PCG Connect

Hey there, everyone. Welcome to pop culture. This series will focus on all things that are related to the people of performance. Get it? People of performance, pop, pop culture?

From individual interviews to hearing more about the programs in place to make all of our lives better, pop culture is here to tell you what's new in the performance people biz. Okay. Well, welcome, welcome to the studio. This is another episode of our our pop culture, which, of course, is all about the people of performance, and I'm really excited. I'm calling today the Sean Show, the the Sean Show redemption.

So we have, Sean Moore, who's the general manager at PCI Metro, and then Shawn Burnum, who is the, vice president of operations. Is that the new title?

That's correct. Yeah. Still there.

Still there. Still have

a job.

Still have a job. Still getting used to the titles as they come along. So and, why we wanted to have you in. We've been really excited ever since we acquired Metro Glass, and, we just wanted to meet you and hear more about about the business and, how everything is going so far. So welcome welcome to the cabin, as we call it.

I I thought it was a different name, but, yeah. Cabin's nice.

I like it. We just need a fire in here or something, but not like electrical fire. Soothing fire.

Well, it will feel like one we do have one because what, what the listeners don't know is we don't have any fans in here because of the sound. So let me tell you in about 20 minutes, it's gonna feel like there's a fireplace here

in the corner. Nice.

So, Sean, let's let's start. The first question I have for you is give us a little bit of background about Metro Glass and, you know, the business, when it started, and, just kind of the background, the foundation of the business.

Sure. The company started in, 1964 by, a gentleman named Sam Smith. And like any company, he started out small, small commercial glass and glazing retail areas, and, then he just kinda grew from there. And, Sam had 3 sons that took over the business in the nineties. You know, that's really who my mentors were, and the the 3 of them were in operations, field supervision, and then, Mike Smith was the president and, really learned from all 3 of them.

And, it's the only company I ever worked for. Started there in 2001 and been there until March of 2022 and was acquired by PCI. So, but we grew up just doing the larger and larger scaled work, and, we were always conservative with our growth. It wasn't anything that we were trying to take over the world by any means. And slow, steady growth, that's always sort of what I've been taught and and what I know.

And being part of now a a PCI company with what they do in in their mega projects and and hearing about that, it's exciting to to know about it. But at the same time, I I don't have any pressure by, management or Sean or anyone else that, you know, I need to be something that I wasn't already. So, all that part of this transition has has been nice. That's for sure.

Is, so when you very did he start did Sam start? Were you union from the get go?

Yeah. Yeah. We've been a union company, throughout and, always have been, just again, what I've known also Yeah. With the business.

And Sean started as an intern. So he he did the same thing that we do here at PCI years ago. So you might bring a a little bit of that forward. And what have you done in your career there at at, Metro?

For sure. So, to my junior and senior college, I interned with Metro and learned those basic skills of estimating, project management, and coordinating. And as I always said, I I I messed up when I interned, and I sold a couple of jobs. And they told me I was hired, after that. So I said you just have to go back and graduate and come on back.

So, that's what I did and really just started in estimating, and that's what I grew up in and really enjoyed and then did more preconstruction and business development. And I still love that aspect of the the job. I, grew up in it. And, the fun part about that is is all my customers that were at the same starting point in their career, you know, now they're somebody's at the businesses they're they're at or or they started their own businesses. And, still obviously have that friendship and and trust that you build at that, you know, ground level, entry position.

And, it's fun to see them grow and you grow at the same time. So, it's been a a treat and a joy to experience that journey, at the same time with your friends.

Yeah. We talk about that. We have a a class called PE boot camp, and it's for, you know, people when they graduate and they're associate project engineers. And more senior people will come in, and that's what they always say. Like, the people that you are working with now and on the on the job site, if all goes well, you're gonna continue to grow, up through your career.

So I think that's pretty cool.

And I think that's a really good takeaway for any entry level person. I mean, it's whether you got this company or another company, that's if you're gonna be in this industry, that's what ends up happening. And and if you want that growth, it's it's there. Just you can't burn a bridge because you're gonna be with that person forever, and and our industry is small, and then your reputation is known right away, on how you are and and who you are.

Absolutely. Absolutely. It'll it'll follow you for sure.

Yeah. So for, people that aren't as familiar with the actual product line, so can you talk about well, first of all, how many peep what size crew, when you were acquired, about what size crew were you running out in the field, and and how many people in the office as well?

Yeah. So we, have about, 50, craftsmen and, 15 people in the office.

And then explain a little bit, like, what type of projects were you working on, and any what was your favorite one that you had kind of to date?

Sure. So we do anything from, hospitals to, higher education to office buildings. Any larger complex project is more what we're attracted to and what we're interested in. It's vanilla and cookie cutter. We, usually don't have a chance at getting those projects.

It needs to be a a scale to it or a real complexity. But I I'd say the, some of the funnest jobs or most interesting that I think I was a part of was the Ameristar Casino Hotel. It was in, I think, 2007, 2008. It was right before kind of the, the crash happened, and, Hans Phelps was a contractor, and project was awarded. And then I wanna say maybe 2 months into the job, they had to demo, the side of a mountain to put in this hotel because the casino was already there.

And, when they dynamited the side of the mountain, it didn't quite go exactly what they wanted, and, the mountain sort of crashed on the existing fire pump room. So, they had shut everything down. Shutting down a casino was not ideal, obviously. Oh, man. So I think it overall delayed the job 7, 8 months.

And, again, not too far after that than, you you know, kind of the the whole meltdown of, our our financial system. But that was a fun process that, the the owner and the contractor, Hans Folkes, they wanted to bring everyone together, and they had us take a personality test, which I don't know if you guys ever took one of those before.

Yeah. I think

it was Myers Briggs.

Myers Briggs. Yeah. Mhmm.

We

might have done 1 or 2.

Yeah. 1 or 1 or 2. Yeah.

And it was fascinating. And, again, my, mentors at the time, they're like, no. Don't don't take it. You know, they're gonna hold it against you, or they're gonna somehow use it against you. And it's like, no.

I I I have to take this. I'm gonna do it right. It's total team effort here. And I remember taking it, and, then they give you the results. And even when you're taking the test, it's like, wow.

I I think these answers are kinda messed up, but that's what my brain's telling me. That's what my answers are. And at the end of it, they brought us all together, and they put us in a group. And, they grouped you into everybody that was like minded like you, however you scored and all that. And I think I was 27 at the time or something like that, and, I ended up sitting at the table with the, head superintendent for Hensel Phelps, the senior project manager, the head architect, and the owner.

And, then it was me, and I was like, wow. Good company. I like the company.

This is the best personality test

ever. Yeah. It was that part was a little funny. It was a

little strange. He cooked it.

I don't know how he did

it, but he cooked it.

Oh, that's really interest do you remember what, your four letters were?

I don't. I'm sorry.

I don't even

Don't worry. We'll we'll retest you.

I'll tell you at the end of the of the the podcast, or I'll I'll do my white my white witch prediction here. So, yeah, that's that's, that's really cool to hear that. I wanna hear now about how, how the acquisition all kind of came together. Like, were you searching? Were we searching?

How maybe I don't know who wants to take it, Sean or Sean? How that how that played out?

Well, I'll let Sean go first here from his perspective, and then, you know, I can certainly, lend an ear of of how we, got introduced. But, Sean,

you wanna? Sure. So, again, I think I'd been an owner for Metro for a dozen years or so, and, COVID, I think, for anyone was was a challenging time. There was no playbook for it. And, again, I'm gonna say we're a small business.

Maybe not small, but we're our revenue was mid twenties. And, again, there's nobody to lean on other than yourselves for answers, really, and and navigating the waters. And and so I I would say that happened. And, you know, there was a gentleman in the industry, named Matt Gilbert, and he was selling a glass company in Texas. And years ago, he ended up selling it and started a mergers and acquisition company.

And, he reached out to me, I think it was October of of last year, and said, hey, Sean. There's this company that you should talk to. So, was my name out there? Was I looking to actively sell? No, by any means.

But, again, you probably get put in a different, frame set and mindset when you're coming out of COVID, and and it was stressful. It was it was challenging. Again, remained profitable throughout those years and everything like that, but it definitely took a toll on on who you are, internally. And, anyhow, he said, hey. You wanna meet PCI?

And, so, had a Zoom call, I wanna say, mid November, and, that was about an hour long. It was really just kinda saying hi and and enjoyed the people on the other side. It's like, alright. Well, let's continue on the conversation. And they came out.

I believe it was Pat and Greg and, Brett and, Anthony. Anthony Rosetti. Yeah. They they came out mid December and gave them high level financials beforehand. And, again, just had a came in conversation in our office and and toured the shop and went out to dinner and, again, enjoyed everything about what they represented and what PCI represented.

It was, refreshing and and exciting at the same time. And so kinda left in mid December where, hey. We don't know if we can make you an offer or not. We need to talk to the board and, go over items, and, we'll get back to you in January. It's like, okay.

Sounds great. You know, my life didn't change. It wasn't doing anything different, and, again, didn't expect this either by any means. And then they made an offer mid January, and, again, I guess just shocked that, that that was something that was ever gonna happen in my life. It never came to my mind that that'd be possible.

Glass and glazing, and commercial atmosphere is challenging. It's it's a risky business. You know? We're we're on the leading edge, and we're union. Not it's not an attractive, purchase by a lot of people or something that someone wants to take on.

But with everything that's, at and and what PCI wants is really what I was after as well. Taking over the exterior skin of buildings is, for sure I'm not even saying the future. It's it's now as well. So I that's how it came about and was excited and, like anything, wrote down the the pros and cons down on on a piece of paper and did that multiple times. And every time, I came up with 0 cons on the right side of my paper.

So, I knew it was the right thing and thrilled for all the employees, and that was really the biggest thing for me was everybody here. We at at Metro Glass, we strive for the same excellence and the same results, and and we all fought for this every day. And, once I knew it was possible that everyone could share in that, for me, it was that part was a no brainer, especially with all the benefits and and the perks that, PCI offers. It was I would I would have felt like a complete scumbag if I would have said no. Yeah.

I mean, it just, it's it's not right, and that was learning about ESOPs as well. I didn't didn't quite know everything about ESOPs, and I still don't by any means. But for me, I always said I worked Monday, Tuesday, and Wednesday for the government. Yeah. And then and then Thursday Friday was was for me.

Right? Like, it's a bit of an exaggeration, but you paid so much tax. And and instead, with PCI being an ESOP, that that tax money doesn't go to the government. It it it's shared with everyone else. And, to me, that was really the beautiful, thing and attractive part to to join PCI.

And, I'm thrilled, again, that, we were the ones that they chose and and and and now we're here because, I'm incredibly excited for the future.

Yeah. I wanna I wanna hear from your perspective in a second. Just want to I I can appreciate what you were saying about COVID. So for people listening, when you think about, I also came from a small business in PC PCG bought us. When it's just you and during COVID, you didn't have an HR department to tell you the latest and greatest about all the CDC recommendations.

You didn't have, you know, legal with the implications or substance abuse for COVID testing and all those things that we do here, you at corporate, that's what I'm pointing to, you were having to figure out all of that stuff in house on top of continuing to run your business and all of that. So I bet you were tired. I was tired, and I didn't have to figure out all that stuff myself.

It was definitely different stresses in life that, I had never experienced before. And, again, it, I definitely think it made you stronger. And, again, you had to make decisions, and and you live with them and go forward. But, that was it was tough. That was, it was a challenging time of life.

That's for sure.

Yeah. Well and I appreciate what you were saying. Like, hey. That's the only place we've worked. Right?

And so the culture there was really important to you, and you didn't want anybody to come in and mess that up. So from your your perspective, when did it first hit our radar? Where are we looking? How did this love connection happen, Sean?

And it's great question. It really started before we even knew Metro, and it was really about being strategic and and growth opportunities. And as most people know, we've taken a hard look at cladding. Right? Mhmm.

And, that's really where Anthony Rossetti was plugged into. Hey. We're we're putting a lot of effort into exterior systems and the cladding systems and really how do we even go further which was have this glazing glass component and own the entire exterior skin. And so he was certainly champion in that conversation. And fast forward, there was a company out in the West, area that, PCI became acquainted with through Matt Gilbert, who Sean was speaking of right there.

Mhmm.

And, ultimately, hey, it wasn't the right it wasn't the right company for us. They were nonunion. It it was just a harder fit. So, after doing some light investigation, we said, hey, we're interested in this business, mister Gilbert. We're just not interested in this business, this particular one.

So he knew PCI was interested in glazing and glass for the right opportunity and with the right partner. But that we weren't gonna just jump because it was an somebody that was raising their hand and wanted to be sick you know, sold. So, that's exactly when he reached out and made contact with Sean here and said, hey. I I know of a company. You ought to talk to these folks.

And that's really how the door was open is through that consultant that kinda married us together. And just as Sean described, I mean, a lot of times those know, correspond directly. And so quickly, Matt, I did not think that was necessary, and it seemed more natural to, you know, correspond directly. And so quickly, Matt was, hey. Thanks.

But we'll call you when we need you, but we're going to work together to see if we're a good fit. And through that introductory phase and through October and through that initial conversation, it started certainly here at PCI talking about, do we really wanna do this? Are we investing in this? Is this a good decision? And then beyond that question was, is Metro the right fit?

Right? So there's really 2 questions. The first one, I think, we needed to answer through that October and that fall range.

Mhmm.

So that we understood that we're willing to do this. Right? This is a new adventure for us. And so once we kinda made the decision as an organization that we were gonna invest in this, then it it turned to, is Metro the right one? And just as he said, that really really started heating up right after the holidays where we put, basically, an offer on the table that said, hey.

If we can how this is how this works is, hey. If the a memo of understanding, if you will, if if we like you and you like us, this is what we we want to present to you and just have a general understanding of what that acquisition would look like financially and all that. But then there's gonna be this 90 day period from January to April 1st where it's gonna be all all, you know, all corporate departments are jumping in. Everybody's jumping in, lifting the hood, asking the questions. Sean's hiring attorneys and and and people to help consult him on his side.

And we really I'm looking at Sean right now. We really went at it there for about 90 days where I was I was in Denver, as much as I've maybe even more than as I was in Kansas City, but it was seamless. If we needed the information, he and his team could find it, and they made it available. And it was just yeah. We have the nice saying is we've done a few of these acquisitions, and and not to say that we do it all the time.

I don't think that's what we wanna do either, but we have a template.

Mhmm. And

they've done a really nice job, through AUSTED and and Mike Toft, I know, helped put some together some notes. And we have a a template. Is we're gonna go about doing this. It's kind of a checklist, if you will, and we started working our way through that, answering all the questions. And we at PCI, we would have department meetings, weekly.

Sean knew these were going on because I might have some questions in advance, and we'd meet as as a team and and really kind of like a task force on a job site where we have this particular issue. We're gonna work our way through it. So we would meet, weekly and and go through our our task items and and report in. And were there any concerns from this department or this group and and all the way through? And continue to answer those questions until a time where we felt comfortable that we were going to proceed.

Yeah. Well, I having lived through that, I remember what that's like. You have a lot of people up in your kitchen. You don't know

You had a lot of people in

these kitchen. Know who

they are and what they're wanting. So, like, just just a personal shout out to you and your team Absolutely. And everybody because every day, there was something new I know that was being asked for. Like, hey, do you have this? Do you have this?

Do you have this? So it's, it is a process. So I think we've done a better job here with practice to where,

for example, I was asked to be the point of this one. So a lot of that information was funneled through one point of contact or, certainly, Jordan Briscoe was the other one. So between myself and Jordan, we tried to keep tried to keep us at bay because, believe me, PCI can roll right over the top of somebody. And so as people were traveling into to to the location, whether we're doing a safety or an equipment audit or things like that, We tried to work to where we weren't just pouncing all over them. We tried to hit it at the beginning of the week so that Sean could have his Thursday Friday to kinda

Actually run his business?

Run his business that was still operating. So, we found a cadence, and I think it worked pretty well.

It it was definitely, 10 weeks of, something I've never gone through before in my life. But, like you said, PCI made it really easy and comfortable, and and, that's what it's felt for about a year now of just, it feels natural being with PCI. And and everything that they asked for was, okay. Yeah. Sure.

We have that already. Right? Like, how do you want it packaged Mhmm. Scenario. I mean, that was really what it was, but going through all aspects of the company, whether it was sales, safety, operations, management, there's just so many parallel items that it there's nothing challenging about it Yeah.

And and nothing that was scary about it. It was just, okay. Here you go. And, again, I'm thrilled that we're here as well still. I can't can't say that enough because it's it's the right position for the company.

So you talked about when you were looking to sell, you wanted to make sure, you know, we you had your list. Like, what were you looking for? What kind of cultural things were you looking for to be in, be in alignment? What were those? And then are are there any that were surprised that have been even better than you thought?

You you know, selling the company would never wanna sell it to a financial institution. Private equity. Right. I mean, that's there's zero interest in that. Right?

Being a construction company, knowing our language, and knowing what we do in a fashion. I mean, we our trades touch each other all the time. We're always waiting on the framer,

to make those things fun.

Fun being in their office office and listening to them complain about the, the framing contractors. And, I'm going, don't worry. We complain about you and the other building too, so that's okay.

But the exciting part about that is, right, it's PCI's competitors. That that's who we were following. I've heard nothing but amazing things through, my customers and contractors and even competitors of PCI in the framing world that, they're like, oh, shoot. PCI's in Denver now? Oh, we're scared.

Right? Like, there's there's, they know how good PCI is, across the country. So all that did was encourage me more that, oh, yeah. This is the right horse. I mean, there's everything about what, BCI represents that, I I wanna be a part of.

Looks like you're gonna say something.

Well, I

I think from our position, you know, what was attractive for us, obviously, being profitable and having a good backlog and a good history and a good resume and being union and being in a town that we wanted to build a footprint in, all those were positives. I think some of the things that that people may not understand is how important it was that we connected with the folks in the building and that there was an an excitement, if you will, and a reception to PCI from those folks. And I was in the building a lot. I got to I feel like I've gotten to know your people pretty well.

Agree.

And I say your people as in its transition. But it's they're great. I mean, they are what I would consider a PCI branch to be. Right? So when you walked in, it felt like home even though they didn't have a PCI logo and cube on their on their door yet, it felt like what we would want.

Right? Safety was of the highest priority, and their safety is very serious. And they and they they do a terrific job. They do job handoffs. They do FAWs, although they call them something else.

Over and unders.

Over and unders. That's right. Over and unders. But they had the processes in place that we do. They just call them different things, and they had but they were organized, they were procedural, and and their people, they really fit that discipline.

Right? That made a lot of sense to them.

And that's what also made it just a natural fit was, for us, we were excited to to see us as what the big guys do. You know? We're we're, again, really parallel with what, the big company of PCI is doing, and we're just, I always said, a mom and pop shop on steroids. That's just what I said we were. Right?

So to see that we were doing very similar items, again, that's what made it all more natural again.

Well, it's good validation too. Yeah.

It was.

So was there anything do we do anything completely different? Like, when we we never did labor control, so that was kinda mind blowing whenever that was introduced to us. Is there anything that is, a lot different?

Most definitely. Labor control is is different, and, I'm I'm so incredibly thankful that, Sawyer, joined our team because, she learned that from Seattle. And, we'd we'd be an additional big step or two behind if Sawyer hadn't joined our team.

So And a shout out to to Jacob Stafford as well that came in and and certainly helped on the front end too, both of those folks.

Yeah. So labor control was done on a much smaller scale, and it was really on my desk.

I I

don't know. I cared most about the company and that where's your risk, and it's in labor. So, that's that's that's what I followed, religiously. So, labor control's different, but it's the same. So it's just more spreading it out to everyone else to be responsible for and accountable for, not just, myself.

I think something that's that's unique to this business that we ought to dive into for just a little bit is we're used to at PCI, all of our work is done on-site. They deliver the materials and we go to work. Right?

And and Most of it. Now we yeah. Yeah.

Some prefabrication for sure. But in comparison to how, things are prefabricated in this world, talk about your your fab shop and and a little bit about how that dynamic works and how that labor works from one to the other.

Yeah. And I I think that was probably one of the most different things in in financially, just doing this. A lot of my billings are just way up front. I've I've I'm I'm getting material 6 months easily before I need to be on-site in my facility. So my warehouse is about, 25,000 square feet, and we start getting larger, and we'll need a bigger home.

But for us, it's been the right fit for me and and, where I wanted to see the growth of the company. But, yeah, we'll we'll order in, stock lengths of metal that are 24 foot stock lengths. And off of the, shop drawings, we'll get guaranteed dimensions. So we'll start prefabricating the frames, ordering the glass, and especially with what, lead times are across the supply chains now. That's just sooner and sooner that you need to order that in advance.

And, we'll we'll fabricate and assemble and glaze the frames as as much as possible right now, so then just get loaded up on, the semis, and they get brought to the job sites and, get loaded on the floors. So that's it's a big part of what we do. The actual install is a a lesser factor on total, say, contract price or or where money is is put in buckets.

What would you say? Like, what what percentage is the prefab versus installation?

Yeah. And, you know, every job is just a little bit different, but, I I think we're in, like, the 70, 30 range.

Oh, wow. So is all the prefab, it's for our own internal installation. We don't sell it to other anyone else to install?

No. No. We we do all of our own installation as well, and the the fabrication is done by us in house as well. And there's roughly, I don't know, 8 to 12 people in the fab shop that are assembling and glazing frames.

What part of Denver where you located?

The north side of Denver. It's a beautiful spot. Sean was in that neighborhood for a number of years before as well.

I was. Driving to this location the first time was deja vu because I worked literally 3 blocks away for a number of years. So, yeah, it's just if you know the metro area, it's just north of downtown, by the mousetrap area, off of 76 Highway, 76. So and I 70.

Yeah.

Where do most of the, the field like, how far away do people drive from, and then how far away traditionally have you pursued work?

So we've always serviced the the the state of Colorado. So, the majority of the work has always been on the front range, but, work on the Western Slope is usually good work to get. Not too many people wanna go, venture in the mountains, especially if it's, again, larger scale work. There's not larger, local glass and glazing companies that want to go in the mountains and chase that work, let's call it. But our guys our guys live, anywhere from Colorado Springs to Fort Collins.

So really front range, north to south, and then really, Denver metro area. But, yeah, we have crews that are from down south, and we have some really good work down there right now. Colorado Springs is a growing market, and, there's some nice bigger work there right now.

Do we drive? Do we have drivers that go over the mountain passes, or do you do you hire

people

after them?

Again, it depends on the the the type of job. We just don't do only big work. We still do the the smaller jobs, and, that's with customers that like us, and we like them, and and we have a great relationship for. So, you know, if it's a week long job, then, yeah, our drivers will just drive the stuff up in the mountains. Otherwise, we'll use a a freight company to load the frames on, and they'll deliver for us.

Just curious. I can't imagine driving some of, you know, like, birth out pass or something in the winter with

Yeah. Yeah. With a bunch of glass on.

With a bunch of glass. Yeah. Like, talk about pressure.

I think 5 years or so ago, we had a glass truck, stall out in the middle of Eisenhower Tunnel.

Oh. That

was an expensive tow.

Yeah. That shuts it all down too. I'm sure I'm sure you the driver learned some cuss words from, other people. Yeah. So, you talked about Hensel Phelps earlier.

Was there commonality in some of your biggest customers and customers that we're already doing work with, and then are there new customers that we've been introduced to?

Yeah. And, you know, that was, again, from the beginning of, talking with, Pat and and Anthony of who who your customers were and who, PCIs was, and there's already a huge alignment there of, who we did work with, McCarthy, JE Dunn, Hensel Phelps, Turner, PCL. I mean, Swinerton, it was just those big names. I think we were already, aligned there as well. And and then, obviously, there's local or or more regional ones just in the Denver market also.

So I'm sure some of those names, PCI never heard of before.

Yeah. And I you know, the interesting thing was during the acquisition, you signed a non you know, a confidential

Mhmm.

Statement, and you really try to keep this all in house. So it's not like you could pick up the phone and call a bunch of of clients and go, hey, this is what we're doing, and do you like them?

Hypothetical question. What do you think of Sean Moore? So,

you know, you can kinda get an approach of, hey, do you think this is a good idea being in Denver and being in this market and all that and kinda work on the on the fringes of it, but you also didn't want to compromise the deal either. So it wasn't like it was a free for all. We could both pick up the phone and start going through a a call log and and asking people. So there had to be that trust.

And, again, that part was natural. I mean, just the the first meeting, and even still, with the PCI and whether it's from bottom floor to top floor, it it feels easy. It feels natural, and and, the the trust level is I felt that from everyone I've met so far, honestly.

It was fun taking him through. So I I'm gonna make fun of his team when they came out for the first time to PCI, and they roll through

the corporate here in Lenexa. Yeah.

Right. The corporate office, and and they come through this. And they didn't say a word to me, but it was written all over their faces. Holy smokes. What are we doing here?

This place is ginormous, and we're just, you know, a a a company, a small little mom and pop shop as he call it in in Denver. And so I was like, don't worry. Don't worry. Tomorrow, we're gonna take you to another office, which is the Grandview office. And so the next morning, we go over there, and then they're all smiles because they're like, okay.

You guys really do understand construction. And they saw the Kansas City group making fun of each other and and making light of each other and having a good time. And he's like, okay. This is the atmosphere that we have in our in our house, and this is what we're seeing here. So I think that taking them there, seeing the the breadth of op opportunity here at at this location and then going over there was, I'm I'm guessing, a a help based on body language.

So despite what people might think, you know, when we met Gil and Matt and Gay, we we were sold. They they sold their language.

Nobody will tell them you said that.

So, no, they they made it, again, natural and enjoyable that, yeah, this is where we wanna be.

Yeah. I think I I I remember when you guys the 4 of you came through here, and we always joke that we were gonna start calling each other by our, employee numbers once we became PCG because we'd be so big, we'd just be a number. And then it it really didn't change on the on the day to day basis in the branch from, from before.

Yeah.

So thinking about the future. So we'll go into the future. So what's what's the the plan? I'll put it to you first. Where do you see this going, you know, like, in 5 years' time now that we kind of have this product line under our belt, we might be able to bundle services differently.

So first of all, we want them comfortable, and we want that team to feel welcomed, and we want them to have their feet underneath them, and and understand our systems, and get all the, nomenclature and everything, and just be comfortable. So the to Sean's point, what he said earlier about, hey, there was no pressure to be something different. That's exactly right. Let's just let's let's date a little bit here, and let's get let's warmed up. And and so that's working really well.

And look, we don't have to turn around and be a $100,000,000 glazing business in Colorado tomorrow. So let's let's just make sure we have a firm foundation in what we're doing now everybody's comfortable with. Sean and I certainly talk about what the next steps are, and you're already seeing that. I think there's 4 jobs right now that we are doing concurrently with the PCI, and I'm gonna call them interior, the drywall group in PCI, that's in town in Denver. And so they're already finding, ways to work together, bring each other to, respective projects.

I know they go out, at AGC and other customer events. And they have a joint tent that says PCI Metro PCI, and and they collaborate together. And I think that is terrific. That's all initiated at the local level. I didn't tell them they had to do that or anything like that.

So they're finding a lot of synergies there. What we think that will do and what we're having conversations, and I'm gonna pick on, like, a Hensel Phelps. They're very excited about saying, well, PCI will own the entire exterior of this building warranty wise and all that and no finger pointing, and and that's gonna generate a lot of excitement. And we're already seeing that. I know those conversations have happened with Hensel Phelps, McCarthy, and others about, this is really an interesting concept.

So I think those things will build momentum. From there, hey. We're looking to, expand our footprint in Colorado. And by that, I mean, as he said, he has about 25,000 square feet in his in his fabrication shop. To do what we want to do, I think we're going to, be much larger than that.

Maybe, I'll just say double. I don't know. We have to we're continuing to evaluate that. And that way, as we grow this product line, and maybe there's opportunities to do work in Arizona, Las Vegas, and and conversations with Portland, Denver is a great central location to touch all of those locations. Even back here to Kansas City, it's it's doable.

Ironically, right now, they buy a lot of glass out of the Midwest. And then, you know, we're talking Arkansas, Texas, even some specialty stuff out of Chicago. So it's that transportation cost, we think we can, you know, absorb that and still be successful. So that means that we're not gonna all have fabrication shops and be building unitized frames in each one of our locations. We're gonna have a an a location in Denver where the experts are housed that can continue to build those frames and and do all that prefabrication to where then we can we can move that product out to some of the other locations.

And as we partner with those people, and I'm not talking about tomorrow, but you're saying long range, what's this look like? And and and maybe I'm retired by some of the time some of this really starts getting momentum. But at that point, you can start doing glazing in in a variety of different locations. And this product line, as we've seen other product lines, ironically, in in PCI. Once people get an understanding of it and get excited about it, what do you see it do?

It it grows, you know, naturally and organically. And I I that will happen with this with this group, so, and with this product line.

Yeah. But you'll be around because I don't think you're part of the 2025 I know. Mass exodus of leadership that, I've heard. But, completely agree with what Sean said. Getting to know Victoria and and knowing the interiors group and, understanding framing and and and drywall just a little bit more than what I had known before.

That part's exciting, and it's exciting for our customers. Again, very early on in in our conversations with PCI, yeah, you know, I asked a couple of my close contacts. Hey. What do you think about us taking over the entire skin? So, I mean, we're really driving the schedule at that point.

Right? Like, some of my biggest holdups in life is I'm waiting for the framer, and I'm waiting for the waterproofer to get it right so then I could go put in my frame. So with that finger pointing and and babysitting taken away from our customers, again, I just got, overwhelming, great response from everyone saying, yeah. We'll give you a job right away. Just tell us how you're gonna do it.

So and that's without going in any panelizing route. That's just, hey. Take the scan, do the do the framing and the glass, and you're driving the schedule. And, again, you guys work together because you're the same company. So, I I got overwhelming, great response from my customers in that regards.

And then for me, I just recently, started talking with Portland, Reese, and and Heath up there. I think we had an hour long conversation and then, had had some action items getting out of it, and it was really sending them our BIM, details, of our framing system. And I don't have internal BIM, but it sounds like they have great service out there. And and and one gentleman, I guess, that is a real technical whiz with it and and enjoys that. So we send them our framing members, and, we're gonna start, I say, maybe doing some beta testing of, alright, here here's my framing.

I'm gonna build it, and then the internal frame that you guys provide go inside of it. And it sounds like recently they lost their first job to a a facade company that really does that. And, again, that's newer in the market, but there's no doubt that's that's the way I I see our industry going. And maybe it's not for every 711, but, you know, if it's Right. Of something of substance, yeah, I I really see it going that way.

And, I know my just glass and glazing, competitors locally, they they were immediately scared when they found out what, we did. Right? Because they didn't I'm gonna say they didn't see that coming. Right? Like, oh, shoot.

1 of the biggest players is now with a large company with a big influence, and, they could tackle a lot more than what, we previously would have. So

Are there any opportunities? I know, increased bonding capacity and other other things that we're capable of that brought new opportunities to your to your door? This is just like, in theory, they know they need to that you're we can you can do bigger and better things.

I think if you look at, PCG's financial statement, you you're not scared to give them more work. So, no. It was, just encouraging as well. Recently, just put a number on, begin probably the the biggest job I ever put a a number on besides DIA, and it was just north of 30,000,000. Again, there was no question of financials or abilities to to tack tackle it and, add the bonding capacity.

It's just a it's just a great good old feather in the cap that, you're able to bring that to the table.

Very much. So before we hop off here, I wanna hear more about the people. I mean, I've I've met a few, and we've had a couple of people come back to trains. But I guess for anybody listening, what do you want them to know about, you know, your office and the people in your office and, you know, is there anything you'd like us to know?

I'm blessed working with amazing people. When you have great people that work with you, it makes you look better even though it's not necessarily you. It's them. And so that that part for me has been, again, part of a great journey where Amanda, Toby, Curtis, Christian, Jim, Ricky, and Marty and Brandon, Martin, Dusty, Garrett and Jared, Dave, our field superintendent, and Tony that's been with us forever. I mean, we just, again, it's a family.

For me, that's what it's always been. And so who they are and what they've been to the company forever, it's, again, made that very easy for this to happen because, it is generational wealth that PCG offers that, again, I I couldn't offer by myself. And so, to be able to share that in in a much bigger way than was ever possible. It, to me, it made us closer. I don't know if I've asked all of them that if they feel it.

But, for me, it, again, it was it lets me sleep at night that, they're able to be taken care of much better than, Metropolitan Glass could ever have done.

The funny thing is, obviously, we're going through performance reviews and and things like that and preparing for that. And just earlier today, I, you know, Sean and I had this conversation kinda giving each other a high five, you know, with with with with the staff in Metro. We've had a couple great new additions, that have joined us and we're very excited about, since the, since the acquisition. And, they are going to be pivotal, to what I think our future looks like, and I think they're generally excited about being at PCI. And so the people that are there now, I generally think that they fit.

Again, they fit our mold. Right? And they understand that you gotta go to work. You gotta earn it every day. Nobody's gonna give you this industry, but, they put in a solid effort, and and they understand what it takes to be successful.

And so I'm really and this is absolutely the truth. I'm really excited about the core group of people there. I had and I say core group because I haven't got to meet all the field folks and and really understand them. We'll certainly get to know more of them in in the future here. But, the folks that I've gotten to interact with in the office, from day 1 have been been terrific.

Just a couple of fun questions as we wrap this up. Do you ski? No. What? What a missed opportunity, Sean.

Do you know people do you have, where's your favorite place to go than in the mountains? Any

Oh, Steamboat by far. Love the place. Feels like home. It's a beautiful spot. But, no, during the winter, it's year round for me, but it's basketball season.

So Oh, okay. I don't, my weekends are full. And at the same time, I even if I did, I would not go up during the weekends. I would take a day off to go skiing up in the mountains because you you see some of those lines coming back, of cars, and, you know, it's 4 hours, 6 hours.

So especially day after

day. Especially when that glazing truck breaks down in Eisenhower Tunnel. Like, it really backs up that.

Yes. So what do

you do in Steamboat?

You know, I just like the area. We like to go fly fishing and, like the city and, just walking around and enjoying for me, it's enjoying time away from normal life. So, just able to hang out with my family, and that's that's good enough for me.

We'll take it. Where do you like going out there, Sean?

Ironically, I don't ski either. So, yeah, we're we're party animals. I but I actually like to go in the in the summer more than than the winter because I like summer activities more so. Where do I like to go? Yes.

I really I mean, there's for different reasons, and what I'm planning on doing might be different spots, but certainly love, and it's easy to get through the I I seventy corridor and some of those things. But I actually like to go south too. It's a little quieter, and, there's some really nice areas down south. So It's

the best backyard I've ever seen.

Yeah. Absolutely.

Yeah. No kidding. So for those people that don't know, in a former life, Sean actually worked for another company.

He Imagine that.

He they who shall not be named, and you you worked in Denver for a while.

Yeah. I I so both my kids were born in Denver, and, my wife and I lived there, oh, close to 9 years. Okay. So yeah.

Hasn't changed at all, I'm sure since you're here.

Not at all. I mean, it changes daily if you haven't been to Denver in a while. It's crazy. So but, yeah, still fun. My wife teases me that, you know, there's something special about the mountains because I I can just relax, and and I don't know what it's magical.

I don't know. So

They recharge my batteries.

Absolutely.

I think people are either water people or mountain mountain people or both, but, yeah, I like them both, but mountains definitely recharge my batteries more.

Me too.

Okay. Well, with that, thank you very much for taking time and to come in here and talk to us. And, on behalf of everyone, we're really happy you're part part of the company and just learning about everything, glass and glazing and everything that you do.

Well, I I greatly appreciate it. And, as I said, I every person I've met, I'm just thrilled with it. Again, I'm part of this family at PCG and, feel honored and blessed. That's for sure.

Thank you. Thank you, Sean. Sure. Hey. Until next time, everyone.

We'll catch you later.