I know what you could be thinking: 鈥淚鈥檓 not involved in facility maintenance. So, I鈥檓 not sure why I should attend the 天美传媒 Show.鈥� I understand where you鈥檙e coming from, but here鈥檚 the thing: 天美传媒 Show North America鈥攖aking place November 18-21 at the Las Vegas Convention Center鈥攈olds interest for many outside the facility maintenance and building service contractor arena.

What will you find at 天美传媒 Show North America? The Specialty Cleaning & Restoration Pavilion is back for the second year. There you will see demonstrations in advanced cleaning and restoration techniques. You鈥檒l visit with well-known industry manufacturers and other service providers, from restoration franchisors to dehumidifier, airmover, and truckmount manufacturers鈥攅verything you use in your company. There are multiple educational sessions of interest, including a hard floor care certification course from the Cleaning Management Institute (CMI).

There鈥檚 more to explore. Diversification avenues, networking events, and products directly impacting your company, such as vacuums and portable extractors. And here鈥檚 a key component of the show: You will see products from manufacturers you might not be familiar with, but who offer solutions that could substantially improve your productivity.

The goal of 天美传媒 is to represent all segments of the industry鈥攊ncluding carpet cleaners and disaster restoration professionals鈥攁nd to work to elevate and change the way the world views cleaning. 天美传媒 is the leading advocate of the cleaning industry and, to that end, has worked to ally itself with other powerful and important associations to use their combined powers to meet these goals.

For instance, you might have seen recently that the Global Biorisk Advisory Council (GBAC) merged with 天美传媒. GBAC is made up of those working in forensic restoration, bio-decontamination, and biosafety control, and it has joined forces with 天美传媒 in an effort to offer more science-based education, create licensing programs within these sectors, and advocate for the involved parties. Read more about the merger on page 22 of this issue of Cleanfax.

天美传媒 also has been working closely with the IICRC and RIA in their individual efforts to educate and protect our cleaners and restorers. In fact, RIA is co-locating its Technical Fire Restoration Summit with 天美传媒 Show North America, and all those attending the RIA event can also visit the 天美传媒 trade show floor, compliments of 天美传媒 and RIA.

At 天美传媒 Show North America 2019, there will be plenty to pique your interest. I鈥檒l be there, and I hope to see you there, too.

Amanda Hosey is the managing editor of Cleanfax. She has worked as an editor and writer for more than six years including four years with Cleanfax. Reach her at amandah@issa.com.

The post Yes, You Should appeared first on Cleanfax.

Before you assume you know how to clean carpet, think about how the words, 鈥渟oil,鈥� 鈥渃lean,鈥� and 鈥渃leaning鈥� could have varied meanings depending on whether they are used by a consumer, professional cleaner, or judiciary. Consider these conflicting scenarios.

Scenario 1

A homeowner says her carpet is soiled, so she finds a carpet cleaning company. After the cleaning, the homeowner sees dark areas remaining in the pathways. She complains, saying her carpet is still dirty. The cleaning company demonstrates that the dark areas are due to wear and not soil. The homeowner says that she is not buying that and demands her money back. The cleaning company declines.

It should be simple for us to recognize that the homeowner鈥檚 dark areas are coming from texture issues like scratches on the filaments. This is what standards recognize as 鈥渁pparent soil.鈥� The cleaning company鈥檚 contract was to remove 鈥渞eal soil鈥� which is defined as foreign and unwanted substances. So, it appears the cleaning company is in the right, right? Let鈥檚 put another twist into this story.

The homeowner, still dissatisfied, hires an expert. The expert reviews some pictures, including one that shows the cleaning technicians dumping their waste products on the street. The homeowner sues and gets her money back because the judge rules that the cleaning company has failed to meet the full definition of cleaning.

Where did the judge get that idea, you ask? Well, standards are often used in court as a reference for definitions, and the ICRC S100 Professional Cleaning of Textile Floor Coverings defines cleaning as, 鈥淭he purposeful activity of removing soil and undesired substances from an environment or surface to reduce damage or harm to human health or valuable materials. Cleaning is the process of locating, identifying, containing, removing, and properly disposing of unwanted substances from an environment or material.鈥�

The technicians did not properly dispose of the 鈥渦nwanted substances,鈥� so from a legal standpoint, even though the carpet has been made free of undesirable and foreign substances, it has not been fully cleaned.

Scenario 2

The owner of an apartment complex wants to replace some of his aging floorcoverings with the same nylon that was installed in the past; however, the price has gone up and he is forced to consider another kind of fiber. He discovers a new product that claims to be easy to clean with no staining or fading issues.

A year later, this new carpet is ready to be cleaned, but the cleaning company fails to reach an acceptable level of cleaning. It turns out this new fiber likes oil a lot more than the previous one. His cleaning company finds a remedy for the problem by adding a solvent spotter to the preconditioner, but this also raises the cost of cleaning. The apartment owner is unhappy with the price increase and chooses a different cleaner.

This new cleaner uses an absorbent powder method and, like his competitor, also finds the new carpet difficult to clean. Later, the second cleaner tries an oleophilic absorbent made for special jobs, which works, but he too must charge more to reach an acceptable level of cleaning.

Frustrated with all of this, the apartment owner hears of an expert who helped a neighbor with his cleaning issues.

The expert sends samples of the carpet off to a laboratory for testing. These tests have standardized AATCC/ASTM protocols and do not go to the extra steps that our cleaning companies have gone to. The test results find the fiber is below the acceptable limits, so the court declares this carpet to be uncleanable based on the definitions of acceptable levels of cleaning. Thus, technically this new carpet can be cleaned, but legally,
it cannot.

Perceptions of clean

In both scenarios, the carpet was clean by one definition but not by another, so what does this mean for the industry? Today鈥檚 professionals need to know more than just how to clean a difficult carpet. We need to know the legal definitions of words like 鈥渟oil,鈥� 鈥渃lean,鈥� and 鈥渃leaning.鈥� When called into question, the judicial system will use industry standards to define terms and test like with an AATCC/ASTM test to determine cleanability. Professionals must also recognize that the customer will have a different understanding of soil compared to industry or legal standards, and they will hold us accountable for any miscommunications. A thorough consultation with the customer prior to service can help alleviate these problems.

James 鈥淛im鈥� B. Smith is an IICRC-approved instructor, a senior practicing inspector, and part of the of the IICRC听S100听cleaning standard voting consensus. His educational studies come from Texas A&M University and the University of Houston. He has been in the cleaning industry since 1975. For more information, visit his website at听www.carpetinspector.com/jbs, call (972) 334-0533, or email听jsmith@carpetinspector.com.

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The post The Definition of Clean and Cleaning appeared first on Cleanfax.

More than 70% of claim value comes from contents, but only 60% of restoration companies offer contents cleaning, according to our research. That鈥檚 a lot of money that鈥檚 not going into the pockets of restoration companies.

For some, contents cleaning seems a difficult addition because of the additional and pricey investment in the required equipment and staffing. For others, contents work seems hard to prepare for because the training options are more limited than other industry services. Still others see the work as entirely removed from the restoration process and/or feel more than okay with subcontracting out.

Whatever your thoughts on contents cleaning, your likely interested to learn more about how others got involved in the work and how they feel about their choice to perform it. In the following pages, you鈥檒l meet the leaders of three companies who successful care for contents every day and hear their thoughts on the work so you can decide if your company鈥檚 stance on the work is still the right one for you.

[infobox title=’Full-service Restoration With a Contents Division’][/infobox]

Sherry Stanley-Reynolds | President, Stanley Restoration and More, Cedar Hill, Texas

Amanda Hosey: What initially sparked your interest in starting a contents division?

Sherry Stanley-Reynolds: Customer service has always been a priority to us. Contents hold a great sentimental and monetary value to our customers. We wanted to make the restoration process as seamless as possible by restoring their home and their contents.

AH: What made you ultimately decide to add the contents division?听

SSR: We realized we could best meet our customers鈥� needs when we could assist them with all of their concerns. Anytime a homeowner suffers a water, fire, or biohazard loss, most often their contents are involved and need restoration. When a second or third company is involved in the restoration process, it often leads to frustration and confusion to the homeowner. Stanley Restoration wanted to solve the customers鈥� problems with one phone call to one company.

[one_half]

AH: What first steps did you take to add the division?

SSR: Stanley Restoration first started to do pack out and in-house cleaning of contents and outsourced garment and electronic restoration. Once we were able to serve our customers with the pack out and contents cleaning process, we researched the best technology to expand into garment and electronics restoration. We wanted to have control of the quality of the service every customer experienced. We felt the only way that could be achieved was with us doing most content restoration services in house.

AH: What training did you do?

SSR: We expanded with new technology that required extensive training, which has prepared us for the work.

Our hard contents are processed with ultrasonics technology. We are able to address most items from delicate China that has been exposed

to smoke and soot to Legos contaminated in a category 3 water loss. The process delivers consistent cleaning quality on every job. [/one_half]

[one_half_last]

[/one_half_last]

Our soft contents department uses a wash system and European finishing equipment to restore items that have been damaged by smoke, water, mold, and biohazardous materials. We have been successful in restoring heirloom quilts, wedding dresses, leather handbags, boots, sentimental dolls, designer jeans, and many more soft goods using the latest in technology.

We also use an electronics cleaning system to restore TVs, gaming systems, computers, and many more electronic devices. To track a homeowner鈥檚 contents, we use the iCat inventory system that uses photo recognition technology and barcoding to bring peace of mind to our customers. We also use this same system to catalog and document contents that are deemed a loss on a claim. We then generate a report that is sent to the adjuster and customer to help expedite their claim. Our customers are able to login to iCat anytime to view the items we have removed from their homes and to request any rush items they need.

The most recent addition to the Stanley Restoration arsenal of technology is a 3D camera. We are able to generate a virtual tour of every home before and after the restoration process. Adjuster鈥檚 and customers enjoy the ability to view a home even when they aren鈥檛 able to be on site.

AH: What was the most difficult part of adding the division, and how was it overcome?听

SSR: Adding a contents division takes time and money. It was a large investment for our company to purchase the very best in restoration technology. However, with our dedicated staff, we are able to deliver quality service in all aspects of our contents division.

AH: What鈥檚 the best part about the addition?听

SSR: Being the one phone call that does it all!

[infobox title=’Full-service Hard Contents’][/infobox]

Kevin Jones | CEO and visionary of the Content Specialists, San Diego, Orange County, and Sacramento, CA and Seattle

Amanda Hosey: What initially got you interested in starting a contents company?

Kevin Jones: After spending some time in this industry, I realized that contents required a lot of work all on its own. Communication is a big factor that we all need to improve to help out the homeowner, but contents specifically was an aspect where I saw more and more homeowner questions coming about that just didn鈥檛 have the right answers and more and more items contaminated that didn鈥檛 have the right procedures to make sure they could be salvaged and cleaned.

When I started working in contents, the actual contents weren鈥檛 being given the attention of contractors they should be. If contractors really looked at the percentage they focused on contents, it was only 15%, maybe 20%. If a doctor does 15-20% of a heart surgery, he鈥檚 probably not the best heart surgeon.

You need to be able to give contents specific, everyday focus. That鈥檚 something I saw was needed and very valuable to the insured, the insurance company, and the entire industry.

AH: What were the first steps you took to start the company?

KJ: To start my content鈥檚 company, I really just sat down with a piece of paper and said, 鈥淲hat do you need in a contents company?鈥� And I wrote out every aspect from the legal to the vehicles to the needed employees to the facilities to the tools to marketing materials鈥攅verything.

AH: Which contents services do you offer?

KJ: My company offers digital inventory, onsite decontamination, packing, offsite decontamination and cleaning, storage, and pack back, on items that are affected by water Category 1, 2, and 3; fire; mold; and asbestos. We鈥檝e even had tear gas claims.

We do hard and soft contents for the pack out inventory. For the decontamination aspect we give that to the heart surgeon of soft contents, which is a textile company where they can utilize their dry-cleaning plants to perform the soft contents cleaning in the elevated way we do the hard.

[one_half]

AH: What types of training did you do?

KJ: There isn鈥檛 a lot of contents training out there, so the areas I鈥檝e looked to most for contents training are actually the Moving Association of America鈥攖hey have some good videos on training on how to pack lamps and things like that and a little bit of details on how to save or protect some of the items鈥攁nd Barb Jackson in certain areas. She鈥檚 done very well for herself in the realm of contents and has been able to provide great information. From there I utilized the different trainings from the specific tools we use like iCAT.

In this realm, the training itself isn鈥檛 as available, especially for contents specifically, so I recently bought URLs so I can create an online contents university for my locations and also to open up that knowledge to the rest of the industry because, at the end of the day, the goal is to create a better contents experience for the homeowner.

Having that ability to take care of not only the physical, but also the emotional aspect of a loss is a missing area in our industry that, if provided better, can offer better experience and full emotional comfort for the homeowner, which is one of the biggest aspects doing the job.

AH: What is the most difficult part of coming into the content side?

KJ: A lot of these guys have been in restoration for 35 years. They are the guys in town, and breaking into the 鈥渙ld boys club鈥� is kind of the hard thing to do. And if you are a contents-specific provider, you are a subcontractor; you are seen as less than; you are the littlest brother because you鈥檙e going after the contractor, who goes after the adjuster, who goes to the TPA, etc. You are at the bottom of the hill when things start to roll downhill.[/one_half]

[one_half_last]

[/one_half_last]

One of the hardest things in being a contents provider is that you want to do right by your customer, which is traditionally the contractor because you鈥檙e providing a service that they want to include in their capable services in order to compete with the big guys. But you鈥檙e also answering to the homeowner, and you鈥檙e also answering to the insurance company. At that point, there鈥檚 not much leverage you can utilize. If you have the homeowner鈥檚 stuff and the insurance company鈥檚 not paying you, you don鈥檛 not pack back the home because that鈥檚 not right for the homeowner or the contractor and they鈥檙e both your clients.

With the hand that鈥檚 biting me while I鈥檓 feeding it, the insurance company, if they haven鈥檛 agreed to anything, I still have to do my due diligence all of my clients, which are three people. So, one of the hardest parts of being a contents-specific subcontractor is satisfying all clients because the homeowner, contractor, and adjuster are all need to be satisfied with your job.

AH: What鈥檚 the best part about working in this field?

KJ: I would say the best part is that most everyone I get to work with is a regular person. The homeowners are just regular homeowners with something going on in their lives you get to shine the light for in an area that is in darkness. They do not know what鈥檚 going on; they didn鈥檛 sign up for a water loss; they didn鈥檛 want a fire; they didn鈥檛 ask to be displaced from their house for four to six months; so giving them that comfortability in that time, that sort of clarity in what鈥檚 going to go on, is actually very gratifying. I can walk into a claim and the homeowner says, 鈥淚 finally kind of understand what鈥檚 going on and I appreciate that.鈥�

And then the people I work with are contractors, so they鈥檙e just your regular Joes. We all go to our jobs. There鈥檚 not a lot of ego that goes on; there鈥檚 not a lot of disconnect in hierarchies. Most everybody I work with I can go have a beer or iced tea or lunch with, and they鈥檙e willing to sit down and chat. There鈥檚 not a lot of positioning.

My value in this industry is the opportunity to have employees, to create something that helps other people out. I鈥檝e been in this industry for five years, and I鈥檝e been able to make my own future and I think that that is such a beautiful opportunity that we don鈥檛 see anymore. People go to college and say, 鈥淚 don鈥檛 know what I want to do.鈥� And they pick whatever job comes their way and work with little passion. In this industry, with some hard work, you can make something for yourself. If you come in and work hard, you will be making as much as the top project manager in any restoration company in two years.

AH: Was it hard to find restoration contractors that were ready to work with you, or was that an easy thing to get into?

KJ: It鈥檚 all in marketing and knowing the power of numbers鈥攜ou have to reach out to everybody. But honestly, I鈥檇 say 80% of restoration companies do not want to do contents. I鈥檇 say about 40% of companies don鈥檛 do contents. The other 40% find it a necessity and do it, but they would prefer to hand it off because they don鈥檛 have the customer service that comes with contents. You know, a contractor walks in with work boots, work gloves, and a sledgehammer. A contents person walks in with booties, white gloves, documentation, and bubble wrap.

The focus is different, and there are so many companies that don鈥檛 want to do it. You鈥檙e wanted you鈥檙e needed to help provide the service

So it鈥檚 really just about going out and finding out the needs of the contractor and their desires. Some might do pack outs, but what happens when they have a three-story fire or flood? What happens when they need 20 people to pack out something for a weekend? Are they going to give it to the bigger competing companies, or are they going to utilize somebody else to make their service better, full service, so they can compete?

Finding the restoration companies [to work with] was just about being at events, being out and social, being in the mix, and just going by and find out what their needs are.

[infobox title=’Loss Inventories’][/infobox]

Ramona Gallagher | Owner of Great Estates Inventory LLC, Stonington, CT

Amanda Hosey: What initially sparked your interest in contents work?

Ramona Gallagher: I kind of got thrown into it because I was an office manager working for a company called an inventory service company in Westfield, MA. I was hired to be the office manager, but my background is in retail鈥擨 did an internship at Bloomingdale鈥檚 and worked in department stores and specialty stores, so I knew how to do inventories.

I noticed that the people doing the contents work didn鈥檛 really know how to inventory properly. I started telling them how they should be doing their inventories, and one day they invited me to come in the field with them. That鈥檚 how it all started. I was out in the field and really enjoyed doing the inventories.

AH: What first steps did you take to learn the work?

RG: I鈥檝e been doing contents work for over 20 years, and when I first started, there wasn鈥檛 any training for contents. Luckily my background was in inventories, so most of my training has been done out in the field, and I kind of learned along the way. I have done some specialized things, like I went to the Rhode Island School of Design and have a certificate in Appraisal Studies in Arts and Antiques.

I have not had any formal training, but I鈥檓 planning to get the new [RIA Contents Loss Specialist] designation.

AH: What鈥檚 the most difficult part of contents work, and how do you overcome that?

RG: I think the most difficult part of contents work is trying to manage the job and make sure you are able to record everything properly. How you overcome it is that you just make sure that you are a good project manager, making sure to cross all your t鈥檚 and dot your i鈥檚 and that you have everything done.

AH: What鈥檚 the best part about the work?

RG: The best part of the work is actually helping the customers, the insureds, after their loss because a lot of times it鈥檚 one of the most devastating times in their lives. And you get to be an integral part of making their lives complete again. So, I get the most joy out of helping people.

AH: Anything else you鈥檇 like to share with people who are thinking about moving into contents work?

RG: I think people should know it鈥檚 not a very easy job. You鈥檝e got to know what is good, what is better, and what is best in terms of value in order to do contents properly. That means, if you need to bring in an expert, then you need to know that you need to bring in an expert. You just can鈥檛 try to handle the whole contents job yourself if it鈥檚 a high-end job. And not all jobs are the same. If you have an expensive painting, for example, you need to call in an expert.

It鈥檚 a matter of good-versus-better investing.

Amanda Hosey is the managing editor of Cleanfax. She has worked as an editor and writer for more than six years including four years with Cleanfax. Reach her at amandah@issa.com.

The post How I Got Into Contents Cleaning appeared first on Cleanfax.

We picked up this rug a few days after a basement flood. A wet red Persian rug was tossed on top of this white Tibetan rug, which caused the red to bleed onto it, and then mold started to grow. What a mess鈥攁nd what a smell! After repeated full submersions in our wash tub and centrifuge extractions, the rug swam in our wash tub for 72 hours with our sanitizing agents, dye stripper, and detergents. We then pressure washed, neutralized, spun, and dried the rug. The red color came out, and the rug smelled like fresh, clean wool.

For an opportunity to win a gift card worth $250, send your images and a brief 100-word description on how you obtained your results to Amanda Hosey, managing editor, at amandah@issa.com, or submit via Facebook messenger at . Contest rules available by request.

[infobox title=’DID YOU KNOW’][/infobox]

If your truckmount experiences an extreme pressure drop when operating the trigger, it could be the regulator, which can be fixed by disassembling, cleaning, and lubricating.

Read more at www.cleanfax.com/technical-tip/truckmount-maintenance.

The post Tibetan Rug Rescue [Photo Contest] appeared first on Cleanfax.

No matter where you go or who you talk to, wherever two or more restorers are gathered, the tone will likely be a bit terse. As the industry undergoes ever faster changes, some of the 鈥渙ld-timers鈥� are beginning to feel that it might be time to cash in their chips and sell their businesses. A leading business consultant who works with some of the largest corporate firms in the world, Donald Cooper, says, 鈥淭he human brain is wired for negativity.鈥� While this condition might explain some of the nervousness, it is clear that significant changes are on the horizon, and a restorer in the 21st century is facing a rapidly evolving landscape.

As restorers, this juncture presents a couple of options. The first would be to reactively accept the conditions, evolve with the industry, recalibrate, and refocus our efforts toward adaptation to these trends. Many of us have been doing this for years with less-than-satisfying results. The second option is to take a more proactive approach. This entails identifying the issues and their root causes, building a strategy to address the issues, and then uniting as an industry to speak to the issues and drive positive change.

As you may surmise, I am firmly in favor of the latter approach. The purpose of this article is to build a case for proactive, collective advocacy for the best interests of restoration companies. This won鈥檛 be an easy task. Hard work will be required, and the engagement of RIA contractor members will be critical to our success. I hope to detail a vision for a path that we can all embrace for the good of our businesses and the strength and sustainability of the property repair industry.

What is the problem?

In an article I wrote for the Restoration Industry Association鈥檚 (RIA) C&R journal  (鈥溾�� from 天美传媒 2018), I describe a situation in which an insurance carrier refuses any payment on a water mitigation claim due to a technicality in document upload. It is not my intent to relitigate that argument but rather to expand on some of the issues that restoration contractors face. That article鈥檚 thesis poses a somewhat grim outlook for the restoration industry; however, I continue to see challenges emerge that reinforce this position. The thesis is this:

鈥淚f restoration companies are unwilling to unite, advocate for sustainable claims practices, and take a proactive approach with insurance carrier claims policies, then the restoration industry as we know it will cease to exist within a decade.鈥�

The 鈥渃laims policies鈥� I refer to go much deeper than the specific policies that a carrier dictates to issue payment. The issues we face are many, and they all impact the entire claims process that a property restoration company must navigate in the course of their day-to-day operations.

What follows are some examples of the challenges and threats we face. Realistically, each of these areas of concern is not only necessary, but essential in the claims environment. However, there are some key questions that each restorer, and the industry at large, should be examining if we are going be able to operate our businesses sustainably.

These questions are not rhetorical; they are not intended to be presented with sarcasm or bias. This isn鈥檛 a time for conspiracy theories, but we would be exceptionally naive if  we were to think that the largest fiduciaries in the world, who incidentally are the repositories of the largest quantities of data in the world, were looking out for any interest other than their own and that of their shareholders.

Example 1: Pricing/scoping platforms

I鈥檓 not going to beat around the bush: Xactware and its parent Verisk are massive companies. Xactware鈥檚 main platform, Xactimate, is an incredible estimating and scoping tool, and when used as such, it can benefit the restorer in many ways. In fact, Xactimate was developed by contractors several decades ago. But how much do you know about Verisk?

Here are details for your consideration: Verisk is a publicly traded company with a market capitalization, at the time of this writing, of a little more than $19 billion. Verisk reports $2.1 billion in revenue per year, and their adjusted net earnings in 2017 were $630 million. That is a 29% net margin income. Keep this number in mind when you are defending a 鈥�10 and 10鈥� overhead and profit argument.

Before they went public, Verisk Analytics Inc. was owned primarily by American International Group (AIG), Travelers Insurance, and The Hartford. When Verisk went public in 2009, it was the largest initial public offering (IPO) since Visa had gone public a year earlier in 2008. These insurance carriers were able to divest their ownership after the IPO. Verisk鈥檚 stock ownership is now largely diversified between mutual funds, insurance companies, exchange traded funds, and individual investors.

What is Verisk鈥檚 mission? Their website proclaims, 鈥淰erisk provides data analytic insights to customers in insurance, energy, and specialized markets and financial services to help them make better, faster, and more focused decisions that minimize risk and maximize value.鈥�

While the published pricing methodology of Xactimate suggests a unique and scientific approach, many contractors (myself included) have experienced long-term stagnation of pricing, all while the experience in the marketplace is the opposite, with labor rates increasing rapidly. This reality should prompt restorers to grapple with the following questions:

1. Does Verisk鈥檚 mission create an environment whereby pricing is suppressed unfairly for contractors?
2. If we are comfortable with this environment, are we collectively comfortable with the methodology whereby this company sets pricing?
3. Who is speaking to Verisk on behalf of contractors about their methodology, and is their approach fundamentally fair in its assumptions and calculations?
4. What level of transparency does this company provide with respect to how it gathers data and sets pricing?
5. What is Xactware hearing from contractors? Is it consistent? What are the repercussions for ignoring this voice?

Example 2: Consultant involvement for claim resolution

If you are working a 鈥渓arge loss,鈥� the current trend is to be assigned a claims consultant. In a good scenario, this consultant is assigned on the front end of the claim, and the restorer, the carrier, and the consultant are able to agree on parameters that ensure the claim is handled efficiently.

However, this ideal scenario is often not the case. In many situations, a consultant is assigned to the claim after the mitigation is completed. The consultant is often dispatched from an area far from the location of the claim where market conditions may be very different from those where the damage has occurred.

Sometimes the approach of the consultant is immediately hostile, and sometimes it is belittling and demeaning. An endless and time-consuming cascade of requests for documentation, records, and other information soon follows. Many of these requests are well outside the scope of what any reputable business would offer their clients. In some cases, a consultant may demand that the contractor use a different billing style that is in direct conflict with the contract鈥檚 agreement with the customer.

To add more frustration, when one task is completed, many other requests immediately materialize. The contractor often taps out at some point and accepts a settlement at a fraction of the original invoice, whether that be a unit cost scope or a time and materials estimate. In either case, the documentation can be excellent, the transparency exceptional, and yet the settlement offer continues to be a fraction of the fully justifiable total that was earned by the restoration contractor. There are some questions to consider here:

1. Are the time and resources spent on these unscheduled administrative requests simply 鈥渢he cost of doing business,鈥� or are they billable expenses to the total cost of the project?
2. Should there be established ground rules for these interactions?
3. Should consultants be expected to provide evidence of their qualifications to serve in any capacity on an insurance claim?
4. Should a consultant be required to disclose their financial interest in successfully reducing the cost of the claim?

Example 3: TPA involvement and expanded influence

Technically, what we call a third-party administrator, or TPA, should more accurately be referred to as a contractor network, but for the sake of clarity, we鈥檒l refer to these as TPAs. The expansion of TPAs continues at an incredible rate, and the reason for this is logical and predictable: Insurance carriers are focused on reducing loss adjustment expense and limiting claim severity. Field adjusters are costly and with drive time between claims, very inefficient.

The trend of carriers assigning claims through a TPA is likely going to expand significantly over the coming years; however, this expansion is increasing the pressure on restoration contractors disproportionately to the 鈥渙pportunity.鈥� At a recent contractor network annual conference, the message from the network leadership was clear: We need you to get your work done more quickly, provide more detailed documentation, increase customer Net Promoter Scores, and do all of this for less money. Some questions to consider involving TPAs are:

1. What are TPAs hearing from contractors prior to negotiating contracts with carriers?
2. Are TPAs conveying contractor concerns to carriers in good faith or with any sense of urgency?
3. How can claim disputes be resolved in a way that honors the contractor鈥檚 integrity while still protecting the interests of the client, as the insured?
4. Are TPA programs in alignment with accepted restoration industry best practices and published guidelines that have been established as the standard of care?

Example 4: Government regulations and rules, EPA lead-based paint requirements

On April 22, 2010, the EPA required firms handling renovation in homes, child care facilities, and kindergartens that were built prior to 1978 to have either state or EPA certification. The implementation of these rules heavily impacted the disaster repair industry, particularly in the arena of water mitigation where rapid response and often invasive demolition are required to prevent collateral damage from subsurface moisture. Restoration companies run by sound operators took these changes seriously, acquired certifications, retained records, and followed the required protocols. Unfortunately, many poor operators fly under the radar. Many may have wondered:

1. As arguably the most impacted industry in the country, was our voice heard when the EPA made these changes?
2. What exceptions are made for contractors in emergency mitigation efforts?
3. Should the costs of implementing these programs be borne by the restorer, who is unable to recoup the cost within the current claims programs and carrier guidelines?

What is collective advocacy? 

In all these cases, whether it be a pricing software, a claim consultant, a third-party claim administrator, or a government entity, I respect and understand the need for their place in our industry. Some restorers just want TPAs to go away, but that is extremely unlikely. All these market forces are here to stay. In fact, they are likely going to increase in their significance and influence on the industry. What I am not comfortable with, and what I don鈥檛 think any contractor in the property claims industry should be comfortable with, is the fact that we have virtually zero collective representation to any of these claim resolution stakeholders. Our voice is neither heard nor valued.

Somewhat embarrassingly, we are part of the problem. Our voice is not heard or appreciated because we do not speak with collective unity and focus. Some of these individual entities may have a group of contractors on their advisory boards who counsel them on best practices, but their counsel is often fragmented and inconsistent. It could be argued that the worst voice for contractors is a single or small group of contractors. They often state, 鈥淚 just can鈥檛 tell my contractor services network that this new policy is harmful because they might stop sending me claims.鈥�

Realistically, contractors have abdicated their voice to the TPA networks, which essentially speak on behalf of restorers to the insurance carrier community. Is this improving the landscape for the restorer? Are claims running smoother, more efficiently, and more profitably? Overall, the answer is no. Increasingly, contractors are reducing territory, seeking other claims sources, or trying to get out of TPA work entirely.

It鈥檚 time the restoration industry starts to speak for itself. As the restoration industry鈥檚 premier trade association, RIA should be the conduit for this voice. RIA is an association with an impressive history and pedigree. Trade associations typically advocate for their trade and their members. This is what we should be doing now and what we should have been doing for the past 74 years. It is counterproductive to discuss why we haven鈥檛 done this. What we can focus on at this point is the future鈥攁 future that can be better if we unite around this common goal for collective advocacy and move forward in a thoughtful and strategic manner.

I will lay out a step-by-step plan next month for how we can all come together and move forward as a cohesive unit for the betterment of the industry and every one of its hardworking members.

*This article previously appeared in C&R Magazine, Q1 2019.

Mark Springer, CR, is the CEO of Montana-based Dayspring Restoration. He serves as chair of the RIA鈥檚 education committee as well as a member of RIA鈥檚 board and executive committee. Email Springer with thoughts, feedback, and suggestions regarding this article at mark@dayspringrestoration.com.

The post The Greatest Need鈥擯art One appeared first on Cleanfax.

Visit us at booth 423

Carpet Details naturally releases dirt and oils from surfaces, utilizing a proprietary process and blend of pure, natural minerals and has been providing custom spotters to flooring retailers since 1991.

• Neutral 8.1 pH
• Mill approved for stain-resistant fibers
• Healthier for you and your customers
• Not heat activated
• No acid rinse needed, zero browning
• No VOCs, 100% odorless
• Non-allergenic, no solvents, no polymers
• No foam = No sticky soap
• Unparalleled, fiber-penetrating encapsulation
• Never loses effectiveness, never expires
• Freeze-thaw stable
• Will not corrode metal
• Not a private-labeled product
• Incredible on all fibers (polyester, olefin, nylon, etc.)
• Drastically reduces ordering, stocking, mixing, and training on several chemicals
• Perfect for commercial glue-down carpet
• Prespray entire areas for faster cleaning (no worries if it dries before getting to it)

For more information, or a free sample, call/text 800-693-6464 or email info@carpetdetails.com.

Contact: 800-693-6464听听听 |听听 听听听|听听 info@carpetdetails.com

[infobox title=’An Indiana-Based Company Powers the Restoration Industry’][/infobox]

Visit us at booth 521

GMS Distribution (GMS) was founded in 2008 in Fort Wayne, IN by Gerrett M. Stier. Gerrett created GMS鈥檚 Portable Power Distribution Center (the 鈥淕-Unit鈥�) in response to the restoration industry鈥檚 need for MORE electricity. Over the past decade, GMS has helped the restoration industry save time and money with the G-Unit鈥攁 small, compact, lightweight, colorful, and easy-to-use source of electricity that plugs into range and dryer 220-volt outlets.听As President of GMS, Gerrett has 17+ years of experience in residential and commercial electricity as a journeyman electrician, manufacturer, and business owner/operator. In his own words, Gerrett shares why GMS is a valuable partner for the restoration industry:

What makes GMS unique?

Every G-Unit is hand-assembled in the USA.听GMS also sources more than 50% of materials from Indiana-based companies.听Also, customer service is a top priority for GMS.听I want to use my electrical expertise to help the industry.听 Electricity can be confusing, which is why I am available to help 24/7.听My cell phone number is literally on our website.听Contractors are always surprised when I answer their call on a Sunday evening! Finally, I stand behind everything that comes from my shop, every power box literally has my initials (GMS) on it. Our G-Units have a 3-year full warranty.

Contact: 260-312-2736听听听 |听听

[infobox title=’Meet the DryLINK Ecosystem New in 2019 from Phoenix’][/infobox]

Visit us at booth 501

You can truly BE EVERYWHERE AT ONCE with DryLINK, DryTAG, DrySENSE, and DryPHONE!

DryLINK by Phoenix is the free, job-based drying log app, which connects to Bluetooth- enabled equipment and works with iOS and Andriod phones. The DryLINK 2.0 update is available NOW. We鈥檝e updated our Drying Report, added moisture content readings, and added auto-complete to speed up the job setup. You now can add non-smart equipment to your company鈥檚 inventory, enter chamber dimensions with our built-in calculator, and add multiple drying log entries per day if needed!

MEET THE REST OF THE ECOSYSTEM: The NEW DryTAG Bluetooth Beacon with a built-in accelerometer that comes included with select Phoenix equipment and can be added to ANY equipment. DrySENSE is a Bluetooth material moisture level sensor for setting and monitoring moisture goals on the jobsite. DryPHONE is an optional, dedicated, leave-behind device for remote monitoring and instant notifications in real-time. More exciting news from Phoenix: Not only does the newest DryMAX XL have built-in Bluetooth capabilities, but now the original DryMAX can be updated to also have Bluetooth!

Other outstanding features of the NEW DryLINK 2.0 update:

• Support for DrySENSE鈥攁utomatically or manually enter
  moisture measurements
• Support for DryTAG鈥攃an be added to any equipment for
  inventory tracking, on/off notifications, job hours, and life hours
• Support for DryPHONE鈥攔emote monitoring and alerts
• New advanced, graphical drying report
• And many more

Contact: 800-533-7533听听 |听

[infobox title=’Wall cavity drying in a fraction of the time’][/infobox]

Visit us at booth 319

The Aerator is an innovative tool used to improve and speed up the restoration process after a water-loss event. Invented and designed by experienced pros in the restoration industry, the Aerator is designed for wall cavity drying. It creates a precise 5/8-inch hole in wet drywall, leaving no debris to clean up.

No longer back-breaking work, the process can be completed 15 times faster than the traditional drill and vacuum. What would normally take a technician an hour, they can now do in 5 minutes! In less than an hour of use, the Aerator has paid for itself!

Use Xactimate code: WTR WALLH.

Contact: 779-210-3000听听听 |听 听听 听|听听 info@restorationtools.com

The post The Experience Profiles 2019 appeared first on Cleanfax.

In recent years, many severe weather events have impacted North America, including a string of monumental in Texas (Hurricane Harvey), the Carolinas (Hurricane Florence), and the Caribbean and Florida (Hurricanes Irma and Michael).

A slew of other localized and regional storms, fires, and cold-weather have hit communities spanning the United States.

What these events have in common is the wide range of damage they cause to buildings, from flooding and wind-driven rain to related building-envelope failures that allow water to infiltrate into the structure.

The most pressing concerns for the building owners who have experienced these events include physical property damage to the finished surfaces, contents, and HVAC systems as well as biological concerns from the potential of contaminated water (Category 3 water) and, ultimately, fears of mold growth within the property.

When one of these events occurs, the restoration industry descends upon the impacted community to assist with the cleanup, stabilization, and rebuilding efforts. Although many restoration projects for large-loss events may have similarities, others are unique. No matter which type of project you attempt to tackle, each one begins with assessment and testing to determine the extent of the damages. This article is not intended to outline how to do restoration or remediation work, nor is it meant to address regulatory differences between states that have licensing. Rather, this discussion is intended to provide useful tips and a technical perspective for restorers, remediators, indoor environmental professionals (IEPs), and assessors.

The following considerations will encourage a consistent approach for addressing the initial damage-assessment phase, analytical testing as part of the assessment, and the post-restoration/remediation phase to verify that the restoration work performed meets the goals outlined during the initial assessment. The amount and nature of data obtained through each phase will depend on the type of project, but the key is to gather enough information to illustrate the conditions of the property in order to tell a story. How well the story reads is a reflection of how you鈥檝e organized and used the information obtained in the field during all phases of the project.

Assessment phase

Many published documents outline various approaches and items to include for assessing buildings impacted by large-loss events. Possibly the most well-known and utilized are the and . Another excellent resource is the ASTM E2418-06 Standard Guide for Readily Observable Mold and Conditions Conducive to Mold in Commercial Buildings: Baseline Survey Process. These were developed specifically for the restoration and remediation industries and provide a good baseline of considerations for the restorer to implement for water damage restoration and mold remediation.

Other agencies and organizations have published similar guidelines that address how to approach loss events such as flood damage, hurricane damage, and mold contamination. The majority of these come from the U.S. Environmental Protection Agency, various state health departments, and the Centers for Disease Control and Prevention. Often the best advice is to combine important points from each reference and organize them for your individual purpose.

A good assessment of either residential or commercial properties should include the following:

No. 1: Interview

During, or if possible, prior to the site visit, identify a person or persons knowledgeable of the damage specific to the large-loss event and how it may have impacted the building. The interview can also provide background information on the physical characteristics, maintenance, and repair of the building. The goal is to understand the subject property鈥檚 historical repairs and replacements, history of occupant use, level of ongoing preventive maintenance, pending repairs or improvements, frequency of repairs and replacements, existence of ongoing or pending litigation related to its physical condition, the presence of observable water damage, mold, and physical de铿乧iencies. It is within the discretion of the person doing the initial assessment to decide which questions to ask before, during, and after the site visit.

No. 2: Orientation of property

During the walk-through assessment, consider the property orientation to determine if the building is obstructed by bodies of water, adjacent buildings, or other obstacles.

No. 3: Photographs

Document the representative conditions and observable water damage, physical growth, and physical de铿乧iencies with photographs. Make a reasonable effort to record the typical conditions, including observable water damage, mold growth, and physical de铿乧iencies, if any.

No. 4: Speci铿乧 areas to inspect for damages

Examples of areas to include in the inspection are as follows:

• Exterior鈥擵isually and physically inspect the periphery of all structures on the property.
• Exterior building walls鈥擵isually and physically inspect the exterior building walls.
• Mechanical systems鈥擵isually and physically inspect mechanical systems, including HVAC systems and cooling towers.
• Roofs鈥擨nspect roofs for obvious signs of leaking, such as split seams and excessive areas of patching (frequently identi铿乪d on 铿俛t gravel-surfaced roofs by the gravel being moved to allow repair and not being replaced over the repaired areas).
• Air intakes鈥擨nspect HVAC air intakes for signs of mold or for standing water in their vicinity.
• Interior鈥擵isually and physically inspect the interior of structures on the property: Readily accessible common areas expected to be used by occupants or the public (such as lobbies, hallways, utility rooms, and recreation areas), maintenance and repair areas (including mechanical rooms), and a representative sample of occupant spaces. Additionally, examine attics, basements, cellars, and other such areas of the building not usually occupied. Use moisture meters, moisture sensing probes, borescopes, thermal imaging, and the like to survey under 铿俹ors, above ceilings, behind walls, or within con铿乶ed areas such as chases, ducts, or crawl spaces. These areas are not generally considered readily accessible and warrant an extraordinary physical search.
• Interior areas near visible exterior water damage or drainage鈥擨f the exterior walls show or drainage (gutter discharge), inspect the interior walls adjacent to these visible exterior conditions. If reasonably possible, inspect the interior wall cavities of exterior walls. If needed, you can inspect these locations from above hung ceilings or through existing wall penetrations.
• Interior areas near below-grade exterior walls鈥擨nspect interior wall surfaces that are near locations where the exterior of the building is below grade or at a lower level than the surrounding land. If reasonably possible, also inspect the interior wall cavities of exterior walls.
• Toilet rooms and bathrooms鈥擮bserve toilet rooms and bathrooms for operational exhaust fans, leaking plumbing 铿亁tures, and sewage backflow. Observe, and if accessible, operate exhaust fans to ensure they are drawing air from the space. Check the areas around the fans for mold.
• Kitchens鈥擮bserve kitchens, including enclosed cabinets and areas beneath sinks and around traps. As in bathrooms, observe and test exhaust fans and check for mold.
• Condensation/Drip pans鈥擳o the extent that they are readily accessible, inspect condensation/drip pans under coils of air conditioners or other HVAC equipment for standing water and microbial growth.
• Crawl spaces鈥擨nspect crawl spaces and document those conditions that are easily visible from your point of access. Note any evidence of previous substructure 铿俹oding or water penetration if easily visible or if such information is provided.
• Basements, cellars, and elevator shafts鈥擮bserve basements, cellars, and elevator shafts along the building鈥檚 exterior perimeter walls for evidence of visible mold, signi铿乧ant water intrusion, or both. Inspect any sumps, perimeter channels, or other areas of open water in the basement and cellar.
• Plumbing鈥擨nspect exposed plumbing in basements, cellars, and other readily observable locations for water leaks or condensation.
• Fire suppression systems鈥擮bserve exposed 铿乺e suppression system components in basements, cellars, and other readily inspected locations for leaks or condensation.
• Windows and sliding doors鈥擨nspect frames and perimeters for observable standar, mold, and physical de铿乧iencies conducive to mold, such as condensation, as well as areas where leaks can occur.
• Attic spaces鈥擨f readily accessible, observe attic spaces, especially around roof penetrations where 铿俛shing would be expected. On buildings with pitched roofs, inspect, if possible, areas near buildings鈥� eaves. Inspect attic insulation for signs of observable , mold, and physical de铿乧iencies conducive to mold.

Assessment phase analytical testing

The assessment should include some level of testing to investigate the condition of building materials for water impaction damage, microbial contamination of the building materials, HVAC system, and contents鈥攁nd in some cases, the air quality within the building. The minimum tools to perform a visual assessment include a moisture meter to determine the moisture content of building materials and a hygrometer to measure important environmental factors such as relative humidity, air temperature, and surface temperature. More elaborate tools, such as thermal imaging devices and data logging sensing equipment, could also be employed.

An assessment performed by an industrial hygienist, IEP, water damage and assessor, or consultant may also include biological testing of building materials and bioaerosol air quality sampling. This is accomplished using direct measurement techniques with tape lifts, surface swabs, ATP measurements, bulk sampling of materials, wipes, fungal air spore trap testing (total microscopy analysis), culturable air, and related collections. These techniques can be used to analyze bacterial pathogens and total biological load and contamination, as well as mold growth contamination and potential aerosolization throughout the impacted and adjacent areas.

The purpose of any testing is to provide a baseline of the representative conditions present. The test results complement the visual assessment and sensing measurements and develop conclusions and recommendations for a restoration and remediation work plan. This includes environmental stabilization, drying efforts, restorative cleaning, and mold or biocontamination remediation. Conditions within water-damaged buildings can change quickly, especially where there is little or no climate control, so any testing performed is generally a grab sample or snapshot of the representative conditions. Environmental testing is not designed to be diagnostic in nature, nor is it intended to provide any medical conclusions. Rather, it is another tool to help tell the story of what is going on within a building that has sustained a large loss.

Post-restoration/remediation verification phase

Once the restoration or remediation work is completed, the final post-restoration/remediation verification (PRV) phase should be performed. Depending on the type, size, scope, and budget of the project, the PRV phase could range from a minimal final assessment to one that is extremely complex and comprehensive. The time between restoration or remediation completion and some level of repair or reconstruction of the building is weeks or even months, so the conditions present during the PRV are only going to represent the conditions at the time of the evaluation and possible testing.

In the publication Post-Remediation Verification of Mold and Bacteria Projects, Dr. Robert Brandys and Gail Brandys offer guidance on the PRV phase that can be applied to residential and commercial properties and to large-loss situations. The focus of this publication is how PRV can be broken into five levels of cleanliness assurance based on the risk levels of the occupants. The following summarizes the PRV levels outlined as a consideration to verify project completion and related quality assurance:

PRV level 0-A (visual PRV only) and level 0-B (level 0-A with documentation)

• The amount of water damage or mold growth is small
• A small or limited release of water occurred
• The conditions for mold growth were not favorable (e.g., it dried rapidly)
• The remaining building materials do not support mold growth or were not impacted
• No high-risk occupants are involved
• Proper remediation practices were followed
• Photographs of the remediated area were taken
• Moisture and humidity levels are normal
• Materials removed and the method of how surfaces were cleaned (e.g., HEPA vacuum cleaned, wet wiped, etc.) are known
• The condition of the surrounding building components and why these materials did not have or did not support mold growth are known
• Items were treated with a biocide or an encapsulant/coating was applied
• Replacement materials are mold resistant

PRV level 1: Level 0 conditions don鈥檛 exist

• Some porous materials are left
• Water was present for a period of time
• Conditions were favorable for microbial growth
• Water may have flowed to adjoining areas
• Previous water intrusions have occurred there
• Remediation practices are not verifiable
• Visual inspection of ductwork is inconclusive

PRV level 1: Level 0 plus testing

• Documentation of airborne mold spore levels being acceptable
• Documentation of removal of mold contamination on surfaces, typical remediated surfaces; swab or tape testing of known restored or remediated area
• Inside ductwork, vacuum sampling with template

PRV level 2: When level 0 conditions don鈥檛 exist, and occupants are reporting generalized symptoms or bacteria growth is also an issue

PRV level 2: Level 1 with more testing

• Documentation of airborne mold spore levels being acceptable, and
• Documentation of return of mold contamination on surfaces to background levels, and
• Documentation of bacteria removal and disinfection as necessary

PRV level 3: Cleanliness assurance for highly sensitive occupants or unknown situations

• Documentation of airborne mold spore levels being acceptable, and
• Mold growth and biocontaminated materials
  adequately removed by the remediation firm, and
• Remaining dust reservoirs in the remediated area will not be affected by air movement in the building or walls in the future
• Airborne mold spore level testing
• Aggressive dust removal techniques (air washing)
• Dust level testing (using particulate counter)
• Establishing statistical significance
• Both culturable and total mold spore testing
• At least three sampling locations in the remediated area
• Total of six samples in remediated area
• Quality control reference samples (outdoors, outside containment, unaffected areas)

PRV level 4: Cleanliness assurance for high-risk occupants (such as immunocompromised occupants) and high-risk environments (such as hospitals and retirement homes)

• All the items in level 3
• Infection control risk assessment (ICRA)鈥攈ealth care related
• Establishing statistical significance of the monitoring data
• Hospital standards apply: < 1 spore/m3 Aspergillus spp.
• Clean room standards apply for particulates, , and bacteria in the air and on surfaces
• Requires longer sampling periods and/or more samples collected

Conclusion

A logical and concise approach for evaluating large-loss projects after a or flood-related event is not only recommended but necessary. It ensures that expectations for proper restoration/remediation are met and that the quality of the outcomes is acceptable to an IEP and, ultimately, the building owner. A consistent approach to conditions assessment, analytical testing to help with the scope of work development, and appropriate PRV will provide a level of repeatability that restoration contractors and IEPs can rely upon to meet industry and to substantiate the costs associated with performing these types of projects.

Slade K. Smith, RPIH, AIEH, is an , a registered professional industrial hygienist, and is the owner, president, and CEO of the Industrial Hygiene Consulting Corporation, a private environmental consulting and testing firm focused on identifying and solving indoor environmental problems, building-related deficiencies, disaster and water loss consulting, and microbial impacts of water loss events. He can be reached via email at slade@ihpros.com.

The post Assessment and Testing After Major Disasters appeared first on Cleanfax.

All around us, technology is fundamentally changing our daily lives. Even if you feel a resistance to technology, you must admit this is true. With gig-economy platforms like Airbnb and Uber, the once safe revenue streams of the hospitality and transportation industries have been disrupted by changing consumer preferences. While these have been led by various innovative thinkers, they鈥檝e all been enabled by the universal adoption of mobile technology.

Led by these shifting consumer (policyholder) expectations, insurance companies have begun to pivot as well. The ability to give real-time photo updates, geo-verified data, and electronic records has become an expectation placed on any contractor serving the insurance or property management industries. While this comes as no surprise to anyone in 2019, there are still many out there kicking and screaming over the responsibilities that go along with these additional expectations.

Business owners across all sectors of our economy are waking up to the reality that digital and mobile advancements are wholly transforming the ways businesses and consumers consume. As was discussed in a recent Forbes* article, a 2018 survey of more than 600 professionals worldwide found that 鈥渋n terms of the most important commerce-specific development coming in the next 12 months, about two-thirds of respondents viewed improving the customer journey and user experience as the most important initiative in 2019.鈥�

While I鈥檓 not sure that two out of every three restorers are reworking their customer journeys in light of digital shifts this year, you should be!

Resistance in restoration

Resistance to technology shows itself in a few different forms for a restoration contractor, ranging from severe to more benign, but even the smallest opposition can have a meaningful impact on the bottom line in the modern world.

1 | Viewing 鈥渃omputer stuff鈥� as just another box to check

For anyone who has established a business and experienced success, new requirements and change are often met with skepticism. As you鈥檙e faced with ever-increasing demands for documentation, provided in (or near) real time, it is easy to view this as simply 鈥渁nother hoop we need to jump through.鈥� This view of evolving technology as a nuisance that needs to be tolerated is the first and probably most dangerous form of resistance.

Throughout my 17 years in the restoration industry, I鈥檝e seen many examples of business owners who, often out of fear, decide that all the 鈥渃omputer stuff鈥� must be handled by a single person or group. The system becomes a job unto itself instead of a tool to make everyone better and more efficient. This type of reaction is unfortunate for two reasons: First, requiring any process to funnel through a single point of failure will only lead to bottlenecks and mistakes; second, these business owners are missing out on an opportunity to push a culture of accountability and inclusion.

A great way to get more out of your team is to allow everyone to participate. By keeping staff out of the documentation process for fear that they might mess something up, owners end up self-imposing roadblocks to technological transformation. Success only comes when owners and general managers begin expecting all team members to play their parts when it comes to digitizing your restoration company.

2 | Not making or prioritizing technology plans

Another form of resistance to technology among restoration owners is the tendency to leave technology plans ambiguous or allow individuals, teams, or locations to 鈥渄o their own thing.鈥� By taking a pass on the strategic decision of collecting data from the field, the team gets confused and the data asset is left incomplete at best or misleading at worst.

Just as a business owner needs to make decisions about how they will bring their brand to market and what sort of training or certifications their team members may need to do certain jobs, owners must make clear the company鈥檚 technology standards. Nobody allows their technicians to start a loss without a drying plan, leaving them to decide the best course to take. Why would we be okay with allowing them to decide how best to document it?

By having systems in place and following up on compliance with those standards, you will find out who is truly 鈥渙n the team鈥� and who is damaging the value of your data asset.

3 | Expecting your team to use tech but not using it yourself

Ask yourself a question: If you get a call from a property manager out of the blue and they are looking for an update on a job, what do you do?

Do you go to an electronic job file, read the recent notes, view the photos from that day鈥檚 site inspection, check the moisture logs for the past couple of days, and let the customer know what you see? Or do you pick up the phone and call someone else to ask what is happening?

In our company, we differentiate these two responses as digital or analog. An analog manager doesn鈥檛 bother to go to the digital record themselves. Maybe it鈥檚 a matter of not trusting that the digital file is actually up to date, but I would argue that if you don鈥檛 start operating from the real-time data, your team will never take real-time documentation seriously. You鈥檒l find them thinking, 鈥淲hy bother? Management is just going to call and ask me anyway.鈥�

As the owner, you need to lead your company through these transformations. If technology is going to be a true enabler of efficiency, you have to be a part of that as well.

What can you do about it?

Make a plan, pick a technology platform, include the team, and make your expectations known. Then go tell your technology story to your referral partners. Make sure that people know you can deliver consistent, quality results, and keep them informed鈥攂ecause you鈥檙e 100% digital.

At the end of the day, shifts in technology like the ones that we鈥檙e seeing in our industry always create opportunity鈥� for someone. Let your clients know that you are a partner to them that can enable advanced, customized workflows for them while still being consistent in your service delivery. Don鈥檛 wait around for someone else to disrupt your comfortable revenue stream鈥攂e a technology leader and capture more market share in this opportune, technological inflection point.

*Evans, Michelle. 鈥�5 Stats You Need to Know About the Digital Consumer in 2019.鈥� Forbes.com. Dec. 18, 2018.

Garret Gray is the president and CEO of Next Gear Solutions, which works to reimagine restoration job and business management with products like DASH. For more information, visit .

The post 3 Ways You鈥檙e Getting in the Way of Your Restoration Company鈥檚 Tech Transformation appeared first on Cleanfax.

We in this industry are Microbial Warriors. While we may not recognize it, each day we respond to situations that involve biological or infectious disease agents.

[quote align=’right’]The worst pandemic in modern history was the Spanish flu of 1918, which killed tens of millions of people. Today, with how interconnected the world is, it would spread faster. 鈥擝ill Gates[/quote]Experts warn that we are not ready to keep the United States鈥攁nd the world鈥攕afe from the next pandemic. Global health experts such as former Centers for Disease Control and Prevention Director Dr. Tom Frieden, philanthropist Bill Gates, and former World Health Organization Director Dr. Margaret Chan have expressed concern that not enough is being done to prepare for a disease outbreak, leaving our worldwide community vulnerable. The current system for responding to infectious diseases is defective.^*

Our mission

天美传媒 and GBAC (Global Biorisk Advisory Council) have recognized the need for change and believe it can be achieved by working together and, therefore, established a merger of the organizations.

鈥溙烀来� and GBAC have come together to make the world a safer, healthier, and better place,鈥� says John Barrett, executive director of 天美传媒. 鈥淭he merger clearly complements 天美传媒鈥檚 mission to change the way the world views cleaning and advance the professionalism of the cleaning industry.鈥�

Those in the cleaning profession have an essential role in this mission. We are the frontline specialists asked to clean, sanitize, and disinfect areas where infectious diseases, beyond bloodborne pathogens, might be present. Being trained to prepare for, prevent, respond to, and recover from these events helps us all become successful Microbial Warriors.

Our vendors and manufacturers have a critical role in this mission as well. They come forward with innovative ideas and solutions that make our jobs more effective and efficient. Working collectively, we can improve how we react to infectious diseases and create a world that is not only healthy but also thriving.

Who is GBAC?

Now a division of 天美传媒, GBAC started from a conversation among individuals with backgrounds in biosafety/infection control, forensic restoration, and bio-decontamination/remediation and cleaning. This conversation identified gaps within those industries and that, through collaboration, those gaps could be closed.

Why do we need GBAC?

By learning from each other, we can continue to increase our knowledge and skills to improve how we respond to potential biological threats and dangers in our increasingly integrated world. We can provide a critical service in global public health preparedness to make the world a better place. This is the mission of GBAC.

What will GBAC do for you?

To help set you apart from your competitors, over the next year, 天美传媒-GBAC will be rolling out new training and certifications, company accreditations, licensing programs, and special projects with which you can become involved.

A series of articles in this and other 天美传媒 publications will introduce you to GBAC and members of its Scientific Advisory Board. These articles also will discuss our services, such as GBAC educational events, which you can attend to learn more about GBAC standards and technical field guides.

Join GBAC Scientific Advisory Board members (including me) at the inaugural 鈥溙烀来�-GBAC Bio-Response Fundamentals鈥� training at the 天美传媒 Show in November. There you can become a designated GBAC Forensic Restoration Technician and learn about other GBAC programs such as Certified Forensic Operator training, Rapid Response, and more.

Check out the GBAC website at to become familiar with our board members, connect with us on Facebook, and ask us questions. We are here to serve you and our community.

I am honored and excited to be your 天美传媒-GBAC executive director. There is so much for us do, and I believe that together we will accomplish our mission!

^*Walsh, Bryan. 鈥淭he World Is Not Ready for the Next Pandemic.鈥� Time. May 15, 2017.

Patricia (Patty) Olinger, JM, RBP, CFO, CBFRS, is the executive director of GBAC and has led EHS and biosafety teams in healthcare, academia, and pharma. An international expert in the development and implementation of BioRisk management programs, including educational programs, she has a true passion for global public health preparedness, response, and recovery relating to emerging infectious diseases.

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Many entrepreneurs wonder how many marketing sources is enough for their company. The answer depends on the level of success that you want. If you鈥檙e just looking for a sub-million-dollar company, you don鈥檛 need many marketing sources. But for most of you reading this article, I imagine that you鈥檙e looking to create multi-million-dollar companies and for a few of you, companies that are doing tens of millions in sales.

There is no such thing as a 鈥�magic bullet鈥� to explode your company. I know that a lot of companies in the digital age, including all the marketing gurus we see all over Facebook, want you to believe otherwise, but it鈥檚 just not reality. Growing your company takes time, work, and many different approaches to marketing.

Marketing sources and the magic number

So how many different marketing sources do you need to create a company as successful as you want it to be?

As many as it takes.

The formula for marketing strategies is simple: Do you make more money on the marketing program than you spent?

Would you spend $1,000 to make $2,000?听I would. Would you spend $5,000 to make $20,000?听I would. I continue using any marketing source that returns multiple times what I spent. Then I look for opportunities to add more and more. The longer you keep these strategies in play, the more they seem to snowball over time, returning more and more on your investment.

Mistakes you’re making

The biggest mistake I see a lot of business owners make is that they鈥檙e constantly changing marketing programs. Business owners can sometimes be nervous or impatient, jumping from one marketing source to the next because they assume it鈥檚 not working if they don鈥檛 see a large immediate benefit. There are two problems with this approach.

First, it takes time to see a return on your investment in a marketing strategy. Each strategy requires your focused attention as you try it out, gather feedback, and make adjustments. Second, successful companies balance multiple marketing programs, all operating simultaneously. If you simply turn off one marketing source to try another, you kill all the progress and growth of the first, setting your company back each time you try something new.

You must persist in a marketing strategy in order to achieve stable progression and see a return on your investment. When you are ready to try a new marketing source, add it to your existing program rather than jumping ship so that you are developing a multi-faceted marketing approach. Companies of significant size typically balance six or more marketing sources operating simultaneously that are stabilized and consistent.

So therein lies the trick. Can you听persist听at one marketing source and make it work through all the barriers that you will inevitably encounter?听听And then can you maintain that source as you add others, working to make them all stable and successful?

If you can be consistent, you will discover most marketing programs gain more and more traction the longer they are in play, eventually achieving a snowball effect that will leave you with no doubt that your investment of time and money has paid off.

Dan York is the听founder and CEO of听Stellar-eMarketing, Inc. and is a seasoned entrepreneur, Internet marketing expert, and administrative and marketing consultant, as well as a veteran public speaker. More information is found on York鈥檚 websites:听听and听.

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