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Family legacy: Brian DiSabatino CEO of EDiS (Wilmington, DE), a fifth generation family-owned firm that has been thriving in the same region for more than a century.
By SARA PARKMAN Senior Editor
D iSabatino has been with EDiS since 1987. Since then, he has worked in multiple areas of the company including cost estimating, accounting and systems development, business development, project management, and operations management. He has been a co-founder of financial institutions, served in advisory roles for multi- national corporations, and is well versed in translating business strategy into facility design and construction. As CEO, DiSabatino’s No. 1 priority is making sure the people in his care are safe, happy, and fulfilled. A CONVERSATION WITH BRIAN DISABATINO. The Zweig Letter: EDiS has been thriving in the same region for more than a century. What would you say has contributed to this longevity and success? Brian DiSabatino: There has been a century-long tradition that our contribution is more important than our self. When our founder Ernesto DiSabatino (notice the EDiS in his name?) came to America he quickly took a central
role in the community to improve the quality of life for his fellow immigrants through the dignity of construction. As a result, historic landmarks were left in his wake and families thrived. Today we remain equally focused on building in a manner that honors this tradition, leaves a legacy of great buildings, and focuses on the importance of the person. We are blessed that this approach has helped sustain us since 1908. TZL: What are the three to four key business performance indicators that you watch most carefully? Do you share that information with your staff? BD: The first and most important indicator is the health of the persons in my care. Aside from their safety, our No. 1 priority, we have an obligation to make sure each person is finding our workplace a place to be fulfilled and are willing to treat each other and our customers with the same care. Profit and growth flow through this indicator or get bound up by its lack. We measure this indicator in surveys and through personal interaction. Secondly, our
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