Goodbye 2020, Hello 2021!
I can’t think of anyone that wasn’t happy to say goodbye to 2020. Last year tested our resolve and caused tremendous hardships for everyone. Employees and family members contracted the virus and in some cases family members and colleagues passed due to this scourge. Despite the pain of losing a loved one, we at TMB did have a great deal to be thankful for in 2020. We were fortunate that not a single TMB employee had to be furloughed, we continued to be paid, and we added some important additions to our contract base including the PEO IWS BFM recompete and our prime contract supporting PMS 317. TMB finished the year “flat” in terms of our financial performance, achieving basically the same revenue recognition as in 2019. For all the challenges faced in 2020, maintaining the status quo financially has to be seen as an achievement. We secured our 100 M Street facility and seamlessly transitioned to a remote and dispersed workforce. We also responded to a number of procurements for work that aligns with our core competencies submitting over $180M worth of bids. We also passed the 200-employee mark in 2020. From our start as a husband-and-wife consulting firm of two back in 1997 to where we are today, is a significant milestone. We also established the position of Chief Diversity Officer in July to help shape and sustain an inclusive and equitable culture. While in many cases 2020 was a painful year, it was also one where everyone rose to the occasion to push on and support our Sailors and Marines while juggling childcare, other family obligations and the many smaller challenges of a remote workplace.
We have hit the ground running in 2021 with an ambitious set of strategic objectives. They include:
- Protect the health of TMB employees until the Coronavirus is under control.
- In conjunction with our customers, manage our return to a more “normal” business posture that builds on the best lessons learned from Pandemic operations.
- Continue to provide excellence in customer support.
- Achieve Company Financial Goals for Revenue, DL and Profit.
- Build on the accomplishments of 2020 to continue pushing efficiency and effectiveness in all our operations.
- Develop winning bids for recompete and new business targets. Maximize the value of our Seaport Next Gen contract while we remain a small business.
- Partner with our new ESOP Trustee to identify and implement strategies to advance shareholder value and contribute to TMB future success.
- Implement a Human Capital Management approach that expands traditional Human Resources functions with a foundation of diversity and inclusion.
- Build momentum to address one of the great challenges facing our Industry – growing the next generation of professionals to do our work.
These are obviously objectives at a high level and will require more planning at a tactical level for us to be successful. As 2020 has taught us, we also have to be ready to make adjustments on the fly as factors outside our control present themselves. Based on all we accomplished during the most difficult year in memory, I am confident that working together, TMB will continue to be successful in 2021.
~ Tom Dority
Chief Executive Officer
