BY JOHN O’REILLY 35-year industry veteran discusses why his employer, CPI Plumbing & Heating, has chosen to invest heavily in developing the tech skills of local high school grads, working with various vendors and suppliers to create a 2,500-sq.-ft. learning facility from scratch. The headlines tell the story with increasing urgency: The shortage of skilled Read more
heating
BY JOHN O’REILLY
35-year industry veteran discusses why his employer, CPI Plumbing & Heating, has chosen to invest heavily in developing the tech skills of local high school grads, working with various vendors and suppliers to create a 2,500-sq.-ft. learning facility from scratch.
The headlines tell the story with increasing urgency: The shortage of skilled workers in the trades hampers our economy. Work takes longer to complete and costs more because of inevitable delays and fierce competition. This list of reasons why this shortage has reached critical mass is as long as your arm. What isn’t as clear is what to do to correct it.
That is, unless you’re Steve Murray, a 35-year veteran of the PHCP industry and currently HVAC Division Manager at CPI Plumbing & Heating, a full-service contractor based in Mt. Vernon, Washington, a 60-mile drive north of Seattle on Interstate 5. For Murray and CPI owners Brad Tully and Michael (Oly) Olsen, developing a team of properly trained plumbing and HVAC service technicians is a task just as important as—if not prerequisite to—successfully managing the day-to-day operations of this fast-growing company.
The key to the company’s training effort lies in its recently completed “Training Lab” where young apprentices get to practice the skills taught in the company’s classroom. To outfit the 2,500-square-foot space with the plumbing, hydronic and forced-air HVAC systems the company installs and services, CPI went to the vendors that they rely on every day.
Among the most critical was Uponor North America, because its PEX-a piping and fittings offering are at the core of the company’s plumbing and heating disciplines. Uponor responded in a big way: donating nearly $5,000 of Wirsbo hePEX plus pipe for radiant and hydronic heating applications, as well as fittings, manifolds and controls. Also included was nearly 200 linear feet of Quik Trak plywood panels, used mainly for retrofitting a residential space with radiant heating.
“The CPI Training Lab has been a significant investment for us,” says Murray. “We spent $25,000 to $30,000 outfitting the space. Thanks to Uponor and our other vendor partners, we’ve been able to get much of the material donated. But it is a serious expense, for sure—yet one that we think will pay off, long term.”
In the following interview, Murray tells how CPI ensures it has access to a ready and reliably stable of service technicians, as well as how his background positioned him to lead this important initiative for CPI.
Question (Q): How did the idea for the training room develop?
Steve Murray: The closest training center to Mt. Vernon is 50 miles away, and it isn’t practical to ask guys who have already worked a full day to drive 90 minutes in rush-hour traffic to get to a training class. While there are a few local colleges with some HVAC classes, there is nothing in plumbing. Nor did the available curriculum offer any hands-on learning, which we believed essential.
We started by expanding an existing classroom and outfitting it with all the newest audio/visual equipment for online learning. Next, in 2018, we began to transform a junk space every contractor’s shop has into a hands-on lab where apprentices could actually practice what was taught in the classroom. We can now accommodate up to 30 students at one time. Our top techs, Coady Pike and Jake Petterson, help with the training and the curriculum planning as well.
To create an authentic environment, we framed a floor above existing plumbing connections for waste and water connections. The renovated space now has full plumbing facilities: a working bathroom, urinal and kitchen. We also have all the mechanical systems our techs work on in a home: two combi-boilers, two furnaces and air handlers, an electric furnace and, with Uponor’s help, radiant heating on the wall. We also have all kinds of water heaters, tank and tankless.
Q: What is your background and how did you gravitate to training?
Murray: After high school, I joined the Coast Guard. The trade skill in that branch of the military is called “damage control.” On a ship, damage control involves everything from firefighting, to taking care of plumbing systems, to welding and carpentry. That’s where I learned how to maintain plumbing and hydronic systems.
After five years, I left the service and got a job working for a maintenance/property management company, maintaining large apartment buildings in the older part of Seattle. From there, I worked for various contractors, becoming a journeyman plumber and HVAC service technician. Eventually, I opened my own shop for a time.
The one constant at every company, including my own, was a need for trained personnel. Most applicants lacked the necessary skills; or, worse, they had really bad habits. So, I started devising in-house training programs.
At the same time, I taught the plumbing apprenticeship track at a local trade organization called the Construction Industry Training Council. Working two jobs and commuting two hours each way for work eventually became too much. So, in 2016, I joined CPI, which is just 10 minutes from my house.
The owners wanted to grow their HVAC business, and I took on the role of HVAC Division Manager. We’re still working to grow it, and it has been a challenge, mainly because we just don’t get a lot of already properly trained candidates. That’s really what it boils down to.
Q: Who are the students and how do you find them?
Murray: Most are high school grads who CPI has hired. The average age of our apprentice crew is 20, although the average apprentice nationwide is 27, so we’re significantly below that.
Recruitment isn’t easy. Our marketing person participates in all the Chamber of Commerce meetings and all the local contractor trade groups. Last year, we started an outreach program to the local high schools, hosting meet-and-greets at the schools with graduating seniors, talking to them about the opportunities in the trades. We also host monthly open houses for interested kids and their parents. They tour the CPI Career Center and talk about what it’s like to work in the trades. That is really our best opportunity.
There is no perfect system to find the right people, and it is pretty easy to get disillusioned. So many high school guidance counselors still think every student needs to go to college to have a meaningful life. It makes no sense to me. Kids need to hear the message that the trades are a real career option that can provide a good living, post-apprenticeship training.
Q: How many young people are a part of the CPI apprenticeship program right now? What is the curriculum they follow?
Murray: Pre-COVID 19, our classes had 8 to 10 students, now it’s 3 to 5 students per session, so we can spread out.
We have done a couple of things to create the curriculum. We’ve pulled pieces together from Skill Mill (Interplay online for task-based learning), the National Center for Construction Education and Research, NATE [HVAC Courses], as well as content from the Illustrated Plumbing Manuals. I am in the classroom and can monitor what each student is learning online and can supplement that with real-world instruction on what we encounter in the field. Half a day is spent on online lessons; the other half, we’re going to the training lab to practice those skills, hands-on.
Right now, the curriculum is based on a three-month, eight-hours-a-day learning. We call it “boot camp.” Once a student graduates boot camp, he or she works in the field, side-by-side with a journeyman-level technician. Six months to a year down the road, we bring each apprentice back in for a refresher and a hands-on evaluation. There are performance tests each must pass before working independently with a customer.
Q: Do most students pick one track or another, plumbing or HVAC?
Murray: Some do both. From our perspective, it would be great if everyone did. But some lack the interest; others lack the proper skill set. Michael Olson and I are fully licensed journeyman plumbers and fully licensed HVAC technicians. We have the advantage of being able to model that opportunity for students who want to do both.
Q: What’s the advantage to CPI in developing its own young talent?
Murray: We have the confidence that the people we train know how to do things correctly. So much of what goes on in the trades is learning, one person to another. That system relies 100 percent on the person doing the training, teaching the right way to do the work. Without standardized curriculum, that is a crapshoot. The Training Lab allows us to make sure, before we send anyone into the field, they are trained to do work correctly — the way we want it done.
Q: Cynics say: Why spend the money on training, knowing that a trainee may leave and take the skills and all that investment to a competitor?
Murray: We hold ourselves to a very high standard. We want to be the best at turning out quality people. Better to train someone and run the risk of losing them, than not train them and run the risk that they will stay.
NJ-based contractor, distributor and Johnson Controls join forces to support Building Homes for Heroes® Recently, Air Technical Services and F.W. Webb Company partnered with other local contractors and Building Homes for Heroes® during a Welcome Home ceremony in Barnegat, NJ, for Navy Hospital Corpsman First Class Corey Reed. After serving his country for more than 20 years, he suffers from severe PTSD, a traumatic Read more
NJ-based contractor, distributor and Johnson Controls join forces to support Building Homes for Heroes®
Recently, Air Technical Services and F.W. Webb Company partnered with other local contractors and Building Homes for Heroes® during a Welcome Home ceremony in Barnegat, NJ, for Navy Hospital Corpsman First Class Corey Reed. After serving his country for more than 20 years, he suffers from severe PTSD, a traumatic brain injury, migraines, left foot fasciitis, elbow fractures, right knee injuries and tinnitus. His injuries require specific modifications to his home in order to live safely and focus on his recovery.
To support Reed, F.W. Webb Company donated a YORK® heating and cooling system with a Wi-Fi®-capable touch-screen thermostat to better assist him with adjusting his home’s temperature without the need to get up. In addition, Air Technical Services donated the HVAC installation services for the veteran’s new home.
“Having the support of companies like Johnson Controls, Air Technical Services, and F.W. Webb Company gives us the opportunity to honor injured veterans with a mortgage-free home,” said Chad Gottlieb, director of construction development, Building Homes for Heroes®. “The customized amenities Johnson Controls can bring to these homes allows veterans to live their lives in greater comfort and dignity.”
Building Homes for Heroes® is a national organization that recognizes those who serve in the United States Armed Forces by supporting the needs of severely wounded or disabled soldiers and their families. The organization strives to build or renovate quality homes and donate them, mortgage-free, to injured veterans nationwide.
“We are honored to have the opportunity to work together with Building Homes for Heroes® to be able to give back to real heroes, like Corey Reed and his family, who have made enormous sacrifices for our country. Contributing our services to their home was a great privilege,” said Raymond Dietrich, president, Air Technical Services.
The YORK brand of Johnson Controls has been a proud sponsor of Building Homes for Heroes® since 2014. The company has been recognized by U.S. Veterans Magazine as a top veteran-friendly company. Johnson Controls is also committed to hiring veterans and military spouses. Veteran employees are honored to design, engineer and assemble systems that help improve the lives of fellow veterans.
Building Homes for Heroes® invites anyone wishing to volunteer or donate to the organization to contact them at info@buildinghomesforheroes.org. To learn more about the organization, please visit www.buildinghomesforheroes.org.
To learn more about Air Technical Services, please visit www.airtechnj.com, and to learn more about F.W. Webb Company, please visit www.fwwebb.com.
For additional questions about Building Homes for Heroes® or the ceremony, please contact Ashleigh Ostermann at ashleigh.ostermann@buildinghomesforheroes.org or Jazmine Jean-Francois at jazmine@buildinghomesforheroes.org.
About Building Homes for Heroes
Building Homes for Heroes®, Inc. is a national organization committed to helping severely combat wounded or disabled US veterans and their families by gifting them a mortgage-free home. For more information on these projects, please call (516) 684-9220 or visit the organization’s website at www.buildinghomesforheroes.org.
Recently, Mechanical Hub spoke with Mike Fowler, franchisee of Benjamin Franklin Plumbing and One Hour Heating & Air Conditioning in Charlotte, NC., about his business, COVID-19 and what it’s like to have the backing of such known company and brand. Now that the country had “reopened,” are there any different procedures in place for the Read more
Recently, Mechanical Hub spoke with Mike Fowler, franchisee of Benjamin Franklin Plumbing and One Hour Heating & Air Conditioning in Charlotte, NC., about his business, COVID-19 and what it’s like to have the backing of such known company and brand.
Now that the country had “reopened,” are there any different procedures in place for the company
FOWLER: In Charlotte, North Carolina, the reopening of the economy is in full effect. Our servicemen in the field are continuing to implement the safety procedures required by the CDC and our company, and those measures will be in place indefinitely. As we prepared to reopen our office for our office staff, there were a lot of things to consider. The call center and dispatch teams make up a large portion of our employees. We had to invest in plenty of materials to ensure the office staff could safely return.
A Benjamin Frankling Plumbing employee displays the PPE used on the job.
We created new layouts and seating arrangements to ensure social distancing is observed, we have thorough cleanings daily for all high touch points, and we allocated a larger budget to purchase hand sanitizer, soap and paper towels since frequent hand washing is required. Our employees in the field have been practicing these safety protocols for months, so our employees in the office are now our primary focus as we adapt to the new normal. Our main priority is the safety of our employees, and throughout the process we strive to ensure they each feels comfortable and safe coming back in.
What protocols or procedures did Benjamin Franklin Plumbing implement as a result of COVID-19?
FOWLER: The health and safety of our customers and employees is paramount, so we implemented stringent protocols and procedures based on the latest information from the Centers for Disease Control and Prevention (CDC). By mid-March, we rolled out more strict guidelines to help ensure the safety of our staff and those we service. Since that time, we have required all employees to wear Personal Protective Equipment (PPE) including masks and gloves, as well as practice social distancing and regularly wash their hands and sanitize, especially when it’s required for us to enter a home to fulfill a project.
Since we are entering our customers’ homes, we require our employees to wear PPE the entire time they are working. We continue to supply all PPE to our staff members, so they’re fully equipped with safety gear while they’re on the job. We have asked all of our customers to inform us immediately if someone in their home becomes sick, and we’re being flexible and understanding when service appointments need to be rescheduled or cancelled due to illness. Thankfully we already had contactless payment options throughout our system, so the biggest protocol update in terms of customer interaction was utilizing FaceTime and videos for consultations and moving all of our documents to be signed and completed digitally.
Were there any advantages to being a franchisee during these uncertain times?
FOWLER: Absolutely. While we were deemed as an essential business and could continue to operate while many businesses could not, there were a lot of necessary changes and we were still impacted. Our franchisor, Authority Brands, is the parent company of seven leading home service franchisors, America’s Swimming Pool Company, Benjamin Franklin Plumbing, The Cleaning Authority, Homewatch CareGivers, Mister Sparky Electric, Mosquito Squad, and One Hour Heating and Air Conditioning.
The corporate team has always excelled in providing strong marketing, technology and operational support to our business, and over the past few months, their exceptional leadership and guidance helped us stay afloat.They kept us up-to-date with everything going on throughout the pandemic, from COVID-19 safety procedures and regulations to guidance for applying for government relief such as the Paycheck Protection Program. We’re grateful to have had ongoing communication with them over the past few months, and they continue to play a big role in keeping us informed and providing us with knowledge and resources.
What do some aspects of the business model blueprint look like at Benjamin Franklin Plumbing?
FOWLER: Being part of a franchise system and being surrounded by a strong network of business owners across the United States proved to be invaluable as we all navigated through the unknown. Benjamin Franklin Plumbing already had a Franchisee Leadership Team (FLT) established prior to the pandemic, and it exists to continuously improve our brand as a whole with systemwide collaboration and ongoing communication.
The motto ‘working for yourself, but not by yourself’ is echoed from all aspects of the Benjamin Franklin Plumbing franchise, and forming relationships with both the home office and fellow franchisees, in addition to the support of my family and the communities we operate in, continues to propel my business forward.
I’ve been a franchisee with the company since 2003 in Charlotte, North Carolina and I’m proud of how we’ve molded the proven business model from Benjamin Franklin Plumbing to fit our community. Everything starts with marketing. We have a dedicated marketing staff that executes monthly initiatives to ensure the call center receives calls.
We take training very seriously, and every new hire—whether it be as a marketing team member, accountant, a dispatcher or a service plumber in the field—goes through intensive training to ensure our customers experience a seamless process from start to finish. We’ve needed to change how some things are done over the past few months, for example conducting interviews through FaceTime, but with a strong structure for our business already in place, we’ve continued to provide services locally with the support of our franchisor.
What types of investments are being made by Benjamin Franklin Plumbing to ensure better success and continued growth?
FOWLER: Through the FLT, Benjamin Franklin Plumbing is always listening to its franchisees and implementing enhanced operational procedures as needed. They invest in the tools we need as franchisees to operate our business successfully.
For our business in Charlotte, we like to invest in our community both by giving back through charitable efforts, but also investing in the next generation of the workforce through our best-in-class training programs. With the unavoidable shortage of plumbers, we’re always working to educate those looking for their next career about the opportunity to join our team.
Our services were deemed as essential throughout the pandemic because, put simply, our community needs us as much as we need them. With the support of our franchise system and our dedicated employees, we continue to grow.
With the health and safety of attendees, staff and the public top of mind during the current public health crisis, the Plumbing-Heating-Cooling Contractors—National Association (PHCC) announces that it will offer its annual conference, PHCCCONNECT2020, in a virtual format. The event, scheduled for Sept. 30-Oct. 1, will offer a valued-packed online program, full of high-quality education and Read more
With the health and safety of attendees, staff and the public top of mind during the current public health crisis, the Plumbing-Heating-Cooling Contractors—National Association (PHCC) announces that it will offer its annual conference, PHCCCONNECT2020, in a virtual format. The event, scheduled for Sept. 30-Oct. 1, will offer a valued-packed online program, full of high-quality education and networking opportunities.
“This decision to ‘bring CONNECT to you’ was made after much careful consideration and input from PHCC members,” said PHCC President Jonathan Moyer. “It was the right thing to do in these current times, and we embrace the opportunity to safely deliver this highly anticipated event in a new innovative, easy-to-use format.”
With the theme “Expand Your Vision for Success,” the virtual conference will offer high-caliber keynote speakers, timely and relevant educational sessions and new virtual networking events, with the added benefit of experiencing it all from the comfort of an office or home.
Program highlights include:
- More than 20 education sessions
- Inspirational and informative keynote speakers
- Live Q&A with select speakers
- A virtual Product & Technology Showcase
- Reimagined networking opportunities
- Access to education session content for 30 days
- Affordable Experience – No travel & hotel costs & reduced registration rates
More specific details about the event will be available in early July. For updates, visit www.phccweb.org/connect.
Led by Vice President Doug Fulton, this new function will seek growth opportunities through corporate acquisitions and joint ventures, as well as internal product development. To further enhance Uponor North America’s ability to deliver innovative plumbing and heating solutions to its customers, the company has announced the creation of a new business function. This new business Read more
Led by Vice President Doug Fulton, this new function will seek growth opportunities through corporate acquisitions and joint ventures, as well as internal product development.
Vice President Doug Fulton, will lead new business venture development, for Uponor North America.
To further enhance Uponor North America’s ability to deliver innovative plumbing and heating solutions to its customers, the company has announced the creation of a new business function. This new business function will be led by Vice President Doug Fulton and called New Venture Development.
Reporting directly to President Bill Gray, Fulton will lead the exploration, incubation and integration of new products into Uponor’s existing business offerings, while also forging external partnerships. The overarching goal is to expand the company’s growth opportunities in ways that align with Uponor’s business strategy and customer insights.
Fulton’s responsibilities will encompass numerous areas related to corporate growth and expansion: Business Development (M&A/Partnerships), Business Incubation, Construction Services (including Building Information Management), Codes & Standards, Government & Industry Affairs, Project/Stage-Gate Management, and Uponor Innovation LLC.
As part of his business-incubation work, Fulton will oversee the company’s recently announced partnership with Reno, Nevada-based Pestan North America (PNA) to market and sell PNA’s proprietary PP-RCT pipe and fittings. (Note: PP-RCT stands for polypropylene, random copolymer, with modified crystallinity and temperature resistance.) Currently preparing for a formal launch of the product offering, Uponor will serve as PNA’s exclusive distributor throughout the United States and Canada.
“With the creation of our New Venture Development function, Uponor is doubling down on innovation,” says Gray. “We are emphasizing more than ever our commitment to providing innovative plumbing, heating and fire safety solutions to our customers.”
“The name New Venture Development reflects the way we see the business world evolving in the month and years ahead,” Gray continues. “While Uponor will continue to aggressively pursue direct product innovation internally, we envision an equal, if not greater, role for acquisitions, strategic partnerships and joint ventures, as we broaden our scope and capabilities.”
Most recently serving as Vice President of Product Marketing at Uponor, Fulton joined the company in 2017 as senior director of Corporate Strategy and Segment Marketing. He holds an M.B.A. from Indiana University and a bachelor’s degree in Business Administration from the University of Toledo.
Before joining Uponor, Fulton worked as Director of Marketing at Andersen Corporation, a national manufacturer of windows and patio doors. Prior to that, he was Vice President, Business Development – Midwest, for the Walt Disney Company. Fulton spent the first part of his career in various marketing leadership roles in the consumer products industry.