We are in the midst of a major transition in the restoration industry – with some owners and leaders preparing to retire or sell their companies, and a new generation of leaders stepping into those roles in companies and industry associations alike. These six are already well on their way to being major forces and voices in the industry; the sky is the limit.
Jaclyn Carpenter
CEO/Owner, Ideal Restoration
1. How long have you been in the restoration industry – and what landed you here?
11 years. My father was trying to sell the company at that time. I had worked at the company in the past for his GM and knew some basics about the business, but not much. I watched my father go through multiple buyers, but without success. During a family function, my uncle asked me, “What’s wrong with you? This is sitting on a silver platter for you and all you need to do is reach out and grab it. People would kill for this opportunity!” It was that moment that I realized this was an amazing opportunity to continue my father’s legacy, be independent, and provide for my future family… and it has!
2. What roles have you held – and what is your current role?
I started project coordinating and dispatching, taking new losses, coordinating trucks/crews, and scheduling with customers. I transitioned onto the field doing manual labor, but quickly started project management. I was a project manager and estimator for about four years. Then, I created an operations manager position for myself to oversee the entire operations team, but still ran many projects. Higher industry education was key in getting me to this point. Then, I transitioned to vice president, but anyone in a small company knows you’re still wearing many hats at that level. During these years, I’d been in the process of purchasing the business from my parents. When that was close to complete, I became CEO, which is where I am today. Based on the size of the business now and the quality of my upper management team, I can confidently say I wear my CEO hat most of my day.
3. Where do you see yourself 10 years from now?
I’ll still be running my company, but it will be much larger and more complex since we’re investing in niche and specialty markets. I don’t plan on retiring or selling, and I see myself running this business 20-30 years from now. It’s supported me and provided a life for me that I value and appreciate. My role will continue to adapt and change as the business grows, and I’ll continue to evolve and develop as a leader and entrepreneur.
4. In your opinion, what is the high point or best part of this industry?
The comradery. The teamwork necessary to respond while having minimal control of the volume of work, time the calls come in, or the type of projects creates a connection between all the team members to work together and take care of business. At this stage in my career, I get the most joy out of seeing my staff’s dedication and their willingness to commit themselves to me and the company. When I see their excitement and passion, it’s very humbling and constantly reminds me what an important job I have as the leader of this team.
5. What are some areas you see the industry could use some changes and improvements?
I see a lot of restoration contractors blindly following others and doing things just because it’s “the way we do it”. We’ve lost some control over our pricing and we’re finding ways to give up more and more control of our projects. When someone asks me what I do, and I say “I’m a restoration contractor”, they immediately have a negative connotation. I think to myself, how did we get here if our industry helps people get their businesses, homes and lives back? It should to be a respectable profession. The momentum of this viscous cycle between the stakeholders on a project is picking up speed and I don’t believe it can be stopped. I decided to jump out of that vicious cycle and am creating my own sand box. There are a lot of niche markets out there, and with a proper sales team, thinking outside the box, we can carve out some great work and we can be in charge of our own destiny.
6. What do you hope to see most out of the next generation of restorers?
Innovation. We need young restorers who are thinking outside the box. Do not accept the status quo. Do not think that this is the only way. Challenge the industry and challenge each other. When I say innovation, there are so many ways we can innovate from the way we sell ourselves, to the way we deliver our services, and even the way we get paid. Even our industry’s software and the technology integration are poor compared to most industries. The next generation needs to be inclusive with one another, share ideas, and find out how we can rise above the generation before them. Get creative, take risks, and innovate!
7. Anything else you would like to add?
My father used to say the common phrase, “a high tide raises all ships.” We need to do a better job of mentoring - especially the great contractors who are doing something different or have a niche. I typically take one or two small companies per year and show them how we do things in my company and market. It’s a slow process, and they don’t all listen, but the ones that do are raising the bar. It opens their eyes and helps them build their own legacy outside of the viscous cycle most restoration contractors are living in. When you find someone who, outside your market, is eager to listen and learn, offer to take time out of your week to pass that knowledge along. The industry needs to support the next generation and get them up to speed quickly so we don’t lose momentum or slip backwards any more.
Nicole Humber
CEO/Owner, Bravo Restoration
1. How long have you been in the restoration industry – and what landed you here?
I have been in the industry for 10 years. I started as a receptionist and originally this was only going to be a temporary job that paid the bills while I went to college to decide if I wanted to be a police officer, lawyer, social worker, etc. I wanted to do something that would give back to the community in an industry where I saw a need. But, within a few months of being with the restoration company, I realized I really enjoyed what I did and got great gratification from helping people.
2. What roles have you held – and what is your current role?
I have been a receptionist, project coordinator for both mitigation/construction, business development, mitigation manager, repairs project manager, estimator, office manager/bookkeeper, operations manager, and currently CEO.
3. Where do you see yourself 10 years from now?
In 10 years I will only be 38 (but my kids will be 17 and 14, which is really depressing). I have a hard time looking into the future and seeing where I will be, must be the millennial in me. I trust my instincts since they have gotten me this far in such a short time. My goal is to be CEO of the #1 restoration company in the North Bay with still only one location, and viewed as one of the most knowledgeable, respected, dependable, and caring restoration firms out there taking care of the needs for residential, commercial, and government properties. I would like our company to be more involved in the community at that time, and have the ability to give back more by demonstrating the people-over-profits mentality.
4. In your opinion, what is the high point or best part of this industry?
The best part of this industry is what we do: every day it’s something new and different. Every day we are now a part of someone’s lives, be it a homeowner or a general manager of a large commercial property. We get the chance to make a difference and there is something so thrilling about that.
5 What are some areas you see the industry could use some changes and improvements?
I think there is a need for more technology in our industry. I do believe we are at the starting point of new innovations, but our industry has the ability to digitalize everything and the potential on infrared technology has only just begun. I look forward to keeping up and exceeding these improvements.
6. What do you hope to see most out of the next generation of restorers?
I look forward to seeing the creativity that comes from the next generation. My company is very young as it is and we have so many people who are constantly thinking outside of the box. If you think about it, it’s a science what we do and science is never 100%. As new discoveries are evolving, the next generation of restorers will going to help us take this industry to places it never has been, and the stigma that restoration once had will no longer be there.
7. Anything else you would like to add?
For everybody who has been in this industry for a while and has been stuck in their ways, it’s time to see the big picture. The more we take care of people, putting people over profits, the higher the profits. Remember, the front line people are just as important as your admirals and generals. I personally respect each one of my employees all the same and in return they respect me, which makes them want to perform at their highest level.
Mitch Caron
Director of Operations, WINMAR Durham
1. How long have you been in the restoration industry – and what landed you here?
Officially, I’ve been in the industry since about the age of 12-13, but with my father being a carpenter, I have been around construction forever.
In July 2004, almost a year after my parents first opened their WINMAR franchise, Peterborough, Ontario experienced a catastrophe. I remember my mother (Julia) asking my father (Luc) if he thought it was a good idea that I start learning the industry in a CAT situation. They agreed and asked me – my answer was sure why not (….wait what did I get myself into?). After my first week working over 60 hours, I was one of the richest 13-year-olds around.
2. What roles have you held – and what is your current role?
I have held multiple roles in the business: laborer, technician, supervisor, carpenter and drywall helper, painter, assistant to project manager, project manager/estimator, and have spent a bit of time now as director of operations. When we get busy, or if a specialty job requires it, I still like to jump in a do a little bit of technician work – that’s the real fun stuff!
3. Where do you see yourself 10 years from now?
I see myself owning and being president/CEO of the family business. My goal is to push this sooner, but I can be a little over-ambitious at times. Both of my parents still act as great mentors to me and I will be keeping them around for a bit… (hopefully they’re not reading this…)
4. In your opinion, what is the high point or best part of this industry?
Hmmm that’s a tough one. I’ll make it two.
- As cheesy as it may sound, I really enjoy restoring people’s homes and businesses (and for some lives). Experiencing a flood, fire or other peril can be very devastating for some people and families. Responding promptly, making the customer feel at ease, and putting a great amount of effort to close the project.
- Field technician work! I know moving out massive amounts of contents in a crawl space and/or working in a Tyvek suit in 90 degrees at 65% RH can be very tough, but for the most part it can be pretty enjoyable.
5. What are some areas you see the industry could use some changes and improvements?
I feel like there is still a lot of change and improvement needed at the technician level. The restoration (or water) technician position is probably (not probably, IS!) the most important position in a restoration company. No matter what technology you use or how strong of a management team you have, if you don’t have well-trained technicians, you are likely not running as profitable as you could. For years, I think most restoration firms have sent their technicians to IICRC courses and plastering their certificates with WRT, FSRT, CCT, LMNOP, etc. At the end of the day, it doesn’t matter if they don’t understand ‘what’ or ‘why’ they are doing something. They need good field training! By either means of sending them to a hands-on training course or having well trained technicians to pass on the baton, this should be an area of focus in your business.
6. What do you hope to see most out of the next generation of restorers?
I hope the next generation of restorers keeps on adding value to the services that our industry provides. Harnessing new technology, improving existing technology and refining the techniques we apply in our services. The property restoration industry is still pretty young and I think there are still things we have yet to invent or discover. With being a serviced-based industry, I think there is still a lot of potential to keep improving the technology we use. Who knows, maybe one day we will be able to take photographs of a loss and off of those photographs a system will scope the emergency, determine the amount of equipment required, dispatch a crew, monitor drying and write the repair estimate – all before getting back to the office ;). Wouldn’t that be nice?
7. Anything else you would like to add?
Surround yourself with good people and great mentors!!
Mark Springer, CR
President/CEO, Dayspring Restoration
1. How long have you been in the restoration industry – and what landed you here?
My dad started Dayspring Restoration in 1989 when I was 11 years old, so I didn’t have a choice in the matter. I think “indentured servitude” would accurately describe my initial experiences in the cleaning and restoration industry. All joking aside, I now better appreciate the valuable lessons I learned about hard work, taking initiative, leadership, customer service, etc. at a very young age. When I was in high school, I was pretty confident I wanted to pursue “anything other than cleaning and restoration” as a career path, but gradually my thinking shifted and I started to better comprehend the opportunities in this industry. I became a partner in the company when I was 20 years old.
2. What roles have you held – and what is your current role?
As already stated, when I started working in the summers and after school, I was a grunt. I did whatever I was told to do. However, when I received my driver’s license at 15, I became a lead technician and my responsibilities started to increase. In my late teens and early twenties, I primarily worked as an estimator and I completed the Restoration Industry Association (RIA) Certified Restorer (CR) program when I was 22. Completing the CR program was a major step in my professional development and furthered my understanding as to what is expected of a professional restorer. Since then, over the past 15 years, we have been blessed to continue to expand our company across Montana through dedicated marketing and sales programs, a series of acquisitions and mergers, and a really strong team. We currently have five locations and about 100 employees with plans to add another location in 2017. My current role is President/CEO.
3. Where do you see yourself 10 years from now?
I can’t answer that question from a business perspective; our strategic planning forecast looks out five years. However, I love working with our team, mentoring people who are new to the industry, and providing coaching to our leaders and high performers. I hope this role continues to grow over time. On a personal front, I have five daughters, so I expect to be very involved in their lives, dreams, and pursuits. One of my personal core values is to help the helpless, so to that end, I hope to be engaged with ministry and service to those needs.
4. In your opinion, what is the high point or best part of this industry?
Most people in this industry gain great satisfaction in helping their customers in a time of crisis, when things might seem hopeless. The professional restorer brings calm to the storm, hope, and a sense of direction. When I interact with my peers, this is what stands out. We don’t collaborate on how much money we made on a project, or the accolades we receive, but rather the people that we help and the lives we restore.
5. What are some areas you see the industry could use some changes and improvements?
This is a difficult question, but I will focus on two areas. First, and this is somewhat of a generalization, but most companies are overly dependent on a few sources of leads or business. For some, this is a few key relationships, or perhaps a third party administrator. As a company grows around these few, key relationships, they lose objectivity and the ability to control their outcomes. They, in fact, become beholden to these sources of revenue and they are forced to implement processes, procedures, or even pricing models that may not be in their best interest. Second, this industry is dominated by a pricing platform that is inflexible and based on numerous false assumptions. Hypothetically, the basis for data within the platform is based on local surveys that keep the data current and relevant. However, this process is not transparent and inconsistent at best. Furthermore, restorers believe they are forced to accept this platform or risk non-payment for services.
6. What do you hope to see most out of the next generation of restorers?
When I think of the industry legends like Marty King, Claude Blackburn, or Cliff Zlotnik, I think of individuals who invested tremendously personally, who saw needs and stepped up to fill that need. They didn’t necessarily need to be asked, they saw a deficiency, proposed a solution, and educated people in a way that helped to make their businesses better. This industry faces some real challenges at the moment, and again, we need people who don’t wait for someone else to fix the problem; that is the problem! As an industry, we need to cultivate a culture of a bias toward action and solutions that help our trade as a whole. Personally, I am very involved in the RIA because I think that we, as an industry, need a collective voice that focuses on best practices, innovative education, and industry advocacy. As an association, we’re not all the way there yet, but I see more enthusiasm from my peers and the next generation of restorers for this, than I have ever seen.
7. Anything else you would like to add?
I mentioned that a key milestone in my growth as a professional restorer was the Certified Restorer program. This designation is currently in the final stages of redevelopment for a 21st Century restorer. I expect that the maturation of this program will take some time, but I encourage all aspiring restoration professionals to check this out, get out of your comfort zone, and invest in yourself as a professional. This is hard work, but the results are tremendously satisfying.
Katie Smith, CR
CEO/Owner, PHC Restoration
1. How long have you been in the restoration industry – and what landed you here?
I’ve been in the industry for 12 years. DNA landed me here! My father offered me a job when I realized that the broadcasting industry wasn’t the right fit for me. I jumped at the chance and once I got into my groove, I never looked back.
2. What roles have you held – and what is your current role?
In my early 20’s, I made a conscious effort to learn all sides of the business while coming up through the ranks. I began my adventure in sales and marketing, then moved on to be a project coordinator, a project manager and eventually settled into the role of CEO in 2014. I still enjoy rolling up my sleeves and working in the field when I get the chance.
3. Where do you see yourself 10 years from now?
As much as I love what I do, I have to find ways to extend the corporate ladder in our family-managed business. It’s my job to create growth opportunities for our team and sometimes that means getting out of their way. In 10 years, I’d like to be more removed from the daily activity of the company and more focused on serving my local community and our industry.
4. In your opinion, what is the high point or best part of this industry?
From my perspective, being able to nurture and develop young technicians and watch them grow is the most rewarding part of this industry. At PHC, a restoration background isn’t necessary to get a job. You must have manners, respect for yourself and others, and the willingness to work hard. We’ll teach the rest. Watching new skills develop and providing opportunities for our teammates to support their families is what makes me smile the most. I love 30 day tags on cars in our parking lot, kids who are able to play travel ball, and seeing a technician buy her first home. I’m grateful that I can help others achieve their goals and dreams.
5. What are some areas you see the industry could use some changes and improvements?
I would like to see a greater focus on executive development and organization development in order to build companies that are able to withstand the consolidation and rapid change that our industry is facing.
6. What do you hope to see most out of the next generation of restorers?
My vision is for us to band together and speak up for restorers. To do that, we have to check our egos and personal agendas at the door. We have to unite, collaborate and represent our industry at different levels - with carriers, TPA’s, and even at the state and federal government levels. We have to be one voice, speaking and acting to advance the art and science of our profession.
Matt Hensley
Business Development Manager, Total Restoration
1. How long have you been in the restoration industry – and what landed you here?
I have been in the restoration industry for seven years. I worked as a property adjuster prior to beginning a career in restoration. It was because of the relationships I had created with this restoration company through my job as a property adjuster that I gained the opportunity to switch careers. I had learned so much as a property adjuster that really benefited my ability to be successful. My gift is in business, building relationships and helping others succeed.
2. What roles have you held – and what is your current role?
My first job at Total Restoration was as an estimator and project manager. This was a good fit and starting point for me since I was already working with estimates as a property adjuster. As time went on, I was able to move into different positions within the same company that were geared more towards my skills in business and relationships. I was able to move to business development and now manage our business development team which became a really great fit for me and our company.
3. Where do you see yourself 10 years from now?
In 10 years I want to have grown both personally and in business. Leadership is a goal of mine. I would love to potentially own a restoration company in the future. I have a family. I’m a husband and a father to three kids; two boys and a girl. In 10 years I want to have created a lot of memories with them and provided for my family through my success in my career. I want my family to be a part of this with me and instill in my kids a desire for work ethic and integrity in the careers they choose in the future.
4. In your opinion, what is the high point or best part of this industry?
Being able to meet new people and develop relationships with customers and colleagues in the industry are an important part of what I do and I really enjoy that. I also love being able to manage our business development team within our company, leading others to achieve their best in their career and encouraging their success is a major highlight for me. Beyond that, it is always an honor to be a part of a homeowner or business owner’s restoration process after something disastrous has happened to their property. It brings joy to see work done well and homeowners or business owners so happy after we are finished.
5. What are some areas you see the industry could use some changes and improvements?
Focusing on the customer. Many times, we are working with insurance agents, adjusters and TPA’s and through the process we lose focus on the person that matters the most and that is the customer. Customer satisfaction is key. Without that, you will not have a referral business and therefore be out of business. We need to take care of our customers.
6. What do you hope to see most out of the next generation of restorers?
To build on what has been done before us and strive to improve our industry. We much challenge ourselves to stay in front of the learning curve and being willing to do the work needed to change.
7. Anything else you would like to add?
I believe that we have an opportunity to change our industry for the better. If we can come together as one voice we can create great changes.
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