H&Y Construction, Inc. was started in Monroe, Connecticut, in 1987, the town that Bill Hoadley – its Founder and Vice President – called home since he can remember.
The early years of the company were spent building relationships, establishing accounts, and wearing a tool belt working in the field. Bill spent long days and late nights earning a degree in Construction Management from NYU, in addition to his Bachelor of Science in Business Administration from Bryant University in Smithfield, Rhode Island.
1987 was not the year to open a construction business. The economy, and especially the construction and real estate markets, were hit hard. General Contractors were going out of business, but progress at H&Y was slow and steady. Projects increased in size and number. Employees were hired, and significant advances in our abilities allowed us to take on bigger and better projects. We secured bonding, established good credit, and fine-tuned our systems.
With Success Comes Growth
Before long, H&Y had 20+ employees, and we were performing all of the demolition, rough and finish carpentry on our jobs while acting as General Contractor. Several of those early employees were carpenters who had other valuable skills and grew into management positions. This helped to expand the amount of work H&Y could take on at any one time and allowed H&Y to provide project management on multiple projects.
As this growth happened, our own personal needs shifted to include Project Supervisors. Promotions came from within, and H&Y settled into this new system of managing multiple projects and keeping several good carpenters on staff for specialty work.
H&Y’s offices moved to Brookfield, Connecticut in 2001, where we continue to grow.
A Stable Company, Focused on Quality and Value
H&Y has been operating with full-time Project Managers, Supervisors and Foremen/Carpenters for over 25 years. We have found it to be a successful recipe to keep projects on budget and on schedule. A high level of quality can be maintained when all aspects and trades are managed properly.
This style of management also keeps the Owner engaged and informed on any and all portions of their projects. Open communication, including discussing options and providing knowledge from our previous experiences, during weekly project meetings with the Architect and Owner creates a momentum on the projects which translates to steady progress and happy customers.