According to the Environmental Protection Agency (EPA), the average American spends 93% of their life indoors. That’s about 87% of their time inside commercial buildings (factories, schools, homes, medical facilities, airports, etc.) then another 6% of their life in automobiles. That means where we work and play has to be always be a great environment—well maintained, comfortable, and operational.

Enter Scott Salmirs the President and CEO of ABM, a visionary leader guiding one of the largest, publicly held, facility services providers in the United States. When Scott took over as CEO April of 2015, he redefined the purpose of the business —To take care of the people, places and spaces that matter to you. At the core this is what ABM has always done but it was critical to articulate it so it was clearly understood by all the company’s stakeholders—clients, employees, local communities and shareholders. 130,000 employees with a purpose such as this creates a powerful reason for being. Everything ABM does is based upon that single foundation, whether it’s supporting a corporate office, a data center, a nuclear facility, a manufacturing plant, a university, a hospital, an airport terminal, or a fleet of planes.

Scott has driven a fundamental shift in the business through several key initiatives including introducing a new strategy called 2020 Vision, which realigns the company’s go-to-market strategy focus. He also concentrated on driving operational improvements in ABM’s business including centralized procurement, standard process across 10,000+ clients, and a focus on safety.

” According to Scott, in order to understand the client’s business and help solve problems, being a good service provider isn’t enough as clients want a solutions provider, a partner. Scott redefined the company to understand the industry needs; bring technology to bear along with well-trained people who could offer excellence in service.”

This began under Scott’s leadership and today ABM is staffing teams with high-performing talent and investing in tools such as the Tag Pricer mobile app to facilitate the processing of additional work orders, or what the company refers to as tags, enhancing efficiencies by reducing processing time. This leads to better project management and increases client satisfaction that will ultimately lead to greater client retention.

Scott is focused on establishing a business for long-term growth. To do that, you have to ensure that you offer a wide breadth of services. Scott has looked at this for each industry they serve. For instance, in the education sector, Scott drove the largest acquisition in ABM’s history acquiring a company called GCA Services. The transaction made ABM the largest full-service provider for both K-12 and higher education. ABM can now manage everything from custodial work, to updating the old electrical and engineering in the building, to supporting HVAC and overall infrastructure upgrades at schools. This goes for all the industries ABM serves including aviation, corporate real estate, healthcare, and technology & manufacturing.

Part of Scott’s strength is his deep desire to lead by example. For instance, he recently transitioned all of ABM’s main offices across the country to an open floor plan to support improved collaboration within the organization. While many companies have adopted this concept the difference at ABM is that Scott also sits in the middle of the floor at a normal-sized desk in an open room as do all the members of the executive team.

Scott also initiated a new focus on philanthropy under a program called ABMCares. The company has employees and clients in thousands of towns and cities across the country. Scott wanted to empower those who support their local communities by encouraging employees to donate time and resources toward any charity they choose, instead of having the company make larger donations to one or two charities. ABM will match the donation and provide donations based on how much time an employee donates to their charity.

All of these efforts have established a unique culture for ABM, and that has driven the company to adopt a new mission: Make a difference, every person, every day. This mission is about both the big and the little things. Whether it’s greeting people with a smile, or going the extra mile to help a passenger find a lost wallet, or making sure that clients can get the support they need to recover from a natural disaster (such as the recent hurricanes in Houston, Florida, and Puerto Rico), make a difference is the company mantra for the positive impact ABM has every day and part of the identifiable change in the past several years.

Under Scott’s leadership, the company is more determined than ever to be the clear choice for clients, employees, and shareholders. As Scott says, “I want people to feel that they are better for working at ABM. Better as people, better within their area of expertise, better overall. Even if they decide to ultimately not spend their entire career at ABM, I want them to feel working for ABM was the right decision, which enhanced and enriched their lives.

“I think business owners sometimes think that if you have a codified corporate culture—in which employees know what’s expected of them and why they’re at the company—you can’t also have a spontaneous, creative environment in which problem solving and innovation are cherished and encouraged,” says Jeff Williams, President and Chief Executive Officer of School Innovations & Achievement (SI&A).

“To which I say: Bull,” he continues. “A company that expects to be around, and continuing to invent and re-invent, needs across-the-board buy-in from everyone who works there. People need to feel valued, no matter what level they’re working at or what task they’re working on. “How hard is that to figure out?”

Williams founded SI&A in 2003. Originally a back-office facilitator for California school districts and county offices of education—with the majority of them becoming clients—in recent years the company has become one of the leading creators of education software and service solutions. Its suite of products includes the industry leading Attention2Attendance, the foundation program of the Achievement Initiative, now being used in school districts throughout California, Illinois, Missouri, New Mexico, Oregon and Texas.

” I believe very much in a company having core values and an authentic mission statement “

“I believe very much in a company having core values and an authentic mission statement,” Williams says. “Those things never really should change, even if, as we did at SI&A, the company’s focus changes. Values, like character, are what you’re supposed to have even when nobody’s looking. Put another way, you can change your name and hairstyle all you want, but you’re still going to be the same person. I think a good, solidly managed business is, like a person, a living entity; at its foundation, it needs to be true to itself. Your employees will be the first to tell you—or to move on—if your business stops being ‘itself.’

Williams credits his longtime Chief Operating Officer, Susan Cook, who has a deep corporate background in operations, organizational effectiveness and leadership, with helping SI&A develop its “ Basics.” “Cook says that most companies adopt Operating Principles, Core Values & Beliefs, Mission Statements, and Wildly Important Goals because that’s what they’re supposed to do. As she says, ‘They take pretty words, put them in their employee handbook or on a wall somewhere and forget them.’ Well, that won’t work,” Williams continues. “If you write something down, you’d better mean it.”

Smart leaders, on the other hand, “Actually give these words and how they’re used a great deal of thought,” Cook says. “The reason for this isn’t just a ‘company climate’ issue—it’s also an economic one.”

He is quick to point out, however, that it’s futile to empower employees at lower levels if you don’t do it within “a very specific framework. If employees understand the company’s mission, purpose, and values, how you do business and what’s ‘wildly important,’ they probably won’t be wrong when they make a decision. Now, they might not make the same decision you would, but as long as their decision is consistent with what you and the company hold dear, things ought to be okay.”

Williams says that the other advantage to having decisions made at lower levels is that “you ll actually have decisions being made by the people who have the best understanding of your clients and their needs. They may surprise you—and eventually, their decisions will be better and much more ingenious than those made previously by management.

“Continuous improvement becomes a fact of life when employees are empowered. Once they understand the company framework, start making decisions and managers start listening, you’ll be moving toward high performance teams. The teams will set the goals, the processes and the standards. You’ll have improved your talent pool, made the business more efficient, given employees a sense of genuine satisfaction and provided managers with the opportunity to do new and innovative work—with and through their team and with other parts of the organization.” “In a nutshell,” he says, Companies get valued every so often, but the people in our company need to be valued every day.”

Anthony “Tony” R. Jimenez the award-winning Founder, President, and CEO of MicroTech believes in an old axiom in business that states: “Standing means you’re losing ground.” According to the steadfast leader successful company always must be ahead of their industry’s needs and requirements; trends and directions. “If you ‘miss the market,’ it can be devastating to a business. Just think of Yahoo! not purchasing Facebook a dozen years ago; or Eastman Kodak not realizing the potential of digital. Always understand your market, your segments, their dynamics, your customers today and your potential customers of tomorrow,” says Jimenez. “When I began to see how the convergence of technology was going to accelerate the government’s mission, I knew where MicroTech needed to be and against all advice, decided to pursue an award of the General Services Administration’s $50 Billion Enterprise Infrastructure Solutions (EIS) contract.”

” If you ‘miss the market,’ it can be devastating to a business. Just think of Yahoo! not purchasing Facebook a dozen years ago; or Eastman Kodak not realizing the potential of digital. Always understand your market, your segments, their dynamics, your customers today and your potential customers of tomorrow “

Today, Jimenez is proud of MicroTech which is a Certified and Verified Service-Disabled Veteran-Owned Small Business (SDVOSB). They have fourteen years of experience delivering innovative products and services to the Government customers and Fortune 500 customers. The company strategically began downsizing and reorganizing in 2015 to laser focus on aligning themselves with new technologies, services and solutions. Now, by winning almost $100 billion of new multiple-award type contracts in 2017 – including General Services Administration’s EIS contract, the U.S. Army’s Responsive Strategic Sourcing for Services (RS3) contract, award and GSA’s Veterans Technology Services 2 (VETS 2) contract – MicroTech is successfully positioned for its next stage of growth and innovation as technology, infrastructure, and telecom all converge to form next generation solutions.

MicroTech offers technology integration, telecom and cloud solutions, and product solutions to commercial enterprises, as well as the public sector — managing over half-a-million tech users daily. The depth and breadth of services and experiences they have refined over the years at MicroTech not only allows them to offer customers solutions that will meet their needs today and in the future, it allows them to do it better, faster and cheaper than a large majority of our competitors. Along with several patents that MicroTech owns and were developed in house, MicroTech is able to deliver best in breed Telecommunications Services, Solutions and Integration, Cyber Security Solutions, Cloud Computing, Technology and Professional Services, Network Systems Integration, R&D, and Financial Services to the customers.

The company consistently strives to know, understand and stay ahead of their industry’s needs and requirements; trends and directions. These technologies may include Big Data, Citizen E-ID, Digital Platforms, Edge Analytics, Enterprise Agile Transformation, Next-Generation Cloud Computing, Internet of Things or IoT, and Web Scale IT. MicroTech plans to remain an innovative leader – in areas of patents, practices, processes and methodologies –hyper-focused on creating and deploying enterprise level infrastructure solutions to our customers. Since the award of EIS the company has been engaged in literally dozens of “deep-dives” with their partners discussing the almost endless possibilities of benefits they can bring customers leveraging their combined strengths. “I would say that our ability to bring together industry leading technology and telecommunications customers into a single solution is one of our biggest differentiators. I would like to re-emphasize the importance of knowing your industry’s needs and requirements; its trends and directions and that is how we can reach great heights and take the organizations towards productivity,” concludes Jimenez.

MicroTech

Management

Tony Jimenez
Founder, President, CEO

Description

MicroTech provides infrastructure and systems integration, product services and solutions, communication and mobility solutions, technology and network solutions, training center and MicroTech Financial Services.

In his more than two decades of industry experience, Todd Skokan, President and CEO of BirdDogHR, an Arcoro company, always had a knack of maintaining relationships with industry leaders through past positions, which have today attributed to the success of BirdDogHR. Through these relationships, Todd has brought on several members of the BirdDogHR leadership team and with thiscombined leadership team experience Todd has built a booming company in all aspects – culture, innovation, productivity and success. The steadfast leader has always looked for ways to engage employees and enrich their lives both in and outside of work. By doing what’s best for employees each day, Todd has created a trusting and tight-knit company culture that encourages employees’ to collaborate with each other, enhancing the solutions BirdDogHR customers need and desire.

BirdDogHR offers a complete talent management SaaS solution. The company’s core industries are the skilled trades: construction, engineering, manufacturing and utilities. The BirdDogHR integrated talent management solution addresses each of the aspects that impact employers. “By automating HR processes, employees are empowered to develop and scale high-level strategies that can help companies compete. When you hire the right people, engage and retain them, there’s no limit to the productivity and growth that can be achieved,” explained Skokan. “We offer solutions to help companies automate and manage employee applicant tracking, onboarding, performance management, learning management, and succession planning,” Their managed services team offers extra hands on deck when pressing customer needs arise. This includes multiple recruiting packages, employer branding consulting and more.

” We offer solutions to help companies automate and manage employee applicant tracking, onboarding, performance management, learning management, and succession planning. “

The company’s software and services help firms find skilled employees and retain them, while creating an engaged workforce and promoting employee development. TheBirdDogHR hire-to-retire solution helps companies proactively combat the worker shortage by automating many manual employee relations tasks and recruiting processes. This allows leaders to focus more of their time and energy on creating proactive strategies to boost their company culture, strategy and productivity.

In an instance, one of BirdDogHR’s customer, SpawGlasshad seven locations with eachjob ad and candidate application being funneled through one HR administrator, who was also responsible for calling applicants and scheduling interviews for the hiring managers at each location. It was a very time-consuming and unorganized process until they implemented the BirdDogHR Applicant Tracking System (ATS). The ATS streamlined their recruiting processes and the HR team was able to work on more high-level strategic projects as a result. The HR department now has 15-20 hours added back into their work week. With this extra time, they are able to work on strategic projects focused on employee attraction, engagement and retention.

Todd is also very customer-centric and through his leadership, BirdDogHR has secured a relationship with the Associated General Contractors of America, which provides opportunities for BirdDogHR team to connect with companies in construction. BirdDogHR has been an official Affinity Program Provider to the Associated General Contractors of America (AGC) since 2014. In 2018, BirdDogHR pledged to support AGC their philanthropic mission to support Warrior Canine Connection (WCC). WCC takes a holistic approach in training service dogs for veterans returning to civilian life. Through WCC, veterans themselves train the dogs that will assist other veterans with PTSD-related injuries. BirdDogHR has contributed financially to WCC, and aims to continue supporting WCC through SaaS-related initiatives that will allow WCC employees to function more seamlessly.

With the acquisition of InfinityHR by Arcoro, the future days look extremely promising for customers in 2019 and beyond. Arcoro (BirdDogHR, InfintyHR, and ExakTime) will be able to offer a full HCM solution that will allow customers to not only innovate talent management processes like recruiting, onboarding, performance, learning and succession planning, but to also include administrative pieces like benefits administration, core HR, time and attendance, and payroll. Arcoro aims to become the one-stop human capital management solution for high-compliance industries.

BirdDogHR

Management

Todd Skokan
President & CEO

Description

BirdDogHR simplifies talent management for hard-working organizations by providing recruitment and applicant tracking, onboarding, performance management, learning management, succession planning and managed services—with reporting for compliance included.

Neena Dasgupta, CEO& Director of Zirca Digital Solutions, can be described in two words: visionary and innovator. Neena has been at the forefront of the digital marketing and advertising industry, straying abreast of change by embracing new technology, building disruptive products and businesses, and translating brilliant ideas into real opportunities. Throughout her professional tenure, she has sought to convert complex opportunities into successful business outcomes. Her visionary approach has led her to build two disruptive products, ContentdB and ContentiQ, both of which are set to revolutionize the content landscape in India and globally. She has pioneered multiple such projectsthrough her organization Zirca–a global digital solutions provider that provides state-of-the-art digital advertising and content solutions to major brands. Her mission is to make Zirca a global digital communications company that can facilitate efficient and effective conversations, and to make science and analytics the backbone of brand conversations.

“With data behind your communication strategies, you’ll be able to better connect your audience to content, products and services that matter to them.”

The award-winning ContentdB—Asia’s first integrated native advertising management platform—helps create, target, distribute, optimize and manage content campaigns across search, social and content discovery networks from a single dashboard. The platform delivers optimal levels of efficiency, impact and user convenience, resulting in an inevitable competitive advantage. ContentiQ, on the other hand, is a pivotal tool for media planners and advertisers that uses the power of psychographics to create robust audience-driven content plans. It empowers media planners and advertisers with the knowledge of who their audience is, where they can be found, what they are looking for, what kind of content they prefer, what content formats they are most likely to consume, and how their needs and preferences affect their online behavior.

Under Neena’s astute leadership, Zirca has developed a new metric, Reach Depth Multiple (RDM), which will prove to be a significant step forward in media planning; it will help marketers reach the right audience on the right platforms.

An innovator to her bones, Neena was nicknamed ‘The Sixth Sense’ while she was at the BBC India, heading advertising sales. Her tenacity and extensive industry experience have been instrumental in expanding and scaling Zirca’s footprint. Her ability to engage with key clients like The Economist, Microsoft, MediaMath, Fast Company and Inc.com is a testament to her nuanced understanding of technology, products and solutions across diverse digital platforms. Her leadership acumen is evident in the support she offers, enabling her team to work collaboratively while encouraging individual achievement at every turn. At Zirca, Neena has ensured the company remains agile by investing in the right people, by empowering them and by enabling them to align with the company’s purpose and vision. She has firmly established accountability and ownership throughout the firm, providing people with clear paths and resources for developing skills and core competencies. She has also initiated the “Clarity Framework” which is both a keystone habit and an operational ethic that empowers every employee to have a clear vision of the company goals, and decidedly work towards transforming the organization into an institution.

She has been instrumental in bringing data and the consumer back to the center of brand conversations. The company’s two verticals—Content & Brand Solutions and Advertising—function in tandem to help brands craft compelling narratives substantiated by powerful data insights. By capturing necessary data from both sides of the business—content and advertising—Zirca is able to craft superior communication strategies, and is able to initiate conversations where none previously existed.

The company’s culture, therefore, is imbued with the core facets of Neena’s personality. The culture revolves around five convictions—Zirca First, Responsible Freedom, Collaborate, Bias for Action and Ideate. She has ensured her purpose isin alignment with a company that follows a ‘people first’ philosophy where the goals of every individual are in perfect synergy with those of the company. These values have been implemented across all levels of her organization, fostering innovation and growth.

Currently focused on strengthening their technology and data analytics capabilities, Neena is working with the singular goal of delivering smarter solutions in the digital landscape.The purpose is crystal clear, and Neena knows exactly what she is doing when she says “With data behind your communication strategies, you’ll be able to better connect your audience to content, products and services that matter to them.”

Shailendra Tipparaju has always been a steadfast leader and the founder of Strateology, and has taken the company to new heights by leading a team of immensely talented, passionate and humble team. According to Tipparaju, it is very satisfying to see the stamp of the company and the team’s excellence in the products and services that are very positively impacting and enriching the client’s lives daily. “We continue to be forward thinking – anticipating customer needs in advance and creating options’ and look forward to many more years of innovation and multiple industries”, he adds.

Leadership and management style of Strateology has always been values based, culture drives and excellence focused company. Excellence has been the hallmark of their work and results across product deisgn, delivery and support. “Everything we execute is closely measured against the value system that is foundational to us. That is what makes us very appealing to customers, vendors, partners, as well as to our internal teams,” says Tipparaju. Strateology has also institutionalized a transparency and trust in their governance model internally and externally that evokes lot of client and buyer confidence.

The company ensures that they are looking at the solutions and service offerings through the looking glass of their customer. The company has culminated into a leader for creating solutions in the Predictive Analytics, Big Data, Artifical Intelligence solutions that can work in myriad of industries and solve the grown challenges of organizations trying to sieve through mountains of ever growing data to make quick decisions that deliver exceptional growth in revenues and remarkable savings in operations and technology investments to grow. “We have been largely successful in delivering that promise of integrally embedded into client teams. That is why we are very choosy on who we select as clients, and which industries we want to be in,” adds the focused leader.

” Many competitive service companies try to take that ‘integral part of client’ approach, but since we build the product end-end, operationalize the services, understand the market nuances and the consumer, walk more than we talk, we stand out. “

The company has “Strateology Ambassador Program”, where they send the selected key personnel (that best represent what Strateology stands for) and time their visit to client site for a few weeks at very crucial project timeliness when customers needs them, spending time in client site, be part of their core current and future-focused discussions, get a pulse on the current delivery and measure their satisfaction index, make notes on improvements and show results right away. The ambassadors bring back a tangile actionable deliverable that is shared internally, with their client and promise to deliver the same. “Our value system that we adhere to no matter the circumstance, client trust, and our delivery calibre of the highest order. If someone walks into a room and cannot differentiate between a client employee and Strateology employee, we have accomplished our goal,” adds Tipparaju. “Many competitive service companies try to take that approach but since we build the product, understand the nuances, understand the end consumer, understand the client needs, and walk more than we talk.”

Tipparaju tries best to steer the team and coach them the same way to pursue their passions and not be a boring personality but be all round person, enjoy life to the fullest, laugh and learn everyday, stay curious and humble, share and let others grow with you, and always always be respectful to everyone. The leader follows the principals of being optimist for the future, patience to get to results, curiosity to listen and learn, and do only what appeals to their value system, relentlessly following excellence. “Our research and focus on machine learning, Artificial Intelligence and analytics would result in creating technology solutions that will greatly benefit customers on Predictive Analytics to optimize their sales, operations and technology delivery to the fullest. We intend to showcase that fully and be part of, and lead the path in the new information wave,” says Tipparaju

Strateology

Management

Shailendra Tipparaju
Founder

Description

Strateology provides Application Development and Integration services helps customer organizations in development, integration and aligning applications with their business across all technologies.

In this highly competitive environment, organizations of all sizes need to access crucial information like terms of a contract or auto-renewal clauses from within a plethora of data. This often leads to error prone and slow information gathering which can set a company back by facing huge losses. Brightleaf is a highly focused company which solves the most arduous task of extraction of data-points from legacy contracts that can be populated into a Contract Lifecycle Management System (CLM). They do this using a combination of state-of-the-art software technology comprised of Natural Language Processing (NLP), Machine Learning (ML) and Artificial Intelligence (AI) technologies. While software does most of the work, a team of highly specialized lawyers ensure up to 100% accuracy in extracted data points.

This data, when populated into a CLM system, adds tremendous value to the system as the CLM can trigger when the contacts expire, run reports on the extracted data to keep the users in compliance with any regulatory changes, and even find hidden revenue by policing penalty clauses, CPI increases, and other parameters and information. “We extract each and every obligation from contracts, sometimes running into couple thousand paged contracts needing multi thousand data points!” says Samir Bhatia, CEO of Brightleaf. “We have signed alliances and work with most of the CLM vendors – Apttus, Conga, The Corridor Company, Determine, Symfact and others, as we solve a major pain point for their clients.”

” Our view is to use this technology and process in different verticals. We are already in talks with financial institutions and health care providers who wish that unstructured data in their documents can be brought into a structured data base format for queries and reporting. “

The company has focused on having full control of all three dimensions to solve a real problem. Software, People and Process. To give an example, what if someone has mis-typed items in a contract? What if the scan from a paper document was poor that any OCR software fails? That is where the human element comes in. But the duo, software and people, is not enough unless there is a process following Six Sigma principles encompassing it. Brightleaf’s software works at multiple levels. At the highest level, it can be configured to find patterns of words. At the next level, it knows Natural Language – verbs, nouns, plurals, even lemmas. Encompassing that is an AI and ML layer, that can learn as it extracts more information and more documents are processed through the technology. The software, when configured, never misses anything. But there can be a lot of missing and wrong information in the original documents itself which no technology can find.

For instance, For a Class 1 railroad company, Brightleaf extracted data from their track maintenance agreements, including data-points such as the length of track, the mileage marker where the track starts and ends, and whose responsibility it is to maintain that track; the railroad company or the counter party whose property/land the track sits on. It turns out that the railroad company was maintaining the tracks, when in fact the other party should have, and they found millions of dollars of yearly billings that were not done. “We even processed contracts as far back as 1892!” adds Samir.

Brightleaf follows a very stringent process, in which they define in detail not only the data points that need to be extracted but also the format in which the client requires it to ingest the data into a CLM system (rules to follow). With this stringent process, and up-front work, there is nothing left to interpretations or challenges at the end. “Our view is to use this technology and process in different verticals. We are already in talks with financial institutions and health care providers who wish that unstructured data in their documents could be brought into a structured data base format for queries and reporting,” says Samir.

In 1979, Katherine Clarke and Barry Clarke found a need in their local area of Vancouver, Canada. There was a dearth of computerized monthly book keeping services to many small businesses that were busy working and did not have the adequate knowledge to produce the type of financial and accounting information that the local, provincial and federal governments demanded. Katherine and Barry realized this as a potential market and purchased non-exclusive distribution rights to 6 basic modules: GL, AR, AP, IC, OE and SA, and while supporting that market requirement, spent the next few years enhancing the code, making it ready for the Canadian marketplace, and the packages have become Samco s proprietary property. Seeing the market s growing need for SMBs applications, and the huge acceptance of the Personal Computers, they decided to start a company to meet those requirements, incorporating Samco Software Inc.

Today, Samco has created a niche market for themselves as they understand that each company is different from the other and a one-size fits all is not the correct approach. The company finds the most important part of providing a solution is to listen very carefully to the customer, what they are saying, then confirm that what has been heard, is what they said and the follow up on what information, procedures, equipment, and knowledge are they already using and work towards creating a personalized solution.

” Bring us a need and we will fulfill it, as long as it is economically feasible, is our approach “

Samco now offers it clients, in addition to extensive products and services, the Samco Cloud, hosted (SaaS), off-site backups, fully integrated e-Commerce, a custom CRM as well as hardware, networking, anti-virus, network security, Virtual Private Networks VoIP, email, bar-coding and hand-held device applications which are integrated with our applications. “Bring us a need and we will fulfill it, as long as it is economically feasible, is our approach,” says Barry, Co-founder of Samco.

When Samco was founded, the company already had many clients with specific requirements, so Samco enhanced their packages to meet those, new clients came on board, as word of mouth was creating excellent prospects for them.

In an instance, a Major Retail Chain in Macau, SAR, China selected Samco Software to supply their IT needs – hardware, software, training and support for their new retail project. The network spread over three countries and was comprised of four retail stores totaling almost 20,000 square feet, two warehouses and two offices. Samco delivered a complete solution “out-of-the-box” requiring little if any software application customization, integration and development. Samco was tasked to deliver an integrated, end to end solution consisting of servers, workstations and POS terminals with the Samco Power Accounting applications including purchasing, WMS, POS GL/accounting, e-mail and general office applications. Linux was selected for the OS for security and cost reasons.

If it is determined that a certain area of an installation is not currently available from Samco, as a company, they investigate the requirements and appoint a seasoned team to learn what the new requirements would be to meet the need(s) and become proficient in that area, while Samco develops the requirements or obtains authorization/certification that will solve it.

It is pertinent to mention that Samco provides a complete, sometime over-estimated quotation for a solution explains this to the prospective customer and makes it known that they will not be the least expensive solution being offered but they will stand out from the crowd. Complete delivery is the goal at Samco, if there are other issues which come up during implementation; they are discussed and handled at the time, not just at time of invoice delivery.“Our entire outstanding team are developing and expanding our hand-held applications for more portability and faster implementation as well as being available for iOS and Android,” adds Barry.