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The "Central American Solidarity Associa-
tion of Maryland" based in Langley Park,
Maryland was created in response to the
human needs of the
thousands of Central
Americans arriving
to the DC area after
fleeing wars and
civil strife in their
home countries.
Their headquarters
building is a 20,000
square foot 3 story
Georgian Revival
mansion erected in 1924 and once owned by
the granddaughter of Robert McCormick,
who helped invent the mechanical reaper. It
has also housed a seminary for a Canadian
Catholic order, a Montessori school and even
a child care center. By 2008 it had become a
dilapidated building which was donated to
CASA de Maryland.
Hamel Commercial Inc. would oversee the
$31,000,000 project and hired C. J. Coakley
Co, Inc. to carry out major components of
the restoration. Our tasks included repair and
patching of approximately 60% of the exist-
ing plaster, all of which was on wood lath.
New stud and drywall partitions were added
on the first floor and basement, as well as a
drywall ceiling on old existing joists on the
main floor. The corridor ceilings were re-
placed with new veneer plaster and a cotton
sprayed ceiling was added over drywall in
the new extension. An exterior plaster sys-
Volume 12, Issue 1 December 2010
I N S I D E T H I S I S S U E :
T H E I N S I D E C O R N E R
C . J. COAKLEY CO., INC .
tem was added at the new rear entrance giv-
ing a fresh new modern feel to an old his-
toric building. Our ornamental plaster sub-
contractor, Hayles and
Howe, did an out-
standing job restoring
and replacing a lot of
the ornamental plaster
on the first and second
floors.
Installing exterior plas-
ter systems during a
typical Washington,
D.C. winter is not an
easy task and involved tenting large areas
and providing temporary heat to allow our
systems to dry. Many of the rooms, espe-
cially in the upstairs, were small with some
rooms barely measuring five feet deep.
Working in such small quarters with corri-
dors just over two feet wide can hinder pro-
duction but our employees once again
knuckled down and did what had to be done.
Seemingly easy tasks became difficult.
These included mixing plaster outside and
stocking material. Drywall and metal studs
had to be carried up and down narrow stair-
ways. Matching new plaster work to plaster
almost one hundred years old requires talent
and experience both of which we possess
within our workforce.
This project allowed us to showcase our ver-
satility and complete another difficult project
on time and within budget.
CASA DE MARYLAND BY PAUL O‟CONNELL
CASA DE
MARYLAND 1
PRESIDENT’S
COLUMN 2
METROPOLITAN AME
CHURCH 2
BOB’S CORNER 3
REMEMBERING
BRIDIE
3
NOAH’S ARK 4
CURRENT
ESTIMATING TRENDS 6
CELEBRATING 40
YEARS 7
EMPLOYEE NEWS
AND RECOGNITION
8
General Contractor:
Hamel Commercial Inc.
Architect: Bucher/Borges Group
Estimator:
Bill Brown
Project Manager:
Paul O‟Connell
Subcontractor:
Hayles and Howe
Key Personnel:
Guido Vallejos
Moses Hernandez
Entrance Lobby - Before
Entrance Lobby - After
The Ins ide Corner
PAGE 2
I was recently honored by a variety of construction industry leaders for my 40 years with C.J.
Coakley Co., Inc. and one of the most interesting gifts I received was a copy of “Life” magazine
dated June 5, 1970. The headline for the issue is INFLATION, RECESSION AND A FRAN-
TIC BEAR MARKET. From the main article:
“Americans who still have jobs are feeling the pinch. The frills get cut first. The family
car gets a reprieve for one more year - and Detroit goes into a tailspin: car sales are
down more than a million from last year. For waiters standing idle in expense-account
restaurants, it is a depression, not a recession. Charity collections are way off, and at
benefit luncheons, consommé is served instead of shrimp cocktail. Voters, increasingly
worried about committing themselves to future high taxes, voted down 67% of all the
school bond issues submitted to them in the past year.”
Certainly things have changed in forty years or have they?
Our entire construction industry is certainly feeling the same pinch it experienced in 1970. The
advances in construction technology have not sheltered the industry from layoffs and “cut
backs”. The meltdown of our large financial infrastructure began a downward spiral of the con-
struction industry with no immediate signs of reversal.
But remember 1970! Now, as they did then, Americans and American companies will overcome
this recession. My hope for 2011 is that jobs will be created, and as lending increases, construc-
tion will slowly strengthen during the next year. With 40 years in the business you have to be an
optimist because you have this “gut” feeling that this business, this industry called construction,
cannot stay down much longer. Our country was founded on “new” things - new government,
new lands, and new businesses. Like many of you I‟m hoping that this new era (or, as Kennedy
said, this new frontier) begins soon. For forty years I‟ve become associated with the most vi-
brant industry in this country and for those just starting their 40 year adventure - hang in there
and I promise it will be rewarding.
PRESIDENT’S COLUMN BY DOUG AYERS
METROPOLITAN AME CHURCH BY BOB CONSROE
Liam Coakley was excited when he told me about the job he had won - the Metropolitan Afri-
can Methodist Episcopal Church in Washington, D.C. Being a D.C. native, I knew about the
church at 1518 M Street, NW. It‟s a church that has a rich history with both Frederick Douglass
and Desmond Tutu speaking there. Known as “The National Cathedral of African Methodism”,
it is over 120 years old and has a collection of beautiful stained glass windows. I also knew that
in economic down times, which certainly describes the current market, this church work could
offer an opportunity to keep a crew busy. Now I was getting excited! I assumed there would be
a large plaster patch component in the Sanctuary and maybe some drywall and acoustical work
in the meeting halls or church offices.
As it turns out I wasn‟t exactly right. Our contract was to remove the existing metal ceiling
laminated to a wood lath and plaster ceiling and replace it with a new metal ceiling covering a
new sheetrock ceiling to protect the wood roof trusses over the entire sanctuary. About the only
good news was that the general contractor, Gilford Construction Corporation, had already
installed a scaffold in the sanctuary. Our plaster superintendents Bill Lewis and Jim Bowman
surveyed the scaffold and immediately made plans for a containment system for the dirt and
dust and plaster mess and for a chute to a dumpster in the alley to discard the debris. The
church would assume ownership of the existing historic metal ceiling panels - stamped 2‟ x 4‟
steel panels probably made in the 19th century. The new metal ceiling needed to match the old
ceiling. We located a replacement from M-Boss, Inc., a metal stamper in Ohio, and started the
demolition process. After much coordination, the new ceiling was installed. The toughest and
most unexpected part of the job was over. Next came the plaster patching and work in the so-
cial hall which followed as change orders. We are proud to have been part of such an historic
renovation.
The transformation is now complete. A church that was on the National Trust for Historic Pres-
ervation‟s 2010 List of America‟s 11 Most Endangered Historic Places is ready for use into the
next century.
Hoping for an
Economic Recovery
in 2011
New Metal Ceiling
The Ins ide Corner
PAGE 3
BOB’S CORNER BY BOB CONSROE
In another article in this newsletter, Bill
Brown, Estimator First Class, wrote about the
„on screen‟ takeoff and pricing evolution for
estimating. Having been in the drywall busi-
ness since before the advent of the „fax‟, I
consider myself a witness to a dramatic en-
counter between construction and technology.
We in operations have embraced the arrival
of all developments as a result of this encoun-
ter. Project managers in operations are us-
ing the same digitizer and electronic floor
plans to arrive at by-floor quantities for walls
and ceilings to calculate material stocking
lists. It can be used to assemble labor budg-
ets as well. The color coded floor plans have
great value for our field staff and for the gen-
eral contractor and owner when discussing
jobsite issues. In many cases project manag-
ers have learned this digitizer system on revi-
sions issued to jobs and educated themselves
on small changes which leads to whole job
use.
Also in operations, two major changes define
our day to day world: email and electronic
document exchange. The number of tradi-
tional printed letters on stationery has been
reduced to almost nothing in the last two
years, but the number of emails on jobs has
grown exponentially. Most, if not all, of the
daily communication now takes the form of
an email. Our monthly billings are electronic.
All changes, including sketches and revised
full sized drawings are sent electronically or
warehoused on virtual sites that are accessed
for downloads. Printed submittals with pages
of product information have been reduced to
electronic files. Virtually all jobs now re-
quest or in some cases, dictate that submittals
be made in electronic version. The amount of
traditional post office mail being received and
sent has been reduced to a very small amount.
As quickly as we find comfort in the world of
emails, TIFs and PDFs there are changes
coming. One change that we have seen is
computer driven punchlist programs. It‟s an
electronic form for the punchlist maker who
creates a database for all punchlist items.
When transmitted to the subs it becomes a
vehicle for the repair person to make repairs
and transmit details of the time and nature of
the repairs back to the builder. This should
be a step forward in the management of
punchlists from the day when it was a two
inch thick book of items needing attention
and adjustment. Another development is
jobsite computers with internet capability for
our foremen. This allows general contractors
to email information to the office project
manager and the jobsite foreman at the same
time. Sending paperwork to the field is now
much easier. Jobsite payrolls can be sent to
the office using the internet as well. No more
need to collect timesheets at the jobs on Mon-
day. I have even seen general contractor su-
pervisors walking with pad type computers
loaded with contract drawings to verify de-
tails and conformance to the drawings as they
walk the job. This has incredible power for
quality control.
The overall goal of the electronic age is to
facilitate the exchange of information and
improve communication. We welcome these
developments and are hopeful that the results
are beneficial to all parties.
REMEMBERING BRIDIE
Last September our long time coworker and friend Bridie Scollard lost her three year battle with
ovarian cancer. She waged war against it valiantly and even participated in clinical trials in the
hope of putting her disease into remission, and to help other women who would be diagnosed
with the disease.
Bridie loved life. She loved being Irish and a mother to her three children - Kathie, Michael and
Tommy. She loved being a grandmother to her seven grandchildren. She was a good sister,
friend and colleague who always had a minute to share with anyone who wanted to talk.
She also loved to travel. Her plan was to retire, after nearly 25 years at C.J. Coakley Co., Inc.,
get in the car and take turns visiting her children and grandchildren. She had plans to return to
Ireland, England, Australia and New Zealand to visit friends and relatives.
Bridie was a voracious reader and avid sports fan. She enjoyed playing golf and keeping fit. She
worked out at the Springfield Curves three to four times a week. Besides staying fit, she made
sure everyone who walked through the door received a warm greeting.
Throughout her illness she kept a positive attitude and never let it diminish her enthusiasm for
life. She left a legacy of dignity, honor, perseverance, joy and love. She will forever remind us
that giving up is not an option because we all have a little bit of the “Fighting Irish” in us.
Technology has
improved
communication and
decreased paperwork.
Bridie Scollard
Oct. 21, 1943-Sept. 29, 2010
The Ins ide Corner
PAGE 4
Because there are a lot of new people within the company, I thought it might be appropriate
to give a short simplistic overview of how a subcontractor operates.
First we must procure work by bidding and estimating. By quantifying abstract drawings
and clandestine specification drawn by distraught and misunderstood architects, we establish a
medium market price for a specific project based on historical data, empirical interpretations
and dialectical materialism.
Second, after getting the job, we start the process of constructing the impossible with im-
probable odds and a less than impeccable work force. With a super naturalistic view of vision-
ary epiphany, we begin each task in hope of consummating the maturation of each step.
Third, and last, after we‟ve accomplished the task, completed the feat, we seek to get the
proper renumeration due by contractual obligation as amended from time to time with delays
and damages subject to objective legislation. Concurrent with the implementation of the field
process, we pay bills and salaries commensurate with fixed purchase orders and inherent hu-
manistic abilities on daily, weekly and monthly cash or accrual basis.
If you didn‟t understand this, that‟s great, because in simple terms the company does three
things:
Get work for profit
Do work for profit
Pay and get paid to collect the profit
Basically it boils down to three schools of philosophy: optimism, pragmatic pessimism and
realism. Everybody who works for us is involved with these three operations. In easier terms
and considering recent rainy weather, let‟s consider a parable everyone is familiar with:
Noah and the Ark
Before Noah gets involved with the story, we need some background. God decides to pun-
ish all the people on the earth and needs someone to design a vehicle that will preserve all the
animals in a heavy rain - an ark.
So God needs to find an Arkitect.
God selects an Arkitect who unequivocally does not understand what God wants but needs
the work. Unable to fully understand what God has in mind, the Arkitect assembles this ark
from elements of a rowboat, a sailboat and a floating zoo.
Now God has plans, drawing and specifications, He needs a general contractor. In steps
Noah. Noah was the first general contractor (and the only one that didn‟t have an attorney).
Noah listens to God‟s warnings and requirements and says that he is the only one in town
who can build the ark within budget, on time and before the rain comes.
God listens to Noah and agrees. Now Noah had a contract - a deal made in heaven.
Next Noah needs help to build an ark, which he had never seen and knows he can‟t build by
himself. He sends the drawings and specifications to all the subcontractors in the land.
From this point on in the story, you‟ll learn how our company operates.
Back to our first axiom: Get work for profit
Responsibility: The Estimating Team also known as “The Optimist Club”
Our estimating department gets the drawings of the sailboat-rowboat-floating zoo. John
immediately calls Noah to find out how long the project will last. Noah says to figure on having
the Ark complete within 30 days and then God is going to let it rain for 40 days and 40 nights.
Never having seen a sailboat-rowboat-floating zoo, John gives the estimating job to Liam, Bill,
Carolyn, Jim, Chris and Cliff. After they work on the project for a week, they put a price to-
gether based on building a motorboat out of studs and water resistant drywall.
When Noah gets the price, he immediately says, “I think you‟ve got enough in that bid for a
destroyer and an aircraft carrier. All I want is an ark.” During the next few weeks, we negotiate
for the job with Noah. We convince Noah to only provide stalls for two animals of each kind in
spite of what God wants. Finally Noah awards the job and we become a bonafide subcontractor
on the ark project.
NOAH’S ARK OR HOW A SUBCONTRACTOR MAKES AN HONEST-TO-GOD PROFIT
This parody was origi-
nally published in 1989
and although many of the
names have remained the
same, I’ve taken the lib-
erty to change the charac-
ters to reflect our current
workforce. Because this
piece was written over
twenty years ago the lat-
est technological ad-
vances are not addressed.
There is no mention of e-
mails, project manage-
ment software, or elec-
tronic drawings and
punchlists. One can only
imagine the chaos if Noah
had insisted on BIM for
the Ark.
BY DOUG AYERS
The Ins ide Corner
PAGE 5
Second Axiom: Do work for profit
Responsibility: The Project Management/Field Team, aka “The Pragmatic Pessimist Club”
Now that we‟ve got the job, we‟ve got to do the work. Noah calls us and wants to talk about
the completion schedule (since he‟s really not sure how serious God is about the big rain threat).
In sails our project management team with our operational VPs, Bob and Doug at the helm. So
we meet Noah.
Noah shows our VP team his CPM which indicates 30 days to build the ark followed by 40
days and 40 nights of rain. The VP team immediately informs Noah that it can‟t be done in 30
days but that 70 might be possible if Noah could authorize overtime. Reluctantly, Noah agrees
and the first change order is issued. Now that our VP team has put Noah‟s mind at ease, they
review the drawings and decide that an ark isn‟t their cup of tea. They turn the job over to the
project managers - Paul G., Paul O., Ana, Majella, Michael and Russell and the field staff,
headed by Gene, Bill, Adam and Jim. Our PM team tells the field staff to build an ark but only
big enough for one small stall for each animal species. This will cut our performance time in
half and we‟ll make out like bandits.
Now comes the time for the field personnel to start constructing the ark. Although they
can‟t understand why anyone would want this thing, called an ark, they very meticulously as-
semble the ark piece by piece and notice that there is no room for the female of each species.
Understanding reproduction and the basic needs of males, they inform Noah that bigger stalls
with enough room for male and female of each specie would be better. Noah goes to God and
God agrees. He tells Noah to sign time and material tickets for extra big stalls.
Change Order #2 is issued.
Finally, as the clouds get darker day by day and the animals get in line for their departure,
we finish the project. The ark is complete.
Third axiom: Pay and get paid to collect the profit
Responsibility: The Accounting Team, aka, “The Realist Club”
While construction is in progress, we have to pay bills and pay men working on the ark.
Although the field can build an ark they‟ve never seen, getting the correct time to payroll is be-
yond their control. Payroll has to pay men who don‟t know where the time sheet is or which ark
they‟re working on - but men who know the exact amount due on Friday. Our payables clerk
has to pay bills based on information from the project management team, who don‟t write pur-
chase orders because they know the supplier won‟t use them anyway, and verified by men in the
field who don‟t know which ark they‟re working on.
In addition, the accounting department is responsible for ensuring that Noah‟s ark doesn‟t
set sail until the two change orders and the original contract are paid in full. Our CFO, Maria, is
the keeper of the funds, and she has to let Noah know that he and all the animals will never set
foot on dry land unless the bill is paid and a release of lien is signed.
Finally the bill‟s paid and the cycle is complete. All the axioms have been followed. God‟s
happy and Noah and his party did not miss the boat.
Lest I forget, there are a couple of other people who play important roles in our ark enter-
prise. First is the receptionist. It‟s her job to tell Noah, even God if He calls, that all of the com-
pany is in a meeting, but we love building the ark and someone will return his call soon. Last,
but not least are the administrative assistants. They keep everyone on their toes by reminding us
that we have an ark to build, men to pay, materials to buy- and at the same time silently type the
next proposal for a special slingshot for a man named David!
The Ins ide Corner
PAGE 6
CURRENT ESTIMATING TRENDS BY BILL BROWN
duced as needed; each take-off item can be
assigned its own color and/or symbol for
ease of identification; there is a clear record
of what has been taken off; and changes or
corrections are easy to make. Although it is
possible to price a job without a hard copy of
the drawings, most of the time we still have
a set made, usually half scale, for review of
details, elevations, finish schedules, etc.
while doing the actual take-off on the elec-
tronic drawings.
After the job is completely taken-off, the
drawing scales are checked and corrected as
needed and information for each take-off
assembly is reviewed to make sure it is com-
plete. Now the on screen take-off is ready to
be imported into the pricing component of
the estimating system. Once this is done all
of the take-off items are listed with quanti-
ties, heights, unit of measure and general
descriptions. With this process complete the
individual assemblies are built using the esti-
mating data base and the job estimate can be
finalized incorporating labor production,
material-pricing, taxes and insurance, and
overhead and profit.
As stated above the technology has changed
a lot over recent years and while the amount
of time to bid a job has been greatly reduced
and the accuracy of quantities has improved
(scale tape versus computerized scales) there
is still something to be said for opening up a
set of drawings even months after a job has
been bid and actually reviewing the plans
with a color coded take-off on it. This espe-
cially makes it easier while reviewing draw-
ings in a scope review meeting in a general
contractors‟ office and also even in our own
in-house meetings with our operations vice
presidents and project managers.
Many thanks go out to our estimating staff:
Bill Brown, Carolyn Slocum, Cliff Schaum-
burg, Liam Coakley, Jim McLaughlin, Chris
Fandel, our chief estimator John Skeffington,
and executive assistant Cathy Langman who,
among other duties, prepares our proposals
and correspondence.
An integral and important part of the com-
mercial drywall business is the successful
bidding and procurement of new construc-
tion projects. It is essential to have detailed
and complete estimates and concise scopes
of work in order to produce a bottom line bid
proposal price that will be competitive, espe-
cially in today‟s difficult market conditions.
Over thirty years ago, when computers and
estimating software were still in their in-
fancy, we were measuring quantities on
printed drawings using scale tapes. Green
accountant‟s columnar spreadsheet pads and
pencils were used for recording quantity
surveys. Each take-off item assembly would
have to be built by hand on paper to produce
a unit price, then multiplied and tallied up
using an adding machine to produce the final
estimate. This was a time consuming and
tedious process that required a lot of pa-
tience. We started using computers for esti-
mating at C.J. Coakley in 1983. It still re-
quired all quantity take-offs to be done by
hand, but that information could be manually
entered into the computer‟s estimating sys-
tem. Each assembly was then built using
items in the data base.
By the early 1990‟s digitized boards with
pencil shaped-styluses were used for per-
forming the actual take off. The plan draw-
ings were spread on top of the board, the
corners were located to set the perimeters of
the range, the drawing scale was selected
and various colors were used for each take-
off item which would be displayed on the
computer monitor. When the take off was
complete the quantities could be printed out
but still had to be manually entered into the
estimating system.
Fast forward to today. It is now possible to
take off and price a job without using paper
and pencil. Electronic drawings are loaded
onto the computer from either a CD or, more
often, from a secure website that contains all
the bid documents. The drawings are dis-
played on the monitor and the actual take-off
for linear, area and count quantities is done
using a mouse. Some advantages are: the
size of the drawings can be enlarged or re-
The Ins ide Corner
PAGE 7
DOUG AYERS CELEBRATES 40 YEARS AT C.J. COAKLEY CO. INC.
BY DOUG ROACH
This year Doug Ayers celebrates his 40th
year with C.J. Coakley Co., Inc. As Presi-
dent of the firm, a position he took in 1996,
Doug has continued the company‟s legacy
by keeping it on a path of continuing success
while maintaining its long standing award
winning stature in the Washington Metro-
politan area‟s competitive construction mar-
ket.
A native of Northern Virginia, Doug started
with the company back in 1970 following a
position with Turner Construction Co. on the
NW/TWA Airlines project at National Air-
port. It was there that Connie Coakley met
Doug and liked what he saw. Soon after,
Doug joined the Coakley organization while
completing his education at George Mason
University where he earned a Bachelor‟s
Degree in English.
It‟s not often that you see someone who
dedicates virtually their entire career with a
single firm, but C.J. Coakley Co., Inc. is no
ordinary firm and Doug Ayers is no ordinary
businessman. He is gifted with a soft de-
meanor and exemplary skills that have
earned the respect of an industry nationwide.
As past President of CISCA (The Ceilings &
Interior Systems Construction Association)
and his active involvement in the Associated
Builders & Contractors, Doug exemplifies a
high standard in the construction market-
place.
In recognition of his extraordinary tenure
with the company, Doug was recently hon-
ored at a local luncheon. It was there that
many members of the industry and the com-
pany, as well as members of his family, en-
joyed a walk down memory lane sharing
some of the moments of his childhood, ca-
reer, and yes, his newly found love as a
grandfather to the children of daughter Laura
and son Michael. It was also an event that
allowed some of the members of the indus-
try, the company and the Coakley family to
express their gratitude to Doug for this im-
pressive milestone. Vice Presidents Doug
Roach and Bob Consroe saluted Doug for his
invaluable leadership while some of the
Coakley family – Ellen, Maria, Jim and
Liam – gave Doug heartwarming thanks for
continuing and maintaining the company‟s
tradition of leadership began by Ellen and
Connie back in 1962.
Forty years of dedicated service surely de-
serves the recognition that Doug enjoyed at
the luncheon, but that was just an appetizer
to the recognition and honor that was be-
stowed upon him by none other than Marilyn
Monroe at the company‟s annual Christmas
party. Yes, Marilyn herself sang Doug a
Happy Anniversary song (as only Marilyn
can), and for the first time that I can remem-
ber, Doug was actually speechless saying
only “now I know how John Kennedy felt.”
Following that and a quick regrouping, Doug
then went on to say that he appreciated all of
the tributes that had been bestowed upon him
while quickly pointing out the one thing that
he appreciated most and attributed his suc-
cess to - the workers in the field that have
made the company what it is today. Notwith-
standing that, and without diminishing his
modesty, they all know that it is he who
must lead the firm through both good and
bad times, and they all know that there is no
better person in the industry to do just that.
Once again, congratulations to Doug from
everyone in the industry and the company.
Forty years is a long time, yet we all know
too well, it is also a “blink of the eye”. Hav-
ing said that, and speaking on behalf of eve-
ryone at C.J. Coakley Co., Inc…..Doug we
want you around for a few more blinks and
wish you all the best in the years ahead.
Congratulations on 40 Years!
7732 Lee Highway
Falls Church, VA 22042
C. J. COAKLEY CO., INC.
ADDRESS CORRECTION
REQUESTED
The Ins ide Corner
This newsletter is published by the management of C. J. Coakley Co., Inc. to inform our employees about important
developments in our company. We reserve the sole discretion to exercise editorial control over this publication and
the contents should not be reprinted without our permission.
PAGE 8
The “C. J. Coakley Co., Inc. Retirement Program” Summary Plan Description (SPD) and information on our Health Plan are readily accessible on our web site www.cjcoakley.com. A copy of the SPD can also be obtained by calling Karin Krothe
in our office at 703-573-0540. C. J. Coakley Co., Inc. is always seeking qualified female field employees. Please call Karin
in our office if you know of anyone who might be interested.
EMPLOYEE NEWS AND RECOGNITION
In December the following employees received recognition for their years of service:
5 Years - Cathy Langman, Cesar Rodriquez, Michael Wright, Jose Paz
10 Years - Majella Deeney, Juan Ogando, Sterling Riddle, Stephen Sipos
15 Years - Bill Brown, Cesar Cisnado, Robert T. Consroe, Mike Hiles, Claude Poston, Mary
Poston, Jose Zalles
20 Years - Ana Assis, Liam Coakley, Leon Compton, Jorge Garcia, Robert Turner
25 Years - Luis Del Pielago, Moises Hernandez, Roger Marsden
30 Years - Tony Cassette, Randy Poe
40 Years - Doug Ayers
The following employees received awards in recognition for their outstanding service:
Outstanding Customer Relations for a Large Job - Cesar Cisnado
Outstanding Customer Relations for Small Jobs - Dave Rogers
Outstanding Service - Tony Cassette
Safety Promoter of the Year - Joey Seal
Unsung Hero Award - Roger Marsden
Cornelius J. Coakley Award of Excellence - John Skeffington
Congratulations to Paul O’Connell and former C.J. Coakley Co., Inc. employee Kristal
McGhee on their wedding which took place on October 16, 2010.
Adam Yamber became a grandfather for the first time when his daughter Holly gave birth to
7 lb. 8 oz. Jackson Duane on March 30, 2010.
Congratulations
to all
our outstanding
employees!