StableDry is a foundation repair and waterproofing company focused on protecting the safety, stability, and long-term value of homeowners’ properties. Whether the issue is water intrusion, foundation settlement, structural movement, or moisture damage, they consider it their job to provide the right solution and give customers confidence that the problem is being handled correctly.
Craig Leyers is a seasoned business leader with more than 30 years of experience across telecommunications and home services. Currently CEO of StableDry, he has built his career scaling organizations through mergers and acquisitions, operational leadership, and team development. Known for his emphasis on transparency, collaboration, and people-first leadership, Leyers focuses on creating strong corporate cultures that drive performance, retention, and long-term growth. Concrete Contractor connected with Leyers via email in May 2026.
Concrete Contractor: What makes StableDry, the company, unique in the concrete industry?
Craig LeyersStable Dry
We place a strong emphasis on transparency, leadership development, and culture. We want to be an employer of choice because great service starts with great people. By investing in our team and creating opportunities for growth, we build stronger experiences for both employees and customers.
Concrete Contractor: How did you get involved in the foundation repair and waterproofing business?
I came into this industry after spending most of my career in other technical, growth-oriented businesses. This is only the third company I have worked for professionally, so each chapter has been a significant one.
I started in advanced telecommunications and spent about 15 years in fiber optics, primarily in sales and marketing. That experience taught me how to think strategically, communicate value, and operate in technical industries. I have always been interested in how things work, which probably comes from growing up in a family of engineers.
After that, I spent another 15 years in the security, fire alarm, and access control industry, where I held leadership and operations roles and eventually became president of a division. That experience gave me the opportunity to lead teams, manage growth, and work through acquisitions and integrations.
When that business was sold, I had the opportunity to move into home services, which led me to StableDry. What drew me in was that you are solving real problems that directly affect a homeowner’s safety, investment, and peace of mind.
Concrete Contractor: Is there a job that sticks out to you? What makes a project special?
The jobs that stick out to me most are not necessarily defined by size alone. What stands out are the projects where we are able to step into a difficult situation for a homeowner, solve the problem effectively, and completely change that customer’s sense of confidence in their home. In this business, we are often meeting people at a stressful time. They may be dealing with water damage, foundation movement, cracking, or uncertainty about whether their home is safe or stable. That emotional side of the work is something people sometimes overlook, but it is very real.
What makes a project special is when our team is able to come in with professionalism, expertise, and clarity, and not only fix the issue but also restore peace of mind. Those are the projects that stay with me. I think about the jobs where the homeowner may have felt overwhelmed at the beginning, but by the end of the process they feel informed, reassured, and grateful that the problem was handled correctly.
To me, that is what makes a project memorable. It is not just that we completed the repair. It is that we made a real impact. We helped someone protect one of the most important assets they have, and we did it in a way that earned their trust. That combination of technical success and customer confidence is what makes certain jobs stand out above the rest.
Stable Dry has a family of brands: United Structural Systems, Titan Products, Ox Foundation Solutions, StableSoils of Florida, Foundation Services, and Basement and Crawlspace Solutions (pictured). Stable Dry
Concrete Contractor: What is your favorite part of the job and being a part of the concrete industry?
My favorite part of the job is building people and teams. I enjoy helping employees grow in confidence, take ownership, and step into larger roles.
I also appreciate that this industry is practical, hands-on, and results-driven. The work matters because you are solving real problems with visible results. There is a lot of satisfaction in being part of an industry where the impact is immediate and meaningful.
Just as important, I enjoy the people in this industry. Doing this work well requires trust, discipline, craftsmanship, and accountability, and I take a lot of pride in being part of that.
Concrete Contractor: What is your leadership style? Where did this strategy come from?
My leadership style is rooted in transparency, accountability, and development. I believe people do their best work when they understand the company’s direction, know what is expected of them, and feel like they are part of something important. I believe in creating clarity, having honest conversations, and helping people understand both the opportunities and the expectations in front of them.
Accountability is also a big part of how I lead, but I do not see accountability as something negative. To me, accountability is about helping people succeed. It is about setting clear standards, following through, and making sure everyone understands their role in moving the business forward. When accountability is paired with support and development, it becomes a positive force rather than just pressure.
That leadership approach comes from my own career experiences across multiple industries and leadership environments. I have seen companies grow well, and I have seen companies struggle. I have been part of organizations going through acquisitions, transitions, and periods of significant change. Those experiences taught me that leadership matters most when things are evolving. People need communication, consistency, and direction. Over time, I learned that the best leaders are not the ones who try to have all the answers themselves. They are the ones who build strong teams, develop other leaders, and create an environment where people can do their best work.
Based in Tennessee, Stable Dry's United Structural Systems was a sponsor of a local 5k race.Stable Dry
Concrete Contractor: What is the company culture like? How do you get employees to feel involved in the company?
Culture is a major priority at StableDry because it shapes how people work together, communicate, and ultimately serve customers. I would describe our culture as one built on respect, accountability, transparency, and growth. We want employees to feel like they are part of something meaningful, not just showing up to complete a task. When people feel connected to the purpose behind the work, they tend to take more pride in what they do and how they do it.
We help employees feel involved by making sure they understand that their role matters. Every person in the company contributes to protecting homes, serving customers, and strengthening the business. When employees can clearly see how their work connects to the bigger picture, they are much more likely to feel ownership and stay engaged.
Communication is a big part of that. People feel involved when leadership is clear, honest, and consistent about expectations, priorities, and direction. We work to create an environment where employees are informed, heard, and able to ask questions, because involvement starts with clarity and trust.
Development is another important part of our culture. We want people to know they have opportunities to grow, take on more responsibility, and build a future here. When employees see that the company is invested in their success, they become more committed to the team and the mission.
We also believe involvement comes from listening, not just leading. One of the ways we do that is through our monthly “Start, Stop, Continue” program, where employees share ideas on what we should start doing, stop doing, and continue doing. It gives our team a voice in how the business improves and reinforces that their perspective matters.
At the end of the day, the culture we want at StableDry is one where people feel valued, supported, challenged, and connected. When you build that kind of environment, it creates a stronger team experience and a better customer experience as well.
Stable Dry's United Structural Systems celebrated 30 years in 2024.Stable Dry
Concrete Contractor: What was the best piece of advice that you’ve accepted? Worst? How have these affected your job and collaboration with employees?
One of the best pieces of advice I have accepted is that if you take care of your people, they will take care of your customers. It sounds simple, but it has had a major impact on how I lead. Over time, I have seen that when employees feel respected, supported, and developed, they approach their work differently. They communicate better, take more ownership, and bring a higher level of pride and consistency to what they do.
That advice has shaped the way I think about leadership because it keeps me focused on building trust and creating the right environment for people to succeed. Strong performance does not come from pressure alone. It comes from clear expectations, accountability, support, and a culture where people know they matter. When employees feel valued, that naturally carries over into how they serve customers and represent the company.
It has also influenced the way I collaborate with employees. I do not want people to feel like they are simply being directed. I want them to feel like they are being developed, challenged, and given the opportunity to grow. In my experience, that creates stronger engagement, better teamwork, and better long-term results.
On the other hand, some of the worst advice a leader can accept is the idea that people are interchangeable or that culture is secondary to performance. That kind of thinking may create short-term output, but it weakens a company over time. When people feel replaceable, they are less likely to be fully engaged, less likely to take ownership, and less likely to bring their best ideas and effort to the business.
In many ways, the best advice pushed me toward a people-first leadership style, and the worst advice reinforced why that matters. Both have shaped how I approach leadership, team development, and the kind of culture I want to help build.
Concrete Contractor: In contrast, what advice would you offer for other concrete contractors in improving their leadership, building transparency, etc.?
Remember that leadership is about more than managing jobs and production. It is about creating clarity, trust, and consistency across the organization.
Start with communication. Employees need to understand where the business is headed, what success looks like, and how their role contributes. Clear, consistent communication eliminates confusion and builds alignment.
Transparency also matters. Leaders do not need to share every detail, but they should be honest about priorities, decisions, and challenges. Transparency builds trust and keeps people from filling in the blanks themselves.
I would also encourage contractors to listen to the people closest to the work. Field teams often have the clearest insight into inefficiencies, customer concerns, and opportunities for improvement.
Finally, invest in people’s development, not just execution. Strong companies are built by strong leaders at every level. If you create a culture where people feel respected, understand expectations, and see a path for growth, you will build a better workplace and a stronger business.
Share your story with fellow concrete contractors. Email us at [email protected]. Looking forward to hearing from you!
