The CEO of one of California's most trusted industrial contractors started his career in the dirt - literally, on marine terminal maintenance crews. Over 23+ years, Andrew Hosler worked every level of the construction ladder to lead Performance Mechanical, an EMCOR Group company, employing 750 union tradespeople across refineries, power plants, and chemical facilities.
Andrew Hosler runs Performance Mechanical, Inc. (PMI) from Pittsburg, California - a city built on heavy industry, straddling the Sacramento-San Joaquin Delta, where refineries and chemical plants line the waterfront. His office overlooks the kind of landscape his crews work in daily: industrial infrastructure that powers Northern California's economy and demands the kind of precision most contractors can't deliver.
PMI has been at it since 1985, long before Hosler arrived. When EMCOR Group acquired the company in 2007 - at annual revenues around $90 million - it signaled that PMI had crossed a threshold from regional contractor to serious industrial player. Hosler's job is to keep it there and push further.
"We operate as a client-focused organization committed to long-term partnerships built on performance, safety, and craftsmanship."
Andrew Hosler - Performance Mechanical, Inc.What makes PMI distinctive isn't just the licenses or the size - it's the combination. PMI runs three fabrication shops across California totaling over 32,000 square feet. Their welders carry ASME and NBIC code stamps. Their estimators work with BIM. Their field crews use robotic total stations and 3D laser scanning on active industrial sites. In an industry where many contractors still rely on paper drawings and gut instinct, PMI operates like a technology firm that happens to employ pipefitters and boilermakers.
Hosler's path to the executive suite was hands-on by design. He started on marine terminal maintenance crews - the kind of work that means cold mornings, confined spaces, and zero margin for error near waterfront fuel storage infrastructure. He moved through project management, then became Chief Estimator at a time when PMI was bidding up to $1 billion in annual work. Between 2010 and 2012, he developed and managed over $125 million in project work personally.
The Chief Estimator role is where careers either get stuck or expand. Hosler expanded - into Vice President of Pre-Construction, then to the top. His education at California State University, Chico in Construction Management gave him the framework; the field gave him the instincts.
Today, Hosler oversees three Vice Presidents - Support Services, Operations, and Controller - along with operations managers across the company's California and Hawaii footprint. The company holds contractor licenses in California (Type A, B, C36), Hawaii (Type A, B, C4), and Nevada (Type A). For clients in complex industrial markets, the multi-state licensing is rarely an afterthought.
PMI was founded as a small union shop serving the San Francisco Bay Area's heavy industrial corridor. By 2007, when EMCOR Group acquired it, annual revenues had reached approximately $90 million. The company operates from its Pittsburg headquarters at 701 Willow Pass Road, with fabrication shops in Pittsburg (4,900 sq ft), Sacramento (12,000 sq ft), and Huntington Beach (15,000 sq ft).
At the Pittsburg office, over 90% of business comes from long-term client relationships - a retention rate that reflects both the technical complexity of the work (switching costs in industrial piping are real) and the trust built through PMI's safety record and quality standards.
PMI's client list reads like a who's-who of California's critical infrastructure: refineries, chemical plants, power generation facilities, food and beverage manufacturers, water treatment operations, and healthcare campuses. When Valero's Benicia refinery needs a complex piping retrofit, or a hospital system needs precision HVAC work without disrupting critical operations, PMI is the call.
The 2010 Large Contractor of the Year award at Valero's Benicia refinery wasn't handed out for good vibes - it came from delivering complex, safety-critical work in an active refinery environment where a single weld failure can trigger a facility-wide shutdown.
PMI holds VPP Star status under OSHA's Voluntary Protection Program - one of the highest recognitions available for worksite safety practices. Their EMR (Experience Modification Rate) and TRIR (Total Recordable Incident Rate) consistently rank among the best in the industry.
Their weld-rejection rates are described as among the lowest in the industry. In industrial piping work - where a rejected weld means expensive rework, potential schedule impact, and possible regulatory scrutiny - this metric matters more than almost any marketing claim a contractor can make.
Industrial contracting covers a lot of ground. PMI has staked out a specific position: technically complex, safety-critical, code-stamped work in active industrial environments. The services list reflects this focus.
Every rung of the ladder was load-bearing. Hosler's career at PMI isn't a story of someone brought in to run a company - it's someone who built their credentials one project at a time.
In industrial contracting, licenses and code stamps are not ornamental. They determine which projects you can bid and which clients will even let you on site.
Industrial construction leadership tends to produce executives who are relentlessly focused on margins, schedules, and safety incident rates. Hosler fits that profile. What's less typical is that he also coaches soccer and baseball.
Married with two children, Hosler is active in youth sports - an extracurricular that requires the same skills as running an industrial contractor: managing teams with different skill levels, keeping people aligned on a shared goal, and showing up when it's raining and nobody wants to be there.
He also cycles and hikes - activities that suit someone accustomed to thinking about terrain, planning for contingencies, and putting in steady effort rather than chasing shortcuts. The Bay Area's industrial corridor and its surrounding open space offer both at the same latitude.
PMI's culture under Hosler emphasizes what the company calls "the long game" - long-term client relationships, deep investment in safety programs, and steady skill development among the workforce. In an industry where transactional thinking is common and underbidding to win work is endemic, this positioning requires discipline.
The 90%+ long-term client retention rate at the Pittsburg office suggests it's working. Clients in refinery and chemical plant maintenance don't change contractors casually - the institutional knowledge of site-specific infrastructure, approved-vendor relationships, and safety familiarity makes switching expensive. PMI has built that position deliberately.
Energy transition is on the agenda. PMI lists energy transition projects, environmental compliance, and sustainable energy solutions among its growing service lines - a signal that Hosler is positioning the company for the next phase of California's industrial infrastructure buildout, not just maintaining the base.
Started his career doing hands-on work on marine terminal maintenance crews - among the most technically demanding and safety-critical environments in industrial construction.
Holds contractor licenses in both California and Hawaii - covering General Building, General Mechanical, and Boiler/Pressure Vessel classifications in each state.
PMI operates three fabrication shops totaling more than 32,000 sq ft across California - from Pittsburg to Sacramento to Huntington Beach.
Coaches youth soccer and baseball in his personal time - the same team-management principles, different consequences for missed calls.
Performance Mechanical was founded in 1985 - it was already two decades old when Hosler would eventually take the helm as CEO.
PMI's Pittsburg office achieves 90%+ long-term client retention - in industrial contracting, that number represents years of delivered performance, not sales relationships.