“In the technology world, every customer is unique and every situation is unique, so you need to be very creative to ensure your customers get what they want, in the time frame they need it, and at a cost they can afford.”

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Founded in 2000, Möbius Partners serves corporate and public-sector customers throughout Texas and the central U.S. from its headquarters in San Antonio and its offices in Dallas and Houston.

Möbius Partners is an enterprise-level IT solutions provider. They offer strategic services, technical expertise and sales support to enable organizations to maximize the value of their data center investment. From hardware, to software, to professional services including staffing and training, Möbius Partners provides comprehensive, cost-effective solutions that help IT professionals respond to ever-increasing demands on their data centers.

MO: What are some of the ways that you help improve performance and prepare companies for future growth?

Junab: First and foremost it starts with culture. A company’s culture is the sum of each Groover’s (employee) personality and it’s my job to bring out the best in every person who works at Mobius Partners. It’s being a corporate cheer-LEADER. I’m surrounded by incredibly talented, funny and compassionate people, which makes me excited to come to work every day.

MO: Can you provide our readers with some tips on how to identify and implement IT solutions that support the long-term growth in their company?

Junab: Start with Mobius Partners!! Just kidding! Seriously it starts with needs, users and budgets. Things to consider are long term strategy, value back to the business and scalability. Never forget about return on investment and keep in mind the time it’s going to take to reach your return. If you are an IT person, learn to speak in business terms. More and more, Chief Information Officers are first business people (they have to explain their strategy to the CEO and Board) and second, technology people.

MO: Can you expand on how you’ve managed to put together a plan for strategic growth and how that has affected the direction and vision of the company?

Junab: I wish I could take credit for laying out and executing on our strategic plan for growth. Again, this goes back to a culture strategy. Hire the best people who are capable of doing things better than you could ever do, and get out of their way. We hold monthly meetings throughout the year to review our budget and strategy, gauge how we are performing, then make minor adjustments along the way. Minor is the key word. It’s important not to chase the latest fad. It can ruin your credibility and make your organization lose focus. Also, if you are like most organizations, with limited resources, you have to make sure you have the ability to make the most of what you have.

MO: What’s the biggest risk that you’ve ever taken and how did it turn out?

Junab: I am in the middle of it. I’ll let you know how it turned out. But one of our ongoing challenges has been focus. We started out selling HP hardware – and we did really well because we focused on our customers and exceeding their expectations. As a result of our success, many companies came to us and wanted to partner with us – and they were great opportunities – but we didn’t proceed because they would have distracted us from our primary focus. Eventually we added new capabilities – software, networking, professional services, for example – but we did it in a very strategic manner. It’s hard to say no sometimes when you are approached with a great idea, but for us, it was the right way to grow.

MO: Why has it been so important to you to create and maintain a special corporate culture?

Junab: We all have to work, unless we are independently wealthy and even if that were the case, I believe hard work is good for all of us. It gives us a sense of accomplishment, especially in the face of adversity. I believe it’s the greatest challenges that bring us the greatest satisfaction. It’s human nature! In order to grow a company, you have to rely on others and culture attracts the best of the best people, which is when you are able to build the best company. It’s as easy as math, the sum of all of its parts = success!

MO: Can you provide a recent example of having to think outside of the box for a client?

Junab: We do that every day! Every customer is unique and every situation is unique, so you need to be very creative to ensure your customers get what they want, in the time frame they need it, and at a cost they can afford. I’ve learned that many times the best decisions are usually the hardest. I’m thinking of a recent example which had to do with a customer service issue where things did not go as planned. REAL customer service is how you react and respond to your customer when things did not go as planned, no matter who is at fault. Let’s just say, we now have a happy customer.