Stu Stiles is making the board of directors at Advantage IQ Inc. look pretty intelligent.

The company hired Stiles in early 2005 to lead the Spokane-based expense-management company. At the time, Advantage IQ had an annual revenue of $22 million and was just starting to become profitable.

After three years under Stiles’ leadership, Advantage IQ’s revenues have more than doubled—the company brought in about $47 million last year—and its profitability has continued to grow. This year, the company acquired one of its biggest competitors and has put itself in a position to expand its client base and its selection of consulting services.

“I was very fortunate to walk into an environment where we had some committed and passionate folks,” Stiles says.

The 47-year-old executive deserves a bit more credit than that, according to Scott Morris, chairman, president and CEO of Avista Corp., Advantage IQ’s parent company.

“Stu has been the fundamental driver of the executive strategy to grow that business,” Morris says. “He has been extremely driven and focused on customer service with that high commitment to customer needs.”

As an expense-management company, Advantage IQ, formerly Avista Advantage, provides bill payment, auditing and reporting for multisite companies that outsource such procedures. As such, the company processes $1 billion a month in energy data. Of its 400 current clients, about 70 are Fortune 500 companies.

Morris says Stiles and his executive team established unique programs designed to give special attention to the company’s biggest clients. That endeavor and other customer-service practices have led the company to a 95 percent client-retention rate.

In June, Advantage IQ bought one of its largest competitors, Cincinnati-based Cadence Network. Stiles says that company offered expense-management services similar to those offered by Advantage IQ but also brought to the table a suite of consulting services that Advantage IQ didn’t have previously—and was working to develop. Such services include a national utility-rate library and energy-procurement services, through which the company helps its clients negotiate electricity rates in unregulated markets.

“It’s a clear example of taking two leaders in their fields and combining those to make an even stronger company,” Stiles says. “We will look back at this as a springboard for continued growth.”

According to Morris, Stiles has an open, collaborative management style. He says Stiles doesn’t use the word I when talking of the company’s accomplishments, opting instead to use we and team.

When asked to describe his leadership style, Stiles takes a framed saying from his desk. “Your care for others is the measure of your greatness,” it reads.

“I try to make sure we’re being servant leaders,” he says. “You’re exposed to different styles of leadership through your career. That’s the style I’ve appreciated.”