My business partner, Billy Kilmer, started Accu-Bore Directional Drilling in 2006. Over the course of three years, Billy and I had developed a friendship and decided that we could tackle business ownership together. In 2010, we went into business together under the Accu-Bore name.
We started the company under several different premises, specializing in directional drilling with a component of engineering and design. Although we had great opportunities in front of us, we didn’t have any sort of chain of command, roles, responsibilities or anything to hold people accountable. We didn’t have any systems in place.
I knew that for us to be sustainable, I couldn’t be the only guy to do design work, there couldn’t only be one guy doing estimates and only one reaching out to clients. At the same time, what was each employee’s job? What was their role in operations? How should they engage with clients? It felt more like crisis management than project management. It was hectic. We were spinning, and we knew that if we didn’t focus on creating systems, we weren’t going to be able to grow at the rate we desired.
Five of us are currently in the program, and I think our coach Kathryn sensed that we all have a lot of passion for the work that we do. We have a lot of drive, but we didn’t really have a long term vision or mission around what it was we were trying to accomplish. That was the first thing that we set out to create. We said, “Hey, we’re going to be the best utility provider on the west coast and we’re going to do it with these ten core values. We’re going to live with these ten core values and build systems that relate to those values.” It was all about developing and refining a vision everyone could get on board with.
“They have been absolutely fantastic clients—the kind you wish for every time (but only get occasionally!). They get the EMyth Perspective, and it has been a joy watching them embody it, and it becoming part of their corporate and management culture.” —Kathryn Marsak
I’m a disabled veteran and so we have this component of our business that stems from my military experience. There is such a camaraderie in the military with those around you and it’s a way for us to extend that type of camaraderie, and passion for doing the right thing, to a small business. We’re empowering our employees, doing things with integrity and we’re giving back to the local community.
The EMyth Coaching program has really allowed us to have the right perspective on our growth and the type of opportunities we pursue. We’ve also learned the importance of maintaining a work-life balance. We’re ok saying “Go take a vacation,” or, “I’m leaving early on Friday to play with my kids.” Billy and I have young families and it’s important to us that our employees are also taking the time they need. We want to treat everyone in our business like a family and do things a little different. We could work 100 hours a week, but it’s not worth it if we’re not taking some time to spend with our family and friends.
I feel a lot better about Accu-Bore today than I did a year ago. We’re making decisions with the right framework, when before it was going by our gut. Now we have parameters, key strategic indicators and we know how we want to transform our business.
"These are the kinds of outcomes possible when clients are motivated, hungry for change, and ready to put in the work." —Kathryn Marsak
Topics: Client Stories