December 15, 2025 • 24 mins
Lawrence Melton is the CEO & President of The Building People. With over 31 years of industry and federal executive experience, Lawrence established the company in 2013 and found early success in its global reach to drive greater efficiency, investment, and performance for its clients. The Building People integrates technology, buildings, and people to deliver the future of the built environment, today. He has successfully led the company into the federal sector and expanded into the commercial industry through creative partnering approaches and competitive service offerings. Since the founding in 2013, Lawrence has led a robust and diversified growth strategy that includes over 450 employees that have delivered more than $400M in revenue. The Building People is once again nationally recognized as one of America's Fastest-Growing Companies, which rarely occurs eight years in a row, ranking No. 1327 (2018), No. 472 (2019), No. 318 (2020), No. 511 (2021), No. 2504 (2022), No. 3464 (2023), No. 3602 (2024), and No. 2923 (2025). In August 2025, Lawrence was named a finalist by the Northern Virginia Chamber of Commerce as Executive of Year, a prestigious selection that showcases the success and leadership among the top CEO’s in the Federal Government industry.
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Speaker 1 (00:00):
M and T Bank presents CEOs you should know power
by iHeart Media.
Speaker 2 (00:05):
Let's meet Lawrence Milton. He is the founder, president, and
CEO for The Building People based in Leesburg, Virginia, a
company that integrates technology, buildings and people to help clients
manage the entire real estate life cycle, from optimizing space
and managing facilities to supporting modernization projects. Before we talk
more about Lawrence's exciting company, I first asked him to
talk a little bit about himself, where he's from and
(00:27):
his origin story.
Speaker 3 (00:28):
Born and raised in Central America actually Panama, a canal
zone and Bratt dad was a gi mom was a
native of Costa Rica and we lived there till I
was about eight years old and then moved to the
United States. Virginia, Northern Virginia. Vienna, Virginia was my first
home going from Panama, and that became Northern Virginia. Became
home from Vienna to the Chantilly area, stayed in Chantilly
(00:50):
High School and then Stayton in the Fairfax area. Went
to George By University, so product of the Northern Virginia
area both high school and college, and went right into
government from there. You know, a co op student did
my entire career at George Mason, but then dug right
into the gov con space and became a government intern
in a management program at GSA. So Northern Virginia's home
(01:13):
today Leedsburg, Virginia. Been here almost twenty four years in
the Leesburg area. So Leesburg is home not just where
I live, but where our headquarters is. For the building
people too. We're super proud of being able to live,
work and play right here in my backyard outstanding.
Speaker 2 (01:27):
Well, we are, of course to talk about the building people,
but before we do that, you have such a cool resume,
and you'll have to forgive me and indulge me too,
because I'm a Northwest DC guy. I love history. I
know you spent almost six years in the White House,
and I know you also started on a very historic day.
This could be its own podcast, Lawrence. I know you
know that you and I can talk about this route
of your experience, But can you tell our listeners about
(01:47):
your experiences because they're truly incredible.
Speaker 1 (01:50):
Yeah.
Speaker 3 (01:50):
You know, one thing that you look back at your
federal government career, and I was very much a product
of being going through a management intern program, unbelievable program
that was available back then with GSA. Very grateful for
those opportunities and those opportunities to set you up for
the future of being able to get put in positions
that are just unbelievable operationally. And I was very fortunate
(02:11):
enough to be at the White House started two thousand
and one. Nine to eleven was actually my first day
as acting director. Was working there on a special assignment
over the summer and then was selected to be the
acting director. Supposed to be September tenth, ended up being
September eleventh due to an emergency that happened on September
tenth and lo and behold, you know eight am at
(02:32):
the White House walked into the Eyes and our executive
I was building eight o'clock that morning and was made
aware that plane number wanted hit. And then shortly after,
sitting in a conference room on the Eyes and a
hour fifth floor in the Eyes in our building, we
saw the second plane hit. So from that point forward,
two thousand and one to two thousand and six, a
lot happened and spent a lot of working hours twenty
(02:52):
four to seven operation. If you know, it's one thing
to say yeah it's working into the White House, to
another to say, realized that it is a twenty fourth
of an operation and you are dedicated to working for
the mission. And it's the one thing I take an
immense amount of prode in and look back at. You know,
as as I mentioned earlier, is that the feelings you
have of being so much pride in working there for
(03:12):
the mission. There was no such thing as politics. You
didn't care he worked for the mission. What you did,
who you serve really didn't matter. But you were there
to serve and protect and make sure you did to
deliver unbelievable service to the East and West Wing an
Oval office on a daily basis. That's something that just
that experience from nine to eleven. To remember, one month
after nine to eleven Antrax, we were a country at
(03:36):
war at that time too, So you can imagine the
stress and angst that comes with operations and daily operations in.
Speaker 1 (03:42):
And around the White House when that's going on in America.
So unbelievable experience, unbelievable.
Speaker 3 (03:48):
Times and opportunities that you look back and say, wow,
you're right, that could probably be a podcast or another
book in itself.
Speaker 2 (03:55):
Yeah, yeah, truly, you know, in a little bit, LaRence,
I'm going to talk about leadership and culture because I
know those are important to your company, your team members,
and also the clients you work with. But I am
curious that time is specifically that day. What did you
see happen with leadership and culture on that day and
how did you take that away to maybe how you
apply how you run your business today.
Speaker 1 (04:16):
That's great question.
Speaker 3 (04:18):
I think even rewinding not just the White House, but
going back through training and development that I got to
I was afforded opportunities of leadership and development growing up
in government as a government employee. You know, the investment
in the government put into leaders like myself who are
growing up as an intern, a management intern, in programs
that we're so robust back then. That that's how they
(04:38):
diversified the leaders who are government leaders and senior leaders today.
If you look back at most of the senior executives
and government were afforded opportunities in leadership at a very
young age when we grew.
Speaker 1 (04:48):
Up in government.
Speaker 3 (04:49):
Today, those programs aren't as popular, you know, or affordable.
But I think the one thing I learned is going
through those government programs when and then fast forwarding to
the building people today, I started the company. I took
an immense amount of product of pride about being able
to give back and give them mentoring and the gift
of coaching that I got right back to our employees.
(05:09):
In fact, when you talk about our principles and who
we're made of and how we operate here at the building, people,
a lot of the foundation of our principles for the
company are directly correlated to what I was afforded as
an intern and management interning growing up, what I was
exposed to through leaders who coached to mentored me. I
think the gift of giving back is important, and I think,
(05:30):
you know, we just don't invest in our young workforce
today the way we used to, and I think that's
paramount to what I want to be able to get
back to our workforce. We want people, you know, I
say it over and we want people that want to
work here and not have to work here. But we
also have to be able to get back to those
employees to make sure they feel like they're part of
something special.
Speaker 2 (05:48):
Well said, well, let's do this, because we're going to
talk about mission and vision and what you do and
really get into the weeds on the building people. But
I always love to hear, and I know our listeners
to too about starting a company, because it's an epic
thing to do. You're the founder, you're the president, of
the CEO, lots of titles, but also you're working around
the clock to put a company together. But you had
to come up with an idea, and Lawrence, you must
(06:09):
have saw a hole in the industry saying, listen, I
think we can do something here. I've got an idea
I can apply. Can you tell us about that origin
story and how you came about.
Speaker 1 (06:16):
Yeah, absolutely so. In two thousand and nine.
Speaker 3 (06:19):
Back then, in two thousand and two thousand and nine,
I was the assistant comistryer for GSA again ten thousand buildings,
three hundred sixty million square feed here's about eleven twelve
hundred employees overseeing the facilities operations on a national level.
And when we looked at what was what was happening
in the real estate and facilities market, automation and smart
buildings was happening to people.
Speaker 1 (06:38):
You know, Look, we went from you know, landlines.
Speaker 3 (06:40):
To cell phones, right, so computers are changing tablets, the
marketing facilities was changing dramatically. Automation and controls and buildings
was happening.
Speaker 1 (06:49):
So when we.
Speaker 3 (06:49):
Talked AI today, back then it was just machine and
machine learning. It was a version of AI that we
now call AI. The reality is it was happening to us.
It was going to happen to us, whether we wanted
it to were not. Just like anything technology evolves, I
saw a huge gap in the way the facilities market
was doing traditional facilities management work and the way automation
(07:10):
was catching up to it. And I always said, smart
buildings and automation won't put you out of work, but
not knowing smart buildings and automation will. And as an
ASSISTAN commissioner, as the leader of the organization, I saw
as we were rolling out these major efforts for investing
in smart buildings in the public sector, and we were
the best at it. In fact, the GSA at that
point was at the forefront of what the Googles and
(07:30):
Microsoft were doing in the real.
Speaker 1 (07:31):
Estate market, so we were ahead of our time. In
two thousand and nine when we Louncht that program.
Speaker 3 (07:37):
Unfortunately services were not available with a strategy, same strategic vision,
and I was struggling to figure out, well, how are
we going to actually design these services and who in
the market's going to be available not only just to
deliver traditional facility management services, but services around smart buildings
that understand the public sector. So when we launched the
Building People, it was really, really clear I wanted to
(07:58):
build a company that was focused on the future of facilities,
that was ready to automate and prepare for what we
knew was coming. And as I always said, smart buildings
is happening to people, whether we like it or not.
So the adoption of technology was paramount to the entire
vision and mission for what we try to solve for outstanding.
Speaker 2 (08:14):
You know, we have a lot of young entrepreneurs that
probably will start a company someday. And I know everybody
can get on chad GBT and say, well, how do
you start a company? Well, I'd love to ask you
what isn't in chat GPT that you could offer up
young entrepreneurs about starting a company. I know your experiences
are personal to you give us something, Well, you.
Speaker 1 (08:34):
Have to be half crazy to do it. You know.
I always say, if I knew then what I knew now,
I'd probably be too afraid to start it right.
Speaker 3 (08:42):
But because I know now what I didn't know then,
I wish I would have done it earlier, but timing
is everything. I think Number one, you have got to
be an expert in something. You've got to have credibility
in what you're able to sell.
Speaker 1 (08:53):
Anyone can start.
Speaker 3 (08:54):
I even say in the Govcom business right, we see
a lot of startups and they say, well, I'm going
to provide.
Speaker 1 (08:59):
These general services to agencies.
Speaker 3 (09:02):
Okay, you could do that, but do you have credibility
and purpose and what is it that you are selling
and why are you different? I know that we're different,
and I take a tremendous pride in why we're different
in how we go about it. But that itself doesn't
guarantee you work, it doesn't tear into your growth. Credibility does.
Speaker 1 (09:19):
So.
Speaker 3 (09:20):
I think credibility is the second most important thing aside
from you better have a strong drive to be able
to get after it.
Speaker 1 (09:26):
Because when you come.
Speaker 3 (09:27):
Out and start a business, everyone says, oh, well I'm
my own boss or I can do this. Okay, that's great,
but you don't have an inner circle of friends.
Speaker 1 (09:34):
You have to do. You have to fight for your own.
Speaker 3 (09:36):
Paycheck and your budget is really your budget. I think
that when you go from having a paycheck mentality to
an entrepreneur. It's the hardest thing to transform, to understand
how you're going to get that next paycheck to hit you.
And I think when I started the business, you know,
would I do it the same way I did it?
You know, I walked away from my government career. I
did never retirement paycheck coming in. I had no paycheck
(09:58):
coming in. I was a a father to kids, a house,
a mortgage, typical responsibilities that we all have.
Speaker 1 (10:05):
But I took a gamble.
Speaker 3 (10:07):
Yeah, I was very fortunate that my wife said, you know,
I trust you to go do it. You're going to
do great, and you've got to have a family behind
you to do it. Because if you don't have family support,
I will say that you're probably dead on arrival as well,
because it is not for the weary. This is a
it's a tough environment to get a business started. You're
working seven days a week, you are twenty four to seven,
(10:27):
and there is no off There's no such thing as
them off.
Speaker 1 (10:30):
You know.
Speaker 2 (10:31):
I know this is not going to surprise you, Lawrence,
but there is a lot of commonality in the things
you talked about starting a company. First of all, and
I'm a big sports guy and you always wonder why
young people do so well in such a big game.
So sometimes they don't have enough information. That way, they
can be dangerous with not knowing what they're up against.
And that's kind of what you did. You've also got
passion and the thing that I ask people when there's
(10:52):
so many things coming at you, and this is a
reoccurring thing with managers and leaders out there, sometimes you
just have to run a play and stop overthinking. It
sounds like you did all those things, so I don't
want to bury the lead anymore. I do want to
talk a lot about the building people. You've given us
the origin story. We're going to talk about exactly what
you do. But I know mission and vision are very
important to you and the company. What are they?
Speaker 1 (11:11):
Yeah?
Speaker 3 (11:12):
So mission obviously, we obviously want to reduce operating costs
for our customers totality across the enterprise of their real estate.
How do we do that through technology and operational efficiency?
And really that's the crux of our business. We have
four major divisions. Building technology solutions are integrated FM, which
is your traditional blue collar operations of meeting services, your
(11:33):
occupier services, where we're trying to transform those tenants and buildings.
Speaker 1 (11:37):
Imagine.
Speaker 3 (11:37):
We always say, if buildings could talk, what would they say.
That's our occupiers. That's why we're in the occupier services business.
To get people to utilize buildings, make buildings more efficient,
and how do we make buildings happy. Really, that's the
crux of it. And last, but our fourth division is
mission support, service, mission and workforce transformation. So everything we
do around the people the mission in the building and
(11:59):
how do we transform or how people use buildings, but
ultimately how the people work in the buildings as well.
So most people say, well, you know, what do you
care if my mission is X?
Speaker 1 (12:08):
What do you care?
Speaker 3 (12:09):
Well, don't you want to focus on your mission and
let us run the building to perfection so that you
can go get what you need to get done.
Speaker 1 (12:15):
That's why we do what we do.
Speaker 2 (12:16):
All right, let's give a thirty thousand foot view, because
you're already talking about it. But if somebody is being
introduced to the building people for the first ever time,
what would you tell them that you exactly do.
Speaker 3 (12:25):
We manage to operate, maintain facilities so that they're optimal
in their use.
Speaker 2 (12:29):
When it comes to differentiating and I don't want to
assume that anybody does what you and your team do,
but there is competition out there. So when you're either
selling yourself to a new client or somebody comes to
you and says, Lawrence, I want to work with you
and your team, but why do you want to work
with me? How do you sell them at that and
how do you differentiate yourself?
Speaker 3 (12:45):
Yeah, okay, I think in this business there's people who
are they want to drive technology and buildings. There's people
who want to operate buildings, there's people who want to
sell buildings, and there's other brokers of the world. We
are the total solution where we could look at it all.
So we're not in it for the one who eyes
with the most space wins. We're in it for the
one who has the most optimal space wins. How do
you maximize the use of those buildings every single day
(13:08):
around the clock, And that's really what we're going for.
The reality is, and you could look at you know,
whether it's real estate reports, you look at utilization of buildings.
Utilization of buildings is a big concern, but yet we're
still building more buildings. Right question is why do we
need more buildings? Probably not. I might always throw the
challenge out, how about we maximize what we have before
we go build new and what are we doing and
(13:30):
how do we define what utilization really should be. But today,
when we're looking at data centers and information and buildings
and using building technology to maximize that, I can still
tell you sad but true, denizens, the average occupancy rates
are hovering around thirty percent in our buildings. They're underutilized,
even with the return to work. And yet when we
(13:51):
look at the purpose and intent, and this is a
big challenge, and this is a whole nother probably another
podcast for you is the human scale and the human
el element of people in buildings and how do we
actually focus on the human behavior of people in buildings,
And how do we teach our younger workforce or what
it's like to be in the workforce, being working environments,
being coached, mentored. We notice a big difference with our
(14:13):
young entrepreneurs. They want to be in the workplace. This
young workforce wants to learn. They want to be in
a workplace where they can learn from each other. So
that's really why we're promoting how do people maximize the
use of buildings.
Speaker 2 (14:25):
You know, I think it's an interesting conversation, and once again,
we could go on so many different tangents a different
podcast to talk about the industry that you're in and
what happened. But I'm curious when COVID hit, obviously everybody's
working at home, alluding to what you were just talking
about and how the workspace has changed for some companies
out there, quite a few of them, even in the
gov con space. With that said, did you have to
(14:46):
do any kind of pivot during COVID and did the
company change it all afterwards?
Speaker 1 (14:49):
Great question.
Speaker 3 (14:50):
I think we were one of the craziest firms and
not only did we pivot, but we ended up buying
a building during COVID. We prepared for what was going
to come. We knew people were going to ultimately come
to god back to work. We just knew that at
some point people were going to come back to work.
That was inevitable. But really question was what we did
do is we focused on the workforce and we said, Okay,
(15:12):
people are going to want to come back to work.
Some people are not going to want to come back
to work. One of the things we invested in was
how do we use science and data about being prepared
for people coming back to work. We use a tool
called predictive index. We use that data, that system, and
that tool. It's worked immensely well for us, and it
allows us to have a predictability about how people work.
So we use science and data. So, for instance, Dennis,
(15:34):
you may want to work in your studio and not
be around people all day long, and that may suit
you perfectly well.
Speaker 1 (15:40):
For me, I'm a people person.
Speaker 3 (15:43):
If you want to put me in a cubicle, put
headphones on and say don't talk to people, I'm probably
not going to be your happiest employ I'm going to
be disgruntled. I'm going to say on board, and I'm
probably going to go look for another job. We use
the science and data, and what we did is we
started working with the real estate owners and building owners
and the federal government and GSA, and we said, but
what if we could predict who wants to come back
to work in this COVID environment who didn't. And what
(16:04):
we could do is say, let's have a strategic focus
on what those employees need to hear from you. And
we knew the folks that are the triple extroverts that
need to be around people. They're easy tell them to
come back to work, and they're going to come back
to work happily. The ones that warn't, let's focus on
a communication strategy or what is it we're going to
do to meet their needs. So as we say, focus
on their red thread, what is it that lights them
(16:24):
up to be able to come back to work. We
focused a lot and we pivoted a lot around the
people factor and the human element of people in buildings
that we weren't doing pre COVID.
Speaker 1 (16:34):
We were doing and i'd.
Speaker 3 (16:35):
Say traditional real estate facilities strategy like I mentioned in
the beginning to call but today back then in twenty
twenty we really focused around people, data and science to
figure out who's coming back, why, and how do we
manage those people for the future.
Speaker 2 (16:49):
This is a good segue to talk about challenges in
the industry. I know there's a lot going on in
twenty twenty five right now, But as you and your
team kind of do what you do really well, what
kind of challenges are presenting you today?
Speaker 3 (17:00):
I think when you're looking at the public sector in itself,
I think it's really hard. Obviously, government has changed dramatically
in the last year. I think there's an unknown of
who the customer really is in the gov kN environment
because there's been such mass retirements and departures, and that
makes it really hard, is who's your customer and your
customer who was a year ago and you had that
customer intimacy. Today it's I think most of the gov
(17:22):
com providers out there providing business to the public sector
today really really struggling to figure out who their customer
intimacy relationship is. That's challenge number one. I think the
piece that excites me the most is it's about a
challenge and it's an opportunity. I think the differentiation model.
I think that in these times where competition gets tough,
(17:43):
I think you're going to see companies that rise to
the occasion that they are going to see some companies
that just maybe fall off the map because they're not
pivoting quickly enough. We pivoted quickly in the beginning of
the year. We recognized, Hey, there might be a role
in some of the public sector work.
Speaker 1 (17:58):
We shifted.
Speaker 3 (17:58):
We've done immense just incredibly well in shifting to some
of the commercial work we've tackled, and super proud of
some of the pivots we've done. We focused on how
do we help build a purpose and intent for what
we do. It's not just about hey, let's go get
a win or hold on to our work because we
want to hold on to it.
Speaker 1 (18:17):
It's what's the value proposition? How does it tied to
the mission of what's.
Speaker 3 (18:21):
The purpose and intent of what's going on with these
customers and customer agencies.
Speaker 2 (18:24):
For my next question, I know it's not as simple
as just running a play again, but I know once
again there's a lot of CEOs and leaders in future
CEOs and entrepreneurs listen to this series about the difference
between sustainability and growth. You've been around for thirteen years.
You've been very sustainable, but you've talked about growth too.
I know your journey specific to you and your company
and your team, Lawrence, but is there a right time
(18:46):
to know when to grow and how to execute it
when you run a company.
Speaker 1 (18:49):
Yes, it's kind of funny.
Speaker 3 (18:51):
I always had a philosophy of enough equals more. Yeah,
and maybe at some point, especially in this environment, you're
not going to have triple digit growth. And the reality
is you can have hockey stick growth in a company,
and we have and we're very fortunate and blessed to
do that. But at some point, you know, double digit
growth has to be okay, and then strategic growth, and
(19:12):
it is hard when you're growing that quick and then
all of a sudden you say, oh, we only grew
ten percent, or we only grew twenty percent. Oh geet,
we grew thirty percent, But the previous three years we
grew fifty percent each year. At some point, the larger
you get, the scale, the scaling and sustainability of growth
at that trajectory is not possible. So I think there's
a calibration that we all go through in growth and introjectory,
(19:36):
and I think that at some point you have to say,
your strategic growth has to be very sustainable, and then
how do you The most important piece tennis is our
measure for success is we're constantly measuring how.
Speaker 1 (19:46):
Are we doing on delivery? Are we delivering a promise?
Speaker 3 (19:48):
Is there any impact to our delivery and our quality
of our delivery? And when we see any BIPs in
quality and delivery, we say, you know what, let's pull
the reins back. Maybe we don't need to go after
that next big contract. We need to go focus on
this one customer organically to make sure we're delivering a
has promised.
Speaker 2 (20:03):
Yeah, it makes sense, Lawrence. I want to put a
pin in work just for a second and talk about
philanthropic and charity work. And it might have to do
with work two in your team. But when it comes
to stuff that you'd like to get back to, whether
it's your family or with your team members at work,
what do you like to be a part of.
Speaker 1 (20:16):
Near and dear to my heart is giving back to
people with disabilities.
Speaker 3 (20:19):
I think it's probably no surprise Thann's when I was
in government a lot of times that sets the table
for your future, right and your purpose. When I was
assistan Commissier for GSA, I was really proud to be
a sponsor and an advocate for the Ability one program.
The Ability one Program Source American program has about five
hundred and sirenty five close to six hundred nonprofits that hire.
Speaker 1 (20:36):
People with disabilities. Today.
Speaker 3 (20:38):
The Building People is a really proud sponsor as a
mentor protege for those programs. But I think when I
look at how we work and strategically aligned with those organizations,
it is near dear to my heart. I now have
a son and a family member with a disability and
going through that trauma of that event and understanding how
things transform what your purpose is. I don't think it
(20:59):
was a coincidence back then that was my alignment. I
think that that's kind of set the table for my
purpose and intent Today. We're really proud of our Heart
Andhanced campaign that we've developed for the building people. It's
part of our brand, it's part of our culture. The
employees have latched onto it and have been very excited
about what we call our four Corners of giving, and
(21:20):
it ties back to all the things that are tied
back to what you asked me about earlier. What about
you your growing up and giving back and how do
you create the mission and your purpose. Our mentoring is
really important to our Heart and Hands Foundation, our giving back,
our coaching, and our philling traffic giving and raising money
for people with disabilities and causes, whether it's adaptive sports
(21:41):
or any other causes.
Speaker 1 (21:42):
Our purposes for those programs to expand outstanding.
Speaker 2 (21:45):
Thanks for sharing, Lawrence. I didn't want to circle back
to not only culture, but also leadership and once again,
young people listen, they say, how do you run a
company or how do you deal with so many people?
And how do you get your message? And when you
start to delegate you, I'm going to lose my mind.
There are so many different factors out there when it
comes to leadership. And you know, I'm a big sports
guy and I've always found over the thirty years i've
(22:06):
been in the business set a lot is applicable in
sports at the rest of the business world and vice versa,
and we use those same vernaculars and people get surprised
by that. But with that said, when it comes to leadership,
and I mentioned that word and how you run your company,
what does it mean to you, Lawrence.
Speaker 3 (22:19):
Leadership is really when you look at leadership, leadership as
a quality is not just in your title, and it
takes a skill set, It takes role modeling, It takes
modeling the behavior to make sure that you are leading
with a purpose. And I think one of the things
we are Foundational about is making sure that our leaders
(22:40):
are not just entitled.
Speaker 2 (22:42):
All right, I want to get some final thoughts from you,
and also we want to give the website to everybody.
And if you're hiring, I know people are listening about that,
Lawrence too. And I was looking over the career stab
and there's some really great jobs that are available for
your company. So I want you to talk about that,
but let's kind of recap what we had talked about.
The floor is yours.
Speaker 3 (23:00):
Yeah, you know, look, I think the opportunity we talked
about growth, We talked about starting a business, and I'd
say I would encourage any entrepreneur out there, if you're
going to start a business, you know and you have
that drive, do it number one. Do it, follow your heart,
follow your passion, but be credible, be good at it.
And I'd say, most importantly in today's environment, be ethical.
(23:20):
I think one of the things anyone can start a business,
but you have got to be ethical.
Speaker 1 (23:24):
You've got to be.
Speaker 3 (23:24):
Stand up and you got to be credible, deliver what
you say you're going to deliver. And I think if
you can, if you can stay true to those those
foundational purposes and focus, you're going to do pretty well
as an entrepreneur. I always say, you know, most importantly
is be human. And I think I love Horace Man's
quote to be ashamed to die until you have won
some victory for humanity one of my favorite quotes, and
(23:45):
I think if we all had that mentality, it would
show that we have both a moral and ethical compass
in business.
Speaker 1 (23:52):
I think that's the most important thing.
Speaker 2 (23:53):
Yeah, I agree on hundred percent. Let's give that website
to everybody.
Speaker 3 (23:56):
Yeah, look, if please join us, take a look at
our website, the building Dot. We do have, as you mentioned, Dennis,
a lot of jobs out there. We're hiring a lot
of great jobs. We're still in growth mode. Excited to
join a great team, and we're excited to see if
you want to join reach out.
Speaker 2 (24:11):
All right, Well, Lawrence, it's a real pleasure to get
to know you. I really appreciate your valuable time because
I know how busy you are. Please give my best
to your team members, and I'm glad we could feature
you on CEOs you should Know.
Speaker 1 (24:20):
Thank you so much, great thanks, Dennis.
Speaker 2 (24:22):
Our community partner, M and T Bank supports CEOs you
should Know. Is part of their ongoing commitment to building
strong communities, and that starts by backing the businesses within them.
As a Bank for Communities, M and T believes in
dedicating time, talent, and resources to help local businesses thrive
because when businesses succeed, our community succeed.
M and T Bank presents CEOs you should know power
by iHeart Media.
Speaker 2 (00:05):
Let's meet Lawrence Milton. He is the founder, president, and
CEO for The Building People based in Leesburg, Virginia, a
company that integrates technology, buildings and people to help clients
manage the entire real estate life cycle, from optimizing space
and managing facilities to supporting modernization projects. Before we talk
more about Lawrence's exciting company, I first asked him to
talk a little bit about himself, where he's from and
(00:27):
his origin story.
Speaker 3 (00:28):
Born and raised in Central America actually Panama, a canal
zone and Bratt dad was a gi mom was a
native of Costa Rica and we lived there till I
was about eight years old and then moved to the
United States. Virginia, Northern Virginia. Vienna, Virginia was my first
home going from Panama, and that became Northern Virginia. Became
home from Vienna to the Chantilly area, stayed in Chantilly
(00:50):
High School and then Stayton in the Fairfax area. Went
to George By University, so product of the Northern Virginia
area both high school and college, and went right into
government from there. You know, a co op student did
my entire career at George Mason, but then dug right
into the gov con space and became a government intern
in a management program at GSA. So Northern Virginia's home
(01:13):
today Leedsburg, Virginia. Been here almost twenty four years in
the Leesburg area. So Leesburg is home not just where
I live, but where our headquarters is. For the building
people too. We're super proud of being able to live,
work and play right here in my backyard outstanding.
Speaker 2 (01:27):
Well, we are, of course to talk about the building people,
but before we do that, you have such a cool resume,
and you'll have to forgive me and indulge me too,
because I'm a Northwest DC guy. I love history. I
know you spent almost six years in the White House,
and I know you also started on a very historic day.
This could be its own podcast, Lawrence. I know you
know that you and I can talk about this route
of your experience, But can you tell our listeners about
(01:47):
your experiences because they're truly incredible.
Speaker 1 (01:50):
Yeah.
Speaker 3 (01:50):
You know, one thing that you look back at your
federal government career, and I was very much a product
of being going through a management intern program, unbelievable program
that was available back then with GSA. Very grateful for
those opportunities and those opportunities to set you up for
the future of being able to get put in positions
that are just unbelievable operationally. And I was very fortunate
(02:11):
enough to be at the White House started two thousand
and one. Nine to eleven was actually my first day
as acting director. Was working there on a special assignment
over the summer and then was selected to be the
acting director. Supposed to be September tenth, ended up being
September eleventh due to an emergency that happened on September
tenth and lo and behold, you know eight am at
(02:32):
the White House walked into the Eyes and our executive
I was building eight o'clock that morning and was made
aware that plane number wanted hit. And then shortly after,
sitting in a conference room on the Eyes and a
hour fifth floor in the Eyes in our building, we
saw the second plane hit. So from that point forward,
two thousand and one to two thousand and six, a
lot happened and spent a lot of working hours twenty
(02:52):
four to seven operation. If you know, it's one thing
to say yeah it's working into the White House, to
another to say, realized that it is a twenty fourth
of an operation and you are dedicated to working for
the mission. And it's the one thing I take an
immense amount of prode in and look back at. You know,
as as I mentioned earlier, is that the feelings you
have of being so much pride in working there for
(03:12):
the mission. There was no such thing as politics. You
didn't care he worked for the mission. What you did,
who you serve really didn't matter. But you were there
to serve and protect and make sure you did to
deliver unbelievable service to the East and West Wing an
Oval office on a daily basis. That's something that just
that experience from nine to eleven. To remember, one month
after nine to eleven Antrax, we were a country at
(03:36):
war at that time too, So you can imagine the
stress and angst that comes with operations and daily operations in.
Speaker 1 (03:42):
And around the White House when that's going on in America.
So unbelievable experience, unbelievable.
Speaker 3 (03:48):
Times and opportunities that you look back and say, wow,
you're right, that could probably be a podcast or another
book in itself.
Speaker 2 (03:55):
Yeah, yeah, truly, you know, in a little bit, LaRence,
I'm going to talk about leadership and culture because I
know those are important to your company, your team members,
and also the clients you work with. But I am
curious that time is specifically that day. What did you
see happen with leadership and culture on that day and
how did you take that away to maybe how you
apply how you run your business today.
Speaker 1 (04:16):
That's great question.
Speaker 3 (04:18):
I think even rewinding not just the White House, but
going back through training and development that I got to
I was afforded opportunities of leadership and development growing up
in government as a government employee. You know, the investment
in the government put into leaders like myself who are
growing up as an intern, a management intern, in programs
that we're so robust back then. That that's how they
(04:38):
diversified the leaders who are government leaders and senior leaders today.
If you look back at most of the senior executives
and government were afforded opportunities in leadership at a very
young age when we grew.
Speaker 1 (04:48):
Up in government.
Speaker 3 (04:49):
Today, those programs aren't as popular, you know, or affordable.
But I think the one thing I learned is going
through those government programs when and then fast forwarding to
the building people today, I started the company. I took
an immense amount of product of pride about being able
to give back and give them mentoring and the gift
of coaching that I got right back to our employees.
(05:09):
In fact, when you talk about our principles and who
we're made of and how we operate here at the building, people,
a lot of the foundation of our principles for the
company are directly correlated to what I was afforded as
an intern and management interning growing up, what I was
exposed to through leaders who coached to mentored me. I
think the gift of giving back is important, and I think,
(05:30):
you know, we just don't invest in our young workforce
today the way we used to, and I think that's
paramount to what I want to be able to get
back to our workforce. We want people, you know, I
say it over and we want people that want to
work here and not have to work here. But we
also have to be able to get back to those
employees to make sure they feel like they're part of
something special.
Speaker 2 (05:48):
Well said, well, let's do this, because we're going to
talk about mission and vision and what you do and
really get into the weeds on the building people. But
I always love to hear, and I know our listeners
to too about starting a company, because it's an epic
thing to do. You're the founder, you're the president, of
the CEO, lots of titles, but also you're working around
the clock to put a company together. But you had
to come up with an idea, and Lawrence, you must
(06:09):
have saw a hole in the industry saying, listen, I
think we can do something here. I've got an idea
I can apply. Can you tell us about that origin
story and how you came about.
Speaker 1 (06:16):
Yeah, absolutely so. In two thousand and nine.
Speaker 3 (06:19):
Back then, in two thousand and two thousand and nine,
I was the assistant comistryer for GSA again ten thousand buildings,
three hundred sixty million square feed here's about eleven twelve
hundred employees overseeing the facilities operations on a national level.
And when we looked at what was what was happening
in the real estate and facilities market, automation and smart
buildings was happening to people.
Speaker 1 (06:38):
You know, Look, we went from you know, landlines.
Speaker 3 (06:40):
To cell phones, right, so computers are changing tablets, the
marketing facilities was changing dramatically. Automation and controls and buildings
was happening.
Speaker 1 (06:49):
So when we.
Speaker 3 (06:49):
Talked AI today, back then it was just machine and
machine learning. It was a version of AI that we
now call AI. The reality is it was happening to us.
It was going to happen to us, whether we wanted
it to were not. Just like anything technology evolves, I
saw a huge gap in the way the facilities market
was doing traditional facilities management work and the way automation
(07:10):
was catching up to it. And I always said, smart
buildings and automation won't put you out of work, but
not knowing smart buildings and automation will. And as an
ASSISTAN commissioner, as the leader of the organization, I saw
as we were rolling out these major efforts for investing
in smart buildings in the public sector, and we were
the best at it. In fact, the GSA at that
point was at the forefront of what the Googles and
(07:30):
Microsoft were doing in the real.
Speaker 1 (07:31):
Estate market, so we were ahead of our time. In
two thousand and nine when we Louncht that program.
Speaker 3 (07:37):
Unfortunately services were not available with a strategy, same strategic vision,
and I was struggling to figure out, well, how are
we going to actually design these services and who in
the market's going to be available not only just to
deliver traditional facility management services, but services around smart buildings
that understand the public sector. So when we launched the
Building People, it was really, really clear I wanted to
(07:58):
build a company that was focused on the future of facilities,
that was ready to automate and prepare for what we
knew was coming. And as I always said, smart buildings
is happening to people, whether we like it or not.
So the adoption of technology was paramount to the entire
vision and mission for what we try to solve for outstanding.
Speaker 2 (08:14):
You know, we have a lot of young entrepreneurs that
probably will start a company someday. And I know everybody
can get on chad GBT and say, well, how do
you start a company? Well, I'd love to ask you
what isn't in chat GPT that you could offer up
young entrepreneurs about starting a company. I know your experiences
are personal to you give us something, Well, you.
Speaker 1 (08:34):
Have to be half crazy to do it. You know.
I always say, if I knew then what I knew now,
I'd probably be too afraid to start it right.
Speaker 3 (08:42):
But because I know now what I didn't know then,
I wish I would have done it earlier, but timing
is everything. I think Number one, you have got to
be an expert in something. You've got to have credibility
in what you're able to sell.
Speaker 1 (08:53):
Anyone can start.
Speaker 3 (08:54):
I even say in the Govcom business right, we see
a lot of startups and they say, well, I'm going
to provide.
Speaker 1 (08:59):
These general services to agencies.
Speaker 3 (09:02):
Okay, you could do that, but do you have credibility
and purpose and what is it that you are selling
and why are you different? I know that we're different,
and I take a tremendous pride in why we're different
in how we go about it. But that itself doesn't
guarantee you work, it doesn't tear into your growth. Credibility does.
Speaker 1 (09:19):
So.
Speaker 3 (09:20):
I think credibility is the second most important thing aside
from you better have a strong drive to be able
to get after it.
Speaker 1 (09:26):
Because when you come.
Speaker 3 (09:27):
Out and start a business, everyone says, oh, well I'm
my own boss or I can do this. Okay, that's great,
but you don't have an inner circle of friends.
Speaker 1 (09:34):
You have to do. You have to fight for your own.
Speaker 3 (09:36):
Paycheck and your budget is really your budget. I think
that when you go from having a paycheck mentality to
an entrepreneur. It's the hardest thing to transform, to understand
how you're going to get that next paycheck to hit you.
And I think when I started the business, you know,
would I do it the same way I did it?
You know, I walked away from my government career. I
did never retirement paycheck coming in. I had no paycheck
(09:58):
coming in. I was a a father to kids, a house,
a mortgage, typical responsibilities that we all have.
Speaker 1 (10:05):
But I took a gamble.
Speaker 3 (10:07):
Yeah, I was very fortunate that my wife said, you know,
I trust you to go do it. You're going to
do great, and you've got to have a family behind
you to do it. Because if you don't have family support,
I will say that you're probably dead on arrival as well,
because it is not for the weary. This is a
it's a tough environment to get a business started. You're
working seven days a week, you are twenty four to seven,
(10:27):
and there is no off There's no such thing as
them off.
Speaker 1 (10:30):
You know.
Speaker 2 (10:31):
I know this is not going to surprise you, Lawrence,
but there is a lot of commonality in the things
you talked about starting a company. First of all, and
I'm a big sports guy and you always wonder why
young people do so well in such a big game.
So sometimes they don't have enough information. That way, they
can be dangerous with not knowing what they're up against.
And that's kind of what you did. You've also got
passion and the thing that I ask people when there's
(10:52):
so many things coming at you, and this is a
reoccurring thing with managers and leaders out there, sometimes you
just have to run a play and stop overthinking. It
sounds like you did all those things, so I don't
want to bury the lead anymore. I do want to
talk a lot about the building people. You've given us
the origin story. We're going to talk about exactly what
you do. But I know mission and vision are very
important to you and the company. What are they?
Speaker 1 (11:11):
Yeah?
Speaker 3 (11:12):
So mission obviously, we obviously want to reduce operating costs
for our customers totality across the enterprise of their real estate.
How do we do that through technology and operational efficiency?
And really that's the crux of our business. We have
four major divisions. Building technology solutions are integrated FM, which
is your traditional blue collar operations of meeting services, your
(11:33):
occupier services, where we're trying to transform those tenants and buildings.
Speaker 1 (11:37):
Imagine.
Speaker 3 (11:37):
We always say, if buildings could talk, what would they say.
That's our occupiers. That's why we're in the occupier services business.
To get people to utilize buildings, make buildings more efficient,
and how do we make buildings happy. Really, that's the
crux of it. And last, but our fourth division is
mission support, service, mission and workforce transformation. So everything we
do around the people the mission in the building and
(11:59):
how do we transform or how people use buildings, but
ultimately how the people work in the buildings as well.
So most people say, well, you know, what do you
care if my mission is X?
Speaker 1 (12:08):
What do you care?
Speaker 3 (12:09):
Well, don't you want to focus on your mission and
let us run the building to perfection so that you
can go get what you need to get done.
Speaker 1 (12:15):
That's why we do what we do.
Speaker 2 (12:16):
All right, let's give a thirty thousand foot view, because
you're already talking about it. But if somebody is being
introduced to the building people for the first ever time,
what would you tell them that you exactly do.
Speaker 3 (12:25):
We manage to operate, maintain facilities so that they're optimal
in their use.
Speaker 2 (12:29):
When it comes to differentiating and I don't want to
assume that anybody does what you and your team do,
but there is competition out there. So when you're either
selling yourself to a new client or somebody comes to
you and says, Lawrence, I want to work with you
and your team, but why do you want to work
with me? How do you sell them at that and
how do you differentiate yourself?
Speaker 3 (12:45):
Yeah, okay, I think in this business there's people who
are they want to drive technology and buildings. There's people
who want to operate buildings, there's people who want to
sell buildings, and there's other brokers of the world. We
are the total solution where we could look at it all.
So we're not in it for the one who eyes
with the most space wins. We're in it for the
one who has the most optimal space wins. How do
you maximize the use of those buildings every single day
(13:08):
around the clock, And that's really what we're going for.
The reality is, and you could look at you know,
whether it's real estate reports, you look at utilization of buildings.
Utilization of buildings is a big concern, but yet we're
still building more buildings. Right question is why do we
need more buildings? Probably not. I might always throw the
challenge out, how about we maximize what we have before
we go build new and what are we doing and
(13:30):
how do we define what utilization really should be. But today,
when we're looking at data centers and information and buildings
and using building technology to maximize that, I can still
tell you sad but true, denizens, the average occupancy rates
are hovering around thirty percent in our buildings. They're underutilized,
even with the return to work. And yet when we
(13:51):
look at the purpose and intent, and this is a
big challenge, and this is a whole nother probably another
podcast for you is the human scale and the human
el element of people in buildings and how do we
actually focus on the human behavior of people in buildings,
And how do we teach our younger workforce or what
it's like to be in the workforce, being working environments,
being coached, mentored. We notice a big difference with our
(14:13):
young entrepreneurs. They want to be in the workplace. This
young workforce wants to learn. They want to be in
a workplace where they can learn from each other. So
that's really why we're promoting how do people maximize the
use of buildings.
Speaker 2 (14:25):
You know, I think it's an interesting conversation, and once again,
we could go on so many different tangents a different
podcast to talk about the industry that you're in and
what happened. But I'm curious when COVID hit, obviously everybody's
working at home, alluding to what you were just talking
about and how the workspace has changed for some companies
out there, quite a few of them, even in the
gov con space. With that said, did you have to
(14:46):
do any kind of pivot during COVID and did the
company change it all afterwards?
Speaker 1 (14:49):
Great question.
Speaker 3 (14:50):
I think we were one of the craziest firms and
not only did we pivot, but we ended up buying
a building during COVID. We prepared for what was going
to come. We knew people were going to ultimately come
to god back to work. We just knew that at
some point people were going to come back to work.
That was inevitable. But really question was what we did
do is we focused on the workforce and we said, Okay,
(15:12):
people are going to want to come back to work.
Some people are not going to want to come back
to work. One of the things we invested in was
how do we use science and data about being prepared
for people coming back to work. We use a tool
called predictive index. We use that data, that system, and
that tool. It's worked immensely well for us, and it
allows us to have a predictability about how people work.
So we use science and data. So, for instance, Dennis,
(15:34):
you may want to work in your studio and not
be around people all day long, and that may suit
you perfectly well.
Speaker 1 (15:40):
For me, I'm a people person.
Speaker 3 (15:43):
If you want to put me in a cubicle, put
headphones on and say don't talk to people, I'm probably
not going to be your happiest employ I'm going to
be disgruntled. I'm going to say on board, and I'm
probably going to go look for another job. We use
the science and data, and what we did is we
started working with the real estate owners and building owners
and the federal government and GSA, and we said, but
what if we could predict who wants to come back
to work in this COVID environment who didn't. And what
(16:04):
we could do is say, let's have a strategic focus
on what those employees need to hear from you. And
we knew the folks that are the triple extroverts that
need to be around people. They're easy tell them to
come back to work, and they're going to come back
to work happily. The ones that warn't, let's focus on
a communication strategy or what is it we're going to
do to meet their needs. So as we say, focus
on their red thread, what is it that lights them
(16:24):
up to be able to come back to work. We
focused a lot and we pivoted a lot around the
people factor and the human element of people in buildings
that we weren't doing pre COVID.
Speaker 1 (16:34):
We were doing and i'd.
Speaker 3 (16:35):
Say traditional real estate facilities strategy like I mentioned in
the beginning to call but today back then in twenty
twenty we really focused around people, data and science to
figure out who's coming back, why, and how do we
manage those people for the future.
Speaker 2 (16:49):
This is a good segue to talk about challenges in
the industry. I know there's a lot going on in
twenty twenty five right now, But as you and your
team kind of do what you do really well, what
kind of challenges are presenting you today?
Speaker 3 (17:00):
I think when you're looking at the public sector in itself,
I think it's really hard. Obviously, government has changed dramatically
in the last year. I think there's an unknown of
who the customer really is in the gov kN environment
because there's been such mass retirements and departures, and that
makes it really hard, is who's your customer and your
customer who was a year ago and you had that
customer intimacy. Today it's I think most of the gov
(17:22):
com providers out there providing business to the public sector
today really really struggling to figure out who their customer
intimacy relationship is. That's challenge number one. I think the
piece that excites me the most is it's about a
challenge and it's an opportunity. I think the differentiation model.
I think that in these times where competition gets tough,
(17:43):
I think you're going to see companies that rise to
the occasion that they are going to see some companies
that just maybe fall off the map because they're not
pivoting quickly enough. We pivoted quickly in the beginning of
the year. We recognized, Hey, there might be a role
in some of the public sector work.
Speaker 1 (17:58):
We shifted.
Speaker 3 (17:58):
We've done immense just incredibly well in shifting to some
of the commercial work we've tackled, and super proud of
some of the pivots we've done. We focused on how
do we help build a purpose and intent for what
we do. It's not just about hey, let's go get
a win or hold on to our work because we
want to hold on to it.
Speaker 1 (18:17):
It's what's the value proposition? How does it tied to
the mission of what's.
Speaker 3 (18:21):
The purpose and intent of what's going on with these
customers and customer agencies.
Speaker 2 (18:24):
For my next question, I know it's not as simple
as just running a play again, but I know once
again there's a lot of CEOs and leaders in future
CEOs and entrepreneurs listen to this series about the difference
between sustainability and growth. You've been around for thirteen years.
You've been very sustainable, but you've talked about growth too.
I know your journey specific to you and your company
and your team, Lawrence, but is there a right time
(18:46):
to know when to grow and how to execute it
when you run a company.
Speaker 1 (18:49):
Yes, it's kind of funny.
Speaker 3 (18:51):
I always had a philosophy of enough equals more. Yeah,
and maybe at some point, especially in this environment, you're
not going to have triple digit growth. And the reality
is you can have hockey stick growth in a company,
and we have and we're very fortunate and blessed to
do that. But at some point, you know, double digit
growth has to be okay, and then strategic growth, and
(19:12):
it is hard when you're growing that quick and then
all of a sudden you say, oh, we only grew
ten percent, or we only grew twenty percent. Oh geet,
we grew thirty percent, But the previous three years we
grew fifty percent each year. At some point, the larger
you get, the scale, the scaling and sustainability of growth
at that trajectory is not possible. So I think there's
a calibration that we all go through in growth and introjectory,
(19:36):
and I think that at some point you have to say,
your strategic growth has to be very sustainable, and then
how do you The most important piece tennis is our
measure for success is we're constantly measuring how.
Speaker 1 (19:46):
Are we doing on delivery? Are we delivering a promise?
Speaker 3 (19:48):
Is there any impact to our delivery and our quality
of our delivery? And when we see any BIPs in
quality and delivery, we say, you know what, let's pull
the reins back. Maybe we don't need to go after
that next big contract. We need to go focus on
this one customer organically to make sure we're delivering a
has promised.
Speaker 2 (20:03):
Yeah, it makes sense, Lawrence. I want to put a
pin in work just for a second and talk about
philanthropic and charity work. And it might have to do
with work two in your team. But when it comes
to stuff that you'd like to get back to, whether
it's your family or with your team members at work,
what do you like to be a part of.
Speaker 1 (20:16):
Near and dear to my heart is giving back to
people with disabilities.
Speaker 3 (20:19):
I think it's probably no surprise Thann's when I was
in government a lot of times that sets the table
for your future, right and your purpose. When I was
assistan Commissier for GSA, I was really proud to be
a sponsor and an advocate for the Ability one program.
The Ability one Program Source American program has about five
hundred and sirenty five close to six hundred nonprofits that hire.
Speaker 1 (20:36):
People with disabilities. Today.
Speaker 3 (20:38):
The Building People is a really proud sponsor as a
mentor protege for those programs. But I think when I
look at how we work and strategically aligned with those organizations,
it is near dear to my heart. I now have
a son and a family member with a disability and
going through that trauma of that event and understanding how
things transform what your purpose is. I don't think it
(20:59):
was a coincidence back then that was my alignment. I
think that that's kind of set the table for my
purpose and intent Today. We're really proud of our Heart
Andhanced campaign that we've developed for the building people. It's
part of our brand, it's part of our culture. The
employees have latched onto it and have been very excited
about what we call our four Corners of giving, and
(21:20):
it ties back to all the things that are tied
back to what you asked me about earlier. What about
you your growing up and giving back and how do
you create the mission and your purpose. Our mentoring is
really important to our Heart and Hands Foundation, our giving back,
our coaching, and our philling traffic giving and raising money
for people with disabilities and causes, whether it's adaptive sports
(21:41):
or any other causes.
Speaker 1 (21:42):
Our purposes for those programs to expand outstanding.
Speaker 2 (21:45):
Thanks for sharing, Lawrence. I didn't want to circle back
to not only culture, but also leadership and once again,
young people listen, they say, how do you run a
company or how do you deal with so many people?
And how do you get your message? And when you
start to delegate you, I'm going to lose my mind.
There are so many different factors out there when it
comes to leadership. And you know, I'm a big sports
guy and I've always found over the thirty years i've
(22:06):
been in the business set a lot is applicable in
sports at the rest of the business world and vice versa,
and we use those same vernaculars and people get surprised
by that. But with that said, when it comes to leadership,
and I mentioned that word and how you run your company,
what does it mean to you, Lawrence.
Speaker 3 (22:19):
Leadership is really when you look at leadership, leadership as
a quality is not just in your title, and it
takes a skill set, It takes role modeling, It takes
modeling the behavior to make sure that you are leading
with a purpose. And I think one of the things
we are Foundational about is making sure that our leaders
(22:40):
are not just entitled.
Speaker 2 (22:42):
All right, I want to get some final thoughts from you,
and also we want to give the website to everybody.
And if you're hiring, I know people are listening about that,
Lawrence too. And I was looking over the career stab
and there's some really great jobs that are available for
your company. So I want you to talk about that,
but let's kind of recap what we had talked about.
The floor is yours.
Speaker 3 (23:00):
Yeah, you know, look, I think the opportunity we talked
about growth, We talked about starting a business, and I'd
say I would encourage any entrepreneur out there, if you're
going to start a business, you know and you have
that drive, do it number one. Do it, follow your heart,
follow your passion, but be credible, be good at it.
And I'd say, most importantly in today's environment, be ethical.
(23:20):
I think one of the things anyone can start a business,
but you have got to be ethical.
Speaker 1 (23:24):
You've got to be.
Speaker 3 (23:24):
Stand up and you got to be credible, deliver what
you say you're going to deliver. And I think if
you can, if you can stay true to those those
foundational purposes and focus, you're going to do pretty well
as an entrepreneur. I always say, you know, most importantly
is be human. And I think I love Horace Man's
quote to be ashamed to die until you have won
some victory for humanity one of my favorite quotes, and
(23:45):
I think if we all had that mentality, it would
show that we have both a moral and ethical compass
in business.
Speaker 1 (23:52):
I think that's the most important thing.
Speaker 2 (23:53):
Yeah, I agree on hundred percent. Let's give that website
to everybody.
Speaker 3 (23:56):
Yeah, look, if please join us, take a look at
our website, the building Dot. We do have, as you mentioned, Dennis,
a lot of jobs out there. We're hiring a lot
of great jobs. We're still in growth mode. Excited to
join a great team, and we're excited to see if
you want to join reach out.
Speaker 2 (24:11):
All right, Well, Lawrence, it's a real pleasure to get
to know you. I really appreciate your valuable time because
I know how busy you are. Please give my best
to your team members, and I'm glad we could feature
you on CEOs you should Know.
Speaker 1 (24:20):
Thank you so much, great thanks, Dennis.
Speaker 2 (24:22):
Our community partner, M and T Bank supports CEOs you
should Know. Is part of their ongoing commitment to building
strong communities, and that starts by backing the businesses within them.
As a Bank for Communities, M and T believes in
dedicating time, talent, and resources to help local businesses thrive
because when businesses succeed, our community succeed.
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