A Conversation with Dan Tilley of Bonitz
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In a recent interview at a Starnet event in Aventura, FL, Tanner McHugh sat down with Dan Tilley of Bonitz to discuss how one of the industry’s largest players continues to evolve. While many know Bonitz as a dominant force in flooring, the company has a rich history dating back to 1954, originally starting in ceilings and drywall. Today, Bonitz is leveraging its partnership with Starnet to navigate a shifting landscape, moving beyond traditional flooring to become a comprehensive specialty trade commercial contractor.
Diversifying Beyond the “Commodity” of Flooring
One of the most significant strategic shifts for Bonitz has been the deliberate move toward diversification and service bundling. In 2022, the company bolstered its “specialty group,” which handles a wide array of scopes including cladding, Terrazzo, raised access flooring, sports flooring, and acoustical treatments.
This evolution was driven by a need to stay relevant as core flooring projects face increasing commoditization. By offering up to 11 different scopes of work, Bonitz can now bundle and package services on a single contract, a move that aligns with manufacturer desires and allows for larger, more secure contract sizes. This diversification also provides new, specialized career opportunities for employees who were previously limited to traditional carpet or drywall roles.
Maintaining Culture Through Core Values and Standardization
Scaling a business across 13 offices in the Southeast while adding highly specialized personnel presents a significant cultural challenge. To combat the “strain on culture” that rapid growth can cause, Bonitz relies on two foundational pillars: its seven core values and its status as an employee-owned company. Being employee-owned ensures everyone is “pulling a rope in the same direction,” as profitability directly impacts the stock price and the collective vested interest of the team.
Furthermore, Bonitz has moved away from the autonomous “flavor” of individual offices toward a model of consistency and standardization. By implementing Standard Operating Procedures (SOPs) and unified technology, the company ensures that whether a client is in Nashville or Charleston, they receive the same “Bonitz way” of service. This is supported by a rigorous “hire right” philosophy and uniform training to ensure every new team member is a cultural fit.
The Power of the Team Selling Model
A pivotal change in Bonitz’s operational efficiency was the transition away from the “cradle to grave” management style to a specialized team selling concept. Under the old model, a single salesperson was responsible for everything from takeoffs to project management—a process Dan Tilley describes as a “frightening concept” for growth.
By adopting a team structure, Bonitz separates roles into dedicated estimators, project managers, and salespeople. This allows:
- Salespeople to maximize facetime with customers rather than being stuck doing takeoffs.
- Estimators to provide more accurate and professional bids.
- Project Managers to focus exclusively on field execution and customer service.
This “laser focus” on individual roles collectively serves the customer better and creates a healthy, competitive team environment that ultimately drives the company’s success.
Looking Ahead
As the industry continues to change, the partnership between Bonitz and Starnet remains vital. Starnet’s own move to diversify its preferred vendor list with non-traditional flooring products aligns perfectly with Bonitz’s growth strategy.
We would like to extend a sincere thank you to Dan Tilley for sharing these insights into the internal workings of Bonitz. His perspective on balancing rapid growth with a steadfast commitment to culture and operational excellence provides a valuable roadmap for any commercial contractor in the Starnet network.