10 Questions for Mike Fisher, President of Therma
1. Reflecting on Therma’s journey, can you share a pivotal moment or accomplishment that you believe has defined its success and shaped its identity in the industry?
The inception of the Process team back in the mid 90’s started to separate us from our competition. This group works with emerging technology companies in the Silicon Valley—black box projects, quantum computing, carbon sequestration, coolant circulation skids for nuclear reactors, methane scrubbing systems for dairies to name a few. It’s not uncommon for a client to hand us nothing more than a conceptual sketch of their process and ask us to help bring it to life. This deepens the relationship with the client and if their technology proves to have commercial potential, we are well positioned to build and maintain the infrastructure that supports the processes.
2. As the President of Therma, can you share your personal career journey? What pivotal moments or experiences have contributed most to your growth as a leader in the built environment?
I’d say my journey is not typical. I did not come from the trades or start with an engineering background. My professional career started in the early 80s working for a municipal fire department. I progressed up the ranks and left after 15 years at the rank of fire captain. Although that was not my original plan (its uncommon for folks to leave halfway through a fire department career), I was presented with an opportunity by the founders to run an industrial equipment manufacturing company, Ross Cook, they had recently purchased. Since I had no formal business education or experience, it was all “on the job” learning with the founders coaching from a distance. In 2002, the owners decided to wind the business down and focus on their core business, Therma. Shortly after, I ditched my tie (yes, we wore them back then) for a lunch box and blue jeans and started my Therma OTJ training. During the next few years, I worked my way through most of Therma’s divisions: sheet metal field, plumbing, project management, human resources, and health & safety. I spent most of my time as the Health and Safety Director.
Eventually, I was asked to help with operations which led to the EVP of Service position after the company was sold to Gemspring Capital in 2017. I was promoted to President after Steve Hansen was moved into the Legence COO role. I’d have to say my unusual journey and being surrounded by exceptional folks, both in the fire service and at Therma, have contributed to my growth as a leader. Forcing yourself to be uncomfortable and not being afraid to make mistakes are the lessons I learned along the way.
3. Could you share a memorable or amusing anecdote from your career that reflects the unique challenges and triumphs of working in the building solutions industry?
The team keeps an imaginary book called “You Can’t Make This Stuff Up”. Some pages are about employee experiences, and some are about customer experiences. There is always something interesting happening in the business. Some good, some not so good. Having such a large workforce and broad customer base exposes you to a lot of different personalities. Maintaining a sense of humor is one of the keys to survival!
4. Given the emerging focus on energy efficiency and sustainable practices, how do you envision the future of the built environment evolving, and what role does Legence play in shaping that vision?
You need to look at both the design/construction of new buildings and retrofit of existing buildings. Both are big opportunities for Legence. New buildings will be designed and constructed with a focus on energy efficiency systems and utilizing renewable energy sources. Existing buildings will need to be retrofitted with more efficient systems but will rely on smart technologies to optimize energy consumption, monitor, and manage resources. By exploring and promoting innovations such as green building materials, renewable energy integration, water conservation strategies and smart building technologies, Legence has emerged as a thought leader in the design/construction and retrofit of sustainable buildings.
5. Building solutions often involve collaboration across various disciplines. How do you foster a culture of innovation and cross-functional collaboration within your leadership team and the broader organization?
This takes time and effort. It requires consistent support, communication, and a willingness to embrace new ideas and perspectives. You have to continually encourage open communication, embrace diversity, provide resources and support, promote a growth mindset, break down silos, and celebrate success.
6. Given the wide range of services Therma provides, could you highlight one or two of the most significant projects your team has undertaken and the impact they've had on your clients or the industry?
Therma has built its reputation on our ability to quickly mobilize, complete difficult and complex projects with extremely tight schedules, and provide innovative solutions to difficult construction challenges. The project that comes to mind is for the headquarters of one of the largest American multinational technology companies. At that time, it was the largest private construction project in the state and now ranks #5 on the most expensive buildings in the world at $5b. Due to the compressed schedule, the client approached us to help them come up with a solution to installing the main duct shaft risers. There were eighty 80’ risers. The schedule was so compressed that traditional installation methods simply would not work. Our team, led by Scott Carstairs, came up with a solution to fabricate the risers in our shop. The challenge was how to transport and install (with cranes) an 80’ long section of duct without it falling apart. Coincidently, we had recently purchased a new tube laser that allowed us to design and fabricate a “cage” to support the entire riser! As a result, the installation contractor met the schedule. Our success with the innovative cage design resulted in the installing contractor purchasing most of the ductwork for the project from us and further cemented our reputation as the most innovative contractor in the Bay Area.
7. There's a unique touch to your office space with a large statue of David. Can you share the story behind how that came about?
The founders, Nicki and Joe Parisi, were vacationing in Italy in the mid-80s. Because of their appreciation for art (especially Italian), they set up a tour to see the quarry where the marble was cut for Michelangelo’s David during the late 1400’s. This was in the Tuscany region at the Carrara quarries. After Nicki told the tour guide, “Joe wanted to see the good stuff”, they ventured into the countryside to a large barn to witness statues being traditionally fabricated. By chance, they were led to an adjacent structure and saw the bronze statue of David. Nicki was immediately taken back to her childhood, recalling her grandmother bursting into tears every time she looked at an image of David. At that moment, she turned to Joe and told him they needed to have it. At that time, there was only one replica of David in the Seattle/Tacoma area. After David arrived via ship, he was placed outside our office on Ringwood Ave. He was eventually moved to his current location when we renovated our office in 1997.
8. As a leader, what aspects of your work or industry get you most excited and motivated every day?
Successfully working through challenging problems, chasing/winning projects, and working with a great group of people. Our collaborative culture makes it fun to come to work!
9. Looking ahead, can you provide a glimpse into any upcoming projects or initiatives that the company is particularly excited about, and how they align with your strategic goals?
While we’re still working through the initial phase and approvals for the project, we are hopeful and excited about a multi-billion-dollar R&D project in Silicon Valley to accelerate semiconductor innovation. It will consist of 180,000 square feet of cleanroom and processing tools for collaborative innovation with chipmakers and universities to reduce the time it takes the industry to bring technology from concept to commercialization by several years. For the first time, chipmakers will have their own dedicated space within an equipment supplier facility providing access to next-gen technologies and tools–months or even years before equivalent capabilities can be installed at their facilities. Because we have a high concentration of chipmakers in the Valley and are already embedded in their facilities, a project such as this is expected to fuel future growth for our business.
10. What are your go-to activities or hobbies outside of work, and could you share a favorite story from one of those moments?
I am an avid fly angler and waterfowl hunter. I recently attended a fly-fishing guide school hoping to improve my teaching skills. My favorite part of both hobbies is introducing someone new to the sport and watching their excitement when they have success. It bonds you with people in a very special way. Two years ago, I was fortunate to introduce fly fishing to DJ Faldowski and Kris Rushing of Legence on some very famous rivers in Idaho and Montana!
