Photo of Phil Nolan Phil Nolan CEO Stanley In the 12/07/2006 edition of ExecutiveBiz we had a chance to catch up with Phil Nolan, CEO of Stanley. Phil Nolan worked his way up at Stanley and became CEO in 2002. He successfully led the company going public in October and is a graduate of the Naval Academy. The company was 100% owned by their employees with no outside investors into the public offering. With a run rate of 400M, 2,300 employees the company is poised for future growth and acquisitions.

ExecutiveBiz: Tell us about your background and how you became CEO of Stanley. Phil Nolan: I was born and raised in San Antonio, Texas and attended the U.S. Naval Academy. After graduating, I went into the Navy’s Nuclear Power Program. I served on a Los Angeles-class fast attack submarine for about three years and ended my active duty service as a program manager for the submarine-launched Tomahawk cruise missile program. After the Navy, I joined Stanley, which was a 20-person company at the time. That was about 18 years ago and I’ve worked my way up as Stanley has grown. I’ve been CEO since 2002. ExecutiveBiz: The company recently went public, correct? Phil Nolan: Yes, the company went public in the middle of October on the New York Stock Exchange. It was quite an interesting and rewarding experience. We levered the company earlier this year to complete our acquisition of Morgan Research Corporation. Going public was a way to pay off our existing debt and position ourselves to continue executing our growth strategy, which calls for strong organic growth coupled with strategic acquisitions. Going into the public offering, we were 100 percent owned by our employees, there were no outside investors. It’s been a cultural shift, but the positive enthusiasm I’ve observed and sensed from our employee-owners has exceeded my expectations. ExecutiveBiz: What is the company approximated for revenue? Phil Nolan: Our current run rate is approximately $400 million. We have about 2,300 employees at more than 100 locations around the world. ExecutiveBiz: How has your experience in the Navy helped you be CEO of Stanley? Phil Nolan: My Navy background helps me in several critical ways. First, my work as a program manager for a major system acquisition helps me to understand the challenges our customer base faces in carrying out their procurement responsibilities. When I was in the Navy, working with contractors every day provided me with a good understanding of the selection process and what it takes to achieve successful results in the government-contractor partnership. Secondly, the Navy helped me to appreciate the fundamental values of teamwork and leadership. Both are essential, whether you’re the CEO or the Commanding Officer. ExecutiveBiz: What is your plan in the next 18 months for the company? Phil Nolan: We’re focused on executing our growth strategy. As I stated earlier, it is a combination of strong organic growth supplemented with acquisitions. We find good companies that are growing as fast or faster than we are and that have capabilities and contract vehicles that complement ours. ExecutiveBiz: What do you look for in an acquisition? Phil Nolan: Beyond the basics that I just mentioned, we have to find a good cultural fit. Our business is all about our employees and we have to find companies that we believe share our culture and will be able to work in the combined entity as a team. ExecutiveBiz: What is the culture like at Stanley? Phil Nolan: Lots of us have been here for quite a while. We put a great deal of emphasis on taking care of our employees. We’re like a family. Our culture has certainly evolved over time as we’ve grown from a 20-person company to a 2,300-person company, but we’ve worked hard to remain true to our core values of commitment, integrity and results. These are not easy to live up to 24-7, but our culture is built upon finding those people who can and putting them in positions to lead others while recognizing them for adding value to Stanley. ExecutiveBiz: How do you feel about working with small businesses? Phil Nolan: The government space provides a lot of incentives for small businesses to form and exist. We’re continually on the lookout for small businesses that will make good partners. We are interested in working with companies that bring something to the table. ExecutiveBiz: What’s your biggest challenge? Phil Nolan: The biggest challenge most of us face in this space is the competition for resources. The unemployment rate in the Washington, DC area is essentially zero. The challenge of holding onto our good people while continuing to attract the best talent is at the top of our agenda. ExecutiveBiz: How is your leadership style? Phil Nolan: I’m very direct. I tell people what I expect, but I’m not a micromanager. I like to issue broad guidance and surround myself with very good people who can execute. ExecutiveBiz: Who are your biggest customers? Phil Nolan: Two of our largest customers are the Army and Department State. We do a lot of work with the State Department’s Bureau of Consular Affairs/Passport Services Directorate and are heavily involved with servicing many different aspects of the Army’s logistics chain. ExecutiveBiz: What is something most people don’t know about you? Phil Nolan: I like to participate in offshore yacht races. I like to race sailboats in the open ocean. The last race I entered was from San Francisco to Kaneohe, Hawaii. It took 12 days in a 40-foot boat. For more information about Stanley, visit www.stanleyassociates.com. Interview with Phil Nolan conducted by JD Kathuria. Enjoy this interview? Digg It! Check out more Executive Spotlights ...