Issue link: http://www.insightdigital.biz/i/222066
About H.J. Martin and Son Founded: 1931 by Henry John Martin Employees: About 600 Sales: More than $100 million in 2013 Current owner: Third-generation owner Edward Martin. He was preceded by his father, Patrick Martin. Edward's son, David, is the fourth generation in the business. Commercial divisions: Commercial flooring, residential flooring (Neenah and Green Bay), glass/glazing, metal stud/drywall, doors/hardware and fixture installation. Website: www.hjmartin.com competition went away, H.J. Martin had the skilled workforce to take over. According to David, the company has a "very low" turnover rate. He says they just had an employee retire after working for the company for 50 years. "With that longevity of employees, we just keep getting better and better at what we do. We keep learning on every single project," LaPoint says. That's a testament to the company's culture of treating employees well and maintaining an open door policy. The clear glass doors on Edward and David's shared office are a visible reminder of that. "We very rarely say 'no' and we always find a way," David says of the company's employees. "I think that's why people stay." D New Generation, New Division avid Martin, 27, grew up in the family business ("I just sort of hung out every Saturday," he says), and officially joined H.J. Martin in 2009. The oldest of four siblings, David feels proud, but not entitled, to continue his family's legacy. "I never felt entitled to a position based on my last name," he admits. "And I'm not motivated by personal wealth." Parker speaks especially highly of David Martin. "He's a super nice guy; he understands the way the business works, just the way his dad has taught him." As he walks the warehouses and halls at H.J. Martin, David greets everyone (knowing "almost" everyone's first name). And he speaks highly of his father, whom he calls his "best friend." Their office walls are covered floor to ceiling with new and old pictures of family, U.S. presidents, Vince Lombardi, Green Bay Packers and other sports memorabilia, as well as signed pictures from business icon Warren Buffett and other titans of industry. When David joined the company, the go-getter, along with project manager Tim LaSure, introduced the idea of a merchandising division to the company. H.J. Martin was already well accustomed to installing retail store fixtures, but w w w. i n s i g h t o n b u s i n e s s . c o m Click to hear Edward Martin discuss how H.J. Martin's employees and company strategy set it apart. David wanted them to go the extra step and offer assistance in stocking and merchandising the shelves prior to store openings (some retailers use their own staffs). "We take their provided materials; we provide the labor and the carpentry skills," he says. While Edward remained uncertain, David convinced him that adding the new division wouldn't require any additional overhead, supplies or staff – so it appeared to be a win-win. Fortuitously, in H.J. Martin's first merchandising job, employees were able to cut the time from 12 weeks to eight weeks, fully solidifying relationships with preferred retail partners. "We've utilized them on numerous national rollouts," says Hank Dawson, vice president of construction for J.C. Penney, who has worked with the Martins for the last 10 years. "We're confident in the quality of their work and being able to beat scheduled completion dates." For H.J. Martin and Son, nothing is taken for granted. While the company generated more revenue in one month of 2013 than it did in all of 1996, Edward always looks to the future. He knows the past is what paves the way. "You have to earn your way," he says, speaking of the many preferred vendor partners, such as Target, they have worked with over the years. But success is also about giving back. "We feel we have a responsibility to this area," Edward says. To that end, the company is involved in the Green Bay Chamber of Commerce, YMCA and Boys and Girls Clubs. It also has worked on worthy charitable projects at the House of Hope and Freedom House in Green Bay, the Mount Tabor Center in Menasha and the Packers Heritage Trail Plaza in downtown Green Bay. Both Martins, as well as their employees, seem to echo David's mantra, "We're only as good as our last job. "Our biggest competition is being stagnant," David says. That means staying busy, but also getting ahead of the pack – something both Martins have had their eyes on for some time. "You always want to be the leader," Edward says. "If you're satisfied, you can't lead." D e c e m b e r 2 013 • Insight | 25