Composing Code for Growth

The president has a large corner office with a spectacular view of the Flatirons. Little else about the Boulder headquarters of Amadeus Consulting Group Inc. fits the corporate stereotype.

Behind the president's desk, a pair of stiletto-heeled shoes resides next to a stuffed toy buffalo.

When it comes to business metrics, Amadeus is more traditional. Last year, it doubled its headcount--to 30--and its revenues--to $2.6 million. That earned Amadeus a place on Inc. magazine's 2007 list of the 5,000 fastest growing firms nationwide, at a ranking of 1,155.

The company does custom software development, specializing in Web-based platforms for large-scale e-commerce. Clients range from startups to Motorola Inc.

Amadeus' management approach blends work-family balance, community engagement and dedication to meeting customer needs. Lisa Calkins, president, characterizes it as "laid-back productive."

In 1994, Calkins and co-founder John Basso set out to build a business in which they'd want to work for the long term. They named it "Amadeus" to convey creativity and excellence, and because they liked the 1984 film about Mozart.

"Our business model isn't to grow the company as fast as we can and then sell it," Calkins says. "We strive for repeat customers."

According to Calkins, the foundation for work-family balance is "attitude, acceptance and encouragement, not policy."

At team lunches, favorite new bands or upcoming camping trips share the agenda with technical and business issues. Families attend the company's two-day retreats, which may include a Rockies game or a snowshoe outing.

Calkins believes that successful businesses engage with the community. Amadeus supports walks, rides and races to raise funds for causes that employees select. Its recycling program is so extensive that the entire company needs just one trash can.

A past president of Colorado Federation of Business and Professional Women/USA, Calkins frequently mentors other women. Rebekah Fitt-peaster Martin, president of the Colorado Vacation Directory, says Calkins "listens to all the things you're not saying and finds the heart of the issue you want to talk about."

As Martin has gradually taken charge of the business her parents founded, she and Calkins have discussed how to manage cash flow, design compensation plans for sales staff, motivate employees and balance work and family.

Within the warm and welcoming culture at Amadeus, a disciplined approach to software development supports the goal of winning repeat customers.

"We build something our customers can use and enhance," Calkins says. "It's in everyone's interest to make it relatively easy to change." Amadeus developers, she adds, "take pride in the fact that someone else can open up (code they wrote) and enhance it" when the client's needs change.

While disciplined, the approach is not dogmatic.

"We don't think any one technique is right for every scenario and situation," Calkins says. "Customers come to us with all kinds of different needs, so we have to be flexible. Our style is quick and nimble."

Amadeus emphasizes the client's business goals, not just completing projects according to technical specifications. "We write high-quality code, but we're not a 'code shop,'" says Owen Silver, director of sales and marketing.

Developers communicate directly with clients, adds Calkins, and "thrive on the fact that their software works for them."

A key to the company's success is willingness to address what's not working, including underperforming employees. When someone is failing, Calkins says, "Everyone knows. If we didn't act, that would be saying it's OK. That's not respectful."

Adds Silver: "People here perform at a high level. They're motivated--not pressured--to do that."