JUNE 2025 complying with legislation and regulations, identifying and reporting hazards, and helping develop effective safety controls to prevent incidents from happening. Trevor also praises JMJ as a whole for being “at the frontier of many workplace safety initiatives,” including and especially mental health. He says they were one of the first construction companies to implement mental health wellness check-ins for all workers. These check-ins are completely confidential and allow employees to openly talk about personal issues and concerns and get the support they need. The result, according to Trevor, is “a more united team and a more productive workplace, and one where workers feel like part of the family.” “This commitment to workplace health and safety has been key to JMJ’s success,” Trevor says. “They don’t just talk about safety, their actions demonstrate it on all of their projects. That makes them a company that general contractors know they can count on, and that puts them in high demand.” Indeed, JMJ’s emphasis on safety – combined with the quality of their work – has historically led to a lot of word of mouth and repeat business. Jeremy says that’s mainly how the company has grown and attracted clients. “We spend less than two thousand dollars a year on traditional marketing,” he admits. “It’s all about doing great work, meeting schedules, and owning our mistakes – then the next project finds us.” Satisfied clients return again and again, and referrals keep the pipeline full. That reputationbased model underscores every decision, from project selection to day-to-day communications. “We value clear communication,” Jeremy says, “and if we mess up, we fix it fast.”
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