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PRESS RELEASE
FOR IMMEDIATE RELEASE
Metro Walls Strengthens Preconstruction Team with Key Estimating Additions
Manchester, NH (May 6, 2026) – Metro Walls has expanded its estimating team with the additions of Matt Morissette and Paulo Silva, reinforcing its commitment to delivering thorough, responsive, and high-quality support during the early stages of every project.
Matt Morissette joined the company late last year as an Estimator, bringing experience in construction estimating and a strong understanding of project planning. He has already contributed to strengthening internal processes and supporting the team’s workload.
Paulo Silva joined Metro Walls on April 15 as an Estimator, adding years of construction and drywall estimating experience. His attention to detail and ability to support projects from the earliest phases will help ensure a more thorough and efficient bid process for both clients and internal teams.
Together, these additions enhance Metro Walls’ ability to be more attentive, responsive, and collaborative during preconstruction — setting projects up for success before work even begins.
“Having a strong estimating team is a critical part of how we support both our clients and our operations teams,” said Bryan Hussey, President of Metro Walls. “Matt and Paulo bring valuable experience and build on the knowledge, expertise, and thoughtful approach we’re known for. Their addition strengthens our ability to deliver successful projects from the start.”
Metro Walls continues to invest in its teams to ensure consistent, high-quality support while strengthening the foundation for long-term project success.
About Metro Walls
Founded in 2005, Metro Walls is a leading commercial framing, drywall, acoustical and specialties contractor in the Northeast. The company provides comprehensive services for projects of all sizes, from large-scale commercial builds to specialized interior systems. With a commitment to quality, safety and integrity, Metro Walls continues to set the standard for excellence in commercial construction.
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Media Contact:
Erika Rouleau
Marketing Manager
Metro Walls, Inc.
Phone: 603-668-1843
Email: [email protected]
Website: metrowalls.net
The Maine Legislature is heading into the final month of the legislative session. Most committee work is now concluding, which means more time will be spent in the House and Senate chambers for debate and floor votes on pending legislation.
At the same time, the Governor’s supplemental budget proposal is continuing to move through the Appropriations Committee process and is expected to reach the House and Senate floors later this month. Budget negotiations will likely dominate the final weeks of the session.
As the legislative calendar winds down, attention will quickly begin shifting toward the upcoming campaign season. Many legislators will soon turn their focus to elections, making the remaining weeks of the session an important window for final legislative action.
Below is an update on ABC Maine’s priority legislation this session:
ABC Maine will continue monitoring legislative activity through the final weeks of session and will keep members informed of any developments that impact the construction industry.
Thank you!
As expected the Second Regular Session is moving quickly, and we have now reached the halfway point of the legislative calendar. Committees have been working at a rapid pace to hold public hearings and work sessions, and key policy battles are already underway. While the team at Dirigo has been actively tracking 18 bills for ABC Maine this session, our top three priorities are quickly making their way through the process. As we move into the second half of session, the primary focus of the session will shift toward the Governor’s supplemental budget proposal.
Below is an update on several priority bills:
Summary: Initially, LD 838 proposed the creation of a public authority to finance Maine’s electric transmission and distribution infrastructure. While framed as an exploratory measure, the bill lays groundwork for significant restructuring of the state’s energy market. For ABC Maine, the main concern of our opposition was the original bill contained PLA/PHA language for the actual development of the infrastructure.
Result: ABC Maine testified in opposition, and as a result of the first work session, the sponsor of the bill put forward a sponsors amendment that would create a study to review the viability of public financing of Maine’s electric infastructure. Under the amendment, the PLA/PHA language has been removed and ABC’s concerns have been mitigated. The committee is expected to vote on the sponsor’s amendment this week.
Summary: LD 1457 authorizes a pilot program to implement automated speed enforcement in active highway work zones. ABC Maine supports this measure as a critical safety initiative. Highway work zones remain among the most dangerous environments for construction workers.
Result: ABC Maine testified in support of LD 1457. The Transportation Committee has held two work sessions to this point on the legislation, and currently the bill remains unscheduled, providing time for the MTA and the various stakeholders to finalize details of the pilot program prior to a vote.
Summary: LD 2049 would establish joint and several liability of contractors and subcontractors in the construction industry, and employment agencies and employers.
Result: ABC Maine testified in opposition to LD 2049. As a result of the both the Department of Transportation and the Department of Labor expressing concerns on the legislation, the sponsor moved Ought Not to Pass and the bill was unanimously defeated.
David Jean
[email protected]
http://www.AltusExitStrategies.com
PO Box 445
Portland, ME 04112-0445
(207) 772-1981
Dealing With Complex Co-Ownership Setups
Co-owned businesses come with numerous complexities. One of the biggest challenges for co-owners is determining how to approach the exit of another co-owner, especially when that co-owner cannot or will not exit gracefully.
Let’s look at a fictional but representative story about how one co-owned business successfully managed to tie up loose ends before one owner was forced to exit.
Ominous Signs
Frances Nguyen and Frank Billings had been equal co-owners of their business for over 50 years. They each leveraged the other’s strengths to cover for their weaknesses. But recently, Frances began to recognize concerning signs in Frank’s behavior that she had seen in her own family before.
He was increasingly forgetful and easily agitated, despite his normally even-keel personality. Frank’s typical punctuality had begun to turn into lateness and even absence from important meetings.
Though it was difficult, she urged Frank to visit a doctor, something he had not done since they founded the business together. After several batteries of tests, Frank’s doctors confirmed Frances’s fears: Frank was showing early signs of dementia.
Frank still had the lucidity to understand how his diagnosis affected more than just him. The business relied on both Frank and Frances to function, and up to that point, they had had no plans to change that setup.
Though they kept the news quiet among their employees, Frank and Frances began to plan for a future without Frank. Their problem was that they had no idea where to start.
Remember Me
Frank had always wanted to be remembered as an owner that his employees loved working for. But without a plan for the business to run without him, his legacy was in doubt.
Frank and Frances met with their Advisor Team to determine what they should do with the business to keep it running well despite Frank’s declining health.
Their Exit Planning Advisor, Chuck, asked them a question that got to the heart of the matter: “What is your worst fear about this situation?”
Both answered simultaneously: “Our employees will abandon ship if they knew one of us was in trouble.”
“I fear that more than I fear dying,” Frank added.
“We know that we treat our people well and support their lifestyles better than any of our competitors,” Frances said. “We don’t want them to think that we can no longer do that.”
“And I don’t want to be remembered as someone who let my people down,” Frank said.
Chuck laid out an overarching plan that he thought would fulfill the three biggest needs that Frank and Frances had:
Protecting the Legacy
The first step they took was determining how to replace Frank. Frances was both unwilling and unable to take over Frank’s role. She also worried how employees would respond if they began hiring outsiders to take on more responsibilities. And she wasn’t sure that any single person within the company could replace Frank.
Their Advisor Team reassured them that they did not need to necessarily find one person to replace Frank. Instead, they recommended building a management team that could take over Frank’s responsibilities seamlessly.
Frank and Frances worked closely with the Advisor Team to identify potential candidates for management internally. When they realized that they would need more than internal employees to replace Frank, they extended their search outside the company.
At this point, it was impossible to keep Frank’s health a secret. But much to their surprise, Frank and Frances found that their employees were supportive of their decisions because they communicated the situation so clearly with help from their Advisor Team.
After establishing a next-level management team to replace Frank, the Advisor Team worked to ensure that Frank could maintain a pay structure that would support his health care needs even after he left the business.
Then, the Advisor Team helped Frank leverage both his income and personal finances to ensure that he was as comfortable as possible as he transitioned out of the business.
Finally, at Frances’s urging, the Advisor Team helped set up an additional fund through the business that would support Frank’s family as his health declined.
Silver Linings
With help from her Advisor Team, Frances managed to onboard and train the next-level managers who would take over for Frank. These managers successfully maintained the company’s performance. This positioned Frank to ease his way out of the business without disrupting operations. But there were bumps in the road.
Frank’s health declined more quickly than anyone had anticipated. Some business relationships that Frank had fostered over 50 years deteriorated in the near term: During the transition, the business lost two of its 10 largest clients.
And just when things seems like they couldn’t get worse, Frank suffered a debilitating stroke in the middle of their planning.
But because they had established the foundation of an Exit Plan, the business did not fail. Though it was rough sailing in the months immediately following Frank’s stroke, the next-level management team helped the company pull through and begin growing again. Frances continued to run her portion of the business while her next-level managers purchased shares of Frank’s ownership.
Frances maintained majority ownership, per Frank’s wishes. And the next-level managers continued to perform so well that Frances could begin planning her exit on her terms.
Start Before It’s Too Late
Like Frank and Frances, many business owners react to situations instead of tackling them proactively. And it’s understandable: Nobody thinks something terrible is going to happen to them until it happens to them.
But for co-owned businesses, a failure to have a plan can reverberate throughout the entire company. Fortunately, you can begin planning for a co-owners unexpected exit before it’s too late.
Though the transition wasn’t perfect, Frank and Frances managed to make a bad situation into a situation that they could overcome. With help from their Advisor Team and next-level managers, they were able to begin transitioning Frank out of ownership without disrupting company operations and employee morale.
There were certainly rough times, but Frank and Frances’s planning protected the company’s operations, eventually led to even more growth, and fulfilled Frank’s wish to be remembered as an owner that employees loved to work for.
We strive to help business owners identify and prioritize their objectives with respect to their businesses, their employees, and their families. If you have questions on this topic, we can help with more information or a referral to another experienced professional.
About Altus Exit Strategies:
Ready or not, every business owner will inevitably exit their business. Our team of advisors work with you to identify and to accomplish your goals by educating you and helping you create your comprehensive exit plan. Our system works because it is a customizable process that takes you to the successful exit you desire. Exiting a business often takes 3-5 years of planning and implementation but the sooner you start, the more options you'll have. There's no time like the present. Start the process now by taking our 15-minute ExitMap® Assessment©
Press Release January 6, 2026 Crooker Construction, LLC Transitions to Employee Ownership Through ESOP
Crooker Construction, LLC, a Topsham, Maine-based general construction contractor with a 90-year history of family and private ownership, has announced its transition to an Employee Stock Ownership Plan (ESOP), making all 175 current employees owners of the company.
The company was founded in 1935, by Harry Crooker with a shovel and a dump truck. His sons Franklin and Theodore Crooker later joined their father, and it became a true family-run business. Upon retiring, Franklin and Theodore took over operations and in 2014 long-term employee and Chief Engineer at the time, Thomas Sturgeon, P.E., purchased the business with a group of partners. In 2016, Crooker Construction, LLC purchased Precast of Maine making the company even stronger. With a goal of being able to continue the legacy set-in place by Harry at the beginning, the current owners decided the best future for all employees was to reward them for their daily contributions to the company’s success by selling directly to them. This transition reflects the company’s belief that the people who built Crooker Construction and Precast of Maine should also share in its future.
For 90 years the company has built a reputation in the Midcoast area of being family focused, completing jobs with a high level of quality and safety, offering industry leading benefits, and more. The establishment of an ESOP ensures the company will remain locally rooted and will be able to continue on this path and work to grow even stronger by honoring current traditions, fostering relationships, and relying on the dedicated employees who are now owners.
An ESOP transition protects the culture and creates a long-term path for the company to thrive while remaining independent and based in Maine. Employee ownership also supports stability for clients and partners while strengthening the investment in workforce, equipment, and local communities.
As part of this milestone, Crooker Construction has announced a leadership evolution designed to support continuity and long-term growth. Thomas Sturgeon, P.E., who has served as President and Chief Executive Officer since 2014, will move solely into the role of Chief Executive Officer. Ian Messier, P.E., previously Chief Engineer, will step into the role of President. Ian has been an integral part of the company for over a dozen years and the team is confident he will successfully lead the ESOP into this next chapter.
The Maine Legislature is scheduled to start the second regular session on January 7, 2026. There are only 4 months in the second session and lots of bills hanging in the balance. Statuary adjournment is scheduled for April 15, 2026.
Our view is that while there is still plenty of work to accomplish, lawmakers have big incentives to finish quickly. The Blaine House and all 186 seats of the Maine Legislature will be up for grabs and fundraising cannot start in earnest until the legislature has finished its work. The Mills administration will also be coming to a close and it is widely expected that commissioners and key staff will begin to look for other work or join campaigns that are in progress.
Governor Mills in particular will be looking for a quick exit. What was once looking like a walk in the park primary for the US Senate is proving to be a much bigger headache. Graham Platner has been leading in most polls and has weathered what can only be described as a political category 5 hurricane. Currently, the Real Clear Politics average has Mills only 4 points ahead of Platner.
Another person who will be looking for a quick exit will be State Rep. Tiffany Roberts (D-North Berwick). Rep. Roberts is the author of Maine’s Right to Repair law and has been aggressively pursuing Contractor Licensing legislation. She launched a primary challenge against US Rep. Chellie Pingree (D-ME01).
Maine’s CD-02 race has been interesting since Congressman Jared Golden’s decision not to pursue re-election. Democrats saw US Senate Candidate Jordan Wood move to Lewiston and swap races to join the US House primary. State Auditor Matt Dunlap was already in the race, and it seems as if State Sen. Joe Baldacci (D-Bangor) may jump in the race as well. The Democratic winner will likely face off against former Governor Paul LePage for the seat.
The Legislature is certainly setting up to make all these candidates’ dreams come true. The 10-member legislative council allowed less than 100 additional bills in for the second session. This is a shockingly low number that will ensure work is completed fast.
As always, your team at Dirigo Public Affairs is honored to represent the shop contractors at ABC Maine. We wish you a very happy holiday season and a prosperous new year.
What Does Your Exit Map Look Like?
Most business owners have never exited their businesses before. Just like taking a big trip to a new place requires good planning to truly enjoy it, so too does a successful business exit.
While the details will certainly differ based on your unique situation, there is a way to map what a successful business exit looks like for you.
Here is a step-by-step overview of what many successful business exit maps look like.
1. Financial Security Above All
The most important checkpoint on any business exit map is financial security. Financial security means having enough money after you exit your business to never have to work again if you so choose.
Without achieving financial security, the rest of your business exit map is irrelevant. If you do not properly plan to achieve financial independence, it’s like getting to the shore of the Atlantic Ocean, wanting to go overseas, and trying to dog paddle your way over.
While achieving financial security may seem straightforward, business owners often run into two major obstacles in achieving it:
Many business owners falsely believe that their business is worth more than it is based on rules of thumb, personal opinions, or an incomplete comparison to other companies. There’s often an emotional factor at play: Because the business is a big part of the business owner’s identity, they put extra weight into how much they think it’s worth.
On the other hand, business owners often underestimate how much money they will need after they leave their business. The causes of this error include thinking they won’t live as long as they actually will, believing that they will simply spend less in retirement, and a failure to foresee common but unexpected events such as a sudden illness.
2. Get an Objective Valuation of Your Business From a Professional
Work with your Advisor Team to ensure that you know how much money you will need after you leave your business to thrive.
Knowing what your business is worth compared to how much money you will need after you leave it can help you close any asset gaps that could prevent you from achieving financial security.
3. Identify and Install Value Drivers
Value Drivers are elements of your business that help increase its value to a potential buyer. There are numerous Value Drivers, such as having a diverse customer base, operating systems that improve cash flows, and a proven growth strategy, but some are more important than others.
For example, the most important value driver is a next-level management team. As the name implies, these are managers who can take your business to the next level.
More crucially, your next-level management team is the team that will run the business after you leave it. It is essential that your business can thrive without you at the helm, because if your business requires your presence to thrive, then you can never really leave it.
A next-level management team is essential even if you never intend to exit your business during your lifetime.
Eventually and unfortunately, everyone dies. Though it may seem morbid to state it as such, it’s an important realization that many business owners must confront before it’s too late. Here’s why:
Even if you never intend to leave your business, it’s likely that people outside of you—including family, children, employees, and even your local community—rely on your business’ success to maintain their lifestyles. If you die and you have no one who can adequately run the business after you’re dead, it can create a shockwave of negative events that turns your life’s work into nothing.
On the other hand, a next-level management team can continue to run the business without you there and install other Value Drivers at the same time.
Regardless of when or how you intend to leave your business, Value Drivers are a key element of leaving your business on your terms.
4. Put Everything in Writing
Business exits are complex and could take years to execute. Keeping written records of your goals, milestones, and strategies could help you stay on target, adjust to the unexpected, and build confidence in your plans.
Without a written plan, it’s hard to pursue anything with regularity. This is especially true if your business relies on you for its success.
Creating a written plan could help you delegate responsibilities to other employees and make you more dispensable to your business. Though it may seem counterintuitive on its surface, when your business doesn’t need you for its survival, it becomes more valuable to potential buyers.
A written Exit Plan allows you to hold everyone, including yourself and your Advisor Team, accountable. Writing things down can also help you uncover new ideas and unseen obstacles.
5. Evaluate Potential Buyers
This step can sometimes be shocking to business owners because the facts that surround their business may not align with their initial hopes for selling the business.
For example, you may intend to keep the business in the family at the outset of your Exit Planning. But as you prepare a written plan, you may find that the family members you wanted to sell to simply are not capable of positioning the business to allow your financial security.
It bears repeating: Financial security is the most important aspect of a successful business exit. If the person or people you want to sell to cannot position you for financial security, then you should not sell to those people.
This doesn’t necessarily mean that the only option is to sell to a third-party buyer. On the contrary, it means that if you have a buyer that you are committed to selling to, selling to that buyer must fit within the context of a successful business exit.
Consider another example: a deep pocketed third-party buyer who can guarantee your financial security but has plans to upend your company culture. As a thought exercise, ask yourself: Would I be willing to sell my company to someone whose ownership style is completely at odds with mine?
Regardless of how you answered, putting your business exit in the context of what you must do versus what you would like to do can go a long way in your evaluation of a potential buyer. While there are ways to both achieve financial security and sell to a buyer who will help you fulfill your aspirational goals, doing so often requires clear sight of what you want and a written strategy for how you plan to pursue it.
6. Create Contingencies
Lots of things can happen between the time you start planning your exit and executing your actual exit. As such, it’s extremely important that you dedicate time to creating an estate plan and a business continuity plan to complement your Exit Plan.
An estate plan can help you settle any questions about your personal assets and what to do with them in the event of your unexpected death, incapacitation, or other life-altering event.
A business continuity plan plays a similar role if your unexpected death, incapacitation, or other event prevented you from running the business prior to your exit.
Fortunately, the Exit Planning Process includes these two important steps. This can help you keep your personal, business, and post-exit goals aligned.
Official Press Release
FARMINGTON, MAINE, November 3 – Sargent Corporation, a 100 percent employee-owned general contractor based in Orono, Maine, has announced the acquisition of E.L. Vining & Son, Inc., a respected earthwork and site development contractor based in Farmington, Maine. The transaction was completed on October 31, 2025, marking a significant step in Sargent’s long-term strategic growth plan as it approaches its 100th anniversary in 2026.
Founded in 1956 by Everett Vining, E.L. Vining & Son has built a strong reputation over nearly 75 years for its high-quality work, integrity, and community commitment. The company’s experience in DOT, sitework, utility, and landfill projects complements Sargent’s core services, making the partnership a natural fit.
“This acquisition brings together two Maine-based companies that share a deep respect for people, craftsmanship, and community,” said Eric Ritchie, President & CEO of Sargent Corporation. “E.L. Vining & Son’s culture mirrors our own, rooted in doing the right thing, honing our craft, and investing in people and winning in the field. We’re excited to welcome their talented team of professionals into employee-ownership and continue serving the communities of Western and Central Maine with even greater resources.”
As part of the transition, the Farmington office and shop will remain operational as Sargent’s Western Maine hub, maintaining local presence and relationships. Kody Vining, third-generation member of the Vining family, will continue in a Project Executive role. Sargent employee and local to the area, Trent Cullinan, will serve as Project Manager based in Farmington. Northern Maine Regional Manager Tim LePage and Project Executive Brent Williams will oversee operations under the leadership of Doug Morrison, Vice President of Operations & COO–North, and Kevin and Judy Vining will assist during a short transition period to ensure continuity for employees, clients, and vendors.
All existing contracts, projects, and partnerships will continue uninterrupted. The acquisition includes Vining’s equipment fleet, office, shop, and key aggregate resources across twelve leased properties, expanding Sargent’s material capabilities in Maine. With approximately 40 E.L. Vining team members joining Sargent, each will receive employee-ownership through Sargent’s Employee Stock Ownership Plan (ESOP) and full service credit toward benefits.
Sargent Corporation is a heavy civil construction company and a team of over 600 employee-owners who build infrastructure, including renewable energy projects, highways, commercial site work, landfill cells, airport runways, and underground utilities in the Northeast US and Mid-Atlantic region. Sargent has a rich, nearly century-long history and continues to focus on preparing the next generation, leading into its second century.
Summer and Fall have nearly come and gone and that means that the second session of the Maine Legislature is coming over the horizon. The Legislature will commence in January to finish the work left from the first session and deal with any remaining budgetary issues that will come up before the 2026 midterm election kicks off.
In the second session, the Legislature does not allow all bills to have a hearing. As of now, no new bills that have been allowed in by the Legislative Council should have any impact to ABC or its member companies. Our Government Affairs team at Dirigo Public Affairs has been keeping a close eye on all new bills that have been proposed and watching for any problematic new legislation.
ABC Maine is still following 9 bills that were carried over from the last session that will be dealt with in one way or another by the end of session. Adjournment is scheduled for mid April 2026.
The second session is shaping up to be largely uneventful and likely deadlocked. In the House, Democrats have lost 2 members during the Summer break. Rep. Ed Crockett (D-Portland) has unenrolled and launched an independent campaign for Governor. Rep. Kristen Cloutier (D-Lewiston) has resigned and taken over as Senate President Mattie Daughtry’s chief of staff. This leaves no party with a majority. Democrats have 74 members, Republicans have 73, and there are 3 independents and 1 vacancy. This will make compromise necessary and progress slow.
The session will likely be colored by Governor Mills’ recent announcement to run for the US Senate seat currently held by Sen. Susan Collins (R-Maine). The Maine Senate race is likely to be one of the most high profile ones in the country as both parties see it as necessary for their dreams of a majority. Sen. Collins has not declared for election as of yet, but it is highly expected that she will.
Other major news in Maine politics is the sudden and unexpected announcement from US Rep. Jared Golden (D-ME-02) to not seek reelection in 2026. Rep. Golden cited family and overall DC burnout as the reason for his decision. This came after State Auditor Matt Dunlap announced a primary challenge to Rep. Golden. Former Governor Paul LePage is currently the only declared candidate on the GOP side. Many national election forecasters immediately moved the race prediction from Lean D to Likely R.
The open gubernatorial seat is also being hotly contested by 5 Democrats, 8 Republicans, and 2 independents and there are likely more to follow.
ABC Maine’s Government Affairs committee is scheduled to start meeting regularly starting on December 3, 2025. If you’d like to listen in reach out to Hope for more information!
In 2026, the Maine Bureau of Insurance will launch the Fortify Maine Home Resiliency program, which will provide grants of up to $15,000 to eligible Maine residents to upgrade their roofs to a nationally recognized benchmark for storm-resistant roof construction. This $15 million program was introduced by Governor Mills and enacted by the Maine Legislature in April 2025.
The program will begin as a pilot in York, Cumberland, Kennebec, and Penobscot counties, regions that have experienced the greatest weather-related damage in recent years. After the pilot, the program will expand to homeowners across Maine.
Roofing issues are the leading cause of home insurance non-renewals in Maine, and replacing or upgrading a roof is no small expense. The Fortify Maine Home Resiliency program will help ease that financial burden while improving long-term resilience and reducing homeowners’ insurance costs.
For the program to succeed, a network of certified professionals is needed -- home inspectors and contractors trained to evaluate and build to the FORTIFIED standard. The Bureau of Insurance is hosting two online information sessions for contractors and evaluators:
These sessions will introduce the program and the certification process.
Why Contractors and Evaluators Should Participate
Participating in the Fortify Maine Home Resiliency program is not just about helping homeowners — it is a smart investment for professionals across the building and inspection community. Maine is the first state in the northeast to offer grants to homeowners, but other New England states are on their way to replicating the Maine program.
Contractors and certified evaluators who become qualified will benefit from:
Whether inspecting homes or building them, this is a chance to grow your business, deepen expertise, and contribute to a statewide effort to protect Maine families and properties.
If you would like to learn more or register for a session, please contact Charles Mercer at (207) 240-0584 or [email protected].
We hope that you will join us in building a more resilient Maine—one roof at a time.