Heinaman Contract Glazing

John Heinaman and his son, Mark, founded Heinaman Contract Glazing (HCG) back in 1988, and from the start, the business bloomed into a full-fledged, family-run operation, which included not only his son, but also John’s wife, a daughter and her husband. Family-owned businesses typically face unique challenges and are never easy; however, this architectural aluminum-glazing firm gained immediate ground in its field, earning a solid reputation and experiencing annual growth of roughly 20 percent. No doubt, the progress was positive – the company ran smoothly, work was steady, and staff members were content. Not so content, however, were the Heinamans because they were acutely aware of the business’ potential to do much better. They recognized that the growth was good, but limited capital and cash was keeping them from taking important risks, implementing change, and achieving greater levels of success. Quite simply, with more capital in its pocket, HCG could have managed up to 35 percent growth on an annual basis, opening the door for new business opportunities.


Orange, CA

John Heinaman

Casestudy Heinaman
Map Casestudies Graphic


Services Used

The MAP Management System

MAP Workshops


$20 Million in Annual Sales

Increased Staffing


Having heard rave reviews about MAP through a previous employer, John attended MAP’s 2.5-day executive workshop in Newport Beach during the early 1990s. But it wasn’t until 2006 that he made an official commitment to enlist the regular support of a MAP consultant. At this point, John was convinced that MAP’s customized, structured business coaching could help HCG achieve its full potential – and he was right. The implementation of a systemized management approach refined how HCG addressed goals and controls, or the measurements that enabled staff and leadership to stay focused on its objectives. What’s more, this sharper focus on creatively setting and achieving smaller goals eventually led to the accomplishment of HCG’s number one goal: profitability. MAP’s coach held people accountable through Vital Factor Team meetings, and this deadline-oriented, objective accountability was crucial to HCG’s success – and still is today.


In 2008, HCG celebrated its 20th anniversary – and so much more! Just in the past few years, this company has used MAP to revamp its management strategies, achieved groundbreaking revenue records, and maintained its status as a major icon in its field, even in a tough economy. For example, between 2007 and 2008, revenues rose 67 percent while overhead expenses shrunk 16 percent, as related to revenues. But during this same time period, the company’s profitability also increased an impressive 90 percent, providing a snapshot of HCG’s monumental ability to boost revenue and capital simultaneously. In addition, the company’s employees are much more than “content” with their jobs; they’re impassioned, empowered and motivated by their ownership in the company’s success, as well as the rewards they receive when they meet or exceed goals. They love being part of a winning team, as well as being affiliated with such a highly esteemed leader in the contract-glazing industry. John notes that HCG now has more “A” players than ever before, and is easily able to recruit and retain top-notch personnel. With more capital on hand, HCG can also invest in its employees and train them properly, supporting and enhancing their talents and skills. Still a family-operated business, HCG never slows down, loses sight of its values, or lacks in opportunities for growth. Timed to coincide with its 20th anniversary celebration and reaching $50 million in revenue for the first time in the company’s history, HCG opened a state-of-the-art fabrication facility in Las Vegas. Under the management of Mark, this facility has adopted MAP principles and uses the same coach who helps out at the main headquarters. Today, it’s this consistency in coaching that’s supporting the critical alignment between both divisions of this family-run business, helping ensure that the company’s mission remains fulfilled and its full potential is continually achieved – and even exceeded.