special Operations Aviation Regiment, after graduating from college. Following his graduation with an MBA from the Kellogg Graduate School of Management in 2001, Riedel

returned to aviation and accepted a strategy role at UA within its cargo organization.

After joining the company, Riedel went from strength to strength, collating experience across many different departments including ramp, customer service, and station operations at various leadership levels.

Currently, however, Riedel enjoys leading UGE and is dedicated to its growth as it anticipates an ambitious expansion across international borders. This demonstrates how UGE refuses to shy away from a challenge.

A FIRST CLASS TEAM

In order to deliver optimum capabilities, UGE’s team of over 5,000 aviation professionals are essential in the smooth running of its services. In particular, the company has a strong objective to deliver state of the art customer service solutions for all its customers, no matter their

destination. This is achieved by a robust force of frontline employees who are all highly experienced in handling a variety of aircraft. Additionally, every team member is fully trained in the procedures and policies of each airline partner and is committed to offering the best customer service.

Services aside, every employee is valued for their individual contributions and rewarded with ample training and development opportunities, as well as competitive compensation and benefit packages such as free flights through UA.

Riedel acclaims that UGE is “one of the few ground-handling service providers that can extend travel privileges to our employees.” Furthermore, the company ensures that hard work is valued as it “fosters talent retention by promoting from

within and recognizing employee contributions through rewards and recognition programs.”

Inclusivity and having a strong support network are a vital part of the company culture. Although a nationwide enterprise, the service provider works hard to create a supportive structure and promotes diversity and inclusion intensely, as it is at the core of the UGE employee experience. Indeed, the company recently expanded its corporate

wing “to include a dedicated communications team to ensure centralized information is readily available to all employees.”

Subsequently, each employee has the opportunity to access upper management, and is showcased and

“OUR MISSION IS TO DELIVER BEST-INCLASS CUSTOMER SERVICE SOLUTIONS FOR OUR AIRLINE PARTNERS THROUGH OUR CONSISTENT FOCUS ON SAFETY, RELIABILITY, AND EFFICIENCY”

– JEFF RIEDEL, PRESIDENT, UNITED GROUND EXPRESS

“UGE IS STILL A YOUNG COMPANY, BUT WE ARE PUSHING AGGRESSIVE GROWTH NOT ONLY IN THE AIRPORT LOCATIONS WE SUPPORT, BUT IN THE TYPES OF SERVICES WE ARE CAPABLE OF PROVIDING”

– JEFF RIEDEL, PRESIDENT, UNITED GROUND EXPRESS

Fueling

UNITED GROUND EXPRESS SUPPLY CHAIN

recognized in UGE’s multi-media marketing initiatives as well as being celebrated across its various social media platforms.

To this end, UGE consistently monitors its employment opportunities to expand the workforce and broaden its corporate network.

GLOBALLY MINDED

The care and support of UGE’s employees is vital to the international expansion that is expected over the next few years. Its decision to branch out internationally is a natural, but exciting next step for such an ambitious organization. Firstly, the company is working on a strategy to enable logical growth and provide an increasing list of airline partners with comprehensive handling operations, regardless of where they may fly. In the near future UGE has its sights set on Canada in 2023, as well as Latin and South America in 2024, thereby opening further supply opportunities. The hope is to also one day branch out into Europe and Asia to reinforce relationships with international airline partners.

This expansion follows a pattern of evolution for UGE. In 2022, the company partnered with nine new airlines, including its parent company, UA, to establish more than 25 contract awards. This is an impressive feat, particularly since UGE is on track to exceed this number in 2023.

FUELING PROGRESSION

Closer to home, UGE has also witnessed domestic expansion through its most recent launch of ground handling services in Durango, Colorado, as well as ardently enhancing its aircraft fueling capabilities. This has materialized in the development and launch of IntoPlane Fueling (ITP) which is a complex and precise line of work.

In October 2022, UGE reached new heights by launching its first service contract in Nashville International Airport, with several more locations pending as it continues to submit proposals for work. As Riedel reflects, “this was an incredible accomplishment for our team, and it is hard to overstate the time and effort we’ve put in to get this program off the ground.”

With the fueling program a perfect example of UGE’s ever-expanding capabilities, the company is also now eagerly awaiting the launch of its cargo handling services. Although this presents a complex and ambitious new line of business, it will further expand the company’s horizons.

Overall, UGE’s main focus for the future is expansion. “We have specific operational targets related to safety, customer satisfaction and financial performance that we have worked hard to hit, and we’re ready to bring our services to new heights,” concludes Riedel.

Despite being a young company, UGE does not let this deter its growth and evolution in the delivery of on-the-ground services. As such, it has showcased tenacious expansion not only in project location, but in the services and products that UGE is able to provide.

GRB Group

FOOD AND FUN ON THE COURT

Flavorsome food and the thrill of pickleball are served up at Chicken N Pickle’s unique entertainment complexes. Joe Palermo, Vice President of Operations, offers insight into the company’s expanding footprint and local community involvement

Writer: Jack Salter | Project Manager: Lauren Robinson

Pickleball is the fastest growing sport in the US.

A curious combination of tennis, badminton and ping pong, pickleball is a paddle sport contested between two to four players, with rules that are easy and fun for people to pick up and play together.

“Pickleball is a sport that’s truly for all ages and ability levels,” says Joe Palermo, Vice President of Operations at Chicken N Pickle.

Food and fun spills onto the court at Chicken N Pickle’s unique indoor/ outdoor family-friendly entertainment complexes, whose pickleball courts are complemented by a casual, chefdriven restaurant and sports bar, a variety of yard games and private dining and entertainment spaces.

Established in Kansas City in 2016, it has become a wildly popular destination for families, young adults, private events and corporate gatherings.

To maximize visibility and engagement for all guests, the game yard functions as a town square would – a multidimensional space that can transform throughout the year for

outdoor games, live music, watch parties, winter ice skating and more.

“With such active entertainment such as pickleball, yard games, brunch bingo, chef dinners, pop-up shops and live music, customers forget about their cell phones and interact with each other,” Palermo tells us.

“Men and women engage in a game that enables people of all skill sets to compete; businesses find a thoughtful, fun curriculum for team building, professional development, and some after-hours recreation that deepens work relationships and enhances productivity; and friends find a place to gather round and watch the big game whilst enjoying

drinks from hometown breweries alongside international favorites.”

EXPANDING FOOTPRINT

Since opening in 2016, Chicken N Pickle has expanded to Wichita and Overland Park (KS), San Antonio, Grand Prairie and Grapevine (TX), and Oklahoma City (OK).

Seven more locations are currently under development in Allen and Webster (TX), Fishers (IN), Thornton (CO), Henderson (NV), St. Charles (MO), and Glendale (AZ), with the latter two opening this year and the rest projected to open in 2024.

Though not currently franchising, the company is staring rapid expansion in the face and aims to open three to four complexes a year in the foreseeable future.

“Our real estate team studies the area, reviews population density, and focuses on size, price, and timing,” informs Palermo.

“We’re growing our brand as a young company that is a leader in the pickleball industry, and it’s important

to let our operations team manage every store. This strategy ensures that our customers have a best-in-class experience.”

In line with Chicken N Pickle’s

expanding footprint, the company has grown to around 1,200 store-level staff members and 54 home office employees as of March 2023.

As the restaurant space continues to evolve, Palermo recognizes that staffing headwinds are challenging all industry leaders to think outside the box, not only to attract top-tier talent but to retain it.

“I’ve always believed this is an exciting space to work in as a career. Our industry is an anomaly in that team members can move through the ranks and advance to running a multi-billion dollar business without a degree or MBA,” he elaborates.

“The life skills obtained in this business create rounded individuals that understand problem solving, time management, communications, and people skills to name a few.”

IN LOVE WITH LOCAL

With increasing competition in the pickleball space, the quality of Chicken N Pickle’s food is a key differentiator.

“WE’RE GROWING OUR BRAND AS A YOUNG COMPANY THAT IS A LEADER IN THE PICKLEBALL INDUSTRY”

– JOE PALERMO, VICE PRESIDENT OF OPERATIONS, CHICKEN N PICKLE

The company’s kitchens have a focus on farm-to-table offerings with 95 percent of its food menu made from scratch, testament to the local quality and freshness it provides for guests.

“We are so in love with local that we strive to source from local providers, resulting in additive-free, delicious menu items with a low carbon footprint for all food palates,” shares Palermo.

“Each property smokes protein daily, including brisket, ribs, pulled pork and chicken wings. The time and energy behind the scenes is enormous, and is a pillar we stand by as an organization.”

In his position as Vice President of Operations, which he has held since 2022, Palermo brings a solid track record of successful restaurant operations, knowledge of emerging technologies and trends, and R&D in high-volume restaurants.

As well as providing strategic

direction to guide Chicken N Pickle’s culinary and restaurant operations, he identifies new technologies and systems to streamline

training processes; assesses and improves operational and financial performance; and ensures that departmental decisions and project

The global leader in at-table ordering.

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The global leader in at-table ordering.

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plans for staffing, development, organization, material efficiency, and facilities are executed in line with the company’s business plan and vision.

Recent projects, for example, include the addition of BBQ and pizza/ bar shack structures to the company’s Grapevine facility, recognizing the need to better serve guests, provide more choice of food and drink, and increase dwell time at the complex.

In Wichita, meanwhile, Chicken N Pickle has air conditioned its pickleball courts to provide more comfortable playing conditions during throughout

the year.

Such projects demonstrate the company’s entrepreneurial spirit and the unique evolution of its entertainment complexes, both in the kitchen and on the court.

“As an emerging brand, we are forever reviewing ways to evolve our current locations,” Palermo emphasizes.

“Overland Park has also just received a $125,000 TV package to help showcase sporting events, as we dip our toes in the sports bar segment.”

COMMUNITY AT THE CORE

In addition to sourcing local produce, Chicken N Pickle’s chef-driven kitchens have an eye towards community and togetherness.

Community is a core value of the company, whose active involvement creates a happier workforce and a more loyal customer base.

“Engagement within our community provides employees with a way to interact outside of work. As a result, employees create stronger bonds and collaborate more successfully when they walk through our doors,” says Palermo.

“A close-knit culture and employee satisfaction go hand in hand. We have found that being engaged in the community not only helps us attract and retain customers and employees, but also to network and connect with other local businesses; sometimes, those partnerships create the best kind of positive goodwill!”

Chicken N Pickle participates heavily in philanthropic efforts throughout the community, embracing causes that matter most to guests and giving back to them in meaningful ways.

COMMUNITY EFFORTS IN 2022

• Supported more than 2,000 organizations

• Donated over $86,500 in community cup sales

• Gave over $132,500 of in-kind donations

• Put over $103,000 back into the community through givebacks and donations

CHICKEN N PICKLE ACHIEVEMENTS

Some significant achievements at Chicken N Pickle in the last 12 months:

• Establishing a corporate headquarters in North Kansas City (NKC) with a second headquarters located in the Dallas area.

• Women comprising more than 50 percent of the company’s leadership team.

• Chicken N Pickle was named the official pickleball partner for the premier season of the National Pickleball League, a newly-formed league established to focus on pickleball players aged 50+.

• 14 professional pickleball players, including top-ranked men’s and women’s players, are currently sponsored by Chicken N Pickle.

• More than 50 local collegiate athletes across all locations currently in The Campus Crew, Chicken N Pickle’s NIL program created to extend the brand to a younger audience to build relationships with athletes that last long after their playing years.

• Chicken N Pickle’s sponsored athlete program quickly grew in popularity and is now more than 110 local athletes strong. This program is dedicated to local amateur athletes who frequently travel to pickleball tournaments around the country.

• Supporting young, up and coming pickleball players and local junior athletes.

It is the company’s vision to become a recognized leader in the transformation of its communities, by ensuring that all charitable organizations have the ability to reach those in need.

“Through fun and fellowship, we are determined to create unifying bonds of goodness that will ripple throughout our communities and lead to a better world,” Palermo affirms.

This mindset is manifested in the Chicken N Pickle Foundation, formed in 2020 to improve the lives of people in the community by partnering with local not-for-profit health and wellness organizations that promote relationship building.

“In the past 12 months, our team has supported thousands in the community. We frequently donate meeting space to charitable organizations to host board meetings, volunteer appreciation nights, and more,” Palermo reveals.

“By fostering relationships with local not-for-profits and donating our space, it provides an opportunity for them to focus on team building and creating strong relationships among their teams, so they are better equipped to continue their positive impact in the community.”

The company also provides employees with four paid volunteer days each year, and encourages them to use this time to support local notfor-profit organizations.

Much like the sport of pickleball, which brings together people of all ages and abilities on the court, Chicken N Pickle’s heart is in the community.

Salmon fishing in the Atlantic Ocean has been conducted for thousands of years, having been first established in the northeastern areas of North America. Today, Atlantic Sapphire (AS) has made it a mission to elevate the practice of salmon fishing from a historic tradition to the food of the future.

For Karl Øystein Øyehaug, CFO and Managing Director of AS, the North American seafood industry is going through a period of frank expansion, in response to increased consumer demand for a healthier protein source. Species such as salmon are at the top of this list, due to numerous recommendations from nutritionists

and government programs.

According to Øyehaug, in correlation with the increased interest in the fish farming sector, the current challenge is making salmon farming a local enterprise.

“Over 90 percent of the farmed salmon consumed in the US is imported, which is one of the reasons why our product is so exciting to

Atlantic Sapphire holds a unique position in the North American salmon farming space. We speak to CFO and Managing Director, Karl Øystein Øyehaug about environmentally friendly industry methods and more Writer: Lucy Pilgrim | Project

the market. We are local, since we raise our salmon on land in Florida, collapsing the carbon footprint of airfreight and its impact,” he reflects.

AS takes pride in the fact that it is local. Since the company is in such close proximity to the market, its produce is far fresher than other alternatives.

IDEAL GEOLOGY

AS is based in South Florida. The area was chosen for its highly unique geology, with the region possessing various layers of aquifers, which create an ideal water source for salmon farming, starting just below the surface.

The Biscayne freshwater aquifer

Manager: Lauren Robinson

is used locally for drinking water and irrigation. Despite this, only five percent of the water used by AS is taken from the Biscayne aquifer, predominantly for the fish hatchery and the first stages of the salmon farming. The saltwater Floridian aquifer, beneath the Biscayne aquifer, is the main base for operations. Over

95 percent of the water use comes from this saltwater aquifer that cannot be used directly for drinking water or irrigation.

“The Floridian aquifer is continuously recharged and is also completely bio-secure as there is no oxygen there. This means that our main source of water is used to make sure our salmon is free of

NORTH AMERICA OUTLOOK: COULD YOU TELL US MORE ABOUT YOUR BACKGROUND IN THE INDUSTRY?

Karl Øystein Øyehaug, CFO and Managing Director: “I was first exposed to the salmon farming industry through the financial world as an equity analyst covering the fish farming sector on the Oslo Stock Exchange (OSE).

“The OSE is the world’s largest marketplace for seafood stocks, driven by the salmon farming industry. It’s one of the most important export industries of my native country but struggles with both sustainability issues and its ability to grow.

“These are the challenges that AS is working to fix by bringing salmon farming on land and into the endto-end market.”

disease bacteria, viruses or parasites,” Øyehaug details.

As an ancient structure, the aquifers have never been touched by modern man-made contamination. This also means that the aquifer is free of contaminants such as microplastics, polychlorinated biphenyl (PCB), dioxins or mercury. Additionally, AS utilizes deep injection well technology to discharge treated wastewater without having any impact on coastal areas.

Since last year, the company has also been focusing on delivering operationally as the Phase 1 facility in Florida accelerates.

“It’s important for us to develop a culture of excellence so that we always make sure we’re able to give the fish in our farm optimal conditions to thrive,” Øyehaug highlights.

Such specialized salmon conditions will result in a steady state production of 9,500 metric tons (mt) of salmon per year in the Phase 1 facility. On the product development side, AS has also launched a smoked salmon range, as it continues to deliver on consumer demand and diversify its products.

DELIVERING ON DEMAND

When assessing trends in the seafood farming industry, what has become particularly apparent is the increased demand in both medium- and longterm seafood consumption. In the coming years, the variety of different

consumers will increase the demand for salmon for different reasons, including health benefits, its lower impact on the environment, and changing lifestyle habits.

Therefore, the overall seafood sector will require a combination of resources to meet the demand. The traditional salmon farming industry will continue to play a role in seafood consumption. However, innovative technologies and methods are crucial to step up supply in an environmentally conscious way. Around the globe, many projects are being undertaken and evaluated, and Øyehaug recognizes the potential of North America in the salmon farming space.

“The US has the opportunity to become number one in land based aquaculture. AS is innovating every day, paving the way for other projects in the future,” he says.

One case of innovation is the implementation of the recirculating aquaculture systems (RAS). The RAS is a technique for growing seafood on land, inside a Bluehouse - a greenhouse for fish. By using a modern filtration system, the water is continuously purified so that fish are free to swim against strong currents as they would in their natural habitats.

AS consistently endeavors to uphold its reputation as a pioneer of salmon farming. As such, the company seeks to continuously improve itself.

“WE FOCUS ON DELIVERING RESULTS FOR OUR STAKEHOLDERS, INTERNAL AND EXTERNAL, AND SIMULTANEOUSLY BETTER THE COMMUNITIES WE PARTICIPATE IN, TAKE CARE OF OUR FISH, AND LEAVE THE PLANET IN BETTER SHAPE THAN IT IS TODAY”

– KARL ØYSTEIN ØYEHAUG, CFO AND MANAGING DIRECTOR, ATLANTIC SAPPHIRE

MP

We

provide the best experience for our clients!

Other than the commissioning of the Phase 1 facility, which showcases its unprecedented systems, AS is currently constructing its Phase 2 facility, which will result in an additional 15,000mt of head-off gutted (HOG) salmon farming capacity once online and will continue the company’s growth trajectory.

“Our expansion will not only give us significant economies of scale, but it will also allow us to serve even more Americans our delicious salmon,” Øyehaug adds.

Alongside the development of its facilities, AS is currently focusing on the education of any new employees on the best practices in Bluehouse salmon farming. This allows the

company to build a culture at AS that remains focused on operational sustainability.

The support of local suppliers is also a key focus for AS, as the company develops a network of strong local partners that can help the company with different trades that are required to operate the specialized business.

SUSTAINABLE SALMON

Salmon is regarded as one of the most sustainable protein products produced globally. Therefore, alongside the employment of its Bluehouse operations, the company is passionate about never using antibiotics, pesticides, or hormones. Furthermore, AS continues to work on advancing its environmental, social, and governance (ESG) goals. Such objectives include recyclable and biodegradable packaging and reusing sources. In regard to energy efficiency, AS has partnered with Florida Power Light for the use of solar energy in the future. In fact, AS’ sustainability practices are the poignant distinguishing factor which sets the company apart from the wider salmon farming industry.

“The fact we raise salmon in our Bluehouses in Florida,

ATLANTIC SAPPHIRE –A BRIEF HISTORY

1700s – Early fertilization trials on salmon begin in Europe.

1880s – The first salmon hatcheries are established in Europe and North America.

1980s – Commercial salmon farming becomes established in Norway, Scotland, Chile, and Canada.

1992 – Johan Andreassen and Bjorn-Vegard Lovik found Villa Organic, established as the first Norwegian organic salmon farming company.

2010 – AS is founded by Andreassen and Lovik, to improve on the lessons learned from Villa Organic. They aim to solve the carbon footprint that can be caused by the air transportation of salmon.

2013 – Due to its ideal aquaculture conditions, the first US Bluehouse is established in Homestead, Florida.

2019 – AS’s Hvide Sande Bluehouse produces an excess of 25 generations of salmon.

Bluehouse Salmon is sold across the US and Canada.

2021 – AS introduces algal oil by Veramaris in its feed, replacing fish oil by 25 percent.

Bluehouse Salmon, the group’s consumer brand, gains Heart Check certification from the American Heart Association.

2022 – Bluehouse Salmon is certified Friend of the Sea.

On Land Aquaculture Atlantic Sapphire - Fish for the Future

avoiding air freight transportation and its carbon footprint is already a major differentiator,” Øyehaug continues.

“Environmentally speaking, we protect coastal water since the used water is treated and injected into a porous zone, 3,000 feet underground. Our taste profile is unique as well, being milder than others, which is an advantage when presented to North American consumers.”

SETTING A PRECEDENT

On the theme of taste, AS recently launched a smoked salmon in 2022. Currently, the anticipated new range is exclusively available online. However, future developments of the new smoked salmon range would see it listed in various brick-and-mortar retailers in 2023.

In partnership with suppliers, AS is hoping to launch new products, including ‘grab and go’ items which could materialize as skin-packed salmon in various flavors, as well as releasing a ready meal range.

By branching out in this way, AS is getting ahead of the curve in regard to seafood consumer demands, setting an example for others in the industry to follow.

Away from produce, AS also has exciting plans to expand its retail and food service presence, a subject Øyehaug has a strong belief in.

“The unique attributes of Bluehouse Salmon resonate with consumers’ needs across the region,” he tells us.

Fundamentally, an ecoconsciousness permeates across the entirety of AS, which materializes in morally sound salmon farming, a green footprint, and a transformative range of salmon products.

Taking action, being the solution, and growing better together, Southwest Electric Co. has been a leading power partner for over 75 years. President, Jeff Weingarten, discusses the importance of agility and aspirations of growth

Writer: Phoebe Harper

Project Manager: Louis Locke

MODERN LIFE, UNINTERRUPTED

The world is evolving, and we are powering its progress.” These modern times are in a state of flux, as recent decades have witnessed a tectonic shift underlying our changing industrial landscape and how it is powered – whether in

the global transition to renewable energies, or the electrification drive that is redefining the automotive sector.

An established power partner for over 75 years, Southwest Electric Co. (Southwest Electric), is an enterprise

located within this dynamic nexus, fueled by the pursuit of action, an unrelenting search for solutions, and the desire for collective growth centered on the greater good.

“There is so much opportunity driven by the needs of the country. The electrical grid infrastructure needs to be serviced or redone due to the age of the existing equipment. Electric vehicles (EVs) and renewables are driving growth and change, and there’s an increased need for more oil and gas production,” continues Southwest Electric’s President, Jeff Weingarten.

As a company whose remit spans many of these evolving fields, Southwest Electric operates out of six facilities to support customers across the world that operate in a myriad of industries, including utilities, renewables, data mining, oil and gas, and many more.

“Our ability to assist so many different types of businesses puts

us in a unique position. Instead of focusing on impacting one specific cause, we can contribute to multiple initiatives that affect our communities,” Weingarten surmises. Whether aiding utility customers in the supply of power and water, facilitating the wind and solar farms that generate renewable energy, or supporting a host of manufacturing operations, Southwest Electric lives by its all-encompassing and steadfast mission of ‘helping people live life without interruption’.

A NEW AGE

Regardless of its field of operation, Southwest Electric has continued to

distill the spirit of agility, remaining astute and flexible to ever-shifting customer demands and keeping its finger firmly on the pulse of some of North America’s most exciting fields of industry.

This is reflected by the company’s own trajectory, following its humble origins as a motor repair service company in 1946 that gradually blossomed into the multi-faceted products and services provider it is today.

“I like to say that we can support the customer beginning at the substation outside of the industrial facility, along the distribution line all the way down to the motor on a piece of equipment, and everything electrical in between,”

“OUR GOAL IS TO BE A ONE-STOP SHOP FOR OUR CUSTOMERS”

– JEFF WEINGARTEN, PRESIDENT, SOUTHWEST ELECTRIC CO.

says Weingarten.

This entails key specialties in building custom switchgear, servicing and rebuilding motors, field services, and manufacturing most types of distribution transformers. The latter in particular has proven a fruitful area of activity for Southwest Electric in recent years.

“The transformer industry is in tremendous upheaval due to the extensive need to upgrade the power grids,” he elaborates. “There’s not enough manufacturing capacity out there to support all the new initiatives being driven by green energy, EVs, and general development.”

In response, Southwest Electric has developed a utility-style transformer that helps meet that demand in bringing power to communities. This has been met with a positive market response, resulting in a contract with a major utility provider in the Midwest.

This is just one example of the dedicated and esteemed roster of

clients that the company has amassed over its 75+ years of operation, acting as a trusted and proven partner in power.

“We are lucky to have such an extensive, influential list of customers,” states Weingarten.

THE POWER OF UNITY

Despite the constant theme of embracing change that guides Southwest Electric in its endeavors, there is a common thread of unity that binds the team behind the enterprise, centered on a steadfast value commitment.

“Our company runs on three fundamental core values: take action, be the solution, and grow better together. Exemplifying these values has led to our success,” Weingarten shares.

“We developed our core values as a management team, and we’ve worked hard to cascade their meaning throughout the organization. We all

share the same purpose and direction, and that unity is impactful.”

As President, Weingarten himself maintains an active involvement with all staff, regardless of the project they are managing. In this role, he leverages extensive expertise within manufacturing and associated services within the energy and utilities space, following a career launched in the electric motor division of General Motors, before transitioning to the transformer industry with a 27-year tenure at ABB, Inc.

“Since coming to Southwest Electric, I have worked to use my many years of experience to help mentor the team on how to drive the level of achievement we are looking for. If they are successful, Southwest Electric is successful,” he tells us.

Within this, each member of staff is made aware of their individual responsibility in shaping and supporting the overall direction of the business.

“From tactical day-to-day management to ensure our customers are satisfied to the strategic development of processes, products, and services, the staff works as a team and pulls in the support needed to reach their goals. We have continued to develop this group of people to get the best leaders we can to drive this business into the next few years and beyond,” Weingarten shares proudly.

THE ULTIMATE PARTNER

In delivering customer satisfaction, it is Southwest Electric’s adaptability that makes all the difference in answering market needs with truly customized solutions.

“We pride ourselves on being as flexible as possible,” affirms Weingarten. “We follow the key drivers of the market and pivot to meet our customers’ needs.”

A major example of this market responsiveness is Southwest Electric’s focus on the supply of equipment and services for the burgeoning power growth needs of the electrical grid infrastructure and renewable energy sector.

Answering the demand, Southwest Electric is on hand with solutions tailored to each customer through bespoke, non-standardized products built to varying needs. This customized approach stands as a key

differentiator in the market.

“We either directly service or manufacture a product, or we can contract for something that we might not do directly. Our goal is to be a one-stop shop for our customers,” he continues.

“We can match existing electrical equipment line-ups, design products within a tight facility footprint, and more. We’ve even helped build a mobile substation when the customer needed to be able to move its power source.”

Supporting this technical agility and engineering prowess is the backbone of continual investment across Southwest Electric’s businesses, ensuring that they remain on a journey of constant improvement towards greater efficiency – whether in their machinery or people processes.

In the last five years in particular, this has comprised significant investment in manufacturing automation, with the integration of automated winding and insulation cutting operations, thereby improving both the management of materials utilized and the overall quality of Southwest Electric’s transformer product. This runs adjacent to continued investment in equipment and infrastructure within its field services and repair operations.

NORTH AMERICA OUTLOOK: CAN YOU TELL US ABOUT YOUR RECENT $10 MILLION CONTRACT WITH A UTILITY COMPANY AND WHAT THIS MEANS FOR SOUTHWEST ELECTRIC?

Jeff Weingarten, President:

“We have historically focused on the oil and gas industry with our distribution transformers, which were more specialized than the standard utility-grade units, and we rode the industry’s wave. The peaks were great, but the valleys hurt.

“When I joined Southwest Electric, I challenged the transformer business to figure out how to design and build utility-style transformers that would be competitive in the market. We now have designs that can truly support utility customers across the country.

“We recently signed a new supply contract with a major utility in the Midwest that powers millions of homes and businesses across eight states. Due to our team’s diligent work, we will be one of their primary distribution transformer suppliers. This contract is one of many examples of how we are meeting demand that will be present and impactful for many decades.”

Southwest Electric headquarters, Oklahoma City

“We have also invested in automated steel cutting equipment in our switchgear operations to make that process more efficient and flexible,” adds Weingarten.

GOING FOR GROWTH

As Southwest Electric pursues an ambitious trajectory of growth, it continues to invest in its own sustainability and longevity through the recruitment of new talent.

“One of the biggest investments we have made is in people,” says Weingarten. “We haven’t just brought in people to fill holes. We have looked to upgrade the talent in the organization and improve the bench

strength of the team for the long haul.”

By doing so, Southwest Electric equips itself with the tools needed to satiate its appetite for growth.

“We continually put targets in front of each business that focus on the number one priority we have – growth.”

The past two years alone have paid witness to significant growth as part of Southwest Electric’s five year strategic plan, fueled by product, service and market diversification, as well as the company’s unwavering ability to respond to the customer’s needs.

more growth happen,” concludes Weingarten. “One of the big priorities is driven by how we have grown so fast over the last couple of years. We need to make sure we understand how to operate at these higher volume levels with the new equipment and processes that we continue to implement while confirming the resourcing levels are in place and stable.”

By going for growth while remaining responsive to these changing times, Southwest Electric will continue to support the power that keeps our modern world turning.

“It motivates us to know we are making a difference.”

“Our expectation is that we continue to look for ways to make www.swelectric.com

“WE PRIDE OURSELVES ON BEING AS FLEXIBLE AS POSSIBLE”

– JEFF WEINGARTEN, PRESIDENT, SOUTHWEST ELECTRIC CO.

MINING OUTLOOK LIVE

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As mining organizations worldwide confront unprecedented change, embracing technological innovations and incorporating critical environmental sustainability agendas, now more than ever is the time to showcase the strides being taken in this dynamic sector.

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What are your greatest motivators as a leader?

Jeff Riedel

President, United Ground Express

“My greatest motivators as a leader center around the people I work with, and more specifically, the teams of which I am a part. The term “team” has a lot of meaning for me, from my military leadership in combat to our large team of 5,000+ UGE employees. My responsibility as a leader is to support, guide, and mentor my team as we work to achieve an objective, goal, or vision. In order to be successful, I recognize that I have to provide clarity of the vision/ objective we are trying to achieve, then ensure they have the necessary skills, tools, and resources to achieve these objectives. Watching a team grow from a group of individuals, to eventually creating a high-functioning and constantly evolving organization, is an incredible and rewarding experience.”

Miller Chalk President, Inglett & Stubbs

“My friend and leadership coach John Eades ends his book Building the Best with this challenge: “Remember, leadership is about serving, empowering, and inspiring in order to elevate others over an extended period of time.” The concept of elevating others to reach their full potential is what motivates me. I believe that Jesus Christ was the ultimate servant leader and through my relationship with him, I continue to grow into a better servant leader. I do my best to treat leadership as a responsibility rather than a reward.”

Scarlett Nolen President, Truly Nolen

“One of my motivators is my late father; I am inspired by and propelled to honor him. On top of that, I’m innately competitive, and this is something that I shared with him. I believe it is a mixture of this admiration and competitive spirit that really fuels my

motivation. They are intrinsic drivers that push me forward in life and at work.”

Alexandre Lebeau Vice President of Sales and Marketing, Aerosonic

“We feel immense pride when our teams help solve our customers’ most complex problems. It takes dedication, focus, deep expertise and extensive crossdisciplinary teamwork to bring to market innovative solutions that meets the highest level of safety while meeting the latest, most stringent aerospace standards. Our customers expect Aerosonic to deliver quality, highly engineered solutions on time to their unique platforms, while achieving their financials expectations.”

Are you a CEO/Director with a company story to tell? Contact North America Outlook now!

To round off each issue, we ask our contributing business leaders for their views on the same question