Core Values Statements from Leadership

Finding Balance

Find Balance means recognizing that personal and professional well-being are deeply connected. When individuals prioritize rest, family time, and personal development outside of work, they become more focused, composed, and creatively energized. That balance isn't just a personal benefit; it enhances team performance and drives more sustainable results.

Leaders play a key role in modeling this by setting healthy boundaries and fostering a culture where high performance doesn’t come at the cost of well-being. When we approach work with that mindset, we reduce burnout, strengthen resilience, and create an environment where people are empowered to thrive long-term.

Vikas Vig, COO, DISA Corporate

Find Balance fuels both individual well-being and DISA’s collective performance. This blends with our OneDISA concept to operate as a unified team where everyone values our customers and ensures they stay compliant with seamless service. Earlier in my career, I had the opportunity to attend a six-week executive leadership program. In preparation, I spent time equipping my team with the knowledge and autonomy needed to operate independently. When I returned, they demonstrated strong ownership and expressed a desire to continue leading in their expanded roles. This experience not only enabled me to focus on new strategic initiatives but also reinforced a lasting lesson: investing in personal growth while empowering others strengthens both individual leaders and the broader organization.

Through strong coordination and mutual support, we sustain operational excellence and uphold the high standards our clients expect. Finding Balance with individual well-being and collective responsibility drives innovation, reliability, and sustainable growth, helping us fulfill our OneDISA mission together.

Srinivas Sangam, VP - Engineering, GCC India

At DISA, finding balance isn’t a slogan — it’s how we survive and thrive in the Background Verification (BGV) world. With clients expecting lightning-fast turnarounds and accuracy down to the last digit, we walk a tightrope daily. But the magic lies in how we manage expectations, protect our team’s well-being, and still deliver excellence.

Not long ago, a client reached out in a panic — they needed a candidate cleared for onboarding by the next day. The natural impulse? Drop everything and rush it through. But the team paused, assessed the request, and responded with clarity: “Here’s what we can commit to by EOD, and here’s what might take longer due to third-party dependencies.” The result? The client appreciated the honesty, the urgent checks were prioritized, and the team avoided burnout. We didn’t overpromise — we found balance.

Speed, of course, is our reality. But when it comes at the cost of quality, the consequences can be lasting. We’ve all heard the cautionary tale of the background check that sailed through in record time, only for someone to later notice the degree was from a fake university. That moment reminded us all: in BGV, haste can erase trust. Now, even if it means taking a few extra minutes to verify a document or recheck a report, we prioritize accuracy. It’s those small pauses that prevent big problems.

But balance doesn’t stop at client delivery. It starts at home, with how we work. For our on-site teams, setting clear boundaries around work hours has been a game-changer. For our remote colleagues, blocking calendars for focused work or simply lunch has helped reinforce personal space. One teammate shared that their best idea — an automated tracker to reduce manual follow-ups — came while taking a walk during a “no-screen” break. It’s proof that stepping away can sometimes move us forward faster.

We’ve also learned when to work solo and when to huddle up. Verifying employment history or calling references might be individual tasks, but when one case got stuck due to an unresponsive overseas institution, a colleague stepped in with a past contact who helped us crack the case. No system or tool could’ve done that — just good old teamwork.

Balance, it turns out, is not about working less or going slower. It’s about working wiser. It’s knowing when to say “yes,” when to say “not yet,” and when to say “I need help.” It’s creating space for deep work and space for downtime. It’s about showing up for our customers, without forgetting to show up for ourselves.

At DISA, we don’t chase perfection. We pursue progress thoughtfully, honestly, and together. And if we can keep walking that line between precision and pressure, delivery and downtime, speed and sanity, then we’ve already found our balance.

Value Your Customer

Clients are external customers and our fellow DISA employees are internal customers. Each is as equally important as the other. A healthy internal customer relationship throughout DISA creates a stronger more powerful external customer experience. We are ALL Customer Service.

Gary Wiese, CRO (Chief Revenue Officer)


To me, Value Your Customer means leading with the heart of a problem solver. Whether that customer is external, like a client or prospect, or internal, like a teammate, vendor, or cross-functional partner, the approach should be the same: listen first, seek to understand, and then provide a thoughtful, effective solution. This mindset has guided my entire career in sales and leadership, and one of the most important realizations I’ve had is that customers aren’t only outside the organization. Every interaction, from sales to legal to operations, involves a customer mindset. When we put the customer’s needs first and focus on servicing the problem, not just the task, we drive results, build trust, and create lasting value.

Value Your Customer influences everything we do at DISA, from the products we build to how we structure our teams to how we engage across departments. The question we constantly ask is, “Does this serve the customer well?” In a highly competitive industry, it’s one of the most meaningful ways we can differentiate ourselves. Every team at DISA should adopt a client-first mentality, whether they’re fulfilling an order, negotiating a contract, designing a new platform, or analyzing financial models. That mindset ensures consistency in how we operate and how we deliver. Value Your Customer ties directly into our One DISA mission. By aligning all departments, roles, and acquisitions under one unified strategy and voice, we ensure that every customer, no matter where they interact with DISA, receives consistent, high-quality support. When we value our customers as one team with one purpose, we’re not just solving problems; we’re building lasting trust and delivering excellence.

Suzie Rurode, President International

At its core, Value Your Customer means placing the customer at the center of every decision and action. It’s about thinking beyond transactional relationships and viewing yourself as an extension of the customer’s team, representing their needs across DISA to drive lasting satisfaction. Earlier in my career, a client invited me to temporarily join their internal team for three months to cover a key role during a maternity leave. It was an incredible honor to be entrusted in that way and to be viewed as a true extension of their organization. The experience offered valuable perspective on how our work directly contributes to the client’s success and how they rely on the information and support we provide. That opportunity gave me first-hand insight into how our work directly supports our customers’ success and reinforced how deeply our solutions impact their daily operations.

The Value Your Customer mindset isn’t limited to individual relationships; it defines how we operate across DISA. When we all champion this value, we commit to shared goals that prioritize customer outcomes. It requires us to work from the outside in, aligning with the customer’s language, mission, and expectations instead of relying solely on our internal perspectives. This is where One DISA becomes a strategic imperative. Customers want holistic, unified solutions that reflect the full strength of our enterprise, not fragmented offerings. By collaborating across functions, aligning our messaging, and consistently prioritizing customer outcomes, we move beyond simply meeting expectations. We build enduring partnerships grounded in trust, value, and consistency. When we bring the full power of our solutions to our customers, we are demonstrating the true strength of One DISA, and showing them, unequivocally, that we put their needs first.

Yogesh Shetty, Sr. Director, Global Operations, GCC India

Value your Customer from an Operational standpoint means executing with precision, maintaining transparency, and continuously improving processes to meet evolving expectations. In my time at DISA, one thing has been consistent: Leaders and teams genuinely put the Customer’s perspective at the center of every decision. Not just during strategy meetings, but even on a random Tuesday when half the team is running on caffeine and calendar reminders.

Take Turnaround Time (TAT), for example. It’s one of the most critical KPIs in our industry. A slow or inconsistent TAT can delay onboarding, increase stress levels, and even cause a few nervous glances during client calls. Think of it this way—if TAT were a pizza, no one wants it delivered late, cold, or missing the cheese..

At DISA, we treat TAT and Accuracy seriously. Our teams proactively monitor workflows, identify bottlenecks (before they turn into full-blown traffic jams), and reallocate resources like skilled air-traffic controllers—except we manage reports instead of planes. The result? Deadlines are met, clients are happy, and no one has to resort to “follow-up on the follow-up” emails.

Value your Customer for Team DISA goes way beyond just delivering reports. We’re not a vending machine for background checks — we’re more like our Customers' strategic sidekick in hiring and risk management.

When we talk about “Value your Customer,” we usually picture the external ones. But plot twist: your internal teams are Customers too. Yep, those same heroes you hit up for approvals at 4:59 PM on a Friday.

Operations, HR, IT, Finance, and Customer Support aren’t just departments — they’re the glue, the engine, and occasionally the fire extinguisher when things go sideways. Internal collaboration isn’t just a workflow necessity; it’s the ultimate team sport. It's trust, accountability, and the magical bond formed over broken printers, last-minute requests, and shared snack stashes.

Treating internal teams like Customers means showing up for each other — not just when it’s convenient, but especially when it’s not..

At DISA, internal teams support each other with the same dedication they show our external Customers — minus the suits and PowerPoints (well, most of the time). This teamwork isn’t just nice to have; it’s what makes us stronger, more agile, and way better at delivering results that make people say, “Wow, who did this?” (Spoiler: we did.)

Leadership here isn’t hiding behind big office doors — they’re all in when it comes to employee growth. Whether it’s recognizing team wins, celebrating individual rockstars, or just keeping the lines of communication as clear as your calendar should be, it all builds trust, loyalty, and helps connect the dots between effort and impact (When a team understands the purpose and impact of their efforts, that's when the magic truly happens). When team members feel respected, heard, and supported — and not just during performance reviews — they show up more engaged and motivated to deliver their best work.

By creating a culture of mutual respect and service, DISA has positioned itself for long-term success and a loyal Customer base, both Internal and External.

One Team, One Future, One DISA

Together, we strive for excellence, united in our vision to be the best.