Congratulations to Ian Marriott, founder and president, IGM Commercial Fire and Electrical Systems, LLC, for winning the 2024 IEC Contractor Impact Award. 

Integrity and character. Those traits have been and always will be paramount to Ian in his career and in all aspects of his life. Before contracts, there was a handshake, Ian says. 

“A man’s word is his bond,” Ian says. “Verbalize your intentions and then stick to them. Be sure you give other people an opportunity to share their ideas. That’s what helps grow companies and makes companies better.” 

Being an entrepreneur, owning a business, and leading it by example was always on his mind. Exactly what kind of business was the question, but circumstances, opportunities, and good old hard work brought him to today. 

The Beginnings 

“My career path started in 1991-92,” Ian says. “The owner of Conservation Management Corporation came to my high school to talk about her business. I liked what her company was doing and was able to work for her for the summer.” 

As a result of his hard work and dedication, Ian says the company offered him a full-time job right out of high school. Conservation Management was doing retrofitting projects and Ian was drawn to the electrical work, and mostly to the lighting work. 

“I worked with that company for about 10 years learning everything I could from their master electricians,” he says. “They transferred me to Philadelphia for about a year before returning to the Maryland office.” 

The company shut down shortly after his return home, so Ian put in time with a number of electrical contractors of all sizes in the area. His last company was M.C. Dean where he led installation of the fire alarm system at the Pentagon. This work was part of the Pentagon Renovation Wedges 2-5 project in Arlington. M.C. Dean was specialty contractor for general contractor, Hensel Phelps, which was awarded the contract September 14, 2001, just three days after the 9-11 attack. 

“We earned awards for this work and numerous letters of accomplishment from the general contractor, Hensel Phelps, and the government,” Ian remembers. “This work was challenging and rewarding and shortly after its completion, I took the leap to go after my dream.” 

Launching His Company 

Going after that dream was not simply leaving one successful position and immediately achieving in the next. Ian did his homework.

“I reached out to people I worked with and let them know I was starting my own company,” he remembers. “I contacted the senior vice presidents and operations manager at Hensel Phelps, as well other GCs like Hitt Contracting and Clark Group and asked them what issues they have working with small businesses.” 

Ian says the biggest issues these general contractors had with small businesses was that they don’t do the paperwork, they don’t follow up, they don’t respond, they’re not communicative, and they’re not detailed. 

“To me, this meant they were not organized,” Ian summarizes. “I knew these were all things that I did well. I told myself it wasn’t going to be easy but this might be something I could really do well.” 

In 2013, IGM Commercial Fire and Electrical Systems, LLC was formed. Ian says the company’s first contract in November was a high-rise project in Virginia. 

“The first couple of years IGM projects consisted with just me doing consultations on fire alarm systems,” Ian says. “Once I did consultations, the companies wanted me to do the fire alarm installations as well. Then they wanted full-fledged electrical work, including fire alarm. I started hiring employees, and our company grew.” 

His sweet spot for employee numbers over the years has been 15. He says he is in a growth phase right now and sees that number increasing and allowing him to take on more work. Ian recently hired a bid coordinator who handles solicitations and RFPs.  

That focus on integrity and character? Ian has not deterred from those driving factors in how he treats his customers and engages his employees. Ian firmly believes his success is dependent upon it. 

“It may sound simple, but I treat people how I want to be treated,” Ian says. “I give my team members the room to form strategy collaboratively. I never wanted my company to be a dictatorship. I always envisioned my company to be a place that fostered collaboration. My team members are brilliant. So, as much as I can, I encourage them to be a part of the strategy. I lead by example in education, evaluation, and enrichment.” 

He says if an employee feels like they have no say-so or inclusion, then nine times out of ten, they’re not going to be willing to put forward their best effort because they don’t feel part of the company. They’ll just show up and put in their eight hours. 

“I want to give employees a voice, to listen to them and hear their point of view,” Ian says. “They might be seeing things that I’m not seeing because I’m in the office. They’re in the field every day and can give feedback on what’s been happening on a job-to-job basis that we can change moving forward to improve the next projects that we do. That’s the collaboration I’m talking about.” 

Listening is part of the care he shows employees. Acting on their input is another. From expanding daily morning safety meetings to consider other improvements to working with employees who might need flexible work hours to handle things at home to keeping motivation high to honoring employee effort with recognition among their peers are among the tactics utilized. 

“And fun is fundamental at IGM,” he adds. “I’m a girl dad to seven. I’m also pop-pop to seven boys and two girls. When I was raising my older girls, I wasn’t the fun dad. Now with my youngest daughter who is 11 and with those grandkids, I see how important just having fun is to everything. This applies at home and at work. It’s okay to be straightforward and direct and everything like that but you have to mix things up a little bit, right? At times, we need to put a little fun in the mix with employees just to enlighten them to have another side of them show up.” 

Why IEC? 

Ian’s company is a member of IEC Chesapeake, and he’s been involved with the chapter Government Affairs Committee, planning for annual activities. Recently he became part of a forum group to broaden his exposure. 

“I want to be more involved and meet with other members to share ideas and help the organization grow,” he says. “It is so valuable to hear different perspectives and to collaborate.” 

Ian and IGM do their part locally to help develop the future workforce. He participates in a Washington County Public Schools program that has junior and senior students work part-time in the trades while continuing their schooling. 

“I’ve created a position for students as junior estimators, and their hands-on learning includes seeing the drawings and specifications to understand why electricians in the field do things a certain way,” he explains. “They can always do tasks that a supervisor tells them to do, but I think it is very important for them to understand why.” 

Wrapping It Up 

Ian came to the United States from Jamaica as a teenager and worked his way up the ladder to business ownership. He is appreciative of the opportunities he has had and works hard to provide those for others, especially his family which he says is inclusive of his employees. 

“What does a business owner enjoy other than working for the business?” he laughingly repeats when asked what he enjoys doing when not working at IGM. “I like traveling — going different places and meeting people of different cultures. I like to cook, but don’t do as much as I’d like to as my youngest daughter only likes chicken nuggets and French fries! 

“Family is very important to me,” he continues. “And family doesn’t mean just your own children. It could be your work family, your employees. Considering their families as well, because as a business owner that reach doesn’t just stop at your home. It touches everybody’s home. Treat people with the proper respect — do unto others as you would have them do unto you. The golden rule. I try to live by that.” 

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