Universal Services of America | 5
As for those who’d suggest the targets are
a bit lofty, Jones suggests they consult his-
tory.
“In 2008, when we were at $200 million
and I said the goal was $500 million, you
might have thought Iwas crazy,” he says. “And
then in 2010, when I said we could get to $1
billion, you might have said the same thing. I
know they’re bold goals, but my personality
was shaped in a way that if you combine hard
work and drive, you can set big goals. And
then you work tirelessly to accomplish them.
“We’ve got a management team here
that’s enthusiastic about finding new ways to
bring value to clients, and when you do that,
you’ve found the secret sauce. A lot of com-
panies out there think they’re bringing value.
But what they don’t realize is that it’s only
added value if customers think so.”
The confident approach isn’t limited to
the executive wing, Jones says.
In fact, he says, it becomes a cultural ex-
pectation of all employees from the moment
they arrive.
“We definitely have our own little cul-
ture,” he says. “We want to be viewed not
only as the best security provider or the best
maintenance provider, but as the best service
