We evaluate, identify, and employ only self-disciplined people.
In his book, Good to Great, Jim Collins states that people are inherently either self-disciplined or need to be managed. Collins argues well that people who need to be managed are a drain on organizations because managers must spend time overseeing the minutia of their work. If the employees are self-disciplined, the management team can focus on more high-level efforts rather than reactive operations. An employee cannot be trained to be self-disciplined, they are either self-disciplined or they are not.
At CXRE, we built our interview process around measuring if a candidate is naturally self-disciplined before we hire them. By filtering out hard-to-manage prospective employees first, we save our management team hundreds of hours of training on the wrong employees.

Financial Responsibility

We control costs & encourage revenue to reinvest into growth.
We are not a company focused on cost cutting and low prices. Rather, we believe in a waste-free approach to the main resources – money, time and staffing. One major way we do this is to understand the difference between efficiency and effectiveness. Efficiency deals primarily with reducing wasted resources to get things done quickly. Effectiveness, on the other hand, deals with getting the right things done.
Peter F. Drucker once said, “Nothing is less productive than to make more efficient what should not be done at all.” With this in mind, we try to identify areas and tasks that are not necessary because they do not add value. We then look for the key areas of our operations that add value to our clients and make those areas efficient first. We focus on eliminating costs where there is no value while increasing investments where value can be extracted. The purpose of our financial responsibility is to reinvest and grow CXRE’s capabilities, breadth, and influence.


We promote a culture of excellence in every facet of life.
Exceptionalism is our central core value because we created all other core values to serve exceptionalism. We promote a culture of excellence so that these concepts are interwoven into daily work life. Teamwork sessions, after-work events and open conversation times enable management and employees to discuss the concept of being exceptional.
We also believe that what happens in an employee’s personal life also effects their performance at work. Socially, we are individuals which find value primarily in the context of faith, family, friends and work. An employee cannot be complete without all of these contextual items in place and functioning. Therefore, we encourage faith-based counseling and learning to grow the whole person.

Proactive Engagement

We measure, project & maximize employee & client engagement.
In additional to self-discipline, the other major evaluation metric we enlist at CXRE is employee engagement. We want to know if a prospective employee has been engaged with their past employers. Their past attitudes often reflect their future attitudes towards the employer and clients. We make quarterly employee engagement surveys in order to track long-term levels of engagement. As feedback from these surveys report, we alter events, training, conversations, and even staffing to maximize employee engagement. Engaged employees are happier at work, more productive, stay with us longer, and provide a more pleasant corporate culture.
An engaged employee is also one who is ready to communicate with coworkers and clients before issues arise. At CXRE, we nurture a proactive team who sees the road ahead and neutralizes risk rather than waiting for risk to strike. This concept of proactive engagement teaches that we want to be the initiator in all areas, whether it is employee disputes or client concerns. The leader is always the one to engage first. We are a company of leaders.


We innovate continuously to incrementally improve both ourselves and creation.
At CXRE, we believe innovation is the key to long-term sustainability. We actively seek input from all levels of the organization because we are certain we are stronger using our shared knowledge. Additionally, we trust our management team’s ability to execute an idea with excellence. Without proper execution, an idea is useless. With clear-cut implementation skills, we can change the world.
So how might we change the world? First off, we believe that the world clearly displays order, beauty, and morality. These characteristics are undeniable from both logical and philosophical standpoints. We promote order by embracing sound principles of environmental economics. We refrain from covering up the natural beauty of the creation by limiting our use of harmful products and diverting waste with sound reuse and recycling principles. We value the moral law, which is inside of every human, by dealing truthfully with our fellow man in a way, which maximizes his or her intrinsic worth as a person.
We purposely chose the word creativity as a core value because of the double meaning of innovation and the belief that the earth was created. The Latin phrase, ex nihilio nihil fit, means: Out of nothing, nothing comes. We believe, just like 99% of other green industry firms, that the big bang caused an elaborate set of billionth-chance-by-the-power-of-a-billionth-chance reactions, which eventually caused this orderly world. We believe we can be in agreement with both the big bang and true-test science, while being more honest than the majority of the rest of the green industry. This honesty rests with the Law of Causality – every cause has an effect. So, the big bang was the effect of something else. If no time, space, matter, or anything natural pre-existed the big bang, because they were all created by the big bang, then something outside of time, space, matter and the natural world must have caused the big bang. It would have required a Cause which was supernatural. (For more information on fine-tuning and other issues related to the big bang, and even evolution, we recommend Reasons.)
As children, we all loved to paint. We painted rainbows and suns, while tinkering with the colors. Over time, and perhaps just 10 minutes for some of us, we eventually began mixing colors to create new ones. Imagine we were to randomly mix an infinite number and volume of colors for 1,000 years, what color would we eventually end up with? Something close to brown or black? Why is it that a world, which some say was created without intelligent design, is not black after a few million years of random mixing? Why are there vivid reds in flowers, bright blues in the sky, a rich yellow sun and deep orange planets? Order. Order always requires intelligence and purpose to be involved. Whether you are keeping systemic colors separated or trying to create a single cell organism, only intelligent beings with a purpose can do this. (For more information on this idea of beauty created by an intelligent being, we recommend Francis Collins, the co-discoverer of DNA.)
The final item, morality is a favorite of ours. We believe most of humanity knows the difference and agrees on the basis of definitions between good (kindness, charity, love) and evil (cannibalism, genocide, human sacrifice). If we all know the difference between good and evil, there must some moral law inside of us all which sets a standard. If there is a moral law, there must be a moral lawgiver. Whenever we begin talk of laws, we get back to the idea of purpose. (For more information on this idea of purpose, we recommend Ravi Zacharias, John Lennox, or Frank Turek.)
At CXRE, we strive to execute at the convergence of order, beauty, and morality. By bringing all three together, we can demonstrate to our coworkers, clients, and vendors a more excellent way.

CXRE » Our Core Values