That reputation is supported by a highly specialized workforce. ICE employs program managers, project managers, chemists, logistics specialists, health and safety officers, engineers, and field technicians who collectively manage a broad service portfolio spanning rail, truck, and marine transportation; logistics support and fleet management; staff augmentation; waste management support services; and transloading and transfer operations. For customers operating in high-stakes environments, that breadth offers a distinct advantage: one partner capable of managing the full scope of a project from packaging and movement to final disposition.

Headquartered in the greater Pittsburgh area, with offices in New Jersey, South Carolina, Florida, and Tennessee, as well as field and project locations across North America, ICE serves clients throughout the United States, Canada, Mexico, and the Caribbean.

Experience remains one of the company’s defining differentiators. With nearly 20 years of practical field expertise, ICE has completed projects safely, efficiently, and economically, building a reputation for dependable execution in demanding operating conditions. Its value proposition is straightforward but powerful: deep industry knowledge paired with a true turnkey model that helps clients save time, reduce complexity, and maintain control over cost and schedule.

“The four partners—myself, Gus Chirgott, Mark Delfratte, and Steve Lipecky—have worked together in this industry for more than 30 years,” says Dennis D. Morgan II, Chief Strategy Officer / Principal. “We’ve built that relationship across multiple companies and multiple stages of our careers.”

That shared history became the foundation for ICE in 2007, when the group decided to build an enterprise of their own—one shaped by the operational discipline, market knowledge, and leadership experience they had developed over decades in the field.

Without outside financial backing or private equity support, the founders invested their own capital to launch the business. That decision established an ownership culture that still defines the company today. “As we move into our 20^th year, we’ve grown from a startup into an industry leader,” Morgan says.

That growth has included expanding the leadership bench with professionals who strengthen project execution, operations, and business development, while also continuing to pursue strategic innovation.

One example is ICE’s partnership with Strategic Packaging Systems (SPS) in Madisonville, Tennessee. SPS was founded to provide advanced custom design, manufacturing, and distribution of soft-sided packaging, making it a natural fit for ICE’s broader service model and customer base.

“Al Beale, the founder and owner, is widely regarded as a pioneer in the soft-sided packaging business, and we had known him for years,” Morgan says. “ICE and SPS had worked together for about a decade when he began considering retirement and the sale of the company.”

Although Beale had multiple offers, Morgan and his partners made a straightforward commitment: they would preserve what he had built while giving SPS the resources and support to grow. That approach ultimately secured the deal in August 2017.

“Al built a strong company,” Morgan says. “Our role was to add resources, scale, and operating support—and we’ve grown SPS substantially since 2017.”

That same long-view discipline shapes ICE’s own governance model. The four founders, who have worked together for more than three decades, operate with a high level of trust, shared accountability, and alignment. “We manage the company by committee; it’s not majority rule,” Morgan says. Whether the discussion is about new equipment, acquisitions, or staffing, each major decision requires full agreement among the partners.

“Part of our success comes from knowing our strengths and how we complement one another,” he says. “That extends to many of the people we’ve brought into the business as well—professionals we’ve known and trusted for years.”

For clients, one of the most meaningful aspects of that structure is direct executive involvement. Each project is assigned to one of the four founders as an executive owner representative, ensuring leadership remains close to delivery. If additional equipment, personnel, project management support, or issue resolution is required, one of the owners is engaged immediately.

“We stay closely involved,” Morgan says. “Our clients know they have access to decision-makers.”

As the company has grown, it has also expanded into new markets and geographies. “We all come from hazardous waste, remediation, and decommissioning backgrounds,” Morgan says. “Those are markets we’ve worked in throughout our careers.”

Today, ICE provides waste management support services across North America, helping clients identify authorized, permitted, and licensed facilities to accept, recycle, treat, and dispose of a wide range of liquid and solid by-products. That includes chemicals and off-spec products, hazardous waste regulated under RCRA, TSCA and PCB waste, and low-level radioactive waste (LLRW).

Not every assignment involves hazardous materials, however. On occasion, the company is asked to move cargo that is memorable for very different reasons.

“We once received a call to move specialty sand from Ohio to Dubai for a golf course project,” Morgan says. “It sounded unusual at first, but that’s the nature of this business—you have to be prepared to solve whatever logistics challenge the client puts in front of you.”

As ICE continues to scale nationally and internationally, the company remains focused on preserving operational control without compromising safety, execution, or cost management. Its current footprint spans roughly 30 states, but the company’s standards do not vary by geography.

“We operate both ICE and SPS under an ASME NQA-1 (Nuclear Quality Assurance-1) Program, and that discipline carries through everything we do,” Morgan says. “Our vendors, our partners, and our internal operations are held to the same expectations regardless of where the work is taking place.”

Talent remains another critical factor in long-term performance. Like many employers, ICE faces an increasingly competitive market for skilled labor, but the company continues to pursue measured, disciplined growth. “We believe in steady growth,” Morgan says. “We work to keep our equipment utilized at a very high level, and we’ve been successful in doing that.”

That consistency has helped ICE stand apart in a market where endurance matters. “We’ve been in our footprint longer than most,” Morgan says. “A lot of companies have come and gone over the past 20 years, and the ones that have lasted as long as we have typically don’t offer the same breadth of capability.”

That breadth remains one of the company’s clearest points of differentiation. While many competitors focus narrowly on equipment leasing, transportation, waste management, or project management, ICE integrates those functions under one roof.

“Many projects require end-to-end coordination across packaging, transportation logistics, training, product management, and waste management,” Morgan says. “We bring that full range of capability to the table.”

The company also maintains a strong field presence on major engagements. Larger projects include onsite project management working alongside customers each day to ensure materials are packaged and loaded correctly, whether into trucks, railcars, or barges. That hands-on approach applies across the portfolio, regardless of contract size. A $5,000 assignment is treated with the same seriousness as a $5 million project because, in ICE’s view, execution standards are not negotiable.

“Every project matters,” Morgan says. “The expectation is the same: do it safely, do it correctly, and deliver on schedule.”

That philosophy has translated into durable customer confidence. “We’ve never failed to complete a project, we’ve never been removed from a project, and we’ve never walked away from a project,” Morgan says. “That track record matters in this market.”

It has also produced a steady stream of repeat business from clients who value performance over promises. “We don’t sell on price,” Morgan says. “We sell on our history and on what we’ve demonstrated over the past 19 years.”

In the end, that may be ICE’s strongest competitive advantage. In an industry where complexity is high and tolerance for failure is low, the company has built a model centered on accountability, operational depth, and long-term trust. For Morgan, the clearest evidence of success is simple: clients continue to come back.

“We still have customers who have been with us since the day we opened our doors,” he says. “That’s the best proof of all.”

The post Strong and Steady: Superior Service through Controlled Growth<p class="company">I.C.E. Service Group, Inc.</p> appeared first on Business In Focus Magazine.

After 115 years of helping to connect Canadians by forging premium, mission-critical transmission, distribution, and communication infrastructure and hardware, Slacan Industries Inc. has built a fine reputation for excellence and trustworthiness. The company has achieved this through commitment, reliability, tight quality control, and in-house fabrication, producing even its smallest parts in its own facility.

Standing apart
Here, product longevity and resilience guide a daily mission to be Canada’s best in its industry. As a result, continuous investment in technology has brought Slacan’s count of next-generation machinery to 10 units—and that number is growing. During a recent visit of around 20 engineers, all from a prospective client company, the company’s value proposition once again became as clear as ever. The longevity of its products and its capabilities speak for themselves.

Slacan Industries is not only known for service and hardware excellence, however. The company is also the proud owner of a vast cache of historic dies and hardware worth a few million dollars, which it maintains to continue servicing older infrastructure. In the process, the team serves most of Canada’s largest utility providers through distribution partners; some have been customers for the past half-century, while another giant served by Slacan is Bell, one of Canada’s leading telecommunications providers. And with in-house processes including Steel Forging, Hot & Cold Stampings, and Casting, among others, the team is able to serve a variety of other markets as well, including OEM, Agricultural, and Mining.

The company is in fact so robust in its capabilities that it asks clients removing spent parts from their old infrastructure—anywhere from 30 to 70 years old—to return worn parts to Slacan’s factory for in-depth study and further product development and improvement. With fully-fledged engineering design and product engineering teams, the company takes both pride and pleasure in improving on earlier designs, and with a collection of around 30,000 products, it receives requests to reproduce about 10,000 of these annually.

While it is common amongst competitors to source raw materials, engineering, and fabrication from foreign suppliers, Slacan is proud to source most of its raw materials for forging on Canadian soil. Because here, price and product are not the only important considerations. Slacan’s legacy, quality, generational knowledge, and product guarantees are as much a part of its value proposition as its engineering prowess, and these attributes are not necessarily the case when working with offshore facilities.

Service above all
Located in a 200,000-square-foot facility on a 14-acre property in Brantford, Ontario, with both Toronto, Ontario and Buffalo, New York just 70 miles away, Slacan Industries is perfectly situated to serve customers across an impressive footprint. Serving the breadth of Canada from coast to coast, its superpower resides in having developed the foundational elements of many of these service providers’ hardware components itself.

Trading in this industry at such a high level is an expensive endeavour, however, as many of the tools needed to maintain such lines cost in the region of $30,000 to $40,000. For this reason, Slacan historically outsourced its large tooling while making its own smaller tools. But that recently changed when it invested in acquiring the appropriate equipment to become self-sufficient in all its tooling needs. Now, when customers call in with the name of a broken line under its care, replacing old hardware with new hardware—no matter how long ago it was installed—has become significantly easier.

Once, when a client called in to request repairs on towers that collapsed under six inches of ice during an extreme weather event, the team was able to go back to its records, find the original part designs, and then locate the dies in its die store. “They had helicopters landing on our 14 acres here to pick up parts because they were so desperate. There was no power there at all,” shares Director of Sales and Marketing, Tom Lepera. “We’re not just here to sell; we’re more of a partner. We take the good with the bad,” he adds, describing the company’s approach to loyalty.

Lepera notes that some clients arrive with requests for small-volume, high-cost component fabrication. Fulfilling such orders is expensive, but the company takes the work on anyway, even when it takes four to five hours to set up the machines needed to fabricate the parts. This is just one way in which it demonstrates its commitment to its customers’ success.

A top team
Of course, none of this would be possible without the people behind its success. “We have a tremendous amount of respect for our people as we realize how hard they work in our factory, especially as temperatures get hot and they are working in a very hot forging environment with very heavy steel parts,” Lepera says. For this reason, the company has invested in exoskeletons to minimize physical fatigue for team members stationed at its forging hammers. As this is a heavy and laborious industry, Slacan ensures that the team’s health and safety are protected as much as possible in the workplace by maintaining high standards.

It also honours legacy staff. To this end, the company took the opportunity to invite a number of former team members who had been retired for some time on a tour to show them its latest transformation. Most of them had started working for the company 50 years before the major overhaul, which, of course, now includes extensive automation and robotics.

“It was thanks to them as the pioneers that led the way to perfecting the quality and operation of our processes that led us to build what we have today,” Lepera says, noting how much the company’s owner also appreciated the letter of thanks that followed their visit.

The road ahead
With roads and other infrastructure being installed to service Canada’s Ring of Fire, the famous mineral-rich area in James Bay’s lowlands of Northern Ontario, Slacan will be providing poleline hardware to which it also holds the patents.

Moreover, as the demand for utilities drives U.S. companies to reach out to poleline hardware fabricators in Canada, Slacan Industries is ready to expand its presence across the border. Currently, the projected expansion includes a possible new fabrication facility in the Chicagoland area. The strategy will allow for U.S.-made products alongside its existing Canadian-made ranges to serve a wider audience.

The time is ripe for such expansion; the past few years have seen Slacan making significant capital investments, bringing its collection of large, updated automation machines to about 10. Preparing for the inevitable has meant tripling its capacity over the past half-decade and securing supply chains.

“We will continue to make huge investments in equipment and people as well as alternate facilities to support our growth in both Canada and the USA,” Lepera tells us. “There is and will continue to be huge projects across North America in the next 15 years with electrical infrastructure of 340KV to 765KV, which will put massive demand on all products associated with transmission towers and our high-quality hardware,” he continues. Such Extra-High Voltage (EHV) infrastructure is responsible for minimal energy loss when transmitting large volumes of electricity over impressive expanses of land.

By positioning itself as a high-quality engineer and fabricator serving the critical utilities market across the United States and Canada, Slacan Industries is committed to remaining relevant in the high-voltage market over the next century. Once prospective customers visit its facilities and understand the level of long-term quality and top safety standards its products provide, any quibbling about price goes out the window. And a new customer walks in the door.

The post Forging Bonds: Hardware Solutions for Canada and the United States<p class="company">SLACAN Industries Inc.</p> appeared first on Business In Focus Magazine.

This year, OLFA North America Inc. proudly celebrates “70 Years of SNAP.” Since introducing the world’s first snap-off blade knife in 1956, OLFA has changed the way people cut, create, and work. “This year marks seven decades of innovation, precision, and creativity,” says Carl R. Cottrell II, Vice President of Sales and Marketing. “It was a game-changer then, and it’s still the foundation of OLFA’s innovation today.”

Today, OLFA North America continues founder Okada’s legacy of innovation. At trade events, the company is swapping traditional swag for custom sweets and cookies featuring a light-hearted ‘70 Years of SNAP’ logo. “You’ll see the anniversary highlighted across digital campaigns, printed materials, and updated in-store merchandising,” says Cottrell. “It’s a celebration of the people who use OLFA tools every day and a reminder that great ideas, even simple ones, can have a lasting impact.”

Knives for every need
In the years since Okada’s original snap-off blade knife, OLFA has continually refined this original design and introduced unique new items. This company doesn’t think in terms of just “one product, one SKU,” says Cottrell. “We think of how customers buy and use our products.”

The 18mm snap-off blade, for example, is the same core product but is offered in 5, 10, 50, and 100-pack sizes to meet different needs, from DIY to industrial use. “When you count every unique UPC—the way our customers actually purchase—OLFA easily has over 350 products in the market.” The company’s extensive catalogue includes blades, utility knives, cutting mats, scissors, rotary cutters, rulers, art knives, semi-automatic and fully automatic knives, and more.

OLFA’s legacy product is its 18mm Ratchet Lock Utility Knife (L-1). One of the company’s classics, it has been a trusted staple on job sites and in toolboxes for decades. Built with a durable ratchet-lock mechanism and heavy-duty snap-off blade, the L-1 delivers consistent performance day after day. With an ergonomic design and reliable construction, it remains a favorite of professionals and DIYers alike and is the foundation of OLFA’s reputation for quality cutting tools. “What started as a workhorse utility knife became the go to example of Japanese engineering meeting everyday utility needs,” says Cottrell.

The OLFA 18mm Fiberglass Utility Knife (LA-X) represents the company’s ongoing evolution in performance and ergonomics. With its fiberglass-reinforced body, anti-slip wraparound grip, and auto-lock blade slider, the LA-X knife brings precision, comfort, and durability together in one tool, making it ideal for heavy-duty applications. The multi-pick feature also adds versatility for scraping, prying, and other job site tasks. “This knife is emerging as a core growth driver because it blends classic reliability with modern enhancements that resonate across construction, industrial, and retail usage,” says Cottrell.

Innovation at OLFA isn’t just about performance; it’s also about safety and efficiency, exemplified by the OLFA Quick Change Concealed-Blade Safety Knife (SK-16). Designed with a concealed, quick change blade system, the SK-16 protects users while reducing waste. With a wider cutting channel and a premium stainless-steel blade, it can handle thicker materials such as double-wall cartons, carpet, and strapping with minimal resistance while reducing the risk of accidental contact. With proven cutting longevity (making up to seven times the cuts as many competitors), this model showcases OLFA’s leadership in safety tool design and professional oriented innovation.

Growing the brand
Despite the challenges of the COVID-19 pandemic, OLFA globally strengthened its brand by launching two new North American subsidiaries in 2020. This was when no one could travel because of lockdowns. “We couldn’t go anywhere,” comments Cottrell, “and we were working via video conference as this small team that we built here in North America. It was about 18 months before we could all sit down together.”

Coming out of the pandemic, OLFA Corporation’s President and CEO, Shinichi Okada, flew the entire North American team to Japan for four days. “It was absolutely amazing,” adds Cottrell. “Bringing the entire OLFA North American team together with the OLFA Corporation team in Japan was a meaningful milestone—one I believe everyone involved will remember.”

At the time, Okada said, “OLFA has established the two new companies to better grasp the needs of the ever-changing market in North America and to develop additional new products. These companies will strengthen the sales and marketing reach of the OLFA brand in North America.” The move makes OLFA more locally responsive while staying true to its core of innovation and precision.

Responding to the market
Much more than just a maker of snap-off blade knives, OLFA realizes cutting needs aren’t the same everywhere. Applications common in one region may be rare in another, and requirements like workplace safety and accident prevention can vary widely across markets.

“By investing in a dedicated North American presence, OLFA has been able to better understand these regional differences and respond with more targeted solutions,” says Cottrell. “This closer connection to the market has accelerated product development, allowing OLFA to design tools that meet specific customer needs—whether that’s enhanced safety features for industrial environments or precision-driven solutions for specialized applications,” he explains.

“At the same time, it has strengthened collaboration between North America and global headquarters, creating a more agile and informed innovation pipeline. The result is a stronger, more unified global brand, one that combines Japanese engineering heritage with localized evolution.”

Today, OLFA makes products for professionals and crafters alike which are safe, effective, and durable.

A world first
In 1979, OLFA introduced the world’s first rotary cutter. For years, seamstresses, tailors, and hobbyists alike complained that when they cut delicate fabrics with scissors, the material would typically fray. To address this issue, OLFA created a revolutionary rolling razor blade, much like an extremely sharp pizza cutter. To go with the rotary cutter, the company developed mats to make the cutting easier and safer.

“Originally designed to make sewing easier, these products actually changed the entire world of quilt making,” Cottrell shares. Thanks to OLFA, quilts that previously took tediously long to cut out could now be created quickly and simply with a rotary knife. “And so, we have this entire section of our business that stems from the innovation of the rotary cutter, which OLFA invented. If all we did was snap blades, we would be essentially half the company we are today.”

Almost 30 years ago, the company was focused far more on its construction customers than on quilters. But soon after starting at OLFA, Cottrell was given free rein to explore the market. A single man in his twenties at the time, he signed up for a senior citizens’ quilting class for beginners. All these years later, he remembers cutting multiple layers with an old ‘stack and whack’ method, and others in the class making T-shirt quilts and quilts for babies. He learned the importance of safety and of putting the protective cover back on knife blades. Fellow students were concerned that their cats would jump on tables and cut themselves, or about holding the knives with arthritis-challenged fingers.

Back then, rotary cutters weren’t ergonomically designed—there were no safety features, and many older users struggled to change sharp blades. Cottrell’s older fellow students frequently asked him to swap out blades for them, an occurrence that resonated with him.

Sharing this information with OLFA’s new product development team led to the development of a deluxe curved rotary cutter with a squeeze handle that required little pressure to open and close the blade—essentially a safety feature for fingers. The company also added a safety lock, so users had no worries about the blade opening in their purse or bag.

“That product is the number one selling rotary cutter today,” he says. “It does the same thing as the original, but the handle is equipped to address the needs of the person who’s quilting today.”

To this day, new product development is integral to OLFA’s success.

Safety becomes official
What was learned from the rotary cutter episode also generated an entire category of self-retracting safety knives wherein, once a cut is made, a spring returns the blade to the safety housing on its own. This has also influenced standards for knives—and the creation of standards for cutting mats—set by the International Safety Equipment Association (ISEA) and North American Services Inc. (NASI).

“In 1997, the term ‘safety knife’ didn’t exist,” Cottrell explains. “Now, we have products that we’re selling into an entire industry so people can cut things in production lines, factories, and distribution centres with products designed to mitigate accidents.”

For OLFA, the safety knife industry is entering an exciting new era. For the first time, the ISEA is developing an official standard for safety knives, a project bringing competitors together to set clear guidelines for the entire industry. Once approved by ANSI, this standard will help safety managers evaluate and select tools that truly protect workers while maintaining productivity.

The initiative, says Cottrell, reflects a growing recognition that different jobs—from breaking down heavy corrugate to slicing film or plastics—require the right tool for the task. “As chair of the committee guiding this effort, I’ve seen firsthand how collaboration across the industry is creating a more consistent, safer approach to cutting tools,” he says. “This standard promises to give companies the guidance they need to equip their teams safely and effectively, marking a big step forward for U.S. workplace safety.”

In the 29 years he’s been with OLFA, Cottrell has seen firsthand what sets the company apart from the competition. In a world of mergers, acquisitions, and shifting directions driven by private equity, OLFA remains a family-owned Japanese company grounded in the same principles that inspired its founding.

“Under the leadership of Shinichi Okada, the founder’s son, OLFA continues to honor its legacy of precision, innovation, safety, and consistency while embracing the opportunities of a global, modern marketplace,” says Cottrell. “Our message is clear: OLFA is ready for tomorrow. We’re investing in innovation, safety, and solutions-driven products that meet the needs of today’s customers, while never losing sight of the quality and reliability that have defined the brand for over 70 years.”

The post When It Comes to Knives, OLFA Broke the Mold<p class="company">OLFA North America</p> appeared first on Business In Focus Magazine.

Beetschen’s background is in engineering, specifically in 3D computer vision, and he has previously worked on mixed reality headsets like Microsoft’s Hololens, a mixed reality device from one of the industry’s biggest players. In his experience, many such headsets and tools often have the same problem in that they try to do everything but end up excelling at nothing in particular. While impressive, they do not provide the help for customers that RealWear can.

RealWear’s suite of devices consists of smart glasses that are designed for particular environments and uses. These are further complemented by associated software and services, which include proprietary applications, custom training, and more. Beetschen explains that the company’s devices, such as the RealWear Arc 3 and the Navigator Z1, are “the first devices in human history that see the world as we do,” able to see through the customer’s eyes and provide help on the level of a personal assistant.

The company focuses on making its devices helpful and easy to use, as its long-term vision is to have a higher throughput between humans and machines than can be achieved via typing on keys or using screens. Devices like its smart glasses can help bridge the gap in user-system interfacing industry-wide. The goal is to have the best hands-free personal assistant technology possible for every person on the planet, something only possible through the technology with which RealWear works. “If the larger companies aren’t doing it, then we will,” says Beetschen.

According to him, so many previous generations of humanity’s ancestors were generally living worse lives than we are, and the company takes a certain amount of inspiration in how hard generations before us have worked to make our lives simpler. He believes it is therefore the responsibility of RealWear to make the future brighter and greater, while leveraging machine learning and artificial intelligence (AI) for good, making it accessible in an intuitive and effortless way.

Being active in a more nascent field of the technology sector, the path to success has not always been neatly laid out and has often required trial and error. Previously, the company had tried providing step-by-step instructions for frontline workers using the device when performing maintenance and inspection tasks. The process of doing so was very rigid, whereas reality is often more fluid and messy, and what worked in theory to get clients up to speed did not always end up working in practice, Beetschen says. With newer technology, supported by AI, RealWear can see what a person is doing in real time and act as a helpful colleague that helps a customer better understand a task while letting them do everything in their own order and style.

When it comes to technology, RealWear is putting a great deal of effort into upgrading and refining its operating systems as many figures within the industry are talking about how human language could be the next key interface with AI devices. Using buttons with a machine, says Beetschen, is very inefficient and time-consuming, so more and more people are using voice as an interface, an approach that the company has been already using for years. As the first truly voice-first operating system, the AI technology within a RealWear device can understand what a consumer wants, map to their settings, and act on their behalf, making it much more natural and faster to use.

The competition often makes their business by working in the consumer space, which Beetschen says is a tempting idea; however, RealWear is ultimately among the few successful players for smart glasses in the enterprise space, making its devices for businesses. The company focuses on the whole experience of its technology as opposed to just individual parts like hardware. This experience starts with the packaging, feel, and visuals of the product as well as with the software experience, operating system, and cloud management solutions.

“We’re the easiest to use and deploy,” says Beetschen, and RealWear is the only company of its kind able to create large-scale, reliable deployments.

As a result, its workforce solutions can be found across many different sectors. One of the company’s notable vertical markets is in warehousing and logistics for companies like Coca-Cola, Beetschen says. In these scenarios, frontline workers use RealWear to connect with an order from a client to obtain precise information quickly and to access other crucial data like visuals and map directions. This has helped employers like Coca-Cola increase their speed by about six to eight percent, a considerable difference.

Elsewhere, Ford has equipped around 1,000 of its American dealerships with RealWear devices and has now built a center where mechanics can use the technology to diagnose problems in its fleet of electric cars and fix them more easily.

While results like these are encouraging, the use of AI is still being perfected. Beetschen says that one current limitation is that a user still needs to provide much of the input to explain the context of what is desired from a prompt, a process that must be repeated every time; however, augmented reality devices like RealWear’s products innately gather the context of what the user is doing.

As the AI powering RealWear is a newer computing platform, there will always be challenges for early adopters. Many of the technology platforms and enterprise software systems of RealWear’s clients are still incompatible, which is why the company provides a whole solution that simply works without the need for legacy setups, just one way in which RealWear has its eyes set on the future and always keeps its customer base in mind.

Beetschen says that it is now time to liberate end users from technology that relies on buttons and screens, but the industry, broadly, is still waiting for a tipping point to help that along and clear up lingering confusion. This tipping point may very well come as a result of a landmark deal that the company is in the middle of making as of press time, which Beetschen says will be the biggest augmented reality deal in human history.

This deal will likely create industry buzz somewhere in the range of summer 2026 to the fourth quarter of the year. “We are living in an exciting time with AI,” Beetschen says, and it is also a good time for RealWear to interface with and leverage AI to help humans do even better. Whether it is outfitting a workforce with hands-free technology or being at the vanguard of an ongoing digital revolution, this team will not be satisfied until its technology can be used to help as many people as possible.

The post Bringing Hands-Free Technology to the World<p class="company">RealWear </p> appeared first on Business In Focus Magazine.

This evolution is particularly evident in the restaurant industry, where sustainable practices are now seen as a key to long-term success.

At HopCat, growth isn’t just about opening new restaurants; it’s about building a company that thrives on community, sustainability, and long-term vision. From supporting internal career development to championing eco-friendly practices, the company is investing in the people and principles that fuel its success.

CEO Craig Stage has led HopCat’s evolution from a few local restaurants into a multi-state operation with a bold and measured growth strategy. Over the past five years, HopCat has experienced consistent expansion, now with exciting new locations launching in Southgate, Michigan, and eyeing new locations throughout the region.

“While we’re not trying to take over the country,” Stage says, “we’re not going to stop growing.” His philosophy centers around smart, intentional growth. “We know what it takes to run great restaurants, and we know what kind of markets we want to be in.”

HopCat is doubling down on its Michigan roots while tapping into new communities. “We’re excited to expand into areas where we can make a meaningful impact,” Stage shares. “We want to be the kind of business that feels like part of the neighborhood.”

With recent leadership changes, HopCat is walking the talk when it comes to internal promotion. Craig Stage stepped into the role of CEO, Andrew Woodruff was instated as CFO, and Michele Ary was elevated to Director of Marketing, all after demonstrating commitment, innovation, and a deep understanding of the business.

“There’s a lot of respect here for people who show up and give their best,” says Woodruff. “This is the kind of place where good ideas are taken seriously, where no idea is considered a bad one.”

Woodruff, who brings nearly a decade of restaurant finance experience, says internal mobility was a big part of his decision to join HopCat. “You want to work somewhere that believes in your growth. HopCat is that kind of company.”

Ary, who began as a social media intern in 2019, echoes that sentiment. “I’ve been supported every step of the way,” she says. “This company takes risks on people they believe in.”

Stage began his journey with the company in 2014 as a restaurant manager at a local HopCat, where his mentors nurtured his leadership potential. Over time, he advanced to Vice President of Operations before eventually stepping into the role of CEO. He shares, “I get excited when I see people grow from line cooks to general managers to directors. That’s the kind of growth that matters most.”

In fact, promoting from within has become a pillar of HopCat’s culture. It sends a message to employees at every level that hard work and loyalty are recognized and rewarded. The leadership team believes that employees who have grown with the company bring a level of insight and passion that’s hard to replicate, and this focus on internal development also helps foster a sense of ownership. Employees feel seen and supported, and that builds trust and long-term commitment. It also aligns perfectly with HopCat’s larger mission: building strong teams that genuinely care about their work and their community.

Sustainability remains a cornerstone of HopCat’s business ethos, with a leadership team that is committed to minimizing the company’s environmental impact while improving operational efficiency. “We want to be mindful of our waste and impact while still being profitable,” says Stage. “Sustainability isn’t just a buzzword, it’s a responsibility.”

This responsibility is reflected in both daily operations and long-term strategy. The company prioritizes working with local compost vendors and maintaining practices that support a circular economy. For example, compost generated by its restaurants is returned to nearby farms, closing the loop and keeping environmental impact as low as possible.

Ary, who now leads the brand’s marketing strategy, shares that the sustainability focus was one of the reasons she chose to grow her career with HopCat. “One of the things that intrigued me about the company when I first applied was how much they value sustainability,” she says. While the company doesn’t advertise these efforts heavily, the community impact is tangible. “It’s something that makes our team proud, even if we’re not shouting it from the rooftops,” she adds.

The leadership team also keeps its finger on the pulse of evolving best practices in sustainability, regularly exploring innovations in packaging, energy use, and sourcing. “We’re consistently thinking about how we can do better, not just for our bottom line, but for our people and our communities,” says Woodruff.

Post-acquisition, HopCat has refined its operations to remain agile and efficient, especially in a rapidly evolving industry. Its lean structure allows the leadership team to make faster decisions, act on ideas quickly, and stay responsive to market shifts. Woodruff emphasizes adaptability: “The restaurant industry changes constantly,” he says. “It’s about adapting to trends while staying true to your values.”

The company’s smaller, collaborative leadership model encourages initiative and innovation at every level. There is a clear emphasis on empowering team members to speak up, contribute, and innovate, and the team also places heavy emphasis on listening, both to guests and to staff. “It’s a place where you can raise your hand and say, ‘What if we tried this?’ and people will actually listen,” Ary says.

Stage sees this as essential. “Hospitality thrives on creativity, and creativity doesn’t happen in top-down systems. You have to trust your people.”

That lean, empowered approach has also helped HopCat weather industry challenges. From supply chain fluctuations to shifting consumer preferences, the company remains resilient by staying nimble and connected to its core values. Each new restaurant opening comes with a local focus. “During soft opening weeks, we donate a portion of alcohol sales and match ticket revenue to support a local nonprofit,” Ary explains. “In our last three new restaurant openings, we’ve raised over $40,000 for these causes.”

This hands-on approach to giving back has helped HopCat deepen ties in the communities it serves. Whether it’s supporting food banks, education programs, or neighborhood initiatives, the company takes pride in being more than just a restaurant group, but a true community partner. “We’re not just opening restaurants,” Ary says. “We’re creating spaces that add something valuable to a neighborhood.”

“It’s important that our growth aligns with giving back,” Woodruff adds. “When you show up for your community, your community shows up for you.”

This community investment doesn’t just happen at the leadership level. HopCat encourages its local teams to take the initiative in organizing charitable events and building partnerships with nearby organizations. It’s a model that fosters a sense of pride and ownership across the company. “Being part of a community means showing up,” says Stage. “And when we open a new location, we want people to know we’re here for more than just business.”

With new HopCat locations on the horizon and a leadership team forged from within, HopCat is building momentum. Yet, the focus remains steady: to deliver high-quality experiences, reduce environmental impact, and empower employees. “We’re growing in a way that allows us to keep our culture intact,” Stage says. “And we’re building a team that believes in what we’re doing.”

This team is optimistic about what lies ahead both for the company and for the communities it serves. As the company continues to grow, it remains committed to innovation, inclusivity, and intentionality. With dedicated leaders like Stage, Woodruff, and Ary at the helm, HopCat is carving a distinct path in the hospitality industry, one that prioritizes people, planet, and purpose.

“We’re just getting started,” says Stage. “And we’re excited to bring more people along for the journey.”

The post Shaping the Future of Hospitality<p class="company">HopCat</p> appeared first on Business In Focus Magazine.

Finding a fresh answer
Embracing the goal of making tough decisions less stressful while welcoming challenges as teaching moments, Larlyn consistently suggests fresh, original, tailored answers for every issue a client faces. From condos, multi-family, and single-family rental properties to luxury high-rises, townhouse complexes, affordable housing, commercial and industrial buildings, historic sites, and unbuilt communities, Larlyn delivers intelligence, exceptional market expertise, and a passion for improving communities, investments, and initiatives.

“We’ve been around a long time, and we’ve been pretty consistent,” says Larry Holmes, President and CEO. What started as “a hobby run amok” with Holmes managing some small properties for a group of investors evolved significantly when those investors encouraged him to make the jump into condominiums. Although initially reluctant, Holmes and his wife Lynne (hence “Larlyn”) eventually agreed, in the process creating value and building relationships—still the backbone of the company to this day. It’s an outlook that has served the company well.

“We’ve grown through referrals, a few acquisitions, and then normal, organic growth,” Holmes explains. “What we’ve had to do—and it’s working very well—is adapt. We’ve had our ups and downs, but we’ve developed a focused team approach.”

Holmes’ business strategy isn’t just one of the property manager looking after a client, he adds. It’s a whole team commitment, with the property manager also acting as the account manager, backed by a regional manager. Each account has a dedicated accounting person, and each property manager has an administrator who works with them on their portfolio, providing a backup, or buddy system, that keeps everything afloat should someone be sick or on vacation.

Building on education
For instance, Larlyn is currently managing a diverse conglomerate of properties that includes a farm, a plaza, some residential properties, and a marina, and is still expanding in an industry where there’s been an exodus of some of the more senior managers who are either retiring or not wanting to adapt. And while young people come in, they still need to be properly mentored and trained, adds Holmes. There are accredited courses available, but many of the necessary skills can only be acquired via hands-on experience in a variety of situations.

“You have to learn how to deal with people,” he says, which includes negotiating with notoriously challenging condo boards that range from “pretty experienced businesspeople” to those who are not. “You’re forever educating and mentoring boards as well as your staff,” he shares.

Education is key for Holmes, along with systems and processes into which he has invested greatly, including weekly meetings for the company’s three geographic regions of Alberta, the GTA (Greater Toronto Area), and southwestern Ontario. Each is headed up by a regional director who meets with their entire staff once a week to review what has happened the previous week and plan for the week ahead.

“We also try to have one educational program every month, whether internally or externally,” Holmes says. “We’ve been quite active in that regard recently because we have quite a few newer staff doing a great job, but the more we can help them, the better. It’s continuous team building and educating.” Senior staff supported in obtaining their MBA, or bookkeepers continuing to their CGA or CMA qualifications, for instance, is quite common at Larlyn because it’s all in the name of building a stronger team.

The company is also practised at adapting to a variety of challenges, including those that COVID threw its way, managing to pivot quickly via “extremely good computer software and systems” that allowed employees to work remotely, which partly continues today via a hybrid scenario that has reduced the number of physical branches. “Accountants who want to continue working from home still can,” says Holmes. “The new ones, we bring into the office because of the social and educational aspect,” while property managers work successfully in hybrid positions for the most part. But Holmes continues to stress the social importance of hands-on experience.

Success in relationships
“We’ll continue what we’re doing,” he says, “with a strong emphasis on relationships. I can teach almost anybody to manage a building, but it’s really tough to teach people how to deal with people. Relationships are huge, and we promote that as much as anything, and we’ll continue our emphasis on building relationships.”

In short, it’s not about what he wants, but what the customer wants, a commitment that has set the tone for Larlyn’s ongoing success and impressive history. “We consciously look at where we’re at and evaluate our systems,” Holmes says, “and where something isn’t working the way it’s supposed to, we try to fix it. We’re not perfect, but by addressing issues and developing people and keeping the focus on customer service and relationships, I think we will continue to be successful.”

That impressive history is also a result of embracing the team approach, he adds, along with a focus on building relationships and striving to always “hire good people.” Adopting smart and effective systems and processes as you grow is also vital, he adds.

“We went through a period where we were buying extra systems to attach to the existing system to try to make things better, and I eventually said, ‘let’s stop that and use the system we have,’” which, he says, is one of the best in North America, if not the world. “‘Let’s just figure out how to use it and use it well,’ and that’s what we’ve been doing. It’s made it easier for everybody, and certainly has had a good impact.”

It’s surprising, he adds, that many boards don’t know how to read their financial statements, which is a setback within the industry. While government licensing has some good points, it also has some challenges, which Holmes hopes will be ironed out over the next five to 10 years. “We used to be able to train in-house for the licensing ability, and our people, when we trained in-house, got better marks than when they go to the colleges,” he says. “The exams were still proctored, so it was the same material, but our people got higher marks and a better understanding of the various topics.”

Why was that? Holmes says that students in a classroom with people from other companies are often uncomfortable opening up about issues that might be happening within their own company. “They don’t want to look stupid, and they don’t want to share information about their company,” he says. Conversely, if they’re in a group made up entirely from one company, attending a course given by someone from the same company, their discussion will be about real-case scenarios which not only provide a better education but could make a real impact within the industry. Online courses don’t offer this true opportunity for learning and learning well.

“There’s nothing like case studies and discussions on cases to help you understand different situations that can occur,” he says. “But that’s one area that I hope they look at changing. They don’t seem to be talking about it yet, but that would improve the overall quality of people graduating and getting their licenses.”

Looking for the difference
Along with better, more useful education and hands-on experience, what else makes a difference in a successful property management company? Holmes has a few more solid suggestions.

“You have to learn to address issues. It’s not a weakness to admit you don’t understand something or you’ve made a mistake; it’s a weakness when you don’t,” he says. “If you can’t admit it, you can’t fix it.”

He has been able to grow Larlyn so well over the years precisely because he was determined to pivot and change with the times, making progress not only within his own company but also within the industry. “We try to keep an open mind,” he adds. “Nothing can be static in today’s world. You have to learn to adapt around it, to keep yourself competitive and keep your people on top of things.”

The post Adapt, Pivot, Grow—A Fresh Approach Brings Long-Term Success<p class="company">Larlyn Property Management</p> appeared first on Business In Focus Magazine.

Since we previously spoke in 2022, the last two-and-a-half years have brought consistent growth for Hanover Logistics. This growth is due to its considerable customer base on the warehousing side and is also related to the onboarding of new business. The Hanover Pennsylvania community and region have seen overall growth, too, as manufacturers and shippers in South Central Pennsylvania increase their supply holdings closer to manufacturing bases in the area while still providing ease of access to the busy Port of Baltimore. Hanover is within a one-day drive from 40 percent of the U.S. population and 60 percent of the Canadian population.

In response to its expansion, Hanover Logistics recently introduced its new building, on which construction began in early 2024 and was completed by year’s end. It is the first company build made with pre-cast concrete, boasting 82,000 square feet in total, seven docks and one drive-in, and ceiling heights of up to 38 feet. This site was last built on through the 1980s and ’90s as the business grew. With the growth trajectory of the company and area, founder and President Kurt Dietrich decided to move to the next phase of development of the site at 201 Center St. in Hanover with the construction of this new class A facility. Hanover Logistics Director of Operations, Charlie Fowler, says that the intention is to fully rack the space and to obtain height lift equipment to allow staff to easily add or remove stock. In an energy-conscious move, Hanover Logistics recently upgraded the lighting in all its facilities to LED lights as well. As Fowler explains, the move was done for the company to do its part for energy conservation.

The company also upgraded its equipment with a mix of electric forklifts, heavier weight dock levelers, and heavy weight lift trucks, which have improved its capabilities to support a wide variety of products, from roll stock paper to palletized consumer goods and raw materials for manufacturing.

The company’s position as a warehousing and logistics provider continues to provide advantages to its market. Hanover often handles the entire end-to-end supply chain for its clients, which in turn helps them better serve their clients and concentrate on other core business development strategies. “We work closely with our customers to provide a full-service supply chain partnership which is also a key differentiator in our business model,” the Director of Operations says. This includes managing e-commerce solutions for shippers and distributors, as well as traditional truck movement both in and out of state.

As an early adopter of e-commerce and pick-and-pack operations, Hanover has positioned itself as a uniquely capable and dependable provider. With its long-standing customer focused mindset, Hanover has helped its clients grow, creating organic growth for Hanover as well.

Beyond its customer-based services, the company’s dedication and appreciation for its workforce reinforces the people-first focus that is at the heart of the women- and family-owned business. The company proudly puts its people first and gives them leadership of their own teams and processes. This allows the workforce to take pride in their work, an attitude which is passed along to customers. Hanover’s facilities are supported by site-specific leadership who build their own team and benchmarks to incentivize the crew to find success and better serve customers.

Hanover maintains its own safety committee comprising key contributors from all different sites at every level of staff. The committee meets monthly for site walks to identify potential risks, which are efficiently submitted into work and repair orders and monthly reports to executive leadership for accountability. The team also participates in fun and engaging practices to encourage safety, where employees can win prizes each day without a documented safety incident. Similar incentives are available to drivers on the trucking side, with bonuses awarded for safe miles driven and for passing Department of Transportation inspections. “Our people, safety, and customers are our highest priorities,” Fowler adds.

Employees’ health and wellness is also paramount, with the goal of supporting employees in healthy lifestyle choices, whether through offering a new fitness center to staff and their families or by featuring group health insurance benefits that encourage regular wellness appointments. Hanover Logistics stays at the forefront of both safety and service by hiring and continually training a skilled workforce, offering competitive compensation, and providing work that fits team members’ unique lifestyles. Hanover wants its employees to enjoy coming to work feeling appreciated and to aspire to be good teammates.

The leadership team is always eager to support and celebrate the success of its workforce, which garnered several awards in 2024 for their hard work in trucking collectively and individually. These include Safe Driver competitions where the company’s safest drivers compete with other national trucking companies in various driving, written, and pre-check competitions. RHC’s drivers and team have scored top awards and have supported the first-place finishers in competing at the national level. And Food Logistics has named Hanover Logistics to its top 3PL & Cold Storage Providers List year after year. The company has also updated its facilities’ food grade certifications to BRCGS accreditation.

During our last feature, Hanover Logistics was still in adaptation mode following the COVID-19 pandemic, the effects of which were still being dealt with worldwide. While the company has made its way out of the tumultuous time, the pandemic highlighted potential flaws in the just-in-time shipping approach because manufacturers had a hard time getting materials from overseas; as a result, more businesses began to think about holding raw materials closer to manufacturing hubs to avoid it getting bottlenecked in transit.

This trend away from the just-in-time model will likely persist as Hanover Logistics navigates other industry challenges. According to Hanover’s Director of Logistics, Kevin Davis, space availability will be a big priority going into 2025, as warehouse and storage space will be tight in certain markets while abundant in other areas. Over the last couple of years, he notes that there has been a big push to build more warehouses, leading to a flood in the market. The continuation of this push will depend on location and what the state of importing will look like over the next four years of the new administration.

Davis believes that automation will continue to find a stronger foothold within the logistics industry as well, with new manufacturing buildings and factories being constructed with automation in mind for the long term. While many within these spaces are a bit leery of fully embracing it, several manufacturing outfits in Hanover, Pennsylvania are resilient (especially considering that Hanover is considered the snack food capital of the world) to changing economies, so the region is in a good position to retain its high occupancy rating even amongst potentially disruptive market shifts and trends.

Trucking, Davis says, has been a bit depressed in the last few years as a decline in freight demand coupled with higher interest rates is slowing the trucking economy. Hanover Logistics hopes to see more of an increase going forward; if anything, trucking is seeing a rebalancing after a large post-COVID spike, so things should level off to a more typical volume in time, he believes.

The years to come will see Hanover Logistics continue to grow its presence in warehousing with the support of its transportation arm, investigating potential opportunities outside of the Hanover region. The company aims to grow in a smart and measured way. “We plan to work with our key customers in pursuit of that growth and in regions that we see opportunity,” Davis concludes. We look forward to seeing where that growth takes the company next.

The post Investing in Our Future<p class="company">Hanover Logistics</p> appeared first on Business In Focus Magazine.

Moreover, this dynamic company has become a powerful, innovation-driven partner that embodies excellence beyond the transportation industry.

With more than 300 direct employees and seven vertically integrated divisions all supporting one another, answering complex client needs in multiple ways has become JTG’s signature style. Clients are delighted to find that this team is the only point of contact they need to handle a breadth of services including recycling haulage and concrete pumping.

With his strong belief in visionary development through expert guidance and leveraging economies of scale for growth, Geoff Joseph joined the company in 1995. Enabling his parents to retire and spend some quality time together, in 2007 Geoff took the company over from his father, Joseph K. Joseph, who founded the firm in 1975 with his first purchase of a dump truck. The company ran as a small home-based operation for over 30 years, with a fleet of seven trucks working in the bulk (aggregate and soil) market when Geoff took over.

Geoff Joseph embodies hospitality as he shares the company’s story with us. “As we were blitz-scaling our business [in 2007], we didn’t have the power of the internet as it is today. We didn’t have job descriptions. It was way different back then,” he says, describing early staff’s job descriptions as “everything.” The team forged ahead, making strategic adjustments to bring order and organization to its operations. Now, the company’s Joseph Transportation Group (JTG) division is proud to be recognized as one of Canada’s 50 Best Managed Companies, based on criteria like Strategy, Culture and Commitment, Capabilities and Innovation, and Governance and Financials.

Not one to be swept away by the glamour of such an award, Joseph remains grounded in pragmatism. “Even though we won the award of the best, it doesn’t mean we are the best yet, but we are on the way,” he tells me with characteristic humility, pointing out that, for him, remaining relevant determines longevity. Based on that idea, continuously reflecting on performance while embedding sustainability and innovation into everything it does keeps this company at the forefront of industry trends in Canada and beyond.

Known for its commitment to remaining at the forefront of technology in the transportation industry, JTG ensures it has all the latest equipment its fleets need to perform optimally in this space, buoyed by an annual $1,000,000 spend to provide technology-driven solutions. Such solutions include in-transit temperature monitoring, ETA updates, Live Link, Client Portals, AI agents and chatbots, and AI-powered pricing to deliver fast, reliable information and service to clients. As well, the company recently employed a software engineer and, in the process, developed an in-transit heat sensing system that monitors tank performance alongside client-facing, real-time cargo updates based on a sophisticated international shipper’s model.

JTG also harnesses AI to attend to its client care division outside of office hours—and for faster, accurate quoting. As a staunch supporter of frictionless transacting, the company is hard at work simplifying and streamlining its other systems—like creating paperless offices and keeping its website integrated and current. Moreover, the company is in the process of expanding its executive management team while also establishing a fully-fledged advisory board to ensure sound decision-making through expert guidance.

While JTG has been hard at work refining and expanding its asset-based transportation division by acquiring three new outfits in recent years—including DeGrandis Concrete Pumping, one of the largest pump companies in Ontario—its fleet is now 350 trucks strong including the vehicles of its owner-operator partners. Because it approaches business with a service delivery mindset, the company has been in an exciting metamorphosis over the past few years—a process that is making it stronger, more flexible, and increasingly more aligned with its clients’ needs.

To celebrate half a century in business, JTG has some fun and exciting events lined up. One of these is a traditional Show and Shine on August 16. Here, staff and clients will be treated to a dedicated truck show that promises to impress with a yet-to-be-revealed showstopper exhibit. As a company that knows how to play together, JTG staff know how to work hard together, too, and enjoy doing so.

And this culture is by no means new. Going into the many shifts of recent years as a team that plays and wins together, the company’s bonds were strong enough to withstand the pressures of the global economic and social storm. “I’ve always maintained that if this place doesn’t feel like Disney World—minus the high-priced admission—then we’re not doing something right,” Joseph adds, underscoring that the company wants its team to genuinely feel appreciated and happy to be a part of something bigger.

To further secure its capabilities and optimally develop its employees’ skill sets, the company founded Joseph U, short for Joseph University. Established in collaboration with local professors and lecturers, the team now benefits from robust academic resources, with topics covering everything from negotiation to software training. Everyone in the company is expected to complete a course in negotiation as, in this CEO’s view, life is a rolling sequence of daily deliberations.

As such, Joseph is clear on the fact that his personal evolution as a leader is also imperative to the future health of the company. For this reason, he approaches his role with an open mind and steps up in every way possible to ensure that the company moves forward intelligently and in keeping with the times. His message to the team is one of care: “Don’t be so busy making a living that you [don’t have time] to make a life,” he says, pointing out that a work-home-life balance is essential to maintain when technology has invaded people’s private spaces.

Paying as much attention to community well-being as it does to staff morale, the company supports various not-for-profit sports teams, sporting events, and organizations like Salvation Army, CityKidz, Good Shepherd, Ronald McDonald House, and more. With its firm belief in the value of sports training in creating adults who understand team performance and function well within teams, the company especially loves supporting the children of families for whom such an extra expense is a stretch. As Joseph says, “[We should not] deprive younger kids of the ability to be on a team and have so many memorable experiences meeting new people and working together as a team.”

Looking at how the company has achieved its current success, he highlights that it was not a matter of “having it all figured out from the beginning.” Instead, his and his team’s journey was one of incremental growth and evolving with the company. “We’re an old new company,” he laughs.

As JTG expands its transportation division through new projects driven by large national names like Canadian Tire and others impressed with its high safety standards and work ethic, its ownership’s 2035 plan is to become one of North America’s leading companies. That includes reaching its goal of 1 billion dollars in topline revenue, establishing more physical facilities throughout Canada and the United States, and offering warehousing and diversified transportation services that include rail, air, and shipping.

The company’s future is reflected in its visionary leader’s commitment to excellence: “This is my life… We’re in it for the long haul,” he says. “We’re excited about what the future holds.”

Geared for expansion, new headquarters are planned for a 13-acre footprint in Stoney Creek, Ontario, breaking ground this year. And, with more new facilities in Quebec and Western Ontario bringing JTG ever closer to its clients in the foreseeable future, the company’s drive to do better through personal, professional, and technological advancement remains key to its success.

The post In It for the Long Haul<p class="company">Joseph Transportation Group</p> appeared first on Business In Focus Magazine.

Whether it’s planning, engineering, or interior design, collaboration is key within this complete design team to integrate all system components into workable, sustainable solutions. The team executes the client’s vision with an integrated approach, fostering personal connections and recognizing the impact of furnishings, finishes, and colors on creating distinctive spaces that improve people’s lives, workplaces, and educational experiences.

The company has also instilled a sense of pride and belonging at work by prioritizing teamwork and professional growth. A Buddy Program and mentorships mean that new hires can connect with seasoned designers, making it easier for everyone to communicate at all levels.

“We’re a woman-owned firm founded by Ellen Bailey Dickson, while Robin Edward Whitehurst joined about a year later, which is where the company name comes from,” explains Karla Smalley, Principal. “The early work was a lot of residential and retail, and we grew into what their vision of the firm was, which is committed to serving clients that are mission driven, such as government, education, and military.”

When it comes to projects, the company embraces an approach whereby design begins with investigation, understanding each challenge a project may bring, explains Stephanie Allston, Architect. “This means creating an interconnected architecture on all levels: the ecology of the site and the people inhabiting it. Then we use our knowledge, expertise, and passion for innovative design to improve the built environment for the social good,” she says.

Bailey Edward’s historic preservation work echoes this approach, with projects such as the Pullman National Historic Site, located south of the city and enshrining the workman’s heritage. Other projects include the Illini State Park, and the company is currently working with the National Trust for Historic Preservation and the Lilly Foundation, hoping to help as much as it can with the preservation of Black churches in Alabama, California, and Kentucky.

“We’re also working on a couple projects in Champaign, one of which is the University of Illinois Urbana-Champaign Altgeld Hall—higher education and more accessible spaces,” says Allston. “And there’s Chaco Culture National Historical Park in New Mexico, a project to make sure we’re respectful of that land and the heritage of that site, because it’s a UNESCO World Heritage site as well.”

The company as a whole strives to embrace respect when approaching each and every project, she stresses. “I think a lot of what Bailey Edward stands for is understanding and being sensitive to the culture of each project, no matter how varying and how different it is.”

Being culturally aware also extends to the overall company culture, which enables the team to approach each project with the care and concern it deserves. “I think the company culture really focuses on supporting our staff in their creative ventures, in their education, and in the direction they want to take their careers,” says Smalley.

“We do have a lot of working groups aside from that to expand our company from the inside out as well,” Allston adds. This includes the Excellent, Meaningful, Beautiful group, designed to “create the highest quality product possible,” starting with the standards used to create Bailey Edward’s work. “We have a lot of people at our company interested in renderings and that technology, and it’s about finding those strengths and passions within the company, using that together, and collaborating to see how that can help benefit Bailey Edward as a whole.”

There is also the Drawing Standards Team for those who are more technically minded and want to look at standardizing some of the drawings Bailey Edward produces, along with the Well-Oiled Machine group, Culture Club, the Strategic Planning group, and the Healthy Building groups for those passionate about sustainability and the healthy buildings initiative.

And maintaining a strong company culture extends to other vital areas as well. Other architectural disciplines don’t necessarily require the high level of technical proficiency and subject-specific knowledge needed for historic preservation. To assist with such a challenging field, professional development is encouraged for all staff members, both administrative and technical. Every employee has access to paid education time and an educational stipend, which are scheduled and reviewed during the person’s yearly performance review. In addition to the stipend, staff members seeking an architectural license receive industry-leading study materials, mentorship from licensed architects, exam fee reimbursement, and a bonus upon obtaining their license through the company’s profession-specific licensing aid programs. Bailey Edward aims to eliminate as many barriers as possible between its employees and their licensure.

“Our staff have hands-on experience with tools like Matterport scanning and destructive and non-destructive testing,” adds Sara Gaum, Associate Principal. “We support licensure within our firm, which is extremely important in architecture because a lot of women do not get their licensure, and we have numerous licensed women architects within our firm.”

In terms of educating staff, the company also ensures there is a broad understanding of all areas, so even if someone leaves the company, they have a richer skill set and are better equipped to take care of these buildings throughout their career.

Bailey Edward is also heavily invested in the American Institute of Architects (AIA) 2030 commitment within the architecture community for carbon neutrality. “It’s a goal you can elect into in architecture firms across the country, looking at how this impacts design for buildings and our industry as a whole,” says Allston.

The main aim is carbon neutrality by 2030 and focusing on the design and performance of existing and new structures, utilizing a reporting and measuring system called the design data exchange (DDX) that helps track elements internally and shares data with AIA to track performance on project energy performance, something that’s very important to Bailey Edward as a firm.

“As far as historic preservation, a lot of it comes from assessing the existing building’s energy performance,” Allston explains. “We have historic buildings that may have unique structural elements that can affect energy, and the building’s age is going to affect material designs.” The goal is often to create a modern, efficient HVAC system and integrate it into the historic structure without ruining the character.

Bailey Edward stands out in this regard, differentiating itself in terms of its expertise and how it trains its staff, adds Gaum. It comes back to company culture and the desire to be supportive of staff. This includes providing a flexible work schedule. “If someone is going after license, there’s time set aside for them,” she says. “There’s compensation. There are things we put into our structure that are available to everybody but historically would maybe have been limited to men at other firms. But they’re not limited at our firm.”

“We try to keep it fair and equitable across all lines such as gender or race,” adds Smalley. “It’s just people doing a really great job at what they’re passionate about, and that’s really what we want to support.”

There is also an allowance for education to help those interested in various topics connected to historic preservation, such as an upcoming conference about window enclosures. This unique combination of company culture and supporting creativity and education has continued to serve the company over the years.

“It’s the hands-on learning as well,” says Allston. “It’s working with all of our staff members to train them in all of the different things we provide, whether it’s laser scanning or writing different reports like facility conditions assessments or historic structures reports, and training each of our staff members in how to do research too, especially because that’s important with our documentation of historic structures.”

Bailey Edward also boasts a very diverse portfolio, moving across sectors doing historic preservation work for the government and local municipalities, performing work for research institutions, and doing historic preservation in a building that is still being used for highly sensitive research.

“We’re also within healthcare,” says Gaum. “We do have a very diverse portfolio, and yet still have extremely qualified staff who are able to address challenges specific to those buildings.”

But it is the company’s unwavering dedication to preservation and comprehending why it is so vital that sets it apart in a society sometimes determined to destroy instead of defend.

“It’s important to preserve our history,” stresses Allston, adding that the Bailey Edward historic design philosophy is that buildings are the ‘visible history of our culture.’ “They’re storytellers. They’re reflections of our culture and the people that use them, the communities that have created them, and those people and communities that continue to use those buildings. We’re those buildings’ temporary caretakers, and it’s our responsibility and our passion to make sure those buildings and those stories endure for future generations, restoring them so they last the next 100 to 200 years.”

The post Temporary Caretakers: Preserving the Future of the Past<p class="company">Bailey Edward</p> appeared first on Business In Focus Magazine.

Building on decades of experience—and backed by extensive research, development, and testing—Blackseries has made a name for itself around the world for its ability to bring all the comforts of home to the harshest and most remote locales. Mud, sand, sea, rocks, ruts; nothing can stand in the way of a Blackseries adventure!

Supported by a manufacturing footprint in Australia, China, and the U.S., and a dealer network of 65 dealers and counting on five continents, more than a hundred thousand Blackseries are taking people where they want to go—even if it is the road less traveled—to make memories that will last a lifetime.

Taking campers farther than ever before
Blackseries was born out of a passion for camping and the desire to design an RV that could withstand inclement weather and challenging terrain. Founded by CEO Hongwei (Jack) Qiu, an outdoors aficionado who has long held a love for camping and outdoor adventure, the company seeks to revolutionize camping culture around the world by taking people farther into nature than they have ever been capable of going.

The goal, according to Qiu, was to “develop a trailer that could go anywhere. A traditional RV needs to go to a campsite and plug in; you have neighbors, and you would be more stationary. But Blackseries started off-grid, so it enables customers to go somewhere beautiful: the mountains, the ocean—they can be completely off-grid.”

From the company’s founding in Australia in the mid-’90s through the 2000s, at which point it broke into the U.S. market, Qiu invested time and money into learning the ins and outs of RV manufacturing technology. He continued to refine his designs, a dedication to continuous improvement that continues to this day. Indeed, the Owner Development Program is a feedback loop that is regularly used to refine the design and performance of the company’s trailers by integrating improvements into the trailer designs to better adapt to off-road conditions with ease.

Today, there are several models available, including the HQ12, HQ15, HQ17, HQ19, HQ21 and the HQ21 Balcony, as well as toy haulers, HQ19T and HQ22T. The HQ19 is one of the brand’s best sellers and as Qiu notes, “I always take the HQ19 with me when I go camping with my wife.”

These homes away from home are just that; they offer the security and comfort of home from wherever adventure takes you. And they are tested in the real world, by putting the product to the test in some of the harshest conditions around the globe.

“We feel like the U.S. off-road community is growing very fast compared to the European market and Canadian market,” says Qui. “The Middle Eastern market is also important for us. In Australia, at least 30 percent of the RV market goes off-grid; I believe that could happen in the U.S. We just need to bring the price down.” Qiu thus plans to take advantage of the camping culture and the extensive camping infrastructure in the U.S., which includes a rich national parks system.

The promise of performance
Blackseries offer users a rugged, well-equipped design that is simple to operate. Well-appointed for off-grid activities thanks to carefully balanced weight and an articulating hitch—and customizable to meet personal preferences, including an Android-powered smart control system from which users can check tire pressure, water levels, and light controls from the palm of their hand—the features and performance of the equipment continue to expand and evolve.

Blackseries remains committed to its founding principles of innovation and evolution. The company continuously seeks ways to enhance its trailers by improving power recycling and storage systems, ensuring a reliable energy supply for greater comfort and performance. Additionally, it prioritizes sustainability features that not only elevate the customer experience but also minimize environmental impact.

“We started to research bigger power inverters that could take more appliances at the same time, making sure that it’s safe for the customer to use. Every year we introduce something better in terms of features to help customers enjoy more off-grid camping,” says Qiu, who notes that the power system can operate on battery or solar power.

“Our off-grid power system uses a 3,000-watt inverter to run everything,” he explains. “We are the first ones to do that, and we are still, to my knowledge, the only company that can do that.”

To facilitate this level of performance, Blackseries invests heavily in research and development, manufacturing, and real-world testing to ensure it is respected for its performance and longevity but also its economical price tag. This is why the company is often the first to market with new features and capabilities and why as a brand it continues to grow in popularity. Further, its tents and trailers are protected by a one-year manufacturer warranty, a five-year warranty for structural components, and a lifetime warranty on the chassis.

Offering peace of mind
Like the campers themselves, Blackseries employees also share a passion for camping, which enriches the company culture and the value customers derive from their service.

“We are a company that wants to do something different by bringing a new lifestyle of camping to our customers, so when our employees choose us, they already know about our brand, they already know about our company culture, and they love what they do,” says Qiu.

One of the advantages of employment with Blackseries is that “we offer employees free use of the campers so they can experience the product and give suggestions and advice when they come back. So, they understand our customers and know how they feel,” he says. “We have very strict quality control,” which includes vetting suppliers and inspecting components as well as the final assembled trailer, which is inspected off the line and prior to being shipped.

“In our manufacturing facilities in City of Industry, California, when the trailer leaves the assembly line, the quality control team will perform the first step of quality control, making sure all the gas and electric appliances work and making sure there are no problems,” Qiu explains.

While the state of the RV sector post-COVID has been marred by high interest rates, the market is returning to strength, and Qiu believes that Blackseries has good reason to be optimistic looking ahead.

“As the leader in the off-road RV market, we of course want to maintain this position because we are the first ones to do it, and we have had success in this area. So we are expanding and employing new elements in manufacturing, assembly, and quality controls,” with the larger goal of bringing more adventure tourists closer to nature.

Truly, wouldn’t we all rather be on a mountain top or a secluded beach, enjoying the spectacular beauty and power of nature while enjoying the comforts of home and connectivity to society—even if it feels like it is a world away.

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