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14 High-Impact Advertising Options As Canada’s leading publisher to the construction industry, Reed Construction Data offers many options to help increase the power and potency of your advertising budget. Power-up your profile with Corporate Profile Advertising! Looking to beef up your industry image? Announcing significant changes in direction or leadership? Or simply have some good news you’d like to share? Consider a Corporate Profile. Make your company stand out – corporate profiles are dedicated (yours are the only advertisements included), and you can either write your own editorial content or have our qualified staff writers create vibrant copy for you! Page Special 6 Advertising Supplement Daily Commercial News Xxxxxxday, Xxxxxxxxber Page RCD XX, 2005 2 Daily Special Commercial Advertising News Xxxxxxday, Supplement Xxxxxxxxber XX, 2005 Page RCD Page 2 7 “I t’s like a family,” says John DiCostanzo, director of Verdi Inc. “No, it’s like a brotherhood,” says Tony Paglia, director of Alliance Restoration Ltd. “No, it’s like a marriage,” counters Denis Furlan, director of Alliance Forming and Alliance Floor Finishing Ltd. “A good one.” Whatever you call it, the construction business partnership that makes up Toronto’s Verdi Alliance is a successful one. Three separate companies, the partners decided last spring, joining forces while maintaining their own identities. The result: a company with 500 employees and a healthy bottom line. Verdi was founded in 1965, when the brothers Verrilli—Rocco, Guerino, Mario, Jimmy and Dionigi—emigrated from Italy to Toronto, founding a residential concrete forming company as Rilli Forms Ltd. The five brothers lived by four rules: work hard, provide a good product, save the client money and finish on time. In Canada’s centennial year, the company’s name was changed to the Verdi Group of Companies, building more then 200 high-rises, primarily residential, across Southern Ontario over the next four decades. “The one thing that set them apart, was that they were very hands-on guys,” says DiCostanzo. “They were always on the job site and getting their hands dirty — very much involved in actually slugging the hammer — whatever it took to get the job done.” The company continued to grow, with major recent contracts including Toronto’s Pantages Condominium tower and Toronto’s lake front King’s Landing condominium complex. Verdi was also a major contractor for Casino Niagara. In 2004, Paglia and his partner Vito Nardi, Furlan and his partner Dario Favot, formed the first pillars of the future Alliance. “When Dario and I set out to form our own company, we also talked to Tony about the idea of setting up companies under the Alliance banner,” says Furlan. “We found each other’s ideas were refreshing and we were part of the same mind set.” The two had known each other for years and the alliance seemed like a natural progression. Natural and lucrative. Under their new banner, the Alliance companies began to take a healthy bite out of the Toronto and Plan Ahead Advertise With Us Call 905-752-5408 C O R P O R A T E P R O F I L E REED CONSTRUCTION DATA area construction pie, including a hefty contract with AECON Building on Pearson International Airport’s Terminal 3. Other major contracts soon followed, including the Peterborough Regional Health Centre, State Farm Canada’s operations centre in Aurora, The Children’s Aid Society of Toronto building, and the Four Seasons Hotels & Resorts head office in Toronto. “At one point, Danny Verrilli, one of the directors at Verdi, started a discussion about the way we approached business,” says Furlan. “The more we talked, the more we noticed how our businesses each had unique strengths that could benefit each other.” “Alliance is very strong in commercial forming and Danny felt it would be a real asset to the company,” says DiCostanzo. The Verdi group suggested a merger, but Furlan countered with a unique proposal. “I said, I didn’t want to join the company but would consider running my own company under the same roof. We were already friends, even though they were competition, and that friendship was based on mutual respect.” Verdi liked the idea, and offered to extend its bonding to Alliance Forming and provide office and construction yard space at its Toronto headquarters. The Alliance companies would share equipment and overhead costs, merging office services and taking advantage of a single, comprehensive safety department. “I approached Tony and told him what was on the table,” says Furlan. “We went back to Danny and he agreed to get Tony involved on the same terms — taking a family business and transforming it into a corporation based on the same values we’ve always lived by.” The newly christened Verdi Alliance moved into a completely renovated and revitalized headquarters and construction yard last year. The move is already paying off; Verdi Alliance is generating twice as much revenue as Verdi alone. “A lot of the developers we work for have both commercial and residential operations,” says DiCostanzo. “Our aim is to be a one-stop shop for them.” Furlan agrees. “The future of the construction industry is ‘bigger.’ In this business, a small company doesn’t get the same respect as an established corporation. For example, we were instantly able to take advantage of bulk purchases — lumber, plywood, concrete. A big group gets bigger discounts, which we pass on to the customer.” Being big also leads to other synergies and cost-efficiencies. A large, flexible work force and a sizeable construction yard means job sites are never short of construction equipment, material or labour. Workers, bobcats, cranes and compressors move between the partner companies as the need arises. But size hasn’t dulled the partners’ competitive edge. They still bid individually on each contract. “We beat each other up on price,” says Furlan. “Squeezing each other for a better price keeps us competitive. We also have some of the youngest, most energetic crews in the city to help us back up our bids.” That bucks a trend, adds Paglia. con- Reed Construction Data is your best source to reach Construction Professionals W hen AECON Buildings accepted a contract to expand and refurbish a parking structure at IBM Canada’s Markham, ON headquarters, sub-contracts were tendered on a job-by-job basis. Verdi Alliance took three of those sub-contracts, each quoted separately by the three member companies, with each component tackling its own specialties: demolishing part of the existing parking structure and stairwells, concrete forming for the 150,000-sq.-ft. expansion, and application of the thin traffic topping and expansion joints. “Bidding separately keeps us lean and mean,” says Tony Paglia, director of Alliance Restoration Ltd. “There’s no fudging the different tasks in a larger project, or underquoting in one part of a job to make it up somewhere else.” The two Alliance companies — Alliance Restoration and Alliance Forming and Alliance Floor Finishing — had recently worked with AECON on Pearson International Airport’s Terminal Three, but the relationship with the principles goes back even further. “I’ve been in the business for 34 years, and I’ve worked with these guys for 25 years,” says Paul Loder, senior construction superintendent with AECON. “We’ve developed a close working relationship and I know what they’re capable of. There are a lot of good people out there, but these are some of the best. At the beginning, the intent wasn’t to get all three companies on the project. They just happened to come in with the most competitive bids for quality work.” Once all three Verdi Alliance companies came on board, however, they relied on synergies to benefit the entire project. Tools and equipment could be pooled or moved from one part of the site to another, and workers could assist each other when jobs required a little extra horsepower. “The advantage of having three united companies on the same project is that they really do work together,” says Loder. “It’s not like a situation where one company is telling you that they can’t begin construction, because another company is holding you up in demolition. “With Verdi Alliance, one guy knows exactly what the other guy is doing, and they make sure to support each other right through the schedule. It makes life easier for the project manager and ultimately benefits the entire project.” One reason the Verdi Alliance group is so closely associated with the people who run it is the degree of personal interaction demonstrated by the owners, says Mike Barber, a project manager with AECON. “They’re always checking out the contracts and visiting the site. Whenever I need them, they’re a quick phone call away — short and sweet.” Denis Furlan, director of Alliance Forming, says that’s the way he likes it. “I want to see what RSMeans is the undisputed market leader and authority on cost data, providing the critical cost information needed for accurate and easy estimating and budgeting. Find out more about RSMeans and our other construction information products. Call 1-800-465-6475. “I t’s like a family,” says John DiCostanzo, director of Verdi Inc. “No, it’s like a brotherhood,” says Tony Paglia, director of Alliance Restoration Ltd. “No, it’s like a marriage,” counters Denis Furlan, director of Alliance Forming and Alliance Floor Finishing Ltd. “A good one.” Whatever you call it, the construction business partnership that makes up Toronto’s Verdi Alliance is a successful one. Three separate companies, the partners decided last spring, joining forces while maintaining their own identities. The result: a company with 500 employees and a healthy bottom line. Verdi was founded in 1965, when the brothers Verrilli—Rocco, Guerino, Mario, Jimmy and Dionigi—emigrated from Italy to Toronto, founding a residential concrete forming company as Rilli Forms Ltd. The five brothers lived by four rules: work hard, provide a good product, save the client money and finish on time. In Canada’s centennial year, the company’s name was changed to the Verdi Group of Companies, building more then 200 high-rises, primarily residential, across Southern Ontario over the next four decades. “The one thing that set them apart, was that they were very hands-on guys,” says DiCostanzo. “They were always on the job site and getting their hands C O R P O R A T E P R O F I L E REED CONSTRUCTION DATA dirty — very much involved in actually slugging the hammer — whatever it took to get the job done.” The company continued to grow, with major recent contracts including Toronto’s Pantages Condominium tower and Toronto’s lake front King’s Landing condominium complex. Verdi was also a major contractor for Casino Niagara. In 2004, Paglia and his partner Vito Nardi, Furlan and his partner Dario Favot, formed the first pillars of the future Alliance. “When Dario and I set out to form our own company, we also talked to Tony about the idea of setting up companies under the Alliance banner,” says Furlan. “We found each other’s ideas were refreshing and we were part of the same mind set.” The two had known each other for years and the alliance seemed like a natural progression. Natural and lucrative. Under their new banner, the Alliance companies began to take a healthy bite out of the Toronto and area construction pie, including a hefty contract with AECON Building on Pearson International Airport’s Terminal 3. Other major contracts soon followed, including the Peterborough Regional Health Centre, State Farm Canada’s operations centre in Aurora, The Children’s Aid Society of Toronto building, and the Four Seasons Hotels & Resorts head office in Toronto. “At one point, Danny Verrilli, one of the directors at Verdi, started a discussion about the way we approached business,” says Furlan. “The more we talked, the more we noticed how our businesses each had unique strengths that could benefit each other.” “Alliance is very strong in commercial forming and Danny felt it would be a real asset to the company,” says DiCostanzo. The Verdi group suggested a merger, but Furlan countered with a unique proposal. “I said, I didn’t want to join the company but would consider running my own company under the same roof. We were already friends, even though they were competition, and that friendship was based on mutual respect.” Verdi liked the idea, and offered to extend its bonding to Alliance Forming and provide office and construction yard space at its Toronto headquarters. The Alliance companies would share equipment and overhead costs, merging office services and taking advantage of a single, comprehensive safety department. “I approached Tony and told him what was on the table,” says Furlan. “We went back to Danny and he agreed to get Tony involved on the same terms — taking a family business and transforming it into a corporation based on the same values “N t’s like a family,” says John DiCostanzo, director of Verdi Inc. “No, it’s like a brotherhood,” says Tony Paglia, director of Alliance Restoration Ltd. “No, it’s like a marriage,” counters Denis Furlan, director of Alliance Forming and Alliance Floor Finishing Ltd. “A good one.” Whatever you call it, the construction business partnership that makes up Toronto’s Verdi Alliance is a successful one. Three separate companies, the partners decided last spring, joining forces while maintaining their own identities. The result: a company with 500 employees and a healthy bottom line. Verdi was founded in 1965, when the brothers Verrilli—Rocco, Guerino, Mario, Jimmy and Dionigi—emigrated from Italy to Toronto, founding a residential concrete forming company as Rilli Forms Ltd. The five brothers lived by four rules: work hard, provide a good product, save the client money and finish on time. In Canada’s centennial year, the company’s name was changed to the Verdi Group of Companies, building more then 200 high-rises, primarily residential, across Southern Ontario over the next four decades. “The one thing that set them apart, was that they were very hands-on guys,” says DiCostanzo. “They were always on the job site and getting their hands dirty — very much involved in actually slugging the hammer — whatever it took to get the job done.” The company continued to grow, with major recent contracts including Toronto’s Pantages Condominium tower and Toronto’s lake front King’s Landing condominium complex. Verdi was also a major contractor for Casino Niagara. In 2004, Paglia and his partner Vito Nardi, Furlan and his partner Dario Favot, formed the first pillars of the future Alliance. “When Dario and I set out to form our own company, we also talked to Tony about the idea of setting up companies under the Alliance banner,” says Furlan. “We found each other’s ideas were refreshing and we were part of the same mind set.” The two had known each other for years and the alliance seemed like a natural progression. Natural and lucrative. Under their new banner, the Alliance companies began to take a healthy bite out of the Toronto and area construction pie, including a hefty contract with AECON Building on Pearson International Airport’s Terminal 3. Other major contracts soon followed, including the Peterborough Regional Health Centre, State Farm Canada’s operations centre in Aurora, The Children’s Aid Society of Toronto building, and the Four Seasons Hotels & Resorts head office in Toronto. “At one point, Danny Verrilli, one of the directors at Verdi, started a discussion about the way we approached business,” says Furlan. “The more we talked, the more we noticed how our businesses each had unique strengths that could benefit each other.” “Alliance is very strong in commercial forming and Danny felt it would be a real asset to the company,” says DiCostanzo. The Verdi group suggested a merger, but Furlan countered with a unique proposal. “I said, I didn’t want to join the company but would consider running my own company under the same roof. We were already friends, even though they were competition, and that friendship was based on mutual respect.” V e r d i liked the idea, and offered to extend its bonding to Alliance Forming and provide office and “Bidding separately keeps us lean and mean.” Tony Paglia, director of Alliance Restoration Ltd. construction yard space at its Toronto headquarters. The Alliance companies would share equipment and overhead costs, merging office services and taking advantage of a single, comprehensive safety department. “I approached Tony and told him what was on the table,” says Furlan. “We went back to Danny and he agreed to get Tony involved on the same terms — taking a family business and transforming it into a corporation based on the same values we’ve always lived by.” The newly christened Verdi Alliance moved into a completely renovated and revitalized headquarters and construction yard last year. The move is already paying off; Verdi Alliance is generating twice as much revenue as Verdi alone. “A lot of the developers we work for have both commercial and residential operations,” says DiCostanzo. “Our aim is to be a one-stop shop for them.” Furlan agrees. “The future of the construction industry is ‘bigger.’ In this business, a small company doesn’t get the same respect as an established corporation. For example, we were instantly able to take advantage of bulk purchases — lumber, plywood, concrete. A big group gets bigger discounts, which we pass on to the customer.” Being big also leads to other synergies and costefficiencies. A large, flexible work force and a sizeable construction yard means job sites are never short of construction equipment, material or labour. Workers, bobcats, cranes and compressors move between the partner companies as the need arises. But size hasn’t dulled the partners’ competitive edge. They still bid individually on each contract. “We beat each other up on price,” says Furlan. “Squeezing each
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