The New BullsEye

When I was appointed CEO in January of 2019, I knew BullsEye had unlimited opportunities to grow and expand its capabilities.  At our core, it is our objective to provide business communication services AND the expertise to deploy and tailor those services for our clients.  Our focus on the know-how to assemble and configure these solutions to operate successfully in a vast array of vertical markets and technical environments is how we differentiate ourselves.

While the technology excites me, I realized the true key to achieving our goals was to focus on our people.  Putting people in positions to be successful was paramount in our plans for growth and expansion.  While not as glamourous as a new product launch, defining and establishing roles and accountabilities for our team was, and is key. 

Establishing this structure takes some time and purposeful action.  We have progressed very well with our team, systems, methods, and behaviors which makes me more excited now, than when I became CEO in 2019.

We also knew that opportunity for our people would be enhanced if we grew so we began a two-phase approach for that growth, organic and inorganic.

In December of 2020, BullsEye completed its first ever acquisition.  The acquisition of Bandwave Systems was executed to bring more scale to our Broadband product line, while integrating expertise in the delivery of broadband services that BullsEye did not previously possess.

With the acquisition of the additional talent, we have realigned and augmented our teams, structured our methods, and documented our processes for the betterment of our performance.  We have made some difficult decisions along the way, but our effort has culminated in our organization to ensure we are ready and prepared for significant growth.

Our development keyed on three main design elements: Client Experience (CX), Partner Experience (PX), Employee Experience (EX).  These design elements created an outside-in focus, as opposed to an inside-out focus.  We are defining our methods and processes applying the filter phrase; “what would that look like to our Client?” or “What would that look like to our Partner?” This creates clarity when deciding on a course of action.  With much of the heavy lifting of our realignment and process definition behind us, we are building our future on a solid foundation.

Establishing KPI’s to measure our progression in this journey is beneficial as well.  We have been tracking our NPS scoring for our client service and repair teams for over a year.  Our weekly NPS score is consistently in the 70’s and 80’s.  This provides us feedback that our support efforts are appreciated by our clients.

We’ve also applied performance metrics in other areas of the business.  While our revenue acquisition teams have always been focused on performance metrics, efforts to simplify those metrics to have our sales teams focus on fewer metrics has aligned the sales team, producing more consistent results by those teams.

We share our corporate performance KPI’s with all of our team on our corporate intranet site.  Visibility of our performance to our KPI’s provides clarify to our team.

My primary focus to align our talented team to provide exemplary service to our partners and clients, while enhancing their skills and enriching their professional lives.