ADF Strategic Development and Deployment

In 2018 we set our vision to leap forward and achieve long term growth in markets we serve. As we close the books on our 25^th year, we look forward to another 25 years of success. We also reflect on how we got to this point and why we have become so successful.

Most of the current company top management are the second generation managers who successfully transitioned into their roles by moving up the ranks within the company. The original company managers provided a solid organizational structure that encouraged and empowered every employee to develop leadership at every level in the company.

Looking back we see a key to this growth was our ability to manage our quality. Our culture of “always going the extra mile” in customer service, quality, and engineering was widely accepted by all employees. We improved our performance by following our best practice procedures and by submerging all employees in culture of quality through training and mentoring. We created a work environment of communication and collaboration while promoting discipline, ownership and accountability. Our leadership followed the “Good to Great” bus analogy by getting the right people on the bus and the right people in the right seats. We also made investments in training our people and to be on the cutting edge of technology.

Those decisions were made at critical times and for the good of the company, evidenced by the achievement of our goal of becoming the preferred, go-to service provider to our clients. Our clients appreciate the quality, customer services, and overall value that our company brings. A recent client’s satisfaction survey received the highest grades for our customer services, project delivery processes, personnel technical knowledge, and competitive pricing.

We are proud to announce that the company’s original growth goals set forth 10 years ago have been accomplished. We are now a diversified 120 person company with the $62MM total sales and operating 4 offices. Our company consists of the following three business segments:

1. Full Service Process and Facility Engineering Services.

Last year this segment accounted for $12MM in sales with a staff of only 80. To help us be more diversified, in 2020, we purchased a HVAC and a Civil Engineering firm, and four years ago acquired a small Architectural firm. With the reliance on cutting edge software, strong engineering expertise, and solid project delivery process, our efficiency and therefore project profitability increased dramatically and is unreachable by our competition.

2. Construction Services and Construction Management.

With the hiring of experienced construction managers back in 2019, we were able to leverage their background to develop a 20 person construction division that managed over $30 MM (ADF part is $6MM) a year. In addition to industrial projects, ADF construction services included management of projects for government and military.

3. Industrial Packaged Solutions Sales and Services.

This segment accounted for $20MM (ADF part is $4MM) last year, which continues its growth from the previous year to a 20 person segment.

a. We have developed our Pollution and Remediation Process Solutions to deal with aging plant’s infrastructure and “Brownfield” environmental compliance issues.

b. Industrial Water and Energy Recovery has been a staple for ADF for many years.

c. Recognizing the digital transformation, we created Industrial AI (Artificial Intelligence) and Data Management services to help our clients operate in the most efficient manner.

d. OPEX, start-up, shutdowns, and plant reliability solutions

Finally, as a recognition of our success, we have received PSMJ’s “Circle of Excellence” award for the last five years. Some of PSMJ metrics include above average profits, low employee turnover, and company efficiency as a whole.