The same NCRC, with more behind it
NCRC is now part of the Masterline family. This is an acquisition, but it is not the end of NCRC. The NCRC legal entity remains in place, and existing NCRC customer agreements continue.
Customers can continue submitting work through the NCRC email, phone, portal, and vendor channels they already use. NCRC’s team and Masterline’s team will work together to make the transition clear and keep service moving.
NCRC has spent more than 40 years supporting facilities customers. That experience, customer knowledge, and nationwide service network are central to the future of the business—not something being left behind.
A relationship built over more than 20 years
NCRC and Masterline are not new to each other. NCRC became Masterline’s first customer at the beginning of Masterline’s story. Dave Marabella and Masterline owner Mike Yslava continued doing business together for more than two decades.
That history matters. It means this transaction is grounded in a long record of working together, solving problems, and trusting the other company to follow through.

More resources for every work order
Masterline adds direct field capacity in its core Southwest markets, including a major in-house commercial plumbing division, trained employees, branded vehicles, and company-owned equipment. NCRC adds the national coordination needed to support customers across all 50 states.
The combined organization is also supported by MasterlineIQ, an AI-powered operating system built for service work. It helps connect customer communications, work orders, dispatch, field documentation, and financial context while keeping people responsible for important decisions.
A long-term home for the business
Masterline is a family-owned operating company built from the trades. It is investing in NCRC as a long-term part of the organization. The goal is straightforward: protect the relationships NCRC has earned, improve the support behind them, and give the company the resources to serve customers for many years to come.


