October 13, 2025 • 24 mins
As the Chief Executive Officer, Greg Fitzgerald (Fitz) works alongside his executive management team, providing leadership, corporate governance, and strategic direction for the company to expand ITC’s business footprint into new public and private sector markets.
He brings 20 years of experience leading executive oversight, program management, business development, capture management, and solution development across the federal sector. Personally, Fitz has managed the pursuit of over $500M in contract awards at ITC since its founding. He is the architect of ITC’s business development and service delivery strategy and serves as ITC’s lead executive overseeing strategic accounts at ITC.
Previously, Fitz served in leadership positions with the Computer Science Corporation (CSC), where he led the pursuit and capture of strategic opportunities securing over $1B in new single-award contract wins. He has a B.A. from Penn State University and an M.S. in Technology Management from George Mason University. He is PMP® certified and holds a Federal CIO certification. He also is a member of the YPO US Capital Chapter and on the board of directors at GovForce.
He brings 20 years of experience leading executive oversight, program management, business development, capture management, and solution development across the federal sector. Personally, Fitz has managed the pursuit of over $500M in contract awards at ITC since its founding. He is the architect of ITC’s business development and service delivery strategy and serves as ITC’s lead executive overseeing strategic accounts at ITC.
Previously, Fitz served in leadership positions with the Computer Science Corporation (CSC), where he led the pursuit and capture of strategic opportunities securing over $1B in new single-award contract wins. He has a B.A. from Penn State University and an M.S. in Technology Management from George Mason University. He is PMP® certified and holds a Federal CIO certification. He also is a member of the YPO US Capital Chapter and on the board of directors at GovForce.
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Episode Transcript
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Speaker 1 (00:00):
CEOs.
Speaker 2 (00:00):
You should know Howard by iHeartMedia.
Speaker 1 (00:03):
Let's meet Greg Fitzgerald.
Speaker 3 (00:05):
He is the CEO for ITC Federal, a systems integrator
that provides a range of technology services to the US
federal government, including application development, cloud deployment, cybersecurity, and federal
financial system modernization. Before we talk more about Greg's fourteen
years with his outstanding company a CEO, I first asked
him to talk a little bit about himself, where he's
(00:25):
from and his origin story.
Speaker 2 (00:26):
So I'm originally from Pennsylvania.
Speaker 4 (00:28):
I really grew up Worchester County and Leinster County kind
of intersect, and then I ended up in Leicester County
where I went to high school at a small school.
You know, about one hundred people in my graduating class,
and I joked that one of them was my twin brother.
Speaker 2 (00:41):
You know, my mom was a teacher. My dad really
worked at the.
Speaker 4 (00:44):
Same truck and company that his dad did. So I
had a pretty normal upbringing, right I was. I did
a lot of sports growing up, things like wrestling and tennis,
which don't traditionally go together.
Speaker 2 (00:53):
But I went to a small school, which.
Speaker 4 (00:55):
In all that sort of help, you know, helped sort
of fuel my competitive nature. I did well academically and
I could always write very well, and I even took
English classes at a local college, you know, during my
senior year of high school. I went to penn State
for my undergraduate degree, as any good Pennsylvania does. And afterwards,
and this is probably twenty five years ago now, I
(01:16):
moved down to the DC area, partially for a job,
but primarily for a girl who fortunately has been my
wife for twenty two years, in November, Shannon. And then
after a few years of working in the field, I
went to graduate school down here at George Mason, which
is not recently either but probably twenty years ago, and
got a master's degree in technology management.
Speaker 3 (01:38):
Well, I want to talk about your ascension and the
different things you did, because you primarily had an academic
kind of education going out, and you know, we're going
to talk a lot about itc Federal and of course
here fourteen years with the company now as CEO, and
what you kind of thought you might want to do
and what you ended up doing. And maybe if you
could go into some of your resume experience of coming
out of school with a plan about because you know,
(02:00):
we always talk in this series about you know, college
is always to find about who you are, what you
want to do, and then you take these crazy paths afterwards.
Speaker 1 (02:06):
Can you chat a little bit about that.
Speaker 4 (02:08):
It's it's a funny one because I've got I've got
a you know, two two teenage boys, one of which
is a senior in high school, and so he's getting
ready to sort of embark on his on his journey
going forward, and and a lot of our conversations are about,
you know, don't try to over curate, you know this
sort of enjoy the journey.
Speaker 2 (02:24):
Enjoy the journey a little bit.
Speaker 4 (02:25):
Good advice because because I think the journey is just
as much fun. Look when I came out of school,
you know, I really had an English degree, and then
I had a business minor.
Speaker 2 (02:35):
You know, when I when I ended up, and.
Speaker 4 (02:37):
It was it was it was you know, I graduated
college in two thousand and so certainly technology, you know,
in the Internet was was sort of you know, very
much you know happening, you know at that time, right,
and so so when I came out, although I had
degrees in that, I still was you know, immerging technology
enough that I could still program websites.
Speaker 2 (02:55):
You know, do some do some technology stuff.
Speaker 4 (02:57):
So I really wanted to be able to take you know,
my ability to communicate well, and I really wanted to
get get into technology. And so really when I started,
you know, my first job, you know, when I came
down here, I was working for a federal government contractor.
I was so part of it was sort of writing
congressional correspondence responses, you know that that congressman would would
send in on the program and you know you need
(03:17):
to basically write su same responses. But the other part
was was doing some technology work. I sort of built
some some early sort of knowledge management you know, systems
and things and that, and that helped, you know, kind
of bridge the gap. And really, at the end of
the day, the uh, you know, technology that enables the
mission is where I found you know, sort of my
most interest, you know, going forward. And I've always really
(03:38):
liked the new business part because again, I mean it's
sort of a perfect storm. I'm a competitive guy, I
can write well, and I sort of stumbled into this
industry where you know, your ability to write proposals and
communicate you know, value propositions can can lead to you
you know, growing new business. And that was you know,
I was like, Wow, this is a really great fit.
I had no idea that this was this was a
(03:59):
thing when I you know, I sort of embarked on
my educational journey. But it really has has been really
good alignment throughout my career.
Speaker 3 (04:07):
You know, one thing, if you could indulge me just
for a second, because as you were telling that story,
it reminds me that in this series we always talked
to entrepreneurs and leaders about you know, they're not exactly
sure what they're going into. But it sounds like you
had a gut reaction, You had some skill, and you
were certainly living in the right area of the DMV
that we'll talk about what ITC Federal does, But did
you have an inclination about the kind of business and
(04:29):
the kind of genre that you could have been going
into with your technology background that you were learning and cultivating.
Speaker 2 (04:34):
You know, I think that I think that I did.
Speaker 4 (04:36):
I mean I think that there was you know, and
even someone when I started, there were there was certainly
you know, it was the early early days of the Internet,
in the early days of you know sort of you know,
systems modernization work, and so I think that I clearly
wanted to be a part of you know, this modernization journey, right.
The opportunity to take you know, sort of a more
(04:56):
analog world and move it into a more digital world,
I think was was super appealing to me. And the
DC market was perfect because the mission space and the
ability to contribute to things of national importance was just
absolutely super compelling.
Speaker 3 (05:10):
All right, well, listen, let's talk about ITC Federal and
before we get into mission and vision and all the programs,
the capability of this cool company for over fourteen years
is done. I always like to talk about kind of
the origin story about how you hooked up. And I
know that things were coming at the same time of
you joining the company. It's starting up, But what is
that story that you can share with us, Greg, about
how it all came together?
Speaker 2 (05:29):
Yeah, absolutely does.
Speaker 4 (05:30):
So I joined Information Technology Coalition, which isn't the name
of the company now, but it was, you know when
I started as a partner in the early days, so
the business had I wasn't the original founder. The business
had been started for a couple of years, but when
I joined, it was really just we just had a
couple of small subcontracts and there were three of us
partners that came together and then really over fifteen years,
(05:53):
we really built a mid tier technology service provider focused
on law enforcement and national security. At the end of
the day, I mean, it's really the missions that matter,
and that's why I'm here.
Speaker 2 (06:04):
And this was a really great platform I had. I
had grown up.
Speaker 4 (06:07):
In sort of a big you know, a big system integrator,
so I had spent a lot of time in a
you know, fifteen billion dollar, you know kind of machine,
which was fantastic, But the market was changing, right small
businesses id IQs, you know, and I really wanted to
have an opportunity, you know, to sort of you know,
put my own stake in the ground and be able
to build something and do it the do it the
(06:28):
way that that I felt was going to be best
for customers and employees, you know. As we completed our
run as a small business, you know, over the past
you know, again, we've had the business for a while,
but over the last few years that we're we're not
a small business anymore.
Speaker 2 (06:41):
I bought out the two partners.
Speaker 4 (06:43):
Then I rebranded the company to ITC Federal, and I
did this to kind of relaunch the business and let
the market know a that we're a serious company and
to be that we're here to continue to grow and evolve.
Then a year ago, you know, in August of twenty
twenty four, I received an outside minority investment from Blue
Delta of Capital Partners. I was really looking for a
partner to help me grow this business into a formidable,
(07:05):
full and open prime and really they were the partner
that I wanted from the first time I met them,
and to their credit, it hasn't disappointed. So once we
took that investment, you know, we put together just a
really impressive board of directors and operators and really just
just all around, you know, good human beings Phil Nolan,
Jim Brapston, and Matt Curtis, you know, who've all built
(07:25):
and operated billion dollar gov cons And I joke that
they're just here to make me sort of, you know,
make one less mistake a week, you know.
Speaker 2 (07:32):
On the way on the way to the end goal here.
Speaker 4 (07:35):
And then right after that we really more or less
rebuilt the entire leadership team, and now we're at the
point when we're looking to execute our strategy at Fire
and grow this business you know over the next however
many years and be a serious you know, full and
open prime contractor.
Speaker 3 (07:50):
You know, before I talk to you, Greg good about
mission and vision. I know you've touched on a little bit,
and then we'll find out about programs and capabilities. Once again,
your explanation of that hearkens back to what you and
I are. I've got a huge sports background of thirty
years in radio and TV, and I'm a big fan
and I know you're also a big fan of sports
as well too, growing up with it. And we talk
in this series about all the different things that sports
(08:10):
and business and life have in common. And as you
talk to that leadership team, and I'm sure you're going
to talk about your team as we continue to chat
about it TC Federal, about how important it is to
surround yourself with good people that you trust.
Speaker 1 (08:22):
Can you elaborate on that, Yeah, No, I.
Speaker 4 (08:24):
Think it's I think it's it's the only way that
you're going to be that you're going to be successful.
I mean, certainly at the end of the day. I
mean I think about it is that you know, I
can't I couldn't got any of any of where I
am today without the you know, without the people that
helped me along the way. And so as we've scaled
up the people that we can empower, that they can lead,
that they can you know, help build our organization going forward.
(08:47):
Really getting the right people in the right seat absolutely critical.
And it's look, it's in some way it's it's cliche
probably for a reason, right that like sometimes the people
that helped you build this company aren't necessarily the right
people to help you build it, you know going forward.
I mean, there was a spectacular group of people that helped,
you know, over a decade build it c and we
(09:07):
couldn't have done anything you know that we did without them, right,
and they're they're always be part of the foundation, you know,
of who we are today. But you know, the leadership
team that we need to compete in the full and
open market is just is just a little bit different.
And I'm I'm just enormously proud, humbled, optimistic about the
leadership team that we formed, you know, to really you know,
(09:29):
embark on this new company.
Speaker 3 (09:30):
If you could do me one more favor, because you know,
once again you're talking about us something that's very ultra
important for a CEO. We always joke that it's windy
ass at the top of the mountain, but sometimes you
have to make really hard decisions. What is the difference
as a leader and specifically to your journey about loyalty
to the previous leadership and then moving forward with a
business sensor you had about the future of the company
(09:51):
and the decisions that you had to make with changes.
Speaker 4 (09:54):
Yeah, I think it's a it's a great question, Dennis,
and it's really I think that any any CEO who's
gotten to a certain point had to had to shift
in gears is probably you know, probably has a lot
of emotions that they have, you know about about that journey.
Speaker 2 (10:08):
I think at the end of the day, you got
to look at yourselves and you got to.
Speaker 4 (10:11):
Look at your people, and you've got to be really
honest about you know, where we are and what it
you know, what it's going to take in order to
get there, and sometimes you know people aren't aren't in
the right seats, and you got to do it in
a respectful and dignified way, and you got to, you know,
honor the work that that these people have have done
to help you, you know, help you get from here
to there.
Speaker 2 (10:30):
But you know, you really.
Speaker 4 (10:32):
Do you know, just need to be you know, just
really honest about what are the skills, what are the experiences,
you know, what are the behaviors that.
Speaker 2 (10:39):
We need, you know, in order to be you know,
the next great company.
Speaker 4 (10:42):
And I think deep down you always know, and I
think it's just it's just it's easy to avoid, you know,
hard conversations.
Speaker 2 (10:49):
But the best, you know.
Speaker 4 (10:50):
The best way to do it is just to be
really honest, be really respectful, and and focus on what
the company needs to be successful. Because the company is
bigger than me. It's bigger than you know, our leadership team.
You know, that serves you know, underneath me. And I
think if if at the end of the day, you know,
we've got a responsibility to our customers, we've got in
our responsibilities to our employees, we've got a responsibility to
(11:10):
our stakeholders, and you really just got to look at like,
do we have the right talent in order to fulfill
those objectives?
Speaker 3 (11:16):
Well, thanks for indulging me, and then we'll talk a
little bit more about it in leadership. But what you're
talking about is something that I've learned as a manager
over the years. It's just being appropriately candid with people
because in the end, while they don't want to hear
the truth, they really do need to hear the truth
and that's what you're talking about. That Well, we'll chat
about that a little bit later, but I've teethed it enough.
I'd love to talk about mission and vision of the company.
(11:36):
So for ITC federal, What is that?
Speaker 2 (11:38):
Yeah, So I mean I think and I just see federal.
Speaker 4 (11:40):
You know, our missions really deliver technology solutions that enable
federal agencies to protect and serve the nation with greater agility, innovation,
and impact. You know, we like to think that we
combining the speed and creativity of a small business with
the scale and capability, you know, to be able to
thrive in full and open competition.
Speaker 2 (11:57):
So we're here.
Speaker 4 (11:58):
We're here, and we're really driven by the purpose and
the missions that we support. Our companies powered by exceptionally
great people, and we are we're committed to building you know,
lasting solutions that advance national security and public trust. That's
that's what we built and that's what we're focused on
going forward. Our vision is to be a differentiated you know,
(12:18):
legit mid tier you know, integrator focused on national security,
law enforcement, and defense. We want to be a real
market player in this business for years to come.
Speaker 1 (12:29):
All right, let's do this.
Speaker 3 (12:30):
If you were to give a thirteen thousand foot view
to all of our listeners that are being introduced to
ITC federal for the first time, what would you tell
me you exactly.
Speaker 4 (12:38):
Do sure, Yeah, I mean I think, you know, at
the end of the day, we are you know, we're
a technology services provider, so we really do we do
technology services, we do end user services, and we do
you know, federal financial services specifically for the law enforcement
and homeland security marketplace. Right That's that's at the end
of the day what we do. Certainly we have differentiated
(13:00):
you know, competencies underneath that in cloud modernization and federal
financial system modernization. Certainly we are, you know, and like
a lot of us are, we are you know, certainly
doing AI to better you know, enable the mission space.
We kind of live at the infrastructure and platform layer
and making sure that those technology foundations are you know,
(13:22):
done effectively so that the missions can do what they
need to do for our community, for our country.
Speaker 3 (13:27):
You mentioned differentiating a couple of times. That's one of
the questions we ask when it comes to mid tier
competition out there. But I'd like you maybe to get
more granular about this and maybe talk about specifics, but
you know, you probably know who your competition is. Are
people that do something like what you do out there?
So how do you monitor that? And then how do
you get back to your people with your technology and say, well,
(13:47):
this is how we're going to do it differently and
this is how we're going to do it better.
Speaker 1 (13:50):
How does that work?
Speaker 4 (13:51):
No, that's great, that's greatnnis And I think it's probably
it's probably the question that we wake up every day,
you know, thinking about, you know, thinking about the most. Right,
we build our company, you know, and we're looking to
move you know into defense and wall, but we build
our company to serve you know, two pretty specific markets, right,
we build our business to serve law enforcement and homeland security.
And we know those mission spaces exceptionally well. Our teams
(14:13):
and our leaders have worked in those in those spaces
for decades. So we understand the business processes, we understand
the stakeholders, we understand the requirements, We understand what it
means in order to you know, successfully deliver on those
missions because our people have been you know, not just technologists,
but they've been operators, you know, in this mission space
for a really long time. Certainly on the on the
(14:33):
technology side, you know, we have you know, we've got
real accelerators and things like you know, intelligence, search, platform engineering,
enterprise community clouds and running you know, financial service centers,
which really are the you know, those are the technology
pieces that allow us to enable the mission. But the
combination is really is really where we've been differentiated. We
know these missions end to end, and then we've got
(14:54):
exceptional technical capabilities and solutions to really help enable these missions.
And then really I like to think of it as
like we bring agility at scale, which is really all
about like the capabilities of a much bigger firm with
the responsiveness and attention of a small business. Like if
a client has us, you know, as a partner, like
they're going to get that attention, you know, and we're
going to come to them with creative ideas because the
(15:16):
end of the day, like our only objective is to
make sure that they are successful in the mission achieves
its outcomes. And we're not you know, we're not at
the point when we got a lot of bureaucracy and
other stuff that get in the way of that. We're
here to support our clients and we're here to support
our employees in delivering on that mission, and that's what
we've done consistently year over year.
Speaker 3 (15:37):
Oh, Greg, the company sounds very healthy, and I know
you're very proud of it. And in this day and age,
in twenty twenty five, with all that's going on, and
also technology and AI moving so quickly, I imagine there are
a few challenges for you and their team.
Speaker 1 (15:49):
What are they right now for you?
Speaker 4 (15:50):
Yeah, no, Dennis, I appreciate that, and probably I mean, look,
we're in we're in Washington, d C.
Speaker 2 (15:55):
And in the government contracting space.
Speaker 4 (15:57):
So if somebody doesn't tell you that the first part
of the year was all about DOGE, than maybe they
were in a different space, or maybe they were in
a little bit more insulated world.
Speaker 2 (16:06):
I was not exactly. And so look, the first part of.
Speaker 4 (16:08):
You really was all about DOGE, and but the need
for efficiency remains a top priority.
Speaker 2 (16:14):
And look that's a.
Speaker 4 (16:14):
Good priority, right Like at the end of the day,
you know, we want to be a good steward of
the taxpayers money, and we want to deliver the best
solutions for the best prices, honestly because our country deserves
that right and whenever possible, you know, we really you
know the world is changing and we need to think
more about solutions, not just services. Those are bigger, you know,
sort of macro trends in the market. Second to us,
(16:34):
the overall acquisition landscape is rapidly changing, and there's a
there's a ton you know happening there. Whether it's like
you know, consolidating procurement under GSA, you know, there's a
ton of like evolving agency contract vehicle decisions of sort
of how are they how are they going to buy?
And then there's new alternative acquisition strategies that have emerged,
right And a lot of this has emerged because we
(16:55):
want to be able to deliver capabilities faster to the mission.
But there's things like I hate the throw out a
bunch of buzzwords. There's like O t as and sbi
rs and and just non traditional acquisition strategies CSOs that
are that are real in our marketplace and they have
and their game change and they have the ability to
just deliver capabilities, you know, faster, which is what our
country needs. And so the truth matter is like we've
(17:17):
just got to skate where the puck is going, and
we've got to be able to be.
Speaker 2 (17:20):
Positioned to take advantage of these changes. And it's just
as simple as that.
Speaker 4 (17:24):
I mean, the world's changing and we've got to we've
got to change with it or we'll be left behind.
And lastly, look, I mean this is a this is
a desirable market doing work that matters, you know, for
our for our nation. So competition is fierce, right, There's
a bunch of new players in the market there, maybe
we're non traditional technology players that are that are coming
into the market and and so things are changing, and
(17:45):
so I think you've got to You've got to stay
focused on who you are. You've got to constantly you know, innovate,
and you've got to constantly grow and just partner with
your customers so we can deliver better services. But yeah,
I mean I think there's there's lots of challenge, but
I think for us, there's so many opportunities as a
result of those challenges.
Speaker 3 (18:04):
I want to put a pin in work just for
a second, Greg and talk about philanthropic and charity work.
And I know you're super busy with things, but when
you do have an opportunity, whether it's through the business
or with your family, what do you like to be
hard of?
Speaker 4 (18:16):
Yeah, look, I think I think philanthropy is a is
a big part of our company. I think it's a
big part of my family as well. So look at
at i TC. We're a national partner of the Border
Patrol Foundation. You know, we're We've been the presenting sponsor
for Volunteer Fairfax's Martin Luther King Weekend of Service for
the past several years. We support numerous other organizations safe
Spot with Fairfax County, JK Farms and Leesburg, and then
(18:40):
we do a ton of events with our teams to
really support the communities where we live and work. Like
just as an example, like this weekend, we've got a
big beach clean up event in Virginia Beach because we've got,
you know, more than one hundred employees that are supporting
the Coast Guard Finance Center down in Chesapeake, Virginia, and
so we've got a really big turnout that we've we
organized this event really just to be able to help
(19:00):
give back to the communities where our people live and work.
And look, we do there's a ton of stuff that
we do. We sponsor, you know, we sponsor you know,
local sports teams. We do a ton of I think
it I think as you as you build this business
and you live and work in these communities, you have
a responsibility to give back and I think that's always
going to be a part of who i TC is
and a part of.
Speaker 2 (19:20):
Who I am.
Speaker 1 (19:21):
Outstanding. Thanks for sharing that, Greg Guy.
Speaker 3 (19:23):
I did tease the audience, so we were going to
talk about leadership and you know, when it comes to
your employees and your team members and your customers and
how you talk to people and communication. Once again, there's
all those sports analogies that you've been using I've been
talking about and referring to. And when I say the
word leadership specifically to your journey as CEO of i
TC Federal, what does leadership mean to you?
Speaker 4 (19:44):
Yeah, I mean I still think that leadership means, do
you know, it still means doing the right thing when
when no one's looking. I think that it means, you know,
having the integrity and having the vision to be able
to drive forward and just just consistently, you know, do
the right thing, have the hard conversations and and you know,
take take all of the points of view and account
(20:05):
you know as you as you execute on that vision.
Speaker 3 (20:08):
When it comes to the future, specifically of your industry
and once again, we have preface that things are moving
very quickly, and I'm sure you and your team are.
We're staying up on it. But when it comes to
the next five ten years of the industry and then
specifically your company, what are you looking forward to?
Speaker 1 (20:23):
What do you see happening?
Speaker 4 (20:24):
Yeah, No, I think I think I'm looking forward to
to a number of things. I mean, I do think
that there's a pretty big trend, you know, in our
market to move from services to solutions, and I'm really
looking forward to making those investments at i TC, so
we've got you know, more differentiated solution offerings to help
our clients you deliver on the mission. Certainly, ITC is
looking to grow the business, and there's still a lot
(20:47):
of pent up demand and apply you know, in the
acquisition marketplace. So certainly, I mean we're looking for the
opportunity to kind of partner with other great companies, you know,
put them together and let us offer you know, broader
capabilities you know, to our clients and really to our employees.
Like when I talk about growth, I think it's because
we have a responsibility to grows.
Speaker 2 (21:06):
We give more opportunities for the people that work, you know,
in our company today.
Speaker 4 (21:09):
I mean, growth isn't for growth sake. Growth is because
we do want to have, you know, more opportunities and
we want broader capabilities so we can better serve serve
our clients. So look, I'm optimistic about about a ton
of it, right, I Mean, I think there's a lot
of changes, but that's that's good, right. I mean, I
think the ability to evolve the business. At the end
of the day, as long as we continue to support
(21:30):
you know, missions that matter to our country, that make
us safer, you know that protect our citizens, We're always
going to be in the right place. So I'm I'm
pretty excited about the future.
Speaker 1 (21:40):
You know, you and I just met.
Speaker 3 (21:42):
But one of the things that I'm kind of vibe
that I get off you and tell me if I'm
onto something here, is that not only do you like
the challenges, but I think that you like being a
part of this industry so you can help out so
everybody could be better.
Speaker 4 (21:53):
Would I be on to that, Yeah, No, of course,
I mean that's I mean, it's really why we're here, right,
I Mean, the the success stories that we're interested aren't
like the ITC doubled in size this year, right, the
success stories are like, you know, look at this technology
that enabled an agent to prosecute a case, you know faster,
or you know, look at the things that we've done
(22:15):
that really helped you know, the mission get accomplished, you know,
in a better way and had real.
Speaker 2 (22:20):
Outcomes for our country. That's why we're here.
Speaker 3 (22:23):
Yeah, it's well said in one skin. Being a leader
is being prideful about what you're doing with your team.
So I do want to get some final thoughts, really
enjoy the conversation. We are going to give a website
and everybody can check that out. It's easy to navigate,
lots of information on there. And as we do that, Greg,
I'm going to turn it over to you just for
some final thoughts. The floor is yours.
Speaker 4 (22:41):
Yeah, sure, So look, I think the final takeaways that
we love you know, people to think about is we're
a serious company. We are committed to the markets that
we serve, and we want to you know, we want
to continue to.
Speaker 2 (22:53):
Grow and we want to get better.
Speaker 4 (22:55):
You know, every day we're always looking to you know,
we're certainly always hiring and we're looking for great people
to join our company, but we're looking for customers who
want you know, the broader capabilities and that more intimate feel.
We're looking for teaming partners that you know, really want,
you know, the capabilities of a much broader organization in
an easier to do business with, you know kind of company.
Speaker 2 (23:17):
Right.
Speaker 4 (23:18):
We we at the end of the day, we want
people to understand, you know, that we are a real
serious technology solution provider, and we also want to understand
that we're we're focused on our customers and we're focused
on our employees, right that that's why we're here and
it's what we you know, we want to continue to
deliver that message day in and day out.
Speaker 2 (23:39):
And that's that's probably Dennis.
Speaker 4 (23:40):
If I get if I get even part of that,
I feel like we're probably doing a good job.
Speaker 1 (23:44):
I love that. Let's give the website to everybody, Greg Sure.
Speaker 4 (23:46):
The website is uh I TC Federal dot com. All
of our careers and information are readily available on there.
Speaker 1 (23:52):
Absolutely listen. Thank you so much for this conversation. I
really appreciate its great to feature you. Thank you so
much for joining us on CEOs. You should know and
continue success.
Speaker 2 (24:00):
Thank you so much. Us.
Speaker 3 (24:01):
Our community partner, M and T Bank supports CEOs you
should know as 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 communities succeed.
CEOs.
Speaker 2 (00:00):
You should know Howard by iHeartMedia.
Speaker 1 (00:03):
Let's meet Greg Fitzgerald.
Speaker 3 (00:05):
He is the CEO for ITC Federal, a systems integrator
that provides a range of technology services to the US
federal government, including application development, cloud deployment, cybersecurity, and federal
financial system modernization. Before we talk more about Greg's fourteen
years with his outstanding company a CEO, I first asked
him to talk a little bit about himself, where he's
(00:25):
from and his origin story.
Speaker 2 (00:26):
So I'm originally from Pennsylvania.
Speaker 4 (00:28):
I really grew up Worchester County and Leinster County kind
of intersect, and then I ended up in Leicester County
where I went to high school at a small school.
You know, about one hundred people in my graduating class,
and I joked that one of them was my twin brother.
Speaker 2 (00:41):
You know, my mom was a teacher. My dad really
worked at the.
Speaker 4 (00:44):
Same truck and company that his dad did. So I
had a pretty normal upbringing, right I was. I did
a lot of sports growing up, things like wrestling and tennis,
which don't traditionally go together.
Speaker 2 (00:53):
But I went to a small school, which.
Speaker 4 (00:55):
In all that sort of help, you know, helped sort
of fuel my competitive nature. I did well academically and
I could always write very well, and I even took
English classes at a local college, you know, during my
senior year of high school. I went to penn State
for my undergraduate degree, as any good Pennsylvania does. And afterwards,
and this is probably twenty five years ago now, I
(01:16):
moved down to the DC area, partially for a job,
but primarily for a girl who fortunately has been my
wife for twenty two years, in November, Shannon. And then
after a few years of working in the field, I
went to graduate school down here at George Mason, which
is not recently either but probably twenty years ago, and
got a master's degree in technology management.
Speaker 3 (01:38):
Well, I want to talk about your ascension and the
different things you did, because you primarily had an academic
kind of education going out, and you know, we're going
to talk a lot about itc Federal and of course
here fourteen years with the company now as CEO, and
what you kind of thought you might want to do
and what you ended up doing. And maybe if you
could go into some of your resume experience of coming
out of school with a plan about because you know,
(02:00):
we always talk in this series about you know, college
is always to find about who you are, what you
want to do, and then you take these crazy paths afterwards.
Speaker 1 (02:06):
Can you chat a little bit about that.
Speaker 4 (02:08):
It's it's a funny one because I've got I've got
a you know, two two teenage boys, one of which
is a senior in high school, and so he's getting
ready to sort of embark on his on his journey
going forward, and and a lot of our conversations are about,
you know, don't try to over curate, you know this
sort of enjoy the journey.
Speaker 2 (02:24):
Enjoy the journey a little bit.
Speaker 4 (02:25):
Good advice because because I think the journey is just
as much fun. Look when I came out of school,
you know, I really had an English degree, and then
I had a business minor.
Speaker 2 (02:35):
You know, when I when I ended up, and.
Speaker 4 (02:37):
It was it was it was you know, I graduated
college in two thousand and so certainly technology, you know,
in the Internet was was sort of you know, very
much you know happening, you know at that time, right,
and so so when I came out, although I had
degrees in that, I still was you know, immerging technology
enough that I could still program websites.
Speaker 2 (02:55):
You know, do some do some technology stuff.
Speaker 4 (02:57):
So I really wanted to be able to take you know,
my ability to communicate well, and I really wanted to
get get into technology. And so really when I started,
you know, my first job, you know, when I came
down here, I was working for a federal government contractor.
I was so part of it was sort of writing
congressional correspondence responses, you know that that congressman would would
send in on the program and you know you need
(03:17):
to basically write su same responses. But the other part
was was doing some technology work. I sort of built
some some early sort of knowledge management you know, systems
and things and that, and that helped, you know, kind
of bridge the gap. And really, at the end of
the day, the uh, you know, technology that enables the
mission is where I found you know, sort of my
most interest, you know, going forward. And I've always really
(03:38):
liked the new business part because again, I mean it's
sort of a perfect storm. I'm a competitive guy, I
can write well, and I sort of stumbled into this
industry where you know, your ability to write proposals and
communicate you know, value propositions can can lead to you
you know, growing new business. And that was you know,
I was like, Wow, this is a really great fit.
I had no idea that this was this was a
(03:59):
thing when I you know, I sort of embarked on
my educational journey. But it really has has been really
good alignment throughout my career.
Speaker 3 (04:07):
You know, one thing, if you could indulge me just
for a second, because as you were telling that story,
it reminds me that in this series we always talked
to entrepreneurs and leaders about you know, they're not exactly
sure what they're going into. But it sounds like you
had a gut reaction, You had some skill, and you
were certainly living in the right area of the DMV
that we'll talk about what ITC Federal does, But did
you have an inclination about the kind of business and
(04:29):
the kind of genre that you could have been going
into with your technology background that you were learning and cultivating.
Speaker 2 (04:34):
You know, I think that I think that I did.
Speaker 4 (04:36):
I mean I think that there was you know, and
even someone when I started, there were there was certainly
you know, it was the early early days of the Internet,
in the early days of you know sort of you know,
systems modernization work, and so I think that I clearly
wanted to be a part of you know, this modernization journey, right.
The opportunity to take you know, sort of a more
(04:56):
analog world and move it into a more digital world,
I think was was super appealing to me. And the
DC market was perfect because the mission space and the
ability to contribute to things of national importance was just
absolutely super compelling.
Speaker 3 (05:10):
All right, well, listen, let's talk about ITC Federal and
before we get into mission and vision and all the programs,
the capability of this cool company for over fourteen years
is done. I always like to talk about kind of
the origin story about how you hooked up. And I
know that things were coming at the same time of
you joining the company. It's starting up, But what is
that story that you can share with us, Greg, about
how it all came together?
Speaker 2 (05:29):
Yeah, absolutely does.
Speaker 4 (05:30):
So I joined Information Technology Coalition, which isn't the name
of the company now, but it was, you know when
I started as a partner in the early days, so
the business had I wasn't the original founder. The business
had been started for a couple of years, but when
I joined, it was really just we just had a
couple of small subcontracts and there were three of us
partners that came together and then really over fifteen years,
(05:53):
we really built a mid tier technology service provider focused
on law enforcement and national security. At the end of
the day, I mean, it's really the missions that matter,
and that's why I'm here.
Speaker 2 (06:04):
And this was a really great platform I had. I
had grown up.
Speaker 4 (06:07):
In sort of a big you know, a big system integrator,
so I had spent a lot of time in a
you know, fifteen billion dollar, you know kind of machine,
which was fantastic, But the market was changing, right small
businesses id IQs, you know, and I really wanted to
have an opportunity, you know, to sort of you know,
put my own stake in the ground and be able
to build something and do it the do it the
(06:28):
way that that I felt was going to be best
for customers and employees, you know. As we completed our
run as a small business, you know, over the past
you know, again, we've had the business for a while,
but over the last few years that we're we're not
a small business anymore.
Speaker 2 (06:41):
I bought out the two partners.
Speaker 4 (06:43):
Then I rebranded the company to ITC Federal, and I
did this to kind of relaunch the business and let
the market know a that we're a serious company and
to be that we're here to continue to grow and evolve.
Then a year ago, you know, in August of twenty
twenty four, I received an outside minority investment from Blue
Delta of Capital Partners. I was really looking for a
partner to help me grow this business into a formidable,
(07:05):
full and open prime and really they were the partner
that I wanted from the first time I met them,
and to their credit, it hasn't disappointed. So once we
took that investment, you know, we put together just a
really impressive board of directors and operators and really just
just all around, you know, good human beings Phil Nolan,
Jim Brapston, and Matt Curtis, you know, who've all built
(07:25):
and operated billion dollar gov cons And I joke that
they're just here to make me sort of, you know,
make one less mistake a week, you know.
Speaker 2 (07:32):
On the way on the way to the end goal here.
Speaker 4 (07:35):
And then right after that we really more or less
rebuilt the entire leadership team, and now we're at the
point when we're looking to execute our strategy at Fire
and grow this business you know over the next however
many years and be a serious you know, full and
open prime contractor.
Speaker 3 (07:50):
You know, before I talk to you, Greg good about
mission and vision. I know you've touched on a little bit,
and then we'll find out about programs and capabilities. Once again,
your explanation of that hearkens back to what you and
I are. I've got a huge sports background of thirty
years in radio and TV, and I'm a big fan
and I know you're also a big fan of sports
as well too, growing up with it. And we talk
in this series about all the different things that sports
(08:10):
and business and life have in common. And as you
talk to that leadership team, and I'm sure you're going
to talk about your team as we continue to chat
about it TC Federal, about how important it is to
surround yourself with good people that you trust.
Speaker 1 (08:22):
Can you elaborate on that, Yeah, No, I.
Speaker 4 (08:24):
Think it's I think it's it's the only way that
you're going to be that you're going to be successful.
I mean, certainly at the end of the day. I
mean I think about it is that you know, I
can't I couldn't got any of any of where I
am today without the you know, without the people that
helped me along the way. And so as we've scaled
up the people that we can empower, that they can lead,
that they can you know, help build our organization going forward.
(08:47):
Really getting the right people in the right seat absolutely critical.
And it's look, it's in some way it's it's cliche
probably for a reason, right that like sometimes the people
that helped you build this company aren't necessarily the right
people to help you build it, you know going forward.
I mean, there was a spectacular group of people that helped,
you know, over a decade build it c and we
(09:07):
couldn't have done anything you know that we did without them, right,
and they're they're always be part of the foundation, you know,
of who we are today. But you know, the leadership
team that we need to compete in the full and
open market is just is just a little bit different.
And I'm I'm just enormously proud, humbled, optimistic about the
leadership team that we formed, you know, to really you know,
(09:29):
embark on this new company.
Speaker 3 (09:30):
If you could do me one more favor, because you know,
once again you're talking about us something that's very ultra
important for a CEO. We always joke that it's windy
ass at the top of the mountain, but sometimes you
have to make really hard decisions. What is the difference
as a leader and specifically to your journey about loyalty
to the previous leadership and then moving forward with a
business sensor you had about the future of the company
(09:51):
and the decisions that you had to make with changes.
Speaker 4 (09:54):
Yeah, I think it's a it's a great question, Dennis,
and it's really I think that any any CEO who's
gotten to a certain point had to had to shift
in gears is probably you know, probably has a lot
of emotions that they have, you know about about that journey.
Speaker 2 (10:08):
I think at the end of the day, you got
to look at yourselves and you got to.
Speaker 4 (10:11):
Look at your people, and you've got to be really
honest about you know, where we are and what it
you know, what it's going to take in order to
get there, and sometimes you know people aren't aren't in
the right seats, and you got to do it in
a respectful and dignified way, and you got to, you know,
honor the work that that these people have have done
to help you, you know, help you get from here
to there.
Speaker 2 (10:30):
But you know, you really.
Speaker 4 (10:32):
Do you know, just need to be you know, just
really honest about what are the skills, what are the experiences,
you know, what are the behaviors that.
Speaker 2 (10:39):
We need, you know, in order to be you know,
the next great company.
Speaker 4 (10:42):
And I think deep down you always know, and I
think it's just it's just it's easy to avoid, you know,
hard conversations.
Speaker 2 (10:49):
But the best, you know.
Speaker 4 (10:50):
The best way to do it is just to be
really honest, be really respectful, and and focus on what
the company needs to be successful. Because the company is
bigger than me. It's bigger than you know, our leadership team.
You know, that serves you know, underneath me. And I
think if if at the end of the day, you know,
we've got a responsibility to our customers, we've got in
our responsibilities to our employees, we've got a responsibility to
(11:10):
our stakeholders, and you really just got to look at like,
do we have the right talent in order to fulfill
those objectives?
Speaker 3 (11:16):
Well, thanks for indulging me, and then we'll talk a
little bit more about it in leadership. But what you're
talking about is something that I've learned as a manager
over the years. It's just being appropriately candid with people
because in the end, while they don't want to hear
the truth, they really do need to hear the truth
and that's what you're talking about. That Well, we'll chat
about that a little bit later, but I've teethed it enough.
I'd love to talk about mission and vision of the company.
(11:36):
So for ITC federal, What is that?
Speaker 2 (11:38):
Yeah, So I mean I think and I just see federal.
Speaker 4 (11:40):
You know, our missions really deliver technology solutions that enable
federal agencies to protect and serve the nation with greater agility, innovation,
and impact. You know, we like to think that we
combining the speed and creativity of a small business with
the scale and capability, you know, to be able to
thrive in full and open competition.
Speaker 2 (11:57):
So we're here.
Speaker 4 (11:58):
We're here, and we're really driven by the purpose and
the missions that we support. Our companies powered by exceptionally
great people, and we are we're committed to building you know,
lasting solutions that advance national security and public trust. That's
that's what we built and that's what we're focused on
going forward. Our vision is to be a differentiated you know,
(12:18):
legit mid tier you know, integrator focused on national security,
law enforcement, and defense. We want to be a real
market player in this business for years to come.
Speaker 1 (12:29):
All right, let's do this.
Speaker 3 (12:30):
If you were to give a thirteen thousand foot view
to all of our listeners that are being introduced to
ITC federal for the first time, what would you tell
me you exactly.
Speaker 4 (12:38):
Do sure, Yeah, I mean I think, you know, at
the end of the day, we are you know, we're
a technology services provider, so we really do we do
technology services, we do end user services, and we do
you know, federal financial services specifically for the law enforcement
and homeland security marketplace. Right That's that's at the end
of the day what we do. Certainly we have differentiated
(13:00):
you know, competencies underneath that in cloud modernization and federal
financial system modernization. Certainly we are, you know, and like
a lot of us are, we are you know, certainly
doing AI to better you know, enable the mission space.
We kind of live at the infrastructure and platform layer
and making sure that those technology foundations are you know,
(13:22):
done effectively so that the missions can do what they
need to do for our community, for our country.
Speaker 3 (13:27):
You mentioned differentiating a couple of times. That's one of
the questions we ask when it comes to mid tier
competition out there. But I'd like you maybe to get
more granular about this and maybe talk about specifics, but
you know, you probably know who your competition is. Are
people that do something like what you do out there?
So how do you monitor that? And then how do
you get back to your people with your technology and say, well,
(13:47):
this is how we're going to do it differently and
this is how we're going to do it better.
Speaker 1 (13:50):
How does that work?
Speaker 4 (13:51):
No, that's great, that's greatnnis And I think it's probably
it's probably the question that we wake up every day,
you know, thinking about, you know, thinking about the most. Right,
we build our company, you know, and we're looking to
move you know into defense and wall, but we build
our company to serve you know, two pretty specific markets, right,
we build our business to serve law enforcement and homeland security.
And we know those mission spaces exceptionally well. Our teams
(14:13):
and our leaders have worked in those in those spaces
for decades. So we understand the business processes, we understand
the stakeholders, we understand the requirements, We understand what it
means in order to you know, successfully deliver on those
missions because our people have been you know, not just technologists,
but they've been operators, you know, in this mission space
for a really long time. Certainly on the on the
(14:33):
technology side, you know, we have you know, we've got
real accelerators and things like you know, intelligence, search, platform engineering,
enterprise community clouds and running you know, financial service centers,
which really are the you know, those are the technology
pieces that allow us to enable the mission. But the
combination is really is really where we've been differentiated. We
know these missions end to end, and then we've got
(14:54):
exceptional technical capabilities and solutions to really help enable these missions.
And then really I like to think of it as
like we bring agility at scale, which is really all
about like the capabilities of a much bigger firm with
the responsiveness and attention of a small business. Like if
a client has us, you know, as a partner, like
they're going to get that attention, you know, and we're
going to come to them with creative ideas because the
(15:16):
end of the day, like our only objective is to
make sure that they are successful in the mission achieves
its outcomes. And we're not you know, we're not at
the point when we got a lot of bureaucracy and
other stuff that get in the way of that. We're
here to support our clients and we're here to support
our employees in delivering on that mission, and that's what
we've done consistently year over year.
Speaker 3 (15:37):
Oh, Greg, the company sounds very healthy, and I know
you're very proud of it. And in this day and age,
in twenty twenty five, with all that's going on, and
also technology and AI moving so quickly, I imagine there are
a few challenges for you and their team.
Speaker 1 (15:49):
What are they right now for you?
Speaker 4 (15:50):
Yeah, no, Dennis, I appreciate that, and probably I mean, look,
we're in we're in Washington, d C.
Speaker 2 (15:55):
And in the government contracting space.
Speaker 4 (15:57):
So if somebody doesn't tell you that the first part
of the year was all about DOGE, than maybe they
were in a different space, or maybe they were in
a little bit more insulated world.
Speaker 2 (16:06):
I was not exactly. And so look, the first part of.
Speaker 4 (16:08):
You really was all about DOGE, and but the need
for efficiency remains a top priority.
Speaker 2 (16:14):
And look that's a.
Speaker 4 (16:14):
Good priority, right Like at the end of the day,
you know, we want to be a good steward of
the taxpayers money, and we want to deliver the best
solutions for the best prices, honestly because our country deserves
that right and whenever possible, you know, we really you
know the world is changing and we need to think
more about solutions, not just services. Those are bigger, you know,
sort of macro trends in the market. Second to us,
(16:34):
the overall acquisition landscape is rapidly changing, and there's a
there's a ton you know happening there. Whether it's like
you know, consolidating procurement under GSA, you know, there's a
ton of like evolving agency contract vehicle decisions of sort
of how are they how are they going to buy?
And then there's new alternative acquisition strategies that have emerged,
right And a lot of this has emerged because we
(16:55):
want to be able to deliver capabilities faster to the mission.
But there's things like I hate the throw out a
bunch of buzzwords. There's like O t as and sbi
rs and and just non traditional acquisition strategies CSOs that
are that are real in our marketplace and they have
and their game change and they have the ability to
just deliver capabilities, you know, faster, which is what our
country needs. And so the truth matter is like we've
(17:17):
just got to skate where the puck is going, and
we've got to be able to be.
Speaker 2 (17:20):
Positioned to take advantage of these changes. And it's just
as simple as that.
Speaker 4 (17:24):
I mean, the world's changing and we've got to we've
got to change with it or we'll be left behind.
And lastly, look, I mean this is a this is
a desirable market doing work that matters, you know, for
our for our nation. So competition is fierce, right, There's
a bunch of new players in the market there, maybe
we're non traditional technology players that are that are coming
into the market and and so things are changing, and
(17:45):
so I think you've got to You've got to stay
focused on who you are. You've got to constantly you know, innovate,
and you've got to constantly grow and just partner with
your customers so we can deliver better services. But yeah,
I mean I think there's there's lots of challenge, but
I think for us, there's so many opportunities as a
result of those challenges.
Speaker 3 (18:04):
I want to put a pin in work just for
a second, Greg and talk about philanthropic and charity work.
And I know you're super busy with things, but when
you do have an opportunity, whether it's through the business
or with your family, what do you like to be
hard of?
Speaker 4 (18:16):
Yeah, look, I think I think philanthropy is a is
a big part of our company. I think it's a
big part of my family as well. So look at
at i TC. We're a national partner of the Border
Patrol Foundation. You know, we're We've been the presenting sponsor
for Volunteer Fairfax's Martin Luther King Weekend of Service for
the past several years. We support numerous other organizations safe
Spot with Fairfax County, JK Farms and Leesburg, and then
(18:40):
we do a ton of events with our teams to
really support the communities where we live and work. Like
just as an example, like this weekend, we've got a
big beach clean up event in Virginia Beach because we've got,
you know, more than one hundred employees that are supporting
the Coast Guard Finance Center down in Chesapeake, Virginia, and
so we've got a really big turnout that we've we
organized this event really just to be able to help
(19:00):
give back to the communities where our people live and work.
And look, we do there's a ton of stuff that
we do. We sponsor, you know, we sponsor you know,
local sports teams. We do a ton of I think
it I think as you as you build this business
and you live and work in these communities, you have
a responsibility to give back and I think that's always
going to be a part of who i TC is
and a part of.
Speaker 2 (19:20):
Who I am.
Speaker 1 (19:21):
Outstanding. Thanks for sharing that, Greg Guy.
Speaker 3 (19:23):
I did tease the audience, so we were going to
talk about leadership and you know, when it comes to
your employees and your team members and your customers and
how you talk to people and communication. Once again, there's
all those sports analogies that you've been using I've been
talking about and referring to. And when I say the
word leadership specifically to your journey as CEO of i
TC Federal, what does leadership mean to you?
Speaker 4 (19:44):
Yeah, I mean I still think that leadership means, do
you know, it still means doing the right thing when
when no one's looking. I think that it means, you know,
having the integrity and having the vision to be able
to drive forward and just just consistently, you know, do
the right thing, have the hard conversations and and you know,
take take all of the points of view and account
(20:05):
you know as you as you execute on that vision.
Speaker 3 (20:08):
When it comes to the future, specifically of your industry
and once again, we have preface that things are moving
very quickly, and I'm sure you and your team are.
We're staying up on it. But when it comes to
the next five ten years of the industry and then
specifically your company, what are you looking forward to?
Speaker 1 (20:23):
What do you see happening?
Speaker 4 (20:24):
Yeah, No, I think I think I'm looking forward to
to a number of things. I mean, I do think
that there's a pretty big trend, you know, in our
market to move from services to solutions, and I'm really
looking forward to making those investments at i TC, so
we've got you know, more differentiated solution offerings to help
our clients you deliver on the mission. Certainly, ITC is
looking to grow the business, and there's still a lot
(20:47):
of pent up demand and apply you know, in the
acquisition marketplace. So certainly, I mean we're looking for the
opportunity to kind of partner with other great companies, you know,
put them together and let us offer you know, broader
capabilities you know, to our clients and really to our employees.
Like when I talk about growth, I think it's because
we have a responsibility to grows.
Speaker 2 (21:06):
We give more opportunities for the people that work, you know,
in our company today.
Speaker 4 (21:09):
I mean, growth isn't for growth sake. Growth is because
we do want to have, you know, more opportunities and
we want broader capabilities so we can better serve serve
our clients. So look, I'm optimistic about about a ton
of it, right, I Mean, I think there's a lot
of changes, but that's that's good, right. I mean, I
think the ability to evolve the business. At the end
of the day, as long as we continue to support
(21:30):
you know, missions that matter to our country, that make
us safer, you know that protect our citizens, We're always
going to be in the right place. So I'm I'm
pretty excited about the future.
Speaker 1 (21:40):
You know, you and I just met.
Speaker 3 (21:42):
But one of the things that I'm kind of vibe
that I get off you and tell me if I'm
onto something here, is that not only do you like
the challenges, but I think that you like being a
part of this industry so you can help out so
everybody could be better.
Speaker 4 (21:53):
Would I be on to that, Yeah, No, of course,
I mean that's I mean, it's really why we're here, right,
I Mean, the the success stories that we're interested aren't
like the ITC doubled in size this year, right, the
success stories are like, you know, look at this technology
that enabled an agent to prosecute a case, you know faster,
or you know, look at the things that we've done
(22:15):
that really helped you know, the mission get accomplished, you know,
in a better way and had real.
Speaker 2 (22:20):
Outcomes for our country. That's why we're here.
Speaker 3 (22:23):
Yeah, it's well said in one skin. Being a leader
is being prideful about what you're doing with your team.
So I do want to get some final thoughts, really
enjoy the conversation. We are going to give a website
and everybody can check that out. It's easy to navigate,
lots of information on there. And as we do that, Greg,
I'm going to turn it over to you just for
some final thoughts. The floor is yours.
Speaker 4 (22:41):
Yeah, sure, So look, I think the final takeaways that
we love you know, people to think about is we're
a serious company. We are committed to the markets that
we serve, and we want to you know, we want
to continue to.
Speaker 2 (22:53):
Grow and we want to get better.
Speaker 4 (22:55):
You know, every day we're always looking to you know,
we're certainly always hiring and we're looking for great people
to join our company, but we're looking for customers who
want you know, the broader capabilities and that more intimate feel.
We're looking for teaming partners that you know, really want,
you know, the capabilities of a much broader organization in
an easier to do business with, you know kind of company.
Speaker 2 (23:17):
Right.
Speaker 4 (23:18):
We we at the end of the day, we want
people to understand, you know, that we are a real
serious technology solution provider, and we also want to understand
that we're we're focused on our customers and we're focused
on our employees, right that that's why we're here and
it's what we you know, we want to continue to
deliver that message day in and day out.
Speaker 2 (23:39):
And that's that's probably Dennis.
Speaker 4 (23:40):
If I get if I get even part of that,
I feel like we're probably doing a good job.
Speaker 1 (23:44):
I love that. Let's give the website to everybody, Greg Sure.
Speaker 4 (23:46):
The website is uh I TC Federal dot com. All
of our careers and information are readily available on there.
Speaker 1 (23:52):
Absolutely listen. Thank you so much for this conversation. I
really appreciate its great to feature you. Thank you so
much for joining us on CEOs. You should know and
continue success.
Speaker 2 (24:00):
Thank you so much. Us.
Speaker 3 (24:01):
Our community partner, M and T Bank supports CEOs you
should know as 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 communities succeed.
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