A business that depends on fire, flood and disaster

Published on Sunday, November 01, 2009

BY GLENN RITT

It’s pure coincidence that Jeff Sabel works for Able Restoration Inc. But the uncanny similarity in names certainly helps him get through the door as its marketing maven.

Or maybe the word is serendipity. To hear Sabel explain it, he was born to be in the disaster recovery business.

There’s nothing ghoulish about that, either. He views the profession as more akin to the Salvation Army than one profiting from misfortune. That latter image is understandable given that disaster recovery companies often respond to fire calls as a necessary way to get business.

Why born to the profession?

Simple, says Sabel. His father was a public adjuster in Connecticut, and Sabel frequently worked with him growing up. When it was time to attend university, he matriculated at Florida State University studying risk management insurance at one of the top schools for this field in the nation. After a short stint at AIG, Sabel joined his father’s company for four years.

Sabel would have remained in Connecticut had he not met his future wife, who was from Massachusetts. Deferring to her, he was introduced to Able Restoration in Rockland through his professional network.

“The owner and I sat down and instantly hit it off,” recalls Sabel, who signed on to work in marketing and business development.

Four years later, Able Restoration has grown from one to five offices, including one in New Hampshire; and from 15 employees to about 100. What had been a relatively local business has constantly expanded – especially toward Boston – with ever-larger projects and clients, especially high-rises and commercial buildings that require sophisticated, costly technology and labor. One recent job actually took Able to California.

Cape & Plymouth Business asked Sabel about how he views business development and marketing as a young professional.

Recently, Able Restoration purchased a canteen on wheels, and donated it to the Special Signal Fire Association, Providence Canteen, that is dispatched to disaster scenes. Why?

A canteen had been sponsored by the Salvation Army and operated by as many as 40 volunteers, much like a volunteer fire department. But it could no longer be financially supported. So we stepped up to the plate and purchased a new one for them. It’s a fully operational catering truck that serves emergency response personnel at disasters, from fires to floods. It is a powerful branding vehicle, no pun intended, and helps reaffirm our good will in the communities we serve.

We also provide branded water bottles and give them out at disasters. It tells the community we serve and we depend on how dedicated we are to them and all disaster victims. It differentiates us and lets us demonstrate our commitment to the region.

As a bonus, the canteen acquisition also led to excellent publicity and news stories that are very important to build a strong image and credibility.

You are very involved in many organizations in addition to the South Shore Young Professionals. Is that a function of your personality, or do you view it as part of your marketing responsibilities?

There are several dimensions to belonging to organizations. Some of the most important steps for growth involve becoming part of professional organizations – to network and develop business – and industry-centric cooperatives for independent companies like Able Restoration that must compete with national and regional branded franchises in the disaster recovery industry.

One such cooperative (Disaster Kleenup International) not only provides us with strong support and resources, but lets us rely on other independent companies when we have a job located elsewhere in the country for a local client. Since each member of the cooperative has a unique geography, we don’t compete with each other, but complement each other.

I discovered early on, as well, that joining organizations is great. But, the real value comes when you actually choose to become an officer or volunteer for real work. Not only do you learn a great deal for your own growth, but that is where the real opportunities emerge for business development. For instance, I am vice president of the northeast chapter of the Disaster Kleenup International, and look forward to becoming its president. I’m also on the Board of Directors for BOMA-Boston, the Building Owners and Managers Association.

What is your best advice to peers in any industry about selling a product or service?

You have to believe in what you sell, plain and simple. If you don’t believe, it will come through and you won’t get the job or opportunity. I find myself having to approach potential clients in the worst circumstances – maybe the worst tragedy of their lives – amid a fire or flood, or broken pipes that destroyed their home. If I am not sincere and believable, it is not only instantly obvious, but I become an intruder instead of an ally. ■


Published in Cape & Plymouth Business November 2009