News and Features
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William Bumbernick
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Secrets of Success
William Bumbernick, CEO, Alteva
William R. Bumbernick is Chief Executive Officer of Alteva, a VoIP business phone service provider that delivers IP telephony across the United States and on four continents. Bumbernick has more than 10 years of senior management and entrepreneurial experience in telecom, IT and managed services, having served in executive positions within the technology and telecommunications sectors since 1994.
Since 2003, Bumbernick has been focused on emerging VoIP technologies and the establishment and growth of Alteva. He has been recognized by Smart Business Magazine as their VoIP expert and he serves on the Board of Directors of BCG and BCG Securities.
Alteva’s highest priority is providing every customer with a custom VoIP solution that meets all their telecommunications needs. The company’s custom built VoIP telephone solution delivers high-end service, total power and complete control to the most demanding global businesses.
What drives you to be successful?
I have a deep drive to produce truly valuable products. When you combine that drive with my passion for business and the thrill of the deal, it creates a perfect storm for me. I honestly cannot wait to get to work every day. I am fortunate to have a team that shares my passion for what we do.
What are the three most important elements of solid business leadership?
Integrity, forward thinking, and intelligence. Business leaders first and foremost need to be respected by the people they lead. Without true integrity, the faith in their leadership will dwindle over time. Intelligence and the ability to Ôsee the future’ keep your ship moving forward. If you are not moving forward then what’s the point in being in the race? Oh, and you can’t forget to listen to those you are leading. Listening is critical to being a good leader.
How would you define career success?
When the day comes that I can look back on my career and gauge my success, I will ask myself three questions: Have I done my best for my customers? Have I done my best for my employees? Have I done my best for my family? If I can answer those three questions with an honest YES, I have been successful.
Would you consider yourself successful?
I am very proud of Alteva and what it has become, so to some degree I would consider myself successful. Our customers love our products, our employees love working here … It is an amazing company to be a part of. That being said, there is still is a long way to go. This is just the beginning. Our industry is young and we are leading the way.
What are the goals you are setting for yourself now?
Alteva has grown to where we are today organically. Knowing that we have achieved what we have without outside financing is very humbling. To that point, I see tremendous opportunity to take what we know and multiply it in the marketplace. I am very carefully evaluating our next level of growth and the most effective and efficient ways to attain it. That type of strategic planning takes a tremendous amount of focus and learning. My short-term goals revolve almost entirely around that.
As a CEO, what is your particular competitive edge?
Vision. I have been blessed with the ability to look at the market, understand the needs, apply a concept or a solution to the need and see it through. Specifically in communications, I can watch customers work and understand what will make them more efficient and more productive. I then work with our technology teams to develop it or to find someone who has. We have always provided solutions before our competitors because we work closely with our customers to really understand their needs.
What is the key to keeping your
edge and staying ahead of the curve?
Remaining in touch with our customer base. Too often, executives lose touch with what has made them successful … their customers.
How or from whom did you learn
your leadership and business skills?
Wow. Great question É Over the years I have been exposed to many types of leaders, some good and some bad. I have used the qualities from those leaders to help me shape who I am. It is important to be open to learning from everyone. I have great leaders who work FOR me that I learn from every day. Leaders are not always above you on the org chart but often times below you as well.
What type of environment have you
created to foster success at your company?
Alteva’s culture revolves around personal pride and customer satisfaction. I want every employee to be proud of what they have accomplished individually and what we have accomplished as a team. The executive team works hard to recognize great work and dedication. At the end of every day, week and year, our employees should be able to look back and know they have done the best they could possibly do for themselves personally, for our customers, and for our company. It’s that kind of job satisfaction that makes us successful. We have never had an employee quit. Very few companies can say that.
What, if any, responsibilities does a
business leader have beyond making a profit?
In the answers above, I have not once mentioned profits and that’s because your business needs to have something of value to provide before profits materialize. Don’t get me wrong, profits are critical to the success of any company. The difference between long-term profitability and short-term profitability is how you fulfill your responsibilities to your employees and to your customers first. If you can build and lead a smart business with good people and a great product, you will be profitable. If you miss any one of those three components, you will struggle to make profitability.
What three lessons or words of advice
would you give to a would-be entrepreneur?
Truly believe in what you do. Aspiring entrepreneurs have asked me about different business opportunities or ideas. I have always said, “If you have to ask then it’s not the right one.” You will know when you have the right opportunity to pursue. You will know because, in your mind, NOT pursuing it is NOT an option.
Also and I can’t stress this enough … listen to your customers. Find out what they like and don’t like about your products and service. Find out what they need or want that you haven’t yet provided. Customers buy products not because YOU think they have value but because THEY think the products have value.
