JAN 2026 VOL 13 BUSINESS VIEW CARIBBEAN ALSO IN THIS ISSUE SHIPCO TRANSPORT • CONTROL TECHNOLOGIES LTD DOMUS WINDOWS ENGINEERING PEACE OF MIND FOR THE CARIBBEAN
WWW.BUSINESSVIEWMAGAZINE.COM Email for all inquiries: info@businessviewmagazine.com 2422 Palm Ridge Road, Suite 820 Sanibel FL, 33957 239.220.5554 CONTACT US TITLE SPONSORS GREAT NEWS! Business View Publishing was named to the 2020 Inc. 5000 list of America’s Fastest-Growing Private Companies! Read the press release Editor in Chief Karen Surca Research Directors Varakunan Somas Contributing Writers Dan Macharia Vice President of Production Jared Ali Director of Marketing Nora Saliken Director of Administration Michelle Siewah Digital Strategist Jon Bartlow Art Director Renée Yearwood Managing Director Alexander Wynne-Jones COO Matthew Mitchell Executive Publisher / CEO Marcus VandenBrink 1 BUSINESS VIEW CARIBBEAN VOLUME 13, ISSUE 01
EDITOR’S NOTES Businesses across the Caribbean islands have much to look forward to in this new fiscal year. Embracing what 2026 will bring and implementing projects, thriving business agendas and forward thinking initiatives, organizations across the Caribbean islands capture the positive economic trend throughout the region. Business View Caribbean continues to keep pace with some of these island business success stories as we bring you detailed features on some of the region’s business sector leaders. We had the opportunity to sit down with Domas Windows and Doors to highlight some of its best business practices and projected dynamic growth. With a local focus and a progressive focus ahead, this company is setting its sights on a very productive new year ahead. Business View Caribbean also sat down with Ports of Call Resort to get a glimpse into one of the region’s leading hospitality giants. Offering a laid back and local vacation flavor, this hospitality success story is continuing to invest in its property to offer the best tourist experience in 2026. We also had the chance to profile Shipco Transport and Control Technologies Ltd. Both companies are seeing continued business growth and are investing in projects to help continue this success well into the new year. As with every issue, my hope as editor-in-chief is that our valued readers continue to learn something new about the business picture across the stunning Islands with each issue we produce for you. Happy New Year from Business View Publishing! Karen Surca Editor in Chief Dear Readers, 2 BUSINESS VIEW CARIBBEAN VOLUME 13, ISSUE 01
VOLUME 13, ISSUE 01 COVER DOMUS WINDOWS 2 EDITOR’S NOTES 7 OPENING LINES BEST PRACTICES IN ENERGY AND OIL AND GAS BEST PRACTICES IN CONSTRUCTION CONTROL TECHNOLOGIES LTD. 17 17 CONTROL TECHNOLOGIES LTD. Leading with Expertise Across the Caribbean 29 DOMUS WINDOWS Engineering Peace of Mind for the Caribbean 3 BUSINESS VIEW CARIBBEAN VOLUME 13, ISSUE 01
57 SHIPCO TRANSPORT LTD. Expanding Reach with Regional Precision BEST PRACTICES IN HOSPITALITY AND TOURISM BEST PRACTICES IN SUPPLY CHAIN AND LOGISTICS The articles in this publication are for information purposes only. Business View Publishing assumes no liability or responsibility for any inaccurate, delayed, or incomplete information, nor for any actions taken in reliance thereon. The information contained about each individual or organization has been provided by such individual or organization without verification by us. The opinion expressed in each article is that of its author and does not necessarily reflect the opinion of Business View Publishing. PORTS OF CALL RESORT 45 45 PORTS OF CALL RESORT A Premium Resort Experience 4 BUSINESS VIEW CARIBBEAN VOLUME 13, ISSUE 01
Business View Caribbean provides media coverage for organizations operating within select industries. Our publication satisfies the need for industry-specific information and intel on key businesses across the Caribbean! Get BVC delivered straight to your inbox. Get updates on the latest business news. 100% FREE to subscribe! We respect your privacy, now & always. Click below to sign up for a FREE SUBSCRIPTION to Business View Caribbean and get each new issue sent directly to your inbox! SUBSCRIBE STAY INFORMED WITH CORE BUSINESSES FROM THE CARIBBEAN
UAE – TRINIDAD AND TOBAGO TO STRENGTHEN DIPLOMATIC RELATIONS AND FDI Source: www.caribbeannewsglobal.com, Editor, First Published January 26, 2026 PORT OF SPAIN, Trinidad – On January 24, 2026, Salam Q.Ali Hassan, vice president of Dalil Technologies, paid a courtesy visit to senator Dominic Smith, Minister of Public Administration and Artificial Intelligence (MPAAI), at the ministry’s head office located at Tower C, International Waterfront Centre in Port of Spain. The meeting facilitated high-level dialogue on opportunities for foreign direct investment and the strengthening of diplomatic relations between Trinidad and Tobago and the United Arab Emirates. The engagement at MPAAI formed part of an official visit to the Republic of Trinidad and Tobago by a UAE delegation, led by Her Excellency Noura Al Kaabi, minister of state at the ministry of foreign affairs, from 23 –25 January 2026. During the visit, the delegation participated in a series of ministerial meetings. Opening Lines 7 BUSINESS VIEW CARIBBEAN VOLUME 13, ISSUE 01
The delegation was also treated to several countrywide visits, including Invaders Bay, the Point Lisas Industrial Port Development Corporation (PLIPDECO), the Couva Children’s Hospital and Fort King George. This visit underscored the strong and evolving bilateral relationship between Trinidad and Tobago and the UAE. In November 2025, minister Smith, together with the permanent secretary of MPAAI, Cory Belfon visited the UAE, where a Memorandum of Understanding (MoU) was signed. The MoU is intended to support the advancement of Trinidad and Tobago’s Official Policy Framework for Digital Transformation, which is anchored on three key pillars: Digital Services, Smart and Efficient Government and Digital Nation. Minister Smith stated: “This engagement reflects Trinidad and Tobago’s growing interest in forging strategic international partnerships that support innovation, investment and public-sector modernisation. Our discussions with representatives of the United Arab Emirates highlighted meaningful opportunities for collaboration in technology and digital governance and reaffirmed the value of strong diplomatic relationships in advancing shared development goals.” The conclusion of the UAE’s official visit reaffirms the ministry of public administration and artificial intelligence’s commitment to delivering a world-class, technology-enabled public service and establishes a clear trajectory for Trinidad and Tobago to emerge as the premier digital hub of the Caribbean. In addition to senator Dominic Smith, minister of public administration and artificial intelligence, meetings were facilitated by Jearlean John, minister of works and infrastructure; Saddam Hosein, minister of land and legal affairs and minister in the ministry of agriculture and fisheries; Barry Padarath, minister of public utilities and minister in the office of the prime minister; and Sean Sobers, minister of foreign and CARICOM affairs. 8 BUSINESS VIEW CARIBBEAN VOLUME 13, ISSUE 01
Source: www.caribbeannewsglobal.com, Editor, First Published January 26, 2026 GEORGETON, Guyana, (DPI) – Monday, January 26, the government will present its first budget in the National Assembly since its reelection to office on September 1, 2025.The budget will be presented by the senior minister within the office of the president with responsibility for finance, Dr Ashni Singh, at the Arthur Chung Conference Centre (ACCC). President Dr Mohamed Irfaan Ali has outlined his government’s vision of a modern Guyana, budget 2026 will be the ‘engine’ that lays the groundwork for the continuation of the country’s development surge. Minister Singh emphasised that the fiscal plan is grounded in the People’s Progressive Party/Civic (PPP/C) 2025 manifesto that was presented to the BUDGET 2026 SETS STAGE FOR NEXT PHASE OF GUYANA’S DEVELOPMENT DRIVE people of Guyana. He reiterated that the manifesto serves as the guiding framework for the policies, priorities, and investments outlined in the budget. Central to this agenda is a country ripe with opportunities. “And by upliftment, I refer to opportunities in literally every sphere of life, whether it’s opportunities to educate yourself and or to get a skill or training or certification, opportunities for employment through the massive job creation that we are seeing and that we will continue to see, opportunities for entrepreneurship and, in particular, the establishment and growth of small businesses in Guyana,” he stated. One of the highly anticipated initiatives is the US$200 million Guyana Development Bank, which will increase access to financing and support for Small and Medium Enterprises (SMEs). The government 9 BUSINESS VIEW CARIBBEAN VOLUME 13, ISSUE 01 OPENING LINES
aims to make this operational by the end of the first quarter of 2026. Budget 2026 will make funds available to commence the first set of 40,000 new homes as promised in the government’s manifesto. It builds upon the more than 50,000 houselots distributed by the government in its 2020-2025 term. Increased spending on health, education, infrastructure, potable treated water, digitalisation, Amerindian development and targeted support for the vulnerable are among the main priorities that will be outlined in the national fiscal plan. Importantly, an increase in the Because We Care grant, old age pension, public assistance, among other social support initiatives, is expected to be announced in the upcoming budget. Additionally, a menu of attractive fiscal measures aimed at driving the expansion of key industries, including agro-processing, tourism, and industrialisation, is expected to be revealed during the presentation on Monday. The incentives are expected to attract both local and international investors, creating new opportunities for employment, investment, and business development for thousands of small businesses. Approximately one week after its presentation, lawmakers will engage in critical deliberations that will define the nation’s fiscal priorities and economic trajectory for 2026. Subsequently, the august house will dissolve into the committee of supply that will examine each line item for the various ministries and government agencies. 10 BUSINESS VIEW CARIBBEAN VOLUME 13, ISSUE 01
Source: www.caribbeannewsglobal.com, Editor, First Published January 26, 2026 SAN JOSE, Costa Rica – Panama, with the support of the Inter-American Institute for Cooperation on Agriculture (IICA), is debating the incorporation of ethanol into the gasoline used by vehicles as part of a strategy to decarbonise land transportation, develop its agro-industrial sector and generate employment in rural areas. IICA is providing technical support in the discussion of the initiative, based on the premise that ethanol and other liquid biofuels—fuels produced from biological sources—represent a major opportunity for Panama and for the rest of the countries of the Americas, given the wide availability of biomass both in the isthmus and in the region. The Panamanian government, through the National Energy Secretariat (SNE), the Ministry of Agricultural Development (MIDA) and the Ministry of Commerce and Industries (MICI), together with actors linked to the agro-industry (AZUCALPA) and fuel companies, submitted to the legislative branch a bill to amend the law that proposes, in a first stage, a mandatory blend of fossil fuel with 10% ethanol. This fuel is produced from sugarcane and other plant-based raw materials. The initiative is already under debate in the National Assembly of Panama. “Ethanol is a bio-based fuel used globally. More than 60 countries have already incorporated it into their energy matrix, generally with 10% blends, as proposed in Panama. Today we are fully confident that it works perfectly in all engines, improving combustion in automobiles”, said IICA International Biofuels Specialist Agustín Torroba. The IICA official carried out a working visit to Panama during which he participated in a debate forum held at the Assembly and organised by the Commission PANAMA – IICA DISCUSSES ADDING ETHANOL TO ITS FUEL MIX on Commerce and Economic Affairs. He also met with representatives of the productive and industrial sectors. “In Panama, ethanol will have very positive effects on the agro-industry, especially along the sugarcane value chain. Based on the growth projections provided by the government, we estimate that 30,000 jobs could be created, both direct and indirect”, Torroba added. A TOOL FOR THE ENERGY TRANSITION With global production growing by 50 percent over the last decade, liquid biofuels continue to consolidate as a key tool for the energy transition. According to the 2024–2025 edition of the Atlas of 11 BUSINESS VIEW CARIBBEAN VOLUME 13, ISSUE 01 OPENING LINES
Liquid Biofuels, a comprehensive report produced by IICA with key data from the sector, two countries of the Americas—the United States and Brazil—are the world’s leading producers, accounting for 42 percent and 20 percent of the total, respectively. In addition, the American continent produces 87 percent of global ethanol and has 11 countries that consume it blended with gasoline. Among the different types of liquid biofuels, ethanol has the highest global production (65% of the total), with growing use of corn as a raw material, in addition to sugarcane. IICA also took part in a discussion organized by the Panamanian Industrialists’ Union (SIP) and the Panamanian Sugarcane Industrial Association (AZUCALPA), in which various stakeholders agreed on the need to establish an adequate regulatory framework so that the country can take advantage of the opportunities offered by the production and consumption of ethanol in terms of job creation, economic strengthening and the promotion of development. From AZUCALPA, Rodrigo Cardenal and Cristina Thayer highlighted the importance of the project, underscoring the relevance of IICA’s technical support both for the National Energy Secretariat and for independent producers, not only in the initial stage but over the long term. The Secretary of Energy, Rodrigo Rodríguez, described the economic benefits and the investments that would need to be made to ensure the availability of ethanol and noted that the money currently spent on gasoline imports would remain within the Panamanian economy. From the productive sector, the spokesperson for independent sugarcane producers, Patrocinio Saldaña, said that if the project moves forward, producers could increase their cultivated areas by between 100 percent and 400 percent, incorporating new actors. “Biofuels are consolidating as a key tool, and Panama has significant comparative advantages to develop them. The IICA Delegation in the country is working together with Panama’s public and private sectors to provide technical support for this development and to maximise opportunities so that they translate into more jobs and prosperity”, said Miguel Arvelo, IICA Representative in Panama. IICA leads and serves as the Technical Secretariat of the Pan-American Coalition on Liquid Biofuels (CPBIO), created in 2023 and made up of the main business and industrial associations of the Americas dedicated to the production and processing of sugar, alcohol, corn, sorghum, soybeans, vegetable oil and grains, among other agricultural products. 12 BUSINESS VIEW CARIBBEAN VOLUME 13, ISSUE 01
Source: www.caribbeannewsglobal.com, Editor, First Published January 26, 2026 PORT OF SPAIN, Trinidad – On 22 January, 2026, the government of the Republic of Trinidad and Tobago successfully completed the issuance of a USD 1.0 Billion Sovereign Bond in the United States (US) market. The bonds were oversubscribed by approximately 2.5 times, underscoring strong and diversified investor demand for investment into this country. Minister of finance, Davendranath Tancoo said: “The successful issuance represents a clear validation of the sovereign’s credit fundamentals and new disciplined policy framework”. He further added, “achieving pricing tighter than benchmarks, while also attracting an order book 2.5 times the final issue size in the US market, reflects sustained investor confidence in the credit and improved risk perception of the new government of the Republic of Trinidad & Tobago”. On January 16, 2026, the Ministry of Finance (MOF) announced a three day roadshow comprising inperson and virtual meetings with key international investors. The delegation from Trinidad and Tobago met with 50+ fixed-income investors via one-onone and group sessions to provide an update on the sovereign credit and the rationale for the transaction. At the open of business in New York on January 22, 2026, with a favorable market backdrop, supported by strong indications of interest from the roadshow led by finance minister and the governor of the Central Bank of Trinidad & Tobago (CBTT), Larry Howai- the Joint Bookrunners recommended that Trinidad and Tobago announce the benchmark transaction, as a result, the orderbook climbed quickly throughout the morning with large orders from real money accounts. TRINIDAD AND TOBAGO USD 1 BILLION SOVEREIGN BOND SUCCESSFULLY ISSUED IN THE US MARKET Leveraging over 140 orders from top accounts, Trinidad and Tobago took the book subject at 12:00 pm and shortly thereafter announced guidance. On the back of a solid orderbook that remained stable after the guidance announcement, this country launched the US$1.0 billion bond with a 20-bps (basis points) compression from Initial Price Talks (IPTs). The new US$1.0 billion ten-year senior unsecured bond successfully closed at a 6.500 percent coupon and 98.552 percent price.The notes will be listed on the Luxembourg Stock Exchange and will be governed by the laws of New York. Key transaction highlights: US$1 Billion notes due 2036 • Achieved the largest bond transaction in the past 13 BUSINESS VIEW CARIBBEAN VOLUME 13, ISSUE 01 OPENING LINES
ten years for the Republic of Trinidad & Tobago • Achieved largest orderbook in the last five (5) years of US$2.4bn (despite 2 Negative Rating Outlooks) • Increased participation in number of total investors (144 unique investors in 2026 vs 93 unique investors in 2024) • Repositioned T&T’s credit with a large, diverse and high-quality investor base • Compressed pricing by 20 bps from IPTs to Launch Level 18, Finance Building, Eric Williams Financial Complex, Independence Square, Port of Spain, Trinidad and Tobago, WI. • Materially extended external debt maturity profile average life of the Republic (from 4.1y average life to 6.3y average life • Fully addressed the August 2026 external bond maturity of US$1Billion. The transaction was priced at levels approximately 54.6 basis points tighter than the sovereign’s original issuance of this US$1Billion transaction, issued in 2016. The transaction also achieved compression in spreads for IPT and priced inside benchmarks and prevailing emerging-market levels.This transaction meaningfully enhances Trinidad and Tobago’s sovereign’s funding profile, and further supports continued engagement with global investors on increasingly favorable terms. 14 BUSINESS VIEW CARIBBEAN VOLUME 13, ISSUE 01
CONTROL TECHNOLOGIES LTD. LEADING WITH EXPERTISE ACROSS THE CARIBBEAN best practices IN ENERGY AND OIL AND GAS 15 BUSINESS VIEW CARIBBEAN VOLUME 13, ISSUE 01
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CONTROL TECHNOLOGIES LTD. LEADING WITH EX ACROSS THE CARI AT A GLANCE CONTROL TECHNOLOGIES LTD. WHAT: A n innovative, fast-growing engineering technology company gaining an enviable industry reputation WHERE: G uyana, Caribbean WEBSITE: www.ctltech.com OFFERING THE SKILLS AND KNOWLEDGE T DONE THE FIRST TIME 17 BUSINESS VIEW CARIBBEAN VOLUME 13, ISSUE 01
XPERTISE IBBEAN For more than 27 years, Control Technologies Limited has played a pivotal role in shaping the Caribbean’s industrial and technological landscape. Founded in Trinidad and Tobago as a traditional automation and instrumentation firm, the company has evolved into a trusted regional technology solutions provider, delivering TO GET THE JOB 18 BUSINESS VIEW CARIBBEAN VOLUME 13, ISSUE 01
end-to-end engineering services across multiple sectors and territories. Today, Control Technologies Limited (CTL) operates across Trinidad and Tobago, Guyana, Barbados, and Jamaica, serving seven core industries including oil and gas, petrochemical, water and wastewater, food and beverage, mining, electrical utilities, and renewable energy. At the heart of its success is a simple but powerful philosophy: expertise matters. A REGIONAL PARTNER BUILT ON EXPERIENCE CTL defines itself as a 360-degree engineering partner, capable of managing the full project lifecycle—from design and engineering through construction, commissioning, training, and long-term maintenance. This comprehensive capability allows the company to take on complex, high-risk projects that many competitors avoid, while consistently delivering within scope, schedule, and budget. “Our growth has been driven by one consistent belief: we lead with expertise,” says Kriss Hosein, Sales, Application and Marketing Engineer. “We are bold enough to take on the projects others shy away from, and we have built a reputation for delivering reliable, fit-for-purpose solutions tailored to the Caribbean environment.” RESILIENT SUPPLY CHAINS THROUGH STRONG PARTNERSHIPS While global supply chains were heavily disrupted during the COVID-19 pandemic, CTL emerged stronger. Long-standing partnerships with global OEMs and distributors ensured continued access to high-performance, certified products throughout the crisis. Beyond procurement, collaboration has been a key differentiator. Many of CTL’s partners work closely with its engineers to customize systems specifically for Caribbean industrial and environmental conditions. This approach allowed the company to maintain service continuity even during national lockdowns, when CTL was designated an essential service provider across energy, food and beverage, and non-energy industrial sectors. 19 BUSINESS VIEW CARIBBEAN VOLUME 13, ISSUE 01 CONTROL TECHNOLOGIES LTD.
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21 BUSINESS VIEW CARIBBEAN VOLUME 13, ISSUE 01 CONTROL TECHNOLOGIES LTD.
STANDING APART THROUGH PEOPLE AND SUCCESSION PLANNING What truly sets Control Technologies Limited apart is its people. The company places strong emphasis on human capital, succession planning, and internal growth. Many of today’s managers and senior leaders began their careers at CTL as junior engineers or technicians, advancing through mentorship, training, and hands-on experience. The company hires both experienced professionals and newly graduated engineers, investing heavily in training, international certifications, and supplier-led development programs. This long-term approach has resulted in exceptional employee retention, with some team members serving the organization for more than two decades. A CONSULTATIVE CLIENT RELATIONSHIP MODEL CTL’s client relationships are built on trust, transparency, and technical credibility. Rather than Oil and Gas Industry Future-ready processes Phoenix Contact delivers holistic systems for your project — from automation and digitalization to safety, security, and explosion protection. Our technologies ensure high availability, efficiency, and reliability across your entire value chain. ❯ For additional information, visit phoenixcontact.com/processautomation 3012984476 Anz Oil and Gas Business View Magazine.indd 1 17.12.2025 09:26:40 22 BUSINESS VIEW CARIBBEAN VOLUME 13, ISSUE 01
responding to RFQs in isolation, the company actively engages end users to ensure the most effective and efficient solutions are proposed—often going beyond the initial request to recommend bettersuited alternatives. This consultative approach has earned CTL strong credibility across sectors such as petrochemical, utilities, and industrial manufacturing, reinforcing its reputation as a trusted advisor rather than just a systems integrator. EMBRACING DIGITAL TRANSFORMATION AND SUSTAINABILITY Innovation at CTL is driven by both technology and intent. The company represents more than 25 international technology partners, delivering worldclass automation, monitoring, and control solutions to the Caribbean market. Internally, advanced project management and CRM platforms provide real-time visibility across design, procurement, logistics, and client support. Industrial IoT and data analytics are increasingly embedded into CTL’s service offerings, enabling remote monitoring, predictive maintenance, and actionable insights that reduce downtime and improve operational efficiency. Sustainability is equally central to CTL’s strategy. Energy-efficient automation, power management systems, and renewable energy solutions are helping clients reduce consumption, lower emissions, and offset grid dependency.Turnkey solar installations— supported by high-efficiency PV modules, inverters, and energy storage—are becoming an increasingly important part of the company’s portfolio. STRATEGIC INVESTMENT AND REGIONAL EXPANSION CTL’s capital investments are focused on four key areas: technology infrastructure, human capital, digital systems, and regional expansion. Enhanced testing and panel-building facilities improve quality control and turnaround times, while ongoing upgrades to ERP, CRM, and proposal management tools strengthen business intelligence and customer service. 23 BUSINESS VIEW CARIBBEAN VOLUME 13, ISSUE 01 CONTROL TECHNOLOGIES LTD.
With an established presence in Guyana, Barbados, and Jamaica, CTL’s next phase of growth centers on deepening its footprint in these markets and expanding service contracts and after-sales programs that deliver long-term value. DEVELOPING THE NEXT GENERATION WORKFORCE Workforce development is another priority. CTL actively engages with universities, graduating cohorts, and young professionals, meeting talent where they are—on platforms such as LinkedIn, Instagram, and TikTok. Whether offering guidance to final-year engineering students or creating pathways for graduates to grow into leadership roles, the company remains committed to nurturing the next generation of technical expertise. LOOKING AHEAD As CTL enters 2026 and beyond, its vision is clear: to become the Caribbean’s most trusted turnkey engineering technology partner. Positioned as a fullscope Engineering, Procurement, and Construction (EPC) company, CTL delivers complex solutions through multidisciplinary expertise, bringing together engineering precision, procurement efficiency, and construction excellence under one roof. Over the next five years, the company aims to lead the region’s renewable energy and digital transformation initiatives while continuing to provide comprehensive engineering solutions across industries. “Our focus is growth, innovation, and impact,” Hosein concludes. “We want to transform industries and power progress through expertise.” With its deep technical bench, resilient partnerships, and forward-looking strategy, Control Technologies Limited is well positioned to continue shaping the Caribbean’s industrial future—one expertly engineered solution at a time. 24 BUSINESS VIEW CARIBBEAN VOLUME 13, ISSUE 01
25 BUSINESS VIEW CARIBBEAN VOLUME 13, ISSUE 01 CONTROL TECHNOLOGIES LTD.
PREFERRED VENDOR/PARTNER n Phoenix Contact GmbH & Co. KG Internet www.phoenixcontact.com Phoenix Contact is a global leader in electrification, networking, and automation. With 21,000 employees and a presence in over 50 countries, the company delivers innovative products and solutions for industry and infrastructure, driving digital transformation and sustainability across sectors. 26 BUSINESS VIEW CARIBBEAN VOLUME 13, ISSUE 01
DOMUS WINDOWS ENGINEERING PEACE OF MIND FOR THE CARIBBEAN best practices IN CONSTRUCTION 27 BUSINESS VIEW CARIBBEAN VOLUME 13, ISSUE 01
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ENGINEERING PEACE OF MIND FOR THE CARIBBEAN DOMUS WINDOWS AT A GLANCE DOMUS WINDOWS WHAT: A n innovative and industry leader that puts unparalleled construction and safety first WHERE: O perating across the Caribbean region A FIRM WINDOW TO SUCCESS AS 2026 BECKONS 29 BUSINESS VIEW CARIBBEAN VOLUME 13, ISSUE 01
In the Caribbean, the environment doesn’t just influence construction—it defines it. Humidity and salt air are relentless. Security concerns are real. Energy efficiency matters. And hurricane season brings a level of risk that most North American markets will never experience. For Domus Windows, those regional realities aren’t obstacles—they are the blueprint. 30 BUSINESS VIEW CARIBBEAN VOLUME 13, ISSUE 01
“We’re focused on the Caribbean climate and what goes with it,” says Terry Ortt, CEO of Domus Windows, describing the company’s core design principles. “A lot of humidity, high salt content air, hurricanes, security, energy savings.Those are really at the core.” Operating in the window, door, and outdoor products space, Domus has built its niche around UPVC—a material the company believes offers the resilience required for Caribbean conditions. But beyond material selection, Domus differentiates itself through breadth of product range, manufacturing sophistication, and an uncommon capacity for mass customization at scale. A BUSINESS MODEL BUILT FOR ISLAND LOGISTICS The Caribbean presents a unique economic challenge: small island markets with fragmented demand can make shipping and supply chain economics difficult. Domus addresses that reality with a wide product range designed to serve multiple customer needs, enabling consistent shipment volume and creating the scale required to operate efficiently. “When we’re dealing with smaller islands, we need to be able to have enough breadth of customer base in order to make shipping economic,” Ortt explains. That range, however, is not limited to standard “off-the-shelf” solutions. Domus is structured for customization—down to the elemental level— something that becomes a true competitive advantage in a region where projects can vary dramatically by island, building style, and exposure conditions. “We’re geared up for mass customization,” Ortt says. “We have 1,000 different configurations. Each component element of each configuration can be custom sized. For example, we have up to 150 glass options.” THE ORIGIN STORY: FRUSTRATION THAT BECAME OPPORTUNITY Domus wasn’t born out of a business plan; it was sparked by a real market failure. Before moving to the Caribbean, Ortt’s background was firmly rooted in large-scale corporate leadership, including serving as CEO of UniHost Corporation and Chairman of Choice Hotels Canada while overseeing a major integrated hotel operation serving 2.5 million guests per annum. But after relocating, he encountered a painful truth as a homeowner renovating a property in Jolly Harbour, Antigua. 31 BUSINESS VIEW CARIBBEAN VOLUME 13, ISSUE 01 DOMUS WINDOWS
Windows that were promised in six weeks took six months. Doors took two years. “That’s when I thought… there is a very real need for those products,” he recalls. “But not the way they’re doing it.” That gap—high demand paired with unreliable delivery and inconsistent quality—became the catalyst for Domus. Just as important, Ortt aimed to build the business differently than the traditional structures he observed in the region. “I was motivated to do something different,” he says, describing a more corporate, empowerment-focused model built around self-starters, rather than what he 32 BUSINESS VIEW CARIBBEAN VOLUME 13, ISSUE 01
calls a more autocratic hierarchy common in many Caribbean businesses. SURVIVING TWO MAJOR DISRUPTIONS—AND GROWING STRONGER Domus began operations in 2007, launching in St. Kitts in a repurposed sugar factory to develop product lines and establish market positioning. Early momentum was strong—then the global financial crisis hit. “By the middle of 2008, 90% of construction went away,” Ortt says.“When construction died… that was pretty difficult.” The company stabilized over time, and by 2012, signs of renewed market demand led Domus to pursue a major strategic move: building a purposebuilt manufacturing facility in Trinidad. But in the Caribbean, timelines expand. “In the Caribbean, everything takes about 10 times as long as it does in Canada or the US,” Ortt notes. Ultimately, it took until 2018 to secure land, build the factory, and relocate production from St. Kitts. That move proved transformational. Trinidad offered a substantially larger domestic 33 BUSINESS VIEW CARIBBEAN VOLUME 13, ISSUE 01 DOMUS WINDOWS
Established in 2012 and headquartered in Trinidad and Tobago, Concepts in Freight Limited (CIF) provides comprehensive global logistics solutions. With a management team boasting over a century of collective experience, CIF blends “old-fashioned” personal attention with modern industry tools to ensure efficiency, security, and customer satisfaction. CORE SERVICES: • Ocean Freight: As an FMC Licensed NVOCC, CIF specializes in FCL and LCL shipments, offering weekly consolidations across the Caribbean and a global network spanning the Americas, Europe, Asia, and beyond. • Air Freight: Fast, reliable, door-to-door services for time-sensitive cargo with advanced tracking. • Logistics & Security: TSA-endorsed facilities providing warehousing, inland haulage, and specialized packing/crating. The CIF Advantage: Our “Family Network” philosophy ensures high-touch service and competitive pricing. By handling complex documentation, insurance, and logistics planning, we remove the “headache” of shipping, allowing you to focus on your business. From our strategic hubs in Miami and Trinidad, we connect you to the world with a hands-on approach that treats every shipment with precision. Experience a logistics partnership where everybody knows your name. Established in 2012 and headquartered in Trinidad and Tobago, Concepts in Freight Limited (CIF) provides comprehensive global logistics solutions. With a management team boasting over a century of collective experience, CIF blends "old-fashioned" personal attention with modern industry tools to ensure efficiency, security, and customer satisfaction. High-Touch Service and Competitive Pricing OCEAN AIR RORO DISTRIBUTION ADDED VALUE Trinidad & Tobago: Address: #17 Dennis Mahabir Street, Woodbrook, Trinidad W.I. Tel: +1 (868) 625 5857 Email: quotes@ciftrinidad.com Miami Warehouse: Address: 4120 West 104th Street, Suite #20 Hialeah, FL 33018 Tel: (305) 468 3255
market, improved logistics access, and the opportunity to build a facility engineered specifically for highefficiency and output capacity. While the pandemic in 2020 created another setback, the post-pandemic period has been marked by rapid growth. “From 2021 onward, we’ve been growing very quickly and doing well,” Ortt says. A WORLD-CLASS FACTORY—AND A PRODUCTIVITY ADVANTAGE Unlike many manufacturers forced to adapt to imperfect facilities, Domus built a factory designed around the company’s operational needs from the ground up. The result, Ortt says, is a highly efficient plant with a measurable productivity edge. “In benchmarking, we find that we can produce approximately three times as many windows as our competitors per man hour,” he explains. The facility’s location also supports performance— positioned near major highways and not far from the port—critical advantages in a region where logistics can make or break production timelines. 35 BUSINESS VIEW CARIBBEAN VOLUME 13, ISSUE 01 DOMUS WINDOWS
– Premier extends sincere congratulations to Domus Windows and Doors on being recognized as one of Trinidad and Tobago’s Best Managed Companies for 2025 by Business View Caribbean. This distinction is a testament to Domus’ strong leadership, disciplined operations, and unwavering commitment to quality and customer experience. Premier has had the privilege of working alongside Domus as a trusted partner in customs brokerage and containerized transport, supporting its import and manufacturing operations in a highly regulated, timesensitive environment. Domus’ success reflects not only innovation and craftsmanship, but also a deliberate focus on building reliable partnerships that strengthen its supply chain and operational resilience. “Domus’ success is the result of deliberate leadership…” As a family-driven organization, Premier shares Domus’ values of integrity, accountability, and long-term thinking. We have witnessed firsthand Domus’ evolution, attention to detail, and commitment to doing business the right way, qualities that distinguish truly wellmanaged companies. This recognition is well deserved and speaks to the strength of Domus’ brand and management team. Premier is proud to be associated with Domus’ journey and looks forward to continuing this partnership as Domus builds on its achievements and expands its impact within the manufacturing sector. Contact us - Trinidad & Tobago Tel: +1 (868) 612-4722 Guyana Tel: +1 (592) 504-8352 Email: info@premiercustoms.com Scan to learn more
TECHNOLOGY INVESTMENT: MILLIONS SPENT TO CREATE CONTROL AND CLARITY Domus’ operational sophistication isn’t limited to physical infrastructure. Ortt’s early career included building and scaling an IT company, and he brought that mindset into the manufacturing environment. Domus has invested heavily in software and systems that support end-to-end tracking—an essential capability in the Caribbean where shipping schedules, container availability, and delivery certainty can be unpredictable. “We’ve spent millions of dollars on our software and the processes and tools that go along with it—like tracking orders and tracking shipments,” Ortt says. “Tracking shipments is a big issue in the Caribbean.” When asked about AI, Ortt is candid: while it may assist with rudimentary tasks, he does not see it as central to the Domus model—particularly given the complexity of mass customization and the consultative approach the company takes with clients. PRODUCT LINES DESIGNED FOR REALWORLD THREATS Domus segments its product portfolio into three primary categories: basic units, security, and hurricane systems—plus a smaller set of outdoor products such as handrails and fencing. The “basic” category serves conventional needs, but Domus’ market focus is clear. Despite basic windows representing the majority of the broader market, Domus’ sales mix is weighted heavily toward higher performance solutions. “We only do about 15% of our sales in basic,” Ortt says. “Seventy-five percent is in the security and hurricane lines.” In security products, Domus offers multiple tiers— including high-impact systems built to withstand forced entry. In hurricane products, the company positions its standards at the top end globally, citing wind-load ratings and practical learnings from realworld storms. “We have the highest standards, I believe, in the 37 BUSINESS VIEW CARIBBEAN VOLUME 13, ISSUE 01 DOMUS WINDOWS
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world,” Ortt says.“Higher than Miami-Dade… in terms of wind load—200 miles an hour.” Domus also operates its own test lab and points to Hurricane Irma in 2017 as a proving ground—an event that helped launch the company’s “economical hurricane line” based on performance observed under worst case hurricane conditions. MATERIALS ENGINEERING: QUALITY IN THE DETAILS In Caribbean environments, failure often comes from what others consider minor components. Domus takes a holistic approach to materials engineering, with high corrosion resistance provided by all components including installation fasteners, whereas many window systems break down over a short period of time. “The screws that we use are coated with an industrial coating used in aerospace and food processing and offshore oil and gas,” Ortt explains. “Whereas 99% of windows outside our company are installed using regular steel screws… within two to five years, the screws are totally eaten.” It’s a technical detail, but one that reflects Domus’ broader philosophy: products must be engineered for real Caribbean exposure, not adapted from designs intended for other climates. SUPPLY CHAIN: THE BIGGEST CONSTRAINT— AND THE BIGGEST DISCIPLINE For Domus, supply chain isn’t a secondary issue—it is one of the most difficult structural challenges in the business. “We have to carry probably three to four times as much inventory as North American manufacturers,”Ortt says, citing long lead times, container-based shipping requirements, and the complexity of batching materials at scale. Because many suppliers are oriented toward North American trucking logistics, Domus must adapt processes for container shipping and timing— another example of where technology, planning, and inventory strategy become competitive requirements. 40 BUSINESS VIEW CARIBBEAN VOLUME 13, ISSUE 01
MARKET DEMAND AND THE HUMAN COST OF STORM RISK Construction demand today is “quite steady,” Ortt notes, though it varies from island to island in boom-and-bust cycles. Domus mitigates volatility by serving a wide geographic footprint from Guyana to Jamaica, smoothing demand across markets. Still, Ortt is candid about the region’s cultural approach to hurricane risk—often rooted in taking chances rather than investing in protection. As a professional engineer specializing in hurricane resistance, he emphasizes that window and door integrity is foundational. “Eighty to ninety percent of all building failure starts with the failure of a window or door,” he says.“Once you keep the shell intact, the chances of losing a roof or having major damage drop dramatically.” LOOKING AHEAD: JAMAICA AS THE NEXT GROWTH ENGINE Asked about priorities for the next 18 eighteen months to two years, Ortt points to one clear focus: deeper penetration in the Jamaican market. “It’s more than half of the population of the entire Caribbean,” he says.“It’s in one location, so the ability to achieve economies of scale in delivering the highest level of service and more frequent shipping really can work for us.” With frequent container shipping already in motion and a market scale that supports consistent logistics flow, Jamaica represents both a growth opportunity and a strategic anchor for Domus’ next phase. In a region where weather risk of the strongest of hurricanes is increasing, quality is inconsistent, and logistics are complex, Domus Windows is betting on a model built around engineering, operational discipline, and performance that doesn’t break down when conditions get tough. In the Caribbean, that is not just a value proposition—it is a necessity. 41 BUSINESS VIEW CARIBBEAN VOLUME 13, ISSUE 01 DOMUS WINDOWS
PREFERRED VENDOR/PARTNER n Concepts In Freight Limited www.cifglobal.com Based in Trinidad and Tobago, Concepts in Freight Limited delivers comprehensive global logistics solutions built on reliability and personalized care. We combine modern technology with a hands-on approach to ensure efficient, secure shipping. Our philosophy focuses on service flexibility, meticulous attention to detail, and building strong, lasting relationships. n Premier Customs Brokerage www.premiercustoms.net 42 BUSINESS VIEW CARIBBEAN VOLUME 13, ISSUE 01
PORTS OF CALL RESORT A PREMIUM RESORT EXPERIENCE best practices IN HOSPITALITY AND TOURISM 43 BUSINESS VIEW CARIBBEAN VOLUME 13, ISSUE 01
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PORTS OF CALL RESORT AT A GLANCE PORTS OF CALL RESORT WHAT: A high-value boutique resort offering premium amenities with a warm, welcoming atmosphere WHERE: T urks and Caicos, Caribbean WEBSITE: www.portsofcallresort.com WHERE HIGH-END AMENITIES MEET RELAXED ISLAND HOSPITALITY A PREMIUM EXPERIENC 45 BUSINESS VIEW CARIBBEAN VOLUME 13, ISSUE 01
Ports of Call Resort has carved out a distinctive niche in Turks and Caicos by delivering a highvalue hospitality experience in one of the Caribbean’s most sought-after destinations. In a market often defined by ultra-luxury pricing, the resort stands apart as a boutique, three-star property that offers many of the comforts and amenities M RESORT CE 46 BUSINESS VIEW CARIBBEAN VOLUME 13, ISSUE 01
associated with higher-tier resorts—without the premium price tag. As the leadership team emphasizes,Turks and Caicos is recognized as a premier high-end destination that attracts discerning travelers and Ports Of Call Resort offers that affordable option with a refined experience.The resort is best described as providing the “best bang for your buck,” offering guests access to high-quality accommodations and experiences with value and quality. BOUTIQUE COMFORTS WITH BROAD APPEAL The resort features 98 guest rooms, complemented by three private villas and two apartment-style units, allowing it to accommodate a diverse mix of leisure travelers, families, couples, and business guests. Designed for comfort and convenience, Ports of Call offers an exterior swimming pool, hot tub, on-site gym, restaurant and bar, and relaxed recreational spaces including outdoor seating areas, hammocks, and barbecue facilities. Although the property is not directly beachfront, it functions much like a beach resort thanks to its proximity to world-famous Grace Bay Beach. Guests are just a three-minute walk from the shoreline, and the resort enhances convenience with an eightpassenger golf cart shuttle that runs hourly to and from the beach. Ports of Call also maintains a dedicated beach area on Grace Bay—consistently ranked among the best beaches in the world—where guests enjoy complimentary access to lounge chairs, umbrellas, towels, flotation mats, stand-up paddleboards, and kayaks. This arrangement allows visitors to enjoy a full beach-resort experience without paying beachfront rates, a value proposition the team notes is especially compelling given that guests at large beachfront resorts often face similar walking distances from their rooms. A PROPERTY SHAPED BY STRATEGIC GROWTH The resort’s evolution reflects a thoughtful approach to growth and reinvestment. Acquired in 2011 as a Comfort Suites, the property transitioned later that 47 BUSINESS VIEW CARIBBEAN VOLUME 13, ISSUE 01 PORTS OF CALL RESORT
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year to independent ownership under the Ports of Call brand. Most recently, ownership changed hands on May 1, with Mahakali assuming control and bringing renewed momentum for modernization and long-term development. Leadership is shared between on-island management and North American-based stakeholders, allowing for strong local operational oversight alongside strategic support in marketing, reservations, and guest services. This hybrid structure has enabled the resort to maintain close community ties while remaining aligned with broader business objectives. MARKETING, ENGAGEMENT, AND DIGITAL VISIBILITY Ports of Call manages guest communication across multiple touchpoints, ensuring consistent engagement from initial inquiry through post-stay follow-up. Guests can reach the resort directly through its website via phone, email, and live chat, while Mailchimp supports CRM-driven promotional campaigns, reservation communications, and event notifications. The property management system handles confirmations and booking-related messaging. Social media continues to play a central role in visibility and growth, with an active presence on Instagram and Facebook and plans to expand into platforms such as TikTok as younger travelers increasingly discover destinations through social content. 49 BUSINESS VIEW CARIBBEAN VOLUME 13, ISSUE 01 PORTS OF CALL RESORT
SUSTAINABILITY WITH PURPOSE Sustainability at Ports of Call is approached as a series of practical, operational improvements rather than a branding exercise. The resort has implemented color-coded recycling bins in guest rooms and installed dedicated recycling station at strategic areas around the resort. Through its partnership with TCI Waste and Alucan Recycling, the property supports organized recycling for plastic bottles, aluminum cans and metals, with additional local initiatives underway. We have partnered with TC Crystals, who supplies canned water to be placed in rooms upon arrivals only. Energy and water efficiency initiatives are also a priority. The resort already uses solar solutions for water and plumbing systems to reduce power costs. Water-saving toilets have been installed across guest rooms, and energy consumption is actively managed through air-conditioning controls and infrastructure upgrades. The resort is now in the process of installing occupancy sensors to better 50 BUSINESS VIEW CARIBBEAN VOLUME 13, ISSUE 01
align energy use with room occupancy, improving efficiency without compromising comfort. ONGOING INVESTMENT AND MODERNIZATION Capital improvements have been a major focus since 2019, driven by the belief that guest satisfaction depends on keeping pace with evolving expectations and a competitive hospitality landscape. Enhancements include new tiling throughout walkways, the pool deck and rooms, replacement of entry and bathroom doors, and a significant redesign of guest room furnishings.Approximately 80 percent of rooms now feature modern, streamlined furniture that is more functional and contemporary. In-room entertainment has been upgraded with flatscreen Samsung smart televisions and YouTube TV, reflecting the shift toward streaming preferences. Public spaces have also seen substantial upgrades, including renovations to the lobby, bar, and breakfast area, resurfacing of the pool, and improvements to the jacuzzi—collectively delivering a refreshed, cohesive guest experience. TECHNOLOGY AND OPERATIONAL EFFICIENCY Ports of Call has adopted HotelKey, a modern hospitality platform used by major hotel brands worldwide. The system’s reporting capabilities and digitization have reduced paperwork and improved management efficiency. While guest-facing features such as mobile check-in, self-service kiosks, and digital room keys are not yet fully deployed, the resort plans to introduce these tools gradually. The team is also exploring AI-assisted check-in as a longer-term opportunity to streamline operations while maintaining personalized service. COMMUNITY CONNECTION AND WORKFORCE DEVELOPMENT Strong community relationships remain central to the resort’s philosophy. Ports of Call prioritizes partnerships with local suppliers, sourcing goods and services from Turks and Caicos businesses to support the local economy.These include collaborations with local breweries, supermarkets, and various service providers that play a key role in providing essential 51 BUSINESS VIEW CARIBBEAN VOLUME 13, ISSUE 01 PORTS OF CALL RESORT
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