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BUSINESS PERSPECTIVE
Every year there are typically a few defining moments, but the past five months have provided the most unforeseen, unpredictable, and economically unraveling events of all-time. In January, the World Health Organization (WHO) announced that a mysterious coronavirus-related pneumonia had been identified in Wuhan, China. By February, the United States had declared a public health emergency, and by March, it was officially considered a pandemic. Travel bans were implemented, borders were closed, schools went virtual, and stay-at-home orders were announced. Health care systems were thrust into caring for an unknown virus that was rapidly spreading, while more than 10 million workers filed for unemployment, and a $2 trillion economic stimulus bill was passed by Congress. April, May, and June brought some easing of restrictions, but by the end of the second quarter, the U.S. economy (GDP) had shrunk at an annualized rate of - 33%, and over 100,000 small businesses were permanently closed. For many, it seems there isn’t much more that can go wrong. But as Henry Ford said, “When everything seems to be going against you, remember that the airplane takes off against the wind, not with it.” And most would agree that businesses will emerge stronger. Innovation will advance – many businesses have had to reinvent themselves. Speed will increase, and bureaucracy will be reduced. Automation will accelerate. Managers and colleagues will have a new perspective for all-things family. Productivity will improve from new technological infrastructures. With increased use of technology, expenses will be reduced, and with leaner staffs, the need and compensation for employees offering broader skillsets will be greater than before. In this issue of CityScope® magazine, we proudly feature local businesses and organizations, along with professional men and women who have been willing to share their wisdom and journeys in business with us. In the throes of one of the most challenging times for our country, we are grateful to each and every person who has participated with us. They have each endured challenges and setbacks, but prevailed through hope, patience, and perseverance. Their insights and stories are uplifting and encouraging. It is our hope that this – our Annual Business Issue – will inspire and help to remind us that we live in the greatest country in the world. History has shown that progress will come from challenging times. As John Quincy Adams wrote, “Patience and perseverance have a magical effect before which difficulties disappear and obstacles vanish.”
George Mullinix, Publisher
Visit online at business.cityscopemag.com
Also check out HealthScope® magazine and the Chattanooga Resource & Relocation Guide®
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Contents
[ ANNUAL • BUSINESS • ISSUE ]
20
Companies 20
Decades of Success 10 Companies Celebrating Major Anniversaries in 2020
42
What My Father Taught Me Sons Share Why They Have Followed in the Footsteps of Their Fathers
42
Organizations & People
10
62
At the Top of Their Game What Keeps These Locals Coming Back Day After Day
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From the Employee Experience to the Human Experience Cultivating a Meaningful Work Environment
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Projects Developed HOTELS
SpringHill Suites Chattanooga Downtown/Cameron Harbor
Fairfield Inn & Suites Chattanooga South/East Ridge
Moxy Chattanooga Downtown
495 RIVERFRONT PARKWAY CHATTANOOGA, TN 37402
1453 NORTH MACK SMITH ROAD EAST RIDGE, TN 37412
1220 KING STREET CHATTANOOGA, TN 37403
RE S I D E N T I A L
Fairfield Inn & Suites Chattanooga
Staybridge Suites Chattanooga Downtown
2345 SHALLOWFORD VILLAGE DRIVE CHATTANOOGA, TN 37421
1300 CARTER STREET CHATTANOOGA, TN 37402
Magnolia Creek 5427 LITTLE GEM LANE OOLTEWAH, TN 37363
RE TAI L
Owls Nest
CubeSmart Self Storage
Hawks Nest
5024 HUNTER ROAD OOLTEWAH, TN 37363
7637 LEE HIGHWAY CHATTANOOGA, TN 37421
7635 LEE HIGHWAY CHATTANOOGA, TN 37421
5 0 5 R iver f ron t Pa rk way • C h a t t a no o g a , T N 3 7 4 0 2 423.499.0497 3h.group
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Contents cont. Industries & Trends 84
Success in the Second Half 6 Professionals Who Have Navigated a Midlife Career Change
98
Outperforming Competition with Convenience Experts Share How They Use Convenience to Dominate Their Markets
Innovation & Entrepreneurship 102 The Power of Passion & Perseverance What Is the Secret Recipe for Success? 118
In Business, Sometimes It’s Just About Overcoming Fear Pushing Past Fear to Find Success
Strategy & Leadership 132 The Making of Great Leaders Hospital CEOs Share Their Thoughts on What Great Leadership Entails 144 Words of Wisdom One Word of Advice for the Next Generation 156 Building an Exceptional Executive Team Local CEOs Share Their Hiring Secrets
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“Focus on taking care of your people and, at the same time, keep your people focused on your core mission. This will set you up to improve your business’s productivity, performance, and ultimately, its success.” RYAN CRIMMINS,
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Chairman, Lawson Electric
Life Well Planned. We take pride in supporting the well-being of our clients by providing financial planning and investment strategies based on their specific goals.
Downtown office 537 Market Street, Suite 105 Chattanooga, TN 37402 | 423.756.2371 www.raymondjames.com/chattanooga
clevelanD office 3780 Ocoee Place NW Cleveland, TN 37312 | 423.614.1720 raymondjames.com/CooperAndCooper
Raymond James & Associates, Inc. | Member New York Stock Exchange/SIPC
Contents cont. VOLUME 27, ISSUE 9
| 2020
Publisher
George Mullinix
Sales & New Business Development
Cailey Mullinix Easterly
Sales & Business Development
Katie Faulkner
Art, Creative, & Design
Emily Pérez Long
Design
Lauren Robinson
Editors
Christina Cannon Lucy Morris Mary Beth Wallace
SEO/Digital Marketing
Micah Underwood
Contributing Writers Andrew Shaughnessy Photographers Rich Smith
Subscribe to CityScope® or HealthScope® magazines: Call 423.266.3440 or visit cityscopemag.com or healthscopemag.com and click “Subscribe.” A one year subscription for CityScope® or HealthScope® magazine costs $18.
173 Management
Financial Perspectives
164
186 Pandemics & Paradigms How COVID-19 Is Shaping the Future
Avoiding Talent Turnover Employee Retention Strategies
173 The Gold Club 30 Influential Business Leaders
190 Lump Sum vs. Dollar Cost Averaging Which Is Better?
Leadership / Entrepreneurship / Strategy / Innovation / Culture $5.95
ON THE COVER: Featured in the article “In Business, Sometimes It’s Just About Overcoming Fear,” Chanda Chambers built her company through grit, determination, and a will to overcome any challenges that stood in her way. Photography by Emily Long
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Emily Pérez Long
To receive advertising information, change your mailing address, or share your views on editorial: Call 423.266.3440 or visit cityscopemag.com or healthscopemag.com and click “Contact.” CityScope® and HealthScope® magazines and the Choose ChattanoogaTM – Chattanooga Resource & Relocation Guide ® (the magazines) are published by CMC Publications, LLC, a Chattanooga, Tennessee company. Reproduction in whole or in part without written permission is strictly prohibited. Views expressed herein are those of the authors or those interviewed and not necessarily those of the publisher, editors, or advertisers. The publisher, editors, and advertisers disclaim any responsibility or liability for such material. All content associated with and included in advertisements (ads, advertorial, and special promotional sections) placed in the magazines are the responsibility of the respective advertiser. CMC Publications, LLC, cannot and does not assume responsibility for any material contained within or associated with any advertisement. CityScope® magazine Copyright, CMC Publications, LLC, 1993 CityScope® magazine is a trademark owned by CMC Publications, LLC
Annual Business Issue
HealthScope® magazine Copyright, CMC Publications, LLC, 1989 HealthScope® magazine is a trademark owned by CMC Publications, LLC Choose ChattanoogaTM – Chattanooga Resource & Relocation Guide® Copyright, CMC Publications, LLC, 2011 Chattanooga Resource & Relocation Guide® is a trademark owned by CMC Publications, LLC
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Companies “There’s no shortage of remarkable ideas, what’s missing is the will to execute them.” - Seth Godin, Famed Author & Entrepreneur
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Decades of Success Whether it’s getting that first decade under your belt or wrapping up a century’s worth of blood, sweat, and tears, major milestones are worth celebrating. We asked the leaders of local companies celebrating significant anniversaries in 2020 to reflect on their history, their accomplishments, and their goals for the future. BY LUCY MORRIS
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Companies
Fancy Rhino It all started in the film club office at Covenant College. “We had a creative bunch of antiestablishment folks hanging out together all the time,” says Drew Belz, co-founder of Fancy Rhino, an agency that works with individuals and companies to create branded video content. “I think the idea for the company was less a business idea originally, and more an excuse to keep hanging out after we graduated.” It was a smart move. Just a few years after the launch of YouTube, opportunity was rife for a company that could provide quality video content in the market. “Brands were just beginning to understand the need for content – to be able to tell their story in a whole new way – and we saw a gap in the market and pitched the idea to a couple of investors, ultimately partnering up with Lamp Post Group.” In the early days, Belz says the company had more of a journalistic bent, and they were hired to tell some impactful stories. “In 2012, we produced a featurelength documentary alongside Howard High School, where we spent a year with the students, teaching them how to tell a story, how to work equipment, and how to narrate and own your story,” he explains. “It turned into almost a love letter to the school – its history and heritage, but it also dove into some of the problems the school had faced over the years. Seeing the kids’ faces the night we premiered the film to a packed house at the Tivoli – it’s a favorite moment of mine.” Fancy Rhino also produced a series of documentaries with Office Depot and Adopt a Classroom that focused on life-changing teachers, and another that followed community hero Nathan Sexton as he ran the Chattanooga Marathon while battling glioblastoma, an aggressive form of brain cancer that ultimately took his life. “So often, we each go through our lives not thinking about the meaning of our days, and as filmmakers, and even as advertisers, we get to examine that,” says Belz. “We believe deeply in the transformative nature of storytelling.” Besides launching projects with Air Jordan, Dick’s Sporting Goods, and other Fortune 500s, they’ve partnered with friends in town like Humanaut, Vayner, and Pathfinder to grow the creative scene in Chattanooga. On August 7, they launched a music video for local artist, Swayyvo, that was sponsored by Tennessee Valley Federal Credit Union. “We really, truly believe in original content as the primary brand driver in the future, and we’re ready to take the plunge,” says Belz. “We want to be a kind of publishing house, helping bring good stories out into the world.” B U S I N E S S .C I T Y S C O P E M A G .C O M
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3H Group For Hiren Desai, the beginnings of his company, 3H Group, occurred organically. “For my partners and myself, and alongside my wife, I was managing the development of a Country Suites back in 1993. By 2000, we had three Country Inns, and it made sense to create an overarching brand. That’s how 3H Group was born,” Desai explains. “In order to develop and manage Hilton and Marriott operations, we had to have a structure.” Since then, the company has grown from primarily hospitality projects to also incorporate other real estate developments and opportunities today. “We’ve diversified our offerings, but the same fundamentals go into everything as we expand,” says Desai. “We’re always looking at different real estate ventures and doing our due diligence to see if a project can be viable.” Some of the company’s more recent hospitality developments – like The Moxy by Marriott, located on Chattanooga’s Southside, and the AC by Marriott, located in Miami – are representative of the more modern traveler. “These feature new elements to hospitality,” Desai explains. “Modern travelers are looking for something
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20 local – something unique. This is the direction we’re going with the company.” Of course, setbacks are a given for any company, and economic downturns tend to hit the hospitality industry hard. “Traveling during recessions tends to be one of the first industries to shut down and potentially one of the last to come back,” Desai explains. “But it’s one of those things – we just have to adjust as quickly as we can.” Fortunately, the growth and positive trajectory far outweigh any more difficult situations. “The most rewarding part of my job over the years is the people who work with me, and many have been here since we started,” says Desai. “The relationships and friendships that have formed over the last 20 years are key. We’re really proud to have our entire team back after the COVID-19 shutdown. That’s been really rewarding after what we went through.” As for the future, Desai is forging ahead full steam. “If you had asked me if I’d be growing my own company after 20 years, I wouldn’t have believed you. But it feels good,” he says.
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30 Companies
Siskin Hospital for Physical Rehabilitation
Hope following personal tragedy spurred the creation of Siskin Hospital for Physical Rehabilitation 30 years ago. “The genesis of Siskin Hospital goes back to Mose and Garrison Siskin, two philanthropic brothers,” explains Robert Main, Siskin’s first president and CEO. “Garrison was taking a train trip and suffered a leg injury while in a small town and was taken to the hospital, where he was told it may have to be amputated. He prayed and said, ‘If you spare my leg, I will devote my life to helping others.’ The next morning, his prayers had been answered, and the amputation was no longer necessary.” The two brothers started Siskin Foundation in 1950 and opened an outpatient rehabilitation center nine years later. “They had a dream of opening a rehabilitation hospital in Chattanooga, but they both passed before their dreams could be realized,” explains Main. Fortunately, the foundation’s board, helmed by Dr. David McCallie, continued to build upon their legacy, and Siskin Hospital for Physical Rehabilitation was officially opened in 1990. “I got a call in ’87 saying there was this great opportunity to build a rehab hospital in Chattanooga. I said, ‘All I know
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about Chattanooga is that you drive through it to get to Florida,’” Main laughs. “But they asked me to come down, and the rest is history.” From the beginning, a major focus was placed on establishing a philosophy of service for the hospital that still rings true today. “The reason the hospital existed was to help people with disabilities reach their highest level of independence, and that’s still our focus each and every day,” says Dr. Matthew Gibson, current president and CEO of Siskin. And while the focus remains the same presently, efforts continue to ramp up. “Today, we’re working to enable even more access for patients to receive exceptional and transformational care,” says Dr. Gibson. Advancements in technology have allowed for telehealth offerings, and the organization has and continues to open new outpatient clinics across the area. As Tennessee’s largest acute rehabilitation hospital and one of a handful of freestanding, independent, not-for-profit rehabilitation hospitals in the country, Siskin continues to thrive. “You don’t have to go far to be inspired,” says Dr. Gibson. “Just walking down the hallways every day at Siskin, you can see miracles.”
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Companies
Chattanooga Ballet Professional Company
A mainstay of arts and culture in the city, Chattanooga Ballet unofficially began in 1973 (known then as Chattanooga Center for Dance), when founding members William L. Montague Jr., Barbara Tepper, G. Wayne Fleck, Mel Young, Deanne Irvine, and Molly Miles recognized children in the area deserved an opportunity to receive a quality professional dance education. “These were all leaders in the community who really saw a need that wasn’t being met,” explains Bob Willie, who served as executive director for the organization from 1987 to 2018. Karen Smith, who was new to Chattanooga at the time, came aboard as an advisor, and the school became a mecca for children who loved dance. And as the school flourished, it became clear there was room to add a new prong to the organization. In 1978, Alex Bennett, a principal dancer with the London Festival Ballet, came aboard as artistic director. Under his leadership, the company was founded in 1980. “During the ‘80s, the National Endowment for the Arts started touring professional companies from major cities throughout the United States,” says Willie. “With inspiration from these companies, smaller cities and communities started forming their own companies. Dance became decentralized.” Today, the professional company serves as a significant branch of growth for Chattanooga Ballet. “To be a member of 26
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a professional company means you are paid a living wage to be a professional dancer, work with choreographers, and perform across the city and region,” explains present-day artistic director Brian McSween. “These are dancers who are true artists – always willing to put a character or role before their own pursuits.” With a growing professional company, Chattanooga Ballet can expand its third area of focus, which is community engagement. “With a more robust professional company, we can start performing repertoire by choreographers that may not have been seen here in the past,” explains McSween. “For newer choreographers, we can provide a platform to create and get experience, and it gives our dancers an opportunity to perform across the Southeast, and hopefully even nationally and internationally in the future.” Of course, in addition to newer works, Chattanooga Ballet is widely known for its yearly production of “The Nutcracker,” whose 2019 sold-out performances broke records. “We performed for nearly 6,000 2nd graders last year,” says McSween. “For a lot of them, it’s their first introduction to professional ballet, which is special.” The future looks bright, and McSween believes it’s because they are focused on the purest of pursuits: “Our goal is to provide the community the absolute best in the art of ballet.”
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50 Companies
Creswell Richardson
“We keep manufacturers running,” explains Rob Creswell, president and CEO of local industrial equipment supplier Creswell Richardson. Creswell is the second-generation leader of the company, following in the footsteps of his father, Bob Creswell, who started Creswell Industrial Supply at 35, when the company he worked for wanted to move his family to Cleveland, Ohio. “My dad started the business because he realized that the big box stores of our industry were getting away from service and quality and just looking at price. He wanted a company that focused on customer service and quality products, and that’s been our focus for 50 years.” Of course, starting a business from scratch means growing pains. “He started it in our basement,” laughs Creswell. “My brother was 6, and I was 7, and we had parts all over our bedroom floor. Mom did the invoicing.” In 2009, Creswell Industrial Supply purchased Richardson Electric as a means of expanding product lines and further serving their customer base. (It also cemented their new name.) “We needed to be more than we were, so we expanded into electrical and mechanical engineering,” explains Creswell. “Our customers were reducing their vendor bases and needed a one-stop shop.” As is the way with timing, the acquisition proved a bit riskier than intended. “I didn’t know the recession was about to hit, so it was a difficult time – I think it was the only loan our bank did that month,” says Creswell. “But it was sort of my litmus test for if we’d be successful moving forward, and it worked out.” Today, the company is still changing daily, understanding the need for continual pivots. “Technology has changed our industry, and we have to keep up,” Creswell explains. “In the past, everyone picked up the phone to place an order, but now, they can text or email. So, things change, and we adapt.” With a team of 28, many of whom have been with the company for lengthy tenures, Creswell believes the people are the biggest success. “We don’t have a weak link in our company. That’s hard for companies to say, and they might not mean it. We do.” 28
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Tuftco Corp.
Founded in 1960, Southern Machine Company supplied the carpet mill industry with the equipment necessary to turn yarn into carpet. Though not a business you’d typically expect a CPA to explore, Jack Frost did just that when he and two partners – Bud Cobble and Lewis Card – merged Southern Machine with two other companies to form Tuftco in 1969. “Southern Machine was a client of my dad’s at his CPA firm,” explains Steve Frost, Jack’s son and current CEO. “Basically, Bud Cobble, who was the son of the owner of Southern Machine, and my dad became friends, and he approached my dad about the two of them going in together to buy the company from his dad. As they were orchestrating that, it made sense to merge with another tufting company here in town owned by Lewis Card, and they also brought in a third company to round out the business.” Today, the company has expanded its offerings and now supplies machinery for the world of soft-surface flooring, rugs, and artificial turf. It’s also entirely owned by the Frost family, after they purchased it full-out from a New York investment company that took over in 1977. “My dad and I put together the financing to buy it back 100% under family ownership, and it’s remained in the family since 1984,” Frost says. “When we were able to buy it back, we started reinvesting the profits back into the company through technology, computerization, and exports.” The reinvestments paid off. Boasting customers in 40 different countries, it’s clear Tuftco is a leader in the industry, and much of the company’s success can be pinned to the innovative and forward-thinking leadership. “We define ourselves more as a technology company than a machine company, since every machine we ship has a computer,” Frost explains. “The ability to design and visualize the placement of color and texture into carpet is fantastic. We can take a picture of almost any image, and the machinery can plant the type of color and yarn – whether it’s a logo or windblown sand on the beach – you can get to that point just with that digital imagery.” Though this year has been tough, Frost is proud of the company Tuftco has become, and he’s looking forward to the future. “Twenty-twenty is a bittersweet year for our company, as it marks our 60th anniversary, but it also marks the passing of my dad into his heavenly home. His legacy lives on, though, in the strong team of associates that we have who continue to work hard every day to keep our company strong and growing.“ B U S I N E S S .C I T Y S C O P E M A G .C O M
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Companies
Bea’s Restaurant “It started as a place where workers could come eat wholesome, homemade food on their lunch break,” Dusty Bradshaw says of Bea’s, a family-style restaurant located on Dodds Avenue. Bea’s was opened in 1950 when Bradshaw’s great-grandmother, Bea, and her husband, Bill, moved to Chattanooga to be closer to Bill’s brother, who was on the local police force. “There was a Chris-Craft boat factory here, and my nana started selling lunches to the workers. They only had 30 minutes to eat, so she worked hard to keep the hot food coming so they could fill up on hearty meals,” he says. The same comfort foods that defined the restaurant in its early days are still at the heart of the business today. “It’s good oldfashioned Southern food,” says Bradshaw. “We’ve got turnip greens, fried chicken, steak and gravy, chow chow, cornbread – everything made in-house, and it’s all you can eat.” Today, Bradshaw runs the restaurant alongside his father, after his grandmother and many aunts and uncles all took successful turns. His two sons, ages 15 and 17, and his nephew also help out. “We’ve always had success, but we stay humble about it,” says Bradshaw.
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“We’ve tried to have good morals and provide for the community.” That same humble spirit lends itself to Bradshaw’s favorite memories of the place. “The biggest highlights for us aren’t famous people coming in or anything like that. For us, it’s when someone brings their children in, and then their children have children, and then their children’s children bring in their children,” he explains. “To get to know so many people in the community and be a part of their lives, that’s what it’s about.” There are a few funny memories that stick out though. “Granny used to knock people’s hats off if they were wearing them at the table,” Bradshaw laughs. “She could get away with it. People would come in just to sit and talk to her.” The spirit of Bea’s certainly hasn’t changed over the years, but that doesn’t mean they’re stuck in the past. “I can promise we’re the only business in Chattanooga to have our own cryptocurrency,” says Bradshaw. Using a blockchain service called ICON, customers can store and redeem tokens for gift certificates. “It’s a great way to embrace the future without changing what we do best – our recipes and our service.”
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80 Companies
Insurance Incorporated
The name really says it all. As the story goes, Insurance Incorporated is the conglomeration of numerous independent insurance agencies in Cleveland, Tennessee, that have launched, grown, and merged over the last 80 years. “In 1940, J.M. Park started one agency, while in 1946, Salem Hyde started an agency of his own,” explains Davis Morelock, co-owner of Insurance Inc. and a second-generation leader. “That’s where it all began.” From there, each agency brought on new employees and leaders until the two decided to join forces in 1963, adopting the Insurance Incorporated moniker for the first time. Morelock’s father, Jeff, joined the company when a third merger – between Insurance Inc. and Cleveland Insurance – occurred in 1980. “Over the years, fathers brought their sons onboard, and the agencies continued to evolve,” explains Morelock, who joined the business himself in 2005. “When I was in school, I originally thought I wanted to be an engineer, but it turned out to be different than I expected. My dad, who owned the company back then, said I could try insurance but needed to get my license first,” says Morelock. 32
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“That was the summer before junior year. By senior year, I was fully dedicated to the idea, and I started immediately after college.” Today, Morelock is a co-owner of the business alongside Andy Lee, who’s been with the company since 1997. “My dad gave Andy and me goals to hit before we were even allowed to talk about buying him out,” explains Morelock. “We both hit and exceeded those goals, and that’s when the conversation began. If it had been a different story, he probably would’ve sold the agency. You really have to have the right people in place, and then you can hand it off.” Morelock and Lee credit their success over the last decade as owners to an incredible staff that helped make the transition smooth. “Stepping into a leadership position could’ve been tough, since some of the staff knew me when I was born, but we’ve been really fortunate to have a great team.” As for the future? “We’re going to continue down the path we’re on, serving our clients, the community, and the area, and keep working hard,” says Morelock. “We want to keep Insurance Incorporated going as long as possible.”
Three steps to growing your investments. The first begins with a question. What’s the most important thing when it comes to your investments? We think the answer might be safeguarding your wealth. That’s why we take a conservative approach to investing, balancing both risk and return. The second step? We recognize every client is unique. You have certain needs and objectives. And each of those should be reflected in your investment portfolio. We also keep a close eye on taxes so you can get the best after-tax returns. And step number 3? Patience. A well-managed portfolio won’t grow overnight but over time. If you invest in solid companies with a long-term track record of success, chances are you’ll come out ahead in the long run. We might also add, in addition to your investments, we take care of your tax and estate planning, risk and cashflow management, the monthly budget, even create a lasting legacy. In short, we build an entire financial life plan. Why not take the next step and give us a call? We’re Patton Albertson & Miller and maybe it’s time to step up your game.
Chattanooga / 423.414.2100 Macon / 478.742.5554 Atlanta / 404.917.2727 PattonAlbertsonMiller.com
Companies
Hasko Industries A horse trader born and raised in South Pittsburg, R.K. Haskew had a knack for business. In 1930, he parlayed his skill into a new venture buying and selling used woodworking equipment for planing mills, lumber and furniture manufacturers, and more, and he called it R.K. Haskew and Company. “I think it really started out as a side business, but he realized he could do it full-time,” explains Randy Brooks, Haskew’s grandson who was with the company for 46 years and who served as owner, president, and CEO for 30 years before stepping away in 2018. In 1952, Haskew hired son-in-law Louis P. Brooks, Jr. to learn the family trade. “He hired my dad to run it and pretty much told him to sink or swim – he was headed to the golf course,” laughs Brooks. “I came to work in ’72 and worked in the shop. I stayed back there for about 15 years, rebuilding and working on the equipment, really learning the good, the bad, and the ugly of them. I learned what good design elements were, and what were troublesome aspects of machinery.” That self-taught, on-site education would set the company up for its next iteration. “In the early ’80s, the hardwood flooring industry started making a resurgence – there was tremendous growth,” Brooks explains. “We started running out of used machines to supply,
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and they were becoming outdated anyway, so we actually started manufacturing our own machinery.” This new series of innovative machines, called the Hasko (Heavy-Builts), would modernize the hardwood flooring industry for decades to come. Brooks likens the natural yet necessary transition of the company to going from a used car lot to a car manufacturer. Though a massive shift, it worked well for the company, which officially rebranded as Hasko in 2002. “We started incorporating new technologies in our machinery to allow our customers to become more efficient, more productive, and able to make higher quality products,” says Brooks. “Had we not done that – had we just stayed in the used equipment arena – we would not be where we are now.” In 2018, Iron Range Capital, a private equity firm headed by Gary Stark, acquired the company, and Brooks stepped away from a leadership role, though he remains on the board. Looking forward, Stark is excited. “I have experience with other equipment manufacturers, and Hasko is a niche, high-quality brand. Our long-term goal is to grow the business,” he says. “We believe this kind of equipment can be used in a wide range of applications in markets that are largely untapped, and we look forward to exploring those opportunities.”
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Companies
Top Flight
Originally founded as Atlas Paper Box Company in 1920, Top Flight has pivoted a time or two over the last century. “My grandfather, Harry Thomas Robinson, along with two other area businessmen, Henry Bryan and Ed McMillan, launched the company as a new supplier of paper boxes for the textile industry,” explains present-day president George Robinson. “Companies were struggling to find boxes, so there was a need in the market for a business like that at the time.” As can be expected, the market changed, and the business had to change along with it. “We were making those same boxes and probably using those same machines when I started working here as a teenager in the ’70s,” laughs Robinson. “When the final operators of the machinery retired, we closed down that operation. It went from being the primary piece of business to really almost an internal vendor for our other divisions for a while.”
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The company experimented with several different products over the years as the market called for them – everything from paper milk bottle caps to envelopes and notebooks – even launching a new brand of products called Thoroughbred before retiring it in favor of a more market-savvy option. “In 1953, we purchased Top Flight out of Nashville and expanded upon that brand, which had a more successful distribution in the retail space,” Robinson explains. Today the company feels strongest in the ever-changing home, school, and office product space. According to Robinson, the pivots and changes to brands and operations wouldn’t be successful if the family-owned company hadn’t really focused on leadership changes from generation to generation. “Whether it’s a family business or not, the formation of the leadership group that comes behind you is vitally important. If you have great respect for the people who are outgoing and the work that they’ve done, you are better off,” he explains. “I’m not here to make my mark, and my cousins aren’t here to make their marks. We’re here to ensure the successful sustainability of the operation for the benefit of our customers, our employees, and our vendor families.” Over the years, Top Flight has transitioned from a regional player to an international powerhouse, and looking forward, they see continued growth. Robinson explains, “Looking to the next 100 years, the company’s primary initiatives focus on being a great place to work, building products to serve our domestic and international customers, and ongoing development of the company’s online interactions with the consumer.”
MIKE AND DEBBIE BROWN INVESTMENT ADVISORY GROUP OF RAYMOND JAMES
RETIREMENT PLANNING
P O R T F O L I O M A N AG E M E N T
TAX ADVANTAGED INVESTING
MIKE AND DEBBIE BROWN Financial Advisors
537 Market Street, Suite 105 // Chattanooga, TN 37402 T 423.756.2371 // T 800.537.3190 mike.brown@raymondjames.com // debbie.brown@raymondjames.com
©2013 Raymond James & Associates, Inc., member New York Stock Exchange/SIPC. 13-BR3KM-0007 BS 03/13
“Whether it’s a family business or not, the formation of the leadership group that comes behind you is vitally important. If you have great respect for the people who are outgoing and the work that they’ve done, you are better off.” - GEORGE ROBINSON, PRESIDENT
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6009 RIDGEVIEW CIRCLE, HIXSON, TN 37343
M MARLIN FINANCIAL & LEASING CORP. — Serving the Chattanooga Area for 38 Years
Marlin Financial has been helping businesses maximize the benefits of equipment leasing/ financing since 1982. With competitive rates, flexible leasing options, and exceptional customer service, the Marlin Financial team strives to accommodate every customer’s needs and budget.
W HO A R E W E ? Marlin Financial & Leasing Corp. is truly a team effort. Tommy Marlin, Jr., president, founded the Tennessee-based company shortly after graduating from the University of Tennessee in Knoxville. Marlin Financial currently has four employees with over 100 years of combined experience: Marlin; his wife, Dawn Marlin, who handles in-house accounting; Judy Harris, executive assistant; and Carisa Gasaway, operations manager. By working in association with 70+ commercial lending institutions, the Marlin Financial team has closed more than $300 million in various lease deals since 1982.
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“ Every year for 38 years, we have mailed football calendars in the fall, Thanksgiving cards in November, and Christmas cards in December, along with boxes of Russell Stover candy. We’re talking hundreds and hundreds of cards mailed to our customers, vendors, and banks. In the age of email and social media, I may be ‘old school,’ but I believe personal gestures like these make an impression. It’s the little things that make a difference in the success of a company.”
W HAT D O W E OF F E R ?
W H Y L E ASE ?
Marlin Financial specializes in equipment lease alternatives for businesses and municipalities located in Tennessee, Georgia, Alabama, and Kentucky. Customers choose between several tailored equipment leases, from a traditional lease – which includes a Fair Market Value purchase option – to a finance lease, or lease-to-own, which allows the customer to purchase the leased equipment at a cost of $1 at the end of the lease term. At Marlin Financial, a full range of equipment used in today’s business is available for leasing, including: • Automotive equipment (lifts, alignment machines, etc.) • Computer (hardware, scanners, software, workstations) • Construction (bulldozers, cranes, forklifts, trailers) • Manufacturing equipment • Medical equipment (CT scanners, MRI machines, ultrasound, X-ray) • Office equipment (copiers, printers, office furniture, telephones) • Printing presses • Restaurant (bar equipment, freezers, grills, ovens, tables, chairs) • Transportation (ambulances, company vans, golf carts) • And more!
According to the Equipment Leasing and Finance Association, approximately 80% of American businesses lease at least some of their business equipment, and for good reason. Not only does leasing conserve working capital, it also offers tax advantages – lease payments are 100% tax-deductible business expenses. Additionally, leasing allows a company to have access to the most cutting-edge technology, lowering its risk of being stuck with obsolete equipment. Whether your company is working with limited cash, or you simply want to keep debt lines free, leasing provides the flexibility to choose the term and lease option that best suits your needs.
Marlin’s license plate, which he’s had for years, is just one of the ways he advertises his leasing business around town!
6009 RIDGEVIEW CIRCLE, HIXSON, TN 37343
Dawn Marlin
Carisa Gasaway
Judy Harris
AC C OUN T I NG —
O P E RAT I O N S M A NA G E R —
E X E C U T I V E A S S I S TA N T —
24 years with the company
In-house bookkeeping
17 years with the company
General office manager
Handles back office work
Closes all deals
Tommy’s much better half
Great with IT and detail-oriented
Great people skills
W H Y C HO O SE U S ? The Marlin Financial team believes in an honest, straightforward approach to business with an emphasis on customer service. They have worked hard to build a strong reputation throughout the Southeast for their ethical practices and exceptional treatment of customers, vendors, and banking relationships; consequently, repeat business has been a large part of the company’s success. Marlin Finan-
cial has maintained an A+ rating from the Better Business Bureau since 1987 and received the ethics award in 2009. At Marlin Financial, you’ll find competitive rates that cater to the customer’s individual needs. What’s more, the Marlin Financial team will go out of their way to make leasing easier for the customer. Convenience extends to all aspects of the leasing process, from initial inquiry and negotiations to in-person inspections of the customer’s leased equipment.
“I have a very hands-on approach to my business. I love helping customers get the financing they need with our competitive rates, and I also love helping our vendors sell their equipment. No matter the size of the deal, whether it’s $25,000 or several million, every deal is the most important deal to me. I want my customers to feel prioritized, and I want them to know that we’re doing the very best job for them.” - T O M M Y M A RL I N, J R .
M
MARLIN FINANCIAL & LEASING CORP.
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The relationship between father and son is one of empathy, understanding, vulnerability, and virtue. Between the basic lessons, like how to hit a baseball, and the critical teachings, like how we should treat our partners, our dads provide guidance during our most crucial developmental milestones. In their own words, these gentlemen share what they’ve learned from their fathers, and why they’ve chosen to follow in their footsteps. Photography by EMILY LONG
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Companies
Dr. Andrew McDaniel Pictured with his father, Dr. James McDaniel Pediatric Dentistry & Orthodontics of Chattanooga As a child of an orthodontist, I grew up fascinated with my father’s ability to transform people’s smiles, including my own. As I got older, he encouraged me to explore different career paths, but I always came back to the idea of following in his footsteps. During dental school and orthodontics residency, one is trained as a clinician on the technical aspects of how to care for and treat teeth. It was not until I joined my father in practice that I truly learned that caring for patients is so much more than just treating their teeth. Patient care is a skill that comes with time, not training, and I could not have asked for a better mentor than my father. When I joined him in practice, he allowed me the freedom to set up new office policies and implement new treatment philosophies. He didn’t have to do this, but he did. We have shared many changes over the years – new office constructions, renovations, and most recently a practice merger. Throughout it all, he has always wanted to see me succeed, even if it meant putting his own goals and plans aside for my benefit. This is the type of person my dad is and who I try to emulate. My father is selfless, kind, and supportive, and I hope that I can instill these character traits in my own children as they grow.
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ury Real Estate Agents Are Equal! Not All Luxury Real Estate Agents Are Equal!
cDaniel has been awarded the prestigious ome Marketing Specialist™ (CLHMS) designation! Paula McDaniel has been awarded the prestigious
Certified Luxury Home Marketing Specialist™ (CLHMS) designation!
ng or selling a home, it is essential that you partner with a Whether areneeds buyingand or selling a home, your it is essential that you partner with a that can meetyou your understands lifestyle. real estate professional that can meet your needs and understands your lifestyle. Call Paula McDaniel Today! Call Paula McDaniel Today! 423.355.0311
Office Office 423.362.8333 423.362.8333 www.AllChattanooga.com Licensed in TN and GA
Cell 423.355.0311 Cell 423.355.0311 Info@PaulaMcDaniel.com Paula@PaulaMcDaniel.com AllChattanooga.com AllChattanooga.com
Companies
Brian Conn Pictured with his father, Paul Conn Lee University My father is a teacher at his core, but the more important lessons he has taught me haven’t been in a classroom. I’m going to list things I have learned from watching him over the years. And I suppose life will be the exam over how well I learned it. Be kind and gracious. Listen, observe, and try to understand other perspectives. Read everything you can. Doing something right is worth extreme personal effort. Every human being has value. Have high expectations for people, and they’ll prove you right more than they prove you wrong. Have higher expectations for yourself. Dreams are the fuel of a better future. Look ahead; only look behind for context, not excuses. For everything in your life that’s beneficial, there is someone to thank for it – express gratitude. Working together for over 20 years, I’ve learned too many things about higher education to list here, so instead I’ll sum up the most important things I’ve gleaned from him here at Lee University. Every single student is the apple of someone’s eye, the focus of intense personal love and hope. We can serve them better by learning to see each of them that way. It’s a complex time for most everyone who goes to college, but it’s an ideal place to make a lasting impact in their lives. If you find work that is challenging and that you feel you were built for, it’s a noble way to invest one’s life.
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You Deserve the Best
423.472.4365
For a free quote call
423.472.4365 or you can Handrails
Fences
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contact us on our website BeatyFabricating.com
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Creating World-Class Ornamental Iron Since 1979.
Companies
Hovig Yacoubian Pictured with his father, John Yacoubian Yacoubian Tailors My father (and mom too) has shaped my worldview to a greater extent than any other institution. His work ethic and desire to provide for his family serve as a working example of what it means to be a man. He came to the United States not really knowing the language, not knowing anyone other than his brother, and not having very much money. Because of the opportunity afforded by this great country, and his diligence and tireless work, he provided for himself and was able to raise his family. Anything is possible if you are willing to see it through. His unconditional support and tolerance have shown me what it is to be human. He has guided me when I’ve needed it, but also allowed me to fail and learn on my own. He has always had a knack for when and how to let me learn life’s lessons. Beyond the life lessons, the teaching, and the care, I feel as if I won life’s biggest lottery. I’ve been loved for my whole life, and for that, I’m infinitely thankful and lucky. When you know that you’re loved, regardless of any and all conditions, you’ve received the greatest gift you will ever get.
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Companies
Andrew Godbold Pictured with his father, Bill Godbold Leitner, Williams, Dooley & Napolitan, PLLC My father’s mantra is worth repeating: “If the facts are on your side, quote the facts; if the law is on your side, quote the law; and if neither are on your side, quote the Bible.” Bill (I call him that around clients and it still feels strange) enjoys a reputation as a hard-working, fair, and extremely capable attorney. He has received numerous accolades that only serve to confirm that point, but joining the legal profession provided yet another perspective of his strong character. I never cease to be amazed how he can invalidate the opinions of an opponent’s expert witnesses while maintaining civility and showing respect. Sadly, this is becoming a lost art. Just as a photographer works to keep a subject from being overshadowed, Bill has encouraged me to develop my own practice and personal style as an attorney. We tend to approach cases from differing perspectives, and when we tag-team depositions or hearings, our different life-perspectives yield better results for our clients. In my eyes, Bill’s greatest accomplishments come from his role as a father and grandfather. His 40+ years practicing law pale in comparison to the past four years as he has assumed the role of grandfather to my 4-year-old identical twin boys. Teddy and Beau think the world of him – indeed both of my parents – and are fortunate to spend time with them at the lake or their home several times a week. I only hope that I can set the same positive example for them that has been shown to me. I am truly grateful.
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Companies
Jonathan Johnson Pictured with his father, Alfred Johnson Church of the Firstborn One quote that will always stick with me that my father would tell me is this: “Good understanding makes good relationships.” What he was telling me is that you don’t have to always agree with someone to understand someone. I truly believe that this life lesson is more valuable today than ever before. We are living in a time when everyone has something to say but no one wants to listen. It’s not always about being right but doing what’s right. My father taught me that the right thing to do is to hear people out, because even if you can’t win the argument, you can save the relationship. This is the reason I decided to go into ministry like my father – to help people understand that the most important things we have in life are first, our relationship with God, and then, our relationships with each other. My father helps me to accomplish this task with my family at home, at church, and in life. I am sure that if I can just hold on to these principles I will have just as much, if not greater, success in ministry.
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Setting a Higher Standard
BP Construction and its homebuilding subsidiary Barry Payne Homes believe that standards in quality are meant to be surpassed — that’s why we continually raise ours. To learn how we can assist you with residential, commercial and development projects, please contact our office at 423-805-3497 or visit www.bpconstruct.com.
Companies
Nerren & Win Pratt Pictured with their father, James Pratt Pratt Home Builders My father has always been one of my biggest influences and role models in shaping my thoughts and decisions. As a young kid, he always reminded me to return what I borrow in a timely manner and to always put things back where I found them. He taught me to be humble and to be a saver. After I graduated college and we started a business together, I took to heart one of his more memorable pieces of advice: “If you simply do what you say you are going to do, when you say you’ll do it, your odds of success will increase tremendously because most people don’t.” That statement has always resonated with me when I’m faced with business decisions, and I feel strongly it’s why our business has experienced the success that it has for over 20 years. -Win My dad has taught me a lot of life lessons, but the most important lessons are determination, focus, and a never-give-up attitude. No one’s life is easy, but you must be determined to meet the daily challenges head on and have a never-give-up attitude to win each day. Ultimately, if we win more than we lose, we will succeed in life. Also, if you stay determined and focused, you will succeed because others will become distracted and lose focus. Just be the last man standing, and you will be at the top because others will become distracted, lose focus, and fall off the wagon. -Nerren
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During an economic crisis, sometimes your old playbook doesn’t have the solution you’re looking for. At HHM, we’re shining a light on important issues like expense control and vendor negotiation. We’re illuminating new profit opportunities and showing you actionable ways to reach your goals. Unprecedented times require unrivaled values and unwavering commitment.
Call 423-756-7771 to get guidance from one of our trusted business advisors. Together, we’ll find a way through this.
Companies
Weston Wamp Pictured with his father, Zach Wamp Millennial Debt Foundation My dad taught me to give a speech based on three main points. So here are three things he’s taught me about life in and around politics. First, for years he’s said that “neither political party has an exclusive on integrity or ideas.” This is important to remember in these hyper-partisan times. Second, he often says “the word encourage means to give courage.” He’s been an encouraging force in the lives of thousands of people in our community. If you know him, he’s probably grabbed ahold of your shoulder and let you know how much he loves you and bragged on you to whoever is around. In that way, he’s a lot like his dad, the late architect Don Wamp. And lastly, he’s instilled in me and my sister not to hold grudges. In the world of politics, that’s not always easy, but the man just does not hold grudges. Despite a lot of justified cynicism about politics, my dad was a citizen legislator who did it the right way and never forgot where he came from. Those are few and far between these days, but they are usually the ones who make a difference. It’s been a privilege to team up in recent years advocating for bipartisan reforms to clean up the way money dominates Washington. And more recently, he joined the board of the Millennial Debt Foundation, a nonprofit I created that is focused on convening generational leaders to address the national debt.
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Common House Chattanooga
Visionary Design, Exquisite Results Whether new construction or the reimagining of a historic structure, T. U. Parks’ qualification in this area is unsurpassed. From Warehouse Row in the 1980s to Loveman’s in the 2000s to the Read House and Common House today, we excel at making the old and historic new again – without sacrificing the original character that makes these projects unique.
Working together with our valued clients, owners, architects and subcontractors throughout the region, we use expert craftsmanship, innovative problem solving and collaboration to create truly beautiful spaces.
1207 E 23rd Street Chattanooga, Tennessee 37408
Companies
Dr. James Busch Pictured with his father, Dr. Joseph Busch Prime Imaging When I completed my medical training at Harvard in Boston, I chose to return to Chattanooga largely in part because of my father’s influence on my career. My dad has such a passion for medicine that it can be contagious. Practicing with him over the last 16 years has been very exciting, and we’ve achieved many national firsts and grown Prime Imaging and DRC into the largest outpatient radiology practice in Chattanooga. One of the most important things I learned from my father is that drive and effort can achieve a great many things that you might not otherwise think are possible. My dad grew up in a working-class household and was told that he should not consider college, let alone medical school. His drive and will allowed him to become the first in his family to graduate from college as well as the first Busch to graduate from medical school. That passion to push the envelope has permeated throughout our practice and facilitated the group to maintain excellence both locally and nationally. Even at 75, he is considered one of the top five prostate radiologists in the world and continues to strive for innovation in prostate cancer diagnosis and treatment. We are great friends and have a lot in common both in medicine and outside of work, especially a love of sailing and boating. Working with him these past years and transitioning the torch has been fun and such an honor.
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Photo by George Christian
LOC AL • CO NNEC T E D A Boutique Real Estate Company That Ranks In the Top 10 of Chattanooga’s Real Estate Brokers Established in 2017 by Jason Farmer and Kadi Brown, The Group Real Estate Brokerage began with a commitment to help others Define Home and bring to life what it means to live in the scenic city. The Group is a local independent real estate company dedicated to embracing the rich culture and vibrant communities surrounding Chattanooga. By focusing on quality, not quantity, and your individual needs, The Group consistently ranks among the most successful real estate companies in the Chattanooga area.
Urban & Suburban Residential Sales I Luxury Homes I New Construction & Development
OFFICE: 423.531.9000 V I S I T T H E G R O U P C H AT TA N O O G A . C O M F O R M O R E I N F O R M AT I O N
Hamilton Plastics is proud to announce the installation of its first Nine-Layer Co-Extrusion line in August 2020!
Hamilton Plastics Loyalty – Quality – Personal Attention
Harshad Shah
Founder/President
Guru Shah
Vice President
Tom Barringer
Founded in 1986, Hamilton Plastics designs, manufactures, and markets a wide variety of products ranging from converter grade films to high-performance barrier films, used in the food, medical, and industrial markets. Using three-layer to nine-layer co-extrusion technology, we are able to customize products to meet each customer’s unique needs.
VP of Operations
hamiltonplasticsinc.com | info@hamiltonplasticsinc.com
Shah Logistics focuses on a boutique approach to 3PL. In a crowded market, we set ourselves apart through professional, consistent, and honorable service. Our veteran brokers always honor our commitments.
Full TL LTL Flat Bed Reefer Intermodal
Boutique Brokerage Focused on
Honoring Commitments
2641 Riverport Road / team@shahlogisticsllc.com / shahlogisticsllc.com / Phone: 423.432.5169
Shah Trucking is a driver first asset-based trucking operation. Our veteran drivers enjoy state of the art, brand new Freightliner Cascadias.
Brand New Equipment
Chattanooga Chamber
+ Driver First
SBA Finalist
Our family culture and industryleading pay are unparalleled! 2641 Riverport Road / Info@shahtrucking.com / shahtrucking.com / Phone: 423.432.5169
We help transform financial advice into financial confidence. 25 Years Experience and Highest Client Satisfaction Ratings in the Region At Ameriprise, we walk you through every stage of life, from planning how to pay for college to planning for retirement. Working together using our exclusive Confident Retirement ® approach, we create financial plans that help you meet your goals and face the future with confidence.
James “Cody” Sims, CRPC™, AAMS™, AWMA™ Ameriprise Financial Services, Inc.
Financial Advisor Franchise Owner
T: 423.648.2900 F: 423.541.6594 Brabson Place, 412 Georgia Avenue, Suite 210, Chattanooga, TN 37403 James.e.sims@ampf.com ameripriseadvisors.com/james.e.sims
The Confident Retirement ® approach is not a guarantee of future financial results. Investment advisory products and services are made available through Ameriprise Financial Services, LLC, a registered investment adviser. © Ameriprise Financial, Inc. All rights reserved. (04/20)
Organizations & People “People are the most important thing. Business model and product will follow if you have the right people.� - Adam Neumann, Co-founder of WeWork
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At the Top of Their Game BY LUCY MORRIS / PHOTOGRAPHY BY EMILY LONG
These locals have spent their whole lives doing great things. But while some folks look forward to retirement, these men and women are continuing to climb, and they’re passionate about what they do. We asked how they got there, how it feels, and what keeps them coming back day after day.
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Organizations & People
Gill Jeong, MD Pulmonologist, Erlanger Pulmonary and Critical Care
CS: Did you always want to become a doctor, or were there other professions that interested you when you were younger? GJ: When I was graduating from high school, I
debated between a career in medicine or law. After the Korean War, I had significant health issues. Through this experience, I learned the value of compassion toward sick patients. With gentle, wise counsel from my parents, I was encouraged to seek a career in medicine, which has been a great blessing from the Lord.
CS: Have there been any influential people who helped you get to where you are today? GJ: During my residency training at St. Elizabeth
Hospital Northeastern Ohio University of Medicine, I had the privilege of working under Dr. Edward Kessler. I was a fellow under Dr. Philip Bromberg, who became my mentor as well as my teacher. These two teachers engraved in me the pursuit of analytical and logical processing to diagnose and treat patients based on accurate knowledge and pathophysiology of human bodies. When I hit a difficult medical roadblock, I still hear their voices even today.
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CS: Were there ever times you thought about changing careers or retiring? GJ: When I was retiring after 40 years of service at Parkridge Medical Group’s
Diagnostic Center, my wife and I prayed that God would lead me to the decision to either continue practicing medicine or change my career. The Lord did not waste even an hour to reveal His will – for me to continue practicing medicine. After this revelation, I joined Erlanger Pulmonary and Critical Care.
CS: When you look back on your career so far, what are you most proud of? GJ: When I look back at my career, I am so grateful that I have been blessed
with many friends, brothers, and sisters. Since our duty is to help sick patients, rarely we get into contentious situations. I am happy that I did my best to help others as far as this fallen creature may be able. I am also thankful for the quiet but mighty support I have received from my wife, four children, and now six grandsons.
CS: What advice do you have for those still looking to find that career they’re passionate about? GJ: For the younger generations who are still studying and considering their
future career options – aspire to find a vocation that will serve people and glorify God, and do your best within that vocation. Look forward, dream, and have a vison. Do not dwell in the past.
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Organizations & People
Lindsay Fussell Dance Teacher, Choreographer, & Director, Chattanooga Theatre Centre & Chattanooga State Community College
CS: When you were little, what did you want to be when you grew up? LF: I really wanted to be a movie star when I was younger, and
I’ve done a bit of film work here and there. I remember practicing writing my autograph as a kid. It was messy because all the ones I had seen were messy. The arts have just always been part of the fiber of my being.
CS: Where has your career taken you over the years? LF: I’ve been able to go to Brazil to teach and choreograph, to
Portugal, where I set a piece for the Lisbon Dance Company. I’ve been to Germany, Italy, Iceland, and South Korea with the Choo Choo Kids. I also toured military bases and taught things like improv and swing dance.
CS: Have there been any influential people who helped you get to where you are today? LF: Oh, I can’t say enough about my mentor, Nancy Lane
Wright. She moved to town with her husband in the early ’70s and started Dance Theater Workshop. It was a training ground for artists of all types, and I studied acting, voice, diction, dance, and choreography. It was something my soul was really hungry for, but I didn’t know it until it was available.
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I’d never experienced anything like that or any force of nature like Nancy. She really changed the face of arts – of dance – in this city, and I wouldn’t be doing what I am today without her influence.
CS: What’s it like to see your students go on to do incredible things? LF: I have so many students who have trained and gone on
to do really good things professionally – TV, film, Broadway. That’s special to get to Broadway and see one of your students perform. It’s really satisfying to know you may have been one small part of keeping that creative spirit alive for young people.
CS: What keeps you coming back day after day? LF: It feeds my soul and gives me a sense of purpose, in ad-
dition to keeping me physically active. Being able to support myself in the arts is not always an easy thing, but it’s worked for me for many years.
CS: What advice do you have for those still looking to find that career they’re passionate about? LF: You have to listen to that voice inside that’s wanting to get
out – that’s telling you what you want to do versus what you think you ought to do.
Organizations & People
Mickey McCamish Executive Director, Friends of the Festival
CS: You have quite the resumé! Tell me about your time in the Navy. MM: You know, it’s funny. My brother, sister, and I have all
worked our whole lives. My first job was actually at Engel Stadium selling Coca-Cola products back in the ’50s. But when I was in college at the University of Chattanooga, Navy and Air Force recruiters came to campus and said it was important to start looking at what your niche in life would be – what career path you wanted to take. So, I took the officer candidate exam for both and ultimately selected the Navy, where I had a 27-year career driving destroyers. That was a great career that I’m very proud of. I relive it just about every day because it was such a good fit for me.
CS: From there you spent time with Myrtle Beach Golf Holiday before returning to Chattanooga. Tell me about that transition. MM: After I retired from the Navy, I was recruited by Myrtle
Beach Golf Holiday, which was working to produce the first PGA senior tour championship. I was there for 16 years before retiring in 2018 and returning to Chattanooga. I think
I stayed retired for about 30 days … By 9 a.m., I had already hit golf balls, vacuumed, and taken the dogs for a walk, so I decided to go back to work and joined the Epilepsy Foundation of Southeast Tennessee as executive director for 10 years. Through that, I was able to create a partnership with Friends of the Festival, where I am now!
CS: What does your day-to-day look like? MM: I still maintain a lot of military habits, so I’m an early
riser. I get up at 4 a.m. and come into the office for a bit before I hit the gym at 6 a.m. I’m usually in the parking lot before the staff even arrives to unlock the door. Then after my workout, I head back to the office until closing time so I can have dinner with my wife. After that, I like to read or watch a bit of Andy Griffith.
CS: Why work if you don’t have to? MM: There are several reasons. First of all, my wife would kill
me if I was home all the time [laughs]. But also, it enables me to give back to the community that’s given me so much, to be involved, and to stay mentally alert.
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Organizations & People
Harry Burnette Founding Partner, Burnette, Dobson & Pinchak
CS: When you were little, what did you want to be when you grew up? HB: At the age of 7, I wanted to be a Major
League Baseball player, and it was not until a long time afterward that I decided I wanted to practice law. I actually got a teaching certificate out of college because many family members taught, and I thought it was a very honorable profession. I think I accidentally found my niche with practicing law.
CS: In your role, you’re giving back to the community. How does that feel? HB: Well, it’s great. And it’s the reason that
I don’t have any retirement aspirations. We represent employees and corporations in cases about race, religion, gender, pregnancy, age – discrimination cases. We do whistleblower cases. In each case, I’ve always felt like I’m representing the aggrieved party and doing the right thing. We take cases that we believe in and that we believe deserve justice.
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CS: When you look back on your career so far, what are you most proud of? HB: I’m personally proud of several things. I’ve been fortunate to win several million-dollar
jury verdicts. I have been elected to the American College of Labor and Employment Lawyers, which is the most prestigious employment lawyer organization in the country. I am the only lawyer in Middle or East Tennessee that has been elected to the college who represents injured employees. I have been named the Best Labor and Employment Lawyer for the entire state of Tennessee by Best Lawyers in America. I have received the highest rating of “AV” by Martindale-Hubbell for 30 consecutive years. This is an especially nice award since it is an election by lawyers and judges that is based on both skill and ethics. My personal “greatest, greatest” honor was being elected to the Blount County-Maryville College Wrestling Hall of Fame.
CS: What keeps you coming back day after day? HB: I think it’s a real joy representing people. Sometimes they come in and just literally have
no hope at all. When we’re able to help them – and not every day is flawless – but most days, you really feel like you’re doing something that’s positive.
CS: What advice do you have for those still looking to find that career they’re passionate about? HB: I think it’s important to find something that you enjoy and are proud of. Unfortunately,
I run into so many people who are unhappy with whatever it is they’re doing. I think if you find something you want to do, you fight for it. It’s not ever guaranteed, but it’s worth taking a swing at getting that dream job.
Organizations & People
Virgil McGee, Sr. Owner, Live & Let Live Barber Shop
CS: How long have you been in the industry? VM: I was born in the industry. I came out cutting in the
barber shop! My father was a barber, and my parents lived in the barber shop. So, I grew up in the industry, but didn’t spend my whole career here. After high school, I studied accounting at Tennessee State University. After graduating, I sent out my resumés but received no replies, so I decided I would join the military. I went into the Navy and advanced to the rank of Commander, and then retired after more than 22 years as Commander. I came back in ’79, which is when I started the barber shop up again.
CS: What do you love most about being a barber? VM: I love having close communications with other individuals. These customers can become friends. I get to hear quite a bit!
CS: What does your day-to-day look like? VM: I come in about 9 a.m. and stay until around 5 p.m. I
have some regular customers who I’ve had through the years, and I pick up new customers as well.
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CS: What keeps you coming back day after day? VM: I have been told six days for labor, and on the seventh day, rest. So, I work six days and remember the Sabbath and keep it holy. As long as I’m able to work, I will work and go to church on Sundays.
CS: When you look back on your career so far, what are you most proud of? VM: In the Navy, one of my commands was starting an ROTC program at Savannah State College. Two of my students who graduated from the time I was there made terrific gains. One chose to go into the Marine Corps. He advanced to the rank of Major General and became the Commanding General of the forces in Iraq and Iran during the war. Another one of my students stayed in the Navy, flew airplanes with the Blue Angels, and became Commanding Officer of the Blue Angels. I’m also proud of my marriage. I met my wife in college, and we have been married for 63 years!
CS: What advice do you have for those still looking to find that career they’re passionate about? VM: I would tell them to examine themselves and determine what they like to do best, and then give it all they’ve got.
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Organizations & People
Robbie Morgan Special Education Teacher, Brown Middle School
CS: How long have you been teaching? RM: Well, I’ve retired from Hamilton County, then retired from
Whitfield County, then put in an application to be a substitute but was brought back on full-time, and that was six or seven years ago. This month, I’ll begin my 49th year!
CS: When you were little, what did you want to be when you grew up? RM: The thing is, I’ve always loved school. School has always been
roll. That was monumental because when I had him in 3rd grade, he couldn’t read. I was able to work together with his other teachers to help and encourage him, and to get the call that he had made it on his own and was doing his own work, it was really fantastic.
CS: What keeps you coming back day after day? RM: It’s all about the children and seeing that they get the best edu-
– and I tell my students still – school is my happy place. I work with students who don’t like school, their parents don’t like school, it’s been a negative experience. My goal is to change their mindset. If they say, ‘I can’t do that,’ I say, ‘You can’t do that yet.’ I want school to be a happy place for them too.
cation possible. I can’t solve all of the problems, but I can work with one student at a time, throughout my day, throughout the years, and I know I can help them and provide opportunities for them. I had a student one day come to me and say, ‘Ms. Morgan, you’re just like my grandma.’ And I said, ‘You know what, I bet your grandmother loves you.’ And she said, ‘Yeah, she does.’ And I said, ‘I love you too,’ and she just grinned.
CS: What’s it like to see your students go on to do incredible things? RM: I got a call in March from the grandmother of a student I had
CS: What advice do you have for those still looking to find that career they’re passionate about? RM: You have to find something you enjoy – the amount of money
taught back in elementary school. She was calling to let me know her grandson, who was finishing up 6th grade, had made the honor
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you make is beside the point. If you can pull out of your driveway each day and enjoy where you’re going, that’s what matters.
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Organizations & People
Bernie Barker General Manager, Bahakel Communications Chattanooga
CS: When you were little, what did you want to be when you grew up? BB: I wanted to be in radio. I wanted to be on the ra-
dio. That’s how it all started. My first job in the industry was playing DJ one night a week from 8 o’clock to midnight when I was in the 8th grade. It just grew from there. I worked at a local radio station while I was in high school and in college at Auburn. I took a job with a company that owned several stations after college where I started as an announcer. My boss said, ‘I don’t think anyone is gonna remember the name Bernard; how do you like Bernie?’ and I said, ‘That’s got a ring to it!’ So, I’ve been Bernie ever since.
CS: What does your day-to-day look like? BB: The old adage is, ‘You use it or lose it,’ so I
choose to hang on to mine. I’m in the office about 7 o’clock every morning and here ‘til about 5. There are an awful lot of moving parts in the business, so I’m overseeing everything from the promotions department to the programming, engineering, and sales departments.
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CS: When you look back on your career so far, what are you most proud of? BB: Following an upward trajectory and staying interested
and challenged. I guess I picked the right field! I was also able to serve as the national chairman of the Nielsen Radio Advisory Council, which is an elected group of broadcasters to represent their interests to Nielsen in the Audience Research process. It was a great experience to go behind the scenes and understand the process as it unfolds. It was also quite an honor to serve as president of three different state Broadcasters Associations over the years – the Alabama Association, Georgia, and most recently, the Tennessee Association.
CS: What keeps you coming back day after day? BB: A basic love for the industry I’m in, which not only in-
cludes the challenges of marketing and driving audience to our radio stations, but assisting advertisers in successfully driving customers to their businesses. Add to that my basic love for music, and it’s a pretty good combination. I like it all ... from Sinatra to Elton John to Boston, Journey, and AC/DC. Music is a very emotional and powerful thing.
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F
or many business leaders, enhancing their employees’ experience is all about bettering the workplace – everything from perks and rewards to office upgrades. Yet research is now showing that what employees really want is meaningful work. In a study conducted by Deloitte and reported in its 2019 Global Human Capital Trends, nearly 60% of survey participants felt that their company provided a positive work environment, but approximately half of participants felt that they did not perform meaningful work. In other words, employers have been addressing the employee experience but failing to dive deeper to address the human experience. The study indicated that, more than anything, employees want to use their skills to deliver something of value. They want to make a difference. Before splurging on the latest office gadget, employers must create the environment that top talent pursues. Here, we asked local business and organization leaders what strategies are best to enhance the human experience.
From the Employee Experience to the Human Experience
LIZ AHMED Executive Vice President of People, Communications, and Corporate Social Responsibility, Unum
Most people want to make the world a better place. They want to know they’re needed and that their life has meaning and purpose. One of my favorite stories about purpose is of a janitor who greeted President Kennedy with a broom upon an official visit to the NASA Space Center. Kennedy asked the janitor what he was doing, and the janitor responded, “Mr. President, I’m helping put a man on the moon.” Giving employees a clear, shared purpose that is bigger than their individual role is the first step to enhancing the human experience. At Unum, we help the working world thrive throughout life’s moments. Companies and their employees count on our financial protection benefits but also our simplicity, empathy, and expertise in how we support them. This is our shared purpose. It’s bigger than enrolling benefits plans or processing claims. We’re helping people and their families when they need it most. Employees also recognize that real impact happens when people come together and take small steps that add up to real change. To truly enhance the human experience, your company should contribute to meaningful causes and make progress on important issues, showing clear commitment to make the world a better place. 78
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MARIE WEBB Senior Vice President, Human Resources and Chief Talent & Inclusion Officer, EPB
Our viewpoint is constantly shaped by our experiences. I particularly appreciate how my perspective can be transformed by interacting with other people – especially those who are very different from myself. While I was still in college, I discovered a passion for helping people identify their distinct point of view and align their God-given talent with jobs and development opportunities. As a human resources professional, I also gained a deeper understanding of how much people value being seen for what they bring to the table and the difference they can make. That’s why my starting point for working with someone is to express my genuine interest in them as a person. Time and again, I’ve found that when someone feels heard, acknowledged, and understood, their passion becomes evident. Gaining an authentic understanding of a person is an essential first step. Otherwise, we may miss transformational opportunities by focusing entirely on an employee’s raw skills and core knowledge. As leaders, it can be intimidating to go beyond the resumé, but by taking these extra steps, we can recognize the richness of their story and appreciate how much meaningful work matters to them and fills them with pride. You will also give yourself a feeling of indescribable purpose far beyond your own job description.
T. W. Francescon, Jr.
Corporate Director of Human Resources, Southern Champion Tray
After wanting to be a professional baseball player and later a doctor, I pursued something even more meaningful: making empty boxes. At Southern Champion Tray, our mission is “to serve customers with great packaging and distinctive service in ways that value people and glorify God.” You’ll notice that we don’t mention our products or profit in our mission. While manufacturing quality products and making a profit are critical to our growth, our focus is on people. We strive to invest in the “whole person” and their family by offering our 766 team members free confidential counseling, mentoring programs, on-site wellness centers, Dave Ramsey financial classes, and FamilyLife marriage enrichment weekends. We also encourage and provide opportunities to give back to our communities, such as packing Operation Christmas Child boxes, fulfilling kids’ Christmas lists through the Angel Tree, and giving blood during blood mobile visits. We try to foster an environment where our co-workers care for each other and our communities. During the recent tornadoes, it was moving to see the generosity of our co-workers, and during this season of COVID-19, how our team has been excited to make face shields for the medical community, allowing us to be a small part of helping those who are serving on the frontlines of this crisis.
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Organizations & People
Brad Pope
Vice President, Human Resources, CHI Memorial and Chief Human Resources Officer - Southeast Division, CommonSpirit Health
One of my favorite quotes is by Maya Angelou: “I’ve learned that people will forget what you said, people will forget what you did, but people will never forget how you made them feel.” This sums up a foundational strategy for all businesses and leaders looking to improve the employee experience. An organization can provide an engaging work environment and culture, but unless an employee realizes and feels their employer, leaders, and especially their direct supervisor are sincerely interested in them as a person, then all the perks, pay, and benefits may only be temporarily meaningful or satisfying until the newest perk, gadget, or pay raise comes along. The more meaningful experience for an employee is one that transcends extrinsic motivations and is rooted in compassion and inclusion. This is sometimes thought of as being overly sensitive, but an environment where employees are viewed by who they are – and not simply by their job – promotes a stronger sense of belonging and commitment to the organization. Meaningful work starts with the recognition that the employee is meaningful as an individual first. Businesses and leaders who identify and acknowledge this have the most committed employees, and as a result, the most success. 80
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Sue Collins
Senior Vice President, Chief Human Resources and Communications Officer, Tennessee Valley Authority
TVA was founded in 1933 with an innovation-forward mission to make life better for the diversity of people across the Tennessee Valley. Our collective values at TVA create a community where we agree about what matters. That’s why we’re committed to safety, service, integrity, and inclusion – the behaviors we are working to weave throughout our culture. From the person ensuring the health of employees through sanitized workspaces to the analyst protecting the integrity of our finances to the operator keeping the lights on, we find meaning in our work. Beyond providing power with our local power company partners, we also help bring good paying jobs to our area and work to be responsible stewards of our environment. We care because in addition to serving the public through our mission, we are also their friends and neighbors. This purpose-driven mission, our values, and the aspiration to become the destination for difference makers are at the heart of the human experience at TVA. We know our success comes from our ability to effectively serve the 10 million people of the Valley, and we know we are helping build a legacy for a better tomorrow. What could be more meaningful?
Mark Campbell
Owner, Manpower
Manpower has been supplying staffing for Chattanooga for 61 years, and I have had the privilege of owning this franchise for 26 years. During this time, we have been able to help thousands of people find employment. How we work in this industry has changed technology-wise over the years, but the root of our work remains the same. We have two customers: the associate and our clients. I learned a long time ago that people go where they are needed and stay where they are wanted. Many of our associates will walk into a client company and not feel like they have a home, which is a very uncomfortable feeling. We try to be that home. Even though we may not be able to find employment for everyone, I want everyone to leave Manpower feeling respected, valued, and honored. Technology does not provide that – caring people do. At the end of the day, we all need to feel like what we do matters. It matters to God, to your family, and to your employer/employees. Laying out expectations in a respectful manner and being consistent with that message go a long way in ensuring employees feel heard, understood, and appreciated. The most effective bonus that an employer can give is: “Hey, you did a good job.”
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Paula has served multiple terms on the Board of Directors of both the Greater Chattanooga Association of REALTORS® and the Multiple Listing Service. Paula is a multiple term member of the local Home Builders Association and has also been a member of its Executive Committee. She serves too on the Board of Directors of the Kidney Foundation of Greater Chattanooga.
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Your Tile & Bathroom Remodel Specialists 7611 Hixson Pike Hixson, TN 37343 423-842-6464 chattanoogatile.com
Industries & Trends “Success seems to be connected with action. Successful people keep moving. They make mistakes, but they don’t quit.” - Conrad Hilton, Founder of Hilton Hotels
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Success in the Second Half It can take years of hard work, dedication, and perseverance to feel like you’ve ‘made it’ in your chosen career – which is why, for many, the idea of starting again from scratch is absolutely terrifying. Yet those who boldly make the switch after decades spent in a familiar industry are often rewarded, whether with financial gain or, more importantly, greater fulfillment and personal satisfaction. Though the transition may be challenging at times, a career change later in life can be the golden opportunity to pursue a long-held passion and find meaningful work for the years ahead. The following six professionals have successfully navigated a midlife career change. What follows are their stories of taking the leap. By MARY BETH WALLACE / Photography by EMILY LONG
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Industries & Trends
FROM CLINICALS TO THE COURTROOM
Carmen Ware, RN, JD Nurse-Attorney, The Ware Law Firm
Everyone knew Carmen Ware was destined to become a lawyer before she did. Ware explains, “I got that all the time from my teachers in high school: ‘Are you going to go to law school?’ I guess I was always arguing a point, debating an issue, questioning things. I even got in trouble as a small child for questioning the Bible!” But Ware, having a long-held interest in the medical field, decided to attend nursing school instead – and spent 20 years in the nursing profession. “I loved being able to help people and see the immediate results,” she says. “I worked mainly as an ICU nurse, which required a lot of critical analysis and thinking quickly on your feet.” When her youngest son of two graduated
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high school, Ware began to think seriously about a second career. She decided to apply to law school and soon found herself in Virginia Beach to attend the Regent University School of Law. After a strong first year, she transferred to Vanderbilt University to finish out her law school education. “I don’t think I would have made it through that time without my family,” Ware shares. “My husband was so supportive; he moved with me both times! My brothers and sisters would send me care packages at school, and my mom was my anchor and my rock.” Ware ended up right back in Chattanooga, and after a stint working for a local firm, she took her next big leap – establishing her own practice. “It was scary to leave behind
that steady source of income,” she says. “In fact, that first year, I questioned whether or not I had made the right decision to go out on my own.” Ten years later, Ware has no regrets. “My desire all along has been to serve other people. These days, I’m finding myself doing a lot of workers’ comp, helping those who have been denied what they’re legally entitled to. That’s where the need is, and that’s what keeps me going. I’ve learned that your career can serve as your ministry.” As for her third career, Ware has a few ideas. “I’m getting a passion for forensics, and I’ve always wanted to be a judge. It’s like I tell my boys, you don’t have to be limited in what you do.”
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Industries & Trends
John Stroud Vice President of Advancement, Chattanooga Christian School
After earning a master’s degree in advertising from Northwestern University, John Stroud was recruited to work for a large agency in Chicago. A string of sales and marketing jobs followed, taking Stroud to Georgia, Pennsylvania, Alabama, and eventually, the Scenic City. “All total, I spent about 30 years as a marketer,” Stroud says. “It was a lot of fun – listening to consumers, working on new products, growing those businesses. I loved being a part of a team.” When corporate restructuring ended Stroud’s marketing career, figuring out his next move required some personal introspection. “Over the course of those six months, I became more aware of what I liked and disliked, which gave me clarity as I searched for my next role,” he says. “I’d tell anyone going through the same thing that it’s a wonderful opportunity to not only learn more about yourself, but also reconnect with people in the community as you network and see what’s out there.” An opening in the advancement office at Chattanooga Christian School, where Stroud’s four daughters had all attended, was practically providential. “I truly believe God opened that door for me,” he says. As vice president of advancement, Stroud would be responsible for the school’s fundraising, admissions, and communication efforts. While many of Stroud’s skills seamlessly translated to his new role, others had to be picked up along the way. Stroud explains, “I did a lot of reading, and I reached out to people who had done this type of work before. My boss, Chad Dirkse, was extremely helpful through the transition.” A few years in, and Stroud is excited about all the new developments taking place at CCS. “We started The King School downtown, and we’ve partnered with Siskin Children’s Institute to create The Learning Center, which will give individualized attention to our older students with more significant needs,” Stroud tells. “It’s very gratifying.” He adds, “Being involved in the students’ lives, it’s energizing. The other day I was giving a tour, and a first grader ran up to me screaming, ‘Mr. John!’ just because he was excited to see me. It’s a totally different world than what I was used to, but it’s been a real blessing.” 88
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FROM ADVERTISING TO ADVANCEMENT
Industries & Trends
FROM SKYSCRAPERS TO SURFBOARDS
Patrick & Carolina Molloy Co-owners, Adventure Sports Innovation
Patrick and Carolina Molloy said goodbye to their New York City home in the summer of 2017, shortly after leaving decades-long careers in the corporate banking and financial services industry, respectively. You could say that the move was the beginning of a grand adventure. “I spent 31 years in cash management, and I enjoyed it,” Patrick recalls. “I liked the travel, and I liked interacting with a lot of people.” Carolina, who was a management consultant, also appreciated the daily faceto-face interactions. “However, at that point in our lives, we both wanted a change from corporate America,” Carolina explains. “We wanted to be entrepreneurs. With Patrick’s passion for adventure sports, we knew our business was going to be in that industry. We just had to
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choose where to relocate.” With its moderate climate, abundant resources for new entrepreneurs, and an already-developed adventure sports industry, Chattanooga was the perfect spot. By July 2018, Adventure Sports Innovation was up and running. “We spent a whole year researching, forming our business plan, attending conferences, scouting out gear,” Patrick says. Learning how to use some of the gear proved to be a challenge for Patrick initially. “I spent three whole weeks in my garage trying to master the electric unicycle!” Patrick laughs. “Since then, we developed proprietary training methods, so now we get most adults road ready in two 30-minute sessions!” According to the Molloys, there was plenty of help along the way. Patrick explains,
“Being in Chattanooga has been invaluable. We probably sat in 30 different sessions during our first Startup Week alone. And then we’ve been able to hire some really good people. Our staff has worked hard to make the customer experience so exceptional.” One of Carolina’s favorite parts of the job is seeing the direct result of their hard work. “I enjoy that we created Adventure Sports Innovation, just the two of us – it was our brainchild. We’ll get customers that ask, ‘Where else can we find ASI? Is this a franchise?’ To which we reply, ‘No, this is it!’ We have a running list of places where we could expand one day.” Patrick adds, “When we conduct training sessions and watch people learn and adapt to our gear – and then they come away smiling – that’s the most rewarding thing.”
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Industries & Trends
FROM TRAINS TO TADASANA
Johnny Martin Owner & Instructor, Young Yogaletts
An adorable video of his 2-year-old great-niece doing yoga sparked Johnny Martin’s dream career. At the time, Martin was a railroad conductor at Norfolk Southern, a job he had held for 15 years. “I really enjoyed the camaraderie with the men and women I worked with,” Martin says. “But that video changed everything – I started researching the benefits of yoga for children, which were awesome, and I didn’t know of anyone leading kids’ yoga in the Chattanooga area.” Martin and his wife, Tammy, spent many nights discussing what it would look like to leave the railroad and start his own business. “It wasn’t an overnight decision. I had a leg injury, and there was concern that my continued labor at the railroad 92
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would affect that even more. In the end, I decided to do what was best for my family and overall well-being,” Martin shares. “I’m so thankful for my wife, who encouraged me to use my God-given talents and pursue my passion.” Martin’s transition to his new career would involve a steep learning curve. To start, he had to become certified to teach yoga. Even now, Martin is participating in workshops and seminars to stay current on the latest practices, and he’s finding ways to further his learning in child and family studies. Then, there was figuring out how to run a business, from budgets to marketing and time management. “That part was definitely ‘learn as you go,’ and I’m still learning,” Martin says. The reward, of course, is getting to do
what he loves every day. “It’s a blessing to enjoy your job, and sometimes in the middle of teaching yoga, I’ll forget I’m working!” Martin laughs. “I love building relationships with the kids and helping them meet their needs, whether emotionally, socially, or physically. I love when negative attitudes turn into positive behavior through yoga – once the kids get involved and enjoy it, you just notice an improvement in their overall performance.” And Martin’s passion for yoga is spreading. “At first, it was an uphill battle to educate people on something they’ve never experienced before, to show them how beneficial yoga can be,” he says. “A few years into this, and I’m being approached by parents, siblings, all kinds of people wanting to get involved!”
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Industries & Trends
FROM THE NEWS TO NEW OPPORTUNITIES
Jed Mescon Community Liaison, Tennessee Valley Federal Credit Union
It wasn’t all that long ago that Jed Mescon filled television screens across the Tennessee Valley. A morning anchor for WRCB-TV Channel 3, Mescon developed quite the following over his 28-year career, due in part to his sunny disposition and on-screen antics (he proposed on-air to his wife, Phyllis Peeples, in 1989). Mescon applied to be a reporter for Channel 3 in 1987, which led to him headlining programs such as “Jed’s Journal,” “Jed and Company,” and “3 Plus You.” He recalls of his time on the air, “I told thousands of stories, from the crazy and unusual to the heartwarming and poignant. I enjoyed being a part of people’s lives, and of course, it was nice to hear compliments like, ‘My parents love you!’ at the grocery store.” 94
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Listening to Don Mueller, former CEO at Children’s Hospital at Erlanger, speak at an event forever changed the trajectory of Mescon’s career. “Learning about the exciting things going on at Erlanger, I just thought, gosh, that’s where I need to be right now,” Mescon shares. “I immediately made an appointment and asked to be brought on in some capacity.” In March 2016, Mescon was named vice president of marketing and public relations, a role that would serve as Mescon’s first managerial experience. “The people skills necessary for this role I had down pat, but the managerial skills took some time to develop,” he explains. “It was definitely tough, coming in as an outsider and working with people who
had 20 and 30 years of experience in the hospital field. But I loved being able to sit in on major decisions, getting to sign off on things, working alongside the unsung heroes at Erlanger – it was surreal.” Four years later, Mescon has joined the marketing team at Tennessee Valley Federal Credit Union. He’s now using the skills he developed from his time in television and the hospital to build relationships and promote TVFCU in the community. “I’m lucky to be at TVFCU, and I’m proud of myself for how far I’ve come,” Mescon says. “I’ll never forget the people, like my co-workers at Channel 3, Don Mueller, and my wife, Phyllis, who have helped me along the way.”
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Outperforming
Competition with Convenience Americans are more stressed than ever – there are bills to pay, deadlines to meet, and never-ending to-do lists to conquer. With already full plates, customers are looking to do business wherever and whenever it’s easiest. And the world’s most successful companies have taken notice, capitalizing on convenience culture to outperform their competition. For Amazon, this looks like one-click ordering and two-day delivery. For Uber, it’s the simplicity of navigating their app. Meal kit delivery services have become a fast-expanding, multibilliondollar empire. Why? They provide a convenient solution to an age-old problem: What’s for dinner? Locally, companies implementing similar strategies have been met with great success. Read on to hear from business executives and experts on how they use convenience to dominate their markets.
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DERRICK DEPRIEST Head of Customer Sales, Bellhop
At Bellhop, one of our top priorities is providing exceptional customer service with an emphasis on using convenience to take the stress out of moving. During this pandemic, we launched a new platform that takes the convenience of booking our services to the next level. Our customers can go to bellhop.com and book the perfect moving solution within minutes. By using amazing technology built by our engineers and asking the right questions, customers can book a move without needing to speak to an agent or have a moving professional come to their home for an inventory check. Also, should a customer have questions, we developed a chat function with our concierge team ready to assist. Our customers can also update their moving reservation or tip their moving pros within their personal dashboard. Though we provide these convenient ways to do business, we also have a team of professionals in Chattanooga ready to assist seven days a week.
Kathy Burns
Vice President of Customer Relations, EPB
At EPB, we always start by asking, “Is this the right thing to do for our customers?” And then, “How can we make it easy for them?” We serve this community by providing world-class products at a great value with exceptional customer service. And, because we live here, we care deeply about our customers. That’s why we’re always ready to answer 24/7/365 whether people contact us by phone, web chat, email, or through our web page. Additionally, EPB customer relations employees have a unique combination of financial, problem-solving, and people skills that help us learn what customers need and offer the options that fit them best. We’re always working hard to do better, and we’re always ready to listen to feedback so that we can adjust and improve.
Deanne Dawes
Owner, Dawes Hospitality
At Buddy’s Bar-B-Q, we like to say that it’s our family serving your family, and that doesn’t stop with our slow-cooked, fast-served hickory smoked barbecue. To us, family means more than quality – it means convenience. Nowadays, the American family is increasingly busy with an ever-growing activity list and an ever-shrinking chance to be together. So, we asked ourselves, what would help our family spend more time together? Then, we took action. We built our restaurants with drive-thru, patio, and dining room seating. We partner with a variety of delivery services and stay open from 11 a.m. to 9 p.m. We sell our signature barbecue in family packs, offer individually packed meals, and set-up services for events and large groups. Basically, if there’s a way to save your family time, we strive to do so. Life is too short to worry about cooking dinner.
Andrew Dinsmore Store Manager, Publix Super Markets
At Publix, we strive to make “Everyday Easy” for our customers. We know people are always searching for ways to simplify their schedules and slow things down – but life is busy! That’s why we are proud to offer a variety of convenient products and solutions to make shopping, preparing, and cooking easier from start to finish. Whether ordering online to personalize a Deli Pub Sub or picking up one of our ready-to-cook items from the meat department, we’re here to add a little peace to mealtime. This year alone, Publix will add curbside pickup to hundreds of our stores to better serve customers who enjoy the convenience of shopping online, as well as continue to grow Publix-Delivery powered by Instacart, where groceries are delivered right to our customers’ doors. We know time is valuable, and we will keep working hard to provide a personal and convenient shopping experience for our customers.
Jim McKenzie
Market President, FirstBank
At FirstBank, we think of convenience in terms of total customer experience, which means different things to different people. Certainly, banking technology is playing an ever-increasing role, and we invest substantially in our online and mobile banking platforms. FirstBank has just launched a new system that features the latest functionality, security, and updated features to enhance our customers’ digital experiences. At the same time, we know many customers still want to visit our financial centers in person. They need easy access, and our Chattanooga and North Georgia locations provide just that. They also provide a customer-friendly (and pet-friendly) environment – familiar faces, associates with the expertise to help them meet their particular needs, and an array of products and services to choose from. Our goal is to keep the community in “community banking” – with local decisions by local bankers – be it in person or virtually. Our ability to do both gives us a competitive advantage. B U S I N E S S .C I T Y S C O P E M A G .C O M
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Innovation & Entrepreneurship “You have to see failure as the beginning and the middle, but never entertain it as an end.� -Jessica Herrin, Founder & CEO of Stella & Dot
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Opportunity in the Midst of Chaos — “At a time like this, it would be easy to pull back and wait to see how things progress; however, with our past experience and our perseverance, we are now looking forward to the future and are more optimistic than ever.”
The Power of Passion & Perseverance What is the secret recipe for success? Photography by EMILY LONG
Talent is certainly a part of the equation. Networking and time management are important, too. Adaptability will help you navigate an ever-changing world. Yet two qualities – passion and perseverance – will ultimately determine your chances of long-term success. Learn to develop these two qualities, and you’ll be one step closer to accomplishing your goals. Here, local professionals share how a combination of passion and perseverance has put them on a path to success.
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Becky Hansard HEAD OF SCHOOL, SILVERDALE BAPTIST ACADEMY
“(God) used the dreams and passion of a young girl, and then later the perseverance of a woman who loved education and children.”
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Education has been a passion of mine from my earliest memory. My elementary school was adjacent to my backyard, so playacting as a teacher for me was second nature in that type of setting. When I entered the teaching profession, I had a vivid “Aha!” moment. I was driving to work one crisp fall morning and realized that I was driving to a job that was my calling. It was a gratifying moment, and it imprinted joy into my soul. Once I began to teach, every time I passed a vacant building, I would think that one day I was going to start a school in that particular building. For years I would make that declaration, even though I had no idea how I was going to make it happen. As it turned out, I didn’t have to make it happen – God made it happen. He used the dreams and passion of a young girl, and then later the perseverance of a woman who loved education and children. He let her join Him where He was at work in starting a school. The perseverance it takes for a leader to forge a way for those they lead reminds me of a river flowing through rock. While that river can cut through rock, it is not because of its power. It is because of its perseverance. It shows up, day after day, year after year, to get the job done. Leaders with a passion do the same.
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Innovation & Entrepreneurs
Marcus Jones PRESIDENT & CEO, MAGNOLIA DEVELOPMENTS, LLC
I believe my success is a result of learning from life experiences, hard work, and perseverance in pursuit of passion.”
“The harder you work, the luckier you get” is a slogan that hangs on the wall in my office as a reminder that you create your own luck by working hard. I have been blessed to achieve success in many endeavors while never losing sight of my love for real estate development, home design, and construction. In my younger years, I was more driven by my athletic abilities. In high school, I was an all-state basketball player with dreams of playing in the NBA. Although my basketball career ended in high school due to more lucrative collegiate scholarship opportunities in track and field, I was able to fulfill my goal of being a professional athlete by competing professionally in track and field, all while working full-time as an engineer at TVA. After a few years of engineering work, I obtained a project management professional license and began leading teams and major projects. I chose this career path because it transitions well into the construction industry. While managing major projects for TVA and leading one of its project management offices, I was able to obtain a contractor’s license and began developing properties on the side. Working two full-time jobs was tough, but those sleepless nights enabled me to start my own company – Magnolia Developments, LLC. I believe my success is a result of learning from life experiences, hard work, and perseverance in pursuit of the many passions that culminated into a very special real estate development company. 106
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Innovation & Entrepreneurs
Felicia Jackson FOUNDER & CEO, CPRWRAP
“My journey as a Black female founder has been fueled by overcoming fears and my strength to get back up after being told I didn’t belong.”
Photo by Rich Smith
Every day since I started my business, I get excited about building a company that has the potential to be life changing. I knew starting out that this journey was not going to be easy for me as a Black female founder, but I had passion and perseverance. I had to spend lots of time being uncomfortable, experiencing setbacks, and overcoming many failures. I used to tell people I could only see what was ahead because I worked with blinders on. As I became completely absorbed in the work, all aspects of time seemed to disappear, and I was able to not only make sound decisions but execute them as well. My passion and perseverance are fueled by knowing every day that my product could be the reason someone might have a chance at life. My journey as a Black female founder has been fueled by overcoming fears and my strength to get back up after being told I didn’t belong. My journey as an entrepreneur has been fueled by calls from young entrepreneurs expressing how I have inspired them to keep going. And most importantly, my journey as a business owner and mom has been fueled by being witness to how my successes, and even failures, have shaped and strengthened my family’s bond. The day I decided to step out of my comfort zone and into what has proven to be the hardest, but most gratifying, time of my life was when I could truly visualize my potential as a founder and the potential of my company, CPRWrap.
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Royce Cornelison PRESIDENT & CEO, P&C CONSTRUCTION
“Each individual in a leadership role must be able to reach into their inner self and find the grit to face the daily issues that arise.”
“Can’t never could, won’t never will” is a phrase my mom used on her children quite often to prompt us to endeavor to reach our potential. Ironically, my mother-in-law used the same psychology when she needed something from us. Another old saying they both used was: “You can do anything you put your mind to.” As a young man in church, many times I would be in charge of the song service. Our wise old pastor watched as I came in with my emotions vividly displayed for all to see. He pulled me aside one day and told me that the singing set the tone for the entire service, so I needed to come in, no matter what, with a smile on my face and a positive attitude. That was painful to hear, but it set the tone for who I wanted to be. I wanted to be a help to others. The blessing of wonderful and positive influences in those we are surrounded by every day can, for sure, help give you the strength to continue, but the leader must be the force of perseverance and positive thinking! Learning to turn every problem into an opportunity is not only challenging, it is at so many times the difference between success and failure. Each individual in a leadership role must be able to reach into their inner self and find the grit to face the daily issues that arise. And they will, with dignity and the passionate mindset of, “We can do this!” 108
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Innovation & Entrepreneurs
Mitch Patel PRESIDENT & CEO, VISION HOSPITALITY GROUP
“Passion and perseverance, especially in the face of adversity, are great motivators and teachers.” 110
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I have always believed that you will work harder and find more success in your career if you have a passion for it. Since I started in hospitality, my passion has only grown. It has fueled the desire to grow our company as well as a relentless pursuit to improve on our operating acumen. That passion has not only inspired us to be more creative in how we develop hotels, but also in what kind of hotels we build. As we continue to grow, our progress only fuels our passion; that passion is contagious and creates a self-perpetuating, virtuous circle. Passion and perseverance also help us push through adversity. There has never been a time that could be more disheartening for a hotelier than 2020. At one point in April, revenues for the lodging industry were down more than 80% over the same time the previous year. At a time like this, it would be easy to pull back and wait to see how things progress; however, as the saying goes, “In the midst of chaos, there is also opportunity.” Coming out of the Great Recession, we grew more as a company than at any other time in our history. With our past experience, our tremendous passion for hospitality, and our perseverance, we are now looking forward to the future and are more optimistic than ever. Passion and perseverance, especially in the face of adversity, are great motivators and teachers. My recommendation to anyone is if you want to find success, find your passion and follow it.
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Innovation & Entrepreneurs
Kae’sha Russell MUSIC INSTRUCTOR, MOUNTAIN ARTS COMMUNITY CENTER & ST. NICHOLAS SCHOOL
“My story is proof that although talent can definitely help gain success, passion and perseverance are absolutely necessary as well.”
It is difficult to become successful in your field and in life if you do not have both passion and perseverance. You cannot just hope to be successful; it is something that must be worked toward in everything that you do. I have always had a passion for music. I wanted to be a piano teacher for as long as I can remember. Growing up, I had some piano teachers whom I loved, and others that I didn’t mesh well with. Even so, I persevered and still practiced as much as I could. Some would say that I was talented in my craft, and although there might have been some truth to that, I still worked hard to become better each week. Even when I had one piano teacher tell me that he didn’t believe I would be able to be a music major, I still continued to practice audition pieces, and my passion for music never dwindled. I’m thankful that I didn’t allow one person to discourage me from being a music major, because my hard practice led to successful auditions and receiving scholarships from different colleges. Almost immediately after I graduated from college, I began teaching piano and am now a full-time teacher. I come across students who think they are not talented enough to ever play well. But if talent was the only factor to determine success, there would be no need for my job, and practicing wouldn’t matter much. My story is proof that although talent can definitely help gain success, passion and perseverance are absolutely necessary as well. 112
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Innovation & Entrepreneurs
Alnoor Dhanani CHIEF EXECUTIVE OFFICER, THE DOUBLE COLA COMPANY
“Working in a very competitive industry, I passionately believe in our company’s products, its mission, and its customers.”
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The notion of perseverance has been engrained in me since childhood. My high school motto was, “Perseverance commands success.” Whether it was in academics or sports, everything revolved around trying … and trying harder. In today’s global competitive environment, I have become even more respectful of the power of perseverance. We have heard remarkable stories of J.K. Rowling, John Grisham, etc., who achieved success simply by having the perseverance to achieve their objectives. Passion, similarly, plays a significant role in our personal and professional lives. Early on in my business life, I had three major criteria when I was considering hiring a new employee: ability, integrity, and initiative. Later, I added a fourth one: passion. I have found that employees who are passionate in their jobs tend to find effective solutions more quickly to the challenges that they face in their work. On top of that, their passion becomes infectious and rubs off on other employees. Of course, passion does not mean blindly working to achieve goals – it means fully understanding and caring deeply about a company’s products, its customers, and its mission. Working in a very competitive industry, I passionately believe in our company’s products, its mission, and its customers. Over the years, we have experienced challenges and gone through some rough times. My sense tells me that at some time in the future, we will surely go through tough times again. But, my conviction (passion) and determination (perseverance) will, I believe, play a huge role in the direction we go. In the meantime, we will continue to build the company with talented people who display passion and perseverance.
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t Hughes Retirement Group, we understand that fears get tied up with your finances. Rick and Granger Hughes use a curated and personalized approach to assist in strategizing your retirement income. We secure more than just your financial future; we secure peace of mind so you can enjoy your retirement years comfortably, without fears of outliving your money. Rick and Granger strive to serve their community well, incorporating a family-oriented and educational atmosphere to all financial scenarios to equip you with skills and guide you with strategies to make the best financial decisions for you and your family. As a family-run team and, specifically, a father-son duo, we prioritize the same family mentality to those we serve. With years of experience grounding our business, Hughes Retirement Group offers more than just asset management. We use tax-efficient strategies, long-term care and legacy planning, and education as the foundation for your financial future. Hughes Retirement Group believes in investing in a relationship and promises to walk with you through every step.
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Building a bank by and for Chattanooga.
Hamp Johnston
Camille Daniel
CEO and President, RockPoint Bank
Chief Lending Officer, RockPoint Bank
Why does the city of Chattanooga need its own bank?
How do Chattanooga businesses benefit from a local bank?
I think I’d use the word “deserve” rather than “need.” Obviously, there are capable banks and bankers in Chattanooga, but what’s happened in the past 30 years, and particularly in the past decade, is that local banks have been acquired by larger banks, and those larger institutions are often from major metropolitan areas. Their interests tend to cover a much, much broader spectrum than Chattanooga.
When banks are acquired or otherwise connected to out-of-town management, they almost inevitably become beholden to interests outside of Chattanooga. All too often, the result is that our local small-tomedium businesses are left behind or pressured to take on more substantial risks while waiting for an out-of-town decision. We believe Chattanooga’s business community deserves efficient, effective financial support, and commitment.
Our local business community deserves a powerful financial institution with legitimate local interests. That’s why we’re organizing RockPoint Bank. It’s a once-in-a-generation opportunity to participate in Chattanooga’s growth and prosperity at such a fundamental level.
RockPoint Bank will bring those decisions back home and rekindle the kind of deep understanding, mutual respect, and strong relationships that make the Chattanooga business community so vibrant and rewarding.
To find out how to become a Founding Shareholder of RockPoint Bank, contact Hamp Johnston at 423-400-6490. The offering of common stock of RockPoint Bank, National Association (in organization) (the “Bank”) will only be made through the means of an offering circular. Copies of the offering circular may be obtained from Patrick Jensen, the proposed Chief Financial Officer of the Bank, by email at patrick.jensen@rockpointbank.com or by writing to RockPoint Bank, N.A. (in organization), attention: Patrick Jensen, 651 East 4th Street, Suite 200, Chattanooga, Tennessee 37403.
Congratulations, Harshad Shah. From the RockPoint Bank team, we offer congratulations to our friend and fellow bank organizer, Harshad Shah. We’re thrilled to continue working alongside you to support hardworking Chattanooga businesses with an exceptional, truly local financial institution.
ROCKPOINTBANK.COM
IN BUSINESS, SOMETIMES IT’S JUST ABOUT
Overcoming
FEAR
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Business consultant Peter Drucker once said, “Wherever you see a successful business, someone once made a courageous decision.” Time and time again, business leaders are confronted with fear but need to make a critical decision in the wake of that fear. For these men and women, it’s not fear itself, but the ability to push past it, that has led them down a path of success. Read on to learn more about how these inspiring individuals confront fear head on and let it shape their actions and insights. By CHRISTINA CANNON
Kenyada “Kiki” Williams On-Air Personality, Brewer Media Group
Q:
Talk about a specific time in your business career when you felt fearful and were able to push past that fear. How did you overcome that feeling?
A:
Getting behind the mic was the absolute scariest thing I’ve ever done. When I went live for the first time, I had only been practicing on the switchboard for several days, and it felt as if my mentors, Magic Crutcher and Keith Landecker, had thrown me to the wolves. It took some time, but I came to realize that they didn’t want me to fail. On the contrary, they pushed me because they believed in me. I ended up speaking too fast, stuttering over all my words, and pushing all the wrong buttons. I just knew I was going to be fired, but my mentor, who also happens to be my mom, Salica, taught me that I was stronger than I ever imagined. I guess she was on to something because I ended up having a show with top ratings that’s been on-air for almost a decade.
Q: A:
What fear have you overcome that has been crucial to your success?
The biggest fear that I’ve had to overcome is that of relying on what people think of me. I’ve also had to come to terms with the fact that I
Photo by Emily Long
don’t have control over everything. In this industry, there is always room for complications. My strategy has been to not rush, take my time, and just hope and pray for the best delivery that I can give. I’ve had to learn that perfection does not happen overnight, and at the end of the day, we are all only human.
Q: A:
In your opinion, what are some of the pros and cons of fear?
Fear is an emotion that can easily control you if you let it, and for some, it’s a source of extreme anxiety that can cause negative outcomes. A good thing about fear is knowing that once you have overcome a fear, it holds no power over you. At that point, it is a thing of the past, and you can move forward living your life with more confidence.
Q:
What advice would you offer to someone looking to start a new venture but finds themself paralyzed by fear?
A:
Prayer is something that has always worked for me. It also helps to get back to basics and just take deep breaths until you are able to regain focus. Don’t let fear be the handicap that lets an amazing opportunity slip away.
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Innovation & Entrepreneurs
Marcus Shaw CEO, CO.LAB
Q:
Talk about a specific time in your business career when you felt fearful and were able to push past that fear. How did you overcome that feeling?
A:
Early in my career, I used to have fear around transitions. I left the engineering industry to transition to business school and from there went to Wall Street. Each one of those transitions brought me a lot of fear and anxiety, but each one of them was a positive change. I gained tremendous experience and lifelong relationships through these changes. I now look forward to transitions rather than fear them. The greater and scarier the risk, often the bigger the reward. Learning to appreciate change instead of fear has been key in my success.
Q: A:
What fear have you overcome that has been crucial to your success?
I’ve spent most of my life surrounded by finance and investment, and in that world, fear and greed are some of the biggest motivators. Fear was certainly one of my motivators, and I found myself, at times, being fearful of uncertainty. Fear of uncertainty is what has to be overcome. One way you can do that is by improving your resilience. When you have the
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confidence that you can recover from a setback, uncertainty is less scary. We all fear loss, but by building your knowledge, relationships, and confidence, fear begins to naturally abate. That’s what I try to teach the entrepreneurs at CO.LAB, and that’s also what I try to teach my children.
Q: A:
In your opinion, what are some of the pros and cons of fear?
Fear can be a great motivator for action, even if your action is deciding not to take action. Fear can also reveal our own blind spots, which can in turn lead to self-improvement and can drive life-changing insights. As a con, if we don’t have the important and necessary conversations about what scares us, fear can begin to cloud our judgment. Fear without introspection can foster bias, which can be dangerous and lead to lost opportunities.
Q:
What advice would you offer to someone looking to start a new venture but finds themself paralyzed by fear?
A:
I would say that in an environment where uncertainty is at its highest, the reward for overcoming fear is the greatest.
Photo by Rich Smith
Innovation & Entrepreneurs
Chanda Chambers President/Owner, Chambers Welding & Fabrication, Corp.
Q:
community by encouraging and introducing women, veterans, minorities, and people with criminal history to learn the trade.
A:
Q:
Talk about a specific time in your business career when you felt fearful and were able to push past that fear. How did you overcome that feeling?
I don’t know that someone can really overcome fear for good. Currently, I am facing fear. What was normal and routine has become uncertain and unstructured as an entrepreneur and parent. I don’t know if I have overcome this fear, but I definitely have embraced the change and learned to become transparent with employees, vendors, and my daughter, Layah.
Q: A:
What fear have you overcome that has been crucial to your success?
My biggest fear was starting Chambers Welding & Fabrication, Corp. as not only a woman, but a woman of color, in what is a predominately male business. To top it off, not knowing the welding trade prior to meeting my husband, Brent, played into that fear. I was able to overcome this fear by having the right people in my corner, and I focused on what I brought to the table as a woman of color in a predominately male business. I became more determined to invest in our
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A:
In your opinion, what are some of the pros and cons of fear?
Fear can be healthy. It’s a natural survival response you need to keep yourself safe. Fear is energy, and it can give you a sense of empowerment. Fear becomes unhealthy when it cripples your will to fight and overcome. I believe it comes down to a person’s personality as to which you let happen.
Q:
What advice would you offer to someone looking to start a new venture but finds themself paralyzed by fear?
A:
If you are challenged by fear, reach out to others in your community who are skilled at working with small businesses. CO.LAB, Incubator, Launch, and TVFCU are all great organizations. Chattanooga has phenomenal resources to support small businesses. Utilize them.
Photo by Emily Long
Innovation & Entrepreneurs
Duane Horton President, Scenic Land Company, LLC Owner, GenTech Construction, LLC
Q:
Talk about a specific time in your business career when you felt fearful and were able to push past that fear. How did you overcome that feeling?
A:
Overcoming fear requires focus, commitment, and wisdom. There was a time our investment and development groups were facing a hostile takeover on a critical project. We had an engaged advisor represent our interest, but when reality hit, fear did as well. We were blessed with a board and partners who provided great wisdom regarding when to be patient and when to take action. Fear cannot be overcome with brute force or determination alone. It takes the application of wisdom with prayer and solid counsel from those who care for you.
Q: A:
What fear have you overcome that has been crucial to your success?
One of my greatest fears is letting others down or others suffering because of some action I caused. Understanding that we really have little control of most circumstances and the best of our plans can fail, I do my best with full disclosure that there are risks that we will face together as they come. There are times that I have allowed that fear to keep me from taking action in order to protect others, and there have been times I have taken Photo Courtesy of AR Homes/GenTech Construction, LLC
strong action when a different approach would have been best. I am continuing to learn and gain wisdom, but I have been blessed tremendously by people who have not just invested their money but have also invested themselves in my life.
Q: A:
In your opinion, what are some of the pros and cons of fear?
Fear is, at its base, an emotional response. Fear is crucial to grab all of our attention to bring full awareness to an issue and focus on that issue. The awareness of a situation may cause us to be cautious or take a different path to avoid unnecessary risk. Sometimes, the awareness may identify an opportunity that, along with proper planning and preparedness, can lead to great rewards and fulfillment.
Q:
What advice would you offer to someone looking to start a new venture but finds themself paralyzed by fear?
A:
Fear should never be ignored, but it should always be overcome. Hope for the best. Plan for the worst. Be prepared for both. And remember fear is just an emotion. It can only control you if you allow it to. B U S I N E S S .C I T Y S C O P E M A G .C O M
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Innovation & Entrepreneurs
Ace Chapman Fund Manager, Sleeping Beauty Fund
Q:
Talk about a specific time in your business career when you felt fearful and were able to push past that fear. How did you overcome that feeling?
A:
When I was starting off, it was scary to not have a background in entrepreneurship. Even after my second acquisition, I knew that if I failed there wasn’t a safety net. I didn’t have a degree to fall back on. I didn’t have family money to fall back on. If things didn’t work out, it was up to me to figure it out, and so there was that fear. I was able to convert it into a healthy fear that kept me working late on those nights when I was tired and kept me dealing with any stressful situations that came up.
Q: A:
In your opinion, what are some of the pros and cons of fear?
Fear can be a great motivator, and I don’t think that it has to be tied to a negative emotion. I think fear can actually create a fun atmosphere. I liken it to sports. If you’re playing basketball and you’re down and think you might lose the game, there’s a little bit of fear there that’s a part of the mix
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of emotions that comes together to create the excitement. It’s also like if you go to see a movie and everything is hunky-dory the whole time. No one wants to sit through that. It’s the same for life. There has to be a little bit of fear there to create a life that’s exciting and truly worth living.
Q:
What advice would you offer to someone looking to start a new venture but finds themself paralyzed by fear?
A:
I think having fear is healthy. Some people might say you need to get rid of it before you can start, but I like the idea of accepting the fear, recognizing it, and trying to understand what’s causing it. When it comes to being fearful, a lot of the times people don’t understand what they are afraid of. I was lucky enough to have a mentor who forced me to walk through what would happen if a business didn’t work. For the average person, your mind goes to you lying in a ditch, starving, begging passerbys – but that’s just not reality. Maybe you’re late on rent, maybe you have to move into your mom’s basement, or maybe your credit takes a hit. The reality is rarely the boogeyman you’ve painted it out to be in your mind.
Photo Courtesy of Ace Chapman
“At Hullco we are pushing the boundaries of bathing by providing a more elevated and luxurious experience through our exclusive new line of Jacuzzi® tubs and showers.” - Matt Hullander
callhullco.com
Innovation & Entrepreneurs
Susan Raschal, DO Founder, Covenant Allergy & Asthma Care
Q:
Talk about a specific time in your business career when you felt fearful and were able to push past that fear. How did you overcome that feeling?
A:
When I was diagnosed with breast cancer, I feared I would be unable to care for my family. My diagnosis created the potential inability to financially support my family of five. I also had to face a fear of failure when I decided to establish a new practice. I resigned from a highly respected practice to open a faith-based allergy and asthma clinic during an economic recession, which was viewed as financial suicide. In addition, I lost one of my younger sisters to breast cancer and the other to lung cancer, and our office was hit by the recent tornado. All of these events have caused me to question whether or not I had the emotional strength to carry on, but with a combination of goal-setting and my faith in God, I was able to push past these fears. I’ve also come to realize that we suffer more in our imagination than in reality.
Q: A:
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What fear have you overcome that has been crucial to your success? I have overcome the fear of loss, failure, and death. I’ve encountered these and am still standing.
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Q: A:
In your opinion, what are some of the pros and cons of fear?
Fear can be both paralyzing and motivating. It’s a basic human emotion, and the fight-or-flight response is designed to protect us. Fear can stimulate intense focus, alertness, survival, and encouragement, and it can propel imagination and lead us to create positive outcomes.
Q:
What advice would you offer to someone looking to start a new venture but finds themself paralyzed by fear?
A:
I like Tim Ferris’ teachings to define, prevent, and repair your relationship with fear. Ask yourself ‘what if’ and then conjure the worst-case scenarios for your fear. Ask yourself what you can do to prevent that feared outcome, and then, if the worst-case scenario occurred, how would you repair it. Lean on God, friends, and educators, and if you can answer yes to two of the following questions, proceed with cautious optimism: Do you love this venture more than you love yourself? Is the venture realistic? Do you have or know someone willing to assist who has the skills and knowledge to complete it? Will this venture benefit others aside from yourself? Will the cost of inaction be worse than the cost of action?
Photo by Rich Smith
We can help you get there from here. At Synovus, we combine valuable local insight with the financial strength and depth of services to meet almost any business need, large or small. Here is where we have the understanding to share your vision and the resources to help you get there. Let’s talk today. 1-888-SYNOVUS | synovus.com
Synovus Bank, Member FDIC.
“Wendy was available 24/7 and was immediate with follow-up. She listened carefully to our needs and desires for a home. Wendy identified over a dozen properties that matched our budget and our taste. We could have purchased any one of the dozen homes she showed us. We made an offer on the property of our dreams and Wendy did the rest. We closed in less than three months without a hitch. Wendy is a pleasure, a true professional in every way.” – John Gorman
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Delivering an Exceptional Client Experience Chattanooga is where it all started for us, it’s our home. Since 1968 we have taken pride in constructing some of the Scenic City’s most iconic buildings and delivering industry-leading work with a client-focused mindset. Today, through our offices in Chattanooga and Dallas, we proudly serve the needs of world-class clients across the nation in a variety of sectors including industrial, healthcare, multi-unit, senior living, and retail.
3 How does a general contractor founded in 1968 continue to provide quality work and unmatched
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client experiences over half a century later? By pairing a foundation that never changes with continuing innovation. That means never being satisfied with the past, understanding that each client’s goals are different, and delivering an exceptional client experience. That’s why we tailor the construction approach for each client, so we can communicate better, build better, and be better. Let’s talk about your vision and the project we can start for you.
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Strategy & Leadership “A leader is one who knows the way, goes the way, and shows the way.” -John C. Maxwell, Bestselling Author on Leadership
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The Making of Great Leaders Twenty-twenty has been a year of unprecedented change and unrivaled challenge – and it’s only August. COVID-19 hit with little warning, bringing with it chaos and stress to our health care systems, our economy, and our livelihoods. The consequences have been swift, and they will be lasting. But in the face of fear and uncertainty, those who stand up and lead with a ferocious fervor will have an impact felt by all.
Here, we asked area hospital CEOs to share their thoughts on what great leadership entails. Photography by EMILY LONG
It is often said there are six attributes that great leaders have in common: They know how to inspire trust, they are emotionally intelligent, they articulate a higher vision, they are authentic, they are tough-minded on standards and tender-hearted with people, and they know how to cultivate and nurture a team to achieve results. As leaders, we are integral to the success of our organization but not the sole source. In my career, I’ve followed a servant leadership model – serve first, cultivate a shared vision that inspires, build trust – and when well-executed, makes every team member believe success would not have been achieved without their contribution. In my experience, teams will outperform the individual every time, and in most cases, the team will achieve amazing results beyond expectations. Team accountability must be transparent with balanced scorecards that provide a lens into the work, highlight the wins, and provide a focal point for areas to strengthen. Finally, we must encourage time for self-care – it is not an indulgence but a necessity. Meditate, pray, exercise, laugh, and be reminded that you are important to those who love you. I wholeheartedly believe we must serve the people that we lead. As St. Francis of Assisi said, “Preach the Gospel … and if necessary, use words.”
Janelle Reilly Market CEO CHI Memorial
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Strategy & Leadership
As the leader of our organization, the most important aspect of my role is to act as a resource and strong advocate for our associates. This is developed through a continuous focus on providing the necessary tools enabling our team to achieve our mission of improving the lives of our community. The best way to accomplish this is to remain highly visible and open to all feedback, which works to establish a culture of constructive communication. Good leaders understand that an institution’s most valuable resource is its people. Creating an environment that allows them to focus on their roles without barriers is the ultimate goal.
JT Barnhart, FACHE CEO Tennova Healthcare Cleveland
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Congratulations to our graduates!
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seniors
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different colleges
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states plus China
COLLEGE SPORTS AT ALL DIVISION LEVELS
of the Class of 2020 were
offered merit, academic, athletic, talent or lottery
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Tennessee | Auburn | Yale
Led 5 State Championship Teams in 2019 Cross Country • Football • Soccer • Swimming & Diving • Tennis
Strategy & Leadership
The word leader has various meanings. A leader is someone who shapes a culture, whether it’s the nation, the state, the community, or an organization. A leader is someone who knows their team – their strengths and their weaknesses – knows them on a personal level. What differentiates a good leader from a great leader is often not on a resumé or part of an interview – it is their character and ability to show empathy. An integral part of character consists of courage and sacrifice. A leader has courage to take a stand, take risks, and learn from their experiences. A leader possesses the willingness to sacrifice their own time, energy, and emotional needs. A great leader sees and embraces diversity, whether that be race, gender, culture, talent, education, or socioeconomic background and knows that these factors contribute to the quality and well-being of the organization. I am inspired daily by the leadership skills I see in my own team – the ability to listen and consider what others bring to the table, the ability to empathize and show human emotion, the ability to communicate throughout our various teams and provide a clear understanding of the vision of the organization. They are not only listening, empathizing, and communicating, but also holding each other and myself accountable. What makes a great leader, to me, is who a leader surrounds themselves with. The character of a leader oftentimes shows through their teammates.
Tracy Wood President & CEO Hospice of Chattanooga, Alleo Health System
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Strategy & Leadership
Great leadership is living and breathing your organization’s mission and values. In health care, our mission is patient-centered, and our charge is to heal with dignity and respect. Those values form the basis for how I engage with our patients and my colleagues on a daily basis. Those in leadership positions know that establishing yourself as a dependable leader starts on day one. That’s why, when I am building a team and beginning a new position – as I did at Parkridge nearly four years ago – I focus on three primary objectives: • Mission is the most important concept of our organization, and the patient is at the center. • Our colleagues are critical in making the mission central. People don’t follow titles, they follow inspiration, so it’s important for leaders to be transparent, authentic, and humble. • You have to establish a culture in which values support your mission and guide your organization. We deliberately chose a historic day – the day of the solar eclipse – for the Parkridge leadership team to gather offsite and develop the core values that would become our I H.E.A.L. (honesty, excellence, accountability, and leadership) philosophy. These were not Tom’s values. They were the values forged by many on a special day in history. Eclipses don’t happen often, neither should the development of your core values.
Thomas Ozburn President & CEO Parkridge Health System
Strategy & Leadership
Great leadership is developing a vision for an organization that all employees can embrace. This vision should challenge each individual to seek consistent improvement while keeping the customer/patient at the forefront. Ultimately, it’s about serving those you lead and truly appreciating each individual’s contribution to the success of the organization. Our current pandemic has emphasized the importance of trust in leadership. Trust is cultivated by leaders over time by being accessible, authentic, and transparent. Trust is established through a culmination of following through on commitments, remaining consistent so that all in the organization know what to expect, and truly walking the talk by demonstrating the qualities that are expected of everyone in the organization. Trusting that leaders are making decisions in the best interest of employees and the goals of the organization frees everyone to focus on their individual responsibilities. Conversely, a lack of trust in a leader and by a leader leads to the inefficiencies of second-guessing and micromanaging while stifling growth and innovation. Being a good leader means knowing when to step up and provide a helping hand and when to step back and let others share their gifts and talents. Good leaders work to serve those they lead, either by rolling up their sleeves and working side-byside or stepping forward with vision and direction that creates a common goal for all in the organization to rally around. Maintaining this balance of serving and motivating is a key to success for any leader.
Scott Rowe, PT CEO, Encompass Health Rehabilitation Hospital of Chattanooga
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Hood, CPA & Associates is an accounting firm located in Chattanooga, TN. We specialize in multiple areas of accounting including tax services for businesses and individuals, assurance services, payroll services, and full charge bookkeeping services. We strive to provide a level of customer service that we are known for within the community. We enjoy helping our clients grow their businesses and engage in proper tax planning, as well as cultivating lasting relationships with our clients.
hoodaccounting.com — (423) 541-7800 7213 NOAH REID ROAD, SUITE 104 CHATTANOOGA, TN 37421
Strategy & Leadership
The last six months have been a unique time to be a new CEO in the hospital industry. Although the COVID-19 pandemic has presented exceptional challenges, I am extremely pleased with the leadership displayed by my team. As we continue to navigate the pandemic, keep our patients safe, and meet Siskin Hospital’s mission, words expressed by Theodore Roosevelt 110 years ago resonate: ‘It is not the critic who counts; not the man who points out how the strong man stumbles, or where the doer of deeds could have done them better,’ avowed Roosevelt. ‘The credit belongs to the man who is actually in the arena, whose face is marred by dust and sweat and blood; who strives valiantly; who errs, who comes short again and again, because there is no effort without error and shortcoming; but who does actually strive to do the deeds; who knows great enthusiasms, the great devotions; who spends himself in a worthy cause; who at the best knows in the end the triumph of high achievement, and who at the worst, if he fails, at least fails while daring greatly, so that his place shall never be with those cold and timid souls who neither know victory nor defeat.’ Perfection, nor timorous inaction, is great leadership. Distinguished leadership requires a committed, diverse team striving repeatedly for excellence while recognizing this ongoing pursuit will involve successes and setbacks.
Matthew A. Gibson, PhD, FACHE President & CEO Siskin Hospital for Physical Rehabilitation
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Strategy & Leadership
I believe great leadership arises from three fundamental elements – character, servanthood, and competence. Character is the foundation. Do I keep my word, even when it hurts? Do I own the blame and share the praise? Do I admit when I’m wrong? Do I work unreservedly and give an exceptional effort regardless of how I feel on a particular day? Do I apologize when I’ve wounded somebody? Do I speak the truth regardless of consequence? Do I conduct business with humility and integrity? As Horace Greeley penned, “Fame is a vapor, popularity an accident, riches take wings, those who cheer today will curse tomorrow; only one thing endures – character.” Servanthood is also essential. Leaders (and the positions and titles associated with leadership) exist primarily to serve other people. Certain skills, such as vision casting, outlining strategy, being comfortable with ambiguity, and making tough decisions, are necessary for effective leadership. However, the leader’s foremost dayto-day responsibilities are building relationships, breaking down barriers, and solving problems so that the people of an organization can provide meaning and value to themselves and others. Third, a leader must engender confidence, and this arises from demonstrated competence. Continuous scholarship, modeling of excellence, and uncompromising commitment to high standards are necessary. In our industry, where patients entrust us with their health and well-being, there is an ever-present obligation to deliver outstanding and compassionate care. Fulfilling this responsibility requires expertise and a commitment to lifelong learning.
William Jackson, MD, MBA President & CEO Erlanger Health System
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Heart attack care is moving in the right direction. Lifesaving cardiac care is now at Erlanger East Hospital. When it’s a heart attack, closer is faster—and faster saves lives. So here’s great news for people who live on the East side of town: Erlanger East Hospital now offers the highest level of lifesaving cardiac care, right here on Gunbarrel Road. Here, skilled Erlanger interventional cardiologists can diagnose and treat a variety of conditions, 24/7, with projected response times faster than the national standard. Learn more at Erlanger.org/EastSTEMI.
O V E R C O M E PAT I E N C FOCUS PERSEVERAN CHALLENGE HUSTLE M OT I VAT I O N F L E X I B LISTEN SERVE RISK CARE PERSISTENCE WORDS OF WISDOM Leadership
Sometimes, the best advice is short and sweet. We challenged business professionals to offer one word of advice to the next generation of aspiring leaders.
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QUIET You don’t have to be the loudest person in the room. In fact, often it is the person who doesn’t talk all the time who draws the most attention when he speaks. His words have more meaning. I often think of the old saying, “We were given one mouth and two ears for a reason.” And I would add to that – two eyes. Listening and observing will take you far. JENNIFER NICELY, Foundation President, CHI Memorial
Optimism When I was a child, my dad would encourage me by bringing a finger to his chin and telling me, “Keep your chin up.” I interpreted this as always keep pushing forward while being optimistic. The arts sector is such a driver of our local economy and has been hit hard by the pandemic – but we’re still here. Imagine social distancing without your music, movies, books, and arts and crafts. We’re resilient, planning, pivoting, rising. I’m optimistic that we will again be able to gather together and enjoy the arts in the future, but I’m keeping my chin up and learning new lessons along the way. JAMES MCKISSIC, President, ArtsBuild
MODERATION My dad used to say, “Moderation is for monks!” In keeping with that, get out, do something, and don’t sit at home. Meet people, go out to fun places, make new friends, learn a new hobby, serve on a board, get involved in your community, go to a bar – it’s the absolute best way to get ahead in the business world and to enjoy the pie of life you were given. ARCH WILLINGHAM, President, T.U. Parks Construction Company
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Valu e Every decision or action has value. As M. Scott Peck famously said, “Until you value yourself, you won’t value your time. Until you value your time, you will not do anything with it.” You should consider and be able to communicate the value of each decision and action you make in your business to be an effective, transparent leader. Once you value yourself and your time, you will begin to value others’ time more. Equally important is learning the values of those around you. You may find that their values differ from yours, and becoming familiar with their values will allow you to motivate, develop, and lead in a meaningful way. DARLENE BROWN, Founder & President, Real Estate Partners Chattanooga LLC
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FOCUS
PEACE
If I had to offer just one word of advice, it would be focus. Focus on your core business, and be great at it. Focus on taking care of your people who put in the work every day to make sure your business runs smoothly. At the same time, keep your people focused on your core mission – this will set you up to improve your business’s productivity, performance, and ultimately, its success.
Peace of mind is priceless. There are so many things that require our attention each day, and it’s natural to feel stressed and overwhelmed. Anxiety only intensifies challenges rather than alleviates matters. Embrace and cultivate peace within by taking a moment to pause, relinquish tension, take some deep breaths, and return to the task at hand with calmness and clarity.
RYAN CRIMMINS, Chairman, Lawson Electric
YOHUNNAH WOODS-MOTON, Licensed Professional Counselor, Henegar Counseling Center
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Strategy & Leadership
Overcome FLEXIBILITY The year 2020 has shown that the ability to pivot is critical. Leaders and organizations must be flexible to changing external forces. In early March, we dispersed our administrative staff across several buildings, closed our lobbies, and utilized retail staff members to service alternate delivery channels. Our retail employees were extremely flexible in learning new delivery channels to help serve our members, including our recently launched video banking technology, which saw usage skyrocket as the community moved online to do business. As we continue to navigate these unprecedented times, we will all need to adjust to a new way of living. TODD FORTNER, President & CEO, Tennessee Valley Federal Credit Union
Whatever that voice is inside your head that is causing fear and anxiety, silence that voice and do it “scared.” I am here to tell you that anything great that ever came about in my business did not come from a place of comfort. Every time I added a new service, created a new division, or did a complete pivot in my business, I had to overcome this pinching gut feeling. It was scary, but it has always been worth the outcome. If you feel nervous about it, I assure you that you are on the brink of something amazing. SHAUN MOSLEY, Founder, Cue the Champagne Event Planning + Design
PATIENCE Remember that nothing happens overnight, and it can take years to see your dream reach its maximum potential. Just think about the preparation it takes to plant a garden. The soil has to be tilled, weeded out, and given the proper nutrients, and then we plant the seed, water it, nurture it, and weed it out some more. Sometimes – even when following the proper guidelines – things may not grow as expected. But that doesn’t stop us! As a matter of fact, it makes us appreciate the harvest even more. Be patient with YOUR process. CASSANDRA TUCKER, Owner, Divine Purity 14 8
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Strategy & Leadership
POSITIVITY It is easy for leaders to over-communicate problems and under-communicate areas of momentum. To truly inspire people to be the best they can be, be vigilant and establish an organizational culture that rewards a growth mindset rooted in positivity. Find consistent ways to let each person know of your gratitude for them. Find ways to understand their passions and insert them into roles that allow passions to come alive. Recruit and hire people with positive energy and a growth mindset. Allow your competition to try and fix the people with a negative mindset unwilling to change and to grow. JOHN SORROW, Regional Agency Executive & Senior Vice President, McGriff Insurance Services
SERVE Leadership is about serving your team members who serve your customers, your organization, your community, and each other. Longterm sustainable success is grounded in recognizing the connection and value that people bring individually and providing a way for them to collaborate and achieve more collectively than would be possible working independently. Orienting yourself to service as your leadership foundation requires courage – courage to think differently, to connect authentically, and to be vulnerable with your people. Recognizing our absolute humanity and being willing to serve allows us to steward people and organizations to connection, joy, and success. SUSAN HARRIS, President & CEO, See Rock City, Inc.
HUSTLE As I think about my one word of advice, the best word is “hustle.” Starting a business from scratch, I learned early on that work ethic, drive, and determination will propel you farther than anything. My favorite quote from legendary basketball coach Pat Summitt is: “Here’s how I’m going to beat you. I’m going to outwork you. That’s it. That’s all there is to it.” That’s hustle – it works on the basketball court, and it works in business. I’ve been associated with a great group of people that understand HUSTLE, and that’s why our company has had the success we’ve had. BILLY CARROLL, President & CEO, SmartBank
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PERSISTENCE Success is about persistence. In the 37 years I have been in business, I have faced vicious competition, the 2008 recession, and, most recently, the COVID-19 pandemic – yet these difficult times have been some of my most profitable years. I’ve learned that when disaster strikes, you cannot take shelter; you must build a shield to weather the storm. Persistent hard work, as well as setting the bar high for myself and for my employees, has been a critical part of achieving success. All of the Shah family businesses are founded on these values. HARSHAD SHAH, President & CEO, Hamilton Plastics, Inc.
Perseverance One of the most important traits to an aspiring leader is perseverance. Throughout both my career and personal life, there have been many challenges that could have gone completely differently had I not put in that extra hour or made additional phone calls. Many leaders often quit too soon, but effective leaders don’t let obstacles get in the way of success – they persevere. Learning to persevere through tough decisions removes barriers that often limit the potential for success. In business, with perseverance, time is of the essence, and acting with a sense of urgency creates opportunities for tomorrow. GREG A. VITAL, President, Morning Pointe Senior Living 150
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LEARN To lead any organization today, the leader must learn – always. To keep this top of mind, I often use this quote by Eric Hoffer to emphasize the importance of always learning. “In times of change, learners inherit the earth, while the learned find themselves beautifully equipped to deal with a world that no longer exists.” Building a learning organization starts with the leader. Any leader today who wants to transform their organization must always be transforming themselves through their learning. PATTI W. STEELE, President & CEO, First Volunteer Bank
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Challenge
Strategy & Leadership
Response to a challenge is what separates the leaders from the pack. Challenges are inevitable, and a true leader accepts the adversity at hand and gets excited – not paralyzed – by fear. A great leader rises to the occasion, weighs the possibilities, looks for opportunities, adapts to the situation, and moves forward. When facing the unknown, pray for strength and attack the challenge head on. Challenges should not be crippling, rather an opportunity to grow as a leader. MIGUEL MORALES, Entrepreneur, Co-Owner, 1885 Grill, Tremont Tavern, FEED co. Table & Tavern, Parkway Pourhouse
RISK You can be a good leader nurturing an organization with safe moves and decisions. But if you want to advance beyond good to bold, you must embrace risk. I don’t mean careless risk; I mean calculated risk. Nothing great will happen following the herd or ensuring you are always 100% correct and safe. Don’t make being a contrarian your habit, but do embrace the philosophy from time to time. Your organization will become stagnate and slowly descend if you try to make every move the right move. Strive to be right 95% of the time and manage the other 5%. DONNIE HUTCHERSON, Managing Partner, HHM CPAs
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MOTIVATION Know your purpose, and let it be the motivating factor in the decisions you make. By keeping your core purpose in the forefront of your mind, you are more likely to consistently recognize the right opportunities, have the self-will to act, and you will dynamically pursue opportunities with passion. Gain an understanding of what motivates your clients’ choices and your team around you. With this awareness, you’ll be in a better position to meet their needs. HUGH MORROW, President & CEO, Ruby Falls
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LISTEN My experience when listening is often the difference between success and failure. I strive to create an environment where staff, colleagues, and physicians feel comfortable expressing ideas and concerns. Listening is not just about new ideas for growth. The process of listening is understanding that it takes a tremendous amount of courage and heartfelt care for those around me to express concerns with my decisions or to provide constructive criticism of my actions. Listening provides me with the opportunity for thoughtful consideration of what is valuable for me, and more importantly, our organization. BECKY FARMER, CEO, Center for Sports Medicine & Orthopaedics
ADAPT In the book Good to Great, author James C. Collins compares Walgreens to Eckerd and Circuit City to Best Buy. Why did Circuit City and Eckerd fail? They didn’t adapt. Nothing stays the same. One of my company’s core values is “Change and Adapt.” We must change and adapt to our circumstances to succeed. Change is inevitable, not only in life, but in business too. As long as people and technology are progressing, so should the businesses around them. I constantly look for ways to adapt each area of my business to make it better. MATT HULLANDER, Owner, Hullco, Inc.
ACTION The wheel hitting the road is what gets us to our destination. Debate and collaboration can be an important part of any process; however, ideas are powerless without action. The conscious commitment to carrying them out is the differentiator. In the end, action is the engine that will define us. As Pablo Picasso said, “Action is the foundational key to all success.” Benjamin Franklin’s words also apply: “Well done is better than well said.” JAMEY DYE, President & COO, COS Business Products & Interiors
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Building an Exceptional Executive Team LO CA L CEOS S HARE T HEI R HI RI NG SECRETS
The key to building an executive team is finding the balance between the words “executive” and “team.” Running a company isn’t a one-person show, and the executive team shouldn’t be a group of mavericks in competition. As a CEO, I look for people who have different strengths, expertise, and perspectives. Every member of the executive team should bring something different to the table. They must be strong leaders with the proven ability to motivate people and get things done, but they shouldn’t be cut from the same pattern. As a group, the executive team must be able to see and argue all sides of our options and opportunities, while also being able to reach a consensus for moving forward together. In other words, every member of the executive team must be a strong individual contributor who also understands and appreciates the strengths and contributions of the other team members.
DAVID WADE, PRESIDENT & CEO, EPB
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CEOs hold the reigns of a company. They make major corporate decisions, manage operations and resources, and work to meet the needs of both their customers and their employees. Yet one of the most important roles of a CEO is to surround themselves with a top-performing leadership team. With an effective team in place to offer counsel and perspective, innovate, and elevate the organization, the CEO can focus on leading the business to success. So, what exactly does a CEO look for when building a world-class executive team? We asked local business and organization leaders to share their confidential checklist.
DR. REBECCA ASHFORD PRESIDENT, CHATTANOOGA STATE COMMUNITY COLLEGE It is incredibly important for effective leaders to surround themselves with a strong team. As a college president, I look for three key characteristics when building my leadership team. First, I look for leaders who are secure enough to tell me when I am wrong. I need executive leaders who will let me know when I am about to make a mistake or that the current direction will not work. Knowledgeable leaders who are willing to speak up save valuable time and resources by avoiding unnecessary mistakes. Second, I look for independent decisionmakers who are able to rely upon their problem-solving skills and experiences to analyze and act on situations in their areas. Using our established leadership philosophy and college priorities, they make the right decisions at the right time. Finally, I look for leadership team members who put the needs of the college above their own departmental or personal needs. We must be able to form a united team that puts the college first. This requires open communication within the leadership team, collaboration to address issues and set priorities, and transparent communication of decisions back to their divisions.
R. CRAIG HOLLEY CHATTANOOGA CHAIRMAN, PINNACLE FINANCIAL PARTNERS At the top of the checklist would be a commitment from the executive to help create a culture where associates love to come to work every day. They must be intentional about it. They must understand that our people are the most important resource in the organization and create the sustainable advantage against the competition. Next comes a commitment to the purpose and direction of the organization. Company leaders must understand and believe in the mission, vision, and values of the company. The executive team must be able to provide a clear sense of the culture and ensure all associates share the same goal. Once we clear those two important hurdles, there are a number of other qualities required. Bluntly put, have they been successful in the past? The best indicator of future success is past success. Integrity is not optional – honesty, trustworthiness, and having strong moral principles are a must. Do they have a positive attitude? A positive attitude by itself doesn’t make a successful executive, but being negative will diminish their leadership potential. Are they a problem-solver? Anyone can spot a problem; leaders must be able to solve problems. And finally, I always look for someone with high expectations for the performance of themselves and others. I want to be surrounded by people who are competitive and hate to lose!
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HIREN DESAI CEO, 3H GROUP, INC. My groundwork was laid when I started work in my first hotel. Operating in all the departments at one time or another, I learned from all the other employees. What works, what doesn’t? The way I see it, creating a company begins with surrounding yourself with people you can learn from. Then, you harness that and not only build a team, but more importantly, keep the team cohesive and intact for the longevity of your business with some key fundamentals: ACCOUNTABILITY Don’t be afraid to make the wrong decision, but when you do, have the courage to make it right. ATTITUDE Nobody works FOR me; they work WITH me. This creates a team concept. COMMUNICATE Do this not by talking, but by listening and then offering guidance. CULTURE Treat people how you want to be treated. Respect is earned, not given. ENGAGE Encourage growth, learning, and innovation in your business. HAVE FUN Create an environment that people want to be in, and participate in activities outside of work together.
BURT ODOM PRESIDENT & CEO, EMJ CORPORATION When considering people as candidates to join our team, skills are a given, but we hire to our culture. We start with Our Purpose, Mission, and Values, which we call “Our Foundation.” Our Purpose is “to be people serving people.” We look for servant leaders – people who see service as both their duty and a joy. Our Mission is “to deliver an exceptional experience to our clients, partners, and colleagues.” We take servant leadership a step further and work to deeply understand the needs of our clients and colleagues, which helps us deliver exceptional experiences. Our Values are “trustworthy, selfless, and gritty.” We seek people who are driven, demonstrate care for others above self, and persevere despite challenges. We know if we hire to these principles, it builds a top-performing team. This doesn’t mean everyone is a carbon copy. We seek a diversity of background and thought. Rather, it means if we are united on the fundamentals of who we want to be, we accomplish great things for our clients. Finally, I agree with the thoughts of a theologian who said, “Leaders need to be real, gentle, understanding, and empathetic – people who show a human side.” We’re looking for people who show an attitude of grace to those around them, and yet retain a boldness to lead. I try to surround myself with people who exemplify these qualities. Hiring this type of executive team and employees builds a great culture and makes EMJ what is today and will be tomorrow.
JAY DALE, MARKET PRESIDENT, FIRST HORIZON BANK As a self-professed sports fanatic, I believe that building an exceptional executive team means assembling players who possess unique skillsets that can be utilized by the entire organization. For example, the past months have brought great change to our company. Our merger of equals with IBERIABANK provided us with some tremendous opportunities and new ways to further serve our growing client base. At the same time, the Paycheck Protection Program launched, and our bankers were challenged to work quickly to meet the deadlines of a program with ever-changing guidelines. Throughout all of this, our team of utility players pivoted in ways to provide services while keeping our financial centers safe during the pandemic. Because everyone was willing to do whatever was necessary to meet the challenge, we emerged as a stronger team with an increased commitment to providing the best client experience and even stronger relationships with those we serve. We also fulfilled every commitment made to organizations that were forced to cancel events that raised significant funds for the work done throughout the community. These organizations make Chattanooga a better place to live, work, and play; however, as bankers, we know they are also a great investment in our future. I’m fortunate to be surrounded by a team of all-stars who share our company’s passion for service and truly embrace the art of the pivot.
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TANGELA W. JOHNSON, PRESIDENT & CEO, NORTH GEORGIA CORPORATE CONSULTING The list of attributes that CEOs should aspire to has been researched and written about to the point of ad nauseam. Even still, we covet the list. We want the ingredients in that special sauce, so I’ll share what I consider the trifecta of leadership qualities. The first two, vision and intuition, carry the day because these twins drive legacy. However, no legacy can be created without my third favorite: a trusted, talented executive team. No leader can accomplish anything great alone. Exceptional executive teams have an abundance of talent and trust. It is the kiss of death for a CEO to be surrounded by incompetent people who can’t be trusted. Understanding the talent needed to accomplish the vision is the first step. Second, if, as CEO, you can’t trust your team to tell you the unfiltered truth and expertly execute the mission, either your ego is too big, your vision is unclear, or you might have control issues – all of which can become organizational land mines. Even though most successful CEOs experience a few failures on the road to building their core team, the smart ones “fail fast.” They understand that a synergized, effective team is a must-have. These laser-focused “strategicians” make vision and legacy achievable. Having a trusted, talented executive team is the secret sauce, but it takes a pinch of patience and a whole lot of wisdom to get the recipe just right.
RICK MCKENNEY PRESIDENT & CEO, UNUM Building a world-class executive team is not that different from building any high-performing team, but it does have some nuances that require thoughtful attention. Executive teams must represent the values and purpose of the company, as the cascading impact of leadership is so important. For Unum, our purpose is to help the working world thrive throughout life’s moments, and for our teams, we represent our values through “We are Unum.” This is the cornerstone of our expectations and the basis for what we are looking for in our senior leaders. AN APPRECIATION OF DIFFERENCES When building out an executive team, diversity is critical. The individuals need to bring professional expertise, but we need different backgrounds, ideas, and perspectives to have a strong leadership team. UNWAVERING CUSTOMER FOCUS Our purpose of helping the working world constantly reminds us why we are here, and leaders need to feel it deeply and be able to share it with their teams. INSPIRATIONAL VISION We ask all our employees to have a passion for achieving results, and our leadership team needs to be looking over the horizon for what is coming next and what is possible. They then need to be able to clearly articulate where they are going and why, while empowering their team to help chart the course. A CARING SPIRIT This applies to how the leader motivates their team and how they engage in their surroundings and communities. It is one of the things that makes Unum special and is personified by its leaders. These are just a few of the traits we look for in our senior leaders here at Unum.
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ERIC FULLER PRESIDENT & CEO, U.S. XPRESS Building an executive team is like building a professional sports team. You need people who complement each other and fill gaps where others are lacking. I like to start by finding people with an incredible strength in one certain area. It’s nice to have someone wellrounded, but I’d rather have an absolute superstar in one or two key areas. At our size, I’m able to hire people around them who can help fill their deficiencies. It’s about having all the qualities represented that we need as a whole, not as individuals. I look for a few executers who I can give a task to and know not only will it be taken care of, but it will also be done well every time. Then I want a couple of innovators – people who push the envelope. Managing this type of person can be time-consuming and frustrating at times, but the investment is worth it every time a brilliant idea is brought to the table. Lastly, I like to have a few solid teammates – those who excel working in a team and keep the cohesiveness of the team together, progressing toward a common goal. Naturally, when filling these roles, I want the most talented people I can find. I like to have people from different companies, different experiences, and even different industries. I want people who bring me and the rest of the team out of our comfort zone. I’ve built a team that I’m proud to work with every day, but the search is continuous. As the company’s needs evolve, so does the team. It’s all about looking forward, not back.
KEITH SANFORD PRESIDENT & CEO, TENNESSEE AQUARIUM Here are a few points worth considering when building a world-class executive team: DIVERSITY Different people bring different views to the team. I don’t want my team to all think the same way. The best ideas come from socially diverse groups (meaning people of different ethnicities, ages, genders, and political views). BOLDNESS I want a team that is not afraid to share their viewpoints or disagree on topics with me or with each other, who respectfully value other opin-
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ions, and who don’t make others uncomfortable for sharing differing views. CHANGE-MAKERS Just because we have always done something the same way is not a reason to keep doing it that way. Our team needs to always think about the best way to do something with the best results. HIRING PROACTIVELY I like several members of our team to interview candidates and give feedback on what they think about the candidate. I also like to have either a meal or a drink with them to see how they do in a social situation. Never hire out of desperation – wait to find the best candidate.
Management “Management is, above all, a practice where art, science, and craft meet.� -Henry Mintzberg, Business Management Author
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AVO I D I N G TA L E N T T U R N O V E R Employee Retention Strategies BY ANDREW SHAUGHNESSY
Over the course of the last five months, companies have experienced some of the most unpredictable and unforeseen circumstances that have changed the way we will look at business forever. While not all companies have been forced to reduce their staffs, others have. Now more than ever, businesses must depend on employees who have the skills and abilities to perform a variety of tasks, and retaining top talent is paramount. Very few employers would disagree that losing talent costs companies time and money – a lot of it. The Society for Human Resource Management estimates that it takes companies 42 days on average to fill an open position, while the average cost-per-hire is $4,129. Other studies reveal even gloomier data. According to the Work Institute’s 2019 Retention Report, the average cost of replacing an employee is $15,000. All told, it estimates that U.S. employers lost $617 billion to voluntary turnover in 2018. There are “soft” consequences to high turnover as well: decreased employee engagement, lower productivity, lost institutional knowledge, and negative impact to a company’s culture and morale. Meanwhile, Work Institute research also shows that more than 75% of employees who quit could have been retained by their employers. Though some employee turnover was due to relocation, retirement, or employees being fired, most workers cited preventable reasons for leaving, including career development, work-life balance, poor manager behavior, and seeking better compensation and benefits. What’s more, preventable employee turnover is on the rise. In short, while the cost of replacing an employee is unacceptably high, it is far from unavoidable. So, what can you do to improve employee retention, and how can you do it?
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Start Early Optimizing retention starts even before you hire. When identifying a potential employee, it’s not just the resumé and skillset that count – culture fit is crucial. “It’s key to take time on the front end to identify candidates who reinforce the core of your brand, ” says Reliance Partners Chief Operating Officer Laura Ann Howell. “You’ve got to be intentional to define that corporate identity – Who are you as an organization? What do you want your employee and client experience to look like? – and ensure you add team members who have alignment between technical skills and the direction you are steering the organization’s culture.” Onboarding is key as well. Set new employees up for success by immediately setting expectations, clarifying objectives, and establishing a welcoming, professional atmosphere. The first days on a job can set the tone for years. Help new employees forge positive relationships with co-workers and supervisors, and get them engaged immediately by giving them meaningful work early on.
Invest in Leadership Development for Everyone When there’s a clear path forward to advance their careers, employees are more likely to buy in, work hard, and stay engaged. Lay out a career roadmap for every employee, right from the get-go. Then, clearly identify a rubric to measure success and chart progress, and give them the tools to win. Better training makes for better employees, and when your talent hones their skills and develops their abilities, it can only benefit your company. Investing in your employees through ongoing education and professional development programs is a no-brainer. At BlueCross BlueShield of Tennessee, employees can participate in various professional development programs, including mentoring, job rotation, and leadership development. “BlueCross BlueShield has really put their money where their mouth is as far as developing their people,” says BCBST Vice President of Human Resources Gary Steele. “The company makes that commitment to our people: We want you to stay with us, so we’re going to invest in you.” Giving employees opportunities to advance or move laterally within your organization also makes them feel valued and provides incentive for them to perform well and grow in their leadership abilities. “We post all of our jobs internally,” Steele adds. “Depending on the year, about 46 to 50% of our open jobs are filled internally, and about 42% of those are promotions.”
GARY STEELE Vice President of Human Resources, BlueCross BlueShield of Tennessee
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Competitive Compensation and Core Benefits Are Key Before you try to boost morale with beer kegs, ping pong tables, and Taco Tuesdays, it’s crucial to nail down the truly foundational pieces of employee retention. “It’s important to prioritize core benefits and compensation,” Howell explains. “In order to retain top talent, you have to make sure the foundational aspects of the employee experience are competitive. I tell people: ‘We will make it a fun place to work, but our first priority as an employer is to ensure that our team has a path to both personal and professional success’ – for many team members, that means above market salary and benefits.” Ultimately, the majority of your employees are motivated by money and the desire to take care of themselves and their families. These key components form the foundation upon which every other piece of the employee retention puzzle is built. Without it, the rest is merely fluff.
LAURA ANN HOWELL Chief Operating Officer, Reliance Partners
Ask for Feedback Regularly, and Act on It Once you’ve hired the right people, laid out a clear roadmap for growth, and given them a foundation of competitive compensation and core benefits, your next responsibility is to create an environment where employee engagement is encouraged through open communication and continuous feedback. Sometimes this just looks like hiring and training empathetic managers and teaching good listening skills. Other times, this is accomplished through a more formalized data gathering process. BlueCross BlueShield of Tennessee’s first-year survey and annual engagement survey have proven remarkably valuable in this regard. In 2020, the senior leadership team received more than 19,500 comments from the engagement survey. They read every single one. “We can’t make every single suggested change, but if we see common themes, we break them down and put them into buckets,” Steele says. “We’ll take maybe the top three things and communicate that back to say: ‘Hey, we heard you, and we’re going to do X, Y, and Z to try and fix it.’” The company has also implemented an online innovation platform known as share@work that regularly solicits employee ideas for business and cultural challenges, and engages leadership to review and take action. Over the years, survey feedback and share@work challenges yielded tangible changes at BlueCross BlueShield of Tennessee, ranging from a more relaxed dress code and installation of an on-site walking track to additional benefits around paid parental leave and increased tuition reimbursement. There’s good precedent for using a data-driven approach to employee engagement. Google famously uses a steady stream of employee surveys to assess manager performance, optimize processes, and pinpoint conditions in which their people thrive. By combining performance data with qualitative survey results, Google’s leaders better understand the complex dynamics at play. Meanwhile, because Google consistently takes action based on employee suggestions and feedback, their survey participation numbers are notably high (90% on average) and repeatedly have been credited with increasing productivity, retention, morale, and profit.
50%-60% of an employee’s annual salary is the cost to replace that employee SOURCE: SHRM
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Management
Keep an Open Mind Sometimes you hire a qualified, talented individual, only to find out they’re a poor fit for the job. The easy solution would be to fire them, or to wait until they burn out from frustration and quit. Don’t give up so easily. Often, some creative redirection can make all the difference for employee success. Howell tells the story of a time when it became clear that an individual was no longer a good fit for the job. They clearly didn’t love what they were doing, and the team could sense it.
This person was smart and capable, but something just wasn’t clicking. Much to Howell’s delight, instead of moving on from the employee, the management team took a closer look at their skills and personality and recommended them to different role within the organization. “Now this employee is an absolute rock star,” says Howell. “Reliance’s ability to redirect those skills and team members into better suited roles has been a hallmark of our success in retention. It’s all about having an open mind.”
Value Technology According to U.S. Census data, 5.2% of Americans worked from home in 2017, up from 3.3% in 2000. Those numbers have risen exponentially in recent months due to COVID-19. Fortunately, thanks to advancements in technology, the transition has been smoother than many expected, and there are some positives. The evidence indicates that working from home actually benefits both company and employee. Numerous studies show that working from home tends to improve productivity, allowing employees to focus, free from the distractions of a busy office.
Be Charitable More and more every year, employees express the desire to work for organizations that reflect their values, behave ethically, and give back to the community. Consider advertising community service opportunities for your staff, and encourage them to get involved in causes bigger than themselves. “We offer our employees the chance to do a significant amount of community service every year, and we have a fund
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that gives back to communities and charitable projects in Tennessee,” says Steele. “We’re in the business of caring. That is truly taken seriously at BlueCross BlueShield.” When your employees feel like they are part of a company that is contributing to the greater good, they’ll take pride in their work and be more likely not only to stay, but to work hard and thrive.
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Recognize Trends and Make Adjustments Even when operations appear to be running smoothly, a willingness to look beyond the surface can provide valuable information. The outdoor clothing brand Patagonia has offered on-site childcare for its employees for more than 30 years. Founder Yvon Chouinard put the program in place after noticing a trend of talented women leaving the company before they reached senior management level. Add in 16 weeks of paid maternity leave, and you have a recipe for stellar retention. As of 2016, Patagonia had a 100% return rate of employees who took maternity leave (compared to a 79% average nationally), and today, 50% of the company’s managers and senior leaders are women.
90% of workers say they are more likely to stay at a company that takes and acts on feedback SOURCE: ACHIEVERS 2020 ENGAGEMENT & RETENTION REPORT
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Appreciate Your Employees Everyone wants to be acknowledged, heard, and recognized for their hard work. Your employees are no different. In a study by the Boston Consulting Group, 81% of 200,000 global employees polled said that they are motivated to work harder when their boss showed appreciation for their work. According to Forbes, a third of employees said they would take a pay cut for a job where they felt more seen or heard. Because everyone has a different personality and “love language,” smart managers will get to know their employees as individuals to encourage them most effectively. For one, verbal praise and words of encouragement could make all the difference in the world. For another, it might be a handwritten note or gift of appreciation that does the trick. Zappos, an online shoe and clothing retailer, uses an innovative peer-to-peer reward program, giving employees the chance to acknowledge and reward their co-workers for a job well done. With the program, they can award “Zappos dollars” that can be redeemed for company swag, movie tickets, or donated to a charity. Co-workers can also nominate one another for better parking spots or even reward one another with cash bonuses.
Retention Takes Intention Improving employee retention and engagement takes purpose, creativity, and care. A company is only as strong as its employees. Help your people grow and thrive, and they will do the same for you.
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“A leader takes people where they want to go. A great leader takes people where they don’t necessarily want to go, but ought to be.” – Rosalynn Carter
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Tyson Hall, PhD Graduate Dean, Southern Adventist University Years with company: 15 Oversees: All aspects of graduate education, providing academic, administrative, and strategic direction to Graduate Studies and Online Campus
Appointed as dean of Graduate Studies for Southern Adventist University in November 2019, Dr. Tyson Hall brings a breadth of experience balancing multiple responsibilities. A graduate of the Georgia Institute of Technology, Dr. Hall co-authored a textbook and owns a patent. When he joined the teaching faculty in Southern’s School of Computing in 2005, he designed the embedded systems emphasis for the computer science program. Instrumental in maintaining accreditation for the university, he successfully navigated Southern through the 2012 reaffirmation process as faculty chair. Southern honored Dr. Hall with the Distinguished Service Medallion for emulating Christlike service both behind the scenes and in leadership.
Bo Drake Vice President, Economic & Workforce Development, Chattanooga State Community College Years with company: 2.5 Oversees: Economic & Workforce Development Division and the Tennessee Small Business Development Center
Bo Drake leads two teams of talented individuals to help solve pressing workforce challenges throughout our region. Working with area businesses, he and his team developed high-impact, short-term training programs that prepare people for careers and developed several college-sponsored registered apprenticeship programs. Drake serves on the Chattanooga 2.0 steering committee and in an advisory capacity for the Network for Southern Economic Mobility. He is a graduate of Leadership Chattanooga, a member of Tennessee’s Higher Education Leadership and Innovation Fellows program, and a participant in the Young American Leaders Program at Harvard University School of Business.
Shelly Killian Senior Vice President, Commercial Banking, First Horizon Bank Years with company: 12 Oversees: Commercial banking
Shelly Killian is a senior vice president in commercial banking at First Horizon Bank. In this role, she develops and manages commercial business relationships within the Greater Chattanooga area. With 20 years of banking experience, Killian provides personalized service to help many of Chattanooga’s area businesses achieve their goals. She co-led the creation of First Horizon’s local Women’s Initiative Employee Resource Group, which helps provide networking, education, community outreach, and professional development for the Chattanooga team. She is also a member of Chattanooga Women’s Leadership Institute and a 2015 graduate of Leadership Chattanooga.
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Norma R. Cooper, CPA, CITP Chief Financial Officer, Independent Healthcare Properties, LLC and Morning Pointe Senior Living Years with company: 16 Oversees: Financial, human resources, and technology divisions for IHP and Morning Pointe communities
With over 30 years of business experience, Norma Cooper joined Independent Healthcare Properties, LLC in 2004 and has oversight of financial, human resources, and technology divisions for IHP and Morning Pointe communities. Cooper is a graduate of Southern Adventist University, where she completed her bachelor’s degree in accounting. She is a licensed CPA as well as a CITP (Certified Information Technology Professional) and remains active in the Tennessee Society of CPAs and the American Institute of CPAs. Cooper is also a board member of the Morning Pointe Foundation.
John Eaves, CPA Senior Manager, HHM CPAs Years with company: 4 Oversees: Client management audit and advisory services
As a Chattanooga native, John Eaves graduated from the University of Tennessee at Chattanooga in 2004 and began his career in public accounting. With over 16 years of experience in audit, consulting, and tax planning, he has a well-rounded approach to serving his clients in the manufacturing, transportation, nonprofit, private equity, and employee benefit plan industries. Eaves serves as the president of the Chattanooga Chapter of the Tennessee Society of CPAs and is a 2011 Leadership Chattanooga graduate, past president of the Rotaract Club of Chattanooga, and past treasurer of the UTC GOLD Council.
Caroline M. Walker Vice President of Commercial Banking, BB&T – now Truist Years with company: 2 Oversees: Commercial banking
Over the past six years, Caroline Walker has helped owners of privately held companies achieve their financial and strategic long-term goals. Walker is able to combine that experience with the full suite of capabilities that BB&T, now Truist, provides Chattanooga area business owners. She shows her clients the benefits of strong relationship banking by listening and advocating, and then working to implement tailored financial solutions. Walker also serves on the board of The Tivoli Foundation, Chattanooga Area Chamber Finance Committee, and United Way Advisory Board, was the 2020 Heart Ball Chair, and is a current member of the Leadership Tennessee class.
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Evann Freeman Director, EPB Years with company: 6 months Oversees: EPB’s government relations and economic development efforts
Evann Freeman joined EPB as director of government relations in December 2019. Freeman has spent the past decade as a government relations professional, most recently for U.S. Senator Lamar Alexander. At EPB, he works closely with local, state, and federal stakeholders, as well as local entrepreneurs and area businesses. A proud Central High alum, Freeman serves on several nonprofit boards and has dedicated his career to building stronger communities throughout Tennessee. He sees his role at EPB as an opportunity to focus his public policy efforts on community benefit and coalition building for his hometown of Chattanooga.
Cameron S. Hill Attorney, Baker, Donelson, Bearman, Caldwell & Berkowitz, PC Years with company: 22 Oversees: Baker Donelson’s professional development
Cameron Hill serves as Baker Donelson’s professional development shareholder, responsible for legal and professional skills training and mentoring for attorneys. In addition to this role, he maintains a full-time practice, focusing on construction, employment, ERISA, and general commercial litigation matters. Since 2013, Hill has been listed in The Best Lawyers in America in Construction Law and Construction Litigation and was named the publication’s 2018 and 2014 Chattanooga Litigation – Construction “Lawyer of the Year.” He is a Rule 31 Listed General Civil Mediator, holds an AV Preeminent rating from Martindale Hubbell, and is a member of the Tennessee, Chattanooga, Federal, and American Bar Associations.
Heather Batson, CPA Partner, Mauldin & Jenkins Years with company: 17 Oversees: Mauldin & Jenkins’ local not-for-profit practice while also working with other audit clients
Heather Batson graduated from the University of Tennessee at Chattanooga with a Bachelor of Science in Accounting and Finance in 2001 and a Master of Accountancy in 2003. Batson’s experience includes audits for financial institutions, including public companies (SEC), not-for-profit organizations, and employee benefit plans. She is a member of the American Institute of CPAs and the Tennessee Society of CPAs, where she has served on the state board of directors and held various officer positions within the Chattanooga chapter. She also serves on the accounting advisory board for UTC and is a graduate of PrimeGlobal’s Leadership program.
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Gina Stafford Assistant Vice Chancellor, Communications & Marketing, the University of Tennessee at Chattanooga Years with company: 2 Oversees: Supports all media, social media, and photography matters of the university and supervises WUTC-FM, the university’s National Public Radio station
Gina Stafford has spent more than 20 years in public relations and media communications, the last 15 with the University of Tennessee System. She was first hired by the system in 2005 as its director of communications; three years later, she was promoted to assistant vice president, with responsibilities added to her role as director of communications. In June 2018, she was hired by UTC to help manage the university’s media and public relations as well as WUTC-FM. She has earned an Institute of Education Management certificate from Harvard University’s Graduate School of Education. She received her bachelor’s degree in journalism from Tennessee Technological University and her master’s degree in communication from Vanderbilt University.
Mike Deering Chief Investment Officer, HUTTON Years with company: 1 Oversees: HUTTON’S investment, asset management, transaction, and leasing platforms
Mike Deering leverages over 14 years of commercial real estate experience in areas including investor relations, asset management, financial reporting, transactions, and investment management. In his first year at HUTTON, he facilitated the sale of over $100 million of high-quality retail assets from HUTTON’s shopping center and single tenant portfolios. Prior to joining HUTTON, Deering served as senior vice president of funds management for DDR Corp, where he led the asset management, reporting, and investment management functions for a $4 billion portfolio of shopping centers. He is active in the Chattanooga community and serves as a mentor for the Chattanooga Girls Leadership Academy’s corporate mentorship program.
Alan King, CPA Senior Manager, Tax Services, LBMC, PC Years with company: 1 Oversees: Tax services for manufacturing, service, private equity, and transportation
Alan King has over 17 years of experience providing tax and accounting services to companies in a variety of industries. King leverages his wide range of technical knowledge to help companies minimize tax liability, streamline compliance and accounting processes, and consult on growth and strategic plans, as well as to serve as a resource to teams within LBMC. As past treasurer of Launch Chattanooga, King actively supports the local startup community and entrepreneurs. Most recently, he led the effort in LBMC’s Chattanooga office to help clients take advantage of the CARES Act. King is a member of the Tennessee Society of CPAs and American Institute of CPAs.
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Meaghan Dant Redner Director of eCommerce, 3H Group Years with company: 9 Oversees: Revenue-driven digital marketing initiatives
Meaghan Dant Redner’s hospitality career started shortly after she graduated with a bachelor’s degree in communication from the University of Tennessee at Chattanooga. After roles in marketing and sales at The Southern Belle and the City of Ringgold, she was hired as the marketing coordinator for 3H Group in May 2011, and in 2013, she was promoted to director of e-commerce. Redner’s responsibilities include executing hotel online performance through key revenue generation channels, review forums, third-party websites, and social media platforms and facilitating SEO and PPC programs. She also handles public relations initiatives, marketing and advertising inquiries, and local partnerships.
Sandy McKenzie, MBA Executive Vice President and Chief Operations Officer, Hamilton Health Care System Years with company: 14 Oversees: Efforts to optimize quality, safety, and the patient experience; operating, financial, and service excellence outcomes; and fostering a culture of transparency and accountability
With more than 30 years in health care leadership roles, Sandy McKenzie has been an instrumental leader with Hamilton Health Care System. McKenzie oversees the day-to-day operations at Hamilton and provides vision and leadership to more than 2,600 employees. Throughout her career, she has maintained a commitment to exceed expectations with a true team approach, and her leadership has contributed to Hamilton’s growth, including the system’s largest expansions: the Anna Shaw Children’s Institute and the Peeples Cancer Institute. McKenzie obtained her MBA from Southern Adventist University and is a graduate of the Georgia Hospital Association’s Leadership Program.
Jason Byrd Chief Financial Officer, Parkridge East Hospital Years with company: 7 Oversees: The financial well-being and key service line initiatives of Parkridge East Hospital
Jason Byrd has established himself as an indispensable member of the Parkridge Health System family. As part of the administration team at Parkridge East Hospital, Byrd has played a significant role in achieving national top-decile performance in physician engagement scores. Under his leadership, Parkridge East has undergone three concurrent construction projects, gained approval for or implemented more than $7 million in capital improvements, and helped enhance the hospital’s patient engagement scores by 35%. His leadership was critical for helping the system effectively respond to the COVID-19 pandemic and positioning it to thrive as it emerges from the crisis.
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Management
Natalie Hunt Senior Vice President, Relationship Manager, SmartBank Years with company: 1 Oversees: Consumer and commercial lenders assisting clients within the Chattanooga MSA
Natalie Hunt joined SmartBank in 2019 as a senior vice president and relationship manager. She has more than 20 years of experience in the financial industry with proven knowledge of operating policies and procedures, productivity and performance management, and relationship development. Her client-focused mindset and commitment to providing invaluable service embodies the SmartBank culture. Hunt serves as a board member for Top of Georgia Economic Development and North Georgia Healthcare Center, and she is a member of the Catoosa County Chamber of Commerce’s Legislative Committee. Hunt is also a 2015 graduate of Leadership Catoosa.
Ashley Noojin, CPA Senior Manager, Elliott Davis Years with company: 10 Oversees: The firm’s Accelerate practice in Chattanooga
Ashley Noojin is a senior manager with Elliott Davis and serves as the Chattanooga market leader for the Accelerate practice, which handles outsourced accounting and financial services. She joined the firm’s health care consulting practice in January 2010 after graduating from the MBA program at the University of Tennessee at Chattanooga. She received her undergraduate degree in accounting from the University of Alabama. Noojin specializes in physician practice management, mergers and acquisition consulting, and business and financial strategic planning. Noojin strives daily to make a positive impact on her colleagues, her customers, and her community.
Robin Parker Senior Vice President, Relationship Manager, SouthEast Bank Years with company: 2 Oversees: Client acquisition activities in Hamilton County
Robin Parker has over 19 years of experience developing strong banking relationships and offering financial solutions to her clients. Parker values loyalty and works hard to ensure clients know that she is committed to the growth of their business. Her background in management and commercial lending provides her with a wide range of perspectives in aiding clients with their financial needs. She graduated from Tennessee Temple University in Chattanooga and has been with SouthEast Bank at Liberty Tower for the last two years of her career. Parker serves on the Business Development Center board and is an active member of St. Marks United Methodist Church.
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John Doub Director, Supply Chain Operations, Erlanger Health System Years with company: 21 Oversees: Erlanger’s supply chain, linen distribution, copy center, and post office
A graduate of Bryan College, John Doub began his employment at Erlanger in 1999. With 41 direct reports, he manages multiple departments at the Chattanooga-based health care system. Doub is responsible for coordinating a “just-in-time” flow of supplies from vendors. Among his many cost-savings initiatives, he implemented the use of automation for distribution, as well as introduced a barcoded supply chain technology. He also oversaw a project to automate Erlanger’s surgery supply chain. Doub’s ongoing efforts to control inventory while reducing costs has been recognized nationwide, earning him and Erlanger “Best Practice Supply Chain” honors from industry value analysts.
Alan B. Easterly, Sr., Esquire Member and Management Committee Member, Leitner, Williams, Dooley & Napolitan, PLLC Years with company: 32 Oversees: Firm management and litigation in the areas of transportation, products liability, premises liability, and construction
Alan Easterly is a managing member in the law firm’s Chattanooga office. He received his B.A. from the University of Tennessee in 1985 and his J.D. from the University of Memphis in 1988. He has been recognized as a Best Lawyer in the areas of Transportation Law, Personal Injury Litigation – Defendants, and Insurance Law. Best Lawyers has also named Easterly a 2020 “Lawyer of the Year” in Chattanooga, Tennessee, in the area of Transportation Law. Easterly has served two terms as a hearing committee member for the Board of Professional Responsibility of the Supreme Court of Tennessee. He is also a member of the Federation of Defense and Corporate Counsel.
Terry Daum Vice President of Revenue Optimization, Vision Hospitality Group, Inc. Years with company: 2 Oversees: Inventory and revenue management
Terry Daum monitors transient and group business to maximize overall hotel revenue through the development and implementation of effective inventory and room pricing strategies. In addition, Daum and his team oversee the ecommerce and digital marketing initiatives for Vision. His expertise has been a vital key to Vision’s growth. Before joining the company, Daum held various roles in the hospitality industry, from general manager to vice president of revenue management, advancing his skills in sales, revenue management, and financial analysis. He is an advocate for the Boy Scouts of America, an organization in which he has devoted his time and expertise as a committee chair.
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Management
Cathy Dorvil Shareholder, Chambliss, Bahner & Stophel, P.C. Years with company: 5 Oversees: Clients in health care and commercial litigation, as well as the firm’s recruiting and diversity committees and the summer associate program
With over a decade of experience, health care and commercial clients across the United States trust Cathy Dorvil to represent and defend them in sophisticated business matters, including litigation, arbitration, and government investigations. Dorvil’s previous experience as an occupational therapist and in health program management provides her with a unique perspective, often beneficial to clients because she’s been in similar shoes. Dorvil is passionate about making a difference in the community and serves as a board member for Chambliss Center for Children, Urban League of Greater Chattanooga, and the Children’s Nutrition Program of Haiti.
Ronald Harris Vice President of Diversity and Inclusion, BlueCross BlueShield of Tennessee Years with company: 34 Oversees: Cultivating diversity, inclusion, and cultural competency at BlueCross BlueShield
Reporting directly to the CEO at BlueCross, Ronald Harris provides strategic leadership and counsel for diversity initiatives that help ensure each employee feels valued and respected for who they are. Under Harris’s leadership, the company has earned top rankings on recent Forbes lists of Best Employers for Diversity and Best Employers for Women. BlueCross also earned the title of Best Place to Work for LGBTQ Equality from the Human Rights Campaign in 2019 and 2020. Harris has been recognized by several organizations for his work, and he received the 2017 National Organization for Workforce Diversity’s Legacy Award for contributions to the advancement of workforce diversity and inclusion.
Eric Weekley Vice President, Mortgage Lending, Tennessee Valley Federal Credit Union Years with company: 1 Oversees: All aspects of the credit union’s real estate lending division
With over 20 years of banking and lending experience, Eric Weekley joined Tennessee Valley Federal Credit Union as the vice president of mortgage lending after spending five years at a large credit union in the Knoxville market. Weekley has prior knowledge and experience of the Chattanooga real estate market, having worked at a local financial institution for several years before his time in Knoxville. Additionally, he is an associate board member for the Homebuilders Association of Greater Chattanooga, carrying on the experience he obtained over the past four years as a board and executive committee member at a prior association.
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Kimberly Bowen Vice President, Unum Years with company: 1 Oversees: Global talent management
Kimberly Bowen is responsible for global talent management at Unum, which includes talent acquisition, learning and development, and employee relations. Her role oversees the holistic employee experience – from recruiting, interviewing, and onboarding to training, growing, and advancing one’s career with Unum. Working for a company that hires hundreds of employees annually, she also plays a critical role in shaping the employer brand. One of Bowen’s professional philosophies is that a company’s success is directly linked to the talent it attracts and retains. In her spare time, she serves on the board of the Chambliss Center for Children.
Scott Parrish Attorney, Miller & Martin PLLC Years with company: 30 Oversees: The law firm’s four offices, located in Chattanooga, Atlanta, Nashville, and Charlotte, as Chairman
After serving on the firm’s governing Policy Committee for seven years, Scott Parrish was elected Chairman of Miller & Martin in November 2019. During his first term as Chairman, Parrish has worked to meet the recent challenges faced by professional services firms while addressing Miller & Martin’s goals of growing the firm’s existing platform and continuing to effectively meet its clients’ needs. In addition to these responsibilities, Parrish concentrates his individual practice on business litigation. He also provides general counsel and risk management services to local and regional companies, and he serves as the chair for the firm’s Trade Secrets & Non-Compete Litigation practice group.
Melanie Blake, MD, MBA Physician Advisor, CHI Memorial Years with company: 6 months Oversees: Patient quality and safety, utilization management, clinical documentation, and appeals
Dr. Melanie Blake has worked as an internal medicine physician for more than a decade. In addition to direct patient care, she has held multiple academic and administrative leadership roles. As a physician advisor, Dr. Blake works with the medical staff to develop and implement best practices to enhance patient care and serves as a liaison between the hospital staff and administration to improve hospital operations. She also works with the health system’s executive team to promote the mission and strategic priorities of the system. Dr. Blake serves as the vice chair of the Tennessee Board of Medical Examiners and is a Circle of Red member with the American Heart Association.
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Management
Wilson Meads Vice President, Commercial Banker, Synovus Years with company: 15 Oversees: Commercial banking relationships
Wilson Meads joined Synovus’ Chattanooga team in 2016. His banking experience includes commercial underwriting and commercial banking relationship management. Meads seeks to build lasting banking relationships through core principles of sincerity, fairness, courtesy, respect, and gratitude. Outside of the office, Meads is active in the local community, serving on the board of the Chamber of Commerce’s Downtown Council and First Things First. He is also a graduate of Leadership Chattanooga. Meads holds a bachelor’s degree in economics from Berry College.
Kendra Patton Director, Driver Recruiting, U.S. Xpress Years with company: 13 Oversees: Driver recruitment strategy and tactics to identify and source qualified professional driver candidates
Kendra Patton isn’t intimidated as a female in the trucking industry. Instead, she embodies the new era of transportation in a once male-dominated field. In her fast-paced role as driver recruiting director at U.S. Xpress, she leads a team of 20 who relentlessly strive to attract the best drivers to deliver exceptional service to customers across the nation. That involves anything from strategic planning to creating a positive work culture. Patton holds an MBA from the University of Tennessee at Chattanooga and is a member of Women in Trucking, an organization that encourages and supports women in the industry.
Tommy Marlin, Jr. President, Marlin Financial & Leasing Corp. Years with company: 33 Oversees: All aspects of the leasing process while striving to accommodate every customer’s needs and budget
Tommy Marlin has been in the equipment leasing industry since 1982 and founded Marlin Financial & Leasing Corp. in 1987. As president, he is responsible for pricing and negotiating deals, as well as managing his team of three employees. Marlin takes a hands-on approach to working with customers and vendors. He is most proud of the ethics award and A+ rating Marlin Financial has received from the Better Business Bureau. Outside of the office, Marlin is a board member of the Mountain City Club and an active member of the Clear Creek Church of Christ, previously serving on the finance committee there. Marlin is a graduate of the University of Tennessee at Knoxville, where he earned a bachelor’s degree in finance.
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Financial Perspectives “Planning is bringing the future into the present so that you can do something about it now.� - Alan Lakein, Author on Time Management
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Pandemics & Paradigms
BY RAY RYAN, CFA
Ray Ryan is the President of Patten and Patten, an investment management firm, and a Registered Investment Adviser in Chattanooga. Ray is a CFA Charter Holder, a member of the Advisory Board for UTC’s College of Business, and an Adjunct Professor of Finance at UTC. He is a graduate of Princeton University, where he had the privilege of taking a course taught by former Federal Reserve Chairman Ben Bernanke.
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Investors reward companies with richer equity valuations for squeezing out marginal costs. Investors also punish companies with lower valuations for unproductive assets and idle capital. In the internet age, corporations and governments have taken advantage of network infrastructure to expand markets and eliminate operational inefficiencies. Boosting operating leverage – i.e., a higher fixed cost structure allows a greater proportion of incremental revenues to fall to the bottom line – has been the paramount objective. Geographic, operational, and technological barriers fell as companies exploited methods of improving productivity. For many companies, this required investment in offshore supply chains, distribution channels,
and manufacturing. These strategic initiatives culminated in a universal objective of just-in-time inventory management to maximize returns on capital assets. Instead of producing excess inventory to satisfy future demand, many companies invested in systems that allowed for immediate fulfillment as demand materialized. Reducing the amount of capital dedicated to excess inventory increased efficiency and became a metric by which companies and industries were evaluated. The internet also facilitated exponential growth of brands and services in an accelerated timeframe through the elegance of network architecture. Like branches of a tree, growth often went in unexpected
directions, took fortuitous turns, and had three-dimensional characteristics. Over time, the lexicon would include the term “viral marketing” to describe a method of brand promotion that relied heavily on technology platforms, including those offered by social networks. A successful viral marketing strategy has the attributes of a virus whose reproductive rate is exponential. This growth requires a network that includes a core group of influencers at “nodes” and eager adopters along the “edges.” Imagine a complex design with hubs (the “nodes”) and spokes (the “edges”) that join together in a shifting and growing web of connections. The strength of such networks depends heavily
on connections between those in the node and those along the edge. Network architecture that efficiently leverages these connections has allowed nascent applications to go from concept to ubiquity at the speed of light. Then, SARS-COV-2, a “novel” betacoronavirus emerged on the scene. For many people, this health crisis has been the first opportunity to witness a global virus at work. Exponential growth in transmission of COVID-19 requires a feature present in all networks – i.e., connectedness. The connected nature of our society is what makes this virus particularly deadly. Since the virus emerged in the United States, the public has learned of the impact of “super spreaders” and
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“super spreading” events. Super spreaders of a virus are the equivalent of influencers on social media. The virus jumps eagerly from “super spreaders” to others in their social networks and grows until there are no more targets to infect. Our connected, networked society offers seemingly endless opportunities for infection daily. It is often the case that attributes which contribute to the success of a venture can also lead to its demise. Virtuous dynamics transform into vicious dynamics, in other words, without much warning or provocation. Thus, strength, efficiency, elegance – all features of a network’s architecture that contribute to its success – also make it quite vulnerable and potentially dangerous. During our ongoing battle with COVID-19, the most effective way to halt the spread has been to disconnect nodes and edges; to encourage distance between people; and to reduce the number of potential new hosts. Temporary and targeted isolation has become necessary for a socio-economic system that prospers from connections. As we have learned, these extreme measures involved quickly dismantling, at least temporarily, economic and cultural structures that required decades of investment. The abrupt reversal from the interconnected structure of our economy came at a tremendous cost. Similar to past crises, it has become popular and newsworthy to publish prognostications of how the world will change following COVID-19. The trite expression “new normal” became part of the lexicon following the Great Financial Crisis to describe a permanently lower baseline of economic performance. The consensus at the time believed the magnitude of the economic shock and the enormity of the financial rescue packages would forever alter certain economic relationships. The global system eventually became accustomed to zero interest rates, for example. Visions of a “new post-COVID normal” are now sources of debate and controversy, and we remain far removed from establishing consensus. In contrast to the Great Financial Crisis, the “new post-COVID normal” must encompass societal, cultur-
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al, and political impacts in addition to the financial and economic changes that will likely occur. Any forecast that fails to include such considerations is, by definition, incomplete. It is clear that COVID-19 accelerated trends already in place. For instance, COVID-19 contributed to a decade-long acceleration in the decline of global trade intensity. This does not, however, necessarily imply a more aggressive shift toward deglobalization. Inasmuch as global trade barriers were reduced over decades, the process involved to erect new ones will be
“
The “new post-COVID normal” must encompass societal, cultural, and political impacts in addition to the financial and economic changes that will likely occur. Any forecast that fails to include such considerations is, by definition, incomplete.
” complex and time-intensive. Companies and governments will need to research and negotiate alternative arrangements to avoid additional disruptions. Nevertheless, it is probable that companies will invest a greater amount in redundant systems to improve resilience of supply chains and distribution channels. Dependence on a single source for supplies, for example, has proven to be the Achilles’ heel for many multi-national corporations and governments during the COVID-19 crisis. The costs for this shift will be measured in reduced efficiency, lower productivity, and ultimately thinner margins. However, it is likely premature to forecast the complete demise of
just-in-time inventory management. While the liquidity support provided by the Federal Reserve and other central banks during the Great Financial Crisis was enormous, their collective response to the economic shock of COVID-19 dwarfs all previous responses to economic crises. The only comparable action occurred during the four years of U.S. involvement in World War II. Similar to the period following the Great Financial Crisis, the amount of debt issued to support the economy during COVID-19 will stimulate fierce debate about monetary policy as we enter the recovery phase. It is generally accepted that mainstream policies over the past decade exacerbated income inequality. There is some expectation that future policy approaches post COVID-19 could reflect a paradigm shift that incorporates non-traditional considerations such as income inequality. Many of the issues policy makers debate this cycle will likely echo those of earlier periods such as following World War I and during the Great Depression. It is probable, therefore, that policy in the future will resemble policy in the past, but the intensity of current debate has the potential to encourage policy makers to adopt alternative approaches. The ability of many sectors of the economy to remain functional during recent shutdowns underscores the value of our technological platforms. This period has validated such investments. Although not optimal, virtual applications have offset challenges associated with distance and lack of proximity. Technology has facilitated operational continuity for many enterprises and organizations. Similar to the great Space Race of the 1960s, the global effort to understand the biology of SARS-COV-2, to develop therapies and treatments, and to create a vaccine will contribute a near endless stream of data and information from which bright minds will develop visionary new innovations. Most of the current efforts will end in failure; yet, in their failures, the scientific process will identify alternative applications that are likely to benefit humanity for years to come.
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Lump Sum vs. Dollar Cost Averaging: Which Is Better? BY AUSTIN CONE
Some people go swimming by diving into the pool; others prefer to edge into the water gradually, especially if the water is cold. A decision about putting money into an investment can be somewhat similar. Is it best to invest your money all at once, putting a lump sum into something you believe will do well? Or should you invest smaller amounts regularly over time to try to minimize the risk that you might invest at precisely the wrong moment? Periodic investing and lump-sum investing both have their advocates. Understanding the merits and drawbacks of each can help you make a more informed decision. What is dollar cost averaging?
Periodic investing is the process of making regular investments on an ongoing basis (for example, buying 100 shares of stock each month for a year). Dollar cost averaging is one of the most common forms of periodic investing. It involves continuous investment of the same dollar amount into a security at predetermined intervals – usually monthly, quarterly, or annually – regardless of the investment’s fluctuating price levels.
Because you’re investing the same amount of money each time you dollar cost average, you’re automatically buying more shares of a security when its share price is low and fewer shares when its price is high. Over time, this strategy can provide an average cost per share that is lower than the average market price (though it can’t guarantee a profit or protect against a loss in a declining market). The accompanying graph illustrates how share price fluctuations can yield a lower average cost per share through dollar cost averaging. In this hypothetical example, ABC Company’s stock price is $30 a share in January, $10 a share in February, $20 a share in March, $15 a share in April, and $25 a share in May. If you invest $300 a month for 5 months, the number of shares you would buy each month would range from 10 shares when the price is at a peak of $30 to 30 shares when the price is only $10. The average market price is $20 a share ($30+$10+$20+$15+$25 = $100 divided by 5 = $20). However, because your $300 bought more shares at the lower share prices, the average purchase price is $17.24 ($300 x 5 months = $1,500 invested divided by 87 shares purchased = $17.24).
A Certified Financial Planner™ practitioner, Austin Cone holds Series 7 and 66 securities licenses as well as Tennessee life and health insurance licenses. Before joining Round Table Advisors of Raymond James in May 2014, Austin was an Auditor at Decosimo Certified Public Accountants, a Cost Specialist at Volkswagen Group of America, and an Accounting Manager at Mueller Water Products, all in the Chattanooga area. He earned a Master of Business Administration from The University of Alabama.
The merits of dollar cost averaging
In addition to potentially lowering the average cost per share, investing a predetermined amount regularly automates your decision-making and can help take emotion out of your investment decisions. And if your goal is to buy low and sell high, as it should be, dollar cost averaging brings some discipline to that process. Though it can’t help you know when to sell, this strategy can help you pursue the “buy low” portion of the equation. Also, many people don’t have a lump sum to invest all at once; any investments come out of their income stream – for example, as contributions to their workplace retirement savings account. In such cases, dollar cost averaging may not only be an easy strategy; it may be the most realistic option. B U S I N E S S .C I T Y S C O P E M A G .C O M
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won’t be extended periods in which stock prices don’t rise. Even if they do move up, they may not do so immediately and forever once you invest. • Even if you don’t have a large lump sum to invest now, you may be able to save smaller amounts and invest the total in a lump sum later. However, many people simply aren’t disciplined enough to keep their hands off that money. Unless the money is invested automatically, you may be more tempted to spend your savings rather than investing them, or skip a month – or two or three.
The case for investing a lump sum
Maybe you just received a pension payout. Perhaps you have inherited a large amount of money, or the mail-order sweepstakes’ prize patrol has finally shown up at your door. You might be thinking about the best way to shift your asset allocation or how to invest the proceeds of a certificate of deposit. Or maybe you’ve been parking some money in cash alternatives and now want to invest it. In cases like these, you may want to at least investigate the merits of lump-sum investing. Because markets have risen over the long-term in the past, investing in the market today tends to be better than waiting until tomorrow, since you have a longer opportunity to benefit from any increase in prices over time. Caution: Past performance is no guarantee of future results. Considerations about dollar cost averaging
• Think about whether you will be able to continue your investing program during a down market. The return and principal value of stocks fluctuate with changes in market conditions. If you stop when
prices are low, you’ll lose much of the benefit of dollar cost averaging. Consider both your financial and emotional ability to continue making purchases through periods of low and high price levels. Plan ahead for how you’ll manage the temptation to stop investing when the chips are down, and remember that shares may be worth more or less than their original cost when you sell them. • The cost benefits of dollar cost averaging tend to diminish a bit over very long periods of time, because time alone also can help average out the market’s ups and downs. • Don’t forget to consider the cost of transaction fees, which can mount up over time with periodic investing. Considerations about investing a lump sum
• The lump-sum studies reflect the long-term historical direction of the stock market since record-keeping began in 1925. That doesn’t mean the markets will behave in the future as they have in the past, or that there
• Even seasoned investors have difficulty timing the market, so ignoring fluctuations and continuing to invest regularly may still be an improvement over postponing a decision indefinitely while you wait for the “right time” to invest. • Don’t forget that though diversification alone can’t guarantee a profit or prevent the possibility of loss, a lump sum invested in a single security generally involves more risk than a lump sum put into a diversified portfolio, regardless of your time frame. In the end, deciding between lumpsum investing and dollar cost averaging illustrates the classic risk/reward trade-off that all investments entail. Even if you are convinced a lump-sum investment might produce a higher net return over time, are you comfortable with the uncertainty and level of risk involved? Or are you increasing the odds that you won’t be able to handle short-term losses – especially if they occur shortly after you invest your lump sum – and sell at the wrong time? It’s important to know yourself and your limitations as an investor. Understanding the pros and cons of each approach can help you make the decision that best suits your personality and circumstances.
Raymond James & Associates, Inc., member New York Stock Exchange/SIPC This information, developed by an independent third party, has been obtained from sources considered to be reliable, but Raymond James does not guarantee that the foregoing material is accurate or complete. This information is not a complete summary or statement of all available data necessary for making an investment decision and does not constitute a recommendation. The information contained in this report does not purport to be a complete description of the securities, markets, or developments referred to in this material. This information is not intended as a solicitation or an offer to buy or sell any security referred to herein. Investments mentioned may not be suitable for all investors. The material is general in nature. Past performance may not be indicative of future results. Raymond James does not provide advice on tax, legal or mortgage issues. These matters should be discussed with the appropriate professional. Prepared by Broadridge Investor Communication Solutions, Inc. Copyright 2020
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