months have passed since I last updated this portion of our website
and I apologize for my inability to put my thoughts into some readable
feel worse if my winter was spent skiing in Aspen or sunning myself
in St. Bart's, but that was not the case. This winter a good deal
of our energy was spent preparing our new facility in Chantilly,
Virginia. What a quick and expensive winter this was.
As a company,
we have always embraced the idea of tempered, cautious growth. The
thoughts of expansion to another city has always interested us,
but we also recognized that without continuity of product, service
and value we could do more harm than good. Growth without control
could be a disaster.
realized that quite a few variables all had to align just right
for us to jump off that awfully comfortable fence we were sitting
on for so long. The right market, right management staff, right
vendors, the just right economic climate and so on. As we made our
list, it seemed more impossible to do.
not by nature, a predatory company looking to go into someone else's
backyard and disrupt the balance of order. We have grown to know
and respect many of our peer's in the corporate inflight catering
world and would not endanger the good relationships we have built
over the years.
October we were informed that a possible change was about to take
place in the Washington DC market. A consolidation, merger or buyout
of some type would leave the market with one inflight catering company.
In Teterboro, we have four companies competing for business and
have always felt that a competitive market helps us to be a better
company. Dulles was always on our “short” list; this change made
it our obvious choice.
trips to the Dulles area, we were shown and exceptional space five
miles from the airport in Chantilly, Virginia. John's ability to
look at a raw space and realize the potential that it holds remains
a mystery to me, but nonetheless he declared that this indeed, was
“it”. And so it began, meetings with the Fairfax County Health Department,
The Zoning and Construction Departments and the mounds of paper
that are necessary before a single nail is struck.
construction began and by the beginning of January, we would be
ready to open. While a physical structure is important, it's the
people that fill it everyday that make a business successful or
question of who would be our eyes and ears in Chantilly was one
that would clearly dictate our success. It needed to be someone
who could respect the structure and vision that John and I had for
our companies future and also would be confident enough to create
an autonomous environment that would allow the new facility to operate
as a stand alone building.
Barber has been with us for over seven years and has moved from
Customer Service Representative, to Manager of Customer Service
to Ombudsmen with grace and ease. John and I agreed that this position
would allow Sylvia to continue to grow and create a dynamic and
challenging environment for her. She quickly agreed and has since
relocated to Virginia.
21, 2005 we opened for business. I instructed my staff that our
goal should be 10 orders a day, perfectly made and delivered. This
was going to be a grassroots effort, just like it was for us almost
twenty years ago. Our business was built upon the premise of earning
our markets “one order at a time” and Chantilly would be no different.
over the past two months has been steadily improving and has far
exceeded our predictions and expectations. We are very proud of
our new facility in Chantilly and the staff that has been working
around the clock to bring an elevated level of quality, service
that we can earn your business in the Washington DC area in the
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