Building relationships Featured

8:00pm EDT June 25, 2008

Even though he’d already had more than 35 years with the company, nothing had prepared Vince Corrado for what happened at Shook National Corp. in 2004. Corrado was named Shook’s CEO in 2003 just as things turned ugly in the industry. With a perfect storm of events mixing together — including subcontractor failures, underperforming jobs and unforeseen litigation — the company and its new leader suddenly found themselves in a scary patch.

But Shook, who believes in strong relationships with his people and his community, had the tools to dig the regional professional construction solutions company out from under the muck.

He took a step backward. Refocusing on jobs with trusted owners, the company had the experience to better gauge expected cost and financial stability. Being more careful with the type of customer the company would work with led to smaller, more productive jobs.

At the same time, he turned up the internal pressure on accountability, opening up communication lines to get more feedback from front-line employees to figure out what things could be improved upon to get things running the Shook way. As he developed those relationships with more and more employees, he created a program dubbed “Beyond the Bottom Line” that focused employees on their duties, not just to the company but also to the community it serves. This new focus both internally and externally led to the kind of relationships that eventually meant more jobs, more accountability and a better balance sheet.

HOW TO REACH: Shook National Corp., (937) 276-6666 or