Meet Our Founder
When I incorporated Crowd Management Services in 1979, I was determined to solve the crowd security challenges at a few events and venues in a small section of Oregon. We replaced the usual muscle-bound body builders who had no formal training with a new breed of crowd managers. Our innovative program called for recruiting people with interpersonal skills and educating them on crowd management procedures. We introduced radio communications and employed strong field supervisory oversights.
Our new approach to crowd management was so successful that events and facilities throughout Oregon and Washington began calling for our services. In the first three years, we grew rapidly. I declined offers from venues outside of the Northwest. While invitations from across the nation were exciting, ensuring quality control for our innovative programs far away from our corporate center would have been critical, but it seemed too difficult.
As we grew, we developed strong leaders and managers, many of whom are still with us. They are central to why Starplex CMS grew into the largest and most reputable organization of its kind in the Northwest, while other crowd management operators came and went.
By 1995, we realized that we were stagnating. We were no longer innovating – staying ahead of our industry and the ever-evolving demands of our guests. I made a move that changed the course of Starplex CMS. I enrolled in the Disney Institute in Central Florida, renowned for the most outstanding guest services. I attended five out of the six Disney Institute courses related to guest services, people management and creativity. While I didn’t adopt the Disney programs per se, I adapted ideas to propel us again to be the innovator in our industry.
The result was the development of an entirely new guest services program that blends the venue, traditions, guest expectations and safety standards, with “ambassadors” who are trained to understand the need for satisfied guests. We launched a corporate rewards and recognition program for ambassadors who exceed guest expectations. For guests to be satisfied, there must be satisfied staff.
I have now adopted the philosophy that “if it ain’t broke, break it yourself and put it back together better than it was before.” Today, with our new programs and philosophies, we are the very best at what we do. We are not the largest. Being the largest isn’t our goal. Our desire is simply to be the best.
I am especially proud of our management teams who direct operations and of those who support the teams. Our ambassadors are – always will be – the key to our success. We will not forget this as we continue to grow and innovate in a corporate culture that travels the road to perfection.
