CCBR Business Review

5 CO V E R S T O R Y isn’t the problem, it’s finding them that we struggle with,” said Trevor. After a record month in October for projects in the door, they are so busy that they need another 6 experienced staff onboard to meet demand. “Our installers are working 11-hour days, so earning considerable overtime, to get through the work and we’ve had to start turning back jobs with a pre-Christmas installation requirement from the start of November, which has never happened before,” said Trevor adding that COVID-19 had only impacted the business for three months. While turnover hasn’t always increased year on year, the company’s profitability has. “I could have a lot more turnover if I lowered my prices but then I’d have a lot more to do for the same profit, which has been increasing even if the turnover Jeremie Hargreaves - Director-Successor, Trevor Hargreaves - Founder-Director, Carolyn Young - Office Manager, Guy Beman - Site Supervisor, Mick Hickey - Factory Manager, Phil Banning - General Manager. the window game has changed consider- ably in the last 15 years. Where a double- glazed window was unusual in 2006, today every second or third job is double-glazed. They also manufacture a lot of windows and doors using high performance glass to satisfy local council energy efficiency regu- lations and acoustic glass. A further benefit of focusing on their high-end market is that Chinese imports have not impacted them. “Our work is all manufactured, measured and out the door a week or two later. Whereas if we had to do that with a Chinese import, we’d have to wait eight weeks and hope nothing has to be rejected. And half of them don’t even comply – there have been some projects that have needed all the windows pulled out due to lack of compliance,” said Trevor. People are another key to success in the Central Coast Shopfronts & Architectural Windows business journey. Trevor has always looked after his people well and has been rewarded with a very low staff turno- ver. While not considered a family business, the company is virtually a family affair with several sons joining their fathers in the company over the years, including Trevor’s son, Jeremie who has been on board since he was 20. Trevor’s brother, Steve also works for the company. However, while people are a strength, Trevor said they are also his number one challenge. “Keeping staff hasn’t because we’re doing things more efficiently and buying better,” said Trevor. When asked about the potential to expand their footprint, Trevor is adamant that while they do the occasional job in country NSW, mainly for their long-established architect clients, they will stick to the Sydney market. Growing their footprint would mean sub- contracting work out as all staff, including installers, begin and end the day at the factory, a policy established by Trevor to manage project changes. Currently working towards retirement, Trevor is slowly wind- ing back and handing over the reins to his successor, Jeremie, who has experienced all facets of the business in his twenty-one years to date. “What recession? We’re so busy and there’s no slowing down in sight for our company.” Clearly Trevor’s ‘do it once, do it well’ philosophy is paying off. “Keeping staff isn’t the problem, it’s finding them that we struggle with.” CENTRAL COAST BUSINESS REVIEW DECEMBER 2020

RkJQdWJsaXNoZXIy MTI3ODI1