Contractors to watch: this year we recognize three contractors who have found different pathways to success through education, innovation, and relationships

Concrete Construction, July, 2003 by Joe Nasvik

BBP Concrete, Peoria, Arizona

Gary Burleson started his Phoenix-based company, BBP Concrete, in 1979, focusing on single-family residential work. In the beginning, he was out there working with his crews and even digging foundations by hand when necessary. In 1995, after attending a training course at the Portland Cement Association (PCA), Burleson decided to focus on employee education, and that proved to be the catalyst for fast growth and improvement.

Currently Burleson's company employs more than 600 people and is projecting sales of over $65 million for this fiscal year. Its growth in the past 10 years has ranged from 25% to 40% each year. Although the company has recently diversified into subdivision infrastructure and commercial work, residential construction is still its primary business, and BBP will complete over 6000 foundations this year.

Training, education, and people

Burleson attributes his success to great customers, quality suppliers, and, most of all, exceptional employees. "Our entire team is very talented, dedicated, and loyal to the BBP Companies. The company believes in our employees, and the employees believe in Gary's vision and leadership. This, coupled with opportunities for career growth and the encouragement for the employees to better themselves, provides for a strong team," says Tony Burgarello, the company's chief operating officer.

Focusing on education, the company started an education department for employee continued education. Today it conducts classes over a wide range of subjects, including language, the technical aspects of concrete and mix designs, blueprint reading, building codes, and many other topics. The company also provides funding for college classes and industry seminars, provided that the employee earns a B grade or better and the course provides value.

Management concerns

Burleson doesn't like decisions based on fear or greed. The company invests to improve its technology, equipment, and people, with a view toward the future. Jerry Esh, a 13-year employee and general manager for the residential division, believes that employees feel more secure about their future as a result of the company's long-term vision and commitments.

Burleson describes himself as a coach, teacher, and team player with the responsibility to "marshal the vision." He maintains an open-door policy and encourages employee creativity and fun in the workplace. He also strives for accountability in the organization, which involves finding measurable ways to evaluate performance.

Innovations

Approximately 65% of BBP's foundation slabs use post-tensioned reinforcement (PT). Several years ago the company introduced the concept of uniform-thickness PT foundation slabs to the Phoenix market. With this system, there are no grade beams or footings, just thickened slab edges. BBP worked with the engineers, builders, and building officials to promote the concept.

In 1996 the company introduced laptop computers to their field superintendents. Data collection, documentation, and payroll information were the driving forces. Today, the emphasis is shifting toward the Internet, real-time data collection and communication with the office. Quality-control programs also use this technology. Staying current with 6000 homes and other projects is vital to its operation.

In 1999, Esh attended a seminar at Con-Agg that focused on sharing plans and bidding over the Internet. Esh liked the idea and was instrumental in implementing it with BBP's customers. Today the company regularly receives plans and provides customer bids via the Internet. One builder told the company that it can save over $1,000,000 by not circulating paper plans to its contractors.

Graf Concrete, Hudson, Wisconsin

Staying on the leading edge

When Tom Graf decided to form his own concrete construction company in 1994, he focused on providing full service in concrete, masonry, and decorative concrete. Later he organized a second company, Concrete Arts, concentrating on stamped and polished concrete, terrazzo finishes, form-lined patterfied walls, concrete countertops, and other decorative finishes. His original company, Graf Concrete & Masonry, now specializes in poured walls, masonry, and light commercial work. During his first year in business, the company grossed $200,000 in sales, primarily due to a large decorative project. "We got the job," he says, "because the owner was impressed with my passion for the work." He still loves what he does and in 2003 expects sales of $5 million.

Being innovative

Graf dedicates a lot of time and money to innovation with the belief that knowledge and innovation are the key ingredients in his company's growth. The company's warehouse floor serves as a testing ground for new finishes, overlays, and polishing techniques. Rainy weather and Wisconsin winters provide the staff with time to experiment with new ideas. "Our determination is to keep trying until we get it right," says Graf.

One innovation that Graf has embraced is concrete polishing. Concluding that polishing (and the requisite dust recovery) is a growing, significant service to offer, Graf became one of the first contractors to make the $150,000 investment in equipment. But being a pioneer also involves solving unique problems. Graf Concrete reports that its R&D costs exceeded $100,000, acceptable because the company is now well-positioned in this new industry, profitable, and doing more polished concrete than anyone in the Twin Cities area. As part of experimenting with polished concrete, Graf became interested in terrazzo and self-leveling overlay finishes. After some initial research work and countless samples, he is developing innovative finishes, which he hopes will result in bringing a new product to market soon.