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Businessexcellence May 07 64 Madison (three hours) or Milwaukee (fi ve hours). The setting is gorgeous but it needs something a little extra to encourage them to make the trip. So it sets the fl oor a bit more favorably. Management wants guests to have a winning experience, to encourage them to come back. As they return over the next few years, they will fi nd Lake of the Torches’ technology and return on capital is being leveraged towards progressive improvements and wider experiences. The resort has laid the foundation for more aggressive growth, believes Guelcher. It will be expanding the property, with more food and beverage locations, doubling the hotel size and offering a fuller range of gaming. Lake of the Torches is currently in discussion with the Wisconsin authorities for more card games, so it will be able to expand its gaming machines and introduce even better coinless operations. Lake of the Torches sees its role being to enhance the economy of the Lac de Flambeau band of Lake Superior Ojibway people. It hands over 100 percent of its bottom line to the tribal government and they return what is needed to invest in and run the casino. Technology is being used to leverage its resources and build a better future. “If the guest forgets to take the ticket out, or loses it, the casino can put a ‘stop pay’ and prevent it being redeemed—once it has confi rmed there’s no scam involved” The Lake of the Torches

May 07 Businessexcellence Corman Construction 65 Family-run Corman Construction is built as solid as its buildings, bridges, and byways. Kate Sawyer reports Corman’s business philosophy is to always be a “best of class” construction contractor. Through applying the broad expertise of its dedicated management team and nearly 400 employees in the heavy and civil construction areas, the company has continued along its impressive growth trajectory. What started as a family-run construction company building the city streets and highways of Washington, DC in 1920 has today become a multi-disciplinary contracting fi rm servicing the transportation needs of Maryland, Virginia, Washington, DC, and Delaware. Now in its third generation of family ownership, Corman Construction has grown to include not only streets and highways but also bridge construction and repair, underground utility work, tunnel construction, and marine construction. Corman Construction maintains that it takes on “the toughest jobs, and through planning, creative engineering, value engineering, and hard work, we complete projects ahead of schedule while maintaining the highest Built tough level of quality.” Its engineering and project management division is admittedly “aggressive and creative—we think of better and faster ways to accomplish diffi cult tasks. We make every effort to anticipate our customers’ needs and to satisfy or exceed them.” Headquartered in Annapolis Junction, Maryland, Corman Construction has an annual revenue of approximately $125 million, with 90 percent of its business derived from public sector transportation projects. The Virginia Department of Transportation, for example, recently partnered with Corman Construction to improve its delivery of on-time and on-budget construction and maintenance projects. Through this partnership, VDOT was able to complete the project way ahead of schedule and under budget. Corman Construction won the Virginia Department of Transportation bid and began rehabilitation of the existing Route 623 bridge, originally constructed in 1967, over I-64 in Goochland County, Virginia in December 2005, with a projected completion date of Monocacy Aqueduct