I have tried to bring a maniacal focus on customers. From now on, he wants to travel even more. Mr Samenuk is reluctant to discuss specific plans. A return to the highly acquisitive strategy of the past, which saw NAI take over more than 30 other companies in the last five years, might be hard to manage in the short term. Equally hard to manage will be employees whose share options have gone mouldy.
Flattery helps for a start, it seems.
One of the first things I discovered since I've been here is how talented and skilled the 3,100 employees are. I'm very impressed. The personal touch is worth trying, too. As chief executive, Mr Samenuk sees his main task as to re-establish the company's focus. During good years, when profits and revenues are increasing and companies initiate ambitious expansion plans, it is easy for conflicts and confusions within a business to be overlooked.