Inside Verrex's Neverending World Tour

Verrex continued to recalibrate its global model and “continued to push,” Berry says, “because that’s what our customers needed us to do. While we found it difficult to roll out a global model, it’s what we needed to do. So you stick with it. You persevere. You survive.”

Then the perseverance paid off, as Verrex announced the opening of an office in Shanghai in early 2015. It’s projecting $40 million in 2015 integration and managed services revenues, which is a giant leap for the nearly 70-year-old firm, a perennial Top Corporate Market integrator since the CI Industry Leaders coverage launched in 2012 when it reported $12.75 million.

“We still have our ups and downs, but the reality is that the foundation was put in place,” Berry says. “We’ve been able to execute a global model successfully, profitably and to quiet satisfaction. Two things are always important — we’ve got to make sure the customers are satisfied, and you’re always in the business to make money. I have a responsibility to 130 families. When things are going tough, that’s what keeps you up at night. When things are good you want to make sure everybody benefits.”

Unique Company Culture

Verrex’s global strategy is a hands-on one, as embodied by VP of global sales Chamberlin’s frequent flier miles. His travel peaked when the firm was establishing its global presence six years ago, setting up operations in Europe and Asia.

“Back then I did about 250,000 miles per year,” he recalls. “I was going out to Asia on a monthly basis [and] hitting Europe on an annual basis.”

Now that global operations are on track, Chamberlin is down to 90,000 to 100,000 miles per year. He makes up a lot of that lost travel time in the middle of the night doing video conferences, however.
“I’ve got the video conferencing system at home,” he says. “Plenty of times I’ve put the kids to bed and do all that, and then you’re doing interviews and meeting with clients in Shanghai. Being that versatile from a work schedule standpoint is important.”

It’s not for everybody, Berry adds. “It definitely takes a certain character of individual to buy into the Verrex way, the strategy, the direction we’re taking the organization. You’ve got to be in it for everything.”

That commitment isn’t just about travel. Verrex is a third-generation family business, founded in 1947 by Berry’s grandfather. Tom Berry Jr. had been around the business for years taking on tasks assigned by his father and uncle — cleaning up, running drawings from the plotter to the engineers — before officially joining the company in 1991. He held roles in just about every aspect of the business before succeeding his father as president in 2000. (“We told him he couldn’t touch products anymore,” jokes Berry Sr.)

The passion that Berry has for Verrex is palatable, says VP of marketing and business development Theresa Hahn, adding that new employees get a taste of it at their orientations. “Tom covers our vision, mission and value with each new employee, ensuring they understand their crucial role.”