|
ExecutiveBiz: Briefly describe your background and what your role is at Stanley?
George Wilson:
I am a 1979 Naval Academy grad with a bachelor’s degree in electrical engineering. While in the Navy, I served on a number of submarines and my last tour was with the Tomahawk cruise missile program from 1984 to 1986. Around that time, I also received my MBA from George Washington University. In 1986 when I left the military, Phil Nolan, Stanley’s current Chairman, President and CEO, assumed my position with the Tomahawk cruise missile program and that’s how we got to know each other. I have been with Stanley since April 1989.
My role at Stanley has included everything from Program Manager to Vice President to Executive Vice President, with a lot of focus on the sales and marketing side of the business. I’m also very much involved with formulating Stanley’s strategic direction. My title is Executive Vice President Strategic Operations. I also serve on Stanley’s board of directors.
ExecutiveBiz: You and your CEO both have a Navy background. Is there anything specifically about your Navy background that has helped you to excel in your career?
George Wilson:
A common background provides a framework of reference. We understand the benefits of hard work and working as a team. We’re very fortunate to have employees who have this mindset, and they don’t have to necessarily come from a military background. We have great leaders in the company who don’t have any military experience, but share the view that it’s important to get involved in something larger than yourself and to share in a common mission.
ExecutiveBiz: What are some of the hot trends you’re tracking that will have a major impact on your customers over the next 12-18 months?
George Wilson:
We’re focusing on passport and citizen services, Army reset programs, and enterprise systems. With Army reset, whether the war ends in the near or long term, there’s a lot of equipment that needs to be brought back, refurbished and returned to standard. Our focus on enterprise systems involves any kind of system that we can evolve for our customers; systems that can be enhanced with applied technology, to reduce the costs associated with accomplishing their mission and provide better services to their system users. So, the hot trends are applications and technology across the board, specifically focused on these three major areas.
ExecutiveBiz: What’s your view of what will happen over the next 12-18 months in the government services M&A space?
George Wilson:
Recent changes in legislation regarding small business have led to some new twists but acquisitions are a part of everyone’s current strategy and I think they will continue to be so.
ExecutiveBiz: One of the things that people always talk about in acquisitions is culture. How would you describe the culture at Stanley?
George Wilson:
It’s what I talked about earlier in terms of a hard-working culture. We enjoy the work that we do and we feel it’s important. We are very proud of the products and services we provide to our customers and the opportunities that our company’s growth provides to our employees and their families.
ExecutiveBiz: What are the most important criteria that you look at in evaluating any merger or acquisition?
George Wilson:
Probably the same criteria that the seller evaluates as they grow their business. After the financials, which have to be sound, it’s all about positioning the company for growth. We like to see companies that have what we call “franchise positions” with their customers. Some think that you move up a customer’s value chain by providing higher technology solutions. That may be true but if that is all that you provide a customer, then you have not truly moved into a business partnership with them. We like companies that are critical to the success of their customer’s core mission. This is important, so that if we come across tough budget times, these will not be programs or contracts that get cut. In addition to financials and positioning, we look closely at the culture of the company.
ExecutiveBiz: What’s your biggest challenge in the business today?
George Wilson:
Organizing, positioning and re-sourcing the company to maintain the growth rates that we have been posting.
ExecutiveBiz: How would you describe your leadership style?
George Wilson:
Mine personally? I am probably more hands off than a lot of folks, although I am sure that there are some who may find humor in that. I like to put processes in place, but I don’t put a lot of boundaries on the folks who are supporting me. I like to make sure they have the resources they need to get the job done but allow them to determine the best way to accomplish the objective.
ExecutiveBiz: Stanley is a public company that is still employee-owned, is that right?
George Wilson:
Yes, we went public in October 2006. There’s a portion of our stock that is held by the public market, but a majority of our stock is still held by our employees.
ExecutiveBiz: How do you think that helps to position the company for the growth you’ve experienced over the past 12-18 months?
George Wilson:
Employee ownership has always been a big part of our culture in terms of everyone feeling like we’re in it as a team and it’s also been important to our senior management in terms of keeping us together. Aside from some recent personnel additions to support our IPO, most of our senior executives have almost 15 years together, here at Stanley. And that’s almost unheard of in our industry.
ExecutiveBiz: What’s your approach in working with small businesses and what advice would you give a small business wanting to partner with Stanley?
George Wilson:
Partnering has always been an important part of our growth strategy and we particularly enjoy partnering with smaller businesses. My advice for a small business is to meet with us face to face. Give us a call so that we can talk about what they do, what customers they support and where we can work together.
ExecutiveBiz: What is something people are surprised to learn about Stanley?
George Wilson:
It probably would be how long our management team has been together and how successful our company has been in terms of growing organically.
ExecutiveBiz: What is something most people don’t know about you personally, George?
George Wilson:
I don’t know. I’m pretty much an open book.
ExecutiveBiz: Stanley was named one of Fortune Magazine’s 100 Best Companies to Work For. What does that award mean to you and how has that helped the company?
George Wilson:
Actually, the process that you go through to apply and the feedback you receive throughout the process were of significant help. It’s a very detailed survey and one of the largest of its kind performed in the industry. Aside from the value of the survey data, receiving the award was really nice because in some way it validated what we have always thought about Stanley. We have always tried to do what is right for our employees. We feel very strongly about taking care of our employees and sometimes that is difficult in our competitive business environment. If you look at the list of 100 companies, I think there are only three or four that are government contractors. The rest are companies like Google, Wegmans, and Nordstrom. These are companies that have very different business models from a company that works as a Government technology and services provider.
ExecutiveBiz: What is your favorite restaurant?
George Wilson:
There are so many great restaurants around Washington but most often, for business – Capital Grille Tysons.
ExecutiveBiz: What is the last book you read?
George Wilson:
“The Nine” by Jeffrey Toobin.
ExecutiveBiz: Who do you admire in business?
George Wilson:
People who are hard working, unpretentious, and always keep their word.
For more information about
Stanley, visit
www.stanleyassociates.com/.
Interview with George Wilson conducted by JD Kathuria.
Enjoy this interview?
Digg It!
Check out more Executive Spotlights ...
|
