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July 02, 2013  |   Comments (0)   |   Post a comment

With growth, Krapf keeps focus on people

After 70 years in operation, Pennsylvania-based George Krapf Jr. & Sons is the sixth-largest school bus contractor in the nation and extends into multiple states. CEO Blake Krapf says that building strong relationships with districts and maintaining a top-quality staff are still the keys to the business.

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CEO Blake Krapf says that one of the biggest changes in the business has been districts’ increased financial pressure.Photo by Time Inc., courtesy of IC Bus

CEO Blake Krapf says that one of the biggest changes in the business has been districts’ increased financial pressure.
Photo by Time Inc., courtesy of IC Bus

The seven decades since George Krapf Jr. & Sons began running buses has seen countless changes, for the company and for school transportation in general.

Major regulatory changes have come into play, such as the Federal Motor Vehicle Safety Standards that govern school bus safety features. Technology — from video surveillance to GPS to onboard diagnostics — has taken on a much bigger role in the yellow bus.

Krapf itself has grown to become the sixth largest school bus contractor in the nation, now with a fleet of 2,475 school buses.

For example, two years ago, Krapf acquired Septran, which was another of the Top 50 Contractors, nearly doubling the size of Krapf’s school bus fleet.

But CEO Blake Krapf says that the company is “not interested in growing for the sake of growth” and that potential acquisitions are carefully considered to make sure they’re the right fit.

SBF Executive Editor Thomas McMahon spoke to Krapf about developments at the company, business conditions for contractors and other timely topics, such as sleep apnea and compressed natural gas.

SBF: Krapf recently celebrated its 70th anniversary. Since the beginning of the company, what have been some of the most significant changes, and what are some things that haven’t changed?
BLAKE KRAPF: I think what hasn’t changed is this business is all about the people. It’s a relationship business. The first two customers that we started with 70 years ago are still customers of ours today. I think that’s a testament to how hard we work at maintaining great relationships with our school districts.

It’s truly a team effort. It’s all about having the best bus drivers and the best mechanics and the best dispatchers. Without having really quality people at all of those positions, we wouldn’t have been able to survive for 70 years. High-quality service, safety, reliability — all those things that were important 70 years ago are still what drives the business today.

Probably the biggest change would be that our customers, the school districts, are under a lot more pressure financially these days. Their landscape has changed. They face a lot more pressures than they once did.

And certainly technology has evolved tremendously. The EPA regulations for the buses’ diesel engines, the onboard technology — electrical systems, GPS, cameras, LED lights — all those things have changed the industry tremendously.

What have been some key developments for the company over the past few years?
We’ve been fortunate to attract some really high-quality, non-family managers to the business. In the last year and a half, we’ve added a new CFO. We have a new vice president of HR. Going back a couple of years, we brought in a really good director of risk management, a really good VP of operations, and a director of procurement and IT. They’re all high-level positions. We’ve been fortunate enough to attract people from inside and outside the industry that really help us grow and maintain the high-quality service that we’ve worked so hard to achieve.

So that ties in with what you said about it being a business about people.
Absolutely. Again, without really quality people in every position, we wouldn’t be able to achieve what we’ve achieved. And it starts with the bus driver. That bus driver sets the tone with the children, the parents, the school and the community. That’s where it all starts and ends. The rest of us are just here to support the drivers.

How has the integration of Septran gone, and what have been the challenges and advantages in becoming such a bigger operation?
Certainly that was a very large acquisition for us, but we had made a number of smaller, less-publicized acquisitions prior to that. So we didn’t just jump into acquisition mode with the biggest thing we could find. Obviously, size gives you greater opportunities in purchasing. It gives you access to resources you otherwise might not have. It put us in two new markets: the Illinois and Minnesota markets. So it certainly has opened up new opportunities as well, as far as future growth.

With opportunities come more challenges. It was two new states and two new markets. We had to learn what drives the market in those regions. Probably the biggest significant change is that Septran is 70% to 80% special-needs focused. Most of our business prior was more regular-ed than special needs. And special needs is much more dynamic. It changes often — the routes and the needs of the customer. So learning the particulars of the special-needs market in those areas was certainly a challenge.

Is the company looking at opportunities to expand into other states?
We’re always looking for new opportunities. But we’re not interested in growing for the sake of growth. It has to be the right fit. It has to fit our culture. It has to fit within our long-term strategic plan. And, obviously, it has to make good business sense to make that kind of investment. You need to make a return, which people don’t like to talk about — but if you’re investing that kind of money, you need to make a return. Primarily, we look for a fit with our culture and with our long-term strategic plan.

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