of professional expertise, as demonstrated by its team of engineers, the majority of whom have advanced degrees. “We operate on the frontline of technology. If you look at our personnel, two-thirds of our engineering personnel have advanced degrees, master’s and Ph. D.s, and the reason for that is the nature of the problems that we tend to address. We tend to go after the more complex problems,” explains Senior Vice President Terry Lechinger. In addition to its human intelligence, the company also leverages advanced technologies like artificial intelligence to improve various factors, like safety on offshore rigs and extending the operational longevity of older facilities. Complementing that technology, earlier this year, the company obtained a CMMC certification, which places it within a smaller pool of companies with higher cybersecurity qualifications than the rest. With all things considered, one of the most powerful drivers of Stress Engineering’s profitability is its employee ownership. Since transitioning to a 100% ESOP, Stress Engineering has empowered its workforce with a true sense of ownership. This unique model allows for a level of transparency in which employees gain access to key financial information, giving them a vested interest in the company’s fiscal health. This motivates them to be frugal and share ideas because, as owners, they directly benefit from the company’s profitability. Now, it’s time to gain even more insight about how this team of highly-skilled employee-owners continues to combine human ingenuity with cutting-edge technology to solve the world’s most challenging problems. PIONEERING SOLUTIONS FOR MODERN CHALLENGES Stress Engineering can truly be viewed as a niche 57 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 09 STRESS ENGINEERING SERVICES
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