Ms. LaMora developed expertise including collegiate degrees in political sciences, engineering (civil), and environmental sciences along with practical experience throughout a wide diversity of related fields. Ms. LaMora is a co-developer in seven U.S. Patents or Patents Pending on inventions supporting novel and advanced methodologies to accomplish tasks, particularly in environmental support operations. The majority of which is designed to support aggressive demolition procedures, including extensive environmental remediation approaches with Confined Space Entry (CSE) assessments, identification, controls, clearance, and access procedures.

Each of the ten (10) LGS Functional Divisions, or “pillars” of LGS performance, derived from the credentials and experience of Ms. LaMora, and her father, Clarence LaMora, CHMP, IHMM, and are divided functionally into two major components: Contracting and Consulting.

The Pillars include:

  • Environmental Remediation: The evaluation, sampling, analysis, design of technical approach, remediation, abatement, storage, transport, and disposal of controlled and hazardous materials. This also includes the controls necessary to work in environmentally sensitive areas, dense urban and wilderness forested areas, protecting the environment from accidental releases.
  • Demolition: The structural review, planning, modularization, reduction, processing, sizing, loading, salvage extraction, and recycling of materials for large scale structures, buildings, and civil installations. This includes the cleaning and clearing of large “campuses (>60 acres)” that contain dozens of structures with extensive roadbeds and parking lots returned to original, pre-construction condition.
  • Grounds Maintenance: The mowing, trimming, planting of lawns and ornamentals, sidewalk and drive maintenance, hazard tree removal (urban), stump grinding, bedding structures, and other environmental enhancements. This includes the conditioning of areas to match or extend from forested areas into controlled areas on a variety of property types
  • Forestry: The review, assessment, and performance of harvesting, reforestation, seeding & mulching, transplanting, crop tree release, forest food plot installations, forest form class evaluations, forest fire assessments, and forest fire control installations.
    Inventory of Hazardous Materials: The assessment, identification, sampling, analysis and reporting of shipboard (and structural) hazardous materials, worldwide.
  • Business Development
  • Marine Salvage and Survey
  • Investigations (Criminal and Civil)
  • Automotive Repair
  • Field Safety Support

While the markets appear dissimilar, they are in fact quite connected. LGS developed and utilizes extensive cross-training to allow the maximum depth of personnel for any specific area of corporate expertise and industry performance.

LGS organization is divided to support the Pillars of Production and lead by highly qualified and capable “industry” professionals. The figure below contains an LGS Organizational Chart that depicts the division of personnel and effort among the most active of the “Pillars”.

In support of most large-scale projects, LGS utilizes three of the five LGS contracting specialties, Environmental Remediation, Demolition, and Inventory of Hazardous Materials Management (IHMM), offering the maximum availability of cross-trained personnel to support project performance.

It is through the experience of successful project performance by LGS leadership over the last two decades, provided to more than 100 clients including the Federal Government, that LGS founders created a system, employed throughout the company, whereby they can excel in the variety of diverse, demanding, and competitive industries.  That system is referred to as “PIPE”.

Program of Integrated Performance Excellence (PIPE)

Every company, large or small, that holds itself to a standard of performance which allows growth and prosperity in a competitive industry must establish and maintain any number of unique attributes in order to succeed. Even the term “success” must have a specific definition in order to be met or exceeded, thereby engendering a level of satisfaction in achieving the goals established.

Some companies define success as ‘growth’ or an enhancement of size and capability, some as ‘profit’ or the financial benefit accrued to the owners and yet others as ‘awards’ or the recognition of notoriety within their specialties.

From its inception and throughout the multiple decade history of development by its principle, LGS has defined success as a combination of satisfying project design, engineering, demolition, remediation, forestry, grounds maintenance, security, operational efficiency, and sustainability requirements through adherence to a single, overshadowing principle:

LGS expresses that search for excellence as the Program of Integrated Performance Excellence (PIPE).

LGS created the foundation of the PIPE system, prior to the formulation of the original sole proprietorship from which the current “LGS” was created. Like all good things, striving to better the system has improved both LGS and the system itself. It was through experience and the benefit of both the successes and failures in attempting to achieve excellence, that the current supportive elements of PIPE were established. Those elements have been continuously refined, utilized, modified again, and ultimately universally applied throughout the many facets of LGS corporate performance, but specifically to ensure the quality of service provided to its clients, expressed through the LGS Quality Assurance/Quality Control Program.

The strength of the LGS Quality Assurance/Quality Control (QA/QC) program, entitled Continuous Quality Control (CQC) is based upon three separate concepts and uniformly supported by a fourth concept. The three basic concepts are Management Ownership, Responsiveness, and Accountability. The supporting concept for the LGS QC program is Training.

For any oversight system to be functional it must receive the active endorsement of the managers for whom it is designed. At LGS they refer to this active managerial endorsement of their program as “Management Ownership”. Each Division, Satellite Office or Task Order Manager within the LGS organization is one of the architects of the QA/QC system. Each Manager is encouraged to submit suggestions for changes, improvements and supporting systems to make the QA/QC process more functional at every level.

LGS is sensitive to the requirements and demands of clients for constant accessibility and timely response to queries and concerns at both the administrative and operational levels of Task Order performance. For this reason, LGS has identified Responsiveness as one of the primary building blocks of their QA/QC program.

Due to the critical nature of their business and its inherent potential for serious repercussions from errors in their performance, LGS recognizes Accountability of action as the third critical element of their program.

The fundamental supporting element of the building blocks for the LGS QA/QC structure is Training. LGS has a strong commitment to training, particularly that which involves product delivery to their clients. For support to their QC program, Training is the most vital element and the basis upon which the entire program is founded. Monthly and recurring training is provided to all levels of LGS Management and provides:

  • Identification of elements of QA/QC to all LGS personnel.
  • Education of Operational Managers and Task Order Managers in sensitivity to QA/QC goals and metrics.
  • Reminders to all managers of the importance of full adherence to QC policies.
  • All LGS personnel with opportunity for active participation in the QA/QC process.It is the attention to quality performance that has allowed the rapid expansion of LGS over the short period of corporate history.