The glass ceiling isonly an exhibitcomponent for theseindustry executives

By Pat FriedlanderExhibit City News

Though they name mentors rangingfrom their parents to internationallyknown business gurus, women at the topin the exhibit industry have a few thingsin common: They never see the downside of taking chances, and they want toprovide the best for their customers.They strive to create an environmentwhere their employees can growthrough meaningful, challenging work.At least three of them have theatricalbackgrounds. All of them saw a needand said, “Why not?”

Elaine Cohen, President of LiveMarketing, created a new niche, market-ing presentations, where “no one couldsay I was too short.” She recalls: “I real-ly wanted to perform, but at 5’, I’m tooshort for most commercial projects. Istarted working at trade shows, passingout bags, in the days when people usedto hire night club acts to attract crowdsto their booths. I wrote some parodies ofjingles for a company, sold the idea, andthen performed them for companies likeKraft and Swift. For two years I wasPeter Pan. But my whole company did-n’t come together for about 10 years.”

Evolution describes Bonnie Bruha’scareer path as well. Bruha and her part-ner Jocelyn Welles own ExhibitExpress. When Bonnie’s boyfriendmoved to New Jersey, she called a

friend who referred her to SparksExhibits in Philadelphia. “I told them Iwas a singer, actress, model, typist.There was a moment of silence; makethat several moments of silence…. I hadto tell them I’ve never had a resume.”At Sparks, Bonnie met Jocelyn Welles.

When Welles left Sparks and moved toAtlanta a few months later, the pairstayed in touch. When Lincoln Studiosasked Bonnie to open up a portable divi-sion for them, she called Jocelyn to runit with her. After Lincoln merged withMC2, Bonnie and Jocelyn started their

own company. As for Jocelyn, her climb in the indus-

try was less circuitous; her real experi-ence has been personal and professionalgrowth. “I’ve learned so much fromeach company where I worked, and I’vedone my best to use that knowledge toprovide my clients with the best prod-ucts and services available.”

Bonnie echoes her thoughts: “Iworked at International Boiler Worksand Ed Mordt, a salesman at that com-pany, told me ‘People buy from people,Bonnie, they don’t buy products.’ Hewas right.”

Michelle Ward and Vicky Carver,owners of PEI, Inc. and PEILogistics, started out working for amajor air freight company. Realizingthat there might not be much oppor-tunity for growth where they were,they also realized that the two ofthem “could do this…and do it bet-ter.” In 1992, with no financial back-ing, no computer, and only each otherto rely on, they became a salesagency for another company. Withinfive years they owned four compa-nies, sharing a vision that has carriedthem into multi-million dollar grossrevenues.

“We have a conservative attitudetowards money, a philosophy of fairnesstowards people, whether customers orvendors, and a belief that we can makea difference,” says Michelle..

The ‘Orr’ in Poretta & Orr ofDoylestown PA, Barbara Orr turned herlife-long interest in medicine into aspecialization in healthcare that hasbeen both successful and personallyrewarding, “I started in the pharma-

See Women/Page 16

Exhibit City News February 2003 – 15

Women leaders on the showfloor

Photo courtesy PEI

DYNAMIC DUO: Michelle Ward and Vicky Carver of PEI Logistics.

ECNECN Feature StoryFeature Story

WomenContinued from 15

ceutical advertising business out ofcollege because I wanted to mix busi-ness with science and medical. Alongthe way, I began doing convention pro-motions and events, a part of the busi-ness I really enjoyed. I met Joe Poretta,my business partner, through HCEA.He had an exhibit structure businessand wanted to add a promotional com-ponent. We were a good fit, and it wastime to make a move to ownership.”

Susan Hill of Hill & Partnersdescribes her career path as a ‘salespath.’ A college theater major, sheremembers, “I was a copywriter for anational retail store chain advertisingdepartment. I saw an ad in a trade pub-lication for an account exec that said:“salary plus bonus (safe)—travel—(exciting)—national accounts (glam-orous)—for a small trade show exhibitbuilder –(what’s a trade show?) I spentone year at Innovations, and 17 years atGiltspur. From time to time, I took noteof the corporate ladder, titles, and allthat, but I decided that commissionsales were okay for me. Rewards camefrom watching my sales grow.”

Susan’s first mentor was JackWilkinson at Innovations who hired herdespite being warned “a girl will nevermake it in this business in sales.” Hersecond mentor was Tom Knott, presi-dent of Giltspur/Boston for the 17 yearsshe worked there. “His answer to myfrustrations was to take out hiskeys,hold them up to me, and say,‘Would you like to trade places?’ Hisimpending retirement was one of thekey factors in my leaving the‘nest’…prepared, more than I knew, byhis uncanny leadership that allowed andcelebrated independence, diversity andself responsibility.” And as a boss her-self? “Management is not always mycup of tea…it’s challenging to keepquiet and listen sometimes; it’s chal-lenging to know the path someone istaking won’t lead to a happy ending andnot to redirect them, but to let them dis-cover it for themselves. And it’s chal-lenging to delegate… I’d much ratherbe cold calling!”

Elaine Cohen was fortunate to workwith some of the best contemporary

business thinkers at her Fortune 100and 500 clients. “We worked withMilliken during its repositioning, whenpeople like Tom Peters, Ken Blanchard,and Buck Rogers were hired to bringnew messages to life for employees. Iwatched and listened... Benson Smith,president of Bard, taught me about run-

ning a business…LaNay Kitzing hasbeen a mentor and Ilearned a lot frommy dad, who was anentrepreneur. Hetaught me not towaste my time onearth.”

Bonnie Bruha hada number of men-

tors, starting with her mother. “Shetaught me that your word is your bond.Bob Dallmeyer, a neighbor in MarinaDel Rey in 1981, was another mentor. Ialways admired and respected hisintegrity and his generosity of spirit.And Richard Graff, one of my first con-tacts at Sparks. He is one of the mostcreative people I know. He inspiresexcellence.”

Her partner, Jocelyn, also mentionsGraf as an influence, as well as JoanCarol of Joan Carol Design and ExhibitGroup in Suitland, Maryland. “Shetaught me about sales and about how toconduct an effective business meeting

and about how to work withpeople…she taught me a woman can bea class act and still be effective. JackRieger of Rieger Communications inRockville, Maryland was another men-tor. And of course, Donald Sparks, awonderful example always of graceunder fire.”

These women have interesting atti-tudes toward risk. Barbara Orr says,“When I left the company where I wasworking to join Joe in business, I wasso confident that we could be success-ful that I had no concerns about risk…Ithink it would have been more of a riskto stay where I was. My lifelong dreamwas to become a doctor, and I thought itmight be a risk when I abandoned thatdream… but it turns out that I have notonly been able to be successful, but I’vemet so many great people and have hadso many interestingexperiences that itwas a blessing indisguise that I optedto pass on thatdream.”

Elaine Cohensays,” I never feltany of it was arisk…a risk is doingsomething the audi-ence doesn’t want, ignoring the mar-ket… Not hearing and understandingtrends and keeping up with

them…that’s risky.” Susan Hill agrees:“I don’t feel like I took any risks….Ofcourse, downhill skiing and long dis-tance swimming are out of the question,but that brings me back to knowingenough to stick with the things I amgood at and leave the rest to others. Iborrowed money from an associatewhen I began Hill & Partners. I didn’tneed the money, but I did need to knowthat if I had to go to him for advice, thathe was helping because it was in hisbest interest to have us succeed, notbecause he was doing me a favor.”

Michele Ward says, “Each new forkin the road has the feeling of ‘risk,’but truthfully, only in the unknown.We understood early on that there areno guarantees…we attempted to eval-uate the pitfalls and forge ahead any-way. For instance, our truckload divi-sion was born out of a customer’sunmet needs. Because we understandthe liabilities involved, we push forname recognition and growth, ratherthan down-sizing and settling for thestatus quo.”

What about challenges? “SometimesI just get tired of being the bottom line.I think all managers end up with thebulk of the ‘negatives’ and it’s a lotmore fun to work with the positives,’says Welles.

The biggest challenge Michele andVicky face is to transition from doingall the work to creating an environmentwhere employees can and will maintainthat same quality work. Barbara Orrputs it this way: “Sometimes I think it’shard for non-owners to know that thereare decisions that might not be great foran individual, but if something is goodfor the whole company, then ultimatelyeveryone wins. In some ways, as anowner, having the responsibility for 50people’s lives in your hands never givesyou a moment’s rest.”

Elaine adds, “Keeping my peopleexcited and enthusiastic about theirwork in a difficult economy and findingnew resources in technology and cre-ativity… feeding the fire… those aremy challenges.”

And rewards? “Continuing to build astrong business that is successful andkeeps moving forward; knowing thatwe have a company where people enjoy

See Rewards/Page 17

16 – February 2003 Exhibit City News

Photo courtesy of Berkshire Hathaway

KNOW YOUR BILLIONAIRES: Bonnie Bruha (left) and Jocelyn Welles (right)with Warren Buffet, famous financier and CEO of Berkshire Hathaway.

ORR

COHEN

RewardsContinued from 16

working and building…watchingemployees grow, contributing to theoverall industry in a positive way,”says Orr. “I also love having a visionof a program, either for a client or forus, and seeing it come to fruitionthrough our efforts.”

Bonnie Bruha finds her rewards in“the entire creative process—good orbad, there is always something to belearned. Traveling, freedom, person-al growth. We’ve met and learnedfrom some very interesting peoplelike Warren Buffet.” Jocelyn adds“being accountable to myself ratherthan a to corporate entity…helping anew client without the pressure ofmaintaining a specific, set-in-stoneprofit margin. I still have a great dealof one-on-one client interaction. Ican set a goal, for me or for every-one, and work hard to beat it. Andsee the results of beating the goal.Another great reward is knowing thatour staff can lead fulfilling personallives.”

Elaine’s rewards are also peoplefocused. “I like providing peoplewith work, especially creative peo-ple, that allows them to have homes,send their kids to college, and enjoygood lives while still practicing theircraft. I like helping solve peopleproblems with diplomacy, hearingthe facts and coming up with severalsolutions. Probably my biggest joy islong term relationships with peoplein a small industry.”

Michelle and Vicky say their great-est reward is the ability to create,maintain, and grow an environmentwhere people always have an oppor-tunity to grow personally and profes-sionally. “Balancing where we arewith where we want to be keeps thebusiness in a constant improvementcycle and [we have] low employeeturnover. Sharing profits withemployees, creating new andimproved services for customers,paying vendors quickly and fairlyhas built win-win partnerships forour company,” they say.

And Susan Hill? “My greatestreward, aside from the obvious mate-rial ones, comes on the days I lookaround and see others acting as if thisis their company; taking responsibil-ity, caring about the outcome of theirdecisions, working for the best solu-tions. And I say to myself, ‘This is areal company we’ve built!’”

Jocelyn Welles sums it up: “We allknow that our industry is rapidlychanging. I am not sure that any of usknows exactly how it will shake out.But I do believe that in the future,there will be more companies likeours: small, service-oriented andefficiently run. I believe that employ-ees prefer the flexibility provided byorganizations like ours that valuefamilies and personal growth andprove that by the way they operate.And I believe that clients prefer thereal, personal touch that these organ-izations bring to their work.”

Look for part two of our Womenleaders on the showfloor series in anupcoming issue of Exhibit City News

Exhibit City News February 2003 – 17