The advantages of design-build
To date, ARCO has been behind the completion of more than a million square feet of warehouse, distribution, and manufacturing space across the U.S. Known for its tagline, “We build the facilities that keep America going,” ARCO’s well-honed design-build approach makes life easier for clients seeking all types of construction projects. Specializing in light industrial distribution, manufacturing, and cold storage warehouse work, the company is also active in myriad other project areas, including aviation, commercial, e-commerce, life sciences, mission-critical, multi-family, and self-storage.

For projects of all types and sizes, the highly skilled team at ARCO uses its expertise to ensure every job runs smoothly, from inception to completion and handover. Repeat customers know the inherent value of working with ARCO, and new clients are delighted to discover just how smoothly the company’s design-build approach works.

Unlike having to deal with multiple contractors, the design-build strategy bears countless advantages. When you deal with ARCO, you are working with the best. One firm handling design and construction means a streamlined approach to projects. This makes for a single contract and one clear, well-defined, surprise-free budget. There is also a greater degree of accountability since ARCO oversees construction from start to finish. And enhanced communication with a single entity means fewer, if any, changes being required.

If any modifications are needed, they can be discussed in real time, making for greater openness and flexibility. When clients work with just one construction company, project turnaround times are usually faster, which can result in significant cost savings for customers. “ARCO’s turnkey approach provides our customers a direct relationship with one company versus multiple organizations,” states the company at arcodb.com. “This streamlines the process, expedites schedule and reduces client risk.”

#1 in the U.S.A.
In recognition of this expertise, ARCO Design/Build has won a number of awards for its exemplary work over the years. This includes being ranked as the #1 domestic builder of Distribution Centers and Warehouses in the United States by Engineering News-Record (ENR). In 2024, ARCO made #4 on ENR’s list of Top 20 Design-Build firms. Initially appearing on its Top Design-Build list in 2006 at #79, the company’s impressive growth saw it achieve more than $6.5 billion USD in revenue in 2023. “This impressive growth underscores ARCO’s commitment to excellence and solidifies its position as one of ENR’s largest design-build firms,” stated the company in a 2024 news release.

That same year, ARCO possessed a significant portfolio including more than 5,500 design-build projects. And in 2024, ARCO ranked on several of ENR’s other leaderboards. These include #17 on the Top 400 Contractors List, #4 in Top 50 Domestic Building/Manufacturing Revenue, and #50 in Top 50 Contractors Working Abroad.

This industry recognition not only demonstrates the firm’s commitment to the broader construction industry but its ongoing allegiance to quality and innovation. Said the company: “These accomplishments reflect the dedication and expertise of ARCO’s team. ARCO’s approach to the design-build methodology sets it apart as an industry leader, focusing on providing comprehensive solutions that meet and exceed client expectations. As ARCO continues to grow and expand its footprint, the company remains committed to maintaining its high standards of quality and innovation. The recognition by ENR is a testament to ARCO’s relentless pursuit of excellence and its ability to deliver outstanding results.”

A range of projects
As a premier design-build firm with multiple locations nationwide, ARCO takes on a range of diverse projects. Some of the company’s recent efforts include Millworks Molina Healthcare and The Press Telegram Building, both in Long Beach, California. The self-storage sector in particular is growing, and in May 2025, ARCO announced a dedicated self-storage division to meet the rising demand.

“The dedicated team focuses on delivering comprehensive solutions tailored to the unique needs of self-storage developers,” stated the company in a media release. “With over 300 completed facilities nationwide totaling more than 30 million square feet, ARCO has long been a trusted partner in this rapidly growing sector.”

For the company and its clients, the new division couldn’t have come at a better time, as Research and Markets reports that demand for self-storage facilities is booming across America. According to a 2024 report, the U.S. self-storage market is showing considerable growth. In 2022, the market size was $44.20 million USD, and it is projected to hit a staggering $67.02 million USD by 2030, with a forecasted compound annual growth rate (CAGR) of 5.3 percent.

“This division represents the formalization of our proven capabilities rather than a new venture,” said ARCO President Eric Thompson in a release. “Through our team’s experience delivering hundreds of successful self-storage projects nationwide, we’ve developed specialized knowledge that our clients value. They consistently seek partners who understand both the technical construction aspects and the business-specific requirements of self-storage development.”

Along with the dedicated self-storage division, 2025 saw the company celebrate the grand opening of its new office space in downtown Charleston, South Carolina. The new office is at 7 Radcliffe St., Suite 200, and at 6,000 square feet, it encompasses the entire second floor of the building in the heart of the city’s business district. “Our expansion into downtown Charleston represents a strategic investment in a market that is integral to our Southeast regional growth,” added Thompson, responsible for overseeing ARCO’s operations in Charleston, Charlotte, and Greenville. “The port’s connectivity to major industrial highways creates unique development opportunities. The talented Charleston workforce has been instrumental in serving our diverse client base across multiple sectors, which remains a cornerstone of ARCO’s business.”

Indeed, with its many locations and decades of combined experience, ARCO Design/Build is much more than a vendor, “but a dedicated partner committed to your company’s success,” states the company. “ARCO DB delivers the strength, resources, and expertise of an award-winning national design-build company, combined with the responsive, personalized service you’d expect from your local construction firm.”

The post America’s Design-Build Leader<p class="company">ARCO Design/Build</p> appeared first on Business In Focus Magazine.

Calling Galco a powerhouse of ingenuity is no overstatement. Over the past six years, the company, known for supplying factory-authorized industrial electrical and electronic automation, controls, and component products, has delivered sustained growth amid the economic volatility and supply chain instability that have reshaped global industrial distribution since 2020.

Galco’s differentiator is straightforward. It positions itself as a premium problem solver for customers facing maintenance, repair, and operations (MRO) challenges. Headquartered in Madison Heights, Michigan, the company supports Tier 1 suppliers and original equipment manufacturers (OEMs) across industries, including automotive, agriculture, food and beverage, oil and gas, data centers, and beyond. Galco provides mission-critical components and the expertise required to keep operations moving.

Closer to clients in every way
Backed by its six brands and nearly 300 employees, Galco’s team has built a reputation for continuous improvement. This is measured not only in internal efficiency, but in customer proximity and responsiveness.

On one hand, the company has broadened its operational scope while reducing the geographic distance between its team and customers. On the other hand, it has invested significantly in its omnichannel presence, creating a seamless, consistent experience for customers both online and offline. These investments make information and support easier to access through intuitive channels and streamline purchasing for faster, hassle-free product acquisition.

In step with the times, Galco has made some major investments in AI. Chief Information Officer Joe Garzia emphasizes the importance of distinguishing legitimate new pathways from no-go zones within the technology. “Our focus on AI is to be open to opportunities, but cautious,” he says. “A lot claims to be AI these days, but it is just buzzwords.” The priority is improving customer experience while keeping systems secure and proprietary to Galco.

As the organization implements new technology across departments, the finance team has overseen meaningful upgrades. These upgrades automate repetitive tasks so staff can focus on higher-impact work. At the same time, the company remains vigilant about cybersecurity and information security while pursuing initiatives designed to improve how customers get answers and move from need to solution.

Galco’s most recent addition in this area is a chatbot, currently under development, which will soon offer an extra layer of quick-access support, providing customers with faster information and expedited service. This gateway boasts yet another layer of support in the form of agents ready to assist when a request is beyond the chatbot’s scope. The company is also building an automated quotation capability aimed at reducing turnaround time and improving speed-to-order.

Importantly, AI now plays a new role in Galco’s marketing and service delivery—powering smarter product recommendations that improve customer outcomes. “Today, the bar has been raised so high—everyone expects an Amazon-type experience when shopping online,” says Allison Sabia, President and Chief Executive Officer, of the company’s commitment to customer care. “That’s why we use what customers already have in their cart, along with what’s popular on our site, to recommend the items that pair best—so people can quickly find what goes together and finish the job with confidence. I would say we lead in that.”

In search of value for clients
Galco’s value proposition is extensive, starting with inventory depth that helps customers avoid tying up capital in stock. Its highly skilled, sought-after technicians are also well-versed in repairing rare, sometimes vintage equipment that is difficult or impossible to replace. In addition, Galco offers custom systems improvements and retrofits wherein the team creates electronic drives that function with customers’ existing controls.

Extending Galco’s expertise beyond the website and into a format customers engage with every day is its social media presence, part of a broader effort to create thought-provoking content across Galco’s digital channels, including YouTube, TikTok, and Instagram. From how-to instruction to quick tips and product spotlights, these channels illustrate the tremendous value and depth of Galco’s resources and credibility with customers.

While all these efforts certainly drive growth, Galco’s main means of expansion is through acquisition. As the company already serves all of North America, Thomas Muldowney, Vice President of Sales and Business Development, and his fellow leaders aim to broaden their presence further and extend capabilities through aligned additions to the portfolio.

“Galco’s growth strategy is about extending an already strong North American platform,” Muldowney says. “We focus on acquisitions that add technology, expand capability, and align with how customers want to buy and be supported.” Beyond reach, the company looks for businesses that strengthen services and technical competency so it can deliver a broader set of solutions across industries.

Driven by this vision, Galco is always keen to add well-aligned businesses to its portfolio. Founded in Michigan in 1975, the company began taking steps to expand its presence about five years ago. Reaching from the East Coast into the Midwest and growing southwards from there, it now defines “going the extra mile” as meaning “being within easy reach of clients.”

“We have so many different verticals here, from repair teams that can leverage Galco’s parts inventory for fast turnaround to in-house technical engineering support,” explains Bob Marshall, Vice President of Engineering and Services.

A case in point is the recent acquisition of Brozelco, Inc., with locations in Rockford, Kingsport, and Chattanooga, Tennessee, known for fabricating operator buildings, e-houses, and electrical enclosures popular with mines and asphalt processing plants. Adding this capability expanded Galco’s portfolio and created new strategic upside alongside the company’s service-driven model. “In 2030, that’s going to be a $5 billion market,” suggests Muldowney.

Ranging across markets
As a result, the company remains agile in a wide range of markets, giving its team of 15 technicians the scope they need to be the best-versed professionals across an impressive range of big-name products in electronics and technology. But market agility is only part of the strategy.

For construction-driven sectors such as data centers, speed and coordination matter as much as product availability. Galco’s model is designed to support build-outs by helping contractors and subcontractors get the right components, controls, and support quickly, often while projects are still in design.

Beyond the company’s focus on expanding its capacity to provide enhanced services in water and motion detection, full motor and pump repair, and support in harsh environments, the team continues collaborating with OEMs that support fabricators. “Being a broad-based distributor means we’re not tied to one market. For instance, if food and beverage takes a hit for whatever reason, we still have those other markets,” Muldowney says.

Having driven phenomenal growth since 2019, when the company employed fewer than 100 people, Sabia’s arrival as CEO was a notable game changer, according to Marshall. “When Allison came aboard, we really changed the trajectory of our company, with more forward focus,” he says. Sabia’s vision helped accelerate acquisition, deepen supplier relationships, and support modernization, including the implementation of a new enterprise resource planning system.

Beyond significant capital investments by parent company Freeman Spogli, Sabia, who comes from a competitive public company background, is clear on what drives the company’s overall success: “90 percent of it depends on the people—and then obviously aspects like inventory and systems and processes. But if you don’t have the right people sailing the ship, it doesn’t matter,” she says.

Today, the company’s leaders describe the growth journey as demanding, but worth the effort. A newer focus area is data center capability. With leadership identifying hundreds of businesses nationwide that can build and equip large-scale facilities, Galco is positioned to support contractors and specialized contributors, including electrical, cabling, HVAC, and controls companies serving this space.

“It’s not always easy to find those companies when the build-out is ongoing, but it’s been an absolutely great business for us in the last six months to a year,” Muldowney says, noting that recently landing a big client in this space has made the hard work worth it. In this sector, the company’s capabilities in chiller and internal air conditioning controls proved to be a surprise advantage.

Because Galco operates across multiple disciplines, long-term projects have produced substantial results. This proved true in Chattanooga last year, where the team supplied and delivered more than $1,000,000 in products on a tight timeline to keep a major project moving.

Ahead of the trends
Staying data-driven and market-aware is central to staying ahead. Galco’s leaders describe a disciplined approach to research and development, including daily market reporting, third-party research, and close collaboration with suppliers who track demand by region and application. Muldowney notes that semiconductor signals can serve as a leading indicator, helping the team anticipate shifts four to six months ahead. The same rigor extends to Galco’s internal data—especially customer purchasing behavior and digital engagement signals captured through the website. By analyzing what customers search for, compare, add to cart, and ultimately purchase (and where they abandon or ask for support), teams can spot emerging demand patterns earlier, refine assortment decisions, and prioritize inventory and content investments where they’ll have the greatest impact. In combination with supplier intelligence, these first-party insights help leadership make faster, more confident decisions about forecasting, merchandising, and go-to-market strategy.

Sabia is clear on how the company defines success. “To be successful in industrial distribution, you need to realize it is not just about volume. It’s about your reach, capability, and relevance to the customer experience,” she says. The throughline is customer outcomes, especially when downtime is on the line and decisions need to move quickly from design to quote to delivery.

By combining deep inventory, technical services, and a rapidly evolving digital experience, Galco is raising expectations for what industrial distribution can deliver. For customers, that means faster answers, smarter support, and the confidence that the right products and expertise will be there when the job is on the line.

The post Where “Going the Extra Mile” Means “Getting Closer to Your Customer”<p class="company">Galco</p> appeared first on Business In Focus Magazine.

The third generation, family-owned company was put up for sale in 2004 after, Wes Austin, the owner’s son who would have eventually taken over, passed away suddenly. Current Chief Executive Officer Daniel Cramer’s father, a paper salesman at the time, got a group of buyers together in Amarillo and purchased the company outright from Wes’ father, Fred Austin, Jr.

Daniel Cramer has been with the company for 20 years now, starting as an hourly worker when the business only had four locations: Amarillo, San Antonio, Odessa, and Wichita. After graduating college, he transferred into sales out of the San Antonio office, then moved to a branch manager role, and eventually became CEO. In that time, Austin Hose has grown into a business that sports 13 locations as well as a considerable national presence in states like Louisiana, California, Kansas, and more.

The past two decades have brought significant upheaval and development for Austin Hose. “We are a totally different company from where we started,” Cramer says, evolving by marketing its services to other industries that use hoses while continuing to work in agriculture. From offering hundreds of purchase and rental opportunities to suit any need to its plug-and-play hose shop that allows clients to make their own hydraulic hosing, Austin Hose acts as the go-to name for its industry.

This decade so far has also seen the company acquire other hose businesses such as Powertrack International and GT Southwest, and both the Odessa and Amarillo locations moved into new facilities, both over 175,000 square feet in size, last year. And the company is in no way finished with its plans for growth.

Austin Hose has set a standard for itself in dominating the more difficult parts of the industry and overcoming barriers that other businesses in its space often have to deal with. Over time, the company expanded into further industries and attracted more and more top-line people, says Cramer, and this has been the biggest marker of growth so far. Along with its home industry of hoses and hydraulics, Austin Hose is also heavily involved in the oil & gas market and regularly supplies rotary hoses for drilling rigs; Cramer says this is the most challenging specific hose product line in which to be successful. The company has come to excel in that space.

It is not just about financial success, though. Cramer says that culture is everything at Austin Hose. The business has always been focused on the team and on family. When Cramer started at Austin Hose in 2005 (known as Austin Distributing at the time), the average employee age was around 65; over time, the team has become considerably younger, with most of the leadership team under 40. “We transformed into a modern company that has an incredible runway ahead of us,” thanks to this savvy combination of both youth and experience on one united team, he says.

The business has also become recognized across the state of Texas and in its local communities, even becoming an official partner and proud supporter of the Dallas Stars National Hockey League team and other state hockey teams. Austin Hose has become well-known for its spokesman and for the quality of service that lies beyond that friendly face.

The hydraulic hose industry has become somewhat stagnant for various reasons that can be difficult to effectively track, Cramer explains, and Austin Hose finds itself in a great place with plenty of room to grow even further. The business is going extremely well, with strong growth on track for 2026, and the young and motivated business has a strong foundation to build upon. With plans to continue expanding, Cramer tells us that Austin Hose will come to be seen all over the country, one year at a time.

The team has also found itself mixed up in some unusual challenges. Cramer says that an ongoing problem in the hose industry has to do with lawsuits surrounding non-compete clauses, provisos in work contracts that can prevent an exiting employee from working for competing organizations for a set amount of time. At the end of 2025, the company found itself part of a movement on social media called ‘Free Dick,’ concerning an employee who was sued after going to work with Austin Hose. Although these non-compete clauses rarely hold up in court, it often costs the employee a lot of money—potentially around six figures—to defend themselves, and the average person cannot afford that.

Companies engaging in this practice are largely unconcerned about winning these lawsuits and are only seeking to financially ruin people as a message to other employees, which Cramer views as plain wrong; in his opinion, employees should be able to go after whatever opportunity is best for them, including anyone who works for him. He, and Austin Hose as a whole, are standing up and making waves with this social media movement, a way for him to use his voice to help lawmakers realize the serious nature of the issue and protect at-risk employees.

Cramer believes that, ultimately, everyone at Austin Hose is in the hose industry for the right reason: providing genuine care and support to customers and each other, with success flowing from this approach. The company refuses to compromise on this people-first paradigm and wears it as a badge of honor.

With very little turnover and a consistent people focus, it is not all about the dollars at Austin Hose. This is simply everyone following through on the golden rule of treating others how you want to be treated, says Cramer, and the satisfaction he receives from his people reporting how the company has changed their lives for the better is very meaningful and motivating to him and the management team. Simply put, at Austin Hose, “We take care of each other,” he says with pride.

The post Making Waves in Hydraulics<p class="company">Austin Hose</p> appeared first on Business In Focus Magazine.

The story of Kin Canada is one of hope, determination, and adapting to changing needs. At the young age of 20, Rogers was already a World War I veteran. Upon returning to Canada and missing the camaraderie of his fellow soldiers, Hal’s father encouraged him to become a Rotary Club member. “At that time, you could only join one organization,” says Kin Canada’s National President, Patrick Bowers, “but because Hal’s father was already a Rotarian, he wasn’t allowed.”

This led to Hal and “a small group of like-minded men” coming together and creating The Kinsmen Club in Hamilton, Ontario, on February 20, 1920. By 1926, nine cities across Canada boasted charter Kinsmen clubs, and 150 by 1945. “And here we are, all these years later, and over $1 billion donated to Canada,” comments Bowers.

Growing membership
Through fundraising at national and local levels and innumerable initiatives and projects, Kin Canada remains dedicated to “Serving the Community’s Greatest Need” in every province through service, fellowship, positive values, and national pride. Like many nonprofit service organizations, Kin Canada has evolved over the years. Open to all races, colours, and creeds, Kin Canada today includes all-male Kinsmen Clubs, all-female Kinette Clubs, male and female Kin Clubs, and a Campus Club. At present, Kin Canada has 4,589 members and 355 clubs across the nation.

“We are growing as an organization,” shares Bowers. “We are gaining members, and recently chartered a new club in Alberta with 31 new members.”

Celebrating its 100^th anniversary in 2020, Kin Canada is well known in every corner of Canada. Promoting itself through its website and an active online presence, word-of-mouth remains the main recruiter. “The actual members of the association themselves are the clubs,” says Bowers. “We leave a lot up to the clubs, and that’s why we are so successful and have been around for so long.” Some individuals have been members of Kin Canada for 50 years or more. 18 is the minimum age, with some members in their 90s.

Every Kin Canada club is its own separate legal entity and can make operational and project decisions, provided they align with the association’s mission. This means clubs can decide which projects to implement based on their community’s greatest need. All clubs have an executive, including a president, a treasurer, and other roles, and individual members join a specific club based on factors such as proximity, type of club (Kinsmen, Kinette, or Kin), and the types of projects undertaken.

Helping others
“People see the good that we are doing in the communities and the fun that we have on projects, and that’s a huge motivator for members of the community,” says Bowers. “When we’re out there, it’s not work; it’s actually fun. We do a lot of fellowship and education,” he says.

“The three pillars are service, fellowship, and personal development. Services are what we do in the community, all the projects; fellowship is the fun we have; and personal development includes education, including on our website where members can log in and do just about anything they want online. And if it’s not there, they will let us know, and we can create something for them. We are membership-driven, so whatever they want to do is where we will go.”

Particularly at the local and community level, Kin Canada relies on club actions and activities to get the message out; at the national level, the organization uses online social media platforms to highlight projects. “We are in the process of doing a national branding audit to fully understand where we sit in the public’s view with regard to our brand awareness and recognition,” Executive Director, Randy Sidhu, tells us. “We can then determine where time and resources can be allocated to further promote the association over the course of the next three to five years.”

Meeting needs across the country
For Kin Canada, making a positive difference sometimes means different things, depending on the time and place. Kin Canada—through its 60-year-long partnership with Cystic Fibrosis Canada—has raised more than $52 million for CF research and support. “Without the commitment of our Kin friends, we would not have progressed as far as we have in the fight against cystic fibrosis,” states Cystic Fibrosis Canada CEO, Kelly Grover, on the organization’s website. “You have added years to the lives of children and adults with cystic fibrosis and because of YOU there is hope for people with CF to live longer, better lives.”

Kin Canada continues to raise funds for other causes as well, including Canadian Blood Services (which also sees members donate blood), Coldest Night of the Year, Feed the Need, and disaster relief charities. The organization advocates for worthy organizations and is always open to new partnerships meeting its values and ideals.

Clubs tend to focus on the greatest needs of their communities, and recent years have seen many Canadians struggle with affordable housing, food insecurity, and clothing/general goods affordability. “We also look at challenges that are less visual [such as social disconnect, which Kin Canada combats with community connectivity and engagement events], or those initiatives that many believe are solely tied to levels of government, like infrastructure improvements and development,” says Sidhu. “Kin Canada and our 350-plus clubs are always looking at what the greatest needs are within communities across the country, and to try to combat those challenges through various projects/initiatives and fundraising.”

Being flexible and proactive, and allowing every club to determine its own needs, is key. Members keep their fingers on the pulse and discuss changing priorities, ranging from the need for tiny homes in a community to an individual in need of eyeglasses. In one instance, members are connected to someone skilled at fixing wheelchairs which are then donated to someone in need.

“People have different skill sets,” says Bowers, “and there’s nothing better than donating something to someone who can’t afford it and seeing the look in their eyes; it’s very satisfying.” No matter the cause, big or small, it all comes down to making a positive difference in the lives of others. “You can go to almost any community across the country and see signs of Kin Canada somewhere, whether it be a ball field, stadium, food bank, health centre, playground, or accessible playground,” he says.

The next generation
Like many others, Marley Hanishewsky grew up as a Kin Kid, with both parents heavily involved in the organization. In 2014, she joined the campus Kin Club in her first year at the University of Regina. After completing her studies, Hanishewsky moved back home for a year and joined the local before relocating to Regina in 2018.

While at university, she felt there was a lack of representation at a national level about what younger people wanted or needed. “I felt it was lacking millennial voices,” she says. Soon, she joined the club’s support committee, her first stab at leadership. After a few years, she joined the district team and served as Deputy Governor in Saskatchewan before running for the National Board of Directors, joining in 2020-21. This led to her running for National Vice President in 2022-23, winning, and being elected the youngest female National President in the association’s history.

“That was something I was quite proud of,” she says, and this served as her inspiration for a new recognition program: the Top 30 Kin Members Under 30. Just 29 at the time she became National President, Hanishewsky wanted a way Kin Canada could celebrate the next generation. “There are so many amazing things my generation is going to do for Kin Canada, and that’s not the typical age that you see members,” she says. “I felt that it was really important to shine a light on younger members, as well as provide a safe space for them to shine and thrive. I very much think it’s not just about the act of saying, ‘We’ll make room at the table for you,’ but actively making room, bringing the extra chair, and showing them how to get there,” she says.

“I’ve gone forward and created a Next Gen Kin advisory council, so that’s one of my babies for my last remaining year on the board,” she says. “As time goes on, different generations are interested in different things, and they are more passionate about supporting certain causes—you can see that in some clubs that have those younger members. We tend to thrive on tradition and history, because we are so proud of the tradition and history of these clubs. A lot of these clubs across Canada have longstanding histories and longstanding partnerships. When you bring in the next generation, you have people who can be passionate about different things and create new opportunities for your clubs,” she enthuses.

“One of the things we are seeing across the board is the need to support mental health in Canada and the need to combat food insecurity in Kin Canada and across the country. So I think having a wider spread of people—from whatever background they come from—will bring in the ability for Kin Canada to serve more widely, and more accurately, the needs of Canadians right now.”

The post Changing with the Times<p class="company">Kin Canada</p> appeared first on Business In Focus Magazine.

Muskegon’s economy is underpinned by entrepreneurship and a culture of cutting red tape. As a result, investors looking to settle here are met with a warm welcome and generous support from the local economic development department. The city and its economic development department offer progressive zoning reforms and tax incentives, reasonable turnaround times for plan reviews and building inspections, and brownfield development abatements.

“The city of Muskegon is developing the most investment-friendly environment and public service organization in West Michigan,” explains Jake Eckholm, Director of Development Services. Working closely with the Muskegon Lakeshore Chamber of Commerce and Community Foundation for Muskegon County and fully supporting its commitment to developing the local workforce means fostering close relationships with all stakeholders across the county.

Impressive growth is driving expansion in the city’s manufacturing, healthcare, and senior living industries, as well as the commercial sector, but the real economic action is in housing. Here, on average, homes are still about a third less expensive than in some neighboring communities. As part of Muskegon’s commitment to help solve West Michigan’s housing dilemma, enabling the construction of new housing in every price range is a large part of the department’s mandate.

To achieve this and help close a 2,924-unit housing gap, including the demand for 1,611 rental units, the city has adapted its zoning codes to accommodate the construction of duplex and triplex units in its residential areas. A plan for 1,500 new units is being rolled out over five years to fulfill the need. More single- and multi-family homes and affordable housing are also in the pipeline.

Together with comparatively smaller developments on the lakeshore, the state’s largest adaptive reuse project, The Shaw Muskegon—formerly home to the largest global furniture fabricator—is now being redeveloped following decades of neglect. The $230 million development will introduce 500 of the city’s planned new units. The project is being built on one of fewer than 10 transformational brownfield plan approvals by Michigan state officials.

Eckholm is proud of the high level of assistance the economic development department provides to developers in navigating their legislative and fiscal responsibilities. “The city of Muskegon offers the whole suite of statutory tax incentives that the state of Michigan provides, but in addition to that, we try to be very forward-thinking on what can help a project succeed,” he says. “I think we are one of the few communities in West Michigan that really make that effort and work with the developer,” as opposed to expecting them to come to the city with their needs.

Due to its vision and commitment to expansion, the department was nominated for the University of Utah’s David Eccles School of Business Ivory Prize for housing affordability this year, a National top three finalist alongside Los Angeles County and the State of Florida while outperforming cities like Boston, Philadelphia, and Baltimore. The award is in recognition of the city’s development of a brownfield project of approximately 435 city-owned, vacant, residential lots that will soon become housing developed by the city and sold just under value, the shortfalls of which will be covered by proceeds from other properties sold to developers.

Here, developers are permitted to build whatever types of housing they prefer, putting home ownership within reach for a much larger part of the population. “We think we build the most affordable, stick-built, site-built housing in the country,” Eckholm says. As part of these efforts, the department is in the process of completing four low-income housing tax credit projects that will provide 294 affordable workforce units and senior living units.

Part of Muskegon’s invigoration strategy has been to ensure that, while local construction leaders benefit from the expansion, other firms from areas like Southeast Michigan and the Detroit Metro area also have a stake in the city’s growth. “We at the city, when it’s a bid on public work getting done, have a local preference policy,” Eckholm explains. “The job to redevelop this community is large enough for everybody, so we’ve really been focused on bringing more folks into the market at all phases of development.”

This balanced approach has benefited local contractors and allowed operations from across the region to set up satellite operations, promoting equity, investment, diversity, and above all, powerful economic growth.

For prospective investors looking to settle in Muskegon, some land is still available. The city currently has a 30-acre industrial park lot, with private and public utilities. Two comparable lots were recently sold, one of which was purchased by one of Michigan’s largest private research laboratories, Northern Biomedical Research. The second parcel went to Forming Technologies, which recently expanded into a new 215,000-square-foot facility.

Muskegon’s economic development strategy is not all about growth, however. In addition, the team works hard to protect and support the needs of residents who call this beautiful place home. The local people, and especially the youth, who give the place its unique charm and character are very much at the epicenter of the city’s vision. “We want to serve folks that have been here historically, who have stuck with the community,” Eckholm says. Because of a lower education attainment rate, resulting in a lower average income, this work is crucial to improving the prospects of young adults in the area, and this is where welcoming more people becomes important.

By establishing a more robust tax base, more public services become possible. This leads to more meaningful economic collaborations with educational and trade institutions, while rethinking the incarceration system. In this way, the city plans to strengthen and develop its already strong labor force. By attracting companies that pay well, the overall income problem is further addressed on multiple levels.

“We have to leverage this development to benefit folks that are already here,” Eckholm emphasizes, highlighting that, as incomes improve, every addition to the housing market affects another demographic’s housing situation. In light of its most recent census showing a 12,000-person drop since 1950, promoting the city to new arrivals will help achieve the fiscal goals set to improve the quality of life for all.

Muskegon’s existing industries remain resilient, particularly manufacturing, healthcare, and senior living, its biggest employers. Here, too, construction has not lagged; while one former hospital made way for 144 new apartments this year, another was built just six years ago for around $280 million. More recently, a new $90 million Trilogy Health senior living facility, offering a comprehensive service portfolio including memory care, assisted living, and independent living, was also established.

With its focus on the future, Muskegon’s education sector also offers myriad choices. Muskegon Public Schools is one of the first in the country to adopt the Ford Innovation Academy curriculum, providing a wide selection of academic, athletic, and arts activities.

Muskegon’s arts scene is indeed alive and well, and diverse restaurants cater to locals with roots from around the world. Some of the city’s most outstanding amenities include the distinctive and elegant Frauenthal Center, with its old-world romance—a theater and venue for the arts featuring performances by groups visiting from as far away as Ukraine, with a recent visit from the Grand Kiev ballet company. Moreover, the West Michigan Symphony Orchestra regularly performs for residents and visitors who appreciate the delights of classical music.

The Muskegon Museum of Art has the second-largest permanent collection in the state, following Detroit. In addition, its public arts scene is supported by the largesse of a late benefactor and founder of the city’s only company that was ever listed on the S&P 500. Thanks to his foresight in securing funding, the Muskegon City Public Art Initiative was founded in 2018.

A number of sports teams represent the city, which also boasts a junior hockey team, the Muskegon Lumberjacks, and an active, city-owned sports arena welcoming visitors in addition to the indoor arena football team, the IronMen. The Muskegon Luge Adventure Sports Park, meanwhile, is home to winter sports activities. Exceptionally well-equipped with ice-skating, cross-country trails, and much more, “it’s one of the only luge tracks in North America,” Eckholm says.

The natural environment is also on the city’s priorities list. While its mercantile export and import capabilities are among the most solid aspects of its manufacturing economy, the Muskegon Lake Watershed Partnership, formed by a group of concerned citizens, is in the process of remediating the health of the lake. Following an investment of around $90 million, the situation has already improved for this precious water body. “This year, we were removed from the Areas of Concern List for waterbodies in North America,” Eckholm shares. The lakeshore also has Michigan’s largest operating commercial port, managed by the U.S. Army Corps of Engineers.

The possibility of a new park has spurred much public discourse, but caring for nature and debating public spaces are not the only things locals are passionate about. They also enjoy gathering at their local farmers market with 144 seasonal and 24 year-round stands—the second-largest in the state. The market sees around 15,000 visitors pass through on Saturdays in season. Locals also support small businesses, like those in Western Market’s brilliant business incubator initiative, where a delightful row of 17 fledgling enterprises trade unique and exciting wares before launching into bigger premises once they are off the ground.

Having built its wealth first on French trading posts and later on logging, which saw the city supply most of the wood used in Chicago’s reconstruction following its historic fire in 1871, the Muskegon of today is every bit as proactive and future-driven as its founding fathers once were. Care for the people who call Muskegon home is at the center of everything the city does, and the enormously dedicated team upholds and enables progress, taking this city to ever greater heights.

The post Growing Investment One ‘Yes’ at a Time<p class="company">City of Muskegon, Michigan</p> appeared first on Business In Focus Magazine.

Terradyne Armored Vehicles was originally launched in 2011 as a segment of Canadian auto parts giant Magna International. The company, which focused on armored vehicle production from the beginning, was spun off as a standalone entity in 2014, and last year marked its eleventh anniversary as an independent business.

Terradyne offers four main models under its Gurkha line, named after the famously tough soldiers from Nepal who have fought for Great Britain since the 19^th century. These models consist of a light armored patrol vehicle (Gurkha LAPV) which weighs 16,000 pounds (7,258 kilograms) and measures 6,116.9 mm x 2,454.2 mm x 2,645.6 mm; a rapid patrol vehicle (Gurkha RPV) weighing 15,500 pounds (7,031 kilograms) and measuring 6,207.5 mm x 2,454.2 mm x 2,499.2 mm; and a multi-purpose vehicle (Terradyne MPV) weighing 16,500 pounds (7,484 kilograms) and measuring 6,356.8 mm x 2,454.2 mm x 2,633.9 mm.

The company’s fourth model is a civilian limited-edition vehicle (Gurkha CIV) that weighs up to 13,500 pounds (6,123 kilograms) and is 6,207.5 mm long x 2,454.2 mm wide x 2,499.2 mm high.

The biggest change at the company since we last spoke in August 2024 has been the release of “a new variant of an existing model,” shares Sales Manager Lucus Witzke. The new variant represents “a first for Terradyne—an armored vehicle for law enforcement specific to EOD, which stands for Explosive Ordnance Disposal,” he explains.

The MPV FORT (Forward Ordnance Response Team) EOD recently made for the City of Tampa, Florida was a variation of the MPV for law enforcement, and will be used by a police bomb squad, Witzke says. The purchase was part of a two-vehicle deal, with the other being a standard law enforcement model. “We have delivered it and are now marketing it to other law enforcement agencies,” he says.

In addition to the FORT EOD, Terradyne has also tweaked another model to create a tactical emergency medical services (TEMS) vehicle which is “basically an armored ambulance,” Witzke says. The TEMS vehicle is also being marketed to law enforcement clients.

These models are built on Ford F-550 Super Duty truck frames and are fitted with a 10-speed automatic transmission, 4×4 shift on the fly, and V8 turbo diesel engines. “We use the Ford F-550 chassis for all Gurkha models, so we are limited to what direction Ford goes in. From what I’ve heard… for the Super Duty lineup, there are no electric or hybrid engines in the forecast,” Witzke says. Fuel capacity for all four models is 40 gallons (151 litres), and each model is equipped with a four-wheel vented disc anti-lock braking system.

All models save the CIV feature armor plating (with the armoring available as an option on the civilian model as well). The CIV is the only Terradyne vehicle that is available to the public at present. This is a brawny, dark machine that would definitely make an impression on city streets.

Witzke cites the materials that go into the company’s vehicles and its customer support as Terradyne’s points of difference in the market. Technical specifications state that armor plating on the LAPV, MPV, and RPV warrants a B7/STANAG 2 rating, a military standard set by the North Atlantic Treaty Organization (NATO). And Gurkha vehicles are subjected to intensive third-party testing involving live ammunition and explosive blasts.

Terradyne does not claim its vehicles are completely bullet- and bomb-proof, but simply well-protected against such threats. Plating on the LAPV, MPV, and RPV is fairly light as far as armor goes, and in addition to being well-fortified, Gurkha vehicles are relatively quick, which is an important factor when conducting police raids or rescuing wounded soldiers under fire. The wheels on Gurkha vehicles feature special inserts that keep the tires in workable condition even after they have been punctured by bullets or shrapnel, while the windshield glass is also tough and resilient in the face of gunfire.

In addition to producing top-of-the-line machines, Terradyne works hard to serve its clients. The company maintains a steady supply of spare parts and tires and can manufacture replacement components upon request. It is receptive to customer feedback and can customize its basic product line, as evidenced by the FORT EOD vehicle. “Something we’ve learned over the years is our customer service apparently is next-level compared to our competitors, so that has given us an advantage,” notes Witzke.

Design and manufacturing duties are handled in-house, with Terradyne employing roughly 50 people and producing around 100 vehicles each year. Each armored car takes between 20 and 24 weeks to complete—which seems a long time until you consider the standards each vehicle needs to meet. Not every truck on the road is designed to withstand a barrage of bullets or a grenade attack.

Gurkha vehicles are sold either through dealers or direct to customers, and the company’s most popular vehicle varies from year to year. For 2025, the MPV proved to be the most in-demand model, says Witzke.

Certainly, Terradyne takes pride in all its high-quality vehicles and holds both ISO 9000 and 14000 certification. It is also registered with the Controlled Goods Program, an initiative run by the Canadian government. Thanks to this registration, Terradyne is authorized to export its military-style vehicles.

Back in Canada, Terradyne is among a handful of qualified potential suppliers for a Canadian Armed Forces light utility vehicle (LUV) replacement initiative. Ottawa intends to spend up to $1 billion on a new “protected, lightweight, multi-role, and highly-mobile ground wheeled vehicle,” states the website of the Canadian Defence Review, a military journal.

Between 2,000 and 2,200 replacement vehicles are needed in total, “with up to four variants: command and reconnaissance vehicle; utility vehicle; military police vehicle; and cable-laying vehicle,” says the journal. The program also involves “ancillary equipment, integrated logistics support (ILS), and an in-service support solution.”

To be sure, Terradyne has a good shot at winning work with the LUV program, due in part to the amount of Canadian content that goes into its Gurkha line, says Witzke.

The company is also excited to be participating in the World Defense Show in Riyadh, Saudi Arabia in early 2026. This will be the first time Terradyne has attended this event. “There are a lot of Terradyne vehicles operating in the Middle East as of today,” Witzke says. “Other opportunities might be there. Our end-goal is to expand our presence from what we already have there.”

When it comes to promotion, the company relies heavily on trade shows to highlight its products. “We’re very particular,” says Witzke. “We do some print advertising with law enforcement in the U.S. and Canada, but a lot of [our promotional efforts] are trade shows. We find it’s a lot more effective to physically get a vehicle in front of somebody, as opposed to sending pictures.”

As for challenges, he cites tariffs and “increased prices in the supply chains.” The most consistent challenge, however, is simply the nature of the armored car business. “The sales cycle is very long; it’s a big-ticket item. There are a lot of hurdles that need to be overcome in that process.”

Going forward, Terradyne wants to stay in Newmarket and produce more armored cars from its core lineup in addition to interesting variants, such as the FORT EOD and TEMS vehicles. Witzke anticipates “further expansion of our footprint in key areas: Canada, the United States, Europe, and the Middle East,” while the company continues to hone its expertise.

In the early days, “we were the new kids on the block that nobody had ever heard of,” he says, adding that the client base “is a very tight-knit group, especially in law enforcement. They talk with each other and share reviews of what equipment is good. It takes a very long time to develop a reputation.” Terradyne Armored Vehicles is well on its way.

The post Specialty Vehicles for Specialized Situations<p class="company">Terradyne Armored Vehicles</p> appeared first on Business In Focus Magazine.

At the helm today are Founder and Chairman Michael James and Chief Executive Officer Dan Gable, who together bring both legacy and fresh vision to the company. Their story reflects strategic foresight and a deep commitment to people, residents, employees, and investors alike.

The story of J+G began in California under its original name, James Management Group. Michael James, who founded the business, specialized in identifying and revitalizing multifamily housing opportunities in the San Francisco Bay Area down to Bakersfield. For years, the company focused on acquiring, rehabilitating, and managing properties that needed fresh investment and professional oversight.

By 2005, however, the California market had shifted. Property values were soaring, competition was fierce, and future growth looked less predictable. James saw the writing on the wall. “In 2005, we sold our California portfolio and moved the company to Indianapolis,” he recalls. “It was about identifying where stable growth was happening and positioning ourselves for the long term.”

That move was anything but random. James had spent significant time researching emerging markets across the U.S., looking for places where economic fundamentals were strong and long-term prospects were steady. Indianapolis, with its stable job market, affordability, and low levels of speculative development, stood out.

Dan Gable points out that this strategic pivot was crucial. “Michael did an incredible job of transferring the gains from California into a market that was more stable and predictable,” he explains. “That decision to move into Indianapolis and focus on value-add opportunities really set the foundation for what J+G is today.”

By 2011, the company had returned to self-managing its properties, simultaneously giving it tighter control over resident experience and investor returns. That focus on independence continues to define the firm.

What makes J+G stand out in a crowded industry is putting residents at the center of everything. While many multifamily operators are focused on squeezing maximum financial returns, J+G takes the opposite view: when residents are satisfied, investors ultimately benefit.

“Residents pay the rent, and the rent is what supports our employees and creates returns for investors,” Gable explains. “For us, it starts with residents. When you prioritize their satisfaction, the returns follow.”

It is a people-first model that has become the company’s hallmark. Employing just under 100 team members across its portfolio and corporate offices, J+G invests heavily in training, mentorship, and professional development. Employees are encouraged to see themselves as servant leaders, doing a job while genuinely caring for the communities they serve.

From the ground up, this philosophy shapes the resident experience. Maintenance teams are trained in professionalism, courtesy, and communication in addition to technical skills. “We try to make residents feel like they’re at home, not just in a rental,” James says. “They should feel wanted and indispensable to us.” This commitment is more than good service; it is a long-term strategy. By cultivating loyalty and satisfaction among residents, J+G reduces turnover, strengthens occupancy rates, and builds communities that thrive.

The company’s growth has never been about chasing volume. Instead, it is about finding properties with strong fundamentals, cash-flowing communities under 30 years old, in markets with limited new supply and steady job growth. Currently, the firm’s footprint spans Indiana, Northern Kentucky, and Ohio, with ambitions to expand further. “We have some pretty big growth goals, because we think that we do things really, really well and serve people really well,” Gable says. “We want to maximize that impact as broadly as we can.”

A major component of this expansion strategy is the company’s partnership with Sullivan Development, a firm focused on building affordable housing through the federal Low-Income Housing Tax Credit program. This partnership allows J+G to diversify its portfolio beyond acquisitions, extending into ground-up development. In many cases, these affordable housing projects create additional opportunities. Leftover land parcels can be used for market-rate housing, while managing affordable properties introduces the company into new geographic areas. As James puts it: “Affordable housing gives us a presence in new states. From there, more opportunities naturally follow,” and the ripple effect is powerful. Through Sullivan Development, J+G is now poised to expand into several new states, establishing a basis for future acquisitions and a broader management presence.

As conversations about sustainability grow louder, J+G is taking a measured, practical approach. While full-scale certifications like LEED are not always financially viable, the company regularly incorporates efficiency measures into both new builds and renovations. Such initiatives include low-flow toilets, water-saving fixtures, LED lighting, and other upgrades designed to reduce utility costs for residents while supporting environmental responsibility. “It all ties back to resident satisfaction,” Gable explains. “The more efficient the property, the lower the costs and the better the experience for residents.”

As the multifamily sector has experienced turbulence in recent years, with rising interest rates, maturing loans, and uneven demand creating uncertainty, J+G is approaching the moment with patience and discipline. “You’ve caught us at the end of a really shaky multifamily market,” James shares with us. “We’re being very picky about what we purchase right now. There’s a lot of property with loans coming due, and we’re just waiting for the right opportunities.”

That deliberate approach reflects the company’s broader standards of measured, strategic growth, never chasing deals just for the sake of activity.

For investors, the approach is equally distinctive. Regular updates, investor portals, and clear reporting provide confidence and ease of use. “If you spoke with one of our investors, the first thing they’d mention is transparency,” says James. “We’ve worked hard over the last five years to continually improve communication and make the experience seamless.”

The company primarily targets high-net-worth individuals seeking alternative assets, particularly those interested in stable, income-producing multifamily real estate. For many, this combination of transparency, accountability, and reliable returns has led to repeat investments. And beyond the numbers, J+G also spends time educating its investors. “We’re always open to conversations that help people understand why multifamily can be such a strong long-term investment,” Gable explains. “For us, it’s about building trust and helping investors feel confident in the choices they make.”

At the heart of J+G’s success is its culture, and James and Gable stress that the company is a family-oriented business. Employees are viewed as partners in service, empowered through leadership training and encouraged to approach their roles as more than just jobs. “We spend a lot of time on leadership training and professional development,” Gable says. “We’re multiplying leaders throughout the organization.”

With strong roots and a growing footprint, J+G Companies is prepared for ongoing success. Expansion into new states, diversification through affordable housing partnerships, and a disciplined acquisition strategy position the company well for its next chapter. But at the end of the day, James and Gable are quick to point out that success is not just measured in numbers; it is measured in relationships with employees who feel valued, residents who feel at home, and investors who feel secure. That cycle is central to the company’s mission of building vibrant communities that stand the test of time.

As Gable puts it: “We believe that when you care for residents, employees, and investors with equal integrity, the business naturally grows. That’s been our formula, and it’s what sets us apart.”

With a track record built on trust and a vision firmly set on building vibrant, welcoming communities, J+G Companies is proving that multifamily investment can be profitable while being profoundly human.

The post Building Communities, Building Trust<p class="company">J+G Companies </p> appeared first on Business In Focus Magazine.

So that was how, in May of this year, Cloward H₂O personnel returned to Glenwood for Hot Springs Connection, the official conference of the Hot Springs Association. Between seminars, attendees took time to relax and enjoy the storied waters of the historic facility, which first opened in the 19th century.

“It was a unique opportunity for us to experience firsthand some of our creations,” says Dan Aldred, Associate Principal and engineer at Cloward H₂O. “We designed three distinct waterfalls, each offering a different sensory experience—and all three perform beautifully. One falls with a thundering roar, like you’re standing under Niagara. Another creates a very light, silky texture that feels good when you put your neck and hands in it. The third is a quiet trickle that slips gently down a wall—you barely feel it until you lean your back against the stone.”

Masters of aquatic engineering
Working closely with architects, developers, and designers, Cloward H₂O handles the engineering responsibility for pool structures and ancillary mechanical systems alike. The company’s services include conceptual design and planning, water treatment and circulation engineering, structural engineering, power distribution and controls, hydraulic analysis and modeling, aquatic life support design, and more.

Cloward H₂O works on swimming pools, waterparks, splash pads, whitewater rafting sites, fountains, aquariums, large lagoons—essentially all things recreational water. The company handled around 90 projects last year, primarily for the hospitality and resort markets, with around half of them outside the United States.

Since our previous profile, Cloward H₂O has opened a new satellite office in Colorado, expanded its workforce, enhanced its skills, and received recognition for its work. This summer, for example, Aquatics International magazine announced Montgomery Whitewater as a 2025 Dream Design. Cloward H₂O worked extensively on Montgomery Whitewater, which covers 120 acres in Alabama and features manmade channels for whitewater rafting and kayaking.

The facility’s whitewater course was “built to Olympic standards,” says a July 9, 2025, post on the Aquatics International website, which also praises Cloward H₂O’s engineering acumen. “The project was unique and presented a lot of really great engineering challenges. It was fun to overcome them and great to be recognized for that work,” says Associate Principal and Engineer Rob Cloward, son of company founder Greg Cloward and brother of current President/Principal Corry Cloward.

The latest and greatest
In terms of ongoing work, artificial lagoons are a burgeoning trend. These bodies of water can be compared to oversized swimming pools. “We have several of these in development right now,” says Cloward. “Instead of building a community around a golf course, a lot of developers are building these communities around a lagoon.”

These man-made bodies of water function like swimming pools on a grand scale—but with the size, beauty, and recreational variety of a natural lagoon. Continuous filtration and water-quality management keep conditions swimmer-safe. Some developers complement lagoons with retail stores, hotels, additional pools, and other amenities, adds Aldred.

Stainless steel and concrete remain the primary materials the company works with when engineering its water features for the construction teams, but Cloward H₂O also employs specialized liners for lagoon developments and granite or precision-cut stone for specialty pools and fountains, along with a variety of finishes including plaster, tile, and other safety coatings, with the team maintaining a keen focus on following developments in waterproofing materials and technologies. “There are a lot of great additives that they’re putting in concrete coatings, and they also have a lot of polymer coatings. We look at new technologies and construction materials regularly to see what might improve a project’s efficiency, integrity, and long-term value to the client,” notes Aldred.

In addition, water facilities are increasingly sporting sensors, elaborate lighting systems, wireless networks, and Internet of Things (IoT) connectivity. These systems can be used to adjust lights, water flow, and water temperature using an iPad or other computerized controls. Given these developments, clients are increasingly requesting “bigger and better effects—more waterfalls, water shooting up higher, water flowing in different directions,” says Project Manager and Engineer Zach Robinson.

It’s Cloward H₂O’s job to accommodate such demands whenever possible. At times, the company needs to remind customers about some basic principles: “The first rule is, we have to obey the laws of physics. As long as we can obey the laws of physics, let’s see what we can do,” says Robinson.

The possibilities are impressive as technology keeps advancing. Cloward H₂O is currently working on a project that involves “an articulating robot, basically an eyeball if you will, that will shoot water and be able to control the flow of water and move it around. Pair that with lights, you get really cool effects,” notes Robinson.

Behind the scenes, Cloward H2O continues to use 3D modeling software and computational fluid dynamics (CFD) technology. The 3D software gives the team a better impression of what a proposed design will look like while CFD technology forecasts the flow of water and other fluids. Ironically, 3D software solutions generate so much data that Cloward H₂O has to carefully limit the information passed on to the client so as to keep them informed but not overwhelmed.

It all starts with the soil
Cloward H₂O matches these high-tech tools with common-sense guidance. Before anything gets built, the firm conducts a geotechnical survey to analyze the soil conditions at potential building sites.

“The structural engineer bases all their calculations upon these soil conditions,” Aldred explains. “I’m working on a project now—a fairly good-sized waterpark in Manila, Philippines—and the site had poor soil and high water tables. So, nearly the entire site was built on piles to provide the structural integrity for all the pool shells, slide towers, and buildings that will be placed on top of it.”

Modular construction, in which segments of a building are put together in factories, shipped to building sites, and then assembled, is gaining momentum throughout the world, but within the aquatic engineering world, these methods have been reliably used for decades with prefabricated fiberglass or stainless-steel pools. Large segments of a stainless-steel pool “can be shipped out and craned into place, and then piped up and installed within about three days,” says Robinson. Cloward H₂O is currently working on some swimming pool projects that also entail the use of prefabricated concrete.

Modular methods can drastically shorten construction times and provide contractors with more control over the building process. The downside is a lack of flexibility; wild shapes and unusual pool designs “are not applicable for the pre-cast world. But if you just want a basic square or rectangle, it might be a really good option for you,” says Aldred.

Part of something great
With engineering at the core of what Cloward H₂O does, new applicants must, of course, be technically proficient. But beyond that, “I like looking for soft skills,” says Cloward. “I want to see people with good, solid work ethics, who want to be part of creating something great, who show up on time and think the process through—who understand that what they do impacts other disciplines, and who understand how they fit into the bigger picture.”

Integrity, morals, and communication skills are also valued. If problems occur during a project, staff are expected to be upfront and honest with the client, even if the news is upsetting, adds Aldred.

This same dedication to integrity underlines Cloward’s participation in industry efforts to set NSF and ASTM standards for its sector. Established in 1944 as the National Sanitation Foundation, the NSF establishes safety, health, and design benchmarks for everything from food and beverages to waterparks and pools. ASTM International, meanwhile, is a renowned organization that has set approximately 13,000 quality standards in a variety of fields.

Promotion-wise, Cloward H₂O plans to display a new booth at the International Association of Amusement Parks and Attractions (IAAPA) conference in Florida this November.

“For about six years, we’ve used our old booth, but this year we’re excited to unveil an entirely new one,” says the Business Development Manager, Jacob Clawson. “The new booth features a screen showcasing videos of our projects—most of which can also be found on our YouTube channel—along with one exclusive video highlighting one of our most unique and technically complex projects to date. It’s exciting to finally share that at the event, along with the interactive whitewater model that was unveiled at last year’s show. Overall, it’s a bigger and better display of our work. But beyond the visuals, the main goal of IAAPA is to connect with our clients and partners, so we’ve designed the space to encourage collaboration and meaningful conversations.”

Solving problems nobody knew existed
Going forward, the company plans to stick to its core competencies while enhancing existing skills and augmenting its post-design construction support services. Including a post-design construction support phase in a project “gives the contractors and those on site the ability to ask questions about our design and to clarify and help solve problems that nobody knew existed. We like to call it the owner’s insurance policy on the design,” says Robinson.

Other company goals include becoming “a little smarter, a little wiser” and growing the staff, says Cloward.

“It would be great if we could open one or maybe two more satellite offices; it would help extend our reach around the globe a little better,” adds Aldred. “But we don’t want to grow too fast. Overall, another 10 to 20 percent on our staff would be wonderful.”

The post Pools, Waterparks, and Award-Winning Projects – Doing Wonderful Things with Water<p class="company">Cloward H2O</p> appeared first on Business In Focus Magazine.

At its core, Benson Systems is about more than just systems integration; it is about protecting people, safeguarding property, and delivering solutions that blend cutting-edge technology with the personal touch of a family-run operation. The company’s reputation has been built over nearly four decades by staying true to its values while continuously adapting to new demands. “Being a second-generation company means that we carry forward not only the name, but also the values and reputation built by my father,” says Eric Benson, President and CEO. “That legacy is something we take very seriously, and it motivates us to keep raising the bar.”

Benson Systems’ origins trace back to 1986, when Shawn Benson first launched the business with a simple but ambitious goal: to provide reliable, professional service in an industry where safety and trust are paramount. At the time, Arizona was experiencing steady growth in both residential and commercial development, and there was a growing need for specialized systems that could keep up with new construction and regulatory standards.

Over the years, the company evolved from a small local operation into a trusted regional leader. From its earliest days, Benson Systems has stood out for its family approach: treating every client as a long-term partner, not a mere transaction. This philosophy helped build relationships that have endured through multiple projects, property expansions, and even generational changes on the client side. Now, under Eric Benson’s leadership, the family legacy continues.

Family ownership, he notes, is about more than succession. It is about continuity of values, consistency of service, and accountability that extends beyond the bottom line. “When you work with Benson Systems, you’re not just another project or number,” he explains. “You’re part of a relationship. We bring a personal touch that bigger firms often can’t replicate, and we take pride in delivering on promises.”

Employees benefit from this approach just as strongly, and many have stayed with the company for decades, creating a workplace where technical excellence and loyalty go hand in hand. That sense of belonging and shared mission helps Benson Systems maintain consistency, even as the company grows and adapts to shifting markets, regulations, and innovations.

“You don’t make it 40 years in business without adapting to changing markets and technology, or without staying true to who you are,” Benson reflects. “Our customers know they can trust us because we’ve been here for the long haul.”

This dual focus—evolution paired with consistency—is at the heart of Benson Systems’ longevity. The company has successfully navigated multiple economic cycles, from the housing booms of the early 2000s to construction slowdowns during recessions. Through it all, Benson Systems kept investing in people and technology, ensuring it was positioned to serve clients when demand rebounded.

Looking ahead, the 40-year mark is both a celebration and a launchpad. Benson Systems plans to honor its long-term clients, spotlight its employees, and use the milestone to showcase a vision for the future. For Eric Benson and his team, the anniversary isn’t simply about looking back but about setting the tone for the decades ahead.

One of Benson Systems’ priorities is keeping work in-house. The company maintains a staff of highly trained engineers who manage design, implementation, and support under one roof, allowing the team to ensure quality control, shorten project timelines, and adapt more quickly when challenges arise. Teams enjoy a collaborative culture wherein they share knowledge and mentor new talent, creating a pipeline of skilled professionals ready to carry the company forward.

“Having engineers on staff gives us the ability to respond quickly, customize solutions, and control quality at every step,” Benson says. For example, on a recent large-scale commercial installation, Benson’s engineers were able to customize a low voltage and fire life safety system that integrated seamlessly with the client’s existing operations, and were able to pivot quickly when needs changed. The result was a project delivered on time, on budget, and with long-term reliability.

While Benson Systems provides a wide portfolio of services, its reputation is strongest in low voltage technologies and fire life safety, specializations that reflect both industry demand and the company’s commitment to protecting people and property.

Low voltage systems encompass everything from structured cabling and communication networks to access control and security cameras. In today’s connected world, reliable low voltage infrastructure isn’t just a convenience, it’s a necessity. Businesses, hospitals, schools, and municipalities all rely on these systems to function safely and efficiently.

Equally critical is fire life safety. From detection systems and alarms to emergency communication and monitoring, Benson Systems designs and maintains solutions that meet rigorous codes and exceed client expectations. This work is not only technical but deeply personal, as lives depend on systems performing without fail.

“Fire safety isn’t optional, it’s life and death,” Benson emphasizes. “That’s why we’ve made it a core part of what we do. Our clients depend on us to keep their buildings and their people safe, and that’s a responsibility we don’t take lightly.”

By focusing on these specialties, Benson Systems has carved out a reputation as a trusted partner in industries where there is no margin for error. Clients know they can depend on the company not just to meet compliance requirements, but to design systems that provide real-world reliability when it matters most.

Operating for four decades means facing and overcoming numerous challenges, and one ongoing issue has been the shortage of skilled labor in the technical trades. Rather than accept this as a barrier, Benson Systems has doubled down on training and development, building internal pathways to grow talent from within.

Another challenge lies in balancing customization with standardization. Every client has unique needs, but too much customization can increase costs and timelines. Benson Systems has found the sweet spot: creating repeatable frameworks for efficiency while maintaining the flexibility to deliver bespoke solutions.

The company has also kept pace with rapid regulatory change. Fire codes, building standards, and safety regulations evolve constantly, and Benson’s in-house expertise ensures the team can interpret and implement these changes seamlessly for clients.

Beyond its work for clients, Benson Systems also plays an active role in the community. Sponsorships, charitable giving, and educational initiatives reflect the company’s belief that success should be shared. As Eric Benson puts it, “We don’t just work in these communities; we’re part of them.”

Indeed, the future for Benson Systems looks as dynamic as its past. Smart building technology, integrated security solutions, and advanced fire life safety systems are reshaping the industry, and Benson is investing heavily to remain at the forefront. Sustainability is also becoming a priority, with a focus on energy-efficient systems and environmentally conscious practices. Most importantly, the company is preparing the next generation of leaders, both within the Benson family and among its engineers and technicians. This commitment to people, alongside innovation, ensures Benson Systems will remain relevant and respected well beyond its 40^th anniversary.

Eric Benson sums it up best: “Our legacy is important. But so is the work we’re doing today and the opportunities ahead. We want Benson Systems to be here for the next 40 years and beyond, continuing to make a difference in the lives of our clients and communities.”

At its heart, Benson Systems is more than a business; it is a legacy. Built on family ownership, strengthened by in-house expertise, and distinguished by a specialization in essential systems, the company has stood the test of time. With its 40-year anniversary on the horizon, Benson Systems is not just reflecting on its past but laying the foundation for its future. For clients, employees, and the community, that means one thing: a trusted partner that will continue delivering safety, reliability, and excellence for decades to come.

The post 40 Years of Safety and Innovation<p class="company">Benson Systems</p> appeared first on Business In Focus Magazine.

“It is something really special, and not lost on us,” says Ana Lopes, Vice President of Sales and Marketing, Beacon Design. “And our customers see tremendous value in U.S.-made products.”

The company’s slogan, “Where Quality Drive meets the New England Way,” says it all. For ChemArt’s many customers, there are countless benefits that come from working with a proud New England company. “Made in the USA means quality craftsmanship, dependability, and our ability to react to demand,” says Lopes. “And it gives you outstanding service, because you’re not having to deal with lag time from working with somebody overseas. There is comfort in knowing you can execute a project on time, on budget, and with consistent communication along the way.”

Investing in people and products
ChemArt has come a long way since it was founded by research chemist Richard Beaupre. Serving in the Navy in the 1950s, he earned his BS degree in Chemistry from the University of Rhode Island in 1962, which fueled his passion for innovation. Soon, Beaupre worked for several companies, including Dynachem Corporation. Highly inventive, he developed and patented several unique core chemistry processes, including dry film resist polymers, still in use today. Created under a work-for-hire arrangement, Beaupre didn’t get into the royalty stream, but is listed on the patent; when he left Dynachem, he received a check as a gesture of appreciation. This became the seed money for ChemArt, which he created with his wife, Barbara, in 1976.

“When ChemArt first launched, it wasn’t a big company,” says Nick Jones, Vice President of Operations. “It was a small location in an old ice cream shop.” Within two years, Beaupre moved the business to its current Lincoln, Rhode Island site, and in 1998 created an additional building. ChemArt was profitable in its first year and every year since, allowing it to grow entirely on internally generated cash flow, which meant there was no outside funding. “This is a very rare accomplishment,” notes company CEO Hamilton Davison.

Planning for the future, Beaupre saw the benefits for the company and its customers of having everything—from initial concept to manufacturing and packaging—under one roof. This allows control over entire projects, from the initial phone call to getting products out the door. “That’s important to our customers,” says Lopes. “It allows us to meet emerging trends, optimize inventories without risk of shortage, and ensure consistent quality.”

ChemArt’s customers include government agencies, military, and historical organizations, as well as medical and aerospace, and for these clients and others, working with a well-established, U.S.-based business has its advantages; Beaupre developed many of the company’s innovations, such as dry film technology, plating recipes were internally created, and the company was vertically integrated long before its competitors. A trusted list of local suppliers and vendors from area companies completes ChemArt’s capabilities to allow the company to make most anything fathomable out of metal, finished in 24 karat gold or other finishes, then hand assembled and packaged in stock or custom boxes.

“Even today, we continue to innovate,” says Jones. Before he passed in 2018, Beaupre realized the importance of investing in technology to produce high-quality products at a reasonable cost. “A Christmas ornament only sells at a certain price point, so we have to figure out how to keep making it for less, given our price point and increasing cost inputs,” Jones explains. “So we’ve combined 3D printing as a form of tooling, rather than paying for traditional hard tooling, and use 3D printers in some of our processes. We’ve added automated cutters instead of hand-cutting, and digital printing instead of just screen printing. And we’ve automated basically through micro-controllers that allow data gathering, improved safety, robotics, and automated press forming, among other advances.”

Along with incorporating robots and updating equipment, the company has also improved its wastewater treatment facility, which has an excellent record. Protecting the planet is important to the company and its clients alike, who value ChemArt’s commitment to the environment compared to more far-flung manufacturing locales.

“Since everything ultimately drains to the Atlantic Ocean, there are very stringent discharge requirements imposed on all companies in this area, especially regarding metals, and we continuously monitor our discharge, sample it, and send it off weekly for chemical analysis,” says Davison. Occasionally, members of the Narragansett Bay Commission, the regional wastewater operator, show up unannounced, take samples, conduct their own analysis, and compare the two to ensure accuracy. In 2023, ChemArt had a perfect record; in 2024, it had just a single incident, due to employee error. “We take employee health and safety and environmental stewardship very seriously,” adds Davison. “We’ve got a great track record, and that’s something we’re very proud of.”

Constantly refining its processes and procedures, ChemArt continues to improve efficiencies and reduce waste and setup times. In the two years he has been with the company, Davison has seen significant improvements. “By being vertically integrated, we can bring different disciplines together to ideate and problem-solve in a way you don’t find in other non-vertically integrated shops,” he states. “They just have a piece of the process; we can look holistically across the whole production flow and optimize the entirety, not just individual pieces.”

“Three brands. One legacy. Made in the USA.”
ChemArt is proud of its three brands, which focus on distinct market segments. Beacon Design is centered on creating custom brass ornaments for clients including religious organizations, universities, non-profits, and fundraising programs across America. B Luxe creates tags, wraps, labels, and other custom luxury packaging solutions “designed to elevate high-end retail presentation.” And ChemTecUSA manufactures precision metal components for industrial and aerospace applications.

“Most of the products we make at Beacon Design support missions of non-profits, by giving them program income while deepening their donor basis allegiance and affiliation with the charity,” Davison explains. “That’s really the lion’s share of our business.” In fact, most of the company’s products are for non-profits. This includes educational and religious institutions as well as local and municipal government agencies and entities.

“The idea with Beacon Design is that we are creating products that reflect the missions of the organizations we are working with to create sustainable annual programs where they are turning their supporters and donors into lifelong collectors,” says Lopes. One of the company’s many long-time relationships is with the White House Historical Association, which furthers its mission to promote a deeper understanding of the Executive Mansion through millions of dollars annually in proceeds from the ornament.

ChemTecUSA, the company’s precision division, sells very tight tolerance parts to industrial clients that are used in subassemblies in medical, energy, transportation, defense, aerospace, and oil & gas. Products include filters, flow measuring components, connectors, springs, sharps, encoder disks, and critical components. B Luxe, meanwhile, uses its capabilities to make luxury attachments and accessories, which helps elevate and differentiate brands in the crowded consumer marketplace and create shelf awareness in retail spaces. Made of metal, these attachments and accessories can be configured to be attached to a box, handbag, perfume bottle, or other containers.

America’s jewelry state
Known as the ‘Ocean State,’ Rhode Island is famous for its striking coastline, rich history, Newport mansions, seafood restaurants, thriving arts scene, and jewelry industry. A leader in the state, ChemArt has made more than 70,000 unique projects in the past 20 years and has some 400 SKUs representing everyday items sold through its open line for retail.

Averaging about 120 full-time staff, the team expands leading up to Christmas, with its increased ornament production. “We can be at over 200 employees at peak season,” says Jones of the company’s roster, which includes manufacturers, assemblers, designers, engineers, and sales. In addition, it has about 150 independent field representatives supported by Beacon Design. These talented staff members, and a commitment to quality and service, continue to put the company ahead of the competition.

“We are lucky to have a highly skilled, collaborative workforce on projects both big and small,” says Lopes. “All those pieces of the puzzle are really important. And to say we have the largest output in the country, being the smallest state, is super impressive.”

CEO Davison joined the company about two years ago. Today, ChemArt’s former CEO remains active as head of the retail division. The transition brought an influx of strategic investments as well as experience and increased sophistication in certain areas.

“Having been through these sorts of transitions in the past, I can honestly say this has been one of the best—maybe the best—I’ve seen in terms of combining incredible history and capabilities with new ideas and technology in a seamless, productive way,” says Davison. “We have not lost any of our executives or managers in that process. There has been a great transition and melding of capabilities, which has been a lot of fun.”

When Davison arrived, he saw the company’s 17 distinct manufacturing steps and how they were precisely sewn together. “I was full of wonder and amazement—and I still am—on a daily basis here,” he says. “And I realized how hard it is to do, to come up with a quality product; maybe we are the only people silly enough to try it? It is really hard!”

When customers and others visit the company, they are often in awe of ChemArt’s dedication to quality and the intricacy involved in the products it produces. “I think for anyone trying to recreate this, the barrier to entry would be huge,” says Davison.

The manufacturing process varies depending on the project: the shortest time from initial conversation to production can be as little as six weeks, while high-volume, large-scale projects with many components can take months or more. Many clients do projects with the company year after year.

Although potential customers can choose to deal with cheaper offshore companies, ChemArt’s clients prefer consistent American quality, accountability, and timely turnaround. This is especially crucial during peak seasons, when customers can’t wait weeks or months for shipping from overseas. “And buying locally allows customers to purchase from us and not have to hold large inventories,” says Lopes.

The ChemArt advantage
Offering design, cutting, plating, advanced manufacturing, assembly, and packaging all in-house, ChemArt continues to attract new clients. “There are other companies that do everything we do—they just don’t do all of what we do,” says Davison. “If you were to go elsewhere, you would be paying three, four, maybe five companies, plus an artist or engineer. And each one of those companies or contractors would have their costs, plus their markup, whereas we just have one markup at the end, so that also keeps us competitive. And because we are vertically integrated, if something goes wrong, you don’t have people pointing the finger at each other, and saying, ‘that wasn’t me, that was your other supplier.’ We take a lot of pride in our quality here, so everyone views themselves as an inspector. When it shows up at their department, they make sure it looks like it’s supposed to look.”

Experienced in running plants in the U.S. and one in Canada before coming to ChemArt, CEO Davison says, “I would put the Northern Rhode Island workforce up against any that I’ve worked with. There is such a sense of craftsmanship, pride, and commitment to quality here, and it’s multi-generational. It’s really cool, and a great asset.”

Lopes, meanwhile, has been with the company for 26 years, and is continually impressed by the company and its staff’s dedication to their craft. “We take great pride in our ability to produce beautiful ornaments and keepsakes all year long for our customers,” she says.

“When you walk out on the assembly floor it’s like walking into Santa’s workshop. The joy and amazement you see in our employees while they handcraft beautiful product for our customers is inspiring.”

The post Crafting Ornaments, Luxury Packaging Accents, and Precision Components Since 1976<p class="company">ChemArt</p> appeared first on Business In Focus Magazine.