Davey Tree Flipbooks

145 144 Growth Rings and financial advantages; continuing selective merger and acquisition activity as organic growth objectives are realized; continuing to pursue partnerships and alliances with other complimenting companies; strengthening management skill levels throughout the company; existing to fulfill the company's vision and mission; and reaching $1 billion in total annual revenue by 2020. As a company-wide operating policy, the strategic plan sought to accomplish a litany of goals and tasks, including identifying the opportunities and obstacles ahead, measuring the progress of the company, and outlining action plans that support each of the plan's five strategies that work together in a synergetic relationship – smart growth, excellent service experience, employee strength, financial sustainability, and differentiate Davey. Within each strategy exists up to five action plans and time-bound tactics to keep strategy teams on track. Each step was set for completion by a certain date, and strategy captains would then reformulate the plan to match the company's needs and goals at that time. e strategy captains named in 2013 were: Pat Covey, chief operating officer, leading the smart growth team; Jim Stief, executive vice president, Residential/ Commercial services, leading the excellent service experience team; Steve Marshall, executive vice president, U.S. utility operations, leading the employee strength team; Joe Paul, vice president and treasurer, leading the financial sustainability team; and Reid, leading the differentiate Davey team. "e strategic planning process forced us to say, 'Here are the issues that matter,'" Reid recalled in 2017. "Employees matter, people matter, innovation matters. […] ese are organizational aspects we need to think about as a company. It's not a silver bullet. It's a tool that helps us have useful conversations about big issues that need solutions. And in a company that often focuses on day-to-day demands, it enabled us to look at things with more of a future lens." During that first year of the plan the more than 40 members of management involved in its implementation and maintenance made updates and adjustments to the goals based on what was learned during its first full year of operation. Such adjustments were made in keeping with the overriding objective to ensure that the company's resource allocation optimized revenue growth, profitability, and share- holder value. Davey continued elevating key personnel within the management ranks as part of ongoing succession planning and the rollout of the strategic plan. Joe Paul was promoted to chief financial officer and secretary of e Davey Tree Expert Company. Paul succeeded Dave Adante, who would retire following 33 years of service. Paul had joined Davey in 2005 with more than 25 years of financial experience at firms including Deloitte & Touche and AccessPoint Openings, LLC. Paul demonstrated superior skills as well as a deep understanding of the company culture and all aspects of Davey's business. Dan Joy was promoted to vice president and general manager of Commercial Landscape Services. Joy's promotion followed George Gaumer's retirement as the top executive in Commercial Services. Sandra Reid was promoted to the new position of vice president of corporate communications and strategic planning administra- tion. is move significantly changed the longstanding organizational structure of communications and marketing and the sales functions at Davey. Reid now had the responsibility to expand the company's understanding and use of more advanced internal and external corporate communications, public relations, and strategic plan- ning processes. e following year, Scott Hyland was promoted to director of marketing. Hyland had joined Davey in 2003 and worked in numerous corporate communications and marketing capacities, including working with Reid and Stief on the DaveyCare initiative. Hyland would oversee Davey's direct response strategy, internet marketing and the direction of sales and marketing strategies. A past member of the president's council, Hyland also achieved ISA Certified Arborist status – a rare accomplishment for a member of the corporate support services staff. Mark Svozil was promoted to vice president of operations for Commercial Landscape Services. Svozil's promotion clearly identified the succession structure within commercial operations as the service line simultaneously worked to elevate its presence in one of the largest markets within the green industry. Philip Snyder was promoted to vice president, Mideast operations, R/C services. Snyder earned the respect of senior management, as he had successfully integrated into the Davey culture after coming on board through Davey's merger with e Care of Trees in 2008. Snyder's rapid ascent within residential services proved a testament to his skills and collaborative business approach. Another important personnel move in 2013 came with the promotion of Craig Holcomb to vice president of operations for Wolf Tree, a significant utility acquisi- tion made by Davey in 2008. Within a few years, Holcomb would be promoted to Chapter 9 Employees in the Davey Hamilton office in 2016, when the office earned its fifth consecutive Canadian Consumer Choice Award. A Davey crew works at Winfield Terrace apartments in Toronto in 2013. Managers of the Canadian R/C offices meet in 2011 with executive management of Canadian operations. ose pictured include: Blair Veitch, Chris Deathe, Chris Paribello, David Tonigussi, George Lamirande, Giuseppe Pagano, James Doyle, Jason Eenling, John Arico, Kevin Cassells, Kyle Banks, Lloyd Rumbolt, Mark Powell, Mike Gray, Mike Nash, Pat Perry, Randy Look, Rick Ramsey, Scott Suffron, Terry Wharram and Tim Holley.

• Cover