When Rick Pleczko thinks about the office space his company used to be in, he thinks about a college campus. He remembers open houses with barbeques on the front lawn, free beer, a DJ playing music and all his employees enjoying themselves.
Pleczko, co-founder, president and CEO of BBS Technologies, used to throw these parties as a way to thank current employees for hard work and to attract new employees looking to join the $30 million provider of systems management software.
“We have this interesting environment where, since we founded the company, we have been in three turn-of-the-century mansions in this bohemian neighborhood,” Pleczko says. “Everybody loves it here. It’s almost like a college campus-style environment.”
Over the past few years, the company has grown to new heights and in the process, outgrown its current headquarters. The challenge facing Pleczko and his team was to find a new place to conduct business that would keep that college-campus feel.
“Our big challenge was, ‘Gee, one of the unique things about our company and our culture that attracts folks is this campus-like environment,’” he says. “It wasn’t practical for us to add more houses in this space. It just couldn’t be done in the neighborhood. We knew we would have to move to a tower. Our problem was, how do you recreate that culture in a tower?”
Recreating the company culture was a big undertaking. It took collaboration from his 200 employees to find the right place.
“We talked to our employees,” Pleczko says. “Everybody wanted to be in the same neighborhood or close to it. So we were looking for something within a couple-mile radius of where we were. Then it was going to the staff and saying, ‘What features do you want in this new environment? We can’t replicate what we have entirely, but what do you want to do?’”
Pleczko set up a committee of a few employees to get feedback on the type of things they wanted.
“You have to figure out what the key criteria are to maintain and expand your existing culture and get those criteria from the folks that work for you,” he says. “Focus on the staff and get the information and the feedback from the staff. Then you need to engage a good, talented Realtor.”
Pleczko was fortunate. He found a space 1.5 miles away with 70,000 square feet across three floors of a tower with a spiral staircase connecting all floors.
“We have this environment with a spiral staircase and we’re building it out with almost a Google-like campus environment,” he says. “We set up recreation rooms with Xbox connects, foosball tables and table tennis. Software engineers tend to work long and odd hours, so they like that sort of environment. So we built a couple of playrooms on different floors where people can get together and socialize just like they would walking down to the local Starbucks. We were able to replicate to a high degree our culture inside of a tower.”
Not only did BBS recapture its culture in a new building, but the company took a big step forward in its growth by moving to a new headquarters.
“The environment that we had was perfect for when we were in the startup stage to about where we are now,” Pleczko says. “But we are now doing business with some very significant and very large corporate entities. When they came to visit us in those funky houses, they thought it was cute and it was like visiting an ad agency in a brownstone in Manhattan or something. We always looked like we were a fun startup.
“Now moving to this new environment, it gives the impression of we’re a $100 million company. It gives us significant credibility with the environment, the space, the décor, etc. But it still enables us to maintain that culture of innovative startup.”
HOW TO REACH: BBS Technologies, (713) 862-5250 or www.bbstech.com
Not only will BBS Technologies’ new headquarters building allow the company to continue to grow and keep its unique culture, it provides change within the organization.
“Change is good,” says Pleczko, co-founder, president and CEO. “It seems to refresh everybody’s morale and attitude and I think it acts as an inflection point for growth. I’ve been able to say, ‘We’re moving into a space that a $100 million company lives in and we’re going to be that $100 million company.’ It enables you to get some pretty good motivating messages out to your staff.”
A move like this takes time and a strategic plan. Pleczko had to understand his company’s growth pattern and plan accordingly.
“This is of great strategic importance, because if we didn’t move, our growth would be constrained,” he says. “We are planning to grow aggressively this year and that growth would not be enabled without this new building.”
Failing to realize that your company is outgrowing its current space can negatively impact the productivity of your employees.
“[Employees] become inefficient,” he says. “You have too many people in not enough square feet and they are bumping in to each other. Things like conference rooms end up being turned into offices. Folks become unproductive simply because of the noise and activity level all around them. If you don’t [expand], you will tend to see productivity go down.”