Thought Leadership on Peer Advantage presented by Vistage Worldwide and SmartCEO.
When Anthony D’Ambrosi took over as president of Bell Techlogix, there were some fairly big-ticket items on his agenda. Like, for example, identifying potential areas for the IT solutions provider to grow and scale its services, as well as figuring out how to differentiate it from competitors. D’Ambrosi investigated this all while bringing the company’s operating model into today’s complex marketplace.
Having played a major role in building and growing global technology operations, D’Ambrosi was just the man Bell Techlogix was looking for strategically. With him came global information, technology, communications and professional services leadership experience from 25 years working for multibillion-dollar companies. And, he knew what the Indianapolis-based company would need to transition into a more comprehensive technology solutions provider.
Talking It Out
As is often the case when an organization decides to venture in new directions, the challenge to preserve a proud legacy, while infusing it with fresh ideas and concepts, is a tough line to walk. Fortunately, D’Ambrosi knew from day one that he had to do one thing — over communicate.
“My mission was not to tear apart the organization and bring in this whole new batch of leaders,” D’Ambrosi says. “But we made it clear there will be change. It will be incremental. We will communicate why, and what’s happening along the way.”
He connected with the company’s existing leadership immediately, making sure their voices were heard, as well as hand-selecting talent for the new positions. Culture was a huge concern. D’Ambrosi values collaboration. To become an innovative and highly integrated organization that put clients first, breaking down silos and opening up lines of communication was imperative.
The company also underwent a major rebranding effort after evaluating its space in the market. With client-relationship development and management now at the epicenter, Bell Techlogix lives by a four-pronged philosophical approach, guided by client intimacy, operational excellence, people development and innovation. It has even opened up an official office of innovation to stay ahead of the game.
Finding rare air
Switching strategic gears has worked out well for the IT leader. Gartner recently recognized Bell Techlogix, in the new 2015 Magic Quadrant for End-User Outsourcing, North America. The company was one of only 19 service providers that were recognized in this comprehensive report.
Gartner is one of the top independent research groups covering the IT industry. It assess, analyze and rank service providers, compiling a “who’s who” of the IT industry. CIOs often use the report as a guideline when selecting service providers.
“This is the first time ever that we were considered, invited and selected,” D’Ambrosi says. “Once you appear, you become very visible in the marketplace.”
The achievement, he explains, is a testament to the organization’s focused, client-centric approach in the marketplace; recognizing its onshore domestic delivery model, flexibility around client requirements and direct engagement at the leadership level.
Going against the grain
Their onshore model is something that has earned the company a lot of praise recently. In an industry fairly well known for outsourcing much of its labor to places like China and India, Bell Techlogix sticks out because it doesn’t. Instead, it serves as proof that you can build a successful IT company onshore in the United States and provide effective, affordable service without going offshore. The company has found that locating its operations in the U.S. has positively impacted client satisfaction to such a degree that it gives their customers a competitive advantage.
Since taking the reigns in 2012, D’Ambrosi and his team have engineered some transformative shifts in how Bell Techlogix operates, but there’s more to be done. And, as he continues to think it all through, he will lean on his Vistage group for support.
“The topics that Vistage cover, whether it’s regulatory issues, trends [or] sales, have really helped me shape my thinking in how we deal with different strategic topics,” he says. “The networking aspect has also been hugely valuable.”
To this point, the company’s growth has mainly been organic, but D’Ambrosi says that may change soon as he looks to forge strategic alliances — like its already done with AT&T — and make acquisitions.
“We’re never finished. We have to continuously invest in our portfolio,” he explains. “I’m really a proponent of focused execution. Be pragmatic about what you can accomplish. There are so many options for what you can do. I really focus on what’s going to make an impact and rally my high performance teams around that. I’m always thinking about the outcomes I can help drive.”