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John Lema has been a long-time Oxford employee, having been with us for an incredible 29 years. In his career, he has seen Oxford’s growth and development, and as we hit our 40-year anniversary, he took some time to reflect and discuss what Oxford has meant to him over the years.
Q: How long have you been with Oxford?
A: 29 years
Q: How has Oxford grown and changed since you started working here?
A: When I started, Oxford was a small company that desperately wanted to become large. Over time, we have grown and matured to become that large, very successful company and the standard in the industry. We started with a great business model: to go to market by immersing ourselves in it. But we were very transactional in our approach with our customers, our consultants, and our employees. Over time, we have become more patient, focused, strategic, and even nurturing. That patience comes from listening first when interacting with our clients or our consultants and taking the time to understand their needs, interests, and goals. When I’m speaking with a customer with a need, I want to learn not only the “what” but also, and perhaps more importantly, the “how,” the “why,” and the “why now.” That patience also involves investing time in new employees, giving them the tools to learn the business, and working with them to develop and succeed. This patience enabled us to begin thinking more about long-term relationships and become more focused and strategic. In doing so, it has enabled us to become the industry standard.
Q: How has the industry changed since Oxford started?
A: The staffing and consulting business has changed in parallel with overall changes in the industry. When I started, the business was “big target” focused. Everyone ran toward the big projects to get a piece of the action. As we matured and listened to what our network told us, we recognized that those big targets created gaps in the market, as talent was drawn toward them and away from elsewhere. So, we began seeking out and addressing those previously unseen targets. While I cannot speak directly about changes among our competitors, I would like to think that we have led the way in this evolution of the business.
Q: How do you feel you have contributed to Oxford’s success in your time here?
A: Two things come to mind. First, I’d like to believe I’ve helped to grow the brand in that, having done what I do for as long as I have, people I don’t know who were given my name reach out to me for help, either finding opportunities or finding people. People associate me with Oxford and Oxford with me. The second is mentoring. I like being on the floor, listening to what’s going on, working with our new folks, and helping them do the job better. If I hear something that sounds slightly off, I jump in and offer suggestions. I like being in the middle of the action.
Q: Can you share a memorable moment you had at Oxford?
A: One of my most memorable moments from a business standpoint was several years ago when I talked with a client who needed a particular skill set. As we talked, I thought of a consultant who had just become available and was in the area. I told the manager about that consultant, and she responded, “She sounds a lot like me – I’m not sure that would work.” I asked in return, “Could bringing her on free you up to do the other things you need to get done?” She paused and said, “Yes – let’s talk with her.” The interview took place shortly afterward, and the consultant was hired. What would have been a challenging search turned into an assignment – just like that.
I tell people that if we’re not listening fifty percent of the time, we’re not doing the job right. We want to be the best ally we can be for our clients and consultants and offer solutions they might not have considered. I still use that story when coaching. It was a small thing, but all of those small things added up have brought us to where we are today.
On a personal level, I am blessed to work with the people I do, many of whom have become true friends outside of work. Some twelve years ago, I was rushed to the hospital from work. Four people were by my side as I was assessed and waited for my family to arrive. Several weeks later, I underwent urgent surgery, and they were there by my side again, supporting me and my family. That’s how good our people are. We work with people who care about others; our business is about caring about people and doing the best we can for them. Our clients and consultants are people with real lives and needs; when we exercise that care, it shines through!
Q: What keeps you at Oxford?
A: All the people. The people I work with daily – my consultants, clients, and team. There are days when this job can be difficult, but the people keep me coming back.
Q: How do you think Oxford’s core values contribute to its success as a business?
A: Our core values are the backbone of our business model. And “teamwork” is the basis of all of them. When and because we communicate effectively internally, sharing information, we communicate effectively with the market. By comparison, I’ve heard stories about competitors that do not use our single point of contact approach, and consultants receive calls from multiple people about the same job. Teamwork and communication are the backbone of our backbone!
Q: What’s next for Oxford?
A: Two things come to mind. First, there’s a tremendous amount of work, at least in the Life Sciences space, in Southeast Asia – specifically in India, Korea, and China. Companies in those places need the sort of help we can provide. That is, I believe, our next major growth opportunity. The second is already happening. We talk a great deal about identifying adjacencies, looking at the companies with which we’re already working, and recognizing pain points they haven’t yet addressed or perhaps even recognized. Maybe this means exploring new skill sets and networking in uncharted territory. It’s not easy, but it has kept us vital and relevant, even in challenging market conditions.
Q: What has been the most rewarding part for you as an Oxford employee?
A: The day-to-day successes. We can talk about how many times we’ve been to President’s Club, but just doing the job right and knowing you’ve had a positive impact on the lives of others is the continual reward. Being able to make a good income from having done so is a bonus. But I believe, in general, if you do what you do for good reasons and do it well, the rewards follow, and the gratification is natural.
Q: If you could give advice to yourself 29 years ago, what would it be?
A: The advice I give – if you’re not listening 50% of the time, you’re not doing the job. And stay the course. Some days will be hard, but you’ve got to work to make the good days come.
Q: How has the business adapted to changes in technology and market trends?
A: When I started, pretty much everything was on paper. I received resumes via fax or mail. Now, we receive resumes instantly via email. So, we’ve grown and become more efficient with technology. However, treating technology as a tool and not letting it shape what we do is critical to our success. It goes back to those core values: we can rake the internet for resumes and read about what’s happening in the industry from news sites, but the most important thing we do is talk to people and listen to them. That must always come first.
Regarding the demand for technology in the marketplace, we continue listening and communicating. What challenges do our customers face with respect to emerging technology? What are their goals? What scares them? In turn, we communicate back to our consultants what technologies will be in greatest demand and where they can learn, grow, and achieve success.
Q: How have the relationships with clients/consultants evolved over the last 40 years?
A: We’ve become more patient, focused, strategic, and nurturing. We take the time to learn what our clients and consultants really need. We’ve slowed down and become more strategic and, as a result, infinitely more successful. With our clients and consultants, this means learning about their needs and being honest about what we can and can’t do. A client may know only what’s going on within its boundaries, and a consultant may know only what they hear from a few colleagues. To both, we bring a wider perspective. We service our customers and consultants best when we educate them about market conditions, what is possible, and what is unlikely. We fail them and ourselves when we do less.
Q: What are your aspirations for the next 40 years?
A: In 40 years, I’ll be 97 if I make it that long! I’ll be working as long as I can. In general, I trust that we will continue to grow, and I want to be a part of that.
Q: What message would you like to share with those who have supported Oxford over the years?
A: Thank you!
Q: How are you going to celebrate this milestone?
A: By continuing to do what we do. I’ll obviously be sharing this milestone with everyone I speak with. But simply by continuing to do our work, we set an example in the industry, and that is the best celebration of all.
John Lema’s 29-year journey with Oxford exemplifies the dedication, growth, and passion that have driven Oxford to its current success in the staffing and consulting industry. As we celebrate Oxford’s 40th anniversary, John’s insights remind us of the importance of staying true to our core values while continuously adapting to market changes and technological advancements. His professional wisdom underscores the impact of caring deeply about people and their development within the company and in the wider industry. Looking forward, our focus on growth, especially in emerging markets, and our dedication to understanding and addressing client needs will continue to set the standard for excellence. John’s legacy is one of mentorship, strategic thinking, and a steadfast commitment to making a positive impact.