Security Business

MAR 2014

Find news and information for the executive corporate security director, CSO, facility manager and assets protection manager on issues of policy, products, incidents, risk management, threat assessments and preparedness.

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40 | SD&I | March 2014 Blood says, it is valuing and growing the workers. "If you focus on peoples' strengths they are more apt to be happy in their position," she says. PSG has built a culture around the concept of productive fun. "If we can make employees see ways to be successful, chances are they will stay with us," Blood figures. "We try to evaluate what each individual has as motivation combined with their strengths, so not only do we win, they win." PSG has formulated a culture of training from within. Murrell says a key is providing a clear career path and direction, while maintaining a positive working environment. "We are always working on improving our training methods and providing the necessary resources for our team to do their jobs effectively and efficiently," he says. "We try to employ people that have a few of the skill sets required for our industry and then we believe in training on the rest," Blood adds. "If we can show them a few more skills to the trade and also show them how to use them together effectively we can get a lot from one individual." How it All Started Blood values enthusiasm and chemistry as com- ponents to success. Her father had a partnership in the fence business and she worked there for many years. At one point, she was offered a career managing the sales and marketing programs. Eventually, Blood saw the opportunity to pur- chase the partnership's small automation installa- tion business. "I jumped at it," she says. "This com- pany had incredible potential, but the partnership was focused on their other core fence business." It was arguably the worst time in two genera- tions to start a business — housing slumped, and with it went the economic success the company had enjoyed. "Right after the purchase of the company, the high-end home market took a turn for the worse," Blood says. Most of the nation was seeing the same eco- nomic issues, and PSG faced an unsavory choice: either let the business sink or create a new busi- ness plan. "We identified a needed service in a down economic climate," she explains. "Since I had spent years creating marketing and sales plans, the obvious answer was to shift toward all of the exciting things that I could see coming to life in the industry," Blood says. That included a growing market for perimeter security installation for federal, municipal and private projects. The object of the business plan was to provide turn-key installations that includ- ed design, layout, excavation, concrete, iron fab- rication, while integrating designed barriers into custom access control platforms to meet facility's needs. She leveraged what she had learned from the fence business. "The business was definitely interesting and I enjoyed helping to grow them to nearly double over a 10 year period," Blood says. Growth Moving Forward Blood says one key to PSG's success is having a great core staff. "There would be no momentum without our core beliefs and core staff," she says. "Our staff trains others into this culture. We look for people that can see opportunity and don't A CLOSER LOOK COMPANY: Perimeter Security Group WEB: HQ: Dalton Gardens, Idaho PRINCIPALS: Brenda Blood, president; Donnie Murrell, operations/development YEAR FOUNDED: 2008 NUMBER OF EMPLOYEES: 63 RESIDENTIAL/COMMERCIAL SPLIT: 80 percent commercial, 20 percent residential TOP TECHNOLOGY BRANDS SOLD/DEPLOYED: Delta Scientific, RSSI, B&B RMR, Ameristar, DSX, Hy Security, Doorking, HID, Honeywell, Pelco, Digital Watchdog, Senstar, Detekion, Altronix and ComNet. "We are always working on improving our training methods and providing the necessary resources for our team to do their jobs effectively and effciently." — Donnie Murrell, PSG (continues on page 108) SDI_38-41_0314 Fast50 PSG.indd 40 3/5/14 1:35 PM

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