GSL Connections - Spring & Summer 2013

aLSo:IEA’s 2012

Best Private Commercial Project of the Year

merit medical (new production)

Page 5

Spring & Summer 2013

BrIGHaM CITy LdS TEMPLEBrigham City, uT

PROJECTYEAROF

THE

iEA’s 2012 BEST DESiGn BUiLD

PLuS: “The d” CaSINO rENOvaTION • GSL & FrIENdS FOOTBaLL CHaLLENGE • ZErO BrOkEN LIvES • 30-day TI’s • aNd MOrE

GSL CONNECTIONS | Spring/Summer 2013 2

GSLConnections

16 5

page 7Fast track

tI’sStaying relevant in an

industry constantly looking for a better product at

a lower price.

ContentS

PresIdent’s MessageWhy some projects exceed their dates and budgets

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15

11

Powering forwardPage 07 a creatIve door get some ideas for your next office upgrade. Page 9 changIng a lIght bulb find out how long

yours should last. Page 12 one bIg dIsPlay the Fremont Street experience has a new attraction. Page 14 zbl a symbol to

remember what’s important. Page 16 toP WorkPlaces somebody’s favorite electrical contractor made the list.

Page 16 a Place to Play making a big difference in the lives of local kids.

brIghaM cIty teMPleIeA’s design build project of the year

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John F. MIller schoolA special building for good people

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led lIghtIngQuickly becoming relevant and affordable

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are you WaFFlIng?An unusual place to look for business tips

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zero broken lIvesYour safety isn’t just about you

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gsl estIMatIngGetting to know the guy who gets work

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the gsl & FrIends Football challengeSee past winners and look forward to 2013-2014

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Since 1981TurNkEy ELECTrICaL CONSTruCTION

https://www.facebook.com/GSLelectric

http://http://www.linkedin.com/company/403924?goback=%2Ebzo_*1_*1_*1_*1_*1_%2Fgsl*5electric*5inc*3&trk=jobtocomp

http://https://twitter.com/GSLElectric

http://https://twitter.com/GSLElectric

anaging a large project is kind of like leading a voyage on an old wooden sailing ship.

Admittedly, I’ve never actually captained a ship, but I did see Pirates of the Caribbean with Johnny Depp, in addition to enjoying the ride of the same name at Disneyland. It seemed realistic, so please indulge me as I continue with the analogy.

Much is required of a sea captain. They will need to weather storms, manage the ship’s personnel, constantly maintain the vessel’s seaworthiness, and never lose sight of the overall objective.

They also manage the ship’s accounting, payrolls, and inventories. The captain is responsible for maintaining the ship’s certificates and documentation, compliance with the vessel’s security plan, and complying with immigration and customs regulations.

A good captain is also a navigational expert who plans ahead; charting the course and planning for contingencies long before setting sail.

However, the captain won’t be able to reach the objective without help. It takes a crew of dependable subcontractors with an “adapt and overcome” attitude, committed to executing their duties according to plan. They should look to their trusted crew for valuable feedback.

In short, a captain must be a true leader and, therefore, leadership is one of the essential capabilities that must be present in a prime contractor. No voyage will go exactly as planned. They will need to rely on all available reports, maps, and tools at their disposal to continually evaluate and make the necessary adjustments to ensure the ship stays on course.

THe SCHeDule:

A ProJeCT’S TreASure MAP

Prime contractors utilize the project schedule and other forms of dependable feedback to analyze the course of the project and make timely adjustments to ensure the project’s course remains true (and profitable).

In today’s bid market, margins are thin and contractors need to perform at a very high efficiency level to remain profitable. unfortunately, the project schedule has frequently become the most inconsistent and deceptive part of the contract document. In a recent study it was determined that 50% of construction projects are behind schedule.

Typically, subcontractors just accept that they have very little influence as to how the project is managed. Inevitably, when the base line schedule is not followed; chaos ensues. losses in time and opportunities to work efficiently, inevitably

It takes a skilled crew to successfully navigate a ship like this one into port

M

Tom EwingPrEsidEnT

Tom Ewing explains why so many projects exceed their finish dates and budget expectations.

3 GSL CONNECTIONS | Spring & Summer 2013

Turnkey elecTrical consTrucTion

lead to cost overruns. excessive overtime, possible liquidated damages, and an increased likelihood of encountering quality and safety issues are a few of the associated risks.

The general contractor invests substantial effort to establish a schedule that is realistic. These schedules are often included as part of the subcontractor’s bid packages. Although this is useful, I believe it to be incomplete.

It is not a matter of if something unexpected will happen on a project, but rather when it will happen. Therefore, the schedule has to be realistic and dynamic; adaptable to the changing conditions. Inflexible schedules often turn the prime and subcontractors against each other as soon as a problem arises.

TIMe IS MoNey

Change orders are a byproduct of changes in the conditions on the project. The completeness of the design at bid time correlates directly with the number of change orders that are addressed and issued. However, the timing of the changes greatly affects the impact to both cost and schedule.

GSl requires extensive pre-planning on each project. This includes evaluating the design completeness and constructability. Issues of concern are researched, documented, and submitted to the appropriate party for resolution. Whenever possible, GSl provides recommendations to expedite the resolution.

resolving issues prior to construction instead of later in the process will mean substantially less impact to the project schedule and budget.

IT TAkeS A CreWevery week the schedule should be re-evaluated and a “recovery plan” set in motion. The entire project team must have an “adapt and overcome” mentality. There needs to be mutual trust and a desire for all to succeed together.

The most effective recovery plan is the one that everyone agreed to prior to the crisis occurring. GSl electric makes every effort to identify and communicate each opportunity to improve the schedule before it falls behind. It is unfortunate that this proactive approach from subs is often taken by the prime contractor as being “put on notice.”

How frequently does the lowest priced contractor on bid day (instead of the best value) depend on change orders to make up for incomplete bids and lower-than-cost margins? Is this why so many projects go over the scheduled completion dates and exceed budget expectations? Is it because the captain and crew are pitted against each other from the start with no plan for recovery?

There are many things that go into a successful voyage; a solid vessel, a good plan, and perhaps some luck. But when captains choose their crew; I hope they choose wisely... for everyone’s sake.

On Time andOn Budget

Since 1981

www.gslelectric.com GSL CONNECTIONS | Spring & Summer 2013 4

UniqUenessThe Merit Medical New Production Facility in South Jordan, uT, is unique in that it features a 70,000 SF clean room. The project also required an unprecedented amount of coordination between the trades.

Challenges Most of the systems that support the facility needed to be pushed into the ceiling. And because the facility is sterile, all of these systems needed to be concealed. This left very little space for the various trades to install process piping, HVAC ducts, and other state-of-the-art systems. It was extremely tight.

The sheer number of changes also became a challenge. In the early phases of construction, GSl’s scope nearly doubled in size due to changes made by the owner. Typically, when changes of this magnitude occur, extra time is added to the contract in order to allow for the completion of this additional work. But the

deadline for this project never moved. It was critical that the owner take occupancy before the end of 2012—which they did.

solUtionsWith limited space for the systems, thorough pre-planning allowed us to hit the right spots and ensure our wiring came down in the right places. extensive coordination was required with other trades. This communication was accomplished through the 3-d modeling software, revit, as well as Navisworks.

additional ContribUtionsGSl worked closely with Nelson Fire—and appreciated their support. kip Walter, a PM for Jacobsen Construction, did an excellent job. Tony Castillo, Jacobsen’s foreman, and Matt Silva, Jacobsen’s engineer were both critical for the success of the project. Matt Silva kept very good track of paperwork which made the job smoother for us at GSl.

PROJECTS OFTHES

MErIT MEdICaL NEw PrOduCTIONSouth Jordan, uT

IeA 2

012 BeSt PrIv

Ate C

om

merC

IAl

JosEPh TafT, P.E.sysTEms managEr

Merit Medical



UniqUenessAs opposed to other commercial projects of similar size, this design build temple for the lDS Church needed to be timeless. Therefore, in the design, only the highest quality materials could be used. The lighting layouts, fixtures, and the overall design, had to literally be able to stand the test of time. The ornateness of the design was much different than even any other temple that has been done for a long time—having several times the amount of fixtures of other temples similar in size.

ChallengesThe speed at which the temple was scheduled to be constructed, from inception to completion, is one of the fastest ever built by the lDS Church.

Because the ceilings were hard lid, there were many considerations related to the coordination between trades as well as the

limited amount of space in which we would be able to work. Additionally, access to completed electrical work at a later time would be virtually impossible. solUtionsThe design build delivery method for GSl allowed us to address a lot of the timing issues that would typically slow down a project of similar size. There is an incredible amount of pre-planning that has to happen in order to achieve the required level of detail necessary. every electrical device had to be thought about, down to the finest details—including its exact location in 3-d space as well as the specific purpose it would serve.

additional ContribUtionsThe Big-D team was great to work with on this project. Also, Jeff Anderson with Heath Mechanical did an exceptional job; as he was easy to work with and provided timely information to GSl engineers.

PROJECTS OFTHEYEAR

BrIGHaM CITy LdS TEMPLEBrigham City, uT

IeA

2012 B

eSt

DeS

IGn

Bu

IlD

John TafTsEnior ConTraCT managEr

BrighaM city teMple


Since 1981

CreAtIve SolutIonSA recent GSl office renovation on Carson Street in Dowtown las Vegas was formerly a bank. Because the vault door provided structural support, it was deemed too cost prohibitive to remove. It is now pretty much the coolest office door ever.

diverse CapabilityAble to handle 2-hour-minimum commercial and industrial service calls (including low voltage) all the way up to larger TI-type projects, the GSl Special Projects Department regularly sees a wide array of electrical construction opportunities.

the new normalThere is no question that changing economics in GSl’s market areas are leading to different types of work becoming more prevalent. In recent years, for example, we’re seeing more TI bid requests coming our way than ever before. They’re usually fast track and if there’s a schedule, it might as well just say, “yesterday.” As more and more contractors enter the arena, margins are extremely tight. But this is the new normal.

adaptabilityGetting work today shouldn’t just be about dropping your price. Clearly cost is an important factor; perhaps even the most important. But with everyone dropping their price, you have to differentiate yourself.

piCking yoUr team Building and maintaining strong client relationships has been critical to our success. repeat business has kept us going and strong. Working with the same general contractor team gives us a competitive advantage that may not always be apparent on bid day. Mutual trust and experience allows us to stay focused on the job and its challenges.

bringing valUe‘Design Assist’ projects allow us to begin the budgeting process during the design phase and help to control costs while maintaining aggressive schedules.

For example, typical lighting and gear packages can sometimes be 8-10 weeks for delivery. Because we’ve been involved in the design phase, we can suggest certain fixtures and gear combinations that can shorten the duration to 3-5 weeks.

TI’s can get delayed with submittals, permitting and other up-front, non-construction related issues. We have been able to mitigate some of these delays by getting involved with our team early on.

teamwork: it really does matterAs previously stated with GC’s and owners, using sub-contractors that share similar core values breeds loyalty. Familiarity with similar projects and mutual quality

expectations help to maintain tight schedules and aggressive budgets.

In other words, we practice what we preach.

dusTin williamssPECial ProJECTs

The GSL Special Projects Department has its own full-time manager, coordinators, estimating and administration positions.

SpecialProjects

From nothing to tenant-ready in about a month. results that came from teamwork.



“GSL has provided consistently great service on all CCSD new construction projects I have been involved with over the last several years. The Miller School Replacement project was no different. GSL provides quality work and stands behind it.”

Timothy kuszCCSD Coordinator III - PM

shanE kilgorEgEnEral forEman

The John F. Miller School for Special education is a one-of-a-kind teachingfacility serving children in need of its expertise.

The teachers, their aides, and staff are dedicated to their students; 95 percent of whom are non-ambulatory and medically fragile. Seventy-five percent of the students have some type of visual impairment and 80 percent have seizure disorders.

All of the students are non-verbal and require total adult support for all activities of daily living. Because of this, students require special communication devices and other learning aids to help them with their living and learning.

what i learnedIt’s normal to feel pretty good after completing a project. knowing that I was an important part of the team that started with an empty space or an old, dirty building; then turning it into something new and useful produces a sense of pride.

As this project drew to a close, I didn’t just feel pride. I also experienced tremendous gratitude for people in this world who care for those with tremendous need. And who remember those that could easily be forgotten. And who are patient beyond my ability to comprehend.

Most of all, I’m grateful it was me who got to help build these good people a school. I hope it eases their burden.

SpecialProjects

“all Children Can learn”

A Nonprofit Organization Dedicated To Helping Children with Disabilities

more thAn juSt A SChoolAmong the many customizations required of a school of this nature, this row of oxgen tanks isn’t just for precautions. Medical emergencies are a regular part of life at Miller School. Perhaps it could more accurately be described as a hospital with a school inside of it.

Since 1981


For many leD bulbs, roI is now less than

one year.

it’s aboUt eFFiCienCyI remember being a senior in the college of engineering at the university of utah when I first heard about students at another university working on a light bulb that used leD (light emitting Diodes) technology to create light.

At that time it seemed more like a fun project instead of the industry-changing technology it turned out to be. Now I can visit my local Home Depot and buy screw-in leD lamps to replace all of the standard incandescents in my home.

Many of us are hearing the term “leD lighting” more and more in the construction industry. often the response that comes to mind is, “They cost a lot” and “They are energy efficient.” So the burning question is whether or not the energy efficiency has overcome the high cost?

the trUthWe are close.

And many believe we have arrived.

A recent column in Forbes called “leD light Bulbs Mature at last,” showed that a standard 65 Watt A19 light bulb (700 lumens - a common bulb found in homes) is about 1.6% efficient. Whereas a 13W leD lamp (720 lumens) was 5.2 times more efficient.

the mathIf you use a 65 W edison bulb heavily (6 hours per day, 2,200 hours per year), it consumes $21.50/year of electricity (@ $0.15/kWh). The leD bulb uses 80% less electricity and lasts 11 years. The electricity savings is $17.20 per year, plus a replacement edison bulb @ $2, resulting in $19.50 of savings.

The leD bulb costs $27 at Home Deport. So you get payback in 1.5 years and should expect continued savings for quite a few years beyond.

even though the quality of leD continues to improve, costs are actually leveling out. In 5-10 years, don’t be surprised to see leD in every home and office.

LED Lighting is incrEasingLy BEcominga no-BrainEr soLution

luMeNS = lIGHT ouTPuTDon’t make the common mistake of equating light output to Watts; which is the energy consumed.

reD roBIn The restaurant chain realized over $1.8M in energy savings after upgrading to leD in their corporate-owned locations.

Because leD’s don’t operate at the high temperatures of incandescent filaments, they tend to last much longer.

A standard edison bulb will last roughly 2,000 hours. His new and improved leD younger brother

is expected to last 25,000 plus.

JakE TafT, P.E.EnginEEring managEr

led bUlb liFe expeCtanCy

LeD TechnoLogy WaTTS The big deal?



sTEwarT manningPrE-ConsTruCTion

It seems like something lately is always changing in the air. Whether it is taxes, copper prices, interest rates, lawsuits, elections, weather disasters; you name it. There seems to be some sort of wrench thrown into our gears of “business as usual.”

I guess if you are going to look at trends, the trends would be: change and adaptation. So to address today’s trends of change, without leaving the core attributes that a company was founded on, we can look to an unlikely place. The Waffle House Inc. has 1,600 restaurants from the Mid-Atlantic to the Gulf

Coast and has made a name for itself by adapting to changing environments. They are open every day, 24 hours a day. And no matter what; they are there for their customers. They’ve consistently shown that they have what it takes to handle change and thrive in it.

Waffle House restaurants, because of where they are located; have found themselves in the middle of hurricanes, tornadoes, floods, and snow storms. remarkably, they still find a way to either stay open or re-open quickly.

The company fully embraced its post disaster business strategy after Hurricane katrina in 2005. Seven locations were destroyed and 100 were shut down, but those that re-opened quickly were swamped with customers when other businesses failed to stay open.

Disaster preparation begins by moving ice and food to staging areas outside the danger zone. A mobile command center is sent to the soon-to-be-affected area and makes sure that communication between restaurants stays intact.

According to the Federal emergency Management Agency, Waffle House is one of the top four corporations, along with Wal-Mart, The Home Depot and lowe’s, for disaster response. In fact the ability of a Waffle House to remain open after a severe storm is used by FeMA as a measure of disaster recovery known as the Waffle House Index.

Being proactive instead of reactive is behavior we look to foster at GSl electric. We haven’t predicted every storm; but we’ve weathered them all. We know that storms are yet to come. We know that we’ll be ready.

“As HurricAne irene went tHrougH tHe country, power went off in severAl locAtions, but tHe wAffle Houses kept serving food.”

are you waffling?Stewart Manning looks to perhaps an unlikely source as a case study in adaptation and proactive business management.

Since 1981


Transforming Fremont Street’s iconic Fitzgerald into ‘the D’ was no small task

e started working at what would become

the D back in the spring of 2012. In the beginning, projects were given to us as individual packages. What would normally take a few months to complete, these projects would usually need to be completed within a few weeks; often due to holidays or events like the Super Bowl.

As we successfully performed and hit each deadline, we’ve been fortunate to build strong relationships with both the general contractor and the owner. This trust has allowed us to focus on the job and its challenges, rather than learning what the owner and GC expect from us.

Another contributing factor to the success of the project was GSl being able to provide Design Assist services to the electrical engineer in order to expedite the design process. GSl also provided power monitoring for the engineer to properly distribute the newly added load to the existing building electrical system.

GSl is proud to have been involved with virtually every aspect of the remodel; from the “long Bar” inside the entrance to the outdoor bar on Fremont Street; from the suites to the restrooms in the casino area; and from the escalator to the wall of movable TV screens. We also completely upgraded to leD lighting throughout.

samuEl hagEnProJECT managEr

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The D went for a modern look on the first floor; Vintage Vegas on the second

To date we have worked 27,000 hours

At the peak GSl had 37 workers onsite

Part of the project required splitting into 3 different shifts working onsite 24 hours/day

Andiamo Steakhouse was completed just in time for the Super Bowl

The D Showroom remodel was completed just before Christmas

GSl provided all new cabling for the Tangerine IP Television system; the first installed in las Vegas. (This was also done by GSl at the neighboring Golden Gate Casino)

GSl installed all cabling and assisted Bluewater Technologies with the task of re-wiring all of the speakers and TV’s on the 1st and 2nd floor of the casino

The D remodel was recently cited in Forbes Magazine as a Top Ten Hotel renovation

Visible from nearly any part of the Fremont Street experience, is a video wall with 40 lCD screens. each screen is 60 inches wide. The support structure allows the screens to move independently and form various patterns. eight of these are interactive; with a lCD display and video animation that is driven by specific pedestrian input.

Covering the entrance and outdoor bar is a series of leD panels that form a canopy with a length of 120 feet. Above, the large leD logo of the hotel dominates the facade with a height of 30 feet.

To animate the entire external display, 100 minutes of original “Vintage Vegas” video content created. A

second 20-minute video is played inside the casino.

Another only-in-Vegas feature was the installation of a system that monitors the number of customers on the casino floor (in real time) and adjusts the speed of the escalator accordingly; to optimize casino operation.

The Fitzgerald in 2004

40 ScreenS. 1 Huge diSplay.

somEwhErE in timE

The D as it looks today

CoNSTruCTIoN FACTS

Since 1981


o amount of success on a construction project could ever compensate for a life that was

lost or “broken” by an accident in the workplace. In our industry, safety isn’t just a word. It is critical core value.

saFety at the Coreyou don’t just show up to work at jobsites like kennecott utah Copper (photo across the top of this page). Companies are thoroughly vetted to ensure they employ safe practices. employees are regularly trained and re-trained according to specific tasks, job sites, and types of construction. But knowledge is only half of the battle.

it’s not jUst aboUt yoUAs we all know there are many different ways to get hurt on the job. It is important for employees to know that their safety isn’t just about them as individuals. When there’s an injury (especially serious injuries), many lives are affected—the employee, the company, his/her coworkers, their friends, their families, etc.

three words to live byWhen a serious injury occurs, many aspects of many lives can be broken. Hearts can be broken when a loved one suffers a life ending injury. A lifestyle can be broken when injury causes paralysis or severe disfigurement. An individual’s confidence can and will be broken when they experience the pain of a significant injury while doing their job. Can these lives that are broken, be fixed? of course. But if we’re effectively trained (vision) and focused (commitment) today, we can avoid breaking those lives in the first place. So Zero Broken lives simply means that we don’t want anyone (zero lives) to suffer from incorrect decisions made by GSl employees on the job site.

a symbolSeveral months ago, GSl’s marketing department designed a symbol to represent this new safety slogan (opposite page). In additions to hardhat stickers and jobsite banners, the symbol and the meaning behind it are now a integral part of GSl’s safety training program.

ZeroBrokenLivesJaCk woodsafETy dirECTor

GSl Trainer and Safety Program Manager, David richards, instructs a class.

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the meaning

THe rINGS | The center of the ring represents each GSl individual. With him/her in the center is all of the lives of co-workers and loved ones affected by this life. The surrounding rings are the safety protocols we put in place around us for protection.

THe lAyerS | each layer represents a safety procedure; from using T.r.A.C.k., to engineering controls, to company guidelines and project protocols. It is these multiple layers of protection, when implemented, that keep us out of harm’s way.

THe GAPS | There is no one perfect safety solution. every piece of equipment has weakness. Any one procedure may prove too limited for a particular application. It is critical to understand these limitations and apply additional measures. In the symbol, there are never less than two layers of protection.

THe MoVeMeNT | The imbalanced design is to infer motion; the rings rotate like a dial would on the front of a safe. This represents the constant need to evaluate our circumstances. Changing tasks or moving to another area of a jobsite requires continual awareness in order to avoid potential gaps in safety.

THe BrokeN “o” | This shows an unsafe situation as any individual inside it would be unprotected. We want “zero” of these.


GSl welcomes

any safe and friendly riders that would like

to join us on our semi-annual rides. Contact kurt ([email protected])

for more information

hen my husband invited me to join him on the GSl

electric Fall Motorcycle ride, I was sure he was joking.

“It’ll be fun,” he said.

right.

Never mind that I had never ridden on the back of a motorcycle for any distance further than the length of the street I grew up on. And did I mention he had never taken a passenger on a trip of any considerable distance?

yet somehow this was happening. So after double-checking our life insurance policies, borrowing a friend’s helmet, and convincing my dear sister to adopt my three children in the event of our inevitable tragic accident, we left on our adventure.

Diaryof a

(This little seat here was my home... for 705 miles.)

on Saturday, we left the GSl office (5100 Sobb Av.) at 8:00 AM and took HWy 93 to kingman where we then took historic HWy 66 through Peach Springs, connecting to I-40 at Seligman. We made our way to the Grand Canyon National Park and then took HWy 89 until arriving that evening in kanab, uT. (495 miles)

The next day we continued up HWy 89 to HWy 9 where we turned West through Zion’s National Park. We then found our way to the 1-15 by way of Hurricane, uT. From there it was a straight shot home to las Vegas. (210 Miles)

our route

First Time

Motorcycle RidershalEEn undErwoodguEsT wriTErgsl sPousE

W

Shaleen Underwood joined the GSL Electric crew on their latest motorcycle ride and discovered that there is life after a two-day whirlwind roadtrip.

The

I’ll spare you the unpleasant details about engine trouble, having to share hotel rooms in kanab (because there were literally no rooms in town and several reservations weren’t honored), saddle soreness, lost sunglasses, etc., and just skip right to the good stuff...

once you begin to accept the reality that you may not die; the experience is actually pretty incredible. enjoying beautiful countryside from the back of a “Harley” was unlike anything I’d experienced before.

I may even do it again someday.



House of Cards Tournament

There are kids in las Vegas that have nothing more than a concrete slab on which to play. But that will all be changing very soon.

This past December, GSl electric and other members of the Associated General Contractors of las Vegas (AGC) raised over $8,500.00 to build a play area for children living under the care of the Women’s Development Center (WDC) in las Vegas, NV.

WDC offers transitional housing services to the homeless. What started out as a small program for women and children has grown to an agency the meets the housing needs of single fathers, intact families, couples without children, and inviduals that find themselves homeless.

Typically the funding that WDC receives goes toward helping other families with the necessities of life. A play area, while important, just wasn’t something that they could afford. This is why we stepped in.

All of the materials have been delivered. Construction is scheduled for the first week of May. Photographs of the finished project will be sent to anyone who donated to this worthwhile cause.

on behalf of the kids who are getting “a place to play,” much thanks to those who donated their time, talents, and resources to make this effort a success. Together, we made a difference in these young lives.

In March, GSl electric sponsored this great event for local middle and high school students, in conjunction with Clark County School District, AGC, and NCA.

Students could only use up to five decks of cards and draft dots (stickers). The idea is to encourage creativity and foster teamwork within those who are the future of the construction industry.

In February, GSl electric was named as a Nevada Top Workplace by the las Vegas review Journal.

Survey invitations were sent to more than 800 large, midsize, and small sized businesses. employees responded to questions such as; whether or not they feel appreciated, if the company operates by strong values and ethics, their confidence in company leadership, etc.

GSl will strive to be a “top workplace” for many more years to come.

a Top Workplace

Since 1981


GSL ESTimATinGGET TO knOw THE mAnwHO GETS THE wORk

‘ve always been drawn to the construction trade and wanted to be involved with construction for as long as I can remember.

While in high school I had several part time construction jobs. It only took about a year working in concrete before I realized that packing forms all day wasn’t for me. As some of you may know, there is no shortage of electricians in my family. During the summers in high school, whenever I was not playing sports, I was working for my uncle at H&r electric doing electrical work. I was actually more of a laborer than anything; but it was good experience for me.

After graduating high school I went to work full time as an apprentice electrician at H&r electric. In total, I worked for approximately 6 years at H&r electric; although I did take a leave for a period to go and work in yellowstone. I worked at old Faithful as the

maintenance electrician for that area of the park. It was a wonderful experience and I have some very good memories of my time spent there.

I returned to utah and went back to work for H&r. I got engaged to my wife Jenny and then moved to Boise, ID for 5-6 months. My wife is from Boise and while living there I got to know her family and friends.

upon moving back to utah, I began working at GSl in August of 2002 as an estimator. We got married that fall and I began attending college at utah Valley university where I completed my electrical apprenticeship and received my Associates degree in Construction Management as well as my Bachelors degree in Technology Management.

After a few years as an estimator, a Project Coordinator position opened up and ralph Allen, who was the Chief

estimator at the time, recommended me for the position. I went to work for Clair Carter who was a Project Manager at the time.

After working for Clair for several years and graduating from college, I was promoted to Project Manager. I really enjoyed my time as a Project Coordinator and Project Manager. In particular, I appreciated the close interaction with the field to overcome obstacles and problems, and the challenge of finding ways to still manage the jobs to financial success.

I’m fortunate to be a part of this company. last November, I was asked to be the Chief estimator and I am now trying to get settled in my new position for GSl. even after ten years, I’m still continually learning and striving to ensure that GSl is the best electrical contractor in the region.

Phil CaPEllChiEf EsTimaTor

I



Contact Nate if you would like to be

considered for the 2013 GSl Football Challenge

beginning in August. Spots are limited and players must

work in the constuction industry.

With a little luck and a few minutes each week setting our best possible fantasy football roster; many of us were able to take home some great prizes. There were several iPads, a bunch of gift certificates, NFl swag, video games, a smoked turkey, and even an authentic Alan Page jersey.

For those who are interested, we invited 25 GSl players and 25 non-GSl players to compete over the course of the 2012-2013 NFl season. The format was “salary cap,” so any NFl player could be on anyone’s team. each team manager had the same set amount of money to buy their players. The value of each player would fluctuate each week according to performance. (At least in theory; guessing what yahoo! would do each week was part of the challenge.)

There were several mini-challenges like oktoberfest and December Madness. But the top three prizes

went to the players who accumulated the most points over the entire 17-week NFl season.

As promised, here are the photos of the winners of this year’s football challenge! We

hope you all had fun with it. I’m already setting my roster for next year.

naThan CarTwrighTBusinEss dEvEloPmEnT

GSl electric is proud to sponsor The GSl electric Angels (left). These players are 6 & 7 year-olds in the Summerlin North little league. Although their manager is a bit suspect, they’re half-way through the season and have managed to “win” (no one is supposed to be keeping score) the majority of their games.

SPrInG trAInInG

Since 1981


www.gslelectric.com

VISIoN | The foundations of successful long-term relationships are based on appreciation, trust and respect. GSl’s primary objective is to help our clients be successful. GSl will exceed expectations by offering creative solutions, executing best practices, developing industry-leading systems, and fostering innovation.

CoMMITMeNT | GSl commits to perform our operational, business, and administrative duties in a professional and timely manner. GSl will take proactive steps to assist other trades and team members to ensure the success of our projects. We will provide a safe work environment for ourselves and others as we strive for “zero broken lives.”

ACCouNTABIlITy | GSl electric and its employees will always stand behind the products and services we provide and we will be fully accountable for the performance of our contractual obligations. In turn, GSl expects the same level of accountability from our clients and other trades within the construction industry.

utAh oFFICe8540 South Sandy ParkwaySandy, uT 84070(801) 565-0088

nevada oFFiCe5100 Sobb Avenuelas Vegas, NV 89118(702) 364-5313

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GSL Connections - Spring & Summer 2013

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