This was a nice little interview, and the language being thrown around was what I like to hear. I especially like this quote: “We do the right thing, always, for our customers, employees and those we serve.” Awesome, and I certainly hope DynCorp will live up to such a thing.
Of course it takes work and it requires not cutting corners. The company needs to be connected with what is going on out in the field, and it needs to be proactive. The employees and contractors feedback, along with customer feedback and public feedback, are what is gold to a company, and just as long as the company actually ‘hears’ and ‘acts on’ what is coming into them from these key sensors of company health, they will be able to do great things.
And believe me, if you try screwing over the public, the customer, or your people, and not listen to what they have to say, the word will get out one way or the other. That is today’s reality, and doing the right thing is really all you can do. –Matt
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Craig Reed: “Not your father’s DynCorp”
October 8th, 2009 by JD Kathuria
Craig Reed is senior vice president of strategy and corporate development. Here’s his take on today’s business development environment for government contractors:
ExecutiveBiz: At a time of defense budget cuts, what markets are you pursuing?
Craig Reed: Our vision is to be the leading government services provider supporting US national security and foreign policy objectives. As part of that we have a substantial presence in Iraq and Afghanistan today. That’s an area where we are well-positioned today, we’re performing well, and we’re well-aligned with the administration’s policy priorities. We expect to see that presence continue to grow over the next two to three years, and we are also looking at expanding our efforts with other customers and in other geographic regions that are consistent with the objectives of our vision.
ExecutiveBiz: Where do other markets fit into your strategy?
Craig Reed: We anticipate providing similar types of services for the intelligence community, the international development community, and other foreign governments whose interests are aligned with those of our US government customers. We’re also looking at how we can add value-added capabilities to our offerings. This could be through acquisitions which complement our core competencies, or through additional integration of our current service offerings.
ExecutiveBiz: How are you responding to the current discussion of “inherently governmental”?
Craig Reed: We’ve been actively working with industry associations, such as the Professional Services Council, and directly with the government, to encourage a rational discussion. Above all, we want to ensure that the path taken isn’t a knee-jerk reaction but rather a rational approach that defines inherently governmental and looks to where contractors can truly provide the best value in support of a particular government mission. That said, we’re all about supporting the mission success of our customers and, frankly, in particular areas such as the acquisition arena, we think insourcing makes sense.
ExecutiveBiz: What procedures help you establish a network of allies?
Craig Reed: We just stood up a brand new market intelligence capability from scratch. Instead of taking an ad hoc approach to particular opportunities, we’re taking a strategic approach to business intelligence across our markets, supporting our efforts to assess potential mergers and acquisitions, and creating a capability to help identify new opportunities and compete more successfully. We acquired a great set of market intelligence tools and hired some experienced professionals. Most importantly, we are leveraging our program personnel who are closest to our customers’ needs and the evolving requirements for opportunities in the markets where we play.
ExecutiveBiz: In this economy, how are you finding room for risk and innovation?
Craig Reed: Particularly in the services market, which is sometimes perceived as a commodities business, there is opportunity to demonstrate thought leadership and partnership with our customers. We’re trying to develop innovative solutions for our customers and differentiate ourselves through our successful program execution and thought leadership. For example, we have years of experience and expertise in recruiting, supporting, and delivering international civilian police advising and mentoring, in conflict and post-conflict environments. We have substantial knowledge to contribute to the discussion of how these programs can be made more effective in achieving the policy goals. And while we recognize that there is risk inherent in the type of work that we do, we know that instilling a leadership culture throughout our organization based on core values will go a long way towards mitigating that risk. One of DI’s core values is, “We do the right thing, always, for our customers, employees and those we serve.”
ExecutiveBiz: What’s been the most fulfilling part of your work since starting in December 2008?
Craig Reed: A couple of months ago I had the opportunity to go to Iraq and Afghanistan to see our employees standing shoulder to shoulder with our customers, performing their important missions. We were in each country for about three days. That personal experience helped me better understand the challenges facing our customers and employees in that environment.
ExecutiveBiz: What would you like to accomplish over the next 12 to 18 months?
Craig Reed: Our industry-leading growth to date has all been organic. In the past eight months we’ve stood up and created a merger and acquisition capability, and the company’s performance has positioned it to become an active player in the merger and acquisition environment. In fact, we have just announced an agreement to acquire Phoenix Consulting Group, a provider of specialized training solutions within the intelligence community, a transaction we expect will close during October 2009. Over the next 12 to 18 months I’ll be excited to see the company continue its growth, both organically as well as through further acquisitions.
Story here.