September 29, 2025 • 42 mins
Keith Poettker
CEO & Chariman of Poettker Construction
Keith Poettker is the CEO and Chairman of Poettker Construction Company, a nationally recognized construction management and design-build firm with over 45 years in business. Founded in 1980, the company has built a strong presence across the Midwest and Southeast, with Charlotte serving as a strategic hub for regional growth.
Since becoming CEO in 2021, Keith has led the company through transformative expansion, more than doubling revenue and deepening its footprint in the Southeast. His servant leadership style emphasizes integrity, safety, and a people-first culture—values that have earned Poettker recognition as a “Best Place to Work” for eight consecutive years.
Keith’s leadership has also been personally recognized. In 2025, he was named a Most Admired CEO by the Charlotte Business Journal, a testament to his vision, values, and impact on the industry.
In 2020, Keith and his family relocated to Charlotte to lead the firm’s Southeast expansion. His commitment to the region reflects Poettker’s broader mission to build lasting partnerships and contribute to community vitality. That mission extends beyond construction. Under Keith’s leadership, Poettker partners with multiple Charlotte area charity organizations, including Dream On 3, a nonprofit that makes sports dreams come true for children with life-altering conditions.
Keith holds a B.S. in Construction Management from Southern Illinois University Edwardsville and serves as the qualifying agent for the firm’s contractor licenses nationwide. Outside of work, he enjoys camping, boating, hiking, grilling, and spending time with family and friends.
Poettker Construction
Established in 1980, Poettker Construction is a second-generation, family-owned business specializing in construction management, design/build, general contracting, and self-perform services with an emphasis on exceeding the client’s expectations. Poettker Construction is dedicated to providing safe, quality, sustainable, and technology solutions to clients in the Education, Distribution, Federal Government, Healthcare, Hospitality, Industrial, Multi-Family, Municipal, Recreation, Retail, and Utility industries. The company prides itself on building long-lasting relationships with their clients, business partners and the communities in which they work. For more information, visit poettkerconstruction.com.
CEO & Chariman of Poettker Construction
Keith Poettker is the CEO and Chairman of Poettker Construction Company, a nationally recognized construction management and design-build firm with over 45 years in business. Founded in 1980, the company has built a strong presence across the Midwest and Southeast, with Charlotte serving as a strategic hub for regional growth.
Since becoming CEO in 2021, Keith has led the company through transformative expansion, more than doubling revenue and deepening its footprint in the Southeast. His servant leadership style emphasizes integrity, safety, and a people-first culture—values that have earned Poettker recognition as a “Best Place to Work” for eight consecutive years.
Keith’s leadership has also been personally recognized. In 2025, he was named a Most Admired CEO by the Charlotte Business Journal, a testament to his vision, values, and impact on the industry.
In 2020, Keith and his family relocated to Charlotte to lead the firm’s Southeast expansion. His commitment to the region reflects Poettker’s broader mission to build lasting partnerships and contribute to community vitality. That mission extends beyond construction. Under Keith’s leadership, Poettker partners with multiple Charlotte area charity organizations, including Dream On 3, a nonprofit that makes sports dreams come true for children with life-altering conditions.
Keith holds a B.S. in Construction Management from Southern Illinois University Edwardsville and serves as the qualifying agent for the firm’s contractor licenses nationwide. Outside of work, he enjoys camping, boating, hiking, grilling, and spending time with family and friends.
Poettker Construction
Established in 1980, Poettker Construction is a second-generation, family-owned business specializing in construction management, design/build, general contracting, and self-perform services with an emphasis on exceeding the client’s expectations. Poettker Construction is dedicated to providing safe, quality, sustainable, and technology solutions to clients in the Education, Distribution, Federal Government, Healthcare, Hospitality, Industrial, Multi-Family, Municipal, Recreation, Retail, and Utility industries. The company prides itself on building long-lasting relationships with their clients, business partners and the communities in which they work. For more information, visit poettkerconstruction.com.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:00):
All right, it's another episode of iHeartMedia's CEOs You Should Know,
(00:03):
powered by Thompson and speaking of Thompson, our host for
this week, as was last week, Will Jones with Thompson,
and special guest today is Keith Petker from Petcker Construction.
So welcome both of you.
Speaker 2 (00:15):
Will take it away much thanks, Zach, appreciate that. Keith, welcome.
Speaker 3 (00:19):
Thank you both for the invite and for having me here.
It's really awesome to see you all reaching out to
leadership in the community and then all that Thompson does
within the community for housing and looking out for people
in need.
Speaker 2 (00:38):
So awesome.
Speaker 4 (00:39):
Well, let's get into it, and I appreciate you coming together.
We met a five or six weeks ago at a dinner,
and you know, it's always good to interact with other leaders.
It's an opportunity to learn, learn about their businesses, learn
about them and then also share some of that story
about both your leadership and the Petcker Construction with the
community so they can better understand what as you do
(01:00):
and what you're about. So as we realized we're working
with the same coach, Matt Doherty. Big shout out to
Matt Doherty x U and c coaching player. We'll just
do that, get that out of the way. But that
being said, tell us a little bit about Pecker Construction,
the history of it. Love to know what brought you
here to the Charlotte market as well.
Speaker 3 (01:20):
Okay, so Petcker Construction was started by my father, Charles Petcker.
Speaker 5 (01:27):
He started Petcker.
Speaker 3 (01:28):
Building Company in nineteen eighty and then changed the name
and incorporated that in nineteen eighty two. In he was
a Vietnam War veteran and you know, made a promise
to God that, you know, if in June of nineteen
seventy one, if if he would be able to get out,
(01:52):
get out of Laos, he would dedicate his life to
building something of value. And so whenever he got states,
you know, he went into the carpentry trades, graduated as
a journeyman carpenter in.
Speaker 5 (02:09):
August of seventy.
Speaker 3 (02:10):
One, took some leadership roles with other construction firms, and
in June of nineteen eighty started Pecker Building Company. You know,
fast forward. We went through a lot of different trials
tribulations like other growing companies, and you know, Amanda and
(02:31):
I we moved out out to Charlotte in January of
twenty twenty. We were doing strategic planning in twenty seventeen,
and one of the things that came out of that
was we really needed a Southeast office. We were doing
work in the Southeast, we had employees in the southeast.
(02:56):
We also had relationships that were expanding signific only in
the Southeast and significant capital investments now and that came
came out through various surveys and stuff during that strategic
planning exercise, and so one of the uh there were
there were a lot of strategic initiatives, but one of
(03:17):
the one of the main ones was to establish the
Southeast office. And so we shortlisted six cities and ended
up selecting Charlotte, and love it, love it, love it here.
You know, Charlotte's home for for us, you know. And
I've got a six year old son that was thirteen
(03:37):
months at the time, so so it's definitely home for him.
Speaker 4 (03:40):
So yeah, that's awesome. Well, I would say, welcome to Charlotte.
You've been here about four or five years now, right, So,
so you mentioned those six cities I'd be interested in.
Charlotte has got a real special spot in my heart.
Came here from Orlando after living and working there as
an adult for eighteen years, I actually didn't realize there
was a big world out here. Oh the Sunshine State
knew at all. Right, Just coming to the Charlotte community
(04:02):
in general was was amazing. Yeah, you know, for me,
it is just the way the community is, the things
that you can do, the way the business community interacts. Great,
great climate, minus the summer. I did realize that the
summers are as hot as in Florida, but I as humid,
but definitely hot. But so what was the what what
(04:24):
were the siding factors? You said six cities and you
landed on Charlotte.
Speaker 5 (04:28):
So let's see.
Speaker 3 (04:29):
The six cities were Atlanta, Charlotte, uh the Raleigh Durham area, Columbia,
South Carolina, Greenville, Spartanburg, and uh OH Charleston. Charleston was
was was the sixth one, and all for various reasons,
(04:50):
you know, those were selected. Columbia we had a few
employees that lived in the surrounding area Columbia, Lexington area
and stuff. Raleigh, uh was a strong growth market that
we were really considering. And in Atlanta was another another one.
(05:10):
But at uh OH and then Greenville Spartanburg, we do
have a manufacturing presence, and and so Greenville Spartanburg with
automotive manufacturing. So Charlotte was very centrally located for US
for a lot of different market sectors that.
Speaker 5 (05:30):
We play in.
Speaker 3 (05:32):
And then I knew I was going to be doing
a lot of commuting. And so the airport was you know,
that was a big deal at that time. There was
six flights every day back and forth to Saint Louis,
and that worked out great, you know, I mean I could, uh,
I could I could get on a on a on
a red eye flight and being uptown for a for
(05:55):
a coffee, yeah at around nine o'clock, you know.
Speaker 2 (06:00):
Not functioning, but you'd be there, right, I'd be that, you.
Speaker 3 (06:02):
Know, I mean, uh, and I did that, you know,
I did that, and then I could be I could
I could be back back home. We lived in Old Fallon, Illinois,
which was right outside of Saint Louis. I could I
could take that uh in afternoon flight and be back
at home, back home by about five thirty. Yeah, and
(06:23):
uh five thirty Central time. Yeah, you know, so I
was picking up an hour.
Speaker 5 (06:28):
Uh.
Speaker 3 (06:28):
But you know, as we were kind of going through
looking at those six cities, Charlotte really greeted.
Speaker 5 (06:39):
Us with open arms. It was.
Speaker 3 (06:43):
You know, I was really really taken aback by just
the welcoming. And I had reached out to the Charlotte
Chamber of Commerce at that time now it's the Regional
Business Alliance, but reached out to them and they said, yeah,
you know, I mean, come on in and we'll you know,
(07:03):
just like all the other cities, come on in and
we'll show you what we're tracking and stuff like that. Well,
unlike all the other cities, they dedicated an entire day,
you know, and and showed me around, uh, each neighborhood
of the of the city, and and you know, we're
we're eating lunch, and I'm like, I'm thinking in my head,
(07:26):
I'm thinking, boy, I I hope I didn't miscommunicate something.
Speaker 5 (07:32):
You know. I wasn't relocating our headquarters.
Speaker 2 (07:35):
Right right, I was.
Speaker 5 (07:37):
I was opening up opening up a satellite office.
Speaker 3 (07:39):
And and so I clarified that and I said, no,
we've already done our research on you.
Speaker 5 (07:44):
We want you here Charlotte.
Speaker 3 (07:46):
And so towards the end of the day, you know,
they asked, you know, if if there was anything else
that that they could do, and and Uh. I said, well,
if if you've got somebody in real estate that I
could talk to, that'd be great the next time that
I'm out.
Speaker 5 (08:02):
And sure enough they set me up with.
Speaker 3 (08:06):
Copy Newman at the time, with cbr E for a
for a lunch meeting, and and you know, so had
lunch with him and so anyways that.
Speaker 5 (08:17):
I was already.
Speaker 3 (08:18):
Sold, you know, even you know even before the Copy
Newman lunch meeting that the set up, but it was
it was just a real welcoming. And you don't get
that all the time, you know, you don't get that.
Speaker 2 (08:32):
So Quto's do the Alliance.
Speaker 4 (08:33):
We're we're also members of the Alliance and have been
for a few years now. At that they took that
intentional approach for you and the in your company and
to demonstrate that it's important for Charlotte the year here.
So now that you've been here, what is what do
you see the most benefit for the for the business.
Speaker 3 (08:52):
So you know, we do a lot of industrial and
industrial development stuff.
Speaker 5 (09:00):
Uh.
Speaker 3 (09:01):
And you know Charlotte is and what I see Charlotte
growing into in addition to the financial sector.
Speaker 5 (09:09):
And and you know, uh.
Speaker 3 (09:14):
Now now the pharmaceutical sector. But I do see it
being a little bit of a transportation hub, you know,
UH to serve to serve a lot of the Northeast,
you know, come coming out of the out of the
southern ports, whether it's Savannah or Wilmington or Charleston Ports.
(09:37):
And and you know, if you look at the at
the railway, you know, a lot of that comes and
feeds back into Charlotte, and then you have the the
Interstate highway system for trucking, and there's just a lot
of a lot of things there that.
Speaker 5 (09:58):
This uh you know, this along with.
Speaker 3 (10:02):
The land you know, to to support warehouse development and
and distribution development. So I think that that that's really
gonna be a strong sector for for the UH, for
the city and the region for the foreseeable future, especially
as you get into e commerce. That's part that's partially
(10:25):
why you're seeing a lot of like data center you know,
data center growth just because of adequate land availability and
then adequate utilities and infrastructure. You know that that infrastructure
the cities, the city and the regions growing rapidly, and
(10:47):
so you know, trying to stay ahead of that it's
a challenge, you know, it's and that's probably one of
the one of the biggest challenges outside of say, uh,
affordable housing. Affordable housing is going on is the biggest
challenge yep, because you have to have affordable housing in
order to have a have a robust workforce.
Speaker 2 (11:07):
Yeah.
Speaker 4 (11:08):
So yeah, yeah, let's pivot a little bit because I
think great dovetail into leadership. You know, I think I
said before we met at dinner, and you know, prior
to this, but you know Thompson as A as A
as a Southern US no profit that's scaling twenty percent
year every year. We've kind of our flywheel begins with leadership.
(11:31):
It just it's it's it's critical. And I share with
you that John Maxwell quote everything begins and as with leadership,
and we believe that. Right. So when I say that,
what does that mean for Petker in your in your
leadership and how did your dad influence that?
Speaker 3 (11:45):
Well, you know, dad was my mentor. He was just
a great leader, fun, fun guy to be with, very approachable,
you know, and and would would do a lot of
the heavy lifting, you know, if there was a if
there was an issue that he felt like he needed
(12:07):
to do, he did it and and he took it
in stride. And so that that kind of that really
kind of set up my leadership in terms of that
servant leadership approach where you know you're gonna let people lead,
you're not going to micromanage, but there are certain things
(12:29):
that you know you need to help people out and
you need to do the heavy lifting sometimes as a
leader you have to do that, and uh, and so
that's kind of that's kind of how I how I manage,
you know, the business, And and I do have three
siblings in the business with me. My brother Ryan is
(12:49):
president of the firm, and I've got an older brother, Kevin,
it's vice president of business development, and then a younger sister, Kimberly,
that's our CFO. And then she's also president of another
company and owner of another company called Petcker Industrial.
Speaker 5 (13:06):
So so.
Speaker 3 (13:09):
You know, I think all of us kind of took
that same approach. And you know, so many lessons learned
from from Dad. I think about them every day.
Speaker 2 (13:19):
So, yeah, that's awesome you have that role model.
Speaker 4 (13:21):
I always say, I'm in my I'm in my fifties
and most of what I learned about leadership is wrong.
Speaker 2 (13:27):
Yeah, I finally just figured it out.
Speaker 4 (13:28):
So it's been like a thirty two year journey, and
I also kind of say, as I'm so bad at
being a leader, I got to keep on learning and
seeking and growing, right, Right, But.
Speaker 2 (13:38):
So you mentioned workforce.
Speaker 4 (13:42):
For us, the world of work and everything that's happened
since the pandemic has been a big challenge, and I
think it's it's cross industry for the most part. I
believe it is, like how are you guys dealing with that?
Is that a big challenge in your industry? And and
what are you seeing and how are you preparing?
Speaker 3 (13:59):
Yeah, it it is a real challenge. We are starting
to see. You know this, I really uh, I'm very
optimistic about this next generation that that's coming up into
the workforce. There there's a lot of them that are
going into the field trades. I think it's going to
(14:19):
take another fifteen to twenty years and then so I'm
I'm more optimistic than some people the.
Speaker 5 (14:28):
Most. But you know, there's a shortage right now.
Speaker 3 (14:33):
Obviously you got the baby boomer generation that's that's retiring,
and there's a shortage of tradesmen.
Speaker 5 (14:42):
There's and there's also a shortage.
Speaker 3 (14:46):
Of of managers, especially in the construction industry, managers that
want to be out in the field, you know, and
don't want to be behind a computer. Don't want to
just sit there and text somebody, you know. I mean
it's fine to text people, it's fine to email people,
(15:07):
but sometimes you have to actually pick up the phone
and call them and work something out, you know, and
our meet with them, you know, and stuff. So so
those are all those are all things we we try
to partner with with various schools and and so, you know,
you know, UH un C Charlotte here has a wonderful
(15:30):
construction management program. We had an individual intern for us
and we just hired him on, you know, so we
we have a partnership with ECU has another fantastic construction
management program, you know. And and so there's there's a
lot of that on the UH. On the trade side,
(15:55):
a lot of the UH technical colleges have just amazing programs.
York Technical College and rock Hill. You know, they've got
a they've got a fantastic carpentry program, they've got a
they've got an alignment program sponsored by Duke Energy. I mean,
there's an in Central Piedmont has another just fantastic workforce
(16:18):
development program. So it's it's out there. As leaders, we
have to spend the time to do it. Yeah, you know,
we we we talk about workforce development, but then we
don't actually act on it and spend the time to say,
this is really what we need and this is how
we can we can we can get there.
Speaker 4 (16:38):
Yeah, go to develop them before they come on board,
and then when they're with us, we got to continue
to develop them.
Speaker 2 (16:44):
Exactly what does that look like for you?
Speaker 4 (16:46):
I just get a sense of and maybe you can
correlate to some of your values that you know, the
family is important.
Speaker 2 (16:50):
You work really.
Speaker 4 (16:51):
Hard to engage and create a great environment for your people.
Speaker 3 (16:55):
Yeah, I mean we have you know, we have core
values in place, and it's almost all of it revolves
around treating others as you would want to be treated.
So the relationship is paramount, you know. I mean we
are we do have a family environment culture.
Speaker 5 (17:15):
You know. But outside of that, you know, I mean.
Speaker 3 (17:20):
When we have when we have issues, I always tell
our project engineers and our superintendents and and our project
managers and anybody that any of our team members that
have day to day contact with our clients, when when
you have an issue, are you gonna are you going
(17:44):
to be short sighted? Are you going to sever the
relationship or are you going to grow it? You know, And
and there's only two there's only.
Speaker 5 (17:51):
Two ways to go, you know, either short sighted.
Speaker 3 (17:57):
You know, what is in the best interest of petgar
construction on a now, you know, but that may not
be what's in the best interest and oftentimes it's not
in the best interest, you know, from a long term
relationship growth approach, and so you have to It's it
can be difficult for some of our employees to understand that,
(18:22):
but you know, we are in it for for the relationship,
you know, And and so that's that's what we try
to teach and and and grow people, you know, to
be good stewarts and then and then you know, you
live and die by your relationship. And this industry and
life in general is it's a small world, you know,
(18:45):
it is such a small world.
Speaker 4 (18:47):
So we already connected to the don's a little bit
in a city which is growing so much.
Speaker 2 (18:53):
Right.
Speaker 4 (18:53):
Yeah, it's interesting that you said that. What a great
nugget and a takeaway from those that are listening. Even
for me to hear it kind of reaffirms our thinking
about how we engage a partner with people.
Speaker 2 (19:03):
We call it a triple win.
Speaker 4 (19:05):
It's got to be a win for us, our mission,
our organization, just like you said, but it's got to
be a win for those that we're serving, which is
the community, our customers sometimes which are state and local governments.
And then it's got to be a win for the constituency,
the families receiving the services. And if it's not a
win for all, it's probably not going to end up
being a long term win for any So it's really
(19:26):
important that we understand short term gains are not necessarily
the long term gains exactly.
Speaker 2 (19:32):
Sometimes you gotta you just got to.
Speaker 4 (19:34):
You got to be a little patient, build relationship and
work hard over time to do that. So I think
that was a great tidbit. So as we you know,
this is a CEO, you should know podcast, so tell
me or tell the audience like what people want to
at least I find.
Speaker 2 (19:50):
This a lot of times.
Speaker 4 (19:51):
A lot of people want to be CEOs until they're
CEOs and then they like, I don't know if I
didn't know what this job was about, I don't know
if you've experienced that. I get that all the time.
I want to do your job, I said, do you
know what I do. I have no idea, what you do?
You know how difficult it is, It doesn't look difficult.
Speaker 2 (20:04):
It is what they said.
Speaker 4 (20:05):
And obviously we know there's a heavy burden because most
of it's difficult decision making and communicating difficult decisions. But
what is some advice that you would you would give
a listener about. Hey, if you wanted to grow in
your leadership and eventually the goal was to run an
organization or be an entrepreneur, start a business, what would
that be?
Speaker 3 (20:24):
To never give up on yourself. You'll never give up
on yourself. And even mistakes are often the greatest learning tools,
you know, And so I I don't ever look at
ad a mistake that I may or may not have made.
I look at as as a win that I've learned
(20:45):
something out of it. And and and then just never
give up on yourself, you know, because there is a
lot of stress, there's a lot of issues that CEOs
and and other leaders have to deal with on a
dayly basis. But you know, to never give up on yourself,
(21:06):
and and to and to be confident and and being
able to make decisions and then make them timely, you know,
make them move on to the next thing, you know,
don't don't let something sit there and and uh kind
of fester, you know.
Speaker 2 (21:21):
So I think two great points.
Speaker 4 (21:23):
A lot of times we can hear that I call
it the white noise all around us and can influence
our decisions and maybe even about even our our ability to.
Speaker 2 (21:30):
Have confidence on ourselves.
Speaker 4 (21:32):
I'm in our career as a parent, it's important that
I kind of teach my kids to look. I don't
want to ever kind of speak into a negative aspect
of what your dream is, you know, because you just
never know.
Speaker 2 (21:45):
And a negative word can really hold people back.
Speaker 4 (21:47):
Absolutely, So that believe in yourself is so critical and
it's so important as well. So you know, and it
was funny that you said this, and I just heard
this earlier today. You know, we win or we learn,
that's right, Yeah, because if we lose, we should learn, right,
So it's not the loss, it's the learn in it, exactly.
(22:10):
And that's really kind of how you develop, right.
Speaker 5 (22:12):
That's right, that's right.
Speaker 3 (22:13):
Yeah, Yeah, you're you're constantly learning in life, you know,
just like you know, reached out the coach a lady
to get you know, learning advice.
Speaker 5 (22:25):
I reached out the coach larady.
Speaker 3 (22:26):
To you know, to get connected and get some learning advice,
you know. I mean we're always learning, you know, and
hopefully we uh, you know, we can learn our entire life,
you know, and and and be uh be good stewards
in society and kind of move move the needle forward, right,
and so.
Speaker 4 (22:48):
Yeah, yeah, we also believe, and that's a core belief
in our organization that you have to be a lifelong
learn you know.
Speaker 2 (22:54):
I always think, like, if I believe I know it all,
we're all in trouble. But I don't know much.
Speaker 5 (22:58):
Ye.
Speaker 2 (22:59):
So, you know, you mentioned.
Speaker 4 (23:00):
Coaching, but I think it's important because I don't think
CEOs and leaders. I've interact with a lot of CEOs
and leaders, and it's almost like they don't realize that
they need coaching or it could benefit them. Whether they
need it or not, it could always get them better.
You mentioned that you work with coach, a coach, You've
worked with coaches.
Speaker 2 (23:18):
What's the benefit of coaching?
Speaker 5 (23:21):
A lot of it is.
Speaker 3 (23:25):
Being in a an environment where you can talk through
an issue, you know, without feeling judge or are you know,
just have an open dialogue, you know, in a confidential setting,
you know, open dialogue and and a lot of times,
you know, you know, I'll be uh walking through an
(23:47):
issue and thinking that, you know, I've got this particular issue.
Art I have the same issue, but this particular way
of addressing the issue. And oftentimes I'll circle back, you know,
in those coaching environments realizing that actually, this is this
is where I need to address it, you know, and
(24:08):
and it's and it's a different route, you know. And
I wouldn't have known that had I not sat there
and gone through it.
Speaker 5 (24:16):
Yeah.
Speaker 3 (24:16):
So, and some of them are significant issues. And so
if you if you don't address the issue correctly, it
can you know, it can be time consuming and and damaging.
Speaker 4 (24:29):
Yeah, it's what led you to that. I was just
I'm very interested in coaching. I'm a big propoundal. I
think everybody, every leader needs to coach, no matter what
your role, no matter how long you've been doing it.
But how did that, How did that come to fruition
for you? Like did your dad model that?
Speaker 3 (24:45):
And so many models Dad was. Dad was a lifelong learner,
you know what I mean. He didn't go to college,
so he uh, you know, he ended up going to
a community college to h to get more accounting and
financial experience. That was in the early eighties after he
(25:06):
had started the company. And you know, he didn't have
any money. He was a farm boy that that started
on nothing, absolutely nothing, and so he was always wanting
to learn from people that were educated. He always felt like, uh,
(25:27):
you know, if if you had a a college degree
or if you were a doctor, man you were you're
amazing to him, you know. And and if he was
meeting you the next day, he would study, you know,
everything that he could.
Speaker 5 (25:38):
About you, you know.
Speaker 3 (25:40):
And and if there was a book that that you wrote,
he would read the whole book, you know. And so
that's that's what he did. And uh, you know, but
in reality, he was probably more prepared than any individual
that uh that that he was meeting with. That's awesome
and so but but yeah, he was always a lifelong learner.
He was in various CEO groups throughout his entire life,
(26:04):
you know.
Speaker 4 (26:04):
So, like you said, a really good example for you
in that way influence. So I we've also believe in
lifelong learning. I understand, and Grimy, if I'm wrong that
you're a Jack Welch fan, I am, yes, So give
us some wisdom, give us some Jack Welch wisdom and
that kind of stick with you some.
Speaker 3 (26:22):
Of the well, I mean, I mean he was so
you know, I got that book from Dad. He actually,
uh you know, he gave it to all of his
leadership at that time, and he gave me a book
to read as well.
Speaker 5 (26:38):
I was probably in college.
Speaker 3 (26:40):
At the time, and and uh, whenever I read it
the first time, and and uh, you know, Jack was
he was. He was hard and demanding on his people,
but he was even harder in demanding on himself. And uh,
you know that's okay, you know, I mean and and uh,
(27:03):
you know, you know he you know, he believed in
you know, cutting cost, you know, in general Electric at
that time needed to cut cost, and and and so
he put that organization in a in a really strong
financial footing for growth, long term growth. Lead with determination,
(27:24):
you know, and with grit, you know.
Speaker 4 (27:27):
So, yeah, that's awesome, that's awesome, A good story to
read as well.
Speaker 2 (27:31):
Oh yeah, I actually read that book. And David, it
was interesting to see that was one of your favorites. Sorry.
Speaker 4 (27:37):
You know, as a leader, I'm always reading or consuming content.
Is that part of your your day, week or month
as a leader?
Speaker 3 (27:44):
Now a little bit. You know, I'm in the middle
of well, I just finished reading the book Traction in
EO s huh, and I'm trying to implement e O
s uh you know into the company and and we'll
get it implemented. It's uh, it's a process, you know,
(28:06):
as you know, it's a process to you know, to
develop that process and then to get it implemented, and
and then to get buy in, you know, because I've
got I've got a lot of leaders in in the
company and and so I you know, I gave that
book to each one of them a few weeks ago
and they've all read it, you know, So so we're
(28:26):
you know.
Speaker 2 (28:27):
What kind of feedback have you gotten this far?
Speaker 5 (28:29):
So far?
Speaker 3 (28:29):
You know, I mean it's uh, it's really good feedback.
Speaker 5 (28:32):
You know.
Speaker 3 (28:32):
They're they're understanding that, uh that if we're going to
set goals and then they need to be measurable goals,
you know.
Speaker 5 (28:43):
And that's the.
Speaker 3 (28:43):
Biggest feedback is uh that you know, oftentimes we'll set
a goal, but we won't know how to measure it.
And if we if we don't know how to measure
whether we're whether we're actually meeting the goal.
Speaker 5 (28:54):
And it's really not a goal.
Speaker 3 (28:55):
Maybe it's maybe it's a maybe it's a mission, you know, ye,
but the goal needs to be measurable.
Speaker 5 (29:02):
Yeah, so we're you know.
Speaker 3 (29:05):
So anyways, it's uh, yeah, and answer your question.
Speaker 5 (29:08):
A good book.
Speaker 4 (29:09):
I always like to ask lads what they're reading and
what they're learning. It's there's opportunities to for me to
go pick up something new and learn something.
Speaker 2 (29:18):
New from them.
Speaker 4 (29:18):
And that operating system for us, we're three and a
half years. We're not using EOS. It's an offshoot of EOS,
but as you can imagine, was really uncomfortable.
Speaker 2 (29:28):
Yeah, for the organizations, the mindset shift.
Speaker 5 (29:31):
It's a mindset show, you know.
Speaker 4 (29:33):
Yeah, I think we've always been data driven, but it
kind of brings it more to light. It kind of
shines a spotlight and hopefully it's on what's working, but
also on where are some challenges that you can find. Okay,
now we need to go and address something and hopefully
fix it.
Speaker 2 (29:47):
Yeah, you know, I think I don't know if it
was Dimming.
Speaker 4 (29:49):
That said this, but you know, two things that I've
always stayed true to me is everything begins in data.
Everything begins and ends with data, and and that's important
you know, you know, and then in God, we trust
all others bring data, right, So it's so important as
you're running business and just hearing about the nineteen eighty
(30:11):
to now there's I think there's a statistic gather most
businesses fail within the first year, and then ninety percent
of all businesses feel within the first five years. So
it's just amazing every time I talk to a business
leader or somebody's coming from a family business and entrepreneur
and now you're how.
Speaker 2 (30:28):
Many years you are? What is it? Forty five years?
Speaker 5 (30:30):
Forty five years? Correct for forty four So I make
make up numbers.
Speaker 2 (30:33):
Sometimes as I go. But let's pivot a little bit.
Speaker 4 (30:36):
And I think it's really important for us as an
organization that believes in running good business, whether you're for profit,
non for profit government, good business is good business. But
we also believe in community. And we touched on this
at the beginning of the conversation.
Speaker 2 (30:53):
You know, Charlotte. Here's my take on Charlotte.
Speaker 5 (30:55):
I love Charlotte.
Speaker 4 (30:57):
I think Charlotte's a great community for some of us,
but not all right, And I think that's where business leaders,
community leaders, people that have affluence and influence can really
take a long look around in the community as it
truly is. Like when you mentioned, hey, they brought me
to different communities, did they bring you to every community
(31:18):
or some communities?
Speaker 2 (31:19):
But so it doesn't mean Charlotte it's not great.
Speaker 4 (31:22):
Charlotte's a caring community, it's a it's a it's a
community that that collaborates, but it's a community that needs
some support help as well. And I think organizations, governments,
it doesn't.
Speaker 2 (31:35):
Matter what your status.
Speaker 4 (31:36):
I think everybody has to be inclined to help pitch
in at some level. Does what does Pecker Construction do
to engage community?
Speaker 3 (31:46):
Well, let's see here locally, we've been a strong supporter
of dream On three. Great organization, I know, well, very
good organization. And you know we've got to we have
a clay shoot coming up here in a few weeks
the end of the middle of October, you know, and
(32:06):
and all those proceeds will go go back to dream
On three again, you know. And then you know, we're
investing a lot in time. Yeah, and you know, I'm
in a lot of advisory boards.
Speaker 5 (32:25):
And then.
Speaker 3 (32:27):
Mecklenburg boy Scouts we've supported both financially and with our time.
Speaker 5 (32:34):
You know, you know, it's our one of our.
Speaker 3 (32:44):
You know, one of our we call it our enduring strategies,
our enduring strategies. Basically, as as we go through a
various strategic planning initiatives, each strategic plan has to align
with the enduring strategy. The enduring strategy never changes. And
so so one of those is, you know that we
(33:06):
we have to invest and in the communities that we live,
work and play, and otherwise you know, there is no community. Yeah,
and and uh, you know, to get a robust workforce,
we need more people into the workforce. And how do
we get that? How do we do that? How do
we how do we solve our mental health crisis, how
(33:32):
do we sell solve our our housing issues, our transportation
logistic issues to get people where they need to you know,
because you know here in uptown, you know, you know,
trying to get people too uptown. That's for people that
(33:52):
are entering the workforce. That's a challenge for people. You know,
it's a challenge for parking, it's a challenge for geting
on mass transit.
Speaker 5 (34:01):
There's just a lot of challenges. And then we have to.
Speaker 3 (34:08):
We need we need safety, we need security, and you.
Speaker 2 (34:12):
Know, so yeah, I love that response.
Speaker 4 (34:14):
I love how you're thinking strategically around workforce development even
in our work you know, because we're serving children and families,
but children from zero to twenty one years of age,
about forty five hundred kids per year, and we actually
believe they're the workforce of tomorrow. So we're not a
workforce organization, but we believe by giving them stability, yes,
(34:36):
I'm getting giving them hope, they are going. They're going
in the workforce right. How prepared they are mentally, physically, spiritually,
emotionally is what we're impacting. Right, and then you come
along with trades or education. It's so critical. I really
applaud that you're thinking strategically in long term about that
workforce because you know, as a business owner is important. Yes,
(35:00):
not to put you on the spot. Community is important,
but you're also trying to run your business well, right,
and that's super important with the Without the workforce, it's
going to be hard to scale and grow and what
you want to do.
Speaker 5 (35:11):
It's impossible, right.
Speaker 3 (35:12):
I mean, even you know, even with AI and and
all these all this other technology that may or may
not make us more productive, we still need people.
Speaker 5 (35:26):
You know, you still need people.
Speaker 3 (35:28):
And and people want to do business with people, you know,
So so we got to we got to prepare people.
Speaker 2 (35:35):
Yeah, there's no doubt, there's no doubt about it.
Speaker 4 (35:37):
I think people, including leaders and you know, are concerned
about what AI is going to do or not do.
But to your point, just you know, call up the
Verizon and tell me how the AI worked for you,
exactly somebody had an issue with their celf on reason exactly.
Speaker 2 (35:55):
You want to talk about the level of frustration. I've
never met with and I just talked to somebody.
Speaker 4 (36:00):
But I think it's so important because that's how you
build a relationship, not through a screen or through a
computer and those type of things.
Speaker 2 (36:05):
We need to leverage that.
Speaker 4 (36:07):
So, you know, two questions as we can begin to
wrap up. So Thompson, we're on the beginning of a
five year journey. We are board and our team just
approved a five year strategic plan. We want to be
the biggest and best youth serving organization in the Southern
United States in five years and served ten thousand lives
per year in five years.
Speaker 5 (36:27):
That's awesome.
Speaker 4 (36:28):
You know.
Speaker 2 (36:29):
Right now we have a footprint of five states.
Speaker 4 (36:31):
We were born and bred here in Charlotte, for one
hundred and thirty four years. Now we're in five states
over the last six so as an organization, as a
company and a leader of company that's kind of picked
up new sites, it sounds like you have a footprint
a little bit everywhere.
Speaker 2 (36:46):
What advice would you give me?
Speaker 3 (36:51):
You know, I think as you go into other markets,
you know, learn who, learn who the impactful leaders are,
right because uh, they'll they'll clear the way, you know,
a lot easier than what you can, right so, so
(37:11):
you know, but and then uh, spend the time to
meet with them. You know, it's one thing to pick
up a phone, but when you're down there or when
you're over there, spend the time to actually meet with
them and and put a put a face to a name,
and and then be sincere you know, I mean just
like what you are. I mean you're a very sincere person.
(37:34):
So you know, sincerity builds trust and that's that's what
people want.
Speaker 2 (37:39):
Thank you for that. I'm going to receive that advice
as we hopefully hit that pinnacle.
Speaker 4 (37:43):
For ourselves in five years. So big goals. So what
what's what's the future hold for Pecker?
Speaker 3 (37:51):
So we're in roughly twenty eight states, uh. You know,
our our our geographic growth was driven predominantly in the
mid eighties.
Speaker 5 (38:03):
Uh.
Speaker 3 (38:04):
We had a relationship with Walmart and so that that
geographic uh growth uh was based on that relationship and
corse that got us into other other markets other relationships.
Now now we've got a relationship with the Amazon and
Target and Public's and Legal so so that's on the
(38:28):
retail side. We are planning a southeast headquarters here in
the Charlotte region and you know that will that will
be uh within the next five years. You know, that'll
be uh. We've We've got some potential property that I
(38:50):
can't comment on right now, but within the next five years,
we'll have that Southeast h Q. With that h Q,
I had briefly mentioned that we have other companies. You
know right now pet Care Construction is the only company
out here. We also have a development a development company
(39:10):
called CVP Development which does industrial development. We have a
power infrastructure company called Petcre Industrial that does you know,
they do work for companies like Duke Energy doing power
infrastructure work and they also do renewable energy work.
Speaker 5 (39:30):
But we need a we need.
Speaker 3 (39:33):
A headquarters that has equipment, maintenance and stuff like that.
In order to bring those other companies. Oh and we
have an equipment asset holding company called Petcre Leasing and Supply,
and so bringing those companies in they need they need
that capacity, you know to uh. So that's that's a
(39:55):
big initiative for the Southeast. We also have you know,
fairly significant relationships as it relates to uh, developer led
relationships throughout the rust Belt, you know, looking at the
(40:16):
Roust Belt, because manufacturing is is actually coming robust back
into the US, and so we're we're seeing a lot
of our manufacturing relationships take off, and we're you know,
we're developing uh you know, pre construction plans you know
for manufacturing plan expansions.
Speaker 5 (40:37):
And stuff like that.
Speaker 2 (40:38):
And it's exciting.
Speaker 3 (40:40):
It's exciting, it's busy, it's stressful, it's you know, all
all about Yeah.
Speaker 2 (40:46):
I can all get.
Speaker 4 (40:47):
I can relate, you know, differently, it sounds like a
different scale, but I could definitely.
Speaker 2 (40:52):
Relate with the excitement, the stress and and the busyness.
Speaker 5 (40:54):
So but it's all good. It's all good, and we're excited.
Speaker 3 (40:57):
We you know, we wrapped up our what we call
our twenty thirty plan, and that's just a lot of
excitement with a lot of strategic initiatives that we're looking
to pull through.
Speaker 2 (41:11):
So that's awesome. Keith, well again and we're in your corner.
We want to see you.
Speaker 4 (41:15):
Thanks for Pecker from Beauty of Family, you know, from
a personal perspective, from a Thompson perspective, anything that we
can do to support to your work, and and I
know this community will support it as well. But thank
you so much for coming on and talking to us
on CEOs you should know, driven by iHeartMedia and powered
by Thompson.
Speaker 3 (41:35):
Thank you so much, Thank you very much, really appreciate
the invite. And you know, it's just life is so short,
and so building connection and and and having having other
other leaders and having champions in your corner. That's it's
great because life is short.
Speaker 2 (41:56):
Yeah, we can't go at it alone, that's for sure.
Speaker 5 (41:58):
We can't. We sure can't.
Speaker 2 (42:00):
So thanks again and good luck on the next five.
Speaker 5 (42:02):
Thank you appreciate it.
All right, it's another episode of iHeartMedia's CEOs You Should Know,
(00:03):
powered by Thompson and speaking of Thompson, our host for
this week, as was last week, Will Jones with Thompson,
and special guest today is Keith Petker from Petcker Construction.
So welcome both of you.
Speaker 2 (00:15):
Will take it away much thanks, Zach, appreciate that. Keith, welcome.
Speaker 3 (00:19):
Thank you both for the invite and for having me here.
It's really awesome to see you all reaching out to
leadership in the community and then all that Thompson does
within the community for housing and looking out for people
in need.
Speaker 2 (00:38):
So awesome.
Speaker 4 (00:39):
Well, let's get into it, and I appreciate you coming together.
We met a five or six weeks ago at a dinner,
and you know, it's always good to interact with other leaders.
It's an opportunity to learn, learn about their businesses, learn
about them and then also share some of that story
about both your leadership and the Petcker Construction with the
community so they can better understand what as you do
(01:00):
and what you're about. So as we realized we're working
with the same coach, Matt Doherty. Big shout out to
Matt Doherty x U and c coaching player. We'll just
do that, get that out of the way. But that
being said, tell us a little bit about Pecker Construction,
the history of it. Love to know what brought you
here to the Charlotte market as well.
Speaker 3 (01:20):
Okay, so Petcker Construction was started by my father, Charles Petcker.
Speaker 5 (01:27):
He started Petcker.
Speaker 3 (01:28):
Building Company in nineteen eighty and then changed the name
and incorporated that in nineteen eighty two. In he was
a Vietnam War veteran and you know, made a promise
to God that, you know, if in June of nineteen
seventy one, if if he would be able to get out,
(01:52):
get out of Laos, he would dedicate his life to
building something of value. And so whenever he got states,
you know, he went into the carpentry trades, graduated as
a journeyman carpenter in.
Speaker 5 (02:09):
August of seventy.
Speaker 3 (02:10):
One, took some leadership roles with other construction firms, and
in June of nineteen eighty started Pecker Building Company. You know,
fast forward. We went through a lot of different trials
tribulations like other growing companies, and you know, Amanda and
(02:31):
I we moved out out to Charlotte in January of
twenty twenty. We were doing strategic planning in twenty seventeen,
and one of the things that came out of that
was we really needed a Southeast office. We were doing
work in the Southeast, we had employees in the southeast.
(02:56):
We also had relationships that were expanding signific only in
the Southeast and significant capital investments now and that came
came out through various surveys and stuff during that strategic
planning exercise, and so one of the uh there were
there were a lot of strategic initiatives, but one of
(03:17):
the one of the main ones was to establish the
Southeast office. And so we shortlisted six cities and ended
up selecting Charlotte, and love it, love it, love it here.
You know, Charlotte's home for for us, you know. And
I've got a six year old son that was thirteen
(03:37):
months at the time, so so it's definitely home for him.
Speaker 4 (03:40):
So yeah, that's awesome. Well, I would say, welcome to Charlotte.
You've been here about four or five years now, right, So,
so you mentioned those six cities I'd be interested in.
Charlotte has got a real special spot in my heart.
Came here from Orlando after living and working there as
an adult for eighteen years, I actually didn't realize there
was a big world out here. Oh the Sunshine State
knew at all. Right, Just coming to the Charlotte community
(04:02):
in general was was amazing. Yeah, you know, for me,
it is just the way the community is, the things
that you can do, the way the business community interacts. Great,
great climate, minus the summer. I did realize that the
summers are as hot as in Florida, but I as humid,
but definitely hot. But so what was the what what
(04:24):
were the siding factors? You said six cities and you
landed on Charlotte.
Speaker 5 (04:28):
So let's see.
Speaker 3 (04:29):
The six cities were Atlanta, Charlotte, uh the Raleigh Durham area, Columbia,
South Carolina, Greenville, Spartanburg, and uh OH Charleston. Charleston was
was was the sixth one, and all for various reasons,
(04:50):
you know, those were selected. Columbia we had a few
employees that lived in the surrounding area Columbia, Lexington area
and stuff. Raleigh, uh was a strong growth market that
we were really considering. And in Atlanta was another another one.
(05:10):
But at uh OH and then Greenville Spartanburg, we do
have a manufacturing presence, and and so Greenville Spartanburg with
automotive manufacturing. So Charlotte was very centrally located for US
for a lot of different market sectors that.
Speaker 5 (05:30):
We play in.
Speaker 3 (05:32):
And then I knew I was going to be doing
a lot of commuting. And so the airport was you know,
that was a big deal at that time. There was
six flights every day back and forth to Saint Louis,
and that worked out great, you know, I mean I could, uh,
I could I could get on a on a on
a red eye flight and being uptown for a for
(05:55):
a coffee, yeah at around nine o'clock, you know.
Speaker 2 (06:00):
Not functioning, but you'd be there, right, I'd be that, you.
Speaker 3 (06:02):
Know, I mean, uh, and I did that, you know,
I did that, and then I could be I could
I could be back back home. We lived in Old Fallon, Illinois,
which was right outside of Saint Louis. I could I
could take that uh in afternoon flight and be back
at home, back home by about five thirty. Yeah, and
(06:23):
uh five thirty Central time. Yeah, you know, so I
was picking up an hour.
Speaker 5 (06:28):
Uh.
Speaker 3 (06:28):
But you know, as we were kind of going through
looking at those six cities, Charlotte really greeted.
Speaker 5 (06:39):
Us with open arms. It was.
Speaker 3 (06:43):
You know, I was really really taken aback by just
the welcoming. And I had reached out to the Charlotte
Chamber of Commerce at that time now it's the Regional
Business Alliance, but reached out to them and they said, yeah,
you know, I mean, come on in and we'll you know,
(07:03):
just like all the other cities, come on in and
we'll show you what we're tracking and stuff like that. Well,
unlike all the other cities, they dedicated an entire day,
you know, and and showed me around, uh, each neighborhood
of the of the city, and and you know, we're
we're eating lunch, and I'm like, I'm thinking in my head,
(07:26):
I'm thinking, boy, I I hope I didn't miscommunicate something.
Speaker 5 (07:32):
You know. I wasn't relocating our headquarters.
Speaker 2 (07:35):
Right right, I was.
Speaker 5 (07:37):
I was opening up opening up a satellite office.
Speaker 3 (07:39):
And and so I clarified that and I said, no,
we've already done our research on you.
Speaker 5 (07:44):
We want you here Charlotte.
Speaker 3 (07:46):
And so towards the end of the day, you know,
they asked, you know, if if there was anything else
that that they could do, and and Uh. I said, well,
if if you've got somebody in real estate that I
could talk to, that'd be great the next time that
I'm out.
Speaker 5 (08:02):
And sure enough they set me up with.
Speaker 3 (08:06):
Copy Newman at the time, with cbr E for a
for a lunch meeting, and and you know, so had
lunch with him and so anyways that.
Speaker 5 (08:17):
I was already.
Speaker 3 (08:18):
Sold, you know, even you know even before the Copy
Newman lunch meeting that the set up, but it was
it was just a real welcoming. And you don't get
that all the time, you know, you don't get that.
Speaker 2 (08:32):
So Quto's do the Alliance.
Speaker 4 (08:33):
We're we're also members of the Alliance and have been
for a few years now. At that they took that
intentional approach for you and the in your company and
to demonstrate that it's important for Charlotte the year here.
So now that you've been here, what is what do
you see the most benefit for the for the business.
Speaker 3 (08:52):
So you know, we do a lot of industrial and
industrial development stuff.
Speaker 5 (09:00):
Uh.
Speaker 3 (09:01):
And you know Charlotte is and what I see Charlotte
growing into in addition to the financial sector.
Speaker 5 (09:09):
And and you know, uh.
Speaker 3 (09:14):
Now now the pharmaceutical sector. But I do see it
being a little bit of a transportation hub, you know,
UH to serve to serve a lot of the Northeast,
you know, come coming out of the out of the
southern ports, whether it's Savannah or Wilmington or Charleston Ports.
(09:37):
And and you know, if you look at the at
the railway, you know, a lot of that comes and
feeds back into Charlotte, and then you have the the
Interstate highway system for trucking, and there's just a lot
of a lot of things there that.
Speaker 5 (09:58):
This uh you know, this along with.
Speaker 3 (10:02):
The land you know, to to support warehouse development and
and distribution development. So I think that that that's really
gonna be a strong sector for for the UH, for
the city and the region for the foreseeable future, especially
as you get into e commerce. That's part that's partially
(10:25):
why you're seeing a lot of like data center you know,
data center growth just because of adequate land availability and
then adequate utilities and infrastructure. You know that that infrastructure
the cities, the city and the regions growing rapidly, and
(10:47):
so you know, trying to stay ahead of that it's
a challenge, you know, it's and that's probably one of
the one of the biggest challenges outside of say, uh,
affordable housing. Affordable housing is going on is the biggest
challenge yep, because you have to have affordable housing in
order to have a have a robust workforce.
Speaker 2 (11:07):
Yeah.
Speaker 4 (11:08):
So yeah, yeah, let's pivot a little bit because I
think great dovetail into leadership. You know, I think I
said before we met at dinner, and you know, prior
to this, but you know Thompson as A as A
as a Southern US no profit that's scaling twenty percent
year every year. We've kind of our flywheel begins with leadership.
(11:31):
It just it's it's it's critical. And I share with
you that John Maxwell quote everything begins and as with leadership,
and we believe that. Right. So when I say that,
what does that mean for Petker in your in your
leadership and how did your dad influence that?
Speaker 3 (11:45):
Well, you know, dad was my mentor. He was just
a great leader, fun, fun guy to be with, very approachable,
you know, and and would would do a lot of
the heavy lifting, you know, if there was a if
there was an issue that he felt like he needed
(12:07):
to do, he did it and and he took it
in stride. And so that that kind of that really
kind of set up my leadership in terms of that
servant leadership approach where you know you're gonna let people lead,
you're not going to micromanage, but there are certain things
(12:29):
that you know you need to help people out and
you need to do the heavy lifting sometimes as a
leader you have to do that, and uh, and so
that's kind of that's kind of how I how I manage,
you know, the business, And and I do have three
siblings in the business with me. My brother Ryan is
(12:49):
president of the firm, and I've got an older brother, Kevin,
it's vice president of business development, and then a younger sister, Kimberly,
that's our CFO. And then she's also president of another
company and owner of another company called Petcker Industrial.
Speaker 5 (13:06):
So so.
Speaker 3 (13:09):
You know, I think all of us kind of took
that same approach. And you know, so many lessons learned
from from Dad. I think about them every day.
Speaker 2 (13:19):
So, yeah, that's awesome you have that role model.
Speaker 4 (13:21):
I always say, I'm in my I'm in my fifties
and most of what I learned about leadership is wrong.
Speaker 2 (13:27):
Yeah, I finally just figured it out.
Speaker 4 (13:28):
So it's been like a thirty two year journey, and
I also kind of say, as I'm so bad at
being a leader, I got to keep on learning and
seeking and growing, right, Right, But.
Speaker 2 (13:38):
So you mentioned workforce.
Speaker 4 (13:42):
For us, the world of work and everything that's happened
since the pandemic has been a big challenge, and I
think it's it's cross industry for the most part. I
believe it is, like how are you guys dealing with that?
Is that a big challenge in your industry? And and
what are you seeing and how are you preparing?
Speaker 3 (13:59):
Yeah, it it is a real challenge. We are starting
to see. You know this, I really uh, I'm very
optimistic about this next generation that that's coming up into
the workforce. There there's a lot of them that are
going into the field trades. I think it's going to
(14:19):
take another fifteen to twenty years and then so I'm
I'm more optimistic than some people the.
Speaker 5 (14:28):
Most. But you know, there's a shortage right now.
Speaker 3 (14:33):
Obviously you got the baby boomer generation that's that's retiring,
and there's a shortage of tradesmen.
Speaker 5 (14:42):
There's and there's also a shortage.
Speaker 3 (14:46):
Of of managers, especially in the construction industry, managers that
want to be out in the field, you know, and
don't want to be behind a computer. Don't want to
just sit there and text somebody, you know. I mean
it's fine to text people, it's fine to email people,
(15:07):
but sometimes you have to actually pick up the phone
and call them and work something out, you know, and
our meet with them, you know, and stuff. So so
those are all those are all things we we try
to partner with with various schools and and so, you know,
you know, UH un C Charlotte here has a wonderful
(15:30):
construction management program. We had an individual intern for us
and we just hired him on, you know, so we
we have a partnership with ECU has another fantastic construction
management program, you know. And and so there's there's a
lot of that on the UH. On the trade side,
(15:55):
a lot of the UH technical colleges have just amazing programs.
York Technical College and rock Hill. You know, they've got
a they've got a fantastic carpentry program, they've got a
they've got an alignment program sponsored by Duke Energy. I mean,
there's an in Central Piedmont has another just fantastic workforce
(16:18):
development program. So it's it's out there. As leaders, we
have to spend the time to do it. Yeah, you know,
we we we talk about workforce development, but then we
don't actually act on it and spend the time to say,
this is really what we need and this is how
we can we can we can get there.
Speaker 4 (16:38):
Yeah, go to develop them before they come on board,
and then when they're with us, we got to continue
to develop them.
Speaker 2 (16:44):
Exactly what does that look like for you?
Speaker 4 (16:46):
I just get a sense of and maybe you can
correlate to some of your values that you know, the
family is important.
Speaker 2 (16:50):
You work really.
Speaker 4 (16:51):
Hard to engage and create a great environment for your people.
Speaker 3 (16:55):
Yeah, I mean we have you know, we have core
values in place, and it's almost all of it revolves
around treating others as you would want to be treated.
So the relationship is paramount, you know. I mean we
are we do have a family environment culture.
Speaker 5 (17:15):
You know. But outside of that, you know, I mean.
Speaker 3 (17:20):
When we have when we have issues, I always tell
our project engineers and our superintendents and and our project
managers and anybody that any of our team members that
have day to day contact with our clients, when when
you have an issue, are you gonna are you going
(17:44):
to be short sighted? Are you going to sever the
relationship or are you going to grow it? You know, And
and there's only two there's only.
Speaker 5 (17:51):
Two ways to go, you know, either short sighted.
Speaker 3 (17:57):
You know, what is in the best interest of petgar
construction on a now, you know, but that may not
be what's in the best interest and oftentimes it's not
in the best interest, you know, from a long term
relationship growth approach, and so you have to It's it
can be difficult for some of our employees to understand that,
(18:22):
but you know, we are in it for for the relationship,
you know, And and so that's that's what we try
to teach and and and grow people, you know, to
be good stewarts and then and then you know, you
live and die by your relationship. And this industry and
life in general is it's a small world, you know,
(18:45):
it is such a small world.
Speaker 4 (18:47):
So we already connected to the don's a little bit
in a city which is growing so much.
Speaker 2 (18:53):
Right.
Speaker 4 (18:53):
Yeah, it's interesting that you said that. What a great
nugget and a takeaway from those that are listening. Even
for me to hear it kind of reaffirms our thinking
about how we engage a partner with people.
Speaker 2 (19:03):
We call it a triple win.
Speaker 4 (19:05):
It's got to be a win for us, our mission,
our organization, just like you said, but it's got to
be a win for those that we're serving, which is
the community, our customers sometimes which are state and local governments.
And then it's got to be a win for the constituency,
the families receiving the services. And if it's not a
win for all, it's probably not going to end up
being a long term win for any So it's really
(19:26):
important that we understand short term gains are not necessarily
the long term gains exactly.
Speaker 2 (19:32):
Sometimes you gotta you just got to.
Speaker 4 (19:34):
You got to be a little patient, build relationship and
work hard over time to do that. So I think
that was a great tidbit. So as we you know,
this is a CEO, you should know podcast, so tell
me or tell the audience like what people want to
at least I find.
Speaker 2 (19:50):
This a lot of times.
Speaker 4 (19:51):
A lot of people want to be CEOs until they're
CEOs and then they like, I don't know if I
didn't know what this job was about, I don't know
if you've experienced that. I get that all the time.
I want to do your job, I said, do you
know what I do. I have no idea, what you do?
You know how difficult it is, It doesn't look difficult.
Speaker 2 (20:04):
It is what they said.
Speaker 4 (20:05):
And obviously we know there's a heavy burden because most
of it's difficult decision making and communicating difficult decisions. But
what is some advice that you would you would give
a listener about. Hey, if you wanted to grow in
your leadership and eventually the goal was to run an
organization or be an entrepreneur, start a business, what would
that be?
Speaker 3 (20:24):
To never give up on yourself. You'll never give up
on yourself. And even mistakes are often the greatest learning tools,
you know, And so I I don't ever look at
ad a mistake that I may or may not have made.
I look at as as a win that I've learned
(20:45):
something out of it. And and and then just never
give up on yourself, you know, because there is a
lot of stress, there's a lot of issues that CEOs
and and other leaders have to deal with on a
dayly basis. But you know, to never give up on yourself,
(21:06):
and and to and to be confident and and being
able to make decisions and then make them timely, you know,
make them move on to the next thing, you know,
don't don't let something sit there and and uh kind
of fester, you know.
Speaker 2 (21:21):
So I think two great points.
Speaker 4 (21:23):
A lot of times we can hear that I call
it the white noise all around us and can influence
our decisions and maybe even about even our our ability to.
Speaker 2 (21:30):
Have confidence on ourselves.
Speaker 4 (21:32):
I'm in our career as a parent, it's important that
I kind of teach my kids to look. I don't
want to ever kind of speak into a negative aspect
of what your dream is, you know, because you just
never know.
Speaker 2 (21:45):
And a negative word can really hold people back.
Speaker 4 (21:47):
Absolutely, So that believe in yourself is so critical and
it's so important as well. So you know, and it
was funny that you said this, and I just heard
this earlier today. You know, we win or we learn,
that's right, Yeah, because if we lose, we should learn, right,
So it's not the loss, it's the learn in it, exactly.
(22:10):
And that's really kind of how you develop, right.
Speaker 5 (22:12):
That's right, that's right.
Speaker 3 (22:13):
Yeah, Yeah, you're you're constantly learning in life, you know,
just like you know, reached out the coach a lady
to get you know, learning advice.
Speaker 5 (22:25):
I reached out the coach larady.
Speaker 3 (22:26):
To you know, to get connected and get some learning advice,
you know. I mean we're always learning, you know, and
hopefully we uh, you know, we can learn our entire life,
you know, and and and be uh be good stewards
in society and kind of move move the needle forward, right,
and so.
Speaker 4 (22:48):
Yeah, yeah, we also believe, and that's a core belief
in our organization that you have to be a lifelong
learn you know.
Speaker 2 (22:54):
I always think, like, if I believe I know it all,
we're all in trouble. But I don't know much.
Speaker 5 (22:58):
Ye.
Speaker 2 (22:59):
So, you know, you mentioned.
Speaker 4 (23:00):
Coaching, but I think it's important because I don't think
CEOs and leaders. I've interact with a lot of CEOs
and leaders, and it's almost like they don't realize that
they need coaching or it could benefit them. Whether they
need it or not, it could always get them better.
You mentioned that you work with coach, a coach, You've
worked with coaches.
Speaker 2 (23:18):
What's the benefit of coaching?
Speaker 5 (23:21):
A lot of it is.
Speaker 3 (23:25):
Being in a an environment where you can talk through
an issue, you know, without feeling judge or are you know,
just have an open dialogue, you know, in a confidential setting,
you know, open dialogue and and a lot of times,
you know, you know, I'll be uh walking through an
(23:47):
issue and thinking that, you know, I've got this particular issue.
Art I have the same issue, but this particular way
of addressing the issue. And oftentimes I'll circle back, you know,
in those coaching environments realizing that actually, this is this
is where I need to address it, you know, and
(24:08):
and it's and it's a different route, you know. And
I wouldn't have known that had I not sat there
and gone through it.
Speaker 5 (24:16):
Yeah.
Speaker 3 (24:16):
So, and some of them are significant issues. And so
if you if you don't address the issue correctly, it
can you know, it can be time consuming and and damaging.
Speaker 4 (24:29):
Yeah, it's what led you to that. I was just
I'm very interested in coaching. I'm a big propoundal. I
think everybody, every leader needs to coach, no matter what
your role, no matter how long you've been doing it.
But how did that, How did that come to fruition
for you? Like did your dad model that?
Speaker 3 (24:45):
And so many models Dad was. Dad was a lifelong learner,
you know what I mean. He didn't go to college,
so he uh, you know, he ended up going to
a community college to h to get more accounting and
financial experience. That was in the early eighties after he
(25:06):
had started the company. And you know, he didn't have
any money. He was a farm boy that that started
on nothing, absolutely nothing, and so he was always wanting
to learn from people that were educated. He always felt like, uh,
(25:27):
you know, if if you had a a college degree
or if you were a doctor, man you were you're
amazing to him, you know. And and if he was
meeting you the next day, he would study, you know,
everything that he could.
Speaker 5 (25:38):
About you, you know.
Speaker 3 (25:40):
And and if there was a book that that you wrote,
he would read the whole book, you know. And so
that's that's what he did. And uh, you know, but
in reality, he was probably more prepared than any individual
that uh that that he was meeting with. That's awesome
and so but but yeah, he was always a lifelong learner.
He was in various CEO groups throughout his entire life,
(26:04):
you know.
Speaker 4 (26:04):
So, like you said, a really good example for you
in that way influence. So I we've also believe in
lifelong learning. I understand, and Grimy, if I'm wrong that
you're a Jack Welch fan, I am, yes, So give
us some wisdom, give us some Jack Welch wisdom and
that kind of stick with you some.
Speaker 3 (26:22):
Of the well, I mean, I mean he was so
you know, I got that book from Dad. He actually,
uh you know, he gave it to all of his
leadership at that time, and he gave me a book
to read as well.
Speaker 5 (26:38):
I was probably in college.
Speaker 3 (26:40):
At the time, and and uh, whenever I read it
the first time, and and uh, you know, Jack was
he was. He was hard and demanding on his people,
but he was even harder in demanding on himself. And uh,
you know that's okay, you know, I mean and and uh,
(27:03):
you know, you know he you know, he believed in
you know, cutting cost, you know, in general Electric at
that time needed to cut cost, and and and so
he put that organization in a in a really strong
financial footing for growth, long term growth. Lead with determination,
(27:24):
you know, and with grit, you know.
Speaker 4 (27:27):
So, yeah, that's awesome, that's awesome, A good story to
read as well.
Speaker 2 (27:31):
Oh yeah, I actually read that book. And David, it
was interesting to see that was one of your favorites. Sorry.
Speaker 4 (27:37):
You know, as a leader, I'm always reading or consuming content.
Is that part of your your day, week or month
as a leader?
Speaker 3 (27:44):
Now a little bit. You know, I'm in the middle
of well, I just finished reading the book Traction in
EO s huh, and I'm trying to implement e O
s uh you know into the company and and we'll
get it implemented. It's uh, it's a process, you know,
(28:06):
as you know, it's a process to you know, to
develop that process and then to get it implemented, and
and then to get buy in, you know, because I've
got I've got a lot of leaders in in the
company and and so I you know, I gave that
book to each one of them a few weeks ago
and they've all read it, you know, So so we're
(28:26):
you know.
Speaker 2 (28:27):
What kind of feedback have you gotten this far?
Speaker 5 (28:29):
So far?
Speaker 3 (28:29):
You know, I mean it's uh, it's really good feedback.
Speaker 5 (28:32):
You know.
Speaker 3 (28:32):
They're they're understanding that, uh that if we're going to
set goals and then they need to be measurable goals,
you know.
Speaker 5 (28:43):
And that's the.
Speaker 3 (28:43):
Biggest feedback is uh that you know, oftentimes we'll set
a goal, but we won't know how to measure it.
And if we if we don't know how to measure
whether we're whether we're actually meeting the goal.
Speaker 5 (28:54):
And it's really not a goal.
Speaker 3 (28:55):
Maybe it's maybe it's a maybe it's a mission, you know, ye,
but the goal needs to be measurable.
Speaker 5 (29:02):
Yeah, so we're you know.
Speaker 3 (29:05):
So anyways, it's uh, yeah, and answer your question.
Speaker 5 (29:08):
A good book.
Speaker 4 (29:09):
I always like to ask lads what they're reading and
what they're learning. It's there's opportunities to for me to
go pick up something new and learn something.
Speaker 2 (29:18):
New from them.
Speaker 4 (29:18):
And that operating system for us, we're three and a
half years. We're not using EOS. It's an offshoot of EOS,
but as you can imagine, was really uncomfortable.
Speaker 2 (29:28):
Yeah, for the organizations, the mindset shift.
Speaker 5 (29:31):
It's a mindset show, you know.
Speaker 4 (29:33):
Yeah, I think we've always been data driven, but it
kind of brings it more to light. It kind of
shines a spotlight and hopefully it's on what's working, but
also on where are some challenges that you can find. Okay,
now we need to go and address something and hopefully
fix it.
Speaker 2 (29:47):
Yeah, you know, I think I don't know if it
was Dimming.
Speaker 4 (29:49):
That said this, but you know, two things that I've
always stayed true to me is everything begins in data.
Everything begins and ends with data, and and that's important
you know, you know, and then in God, we trust
all others bring data, right, So it's so important as
you're running business and just hearing about the nineteen eighty
(30:11):
to now there's I think there's a statistic gather most
businesses fail within the first year, and then ninety percent
of all businesses feel within the first five years. So
it's just amazing every time I talk to a business
leader or somebody's coming from a family business and entrepreneur
and now you're how.
Speaker 2 (30:28):
Many years you are? What is it? Forty five years?
Speaker 5 (30:30):
Forty five years? Correct for forty four So I make
make up numbers.
Speaker 2 (30:33):
Sometimes as I go. But let's pivot a little bit.
Speaker 4 (30:36):
And I think it's really important for us as an
organization that believes in running good business, whether you're for profit,
non for profit government, good business is good business. But
we also believe in community. And we touched on this
at the beginning of the conversation.
Speaker 2 (30:53):
You know, Charlotte. Here's my take on Charlotte.
Speaker 5 (30:55):
I love Charlotte.
Speaker 4 (30:57):
I think Charlotte's a great community for some of us,
but not all right, And I think that's where business leaders,
community leaders, people that have affluence and influence can really
take a long look around in the community as it
truly is. Like when you mentioned, hey, they brought me
to different communities, did they bring you to every community
(31:18):
or some communities?
Speaker 2 (31:19):
But so it doesn't mean Charlotte it's not great.
Speaker 4 (31:22):
Charlotte's a caring community, it's a it's a it's a
community that that collaborates, but it's a community that needs
some support help as well. And I think organizations, governments,
it doesn't.
Speaker 2 (31:35):
Matter what your status.
Speaker 4 (31:36):
I think everybody has to be inclined to help pitch
in at some level. Does what does Pecker Construction do
to engage community?
Speaker 3 (31:46):
Well, let's see here locally, we've been a strong supporter
of dream On three. Great organization, I know, well, very
good organization. And you know we've got to we have
a clay shoot coming up here in a few weeks
the end of the middle of October, you know, and
(32:06):
and all those proceeds will go go back to dream
On three again, you know. And then you know, we're
investing a lot in time. Yeah, and you know, I'm
in a lot of advisory boards.
Speaker 5 (32:25):
And then.
Speaker 3 (32:27):
Mecklenburg boy Scouts we've supported both financially and with our time.
Speaker 5 (32:34):
You know, you know, it's our one of our.
Speaker 3 (32:44):
You know, one of our we call it our enduring strategies,
our enduring strategies. Basically, as as we go through a
various strategic planning initiatives, each strategic plan has to align
with the enduring strategy. The enduring strategy never changes. And
so so one of those is, you know that we
(33:06):
we have to invest and in the communities that we live,
work and play, and otherwise you know, there is no community. Yeah,
and and uh, you know, to get a robust workforce,
we need more people into the workforce. And how do
we get that? How do we do that? How do
we how do we solve our mental health crisis, how
(33:32):
do we sell solve our our housing issues, our transportation
logistic issues to get people where they need to you know,
because you know here in uptown, you know, you know,
trying to get people too uptown. That's for people that
(33:52):
are entering the workforce. That's a challenge for people. You know,
it's a challenge for parking, it's a challenge for geting
on mass transit.
Speaker 5 (34:01):
There's just a lot of challenges. And then we have to.
Speaker 3 (34:08):
We need we need safety, we need security, and you.
Speaker 2 (34:12):
Know, so yeah, I love that response.
Speaker 4 (34:14):
I love how you're thinking strategically around workforce development even
in our work you know, because we're serving children and families,
but children from zero to twenty one years of age,
about forty five hundred kids per year, and we actually
believe they're the workforce of tomorrow. So we're not a
workforce organization, but we believe by giving them stability, yes,
(34:36):
I'm getting giving them hope, they are going. They're going
in the workforce right. How prepared they are mentally, physically, spiritually,
emotionally is what we're impacting. Right, and then you come
along with trades or education. It's so critical. I really
applaud that you're thinking strategically in long term about that
workforce because you know, as a business owner is important. Yes,
(35:00):
not to put you on the spot. Community is important,
but you're also trying to run your business well, right,
and that's super important with the Without the workforce, it's
going to be hard to scale and grow and what
you want to do.
Speaker 5 (35:11):
It's impossible, right.
Speaker 3 (35:12):
I mean, even you know, even with AI and and
all these all this other technology that may or may
not make us more productive, we still need people.
Speaker 5 (35:26):
You know, you still need people.
Speaker 3 (35:28):
And and people want to do business with people, you know,
So so we got to we got to prepare people.
Speaker 2 (35:35):
Yeah, there's no doubt, there's no doubt about it.
Speaker 4 (35:37):
I think people, including leaders and you know, are concerned
about what AI is going to do or not do.
But to your point, just you know, call up the
Verizon and tell me how the AI worked for you,
exactly somebody had an issue with their celf on reason exactly.
Speaker 2 (35:55):
You want to talk about the level of frustration. I've
never met with and I just talked to somebody.
Speaker 4 (36:00):
But I think it's so important because that's how you
build a relationship, not through a screen or through a
computer and those type of things.
Speaker 2 (36:05):
We need to leverage that.
Speaker 4 (36:07):
So, you know, two questions as we can begin to
wrap up. So Thompson, we're on the beginning of a
five year journey. We are board and our team just
approved a five year strategic plan. We want to be
the biggest and best youth serving organization in the Southern
United States in five years and served ten thousand lives
per year in five years.
Speaker 5 (36:27):
That's awesome.
Speaker 4 (36:28):
You know.
Speaker 2 (36:29):
Right now we have a footprint of five states.
Speaker 4 (36:31):
We were born and bred here in Charlotte, for one
hundred and thirty four years. Now we're in five states
over the last six so as an organization, as a
company and a leader of company that's kind of picked
up new sites, it sounds like you have a footprint
a little bit everywhere.
Speaker 2 (36:46):
What advice would you give me?
Speaker 3 (36:51):
You know, I think as you go into other markets,
you know, learn who, learn who the impactful leaders are,
right because uh, they'll they'll clear the way, you know,
a lot easier than what you can, right so, so
(37:11):
you know, but and then uh, spend the time to
meet with them. You know, it's one thing to pick
up a phone, but when you're down there or when
you're over there, spend the time to actually meet with
them and and put a put a face to a name,
and and then be sincere you know, I mean just
like what you are. I mean you're a very sincere person.
(37:34):
So you know, sincerity builds trust and that's that's what
people want.
Speaker 2 (37:39):
Thank you for that. I'm going to receive that advice
as we hopefully hit that pinnacle.
Speaker 4 (37:43):
For ourselves in five years. So big goals. So what
what's what's the future hold for Pecker?
Speaker 3 (37:51):
So we're in roughly twenty eight states, uh. You know,
our our our geographic growth was driven predominantly in the
mid eighties.
Speaker 5 (38:03):
Uh.
Speaker 3 (38:04):
We had a relationship with Walmart and so that that
geographic uh growth uh was based on that relationship and
corse that got us into other other markets other relationships.
Now now we've got a relationship with the Amazon and
Target and Public's and Legal so so that's on the
(38:28):
retail side. We are planning a southeast headquarters here in
the Charlotte region and you know that will that will
be uh within the next five years. You know, that'll
be uh. We've We've got some potential property that I
(38:50):
can't comment on right now, but within the next five years,
we'll have that Southeast h Q. With that h Q,
I had briefly mentioned that we have other companies. You
know right now pet Care Construction is the only company
out here. We also have a development a development company
(39:10):
called CVP Development which does industrial development. We have a
power infrastructure company called Petcre Industrial that does you know,
they do work for companies like Duke Energy doing power
infrastructure work and they also do renewable energy work.
Speaker 5 (39:30):
But we need a we need.
Speaker 3 (39:33):
A headquarters that has equipment, maintenance and stuff like that.
In order to bring those other companies. Oh and we
have an equipment asset holding company called Petcre Leasing and Supply,
and so bringing those companies in they need they need
that capacity, you know to uh. So that's that's a
(39:55):
big initiative for the Southeast. We also have you know,
fairly significant relationships as it relates to uh, developer led
relationships throughout the rust Belt, you know, looking at the
(40:16):
Roust Belt, because manufacturing is is actually coming robust back
into the US, and so we're we're seeing a lot
of our manufacturing relationships take off, and we're you know,
we're developing uh you know, pre construction plans you know
for manufacturing plan expansions.
Speaker 5 (40:37):
And stuff like that.
Speaker 2 (40:38):
And it's exciting.
Speaker 3 (40:40):
It's exciting, it's busy, it's stressful, it's you know, all
all about Yeah.
Speaker 2 (40:46):
I can all get.
Speaker 4 (40:47):
I can relate, you know, differently, it sounds like a
different scale, but I could definitely.
Speaker 2 (40:52):
Relate with the excitement, the stress and and the busyness.
Speaker 5 (40:54):
So but it's all good. It's all good, and we're excited.
Speaker 3 (40:57):
We you know, we wrapped up our what we call
our twenty thirty plan, and that's just a lot of
excitement with a lot of strategic initiatives that we're looking
to pull through.
Speaker 2 (41:11):
So that's awesome. Keith, well again and we're in your corner.
We want to see you.
Speaker 4 (41:15):
Thanks for Pecker from Beauty of Family, you know, from
a personal perspective, from a Thompson perspective, anything that we
can do to support to your work, and and I
know this community will support it as well. But thank
you so much for coming on and talking to us
on CEOs you should know, driven by iHeartMedia and powered
by Thompson.
Speaker 3 (41:35):
Thank you so much, Thank you very much, really appreciate
the invite. And you know, it's just life is so short,
and so building connection and and and having having other
other leaders and having champions in your corner. That's it's
great because life is short.
Speaker 2 (41:56):
Yeah, we can't go at it alone, that's for sure.
Speaker 5 (41:58):
We can't. We sure can't.
Speaker 2 (42:00):
So thanks again and good luck on the next five.
Speaker 5 (42:02):
Thank you appreciate it.
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