Collin County Leader Magazine

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T e l l

Y o u r

S t o r y Premier Issue

McKinney Chamber champions businesses in booming region

Plano Community Forum marks 40 years

Toyota, Chime partnership

driving change in local communities

Smart business We count on minority and women-owned businesses for smart solutions.

Not only does this benefit TI, but also the communities in which we work.

www.ti.com/supplierdiversity

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table of contents

22

Misty Hoyt

Mandy Price

FEATURES advocacy in action

12 14

cKinney Chamber champions M businesses in booming region

By Caryn Berardi aking a seat at the table T Plano Community Forum celebrates 40 years

By Georgeann H. Ikuma

24

Leroy R. Armstrong Jr.

26

DEPARTMENTS up Front

16

hecking all the boxes C Toyota, Chime Solutions driving change in local communities

By M.V. Greene

leaderBOARD

16

aster, stronger, better F PepsiCo’s David Sanchez helps develop and maintain strong MBE partnerships

woman-owned Business spotlight

22 24

irst Communion to LinkedIn F Plano photographer captures genuine client stories

By Caryn Berardi I nterventions Rare funding helping Kanarys strengthen workplace DEI

By M.V. Greene

Inspiration corporate citizenship

18

reating a better world C Emerson gives back to McKinney community

By Caryn Berardi

26

ime to reset T Leroy Armstrong’s book reveals how to discover God’s purpose for your life

By Michele Majors Brown

Diversity Matters

20 W e

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Y o u r

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McKinney Chamber champions businesses in booming region

Plano Community Forum

marks 40 years

toyota, Chime partnership driving change in local communities

On the Cover

The McKinney Chamber of Commerce is led by President and CEO Lisa Hermes (standing) and Chairman Julie Williams.

21

aking flight T Vistra’s Annette Underwood ensures diversity initiatives have wings for the long haul

By Michele Majors Brown nity is the root — diversity is U the fruit Celebrating diversity helps build unified, diverse cultures

By Georgeann H. Ikuma

Collin County Leader • Premier Issue 3

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Contributors Caryn Berardi Michele Majors Brown Brenda Beveridge M.V. Greene Georgeann H. Ikuma

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Premier Issue

booming region

ty Forum Plano Communiks 40 years

mar

nership

toyota, Chime part change in

driving local communities

Collin County Leader spotlights people, businesses and organizations that are driving the success of Collin County, one of the fastest-growing areas in the country.

4 Collin County Leader • Premier Issue

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Take your business to new heights.

Learn how: aa.com/supplierdiversity

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up Front

Mark Wilson, president and CEO, Chime Solutions Inc.

In the win-win deal, Chime walked away with an initial threeyear business outsourcing services deal with Toyota, while the automaker continues to address many of its corporate objectives, including bringing another diverse supplier into its formidable supply chain.

6 Collin County Leader • Premier Issue

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6 exclusive

Checking all the boxes Toyota, Chime Solutions driving change in local communities

By M.V. Greene

F

rom the very start, the vibe between Toyota and Chime Solutions Inc. seemed to check all the boxes. Toyota was the giant automaker with a demonstrated commitment to supply-chain diversity. Chime was the upstart diverse supplier seeking to expand its footprint. The budding partnership met key business and operational objectives of both sides. Also, job creation and community investment were two desired outcomes.

Through patience, openness and sustained engagement, Toyota and Chime found common ground in a collaboration that is a model for forward-thinking corporate supplier diversity activity that optimizes the business case for procurement diversity spend.

In the win-win deal, Chime walked away with an initial three-year business outsourcing services deal with Toyota, while the automaker continues to address many of its corporate objectives, including bringing another diverse supplier into its formidable supply chain.

“Our approach has been to recognize that there are some really mutually beneficial opportunities in working with diverse suppliers,” said Chris Nielsen, executive vice president of product support and chief quality officer, Toyota.

A new view As a leading global automotive and technology giant, Toyota hardly needs an introduction. The Japan-based company has a broad footprint in the United States and established its new North American headquarters in Plano, Texas — a Dallas suburb — in 2017.

Toyota has long been a proponent of corporate supplier diversity, as noted by its annual sponsorship of the Toyota Opportunity Exchange for diverse suppliers, its board-level participation in the National Minority Supplier Development Council Inc. and its status as a member company of

the Billion Dollar Roundtable Inc. In BDR, for instance, Toyota is one of 28 major corporations that signify their bona fides in supplier diversity through annual spend commitments of $1 billion or more with Tier I diverse suppliers.

Toyota and like-minded corporate organizations view supplier diversity from a lens of competitiveness, strategic advantage, innovation and customer and community engagement, rather than as a benevolent exercise that early on characterized the practice.

“First and foremost, diverse suppliers that have been successful in gaining business with Toyota know firsthand that our expectations in terms of performance and capability are exactly the same for them as they are for any supplier,” Nielsen said.

Chiming in Chime was founded in 2016 in Morrow, Georgia, near Atlanta, by entrepreneur Mark Wilson, its president and CEO. He has been intentional in ensuring that Chime is positioned as a supplier that can perform. The company provides business call center solutions designed to adapt to the individual needs of its clients — whether to reduce costs, increase revenue or improve customer contact.

Chime’s deal to support Toyota’s Brand Engagement Center business unit in Dallas for Tier I call center services commenced Feb. 1, 2021, and runs through Jan. 31, 2024.

Wilson is unabashed in articulating what he is trying to accomplish for Chime.

“I try to have our company out there to where we are fairly known, and we get to talk to all of [the potential clients] that are out there,” he said. In addition to the automotive sector, Chime competes in the areas of health care, financial services and telecommunications.

That Chime received an opportunity as a certified diverse Collin County Leader • Premier Issue 7

up Front

“First and foremost, diverse suppliers that have been successful in gaining business with Toyota know firsthand that our expectations, in terms of performance and capability, are exactly the same for them as they are for any supplier,” — Chris Nielsen, executive vice president, product support, chief quality officer, Toyota supplier to compete for and win Toyota business was hardly a fait accompli. Bonnie Clinton, Toyota vice president and chief procurement officer, indirect procurement shared services, said diligence and hard work were required by both sides to create the contract match.

She said Toyota carefully vets all potential supplier partnerships, but it doesn’t stop there. It also values suppliers that can align long term with the company’s business culture and objectives, she said.

“Long-term relationships are established through getting to know each other and through mutual trust,” Clinton said.

Wilson said he was determined to show Toyota procurement executives that Chime would fit the bill during more than three years of interactions before signatures on paper would signify a deal.

Chime withstood Toyota’s vetting process that included meetings, presentations, backgrounding, site visits and negotiations.

Clinton praised Chime for following through and showing Toyota that an opportunity existed to create that mutually beneficial relationship.

“We initially didn’t know if there would be a fit, but everybody

stayed in touch. At the end of the day, the right opportunity presented itself,” she said. “A lot of it is around timing, and that can be very challenging. They were prepared and ready when the opportunity came about. They did not give up.”

Serving the underserved In beating the bushes to get the word out about Chime, Wilson had a proverbial ace up his sleeve — a core value of the company that would align with the objectives of potential clients. As a diverse supplier, Chime seeks to place its call center operations largely in minority communities where unemployment is high, and the need is urgent for community investment and development.

Since its founding, Chime has established call center operations serving clients in typically depressed areas of Atlanta, Georgia; Dallas, Texas; Charlotte, North Carolina; and Baltimore, Maryland, where the majority of its 2,500 employees are African American single women. In creating family-friendly work environments, Chime offers inducements to its associates, such as on-premises child care and transportation assistance, as well as free classes on repairing credit, buying homes and becoming entrepreneurs.

“A lot of it is around timing, and that can be very challenging. [Chime was] prepared and ready when the opportunity came about. They did not give up.”

— Bonnie Clinton, vice president and chief procurement officer, indirect procurement shared services, Toyota 8 Collin County Leader • Premier Issue

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Be Inclusive We believe that a diverse supplier base is integral to company profitability and strategic objectives. For more than 50 years, IBM has championed diversity and equal rights for everyone – including its suppliers.

Find out more: ibm.biz/globalsupplierdiversity

IBM and the IBM logo are trademarks of International Business Machines Corporation, registered in many jurisdictions worldwide. Other product and service names might be trademarks of IBM or other companies. A current list of IBM trademarks is available at ibm.com/trademark. ©International Business Machines Corp. 2021. B34075

up Front

“We kind of looked at each other and said, ‘We want to be a part of this.’ It just resonated with us.”

— Joe Mossinger, senior manager, strategic sourcing, Toyota Chime’s approach clearly caught the keen eye of Toyota as it began to establish new corporate citizenry in the Dallas/Fort Worth area alongside other Fortune 500 companies like AT&T, FedEx, ExxonMobil, J.C.Penney, American Airlines and Frito-Lay North America.

Nielsen said Toyota learned of Chime through association with the Dallas Regional Chamber after relocating its headquarters to Plano from Torrance, California. One of the chamber’s goals was to increase economic activity in the depressed southern Dallas area.

He said Toyota was happy to join such an effort as a key Toyota value is creating economic opportunity in areas where it has operations.

He said the chamber’s president introduced him to a property developer in southern Dallas who told him about Wilson and Chime, which had located operations to a mall in the area.

Nielsen said he met with Wilson and was impressed with his vision for community development and referred him to Clinton for possible procurement opportunities with Toyota.

Joe Mossinger, senior manager, strategic sourcing, and member of Toyota’s procurement team, called the experience “eye-opening” when the team visited the mall to see Chime’s operations.

“We kind of looked at each other and said, ‘We want to be a part of this.’ It just resonated with us,” he said.

Based on Toyota’s current forecast, Chime will be employing 60 or more full-time employees by January 2022.

For his part, Wilson couldn’t be more thrilled with Chime’s partnership with Toyota. He described the collaboration as being in its infancy, with the opportunity for increased engagement going forward.

“They could see tangibly that the work they are providing us to perform was being serviced by people from the community.

It was very visible for them to see and understand that we are putting people to work by virtue of the work they are providing our company,” he said. “All of these companies with supplier diversity initiatives are really supporting the diverse constituencies of those companies.” ¿ To learn more about Toyota’s supplier diversity program, visit onetoyotasupplierdiversity.com.

To learn more about Chime Solutions, visit chimesolutions.com.

“They could see tangibly that the work they are providing us to perform was being serviced by people from the community. It was very visible for them to see and understand that we are putting people to work by virtue of the work they are providing our company.”

— Mark Wilson, president and CEO, Chime Solutions Inc. 10 Collin County Leader • Premier Issue

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advocacy in action

McKinney Chamber champions businesses in booming region

A

ccording to residents, there are many reasons that McKinney, Texas, is one of the fastest-growing cities in the country — a strong school system, historic and vibrant downtown and proximity to the Dallas Fort Worth International Airport, to name a few.

But for Lisa Hermes, president and CEO of the McKinney Chamber of Commerce, the growth always comes back to the people.

“It’s all about neighbors helping neighbors and businesses helping businesses,” she said.

“People who visit McKinney see what’s special about it and how the city represents the people who live here.”

Hermes returned to the McKinney Chamber as president in 2014 after beginning her Chamber career as its communications and public policy director in 2006.

During the years in between, she held leadership roles at other North Texas chambers, but jumped at the opportunity to bring her experience back to McKinney and lead the Chamber’s efforts to serve as the collective voice for the city’s growing business community.

McKinney is located 30 miles north of downtown Dallas, Texas, and is the county seat of Collin County. The Chamber focuses on helping its 1,200 members thrive through programming, leadership development, business idea incubation and advocacy. As companies grow and expand, so too does the economic impact on the city and its residents, Hermes said.

For example, she said there is a communitywide advocacy effort by the Chamber for more affordable housing to attract a more talented workforce for entry-level positions benefits both community members and businesses.

This kind of work has been a staple of the McKinney Chamber since its founding in 1914.

Advocating for the region “The way we do things has changed over time, but you can read archives about the Chamber going down to Austin on horses to advocate for better roads,” Hermes said.

“Now, we drive a car or take a plane, but we are still advocating for our region.”

On the programming side, networking and 12 Collin County Leader • Premier Issue

} By Caryn Berardi

} Lisa Hermes (left), president and CEO, McKinney Chamber of Commerce, with the organization’s Chairman Julie Wiiliams

educational opportunities further the growth of its members. Chamber initiatives such as the Women’s Alliance of McKinney serve to foster relationships that empower, promote and support leadership in women from the corporate world to entrepreneurs through development opportunities such as a Lunch & Learn series and its annual daylong Women’s Business Conference.

Hermes credits the engagement of the McKinney business community and the Chamber’s volunteer board of directors for the success of these advocacy and programming initiatives and for the Chamber’s position as a catalyst for change in McKinney.

“Volunteers are investing their time, talent and treasure, and we are grateful for them,” Hermes said.

An interesting time to lead Julie Williams is chairman of the Chamber’s board of directors. She got involved in the Chamber when she and her business partner started a real estate company, Texas Property Sisters LLC, in McKinney in 2013.

It was important to their business to support the local community, such as purchasing from local vendors and getting involved with the Chamber. Williams participated in the Leadership McKinney training program sponsored by the Chamber and since then has taken on multiple leadership roles within the organization.

She became the chairman in January 2021 and described the timing of the new role as an interesting time to lead, as the Chamber aims to rebuild its membership after the challenges the COVID-19 pandemic presented to the business community and continue to support its members that are still struggling, including a tailored initiative for the deeply impacted restaurant industry.

“My goal is to get us back on the growth path we were on before COVID-19 and assist companies however we can,” Williams said.

“The Chamber is a really vital part of McKinney, and I’m so proud to be a part of it.”

In addition to COVID-19 recovery, Hermes and Williams want to continue building partnerships with stakeholders in McKinney, highlight the community to an external audience and advocate for all businesses through the Chamber’s diversity, equity and inclusion task force and diversification of the board.

These efforts include not only racial and ethnic diversity, but also industry and size of businesses, and goes back to the heart of McKinney itself, its people.

“We will continue to be a collective voice to convene the people of McKinney to engage and connect,” Hermes said. “We are building an inclusive group that celebrates and values everyone for what they bring to the table.” ¿ To learn more about the McKinney Chamber of Commerce, visit mckinneychamber.com.

ccleader.net

Equality drives innovation Equality is a powerful multiplier of innovation and growth.

It inspires creativity and a sense of belonging. At Accenture we’re committed to championing a culture of equality where our people are empowered to be their best, professionally and personally. Because as equals, anything is possible.

Learn more at accenture.com/equality

advocacy in action

Taking a seat at the table Plano Community Forum celebrates 40 years

C

elebration and reflection marked the recent 40th anniversary of the Plano Community Forum (PCF). Four decades ago, Ken Chetsnut, Fred Moses, Al Schexnayder and Cecil Starks created the forum in response to a need for African Americans to get involved in the Plano community.

Additionally, the organization was started to honor and recognize the achievements of African Americans in Plano, Texas.

“When I first moved to Plano, I saw that people of color were involved in church, but not in any of the other important parts of the community,” said Moses, owner, president and CEO of Telecom Electric Supply Co. “We needed to find a way to encourage people of color to get involved in the areas and groups where we could be making decisions that affected the direction of our community.”

Moses also understood the role and importance of the Plano Chamber of Commerce recognizing people of all groups in his community. With both a purpose and passion, Moses and his co-founders structured the PCF to acknowledge the accomplishments of those in the Plano community. With a growing voice of the community, the PCF sponsored and co-sponsored many events in the city including, but not limited to, the citywide annual Dr. Martin Luther King Jr. Celebration weekend.

“We were only four percent of the population but by coming together, we’ve been able to make a difference and take our seat at the table,” said Moses, pointing out that at the time, there were not any people of color working in any administrative jobs at the city hall or in the school district.

“Through the PCF, we have made a tremendous impact, not by marching and protesting, but by sitting down with stakeholders and addressing the issues head on,” he added.

In addition to providing cultural enrichment and community involvement, one of the forum’s most enduring accomplishments has been providing scholarship opportunities to minority students graduating from Plano schools. Based on both academics as well as financial need, the PCF believes that students should have to abandon their dreams due to lack of funds whether it be for tuition, books or supplementing room and board.

Over the past 40 years, the PCF has award-

14 Collin County Leader • Premier Issue

} By Georgeann H. Ikuma

} Fred Moses (center) accepts the City of Plano 40th anniversary proclamation from Plano Mayor John Muns as event co-host Pamela Hart looks on. ed over $500,000 to more than 300 students seeking careers in a variety of professions.

“Some are serving as doctors and lawyers; others include an NFL player and a Grammy Award-winning gospel artist.”

Today, the forum is a multicultural and multiethnic organization that remains steadfast in its mission to support opportunities for minority students while continuing to be a voice for the people in the City in Plano.

“We can’t rest on our laurels and become complacent during our next 40 years,” Moses said. “We have to continually encourage more people of color to run for office, take a seat at the table where decisions are being made and be involved in developing and serving in our community.” ¿ To learn more about the Plano Community Forum, visit planocf.com.

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leaderBOARD

Faster, stronger, better

PepsiCo’s David Sanchez helps develop and maintain strong MBE partnerships

D

avid Sanchez is a 31-year PepsiCo Inc. veteran currently serving as senior director in global procurement. His three decades at the beverage and snack giant have included stints in engineering, contract manufacturing, finance and global procurement.

Sanchez is also serving in his 12th year representing PepsiCo/Frito-Lay on the board of directors of Dallas/Fort Worth Minority Supplier Development Council Inc.

Q:

Can you tell us a little about your background?

best practices and insights that we’ve been able to share within our own organizations.

Additionally, the ability to connect with and mentor MWBEs allows me the opportunity to share my own learnings from a diverse career at PepsiCo, which not only fulfills my obligation as a board member, but also fulfills my personal mission to support and uplift others in this field.

Q:

What are the biggest challenges for the continued growth of supplier diversity inclusion?

A: As major corporations continue to exA: I’m a native of Albuquerque, New Mexi- pand capabilities required to meet rapidly co, and a proud alum of Southern Methodist University, where I earned a bachelor’s degree in electrical engineering. I also completed my MBA at the University of Texas at Dallas. I’ve been privileged to have spent over 30 years at PepsiCo, where I’ve led teams in various functions within our business.

Q:

What is your current position at PepsiCo and what does your current position entail?

A: I am currently a global procurement se-

nior director in our PepsiCo Beverages North America sector. I lead a team responsible for rigid packaging, which includes the procurement and supply of glass, cans, bottles, closures and resin. This role entails working cross-functionally to enable business growth, unlock capacity, drive innovation and deliver productivity for the business.

Q:

How long have you been involved in the supplier-diversity arena?

A: For the past 12 years, I’ve served as a buy-

ing entity board member on the Dallas Fort Worth Minority Supplier Development Council.

In addition to serving on the executive committee and other committees within DFW MSDC, I recently began serving as treasurer as part of the executive committee. With these roles, I’ve had the benefit of engaging and learning from an outstanding board of directors over my tenure. Our buying entities and minority/women’s business enterprise or MWBE board members share 16 Collin County Leader • Premier Issue

changing consumer and customer requirements, it will require partners to work and invest together to build a more resilient supply chain in areas such as digitization and sustainability. It also will require transformational thinking, agility and flexibility to advance these agendas as they unfold. And of course, during this process, [it also will require] ensuring our suppliers retain and maintain an engaged workforce and can attract the best talent in an increasingly competitive market.

Q: What are you most proud of about

PepsiCo’s role in supplier-diversity inclusion?

~ David Sanchez, senior director, global procurement, PepsiCo Inc.

We strongly believe it is our responsibility to not only operate in these communities but [also] continue to advance economic empowerment for the communities we serve.

A: PepsiCo has a long and rich history of Q: What advice do you have for supporting minority- and women-owned businesses. In fact, our diverse supplier spend was more than $1.6 billion in 2020.

We continue to build on this history by developing and maintaining strong partnerships with industry and advocacy organizations, particularly as we focus on providing the support necessary for business growth.

Last year, PepsiCo launched a more than $570 million set of commitments to — among other areas — leverage our scale and influence across suppliers and strategic partners to increase diverse representation and elevate diverse voices. We’re working to drive sustainable change where we address and help dismantle barriers to economic opportunity, thus, opening the door for greater growth and development over the long term.

diverse suppliers interested in doing business with a company like PepsiCo?

A:

PepsiCo’s goal is to become an even faster, stronger and better company that enables us to serve our communities when they need us most while accelerating our growth. As consumer preferences change, we must ensure we have strong partnerships with growth-minded suppliers capable of enabling game-changing innovation and first-class service to our customers with unmatched products and services. ¿ To learn more about PepsiCo’s supplier diversity program, visit pepsico.com/esg-topics-a-z/ supplier-diversity.

ccleader.net

THE BRIGHTEST STARS OF TEXAS ARE LIGHTING, AND LEADING, THE WAY TO A BETTER FUTURE.

WE RECOGNIZE THE POWER OF DIVERSITY - IN OUR WORKFORCE, IN OUR COMMUNITIES, AND IN THE BUSINESSES WE SUPPORT. Supplier diversity is more than the right thing to do - it's good business - and it

helps us in reaching our goals and exceeding our expectations. Together, we work hand-in-hand to build a better Texas, and illuminate a better future.

At Oncor, we help power diverse businesses through our minority and women­

owned supplier program. We're proud of our more than 4,000 employees and the

important work they accomplish with the help of local, diverse suppliers.

T hank you for helping us reach our goals and keeping us Oncor Strong!

WE DELIVER.

ONCOR.COM

corporate citizenship

} Emerson’s team in McKinney includes (back row, from left) Bartley de la Houssaye, Blaike Dumas, Sydney Wilkins, Archie Lakshmanan, Will Vaughn, Jim Griffin; (middle row; from left) Tim Hawkins, Ashely Sine, Terri Spriester, Justin Masias and Katie Pitlik; (front row, from left) students Bilaal Kahn and Andrew Simmons.

Creating a better world Emerson gives back to McKinney community

E

merson Electric Co. is known for developing pioneering industrial and technological solutions for businesses and consumers, but its principal values and causes go beyond any one product or service. The company’s purpose is “We drive innovation that makes the world healthier, safer, smarter and more sustainable.”

In short, Emerson wants to create a better world for the next generation. It is an ambitious effort, but one that is grounded in the company’s philosophy of global citizenship and in the five causes that guide its work: Planet, Humanity, Champion, Inclusion and Future.

“At Emerson, we’re focused on creating a world that protects our resources, celebrates and empowers employees and community members of all backgrounds, and offers sustainable solutions to make lives easier,” said Terri Spriester, vice president of human resources for Emerson’s pressure management business in McKinney, Texas. “This commitment extends to our employees, customers, industries and communities, and it inspires us to give back to the areas where we live and work.”

While Emerson operates across the globe, each Emerson office supports charitable efforts on a local level. Giving back to their

18 Collin County Leader • Premier Issue

} By Caryn Berardi

communities and championing local organizations, she said, is a critical component for driving meaningful and lasting change.

Emerson philanthropy programs are focused on four areas: education, health and human services, culture and arts, and civic needs.

In 2020, the company gave $24.5 million to more than 1,300 charities, nonprofits and educational institutions across the United States.

This includes its commitment to equitable and quality education for children and young adults, particularly funding and supporting STEM education, with $16 million donated to STEM (science, technology engineering and math) initiatives over the past 10 years.

Education is an important focus for Spriester and her team in McKinney. Emerson has been a community partner with the McKinney Education Foundation (MEF) since 2004, when it established an endowment fund for scholarships that is now valued over $400,000. MEF supports the students and teachers in the McKinney Independent School District (MISD) through scholarships and College Advisor programs that place college advisers in all three MISD high schools to help with the college application and scholarship process. It is an essential program that Emerson helps make possible, said Ashley Sine, executive director for MEF. (continued on page 27)

~ Terri Spriester, vice president, human resources, Emerson’s pressure management business

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diversity matters

Taking flight

Vistra’s Annette Underwood ensures diversity initiatives have wings for the long haul } By Michele Majors Brown

A

nnette Underwood’s path to an employee relations career might best be described as the road — or, better yet, the route — less traveled: She entered the professional world as a flight attendant. It’s an experience that, over 20 years with Delta Air Lines Inc., shaped her for what lied ahead.

“Being in an environment where you never have control over who you were interacting with taught you to think fast, evaluate and influence quickly – just how to deal with a lot of people,” said Underwood, Vistra Corp.’s first chief diversity officer. “Going through 9/11, going through Delta’s crash, all of that strengthened my people skills and my coping skills, and that was my biggest lesson to date.”

Underwood’s time at Delta ultimately led her to Dallas, Texas-based Vistra, a leading integrated retail electricity and power generation company with more than 5,000 employees. She was working on the employee relations team, as a manager and director, when Vistra — and the nation — faced the reality of the country’s systemic racism and inequality through the lens of George Floyd’s murder.

The summer of 2020 prompted Vistra CEO Curt Morgan to act.

“He’s a strong CEO. He’s very transparent and not afraid to show emotion,” Underwood said. “He said, ‘We have got to do something.’ He kind of put himself out there and said, ‘We’re going to do something. I just don’t know what yet.’”

Listening sessions Initial conversations between Morgan and Vistra’s Chief Administrator Officer Carrie Kirby led to the development of 28 virtual listening sessions for employees, leaning heavily on Underwood’s employee relations skill set.

Those sessions gave employees the opportunity to share a wide range of experiences and perspectives — and for others to listen.

“The executives attended all 28 sessions and listened to what employees had experienced in the company,” Underwood said. “As we went through that, we really just started

20 Collin County Leader • Premier Issue

building this program. We created a diversity council. At the time, I didn’t think there would be a chief diversity officer for a couple of years, but I told my boss, ‘I don’t know what you plan to do with this, but I want to help build it.”

Opportunity knocks The opportunity to build on Vistra’s diversity program came quickly. Just months after those listening sessions, in December 2020, the Vistra board approved the addition of a chief diversity officer.

“I applied, thinking if I don’t get it, I still have a great job. We have a pretty awesome workforce. Vistra was already a good place to work. Most people are happy,” Underwood said. “Even in the listening sessions, they said that, but there was some substantial work we needed to do in the diversity space.

So, I applied in January.”

Internal development and recruitment When Underwood accepted the job, she hit the ground running, looking for ways to implement some of the employee suggestions from the summer listening sessions.

“We heard that loud and clear during the listening sessions from all groups, all races, all levels, that we had this practice of going external for the bulk of our hires, and people felt like there was no movement or opportunity,” she said.

Underwood met with recruitment teams to ensure that Vistra’s internal candidates had an opportunity to compete for open positions.

That involved taking a hard look at existing teams and explaining the meaning of diversity.

“Because when you say diversity, people automatically think you’re talking about race, or if not, you’re probably talking about gender,” Underwood said. “So, what we have to constantly do is say, ‘No, everybody’s valued.

We need white males, too. We need allies. Everybody brings something to the table.’”

Three distinct cultures Another challenge Underwood faced early on was bridging gaps between three distinct

~ Annette Underwood, chief diversity officer, Vistra Corp.

cultures within the company — retail, traditional corporate and generation — all with different motivations and ways of communicating. Under her leadership, the company created seven new employee resource groups, aimed at bringing those teams together.

For example, the resource group Bridging the Gap helps bridge the gap for Vistra employees looking to grow professionally but are unsure where to go for questions or advice. The group brings together a diverse group of plant and corporate employees to support and provide access to Vistra’s greater network of opportunities.

Underwood, who came from humble beginnings, said providing exposure can help many people grow and achieve success and see different career possibilities.

“Providing people opportunities is the best that you can do, giving somebody an opportunity to provide for their family or (continued on page 27)

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Unity is the root — diversity is the fruit Celebrating diversity helps build unified, diverse cultures } Georgeann H. Ikuma

W

hen it comes to adding value and enhancing supply chain performance, corporate America understands that diversity matters. For Steve Gandara, co-founder and managing director of Excellent Cultures Inc., however, it’s how a company achieves diversity that matters most.

Like most corporate training and programs that attempt to cause human beings to change from the outside-in, diversity, equity and inclusion programs can produce temporary and limited results at best.

“From diversity to inclusion, everything is rooted in culture,” said Gandara, who, as a Hispanic American, understands the necessity for diversity in the business world.

“The Excellent Cultures Method focuses on building cultures of unity that celebrate diversity and meaningful lasting change from the inside out.”

Dell Harris Gandara employs seasoned business consultants, coaches, and corporate trainers to assist businesses in achieving their desired outcome of winning, building, and sustaining the type of cultures that produce a measurable impact on a company’s revenue, cost savings, and bottom line.

“When you have a corporate culture of unity that celebrates diversity, equity occurs automatically,” he said. “You can no longer win with just talented individuals; it’s the best team that wins.”

As an example, Gandara points to the NBA and WNBA as organizations that demonstrate the culture that really wins most, because they have created a culture where unity is the priority and diversity is celebrated rather than forced or merely tolerated.

“As we’ve most recently seen in society, diversity without unity produces chaos,” he said. “I recently had the opportunity to interview former NBA coach of the year, Del Harris. Del has successfully coached 5 NBA Teams, the Puerto Rican Team and the Chinese National Team. When I asked what he thought of diversity and inclusion, he said, ‘I really get into diversity because it works, but inclusion not so much, because the only color that matters on a basketball team is the

color of your jersey.”

Gandara summarizes that “inclusion is the wrong word because nobody wants to be included — they want to be celebrated.”

Best cultures for the best companies Gandara and Excellent Cultures have spent the past four decades creating the best cultures in the world for the best companies in the world — from Toyota and Microsoft, to Costco, Subway and numerous smaller companies.

Using a unique combination of scientific assessment data and proprietary technology, his team has designed and orchestrated strategies delivering client ROIs ranging from 225% to 1750% in less than two years.

“Our superpower is the technology we’ve developed over time that unifies people in less than 60 days,” said Gandara, whose coaching strategy helped Coast Properties build an excellent culture using four key benchmarks: set and achieve goals, self-actualization, respect and value people, and unity. “Not only did they get a 225% return on their investment, but they won awards for best places to work and diversity, and they didn’t even have a diversity strategy.”

When you understand unity that celebrates diversity you can hire people because they are team players and excellent at what they do, not because of their gender or ethnicity. As companies begin to value winning through unity that celebrates diversity as their highest cultural priority diversity occurs naturally as a direct result because you can’t win without it.

“Winning organizations are fast, mobile, quick to change, diverse, highly motivated, totally unified teams that hate losing and love to win,” said Gandara. “Unity is the root; diversity is the fruit. When you miss unity and only focus on diversity you get chaos instead of success. Just remember UCB, www.

UnityCelebratesDiversity.com, and you’ll be good to go.” ¿

~ Steve Gandara, co-founder and managing director, Excellent Cultures Inc.

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“When you have a corporate culture of unity that celebrates diversity, equity occurs automatically. You can no longer win with just talented individuals; it’s the best team that wins.”

— Steve Gandara

5

To learn more about Excellent Cultures, visit excellentcultures.com.

Collin County Leader • Premier Issue 21

woman-owned Business spotlight

First Communion to LinkedIn Plano photographer captures genuine client stories

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~ Misty Hoyt, owner, Photography

by Misty

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“I have no desire to ever retire, I just want to bring people along with me. I want to build financial freedom not just for myself, but for others. That’s what really motivates me.”

— Misty Hoyt

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22 Collin County Leader • Premier Issue

} By Caryn Berardi

hotography by Misty, the Plano, Texas-based company founded by Misty Hoyt, has evolved over the years.

What started with personal and family portraits has moved toward a more corporate client focus, including headshots, events, branding services and more.

Adapting to industry trends and taking advantage of the thriving business community in Collin County and across Dallas/ Fort Worth has helped the company grow, but Hoyt said no matter who is in front of the camera, the key to its success has remained constant – a genuine passion to seeing its clients succeed.

“I do not hire anyone who doesn’t have a passion for people,” she said. “From asking questions to learn a client’s story before we even get out the camera to straightening a necklace or rearranging furniture to make a shoot work, we offer our clients assurance that we are always looking out for their best interests.”

This client-centered approach and focus on genuine photography and storytelling has been the foundation of Photography

by Misty since Hoyt founded the company in 2003. As a journalist working at smaller publications where she was responsible for both writing and photographing her stories and then a mother who was always taking pictures of her babies, Hoyt realized she had an eye for capturing special moments. A hobby turned into a full-time entrepreneurial enterprise.

Her early clients mostly came from her children’s school community. Now, 18 years later, some of the kids for whom Hoyt took First Communion pictures are coming back to her for their LinkedIn headshots.

This connection to her local Plano community was critical in building her business, and Hoyt has continued her involvement through the Plano Chamber of Commerce and its Leadership Plano program. She also serves on the City of Plano Cultural Arts Commission whose mission is to support arts and culture within the city by encouraging innovation in diverse

programming, education and outreach.

It’s her way to give back to a community that has been such an asset to her.

“Being involved in the Chamber helped when I was starting my company, and I continue to obtain at least one client per week either directly or indirectly through it,” Hoyt said. “My involvement connects me with resources not only for my business, but also ones for clients so I can help them grow their own initiatives.”

Persistent networking is just one of the things that Hoyt practices herself and advises for other small business owners. She also encourages mentoring relationships with people outside of your generation and being open to suggestions and advice, even if you consider yourself an industry expert, recalling that one of her favorite photographs came from a suggestion made by a 6-year-old client. Perhaps most importantly, Hoyt urges business owners to never stop learning.

“Listen to every business podcast and take notes, attend seminars and read books. Even if you think you don’t need it now, you might find you need it later,” she said.

Using everything she has learned throughout her career, Hoyt is excited about the future of Photography by Misty.

Her goal is to have three to four photographers booked all day three to four days per week. And while the businesses’ competitive advantage remains its client-focused approach and expertise, Hoyt is also focused on staff members’ growth. At the beginning of every year, she sits down with her employees to discuss their personal goals. It’s an extension of the passion she brings to her clients for learning about, supporting and celebrating individual stories.

“I have no desire to ever retire, I just want to bring people along with me,” Hoyt said. “I want to build financial freedom not just for myself, but for others. That’s what really motivates me.” ¿ To learn more about Photography by misty, visit photographybymisty.com.

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Investing in diverse entrepreneurs for over 25 years For the last quarter century we have opened new opportunities for diverse business owners, creating a positive impact on the communities we serve together.

Their success is critical to our success as a business.

jpmorganchase.com/supplierdiversity

woman-owned Business spotlight

Interventions Rare funding helping Kanarys strengthen workplace DEI

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~ Mandy Price, co-founder and CEO, Kanarys Inc.

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“We’ve had to approach fundraising very differently. We wanted to be with investors that understand the market, the opportunity and the change we are trying to create in the world.”

— Mandy Price

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24 Collin County Leader • Premier Issue

arified air.

That is a perfect description of Kanarys Inc., a technology company of Black founders that lifts organizations by providing software and tools to address emerging workforce challenges surrounding diversity, equity and inclusion, or DEI. Entrepreneur and Kanarys co-founder and CEO Mandy Price launched the Dallas, Texas-based startup, along with her two co-founders, Star Carter and Bennie King, in 2018. They received their first infusion of highly elusive venture capital funding in 2020. As the recipient of venture backing, Kanarys indeed embodies rarified air, especially considering that diverse business owners face overwhelming obstacles in the scramble to obtain financing of any kind to grow their companies.

Meanwhile, Black women founders receive an even more minuscule piece of the venture capital pie — in which private equity investors provide capital to companies with high-growth potential in exchange for equity stakes.

Statistics show that all Black founders historically have received less than 1% of available venture capital dollars. According to Crunchbase Inc. — which aggregates investment data and information on global companies — a record $147 billion in venture capital was invested in U.S. startups through the first half of this year. Crunchbase research noted that venture dollars invested with Black firms has increased since 2019, but still only about 1.2% of that $147 billion went to all Black founders and 0.34% to Black women founders.

“There is a huge disparity when it comes to Black founders receiving funding,” Price said. “It is a big challenge. There are many, many entrepreneurs who have talented teams and great ideas, but are not funded.”

Kanarys was fortunate enough to close on a $3 million round of venture funding earlier this year, led by Zeal Capital Partners LLC that also included investors Revolution’s Rise of the Rest Seed Fund; Morgan Stanley; 100 Black Angels and Allies Fund; Segal Ventures; Portfolia Rising America and Rackhouse Ventures, according to the company. The round — which is being used to advance product features and accelerate sales and marketing

} By M.V. Greene among various initiatives — increased to $4.6 million in seed funding overall that Kanarys has received since its founding.

Kanarys approached the funding market by targeting so-called “inclusive investors” who have a vision corresponding to that of the company. While noting that the business case for DEI has been built out for decades, Price said that two seminal events during 2020 — the George Floyd social injustice protests and the emergence of the COVID-19 pandemic — exposed how badly organizations were faring with issues around workplace DEI. Before 2020, many potential investors did not understand “the vision of what we were trying to create. A lot of them have now.

They’ve seen the shift that has happened with respected companies and corporations focusing on DEI,” Price said.

Many venture investors failed to see the market for DEI and challenges in the workplace for women, people of color, LGBTQ+ and other underrepresented groups, she said. “We’ve had to approach fundraising very differently. We wanted to be with investors that understand the market, the opportunity and the change we are trying to create in the world.”

Price’s personal and professional brand are as much the story of Kanarys as anything else. Growing up in Texas, she always had an abiding interest in issues involving racial and social justice. For example, at the University of Texas at Austin — where she received her undergraduate degree — she served as a member of the school’s Task Force on Racial Respect and Fairness.

On top of that, she is a Harvard Law School-trained lawyer, receiving her juris doctor in 2006. She focused her research interest on social justice issues, including service on Harvard’s Civil Rights-Civil Liberties Law Review, which is widely viewed as the nation’s leading progressive law journal. After graduation, she moved into the divergent field of private equity and worked for more than a decade in Big Law — large, high-revenue law firms usually located in major U.S. cities — before establishing Kanarys, giving her a heads up on how founders attract venture dollars. ccleader.net

Creating long-term, systemic changes around DEI challenge Price formed Kanarys with her Harvard classmate Star Carter, who serves as chief operating officer and general counsel, and husband Bennie King, the company’s chief product officer, both of whom also received their undergraduate degrees from the University of Texas at Austin.

Carter had worked as a corporate attorney before the founding, and King worked at a large pharmaceutical company. All three founders felt the sting of issues with inclusion at previous jobs, Price said.

“A lot of the inspiration behind Kanarys came from us working in the workplace.

We really have the passion and drive for the company based on our own experiences.

Our experiences were not isolated. These were experiences that many other Black employees held in the workplace,” she said.

The genesis of the company’s name comes from a former coal mining industry tradition, where miners would take canaries into the mines as a means for detecting carbon monoxide and other odorless toxic gases that could hurt humans. If gases were present, they would kill the canary, warning the miners to get back above ground. The founders chose the name Kanarys to serve as a “canary in the workplace” to help organizations detect DEI issues in their workplaces.

Kanarys’ business mission is to provide organizations the tools needed to create longterm, systemic changes around DEI challenges, offering benchmarking and data designed to uncover what Price described as DEI blind spots within the organization. Unless DEI is data-driven and transparent, strategies won’t be precise or enduring, according to her.

Kanarys is certified by National Minority Supplier Development Council Inc. as a minority business enterprise. Yum! Brands, Dallas Mavericks and Neiman Marcus are among its current clients.

~ Bennie King, Mandy Price and Star Carter, co-founders, Kanarys Inc. Price said that before the fundamental shifts in 2020 with the protests and pandemic, organizations tended to focus their diversity efforts primarily around talent acquisition but failed to ensure that DEI principles were rooted within the business as a priority.

Implementing initiatives such as employee resource groups and unconscious bias training was hardly enough, she said.

Besides talent acquisition, DEI through data collection and analysis also needs to encapsulate practices like employee retention, performance management and pay practices across the entirety of the corporate enterprise, including regions, divisions and departments that may have different DEI challenges, according to her. “We help them have precise and measurable interventions based on data, so they are not just guessing which programs

6

“Companies must have [DEI] as a focus or they will not be able to retain workers. They cannot be an employer of choice if they’re not paying attention to the issues that their employees care about.”

— Mandy Price

5

and initiatives are needed,” she said.

Currently as critical as ever for business success, more employees are fervent in their demand that corporate organizations have a plan to address DEI — or they won’t work for them, Price noted.

This attitude is especially acute in Generation Z, those younger workers born after 1997. Living Facts, a research publication of The Pew Charitable Trusts, says 67 million Americans are part of this group and are the most racially and ethnically diverse of all generations, with 48% identifying themselves as nonwhite.

Another workplace research organization, Glassdoor Inc., noted in its Diversity & Inclusion Workplace Survey from September 2020 that 76% of employees and job seekers surveyed said that a diverse workforce is a key factor when evaluating companies and job offers. In addition, nearly half of African American and Hispanic employees and job seekers responded that they have quit a job after witnessing or experiencing discrimination at work, according to the Glassdoor survey.

“Companies must have [DEI] as a focus or they will not be able to retain workers. They cannot be an employer of choice if they’re not paying attention to the issues that their employees care about,” Price said. ¿ To learn more about Kanarys, visit kanarys.com.

Collin County Leader • Premier Issue 25

Inspiration

Time to reset

Leroy Armstrong’s book reveals how to discover God’s purpose for your life } By Michele Majors Brown

~ Leroy R. Armstrong Jr., president and lead servant, Proclaiming the Word Ministries

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“You don’t have to live stuck in your past where you made poor choices and bad decisions. That doesn’t define you.”

— Leroy R. Armstrong Jr.

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26 Collin County Leader • Premier Issue

T

he beginning of the coronavirus pandemic in 2020 led Leroy R. Armstrong Jr. to write a book prompted by a sermon focused on helping people adjust to life at the beginning of the pandemic.

Based on a sermon using the word ‘reset,’ he released his first book — “Disruption: Resetting Your Life’s Purpose” — this year. It is available on Amazon and Barnes & Noble in paperback and eBook versions.

“Worldwide, we were all reeling from the onset of this coronavirus that just came like a wave and disrupted life on so many levels,” Armstrong said.

He said the disruption allowed people the opportunity to pause long enough to reset their life’s purpose.

Armstrong knew he tapped into something based on the responses he received from people on Facebook who watched his sermon that was recorded from his living room last year to be replayed later. The message resonated with people on many levels.

“I’ve lived long enough and interacted with enough people to know there are people who have jobs that pay good money, have businesses that make good money, but they lack the fulfillment that comes from living according to their purpose,” said Armstrong, a licensed and ordained minister who has a Bachelor of Science degree from the University of Kansas and a Master of Theology from Dallas Theological Seminary. Armstrong is pursuing a doctorate in preaching at South African Theological Seminary.

A Kansas City, Missouri, native, he is president and lead servant at Proclaiming the Word Ministries. In addition, Armstrong owns Charis Communications LLC, a marketplace business which offers a comprehensive digital marketing platform to small and medium-sized businesses. His business also focuses on acquiring and building income-producing assets.

He said the overwhelming response from sermon viewers and his prayer time with God prompted him to write a book addressing those concerns and disruptions in general.

“That’s why I wrote it. I really do want to help people,” said Armstrong, who also

sits on the board of the McKinney Chamber of Commerce.

Armstrong’s journey into ministry included several twists and turns before he answered the calling. In fact, he’d been called while in college, but pursued a career in engineering for five years. Knowing that he would eventually pursue ministry, he prayed for clarity about his calling.

Moving to Dallas, Texas, Armstrong pursued his ministry calling that led to serving under other leaders and eventually leading his own church.

Armstrong said that although he had a successful ministry, sometimes disruptions that individuals face in their careers or personal lives can be self-inflicted. In hopes of encouraging others facing similar challenges, in the book, he shares his own disruptions, which including loss of a church that he founded as well as a broken marriage and family and other relationships that suffered.

“One of the things I say in the book is that some seasons of disruption are Divinely allowed, others are self-inflicted,” Armstrong said. “In 2010, I was responsible for major disruption in my own life, and it was selfinflicted, because of several extremely poor choices that I made.”

Armstrong said that during his healing season, he learned that God could use him for another purpose despite the disruptions he experienced. He learned that he could serve God no matter what type of position he had whether he led a church or not.

Armstrong suggests that his book helps individuals who may be stuck because of disappointing circumstances or bad choices. He said the best way for individuals to approach the book is to read it and apply the principles to discover God’s specific purpose for their lives.

“You don’t have to live stuck in your past where you made poor choices and bad decisions. That doesn’t define you,” he said.

“The book offers lots of encouragement that God loves you.”

While the pandemic forced people to focus on new health and economic realities,

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it also magnified civil, political, and social unrest creating a perfect storm with Americans being captive audiences stuck at home as they watched, Armstrong said.

“Last year, we witnessed this gruesome murder of George Floyd, as the world watched it. He was murdered by a police officer,” Armstrong said. “That disruption uncovered afresh this deeply seated racial animus that is in the DNA of this nation.

And we’ve lived through it, all the protests and peaceful demonstrations, some went violent. I don’t ascribe to the violence at all.

But the peaceful protests from multiple generations and multiple ethnicities, people are going, ‘This is enough.’

“This disruption that we have all been ex-

periencing is multifaceted. It’s multilayered.

It’s crazy,” he continued. “And it’s a season.

It’s a season where you have the privilege of disruption ... it’s a gift, that’s what I say,” Armstrong said. “Could it be that during this season of multilayered, multifaceted, disruption, God has given you the gift of disruption, so that you can reset your life’s purpose?”

These days, servant leadership drives Armstrong in every aspect of his life including his community and business work in McKinney. He has served in numerous capacities in ministry. And, in addition to the McKinney Chamber of Commerce board, Armstrong serves on the board of 3e United and on the Community Advisory Council for the McKinney police chief. ¿

To learn more about Charis Communications LLC, visit, chariscommunications.now.site/home.

Creating a better world (continued from page 18) “Annually, Emerson is a cornerstone investor providing support for both our College Advisor and Scholarship programs,” Sine said. “Without local corporate support, MEF would not be able to provide specialized support to our high school families in the College Advisor Program. This work would fall to our high school counselors who already have a full load. Teamwork by MEF and MISD high school staff has proven priceless to graduating seniors and their families.”

Through MEF, the Emerson scholarship is awarded to two MISD high school graduates who plan to study mechanical engineering.

This past year, the awardees were also able to visit the Emerson office, talk to its engineers, learn about different career opportunities, and experience the company’s flow and additive technology operations. Since 2010, Emerson has awarded 24 prospective

mechanical engineering students more than $118,000 in scholarship funding.

“We want these young people to drive innovation to make a smarter, safer and more sustainable world – whether at Emerson or somewhere else,” Spriester said.

“It is important to support teacher grants as well because they are the catalysts for the students to learn and to get excited about these areas.”

Emerson’s support of MEF and other local non-profits matches its efforts to foster community internally as well, with the company particularly focused on cultivating a culture of diversity, equity and inclusion within its business.

This year Emerson announced a company goal to double its representation of women globally and U.S. minorities at the leadership level by 2030. Spriester said she would also like to see representation increase at a local level and that a recent grant

from Emerson to the McKinney Chamber of Commerce will help fund the launch of a McKinney diversity, equity and inclusion program community wide.

“This goal is critical and reinforces our dedication to removing barriers to success and supporting an inclusive culture,” she said. “We want to ensure our business reflects a diverse workgroup, creating an environment where all perspectives are recognized.”

In all its internal initiatives — from Employee Resource Groups to peer recognition awards — Emerson always comes back to its purpose and its five causes, ensuring its ideals are more than just words.

“We are always proud to recognize our employees who truly live out our global values and who support the communities where we live and work,” Spriester said. ¿

Taking flight

tra’s diversity program, fueled by the company’s $10 million pledge over five years to invest in underserved communities, Historically Black Colleges and Universities, other minority-serving colleges and universities, and diversity- focused organizations. Some of those initiatives have included partnering with Texas Southern University, The University of Texas at Arlington, Prairie View A&M University, Paul Quinn College, Hispanic College Fund and the United Negro College Fund.

“It has been really enjoyable because we’re putting our money where our mouth is, and not just this year because it’s the hottest thing, but for the next five years and beyond,” Underwood said.

The future is bright Underwood has big plans for the future of Vistra’s diversity program but tries to stay rooted in what matters most.

“My biggest focus, of course, is on our people and making sure they feel valued. If you’ve been in corporate America, you know it can seem like the opportunities aren’t there, because you don’t see people like you at certain levels,” she said. “At the end of the day, we are taking a company of 5,000, and we are tackling the initiatives that America’s tackling. We’re not in it for the pats on the back. It’s just the right thing to do.” ¿

(continued from page 20) get that first house or whatever their goals may be,” she said. “I didn’t come from a wealthy family. I didn’t even come from a middle-class family. I came from a single mother of five kids. If people hadn’t taken it upon themselves to expose me and give me opportunities and say, ‘How about trying this?’ I don’t know that I would be where I am today. If a door opened, I was definitely going to take advantage. I wasn’t afraid.”

Community and education A commitment to community and higher education became a third component of Vis-

To learn more about Armstrong and Proclaiming the Word Ministries, visit proclaimingtheword.com.

To read a free excerpt of his book and to order a discounted, signed copy, disruptionresettingyourlife spurpose.now.site.

To learn more about Emerson, visit emerson.com.

To learn more about Vistra, visit vistracorp.com.

Collin County Leader • Premier Issue 27

ENGINEERED FOR

D R I V E N BY D I V E R S I T Y

The inclusive perspectives and progressive capabilities of Toyota’s diverse suppliers make the possibilities of Mobility for All a daily reality.

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