Meet David Indursky, President of Encon

by Jerome Knyszewski
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David Indursky, president of Encon, talks about how to take a company from good to great

Encon President David Indursky is a second-generation businessman and entrepreneur, having taken over the company his father, Marty Indursky, founded in 1968. The company is the leading HVAC service provider in New Jersey, winning multiple industry awards and garnering recognition throughout its five decades in the industry.

While other second-generation businessmen saw an easy path to becoming a business leader, David Indursky had to work his way up. He grew up in the business, but he had to work at the company as an intern during his high school and college years, and he had to do the grunt work. He didn’t receive the special privileges afforded to second-generation businessmen. During his growing up years, David “worked hard, experienced every single job, and learned from the ground up.”

In 1993, David Indursky started working full-time at ENCON, and kept working his way to becoming president. For more than 26 years, he and his father Marty shared an “incredible working relationship,” a rarity for family businesses that have lasted for generations.

The future of Encon remains bright in the hands of David Indursky. He envisions the company to continue leading the industry over the next half-century. Under his guidance, the company should lead “in the use of technology, growing the team, and working with customers who appreciate the value of partnering with Encon.”

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Jerome Knyszewski: Thank you so much for joining us in this interview series! Before we dive in, our readers would love to “get to know you” a bit better. Can you tell us a bit about your ‘backstory’ and how you got started?

David Indursky: I was born into the business. My father started the company in 1968 and I joined the company in the ’90s. At 82 years old, my father still comes to the office every day. The running joke is, my mother will kill me if I fire him! Throughout my life, I have worked in all aspects of the company from being a truck driver delivering parts to working in our sheet metal fabrication shop and as a junior estimator. In 2000, I became president.

Jerome Knyszewski: Can you tell us a story about the hard times that you faced when you first started your journey? Did you ever consider giving up? Where did you get the drive to continue even though things were so hard?

David Indursky: I started in the business when I was 22 and think a lot of my “never give up” attitude came from the household I was raised in. My parents instilled in us as kids that when you make a commitment you see it through. Don’t give up is a cliché, but it was ingrained in us. I also inherently love challenges and thrive on problem-solving. I loved them at the beginning of my career and still thrive on that to this day.

I never consider giving up; I face challenges head-on and persevere through them until I find a good solution.

Jerome Knyszewski: Can you share a story about the funniest mistake you made when you were first starting? Can you tell us what lessons or ‘takeaways’ you learned from that?

David Indursky: The lesson I learned is that work is hard. I am always learning from my mistakes — some are funny, some are expensive, some are because you’re moving too fast — but I see them as an opportunity to pause, assess, learn, and grow. I will say, the second and third time you make the same mistake it isn’t quite so funny!

Jerome Knyszewski: Based on your experience and success, what are the five most important things one should know in order to lead a company from Good to Great? Please share a story or an example for each.

David Indursky:

  • #1 COMMUNICATION. Learn how to be comfortable with the uncomfortable conversations. Having a tough conversation with an employee member is really the best thing for all parties involved, even though it’s not easy.

  • #2 TRANSPARENCY. This is something we are evolving into in our journey at ENCON. When the company was younger and smaller, there was not a lot of transparency about how and why business decisions were being made. Today, I involve our staff by getting real time buy-ins so they understand how and why the company is doing what it’s doing. For example, a few years ago we started Town Hall meetings and started sharing bigger business decisions, company news, etc. We do it in November and we discuss the good, bad and different from the past year and set our goals for the year ahead. When everyone is involved, I’ve found there’s less confusion among our team members and it makes them feel like they’re more involved in the overall business plan.

  • #3 TAKE NOTES. We’ve worked with outside professionals and coaches over the years and they always leave us a “to do list.” Now we try to go back and review those lists from a few years ago and use it as our score card to evaluate if we’ve gotten better as a company. The key is to be honest with yourself and say why do we keep getting a failing grade on this aspect of our business. If you’re constantly looking to refine and improve your process it will make a big difference long-term. When you look back, if you’re truly honest about your progression it can transform a company.

  • #4 ALWAYS BE LEARNING. We do a lot of technical training at ENCON and I also enjoy finding out that our team is learning in their personal lives, too. Whether it be learning how to surf, stitch or sew — I love that commitment to making yourself better. If you learn professionally it helps you grow personally as well.

  • #5 ALWAYS BE HIRING. This ethos has made a tremendous difference for us. A friend told me they hired an awesome waiter that they had at a restaurant one night to be their Sales Manager. My friend loved the waiter’s personality and knew he could help to transition those skills to be an asset on his team. Always have your radar on looking for exceptional talent. You often don’t find them on the hiring sites or through a headhunter. I’ve found you’ll find them in random places — pay attention!

Jerome Knyszewski: Extensive research suggests that “purpose driven businesses” are more successful in many areas. Can you help articulate for our readers a few reasons why a business should consider becoming a purpose driven business, or consider having a social impact angle?

David Indursky: It’s important to me that our team sees they’re part of a bigger purpose and we’re giving a percentage back to causes that matter and make an impact. It could be a local rec soccer team or a nationally-led food bank or Make-A-Wish. From granular to national, once you identify what moves and/or motivates you then you can start to select which charities and organizations to partner with. Being a good corporate citizen is being able to touch local communities in impactful ways — sometimes that means time or money, sometimes both.

Jerome Knyszewski: As you know, “conversion” means to convert a visit into a sale. In your experience what are the best strategies a business should use to increase conversion rates?

David Indursky: In terms of conversion rates, our best strategy is asking our top customers to refer us to their friends if they have had a positive experience with us. Hang out with people in the sandbox that are buying your value proposition relevant to your space. We try to invest our time and resources into those companies that we want to build with.

When a business is new, you work with anybody at any price. When a business evolves and matures, you can be selective and decide who your partners are. It’s like buying a Ford versus a Mercedes, the entire buying experience is different. Choose who you want your clients to be by assessing if your value propositions are similar.

Jerome Knyszewski: Of course, the main way to increase conversion rates is to create a trusted and beloved brand. Can you share a few ways that a business can earn a reputation as a trusted and beloved brand?

David Indursky: Be present. Be honest to your word. By delivering a great experience to internal and external customers, you will inevitably earn a reputation as a trusted and beloved brand.

  1. Great customer service and great customer experience are essential to build a beloved brand and essential to be successful in general. In your experience what are a few of the most important things a business leader should know in order to create a Wow! Customer Experience?

Do all the little things right. Getting a job done 80% is not a wow experience. If you made a mistake, call the customer and tell them where you dropped the ball and how you plan to make it right. I always say, do the right thing.

2. What are your thoughts about how a company should be engaged on Social Media? For example, the advisory firm EisnerAmper conducted 6 yearly surveys of United States corporate boards, and directors reported that one of their most pressing concerns was reputational risk as a result of social media. Do you share this concern? We’d love to hear your thoughts about this.

We’ve recently revitalized our social media channels and we use them to build our brand, share our company values, team members, and services. We’re using these platforms to build brand loyalty, increase engagement, and discuss the positive experiences we’re delivering while amplifying our company culture and highlighting notable projects.

Jerome Knyszewski: How can our readers further follow you online?

David Indursky: You can find me on:






Jerome Knyszewski: This was very inspiring. Thank you so much for the time you spent with this!

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