Editor's Note: This is the seventh installment in our continuing series about Scotty, a fictional business development manager. In the continuing story, business development and marketing issues are examined in the context of a typical design/build construction company.
I leaned back in my chair. I was in the conference room with Keith McRae, the principal investigator with K.A.M. Data Services Inc., a licensed private-investigation agency. I had invited Keith to meet Hugh, my boss at Design/Build Management Inc.
As the firm's business developer, I meet a lot of people. And Keith's ideas intrigued me about how a private-investigation firm can help to increase profitability in a construction company.
Hugh rushed in saying, "Sorry I'm late. I was held up at the last meeting."
"Really," Keith said as he stood up to shake Hugh's hand.
"Keith, this is Hugh, my boss. Keith is a private investigator."
"I wasn't really held up," Hugh quickly said. We sat down in the comfortable chairs with a beautiful view overlooking Medinah Country Club.
"Actually, many companies are being held up, and they don't even know it," Keith said.
"Really?"
"Keith has some interesting ideas I want you to hear about increasing profitability. Go ahead, Keith, tell him your ideas."
"Well, actually, people think private investigators work in the shadows and covertly sneak around here and there. I'll be the first to admit we sometimes do that. However, we also provide specialized business services that actually can save a company a lot of money."
"Interesting," Hugh said. "Tell me how."
"When talking with Scotty, he told me one of your company's concerns is safety. Getting a good rating is important. Isn't that true?"
"Yes, absolutely. It has a direct reflection on profitability. More than anyone would know."
"Many times accidents on job sites are caused by workers with drinking problems or drug problems. And it's not just in the construction world. If you knew the statistics about how many executives grab lunch by themselves so they can knock a few back, you would be amazed," Keith said.
"If someone is drinking on our jobsites, he is immediately fired."
"Yes, well, I understand that. But by then it's too late. Also, drinking the night before and coming to work with a bad hangover might impair one's judgment. These kinds of habits also impact productivity in any business. And when there is a loss of productivity, it means it costs the company more to get the same amount of work done."
"You are absolutely right. So what's the answer? How do you feel you can help?"
"One of the services I provide is background checks and new-employee screening checks. These go much deeper than what you can find on the Internet."
"How so?" Hugh questioned.
"Well, existing online databases the public has access to don't have the depth required for a true background search. Private investigators have available to them an entire network of databases only other licensed private investigators and law-enforcement agencies can get into. If the preliminary background check starts to indicate red flags, then we conduct public-record searches in whatever state we must to get the background info."
"So you're saying if I hired someone that moved from another state, you can check the background in that state?"
"Exactly," Keith said. "What we do is run a check on one's background. In most cases they come up clean. But if we find a red flag, such as a criminal history, we might want to check further. We're not saying you shouldn't hire them. What we're saying is you probably should have another interview with the candidate. We provide confidential information to help you with your final decision."
"I see how that could be a help. But isn't it expensive?"
"There are different levels. If a flag comes up, like a debt problem or a drug problem, we then can go deeper if you request it. It's really quite inexpensive considering what it costs to hire someone."
"A debt problem. How could that impact me?"
"Some people with bad debts take things."
"Oh."
"You have given me a lot of valuable information to think about. But I think you have a good point. I mean, I'll be honest. I don't know what happens in the field. The superintendents can't be everywhere. When it comes to safety, that's a good point. Drugs, alcohol and construction don't mix."
"There are other ways a private investigator can help. As a licensed security consultant, we can provide unscheduled rolling security at job sites during the night or even arrange for some puppies to be present at the facility all night long."
"Puppies," Hugh exclaimed.
"Actually, they're not puppies but some of the most unfriendly rottweilers and German shepherds you ever would want to meet."
I reacted quickly, "Having been bitten by a rottweiler, I can say that is one of the greatest deterrents around."
Hugh leaned over to shake hands with Keith. "Let's do business together. You make a lot of sense. And for a small investment, I could save thousands of dollars. Let's get started."
Note: Recent legislation has been changing regarding when you have to inform someone about a background check. A current employee may have to be informed before initiating the check and consent may be needed from someone applying for a job. For more information, contact Keith McRae, CPP, CFE, an Illinois-licensed private investigator and security consultant with KAM Data Services Inc., Chicago, at (312) 422-1500. Also visit www.kamservices.com.
With the exception of an occasional guest, including the author, any similarity to actual events or to actual people, living or dead, is purely coincidental in this work of fiction.
Construction Business Owner, January 2006
