The MET The Metropolitan Muse- um of Art (MET), NY is perhaps the premier art museum in the world on par with, The Louvre, Paris. To have the oppor- tunity to work with them is a huge honor. We had
were challenged constantly. Each year was a new happening. The technology changed multiple times, and we had to contend with the advent of the internet, email, chat, social media, cell phones, text messaging, and more. Customers would come and go depending on their needs, some seasonal. It took continu- ous marketing and sales to keep the seats full. Our performance required heroic staffing measures. We needed staff during Hurricanes, or a project demanded it. It moved very fast. We hired over a thousand for Christmas. Each project required careful manage- ment. Weak links had to be strengthened and strong ones fortified. All of my children and their spouses all achieved responsible positions within the company. I would not be surprised to see our growth accelerated. We are poised to grow with a little luck and a lot of hard work. Max and Frank joined Global Response as the client sophistication and legal requirements increased. Max took on the role of the head of operations, helping Wendy close contracts and provide the promised services. Each project required different needs. Hiring was done in bulk on some projects, entire rooms constantly full of trainees. Frank got involved in Human Resourc- es with Liz and contract law for our sales. We kept him busy. He hired a staff of three attor- neys to help with the load. We were busy. Michael became very capable of managing finances. He would negotiate with banks and put into place lines of credit. He also played critical roles in managing our properties, the answering service, and shipping company.
Global Response Logo
to win this project. Their needs were complex and there wasn’t much time to ensure success. So, our tech team started to build the solution before winning the award. When it came down to the wire, we were the most prepared vendor. They choose us, and we sailed through the holiday season increasing their sales along the way. We received a letter of reference for a job well done. Became good friends with their team and maintained a very fine customer. As of this writing, they are still clients. Our advertising changed to reflect a love of the arts. GLOBAL RESPONSE We grew, but not as fast as I had hoped. Pondering our early results we reached a plateau. To break out we decided to change our company name again. Communications Service Centers (CSC) was too generic. We chose a new name that could help us develop a brand, Global Response. As soon as we did everything seemed to click. We earned a reputation for excellence with some very sophisticated clients. Few answer- ing services navigated the leap to become a call center. A call center might look the same, but it is an entirely different type of business. Some of our competitors scaled to 10,000+ cubicles. Many of those were consolidated by investment bankers and went public. We were a small fish in a big pond. One day we may rethink our decision to remain a family busi- ness. (2010) When I started we had ten employees. Today, we employ over a thousand. (2017 - 2,400, 2018 - 3,000, 2019 - 3,500) The business was almost 40 years old. We
Diane and Stephen Shooster, (with Carly Shooster), Frank Shooster, and Herman Shooster
434
Made with FlippingBook. PDF to flipbook with ease