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price and bid on projects for the company. I adopted dual responsibilities, both estimating for and then running a handful of projects. We were a lot smaller back then, so it was all hands-on deck.
“ It was a great learning experience. I was able to pick up and apply many different skills, and, in our industry, it’ s important to learn fast, so I was able to progress quickly. I worked in that role for about six years and then was given the opportunity to become Assistant Manager for our largest business unit, covering the Southern region of Santa Fe Springs.
“ I spent another six years managing that office before I was promoted again to Executive Vice President in 2015. I held that position until last year when I became company President. Throughout the course of my time with Griffith, I always felt there was a path forward and plenty of opportunities for progression. In my role as President, I aim to extend the same level of support to our teams throughout the business.
“ Supporting our staff and their professional growth is really important to us as a business. It’ s the core of who we are. We try to put people in positions that will allow them to thrive and elevate their careers within the company. We pride ourselves on promoting internally and cultivating a positive working culture all round,” he enthuses.
Common goal
It’ s clear that employee ownership has helped shape the culture of Griffith and maintain its long-term success. As Ryan
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