Good Reading

The latest issue of Glass Magazine is out, and it features the Glass Magazine Awards (which I mentioned last week on the blog). Aside from that, though, it is a strong issue. Once again, some of my favorites include important pieces by Norah Dick, Rachel Vitello, Pete deGorter, and Amy Becker that cover safety, workforce, AI, and more.  So check it out HERE.

Ad of the Month goes to Billco for the creative “machinery inside a contest vending machine” look.  Eye-catching and different, and of course the Billco green always works.  Not sure who is responsible, but kudos to whomever it is!

Elsewhere….

-- ICYMI, the latest From the Fabricator podcast dropped last week and has garnered tons of input thanks to the awesome Kristina Buckett and the inspirational Joe Silva.  Great people and stories- worth checking out.  And as always, the goal is to continue to bring a range of people to the podcast, and I love every bit of this process and hope you do as well.

VIDEO

AUDIO (Or search “From the Fabricator” on Apple, Spotify, or wherever you listen to podcasts)

A huge thank you to my friends at FHC-Frameless Hardware Company for their support of this episode!

Interested in Joe’s book- click HERE to learn more and purchase. 

-- Shannon McKinney of DT Glass (and the world-famous Shower Door Co Op) was featured this past week on the TV show “Make Room with Kevin Twitty,” and she, of course, repped our space beautifully.  The best part for me is she led with the “glass = wellness” approach, and that really resonates.  We’ve got an awesome product that can do so much, but the mental health side is sometimes lost.  Shannon made sure that in this show it was not.  Great pub for our industry, and nice job, Shannon!  Want to watch it?  CLICK HERE- DT Glass comes in at the 7:14 mark.

NOTE: LINKS and the PROJECT of the Week are below this interview.

This week on the Summer Catch Up Series, I touch base with the incredibly talented Shelly Farmer of Glasshape. (All of these interviews will be coming out in an audio-only edition soon).  Shelly brings so much to the game, and just being able to chop it up with her and get updated was a blast.  Plus “18-year-old Shelly” would be amazed at the current version!

MAX: All right, so it's been five years, amazingly, since you were on my podcast. A lot has changed. What's that journey been like, and where are you now? I think people who follow my blog know where you are, but where are you now? 

SHELLY: Well, before we dive in, I'd like to say thank you, Max, for having me on your podcast again. It's always good to see you and spend time with my most trusted mentor and, frankly, the pillar of our industry. And yes, a few things have definitely changed. And has it really been five years? Yeah. That's crazy to think about when it seems like yesterday, but if we have to go back in time, let's see. Five years ago, I was leading the national sales team for Sightline Commercial Solutions. I was focused on architectural railing systems. Since then, I had the opportunity to join a startup company, Pellucere Technologies, as a senior vice president, which was a completely different experience. I'm very grateful for that opportunity. Instead of selling finished systems, I was commercializing advanced coating technologies, working with research and development, manufacturing, and customers globally, which was a significant change.  It really broadened my knowledge base surrounding that niche part of our industry, also exposed me to the solar glass side of things, and that was a completely foreign glass segment to my previous roles. And let's see, catching up to now, last year I joined Glasshape as Director of Sales for the Southeast USA, and it honestly feels like everything has come full circle. I'm back in the architectural glass industry working on some incredibly complex and exciting projects. And in May, I was promoted to Vice President of Sales for the United States. 

MAX: Awesome. 

SHELLY: Awesome. Yes, so the interesting part of this role is that I still carry my own sales territory, the Southeast, while leading our national sales team. So I love that dynamic because it keeps me close to our customers, and it also gives me the opportunity to help grow the business and develop the people around me. It's definitely the busiest part of my career, but it's also one of the most rewarding. 

MAX: It's exciting. And so those who don't know what Glasshape does, maybe a quick little rundown on that. And then what's got you most excited about being at Glasshape? 

SHELLY: Well, it's an incredible company, first of all, based out of New Zealand. And yes, put it on your bucket list. You have to go there. You have to go see New Zealand. It is absolutely beautiful. But let's see. To answer your question, what excites me the most about my role at Glasshape? Without question, it's the opportunity to solve problems that most companies shy away from. At Glasshape, we're not trying to be everything to everybody. We specialize in complex curved glass, custom architectural applications, and projects that require extensive engineering, creativity, and collaboration, and that's where I really thrive. That's where Glasshape shines. I also love that we're in a relationship-driven company. Our customers aren't just buying glass; they're trusting us to help bring some incredible architectural visions to life. And being part of those types of projects from concept to completion, it's really rewarding. And after working decades in this industry, I still get excited when I see a completed job site and know that we helped make that happen from concept to completion; that excitement never really gets old. 

MAX: It's a great company. Congratulations again. And so, the last question I have for you, because it's just a little catch-up, but I was very curious, what advice would modern-day Shelly give to 18-year-old Shelly about the future? If you could go back and tell your 18-year-old self something, what would that be? 

SHELLY: I love that question, Max. And I think it's really important when you get to be in what I would consider my last third act to reflect upon the lessons that we learned and tell her not to spend so much time worrying about whether she belonged in the room. Construction was, and in many ways still is, a male-dominated industry. And I think early on, I felt like I had to prove myself over and over again. I put really big, unrealistic expectations around thinking I had to know everything when the truth was I was always surrounded by an incredible support system in engineering and manufacturing. I didn't have to know the answer to every single question, but young Shelly thought that she had to know that, and that was not realistic. So looking back, I wish I'd understood sooner what I know now, and that preparation, integrity, and treating people well matter far more than trying to be the loudest voice in the room.  I’d tell her that relationships are your greatest investments because we all know products change, companies change, technology changes, but your reputation follows you everywhere. And I think the opportunities I've been given throughout my career didn't come because I had a perfect resume or knew the answer to every single engineering question. They came because people trusted me to find the answers, even if I didn't have them.  I think finally I'd really tell her to enjoy the journey a little bit more. I definitely have worked very hard in my career, and when you're young, you're always chasing that next title or that next milestone. And what I've learned is that the real reward is the people you meet, like our relationship, for example, and the chance to leave the industry a little better than the way you found it. 

MAX: Yes, you have, and I think young Shelly would've been extremely pumped to see what you are current day. Probably blown away, I would assume. Oh my gosh, look at you. You're a VP at a major organization, traveling the world and doing just stunning things. Congrats to you. Keep it going.

SHELLY: Thank you. Thank you, Max. I couldn't have done it without the help of a lot of really talented, great people. And again, you're one of them, so grateful for our friendship that's lasted decades, literally. And for all that you do for our industry, it's been a pleasure working alongside you and all the great people in our business. They're incredible. Absolutely incredible people. 

MAX: Feeling is mutual. Thank you!

LINKS of the WEEK

A 162-year-old bottle of beer is found… https://www.dexerto.com/entertainment/162-year-old-guinness-bottle-found-in-shipwreck-that-could-reveal-original-recipe-3395804/

Robbing a store that you work at. Then returning to work your shift.  Yeah. Not the best call. https://www.abc15.com/news/crime/shake-shack-worker-allegedly-robbed-his-own-store-returned-to-work-days-later

Is the Italian Cheese industry in trouble?  Surely none of you were expecting this story. LOL https://fortune.com/2026/08/10/italy-5-billion-cheese-economy-heat-wave-climate-change/

PROJECT of the WEEK

I love and promote the great state of Texas so much, the joke is I should apply for residency there, and who knows, maybe one day I will.  But until then, I’ll keep supporting the fine folks there and showcasing their projects along the way.  This week, a return to the spotlight for the class acts at Texstar Glazing. This is Crutchfield Elementary in the Sherman ISD. Clean and sharp install, and everything looks good.  I root hard for Danielle Whatley and the team there because they truly grind and take absolutely nothing for granted.  Nice work, team, and to all others who collaborated on this one!

Authenticity on Display

The latest episode of the “From the Fabricator” podcast is now live, and it features two incredibly genuine people.  I start with the very sharp Kristina Buckett of Dallas Flat Glass and Excel Glass Systems.  Fun talk that covered a lot of topics and really delivered when it comes to networking.  Plus, Kristina may have dropped the line of the year when it comes to relationships in our industry.  Then Joe Silva joins me.  Joe is on for two reasons, one being his role at SmartLift, and we cover the massive benefits there. We then talk pizza (tremendous), and we finish with a conversation about the recent book Joe authored called “19 Days of Grace” about the unexpected health emergency and then the passing of his beloved wife Marianne.  Joe was raw, and because he’s got an insatiable trait of helping people, this book has become therapy for so many.  We talk through it, and you’ll come away with inspiration to move forward no matter what.  I’m honored Joe was willing to talk through it all with me.

Thank you in advance for checking it out.  Both of these fabulous people will be at GlassBuild too, so you may run into them and immediately be added to their networks.

VIDEO

AUDIO (Or search “From the Fabricator” on Apple, Spotify, or wherever you listen to podcasts)

A huge thank you to my friends at FHC-Frameless Hardware Company for their support of this episode!

Interested in Joe’s book- click HERE to learn more and purchase. 

Elsewhere…

-- The most prestigious awards in our industry have been announced, with the Glass Magazine Awards being released.  Some very notable and deserving winners!  If you have not seen it all yet- check it out HERE

-- Also ALERT- There is AGMT testing happening at GlassBuild, and there are a few openings.  So if you have folks due for testing, this is a great opportunity to get it done.  There is some subsidy to help defray costs too.  If interested, let me know, or you can reach out directly to Scott Kennett at AGMT - skennett@amscert.com

 Now on to part 2 of the Summer Catch-Up Series.  Note: the Links of the Week and Project of the Week are below at the completion of this interview with Omar Maalouf of Momentum Glass.  In this piece, we talk about Omar’s deep care for the industry, what can be done to be better, and what’s next for Momentum Glass. Tons of people read part 1, and I can tell you, part 2 is just as interesting.

MAX: A lot here to be proud of.  I just have to ask, if you look back at 2011 Omar, and you look at now 2026 Omar, your mind has to be blown. I mean, the things you've come up with (See part 1), and you and your team have worked on, none of it was even a dream in 2011, right? 

OMAR: No. When I started in 2011, I told myself, look, all I want to do are two or three jobs a year. I want to make this amount of money. I want to manage the growth. I just want to be a nice, just a good glass guy. And there's a real need for good glass guys. And I think when you do one or two jobs, and you're good and successful, then all of a sudden you're doing four and six jobs. And when you're still good and successful, then all of a sudden you're doing a hundred jobs, and it becomes a complete disaster. But I think it's completely different than where we started. My wife and I worked together. We did QuickBooks, and she did all the back-of-house paperwork I had nothing to do with. I hated it, and I did PMing and sales. And you go from that to where we are now, it's crazy. 

And let me make sure that I reiterate this point. This isn't just me. It's an unbelievable amount of talented people that we have in this company. And from the technology guy to our accounting teams to our back-of-house, PMs, GMs. And it's easy for me to say that because it's true. It's not just wordsmithing. It's really true and it's made my life very easy. It used to be I would work in the company, and now I get to work ON the company. And those are buzzwords that I listened to in Vistage groups or peer groups that I was like, "What the hell does that really mean?”  Now I understand when you're able to work on instead of in, you can create bigger and better things. The other thing that I think we've done a really good job on is our controls, our cost controls and accounting. 

We struggled understanding and tracking costs. And there was a time when it was not pretty here through COVID and after COVID when we had material supply issues and triple P money, and nobody knew the costs, and it was tough. I think next to our technology, the cost controls and cost management that we've implemented have made us a very successful company. 

MAX: You do care greatly for our industry. And again, what's interesting about you is that you're working on your company, you were working in your company, and some people would just be content with that, but yet you still have an eye on the industry as a whole, which somebody like me, I'm grateful for. I appreciate that you care enough. What can we be doing better, though, that the industry needs to take a look at, because otherwise we're in trouble and the other trades aren't fans of ours, that's for sure.

OMAR: I get asked these kinds of questions from a lot of people, and everybody wants to talk about training. Everybody resorts to the easy answer, which is, "Hey, we need to train. We need to train our field."  I agree with that. Don't get me wrong. Training is a big deal. We've put 40-plus people through AGMT certification. We are a firm believer in training and recruiting. I think what I'm really starting to focus on is the glass associations. And let me tell you why. I think the glass associations need to work better and harder at educating general contractors. And I know the general contractors know everything. Don't get me wrong. I know they're so smart. But here's the problem. 

Everybody across the contracting spectrum is hurting for people. General contractors too. So they're hiring younger people, inexperienced people, and they're putting them in leadership positions. And I understand that everybody has to learn. Don't get me wrong. I think what we need to start doing, and we did this here in Houston, and it was a great example, is we had a program where we invited three or four general contractors to come in and sit at the Houston Area Glass Association. And there was a great round table discussion. What can we, as glass companies, do to help you? To me, having glass companies and glass associations bring in general contractors and have these open, candid round table discussions, I think that's a huge thing. I think if general contractors know we don't need to be the 13th person awarded a job, we need to be in the top three, top five.  I understand concrete, I understand underground utilities, I understand steel. But my God, we're the exterior envelope. We take time to build, to do the shop drawings, and so on.  We need to be released earlier so we can be successful for you. That's to me educating them and educating general contractors just in that aspect is important. And that's when we're bidding work. And I mean, other companies get the benefit of negotiated work, and I get that. But even the reasons why the companies that get negotiated work are successful are because they get the head start. They get in early, they get to work with the architect and design, and show what will and will not work. That's why they're successful for the most part. So how do you create that kind of success in a bid opportunity? Get us in early after you've gotten the project.  Let us work with your team. Let us start the shop drawings earlier. Let us not be behind the eight ball the minute we sign a contract. That's indicator number one in my opinion. The other thing is, we're the second- or third-riskiest trade in construction. I mean, you have a roofer, a glazier, and a waterproofer. All three of us are responsible for water management of a building. We should be prioritized ahead of most everybody else. And educating the general contractors is important. And we're not drywall guys. You can't cut a piece of glass and stretch it or cut aluminum. You have to understand what the expectations are of a glass company. And this is part of the education that I think not only mid- to top-level general contractor personnel need, but field superintendents as well. And it's not a badmouthing of the general contractor.  It's trying to get on a page where we can share, educate, and work together to both be successful instead of an adversarial relationship.

I also think project management training. So everybody in the country right now is focused on recruiting or field training. I think it's great. Don't get me wrong, it needs to happen. But, we have an aging out of project managers. We have an aging out of estimators. We need to focus on recruiting people to be project managers, to understand estimating. We have to find people that know how to handle the project managers. And so for us, what we've started doing is going straight to colleges and paying a premium. 

I'm competing with the general contractor salary. We've recruited kids from Texas A&M, from Texas State, from Louisiana State University. We now have a training program that we run all these college graduates through. It's a two-year program. They spend six months in the shop, three months in estimating, a year in the field, and then three months as an assistant PM. And they start to figure out a little bit of the company, and then they figure out where they want to go, what direction they like. And so we're trying to build that. And it's a costly venture because you're competing against the top-notch general contractors for these kids coming out of A&M or coming out of LSU or coming out of wherever. Everybody needs the talent. So that's to me, everybody's looking at field and training. Again, I agree with it. We have to focus not only on that, but the management side as well. 

Back to the glass associations. I'm slowly but surely getting more and more involved with them. I think the other thing that all glass companies need to recognize is that we will all be more successful if it's friendly competition, not this race-to-the-bottom reverse-auction competition. And we had an issue in Dallas, and the glass groups in Dallas were super. The guys that we dealt with in the Dallas market were what I would've expected out of any glass association. And to me, being able to stick together as a group of glass contractors who know what kind of things we have to deal with, and not undercut or sabotage another, is a huge issue. And that's the kind of thing that if everybody can realize: if you're good competition, and I'm not talking about anything illegal, I'm talking about good competition. Know your costs. Know what your true cost of the job is. Don't underbid jobs just to steal it from somebody else. Good competition will make everybody successful. And I think if the glass associations can work on promoting good competition, work on educating general contractors on, "Hey, how can we both be successful? How can we create an environment where we're teaching each other and learning from each other?" I think those are the things that I’m going to start investing a lot of my time and talents in. 

MAX: Where do you go from here?

OMAR: What does Momentum want to do? And what does Momentum want to be? Defining Momentum is very interesting. Five years ago I said, "I want to be a powerhouse in Texas." Well, I think we're doing a pretty good job. And we said, "Well, let's expand. Let's go to Nashville. Let's go out east and let's keep building the momentum." And so we've got some pretty sizable projects out in the Virginia area. We've got some projects out in Florida, Atlanta, Nashville, and we're establishing presence, not just remote locations. And I think it gives the contractor a little bit more comfort that this isn't a fly-by-night pop-in, pop-out type deal. It's a company that's going to plant a flag, build a shop, put the people in place, and be successful.

LINKS of the WEEK

The stories about Ryanair are classics-but THIS one may take the cake https://www.mirror.co.uk/news/world-news/ryanair-passenger-sucked-through-window-37484745.amp

Dogs rock… plus a glass railing makes a tiny cameo. https://www.thedodo.com/daily-dodo/dog-shows-up-at-neighbors-door-every-day-after-learning-what-he-does-for-a-living

Some impressive kids in Colorado! https://www.upworthy.com/pn-student-built-house-construction-class-colorado/

PROJECT of the WEEK

Out to LA to a pair of super cool buildings via Walters & Wolf! This is the Vermont Corridor, and it has two buildings that complement each other beautifully, and quite frankly, the look of the façade is stunning- and the glass absolutely stands out.  Kudos to Walters & Wolf on an amazing project and to all who may have contributed and collaborated!