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JMH Engineering and Construction

Annual Revenue: 

$50M+

Employees:

150+

Industry:

Construction

“I would simply say that we would not be where we are today without coaching, especially when it comes to the health of the organizational culture.”
Matt Lovingier
Owner & CEO, JMH Engineering and Construction.

Client Challenge

JMH Construction had built a strong reputation as a family-owned company delivering complex industrial construction projects. However, leadership noticed some ‘growth bottlenecks’: revenue was concentrated in a single market, leadership accountability was inconsistent, and the culture was plagued by pacifying leadership and avoiding conversations.

 

As the company planned for expansion while navigating its succession from father to son, leadership realised that continued growth would require more than technical expertise, and a different kind of leadership. Enter, Novus Global.

Coaching Solution

The strategy was a scaled play. The coaching engagement started with one of the owners. Then quickly expanded to a high-potential leader on the executive team. Then the rest of the Executive Team. As the impact of the coaching was felt, the Executive Team went all in to invest in coaching for their project managers and then, into the field with the superintendents. Layer by layer, deeper into the organization.

 

What made this work was the structure, a deliberate mix of individual and group coaching at every level:

  • 1-1 coaching for each owner: Aligned to their individual leadership and vision
  • Monthly group sessions with all three owners together: Creating shared direction and accountability across the ownership group
  • The same dual model extended to the executive team and project managers
  • A Two-Day Meta Performance™ Team Training for all the leaders: Strategic half-day intensive with coaching groups.

 

The group component encouraged real collaboration and creativity as they built teamwork and a culture of feedback; eliminating the “hiding” that often existed in these relationships.

Results

Tangible Business Impact

  • Grew annual revenue from approx. $12–13M to a projected $60M over a 3.5-year coaching engagement. 
  • Grew from a single company to three operating entities, with two subsidiary companies (Odigos and Lovco) each projected to exceed $9M in revenue at year end.
  • Shifted job size capability from $2–3M conversations to $18–20M contracts, and they now close those deals without owner involvement.
  • Diversified revenue mix from 95% refinery-dependent to a model where refineries represent just 30% of revenue.
  • Expanded from 1 office in 1 geography to 3 locations across LA, San Diego, and Bakersfield, with a 4th in development.
  • Achieved the original 3-year vision goals — including a company-owned HQ, a functioning leadership pipeline, and three solid construction companies — largely on schedule.

 

Cultural Impact

  • A shift toward consistency: The company culture moved away from leading by gut instinct, toward building systems that didn’t exist before.
  • Long-term misalignment between key leaders, which would have been buried previously, was resolved through coached feedback, unlocking a new level of cross-team trust.
  • Accountability is the norm. Vague commitments are no longer accepted; leaders now push for specifics, timelines, and follow-through automatically.
  • Coaching surfaced team members who weren’t willing to grow, enabling leadership to make clear-eyed personnel decisions and invest development where it would compound.

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Are you interested in finding out more about Novus Global and the work we do with high performing individuals, leaders, and teams?