How Andrew Sieja has continually worked to grow kCura through different company cultures Featured

8:00pm EDT June 30, 2013
Andrew H. Sieja, president and CEO, kCura Andrew H. Sieja, president and CEO, kCura



Andrew Sieja began his career as a computer programmer specializing in knowledge management solutions and Web storage — and after a few years, the entrepreneur bug bit him. In 2001, he and two friends pooled their resources to form their own software-consulting firm, kCura.

After a few years, Sieja, president and CEO, realized that to be a market leader and to have the highest quality of employees, he had to make difficult decisions that might not be popular. There was a department that continuously launched products lacking the quality necessary for the company to maintain its market position. The situation was personally sticky because the head of the department was Sieja’s best friend and had supported him and kCura since its founding.

Intuitively, Sieja understood that he needed to dismiss his longtime friend and supporter. Persevering through the criticism, he supported the product work from the department. A year later, the product was launched successfully. The department was then functioning as a more cohesive unit, similar to other departments within the company.

The company culture that was created thrived on competition. The employees were passionate about the business and were engaged in Sieja’s vision of being the market leader. As the company grew, the culture has shifted to maintaining its market leadership position through innovation of new products.

Today, kCura’s software products are known in the industry as being able to handle large amounts of data and numbers of users, as being flexible and as having a user-friendly interface.

The company is also known for providing comprehensive employee training and what Sieja calls the “Ritz Carlton” level of customer support.

The company’s strategy differs from its competitors in the sense that kCura looks for long-term partnerships with its clients. The company does not operate project by project, but instead modifies its products to fit each customer and often is in contact with those customers on a weekly and sometimes daily basis.

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