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The Beginning, 1950's, 1960's, 1970's, 1980's, 1990's, 2000 and Beyond
With the end of World War II and hundreds of thousands of GI's returning home, automobile sales soared. Traffic increased; so did the need to control
it. Early in 1946, Joseph Lizzadro, Sr., then Board Chairman of Meade Electric Company, and his associate Mr. Edward R. Hansen, formed Traffic Control Corporation. Its mission was to act as a distributor of traffic signal control equipment.
At the time, Meade Electric was heavily involved in the maintenance of traffic signals, working directly with Automatic Signal Company of Norwalk, Connecticut, servicing and installing its traffic signal control
equipment. Automatic Signal manufactured traffic-actuated traffic signal control equipment and vehicle detectors.
Mr. Lizzadro felt that a new sales organization would be an excellent method of serving both Meade Electric's and Automatic Signal's
needs. He hoped the new firm could work with Meade, as well as other Chicago area electrical contractors who installed traffic control systems.
On the recommendation of Automatic Signal, Mr. Lizzadro hired Larry Kane, Traffic Engineer for the City of Gary, Indiana, to organize and manage Traffic Control Corporation. The initial office was located at 134 North LaSalle Street in Chicago.
Mr. Kane was very knowledgeable in the field of traffic, and had a great number of contacts in the State of Indiana. Mr. Lizzadro then appointed his close personal friend, Meyer Birk, to act as President of the new company. Mr. Birk managed a real estate business, also located at the LaSalle Street address.
Traffic Control thus became the exclusive distributor for Automatic Signal in the states of Illinois, Indiana and Wisconsin.
If it was to become a full-line traffic signal distributor, Traffic Control needed to broaden its product line to include fixed time controllers, a complete range of vehicle and pedestrian signal heads, and mast arm poles. Traffic Control negotiated an exclusive distributorship from General Electric Company, who manufactured a quality line of fixed-time equipment, along with vehicle and pedestrian signal heads.
Concurrently, Traffic Control contracted with Union Metal Company of Canton, Ohio, to distribute its steel mast arm
poles. Traffic Control was now ready to become a major player in the traffic signal business.
In the early years, most of Traffic Control's sales were to Meade Electric. Meade Electric maintained all State of Illinois owned traffic signals in Cook and surrounding counties, as well as many village and county owned signals in the Chicago area.
In 1947, Traffic Control further enhanced its product offerings by adding General Electric's line of street lighting luminairs, as well as tooling up for the production of handhole frames and covers, and cast iron traffic signal
bases. The manufacturing was actually performed by Woodruff & Edwards Manufacturing of Elgin, Illinois. Traffic Control's annual sales in these early years was under $100,000.
In the late forties, Traffic Control's goal was to present itself as the local expert on traffic signal controller matters in Chicago, serving all state and local agencies and
contractors. The companies installing the great majority of traffic signals in the immediate Chicago area were L&S Construction, Pinner Electric, White City Electric and Wood Electrical Construction.
Automatic Signal Company was considered a "top-of-the-line" company and produced the most advanced actuated control equipment in the country.
Their major competitors were Eagle Signal Company of Moline, Illinois, and Crouse-Hinds Company of Syracuse, New York.
The first traffic actuated controllers were electro-mechanical machines, utilizing vacuum tube electronic circuits, flash tubes for timing, ratcheting contacts and many mechanical
parts. While these machines were 3state-of-the-art2 for their time, they required frequent maintenance, both mechanically and electronically, if they were to operate effectively.
Vehicle detectors were of the magnetic induction type; installed in a non-metallic raceway under the
roadway. A mass of metal (such as an automobile) passing over the detector would induce an electrical current, sending a signal back to the controller to advise the controller that a vehicle was present.
In 1953, Ed Heinlein joined Meade Electric Company. He was given the responsibility of managing the traffic signal and street lighting maintenance
contracts. Mr. Heinlein had been an engineer with the Illinois Department of Transportation in
Springfield. He was very knowledgeable in the area of traffic signal operation and street lighting.
In 1956 Mr. Heinlein was promoted to Vice President of Meade Electric and also named President of Traffic Control, although Mr. Kane still operated the company on a day-to-day basis.
The golden age of urban sprawl was upon us. Sports coupes and station wagons vied for the open road. The tremendous increase in vehicular traffic created many challenges and problems; one being the inadequacies of the arterial roadway system.
Big cities such as Chicago used fixed-time controllers in the central business areas. The closely spaced intersections were interconnected with cable, and could be coordinated by utilizing proper cycle lengths, timing splits and
offsets. Since the traffic volume was heavy and relatively constant in the cities, fixed-time machines were a reasonable solution.
The use of this type of control application in the outlying areas, however, simply did not work efficiently. Fixed-time controllers do not use
detectors. Much to the frustration of drivers, they would provide a green light to a street whether a car was present or not, and display a red light to the street where vehicles were waiting. Therefore, vehicle actuated controllers were predominantly used in suburban locations.
In 1962, Automatic Signal developed its "PR" System. This was one of the first systems to coordinate a series of actuated traffic controllers along arterial
streets. The first such system was sold by Traffic Control and installed that year on North Avenue, between Austin and Thatcher Avenues through Chicago, Oak Park, River Forest and Elmwood Park.
The system performed very well, automatically adjusting the signals based on the demands of the vehicular traffic flow. As a result of this success, the Illinois Department of Transportation began installing "PR" systems throughout the Chicago suburban area.
Indiana and Wisconsin highway departments soon followed suit and installed Automatic Signal "PR"
system. Traffic Control sales flourished as well. By 1965, sales had grown to $180,000 annually.
Dale Humphrey, who formerly had worked for Automatic Signal and the City of Indianapolis, and was experienced in the traffic signal business, was hired by Mr. Kane as a salesman. Mr. Humphrey was able to immediately increase sales in the States of Indiana and Wisconsin.
In early 1966, Mr. Heinlein decided to move Traffic Control from their offices in downtown Chicago to a location adjacent to Meade Electric on West Harrison
Street. Mr. Heinlein was therefore able to oversee the operation at Traffic Control more
effectively. At that time, most of Traffic Control's sales still were to its sister company, Meade Electric.
By the mid-1960s, Chicago had become the #1 convention center in the country. The economic engine of the Midwest had successfully combined agriculture, industry and banking. The generation of Baby Boomers were getting their first wheels and cruising the countryside. The need for effective traffic control was ever-increasing.
At this time, Econolite Corporation of Inglewood, California, an authorized distributor for Automatic Signal in all of the western United States, purchased the traffic signal division of General Electric Company. As a result of this purchase, Traffic Control would now be obtaining all of its fixed-time controllers and signal display equipment from Econolite.
During this era, a major technological change burst onto the scene. Early generation vacuum tube electronics gave way to solid
state. Traffic signal systems were no exception. The new controllers were more compact with much less auxiliary equipment to occupy the crowded cabinets. Initially however, there were lots of "bugs" in the solid state equipment.
In many areas the acceptance of solid state equipment was slow to evolve. Maintenance personnel familiar with electro-mechanical and electronic equipment were not adequately schooled in the maintenance of solid state equipment. The learning curve was time-consuming, and many of the "old-timers" simply did not want to learn new ways of doing
things. Many unpredictable difficulties arose.
By 1968, Econolite was enjoying substantial growth and was pressuring Automatic Signal to authorize them be the Automatic Signal sales outlet throughout the entire United
States. Automatic Signal would not agree to this arrangement. Early in 1969 the two companies went their separate ways.
Econolite had already developed and was selling solid state digital fixed-time controllers. By mid-1969, Econolite introduced the first digital vehicle actuated machine. At the same time, they moved their sales efforts east of the Mississippi, opening direct sales offices in Michigan and Pennsylvania.
Traffic Control, being the Midwestern Econolite distributor, was in the interesting position of being the representative of two competing
companies. Because of its credibility and strong sales staff, Traffic Control was able to continue selling both actuated equipment from Automatic Signal, and fixed time equipment and signal heads from Econolite.
In 1970, John Bright was moved to Chicago by Econolite to manage its Midwest office. He worked closely with Mr. Kane at Traffic Control, developing interest in Econolite's digital control equipment in the area, particularity with the City of Chicago.
Chicago's traffic engineers wanted to purchase Econolite's actuated controller, and prevailed upon Traffic Control to sell it to
them. Mr. Kane agreed to do so, even though Automatic Signal objected to their selling the competing vehicle-actuated equipment.
In January 1972, Larry Kane died unexpectedly. Mr. Heinlein needed help for Mr. Humphrey at Traffic Control and hired John Bright from the local Econolite
office. Mr. Bright already knew most of Traffic Control's customers and was familiar with the Traffic Control operation.
At about this same time, the U.S. Department of Transportation announced its "TOPICS" program. The TOPICS program provided considerable federal funding to cities and states for upgrading and expanding traffic signal systems so that they could meet the needs brought about by the enormous growth in vehicular traffic.
Metropolitan areas were growing at a rapid rate.Traffic congestion was beginning to create real
problems. New highways were needed, along with widening existing ones. The demand for automated traffic signal equipment was substantial.
This expansion attracted an increasing number of electrical contractors who entered the signal and lighting business. It also encouraged new companies to try their hand at the traffic signal controller manufacturing business. Large firms such as Honeywell, IBM, and Singer began developing traffic signal controllers and associated equipment.
Joseph F. Lizzadro, Jr., and Edward E. Hansen (successors to Joseph Lizzadro, Sr., and Edward R. Hansen), now at the helm of overall operations, determined that it was in the best interest of Traffic Control that it be separated from the influences of Meade Electric. From 1973 on they directed Traffic Control to expand its customer base and become independent of Meade Electric. Most of Meade Electric' business with Traffic Control was derived from equipment required for the State of Illinois Traffic Signal Maintenance Contract. The percentage of total business that Traffic Control contracted with Meade Electric decreased from about 70% in 1970 to 20% by 1980.
Traffic Control began expanding their sales efforts from the immediate Chicago area to downstate
Illinois. Other sate districts were interested in both Automatic Signal and Econolite
controllers. The first digital actuated controller manufactured by Econolite was sold to IDOT District 6 in Springfield that year. Soon IDOT District 8 in East St. Louis followed, and Traffic Control became known to other areas of Illinois. Increased demand continued through 1974; annual sales grew to nearly $700,000.
Since its inception, Traffic Control did not carry an inventory of controllers or signal
heads. Orders were drop-shipped from the manufacturer to the individual customers. Traffic Control and its customers were totally reliant on the suppliers to meet delivery
requirements. As the TOPICS program came into full swing, significantly increasing demand, deliveries on control equipment became unacceptably extended. Illinois Department of Transportation personnel became concerned as equipment delays began impacting completion of large roadway improvement projects.
In 1975, because of continuing delays in shipments, IDOT was considering advertising for bids on large quantities of controllers and signal heads, stocking them at the various districts throughout the state, and then providing the equipment directly to the
contractors. Traffic Control's market position was in jeopardy. Large purchases of controllers might induce some manufacturers to bid at very low prices, bypass distributors and deal directly with end-users. It was also an imperfect solution for IDOT, as many intersections required individualized sequencing and alternative auxiliary equipment.
Mr. Heinlein strategized to stock traffic signal heads and framework, and controllers complete in cabinets, thereby smoothing and improving deliveries. IDOT's concerns were appeased. Yet to insure this strategy worked effectively, Traffic Control needed more space.
In January of 1976, Traffic Control moved from Harrison Street in Chicago to a 10,000 square foot office/warehouse facility just off the Eisenhower Expressway in the Village of Broadview. Stocking volumes of controllers, cabinets, signal heads and hardware required additional personnel with technical capabilities to check the controllers before they were delivered to the customer.
The success of Traffic Control was predicated upon knowledge, experience and attentiveness. It was becoming increasingly difficult for the four people at Traffic Control to handle this volume of business. At the same time considerable growth was also being realized by Meade Electric and it was not practical for Mr. Heinlein to continue as President of Traffic Control.
In November of 1976, John Bright was appointed as
President. Mr. Bright immediately hired Bill Russell, then salesman for Econolite in Minnesota. Mr. Russell was put in charge of sales. They implemented plans to grow beyond the geographical areas of Illinois, Indiana and Wisconsin.
Econolite decided not to replace Mr. Russell with another direct
employee. Because Mr. Russell had handled the states of Minnesota, North and South Dakota for Econolite, Traffic Control was permitted to add this territory to their distributorship agreement.
One of the objectives of Traffic Control's management was to develop technical expertise within their organization so they did not have to rely heavily on the manufacturers. By doing this, Traffic Control was able to serve its customers better. This action also placed Traffic Control in a position to work more effectively with consulting engineers who often specified the control system brands. This important milestone signaled the opportunity to increase sales in new markets.
Mike Williams was hired in 1977 and put in charge of all the technical aspects of the
business. Mr. Williams had considerable experience in the electronics field, and was able to pick up all the complexities of the traffic signal business very quickly.
Additional technical and warehouse personnel were added in 1978, as sales increased dramatically to over $2.5 million dollars. This was an important milestone, signaling the opportunity to increase sales in new markets.
Ed McChrystal joined Traffic Control in 1978, and was responsible for inventory control and warehousing. Additional technical personnel were added as sales grew.
Business in IDOT District 6, East St. Louis area had increased substantially over the years. It became more difficult to service customers in Southern Illinois from Chicago. In order to better serve present and future business an office was opened in the western suburbs of St. Louis. Gary Jones was hired in January 1979.With this strategic move Traffic Control was able to add the States of Missouri and Kansas to their area of coverage.
Traffic Control also realized that it could not continue to expand business in the State of Indiana by making infrequent customer calls from their offices in Broadview. In February of 1980, they launched an initiative to capture the Indiana market. A sales office was opened in Indianapolis staffed with a sales engineer, Steve
Holder. Sales to Indiana demanded a lot of perseverance. Test controllers had to be installed in IN-DOT intersections and operate for an entire year with virtually no malfunction before a manufacturer could be put on the acceptable bidders' list.
The IN-DOT specifications for controllers were very stringent, requiring special environmental chamber
testing. Econolite equipment passed all of the tests along with only two other manufacturers, Crouse-Hinds and Eagle
Signal. As a result, Traffic Control gradually improved its business presence in Indiana, even though it was a very slow process.
In 1981, Automatic Signal, then a division of LFE Corporation, decided to terminate its distributor relationship with Traffic Control, a relationship that dated back to 1946.Automatic Signal had lost tremendous ground in the actuated controller signal business, due largely to its lack of research and development on system-type controllers.
The principals of Traffic Control, while much disturbed by this separation, were able to continue business virtually unaffected due to their ongoing relationship with Econolite
Corporation. Although Automatic Signal had enjoyed a significant amount of business in the Midwest, they chose not to select another distributor for their products in the area.
Traffic Control's business in the State of Minnesota was growing at a very rapid rate. It soon became evident that a staffed sales office in the Minneapolis area was needed if Traffic Control was to remain viable and grow the business there. In March of 1983, Traffic Control opened an office in Minneapolis to serve the States of Minnesota, North and South Dakota, as well as the State of Wisconsin. Scott Meyerhoff, formerly in the traffic signal department in St. Louis County, Missouri, was hired to manage the new office.
It now was becoming obvious that Traffic Control was on a path of growth that would make them one of the largest distributors of traffic signal control equipment in the United
States. By the end of 1980, sales had increased to $3.6 million. They represented Econolite Control Products in the states of Illinois, Indiana, Michigan, Wisconsin, Minnesota, North Dakota, South Dakota, Iowa, Missouri and Kansas.
Econolite had developed a new type traffic actuated system which they called a "closed loop" system. The first installation of a closed loop traffic signal system in Traffic Control's territory was made in the Chicago area in 1983.It proved to be an immediate success.
The Illinois Department of Highways' officials were very impressed with the operational aspects of the closed loop system. In fact, they developed future installation specifications written around Econolite equipment for use throughout District 1.No other manufacturer had this type of system available.
Traffic Control was the single source in the closed loop system market for the next few years. Nearly eighty separate Econolite systems were installed before the next competitor fielded a similar system design.
Sales grew substantially and by 1987 had reached nearly $7 million. The arrival of the closed loop system represented the beginning of the utilization of computers for traffic signal applications. The computer industry had now designed equipment which would withstand the rugged environment of outdoor applications. Technological advancements made it possible for engineers to develop software packages which allowed controllers to do things that were only dreamt of before this time.
New digital microprocessor equipment became more sophisticated as well as reliable. The traffic signal business was well on its way to becoming a "high-tech" industry. Individual intersections as well as multiple interconnected intersection systems could be monitored at a central location over telephone lines. An engineer could watch a video display of an intersection in operation, see the signal lights change from red to green, and observe the vehicle detector actuations.
Timing and overall system operation changes could be made from a central command post away from the intersections. Malfunctions in control equipment would be automatically reported to traffic communications centers or a maintenance contractor's headquarters for swift repair dispatch. In many cases the problem could be corrected from the remote
location. This obviously improved system operations significantly.
Maintenance personnel now were required to be computer literate. Many were required to learn new techniques concerning the software elements of the signal controllers. Electro-mechanical and electronic controllers now were pretty much the thing of the past.
In early 1986, Traffic Control moved its Indiana office from Indianapolis to South Bend. This repositioning was done to better service the large volume of business available in the Northwestern area of Indiana where traffic congestion was heavier. Greg Walk was hired as sales engineer to manage that office.
Traffic Control was fortunate to obtain an exclusive distributorship agreement with 3M Company of St. Paul, Minnesota in the mid-1980s.They would represent 3M in the states of Illinois and Indiana, for the sale of their 3Opticom2 brand traffic signal preemption equipment. The Opticom equipment added an important safety factor for passage of fire and emergency vehicles through busy
intersections. Many municipalities, especially in the Chicago metropolitan area, desired this type of equipment and sales rapidly expanded.
Also, Traffic Control sold the 3M optically programmed vehicle signal
head. These directional display units were widely used throughout the entire State of Illinois, as well as in
Indiana. By 1988, Traffic Control was one of the largest distributors of these two 3M products in the United States.
Traffic Control continued to grow as a firmly established leader in the sale of signal equipment in the Midwest region. By 1990 Traffic Control had accomplished one of management's original goals, with the percentage of sales to Meade Electric being less than 3% of total business, a radical change from the early days when Meade Electric constituted nearly 80% of their sales.
In 1991, Traffic Control reached a special agreement with Econolite and a Minnesota equipment manufacturer, Image Sensing Systems, Inc. ISS developed an artificial-vision vehicle detection product called "AutoScope." Econolite had obtained rights to market it exclusively in the United States.
The AutoScope concept is to monitor vehicles by the use of a video camera. Digital data is then transmitted to a traffic signal controller in order to advise the controller that a vehicle is in the detection area. Already handling the State of Michigan for Econolite, Traffic Control was able to assume the contract negotiations for a very large project with the Oakland County Road Commission near Detroit. In addition, they were able to market AutoScope throughout their entire distribution area.
At the end of 1991, Mr. Bright retired from Traffic Control. Gary Jones, former manager of the St. Louis office, was appointed President in January of 1992. Because of the increased volume of business, Traffic Control again expanded their technical and sales staff.
Tim van Cleve was hired specifically to handle the sale of AutoScope equipment, as well as help support it
technically. In addition, Econolite requested that Traffic Control cover two additional States, Ohio and
Kentucky. Therefore, Traffic Control opened an office in the Cincinnati, Ohio area in 1993, staffing it with a sales engineer, Steve Sauter.
By 1993 Traffic Control had outgrown their facility in Broadview and located a larger facility in Lombard, Illinois. Positioned close to the I-355 North/South Tollway, this new facility was centrally located and nearly double the size of the Broadview location.
Traffic Control moved in October 1994. The new facility enabled them to operate on a much more efficient basis with room for expansion. Sales for 1994 reached another record high, approaching $11 million.
Early in 1994, Mr. Jones began searching for a sales manager to more adequately organize the expanding sales staff and shepherd the five sales offices. By 1995 he was fortunate to obtain the services of Fred Klaben, formerly with Econolite, appointing him General Sales Manager. Mr. Klaben brought a tremendous breath of traffic signal background to Traffic Control.
In November of 1995, Mr. Jones left the management of Traffic Control to pursue development of a traffic signal preemption product in a start-up company. Mr. Klaben took over operational control of Traffic Control Corporation and was promoted to President.
Mr. Klaben was instrumental in reorganizing Traffic Control's resources and personnel to more efficiently procure and deliver material to the customer and refocus on customers' needs. Industry technology had advanced rapidly and in major ways since the inception of micro-processor based traffic signal controllers with the National Electrical Manufacturers Association (NEMA) TS1
standards. The TS1 standards were first in 1976. The old standard was being obsoleted by a new generation of electronics.
Much of the new equipment, right down to a common inductive loop vehicle detector, was now micro-processor based and software
driven. The performance and capabilities of the current devices were addressed in the new NEMA TS2 standards adopted in 1992. Closed loop systems had become commonplace. Over 300 systems were in the Chicago five-county area, with as many as 24 local intersections in one system. Many of intersection controllers were interconnected by fiber-optic cable.
Econolite had evolved as an industry leader in traffic products and solutions.
In 1996, the Econolite Aries Windows based software for closed loop system was
introduced. This new generation of software helped Econolite and Traffic Control maintain their lead in the traffic signal systems market. Aries, along with the ASC/2 controller, was instrumental in replacing large numbers of legacy intersections, as well adding new systems in the surrounding municipalities and counties. The number of closed loop systems increased in Illinois, Indiana, and Minnesota. These additions provided a sound base to continue growth. The number of employees at TCC had increased from just five in 1977, to twenty-two including additions in the Minneapolis, St. Louis, and South Bend offices.
Business was strongest in the areas where TCC had the superior customer support. The video detection market was increasing and becoming more competitive. Autoscope was already in it's third generation with the A2004. The Intelligent Transportation Systems (ITS) and Advanced Traffic Management Systems (ATMS) programs were getting increased support from the federal government.
ATMS and ITS projects were being funded to stimulate new ideas and technologies in all areas of traffic. Traffic signals, highway advisory radio, weather reporting, variable message signs, closed circuit TV, and freeway incident management were all becoming high priority as the US and world's highway infrastructures were becoming overloaded.
Econolite addressed this problem with its
icons (Integrated Control of Traffic Network), traffic management surveillance and control system.
icons had the capability of handling 10 to 5,000 intersections from a single desktop computer. Thirty years earlier, a similar process with only a fraction of the features would utilize a main frame computer costing over a million dollars. In 1998, Traffic Control sold one of the first icons systems in the U.S. to the City of Indianapolis.
In 1999, Traffic Control purchased the assets of Rennix Corporation in Afton, Minnesota. Rennix was a distributor of 3M ITS
products. This purchase enabled Traffic Control to sell 3M products in the states of North Dakota, South Dakota, Minnesota, Wisconsin, and Illinois. Traffic Control consolidated its office in Edina, Minnesota, into the Afton office; at the same time hiring two of Rennix's employees, Elizabeth Harding and Eydie Peterson.
John S. Lizzadro, Jr. joined Traffic Control in August of 1999, as a vice president with the initial responsibility of integrating Rennix and the 3M products into
TCC. With the growth added through the acquisition and new product sales, Traffic Control was quickly outgrowing its Lombard facility.
Traffic Control moved into a new 23,000 sq. foot building in Addison, Illinois in August of 1999. The facility provided space to
expand. Several improvements to this new facility include a larger training classroom, larger warehouse, and large cabinet production area with six assembly and testing stations.
2000 and Beyond
Traffic Control hired two additional sales support personal in the St. Louis office in 2001; Gary Whitlock and George Buder. The St. Louis office continued to grow under the leadership of Ken Kohl. Mr. Kohl sold Traffic Control's second icons system to Springfield, Illinois in October, 2000. When the first shipment of equipment arrived, he had the proper talent in his office to run the complex project. The Springfield system required the installation and software integration of sixty-eight intersection controllers.
Allen Eisinger was hired in the spring of 2001 to manage the Afton, Minnesota office. Mr. Eisinger came to Traffic Control with over twenty-two years of experience at 3M
Company. The Afton office territory includes the states of North and South Dakota, Minnesota, and Wisconsin. Traffic Control achieved record sales in 2001 at just over $21,000,000.
TCC became the distributor for GelCore LED (Light Emitting Diodes) signals. General Electric is a partner in the GelCore
operation. LEDs save considerable electrical energy. Many communities are replacing all conventional traffic signal incandescent lamps with the LEDs, expecting a 90% savings on electrical power consumption. Illinois and Missouri are the exclusive territory of Traffic Control.
In 2002, TCC added additional sales personal. Suzy Carlson joined the Minnesota office, covering the state of Wisconsin. Jason Walk was hired for sales representation in the state of
Michigan. David Santana also joined TCC, providing additional technical support in the state of
Indiana. Greg Walk has continued to gain more and more business in Indiana. Traffic Control was able to add the states of Wisconsin, Iowa, North and South Dakota to their exclusive distributorship with GelCore.
Currently, Traffic Control has a territory that includes nine states and maintains four sales offices. Its main office and warehouse is located in Addison,
Illinois. Regional sales offices are located in South Bend, Indiana, managed by Greg Walk whose territory includes Indiana and Michigan. The St. Louis, Missouri, is managed by Ken Kohl whose territory includes Southern Illinois, Missouri, and
Iowa. The Afton, Minnesota, office is managed by Allen Eisinger, whose territory includes South Dakota, North Dakota, Minnesota, and Wisconsin.
We are appreciative of the many individuals in state and local agencies, consulting service providers, and contractor representatives who, believing strongly in quality, service, and value, have made Traffic Control Corporation a leading regional distributor of traffic signal products.
Traffic Control Corporation is dedicated to serving you, individually, our most important client!