Past Winner Stories
Technology Partnership Group
www.techpg.com
Technology Partnership Group, Inc. is a woman-owned, Indiana-based program and management consulting company specializing in the planning, development and implementation of information management systems far public sector health and human services programs. Since 1992, TechPG's winning combination of people, technology and knowledge has helped customers harness the power of technology to improve the delivery of program services. With a complete understanding of the systems development process and experience with a wide variety of technical environments and solutions, the company's services include system planning and review, system development, testing, training, implementation, and program and management consulting.
The company is creating a new software system product, KAURI, far use by state child support enforcement programs. The company is also expanding its services to other highly regulated industries in the public and private sectors.
One of the mast fundamental challenges to TechPG has proved to be moving the company beyond the confines of the owners/operators functioning as the primary consultants and most valuable commodities of the company to a thriving professional consulting practice whose strength lies in the depth and breadth of experience of many talented employees.
Recognizing that opportunities were being missed because they could not devote enough time and attention to marketing and recruiting activities, the founders evaluated possible options and made an important decision in late 1998: one of them needed to pull out of consulting to focus an growing the company to meet market demand. Beginning in early 1999, TechPG's founders began to focus on growth activities. Terri Eakins moved into a non-billable role to begin the extensive work of networking within the health and human services industry to identify potential business opportunities, to establish strategic partnering relationships with other companies, and to find and recruit tap consulting talent.
Foremast in the minds of the founders was enabling key employees to participate in the development and execution of these strategies by forming a formal management team. With the addition of each new project, profits generated from the increased revenue were used to fund additional business development staff. Members of the management team were used to fill the first formal recruiting and marketing positions. Within three months, a formal recruiting plan was in place and being successfully executed. The pool of candidates interested in working with the company increased by 1000 percent. The efforts in the area of marketing and sales also began to pay off. For the first time in the company's history, the right resources were available at the time that new work opportunities presented themselves.
With each expansion, the need to formalize TechPG's human resources activities became evident. Standardizing forms, processes, and procedures in a way that reflected the company's caring, family-focused culture was the next task. This effort reduced the amount of time being spent on human resources activities by creating repeatable, easy-to-understand processes that could be executed by someone other than one of the founders. Employee satisfaction and customer satisfaction, based on verbal feedback at formal review meetings, is high and as a result, expansion is continuing at the rate of two consultants per month.
The company is creating a new software system product, KAURI, far use by state child support enforcement programs. The company is also expanding its services to other highly regulated industries in the public and private sectors.
One of the mast fundamental challenges to TechPG has proved to be moving the company beyond the confines of the owners/operators functioning as the primary consultants and most valuable commodities of the company to a thriving professional consulting practice whose strength lies in the depth and breadth of experience of many talented employees.
Recognizing that opportunities were being missed because they could not devote enough time and attention to marketing and recruiting activities, the founders evaluated possible options and made an important decision in late 1998: one of them needed to pull out of consulting to focus an growing the company to meet market demand. Beginning in early 1999, TechPG's founders began to focus on growth activities. Terri Eakins moved into a non-billable role to begin the extensive work of networking within the health and human services industry to identify potential business opportunities, to establish strategic partnering relationships with other companies, and to find and recruit tap consulting talent.
Foremast in the minds of the founders was enabling key employees to participate in the development and execution of these strategies by forming a formal management team. With the addition of each new project, profits generated from the increased revenue were used to fund additional business development staff. Members of the management team were used to fill the first formal recruiting and marketing positions. Within three months, a formal recruiting plan was in place and being successfully executed. The pool of candidates interested in working with the company increased by 1000 percent. The efforts in the area of marketing and sales also began to pay off. For the first time in the company's history, the right resources were available at the time that new work opportunities presented themselves.
With each expansion, the need to formalize TechPG's human resources activities became evident. Standardizing forms, processes, and procedures in a way that reflected the company's caring, family-focused culture was the next task. This effort reduced the amount of time being spent on human resources activities by creating repeatable, easy-to-understand processes that could be executed by someone other than one of the founders. Employee satisfaction and customer satisfaction, based on verbal feedback at formal review meetings, is high and as a result, expansion is continuing at the rate of two consultants per month.