When Geoff Bost co-founded Engineering Tower Solutions in 2012, the business strategy focused entirely on customer acquisition and retention. Little time was spent defining back-office quality assurance processes and procedures.
“Nothing was more important back then than providing the very best service we could, and to us, quality just meant delivering what customers ordered with no complaints,” says Bost. “Of course, those were simpler times when ETS was a small inspection-only company. Times have changed!”
Indeed, times have changed. Today, ETS operates three specialty divisions with operations in three regions across the country, serving the needs of the industry’s carriers, infrastructure owners, consulting engineering firms, and a raft of contractors of all sizes. And with a headcount expected to exceed 200 in 2022, quality control through process standardization and monitoring has become a crucial aspect of the company’s operational management.
“We recently moved to a decentralized, regional structure that will help reduce some operational inefficiencies and improve communications, engagement, and responsiveness for all of our customers and prospects,” adds Bost. “At the same time, we created, and I assumed the position of Chief Technical Officer, a role which formally recognizes the importance of maintaining quality and consistency across the company, its divisions, and regions as we continue to grow.”
Although the CTO position is a new, centralized role, Bost doesn’t see the need to develop entirely new quality control measures.
“We already have excellent quality processes and procedures in place, so I see this role more as an opportunity to train and mentor our regional management teams, “says Bost. “It is through them, and their attention to quality, that we will achieve greater uniformity across the company.”