2021 – Year in Review
Like 2020 before it, 2021 was a year of both challenges and success for TMB. We continued to rise to the occasion to support our Sailors and Marines while juggling childcare, other family obligations and the many smaller challenges of a remote workplace. We have also had to plan for a future Return to Office (RTO) while navigating through evolving guidance from our customers on the timing of implementing a new and flexible work schedule. We successfully met the challenges of implementing the Executive Order relative to vaccinations in a way that balanced safety in the workplace with granting exemptions where appropriate. Many of these same issues will continue to challenge us in 2022 but we can approach them from a position of confidence, knowing what has been achieved in 2020 and 2021. Our successes were many; and remind us of how blessed we are to be associated with such a high-performing organization.
We achieved the highest annual Revenue, Direct Labor, Gross Profit in TMB history. While many sectors of the economy and businesses remained under great stress, we grew and added employees and not a single person lost their job at TMB due to the Pandemic. We won our 12th prime competitive Seaport task order bringing our total since 2008 to $458M in contract value. That win supporting the Team Ships Front Office (TSFO) brought us both new skill sets and dozens of talented professionals and allowed us to make major investments in our infrastructure. We also submitted strong bids both for recompetes and new business opportunities that are within our core competencies and which we feel good about winning. We completed an extensive assessment of how we perform corporate financial management and implemented a reorganization plan that will make us more efficient and effective and provide increased value to our customers. We also continued to make changes to our staff level organizations to eliminate single points of failure and bring more resources to recruiting while promoting Diversity and Inclusion. Dan Clague our Chief Operating Officer (COO) conceptualized and executed a plan to reconfigure 100 M Street to accommodate a flexible work force and to embed the best technology tools we adopted over the past two years of remote operations. Our facilities and IT infrastructure will now be fully aligned to the flexible work force we believe will be implemented as we return to an office-based work environment in 2022.
In December 2021, I announced that we had developed and would implement a succession plan to begin in 2022 and we have made key hires and internal promotions to implement a generational change in leadership. This is a major and necessary development in the life cycle of our Company. I am confident that we will continue to build and exceed our current level of success in future years.
~ Tom Dority
Chairman of the Board
