Pivotel’s Branham knocks it out of the park despite tough timing

NORWICH — Hitting a home run does not mean swinging hard; it’s all in the timing. This aphorism, attributed to Yogi Berra, also applies to starting a business.

Just ask Mary C. Branham, president of Pivotel, LLC, headquartered in Norwich. Branham launched her telecom business in May 2001, just before the great technology bubble burst. In August of that year, Syracuse–based Telergy, a provider of integrated broadband communications services that was struggling under a mountain of debt, collapsed when it couldn’t refinance $200 million in loans. The company subsequently filed for bankruptcy liquidation, putting 615 employees out on the street. The local bankruptcy foreshadowed by a few months the bankruptcy of two national telecom firms — Global Crossing and 360networks. The $1 trillion in debt run-up collectively by the high-flying telecom industry jolted banks and stockholders into designating the sector “radioactive.” The cause of the problem was simple: An oversupply of capacity built during the boom years exceeded the demand.

Pivotel, which is certified as a women-owned business enterprise (WBE) since 2002, began by selling supplies to telecom installers, including premise-wiring systems and accessories; cables; test equipment; racks, frames, and cabinets; power equipment; and conduits. The unfortunate timing of Branham’s entry into the telecom business was offset in part by a growing awareness among larger corporations to embrace diversity. As a WBE, she was invited not just to sell telecom supplies, but also to do engineering and installation.

“What started as an operation with one employee has now … [blossomed] into a business with 45 employees,” says Branham. “Of that number, 30 do telecom installations, the rest do temporary staffing. We work directly with major telecom and broadband carriers as well as major telecom OEMs (original-equipment manufacturers), providing engineering, installation, testing, quality inspections, pre-wire, and project management. Ten of our installers are located in states such as Pennsylvania, Virginia, and Kentucky, and we work on projects as far away as Hawaii and Puerto Rico.” Pivotel leases 2,200 square feet of space for its office in downtown Norwich. The company has historically generated between $3 million and $5.8 million in annual revenue. Branham is the managing stockholder and has two other women partners. Pivotel’s growth has been entirely organic.

“This is a volatile business,” avers Branham. “Back in 2009 and 2010 when telecom carriers were busy in the residential market promoting fiber to the premises, we added 15 installers. It’s difficult to maintain a strong core group when the volume of business is so irregular. One way I deal with volatility is by ‘leasing’ my employees temporarily to work on other contractors’ projects.

“The telecom business is also very competitive,” continues Branham. “That’s why we’re on call 24/7 to respond to the demand and to field customer problems. When I get a Friday night call from a customer who needs help immediately, Pivotel is there to respond. I think of our customers as family and treat them like family. Another way we compete is by being flexible and quick to react. That’s the advantage of being a small company. But the best way to be competitive is to do the work professionally and consistently. I always say that our best sales people are our installers. After 14 years in business, we’re no longer a sub-contractor for installations; we’re a contractor working directly with 10 major customers.”

Branham attributes her company’s success to its employees. “We have four skill-levels of employees,” notes Pivotel’s president, “from the level-one entry position to the level-four installer. It takes years of training and experience to advance to a level-four position. Occasionally, we are able to recruit an experienced installer, but most of the time we hire people without the … [requisite] skills and train them. That’s a long, expensive process, but it’s the only way to be sure we have enough qualified installers.” 

Branham continues, “Since most of our work is outside New York state, we also need to hire people who are willing to travel on assignment. That eliminates many people who have families. The difficulty in finding installers, however, is offset by the fact that our employees tend to stay with us for a long time, because they are assured of being … [continuously] employed. And even when an employee leaves Pivotel to join a client, they may end up being a buyer for the new company. That’s one reason why I never burn any bridges.”

Branham also points to Norwich–area professional-service companies that have helped Pivotel grow: NBT for banking; Cwynar & Company, [CPAs, PLLC] for accounting; and Nelson & Flanagan [Attorneys at Law] for legal help.

Branham, a native of nearby Oxford, started her telecom career at Professional Teleconcepts, Inc., a/k/a Pro-Tel. She worked there as the office manager from 1985 until 1988, before joining Norwich Valley Supply company. Starting as a receptionist, she worked her way up to construction, commercial, and industrial sales of plumbing, heating, and electrical products, ultimately becoming the assistant store manager. While working at Norwich Valley Supply and after the birth of her first child, Branham went back to school to earn a business degree (1993) from SUNY Morrisville Agricultural and Technical College. The Pivotel president resides in Oxford with her husband David and their three daughters — Hollyann, Hailey, and Amy.

Contrary to Yogi Berra’s adage, Branham has hit a home run despite the timing. Considering her untimely launch, she nevertheless found a path to success through dint of hard work, producing a quality product, and responding quickly to customers’ needs. Perhaps Branham should coin her own adage: An entrepreneur will find a way to get it done.

Note. To become certified as a women-owned business, the business must show that at least 51 percent of the company is owned, managed, and controlled by a woman, the business must be open for at least 6 months, and the owner must be a U.S. citizen or legal resident-alien. Further, the contribution of capital and/or expertise by the woman business owner must be real; substantial; and the woman owner must direct the management, policy, fiscal affairs, and operations of the company. Finally, the woman-owner must perform without relying on the finances or resources of a firm that is not owned by a woman. (The citation is from MWBE.com, the national referral site for minority- and women-owned businesses.) 

NORWICH — Hitting a home run does not mean swinging hard; it’s all in the timing. This aphorism, attributed to Yogi Berra, also applies to starting a business.

Just ask Mary C. Branham, president of Pivotel, LLC, headquartered in Norwich. Branham launched her telecom business in May 2001, just before the great technology bubble burst. In August of that year, Syracuse–based Telergy, a provider of integrated broadband communications services that was struggling under a mountain of debt, collapsed when it couldn’t refinance $200 million in loans. The company subsequently filed for bankruptcy liquidation, putting 615 employees out on the street. The local bankruptcy foreshadowed by a few months the bankruptcy of two national telecom firms — Global Crossing and 360networks. The $1 trillion in debt run-up collectively by the high-flying telecom industry jolted banks and stockholders into designating the sector “radioactive.” The cause of the problem was simple: An oversupply of capacity built during the boom years exceeded the demand.

Pivotel, which is certified as a women-owned business enterprise (WBE) since 2002, began by selling supplies to telecom installers, including premise-wiring systems and accessories; cables; test equipment; racks, frames, and cabinets; power equipment; and conduits. The unfortunate timing of Branham’s entry into the telecom business was offset in part by a growing awareness among larger corporations to embrace diversity. As a WBE, she was invited not just to sell telecom supplies, but also to do engineering and installation.

“What started as an operation with one employee has now … [blossomed] into a business with 45 employees,” says Branham. “Of that number, 30 do telecom installations, the rest do temporary staffing. We work directly with major telecom and broadband carriers as well as major telecom OEMs (original-equipment manufacturers), providing engineering, installation, testing, quality inspections, pre-wire, and project management. Ten of our installers are located in states such as Pennsylvania, Virginia, and Kentucky, and we work on projects as far away as Hawaii and Puerto Rico.” Pivotel leases 2,200 square feet of space for its office in downtown Norwich. The company has historically generated between $3 million and $5.8 million in annual revenue. Branham is the managing stockholder and has two other women partners. Pivotel’s growth has been entirely organic.

“This is a volatile business,” avers Branham. “Back in 2009 and 2010 when telecom carriers were busy in the residential market promoting fiber to the premises, we added 15 installers. It’s difficult to maintain a strong core group when the volume of business is so irregular. One way I deal with volatility is by ‘leasing’ my employees temporarily to work on other contractors’ projects.

“The telecom business is also very competitive,” continues Branham. “That’s why we’re on call 24/7 to respond to the demand and to field customer problems. When I get a Friday night call from a customer who needs help immediately, Pivotel is there to respond. I think of our customers as family and treat them like family. Another way we compete is by being flexible and quick to react. That’s the advantage of being a small company. But the best way to be competitive is to do the work professionally and consistently. I always say that our best sales people are our installers. After 14 years in business, we’re no longer a sub-contractor for installations; we’re a contractor working directly with 10 major customers.”

Branham attributes her company’s success to its employees. “We have four skill-levels of employees,” notes Pivotel’s president, “from the level-one entry position to the level-four installer. It takes years of training and experience to advance to a level-four position. Occasionally, we are able to recruit an experienced installer, but most of the time we hire people without the … [requisite] skills and train them. That’s a long, expensive process, but it’s the only way to be sure we have enough qualified installers.” 

Branham continues, “Since most of our work is outside New York state, we also need to hire people who are willing to travel on assignment. That eliminates many people who have families. The difficulty in finding installers, however, is offset by the fact that our employees tend to stay with us for a long time, because they are assured of being … [continuously] employed. And even when an employee leaves Pivotel to join a client, they may end up being a buyer for the new company. That’s one reason why I never burn any bridges.”

Branham also points to Norwich–area professional-service companies that have helped Pivotel grow: NBT for banking; Cwynar & Company, [CPAs, PLLC] for accounting; and Nelson & Flanagan [Attorneys at Law] for legal help.

Branham, a native of nearby Oxford, started her telecom career at Professional Teleconcepts, Inc., a/k/a Pro-Tel. She worked there as the office manager from 1985 until 1988, before joining Norwich Valley Supply company. Starting as a receptionist, she worked her way up to construction, commercial, and industrial sales of plumbing, heating, and electrical products, ultimately becoming the assistant store manager. While working at Norwich Valley Supply and after the birth of her first child, Branham went back to school to earn a business degree (1993) from SUNY Morrisville Agricultural and Technical College. The Pivotel president resides in Oxford with her husband David and their three daughters — Hollyann, Hailey, and Amy.

Contrary to Yogi Berra’s adage, Branham has hit a home run despite the timing. Considering her untimely launch, she nevertheless found a path to success through dint of hard work, producing a quality product, and responding quickly to customers’ needs. Perhaps Branham should coin her own adage: An entrepreneur will find a way to get it done.

Note. To become certified as a women-owned business, the business must show that at least 51 percent of the company is owned, managed, and controlled by a woman, the business must be open for at least 6 months, and the owner must be a U.S. citizen or legal resident-alien. Further, the contribution of capital and/or expertise by the woman business owner must be real; substantial; and the woman owner must direct the management, policy, fiscal affairs, and operations of the company. Finally, the woman-owner must perform without relying on the finances or resources of a firm that is not owned by a woman. (The citation is from MWBE.com, the national referral site for minority- and women-owned businesses.)