Most people wouldn’t dream of trading in a steady job as a veteran industrial paint and supplies sales manager with an established firm for an opportunity to start a finishing business from scratch. But then again, Bernie Tucker isn’t like most people. Tucker, the founder and owner of East Berlin, Pa.–based Tucker Industrial Liquid Coatings (no relation to the author of this article), saw a unique opportunity to leverage his 22 years of expertise in the paint/equipment business. It was an idea, he says, that was mainly born out of regulatory changes in the industry.

“When the Cleaning Act became effective in 1991, I thought there was going to be a niche market out there for finishing,” Tucker recalled. “I realized, with all the changes in regulations, that the DEP, EPA, OSHA, and the Air Quality Board were all going to start to talk to each other. Previously, those groups stayed within their own perimeters. But all that changed. When OSHA goes in to do an inspection, they then get on the phone with DEP and say, “Guys, you really need to go in there—there are problems.”

Those developments, according to Tucker, forced manufacturers to take a closer look at the finishing aspect of their operations. Not only would they have to be more diligent in terms of environmental compliance, but they would also have to ensure that they remained profitable in the process. That’s precisely where Tucker’s know-how came into play.

“In talking with managers and owners when I was in sales, they told me again and again that there was a need—particularly in this geographical location—for somebody who can paint to spec, pack and ship it,” Tucker explained. “Manufacturers can make more money per square foot of manufacturing area than they can by putting in a paint area and watching paint dry. In this business you have to determine the cost per part, many of the manufacturers could really get a handle on it. That’s where I come in. I can take the part from them, evaluate it to see what has to be done in terms of the process all the way through the cycle.”

Sounds simple enough, but it does require a stockpile of expertise. For instance, in looking at a gallon of paint, from cradle to grave, Tucker notes, there’s a lot more to it than opening it up and spraying it on. “There are other factors, such as purchasing, inventory, environmental storage, material handling, receiving, documentation. All of that added cost with no added value,” he said. “Not only do I understand paint, but I can achieve significant cost savings for manufacturers as well—in some cases, in the hundreds of thousands of dollars.”

A textbook case in point is Tucker Industrial Liquid Coatings’ contract with BAE Systems, a global leader in the development, delivery and support of advanced defense and aerospace systems. BAE Systems was already very familiar with Tucker’s talents due to a previous professional association, so when Tucker first opened his business in 1993 (in York, at that time) the local BAE Systems facility (then BMY and subsequently United Defense L.P. prior to the June 2005 acquisition of United Defense by BAE Systems) took notice almost immediately.

“At that time, BAE came to me and said, ‘You know more about paint than anybody’,” Tucker recalled. BAE Systems then tapped Tucker to support its paint operation. Among other things, they asked him to address any issues with the paint, quality, inventory, and to work closely with the distributor and arrange delivery as needed.

“We’ve been doing that since 1998, and we just signed a five-year agreement to cover us through 2012 for the same control factors,” Tucker said. Part of that deal entails picking up small-parts painting from BAE Systems when the company exited its small-parts paint activities last fall. “I meet with them regularly, I know exactly what vehicles are coming online, contract-wise. I help calculate the amount of coatings with applications equipment, transfer efficiency, etc. On top of that, we have been able to control the cost of the paint to within 1.5–2% maximum per-year price increase over the past nine years, whereas the average price increase industry-wide is between 5–7%. It’s proven to be cost-effective for BAE Systems.”

Indeed, it has. To the point where BAE Systems routinely counts on Tucker and his son, Brian, in a pinch. “The times Bernie and Brian have come to our rescue by getting critical items painted or processed in time for our fast-moving vehicle assembly line are too numerous to mention,” said Tom Braswell, paint engineer, BAE Systems. “We work to manage our flow, but sometimes we need to lean very hard on Tucker ILC to take up the slack by working those late nights and weekends to make it happen—and they do.”

That sentiment is echoed by other satisfied customers. Around the time that Tucker Industrial Liquid Coatings began doing finishing work for BAE Systems, another local firm, Hershey Corp., embarked on a major renovation of its signature attraction at Chocolate World: the Chocolate-Making Tour. Vendors from all over the United States were interviewed to bid for the renovations, which entailed the refinishing of 55, 30-year-old ride cars that are subjected to the abuse of 2.5 million riders each year. Key challenges: remove three to four coats of paint, refinish with a durable coating, and get it all done in six weeks’ time.

Tucker remembers the job very well. As he should—after all, it was his company’s first large order. “We eliminated all the concerns Hershey had with the ride cars, which included cleaning and safety hazard issues,” he recalled. “We took all the carpet out and sprayed the floor with the Rhino lining, and we changed the exterior finish to a semi-gloss so as not to show fingerprints. We even upgraded the sound system by redesigning the shroud that holds the speakers on the outside of the car. We made it happen, and it worked very well.”

The feeling is mutual, according to Lael M. Moynihan, director, Hershey Retail Attractions. “Tucker ILC transported the tour cars to its shop, completed the renovations, and delivered them back to Hershey, Pa., in time for the grand opening. In nearly 10 years, we have not needed to do any major restoration work on the cars. We were pleased with the quality workmanship and level of service provided by Tucker ILC.”

In spite of that, and for his own personal assurance, Tucker makes it a point to “pop in” at Hershey Chocolate World on a regular basis to see how the cars are holding up and how things are going generally. It’s a gesture that speaks volumes about his approach to customer service. “I’m not in the business to make a quick buck and never see you again,” he said. “I want to be able to support your needs from a quality standpoint and take you to a zero-rejection rate.”

That strong customer-centric philosophy has resulted in several noteworthy citations for Tucker Industrial Liquid Coatings. For instance, in June 1999 the company earned the Small Business Administration’s Award of Excellence (Region III) for calendar year 1998. Additionally, Tucker Industrial Liquid Coatings took home the 1998 Small Business Supplier of the Year Award for United Defense, L.P., Ground Systems Division, which cited Tucker’s responsiveness in providing quotes, answering questions, delivering on schedule and helping United Defense improve its procurement processes.

Secret to Success

While Tucker attributes much of the company’s success to its strong knowledge of all things paint-related as well as its laser-focused attention to the customer’s satisfaction, there are other factors that come into play as well. Following is a summary:

Partnerships: For nine years Tucker Industrial Liquid Coatings has been a stocking distributor of Milwaukee, Wis.–based Hentzen Coatings, which, according to Tucker, patented the “single-component” CARC (chemical agent resistant coating) process. “The are a leader in military coatings,” he said. “They don’t have a race car like DuPont, or a store on every corner like Sherwin-Williams, but they are dedicated company to individual specific needs. They also work closely with research labs to approve coatings, and they offer training several times a year.”

Relative to partnering with its customers, Tucker Industrial Liquid Coatings works to ensure that the concerns and needs of all parties involved are met. From the inception of a project through completion, Tucker stresses the importance of regular meetings with project chiefs and materials managers. Additionally, the company offers customers valuable technical assistance on coatings, application equipment, as well as training seminars for manufacturers that request its services. “It’s a partnership,” he explains. “It’s about how we can work with the customer to be part of the lean-team organization and provide cost savings for everybody.”

Partnering also extends to select firms that Tucker Industrial Liquid Coatings taps for jobs that fall outside its painting domain. “As far as additional plating work goes (zinc plating, anodizing, black oxide, etc.), we outsource those processes,” Tucker explained. But that doesn’t mean he outsources responsibility. “We partner up with those companies because they do what they do best—just like us. We’ve also teamed up with a vendor in York that focuses on pre-treatment.”

Personnel: Perhaps the most critical factor behind Tucker Industrial Liquid Coatings' success—even beyond industry knowledge and partnering—is the company’s dedicated employees—all 40 of them. Tucker not only cites the low turnover of his workforce, but also the fact that each and everyone one of them demonstrates a personal sense of responsibility and ownership. According to Tucker, it’s all about creating an environment in which employees feel appreciated and respected.

“I have no qualms about going out to the shop and giving a guy a raise on the spot,” he said. “If we feel that a particular employee is consistently going above and beyond, then we want to reward him for that. After all, they’re the ones who are making this happen, so they need to share in the profits.”

Tucker points to another benefit: the diversity of projects the company handles. “It’s not always the same items, and that’s why our guys like,” he said. “Everyday it’s something different. One day it could be small pieces only as big as your fingertip, or it could be big armor plates that weigh 600–700 pounds each.”

But if you want to work for Tucker Industrial Liquid Coatings, you need to realize that getting one’s foot in the door isn’t going to be a cakewalk. The company espouses a rigorous hiring process, which includes a physical and drug screening.

Then there’s the comprehensive skills assessment test. “The first thing we do when we hire a painter is give him/her a four-hour test, which is part of the interview,” Tucker explained. We say, ‘OK, here’s the paint, this is the part and these are the specifications.’ The applicant is supervised by a first-line painter and a manager to make sure he does everything correctly. Afterwards, we may invite him to come back for four hours. If he’s unemployed at the time, we pay him what his rate would be. However, if he’s employed, we try to bring him in during one of his off shifts.”

In terms of recruiting, Tucker admits it’s mostly word of mouth by the employees—much like the way new business is derived. He has tried newspaper advertising in the past, but it hasn’t worked out.

“I’ll put in an ad for an ‘experienced industrial painter/industrial environment, i.e., conveyors, spray booths,’ or things of that nature, and I still get phone calls from people who say, ‘I have my own ladders and brushes.’ Obviously, that doesn’t work.”

Tucker has also explored vocational schools, body shops, etc., but he usually relies on a professional staffing company when business spikes call for temporary and/or part time help.

“If we like the person and see the quality and attributes to benefit us, we have the flexibility to hire them on the spot,” he explained.

Outlook

Tucker is hopeful that all the factors that led to the success of his operation to date continue to propel the business forward. And judging from the current course, business should be booming for some time. According to Tucker, revenues have grown well above industry average per year—widely surpassing the industry average of about 6–7%.

What’s even more remarkable is the fact that the company gets work from 28 states around the country—all without any salespeople on the road.

“I would have never thought I would get this big,” Tucker recalled, citing the transformation from a 2,500-square-foot operation to a 60,000-square-foot facility. “I just wanted a nice little business, maybe 10 people, and to be able to take care of my family.”

Looking back, Tucker realizes it took a leap of faith. Early on, he said there were days when he was dead on his feet after 18–20 hours of work, and his thinking was, ‘Is this worth it, and am I making any money? Or am I ever going to be able to pay back my debt?’ But I just relaxed, and I kept moving forward. More importantly, I had the support.”

Much of that support came from his family, particularly his wife. “I remember the day I looked at her and said, ‘Honey, I want to start my own business.’ Her response to me was, ‘I guess it’s a mid-life crisis.’ She said that’s fine, but gave me one request—that we could go out to dinner at least one night a week, and she doesn’t care if it’s McDonalds.”