USA that coming ,” Paul-Hus explains solemnly . “ It wasn ’ t predictable in any kind of economic model , and all of our airfield lighting projects shut down . However , we were fortunate to survive it , and within a year we were back up and running normally .

“ The lesson we learned from that , was that diversity was going to be our path going forward , so we needed to really diversify ourselves into these countercyclical niches ,” he continues . “ The most common thing that gets done by companies like ours is buildings . But even buildings , as we saw in 2008-2012 can pretty much evaporate . When this happens , government-funded and subsidized work stays relatively steady , and if you ’ re good , you ’ re going to continue to win it .

“ We ended up with seven divisions , but when the recession hit , we decided to narrow these down into the five groups that we have today .

“ We ’ ve always been very reactive to the market , trying to stay ahead of what the market ’ s going to do . Right now , all of our divisions are firing on all cylinders , but sooner or later things will slow down . We now have enough foresight , vision and data to anticipate these challenges , and to weave our way through what the world throws at us .”

Forward planning By paying significant attention to its tumultuous history , Hypower has applied these lessons towards its future goals . Utilizing predictive analytics , a business intelligence platform , and delivering ongoing training , employees are now able to elevate their abilities within their own specialty niches .

“ Our focus needed to be on achieving the highest level of financial acumen at a project management level , and we ’ ve been working on that since 2009 ,” adds Paul-Hus .

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