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EDITORIAL
Head of Editorial: Jack Salter jack.salter@outpb.com
Deputy Head of Editorial: Lucy Pilgrim lucy.pilgrim@outpb.com
Finance Assistant: Victoria McAllister victoria.mcallister@outpb.com
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IN THEIR CHEMICAL ELEMENT
Welcome to our 31st edition of North America Outlook.
With a growing focus on hazardous materials (hazmat) handling and management, this issue’s chemical cover star, Rinchem, continues to streamline the chemical supply chain.
Since we spoke to the company last year, it has witnessed the demand for cold chain solutions and hazmat handling rise significantly across North America due to stricter industry regulations.
“This is part of a broader trend that we expect to continue as tighter temperature control measures strengthen compliance and safeguard material quality across the supply chain,” notes Matt Jensen, Senior Vice President of Global Warehousing.
To meet this growing demand, Rinchem is actively evaluating new facilities across the continent and recently added to its ranks with the appointment of Brian Nowak as Chief Strategy Officer.
The company is currently focusing on the Houston market as a priority, where it seeks to expand warehousing, trucking, and logistics.
“Ultimately, we’re expecting a strong slate of acquisitions going forward to bring into the Rinchem family,” states Nowak.
In the Bahamas, the insurance landscape has evolved significantly over the last 20 years, having suffered a fragmented regulatory environment that lacked uniform standards and comprehensive oversight.
The Insurance Act, 2005 was introduced to help tackle such issues and empowered the creation of the Insurance Commission of The Bahamas (ICB).
Since its establishment, ICB has developed comprehensive rules and guidance in several critical areas, contributing to a more resilient and transparent insurance market.
“The reforms brought the Bahamas in closer alignment with international best practices and underscored the jurisdiction’s commitment to financial soundness and policyholder protection,” outlines Superintendent of Insurance, Dana Munnings-Gray.
BIGGBY® COFFEE, meanwhile, has evolved from a beloved local café in Michigan into a thriving national franchise.
The company’s stores are locally owned, with franchise owners that support and actively contribute to the well-being of their communities.
“When we compare ourselves to other brands, it’s clear the coffee store that has the strongest connections and community leaders will ultimately prevail, and I truly believe that’s why we succeed,” affirms co-Founder and co-CEO, Mike McFall.
Other entities in their element within this issue include L&L Companies, Gaston Electrical, and MBA Energy & Industrial. We hope that you enjoy your read.
Jack Salter Head of Editorial, Outlook Publishing
CONSTRUCTION
STARBUCKS JOINS PROTEIN PHENOMENON
STARBUCKS IS PLANNING to capitalize on the recent protein obsession of US consumers as it launches its new range of proteinpacked cold foam drinks and lattes at the end of September.
From ‘gym bros’ to Ozempic users, countless Americans are attempting to add more protein to their diets to build or maintain muscle as well as feel more satisfied and fuller after meals.
Since the global coffee company launched its cold foam range nationwide in 2018, it has become one of the most popular modifications customers can make to their drinks.
The new beverage will be hitting shelves in a variety of flavors, including banana, vanilla, matcha, chocolate, brown sugar, salted caramel, and plain.
THROWING OUT THE MANUAL
THE TRUMP ADMINISTRATION has advanced several key regulatory changes in order to accelerate the deployment of self-driving cars.
Three new rules have been proposed by the US Department of Transportation, which are set to be finalized in time for spring next year.
AEROSPACE
WEST IS BEST
CANADIAN AIRLINE WESTJET
has announced its largest ever order of aircraft as part of a new growth strategy.
The low-cost carrier has struck a new deal with US plane manufacturer Boeing for the production and delivery of 67 new jets through to 2034.
This expansion consists of 60 73710 MAX narrowbody jets, and seven 787-9 Dreamliner widebodies, as the company looks to double its current capacity over the next decade.
The lucrative new deal between WestJet and Boeing reflects a pragmatic approach to doing business, creating new opportunities, economic benefits, and long-term employment opportunities on both sides of the border.
These fresh regulations for cars without manual controls include the removal of windscreen wipers and defogging technology, which are now seen as redundant requirements when there is nobody at the wheel.
Currently, the administration is pushing onward with such regulatory enhancements as part of a broader effort to prioritize US innovation in autonomous vehicle technology.
MATCH POINT FOR TENNIS FASHION
THIS YEAR’S EDITION of the US Open – one of the world’s four major tennis tournaments – has emerged as fashion’s latest playground.
The prestigious event has seen the unveiling of countless new collaborations between players and fashion brands such as Adidas, New
CAPTURING THE MOMENT
GLOBAL STREAMING SERVICE
Netflix has announced a new update on its US platform for the ‘Moments’ feature, which allows viewers to pinpoint specific start and end points for clips before being saved and shared for content creation.
Looking to capitalize on and create viral moments, the innovative feature – which is only accessible on mobile devices – was first unveiled last year, envisaged for users to save scenes they love before sharing them online.
Balance, Khaite, and Luar.
Several top American players such as Venus Williams and Jessica Pegula have been spotted wearing such styles on court.
The transformation and significance of the US Open from a fashion perspective can be traced back to Ralph Lauren becoming the event’s official outfitter and sponsor back in 2006.
Additionally, the update coincides with the highly anticipated release of the second part of season two of Netflix’s popular show, Wednesday.
TRANSPORT
TRANSFORMATION ON THE TRACKS
AMERICAN RAILROAD
COMPANY
Amtrak has launched a brand-new fleet of trains along the east coast of the US.
This significant transport upgrade will see trains that will run 10 miles per hour faster than current models and will mark the first high-speed trains built in the country, according to their manufacturer.
Five out of the 28 new Acela NextGen trains have already been rolled out on a route between Boston, New York City, and Washington DC, as part of a wider modernization initiative which also features new trains for a Pacific Northwest route set to be unveiled next year.
RETAIL
FAKE OR FABULOUS?
AUTHORITIES ACROSS THE US have warned consumers of a new wave of counterfeit Labubu dolls which are poorly made and potentially contain small, dangerous detachable parts such as the eyes, hands, and feet – which have been identified as a choking risk for young children.
Just last month, the creator of the must-have toy of the year, Pop Mart, reported an astonishing near 400 percent increase in profits for the first half of 2025 as the viral trend continues to soar.
The cheaper knockoff versions of the doll have been affectionately labeled “Lafufu” or “Lapoopoo” due to their substandard quality.
THE HUMAN-AI BALANCE
Jesper With-Fogstrup, Group CEO of Moneypenny – a company providing leading outsourced communication services for businesses such as telephone answering, live chat, and virtual reception – discusses the importance of striking the delicate balance between human touch and artificial intelligence
Writer: Jesper With-Fogstrup, Group CEO, Moneypenny
Across the US and Canada, businesses are racing to embrace artificial intelligence (AI). From streamlining operations and reducing costs to driving new levels of efficiency, AI is transforming how organizations deliver products and services.
But amid the enthusiasm, one truth is often overlooked: trust, loyalty, and long-term growth still
depend on human interaction.
The rise of AI isn’t the issue; it’s the risk of imbalance. Too often, companies lean so heavily on automation that they erode the very relationships they’re trying to scale.
In a market where customer expectations are higher than ever, finding the right balance is what helps businesses build lasting trust.
THE RISK OF OVER-AUTOMATION
We’ve all experienced it: calling a company only to be trapped in an endless loop with a chatbot or interactive voice response system that never truly answers the question.
Instead of resolving an issue, it leaves the customer frustrated, and it leaves them more likely to look elsewhere.
One North American telecommunications provider, for example, recently came under fire when its bot-first service model failed to recognize urgent billing errors.
Customers were passed from one automated prompt to another, unable to reach a human for help.
The result? Widespread complaints, news coverage leading to reputational damage, and a loss of customers – far outweighing any cost savings from automation.
THE HUMAN-AI BALANCE: A BETTER FORMULA
The businesses that are getting it right understand that AI and human interaction aren’t competitors. They’re partners.
AI excels at speed, scale, and consistency. It can process data in seconds, route queries to the right place, and take repetitive tasks off human plates.
But when conversations are sensitive, nuanced, or emotionally charged, human empathy is irreplaceable.
Customers want to feel heard, understood, and valued. No algorithm can replicate the reassurance of a skilled human being who listens and responds with genuine care.
At Moneypenny, we see this every day in the way our clients combine AI and people to create cost-effective, scalable solutions.
For example, our AI Voice Agent can handle routine tasks efficiently, handle frequently asked questions (FAQs), and answer multiple inbound calls simultaneously, 24/7.
That frees our receptionists and customer service teams to focus on what matters most: building relationships, resolving complex issues, and creating experiences that make customers stay loyal.
This blended model does more than improve customer satisfaction. It builds trust. And trust in business is what drives retention, referrals, and long-term growth.
PRACTICAL GUIDANCE: GETTING THE BALANCE RIGHT
For many leaders, the challenge isn’t whether to adopt AI. It’s about how to integrate AI into the current business effectively without eroding customer experience.
However, whether you’re running a small to medium-sized enterprise (SME) or a large business, the principles are the same:
1. Map the customer journey –Identify the moments where speed
and empathy matter most. Use AI to accelerate simple, transactional touchpoints, such as FAQs, simple scheduling, or payment reminders, but always ensure that customers can transition seamlessly to a human when the issue requires deeper attention.
2. Design for choice, not constraint – Customers don’t want to feel trapped in a digital maze. Build systems that give people options. Choice demonstrates respect, and respect builds loyalty.
3. Invest in human expertise – The more advanced your AI becomes, the more skilled your human teams need to be. Train your people not just in product knowledge, but in empathy, active listening, and conflict resolution. What’s more, equip them with AI tools that provide insights and context, so that every human interaction starts informed and relevant.
4. Measure what matters – Don’t just track call volumes or response times. Measure outcomes that reflect real customer value: first-contact resolution, net promoter scores, and retention rates. These metrics reveal whether your human-AI balance is truly enhancing the experience or inadvertently harming it.
WHY THE STAKES ARE HIGHER IN NORTH AMERICA
The US and Canada are markets defined by choice. Consumers have countless options at their fingertips and a low tolerance for friction.
So, a negative experience isn’t just a lost sale; it’s a social media post, a negative review, and often, a competitor’s gain.
With customer service talent often reported to be in short supply, AI can play a supportive role in helping businesses keep pace. The solution? Combine the best of technology with the best of humanity.
THE BOTTOM LINE
The future of customer experience in North America won’t be defined by humans or AI. It will be shaped by the powerful combination of both.
As leaders, our mandate is clear. Success isn’t about replacement or compromise; it’s about creating systems where technology and people amplify one another’s strengths.
When that harmony is achieved, businesses don’t just gain an operational edge; they build a platform for loyalty, resilience, and sustainable growth.
In a market as competitive as North America, those who master the balance won’t just keep pace with change – they’ll set it.
Because, in the end, it’s not human or AI that wins, it’s the blend.
ABOUT THE EXPERT
Jesper With-Fogstrup is Group CEO of Moneypenny, the leading global business with a vision that blends people-first culture and cutting-edge technology.
With extensive international leadership experience, he is committed to driving innovation, delivering exceptional client service, and fostering growth through the seamless integration of human expertise and digital solutions.
THE NEXT GENERATION OF EAST COAST SURFING
Continuing to make a splash across the US’ burgeoning surf sector using world-class artificial wave technology, Wavegarden recently launched its latest centrepiece at Atlantic Park, Virginia Beach. We explore how the company is harnessing the energy of Virginia Beach’s distinct culture and legacy as the birthplace of East Coast surfing
Writer: Lucy Pilgrim
Known for towering waves and golden, sandy shores, Virginia Beach is globally renowned as the ultimate surfing destination on the East Coast of the US.
Yet, this beloved surfing spot suffers from a recurring challenge – inconsistent waves – which have tormented international professionals and surfing novices alike for decades. Waving goodbye to such issues is Wavegarden – a world-leader in artificial wave technology that has firmly established its presence in the US with the launch of Atlantic Park, which is slated to become the home of East Coast surfing.
ATLANTIC PARK – AT A GLANCE
Atlantic Park is breaking ground in both outdoor and indoor experiences, bringing to the surface 10.2 acres of surfing, shopping, working, live entertainment, and boutique surf spaces to the heart of the iconic Virginia Beach.
At the center of the bustling oceanfront community, Atlantic Park seamlessly integrates with the neighboring urban environment and is unlike any other surf park on the planet.
Thanks to its collaboration with Wavegarden, Atlantic Park stands out as the only human-made wave park in the world so close to the ocean.
Located in an urban environment in Virginia Beach – the East Coast capital of surfing just a stone’s throw from the Atlantic Ocean – Atlantic Park’s opening on 16th August this year marked a new wave of surf opportunity, ushered in by the innovative Wavegarden technology.
Stewarded by Virginia Beach native and global superstar, Pharrell
Williams, Atlantic Park is the ideal spot for Wavegarden’s 12th facility, as the area offers a strong surfing community and high visitation rate. Moreover, the company hopes to add to the extensive legacy of the area and generate a buzz around Virginia Beach as a major global surfing capital.
THE LATEST WAVES OF TECHNOLOGY
Making waves in the US surfing scene, Wavegarden is committed to its mission of sharing the incredible experience of surfing with everyone around the world.
As such, the company has extremely high growth potential in this emerging industry, with 12 operational surf parks
around the world, more than 10 projects currently under construction, and over 50 in development internationally.
Wavegarden’s forward-thinking technology means visitors to Atlantic Park will have the unique opportunity to experience a 46-module surf park capable of generating up to 1,000 waves per hour and more than 25 different types.
The myriad types of waves on offer range from soft, long waves ideal for beginners to powerful ones that allow advanced surfers to perform turns, airs, and barrels, all delivered in the convenience of a purpose-driven event complex that has the lowest energy and water consumption on the planet.
A small collection of the US’ top surfing professionals got the chance to test out the facility’s spectacular
waves during the commissioning of the Wave Menu – a collaborative project whereby surfers provided detailed feedback to Wavegarden’s fluid dynamics experts, who subsequently adjusted the waves’ power, height, and peeling speed accordingly in real time.
With the launch of the company’s latest site, Atlantic Park’s 55-minute sessions will be available year-round,
with seasonally variable hours and the capacity to serve 40 surfers at once.
Atlantic Park also features a premium beach club environment surrounding the lagoon, complete with lounge chairs and cabanas, offering the perfect place for surfers to relax before and after their sessions.
Non-surfing holidaymakers equally have the chance to relax around the shimmering waters of the lagoon, enjoying the beach’s vibrant yet leisurely atmosphere.
PHOTOGRAPHY BY BELLA FAIRCLOTH / ATLANTIC PARK
PHOTOGRAPHY BY WAVEGARDEN / ATLANTIC PARK
PHOTOGRAPHY BY JACOB SZEKLEY / ATLANTIC PARK
PHOTOGRAPHY BY CANDEM HOOVER / ATLANTIC PARK
Operated by US firm Beach Street Development, Atlantic Park will continue to strengthen Wavegarden’s position as a global leader in surf park facilities.
ANOTHER SIDE TO SURFING
Wavegarden’s surf lagoon will sit as the showstopper centrepiece to the $350-million-dollar Atlantic Park – a highly impressive feat which also includes a live music venue, shopping, dining, and residential units, and boutique lodgings.
This one-of-a-kind complex is further distinguished by the redevelopment of The Dome – a magnificent indoor auditorium with an outdoor amphitheatre that creates a perfect atmosphere for incredible live acts.
Celebrating local culture and music, the creation and development of The Dome was spearheaded by Pharrell Williams, forever transforming what it means to surf on the East Coast.
Adding to Virginia Beach’s deep, rich history and legendary crew of surfers, WaveGarden’s Atlantic Park means this surfing paradise finally has the waves to match its enviable legacy
PARK
PHOTOGRAPHY BY CAM RICHARDS / ATLANTIC PARK
PHOTOGRAPHY BY MICHAEL DUNPHY / ATLANTIC PARK
SuperPremium Fast-Food
Starbird, the award-winning, super-premium fast-food concept redefining quick service, is officially expanding beyond its California roots. We find out more about the opening of its first out-of-state location in Denver with Director of Marketing, Casey Hilder
Writer: Jack Salter
Starbird created and leads the super-premium fast-food space. It’s about so much more than trends to us – it’s about redefining the category.”
Founder, Aaron Noveshen, launched Starbird in 2016 with The Culinary Edge to create the nation’s first super-premium fast-food concept within the $34 billion US chicken market.
Long before opening, the company was obsessed with perfecting its crispy chicken.
“Too often, fried chicken was heavy, greasy, and one-note. We believed it could be reimagined and that’s what our guests are now able to enjoy!” acclaims Casey Hilder, Director of Marketing and orator of the opening statement.
“Our food stands on its own. It’s never raised with antibiotics or treated with hormones, never frozen chicken, and always hand-breaded with our proprietary gluten-free flour and spice blend.”
HOW IS STARBIRD DEEPLY COMMITTED TO GIVING BACK?
Casey Hilder, Director of Marketing: “In California, we’ve donated more than 5,500 meals through our Gift a Meal partnership with local food banks. As we enter Denver, that commitment continues through partnerships with Food Bank of the Rockies.
“We also host ‘Dine and Donate’ events, teacher appreciation initiatives, and community meal donations, embedding charitable giving into the DNA of the brand.
“Wherever we grow, our goal is the same – to build community, support local causes, and make a lasting impact on our team members and guests.”
The result is a lighter, crispier, and more craveable product. Layer on chef-driven recipes, bold flavors, and tech-enabled ordering like mobile, kiosk, and pick-up cubbies, and guests no longer have to choose between quality and convenience.
“We’ve proven fast food can be elevated, and both consumers and the industry are taking notice,” Hilder tells us.
MILESTONE DENVER OPENING
In 2024, Starbird grew its corporate footprint across California by 60 percent with new openings in Cupertino, Pleasanton, Palo Alto, Marina del Rey, and South San Francisco, the latter a record-setting opening weekend.
Today, it operates 19 locations and employs nearly 500 team members, with a growing corporate team supporting both company-owned and franchised expansion.
“On the franchise front, we’ve signed four agreements totaling over 30 committed locations in Denver, Seattle, Salt Lake City, and Chicago,” shares Hilder.
“These are powerhouse markets that set the stage for Starbird’s next chapter of growth. We’re not
On 15th September, Starbird will open its first out-of-state restaurant in Denver on Colorado Boulevard, a major milestone for the brand.
This location is the first of seven restaurants being developed in partnership with Whiplash Holdings, a Denver-based hospitality company with deep ties to the community.
The Denver opening has already generated strong buzz in the local media and food scene, building momentum even before the doors have opened.
“We’re entering Colorado with more than just food. We’ve partnered with Food Bank of the Rockies through our Gift a Meal program, and we’re working with the Denver Children’s Foundation to support its community initiatives,” Hilder reveals.
“From day one, we want to be a brand that contributes as much as it serves.”
A NATURAL FIT
Denver is a city that values innovation, wellness, and high-quality food experiences, which makes it a natural fit for Starbird.
“We wanted our first out-of-state market to be intentional, and Denver checks every box,” notes Hilder.
scale – we’re building proud of, one market at a time, with valuesaligned partners and a focus on operational
Partnering with Whiplash Holdings was another key factor as CEO Daniel Wagner and his team immediately recognized Starbird’s potential after experiencing the brand in San Francisco and committed to bringing it to Denver with seven new restaurants planned.
“They are best-in-class operators and the perfect fit for the first launch outside of California.
“Denver is just the start. With additional development underway in Seattle, Salt Lake City, and Chicago, we’re laying the groundwork for a strong national footprint,” Hilder affirms.
While opening its first restaurant in the heart of Silicon Valley, technology has been central to Starbird since day one.
“WE WANTED OUR FIRST OUT-OFSTATE MARKET TO BE INTENTIONAL, AND DENVER CHECKS EVERY BOX”
– CASEY HILDER, DIRECTOR OF MARKETING, STARBIRD
The company’s loyalty app, kiosks, and pick-up shelves create a frictionless guest experience and allow it to serve modern diners the way they want.
“Our kiosk and mobile app experiences allow for complete customization of products and give guests a better understanding of their options at Starbird,” Hilder outlines.
“However, technology alone doesn’t define us; pairing it with uncompromising food quality is
where we’ve set ourselves apart. Our recipes and packaging have been tested and engineered to hold up during delivery, so our chicken tenders or salads taste just as good at home as they do in the restaurant.”
This combination of digital-first convenience and culinary integrity is how Starbird is setting new standards for the category.
DEEPENING PRESENCE
Denver will be quickly followed by a
second Colorado restaurant in Castle Rock, deepening Starbird’s presence in the market.
Beyond Colorado, its franchise agreements include 17 locations in Seattle, five in Salt Lake City, and five in Chicago, with more to come in the near future.
“Each of these markets reflects significant demand for premium chicken and tech-enabled dining,” insights Hilder.
To support this growth, Starbird
“STARBIRD CREATED AND LEADS THE SUPER-PREMIUM FAST-FOOD SPACE. IT’S ABOUT SO MUCH MORE THAN TRENDS TO US – IT’S ABOUT REDEFINING THE CATEGORY”
– CASEY HILDER, DIRECTOR OF MARKETING, STARBIRD
hired Brian Carmichall as Vice President of Development last year.
Charmichall oversees both corporate and franchise development, ensuring that every opening, whether in California or beyond, maintains the integrity of the Starbird experience.
“These investments in leadership, operations, and development are paying off, positioning us to scale with quality,” Hilder emphasizes.
Sustainable, values-driven growth is Starbird’s priority, scaling in a way that maintains the quality of its food and consistency of the guest experience.
That includes partnering with experienced multi-unit operators who share the company’s vision, expanding into markets where Starbird will resonate, and continuing to evolve its menu with bold, fresh flavors.
Just as important is culture, supporting its employees and building a people-first approach as Starbird grows into new regions.
“We’re not only opening restaurants but setting the tone for the next era of fast-food,” closes Hilder.
FINANCIAL RISK OR SHORT-TERM LIFELINE?
As the e-commerce landscape continues to grow exponentially across North America, the emergence of ‘buy now, pay later’ (BNPL) has been a major contributor to the online retail market boom and become a central component of the region’s evolving FinTech landscape.
Indeed, more than 25 percent of US consumers utilize the shortterm loan installment initiative to finance their purchases, only paying for a small portion of the price at the checkout and spreading the subsequent cost in a series of lowinterest or interest-free installments.
BNPL models are predominantly used across e-commerce platforms by young adults, with 41 percent of users in 2024 being between the ages of 16 and 24, marking a change in the purchasing patterns of future generations and the ways financial transactions are completed.
We
explore the risks and opportunities facing the North American payment industry’s most recent evolution – the ‘buy now, pay later’ model –and how it is impacting increasingly dependent consumers across the US
Writer: Lucy Pilgrim
AN INCREASINGLY SHORTTERM SOLUTION
The early foundations of the BNPL model initially surfaced in the late 19th century when installment plans would be implemented for expensive purchases, meaning more consumers could gain access to larger commodities.
Fast-forward to the early 2000s, and significant socioeconomic events such as the financial crash in 2008 caused major unemployment among younger generations in the US, who became more aware of staggering debt and the challenges associated with credit cards.
The BNPL model was subsequently marketed to this same demographic, who believed that such services were more risk-averse than the likes of loan sharks and high-interest credit lenders.
Corresponding with the growth of online retail and the inception of the e-commerce sector, major FinTech
and digital entities spearheaded the installment payment process that has now taken off across North America and worldwide, seeing marked expansion in the 2010s.
Major players include Swedishowned Klarna, Australian tech company Afterpay, UK-owned Clearpay, and the largest US BNPL financier, Affirm, which are having a major impact on the financial market.
With the global rise in the cost-ofliving, long-term ramifications of the COVID-19 pandemic, and increasing use of e-commerce, BNPL platforms seem all the more appealing for US consumers.
This is demonstrated by the fact that more shoppers are utilizing the model for everyday items like clothes, groceries, electronics, and in restaurants – a far cry from the high expense items for which BNPL platforms were originally intended.
A WOLF IN SHEEP’S CLOTHING
The BNPL model is viewed as advantageous for consumers as it is a viable alternative to credit cards, with the spectrum of installment plans available ranging from six weeks to 36 months.
However, as the financial landscape begins to see the long-term consequences of BNPL platforms, it is becoming increasingly apparent that the model could create noticeable debt distortions, particularly when it is overused, leading to consumer stress.
Regarding the latter, due to elevated inflation costs from recent geopolitical instability in the US –which coincides with slow income growth – consumers can expect to be even more financially stretched.
Despite garnering significant profitability from retailer fees, BNPL platforms have also faced considerable challenges, as online transactions are typically not reported to credit bureaus while retailers shift
the credit risk to BNPL platforms, causing long-term profitability issues.
Along with high operating costs, increasing funding, and technology expenses, and the growing number of users who continue to default on their loan repayments, the BNPL model has faced serious difficulty in recent years.
As a result, companies such as Klarna and Afterpay have faced serious difficulties. Having enjoyed unicorn status for many years, the former’s valuation has fallen 69 percent, devaluing from $45.6 billion at its peak in 2021 to its most recent valuation of $14 billion.
Klarna has cited one of the primary contributors to this loss being its expansion into US markets and has since not reported an annual profit since 2018
To tackle this growing obstacle, Klarna has adjusted its financial decision-making and diversified its revenue stream through a
combination of advertisements and consumer features to be a more stable FinTech organization and has since reported steady progress.
UNTAPPED POTENTIAL
Despite their instability thus far, BNPL platforms also represent key evolutions in the payment sector and FinTech industry more broadly.
If delivered correctly, the model can be of significant value to millions of Americans, with approximately 86.5 million people utilizing BNPL services in 2024
Emerging among major FinTech players, other banking institutions have the opportunity to expand into the payment solutions and shortterm loans sector through specialist consumer and corporate credit cards.
Unlike other BNPL organizations that lack thorough credit checks and aren’t as extensively regulated, banks have a greater understanding of customers’ financial health and associated risks.
Banks can therefore use this understanding alongside their preexisting lending infrastructure to evolve BNPL models in such a way that they can become unilaterally advantageous for both consumers and financial institutions, forging a stable path in the BNPL market.
SAFEGUARDING CHEMICAL AND GAS CONTINUITY
An industry leader in specialized chemical supply chain management for over half a century, Rinchem is expanding its geographic footprint. We catch up with Senior Vice President of Global Warehousing Matt Jensen, and newly appointed Chief Strategy Officer
Brian Nowak, who outline the company’s steadfast focus on hazardous materials handling, increased investment in new technologies, and development of its people and processes
With a growing focus on hazardous materials (hazmat) handling and management, Rinchem continues to make strides in streamlining the chemical supply chain.
The third-party and fourth-party logistics provider oversees best-inclass warehousing, trucking, and logistics solutions for the specialty chemical, pharmaceutical, and semiconductor sectors, differentiating itself through its long-standing expertise in chemicals handling.
Since we spoke last year, Rinchem has witnessed the demand for cold chain solutions and hazmat handling across North America rise significantly due to stricter industry regulations.
“This is part of a broader trend that we expect to continue as tighter temperature control measures strengthen compliance and safeguard material quality across the supply
chain,” introduces Matt Jensen, Senior Vice President of Global Warehousing.
To meet growing demand, the company is actively evaluating new facilities across North America.
Rinchem also recently added Chief Strategy Officer, Brian Nowak, to its ranks. His 35+ years in hazmat logistics and ability to drive growth both organically and through mergers and acquisitions is noteworthy.
“I came on board to grow the business on behalf of our customers and stakeholders. With Stonepeak, we’ve got a committed global parent behind us to support this growth,” Nowak opens.
Elsewhere, Rinchem has also accelerated its adoption of artificial intelligence (AI) beyond AI-enabled safety systems and material-handling equipment within its fleet of trucks.
“We are now leveraging AI to streamline administrative processes,
such as order management and documentation,” Jensen insights. These initiatives have reduced friction in Rinchem’s supply chain, improving accuracy and creating safer and more productive environments for employees and customers.
NATIONAL EXPANSION
As demand for cold storage and hazmat capacity continues to outpace supply in key markets – particularly in the Northeastern US – Rinchem is actively pursuing new expansion projects to meet these needs and extend its capabilities.
“Our approach emphasizes adding square footage while enhancing infrastructure with state-of-theart temperature-controlled zones, segregated hazard-class storage, and real-time monitoring systems,” Jensen tells us.
These investments ensure materials remain in strict compliance with
“OUR SAFETY CULTURE IS FOUNDATIONAL –IT’S ALL ABOUT PEOPLE AND PROCESSES”
– BRIAN NOWAK, CHIEF STRATEGY OFFICER, RINCHEM
Expansion and Current Good Manufacturing Practices (cGMP) certification.
The former will provide muchneeded capacity for cold chain and hazmat in one of the busiest logistics corridors in North America.
“Expanding in this area allows us to better support customers with complex distribution needs on the East Coast,” he adds.
pharmaceuticals clients who require the highest levels of compliance, traceability, and quality assurance.
THE NEXT GENERATION
Among Rinchem’s next-generation facility investments, the largest is its warehouse in Surprise, Arizona.
This has elevated Rinchem’s ability to serve life sciences and regulatory and customer-specific requirements, while maintaining the highest standards of safety and quality control.
Adopting cGDP-aligned practices, meanwhile, has enhanced storage, handling, and distribution capabilities across select facilities.
Two initiatives stand out in this instance – Rinchem’s Northeast
The Phoenix-area facility opened for business in 2023 sporting highdensity automation, advanced safety systems, and expanded hazmat temperature-controlled capacity. The facility is a fifth generation, 123,000 square foot hazmat site built for high-spec, temperaturecontrolled storage and distribution.
It pairs high-density racking with multi-ranged temperature control, alongside segregated storage across hazard classes with a 300+ International Organization for Standardization (ISO) container yard and a 48-bay specialty gas pad.
“Our specialty gas pad and ISO container yards are both strategic growth points – they’ve contributed to our ability to not only arrange transportation but also manage inventory,” Nowak asserts.
A modular layout and well-thoughtout utilities network at the warehouse, meanwhile, make capacity additions straightforward so the company can scale with customer demand.
“The site anchors our Southwest footprint and supports the semiconductor cluster in greater Phoenix while also serving the life sciences and specialty chemicals sectors,” Jensen adds.
RESILIENCE IN THE FACE OF ADVERSITY
Like many supply chain businesses today, Rinchem has had to adapt to evolving tariffs and shifting export regulations.
“While tariff structures are likely to remain dynamic, our role is to help customers navigate this uncertainty,” Jensen details.
One way the company has addressed this is by creating foreign trade zones within a number of its existing facilities, which help to minimize the impacts of tariffs and provide customers with greater flexibility in how they manage global inventories.
Geopolitical volatility has also disrupted shipping lands and created uncertainty in international trade.
In response, Rinchem has taken a more active role in providing end-to-end visibility, monitoring disruptions closely, and adjusting routings to maintain continuity.
“This consultative approach allows us to safeguard customer supply chains and turn challenges into opportunities for resilience,” he reflects.
Rinchem’s Arizona warehouse
Empowering Your Success While You Focus on Business
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Anticipating and planning for a prosperous future builds off the back of the Arizona facility’s success is equally as important, as Rinchem looks to replicate this model within new markets going forward.
Investing in safety, temperature control, and data integration technologies have also been key in supporting the project’s success.
Matt Jensen, Senior Vice President of Global Warehousing:
“One area worth emphasizing is the dedication of our people. Our specialization in hazmat demands expertise and our teams have it.
“Technology and infrastructure are critical, but it’s our employees who bring safety, compliance, and customer service to life every day.
“Their expertise and commitment are the foundation of Rinchem’s success, and they are what truly differentiates us as a partner in complex chemical supply chains.”
DIGITALLY ENABLED
As it anticipates a digitally enabled future for the industry, Rinchem continues to invest in digital platforms and business intelligence tools across the company.
For example, it is enhancing Chem-Star® to deliver end-to-end visibility and provide customers with a truly transparent pipeline of their materials.
“Internally, we are deploying new business intelligence tools to our Chem-Star® applications to improve accuracy, safety, and efficiency,” Jensen shares.
Externally, customers will benefit from actionable insights that make inventory management effortless while supporting critical decisionmaking with real-time intelligence.
From a programming standpoint, meanwhile, Rinchem is not just revamping old systems, but swapping them in for new ones in line with the latest market developments.
“We’re making some significant investments in this area, and it is hoped that by doing so, we’ll be able to optimize our operational efficiency,” Nowak reveals.
LOOKING AHEAD
Going forward, Rinchem will continue to actively explore new facility expansions in Allentown, Pennsylvania; Los Angeles, California; Indianapolis, Indiana; Chicago, Illinois; and Houston, Texas to meet growing customer demand and position itself closer to critical manufacturing and distribution hubs.
“Each expansion is guided by the same principles: safety-first design, temperature-controlled infrastructure, and digital integration to provide customers with maximum visibility and control,” Jensen furthers.
The company is currently focusing on the Houston market as a priority, where it seeks to expand warehousing, trucking, and logistics.
Rinchem’s Arizona warehouse
Rinchem’s Arizona warehouse
WE KEEP CARGO MOVING
WWW.OCEANALLIANCELOGISTICS.COM
Ocean Alliance Logistics contracts with Beneficial Cargo Owners and ocean carriers to provide complete cargo delivery solutions. OAL has container yards throughout the West Coast that allow for high volume terminal shuttling. From monitoring vessel schedules and marine terminal availability to managing rail transfers, OAL handles all aspects of the cargo delivery system.
Rinchem employees at the
“EACH EXPANSION IS GUIDED BY THE SAME PRINCIPLES: SAFETY-FIRST DESIGN, TEMPERATURE-CONTROLLED INFRASTRUCTURE, AND DIGITAL INTEGRATION TO PROVIDE CUSTOMERS WITH MAXIMUM VISIBILITY AND CONTROL”
– MATT JENSEN, SENIOR VICE PRESIDENT OF GLOBAL WAREHOUSING, RINCHEM
“Ultimately, we’re expecting a strong slate of acquisitions going forward to bring into the Rinchem family,” Nowak states.
Safety has always been a top priority for the company, who continually seeks to strengthen its safety culture and leadership compliance.
“Our safety culture is foundational – it’s all about people and processes,” Nowak prides.
Having recently conducted its second annual employee survey, which accrued an impressive response rate of 95 percent, safety emerged as the theme staff were particularly engaged with.
“It’s apparent our staff want to follow safety practices. When you’ve got good procedures in place, it’s important to couple that with people willing and able to carry them out,” he adds.
In short, Rinchem’s core priorities for the coming year include expanding its capacity in highdemand regions, while continuing to digitize and automate its supply chain solutions and maintain its safety outlook.
“These efforts will allow us to scale alongside our customers’ growth while maintaining the highest levels of service, reliability, and safety,” Jensen confidently concludes.
Phone: 1-888-3PL-CHEM
customersolutions@rinchem.com www.rinchem.com
A TRUCKING FAMILY
Cole Stevens, Chief Strategy Officer, welcomes us into the family atmosphere at Stevens Trucking, one of North America’s premier carriers
Writer: Jack Salter | Project Manager: Poppi Burke
This is not just a business – it’s our way of life. When all of us are in it together, we have to make things work.”
Cole Stevens, Chief Strategy Officer, is the youngest of three sons working at Stevens Trucking (Stevens), founded by his father Kenney in 1979.
Having been around trucks his whole life, it was an easy transition for Cole when he joined the family company 10 years ago after graduating from the University of Oklahoma.
“My two older brothers were already in the business; we live, vacation, and do everything together, so I always felt like I understood what was going on and it was really easy to dive into,” he reflects.
What started with one truck and a dream has matured into something much greater for Stevens as it now
operates a specialized fleet of over 400 trucks and more than 1,800 trailers across the US.
“Currently, we have a corporate terminal in Oklahoma City, Oklahoma (OK) and own some others in the state,” Cole informs us.
“We also have about 15 other drop yards that we lease across the country in the Upper Midwest, Southeast, and Central US, and service all 48 lower states as well as Canada.”
JUST-IN-TIME DELIVERY
Stevens has become one of North America’s premier carriers with Kenney’s hotshot mentality of just-intime delivery at the core.
“We need to focus on delivering every load on time, which keeps customers around. If you don’t, then you’re going to have a lot of dwell time with people’s goods, they’re not
going to be happy, and you’re not going to be making money doing it, so it’s not just some simple talking point,” emphasizes Cole.
“From a profitability perspective, we always want to play hot potato with these trailers. You want to get freight on and off as quickly, safely, and legally when it comes to hours of service as possible,” he insights.
The company therefore tries to deliver on time, every time for its diverse client base and, from a core business perspective, free up its assets to generate revenue.
Stevens offers a drop-andhook solution that keeps freight moving quickly and securely. This methodology also equates to drivers getting the miles they’re promised thanks to its high trailer-to-truck ratio.
Its dedication to timely delivery is maintained by a team of just under 500 employees with many years of experience in the US trucking industry.
“Our entire team is based here in the US. When you’re dealing with people in our operations team, they know what’s going and they’ve driven trucks, unlike some of the competition who outsource a lot of things,” Cole acclaims.
FAMILY FEEL
There is a huge family feel at Stevens, whose upper management is almost entirely made up of family members.
From the top down, there’s a family member involved in every single department of the company.
“We work together, play together, and actually live together on the same family compound,” Cole shares.
“We genuinely love each other and drive the business forward because we all rely on living off it. You don’t get to choose your family members, so you should always try to work things out because family comes first.”
This family feel has been passed down the organization and there are no ulterior motives as everyone is trying to accomplish the same mission.
The Stevens family
“WE GENUINELY LOVE EACH OTHER AND DRIVE THE BUSINESS FORWARD BECAUSE WE ALL RELY ON LIVING OFF IT. YOU DON’T GET TO CHOOSE YOUR FAMILY MEMBERS, SO YOU SHOULD ALWAYS TRY TO WORK THINGS OUT BECAUSE FAMILY COMES FIRST”
“We’re genuinely all in this together; that’s what gives Stevens the family feel. We lead by example because that’s what we do in our day-to-day lives.”
By focusing on building a familyfriendly atmosphere for its staff, Stevens has reshaped the industry.
“We’re a group that is goaloriented. That’s how our family operates and we’re trying to execute those goals,” affirms Cole.
Stevens is also a team when it comes to the business side of things
and driving forward to achieve its goals.
The company tries to provide a healthy working environment for its people to operate in, which can be tough in trucking as it’s a very fastpaced, stressful, and tough industry.
“Our emphasis is always on trying to take some of the stress off our people. That means helping your coworker with an extra dispatch on a load of keying in some data for a customer, rather than just walking past the dirty laundry.”
STEVENS’
VISION, MISSION, AND VALUES
VISION – To be the best embodiment of what a trucking company should be by offering best-in-class services and facilities.
MISSION – Reshape the industry by focusing on building a family atmosphere for staff to ensure they always have a place to call home.
VALUES – Being a familyrun company puts Stevens’ employees front and center since they are an extension of the family.
Cole Stevens, Chief Strategy Officer
Driving Success
In the dynamic landscape of commercial transportation, the reliability and efficiency of a fleet are paramount. For trucking powerhouses like Oklahoma City’s own Stevens Transport, known for their extensive operations and commitment to excellence, having a trusted partner for vehicle sales, service, and support is not just a convenience - it’s a necessity. Enter Premier Truck Group of Oklahoma City, a full-service commercial vehicle dealership that embodies the spirit of a true “one-stop shop,” providing comprehensive solutions that keep America’s commerce moving.
A Foundation of Excellence: The Premier Truck Group Advantage
Premier Truck Group of Oklahoma City, strategically located at 5301 W I-40 Service Rd, Oklahoma City, OK 73128, is more than just a dealership; it’s a vital hub for the commercial trucking industry in the region. As a proud member of Daimler Truck North America and part of the esteemed Penske Automotive Group, Premier Truck Group leverages a vast network and deep industry expertise to offer an unparalleled suite of services designed to meet the diverse and demanding needs of modern trucking companies.
From the moment a truck rolls onto their lot or a fleet manager makes a call, the “Premier Way” becomes evident. This philosophy is rooted in a customer-centric approach, prioritizing speed, friendliness, and thorough service. For an enterprise like Stevens Transport, where every minute of uptime translates directly to profitability and customer satisfaction, this commitment to efficiency is invaluable.
Comprehensive Services:
Beyond the Sale Premier Truck Group of Oklahoma City distinguishes itself through a truly integrated service model. They understand that a commercial vehicle’s lifecycle extends far beyond its initial purchase, requiring continuous support to ensure optimal performance and longevity.
New and Pre-Owned Vehicle Sales: Tailored to Your Needs
The dealership boasts an elite selection of new Freightliner and Western Star commercial vehicles, two brands synonymous with durability, innovation, and performance in the heavy-duty trucking sector. For companies with diverse operational requirements, the ability to choose from a wide array of new trucks, equipped with the latest advancements in fuel efficiency, safety, and driver comfort is a significant advantage.
How Premier Truck Group of Oklahoma City Powers Companies Like Stevens Transport
Beyond new sales, Premier Truck Group also offers an extensive inventory of high-quality, previously owned trucks from all makes. This vast selection, accessible through their expansive dealership network across the US and Canada, ensures that businesses of all sizes, including those expanding their fleets like Stevens Transport, can find the right truck to fit their specific operational needs and budgetary considerations. Their experienced sales team, including contacts like Jonathan Magas (New Truck Sales Manager) and Sunny Ghag (Remarketing Sales Manager), are dedicated to guiding customers through the selection process, ensuring the chosen vehicle is a perfect match for the business.
Unrivaled Service and Maintenance: Maximizing Uptime
Downtime is the enemy of any trucking operation.
Premier Truck Group’s service department is meticulously designed to minimize this impact, offering a full spectrum of maintenance, repair, and diagnostic services. Their team of OEMcertified technicians possesses the expertise and state-of-the-art equipment to handle everything from routine preventative maintenance to complex engine and transmission repairs.
A key differentiator is their ability to perform warranty work on a wide range of brands, including Freightliner, Western Star, Thomas Built Buses, Isuzu, Freightliner Custom Chassis, Detroit, and Cummins. This comprehensive capability ensures that all aspects of a truck’s needs can be addressed under one roof, streamlining the maintenance process for busy fleets.
Furthermore, Premier Truck Group of Oklahoma City offers specialized services that cater to the demanding nature of commercial trucking:
• Mobile Field Service: Recognizing that breakdowns can happen anywhere, their fully equipped Mobile Service trucks are ready to provide onsite troubleshooting, diagnostics, light engine repairs, air conditioning service, electrical system repairs, and even onsite warranty repairs. This mobility is a critical asset for long-haul operations.
• Roadside Assistance: For those unexpected moments on the road, Premier Truck Group provides access to roadside assistance and technical information, ensuring help is always within reach.
• Elite Support Program: As an Elite Support certified dealer, Premier Truck Group adheres to stringent criteria across customer service areas. This includes “Express Assessment,” aiming to provide a preliminary assessment of needed repairs, estimated completion time, and cost within two hours of arrival. This commitment to transparent and timely communication is invaluable for fleet managers planning their routes and schedules. The program also emphasizes “Robust Parts Available” through a data-driven stocking program and “Exceptional Amenities” for drivers while their trucks are being serviced.
• Oasis RV Service Network: For recreational vehicle owners, the dealership is also part of the Oasis RV Service Network, with technicians trained to work on FCCC chassis and access to a nationwide parts distribution system.
Parts Department: The Right Components, Right Away
Having the correct parts readily available is crucial for efficient repairs and maintenance. Premier Truck Group’s parts department stocks a large selection of OEM and aftermarket parts, including those for Freightliner, Detroit, Thomas Built Bus, and Alliance. Their commitment to using OEM branded replacement parts ensures higher quality, better fit, and longer life for critical components, directly contributing to the longevity and reliability of a commercial fleet.
State-of-the-Art Collision Repair: Getting Back on the Road
Accidents, unfortunately, are a reality in the trucking industry. Premier Truck Group of Oklahoma City’s collision center, conveniently located on the same property as the main dealership, is a full-service, heavyduty paint and collision repair facility. Staffed by factorytrained technicians, they are dedicated to reducing downtime and getting damaged trucks back on the
road quickly. They work seamlessly with all insurance companies and provide quick and accurate estimates, simplifying the recovery process for their clients.
Financial Services: Supporting Your Investment
Understanding the significant investment that commercial vehicles represent, Premier Truck Group offers comprehensive financial services, including truck financing, insurance, and extended warranty coverages. These services are provided at competitive prices, designed to fit various budgets and provide peace of mind for truck owners and fleet operators.
The Partnership with Stevens Transport: A Synergistic Relationship
For a company like Stevens Transport, with its extensive fleet and rigorous operational demands, a partnership with a dealership like Premier Truck Group of Oklahoma City is more than a vendor-client relationship—it’s a strategic alliance. Stevens Transport’s commitment to delivering goods safely and efficiently across long hauls
requires a fleet that is consistently in top condition. Premier Truck Group’s ability to provide timely service, readily available parts, and expert repair capabilities directly supports Stevens Transport’s operational continuity and overall success.
Whether it’s acquiring new, fuel-efficient Freightliner or Western Star models to expand their capacity, ensuring existing trucks receive top-tier preventative maintenance, or swiftly addressing unexpected repairs, Premier Truck Group serves as an indispensable partner. Their mobile service and roadside assistance are particularly vital for a company with trucks constantly on the move, offering a lifeline that minimizes disruptions. The emphasis on customer care, coupled with competitive pricing, aligns perfectly with the needs of a large-scale trucking operation focused on both performance and fiscal responsibility.
Experience the Premier Way Today
Premier Truck Group of Oklahoma City stands as a testament to comprehensive commercial vehicle support. Their dedication to a customer-centric approach, combined with a full suite of services encompassing sales, maintenance, parts, collision repair, and financial solutions, makes them an invaluable asset to the commercial trucking community.
For Stevens Transport and other businesses relying on robust and reliable commercial vehicles, Premier Truck Group of Oklahoma City is not just a dealership; it is a strategic partner, committed to their success on the open road.
To learn more or to experience the Premier Way, commercial vehicle operators and businesses are invited to call (405) 917-5009 or visit Premier Truck Group online at premiertruck.com.
“THIS IS NOT JUST A BUSINESS – IT’S OUR WAY OF LIFE. WHEN ALL OF US ARE IN IT TOGETHER, WE HAVE TO MAKE THINGS WORK”
OILFIELD TRANSPORTATION – Stevens provides 24/7/365 expedited hauling for the oilfield industry, from lightweight loads to oversized freight across the lower 48 states.
DRY FREIGHT SOLUTIONS – The company specializes in full truckload deliveries with around-the-clock dispatch and satellite tracking.
SPECIALIZED EQUIPMENT FLEET – Its versatile fleet includes flatbeds, double drops, gin trucks, winch trucks, hotshots, lowboys, forklifts, and more – ready for any job.
SMARTER GREEN INITIATIVES – Stevens is committed to reducing its environmental impact through efficient technology and sustainable transportation practices.
As part of its family atmosphere, Stevens places its employees front and center through showcases and marketing campaigns.
This puts names to faces and provides a window into the inner workings of the business and an understanding of its morals and
IN-HOUSE MAINTENANCE
Stevens uses a lot of cutting-edge technology and software programs to carry out maintenance in-house.
“It requires true logistics when managing purchase orders, invoicing, stock keeping units (SKUs), and all
these different things yourself, rather than just making a payment on a truck you’re leasing,” Cole enlightens.
Add in the fact Stevens has 400 trucks moving around the US in real time tied to another 400 active and 1,400 dwelling trailers, it’s a large operation with thousands of moving pieces per day.
“You need to have some form of centralized dispatch and maintenance programs to keep your core data together and ensure you’re all executing in sync.
“We always say we should be a well-oiled machine and moving like an engine. The pistons should be firing in
tandem,” he elaborates.
Stevens is expanding with some terminals in Southwest OK – key real estate that will help the company better service customers and give its operations team more flexibility when it comes to equipment and maintenance.
“Whenever you get to open up a terminal that has a full-service shop, that’s a big thing. Because we do all our maintenance in-house, it’s really exciting what’s going on,” Cole concludes.
As well as putting its real estate acquisitions to bed, Stevens is focused on winning new business for some large blue-chip
keeping up its safety program, and building on vendor relationships as the company pursues sustained, healthy, and organic growth.
BESTOWING SOUND INSURANCE FOR THE BAHAMAS
Responsible for the regulation and control of all insurers and intermediaries across the archipelago, the Insurance Commission of The Bahamas ensures the country remains a competitive, well-regulated insurance jurisdiction for both national and international markets. Dana Munnings-Gray, Superintendent of Insurance, expands
Writer: Lucy Pilgrim | Project Manager: Joshua Mann
The insurance landscape in the Bahamas has evolved significantly over the last 20 years, having suffered a fragmented regulatory environment that lacked uniform standards and comprehensive oversight.
The Insurance Act, 2005 was introduced to help tackle such issues as it laid the groundwork for a modernized, risk-based supervisory regime that now underpins both domestic and international insurance activity.
As part of this evolution, the Act empowered the creation of the Insurance Commission of The Bahamas (ICB), enabling it to serve as the licensing and supervisory authority for all insurance entities operating within the jurisdiction, namely national and global insurers and intermediaries, including salespersons.
The creation of the Commission as an independent statutory body in 2009 marked a strategic shift in the governance of the Bahamas’ insurance sector as it gave rise to a more agile, supervisory framework, enabling timely, risk-based decisionmaking and a focused approach to sector-specific challenges.
Since its establishment, ICB has expanded on the foundation laid by the Insurance Act, 2005 by developing comprehensive rules and guidance in critical areas such as antimoney laundering (AML), combating the financing of terrorism (CFT), counter-proliferation financing (CPF), corporate governance, market conduct, and climate-related financial risk.
These efforts have contributed to a more resilient and transparent insurance market, strengthening
confidence among domestic and global stakeholders alike.
“The reforms brought the Bahamas in closer alignment with international best practices and underscored the jurisdiction’s commitment to financial soundness and policyholder protection,” opens Dana Munnings-Gray, Superintendent of Insurance.
Indeed, the Bahamas now boasts a well-regulated insurance sector that can maintain the flexibility and responsiveness valued by market participants.
“The Insurance Act, 2005 served as the catalyst for this transformation, and the Commission remains steadfast in its commitment to advancing the framework to meet emerging risks, foster innovation, and ensure long-term sector sustainability,” she elaborates.
Your trusted insurance advocate
At Lifeline Insurance Agents and Brokers Company Ltd., we take pride in being more than just an insurance broker - we are a dedicated partner to the Bahamian community. Our mission is rooted in prioritizing the unique needs of Bahamians first, delivering personalized, reliable, and compassionate insurance solutions. We are committed to offering services that go beyond coverage— focusing on advocacy, education, and community engagement.
We believe that healthcare is a fundamental human right, not a luxury. That belief shapes everything we do. Far too often, individuals and families are left in the dark about their insurance benefits, unsure of what is covered, what should be questioned, and when to seek help. At Lifeline, we are committed to changing that. We educate our clients so they can make informed decisions when it matters most— especially during times of medical uncertainty.
Awareness and early detection are crucial. Health conditions caught in their earliest stages often have better outcomes and lower treatment costs. That’s why we actively support and promote educational programs focused on early detection and preventive care. We want our clients to understand how their insurance plans support screenings, diagnostic tests, and
wellness visits—services that could ultimately save lives.
Community outreach is at the heart of our company. We regularly engage with neighborhoods through health fairs, seminars, and local events to ensure that every Bahamian, regardless of background, has access to accurate and clear information about their insurance options. These events also serve as a safe space to ask questions, share concerns, and receive personalized guidance from our experienced team.
Understanding your insurance doesn’t have to be overwhelming. We are here to guide you through the intricacies of your policy— what your rights are, what’s included in your coverage, and how to avoid unnecessary out-of-pocket expenses. We empower you to advocate for yourself and your loved ones, especially in high-stress moments like hospital visits or treatment approvals.
At Lifeline Insurance Agents and Brokers, we don’t just sell insurance—we advocate, educate, and walk with you every step of the way. Let us help you take control of your health, your coverage, and your future. Because at Lifeline, our community’s well-being is always our top priority.
D’Angelo Pearson
As Retention Coordinator, D’Angelo Pearson brings over a decade of experience in insurance and client retention strategies to his role as. His focus is increasing client satisfaction and loyalty by analyzing feedback, monitoring engagement metrics, and developing personalized communication plans.
D’Angelo’s dedication to building long-term relationships helps reduce customer attrition and strengthens Lifeline’s reputation as a trusted partner.
“My favorite thing about my job is that I get to meet and help all sort of people from all walks of life and different backgrounds. The joy of helping one understand their insurance policies and just helping on the whole. It gives me satisfaction to know that I am able to convince prospective clients the importance of being insured. Like I tell prospective client all the time I work for them and not the insurance company. We represent you the client.
I love the challenges we face at times and over coming those challenges puts a smile on my face especially when helping a client.”
Rolston K. Munnings
As Sales and Individual Policy Clients Support Specialist, At Life Line Insurance Agents & Brokers Company Ltd., we are excited to welcome Rolston K. Munnings to our team as our Sales and Individual Policy Clients Support Specialist. In this vital role, Rolston is dedicated to driving new sales and providing exceptional support to our individual policy clients. With a strong focus on leveraging IT solutions, he ensures that our clients receive timely and accurate information regarding their insurance needs. Rolston’s commitment to customer service and his expertise in technology will help enhance our clients’ experience and streamline our sales processes. We are thrilled to have him on board as we continue to deliver excellence in insurance solutions.
“Let’s get one thing straight: I believe health insurance is a human right. That belief fuels everything I do within the insurance industry. Helping people get coverage, feel secure, and breathe a little easier. That’s the real reward. What I love most? Making insurance simple, accessible, and empowering. We’re not just pushing paperwork, we’re part of the financial services industry, giving people the tools to protect their health, families, and future. I don’t do it alone. I’m lucky to work with some of the most passionate, drivencoworkers you’ll ever meet. Our team runs on energy, purpose, and yes—excellentcoffee. At the helm is Felicia Antionette Knowles who’s the walking encyclopedia of Bahamian insurance. Her expertise, leadership, and standards are unmatched. Truly the best in the business. Helping people. Being part of something that matters. Learning from the best. That’s why I show up every day, and love every second of it.”
Neka Knowles
As Communication Coordinator, Neka Knowles leverages her expertise in strategic communication and cultural awareness to enhance Lifeline Insurance’s brand visibility and stakeholder engagement. With a Master of Fine Arts in Contemporary Theatre Performance, she brings a unique perspective to crisis communication, policy advocacy, and leadership coaching. Neka’s innovative approaches and storytelling skills help position Lifeline as a forward-thinking and clientfocused organization.
“It has always been a want of mine to create a more progressive and safe space for the everyday Bahamian. While our country might be small, we are mighty, and we still need resources to better ourselves. Yet, I understand how intimidating it can feel when one doesn’t understand what their rights are. I am dedicated to helping Lifeline become a company that sets the example for those that come after. Equity for all of those who deserve healthcare in the nation, which is everyone. No one should be left in a hallway or ignored by their representatives. My work ensures our clients know we are always there for them.”
Denice Dorsett
As Compliance and Administrative Coordinator, Denice Dorsett ensures that Lifeline Insurance adheres to industry regulations while providing essential administrative support across departments. Her extensive experience in regulatory compliance and administrative management, she conducts regular audits, updates policies, and trains staff on compliance obligations. Denice’s organizational skills and attention to detail are critical to maintaining the company’s reputation and operational efficiency.
“The ultimate satisfaction for me is knowing that a client is satisfied; the continuous Broker Training sessions the company ensures we attend equips me with the knowledge and tools to be proficient.”
Rodney D Kelly
As our Sales Representative for Grand Bahama, Rodney Kelly, takes pride in his job to bring the advantage of private brokers to his community. Emphasizing the importance of comprehensive insurance coverage for those still recovering from the devastation of Hurricane Dorian.
“I love the opportunity that’s been afforded to me to help others improve their standard of living. I believe that everyone has the right to enjoy the best that life has to offer. I am fueled by the smile of each person who experiences the sheer satisfaction of quality service. Moreover, it gives me great pleasure to see others overwhelmed with delight, whenever they receive something that exceeds their expectation...Being able to make a presentation to a group is quite a privilege because you have the opportunity to positively impact so many persons at the same time... Being an advocate is priceless.”
“AS WE MODERNIZE OUR FRAMEWORK, DEEPEN CLIMATE RESILIENCE, AND PREPARE FOR DIGITAL TRANSFORMATION, THE COMMISSION REMAINS COMMITTED TO DEVELOPING A FORWARD-READY INSURANCE INDUSTRY – ONE THAT IS SOUND, TRANSPARENT, AND ALIGNED WITH EVOLVING GLOBAL STANDARDS”
–
DANA MUNNINGS-GRAY, SUPERINTENDENT OF INSURANCE, INSURANCE COMMISSION OF
THE BAHAMAS
PROMOTING SOUND AND PRUDENT INSURANCE
ICB is the independent statutory body responsible for regulating and supervising all insurance activity within the Bahamas, providing comprehensive oversight of domestic and external insurers as well as agents, brokers, adjusters, and salespersons operating in the jurisdiction.
The Commission is deeply
committed to operating with integrity, consistency, and fairness, ensuring regulatory actions protect policyholders while supporting a stable and trustworthy industry environment.
“Our role is to ensure that the insurance sector operates in a safe, sound, and transparent manner that serves both local policyholders and international clients,” Munnings-Gray insights.
ICB’s mandate covers a broad range of regulatory functions, including licensing, prudential supervision, market conduct oversight, enforcement, and the ongoing development of rules and guidelines aligned with global standards.
The Commission’s domestic market includes life, health, property, casualty, and motor insurance services for Bahamian residents, while its international insurance activities are often formed by global clients seeking customized risk management and self-insurance solutions.
“In both spheres, we emphasize financial resilience, sound governance, and effective risk oversight.”
Headquartered in New Providence, ICB is supported by a multidisciplinary team of nearly 80 professionals with expertise in supervision, legal affairs, policy development, risk, data analytics, and consumer protection.
ICB’S FUNCTIONS – AT A GLANCE
• To maintain surveillance over the insurance market.
• To promote and encourage sound and prudent insurance management and business practices.
• To advise the minister responsible for insurance matters about the market.
• To ensure that the provisions of the Financial Transactions Reporting Act, 2018 (FTRA 2018) and other AML/CFT/CPF legislation are complied with.
In addition to its regulatory functions, the Commission actively promotes financial literacy, innovation readiness, and compliance with AML, CFT, and CPF requirements.
The ICB is distinguished by its ability to strike a thoughtful balance between robust regulation and a responsive, innovation-friendly, and supervisory approach.
“A small yet sophisticated jurisdiction, the Bahamas offers the agility to adapt quickly to emerging risks and evolving market conditions while maintaining the high standards of prudential and conduct oversight expected of an internationally respected regulator,” Munnings-Gray highlights.
ICB is equally differentiated by its leadership in captive insurance, especially as the country has built a
long-standing reputation for being a cost-effective and professionally supported jurisdiction for risk retention and alternative risk transfer solutions.
“We serve a growing and diverse base of captives and segregated account entities, with a particular appeal to small and medium-sized enterprises (SMEs) seeking tailored, efficient structures backed by strong compliance and governance expectations,” Munnings-Gray points out.
Significantly, the Commission is forward-looking – from issuing guidance on climate-related tasks and introducing regulatory technology solutions to supporting insurance technology (InsurTech) innovation, ICB is committed to staying ahead of international requirements.
“Our independence, combined with strategic industry engagement and continuous regulatory reform, positions the Bahamas as a trusted and competitive player in the global insurance landscape,” she emphasizes.
STABLE, FAIR, AND RESILIENT
ICB possesses the steadfast mission to promote and encourage sound insurance and business management – an objective which it fulfills through a comprehensive supervisory framework, risk-based oversight, transparency, and active industry engagement.
The supervisory framework in particular ensures that the Commission remains accountable for its actions by defining its powers, responsibilities, and regulatory expectations, therefore allowing it to support a stable and trustworthy insurance sector.
“Central to our approach is the goal of maintaining a stable, fair, and resilient insurance market that safeguards policyholders while contributing to the broader economic stability of the Bahamas.
“We prioritize regulatory integrity, policyholder protection, and
adaptability to a dynamic risk environment,” Munnings-Gray urges.
The Commission’s work begins with rigorous licensing standards to ensure that only fit and proper individuals and entities are allowed to operate within the sector.
Once licensed, insurers and intermediaries are subject to ongoing supervision, including regular financial reporting, prudential reviews, inspections, and market conduct monitoring.
ICB then assesses key areas such as solvency, corporate governance, risk management, and compliance systems, with emphasis on consumer protection and adherence to AML, CFT, and CPF obligations.
“Our goal is to not only detect and address vulnerabilities but to also foster a culture of sound risk governance and ethical conduct.”
To support this, the Commission issues a suite of rules, guidelines, and sector-specific advisors that promote best practices and clarify regulatory expectations.
ICB’s recent guidance has centered around climate-related financial risk and corporate governance, while also prioritizing stakeholder engagement through consultations, technical briefings, and outreach initiatives, helping to promote transparency.
“From consulting on new policy proposals to providing consumer resources and maintaining a formal complaints process, we prioritize open communication.
“This not only strengthens public trust but also empowers consumers to make informed decisions and reinforces the credibility of the Bahamas’ insurance environment,” Munnings-Gray explains.
This collaborative approach enhances compliance, encourages continuous improvement, and enables the industry to innovate responsibly within a robust regulatory framework.
WHERE INTEGRITY MEETS
EXPERTISE
Trusted and respected insurance solutions. Tailored, client-centric protection.
Bahamian roots and values with global
Since 2008, WIBL has helped clients confidently navigate the intricate world of group employee benefits. As a proudly fully Bahamian-owned and licensed intermediary, we bring to the table over 10 decades of combined experience in healthcare, insurance, and human resources. For the last 16 years, we have worked with businesses of every size, offering strategic, customized solutions and personalized service and attention.
Our local knowledge and international reach span far and wide, but there’s something deeper that sets us apart in our industry. It’s how we work for YOU, not for the insurers.
As an independent broker, WIBL prides itself on being objective, creative, and client-first. Our team has YOU at heart, which is why we take the time to thoroughly understand your business, anticipate your needs, and deliver tailor-made yet cost-effective benefit plans that protect what matters most: your people.
WIBL officially launched in January of 2009, and since then, we’ve earned a reputation for our professionalism, responsiveness, and results. We are trusted by companies across The Bahamas to manage everything from day-to-day coverage questions to complex renewal negotiations and claims resolutions.
Our clients also benefit from our well-positioned strategic partnerships, which include our long-term collaboration with international brokerage Solutions, as well as a network of local and international affiliates. This empowers us to offer clients scalable solutions and global expertise without losing sight of the local context.
Whether you manage teams across borders or operate solely right here in The Bahamas, we’re dedicated to designing coverage that fits both your workforce and your goals.
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As your trusted partner, we advocate on your behalf, drawing on long-standing relationships with all major Bahamian health insurers to deliver favorable terms, transparent options, and practical value. We have been doing this for over 16 years and will continue to uphold this legacy of client-centricity well into the future.
In this industry, two things are central: We’ve been around the block, so we understand this deeply. It’s exactly the reason why we define our service experience around accessibility and integrity. Our team is responsive, reliable, and professional, which means you’ll never be left wondering, waiting, or without someone to assist you promptly. We pride ourselves on being reachable, honest, and ready to assist when it matters most
At Woodside Insurance Brokerage Limited, we are more than just brokers-if we limited ourselves to just being brokers, we wouldn’t have built the reputation we are so proud of all these years later. We’re your long-term partners, with the unified goal of securing your employee well-being and financial peace of mind.
But what has earned us our deep, lasting, treasured relationships with clients who know we’ll always put their best interests first? That’s all thanks to our open exchange of ideas, collaborative problem-solving, and unfaltering dedication to transparency.
WIBL is different because we believe in doing business the right way: with professionalism, empathy, and insight. Insurance is exactly what we provide, but that doesn’t mean it’s the only thing our clients get. We provide advocacy, and stability that your business and, most importantly, your people are protected. Because that’s what you deserve-and what your people deserve.
Choose the firm that combines regional strength with a global mindset. The broker who works for YOU, not for the insurer.
A BRIEF LOOK AT FTRA 2018
FTRA 2018 serves as a foundational pillar of the AML, CFT, and CPF regime.
It establishes clear and enforceable obligations for financial institutions and designated non-financial businesses and professions – including insurers and intermediaries – to identify, monitor, and report suspicious financial activity.
By mandating robust, risk-based compliance programs, FTRA 2018 ensures that regulated entities implement customer due diligence, ongoing monitoring, record-keeping, employee training, and suspicious transaction reporting to the Financial Intelligence Unit (FIU).
For the insurance sector, particularly those offering long-term life and annuity products, FTRA 2018 has significantly influenced internal compliance frameworks.
Insurers must assess their exposure to money laundering and terrorist financing risks and apply controls proportionate to these.
ICB supervises and enforces these requirements through inspections, thematic reviews, and regular engagement with licensees.
SHAPING NATIONAL POLICY
As the independent authority established by the Bahamian statute, ICB plays a vital advisory role to government on all matters concerning the regulation and development of the insurance sector.
Therefore, drawing on its deep technical expertise, data-driven supervision, and close engagement with industry stakeholders, the Commission provides evidencebased recommendations that help shape national policy, guide legislative reform, and ensure alignment with international regulatory standards.
ICB also actively monitors global regulatory trends and emerging risks through its participation in international and regional bodies such as the International Association of Insurance Supervisors (IAIS), Group of International Insurance Centre Supervisors (GIICS), and the Caribbean Association of Insurance Regulators (CAIR).
These involvements allow the Commission to benchmark the Bahamas’ regulatory framework against global best practices and share relevant insights with government counterparts.
In recent years, ICB has advised on matters including the harmonization of legislation, the introduction of climate risk guidance, and frameworks for compliance with international tax transparency obligations.
The Commission additionally works closely with key government agencies – particularly the Ministry of Economic Affairs – when representing the Bahamas in international assessments led by institutions such as the Organization for Economic Co-operation and Development (OECD), the Financial Action Task Force (FATF), and the Caribbean Financial Action Task Force (CFATF).
“In these forums, the Commission contributes sector-specific expertise on risk exposure, compliance readiness, and regulatory performance,” Munnings-Gray tells us.
As such, through structured reporting, formal consultations, and strategy policy engagement, ICB ensures the government is equipped with the technical insights and forward-looking guidance needed to maintain a competitive, stable, and globally credible insurance regulatory environment.
ENSURING AN INNOVATIONREADY SECTOR
ICB has several recent initiatives that illustrate its focus on strengthening regulatory effectiveness, supporting industry readiness, and enhancing market resilience.
For instance, the Commission is currently leading a landmark
legislative reform initiative to harmonize the Insurance Act, 2005 and the External Insurance Act, 2009 into one unified, modern regulatory framework.
This project is significant as it will simplify licensing categories, clarify regulatory obligations, and enhance alignment with evolving international standards, particularly in areas such as group supervision, capital adequacy, and cross-border co-operation.
“For the Commission, this modernization effort is essential to reducing regulatory fragmentation, improving oversight efficiency, and strengthening transparency.”
Elsewhere, recognizing the increasing threat of climate-related events to financial stability, ICB recently launched a survey to evaluate how insurers are managing their environmental risk.
“CENTRAL TO OUR APPROACH IS THE GOAL OF MAINTAINING A STABLE, FAIR, AND RESILIENT INSURANCE MARKET THAT SAFEGUARDS POLICYHOLDERS WHILE CONTRIBUTING TO THE BROADER ECONOMIC STABILITY OF THE BAHAMAS”
– DANA MUNNINGS-GRAY, SUPERINTENDENT OF INSURANCE, INSURANCE COMMISSION OF THE BAHAMAS
Such findings directly informed the development of the new Guidance on Climate-Related Risk Management. Released in May this year, it aims to embed climate-related considerations into insurers’ governance, risk assessment, and disclosure practices.
“This project is vital for the Bahamas as a small island nation and developing state on the front lines of climate change. It helps insurers strengthen resilience through scenario analysis, reinsurance planning, and disaster preparedness, ensuring the sector remains
financially sound and responsive to environmental risk,” she affirms.
Thirdly, in early 2025, the Commission launched a six-week online program, the InsurTech Compliance, Innovation, and Regulatory Practices (ICIRP) Course, in partnership with the Cambridge Centre for Alternative Finance and the Bahamas Institute of Financial Services, reflecting ICB’s commitment to forward-thinking supervision.
This program is significant because it delivers specialized training to insurance professionals and regulators
on how to responsibly integrate technology into compliance and oversight frameworks.
“With participants from across the region, the program supports capacity building and promotes responsible innovation, ensuring the sector is equipped to embrace digital transformation while maintaining high standards of governance, ethics, and risk management.”
These initiatives collectively demonstrate the Commission’s commitment to building a resilient, modern, and innovation-ready insurance sector that meets global standards while addressing the unique risks and opportunities facing the Bahamas.
PROFESSIONALISM, INTEGRITY, AND INCLUSIVITY
The true strength of ICB lies in its people, who are integral to the Commission’s expertise in supporting the Bahamas’ regulatory environment.
“I am deeply proud of the professionalism, integrity, and expertise our team brings to regulation. Whether in law, risk, actuarial science, data, or consumer protection, each staff member contributes to our reputation for excellence and ability to serve the
opportunities, ICB supports its staff in expanding their skills, especially in areas such as InsurTech, climate risk, and financial crime prevention.
“Above all, I value the culture we’ve built – one that encourages open communication, shared responsibility, and mutual respect. Our staff are not just employees, they are trusted partners in shaping the future of the insurance sector,” she adds.
Corporate social responsibility (CSR) is equally integral to ICB as a key part of its DNA, consistently embracing opportunities to contribute meaningfully to the broader community it serves.
public with purpose and precision,” Munnings-Gray reflects.
With this in mind, ICB is committed to investing in its people, as the Commission believes continuous learning fuels both personal and institutional growth. From advanced certifications to global training
Indeed, ICB prioritizes support for vulnerable groups, educational access, and civic engagement.
Recent initiatives include donations to the local All Saints Camp, which supports individuals affected by HIV/AIDS, and the Persis Rodgers Home for the Aged, where the Commission provides resources to enhance resident care.
“These efforts are grounded in a simple belief that strong institutions should stand in solidarity with those who are most in need,” MunningsGray enthuses.
ICB likewise believes in the importance of financial literacy and public education. Through outreach campaigns, school programs, and community partnerships, the Commission helps citizens understand insurance, manage risk, and make sound financial choices.
“Our efforts reflect a commitment to inclusive growth, social equity, and national development.”
CONSOLIDATION AND STRATEGIC ADVANCEMENT
Looking ahead to the coming year, ICB is prioritizing regulatory modernization, innovation readiness, and institutional strengthening.
A cornerstone of this agenda is the overhaul of the Insurance Act, 2005 and the External Insurance Act, 2009.
These legislative reforms will clarify supervisory expectations,
streamline licensing categories, and introduce more risk-sensitive capital requirements, enhancing both regulatory efficiency and investor confidence while positioning the Bahamas as a competitive and credible insurance jurisdiction.
Climate risk and sustainability also remain high on the Commission’s agenda. Following the release of its Guidance on Climate-Related Risk Management, ICB is now focused on evaluating how insurers incorporate climate risk into their governance and enterprise risk management systems.
“As a small island developing state, the Bahamas is particularly vulnerable to environmental shocks. Regulatory vigilance in this area is essential to safeguarding long-term financial stability,” Munnings-Gray urges.
From an innovative perspective, the Commission is building on the success of the ICIRP Course, enhancing its supervisory capabilities for digital insurance models, and reviewing legislation to ensure adaptability to emerging technologies.
ICB is additionally expanding its internal data analytics tools to support more efficient, evidencebased supervision and robust risk assessments across the sector.
Thus, the year ahead promises both consolidation and strategic advancement.
“As we modernize our framework, deepen climate resilience, and prepare for digital transformation, the Commission remains committed to developing a forward-ready insurance industry – one that is sound, transparent, and aligned with evolving global standards,” Munnings-Gray optimistically closes.
Tel: 242-603-4183
info@icb.gov.bs
www.icb.gov.bs
TRUSTED TO
PROTECT
With a focus on the trucking industry, we delve into Acuity Insurance and the products and services that truckers can benefit from, after speaking to Director of Loss Control, Angela Banerjee
Writer: Jack Salter | Project Manager: Tom Cullum
Acuity – the ability to hear, see, or think accurately and clearly.
By definition, Acuity Insurance (Acuity) allows customers and businesses to do just that, with its innovative property and casualty insurance products. A top regional insurance carrier with over $6 billion in
assets and $2 billion in annual premium, Acuity is one of the best-performing, well-run companies in the industry.
“Acuity has been named on Ward’s list of 50 top-performing property-casualty customers for 23 consecutive years, putting us in the top two percent of insurers nationwide,” acclaims Angela Banerjee, Director of Loss Control.
“We actually have a 100 percent customer claims satisfaction rating, where customers rate our service as good or higher. Among all claimants, including third parties, it is 96 percent.”
Protecting what matters most to customers is the number one goal of Acuity, whose claims satisfaction is
testament to its ethical and fair treatment of people.
Indeed, recognized with the Better Business Bureau (BBB) Torch Award for Ethics, the company embraces a philosophy of “daring to care” for customers to provide unmatched service.
Claims are handled from start to finish by Acuity’s
own representatives, rather than third-party adjusters, so customers and agency partners always have one point of contact no matter the complexity or coverage involved.
“Our goal is always one-call resolution. We answer incoming calls within 16 seconds, and our claims service includes same-day, meaningful claim contact,” Banerjee outlines.
“Our claims philosophy is based on the understanding that we “rebuild shattered lives”. It also reflects our company’s common purpose: “With kind hearts, we dare to care for our family of employees, agents, and customers by staring down risk”.”
“WE’VE ALWAYS BEEN AN INSURER OF TRUCKERS AND MOTOR CARRIERS, AND WE WANT TO SUPPORT EVERYTHING THAT THEY DO”
– ANGELA BANERJEE, DIRECTOR OF LOSS CONTROL, ACUITY INSURANCE
Trusted by more than 120,000 businesses, Acuity is unwaveringly committed to doing business through a network of independent agents, allowing customers to engage with people they know and trust in their communities.
BENEFITS FOR TRUCKERS
An award-winning trucking insurance provider, Acuity is headquartered in Wisconsin and provides cover for over 300,000 vehicles, including 45,000 trucks, for customers ranging from owner-operators to large fleets.
“We know trucking. We’ve always been an insurer of truckers and motor carriers, and we want to support everything that they do.
“We start with all the coverages you expect, such as commercial auto, cargo, workers’ compensation, general and excess liability, as well as trucking-specific coverages such as deadhead (no trailer), bobtail (empty trailer), trailer interchange, and cyber insurance,” details Banerjee.
“Our truckers’ enhancements provide over 20 coverages with truckers in mind, and we make all the necessary federal and state filings that customers need,” she continues.
Acuity offers a plethora of other products and services that truckers benefit from, including a motor carrier toolbox.
This free online resource provides access to tools, programs, and policies designed to help motor carriers comply with regulations such as the Compliance, Safety, Accountability (CSA) program, and improve their overall safety and operations.
A vast collection of trucking safety materials and resources are likewise offered by Acuity at no cost, whilst a network of 62 dedicated loss control professionals provide risk assessments and consultations to trucking insureds.
“Our field loss control representatives’ analyses of potential and existing customers enable us to underwrite
based on the merits and niches of each business,” Banerjee informs us.
“For our trucking accounts, we know that a weak CSA score does not mean a poor fleet safety program. If motor carriers don’t have the knowledge or tools to understand their data and improve, we partner and provide those to them.
“We use analytical tools that model the impact of motor carriers’ efforts to reduce Federal Motor Carrier Safety Administration (FMCSA) violations that impact their scores, so we can show where they can have the biggest impact.”
The modeling of CSA scores and technology advancements provide Acuity with measures to share and
consult on, thus having more of an impact on its insureds’ performance and road safety.
Acuity’s consultations to insured motor carriers also includes Cliff Johnson, Trucking Specialist at Acuity, who has 30 years of personal experience in the trucking industry as a driver and owner.
These loss control efforts not only help the individual motor carrier, but also contribute to highway safety for all.
“Many of us drive nearly every day, and do it without much thought. Anyone who has been impacted by a vehicle accident knows that any effort to improve safety on our roads is worth the effort and can save lives,”
Banerjee acknowledges.
“We also partner with Truckers Against Traffickers, to distribute their information to our insureds and agents so they can help us fight human trafficking.”
Meanwhile, a dedicated in-house customer focus team works to stay on top of industry trends and help create new products and services that truckers need.
Trucker Focus, Acuity’s quarterly newsletter, is also delivered to all trucking clients.
“We create engaging customerfacing content, which helps truckers to address operational, safety, and compliance challenges,” Banerjee says.
ACUITY INSURANCE –CORE VALUES
• COMMUNICATE OPENLY
• HAVE FUN
• ACT WITH INTEGRITY
• DRIVE EXCELLENCE
• RESPECT AND PROTECT OTHERS
• WORK AS A TEAM
• INNOVATE
• DELIVER AND EMPOWER PEOPLE
RELATIONSHIP WITH WIT
Acuity is active in over a dozen state and national associations, including Women In Trucking Association, Inc. (WIT).
As a member of WIT, Acuity has enjoyed a close relationship with the association, sponsoring and attending the annual Accelerate! Conference & Expo event and donating to the Women In Trucking Foundation.
“The mission of WIT, to encourage women to enter the trucking industry and foster their development and success, is an important one,” emphasizes Banerjee.
“Our relationship with WIT, other trucking associations, and the industry as a whole are important to us, not only to insure them but to support what they do.”
The company also sponsors an annual contest for National Truck Driver Appreciation Week, to celebrate and acknowledge the work of truckers.
However, according to the American Trucking Associations (ATA), there is a national shortage of about 80,000 truck drivers, with women heavily underrepresented.
WIT’s initiatives empower women, create a path for them to find a career in trucking, and enhance their leadership skills, which will also
“THE MISSION OF WIT, TO ENCOURAGE WOMEN TO ENTER THE TRUCKING INDUSTRY AND FOSTER THEIR DEVELOPMENT AND SUCCESS, IS AN IMPORTANT ONE”
– ANGELA BANERJEE, DIRECTOR OF LOSS CONTROL, ACUITY INSURANCE
enhance the resiliency of the industry in years to come.
Acuity is active in a number of other schemes to support women in trucking-related industries. For instance, as a member of the Auto Care Association, the company helped to provide toolkits through the Women in Auto Care initiative to alleviate the toolkit cost barrier for women in the industry.
Through WIT, the importance of diversity, equality, and inclusion (DEI) to Acuity is clear.
“It is a fundamental part of our success. We are fiercely committed to the respect of, and for, the individual,” Banerjee affirms.
“Our commitment to DEI is reflected in our entire organization, from our board of directors, to the executive team, to our managers and employee base. We select the best person for the job and empower everyone to pursue professional and personal development.”
PROMISING GROWTH
Equally, Acuity has an ongoing, iterative strategic planning process that involves everyone in the company.
“Our approach to strategic planning earned us the top overall Innovation Award in 2021 from the National Association of Mutual Insurance Companies (NAMIC),” reveals Banerjee.
Acuity’s strategic planning and overall approach to business has helped the company to grow over 12 percent in the last 12 months, sevenfold since the turn of the millennium, and double its top line revenue in the past nine years.
It equates to a growth rate almost triple that of the industry over the past two decades, as Acuity defines its priorities and goals not just for the year ahead, but well into the future.
“There are several key promises we make to agents and employees. They include remaining an independent, mutual company, delivering a worldclass claims service, and maintaining a broad appetite for business,” Banerjee shares with us.
“We also promise to pursue innovation, maintain our technology leadership, and to not just be a great place to work in the insurance sector, but the best place to work in any industry, guided by sound underwriting principles.”
Exclusive, appetising content, delivered straight to your inbox
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Through this compelling new venture, Food & Beverage Outlook foregrounds the movers and shakers of the industry by confronting unprecedented change, showcasing technological innovations and incorporating critical environmental sustainability agendas.
To participate as a featured company and join us in this exciting endeavor, contact one of our Project Managers today.
From Local Favorite to Franchise Phenomenon
BIGGBY® COFFEE has evolved from a beloved café in Michigan to a thriving business model with a notable presence. Mike McFall, co-Founder and co-CEO, discusses the importance of community among franchisees and a commitment to sustainable coffee sourcing
Coffee was introduced to North America in the early 17th century, however it gained popularity during the Boston Tea Party in 1773.
This event marked a pivotal moment in the patriotic rebellion against British rule, leading to coffee overtaking tea as the most popular drink in the US.
Today, there are over 40,000 coffee stores across the country, many of which have a global presence or operate under national franchise models.
One notable example of the latter is BIGGBY® COFFEE, which is primarily located in the Midwestern region, with a heavy concentration in Michigan (MI).
Initially established in the vibrant city of East Lansing, MI, the franchise has since expanded further south into the
warm and welcoming states of Florida and Tennessee, brewing success throughout much of the eastern US.
From a burgeoning local coffee store to operating in 13 states with 430 stores and 120 valid franchise agreements in place for future locations, the company is poised for strong growth, indicating a promising rate of expansion.
“There are development schedules in place where individuals have committed to opening a specific number of stores within a designated timeframe. Furthermore, legitimate franchise contracts have been signed, indicating that the franchisees have officially pledged to secure real estate and plan to open their locations within the next 12 to 24 months,” introduces Mike McFall, co-Founder and co-CEO.
HOW WOULD YOU DESCRIBE THE WORKPLACE CULTURE AT BIGGBY® COFFEE?
Mike McFall, co-Founder and co-CEO:
“We’re a people-first organization; we’ve worked hard over the last five to seven years to ensure our pay rates are competitive and we offer extraordinary benefits. We’ve focused on being people-centric, and much of that is about a culture that prioritizes the development of the individual, not just the employee.
“The work we do presents a challenge that requires us to continually improve in our roles, which is essential as a human being first and an employee second. As a result, our environment is filled with dynamic events that are unique, different, and intriguing, especially compared to the typical corporate culture in the US.”
“Five years after our inception, we made a pivotal decision to embrace franchising. For some time, we operated a hybrid of company-owned stores and franchises; however, in 2006, we took a significant step by selling our company-operated locations and fully dedicating ourselves to this dynamic model, and we’ve been flourishing as a franchise organization for nearly 20 years now,” he follows up.
Individuals enter into contracts to establish a BIGGBY® COFFEE store in their chosen market, granting them rights to the menu, operating system, logo, intellectual property, and trademarks.
“Our drinks are trademarked, and we have a solid menu and operating system in place, but the key to our franchise model is the supportive community it creates. By joining us, you’ll associate with passionate and dedicated individuals, which is essential for thriving together. We’re excited about building a successful franchise where everyone’s accomplishments are connected.”
McFall recognizes that being a franchisee involves not only a relationship with the franchisor but also with other owners, as their experience can offer valuable insights and knowledge.
In BIGGBY® COFFEE’s straightforward business model, the franchise provider earns a percentage of each store’s revenue in exchange for services, systems, products, and intellectual property.
BEHIND THE BEANS
As McFall prepared to return to graduate school in East Lansing, he accepted a job as a barista at the original BIGGBY® COFFEE store.
This position unveiled his passion for hospitality, which had been evident in his varied work experiences, and ignited his motivation for creating the franchise brand.
“Every morning, I looked forward
to crafting drinks and spreading joy to our customers. I felt a strong connection to the coffee industry and recognized its growth potential, particularly as Starbucks was expanding into new locations.
“Inspired by my employer and now business partner, Bob Fish, who was running successful restaurants specializing in espresso-based beverages, we began discussing a potential collaboration. He agreed that I would step into a management
“BY JOINING US, YOU’LL ASSOCIATE WITH PASSIONATE AND DEDICATED INDIVIDUALS, WHICH IS ESSENTIAL FOR THRIVING TOGETHER. WE’RE EXCITED ABOUT BUILDING A SUCCESSFUL FRANCHISE WHERE EVERYONE’S ACCOMPLISHMENTS ARE CONNECTED”
– MIKE MCFALL, CO-FOUNDER AND CO-CEO, BIGGBY® COFFEE
role, which ultimately led to the creation of BIGGBY® COFFEE. This venture has been a journey filled with passion and inspiration,” he expresses earnestly.
This enthusiasm spills over into procuring coffee beans, exemplifying BIGGBY® COFFEE’s farm-direct approach and fostering many valuable relationships.
“Bob and his wife, Michelle, have been developing a program for six years to source coffee beans more effectively. By building direct relationships with farmers, we help them create sustainable economic models, enabling longterm investments that benefit their communities. This is critical work supported by our comprehensive
BIGGBY® COFFEE has established a list of criteria for selecting the farmers it works with. One of the most exciting aspects of the program is the development of the farm-direct
model and its full-circle nature.
Every year, the company brings the farmers to Michigan for an annual meeting, where many of them meet for the first time, giving them the opportunity to see the coffee they grew, hand-picked, and processed being served in BIGGBY® COFFEE’s stores, which also showcases their photos.
“Serving a cup of coffee that the farmers grew and processed at one of our stores through the drivethru window helps consumers to understand and develop relationships with the people cultivating their coffee in countries like Mexico, Honduras, or Mozambique. We believe fostering this connection is essential and dynamic for our brand and the community,” he declares.
When consumers begin to have expectations of retailers regarding how they treat growers or farmers, whatever the commodity, the economics of farming will change significantly, and for the better.
A COMMUNITY-CENTRIC COMMITMENT
The key factor that distinguishes BIGGBY® COFFEE stores is that they are locally owned, with owners deeply rooted in their neighborhoods, serving as true leaders in the areas where they operate.
“I am consistently amazed by the stories of support from our franchise owners for their local communities.
ONE BIGG ISLAND IN SPACE
Bob Fish, fellow co-Founder and co-CEO of BIGGBY® COFFEE, and his wife, Michelle, have established a farm-direct model to support coffee-producing countries facing threats from climate change.
One BIGG Island in Space (OBIIS), inspired by the Apollo 8 mission, highlights the challenges farmers face due to the increasing risks of pests and diseases caused by extreme weather conditions. These factors can make coffee farming unprofitable, leading to abandoned farms.
To address these issues, Bob and Michelle aim to eliminate the traditional broker system by directly purchasing BIGGBY® COFFEE’s products from the farms, with the objective of becoming 100 percent farm-direct by 2028.
This approach will provide farmers with greater savings, creating a pathway for the next generation of coffee producers.
Before visiting, Bob and Michelle ensure the values of each farm align with their own. Whenever possible, they also stay on the farms to learn about social goals, wages, worker housing, and the surrounding community. The couple often bring along one of their knowledgeable coffee producers to gain a better understanding of the farm’s operations.
By searching globally for coffee producers who prioritize the well-being of people, the planet, and communities, Bob and Michelle seek to empower their farm partners. OBIIS establishes a direct connection between producers and consumers, completing the journey from soil to cup. BIGGBY®
For instance, I learned about a program called Big Brothers Big Sisters, a mentoring initiative that pairs younger children with older adolescents and college students.
“A woman recently reached out to me to share all the ways our franchise is contributing to this organization, and I was truly taken aback by the impact we are having,” McFall highlights emphatically.
The level of community involvement the company has is its most significant differentiator, as franchise owners genuinely care about and actively contribute to the well-being of their communities.
“When we compare ourselves to other brands, it’s clear the coffee store that has the strongest connections and community leaders will ultimately prevail, and I truly believe that’s why we succeed.”
BIGGBY® COFFEE sets itself apart in the marketplace largely due to its franchise owners, who shape the brand at retail level by developing an environment that caters to everyone.
“We want to position ourselves in a way that appeals to a broad audience, sitting comfortably among other coffee brands.
This makes it essential to have a partner who understands your needs for quality, consistency, traceability, and cost. With 15+ years of experience in private label, co-manufacturing, and co-packing, we are trusted by premier national, regional, and local beverage companies founded on our sole mission to protect and grow your brand. At Prospectors, we use passion and creativity to produce greattasting, health-conscious, innovative beverages. Whether hot-filled, cold-filled, or retort, we can do it.
(616) 805-9097
david@drinkprospectors.com
www.drinkprospectors.com
Collaborating with BIGGBY Coffee to establish approved filtration equipment
With a steadfast company mission to provide water treatment at an affordable price, AWS Distributing (AWS) provides state-of-theart filtration products and free water testing for a vast range of North America’s quick service restaurants.
At the top of this list is BIGGBY Coffee, a highly established coffeehouse franchise.
AWS and BIGGBY Coffee have been diligently working together for over 15 years, collaborating to establish expertapproved filtration equipment. Due to its strong partnership, the former possesses exclusive access to discounted pricing on all these items.
Elsewhere, AWS additionally offers an autoship program whereby replacement filters are sent out on a predetermined schedule to clients, eliminating the need for franchisees to remember when filters need to be replaced.
Clients can also enjoy continuous product support and troubleshooting as needed.
“BY BUILDING DIRECT RELATIONSHIPS WITH FARMERS, WE HELP THEM CREATE SUSTAINABLE ECONOMIC MODELS, ENABLING LONG-TERM INVESTMENTS THAT BENEFIT THEIR COMMUNITIES”
– MIKE MCFALL, CO-FOUNDER AND CO-CEO, BIGGBY® COFFEE
“Our goal is for consumers who visit high-end specialty coffee shops such as Starbucks, Blue Bottle, or Intelligentsia to feel just as at home in our store as those who typically visit McDonald’s, Dunkin’, or a gas station convenience store.
“When you walk into a BIGGBY® COFFEE, you feel extremely comfortable, so I’d like to say we’re an exceptional coffee store that caters to the everyday American consumer,” opines McFall.
STRATEGIZING IN A COMPETITIVE COFFEE LANDSCAPE
BIGGBY® COFFEE is investing significantly in its technology stack,
as this is the primary way customers interact with the company and make purchases.
The team previously engaged with customers in person, accepting cash and providing change directly. Now, they order through an app and pick up their purchases in-store, often resulting in minimal interaction.
This shift poses a significant challenge for BIGGBY® COFFEE as it seeks to differentiate itself in this evolving landscape.
“If you’re not investing in technology, you’re in trouble. We’re working hard to figure out how to stand out in a world where technology is driving the relationship between retailers and customers.
“The key question is, how do we offer a unique experience to consumers when many products have become commoditized? This is part of our focus on the tech stack – it’s not just about functional technology – it’s about defining our relationship with consumers,” observes McFall.
Additionally, BIGGBY® COFFEE is deeply engaged in building relationships, not only with farmers, which is crucial to the brand and its operations, but also between franchisees and their employees.
“We are currently developing a
leadership retreat center that will be accessible to all our franchisees and their teams. Our goal is to offer programming that owners can use to help develop their staff. We began this investment last year and it is a significant initiative for us,” he informs.
Beyond these investments, the company is about to begin its annual planning process in a couple of weeks to prepare for 2026.
“We are focused on making strategic investments and ensuring we make the right decisions. We have 20 account representatives managing specific territories and have been transitioning to this model for five years; refining our approach will be our main priority this year.
“I usually think long-term with timelines of three to seven years in mind, so the upcoming year already feels like it’s behind me,” McFall concludes.
It’s clear that BIGGBY® COFFEE is about more than just coffee – it’s about creating a community of support, sustainability, and shared success, where every cup serves as a testament to its commitment to both quality and social responsibility, reflecting a thriving network of franchisees and a strong emphasis on ethical sourcing.
BIGGBY® COFFEE 517-482-8145
feedback@biggby.com
www.biggby.com
SIPS OF ISLAND BLISS
The Caribbean’s largest tea producer, Caribbean Dreams Foods Ltd, a subsidiary of Jamaican Teas Ltd, possesses an unwavering commitment to innovation and quality. Jonathan Mahfood, Commercial General Manager, spills the tea on the company’s growth journey
Writer: Lucy Pilgrim | Project Manager: Joshua Mann
The Jamaican beverage market has significantly evolved in the last 30 years, particularly the black tea sector, where consumers are now looking for hot drinks that offer functional benefits, support a healthy lifestyle, and deliver unique flavors. Despite heightened industry competition from overseas imports, especially from Asia, there is greater awareness around and focus on local brands and ingredients.
CDFL – AT A GLANCE
“THE CARIBBEAN CONSUMER IS MORE INFORMED AND LOOKING FOR QUALITY, CONSISTENCY, AND PURPOSE IN THE PRODUCTS THEY CHOOSE”
– JONATHAN MAHFOOD, COMMERCIAL GENERAL MANAGER, CARIBBEAN DREAMS FOODS LTD
“The Caribbean consumer is more informed and looking for quality, consistency, and purpose in the products they choose,” opens Jonathan Mahfood, Commercial General Manager of Caribbean Dreams Foods Ltd (CDFL), the region’s leading tea producer.
Established in 1967 under the name Universal Foods, the company initially exclusively produced black teas under license for major tea brand Tetley.
When Mahfood’s grandfather, Abeeb, and father, John, acquired the business in 1995, they saw the opportunity to do something much bigger.
CDFL is more than just a subsidiary of JTL and brand – it represents a connection to culture, wellness, and the Caribbean lifestyle.
The company was created with the health of its consumers in mind, as its tea products are formulated with natural ingredients that are easily accessible and trusted across the region, such as ginger, moringa, and soursop.
Over the years, CDFL has added new flavors and functional blends to meet the growing demand for healthy, affordable alternatives.
Additionally, all its products are Safe Quality Food Institute (SQFI), Hazard Analysis Critical Control Point (HACCP), and Food and Drug Administration (FDA)-certified.
“We’re proud of where we’ve taken the brand and excited about the opportunities ahead. We’ve built something that is both local and global, and we plan to keep growing in a way that stays true to who we are,” Mahfood insights.
CDFL is actively building out its line of pantry items to expand the brand even further. In the future, it hopes to showcase products in the spices category, including flavors like oxtail, goat, and sazon, alongside many other exciting products.
“It had solid roots but was underdeveloped. They saw the chance to scale it up and build a company that could compete not only in Jamaica but across international markets,” he elaborates.
Their focus was to modernize the operation, create value-added products, and establish a platform that could export Jamaican-made goods to the diaspora and beyond.
“The acquisition was about unlocking potential and creating a long-term growth model built on quality and consistency, while the goal was to bring the taste of home to all islanders here and abroad.”
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ENSURING SUPPLIER SUCCESS
Exporting to over 20 countries, CDFL’s distributor partners are essential as they provide key insights for marketing and execution.
“We then provide them with consistent supply, trade marketing support, and the tools they need to succeed. At the end of the day, our success is tied to theirs,” Mahfood elaborates.
The company additionally upholds an unwavering commitment to the fair treatment of its farmers and suppliers and supports local sourcing where possible in order to grow alongside its partners.
“Our relationships are built on transparency and mutual respect. We work with them consistently, agree on fair terms, and ensure they’re paid on time. This kind of reliability fosters long-term partnerships, which are a cornerstone of how we do business.”
AN EXPANSIVE PORTFOLIO
Jamaican Teas Ltd (JTL) is listed on the Jamaican Stock Exchange (JSE) and CDFL is a key subsdiary of its four divisions.
CDFL is responsible for the operation of the company brand, Tetley products under license, and the manufacturing operations of other brands on behalf of JTL.
Shoppers Delite, meanwhile, is JTL’s retail supermarket division in Jamaica, while H. Mahfood and Sons handles its real estate portfolio.
QWI Investments, which is also listed on the JSE, manages a diversified portfolio of equity investments on behalf of JTL.
Employing over 160 people, CDFL supplies both local and global markets and holds a diverse client base that includes major distributors, supermarkets, and food service providers across the Caribbean, Americas, UK, and more.
Manufacturing over 40 different types of teas, the company is differentiated by its ability to operate at scale and a level of certification that few of its competitors are able to achieve.
Indeed, CDFL utilizes in-market activity, trade marketing, and distributor support to ensure its products not only reach supermarket shelves but stay there – without shying away from innovation.
“Whether it’s our wellness teas
or value-added pantry items, we’re always looking to bring something new and relevant to the consumer. This focus on innovation should excite our partners and customers about future products we will bring to the market,” Mahfood shares.
PIPING HOT POTENTIAL
In 2024, CDFL made the strategic decision to move its dry pack and tea operations to a new facility located in Temple Hall in the parish of Saint Andrew.
This relocation was a highly significant investment in the future as it provides the company with greater capacity, improved workflow, and the infrastructure to meet growing international demand.
“It sets the foundation for expanding our product lines and
“WHETHER IT’S OUR WELLNESS TEAS OR VALUE-ADDED PANTRY ITEMS, WE’RE ALWAYS LOOKING TO BRING SOMETHING NEW AND RELEVANT TO THE CONSUMER. THIS FOCUS ON INNOVATION SHOULD EXCITE OUR PARTNERS AND CUSTOMERS ABOUT FUTURE PRODUCTS WE WILL BRING TO THE MARKET”
– JONATHAN MAHFOOD, COMMERCIAL GENERAL MANAGER, CARIBBEAN DREAMS FOODS LTD
bringing in new co-manufacturing clients. The facility also means we are more efficient and better equipped for export readiness,” Mahfood expands.
CDFL’s solar power investment, meanwhile, helps it to reduce electricity costs and lower its environmental footprint. As a manufacturer, this not only matters for cost control but also long-term sustainability.
The new facility is currently approximately 50 percent solar powered, with plans to expand this further in the near future.
This emphasis on eco-friendly operations also aligns with the expectations of CDFL’s global customers, who are increasingly focused on working with brands that have responsible practices in place.
SUPPORTING COMMUNITIES
CDFL is equally keen to meet the needs of the local communities, supporting several local schools, youth sports initiatives, and community events, as well as donating products to health fairs and wellness programs across the region.
“Within the company, we’ve implemented employee development programs, health insurance, and performance incentives to ensure both the community and our team are supported in meaningful ways,” Mahfood highlights.
Looking ahead, the company has a keen focus on growing exports, increasing distribution, and developing new product lines.
It also strives to improve operational efficiency and continue
building strong relationships in each of its markets.
“Another key area is digital transformation. We’re investing in better data systems, updated marketing materials, and product packaging that supports both retail and e-commerce growth,” he concludes.
Ph: 876 656-9491 / 876 764-8015
info@jamaicanteas.com
www.jamaicanteas.com
BUILT ON GRIT. DEFINED BY LEGACY. DRIVEN BY VISION.
Honoring the legacy that has defined it for over 75 years, L&L Companies comprises four union construction firms serving the New York metropolitan area and the surrounding Northeast US. Catherine Moss, CEO and Majority Owner, tells us more about the organization’s proud history and progressive vision for the future
Writer: Lauren Kania | Project Manager: Michael Sommerfield
Construction is the best industry in the world. It’s where tough people build beautiful things.”
The passion expressed by Catherine Moss, CEO and Majority Owner of L&L Companies (L&L), not only represents her feelings towards the industry but also the outlook that the organization displays in its daily practices and business endeavors.
Founded in 1949 by Willie Levine,
L&L has proudly grown through generations of leadership and a long-standing commitment to quality, reliability, and integrity.
Currently, the organization is under the majority ownership and leadership of Moss, who works in collaboration with the Levine family to ensure the continuity of values and expertise while positioning L&L for future growth, innovation, and expanded impact across the industry.
Moss entered the construction field by sheer determination – and admittedly, a little bit of luck.
“I didn’t have family in the business or a clear path laid out for me. I put myself through college, worked as a waitress and barback, and eventually found myself on a job site. That’s when it clicked. Construction had grit, purpose, and a sense of camaraderie I’d never experienced before,” she details.
Catherine Moss, CEO and Majority Owner
Over the past two decades, she has held nearly every role – from Site Superintendent to Project Executive to Senior Vice President. Today, Moss proudly leads not just with experience, but with a deep belief in what’s possible when integrity and hard work are one’s compass.
QUALITY AND INTEGRITY
L&L is a group of four union construction firms serving the five boroughs, the greater New York metropolitan area, and the Northeast US. It provides specialty services in architectural coatings, bridge painting, flooring systems, tile and stone installation, and heavy civil infrastructure.
The organization’s clients include public agencies like the Metropolitan Transportation Authority (MTA) and Department of Transportation (DOT), alongside leading general contractors, developers, private owners, and institutions.
“With over 300 employees across our companies, we’re known not just for the quality of our work – but the integrity behind it,” details Moss.
L&L remains focused on delivering exceptional craftsmanship with reliability and a people-first approach, all while evolving with advancements in technology and construction practices that honor the legacy that has defined it for over seven decades.
The four companies that comprise the organization include L&L Painting Co., Inc., L&L Stone & Tile, LLC, L&L Specialty Flooring, LLC, and VMR Civil, LLC.
“When I stepped into ownership, my goal wasn’t to change what made L&L great – it was to carry it forward, strengthen it, and position it for the next 75 years. With Ross, Michael, and Marni Levine as partners, we’ve kept the heart of L&L intact while modernizing every corner of the business,” expands Moss.
The company provides top-quality surface projects, on schedule and
HOW WOULD YOU DESCRIBE YOUR SUPPLY CHAIN STRATEGY AND VENDOR RELATIONSHIPS?
Catherine Moss, CEO and Majority Owner: “Our vendor and subcontractor relationships are the backbone of what we do. In this industry, you can only deliver at the highest level if every link in the chain is strong. We view suppliers and subcontractors as strategic allies.
“We lead with transparency, clear communication, and fair terms, and we build loyalty over the long term. That mutual respect and very long relationship tenure is what gets us through challenges like tight schedules, material shortages, or price volatility.
“At the end of the day, it comes down to trust. When our partners know we stand behind our word, they stand with us – and together we deliver.”
“WE’VE NEVER BEEN INTERESTED IN BEING THE BIGGEST – WE’RE FOCUSED ON BEING THE BEST. THAT MEANS SHOWING UP WITH PRECISION, BEING TRANSPARENT WITH OUR CLIENTS, AND NEVER SACRIFICING INTEGRITY FOR PROFIT”
– CATHERINE MOSS, CEO AND MAJORITY OWNER, L&L COMPANIES
at reasonable prices, taking pride in its ability to offer reliable services to every single customer and client without sacrificing workmanship.
For long-lasting results, quality installation, and superior tile and stone products, there is L&L Stone & Tile, LLC, which offers tile installation, interior and exterior stone, and countertops.
“L&L Stone & Tile, LLC, is a specialty subsect in large-scale tile and stone
installations for civic, healthcare, and commercial environments,” explains Moss.
The organization’s flooring division – L&L Specialty Flooring, LLC –provides expert service in epoxy, methyl methacrylate (MMA), and other niche flooring systems with a reputation for precision and code compliance.
Finally, VMR Civil, LLC is all about people, infrastructure, and progress,
dedicated to delivering quality projects in the safest and most innovative ways while remaining environmentally responsible.
“VMR Civil, LLC is our civil arm, performing concrete, drainage, site utilities, and heavy infrastructure work – both as a sub and a primary contractor,” summarizes Moss.
“Each company operates with the same set of values – do it right, do it safely, and do it with pride.”
LEGACY OF EXCELLENCE
L&L differentiates itself from the competition through its most important priorities – people, principles, and performance.
“We’ve never been interested in being the biggest – we’re focused on being the best. That means showing up with precision, being transparent with our clients, and never sacrificing integrity for profit,” prides Moss.
The Intersection of Style and Quality
The best paint, the best advice, and the best service, Willis Paints offers the most refined and design-forward paint and finish lines available in the current market
As Benjamin Moore’s largest independent dealer and a trusted name in the New York metropolitan area, PaintPlaceNY is proud to be a family-owned and operated business – bringing tradition, trust, and expertise to every one of our locations. Willis Paints and Design Center (Willis Paints) is part of the greater PaintPlaceNY organization as one of its eight locations. It has been in business for over 35 years, helping to provide Long Island with affordable and luxurious coatings that make our neighborhoods unique, beautiful, and desirable.
As the go-to source for contractors, designers, developers, and homeowners, you can find us at the intersection of style and quality. We couple the premium experience you expect from Benjamin Moore – a household name in all things paint – with our huge design center where we have the latest in home fashions on display.
Willis Paints is proud to be the primary supplier of Benjamin Moore to L&L Companies, supporting the business from start to finish on all its projects across the New York area. We are enthused by our partnership with L&L Companies and the important part we play in its operations.
Proven Expertise – Supplying New York’s Most Iconic Projects
We have been supporting L&L Painting Co., Inc. (L&L Painting) throughout myriad high-profile projects, including the likes of TWA Hotel at John F. Kennedy International Airport, 3ELEVEN at 601 West 29th Street, Waldorf Astoria, Hard Rock Hotel New York, The Spiral at 66 Hudson Boulevard (Hudson Yards Project), The Greenwich at 125 Greenwich Street, and so many more.
Our decades-long partnership with L&L Painting has resulted in projects that push the boundaries of luxury and innovation.
Willis Paints is also a preferred coatings partner for major real estate and construction ventures throughout New York. We are there for our clients
from submittals to final delivery of paint, preparing drawdowns for general contractors and architects.
Willis Paints also takes the guesswork out of getting your look right with our state-of-the-art exact colourmatching service, where our consultants help you tailor the look to your room through custommatched colors. Equally, we have a fleet of over 30 vehicles, which make daily deliveries from Montauk to Westchester County and beyond, ensuring prompt and timely service to get the job done. They are trained to help you make the best decision based on the environment, direct lighting, as well as factors such as ambient lighting depending on outside exposure.
Interior Design and Home
Luxury – Long Island’s Design Destination
Our expansive showroom in Roslyn Heights offers services such as Hunter Douglas window treatments, including motorized options, which bring the future to your home.
Our design experts can work with you to get the perfect look for your windows. Whether you’re starting with a simple shade or looking to fit an entire room with blinds and layered custom drapes, we’re ready to help you with your project – no matter the size.
We also offer designer wallcoverings from brands such as Phillip Jeffries, Thibaut, and more, alongside custom reupholstery, fabrics, and design consultation services that allow you to update your current aesthetic. Willis Paints also provides inhouse design consultations with industry experts to ensure the service we provide meets the results of your dreams.
As Long Island’s premier destination for interior design resources, we have hundreds of wallpaper, window treatment, and fabric sample books to choose from – making your home the epitome of luxury.
Our vast collection of fine wallpaper, wall coverings, papers, and fabrics includes designs guaranteed to please any décor vision. From English countryside to cutting-edge contemporary, our experts are on-hand to guide you through selecting colors,
textures, and patterns to breathe new life into your interior spaces and create unique, beautiful looks to enjoy for years to come.
Willis Paints carries premium products at competitive prices; however, more than just that – we have something you can’t buy, world-class paint advice built from decades of experience, staff who love what they do, and the latest products and techniques.
No matter what trend you’re looking to add to your home, we will help you make it a reality. From high mirror glass looks to simple feature walls, we assist you not only with the products and tools, but also with the knowledge to nail your project and achieve your dreams.
Specialty Finishes and Exclusive Brands
Willis Paints offers the most refined and design-forward paint and finish lines available today.
Some of our exclusive offerings include a high-end Portola Paints dealer with lime wash and Roman clay, a premier Meoded decorative finishes dealer with various Venetian plasters and metallic finishes, and Faux Effect products.
Stop by our Long Island shop for Fine Paints of Europe, who offer high-end oil and water-based coatings, most famous for their Hollandlac Brilliant 98 paint. This is an oil-based high gloss used for door moldings and trim; however, it can transform an entire room into a stunning mirrored look.
As an authorized Farrow & Ball dealer – a worldrenowned paint and wallpaper manufacturer – we have the ability to provide paint with a truly impressive and unique finish. Specifically, Dead Flat is a very low-sheen product that is washable and scuff-resistant, making it perfect for long-term function. It is also extremely ecofriendly, so much so that you can paint toys with many of them and feel confident they are safe for your family.
With innovative and competitively priced products, knowledgeable paint and home décor experts, and fast service from a vast inventory across our eight locations, we are here for whatever New Yorkers demand. Our full-time staff pride themselves on customer service you’ll struggle to find elsewhere.
At Willis Paints, we are not just a paint place –we’re the place for home fashions.
PaintPlaceNY’s offerings at a glance
• Benjamin Moore paints
• Paint and cleaning supplies
• Specialty paint
• Hardware and supplies
• Hand and power tools
“EVERY DECISION WE MAKE, FROM FIELD TOOLS TO FINANCIAL STRATEGY, IS ROOTED IN PROTECTING WHAT WE’VE BUILT AND ENSURING IT THRIVES FOR THE NEXT 75 YEARS”
– CATHERINE MOSS, CEO AND MAJORITY OWNER, L&L COMPANIES
As such, the organization invests in its craft, teams, and the systems that make its delivery consistent and excellent. Most importantly, it leads with a people-first mindset, treating its employees like stakeholders, not just staff.
Furthermore, L&L boasts a history of leadership and commitment to quality, reliability, and integrity. Built on family values, including loyalty, fairness, and pride in its accomplishments, the Levine family has carried that legacy for generations.
“When I stepped into ownership, it wasn’t a break from that – it was an extension of it. Together, we’ve fortified what made L&L great while modernizing it for the future. Every decision we make, from field tools to financial strategy, is rooted in protecting what we’ve built and ensuring it thrives for the next 75 years,” insights Moss.
For L&L, being woman-owned and led is more than a certification – it’s a responsibility. It’s about representation, perspective,
and proving that leadership in construction can look different and still deliver exceptional results.
Moss has been the only woman in the room more times than she could count, but has led with confidence, experience, and a vision that leaves room for others. She wants women to see themselves in this industry – in boots, in hard hats, in boardrooms.
Through C-Suite State of Mind and Nontraditional Employment for Women (NEW), L&L is creating career pipelines for tradeswomen, mentoring the next generation of executives, and changing what leadership looks like in the industry.
“When more voices are included, the work gets better – and so do our cities,” Moss asserts.
BREAKING BARRIERS
L&L has participated in a plethora of exciting projects, such as its work on the Waldorf Astoria New York restoration, several MTA projects, and
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mission-critical government jobs.
“But it’s not just about what we build – it’s how we manage it,” emphasizes Moss.
The organization has implemented Bid Board Pro Bid Management Software to streamline estimating, Microsoft Power BI for live dashboards, and Microsoft 365 for collaborative, cloud-based operations. Equally, it is exploring artificial intelligence (AI) tools to improve compliance tracking, contract management, and jobsite safety – always to support, not replace, human expertise.
Additionally, empowering and recognizing its team members is of the utmost importance to L&L.
“I believe leadership is about seeing people – their effort, ideas, and growth. We mentor from within, promote talent based on performance, and make sure people are equipped with the right tools and information,” informs Moss.
“Whether it’s at the Waldorf Astoria
New York job, watching our paper hangars hang grasscloth in ornate hallways with the same care as restoring fine art, or climbing down 40 feet (ft) on a VMR Civil site into the guts of an MTA substation in Brooklyn, knowing the work we are doing is essential to keeping the city moving is empowering.”
At JFK International Airport, the Stone & Tile team maneuvered massive stone panels, nearly 40ft in the air, with millimeter precision. Every piece was carefully prepared and installed in spaces where there was no room for error. Travelers from around the world will pass through that terminal for decades, never knowing the hours of planning, problemsolving, and sheer determination it took to make it perfect – but those at L&L will know.
“And there are the quieter moments – walking a job site upstate for the Department of Environmental Protection (DEP) in the August heat
and seeing our crews push through the day, or getting a call from a client saying, “your team saved us on this one”. Those are the moments that tell me we’re doing it right,” she continues.
As L&L continues to look toward another 75 years of success, it is focused on sustainable growth, operational visibility, and expanding its public sector footprint.
“We’re also investing in leadership development internally – ensuring our next generation of foremen, supers, and executives are ready to step up. Across the board, we’re modernizing our systems while staying grounded in what works,” Moss positively concludes.
As Gaston Electrical embarks on a pivotal journey of transition and growth, President and CEO Jim Reen discusses leadership changes, innovative practices, and the seamless integration of resources with a notable industry leader
Writer: Rachel Carr | Project Manager: Michael Sommerfield
When we last spoke to Gaston Electrical (Gaston) in 2023, the company was focused on advancing its building information modeling (BIM), design, and prefabrication processes.
Today, Gaston continues along this path of progress and has recently undergone a team restructure, with long-term company leader Jim Reen ushering in an exciting new chapter as President and CEO.
“In March last year, John Sullivan was hired as our new CFO, and by September, he and I worked together on how we would like to structure the company after Bill and Mike Weber retire,” opens Jim Reen, President and CEO.
2024 was another strong year for Gaston. In the fall, Reen was informed that the dynamic Weber duo would be retiring at the end of July 2025.
Impressively, the brothers were the third generation of the family to be at the helm of Gaston since the company was founded in 1934.
Due to their devotion and determination, Gaston grew to become one of the largest electrical, low-voltage, and fire alarm contractors in New England, resulting in its successful sale to EMCOR, a Fortune 500 company that provides mechanical and electrical construction, industrial and energy infrastructure, and building services in the US and UK.
“While John oversees our accounting and purchasing teams, he has been instrumental in training our project managers on accounting principles, which will only serve to make us better,” Reen adds.
“Q4 2024 was busy and an exciting time for me professionally! I met with Bill, Mike, and the EMCOR team – who were easy to work with – to discuss the succession plan, and I was promoted to President and CEO as the new year began.
“We will certainly miss the leadership and camaraderie of the Weber family; they did a great job in setting this company up to succeed,” Reen shares.
Following the brothers’ departure, Gaston redesigned its organizational chart so that teams report up to streamline communication and close any gaps.
This ensures that the company has efficiently coordinated infrastructure to continue delivering best-in-class services, quality workmanship, safety practices, and reliability.
NAVIGATING CHANGE, EMBRACING GROWTH
As Reen reflects on the transition from a family-owned business to becoming part of EMCOR, he notes that initially, the company was facing a new, uncharted future; however, he quickly realized that being part of EMCOR presented tremendous opportunity.
“EMCOR genuinely embodies its values of ‘mission first, people always’. The leadership transition went very smoothly, primarily because the Webers managed Gaston by developing and implementing industry best practices,” Reen outlines.
During the EMCOR integration, Tim Reen was promoted to Vice President of Construction Operations, with project managers, the field team, and the Director of Design and Productivity reporting to him.
Meanwhile, Brian Jasinski was
HOW DO YOU MANAGE RELATIONSHIPS
WITH YOUR VENDORS AND SUPPLIERS TO MAINTAIN CONTROL OF THE SUPPLY CHAIN AND ENSURE THEY ALIGN WITH GASTON’S CORE VALUES?
Jim Reen, President and CEO: “We consider our vendors key business partners. Many of our main material suppliers have worked with us for decades and know what it takes to provide excellent service and the products we need to keep our customers happy. Ultimately, it’s about working as a team and executing plans together.
“Our parent company, EMCOR, believes that each business, like Gaston, should decide how to construct its supply chain model to best meet the needs of its respective business.
“We utilize strategic sourcing techniques, data analysis, and key performance indicators (KPIs) when reviewing our supply chain to ensure we are receiving the best products, service, and delivery while maintaining competitive pricing.”
promoted to Vice President of Preconstruction and Business Development, where he oversees the Estimating Department, Marketing, and Business Development efforts.
Previously, Bill and Mike took the lead on handling the majority of estimating as well as managing budgets and interacting with customers, and Tim focused more on the day-to-day operations, making Jasinski an ideal fit for his new role.
John Buckley was promoted to Vice President of Gaston’s busy Service Division. He was the Department Manager and reported to Reen previously; now, he is solely responsible for the day-to-day and financial aspects of his growing division.
Being part of EMCOR has significantly shaped and enriched the strategic direction of Gaston, infusing it with innovative approaches and a broader perspective that enhances its operational effectiveness and competitive edge.
“We have all the resources we need, and the team at EMCOR is always there to help share knowledge and leads. They care about their people, and safety is their number one priority,” Reen states.
“Having been with Gaston for the past 37 years, I find it beneficial to see how other electrical companies within EMCOR operate, and we constantly share knowledge and lessons learned, among other things.”
HARNESSING INNOVATION FOR SAFETY AND EXCELLENCE
Gaston is implementing innovative technologies and systems to enhance safety and efficiency in its projects. These advancements not only improve operational capabilities but have also become a key differentiator for the company as a leader in the industry.
For instance, Gaston recently introduced KPA Flex – a safety management software that houses job hazard analysis (JHA), safety data
sheets (SDS), and safety training.
“We also implemented a risk management committee comprising field personnel at multiple levels of experience, including apprentices, journeyman, and foremen, along with project managers and project executives,” comments Reen.
“They meet with our safety representatives monthly. We have also introduced daily huddle boards as we continually seek ways to improve. Furthermore, we have scheduled our field leaders for Safety Trained Supervisor Construction® STSC® training in the fall.”
“AS LEADERS, OUR PRIMARY FOCUS IS TO CREATE AN ENVIRONMENT WHERE OUR EMPLOYEES CAN THRIVE AND EXCEL IN THEIR WORK”
– JIM REEN, PRESIDENT AND CEO, GASTON ELECTRICAL
Gaston applies meticulous attention to detail, both in safety standards and daily operations.
Indeed, the company incorporates the ‘white glove effect’ into its service delivery by going above and beyond to ensure that every aspect of the
customer experience is handled with exceptional care and diligence.
“I think where we add the most value is meeting with the customer, taking care of their immediate needs, and then reviewing the situation to meet their requirements.
Do what you do best. We got the rest.
Knowing how to get the job done is power. A partner who helps your business run smoothly is electric.
We’re more than an electrical distributor. We understand your needs and challenges, and we’re constantly evolving our solutions to help you work more efficiently.
NorthEast Electrical is a full-service electrical distributor that provides products and services to electrical contractors, industrial, OEM, utility, and institutional customers.
The company operates more than 40 strategically located branches throughout the six New England states that are dedicated to providing exceptional customer service.
Expert-driven services & solutions for your business
Time is money on the jobsite. Let your skilled installers focus, while we handle those tasks that slow you down or cause bottlenecks. Efficient solutions give you the flexibility to react quickly to changes, and higher productivity means your team can take on more while improving jobsite safety.
PARALLEL WIRE REELS
Want to do a wire pull in a fraction of the time? A parallel wire reel takes up less space and saves your back. Instead of lifting and maneuvering multiple wooden reels, roll a single steel compartment reel on wheels over to where you need it. Pull multiple wires in one go for a more efficient, safer pull.
PULLING HEADS
Order your wire with pulling heads already installed instead of having to strip wire, tape it, put on a head, and crimp at the jobsite. Pulling heads allow for smoother and less forceful pulls, improving safety and reducing the risk of damage.
STACKED REELS
Combine multiple cable runs onto one reel with stacking. Stacked reels are quicker to set up, take up less space and speed up the installation process. We can help project manage so pulls can be stacked in the order you need them and labeled by installation location.
ONLINE ORDERS & QUOTES
Whether you place an order by phone, in store, or online, you can view the status of all your open orders and quotes on our website instead of searching emails. Filter by PO#, product name, ship date, or order status. Register for a free digital account for access to this and much more.
TRACK AND TRACE
Know where your material is from the moment you place an order to the moment it’s delivered. Get delivery notifications so you know down to the minute when it’s arriving and can plan your resources effectively.
MOBILE APP
When you’re on a jobsite or away from your computer, our mobile app gives you 24/7 access to everything you normally get from our website, including saved quotes, product spec sheets, real-time shipment tracking, and more.
PROJECT SUBMITTALS
Gathering what you need for submittals can be a very timeconsuming process. We provide accurate and timely submittal packages that will highlight questions up front so you can avoid problems and delays later.
MATERIAL EXPEDITING
It happens. Material gets damaged, lost or delayed. Don’t let it bring your jobsite to a halt. We’ll help you get what you need fast so your construction timeline can move forward.
DIGITAL JOB CENTER
Find everything you need to manage your jobs in one place, accessible 24/7. Release material as needed and see what’s been delivered and what’s still at our warehouse. Customize permissions so your team members can view or manage what they need to.
LIGHTING SOLUTIONS
LIGHTING AUDITS
Would you rather replace a few fixtures or upgrade hundreds? Let us complete a lighting audit so you can make the business case for an LED retrofit or lighting controls, showing your end customers their energy consumption and return on investment.
BOX DROP
Tired of chasing down early-morning deliveries or waiting around for materials? Our Drop Box is your onsite solution for secure, trackable, and eco-friendly delivery access – so you can hit the ground running every day.
SECURE. SUSTAINABLE. ON-SITE.
• Built for the Job Site
• Military-Grade Toughness
• Spacious & Stackable
• Lockable & Trackable
• Fast Deployment
• Easy to Set Up
LIGHTING TAKE-OFFS
Aligned with Your Market Needs
We can reduce the amount of time spent on lighting take-offs by 75% using AI-enhanced software. Forget manually counting symbols and human error. We’ll get you an accurate bill of materials for your lighting job in a fraction of the time.
SPECIFICATION ASSISTANCE
Get specified packages that are not only tailored to your individual take-offs but also include alternative products with faster lead times or a lower cost. Work with our quotations team for packages that allow you to start your project on time and stay on schedule.
EXPEDITED CONTROLS COMMISSIONING
Our lighting specialist can come to your site to program and test a new lighting controls system. We’ll ensure that the system operates as intended to reduce energy consumption and operating costs.
CUSTOM JOBSITE DELIVERIES
We don’t rely on third party logistics so we can offer fast, flexible delivery options even to residential areas. Our fleet stands ready to bring you what you need. When you request kitting, we’ll deliver complete projects to your jobsite ready to build.
NAVIGATING SOLAR INCENTIVES
Does navigating local or federal solar incentive programs slow you down? Let us help. We can provide the policy expertise and grant-writing skills necessary for success.
SOLAR KITTING
We can kit and supply your complete bill of materials via our user-friendly digital sales platform so you can focus on installing, not shopping.
PANELBOARD ASSEMBLY SERVICES
Our Panelboard Assembly Services team delivers precision, reliability and top-tier support for your electrical distribution needs.
• Assembled Distribution and Lighting Panelboards: Custombuilt to meet your specifications, ensuring safe and efficient power distribution.
• Enclosed Circuit Breakers: Designed for durability and protection, our enclosed breakers are ideal for a wide range of applications.
• Molded-Case Circuit Breakers (MCCB): High-performance MCCBs that provide reliable circuit protection and easy integration.
“We explain how preventive maintenance can help prevent an issue from occurring, and now conduct infrared (IR) scanning for customers, which can pinpoint potential problems in the future.”
However, while Gaston focuses on proactive measures, the sector is currently facing significant challenges that need to be addressed.
“Material escalation and tariff uncertainty are the biggest difficulties right now. Labor also presents a necessary challenge, as our region is experiencing a significant number of skilled and experienced individuals retiring. We must ensure that the next generation of leaders is prepared and trained to lead effectively, building our backlog responsibly to sustain our workforce,” Reen declares.
GASTON PROJECT OVERVIEW
Phillip and Susan Ragon Building Project at Massachusetts General Hospital –electrical construction/podium fit-up phase – including patient care, specialty procedure, and operating room facilities
• 1.5 million square feet (sqft) of space.
• $1.9 billion total cost.
• Five continuous podium-level floors above street level.
• Two inpatient towers.
• Six below-ground levels for parking and support services.
• 482 new private single-bed rooms.
• 23 cardiovascular operating and interventional procedure rooms.
• 100 infusion bays.
• 120 exam rooms.
• 13 imaging modalities.
• 864 parking spaces.
• 566 bicycle parking spaces.
• 46,000 sqft of public space.
FM Global’s Norwood Campus R&D Center – electrical construction/core and shell and fit-up
• Four-story, 320,000-sqft complex.
• Advanced research laboratories and corporate offices, alongside a new 930space parking garage and outdoor spaces.
• Heavy use of prefabrication to reduce construction time, minimize waste, and enhance project speed.
• High-performance façade to reduce energy loss.
• 100-percent electric-powered building including 221 geothermal wells, reaching depths of 605 feet.
Commonwealth Fusion Systems’ SPARC – electrical construction/core and shell and fit-up
• On a 47-acre campus in Devens, Massachusetts, Commonwealth Fusion Systems (CFS) is collaborating with the Massachusetts Institute of Technology (MIT) to develop clean fusion energy technology.
• CFS’s SPARC facility will demonstrate the viability of fusion as a commercial energy source using a compact high-field tokamak device that generates more energy than it consumes.
• This project not only supports the goal of carbon-free energy but also creates jobs and stimulates economic growth in the area.
FORTIFYING THE FUTURE
With a heritage spanning more than 90 years, Gaston recognizes its leadership team and committed employees, as their collective efforts have been instrumental in shaping the company’s success and reputation in the region.
“As leaders, our primary focus is to create an environment where our employees can thrive and excel in their work. It’s essential that we empower them to take ownership of their projects and make meaningful contributions. To achieve this, Gaston must ensure that its policies and processes are not only aligned but also transparent, so that everyone is well-informed and aware of their significance within the organization,” Reen tells us.
With the recent leadership changes, it is even more crucial for the company to keep the team informed and engaged, fostering a culture of open communication and recognition.
“My job is to make sure everyone
“I THINK WHERE WE ADD THE MOST VALUE IS MEETING WITH THE CUSTOMER, TAKING CARE OF THEIR IMMEDIATE NEEDS, AND THEN REVIEWING THE SITUATION TO MEET THEIR REQUIREMENTS”
– JIM REEN, PRESIDENT AND CEO, GASTON ELECTRICAL
knows what’s being asked of them and to keep them informed. Communicating their value should be a top priority; people need to feel acknowledged and appreciated for their efforts,” clarifies Reen.
Anchored by its commitment to excellence and innovation under Reen’s leadership, the strategic restructuring not only ensures a smooth transition of leadership but also empowers existing staff to step into important roles, fostering a culture of growth and opportunity.
“I want to emphasize to our team that with Bill and Mike moving on,
employees within the company will have the opportunity to step into leadership roles. It’s the responsibility of the executive and senior leadership team to ensure that we have the next leaders ready when they are needed. This gives everyone the ability to look forward to upward mobility without financial restraints,” Reen concludes.
As Gaston continues to evolve and adapt, it is set to maintain its legacy of high-quality service while embracing new challenges and opportunities that lie ahead, strengthening its position as a vanguard of the electrical contracting industry.
Phone: 781.255.8881
twest@gastonelectrical.com
www.GastonElectrical.com
EXECUTING A BOLD CONSTRUCTION VISION
MBA Energy & Industrial has created a team of experienced designers, engineers, superintendents, and managers to help streamline construction processes and invigorate the industry. We hear more about the burgeoning business from CEO, Damian Rockett
Writer: Ed Budds | Project Manager: Scarlett Burke
The most recent and transformative evolution of the US construction industry has seen a heavy shift toward energy production.
As such, the last decade has witnessed a growing focus on enabling the energy transition, including addressing renewables such as wind, solar, hydrogen, and carbon capture, while oil and gas continues to be a foundational resource.
Meanwhile, the rise in data centers and manufacturing onshoring has taxed the current energy grid, and many businesses are now seeing a heavy push to utilize a combination of natural gas and nuclear power.
Boldly navigating this ever-evolving landscape, MBA Energy & Industrial (MBA) is a design-build construction services provider focusing its efforts in the vast industrial, energy, and manufacturing sectors.
“Due to our reputation for successfully completing energy projects in remote locations all around the country, we have found ourselves a perfect fit to meet the needs of the energy, industrial, data center, and manufacturing sectors’ growth that is going on across the nation,” introduces CEO, Damian Rockett.
“At the same time, labor shortages and supply chain swings have been real challenges, but we are utilizing
our experience and vast supply chain to mitigate these difficulties for our customers,” he sets out.
This formidable ability to adjust and keep delivering is a big reason clients continue to come back to MBA, particularly as end users are no longer willing to wait for utilities to come to them.
MBA’S KEY PROJECTS
EVRAZ STEEL MILL
• A two-story, steel-framed administration building inside an active steel mill to support operations, including first-floor locker rooms and showers and second-floor office space for management and staff.
• The project was completed in a high-risk environment with zero safety incidents through disciplined planning, training, and execution.
AIR PRODUCTS AT TEXAS CITY
• An approximately 23,000-square-foot (sqft) blast-rated operations office and warehouse for an air products hydrogen and ammonia plant located on the TX coast.
• A 10,000 sqft blast-rated office portion of the building includes thick concrete tilt-up walls with a high gage metal roof and blast-rated, vault-type main doors.
BITCOIN MINING FACILITY
• A bitcoin mining facility totaling over 130,000 sqft across seven buildings.
• The project featured unique design finishes and customized schedule sequencing. MBA’s exceptional performance led to the awarding of two additional projects totaling 900,000 sqft across two buildings.
STEEL DYNAMICS PROJECT
• 20 design-build structures totaling over 500,000 sqft and made up of a variety of buildings on a single campus serving multiple customers.
• The scope included pre-engineered metal buildings, an administration building, water treatment facilities, interior pulpits, complete heating, ventilation, and air conditioning (HVAC) systems, and integrated rail lines to support large-scale industrial operations and logistics efficiency.
INDEPENDENT OIL AND GAS COMPANY - MULTI-WELL CENTRAL TANK BATTERY
• Multi-well pad in West Texas complete with primary and secondary separation, vapor and liquids management, and pipeline takeoffs for oil, gas, and water.
• This included a strategic turnkey design to accommodate compressed timeline, simultaneous operations, safety considerations, and construction sequencing to reduce overall duration to place the wells in production.
“We are built to handle complex, fast-moving, and remote projects and keep them moving when others stall. That is why so much of our backlog comes from repeat clients – they know we will find a way to deliver,” Rockett affirms.
STICKING TO PRINCIPALS
Recognizing an industry need for cost-effective oil and gas designbuild, engineering, industrial contracting, and construction services, Principals Cory Martin, Mark Brown, and Daniel Acevedo founded MBA to deliver practical, effective solutions for the energy and industrial sectors.
The three founders took their vision for success and came together to combine their construction, engineering, and contracting experience to grow the business into a successful
“OUR APPROACH IS TO OWN THE COMPLEXITY, NOT HAND IT BACK TO THE CLIENT – OPEN COMMUNICATION AND TRUST ARE PART OF IT, BUT THE REAL DIFFERENTIATOR IS HOW WE MAKE THE PROCESS SIMPLE WITHOUT CUTTING CORNERS”
– DAMIAN ROCKETT, CEO, MBA ENERGY & INDUSTRIAL
design-build construction company.
Since its inception, MBA has grown into an industry leading company offering services throughout North America with its headquarters located in Houston, Texas (TX) and field offices in Austin, TX and Salt Lake City, Utah.
“The MBA name was conceived using the first initial of each principal’s last name. To this day, the company is still owned by the original founders,
continuing their vision of providing quality design-build construction services at affordable rates,” Rockett recalls.
“Today, we manage every phase of a project’s lifecycle – from design, procurement, project management, and construction – with one team and one process. Our projects span oil and gas, renewable energy, renewable natural gas (RNG), carbon capture,
water treatment, manufacturing, and large-scale data centers,” he elaborates.
Furthermore, MBA is now licensed in 42 states and often works in remote areas where few other companies can mobilize so effectively. It excels at large-scale facilities and multibuilding campuses, delivering projects that demand significant coordination and execution discipline.
MASTERING THE INDUSTRY
At MBA, every project brings unique demands and requires specialist attention.
“Our approach is to own the complexity, not hand it back to the client – open communication and trust are part of it, but the real differentiator is how we make the process simple without cutting corners,” Rockett explains.
Air products at Texas City plant
BUILDING OUR COMMUNITY ONE PROJECT AT A TIME
Dedicated to crafting a strong and vibrant future, Golden Block Builders is here to turn your Structural Steel Erection and Metal Building construction goals into reality with an unwavering commitment to excellence
BECOMING THE LEADER REFERENCE IN THE COMMERCIAL AND INDUSTRIAL CONSTRUCTION SECTOR
With a vision of becoming the leading reference in the commercial construction industry, Golden Block Builders provides a full range of solutions to your metal building and structural steel erection scope. Whether the project consists of ground-up construction, transformative renovation, or ambitious expansion, our team of dedicated and experienced steel erection experts is ready to join your efforts.
Golden Block Builders is headquartered in Spring, Texas, and provides coverage coast to coast, having experienced projects from California to New York, Texas to South Dakota, and all states in between. Our commitment to quality, safety, and innovation is what continues to set us apart in the world of construction.
Our craftsmanship includes structural steel erection along with:
• Primary and secondary steel erection
• Standing seam roof system/Insulation Metal Roof Panel (IMRP) system
• Metal wall panel systems/Insulated Metal Panels (IMPs)
• R-value insulation systems
• Mezzanine platforms/multi-level building structure
• Floor and roof decking
• Pre-fabricated stairs, roof hatch, and access ladder
• Structural and miscellaneous welding
• RTU and equipment structural Support
• Metal Canopies
• Gutters and downspouts systems
• Coping/cap Trim.
• Special-use industrial steel buildings and as-built
“SAFETY AND QUALITY ARE A REFLECTION OF OUR CORE VALUES”
Integrity – Always do the right thing.
Golden Block Builders thrives in industries that require a high level of craftsmanship, capability, and safety standards. Some of these sectors include renewable energy, oil and gas, special-use industrial buildings, water treatment facilities, medical, data and tech, manufacturing, government, education, transportation, aviation, and retail giants.
As such, to ensure the completion of our projects with accuracy, expertise, and success, Golden Block Builders is comprised of multi-disciplinary teams that focus strategically on what is currently driving the markets we work with, alongside any challenges they may face with workforce and skills.
Ownership – We take pride in our work, celebrate our successes, and recognize when we fall short.
PREPARING THE NEXT GENERATION OF CRAFTSMANSHIP
To support the various crucial sectors and prepare the next generation of skilled craft tradesmen in structural steel, we have launched an apprenticeship program with the Construction and Maintenance Education Foundation (CMEF) – a non-profit solely devoted to servicing the workforce development needs of the contractor community through various initiatives. Our entry-level hires are provided with the classroom and on-the-job training necessary to sharpen their skills over the course of several years. Golden Block Builders is also a proud member of the Associated Builders and Contractors (ABC) – a national US trade association representing and advocating for the construction industry. ABC provides an opportunity for our staff to network, engage with the community, and stay on top of the latest trends and safety practices.
Unity – Teamwork is the beating heart of the company, and building and maintaining relationships is at the center of every decision made.
Community Engagement and Forward Looking
Serving our community is just another fun way to give back to the communities that have had our backs since day one. Our staff loves to regularly participate at the Houston Food Bank, engaging in back-toschool fundraising, and supporting Christmas toy drives.
As Golden Block Builders looks to the future, we recognize that our fabrication capabilities are currently limited to a small region of the northeastern US; however, as our next big step, we are planning to expand these capabilities further into the South, Midwest & West Coast States. We look forward to continuing to serve new and existing clients and growing our well-established footprint.
Resilience – We rise to any challenge with a problem-solving and innovative mindset.
Phone: (346-630-0028)
Admin@goldenblockbuilders.com
www.GoldenBlockBuilders.com
Furthermore, when the Inflation Reduction Act (IRA) was passed in 2022, MBA did not wait for others to figure out how it would work –instead the company hired a fulltime IRA specialist to ensure all its operations stayed ahead of regulatory requirements.
“We have already completed several IRA projects and are currently involved in over a dozen others. Our reputation has led us to support construction operations on multiple new chip manufacturing facilities across the country,” he continues.
Additionally, MBA is the premier choice for data center development. It has 1.5 gigawatts of data center capacity and offers unmatched expertise in design, engineering, procurement, and construction for such facilities.
Within this portion of the company’s work, its highperformance computing (HPC)certified Design Manager is crucial to
“WE ARE BUILT TO HANDLE COMPLEX, FASTMOVING, AND REMOTE PROJECTS AND KEEP THEM MOVING WHEN OTHERS STALL”
– DAMIAN ROCKETT, CEO, MBA ENERGY & INDUSTRIAL
creating elite new centers.
The company’s leaders are hands-on problem solvers and well known by both internal and external stakeholders throughout each project.
“We also reinforce accountability with dedicated roles for safety, quality, and warranty, so clients know we deliver and stand behind our work.”
Ultimately, this is the reason why more than 74 percent of MBA’s work comes from repeat clients, who can always rest assured that the company makes the hard jobs easier for them.
COMMUNITY CARE
For
MBA, corporate philanthropy
is less about recognition and more about supporting its people as they help their local communities.
“The company and our employees pride themselves on being engaged members of the communities we work in. We partner up with clients around the country to support local charities while also aiding nearby schools and organizations,” Rockett prides.
This support doesn’t stop at just financial donations, however, as MBA prides itself on responding in person when it can.
“Our people can often be found helping local charities like the Houston Food Bank and we have also been involved with cleanups after every
PROVIDING
FAMILY OWNED EXCELLENCE FOR NEARLY A DECADE!
Cell: (575)449-5219
Office: (575)552-5622
Dispatch: (575)725-1706
Email: Diamond@DiamondHSR.com
We proudly offer services to the surrounding areas of West Texas and southeastern New Mexico.
major storm that has hit the Gulf Coast, from New Orleans, Louisiana to Brownsville, TX, over the last few decades,” he adds.
MBA also makes it a priority to recognize achievements and celebrate its people. Every March, the company takes time to recognize Women in Construction Week to honor and celebrate the incredible women on its team.
“We also organize activities such as pickleball, basketball, go-karting, and even fielded a softball team, while a yearly highlight is our annual Christmas paintball tournament.”
These moments matter to both the company and Rockett, as they keep the team connected.
We understand that what sets MBA apart from our peers is our people, so we make investing in our employees a top priority.
“Put simply, if we take care of our doers, they will take care of our clients,” he expands.
Diamond Hotshot & Rental, LLC has been dedicated to delivering exceptional customer service for all your oilfield equipment rental needs for over seven years. Our extensive inventory includes a variety of equipment, such as forklifts, manlifts, skid steers, trenchers, pressure washers or steamers, light towers, 4–6-seater ATVs, and much more. Additionally, we offer hotshot services that cater to projects of all sizes and distances, ensuring competitive pricing for our customers. Whether you need equipment for a short-term project or require reliable transportation services, Diamond Hotshot & Rental is here to assist you.
DEDICATED TO THE JOB
Undoubtedly, what continues to set the company apart is the tried and tested structure of its team.
MBA places a lot of emphasis on accountability, which is the reason why it employs a full-time Safety Director managing its site-specific safety plans, a Quality Control Manager focused on consistency, and Warranty Manager who ensures the company stands by its work even after the job is finished.
Using this formula for success moving forward, MBA will endeavor to focus on its core client base in the heavy industrial and oil and gas sectors. At the same time, the company is growing in renewables, data centers, and energy production.
Elsewhere, MBA has also been at the forefront of large bitcoin mining facilities and is now part of the artificial intelligence (AI) data center revolution.
“We have also seen substantial
growth with our engineering, procurement, and construction (EPC) partners, and we plan to continue to build on that. Across every industry, our priorities stay the same – safety, quality, client satisfaction, and operational efficiency,” adds Rockett.
“At the end of the day, our goal is simple – deliver high-quality projects on time, on budget, anywhere, every time,” he firmly concludes.
Tel: 832-299-4844
pgarner@mba-nrg.com www.mba-nrg.com
Discover our exclusive content, delivered straight to your inbox
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.
A multi-channel brand, Mining Outlook brings you the positive developments driven by organizations across the global mining industry through its various platforms.
Discover exclusive content distributed through its website, online magazine, social media campaigns and digital dispatches, delivered straight to your inbox with a bi-weekly newsletter.
Through these compelling media channels, Mining Outlook continues 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.
DOMINANT DRILLING FORCE
After joining Foraco in 2006, we embarked on an ambitious plan to take the company global.”
From its humble beginnings in the south of France over 60 years ago, Foraco became a dominant force throughout West Africa. The company is a global leader in
drilling services for mining and mineral exploration, as well as a leading provider of water drilling services primarily related to mining activities, with a fleet of 265 drills operating in 22 countries and over 2,000 employees.
Tim Bremner, who began as Senior Vice President of North America and became CEO in 2023, has been
an integral part of Foraco’s journey as the company expanded into the main mining regions, including North America, Australia, and key markets in Latin America.
“Combined, they make up 75 percent of the world’s exploration spending,” he continues. This means more predictable and stable
Operating in some of the most challenging environments, Foraco provides advanced drilling services for both the mining and water sectors. Tim Bremner, CEO, emphasizes its global expansion, innovative drilling solutions, and commitment to sustainability
Writer: Jack Salter | Project Manager: Scarlett Burke
business for Foraco as these regions offer tremendous growth opportunities without the volatility that presents in less stable regions.
It was a conscious decision to move the company in this direction and one that was in the best interests of all stakeholders.
“In parallel, we managed to diversify
the range of drilling services offered, including surface and underground core drilling, rotary drilling, reverse circulation (RC), production drilling and blasting, geotechnical services, large diameter coring, and deep directional drilling services,” elaborates Bremner. Water drilling has been a core Foraco capability almost from the beginning,
and the growth in mining services provided a natural opportunity to expand its water well services globally.
INNOVATIVE METHODS
Being able to provide a full suite of services to meet the needs of its mining customers is a tremendous advantage for Foraco.
WHAT TRENDS ARE SHAPING THE FUTURE OF THE MINING AND DRILLING INDUSTRY, AND HOW IS FORACO POSITIONING ITSELF TO ADAPT TO THESE CHANGES?
TIM BREMNER, CEO: “What we see as the main trend shaping the future is the increasingly rapid uptake of technology around the world.
“Today, everyone everywhere is demanding more and more automation and less handson work. The days of accepting a somewhat simpler and less-costly alternative are waning fast.
“Foraco must respond to this demand by leveraging our in-house capabilities in certain regions in order to develop this capability throughout the organization.”
The company also employs innovative methods, including both drilling techniques and equipment, that differentiate it from most of the competition.
“We have developed an in-house deep directional drilling capability that allows us to drill holes directly to our customers’ specified targets,” informs Bremner.
“This capability means we don’t have to rely on third-party services, resulting in more efficient and costeffective drilling.”
In terms of equipment, Foraco has been a leader for years, with data acquisition at the drill rig beginning over two decades ago.
This was leading-edge technology at the time and has since evolved into a reliable, robust system.
In 2015, the company built its first remotely-controlled RC drill for a customer in Australia – another capability it developed in-house.
Today, many of Foraco’s drills are operated remotely, with crews working in climate-controlled environments.
“This is particularly invaluable in harsh conditions; whether it’s 45 degrees Celsius (°C) in the Australian outback or -45°C darkness in Northern Canada, our operators can work in a safe and comfortable setting,” Bremner assures.
As a leader in water services related to mining, Foraco also has a proprietary rig that is state-ofthe-art in terms of technology and sustainability.
The Next Generation BF 800 (NGBF 800) is a powerful, versatile small footprint drilling system with two rigs now fully operational in Australia.
“We received the Australian Drilling Industry Association (ADIA) 2024 Safety Innovation of the Year award for this rig, which is recognized as an industry-leading innovation by our customers and employees,” acclaims Bremner.
“WE TAKE A PROACTIVE APPROACH RATHER THAN A PUNITIVE ONE, WHICH EMPOWERS OUR TEAM TO DO WHAT IS RIGHT”
– TIM BREMNER, CEO, FORACO
IN-HOUSE SOLUTIONS
Foraco works closely with its providers to deliver best-in-class drill rigs for specific projects depending on the needs of its customers and is often required to provide innovative in-house solutions.
For example, the company manufactures its own low-impact drills in Brazil that meet local requirements for
minimally invasive drilling operations.
Mature business relationships are maintained with virtually all main suppliers in the industry, with a focus on providing the best products for the services required.
“Our sourcing decisions for in-hole tooling are based on a combination of value and timely delivery,” Bremner tells us.
One of Foraco’s key priorities is to continue innovating in terms of equipment and technology.
This includes evaluating opportunities for fully automated functions and exploring the use of artificial intelligence (AI) to make a significant impact on its operations.
“In addition, we will continue to grow our business with Tier 1 customers in the main mining regions where we currently operate, emphasizing copper and gold as our primary commodities,” outlines Bremner.
PROACTIVE APPROACH
Sustainability is also critically important to Foraco, and today, it goes beyond working safely.
The company aims to reduce its impact on the environment where possible and has developed a longterm environmental policy focused
FORACO’S MINERAL DRILLING SERVICES – AT A GLANCE
• EXPLORATION DRILLING – The discovery of virtually all mines depends on exploration drilling. Along with the search for water, this is where the Foraco story began.
Increasingly, these discoveries – both on the surface and underground – are occurring in some of the most remote regions of the world that require the company to address not only customers’ technical requirements, but also accessibility of the drilling site, topography, water supply, and ground conditions.
Foraco specializes in operating in harsh environments as well as some of the most inaccessible locations on Earth. Its many years of experience in these conditions allows the company to offer complete drilling solutions, utilizing a variety of drilling techniques.
• DEVELOPMENT DRILLING – Once discovered, the viability of a new mine or expansion project needs to be proven, demanding extensive development drilling.
External and internal financing requires a definitive review of the project economics, such as precise location, grade, and tonnage, before funds are committed.
To obtain sufficient information, development drilling is completed, providing detailed definition and parameters of the ore body.
• PRODUCTION DRILLING – For most metals, extracting the ore requires production drilling and blasting operations.
Foraco specializes in long hole drilling and blasting as it demands a high degree of drilling accuracy and controls to minimize dilution.
Both pneumatic and electric top hammer drills are used for this mining method, which also requires inverse and drop raising operations to provide the opening for blasted ore to break into.
on air quality, energy and water conservation, and minimizing waste.
Sound environmental protection principles have been integrated into the company’s operations, with quantitative key performance indicators (KPIs) used to measure and maximize improvements and efficiencies.
In each country, Foraco ensures compliance with applicable laws, regulatory controls, and site-specific environmental policies.
In addition, they collaborate with clients in implementing best practice approaches to protect natural resources.
Currently, the company is focused on two main sources of environmental impact that are particularly relevant to its activity – greenhouse gases and water use.
Bremner’s commitment to sustainability is the starting point, ensuring every individual knows that the entire organization, from the leadership team to every employee, is equally dedicated to this objective.
“We take a proactive approach rather than a punitive one, which empowers our team to do what is right,” he emphasizes.
“This ensures we protect our employees, the environment, local and Indigenous communities, and our customers’ right to operate.”
Whilst Foraco has all the necessary systems and procedures that form its sustainability management system, these tools alone cannot achieve the company’s objectives.
“A sound culture, embedded throughout the entire organization, is essential for our success,” Bremner closes.
OFFICES IN CANADA, THE US AND THE UK
GLOBAL PROJECTS & FORWARDING
SHIPPING OF MINE DRILLING EQUIPMENT
AIR-SEA-SURFACE TRANSPORT OF CRUSHING COMPONENTS GLOBALLY
MINING EXPLOSIVES
DOOR-DOOR TRANSPORT
AIR CHARTERS TO REMOTE REGIONS
Our global team has built up diverse experience servicing the mining industry for decades. We shipped the crushing components from a decommissioned mine in Northern Ontario to East Coast Canada and then via full ship charter to Callao, Peru. We arrange for regular air shipments of mine drilling equipment to West Africa. We know Africa. On-time delivery of imported technology to mine-sites across Canada and the US is a constant.
PEOPLE POWER
The New York Power Authority is proudly leading the transition to a carbon-free, economically vibrant state through customer partnerships, innovative energy solutions, and the responsible supply of affordable, clean, and reliable electricity. We learn more with Executive Vice President and Chief Financial Officer, Adam Barsky
Writer: Ed Budds | Project Manager: David Knott
New York is the fourth-most populous US state and hosts the country’s third-largest economy.
Additionally, its largest metropolitan area, New York City, is the nation’s financial hub and has been recorded as the city with the most residents in every census since 1790.
As such, the state’s energy resources and provision of power must be meticulously managed and maintained.
Proudly undertaking this task, the New York Power Authority
(NYPA) is the US’ largest state power organization, operating 17 generating facilities and more than 1,550 circuit miles of transmission lines.
“This is the most exciting yet challenging time to be involved in the energy sector because so many facets of the industry must be balanced simultaneously in order to maintain the broader energy transition,” introduces Executive Vice President and Chief Financial Officer, Adam Barsky.
“At present, we are trying to decarbonize the grid while meeting the requirements for affordable power,” he affirms.
Joining the authority in 2019 and leveraging over 35 years of experience in financial services, commercial banking, and government, Barsky continues to utilize his considerable competencies to lead capital planning initiatives, establish risk management programs, and optimize NYPA’s financial performance and resilience.
“I currently oversee all financial functions and drive the corporate strategy, aligning it with NYPA’s vision of becoming the first end-to-end digital utility and supporting its clean
“WE’RE SO PROUD OF THE CANAL SYSTEM AND WHAT IT MEANS TO NEW YORK AND THE COUNTRY. WE COUNT OURSELVES LUCKY TO BE THE STEWARDS RESPONSIBLE FOR THIS INCREDIBLE RESOURCE OF THE STATE”
– ADAM BARSKY, EXECUTIVE VICE PRESIDENT AND CHIEF FINANCIAL OFFICER, NEW YORK POWER AUTHORITY
energy and sustainability goals.”
Throughout his experienced career, Barsky has also held numerous positions in both state and local
government, including Deputy Secretary to the Governor of New York for Finance, Housing, and Public Authorities.
NYPA’S MISSION, VISION, AND VALUES
NYPA’s vision, mission, and values provide a strategic framework to align decision making, actions, and culture.
VISION:
A thriving, resilient New York State powered by clean energy.
MISSION:
• Spearhead the ongoing transition to a carbon-free, economically sustainable, and flourishing New York.
• Continue operating and maintaining a premier waterway and canal system that honors the historic legacy of the Erie Canal and offers unique recreational and tourism opportunities, while also promoting sustainable economic development throughout the canal corridor.
VALUES:
• Work for the greater good and a stronger, sustainable New York.
• Hold the highest standards of integrity, safety, and excellence.
• Remain resilient and use ingenuity to make big things happen.
• Draw strength from diversity – everyone contributes, everyone belongs.
• Work as one team, putting trust and confidence in each other.
PLANTING THE SEEDS FOR POWER
Boasting a long and proud history, NYPA began life as an early experiment in public power, serving as a structured model for federal initiatives such as the Tennessee Valley Authority and Bonneville Power Administration.
“Today, we produce some of the cheapest electricity in North America, helping to drive New York’s economic revival, while its efforts to promote efficient use of energy and develop new, environmentally-friendly power sources continue to break new ground and draw both national and international attention,” prides Barsky.
The founding seeds of the authority were planted by Charles Evans Hughes, the 36th Governor of New York, who in 1907 declared that the state’s undeveloped waterpower must be preserved and held for the benefit of the people and should not be surrendered to private interests.
Ultimately, Governor Franklin D. Roosevelt, the 44th Governor of New York and later the 32nd US President, established the state’s model for public power through legislation signed in 1931.
“The authority remains true to its mission, serving the public without the use of any tax revenue or state credit. We finance the construction of our projects through bond sales to private investors, repaying bondholders with proceeds from our operations,” Barsky sets out.
“We aim to utilize the state’s great natural resources to generate power and offer great prices, both of which can be used as an engine for economic growth and development.”
This dedication to care and providing essential utilities for the people of New York has echoed true throughout the ever-expanding story of NYPA.
GENERATIONAL CAPABILITIES
Over the years, NYPA has developed
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some of the largest hydropower plants in the country, with its sites located in Niagara Falls and St. Lawrence County.
“Together, these impressive facilities generate over 23 terawatt hours of power, which represents more than 20 percent of all electricity generated in New York State,” Barsky explains.
“Meanwhile, in addition to our hydropower sites, we have 15 other generation plants situated throughout the state,” he furthers.
Power generation is at the heart of NYPA’s mission and the core of its business.
As such, thanks mainly to its largescale hydroelectric plants, New York State now produces a substantial portion of statewide power needs.
“Because more than 80 percent of that power is hydroelectric, it’s generated without fossil fuels and their related emissions. New York therefore generates more power from hydro than any state east of the Rocky Mountains.”
In fact, clean generation sources and the fact that New Yorkers use less
“WE AIM TO UTILIZE THE STATE’S GREAT NATURAL RESOURCES TO GENERATE POWER AND OFFER GREAT PRICES, BOTH OF WHICH CAN BE USED AS AN ENGINE FOR ECONOMIC GROWTH AND DEVELOPMENT”
– ADAM BARSKY, EXECUTIVE VICE PRESIDENT AND CHIEF FINANCIAL OFFICER, NEW YORK POWER AUTHORITY
– and spend less on – electricity per capita than the citizens of any other state in the country make it a national energy leader.
“We’re also one of the largest owners of the transmission system in the state as we currently operate over 1,500 miles of transmission –almost 40 percent of the high-voltage transmission grid,” Barsky expands.
CLEANING UP THE INDUSTRY
A key balance that must be struck by NYPA is the alignment of state goals with federal mandates alongside a constantly shifting set of trends and priorities, meaning the authority must often adjust its strategy accordingly.
“Many subsidies remain on the table for use in technologies such as battery storage, geothermal, nuclear, and biomass energy sources, which are incentives that will remain active for now,” Barsky clarifies.
“However, we’re constantly updating our strategies in order to take full advantage of the money granted by the state so we can get our projects completed on schedule and at a reasonable price point that is acceptable in the marketplace,” he adds.
During recent years, NYPA has been given the additional responsibility of helping to build renewable power production throughout the state,
working across a variety of energy sources such as solar, wind, and geothermal.
“Marking a noteworthy point of pride for our business, in June this year, Governor Kathy Hochul tasked the authority with proudly leading the development and construction of at least one new nuclear facility,” Barsky enthuses.
This will feature as a key component of NYPA’s strategy to meet the state’s 100 percent clean energy target by 2040, which involves a diverse mix of renewable and clean energy sources.
Nuclear power is intended to complement the state’s growing
reliance on offshore and onshore wind, solar, and hydropower resources, with the project being framed as a ‘nuclear renaissance’ within New York’s broader strategy for a brighter clean energy future.
PROUD STEWARDSHIP
Elsewhere, a particularly notable achievement for the authority was confirmed back in 2017 as NYPA assumed ownership of the New York State Canal Corporation (NYSCC).
The New York State Canal System includes the Erie, Champlain, Oswego, and Cayuga-Seneca Canals.
“Spanning 524 miles, the historic
waterway links the Hudson River with the Great Lakes, the Finger Lakes, and Lake Champlain, allowing New York to flourish,” states Barsky.
NYSCC is celebrating its 200th anniversary this year with a large bicentennial celebration running through to the end of 2025.
This aligns perfectly with the announcement that New York will be hosting the World Canals Conference in September this year.
By helping to identify and streamline operations together with NYSCC, the authority remains confident it can continue to maintain and advance operating efficiencies to build on the solid foundation of this iconic waterway.
“We’re so proud of the canal system and what it means to New York and the country. We count ourselves lucky to be the stewards responsible for this incredible resource of the state,” he finishes confidently.
Phone: (914) 681-6200
info@nypa.gov
www.nypa.gov
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EXCELLENCE, ONE TRAILER AT A TIME
A vision forged in family, Delco Trailers has grown from a small mom-and-pop business into a nationally recognized brand. We revisit the company, who has spent the last year expanding, innovating, and refining its processes
The light-to-medium trailer market in the US has navigated a period of significant change over the last two years.
Increasing tariffs – including a 25 percent charge on imported steel and aluminum – have increased costs for both manufacturers and consumers by raising the price of raw materials.
This has fueled a fiercely competitive landscape, further intensified by the entry of new market players from Mexico, for example, who offer lower labor and material costs.
Companies operating within this space are therefore focusing on enhancing their value proposition through pricing restructuring and continually prioritizing quality and
customer service, while mergers and acquisitions play a pivotal role in reshaping market dynamics.
As the sector continues to evolve, so does the focus for manufacturers. With consumers increasingly seeking state-of-the-art trailer features, lightweight designs, and advanced safety systems, those embracing innovation are best positioned to thrive.
It is within this context that we revisit Delco Trailers (Delco), headquartered in Paris, Texas, to examine how its activities have developed.
When we spoke last year, the company was in the midst of a transformative expansion, having
opened a new 600,000 square foot (sqft) manufacturing facility.
Today, the Delco team has successfully transitioned its entire production into this cutting-edge facility, demonstrating how the strategic investment has bolstered the company’s position and manufacturing efficiency –despite a backdrop of difficult market conditions.
OPERATIONAL EXELLENCE IN ACTION
Since 2024, Delco’s key automation processes have moved from implementation to full operation, resulting in enhanced proficiency, product quality, and capacity.
In addition, the automated powder
coating line – a major focus for the company since last year – is now fully functional, with Delco having contracted Total Finishing Systems to implement the technology earlier this year.
Meanwhile, the seamless flow of trailers from the welding process directly to the overhead rail for coating continues to streamline production and reduce manual handling.
The efforts Delco has put into its finish line have paid off, with a consistent, high-quality finish for every unit, driving forward the brand’s reputation for durability and craftsmanship.
With the automated wash bays
implemented at the end of Q3 2024, this upgrade further automates the manufacturing process, freeing up manpower and ensuring greater consistency when preparing trailers for final finish.
This integration not only boosts productivity but also reinforces Delco’s commitment to quality control at every stage of production.
Beyond these tangible additions, Delco’s inward focus on refining internal processes remains.
The company’s forecasting, for instance, has been fine-tuned to lower material inventory, while streamlined warehouse procedures have enabled Delco to keep better track of trailer components, eliminating
inefficiencies and minimizing missing parts.
An internal ordering system for in-house parts is now fully integrated, providing more efficient monitoring and control of components.
These are just a few examples of small changes the company is making that collectively contribute to a more robust, organized, and scalable operation.
STRENGTHENED BY INNOVATION
Delco’s strategic investments have fortified its position in a market that continues to deal with high production capacity and increased international competition.
SPRINGS ‘N’ THINGS FOR INDUSTRY
DEPENDABLE SERVICE AND PRODUCTS
Action Spring Company is a family and woman owned business located in Tulsa, Oklahoma and has manufactured springs, wireforms and metal stampings since 1971. The business was started by Marshall Jackson who started in the spring industry in the mid 1950s. Since 1971, Action Spring has been providing quality products and service
to a wide range of industries including aerospace, agriculture, construction, recreation, electronics, oilfield, trailer and residential – just to name a few, with all of our products being made in America.
After the passing of Mr. Jackson in 2005, Rhonda Miller, Mr. Jackson’s daughter, and her husband, Greg, took over the business and have eliminated some of the manual
machinery with more up-todate equipment to help with the quality and efficiency of manufacturing parts.
We have state-of-the-art testing equipment to assure high-quality products.
However, it is our experienced and dedicated production and administrative staff that makes Action Spring second-to-none for dependable service and products.
Our sales and engineering team are here to help you design what you might need to create your product. Prototypes can be produced to ensure the right fit, if needed. All parts have a final inspection performed to ensure that customers receive the finest quality parts made to their specifications. We are able to produce compression, extension, torsion and flat springs of nearly any shape or size from .003” to 1.00” wire diameter. Using hightech computerized coilers and lathes, we create the high quality product you want at the custom specifications you need.
Our metal stampings can be made in sizes from .004” to .375” thickness with widths up to 8.00”. Our tooling department can produce a custom die to manufacture your part using the latest in equipment. Our four slides and secondary departments can produce custom manufactured parts to your specifications from .003” to .625” wire diameter.
Action Spring Co. wants to be your source for springs, wireforms and metal stampings. Call us and we will help you with your next order.
By enhancing its efficiency and product quality, the company has carved space for itself as it stands out from other industry players.
Over the last two years, an influx of competitors has pushed trailer
2025 TRAILER TECH EXPO
manufacturing companies to evolve, and Delco’s response has been to innovate and improve from within.
The company’s trajectory from a small-scale operation in 2006 to a leading name in the trailer industry is
The 2025 Trailer Tech Expo, powered by the North American Trailer Dealers Association (NATDA™), was held in Reno, Nevada, in February.
The event focused on the technology and tools driving future trailer dealerships, including hands-on training from experts, networking opportunities, and key talks.
Delco attended this year and, alongside connecting with many incredible dealers and industry professionals, was honored to be a finalist for the Customer Service Excellence award.
The company was also proud to pay special mention to its very own Kyran Hollje, Marketing Director, who was named among the finalists for Woman of the Year.
a testament to this relentless focus on improvement.
Delco’s investment in its 600,000 sqft facility has additionally allowed it to scale production while maintaining its core values of quality and consistency.
The company’s ability to produce 150 to 200 trailers per week, with a capacity of 500 units in the same timeframe, positions it to respond effectively to market fluctuations and maintain a strong foothold in the lightto-medium trailer sector.
COMMUNITY AT THE CORE
Delco’s business model remains deeply rooted in the strong relationships it cultivates with customers, suppliers, and employees.
As a family-run operation, the company extends its values of trust and respect throughout this network.
Consisting of nearly 180 independent retailers, Delco’s dealer partnerships are supported by a dedicated team that is committed to creating the best possible product.
The company’s supplier relationships, meanwhile, many of which have lasted for nearly 20 years, are reinforced by the recent appointment of Purchasing Manager, Kevin Dyck, who is focused on building legacies and strengthening communities.
The resulting stability in the supply chain has ensured timely procurement of quality products, which, in turn, has contributed to Delco’s reputation for reliability.
The dedication and talent of the company’s nearly 200-strong staff base remains a core differentiator as it fosters an inclusive environment where every employee’s voice is heard and respected.
By empowering its employees and celebrating their successes, Delco ensures that the passion of its workforce translates directly into the quality of its products.
In March 2025, Delco hosted its annual Trailer Build-Off competition, which honors the next generation of builders by investing in and spotlighting emerging industry talent.
This commitment was further underscored at Delco’s Family Day in May this year, which celebrated the company’s community roots and marked the second anniversary of its facility’s grand opening.
NAVIGATING THE FUTURE
The trailer market continues to evolve in 2025 with broader trends including the integration of smart technologies, a greater emphasis on lightweight materials, and rising demand for
bespoke designs.
Delco’s investments in automation and efficiency mean that it is primed to respond to these changes effectively.
The company’s emphasis on building better, more consistent products, alongside its commitment to both its customers and employees, ensures Delco remains a resilient force in the light-to-medium trailer industry.
Its journey from a small-scale operation to industry leader underscores the importance of a clear, long-term vision for the company.
By continuously refining its processes, leveraging state-of-theart facilities, and staying true to its core values, Delco is not just keeping pace with the market – it is helping to shape its future.
PERFORMANCE PEAK
With safety, sustainability, and community at the core of everything it does, Signal Peak Silica continues to make strides in providing high-quality frac sand closer to the end user. We sit down with President, Chris Samanns, who tells us more
Chris Samanns, President of Signal Peak Silica (SPS), was first introduced to the mining industry in 2012 when his brother referred him to an open position at Preferred Sands (Preferred) – the predecessor company of SPS.
“At the time, my brother was working in the accounting department and referred me to an open supply chain position,” he introduces.
A commercial real estate firm turned mining company, Preferred was initially headquartered in suburban Pennsylvania.
The company began operating within the mining space after purchasing an aggregate plant in Florida with the intention of developing real estate there – but instead decided to keep the plant and pivot back toward mining.
Later, it was introduced to a frac sand opportunity in Nebraska, and in 2007, purchased this plant before quickly acquiring additional frac sand locations across Minnesota, Arizona, Wisconsin, and Saskatchewan.
“By the time I started at the company in 2012, all five of these locations were operational along with a resin coating and chemicals business servicing the oil and gas industry,” he reveals.
HITTING THE GROUND RUNNING
Despite having limited knowledge of the mining or oil and gas industries, Samanns learned fast and took to the company culture, rapidly climbing the ladder.
“While I began in supply chain operations with a focus on moving sand from our plants to rail transload facilities, I soon took on sales responsibilities for the Eagle Ford Shale (Eagle Ford) and Mid-Continent (Midcon) basins,” Samanns reflects.
After this, he oversaw sales, customer service, logistics, planning, and supply chain activities before
assuming a General Manager position in late 2015 with profit and loss (P&L) responsibilities for the company’s sand business.
This came at a time of rapidly declining oil prices, which led to customers requiring lower operating costs to sustain their activity – often
HOW DO YOU TRY TO EMPOWER YOUR STAFF AND RECOGNIZE THE CONTRIBUTIONS THEY MAKE?
Chris Samanns, President: “As a leader, I think it’s important to hire great people and let them do their jobs.
“At the same time, we are a very flat organization with a lean corporate structure and as an executive team, we want to be very involved in the execution and decision-making of the business.
“So, I pride myself on staying plugged in to everything and being accessible to all of my employees.”
abandoning prior norms in order to achieve this.
As such, Samanns identified a gap in the market for in-basin sand locations that did not require expensive rail hauls to reach areas of activity.
Eventually, Preferred settled on the Permian, Eagle Ford, and Midcon basins, where he oversaw aggressive contracting and made plans to finance the construction of plants.
“We broke ground on our Monahans and Poteet plants in the Permian and Eagle Ford basins in mid-2017, with customer contracts supporting over 80 percent of the capacity at each,” Samanns shares.
A year later, the company opened the Oakwood plant in Oklahoma (OK) – the first in-basin plant in the Western OK area.
“Unfortunately, we had some issues with construction cost overruns, operational start-up, and reaching production capacity targets. Ultimately, this led to a restructuring in early 2019 when the company was split into two distinct organizations with different ownership – Preferred and SPS,” he tells us.
Preferred maintained the railbased assets and technology business, while SPS and its investors assumed ownership and operation of the three in-basin plant assets in Monahans, Texas (TX), Poteet, TX and Oakwood, OK.
Upon formation, SPS was headquartered in Houston where Samanns now serves as President.
RESILIENCE IN THE FACE OF ADVERSITY
Within a year of SPS’s formation, the company had successfully stabilized its existing plants and ramped up operations to target larger capacities – just in time to enter the difficult years of the COVID-19 pandemic.
“During this period, we had to fight to stay in business – we leaned
“WITHOUT A STRONG RELATIONSHIP LOCALLY, WE WOULDN’T BE THE COMPANY WE ARE TODAY”
– CHRIS SAMANNS, PRESIDENT, SIGNAL PEAK SILICA
out, cut costs, worked with our customers and negotiated flexibility with vendors,” Samanns recalls.
As a result, the company was able to sustain operations across all three of its plants against all odds. SPS also made a strong recovery from COVID19 thanks to its retention of key personnel, which meant it didn’t need to be re-built from scratch.
“We continued to grow back volumes throughout 2021 and into the following year, eventually drawing interest in the success of our Monahans facility.”
SPS ultimately sold this plant to ProFrac Holding Corp. (ProFrac) in
2022 while continuing operations at Poteet and Oakwood.
“Following the sale of Monahans, we re-invested in the business, expanding capacity at our remaining plants through multiple improvement projects,” he affirms.
The company also identified two new plant opportunities in Dover, OK and Carrizo Springs, TX, which opened in 2023 and 2024 respectively, with the latter’s greenfield site already having undergone expansion this July.
Therefore, SPS today boasts approximately 300 employees across its four plants and corporate team.
AN EVOLVING INDUSTRY
As the US oil and gas industry continues to see constant innovation, Samanns has taken pleasure in watching it evolve over the course of his career.
“Early on, I was able to witness the growth of horizontal wells in place of verticals, the advent of slickwater fracturing techniques, the evolution of proppant selection, and increases in well lateral lengths and proppant intensity,” he notes.
In more recent years postCOVID-19, there have been continual equipment and efficiency advances with rigs drilling over a mile per day, frac crews operating close to 24 hours per day, and new simultaneous fracking (simul-frac) techniques allowing for multiple wells to be completed at the same time.
All these developments have allowed US oil and gas production to increase rapidly while also enabling the industry to mature and evolve.
“There has been a wave of consolidation to preserve runway of premium well inventory and a focus on investor returns and not just growth,” Samanns observes.
Going forward, SPS thinks it will continue to see the bifurcation of gascentric and oil-centric activity.
Areas which focus primarily on oil, meanwhile, are expected to witness the curve of demand flatten, while gas-focused regions will continue to see growth as liquefied natural gas (LNG) export capacity and power generation demand increases.
SPS – AT A GLANCE
Across its facilities, SPS boasts impressive capacity for frac sand. Meanwhile, its growing industrial sand business has seen the company sell into a variety of construction and recreational applications of late.
Across its basins, SPS currently oversees:
5 MILLION T OF CAPACITY IN THE EAGLE FORD
• 3.5 million t of capacity at Poteet
• 1.5 million t at Carrizo Springs
4 MILLION T IN THE MIDCON
• 3.25 million t in Oakwood
• 750,000t in Dover
The company also has an active sand trading business where it buys and resells sand from competitor plants, as well as providing last mile logistics and well-site storage services.
With the aim of becoming a one-stop shop for its customers and adding more value when appropriate, SPS has 100 different customers across the fracking and industrial space, while its top clients make up more than 80 percent of its revenue.
“In the sand industry specifically, certain regions have very low barriers to entry and are easily overbuilt for the demand,” he adds.
The Permian basin is a great example of this, with over 50 sand plants existing there and pricing compressed as demand has fallen.
“We benefit from our competitive position and focus on the Eagle Ford and Midcon basins because we have a balanced commodity exposure with lots of gassier acreage, and our barrier to entry is higher given more difficult reserves in South TX and OK versus West Texas,” Samanns assesses.
SAFETY AND SERVICE QUALITY
Differentiated by its service quality, SPS focuses first and foremost on the safety of its employees, vendors, and customers.
“Safety is our number one business value, and it’s how we start every meeting – the guiding principle upholding every decision we make.
“We have signs everywhere that say, ‘Nothing you do on this site today will be as important as going home to your family and loved ones’,” Samanns explains.
Secondly, the company strives to be extremely reliable and always deliver on its promises, while it does an incredible job coordinating information between its sales and operations teams.
SPS also has best-in-class reliability and uptime – with sand presenting a very difficult working environment, the company does a ton of preventative maintenance, QC sampling, trend analysis, and is not afraid to invest in capital to keep its equipment functional.
•
Audrey Idom, Managing Partner, AIM Solutions
audrey@aimsolutionsinc.com
Our Start
AIM is a 100% woman owned business founded in 1994 by Ava A. Idom, CPA. Prior to AIM, Ava had a successful career with Price Waterhouse Cooper in the Business Development department where she assisted PWC clients finding and implementing accounting/ERP software.
Ava then moved on to develop her own practice and assisted her clients
with accounting and tax preparation. Working closely with her clients and seeing their struggles with accounting/ ERP software, she formulated AIM to help clients implement and improve their existing solutions.
This level of commitment is one of the key values which AIM Solutions strives to deliver to every client and maintain the “Happy Client Experience”.
AIM delivers powerful business transformation with Acumatica ERP, the cloud platform built for growth.
As leaders in distribution, manufacturing, and e-commerce, we combine deep industry expertise with cutting-edge technology to help our clients streamline operations, boost efficiency, and gain real-time visibility across their business. Mission: What We Do:
At AIM, we don’t just implement software—we help you reimagine how your business runs. With Acumatica ERP, we provide:
Implementation & Configuration Design – Tailored to your unique workflows Custom Development – Solutions that scale as you grow Training & Enablement – Empowering your team for long-term success Ongoing Support – A trusted partner every step of the way
With AIM and Acumatica, you get more than software—you get a growth platform designed to take your business to the next level.
and accurately
• Industry knowledge and customer service/ customer intimacy
• Competitive pricing
• Quality of Technology Solutions
•
of Services and commitment
The company’s most recent project was the expansion of its Carrizo Springs facility, adding an additional 750,000 tons (t) of annual dry plant capacity.
“From an execution standpoint, this was an extremely impressive project that I am proud of our team for completing,” he enthuses.
Having utilized the dryer at another facility for six months, SPS pivoted and moved its operations to Carrizo Springs, setting it up in just two weeks.
“It was an extremely difficult ask, but our team responded well and knew it was important to meet the needs of our customers.”
Going forward, SPS is excited to offer additional capacity in the southern Eagle Ford, delivering on market needs as gas exports continue to grow.
“The southern Eagle Ford gas play has some of the lowest gas extraction break-evens in the US and is well situated for Mexico exports and
“SAFETY IS OUR NUMBER ONE BUSINESS VALUE, AND IT’S HOW WE START EVERY MEETING – THE GUIDING PRINCIPLE UPHOLDING EVERY DECISION WE MAKE”
– CHRIS SAMANNS, PRESIDENT, SIGNAL PEAK SILICA
access to the Gulf Coast,” Samanns details.
A PARTNER OF CHOICE
SPS is focused on being a responsible and receptive community partner, with an employee base that hails almost entirely from the communities that surround it.
“Without a strong relationship locally, we wouldn’t be the company we are today,” Samanns states.
As such, SPS sponsors local schools, charities, and fundraisers each year.
It also has its environmental, social, and governance (ESG) metrics
evaluated annually, allowing the company to learn about the impact of its operations on the broader ESG landscape.
This process also enables SPS to identify areas in which it can improve its environmental footprint, strengthen customer and community relations, and be a better partner to local stakeholders in South TX and OK.
Being a forward-looking, datadriven company, SPS values partnerships where new technologies and insights can be brought to the table – such as those offered by KCF Technologies (KCF).
Predictive Maintenance in Action.
Get Your Free 14-Page Mining Industry Playbook.
As partners for the majority of SPS’s operational history, KCF has supported the company’s safety culture and operational reliability by providing additional insights into critical equipment.
This has helped SPS identify changes in equipment conditions to reduce potential safety hazards and get ahead of failures – both reducing incidents and increasing reliability.
IN SAFE HANDS
As an operations-first company, SPS promotes a culture of listening to and supporting its employees, recognizing their achievements through a variety of programs.
Most recently, it started a Safety Sentinel award program where it recognizes individual employees who embody the company’s safety culture.
SPS’s leadership, meanwhile, continually strives to proactively improve safety by operating with the health and well-being of its personnel
at the forefront.
“All employees, contractors, and visitors are expected to work injuryfree. Everyone is empowered to stop the normal course of operations if they feel their safety – or the safety of others – is being compromised,” Samanns tells us.
Key components of the company’s ‘Safety as a Value’ principles include empowerment, ownership, risk assessment, training, workplace observations and examinations, alongside near miss reporting.
“Employees are responsible for understanding the impact their decisions make during their day-today work routines,” he continues.
As such, each team member is expected to independently apply and support ‘Safety as a Value’ in their actions and behaviors.
Looking ahead, meeting customers’ requirements and continuing the safe operation of its facilities are among SPS’s key priorities.
“If the market needs us to grow, we will be ready to meet the needs of our customers, but we are generally expecting a flat year-on-year trend given market dynamics.
“We have no immediate expansion plans, but are always interested in pursuing new opportunities,”
Samanns concludes.
ENGINEERED WITH PURPOSE
Founded on principles of safety, honesty, and integrity, Richard offers complete solutions for its customers across the industrial and energy industries, managing projects with seamless efficiency, every time
Afull-service engineering, procurement, and construction (EPC) firm in the petrochemical and refining sectors, Richard utilizes its unique combination of capabilities to deliver innovative services and solutions to its clients, from concept to completion.
The family-owned business is built on fundamental principles of integrity, safety, and reliability, while its vision centers around prioritizing the needs of its clients.
Supported by over 2,000 talented employees, the company is proud to offer some of the industry’s best and most experienced talent.
Headquartered in Beaumont, Texas, Richard also has offices across the state in Corpus Christi, Huffman, and Houston; Lake Charles and Giesmer in neighboring Louisiana; and an international facility in Kolkata, India.
The company is committed to further growing local economies in the communities in which it operates and proudly sponsors many regional charities thanks to its strong corporate social responsibility (CSR) principles.
Richard’s utmost priority is to execute all projects safely, on time, and within budget – all while maintaining the company’s core values.
With vast experience, expertise, and award-winning safety programs under its belt, Richard has earned its reputation for producing outstanding outcomes without compromise, providing reliable results.
EXCELLENCE AND INNOVATION
Bringing customers’ visions to life through its long-standing expertise in EPC, Richard is committed to excellence and innovation, delivering turnkey solutions that exceed expectations.
A tight-knit family company on a mission to provide tailored EPC solutions to the refining and petrochemical industries, Richard sets itself apart from the competition.
In partnership with its dedicated team of employees, the company approaches each project with a personal touch, driven by its passion for excellence.
Richard’s unwavering commitment to honesty, integrity and safety ensures it delivers innovative solutions and best-in-class service, no matter the project’s complexity or size.
TECHNOLOGICALLY ENABLED
As a company committed to leveraging innovative solutions to deliver exceptional value and quality to its clients, last year Richard enhanced its engineering services with state-of-the-art 3D laser scanning technology.
The advancement has enabled the company to create highly accurate, detailed models of existing process units, streamlining facility surveys and significantly reducing the potential for errors.
Key benefits of the 3D laser scanning include:
PRECISION AND ACCURACY – The company’s cutting-edge technology captures intricate details, ensuring precise models that reflect the exact specifications of each client’s process units.
EFFICIENCY – By utilizing 3D laser scanning, Richard expedites the surveying process, saving both time and resources.
ERROR REDUCTION – The detailed models produced through the technology minimize the likelihood of errors during project execution, enhancing overall quality.
INTEGRATION WITH LEADING SOFTWARE – Richard works with industry-leading programs to ensure seamless integration and optimal results, such as:
• CADWorx® Plant Professional – A powerful and versatile solution designed by Hexagon offering unmatched flexibility and scalability to streamline the entire plant design process.
• CADWorx® Equipment – A module within Hexagon’s CADWorx® Plant Professional software that provides tools for creating and designing 3D equipment models.
• AutoCAD – A leading computer-aided design (CAD) software developed by Autodesk used for precise 2D and 3D drafting, design, and modeling in industries like architecture, engineering, and construction
• Isogen® – A leading solution for the total automation of piping isometric drawing production from CADWorx®, Isogen® reduces errors and improves consistency, while being fully customizable to meet users specific drawing standards.
On a mission to become the industry’s contractor of choice for EPC work, Richard vows to pursue success without compromising on its core values and strives to cultivate and maintain long-term relationships with its clients.
Known for operating one of the largest pipe fabrication facilities between Houston and Baton Rouge, Louisiana – totaling 85,000 square feet of dedicated shop space – Richard is substantiating how it is built to deliver and engineered for precision.
Featuring a segregated shop space for carbon steels and alloys, and capacity to produce over 1,000 spools per month, the company’s fabrication facility is truly advanced.
Richard is proud of its less than one percent weld rejection rate here, which reflects its commitment to reducing operational waste, while full spool traceability is available from material receipt to shipment, providing customers with peace of mind.
Further to this, clients have access to quality assurance and spool tracking via Bluebeam – an industry-standard and state-of-the-art construction site logistics and planning solution.
INTEGRATED SERVICES FOR IMPROVED RESULTS
Over the years, Richard has carved out a reputation for executing projects successfully time and again, while building meaningful relationships with its customers.
As such, the company has developed a comprehensive understanding of each client’s culture, plant environment, and preferred project execution standards, procedures, and practices.
Richard’s ability to offer either a single specialized service or utilize its vast portfolio of turnkey project execution capabilities – from routine plant maintenance to large-scale capital projects – differentiates it.
Its full-service capabilities for all disciplines, meanwhile, include process, civil, structural, mechanical, piping, electrical, instrument, automation, fabrication, and construction.
Richard, armed with over 30 years’ experience, provides its clients with accurate estimate development.
With top-level managers directly involved in each project, the company also provides integrated services for improved accuracy, efficiency, productivity, and accountability.
Not only building superior infrastructure, Richard also builds momentum for a renewable future.
From leading the first large-scale renewable diesel project in the US back in 2009, to continuing to drive innovation today, the company is proud to be fueling a cleaner, greener tomorrow.
PROJECTS AND PARTNERSHIPS
As a company that values both teamwork and partnerships, Richard is able to leverage its diverse range of integrated capabilities to execute any project.
No matter its size or scope, the company is prepared to ensure each project’s success while continuing to prioritize quality and safety.
Richard understands that all projects are unique – its
POSITIVELY PLATINUM
Richard was proud to announce it had received the Highwire Platinum Safety Award 2025 in April this year.
The prestigious recognition is generally bestowed upon companies who achieve a safety score of 95 or more in Highwire’s rigorous safety assessment program.
Receiving this award demonstrates Richard’s deep dedication to safety and reflects the high standards it practices as part of its core values.
It speaks volumes about the unwavering dedication of the company’s teams, who consistently uphold exemplary levels of safety on every project, time and again.
As such, safety emerges as a truly shared responsibility among Richard’s workforce, and a true part of its culture.
extensive and diverse portfolio therefore demonstrates its ability to customize solutions to meet each client’s specific needs.
Equipped with such comprehensive capabilities, the company sees itself as more than just a contractor, but a committed partner, dedicated to delivering exceptional results every time.
Projects of note include the Naphtha Splitter in Port Arthur, Texas, a refining operation where Richard performed the second and third stages of front-end loading (FEL2/3), detailed engineering, and provided procurement assistance for a grassroots unit integrated with a new delayed coking unit.
The design emphasized maximum modularization, allowing the field contractor to achieve nearly 100 percent fit-up of all process modules on-site.
This approach also significantly reduced field labor hours, optimizing both cost and schedule.
The process unit, meanwhile, featured a dual-column split tower, overhead condenser/receiver, reboilers, heat exchangers, and more.
Additionally, all electrical systems, as well as the safety instrumented system (SIS) and distributed control system (DCS) equipment, were seamlessly integrated with the infrastructure supporting the new delayed coking unit.
DEVELOPING A FLOURISHING FIRST NATION COMMUNITY
Driven by a purpose to preserve and propel the Fort McKay First Nation and better the lives of Indigenous peoples, Fort McKay Group of Companies is an industry leader in oil sands. We learn more about the company’s history, services, and prosperous future
Beginning in 1986 with only six employees and a single janitorial contract, Fort McKay Group of Companies (FMGOC) has progressed leaps and bounds over the course of the past 40 years, evolving into a leading, multi-milliondollar entity in oilfield construction and services.
With now more than 2,000 employees under its reins, FMGOC has offices in Fort McKay, Fort McMurray, and Edmonton, Canada. Despite its growth, the company still maintains its core purpose
of preserving and propelling the Fort McKay First Nation (FMFN) community and bettering the lives of Indigenous peoples throughout the country.
100 percent owned by the FMFN, FMGOC generates revenue by bringing opportunity, resources, and capacity to the community. Specifically, the company offers its clients strategic and mechanical services, logistics, joint ventures (JVs), and high-quality products to meet their needs in a competitive and crucial sector.
With years of experience in the oil sands industry, FMGOC is backed by its priority focus on quality, cost, and safety.
The company is also adamant that diversity is the key to growth and values the relationships it builds with clients, partners, and the community as a foundation for successful collaboration.
FMGOC channels its profits directly back into the FMFN people to support local employment, infrastructure, health benefits, recreation, and community centers to meet the needs of its growing population.
As such, the company’s continued success has been made possible through its collaborative partnerships, core values, and a strong leadership team.
A LOCAL LEADER IN OIL SANDS FMGOC’s strategic services is a specific division of the company
that offers a diverse range of solutions, providing reliable and costcompetitive advantages to its clients in the oil sands sector. The company’s expertise includes earthworks, site services, heavy equipment, fuel and lube services, clientembedded equipment operators, and reclamation support services.
For FMGOC’s logistics services, the company offers an integrated supply chain to all businesses, regardless of size. It collects materials and equipment from suppliers and manages them through the supply chain process to the end user.
Although primarily focused on North America, the company can manage materials from anywhere in the world via truck, rail, marine, and air solutions. FMGOC works directly with its customers to adjust its service levels and meet their needs and expectations every time.
Fort McKay Mechanical Services
(FMMS) is a new division owned and operated by FMGOC, providing code-regulated, specialty mechanical, and heat-treating services. It was established to deliver high-value, leading technologies to its customers, alongside increasing the number of skilled tradespeople on the team.
FMMS aims to deliver an ethical and comprehensive service, emphasizing high quality, precise execution, effective scheduling, and a focus on Indigenous employment. As an Alberta Boilers Safety Association (ABSA)-certified company, it combines a leadership team with over 130 years of combined expertise across the oil and gas, power, mining, forestry, and petrochemical sectors.
FMGOC has a proud history of forming JVs with both Indigenous and non-Indigenous local entities, whereby the company holds the majority stake and oversees operations through Board involvement.
These various JVs provide opportunities for the economic diversification of FMGOC’s business portfolio while enhancing its partnerships with local organizations. Specifically, the company has established JV partnerships with Birch Mountain Enterprises, an industry leader in fluid hauling, pressure and vacuum, and waste management, and FMP Group, a company with a proven record in large-scale project delivery, from bidding through to construction.
SUPPORTING AND DEVELOPING THE COMMUNITY
Having proudly worked for nearly four decades to support and develop the FMFN, FMGOC ensures that the community has the financial independence to make its own decisions, as well as providing for itself and its members.
The FMFN consists of approximately 800 Dene, Cree, and Métis community members and is located 65 kilometers (km) north of Fort McMurray along the banks of
FMGOC CORE VALUES
LOYAL – Dedicated to the company’s purpose.
EMPATHETIC – Upholding care for each other, dignity for others, a rational approach, and a high degree of understanding for others’ emotions.
RESPECTFUL – Actively listening, demonstrating patience, and seeking understanding.
RESULTS-ORIENTED – Driven, moving the needle, and committed to learning.
TENACIOUS – Staying the course, taking initiative, and being selfmotivated and managed.
the Athabasca River in the Regional Municipality of Wood Buffalo. The First Nation roots run deep through Fort McKay, extending back to 1820 with the establishment of the Hudson Bay Company trading post in the area.
Earthworks services
Fuel and lube services
Your Construction Solutions Partner
Stemming from humble beginnings, Graham’s story is one of growth, vision, commitment, inspiration, and innovation. With deep roots, unparalleled standards, and timeless dedication, the company is a proud leader in the construction industry
Commitment, integrity, and reliability—these are the values and culture that have been deeply embedded in Graham since it was founded nearly a century ago. Its concrete business ethics strengthen the company’s ability to deliver value to clients in the ever-crucial construction sector.
As a time-tested and fully integrated construction solutions partner with over nine decades of experience and offices throughout North America, Graham prides itself on delivering excellence through projects that enable people and communities to live, work, move, and grow in this rapidly changing world. Throughout North America, Graham provides services including general contracting, construction management, design-build, integrated project delivery, digital construction and delivery, and maintenance & turnaround services across the buildings, industrial, infrastructure, water, and development sectors.
Additionally, it has been a 100 percent employeeowned company for the past 40 years, with employeeowners coming from all levels of the company—
not just the executive or senior management teams. This model further bolsters Graham’s entrepreneurial spirit and environment, creating a workplace where people are accountable for themselves and their colleagues and have a genuine vested interest in the success of every project.
This environment of mutual dedication and commitment allows the company to ensure every project is meticulously built to meet the specified parameters of performance, quality, durability, safety, and long-term value.
Graham’s industry-leading innovation and longstanding promise to excellence at every level are exemplified across the complete spectrum of projects, industrial facilities, public infrastructure, and community development.
With quality being both an inspiration and an aspiration, the company’s industry-leading systems—driven from the top down—infuse quality into all aspects of key decision-making.
EXCELLENCE WORKS HERE
Crucial to Graham’s success and foundation as a company are its various partnerships with Indigenous communities across North America.
These partnerships are built on commitment, integrity, and reliability—the very same core values that define the company’s culture, govern its actions, and produce extraordinary outcomes for every client’s projects.
Graham builds bridges with its Indigenous partners not with steel or concrete, but with trust, respect, and its commitment to forging mutually beneficial working relationships which reflect its values of respect for the proud traditions and culture of Indigenous peoples and communities. These open and ongoing collaborations build truly robust alliances that result in self-sufficient partnerships that are accountable and proudly Indigenous-led.
Through these partnerships, the company generates positive impacts through training, employment, and the development of increased economic capacity, ensuring Indigenous communities, families, and peoples thrive.
Equally, through Graham’s joint ventures, business relationships, and strategic alliances, it plans and builds for long-term success for each party, creating an environment that generates positive effects for Indigenous peoples through training, employment, and the development of sustainable economic capacity within their communities.
The company measures its relationships with Indigenous partners and communities by the actions
it takes, the invested efforts, respect shown, and the integrity of its teams. Graham also has different certifications and memberships, including the Canadian Council for Indigenous Business (CCIB), Partnership Accreditation in Indigenous Relations (PAIR), and Northeastern Alberta Aboriginal Business Accreditation (NAABA).
LEADING CONSTRUCTION SOLUTIONS IN EVERY SECTOR
At Graham, work is its calling.
The company strives to deliver unprecedented construction solutions because its purpose is to build a better world. To accomplish this, it builds to the very highest standards of innovation, service, safety, and quality. It is only then that Graham’s communities flourish and its purpose is fulfilled.
GRAHAM’S INDIGENOUS STATEMENT OF PRINCIPLES
• Trust
• Respect
• Transparency
• Commitment
• Community engagement
• Integrity
• Indigenous liaison
• Financial considerations
These are the cornerstones of Graham’s approach to Indigenous community engagement. As the first general contractor in Canada to have such a statement, the company continues to lead the way in the industry.
As a North American industry leader, Graham builds to the highest standards of safety, quality, and excellence. It is through the company’s collaborative culture and entrepreneurial approach that it derives innovative solutions able to deliver long-term, tangible value for clients, partners, and communities.
The company is here to get to work—together. Graham’s reputation for quality has been well-earned throughout the decades due to its operational excellence at every step, engaging visionary leadership, and relentless dedication to improvement. Championed by its executive management team, Graham’s proprietary ISO9001-based quality management system is a key tenet of every project it engages in.
This system defines the baseline processes and requirements from a project’s pursuit to completion and handover. Such processes are consistently measured, analyzed, and evaluated to make improvements or add resources. With this uncompromising approach to quality management, Graham can confidently deliver exceptional value to its clients.
The company is constantly thinking ahead. Looking to the future and recognizing that what it does today shapes and impacts tomorrow means it works to build and create lasting tangible value. This sets standards and improves lives in the communities where it builds and the environment everyone shares. Working safely, responsibly, and collaboratively with all stakeholders and partners is Graham’s highest priority, because futures—and the future—depend on it.
It was named in 1912 after Dr. William Morrison MacKay – the first resident doctor of Alberta and President of the Alberta Medical Association.
This deeply embedded historical background to the land and culture remains prominent today. Also crucial to FMGOC and its current standing as an industry leader is its commitment to safety.
The company believes that safety is everyone’s responsibility and can only be achieved through the active participation of the entire organization. Ultimately, FMGOC is dedicated to ensuring no harm comes to its most valuable asset – its people.
BEAVER CREEK WOOD BISON RANCH
Initiated in 1993, the Beaver Creek Wood Bison Ranch (Beaver Creek) began with a herd of 30 pure wood bison in Syncrude’s Mildred Lake site, near Edmonton.
Those bison have grown to a herd of 300, now living on more than 300 hectares of reclaimed grassland 50km north of Fort McMurray. The ranch has been run in a JV between Syncrude Canada and the FMFN, on behalf of FMGOC’s strategic services division, for over 25 years.
The team at the ranch works with researchers to find valuable and pertinent information that benefits the bison industry, as the herd is an important part of the genetic preservation effort of the wood bison species. Beaver Creek continues to provide a safe and healthy environment for the future, nurturing the growth and development of this once-threatened species.
The bison is significant because it symbolizes strength and has cultural importance to First Nation and Métis communities, for whom the animal provided food, shelter, and tools for millennia. Nursing this once-depleted population back to health represents a rekindling of Indigenous culture in Canada, as the relationship between Syncrude Canada and the FMFN strengthened when the bison returned to their ancestral land.
The ranch also demonstrates that the reclaimed land could support the same plants and animals that existed long before the extraction of oil in Alberta.
To balance safety, production, and client demands, the company employs eCompliance – a cuttingedge environment, health, and safety (EHS) management system that promotes transparency and worker engagement, and provides leadership
with real-time safety performance data. Equally, to support FMGOC’s continuous improvement, it maintains strong relationships with industry safety partners, associations, and service providers.
TAKING AN ACTIVE ROLE IN THE FUTURE
With Indigenous prosperity, growth, and community development such a crucial part of FMGOC’s origins and vision for the future, the company continuously supports causes that bring prosperity and equity to First Nations peoples living in Canada.
FMGOC aids local initiatives and provides economic opportunities for FMFN through its contributions to health and wellness in the area.
Specifically, in June 2021, the company assisted in the development of Fort Edmonton Park and had a bison statue named in honor of its work in preserving Indigenous culture.
Equally as important to FMGOC are its efforts toward an environmentally sustainable future. The protection of the environment is an integral element of the company’s business, and it actively works to ensure adverse
effects are minimized through careful planning, implementation of effective protection measures, and monitoring of operational activities.
Notably, the company’s rules and procedures for environmental protection comply with government regulations and standards and are consistent with industry codes and guidelines.
Looking ahead, the team continually seeks opportunities for new ventures, growth, and prosperity, enabling FMGOC to remain an industry leader while supporting both the community and its customers. This will be the ongoing focus as the company steps into a bright, prosperous, and supportive future.
To round off each issue, we ask our contributing business leaders for their views on the same question
HOW DO YOU HELP YOUR EMPLOYEES ACHIEVE A BETTER WORK-LIFE BALANCE?
Catherine Moss CEO and Majority Owner, L&L Companies
“We respect our teams as whole people, not just workers. That means investing in safer job sites, setting realistic expectations, and listening when someone needs support. We’ve structured our operations to reduce chaos, improve scheduling predictability, and give our people time back. Balance doesn’t mean doing less – it means doing it smarter, and we’re committed to that.”
Dana
Munnings-Gray Superintendent of Insurance, Insurance Commission of The Bahamas
“We take work-life balance seriously at the Insurance Commission of The Bahamas because we understand that a healthy, motivated team is essential to sustaining high regulatory standards. We support our employees by fostering a culture that respects time, encourages flexibility,
and recognizes the importance of mental and physical well-being.
“Flexible scheduling and remote work options have been introduced where possible, and we actively discourage a culture of constant availability. Our leadership is intentional about managing workloads to prevent burnout, and we prioritize realistic timelines and transparent communication, ensuring staff feel supported rather than stretched.
“We also offer wellness initiatives, social activities, and employee appreciation events that provide the team with opportunities to connect outside of their daily job demands. These efforts create space for rest, reflection, and professional fulfillment.
“Ultimately, we want our staff to bring their best selves to work, but we also want them to have time and energy for the people and priorities that matter most to them outside the office. That balance is not just good for morale – it is suitable for the organization.”
Jim Reen
President and CEO, Gaston Electrical
“Our employees have the ability to work from home as needed to manage their personal and work commitments more efficiently. Additionally, they can flex their start and end times for the working day as needed to alleviate commute time or be there for family obligations.
“We have achieved a familyfriendly workspace where you may see a child in the office waiting to be dropped off at camp or a dog accompanying their owner for the day. We also have programs that prioritize health and well-being, such as walking clubs, yoga, and meditation classes.
“Emails after working hours are rare, vacations where you disconnect are encouraged, and if an employee is frequently working late, we will work with them to re-evaluate their schedule, workload, and priorities.”
“We try to give them the latest advances in technology to allow them some work-life balance. We staff shifts 24/7 so there's always someone on site, and with that, you hope your people are going home and getting the rest they need and deserve when they’re not on shift versus taking their work home with them.
“Our upper management team really tries to shoulder that. If there’s a question our night team or weekend team can't answer, they pass it up to the upper management team because we own the place. Part of being in ownership is we should be the ones shouldering that, rather than just cracking the whip on the people beneath us and expecting them to do it.”
Jonathan Mahfood Commercial General Manager, Caribbean Dreams Foods Ltd
“We believe in keeping communication open and transparent. Employees have regular access to leadership, and we’re always open to feedback. We also offer healthcare benefits, staff incentives, and a share ownership plan to make sure everyone feels included in the company’s success.
“Ultimately, our goal is to create a space where people are motivated, supported, and able to perform at their best without burning out.”
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