Page 7 - Mobility Management, January/February 2021

you can handle, absorb and deal with your projections of worst-case scenarios, then you quickly turn, take a look at your strategy, and you say, ‘Are there aspects of our strategy that we need to change? That we need to delete? Or are there things we should add to our strategy? Are there things we need to accelerate and just step on the gas? Certainly, remote service and telehealth fall into that category.”
Through mid-January 2021, Numotion has conducted more than 9,100 telehealth sessions.
Swinford pointed as well to the myNumotion.com app, which has more than 60,000 users, and he’s proud that the Numotion team has significantly improved its delivery times while keeping employees and customers safer during the pandemic. “Everything we focus on is very much around number one, our employees, and number two, our customers
and customer experience,” he said. “Coming through this crisis has let us sharpen our focus to make sure that we’re doing everything and running every decision and every initiative through that lens of ‘Is this going to help the well-being of our employees and is this going to help the well- being of our customers?’ That really allows us to be focused on all that’s important. And it allows us to de-focus on what’s not.”
The pandemic has confirmed, Swinford added, how crucial CRT is. “The crisis has amplified how essential we truly are to our customers. We’ve always been essential from a mobility and independence standpoint. But in the midst of a pandemic, when many of our customers fall into very high- risk categories, it is that much more important to keep them out of emer- gency rooms, to keep them away from others who might be infected.
It went from really feeling fortunate that we were considered an essential business to really feeling the weight of truly being essential to a population that deserves nothing but the best support, the best products. That’s a
pretty heavy responsibility, but it’s been very rewarding.”
Vulnerability,
Passion & Transparency
In late May 2020, Minneapolis police confronted George Floyd,
a 46-year-old African-American accused of trying to pass a counter- feit $20 bill at a grocery store. After Floyd died while being arrested, four police officers were charged in his death, and the country faced a reckoning on race relations.
Two of Swinford’s whitepaper points — Relentlessly Pursuing a Caring Culture and Unlocking Employee Engagement, and Courageously and Openly Embracing Diversity and Inclusion — are tied to Numotion’s responses to Floyd’s death and the resulting protests across the country and around the world.
“We have dozens of mechanisms for getting feedback from our employees,” he said. “We have an
ATP Ambassador Council: One ATP from every region is an ambassador for their peers with me and with the leadership team. We get together regularly and talk about whatever they want to talk about. They drive half the agenda, and we drive the other half of the agenda.
“I can’t talk to over 500 ATPs personally and connect with every single one of them, but I can speak very candidly and openly with 15 and spend time with them regu- larly. Pre-pandemic, they would get together with our leadership team, and we would do different team- building events and spend time talking about key initiatives and priorities of the business and get their feedback, like ‘That doesn’t seem like a priority,’ or ‘That is exactly what we need as ATPs.’ They bring stuff
to us every day, whether it’s tied to their compensation, whether it’s PPE that they need, or COVID testing that’s being required at different
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