This week's episode of Automation Unplugged our guests are brothers, Bryan and Marc Rizzo of Eastern Time, Inc.”

About this episode:

Bryan serves as Vice President of Business Development, focusing on strengthening customer relationships, ensuring technology stays ahead of the curve, and helping clients navigate fire and life safety solutions through Eastern Time’s offerings, including the Sciens Service Suite (S3). With a background in sales and operations, he brings nearly two decades of experience in the industry.

Marc is the General Manager, overseeing all business operations and ensuring the company’s continued growth and success. With an MBA in Project Management from DeSales University and a strong background in business strategy, Marc specializes in fire alarm and nurse call system design, particularly in healthcare, corporate, and industrial sectors.

Eastern Time, a family-founded business, has been a trusted leader in fire and life safety solutions since 1982. Recently, they became part of Sciens Building Solutions, expanding their capabilities while maintaining the strong values and relationships that have defined them for over 40 years.

In this webinar, we’ll cover:

• The journey of a family-run business transitioning into a national powerhouse.
• How wresting and crossfit has helped them to live healthier lives and in turn, increased work place productivity.
• Strategies for growth, leadership, and staying at the forefront of an ever-changing industry.

SEE ALSO: AU #301: Setting Your Team Members Up for Success: A Guide to Effective Employee Onboarding

Transcript

Ron:

Hello. Hello there. Ron Callis with another episode of Automation Unplugged. I hope you all are doing well and, , I appreciate y'all whether you're watching our video content or you're listening to the audio podcast. Thanks for tuning in. , this show, as always, is brought to you by my day job at One Firefly, and, , if you would, I would greatly appreciate it if you'd go into your favorite format where you listen, or watch the show, and leave us a review.

Ron:

Ultimately that'll help us, , get this content out to a wider audience of your friends and your peers in the industry. And , I would generally appreciate it. So, , if you could take a few minutes to do that, but I know you're here to listen to our guests today. I am very honored and excited to have actually a pair of brothers , Bryan and Marc Rizzo from Eastern time.

Ron:

And Eastern time was actually recently in the last couple of years, , acquired and they became able, became a part of a larger group called the science building solutions group. So we're going to learn all about that. And , these folks actually live in, , well, they don't live, but they operate out of Allentown, Pennsylvania.

Ron:

And you guys, you know, if you listen to the show regularly, I started my career. By moving to Allentown, Pennsylvania, because I worked for Lutron Electronics and, , I was right there for my first six months right out of college. So let's go ahead and bring in Bryan and Marc. What's up, fellas? What's going on, Ron?

Ron:

Hey, Ron. How's Allentown?

Bryan and Marc:

Let's see. The weather is, , we're in the mid sixties, so we're out of the freeze looking forward to the spring.

Ron:

It's practically summer. Practically summer. All right. So tell us, , tell our, our audience, , maybe Bryan, we'll start with you. Tell us about your role and, , , within Eastern time.

Ron:

And then Marc, also tell us your role. And then Marc, if you would tell us a little bit more about the business

Bryan and Marc:

with you. Alrighty. So yeah, I'm Bryan Rizzo. , I am the vice president of business development here at Eastern time. , I have been with the business now going on 18 years coming fresh out of college and what I do at Eastern time is I cultivate the end user and contractor relationships in our life safety market.

Bryan and Marc:

I have some projects I work on from time to time, but again, keeping those strong relationships going that a lot of them, 40 plus years. I just need to keep them flourishing and continue the movement on them. So that is what I do aside from supporting, , the other parts of the business and leading with Marc

Marc:

Marc Marc Rizzo. I'm the general manager at Eastern time. , I have been with, , with Eastern time. full time about eight months less than Bryan. So Bryan was, I'm sure we'll get into it at some point. Bryan was a major influence to join the team as general manager. I, you know, essentially , in charge of the operation. I work with, , you know, I've got the right hand man, operation manager, the controller, the sales team and, , and then Bryan. So essentially oversee the business reporting and general growth and direction.

Ron:

Got it. I understand now, Marc, tell us about the history of the business. Cause you and Bryan, your dad started this business, right?

Bryan and Marc:

Yes. So really , so essentially Eastern time is the middle child. So I was born in 81 Eastern time was born in 82. Bryan was born in 84. So everybody can do the math there on age, but, but that's really, I mean, Eastern time is, is the middle child, but really what, what Eastern time is. We are a life safety systems company. We provide and serve the community with everything from fire alarm, nurse call, pro audio security, all these related functions. We provide the engineering, the know how, the equipment and the implementation of these devices. And really, our vertical, our vertical ranges from kind of typical office building campuses to, , to really the, , education. healthcare , correctional facilities. I mean, really it's, it's a pretty wide range. The only, the only, you know, a lot of warehouses distribution, really essentially everything residential. And we, , we presently cover say somewhere between a third and a half of the state of Pennsylvania with, , with our, our, our, our main office in our division out of Allentown, Pennsylvania. , a great branch up in Wilkes Barre, , Pennsylvania, and then, , out west, Chambersburg, Pennsylvania. So, three offices within our division, which is obviously , a larger collective of science.

Ron:

Got it. , , just for our audience that's listening, I just put up on the screen, , the website. , so I'm just going to click through the website a little bit. I'll just click through some of these topics here.

Ron:

The verticals. So it looks like you guys are active across hotel, retail, classrooms, house and workshop, which of these verticals do you primarily focus on or is it a pretty evenly distributed market? I think, I mean, really it's, it's a, it's pretty, it's a pretty wide, wide swath. I mean, it depends on, I mean, part of it depends on development. I know this, in our particular market, which, , is really, I mean, it's. I mean, probably the biggest verticals are, are, , our health care. I mean, there's, you know, there's a couple of large health care, health care systems that continue to acquire and develop new locations. It's a big educational market. , and then just based on our, our geography, I mean, aside from kind of the normal, the normal large office complexes within the main hubs of our, of our market, , with, with our particular market, it's, there's a lot of, , of North to South and East to West. , as far as between, you know, between Pennsylvania and New York and New Jersey. So there's a, we, we do have a number of kinds of distribution hubs based on the, the, you know, the thoroughfare.

Ron:

Got it. Okay. Understood. And , Bryan, if you can, again, I'm still on the website and I'm just navigating through, I see fire and life safety, security, and audio video. And , I, I also just, I see pictures of nurses and I, I remember working with you guys a few years ago on your website.

Ron:

So I remember you also do that

Bryan and Marc:

time, Ron, was it, that was at the, , security and data magazine conference a couple of years ago. And at that time, I think it was like a C or a D rating. And I'm quite happy that we started working together at that time to get it to be kind of a premier website, , and have.

Bryan and Marc:

Excellent web presence.

Ron:

Oh, I appreciate that. I think your website is beautiful. Anyone out there should check it out. , I'll actually put it up here on the screen. , the, the web domain is eastern hyphen time. com. Eastern hyphen time. com. , for those that are listening, , you know, maybe a bunch of our audience are probably more on the resi side of things.

Ron:

, what, what is a nurse call system? I know that some people, I did not know what that was. And then you kindly, Bryan educated me what that was.

Bryan and Marc:

So a nurse call system. You know, there is a difference, you know, between nurse call systems and emergency call systems, but a nurse call system, , they're very, you know, it's a requirement at hospitals.

Bryan and Marc:

, you know, with emergency room extended patient care areas, but it's a way for the patient to communicate with the staff and also a way that the staff can monitor, , the patient in their care. So it's usually, and Marc was a little bit more versed in this, but you have the typical pillow speakers, which allows patients if they have an emergency, get medication.

Bryan and Marc:

go to the bathroom. , also when it comes to monitoring, we can monitor the, if the patient's in the better, not blood pressure, , ventilators, just making sure that the patient that, that the caretakers, usually the nursing staff are aware of the patient's condition and the patients can voice. , whether it's the push of a button or communicating back to the nursing, nursing staff if they need something.

Bryan and Marc:

, and a big thing that is a nurse call systems that is kind of shaping and changing the industry is the quality of care index that a health care system. It's like a grading system and it's published. You can see we get analytics and send it to the health network on how long it takes to tend to a call.

Bryan and Marc:

, how long, whatever the situation in the room is take, you know, takes to actually get resolved. So this information gets pushed out because consers. You know, patients as consers are able to make choices these days and the nurse call systems with the, , analytics that we have built in the and the data that we send to the health network, they publish that, , and the higher the grade on a health network, the more people are going to.

Bryan and Marc:

Have a desire to choose one health network over the other. And Marc, did I did again? Marc was more versus that. That's perfect. I mean, it touched on essentially the, the, the rating is an eight, the H cap. And I think the way that, , what I find interesting, I just came from a, , a nurse call at Westcom nurse call conference in Vegas. , I was out there last week for, for the week is, , similar to other areas in our business. , integration and improvement is it's moved from from, , a requirement and a requirement and a safety to the patient experience. , the patient experience and integration. And when we talk about talk about integration, , you know, it's integration to benefit the staff, , and the and the patients effectively. And there's the tie ins to you. to some of the reporting they have that is required and internally, , some of the, some of the, again, when I say experience, , the ability to, the ability to not only deliver quality care, but also to, to, to visually show somebody what's going on, visually show the caretaker when people are in the room, , some, some videos on, on some outpatient. , tying in different, different technologies as far as, , you know, being able to track and place. staff. And really again, it's improved the quality of care. As Bryan mentioned, it's a it's a very, very competitive market out there, and people are voting with their money. It's a massive, it's a massive competitive industry. And for us, it starts to remind me a little bit more of some of our some of our other integrated systems. It kind of stood alone for a while, but now it's now it becomes more of this open platform. Whether it's video conferencing, mobile care, analytics, it does, it does really, you know, I feel like that, that area is really caught up with some of our, I think some, some of the, the viewers and listeners might be a little bit more familiar with security, for example, and some of that kind of that platform. It's really, it's really moving. It's really moving to that trend. I just think in our, and then nurse, The nurse call, , system, it's really three or four big manufacturers. So there isn't the, there's not the, there's not the, the, the wide range of options as some of our other systems. I'm curious

Ron:

because you're in hospitals and there's life safety.

Ron:

I'm assing at, at, at the core of that, is there special certifications that you need to have, or is it. Like, yeah. How does that work? I just don't know what I don't know. Like, how does that work? How does one become certified as a technology contractor to design and install and then service those systems?

Ron:

Is it any different than, say, CCTV or access control technologies? Do the manufacturers, are there any other requirements in place? So I think it's, it's, it's more similar to access and security and sound. So it's less, , There's less requirements from an actual state certification or national certification. It really goes, really goes down to, to being certified and understanding the products and then being able to deliver, , compliant reporting back to the, back to the customer and, and, , health system and up, , through, through a couple of their governing agencies.

Ron:

Got it. That makes sense. That makes sense.

Ron:

All right. Well, I have so many fun questions to ask you guys, but I want to start at the core just with a little bit of your backgrounds and maybe Bryan, we could start with you. Like what's your, you mentioned you went to college and you entered the business, but what is your journey look like? , you know, from say studying in school to then being in the family business.

Bryan and Marc:

So studying in school, and I guess, This was kind of the entry for Marc and I. We started, and it's very common, , started doing inspections of fire alarm systems when we were in high school, right? As smer work. So we grew up in the family business, both of us. We, I mean, it might be a little bit different, but I kind of always wanted to be involved in the family business.

Bryan and Marc:

, and I'm not saying Marc didn't, but you know, I, I had the opportunity to go down to University of Maryland to study, got my economics degree. And by the time I was nearing graduation, I knew I wanted to go right into the business. You know, it's something that I was talking to our father Chuck about. So I went, you know, I really, I can say I've only had three jobs in my professional career.

Bryan and Marc:

, working at Eastern Time when I was younger and then postgraduate in college, , I worked at a landscaping company in high school a little bit. And then 1 of my favorite jobs that I feel like I got a lot of great experiences. I was a server at like a 5 star dining facility in, . Washington, D. C.

Ron:

When

Bryan and Marc:

I was going to school at University of Maryland.

Bryan and Marc:

So I knew I wanted to do it right away. , I was spoke to Chuck enough and had enough conversation that I knew there is a spot for me, , as a salesperson and Chuck had both of us start from the ground up. We had, aside from having the same last name, we had to earn our own reputation and make our own relationships.

Bryan and Marc:

, so that was kind of my journey. And Spent a lot of time in sales, pounding the pavement, making relationships, creating and developing relationships with the architects, engineers, construction managers, and contractors. Those are our customers, you know, outside of the end users. And I spent a lot of time in sales.

Bryan and Marc:

, I transitioned into managing our construction department. which is composed of the project managers, engineers, technicians, and some of the finance staff. I love that, , gave me a lot of, because I was able to, I was a salesman and now I'm ingesting the salesman's work. , so I was able, you know, I really had a great time.

Bryan and Marc:

Leading our team then, , even post acquisition into a slightly different role at operations manager, which functionally I was doing the same thing with just a lot of, you know, different reporting and going on. Eight months at this point, I transitioned from operations manager. We're able to find an excellent candidate, , in our location and industry.

Bryan and Marc:

And I moved into the vice president of business development, which is. I love it. I mean, I see, you know, I'm not in the office a lot. I'm on the road, but I get to meet with customers that we've had for 40 plus years. And, and it's, you know, a lot of these people know the foundation of our company, , some of these 40 plus year old relationships knew Chuck when he was my age.

Bryan and Marc:

So it's been really cool getting, it's been cool personally. , but it's been very important because I feel like. Yeah. In this digital world we live in, not enough, you know, there's not enough face to face communication, like in person, I feel like that's very potent. So I've been able to pull the good and the bad, right?

Bryan and Marc:

Because when I meet with the customer, yeah, you're going to hear a lot of great things, but you also hear the, maybe some of the communication struggles they've had with our company or with some of their own staff. And that's given us the ability to digest that and improve some of our operations. , so it's, it's been a very exciting metamorphosis when I think about when I was in the field testing fire alarm systems when I was 16 years old to now I'm almost 41 years old, , and kind of back out there with the customers, but just at a different level.

Bryan and Marc:

So I've enjoyed it.

Ron:

That's awesome. Marc what's

Ron:

your journey look like? So I think the, , the, the journey, , again, we get the, you know, from a, from a family dynamic standpoint, I think what maybe what's the most surprising when people ask is, , Chuck, Chuck never pushed. Or, or forced or, or, you know, required us to be in the business. , we, he was a mentor, but, , I mean, he, he really never even talked too much about it growing up. He really, we, I think we, we witnessed his hard work, his, his interests and, and, and how he, how he ran, how he ran his life and his business. And I thought that was an interesting approach. I've heard other, other folks where they kind of, all right, well, when are you going to, when are you going to move in? So, so for me, I went to school in Philadelphia. Down at, , Drexel beautiful city, Philly. Love it. . Yeah. , but current Super Bowl champs too. Yes, exactly. Excellent.

Ron:

Yeah, they are. It's good, good time of year for you guys. And our, and our our are not always feral fans. We have, we got some good fans. I know we got bad , but, , I, but I think what, what's interesting is, is I, you know, I, I was open to, to choose where I went to school. . And I went in, , through, through a business degree and, , and it was a great co op program at Drexel. And I dove into sales. I sold, sold copiers. I was very successful selling on the sale that sales track. I ended up working, , after my first co op, I worked full time throughout and kind of did class at night and, , develop, you know, developed some great skill sets. I mean, Chuck. Chuck's an engineer and a salesperson at heart. So I really, really dove into the sales side. And then, , and then after that, I had an opportunity, , after I graduated to get into commercial real estate. , big, promising, you know, a lot of fun, pretty glitzy and, , sort of making my way in there. And, , and then again, with probably in the back of mind, assing I'd make my way into the business, but Bryan got in right out of school and, , he kept me in the loop. And then it came to a point where he said, said, Mark, we have, we have something great here. Not only do we have this great, amazing company, you know, the ability to work with our father and grow and develop relationships and potentially work together. He's like, he's like, don't, don't miss out. I mean, don't miss out on this. You're really like. Give us some hard thought. , it was genuine. And I, you know, I joined shortly after that. And I mean, it's been, it's been quite the journey. I mean, it's been fantastic. I'm sure we'll get into the family, the family of the eggs, but it's been, you know, I started, I started side by side with Bryan. I mean, we were on a, , you know, we, we, we worked right next to each other on a, on a, on a folding, you know, an eight foot folding table. Yeah. Yeah. , and what

Ron:

were those early years like? What type of work were you doing? I think, I think the first, I'd say the first five to 10 years was, was really, , it's really con contractor and end user sales. So it was, it was, you know, with our business, it was, , you know, one of the things that one of the benefits to, for Chuck bringing Bryan and I in, , and again, we, we had other others, a smaller sales team, but a sales team, but I think it's. is Chuck was so excellent at cultivating, you know, cultivating those relationships. , you only had so much time in the day to, to drive and sell, run a business. I think, you know, when we came in, you know, we were, when we came to the business, we were probably around like 12 to 15 employees. Maybe a little more, maybe 20 max, but he, but he was, he was spread too thin. And, and we're that infusion of let's, let's learn the business. Same, you know, similar mentality, the honesty, the ethics, and, , and really to, to pick up that ball. And then again, what, I mean, what. So it could sound a little cheesy, but, but, you know, with Chuck's statement, and it's a reality, you know, one plus one plus one, the three of us equals four. So it's a force multiplier with us together. And, , you know, we were bought in and invested quickly and really picked up, you know, with, with his tutelage and other, other help, , we're able to pick up, but it was really in the first five or 10 years was, was, was really. grinding in on that, , I mean, a five to eight years was really, really sick. Yeah. I mean, it

Bryan and Marc:

was, We're free whales and sales guys.

Bryan and Marc:

Yeah. I mean, we, I mean, we each had kind of, you know, you develop as a same with any business. You have your kind of key accounts. You want to make sure you keep those, have a lot of face time, keep those key accounts happy. As Marc mentioned, Yet Spread Thin is a business owner.

Bryan and Marc:

So Marc and I were able to pick up those key accounts, serve them as well as all the, you know, the bid and chase market. And I think the cool thing that I've heard from a lot of customers. vendors, contractors is, you know, yes, he's our father, but working with us, it was kind of took them back to the early days of working with Chuck.

Bryan and Marc:

And they really appreciated that it was, you know, it was kind of nostalgic. , so with their own unique spin and I think a nice little, a nice little flavor just to give you a little insight into how Bryan and I operate. So we, when we joined as, as, as sale, as, as salesmen, and we were on a salary and commission, just like everybody else, but what I thought was pretty unique is the, , the thought of equity within our family was, is big. And I think, you know, two, two brothers, you know, again, I'll toot the horn. I think, I think we're bright, we're capable. , we certainly work hard, but I thought the fact that from from day one, , you know, we We ended up, we just, we ended up splitting, we just split everything. So, so we had, I mean, you know, we, we each had big accounts and some big years, but from, from day one, , you know, it was about, it was about equity. And I think what's pretty cool about that. And I think speaks voles to our relationship. Our family relationship is the fact that we were able to do that. And, and, and it worked. That's, that's a challenging thing, right?

Bryan and Marc:

Having, having different individuals, , participate, but feel, but really feel equal. And again, it's that, it's that force multiplier. So I think the way that we're able to operate that as, as a family and it, you know, it worked, it was, , you know, that we, we had, there, there were, there was competition within us to be better. , but never, you know, but never, , but, but never, , , , Bryan versus Marc.

Ron:

Over that journey, did you guys end up, the two of you end up buying equity from your dad to buying equity into the business? So you guys were, were owners of the business. Did that happen somewhere along the way? Yeah, I guess that that came. I mean, it's a combination of that and also some some gifting from Chuck, but that was like going back about I think we probably kind of officially became partners with 10 years ago and 12 years ago. Yeah.

Ron:

Got it. And so what's, , are, are there any challenges working with family? I mean, the three of you, dad and brothers in the business, and yet there's dozens of other, , other employees. How many employees do you guys have today? Approximately

Bryan and Marc:

65. Yep.

Ron:

Okay. That's so you've tripled the size of the company since where you guys joined.

Ron:

, Are there any, not that I want to focus on any drama, but is there any challenges working with family?

Bryan and Marc:

, so I would say, I mean, there is. , there certainly is, but even with, if it's not family, there's going to be challenges. There is there's challenges

Ron:

in leadership of a growing organization. So

Bryan and Marc:

there's like a brother dynamic.

Bryan and Marc:

There's a brother dynamic. There was a father dynamic. There's a brother, brother, father dynamic. It has morphed over the years. And have we ever had some heated debates or conversations? Yeah, that were very business centric. They started business and every now and then, did you know where, if you're trying to get your point, where you could pull something from where you could, , needle in a little bit more to get a reaction.

Bryan and Marc:

Yes. But we, we did a really good job of keeping that calm. And, and like, I, I loved it. I think it made us better working, you know, like Marc said, the one plus one always. Equaled for four or five. , but there is the dynamic, you know, Chuck is 71 years old. I'm almost 41 marks, almost 44. You got to figure if we've been the duration of time, go back 18 years.

Bryan and Marc:

It's adapted and changed in morph, even with the acquisition. But I mean, I love, you know, Chuck will, it's a little bit different now, but he said, he always made the statement that he. He lived like a king in his life and he has because he was able to see his wife and two sons every day. And I think that's pretty cool and unique.

Bryan and Marc:

I couldn't imagine, I couldn't imagine not being able to see my father and my brother every day at work. Yes, there are challenges, but the opportunities and just personal satisfaction I've had, I know Marc and even speaking for Chuck, it outweighs any sort of negative. Riffs we've had over the years, which really, I can't, you know, there really hasn't been any, it's always been family, you know, yes, this is a business, but family has always been more important, which is how we've treated our.

Bryan and Marc:

The reason why we, you know, we really didn't, we lost, I think one to one to two people after the acquisition, like, you know, nine months in the reason why people like working for our business as employees. And the reason why our customers and vendors enjoy the experiences, we treat everyone like family.

Bryan and Marc:

, so yeah, challenge is yes, but

Ron:

well, let's dig into the, the acquisition, , marc, help us to understand kind of how did that all ultimately come to be? I, you guys had been operating your, your dad started the business. , what was it back in 1982? Yeah, and I think, I think since he developed a great, a great platform, great reputation, , Bryan and I and other employees came, came, came through and we, we all collectively help, help build this. And we've been on, I mean, we, we've been on a rocket ship. Growing year after year after year. So I think what, , you know, taking a step back, , I think, I think we were joking earlier, , , being acquired was, was, was never, I mean, , go as far to say that would be treasonous to even bring that up. Right. , and I think it's, it's because we have, we have the succession, we have the know how. We have the knowledge and, , and we operated in that, in that fashion, , as equals. And I think, , how, how things kind of turned for us is, , is, is we've been, you know, growing, growing, you know, certainly have some growing pains, you know, administratively, maybe some technology, internal technology organization. , but we always managed to find a way to, to, to grow and, and, and add on and keep our customers happy. , I think within the industry, there's, there's, you know, a handful of, of major players. , like science. That that look, you know, they look to to acquire divisions and and I, and you know, in my opinion, and probably a lot of people in the industry, the majority of them out there don't do it right. It's a little bit of a slash and burn. It's it's, you know, it, the ends don't always justify the means. So that always really turned us off. , what turned us around again, hearing about science, but more importantly, , you know, there's a family nearly identical. Yeah. To us with, you know, two brothers and a, and a father, and there's a another partner right down the road from us, you know, within an hour drive us that, that we've, that we've been friends with for the past 20 years. , family, friends, personal friends, business friends, and , and they joined on with signs three years prior to us mm-hmm . And, and we, we listened to them and, and we, we heard some and we heard some really big. , big promises when it comes to culturally operationally. I mean, things that, I mean, seemed a little too good to be true, you know, when you're hearing for the first time and to, to, to witness it, to meet with them, to understand, , you know, how that impacted their business over a three year period with, with expanding, growing sustainability, , you know, keeping, you know, keeping the leadership, growing the leadership, more opportunities, that we witnessed that over a three year period and thought, you know, thought to ourselves, , you know, this is the, the goal for Eastern time is always to be a multi generational 100 or 200 or 300 year company. , it, it, it provided, , it provided a path for a private organization like us to, to add on and become more sustainable and compete with. with the larger entities and in the region. I mean, with the marketplace, it is becoming more regional. , you know, we have, you know, we have, we have customers that that want that want us to be able to support them in our geographic region, which is about half the state of Pennsylvania, that they need that support into Philadelphia and New Jersey and in New York and nationally. And this was You know, this is a means where we could support our customers as well as get, you know, help kind of build the best practices in the industry. We have, you know, we have, we have and had a bright staff prior to our acquisition. But to get to be able to really work with, for Bryan to work with other, , you know, other leaders within these very similar divisions to have a really strong regional and national presence. , that is additive. , that, you know, that was a game changer for us. And, and we've, you know, we've seen, you know, we've, we've, we've reaped the rewards of that rapidly. I mean, probably quicker than, than, than many would think, you know, based on the retention and growth within our employee base. , and we've had the two, you know, since we've, we've been here, , yeah. A partial fiscal and then, and then just finished our, our first full fiscal, , our revenue growth, , our, our employee satisfaction within that opportunities and our profitability, I mean, it's, it's, and we've been on a, on a steady, steady increase, and that allows us to, and that allows us to hire that allows us to. You know, to operate. I mean, we're, we're, we're getting into the, , the sprinkler testing and inspection, which is, which is a great, you know, which is really a great avenue for us because, you know, our, our business is really built on our ability to, to serve many of the needs we're not, you know, we're not only focused on one aspect of, of low voltage systems and we really want our customers want us to be the one stop shop. And, and we've, we've kind of been there and this has helped us. Kind of gross. So it's been, , you know, it's, it's been, it's been pretty incredible.

Bryan and Marc:

Yeah. And Ron, one thing I just wanted to like, one thing that was foundational with. Science and on the cultural side of things is really important to us as a family business prior was have fun, make sure the employees are having fun, make sure we focus on employee satisfaction.

Bryan and Marc:

And that that's been like, we did outings before golf outings, fishing trips, picnics. But I think. That value of having, you know, make having the employees think of this as more of just a job, but having fun while you're doing it, that's what boosts the employee satisfaction and morale. And I think that's kind of what in the industry that we are in science is very well known for.

Bryan and Marc:

And I've been very happy and fortunate to have our employees. And even our customers and vendors feel that core value that they have.

Ron:

I was just poking around the science website. I had it on screen for those that are watching. And it looks like, my goodness, it looks like they're doing an acquisition. It seems like almost every two weeks, at least there's a press release on their website every two weeks.

Ron:

It's extraordinary. In terms of the, the scale and the breadth of, of where they're going, can you shed any light on what your, at least awareness is as to what their, their want to become in North America?

Bryan and Marc:

So, I mean, it's, so science wants to become the largest fire and life safety solutions provider in the country.

Bryan and Marc:

, now there are a couple of different ways. There's the PE backed way, , which is one way. And then there's the kind of buy your business, take it over, adapt to us, cut a lot of people. So within that PE style, , which is what science is. The private equity style there, there is certainly the financial targets that they're trying to hit with these acquisitions.

Bryan and Marc:

However, the thing that is way different than any other competitor in the industry, looking at it in the same way is their due diligence process and cultural fit. Like the requirements for those for culture and acquiring the right business is, , very, very deep that there's a lot of due diligence that goes into make sure it's exactly the kind of business that they want to acquire.

Bryan and Marc:

, yeah, there's a certain sweet, , sweet spot, like size wise revenue employee count, but the cultural fit and the fit in the various regions. And the fact that they are buying a well run reputable company is at the top of their requirement. , and even if you go to their website, you can see that, you know, you can, if you are interested in selling your business, there is an inquiry and they get hundreds of them a year, but it's really the, the business really has to fit and make sense.

Bryan and Marc:

So they are very, , intentional in choosing who they want to work with. And, you know, because they realize there is a cost. If you buy a business, I was watching, , listening to a podcast the other day, but if you, if you buy the wrong business, if you just buy the business and don't try, you know, don't keep the old owners and a lot of the old fabric of the business, you're going to, you're going to be buying a stinker and people are going to go elsewhere.

Bryan and Marc:

You're going to lose a lot of customers. If you know, because in a family business like ours. Obviously, Marc and I were both selling business owners and over the course of years, a lot of, you know, the salespeople we know, you know, not all of the salespeople, but we had relationships with some of our best salespeople outside of business.

Bryan and Marc:

So if you don't go about not, if you just buy. If they were to just acquire a business of any sort and you kick the old owners out or you move them out quickly, you're losing salesmen, influencers, and a lot of the salesmen have a relationship with those owners. So you're going to see business is going to go elsewhere.

Bryan and Marc:

So, , I think the way science goes about their due diligence and acquisition process. , although there are metrics right of a private, private equity backed business that they're trying to hit. It's very intentional. , so because I mean, Bryan nailed it. I think my only, my only addition would be, , maybe clarification a little bit. It's, it's, you know, it's an invest and grow strategy. So they are, they're looking for, I mean, again, I think, I think, , , a family run and operating team. Business like Eastern time is really, is really the kind of core target, but to find something great that can, that, that, that needs an infusion of, you know, again, some, you know, some, some information, some talent, , a little bit of capital and, and a little more, a little more collective direction and really, really grow. So it's, it's the, I mean, it's purely an invest and grow strategy. I think there's been, , there's been a pickup on acquisitions as they've grown that team. So I think at the time, I mean, we're, I'll call it a year and a half in, , I think we were 17 or 18. I think now they're close to 35. So they've been, , they've been increasing. I mean, it's going to take, it'll take some time. They have the patience to become that. That largest network. But I think what Bryan said, it's it's intentional. , you know, it's certainly intentional. And, and, , like I said, we're never, I've never seen anything like it. And it's something that, , that got, you know, certainly got Bryan, Chuck and I interested in and we. As I mentioned, it was never even an option on the table and, , we didn't talk to anybody else and it was only, it was really only because of them and their, their mindset and vision. And, you know, a year and a half in, I mean, it's, it's, , it's really better than we could have hoped.

Ron:

Oh, and it sounds like you're delivering as well with, with.

Ron:

Continuing to grow, as you said, a lot of, you know, you could do deals or maybe they acquire companies and those companies, you know, pull off the gas pedal. It sounds like you guys have stayed, you know, pedal all the way down, continuing to accelerate. Yeah, I think it's a, it's a nice for, I think for, for Bryan and I, and I think some other employees with some other opportunities, it's, , it's a little, it's an infusion of excitement. It's a change, right? I mean, it's. So while, , while we've adapted, I mean, there there's, you know, there's certainly the challenges that come through. I mean, I know for us, you know, high level, , you know, we, we changed to, to gap accounting and, and, and, , job completion accounting. And, you know, we also, I mean, we've had, we have X, you know, there's some additional paperwork that comes through, but there's also, there's also, we're, we're, I mean, it's touched a lot of our business, but, you know, you know, most specifically the level of professionalism on our. On our construction side, when it comes to really, really growing our team into more of a traditional, , professional project manager and how we manage, , that's, that's challenging, you know, there, there is a lot, there's a lot, there's, there's certainly growth that Bryan and I have needed to develop over the past year and a half, but it's. It's a, it's a, it's a shot. I mean, again, it's a, it's a, it's a challenge. It's a kind of a nice infusion. I know we're, you know, I, it was, I think that the due diligence and, and the, let's say the first nine months were tough. I mean, it's probably some of the most challenging days that, that I can remember, but it's, it's exciting. I mean, Chuck, Chuck is an entrepreneur at heart. , you know, we, we have, you know, we certainly, we certainly have that in us and we have. We, we have the, the desire to grind and accomplish and, and persevere. So that's, that's in our DNA with our family. So, , you know, it's nice, it is nice to see kind of coming through a little further, , that, that relate because I mean, effort, effort doesn't always equal results or within a certain, at least

Ron:

immediately.

Ron:

Immediately. Yeah. So it was kind of, I mean, it, it was nice. It was, , and again, we, we, we take, I mean, this is, you know, this. Eastern time is the is the pride of our family. So to see, you know, to show our employees, to our customers, to ourselves. , that, that it is, I mean, that it's additive right away was, was a huge win for us. And I'm sure, I mean, every business has, has their challenges and ups and downs, but, , you know, we're blending

Ron:

cultures. I mean, that's what I've heard in acquisitions. That's often where the challenge can happen. , is that, I mean, in addition to getting people to operate on the same backend softwares and accounting systems and whatnot, but just blending different cultures that That can be challenging, but it sounds like from what you're saying, where your team is at today, and as measured by an important criteria of employee satisfaction that your team's in a really good spot a year and a half into this deal. I think so. I think what's important is from a, from a leadership, you know, regional national level. I mean, these are all, these are all people from the industry. These are people that are passionate about life safety. These aren't, these aren't folks. From a different a different sector that that were very good at what they did and like, oh, well, let me see if I can incorporate that. I mean, these are people that that live and breathe life safety. , you know what, one of the things that I think is interesting with our industry, at least the employees that we want is, , there's people on the front line. There's the firefighters, the police officers. I mean, you go down everything to To to our, you know, our, our, our army and, you know, you can go go across the board. I mean, really key positions in our, in our world. And I think, I think what, what our, what our industry offers, , you know, on the, on the technical front and then the project management front is, is these, you know, I see our people as first responders, they take, , you know, and, and many of them are actually, you know, volunteer firefighters and things like that in addition, and have served the country, but it's not, it's an opportunity for them to provide. And we take it, I mean, it is. It is life safety. We, it's intentional, , it's critical and, and we, we really look to, to bring in employees that embrace that. I mean, it's, we love to have fun and that is a core value, but having people that, that, that, that take. That seriousness and really take that on, you know, as, as their personality is important. And I think, you know, we have that at Eastern time and, you know, regionally and nationally, I mean, we have people that, that live it and have been successful in it. So it's, , you know, it kind of feels like, , you know, it's, it's, you know, Bryan, Chuck and I, and again, you know, a lot of great employees and getting, getting that group together differently. It's a different feeling than, , you know, we're, we, we represent a couple of different. And provide a couple of different distributors, , and manufacturers. And, and there's a, there's a sense of. Camaraderie because, you know, with the people across the country, , selling and supporting similar products and there's some collaboration, but, but bringing, you know, , , , you know, essentially a family together and, and really being invested. Together is, is huge and it's, it's exciting

Ron:

as you look out to 2025 and beyond. Right. So right now we're recording this, , in March, 2025, we're going to publish this on April, 2025. , we're, we're right in the midst of, , a lot of economic uncertainty. There's there's tariffs happening. , they're on they're off depending on the country that obviously has lots of ram downstream ramifications lots of , discussions around it, you know rates and , you know two year bond rates and 10 year bond rates and All of this chaos, equity markets are going up and then they're shooting down.

Ron:

And we just recently, prior to recording this, there was a major meltdown in markets. What impact is all of that with that background or landscape? How are you guys seeing the rest of this year for the type of work and the type of projects that you guys go and secure?

Bryan and Marc:

So I think the outlook still looks.

Bryan and Marc:

Very strong. , primarily because we are in a heavily regulated industry. So even I get it. If the interest rates are high, people are going to be less apt to building that new office building a health care network might be less apt to building, you know, a new hospital or medical office building. However, And we've seen this over the years.

Bryan and Marc:

If they are not building new, then they are typically renovating. So maybe less new construction, more renovation. But since we live, since pretty much all of our, the systems we provide are heavily regulated at a state and national level. , there's still a need for our services, whether it's. the code required inspection services.

Bryan and Marc:

, our systems are all monitored in a fashion that a fire alarm, for example, for example, for example, if there is a problem with it, it will beep and annoy the tenants. It will report offsite. So you have to get that service. Again, in the construction, if you're not building new, you're renovating, you're shape shifting and building.

Bryan and Marc:

So Although the new construction market might take, you know, might slow down a little bit more than we anticipated. , we have our, the revenue of our inspection work, our service work, our monitoring work, and the renovation work. That's how we survived the COVID. A

Ron:

well diversified set of revenue streams.

Ron:

So you guys and Chuck, you guys have invented a really stable business with all those different. Revenue streams. Sounds like many of them are irrespective of what's going on in the economy. Yeah. And, and I mean, I think to add to that, it's, it's, we've developed such a large customer base and following, and again, I think this, the, the, you know, again, the, the sustainability of our, of our business, , what, what we've been able to consistently deliver year after year. And also, you know, to, to Bryan’s point with, with, with the construction industry, , you know, in addition, it really becomes, , again, from a reputation standpoint, it, it, it, it, it's less kind of public bidding and more, more, some, , more of that private work. So the, , you know, the builders and the customers are going to their group and, and forming, you know, it's these, these individual networks that come together outside of the public bid process. And when you have those relationships and the ability to. to show value and expertise and keep, keep that process fluid. , I mean, that's been a big part of our, our business and our sustainability, but we, we were, now we're, we're invited to the table, , with the main players as an industry expert, and we can, you know, at times we can cut a little bit of that fat. And get right to the proper solution. So, I mean, it's really, but, but I think when, , Bryan and I, we didn't choose the industry, Chuck, Chuck decided to get in the industry, but I mean, what, what he's always said, especially as the world turns, , and what we do and the various challenges and opportunities every day, I mean, this is a, this is an industry that is here to stay and it's growing, I mean, it's only. It's only, it's only growing as far as opportunity. , you know, and for us as a, as a multi system integrator, , you know, we, we continue, we're very selective on what we bring on board and get into because we need to do that with excellence. , but you know, we're, we're, we're still expanding and growing and, and that, that helps kind of, kind of fill some of the, you know, some of the challenges at times, but

Ron:

that makes sense.

Ron:

Personally, I've been on this journey over the last couple of years, , To become more healthy and that includes going to the gym and running and doing some supplements, trying to be more mindful of the stress in my life and, , and ultimately better managing that through fitness. And you, you two fellows look like you're pretty fit.

Ron:

So, , could, could you take us through maybe, , Bryan, we'll start with you. What are you doing to, , stay healthy or, or manage the stress in your life and you know, this leadership role.

Bryan and Marc:

So great question. , day to day, I always, and it ranges in time, but I, I go to the gym for, you know, , 30 to 40 minute workout every, you know, three to four days a week, sometime between the hours of 10 and 2, 10 AM and 2 PM.

Bryan and Marc:

That is important as a leader. You know, I, as a leader in our business, , stresses come up. , I find that exercise mid day. When I can work at around meetings is very helpful, , to clear my mind a little bit and make a better version of myself for that second half of the day. But outside of that, I mean, I know we've talked about this cause you wrestled as well.

Bryan and Marc:

Like, you know, I was both Marc and I wrestled, you know, I was seven years old, Marc was nine years old, but basically wrestling had was a large part of our life from youth. In the high school and college, , for both of us, the thing I love about it now is outside of that normal gym activity during the day and eating healthy.

Bryan and Marc:

I coach at a school level and at a club level, and I still roll around with these kids on the mat. I was joking. I took a, you know, coming on this podcast, I wrestling with a high school kid, about, you know, 40 pounds heavier, heavier than me. I took a, I took a knee to the eye and an elbow to the nose. And I was hoping coming onto this podcast that I was not going to have a black eye and a busted nose.

Bryan and Marc:

, but you know, from a. That, that completes me, you know, between the, on the fitness side of thing, which I feel like if you're going to be a leader, entrepreneur, just business, business owner or leader, , you have to have more than just work to live for. You know, I'm pretty simple. I love my family. I love coaching wrestling.

Bryan and Marc:

, and I love working. You know, yes, I do like having fun, but that kind of what, what makes me tick and a lot of it is very, you know, I have four kids. It's very, we are very, , say active family, , whether it's on lacrosse field, wrestling, mat, field, hockey field. So yeah, fitness is definitely eating healthy and keeping my body movement moving is, , we were brought up that way.

Bryan and Marc:

And I think it's a key to leaders in businesses to state. Not only mentally active, right? Reading, but physically active and something else outside of your normal day to day job.

Ron:

So I love that there aren't many, I'm going to, I'm going to say something maybe controversial, maybe not. I don't think there's many 40 year olds listening that could stand to roll around on a wrestling mat and not risk a heart attack.

Ron:

So, , good for you that you're out there doing that. Not only helping yourself, but helping the youth. I think that's, that's really fantastic. Marc, what are you doing to stay healthy? , I mean, I think, , foundationally, , both as, as a family, I mean, my, my, both my parents have always been very active. I think nutrition and, , health and that competitive spirit has always been, has always been important. It's been one of the, one of the, one of the founding principles for us. And I think. sharp mind and a sharp, sharp body go together. So I think it's, it's worked. It's worked for us. It's certainly certainly worked for me. , I think both Bryan and I, we do a good job, you know, , trying to be trying to get something in during work day. It's tough and it doesn't happen every day. , but for for me, , you know, after after college Just endurance sports has been a part of my life. , and then pretty consistently since then, you know, CrossFit when I can. , I certainly love to get hot yoga session in, which is physically and mentally fantastic, especially when, when I get it in, I get it between 12 and one occasionally. And that is, , that's a little mental vacation for me. Come back. Invigorated. And, , and again, I've got two, two young, two young sons, three and six. , my younger son and I, we try to go rock climbing every weekend. We've got a great indoor facility and yeah, I think it's, it's, I think it's the, I think the challenge, the challenge for, for a lot of employees and a lot of leaders is. Is, how can you work that into your life? It, it's, there's always, there's always something to do. There's always, there's always a reason not to do it. , but, you know, we've always, you know, we've always excelled when, you know, to get something in, , that, that helps me stay up late when I'm doing things that it's, , definitely, , definitely a stress relief. And I, I think it's, it's definitely, I, I think it's part of the success. How many

Ron:

days, Marc, can you, , if you don't work out, how many days does it take before you really feel it? Like the negative impacts on your, on yourself? , I think, you know, it's, it's, I don't go to, there's not too many days in between, but I can feel more of a kind of like if I go, let's say more than more than two days without doing something, you feel a little, a little gl. So maybe, maybe I rely on that a little bit too much, but it's. You know, we go, we go, you know, if, you know, if you're sick or whatever, it's, if I go vacation,

Bryan and Marc:

vacations can definitely interfere. Yeah. But yeah, so there's, but I, I think if, if I go, if I go a couple days when I think I've had an opportunity and I didn't, I get, I get a little, little anxious, but I've developed over the years a little ways. I can get a little mini workout in or, or something. I mean.

Ron:

It is, it is like a natural high. And if you're, you know, I'll say an adult or a professional, and maybe you were active as a kid and you fall, you've become less active as an adult. I think many forget how good it feels to feel good, right? It just, it's, you know, people will go and they'll.

Ron:

They'll binge eat or they'll binge drink or they'll do whatever they do. And they, they'll sit and maybe veg and watch TV and to, to read a good book or to be physically active. It's it's , it is addictive at least that's what i've discovered in the last couple of years Well, that's what I think it's been actually When we've been we've known each other for for a handful of years now and it's I get it I get excited. I get excited when I see somebody like you that you know again from you know From what I know again very active when you're younger started a business really dug in and prioritized some of those Some of those areas, but now to, to hear some, but some of your routines, especially, you know, over the past year and a half, two years to see the excitement, the enthusiasm. And then again, I, and to hear that, that, that, , that, that nature, that it is adding, it is adding to you. It's not taking away. I mean, it's really, most of it's important. So I get, I get jazzed up about that. I think, you know, from our family, we've been, we've been fortunate. We, we've kind of had a version of that. We go in waves, but we've remained active. We've kept the rust off. But I get excited when I, you know, when I talk to people like you and some other folks that are kind of refinding that.

Ron:

No, I, I appreciate that. I do feel like I've rediscovered fitness and I'm, I'm better for myself. I'm better for my family.

Ron:

I'm better for my team. And, , it's, it's almost like, man, I wish I had rediscovered this 10 years ago, not two years ago.

Bryan and Marc:

Well, yeah, Ron, I think like that's been a bit as a business owner, anyone listening to this, it is that I'm very happy that you brought that up. It, Like Marc said, you can, if you own a business or have a high position in a company or whatever position, you'll always find the work there.

Bryan and Marc:

The work will never stop. And if it stops, there's probably

Bryan and Marc:

a challenge, but yeah. But if, and that's, you know, if, if you don't have a good work life balance, life's going to go pie quick and you're just going to work your whole life and not feel complete at the end of it, at least I think. , and. Work life balance, right?

Bryan and Marc:

We only, you know, fitness is a bit, you know, mental and physical stimulation separated from work, whether it's coaching, reading meant, I mean, Marc , was involved in the big brothers club. He didn't mention that, but I know that's like. And outside of the work, fun, fulfilling thing that, that he's done.

Bryan and Marc:

, I love the coaching, but if, if you go through your work life and all you do is work and succeed in work, whether it's, you know, via promotions or starting a business and making a ton of money, If, if that's all you're doing, I just feel like, , life will pass you by and you won't feel complete if you have a proper work life balance again, not everyone has families, but you know, like I said, I'm family fitness work.

Bryan and Marc:

That's what makes me tick. If you don't have a proper balance, , Which a lot of business owners are probably out of whack with that balance. It can probably could be negative or over the course of a lifetime. So I'm glad you brought that up, but you know, fitness is just one only way that I know the three of us share that, , outlet with, but you got to have a good work life balance if you're going to run a successful company.

Ron:

No one on their deathbed says, , man, I wish I had worked more. I think what's interesting is I think there's. There's more information out there being shared experiences, podcasts, and there's, there's a ton of, there's a ton of information that supports everything we talked about, but then on the flip side, you know, and this. In this day and age, I mean, there's, there's more distractions and there's more demands and requirements, so, so juggling that and still, again, still being able to, to put out a, a, a high, you know, a, a high level of effort and output at work. It's a challenge, but I mean, I think there's, there, there's, there's enough out there that it's certainly not a, a, it's not, this isn't a, a new and novel idea over the past year or two. I mean, there's, there's a lot of great, great. You know, anecdotal and things out there that really support that. But the challenge, just like everything, I mean, it's for, you know, for many of us, it's easy. It's more comfortable to dig in and to dive into that hard work that, you know, you can grind at versus, you know, make, make a, an adjustment in your life. But yeah,

Ron:

I, I, I'll, I'll leave folks still with us with a, at least a small recommendation is that is if you're, you're inspired by some of this talk about health, maybe just start walking. Right. You can, you can walk 15 minutes a day. You walk during your lunch break, you can walk in the morning, , and then build from there.

Ron:

That was my story. I started walking cause I had, you know, all sorts of back issues that I blamed on my early wrestling career. And, , , you know, back in 2014 and 15 and doctors wanted to start cutting on me and I was just like, there's gotta be another way. And then I discovered walking and then it's been a long journey for the last 10 years to where I'm at now.

Ron:

So gentlemen, it has been a blast having you on Automation Unplugged. As I promised you, an hour would go by in a blink. , we are there. , Marc, I'll start with you. , where would you direct anybody that wants to get directly in touch with you or learn more about Eastern time or about science? So I mean, I would start with, , you know, I'd certainly start with our website. Eastern hyphen time dot com on there. If you go, if you go into the team, I mean, you can, you can, you can certainly find our information, our bios, , or right to the science building solutions website dot com. So that's the best way. I mean, I mean, our main office number if you're gonna go down that route is 610776. One, two, two, two, you can, I'm sure you'll find, you can find me on LinkedIn and Facebook and Instagram. But, , I mean, I am in Bryan are very approachable. I mean, that's kind of been a big part is, is, you know, the ability for people to get in touch with us. And so, I mean, we'd love to, certainly interested to hear from anybody that has questions, any interests, , I'm available.

Ron:

And same for you, Bryan, any additional handles you want to give?

Bryan and Marc:

, I would say, you know, I preach this all the time, but the number one thing as, , running a business or just being, you know, excelling in life is being a good communicator, , in person, being genuine over the phone on a podcast like this, be genuine and be a good communicator because that's Transcribed I've seen that shift over the years, especially in this electronic age where people get email fatigue, they don't respond quick enough, and there are people that will surpass you if you're not, if you don't curtail to the appropriate communication format with your customers, you will lose out.

Bryan and Marc:

There are other people. There is artificial intelligence that will beat you out. So, you know, my only recommendation is to be excellent and genuine with your communication, whether it's internal with your family, your internal work team , and your external customers. And it's not the last other thing I would.

Bryan and Marc:

So I really appreciate the relationship that we have developed with one firefly. , when I met you at the conference many years ago, and I think it's been a beautiful, you know, wonderful, bountiful relationship. And I think one of the things that is interesting, , at Signs and other businesses during acquisitions is they're trying to buy more than just the numbers.

Bryan and Marc:

They want to buy relationships. And I do think, I do appreciate it, and I think it is pretty wonderful and brilliant that you are engaging with them at a higher level. , with that, with that initial conversation and, and, , recommendation. So that's what it's all about. You know, relationships and communication.

Bryan and Marc:

So thank you very much, Rob.

Ron:

No, thank, thank you, Bryan. I appreciate that. , obviously that referral and we're, we're working with the team over at science and, and trying to help them. With a few things and we've got, , , earn and gain trust over there. And then maybe more things to come in the future. But, , for you two gentlemen, thank you for taking time out of your very busy schedules.

Ron:

I know you both run fast and furious running that business and, , you've had so much success. So I wish you more of that success. And, , just want to thank you for coming on to the show. Awesome.

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Ron Callis is the CEO of One Firefly, LLC, a digital marketing agency based out of South Florida and creator of Automation Unplugged. Founded in 2007, One Firefly has quickly became the leading marketing firm specializing in the integrated technology and security space. The One Firefly team work hard to create innovative solutions to help Integrators boost their online presence, such as the elite website solution, Mercury Pro.

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Resources and links from the interview:

• Eastern Time Website
• Sciens Building Solutions Website
• Marc Rizzo LinkedIn Profile
• Eastern Time LinkedIn Profile

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