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 powerd 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 Gregg'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 Leancster County kind
of intersect. Then I ended up in Leancster 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.
Speaker 4 (00:43):
My dad really worked at the 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.
But I went to a small school, which 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
(01:04):
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 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
(01:27):
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 a 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.
Speaker 2 (02:23):
Sort of enjoy the journey.
Speaker 4 (02:24):
Enjoy the journey a little bits 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.
You know, when I when I ended up, and 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
(02:45):
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
and I could still program websites, you know, do some
do some technology stuff. 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,
(03:07):
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 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,
(03:27):
you know, kind of bridge the gap. And really, at
the end of the day, the uh, you know, the
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 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
(03:49):
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 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 talk
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, 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. Look 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.
Speaker 4 (06:07):
I had grown up 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
(06:27):
the do it the 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. I bought out
the two partners. Then I rebranded the company to ITC Federal,
and I did this to kind of relaunch the business
(06:48):
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 delt To Capital Partners. I was really
looking for a partner to help me grow this business
into a formidable, full and open prime and really they
were the partner that I wanted from the first time
(07:09):
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 who've
all built and operated billion dollar gov cons And I
joke that they're just here to make me sort of,
(07:30):
you know, make one less mistake a week, you know,
on the way on the way to the end goal here.
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 talked to you Greg 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 4 (08:22):
Can you elaborate on that, Yeah, No, I 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.
Speaker 2 (08:29):
I mean, certainly at the end of the day.
Speaker 4 (08:30):
I mean I think about it is that you know,
I can't I couldn't gut 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. Really getting the right people in the
right seat absolutely critical. And it's look, it's in some
(08:52):
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 itc and we 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
(09:14):
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, 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 as something that's very ultra
important for a CEO. We always joke that it's windy
us 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 the
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.
I think at the end of the day, you got
to look at yourselves and you got to look at
your people, and you got to be really honest about
you know, where we are and what it you know,
(10:15):
what it's going to take in order to get there.
And sometimes you know, people aren't in aren't in the
right seats, and you've got to do it in a
respectful and dignified way, and you got to, you know,
honor the work that these people have have done to
help you, you know, help you get from here to there.
But you know, you really 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
(10:38):
the behaviors that we need, you know, in order to
be you know, the next great company. 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.
But the best, you know, 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
(11:00):
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 gotten our responsibilities to our employees, we've
got a responsibility to 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.
Speaker 1 (11:22):
Learned as a manager over the years.
Speaker 3 (11:23):
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 teased it enough. I'd love to
talk about mission and vision of the company. So for
IC Federal.
Speaker 1 (11:37):
What is that?
Speaker 2 (11:38):
Yeah, So I mean I think an I 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 scaling 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.
Speaker 2 (12:25):
We want to be a real marque 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 do.
Speaker 4 (12:39):
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.
Speaker 2 (12:55):
Right That's that's at the end of the day what
we do.
Speaker 4 (12:58):
Certainly we have differentiated 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
(13:19):
foundations are you know, 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
(13:47):
say well, 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 great, Denis, 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, 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
mission 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.
Speaker 2 (14:59):
And then really I like to think of.
Speaker 4 (15:00):
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 end of the day, like our only objective is
to make sure that they are successful and the mission
(15:20):
achieves its outcomes. And we're not, you know, we're not
at the point when we've 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.
Speaker 4 (16:07):
And so the first part of you really was all
about DOGE, And but the need for efficiency remains a
top priority. And look, that's a 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,
(16:28):
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, 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
(16:49):
they going to buy? And then there's new alternative acquisition
strategies that have emerged. Right, A lot of this is
emerged because we 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
(17:11):
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 just got to skate where the
puck is going, and we've got to be able to
be positioned to take advantage of these changes, And it's
just as simple as that. 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
(17:31):
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 that maybe we're non traditional technology players
that are that are coming into the market and and
so things are changing, and 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
(17:52):
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 and 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
a part 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
i TC. We're a national partner of the Border Patrol Foundation.
You know, we're that We've been the presenting sponsor for
Volunteer Fairfax is Martin Luther King Weekend of Service for
the past several years. We support numerous other organizations safe
Spot with Fairfax County, JK Farms in Leesburg, and then
(18:40):
we do a ton of events with our teams to
really support the communities.
Speaker 2 (18:43):
Where we live and work.
Speaker 4 (18:44):
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 give back to the communities where our people live
and work. And look, we do there's a ton of
(19:05):
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 1 (19:20):
Who I am understanding. 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 2 (19:44):
Ye?
Speaker 4 (19:44):
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 know, 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 supply, 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. We give more opportunities
(21:07):
for the people that work, you know, in our company today.
Speaker 2 (21:09):
I mean, growth isn't for growth sake.
Speaker 4 (21:11):
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 I'm optimistic about about
a ton of it, right, I mean, I think there's
there's a lot of changes, but 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 you know, missions that matter to our country,
(21:32):
that make us safer, you know that protect our citizens,
We're always going to be in the right place.
Speaker 2 (21:38):
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 (21:54):
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 outcomes for our country.
Speaker 2 (22:21):
That's why we're here.
Speaker 3 (22:23):
Yeah, it's well said in one scan. 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 takeaway is
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 grow and we want to get better.
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,
(23:04):
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 we we at the end of the day, we
want people to.
Speaker 4 (23:20):
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. And that's that's probably Dennis.
If I get if I get even part of that,
(23:42):
I feel like we're probably doing a good job.
Speaker 1 (23:44):
I love that. Let's give the website to everybody.
Speaker 2 (23:46):
Great. 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 3 (23:52):
Absolutely listen. Thank you so much for this conversation. I
really appreciate it's 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.
Speaker 3 (24:01):
Sas 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
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CEOs.
Speaker 2 (00:00):
You should know powerd 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 Gregg'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 Leancster County kind
of intersect. Then I ended up in Leancster 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.
Speaker 4 (00:43):
My dad really worked at the 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.
But I went to a small school, which 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
(01:04):
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 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
(01:27):
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 a 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.
Speaker 2 (02:23):
Sort of enjoy the journey.
Speaker 4 (02:24):
Enjoy the journey a little bits 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.
You know, when I when I ended up, and 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
(02:45):
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
and I could still program websites, you know, do some
do some technology stuff. 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,
(03:07):
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 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,
(03:27):
you know, kind of bridge the gap. And really, at
the end of the day, the uh, you know, the
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 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
(03:49):
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 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 talk
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, 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. Look 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.
Speaker 4 (06:07):
I had grown up 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
(06:27):
the do it the 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. I bought out
the two partners. Then I rebranded the company to ITC Federal,
and I did this to kind of relaunch the business
(06:48):
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 delt To Capital Partners. I was really
looking for a partner to help me grow this business
into a formidable, full and open prime and really they
were the partner that I wanted from the first time
(07:09):
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 who've
all built and operated billion dollar gov cons And I
joke that they're just here to make me sort of,
(07:30):
you know, make one less mistake a week, you know,
on the way on the way to the end goal here.
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 talked to you Greg 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 4 (08:22):
Can you elaborate on that, Yeah, No, I 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.
Speaker 2 (08:29):
I mean, certainly at the end of the day.
Speaker 4 (08:30):
I mean I think about it is that you know,
I can't I couldn't gut 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. Really getting the right people in the
right seat absolutely critical. And it's look, it's in some
(08:52):
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 itc and we 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
(09:14):
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, 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 as something that's very ultra
important for a CEO. We always joke that it's windy
us 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 the
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.
I think at the end of the day, you got
to look at yourselves and you got to look at
your people, and you got to be really honest about
you know, where we are and what it you know,
(10:15):
what it's going to take in order to get there.
And sometimes you know, people aren't in aren't in the
right seats, and you've got to do it in a
respectful and dignified way, and you got to, you know,
honor the work that these people have have done to
help you, you know, help you get from here to there.
But you know, you really 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
(10:38):
the behaviors that we need, you know, in order to
be you know, the next great company. 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.
But the best, you know, 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
(11:00):
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 gotten our responsibilities to our employees, we've
got a responsibility to 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.
Speaker 1 (11:22):
Learned as a manager over the years.
Speaker 3 (11:23):
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 teased it enough. I'd love to
talk about mission and vision of the company. So for
IC Federal.
Speaker 1 (11:37):
What is that?
Speaker 2 (11:38):
Yeah, So I mean I think an I 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 scaling 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.
Speaker 2 (12:25):
We want to be a real marque 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 do.
Speaker 4 (12:39):
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.
Speaker 2 (12:55):
Right That's that's at the end of the day what
we do.
Speaker 4 (12:58):
Certainly we have differentiated 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
(13:19):
foundations are you know, 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
(13:47):
say well, 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 great, Denis, 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, 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
mission 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.
Speaker 2 (14:59):
And then really I like to think of.
Speaker 4 (15:00):
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 end of the day, like our only objective is
to make sure that they are successful and the mission
(15:20):
achieves its outcomes. And we're not, you know, we're not
at the point when we've 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.
Speaker 4 (16:07):
And so the first part of you really was all
about DOGE, And but the need for efficiency remains a
top priority. And look, that's a 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,
(16:28):
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, 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
(16:49):
they going to buy? And then there's new alternative acquisition
strategies that have emerged. Right, A lot of this is
emerged because we 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
(17:11):
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 just got to skate where the
puck is going, and we've got to be able to
be positioned to take advantage of these changes, And it's
just as simple as that. 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
(17:31):
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 that maybe we're non traditional technology players
that are that are coming into the market and and
so things are changing, and 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
(17:52):
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 and 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
a part 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
i TC. We're a national partner of the Border Patrol Foundation.
You know, we're that We've been the presenting sponsor for
Volunteer Fairfax is Martin Luther King Weekend of Service for
the past several years. We support numerous other organizations safe
Spot with Fairfax County, JK Farms in Leesburg, and then
(18:40):
we do a ton of events with our teams to
really support the communities.
Speaker 2 (18:43):
Where we live and work.
Speaker 4 (18:44):
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 give back to the communities where our people live
and work. And look, we do there's a ton of
(19:05):
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 1 (19:20):
Who I am understanding. 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 2 (19:44):
Ye?
Speaker 4 (19:44):
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 know, 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 supply, 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. We give more opportunities
(21:07):
for the people that work, you know, in our company today.
Speaker 2 (21:09):
I mean, growth isn't for growth sake.
Speaker 4 (21:11):
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 I'm optimistic about about
a ton of it, right, I mean, I think there's
there's a lot of changes, but 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 you know, missions that matter to our country,
(21:32):
that make us safer, you know that protect our citizens,
We're always going to be in the right place.
Speaker 2 (21:38):
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 (21:54):
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 outcomes for our country.
Speaker 2 (22:21):
That's why we're here.
Speaker 3 (22:23):
Yeah, it's well said in one scan. 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 takeaway is
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 grow and we want to get better.
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,
(23:04):
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 we we at the end of the day, we
want people to.
Speaker 4 (23:20):
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. And that's that's probably Dennis.
If I get if I get even part of that,
(23:42):
I feel like we're probably doing a good job.
Speaker 1 (23:44):
I love that. Let's give the website to everybody.
Speaker 2 (23:46):
Great. 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 3 (23:52):
Absolutely listen. Thank you so much for this conversation. I
really appreciate it's 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.
Speaker 3 (24:01):
Sas 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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