“The ESOP is definitely a plus, and I think we’re early enough in the process. People are intrigued by it, and some don’t understand the ESOP concept. But when we tell them, you’re an employee owner, that they understand,” Lechinger clarifies. This sense of ownership goes deeper than just loyalty or autonomy; it gives employees a vested interest in the company’s success. It allows for a level of transparency that is uncommon in most businesses. Employees are given access to information about the company’s profitability, sales numbers, and overall fiscal health, which gives them a sense of being at the heart of the company. This motivates them to be frugal, save money, and share their ideas, because it is, after all, their company. They are all “partners.” While it’s still early in this new phase of being a 100% ESOP, the model is proving to be a powerful tool for productivity and employee motivation. Moving forward, Stress Engineering has a clear and ambitious vision for its future. Over the next five years, the company has set a lofty goal to grow by 50%. A significant portion of this growth is expected to come from its aerospace and defense sector, which makes sense, as the firm plans to expand its presence from privatized space into the Department of Defense. By the time that becomes a reality, Stress Engineering will already be well-positioned to capitalize on that opportunity, having received its CMMC certification, a cybersecurity and facility security requirement needed to work with federal agencies like the DoD. This places the firm well ahead of the curve, as only a handful of companies have received this certification, which will be a major requirement in the coming years. Stress Engineering’s growth has been built on a foundation of solving the most difficult problems. 63 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 09 STRESS ENGINEERING SERVICES
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