Andy Sehremelis on Leadership Lessons From Three Decades in Chino

By Andy Sehremelis · October 30, 2026

Andy Sehremelis founded Parkcrest Construction in Chino, California in 1992. Since then, his work has extended from commercial construction into owning and operating restaurants, gas stations, express car washes and retail properties, and into his role as CEO of Delphi Energy. Three decades of building and running businesses in the Inland Empire offer a set of practical leadership principles.

Andy Sehremelis on Taking Responsibility

In construction and in operating businesses, problems are inevitable. Leaders set the tone by taking responsibility for outcomes, addressing issues directly and focusing on solutions. Teams respond to leaders who are accountable for decisions rather than searching for someone else to blame.

Responsibility also means following through. Commitments made to customers, tenants, employees and trade partners should be honored or, when circumstances change, renegotiated openly.

Andy Sehremelis on Knowing the Work

Effective leaders understand the work their teams perform. In construction, that means knowing how buildings go together and what trades need to succeed. In operating businesses, it means understanding the daily routines of a kitchen, a forecourt or a car wash tunnel.

That knowledge allows a leader to ask informed questions, recognize good work and identify problems early.

Andy Sehremelis on Long-Term Thinking

Decisions made with a long horizon tend to differ from decisions made for the short term. Durable building materials, well-maintained equipment, fair treatment of employees and lasting relationships with vendors all reflect a long-term view. Over decades, those choices compound.

Long-term thinking also means being willing to pass on opportunities that do not fit the business, even when they appear attractive in the moment.

Andy Sehremelis on Adapting to Change

Southern California has changed significantly since 1992. Populations have grown, consumer habits have shifted, building codes have evolved and new technologies have entered every industry. Businesses that last adapt to those changes while holding on to the standards that made them successful.

The fuel and energy industry is an example of continuing change, and it is one reason Andy Sehremelis follows the broad direction of gasoline and alternative energy as CEO of Delphi Energy.

Andy Sehremelis on Building Trust

Trust is built over time through consistent behavior. Paying on time, delivering what was promised, being honest about problems and treating people with respect create a reputation that supports every future project and business relationship.

In a regional business community like the Inland Empire, relationships often span many years and many projects, and trust becomes one of a company's most valuable assets.

Andy Sehremelis on Staying Close to Customers

Whether the customer is a building owner, a tenant, a restaurant guest or a driver stopping for fuel, understanding their needs keeps a business relevant. Leaders who spend time at their properties, observe how customers use them and listen to feedback make better decisions than those who rely only on reports.

Customer expectations change over time, and staying close to customers is the most reliable way to notice those changes early.

Andy Sehremelis on Community and Place

Chino and the surrounding Inland Empire have been the home base for Parkcrest Construction since its founding. Operating in one region for decades creates a connection to its communities, employees and business owners. Local businesses employ residents, serve neighborhoods and contribute to the character of the area.

That connection carries responsibility. Building properties that are well designed and well maintained, operating businesses that serve customers fairly and supporting the people who work in them are part of being a long-term member of a community. For Andy Sehremelis, those responsibilities are an essential part of leadership over a career spanning more than three decades.

Andy Sehremelis on Developing Others

No leader can be present for every decision. Developing capable managers, superintendents and supervisors allows a business to grow beyond the reach of a single person. That development comes from clear expectations, coaching, delegation and recognition of good judgment.

Three decades of experience suggest that the most durable businesses are those where leadership is shared, standards are understood and people are given the opportunity to grow.

Those principles apply equally to a construction company, a restaurant, a gas station, an express car wash or an energy business. The settings differ, but the fundamentals of accountability, knowledge of the work, long-term thinking and respect for people remain the foundation of lasting leadership.