Coghlin Perspective v1i1

MESSAGE FROM THE PRESIDENT

COGHLIN PERSPECTIVE 3

Welcome to Coghlin Electrical Contractors, Inc., a leading electrical contracting firmserving central New England. I am proud and excited to lead the dedicated and talentedindividuals who continue to be the key to our extensive and rich 123-year history.

My great grandfather J.P. Coghlin established this family owned business in 1885. Asthe fourth generation successor, I strive to continue his legacy of hard work, honesty,ingenuity and service. In 1985 I joined the family business on a full time basis andspent the 1990’s moving up through the ranks being trained in the development of

problem solving skills, communication skills, confrontation skills as well as the skill of providing excellentcustomer satisfaction. Today, as President, I am committed to continue to employ the best technology andmanagement available to provide service and commitment to our customers.

Coghlin Electrical Contractors, Inc. and Coghlin Network Services, are primed to handle projects as wideranging as high-tech, manufacturing, medical, commercial, education and co-generation facilities as well asexpertise in specialty skills such as clean room, fiber optics and voice and data wiring, in addition to processcontrol, high voltage, gas detection and life safety systems. Our goal is to ensure that our clients will continueto choose Coghlin Electrical Contractors, Inc.

Susan M. MailmanPresident

A publication from:

Coghlin Electrical Contractors, Inc.100 Prescott StreetWorcester, MA 01605508.793.0300 • 508.793.0303 Faxwww.coghlin.com

Susan MailmanPresident

Dick SabataloSafety

Leo McCaffreyExecutive Vice President

Kevin HennessyChief Estimator

Matthew LoganBusiness Development

Christine KellyVice President & General Manager

Brian LewisDirector Project Management

Stephen WentzellChief Financial Officer

On the Cover:

Coghlin Achievement -Blue Cross Blue Shieldof Massachusetts, 25 Technology Place,Hingham, MA

Photo Courtesy ofWarren PattersonPhotography.

VOLUME 1 • ISSUE 1

Coghlin Perspective is a resource for industrial end users,property managers, building owners and operators, facilitiesmanagers, general contractors, architects, consulting engi-neers, as well as potential and existing clients of CoghlinElectrical Contractors, Inc. and Coghlin Network Services, Inc.Designed to feature topics affecting the electrical and con-struction industries. Coghlin Perspective also highlights CEC& CNS achievements and capabilities.

Coghlin Perspective is published by Oser-Bentley CustomPublishers, LLC, a division of Oser Communications Group,Inc., 1877 N. Kolb Road, Tucson, AZ 85715. Phone (972) 687-9035 or (520) 721-1300, fax (520) 721-6300, www.oser.com.Oser-Bentley Custom Publishers, LLC specializes in creatingand publishing custom magazines. Inquiries: Tina Bentley,[email protected]. Editorial comments: Karrie Welborn,[email protected]. Please call or fax for a new subscrip-tion, change of address, or single copy. This publication maynot be reproduced in part or in whole without the express writ-ten permission of Oser-Bentley Custom Publishers, LLC. Toadvertise in an upcoming issue of this publication, pleasecontact us at (972) 687-9035 or (520) 721-1300 or visit uson the Web at www.oser-bentley.com. January 2009

IN THIS ISSUE

DESIGN-BUILDWhat is design-build construction?............................ 4

LEEDAn Electrical Contractors View.................................... 6

COGHLIN TEAM BUILDS SUCCESSBlue Cross Blue Shield of Massachusetts ................ 8

SPOTLIGHT ON SAFETYDick Sabatalo, Safety Director ....................................10

GROWING THE GREEN...a proccess towards change...................................... 12

PROBLEM SOLVING

4 COGHLIN PERSPECTIVE

Design-build is the oldest delivery methodfor construction projects. It dates back tothe original “Master Builder” model usedto build most pre-modern projects.

Design-build focuses on combiningthe design, costing, permit, andconstruction schedules in order tostreamline the traditional design-bid-build environment. This does notshorten the time it takes to complete theindividual tasks of creating constructiondocuments (working drawings andspecifications), acquiring building andother permits, or actually constructingthe building. Instead, a design-buildfirm will strive to bring together designand construction professionals in acollaborative environment to completethese tasks at the same time

In fact, during the first half of the 20th

century, almost all of Coghlin ElectricalContractor’s method of delivery wasdesign-build. The second half of the 20thcentury was, however, dominated by theuse of other systems due to the emphasison competitive bidding.

Recently, the situation has come fullcircle, and the popularity of design-build has increased dramatically.According to statistics compiled by theDesign-Build Institute of America,design-build is here to stay. DBIA’smost recent projections indicate thepercentage of design-build contractswill reach 55% of all constructionprojects by the year 2015.

WHY USE DESIGN-BUILD?Owners continue to fuel the rapidgrowth of this method. One of the main

advantages is that design, procurement,and initial construction can commencewell in advance of the final design. This,in turn, shortens the completion time.While a more traditional deliverysystem can accomplish this “fast-track”concept, it can and often does producecontentious relations due to thepotential for contractors to claimextras. Obviously, this would not bethe case with design-build because thecontractor monitors the design.

A recent research study sponsored bythe Construction Industry Instituteshowed design-build projects usually havefewer cost overruns and a fasterconstruction schedule than other deliverysystems. The study also indicated theseprojects, particularly when performed byteams who have worked together before,

DESIGN-BUILDWhat is design-build construction?By Matthew Logan, Business Development, Coghlin Electrical Contractors

PROBLEM SOLVING


compare favorably with other deliverysystems in relation to quality; meaninghow you measure the operability of theproject at turnover.

These claims are borne out in a PennState University report by Mark D.Konchar, A Comparison of UnitedStates Project Delivery Systems.

Design-build unit cost (final projectcost divided by the area) was at least4.5% less than construction manage-ment at risk and 6% less thandesign-bid-build.

Design-build construction speed(facility gross square footage dividedby the construction time) was atleast 7% faster than constructionmanagement at risk and 12% fasterthan design-bid-build.

Design-build delivery speed (facilitygross square footage divided by thedesign and construction time) was atleast 23% faster than constructionmanagement at risk and 33% fasterthan design-bid-build.

Other advantages include single-pointresponsibility, minimized claims for extras,and the feasibility of obtaining overallperformance warranties. Such warrantiesare generally not feasible otherwise.

COGHLIN’S METHODConceptual budgets — Using the client’sproject description and design criteria, weprovide a detailed scope of work,preliminary drawings, and a detailed costbreakout for the feasibility assessment ofa proposed project.

Design development — As scope anddesign criteria change during the “whatif ” stage of development; we continueto adapt and refine drawings andbudgets accordingly.

Value engineering — We providerecommendations on installation methods,on product selection and availability,assuring clients that their quality standardswill be met without compromising thebudget — We develop client-approved

drawings and scope with a defined budgetfor the construction process.

WHY COGHLIN?We have a vast wealth of experience in thefollowing competencies:

• Electrical Construction• Telecommunications Infrastructure• Security Systems• Data Center Critical Power and

Cooling Solutions• Voice and Data Integration

We also have a vast breadth ofconstruction experience in the followingverticals markets:

• Pharmaceuticals/Bio Tech• Clean Rooms• Data Centers• Hospitals/Medical• Educational• Co Generation • Wastewater Treatment Facilities• Tenant Fit Out

Additionally, our in-house team ofprofessionals provides the owner withsingular accountability, a single sourcefor design and construction needs whilestrengthening control of the projecttimeline and cost. With an eye towardsseamless integration of design andconstruction, Coghlin is always lookingto provide solutions.

The linchpin of Coghlin’s design-buildapproach is improved communication.Design and construction professionalsare determined to understand andachieve the goals of our clients and theproject team. Frequent meetings, bothformal and informal are utilized toreview design, specifications, budget,constructability, and schedule — all inan effort to achieve the best possiblevalue and final product.

With the owner’s input and direction,Coghlin establishes firm project costsearlier than with the traditional designbid method of delivery. This processallows our client to identify a firm, fixedprice earlier on in the process.

Maintaining a budget and identifyingpotential cost saving strategies arestrengths of Coghlin’s design-builddelivery system. Design and constructionprofessionals working together from theearliest stages of conceptual designmaximizes the potential for alternativesolutions and cost saving measures. Thesesolutions are incorporated into the projectdesign without delaying the designschedule or increasing the cost ofdocument production.

Without compromising the appropriatecritical time required to complete variousphases of design and construction, theoverall project duration is shortenedusing the design-build delivery system. Byremoving any period of re-design and byoverlapping the bid process andpurchasing of time-critical components, aproject makes the uninterruptedtransition from design to constructionwith improved efficiency.

With our design team andconstruction team working together,there is an inherent desire to provide ahigh quality product. In the end, anyissue with the quality of the documentsor the construction will only costCoghlin, the design-builder, money.Too often with a traditional approach,issues with the design or constructionlead to unproductive “finger pointing.”As a design-build entity, Coghlin has asingle-source responsibility to ensurequality by performing work properlyfrom the start.

By utilizing Coghlin’s design-builddelivery method system, clients’experience improved risk managementby transferring responsibility for designand construction to a single source. Witha clear scope of work and identifiablegoals, clients are assured that Coghlinwill be accountable for both designdocument accuracy and the constructionof a properly performing electrical,telecommunications, audio visual orsecurity system. ◆


LEEDAn Electrical Contractors ViewBy Christine Kelly, Vice President and General Manager, Coghlin Electrical Contractors

THE BASICS OF LEEDWe’ve all heard the buzz and the buzzwords. What does the LEED acronymstand for? Leadership in Energy andEnvironmental Design. The initiativestarted in 1993 as a pilot programfacilitated by the U.S. Green BuildingCouncil (USGBC). The council’s initialgoal was to educate and promoteenvironmentally sensitive buildingpractices and ultimately reduce the impactthat construction activities have on theenvironment.

Commercial, industrial and residentialbuildings consume the following on ayearly basis. 1

37% of U.S. energy consumption68% of U.S. electricity consumption 12% of U.S. potable water136M tons of construction debris35% of U.S. carbon-dioxide emission

The impact of these metrics is clearlysignificant and any attempt to reducethem has immediate benefit to theenvironment as a whole.

In developing the measurement systemthat is the backbone of LEEDaccreditation, the USGBC has provided aconsistent framework to the constructionindustry, a Best Practices approach if youwill. The framework is built from six keyareas — or in LEED terms, “Credits.”These credits are as follows:

• Sustainable Sites• Water Efficiency• Energy and Atmosphere• Materials and Resources• Indoor Environmental Quality• Innovation in Design

For each of these areas, the USGBCprovides a series of credit points for

successful completion of the sub-category.To provide a simple example, let’s lookat the “Sustainable Sites” category. Theintent of this category is to address the

impact a building project has on landdevelopment, consumption, ecosystems,natural resources and energy use. Creditsare given for projects that take theoverall impact into considerationwhile providing additional value to thecommunity around them. Key creditpoint areas are pollution prevention;brownfield redevelopment; accessto public transportation; parkingalternatives; protection of habitat; andstormwater management to name just afew. As seen through the accreditationsystem, the USGBC’s framework for eachof these areas provides strategy, referenceguides, calculations, and measurement

advice to implement them appropriately.What the USGBC requires in returnis demonstrable compliance to theframework. As with most initiatives of

The economy means we have to watch our pennies—but

sometimes watching pennies means making the extra effort to

create / spend in a manner that allows for true sustainability.

GOING GREEN


this type, there is a high level ofdocumentation required.

When a project team decides to “buildgreen” there are levels of certification forthe building, each going deeper andproviding additional “green” benefits. Ata maximum, with all credits fulfilled in allcategories, there are 69 achievable points.For a building to be certified at a baselevel, 26-32 points are required. There arethree other levels—Silver, Gold andPlatinum—all requiring more points.

WHY IT’S IMPORTANTIn the most general sense, the USGBChas educated and acknowledged smartbuilding construction practices.

The development work that has goneinto the standards is excellent and servesnotice to alternative ways of building forthe future. We are a long way from fulladoption, but as with any new initiative,we now have a basic framework, acommon language, from which we canwork to reduce environmental impact.

WHY WE DID ITThere has been considerable discussionregarding the Electrical Contractor’srole in LEED accreditation for a projectas the details of the accreditationprocess reside with the GeneralContractor, Construction Manager andother trades. We’ve been asked manytimes, why would you invest the timeand monies required when there is noclear payback. The answer is two-fold—and for us, straightforward.

First and foremost, it goes back to theLEED acronym: Leadership in Energy andEnvironmental Design. The key wordfor us is Leadership. Coghlin ElectricalContractors has built a reputation fortaking a leadership role in the industry andproviding a clear path for others to follow.Whether it is with the JATC, NECA orthe Associated Subcontractors, CoghlinElectrical Contractors participates fully.

Coghlin Electrical Contractor has

stayed in the forefront of buildingtechniques, safety and quality standards,training programs, software and othertools. The mantra of the companyhas always been to stay in front, toensure the company is in-step withGeneral Contractor and Customerneeds. LEED accreditation along withsmarter building practices that reduceenvironmental impact make sense andacknowledge the human element inbusiness and to the community.Coghlin’s long term success must addressthe success of all constituents.

The second, more tactical answer tothe question is coordination in theconstruction process. Although theelectrical contractor may not have anovert requirement as it relates to LEED,they factor heavily in the coordination ofthe building process itself and thereforemust understand intimately what thebroader picture is for the project itself.

WHAT WE’VE GAINEDWhen we first made the decision toinvest resources in this accreditationprocess, we were unsure how difficult itwould be. Having now completedthe three-month accreditation processfor the four Professionals who passedthe AP exam, we can look back andsee it was worth it. Through thatprocess, we’ve gained knowledgeconcerning the intent of the USGBCand LEED. In addition, we’ve gainedan understanding, at a very detailedlevel, about the LEED buildingcertification process, the requirements,and the needs. More importantly, we’vetaken our staff of engineeringprofessionals and expanded theirknowledge of LEED accreditation sothey can easily interact with customers,general contractors, and constructionmanagers and communicate in acommon language. ◆

1New Construction & Major Renovation Ver 2.2 Reference Guide3rd Edition Oct 2007

GOING GREEN

COVER FEATURE


COGHLIN TEAM BUILDS SUCCESSBlue Cross Blue Shield of Massachusetts

COVER FEATURE


Just 20 miles south of Boston sits theaward winning and environmentallyfriendly headquarters of Blue Cross BlueShield of Massachusetts. With totalconstruction valued at $122,000,000,and the building size topping 333,000sq. ft., this 4-story LEED SilverCertified building put forth a greatchallenge and opportunity for theseasoned electrical project team atCoghlin Electrical Contractors, Inc.

President Susan Mailman creditsCoghlin’s success on this aggressive$14+ million dollar electrical contractto the great communication betweenthe entire project team. “We were onsite for roughly 30 months, from thebeginning right to the very end. Therewere a lot of scheduling challenges butTurner Construction, the generalcontractor, did a great job of pullingeveryone and everything together”.

Dana Karlgren, Coghlin CADProject Coordinator was one of theteam members on site from start tofinish. “The most challenging aspect ofthis project was the complex,redundant power scheme Coghlininstalled. This particular buildingserves as the BCBS main Data Centerfor the Northeast, so it is critical that itstays online 24/7/365,” recallsKarlgren. The building is fed from twosurrounding towns, two differentpower grids and had a back up dieselgenerator system that will keep theentire building up and running in theevent of a disaster.

“Looked great on paper, but when itcame time for the installation we had tomaximize productivity from every angle.And while it went smoothly, we didencounter some issues along the way”states Karlgren. Luckily for Dana, he wasworking alongside of foremen with 15+years of ideas and experience to offer tothis mammoth job, as well as projectmanager Stu Anderson, who worked atCoghlin for 45 years. “This, combined

with the team of engineers that designedthe project, helped us turn over a systemthat will function impeccably for years tocome” Karlgren added.

One feature of the LEED (Leadershipin Energy & Environmental Design)Silver Certification by the U.S. GreenBuilding Council, BCBS maximizes theuse of daylight by reducing the level ofartificial illumination. When daylightlevels rise, sensors automatically shut offlighting in rooms when they are notoccupied. This helps achieve the 21%energy savings per year, over the nationalaverage for a traditional office building.

Additional awards achieved by thisproject were Best Practice Award ofExcellence by the International FacilityManagement Association Boston and aSustainable Design Commendation byCoreNet Global. ◆


SAFETY PROFILE

SPOTLIGHT ON SAFETYDick Sabatalo, Safety Director

Dick Sabatalo joined Coghlin ElectricalContractors on Flag Day, June 14,1965. He was 32 years old. Forty-fouryears later he holds the position ofsafety director — a very ACTIVE safety

director! This energetic 76-year-oldworks out three times a week, visitsjob sites regularly, oversees all safetyissues — and still climbs the ladders.

According to Sabatalo, Coghlin’s 123-

year history as a family-owned (and nowwoman-owned) business is an intrinsicfactor in the on-going strength andsuccess of the company. From thebeginning of his 44 years with the


SAFETY PROFILE

use by the end of 2008would be one billion.How computers are usedin business has changedas much as the numberof them in use. Duringthe nearly 10 yearsSabatalo worked in IT, thedigital world matured.As many companiesmoved from centralized todecentralized IT systems,Coghlin did alsoand Sabatalo was on theteam that effected thedecentralization.

His transition fromcomputers to safety occurredin 1992 when he waschosen to attend a week ofOSHA “Train the Trainer”coursework at the Universityof Tennessee regardingOSHA Standards 29CFR,Part 1926–Safety andHealth Regulations for Construction.Safety has been his passion ever since. Ascurrent safety director, he makes sure allmanagers and supervisors emphasizesafety first. The company standardincludes weekly safety meetings andquarterly meetings to discuss changes,innovations, and improvements.

In Coghlin’s long history, safety hasalways been a strong componentwithin the work structure. As thegovernment implemented more andmore safety regulations and compliancerequirements, Coghlin has always beenahead of the game. They have alwaysprovided knowledge, training; and,most importantly, a positive attitudethat emphasizes safety as teamwork aswell as awareness.

On December 17, 2008, Sue

Mailman, President of the company —with Dick Sabatalo at her side — wasawarded the Patrick Volpe–Edward F.Eagan Construction Safety Award byThe Construction Institute. Thiscommendation is presented for anorganization’s dedication to safety andhealth in the construction industry.

Mailman’s father, Edward Coghlin, wasawarded the very same award in 1997.

Safety is the name of the game forCoghlin — and Dick Sabatalo is thepassionate leader of that team. With theCoghlin tradition of safety guiding himand his innate enthusiasm fueling hisleadership, the ability to educate,retrain, and refresh all who join theCoghlin community is a given. Sabatalois bound to be the leader of the [safety]pack for at least another 10 years! ◆

This energetic 76-year-old works out three times a week, visits job

sites regularly, oversees all safety issues—and still climbs the ladders.

company, Sabatalo says there was a clearsense that the owners cared about theiremployees as much as they cared abouttheir profit. It was evident to himalmost immediately that at Coghlin’s,employees were seen as individuals notjust as anonymous workers. The factthat he still feels this way, 44 years later,can only mean that Coghlin ElectricalContractors continues to be a businessthat prides itself as much on the “hows”and “whys” of success as on the revenueproduced by that success. Blending awell-honed business acumen with abelief that building a business is bestderived from a positive work culture isnot always easy. Coghlin has from itsbeginnings, been intent on creating anatmosphere of united vision, sharedresponsibilities, positive resolution tochallenges, direct communications, andon-going learning, training, andgrowing — both as individuals and as acompany. Because Coghlin thrives onhiring good people and treating themwell, company loyalty is engendered andin turn sparks an emotional investmentin the company, which then builds intothe prosperity of the company as awhole. Prosperity is not simply money.In truth, prosperity is comprised ofhealth, happiness and financialsubstance (money!). Coghlin, because oftheir family/community orientedcorporate culture, is prosperous in thecomplete sense of the world.

Sabatalo’s first position with Coghlinwas at an IBM job site setting up a dataprocessing center. In the mid-sixtiescorporate computer systems wereminimal. According to Patrick Wall,B.Sc, in his Centralized versusDecentralized Information Systemsin Organizations for the WaterfordInstitute of Technology, there wereonly about 20,000 computers in theworld during that time period. In2007 Forrester Research Marketingforecast the number of computers in


NEED KICKERIN THE NEWS


IN THE NEWS

With conversations on today’s economycreating allusions to the Great Depressionof the 30s, the term “reality check” isperhaps more of a positive than anegative. The average American, althoughnot an economist, certainly understandsthat taking a good long look at how wearrived in this uncomfortable reality is thebest way to determine the road out of themess. When it comes right down to it, areality check — whether for an individualor a country — is facing where you arenow by reviewing what has occurred,assessing why it went wrong, anddetermining what actions are needed togo forward. It means, ultimately, facingout-dated thought processes andchanging behaviors.

What then does this “reality check”process mean within the constructionindustry, and specifically, for theelectrical contractor?

It means that the need to understandgreen building and LEED certificationwill become more important as the overallneed for a “greening of the world”becomes vital. The world is in a transitionbetween the casually wasteful attitude ofthe last sixty plus years and the realizationthat we must use materials wisely, notwantonly. The economy means we have towatch our pennies—but sometimeswatching pennies means making the extraeffort to create / spend in a manner thatallows for true sustainability.

In September of 2008, the U.S. GSAreported on their study of 12 of its LEED

certified buildings and compared them toindustry average buildings. Here’s what theyfound the LEED certified buildings use:

• 26% less energy• 13% less in maintenance costs• 33% less in CO2 emissions

And the big takeaway whichshould comeas no surprise: “building performancetracks design intent.” 1

The willingness to build green may bea slow upward climb, but it is inexorablyoccurring. It behooves everyone in theindustry to be aware and grow with thegreening process.

Wayne Deslauriers, Project Managerfor Coghlin was pleasantly surprisedat the size of the Greenbuild Expothis last November. He commented,after returning from the Expo, “Myexpectation was that the GreenbuildConference and Expo held in Bostonwould be a small event attended bymainly local businesses. I was surprised atthe size and scope of the conference.People attended from all parts of the

Right now the world has a choice—tobegin to learn about and build forsustainability—or to continue withattitudes of waste. It may not yet benecessary to always build green, but it iscertainly wise. The process will inevitablychange as the years continue. Althoughchoosing to build green is not mandatory;it is definitely a step we will all have totake going forward.

As Thomas F. Glavinich posted on theElectrical Contractor website as far backas March, 2007, “The decision to buildgreen or not is far removed from theelectrical contractor’s involvement in atraditional competitively bid plan andspecification project. The owner typicallymakes this decision, and the design teamimplements it. By the time theconstruction team gets involved, buildinggreen is just another contract requirementthat needs to be addressed. However, theelectrical contractor can build green withor without a green design.”

The bottom line in this economy

Growing the Green . . . a Process Towards Change

The economy means we have to watch our pennies—but

sometimes watching pennies means making the extra effort to

create / spend in a manner that allows for true sustainability.

globe. This was my first conference andwhat I took away from it was that LEEDsis just doing the right thing for ourfuture. They take codes, materials andsystems available today to simplify andaccomplish the goal of preserving andimproving the environment around us.”

and age of transition, is that choosingto build green is not merely goodcommon sense—it is a pro-active flowto the future. ◆

1“Assessing Green Building Performance, A post-occupancyevaluation of 12 GSA Buildings” June 2008 GSA Public BuildingService; Office of Applied Science

ADVERTISER DIRECTORY

Coghlin Electrical Contractors Inc. would like tothank the following advertisers for making thispublication possible:

Anixter7 Stiles Road, Suite 202Salem, NH 03079800.221.8224 / 603.870.6500

APC . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2132 Farigrounds RoadWest Kingston, RI 02892888.289.APCC x 9447

Arthur J Hurley Company, Inc. . . . . . . . . . . . 152500 Washington StreetBoston, MA 02119800.992.1016

Big East Marketing773 Main StreetClinton, MA 01510978.368.7700

Communication Supply Corp . . . . . . . . . . . . 1557 Jonspin RoadWilmington, MA 01887877.462.7257

Cooper Crouse-Hinds . . . . . . . . . . . . . . . . . . . 141000 Presidents Way #1204MA, 02028315.771.1149

Eagle Leasing Company258 Turnpike Road (Rt. 9)Southborough, MA 01772800.443.7284

Eaton Corporation . . . . . . . . . . . . . . . . . . . . . . . 15165 Grove Street, Suite 10MA., 08038774.235.0231

Electrical Wholesalers, Inc. . . . . . . . . . . . . . . 16100 Campanelli ParkwayStoughton, MA 02072800.522.3232

GE Consumer & Industrial1100 Technology Park DriveBillerica, MA 01821978.437.1553

Graybar . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1452 Millbrook StreetWorchester, MA 01606800.753.4311 / 508.756.4311

High Voltage Maintenance . . . . . . . . . . . . . . . 224 Walpole Park South, Suite 3Walpole, MA 02081508.668.9205

MGN & Associates, Inc. . . . . . . . . . . . . . . . . . 1411C Dana Hill RoadSterling, MA 01564978.422.0292

NorthEast Electrical Distributors . . . . . . . . 15135 Will DriveCanton, MA 02021800.897.1769

Power Cabling . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21190 Eagan Industrial RoadEagan, MN 55121651.379.5092 x2

Sunbelt Rentals . . . . . . . . . . . . . . . . . . . . . . . . . . 15800 Hartford TurnpikeShrewsbury, MA 01545503.842.0097

Wesco Distribution11 Distributor RoadWorcester, MA 01605508.792.2600

Coghlin Electrical Contractors, Inc.100 Prescott StreetWorcester, MA 01605

Documents

Coghlin Perspective v1i1