P1 Connection SPECIAL EDITION March 2021

PAINTING A BRIGHT FUTURE

P1 Connection Special Edition, March 2021

P1 EMBARKS ON A PATH TO SUSTAINABILITY, GROWTH, AND OPPORTUNITY

LETTER FROM THE EDITOR P1 is no stranger to change, and we’re experiencing yet another growth spurt. As we all go about working in our respective areas, we sometimes miss the big picture when new things come about, leaving us scratching our heads.

What does it mean? Is it good? How does it affect me?

Together with some of our executives and senior leadership, we developed this magazine to share some stories that shed light on where P1 is going...and why.

As the storytellers of this organization, our Marketing team talks to a lot of people.

We hear first-hand the opinions, thoughts, and insights from our leadership and our associates across a variety of trades and divisions.

So for what it’s worth, you can believe what you read here.

No matter how many people I interview, there is one common thread that never fails to reveal itself in each and every story: pride.

P1 is an organization full of people who take a great deal of pride in the work they do, as well as the organization to which they belong.

According to the participants in this publication, one phrase was repeated over and over: “The future is bright.”

It’s not a company line, it’s what they sincerely believe. I hope the genuine enthusiasm, demonstrated within, is infectious.

Cheers to a great year and many more to come!

Victoria Hoffman Marketing + Communications Manager

TABLE OF CONTENTS INTRODUCTION: CHANGING…TO STAY THE SAME..........................................................................................4 MECHANICAL CONSTRUCTION Change, Diversification, and Growth.................................................................................................................................7 Reconstructing Construction...............................................................................................................................................8 Mechanical Construction Org Chart/Role Changes...................................................................................................10 Team Leader Insights..........................................................................................................................................................11

Chris Champagne, Eric Affolter, Jason Quattlebaum, Carey Minihan, Dan Tylski, Jim Nisely

SERVICE Taking Quality to the Next Level......................................................................................................................................14 Service Org Charts...............................................................................................................................................................15 Service Associate Insights.................................................................................................................................................18

Jill Hollingsworth, Jen Morris, Andrew Noone, Alan Sparling

ELECTRICAL CONSTRUCTION The Complete Contractor: Meeting Market Demands...............................................................................................20 Electrical Construction Role Changes/Org Chart.......................................................................................................22 Team Leader Insights..........................................................................................................................................................24

Steve Smith, Danny Farnan, Mark Rau, Rick Drake, Casey Walsh

OUTLOOK REPORT: P1 OFFICES SEE BRIGHT FUTURE Wichita.....................................................................................................................................................................................26 St. Joseph................................................................................................................................................................................27 Lawrence/Topeka.................................................................................................................................................................28 Las Vegas................................................................................................................................................................................29 BUSINESS DEVELOPMENT Creating A Culture of Connection...................................................................................................................................30

This special edition of P1 Connection has been curated and prepared by the Marketing Department.

Editor & Contributing Writer: Victoria Hoffman Contributing Writer & Original Watercolor Artwork: Beth Martens Photography & Design: Tiffany Oldham

SUSTAINING OUR FUTURE P1 GROUP MAKES STRATEGIC CHANGES…SO SOME THINGS CAN STAY THE SAME

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More than one hundred years of creating a people-first culture, profitable growth, and a “safety first, quality always” workplace is not something P1 leadership is willing to relinquish.

According to CEO Smitty Belcher, there are sharks in the water these days, and we’re not immune to attack.

“Every industry consolidates at some point,” Smitty said.

“Watching the market, we saw a large company come into our marketplace recently, offering several large universities around $1 billion for their central utility plants. In return, the university signs a 50-year contract for conditioned air yearround with that company,” Smitty said.

“They are also a consolidator. That same entity is buying companies, getting rid of the existing leadership, and running them their way.”

demic, we joined forces with Vulcan and Rieck to develop a “Healthy Buildings” initiative. That synergy helped us all survive. Now just imagine that expanding as we acquire service-related companies across the U.S.” P1 Construction will see the benefits of this, too.

Smitty says acquiring smaller service-focused companies increases our construction opportunities, since many of them want to play on fields they aren’t equipped for. P1 brings the capabilities they’re missing.

“A lot of these companies have strong relationships in their communities and cities, but they couldn’t do that hospital or design-build project,” Smitty said. “With P1, they could.”

COO Bruce Belcher says P1 is always keeping an eye to the future.

“We are always looking at the “next thing”,” Bruce said.

So, what were the options?

“The option we landed on was finding someone who can help us expand without compromising who we are – someone who has bigger dollars to invest in the organization, insulating us from those companies who would buy or consolidate, while allowing us to exponentially grow and provide opportunities for our associates.”

Smitty says another company is investing trillions in companies’ stock, on the premise those companies will divest themselves of coal over time. If coal is diminished, the price of electricity goes up, driving everyone to reduce energy costs and carbon footprints.

“HVAC companies like P1 are the drivers. But P1 is in between - not small, but not large, making us vulnerable,” Smitty explained.

“For us to play in the market, we either sell to a consolidator or find someone who can make a financial investment in us so we’re the ones going out and buying the companies, increasing our size and footprint across the U.S. and beyond.”

That someone became Dunes Point Capital, LP. With Dunes, P1 Service, LLC merged with Rieck Services, LLC and Vulcan Heating and Air Conditioning to form Best in Class Technology Services (“BCTS”). BCTS is a diversified HVAC services platform, created to facilitate our approach going forward.

“People want to work for a company that offers growth and embraces technology” Smitty said. “At the start of the pan-

“Sustaining a “status quo” has never been an option due to our profitable growth pattern,” Bruce said.

Neither is selling out.

“We want to continue doing what we’re doing and make sure P1 continues with a true family atmosphere and people-first culture,” Bruce said.

“The option we landed on was finding someone who can help us expand without compromising who we are – someone who has bigger dollars to invest in the organization, insulating us from those companies who would buy or consolidate, while allowing us to exponentially grow and provide opportunities for our associates.”

“If we sit down to play poker thinking the ante is $1,000 and someone else puts down $1,000,000, we’re out of the game,” Smitty said. “And we can’t lose critical customers because we are out of the game financially – especially since we have the capability to continue serving them.”

“We are a relationship-based business, and relationships are priceless,” Bruce added.

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Bruce notes the move will give us another sales force in parts of the country we may not yet be doing business, connecting us with those existing relationships.

“If you have people with passion talent, the rest will come.”

“Whether it’s construction or performance solutions, electrical or FMO, we can get in front of these service companies’ customers and show them what we can do,” Bruce said.

That, and our outstanding accounting and financial reporting.

Sometimes change is inevitable…so some things can stay the same.

“We have historically always changed, and we will change again and again in the future. You have to,” Smitty said.

“While P1 has always been open to change, one thing has not changed.”

“Our investment in people remains a priority. We have built a people-first culture and we won’t stop now,” Bruce said.

In fact, it was P1’s unusual culture that impressed investor Dunes Capital.

“Our innovative approach to the market, and financial reporting under the talent of CFO Gloria Keating, is second to none,” Smitty said.

WHAT’S NEXT? “There will be growth for those who seek it, but it’s also business as usual,” Bruce said.

“There is no new set of rules, even though we will now operate with a partner. They liked what they saw, and want us to continue doing what we’re doing.”

P1 is looking forward to a bright future, with no shortage of opportunities along the way. 

P1 SERVICE, LLC AND P1 CONSTRUCTION, LLC Bruce emphasized the separation of the two is simply a good financial move. About 15-20 years ago, the trend was to consolidate to look bigger.

But today, more businesses realize that separate LLCs makes better financial sense. “We really should have done it sooner. It mitigates our financial risk,” Bruce explained.

And the division certainly doesn’t change P1’s position as a single-source provider in the least. P1 still offers all the same capabilities, with departments working together across the company, as a national provider of facility solutions.

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“WE’RE ALWAYS TOLD WE ARE GREAT EXECUTORS, AND THAT WE KNOW HOW TO BUILD. WE HAVE SOME OF THE MOST GIFTED, TALENTED CRAFTSPEOPLE IN THE ENTIRE INDUSTRY.” Kollin Knox, President

CHANGE, DIVERSIFICATION, AND GROWTH

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WHERE WE’VE BEEN: FOUNDATIONS OF P1 GROUP’S SUCCESS Without the things we’ve done right, P1 wouldn’t be primed to move into the next phase of its development. From the people to the product, P1 has never stopped moving forward.

“We begin investing in our craftspeople with their apprenticeship and we hope they ultimately become leaders in the field spending their careers with P1 Group. We also believe in giving our craftspeople the tools they need – literally – to do their job well,” Kollin said.

President Kollin Knox notes that when he started with what was then AD Jacobson Company, nearly 29 years ago, the company was primarily a healthcare contractor with little service capabilities.

P1’s investment in technology has also been a critical factor in our continued success. “We continue to make huge investments in technology, exemplified in areas like the fabrication shops and Virtual Design & Construction, where we now have around 13 specialists,” he said.

“Over time, P1 diversified and that has contributed to our successful existence,” Kollin said.

In the future, Kollin believes P1’s sustainability hinges on two factors.

Kollin says the company’s continued movement in the direction of diversification has kept us profitable through our 102 years of existence.

“First, we must continue to invest in our associates, and that means providing them with opportunities for growth. As we acquire additional service-based companies through BCTS, those opportunities will come, bringing with them organic growth on the construction side.”

Growth demands talent, and Kollin says P1 is known for a caliber of craftspeople that produces exemplary quality in their work.

“We’re always told we are great executors, and that we know how to build. We have some of the most gifted, talented craftspeople in the entire industry,” he said.

Building that talent from the start is one of P1’s core philosophies.

“Second, our business is about relationships. It always has been and always will be,” Kollin noted. “We can’t just be hunters – we also have to be farmers, and that means we never stop cultivating our existing relationships even as we work at creating new ones.”  7

“WE HAVE INTENTIONALLY FORMED THESE FIVE OPERATING TEAMS TO REMOVE ANY REMAINING BARRIERS. THEY ARE ENCOURAGED TO ACT AS ONE, SHARING RESOURCES AS CLIENTS’ NEEDS DEVELOP.” Glenn Shain, Vice President

RECONSTRUCTING CONSTRUCTION

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MECHANICAL REORGANIZATION FOSTERS VERSATILITY AND OPPORTUNITY With some seasoned leadership retiring and the next generation of management primed to lead, it was time to re-examine, and reorganize, the Mechanical Construction arm of P1.

President Kollin Knox and Vice President Glenn Shain agree that four main goals drove the change: 1. Promote and prepare the next generation of leadership.

2. Eliminate self-imposed restrictions on teams by removing market and geographic segmentation.

3. Reduce corporate overhead costs by migrating towards a Team Leader/Doer model.

4. Position P1 for future growth, long-term success, and security.

“We need to prepare our next generation of leadership. With these changes, we are able to transition our high performers into a leadership role,” Kollin said.

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“We still have teams, but the walls of market and geographic segmentation have been eliminated, and the team leaders will contribute directly to the profitability of their respective team.”

“We also wanted Mechanical Construction to closely mirror Electrical Construction, so the two can work more seamlessly together.”

Glenn says the new team leaders will follow a “leader/doer” model.

“It became evident that every time we needed to make any significant change, the team leaders under our current structure were so far removed from day-to-day project management tasks that we no longer intimately understood the impact those changes might have,” Glenn said.

“As a team leader/doer, team leaders will be actively engaged in the process of project management, performing the same role the people they’re leading,” Glenn explained.

“This means they have first-hand understanding of what steps need to be taken to improve productivity and accountability.”

“We can tap into the diverse talent of our project

management staff and allow them to migrate freely between location and vertical market.”

and Tim Moore, along with mechanical estimating led by Dan Tylski, means a more unified front.

According to Glenn, the long-term goal is to keep adding boxes to the organizational chart, bringing in a continuous pipeline of talent.

“We are going to work daily on our own communication to make sure we’re presenting unified solutions to our clients,” Glenn said.

“As leaders, we have to live the values of the company - and show that by our own actions. One of those values is ‘Secure from the Ground Up,’” Glenn said.

“We’re not just pursuing new business, we’re continuing to cultivate existing relationships with those organizations we’ve worked with for decades, as many of them are going through their own growth and change,” Kollin said.

“Internally, that means providing for the legacy of the company. We are identifying the next generation of mechanical team leaders,” he said.

“We are also allowing time for mentoring and leadership development between several P1 generations. Senior leaders who are still here can share experience and expertise, leaving behind what we can.”

“We have intentionally formed these five operating teams to remove any remaining barriers,” Glenn said. “They are encouraged to act as one, sharing resources as clients’ needs are developed.”

Speaking of realizing client needs, an increased focus on business development led by Steve Hinshaw, Rusty Roderick,

“Business Development will become a much more active resource in helping busy team leaders with the relationship side of their business,” Kollin said.

Because P1 has always been comfortable evolving and embracing change, the next chapter is a natural - and exciting - one.

“These new construction teams have a long runway to mold new directions for P1 Construction, LLC,” Glenn said. “They have years ahead to provide the stability under which P1 can continue to grow and expand our geographic footprint and valued client base.” 

RETIRING! Congratulations to Vice President PAUL SMITH, who is retiring this April after 38 years of service to P1 Group and 43 years in the industry. Paul’s story will appear separately in the April P1 Connection newsletter. It’s hard to see someone of Paul’s caliber leave our ranks. His contributions and mentorship over the years have been invaluable, and we wish him all the happiness on his welldeserved retirement.

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P1 MECHANICAL CONSTRUCTION

KOLLIN KNOX

STEVE HINSHAW Director of Business Development

TIM MOORE

Business Development Mgr.

GLENN SHAIN

President

VDC

Vice President

MECHANICAL FAB SHOPS

JIM NISELY

ROXANNE STURGEON

VICKI JESSE

Project Coordinator

Project Coordinator

Millwright Senior Proj. Mgr./ Team Leader

CAREY MINIHAN

ERIC AFFOLTER

JASON QUATTLEBAUM

CHRIS CHAMPAGNE

DAN TYLSKI

Senior Project Mgr./Team Leader

Senior Project Mgr./Team Leader

Senior Project Mgr./Team Leader

Operations Mgr./Team Leader

Mechanical Estimating Manager

DAVE MCPHERSON

BEN SCHRADER

NICK LAWLESS Project Manager

Senior Project Manager

Senior Project Manager

ZACH KITTLE

MECHANICAL ESTIMATORS

MARQUES NISELY

NATE PIERCE

JASON LARSEN

MARK MCGRATH

TODD MIHALCHIK

JR DODSON

BO WEMPE (PT)

LAUREN TITZMAN

PHIL VANHOECKE

CURT WITTMAN

Senior Project Manager

Project Manager

Superintendent

Project Manager

Project Manager

Project Manager

PIPING MANPOWER

Project Manager

Project Manager

BRADY KYLE Project Engineer

RICK ELLIS

Project Manager

Project Engineer

VINCENT BAILEY Project Engineer

Project Manager

Project Manager

KEVIN KIBBEE

· SHEET METAL SHOP INPUT · SHEET METAL MANPOWER

Project Engineer

ORG CHARTS CHOSEN FOR THIS PUBLICATION REPRESENT AREAS WITH SIGNIFICANT CHANGE. NOT ALL P1 ORG CHARTS ARE REPRESENTED IN THIS PUBLICATION.

• LEADERSHIP: GLENN SHAIN will take over the leadership of the P1 Construction’s mechanical group.

• CAREY MINIHAN, ERIC AFFOLTER, JASON QUATTLEBAUM, CHRIS CHAMPAGNE, AND JIM NISELY (Millwright), will transition into a Team Leader capacity. Each will have 3-4 project engineers/project managers reporting to them.

• There will be no more team names in Mechanical Construction (Synergy, Vanguard, etc.) and teams will no longer be defined by vertical markets. Team Leaders will assign resources based upon availability, experience, and what’s best for the organization.

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• Carey Minihan will assist ROBB EDER with piping manpower support, and Chris Champagne will assist Robb on sheet metal manpower, as needed.

• DAN TYLSKI will continue in his role as Mechanical Estimating Manager working closely with Glenn Shain and the new Team Leaders to assess opportunities and provide estimating support.

• Business Development: STEVE HINSHAW is transitioning into a Business Development role, working closely with RUSTY RODERICK and TIM MOORE. • Steve Hinshaw will also be responsible for holistically managing all the mechanical fabrication shops (piping, plumbing, millwright and sheet metal), in addition to VDC.

CHRIS CHAMPAGNE/27 YEARS WITH P1 Operations Manager/Team Leader “Our versatility across multiple markets has made P1 successful to date, and the changes to Mechanical Construction take that same versatility to the next level. By breaking down market-based silos and allowing each team to work on projects as needed across disciplines, we’re creating even greater versatility. We want to keep the ‘walls’ between teams small. That helps create more sustainability because we can pursue more jobs in local and national markets. It’s also going to lead to more collaboration and sharing of ideas between the teams.

The new emphasis on business development will help bring in more work nationally. This creates opportunity for the talent we recruit to learn and advance. Personally, I look forward to creating a culture of fun among my team, including getting more involved in the community and getting to know team members beyond just the jobs they do.

As our footprint grows, opportunity grows for everyone in the company.”

ERIC AFFOLTER/17 YEARS WITH P1 Senior Project Manager/Team Leader “The future of P1 is bright. We’ve always done the right things in how we treat people and how we train people. This reorganization doesn’t change that culture, we must always be a learning organization and broaden our horizons.

We are no longer categorized as ‘team healthcare’ or ‘team industrial’, and that will give each team opportunities to progress by giving us the ability to expand beyond one vertical market.

For me, I’m excited to get involved with something other than my healthcare niche, while still being able to work in that market.

We’re also building stronger team leaders by diversifying team knowledge and experience. When I came on board, what impressed me was our ability to maintain customers over many decades. That customer base will always be our top priority.

While we highly value those customers and will continue those critical relationships, we look forward to a focus on developing new customers and growing our business in different applications and industries.”

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JASON QUATTLEBAUM/21 YEARS WITH P1 Senior Project Manager/Team Leader “The future of P1 looks different than what we’ve been accustomed to, but also has some similarities to P1’s past. When I first started, the interaction between Construction and Service was similar to what is now being implemented by separating the two into different entities. So, in some ways, we have come full circle.

But while there are similarities, recent changes in the company’s strategic perspective for long-term growth points to a bright future, full of more opportunity than we had 20 years ago.

For me, it has been a harsh reality to learn that I’m no longer the ‘young pup’ in the organization! Fortunately, I benefited from strong mentors, and have slowly found myself moving into a role that includes developing the next generation of talent. I hope that in my new team leader role I can continue to provide opportunities and personal experience to assist in the professional development of our team.

The new structure of our team brings diverse experience, so I’m also looking forward to continuing my own professional development, learning from all members of the team, who may have a totally different outlook when analyzing a problem or situation.”

CAREY MINIHAN/26 YEARS WITH P1 Senior Project Manager/Team Leader “Although we are just now seeing some of the effects on the construction industry caused by COVID, the future is bright at P1.

It comes down to the people. As long as you have people that care, you’ll be successful. I truly believe P1 is full of people who care not only about the company, but each other.

When you boil it down, a company is a group of people, and you have to have people who are doing the right things for the right reasons. P1 has always had that - and we’re making a few changes to ensure it stays that way.

I look forward to using what I’ve learned over the past few decades to help the younger generation achieve their goals. The leadership of this company has done a phenomenal job, and I’m looking forward to carrying that forward.”

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DAN TYLSKI/7 YEARS WITH P1 Mechanical Estimating Manager “While our actual role in Central Estimating hasn’t changed, the way we work with the new team leaders and the project managers will look different going forward.

I expect to have more one-on-one conversations because a project always starts with the estimate. With the new structure in Mechanical Construction, I think we will have more collaboration with the project team to ensure the estimate and the job benefit from ongoing, engaged conversation.

The teams will be able to take more ownership of what we produce based upon the information we have.

If you’re not changing, you’re dying - you’re becoming a fossil. The exciting part of all of this is watching the process of change happening.”

JIM NISELY/8 YEARS WITH P1 Millwright Senior Project Manager/Team Leader “When P1 Group added the Millwright trade to its single-source offerings, Millwrights performed about 24,000 manhours between 6-12 Millwrights. The very next year that number doubled.

In 2020, we had nearly 80,000 manhours and we have 35-45 Milllwrights working at any given time.

The biggest changes to the Millwright division include an increased ability to book our own work, the addition of a Millwright fabrication shop, and the addition of design capabilities.

While we will continue to get work through the industrial contacts we’ve had for years, we have also worked hard to communicate our capabilities better to the internal P1 audience, and have significantly increased those internal opportunities.

The addition of Senior Project Manager Dave McPherson to the team brought Millwrights from mostly labor to a total-solutions provider. Dave has added the design expertise, which allows us to provide complete solutions, from design and fabrication through installation. This gives us another avenue to be first in line for be awarded work.

Millwrights have become a valuable part of the future of Mechanical Construction, and I look forward to building our own pipeline of talent and opportunity.”

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“AS WE TACKLE SPECIFIC MARKETS, WE ALSO HAVE THE ABILITY AT P1 TO PROVIDE PREVENTATIVE MAINTENANCE AND CROSS POLLINATE OUR CURRENT CUSTOMER BASE FOR MULTIPLE SERVICES.” Phil Nehring, Executive Vice President

TAKING QUALITY TO THE NEXT LEVEL

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SERVICE FOCUSES ON OPPORTUNITY IN EXISTING AND EMERGING MARKETS Executive Vice President Phil Nehring sees it this way: P1 has entered a new chapter where we drive the change, rather than letting the change drive us.

“The HVAC market is projected to have significant growth during the upcoming years. Increased urbanization, demand on improving energy efficiency, and technology are some of the driving factors,” Phil explained.

“This, combined with mergers and acquisitions, creates a demand for firms who can cover a greater geographical footprint.”

“Our choice to change and grow will provide the resources to buy other service businesses throughout North America and perhaps beyond,” Phil said. “This not only provides growth, diversity, and opportunity, but also the ability to serve our customers in a greater capacity.”

“Technology is driving the HVAC industry in the same way it is driving the rest of the world,” Phil said. “With technology, the types of HVAC systems will continue to evolve, but what remains constant is that they will always require service.”

“P1’s Service department already has a solid reputation for

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providing quality service and excellent customer care, and this will continue to set us apart.”

Phil also notes there are two service areas in which we have significant opportunity for growth: electrical and plumbing.

“As we tackle specific markets, we also have the ability at P1 to provide preventative maintenance and cross pollinate our current customer base for multiple services,” Phil said.

“HVAC will continue to prosper and get more market share, but the goal is to push forward with the growth and expansion for electrical and plumbing service.”

Phil says opportunity will help sustain growth.

“I’ve been here 28 years. I started in the field, and P1 gave me the opportunity to do something beyond that,” Phil said.

Today, Phil recognizes the many young, talented individuals within the company that P1 is positioned to develop and elevate for continued growth.

“There are some really good things happening, and our success starts with identifying the people who really want to do more,” he said.

“Even though P1 has already achieved such a successful past, I think this company is just beginning and the next 100 years will be very prosperous.” 

PHIL NEHRING Executive VP

TONY WHITED VP Operations

General Manager

TODD ANDREWS

KC SERVICE CARE Coordinator

Plumbing Account Manager

RHIANNON ROBINSON

SAMANTHA KEITH

KELLY MASTERS

Customer Service Coordinator

JOHN COBB

JEN MORRIS

Operations Manager

Operations Supervisor

Senior Project Mgr

Call Center Supervisor

JILL HOLLINGSWORTH

CLINTON GECHTER

JUSTIN FOSTER

Sales Manager

Senior Controls Engineer

TBD Controls Engineer

CHAD MANCILLAS

Operations Coordinator

RYCK SANDERS

Project Coordinator

SHANNON BOER

BRIAN HOLLADAY Division Manager

JOHN HILBERT Service Manager

WILLIAM MEDLOCK

Service Coordinator

STEPHANIE MCDANIEL

Service Coordinator

SUSAN GROTE

Service Coordinator

AMY FENSTERMACHER

VICKY ATHON

TOM ARGUBRIGHT

JIM DAHLIN Service Project Manager

DAVE PATE Service Project Manager

MICHAEL CATES Service Project Manager

Service Project Manager

MICHAEL SCHRAM

Service Supervisor

MATT PHILLIPS Service Manager

BRYAN MILLER Service Supervisor

Service Manager

ADAM COLLIER

GARY JONES Service Supervisor

Start Up Supervisor

SEAN MARCONETTE

Service Coordinator

Proactive Solutions Sales Manager

JIMMY PERLIK Proactive Solutions Consultant

JEFF WALKER Proactive Solutions Consultant

DYLAN BROCK Proactive Solutions Consultant

TAYLOR JENKINS Proactive Solutions Consultant Project Manager

BRANDON HOLLADAY

ANDREW NOONE Project Manager

DAVE ROLLO Plumbing Project Manager

JOHN ROTTERMAN Service Supervisor

RY WALTER Project Engineer

Project Engineer

CONNOR HAYES

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ORG CHARTS CHOSEN FOR THIS PUBLICATION REPRESENT AREAS WITH SIGNIFICANT CHANGE. NOT ALL P1 ORG CHARTS ARE REPRESENTED IN THIS PUBLICATION.

ELECTRICAL SERVICE TODD ANDREWS General Manager

PHIL NEHRING

JOHN COBB

Executive VP

Operations Manager

JEN MORRIS Operations Supervisor

TOM ARGUBRIGHT Proactive Solutions Sales Manager

VICKY ATHON Service Coordinator

JOE CHABOT Account Representitive

PHIL NEHRING

JEFF GARDNER Preventative Maintenance Service Manager

ALEX VANLEEUWEN

ZACH GUSTAFSON

Service Manager

Service Solutions

PERFORMANCE SOLUTIONS RUSTY RODERICK

Executive VP

VP Sales

JB ASHCRAFT Project Developer

KEVIN THOMAS

BILL FREDE Project Development Engineering Manager

Project Developer

FUTURE Project Developer

TIM MENSE Senior Project Development Engineer

ALAN SPARLING Project Development Engineer

FUTURE Project Development Engineer

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ORG CHARTS CHOSEN FOR THIS PUBLICATION REPRESENT AREAS WITH SIGNIFICANT CHANGE. NOT ALL P1 ORG CHARTS ARE REPRESENTED IN THIS PUBLICATION.

A NOTE ON ELECTRICAL SERVICE Moving forward, all electrical service capabilities, including preventative maintenance, will move under the Service division.

“Our capabilities in Electrical Preventative Maintenance and Electrical Service have been growing more robust in the past few years,” Executive Vice President Phil Nehring said.

“The ultimate goal is to have a strong P1 Service, LLC that provides service work, special projects and performance solutions for our customers,” he said. “This includes service in electrical, plumbing, and HVAC.” “The opportunities to cross pollinate among all of our electrical resources provides the biggest window for growth.”

• ADAM COLLIER is now Service Manager + Account Manager, assisting with startup, commissioning, controls and other assigned accounts.

• DIVISION 270 was formerly Performance Solutions, with sales, development, and execution led by Rusty Roderick and Clinton Gechter. This is now part of KC Service, with TONY WHITED providing leadership.

• DIVISION 271 will be led by RUSTY RODERICK, covering Business Development.

• ANDREW NOONE was promoted to Project Manager.

• ALAN SPARLING was promoted to Project Developer.

• With oversight from Tony Whited, RYCK SANDERS and Clinton Gechter will be leading the Project Sales team with Ryck’s focus on managing the sales and Clinton focusing on execution.

• DAVE ROLLO has moved into project sales, working for Ryck Sanders.

• JEN MORRIS was promoted to Operations Supervisor assisting in operations for Electrical, Ammonia, Plumbing and Controls.

• ZACH GUSTAFSON (Electrical Service Solutions) is working with Proactive Solutions Sales Manager TOM ARGUBRIGHT on PM sales activity.

• JOHN COBB will manage all electrical service operations.

• ALEX VAN LEEUWEN will handle electrical service management along with project sales.

• VICKI ATHON will support members of the Electrical Service team.

• TBD: There is an open ELECTRICAL PROJECT SALES position for Lawrence/Topeka.

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JILL HOLLINGSWORTH/10 YEARS WITH P1 Call Center Supervisor “I believe the future looks really bright. Even with a pandemic this past year, we are making positive internal changes and coming through as a stronger team.

I think we are going to continue forward and keep building the team and P1 as a whole. Everyone in service is happy to be here and wants to continue to go above and beyond for the customer and the company.

I am excited about what is going on.

Change can be hard, but with the backing of an investor, P1 has the opportunity to keep developing and improving on what we are doing. If they are willing to invest in us, we must be doing something right!”

JEN MORRIS/2 YEARS WITH P1 Operations Supervisor “I still consider myself ‘new’ to P1, but what excites me the most is the individuals I work with. The intelligence, work ethic, and innovative spirit around me motivates me to show up as my best every day.

I respect how P1 Group develops its employees, and I hope that in the years to come I can assist in the expansion and growth of the service department.

In particular, I believe a well-thought-out technology strategy can solve many of the most common challenges, including managing plans and documentation, safety, and cash flow management.

I look forward to finding and implementing the right technological tools needed to improve our processes.

When it comes to growth, the quality matters as well as the quantity. Not only does P1 have quality associates, we have a valuable customer base and the ability to grow nationwide.

How could the future not be bright in an atmosphere that’s so conducive to growth?”

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ANDREW NOONE/4 YEARS WITH P1 Project Manager “It’s difficult to make a change, and figure out how things are going to operate, but over the last 3-4 weeks the changes we’re making in Service have begun to get clearer.

We have a good process set up for Clinton [Gechter], Ryck [Sanders] and I to work together. I’m excited to work with those guys.

The growth we’re seeing in plumbing is also exciting. Service Manager Dave Rollo is our subject matter expert and the technicians are fantastic.

I think what will drive sustainability is the quality of the people here. Whether it’s our service group, managers, field techs, or dispatch – all of them are contributing positive interactions with our customers every day.

That’s why P1 is a trusted provider. We go the extra mile to make sure our customer base is taken care of, and that generates more customers. I think P1 is setting itself up really well to grow and be successful in an ever-changing market. I am always excited for positive change.”

ALAN SPARLING/5 YEARS WITH P1 Project Developer “P1’s commitment to excellence and our associates is always going to drive our success. The past year is a testament to what this company can weather.

P1 is evolving. We will have growing pains like any organization, but we will emerge as an even bigger player in the market.

These changes will unlock a far greater geographic reach for P1 Service, LLC, giving us boots on the ground in brand new markets and opportunities for peer sharing.

This growth will come with new metrics and tracking.

More information is available every day and I plan to use this data to continue improving our processes. I also look forward to helping grow our Service Projects and Performance Solutions groups, especially in our regional offices and possibly in new markets.”

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“TODAY’S MARKET REQUIRES A COMPLETE ELECTRICAL CONTRACTOR. IN PARTICULAR, THERE IS INCREASING DEMAND FOR ALL THE TECHNOLOGIES, LIKE ACCESS CONTROLS, SMART BUILDINGS, AND LOW VOLTAGE.” Marvin Loecker, Executive Vice President

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THE COMPLETE CONTRACTOR ELECTRICAL CONSTRUCTION MEETS MODERN MARKET DEMANDS Executive Vice President Marvin Loecker has watched the Electrical division at P1 go through some experimental structuring, from separation to integration.

Today, Marvin notes Electrical Construction has come full circle, once again standing on its own - with one difference: a stronger focus on building comprehensive solutions to meet market demands.

“Today’s market requires a complete electrical contractor,” Marvin said. “In particular, there is increasing demand for all the technologies, like access controls, smart buildings, and low voltage.

“Capabilities in electrical prefabrication and virtual design and construction will also be critical to our projects.”

That’s why the department has made some personnel changes, including putting Operations Manager Danny Farnan in place to lead the Building Technologies Department.

“Being an electrical contractor is not just providing the power

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and lighting, it’s supporting all the systems,” Marvin said.

“Smart buildings are becoming more dependent on lowvoltage systems, and that’s only going to grow in the future.”

“Senior Project Manager Jeff Dallas, Project Manager Mike McClammer, and Superintendent David Becerra are our resident experts, focusing on network cabling and fiber, while Danny focuses on other offerings,” Marvin said.

Some of the effort to find those other offerings will fall to the new Client Development Manager, Mark Rau. Mark will use his 30 years of experience with securities and low voltage technologies to pursue opportunities with existing customers as well as seek new customers on a local and national level.

“Mark will focus on the high-growth areas of business technologies, like audio/visual, security, CCTV and access controls, seeking bigger opportunities for P1 to put our existing capabilities to work,” Marvin said.

In addition to mission critical work, Marvin says Operations Manager Casey Walsh will also help grow our electrical footprint by pursuing opportunities outside the region, including those generated by BCTS.

“Operations Manager Rick Drake will continue focusing on regional electrical opportunities. P1 has made great strides here, increasing market share and changing the perception of P1 as a mechanical-driven contractor,” Marvin said.

“We’re now structured more alike, with one go-to person for Mechanical and one for Electrical,” Marvin said. “I think Glenn Shain and I will have a better shared vibe on what’s going on, and can collaborate better.”

“With help from Electrical Construction Senior Project Manager Mike Hutchison, we have made significant in-roads in the electrical healthcare market.”

“Electrical Construction is ready to take on new opportunity, and grow with a technology-heavy market,” Marvin said. “We have all the talent and capability, and look forward to bringing that to existing and future customers.” 

Marvin also notes that the changes in Mechanical Construction create a greater collaboration with Electrical.

STEVE SMITH PHOTO

“P1’S HISTORY OF SUCCESSFULLY PERFORMING WORK IN MANY DIFFERENT ELECTRICAL MARKETS HAS PROVIDED AN INVALUABLE RESOURCE OF HISTORICAL DATA THAT ALLOWS US TO QUICKLY AND EASILY MEET THE FAST-PACED DEMANDS OF OUR CLIENTS.”

STEVE SMITH/14 YEARS WITH P1 Vice President “The construction industry as a whole, especially electrical construction, is moving at light speed as we engage with new technologies. Estimating and preconstruction are no different. P1 has taken an aggressive step forward to implement systems which let us meet the demands of our clients in a very short time frame, without compromising accuracy.

P1 was on the front lines when we identified the need for a Construction Technologist, a role JEFF PETERSON took on a couple years ago. Jeff knows our industry and serves as a bridge between technology and our internal processes. He has been immensely valuable to our entire organization as he helps to streamline multiple functions. This is a great example of P1’s commitment to staying in front of the pack.

P1’s robust history of successfully performing work in many different electrical markets has provided an invaluable resource of historical data that allows us to quickly and easily meet the fast-paced demands of our clients.

Whether it is institutional, industrial, commercial, or mission critical projects - such as large hyper-scale data centers facilities have integrated new technologies into the design. The electrical group as a whole has embraced the change and we are a true leader in this market due to our diversity and unwavering commitment to embracing new technologies.”

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Electrical Division 231: Building Technologies • DANNY FARNAN has transitioned from the Electrical Service General Manager to the Operations Manager of Building Technologies, tasked with growing our market share and venturing into new technology offerings.

• MARK RAU has joined the Technologies team as Client Development Manager. Mark will create and pursue opportunities through existing and new customers, particularly as P1 increases capabilities in audio visual, CCTV, access control, security, and technologies.

Electrical Division 225: Regional Electrical Construction • RICK DRAKE will continue as Operations Manager focusing on regional electrical construction opportunities.

• CARRIE DOZIER has joined Rick’s team as a project engineer assisting Dolan Boxberger in the Manhattan area markets.

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• With assistance from Rick Drake, DARIN BOGGS will manage the electrical Emerson opportunities.

Electrical Division 235: Mission Critical/National Electrical Construction • CASEY WALSH will continue as Operations Manager, focusing on mission critical opportunities nationwide as well as other national projects.

• PAUL CRAIL and JOHN LUNDIEN will wrap things up at Pryor until a new project is awarded.

Electrical Pre-construction and Estimating • STEVE SMITH will continue to oversee electrical estimating, growing the capability and efficiency of preconstruction.

• JAY THIESEN will continue to coordinate the electrical estimating team.

• ELECTRICAL FABRICATION wreports to Marvin Loecker.

GLEN HERRING Senior Project Manager

Project Manager

JEFF LUTTMAN

Project Manager

DARIN BOGGS

JEFF WELLS Project Engineer

COO

BRUCE BELCHER

Executive VP

MARVIN LOECKER

Project Manager

PAUL CRAIL

Project Manager

JOHN LUNDIEN

MISSION CRITICAL

LAURA ADKINS

ENCOMPASS

DOLAN BOXBERGER

Senior PC - Lenexa

Ops Manager

DYLAN WALTERS

Project Manager

CASEY WALSH

MIKE HUTCHISON Project Engineer

RICK DRAKE

Senior Project Manager

PC - Lawrence

RENEE BOGGS

LAURA ADKINS

Project Engineer

Senior Project Coordinator

CARRIE DOZIER

Project Manager

MIKE MCCLAMMER

Project Engineer

Field Superintendent

DAVID BECERRA

NATHAN PENDERGRAFT

Project Engineer/Est.

KRISTI BERGLUND

MARK RAU

Project Manager

Project Engineer

CALEB SMITH

Client Development Manager

CASEY SHEAFER

Operations Manager/Team Leader

TECHNOLOGIES DANNY FARNAN

JEFF DALLAS

Operations Mgr/ Team Leader

Senior Project Manager

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ORG CHARTS CHOSEN FOR THIS PUBLICATION REPRESENT AREAS WITH SIGNIFICANT CHANGE. NOT ALL P1 ORG CHARTS ARE REPRESENTED IN THIS PUBLICATION.

DANNY FARNAN/9 YEARS AT P1 Operations Manager, Building Technologies (Formerly Electrical Service General Manager) “Coming from a technologies background I’m returning to my roots, overseeing the operations of the Technologies division at P1.

It’s great to see how the industry is evolving and more focus is being given to building technologies. P1 is excited to move forward toward automated systems that not only control indoor temperatures, but monitor perimeter doors, unlock and open doors, monitor motion for intrusion, and analytically track assets and personnel through advanced software integration. The security, CCTV, access control, intrusion, and A/V markets are fast moving, and we are moving quickly with them.

P1’s sustainability also comes from a true team approach, which is not lip service at P1, but something put into practice every day.

As leaders in this great organization, we emphasize the value of the team approach, because we live that culture from the top down. We have a great team, and I am proud to be a part of it.”

MARK RAU/NEW TO P1 Client Development Manager “I’ve been involved in the low voltage systems, A/V, and security industry for almost 30 years as an entrepreneur/owner and manager. I have worked with P1 Group on different projects over the past 11 years, and it was that experience with P1 that led me to this wonderful opportunity. I look forward to working with Danny Farnan and the electrical leadership team as we introduce our expanded capabilities to the market.

We see our opportunities along three main avenues: existing customers who may not be aware of our technology capabilities; security and A/V opportunities that come in ‘off the street’ from our customers or GCs, where we can now plan to self-perform that work; and finally, expanding those untapped markets, niches, and potential customers that don’t yet have a relationship with P1.

Technologies is the up-and-coming part of the electrical industry. I look forward to taking my entrepreneurial experience out there to growing niches, like LED screens for movie theatres, electric vehicle charging stations, LED displays for large venues, and many others.”

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RICK DRAKE/10 YEARS AT P1 Operations Manager/Team Leader “The electrical construction and technologies markets are at the forefront of the ‘smart buildings’ movement, with technologies ramping up exponentially.

In the electrical construction market, there is also a lot of emphasis on the big box retailers. Full-service distribution centers like Walmart and Amazon are growing.

To find and meet these opportunities, we’ve continued to bolster our business development, project management, and supervision staff.

New Project Engineer Carrie Dozier and Project Manager Dolan Boxberger are supporting and developing the market in Manhattan, KS, including the National Bio and Agro-Defense Facility (NBAF).

Project Manager Darin Boggs is working closely with Senior Project Manager Rick Ellis, to continue to bolster and expand electrical and mechanical work with Emerson.

We continue to expand electrical work in hospitals with Senior Project Manager Mike Hutchison and Project Engineer Nate Pendergraft.

You’re always going to need electricity. How we deliver it will change.

New market items such as power-over-ethernet (PoE) lighting, may be at the forefront, but the basis of electricity will always be there, and our team is primed to meet the demands.”

CASEY WALSH/14 YEARS AT P1 Operations Manager “The mission critical market demands innovation first and foremost.

Due to the ‘mega’ construction projects in the mission critical segment, our clients are always looking for efficiencies to overcome the challenges that come with their demand.

These include robust prefabrication abilities and project staffing capability.

I believe the recent changes have enhanced the ability of our associates to focus on their individual core competencies, while delivering the best single-source MEP solution in construction.

One of the greatest challenges to the mission critical construction market is gaining entry. P1 has done a great job over the last seven years performing at a high level and now has the experience and resume required to be considered for these projects. My goal is to leverage that into continued work in the mission critical world.”

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OUTLOOK REPORT: P1 OFFICES SEE A BRIGHT FUTURE

THE COMPETITION IS WATCHING IN WICHITA Wichita General Manager Andy Dunbar says the future is bright in Wichita.

“The new company growth will open doors and bring opportunities to our associates,” he said. “Wichita is becoming a force to be reckoned with, and we’re forecasting another great year in 2021.”

“Our competition is watching us with hopes of learning what we do to be successful.”

Andy says “Servant Leadership” - a philosophy in which the main goal of the leader is to serve - is key.

“If we support our customers and associates, we will be successful. We have to know why we get up in the morning and know what we are planning to accomplish every day, week, month, and year moving forward.

Andy notes the increased focus on service contracts and the projects that are generated from relationships are what will move Wichita - and P1 - forward.

“It’s critical to be even more involved in our communities so we are aware of what is going on in the different markets, and can make adjustments along the way,” Andy said. “We have to be disciplined and work harder than our competition so P1 is seen as a company with more to offer.”  26

ST. JOSEPH TURNS CHANGE INTO OPPORTUNITY As the St. Joseph office continues to grow their customer base in service and construction, General Manager Heather Richards-St. Clair says the outlook for 2021 is very promising.

“This year started with a strong backlog of work, and we have the right team in place to execute,” Heather said. “With the support from Smitty Belcher, and the ability to bring on additional resources over the past year and a half, this team has become unstoppable.”

Heather says she foresees tremendous growth over the next several years due to the changing marketplace and P1’s ability to serve customers in ways the competition can’t match.

“The new changes at P1 have brought to light areas we are working to improve, including financial performance and driving sales,” Heather said.

“Having a dedicated Proactive Solutions Consultant in place will continue to increase our preventative maintenance base, which will lead to increased spot service, and project opportunities,” Heather said. “Collaboration between different branches of the organization has also increased opportunities to develop solutions and learn from others’ experiences.”

Heather’s number one goal is to continue leading a team that expects change and sees every change as an opportunity to improve self and company.

“We’re setting a cultural standard that allows team members to feel comfortable discussing and developing change, the possible roadblocks, and the desired outcomes,” Heather said.

Going forward, Heather says success will stem from two things: Overcoming a struggling marketplace by bringing solutions to our customers that are not “low bid” solutions and cannot be replicated, and providing growth opportunity and instilling our unique P1 culture to recruit and retain talent that sets us apart in the industry. 

NEW ROLE! Congratulations to St. Joseph Project Manager JASON WHITE, who will transition into a new role in 2021 leading the St. Joseph construction team. He will oversee, and provide support for, all mechanical, electrical, and plumbing construction. Heather says Jason’s exceptional attention to detail, experience in the industry, communication abilities, and overall performance will be a tremendous asset for the St. Joseph team of project managers.

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BACK TO THE CUSTOMER: LT SERVICE FOCUSES ON BUILDING MARKET SHARE Executive Vice President Phil Nehring notes that the Topeka office has been a steady performer for P1 over the years.

With increased competition, P1 recognizes an opportunity - and need - to gain greater market share, including providing service further down the I-70 corridor.

“Our goal is to have 16 percent growth for 2021, and in order to accomplish this we must have a dedicated focus on sales and operational excellence,” Phil said.

“With the strategic alliance of the three companies that have formed BCTS, we will be operating under the LINC operating system, which allows the original companies to operate in the same way, and provides a platform of consistency so future acquisitions can match that style as well.”

Phil says this change includes a new operating system, which the Topeka office will be the first to implement.

Under the new system, Mitch Campbell has taken on the role of Operations Manager to focus on sales, operations, and growth for Topeka, and Andy Dunbar has become the General Manager.

“Service has always been a quick adapter of change,” Mitch said. “Our schedules and plans are in constant refinement.”

“We have some great opportunities to add new maintenance customers to LT Service,” Mitch added. “I am very grateful for the dedicated technicians, service coordinators, project sales, maintenance sales, and office staff of LT Service who never stop going above and beyond for our customers.”

“We appreciate the dedication and everyone’s cooperation as we make the necessary changes to move this organization forward,” Phil said.  28

VEGAS FORESEES GROWTH DESPITE TOURISM SETBACKS “The future of our business in Vegas is changing, but I believe it will be prosperous.”

Brad Davis, Vice President and leader of the Las Vegas office, sees a bright future, even with the obvious setbacks.

“We have a great core group that have been together for some time,” Brad said. “Although we will face some challenges with the developing issues of the pandemic and tourism, I believe we will adapt as we’ve always done, and continue to emerge as a respected service and construction specialty contractor in the Las Vegas market.”

And the Vegas team has already exemplified their adaptability.

“When casino and hospitality work slowed due to COVID, we turned to retrofit work, not only with the casinos but local municipalities,” Brad explained.

“We have also put a concentration on maintenance contracts to bolster our service department. These new initiatives will keep our core group together and also expand our management team and workforce expertise.”

Brad credits success to the sheer talent of the Vegas team, including best-in-class craftspeople and sharp support staff.

“We also have a very seasoned project manager group with some of the finest project engineers in town,” Brad said.

“With the new changes at P1, I believe we will capitalize on the synergy with our service department and relatively new electrical department, giving our clients a true specialty contractor for all their MEP and service needs.”  29

Tim Moore, Business Development Manager

Steve Hinshaw, Director of Business Development

CREATING A CULTURE OF CONNECTION:

B

P1 STRATEGIZES INCLUSIVE APPROACH TO BUSINESS DEVELOPMENT Business Development is something many of us can do, every day.

Business Development Manager Tim Moore hopes to break down territoriality around the practice of cultivating relationships, because he says it’s something many P1 associates can do.

“The P1 name is strong out there,” Tim said. “We just want to make sure the interpersonal relationships are too.”

“We have so many customers, with so many facets of their own business, one person simply cannot give the relationships the attention they deserve,” Tim said.

“One of our major goals is to have more people at P1 building those relationships – whether it’s lunch, coffee, or something else.”

This is just one example of the renewed strategies around Business Development, led by Business Development Director Steve Hinshaw, working closely with Tim and Vice President Rusty Roderick.

The three will focus on renewed business development efforts company-wide.

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“Business development has never been broken,” Steve emphasized. “We are simply looking at more ways we can win the coin toss in an extremely competitive industry.”

“As the industry, and P1, evolve, we need to find more ways to inform both new and existing customers about P1’s robust capabilities.”

“Fortunately, Rusty and Tim have laid a great foundation for us to work from,” Steve said. “They have made tremendous strides in client connection over the years. More recently, Tim has brought a fresh perspective, shedding light on where we have opportunity for improvement.”

Steve and Tim both know the companies we do business with have their own changes happening.

“We have to keep up with their personnel, the next generation of owners, engineers, and managers,” Steve said. “The person we have always done business with may be gone or in a different role. Who is doing the work now? That’s who we need to cultivate.”

“I applaud our executive leadership for understanding this, taking feedback for improvement, and putting forth strong support to bolster business development efforts,” Steve said.

Tim says the fabrication shop tours are a crown jewel of P1’s business development efforts. “It’s one thing to tell people what you do, but it’s far more valuable to show them.”

“We used to spend too much time strategizing about how we’re going to develop business, and not enough time developing the business,” Steve added. “Tim just goes out and does it, and that’s been refreshing.”

Take Tim’s unhesitating way of getting out and doing it, coupled with Steve’s technical construction knowledge and sales acumen, add Rusty’s long tenure in business development and facility solutions, and you have a recipe for comprehensive and collaborative success across P1.

“We are always reminded that no matter how long we’ve known someone, or worked with a customer, we can still surprise them with things they don’t know about us,” Steve said.

“There’s always something to talk about. Finding creative

ways to spend time with our customers is the key,” Tim added. “It’s just continual contact.”

Steve also emphasizes that at the end of the day, P1 still represents “the expertise of many, the power of one.”

“Even in light of certain restructuring, we are all still part of the P1 ‘single source’ mentality,” Steve said.

“We will always look to find service opportunities as we build new projects, and we know service will continue to find opportunities for construction.”

“BCTS is a service-driven entity, but to me it’s pretty much business as usual for both P1 Service, LLC, and P1 Construction, LLC. There is only upside, and that is the potential for more projects with the newly acquired service companies.”

Steve, Tim, and Rusty agree: Creating a culture of connection means we never stop finding ways to talk to our friends - old and new - about the vast capabilities P1 has to offer. 

RUSTY RODERICK/20 YEARS WITH P1 Vice President

“We’re in the people business, we just happen to work on buildings.”

Vice President Rusty Roderick has been instrumental in P1’s business development efforts over the years, and boils success down to two things: building a relationship-driven culture, and helping customers (and associates) understand “WHY P1?”

“P1 has an incredible reputation,” Rusty said. “People know exactly what we do and how well we do it, but they don’t always understand why we do it.”

“We want to be top-of-mind for all customers. Getting that to happen means mentoring team leaders, field associates - anyone who has regular interaction with customers - on building and maintaining strong interpersonal relationships,” he said.

According to Rusty, the “why” is P1’s rare ability to be a comprehensive facility solutions provider.

“P1 doesn’t just go in and fix the problem. Our single-source capability, from engineering to construction to maintenance, is our greatest value proposition, setting us apart in the marketplace.”

Rusty says this opens the door for more “same store sales”.

“When we go in to a job, we should be asking ‘what else can P1 do for this customer?’ ‘How can we give them a more comprehensive analysis of their facility and become a true solutions provider?’”

“When we do this right, customers like, believe, and trust P1,” Rusty said. “And customers come back to work with people they like, believe, and trust.”

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