Hiring Our Heroes

Melink has had a strong history of hiring veterans for many years. In the last few years we have really targeted that effort by leveraging military recruiting agencies. At Melink, we have veterans at nearly every level of our business.

Our original goal was to find the right type of candidate to fill the challenging role of Field Service Technician. The role takes people away from their families for extended amounts of time, requires people to work independently and to adhere to a specific code of conduct, with integrity being paramount. Veterans seemed to be a natural fit and were drawn to the role. We have found that our military veterans are loyal, hardworking and most of all value their integrity.

Currently, there are 17 military veterans in the Melink family, with one still being active in the Florida Air National Guard. Of those seventeen veterans six of them are in leadership roles and the other 11 are members of Melink’s national network of technicians. That makes 28% of our field workforce veterans, and almost 20% of all of Melink employees.

Hiring veterans is rewarding on several different levels. My team of leaders understand the capabilities of these individuals and we are able to translate their military experience into the civilian job market. Of the team that manages the national network 5 of us are veterans from varying services and disciplines. We all understand the military and veterans in different ways and it gives us a unique advantage when hiring veteran talent. We all relish the chance to provide opportunities to those have also sacrificed and taken up the call to serve our nation.

We are proud of our veterans and excited to introduce you to a few of our longest serving Melink veterans…

Completing boot camp was quite the accomplishment for me and I also made Sergeant (E5) in just over 3 years (almost unheard of in the Marines).  With all that said my time in Iraq back in 2003 was what I came away most proud of.  There’s a different level of pride when you consider serving your country for an extended time frame in a war zone and I had the honor of spending a full year in theatre. I would argue that the level of camaraderie here at Melink rivals what we Veteran’s experienced in the service.  This is very rare in a corporate environment as a civilian.  Here at Melink the mission is clear, and our goal is to change the world.  So, in a sense, Melink has indirectly supported my involvement in the military by providing an environment that rivals the togetherness and mission-oriented mindset I encountered during my time in uniform. I’ve been fortunate enough to find myself in leadership roles throughout my tenure with Melink. First as a Lead Technician in the field and now as a Field Service Manager. This has allowed me to continue to utilize the leadership traits drilled into me during my time in the Corp. Melink has presented me with new challenges over the years which has forced me to continually grow.

– Larry Moore

After working for a company of close to 100,000 employees and feeling like just a number, it was refreshing to work for a smaller company where you can feel you are valued every day. A company where the president/owner shows an interest in your family and encourages you to chase your goals. I appreciate working for a company that values my military background and supports my active involvement in the Air
Force which allows me to fulfill my commitment and achieve my goal of a military retirement.

– Ralph Conti

Prior to my tenure at Melink, I served in the United States Army.  After back-to-back deployments, and having a young family, my wife and I decided that it was time to move onto the next chapter in our lives. Since I have been at Melink it has become common place to see many veterans walk through our doors.  Getting an opportunity to work with so many people from across the country both in and out of uniform has given me and my family a unique outlook. It is truly humbling to see the support given to our Veterans.  Thank you for your Service.

– Mark Goodhind

The Cooperative Advantage

The Solution…Cooperative Advantage

Articles and opinion pieces discussing Universities and Colleges alike seem to constantly be in the news and going viral on social media regarding the high costs to attend and the inevitable debt that most students incur. At the same time many employers have a high bar to even be considered for an entry level position. I can recall in the early days of my career applying for entry level roles with requirements like:

  • Bachelor’s degree in engineering or technology required – MBA preferred
  • 2 years of technical experience required – 3+ years preferred
  • Leadership experience required

With a high barrier for entry with high associated costs, how can employers and students or employees both win?

Several Universities have implemented a strategy, going back several decades, allowing for a win-win both for students and employers. What strategy? Cooperative education programs, or also known as: Co-ops. We like to call this the Cooperative Advantage; helping students and employers alike.

In 1906, the University of Cincinnati (OH) was the first to implement such a strategy. This strategy or Co-op program has evolved, and today is a requirement for many students depending upon the curriculum of their program or college. Students within The College of Engineering and Applied Science (CEAS) are required to have a minimum year of full-time paid experience as a part of the curriculum. Many students have even more full-time experience, with some having as much as two full years of paid full-time experience before graduation!

Other colleges such as Cornell University and Northeastern University have similar Co-op programs. These programs require students to partake in a professional experience.

At Melink Corporation, we regularly employee Engineering Co-op students. For nearly 5 years, we’ve had great success in developing future leaders in our program, meanwhile providing a boost to our day-to-day operations. Co-ops have delivered unexpected benefits such as keeping us all up to date with the latest trends, whether it be Crypto-Currency or Pokémon Go!

 Don’t just take it from me…

Current Melink Employee: “These students become key members that directly contribute to the team. They assist in many roles such as project management, estimating, sales efforts, and customer service.”

Current Melink Co-op Employee/Student: “This Co-op experience has reinforced the importance of communication and deadlines. My course material may not be easier afterwards, but how I learn, study, and work as a team will be.”

The Co-op experience allows students to get paid and learn more tangible/transferrable skills on-the-job. At the same time, employers have the opportunity to bring fresh perspectives to their team, receive some productivity, and groom potential future employees or even leaders of the company!

Co-op programs are a great solution to the cost of education and barriers for entry level roles. Over the last 5 years, Melink has had about 2 co-ops per year. Our more long-term success rate of hiring these students full time after graduation has been nearly 50%! I ask you, as a student or potential hiring employee to consider the positive impact a co-op program.

How to be an Employee Owner – with Swagger




walk or behave in a very confident way.
“he swaggered along the corridor”

synonyms: strut, parade, stride, roll, prance;

Goals and objectives are important.  They move us forward, help us believe in ourselves and each other, and the right goals hold us accountable to meeting exceeding results.  But, what good is accomplishing a goal without passion, without purpose, without style or swagger?  These attributes are, in my opinion, critical toward making work fun and meaningful.  If not, we’re just checking the box.   In fact, these attributes are not only reflected in our people, but in the products and services we offer.  We’re not looking to check the box by pencil-whipping another T&B report, or installing a basic controls system.  No, we want to provide insanely great service and do things the right way.  We want our customer’s to have a healthy and properly commissioned building.  Intelli-Hood isn’t a demand control ventilation product – it’s an energy savings solution.  And any contractor can install a Solar PV system; we’re providing renewable energy solutions that meet the needs of our customers.  So, as a 100% Employee Owned company, I asked my team, “How do you do your job with swagger?”.  Here’s what they had to say.

I try to take the time to get to know trainees on a personal level and adjust my approach to their style of learning.  This helps ensure they can retain information.  As the company’s most-tenured technician, I believe it’s my responsibility to impart knowledge and experience onto new generations of employee-owners.  I have no doubt that if they can add their own style of swagger, they’ll be fully capable of continuing to provide our customers with insanely great service.  -Darryl Stones, Master Field Service Technician & Employee Owner

Our mission is to change the world, one building at a time, by helping decision-makers implement energy efficiency and renewable energy solutions into their commercial facilities.  Confidence in this mission – as well as our values of integrity, innovation, and service excellence – are my keys to success.  I’m so passionate about the work we’re doing as well as my team, and our customers, I can’t help but do it all with style and swagger!  -Krysta Kincaid, Account Coordinator & Employee Owner

I try to lead with integrity. When asked by someone to cut corners to get the job done quicker/easier/less expensive, I take pride in telling them no – we do the job the way it’s supposed to be done. Do anything (a task, chore, errand, favor) as you’d like to do everything, in the best way possible.  -Joel Geiman, Business Development Manager & Employee Owner

I do a lot of international work.  No matter where or when a customer calls me from somewhere in the world, I know it’s my job to help address their need.  I aim to serve as their go-to subject matter expert on demand control ventilation (DCKV).  Often times I try to advise above & beyond the scope of our controls.  My goal is to ensure our system integrates seamlessly with the application, whether it be new construction or a retrofit.  Not only is the energy savings critical, but so is a cohesive and effective mechanical system that’s been well integrated with the foodservice design.  My team and I are fully committed to changing the world, one building at a time.  -Jason Brown, Senior Sales and Applications Engineer & Employee Owner

Looking polished and professional each time I go onto a job-site.  You’d think it takes a lot of effort to look like a GQ model every day.  But for me, it comes easy.  -George Cook, Lead Technician & Employee Owner

I find it especially gratifying to know that my work serves the greater purpose of making the world a better place.  So, every morning when I wake up, I pause and remind myself to aim for excellence – not because it’s easy or convenient but it’s hard and worth doing!  Also, as an employee-owner, I feel like I have the power of Thor’s hammer to make an impact.  This electrifies my drive to look for ways to improve.  In so doing, I am not just helping myself, I’m adding value for my customers and colleagues.  -Josh Gerlock, Sales Engineer & Employee Owner

Working in Solar gives me a sunny disposition and working in Geothermal keeps me grounded.  -Seth Parker, Vice President of Melink Solar & Geo

With a National Network consisting of  technicians, engineers, leaders and office staff we bring the swagger of 16 military veterans to the industry. Our veterans bring a different perspective on life, leadership, and hard work. Hiring and employing Military veterans offers Melink a chance to give back to those that have volunteered to give so much for our country. It is a mutually beneficial relationship in that the values learned in the military and the esprit de corps that those veterans are used to easily translate to the family environment and core values at Melink Corporation.   -Matt Meyer, Director of Field Service & Employee Owner

In retrospect, I was a little iffy on going through this exercise.   I wasn’t sure what I’d get back!  But, I’m glad I asked this question.  This feedback demonstrates the passion and purpose we’ve learned to develop in our work.  I hope you can see this as well.  So, if you’re looking to hire an energy solutions provider whose people walk the talk, have skin in the game, and have meaning in their work – then look no further.  But if you’re looking to check the box you may want to keep looking. 

Life Lessons: First Year As A Professional

Work anniversaries (Work-aversaries) hold a special place in many people’s hearts. Most people I’ve talked to know the exact date when they started working for a company. Especially for those who have been at the same company for many years- decades even- that date becomes more and more special each year it comes around. It’s something to be celebrated not only by the individual, but by the company who has seen this person grow over the years. For me, “years” is not yet plural, as May marks my first work-aversary of my young career. And although this anniversary may not even merit a pizza party, it does invoke a sense of reflection in consideration for all of the lessons that have been learned in a year that will one day be long in the past.

Let’s start with the common hurdles that many young people graduating college must first overcome. I would title this first lesson, perspective. For the first 20-ish years, we learn, succeed, and fail among our peers who are similar in age and background. From the youth baseball games, to the high school AP tests, to the college capstone projects, we were always surrounded by people in the same shoes. It was comfortable, safe, and most all, relatable. However, when the real-world hits (after college, let’s be honest…) we plunge into the diverse environment that is “the workplace.” Many of our fellow co-workers are not the same age, they went to different schools, have held other jobs, and might even have children our age! You are now just another guy or gal that is held to the same standard as everyone else in the office. A missed deadline is no longer 10% off your grade, it’s overhead, it may affect the bottom line, and it probably isn’t going to tolerated like it was in school. For the first-year employee, you have to grow up fast and get up to speed with how people do business. The sooner that happens, the sooner the real world will feel more comfortable, safe, and relatable.

The second lesson that I learned is how to have confidence in the workplace. Growing up and looking at corporate life, I remember thinking how complicated business must be. With words like “capital expenses” and “contract administrator” and “taxes” (kidding about the last one), I thought I’d never be able to grasp what it takes to be successful beyond the classroom. What I’ve learned, however, is that no matter the complexity of a subject, the least you can do is identify its purpose and function. Drawing any sort of connection to something that sounds foreign will begin to make sense overtime. There might be a big learning curve, but once the confidence comes, you become dangerous.

The third lesson, and certainly not the last lesson, is one of research. I don’t mean research like you would do in a library, it’s research you carry out by asking people questions. The importance of asking the right questions in the right way and at the right time is a skill that is not taught in school. Just like asking the “right” questions, you must also seek the “right” answer. To do this, problems have to be broken down in its simplest form in order to ask the simplest questions. As always, time is of the essence. People may not have time for you to explain the problem at hand, so it’s important to get the information you need as efficiently as possible. It therefore becomes imperative to identify people who know the answers to certain questions, and if they give good answers, keep going back to ask more questions. At the end of the day, if you’re not asking questions, you’re not learning.

In reviewing my first year of working, it was packed full of new experiences; I can confidently say that learned something new every single day. Making sense of the real world by doing good research, having confidence, and keeping a fresh perspective on things is my best advice to anyone struggling with first year transitions. By the time I retire, I may not remember everything I did in that first year of working, but I will remember the lessons I learned based on how they have shaped who I have become.    

Meet Sean Cokingtin, Sales Engineer

Business Unit and Job Title

Intelli-Hood Sales Engineer

What does your job entail?

Responsible for developing Melink’s Western market presence within New Construction specifications for Melink’s demand control kitchen ventilation (DCKV) system.

What did you do before coming to Melink?

Before Melink, I was a student at the University of Dayton. As a student, I served three co-op terms. Two terms were with Emerson Climate Technologies where I worked in the A/C Scroll Compressor division. My third term was with Eaton Corporation where I worked as a technical sales intern out of their Dallas, TX office.

What is your favorite aspect of working at Melink?

My favorite aspect of working at Melink are the customers we get to work with. The fact that we’re able to do business with biggest names in commercial restaurant and retail speaks volumes about our offerings. 

What do you like to do in your time off?

In my time off, I like to exercise and cook (not at the same time).

Tell us something that might surprise us about you.

I’m 25% Chinese.

What are you most proud of?

Graduating college.

Motto or personal mantra?

“Just figure it out”

Do you collect anything?


Meet Alyssa Woods, HR & Marketing Coordinator

Business Unit and Job Title


-HR/Marketing Coordinator

What does your job entail?

I split my time between the HR and Marketing Teams. On the HR side I schedule interviews, onboard our new hires, recruit at career fairs, and I am on the safety committee.  On the marketing side of things, I help make the newsletter, prepare for trade shows, and order promotional items. 

What did you do before coming to Melink?

I was an undergraduate student at THE Ohio State University.  During my time at OSU, I did several HR internships, worked at OSU’s sensory lab, and was a member of the volunteer organization Alpha Phi Omega.

What is your favorite aspect of working at Melink?

My Favorite aspect of Melink is the culture. Everyone who works at Melink is very friendly, and all ideas are valued and asked for no matter what role you are in.

What do you like to do in your time off?

In my free time I like to go camping and hiking with my family. I also enjoy playing tennis, running, and going to Kings Island when it is open.

Tell us something that might surprise us about you.

When I was 9 I posed for a Pampers Box, and the packaging is still used today.

What are your hopes for our industry?

I hope we reach and surpass all the goals we have set as a company.

Motto or personal mantra?

“It is our choices, that show what we truly are, far more than our abilities.”

                                                                                                                                                -Albus Dumbledore

Buy Cheap, Buy Twice

I’ve been in my role, with Melink Corporation, as a Sales Engineer just over 1.5 years.  I want to ensure it’s understood that I am certainly no expert in the “Construction World” but I do have tangible experience.  This article’s content is based on my first-hand experiences, real-world applications I’ve dealt with and conversations I’ve had.  Thus, these opinions are largely subject to my own with some additional input from outside articles and research.  

My first week into this role was a mix of emotion, to say the last.  It was during this week that my manager (whom I see as an industry expert and mentor) expressed to me [something along the lines of], “Eric, you’re dealing with one of the toughest verticals Melink works within [New Construction].  I’ll be honest with you – you’re going to learn so much but you’re really going to have to learn to love frustration.”   Yes, you [reader] likely share my same sentiment – skepticism, surprise and curiosity; though, it didn’t take long to understand what he meant.  I was “christened” nearly the very first project I dealt with.  Long story short, despite our product being hard specified by the hired designing Mechanical Engineer, our product was ultimately “value engineered*” for a cheaper alternative.  Echoing my feelings earlier, I was surprised, curious and frustrated.  I became aware of the “Achilles heel” of the New Construction world – the bidding process (which is influenced by cost).  Cost is, and always has been, the deciding factor in mostly all aspects of a new build project.  It makes sense, until you dig deeper.

Everyone is guilty.  Even the product manufacturers should hold themselves accountable in this regard; they/we are just trying to play the ‘game’ and stay in business.  In his article, “People Are Cost-Driven with Kitchen Equipment but There’s an Adage of Buy Cheap, Buy Twice”, Andrew Seymour interviewed a chef by the name of Hayden Groves.  Mr. Groves is quoted as saying some buyers are too “Excel spreadsheet-driven” and end up trying to shave off costs when it might not be the right move for the business.  First hand, I’ve seen this happen, as explained earlier.  Our controls can often be eliminated for a cheaper alternative that cannot do the same thing, thus cannot produce the same results as our technology.  This decision is often made without any discussion or pragmatic decision process.  Who makes this decision?  Ultimately, it should be the owner or whomever holds the checkbook and it often is; in this case, I understand.  The owner can do what he/she wants to do.  Unfortunately, often it’s a ‘bidder’ who is trying to win the project by competing solely on cost.  Again, I want to reiterate that this doesn’t happen every time, but it does happen way more than it should.  Yes, I am saying that if a trusted designer hypothetically specifies a Rolls-Royces then you’ll likely see most bidders price out a Toyota Camry (Toyota’s are great vehicles – I own one!).  Yes, they both have engines and four wheels, but they are uniquely different and have glaringly different features, components and thus, different values.  Without going down this rabbit hole, I’ll just say it’s the principle of the matter…that matters.   Attending an industry conference this past week, I had the chance to sit down with consultants and manufacturers.  This exact discussion was brought to the table as a point of frustration for the consultants.  They share my frustration!  This is a broken process and research support this argument.  Consulting-Specifying Engineers recent publication (www.csemag.com), provided the top 10 HVAC systems and BAS challenges.  The top challenge, comprising 79% of respondents, is the inadequate budget for a good design. Conversely, this same research shows that 96% of specifying engineers can agree that product quality is paramount when comparing products, above all else; these are the engineers that are hired for their expertise to ultimately design and specify products to accompany the design, to meet an owner’s and/or architects’ goals.  Yet, here we are.  A battle between the desire to specify based on quality but ultimately being sold on what is cheapest.

So, how does a whole industry change?  Perhaps by “eating the elephant, one bite at a time” as they say.  One often overlooked and unquestioned factor is that of aftermarket and post install support.  It’s imperative that we all make sure to mention our product’s warranties and service/support on the front end of the process, as the lack of either could potentially be a major headache on the backend.  If I never mentioned Melink’s warranties/service in my discussions, they would never get asked about; this is shocking.  A 2016 McKinsey study proves that service and support reign most important in terms of purchasing factors

  2016 McKinsey Study – “How to Unlock Growth in the Largest Account.” 

Hayden Groves, also harps on warranties/support.  He said, “You should look for manufacturers’ warranty too. If a manufacturer gives you a minimum standard of a year but somebody else gives you five years, that’s a huge belief in that piece of equipment”, says Hayden.  Speaking of Rolls Royce…

“The quality is remembered long after the price is forgotten.” – Sir Henry Royce of Rolls Royce

*Value Engineering = “Cost Cutting”


  1. Pelliccione, Amanda. “2019 HVAC & Building Automation Systems Study.” Www.csemag.com , Equal Opportunity Publications, Inc, 16 Jan. 2019, bt.e-ditionsbyfry.com/publication/?i=559857.

Melink HQ2 – Our Zero Energy Vision & Strategic Plan

Melink’s second headquarters in Milford, Ohio will be one of the greenest buildings in the world.  Not only will it double the office and manufacturing space of our current 30,000 square-feet facility, it will serve as a model on how to design and construct affordable zero-energy buildings (ZEB) of the future.  Why is this so important?

Commercial buildings and homes consume over 60% of the energy in the U.S., and therefore, represent a majority of our country’s carbon footprint.  Though the building industry is on a path to achieve zero-energy on all new construction by the year 2030, it will be very difficult to convert the millions of existing buildings to zero-energy before 2050.

Unfortunately, because of global climate change, we may not be able to wait that long.  We need cost-effective solutions now.  The 17 hottest years on record have occurred over the last 18 years and the trend is getting worse over time.  Climate disasters from floods to fires are becoming more frequent and severe as a result.  In fact, more and more scientists are saying this could become an existential threat.

Yes, solar and wind power have gone mainstream over the last 10 years and that is good news.  And many utilities, businesses, schools, and government entities are starting to jump on the bandwagon.  But renewable energy still only makes up about 20% of our country’s energy mix.  Coal, natural gas, oil, and nuclear make up the rest.  We need to go from 20% to 80% renewables within the next 10-20 years.

One way to speed adoption is not wait for fickle governments and regulated utilities to solve this problem.  It’s time for the business sector to lead and create the clean energy economy of the 21st Century.  This means small, medium, and large companies like ours need to start making the necessary investments now.  Together, we can and must wean ourselves from dirty fossil fuels.

To be clear, this is not just about protecting the environment.  It’s about saving our planet and life as we know it.  It’s about investing in our security, health, and economy.  Who doesn’t want to be safe from more natural disasters in the future?  Who doesn’t want to be secure from flooding coastlines and mass human migration?  And who doesn’t want more jobs and long-term economic growth?

Therefore, this epic problem should also be viewed as a tremendous opportunity for humankind to finally work together on something that is bigger than any one person, political party, or country.  We can either smartly invest trillions of dollars now … or stupidly pay hundreds of trillions and likely lose millions of lives later.  We all know what our children and grandchildren would say.    

What does this have to do with our HQ2?  Everything.  Our new buidling will not be just another green project to say we ‘walk the talk’ at Melink.  Our building will be about showing architects, engineers, and contractors how to design and construct affordable zero-energy buildings of the future.  In other words, it will be about helping revolutionize the building industry for the 21st Century.

How will we accomplish this?

We are going to show that one can invest a small premium of 15-20% over and above a conventional, code-compliant building, and make it zero-energy.  The message being: If Melink can do it, so can everyone else across the country.  I believe developers, architects, and engineers from across the land will want to see and hear how we did this.  I believe our customers will want to see and hear how we did this.  The return on investment will be too good for them not to.

How is this different than HQ1? 

We invested a slightly larger premium of 25% over and above a conventional, code-compliant building.  We also made these investments to an existing building – slowly over time as we could afford them.  This project will show we can do it for an even lower premium if we smartly design the building and take advantage of the most recent innovations.

Features will include several of the best ones we incorporated here in our HQ1.  For example, we will have an even more highly-insulated envelope; we will have the next generation of window and door systems; and we will have a larger solar canopy over the parking lot.

While we can’t share too many details at this time because of the proprietary nature of our innovations, we promise we will push the envelope in ways that will make HQ2 one of the most innovative green buildings on the planet. More details will be provided in the near future.

And we will have many other features that won’t necessarily pertain to energy, but will make the building more comfortable and inspiring.  For example, we will have more open work spaces, more windows and skylights, and a green wall or water feature.  And we will have a museum center to educate visitors on the history of HVAC because to see the future you have to know the past.  Last, we will have a spirit wear shop to reward customers with gifts to memorialize their visit. 

Timewise, the building will be completed by the end of this year and we plan to hold a grand opening in June 2020 where we can publicize our initial findings from our building.

How are we going to pay for HQ2? 

I am taking advantage of what is called a PACE loan to invest in the energy efficiency and renewable energy features of our new building.  In essence the capital is provided upfront and paid back over 25-30 years through an assessment on the property taxes.  This is a great financing tool that we also want to share with the world.

In conclusion, if we’re not part of the solution, who and what are we?  As experts in the building industry, if we don’t help raise the bar, who will and when?  We’re certainly not going to rest on past laurels and let the world pass us by.  We’re going to lead and make a difference.  

PACE Helps Fund Melink HQ2

Word is spreading that we have started construction on one of the greenest buildings in the U.S.  Melink HQ2 will not only expand our corporate campus for future growth, it will also serve as a model for how to design and construct Zero-Energy Buildings.

What is lesser known is how this project is being financed.  Yes, traditional equity and debt will pay for 80% of this $5 million project.  There is no getting around the fact that concrete, steel, and glass costs money and plenty of it.

But the other 20% of this project will be financed by PACE – which stands for Property Accessed Clean Energy.  This is a smart way to fund energy efficiency and renewable energy improvements that might otherwise get axed from consideration because of budget constraints.

Basically, PACE financing is a long-term loan that gets paid over the long term by the energy savings of the above stated improvements.  However, rather than calling it debt, it is recognized as a property tax assessment based on the increased value of the improvements.

In this example, Melink will be able to make $1 million worth of energy efficiency and renewable energy improvements and pay for them gradually over the next 30 years through an assessment on our property taxes.  In other words, the energy savings will cash-flow the incremental value.

This is important for the building industry to understand, including developers, architects, and construction firms.  The reason is, investing up to 20% on energy improvements can make the difference between a zero-energy building and an energy hog that cripples your business.

There is no personal guarantee required and no additional debt on your balance sheet.  You get a fixed rate with fixed payments that can be passed onto your tenants through a triple-net lease.

Moreover, it allows you as the building owner and/or tenant to market your sustainability mindset and accomplishments.  And with growing pressure from customers and employees to be part of the solution, there is no excuse for not doing the right thing.

For our project, Ohio PACE and CenterBank have been indispensable partners to making this financing possible for us.  In your state, it might be someone else.  Either way, if your clients don’t know about this financing tool, you need to educate them on it.

Leading by example is one of the most important things we can do.  And with PACE financing, we hope to show countless other building owners and professionals that zero energy buildings are not only proven and practical, but also profitable.  Today.

Headquarters 2.0

Another major step on our sustainability journey will be the design and construction of a second headquarters in 2018 and 2019. As Melink continues to grow, we will need more office and warehouse space than our first building can provide.

Fortunately, we have the land next to our current HQ1 in which to build HQ2. It will be of a similar size and layout – with the courtyard facing our current building. And like our first building, it will be super-green. Except our second building will take green to a whole new level!

In addition to it serving our future workplace needs, it will serve as a model Zero-Energy Building (ZEB) for architects, engineers, and contractors to learn ZEB best practices. The goal will be to show a cost-benefit analysis that will make other building owners want to emulate and mainstream ZEB.

A growing segment of the building industry is calling for all new buildings to be Zero-Energy Building by the year 2030. We want to show that this can be easily achieved, 10 years ahead of schedule, with a relatively simple design strategy.

Since the largest energy loads in most commercial buildings are lighting, HVAC, and hot water, we will focus on showing how these can be minimized – and offset by a slightly greater amount of solar PV electric generation. Nothing new, except HQ2 will do this better than HQ1.

But the main innovation will be around our super-hybrid geothermal HVAC system. Don’t worry, we’ll figure out a cool brand name for it. The point is, this new system will help advance the energy savings of geothermal without the high cost normally associated with it.

If you think we have received lots of regional and national attention with HQ1, wait until you see what happens with HQ2. Through countless tours and presentations, we will influence thousands of additional building professionals and continue building a green brand unlike any company.

By the way, if any of you would like to work in this new super, high-tech, and beautiful workplace, you better get an electric car first. Because only EVs will be permitted to drive and park on its new green parking lot of the future.

The Melink Energy Revolution is just beginning…