How To Organize A Growing Security Integrator?

A member asked about "putting together an organizational structure that works for a rapidly growing company."

I wanted to use this discussion to share thoughts and compare notes of how different people have handled this.

I'll go first.

When I was a GM of an integrator, we tripled revenue in 3 years so we dealt with a lot of growing pains.

Dealing With Owner / Family

Often, the owner (or owners) of an integrator are strong in a single area but weak in others (whether it's sales or tech focused).

Given that they are unlikely to leave, the structure needs to be developed to accommodate and compliment them, as best you can.

Promoting (or Not) Existing Employees

Many times you have solid techs or individual sales people who have extensive experience with the company, but lack the interest or temperament to be managers. Be careful about promoting these people as it can degrade their individual performance and screw things up for the people who work for them.

Bringing In New Managers

You will need to bring in new managers or senior people to add skills / expertise that the current team does not have. This can blow up, especially if they don't know security integration well (like bringing in a hot shot telecom salesman or an expert DBA) as it will take them a while to learn your business all the while irritating the people below them who know more about their jobs.

Specializations / Groups

Small integrators tend to have work in a variety of roles - the sales guy is the project manager and he might even help to install / configure things on site, whether it be a retail job or industrial, etc.

As integrators grow, it is better to start splitting people into more clearly defined functional roles as well as teams, so that they can get very good at what they do.

Those are just a few thoughts to start things off.

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