Equipment World Digital Magazine
Issue link: https://read.dmtmag.com/i/473140
EquipmentWorld.com | March 2015 65 when DFI began doing work for an architectual firm. In 1996, the company won the bid to build a 40,000-square-foot church and things caught fire after that. In 1999, the company built four hotels and around that time branched out into building timber bridges. Ten years in, DFI dropped ma- sonry, at one time its core business. The company now does primar- ily private work, concentrating on vertical construction, design-build, utility and the timber bridge con- struction markets. It's even doing a bit of industrial maintenance. Facciobene timber bridge work has been a key generator of revenue for the company. DFI builds these timber bridges all across the coun- try, primarily at parks, but also at golf courses, retail stores like Bass Pro Shops and even at nearby Walt Disney World. By 2006, the company was bringing in $20 million in revenue per year. Despite the success, it wouldn't be able to escape the long reach of the economic downturn. In 2011, annual revenue had dropped to $5 million. Facciobene credits his focus on keeping a small debt-to- equity ratio and the timber bridge busi- ness for help in working out of the downturn and back to $10 million per year. "As has been evidenced in the last six years, you never know what tomorrow will bring," he says. "We've always had the ability to get skinny when we need to." Keys to success In addition to his conservative fi- nancial sense, Facciobene points to his company's customer service as the key to its success. "I had the fortune to have to work in retail a little bit. In retail, it's always about pleasing the cus- tomer. I was shocked by how most people in the construction business don't know anything about how to make their customers happy," he says. "Many don't understand how not showing up with the proper crew or not following through with what was requested frustrates people. Those industrial main- tenance contracts? They keep us around because we know how to act around high level people and in highly-occupied places." When asked what the most challenging aspect of starting his company was, Facciobene says for him, it was learning how to man- age employees. Difficulty aside, he says his employees have always been a main focus for him and he's always worked to keep them safe, busy, happy and motivated. "I think I'm able to do it by my one-on-one relationship with them. I know their families and friends. I know what makes them tick. I know where they live, what they do," he explains. "I work with them. When they have issues I help resolve them. I go out of my way to do whatever I can do for them to make them happy and make them comfortable." A more recent challenge for Fac- ciobene and contractors across the country has been finding qualified craft workers. "The average age of our tradesmen is getting older and older," Facciobene says. "I do have some young guys that I've been in able to plug in and grow and I'm en- couraged by that." While many firms formed partnerships with appren- ticeship programs and others have started their own training programs, Facciobene says he has begun scout- ing for younger workers he feels he could train up on the job. "I'm constantly recrutiing younger kids," he says. "I scout particular types that are independent, disciplined and have good morals." The company's trucks are adorned with a "Team Facciobene" badge. More than a rhyme, it reflects the work Facciobene says he puts into the company's culture. "I go out of my way to do whatever I can do for (the employees) to make them happy and make them comfortable," he says.