Cleaner Times — December 2024

Page 1


Editor’s Note

State of the Supply Chain

PowerClean 2024

Cleaning Wind Turbines

CETA Edge: CETA Award Winners 2024

Planning for the Future

Don’t Skip Your Year-End Assessment

Industry News

Product News

Financial: Is a Trust an Option for the Business?

At the beginning of October, a brief strike took place when members of the International Longshoremen’s Association (ILA) walked off the job. A tentative agreement was reached that extended the master contract through January 15, 2025, with discussions to resolve all outstanding issues, such as the use of automated machinery, in November. Hopefully by the time you hold this December issue in your hands, a new agreement will have been struck, and business owners—both inside the pressure washing industry as well as other sectors—and consumers won’t have to worry about a disruption to the economy starting at the beginning of 2025.

On page 6 Diane Calabrese has written “State of the Supply Chain.” There is agreement that for the most part the supply chain has stabilized and improved dramatically since 2020. Linda Chambers with GCE/Soap Warehouse Brand in Norcross, GA, points out, “That more products would be made in the U.S. would be a good place to begin in moving to the idea.”

Aaron Lindholm is CEO and president of Veloci Performance Products in Burnsville, MN. He points out that the biggest issue he sees with the supply chain is the de minimis rule. This rule allows low-value shipments, $800 per person per day, to enter into the U.S. without paying duties or taxes as compared with Europe at $250 and China at $7.50. He comments, “I believe that in the short term it may be helpful, but in the long term our country cannot allow this massive supply chain disruption to continue.”

Turn to page 16 to read about “Cleaning Wind Turbines.” There is definitely a place for pressure washers in this work. Christoper Blann is CEO of PowerWash.com in Fort Worth, TX, and comments, “We have a few clients who clean the large windmill turbines all over the country, using many of the pressure washer rigs we have built and using drones too.” If you live in a wind turbine-dense region, this might be a good business opportunity.

On page 20 read about the 2024 CETA Award recipients of the Lifetime Achievement, Distinguished Service, and Community Service awards. These individuals have contributed greatly to the industry, and it is worth a few minutes of your time to read about their accomplishments.

Cleaner Times wishes you a Merry Christmas and a Happy New Year!

Ware • admin@cleanertimes.com

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STATE OF THE SUPPLY CHAIN

It’s not over yet. A shortlived (October 1–3, 2024) longshoremen’s strike did not end; it paused. The new deadline for meeting the union’s demands is January 15, 2025. Ports on the East and Gulf Coasts may close at some point. And as we write, another hurricane— Milton, following fast on Helene— threatens both coasts of Florida.

Even without the trials of labor disagreements and natural disasters, supply chain issues require ongoing attention. But the how, when, and where of disruptions are difficult to predict.

In fact, until the last quarter of 2024, problems that began in the spring of 2020 were abating. “Over the last 12 months we have finally seen supply lines normalize and lead times from vendors get back into normal delivery times,” says Curtis

Braber, owner of BE Power Equipment in Abbotsford, BC, Canada.

Yet stabilization does not hold in every dimension of the supply chain. “While delivery times have normalized, there is still a lot of volatility in container pricing,” explains Braber.

Count Braber as optimistic that equilibrium—in other words, predictability—will return. “Hopefully as we work through the slowdown in

the economy and interest rates come down, we will see demand for product normalize to pre-pandemic levels and have a clear line of sight from suppliers through to the dealer network,” he says.

On the southern side of the U.S.–Canada border, there is also optimism about continuity in the supply chain. There has been a “dramatic improvement, except for supply of a few components,” says Dennis Black, president of McHenry Pressure Cleaning Systems Inc. in Frederick, MD.

Black says that lead times for most equipment have reverted to pre-pandemic levels. He adds,

however, that there are still issues that require attention.

“I have concerns that as the supply chain has caught up, the economy has slowed, sales are down, and money is tighter,” explains Black. “We find that companies are not spending and/or funding like previously.”

Because manufacturers lowered lead times, some may experience overstocks if sales fall. “This could drive availability and production back the other way,” says Black.

Although Black concedes it may not be realistic, he does have a concept of what an ideal supply chain might look like. It would couple seven to 10 days lead time (to have items built) with

stabilization—and eventually lowering—of the cost of everything. In short, “inflation” would be tackled.

Optimism must be tempered within the sphere of commerce and industry. Black is not completely sanguine.

“Although lead times have decreased, we feel the quality of manufacturing has suffered,” says Black. “I’m not sure of the exact reasons but have concerns that companies have

been lacking on quality control and pride in manufacturing in order to increase their product.”

An example? “We are experiencing more equipment coming in with problems right out of the box and with poorer quality,” says Black.

Difficulties in hiring and retention may be in play. “I have wondered if it is not due in part to the lack of available employees and the level and

Photo by iStockphoto.com/SHansche

quality of workers that are being hired,” says Black. “A deterioration of pride in work and quality of work appears to be occurring.”

IF ONLY…

An ideal supply chain is always somewhere on the wish list of a business owner. “That more products would be made in the United States would be a good place to begin in moving to the ideal,” says Linda Chambers, brand and sales manager at GCE/Soap Warehouse Brand in Norcross, GA.

Moreover, the ideal might also involve the way stock is maintained. For instance, “Vendors would inventory a

larger amount of their goods instead of only making to order or relying on overseas production,” says Chambers.

Being able to source goods closer to home would mean “retailers could count on faster shipping when placing orders,” explains Chambers. When Chambers responded to our queries, she shared the wide concern over the port strike, which may not be finally resolved until January or beyond.

Although shipments move better now than they did in the first years of this decade, they could move better still. “Some items from overseas continue to take weeks to get here and to us,” says Chambers.

“U.S. vendors have been getting better with increasing their supply on hand here in the United States,” explains Chambers. “They can get things to us faster, but it still can be hit or miss, and prices are still high or going higher and not showing any chance of coming back down.”

The uncertainty hanging until there is a conclusion to the negotiations between dockworkers and management may be less intense while dock work and talks continue side by side. But the lack of assuredness is most unwelcome just when things began to move away from the perturbations caused by the virus.

Aaron Lindholm, CEO and president of Veloci Performance Products in Burnsville, MN, offers some of his insights into the current situation. “Travel times for products from Asia continue to get longer, and there is an oversupply of some goods in the market still,” he says.

But Lindholm also tracks many positive changes. “Raw material pricing has improved for stainless steel, as an example, and we have seen less price increase from various vendors this year compared to years past. Overall, the supply chain is in a more stable spot than it was during Covid, making inventory management easier and more predictable.”

There’s one issue that Lindholm sees as more vexing than any other. It’s not the lead times coming from Asia being as long as they are. “That’s frustrating, but the biggest supply chain issue I believe needs to be addressed is the de minimis rule,” he explains.

“Allowing Chinese manufacturers and suppliers to sell direct to the American consumer has many unknown economic consequences,” says Lindholm. “In the United States you can purchase goods for less than $800, and they come in duty free. In Europe this amount is $250, and in China the amount is $7.50.”

Yes, that’s only seven dollars and 50 cents; then China attaches a tariff to the import.

Lindholm explains that enabling U.S. consumers to purchase lower-priced goods duty free helps them in the short term. In the long term it compounds economic problems.

“With consumers stretched thin, budgets being squeezed, and rising unemployment since January 2023, people are looking for deals, and this is an easy way to save money and still procure goods,” says Lindholm. “I believe that in the short term it may be helpful, but in the

long term our country cannot allow this massive supply chain disruption to continue.”

IT’S AN ELEPHANT

Recall the fable of blindfolded people each envisioning an elephant differently, depending upon which part of it they touched—an ear, a trunk, or a foot. With a supply chain, there’s no one who is fooled because of their vantage.

Whether in finance, sales, or standing at the ownership helm, everyone has the full supply chain in view. (For all the commitment to integrating the digital systems that keep a business humming, the physical supply chain got there first.)

Consider the two perspectives that follow. The first is from a finance officer. The second is from a warehouse expert.

“Overall, I’d say the supply chain is pretty healthy,” says Christopher J. Vargo, the director of finance at Hydro-Chem Systems in Caledonia, MI. “We have very few substantial delays.”

Vargo sees the chain as essentially returned to preCovid lead times with prices mostly stabilized. He cautions it’s important not to attribute all supply chain issues to the pandemic because a couple antedated the global disruption.

“Some items have historically had longer lead times, such as aluminum products, so those are not a blemish on the overall quality of the supply chain right now,” explains Vargo. “For some time after Covid, electrical items had a fairly high level of uncertainty around them.”

How much uncertainty? “Some items would take up to 180 days to receive,” says Vargo. “Now we have very few items that go past 30 days.” He adds that even the extended lead times on equipment have fallen in line with what they were prior to the pandemic.

“As a chemical manufacturer, a significant portion of what we purchase is commodities,” says Vargo. “While things were very volatile for a few years, those markets have leveled out, and there is much more predictability.”

With the predictability, shipping to customers is essentially at 100 percent on-time rate, says Vargo. Of course he, too, has concerns about a dock strike that resumes or does not get resolved.

“We saw the impact of backed-up ports in the last few years, so we have a pretty strong reference point of what could happen,” says Vargo. “The overall impact could be fairly debilitating to the supply chain.” It is an impact that could include lack of raw materials and finished components and could spiral into layoffs and price increases.

Vargo says there is also concern about the impact of the presidential election “not only on the supply chain, but business as a whole” should there be “financial reactions” that often accompany major elections.

Weighing the effects of the economy on the supply chain matters whether there is a global crisis or relative harmony. “As the inflation slows and borrowing becomes a bit cheaper, it would seem spending could increase,” says Vargo.

During the most difficult part of global supply chain disruption, Vargo’s company took measures to mitigate problems. “Not long ago we were placing substantial orders well ahead of when we’d think we’d need them…” That’s no longer necessary.

Providing “customized solutions” to buyers, says Vargo, always adds a bit to lead times. But customization also means a cohort of buyers who will wait a bit to get exactly what they want, and that’s a big assist with any supply chain issue.

IT’S AN ELEPHANT (II)

As we write, Hurricane Helene’s destruction means a major supplier of IV fluid based in North Carolina can neither make fluid nor ship it to hospitals. Anything can happen globally or locally.

Take locally. “At this point in time, the supply chain is on uneasy waters quite literally,” says Daniel Horn, who takes the title “warehouse ninja” at Atlantic Pressure Washers in Linthicum, MD. “It started with the tragic Francis Scott Key Bridge collapse in March 26 earlier this year.”

Because of the collapse, the Port of Baltimore was closed for just under three months as the bridge was cleared from shipping lanes to the port. “As a result the port lost approximately $15 million a day, and most shipping containers were rerouted to Virginia,” explains Horn.

Although the port is now open, Horn notes it will have to close again in 2025 during construction of a new bridge. Problems caused by a single closed port would be magnified enormously if the International Longshoremen’s Association returns to picket lines.

Any disruption to the chain cascades. It leads to shortages and price hikes as well as bulk buying, explains Horn.

No one wants to reexperience the disruptions that began in 2020, but Horn recalls them as a cautionary tale.

“Companies who have had the means dove headfirst into bulk purchasing to compensate for extended lead times,” says Horn. “As businesses strive to cut costs, ideally the goal is to return to lean management.”

The lean approach requires some confidence in stability. “Being able to follow trends of supply and demand from year to year certainly makes purchasing easier,” says Horn.

Even so, “easier” is not what Horn expects. He points to many factors across the next few months that will make prediction difficult—the possibility of an ILA strike, wars, and the national election. And now, hurricanes and their aftermath.

What to do? “As we await supply, it would be a good idea to devote some time to renewed marketing strategies,” says Horn. “Having good social media and website content on hand to promote your products is essential and will offer a boost in interest and promote sales in the long run.”

In short, Horn has a recommendation we can all embrace: Be positive CT

POWERCLEAN 2024

Don McMillan, a comedian, gives the PowerClean 2024 kickoff
PWNA and CETA board members open the tradeshow floor

CETA and PWNA met at the Rosen Shingle Creek Hotel in Orlando, Florida, from November 1–3. The full write-up for PowerClean will be published in the January 2025 issue of Cleaner Times, but for now enjoy a range of photos from this year’s tradeshow. CT

Women of CETA
Annual Golf Tournament
Wood Defender shows off their product at the outdoor demonstrations.
Curtis Braber of BE Power Equipment speaks about his dad, Nick Braber
Round table discussions
Richard Johns and Doug Latimer

CLEANING WIND TURBINES

Opportunity appears first. Feasibility comes second. Wind turbines are far fewer than the 82 million U.S. homes, but they are out there and multiplying. According to the U.S. Wind Turbine Database, which is maintained by the U.S. Geological Survey, in August 2024 the turbine tally for 45 states and the territories of Guam and Puerto Rico was 74,833. For power washing contractors in states with many wind turbines, it looks like an opportunity.

What about feasibility? Some states have a concentration of turbines.

WINDExchange, a tool at the U.S. Department of Energy website, allows visitors to choose any state from a map of the country, click on the state, and get details about the capacity and number of turbines. (Try it via https://wind exchange.energy.gov/states.)

Perhaps there’s no need to check the WINDExchange because a contractor already knows where regional turbines stand and where they are being built. But are there calls to clean them?

More important, is there a place for pressure washers and ancillary tools in cleaning wind turbines? “Actually, yes in a big way,” says Christopher Blann, the CEO of PowerWash. com headquartered in Fort Worth, TX.

“We have a few clients who clean the large windmill turbines all over the country, using many of the pressure washer rigs we have built and using drones too,” explains Blann. “They also use industrial degreasers and pressure washers to keep those windmills clean and working well.”

Drones get deployed for certain work beyond cleaning. “Some are actually fitted with equipment to inspect the windmills for potential fail points and wear and tear,” says Blann.

Is there a place for power washing contractors in the efforts to clean wind turbines? “Yes, this is a little specialized as a niche, but it is an emerging business like cleaning solar panels,” says Blann. “Windmills are a lucrative option for the smart contractor.”

As with any emerging sector, getting in at the beginning of growth can be very good. (It can also lead to a loss, and that must be weighed too.)

Where does Blann recommend contractors interested in serving the wind turbine industry get started? “The best way to start is to talk to the windmill owners about what their specific needs, limitations, and concerns are. Then be open minded and develop a plan of action for the specific company,” he says.

Contractors who are already certified to work up high have an advantage perhaps when evaluating the turbine as a target for cleaning. They already use tools, including safety ancillaries, that enable them to work safely high above the ground.

There’s a certain amount of risk involved in every job or endeavor. The risk is greater when potential safety risks—like height and electrical energy generation—are in the mix.

“A contractor has to be comfortable with the task at hand and creative enough to develop an action plan to get the job

Photo by

done,” says Blann. Part of being comfortable, of course, is being creative enough to take steps to mitigate risks. It takes only a second to recall the wind turbines we have seen, and we realize immediately that we don’t see them in river valleys protected by

towering mountains. No, they tend to be in places where the wind offers a significant bit of natural power to move the blades.

Consequently, many turbines are on the sides or tops of mountains. Others are erected in seawater or

on flatland expanses in relatively unpopulated areas.

The location of wind turbines and their contribution to green energy spawn some of the special considerations about them. “One main consideration is ecofriendly products,” says Blann. “Another is a rig that can handle the terrain and bring water to the job site.”

Getting connected to the wind turbine sector may also motivate a contractor to become more familiar with drones. “Drones are proving to be a valuable tool,” says Blann.

ASSESSING THE SCOPE

The U.S. Bureau of Labor Statistics ( BLS.gov ) provides a compendium of job descriptions. The BLS profile for a wind turbine technician gives prospective contractors a good idea of what working on a wind turbine in any capacity entails.

The majority of technicians are employed in-house, but 12 percent are self-employed. In 2023 there were 11,400 jobs held by turbine technicians, so well more than a thousand of them were available to contractors (the self-employed).

Strictly on the numbers, then, there is opportunity for members of the power washing industry. What about feasibility?

The likelihood of success in cleaning wind turbines begins with comfort about the logistics. A tower, three blades, and a nacelle (the housing for the generating equipment as well as sensors for trouble) are the components of a turbine.

It might be a climb of 200 feet to reach the nacelle. It’s a given that safety harnesses are in use. Physical fitness is a must for those tending to turbines. In addition to the climb, there’s the carrying of heavy tools.

Owners of turbines who hire technicians in-house typically set up their own safety training. The training includes first aid and CPR as well as rescue procedures. Electrical safety training is a must.

Green jobs are not synonymous with safer jobs. Situational awareness

Photo by iStockphoto.com/Viktor Ketal

and appropriate training keep workers safe everywhere.

The U.S. Department of Labor includes a green jobs hazards summary at its website. Among accidents connected to wind turbines that have happened to date are death from arc flash (to a worker in the power cabinet/nacelle who touched a bus bar), a fire that resulted in the deadly fall of a worker trying for a rapid descent, and a deadly fall by a worker who wore a safety belt but neglected to attach the lanyards.

Complacency kills and injures in every workspace. Any contractor considering talking with turbine owners about possibilities for contract cleaning should already be well versed in safety procedures that will be expected.

The structure of wind turbines is quite consistent. We can all sketch the familiar shape from memory. Three blades rotate on a horizontal axis. Each blade can be longer than 100 feet.

Based on efficienc y, most turbine operators in the United States have chosen the tower with horizontal axis blade configuration. There are vertical axis turbines, but they have gone out of favor. (Some suggest the vertical-axis turbines look like giant eggbeaters.)

The length of turbine blades correlates with the amount of energy generated. According to the U.S. Energy Information Administration (EIA), the largest turbines can generate (at optimum) 15,000 kilowatts (15 megawatts). A small turbine that serves a single home generates about 10 kilowatts.

The single, home-based wind turbines may offer opportunities for cleaning contractors. As with solar panel “roofs,” once a member of a community adds them, others often follow suit.

Cleaning wind turbines requires knowing the composition of the structure and moving on from there. Manufacturers and turbine owners will have the answers regarding composition, and owners will often prescribe the methods.

Steel is the biggest component (twothirds or more) of turbines. According to the National Renewable Energy Laboratory ( NREL.gov ), fiberglass, resin, plastic, iron or cast iron, copper, and aluminum also get tapped.

For contractors who venture into cleaning (or maintaining) wind turbines, one more criterion may have to be met. Security of the national power grid has become a high priority in recent years. To gain access to some

turbines, it may be necessary for a contractor to hold a security clearance. Clean (and unblemished) blades are the most efficient at converting wind energy to electrical current, and efficiency hovers only around 45 percent when they are at their best. For these turbines, cleanliness and protection from degradation serve a functional and thus financial purpose, so this market should remain solid for those serving the industry CT

CETA AWARD

Professional engagement, collaboration, and collegiality keep the Cleaning Equipment Tade Association (CETA) strong. Members achieve, innovate, and grow their businesses. They also

become integral parts of the communities they serve.

Each year CETA recognizes the contributions of selected members by giving awards for lifetime achievement, distinguished service, and community service. And the organization

confers lifetime memberships to recognize those who have long served the association.

Here we highlight contributions by the 2024 award winners. Each recipient reflects the vigor and commitment that binds together the members of CETA.

Calabrese
Mylan Williams receives the Distinguished Service Award

WINNERS 2024

LIFETIME ACHIEVEMENT AWARD NICK BRABER

“It was an honor to be able to nominate my father, Nick Braber,” says Curtis Braber, owner of BE Power Equipment headquartered in Abbottsford, BC. “Since 1991 Nick

[Braber] has been a pivotal figure in pressure washer manufacturing.”

Curtis Braber explains that the original goal of his company was to manufacture equipment to sell to dealers in the Pacific Northwest. The company has now grown to become one

of the largest power washer equipment manufacturers in North America.

Nick Braber put in place the foundation that made growth possible.

“One of his biggest successes was building a quality management team that he has entrusted the business to,”

Paul Middlecoop receives the Community Service Award
Curtis Braber and David Megathlin of BE Power Equipment accept the CETA Lifetime Achievement Award on behalf of Nick Braber

explains Curtis Braber, adding that “his father’s passion for high quality and reliable, fast delivery” have bolstered the success.

David Megathlin, vice president, USA Companies of BE Power Equipment, joined in the nomination of Nick Braber. He says that the award winner couples amazing accomplishments with admirable qualities as a person.

“If Nick gives you his word, there is no doubt he will deliver,” says Megathlin. “Trust is what he has built upon.”

And Nick Braber’s “passion for the pressure washer industry is contagious,” says Megathlin. “He works tirelessly to come up with innovative products at an affordable price.”

For his part, Nick Braber—like all his fellow awardees—reminds us that the award to him extends to many others as well. “Like any good leader, I could not do this alone. I was fortunate to have a strong leadership team

that helped build our business from a small startup in 1991 to a global manufacturer in six countries.”

Nick Braber explains that as he takes his leave from the industry, he is proud that the original leadership team is still in place, a team that will carry his company into the future. “Receiving this award is an incredible honor and a moment of deep gratitude for me.”

DISTINGUISHED SERVICE AWARD — MYLAN WILLIAMS

“Four decades ago Mylan Williams began working for his father, Ronald Williams, right out of high school,” says Scott Hansen, president of Alkota Cleaning Systems Inc. in Alcester, SD. “Mylan became the owner of Hy-Flo Equipment in 2017 and is proud to work with his two sons.”

Hansen nominated Williams for the award. He notes Williams’ company has been a “proud and loyal distributor” for his own company for more than 45 years as well as being a

“top ten” distributor for decades. Throughout, Willams has been an integral member and contributor to his Pittsburg, Kansas, community.

“It is such an honor to receive the award,” says Williams. “It is a recognition I never expected to receive, and I don’t feel deserving of it. However, I will accept it on behalf of my late father.”

Williams notes the sustained effort that his father made to create the company—an effort that began 47 years ago—deserves recognition. “It has been a family business, and I have been proud to be part of it. It is a heritage I intend to pass on to my two sons.”

The third-generation members of Williams’ company are his sons Landan Williams and Chandler Williams.

COMMUNITY SERVICE AWARD — PAUL MIDDLECOOP

Abbey Manos, a team member at 3R Sales & Service in Barberton, OH,

Al and Janet Bonifas and Tim and Karen Layden receive CETA Lifetime Memberships

nominated the owner of the company, Paul Middlecoop. “To put it simply, he is selfless,” she explains.

“It doesn’t matter how many things he has going on in his life, he will always make time for the people who need him, and he will do it happily,” says Manos. “He has a saying I’ve heard thousands of times: It’s not ‘I can’t,’ it’s ‘How can I?’”

Middlecoop’s willingness to donate time and funds to a good cause, or to serve a board where he can make a difference or help, is second nature to him, says Manos. As an example, she cites a local approval and building project for a family-oriented organization with which he assisted, giving “a significant amount of time, funds, and resources” across several years.

“I am honored to receive the award,” says Middlecoop. “To be recognized in our industry for a charitable contribution to your community is very humbling to me. It also allows me to share my story with other successful peers and business owners.”

Middlecoop explains that he is happy to encourage industry colleagues as they get involved in community efforts. “My hope is to plant a seed in their hearts and minds in making their communities a better place as well.”

Indeed, Middlecoop says that “many of us have been blessed with the time, talents, and resources which can be used to help others.” As such, he hopes others will seize the opportunity to do more whenever possible.

A note of thanks to CETA, which Middlecoop gives us, expresses a sentiment shared by fellow awardees: He appreciates the way the association has enabled him to become the “best businessperson” and “the best cheerful giver” he can be.

LIFETIME MEMBERSHIP AWARDS —

AL AND JANET BONIFAS AND TIM AND KAREN LAYDEN

So broad and deep are the contributions of some members of CETA that each year the association holds open the option of awarding lifetime membership to them. From the point of the award date forward, the recipients receive complimentary membership.

Tim and Karen Layden (founders of High PSI Ltd. in the Chicago area) have been part of the association since its inception. He was president of American Pressure Washer Distributors (APD) and represented distributors when CETA formed.

“We have been supporters of CETA since then,” says Tim Layden on behalf of himself and Karen Layden. “We enjoyed working in the cleaning industry and all the great people we have met. Since we have been involved with power washers most of our life, I am honored” to receive the membership.

Also honored to receive a lifetime membership are Al and Janet Bonifas (founders of All Spray Ltd. in Swanton, OH). “It is a great honor, and we are humbled to receive this award,” says Al Bonifas. “It means a lot to be recognized by our peers.”

Encapsulated in the recognition of a lifetime membership and each of the annual awards is the essence of CETA, which offers professional context and something more. Al Bonifas sums up the something more:

“My wife and I have developed many wonderful relationships with people in the industry, and we love the many great memories we have from over the years,” says Bonifas. “CETA and the people in it have also been instrumental in the development of our business, and we will be forever grateful. Hopefully this award will help us to give back to the industry that has provided so much to us.” CT

PLANNING FOR THE FUTURE

Adages pile up when we consider the future. We all know the lines like “the best-laid plans” (credited to poet Robert Burns); and when a garden or any well-planned effort disappoints, we recall such refrains.

No amount of planning brings guarantees; that is true. Also true is that the absence of planning invites chaos.

While new business owners may think about writing a business plan as daunting, veteran owners would not consider operating without a plan. The clarity a plan sets out is a guide developed from aspirations.

The plan allows an owner to check and verify that none of the simple stuff—often called the low-lying fruit—has been overlooked. “The easy part, when looking at the future, is the ability to use past data to feed into the planning along with reviewing monthly and quarterly sales trends for subtle adjustments,” says Mike Gruver, general manager at Hydrus Detergents in Estherville, IA.

When the vagaries of the world overtake a business, however, there’s a lot more to it. Which is the most difficult dimension of planning for the future of a business?

“Trying to account for and adapt to outside influences,” says Gruver. “Global geopolitical dynamics and how those outcomes change availability and pricing of certain materials is one of the outside forces.”

“There is also the unknown of weather patterns,” says Gruver. “Certain raw materials are extracted from agricultural products, and annual yields impact global availability.”

It will never be a simple matter to recover from a tornado or flood damage. But it will be a lot more difficult—unnecessarily so—without a business plan.

That’s because the business plan ensures that structural parts of a company get tended to in a timely way. Insurance and licenses never lapse, taxes get paid, and so on. Basics are in place.

“Without a plan, a company lacks focus and discipline,” says Gruver. “As a previous manager who was a Vietnam Marine vet used to always tell us: Plan your work. Work your plan. Without a plan you can’t go into battle.”

A plan is a framework. It’s not a rigid template. Flexibility takes priority in any difficult situation. “We’ll always adapt to changing circumstances over time, but a well-thought-out plan drives your business forward,” says Gruver.”

Planning for the future begins with the staid year-to-year business plan. The plan allows goals to be checked as met or in progress. It’s the foundation on which the company builds.

What happens years down the road? The future involves more than just growth. Might there be additional products or services? What about movement into more regions? How long does an owner plan to hold the reins of a business—might he or she sell it one day?

The whipsaw that moves in the space between exhilaration and disappointment is one we all know well. Business owners experience it and so do gardeners.

In fact, the garden serves as a good example of how even when things do not go according to plan, the garden still gets a bit more vigorous each year—perennials take hold and multiply, the soil builds a better organic layer, and shrubs and trees mature. Even when a drought in June and July reduces the yield of annuals, including vegetables, the garden is building year over year.

So it is with a business. Many things may go wrong, but a lot goes right if the business moves in a methodical way.

PREPARED FOR PROGRESS

“To design the future, it is necessary and essential to start building and planning a solid and realistic business plan,” says Bruno Ferrarese, copresident of Idrobase Group in Borgoricco PD, Italy. He emphasizes being realistic.

“The more challenging part is developing a feasible business plan,” explains Ferrarese. “To achieve this, it is essential to carefully analyze socioeconomic and political variables, which are influenced by external factors that are difficult to control and interpret.”

Separation of the components of a company adds to the complexity. “For our company, which manufactures products in two countries and sells in 92 nations, these factors are further complicated by geopolitical decisions,” says Ferrarese.

When considering what comes next for a company, being able to define as many parameters as possible helps. Ferrarese explains that his company identifies three factors that it must consider to move in the right direction, a direction that is impacted by maximum precision and accuracy.

“The growing division of the world into two increasingly distant poles—the Western nations and the nations led by China—is one factor,” says Ferrarese. “The situation requires our company to adapt its strategies, starting with the consolidation of a strong base in North America for the distribution of pump spare parts. Subsequently we expand the offering to other innovative product lines made by our company.”

A second factor emerges in conjunction with the environment. “The development of solutions to combat pollution translates into the innovation of our fog-maker systems,” says Ferrarese. “We are a leader in the design and implementation of advanced solutions for the abatement of PM2.5 particulate matter.”

A third factor surrounds power sources, especially avoiding combustion engines. “The development of batterypowered, high-pressure washers involving close cooperation between our company’s headquarters in Italy and its subsidiary in Ningbo, China, is part of the shift,” says Ferrarese.

Alignment of the three factors is part of the future. “It will result in a development plan that integrates the

three different divisions of our company—misting, spare parts, and industrial high-pressure washers,” says Ferrarese.

The integration will fuel growth. The company projects 18 percent growth in sales for 2024. It will also “target an additional 15 percent growth with flexible and specific targets for each product family,” says Ferrarese.

Establish a direction. Set goals that can be checked to stay on track.

“Having a strategic plan to follow is useful because the direction of the company is defined,” says Ferrarese. “In the case of our company, the direction to be taken is clearly defined and outlined.

“However, in addition to having a direction, it is essential to set one or more measurable goals in terms of value and time,” continues Ferrarese. “Therefore, turnover and profit targets must be calculated conservatively as the company’s cost and investment centers are based on these values.”

Ferrarese says his company has one definite plan, and that is for the near future. “With 25 years of experience and a fair amount of success in the Northern American market thanks to our Dolly Spare Parts, which are optimal for the manufacture and repair of high-pressure water pumps for which our company is number one in the world, we aim to consolidate our number one position in North America.”

How will consolidation be accomplished? “Our solution to consolidate and strengthen our leadership in the North American market will be to build a solid local operative base through a strategic partnership with a leading U.S. high-pressure washer partner,” says Ferrarese. “This approach will enable us to achieve this goal by the end of 2025.”

STRONG FOUNDATION

The future takes care of itself. Yes, in one sense it does.

Time is indifferent to indolence. It is also indifferent to industriousness. Yet in the big scheme of things, the hours that pass and the resources all

around us seem to be gifts to be used and used wisely.

Although doing does not guarantee consistently good outcomes, not doing ensures bad outcomes. A positive future for a business—for any endeavor and for any society—begins with industrious people.

The first step for anyone who wants to launch a business is not to convert a fantasy of the business-to-be to text as is. It is instead to take a structured approach to writing a plan that will carry the business through its early months and first year.

The U.S. Small Business Administration ( SBA.gov ) distinguishes between lean plans and traditional plans. A start-up with a sole proprietor may choose to write a simple or lean plan. Such a nugget description of the business serves when securing any needed licensure.

Most creditors will want a traditional plan, which includes a summary of the business (especially how it fills a

niche), a market analysis, and information about the organization and location of the business. Writing a traditional business plan to persuade lenders of creditworthiness is often the first foray into planning for the future that an owner makes. That’s because lenders typically want to know what the business will look like five years down the road.

A fledgling business must rely on projections extrapolated from the first few months’ financials (cash flow, balance sheets, etc.). A business with a longer track record has years of data on which to base projections.

In fact, when most owners of established businesses plan for the future, they know in their gut just how much latitude they have to take a new direction or meet another goal. They dream; then they plan.

With a tailored and temporized plan in hand, they do. Whatever happens, the successful business begins each new venture—each move in the future—with the best-laid plans. CT

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Calabrese

It’s fine weather. It’s a beautiful summer day on a two-lane country road. The fragrances of summer and the sense of possibilities flow from every direction.

Okay, but be careful not to get lost. Absorption in all the positives is the best way to miss an important turn. Or, worse than that, go down a road that’s a dead end.

Even a mild case of euphoria can be dangerous to a business owner. No matter how well things are going, it’s always important to check directions periodically.

Year-end assessments allow a business owner to conclude that everything is as good as it seems or to realize that something requires a course correction. The rigor is important to the stability and growth of a business.

A year-end assessment also provides a business owner with information needed for everything from maintaining lines of credit to

preparation for natural disasters. It’s not to be skipped.

After all, why have a business plan (or a road map) if it’s going to be ignored? There’s nothing like a solid reminder such as year’s end to get it done.

The degree of formality of the assessment will likely vary with age and size of a business, but even the most informal reviews should include some structure. Let’s get some suggestions on how to get it done.

“We conduct a formal year-end assessment,” says Ken Hebert, vice president of marketing at BluBird Industries in Sheridan, WY. “This process includes reviewing our key performance indicators; analyzing financials; assessing product performance, marketing, and advertising metrics; and gathering customer and distributor feedback.”

There’s no question about the purpose of the effort. “This evaluation is critical in understanding if—and

how—we met our goals and where we need to improve for the upcoming year,” explains Hebert.

Time must be invested, but it’s time well spent. “We would absolutely recommend this practice to others,” says Hebert. “A structured year-end assessment provides valuable insights that help shape future strategies and ensures that decisions are data driven.”

Data are the highway mile markers and road signs that make it apparent where adjustments must be made. The more precise the data are, the more helpful.

“The assessment is an opportunity to measure success, identify inefficiencies, and realign objectives,” says Hebert. “Very often, having the principals state their ideas, and debate the problems and solutions, creates a proactive environment and limits—to some degree—a reactive environment.”

There’s a good reason to aim for encouragement of a proactive

AS BUSINESSES GROW AND ADD EMPLOYEES, MANY ANNUALLY ASSESS NOT ONLY THE BUSINESS BUT ALSO THE EMPLOYEES. WITH THE MANY RESTRICTIONS ON EMPLOYERS

REGARDING WHAT CAN AND CANNOT BE ASKED OF EMPLOYEES, ENCOURAGING EMPLOYEES TO SELF-ASSESS CAN BE A GOOD WORKAROUND. EMPLOYEE SELF-ASSESSMENT CAN BE STRUCTURED BY HAVING EACH EMPLOYEE SET A FEW GOALS FOR THE YEAR—A CERTIFICATION, A TRAINING COURSE, ETC.—AND THEN ASKING THEM TO SELF-CHECK AT THE END OF THE YEAR. IT’S A WAY TO ENCOURAGE PROFESSIONAL GROWTH WITHOUT BEING PRESCRIPTIVE.

environment. “It is common knowledge that a reactive climate is defensive while a proactive approach allows you to offensively ‘take’ market share and have success,” says Hebert.

For fledgling companies, a formal assessment may not be needed. But something beyond a gut feeling should be done to evaluate 12 months of business activity.

“The most essential question every business owner should be able to answer at the end of the year is ‘Have we moved closer to our long-term strategic goals?’” says Hebert.

“It’s crucial to not only assess short-term performance but to measure progress against the broader objectives that drive the overall vision of the company,” explains Hebert. “This ensures that each year brings you closer to your end goals, and adjustments can be made as needed.”

Making the adjustments requires a commitment as strong as undertaking the assessment. Doing so also requires excellent communication with members of a team.

The purpose of the assessment is to identify where attention is needed or changes must be made. And then, add the attention or make the changes.

“How do you ensure the findings from your year-end assessment are successfully implemented into your future strategies?” says Hebert. Get down to ground level.

Sometimes, says Hebert, “The person at the 30,000-foot level loses control because they do not ‘inspect what they expect.’” The lack of follow-through puts the person at a

disadvantage, essentially “imprisoning them in a reactive position and defending their market share versus expanding it.”

Again, it’s the follow-through that makes the assessment useful. “It’s one thing to assess the business, but the true value comes from turning those insights into actionable strategies, laying them out properly, and evaluating whether they were executed,” says Hebert.

“Clearly defined processes are everything,” explains Hebert. “Only then are you shaping your success in the upcoming year.”

OBJECTIVES AND MEASURES

An owner sets the objectives for a business. They are part of the business plan and the business strategy as it develops. What should be measured? The owner decides, but there are some good places to start.

“I highly recommend that you sit down with your CPA to do a yearly review to go over your P&Ls [profits and losses] and balance sheet, and formulate plans for the upcoming year,” says Doug Rucker, owner of the DougRuckerStore.com in Porter, TX. “It is very important to know where you are and how you got there.”

There’s nothing like working alongside a certified public account to ascertain that the numbers are as good as they look, for instance. New business owners especially forget to tally the true total of all expenses and as a result overestimate profit.

In the immediate term, a business owner may get by with a gauzy view of profit. But for accurate pricing of goods or services, development of employee compensation, and so on, a clear view must be had.

A full understanding of how a business moved from point A to point B in the course of a year informs every part of planning for the next 12 months. “It allows you to see and plan for cuts in areas that need it but also plan for new inventory, equipment, expansion, etc., depending on your business,” says Rucker.

What could potentially be measured? Financial, legal, and safety issues are all likely to be part of an assessment, says Rucker.

An owner need not wait 12 months to take stock. “A lot of this should be done on a monthly basis as well,” explains Rucker. “But a year-end review of every major aspect of your business should be done.”

The year-end assessment obviously serves the interests of the

business owner, but the ultimate beneficiary is the customer. A business that’s getting it right is giving customers what they require.

“While knowing your financial numbers, strategies, how your market reach is faring, etc. are all important, I think the most important aspect is the customer,” says Rucker. “Are the services and/or products you are offering solving your customers’ problems? If they are not, then

you need to evaluate what you are offering and why.”

Customers should always be part of an assessment, says Rucker. “Contacting them and getting an assessment from them can be done through survey companies, emails, or my favorite—a phone call.”

PLACE MARKERS

Assessments done at year’s end, mid-year, or every month can be significant place markers in several scenarios. The obvious need might be if an owner is approaching a creditor and seeking funds for an expansion or acquisition.

Insurers will also want assessment data before they write policies. And should there be a need for an owner to make a claim on a policy, the kind of documentation of profits and losses that an assessment provides will also be needed.

Early fall 2024 began as a difficult one for business owners and their

communities because of natural disasters. Should a business owner require assistance because of disruption to the business, the most recent assessment will be important.

Ready.gov is the federal government website that disseminates information about emergency preparedness. It recommends that each business undertake a risk assessment. The business impact analysis (BIA) will guide a company in developing a plan for prevention and mitigation.

A BIA includes an assessment of factors such as physical damage to a building, damage to machinery, restricted access following a disaster, and utility outages. It ties directly to a year-end assessment because hard data about sales and income, as well as customer satisfaction, allows a business owner to gauge how great a potential impact may be.

Although customers may not want to defect after a disaster shutters a business for a time, they may have to

do so to meet their needs. The question is, will they return when it opens? Highly satisfied customers will.

As businesses grow and add employees, many annually assess not only the business but also the employees. With the many restrictions on employers regarding what can and cannot be asked of employees, encouraging employees to self-assess can be a good workaround.

Employee self-assessment can be structured by having each employee set a few goals for the year—a certification, a training course, etc.—and then asking them to self-check at the end of the year. It’s a way to encourage professional growth without being prescriptive.

The assessments from employees can guide an owner in the development of programs that bolster skills and strengthen the company. And, of course, an owner should also commit to a corresponding self-assessment. It’s all good. CT

COXREELS ® SHIPPING PROGRAM

When you think “highest-quality,” “most reliable,” “distinctly versatile,” and “best-built, American-made reels in the industry,” we want you to think “Coxreels.”

Our goal has always been to listen to our customers’ needs and the challenges you face. We listen to your feedback and work tirelessly to deliver the products and services that will help you grow your business.

As a result of your feedback, we are very excited about our Shipping Program called “Coxreels Ship Ready.”

This is an exciting time and a very important milestone in the continuing growth and success of

our organization! Our desire and commitment to provide our customers with the highest level of quality reels is paramount, and just as important, it is our ultimate goal to deliver the reels to our customers as quickly as possible.

With more than 80 SKUs included, the Coxreels Ship Ready Program ships all confirmed orders the next business day after you place your order; and if at any time we can ship it the same day, we’ll do our very best to make

this happen. The maximum that can be ordered on a purchase order is 10 per SKU per order.

As the industry leader in hoses, cord, and cable reels, Coxreels is making a commitment to provide our customers with the ultimate userfriendly experience as they navigate through the most complete and diverse line of reels and reeling accessories.

For more information on Coxreels and our new Ship Ready program, please visit www.coxreels.com/shipready.html. CT

COXREELS ® OFFERS NEW OPTIONS FOR THE CHALLENGER SERIES REELS

Coxreels® is proud to introduce the new roller bracket assemblies for the Challenger Series. The function of the roller bracket, as it is on other models such as the 1125-Series and the 1175-Series, is to assist in guiding the hose during both extension and retraction. The roller bracket assembly is available only in a four-way upper roller format due to the compact size of the Challenger platform.

For 12-in. disk Challenger models, the roller bracket assembly is available for 8-in. wide drums and 12.5-in. wide drums. For 17-in. disk Challenger models, the roller bracket assembly is available for 8-in., 12.5-in., and 18-in. wide drums.

Coxreels has remained steadfast and focused on manufacturing high-quality, professionalgrade hose, cord, and cable reels since 1923. Offering a full product line serving the industry in every channel and application, Coxreels takes great pride in designing, building, and supporting all of their products right here in the U.S.A.

For further information on Coxreels’ roller bracket assemblies, contact customer service at 800-269-7335 or visit www.coxreels.com

BIO CLEANSE—ITD’S NEW BIODEGRADABLE ALL PURPOSE CLEANER AND DEGREASER

Introducing Bio Cleanse from ITD: a clear, safe, and environmentally friendly cleaner and degreaser designed to tackle the toughest industrial cleaning applications. Suitable for a wide range of environments—including food processing facilities, vehicle washing, house washing, equipment degreasing, concrete pads, dumpster areas, and more—Bio Cleanse is free rinsing and ultra concentrated. This extremely versatile degreaser is a one-stop solution for nearly any cleaning need.

In addition to Bio Cleanse, ITD offers a broad line of stock industrial detergents and specialized chemical products under both our own name and private label brands along with custom formulation, blending, and packaging to fit the unique needs of individual distributors.

For more information, visit ITDinc.biz, call 800472-1233, or email customerservice2@itdinc.biz.

Note: Product News submissions should be emailed to jkidder@cleanertimes.com. Please be sure that your product announcement is accompanied by a high-resolution photo of the product CT

IS A TRUST AN OPTION FOR THE BUSINESS?

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Thinking about operating the pressure cleaning business as a “trust”? It’s not only the ultra-wealthy who can benefit from operating their business as a trust. In fact, there are a number of reasons for the growing interest in creating trusts for businesses.

Smaller tax bills, protection of assets, and succession and estate planning are often cited as reasons for creating a trust. Of course, there is also a downside since creating a trust is both expensive and complex. However, complexities and costs aside, there are many reasons why a pressure washing business owner might benefit from a trust.

BUSINESS TRUST BASICS

Trusts are unincorporated business organizations (UBOs) created for the benefit and profit of shareholders known as trustees. In a business trust, a trustee manages the pressure cleaning business and conducts transactions for the benefit of the beneficiaries.

The trustee can be a company or an individual. In fact, the business owner can be a trust’s sole trustee so long as he or she is not the sole beneficiary.

A business trust is often difficult to establish. The pressure cleaning operation’s current arrangement may be good as it is and may be better suited to operating as a limited liability company (LLC), a partnership, or other entity.

There are several categories of business trusts, including the following:

• Grantor Trusts—Grantor trusts are generally self-contained and consist of a grantor, a trustee, and a beneficiary. The grantor pays taxes on the income generated by the trust and has complete control over it, including control over business distributions to the beneficiaries.

• Simple Trusts—In order for a trust to be included in this category, its status must be

approved by the IRS. With a simple trust, the trustee must distribute business profits directly to the beneficiaries and is prohibited from other actions including touching any principal assets.

• Complex Trusts—A complex trust is, in many ways, the opposite of a simple trust although it isn’t managed by the trust’s beneficiaries. Profits from the business and other funds may be distributed

only in part to beneficiaries and may even be contributed to other organizations, such as charities. In order to maintain its status as a complex trust, the trust must have at least some form of income.

For the record, trust beneficiaries are required to pay tax on income received from a trust. A simple trust can deduct certain expenses and must file a tax return. A simple trust that does not meet the IRS’s definition

may find itself classified as a complex trust.

DON’T OVERLOOK THE FAMILY TRUST

While a business trust is usually created for individuals who may or may not be family members, a family trust is used when the trust’s assets are held to run a family business. The family trust offers tax and financial advantages to individual family members and provides capital and income

to benefit the entire family. They’re also often used in conjunction with living trusts or a special needs trust. With a family trust, the trustee is the decision maker who determines what to do with the operation’s assets and how to allocate capital gains and income to beneficiaries. The trustee here can be a family member or a third party, while beneficiaries are usually family members or a family member’s business.

There are a number of benefits for creating a family trust, including ensuring family members receive their share of the business and avoiding public disclosure of a trust’s assets. A family trust is essential for estate planning and ideal for pressure cleaning contractors, distributors, dealers, and other business owners who want to continue the legacy of their business or hand over management to the designated person.

While there are benefits to creating a trust, not every family needs a family trust. In fact, if the business owner has no heir to run the business, ownership of the trust can be passed on and a CEO appointed to ensure the family continues getting regular income. Since not every family necessarily needs a family trust, there are a number of other options.

THE ALTERNATIVES

Several strategies have been developed over the years for passing family wealth, the business, or other assets to the family or others. These are among the options:

• LPs—Using a limited partnership (LP) or a limited liability partnership (LLP), parents can transfer shares of their LP or LLP without giving up control of the business. Parental control of the business is ensured in the LP because limited partnership interests are transferred, while the parents retain the general partnership interest. Limited partners cannot, of course, participate in the management of the business.

• LLC—A limited liability company (LLC) can be used to accomplish the same purpose, with all of the owners having limited liability for the operation’s debts. An LLC can be structured as a “membermanaged” entity where all owners participate in management, or it can be formed as a “managermanaged” entity where the owners are also the managers who control the business.

• FLLC—A family limited liability company (FLLC) must meet the

IRS’s requirements or risk being labeled as something else. The owners must be careful to put only business assets into their FLLC and limit partners (typically the children of the owners), or they may be exposed to future capital gains liability.

A QUESTION OF TAXES

Trusts are taxed similarly to incorporated businesses for federal—and many state—tax purposes. Since a trust is managed by trustees, they have a financial responsibility to act in the best interest of the beneficiaries. Profits (and losses) of the business are equally distributed among the beneficiaries.

The federal tax rate for a trust is 37 percent on income over $14,450. This high tax rate incentivizes trustees to distribute income to the trust’s beneficiaries who may be in a lower tax bracket.

Instead of a trust paying tax on its income, it is the beneficiaries who usually pay tax on any distribution they receive. However, the beneficiaries do not pay tax on distributions received from a trust’s principal, which is the initial amount of money transferred to the trust.

Down the road, trusts reduce estate taxes by removing business ownership from the owner’s estate. This lowers the estate’s overall value and can decrease estate tax. Of course, to benefit fully it is important to properly structure the trust in such a way that the taxes are reduced.

Although trusts are ordinarily associated with succession or estate planning, they can, in some situations, be an invaluable tool for the owners of pressure washing businesses. A business owner can hold the business in a trust instead of using another business entity such as an LLC, partnership, or corporation.

In general, trusts offer several potential benefits—and potential pitfalls—compared to more traditional business structures. A trust can, for example, protect the business from creditors and lawsuits. A trust can also

be used to transfer business assets to the owner’s heirs without going through probate.

Of course, while there are benefits to establishing a trust, there is the downside to consider. Trusts are, after all, expensive to set up and complex to maintain. They also require the trustee to undertake annual administrative tasks, and once established, it can be difficult to dissolve them or to make changes.

AVOIDING AN EXPENSIVE FUTURE

Before deciding whether a trust is right for your pressure cleaning operation, consider the implications of the transfer because it will impact the status of all parties involved. Understanding the pros and cons, the different types of trusts, and the legal implications can help in deciding whether a trust makes sense for your operation.

It can’t be emphasized enough that a trust is not for every business or every owner. However, proposed changes to the tax rules may prompt many to investigate using a trust.

Under the Tax Cuts and Jobs Act (TCJA), the federal estate tax, often labeled as the “death tax,” only applied to inherited estates valued over $13.61 million. The recently proposed budget would reduce the threshold at which the death tax kicks in to approximately $5 million. Reforms contained in a proposed congressional bill would reduce the threshold to $3.5 million.

The TCJA significantly increased the amount of an estate or gifts that could be transferred without incurring estate or gift taxes to the point that in 2024 it’s possible to transfer as much as $13,610,000, without owing taxes. Married couples can combine their exemptions to transfer $27,200,000.

This soon-to-expire exemption will mean any excess above $6 or $7 million in assets may be subjected to a 40 percent transfer tax. This may cause not only the wealthy and investors but also many pressure washing business owners to think about transferring assets, hopefully with guidance from a knowledgeable professional.

No contractor, distributor, dealer, or other business owner should assume that a trust is the answer for their business. Needless to say, the advice of an estate planning professional as well as the operation’s legal, tax, and accounting professionals is extremely important. CT

Fire may have given civilization a big boost, and we can’t overlook the wheel, but the water pump is linked to broad improvements in quality of life. (Take sanitation for one.)

We know how myriad water pumps serve our industry. That use, though, stands as just a small example of the functions that water pumps provide.

In fact, so diverse are water pumps that classifying them—constructing a taxonomy of water pumps—tends

to make lumpers or splitters out of us. Lumpers might start with two broad categories: positive displacement and centrifugal.

Splitters, though, want to clarify at the onset (positive displacement as reciprocating or rotary, centrifugal as axial or radial). Doing so brings precision in naming, and the precise naming recognizes the many outcomes of decades of innovation.

Before getting back to a sampling of the staggering array of water pumps and the diverse needs they

meet, let’s back up to our industry. Water pumps are so much a part of the day for contractors they sometimes suffer from the same sort of benign neglect as other useful tools.

A water pump requires the same diligence in operation and maintenance as any other piece of equipment. It must be used according to its manufacturer’s instructions.

Ask a representative of an OEM [original equipment manufacturer] what he or she wishes every contractor better understood. We put just that question to Keith Linton, a member of the sales team at Giant Industries Inc. in Toledo, OH.

“The more a pump is in bypass, the quicker the unloader will wear out is something every contractor should understand,” says Linton. [For a refresher on pump problems see “Troubleshooting Pumps” https:// www.cleanertimes.com/magazine/ cleaner-times-articles-2/trouble shooting-pumps/.]

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Is there a general breakdown of pump applications that correlates with pump types? “Centrifugal pumps are commonly used for water, solvents, and other low-viscosity fluids while positive displacement pumps are commonly used for highviscosity fluids like oil, paints, and resins,” says Linton.

As refined as water pumps get when engineers match the design to the task, their basics reduce to nudging water (with air or more water) or stirring up water to tap its inherent (kinetic) energy. Whether we notice them or not, we see water pumps in every direction.

Take simple, positive displacement pumps. A toilet plunger is a manual pump that functions when it gets a push, forms a seal, and concentrates air to force the movement of water (and clogs). A hand-operated water pump relies on a lever to move the plunger.

Look to a water-saving washing machine, which likely works with an impeller (instead of an agitator), to see an everyday function being carried out by a centrifugal pumping action.

Equipment-focused manufacturers, distributors, and contractors know that the direction in which pump elements move is not the determinant of how a pump is defined. Some positive displacement pumps are built on a cog system in which two interlocking (toothed) moving cogs (“gears” to some) push water (or other fluids). And some pumping systems combine both displacement and centrifugal components.

One method for delineating subcategories of centrifugal pumps involves the direction in which water flows in relation to the impeller. For instance, an axial flow pump flows in alignment with the impeller, while a radial flow pump generates a flow that is

WATER PUMPS AREYOUALUMPER

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perpendicular to the impeller. Yes, the two types can be combined, which results in a mixed flow.

In the detailed nomenclature of positive displacement pumps, the toilet plunger and water hand-pump would be reciprocating pumps. And the washing machine with the impeller would be a basic rotary pump.

One problem with naming pumps is that monikers may be assigned according to function instead of structure. For example, submersible pumps may include different designs. Many (but not all) submersible pumps have a centrifugal design.

Make It Flow

Pumps are designed to get water to flow. Hydraulic engineers look at pumps as devices that add energy to water. They encourage water to move. The deployment of water pumps is up to the user.

Filtration, cooling, irrigation, drainage, and wastewater treatment are

only a few of the processes in which water pumps play integral roles. Water pumps may be part of large systems, such as in water treatment facilities. Or a single water pump may be an essential working component of a pressure washer.

Short, medium, and longer introductions to water pumps abound. One of the best, if not the best we have seen, is an opensource document from the U.S. Department of Energy’s Energy and Renewable Energy division. It is titled Improving Pumping System Performance—A Sourcebook for Industry . The Sourcebook was written by members of the Hydraulic Institute. (To get a copy of the document in pdf format, use the link https:// www.energy.gov/sites/prod/files/ 2014/05/f16/pump.pdf .)

A model of clarity, the Sourcebook explains that centrifugal pumps are the most popular type of pump because of their longevity and low

maintenance, features that in turn make them less costly to operate. A caution is that the size of the pump must not be larger than required because it is inefficient and also bad for the long-term performance of the pump.

Cavitation may occur in centrifugal pumps when the pump operates at a high flow rate. (Pumps have an optimal performance curve, and if pushed too far out of optimum range, pressure differences in the fluid lead to bubble formation in the water. The bubbles move and collapse, acting as destructive entities when they hit the impeller or casings.) At too low a flow rate, vortices can develop in the water (or any fluid), and they too can create damage akin to cavitation. If water intake to a pump is restricted for whatever reason, it can lead to cavitation.

To hydraulic engineers, centrifugal pumps are known also by the name rotodynamic pumps, which aptly describes the circular movement of the

impeller and the basics of the pump. Water (or other fluid) is rotated by the impeller, a mechanism by which energy is added to the water. Energized water enters a chamber attached to discharge piping. The chamber (diffuser) is the source of water for the piping to the wand and nozzle.

Relatively safe to operate when properly maintained (e.g., scheduled seal replacement), centrifugal pumps also tolerate a wide range of ambient conditions. They work well in pressure washers.

(Positive displacement pumps meet needs for high pressure and low flow of viscous liquids. They have more controls, such as valves for pressure release.)

In addition to the document from the DOE, there’s another valuable open-source resource available. The Water Handling Equipment Guide from the National Wildfire Coordinating Group at the Forest Service of the U.S. Department of Agriculture (https://www.fs.usda. gov/Internet/FSE_DOCUMENTS/ stelprd3819991.pdf) includes, for instance, a list of criteria to consider when choosing a fire pump. The list applies equally well to choosing a pressure washer pump or, more specifically, for getting to know the pump of a pressure washer as well as the other components. A contractor should list needs for flow (gpm), weight limitations, length of hoses, environment where pump will be used (e.g., summer heat of Arizona), hours of service pump will have each week, type of water in the region contractor provides service (e.g., are there abrasives in it), and altitude (e.g., is the contractor working at sea level or in a mile-high region).

The choice of a first pressure washer might be based on utility alone. But once a contractor is established, the choice can be made in a way that puts the water pump best suited to daily operations in servic e

ZONE 1

American Waterworks, Inc. 13250 Weidner St. Pacoima, CA 91331 818-252-0706

www.americanwaterworks.net

Custom trailer system sales & service.

Nor Cal Pressure Washer Equipment

250-G S. Maple Ave. S. San Francisco, CA 94080 (866) 554-6601

www.norcalpressurewash.com

Hydro Tek Sales & Service, Industrial/Commercial.

Pacific Bay Equipment 609 G Street Modesto, CA 95354 (209) 578-3925/fax (209) 578-3120

www.pacificbayequipment.com

SF Bay area: 28301 Industrial Blvd. Hayward, CA 94545

ZONE 4

Pressure Systems, Inc.

1646 E. Jefferson Street Phoenix, AZ 85034 (602) 253-9579

www.pressuresystemsinc.com Experience Makes a Difference. Working With Water & Finding Solutions Since 1965.

Superior Cleaning Equipment

4422 E. University Dr. Phoenix, AZ 85034 602-257-1357 sceclean.com

ZONE 5

American Cleaning Systems 5261 W. 42nd St. Odessa, TX 79764 (800) 205-7797

www.amcleaning.net

Pressure Washers, Soaps, Degreasers, Hot Shot

Alklean Industries, Inc. 2111 Catalina Dr. Pasadena, TX 77503 (281) 479-5966 www.alklean.com

Hotsy, Mi-T-M, Hydro Tek, Alkota, KEW, Alto, plus many more. POWERWASH.COM 2313 Cold Springs Rd. Fort Worth, TX 76106 (800) 433-2113 www.Powerwash.com

Pressure Washer Sales & Service, Parts, Chemicals. River City Pressure Cleaning Equipment 7306 NE Loop 410 San Antonio, TX 78219

(888) 889-WASH (9274) www.rcpce.com

Industrial Pressure Washer Sales, Service, Parts, Detergents, & Diesel-Powered Equip. Available.

Sellers Sales Co. Inc. Pumps & Equip 1904 So. Loop Drive Waco, Texas 76704 (254) 754-5761

info@sellerspump.com

Cat Pumps dist for 50 years. Pump Sls/Parts/Repairs/Cstm Built Pump Pkgs

ZONE 6

AaLadin Central Pressure Washers & Supplies 2339 East Front Street Kansas City, MO 64120 (816) 221-1007

www.aaladincentral.com

Aaladin Elite Dist. Sales, Service, Parts, Soap for all brands. Chappell Supply & Equipment

• CETA Certified Distributor 6509 W. Reno Ave. Oklahoma City, OK 73127 (405) 495-1722

service@chappellsupply.com 1-Stop-Shop for Industrial Cleaning Equip. Needs.

KO Pressure Supply 2950 E. Division

Springfield, MO 65803 (888) 301-3005

www.kopressuresupply.com

Quality Parts, Equipment, Chemicals, and Service.

ZONE 7

American Pressure, Inc.

• CETA Certified Distributor 3810 West Broadway Robbinsdale, MN 55422 (763) 521-4442

www.AmericanPressureInc.com

Parts/Repair/Equip-Contractor Discount-Huge Inventory

Omega Industries, Inc. 11317 W 47th St. Minnetonka, MN 55343 (952) 988-8345

http://omegaindustriesinc.com

Sayers Wash Systems 21020 Cambodia Ave. Farmington, MN 55024 (800) 456-9840

www.SayersWashSystems.com Servicing Virtually All Brands of Pressure Washers.

ZONE 8

Michigan Power Cleaning 2101 Palmer Avenue Kalamazoo, MI 49001 (269) 349-3656

MichiganPowerCleaning.com

35y+ Parts/Service Cat General Hydrotek and Other Brands.

ZONE 9

Pressure Washer Supply Center 480 Hylton Rd. Suite D Richmond, VA 23238

804-708-9851

pressurewashersupplycenter.com

Commercial Pressure Washer Sales, Service, Parts, Chemicals & Repair. Pressure Washer Supply Center 110001 Houser Dr. #13 Fredericksburg, VA 22408 (804) 708-9851

pressurewashersupplycenter.com

Commercial Pressure Washer Sales, Service, Parts, Chemicals & Repair.

ZONE 10

American Water Works East 3000 Nuzzo Ln. Conway, SC 29526 843-399-1055

www.americanwaterworks.net

Delco of Knoxville 6675 Clinton Hwy Knoxville, TN 37912 (865) 938-4486

Sales. Parts. Service. Rentals. Etowah Chemical Sales & Service

• CETA Certified Distributor 1706 Rossville Ave. Chattanooga, TN 37408 (423) 756-5763 www.etowahchemicals.com

Quality Chemical & Equipment Solutions Since 1980.

Etowah Chemical Sales & Service

• CETA Certified Distributor 5720 A Middlebrook Pike Knoxville, TN 37921 (865) 584-7477

www.etowahchemicals.com

Quality Chemical & Equipment Solutions Since 1980.

ZONE 11

Etowah Chemical Sales & Service

• CETA Certified Distributor 878 Davis Dr. (Atlanta) Conyers, GA 30094 (770) 760-7031

www.etowahchemicals.com

Quality Chemical & Equipment Solutions Since 1980.

Etowah Chemical Sales & Service

• CETA Certified Distributor 206 5th Ave. SW Cullman, AL 35055 (256) 734-1208

www.etowahchemicals.com

Quality Chemical & Equipment Solutions Since 1980.

Etowah Chemical Sales & Service

• CETA Certified Distributor 7688 Spanish Fort Blvd. (Mobile) Spanish Fort, AL 36527 (251) 621-1901

www.etowahchemicals.com

Quality Chemical & Equipment Solutions Since 1980.

Etowah Chemical Sales & Service

• CETA Certified Distributor 3521 Richard Arrington Blvd. Birmingham, AL 35234 (205) 323-6441

www.etowahchemicals.com

Quality Chemical & Equipment Solutions Since 1980.

Etowah Chemical Sales & Service

• CETA Certified Distributor 2618 Forrest Ave. Gadsden, AL 35904 (256) 547-7527

www.etowahchemicals.com

Quality Chemical & Equipment Solutions Since 1980.

Etowah Chemical Sales & Service

• CETA Certified Distributor 1624 ½ Hamilton Road LaGrange, GA 30240 (770) 668-6319

www.etowahchemicals.com

Quality Chemical & Equipment Solutions Since 1980.

GCE, Georgia Chemical Equipment 1580 Beaver Ruin Road Norcross, GA 30093 (770) 921-0397; (800)762-7911

https://georgiachemical.com

Sales, Service, Chems, Rentals Repairs on Nat Brands. North Georgia Airless 2126 Hilton Drive Gainesville, GA 30501

(770) 532-4442

www.NorthGeorgiaAirless.com

Trusted Sales, Rental, Parts and Repair Center.

Power Cleaning Equipment, Inc. 5020 Hwy 157 Florence, AL 35633 (800) 423-8605

joe@power-cleaning.net

Full-service P.W. Dist & Chem. Mfg. (TN also)

ZONE 12

Faitella Enterprises

• CETA Certified Distributor Ft. Pierce, FL (800) 874-0607

www.faitellaenterprises.com

Since 1976, Sales & Service at Your Location or Ours.

Florida Pressure Washing Equipment & Supplies 671 Progress Way Sanford, FL 32771 (407) 688-4532

www.floridapressurewashing equipment.com

Mi-T-M Dist. Seal´nLock, PW Sales, Service, Parts.

ZONE 13

ETS, Equipment Trade Service Co. Inc. 20 East Winona Ave. Norwood PA. 19074

(610) 583-7657

www.etscompany.com

All PW’s! Sales, Repairs, Rental, Parts, Chems, Since 1970. Hydro-Spray 2928 Washington Avenue Clearfield, PA 16830 (800) 528-5733

www.hydrospray.com

A full-service car wash & pressure wash equip provider. Kepner Equipment, Inc. 2365 Firehall Rd. Canandaigua, NY 14424 888-895-2632

www.kepnerequipment.com

Helping You Clean Up Your Act Since ‘92! Sales, Service, Detergents Portage Power Wash 814 736-6288 217 Main St. Portage, PA 15946

www.portagepowerwash.com

We are a family-owned business that has over 40 years of experience.

ZONE 15

PSC Pressure Systems Company, Inc. 3300 Steeles Ave. W Concord, ON, L4K 2Y4 www.pscclean.com (800) 246-9689

Manufacturing, Sales, Parts and Service, since 1969.

ACCESSORIES

Accessories: Schedule 80 Aluminum Wands, cut & threaded. Call for price, 800-874-0607. PA SpA: +39 0522 623 611; www.pa-etl.it. Steel Eagle: 800-447-3924; www.steeleagle.com.

ACCESSORIES AND PARTS

Barens, Inc.: 800-676-0607; www.barens.com.

ASSOCIATIONS

CETA: 800-441-0111; www.ceta. org.

PWNA: 800-393-7962; www. pwna.org.

BURNERS

R.W. Beckett: 440-327-1064; www.beckettcorp.com.

Wayne Combustion Systems: 260425-9200; waynecombustion.com.

BUSINESS FOR SALE

CAR WASH

Kleen-Rite: 888-931-2538; www. kleen-ritecorp.com.

CHEMICALS

Etowah Chemical Sales & Service: 800-848-8541.

ITD Chemical: 800-472-1233; www.itdinc.biz.

Vector Laboratories: 800-3310347; www.vectorchemicals.com.

COILS

Coils-R-Us: 479-549-3880; www. coils-r-us.com.

Farley’s Inc: 800-522-COIL; www. farleysinc.com.

DETERGENTS

Hydrus Detergents: 712-765-1060; www.hydrusdetergents.com.

EQUIPMENT

Aaladin Industries: 605-356-3325; www.aaladin.com.

American Washall: 833-645-4275; AmericanWashall.com.

BE Pressure Supply, Inc.: 800663-8331; www.bepressure.com.

Cam Spray: 800-648-5011; www.camspray.com.

Epps Products: 888-826-9191; www.eppsproducts.com.

Mi-T-M Corporation: 800-5539053; www.mitm.com.

PowerJet Pressure Cleaning Systems: 877-765-9211; www. powerjetpressure.com.

Powerwash.com: 800-433-2113; www.powerwash.com.

PSC Cleaning Systems: 905761-1733; www.pscclean.com.

EQUIPMENT— EXPLOSION-PROOF

FITTINGS

Midland Industries: 800-8215725; www.midlandmetal.com.

GRAFFITI REMOVAL

Equipment Trade Service Co.: 877-824-7763; www.taginator.com.

Graffiti Solutions: 651-7770849; www.graffitisolutions.com.

HEATERS

J.S O’will, Inc.: 360-226-3637; https://val6.com. HEATERS—SPACE

JTI Trade, Inc.: 360-226-3637; www.val6.com. HOSE REELS

BluBird Industries: 844-7694673; www.rmxind.com. Hannay Reels: 518-797-3791; hannay.com.

ProPulse, A Schieffer Co.: 563583-4758; www.powermovingforward.com.

CSC Insurance: 724-929-2300; cscinsurance.com.

PRESSURE WASHERS

Alkota: 855-296-4296; https:// alkota.com.

Dyne Power Packs: 772-332-1662.

Pressure Systems Innovations: 561-249-2830; https://pressure systemsinnovations.com.

PSC Cleaning Systems: 800246-9689; www.pscclean.com.

Spraymart: 800-752-0177; www. spraymart.com.

PUMPS

Cat Pumps: 763-780-5440; www.catpumps.com.

UDOR USA: 561-785-0666; https://udorusa.com.

PUMPS

AND ACCESSORIES

AR North America: 763-3982008; www.arnorthamerica.com.

SURFACE CLEANERS

Whisper Wash: 727-577-1292; www.whisper-wash.com.

NEW! EATOILS™ BT200™ OIL STAIN REMOVER & DEGREASER

It Really Works On Concrete + Asphalt! + Soil! ENVIRONMENTALLY FRIENDLY & SAFE TO USE No Solvents—No VOC’s— No Harsh Chemicals. Increase Sales & Profits With EATOILS™ CLEANING PRODUCTS. WorldWare Enterprises Ltd. TOLL FREE: 866-621-8244

WEBSITE: www.eatoils.com

DISTRIBUTOR INQUIRIES WELCOME

THERMOSTATS

Cotherm North America: www. cotherm.com.

TRAILERS

Universal Trailer: 818-252-0706; www.americanwaterworks.net.

TRAINING

VALVES

Midland Industries: 800-8215725; www.midlandmetal.com.

WASTEWATER CAPTURE SYSTEMS

WATER TREATMENT

Scaltrol, Inc: 800-868-0629; https://scaltrolinc.com.

WOOD RESTORATION

Woodrich Brand: 636-288-8512; woodrichbrand.com.

WOOD STAINING

Wood Defender: 817-658-KOTE (5683); wooddefender.com.

ASSOCIATIONS

WJTA-IMCA: 314-241-1445; www. wjta.org.

WATER BLASTING

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