Second- and third-generation family members of Ondorff & Spaid. Photos courtesy of Ondorff & Spaid.

In 1953, Glen L. Spaid, Harlan G. Orndorff and Loring Orndorff Jr. founded Orndorff & Spaid Inc., a commercial roofing company in Beltsville, Md., with one pickup truck. Decades later, one pickup truck and three employees have expanded to more than 175 full-time employees and a fleet of 100-plus pieces of equipment serving the D.C. Metro-Virginia area.

This longevity is largely due to core values instilled by the company’s founders — like treating employees well and having a hands-on approach — and are still practiced today as the third generation takes the company into the future.

Orndorff & Spaid works in the commercial sector, though it dipped its toes into residential in its early days. The company continues its legacy with 100% commercial work and a healthy mix of new construction and reroofing. It offers various roofing services, from single-ply and BUR to metal roofing and vegetative roofs.

By relying on a team of experienced personnel, Orndorff & Spaid provides long-lasting careers and ensures quality work for customers with a dedicated workforce trained to do it the Orndorff & Spaid way.

RC spoke with second- and third-generation members of Orndorff & Spaid to learn more about this longstanding company.

Editor’s Note: Responses lightly edited for clarity

RC: When did you join the family business?

Melanie Spaid (MS): Orndorff & Spaid was founded back in 1953 by Glen Spaid, Harlan Orndorff, and Loring Orndorff Jr., and has remained a family-owned business now in its third generation. The current second-generation leaders in the company include Mitchell Spaid (CEO) and Todd Spaid (secretary/treasurer). The third generation includes myself (director), Joe Spaid (project director), and Valerie Spaid Williams (president).

RC: What are some of the values the family instilled in the company?

Valerie Spaid Williams (VSW): Our core values center around our people and the customer experience. Since the company’s founding, long-term employment has been an important value to us. We try to provide stable and reliable employment. We treat our employees like family and build relationships to ensure employees feel like an important part of our lives and the business.

Building strong customer relationships is another cornerstone of our company. We are committed to our customers, consistently asking for their feedback to improve and better serve their needs. Just as we prioritize our employees, we are equally committed to ensuring our customers can easily reach us and receive a high level of service.

High-quality workmanship is also important to us. We are deeply committed to our workmanship and want every employee to feel proud of the work they do. Reviewing our portfolio of completed projects over the years, the attention to detail and quality workmanship that defines our company is clear. I believe our high level of repeat customers is a testament to that.

From day one, all employees receive extensive training and continue to receive tools, training, and mentorship.

RC: How do you invest in your employees?

Mitch Spaid (Mitch S): Employee investment begins with our onboarding process. From day one, all of our employees receive extensive training. We continue to provide them with the tools, training, and mentorship they need to succeed. We make sure they have all the resources needed to gain knowledge and grow in the industry.

Investing in and training our employees is the foundation for their long-lasting careers here. Our employees stay with us because we listen to them and provide them with the resources they need; it’s an important part of their growth and development.

RC: How do you keep your employee morale up?

MS: We maintain employee morale by engaging our office staff, recognizing their years of service, and celebrating their achievements both professionally and personally. We take the time to learn about their lives outside of work and celebrate important milestones, such as new family additions, marriages, and other significant events.

Mitch S: Ownership communicates daily with our employees. We make an effort to always be available for an employee to come and talk to us. Our goal is to make sure we have an open-door policy.

RC: What are the best ways you keep your people safe?

VSW: Safety is our highest priority and a shared responsibility across our team. While we have a full-time safety manager, we provide thorough training on our safety best practices to all employees. Our approach goes above OSHA compliance. We believe this sets a high standard that creates a safety-first mindset throughout the entire company.

Our leadership team also participates in all safety-related meetings, such as our weekly safety meetings, toolbox talks, and committee discussions. We make sure our team feels fully supported and we are always open to feedback on how we can improve our safety practices.

“High-quality workmanship is also important to us. We are deeply committed to our workmanship and want every employee to feel proud of the work they do,” said Valerie Spaid Williams.

Theresa and Rick Stover, the founder’s daughter and son-in-law, purchased the firm from her father in 2008.

RC: How do you educate and train your employees? Do you have ongoing training?

Joe Spaid (JC): We educate our employees through partnerships with manufacturers, hands-on mockup installations, and classroom training. We hold training sessions with manufacturers at our facility and by visiting manufacturer’s locations for more in-depth learning experiences. Maintaining strong relationships with our manufacturers and vendors has been essential to the success of our employee training program.

RC: What are some critical challenges in your market?

Todd Spaid (TS): Our biggest challenge has been staying aware of what’s happening now and what will happen in the future. We are always trying to balance our three divisions: new construction, reroofing, and our service department, which includes building improvements, preventative maintenance, and roof inspections. Being able to quickly recognize and adjust to changes at a moment's notice is important to our success.

RC: Have you been approached by a third-party company asking about purchasing the business?

Mitch S: Yes, on a regular basis, but we are not interested.

RC: What it’s like to see your family’s legacy continue for so long?

TS: Providing stable employment for so many employees for so long is the most rewarding part of the family’s legacy. It has taken the commitment and involvement of our entire team to reach this point. Without our employees, we wouldn’t be where we are today. They are our foundation.

RC: What advice do you have for other contractors out there?

TS: My advice to other contractors is to ensure you're delivering quality work and have confidence in your employees. Train them to uphold the highest standards.

Mitch S: The advice I would give is to get involved on all levels of the company. Stay engaged, stay updated, and talk to your employees.