Small-Sized Companies
by CLAUDE SOLNIK
October 27, 2006 - Even if you haven’t heard of Lorich Construction Management, chances are you’re familiar with its work.
If you drink coffee, use storage, rent videos, go to the pharmacy, bank, order takeout or work out at a local gym anywhere on Long Island, you’ve probably visited a Lorich building. Lorich has managed construction projects for Starbucks, Blockbuster Video, Commerce Bank, Boston Market, Eckerd Drug Stores and Yum Brands (parent of famous fast food brands such as KFC, Pizza Hut, Taco Bell and others); the small Deer Park firm also counts 1-800-Flowers, New York Sports Club and Shurguard Storage Centers among its big-name clients.
Construction managers, general contractors and providers of design services, Lorich has done a good job pleasing its clients – and pleasing its employees as well.
“Our bosses care about their employees,” said Sharon Abrami, Lorich administrative manager form more than eight years. “It’s just a very pleasant work environment.”
Lorich employees note that owners Richard Ruth and Patrick O’Brien are in the trenches with them. “They are down-to-earth, sincere, hard-working professionals,” agreed Senior Vice President Edward D’Orazio. “And they conduct themselves that way with their employees and clients every day.”
Abrami said the top executives roll up their cuffs for both clients and employees. During warmer months, O’Brien is known to don a chef’s hat and fire up birthday barbecues for employees. “The bosses aren’t in their ivory towers,” the administrative manager said. “They’re one of us.”
Lorich, which employs 17, offers flexible spending accounts and 401(k) plans and covers 100 percent of employee health-care benefits. While other firms were shifting toward employee contributions, Lorich has kept its traditional status quo, even in the face of soaring costs.
“We always did it when it was cheaper,” Ruth noted. “As the years went by and it became more expensive, I couldn’t see taking anything away from anybody.”
Lorich, founded in 1988, has been growing steadily about 10 percent a year – in no small part, according to its president, because of its workers’ team approach.
“We stress to our employees that their effort and how well they perform their job has a big effect on our reputation,” Ruth noted.
Some firms are known for their revolving door, but it’s Lorich’s open door policy that helps retain employees. About half of the company’s staff has been with Lorich at least six years. Among other benefits: the ability to carry over unused holiday and vacation days, flexible work-based dress codes and a newly renovated home office, a “state-of-the-art” building, Dorazio said, “with all the bells and whistles.”
“We’re in a beautiful office,” Abrami agreed. “It’s lovely.”
With a name like Groovecar, this Hauppauge firm, founded in 2000, stood out from the start.
Today, it stands as a model for happy, productive workplaces, an unqualified human resources success based on a simple principle.
“You have to be able to empathize with people in general,” said President David Jacobson. “You have to be able to understand what gives people a purpose. The purpose is what drives me and what I try to put in every day in my office.”
The 18-employee firm, which arranges credit union financing for automobile purchases, moved into a new, 5,000-square-foot space about a year ago. “We chose the right location,” said Jacobson, noting the office is conveniently accessible to employees and includes a small kitchen.
Jacobson also cited a nearly constant dialogue between managers and staff – “Everybody is given support,” the president said – as well as new phone and computer advancements improving the Groovecar work experience. The company matches employee contributions in certain investment plans and strives to “promote from within,” Jacobson added.
“We’re a young company that’s growing,” he said. “It’s exciting being part of something growing and new.”
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