Our Story

Why “Omnia”?

“Omnia” comes from Latin and means “prepared for all things.” We chose it because that’s exactly how we serve New York buildings—ready for plumbing, heating, pumps, motors, fans, controls, and electrical, all under one coordinated partner.

Our History

Two Foundations

Sanitary Plumbing and Heating Corp. & Calray Gas Heat Corp. were founded separately in New York City.

1929

The Clark era begins

Sanitary Plumbing comes under the Clark family ownership through Hyman Clark.

1946

Elliot Clark Ownership

Elliot Clark assumes ownership of Sanitary Plumbing and begins to grow the company into a well-rounded plumbing and heating service business.

1975

boilers Expansion

Elliot Clark acquires Calray to complement Sanitary’s growing service portfolio to specialize in gas boilers and water heaters.

1992

Parallel Growth

Multiple companies operate independently, often serving the same customers across trades.

1990s-2010s

Third Generation

Harris and Jonathan Clark join the business, continuing the family legacy and helping guide the company into a new era of growth, modernization, and long-term collaboration across trades.

2005

Broadened Capabilities

Antler Motors & Pumps and Bolt Electric Service join the family, reflecting customer demand, vertical service synergy, and project collaboration.

2019

Unified as Omnia

By the 2020s, Omnia became the umbrella brand and operating system uniting Calray Gas Heat, Sanitary Plumbing, Antler Electric Motors, Bolt Electric, Pelligan Plumbing, All City Plumbing, Loz Electric, and Pulse Combustion as one coordinated team. Shared systems, technology, warehousing, and dispatch streamlined operations across every division.

BY THE 2020s

All Systems, One Solution

The same expert people operate with shared systems, technology, warehousing, and dispatch, delivering coordinated plumbing and heating, boilers, pumps & motors, and electrical across NYC.

TODAY

Many Services. One coordinated team.

Omnia brings multiple expert disciplines under one roof—plumbing and heating, boilers, motors, pumps, fans, controls, and electrical—so property managers have a single accountable partner. The same trusted people now work together as one team, sharing systems, technology, warehousing, and dispatch to deliver fast, reliable service across the city.

Our legacy includes Calray Gas Heat, Sanitary Plumbing, Antler Electric Motors, Bolt Electric, Pelligan Plumbing, All City Plumbing, Loz Electric, and Pulse Combustion—now unified as Omnia.

Through the 1990s into the 2020s, we operated several companies independently. Too often, customers didn’t realize those other capabilities were already “in the family,” so we created Omnia as the umbrella brand that brings every vertical service together, clearly, in one place. (Omnia operates as a d/b/a of Calray Gas Heat Corp.)

Omnia unites plumbing and heating, boilers, pumps and motors, controls, and electrical under one accountable partner for NYC property teams. Formerly separate firms now operate as one coordinated crew with shared dispatch, tech, and warehousing for faster, reliable service. Our legacy includes Calray Gas Heat, Sanitary Plumbing, Antler Electric Motors, and more, now unified as Omnia, a d/b/a of Calray Gas Heat Corp.

Built for the city that never sleeps

Plumbing, heating, pumps, and electrical all affect one another—and your bottom line. Omnia keeps every system working as one through smart maintenance memberships and coordinated service, preventing emergencies, extending equipment life, and giving you clear accountability start to finish.

Harris Clark

Jonathan Clark

Principals With Principles

Omnia Mechanical Group's Clark Brothers

Anyone who knows the Clark brothers recognizes their natural humility, which belies their high level of technical and management training and capability. So it came as no surprise that Omnia Mechanical Group’s principals were hesitant to use “canned/manufactured biographies” for their company’s website. Instead, the following comes from the transcript of recent interviews with Harris and Jonathan and provides a direct and in-depth understanding of their personal and professional values, philosophies, and slightly different –but complementary- perspectives.

The Clark brothers preferred real words over manufactured bios. These excerpts come from interviews with Harris and Jonathan, sharing the values behind how Omnia leads and operates.

Most of the companies in Omnia Mechanical are multi-generational, family-owned. Together, you chose to take the reins for this generation. What business or operating philosophies were passed down from your family that you still use today, and what are you contributing today to that reservoir?

The simple, enduring things are often the right things. In our case, we were always taught that the two areas of most importance – the core business values – should always be customer service, and an obsession on quality. This, for us, has not changed. It’s still the top of our own list.

"What values were passed down and what’s new today?"

Harris: There has been shift that affects all of the areas we play in: plumbing, heating and electrical. It has been on a federal and state basis, but most specifically locally, within NYC, the regulatory context has shifted. Anyone in the real estate industry has been affected. But specifically, for us, not only must we have A-level technical and management competencies to thrive, but now also full-time regulatory navigation and compliance activities to survive. That’s thrown a lot of our competitors under the tires. But for us, our third priority is now “adaptability”, and specifically, we’re doing that through technology, and a focus on investing in technology to help us stay on top of all 4 domains.

At Omnia, the core doesn’t change: customer service and an obsession with quality.

Harris: NYC’s regulatory environment has made compliance a daily discipline. Omnia’s added priority is adaptability, driven by investments in technology across trades.

Jonathan: My father’s first piece of advice on the day I moved from technician to manager was “don’t f&*! It up”.

But he also added: “if you do, I’ll be there to coach you. Mistakes are good, if you learn from them”.

But when I suggested I was interested in going into management, his only response was “you should always do what makes you happy, then getting to great will always be easy. Figure out what you want to get out of your efforts, not simply do what’s done before.”.

Jonathan: My dad’s advice when I became a manager: ‘Don’t f&*! it up.’ Then: ‘If you do, I’ll coach you. Mistakes are good if you learn from them.’ And when I said I wanted leadership, he replied: ‘Do what makes you happy. Define what you want, don’t just follow the old path.’"

Is your multi-generational/family business model unique today? What are you contributing today to that strategy or body of knowledge today, going into the companies (or companies) next century?

"Why does the family business model still matter?"

Harris: Yes, and no. We are aware of several competitors where the younger generation chose not to enter into “the trade”; they went off to start careers in other areas., The barriers to entry in our space are significant- investment in upfront materials/cost, years of training with the goal of obtaining a Master License, higher than norm insurance costs, developing a trusted customer base. Start-ups seldom have the capital on hand to break into the space, or last more than a year. So, it shakes out that there are either (a) the bigger fish that have been around for generations, and have learned and grown, and made their better- best- over the years. Or (b)the solo practitioners that if they can survive, can have a nice lifestyle business for themselves. But there appears to be less “middle” anymore.

As far as the trade master/apprentice model, while we see it less and less today, many of our senior techs here are second generation plumbers, electricians, mechanics. Though the fact that they are here is also part of what we look for and part of our culture/hiring for culture. So, the actual percentage of pass-down training may be less than what we demo here with our own team. Even our Dad made it clear the technician and manager path was challenging, and he understood if we wanted to do something else. I am the same way with my kids. But if they are drawn to it, I will certainly support them and teach them anything they want to learn.

Harris: Barriers to entry are high; training, licensing, insurance, and trust. The market is increasingly “large legacy firms” or “solo operators,” with less in-between. Multi-generational trades still show up in Omnia’s team and hiring culture.

Jonathan: Diversification is key, keeping flexible to match changing customer needs. And that includes pivoting, sliding, staying with it, improving versus giving up. Education is another factor. We regularly sit in meetings with the Department of Buildings, the Utility companies, a variety of Manufacturers and their technical representatives as well as representatives from our own industries and the real estate industry. We are actively part of the conversations that shape our business. We rely on that first-hand information in order to provide our customers and our employees with accurate and meaningful guidance.

Jonathan: Longevity requires diversification and education, staying close to DOB, utilities, manufacturers, and industry conversations so Omnia can guide customers with real-time insight.

You mentioned culture. What does culture mean to you as a business owner, and how do you ensure that culture is maintained?

"What does culture mean at Omnia?"

Harris: Culture is passed on from family and through employees from senior to junior. I suppose that is similar to the master-apprentice structure, but its more specific here. I mentioned some of our team are multi-generational techs, but we have several multi-generational Omnia Mechanical staff members. That is, their parents worked with us, some for 40+ years, and they’ve been with us for 15-20 years, and some of their kids are coming in as summer interns now as they are moving towards adulthood. But to be more specific, culture isn’t amorphous. We instill proper ways of doing things, we have standards and practices, but how we do things is also collaborative, versus competitive, which is a cultural aspect of “here”.

Harris: Culture is taught through standards, practices, and collaboration over competition. It’s passed down from senior to junior, often through families who’ve worked at Omnia for decades.

Jonathan: Well, we discussed the multi-generational aspect of the business earlier, and that extends to the rest of our team. Carlos just celebrated his 35th anniversary with (OMG’s) Calray., (Senior tech) Juan’s grandkids are coming in this summer for training. Between 2018 and 2019 we had four senior technicians retire, with a combined 136 years of service. So, the culture is passed down through families and the positive work ethics of those that have been here and excelled for so long. It’s a blend of collaborative-family and focus on excellence/organization. It’s worked for us…for coming on a hundred years. And it’s fairly self-sustaining at this point, as long as we continue signaling the right behaviors ourselves.

Jonathan: Long tenure builds a self-sustaining culture. It’s family-like collaboration paired with excellence and organization, reinforced by leadership modeling the right behaviors.

What are you doing differently than your competitors for your customers?

"What do you do differently"

Harris: Well, growing our range of practices is specifically a matter of focusing on what our customers need, and figuring out how to deliver those things. That’s truly customer centric, but requires business management and process management capabilities in addition to technical knowledge in a wider array of services. Basically, we want to be “the” guys our customers call for any “mechanical” issue, regardless of- if it’s plumbing, or heating, or electrical. We’ve already invested in cross-training programs to help broaden individual technical perspectives, too. We hold regular classes – open to an employee of any skill, discipline or seniority – to learn a specific skill, technique or theory over four trades. No other company, at least in the NY Metro, is doing this.

Harris: Omnia expands services based on what customers need, aiming to be the one call for any mechanical issue: plumbing, heat, or electrical. Cross-training across trades is a major differentiator.

Jonathan: Well, as I’m sure Harris mentioned, something new for us prior generations didn’t have to deal with is an almost full-time focus on learning and dealing with an increased number of regulations. I mean, what we do differently, as managers, from competition is manage, that is, we focus on the business and operating and organizing it first, then, as we’re trained in the technical side, the technical aspect, but today after the third circle in the focus Venn diagram, which is compliance and maneuvering within a heavy regulatory atmosphere.

Jonathan: Modern leadership means managing the business and navigating intense regulation, operating with discipline in a compliance-heavy environment.