by John Crowley | Mar 9, 2026 | Uncategorized
INDUSTRIAL: Rethinking Project Management Project management systems are becoming mission-critical infrastructure for industrial sheet metal and HVAC contractors because the complexity, risk and speed of today’s work have outgrown spreadsheets and paper.When does manual job tracking become a liability? When costs and quality problems escalate, meetings expose problems, and claims and change orders rise. Unfortunately, construction has historically lagged other industries in digital adoption, with a significant share of contractors still relying on spreadsheets, whiteboards and paper-based workflows for planning and tracking. But adoption is accelerating under pressure from tighter margins, more complex projects and workforce shortages.Graham Corsar, who was previously a Project Manager but now works with contractors as an Account Executive at Trimble Inc., a construction technology company, argues that the real question isn’t whether you “need a project management tool,” but whether your existing system can survive as industrial work continues advancing.One Mistake Could Eliminate Your Profit Margin On a multi-million-dollar industrial job, an HVAC or sheet metal contractor is often living on a 5% to 10% margin, where $50,000 to $100,000 can vanish with one mistake: one missed change order, one shop error, a misread spec, late material or a crew installing from the wrong drawing.Industrial work magnifies that risk. Large air handlers, extensive duct runs, specialty metals and complex supports mean material is a major cost driver, and much of it is ordered early, long before the last RFI is resolved. Add in aggressive schedules, tightly sequenced trades and code inspections that can shut down a floor, and a contractor’s financial outcome is inseparable from how projects are planned, tracked and documented day to day.For many industrial shops, the system is a patchwork: estimating software feeding into Excel, hand-marked shop tickets, email chains and shared drives. “Your company already is the project management system,” Corsar argues.Corsar breaks that system into three elements — people, processes and tools — and insists that software sits firmly in last place.People: project managers, coordinators, detailers, foremen, fabricators and their experience, judgment and willingness to communicate bad news early.Processes: how change orders are captured, how RFIs are logged and answered, how drawings are issued and superseded, how labor is tracked and compared against budget.Tools: the actual platforms that hold drawings, budgets, time sheets, RFIs, submittals and photos.“A new platform that just recreates the same bad habits in the cloud will not save a single dollar of margin,” he insists.When Manual Tracking Becomes a LiabilityThe contractors who most urgently need a structured project management system often have the most reason to believe they can get by without one. The crews are seasoned, the estimator knows the market and the shop has its own rhythm. But Corsar asks them to look for three warning signs that show they can no longer operate without a better system:Too many surprises. Costs, quality problems, schedule slips or scope gaps keep blindsiding the project team. This equates to project managers being surprised more than once a week, executives more than once a month and ownership more than once a quarter, Corsar says, signaling that the system isn’t surfacing risk early enough.Progress reports that require a meeting. In many sheet metal shops, job status still comes together in a monthly ritual: someone gathers timecards, pulls the latest PO log, requests updated fabrication status, hunts through email for change approvals and then walks it all into a conference room. If there are no automated reports or dashboards, you are using meetings “to find out about problems, not to solve them,” Corsar says. Claims and change orders that leak value. If the value of missed or incomplete claims is more than 25% of your margin or if no one can say how much is missing, the contractor is effectively donating profit to the general contractor or owner. In industrial HVAC work, where scope creep often hides in “small” extra runs or rework tied to other trades, that leakage can define an entire year’s results.When all three indicators show up on the same jobs, Corsar says the problem is not “bad luck;” it is the project management system itself, and spreadsheets are part of the problem.Who Actually Needs Project Management Software?Corsar doesn’t pretend every contractor needs a heavyweight project management platform tomorrow. Instead, he challenges firms to ask what they are really trying to fix and to focus first on process. An integrated project management system can force changes through one documented path: an RFI or change request is logged, the model or drawing is updated, the shop status is changed, new assemblies are tagged and the cost and schedule impact are attached to that specific event. That is how a contractor turns what used to be unbilled chaos into a billable, defensible change.For very small shops — fewer than 10 people — the question is stability. If jobs are small, scopes simple and changes rare, a modest digital backbone paired with disciplined processes may be enough. But if even one or two industrial scale jobs a year can push the company to the edge with complex coordination, multiple vendors and long lead times, that is a sign that more structured project management is no longer optional; it is insurance.For mid-sized contractors — those with multiple foremen, a dedicated project manager or two and a real backlog — the tipping points are usually:Repeated disputes over extra work, especially when documentation lives in texts and unsaved photos.Chronic re entry of data from field to office — time sheets, quantities, change logs — that burns out staff and still produces inconsistent numbers.Difficulty answering basic questions in real time: Where is this job versus budget? Which change orders are approved? How much labor have we really spent on this level?For larger firms, Corsar argues, the question is not, “Do we need a project management system?” but “Is the one we have working like it should?” Overhead (office salaries, software, infrastructure and the unplanned costs of rework and missed claims) is already functioning as project management spend; the only choice is whether that spend produces visibility and control or just more noise.How to Decide on Project Management System SoftwareWhen a contractor decides that “something has to change,” Corsar’s advice is to focus on four areas to keep the project management software decision grounded. Budget. This means understanding not just license fees, but what you already spend on people who are doing manual project management: tracking hours, copying data, chasing signatures, reentering quantities and fixing billing errors. That cost often dwarfs the software line item.Authority. Who really decides what project management tool can work best for the company? For a sheet metal contractor, that may mean bringing in the shop superintendent and the most skeptical field foreman before any contract is signed.Need. Are you shopping for cost control, productivity, decision speed or risk management? If the “need cannot be explained in a single sentence that makes sense to the ultimate decision maker,” he warns, “you probably aren’t clear on what you’re buying.”Timing. “System change takes 12 to 24 months,” Corsar says, and contractors should not let anyone convince them it can be done faster. For industrial HVAC and sheet metal shops juggling live jobs, that means planning a rollout that respects bid seasons, shutdown windows and critical project milestones.Processes First, Tools SecondCorsar’s most practical advice to industrial contractors is also the least glamorous: fix your processes before you pick your platform. He stresses that “good process can make up for shortcomings in tools & people,” and warns, “if you don’t have good processes, stop” before you sign any software contract.That might mean standardizing how markups become formal change orders with a clear path from foreman sketch to priced, approved scope. It might also mean defining a single source of truth for drawings and models, so no crew is ever building off an obsolete PDF taped to a gang box. And it could even mean setting a consistent way to tie labor and material codes back to estimating templates, so job cost feedback improves future bids.Only once those processes are clear does the choice of tool become meaningful. Industrial HVAC and sheet metal contractors do not need “another project management tool” so much as they need a system that lets their people see risk early, defend their work and protect the thin slice of margin that keeps the shop lights on. As Corsar says, “The software is only the part you can install; the rest is the company you are willing to change.”
by John Crowley | Mar 6, 2026 | Uncategorized
Meet SMACNA’s New President Todd Hill As the newly installed president of SMACNA for 2026, Hill brings a lifetime of grit, from a post-Christmas apprenticeship dare to steering Ventcon Inc. through multimillion-dollar expansions and a pivotal acquisition. His story resonates with SMACNA members, a blueprint for turning challenges into opportunities in a trade demanding both muscle and vision.From Boyhood Spark to Ventcon’s Bold Evolution Picture a young Hill, mesmerized by his father’s creations: a diamond-plate snowboard gleaming under workshop lights, crafted from scraps of sheet metal.“My dad was in the trade for 43 years,” Hill recalls, his voice reflecting the warmth of those memories. “I remember as a kid my dad would bring home different things that he would make or I would need, and it would come back as a piece of sheet metal.“But I never really understood what my dad did until after high school,” he adds. Hill was eyeing computer-aided design (CAD) or engineering when his father challenged him to take the apprenticeship test, and that changed everything. After acing it, he reported to Ventcon on Dec. 26, 1990. “I’ve been there from day one of my apprenticeship. Dec. 26th [2025] was 35 years,” he says. “It’s been a great ride.” While working at Ventcon, he earned his associate’s degree in applied science in CAD and mechanical design from Schoolcraft College in Livonia, Michigan. Hill climbed from apprentice to CAD operator and advanced through several management positions, becoming president in 2005. Then in 2010, Hill and partners, Scott M. Smith and Dennis T. Monaghan, bought out the previous owners of Ventcon Inc., turbocharging growth amid retiring leaders and booming demand. Facing equipment obsolescence in 2019, the company invested $1.5 million into Mestek Machinery, including lasers, coil lines and waterjet tables to help advance the business, Hill notes. It took about three months from start to finish to settle the new equipment into Ventcon’s shop workflow. Since then, operations have flowed and the company continued growth.Serving clients like Ford, GM, Stellantis, the University of Michigan and Pfizer, the firm logs top union hours in Wayne County with 140 workers. A Jackson, Tennessee, facility followed in 2022 for Ford’s megaprojects, and in 2023, Gallagher-Kaiser acquired a majority stake in the company, eyeing battery plants and data centers.Climbing SMACNA’s Ranks Hill’s ascent at SMACNA mirrors Ventcon’s growth. He started serving on local SMACNA Detroit boards involving pensions and apprenticeships and then moved on to national roles on HVAC councils, research institutes and green building task forces. Elected to the Executive Committee and crowned President in November 2025, he views the network as profound. “You end up meeting people in the industry, and before you know it, they become your best friends,” he shares, eyes alight. “My wife, Tammy, and I have met so many people in the industry from coast to coast.”Energized at the podium, Hill outlines 2026 priorities echoing his life’s pivot points. He is optimistic for explosive growth, not just for Ventcon but industrywide.“My company has seen a lot of expansion. I want to continue the path and continue to find the best talent we can — from the office staff through the union — and just make sure we have the best talent for the next generation and to promote our industry,” he says, targeting apprentices for generations ahead. “Our main challenge has been a shortage of jobsite leadership. Numerous leadership retirements and company growth have both contributed to this. The good news is we have had great success with the newer apprentices we have employed, and things look promising for the future.”Dismissing construction’s old stigmas, he champions future career paths. “There are so many opportunities right now for people who want to work with their hands,” he says. “It’s unlimited, and we’ve got to just continue to promote that.” Collaboration with SMART’s Mike Coleman amplifies this. “They’re on the same page as we are,” Hill says. “We don’t agree on everything 100%, but I think we have the same goals as far as finding talent. It’s all for the good of our union, our industry and sheet metal workers.”New committee voices will spark innovation, much like Hill’s machinery bets fueled Ventcon.Hill’s path — from his dad’s workshop to SMACNA president — equips him uniquely for SMACNA’s crossroads. His triumphs over labor gaps via apprenticeships, tech infusions and bold partnerships offer a roadmap for members navigating retirements, megaprojects and talent wars. As he reflects, “It’s been an amazing ride.”
by John Crowley | Mar 6, 2026 | Uncategorized
TESTING ADJUSTING AND BALANCING: Certifying Medical-Grade HVACPerformance in a New Hospital Tower Before it can open to the public in early 2027, the HVAC systems in the $1.3 billion UPMC Presbyterian hospital tower have to meet stringent performance specifications. Validating the airflow, pressure and hydronics equipment throughout its 900,000 square feet is the job of testing, adjusting and balancing contractor Northstar Environmental Ltd. The hospital-grade HVAC system is designed to meet ventilation and pressurization standards that support infection-control protocols for patients and staff.Northstar Environmental, based in Cranberry Township, Pennsylvania, is a member of SMACNA of Western PA and the Women’s Business Enterprise National Council (WBENC). The company has been involved in TAB work for more than three decades. Its portfolio includes major universities, hospitals and office buildings. Company Vice President Donald Leishman is a Testing, Adjusting and Balancing Bureau (TABB)-certified professional and the Co-owner of Northstar with his wife, Angela. The tower’s HVAC installation is being supervised by the MARS joint venture involving officials from two area mechanical contractors: McKamish and Ruthrauff-Sauer, both SMACNA members. Certified PerformanceLeishman says preparing to work on the hospital tower project was a multiyear process that started before the company won the work in a competitive bid. “We were working hand-in-hand with (the general contractors) to really solidify what was going to be needed from the TAB aspect of it,” Leishman says. “For a good two years, we did monthly meetings where we were trying to break down and make sure that we had discussed the specifications for this project.”TABB Supervisor John Kukonik calculates design pressure drops for Nexus Venturi valves while second-year Apprentice Eh Ta Mwe Paw connects the balancing valve. Chris Burgman, a first-year Apprentice, makes adjustments to the Nexus Venturi balancing valves that are installed in the UPMC tower expansion. The 17-story, $1.3 billion UPMC Presbyterian hospital tower expansion in Pittsburgh is scheduled to open in early 2027. SMACNA members involved in the project include mechanical contractors McKamish and Ruthrauff-Sauer and Northstar Environmental Ltd., a testing, adjusting and balancing company. Northstar Environmental was awarded the project in January 2024. UPMC facilities are regular clients, Leishman says. “We do a lot of the work in the existing Presbyterian hospital,” he says, “including their yearly air changes. So, we’re very familiar with the hospital itself and their crew. And I think that played a big part in why we were awarded this project.”As with most hospital HVAC projects, Northstar’s contract called for the company to ensure every room had the correct number of air changes per hour and was within 10% of design specifications on air and hydronic (water) flow. Northstar workers are setting up air handling units (AHUs) and pumps, checking all of the hydronic system’s Venturi values, variable-air-volume (VAV) boxes and that diffusers and grilles are within tolerances. “When we get to the ORs (operating rooms) and pharmacy areas, we have to make sure that we’re within design tolerances and pressurization requirements,” he adds. “And we’re doing the stairwell pressurization and fire-life safety work as well. And we have to make sure doors are operating properly — stuff like that. We are also a TABB-certified fire life safety contractor and will be responsible for work such as stairwell pressurization testing.”On Schedule As the hospital gets close to opening, a commissioning agent who works for the hospital system will inspect and certify Northstar’s work. Leishman expects his company’s work to be finished by the end of year, in time for the scheduled opening Jan. 24, 2027. “It’s a very large project and a lot of people have to finish their work before we get into our work. It’s been a team effort from everybody involved trying to get it ready to go,” he says. Leishman also credits Harold “Harry” Bolette, Northstar’s on-site supervisor, for the project’s success. Bolette brought over 40 years of testing, adjusting and balancing experience to the project. More than two years since starting work, the project has been smooth — “Knock on wood,” he says — with few hiccups or problems. Although he acknowledges that no matter how well an HVAC system is designed or installed, there are always tweaks that need to be made to differential set points, static pressure set points and other systems. But Leishman adds that he really enjoys his work. “It’s something new every day, something challenging,” he says of TAB work. “It’s not just installation. It’s problem solving. We do a lot with engineers and it’s nice to be able to work through the problem from the standpoint of drawings to installation to finalization and make sure that everything’s working properly — from the drawing table to the final product.”
by John Crowley | Mar 6, 2026 | Uncategorized
HVAC: Rewiring the Legacy In the rapidly evolving world of HVAC and sheet metal contracting, one family-owned business stands at the crossroads of tradition and technology. Western Sheet Metal’s evolving technologies now include CAD/CAM estimating, fiber laser machine integration, project management solutions and centralized communication through the Microsoft 365 ecosystem.Western Sheet Metal Inc., founded in 1968 in Salt Lake City, Utah, has built its legacy on precision fabrication and reliable service over more than five decades. Yet, the company is not resting on its laurels. Instead, it is boldly embracing a digital transformation journey to meet the profound workforce and technological challenges reshaping the industry.Facing the Workforce Crisis and Digital DemandsFor Garrett Montrone, Project Manager and third-generation leader at Western Sheet Metal, the company’s “why” for change is clear and deeply personal. “We encountered a workforce crisis with 90% of SMACNA contractors facing labor shortages and half of our HVAC workforce over the age of 45,” he says. “New workers demand modern digital tools to thrive.”Montrone emphasizes the urgency. “By 2030, 70% of workers will require advanced tech skills,” he says. “The cost of waiting is catastrophic.” Montrone’s perspective comes from both heart and firsthand experience. He recalls joining the family company after working at Goldman Sachs. “I went from Wall Street to running a plasma table,” he says. “And, one day, the machine cut right through all the fittings it had just made. The foreman shrugged and said, ‘Yeah, sometimes that happens.’ We opened this dusty, old binder for troubleshooting that hadn’t been touched in 20 years. The number to call for support? That company had been out of business for a decade.”That moment of inefficiency and obsolescence stuck with him. “There was no troubleshooting, no plan, no support. That was the wake-up call; it was the perfect example of why modernization wasn’t optional.”Western Sheet Metal’s response became a comprehensive software adoption strategy based on empowerment more than technology. “My background as a sheet metal journeyman combined with IT experience helped us implement software rollouts that future-proof our business,” Montrone says. “But it’s not just about buying software. It’s about embedding long-term philosophy and showing your workers that you’re investing in the future.”A Strategic Software Rollout with HeartThe company’s approach was structured but human-centered: a 10-step game plan with a 90-day rollout timeline designed to modernize operations without overwhelming its workforce. The roadmap began with defining clear outcomes, mapping current processes and selecting software solutions that aligned with real goals.“Software adoption is about winning hearts, not just licenses,” Montrone says. “We built champions among respected team members to lead change and started small so we could adjust workloads without disruption.”That measured rollout has paid off. Western Sheet Metal’s evolving tech stack now includes CAD/CAM estimating, fiber laser machine integration, project management solutions and centralized communication through the Microsoft 365 ecosystem. Backup systems protect operations by maintaining both paper and digital redundancy.The key to success, Montrone emphasizes, is trust. “In our industry, you can’t force adoption; the moment you do, you lose buy-in,” he says. “But when people see the data working for them — fewer errors, faster turnaround — they become advocates themselves.”He also stresses the importance of preserving knowledge from veteran employees. “There are people who’ve worked here for 20 or 30 years whose skills can’t be replaced,” he says. “You have to capture that institutional knowledge before it walks out the door. Create a wiki, record how things get done and turn that into living training material for the next generation.”Overcoming Resistance and Looking AheadChange, however necessary, often meets emotional resistance, especially in multigenerational businesses. Montrone describes that dynamic candidly: “My grandpa started the company in a chicken coop after getting fired for doing side jobs. My dad led it through a technical revolution with a conservative mindset — by the book, steady. And then I come in from the tech world saying, ‘This is where the world’s headed.’ There were inevitable clashes, but also mutual respect. My dad’s been great: critical when things go wrong, but supportive enough to let me try.”Western Sheet Metal’s core reasons for technology adoption reach beyond efficiency: improving employee work-life balance, reducing single points of failure, strengthening cross-training and centralizing communication to prevent major disruptions. Today, the company logs all shop and field hours digitally, tracks projects through live dashboards monitoring cost and schedule adherence and integrates bid management and estimating workflows. “Data drives every decision now,” Montrone says. “It gives us clarity instead of chasing paper trails or relying on one person’s memory.”For Montrone, the transformation is less about machines than mindset. “Technology has taken over our lives. You looked at your phone 30 times today without realizing it. So why not use that same familiarity to your advantage in business?” he asks. “I just want to raise the alarm: the future’s here. In five years, if you haven’t started adapting, it might be too late.”Looking forward, Montrone is optimistic but pragmatic. “We’re exploring AI analytics, prefabrication automation, IoT integration and data security while balancing openness and collaboration. The key is continuity; how do you pass on legacy while evolving it?”In the end, he returns to the value of legacy — the same family story that began in a Utah farmhouse in 1968. “For me, it’s not about the money,” Montrone says. “It’s about carrying on what my grandpa started: an honest trade, an American dream built from nothing. Now it’s our turn to make sure that dream survives the digital era.”Western Sheet Metal’s story embodies how tradition and technology can coexist — not as competing forces, but as partners in progress. Montrone sums it up simply: “How do you eat an elephant? One bite at a time.”
by John Crowley | Mar 6, 2026 | Uncategorized
The Connector: How Frank Wall’s collaborative vision is shaping
SMACNA’s next era. When Frank Wall steps into a room, he carries more than four decades of industry experience. He brings the confidence of someone who’s spent a lifetime building bridges between people who don’t always see eye to eye. On Jan. 20, that steady hand officially took the helm of the Sheet Metal and Air Conditioning Contractors’ National Association (SMACNA), marking a new chapter.For an association whose members sit at the intersection of technology, skill and labor, Wall’s appointment is a continuation of progress. “We’re pleased to be led by a professional with the leadership and industry skills necessary to navigate the challenges ahead,” explains Todd Hill, SMACNA President. “He is the right person to take the helm in achieving our objectives.”From Portland Roots to National LeadershipBorn and raised in Northeast Portland, Wall’s story begins far from Washington, D.C. boardrooms and industry summits. “Growing up, I was surrounded by people who built things,” he says. “I learned the value of hard work, but also of community and how much more we can accomplish when we work together.”After earning a degree in journalism from the University of Oregon, Wall gravitated toward the world of associations, spaces where communication, negotiation and alignment mean as much as technical skill. His career took shape in Oregon’s mechanical contracting community, where he led the Plumbing and Mechanical Contractors Association of Oregon (PMCA). There, he developed a reputation for diplomacy and results, fostering partnerships between labor and management that centered on shared goals: professionalism, safety, productivity and expanding union market share.During that period, Wall didn’t just talk about collaboration, he institutionalized it. PMCA helped create a model of cooperation that gained national attention. His leadership earned him roles on several statewide boards, including the Oregon Workforce Development and Talent Board and the State Prevailing Wage Committee, where he influenced workforce policy and training standards.In 2018, Oregon Gov. Kate Brown recognized his contributions with the Driving Force Award, honoring his exceptional work in expanding workforce development opportunities across the state. It was a milestone that validated Wall’s belief that progress in the skilled trades comes from listening as much as leading.Building a National ProfileWall’s success in Oregon paved the way for a broader platform. At the Mechanical Contractors Association of America (MCAA), he served as Executive Director of Operations, overseeing the John R. Gentile Foundation and managing day-to-day operations at the association’s national headquarters.Those who’ve worked with him describe a leader who blends strategic thinking with a teacher’s patience. “He will bring the same dedication and steady leadership to SMACNA that he has demonstrated throughout his tenure with MCAA,” the association says. “His contributions have helped ensure MCAA remains strong, focused and well-positioned for the future.” Beyond administration, Wall engaged directly in workforce training and leadership education. As a faculty member with C. Richard Barnes & Associates, he facilitated programs for the unionized electrical industry, drawing on his communication background to translate complex labor dynamics into actionable leadership lessons.A Vision for SMACNA’s FutureNow, as CEO of SMACNA, Wall inherits both opportunity and challenge. The sheet metal and HVAC industries face sweeping technological change, evolving labor markets and increasing demands for energy-efficient solutions. Wall’s approach, grounded in consensus-building, could prove decisive.SMACNA, representing thousands of firms that design, fabricate and install ductwork, HVAC systems and architectural metal, has long prized technical excellence. Wall’s task is to ensure that excellence continues to equal influence. Early indications suggest that workforce development, contractor-labor collaboration and diversity in skilled trades will be key elements of his agenda.“He’s uniquely equipped to navigate a rapidly changing industry,” Hill says. “Frank understands that innovation and labor relations aren’t opposing forces; they’re partners in progress.”Leadership Through ServiceAway from the office, Wall’s life has been grounded by service. A longtime volunteer with the March of Dimes, he has held positions on its National Board of Trustees and National Volunteer Leadership Council, traveling the country to coach nonprofit boards on governance and strategic growth.His motivation, friends say, always loops back to the same idea: people first. Married to his wife Colleen for 45 years, with two sons and three granddaughters, Wall sees continuity — not change — as the heartbeat of leadership. As he says, “Whether it’s in a family, a team or an industry, you build from trust.”
