The three of us all had worked for big tier-one consulting firms where it was common to put someone on a plane Sunday night, spend all week with a client, have him come back Friday night and repeat the procedure.

The typical person who comes on board with us has averaged about 12 years in the industry and realizes we can provide things bigger companies can't.

License revenue for us is up 30 percent, and services and consulting revenues are also up, but not quite as dramatically. We are seeing a growth spurt.

We just don't believe a central office is necessary. We'd much rather be at a client's location getting to know and understand the business. At first, having no main office was a way to reduce costs. But now we find it's a better way to get the job done, and not having to charge for office space means continued cost savings for clients.

Stoltenberg Consulting has worked with us on other projects and has been a trusted advisor. We sought this expertise for our first conversions.

What makes us different from consulting-type operations is that we are all manufacturing people. The things that we teach we have actually implemented in our plants.