by John Crowley | Apr 30, 2025 | Uncategorized
Navigating Uncertainty:
A Call for Caution and Collaboration
Amid Political and Economic Shifts Its origin is less clear. Perhaps a group of British Diplomats in China and later politicians in England started it. Kennedy used it in a speech in 1966 at the University of Cape Town in South Africa titled the “Day of Affirmation Address.” He was talking about unrest and the ongoing civil rights movement — a positive message. He was also focused on the importance of youth involvement in society and politics and the danger and unrest that come from attempts to change. To me, the phrase has always been about opportunity and risk. We are indeed experiencing something “interesting” with our political leadership. This affects all SMACNA members, regardless of country. It also affects our partners at SMART, and at the national level, we are dedicated to working together to mitigate the challenges. We are all in this together.Lately, I see a lot more risk than opportunity. As the son and grandson of a small businessman, I strongly believe in limited government and the importance of individual effort for success. That translates to being broadly sympathetic to the efforts to shrink the size of government and limit the excess spending that inevitably comes from the “worst system of government, except for all the rest” (thank you, Winston, for your wisdom). It does not lead to supporting an effort that is made up of kids wildly swinging machetes around to cut agencies and staff. The lack of thoughtfulness is astounding. Government has critical roles in many areas, and care must be taken to avoid chopping off essential limbs. The entire tariff discussion focuses my attention on the risks for our members and the world economy. Targeted tariffs that address specific problems are a valuable tool in international relations. They can help create level playing fields for industries, induce fair competition and serve wider geopolitical ends. Broad tariffs, such that we may be subject to in an attempt to solve imagined problems created by trade imbalances, imagined unfairness or internal budget problems, are simply silly. The Trump administration is doing everything it can to destroy the economy, kill jobs and force a realignment of world trade. Unfortunately, we are the front-line casualties of that effort. A realignment in global trade has been coming since the USSR fell. It was only a matter of time before isolationist elements in the Republican and Democratic parties would start pushing to end the post-World War II security guarantee the United States provided to global commerce. The clock on that spending began when the big enemy was vanquished. The post-WWII system relied on secure shipping. The world economy is built on the notion that we can move goods freely globally. America sacrificed some of the success that it could have had to raise the tide for the world. It worked amazingly well, ushering in the greatest prosperity that humanity has experienced. Many books have been written on this topic, and more will be published. I am old enough to have lived through the fall of the Berlin Wall and the “velvet” revolutions in Eastern Europe — and to feel how meaningful those changes were. At the time, I did not predict the end of this global commerce as we know it. Gen X may be one of the generations that live at the beginning and the end of a world order. For associations, our task is to anticipate the political winds, react affirmatively to the unexpected and chart the best outcome for our members. SMACNA’s legal and government relations teams have worked tirelessly to guide members. We have spent countless hours with members of Congress and the administration — and will continue to do so. For the last few weeks, I have sent chapters a tariff update to inform them what we have learned. The theme of those updates could be something like “the truth right now, subject to immediate change at any time!” I am writing this article on March 27. The story will change at least five times before April 2, when many tariffs are supposed to take effect. It will change again and again after that. The real-world impacts of the words coming out of the Trump administration will hurt. Metal prices have risen, and so have the costs of equipment. Vehicles are already more expensive in anticipation of tariffs. Projects are being canceled or pushed back. Members report layoffs due to the uncertainty and owner pullbacks. We are still having a good year, but that could change if this continues. We will do everything that we can to limit the effects. It is also important to remember that nothing is permanent, and damage done today can be repaired in the future. Please share your stories as we continue to navigate this very uncertain world. The documents about price increases, project issues and schedule changes have helped SMACNA explain to officials how tariffs and continuous changes impact our members & workers. When a significant change happens, the individual story often makes a difference. You can also support our work by becoming a PAC supporter. If you have not already done so, please go to SMACNA’s website and sign a prior authorization form. That will allow us to communicate more about politics and give you opportunities to engage with the Administration and Members of Congress. SMACNA has a very active schedule of events. Our next Fab Forum at McCusker-Gill is sold out in early April. Education programs like Business Management University and Project Managers Institute continue to sell out. The tech department is hosting many technical university programs. For something to look forward to, Convention Registration opens on April 24 at noon. Register early; we will sell out in Maui. I’m looking forward to a great line-up of education sessions and keynote speakers. See you there, if not before! Aaron Hilger is CEO of SMACNA, bringing more than two decades of executive association leadership to this role. Hilger is focused on building a stronger, more competitive environment for all SMACNA contractors.
by John Crowley | Apr 30, 2025 | Uncategorized
Industrial: Aiming High Twice a day, Mike Clark drives past Tinker Air Force Base in Oklahoma City as he goes to and from his job at Matherly Mechanical Contractors LLC. The sprawling base has been a part of the city for so long that many commuters may not pay much attention. But Clark always notices. That’s because, for Clark, the 66-year-old vice president of operations at Matherly, Tinker AFB isn’t just a bunch of military planes and hangars. It’s been an important Matherly client for a long time. Matherly Mechanical employees install painted ductwork on the roof of a hangar at Tinker Air Force Base in Oklahoma City. The $3-million contract had Matherly replacing four 100,000-cfm blowers; fabricating and installing large, round, industrial exhaust ductwork; and installing a new filter bank. “They know us,” Clark says. “They know our work.”Many area companies could say the same about Matherly Mechanical. It was founded by Jack Matherly in 1962. With an initial headcount of just four workers, today the third-generation industrial and commercial HVAC, architectural, plumbing, pipefitting and fabrication company has 200 employees and is one of the larger sheet metal contractors in Oklahoma. The industrial exhaust ductwork at Tinker Air Force Base was made of 12-gauge metal.Since the 1960s, Matherly has fabricated and installed numerous HVAC systems and components at Tinker, which has long been the site of military aircraft maintenance, repair and refurbishment projects.Tinker Air Force Base dates to 1941, when it was established as the Midwest Air Depot. It was the site of a Douglas Aircraft Co. factory, producing military transport aircraft during World War II. Workers at an on-site industrial plant repaired B-24 and B-17 bombers. In 1942, it was renamed Tinker Field after Clarence L. Tinker, the first Native American U.S. Army major general. Following the founding of the Air Force in 1947, it became a U.S. Air Force Base. A Major EmployerToday, Tinker is a major force in Oklahoma’s economy, with an estimated annual impact of over $3.5 billion, according to government officials. Located just five miles from downtown Oklahoma City, it encompasses 5,000 acres and has more than 700 buildings. The largest single-site employer in the state, more than 26,000 people (military and civilian) work at the base. The Navy and Department of Defense also have major presences there. Matherly’s most recent work at the base was a $3-million ventilation project at a hangar at the base’s southeast corner. The sheet metal contractor was hired to replace four 100,000-cfm blowers; fabricate and install large, round, industrial exhaust ductwork; and install a new filter bank. The ventilation upgrades were needed because the hangar is used for aircraft stripping and repainting, which can generate toxic fumes. Ventilation is critical. The filter banks Matherly made for Tinker Air Force Base are designed to hold three-stage, 24- by 24-inch filters. “It has to have full-blown ventilation, plus the hangar’s cross flow ventilation,” Clark says. “It’s push-pull ventilation. So one side’s bringing the air, and they’re kind of bringing it up high, probably 30 to 40 feet. Then it cross flows down to the filters on the ground.”And those filters are large, Clark added: (350) three-stage, 24-by-24 inches. They feed into large, ducted exhaust plenums outside the hangar. The ductwork was all negative 10-inch static pressure, made of 12-gauge metal. Discharge duct was mostly 70-inch round, but some went up to 84 inches, Clark says. Big FansThe 100,000-cfm fans Matherly installed had 5.5-inch external static pressure and 150-horsepower motors. Each weighed up to 15,000 pounds, driven by variable frequency and variable speed drives. Matherly workers also rebuilt an existing plenum at the hangar. The ductwork — all 35,000 pounds — was manufactured at Matherly’s sheet metal shop, located about 1.5 miles from the base. Fabrication took approximately 3,100 hours, plus another 200 hours for drafting work in the shop. Eight workers were assigned to the project.A Matherly Mechanical worker inspects large industrial exhaust ductwork before it’s installed at a hangar at Tinker AFB in Oklahoma City. Duct ranged from 72 to 84 inches in diameter. Installation required extensive coordination, Clark says. “It was all done by airlift and crane because it’s too big,” he says. “There was nothing you could install by hand on this.”Pressure testing was also required. The duct had to tie into the existing plenum and bracing was necessary.“Because we went from 6-inch, negative 10, we had to put these braces on 20-inch centers,” Clark says. “They were four-by-four hat channels. Those all had to be attached to the existing plenum. Then we had to pressure test all that to make sure that when we fasten all those channels and the seams that we met the SMACNA duct air leakage testing standards.”Altogether, field installation took around 8,000 hours. Clark says he likes working on projects at the base, although Air Force work isn’t for everyone, he adds. They’re demanding clients and don’t tolerate delays. “It’s a tough place to work,” he says. “Air Force officials are there every single day. The standards are tougher, more stringent. This is not a job for the weak to take on because of the size of it. They can’t be down for too long because the Air Force has to be cranking those planes out constantly. We didn’t have a whole heck of a lot of time to do it. It all had to be prefabbed, and we had to design it to where it all fit in place perfectly.”But that kind of scrutiny doesn’t bother Clark. “We had no issues on this job,” he says. And unlike some projects where owners can be slow to pay — dragging it out for 60, 90 or more than 120 days — the Air Force pays promptly. “They usually pay in approximately 30 days.”
by John Crowley | Apr 30, 2025 | Uncategorized
Residential: How To Build a Stronger Company Culture Walk into any HVAC or sheet metal contracting company, and you’ll likely find a “Company Values” poster hanging on a breakroom wall. It probably has words like “Integrity,” “Teamwork,” and “Excellence” in bold letters. But as Craig Woodall of Grinnell Leadership points out, a poster alone isn’t going to transform company culture.“Culture isn’t something you create with a committee and a media campaign,” Woodall says. “You don’t slap a mission statement on the wall, hand out branded Yetis and expect everything to change.”For contractors looking to fix broken workplace culture, the key isn’t in expensive giveaways or motivational slogans. It’s in the small, daily leadership moments that shape how employees feel about their work.Why Culture Matters (and Why Yours Might Be Struggling)Woodall emphasizes that strong leadership is the foundation of a great company culture. When leaders fail to set the right tone, organizations struggle with ego-driven decision-making, bias and fear — all of which can destroy trust among employees.“You have to address the fundamental fears that people have in the workplace,” Woodall says. “The fear of not belonging, the fear of not contributing and even the fear of losing their freedom.”For HVAC and sheet metal contractors, these fears often show up in:A lack of communication from leadership. Micromanagement that kills innovation and morale. An “old-school” mentality that resists new ideas and change. Instead of fixing these issues, many companies try to mask them with grand “culture initiatives” that don’t actually change behavior. That’s why the first step to real improvement is acknowledging that culture isn’t a one-time project; it’s a daily practice.Simple Leadership Fixes That Actually WorkOnce a residential HVAC contracting company understands why culture matters, it’s time to do the real work of fixing company culture. Woodall suggests these three steps:1. Rethink Leadership Moments. Great leadership isn’t about dramatic speeches or annual company retreats. It’s about small, everyday actions that build trust and morale. “Think about the best boss you ever had,” Woodall says. “What did they do? Start there.”For contracting businesses, this could mean:Taking five minutes to check in with a technician before they head to a job. Publicly recognizing someone’s hard work at a team meeting. Listening to employees’ concerns and actually acting on them. 2. Stop Confusing ‘Urgent’ With ‘Important.’ The HVAC and sheet metal industries are fast-paced and demanding. But when everything feels like a fire drill, company culture takes a hiWoodall advises leaders to make time for what truly matters — not just the next job on the schedule. “Yes, emergencies happen, but if you don’t prioritize team development, you’re just running in circles,” he points out.Instead of letting culture take a backseat, schedule time for leadership moments, even during peak seasons.3. Embrace Differences Instead of Fighting Them. What’s one of the biggest culture mistakes companies make? Expecting every employee to work and think the same way. “You hired different people for a reason,” Woodall says. “So don’t expect them to be the same.” That means:Encouraging experienced workers to mentor newer employees, rather than just criticizing them. Creating space for fresh ideas, even if they challenge long-standing practices. Recognizing that younger generations may have different work expectations (and that’s OK). Building a Culture That LastsAt the end of the day, improving company culture isn’t about big, flashy initiatives; it’s about consistency.“Do something,” Woodall says. “Do anything. But don’t do nothing.”If you want employees to stay, be engaged and perform at their best, leadership must show up every single day. That means fostering a culture of gratitude, open communication and respect for every worker — from apprentices to senior foremen.“Culture isn’t built in a day,” Woodall says. “It’s built in the moments that matter.”
by John Crowley | Apr 30, 2025 | Uncategorized
Architectural: Working in the Red Zone Running out the clock wasn’t an option when SMACNA member Liberty Sheet Metal won a bid to put new architectural panels on a Detroit hotel.SMACNA contractor Liberty Sheet Metal made and installed architectural panels for a Detroit hotel hosting the 2024 NFL draft. The downtown Courtyard Marriott would be packed with guests in town for the 2024 NFL draft. Liberty workers would have just weeks — without timeouts or delays — to fabricate and install panels for the hotel’s front entrance. The new facade was part of a $9.5 million renovation of the 260-room property. At Liberty Sheet Metal’s shop, ACM Fabricator Cheyn Dixon assembles a panel like those used in the Courtyard Detroit Marriott project. The draft was one of the biggest events to hit the Motor City in recent memory. It wasn’t just an announcement of players and teams for the upcoming season. It was a multi-day celebration of America’s favorite sport, with interactive exhibits, free concerts and the chance to get player autographs and see the famous Vince Lombardi Trophy. Hundreds of thousands of fans from across the country were expected to attend the 2024 draft. Higley Construction, the project’s Ohio-based general contractor, awarded Liberty the $250,000 contract in December 2023. The draft was taking place April 25-27, 2024. But because the hotel entrance had to be rebuilt before the panels could be installed, Liberty couldn’t start putting them in place until March. That gave the company only a few weeks to complete its work. A 100% Architectural CompanyBased in a rural part of southeastern Michigan, Liberty Sheet Metal is a 100% architectural contractor that’s been in business more than 25 years. It specializes in aluminum composite panels; metal walls, siding and roofing; and custom architectural designs. Its project list includes a nearby high school, apartment complexes, the University of Michigan and a major Mercedes-Benz research facility. Justin Becker, Liberty’s Director of Estimating and Project Management, says the short time frame, plus the high profile of the NFL draft, made it different. “This was an interesting project,” Becker says. “We were selected because of our knowledge and our experience. We definitely had a budget that we had to maintain, but they were most concerned about scheduling and timing and the unique materials on the facade.”The hotel’s new entrance features about 2,000 square feet of panels from manufacturers such as Longboard, Reynobond and Knight Wall. They’re made from 0.125-inch aluminum and 4 mm composite aluminum, finished in colors such as black and Light National Walnut. The entrance has warm tones of wood that contrast with silver metal highlights. Fabrication work took place at Liberty’s 40,000-square-foot sheet metal shop, located about an hour from Detroit. Becker says they ran into an issue securing the mineral wool used to insulate the metal panels. Supply Shortages“Back in January of 2024, there was a huge mineral wool shortage,” Becker recalls. “It was really hard to get. I was making calls left and right to get the mineral wool. We had to ‘steal’ it from other jobs and make deals with other people to get enough for this job.”Trucks brought panels from the shop twice a week. Liberty’s Project Foreman Frank Vallejo supervised the work.With all trades working in a tight area with the NFL draft deadline looming, Becker expected the project work to get hectic. “I’ve never had so many meetings and so much coordination for what I would consider a relatively small job,” he says. “But because of that, we navigated and mitigated any disasters. Everything had to be thought through. So we would sit in meetings to figure out ‘How do we navigate around this issue?’ And I was like, ‘Well, we can do this, this and that with what we’ve got.’ And then, boom. ‘OK, let’s do that.’”Becker says Liberty employees never forgot that they were working on a high-profile job that would make an impression on people from across the country. “That was kind of in the back of our minds the whole time,” he says. Liberty finished its work in early April, a few weeks before the draft. Becker went to the event as a fan and to check out his company’s work. “I walked right past the hotel. It was open and people were just walking through,” he says. “I was like, ‘Man, if you were here two months ago. You should have seen the chaos that was going on.’” Becker says Higley was happy with Liberty’s work on the hotel. And Aaron Paczkowski, the Higley executive on the project, was good to work with, he adds. “We had developed a great relationship with the general contractor,” Becker says. “So we’re getting more work with them, I think, because of our performance on this project.”
by John Crowley | Apr 30, 2025 | Uncategorized
HVAC: Understanding Refrigerant Transitions The HVAC industry is standing at the edge of a major shift — one that will change the way contractors handle refrigerants, service equipment and train technicians. The transition to low-global-warming-potential (GWP) refrigerants isn’t just a suggestion; it’s a reality driven by regulatory mandates.“The industry has known this was coming for years, but now it’s here,” says Paul Dombrosky, Refrigerant Manager for Service Operations at CHVAC North America. “Contractors who prepare now will be ahead of the curve. Those who don’t will be scrambling when these refrigerants become the standard.”Here’s what HVAC contractors need to know and how they can get ahead of the coming refrigerant shift.Why the Transition Is HappeningAt the heart of the change is the American Innovation and Manufacturing (AIM) Act, which mandates a phasedown of hydrofluorocarbons (HFCs) in favor of lower-GWP refrigerants. This legislation aligns with the global Montreal Protocol Kigali Amendment, which sets aggressive reduction targets for HFC production and consumption.“The AIM Act isn’t a future problem; it’s happening now,” Dombrosky says. “As of Jan. 1, common refrigerants like R-410A, R-404A and R-134a are no longer permitted in new equipment.”That means contractors need to adapt to A2L refrigerants, which are mildly flammable but significantly better for the environment.How This Affects HVAC ContractorsContractors must prepare for changes in:New equipment installations: In 2025, most new air-conditioning and refrigeration systems must use low-GWP refrigerants.Servicing existing systems: While current HFC-based systems can still be repaired, reclaimed refrigerants will be required for servicing by 2028.Component compatibility: New refrigerants mean new components, tools and safety measures.“If you’re still using legacy refrigerants, your costs are going to skyrocket,” Dombrosky warns. “Refrigerant supply will be tighter, and prices will continue to rise. Contractors need to have a long-term game plan.”How to Prepare for the Refrigerant TransitionAfter understanding the background on why the change is happening and the related business impacts, the next step is taking action. HVAC contractors can follow these guidelines from Dombrosky to ensure a smooth transition.1. Train Your Technicians on A2L Refrigerants. One of the biggest changes with the new refrigerants is their mild flammability, which requires updated safety protocols.“Technicians can’t treat A2Ls the same way they did R-410A,” Dombrosky says. “They need to understand proper handling, leak detection, ventilation and evacuation procedures.”HVAC businesses should invest in A2L certification courses to ensure their teams are trained before these refrigerants become widespread.2. Upgrade Tools and Equipment. Contractors will need A2L-compatible tools, including:Refrigerant recovery machines specifically designed for A2LsManifolds and gauges that can handle the new pressure and flammability concernsLeak detectors calibrated for A2L refrigerants“Your existing manifolds and scales will still work, but some digital manifolds may need firmware updates,” Dombrosky notes. “And leak detection becomes even more critical with A2Ls.”3. Plan for Rising Refrigerant Costs and Supply Constraints. With the phase down of HFC production, contractors should expect supply shortages. Some states, like California, New York and Washington, may even restrict refilling with virgin refrigerants altogether. “This isn’t just about new installations; it’s about how you’re going to service existing customers,” Dombrosky says. “If you don’t have a plan for refrigerant recovery and reuse, you’re going to be at a disadvantage.” He recommends that contractors:Stock up on reclaimed refrigerants to prepare for rising costs.Educate customers about retrofit options for existing systems.Adopt leak prevention practices to extend system life and reduce refrigerant waste.4. Understand the New Compliance Deadlines. Key transition dates for these refrigerant changes include:Jan. 1, 2025 — R-410A, R-404A, and R-134a banned in new equipment.Jan. 1, 2026 — VRF (Variable Refrigerant Flow) systems must switch to low-GWP refrigerants.Jan. 1, 2028 — Reclaimed refrigerants required for servicing existing systems.“Regulations will only get stricter,” Dombrosky says. “The sooner contractors align with these changes, the smoother the transition will be.”Don’t Wait Until It’s Too LateWhile the refrigerant transition presents challenges, it also creates opportunities for contractors to lead the industry forward. Those who invest in training, upgrade their tools and educate their customers will have a competitive edge over those who wait until the last minute.”This is one of the biggest shifts the HVAC industry has seen in decades,” Dombrosky says. “But if contractors get ahead of it, they won’t just survive, they’ll thrive.”
by John Crowley | Apr 30, 2025 | Uncategorized
Leading by Listening Idustry involvement can unlock valuable partnerships, project opportunities and operational excellence. Tom Martin having a conversation with contractors at the SMACNA tradeshow booth. Just ask Tom Martin Jr., second-generation president of Cleveland, Ohio-based T.H. Martin Inc., a full-service mechanical contractor with a large-scale commercial project portfolio that includes Northeast Ohio sites such as Sherwin-Williams, MetroHealth Glick Center and the Lordstown Ultium Cells plant. Martin was named president of SMACNA National last October after decades of dedication to the sheet metal and HVAC trade as an advocate, educator and connector who listens and invites everyone to the table. Tom Martin talking with SMACNA CEO Aaron Hilger.He served as chapter president of SMACNA Cleveland for 10 years, beginning in 2014, and he increased its associate membership program from five to 30. He’ll pursue this effort nationally to advance collaboration for adopting new technologies and equipment. “Our industry is relationship-driven, and our peer-to-peer engagement is really strong with a willingness to share best practices and approaches for expanding business and helping other contractors be more efficient and profitable,” says Martin, who ramped up his travel schedule to further strengthen local and national SMACNA relations. Martin has long served as a conduit for change. He was recognized in 2018 as SMACNA’s Contractor of the Year and as SMACNA’s Legislative Contractor of the Year in 2021. Martin is a savvy, fair player in ongoing lobbying efforts to reform registered apprenticeship laws and regulations, pension reform, infrastructure policies and prevailing wage enforcement legislation. His approachable demeanor and sincere interest in forwarding members’ and associates’ pathways to success make him an affable colleague, partner and friend. Tom Martin “I am making sure we are listening and offering value to everyone, and I want to understand members’ concerns, challenges and how we can help out or connect them with a peer opportunity,” Martin says. ‘We Can Offer All Of This’Martin grew up in the industry alongside his father, Thomas Martin, who started the business out of a 1985 GMC pickup truck with $5,000 for tools and equipment. Now, it’s a full-service mechanical contracting operation with a 67,000-square-foot manufacturing plant. Martin Sr. grew a reputation in Cleveland for quality service and craftsmanship. When Martin and his brother, Mike, Vice President, joined the business in the early 1990s, they continued the brand’s momentum as a premium contractor clients could trust. Tom Martin with Ben Cooley, Vice President at T.H. Martin, Cleveland, Ohio. Martin immediately got involved in the Joint Apprenticeship and Training (JATC) committee. “We were one of the biggest contractors and contributors locally, and I wanted to have a say in matters related to training, curriculum, safety and expanding opportunities for young men and women, including elective classes for our journey people,” he says. As T.H. Martin grew, so did Martin’s role in SMACNA in Cleveland. He removed barriers like transportation and expenses so team members could travel to SMACNA events. “There are so many valuable initiatives and programs going on at SMACNA National, and I pushed to ensure our contractors were privy of everything in order for them to leverage the best practices that would help them be successful,” Martin says.“We can offer all of this,” he says of SMACNA’s reach. Martin is an answer man because of his ability to listen and learn. He was and continues to be a go-to for legislative insight, labor relations information, safety and technology updates, and educational resources. He consulted on a New Horizons guide for expediting project close-outs; a report written by two Clemson University professors with the input of 21 SMACNA members. Martin is passionate about sharing proven processes and lessons-learned insight with industry members. “You learn about an area where a contractor is doing something well, such as recruitment or relations with labor partners or market recovery,” he relates. “You find out what’s working for safety or technology. Then, we take that back to our businesses and find a way to implement it.” As SMACNA president, Martin will continue to elevate the association’s education efforts. Notably, he advocates and facilitates progress in converting white papers and manuals into podcasts. Topics such as how to close out a job on time are more accessible to many when they can be downloaded and consumed as an audible. “We are getting five times the traction on educational podcasts,” he says. ‘A Ton Of Opportunities’Martin says SMACNA’s range of specialty contractors and full-service operators offer an invaluable global perspective on pressing issues, including labor relations, recruitment and retention, market recovery, regulatory challenges, and project opportunities. As a SMACNA leader, he has championed these issues, holding posts on committees including the National Contractor Manual Task Force, HVAC Steering Council, SMACNA/SMART National Market Recovery Committee, and SMACNA National Strategic Planning Task Force. “Getting involved in SMACNA to support our industry is the best thing I ever did for me, personally, and for my business,” says Martin, again pointing to collaboration. “I’m a huge advocate for partnering with other contractors locally and nationally, assisting them and generating volume to generate new customers and profit.” When SMACNA contractors connect, they win. Engaging locally and nationally can help contractors forecast, prepare, strategize, execute and manage evolving technology and economics. Aside from ongoing SMACNA initiatives, Martin’s term will also focus on attracting talent, engaging more associate members to promote vendor-industry collaboration, expanding task forces in emerging areas like AI and easing labor relations. Seth Lennon, Director of Content Development and Media Relations at SMACNA, interviews Tom Martin.Martin emphasizes that jobs in HVAC/sheet metal offer opportunities. He retraces his progression from helping his dad to working as an estimator and taking shop inventory. He progressed to project management, and now he and his brother are setting the stage for future generations of SMACNA members. “We are putting a lot of resources into recruitment and retention via social media, job fairs and educating high school guidance counselors about what a great opportunity this industry offers,” Martin says. “We also network with and educate our politicians, and when we can get in front of a candidate or a student’s parents, we talk about the financial and healthcare benefits, as well as the endless opportunity to move up and become a future leader or business owner in this industry.” Martin adds, “Our contractors have many opportunities in the M&A space, and SMACNA offers many resources and guidance for succession planning.” Regarding SMACNA associate membership, Martin says face time with SMACNA contractors will advance the adoption of technology and processes. “Moving forward in our industry, we are seeing more collaborative delivery methods,” he says. “It’s great to have a robust associate member program to assist our contractors,” he continues. “We need to understand the equipment vendors are selling and the services they provide to help us decide which direction we want to go in with regard to software or equipment.” As technology evolves, task forces within SMACNA are emerging to respond to modern business demands. “Prefabrication and modulization continues to be a trend because we must be efficient,” Martin says. “Job sites will not allow you to stockpile anymore, which forces us to be lean and prefab as much as possible.”Prefab contributes to lean principles and sustainable practices. “You can maximize as much material possible, cut to length and save time in the field — it’s all done in a lean manufacturing shop to minimize waste and maximize efficiency,” Martin says. AI is embedded in software programs and implemented as diagnostics tools, allowing instant data compilation and report delivery. Martin says contractors should leverage AI, including in areas like tool manufacturers that are tracking data on use and repair needs. “Everything is quick and easy to access for a project — the drawings, submittals, specifications, cut sheets, change orders,” he says.‘There Will Be A Change’Perennial industry challenges aside from recruitment often center on labor-management relations and market share.Martin is a strong collaborator. He says that SMART and SMACNA share a strong national alliance, and addressing in-the-weeds communications issues can begin with “low-hanging fruit,” Martin says. This could include focusing on a market to convene the parties for recruitment. Everyone’s on the same team concerning attracting talent and introducing the industry’s opportunities. Martin suggests that the megaprojects that blew up headlines and fueled tremendous industry growth aren’t going away but will slow. “With the new administration, I believe there will be a change from cell battery and EV projects to data rooms, big healthcare and any type of energy and municipal work like jails and water treatment plants,” he says. Martin says there is a promise of less regulation for more expedited projects. Looking forward, he sees the potential for increased private-sector investment in large projects. In fact, there’s potential all around. “The word is opportunity,” Martin says, “and we’re going into the market resourced with SMACNA’s backing.“Be prepared, be engaged, and talk to us about your best practices and challenges,” Martin continues, “so we can succeed together.”
