Past Winner Stories
Smock Fansler Corp.
www.smockfansler.com
"I have never once, in 35 years, considered giving up. I appreciate the good times, knowing there will be bad times."
From the age of 12, Tom Fansler Jr. wanted his own business. In 1965, with no money but eight years of experience in construction, he got his shot. With a 10-year contract, Fansler bought Kenneth Smock Excavating Co." a small company with a good reputation and $280,000 in annual sales. Now called Smock Fansler Corp., the Indianapolis-based company completed 291 projects for 139 clients in 1998.
In 1997, Smock Fansler was a full-fledged general contractor, constructing and renovating buildings and building bridges, when it faced its biggest crisis in 32 years. Due to mistakes made by an estimator, the company was saddled with several projects that cost it about $1 million. A "survival plan" was already in place, and Fansler was able to minimize the loss to about $325,000. A 1998 audit showed significant recovery, and complete recovery is expected in 2000.
The company's success through good and bad stretches is attributed to Fansler's hands-on management style. He cares for his employees and treats them well by offering good benefits and promoting from within. The turnover rate is just 1.8 percent, and 53 percent of the employees have been with the company more than eight years. Says Fansler, "We try to fulfill the needs of our employees. They reward us by working hard."
From the age of 12, Tom Fansler Jr. wanted his own business. In 1965, with no money but eight years of experience in construction, he got his shot. With a 10-year contract, Fansler bought Kenneth Smock Excavating Co." a small company with a good reputation and $280,000 in annual sales. Now called Smock Fansler Corp., the Indianapolis-based company completed 291 projects for 139 clients in 1998.
In 1997, Smock Fansler was a full-fledged general contractor, constructing and renovating buildings and building bridges, when it faced its biggest crisis in 32 years. Due to mistakes made by an estimator, the company was saddled with several projects that cost it about $1 million. A "survival plan" was already in place, and Fansler was able to minimize the loss to about $325,000. A 1998 audit showed significant recovery, and complete recovery is expected in 2000.
The company's success through good and bad stretches is attributed to Fansler's hands-on management style. He cares for his employees and treats them well by offering good benefits and promoting from within. The turnover rate is just 1.8 percent, and 53 percent of the employees have been with the company more than eight years. Says Fansler, "We try to fulfill the needs of our employees. They reward us by working hard."