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"Their products are always on the leading edge," Harding says. When it comes to paint brands, Harding's Painting places a high value in partnering with their local Calgary Sherwin-Williams stores. People have a stake here, and as a group we have cost efficiencies and benefit from sharing a common brand." We operate in a very entrepreneurial style rather than a top-down, dictatorial system. "I'm absolutely convinced we can service our customers better as a group than individually," Harding says.
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With this strategy, Harding's Painting has become one of the largest residential repaint companies in Calgary, bringing in annual sales of $4 million and winning the local Consumers Choice Award for four consecutive years. Though each runs their own territory, all share a common headquarters, meet monthly as a group to plan company strategy, and communicate with each other on a daily basis about jobs and training and developing painters. Now the company has nine licensees, each developing their own geographic area of the sprawling Canadian city. He began to delegate more responsibilities and offer ownership opportunities to the most promising workers. "I was looking for more knowledge in the accounting and marketing areas, and it helped me find out what I didn't know." Though generally geared toward corporate positions, studying for his MBA convinced Harding more than ever that he wanted to be in a small business – and that the best model was an employee-owned business. "It opened my horizons to new things," he says.
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Within a few years of establishing Harding's Painting, Dalton decided to pursue a master's degree in business administration. Growing up on a farm in southern Alberta, Harding says, taught him that you "get out of life what you put into it." That attitude served him well as he first entered the painting trade in 1980, and 17 years later when he started his own company in Calgary, which with a population of just under a million is the western Canadian province's largest city.