As an integrator, the idea of “focus” is an oxymoron. We wear so many hats and customize almost all of our solutions.

Our desire to say yes to every customer creates a culture where we end up as not only commercial integrators, but also carpenters, electricians, security experts, data/IT consultants and sometimes curriculum specialists.

Some of us may have some of the aforementioned roles as day-to-day functions in our companies, but most of us focus on low-voltage solutions, specifically audio, access control, data and video integration. But that in itself is a wide scope.

In IT, many integrators focus on a small number of partners and technologies, including networking, security or perhaps software such as CRM. And often times they focus on a single partner, such as Cisco, Microsoft or HP.

Security integrators generally focus on analog- and IP-based video and recording, adding to the revenue equation by handling monitoring or outsourcing the service.

While these examples are never universal, in our industry, the rule of being focused on a core competency is an exception.

How does this affect our ability to deliver consistently at a high level?

Even if you have drawn yourself inside of a smaller box, you find yourself having to then manage all of the manufacturers, distributors, certifications, training, and, of course, in-field experience of deploying projects based around these projects.

Our company handles more than 50 manufacturer products on any given day. This means we take on the responsibility of being knowledgeable and able to troubleshoot and successfully install tens of thousands of SKUs, making sure each one is an unparalleled success. But we need to be training at the same time, right?

If we were not trying to be experts in 5-10 disciplines, while simultaneously allowing margins to erode and scopes to creep, would there be an opportunity for more success and profitability?

Should we be more focused? How could offering less equate to more in terms of what we do and how we do it? Is the risk too high and the reward too low?

You tell me.

About the author

Daniel L. Newman

Daniel L. Newman, currently serves as CEO of EOS, a new company focused on offering cloud based management solutions for IT and A/V integrators. Newman has spent his entire career in various integration industry roles. Most recently, he was CEO of United Visual where he led all day to day operations for the 60-plus-year-old integrator.

View all posts by Daniel L. Newman