A $300M company scaled by centralizing non-core functions and keeping frontline staff focused on two things: making the sale and installing the product. Clear role definitions let employees help each other. Regular managers' meetings reinforced the system.
People are one of the biggest expenses on your payroll. That's why we centralized everything. As we grew larger, people were managing one thing, which is getting the sale and getting it installed. We always talk to managers about it at the managers' meeting. We're only asking you guys to do those two things. We take care of everything else for you. And I think it's important that you get your business organized to the point where everybody understands what their job is and that they can, they can help each other if needed.
