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about the product, the process, and the customer experience. Today, showers are our No. 1 selling product and a major part of our business. Over the past few years, we've also made some big internal changes. We took a hard look at our company culture and realized things needed to shift. at meant making some tough decisions, including letting go of a few long-time employees whose behavior had become toxic to the team. It's not easy to change an entire company culture and raise the bar, but it was necessary — and it's made a difference. One of the biggest breakthroughs was bringing someone from the field into the office for the first time. It changed the dynamic in a great way — offering a new perspective in the office and also translating to people in the field. It bridged a gap that had been there for a long time. e field knowledge and how it translates to project management has been invaluable. MB: What would you say are your greatest strengths as a leader? SP: I invest in people and genuinely care about their well-being. Work is a full-time job but so is caring for the people who make your business possible. I believe in validating people's ideas and feelings — people deserve to be seen. I'll always support someone trying a new approach — within reason. I've never wanted to hire a team full of people just like me. I've always said, 'what good does it do having a bunch of forks when you also need a knife?' I also try to make decisions quickly. Don't drag your feet when someone isn't the right fit anymore. Leadership isn't just about support- ing people; it's also about knowing when it's time to let go. MB: Your greatest challenges? SP: It's all been a challenge — run- ning a business is hard, especially in the construction industry. One of the hardest parts has been learning how to separate my personal life from my work life. I've made a lot of sacrifices over the years for the business. Fast forward to now, I think I've earned my place, so something that was a challenge is less so. Being a woman — and a minor- ity — in an industry that hasn't always made space for either, created the per- son I am today. is was never going to work if I didn't solidify who I was or what kind of company I wanted to have early on, and I did that by show- ing up, staying consistent, and doing what I said I would do. Another major challenge has been learning that I don't need to be part of everything — or know everything — to be a good business owner. For a long time, I believed that if I wasn't involved in every detail, I was fail- ing somehow. at mindset got me through the early years, but it wasn't sustainable. Learning to let go, trust others, and hire the right people has been one of the most freeing — and important — shifts I've made professionally. MB: What's ahead for O&P Glass? SP: We're growing — both the business and in our space. ankfully, our loca- tion gives us the flexibility to expand even more if we choose to. We sometimes get calls from peo- ple asking if we still take on smaller projects — they assume we've gotten too big for the little stuff. But we're still a small, family-owned business at heart. at's something I never want to lose sight of. at part of who we are will always stay the same. Tina Fischer, Mainebiz staff writer, can be reached at tfischer @ mainebiz.biz W W W. M A I N E B I Z . B I Z 19 A U G U S T 1 1 , 2 0 2 5 EVENT NAMING CONVENTION 24 MONTH 2020 I LOCATION Local. National. Global. Wherever you need us. Dentons celebrates continued growth of its Portland office. dentons.com O&P Glass 140 Capitol St., Augusta Owners: Soo Parkhurst and Joe Bedard Founded: 1978 What the company does: O&P Glass is a full-service glass shop offering commercial and residential installations; custom glass show- ers; insulated glass; table tops; auto glass; and windows. Employees: 30 www.opglass.com Work is a full-time job but so is caring for the people who make your business possible.

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