The year was 1969. John Gooding had returned from Cam Ranh Bay, Vietnam, where he spent 9 1/2 months as a replacement depot processing clerk. Gooding soon immersed himself in running the family business with his father, Fred. But Gooding's return to the United States was not easy. The local roofers union—Local 30 in Philadelphia—wanted to put Gooding, Simpson & Mackes out of business.
Gooding, chairman of the board of Gooding, Simpson & Mackes, Ephrata, Pa., explains: "The business was being threatened by the Philadelphia roofers union to the point it was trying to destroy us. By 1974, the union threats escalated. A union representative would call me saying: ‘I know where your son is. I know where your wife is.' I was within three days or four days of moving my family. Then, the FBI got involved."
For two years, Gooding carried a pistol with him to protect himself, his family and his workers. One Saturday, union people shot at Gooding, Simpson & Mackes roofing workers at a commercial job site. The project was stopped, but Gooding was determined to finish it.
"The union told us we would never finish that job," Gooding remembers. "And I went to my employees and told them: 'I want to finish this job because they are threatening us. They are threatening your livelihood. And I think we have to [finish it].' With the exception of one worker, who preferred not to finish the job for religious reasons but was willing to help, each of them said, 'I will finish the job for you.' The FBI was involved, and we had a police escort. The state police cordoned off the industrial park, and we completed the project."
Gooding says 12 Philadelphia judges were disbarred for their involvement in illegal union actions. In 1988, the union's former business manager was sentenced to 15 years in prison and eight local union bosses were incarcerated. And 14 Philadelphia judges, one U.S. Department of Energy official, and 35 city and state officials were charged with violations of the Racketeer Influenced and Corrupt Organizations Act.
This turning point in Gooding's life taught him the importance of taking care of his employees. Treating his employees as his No. 1 asset is the cornerstone of Gooding's success.
This mentality has allowed Gooding—a man those close to him describe as ethical, supportive, kind and honest—to grow a successful family business; expand a sheet-metal fabrication business, G/S/M Industrial Inc., Ephrata; establish a foundation, Gooding Group Foundation, Ephrata; form another roofing contracting company, Gooding Delaware Inc., Newark, Del.; and open a sales office in New Jersey.
Having built strong foundations in his companies, Gooding will continue to share his responsibilities as he embarks on a new role—NRCA president.
"I never aspired to this position," Gooding says. "I believe the industry has been very good to me. If I can give back to the industry by serving as NRCA president, I will do the best job possible."
The industry
Gooding, Simpson & Mackes joined NRCA in 1969. In 1989, Gooding became involved as an NRCA director and member of the Substance Abuse and NRCA/RCI Liaison committees. Since then, Gooding has served as NRCA director from 1994-96 and 1999-2002, vice president during 1997-99 and senior vice president from 2002-03.
Gooding also has served on several committees, including the Asbestos, Health and Safety, Metal Roofing, Contractor Management and PAC Advisory committees, as well as the Insurance Board of Governors, Quality Management Task Force and Task Force on Workforce Issues.
Gooding's NRCA involvement has made him more informed about the roofing industry, and he believes the industry has changed. When Gooding joined Gooding, Simpson & Mackes, he says roofing contractors were concerned about finding work and people to perform the work. Gooding believes contractors now worry more about the industry's litigious environment.
"Whether it is fumes somebody inhales from a kettle or protecting the public, roofing contractors always have to be concerned about impending legal problems," Gooding adds.
A potentially litigious issue Gooding thinks he will address during his term is mold. Gooding hopes mold doesn't become as problematic for the roofing industry as asbestos, but attorneys who use the phrase "mold is gold" concern him.
Gooding also plans to examine the insurance crisis and find ways for all NRCA contractor members to obtain affordable insurance. In addition, Gooding believes it is important to continue NRCA's efforts to improve the roofing industry's image.
Gooding's wife, Mary, knows how important the industry's image is to him.
"He hates it when people say, ‘Oh, you're a roofer,'" Mary notes. "He doesn't want people to say it about his employees, either. John is passionate about NRCA and for all that it stands, and he wants to make the industry better and more respected."
An endeavor NRCA Immediate Past President Don McCrory, president of Kiker Corp., Mobile, Ala., began during his term also is on Gooding's agenda. Gooding will continue to build upon relationships with manufacturers. "This past year, Don and I visited six major manufacturers," Gooding states. "We will continue to reach out to manufacturers."
NRCA is beginning to work with industry leaders to establish performance standards for constructed roof systems that are intended to address design, materials and installation versus only the manufatured product.
"We have to work together whether we are fighting mold or other problems," Gooding explains. "If we are on the same page, it will be easier to accomplish things."
NRCA also developed its Long-Range Convention Planning Committee to examine the association's annual convention and ways to update it and draw more attendees. In the past, only NRCA's Executive Committee reviewed conventions. Manufacturers, contractors, distributors and suppliers are members of the new committee, and Gooding thinks including all roofing industry sectors is important.
Gooding notes manufacturers, distributors and suppliers can help build NRCA membership growth by encouraging their customer bases to join NRCA.
"I think distributors, suppliers and manufacturers could help us tremendously by encouraging small-size contractors to look into joining NRCA," Gooding says.
Gooding believes the benefits of joining NRCA include its programs and resources, as well as its ability to help its members be on the forefront of technical and industry issues.
Gooding says NRCA's recent involvement in state issues, including Proposition 65 in California, ergonomics issues in Washington and a scaffolding law in New York, more directly helps its members. But he admits contractors will have to make an effort if they want to reap NRCA's benefits.
"Anyone who wants to improve his business can learn so much by getting involved with NRCA," Gooding explains. "But a contractor has to work to do it. A contractor has to be willing to share his time and experiences … and spend money to travel to meetings."
In the office
Gooding has been willing to travel for NRCA events and is prepared for the increased travel associated with presidential duties. Gooding's employees are prepared for his travels, as well.
Gooding's son Reed, an estimator for Gooding, Simpson & Mackes, says: "Dad has been involved with NRCA for many years and has learned to trust those around him. One of dad's greatest qualities is his ability to delegate responsibility that allows the business to continue during his absence."
The good people at Gooding, Simpson & Mackes have an admiration for Gooding.
John Dorfer, Gooding, Simpson & Mackes' president, states: "I think we take care of our employees. John is not a greedy man. I can remember weeks when men in the field made more than John and I. He is not like the Enron executives, and I have a great deal of respect for that."
Gooding says he always has been on the leading edge of giving benefits by offering vision, dental and health insurances, as well as 401(k) and pension plans. Although self-insured, the company picks up 80 percent of employees' and their dependents' insurance costs. These benefits, in addition to a family-oriented company culture, make employees stay at Gooding, Simpson & Mackes. The company turnover is only 2 percent after an employee's first year of employment.
"We always have looked at our employees as our No. 1 asset," Gooding notes. "We try to keep employees working productively until retirement age."
A training room testifies to Gooding, Simpson & Mackes' employee-focused nature—a wall in the room is adorned with pictures of workers who have been with the company for 25 years or more. And plaques line the walls commemorating workers who have stayed with the company for five years, 10 years, 15 years and 20 years. In all, Gooding employs 225 people.
"John is an incredible person and boss. He is so laid-back and easygoing," says Maryanne King, an administrative assistant at Gooding, Simpson & Mackes. "There is a lot of ‘please and thank you' around here. It is not like other companies."
In addition to companywide programs, Gooding, Simpson & Mackes has created programs for roofing workers.
The company has a safety incentive program that gives roofing workers $30 gift certificates when they work 50 days without an injury, as well as a mentoring program that teams a new crew member with a mentor. A mentor works with a new employee to help build crew camaraderie.
"A kid out of high school working with a crew full of 35- to 40-year-old guys can be intimidated," Dorfer explains. "A mentor will make the new guy feel a little more relaxed. It just has been implemented, and so far, it has been working very well."
Gooding has taught his employees the importance of working hard and has shown them the rewards of giving their time and resources. For years, Gooding has volunteered for the Lancaster Chamber of Commerce, Lancaster/Lebanon Council Boy Scouts, Martin Luther King Scholarship Fund, Fulton Opera House, Highland Presbyterian Church and other organizations in the Lancaster, Pa., area.
In April, 31 Gooding, Simpson & Mackes employees volunteered to reroof a Girl Scouts facility on a cold, damp day. Gooding says the company tries to perform about two volunteer projects per year.
In 1990, Gooding took volunteering to another level and founded the Gooding Group Foundation. When Gooding, Simpson & Mackes has a profitable year, Gooding passes some profits to the foundation.
The foundation donates money to about 70 charities per year and offers scholarships to company employees and their children to attend colleges or trade schools. Employees are encouraged to donate money to charities, and the foundation matches every dollar they give.
Gooding's concern for others translates into his day-to-day actions—he tries to stay out of peoples' way. Most employees admit they don't even see Gooding in the office on a typical day.
Gooding arrives in the office by 7 a.m. He answers the telephones and gets organized until the office assistants arrive at 8 a.m. Gooding usually spends most of his time dealing with bonding companies, insurance companies and banks. Gooding occasionally talks to estimators about projects, but he hasn't bid a project in at least eight years.
When he isn't traveling for NRCA, Gooding spends 1 1/2 days per week in the Delaware office. When he built the office, he created an apartment on the second floor to make visiting more convenient.
Gooding believes he can focus on financial matters because he is a hands-off manager. He leaves most tasks to the employees he hired to perform them.
Mark South, Gooding, Simpson & Mackes' Service Division manager, says, "John puts a lot of faith and confidence in us, and it is nice to know he thinks so highly of us."
His three sons
Gooding's respect for his employees is apparent. But his family always has been a priority. Mary and Gooding raised three sons, Russ, Reed and William. And Gooding now enjoys being a grandfather—Russ has two sons, Angus and Drake, and Reed has one daughter, Zoe.
A reason the family remains close is because they live in the same Pennsylvania area, which is where Gooding and Mary grew up. Mary and Gooding met at a Bermuda shorts party the summer after eighth grade. Mary's friend hosted the party and decided to invite a new guy in class, Gooding. Although Gooding was dead-set against attending the party and wearing Bermuda shorts, his mother made him. By the end of the night, Gooding asked Mary on a boating trip with his family. The couple began dating soon after.
Gooding and Mary spent time apart when he went to military school for his last two years of high school and they went to different colleges. They married in 1966, and Gooding received a draft notice soon after their wedding. The notice was deferred until 1968 when he graduated from Goldey Beacon College, Wilmington, Del.
In 1968, Gooding and Mary spent a few months at Fort Benning, Ga., before Gooding was sent to Cam Ranh Bay. Mary moved back to Lancaster and lived with Gooding's parents because she had three younger siblings and his parents lived alone.
"It was an interesting experience, but John's parents were wonderful to me," Mary explains. "His mother was a teacher for me. I worked, but when I came home, a meal was ready and I was expected to set the table, clean up and learn how she made the food."
Gooding's time was precious when he returned from Vietnam as he struggled to expand the family business and complete a correspondence course about building construction and design. Russ remembers spending several Saturdays playing in the company's yard while his father worked.
But Mary says despite Gooding's grueling workdays, he always made time for his sons at night.
"When John came home from work, he would take the boys hunting, fishing, biking or to a game," Mary says. "He really was involved with them in the evening."
Reed and William, the athletes of the family, knew their father wasn't a sports enthusiast but say he could always be counted on for support of their sporting endeavors. In addition, Russ was active in scouts with Gooding's enthusiatic support. They went on several camping trips; the trip to New Mexico was the most memorable because of the saddle sores that resulted from riding horses for an entire week.
Although Gooding was active with his sons, he was demanding. He expected them to learn lessons for themselves and earn their keep.
"Dad was the sort of guy who wouldn't give us $100," Russ explains. "But he would put $100 into repairing a lawnmower so we could work our butts off all summer."
Reed and Russ share their father's entrepreneurial drive—Reed joined Gooding, Simpson & Mackes in 1996 after graduating from college, and Russ owns a fishing rod company, Golden Witch Technologies Inc., Hopeland, Pa. William, who graduated from college in May, hopes to spend the next year volunteering with AmeriCorp and isn't sure about joining the family business though it is a possibility.
Similar to their father, Russ and Reed are driven to better their respective companies and themselves. This has led the two brothers to attend sales training courses. Reed was the first to attend, and when Russ saw Reed transform into a more outgoing, social person discussing different business tactics, he signed up. Russ and Reed learned about the training courses from former NRCA President Bennett Hutchison III, president of Tip-Top Roofers Inc., Atlanta, and share what they learn—as well as reading assignments—with their dad.
"For business, I always relied on dad to crunch numbers," Russ states. "Through the course, I'm picking up not only the ability to look at numbers but also change the way I handle sales calls."
Good times
Similar to Russ, Reed and William, Gooding had to learn lessons on his own. Gooding's introduction to the roofing industry was working as a kettle man on a pitch tanker. No one told Gooding about the fumes or burns associated with the job. He also learned the art of chewing tobacco on his first day of work.
Gooding says: "A foreman was chewing tobacco, and I asked him how to do it. He said, ‘swallow the juice, and spit out the pieces.' I was so sick. I never put a piece of tobacco in my mouth again."
Gooding left work that day sick to his stomach and covered in pitch burns. But he also left knowing he wanted to stay in the industry.
Gooding's industry involvement with NRCA has given him strong business contacts, close friends and the opportunity to travel the world.
Mary enjoys traveling and plans to be active in Gooding's presidency though she is busy in her own right. Mary spends time with her 80-year-old mother and young grandchildren; works part time for Gooding, Simpson & Mackes, especially running the Gooding Group Foundation; and volunteers for community activities, such as being a board member for the Lancaster Day Care Center. Mary is proud of her husband but admits his increased responsibilities have meant spending less time together.
But for a few months in 2001, Gooding was committed to spending time with his family—he didn't work on Fridays.
"I had two close friends die from heart attacks at a young age," Gooding explains. "I decided life is too short, so I started taking off Fridays. I did that until [the NRCA position] came along."
Gooding hopes to once again work shorter weeks when his NRCA responsibilities decrease. He expects to retire in about seven years after Reed becomes more involved with the companies. His retirement will include two of his greatest passions—fishing and hunting—as well as working on wood carvings. Displayed on shelves and bookcases throughout Gooding's home are his carvings of ducks, owls and other creatures. Gooding always has enjoyed carving but has been too busy to maintain the hobby.
After spending time with Gooding, the busy businessman isn't too difficult to figure out. Gooding is a serious man with a good sense of humor. He is a proud father with great expectations. He is a doting grandfather and compassionate husband. He is an entrepreneur who respects his employees. He is quiet but speaks with purpose and fortitude. He enjoys the outdoors and going on adventures. Above all, he is happy and enjoys life.
And Gooding's family wishes this year brings him more happiness as he works as NRCA president for an industry he loves.
Reed says: "I hope he is happy this year. He has earned it. He likes to travel, meet people and negotiate a deal. And he is passionate about the roofing industry."
Kate Gawlik is associate editor of Professional Roofing magazine.
Gooding answers
NRCA President John Gooding answers some personal questions
What is your favorite phrase?
I mean
What is your least favorite word?
Can't
What turns you on creatively, spiritually or emotionally?
Worthwhile projects
What turns you off?
People with negative attitudes
What is your favorite curse word?
Oh, shit
What sound or noise do you love?
Running water
What sound or noise do you hate?
Ambulance sirens
What profession other than your own would you like to attempt?
Stock broker
What profession would you not like to do?
Medical doctor
If heaven exists, what would you like to hear God say when you arrive at the pearly gates?
The fish are biting.
This questionnaire is used by Bernard Pivot in the French television show "Bouillon de Culture" and James Lipton in the television show "Inside the Actor's Studio."
The technical guy
NRCA Senior Vice President Dane Bradford, president of Bradford Roof Management, Billings, Mont., didn't begin his involvement with NRCA as the technical guru he is now—Bradford began speaking at NRCA educational conferences. But since then, he has made technical issues his focal point.
Bradford believes his experience with the roofing industry's technical issues will be one of his greatest contributions to the NRCA presidency of John Gooding, chairman of the board of Gooding, Simpson & Mackes Inc., Ephrata, Pa.
Bradford says Gooding has focused on safety and management and adds: "I can help him in the technical arena. I know John wants to continue to improve relationships with manufacturers, and a lot of issues created [in the relationships] are technical."
Bradford became involved with NRCA to ensure Bradford Roof Management stayed active with the association as his father's NRCA responsibilities were ending; Bradford's father, John, was NRCA's president from 1982-83.
"I understood how important NRCA was to our business because it increased our knowledge and gave us a different perspective of the roofing industry," Bradford says.
Since then, Bradford has served on several NRCA committees, including the Education Operating and International Relations committees, and has been chairman of the 12th Conference Task Force, International Conference Task Force, North American Conference, Technical Operations Committee and Technical Services Group. Bradford was an NRCA director from 1992-95 and 1998-2000 and vice president from 1996-98 and 2000-02.
Bradford believes his greatest accomplishment with NRCA was working as a member of NRCA's Manual Update Committee to produce The NRCA Roofing and Waterproofing Manual, Fourth Edition.
"It was a big time commitment," Bradford explains. "But the fourth edition was a great piece of work and substantial improvement from what we had seen before."
During his term as senior vice president, Bradford believes he will address ongoing work force issues. He says work force remains a concern because the days of a traditional work force are over; roofing contractors have to find new ways to recruit and train a new generation of workers. Bradford believes work force issues are cyclical and greatly affected by the economy, which he believes—as an eternal optimist—will recover soon.
Bradford's goal as senior vice president is to be an advocate for NRCA contractor members. He also would like to increase NRCA's contractor membership. To do this, Bradford thinks NRCA has to determine what nonmember contractors want and find new ways to inform contractors about NRCA's benefits. He believes membership could increase if a misconception about NRCA is cleared. Bradford says many small contractors believe NRCA is driven by large contractors, which isn't true.
Bradford Roof Management, which has annual sales of $2.5 million, was founded 61 years ago by Bradford's grandfather Harry. John joined the company in 1956 when Harry needed help after a hail storm. Harry passed away in 1966. Bradford joined the firm in 1981 and became president after John's retirement in 1994. Bradford's brother, Tom, joined the family business as vice president in 1987 and shares administrative responsibilities with Bradford.
For 50 years, Bradford Roof Management focused on commercial roofing, but it recently made vast changes. The company now performs negotiated reroofing and new construction work; it does not perform public bid work. The company focuses on industrial work and high-end residential roof systems, such as slate, tile and metal.
"We roof a lot of homes for the rich and famous who move to Montana," Bradford notes.
The biggest company change was the creation of a national roof system inspection division in 1981. Bradford Roof Management has four full-time inspectors who travel throughout the United States helping building owners. In addition, Bradford Roof Management expanded in 2002 to include a branch office in Seattle, which focuses on maintenance and repair services.
Bradford says Bradford Roof Management has remained successful because of its quality employees. Bradford manages his company by allowing his employees to do their jobs though he jokes many employees would say he micromanages too much. Bradford admits he likes to stay connected with his staff and everyday office tasks.
Bradford's detail-orientated day begins at 5 a.m. Soon after waking, Bradford takes a walk with his wife, Sandy, and two dogs, Thelma-Lou and Ernie. After eating breakfast and reading the newspaper, Bradford heads to the office to check his e-mail and voice mail and call his inspectors and the Seattle office. Bradford usually spends the rest of his morning estimating before going to lunch with Sandy.
Bradford's afternoons typically are spent working with office staff and dealing with accounting and administrative issues. Bradford leaves the office around 5 p.m. and returns home to feed the dogs and make dinner. The technical guy has another passion—cooking. Bradford says he enjoys learning about foods and cultures and goes in spurts cooking different ethnic foods for several months.
"My wife complains she often has to follow me around the kitchen cleaning," Bradford jokes. "But I love cooking. And I do it all—the shopping, preparing and cooking."
Although he says he would work in a commercial kitchen if he weren't a roofing contractor, Bradford also can be found outdoors golfing or skiing.
The multifaceted Bradford describes himself as shy and says he has a terrible memory for names. But for the past 17 years with NRCA, Bradford has overcome his reserved nature and made a significant presence in the roofing industry. Those who have worked with Bradford believe he will serve NRCA well.
Mark Graham, NRCA's associate executive director of technical services, says: "The amount of time and energy Dane has contributed to NRCA during the years is staggering, not only in the technical area but in all areas of the association. He begins a senior leadership role with NRCA having a thorough understanding of NRCA and its programs and services."
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