Meet the Sagamore Team That Provides Quality Commercial HVAC and Plumbing Services to New England Region
Chief Executive Officer/President
As founder, Joe implemented his vision to build an organization where team members service Sagamore’s customers with passion and in return they can count on a long-term rewarding career. Joe oversees the strategic direction and long-term growth of the entire Sagamore family. He works closely with all team members to ensure their success on a regular basis. He is results oriented and a customer centric leader. He has a solid understanding and comprehension that this industry revolves around internal and external customers. He continually challenges himself on how to improve in an effort to better serve the Sagamore Team and their customers.
Master Plumber, Master Pipefitter Unrestricted, Master Gas Fitter, Master Refrigeration Technician, Master Oil Burner Technician, OSHA 30 Certification, NFPA Hot Work Safety Certification.
- Commonwealth of Massachusetts Board of State Examiners of Plumbers and Gas Fitters (2000-2003)
- Construction Management Industry Advisory Board – Wentworth Institute of Technology (2013-2019)
- Board of Trustees – Derby Academy (2003-2012)
- Board of Directors – South Shore Chamber of Commerce (2010-2012)
- Board of Trustees – South Shore Hospital (2011-2013)
- Board of Directors – South Shore YMCA (2011-2014)
Jim joined Sagamore in 1994 and has been an integral part of the company’s success. Jim has been Vice President since 2013, previously holding the positions of Director of Purchasing and Logistics Manager. Jim continues to show his leadership skills and unwavering dedication. His reputation for providing an exceptional Sagamore experience for our customers and employees resonates throughout the industry.
Jim currently holds the following licenses and certifications:
- Massachusetts Plumbing License
- Massachusetts Master Sheetmetal License
- Massachusetts Pipefitter License
- Silica Certification
- OSHA 30 Certification
Chief Financial Officer/Controller
John joined the Sagamore Team in 2014 as their CFO/Controller with more than 20 years of experience in the Construction Industry. John oversees all accounting and financial operations as well as insurance and technology programs at Sagamore. He maintains strong relationships with our banking, bonding, and other business partners, strengthening our financial growth since his arrival. He is a strong leader who’s proven background in analysis, forecasting and strategic planning has helped lead Sagamore to be a “Best in Class” company. John is an active member of the Boston Chapter of the Construction Financial Managers Association (CFMA). John also serves as a member of his town’s Finance Committee as well as their Capital Planning Committee.
John holds the following licenses and certifications:
- Finance degree from Bentley University
- Certified Construction Industry Financial Professional (CCIFP)
- Construction Risk and Insurance Specialist (CRIS)
- OSHA 30 Certified
Sagamore Core Values
• Achieve your goals
• Be consistent
• Teach and train unselfishly
• Give credit where credit is due
• Honest and ethical behavior
• Put the interest of others before our own
• Be receptive of new ideas, regardless of the origin
• Uncompromising quality
• Unwavering commitment
Be the Company of Choice
• Provide competitive wages
• Maintain high performance standards
• Promote physical safety
• Promote continuous self-improvement
• Provide the best tools and materials
Be the Best Team
• Skilled workforce through teaching and training
• High standards of professionalism
• High standards of integrity and ethics
• Be informed and inform others
• The measure of success is how we deliver
Sagamore Guiding Principles
recruited from competitors and those entering the industry out of school. In each case, it is
important for Sagamore to immediately establish how it does business. Failure to do so will result in
each employee doing what he or she thinks is best. The resulting behavior may or may not support
the company objectives or fit in with its underlying culture. Therefore, it is imperative that each
employee understands the Guiding Principles and commits to working within the framework provided
by those 10 principles.
The Sagamore Guiding Principles have established a framework for acceptable behavior. They help
every employee understand the priorities of the company. They are the foundation for company
If the Guiding Principles are used and strengthened at all levels of the organization, their use will
result in a better understanding of acceptable behavior while providing clear guidance to employees
when management is not readily available. Building and sustaining an empowered organization is
Sagamore’s most significant challenge. Employees must be empowered to act once they have been
given clear guidance. Sagamore will continue to evolve as a values-driven organization. At its
foundation are positive values which capture the consensus of ownership and the leadership team
on how it wishes to operate.
Full integration and individual commitment to Sagamore’s Guiding Principles is a top priority. Every
employee will understand the importance of the Guiding Principles and how they relate to
acceptable behavior. The Guiding Principles shall be used as a basis for annual performance
evaluations, merit increases, promotions and occasionally for termination from the company
Sagamore Guiding Principles
We know that our customers must know us, like us and trust us in order to use us exclusively.
Because of that, we are committed to understanding our customers’ expectations 100% of the time.
Quality service at Sagamore is not a goal, it’s a commitment made by every employee as a condition
Employees at every level are committed to continuous professional development. The company will
provide a teaching environment while each employee is expected to consistently apply the lessons
learned. Employee job satisfaction, stability and security are core values of the company which are
acquired through continuous growth.
Personal Responsibility and Accountability
Ownership mentality builds great companies. Therefore, if you act like an owner, you will be treated
like an owner. Every employee plays an important role in the success of the company. Our
employees accept personal responsibility for performing at a high level. Because of that, we
recognize that re-work is symptomatic of a greater issue. We expect to be held accountable for our
performance and to hold others accountable without fear of retribution.
Sagamore employees know that the whole is stronger than the sum of its parts. Because of that, we
are committed to a code of conduct that strengthens the team. Each member of our team
understands the importance of good communication, selflessness, pride in their company, trust in
each other and the timely resolution of personal and professional conflicts.
Focus on Profitability
Employees at every level within the company understand that profit fuels success. Each of us is
committed to putting forth our maximum effort in pursuit of profitability, one transaction at a time.
We will leverage the synergy between departments and the collective experience of all employees to
achieve company-wide profitability.
Commitment to a Healthy Workplace
Our employees choose to surround themselves with people like themselves who are courteous,
thoughtful, respectful, polite and able to disagree with each other without creating ill will.
Safety of Every Employee
Every great company embraces the philosophy that the safety of its employees is its top priority.
Sagamore employees clearly understand that this principle will not be compromised under any
Employee empowerment gives Sagamore a strategic advantage over its competitors. Assuming
employee compliance with policies and SOP’s (standard operating procedures), ownership and
management rely on the experience and knowledge of our personnel to achieve a greater degree of
innovation, productivity and customer satisfaction.
Sagamore employees speak up, when things are not going as planned. We don’t assume that
everyone knows what we know. We don’t shoot the messenger bearing bad news. Facts are
friendly and the need for good information is important. We know that the appropriate response to
problems creates opportunities for improvement.
Ethics and Integrity
Our employees must believe in our organization. Ownership and management are committed to
earning and sustaining the trust of our workforce. Ethics and personal integrity are the cornerstones
of the employer/employee relationship. If an employee is unhappy with a situation, he or she is
expected to speak up and constructively deal with the issue