Managing organizational culture across nearly 100 facilities scattered throughout 34 states presents a complex leadership challenge that few defense contractors must navigate. For Margarita Howard, sole owner and CEO of HX5, this geographic dispersion of more than 1,000 employees across 90 locations demands deliberate approaches that extend far beyond traditional corporate communication methods.
Howard founded HX5 in 2004, building the company into a formidable presence in government contracting that serves clients in engineering, technical services, and research and development. The company’s growth trajectory—from startup to a 1,000-employee operation—has tested Howard’s ability to preserve the foundational principles that initially drove the company’s success while supporting the Department of Defense and NASA missions nationwide.
Building Leadership Infrastructure Across Distance
Howard’s approach centers on constructing management architecture designed to operate effectively across geographic barriers. Rather than attempting to personally oversee operations across dozens of locations, she has invested heavily in developing regional leadership capable of embodying company values while adapting to local requirements.
“We were very selective of the people that we chose for our management team,” Howard explains. “And really, I could not be more proud of the team that we have. Many of them have been with us for 10 years or so. We just have a highly dedicated, experienced management team. We could not do what we do without them.”
This retention rate proves particularly noteworthy in government contracting, where employee mobility between contractors is common and competitive pressures often drive turnover in leadership positions.
“Maintaining our culture is all about communication and consistency,” Howard says. “We have a very good field team that will go out and do trainings, customer visits, and employee visits. We’ve built a very strong communication framework that they can carry out our message.”
The field team concept is a practical solution to the geographic challenge. Rather than relying solely on digital communication or infrequent visits from headquarters staff, HX5 deploys dedicated personnel whose responsibilities involves cultural transmission and reinforcement across locations.
Communication Frameworks and Consistency Mechanisms
Howard’s cultural maintenance approach relies heavily on structured communication protocols.
“We invest very heavily in team-building activity across all locations,” Howard notes. “We have regular meetings with all our program management sites, and that always helps remind them of our culture, our values especially. Then our program managers make sure those values are being supported and carried out.”
This systematic approach addresses a common weakness in distributed organizations: the gradual drift away from corporate culture that occurs when local site cultures begin to dominate. HX5 maintains coherence despite physical separation by institutionalizing regular cultural reinforcement across its operations spanning from aerospace projects to defense support.
The company’s communication methods extend beyond meetings to encompass what Howard describes as “agile contract management.” This methodology allows for quick adjustments and better responsiveness to client needs while maintaining cultural consistency. The approach acknowledges that government contracting often requires rapid pivots based on changing requirements or priorities from Department of Defense and NASA clients.
Howard also emphasizes data-driven decision-making as a cultural element.
“Our internal analytic tools provide near real-time insights into our performance, enabling us to spot inefficiencies and optimize efficiencies much faster,” she says. This emphasis on measurable outcomes creates a shared language across locations while supporting the company’s performance-focused culture.
Culture Through Excellence-Driven Talent Management
The foundation of HX5’s cultural consistency lies in what Howard characterizes as highly selective hiring practices that prioritize both technical competency and cultural fit. This approach becomes particularly crucial when dealing with what she describes as “purple unicorns,”professionals with rare combinations of technical skills, security clearances, and specialized expertise required for defense and aerospace work.
Howard’s background as a service-disabled veteran informs her approach to building teams that can function effectively within government environments. “We look for people that have worked with or supported the Department of Defense as this experience is always very helpful,” she notes.
The company’s retention methods extend beyond competitive compensation to encompass what Howard describes as employee empowerment. “We created a framework where employees are encouraged to innovate within their roles. We ensure that those fresh ideas are being shared, and supported, and encouraged,” she says.