MIKEL, Inc.

Today, MIKEL provides innovative, cost effective design solutions addressing operational gaps in maritime technology, defense and security industries. The company is expert in the development, prototyping and training for underwater technology: specifically submarine combat systems; acoustic detection, tracking and localization/ positioning; target motion analysis; and automated performance measurement/analysis systems. Under Mendell’s leadership, the business has grown to 15 employees and projected revenue this year of $3.5 million, up from $2 million the prior year.

The company received its first SBIR in 2002 and shortly thereafter moved into incubator space at the University of Massachusetts’ Advanced Technology and Manufacturing Center (ATMC) leveraging it’s technology capabilities and university resources. Mendell recognized that the company needed to expand the depth and breadth of its business in order to compete successfully for the long haul. She also knew that being a minority – woman owned business could significantly improve MIKEL’s ability to win more government based work. Mendell reached out to the local SBDC for help. One of the keys to Mendell’s success is her emphasis on collaboration: with the ATMC, with the government and with SBDC.

Mendell has now worked with Dan Lilly, Procurement Specialist at the Southeastern MA Regional SBDC for several years. He has helped the business successfully bid and win major contracts. He has guided her through the intricacies of government contracting and has provided meaningful introductions to state and federal personnel. Yet, both Mendell and Lilly recognized that in order for the company to reach its fullest potential it needed to embark on a full scale strategic planning process.

Melinda Ailes of the Southeastern MA Regional SBDC was brought in to facilitate that process. Although the strategic plan is not yet complete, the planning process itself has enlightened the company about its core strengths and opportunities. It has also caused the owners to grapple with family and personnel issues that might have impeded their progress. To date, they have honed their vision, hired key personnel, restructured their executive responsibilities and created new tactics to improve their marketing penetration.