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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50 | SD&I | March 2014 aggressive organic growth, collectively deliver- ing more than 108-percent revenue growth," Boethel explains. In August, Securadyne acquired Advanced Control Concepts of Pensacola, Fla., and in December, it acquired Intelligent Access Systems of North Carolina. "Both were exceptional com- panies," Boethel says. "We also saw significant organic growth in our existing business — espe- cially within our national accounts portfolio. "One of our unique value propositions is that we are able to service large global customers in ways that our multi-national competitors cannot, and, as a result, national accounts represents our most significant growth potential," Boethel adds. The key components of the firm's service- oriented culture most often emphasize consis- tency, reliability and accountability. If there is a single seed Boethel wants to plant in everyone's head, it is his passion about being reliable and accountable. "These are two of our most important core values," he says. "We believe that reliability comes from being consistent, and consistency is enabled by stan- dardization. As a result, we have dedicated ourselves to standardizing every aspect of our business and by doing so creating a consistent customer experience across our entire business. Everything we do is designed to create a posi- tive and consistent customer experience." Still, just about everyone feels that their busi- ness is all about customer experience. What happens when two dissimilar ideas of how to accomplish the ultimate customer experience run head-on into one another? Blending Cultures Any time a corporation does acquisitions, as Securadyne has, the parent company acquires very different ways of doing business and highly disparate cultures. "The most difficult part of integrating companies is merging the cultures and creating organizational consis- tency," Boethel acknowledges. "Frankly, I do not believe that any company in our space has ever really gotten this exactly right." The fact that fast-track companies like Securadyne typically acquire only companies that are number one or two in their respective markets makes integration even more difficult than usual, because there is tremendous pride already instilled in those operations about the ways they service their customers through many seasons of success. As a result, change can be difficult. "A big part of my job is iden- tifying what is common between these disparate cultures and find- ing ways to synthesize them with- out undermining what made them special in the first place," Boethel says. "Change management is a core competency of ours and it is mission-critical to our success." Another part is including the new company in the process. "We never go in and tell people Securadyne has a better process," Boethel says. "We have an inclusive process where we put a number of people from the new company in a room with people from Securadyne, lock the door and tell them to work it out." When the door opens again, everyone has adopted best practices and was part of the process. "Our mantra is 'the best idea wins.' We work hard to set aside any pride in ownership or authorship," Boethel adds. Meeting Challenges Boethel finds two main challenges at Securadyne, one tactical and one strategic. "Tactically speaking, our most arduous task is managing aggressive growth," he says, which should come as no surprise to any manager Securadyne's branch manag- ers met in 2013 at the Pensacola Naval Air Station where the Blue Angels are based. The Naval base is a Securadyne cus- tomer. SDI_48-53_0314 Fast50 Securadyne.indd 50 3/5/14 1:38 PM

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