The Maturation of a Company: A CEO’s 10-Year Perspective
Looking back on the past decade as CEO of DPK Consulting, LLC, I’ve come to appreciate the extraordinary journey of growth, innovation, and transformation we’ve undertaken. This retrospective isn’t just a celebration of milestones but a reflection on the principles and practices that have fueled our success. For me, it’s always been about people—their development, empowerment, and alignment with a shared vision.
The Journey Begins
I joined DPK as an employee, but I always approached my role with the mindset of an entrepreneur. I believed in performing not just for the position I held but for the future I envisioned. That forward-thinking approach eventually led to a partnership and, later, sole ownership of the company. This experience shaped a foundational belief for me: success stems from consistently working for where you want to go, not just where you are.
When I took the helm, DPK was a small firm operating out of a converted home in Bound Brook, NJ. The space was modest, but it was our foundation. Over the years, we’ve moved through phases of growth—from that humble beginning to an office in Piscataway and now to a Class-A space in Edison. Each step represented an investment in our team, our capabilities, and our future.
Building a Culture of Growth
At the core of DPK’s evolution has been a commitment to developing people. We’ve created an environment where professional and personal growth are not just encouraged but expected. Training, clear processes, and access to resources are part of our DNA, but true growth comes from within. We’ve seen our most driven team members rise by embracing challenges and taking initiative.
We empower our staff by providing them with the tools to excel. Whether it’s giving them keys to the building, technical training, remote access to our systems, or opportunities to practice and refine their skills, we foster a sense of ownership and responsibility. This philosophy mirrors my own journey of earning licenses across multiple states and continuously learning. It’s what I refer to as “managing up”— or taking control of your own success.
Innovating for the Future
Innovation has been a key driver of our growth. We’ve embraced cutting-edge technologies, such as 3D scanning and drone-based solutions, which have transformed both our operations and deliverables. These advancements have allowed us to redefine our value proposition and expand our services. Additionally, internalizing IT functions has enhanced our agility and efficiency.
Health and safety have also been a cornerstone of our operations. For over a decade, we’ve been recognized in consecutive years by New Jersey’s Governors Occupational Safety and Health Awards Program. We’ve evolved from relying on external consultants to tailoring training and education internally, embedding safety into our culture. Achieving certifications with organizations like Avetta and ISNetworld further underscores our commitment to quality and safety.
Strengthening Partnerships
Our relationships with customers and industry partners have been instrumental in our success. We see every project as more than just a job; it’s an opportunity to align culturally and operationally with our customers. By understanding their goals and designing processes to meet them, we’ve become trusted extensions of their teams.
Participation in industry associations has also been a priority. Over the past several years, I’ve grown through my involvement with the New Jersey Society of Professional Land Surveyors (NJSPLS), where I currently serve as President of the Board. Supporting organizations like NJ LSRPA, Brownfield Coalition of the Northeast, and others has deepened our connections within the industry and broadened our impact.
A Vision for Growth
As we’ve matured, our capabilities have expanded significantly. What began as a small operation focused on a mix of residential and commercial jobs has grown into a firm licensed in five states, tackling complex, multi-phase projects for major customers. This growth has mirrored that of our customers, enabling us to support them as they expand into new regions.
Reflecting on Leadership
One of the most significant steps in our journey was bringing on Ray Hyman as COO. As a CEO focused on growth, I’ve learned the importance of delegating responsibilities. Ray has introduced highly efficient processes, allowing me to concentrate on strategic initiatives, customer engagement, and mentoring the next generation of professionals.
For me, growth isn’t just about revenue. It’s about the development of individuals, the collaboration within the team, and the momentum generated by a maturing organization. A business is a living, breathing entity that thrives on continuous improvement and alignment with its stakeholders.
Gratitude and Excitement for the Future
As I reflect on the past 10 years, I’m filled with gratitude for our customers, team members, and partners. Their trust and contributions have been the cornerstone of our success. I’m excited about the next decade—to continue refining our processes, investing in our people, leveraging technology, and strengthening our alignment with customers.
With this article, my hope is that other small business owners who face similar challenges around culture development and growth can benefit from some part of this. Building a strong, empowered team and fostering alignment with clients are universal keys to success. For young professionals seeking to advance their careers, my journey is hopefully a testament to the power of initiative and continuous learning. Together, these efforts demonstrate that with the right vision, commitment, and team, a small business can achieve extraordinary growth and make a lasting impact.
James Heiser
President & CEO, DPK Consulting
