TECHNOLOGY, PROCESSES, AND THE HUMAN TOUCH Internally, the company’s mantra is simple: adapt or be left behind. “Yes, technology and processes are huge for us,” Johnston explains. “But in this modern age, people still want that human interaction. I don’t like when a bot answers my questions; I don’t care for it.” This philosophy guides their operational design.The team has built communication processes to keep phones answered, responses timely, and customers connected to real people. “We’ve got processes that, if this person is on lunch, the phone rolls to this person or that person,” he says. “We always try to answer the phone and get back to people. Communication is big. We’re less than perfect, but we’re always trying to improve.” Technology meanwhile underpins everything from design and estimating to marketing. What once demanded an external agency and full-time specialists can now be executed in-house thanks to modern software and digital platforms. “Fifteen years ago, we’d have had to hire an advertising company to do what Shavana is doing,” Johnston comments. “Now with technology and applications, she’s able to kind of do things herself— and she’s doing a good job.” This blend of human-centered service and techenabled efficiency has allowed the company to scale while keeping overhead in check and responsiveness high. FROM SERVICE-FOCUSED TO PROJECT POWERHOUSE When the company started 25 years ago, its service department played a crucial role in keeping the business afloat through lean times. That servicefirst positioning also gave it a front-row seat to the installed base of electrical equipment across Cayman. 31 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 12 CORPORATE ELECTRIC
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