Young, entrepreneurial, and technologically savvy, Jeff Furst, '95, resembles a typical new economy executive. At 33, he is the founder, president, and CEO of FurstPerson, a Chicago-based firm that recruits and trains personnel
for corporate call centers. His business extensively utilizes technology to maximize the productivity and efficiency
of its labor force and to minimize employee turnover.
Yet Furst also embodies many values of the old economy businessman. Unlike many technology-based entrepreneurial firms, his company is a profitable, privately owned venture with roots in the old sector.
"We've made significant investments in technology because we
see it as a tool that enhances business and lets small companies
like us compete with bigger firms," said Furst. "But I'm also
old-fashioned in that I'm more interested in profits than having
a 'dot-com' mystique."
Synthesizing the strengths of the old and new economies, Furst has bridged the gap between the two seemingly
divergent sectors to forge a growing and viable business.
FurstPerson has capitalized on many new economy principles, namely outsourcing and using the Internet.
"Companies that outsource their call center human resource problems become more efficient, because they can focus more on their core business functions," said Furst.
Ironically, the Internet has facilitated FurstPerson's ability to find, select, and train individuals for call center positions. "The Web was supposed to cut out the middleman in many fields, but not in mine," Furst said. "Instead, it has let us reach a larger audience."
Although these new economy trademarks play a significant role in his business, Furst still values principles from the old economy. "The fundamental laws of economics have not changed; you still need to turn a profit," he said.
"In recruiting job candidates, technology is great, but it
cannot replace the dynamic interaction between a great recruiter and an applicant."
Because his business is small, Furst's responsibilities
as CEO range from developing and maintaining the vision of the company to keeping track of employees' vacation schedules. But the small size, he believes, makes his
company "attractive to some people because they see their influence on an everyday basis."
Starting FurstPerson was a risk, but one that has proven to be a learning experience for Furst, who thinks it has made him a better businessman. "At first I probably wasn't smart enough to think all the risks through," he said, laughing.
"But I had a lot of confidence in my background and knew that I would be able to find work if it didn't work out."
Furst's background inspired his entrepreneurial endeavor.
"You can say it's somewhat genetic," he said. "My family has owned businesses for as long as I can remember; it's the world I grew up in." For 30 years, his parents have operated their own recruitment business, Furst Companies of Rockford, Illinois, a temporary executive staffing and executive search firm.
His previous corporate experience was equally valuable to Furst, providing him with an idea of the type of business he wanted to build. AT&T Business Services in Bedminster, New Jersey, first introduced him to the world of call centers, but his work there left him largely unfulfilled. "It was tough to feel as though you had made a difference in people's lives."
At FurstPerson, however, Furst believes he influences people's lives in meaningful ways. "Hopefully, the people we help will be able to get better jobs, so that they can lead better lives by paying off a mortgage, by putting more food on the table," said Furst. "In the end, by helping people,
we help the client."
Furst sees a promising future for his company. Although he is uncertain whether the firm will remain privately owned, he believes that it will flourish because of its consistently strong profits. According to Crain's Chicago Business, FurstPerson's revenues have increased from $2 million in 1998 and $3 million in 1999 to nearly $4 million in 2000. Furst projects $7 million in revenues for 2001.
Trends in outsourcing and growth in the call center industry also bode well for the company's future. "The
perception of call centers has changed," said Furst. "They are no longer seen as revenue draining but as profit
generating."--Anthoney Dimos
