![]() At the time, RSI was the third-largest motor freight carrier in the US. At the same time Roadway Express continued its expansion with services to Europe in 1991 and a number of Pacific Rim ports soon after. ![]() In 1990, Viking subsidiary VFS Transportation was closed and Spartan was absorbed into Viking, operating as a subsidiary. In the late 1980s and early 1990s RSI experienced both expansion and contraction as it acquired the largest western US regional carrier, Viking Freight, but closed the unprofitable Nationwide Carriers in 1989. By 1988, RPS covered 70% of the US from 130 terminals. RPS was intended to out-compete the package delivery services of UPS by structuring itself for lower costs. With both truckload and LTL services available via its subsidiaries, in 1985 RSI founded a package delivery service, Roadway Package System (RPS) in Pittsburgh, Pennsylvania. To listen to the full discussion between Richard Pineda, president and CEO of Calibre Systems, and Rich Brady, CEO at the American Society of Military Comptrollers, click the podcast play button below:ĭiscover other The Business of Defense podcasts here. “From our perspective, not only do we work on the key technology offerings, it’s always to be innovative and provide new technological advancements.” “If you look today at the top 100 federal prime contractors, they’re not on the list because they remain stagnant. It’s established a technology roadmap with the aim of helping its customers continue to become more efficient, effective and secure in their financial management - “basically innovating and infusing new ways of using IT, whether it be cyber, identity proofing, data analytics, predictive analytics, DevSecOps or agile,” he said.Ĭontinuing to expand the technology offerings of the business and the skill sets of its employees is essential, he said. Today, the company is on the verge of moving from its designation as a small business to an “emerging large” business, Pineda said. Over the years, through a series of acquisitions, Calibre gained health care, intelligence, cybersecurity and strategic communications expertise. Expanding into new areas, helping agencies transform “The last bit - it’s in everybody’s growth playbook, mergers and acquisitions - is to look at specific companies that can either provide a creative value or a synergy to be able to drive double-down growth where one plus one could equal three,” he said. It allows the company to innovate to drive organic growth, followed by new growth through contract acquisition, and finally expansion through mergers and acquisitions, Pineda said. Sustaining its base business, which runs 70% defense (mainly Army) to 30% civilian work, is the first part of the Calibre approach to growth. “We had the fortune, pleasure and proud moment last year of winning back 97% of our work.” It shows in the high level of recompetes the company wins, Pineda said. Owners care and that plays out in how the company interacts with the agencies and federal employees that Calibre works with. In fact, you don’t even worry about where you park it.” “We’ve all rented cars, right? You know you don’t take it to the carwash and maintain it and do all the things. “We want to operate, think and act like owners, not renters,” he said. The ESOP creates what Pineda called a stickiness to the business, a pride of ownership. The company launched the ESOP in 1994, and by 1998, employees took over majority ownership of Calibre. Army on that same project.” The benefit of thinking like owners versus renters “We still have a core group of folks providing support to the U.S. ![]() “We help manage the planning, programming, budgeting and execution (PPBE) process,” he said, adding that the company has helped the Army evolve - from initially supporting a mainframe operation to expanding to a data center and now migrating to the cloud. The company was founded in 1989 and focused initially on providing support to the Army’s Operating and Support Management Information System, a contract that the company holds to this day. The ESOP has been a major factor in helping Calibre grow, Pineda said. “It feeds 100% the employee owners of the company - to grow the enterprise and value of the company and to accumulate wealth for all our shareholders, which are 100% employees.”Įmployee stock ownership plans (ESOPs) are less common in the government contracting community than they are in the commercial sector, he shared during the American Society of Military Comptrollers’ The Business of Defense podcast on Federal News Network. ![]() “Being an owner of a company, the decisions you make - the plans you make - don’t just feed shareholders on Wall Street or feed private equity,” said Pineda, president and CEO of Calibre Systems. When an employee is also an owner, it changes the dynamic of the entire company, Richard Pineda believes. ![]()
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