2026 Dynamic Dozen No. 12: Gold Mechanical Inc.

SBJ: What has the company’s growth enabled you to do?
Ron Bogart: That growth has allowed us to invest in what makes us more durable. We build better systems. We’re able to build a deeper bench and we’re able to create a leadership pipeline that outlasts one person. That ties directly to a succession system that we put in place. I actually wrote a book about it that came out in March, and I’ve been doing some speaking around about it. Again, you can talk about succession planning and succession systems, but if you don’t have people in your pipeline to put in the spot as people age out and move on and do other things, then all you’ve got is a pipe dream, right? We don’t need to expand geographically or do anything like that. We need to get really good at the size we’re at, but we need to be able to build a sustainable team. 

SBJ: What are your top issues when it comes to managing growth?
Bogart: Whenever something gets bigger, it gets more complex. And what we have to do on a regular basis is work at re-simplifying. If you want to continue to develop anything, it’s the complication that will end up slowing you down because all of that takes more bandwidth. The thing I’m walking around doing everywhere is finding where systems have gotten more complicated because of our growth and try to go back and simplify them. That’s probably the No. 1 issue, I think, that we face. And also being sure that we don’t end up with an us versus them divide, because in a lot of organizations you’ve got the office versus the field people and in manufacturing, you’ve got the shop floor versus the executives. And when those factions get bigger, it seems like the divide gets wider. Bringing people together on a regular basis and everybody realizing, we all agree on about 98% of the same things, and we’re all in this together. We have to be very intentional about being sure that we get that cross pollination taking place. 

SBJ: When and why did you expand to northwest Arkansas, and how has that worked out thus far?
Bogart: We actually started doing heavy work down there around 2018, but we established a location down there – it was actually in 2023, and that was all [vice president of service] Andrew [Arthur]’s doing. That was 100% his project. We had to double our space down there just last year. I think we’re in 5,000 square feet down there now, but we had just got a small location and just a handful of employees because we were importing labor down. It was about probably a third of our total market share. So, we were shipping guys down there every day or they were going down and we had per diem, but the service location really took off in 2025. We ended up with a contract with J.B. Hunt [Transport Services Inc.] down there where we’ve got three technicians full-time on their campus every day.

SBJ: What is the worst business advice you’ve received? 
Bogart: Grow at all costs. When somebody says, “If you’re not growing, you’re dying,” that’s just not true.