Vivint: Live (and Grow) Intelligently

Vivint: Live (and Grow) Intelligently

Vivint (www.vivint.com) is based in Provo, UT.  Vivint (@VivintHome) is one of the largest home automation companies in North America . Vice President of Operations Steve Dixon sat down to talk to Ascent Advisor (@AscentAdvisor).   Ascent Advisor – Peter Wride:  You have joined several companies that exploded (Omniture – which was acquired by Adobe). What do you make of that success? Steve Dixon: I do consider myself pretty fortunate in that regard. It’s exciting to take less defined processes and build on them. How do you bring an organization to scale? How do you send out several thousand people to sell and install systems? How do you handle the potentially difficult task of getting apartments for 3,000 people? It’s not always easy, but that is what makes it fun. Ascent Advisor:  Vivint has gone from pest-control to a regional, then national security company.  What makes this company different or better?  Why has Vivint succeeded where many of your competitors have failed? Steve: It doesn’t hurt to have customer care at the forefront. That doesn’t mean we are perfect or won’t stumble from time to time, but figuring out how to consistently make our customers happy is half the battle. Another huge element is the culture the company has built. The culture here is innovative, highly energetic, and fun. My team recently participated in a basketball tournament and the winning team not only won bragging rights, but also was awarded  gift card prizes. All of those kinds of things create a culture that people want to be a part of. If you combine innovation with a customer-centric approach along...

CodeRyte: Competing with Goliaths

CodeRyte (www.coderyte.com) is based in Bethesda, MD.  CodeRyte’s (@CodeRyte) computer assisted coding drives the healthcare revenue cycle. CodeRyte was named one of the fastest growing companies on the Inc. 5000. CEO Andrew Kapit talked with Ascent Advisor (@AscentAdvisor). Ascent Advisor – David Grau:  You joined CodeRyte after completing a successful turn round of a hospital that was on a 19-day fast track termination by Medicare/Medicaid.  How did you do it? Andrew Kapit: The board of directors had asked me to switch from investment banker to CEO after receiving the bad news, which I thought was a bizarre choice. Running hospitals is very different from running any other kind of business.  During the first few months I worked on building trust with the community and with the employees and the government because trust had been completely lost by the previous management team. The government didn’t trust the hospital, the employees didn’t trust the hospital, and the patient and referral community could feel it. I tried to connect with everyone.  In most turnarounds, it is frequently centered on firing people and changing all the rules.  I had to let people know that those things were possible, but at the end of the day we had to share the goal of the survival of the hospital.  I had to let everyone know that they were going to be teaching me because I had never run a hospital before, and I knew that transparency  was fundamental, as it is in all cases, to achieve success.  Everyone had to know what I was doing, how I was doing it, what I was going to...