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But Bob saw greater opportunities. By the early 1990s, the previously staid world of telecommunications was opening up to greater competition and smaller, nimbler companies. The new telecommunications field was ruled by customer churn, as customers found that if they didn't like the service from one phone company, they could easily change to another.
The new telecoms needed near perfect reliability, and they did not have the large repair staffs of the regional Bell operating companies. Bob saw an opportunity in the new market to provide them with automated equipment that would allow them to monitor faults in their network with a smaller, less trained staff.
Bob's new vision of the importance of network monitoring in modern communications and data networks soon outgrew the alliance between DPS and its partner. DPS severed its ties to form a new vision of itself as a provider of complete monitoring solutions.
Since then, DPS Telecom has moved from strength to strength, with multi-million-dollar revenues and a spot on Inc. magazine's list of the nation's 500 fastest-growing companies.
Bob's coworkers are quick to credit him with the vision behind the success of DPS Telecom. "Bob has an ability to see solutions where other people see only problems," says Marshall DenHartog, DPS Vice President of Operations. "He's able to absorb new ideas and new
technologies and turn them into a unique expression that works better."
But Bob's creativity is tempered with a strong sense of financial prudence. DPS Telecom avoided the excesses of the dot-com era, and consequently, now enjoys a level of fiscal stability rare in the technology field.
The focus of Bob and DPS Telecom continues to be the "aggressive pursuit of customer satisfaction." In an interview with Robert Chesney of "Window on Wall Street," Berry said that he judges his performance by three factors: "Did I sell the product? Is the product meeting the client's needs? And, does the client thank me?"