1984年，约翰·盖洛（John Gaylor）在印第安纳波利斯（Indianapolis）成立了一家电气承包公司，该公司鼓励开放竞争和基于功绩的自由企业建设方法。决心为客户提供一流的服务和出色的工作绩效，盖尔还希望为员工提供最佳的工资和福利，优质的设备以及继续教育和培训。三十五年后，在2018年区域收入中增加了ENR中西部最高专业承包商的排名第27位，并在2018年收入中排名1.2228亿美元。新利luck

“I would say when I first came here back in 1990, we were a pretty small company, but we had a tremendous visionary and leader in John Gaylor,” says Chuck Goodrich, who took over as president in 2014 and is now the company’s CEO as well. John Gaylor remains chairman of the board. “When he made me president in 2014, we had a long conversation about this. There’s ups and downs in this business, but [our success] has really been a true blessing of our people. We just have unbelievable people, and they build relationships [and] they get work done.”

Offering engineering and design in addition to electrical construction, its bread and butter, Gaylor’s commitment to delivering high-quality construction has made it successful in the Midwest states of Indiana, Kentucky, Ohio and Michigan, but also in North Carolina, Tennessee, Alabama and Florida.

在古德里奇（Goodrich）的领导下，盖尔（Gaylor）对教育的承诺已经超越了其员工的发展，现在包括一所高中，在该公司的印第安纳州诺布尔斯维尔（Noblesville）开设了一所名为Gaylor Electric Electric Crossing商业与企业家学院的校园。Gaylor与位于南本德的Crossing Schools合作，参加了学术课程。该学校是一家职业学院，训练和教授电气收缩和工程。这是针对高危少年的，学生们在十字路口的高中课程中花费了一半的时间，而另一半则学习了盖尔（Gaylor）制造生产仓库中的电气贸易。

Upon graduation, students leave with a high school diploma—not a GED—and hands-on experience in fabrication and production. So far, the school has graduated 22 students who have started careers in the field in the Associated Builders and Contractors’ electrical engineering apprentice program. Some of the graduates are working toward their associate degree with the ABC, and they get advanced placement in that program because of their work at the Gaylor Electric Crossing School. The company eventually wants to graduate 100 students a year from this program.

In 2020, Gaylor is planning to expand the school as part of improvements to the Noblesville facility, including opening an additional 50,000-sq-ft production innovation center. The new building will host three new classrooms for the high school, a 33,000-sq-ft fabrication and engineering innovation center as well as employee offices and conference rooms.

“So, our goal is to double graduation every year, and we’ll be to 100 in five years,” Goodrich says. “Retention is 100% because I truly believe that when you show this kind of investment to our kids, you teach them how the electrical field and trades field fits into their education.”

这种解决工党危机的方法是盖洛尔（Gaylor）解决行业范围内的问题以及其项目团队在该领域面临的挑战的典型方式。一个这样的项目是印第安纳波利斯的1.2亿美元神经诊断研究所，这是一家215,700平方英尺的精神病医院，这是印第安纳州的第一家，该医院在印第安纳州建造的第一家标准是为159张床中的65张标准，专门用于住院医院的一个儿童。

Gaylor安装了4英寸。PVC地下接线，开关齿轮，变压器和终端。Gaylor为建筑经理Pepper Construction工作，还负责UPS和备份系统的冗余，并与现有医院一起循环新建建筑。

“The demands on the electrical contractor were high,” says Dan Lowe, Pepper’s project manager. “Lighting was specialized for different areas of treatment. The patient section’s doors almost all had locks that needed to be able to be opened and closed electronically. The day rooms required high level security. The meeting rooms are middle level, and you get back to the staff and the staff is low level, and that’s a major coordination issue because the high level is about 40% higher than the medium level. But, cost-wise, the medium level is about 15% higher than what would regularly be specified.”

劳（Lowe）说，盖洛（Gaylor）和胡椒（Pepper）在建筑中很早就共同努力，以遵守计划，并确定所需的高端插座，固定装置和不同饰面的设施部分，并在这些部门中增加了更多人员，以按时完成工作。有一次，盖洛（Gaylor）现场有100多名电工，并没有记录事件进行该项目。

除了该研究所的书面要求之外，盖勒和胡椒都知道，尽管行为健康设施与其他医疗机构的需求相同，但他们也有特殊的要求。神经诊断研究所想迈向更个性化的方法来治疗心理健康。

Lowe说：“我们从……[旧]风格的医院听到的事情真是太神奇了，当时行为卫生专业人员在没有所需的东西并且无法以适当的方式治疗患者时必须处理的是什么。”“这是中西部的第一个项目，以这种方式处理了行为健康。”

This customer-first mentality has helped Gaylor win data center projects as far away as Spokane, Wash.

“From Northern Indiana down through Lafayette, Indianapolis, through Columbus, into Nashville, to Huntsville [and] Birmingham, we’ve got offices in every one of those locations,” Goodrich says. “Then we’ve got Charlotte, and the idea is to make sure that we have the Midwest and Southeast covered well where the growth is in the economy, but I would tell you that our number one philosophy about work is customer first. Some people say that, but they don’t live it—but that’s what we live from getting the work through our pre-con meetings and the job itself.”