What Our Clients Are Saying

Greg Rizzo

General Manager

MacLean Fogg Component Solutions, Chesterfield MI


Centering Advisors, LLC has become a key strategic partner for our Company. In this talent shortage, finding the right talent can be a challenge, let alone ensuring the talent is the right fit for the culture. Julie not only introduced us to a spectrum of new tools to ensure we put the right people in the right seats, she brought new insights on how to grow our business through and with our employees. A year and a half ago, we were struggling with a lack of engagement on the shop floor, a mature workforce with multiple retirements on the horizon and an opening for an HR Manager. We really needed someone to help groom the plant employees for higher level positions while creating succession plans for those close to retirement. As we began discussing the HR Manager role, Julie really forced me to think about what success would look like if this person were to meet my expectations. I provided her with a job description that looks like most with a page of bullet points and she quickly pointed out to me that it did not answer the question of how success is defined. We then sat down and she asked me very pointed questions relating to activities, success measurement, priority of success and timeframes. This exercise led to the “ideal profile” of skills and behaviors needed for the role. The ideal profile combined with behavioral interviewing and assessments allowed us to be more objective and deliberate in our hiring process. Eighteen months later, we have an HR team that is engaging the plant employees, creating development plans, promoting employees internally and planning for succession. Centering Advisors, LLC has become a key strategic partner for our Company. In this talent shortage, finding the right talent can be a challenge, let alone ensuring the talent is the right fit for the culture. Julie not only introduced us to a spectrum of new tools to ensure we put the right people in the right seats, she brought new insights on how to grow our business through and with our employees.
A year and a half ago, we were struggling with a lack of engagement on the shop floor, a mature workforce with multiple retirements on the horizon and an opening for an HR Manager. We really needed someone to help groom the plant employees for higher level positions while creating succession plans for those close to retirement. As we began discussing the HR Manager role, Julie really forced me to think about what success would look like if this person were to meet my expectations. I provided her with a job description that looks like most with a page of bullet points and she quickly pointed out to me that it did not answer the question of how success is defined. We then sat down and she asked me very pointed questions relating to activities, success measurement, priority of success and timeframes. This exercise led to the “ideal profile” of skills and behaviors needed for the role. The ideal profile combined with behavioral interviewing and assessments allowed us to be more objective and deliberate in our hiring process. Eighteen months later, we have an HR team that is engaging the plant employees, creating development plans, promoting employees internally and planning for succession.





Michelle McCullough

VP & Chief Administrative Executive,

Weldaloy Products


As a company, we have worked with Julie to advise us on multiple occasions. We are ever-evolving and growing, which has resulted in us restructuring departments and roles several times over the past five years. Prior to introducing Julie’s expertise, we fell into the camp of ‘this person is good at this role, so let’s move him/her into that new role’, or ‘this person wants to grow in this area and they are excelling in their current role, so I am sure they will excel in this new area too’. We were very subjective and, at times, too emotionally connected to the decision. Julie helped us realize the importance of clearly defining roles and what success looks like for the role first before evaluating talented people to fill that role. Once we were clear on the role responsibilities and success measurements, we were able to take a holistic, objective approach to reviewing our talent. This process helped us take a step back and make more objective, non-emotional decisions – ultimately making better decisions for both the employees and the organization. One key benefit I noted from this approach is that it involves all of the key stakeholders in the process. This not only allowed differences to surface and be resolved cohesively, but it also increased the engagement of the team. Their input and views mattered. Julie is very effective in engaging all people, asking the important questions, and eliciting answers to extract the critical information. This inclusive approach ensures we are adequately defining the role and behaviors needed to be successful in our culture
One area of the business that was really impacted by Julie’s expertise was in our sales department. We hired a new VP of Sales who was interested in evaluating the existing department structure and how his team members fit that structure. We first evaluated the current state and then focused on creating a future state based on his goals – removing the ‘people factor’ from the equation. We more clearly defined the expectations for each role while removing redundancies and including others critical to driving the business. One of the biggest AH-HA moments in this process was when we identified that one of the employees was better suited for a finance role. We ended up changing that individual’s position to the finance role, which allowed that individual to excel. The transferred employee appears much more satisfied and engaged than before. The sales department proceeded with the key hires – those with distinct experience and contacts specific to the targeted growth goals for the sales department. All of the employees affected are still employed, engaged and prospering to this day
Julie’s expert consulting really helped us align our company strategy to our talent decisions to not only optimize performance of our team, but also increase employee engagement.





Angela Heiple

Chief Development Officer

EWI Worldwide

HOW LONG DOES CALIBRATION TAKE?


We work on an 5 -7 working day turn around period, however this can fluctuate during busy periods. Please ask for our current turn around when you contact us for calibration.




HOW DO I GET MY EQUIPMENT TO YOU?


We offer a 48 hour collection and return carriage for the fixed price of £35.00 on all calibration work.




HOW MUCH DOES CALIBRATION COST?


Prices vary depending on your choice of calibration and what it is you are having calibrated. For a full and accurate quote please contact our team who can provide you with a personalised quote.




ARE THERE CHOICES OF CALIBRATION?


We are proud to be able to offer UKAS calibration of several types of equipment, alternatively we also offer a fantastic traceable calibration which is tested against national standards.




WHAT EQUIPMENT DO WE CALIBRATE?


We calibrate a vast range of equipment, if you are unsure if we would calibrate yours please contact us to find out. If we can't help we will always try our best to suggest someone that can.




DO WE REPAIR EQUIPMENT?


We do offer a repairs service, if your equipment needs repairs please give our technical sales team a call today to discuss.




I'VE LOST MY CERTIFICATE; CAN YOU SEND ME A COPY?


To provide duplicate certificates/results we must interrupt the normal calibration workflow to reload the instruments stored data onto the calibration system. To that end, if you need a replacement PDF copy we do charge £20 which we will then send to you via email.




HOW OFTEN SHOULD I GET MY EQUIPMENT CALIBRATED?


Under the normal noise measurement standards, the maximum calibration interval for test equipment is: Sound Level Meters – every 24 months Sound Calibrators – every 12 months These periods are the recommended maximum intervals but it is the user’s responsibility to decide the calibration interval for each piece of equipment. Most customer’s stay with these recommended periods.