by Amy Kirby, DCS Vice President of Corporate Development
1986: A Year of Beginnings
Let’s rewind to 1986—a milestone year for DCS and for me personally. I stepped into the company as a college intern, eager and unsure of where my career would lead. DCS was then a small organization of about 100 employees with offices in Alexandria, Virginia and Lexington Park, Maryland. The atmosphere felt like a company on the brink of change. The previous year had brought financial hardship, prompting leaders to come together and rethink the long-term direction of the business. Drafting a mission statement was the first major step in this process, and it would soon become a guiding force for the organization, shaping the values and culture we carry forward today.
The Foundation of Ownership
As leaders debated how employees could meaningfully share in the rewards of exceptional work and participate in shaping the company, a realization took hold: true commitment comes when people have ownership. That conversation became the spark that ignited the creation of the DCS Employee Stock Ownership Plan (ESOP). It wasn’t officially implemented until 1987, but its roots trace back to those early discussions—conversations that centered around trust, responsibility, and a belief in the power of people working together for a shared purpose.
Implementing ESOP: Early Concerns, Lasting Confidence
Once the mission statement was approved, the company turned its focus to building out the ESOP. I remember hearing colleagues talk about diverting 2% of the company’s 401(k) contribution to fund the annual ESOP contribution. Change naturally brings uncertainty, and at the time, not everyone was sure what this new program would mean. But over the years, many of those same voices became some of ESOP’s strongest advocates, acknowledging that the decision to move forward with employee ownership reshaped DCS for the better.
As for me, retirement plans and stock ownership were the last things on my mind at 22. What mattered most was the promise set forth in the mission statement—a promise built on service, responsibility, and people. I wanted to be part of something that contributed meaningfully to the nation while valuing every individual who helped make that contribution possible.
Growing Together
Throughout my early years, ESOP quietly worked in the background. But the company’s commitment to its people was present everywhere—from the care with which leaders made decisions to the way teams collaborated and lifted each other up. Ownership wasn’t just a principle on paper, it was something lived each day, shaping decisions and inspiring us to bring our best to our work.
As my ESOP account grew year after year, the connection became clearer. Just as I was investing myself into my work, the company was investing in me. That mutual investment helped cultivate a culture where we felt empowered to innovate, take responsibility, and support one another. It strengthened a sense of shared purpose, one that continued to deepen as DCS evolved.
Fast Forward to Today
Jump ahead to 2026, and DCS looks very different from the small company I joined as an intern. We’ve grown to 21 offices nationwide and more than 2,000 employee-owners, and we are proudly 100% employee-owned. Our growth has been significant, driven by new challenges, new missions, and new opportunities. But even as we’ve expanded, the heart of DCS hasn’t changed. Our mission and values continue to guide us, and ownership continues to shape our culture. I firmly believe that we’ve thrived through decades of change because our employees are invested, engaged, and empowered through ESOP.
The Meaning of Ownership
Employee ownership is more than a retirement plan. It’s a long-term commitment between the company and its people, one that reinforces accountability, strengthens collaboration, and inspires excellence. When each person has a stake in the outcome, decisions become more thoughtful, challenges become collective efforts, and successes feel shared.
Ownership also brings a heightened sense of community. The friendships built over the years, the teamwork across departments and sites, and the way employee-owners rally behind one another—all of it contributes to an ownership culture that has endured for nearly four decades. ESOP is a vehicle for financial security, yes, but it is also a framework that nurtures trust, integrity, and pride in the work we do.
Why ESOP Still Matters
Every year, DCS employee-owners receive updates, invitations to ownership events, and reminders of the role we all play in building the company’s future. These moments are more than celebrations or informational sessions. Whether it’s a webinar, a picnic, a ballgame, or a contest, each event is a chance to connect with one another and strengthen the sense of community that has defined DCS from the start. These shared experiences reflect our commitment to staying united in purpose and working together toward a future that benefits all employee-owners.
A Message to Current and Future Employee-Owners
Whether you’ve been part of DCS for years or you’re considering joining us, understanding where we come from helps illuminate why employee ownership is so central to who we are. Our founders built this company on dedication, integrity, and service—principles that have guided us through growth, change, and nearly 50 years of mission-focused work. Learning about that history helps bring the ESOP story to life. It shows how ownership became not just a benefit, but a defining thread in our culture—one that shapes how we show up for each other, for our customers, and for the nation we serve.
For those already here, the next time an ownership communication lands in your inbox, I hope you’ll see it as more than a reminder or invitation. It reflects an ongoing promise: that every employee deserves to share fairly in the rewards of their work and have a meaningful voice in the direction of the company they help build. For those considering a future at DCS, this is the heart of what you can expect: an environment where your contributions matter, your ideas are welcomed, and your growth is tied to the shared success of the organization. ESOP keeps that promise alive and ensures that future generations of employee-owners, whether long-tenured or newly hired, benefit from the same vision our founders set in motion.
Looking Ahead
As we move forward, our focus remains on fulfilling our mission and serving our customers with excellence. Ownership will continue to play a central role in how we grow, how we make decisions, and how we approach new challenges. ESOP is not just a feature of our company, it’s a foundation. It reminds us that our collective efforts matter, that each employee-owner brings something essential to DCS, and that our future is strongest when built together.
Our story of growing from a small two-office company in 1986 to a nationwide team of more than 2,000 employee-owners is proof of what shared purpose and commitment can achieve. And it is a story still being written.
