Fed by a strong work decline in the oil and gas sector, performance contractors have reduced a couple of years of banner. After reporting a $ 2 billion income to the company in 2023, the contractor made another record by 2024, publishing a total of $ 3 billion. Although the company has a license in 34 states, almost every revenue of last year, $ 2.82 billion, they took place in Texas, Louisiana and the southeastern states.
During the last decade, performance contractors have expanded their portfolio beyond the oil and gas sector to markets such as energy, pharmaceuticals and food and drink. The firm also recently increased its own work. By marking its 45th anniversary last year, it has passed from a local company Baton Rouge, la., A national player with more than 12,000 staff and 25 million hours of work. Throughout this time, the company has remained privately owned and maintained its commitments to excellence and operational safety. In view of the recent results of the company, Enr Texas and the south -the performance contractors appointed their contractor in 2025 Texas & Louisiana.
The President and CEO, Kevin Courville, says the company predicted its recent success chain years ago. It was stated that revenue reached $ 2 billion by 2020, but Covid-19 Pandemic was waiting for several of its projects.
“For us, in 2024 it was a special year,” he says. “When everything was published, we had all this decline that had not been worked out. So these projects began and the pipeline began to return. This really promoted a record year in 2023 and prepared us by 2024.”
Performance contractors complete module ensembles for projects from all over the country in their two module assembly gardens in Louisiana, including the installation of 200 hectares in the city of Morgan, shown here.
Collin Richie photo
Fed by GNL
Courville claims that performance contractors experienced a particularly growth in the Liquefied Natural Gas Market (GNL), as well as in energy and steel factories. The company is currently working on GNL projects for developers Venture Global. The scope of one of these – Plaquemines GNL in Plakemine, La. The maximum labor force is about 5,000, with almost 21 million hours of work planned at the end. The company is building modules for these projects at its Louisiana manufacturing facilities in Morgan City and Port Allen.
“The abundance of natural gas has led to a large number of investments around the world and we have been able to drive this wave,” he says.
Although Texas projects have promoted most of his work in recent years, LUMISiana’s GNL work helped to promote the company’s records in Spain. Courville says he has also remained constant in Texas. Among its contracts is a $ 300 million project for Linde in Nederland. The 18 -month project includes the installation of equipment, pipes, steel, electric, instrumentation, insulation and scaffolding. The maximum labor is estimated at 1,200.
Performance Contractors offers a wide range of services for the construction, maintenance and manufacture, including the manufacture and installation of pipes; Shift services; Assembly and installation of the module; and manufacture of steel. Courville says that the company has experienced particularly strong growth in module assembly and pipe manufacturing. It has four pipe manufacturing facilities and two modules facilities, both with access to the boat. “We make very large modules, some of the largest modules built in the United States for land delivery,” he says. “This has really been mainly in GNL market. There has been a large amount of growth, and this is part of the growth we saw in Louisiana in 2024.”
Performance contractors offer a cross -training program for gentle boats staff interested in channeling. The free program graduated more than 100 employees in its inaugural year.
Photo courtesy of performance contractors
Go out in automatic work
As part of its growth strategy, Courville claims that the company expanded its autonomous capabilities, especially in soft craft services such as scaffolding, isolation, coatings and waterproofing. Performance Contractors has also accumulated its internal office for electrical and instrumentation services. “Today we are hiring much more than we did five years ago,” he says.
Last year, the company launched a new cross -training program for soft craft staff interested in channeling. It was offered for free after work, the program graduated more than 100 employees in its inaugural year.
Courville claims that his expansion in autonomous services feeds a greater strategy to use internal workers, where possible, to meet the needs. “Control your own destiny,” he says. “This is the reason why we make all our pipes and … our modules. Now we do many things that are needed to finish a job. It only gives us much more control over these projects, unlike the management of subcontractors.”
“The abundance of natural gas has led to a large number of investments around the world and we have been able to drive this wave.”
– Kevin Courville, President and CEO, performance contractors
An important part of the company’s business development is based on a repeated business. Although the company assumes new customers, such as Space X, the vast majority of their work comes from long -term customers. “Our first 10 return customers when we started are still our best customers today,” he says. “If you look at the list, we have many customers over 45 years old.”
The company has also created strong relationships with a project of clients and project partners. Burns & McDonnell has worked on numerous projects with performance contractors over the years as a partner and client. He often takes advantage of the company’s experience in manufacturing pipes and modules and mechanical recruitment, says Ed Anello, vice president of project delivery to Burns & McDonnell. Performance contractors provide “adequate skills ensembles, proper leadership, proper safety, proper quality and a very consistent approach to the different types of work we have done with the signature,” he says. Those who lead to work lead a higher team who “know what they do, how to plan and execute and how to interact with our team.”
Courville says that the business strategy has fueled the company since its founding by Art Favre in 1979. The growth of performance contractors has been 100% organic, built with
On the other hand of mergers or acquisitions, he says. Constant history as a family business has given rise to many
of his employees passing his career to the company. As an example of this potential, Courville says he first co -opted in performance contractors while attending Louisiana State University for construction management between 1983 and 1986.
After its graduation, he logged in with a different company, but in 1993 he was hired to return as a project manager. Since then, Courville has increased through the ranks from the project manager to the project executive, the chief of operations and now chairman and CEO, a role he took on in 2021.
With the intention of creating races, Courville says that performance contractors focus on the hiring, training and retention of young talents. The company takes off from schools, as well as high school and professional schools.
“It starts with hiring, and you must have solid and solid training programs and career development programs,” he says. “I think it is a strength of our company. Each of our recruiting centers has an evaluation center where we can evaluate workers at craft level on what level they are in their trade before they never reach our jobs so that we [can ensure that we] Get them to the right trajectory. “”
The company also emphasizes the hiring of veterans through its built labor initiative. Last year, IT was ranked 19th on the Best Military Times list for veins: businessmen.
Build —Se sure
As an industrial contractor, the company’s commitment to security is essential. By 2024, he introduced new security initiatives. We build better: through the creation of the SAFE program, it aims to improve the participation of field leadership through micro-learning video courier and a renewed approach to the execution standards.
“We build better; building -surely a rather daring statement,” says Courville. “We realize that, but we feel that it makes us responsibility as leaders and our trades.”
The firm also launched Mind Your Moves, a campaign that led the safety of work not related to work to reduce incidents. “We focus more on things that can be altered in life, but many things can happen between tasks, like simply walking in the workplace or going through the return,” says Courville. “So keep in mind your movements.”
Commitment to the community is also part of the culture of the company. At the national level, performance contractors have contributed to the Alzheimer’s Association, United Way and military groups such as Folds of Honor.
The company raised $ 391,000 for St. Jude Children by 2024 through his chippin ‘annual at St. Jude. The firm also encourages employees to return, offering employees’ donations. “It gives us the opportunity to participate more locally,” he adds.
In the future, Courville says he sees another great wave of opportunities that are climbed for performance contractors. Although this year there has been a bit of receding, which the CEO attributes to the uncertainty of the election year, hopes that the demand for liberation of the liberation of 2026.
“We will go to 2026 with the biggest decline we have ever had,” he says. “So we are very optimistic that in the coming years they have a good look and we look forward to more years. We do not feel like we were reached by 2024.”
