Jeff Handy is the president of information technology company, Fulcrum IT. Responsible for the overall vision and performance of the firm, Handy’s top three priorities when making decisions for the company include its employees, clients and shareholders. The executive recently spoke to Executive Biz about his challenges, the company’s goals, the one thing his firm does better than anyone else in the same industry and why developing culture within the company is so important.
ExecutiveBiz: Of all your responsibilities what do you consider your most important task of the day?
Jeff Handy: It’s pretty easy. It starts with our employees and making sure they are taken care of and after that just making sure the decisions that I need to make aren’t holding up progress or the ability of our people to do their jobs. If our people are capable of doing their jobs and are taken care of I think the rest of it kind of takes care of itself.
ExecutiveBiz: What challenges do you find in your position?
Jeff Handy: I think the primary one, especially with the growth rate we are experiencing is maintaining our vision and focus. We’re seeing opportunities every day and we want to stay true to our mission and vision statements. We have to spend a lot of time evaluating opportunities to make sure that they are aligned with where we are headed.
ExecutiveBiz: What does your company do better than anyone else in the same market?
Jeff Handy: I think training – when you look at Fulcrum IT you’ll see that we probably have the most aggressive training program in the market space. A facet of that is since I’ve been the president and CEO of the company we’ve never turned down a training request of an employee. I would challenge anyone in this market space to be able to say that. We literally have not turned down a training request and we encourage it of our employees. It benefits them professionally and it benefits our clients as their skills are enhanced and then of course it benefits the company in what we are able to deliver to the clients. When I think about the balance between the three stakeholders I go back to training – its one I feel is a no brainer so we’ve invested in that.
ExecutiveBiz: Where would you like to see Fulcrum IT in five years?
Jeff Handy: The patented answer is we want to be an “X” million dollar company and I’m sure that’s what a lot of CEO’s would answer. We would like to be a $500 million company but I think perhaps more importantly we want to be regionally branded on the east coast as the top provider of IT solutions to the federal government. I think that driving the brand will take care of our other goals. That would be where we would like to be in five years.
ExecutiveBiz: Is there anything else you would like to add about your company, about yourself, about your employees or about what you do?
Jeff Handy: If there were any one thing I would add is, I’ve never really spoken to anyone outside of the company when I deliver a briefing or overview of the company without mentioning culture. We’ve tried to develop a unique culture here; one that includes our employees and their voice. We bring 10 percent or 15 percent of our employees in for conferences once a year to tell us how we can improve, what’s keeping our clients awake at night and contribute to the direction of the company. I think the culture is one of inclusiveness, transparency and integrity and also one where we take care of our employees and their professional goals.
ExecutiveBiz: That’s really different – companies actually caring about their employees.
Jeff Handy: We care and believe the collective minds will be far greater than any one executive might understand about where we should be headed. I think the collective thinking that we encourage here with our employees is unique and part of who we are.