Over the years these principles have guided us on hiring decisions, new business decisions, raises, bonuses, benefits, policies, etc. Everyone we hire is interviewed for compatibility with these principles, especially their willingness to work in a company that does not rank employees against each other.
With our Guiding Principles in place, MSI added employees, moved to larger offices and expanded our skills. For the first several years, MSI intentionally worked as a subcontractor on a variety of customer projects. In this role, we were able to minimize the risks associated with too many employees in one specific area and to maximize our ability to understand new business opportunities. Over time, the positive reputation of MSI’s employees continued to grow and the company was able to move toward having MSI employees to work together on project teams. By early 2012 we had several tasks staffed entirely by MSI personnel and the products delivered were a direct reflection of the skills and knowledge of our team.
In 2006, MSI became an Employee-Owned Company. As employee-owners, everything that increases the value of the company is of direct benefit to everyone. Sharing the risks, rewards, choices, and opportunities with everyone has made MSI a stronger and more dynamic company.
2006 also saw a major change in leadership as Betsie became CEO, Roland became President, Barbara Cain joined MSI as the new Vice President for Operations, and Cheryl White became the Vice President of Finance. This change reflected the reality of our increasing size and the need for more senior leadership. In 2011, Roland became the President and CEO, and Betsie became the Chairman of the Board of Directors.