Back in 1995, after completing his Master’s degree in geotechnical engineering, Dino Vito, M.A.Sc., P.Eng., joined EBS Geostructural Inc. in Breslau, Ont., a small town near Kitchener. At the time, EBS specialized in residential waterproofing and had branched out to basement lowering and foundation repair.
“When I had the opportunity to join EBS alongside Murray Gamble and Cam Wood, my partners today, the team had just begun with the design and installation of helical piles,” said Vito.
He started as a field engineer, an experience that had a tremendous impact on the trajectory of his career at EBS – which has included progressive roles such as junior and senior project manager, vice president, president and now chief executive officer. Vito considers the years he spent in the field crucial to shaping the person he is today. “It taught me what could and could not be completed, and how difficult things could be,” he said. “Once you’ve got mud up to your waist, it’s not that easy to figure things out. You have an appreciation for the team in the field.”
Today, Vito is celebrating 30 years in geostructural engineering and construction, all with EBS Geostructural Inc. Here, Piling Canada connects with him to discuss his career development, managerial philosophy and where he thinks the industry is going.
“A partner said, ‘Don’t ask somebody to do something that you’re not willing to do yourself.’”
Dino Vito, M.A.Sc., P.Eng.
Tell us about EBS Geostructural today – what is your focus and how big is the company?
Dino Vito: EBS specializes in the design and installation of helical piles, micropiles, geotechnical/soil grouting and Olivier displacement piles. At any one time, we have six to 12 active projects. We have 65 people at EBS, including five engineers, three engineers-in-training and four certified engineering technologists. Our greatest strength lies in our people.
What are some of the biggest changes you’ve witnessed as you moved through different leadership roles?
DV: The company outgrew the waterproofing foundation business, so we closed that down 15 years ago. At first, we installed only helical piles. Then, our clients started to pull us into larger projects with different applications. We started installing micropiles in 2006, then displacement piles and soil grouting in 2022. Today, those are our four areas of expertise.
Describe your transition from project management to executive leadership, and how did you prepare for it?
DV: It wasn’t easy for me. I had to get out there, so I went to many events, especially those put on by the Canadian Geotechnical Society – Southern Ontario Section. I went to events and talked to people. The main thing is that I listened, learned and absorbed in what I call the “University of Life.” My older brothers, younger sister and my partners here at EBS were my mentors, and they were incredibly supportive.
Can you share a pivotal moment that helped define your leadership at EBS?
DV: One was when a partner said, “Don’t ask somebody to do something that you’re not willing to do yourself.” I learned that in the field, as well. The second was when I observed leaders at other companies and knew I didn’t want to be like them. I knew that wasn’t my style. For me, it’s just about treating people well. It doesn’t matter what role someone plays or where they come from – everyone deserves respect.
How do you approach mentorship and team development?
DV: Open communications and honest discussions, even if they’re uncomfortable. I have an open-door policy and I always do my best to give an answer, once I have all the facts, even if people don’t always like it. Also, here at EBS we work hard – from the field to the office – and we want our team members to enjoy their family life and their downtime. That’s the most important thing – that they go home safe to their families every day.
What strategic decisions have helped EBS stand out in the geostructural and deep foundations space?
DV: One of our most impactful decisions in 1997 was to educate industry on the capabilities and applications of helical piles, and we have not stopped since. As we adopted other techniques, such as micropiles, geotechnical/soil grouting and displacement piles, we included them in our presentations. Today, we offer presentations, seminars and demonstration days, where we demonstrate the installation of micropiles, geotechnical/soil grouting, displacement piles and helical piles.
Another key decision happened in 2020, when we partnered with a business consultant to help us develop a strategic plan and a management system to improve meetings, task completion and efficiency. It was also key to divest parts of the business that did not fit our plan, and stay focused on what we are good at. Finally, a recent pivotal moment was naming a longstanding team member, my partner and friend Jason Bindseil, as president of EBS Geostructural
What trends or challenges do you think will shape the future of ground improvement and foundation engineering?
DV: One of the most significant challenges facing the deep foundation industry and the construction industry as a whole is the continued reliance on the low-bid model. While cost will always be a factor, the lowest price rarely equates to the best value, particularly for geotechnical solutions that carry high technical complexity and long-term performance implications.
The low-bid approach often discourages innovation, limits the opportunity for value engineering and can result in compromised designs or execution that lead to greater lifecycle costs, project delays and claims. We feel there is a growing need to shift toward value-based procurement models that emphasize collaboration, technical merit, long-term performance and total cost of ownership. EBS believes the future of our industry lies in fostering stronger partnerships with owners, consultants and contractors to co-develop smarter, site-specific solutions, especially with increasing soil complexity, urban densification and sustainability demands.
What is something you’ve learned in leadership that you wish you had known earlier in your career?
DV: That it’s all right to make mistakes and ask for help. Put pride and ego aside and get out of your own way. Also, mental health is a big issue. Construction can be a rewarding but tough industry and it can wear on you. You have to take care of yourself and deal with issues as they come up, to stay healthy in mind and body.
What advice would you give to young geotechnical engineers?
DV: Don’t be afraid to get your hands dirty. Watch and listen, because you can learn from anybody. For everyone in the business, I’d say to always be polite and generous with your time, and treat young professionals with care, because we need to nurture people entering the industry.
What do you like to do outside of work, and do you have a vision for retirement?
DV: I enjoy being with my family – that is my number one thing. Spending time with my wife Nina, son Joshua, daughter Sophia and her fiancé Devin, is very important. I am proud of their achievements. I’m also close to my two older brothers, my younger sister and their families. I’m mindful that none of this would have happened without my mother and father. They were the most supportive, giving and loving parents – they were really incredible. As for retirement, I thought becoming CEO might mean slowing down, but I’ve simply gotten busier in new and meaningful ways. The CEO becomes the visionary of the company. That takes new talent, tools and techniques that I’m building now. So, once again, I’m talking to people who have been there and done that. In the end, it all comes down to people and relationships.