Category: Uncategorized

R-22 Refrigerant (Freon) Is Obsolete: What Next?

Posted on by Lindsey Burbee

The United States has slowly been phasing out the use of R-22 refrigerant (or Freon), a Hydrochlorofluorocarbon (HCFC) refrigerant found in older commercial and residential HVAC equipment.

Commonly used in roof top units (RTUs) and split systems,  R-22 and other HCFC refrigerants are known to deplete the Earth’s protective ozone layer and contribute to harmful climate change.

To combat this, the U.S. has slowly been phasing out the use of R-22 refrigerant, per the following phase-out schedule:

 

  • 1/1/2010: The U.S. government bans the use of R-22 in new HVAC equipment.
  • 1/1/2015: The U.S. government bans the production and import of all R-22.
  • 1/1/2020: The U.S. government bans the use of all R-22 (with a few exceptions).  Only expensive, reclaimed R-22 can be used for repair of older R-22 equipment.  Effectively, this is the end of the road for R-22 use in the U.S.

 

How does the 2020 R-22 refrigerant ban affect my facility? 

 

  • The cost to repair older R-22 units is now skyrocketing and is usually cost-prohibitive.
  • R-22 costs per pound have risen approximately 500% in the past five years — up to 12 times the cost of modern-day, more ozone-friendly refrigerants.
  • Older R-22 units have much lower Energy Efficiency Ratio (EER) ratings and are as much as 50% less efficient than current-day, high-efficiency units.
  • In most cases, older R-22 RTUs cannot be converted to R410A refrigerant. These older units will need to be replaced with RTUs that are more energy efficient and more environmentally friendly.
  • Emergency replacement, AKA “Fix-on-fail,” is the costliest way to repair older R-22 units. In fact, this philosophy is around 70% more expensive per unit than a proactive roof-sweep or planned equipment replacement program.

 

So what should I do now, and where should I start? 

First, to really understand how the R-22 ban affects your business, I recommend companies start with an HVAC inventory. Conduct a detailed survey of all facilities to verify the age and condition of all HVAC equipment, including newer and older HVAC units.

Secondly, I recommend involving a national or regional HVAC installation partner, as well as an independent national testing, balancing and commissioning partner such as Melink Corporation to provide the unit data and a complete assessment of the entire mechanical system. (Check out these tips for hiring a Test & Balance partner).

Ideally, the assessment should include the following:

 

  • Duct-work inspections
  • RTU and exhaust fan inspections
  • Airflow measurements to verify proper building airflows and to identify existing air-balance issues

If the entire HVAC system is not inspected, the building will often continue to have comfort problems and building balance issues, even after the new equipment is installed. Without a thorough inspection, the positive effects of the new, energy-efficient (and R-22 refrigerant ban-compliant) HVAC equipment will not be fully realized, resulting in a lower-than-expected ROI.

For further information on HVAC surveys and other custom scopes of work, please e-mail [email protected] or call at (513) 965.7300.

Sources:
Air Conditioner Refrigerant Costs — On The Rise? (Fixd Repair)
What Is the #1 Way to Save Money on Your Rooftop Unit? (U.S. Department of Energy, Office of Energy Efficiency & Renewable Energy)

Co-op’s Perspective: My first few weeks…

Posted on by Lindsey Burbee

Initial Impression

As a second-year mechanical engineering student from the University of Cincinnati, and a first-time co-op, I didn’t know what to expect with my role at Melink. I had never heard of Test, Adjust, and Balance (TAB) before, and I had very little experience with HVAC systems. However, as I’ve gone through my first weeks at Melink as a co-op, I’ve felt very welcomed. I’ have also learned so much about what Melink does and has to offer. After a few weeks of work, I feel like a new member of a family, and my whole perspective about the HVAC industry has broadened.

Learning About TAB

My HVAC knowledge was very limited on my first day. I understood the basics like heating and cooling, but there were many things that I just didn’t have a clue about. For example, I didn’t know that a low air pressure inside a building could not only negatively affect the building, but the business inside it as well. I learned a low building pressure can lead to problems such as the suction of unwanted air through passageways into the building, low quality air, uncomfortable temperatures inside, unwanted debris sucked in through opened doorways, etc. These unwanted, but all too common problems lead to uncomfortable and unhappy customers inside the building, which ultimately leads to a loss of business. Now I understand how important it is for a business to get a TAB.

I also learned about our customer base. I thought we mostly serviced restaurants, but quickly learned that our customers expanded way beyond just the food industry. In addition to the restaurants, we service companies in the healthcare, technology, education, bank, fitness, and vehicular industries. Also, I found out you don’t just need a TAB on old buildings, but new buildings require them too. All new facilities require a Certificate of Occupancy (CO) prior to opening. To receive an CO, they must have a TAB stating their HVAC is set to the engineer’s specifications. TAB provides building owners the knowledge that their facility is built properly and is operating per design. Thus, I learned no matter the industry, everyone needs a TAB!

Co-Op Thoughts on Melink

In a few short weeks as a Melink co-op, I gained so much knowledge and insight surrounding HVAC. When I started, I was worried about first impressions, making mistakes, and not fitting in. However, the Melink team quickly subsided my worries. They provided a welcoming, fun, and family-oriented environment. I learned so much from the friendly team. They let me engage in the daily routine of the TAB team and really engulf myself into the business. So far, I really enjoy my time at Melink. I can’t wait to see what the future has in store for me.

To Own Is To Serve

Posted on by Lindsey Burbee

A Friendly Competition

In 2010, Melink started a friendly competition called the “Good to Great Awards”. This was inspired by Jim Collins’s book “Good to Great: Why Some Companies Make the Leap… and Others Don’t”.  The goal was to challenge employees to give their best, be innovative and make Melink a great company and sustain our goals year over year.  In typical Melink fashion, we had several employees rise to the challenge and set the tone for the next 10 years.

A Step Further

We knew this was good, but can we make this friendly competition great?  2012 began a new approach and we transitioned to a healthy competition that focused on delivering quality products and services and continuously looking for ways to improve.  Now we were asking for employees to take ownership and responsibility to support our vision, mission and values.  Over the next few years, great ideas were born:

 

  • Blowing Things Up
  • Insanely Great Service
  • Purpose with Passion
  • Sow to Grow
  • Act Like a Start Up
  • Attitude is Everything

Core Competencies

This year’s competition focuses on stewardship by an individual, team, or collective group displaying an example our newly defined core competencies and our values. Everything we do is built on Integrity, Service Excellence, and Innovation, and this past year we decided to take it a step further by adding six core competencies that we believe all of Melink employees should portray.

 

Melink Competition for Internal Success and Growth - Core Competencies

Nominating For Success

Just as we do every year, we have an abundance of nominations already. Our employees are proud to be able to acknowledge someone else’s hard work. Their drive makes Melink a better place, for our employees and for our customers. A sampling of the nominations we have received this year include:

 

  • “Not only does he ALWAYS do a fantastic job on all the projects he works on, he looks out for the development of the other technicians”

 

  • “The tech worked on a site and took the time to explain what he was working on to the onsite personnel. This was not unnoticed, Melink received a glowing thank you email from the GC.”

 

  • “She has been above and beyond nice to me. She helped me out when my car was in the shop by giving me a ride to and from work.”

 

  • “He has persevered through probably double the workload than he previously had. Every engineering need from the sales team was met, with timely, quality results.”

In February 2020, we will honor the winners at our annual company meeting.  It will be difficult to select a winner, but we know Melink will continue to strive for Greatness. This competition will help promote continual improvement.

Employee Ownership Month

Posted on by Lindsey Burbee

The ESOP Association and its member companies celebrate Employee Ownership Month every October.  An employee stock ownership plan (ESOP) is a benefit plan that gives workers ownership interest in their company.  The employees do not buy the stock, there is no cost to the employees, and it is not a part of their compensation plan.  According to The ESOP Association: “An employee stock ownership plan (ESOP) is a retirement plan—in some ways similar to and governed by the same laws and regulations as a 401(k). In other ways, ESOPs are quite different from 401(k)s.  When companies launch an ESOP, they form a trust that purchases some or all of the company’s shares and holds these in retirement accounts for employees. When the stock value increases or decreases, so does the value of employees’ accounts.”  Various studies and surveys have linked ESOPs to higher returns, greater productivity, higher sales growth, and greater likelihood to survive as compared to conventionally-owned companies.

Ownership creates a unique incentive and motivation for employees
to do what they can to help the business be successful.  Imagine the
collective power of not just one or just a few owners, but every
employee thinking and acting like owners, invested in the company’s success and
all pulling together toward that common goal!  The more they do to grow
sales and profits, and there are often a countless number of small actions
every day which can do both, the more value they directly put into the company…
and into their own retirement.

Owners generally think and act differently than non-owners.  Consider how you treat something that you rent versus something that you own.  Perhaps a rental car.  A home or apartment.  A tuxedo.  Or some other property.  Most people will give extra care and attention to the things they own themselves.  They see things in context of the bigger picture and the long-term, not just the here-and-now.  They recognize and appreciate the importance of customer satisfaction.  They see the value in maintaining healthy and collaborative relationships with co-workers/co-owners.  They display a more positive attitude.  They make decisions that are best for the company, not just best for themselves.

Melink became an ESOP in 2018 to create an additional retirement benefit for employees, to share success among all employees, and to reward employees for their efforts to grow and support our business’s success.  The ESOP also allowed us to maintain the company’s independence as a green-energy focused business.  Our ESOP is viewed as a long-term, wealth-building plan that provides each Employee-Owner with an equity stake in the company.  Employee ownership very much complements our company culture and our core values of integrity, innovation, and service excellence.  Even though we only recently became employee-owners, we have always had that owner-mindset.  Ever since I started with the company 23 years ago, I can remember our founder, Steve Melink, encouraging us to “think like an owner”.  Owners make decisions that are in the best interest of their customers, their employees, and their business.

Whether or not your company is an ESOP, how do you perform
your job duties?  Like an owner… or like a renter?

Why Recommission?

Posted on by Lindsey Burbee

Building commissioning is often viewed as a one-time procedure performed during a building’s initial construction, among hundreds of other tasks.  (That is, if commissioning was even performed at all… which is another topic in itself!)  An investment was made into ensuring that the newly constructed systems were indeed installed correctly and operating properly.  So then, if a building was already commissioned, why would you want to recommission it?

Before answering that, we should first define what recommissioning is.  Simply put, recommissioning is a process that helps get a building back to the operational performance that was intended from the initial design and construction.  It’s much like a tune-up for your car.  Commissioning occurs during the design and construction of a building.  Add the “re” to commissioning, and it implies that you are “commissioning again” an existing building that was previously commissioned.  In a similar way, when you add “retro” to commissioning, it implies that you are “going back and commissioning” an existing building that was never commissioned before.  According to the Building Efficiency Initiative, “it can often resolve problems that occurred during design or construction, or address problems that have developed throughout the building’s life as equipment has aged, or as building usage has changed.”

The process to recommission is often and best done on a planned, recurring basis.  This is because buildings change over time.  Just because a building’s systems were optimized when it was first commissioned, doesn’t mean they will stay that way forever.  As with most things, building systems wear and their performance degrades over time.  For example, a building may undergo a remodel or the way its space is used may change, pieces of equipment fail and are replaced, control setpoints are tampered with, and sensors fall out of calibration.  Recommissioning can help to diagnose the source of issues and identify building systems that have drifted, leading to higher energy costs and other negative side-effects.  Such issues include duct air leakage, HVAC and lighting left on while a space is unoccupied, airflow not balanced, dampers and economizers not working properly, improper setup or failure of controls, and much more.

 

Identifying and correcting these issues through a recommissioning process will lead to significant energy savings. It is important to recommission your building every 3-4 years. According to a report by Lawrence Berkeley National Laboratory, commissioning produced 16% median energy savings in existing buildings with a payback time of 1.1 years.  Furthermore, recommissioning results in a healthier and more comfortable environment for the building occupants, which is not as easy to quantify as energy savings but is even more impactful to an organization’s success.

TOP 3 Points to Consider Before Scheduling an HVAC Balance

Posted on by Lindsey Burbee

There are a few important items that you want to take into account before you schedule an HVAC balance. While these 3 points may seem obvious, there are many instances where a technician gets onsite and the job-site isn’t ready or they can’t access areas that they need. These tips can save time and money for everyone!

 

1. HVAC equipment is installed and operational.

This one seems like a no-brainer! However, there are always occurrences when a technician arrives onsite to perform a balance and necessary equipment either hasn’t been installed or isn’t properly operational. Examples include VAV’s or dampers that haven’t been installed, or a RTU that isn’t operational.

Ensuring that all ductwork has been completed, balancing dampers are properly installed, any grilles, registers and diffusers are installed, and the RTUs have clean filters helps make sure a technician can provide a proper air balance, as well as mitigate any potential return service costs. Making sure that all equipment (especially RTUs) has undergone a proper start-up to confirm power should always be completed ahead of Melink’s arrival.

 

2. All HVAC equipment can be easily accessed by a technician.

Another hindrance to any proper test & balance is not being able to access the necessary equipment. This includes equipment installed inside the building, as well as equipment on the roof. When working with a customer located inside a mall or shopping center, security and approved roof access becomes another added component.

Melink typically requires assured access to all applicable HVAC system equipment, including RTUs, VAVs, Exhaust Fans, dampers, etc. Access to fully open dampers, ceiling-height diffusers, and thermostats that may be in an office is necessary to properly complete the balance. Our Account Coordinators will also discuss roof access, security measures, and accessibility to ladders or lifts.

 

3. Allotting adequate time (2-3 weeks) to schedule and complete the balance.

Though some
seasons are busier (or slower) than others, our goal at Melink is to provide
every customer the same level of service excellence no matter the time of year.
This includes communication with the customer, scheduling the site visit with
one of our National Network technicians, performing the balance and working
with the customer on any punch-list items, and finally, providing a certified
test & balance report.

Our team of National Account representatives and technicians work with the customer through each step of the process. Scheduling an HVAC balance with Melink approximately 2-3 weeks out from turnover will help to ensure a proper and complete balance. It also allows enough time to work through any punch-list items or lingering comfort issues for the customer.

Hiring Our Heroes

Posted on by Lindsey Burbee

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

Posted on by Lindsey Burbee

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.

National and Independent Test and Balance: We Go Where You Are!

Posted on by Lindsey Burbee

National retailers, restaurant chains and commercial property groups all have similar HVAC needs all across the country.  When going to a Starbucks and asking for a “Grande Pike”, we have a set expectation of what we will experience when the barista delivers that 16 oz cup of perfection, right?  Why should commercial buildings be any different?  Don’t the brand managers and facilities teams want their building occupants to have the same, consistent comfortable, healthy experience when inside of their buildings?  Don’t they want their customers and employees to enjoy a safe, comfortable, energy efficient indoor environment at every location nation-wide?  We find the answer to be a resounding YES!

In 1987, founder Steve Melink saw the need for consistent, national, test, balance and commissioning services for national restaurant and retail chains.  While test and balance companies weren’t new, there was no one fulfilling the services in an unwavering manner across the entire nation. Companies either performed work in a small region, or they hired out whomever they could find across the country as jobs popped up. This not only left varying and unreliable reports, but also no standard across the nation for larger national accounts. What was done at one location, may have been measured differently at another, or not even checked at all! Steve understood the need for one company to be able to deliver reliable and consistent services and reports to all business, regardless of location.

 

13,000+ projects completed since 2014!!

 

Fast forward 32 years.  Today Melink Corporation is still known as the standard for national test, balance and commissioning services and serves many of the world’s largest and fastest growing restaurant and retail chains.  In the same vein as the Starbucks example, our customers expect consistency and quality no matter where they are building and remodeling.  We don’t leave our quality to chance or to the general contractor’s sub, we hire and train the best technicians and engineers.

With our 100% self-performing, independent, national team of Test, Balance and Commissioning professionals, Melink takes our quality on the road, each and every day.  Simply put “We Go Where You Are”!

Are you struggling to find someone that can service any of your locations? Contact our team by phone at 877-477-4190 (toll-free) or online at [email protected] or here…we look forward to helping find a solution for your business!

How to be an Employee Owner – with Swagger

Posted on by Lindsey Burbee

swag·ger

/ˈswaɡər/

verb

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.