Modern Hydronics Continued from page 28
ical contractors to their clients. When we run into a problem on an engineered project, I don’t point the finger at the engineer; I work towards a resolution. For example, we recently completed a large 60-ton geo project. The bid drawings left off the air separator, expansion tank and relief valve on the loop field. Some may say that these components aren’t necessary, but I consider them a requirement. I checked my bid, and I did not
have these components in my con- tract. A 4" flanged air separator, a commercial expansion tank and asso- ciated piping would not be cheap. I could approach the owner with a change-order for these components, who, in turn, would stick it to the engineer. Instead, I made the engineer aware of the omission and included the missing components at no addi- tional cost to the owner. I have a line item for contingencies in my bidding spreadsheet just for this purpose.
I could have gotten a hefty change-order for this work. It might have also been
the last project I did with this engineer. Instead, I have done two other projects for this engineer and have two more in the pipeline. The total amount of these four projects totals over $1M. I am not advising that you blindly cover for every- one else’s mistakes. What I do advise is considering the long term value of the relationship as you make decisions and not just reacting to immediate issues. I meet with my local reps and wholesalers on a regular basis. I make a point
of introducing myself to them at local trade association meetings and of letting them know about our specialties and areas of expertise. I ask for leads and fol- low up on the leads as they come in.
I meet with my local reps and wholesalers on a regular basis. I make a point of introducing myself to them at local trade association meetings and of letting them know about our specialties and areas of expertise.
I serve or have served on several trade associations, including RPA, PHCC
and ACCA. I volunteer for committees and have run a Habitat for Humanity pro- ject. This volunteer work has introduced me to new contacts that have, in turn, referred work to me. I have even got leads from fellow contractors who have referred specialty work such as radiant or steam that was not in their wheelhouse. They would have never known that we did this type of work if I did not partici- pate in these associations. I also offer to help with any problem jobs they may cur-
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CORRECTION: Last month’s column by Dan Foley incorrectly designated Dan as P.E. Dan has six Master’s Licenses in three jurisdictions.
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Circle 19 on Reader Reply Form on page 73 Page 30/Plumbing Engineer
The views and opinions expressed in this column are those of the author and do not reflect those of Plumbing Engineer nor its publisher, TMB Publishing.
October 2011
Twice the Flow
Capacity NEW
rently have. I don’t have all the answers, but I’m not afraid to roll up my sleeves and give it a try. We have all had that “problem job,” the one that you have been back to multi- ple times and just cannot figure out. You get that sinking feeling when your phone rings and that angry customer is demanding a solution — NOW! Sometimes all that is needed is a fresh set of eyes and a clear mind. I offer to help where I can; many times this little effort is wildly rewarded with good leads and referrals. Manufacturers, reps and even fellow contractors will never forget the time you helped them out of a bind and will think of you when they have a good lead. These are the strategies I have used in my company to cre- ate new work. Some, all or none may work in your com- pany. Apply one or more of these concepts to your compa- ny and see what works. You don’t know if you don’t try. n
Dan Foley is president and owner of Foley Mechanical
Inc. based in Lorton, Va. FMI specializes in radiant, hydronic and steam systems as well as mechanical systems for large custom homes. He can be reached at 703/339- 8030 or at
dfoley50@verizon.net.
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