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BUSINESS NEWS J.F. KIELY SERVICE CO. AWARDED TITLE OF NO. 10 FASTEST GROWING COMPANY IN NJBIZ 2019 FAST 50 LIST J.F. Kiely Service Co. , part of the Kiely Family of Companies, has been recognized as being the 10th fastest growing company in New Jersey from NJBiz’ 2019 Fast 50 list, which ranks companies headquartered in New Jersey based on three years of revenue and dollar growth information. Applicants for the list were required to supply three years of revenue information, demonstrate revenue of at least $500,000 in two of the three fiscal years, and show increasing revenue overall, from 2016 through 2018. The company with the largest dollar growth received the highest ranking, with all
others following. Rankings were then assigned for the percentage of growth from year one to year three. These two numbers are totaled, and the final list of the top 50 fastest growing companies is developed. J.F. Kiely Service Co. provides a unique engineering approach to the natural gas, petroleum, and water resources industries. With services ranging from feasibility studies to project management, J.F. Kiely Service Co. is committed to designing and building successful projects on time, on budget, and on expectation. John Kiely, CEO of the Kiely Family of Companies, attributes the company’s No. 10
spot on the list to a company culture that is built around a blend of advanced customer support, technical innovation, and personal integrity. “In the U.S., infrastructure projects take longer and costs are higher than any other developed nation, and it’s largely due to staggering inefficiency,” states Kiely. “J.F. Kiely Service Co. has a unique advantage: Our projects are backed by experts in the industry, and with the combined power of the companies in our enterprise, we fully embrace design- build to solve the infrastructure crisis plaguing America, bringing a new kind of teamwork that demands more, empowers more, and achieves more than ever before.”
C.A.P. Government, Inc. staff enjoying time together.
VALUE AND RESPECT, from page 7
CP: To develop a culture that provides opportunities to staff, develops efficient services for clients, and keeps the company strategically growing and profitable. TZL: Diversity and inclusion is lacking. What steps are you taking to address the issue? CP: We have to be aware that we’re living in a multi- cultural world now. We cannot let skin color, accents, or gender influence our thoughts one way or the other. Our company is headquartered in south Florida which is a virtual melting pot and our company reflects that community. TZL: A firm’s longevity is valuable. What are you doing to encourage your staff to stick around? CP: You have to value and respect the individual – it breeds value for the company. I believe our staff is convinced that I care for each and every one of them. I preach respect of their identity and expect them to do the same for the people we serve. Respect goes a long way.
responsibility to scale up or down to meet their needs. They will never pay more than what comes in. TZL: They say failure is a great teacher. What’s the biggest lesson you’ve had to learn the hard way? CP: We went through a merger about 20 years ago. As a result, the company became process oriented. We quickly learned that the processes choked the delivery of service. From this we learned that the clients and employees have to come first – not processes. You also need to adjust processes to get different results. In order to correct the problem, I had to transition out of this merger and do it successfully. It was vital that I had strong relationships in the community with legal, accounting, and financial institutions. TZL: In one word or phrase, what do you describe as your number one job responsibility as CEO?
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THE ZWEIG LETTER February 10, 2020, ISSUE 1331
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