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rate? Are you content with your marketing efforts, or do you think you should increase/decrease marketing? MG: Our marketing team is instrumental in helping the management and technical staff pursue professional oppor- tunities, identifying key client needs, developing strong re- lationships and project intelligence prior to the release of a request for proposal, and assembling a winning proposal strategy. We are very content with our level of marketing effort that we have but are integrating and improving our CRM capabilities and outreach training at all staff levels. TZL: What has your firm done recently to upgrade its IT system? MG: We have upgraded our server architecture and cyber protection capabilities. IT systems upgrades are an ongoing endeavor. TZL: What’s the best way to recruit and retain top talent in a tight labor market? MG: Strive to be a “best place to work” firm and network and provide incentives through existing staff and profes- sional connections. TZL: What’s the key benefit you give to your employees? Flex schedule, incentive compensation, 401(k), etc.? MG: There is not one single benefit that stands out, but in- centive compensation, employee recognition, strong inter- nal communications, and high quality group social events are all important benefits that resonate with staff. “Our marketing team is instrumental in helping the management and technical staff pursue professional opportunities, identifying key client needs, developing strong relationships and project intelligence prior to the release of a request for proposal, and assembling a winning proposal strategy.” TZL: How do you raise capital? MG: We are self-capitalized, so we do not raise outside capi- tal. TZL: What’s your preferred strategy for growth – M&A or organic? Give us a synopsis of how your firm effected growth in the recent past. MG: We have not engaged in M&A growth so all of our growth has been organic. Our growth has been, at least

make regular phone calls and require payment for complet- ed work prior to moving on to subsequent phases of a proj- ect. TZL: What’s the recipe for creating an effective board? MG: Ensure that all board members are in alignment with company values and goals and that all voices are heard prior to taking key actions. “We maintain close communication with all clients regarding payment expectations and have offered fast pay discounts for larger clients to facilitate prompt priority payment.” TZL: Is there a secret to effective ownership transition? MG: Establishing and maintaining trust and respect be- tween founders and new leaders. Empower new leaders and facilitate versus resisting the inherent change. Facili- tate open and honest communication that seeks fairness for all parties. Founders must be realistic, fair, and cannot be greedy. TZL: How do you go about winning work? MG: There are a few ways to approach this: ❚ ❚ Successfully execute existing projects ❚ ❚ Develop programs tailored to each client’s needs ❚ ❚ Develop a team that clearly differentiates itself from the com- petition and meets the client’s most critical needs TZL: What’s the greatest problem to overcome in the pro- posal process? MG: Making a sound go/no-go decision. Realistically identi- fying the key client needs and drivers (differentiators) that will ensure the success of the proposal effort. TZL: Once you’ve won a contract, what are the “marching orders” for your PMs? MG: ❚ ❚ Understand the client needs and project objectives ❚ ❚ Communicate regularly with client (no surprises) ❚ ❚ Follow the contract ❚ ❚ Under-promise and over-deliver ❚ ❚ Become the “best consultant” the client has experienced ❚ ❚ Develop long lasting professional relationships TZL: How does marketing contribute to your success

See CONFERENCE CALL, page 8

uary 27, 2017, ISSUE 1189

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