PBSA

PBSA Journal PAGE 8 JAN/FEB 2025 Except where otherwise indicated, articles are copyright © by PBSA 2025. All rights reserved. identify more cost-effective ways to conduct accurate searches, such as the use of automation and AI (of course while balancing innovation with the need for security and legal compliance). Additionally, Mergers and acquisitions often lead to layoffs, but this creates an opportunity to tap into talented professionals at the right time. The key to navigating this evolving landscape will be agility—being able to adapt to clients' needs, maintaining high- quality communication, and finding ways to make operations more cost-effective without sacrificing accuracy. With every challenge comes opportunity, and a growth mindset will be essential as the industry continues to evolve. . 3. What are some challenges that you would like to communicate to the general population of the screening industry? The biggest challenges we've faced have stemmed from mergers and acquisitions. Over the years, we've seen several clients merge, which often involves a significant amount of additional work to accommodate their evolving needs. When companies prepare to combine, we often encounter departments operating in silos for months, multiple systems we must learn as they integrate and phase out others, and uncertainty around the work—particularly as they transition to prescreened work. Sometimes, the work is outsourced to cheaper providers, who inevitably struggle to meet the pace and quality expectations of the client. Eventually, these providers can't keep up, leading to a data dump of work that we are then tasked with handling as rush work. In some cases, we've witnessed companies attempting to cut corners on quality or even make special arrangements with clerks to gain a competitive advantage. We do not operate that way. So, how do we keep up with rising costs, fluctuating volumes, and ever-increasing expectations? Over the past three years, we have done a lot of internal work to scale in line with our clients' needs and adapt to the changing industry landscape. This includes creating more efficient processes, such as transitioning our customer service team into a ticketing system, building departments with clear ownership, and streamlining our internal communications to foster collaboration and continuous process improvements. Additionally, we've updated our insurance coverage and completely overhauled our IT infrastructure to enhance security, with a focus on achieving SOC 2 certification and expanding our service offerings. Looking ahead, our next priority is restructuring our pricing to better align with the needs of our clients, many of whom are either acquiring or being acquired by other companies and services. This is a critical step in ensuring we continue to provide value while navigating the complexities of an evolving market. . 4. How would you describe your company culture? Our company culture is rooted in a growth mindset, guided by a clear and consistent set of values that prioritize accountability, integrity, and teamwork. Most of our leadership team found their start as researchers and have years of industry experience. We believe in working as one cohesive unit, without ego, to serve our customers, who are at the heart of every decision and process. We foster a collaborative environment with clear lines of ownership to ensure issues are addressed and followed through to resolution. We set clear expectations from the recruitment phase, making it known that our industry is dynamic and fast-paced, which may not be suitable for everyone. The people who thrive embrace challenges as opportunities, take pride in a job well done, communicate objectively without judgment, and are committed to continuous improvement. They are always looking to acquire new skills and evolve professionally, which is key to our success and growth as a company. . 5. If given the opportunity to communicate one item in front of all attendees at the next PBSA Conference, what would your message be? Keep in mind the end user - at the end of the day everything comes down to a human hoping to make a better life for themselves and their families- through work, finding housing, or an employer or property manager hoping that the person they are approving will be the best. It's easy to lose sight of this human element when dealing with thousands of names, but this reminder motivates us to go the extra mile in providing the most accurate results, preventing unnecessary delays, and ensuring the best outcomes. As our CEO says, "These names are not a commodity—they are people." l Better Know a Provider Continued from page 7

• Cover