Organization Description Assignment

C&A Associates, Inc. was formed in April 1990 and incorporated in 1991 to assist community banks in Louisiana and Mississippi with Disaster Recovery and Proof-of-Deposit services. Since its inception, the company has expanded its reach to serve financial institutions, banks, and credit unions across the United States and internationally. Today, its client base includes a diverse range of organizations, such as newspapers, casinos, tax collectors, insurance companies, school boards, courts, municipalities, churches, and utility companies.

The company’s latest innovation, the PADtrax RFID suite, offers versatile applications for various sectors. It provides solutions for maintaining business files and court documents, tracking assets like equipment and furniture, and supporting law enforcement with evidence and equipment tracking. This advanced technology is adaptable to virtually any public or private organization, enhancing accountability and operational efficiency.

C&A Associates employs over 25 skilled software and hardware technicians who deliver both on-site and depot hardware maintenance services. Strategically located across service areas, these technicians ensure prompt and reliable responses during critical downtime. Backed by major manufacturers’ training and support, the team maintains an extensive inventory of spare parts at the corporate headquarters and satellite offices. The management and staff collectively possess over 200 years of experience in developing and supporting automated systems for financial institutions, ranging from $10 million to over $2 billion in assets, and have held senior and middle management roles within the industry.

  I serve as the Vice President of Sales at C&A Associates, overseeing the RFID evidence-tracking solutions while also supervising the banking services division. My role involves direct sales efforts, strategic planning, and managing relationships with law enforcement agencies. Additionally, I contribute to cross-functional leadership by ensuring that both the RFID and banking divisions operate cohesively, aligning with the company’s mission and growth objectives.

  In 2016, a catastrophic flood devastated the company’s Baton Rouge office and impacted 80% of the employees, many of whom lost their homes. The office itself remained underwater for over a week, causing significant damage to equipment, files, and operational infrastructure. This flood was caused by an unprecedented amount of rainfall, described as a once-in-a-thousand-year event by NOAA (“Louisiana Flooding,” 2016). The Advocate reported that the floodwaters, exacerbated by the area’s geography and drainage challenges, submerged entire communities and left thousands displaced (The Advocate, 2017).

At that time, the company was in a state of chaos, with no clear recovery plan in place. I was brought in to conduct a thorough analysis of the situation and to create and implement a recovery strategy. The owner gave me full authority to “clean house” and take charge, but this directive was not communicated to the employees. This lack of clarity created confusion and tension within the organization, as staff were already struggling with their personal trauma and were uncertain about the company’s future. My initial focus was on stabilizing the organization by addressing immediate operational needs, such as restoring IT systems, restructuring roles, and streamlining communication. Simultaneously, I worked to provide emotional support to employees and foster a sense of stability and resilience.

One particularly challenging aspect of this situation was managing the dual dynamics of rebuilding a damaged infrastructure while navigating the political and symbolic elements of leadership. Employees needed to see tangible progress in the company’s recovery to regain confidence, yet they also needed empathy and understanding of their personal losses. As I took over the reins, I faced resistance from some staff members who were unclear about my role and skeptical of my intentions. I had to balance assertive decision-making with collaborative efforts to rebuild trust and morale within the team.