"It is critical for our ongoing operation that the two departments stay very close and work together," Leach said.
Able averages 20% yearly revenue growth, and the accompanying workload means "we don't have room on our production floor," said Leach.
To remedy these "flow problems" next April, Able is moving to a larger facility at Phoenix Gateway Airport, in nearby Mesa. The new space offers direct runway access, and is three time larger than its current building, meaning customers can "bring [their] whole helicopter in, and we'll do it tip-to-tail," said Leach.
For Hughes, the strong inter-department relationship can only help Able better use data to complete its main business of "driving out costs; we're relentlessly trying to improve that."
Such accounting and IT teamwork doesn't require technology leaders reporting to the CFO. In Able's case, Hughes reports to CEO Lee Benson.
And the teamwork between Leach and Hughes seems to work just fine in Benson's view.
When Benson shows the company's business operations to third parties, they comment that Able functions like a billion-dollar company, said Hughes. Some, he added, even tell the CEO: "The way you guys do things, I wish that some of the billion dollar companies in our portfolios would run this way."
Hughes likes to give part of the credit to Leach, saying that although Able would probably fit into the small business category, his CFO has the mindset "that we like to take enterprise solutions."