Intertech says its focus on building industry relationships sets it apart in the commercial contracting industry.

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Even though Intertech Construction Corp. President Joseph Stadlen was on the fast track to success in the corporate world after excelling in business school, he couldn’t see himself in a suit and tie on a daily basis. After abandoning any thoughts of the corporate life, he turned his attention to the more flexible, challenging work of his family’s construction business. “Working for Intertech offered the challenges and the type of work that actually interested me,” Stadlen says.

Stadlen's immediate family is involved in Intertech, and working with a tight-knit group offered a number of advantages, he asserts. “There is a reason people have family businesses – the benefits of having a family business definitely outweigh any negatives,” he says.

“We never have to question whether somebody is acting in the business’ best interests or not because everyone is invested in the company. It’s also much easier to get family members on board with long-term goals.” The commercial construction firm was founded in 1971 by Joseph’s father Art Stadlen. Since Intertech’s inception, it has stressed the importance of completing quality work on time.

According to Stadlen, the company will sacrifice its own interests – and profits – to go the extra mile and complete projects on time for clients.

In fact, Intertech has found that by sacrificing its own interests to meet the needs of its clients, the steady stream of repeat business makes up for any temporary losses. 

“We will do just about anything to get the doors open for our clients,” Stadlen explains. “Over the course of several projects for the same client, we’re able to minimize losses and sustain ourselves.”

Partnering With Subs
Intertech’s focus on building industry relationships extends to subcontractors, as well. Since the company subcontracts approximately 70 percent of its work, working with strong, proven subcontractors is imperative, Stad-
len says. Many of its long-term subcontractors have performed work for Intertech for as many as 10 to 15 years, Stadlen says.

“We try to look at our entire supply chain the same way we look toward our clients,” he asserts. “It’s never about a project; it’s about the relationships we build throughout the industry.”

This relationship-based approach has been a success, and it often helps Intertech overcome common industry challenges, he says.

Overcoming Obstacles
When the company was enlisted to construct Neorest, a high-end furniture and bathroom fixture showroom in Wellington Greens, Fla., for Toto of USA Inc., it had to install a curved-glass storefront, which posed many challenges in material cost and lead time.

The glass itself had a lead time of 12 weeks, while the project duration was only nine weeks. “One of our subcontractors, through his relationship with the suppler, was able to jump the line of materials to be tempered, and the glass was delivered to us literally three days before the client’s grand opening,” Stadlen explains.

However, overcoming this scheduling challenge was not the final obstacle the company would face in this project. While the delivery truck was in transit with the four pieces of custom glass, another car on the road lost control and struck the vehicle, shattering the glass.

Both drivers were unharmed, but the materials were destroyed, and extending the schedule was not an option.

Yet, after working with suppliers, the company was able to develop an alternative plan.

“We developed a temporary storefront made of plexiglass, which was to be installed within 12 hours,” Stadlen explains. “The owner was able to open its doors, and we were then able to reorder the glass in the meantime.”

‘Smartest’ People
Even in adverse situations, the company can come out ahead due to the innate capabilities of its employees.

“We have hired some of the smartest people out there,” Stadlen emphasizes. “They are all brilliant problem solvers with can-do attitudes. Their general outlook on life is very positive,” he continues. “This is the type of attitude we look for in new hires.

“We look for people who understand that the construction business is full of problems. But, it’s the attitudes of the individuals who are there to solve the problems that make the difference.”

In addition, the company stresses cross-training and, as a result, many of its workers are skilled in a variety of areas.

“Everybody wears different hats around here,” Stadlen explains. “If there is somebody in the weeds out there, there are always at least a dozen people on staff that are cross trained to help out whenever they’re needed.”

The firm also promotes its open-door policy. “If there is a problem, employees can easily speak directly to the owners and decision-makers of the company,” Stadlen explains. “We promote open communication, because we feel that there is always room for improvement on both sides of the fence.”