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Category:
Published: January 2008
Tom Eckert, President of MLB, explains how the involvement of the company's founders, has contributed to their 60 years of success.
Success Magazine: Tom, what does success mean to you?
Tom Eckert: In business, it's having a career that you enjoy and working with people that share that same sense of fulfillment.
SM: What about personally?
TE: I have a great family. We have four terrific children, and they've all made us very proud.
SM: What do you attribute some of those successes to?
TE: Perseverance. It's a matter of maintaining certain standards and trying to instill them in the people around you.
SM: The founding fathers of MLB: John J McManus, Frederick J Longe, and Donald R Brockwehl, were all graduates of Union College. You were also a graduate of a later class. You were honored at a ceremony at Union last October 2007. Why was your firm honored?
TE: The ceremony was actually initiated by MLB, in recognition of the leadership of our founders. Because of our affiliation with Union College, and the fact that Union has played a big part in our history, we dedicated a grove of trees on the campus to our founders. We've also done some wonderful work there, so it was a nice way to culminate 60 years and celebrate our history.
SM: You are continuing with this trend as a Union graduate. How did you get started in MLB?
TE: I was hired in 1979 as a project manager. I was responsible for certain projects, did some estimating along the way, and basically worked my way up through the ranks to be president. If you asked me in 1979 if I would be president, I would have laughed.
SM: The founders surely recognized qualities in you that would contribute to the firm's future success. What are some of those qualities?
TE: I think it was basically perseverance and the ability to get things done. They always say, if you are looking for something to get done, give it to the busy person. I seemed to be one of the busiest, so they kept giving me work.
SM: When you became president, what was your mission?
TE: At that time, which was the mid 80's, there was some struggle going on. So my mission was to work with the founders and rebuild the company by refocusing on the fundamentals that had gotten MLB from 1947 to 1987.
SM: How did you achieve your goals?
TE: Mr. McManus always said, "Construction is a people business". We have always had great people, and their efforts paved the way.
SM: What makes MLB different from other contractors?
TE: The fact that our founders were very involved in everything that we have done, and my partners and I have maintained that same level of principal commitment.
SM: You have completed many projects for prestigious universities. How did you develop this market?
TE: We listen well. Colleges and universities need their facilities when they need them. When that bell rings, the doors need to be open. Their budgets and schedules are always tight and they are often trying to reshape an existing building. We understand their needs and we've been able to consistently give them the response they are looking for.
SM: Your referral basis is very high. Why do you think that is the case?
TE: Because we deliver. The basic delivery method that we use, "construction management", particularly on college campuses, is extremely important. We like to get involved early on, plan and develop the work, and build a team. We think about completion of the project well before it has been completely designed. Having done that consistently, we have a great track record.
SM: You just finished the Price Chopper in Malta. While doing the construction, you had to truly maintain a pristine, safe and healthy area, because business couldn't be lost while you were working. Was that challenging?
TE: We work in three markets basically: retail, healthcare and education. Surprisingly, there are similar factors involved in each of these areas, like schedule sensitivity, safety, and working around the public. Colleges and healthcare facilities, and even some retail locations are open 24/7. Because we deal with these factors in all three markets, we've strengthened ourselves in each job that we execute.
SM: Why did you expand outside of the New York area?
TE: The construction cycle can be a rollercoaster. We've found that having different geographical markets can level out the ride. Some owners have asked us to go to different markets, and that's one of the reasons we went to North Carolina. One of our retail clients was expanding into that area, so they got us started there.
SM: You have won the prestigious Build NY Award 3 times, in 1992, 1994, and 2006. How have you accomplished this?
TE: It is a very prestigious award, and we're very proud of our accomplishments. We have maintained a standard of outstanding customer service, which is a project-long effort by the entire team. We are proud of that.
SM: Your firm has also just won the General Building Contractors of NY Excellence award for exceeding industry standards. How did you accomplish this goal with such pressure to complete your work on the allotted time schedule?
TE: That was a safety standards award. And it is difficult, but I always say, "Being too busy is not an excuse to relax on safety". And our experience has shown that the safest jobs are also the cleanest and most profitable.
SM: Your firm involves itself in philanthropic endeavors. Why, and what are some of the projects that you are involved with?
TE: Much of our work is with non-profit institutions. We understand how difficult it is for them to raise money. Giving back is always appreciated by those institutions. We've also established scholarship funds, and are very active in Junior Achievement. We believe in funding the future.
SM: How do you attract the key people for your firm?
TE: It's an ongoing effort for construction. Construction gets a lot of bad press. It's not fair, but it happens. We seek interns from various colleges that have engineering and construction related programs. I have done seminars in both colleges and high schools to try and get young people interested in construction. It's a great business! People just need to have their eyes opened to see what it's really all about.
SM: Your firm recently celebrated its 60th year anniversary. To what do you attribute this longevity and success?
TE: MLB has always had a leadership team to share the responsibilities. This has helped us to succeed. It has never been just one person who's headed up MLB. It's that partnering, I think, that helps us continue our success.
SM: What goals and standards are set to propel you into the next phase of your company's strategies?
TE: We always look for expanding markets. For example, we are in our second year of work down in Florida. That's an expanding market, and a longstanding client had tapped it and invited us to work with them. Over the past three years, we began a transition into the next generation of leadership, which should propel MLB for another 20 years. We continue to be a strong contributor to our community. Most of our work is in nonprofits and community service organizations. We try to be a reliable resource for them. We think it's very important.
SM: What has been your favorite project at MLB and why?
TE: Too many to select one, but my favorite type of project is a high profile one that presents a significant challenge. The Times Union Center, the first CESTM building, College Park Hall at Union College, The Golub Corporation's Freezer Warehouse and Skidmore's recent expansion projects, were all very exciting.
SM: What plans are in place to take your company through the next 20 year plan for MLB?
TE: We have always grown our next generation of leaders. That has gotten us through the first 60 years. There's no reason to change it based on our continued success. As we move forward with our current transition, we can expect them to follow the same high standards and principles that our founders have instilled in all of us.
SM: How do you maintain those good quality people?
TE: Stay interested in them. The mentoring aspect is really important. You have to maintain your interest in their professional growth and development so they maintain their interest in the company. We have been able to do that well.
SM: What advice can you give to up and coming entrepreneurs in the construction industry?
TE: Supply and demand still rules. It's easy to get caught up in the highs and the lows of this market. As Mr. Longe always said, "You've got to keep your eye on the ball, know your fundamentals and have fun".
SM: Are you having fun?
TE: I wouldn't be here if I wasn't.
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