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Our EOS Journey- Building Foundational Structures, 90 Minutes at a Time
Infotrend’s Early Years
December 1, 2025
Article written by Gurpreet Singh, PMP , Infotrend’s CEO.
Infotrend’s journey started in early 2016 with a singular vision of delivering superior services driven by a vibrant employee culture. Growth was slow during our formative years as we carefully built our team and foundational processes. In 2018, the vision began to translate into action, as Infotrend found success in the industry with customers, partners, and most importantly, our ability to build an industry-leading team.
Over the next 3 years, the contracts came in; the teams grew; the processes matured. We created an environment that employees were proud to call home. We diligently planned, strategized, and evolved our approach, our infrastructure, and our vision for the future. In always trying to stay 10 steps ahead, gaps developed that required leadership and management attention. The processes that worked for one group didn’t translate across the firm, so we gave people more flexibility and autonomy. This resulted in even more disparate processes, a lack of cohesive communication, and inconsistent issue resolution.
By late 2021, we knew these challenges required a foundational shift in the way we managed our business. We were all sprinting at great speed, but not necessarily in the same direction or in support of each other. Things needed to change.
Finding Enterprise Operating System (EOS)
Infotrend’s President, Ramanpreet Singh is an avid reader of management and inspirational books. Using Goodreads, Blinklist, and Audible recommendations for meaningful books with novel concepts, we share and learn from hundreds of transformational business books.
Raman picked up a book called “Traction” at an airport bookstore and knew it was something transformational: “I couldn’t put this one down. It’s real and applicable to our business in so many ways. You really need to read this one.” Raman understood that Traction (the basis for EOS) offered a template for managing the business that translated to our needs.
He purchased multiple copies of Traction and shared it across the leadership team. Raman’s passion for the concepts in Traction was obvious, translating into Infotrend’s desire to engage an EOS consultant and begin our journey. We interviewed 3 EOS implementers, each one of them exceptionally talented and energized to help shape our future.
Erik Perkins’s calm, confident, professional and pragmatic approach resonated most with the team. Erik’s background as an extremely successful entrepreneur, along with his many years of experience in EOS made him a logical choice to support Infotrend.
As we kicked off with Erik, we wondered if a solution was really available that we had not considered. We were true skeptics, but it only took Eric one session to make us believers. On Day 1 we were immersed in EOS foundational tools that united the team with the realization that EOS really could bring us the missing piece to our management puzzle.
The discussions and ideas were flowing, bringing the leadership team closer and helping us understand each other’s challenges in a clearer fashion. The biggest win was being able to build accountability at every level of the organization.
The first 3 months were a blur; building our VTO; 3-year plan, 1-year plan, setting Rocks, and applying our people analyzer. Within a short period of time, EOS tools and processes became the core of our corporate and professional lifecycle; from hiring the right people, giving them the tools to succeed, measuring progress, and assessing fit with the firm.
In the next 9 months, our executive leadership learned about and strengthened all 6 EOS components: Vision, People, Data, Issues, Process, and Traction. Our goal was simple: keep practicing, keep pruning, keep realigning, keep simplifying, and keep getting better.
The Shift: What Changed?
EOS quickly became our north star and a primary driver of change in the organization. Each business unit: Growth, Operations, People Experience, and Accounting/Finance applied the EOS tools and processes to evolve.
We strengthened the resources in each business unit, ensuring we had the right people in the right seats that ‘Get It, Want It, and have the Capacity to deliver.’ We defined accountability across the organization, ensuring that we not only had the right people, but they understood what they were accountable for delivering.
Our business rhythm dramatically changed, with weekly Level 10 meetings permeating down from the executive level to the business units. Rocks were aligned to the 1-year plan, the corporate rocks cascaded down to the individual leader and business unit level, creating organizational alignment.
Infotrend’s culture thrived as we gained the individual and group accountability, and focus required to achieve our goals. With our long-term and short-term goals aligned to a plan, we were able to define quarterly rocks that would build toward success.
Over time, the team improved our ability to define appropriate rocks and ensure we had the capacity to deliver what we promised. Operationally, each team and business unit gained visibility into their contribution to the overarching goals. The shift in collaboration and alignment was evident in the first months after Infotrend implemented EOS.
Shaped for Future Success
The EOS journey brought organizational alignment, consistency, focus, and accountability across our organization. Whereas we previously worked with everything as a priority, EOS helped us focus, consider our goals, and prioritize our work based on value. We gained the tools to better assess individuals’ fit with their role and brought clarity to what they were accountable for delivering.
Harmonizing project teams, portfolios, and business units unlocked the value we bring when working toward commonly understood goals and objectives. Infotrend, through our EOS journey, is ready for the challenges to come as we grow and mature in the Federal Technology Services market.
