As a young man growing up in San Diego, Greg Rogers worked at a service station. Not a gas station, but an old fashioned service station where they checked your oil and tires when you came in for a fill-up. He learned something about business there that he's never forgotten.
Rogers' boss told him, "Anybody can sell a product. The only thing that makes you better is your level of service."
That insight has guided Rogers for the last 25 years, as he led Pacific Building Group's (PBG) transformation from a startup to a $100 million construction company, with clients like Sony Corp. (NYSE: SNE), Callaway Golf (NYSE: ELY), General Atomics and Scripps Health.
Service is a core value that shaped the choices Rogers made when hiring employees and partnering with other firms on jobs. And it's the standard for PBG's every interaction with clients.
Repeat business has helped fuel the company's growth. PBG's focus on managing construction projects to ensure a hassle-free experience for clients and an outcome all parties can take pride in has in turn sparked long-term client relationships.
Over the last quarter-century, PBG evolved from a small drywall company to a large general contractor with the flexibility to take on projects ranging from large ground-up construction, such as Sony's $160 million, 455,000-square-foot worldwide headquarters, to the smaller tenant improvements and facilities maintenance projects that few companies of PBG's size appreciate or understand.
The formula works for PBG and its clients. PBG's success in medical construction -- a field with unusually high standards and strict code compliance requirements -- provides one of the best real-world examples of how coupling capacity with customer service can deliver value.
"The project that Pacific Building Group completed for us was an example of 'best practices' in every sense of the term," said Colin Ramsey, Sharp Healthcare. "The communications were very clear. The plan was set and followed through. The transition was seamless, with virtually no effect to our flow, no interruption to patient care and no physician complaints."
PBG's strategy to emphasize flexibility, customer service, capacity and diversity of projects has resulted in steady, sustainable growth. But it turns out to be just as effective for surviving tough times.
Take drywall, for example. Few companies in PBG's peer group have chosen to self-perform drywall work, rather than subcontract. PBG's decision provides a competitive advantage, enabling the company to jump-start projects and control their pace, since other trades require this phase to be done first.
By controlling the drywall, PBG also more closely controls the project's overall quality, teeing the firm up to provide additional quality-sensitive services to clients, such as equipment, furniture and millwork installation. As an added bonus, PBG's drywall division can subcontract with other companies when there's additional capacity, ensuring a more stable revenue stream.
"I often tell people Pacific Building Group builds pride," said Jim Roherty, president of PBG. "In the end, mastering project management and implementation makes us more competitive and more responsive to clients. When PBG builds something, everybody associated with the project has good reason to be proud."
Submitted by Pacific Building Group