Antonio Torres brings new development to Syntheon Inc. Featured

7:01pm EDT January 31, 2012
Antonio Torres brings new development to Syntheon Inc.

When Antonio Torres looks at the building and construction industry he sees opportunity. He knows that it’s not what it used to be, but as president of Syntheon Inc., a building science company, he also knows that if you don’t sit on your laurels you can accomplish great and new things.

Torres has taken advantage of the economic times and has used that to find new opportunities within Syntheon to continue to grow the more than $20 million, 200-employee company.

“This is an industry that can change and is an industry that hasn’t changed in a very long time,” Torres says. “It’s a tremendous opportunity and a great place to create jobs and a great industry for the U.S., and I’m very pumped up about delivering it in a new different more efficient way.”

It is that excitement that has allowed Torres and Syntheon to think about the business in different ways.

Smart Business spoke to Torres about how he has grown his company by taking advantage of opportunity.

Be creative. In a company that’s multinational, you end up shifting resources around to the high-growth areas and minimizing the resources in the lower-cost areas as much as you can do that. That’s one good lever that you have. The other thing is, this is a good time to do the development for new products. If you think about the construction industry at the peak, the amount of work that was done on the fact that you could sell everything you made or every contract you signed, kept all your workers busy and your manufacturing plants running at full-tilt. That did not allow for any new development. Now there is a little bit more bandwidth for those manufacturers or contractors to take a look at what’s new out there and integrate that into my options as the economy begins to turn.

The other thing is just keeping everybody focused on the longer-term vision rather than the short-term issues. Especially in a company like this one where what we’re trying to get to requires significant resources and aspiration work, and we’re not where we want to be. Having people focused on the capabilities that need to be developed internally has also been important, and it’s a good time to do it, because there is not external pull for business.

Take advantage of opportunities. The challenge is of course what situation your company is in. If you can afford it, the best thing to do is identify your lead users. These are customers that are very willing to be the first out in the market with a new product, new idea, or a new system, and then work with them closely to pull the technology out of your company.

It gets your customer motivated and then your employees see that even during more difficult times, there are people out there trying to make a difference and trying to change the world, or at least improve it, and everybody stays focused on the future rather than the present. You have to focus beyond tomorrow, especially when we’re in the times that we’re in, because it will get better. We have to be ready when it gets better with different offerings and different capabilities than the ones we had when we got into the quagmire that we’re in today.

Focus on growth and focus on the longer-term vision. Look outward from your company. I think that many times, especially in bigger companies, we tend to internally focus and internally develop answers that while they may be quite advanced and very capable, may not meet the needs of the consumer. You have to get out of the company.

Balance your culture. One culture, I’ll call the growth culture, and the other, optimization culture. The growth culture really looks at what the customers are doing, where codes are going, what’s the government thinking, and how is (the industry) implementing this. That culture really brings a lot of richness to your ability to develop the appropriate right products. The problem with that culture though is that they don’t like to close; they don’t like to implement. They are inquisitive and want to find out what’s happening.

Then you have the optimization culture that says, ‘Hey, enough inventing, enough ideas, we’ve got to sell something. If we don’t sell something, we’re not going to be around.’ So there is a natural tension within a successful company where you have enough of the growth culture people and enough of the optimization folks to keep the company growing.

A lot of the focus of the CEO has to be to protect both of those. If you don’t protect the growth people, they all get fired. They’re seen as inefficient and not creating any value. If you don’t protect the optimization people they’re seen as too narrow-minded, not enough capability, hard to deal with and so on. The CEO has to establish a balance and that’s the key for an innovative culture in a growth culture.

HOW TO REACH: Syntheon Inc., (412) 490-4252 or www.syntheoninc.com