Page 6 - _Q4_2023 Corp Newsletter_BOOK_R3_Neat

THE PATH TO BASECAMP

t over 100 years old, there's no discounting that Rosendin is a great builder. As we developed
our Strategic Plan for the next decade, we asked ourselves, "How did we get here in the

A first place?" The financials will tell you that it's not only because we can build anything but
because we build a few things really well.

By 2031, Rosendin set a goal to revolutionize the Through our plan, the current market focus on data centers,
construction industry while building an unparalleled legacy modular, renewables, and high tech, which comprise 70% of
of opportunity for all. This goal is built upon four interrelated our business, will evolve. Markets grow and shrink, and our
and co-dependent strategic pillars that align with our portfolio, as it is today, will evolve into something different
Mission, Vision, and Core Values: Markets (Building Value), as we move three, five, and ten years into the future. Our
Financial (Building Value), People and Community (Building business's diversity and ability to take advantage of market
People), and Tools, Systems, and Processes (Building Quality). changes directly contribute to our growth. But it is not just
To reach our 10-year goals, we had to set intermediate our markets that have brought us success.
milestones referred to as basecamps, intervals along the way
that are within reach. Rosendin's initiatives, committees, Rosendin became successful by making prudent business
improvement activities, etc., must align with the basecamps decisions regarding people, markets, and organizational
so the organization can move together seamlessly. structure, as evidenced by the best-in-class balance
sheet we've built over the last 25 years since becoming
As we enter 2024, we are one year away from our first base a completely employee-owned company. This financial
camp that targets clear alignment of business-intelligent strength has allowed us to be opportunistic in our decisions.
decisions across the company. Within our Financial pillar, What we do is not dictated by our financial partners. We
Rosendin set a goal to "achieve extraordinary financial value the advice and wisdom of these partners and consider
success, with industry-leading financial resources and data it when making decisions.
analytics to continuously innovate in ways that are virtually
impossible to duplicate." By 2025, we will have established As we look to our first basecamp in 2025, we are developing
decision-making teams that enable the confident strategic a base for the remainder of the strategic plan that allows the
deployment of capital and provide an innovation platform for company to grow smoothly and successfully. In turn, we have
the industry. the ability and focus to create opportunities for our current
and future employees. 

6 | THE FEEDER