Gunite, and companies like it, are helping usher in a new age
of interior surface applicators.
Though the firm only began pebble application in 2003, it
isn’t new to the pool and spa industry, having originated in
the gunite trade more than 40 years ago. MMG also installs
artificial rock and, for a time, was a natural stone
Despite the company’s relatively new foray in applying
interior finishes, MMG and its chief operations officer, Edgar
Sanchez, have already made their mark on the trade, with Sanchez
rounding out his first year as chairman of the National Plasterers
Council. MMG has accomplished this while avoiding the path of many
plastering firms, which branch out into renovations.
In addition, the family company is a study in generational
evolution, as Edgar Sanchez and his siblings now share a
significant part of operational responsibilities with their
parents, who own MMG. A firm that started with an emphasis on
rock-solid craftsmanship, customer service and innovation now
benefits from the younger generation’s formal business
education as it expands from its Houston headquarters into Austin
and San Antonio.
Local recognition has also come along for the firm: Late last year,
Edgar Sanchez’ alma mater, Baylor University, named MMG as a
finalist for one of the institution’s Texas Family Business
of the Year awards.
A key to MMG’s success, Edgar Sanchez says, is the fact that
company officials think of local builders more as partners than
customers. Indeed, the firm’s decision to avoid entering the
remodeling market has helped it establish a base in Austin and San
“[Builders] ask, ‘What makes you
different?’” says Edgar Sanchez. “I say,
‘I’ll tell you one thing — you’re not going
to be selling against me.’”
That doesn’t mean MMG isn’t interested in working on
renovation projects. In fact, the company has made it a priority to
help builders land those jobs, feeding them renovation leads when
“Now we’re like their remodel arm,” Sanchez
When a homeowner wants to obtain a bid, MMG visits the site,
measures it, discusses pebble options and takes extensive pictures
of the property, including the equipment pad. Armed with this
information and MMG’s bid, the builder has all they
need to move forward.
Sometimes the builder is too busy to take on the work, but making
that contact is still a net gain for MMG, as the mere gesture helps
“They’ll say, ‘Thanks for thinking of
me,’” Sanchez says.
The company has found another way to help its customers build their
own business — by putting Edgar Sanchez’ business
degree to work. For its top customers, MMG helps with business
development, largely by providing information it gathers from its
own work for each builder.
“As our own internal measures, we started tracking all kinds
of things — how many batches of pebble we apply, how many
jobs total, how many jobs did we do per zip code, what color and so
on,” Sanchez says.
On the gunite side, managers will tally the average number of yards
of concrete used per project, and how many feet of steps and
benches were shot, among other metrics.
Initially, MMG was keeping these records in order to help analyze
its relationship with each builder, but it occurred to Sanchez that
the builders could benefit from seeing these figures as well.
“In a recent Harvard Business Review article, it talks about
how you can’t manage what you can’t measure,” he
The statistics might be accompanied by advice on various aspects of
the business, such as where to advertise most, based on what zip
codes proved most active for the builder.
MMG began providing this service about two years ago for its top 10
customers. But soon enough, more builders found out about the
service and requested it. Now, the company provides extensive data
to its top 10 builders every quarter, and to its top 50 at the end
of the year. Others will receive a two-page synopsis.
“We started doing it because nobody else was,” Sanchez
says. “In a market where everybody’s going to switch
[subcontractors] for a few bucks, when you can provide something
that they don’t have themselves ... then you can deserve a
little bit more margin.
“Plus, we are cultivating our own growth. If we make them
better, they’re going to sell more jobs and they’re
going to use us.”
In addition, the act of analyzing other companies always yields new
business lessons that can be applied to its own operations, Sanchez
Spanning the generations
Modern Method Gunite is a true family business, with literally
dozens of relatives employed and the second generation in training
to take over.
Though the company started more than 40 years ago, it became Modern
Method in 1981, when Edgar Sanchez’ father, Cesareo, and two
partners moved it from the San Francisco Bay area to Houston and
renamed it. By that time, Cesareo Sanchez was already a seasoned
veteran — in a family of seasoned veterans. He had started
with Anthony Pools in 1966, at the prompting of his uncle.
“He’s the one who started teaching me that it was very
hard work but ... if I take advantage of my capability, I can learn
the different phases and get whatever I want,” Cesareo
Sanchez says. He moved to the Bay Area company, Peninsula Gunite,
in 1969, when his brother told him of a foreman opportunity.
The move to Texas presented more career opportunity, and by 1989,
Cesareo Sanchez and his wife Carmen owned Modern Method outright,
after buying their partners out. Though the Sanchez children began
working in the family business at early ages, they weren’t
going to get management positions on a silver platter.
After Edgar earned a Bachelors degree in entrepreneurship from
Baylor, he wanted to join his parents. He figured he could
implement some ideas he had developed for MMG while doing case
studies and class projects in college, such as developing an
“Before I graduated, I identified lots of little holes that I
thought needed to be plugged,” Edgar Sanchez says. “My
parents were gracious enough to pay for college ... and I was going
to pay them back by fixing a few of these things. And I thought it
would be a great place for me to learn.”
His mother, however, didn’t think this was the right path.
She worried Edgar would feel a sense of entitlement and miss the
opportunity to learn from different companies. “She was very
adamant that I go work somewhere else,” Edgar Sanchez says.
“I literally had to show her a game plan of what I planned to
accomplish the first year.”
His one-year strategy included several human-resources-related
projects, such as setting up 401k, profit sharing and
health-insurance plans. “At that time, in the late 1990s,
that was pretty revolutionary,” he says.
The one-year plan was completed in six months, and Edgar Sanchez
presented new projects. “I kept coming up with more and more
things to do as a means of justifying my need to stay,” he
Edgar’s sister, Karla Escobar, followed him to Baylor to
study human resources. Carmen Sanchez put her daughter through the
same initiation — present a plan and implement it. She now
serves as the firm’s human resources director. Cesar Sanchez,
Jr., serves as vice president of operations.
Going to the surface
One of Edgar Sanchez’s major projects and responsibilities
became the running of MMG’s pebble division
The company decided to create its first pebble crew by training
existing employees, with the manufacturer’s help.
This was a win-win prospect for those crew members ready for
something new and different. “[That made it] easier to teach
them, because when they want it, it’s easier,” Cesareo
That first crew has grown into five, with a sixth and perhaps
seventh planned this year. The key to training, Cesareo Sanchez
says, has been to work each novice hands-on from the start. Then
they can work a little more independently after three to six
months. “But we keep them under a supervisor for a good year
before we really let them do the work themselves,” he
MMG has long avoided hiring experienced tradesmen from other
companies, and it mostly adhered to this while building its pebble
division. “You can teach people to trowel but you can’t
teach them to be a good chemistry fit,” says Edgar Sanchez.
“There’s not a person in our company, to this day, who
knows how to trowel from a previous job.”
While MMG’s gunite division was well-established in the area,
breaking into the interior surface market wasn’t easy.
“We got thrown out of offices, literally,” Edgar
Sanchez says. “I hadn’t experienced that before. We
were Modern Method! If you were selling gunite services, they would
open the door. If you start talking pebble, it’s everything
you can think of — ‘It’s too rough, you
don’t know what you’re doing, how do you turn guniters
into plasterers?’ Once you finally convince them, they say,
‘It’s too expensive.’”
About a dozen builders signed on the first year, and more came
around as the product became popular locally. Yet the increase
wasn’t an accident or even simple word of mouth. If a
particular builder client refused to try pebble, MMG might court
its biggest competitor. “I’d surround them by people
who push pebble so they wouldn’t have a choice,” Edgar
He might put a special promotion in place — for instance,
offering to add a sparkly abalone shell additive to the pebble on
all spas. This allowed the builder to offer value, and when
homeowners saw the effect, they wanted it on the whole pool,
raising the ticket for both contractor and sub.
“And because [builders] were excited about the promotion,
they were always talking about it,” Edgar Sanchez says.
“Then that builder I really wanted to get was finally calling
me [for a meeting].’” Ten years later, MMG’s
pebble division has nearly 200 builder accounts and has become one
of the strongest Pebble Tec applicators in the country.