Q&A with John Gormly, CEO & Chairman of the Board
Whittier, CA - April 1, 2025 - Oltmans Construction Co.’s Board of Directors announces the retirement of John Gormly, CEO and Chairman of the Board on April 1, 2025 after 50 years of service to Oltmans Construction Co. John will continue as a key board member and CEO Emeritus of the company.
This momentous occasion commemorates the sixth CEO/Chairman transition in Oltmans Construction's 93-year history, after Joseph Overwin Oltmans (chairman from 1932-1959), Overwin "Bud" H. Oltmans (1959-1982), Robert Holmes (1982-2003), Joseph "Bucky" Overwin Oltmans II (2003-2019), and John Gormly (2019-2024). Charlie Roy has accepted the role of Chairman of the Board and will remain as President.
Under John's leadership, Oltmans Construction Co. enjoyed its largest construction volume year in 2023 at $955 million and its place within the league of Great Place to Work Certified companies since 2019. Also during his executive leadership, John spearheaded the expansion of the company's portfolio into healthcare, private education, and e-commerce.
On the morning before the company’s Year End 2024 All Hands Meeting, John sat down with Oltmans Marketing Director for a meaningful conversation. They discuss John’s career and role as a mentor, highlighting his pivotal role in the company and his lasting impact on the construction industry.
Q At what point did you decide you could build a career and life at this company?
I was 27 when I interviewed in Monterey Park and was hired as a junior estimator. On my very first day, I got to the office first thing in the morning. 'The office opens at eight? I was there at seven,' I knew where my desk was, so I waited for John Schwind, who was supposed to train me. In walks Charlie's dad- Bob Roy, then Project Manager. He goes, "Who the *** are you?" And I respond, "Well, who the *** are you?" "My dad owns this place," he says and walks away; he was seeing what I was made out of. I thought, 'Gormly, you haven't been here half an hour, and you're already going to get fired.'
I didn't get fired. And Bob turned out to be one of the most down to earth, highest-integrity men I have ever had the honor of working alongside, and who eventually retired the company's Vice President. His son and third-generation Oltmans employee, Charlie Roy, now president, takes so much of his high moral standards after his father and grandfather. John Schwind taught me how to do the takeoffs and estimating, and really taught me the trade. I absolutely loved it. I thought, 'I can't believe they're paying me to do this.' That's how I felt every day when I came to work- I just loved it.
I didn't even know what that would look like, but it is still true today. It's hard to get over that family feel culture. Don't ever say anything to anybody that isn't true. Tell the truth. And when we make mistakes, admit it. If you don't know something, say, I don't know the answer, but I'll get back to you. Don't try to fake it. Everybody that was there from the start had such a family feel. The company's total volume was $20 million that first year when I joined the company, and we were doing great!
Q What makes you proud?
Construction is all logic. There’s no secret to it. My philosophy is that you start strong but have to end strong. You have to deliver the product that you said you would. The best way to lose a client is to finish in an inconsistent manner. If you finish strong, that’s what everybody remembers—that last 5% of your word.
In the 1990s, we built Robinson Helicopter’s headquarters in Torrance. They are engineers who dealt with millimeters while we dealt with inches and feet. So as you can imagine, when we were punching the lobby, the expectation was that every wall plate and every screw was lined up. Even the floor drains need to be turned the same way. That project was a real study in finishing right. Steve Rizzo was the superintendent on the project and we wanted to deliver a project where Mr. Robinson would come in and go, ‘Oh my God, I can’t believe they could do this’. And that’s what happened.
Q Oltmans Construction Co. achieved its biggest volume in history under your leadership, what do you think contributed to that?
Historically, there has always been a mix of projects. Projects that are killing it and others that aren’t going as well, so we end up with a range of field performances as a result. In that peak year [2023], there were no bad jobs. Our field operation was managed in such a manner that every job was a good job. In a typical projection, that is almost an impossibility. And it’s a function of competence and really strong teamwork. Chris Bell and Ed Sorbel’s crews had the ability to take us to almost a billion dollars in a manner that is unheard of. There should have been clunkers in that year, and even if there were, they watched the store, and hired strong, good young people to do what they do.
Q What are you off to next?
Well, we have our first grandson and I really just want to spend more time with the kids. Do some traveling. Let’s see, we’re going to Africa in May. There’s a train from Johannesburg to Cape Town, where you can go overnight, with all the amenities. And then we’ll go to Victoria Falls and spend a couple of days on the safari. I’m going to go anywhere and see anything.