For 101 years, The Monahan Co., a family-owned general contractor in Eastpointe, has built thousands of homes, offices, schools, and commercial venues throughout metro Detroit.
The business also provides construction management and has expertise in historic restoration. At a high point, 10 different family members worked side by side at The Monahan Co.
The band of brothers, sisters, and cousins is best known for constructing manor homes along a lush and private stretch of Provencal Road that borders the Country Club of Detroit in Grosse Pointe Farms, erecting notable buildings on the campus of the University of Detroit Mercy, and handling restoration projects including the Lofts at Rivertown, Crystal Lofts, and the Garden Theatre.
Throughout those 100-plus years, the one constant has been that at least one family member ran the day-to-day operations — sales, finance, accounting, and more — starting with Edward V. Monahan in 1922.
But that all changed last year. Due to retirement, only two members of the Monahan family remained at the company. Kevin Monahan serves as a senior project director, while David Monahan is a project manager — and neither one had a desire to operate the administrative side of the business.
“When it came to be David and myself, we recognized we needed to bring in a business person,” says Kevin, who joined the company in 1989. “We thought about scaling things back and becoming a boutique builder, (putting) the company up for sale, or perhaps (bringing) in a strategic partner who would carry on with our traditions.
“If we took the latter route, we knew it could be tricky. We’d have to make sure any new person we brought in would stay with us for years. We didn’t feel it was an easy, or likely, prospect until we met Kevin Pruzinsky.”
With 17 years of construction industry experience, Pruzinsky was familiar with The Monahan Co.’s reputation for building excellence. “They had a strong name in the community, they had strong relationships with the trades and suppliers, and you could feel the passion they had for the business,” Pruzinsky says.
“When I was approached to invest in the business and become president and CEO, it was at a time when I was looking to do something on my own. But if I went on my own, it’s hard to build something from scratch. Whenever possible, it’s always easier to keep a client than find a client.”
After investing an undisclosed stake in the business, Pruzinsky hit the ground running. One thing he didn’t change was the company’s mantra of custom work — “no cookie-cutter projects,” as Kevin Monahan emphasizes.
Rather, the new leader instituted more efficient internal processes; enhanced the company’s culture; developed a new logo, website, and marketing materials; and “brought a little more structure” to the operation.
“We’re getting a lot of new business coming in, and now we’re looking to add more employees,” Pruzinsky says. “We’re getting better every day.”
