In 1977, Jack Kulka founded the forerunner of Kulka Construction Corp. in the basement of his Smithtown home, investing $100 to pay for necessities like a typewriter and phone.
    An electrical engineer by training, Kulka had learned that you don’t implement knowledge solely on theory – you must acquire the tools through practical experience in real situations. He had the experience.
    Since its inception, Kulka Construction has built in excess of 15 million square feet of industrial, commercial, retail, hotel, multi-tenant residential and not-for-profit institutions. Kulka introduced Long Island developers to construction management, implementing a major change in the industry, which resulted in substantial savings in the cost of construction projects for customers and expedited completion dates.

    Clients include such diversified projects as major corporate and industrial facilities – including Audiovox, Polly-O Industries, Marchon Eyewear, Frequency Electronics, MSC Industrial, Rothco and Gilbert Displays – and major shopping centers for Phillip’s International, Breslin Realty and Kimco. The firm has also built such luxury hotels as the Inn at Fox Hollow and community, religious and educational institutions, including numerous “Y” facilities and buildings for NYIT, Hofstra, the Woodbury Jewish Center, the School for Language and Communication Development and the Silverstein Hebrew Academy.
    As a student, Kulka pursued a degree in aeronautical engineering at New York University. He revised his aspirations upon discovering he “couldn’t draw a straight line.” Armed instead with a degree in electrical engineering, Kulka landed his first job at an aerospace company. One of 1,000 engineers, Kulka spent three days behind a drafting board before he quit.
    “It wasn’t for me,” Kulka said. “I am an individualistic people person.”
    Instead, he found work at a small electrical contracting company, which grew overnight into a major firm when it successfully secured electrical contracts to build 11 E.J. Korvettes shopping centers. When the company expanded onto Long Island, Kulka, just two years after graduating from college, was appointed vice president and COO of the Long Island division.
    Subsequently, he modified his career path again, becoming the general superintendent of construction for Max Marcus, the premier industrial developer on Long Island. He was able to supervise the construction of numerous major industrial facilities without any previous experience in general construction.

    “Max was a legend on Long Island,” Kulka said. “I learned a tremendous amount about the construction of industrial buildings from him.”
    Through hands-on in-the-field job training with Marcus, Kulka learned to spot where contractors cut corners. It’s that kind of trained eye that enables Kulka to protect his customers today. To Kulka, protecting the customer’s interest, by insuring quality construction, is the only way to build customer loyalty and earn respect from contractors.

    “I’ve been doing business with him going on 32 years. He is one of those guys who impressed me for his attention to every detail,” said Anthony Leteri, a partner in USA Polycoat in Kings Park.
    When Kulka went into business for himself in 1977, he saw plenty of opportunities in construction on Long Island, since the area was in a major capital expansion mode. Although he possessed the unique combination of practical hands-on experience coupled with theoretical knowledge (he is a licensed Professional Engineer) he was inexperienced in pursuing customers and was intimidated by the concept of cold canvassing potential clients.
    Still, he met people that provided meaningful introductions. Through David Able, a principal with United Realty, Kulka met Mike Leeds, who headed up the Global Equipment Co. and was looking for a builder for a specific project, which Kulka had previously worked on with another prospective owner. Kulka, in his basement office, typed up a proposal, which he planned to mail, rather than deliver personally, to Leeds.
    “I was afraid of Mike Leeds,” Kulka said. “I was young and he was powerful.” But Kulka decided he had nothing to gain sitting at home and overcame his fears.
    “I delivered it to him. Sitting on his desk was a contract to sign with another builder. I got the job because I went in and developed a relationship. We went on to build many more buildings.”
    Through Leeds, Kulka made new connections, and picked up three major clients: Harrison Conference Center, Henry Schein and Avant Garde Optics.
    “My business grew because of tenacity, overcoming my fears and the kindness of people willing to help a young kid,” he said “And learning that successful business is based on developing mutually, rewarding relationships.”.

    Later, during the recession of the early 1990s, Kulka diversified from commercial clients into retail, not-for-profit and other areas. The strategy enabled his company to continue, at a time when others in the industry faced bankruptcy. Kulka also credits the growth of his company to his utilization of the concept of construction management, whereby, for a fixed fee, the contractor builds projects within a certain budget
    “Construction management”, Kulka said, “is in sharp contrast to the methods of general contractors, who ‘maximize profits,’ and by nature, must be adversarial with their clients.We are hired professionals who are the protectors of our customers.” “We are the pioneers and originators of construction management on Long Island.”

    Leteri, who then owned a major carting business, said the method was revolutionary on Long Island at the time. “It was never done before,” he said.
    Though construction management was new locally, Kulka had seen it utilized on major projects elsewhere. “It was perfect for Long Island.We adapted it for large and small projects.” Naysayers predicted that Kulka could not survive because the profit structure was too low. But Kulka saw the method as a strategy for serving as the client’s ally rather than adversary. “I proved you didn’t have to make an outrageous profit on each project in the construction industry in order to be successful.”
    The method benefited the community by motivating companies to relocate and to expand on LongIsland due to the savings realized by utilizing Kulka and his construction management method. Kulka has served the community in other ways, including the founding and chairing of the Hauppauge Industrial Association, the Suffolk Y Jewish Community Center and the Hauppauge Education Foundation, Farmingdale College Foundation and the St. John’s Hospital Foundation.
    Acting as both a social activist and political activist on numerous issues, which affect the community, Kulka has helped strengthen the community, by contributing his time, effort and financial resources to Long Island’s best asset, its people. “We have to keep the bright people on Long Island,” he said. “Educate them on Long Island, and they will stay.”
    “Provide them with affordable housing and excellent, affordable social services, they will grow and prosper and continue to provide Long Island with the best workforce available.”