When Jessica Moseley took over her mother's assistive technology and sign language interpreting company, TCS Associates, as chief operating officer in 2008, it had five employees and an annual revenue of $800,000. . In 2015, the Maryland-based company had 62 employees and more than $7 million in annual revenue. That year, Moseley restructured, splitting its technology and interpreting functions into two companies and becoming CEO of TCS Interpreting. The secret, says Moseley, is to trust his decisions, which hasn't always been easy. A member of the Entrepreneurs Organization since 2015, Moseley advises other entrepreneurs to remember that failure is part of the process.
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“There are definitely many times of loneliness and doubt,” she says. “Learning to trust my decisions and be comfortable making mistakes is an acquired trait – which I am still learning – but it keeps me humble.”
Q. Tell me about your business and how it started.
The TCS interpretation was started by my mother, Myrna Aiello, in 1982. It started as a computer company and was called Technical Computer Services (TCS) at the time. TCS was a retail computer store. I got my master's degree in human resource management and went on to work for a few companies. In 2008, after many discussions with my parents, I started running TCS as COO. At that time, we had five employees and revenues were holding at $800,000. In 2015, I became CEO and we had 62 employees, and revenue was $7.2 million.
Q. What challenges did you face growing your business for the first time?
I would say the biggest challenge I faced while growing the business from 2008 to 2015 was creating an identity and a basic culture. We grew 200% a year, and while that sounds great, I had a lot to learn (I'm still learning!) and we didn't have time for processes or procedures, let alone a real basic culture to develop or a true identity. So I would say that in addition to ensuring that our staff and logistics team are ready to handle the ever-increasing workload without burning out.
Q. What personal challenges have you encountered on your entrepreneurial journey?
As I'm sure most entrepreneurs go through this, there are certainly many times of loneliness and self-doubt. Learning to trust my decisions and being comfortable making mistakes is a learned trait, one I'm still learning, but it keeps me humble. I'm very hard on myself and I'm working on trying to change that. I also realize from time to time that there are certain areas of the business that are beyond me– and I agree with that. Proud of that, actually.
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Q. What would you say sets your brand apart?
I believe our commitment to employee-focused programs sets our brand apart. Programs such as mentorship, professional development, scouting and recruitment contribute to a more engaged workforce. Additionally, the decision to implement four core company values – transparency, growth, equality and collaboration – demonstrates our commitment to maintaining integrity in all company operations.
Q. How did you first hear about the Entrepreneurs Organization?
I first heard about the organization from a West Coast family member who was a member. He had been telling me to join for over a year before I made the initial call to apply. I haven't looked back since.
Q. How long have you been a member?
Two years.
Q. Why do you think it is so important for a company to have a mentorship process in place?
In our industry, it can be difficult to “bridge the gap” between graduation and national certification. Interpretation is a skill-based profession. Therefore, it takes years of practical application to achieve a certain level of proficiency. Mentorship opportunities demonstrate a company's commitment to professional growth and a commitment to the industry. When an employee has the opportunity to exercise their abilities, confidence and job satisfaction increase and they feel a greater sense of contribution. In addition, the development of an employee's talents contributes to the growth and innovation of a company. Additionally, when a company cares enough about investing in its employees, the result is a more engaged workforce and a greater sense of loyalty and trust.
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Q. What challenges did you face in developing your mentorship program?
Initially, it was difficult to find the time to train our mentoring team. However, we are committed to establishing mentorship and adjusting our schedules to meet the needs of the program. Now that we have a solid foundation, the mentoring team stays up to date with video trainings and conference calls.
Use your company values to set the tone for your mentoring program. We value growth and collaboration, so it was clear that our mentorship program added value to the business.
It was also difficult to select a philosophical approach. After extensive research, we have chosen the Vygotsky teaching method with the zone of proximal development. Other challenges included identifying the appropriate framework and structure for the program, selecting appropriate personnel to become mentors, identifying how and when to give mentors time to work with trainees, and the identification of suitable but challenging work for trainees. Additionally, establishing a culture of mentorship was a challenge as it required alignment of multiple departments.
Q. What advice would you give to other entrepreneurs who may be on the verge of closing the program?
Use your company values to set the tone for your mentoring program. We value growth and collaboration, so it was clear that our mentorship program added value to the business.
Mentoring programs can be expensive, but ultimately the rewards outweigh the costs. Training future employees through a mentorship program can engender loyalty and gratitude for growth opportunities. Mentees are also taught to conduct themselves in a professional manner, consistent with the training they receive. This “local” process leads employees to demonstrate values-based work.
Get company buy-in. Ask your employees who they think would make good mentors, and what opportunities would benefit interns.
Have a standardized approach and framework for your program. However, be prepared to customize the program according to the trainee's needs.
Have variety. More than one mentor means no one person is burdened by interns, and the intern has a more diverse experience.
Keep a running list of what works and what doesn't, so you can set your expectations from day one.
Require mentors and interns to sign a contract that clearly outlines their expectations.
Q. What lies ahead for you and TCS Interpreting?
There is so much work to do in our field. We are expanding our business and government activities nationwide. We will also expand our remote video interpretation program and continue to develop and improve our strong mentorship program. There is a significant gap between education and service provider. We're trying to see if we can help play a role with this.
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This article originally appeared in the November 2017 issue of SUCCESS magazine.
