When we launched MCP a little more than a decade ago, we established some pretty aggressive growth goals, especially for a firm that was operating out of a garage and had no clients at the very beginning. Nevertheless, each goal was met with room to spare. Our ability to do so hinged on a single, overarching, inflexible focus on delighting the client.

It’s a crazy world right now, arguably crazier than it’s ever been. Hatred seems to be flowing in the United States like a river, and unrest no longer is something that happens on the poor side of town—look out your window and you might see it happening right across the street. People-induced tragedies seem to happen every week, if not every day, and many are on a mass scale. When they do happen, it no longer seems like news because we have become inured to them—in fact, if the morning newspaper doesn’t report on such an event, it has a “man bites dog” feel to it.

MCP’s Model for Advancing Public Safety is Helping Agencies Build a Blueprint for Today and What They Can Become

Last year, the 911 Center that serves Harford County, Maryland, was having a hard time recruiting and retaining telecommunicators, a problem that is quite common in emergency communications centers (ECCs) across the country.