businesses, also play a key role. They are motivated by both opportunity and reward. “They’re happy to travel because there’s more money in it for them,” Adam notes. “That hunger benefits everyone, and the long-term relationships we’ve built with suppliers and subcontractors mean our projects consistently meet high standards.” These partnerships extend beyond transactional arrangements. Adam emphasizes that strong supplier and subcontractor relationships allow IPC to maintain flexibility and reliability across multiple states. “All my suppliers I’ve had for years, and the subcontractors I use, I’ve had for years,” he explains. “We work with people who treat our projects as their own.” That shared accountability ensures consistent quality, even on projects requiring rapid response or travel across regions. Equally defining is IPC’s approach to client relationships. Adam’s leadership style is handson, often involving long drives to meet clients in person. “It’s easy to make promises from an office,” he says. “But showing up shows you care—that’s what people remember.” He also emphasizes the importance of personality and rapport in every interaction. “It’s not just digging a hole and putting pipes in the ground. The relationship matters—if the client is comfortable with the people and the work is good, it snowballs from there.” This dedication to face-to-face engagement is a key reason IPC has been able to build long-term relationships with clients. That client loyalty, Adam says is their biggest point of pride. That’s what they focus on above all else, not industry awards. “If the client’s happy and the system works, that’s what matters,” he says. “We’re proud when our work quietly does what it’s meant to do.” THE CONSTRUCTION SOURCE AUSTRALIA
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