payroll 36% from 340 to 220 employees, but provided bonuses and other incentives for remaining workers. The new technology and employee incentives resulted in heightened production levels. For instance, productivity, measured in dollars, from roughly $100 per employee in 1995 to $133 in 1996. Next up for Trumark: expansion through acquisition in the automotive industry.
GETTING LEAN AND MEAN
Boston-based Grimes Oil Co. Inc. (No 43 on the BE INDUSTRIAL/SERVICE with $43.5 million in gross sales) has become a staunch believer in doing more with less. The petroleum products and natural gas distributor shrunk its staff 66%, from 12 to four employees, while picking up contracts to supply oil and gas to Gillette Co. and Eastman Gelatine Corp., which processes the chemicals produce film. To fulfill the contractual commitments of more than 50 customers Grimes has increased its number of subcontractors. “We scaled back out of ret sales and battened down our hatches,” explains CEO Calvin M. Grimes Jr. Byreducing overhead so dramatically Grimes has one of the more enviable sales-to- employee ratios among the BE 100s: $10.9 million to one.
Livonia, Michigan-based The Bartech Group (No. 29 on the BE INDUSTRIAL/ SERVICE 100 with $64.8 million in gro
ss sales) has realized roughly 150% growth over the past five years by giving employees away. Bartech supplies the transportation, banking and pharmaceutical industries and utilities with temporary staffers. Its acquisition of CSDA Inc., a full- service technical and computer staffing supplier, has enabled Bartech to provide its clients–among them Ford, Chrysler, General Motors and Florida Power & Light–with technical, engineering and computer staffing support as well as clerical services. But Chairman and CEO Jon E. Barfield believes last year’s real strategic coup was shoring up Bartech’s own employee pool. It snagged Gilbert Scott, a high-ranking black executive at Xerox and a member of Bartech’s board of directors, as the concern’s president and COO. “I think that we are part of an emerging trend among the BE 100s’ second generation to recruit seasoned professionals for top management,” says Barfield, who sees the new hire as instrumental in expanding a real competitive threat to staffing powerhouses like Manpower and Kelly Services.
DRIVING TO THE TOP
To realize their vision on today’s economic highway, many BE 100s CEOs have shifted their enterprises up a notch. They had proved last year, and in previous years, that they are not reckless, lead-footed entrepreneurs but steady drivers intent on reaching their goals. When Reginald English discovered that his company, IntelliSys Technology Corp. (No. 51 on the BE INDUSTRIAL/SERVICE 100 list) had been $2.5 million shy of making last year’s list, he charged his employees with doubling 1995 gross revenues of $15.7 million within a year. The Fairfax, Virginia-based computer services company blanketed public agencies and private companies with sales calls and marketing brochures. It offered incentives to sales representatives to get new accounts and empowered employees to service new and existing customers. Moreover, IntelliSys fully used the executive it hired away from Data General to show top management and sales, services