0 · 0 ... 6 ∙ ∙

AT&T Buyback Program

A secure, mobile device recycling program designed to meet your small business needs.

* Allow 2-3 billing cycles for the bill credit. The quoted value of your devices is valid for 30 days. Buyback: Before sending Buyback device, delete all personal & sensitive info. from device’s memory & SIM card. Online and select locations only. For qual. wireless devices only. Value based on

device, make, model & condition. Other Obligations: Buyback Trade-in does not relieve obligations under AT&T Next or other AT&T’s Return and Exchange programs including recently-purchased device returns, Warranty, or Extended Warranty. Devices to be returned through these AT&T programs should not be sent to the Buyback program. Certain conditions & restrictions apply.

© 2015 AT&T Intellectual Property. All rights reserved. AT&T, AT&T logo and all other marks contained herein are trademarks of AT&T Intellectual Property and/or AT&T affiliated companies. Subsidiaries and affiliates of AT&T Inc. provide products and services under the AT&T brand. All other marks are the property of their respective owners. This document is not an offer, commitment, representation or warranty by AT&T and is subject to change.

For more information, please contact me, your AT&T sales representative,

AT&T Buyback Program enhances your bottom line.The AT&T Buyback Program helps your business save money, secure your data and sustainably manage your old devices.

Business value

• Devices may be worth up to $150 or more. • Use Buyback value towards new tablet, device,

accessory or AT&T service. The amount will be applied directly to your AT&T account.*

Data security

• Protection of your data is our highest priority — AT&T uses a systematic comprehensive process for data removal and follows industry-leading standards.

• SIM/external memory cards are destroyed.

Responsible recycling

• 90% of devices are re-used, keeping them out of landfills. Devices that cannot be reused are responsibly recycled.

• Batteries are disposed of through certified e-stewards.

The AT&T Buyback Program is easy and only takes four simple steps:1 Enroll in the AT&T Buyback Program.2 Ship your devices. AT&T provides free materials

and pays for shipping. You can submit multiple devices at the same time.

3 AT&T confirms receipt of your devices. Quality Assurance steps are completed to determine device values. Devices are sustainably recycled.

4 The value of your devices is credited directly to your AT&T account*.

Quick and easy process

AT&T Buyback Program

2015

Greg Sampo

315-439-0721

Or, visit att.com/buyback

[email protected]

CONSTRUCTION CONTRACTOR 2015 WINTER ∙ 1

Shaffer Building Services: Benefits of Retrofitting 3Seven Key Fraud Risks in the Construction Industry 5Karen Shelp-Dunbar: Advanced Drug and Alcohol Testing 6Winter Strorms and Employee Safety 8Barbara McQueeney: Allied Electric Co. 10Giarrosso Sheetmetal: Offering the Best in Architectural Metal 13Deb Finch: Dannible & McKee, LLP 14Kristine Putrelo: Putrelo Building Enterprises, Inc. 16New York State Woman Business Enterprise (WBE) 18Margery Lange Keskin: Statewide Aquastore, Inc. 20Effective Leadership 22Meet The SBE Team: Monica Noble, Assistant Plan Room Manager 242015 Syracuse Builders Exchange Craftsmanship Awards 26

Cover Photography Courtesy of Peter Dutton

CONSTRUCTION CONTRACTOR 2015 WINTER ∙

haffer Building Services is an established, Syracuse-based roofing operation that enjoys recurring success.

Founded more than 37 years ago, President Andrew Shaffer, who owns the business with his brother Patrick, the company's Vice President, says business is now coming back full circle.

"We just put a roof on a building in Brewerton, N.Y. that we had originally installed 26 years ago," says Shaffer, "The owner of the building said, 'you put this roof on before my son was born. ‘My son is now 25.'"

Originally named E.A. Shaffer & Sons Inc., which included their father, Eugene, the company has maintained a prominent presence, both locally and regionally, in the commercial roofing industry. Its primary services include commercial roofing—it installs up to 50 or more roofs per year—as well as green roofing systems, Standing Seam Metal Roofs, roof inspections and repairs.

Its newest niche; however, is retrofitting Standing Seam Metal Roofs with single-ply roofing systems.

"There are quite a few buildings, that when they were originally built, used the Standing Seam Metal Roofs. But eventually what happens,

because of expansion and contraction of the material over time, the fasteners wear on the attachment and they eventually start to leak," Shaffer says.

Shaffer Building Services began exploring the benefits of retrofitting in the 1990s and completed its first project of this nature in 1998 for Industrial Fabricating, located on Molloy Road in East Syracuse, N.Y. After the initial project, Industrial Fabricating hired them for two more of its buildings.

"They found substantial savings on both heating and cooling with the facilities when we were done," says Shaffer, pleased to share that his company was one of the first in the area to have incorporated this superior roofing system.

Other noteworthy nods toward retrofitting metal roofs include the reduction of maintenance costs; less noise from outside elements, like rain and hail; and they're lightweight, typically less than two pounds per square foot.

"Our jobs are inspected by an independent source when we're finished with a roofing project before the warranty is issued by the manufacturer," says Shaffer. The roofing system also qualifies for a 20-year manufacturer's warranty.

Retrofitting a steel roof involves a few steps that Shaffer says he likes to break down with a schematic drawing for his clients. The visual illustrates four layers

Before and After Views - Federal Express Shipping Facility

2 ∙ WINTER 2015 CONSTRUCTION CONTRACTOR

Although the 2015 construction year was generally poor throughout central New York’s 16 county region, evident by fewer projects for bid, fewer projects in the planning stages and a decline in construction work hours, the Builders Exchange enjoyed a modest increase in membership. With 963 unique and diverse members, the Syracuse Builders Exchange is the largest construction industry Association in upstate New York.

Many legislative and regulatory barriers continue to impede economic growth in central New York, however, there is renewed optimism with the award of $500 million to our region through New York’s Upstate Revitalization Initiative (URI). In addition to New York State’s $100 million per year investment over the next 5 years, there will be significant capital investment from the private sector into the many new projects which will be funded through New York’s URI program.

The Builders Exchange recently worked with officials at the State University Construction Fund in an effort to support their multi-year statewide capital plan in the 2016/2017 NY State budget. SUNY has provided over $9.3 billion in capital construction across New York during the past 11 years. In the Central New York region alone, there has been $1.3 billion invested during that time frame. SUNY is seeking a 5-year plan which includes $4 billion in "base" and "plus" funding. "Base" funding is for critical maintenance needs, while "Plus" funding is for transformative strategic initiatives and high priority projects.

I remain optimistic the future of central New York will be one which will provide significantly more opportunities for regional construction employers. Although it remains disappointing our short-term future economic development success is primarily driven by government funding, I am hopeful private initiatives by those who believe in our region will supplement capital investments by New York State.

Thank you for the trust and confidence the industry has placed in the Builders Exchange. It remains a privilege to work with industry partners and our members in an effort to build a better central New York.

Yours truly,

Earl R. Hall, Executive DirectorSYRACUSE BUILDERS EXCHANGE

Co-Publisher - Michael T. BrigandiCo-Publisher - Richard K. KeeneArt Director - John M. Paone

SBE Board of Directors:Karen Bellows Bellows Construction SpecialtiesLisa Brownson Safety Source ConsultantsSam Conley Whitacre Engineering Co.Michael Cowden Murnane Building Contractors, Inc.Karl Engelbrecht Burns Bros.Edward Grabowski St. Joseph’s Hospital Health CenterRobert Henderson Henderson-Johnson Co., Inc.Matthew Irish Irish-Millar Construction, Inc.Richard Law Robert H. Law, Inc.Michael Maselli Josall Syracuse, Inc.Barbara McQueeney Allied Electric Co.Christopher Polimino Atlas FenceRichard Raulli Raulli & Sons, Inc.David Rebhahn David A. Rebhahn ArchitectTracy Saunders Saunders CompaniesJohn Schalk Edward Schalk & Son, Inc.Paul Schneid Schneid Construction Co., Inc.James D Taylor, III J.D. Taylor Construction Corp.James Taylor James Taylor Enterprises, Inc.Richard Viau Viau Construction Corp.Craig Zinserling CRAL Contracting, Inc.


According to the Association of Certified Fraud Examiners (“ACFE”), fraud can be devastating to a business; especially as fraud schemes and financial transactions are becoming more complex and sophisticated with technology advancements. Recognizing the wide variety of threatening internal and external fraud schemes is essential to detecting and deterring fraud in your organization. In the 2014 ACFE Report to the Nations on Occupational Fraud and Abuse, the median loss for construction industry frauds investigated was $245,000. Fraud in the construction industry is prevalent due to the lack of strong internal controls, segregation of duties in accounting functions, the number of parties involved in projects and the overall complexity of construction projects. Seven key fraud risks to be aware of in the construction industry include the following:

1. Corruption Schemes

Corruption in the construction industry includes conflicts of interest, bid rigging, bribery, collusion, illegal gratuities, invoice kickbacks and economic extortion. Corruption can occur at any phase of the construction project, during planning, design, sourcing materials or subcontractors, construction, operation and maintenance. Common conflict of interest schemes occur when an employee gives a discount or takes a higher bid due to some relation or friendship with the customer or vendor. A bribe usually occurs when something of value is offered to corruptly influence the actions of another, most commonly to influence a contract award or the execution of a contract. Kickbacks occur when undisclosed payments are made by vendors to employees when purchasing materials or equipment.

2. Billing Schemes

Billing schemes include creating a fictitious shell company and purchasing materials and supplies for

Seven Key Fraud Risks in the Construction IndustryBrian W. Johnson, CPA, CFE, CCIFP, Dannible & McKee, Partner

personal use on the company account. For a shell company scheme, an employee will create a shell company (ghost company) as a vendor, from which nonexistent services or materials are purchased. The employee will then submit fraudulent invoices and collect funds paid for their personal use. Without the proper segregation of duties, such a scheme could remain undetected for years.

3. Expense Reimbursement Schemes Expense reimbursement schemes include overstated, fictitious or multiple expense reimbursement requests. Expense reimbursement schemes typically take place when a dishonest employee knows his or her expense reimbursement will not be reviewed in detail.

4. Non-Cash Schemes

Non-cash schemes include misuse of company trucks or equipment, asset requisitions and transfers. Fraud of inventory and other fixed assets can occur when an employee uses a company vehicle for personal use, the personal use of small tools or large equipment, or removal of valuable scrap materials on the job site. These schemes are most common, as there is an opportunity for the scheme, and dishonest employees tend to rationalize the misuse of assets more easily than schemes where physical cash is taken.

5. Payroll Schemes

Payroll schemes include setting up ghost employees, falsifying wages or commissions. Similar to the shell company scheme, a payroll clerk could set up a new employee or reactivate a terminated employee. The payroll clerk will then receive the fictitious employee’s paycheck and cash the check for personal use. In other cases, an employee that submits hour reports to an outside payroll service could add extra hours to his hours worked prior to submitting the report for processing.

6. Cash Larceny and Check Tampering Schemes

Cash larceny and check tampering schemes can be committed through the misuse of company credit cards, unauthorized wire transfers, forged maker, forged endorsement, or through altering the payee on a check. Cash larceny can start with thefts from petty cash, however, over time can build to larger amounts. Cash skimming is the theft of cash before it is recorded in the books which can be committed by not fully reporting contracts for cash and checks, change orders performed for cash that are not properly written up and are collected by the employee, or through material sales or equipment rentals for cash.

7. Financial Reporting Schemes

Fraudulent financial reporting involves the falsification of the Company’s financial statements. This can be committed through improper timing of receipts and disbursements, reporting fictitious revenue, improper asset valuations, unrecorded liabilities or expenses, and improper disclosures. Various pressures and a lack of high-level controls within the organization could lead to financial statement fraud.

Brian W. Johnson, CPA, CFE, CCIFP, is an audit partner with 30 combined years’ experience providing audit and accounting services to both private and publicly traded domestic and foreign companies. For more information on fraud risks and how Dannible & McKee can help you minimize the risk of loss you may contact them at 315-472-9127 or visit online at www.dmcpas.com.


beginning with an existing metal roof panel, which is then filled in with insulation strips. Above that layer is mechanically attached roof insulation board, and finally, a single-ply roofing membrane. Because National Grid is currently offering rebates on energy improvements, Shaffer says he takes the opportunity to break out the project installation cost for the owners so they can also see a projected 15 percent savings as a result of their well-informed decision to retrofit their roof.

Since Shaffer's first successful retrofitting project almost two decades ago, other local and regional companies have welcomed the alternative roofing method. One of the company's larger projects at $1.9 million was fulfilled two years ago with a major shipping company outside of New York state.

Central New York companies that have elected to install this system include Apple Acres in Lafayette, Titan Steel in Kirkville and Allen Tool Phoenix, Inc. in East Syracuse, just to name a few. Even though winter is here, retrofitting can be done year-round, allowing Shaffer Building Services to soon start working on the roof of Koester Associates in Canastota. This project was recently featured on a local news station, ABC 9, and can be seen on Shaffer's website (ShafferBuildingServices.com). Other local businesses with which Shaffer has established working relationships are

Lowery Bros. Infinity of Syracuse, Crest Cadillac Syracuse, Allen Byer Volvo, McLean North East and Township 5 in Camillus, where its currently installing a roof on what will be a new movie theatre.

When asked if he typically visits his job sites, Shaffer's response? "Every day." Shaffer Building Services now concentrates more on local than regional ventures, too. He says at one time the company chased a steady stream of out-of-town work, but now enjoys CNY as its main focus; his rationale based on how taxing travel can be on his employees.

A family-run business, both Andrew and Patrick Shaffer uphold a professional foundation based on the value of tradition, customer service, integrity, teamwork and safety. The result is respect, loyalty and longevity among their employees and clients.

When the company in Brewerton returned to Shaffer Building Services 26 years later for a replacement roof, Shaffer gave some expert advice, suggesting they consider a project that would be time- and cost-efficient, and still promises a 20-year warranty.

"And he was very pleased with that," says Shaffer. "Things do come full circle."

Rhinoplate-Standing Seam Retro Fit Purlin Attachement


Karen Shelp-Dunbar: Advanced Drug and Alcohol Testing Higher Quality Employees Lead to Safer Work EnvironmentsBy Sarah Hall

ver the past 11 years, Karen Shelp-Dunbar has been quietly building the company that has become

her life’s work, but she hasn’t always been in the business of drug and alcohol testing.

“I was the human resources director for various companies in the Binghamton area for 10-plus years,” said the Binghamton native. “Every company I worked for did drug testing. I sent people for their pre-employment drug screen. I knew the paperwork. I knew the process. I knew how it worked.”

At the last company Karen worked for, the owner planned to have his wife take over HR duties to save money. It looked like she was going to be out of a job.

“There was a retired New York State Trooper from Binghamton that did our drug testing and I worked with him pretty regularly — we were a 24-hour company in a bad part of town, and he did investigations for us when we needed him — and I told him, ‘I don’t know how much longer I’m going to be here,”’ she recalled. “He said, ‘Well, I’ll sell you a piece of my business.’ At the time, I was dating someone in Syracuse and he suggested starting my own business in this area. I started training to be a collector and ultimately bought into his business.”

So in 2004, Karen moved to the Syracuse area and opened Advanced Drug and Alcohol Testing, Inc. “I was terrified and excited at the same time,” she said. “I spent every dime I had moving and starting this business, working out of a basement apartment in Baldwinsville.”

The business, now located at 7589 Morgan Road in Liverpool, has thrived ever since.

Advanced Drug and Alcohol Testing offers more than its name would suggest. In addition to pre-employment, post-accident, random, reasonable suspicion, follow-up and return to duty urine and hair follicle and breath alcohol testing, the firm offers the following services: nationwide criminal background checks, which includes Social Security Number verification; misdemeanor and felony convictions, as well as terrorist watch lists; credit bureau reports (only for those applying for financial positions); and motor vehicle reports.

Karen also offers up her HR expertise to clients who need it.

“Having an HR background has been helpful,” she said. “I’m able to help small businesses that don’t have an HR person on staff. I can help with things such as disciplinary action, termination proceedings after a positive drug test result and unemployment hearings. I don’t charge my clients any extra money for a quick phone call with a question or two.”

Advanced Drug and Alcohol Testing works with a wide variety of businesses, including Syracuse Builders Exchange

members Hayner Hoyt, Vitale Robinson Companies and Clark Rigging, but any industry can take advantage of her services. Karen works with companies in manufacturing (JGB Enterprises and Sturges Manufacturing Company, Inc.), trucking (too numerous to name), bakeries (New York Bakery), convenience stores (Express Mart), power plants (Dynegy – Independence Station), staffing agencies, hotels (Red Mill Inn and The Gould Hotel), drug and alcohol counselors, home health care (Home Instead Sr. Care of Syracuse), property management (JGB Properties), landscaping businesses (Pro Scapes), environmental companies (Peak Environmental), bus companies, steel factories, car dealerships and many, many more.

“Any industry can do it,” Karen said. “With many companies, if they don’t have to do it, they won’t. They say, ‘If we start, we’ll lose half of our employees because they won’t pass.’ It doesn’t have to be the case. It becomes an education factor and I’ll be happy to walk any business through the process.”

In fact, several of the businesses Karen works with found that they attracted a better caliber of employee after they started drug testing.

“You get a better quality applicant with a drug-free workplace,” she said. “Before Express Mart started doing drug testing, they had tremendous turnover and a lot of theft. Since they started doing pre-employment and random drug testing, that’s declined dramatically, saving them a significant amount of money.”

But it’s about more than quality employees. Drug and alcohol testing helps provide a safer work site —and employees know it, too. Pro Scapes owner Rick Kier shared a recent conversation with a new employee with Karen in which the employee said he felt much safer due to the fact the company does pre-employment and random drug testing. The employee stated that at the previous company he worked for, some of the employees were drunk and/or high on the job and the company didn’t seem to care.

“This is one of the best examples I can give as to why companies do drug testing — safety,” Karen said.

Drug and alcohol testing can also lend itself to cost savings.

“If you have a drug-free workplace, you might be entitled to lower workers’ compensation rates because some workers’ compensation companies, offer discounts to drug-free workplaces.” This can save a business a tremendous amount of money — in most cases, they will save more than they would spend for drug testing.

Advanced Drug & Alcohol Testing, Inc. will go on-site to businesses for testing if needed. She tends to stay within an hour’s drive of Syracuse. She’ll go as far north as Watertown and as far east as Utica. But if you’re looking for testing outside of that range, Karen has that covered too.

“I have a network of other collection companies that can cover areas in Binghamton/Owego/Elmira, Rochester/Buffalo, Ithaca/Cortland,” she said. “This is good for companies that are spread out with multiple locations. I’ve even found collection locations outside New York for businesses bringing people here. I’ll find a way to get your testing done.”

Owning this business has certainly presented its share of challenges.

“The hours can be very long,” Karen said. “You get emergency calls during the day and in the middle of the night. You’re trying to plan your day, but something’s always going to throw it off, but I don’t mind. It keeps things interesting.”

Karen said she tries to be as flexible as possible to accommodate her clients.

“My core office hours are 8 a.m. to 5:30 p.m., but if someone needs testing done outside these hours, they will be accommodated, they just need to let me know. I’ve been at construction sites or concrete companies at 5:00 am and manufacturing companies at 11:00 pm. I’ll come in if that’s what they need,” she said. “If a tractor-trailer has an accident in the middle of the night or a warehouse worker is injured, my clients can call me to go out and do the drug and alcohol testing.”

Though it can be hard owning a small business, what Karen likes best about her operation is that it allows her a closeness to her clients.

“I know every one of my clients by name. They know can call my cell 24 hours a day — and they do,” she said. “Because I’m not as big as some of the other companies, I work one-on-one with all my clients. I know what their needs are.” Karen is able to keep it personal with her clients because of the business’ size.

“I’m not so big and cold that I’m herding people in and out,” she said. I talk to everyone I’m doing a collection with. I’m very friendly with everybody I work with and clients have told me how much they appreciate this.”

Although Karen is friendly with clients and takes the time to talk to them, that doesn’t mean others have to wait forever for their turn.

“I do my best to stagger all office appointments so that clients do not have to wait,” Karen said. “Most of the time, I

WOMEN IN CONSTRUCTION

have clients in and out of my office in 15 minutes. Just another way I try to keep my clients happy!”

Nor do clients necessarily have to come to her office on Morgan Road. Karen offers personalized services at her office or at a client’s office or field sight.

“With random testing, going to the client’s location allows employees to get back to work quicker. It saves production time,” she said. “I will even go on site for one or two people, I don’t require a minimum.”

Karen enjoys being a small business, but she’s also pleased to note that Advanced Drug and Alcohol Testing, Inc. has seen steady growth over the last 11 years.

“My business grew from working out of my home when I only did on-site testing, to a small office in the Village Mall on Vine Street in Liverpool with poor parking conditions to where we are now at 7589 Morgan Road, a convenient location with an off-street parking lot,” she said.

Karen would like to grow her business enough to hire some full-time staff, and perhaps bring in a doctor who can do physicals as required by the Department of Transportation. But she stressed she doesn’t want to lose that close connection with her clients. “Knowing my clients on a one on one basis is the most important aspect of my business.”

CONSTRUCTION CONTRACTOR 2015 WINTER ∙ 7

ver the past 11 years, Karen Shelp-Dunbar has been quietly building the company that has become

her life’s work, but she hasn’t always been in the business of drug and alcohol testing.

“I was the human resources director for various companies in the Binghamton area for 10-plus years,” said the Binghamton native. “Every company I worked for did drug testing. I sent people for their pre-employment drug screen. I knew the paperwork. I knew the process. I knew how it worked.”

At the last company Karen worked for, the owner planned to have his wife take over HR duties to save money. It looked like she was going to be out of a job.

“There was a retired New York State Trooper from Binghamton that did our drug testing and I worked with him pretty regularly — we were a 24-hour company in a bad part of town, and he did investigations for us when we needed him — and I told him, ‘I don’t know how much longer I’m going to be here,”’ she recalled. “He said, ‘Well, I’ll sell you a piece of my business.’ At the time, I was dating someone in Syracuse and he suggested starting my own business in this area. I started training to be a collector and ultimately bought into his business.”

So in 2004, Karen moved to the Syracuse area and opened Advanced Drug and Alcohol Testing, Inc. “I was terrified and excited at the same time,” she said. “I spent every dime I had moving and starting this business, working out of a basement apartment in Baldwinsville.”

The business, now located at 7589 Morgan Road in Liverpool, has thrived ever since.

Advanced Drug and Alcohol Testing offers more than its name would suggest. In addition to pre-employment, post-accident, random, reasonable suspicion, follow-up and return to duty urine and hair follicle and breath alcohol testing, the firm offers the following services: nationwide criminal background checks, which includes Social Security Number verification; misdemeanor and felony convictions, as well as terrorist watch lists; credit bureau reports (only for those applying for financial positions); and motor vehicle reports.

Karen also offers up her HR expertise to clients who need it.

“Having an HR background has been helpful,” she said. “I’m able to help small businesses that don’t have an HR person on staff. I can help with things such as disciplinary action, termination proceedings after a positive drug test result and unemployment hearings. I don’t charge my clients any extra money for a quick phone call with a question or two.”

Advanced Drug and Alcohol Testing works with a wide variety of businesses, including Syracuse Builders Exchange

members Hayner Hoyt, Vitale Robinson Companies and Clark Rigging, but any industry can take advantage of her services. Karen works with companies in manufacturing (JGB Enterprises and Sturges Manufacturing Company, Inc.), trucking (too numerous to name), bakeries (New York Bakery), convenience stores (Express Mart), power plants (Dynegy – Independence Station), staffing agencies, hotels (Red Mill Inn and The Gould Hotel), drug and alcohol counselors, home health care (Home Instead Sr. Care of Syracuse), property management (JGB Properties), landscaping businesses (Pro Scapes), environmental companies (Peak Environmental), bus companies, steel factories, car dealerships and many, many more.

“Any industry can do it,” Karen said. “With many companies, if they don’t have to do it, they won’t. They say, ‘If we start, we’ll lose half of our employees because they won’t pass.’ It doesn’t have to be the case. It becomes an education factor and I’ll be happy to walk any business through the process.”

In fact, several of the businesses Karen works with found that they attracted a better caliber of employee after they started drug testing.

“You get a better quality applicant with a drug-free workplace,” she said. “Before Express Mart started doing drug testing, they had tremendous turnover and a lot of theft. Since they started doing pre-employment and random drug testing, that’s declined dramatically, saving them a significant amount of money.”

But it’s about more than quality employees. Drug and alcohol testing helps provide a safer work site —and employees know it, too. Pro Scapes owner Rick Kier shared a recent conversation with a new employee with Karen in which the employee said he felt much safer due to the fact the company does pre-employment and random drug testing. The employee stated that at the previous company he worked for, some of the employees were drunk and/or high on the job and the company didn’t seem to care.

“This is one of the best examples I can give as to why companies do drug testing — safety,” Karen said.

Drug and alcohol testing can also lend itself to cost savings.

“If you have a drug-free workplace, you might be entitled to lower workers’ compensation rates because some workers’ compensation companies, offer discounts to drug-free workplaces.” This can save a business a tremendous amount of money — in most cases, they will save more than they would spend for drug testing.

Advanced Drug & Alcohol Testing, Inc. will go on-site to businesses for testing if needed. She tends to stay within an hour’s drive of Syracuse. She’ll go as far north as Watertown and as far east as Utica. But if you’re looking for testing outside of that range, Karen has that covered too.

“I have a network of other collection companies that can cover areas in Binghamton/Owego/Elmira, Rochester/Buffalo, Ithaca/Cortland,” she said. “This is good for companies that are spread out with multiple locations. I’ve even found collection locations outside New York for businesses bringing people here. I’ll find a way to get your testing done.”

Owning this business has certainly presented its share of challenges.

“The hours can be very long,” Karen said. “You get emergency calls during the day and in the middle of the night. You’re trying to plan your day, but something’s always going to throw it off, but I don’t mind. It keeps things interesting.”

Karen said she tries to be as flexible as possible to accommodate her clients.

“My core office hours are 8 a.m. to 5:30 p.m., but if someone needs testing done outside these hours, they will be accommodated, they just need to let me know. I’ve been at construction sites or concrete companies at 5:00 am and manufacturing companies at 11:00 pm. I’ll come in if that’s what they need,” she said. “If a tractor-trailer has an accident in the middle of the night or a warehouse worker is injured, my clients can call me to go out and do the drug and alcohol testing.”

Though it can be hard owning a small business, what Karen likes best about her operation is that it allows her a closeness to her clients.

“I know every one of my clients by name. They know can call my cell 24 hours a day — and they do,” she said. “Because I’m not as big as some of the other companies, I work one-on-one with all my clients. I know what their needs are.” Karen is able to keep it personal with her clients because of the business’ size.

“I’m not so big and cold that I’m herding people in and out,” she said. I talk to everyone I’m doing a collection with. I’m very friendly with everybody I work with and clients have told me how much they appreciate this.”

Although Karen is friendly with clients and takes the time to talk to them, that doesn’t mean others have to wait forever for their turn.

“I do my best to stagger all office appointments so that clients do not have to wait,” Karen said. “Most of the time, I

have clients in and out of my office in 15 minutes. Just another way I try to keep my clients happy!”

Nor do clients necessarily have to come to her office on Morgan Road. Karen offers personalized services at her office or at a client’s office or field sight.

“With random testing, going to the client’s location allows employees to get back to work quicker. It saves production time,” she said. “I will even go on site for one or two people, I don’t require a minimum.”

Karen enjoys being a small business, but she’s also pleased to note that Advanced Drug and Alcohol Testing, Inc. has seen steady growth over the last 11 years.

“My business grew from working out of my home when I only did on-site testing, to a small office in the Village Mall on Vine Street in Liverpool with poor parking conditions to where we are now at 7589 Morgan Road, a convenient location with an off-street parking lot,” she said.

Karen would like to grow her business enough to hire some full-time staff, and perhaps bring in a doctor who can do physicals as required by the Department of Transportation. But she stressed she doesn’t want to lose that close connection with her clients. “Knowing my clients on a one on one basis is the most important aspect of my business.”

Winter Storms and Employee SafetySusan Geier Fahmy, CSP, Vice President,

Director of Safety & Health Services, Lovell Safety Management

Within the next few months we will be faced with the threat of severe winter storms hitting the New York area. We at Lovell Safety Management Co., LLC saw an increase in the number of employee injuries due to last year’s severe winter weather. Now is the perfect time to spend a few minutes with your employees discussing their safety during these storms. Winter storms create a variety of hazards and can have lingering impacts on everyday tasks and work activities.

Learning about how to prepare for a winter storm and avoid hazards when they occur will help keep you safe during the winter season.

Frostbite and Hypothermia

Frostbite is a severe reaction to cold exposure that causes freezing in the deep layers of skin and tissue. Frostbite can cause permanent damage. It is recognizable by a loss of feeling and a waxy-white or pale appearance in fingers, toes, nose, or ear lobes.

Hypothermia occurs when the body temperature drops to less than 95°F. Symptoms of hypothermia include uncontrollable shivering, slow speech, memory lapses, frequent stumbling, drowsiness, and exhaustion.

To avoid frostbite and hypothermia, take frequent breaks and drink plenty of fluids (avoiding ones with caffeine or alcohol).

Dressing Properly for the Cold

Wear at least three layers of loose fitting clothing. Layering provides better insulation.

o An inner layer of wool, silk or synthetic material to keep moisture away from the body.

o A middle layer of wool or synthetic to provide insulation even when wet.

o An outer wind and rain protection layer that allows some ventilation to prevent overheating.

Use a knit mask to cover your face and mouth. A hat that covers your ears will help keep your whole body warmer. Also, insulated and water proof boots and gloves.

Walking Safely on Snow and Ice

Whenever possible, clear walking surfaces of snow and ice, and use salt or its’ equivalent. In addition, the following precautions will help reduce the likelihood of any injuries:

o A pair of well-insulated boots with good rubber treads is a must for walking during or after a winter storm.

o Take short steps and walk at a slower pace so you can react quickly to a change in traction.

o Be on the lookout for vehicles that may have lost traction and are slipping

toward you. Be aware that approaching vehicles may not be able to stop at crosswalks or traffic signals.

o At night, wear bright clothing or reflective gear, as dark clothing will make it difficult for motorists to see you.

Shoveling Snow

Shoveling snow can be a strenuous activity and can create the potential for exhaustion, dehydration, back injuries, or heart attacks. Wearing the proper footwear, adequate layers of clothing, and sunglasses (during the day) is a must.

Workers should warm up, scoop small amounts of snow at a time, push the snow instead of lifting where possible, and use the proper form if lifting is necessary. Use power blowers whenever possible.

Stranded in a Vehicle During a Winter Storm

Stay in the vehicle. You may become disoriented and lost in blowing and drifting snow. Display a trouble sign by hanging a brightly colored cloth on the radio antenna and raising the hood.

Turn on the vehicle's engine for about 10 minutes each hour and run the heat to keep warm. Beware of carbon monoxide poisoning. Keep the exhaust pipe clear of snow, and open a downwind window slightly for ventilation.

Watch for signs of frostbite and

8 ∙ WINTER 2015 CONSTRUCTION CONTRACTOR CONSTRUCTION CONTRACTOR 2015 WINTER ∙

hypothermia. Do minor exercises to keep up circulation. Use newspapers, maps, and even the removable car mats for added insulation until help arrives.

Work Zone Traffic Safety

Workers being struck by vehicles or mobile equipment lead to many work zone fatalities or injuries annually. Drivers may skid, or lose control of their vehicles more easily when driving on snow and/or ice covered roads. It is therefore, important to properly set up work zones with the traffic controls identified by signs, cones, barrels, and barriers, to protect workers. Workers exposed to vehicular traffic should wear the appropriate high visibility vest at all times, so they can be visible to motorists

Removal of Downed Trees

Clearing downed trees is a critical job during a winter storm. When winter storms occur, downed trees can block public roads and damage power lines. Emergency crews are often sent out to clear downed trees during a winter storm. Potential hazards include:

o Electrocution by contacting downed energized lines or contacting broken tree limbs in contact with fallen lines.

o Falls from trees.

o Being struck or crushed by falling tree limbs or ice.

o Being injured by equipment such as chain saws and chippers.

Workers using chainsaws and chippers should wear proper protective equipment. Only appropriate power equipment built to be used outdoors and in wet conditions should be used. It is important all equipment is well maintained and functioning correctly in order for use. In addition, all equipment should have proper guarding, working controls, and other safety features as installed by the manufacturer.

Clearing Snow from Roofs and Working at Heights

There have been16 fatalities in the past 10 years due to employees clearing snow from roofs. Following a winter storm, workers should employ standard protections when working at heights and should be aware of the potential for unexpected hazards due to the weather. Employers should provide and ensure

the use of fall protection and provide and maintain ladders. In addition, workers should use caution around surfaces that have been weighed down by snow, as they may collapse.

Company owners, supervisors and employees all play a key role in preventing employee injuries. Owners are responsible for providing a safe and healthy workplace, the needed tools, protective equipment and training. Supervisors must be empowered to discipline employees for at risk behavior and employees must do their job safely.

We all need to take responsibility for safety and the prevention of work site injuries. Safety, especially during winter storms, must be an integral part of the way we work. That is the only way to create a truly safe and healthy workplace.

For further information on winter storm safety please visit:

https://www.osha.gov/dts/weather/winter_weather/index.html

Susan Geier Fahmy, CSP, is Vice President, Director of Safety & Health Services at Lovell Safety Management Co., LLC. For more information on this topic and other related safety precautions you may contact Lovell Safety Management at 1-800-5-LOVELL or visit online at www.LovellSafety.com.


Barbara McQueeney: Allied Electric Co.Relationships Built the Foundation for a Long-Established BusinessBy Molly English-Bowers


eing a long-established business in Syracuse helps Allied Electric remain a long-established

business. With 40 years of electrical contracting in industrial and commercial construction projects, the firm has retained most of its customer base. A big reason for that is the way Allied operates.

"About 95 percent of the work we do is with established customers that we have relationships with," said Barbara McQueeney, president of the company, "and those take a very long time to cultivate."

That is especially difficult to do in Syracuse, she said, because many electrical contractors call Central New York home. "There is a good deal of competition in Syracuse," she said. "There are other established contractors, so it's always the same struggle and you have to hope you have pleased your customers enough that they keep coming back to you. That's what we strive for."

Allied Electric began as a home-based business 40 years ago in the Penny family's Clay house. "This business was started by my father, Bruce Penny, in 1975," McQueeney said. "We just celebrated our 40th anniversary in August. When Allied started, it was

just my father. We gradually grew and developed into the company we are today."

That company installs electrical systems at new and renovated commercial and industrial projects throughout Central New York. Allied enjoys repeat clients mainly in the institutional, commercial and university sectors. Currently, the company is installing electrical systems at the Upstate Cord Blood Bank at Community General Hospital, Syracuse University's David B. Falk College of Sport and Human Dynamics and the computer server rooms at Upstate's Institute of Human Performance.

Forced to Move

Allied Electric's location at 101 Graphic Drive, off Ridings Road, is fairly new to the company. After 29 years holding forth on Pond Street on Syracuse's North Side, the company experienced a devastating fire.

"After the fire," McQueeney said, "we decided to purchase another building and, as difficult as that was to go through, it was better for the company. The fire forced us into a move we probably never would have made otherwise.”

Allied's current workforce numbers an average of 30 to 35 union electricians--all are members of the International Brotherhood of Electrical Workers Local 43--and seven support staff who work in the office. Her two brothers, Michael Penny and Jeffrey Penny, work in the office along with their mother, Joyce Penny. Bruce Penny semi-retired in 2010, which is when McQueeney became company president.

"I came to work here right out of high school, moved to New Jersey for a short period of time and came back permanently in 1990," said McQueeney, who has now worked for Allied for 27 years. "I started in the office being trained in clerical work, and gradually learned each department including training for estimating. There is virtually no area of the company I have not worked in. Now here we are."

When her father decided to move toward retirement, McQueeney felt ready to jump right in. "The transition was virtually seamless," she said. "There weren't many more roles that I had to play or learn, it just all made sense when it came to the decision."

Another 2010 landmark occurred when McQueeney obtained her City of Syracuse Master Electrical License. "I was the first and still only woman in Syracuse to achieve this," she said. “I obtained my

Utica Master License this year too, and am the only woman there also."

Also in 2010, Allied Electric was placed on New York State's Woman Owned Business Enterprise (WBE) list, defined as those with a least 51 percent ownership, operation and control by women. It is a project overseen by Empire State Development's Division of Minority and Women's Business Development.

"Being on the list is an acknowledgment that you're a woman-owned business," McQueeney said. "Women-and minority-owned businesses have been at the forefront of conversations the last few years, especially with the state trying to encourage more participation by women and minorities."

Not only has that brought recognition to the company and its president, but it also has attracted attention from those who need an electrical contractor. "As the program intended, becoming a WBE and the goals that the state is requiring contractors to meet has opened us up to relationships and opportunities we didn't necessarily have in the past," she said. "Recently, contractors or owners that normally would not have contacted us did so and asked us to bid jobs."

eing a long-established business in Syracuse helps Allied Electric remain a long-established

business. With 40 years of electrical contracting in industrial and commercial construction projects, the firm has retained most of its customer base. A big reason for that is the way Allied operates.

"About 95 percent of the work we do is with established customers that we have relationships with," said Barbara McQueeney, president of the company, "and those take a very long time to cultivate."

That is especially difficult to do in Syracuse, she said, because many electrical contractors call Central New York home. "There is a good deal of competition in Syracuse," she said. "There are other established contractors, so it's always the same struggle and you have to hope you have pleased your customers enough that they keep coming back to you. That's what we strive for."

Allied Electric began as a home-based business 40 years ago in the Penny family's Clay house. "This business was started by my father, Bruce Penny, in 1975," McQueeney said. "We just celebrated our 40th anniversary in August. When Allied started, it was

just my father. We gradually grew and developed into the company we are today."

That company installs electrical systems at new and renovated commercial and industrial projects throughout Central New York. Allied enjoys repeat clients mainly in the institutional, commercial and university sectors. Currently, the company is installing electrical systems at the Upstate Cord Blood Bank at Community General Hospital, Syracuse University's David B. Falk College of Sport and Human Dynamics and the computer server rooms at Upstate's Institute of Human Performance.

Forced to Move

Allied Electric's location at 101 Graphic Drive, off Ridings Road, is fairly new to the company. After 29 years holding forth on Pond Street on Syracuse's North Side, the company experienced a devastating fire.

"After the fire," McQueeney said, "we decided to purchase another building and, as difficult as that was to go through, it was better for the company. The fire forced us into a move we probably never would have made otherwise.”


Allied's current workforce numbers an average of 30 to 35 union electricians--all are members of the International Brotherhood of Electrical Workers Local 43--and seven support staff who work in the office. Her two brothers, Michael Penny and Jeffrey Penny, work in the office along with their mother, Joyce Penny. Bruce Penny semi-retired in 2010, which is when McQueeney became company president.

"I came to work here right out of high school, moved to New Jersey for a short period of time and came back permanently in 1990," said McQueeney, who has now worked for Allied for 27 years. "I started in the office being trained in clerical work, and gradually learned each department including training for estimating. There is virtually no area of the company I have not worked in. Now here we are."

When her father decided to move toward retirement, McQueeney felt ready to jump right in. "The transition was virtually seamless," she said. "There weren't many more roles that I had to play or learn, it just all made sense when it came to the decision."

Another 2010 landmark occurred when McQueeney obtained her City of Syracuse Master Electrical License. "I was the first and still only woman in Syracuse to achieve this," she said. “I obtained my

Utica Master License this year too, and am the only woman there also."

Also in 2010, Allied Electric was placed on New York State's Woman Owned Business Enterprise (WBE) list, defined as those with at least 51 percent ownership, operation and control by women. It is a project overseen by Empire State Development's Division of Minority and Women's Business Development.

"Being on the list is an acknowledgment that you're a woman-owned business," McQueeney said. "Women-and minority-owned businesses have been at the forefront of conversations the last few years, especially with the state trying to encourage more participation by women and minorities."

Not only has that brought recognition to the company and its president, but it also has attracted attention from those who need an electrical contractor. "As the program intended, becoming a WBE and the goals that the state is requiring contractors to meet has opened us up to relationships and opportunities we didn't necessarily have in the past," she said. "Recently, contractors or owners that normally would not have contacted us did so and asked us to bid jobs."

SUNY Upstate IHP

Syracuse University Practice Facility

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125 E. Broad St. Greenville, SC 29601P: 864.271.0500 | F: 864.235.5941

622 Third Ave, New York, NY 10017P: 212.905.7000 | F: 212.370.0781

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B:11”Join the largest, most reliable 4G LTE network and get:• Mobile tools such as remote time cards and vehicle tracking

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Your business deserves the best network.

Contact Marlayna Catanzarite at 315.679.3183 or [email protected].

Coverage maps at vzw.com. See verizonwireless.com/bestnetwork for details. © 2015 Verizon Wireless. I7425


Giarrosso Sheetmetal: Offering the Best in Architectural MetalBy Tami Scott

rchitectural metal is in high demand at Syracuse-based Giarrosso Sheetmetal, Inc. In fact, it's the most

sought-after product the company provides, says Metal Shop Manager Paul Wealder.

Giarrosso Sheetmetal, which traces its history to 1888, was purchased in 2006 by roofing specialist Shaffer Building Services. Owners, brothers Andrew and Patrick Shaffer, are proud of their acquisition. The purchase allowed Shaffer to expand its services to include custom sheetmetal products, becoming a primary resource for both local and regional commercial and residential roofing companies.

Its two-century presence in Central New York is impressive, but its remarkable reputation is the driver of its success. Giarrosso maintains its position through second-to-none customer service and expert, experienced team members. When possible, it even entertains walk-ins.

"We're very professional and we have a very quick turnaround," says Shaffer's General Manager Bob Riley. "If a customer needs something or if it's something pressing for them, we would jump on it."

Giarrosso uses major manufacturer's metals, including copper, stainless steel, aluminum, galvanized steel and painted stocks that have 30-year warranties on the paint finish. Standard and hammered finishes include TPO coated galvanized steel, PVC coated galvanized steel and fiberglass insulated duct.

"We can make [the metals] into almost any shape you want," says Shaffer, adding the company also specializes in ornamental copper roofing. In fact, Wealder completed two smaller copper projects on local residential homes this year.

"You put on a copper roof and the craftsmanship is there," Wealder says.

"You get 100 to 150 years out of the roof," as opposed to a PVC roof that provides at best a 30-year warranty. Other benefits to using copper, outside of durability, include its curb appeal, lightweight and efficiency. Copper is an attractive material that typically increases a business or home's resale value. The lightweight material puts less stress on internal structures, which is especially important during heavy snowfalls. Because it reflects heat, copper, like other metal roofing, is energy efficient.

"We do a lot of custom copper work and custom sheetmetal in general," Shaffer says. Giarrosso

custom makes and installs specialty designs and fabrications, and is fully skilled in turning ideas into reality.

Metals and Ductwork

Giarrosso provides commercial and residential metals for a diverse set of roofing components and techniques, including standing seam, all types of coping, gravel stops, rake metal, hip and ridge flashings, drip edge, chimney flashing, chimney caps, gutter and down spouts, scuppers, edge perimeter metal, pitch pockets, ice belt gutters, ice shields, historical recreations and roofing related fabrications.

The corporation also provides fabrication of all HVAC ductwork and accessories. Residential products include furnace plenums, cold air boots, flexible connectors, register

boxes, drive and S-cleats, duct transitions and draw bands. Commercial products include rectangular duct and fittings, 26-20 gauge galvanized sheets, copper aluminum and coated metal products.

The Giarrosso Team

"Most of our crew has been here for years. We have very little turnaround," Riley says. "These guys (referring to Andrew and Patrick Shaffer) take care of their employees. It really is a family run business."

Riley added that each employee is OSHA-certified. "Safety is priority. Before we even start a job, we set up our safety equipment," confirmed Andrew Shaffer.

Riley, who has a corporate background, described his transition to a small

family-run operation as an adjustment. The corporate world is black and white; Giarrosso Sheetmetal, Inc. has color: "It's not so cut and dry," he says. Policies and procedures are necessary, he went on to explain, but so is acknowledging the life force that embodies that enterprise.

With that understanding, the relationship between management and staff is superior at Giarrosso, and because the Shaffer brothers uphold a professional foundation based on the value of tradition, customer service, integrity and teamwork, the result is respect, loyalty and longevity among their employees and clients.

Sedgwick Office Interiors

Continued on page 28

Deb Finch: Dannible & McKee, LLPPlanning for the FutureBy Molly English-Bowers



uch like preparing a last will and testament for a family, succession planning or

ownership transition for a business is rarely at the top of someone's to-do list. It's simply human nature to procrastinate, despite the necessity of the task.

Planning for who will take over a business after the retirement of the owner must be done before the retirement for many reasons, not just tax considerations. In addition, and no one likes to think of this, it's best to have a plan in place should the owner die before he or she had planned on handing over the business.

Deb Finch is a certified public accountant and partner at Dannible & McKee, 221 S. Warren St., Syracuse. The firm has been providing audit, tax, accounting and financial management consulting services to clients nationwide since 1978. Finch specializes in succession planning and ownership transition.

“None of us likes to take the time to draft a will or to contemplate turning over the reins of a business, especially if you are a founding owner,” Finch said. “I think it's the hardest part; not the number, or what is the value of the company, but the decision of who you should sell to. When? How much? Some of the psychological pieces of relinquishing control and starting to phase out of a business someone has built, it's the primary reason people delay.”

But, frankly, a business owner should be thinking about it all along. “Having a succession plan in place for any of the unforeseen circumstances that can happen is an important part of running

a business,” she said. “It's vital that an owner have a document in place, how will the business be valued, who can purchase it or who they might identify internally that can step in and continue the business.”

The first step for her is placing a dollar value on the business. “It's difficult to decide how best to transition ownership without knowing what the business is worth,” she said.

There are two ways to transfer a business--either to an outside entity or internally to a family member or existing, trusted employee. “If a business owner is looking to sell to someone inside, it takes time to develop that next generation to assume control, time to transition the dollars involved,” Finch said. “In order to structure it in a way that maximizes value to the person selling, makes it affordable to the person buying, and minimizes taxes takes lead time. ”

An internal sale isn't any easier than a merger and acquisition, either. “The time frame for a sale depends on the business and where the seller is in identifying and developing the next generation,” Finch said. “It's not as simple as handing over the keys. The person the business owner has in mind needs to have the skills to grow the business and manage the business. The next generation needs to first be identified then mentored.”

It's important to keep in mind, moreover, that a business sale or transition can't be completed overnight. “It's really a multi-phase process,” Finch said. “And it's important to start early, five to 10 years out, and 10 is better. You need time to get everything done. Trying to sell an entire company in three or four years to internal buyers is extremely difficult and you're more limited to what you can implement versus selling to an external buyer.”

Furthermore, she said, an owner has to understand that some of the cash will keep coming in after they've relinquished ownership. “Salary replacement for them in the early years of their retirement is key,” she said.

Because the situation is rife with tax implications, long-term owner issues and sometimes family dynamics, the accountant handling such a transition must be part money-minder and part psychologist. If an owner is hesitant to sell, that will become evident pretty quickly.

“There is a lot of psychology involved, certainly,” Finch said. “We may put together a draft model for a business owner, but hesitation will

rise to the surface pretty early if control and losing that too quickly are an issue for the owner,” Finch said. “Then for us, it's just a matter of adjusting the model.”

Relinquishing control can be difficult for a person who built a successful business from the ground-up, often sacrificing family time and finances along the way. “For some, control is more important than for others,” Finch said. “It becomes very evident in the conversations we have with them—they'll tell us pretty quickly if they’re uncomfortable giving up control.”

“Some people want to avoid taxes at all costs, and for some it's about the risk of selling to an existing employee. The risk of not just selling the business to an outside buyer and merely getting cash on the barrel may outweigh things like the legacy issue, wanting the business to continue the way they built it.”

The issue may not be control, but rather recognition by the business owner of what's at stake. “Sometimes a client will push back when they realize the magnitude of what they're really talking about,” Finch said. “Usually it's just a matter of, 'Let's find a solution to the points that matter to you.' Putting a value on a person's business. . . there's an emotional piece to that. Most times people are pleasantly surprised by what we come up with, but occasionally they're not.

“Ideally, you want to have the funds to buy out the selling generation to come from operating expenses,” Finch said.

Construction companies are different Selling a construction company has its own set of protocols. “From a construction perspective, it's similar to any project-based industry,” Finch said, “but different from valuing a manufacturing entity or a retail entity, in terms of how capitalized they are, the goodwill the business has built up. A construction firm is highly driven by the

services it provides as opposed to the product.”

Furthermore, the ever-changing tax laws are different for a construction business, and it's the accountant's job to inform owners of the tax situation. “We give our clients pointers throughout the year to be more profitable and pay less in taxes in the end,” Finch said.

As part of marketing the firm nationally, Finch often speaks at conferences about how Dannible & McKee can assist the transition process. “I recently spoke at the American Institute of Architects conference in Saratoga,” she said. “This year I happened to be one of the teachers but there are others in our organization that speak at conferences. We teach a course on valuing that's specific to architects and engineers, and it would also apply to a construction contractor.”

Finch, who grew up in Chittenango and graduated from Le Moyne College, has found her niche as an accountant in ownership transition and succession planning. “I like the tax side, there is so much to know and learn and it's always changing,” she said. “That continuous learning, I enjoy that.”

“But I also enjoy the creativity you have to deploy and bring to each unique

ownership transition situation. How can we structure this transaction, sale, whatever it might be facing the business owner to get the best result for them? Sometimes you have to be creative to get to that desired end and pull different tricks out of your hat for different situations. Both are challenging and interesting.”

One of the greatest challenges came with the economic downturn of 2008. But now that the economy is improving, businesses are again ready to consider being sold. “There was a delay during the recession with people wanting to back away because values were down,” she said. “There was a general hesitation to walk away. Now there is a ton of activity as far as needing to value a business and develop a plan.”

No matter what the economy brings, however, a business owner has to prepare for the inevitable transfer of ownership. “It's all about getting to a place where you've got the right answer and everyone is comfortable,” Finch said. “All the agreements and all the models don't matter; people will walk away if it's not the right deal. It's important to listen to the client and what really matters to them.”


uch like preparing a last will and testament for a family, succession planning or

ownership transition for a business is rarely at the top of someone's to-do list. It's simply human nature to procrastinate, despite the necessity of the task.

Planning for who will take over a business after the retirement of the owner must be done before the retirement for many reasons, not just tax considerations. In addition, and no one likes to think of this, it's best to have a plan in place should the owner die before he or she had planned on handing over the business.

Deb Finch is a certified public accountant and partner at Dannible & McKee, 221 S. Warren St., Syracuse. The firm has been providing audit, tax, accounting and financial management consulting services to clients nationwide since 1978. Finch specializes in succession planning and ownership transition.

“None of us likes to take the time to draft a will or to contemplate turning over the reins of a business, especially if you are a founding owner,” Finch said. “I think it's the hardest part; not the number, or what is the value of the company, but the decision of who you should sell to. When? How much? Some of the psychological pieces of relinquishing control and starting to phase out of a business someone has built, it's the primary reason people delay.”

But, frankly, a business owner should be thinking about it all along. “Having a succession plan in place for any of the unforeseen circumstances that can happen is an important part of running

a business,” she said. “It's vital that an owner have a document in place, how will the business be valued, who can purchase it or who they might identify internally that can step in and continue the business.”

The first step for her is placing a dollar value on the business. “It's difficult to decide how best to transition ownership without knowing what the business is worth,” she said.

There are two ways to transfer a business--either to an outside entity or internally to a family member or existing, trusted employee. “If a business owner is looking to sell to someone inside, it takes time to develop that next generation to assume control, time to transition the dollars involved,” Finch said. “In order to structure it in a way that maximizes value to the person selling, makes it affordable to the person buying, and minimizes taxes takes lead time. ”

An internal sale isn't any easier than a merger and acquisition, either. “The time frame for a sale depends on the business and where the seller is in identifying and developing the next generation,” Finch said. “It's not as simple as handing over the keys. The person the business owner has in mind needs to have the skills to grow the business and manage the business. The next generation needs to first be identified then mentored.”

It's important to keep in mind, moreover, that a business sale or transition can't be completed overnight. “It's really a multi-phase process,” Finch said. “And it's important to start early, five to 10 years out, and 10 is better. You need time to get everything done. Trying to sell an entire company in three or four years to internal buyers is extremely difficult and you're more limited to what you can implement versus selling to an external buyer.”

Furthermore, she said, an owner has to understand that some of the cash will keep coming in after they've relinquished ownership. “Salary replacement for them in the early years of their retirement is key,” she said.

Because the situation is rife with tax implications, long-term owner issues and sometimes family dynamics, the accountant handling such a transition must be part money-minder and part psychologist. If an owner is hesitant to sell, that will become evident pretty quickly.

“There is a lot of psychology involved, certainly,” Finch said. “We may put together a draft model for a business owner, but hesitation will

rise to the surface pretty early if control and losing that too quickly are an issue for the owner,” Finch said. “Then for us, it's just a matter of adjusting the model.”

Relinquishing control can be difficult for a person who built a successful business from the ground-up, often sacrificing family time and finances along the way. “For some, control is more important than for others,” Finch said. “It becomes very evident in the conversations we have with them—they'll tell us pretty quickly if they’re uncomfortable giving up control.”

“Some people want to avoid taxes at all costs, and for some it's about the risk of selling to an existing employee. The risk of not just selling the business to an outside buyer and merely getting cash on the barrel may outweigh things like the legacy issue, wanting the business to continue the way they built it.”

The issue may not be control, but rather recognition by the business owner of what's at stake. “Sometimes a client will push back when they realize the magnitude of what they're really talking about,” Finch said. “Usually it's just a matter of, 'Let's find a solution to the points that matter to you.' Putting a value on a person's business. . . there's an emotional piece to that. Most times people are pleasantly surprised by what we come up with, but occasionally they're not.

“Ideally, you want to have the funds to buy out the selling generation to come from operating expenses,” Finch said.

Construction companies are different Selling a construction company has its own set of protocols. “From a construction perspective, it's similar to any project-based industry,” Finch said, “but different from valuing a manufacturing entity or a retail entity, in terms of how capitalized they are, the goodwill the business has built up. A construction firm is highly driven by the

services it provides as opposed to the product.”

Furthermore, the ever-changing tax laws are different for a construction business, and it's the accountant's job to inform owners of the tax situation. “We give our clients pointers throughout the year to be more profitable and pay less in taxes in the end,” Finch said.

As part of marketing the firm nationally, Finch often speaks at conferences about how Dannible & McKee can assist the transition process. “I recently spoke at the American Institute of Architects conference in Saratoga,” she said. “This year I happened to be one of the teachers but there are others in our organization that speak at conferences. We teach a course on valuing that's specific to architects and engineers, and it would also apply to a construction contractor.”

Finch, who grew up in Chittenango and graduated from Le Moyne College, has found her niche as an accountant in ownership transition and succession planning. “I like the tax side, there is so much to know and learn and it's always changing,” she said. “That continuous learning, I enjoy that.”

“But I also enjoy the creativity you have to deploy and bring to each unique

ownership transition situation. How can we structure this transaction, sale, whatever it might be facing the business owner to get the best result for them? Sometimes you have to be creative to get to that desired end and pull different tricks out of your hat for different situations. Both are challenging and interesting.”

One of the greatest challenges came with the economic downturn of 2008. But now that the economy is improving, businesses are again ready to consider being sold. “There was a delay during the recession with people wanting to back away because values were down,” she said. “There was a general hesitation to walk away. Now there is a ton of activity as far as needing to value a business and develop a plan.”

No matter what the economy brings, however, a business owner has to prepare for the inevitable transfer of ownership. “It's all about getting to a place where you've got the right answer and everyone is comfortable,” Finch said. “All the agreements and all the models don't matter; people will walk away if it's not the right deal. It's important to listen to the client and what really matters to them.”



ristine Putrelo has always had a strong work ethic.

“Growing up, I was always independent and a ‘hands-on’ learner, with a desire to be my own boss,” Putrelo said. “I worked three jobs in high school and learned to manage money very early.”

Putrelo, who parlayed that go-getter spirit into a career as president and CEO of Putrelo Building Enterprises, Inc., a Central New York-based commercial construction company established in 2006. Putrelo Building Enterprises (PBE) specializes in all aspects of commercial construction and acts as a specialty contractor for larger general contractors. The company is a Certified Steel Erector through AISC and holds a stellar track record for quality, service, safety and reliability.

And that track record can largely be attributed to Kris Putrelo herself, the daughter of a fencing contractor who learned early on the value of hard work and saving money.

“I grew up very proud of the hard work my father did, and I watched him navigate through some very trying financial times,” she said.

She also picked up a good deal of business acumen from a business teacher in high school, Mrs. Quinn.

“I took typing and shorthand and business classes from her. That was back when you learned how to type on a manual typewriter and take dictation — both are things of the past,” Putrelo recalled. “But the knowledge she imparted to me of the value of proper communication and acting professionally was very important and helped me to navigate through the difficult learning stage of understanding how buildings are actually built from conception

Kristine Putrelo: Putrelo Building Enterprises, Inc.Motivated, Determined, and ConfidentBY SARAH HALL

of building on a tradition of craftsmanship that withstands the test of time.

A Top Performer

PBE is a self-performing contractor, one of just a few in Central New York. Self-performing contractors employ their own skilled labor force to perform parts of the construction projects they take on, while most subcontract with other companies. Meanwhile, PBE uses its own labor force to do, for example, concrete work, steel erection and carpentry, which guarantees a higher standard of quality while eliminating scheduling problems and deadline issues and cutting costs.

“As a self-performing contractor, we hold a standard of craftsmanship built in place on each project,” Putrelo said. “We invest in supporting the best of a highly trained strong crew of union tradespeople and project managers who approach their work with professionalism with greater understanding of what it takes to build a project. Our people are highly qualified and responsive professionals that are proud of what they build. Our team approach has created tight-knit crews and good morale in the field, which has resulted in enhanced accountability, quality and productivity.”

PBE has brought that level of quality to a number of public works projects over the years, primarily for school districts like Utica, New Hartford, Whitesboro, Rome and others; state agencies like the New York State Office of General Services, the Dormitory Authority of the State of New York and the State University Construction Fund; colleges including Syracuse University, Hamilton College, SUNY Morrisville and

Herkimer Community College, among others; health facilities and hospitals, such as St. Luke’s Memorial, Little Falls Hospital and Guthrie Medical at Fort Drum, as well as others; and several correctional facilities, libraries, town buildings, fire halls, and PBE Construction has also completed work for General Electric and the Oneida Indian Nation's Turning Stone Resort and Casino Exit 33.

Of those projects, Putrelo said she’s most proud of three: the Bailey Hall renovation/addition at SUNY Morrisville, the Geneva Towers renovation at SUNY Upstate and the Turning Stone Resort and Casino addition.

“PBE was the general contractor on the SUNY Morrisville Bailey Hall project, which was a historical renovation/addition of an existing mixed‐use two‐story building having a total area of approximately 42,000 square feet,” Putrelo said. “The scope of work included full renovation of finished spaces, accessibility improvements, a new elevator, a new exterior egress stair, new cold-formed steel truss sloped roof structure covering the existing flat roof, support of new roof top HVAC systems, chases for duct distribution and two new entries with roof canopies.”

The Geneva Towers project, meanwhile, included a 21-story interior renovation with 40 one-bedroom units, 80 two-bedroom units and 19 four-bedroom suites, each with a kitchen, one or two bathrooms, a group study area and a lounge.

“The building received LEED certification at the Gold level,” Putrelo said.

At the Turning Stone, PBE completed demolition and structural steel

erection, plus construction of the Tin Rooster restaurant and the Gig Lounge inside the Exit 33 nightclub. All of those projects offered Putrelo the satisfaction of seeing the hard work of her labor force come to fruition.

“I love seeing the quality of the finished project and when we receive compliments on the workmanship we have provided to the owners,” Putrelo said. “The pride is evident from our labor force, and the skill and craftsmanship that comes from them is amazing! They have the old-fashioned values that we respect.”

The Challenges of Business Ownership

But the work is not without its challenges. Putrelo’s biggest struggle is one familiar to many statewide.

“Business ownership is a very difficult road, especially in New York state. It is not for the faint of heart,” she said. “I have experienced growing my business from nothing to a $12 to $15 million a year company — and the lows when the economy took a huge toll.”

When the bulk of your work comes from the state, that toll is particularly large.

“Getting paid by state agencies like SUCF, DASNY and OGS takes longer than your average project, and if you complete additional work, the processing takes forever for change orders particularly, when we subcontract to larger contractors,” she said.

Putrelo also pointed to the lack of focus on vocational education.

“The sad fact is too few students are being exposed or encouraged to consider construction careers and are not provided with the basic skills needed to prepare for such a career path,” she said. “We need increased funding for career and technical education. Our work force is aging and not enough young people are going into construction.”

Fortunately, more and more women are going into construction. Putrelo said she thinks there’s never been a better time to be a woman in construction as

traditional barriers fall, opening opportunities for women. That said; she has had her share of hardships.

“In the industry itself, I did not have a hard time, and never felt I had to prove myself,” Putrelo said. “I did experience difficulty in proving that my company deserved the designation of Woman Business Enterprise.”

Putrelo applied to the state Division of Minority and Women’s Business Development to be certified as a Women-owned Business Enterprise (WBE). According to the state, “a WBE is a business enterprise in which at least 51 percent is owned, operated and controlled by citizens or permanent resident aliens who are women.” She said the process was made more difficult by the fact that those she was applying to weren’t familiar with the internal workings of a commercial construction company.

“Just because I don't hold that trowel in my hand and lay that block in place doesn't mean I don't run my business,” she said. “Having the proper insurance and bonding and access to cash in order to run the business is paramount. The accountability and oversight is huge. I have a fantastic team of support from my accountants and agents that assist me, but I must be able to gauge cash flows and understand the profitability of projects and report on that.”

Putrelo was ultimately able to achieve WBE certification, which has helped her to continue to grow her business. She encourages other women in construction to take every opportunity available to them to do the same.

“Know your business and be committed,” Putrelo said. “You need to be motivated, determined and confident, as well as flexible and adaptable. Never stop trying to improve or take advantage of new technologies or opportunities. Have the constitution to follow through and realize there is always room for improvement.”

to completion of a finished product. For my part, the administration, communication and organizational skills helped contribute greatly to growing a business.”

And her education didn’t stop there. Putrelo married third-generation union carpenter Tony Putrelo, who worked for his family at Putrelo Construction.

“My husband taught me tons about the commercial construction business and carpentry, and I learned the value and benefit of the union apprenticeship and journeyman educational programs, that continue after graduation,” she said.

While raising their two sons, Putrelo continued learning more about the business. She took business classes at Mohawk Valley Community College while doing bookkeeping, managing contracts and insurances and taking care of the company’s business management, all while learning how to run the day-to-day operations of the company.

Now, Putrelo is the head of the multimillion-dollar operation, and her two boys are fourth-generation union carpenters working in the family business.

“My hope is for my boys to continue the vision of offering the highest commercial construction and being known for our quality, integrity and resourcefulness,” she said. “[I want to] leave an indelible legacy


ristine Putrelo has always had a strong work ethic.

“Growing up, I was always independent and a ‘hands-on’ learner, with a desire to be my own boss,” Putrelo said. “I worked three jobs in high school and learned to manage money very early.”

Putrelo, who parlayed that go-getter spirit into a career as president and CEO of Putrelo Building Enterprises, Inc., a Central New York-based commercial construction company established in 2006. Putrelo Building Enterprises (PBE) specializes in all aspects of commercial construction and acts as a specialty contractor for larger general contractors. The company is a Certified Steel Erector through AISC and holds a stellar track record for quality, service, safety and reliability.

And that track record can largely be attributed to Kris Putrelo herself, the daughter of a fencing contractor who learned early on the value of hard work and saving money.

“I grew up very proud of the hard work my father did, and I watched him navigate through some very trying financial times,” she said.

She also picked up a good deal of business acumen from a business teacher in high school, Mrs. Quinn.

“I took typing and shorthand and business classes from her. That was back when you learned how to type on a manual typewriter and take dictation — both are things of the past,” Putrelo recalled. “But the knowledge she imparted to me of the value of proper communication and acting professionally was very important and helped me to navigate through the difficult learning stage of understanding how buildings are actually built from conception

of building on a tradition of craftsmanship that withstands the test of time.

A Top Performer

PBE is a self-performing contractor, one of just a few in Central New York. Self-performing contractors employ their own skilled labor force to perform parts of the construction projects they take on, while most subcontract with other companies. Meanwhile, PBE uses its own labor force to do, for example, concrete work, steel erection and carpentry, which guarantees a higher standard of quality while eliminating scheduling problems and deadline issues and cutting costs.

“As a self-performing contractor, we hold a standard of craftsmanship built in place on each project,” Putrelo said. “We invest in supporting the best of a highly trained strong crew of union tradespeople and project managers who approach their work with professionalism with greater understanding of what it takes to build a project. Our people are highly qualified and responsive professionals that are proud of what they build. Our team approach has created tight-knit crews and good morale in the field, which has resulted in enhanced accountability, quality and productivity.”

PBE has brought that level of quality to a number of public works projects over the years, primarily for school districts like Utica, New Hartford, Whitesboro, Rome and others; state agencies like the New York State Office of General Services, the Dormitory Authority of the State of New York and the State University Construction Fund; colleges including Syracuse University, Hamilton College, SUNY Morrisville and

Herkimer Community College, among others; health facilities and hospitals, such as St. Luke’s Memorial, Little Falls Hospital and Guthrie Medical at Fort Drum, as well as others; and several correctional facilities, libraries, town buildings, fire halls, and PBE Construction has also completed work for General Electric and the Oneida Indian Nation's Turning Stone Resort and Casino Exit 33.

Of those projects, Putrelo said she’s most proud of three: the Bailey Hall renovation/addition at SUNY Morrisville, the Geneva Towers renovation at SUNY Upstate and the Turning Stone Resort and Casino addition.

“PBE was the general contractor on the SUNY Morrisville Bailey Hall project, which was a historical renovation/addition of an existing mixed‐use two‐story building having a total area of approximately 42,000 square feet,” Putrelo said. “The scope of work included full renovation of finished spaces, accessibility improvements, a new elevator, a new exterior egress stair, new cold-formed steel truss sloped roof structure covering the existing flat roof, support of new roof top HVAC systems, chases for duct distribution and two new entries with roof canopies.”

The Geneva Towers project, meanwhile, included a 21-story interior renovation with 40 one-bedroom units, 80 two-bedroom units and 19 four-bedroom suites, each with a kitchen, one or two bathrooms, a group study area and a lounge.

“The building received LEED certification at the Gold level,” Putrelo said.

At the Turning Stone, PBE completed demolition and structural steel

erection, plus construction of the Tin Rooster restaurant and the Gig Lounge inside the Exit 33 nightclub. All of those projects offered Putrelo the satisfaction of seeing the hard work of her labor force come to fruition.

“I love seeing the quality of the finished project and when we receive compliments on the workmanship we have provided to the owners,” Putrelo said. “The pride is evident from our labor force, and the skill and craftsmanship that comes from them is amazing! They have the old-fashioned values that we respect.”

The Challenges of Business Ownership

But the work is not without its challenges. Putrelo’s biggest struggle is one familiar to many statewide.

“Business ownership is a very difficult road, especially in New York state. It is not for the faint of heart,” she said. “I have experienced growing my business from nothing to a $12 to $15 million a year company — and the lows when the economy took a huge toll.”

When the bulk of your work comes from the state, that toll is particularly large.

“Getting paid by state agencies like SUCF, DASNY and OGS takes longer than your average project, and if you complete additional work, the processing takes forever for change orders particularly, when we subcontract to larger contractors,” she said.

Putrelo also pointed to the lack of focus on vocational education.

“The sad fact is too few students are being exposed or encouraged to consider construction careers and are not provided with the basic skills needed to prepare for such a career path,” she said. “We need increased funding for career and technical education. Our work force is aging and not enough young people are going into construction.”

Fortunately, more and more women are going into construction. Putrelo said she thinks there’s never been a better time to be a woman in construction as

traditional barriers fall, opening opportunities for women. That said; she has had her share of hardships.

“In the industry itself, I did not have a hard time, and never felt I had to prove myself,” Putrelo said. “I did experience difficulty in proving that my company deserved the designation of Woman Business Enterprise.”

Putrelo applied to the state Division of Minority and Women’s Business Development to be certified as a Women-owned Business Enterprise (WBE). According to the state, “a WBE is a business enterprise in which at least 51 percent is owned, operated and controlled by citizens or permanent resident aliens who are women.” She said the process was made more difficult by the fact that those she was applying to weren’t familiar with the internal workings of a commercial construction company.

“Just because I don't hold that trowel in my hand and lay that block in place doesn't mean I don't run my business,” she said. “Having the proper insurance and bonding and access to cash in order to run the business is paramount. The accountability and oversight is huge. I have a fantastic team of support from my accountants and agents that assist me, but I must be able to gauge cash flows and understand the profitability of projects and report on that.”

Putrelo was ultimately able to achieve WBE certification, which has helped her to continue to grow her business. She encourages other women in construction to take every opportunity available to them to do the same.

“Know your business and be committed,” Putrelo said. “You need to be motivated, determined and confident, as well as flexible and adaptable. Never stop trying to improve or take advantage of new technologies or opportunities. Have the constitution to follow through and realize there is always room for improvement.”

to completion of a finished product. For my part, the administration, communication and organizational skills helped contribute greatly to growing a business.”

And her education didn’t stop there. Putrelo married third-generation union carpenter Tony Putrelo, who worked for his family at Putrelo Construction.

“My husband taught me tons about the commercial construction business and carpentry, and I learned the value and benefit of the union apprenticeship and journeyman educational programs, that continue after graduation,” she said.

While raising their two sons, Putrelo continued learning more about the business. She took business classes at Mohawk Valley Community College while doing bookkeeping, managing contracts and insurances and taking care of the company’s business management, all while learning how to run the day-to-day operations of the company.

Now, Putrelo is the head of the multimillion-dollar operation, and her two boys are fourth-generation union carpenters working in the family business.

“My hope is for my boys to continue the vision of offering the highest commercial construction and being known for our quality, integrity and resourcefulness,” she said. “[I want to] leave an indelible legacy

The Tin Rooster at Turningstone

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2015

Greg Sampo

315-439-0721 [email protected]

∙ WINTER 2015 CONSTRUCTION CONTRACTOR

In New York, a business enterprise in which at least 51% is owned, operated and controlled by citizens or permanent resident aliens who are women may become certified by Empire State Development, Division of Minority and Women’s Business Development (DMWBD) as a Woman Business Enterprise (WBE) if they meet the following qualifications:

a) A business seeking WBE certification must be authorized to do business in NY State and independently owned, operated and controlled by women. b) The ownership must be real, substantial and continuing. The woman or women owners should be knowledgeable about the industry for which they are in business.

c) The woman or women owners must exercise the authority to independently control day-to-day business decisions.

d) Each woman owner upon whom certification is based, cannot have a personal net worth exceeding 3.5 million, not counting the value of their primary residence, ownership interest in the applicant firm and $500,000 of any qualified retirement savings plan.

e) The business enterprise must have no more than 300 full time equivalent employees.

f) The business enterprise must operate independently of other businesses.

g) The business must be an active business that has been in operation for at least one year.

Executive Law § 314.

Application for WBE certification is done online at esd.ny.gov. The easiest part is showing the actual percentage ownership of the business. If the business is a sole proprietorship it must be owned by a woman. If a partnership the business must demonstrate that women have 51% or greater share of the partnership. If the business is a corporation the corporation must have issued at least 51% of its authorized voting stock and all other stock to women shareholders. The woman owner must also show that their contribution to the business as demonstrated by contributions of money, property, equipment or expertise is proportionate to their equity interest in the business enterprise. See 5 N.Y.C.R.R. § 144.2

The harder part is showing that the ownership is real and substantial. To show control the business must show that the decisions pertaining to the operations of the business enterprise are made by the women claiming ownership of the business enterprise. The following will be considered in this regard: “(1) Women owners must have adequate managerial experience or technical competence in the business enterprise seeking certification; (2) Women owners must demonstrate working knowledge and ability needed to operate the business enterprise; (3) Women Owners must show that they devote time on an ongoing basis to the daily operation of the business enterprise.” 5 N.Y.C.R.R. §144.2(b).

The woman owner must show she controls the financials of the business enterprise and the management of the business enterprise. She can show this by demonstrating control of negotiations,

signature authority for payroll, leases, letters of credit, insurance bonds, banking services and contracts and other business transactions through production of relevant documents such as executed loan documents, executed rental agreements, bank signature cards, executed contracts, payroll, bid submittals, By-Laws, Articles of incorporation, supply agreements, loan agreements, credit agreements, etc. Articles of Incorporation, by-laws, partnership agreements, loan agreements and other agreements must permit the woman owner to make decisions regarding the business enterprise without restrictions. See 5 N.Y.C.R.R. § 144.2(b).

A woman claiming ownership of a business enterprise must also show she shares in the risks and profits of the business in proportion to her ownership interest. If the actual management of the business enterprise is contracted out to individuals other than the woman owner the woman must demonstrate they have the ultimate power to hire and fire these managers. The woman owner upon whom certification is based will also have to submit their personal tax returns as well as a personal net worth affidavit and an auto calculation net worth worksheet.

The application requires a substantial amount of documentation, requires personal financial information of the woman owner and can be time intensive. Therefore, a business enterprise needs to make sure it is worthwhile for them to become WBE certified before starting the process. Not every business will benefit from a WBE

Continued on page 27

Margery Lange Keskin: Statewide Aquastore, Inc.A Family Focused Businessby Molly English-Bowers



rom her children to her business, the concept of family looms large in the work ethic of

Margery Lange Keskin. She is the majority owner and president of Statewide Aquastore, Inc. She is also sole owner and president of J. Andrew Lange Inc., both founded by her father, and are based in East Syracuse.

“My dad, J. Andrew Lange, started the business in 1968," Keskin said while sitting in the company's comfortable and tastefully decorated conference room. "He was a manufacturer's rep for wastewater treatment equipment. In 1980 he got into storage tanks. I joined the business in 1985 and my husband came on board in 1989."

For a while the Keskins' daughter Melisa worked with her parents until she earned her master's degree and set out on her own. "She worked here part-time doing project management," Keskin said. Their son Justin recently came on board.

"So we are now in our third generation," Keskin said proudly.

If you've driven anywhere in upstate New York or into New England you likely have seen an Aquastore tank. The company furnishes and installs storage tanks for municipal and industrial applications, specializing in three different designs--ground water storage tanks, standpipes and composite elevated tanks (CET's). Statewide Aquastore builds tanks throughout New York State, New England and in four counties in Pennsylvania.

"The CET’s are the most diverse type of tank we construct," Keskin said. "They feature a concrete pedestal with the tank on top. We have installed a few of those in Jefferson County, and all across our geographic area mainly in smaller communities."

Aquastore tanks store potable water, wastewater, process water, fire suppression water and landfill leachate. Their construction features glass fused to steel panels held together with bolts. Silica glass coating creates a hard barrier for both inside and outside the tank, guarding against weather and corrosion.

"Over the years the product has been improved," said Keskin when asked if technology has affected the physical nature of the tanks. "The quality of the glass is better, the edges are better; they have evolved over time. When you do something for a long time, you get better as you do it."

Part of that improvement has to do with the Statewide Aquastore employees who build the tanks. "I'm proud to say we have a good number of long-term employees," Keskin noted. "We don't have much turnover. Even with the laborers--we've had guys retire with us."

In keeping with her family-focused model, Keskin has grown the workforce through personal referrals. "When an employee recommends a family member to me, I listen. We have fathers, sons, cousins, uncles, nephews. This really is a family-focused business."

Publicly Funded Projects

Most of Statewide Aquastore's work comes through the municipal bid process. "This business starts with developing a relationship with the design engineers in our areas," Keskin said. "They receive projects and we call on them with information on the storage tanks in our line of products. If it's a fit, our application is readied and the project goes out to bid with Statewide Aquastore as subcontractor or contractor; it depends on the type of work. We will be the prime contractor when it's our area of expertise.

"If we are awarded the bid, the tank is ordered according to the specifications that are designed by the engineer," she continued. "It takes six to eight weeks to get the panels shipped from the manufacturer in DeKalb, Ill. Then we send out our guys and they build the tank."

Statewide Aquastore employs 15 to 20 laborers and they go into the field as three or four crews, depending on need. "We can't spread ourselves too thin," Keskin said. "We make sure with our scheduling that that doesn't happen." While the economic downturn of 2008 affected nearly every American business sector, Keskin said Statewide Aquastore's installations remained steady.

"At least half of our business every year is public money," she said. "As long as people keep drinking and flushing, the infrastructure will have to be updated. We only do what we're told to do and we do it well. We build according to the plan documents, the project specifications.

Business does slow down in the coldest months, January and February, and some employees take a seasonal layoff. "When it gets well below freezing and snowy, like last February, we don't build anything. In fact, it took quite a while to get started in 2015 because of the weather," Keskin said.

However, Statewide Aquastore's inside staff of administrators and site supervisors work year-round. "The size of our workforce has grown steadily over the years, every time we have added a territory," Keskin said. "We are at about 35 employees now."

Over the past 35 years, the company has built more than 1,200 installations. Depending upon where the installation is located, the crew will either come home weekends or can do so at the end of every workday. "If the installation is in Central New York," Keskin said, "there is a possibility of

going home at night." There is a good deal of travel involved in this work and that sometimes deters a potential employee. "We've had people not take the job because of the travel," Keskin said.

Most installations once the site and concrete work is done take one to two weeks to complete, depending upon the size of the tank. "A typical groundwater storage tank can be built in a week or two. The tank goes up, not the guys. The guys stay on the ground and the jacking system adds the layers."

The nature of the water storage business is geographically focused, so Statewide Aquastore doesn't compete with other Aquastore dealerships outside their Northeastern region, or even into Canada. In fact, Aquastore tank dealers often share the same design engineers.

Life Outside of Work

While running a small business consumes most of her time, Keskin does participate in professional organizations outside the office. She is a member of the Women Presidents' Organization, which has a Syracuse chapter. And her businesses belong to the National

Federation of Small Business. “I love being self-employed,” she said. “There's nothing else like it.”

She also happily admits to loving winter weather--the more snow, the better. She enjoys snowboarding and cross country skiing. She eagerly awaits colder weather so any snow made at Toggenburg will stick around until the real white stuff falls.

When it's warm she rides her bike along the hilly roadways of southern Jefferson County. She's considered biking to her office off of Bridge Street but feels it's not safe enough to do so from her Jamesville home.

She also once again is quilting; a square star-quilt adorns a wall in the conference room opposite another wall bearing plaques and awards the business has earned. "It's hard to find the time for quilting. But I really enjoy the entire process," she said. "I tend to be OCD, so the tedium of piecing the fabrics, one by one, is a great stress release."


rom her children to her business, the concept of family looms large in the work ethic of

Margery Lange Keskin. She is the majority owner and president of Statewide Aquastore, Inc. She is also sole owner and president of J. Andrew Lange Inc., both founded by her father, and are based in East Syracuse.

“My dad, J. Andrew Lange, started the business in 1968," Keskin said while sitting in the company's comfortable and tastefully decorated conference room. "He was a manufacturer's rep for wastewater treatment equipment. In 1980 he got into storage tanks. I joined the business in 1985 and my husband came on board in 1989."

For a while the Keskins' daughter Melisa worked with her parents until she earned her master's degree and set out on her own. "She worked here part-time doing project management," Keskin said. Their son Justin recently came on board.

"So we are now in our third generation," Keskin said proudly.

If you've driven anywhere in upstate New York or into New England you likely have seen an Aquastore tank. The company furnishes and installs storage tanks for municipal and industrial applications, specializing in three different designs--ground water storage tanks, standpipes and composite elevated tanks (CET's). Statewide Aquastore builds tanks throughout New York State, New England and in four counties in Pennsylvania.

"The CET’s are the most diverse type of tank we construct," Keskin said. "They feature a concrete pedestal with the tank on top. We have installed a few of those in Jefferson County, and all across our geographic area mainly in smaller communities."

Aquastore tanks store potable water, wastewater, process water, fire suppression water and landfill leachate. Their construction features glass fused to steel panels held together with bolts. Silica glass coating creates a hard barrier for both inside and outside the tank, guarding against weather and corrosion.

"Over the years the product has been improved," said Keskin when asked if technology has affected the physical nature of the tanks. "The quality of the glass is better, the edges are better; they have evolved over time. When you do something for a long time, you get better as you do it."

Part of that improvement has to do with the Statewide Aquastore employees who build the tanks. "I'm proud to say we have a good number of long-term employees," Keskin noted. "We don't have much turnover. Even with the laborers--we've had guys retire with us."

In keeping with her family-focused model, Keskin has grown the workforce through personal referrals. "When an employee recommends a family member to me, I listen. We have fathers, sons, cousins, uncles, nephews. This really is a family-focused business."

Publicly Funded Projects

Most of Statewide Aquastore's work comes through the municipal bid process. "This business starts with developing a relationship with the design engineers in our areas," Keskin said. "They receive projects and we call on them with information on the storage tanks in our line of products. If it's a fit, our application is readied and the project goes out to bid with Statewide Aquastore as subcontractor or contractor; it depends on the type of work. We will be the prime contractor when it's our area of expertise.

"If we are awarded the bid, the tank is ordered according to the specifications that are designed by the engineer," she continued. "It takes six to eight weeks to get the panels shipped from the manufacturer in DeKalb, Ill. Then we send out our guys and they build the tank."

Statewide Aquastore employs 15 to 20 laborers and they go into the field as three or four crews, depending on need. "We can't spread ourselves too thin," Keskin said. "We make sure with our scheduling that that doesn't happen." While the economic downturn of 2008 affected nearly every American business sector, Keskin said Statewide Aquastore's installations remained steady.

"At least half of our business every year is public money," she said. "As long as people keep drinking and flushing, the infrastructure will have to be updated. We only do what we're told to do and we do it well. We build according to the plan documents, the project specifications.

Business does slow down in the coldest months, January and February, and some employees take a seasonal layoff. "When it gets well below freezing and snowy, like last February, we don't build anything. In fact, it took quite a while to get started in 2015 because of the weather," Keskin said.

However, Statewide Aquastore's inside staff of administrators and site supervisors work year-round. "The size of our workforce has grown steadily over the years, every time we have added a territory," Keskin said. "We are at about 35 employees now."

Over the past 35 years, the company has built more than 1,200 installations. Depending upon where the installation is located, the crew will either come home weekends or can do so at the end of every workday. "If the installation is in Central New York," Keskin said, "there is a possibility of

going home at night." There is a good deal of travel involved in this work and that sometimes deters a potential employee. "We've had people not take the job because of the travel," Keskin said.

Most installations once the site and concrete work is done take one to two weeks to complete, depending upon the size of the tank. "A typical groundwater storage tank can be built in a week or two. The tank goes up, not the guys. The guys stay on the ground and the jacking system adds the layers."

The nature of the water storage business is geographically focused, so Statewide Aquastore doesn't compete with other Aquastore dealerships outside their Northeastern region, or even into Canada. In fact, Aquastore tank dealers often share the same design engineers.

Life Outside of Work

While running a small business consumes most of her time, Keskin does participate in professional organizations outside the office. She is a member of the Women Presidents' Organization, which has a Syracuse chapter. And her

businesses belong to the National Federation of Small Business. “I love being self-employed,” she said. “There's nothing else like it.”

She also happily admits to loving winter weather--the more snow, the better. She enjoys snowboarding and cross country skiing. She eagerly awaits colder weather so any snow made at Toggenburg will stick around until the real white stuff falls.

When it's warm she rides her bike along the hilly roadways of southern Jefferson County. She's considered biking to her office off of Bridge Street but feels it's not safe enough to do so from her Jamesville home.

She also once again is quilting; a square star-quilt adorns a wall in the conference room opposite another wall bearing plaques and awards the business has earned. "It's hard to find the time for quilting. But I really enjoy the entire process," she said. "I tend to be OCD, so the tedium of piecing the fabrics, one by one, is a great stress release."

Angry Orchard Cidery, Montgomery, NY


Effective LeadershipJeff Rogers, CPBC, Executive Business Coaching

It's not enough to simply declare yourself a leader or get hired into a leadership position. The act of leading requires specific skills and outcomes that move you and your organization forward. Without adding that value, it won't be long before you find yourself alone on that walk. For a business leader to lead there are the five things to focus on:

1. Make it Simple

As the leader, you need to see the big picture; you must get to the essence of that big picture and simplify it down so the larger group can easily get on board. More than that, you need to constantly focus on simplifying what's being done and how it's being done. Complexity leads to chaos.

2. Leverage Strengths (your own and your team's)

You're good at a lot of things, but you're not good at everything. Being an effective leader means you understand your own strengths and weaknesses, and you consistently play to your strengths. It also means you understand how to effectively delegate and surround yourself with a team that complements your strengths. Your team should be much better than you are at many things.

3. Have a Clear Vision

You can't lead without a destination. It's your job as the leader to paint a clear picture for where you're heading long term. That outcome likely will change over time so creating a vision isn't a onetime exercise; it's an ongoing mission.

Just as important as the long-term vision, you must create the short-term road map of how you're going to get there. What has to be accomplished this year? What are the highest priorities for the next 90 days? This is what keeps the team focused.

4. Drive to Create Systems

Brute force only gets you so far so a big part of being an effective leader is identifying opportunities for creating leverage. Every business is a system of systems. There is a process you use to deliver your product or service. However if that process isn't documented, if you haven't looked for ways to improve it or automate it, then you're not creating systems.

Typically it takes more work up front to document and improve processes than it does to just do it, which is why it's a leadership effort to push your team to take the long term view rather than the short term path of least resistance.

5. Continually Build the Organization

Continued growth and success bring new challenges. What you did last year likely won't continue to work without some changes. As the leader, you need to understand the big picture, understand the changes that need to be made to continue progressing and most importantly understand how to build your team to address the new and improved ways of doing things.

Do you have the right people in the right seats? Are you structured in the

best way for the challenges you have today? What challenges you may have tomorrow?

People do not manage businesses, systems do. By keeping it simple, having a clear vision, focusing on strengths, driving and updating systems and continually building your organization you will maximize your success. Continued strategic effort and laser focus will ensure improvement and your effectiveness. Remember there is no destination in leadership, there is no mountain top from which to perch. Instead there is an incredibly rewarding road with bumps and curves. The road will sometimes be lonely. But, with effort and attention you will achieve complete satisfaction in all you do. Remember; Purpose, Priority, Pride and Passion in all you do every day.

Jeff Rogers has achieved multiple successes in the Construction/Green Industry for over 30 years. Jeff is a Certified Business Coach with the Professional Business Coaches Alliance of America (PBCA). And, has served many years in leadership roles in various business and community organizations, including; President, NYS Nursery and Landscape Association, Syracuse Executives Association, Syracuse Habitat for Humanity and The NYS Nurseryman’s Foundation. For more information on Effective Leadership, you may contact Jeff at 315-430-0657.

“If you think you're leading and no one is following you, then you're only taking a walk.” Proverb

The highest level of expertise for the Construction Industry

Financial statement audits, reviews, and compilations Expert advice in bank financing and bonding Filing assistance with state agencies for prequalification Job cost management Employee benefit and wage planning Taxation assistance and financial planning Fraud detection and prevention Valuation and ownership transition planning

We’re commited to:

221 S. Warren St. | Syracuse, NY 13202

(315) 472-9127 | www.dmcpas.com

Contact Ken Gardiner at [email protected]

Ken Gardiner Joe Hardick :ŽĞ��ŚĞŵŽƫ


Meet the SBE Team: Monica Noble, Assistant Plan Room Manager, Syracuse Builders Exchange

Name and Title:

Monica Noble, Assistant Plan Room Manager

How long have you worked for the SBE?

12 Years

What are your current responsibilities?

Answer phones, Data Entry, Scan Specs, Plans and Addenda and load documents to our website, Print blueprint orders, Call for bidders list, bid results and awards, and assist with membership.

What do you like most?

It is hard to pick one thing. I enjoy working with my co-workers and the members, and I take pride in my job knowing that it will benefit both SBE and the membership.

How often and in what capacity do you interact with your membership?

Everyday either by phone call, email or in the plan room providing answers to their questions.

How do you feel your responsibilities strengthen the commitment your membership

has toward the SBE?

I always maintain a positive attitude when I am interacting with members, beginning with a pleasant voice when answering the phone to providing them the most up to date information on projects they are bidding on.

How do you feel your responsibilities strengthen the commercial construction industry as a whole?

Not sure as a whole, but we strive to keep our members up to date on projects that are in the planning or design stages or are out for bid.

How have you seen the SBE grow since your first day of work?

We are continuously growing by offering the right training classes and providing programs to save our members their hard earned money.

Where do you see the SBE in five years? 10 years?

Bigger, better, stronger, and providing the best information and programs possible to contractors of all trades.

How can your membership take better advantage of the

services you offer?

By staying in touch and participating with everything we have to offer.

What would you say to a non-member who asks you, “Why should I become a member of the SBE? “ (In other words, your 30-second commercial for the SBE)

We have been in business for over 140 years and we cover all of upstate New York. We offer a wide variety of education and safety training classes free to members. And, we have several social events you can take part in for example: Meet the Generals where you can meet one on one with General Contractors and get that personal touch. May is our golf outing and September is our annual Clambake.

ANNUAL CRAFTSMANSHIP AWARDS

The Syracuse Builders Exchange (SBE) Annual Craftsmanship Awards event was held on Friday evening, November 13, 2015. The awards program was established approximately 30 years ago by the Syracuse Builders Exchange Board of Directors and recognizes exceptional craftsmanship by employees of Builders Exchange members for construction projects completed in the central New York area. Winners were recognized by the presentation of plaques at the dinner where photo displays of the winning craftsmanship projects were prominently on view.

Following are the winners of the 2015 Syracuse Builders Exchange Craftsmanship Awards:

INTERIOR DIVISION

Winner: Ron Cellamare, Jr.Employer: Sherman Construction, Inc.Project: Griffiss International AirportPhase 1 MP & FIS BuildingsLocation: Rome, New YorkOwner: Oneida County Department of AviationPrime Contractor: Bette & Cring, LLC

EXTERIOR DIVISION

Winner: Alex FarleyEmployer: Edward Schalk & Son, Inc.Project: St. Joseph’s Hospital Health Center Phase 2BLocation: Syracuse, New YorkOwner: St. Joseph’s Hospital Health CenterPrime Contractor: Hayner Hoyt Corporation

ELECTRICAL DIVISION

Winner: Steven BartlettEmployer: Allied Electric Company Project: St. Joseph’s Hospital Health Center Co-Generation PlantLocation: Syracuse, New YorkOwner: St. Joseph’s Hospital Health Center Prime Contractor: Bette & Cring, LLC

PROJECT SUPERVISON DIVISION

Winner: John K. HumistonEmployer: Bellows Construction Specialties, LLCProject: Cato-Meridian Central School DistrictLocation: Cato, New YorkOwner: Cato-Meridian Central School DistrictPrime Contractor: Bellows Construction Specialties, LLC

MASONRY RESTORATION DIVISION

Winner: Herbert HansonEmployer: Viau Construction Corp.Project: Holy Family Church Shrine RestorationLocation: Syracuse, New YorkOwner: Holy Family Church

Prime Contractor: Viau Construction Corp.


STRUCTURAL CONCRETE DIVISION

Winner: Bradley MierkeEmployer: Murnane Building Contractors, Inc.Project: Dineen Hall Syracuse University School of LawLocation: Syracuse, New YorkOwner: Syracuse UniversityPrime Contractor: Hueber-Breuer Construction Co., Inc.

Earl R. Hall, Executive Director of the Builders Exchange, remarked on the impact such skilled craftsmen and women have on construction projects throughout the central New York region. “The Builders Exchange is proud to honor those individuals who deliver exceptional craftsmanship to construction project owners. The talent and skill our honorees apply to each and every project they work on is a direct reflection of their commitment to the construction industry and their constant attention to detail. On behalf of the regional construction industry and our 965 member firms, I congratulate this year’s award recipients on their outstanding achievements. It is truly an honor to recognize their talent.”

2016 NOMINATION PROCEDURE FOR CRAFTSMANSHIP AWARDS Information to nominate an employee for an award can be accessed on SBE’s website under Benefits & Services. Nominations must be for work completed in 2015. Forms will also be mailed to the membership. Requirements for nominations include job photos, project description and mechanics biography which must accompany each application. Deadlines for the 2016 awards have yet to be determined. For further information, please contact Sandy Church at (315) 437-9936, Ext. 10.

certification. It depends on the type of product and services offered. Any business that sells directly to individual consumers, like a local restaurant or local retail shop, will not see as much benefit as a business whose products or services are geared toward large corporations or government agencies.

For a business enterprise whose products or services are geared toward large corporations or government entities, a WBE certification can lead to more contract opportunities. Governor Cuomo has announced that 30% of State contracts are to be directed to certified Minority or Woman Business Enterprises (MWBE). Other advantages to becoming WBE certified include:

> All WBE certified businesses are listed in a public directory. > Access to loans. NYS has launched the Bridge to Success loan Program. Economic State Development is partnering with five lenders to commit at least $20 million to expand access to short term bridge loans for qualified Minority and Woman Business Enterprises to enable them to participate in the contracting opportunities in New

York State. The five lenders participating in this program are New York Business Development Corp. (Statewide); State Employees Federal Credit Union (parts of the Capital Region, Southern Tier, Central New York, Mohawk Valley, Finger Lakes and Western New York Regions); Tompkins Mahopac Bank (Mid-Hudson Region); TruFund Financial Services (Mid-Hudson, Long Island and New York City Regions); Carver Federal Savings Bank (New York City Region).

> The Minority and Women Revolving Loan Trust Fund Program was created in 1995 for the purpose of making low-cost financial assistance available to MWBE’s that are unable to access traditional financial services.

> Minority and Women-Owned Business Development & Lending Program, which provides financial assistance to certified MWBE’s in the State.

> Access to the New York State Surety Bond Assistance Program, which provides training, technical support and financial assistance to help small businesses and MWBE’s secure surety

bonding necessary to bid and perform on State construction contracts. > Access to a free mentoring program that connects volunteer business professionals to WBE’s. > Empire State Development, Division of Minority and Women’s Business Development (DMWBD) will provide WBE’s with business training, technical support, access to capital programs, tools for launching and expanding your business, information on how to sell to New York State, as well as information on current New York State contracting opportunities.

If you are in the right industry, WBE certification can open more doors and help your business grow. Any business that meets the qualifications and whose products or service are geared toward government entities and large corporations, should strongly consider becoming WBE certified.

Sheats & Bailey, PLLC is dedicated to serving the construction industry. You may contact them at 315-676-7314 or visit online at, www.TheConstructionLaw.com.

Continued from Page 18


ANNUAL CRAFTSMANSHIP AWARDS

The Syracuse Builders Exchange (SBE) Annual Craftsmanship Awards event was held on Friday evening, November 13, 2015. The awards program was established approximately 30 years ago by the Syracuse Builders Exchange Board of Directors and recognizes exceptional craftsmanship by employees of Builders Exchange members for construction projects completed in the central New York area. Winners were recognized by the presentation of plaques at the dinner where photo displays of the winning craftsmanship projects were prominently on view.

Following are the winners of the 2015 Syracuse Builders Exchange Craftsmanship Awards:

2015 SYRACUSE BUILDERS EXCHANGE CRAFTSMANSHIP AWARDS

(Pictured above L-R) Bradley Mierke (Murnane Building Contractors, Inc.), John Humiston (Bellows Construction Specialties, LLC), Ron Cellamare, Jr (Sherman Construction, Inc.), Herbert Hanson (Viau Construction Corp.), Steven Barlett (Allied Electric Co.), Alex Farley (Edward Shalk & Son, Inc.)

INTERIOR DIVISION

Winner: Ron Cellamare, Jr.Employer: Sherman Construction, Inc.Project: Griffiss International AirportPhase 1 MP & FIS BuildingsLocation: Rome, New YorkOwner: Oneida County Department of AviationPrime Contractor: Bette & Cring, LLC

EXTERIOR DIVISION

Winner: Alex FarleyEmployer: Edward Schalk & Son, Inc.Project: St. Joseph’s Hospital Health Center Phase 2BLocation: Syracuse, New YorkOwner: St. Joseph’s Hospital Health CenterPrime Contractor: Hayner Hoyt Corporation

ELECTRICAL DIVISION

Winner: Steven BartlettEmployer: Allied Electric Company Project: St. Joseph’s Hospital Health Center Co-Generation PlantLocation: Syracuse, New YorkOwner: St. Joseph’s Hospital Health Center Prime Contractor: Bette & Cring, LLC

PROJECT SUPERVISON DIVISION

Winner: John K. HumistonEmployer: Bellows Construction Specialties, LLCProject: Cato-Meridian Central School DistrictLocation: Cato, New YorkOwner: Cato-Meridian Central School DistrictPrime Contractor: Bellows Construction Specialties, LLC

MASONRY RESTORATION DIVISION

Winner: Herbert HansonEmployer: Viau Construction Corp.Project: Holy Family Church Shrine RestorationLocation: Syracuse, New YorkOwner: Holy Family ChurchPrime Contractor: Viau Construction Corp.

STRUCTURAL CONCRETE DIVISION

Winner: Bradley MierkeEmployer: Murnane Building Contractors, Inc.Project: Dineen Hall Syracuse University School of LawLocation: Syracuse, New YorkOwner: Syracuse UniversityPrime Contractor: Hueber-Breuer Construction Co., Inc.

Earl R. Hall, Executive Director of the Builders Exchange, remarked on the impact such skilled craftsmen and

women have on construction projects throughout the central New York region. “The Builders Exchange is proud to honor those individuals who deliver exceptional craftsmanship to construction project owners. The talent and skill our honorees apply to each and every project they work on is a direct reflection of their commitment to the construction industry and their constant attention to detail. On behalf of the regional construction industry and our 965 member firms, I congratulate this year’s award recipients on their outstanding achievements. It is truly an honor to recognize their talent.”

2016 NOMINATION PROCEDURE FOR CRAFTSMANSHIP AWARDS

Information to nominate an employee for an award can be accessed on SBE’s website under Benefits & Services. Nominations must be for work completed in 2015. Forms will also be mailed to the membership.

Requirements for nominations include job photos, project description and mechanics biography which must accompany each application. Deadlines for the 2016 awards have yet to be determined.

For further information, please contact Sandy Church at (315) 437-9936, Ext. 10.


rchitectural metal is in high demand at Syracuse-based Giarrosso Sheetmetal, Inc. In fact, it's the most

sought-after product the company provides, says Metal Shop Manager Paul Wealder.

Giarrosso Sheetmetal, which traces its history to 1888, was purchased in 2006 by roofing specialist Shaffer Building Services. Owners, brothers Andrew and Patrick Shaffer, are proud of their acquisition. The purchase allowed Shaffer to expand its services to include custom sheetmetal products, becoming a primary resource for both local and regional commercial and residential roofing companies.

Its two-century presence in Central New York is impressive, but its remarkable reputation is the driver of its success. Giarrosso maintains its position through second-to-none customer service and expert, experienced team members. When possible, it even entertains walk-ins.

"We're very professional and we have a very quick turnaround," says Shaffer's General Manager Bob Riley. "If a customer needs something or if it's something pressing for them, we would jump on it."

Giarrosso uses major manufacturer's metals, including copper, stainless steel, aluminum, galvanized steel and painted stocks that have 30-year warranties on the paint finish. Standard and hammered finishes include TPO coated galvanized steel, PVC coated galvanized steel and fiberglass insulated duct.

"We can make [the metals] into almost any shape you want," says Shaffer, adding the company also specializes in ornamental copper roofing. In fact, Wealder completed two smaller copper projects on local residential homes this year.

"You put on a copper roof and the craftsmanship is there," Wealder says.

"You get 100 to 150 years out of the roof," as opposed to a PVC roof that provides at best a 30-year warranty. Other benefits to using copper, outside of durability, include its curb appeal, lightweight and efficiency. Copper is an attractive material that typically increases a business or home's resale value. The lightweight material puts less stress on internal structures, which is especially important during heavy snowfalls. Because it reflects heat, copper, like other metal roofing, is energy efficient.

"We do a lot of custom copper work and custom sheetmetal in general," Shaffer says. Giarrosso

custom makes and installs specialty designs and fabrications, and is fully skilled in turning ideas into reality.

Metals and Ductwork

Giarrosso provides commercial and residential metals for a diverse set of roofing components and techniques, including standing seam, all types of coping, gravel stops, rake metal, hip and ridge flashings, drip edge, chimney flashing, chimney caps, gutter and down spouts, scuppers, edge perimeter metal, pitch pockets, ice belt gutters, ice shields, historical recreations and roofing related fabrications.

The corporation also provides fabrication of all HVAC ductwork and accessories. Residential products include furnace plenums, cold air boots, flexible connectors, register

boxes, drive and S-cleats, duct transitions and draw bands. Commercial products include rectangular duct and fittings, 26-20 gauge galvanized sheets, copper aluminum and coated metal products.

The Giarrosso Team

"Most of our crew has been here for years. We have very little turnaround," Riley says. "These guys (referring to Andrew and Patrick Shaffer) take care of their employees. It really is a family run business."

Riley added that each employee is OSHA-certified. "Safety is priority. Before we even start a job, we set up our safety equipment," confirmed Andrew Shaffer.

Riley, who has a corporate background, described his transition to a small

family-run operation as an adjustment. The corporate world is black and white; Giarrosso Sheetmetal, Inc. has color: "It's not so cut and dry," he says. Policies and procedures are necessary, he went on to explain, but so is acknowledging the life force that embodies that enterprise.

With that understanding, the relationship between management and staff is superior at Giarrosso, and because the Shaffer brothers uphold a professional foundation based on the value of tradition, customer service, integrity and teamwork, the result is respect, loyalty and longevity among their employees and clients.

Bethany Baptist Church. Syracuse, New York.

Continued from page 13

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