Company - PureOps

Culture

Mission & Vision
Founding Mottos
Principal Values
Guiding Philosophy

Mission

WATER4EVERY1: TO HELP DELIVER CLEAN, SAFE, AND SUSTAINABLE WATER FOR EVERYONE — LOCALLY, REGIONALLY, AND GLOBALLY

First and foremost, as water professionals, WATER4EVERY1 drives us to provide our customers with world-class water and wastewater solutions and service performance. It means more than that, though, in that PureOps allocates a percentage of proceeds to help fund worthy water programs and projects the world over. In this way, PureOps stays true to what we do best: troubleshooting and solving technical problems, delivering products and performing services utilities demand, and otherwise busting butt from trenches to boardrooms for the benefit of our cherished customers. In turn, the fruits of the labor due PureOps are shared with trusted developmental organizations that do what they do best: charitably serving people and communities in critical water need. It’s that simple.

Vision

TO BE THE FIRST CHOICE FOR WATER AND WASTEWATER SOLUTIONS IN THE SOUTHWEST AND BEYOND

We’re not fat and fancy corporate players (and we don’t want to be), and we don’t have teams simultaneously on the ground in scores of cities (believe it or not, we employ less than 20 people, and we’re looking to keep it that way), but where we are (and we get around!), and what we agree to do (and we get stuff done!), we promise to deliver knock-your-socks-off service. We’ll be a reliable partner obsessed with adding more value than you might ever expect — and definitely far more than we ever take in payment. We’re working our tails off to build a track record that earns us the privilege of becoming the first choice of people who come to realize what we ultimately deliver — worthy service, radical value, and relationships for the long haul.

Mission

WATER4EVERY1: TO HELP DELIVER CLEAN, SAFE, AND SUSTAINABLE WATER FOR EVERYONE — LOCALLY, REGIONALLY, AND GLOBALLY

First and foremost, as water professionals, WATER4EVERY1 drives us to provide our customers with world-class water and wastewater solutions and service performance. It means more than that, though, in that PureOps allocates a percentage of proceeds to help fund worthy water programs and projects the world over. In this way, PureOps stays true to what we do best: troubleshooting and solving technical problems, delivering products and performing services utilities demand, and otherwise busting butt from trenches to boardrooms for the benefit of our cherished customers. In turn, the fruits of the labor due PureOps are shared with trusted developmental organizations that do what they do best: charitably serving people and communities in critical water need. It’s that simple.

Vision

TO BE THE FIRST CHOICE FOR WATER AND WASTEWATER SOLUTIONS IN THE SOUTHWEST AND BEYOND

We’re not fat and fancy corporate players (and we don’t want to be), and we don’t have teams simultaneously on the ground in scores of cities (believe it or not, we employ less than 20 people, and we’re looking to keep it that way), but where we are (and we get around!), and what we agree to do (and we get stuff done!), we promise to deliver knock-your-socks-off service. We’ll be a reliable partner obsessed with adding more value than you might ever expect — and definitely far more than we ever take in payment. We’re working our tails off to build a track record that earns us the privilege of becoming the first choice of people who come to realize what we ultimately deliver — worthy service, radical value, and relationships for the long haul.

AUDENTES FORTUNA JUVAT
“Fortune favors the bold”

We carry only one fiery flavor of determination at PureOps — Fierce Resolve — and it dares us daily to lead with unwavering will, to be unashamedly intolerant of mediocrity, and to leave it all out on the field in pursuit of great results.

ANCORA IMPARO
“Still I learn”

Tolling like a bell on the hour, every hour, Humility calls us to an abundance of clarity and strength — to the secret cornerstone of true greatness. It keeps us ever embracing of sincerity and truth, reminding us of our human condition, calling us to be quick to listen and slow to speak, and committing us to lifelong learning and practice.

AUDENTES FORTUNA JUVAT
“Fortune favors the bold”

We carry only one fiery flavor of determination at PureOps — Fierce Resolve — and it dares us daily to lead with unwavering will, to be unashamedly intolerant of mediocrity, and to leave it all out on the field in pursuit of great results.

ANCORA IMPARO
“Still I learn”

Tolling like a bell on the hour, every hour, Humility calls us to an abundance of clarity and strength — to the secret cornerstone of true greatness. It keeps us ever embracing of sincerity and truth, reminding us of our human condition, calling us to be quick to listen and slow to speak, and committing us to lifelong learning and practice.

ZEAL (for craft and life)

zeal | zēl | noun

Great energy or enthusiasm in pursuit of a cause or an objective

The PureOps way — be fierily engaged; bring deliberate energy; create every day

EXCELLENCE (moral and qualitative)

ex•cel•lence | ‘eks(ə)ləns | noun

The quality of being outstanding or extremely good

The PureOps way — do good; be indispensable; seek relationship excellence

ACTION (think linchpin)

ac•tion | ‘akSH(ə)n | noun

1. The fact or process of doing something, typically to achieve an aim
2. A thing done; an act…

The PureOps way — embrace tension; do the hard part first; take your turn

GENEROSITY (going above and beyond)

gen•er•os•i•ty | ,jenə’räsedē | noun

The quality of being kind and generous

The PureOps way — give generously; receive graciously; rejoice greatly in the success of others

Radical Value

We maintain that if we provide our customers such a generous amount of value that one could only reasonably describe it as radical, we’d be doing right by them and that ultimately we’d be rewarded ourselves. Since our founding, this guiding philosophy has been silently working in the background, knowingly or unknowingly. As we mature as a company, we’re looking to concertedly refine and practice such radical value generation more and better each month, always striving to be steadfast, always looking to take it up a notch.

If when you hear the word value you think of the difference between what you get and what you pay for, we’d be in the same ballpark. So, it definitely has to do with performance/quality and price, with better performance/quality (given the price) being more valuable and lower price (given the level of performance/quality) also being more valuable. Alternatively, by focusing in on price, we could define value as the difference between what you’d be willing to pay for something and what you actually pay for it.

The introduction of this “willingness to pay” is where it gets interesting (bear with us here). The notion of radical value seeks to stretch this willingness to the maximum (given what you actually pay). In fact, we’d argue that radical value moves this willingness beyond what could actually be compensated. That’s right — it’s so radically valuable that you can’t pay for it, even if you wanted to. But remember, you don’t have to pay for it — that’s the point! Radical value is what you get from us — it’s our gift to you. And we want to make it as great as possible.

It’s important to emphasize that radical value is about more than straightforward product/service and price — there are many intangibles at play. Don’t get us wrong: product/service must be stellar and price must be better than fair — that’s the foundation of radical value. But the intangibles are where we enter the realm of what you can’t pay for, even if you so desired. This may be the case because the intangibles are priceless, or because it would be plain silly to charge for them (imagine an invoice for the confidence we supply or the loyalty we show). And yet, intangibles like these are some of the most critical elements of radical value.

A great way to understand this better is with an excerpt from The Go-Giver by Burg and Mann (we’re happy to send customers a free copy — so ask). The example comes from the restaurant industry (sorry if you’re hungry). So, imagine for a moment that PureOps were a restaurant (we’re not, though you’d be lucky to join us for a company grillfest). What makes for a good restaurant? What makes for a great one? What does value look like in this context? The excerpt:

“Everyone likes to be appreciated,” said Ernesto.

“And that’s the Golden Rule of business,” added Pindar. “All things being equal – “

Ernesto finished the phrase: “– people will do business with and refer business to those people they know, like and trust.”

He turned to look at Joe. “Tell me, what distinguishes a good restaurant from a great restaurant? Why do some restaurants do well, while a few, like this one, do stratospherically well?”

“Obviously, better food,” replied Joe without hesitation. Ernesto’s delighted laughter filled the booth. Several heads turned and a wave of smiles rolled through the dining room like ripples on a pond.

“Ahh, mille grazie, signore, you are a man of good taste! But I have to admit, while our food is very good, there are half a dozen other places within three blocks with food just as wonderful as ours. Still, even on their best nights, they’re lucky to have half the clientele that comes here. Why is that, do you think?”

Joe had no answer.

“A bad restaurant,” Ernesto went on, “tries to give just enough food and service, both in quantity and quality, to justify the money it takes from the customer. A good restaurant strives to give the most quantity and quality for the money it takes.

“But a great restaurant – ahh, a great restaurant strives to defy imagination! Its goal is to provide a higher quality of food and service than any amount of money could possibly pay for.” He looked at Pindar, then back at Joe. “Did the Old Man tell you he would show you his Five Laws?”

Joe nodded eagerly. He was about to learn the First Law of Stratospheric Success!

Ernesto looked again at Pindar. “Should I tell him?”

“Please,” replied Pindar.

Ernesto leaned in and spoke in a conspiratorial whisper:

“Your true worth is determined by how much more you give in value than you take in payment.”

Joe wasn’t sure how to respond. Giving away more value than you get paid for? That was their big secret?

“I’m sorry… I don’t get it,” Joe confessed. “I mean, I appreciate where you’re coming from, and your story is obviously… well, it’s amazing. But honestly, that sounds like a recipe for bankruptcy! It’s almost like you’re trying to avoid making money.”

“Not at all.” Ernesto waggled one finger. “‘Does it make money?’ is not a bad question. It’s a great question. It’s just a bad first question. It starts you off pointed in the wrong direction.”

He let Joe ponder that for a moment, then continued.

“The first question should be, ‘Does it serve? Does it add value to others?’ If the answer to that question is yes, then you can go ahead and ask, ‘Does it make money?'”

“In other words,” said Joe, “exceed people’s expectations, and they’ll pay you even more.”

“That’s one way to look at it,” replied Ernesto, “but the point isn’t to have them pay you more, it’s to give them more. You give, give, give. Why?” Another shrug. “Because you love to. It’s not a strategy, it’s a way of life. And when you do,” he added with a big grin, “then very, very profitable things begin to happen.”

“Wait,” said Joe. “So, ‘profitable things begin to happen’ – but I thought you said you’re not thinking about the results.”

“That’s right,” Ernesto agreed, “you’re not. But that doesn’t mean they won’t happen!”

“And they certainly will,” added Pindar. “All the great fortunes in the world have been created by men and women who had a greater passion for what they were giving – their product, service or idea – than for what they were getting. And many of those great fortunes have been squandered by others who had a greater passion for what they were getting than what they were giving.”

We’re going for the “great restaurant” here at PureOps (you know what we mean). To that end, we’re looking to be totally obsessed with our customers (not in a creepy way) — no seriously, we’re striving to pay proactive attention to each customer’s unique needs, preferences, constraints, and aspirations; we’re taking actions that give, give, give far more than we ever get; we’re prioritizing customer well-being; and we‘re building beneficial, pleasant, and trustworthy relationships that stand the test of time. We’re going for radical value. And we’re going all in.