For Jocelyn Gorman, becoming president of Document Solutions Inc. (DSI) after her father and the dealership’s founder, Phil Houser, semi-retired, wasn’t about taking the spotlight. It was about ensuring that the team at the Albuquerque-based dealership felt steady, supported, and inspired. Before assuming her new role, she learned from the best. Although Houser is semi-retired, he comes into the office twice a week and remains active with dealer advisory groups. The rest of his time is spent on his New Mexico ranch.
“I’ve been blessed to be able to work with my dad for 13 years, and he’s the best mentor and boss ever,” Gorman said. “He was willing to give me authority and decision-making power over the last five years to allow me to be in a safe space to learn, grow, and make mistakes without major risk. It was the perfect space to grow into who I am today.”
She also had an executive coach who asked her two years ago what she wanted to feel like on her first day as president. “I said, it’s not about how I want to feel; it’s how I want our employees to feel,” recalled Gorman. “Many of our team members have been with us for 15, 20 years, and they’ve been following this strong and amazing leader. I want them to feel like it’s another Monday, not this massive change or passing of a baton.”
Gorman acknowledges that she’s honored and privileged to have this opportunity: “I feel like I am born to do this, and I couldn’t be more excited. I feel the deep responsibility of leadership, not just to lead this company, but to protect the culture, uphold the vision, and serve the people who make this place what it is.”
From Family Legacy to Leadership Role
Gorman’s connection to DSI runs deep. Long before stepping into her current role as president, she spent some time working with the company’s supply management business. Gorman held various administrative roles during college breaks and summer vacations. Those early experiences gave her firsthand exposure to the company’s day-to-day operations and laid the groundwork for a deep respect for its culture and people.
Gorman and her father, Phil Houser, founder of DSI, continue to work closely together even as Houser enters semi-retirement.
However, her journey into the family business wasn’t inevitable. “I didn’t grow up thinking I wanted to be in it at all,” she admitted. While in college, she was initially drawn to non-profit and community work, but a funny thing happened on the way to a career in the non-profit sector: she returned to her roots.
After college, Gorman gained valuable industry experience at All Copy, a leading office technology dealership in Denver, Colorado. “The training and opportunity that All Copy gave me were awesome,” she said. Equipped with that knowledge and a renewed perspective, she rejoined DSI 13 years ago as an account executive, marking the beginning of a full-circle journey that would eventually lead her to the company’s top leadership role.
Culture: DSI’s Foundation
At DSI, culture isn’t a buzzword, it’s a business imperative. “We hire and fire by our core values,” Gorman explained. “We can train someone to do tasks or a role, but we can’t train on core values if people don’t inherently believe and live by our core values. Those are no-goes for us.”
Protecting that culture can be difficult, she admitted. “Someone could be doing a tremendous job, but if they’re not a selfless servant, are positive and passionate about what we do, are accountable, and live with integrity, that’s a non-negotiable,” she said.
Father & Daughter: CEO Houser and President Gorman are a shining example of DSI’s family-oriented culture.
That commitment extends to making every team member feel valued, regardless of role. “Our culture is really around family,” notes Gorman. “I’m a mom of three. I bring my kiddos in if needed, and other people bring their kids in. It’s just very much a family dynamic. People feel protected and safe here. We have such a diverse group of people and ages, it’s so inclusive, and just this amazing mix of people.”
The result? DSI has earned a spot on “Top Places to Work” lists four years running. “We want to be known as a fantastic workplace,” emphasized Gorman.
Strategic Vision and Purpose-driven Growth
DSI’s core vision remains steady despite evolutionary changes across the office technology industry and in its customers’ organizations. “It’s not about technology,” she said. “It’s about building partnerships, contributing to our communities, and making an impact.”
One current focus is leveraging automation to improve efficiency. “Expenses and the cost of doing business are not getting lower,” Gorman explained. “Our team members don’t feel threatened by automation or AI because I keep telling them, it’s not like we’re eliminating jobs to do this; if we can automate, then we’re just empowering you to do more without hiring and impacting our bottom line.”
That said, there are plans to grow DSI’s sales and service teams to keep up with the momentum in its sales pipeline. “We’re focused on remote diagnostic tools for reducing the number of calls that take us out in the field,” said Gorman.
Gorman, who has worked in various roles at DSI throughout her career, including in the warehouse, is seated on top of an MFP from the company’s primary A3 provider, Konica Minolta.
Gorman uses AI daily for everything from contract analysis to P&L evaluations. “Instead of Googling it, throw it into ChatGPT,” she advised. “Then you start to see what’s possible.”
From contract analysis to P&L evaluations, AI plays a growing role across the dealership. DSI is even developing an AI-based manager training tool. “We’ve thrown in all our onboarding materials and core values,” she shared. “A manager can ask how to address an employee who’s frequently late, and it will generate a conversation guide aligned with our culture and HR standards.”
That alignment matters. “We’re protecting our employees and making sure HR is happy,” she said.
Rocking AV
DSI’s audio-visual division is its fastest-growing segment. “We’re crushing it,” Gorman reported. “We’ve already hit our annual target for the year.”
While that segment is booming, Gorman and her team are still trying to reconcile the recurring revenue piece, which is not as obvious as on the imaging side of the business. A hardware-as-a-service model will hopefully bridge the gap.
The educational vertical drives a large part of the business in the AV segment. DSI works with 50% of New Mexico’s schools. “We’ll sell 300 panels to one district, then 150 to another the next quarter,” she explained. “It’s those large pops that move the financial needle.”
DSI sells OneScreen Solutions, a manufacturer that Gorman called agile and reliable. “They continue to come out with the latest and greatest,” she said. While all sales reps are trained to sell AV, her brother Alec has become an unofficial specialist. “He’s on target to bring in close to $3 million in AV this year,” said Gorman. “On the installation side, we have a couple of our installers that have really leaned into audio visual, and we’re working on getting the certifications needed to get us to that next step.”
Panoramic view of the left side of DSI’s two-story, well-stocked showroom, which includes some of the company’s hottest-selling products—AV equipment.
Steady Growth in Imaging, IT, and Production Print
Despite a challenging 2024 within the imaging space, DSI’s imaging business is on an upward trajectory through April of this year. Managed IT, launched in 2015, is another growing segment, thanks partly to DSI’s partnership with TAG, which helped refine the company’s tech stack and elevate its consultative approach. Meanwhile, team members are increasing their knowledge in this space with certifications and credentials that give them credibility. “Before, we were offering third-party apps that the customer wanted, but not with authority,” Gorman said. “We weren’t providing enough value on a consultative level. Now we have the tools, the team, and the training to go in confidently.”
DSI is also investing in production print, primarily with Konica Minolta, though Sharp fills a huge gap in the light production space. “We’d lose to Xerox every quarter, but now we have a solution,” she said about Sharp’s robust light-production offerings. “We’re very strategic with it.”
On the A4 front, Brother is DSI’s primary supplier. “We have been very pleased with the partnership with Brother,” said Gorman, who touts the reliability of its devices. “They’ve come to the table with supportive and aggressive plans and strategies for some large accounts we’ve bid on over the last quarter, and we love the three-year next-day warranty,” she added. “That leans into who we have always been because we started in MPS before we were a copier company. It simplifies the flat rate programs that we have in the field.”
Crescendo is its supplier for phone systems. “There’s an opportunity for us to expand our economic opportunity and income there,” said Gorman. “We have placed a few thousand phones. If there’s an area that can help dealers get into some recurring revenue, that’s it.”
Starting Strong
With a strong regional presence, DSI is open to acquiring. “We’re always looking,” Gorman said when asked about the company’s acquisition strategy. The company has 68 employees among its eight locations, including El Paso, Texas, and serves parts of Arizona’s Navajo Nation. However, DSI remains focused on market saturation over geographic sprawl. “We want profitable growth in the areas we’re already in,” observed Gorman.
DSI is the epitome of a well-run organization, from the front office to the warehouse.
So far, 2025 is delivering on Gorman’s goals. “My first quarter is done,” she said. “The pipeline and forecasts are fantastic. Financials are on the right path.” Why? “Our pipeline management is stronger. We’re increasing activity. And we’re scrutinizing every expense—is it a nice-to-have or a need-to-have?”
After taking a less active sales role while preparing for the leadership transition, Gorman has re-engaged with key accounts, another reason for the uptick in business this year. “I still manage a large book—it’s more relationship management now,” she explained.
A year from now, Gorman hopes to be reflecting on another record-breaking year despite political and economic turbulence. “We’re going to look back and say, we still crushed it,” she predicted.
