Each month PSA members come together as PSA Committees working through business issues that all security integrators face. Imagine getting monthly confidential access to a group of trusted advisors who help each other with business strategy, leadership, emerging technology, human resources issues and more. By coming together as a network to share ideas and tackle industry challenges head-on, PSA’s committees deliver value to ALL integrators who participate, regardless of size or markets served.

I was recently on the PSA Leadership Committee with the topic of leading through difficult times. I was struck when I heard John Nemerofsky, COO of SAGE Integration and Chair of the PSA Leadership Committee, eloquently express the SAGE leadership philosophy, “Good companies take care of the customer. Great companies take care of the employee.”

In 2019, John assumed the role of COO at SAGE Integration, a national security integration provider, operating across 35 major U.S. metro areas, boasting a team of thousands of installation and service specialists. Under John’s strategic guidance, the company has become a formidable force in the security industry.

During the PSA Leadership Committee gathering, John discussed the notion of employee trust as a key driver in long-term customer satisfaction because, “By trusting employees to make decisions and providing them with the resources and support they need, SAGE creates a culture of empowerment and ownership.” 

The idea of trusting employee’s vs. controlling them was poignant and I wanted to learn more, so I scheduled an interview.

Please explain the philosophy of ‘Good companies take care of the customer. Great companies take care of the employee.’ 

Nemerofsky: SAGE Integration’s philosophy embodies the belief that good companies prioritize customer satisfaction, while great companies understand the critical role employees play in achieving this goal. We see six key areas in this thesis.

  1. Like many successful businesses, we recognize the importance of putting the customer first. We understand that satisfied customers are essential for long-term success. By providing excellent products or services, addressing customer needs promptly, and maintaining open communication channels, we aim to build strong relationships with their clients.
  2. What sets great companies apart is that we focus on employee well-being. We understand that employees are the backbone of any organization. Happy and motivated employees deliver exceptional customer service, innovate, and contribute positively to the company’s growth.
  3. SAGE believes in investing in its employees through various means such as comprehensive training programs, competitive salaries, benefits packages and opportunities for career advancement. By nurturing talent and fostering a supportive work environment, we aim to attract and retain top employees.
  4. Great companies empower their employees by giving them autonomy, responsibility and opportunities to contribute meaningfully to their success. We create a culture of empowerment and ownership by trusting employees to make decisions and providing them with the resources and support they need.
  5. We recognize the importance of aligning SAGE values with those of its employees. Employees who feel that their values align with the company’s mission and vision are more likely to feel fulfilled and remain committed to the organization’s success.
  6. Lastly, great companies understand that employee and customer satisfaction are not static goals but require continuous improvement. We are committed to soliciting employee and customer feedback, identifying growth areas, and implementing necessary changes to enhance the overall experience for all stakeholders.

Our culture and philosophy emphasize the interconnectedness of employee and customer satisfaction, recognizing that by taking care of their employees, they ultimately take care of their customers and drive long-term success.

In your career and life, when did you have the aha moment that taking care of the employee is good for business?

Nemerofsky: Early in my career I learned from good leaders and some not so good leaders. I watched the punitive leaders lose employees over and over. The leaders who listened to employees’ needs, gave recognition, supported individual growth, saw their employees grow wings and achieve great things. As a leader I have always embraced employee trust, and with SAGE we’ve built and sustained a culture of empowerment.

How does SAGE walk the walk of this business ethos? 

Nemerofsky: We do this in many ways:

  • Paid time off
  • Compensation programs
  • Flexible work environment
  • Training
  • Certifications with financial rewards
  • New vehicles
  • Software automation
  • Recognition programs (I Got Caught Award) TIP of the Spear Award, Rookie of the Year, PM of the Year, Technician of the Year, etc.
  • Community and social responsibility

Supporting employees first doesn’t mean there aren’t performance issues. How do you get employees back on track?

Nemerofsky: Each manager meets with their teams monthly, managers have monthly one-on-ones, quarterly performance reviews and as a company we have quarterly town halls. When SAGE says “TIP of The Spear” it’s not just how management treats each associate but how they treat each other. The culture is very much self-policed so any behavior that demonstrates itself outside the culture is quickly remedied.

How does taking care of the employee result in customer satisfaction?

Nemerofsky: Our associates are proud of the company, our brand and of themselves. We invest in the employee growth and experience through training, certifications, software, and inventory,  so employees and clients are set up for success.

How do you ensure your leaders support this philosophy?

Nemerofsky: Our leaders have been qualified during the interview process to ensure they fit the TIP of the Spear culture, and they are bonused on the five initiatives that drive the behavior:

  1. Client Obsession
  2. Employee Engagement 
  3. Innovation
  4. Social Responsibility 
  5. Financial Strength

How do you hire for culture fit at SAGE?

Nemerofsky: It begins with our HR leader, Lori Hudnall. She meets every candidate to ensure they’ll fit into the TIP of the Spear. Internally, she interviews hiring managers, peers and other members of the executive team to ensure we gain great cultural fits.

Thanks John for demonstrating your excellence as a leader. 

Nemerofsky: Thanks for allowing me to spread the word.