“To be the most diverse and dominant locally-based wireless services company in the northwest, by providing a stable, right-sized company offering the highest value in terms of cost, speed, and quality to our clients”


Legacy Wireless Services was formed with the premise that a quality, turnkey company could exist without having to experience volatility on a regular basis. James Kramer, the founder of Legacy, has twenty years of experience at a variety of consulting and construction companies. In his previous work experiences good work situations were derailed due to bad corporate decisions, improperly managed growth, or company acquisitions. These cases of volatility interrupted services to clients, and in most cases caused employees to seek employment stability elsewhere.

Legacy originated in November of 2000 when Mr. Kramer was hired by a national wireless development and construction company to create a northwest presence where they had none. After establishing the business region, the national company chose to pursue other business areas in light of the declining economy. Mr. Kramer then formed Legacy Wireless Services Inc., an Oregon S Corporation, and negotiated an agreement with his former employer to transition his staff, purchase their assets, and pursue the existing client base with the goal of creating a better wireless services company.


  • “Right” Company Size. The company should be big enough to respond to all targeted clients, but not so big that the company is unable to control the service provided, the quality of employees hired, or the level of safety required. The company is too big or has grown too fast, when the tendency is to try and control the growth with process and procedure resulting in bureaucracy and a larger overhead to bear.

  • Invest in Infrastructure.  Look at biggest internal vendor and subcontractor expenses and ask if it makes sense to own items being rented, or employ services that are being subcontracted.

  • Continual Improvement. Whether it is project work being done or the performance of a division, always consider where an area could be improved.

  • Client Satisfaction:  All project work should be performed with the thought of exceeding the client’s expectations in terms of quality, speed, and communication working towards a long term relationship. Make the client look good and they will always return when they have additional needs. Thank clients regularly.

  • Problems. Problems will occur and when they do they should be looked at as an opportunity to impress the client.

  • Quality Employees. In a service-oriented company, the quality is only as good as the employees performing the work. Hire the best employees, give them a sense of ownership, and provide them incentives to be loyal, hard-working, and quality-conscious.

  • Honor Your Relationships.  It is a priority to take care of company vendors and subcontractors through fairness and prompt payment. These things reflect on the company reputation.