About

Our Story

It started because someone’s wife refused to move to New Jersey.

In the early eighties, Jose Lopez was a national parts manager for a copier manufacturer in Miami. The company closed its Miami operation and reopened the division in New Jersey. For months he flew back and forth, until his wife went up to look at it and came home with a firm answer.

So he made the other decision. He knew the copier business, he had a family in Miami, and in 1983 he started Barlop.

The first employee joined in 1984, and she still works here.

An early Barlop, Inc. service truck

That single fact explains more about this company than anything else we can say. When you call, you're likely talking to someone who has been doing this job longer than most of our competitors have been in business.

The three daughters grew up in it. Summers spent scanning and doing data entry, dinner conversations about service calls, then every department in the building on the way up: reception, service, leasing, accounting. Today Monica runs sales, Michele runs marketing, and Mallory is the CFO. Jose retired in 2021, which is a technicality he doesn’t really observe.

The Barlop team outside an early office

The work changed underneath us more than once.

Analog copiers became digital. Digital added scanning. Scanning turned into document workflow. Somewhere in there we won a Miami-Dade County contract that put about 300 machines into service and grew the company enough that we had to take over more warehouse space to hold them all. In 2015 we bought the building we're in now.

That’s when we started the IT division, for a specific and slightly annoying reason. A customer would call and say the copier was broken. It usually wasn't the copier. It was the network. The IT company blamed us, we blamed the network, and the customer was stuck between two vendors who both had someone else to point at.

We didn't like being one of those vendors—so we became both.

That's the whole idea now. Copiers, printers, wide format, managed IT, cybersecurity, phones, cabling, document management. Not because a longer list is a better business, but because when everything in your office runs through one company, nobody gets to argue about whose fault it is.

Meet the Team

  • Jose Lopez

    Managing Partner

  • Monica Lopez

    Vice President of Business Development

    The eldest daughter. She started in sales, and now runs the entire department and operations. Most of her new business still comes from people she met at a networking event or a charity walk many years ago.

  • Michele Lopez

    Chief Marketing Officer

  • Mallory Lopez

    Controller

  • Luis Junco

    Vice President of Sales

  • James Burns

    Senior Sales Executive

  • Giancarlo Navarrete

    Strategic Account Executive

  • Alberto Perez

    Professional Sales Consultant

  • Frank Cortez

    Director of Information Technology

Careers

We don't post many jobs.
That's a good thing.

When we do hire, we're looking for a specific kind of person. Someone who would rather fix a thing properly on the first visit than close the ticket fast. Someone who is comfortable telling a customer something they don't want to hear. Someone who intends to still be doing this in ten years.

We train constantly. Our technicians certify with the manufacturer, online every month and in person at Ricoh at least once a year, and when a new product line comes out the manufacturer's technician flies down and trains our team in our building. Selling and servicing equipment we're authorized on means that training is available to us. It isn't available to most shops in this market.

The trade itself is worth a look if nobody has mentioned it to you. Field service technicians here drive a company vehicle, run their own territory, and are trusted to make decisions in a customer's office without calling anyone for permission.

Roles we hire for.

Field service technicians, IT engineers and help desk, outside sales, and administrative and operations staff.

What we pay for.

Certification, ongoing training, and the time it takes to do the work correctly.

What we don't do.

Churn people through entry-level roles to keep costs down.