The Steel Building Industry
Allied President Michael Lassner caught up with Canvas Rebel to share his insights on the steel building industry and examine what Allied does differently. From his early observations while working for an investment group with a steel-building business, to the lessons and rewards that have come with recent supply-chain challenges, Michael shares the journey that got him and Allied to where they are today.
A Broken System
When asked what sets Allied apart from the industry standard, Michael points out that it’s precisely this standard, or perhaps the lack of one, that fails to meet clients’ expectations for service and quality. In fact, Michael confesses that when he got into steel-building in the pre-Allied days of his career, he didn’t like the industry, which suffered from a “broken system” of “self-serving” inward-focused supply chain component companies that dictated how and when to do things, with little consideration for what the customer needed. In Michael’s words, “if they were late, no recourse, if the customer had to make changes, big problems.” At the time he’d been tapped to develop and redirect the business and sales strategy for another steel-building company but despite the changes he implemented, he still saw a need within the industry to do better.
A core tenant to deliver better service
Armed with a list of key problems to solve, a business strategy, good customer support, and strong vendor relationships, Allied was born. The goal was to rise above the existing industry standard by delivering better service than anyone else. One of the key ingredients to Allied’s success was its investment in a team of professionals with a strong skillset and expertise, plus continuous training under the Allied-U curriculum. This investment mindset can be found in everything Allied does, from the development of processes, to onsite presence, to manufacturing, allowing Allied’s service to evolve as project needs evolve around the world.
We’re with you all the way
From presale design collaboration, to planning, or post-sale support, Allied demonstrates that “we’re with you all the way” is more than a cute tagline but a promise that has shaped how Allied tackles challenges and maintains its track record of exceeding expectations over the last 19 years. Another key ingredient helping Allied rise above the industry standard is an emphasis on supply chain collaboration. “It takes work to find companies and their people who have the same mindset as you of Customers First,” Michael says, but he is happy with Allied’s great supply chain partners today. “As a result, we are growing together through our client’s success.”
Michael also credits Allied’s transparency for differentiating it from the competition. Allied sought to open up what are typically opaque practices within the steel-building industry to maximize collaboration and foster trust. Formerly guarded clients and vendors were now working and succeeding together. As a result, Allied grew exponentially.
“Invest in our clients, invest in our business”
When asked if he has a story to share about resilience, Michael unsurprisingly points to 2020; a year of unprecedented challenges for the company, including compressed supply chains, COVID-19 outbreaks amongst subcontractors and vendors, raw material delays, and material price increases. Despite the risks involved, in 2021 Allied opened a new production facility to gain control over the supply chain in unpredictable times. To Michael, the decision to manage the problem became obvious, “follow the company mantra, invest in our clients, invest in our business.”
Faith in their clients and team members is what he credits this decision, and ultimately Allied’s incredible growth over the last couple years, to. “When you believe in your client’s mission, and you believe in your team members, the odds of success are tipped in your favor.”
Uncharted Territory
Michael recounts the pivotal moment when Allied had to decide which company it wanted to be; the one it had been for the past 15 years or the one that took on riskier and more challenging yet more rewarding large-scale projects for multinational businesses in the US and abroad. After studying client conversations to learn where they made the biggest impact, the Allied team moved into uncharted territory to focus on the growing demand for complex projects. Despite the investment it took, Michael is confident about this decision. Why?
“We all talk about the question, “what’s your ‘why?’” Too often we look in the wrong places, and can be influenced by selfish motives. When you discover that your clients have the answer, you will learn how you can create a meaningful impact on their business, in turn, yours, and the value you offer.”