We sat down with Matt Kraus, CEO of Skyline Windows, a fourth-generation leader of one of the most respected window manufacturers in the United States — known for designing and manufacturing custom windows and façade systems across some of New York City’s most iconic buildings. With Skyline surpassing 100 years in business and Skaggs-Walsh celebrating more than 90 years of serving NYC homeowners, the conversation naturally turned to what it really takes to build a company that lasts.
Q: New York City isn’t an easy place to stay in business. What do you think has helped Skyline endure here for more than a century?
Matt Kraus: New York has a way of keeping you honest. If you don’t do good work or treat people fairly, the market catches up with you pretty quickly. I think every generation at Skyline understood that. The business changed over time — it had to — but the expectations never did.
There was always a focus on craftsmanship, accountability, and relationships. When you’re working in New York, especially with older and more complex buildings, shortcuts just don’t last.
Q: Skyline Windows has worked on some of the most recognizable buildings in New York City. How has that shaped your expertise?
Matt Kraus: Working on buildings like Rockefeller Center or the Chrysler Building teaches you quickly that details matter. You’re dealing with complex structures, tight tolerances, and a lot of stakeholders — and there’s very little margin for error.
That mindset carries over to residential work, too. Just like Skaggs-Walsh with home heating systems, when you’re working in NYC, you have to understand how older buildings function — and how to upgrade them without compromising their integrity.
Q: Skyline played a key role in setting standards for landmark window restoration. Why is preservation such an important part of your work?
Matt Kraus: In the 1980s, when the Landmarks Preservation Commission reshaped how historic buildings were protected, Skyline worked closely with them to help define how landmark windows should be restored. The challenge was balancing modern performance with historical accuracy.
Skaggs-Walsh has done something very similar over the years — helping transition homes from coal to oil heat and now to high-efficiency systems, all while working within the constraints of older New York buildings. Preservation and progress can — and should — go hand in hand.
Q: Today, Skyline handles everything from design and manufacturing to installation and service. Why is that full-scope approach important?
Matt Kraus: Accountability. When you’re involved from start to finish, there’s nowhere to hide — and that’s a good thing. It allows you to control quality, solve problems faster, and stand behind the end result.
Customers don’t want complexity; they want confidence. Whether it’s windows or home comfort systems, having one team responsible for the full lifecycle makes a big difference.
Q: As a fourth-generation CEO, how do you personally think about balancing legacy and innovation?
Matt Kraus: Legacy isn’t about doing things the old way — it’s about understanding why things were done a certain way and deciding what still applies. Innovation should make your work better, not erase your values.
That’s something I admire about long-standing family businesses like Skaggs-Walsh. After 90-plus years, they’re still evolving, but the core idea — taking care of customers and the community — hasn’t changed.
Q: What do you think family-owned companies bring to the home services industry that’s hard to replicate?
Matt Kraus: There’s a level of responsibility that comes with it. Your name is on the door, and that carries weight. Decisions feel more personal because they are.
When a company sticks around for generations, it usually means customers trust them — and trust is everything in home services.
