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"We just don't believe in turnover," Bostick says. "A lot of companies panic at the end of a season and let people go because they don't have the work, but then they have difficulty rehiring those same quality people or quality people to replace them in the spring. We try to keep a good, tight unit year to year and our guys know what has to be done on a job and how it's supposed to be done and we don't even have to tell them."

Most employees have been with the company for more than 18 years, and to assist in retention the company started a profit-sharing bonus program in the early 1980s. The bonus is based on the company's profit and the length of service time of the employee.

"So it's an incentive for them to not only help the company profit but to perform well individually," Bostick says. "Attention to detail is critical. Our employees know that. They know what it takes to retain a customer and they realize how that can affect the company and their bonus."

"Quality is a big thing with us. It's huge," Hamlin says. "We work hard to always do quality work and that leads to happy customers, which results in strong word-of-mouth advertising. That's how we've grown."

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