presenting sponsors - carl h. lindner college of business€¦ · for the 201 1 family and private...

An Advertising Supplement to the Business Courier Section B August 26, 2011

Presenting Sponsors

Media Sponsor

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2011 Family & Private Business AwardsGoering Center For Family & Private Business

4B President's Greeting and Congratulations Lawrence L. Grypp, President, Goering Center for Family & Private Business

2011 Winners and Finalists5B 2011 Family & Private Business Award Finalists

14B Greater Cincinnati Family Business Hall of Fame Award LaRosa’s Inc.

Private Business Awards

15B 0-24 Years Winner Libertas 16B 25-74 Years Winner Skilled Care Pharmacy

17B 75+ Years Winner R.A. Jones & Company Inc.

Family Business Awards

18B 0-24 Years Winner Crescent Corporation 18B 25-74 Years Winner Priority Dispatch, Inc.

19B 75+ Years Winner Sibcy Cline, Inc.

20B 2011 Keith Baldwin Volunteer Award

21B Next Generation Institute

22B Goering Center...”the place to be.” From the Judges

Table of Contents

Reduce cost and improve

profitability through:

Growth Services

Operational Improvement

Energy Management

Advanced Machining

Services

Find out how at

www.techsolve.org

IMPROVEYOURPROCESS

•

•

•

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CONGRATULATIONS!

TECHSOLVE SALUTES OUR MEMBERS WHO ARE FINALISTS FOR THE 201 1 FAMILY AND PRIVATE BUSINESS AWARD:

Export Packaging Services, LLCCrescent CorporationGlobal Foam Company Hamilton Caster & Mfg. Co.Hydrotech, Inc.

Nation Coating Systems, Inc. R&R Tool, Inc.R.A. Jones & Co., Inc.Monti, Inc.

CCCCINCINNATICOMMERCIALCONTRACTING

Your Choice for Quality

Call John Westheimer today at 513-561-6633 x103.

www.cccontracting.comAn Authorized Butler Builder

Family BusinessBuilding on over 30 years of success

FOR YOU.

Tom & Joe RhodenbaughKutol Products Company

Dr. Christopher & Dr. Kristina Martinez

M&M Family Dental Care

Mike & Matt TramonteTramonte & Sons

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An Advertising Supplem

ent to the Business CourierA

ugust 26, 2011 •

Cincom is proud to be a finalist for Family Business of the Year.Congratulations to all 2011 finalists.

Cincom Systems, Inc.55 Merchant Street | Cincinnati, Ohio 45246

US 1-800-2CINCOM (1-800-224-6266) | 1-513-612-2300www.cincom.com

© 2011 Cincom Systems, Inc.

“Only in a healthy America.”

TOTAL®

MANTIS®

CONTROL™

CINCOMACQUIRE®

SUPRA®

CINCOMSMALLTALK™

SYNCHRONY™

CINCOMELOQUENCE®

That’s President Ronald Reagan, quoting Cincom CEO, Tom Nies. For 43years, Cincom‘s problem-solving software, services and people have helpedthousands of companies reach their goals, delivering billions in return. Smallbusinesses like Cincom have generated 64% of net new jobs over thepast 15 years and hire 40% of high-tech workers today. Cincom alone hasemployed more than 5,000 people since its beginning and is proud to be apart of the Cincinnati business community.

AD/ADVANTAGE®

CINCOM IGR®

Only in ahealthyAmerica

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The Goering Center for Family and Private Business, Fifth Third Bank, USI Midwest

and the University Of Cincinnati Carl H. Lindner College of Business welcome you to this celebration of our community’s family and private businesses.

Tonight we honor those family and private busi-nesses that make the work of the Goering Center so rewarding. Fifty-seven finalists are being recog-nized for their success in family and private busi-ness, with a special award for one member whose volunteer efforts for the Center have made all our work possible.

How did we get to this point? 441 family and private businesses in the Tri State area were nomi-nated by friends, advisors, and families to partici-

pate in this competition. Our panel of independent judges pored over the 57 finalists listed in this supplement. These finalists were then honored at a private reception at the Lexus RiverCenter on July 18th. It proved to be an opportunity for the finest tri-state family businesses to gather and share sto-ries in this exclusive environment.

We chose an independent panel of judges for the awards selection, all business leaders in their own right. They recognized that family and private businesses come in various industries and sizes.

There are those whose histories are almost as old as our city, and those that gained success from the depths of the recent recession. Taking that into account, the judges chose the top companies in two divisions; those businesses owned by two or more family members and those privately owned. Each division has three categories: those that have been in business for fewer than 25 years, those that have been in business from 25 to 49 years, those with more 50 or more years of service.

It is well known that family and private busi-nesses are the epicenter of our national economy, providing over seventy percent of the new jobs. After twenty-two years of providing education and training to our members, we have seen some of our region’s finest business and community lead-ers in action, yet there was no special community recognition for the most outstanding of these fam-ily businesses or their owners. Tonight that has changed as the LaRosas will receive the inaugural Greater Cincinnati Family Business Hall of Fame award. Well known for their community service and business growth, the LaRosas exemplify supe-rior qualities.

This community celebration could not take place without the support of our sponsors, board of advisors, committee members and my peers at the Goering Center. In particular, the Business Courier team provided hours of research and resources to make this evening memorable.

Personally, this ends my third year of service with the Goering Center. It has been an invigorat-ing time as the Goering Center drives the success of family and private business through excellence in education and training. We have introduced five new programs and enjoyed record attendance at our breakfast and luncheon events. I have observed families come together, learn, address and resolve issues at our university center that exists solely to support them. It has been both stimulat-ing and rewarding. I thank John Goering and our board of directors for this encore engagement in my career.

We believe that family and private firm success has particular importance and that these awards have unique significance this year. Family and private businesses are the backbone of the U.S. economy. They make a true difference!

Please feel free to call on me for any reason. My calendar and mind are open for business.

Sincerely,

Lawrence L. GryppPresident

Larry Grypp, Goering Center President

President’s Greetings and Congratulations


working togetherSharing a common goal.

KeyBank congratulates LaRosa’s Inc. on being honored with the Greater Cincinnati Family Business Hall of Fame Award. KeyBank applauds LaRosa’s long-term community impact, through its commitment to philanthropy, community service, growth of employment and community image. We are also proud to support the Goering Center for their continued dedication to family and private businesses in Greater Cincinnati. As a community bank, KeyBank is proud to support and partner with others who are helping to make our community a better place for everyone to live and work.

go to www.key.com

Key.com is a federally registered service mark of KeyCorp. ©2010 KeyCorp. KeyBank is Member FDIC. CS10898 592299351

2011 Family & Private Business Awards

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ugust 26, 2011 •Goering Center For Family & Private Business

To get their managers to think like they do, Carla and Michael Eng asked them to develop busi-ness plans for their own departments. The exer-cise (which came from Charlie Wright at Wright Brothers, Inc.) “has really helped spring board all of our managers to different heights,” Vice President Michael Eng said. Now the entire management team at Abstract Displays – which designs and produces dimensional displays for trade shows, face-to-face sales, marketing and corporate events – understands the daily decisions its leaders face. They learned how to cut costs, improve efficiency, make immediate changes and improve account-ability, all while maintaining customer service. “It gives them an owners perspective of their own department,” Michael Eng said.

Strategic planning doesn’t always generate sales immediately, which is why small business owners find it easy to put the process off. That’s why Jeff Smith is thankful the economic slowdown gave him time to extract the goals and ideas stored in his head. “My employees asked for it and now we all know where we are headed.” Smith and his wife purchased Agape Instruments in 2004 from her parents, Wally and Sue Whitt. The company per-forms testing, certifications and repairs for clean rooms, sterilizations and biological safety cabinets. Clients include hospitals and labs. Smith said busi-ness is on the upswing and he may add more staff in the next six months.

Jamie Gerdsen sees himself as a steward for the 60 employees that work at his heating, cooling and plumb-ing company. “For me, it’s all about helping people understand from the core how we operate as leaders,” Gerdsen said. He’s not just saying so. After taking a hard look at how – and how much – he was working, the father to two young boys decided to change. Apollo offers training and education classes for employees, plus other benefits. “Most people think it’s all about pushing, but I believe that if you are doing the right job, setting up values, correct mission and vision, you end up with people that will pull your company along.”

Carla and Michael Eng Co-Founders Founded: 2000

6465 Creek Road Blue Ash, Ohio 45242

Phone: (513) 985-9700 Web: www.abstractdisplays.com

Jeff Smith CEO Founded: 1980

171 Container Place Cincinnati, Ohio 45246

Phone: (513) 870-0293 Web: www.agapeinstruments.com

Jamie Gerdsen President Founded: 1931

1730 Tennessee Avenue Cincinnati, Ohio 45229

Phone: (513) 271-3600 Web: www.apollohomecomfort.com

Abstract Displays Inc.

AGAPE Instruments Service, Inc.

Apollo Heating, Cooling & Plumbing

the Winner of the Goering Center

Family Business Hall of Fame Award

Congratulates

LaRosa’s is a valued USI client, and we are proud to serve such a vital member of the Tri-State community!

Finalists

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As the third generation of the Weber family prepares to take ownership of aluminum foundry Batesville Products, strategic planning is in the forefront. “We used to just use our gut instinct,” Rick Weber said. “But at some level in our growth you need something different.” The timing is ripe as Batesville prepares to enter the nuclear ener-gy field with a project that could run three to 10 years. Batesville Products specializes in making permanent mold castings for a variety of indus-tries including military, electrical, and medical and already does work in wind energy. “It will take us out of our comfort zone and will stretch us with new skills,” Weber said.

Pads of paper imprinted with the phrase “things that will get done today” are readily available throughout Cincinnati Commercial Contracting and help team members stay organized. It’s one small way John Westheimer keeps daily and weekly tabs on the company’s growth and employee’s indi-vidual progress. The construction management and real estate company also constructs Butler Buildings metal roofs and structures for clients. Cincinnati Commercial reviews existing jobs and properties each week as problems, challenges and positives are discussed with supervisors and company leaders. Training also is key. Westheimer meets regularly with daughter Amy, director of sales, and his lead-ership team to work on meeting goals.

The bad economy was good for BRG. The man-ager of more than 6,000 apartment units in 30 com-munities made several acquisitions, completed loan refinancings and structured complex loan transac-tions during the Great Recession. That means more capital to maintain and improve holdings and ben-efit investors. CEO Jeff March and his team aren’t done. They are actively looking for more assets to purchase. The company encourages employees to get involved in the community and provides training and cross training to develop and build leaders. BRG also owns a construction compa-ny called Crown Remodeling, Inc. Crown helps keep construction costs down at BRG properties, and because it also serves outside clients, Crown is profitable.

Tom Nies designed a training concept for his employees to develop leaders from the “street to the suite.” Understanding U is a two-week leadership development immersion course that lets employes learn the skills needed to excel at Cincom, and in life itself. Cincom provides clients with software to simplify and improve business operations and customer communications. But the competitive industry means employees have to re-invent them-selves every few years. Understanding U focuses on personal character traits and selling skills. By mixing employees from all levels of the company into each class, “everyone learns from each other,” said Steve Kayser, PR director. “They learn about the business and the real time challenges in the world.”

When the economy slowed its business in 2009, the founders of full-service accounting firm Cassady Schiller knew it was time to change. “It became evi-dent that we needed a new course to take,” said Bob Schiller. That process began in May. All aspects of the firm are under scrutiny. And tough decisions are ahead as CSA refocuses on profit and demand. “Clients are telling us they want more than compli-ance. They want us to help them run their business better, think outside the box,” Schiller said. They now do employee reviews at the end of all projects, to bring about adjustments more quickly. “We are raising the bar up,” Schiller said.

If managers at City Wide Maintenance aren’t be-ing effective, “then we are not as good as we need to be as a company,” said President Brent Degenhardt. To drive performance, the janitorial services and building maintenance manager uses monthly scorecards. Each employee works on four to six key indicator goals. Progress is reviewed weekly and monthly and shared with all. “It’s nice as an organization to be able to look at those indicators and see that we are all working toward a common goal,” Degenhardt said. City Wide is preparing to add more employees in 2011 and 2012. And the firm just expanded into the Dayton market with a satellite office.

Rick Weber CEO Founded: 1946

434 Margaret St. Lawrenceburg, IN 47025

Phone: (812) 537-2275 Web: www.batesvilleproducts.com

John Westheimer CEO Founded: 1979

4760 Red Bank Expressway Cincinnati, Ohio 45227

Phone: (513) 561-6633 Web: www.cccontracting.com

Jeff March CEO Founded: 2005

10875 Indeco Drive Cincinnati, Ohio 45241

Phone: (513) 936-5960 Web: www.brgapartments.com

Thomas Nies Founder/CEO Founded: 1968

55 Merchant St. Cincinnati, Ohio, 45246

Phone: (800) 224-6266 Web: www.cincom.com

David Cassady and Bob Schiller Founders Founded: 1990

4705 Lake Forest Ave. Cincinnati, OH 45242

Phone: (513) 483-6699 Web: www.csa-cpa.com

Don Degenhardt CEO Founded: 2003

1671 Park Road, Ste. 15 Fort Wright, KY 41011

Phone: (859) 331-6500 Web: www.gocitywide.com

Batesville Products, Inc.

Cincinnati Commercial Contracting

BRG Realty Group LLC

Cincom Systems Inc.

Cassady Schiller & Associates

City Wide Maintenance

Finalists


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Tina Stoeberl doesn’t spend money on advertis-ing. Instead, she asks customers to tell five people about her eclectic coffee cafe, eatery, gift shop and community gathering place. “Our customers really feel a personal ownership of the business,” Stoeberl said. Adhering to her strategic philosophy that “bet-ter is always better” Stoeberl is expanding. She will add a new rear entrance and a patio with room for 40. “This is much more of a big deal than just tiles on the asphalt,” she said. Reading Rock pavers, el-evated decking, wrought iron fences and stone work will complete the look, which Stoeberl expects to boost business. Other Tri-State cafe owners told her that when patios are open, business doubles.

Growth happens so fast at facility maintenance services firm Divisions Inc. that traditional annual planning is broken into quarterly chunks. CEO Gary Mitchell aligns his team around one or two goals and they spend 90 days figuring out a solu-tion. Like growing plumbing. Divisions wanted 1,500 service calls in a month. It exceeded the goal and did more plumbing in that month than any other month in the 12 years it has offered the ser-vice. “We want to make long-term advances that will change the company forever,” Mitchell said. The quarterly goals process brings to light parts of the company that often go unnoticed and “really leverages everyone in the organization.”

Mark Stuhlreyer is a fanatic about feedback. An internal enterprise management software he’s us-ing gives employees at his technology firm real time comments on their work and lets them see how they compare to their peers. The competitive nature created by the data sharing completely re-engineered the company, Stuhlreyer said. “We did not realize the value of peer pressure.” Increased transparency and report sharing is yielding divi-dends for Contingent, which specializes in managed secure wide area networks, integration, logistics and maintenance for large enterprises. Sales are up 30% over 2010. A 10,000 square foot expansion is in the works and employment will grow by 15% in the next 12 months.

In 2009, Guy van Rooyen realized that while sales at Donna Salyers Fabulous Furs were sky-rocketing, they weren’t converting into income or balance sheet strength. “We are such a highly sea-sonal business,” van Rooyen said. “It was important that we went into the season looking out beyond the current year in terms of planning and prepar-ing.” Now each employee works off targeted goals aligned to a strategic plan. Everything is detailed on a one-pager called “the plate,” a mechanism used to report achievements or misses. “Then we can decide to delay or redeploy resources,” van Rooyen said. “It gets us to that point sooner, rather than at the end of the year.”

By being very engaged in the community, CPA firm Cooney Faulkner & Stevens is working on its own competitive advantage. “We look for ways that we think we can bring value as trusted business advocates,” said Crystal Faulkner. “A CPA is not a commodity,” Faulkner said. Everyone on staff is encouraged to find a cause or issue they are pas-sionate about and get involved. Those connec-tions strengthen the workplace and the commu-nity, Faulkner said. “What we hope is that people know us through other venues for the things we believe in and then want to be a part of that group.”

Starting a business as the Great Recession began taught Ann Kivett and son Rowdy DeTellem how to be creative, resourceful and how to build con-nections. They walked industrial parks with flyers and boxes of candy, spreading the word about their export packaging expertise. Now EPS calls Magna Machine and Fusite Emerson clients. “It’s all starting to come together now,” Kivett said. “I think we’re going to make it.” She credits leadership develop-ment programs at TechSolve and networking with the Greater Cincinnati Chinese Chamber and the European American Chamber with making a big difference in her firm’s success. EPS builds custom wood boxes, containers and skids for a variety of clients, including the military.

Tina Stoeberl Owner Founded: 2006

6128 Hamilton Ave Cincinnati, Ohio 45224

Phone: (513) 542-2739 Web: www.collegehillcoffeeco.com

Gary Mitchell CEO Founded: 1999

1 Riverfront Place Suite 510 Newport, Ky. 41071

Phone: (859) 669-1024 Web: www.divisionsinc.com

Mark Stuhlreyer CEO Founded: 1984

4400 Port Union Road West Chester, Ohio 45011

Phone: (513) 479-5395 Web: www.contingent.com

Guy van Rooyen CEO Founded: 1989

25 W. Robbins St. Covington, Ky. 41011

Phone: (859) 291-3300 Web: www.fabulousfurs.com

Tom Cooney, Crystal Faulkner & Chuck Stevens Founding Partners Founded: 1999

3536 Edwards Road, Suite 201 Cincinnati, OH 45208

Phone: (513) 768-6798 Web: www.cfscpa.com

Ann Kivett Founder Founded: 2008

2961 Exon Ave. Cincinnati, Ohio 45241

Phone: (513) 769-0320 Web: www.exportpackagingservices.com

College Hill Coffee Co. & Casual Gourmet

Divisions Inc.

Contingent

Donna Salyers Fabulous Furs

Cooney Faulkner & Stevens LLC

Export Packaging Services LLC

Finalists

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The Donsante family is rewriting the auction business with its Internet Only Auction method. It’s use of technology and social media marketing lets Fast Track Auction’s save clients money and provide optimal return on assets. The Donsnates and their sales team possess an extensive knowledge about all kinds of business assets. Fast Track helps firms that are downsizing, remodeling, relocating or have surplus property convert it to cash. Clients include WalMart, Subway, Blimbie, CVS and Sam’s Club. Fast Track’s marketing process stops the ero-sion of assets, and realizes returns for clients much greater than a liquidator can provide. It operates locations in Cincinnati and Elyria, Ohio; Las Vegas and Springdale, Ark.

Bill Bankes’ company wasn’t supposed to be mak-ing decorations, signs and architectural forms out of foam. Founded with Dr. Charles Woods, the plan was new technology for air bag inflators and metal alloys. Strategic thinking, however, keeps Global Manufacturing in business. “We’ve been able to steer the company into markets that are emerging so we can compensate for the ones that are shrinking,” Bankes said. The computer-controlled foam cut-ting machine designed by Bankes and Woods cus-tom cuts fiberglass and polystyrene foam to make all kinds of shapes and products – from wedding columns to concrete bridge detailing. “We recog-nize the versatility of our material,” Bankes said.

The ApproRx pharmacy benefit manager from Fields Family Enterprises can save companies mil-lions while improving employee health. ApproRx does not keep drug manufacturer rebates. It gives that money to clients. It shares data with clients so they can monitor claims and shows them how their company can get healthier. “They realize they can get that control,” co-owner Kyle Fields said. “It’s al-ways been there, they’ve just never been allowed to do it.” The company founded by Kyle’s parents Jim and Ellen – which also operates other businesses such as hotels – is picking up honors. In 2010 its Waynesville pharmacy was named the most in-novative in the country by Drug Topics Magazine.

Hamilton Caster & Manufacturing Co. makes casters, wheels, trucks and trailers for the manu-facturing industry. The company is led by fourth generation family members: Dave, Steve, Jim and Mark Lippert. President Dave Lippert calls the firm’s cross functional planning process “strate-gic planning on steroids.” Outside constituents (chamber leaders and key vendors,) and workers from the factory floor help set annual, quarterly and weekly goals. As more people work on vari-ous projects, the goals become more refined. The process ensures everyone in the company touches at least one goal. “This is a component in the lean journey,” Lippert said, “and it keeps all of us in-volved in looking forward.”

Phil Thaman believes what can hurt your busi-ness is not the job you didn’t get, but the one you did. He strives to stay focused on jobs most likely to bring success to his industrial, institutional and commercial electrical contracting firm. “We don’t chase after opportunities,” Thaman said. “We look at the long term.” That’s been a recent challenge, given the economy and rising commodity pric-es. Thaman and his team involve employees and customers in finding ways to be creative in cut-ting costs. Thaman said he gives his managers free reign to make decisions. “We might disagree, but you have to let our people do what they do best.”

Aaron Hansen has big plans to take his powered scaffolding company to new heights. After complet-ing Aileron’s Course for Presidents, he decided to “wipe the slate clean and start from scratch.” With his management team, Hansen will be creating core values, a mission and vision and a full strategic plan. “I was working too hard to not get results. I was working in the business and not on the busi-ness,” Hansen said. “Now I can elevate myself above the weeds.” Hi-Lo makes modular platforms on powered hoists, complete with rigging equipment for the construction and maintenance industries.

Carmen Donsante, Raymond Donsante, Catherine Donsante Krieger CEO/President/Secretary-President Founded: 1999/20064000A McMann Road, Building A, Cincinnati, Ohio 45245Phone: (513) 771-1700 Web: www.fasttrackauction.com

Bill Bankes Co-Founder/CEO Founded: 1996

Address: 2001 Kuntz Road Dayton, Ohio 45404

Phone: (937) 236-8315 Web: www.globalms.com

Ken and Kyle Fields Owners Founded: 1983

Address: 415 South Main St. Waynesville, Ohio 45068

Phone: (513) 897-7076

Dave Lippert President Founded: 1907

Address: 1637 Dixie Highway Hamilton, Ohio 45011

Phone: (513) 454-2640 Web: www.hamiltoncaster.com

Phil Thaman President Founded: 1977

12250 Chandler Drive Walton, KY 41094

Phone: (859) 485-3700 Web: none

Aaron Hansen CEO Founded: 1960

193 Circle Freeway Drive Cincinnati, OH 45246

Phone: (513) 574-9000 Web: www.hiloclimbers.com

Fast Track Auction Sales

Global Manufacturing Solutions

Fields Family Enterprises

Hamilton Caster & Manufacturing Co.

Glenwood Electric Inc.

Hi-Lo Climbers

Finalists


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At Hyde Park Lumber, what was once a “guys’ place” is now working to attract women as the homeowner trade replaces the homebuilders. “We used to sell 100% to those building homes,” CEO Mike Judy said. “Now we’ll sell $4 million in a year to the people coming in to buy a door or do a remodel.” The company, started by Judy’s great grandfather, is doing well because many competi-tors are out of business, he said. Judy’s son Mills and daughter Lindsey Gray are impacting the business, too. The economic downturn offered a chance to add 5,000 square feet to the showroom, which has helped double retail and walk-in business.

With people not spending what they used to on eating out, corned beef sandwich and potato pancake purveyor Izzy’s looked inside its business. Each store was assessed to see if it was maximizing potential. Individual marketing plans were created. In West Chester, the manager attends networking events. “We want to get a face in front of people to let them know we are part of the community,” CEO John Geisen said. The model helps build leaders as managers get involved and develop skills as entre-preneurs, Geisen said. “It deepens their roles and gets them to understand that we need to be in the trenches to get where we used to be.”

At Hydrotech, “we give machines life. Without us they couldn’t move,” said President Rex Wetherill. Hydrotech distributes, designs and installs fluid control systems including hydraulics, pneumatics and automation for the manufacturing industry. Hydrotech is scrambling to hire enough staff to meet client demand. To keep pace, Wetherill is pay-ing attention to his employees, to understand their skills and desires. “Usually if you have an employee who’s not happy, it’s because you have them in the wrong position. We try to make sure the skill sets fit the job they have.” He makes changes to find the right fit. “We are still a family business and we try to approach it that way.”

The second generation of leaders is changing the conversation at JANCOA. “It’s been fun to watch them lead and respond differently,” said CEO Mary Miller. The changes come from what three family members and one long-time employee learned at the Goering Center’s Leadership Development Institute. “They come to us and say, ‘You know what we should do?’ instead of it being the other way around,” Miller said. For janitorial service pro-vider JANCOA, a leadership team able to move beyond day-to-day management and work on the future will accomplish larger goals. And it can en-sure the company’s mission to provide “exceptional service with a smile” to customers and employees will continue.

Steve Barnett’s mission is “to make honeycomb easy to buy.” After working as technical coordina-tor for General Electric’s honeycomb repair station at GE Engine Services, Barnett saw ways to im-prove the supply chain for structural honeycomb, used to build parts for the aviation industry. The key, he says, is customer service. He invests in em-ployee training and leadership development. “As good leaders, part of our responsibility is to equip people to become what they can become,” Barnett said. The payoff has been huge as employees take it upon themselves to get creative in solving client problems and at times winning back lost business through superior service.

Kaleidoscope is making its way into China. A new partnership with the Chinese firm Nova is powering growth for the Cincinnati-based product development firm. CEO Matt Kornau said a fully operational Chinese office is in the works, join-ing locations in New York, Michigan, Indiana and Florida. Kaleidoscope creates research, branding, IxD, virtualization, design, and engineering for the consumer product goods, medical, rugged elec-tronics and transportation industries. It’s staff has grown by 28% since January. The company also is socially responsible. It funds and supports Design Impact, a nonprofit that brings design thinking to the developing world. The group, started by a Kaleidoscope employee, has two projects under-way in India.

Mike Judy CEO Founded: 1902

Address: 3360 Red Bank Road Cincinnati, Ohio 45227

Phone: (513) 271-1500 Web: www.hprp.com

John Geisen CEO Founded: 1901

602 Main Street, Suite 601 Cincinnati, Ohio 45202

Phone: (513) 369-0245 Web: www.izzys.com

Rex Wetherill President Founded: 1967

10052 Commerce Park Drive Cincinnati, Ohio 45246

Phone: (513) 881-7000 Web: www.hydrotech.com

Tony and Mary Miller Founder and CEO Founded: 1972

5235 Montgomery Road Cincinnati, Ohio 45212

Phone: (513) 351-7200 Web: www.jancoa.com

Steve Barnett Founder/CEO Founded: 1996

1012 Mary Laidley Drive Covington, Ky. 41017

Phone: (859) 359-4052 Web: www.indyhoneycomb.com

Matt Kornau CEO Founded: 1989

205 West 4th Street, Suite 900 Cincinnati, Ohio 45202

Phone: (513) 766-1058 Web: www.kascope.com

Hyde Park Lumber Co.

Izzy’s/Izzy Kadetz Inc.

Hydrotech

JANCOA Janitorial Services Inc.

Indy Honeycomb

Kaleidoscope

Finalists

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When customers communicate with Keir Educational Resources, “We listen, we act, and we implement,” said President Henrietta Nye, daughter of founder Jack Keir. She runs the business with her brother, Editor-in-Chief John Keir. The company develops study materials and educational classes to help insurance and financial professionals pass licensing and designation exams. Nye leads with an open door policy. Employees and customers frequently share thoughts, ideas and feedback. This knowledge gathering helps with Keir’s strategic planning and keeps it accountable to its custom-ers. Keir also ensures that its employees continue their own educations. The entire sales force, for example, is taking sales classes to boost results.

There are no annual employee performance reviews at insurance agency Lou Crawford & Associates, Inc. Instead, managers act like coach-es, offering immediate feedback on a daily basis. “If you are a coach, you don’t want to wait until the end of the game or the season to give information on how to be more effective,” said Penny Cook, Crawford’s vice president of agency operations. The new philosophy started a year ago after employees and managers said semi-annual reviews were inef-fective. Now, 60 years after their father started the firm, Cook and three siblings oversee 32 employees at offices in Bellevue, Maysville and Walton, Ky.

Sticking to strategic initiatives is taking specialty chemical maker Kost USA into new lines of busi-ness with new customers. Like building a 150,000 square foot space for a product development lab and a blending and storage facility in 2010. Kost also makes lubricants, heat transfer fluids and die-sel exhaust fluid for a variety of industries. Heard about drilling for natural gas in Marcellus Shale? “We make the stationary engine heat transfer fluids that go into those machines,” CEO Tom Overdeck said. “The oil and gas segment for us is a major market.” As he continues to add to his staff of 50, Overdeck said the new business “validates what we are doing.”

When companies need to implement new ini-tiatives, the best way to get internal buy-in is to put outside resources behind the effort, said Julie Courtney. That’s where her agency fills the niche, by helping Fortune 500 firms like Procter & Gamble and Luxottica protect their corporate reputations and communicate their brand to stakeholders. “We look at what internal initiatives are impor-tant to a company and help them communicate that,” Courtney said. In a strategic move, Madison Design made such work its staple five years ago. One thing that keeps the fresh ideas coming: Madison frequently hires its co-ops from the University of Cincinnati’s College of Design, Art, Architecture and Planning.

It’s two years into a five-year plan at Legacy Financial Advisors and “we’ve already accomplished our goals,” said Brad Zapp, founding partner. “Now we have a team of employees who are fully capable of running the entire company.” And that means the owners can focus on business development. It’s a big change from the early days at the financial advisory firm, which gives guidance to individuals, families and private businesses in the areas of investments, estate planning, insurance, and risk management. Back then, partners and two assistants did it all – from payroll to health care benefits. Now the firm is gearing up to hire more employees. “We are in constant development,” Zapp said.

Two years into operating his combination wine and beer shop and bar and eatery, Marty Weldishofer and wife Kate are developing their staff by “letting these people express who they are and giving them a piece of the business to revamp.” Each employee brings industry experience. Loren Sheffield is a wine expert. Josh Eagle is a former bar manager. Kurt Schellinger was a restaurant manager. “These guys are invaluable with new ideas and what we need to do to make it work,” said Weldishofer, who has no previous restaurant experience. “We are using their strengths to build our business.” On tap: an expanded menu to attract a lunch crowd and a new drink menu.

Henrietta Nye President Founded: 1967

4785 Emerald Way Middletown, Ohio 45044

Phone: (513) 422-4860 Web: www.keirsuccess.com

Mike Crawford CEO Founded: 1951

179 Fairfield Ave. Bellevue, Ky. 41073

Phone: (859) 581-2088 Web: www.crawfordins.com

Tom Overdeck Founder/CEO Founded: 1985

1000 Tennessee Ave. Cincinnati OH 45229

Phone: (513) 492-5548 Web: www.kostusa.com

Julie Allen Courtney and Jackie Meyer Roberto Founders Founded: 1997

515 Madison Ave. Suite 201 Covington, KY 41011

Phone: (859) 655-9900 Web: www.madison-design.com

Brad Zapp, Paul Sartori, Trent Lucas and Michael Maisel Founders/Partners Founded: 2005

117 E. Fourth St. Covington, Ky. 41011

Phone: (859) 655-5225 Web: www.legacyfinancialadvisors.com

Marty Weldishofer Founder/Owner Founded: 2009

Address: 6110 Hamilton Ave. College Hill, Ohio 45224

Phone: (513) 681-4222 Web: www. martyshopsandvines.com

Keir Educational Resources

Lou Crawford Insurance

Kost USA Inc.

Madison Design

Legacy Financial Advisors

Marty’s Hops & Vines

Finalists


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Terry Sergerberg champions “tactical” planning to tackle shorter-term fixes. The approach drives innovation and discussion. A recent focus on in-ternal and external customers meant field trips. To National Band and Tag for a tour and talk about new processes. “I like my employees to see old busi-nesses and family businesses,” Segerberg said. To the Cincinnati Zoo to see the practical applications of Mesa equipment used in animal habitats and to go behind the scenes. “That really helped our discus-sions on how to enhance relationships,” Segerberg said. Mesa’s four divisions, located in Ohio, Houston and Los Angeles, produce products for the oil and gas, storage tank, mining, gunite, shotcrete, ma-sonry, grouting and plastering industries.

If you frequent a LaRosa’s, Graeter’s, O’Charley’s or a Fifth Third Bank on Cincinnati’s West Side, chances are you’ve seen the Link’s work. With a limited marketing budget, husband and wife own-ers decided to spread the word (and smiles) about their floral shop by putting samples in places with lots of foot traffic. “It pays off every day,” Logan Link said. Calls and orders come in from clients who saw a Murphy arrangement. The Links, both with University of Cincinnati business degrees, bought the shop from Renee Lynne’s sister Michelle Murphy in 2003. They wanted more flexibility and time with their children. Their daughter already helps out by answering phones and making small arrangements.

A charitable effort called Jump Start Your Nonprofit is reaping unanticipated benefits for Modern Office Methods, which supplies copying and printing systems and multifunction devices for businesses. “It is improving morale,” said Steve Bandy, senior vice president. “Employees really feel good about what we are doing.” Jump Start is an online voting competition. The winner gets a $20,000 office technology makeover. MOM em-ployees are volunteering at some nonprofits they learn about, said Mark Merkel, COO. That fits into MOM’s employee performance system, where re-views take place quarterly and feedback is given all the time. Merkel said he’s doing frequent reviews with customers, too, to learn how MOM can per-form better and gain more “wallet share.”

In the 20 years since starting his industrial coat-ing company, Larry Grimenstein has retained 90% of his customers and never used a salesperson. The 11-person shop is a small thermal spray facility, but is known nationally. Quality is top priority. Grimenstein formed NCS after the closure of the his previous employer – a firm partly owned by General Electric. He maintained the same quality controls and big clients like Rolls Royce followed him. NCS is ISO and ASQ certified and is seeking certification to work on aircraft engine parts. With annual growth between 10% and 30%, Grimenstein is searching for new space to double or triple his plant size.

A new “circle of communication” at electrical industry parts maker Monti Inc. puts important discussions right on the shop floor. The change has led to improvements in productivity and on-time deliveries. “Everything is very open and much more effective,” says Molly Narburgh, HR manager. She and brothers Gordon and Chris help their father run the firm. Consultant Definity Partners helped Monti start daily huddles that give machinists, operators, programmers and engineers a chance to talk with supervisors about what’s going right and what isn’t. Supervisors share that with account managers and feedback is shared with everyone. The results: productivity is up 10% and sales are up 23% from a year ago.

The executive team at development firm Neyer Properties spends a lot of time recruiting the right people. And it continues to add staff, said Charles Pond, director of building development. Its ap-proach gives job candidates a chance to speak with almost every employee, from the CEO to office manager. It fits the 360 degree system Dan Neyer uses for employee evaluations. The constant feed-back helps the firm live its mission to transform real estate landscapes. “We are not just a developer,” Pond said. “We are also in a large acquisition mode to acquire distressed properties.” Since 2010, Neyer Properties has acquired more than 2 million square feet of property to redevelop.

Terry Segerberg CEO Founded: 1967

4141 Airport Road Cincinnati, Ohio 45226

Phone: (513) 321-4511 Web: www.mesa-intl.com

Logan and Renee Lynne Link Co-Owners Founded: 1949

Address: 3429 Glenmore Ave. Cincinnati, Ohio

Phone: (513) 478-2898 Web: www.murphyflorist.net

Kevin McCarthy CEO Founded: 1957

4747 Lake Forest Drive Cincinnati, OH 45242

Phone: (513) 321-4511 Web: www.momnet.com

Larry Grimenstein President/Owner Founded: 1992

501 Shotwell Drive Franklin, Ohio 45005

Phone: (937) 746-7632 Web: www.nationcoatingsystems.com

Gavin Narburgh Founder/CEO Founded: 1971

333 West Seymour Ave. Bond Hill, Ohio 45216

Phone: (513) 761-7775 Web: www.monti-inc.com

Dan Neyer President/CEO Founded: 1995

Address: 2135 Dana Ave, Suite 200 Cincinnati, Ohio 45207

Phone: (513) 513-563-7555 Web: www.neyer1.com

Mesa Industries

Murphy Florist

Modern Office Methods

Nation Coating Systems Inc.

Monti Inc.

Neyer Properties

Finalists

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If Jeff Wells can develop management and leader-ship depth at all levels of NuWaves, than the mission – to deliver engineering design and high-technol-ogy products with excellence in client satisfaction and business results – will take care of itself. To get there, Wells created a 16-module training course. NuWaves provides radio frequency systems, sub-systems and RF products. “We want employees to know everything about the company, so that they never have to run it up the flagpole,” said Wells, who has a Navy background. He tells trainees to carry their binders “because they signed up for a mission and should be saluted. When you get a salute, it’s a reminder of what you stand for.”

Sometimes it takes the proverbial light going off to know you’re onto something. Dan Reed and his engineering team created a new work stop prod-uct that adds a visual cue “so that you know it’s in place.” It marks R&R Tools’ entrance into making its own products. The tool and dye contract machin-ing company specializes in medical components. Reed started the ISO certified firm in his garage. Now with 38 employees and a new sales office in West Chester, he’s looking to double his business. Reed is training middle managers to step up and is preparing to switch to more efficient technology and machines to increase volume.

Services from payments processor OMEGA bring businesses closer to their customers and to their community. It’s gift card/loyalty division lets clients build relationships that further bond a brand to a buyer. “It’s about driving more repeat business out of a client list that already knows you, already trusts you, already sees you as a member of their corporate family,” said President Todd McHugh. OMEGA also provides credit and debit card processing, and check processing. CEO Scott Anderson said every client matters. “But the audience you’re already talking to, already doing business with, deserves every ounce of your TLC,” he said. OMEGA’s success landed it on Inc. magazine’s 2011 Inc. 500/5000 list.

Referrals and relationships. That’s how Ron Rosselot grows his financial planning company. With stepson Nathan Kosman (who is a share-holder and partner) Rosselot listens to the ideas of clients and subcontracted financial planners to find new ways to grow revenue. Rosselot Financial’s newest subsidiary focuses on providing service for Certified Registered Nurse Anesthetists. “A client in that field has introduced us to a lot of his asso-ciates,” Rosselot said. “We realized we knew a lot about the benefits they had and the pay structure and so we are uniquely qualified to work with them.” Another subsidiary, Interdependent Advisors, acts as a compliance officer for advisors across the coun-try, approving transactions according to required regulations.

With three generations of the Young family ac-tively working in the business, community out-reach is extensive. It’s also the strategy the Youngs – Paul Sr., Paul Jr., and grandsons Paul III and Adam – are using to reach their goal of doubling pre-arranged funerals year over year at each of their three locations: Mount Healthy, Hamilton and Oxford. They follow up with client families, speak at nursing homes and conduct non-funeral related events for the general public, such as min-ister luncheons, Memorial Day programs and open houses, including the annual Nativity Scene that dates back to 1948 when Paul Sr. (soon to be 90) first started to created it.

Stellar customer service and good prices pulled Schwartz Jewelers through three generations of family owners. Now that Marty Schwartz is buy-ing the business from parents Sandy and Dave, he plans to make some changes to “bring the company into the next century” when it comes to employee performance and strategic planning. Employees will experience more regular meetings and for-mal evaluations and strategic planning based on company statistics. As for succession planning, “we are living that out right now,” Marty Schwartz said. He signed a contract to buy the jeweler from his parents in 2007. They crafted a five year purchase agreement. This will be his parents’ last Christmas at the store.

Jeff Wells Founder/President/CEO Founded: 2002

122 Edison Drive Middletown, Ohio 45044

Phone: (513) 360-0800 Web: www.nuwaves-ltd.com

Dan Reed CEO Founded: 1990

1449 Middleboro Road Blanchester, Ohio 45107

Phone: (937) 783-5538 Web: www.rrtoolinc.com

Todd McHugh and Scott Anderson President/CEO Founded: 2003

1538 Alexandria Pike, Suite 12 Fort Thomas, Ky. 41075

Phone: (859) 442-8100 Web: www.omegap.com

Ronald Rosselot Founder Founded: 1986

7450 Jager Court Cincinnati, Ohio 45230

Phone: (513) 232-6500 Web: www.rosselotfinancial.com

Paul Young Sr. CEO Founded: 1948

Address: 7345 Hamilton Ave. Cincinnati, Ohio 45231

Phone: (513) 521-9303 Web: www.paulyoungfuneralhome.com

Marty Schwartz incoming CEO Founded: 1937

Address: 6114 Hamilton Ave. Cincinnati, Ohio 45224

Phone: (513) 541-5627 Web: www.schwartzjewelers.net

Nu Waves, Ltd.

R&R Tool

OMEGA Processing Solutions, LLC

The Rosselot Financial Group, Inc.

Paul R. Young Funeral Homes, Inc.

Schwartz Jewelers

Finalists


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After spending years helping clients use Microsoft and Sage technology products to improve their business, Jeff Geisler implemented the same tools at his own software and solutions consultancy. An intranet site built on a Microsoft SharePoint server is driving change as Socius employees get real time, constant feedback on their performance. “Improved productivity is the tangible outcome,” Geisler said. Employees can access a personal dashboard that measures their progress against individual and company goals. The system develops stronger ac-countability and better goal alignment, Geisler said. With offices in Cincinnati, Cleveland, Columbus, Kansas City and San Jose, the robust intranet site is now a key tool in helping everyone at Socius communicate more effectively.

With 95% of its sales group leadership positions promoted from within, freight brokerage firm Total Quality Logistics knows the importance of train-ing and leadership development, said Kerry Byrne, executive vice president. “We have created a spe-cific leadership development program using both internal and external sources,” Byrne said. That will be key as TQL projects continued growth in Cincinnati and nationally. The leadership initiative focuses on training in areas such as hiring, coach-ing, situational leadership, performance manage-ment, speaking and presentation skills, and profit and loss and financial management. TQL works with more than 7,000 customers across the U.S. and Canada, and maintains relationships with more than 55,000 active carriers.

Quality, loyalty, safety and service. Those are the four pillars of SpringDot’s mission. Everything about performance management is tied to them, said CEO Joshua Deutsch. When the full service commercial printing, graphic and web design firm wanted fairer ways to reward employees it cre-ated the Mission Plan. Employees earn year-end bonuses based on how they execute against those pillars each month. They can partake in a savings plan that adds 10% of their goal when they reach it. Monthly Mission Mondays gather everyone for a catered lunch, some fun (dunk booth, palm reader) and a chance to hear news from company leaders. “When employees are financially sound and happy, it’s good for everyone,” Deutsch said.

Gordon Hullar and his sales team take a harsh look at their product mix. “We very critically ana-lyze every single item. How much are we selling? How hard is it to sell? Do we have to discount it to get it moved?” That kind of strategic scrutiny is pushing Vintner Select’s wine distribution sales up in Indiana, Kentucky and Ohio. It led to a big change in available offerings as Hullar reduced his stock of French wines because they weren’t sell-ing. He added German and Austrian wines and a new Spanish wine importer. He believes the abil-ity to reflect on past experiences and be prescient about future opportunities is what sets Vintner Select apart.

Kevin Alleman knows that the best way to get his employees jazzed up is to enter new markets and find new customers to call on. “Anytime you can jiggle things up for them it’s exciting,” said Allenman, a master franchiser for System 4 com-mercial cleaning services. His territory includes Cincinnati, Dayton, Columbus, and much of Indiana and Kentucky. Acquiring new clients and top line growth requires higher level marketing activities. That’s what Alleman and his team are working on now as they enter the Louisville market. “We are changing the sales and marketing culture,” he said. Results are starting to show in outbound telemarketing and outside sales.

WorkFlex Solutions is a software service company helping call centers manage staffing at any given moment in a day. It’s newest product was created at a client’s request to give real-time performance management. WorkFlex Alert actively monitors what agents are doing, gives instant feedback and pinpoints areas for coaching or training. Inhouse, CEO Schwartz said WorkFlex puts high emphasis on employee development. Managers are assessed by employees on their ability to coach, which “gives managers an incentive to give employee devel-opment something more than just lip service.” Schwartz’s philosophy: “If you really want to take a leadership role, you ought to be creating markets.” Clients include AT&T, Verizon and Direct TV.

Jeffrey Geisler CEO/Founder Founded: 2005

7003 Post Road, Suite 300 Dublin, Ohio 43016

Phone: (614) 280-9880 Web: www.socius1.com

Ken Oakes CEO Founded: 1967

P.O. Box 799 Milford, Ohio 45150

Phone: (513) 831-2600 Web: www.tql.com

Joshua Deutsch President/CEO Founded: 1904

Address: 2611 Colerain Ave. Cincinnati, Ohio 45214

Phone: (513) 542-4000 Web: www.springdot.com

Gordon Hullar and Doris Holzheimer Co-founders Founded: 1989

6215 Hi-Tek Court Mason, Ohio 45040

Phone: (513) 229-3630 Web: www.vintnerselect.com

Kevin Alleman President/Owner Founded: 2005

1307 Fireside Court, Suite 100 Fort Wright, Ky. 41011

Phone: (859) 363-4444 Web: www.system4usa.com

Larry Schwartz and Mitesh Desai Co-Founders Founded: 2009

11639 Grandstone Lane Cincinnati, Ohio 45249

Phone: (513) 549-1492 Web: www.workflexsolutions.com

SociusAn InterDyn Company

Total Quality Logistics

SpringDot

Vintner Select

System 4

WorkFlex Solutions LLC

Finalists

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Buddy LaRosa started giving back to his community the

moment he opened his first store in 1954.

If people in the West Side neigh-borhood needed gas or to use a phone, or young kids needed a job, they knew they could go to LaRosa’s.

“Young people were my first customers,” Buddy LaRosa said. “They introduced my pizza to their parents. They were sales reps for me and I felt I had to take care of that group.”

That culture of community sup-port is part of the LaRosa DNA – in the business and among the family members who operate the pizzeria and restaurant company today.

For their commitment to phi-lanthropy, community service and growth of employment in the region, the LaRosa’s are the first recipients of the Family Business Hall of Fame Award.

What Buddy LaRosa started is now a chain of 65 pizzerias that employs more than 3,500 people in its restaurants, call center and pro-duction centers and generates $120 million a year in revenue.

Mike and Mark LaRosa said they grew up watching their father and his management team consistently say yes when asked to help church-es, schools, individuals and other community groups. So they model what they saw.

“Part of what molded my father’s behavior is that in his house-hold growing up no one was ever refused,” said Mark LaRosa, presi-dent. “He was giving before he had to give, sometimes foolishly in a financial sense. But he knew things

would work out. What you give will always come back.”

In many ways, being ingrained into the community is part of the LaRosa’s business strategy.

“We are striving to be a business that has customers for life,” CEO Mike LaRosa said. “What better way to engage in a lifelong relation-ship than to connect on another level?”

The ways in which the LaRosa’s give back are many, including scholarships for high school stu-dents, school and group fund rais-ers using the Buddy Card, and to the Buddy LaRosa Sports Hall of Fame. LaRosa’s also raises money for Cincinnati Children’s Hospital Medical Center and other Greater Cincinnati institutions.

“If everyone would try to repay the kindness that is shown to them in their life it would be a wonderful society,” Buddy LaRosa said.

But he knows he has a hard time saying no and asking “how much?” when approached for help.

To keep things in check, he hired team members better equipped to bring structure to the company. One of them is T.D. Hughes, who is chairman and former CEO. He started at LaRosa’s when he was 14.

“Buddy is one of the smartest entrepreneurs I ever met,” Hughes said. “He knows what he is good at and even better, he knows what he isn’t good at.”

Under Hughes’ tenure as CEO, Mike and Mark LaRosa did much hard work to prepare to

take over the company. Hughes added strengths in infrastructure and growing people. The LaRosa brothers attended Goering Center classes, discovering where each had strengths, and where those skills would best fit the business.

In 2008, Mike LaRosa became CEO. “I want to be the Nordstrom of the food service industry. It’s about every guest, one guest at a time, making their experience as great as it can be.”

Then the Great Recession hit. The economic downturn was a big learning experience for the LaRosa brothers.

“To take over a company and then go through something like that will test your character,” Hughes said. “Mike and Mark learned more in a couple years than I did in several. It made them people they were not.”

The experience brings a new strength to the LaRosa bench, building on past lessons that still shape how the family operates.

And it all circles back to giving back.

Two examples:After a fire did extensive damage

to the Boudinot store in 1973, hun-dreds of volunteers came to help the LaRosa’s gut the structure and build it back up, including athletes from area high schools. The LaRosa’s provided their pre-game meals. They wanted to give back.

While insurance adjusters said it would take nine months, the LaRosa’s and the community had

the location back into operation within 40 days. “That solidified the commitment,” Hughes said. “That story will never die in this com-pany.”

The Sports Hall of Fame began in 1975 to honor outstanding high school athletes and coaches.

The LaRosa’s support of Cincinnati Children’s Hospital Medical Center dates to the birth of Mike and Mark’s sister, who was born with a congenital heart defect. The care she received saved her life. Today all proceeds from the LaRosa’s in the hospital food court go back to serving children.

“Giving back is one of the most important, fulfilling things you can do,” Hughes said. “It empowers people, builds a legacy. If you have a passion and an affinity for it, it comes very easily.”

LaRosa’s Inc. - Greater Cincinnati Family Business Hall of Fame Award Recipient

Left to right: Mike Larosa, Budy Larosa, Mark LaRosa & T.D. Hughes


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The work produced by the software engi-neers at Libertas Techologies is tricky and graceful at the same time.

“It’s part art and part science,” said Dave Hatter, founder and president. “Clients come to us with a blank slate. They have an idea for software they want to build.”

The Libertas team works with clients to decide exactly what they want to accomplish, how they will use the technology and how it will be deployed. Then Libertas builds it.

As the company grows, Hatter and part-ners Tim Bankes and Glenn Plunkett remain closely involved in all projects. Every client has each partner’s cell phone number.

“It’s not about delivering a software solu-tion, it’s about the journey and getting their satisfaction all along the way,” Bankes said.

That’s the same vision Hatter had in mind when he started the firm from his Fort Wright home in 2001.

New policies put in place this year ensure everyone follows the same quality guidelines. Before any product is given to the customer, it must be tested internally by a Libertas team member not involved in creating it. This helps catch bugs and prove the product’s success, Hatter said. And it brings about knowledge sharing.

“There is a cross training aspect that works well here,” Hatter said. “Now someone else in the office is somewhat familiar with the project, too.”

This feeds into Libertas’ strategic growth plans. Hatter and Bankes talk a lot about the importance of honesty, integrity and ethics in the software development industry. They believe that since many small and medium size businesses lack their own information technology staff, they are vulnerable to being taken advantage of by vendors. At Libertas, work is completed on a fixed-fee, project-oriented basis. This sets up clear expectations and the cost of services. Once Libertas com-mits to a price, it is always honored.

By remaining hands-on leaders, the partners are directly involved in the work being created for clients. This collaboration is part of the Libertas DNA and central to its employee development strategies.

“We want it to be a place where people are sharing ideas and growing individually, which helps us grow as an organization,” Bankes said.

Partnering helps build internal satisfac-tion, as does the pro-bono work Libertas does for nonprofits. It helped the Boys & Girls Clubs of Greater Cincinnati with a content management system for its website, as one example.

Employees are evaluated quarterly and annually, and training is a constant. In the technology field, “as soon as you learn some-thing, it’s out of date,” Bankes said.

Libertas leaders provide frequent training opportunities, including books, seminars, online training and classroom training when warranted.

They constantly evaluate overall perfor-

mance on every project and measure success quantitatively using a combination of man-agement software, accounting software, and internally developed software applications for project management and time tracking. Results are also measured qualitatively by ask-ing employees and clients about their satisfac-tion with the work and the work environment.

Hatter, Bankes and Plunkett operate under an open door policy. Every Friday, they bring in lunch and the entire staff meets together to review the status of projects, edu-cate team members on new techniques and best practices, talk about company status, and have some fun.

Libertas is structured like a law firm so that each employee can be on a partnership track. It now employs eight and is hiring more.

All of this taken together allows leadership to assign team members projects that require them to push the boundaries of their comfort zone and learn new skills.

The big niche on the radar now is mobile. Sales in mobile devices are skyrocketing and more customers want solutions they can use on mobile devices.

“It’s never been easier to take a business process into the field,” Hatter said.

Doing so saves companies time and money and can ensure more accurate data is collected. One example: Libertas helped Rumpke develop an app that allows the track-ing of waste containers from the field. An industrial device with a bar code scanner makes it all possible.

“Ten years ago, these were just ideas,” Bankes said. “With technology you don’t often know what’s coming around the corner.”

And with the way Libertas works, it can

quickly adapt to what the market brings to bear.

“We don’t have an enormous investment in some software we have to keep selling,” Hatter said. “We’re coming in from scratch to help people take an idea and turn it into software.”

And as more businesses see what they can do with mobile and other technologies, Hatter sees great opportunities ahead.

For Bankes, that variety is what keeps the work exciting.

“What we do is help business owners deals with what’s keeping them up at night,” Bankes said. “We do the strategic consulting around their pain and then the tactical consulting about how to address what they do in their business.”

Libertas Technologies

L to R: Dave Hatter, Tim Bankes & Glenn Plunkett

PRIVATE BUSINESS AWARDS

Winner0-24 Yearsin business

www.agapeinstruments.com

AGAPE INSTRUMENTS would like to congratulateall the winners & � nalists of the

Goering Center’s Family & Private Business Awards

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Whether it is a pharmacist consulting with doc-tors and nurses at a facility or a driver delivering a much-needed medication, Larry Galluzzo knows his staff is dedicated to improving the lives of the elderly.

“What we are trying to do is increase the quality of life of residents in their own homes and in nurs-ing homes,” said Galluzzo, founder and president of Skilled Care Pharmacy.

Galluzzo, a consultant pharmacist, founded Skilled Care in 1981 with a single office, a single employee and three skilled nursing facilities as cus-tomers. He wanted to do what’s best for the senior population in the area of medication management.

That germ of an idea is now the culture at Skilled Care, where continual improvement and “doing the right thing” drives most decisions. It is expressed in terms of lowering costs and reducing unneces-sary medications in the frail elderly.

Senior managers keep tabs on the business at weekly huddles every Thursday at 11 a.m.

Organizational activity is driven by Malcolm Baldridge Award quality criteria, said Nancy Mlinarik, owner and vice president. Every three years strategic initiatives are set and are constantly updated. Goals for directors, managers and em-ployees are aligned with the overall strategic plan and specific outcomes for productivity and quality.

“We drive it down the organizational chart,” Mlinarik said.

Recent improvements in employee communica-tion – thanks to several business books Galluzzo and the executive team are reading – are pushing performance even higher.

“I am walking the four corners and speaking to the people who do the work every day,” Galluzzo said. “It gives us a better insight and we communi-cate better with the people who are doing the work.”

Getting top executives into the trenches is impor-tant for a company operating on so many different levels. Skilled Care provides a range of pharmacy services including medication dispensing and de-livery, consultant pharmacist oversight, medical re-cords production for client facilities, billing services, and nursing education opportunities.

Galluzzo starting writing a monthly CEO letter to reinforce the company’s vision and goals to all 250 employees.

“Employees love to feel engaged and see the owners present in the organization,” Mlinarik said.

To foster an environment of organizational inno-vation, agility, and learning, managers follow seven principles to guide them through daily decisions.

The seven principles are: • People: Organizational success begins and ends

with people working together. • Purpose: Our purpose is to satisfy our cus-

tomers. • Customer: Customers are satisfied by using

our products and services. • Measurement: Customer satisfaction is mea-

surable. • Process: Processes generate products and ser-

vices that satisfy customers.• Improvement: Improving processes occurs

through the Plan-Do-Study-Act Cycle.• Persistence: Persistence in applying the prin-

ciples is the key to success.Mlinarik and Galluzzo said they believe Skilled

Care’s mission to improve lives, paired with the company’s culture of open communication is what leads to its low employee turnover. On Sept. 1, the firm will celebrate it’s first employee’s 30-year anniversary.

Skilled Care’s long history is marked by inno-vation.

There are little touches, like Galluzzo’s choice to decorate corporate offices with art created by residents at the facilities Skilled Care serves. Visit the Mason headquarters and you’ll see pen and ink drawings, paintings, needlework, quilts and afghans.

“One thing we lose sight of is that the elderly living in these institutions are still very creative and very intelligent people and you can really appreciate what they’ve done over the years,” Galluzzo said.

And then there are entirely new community outreach programs.

A new division called Skilled Care Direct ex-tends the company’s reach. It is designed to re-duce hospital readmissions for patients discharged from the hospital into extended care units or their own homes.

“It’s alarming the number of times we see medi-cations not taken or not refilled,” Mlinarik said. “And the more chronic the condition, the higher the incidence. This is a generation that should be living like kings and queens.”

At discharge, a consultant pharmacist is paired with a patient and will contact them by phone to check in. Specially designed “compliance packag-ing” makes it easier for patients to remember to take all of their medications.

“Multidose packages help make it easy to take the medications and extend life,” Galluzzo said.

Skilled Care also is working to develop remote

systems that put a drug dispensing machine into facilities.

And despite being in an industry with shrinking margins, Skilled Care is not cutting offerings that mean a hit to its bottom line, like continuing edu-cation credits for nurses and in-person customer service calls. Mlinarik said 90 percent of decisions the firm makes are not about the bottom line. That operating philosophy has made Skilled Care one of the leading providers of pharmacy services for long term care facilities, serving more than 10,000 patients in more than 100 facilities.

“It’s our competitive advantage,” Galluzzo said. “We like to do what we think is the right thing to do.”

Skilled Care Pharmacy

Larry Galluzzo, Skilled Care Pharmacy



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Packaging machine provider R.A. Jones & Co. is gearing up for a record year of profits and sales, CEO Gordon Bonfield said.

That’s because when the economic downturn hit, executives focused on research and product develop-ment that is now paying off with more business from new and existing clients, Bonfield said.

“Our competition stopped development and cut services,” he said. “We did not.”

That position of strength is a direct result of R.A. Jones’ strategic planning, which includes frequent as-sessments of market conditions and quick adjustments as needed. Monthly management commentaries are written comparing the plan to the actual results and that information is shared across the company.

“Our products were positioned well and we were ready and able to respond to service needs,” Bonfield said.

Covington-based R.A. Jones provides high speed packaging and automation capital equipment to the food, beverage, pharmaceutical and consumer product industries. It offers engineering services and a product portfolio that includes horizontal high-performance pouch/sachet machines, multi-packers for bottles and cans, and a wide range of cartoners and robotic systems.

R.A. Jones was founded in 1905 by Dr. Ruel Anderson Jones. The company started as a maker of soap press machines for “advertising soap.”

Today R.A. Jones is a subsidiary of OYSTAR Packaging, a group of 16 packaging equipment and services companies.

While the uptick in business is welcome – sales are expected to hit $100 million for 2011 – Gordon said he expects orders to slow as companies catch up on business they put on hold in 2009 and 2010.

But he does see growth settling out at a “high av-erage.”

“We are a strong local firm growing and expand-ing our position globally,” Bonfield said. “We actually make our products in the U.S. with U.S. costs and we sell to all over the world.”

In the last four years, 30 percent of sales were outside the United States, to companies in China and Malaysia.

Strong sales means strong salespeople behind them. Bonfield and Kevin Cheek, human resources direc-tor, said R.A. Jones spends a lot of time developing its sales people and engineers to help further the com-pany’s growth.

Performance management and leadership develop-ment are seen as complimentary processes. Individuals are given certain goals and responsibilities and “we tie in certain behaviors,” Cheek said. “That doesn’t mean they are a manager or director in two years, but we want them to be more developed.”

And tools are in place to get employees there.R.A. Jones uses the Starway Performance

Management system to report, measure, improve and reward employee performance. Starway uses a six step process to create a performance map or job description for each employee. The system defines responsibilities and expectations, provides clarity of ownership respon-sibilities, validates a “right fit” for each position and aligns employees’ efforts to optimize growth, Cheek said. And it is used to give specific feedback to each employee on overall performance each year.

Individual mentoring and outside assessments of an employee’s behavioral traits and tendencies helps

build development training modules for each per-son, Cheek said.

“There is no silver bullet and we do tweak it each year so that it goes beyond just the objectives,” Cheek said.

For key positions, the development focus is targeted to “skill development.” Cheek said the goal is to always have the talent needed to meet overall business objec-tives. Cross-training, job rotation, job shadowing and team assignments are tools used to provide this skill development in the work environment.

At R.A. Jones, employee potential – the capacity to develop, succeed or advance to more responsibility and employee performance – the capacity to deliver on expected performance – are keys to the leadership development effort.

The way Bonfield sees it, measuring objectives is an output.

“Reviewing the behavioral characteristics is like looking at the root cause of why you did very well or why not,” Bonfield said.

What Starway does is help get the right fit for em-ployees.

“Our sales are highly technical,” Bonfield said.

“Someone could fit the product well but not be a good communicator.”

In such a situation, additional training and coach-ing is offered.

These kinds of things got more focus when busi-ness slowed as Bonfield and his team took time to focus inward.

“What we did was be cautious in the downturn about how we managed hours,” he said. “We worked hard to not eliminate many,and were able to move through effectively.”

Now R.A. Jones is in hiring mode for nonunion jobs that pay between $20 and $25 an hour and in-clude benefits such as 401(k)s, medical, dental and life insurance.

The firm recently added 18 people and now em-ploys 290.

“We are very selective in what we look at,” Cheek said.

But it’s not as easy as one might think to fill the positions, which include electrical technicians and electrical engineers.

“Usually the people we want to hire are working, because of the skill sets,” Bonfield said.

R.A. Jones & Co. Inc.

R.A. Jones Headquarters


Winner75+ Yearsin business

Honored by the Goering Center as Family Business of the Year 2007

&Finalist Family Business of the Decade 2009

Conratulations to all the winners!

Cincinnati Columbus Dayton Findlay

Cassidy Turley Congratulates LaRosa’s & all of the Family Business Award Nominees.

Our deep local connections and knowledge of the Cincinnati market have allowed us to achieve superior results for our clients.

cassidyturley.com

221 East Fourth Street

26th Floor

Cincinnati, OH 45202

513.421.4884

© 2011 Cassidy Turley.

CAPITAL MARKETS CORPORATE SERVICES PROJECT & DEVELOPMENT SERVICES PROJECT LEASING

PROPERTY MANAGEMENT TENANT REPRESENTATION

Doug BoltonManaging Principal, Goering Center Board of Advisors

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At supply chain service provider Crescent, a “lean Sigma” culture shapes everything from client en-gagement to employee growth.

“At the end of the day we want to grow and be profitable,” CEO Chris Taylor said. “To do it you need to get and retain clients. You have to show cost savings, innovations and ways to improve their supply chain.”

The lean Sigma approach, based on General Electric’s Six Sigma, works to eliminate waste and defects and to produce more efficient work and cost savings for clients.

At Crescent, Taylor and his executive team train employees in lean principles, so that there are now black and green belts throughout the company. They also conduct simulations with front line associates.

The results lead to deflationary pricing for key customers, more engaged employees and improved client relations.

But the approach does put pressure on Crescent to consistently boost its performance.

“We guarantee clients a certain percentage in costs savings and we give it back to them,” said Dena Czeiszperger, vice president of human resources and organizational development.

Taylor likens it to the Good Housekeeping Seal.“We put our checkbook where our mouth is,” he

said. “It gets harder year after year to have to climb

up into the tree and cut the branches the longer you have a client.”

Crescent works to enhance the value of client products in the marketplace. Its services include transportation, promotions, co-packing and logistics (warehousing and distribution) for consumer pack-aged goods and industrial manufacturing companies. Current clients include L’Oreal, Kraft Foods, General Electric Aviation and Beiersdorf AG.

Crescent operates four facilities totaling more than 1 million square feet throughout the Midwest: two in Cincinnati, one in Chicago and one in Mason City, Iowa.

Everything the company does is employee driven, Czeiszperger said. Management offers numerous resources to help employees grow within the com-pany and as individuals.

Crescent is a service business. That means its truck drivers, fork lift operators and other front line per-sonnel often are interacting with clients.

“Our work involves employees working directly with clients,” Taylor said. “The more they are part of our company, the better off we are in terms of servicing client needs.”

To that end, associate goals are aligned with team goals and corporate strategy, so that everyone is moving in the same direction.

Goals and results are posted on large boards throughout Crescent facilities, so that everyone can get a snapshot of how things are going.

“From the corporate standpoint, we know where we are going, but if not all of our people know, it won’t work,” Czeiszperger said.

Tenure and turnover rates at Crescent speak vol-umes about its success.

Among employees, the average tenure is more than 10 years, which is unusual in the logistic in-dustry, where turnover rates average between 25 and 30 percent.

Czeiszperger and Taylor credit their employee de-velopment programs. A web-based, 360 degree per-formance management system gives solid feedback and helps develop goals based on key performance indicators. Individual Development Plans also are created to help employees advance.

Numerous training programs, from wellness of-ferings to seminars on diversity, stress management and working with a Hispanic workforce are offered.

And employees do grow within the firm. Two examples:

Brad Daubenmire started as a warehouse asso-ciate in 1991. He progressed upward to inventory supervisor and logistics supervisor. He attended numerous classes and trainings and earned his Six Sigma Black Belt. Daubenmire is now quality man-ager for contract packaging.

Jason Gerwel started at Crescent in 1999 while attending school. He earned a degree in industrial management, and his Six Sigma Black Belt. He now works as quality manager for logistics and plays a vital role in Crescent’s relationship with GE Aircraft Engines.

Chris Taylor founded Crescent with David Taylor

in 1987. At the time it was part of his family’s Taylor Warehouse & Distribution Co., which dates back to 1850. Chris Taylor formed Crescent as a non-union logistics company and quickly expanded in to a full-service supply chain services provider.

To plan for future growth, Taylor and his ex-ecutive team just started using a two-year rolling strategic planning cycle. The nature of their busi-ness makes it too difficult to plan far into the fu-ture, Taylor said.

Instead, the lean Sigma culture helps zero in on issues in finance, client relations and internal devel-opment. Goals are created from the tactical issues that each group within Crescent brings to the table.

“It all builds on itself,” Taylor said. The rolling process allows Crescent to be more

nimble and compensate for economic changes in the market as clients change their business mix with the company.

“We are managing up and managing down,” Taylor said. “Our team has become pretty efficient at being able to remain profitable and service clients and not have to cut back.”

When it came to creating new ways to better serve customers, Jeff Thomas knew not to assume he had the best answers.

The president and CEO of delivery firm Priority Dispatch Inc. turned to his staff for help in stra-tegic planning.

And did he get an earful.“I focused on did we do it on time and that was

my only criteria for success,” Thomas said.What ended up happening? Employees and driv-

ers told their boss about the many events that take place during a delivery. Was it secure? Were drivers professional? Was the billing accurate?

“I was failing because there are all these other events in between I wasn’t paying attention to, like training, professionalism, invoice accuracy and the courtesy of our drivers,” Thomas said.

Priority Dispatch associates captured those met-rics. Thomas and his sister Julie Thomas, vice presi-dent, and the rest of the executive team then used that information to create the Priority360 Delivery Event Management system.

“It’s a more robust, holistic approach,” Thomas said.

And it is delivering more business to Priority’s doors.

When Priority360 was rolled out with existing customers, it quickly proliferated business, Thomas

said. “We started serving them so much better that they wanted us to serve them in other cities, too.”

Priority recently expanded into Michigan as a result.

Today the company started by Jeff and Julie’s father Dick in 1973 operates delivery centers in: Cincinnati, Dayton, Columbus, Cleveland, and Toledo, Ohio; Ashland, Beattyville and Lexington, Ky.; Chicago; Livonia and Grand Rapids, Mich.

Priority employs more than 85 associates and 850 independent contractors.

The strategic planning that birthed the Priority360 system was an “arduous process,” Jeff Thomas said. But it left him with a much more actionable way to lead his family company and develop his people.

“I know that all decisions are in line with what we think the market is doing and what we are trying to do,” he said. “There are guard rails built in. It really helps you stay focused and leads you to execute.”

That is especially important in the new economy. The Great Recession redefined the delivery world as customers began to seek discounted services.

Priority’s new plan is bearing lots of fruit.“Revenue is vanity,” Thomas said. “I wanted

additional profitability and this plan has allowed me to find greater value which results in greater profitability.”

As the Thomases and their front line employees execute the strategic plan they are building bigger market share, too.

That result is due to the fact that employees are closest to the customers. And since they co-au-thored the plan, they are motivated to sell it.

Associates and independent contractors learned what works, what does not, and how to address and resolve critical issues when they arise.

True transparency is built into the process through the use of Key Performance Indicators

for each employee. Those goals are tied to the stra-tegic plan and allow staff members to track their performance.

“It helps better manage how they impact the customer,” Thomas said. “Customers tell us it is making a difference.”

As Priority expands into other geographic mar-kets and industries, the lessons learned through creating Priority360 should help the Thomases maintain priorities for the business.

With much of their business now in health care and pharmaceuticals, Jeff Thomas said he has to be careful to “continue to serve current clients ex-ceptionally well, but it can’t distract me from serv-ing others.”

So he is working to diversify and build a cross section of business clients.

Such change is not new to Priority Dispatch.Six years ago almost half the firm’s jobs came

from financial institutions. But the introduction of electronic checking changed things dramati-cally. It took time for Thomas to replace the bank business he lost.

“Hopefully the health care industry will pro-

liferate and I can still find great growth there or elsewhere,” Thomas said.

His philosophy on being a business leader should serve him well. Thomas said being a family business has only helped because he and sister Julie Thomas can retain so many of the guiding principles and core values they have as a family.

“I’ve always said I’d rather be a smaller company with great principles than a larger one and have to compromise on that,” Jeff Thomas said.

The Thomases have worked with consultants to learn how to work together and still retain respect for one another as family members and business owners.

They try not to integrate those relationships at work, but Thomas said he thinks being a family business is important and has served his family well because “it weaves us all together in a value system created by Thomases.”

Jeff Thomas sees great value in family owned businesses.

“People still want to buy a relationship,” he said. “They are buying me and my values and my com-mitment.”

Crescent Corporation

Priority Dispatch, Inc.

Left to right: Tom Schwallie, Dena Czeiszperger, Chris Taylor, Brad Nucci & Dave Combs

Left to right: Dick Thomas, Jeff Thomas & Julie Thomas

FAMILY BUSINESS AWARDS





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Refocus. Readjust. Reducate.At Sibcy Cline Realtors, “we are not sitting still,”

said CEO Rob Sibcy. “In the past two years we have refocused our attention on the basics of the business because of the economy we’ve been through and the changes in the real estate business.”

Those changes are unlike any Sibcy – who became president of his company at age 25 – and his wife Pam have seen. They’ve witnessed a severe drop in home values, between 20 percent and 30 percent. And technology is now a key driver in sales suc-cess, client engagement and employee development.

“It’s been an adjustment to go back and re-educate agents and managers and the management team and say we are in a different environment,” Rob Sibcy said.

Sibcy Cline was founded by Rob’s grandfather Joseph in 1930. Today it is the largest real estate com-pany in Greater Cincinnati with 22 branch offices and 1,350 agents.

It is a true family business. Rob and Pam’s daugh-ter Robin Sheakley is the president of Sibcy Cline Relocation Services and oversees the core services’ divisions – training, mortgage, insurance and title. Daughter Shannon is an agent with the Hyde Park office.

A family atmosphere permeates the company. Pam Sibcy said that culture serves everyone well.

“We have really come to appreciate all the people that are involved with us and how they have really

weathered the storm,” she said.The Sibcy’s said they’ve worked hard to keep ev-

eryone uplifted, happy and going strong. “That is the key. That you can come and be happy and enjoy what you are doing,” Pam Sibcy said.

Efforts include office-wide contests and support of community non-profits, including the United Way of Greater Cincinnati and “focuses on other things than just the immediate business,” Rob Sibcy said.

Internal changes include new programs to help agents be more effective and take some administra-tive burdens off their plates.

“We’ve been very progressive in going forward and not just waiting for this economy to pass,” Rob Sibcy said.

A new online training suite called Institute 2.0 is available from Leading Real Estate Companies of the World. Agents can access it from home or the iPad to brush up on particular topics, earn continu-ing education credits and access a reference library.

Technology is a tool that Sibcy Cline knows how to leverage for its two most important clients: cus-tomers and agents.

“The more tools we can give, whether social media or other types of marketing materials, the better it works for both of them,” Pam Sibcy said.

The company’s website is a driving force and Pam Sibcy said the economic downturn made amping up technology vital. This year the agency added quick response or QR Codes to all “for sale” signs to feed property listings to drive-by mobile phone users. It has an iPhone app, too.

Past advances include the Appointment Center, which can recall database-driven showing informa-tion. The “HomeWatch” e-tool monitors new listings for potential buyers via email notification. Marketing Activity Reports tell clients about marketing activi-ties used to sell their homes. Market Update email reports keep clients informed about area home values.

It’s a delivery system of information that Rob Sibcy said is constantly under improvement.

“As information became available there was a feeling out there that if you give people too much information, there is no reason for them to contact you” Rob Sibcy said. “One of the decisions we made years ago was that we would give people as much information as possible and they will want to do business with us because we are the easiest place to do business.”

Information sharing carries through internally, too.The Sibcys and their executive team keep their

staffs up-to-date on the state of the company and work to promote from within. Many employees have tenure of 20 years or more.

“We are all on the same team,” Rob Sibcy said. “It’s not just a job. We are all in it together.”

One rewarding perk: The second-generation Sibcy employees. Pam Sibcy said many agents are the sons

and daughters of existing agents. A newly hired pho-tographer is the child or a Realtor.

“It’s kind of fun to see how it has evolved,” Rob Sibcy said.

Rob and Pam Sibcy said they strive to make ev-eryone feel empowered in their jobs. They look for leaders and train them up. And just as daughter Robin is being groomed to run the company, man-agers are encouraged to use their vision to run their piece of the firm.

“We try to make sure we have really great people and we let them go,” Pam Sibcy said.

That speaks to the Sibcy’s positive outlook about almost everything. The couple embraces the “joy of discovery” as Rob Sibcy puts it, and is energized by new ideas, said marketing director Susan Knabe.

“There is no arrival,” Rob Sibcy said. “We are con-stantly on a journey.”

Sibcy Cline, Inc.

Pam & Rob Sibcy


Winner75+ Yearsin business

9031 Meridian WayWest Chester, OH 45069ph: 513-645-0111fx: 513-645-0112www.sbs-ohio.com

“Great Products... Even Better People!”

LED Lighting

Document Systems

Air Purifiers

Professional Projectors

Professional LCD MonitorsDigital Signage / Touch Screens

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For over twenty years the Goering Center for Family and Private Business has been bringing tri-state busi-nesses together in a safe haven environment where member busi-nesses can share their unique issues, insights and collaborate to strengthen and prolong their business legacy.

However, none of that work would have been possible without the tremendous sup-port from volunteers who donate their time, expertise and intellectual property to help family and pri-vate businesses succeed.

“We at the Goering Center quite literally depend on volun-teer help,” said John Goering, founder of the Goering Center. “It’s important for us to recog-nize those whose outstanding

contribution allows us to do the work we do.”

The Center’s Next Generation Institute, a highly-interactive eight-session forum that pre-pares the current owners and potential successors of family and private businesses how to suc-cessfully transition roles and ownership over time, has been presented by experts who donate their time.

Our Board of Advisors has over forty exceptional volunteers. In appreciation of the

outstanding contribution of those who donate their time and expertise to the Goering Center, the Board of Directors established the Keith Baldwin Volunteer Award. “The award is named for Keith Baldwin because he epitomized the type of volunteer that is so valuable to

the Center,” Goering said. “He is someone very devoted who gave endless time and expertise as a volunteer.”

Keith Baldwin is the founder and former president of Baldwin-Gilman Associates. His passion for family business led him to serve on the Goering Center’s Board of Advisors for more than a decade. He served as the first co-chair of the Program Committee where he worked for three years to identify, create, evaluate and enhance new mem-ber-driven offerings. Perhaps most importantly, Baldwin served pro bono from February through July 2008 as the interim director of the Goering Center, while at the same time leading the search for his successor.

The 2011 Keith Baldwin Volunteer Award is awarded to Tom Flottman, CEO of Flottman Co. for his exemplary service to the Goering Center and to the tri-state’s family and

private business community.Tom Flottman has volunteered

countless hours to the Goering Center and the business com-munity. One of the original Core Members, Flottman has served the Goering Center over twenty years. During this period he has been continuously active introducing new businesses to the Center, connecting members with programs that can help their business and shaping the Center’s programming. He cur-rently serves on the Board of Directors. Flottman was the first Core Member volunteer to Chair the Board of Advisors, doing an outstanding job of establishing and engaging the committees now operating. He is the incom-ing chair of the special events committee that organizes and coordinates this annual celebra-tion of family and private busi-nesses. Tonight he is honored for his long-term service and dedica-tion to the Goering Center.

2011 Keith Baldwin Volunteer Award

WE EXTEND OUR SINCERE APPRECIATION TO ALL OUR CORPORATE PARTNERS

Event Sponsors:

Business Courier • Cassidy Turley • Cincinnati Growth Partners

Clark, Schaefer, Hackett & Company • Dinsmore & Shohl • First Financial Bank

Frost Brown Todd • Graydon, Head & Ritchey LLP • HORAN

Johnson Investment Counsel • Katz Teller Brant & Hild • KeyBank • Mellott & Mellott, PLL

PNC Bank • Sharp Business Systems • TechSolve, Inc. • Wood and Lamping

Event Sponsors: Event Sponsors: Event Sponsors:

&

GOERING CENTER BOARD OF ADVISORSJohn B. Goering*

Sidney L. Barton*Goering Center

Keith BaldwinBaldwin Gilman LLC

Pam BeighSalescore Inc.

Tom BinzerUSI Insurance

Doug BoltonCassidy Turley

Ken ByersKen Byers & Associates

Michael CassaniFirst Financial

Gary ConleyTechSolve

Thom DeutschSpringDot, Inc.

David Deye*Deye Enterprises

Mike ElegeerPNC Bank

Barry ElkusBaldwin Gilman LLC

Tom Flottman*Flottman Company, Inc.

James Funch, Jr.Funch Lumber Company

Dean R. GaudinOTS

Larry Grypp*Goering Center

Brad HaasKatz, Teller, Brandt & Hild

Kevin HaasNational Band & Tag

Tara Steinhauser Halpin*Steinhauser, Inc.

Jeremy HaydenFrost Brown Todd, LLC

Dan HeydGraydon, Head & Ritchey

Julie HighleyHORAN

Bryan HollandHolland Communications

Michael JordanJohnson Investment Counsel

Tom KlinedinstR.G. McGraw Insurance Agency

Michael JordanJohnson Investment Counsel

Christye LeasureGhent Manufacturing

Mark MeyerKey Bank

Mary Miller*JANCOA Janitorial Services, Inc.

Ken NatorpNatorp’s, Inc.

Chris RamosFifth Third Bank

Albert ReillyRough Brothers, Inc.

Ron Rosselot*The Rosselot Financial Group, Inc.

Richard RumplerMellott & Mellott, PLL

Steve ScherzingerScherzinger Pest Control

C.J. SchmidtWood & Lamping, LLC

Tony Schweier*Clark, Schaefer, Hackett & Company

Cary SierzPNC Bank

Mark Signorelli*Cincinnati Growth Partners

Jason SimsDinsmore & Shohl LLP

Mike Sipple Sr.Centennial, Inc.

Melissa Kline SkavlemGardner Publications, Inc

Jamie SmithBusiness Courier

John Spencer*Decision Services

David Szymanski*Dean, UC College of Business

John Steele, JrHilltop Basic Resources, Inc.

Tina TaylorQualigence International

Jonathan ThedersClark Theders Insurance Agency

*Board of Directors

Keith Baldwin

Tom Flottman


21B




For (G1) Owners/Leaders: Family business owners face unique and consider-able challenges. As they approach their succession planning, they often wonder: How and to whom do I transfer ownership and leadership? When and at what price? How can I let go? How much income will I need? What will I do, who will I be, and what will my life be like after the transi-tion?

For (G2) Successors: Likewise, poten-tial successors face related issues. They often ask themselves: Am I ready? Can I do it on my own? Would I be happier doing something else? What is the business worth? How will I finance the purchase? Will I be accepted? Who can help me fig-ure out all of this?

The Next Generation Institute helps owners and their “next generation” suc-cessors identify succession planning issues and address them together.

The Next Generation Institute (NGI) was established to help the Goering Center fulfill its mission “to help family and private businesses succeed.” Since its founding, NGI has helped more than 190 business owners and leaders understand succession planning and the related issues.

In seven monthly half-day sessions, NGI teaches family and private businesses how to transition roles and ownership by creating a mutual vision for the company

and engaging essential advisors and peers. Side-by-side, with the support of expert facilitators, both generations will learn invaluable lessons on how to jointly begin the path to transition

Mike LaRosa, CEO of LaRosa’s Inc. says “The preparation we received at NGI alerted us early to issues we would face and provided solutions that helped make our succession planning more effective.”

Studies show that many business own-ers fail to plan for either strategic business growth or for succession. When leaders serve as the head for both business and family, they may believe that their suc-cession wishes will be carried out posthu-mously—simply assuming their family will know what they want to happen after their death and execute their plans accordingly.

What leaders often do not anticipate is the family strife that occurs when a succession plan is not clearly in place. Commonly, the family does not agree with the wishes of the family member that has passed away, resulting in dissension and chaos.

Additionally, business owners frequent-ly face pressures not to change. They may have been raised to run the business the way previous generations did. Change may involve risk to the family’s financial legacy. Such pressures may be hard for the suc-cessor generation to understand, acknowl-

edge, or appreciate. The successor generation faces its own

special issues in preparing for ownership. They are more likely to know new manage-ment processes, to know the crucial role of new technology, and -- if they worked elsewhere prior to joining the family firm -- to understand new and different ways of working. Suggestions on how to incorpo-rate these lessons into the family business can be unwelcomed by the G1 leaders. As a result, G2s may feel torn between sustain-ing the family business structure and prac-tices versus using their acquired knowledge to change and move it forward.

In order to implement a successful ownership and leadership succession, busi-nesses must address four key factors: 1. Knowing their strengths, weaknesses,

personal characteristics and develop-ment needs.

2. Recognizing the issues and problems that affect the successful ownership transition.

3. Understanding proven, time-tested processes to deal with these issues and problems.

4. Having knowledgeable, expert peers, mentors or advisors that understand the specific situation and provide grounding, advice, and support throughout the process. For a truly satisfactory transition, it

is also crucial for each party to place the interests of the business first—operating in a collaborative spirit and recognizing that others are involved in the process.

Family businesses face a multitude of problems in succession planning which can prove incredibly difficult to navigate. These issues are most easily—and most effectively—dealt with when there is a true partnership between generations in creating and implementing plans using proven methods. Through its teaching and encouragement, the Next Generation Institute assists in ensuring an effective succession process. The Goering Center is committed to continually improving NGI in order to adapt to current trends and conditions. These are challenging times for family and private businesses to grow and transfer. NGI is a necessity for the smoothest transition possible.

“What we learned through the Next Generation Institute was critical to our suc-cessful transition to the fourth generation.”

Bob Graeter, Vice President -- Graeter’s, Inc

The Goering Center is currently accept-ing applications to the Next Generation Institute. The next session begins on November 8, 2011. Space is limited; call 513-556-7185 to reserve a spot in this class.

Next Generation Institute:Where Present & Future Generations Unite for Success

The Next Generation Institute is currently accepting applications for the next session, beginning on November 8, 2011.

Next Generation Institute Registration and Referral FormI am interested, please contact me.

Name: _______________________________________________________

Company: ____________________________________________________

Address: _____________________________________________________

City/State/Zip: _________________________________________________

Phone: ________________________ Fax: _________________________

e-mail: ______________________________________________________

M. B. Hammond, Assistant DirectorGoering Center for Family and Private BusinessUniversity of Cincinnati, P.O. Box 210228 Cincinnati, Ohio 45221-0228Telephone: (513) 556-7185 • Fax: (513) 556-7090 • e-mail: [email protected]

Distributors & Fabricators to the Electrical Industry

Congratulations to the 2011 Family & Private Business Award Finalists!

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In 1989, John and Gloria Goering made a significant gift to the University of Cincinnati Foundation to establish a family business center. John Goering, a former professor and Registrar at UC, had a long history and affec-tion for the university. The Goering Center was born as a result of Mr. Goering’s wish both to contrib-ute to the community and to UC. Today, as a non-profit organiza-tion located in the University of Cincinnati’s College of Business, the Center is a place where family businesses are nurtured, educated, and challenged to evolve.

As it celebrates its 22th anniver-sary, the Goering Center continues to strive towards its mission: to drive family and private firm suc-cess through excellence in train-ing and education. Ultimately, the Center hopes to inspire family businesses to grow their compa-nies and transition ownership. By helping companies pass from gen-eration to generation, the Center serves as a community initiative—helping to maintain healthy, vibrant family businesses and employment

opportunities within the local area. Through their various ongo-

ing programs and institutes, the Goering Center addresses typical issues a family business may face, such as: succession planning, lead-ership development, governance issues, advisory boards, communi-cation techniques, compensation issues, conflict resolution, and stra-tegic planning.

Currently, the Goering Center has 177 Core Members (all private-ly-owned businesses), 40 associate members (companies that have an active interest in family businesses), and 19 Corporate Partners (who sponsor and underwrite programs). While the Goering Center’s average program attendance has increased over 50% in the past two years, they are focused on continuing to grow their Core Membership. Larry Grypp, President of the Goering Center, says that “we want our programs to be of such value and quality that they will encour-age our members to participate, to attract more members, and to con-tinue as active members.”

Members of the Goering Center

participate in several one-day events such as: executive lun-cheons, Core Member breakfasts, half-day educational forums, and executive roundtables. Additionally, the Center offers several multi-day programs: the Strategic Planning Institute, the Leadership Development Institute, the Business Board Institute, and the Next Generation Institute. Through participating in these multiple pro-grams, members not only network with one another and share in their personal experiences, but also learn how to maximize leadership, devel-op long-term and strategic plans, and transition the business to the next generation.

The Goering Centers is gov-erned by a Board of Director, a Board of Advisors, and a Management Team. The Board of Directors, which is currently composed of 7 members including the Dean of the Carl H. Lindner College of Business, sets the cen-ters’ policy and strategy. Their Board of Advisors consists of 42 volunteers and the management team is comprised of President,

Larry Grypp, Membership Director, Steve Hater, and Assistant Director, Mary Beth Hammond.

Steve Hater, Membership Director, has experience in all fac-ets of management in a privately held, family-owned business. Steve joined the Goering Center in 2009 after 34 years in his family’s busi-ness, Hater Industries, Inc. Mr. Hater states “being associated with the Goering Center is extremely enjoyable, enlightening and fulfill-ing. The Center has great members, volunteers, advisors and a stellar staff. Working with all of these outstanding individuals is truly a rewarding experience.”

Mr. Grypp, who spent 38 years in corporate America before retir-ing as President/CEO of two of the Western Southern Life insurance companies, states, “what we hope people understand is that whether you are a family or privately owned business, this is the place to be. When a family business seeks a learning center, we hope they think Goering Center first. Our goal is to optimize family business and foster a legacy that endures.”

Goering Center.....”the place to be”

Judging for the Goering Center Family and Private Business Awards is a challenging and interesting experience . It is a great way to be involved with the Center while teaming more about the best family and privately owned businesses in the Cincinnati/Northern Kentucky Region .

Through the years, the Goering Center has compiled a list of the ten best practices of successful family and private businesses . According to the Center’s research, companies that have the greatest chance of con-tinuous growth and sustainability :1 . Articulate a clear family business

philosophy, resulting in a family charter that outlines policies con-cerning employment, ownership, compensation, management, con-flict resolution, and personal and corporate responsibility .

2 . Develop, regularly update, and communicate a business strategic plan, with continuous measure-ment of the plan results.

3 . Develop and execute an employee performance management system including accurate, up-to-date job descriptions, agreed upon goals, and timely, truthful feedback and

evaluations.4. Implement leadership develop-

ment plans for key positions and possible successors .

5 . Establish either a Board of Advisors or Board of Directors including non-family members.

6 . Create contingency and estate plans that address the organiza-tion’s response in the event of disability, death or voluntary resignation of owners and key officers .

7. Create retirement plans of owners that address the organization’s response in the event of disabili-ty, death or voluntary resignation of owners and key officers.

8. Experience continuous financial success over time in terms of sales and profit growth .

9. Create an active and functioning family council that serves the purpose of community, company and family issues .

10. Embrace and encourage com-pany and individual community service.This year, the center chose to

focus on three of these best prac-tices:

1 . Strategic Planning

2 . Performance Management3 . Development of Future

LeadersThe nominees were asked to pro-

vide specific detail as to how their organization has implemented these best practices. It was our charge as judges to determine how successful each nominee has been in embrac-ing these best practices as part of their business culture. The overall winner in each of be six categories is the company within that category that has done the best overall job.

Many thanks to the Goering Center for a challenging yet reward-ing experience. While we could only pick one business as first in each category, we are reminded once again how many true winners there are in the family and private busi-ness community.

Your Judges,

Rick Rumpler

Kelly Wolski

Mike Miller

From the Judges: Thank You to Our 2011

Family & Private Business Awards Judges

Michael MillerPartner

Graydon Head

Kelly WolskiVice President,

Commercial BankingFifth Third Bank

Richard RumplerPartner

Mellott & Mellott, PLL

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Fifth Third Bank Congratulates:

Fifth Third Bank. Member FDIC. Equal Housing Lender.

All of the Goering Center

2011 Family and Private Business

Awards Finalists on your

outstanding accomplishment.

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2011 Goering Center Family and Private Business Awards

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