Kraus-Anderson Construction: Leading the Way to Green
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By Chris Petersen   
Wednesday, 16 April 2008


Branching Out

Although KA has been a fixture in Minneapolis for more than a century, the company has continued to grow its business into new markets. “In 2000, we made some decisions regarding where we were going to go as a company,” Campobasso says. “We were the predominant provider of construction in the Minnesota market, and if we were going to continue to grow, how were we going to do that?”

Repeat business from nationally active clients such as Cabela’s and Ameriprise have helped KA grow its capabilities coast to coast.

Currently, the contractor is at work in 17 states. To better serve its growing business nationwide, KA operates regional offices in Madison, Wis.; Kansas City, Mo.; and Phoenix.

Changing Times

KA was established in 1897 as the J.L. Robinson Co. When Robinson retired in 1929, Mathew Kraus and Amos Andersen purchased the company and gave it a new name, just in time for the stock market crash that triggered the Great Depression. Lore has it that the name changed to “Anderson” after a sign came back misspelled. Building permits from the 1930s indicate that KA was able to eke out an existence building sidewalks and gas stations.

The company survived the Depression but didn’t enjoy great success until after it was purchased in 1937 by Lloyd Engelsma, who had been working for the company as an office manager and estimator. Under Engelsma’s leadership, KA grew into one of the largest contractors in Minnesota. Today, the company is led by Chairman and CEO Bruce Engelsma, Lloyd Engelsma’s son. KA is consistently ranked among the top-50 domestic building contractors in the nation.

KA’s versatility allows it to meet ever-changing challenges in the marketplace, Campobasso says. The current market looks to be strong enough in many different sectors, especially health care, he added. The key to success is being able to work in multiple sectors and be prepared to change with the times, Campobasso says. “You have to anticipate change and have the flexibility as market sectors change,” he says. “After 110 years, we’re pretty good at that.”



 
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