CivilianJobs.com Recognizes Capstone Corporation As A 2010 Most Valuable Employers (MVE) for Military™ Finalist.

 

( Mar 2010) CivilianJobs.com, where America’s military connects with civilian careers, announced today that Capstone Corporation was named a finalist for the 2010 Most Valuable Employers (MVE) for Military™. “This is a great honor and privilege for the employees of Capstone Corporation,” said John McNally, Senior Vice President-Growth. “We are fortunate that we offer employment that attracts and retains some of the best personnel with military experience in the marketplace. Over 75% of our work force has previous military experience, and many continue to serve as members of the reserve component. We recognize what is important to this type of work force – strong core values and ethics, challenging work, opportunities for advancement, a great work environment, and competitive salaries and benefits- and we work every day to ensure each of these conditions are satisfied.”

“I would like to express my appreciation to all of the companies who submitted Most Valuable Employers (MVE) for Military 2010 surveys,” said Bill Basnett, vice president operations, CivilianJobs.com. “Learning about the programs companies use to target, hire and retain military-experienced personnel is gratifying, especially discovering how veterans are helping make these companies more competitive in their respective markets.”

The Most Valuable Employers (MVE) for Military 2010 was open to all U.S.-based companies. The finalists were selected based on surveys in which employers outlined their 2010 recruiting, training and retention plans that best serve military service members and veterans. Winners will be selected from the pool of finalist companies and will be announced May 2, 2010. Both winners and finalists will be recognized on the CivilianJobs.com Web site as well as in the May issue of Civilian Job News, CivilianJobs.com’s world-wide military base newspaper.

Capstone Corporation is a leading global services and solutions provider, supporting customers in over twenty six states and eight overseas locations. Managing their work force from our Corporate Headquarters in Alexandria, VA and a Major Regional Office in Virginia Beach, VA, Capstone satisfies customer operational and technical needs by delivering services and solutions for military and civil operations, enterprise technical requirements and organization and mission support services. Their primary customer focus is within the federal government and the Department of Defense.

Our Military/Civil Operations (MCO) Business Unit is a market leader in executing planning, operational, training and exercise support at the tactical, operational and strategic level in support of homeland security and military mission areas. With experience managing over 25 operations center and supporting over 20 operational planning groups around the world, Capstone offers extensive knowledge and capabilities in current and future operations and plans. Capstone’s Enterprise Systems Support (ESS) Business Unit offers the full spectrum of information technology solutions and support services to meet customer technology, communication and security requirements. ESS also provides mission systems support services to provide professional integration of mission enabling solutions and services.
   
With recent IDIQ win, Capstone Corporation moves up government contracting ladder.

Bill Moore
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Contracts are awarded all the time in government contracting. But one recent win stands out. Recently, Capstone Corporation [1], an Alexandria, Va.-based firm with over 520 employees, was awarded a large IDIQ vehicle with the U.S. Navy’s Commander Navy Installations Command (CNIC). Of the five companies that received the awards, Capstone was the only business with less than a billion dollars in annual revenue. “We’re particularly proud of the award because we’re a small company relative to those firms [SAIC, Booz Allen Hamilton, Serco, and ITT Corporation],” says Bill Moore, CEO of Capstone. The company’s success hasn’t stopped there. In a year marked by increasingly fierce competition for talent, Capstone successfully recruited and added 130 new employees. Recently, Moore shared the secrets to Capstone’s growth since its graduation from the 8(a) program 10 years ago — and how other small businesses can do the same.

ExecutiveBiz: How, if at all, has insourcing and the competition for talent between industry and government affected you?

Bill Moore: We’ve lost folks, but not as many as we might have. There is a strong retention capability within our company. Years ago before Capstone came out of the 8(a) program we made a conscious decision to build the kind of infrastructure that would help employees understand they were employed by Capstone — and not solely working for the contract. We work to provide our workforce and clients with reasons to stay with Capstone. Our motto is, “Working for Your Success.” We say at Capstone if our engagement with a client hasn’t resulted in them being successful then we haven’t been successful either. Clients don’t tend to fix things that aren’t broken or change companies that successfully support their mission success. As well, we work to create a climate where employees feel that they have some security and opportunity for success within our company.

ExecutiveBiz: You’ve credited your management hierarchy with successful recruitment and retention. Tell us about that hierarchy.

Bill Moore: We try to stay lean and competitive. Underneath me is an executive vice president/COO. Under him are two business unit vice presidents. Under them are five directors, then task leads and program managers. So you can reach employees without going through too many levels of management. Our managers are close to our clients and our workforce. That proximity helps us to respond quickly to client requirements, see and recognize the contributions our people make to the client’s success and helps our people to see they have career paths up the ladder. Recognition and response are important parts of performance and retention.

ExecutiveBiz: You’ve partnered with some big names — Booz Allen and Northrop Grumman, among others. What advice can you offer other small businesses for successful partnering with large integrators?

Bill Moore: Be a partner. Do your part efficiently and be low maintenance. Our infrastructure is mature. As a partner, we execute and communicate from a base of experience and understand the prime’s responsibilities. There are three sectors in our service model: operations, growth, and support. The operations folks are client facing and provide direct contract support. The growth people make sure we have opportunities in our pipeline and the right processes to win bids. The support people ensure that we keep our commitments to our employees and teammates. Many of our managers have been in our company over five years. They are mature in their expertise areas and they understand how their role fits into the company moving forward.

ExecutiveBiz: What advice can you offer other small businesses in government contracting in 2010?

Bill Moore: I don’t know if I’m the one to provide advice. However, you need to love what you do because it will be difficult to build a small business in the current climate. If you love what you do and are willing to sacrifice you can build a good business. It’s also important to have the attitude of a student. Be willing to learn. Be willing to listen. Know that you don’t know everything and you will need help, from people and organizations. The marketplace is always changing and you’ve got to be able to change with it.

ExecutiveBiz: In your own business what do you love the most?

Bill Moore: The fact we’ve been able to create opportunity for our people and success for our clients. We created a culture where people could grow professionally and personally. It was a lot easier to do when you have 10 or 15 people and we all could meet in the same office. With 500 people, it takes a little more work. I frequently say to my managers we have to get the same results even though we will need to use different mechanisms. That’s really a driver at Capstone, continuing to get the results that have made us successful

ExecutiveBiz: What books, if any, help your managers generate greater results?

Bill Moore: Jim Collins’ recent books, How the Mighty Fail [2], which talks about the large public, successful companies who’ve had difficulties because of mistakes they’ve made. He does a good job pointing out how that can occur. I’ve had managers read Good To Great [3] in the past and that helped to establish a common organizational base for the company. Even though we’re not publicly-held there are lessons to be learned, particularly about not getting too comfortable

ExecutiveBiz: This past year cemented Capstone’s groundwork. What can we expect from you now in 2010?

Bill Moore: We will continue to provide situational awareness, military operations support, mission support services, planning, and exercise support. We think these types of services and senior level expertise will be needed more than ever in the near term. You can expect us to be very competitive from cost and performance perspectives, and challenge for a bigger portion of the pie.

ExecutiveBiz: Beyond the halls of Capstone, do you have any personal goals for 2010?

Bill Moore: To recapture some musical ability that I had. I was a guitarist for a number of years prior to starting the company … I put that away but I have a desire to pick it up again now. I’ll let you all know in a couple of years how that’s coming.

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Capstone Named an Inc. 5000 Company for Second Consecutive Year

( Aug 09) Capstone Named an Inc. 5000 Company for Second Consecutive Year. In its September 1st, 2009 edition, Inc. Magazine ranked Capstone Corporation as number 1,706 on its annual ranking of the 5000 fastest- growing private companies in the country. Capstone’s median growth over the past three-year period was 186%, earning the company this prestigious recognition. It is important to note that Capstone increased its position as a fastest growing company by 1,354 in 2008 (From 3,060 to 1,706). Capstone attributes this recognition to our work force for creating a reputation that creates demand for its services and sustain a growth rate worthy of national recognition.
   
Capstone Corporation Recognized on Black Enterprise 100 List

(Jun 2009) Capstone Corporation Recognized by Black Enterprise Magazine as 86th Largest Black-Owned Industrial/Service Company in America for 2009. Capstone Corporation is recognized as the 86th largest Black-Owned Industrial/Service Company in America in the June 2009 issue of Black Enterprise Magazine. This is Capstone’s first time breaking into the annual Black Enterprise 100 list, and reflects the strong growth of the company over the past three years. Based on 2009 projected revenues, Capstone expects to move up on this list in 2009. Capstone attributes our success and growth to the quality of our work force and their contributions to our growth programs.

“ Bill Moore, President of Capstone Corporation, receives the Inc. 5000 Award at the Annual Awards Dinner.”

(Aug 08) Capstone Named an Inc. 5000 Company. On August 20th, 2008, Inc. Magazine ranked Capstone Corporation as Company number 3,060 on its annual ranking of the 5000 fastest- growing private companies in the country. According to Inc. the 5000 companies that made the list reported aggregate revenue of $185 Billion and a median three-year growth of 147%. Most important, the 2008 Inc. 5000 companies were engines of job growth, having created more than 826,033 jobs since these companies were founded. According to Jim Melloan, the Inc. 500 Project Manager, this “ selection gives an unrivaled portrait of young, underreported companies across all industries doing fascinating things with cutting-edge business models, as well as older companies that are still showing impressive growth.” Capstone’s median growth over this three-year period was 211%, earning the company this prestigious recognition.