Collin County Leader

COLLIN COUNTY

LEADER WE TELL YOUR STORY

Vol. 1, 2022

McKinney Chamber of Commerce

McKinney Chamber of Commerce

Chairman Nate Pike’s journey of service leads to unexpected leadership Plano-based Bracane marks 20 years of health care research Comerica Bank’s Dinar Satani saves the day

Chairman Nate Pike’s journey of service leads to unexpected leadership Plano-based Bracane marks 20 years of health care research Comerica Bank’s Dinar Satani saves the day

Collin County Black Chamber of Commerce looks to expand growth of African Americanowned businesses ~ Page 12

Valerie Warrior, chairman, Collin County Black Chamber of Commerce

Debra Austin, president, Collin County Black Chamber of Commerce

American Airlines and the Flight Symbol logo are marks of American Airlines, Inc. oneworld is a mark of the oneworld Alliance. © 2021 American Airlines, Inc. All rights reserved.

Jake Garrity, senior manager, strategic sourcing, Toyota Motor North America Inc.

Sidd Ahmed, founder and CEO, VDart Group

By Caryn Berardi

Mecca for growth Prosperity key focus of Collin County Black Chamber of Commerce

By M.V. Greene

SPOTLIGHT

on Jim Burke succeeds Curt Morgan as Vistra’s CEO

Melissa Lowery

By LeShane Greenhill, founder, SalesCocktails Changing the conversation McKinney Chamber of Commerce building relationships one collaboration at a time By Victoria Clark

By Georgeann H. Ikuma

Mixing it Up Serial entrepreneur Michelle Boggs takes a hybrid approach to business

By Caryn Berardi

THE BIG

PIVOT

The PPE Economy Pandemic spawns personal protective equipment boom, new opportunities for entrepreneurs By M.V. Greene

H. Ikuma

‘Impact of 1’ Plano-based Bracane marks 20 years of health care research

Impossible? Not! Possible Missions pushes further into PPE during pandemic By Brenda Beveridge

Don Cravins

Accenture PLC

American Airlines Inc.

Ampcus Inc.

Apple Inc.

BP Ericsson

Honda of America Manufacturing Inc.

IDM Products LLC

JPMorgan Chase & Co.

Nissan North America Inc.

Oncor Electric Delivery Co. LLC

PepsiCo Inc.

Texas Instruments Inc.

Toyota Motor North America Inc.

Trane Technologies Inc.

13 4 25 43 33 19 17 37 27 23 7 44 2 31 9 39

COLLIN COUNTY

LEADER

WE TELL YOUR STORY

Mission Statement: Promoting the value of multicultural partnership and economic development

Founder, Chairman & Publisher

Don McKneely

Associate Publisher & Chief Operating Officer Laretha Norwood

Editorial Director Stephanie Anderson Forest Graphic Designer Gernelle Nelson Operations Manager Kristin Gabaldon

Contributors

Caryn Berardi

Brenda Beveridge

Victoria Clark

M.V. Greene

LeShane C. Greenhill Georgeann H. Ikuma Tonya McMurray

Photographers

Fredshots Photography Misty Hoyt Wayne Mebane

Collin County Leader

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Collin County Leader Vol. 1, 2022 collincountyleader.com 8

Together

We believe mutual respect, cross collaboration and inclusion drive growth and innovation. When you partner with us you join a team that’s equally committed to progressing business and securing a sustainable future. For everyone.

Learn more about Supplier Diversity at www.tranetechnologies.com/supplier

we can inspire change.

Giving Back

Nate Pike’s journey of service leads to unexpected leadership CARYN BERARDI

For businessman Nate Pike, his involvement in the community is more than just another task in a busy schedule. It’s a part of his DNA.

This dedication extends across the communities where he lives and works. As the mayor of the City of Anna, Texas, Pike is fulfilling a commitment he and his wife made when they decided to raise their family in Anna that if they were going to live there, they would be active participants in its growth.

Professionally, Pike calls McKinney home, and is chairman of the board of directors for the McKinney Chamber of Commerce.

“My heart is with the community, and my whole purpose is to give value to others and do what I can to give back,” Pike said. “I don’t know any other way to go about things.”

His commitment to service stems from his belief in building relationships and a focus on people that has guided his career in financial ser-

vices. Pike is vice president of investments for Utter Pike Private Wealthy Management Group of Wells Fargo Advisors, which is a trade name used by Wells Fargo Clearing Services LLC. In addition to McKinney, the company also has an office in Sherman, Texas.

Still, his leadership in Anna and McKinney were not opportunities he planned for, but rather came about organically as people noticed his passion for helping Collin County thrive.

As a participant in Leadership McKinney in 2016, Pike – originally from Denison, Texas – was inspired by the class’ focus on servant leadership. He also learned more about city management and the various functions that keep municipalities running.

In 2017, Pike was named president of Anna’s Community Development Corp., a joint board with the city’s Economic Development Corp. From there, he was encouraged to run for mayor, which he eventually stepped into through a special election in 2017 and is currently serving his second term through May 2024.

“When asked me about running for mayor, I told them they were crazy,” Pike said. “I’m not in this to be a politician, but people within this community really believed I could make a difference.”

SERVANT LEADERSHIP

Continuing with the servant leadership style that was ingrained in him through Leadership McKinney, Pike has focused his time as mayor on embracing growth and ensuring full transparency and open communication with his Anna neighbors.

“Change and growth is hard for people sometimes, but Anna is one of the most developed and friendliest cities in North Texas, and I want to help get it on the map,” Pike said.

His role as a McKinney Chamber of Commerce board member also influenced his role as the Chamber’s chairman. With a population of more than 200,000 residents, Pike said the success of the city’s growth makes McKinney an appealing place for businesses, while the city maintains a small community feel. He adds that the tools and opportunities that the Chamber offer for both small and large businesses to connect is one of a kind.

“This community of strong leaders will embrace you. If you are new here and want to get involved, you can do that,” Pike said. “You can truly feel the community here.”

As the chamber’s chairman, he is also focusing on several areas to continue McKinney’s vibrant growth. This includes advancing economic development initiatives such as legalizing packaged liquor sales in the city limits. Currently, only beer and wine can be sold at grocery and convenience stores. Pike said the city is missing out on important sales tax dollars.

— Pike

He is also advocating for balanced housing in McKinney as the demand for housing in Collin County increases and home prices skyrocket. Affordable housing is essential for larger employers considering McKinney to attract employees.

FOCUSING ON DE&I

Under Pike’s leadership, the Chamber is also focusing on diversity, equity and inclusion, or DE&I, efforts in McKinney. It is working with employers to provide them with resources and training to advance its DE&I programs.

“This is an important initiative and a chance for us to highlight the tools that the chamber can offer,” Pike said. “We have found that employers are very interested and are putting money behind these efforts and the Chamber can help.”

One of the biggest areas of focus that Pike said he is most excited about is entering a post-pandemic phase of conducting business and making connections. For Pike, as he continues with his servant leadership and community involvement that are so much a part of who he is, this means getting back to the heart of what makes cities strong.

“The last couple of years have shown us how efficient technology can be, which is great,” Pike said. “But nothing will ever replace faceto-face communication and in-person relationship-building.”

TO LEARN MORE ABOUT THE MCKINNEY CHAMBER OF COMMERCE, VISIT MCKINNEYCHAMBER.COM.

TO LEARN MORE ABOUT THE MCKINNEY CHAMBER OF COMMERCE, ALSO VISIT COLLINCOUNTYLEADER. COM.

“This [DE&I] is an important initiative and a chance for us to highlight the tools that the Chamber can offer. We have found that employers are very interested and are putting money behind these efforts and the Chamber can help.”

— Nate Pike, chairman, McKinney Chamber of Commerce

“The last couple of years have shown us how efficient technology can be, which is great. But nothing will ever replace face-to-face communication and in-person relationship-building.”

Nate Pike, chairman, McKinney Chamber of Commerce

Mecca for growth Mecca for growth

Prosperity key focus of Collin County Black Chamber of Commerce

BY M.V. GREENE

The state of play these days in Collin County, Texas, comes down to one word — growth, explosive growth. The county due north of Dallas, Texas, in the Dallas-Fort Worth metropolitan area was the nation’s secondfastest growing county from July 2020 to July 2021, gaining 36,313 new residents in that span to reach a population of 1.1 million, according to U.S. Census Bureau figures.

Collin County is a magnet for attracting and housing major corporate entities and brands that include Toyota Motor North America, Bank of America, AT&T, JPMorgan Chase, J.C. Penney and the Dallas Cowboys headquarters.

Indeed, business activity is booming in Collin County, and for the Collin County Black Chamber of Commerce or CCBCC that means the time is ripe to increase the numbers of African American-owned businesses operating in the county.

“Supporting African American-owned businesses in Collin County truly matters — not only to the business owner, but also to the community as a whole, because it helps close the racial divide and wealth gap,” said Valerie Warrior, CCBCC board chair.

Based in the county seat of McKinney, CCBCC notes that while African Americans constitute about 10% of the county’s population, they operate only about 5% of the county’s 82,000 business enterprises.

Connecting resources and opportunities Operating a few initiatives, programs and events to assist Black entrepreneurs, CCBCC was founded to provide a forum to connect to resources and opportunities in the Collin County area through leadership, community support and business-building. A nine-member board of directors — supported by an executive staff — oversees the operations of the CCBCC.

Collin

Valerie

Warrior — who is owner of and practitioner at Bliss Clinique, a beauty, health and wellness business — said Collin County will be wellserved to entice greater numbers of Blackowned businesses as a means of enriching the entire community and exposing residents to African American culture and its unique products and services that include restaurants, arts, entertainment, music and fashion.

“Collin County has all the right ingredients for long-term growth and prosperity and offers a wonderful quality of life in various cities — Plano, Allen, McKinney, Fairview, Frisco,

Prosper, Celina, Melissa, Anna and beyond,” she said. “These assets make Collin County the mecca for launching, growing and maintaining successful African American businesses.”

In addition to its fast-rising population growth, Collin County possesses several attributes that make it a key hub for business, said Debra Austin, CCBCC president. She cites the county’s inclusion in a healthy regional economy, high per-capita median and family income levels, highly educated labor pool, stellar public-school systems and pro-business

Collin County Black Chamber of Commerce’s Chairman Valerie Warrior (left) and President Debra Austin

“African American businesses can capitalize on this environment [projected population growth] by meeting the everexpanding demands for goods and services from Collin County and the nearby communities.”

— Debra Austin, president, Collin County Black Chamber of Commerce

“Supporting African American-owned businesses in Collin County truly matters — not only to the business owner, but also to the community as a whole, because it helps close the racial divide and wealth gap.”

—

Warrior, chairmanm, Collin County Black Chamber of Commerce

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

McKinney Chamber of Commerce building relationships one collaboration at a time Changing the conversation

BY VICTORIA CLARK

More and more, the McKinney Chamber of Commerce is partnering with the Collin County Black Chamber of Commerce to build a sense of community in McKinney, Texas. The McKinney Chamber of Commerce, or MCC, focuses on helping its 1,200 members thrive through programming, leadership development, business idea incubation and advocacy.

Collin County Black Chamber of Commerce, or CCBCC, has connected Black-owned businesses to opportunities for more than 13 years. The chambers’ decision to collaborate with each other was based on the need for a chamber community in McKinney.

The idea came after MCC went through a diversity, equity and inclusion, or DEI, assessment with Kuma Roberts, chief diversity and inclusion officer at Arrowhead Consulting. The

assessment guided MCC to incorporate DE&I efforts and areas of improvement in their work environment. Then, Melanie Williamson, program and community director at MCC, reached out to CCBCC to establish a relationship – one specifically involving friendship. She explained that integrating DE&I across the councils’ departments opens doors for a better relationship in the chamber community.

The initial April 2022 collaboration meeting included MCC and CCBCC leaders and members of MCC’s DE&I task force. The meeting led to members of both chambers agreeing to attend the Association of Chamber of Commerce Executives, or ACCE, annual convention together. Williamson said they navigated building a relationship that involves support, structure, opportunity and, most importantly, authenticity.

Mixing it up

entrepreneur Michelle Boggs takes a hybrid approach to business

CARYN BERARDI

When Michelle Boggs offers advice to women looking to chart successful business careers like her own, she always tells them: “Don’t be afraid of taking the next step.” It’s advice that makes sense since she has built a career with entrepreneurial instinct and ability to recognize a business opportunity, taking the next step to make it a reality.

After more than a decade working in sports marketing and as a marketing consultant, she is the CEO and co-founder of McKinley Marketing Partners, a staffing firm that connects top marketing talent with industry-leading organizations for both contract and direct-hire roles. Formed in 1995, the company is a spinoff of another staffing organization where she worked in business development.

Originally focused on telecom clients to fill temporary employee vacancies after the passing of the Family and Medical Leave Act of 1993, Boggs recognized the opportunity for the staffing firm to expand into other industries and place full-time candidates in a broader scope of marketing positions. McKinley Marketing Partners was formed, and the company continues to grow its offerings and service markets under her leadership, focusing on making placements based on more than just skill sets.

“Someone can be perfect on a resume, but still not be the right fit for a company’s culture. We work to get to know the organization and the consultants we are placing to find the right match,” she said.

In its 27-year history, McKinley has weathered its share of national and global economic challenges — dot-com crash of 2000, Great Recession of 2008 and COVID-19 pandemic.

Boggs’ experience and foresight informed her quick action with the pandemic, ultimately helping her company to thrive.

“It was crystal clear to me when COVID hit that we needed to do layoffs and cut salaries, so that’s what we did,” she said. “By May 2020, we had brought back most of the team and restored salaries. Many companies went on hiring freezes, which, of course, impacted us, but now we have more requests than we can fill.”

Melanie Williamson, program and community director, McKinney Chamber of Commerce

Lisa Hermes, president and CEO, McKinney Chamber of Commerce

Serial

Michelle Boggs, CEO and co-founder, McKinley Marketing Partners

PPE economy here to stay

Pandemic

BY M.V. GREENE

During these still uncertain days of COVID-19, one compelling consequence that has emerged from the global pandemic is a vigorous and consuming personal protective equipment, or PPE, economy that includes masks, respirators, gloves, apparel, sanitizers and other items that people have rushed to use to protect their health against the virus.

The market for PPE is split largely into two segments — health care and industrial. Various industry estimates had the global health care PPE market growing from around $20 billion in 2020 to near $30 billion in 2028. The global industrial market is worth about $40 billion annually.

The PPE economy rages on more than three years into COVID-19, continuing implications for governments, corporations, organizations and citizens, particularly in health care. The onset of the pandemic in early 2020 saw massive efforts to supply the world with sufficient PPE that often was in short supply.

The U.S. government, for instance, adopted new laws and policies and incentives to bolster PPE supply chains, such as engaging in lucrative contracts with corporations through mechanisms that include the Defense Production Act, which allows the president to fast-track the manufacture of materials and services from the U.S. industrial base to support national defense.

That momentum shows no signs of slowing,

engaging entrepreneurs and companies to try to figure out how to get a piece of the pie. Health care improvement company Premier Inc. reports on supply-chain spending of U.S. hospitals in response to COVID-19, noting that in 2021 hospitals had purchased more than $3 billion of PPE to protect staff and patients since the start of the pandemic.

Observers of the PPE industry say opportunities do abound to get in on the largesse, but they also caution entrants to understand where the market is headed, learn market components and supply-chain dynamics, seek ways to reduce barriers of entry and stay alert to pandemic politics.

When releasing an action plan on PPE readiness in 2020, the trade group National Association of Manufacturers noted that “manufacturers across the country have completely redesigned their shop floors to produce critical materials like respirators, face shields, masks, gowns and hand sanitizer for the first time.”

The first thing to know is that “PPE has been in existence for many, many years,” said Sanjiv Bhaskar, vice president of research, CMF at Frost & Sullivan Inc., a research firm that advises Fortune 1000 companies, governments and investors. Further, he said that “PPE is not only masks and gloves. PPE is a lot more than that.”

He said each of the two broader segments of the PPE market — health care and industrial — deserves attention from entrepreneurs seeking opportunities. Given the pandemic, health care PPE has received the bulk of recent attention,

but the industrial side is larger and more stable, serving industries that include manufacturing, energy and construction, he said.

Worker safety mandates through governmental agencies like the U.S. Occupational Safety and Health Administration or OSHA will keep the industrial PPE segment robust, he added.

Frost and Sullivan breaks down PPE equipment into seven categories:

• Above the neck protection, which covers basic protection used by workers in most industrial environments and includes neck, head, eye, face and hearing protection.

• Respiratory protection, which covers different types of devices that protect workers from inhaling harmful substances or airborne contaminants.

• Hand protection, which covers disposable and reusable protective gloves.

• Protective clothing, which includes gowns, coveralls and other protective apparel.

• Foot protection, which includes shoes and boots to protect workers’ feet from impact and puncture hazards.

• Fall protection, which helps either to prevent workers from falling or to minimize the impact of falls.

• Gas detection, which are systems that detect, identify and track dangerous workplace emissions.

“Some products are very simple, and some are very technical, complex and very expensive,” Bhaskar said, noting that respiratory protection used by firefighters can cost several thousand dollars per unit, but protective apparel costs can begin at as little as $5 per unit. Major corpora-

spawns personal protective equipment boom, new opportunities for entrepreneurs

tions can enter the market more easily because they have the wherewithal to scale, such as a corporation like 3M Co. that has received multimillion-dollar contracts to produce millions of medical-grade face masks. But Bhaskar and others said that smaller companies that may not be able to manufacture to such scale — including diverse suppliers — should not be deterred. These smaller entities, they said, need to push forward with innovative solutions and source parts to larger companies.

“If an entrepreneur comes into the PPE industry, then they’ve got to look at products which have low barriers of entry, and one has to contend with the fact that every product you make has to meet specific standards and quality requirements,” he said. “At the end of the day, you are using these products for saving people. Your products cannot malfunction or underperform because if that happens then you are risking someone’s life, and you own the liability of that. If you can meet those tests, it should not be a great challenge [to enter the industry]. Raw materials are available, and you can convert those raw materials into products.” Bhaskar added.

THE SWEET SPOT

Karina Swette and Timi Boyo — who advise companies on supplier diversity initiatives for management consulting firm Oliver Wyman Inc. — both said the PPE industry can be a sweet spot for diverse firms. Swette cites an example from her research of a regional banking company that, during the height of the pandemic in 2020, was struggling to procure PPE from a large supplier. As a solution, the banking company resorted to creating a marketplace to leverage a network of small, diverse suppliers that were able to deliver the needed

PPE economy is here to stay

There’s little doubt COVID-19 crippled many businesses and economies around the world. But the pandemic didn’t wreak havoc in all industries.

For many companies that were already making or distributing personal protective equipment, or PPE, and those that quickly pivoted their strategies to jump into the product category, COVID-19 provided a boost to their businesses.

Here, we check in with leaders of a few minority-owned enterprises on how PPE changed or enhanced their companies.

PPE with better pricing, service and availability, she said. “It is a great example of how if larger companies can spend the effort and the time to support a diverse supply base, you can actually get a better end product,” Swette said.

“Often, there are opportunities to get better products at better prices. Diverse suppliers come with different perspectives and different ways of doing business. They are not afraid to do something differently. They tend to be more nimble, more creative, more engaging with their core customers.”

Boyo urges diverse suppliers considering entering or diversifying into the PPE industry to stay keen to the evolution of the market, adding that products demanded now might be different from what customers will need in five years.

“The interesting part of this opportunity is learning how to adapt to it and pivot. Prepandemic, it was hand sanitizer and wipes or household cleaners. But those things evolved to be part of the protective equipment we use today,” he said. “You have to determine what’s the next level of PPE that we’re going to need going forward. It’s about innovating and figuring out what markets you want to play in.”

Lisa Ranglin, founder and president of the Rhode Island Black Business Association, which serves Black and minority-owned businesses, said that members of her organization indeed have inquired about opportunities in PPE and how they can adapt some of their current processes to the market.

A business consultant and former banking industry executive, she said the discussion begins typically with feasibility, where firms must determine whether the field is right for the company including:

• Whether market demand exists for products.

• How formidable competitors are.

• If the company has the right talent mix.

• If the company possesses sufficient cash flow to build out infrastructure.

“We always look at it from the standpoint that you may not be doing it but based on the trend of what we’re seeing in the industry, you might think about diversification,” Ranglin said.

In the case of PPE, it is also where prospective entrants get a handle on issues regarding compliance, specifications and requirements for collaborating with larger partners through supply-chain engagement, she added. “There is an entire process around doing that feasibility study to really understand whether or not it is going to be viable from a long-term perspective,” Ranglin said. “Once feasibility is determined, companies will know, for instance, if partnering on joint ventures is a more favorable route for entry and the short-term and longterm prospects.” In addition to getting into an industry like PPE from a business standpoint, she said many of her members are also interested in leveraging the industry to keep their own workforces and people protected from the virus.

Despite promising growth estimates, how the overall PPE landscape develops going forward remains up for debate among observers and researchers. In a 2021 report, management consultant McKinsey & Co. summed it up like this: “Industry stakeholders — including raw-material suppliers, pure-play PPE producers, PPE divisions of major conglomerates and wholesale and retail distributors — need to understand the forces shaping the U.S. market and what they mean for PPE product segments and end users.”

Keeping the doors open

Donna G. Clemons, founder and CEO,

Joy Promotions Inc.

We added PPE supplies/products during the pandemic in 2020, and it was the best decision we made. Offering PPE during the pandemic helped keep our doors open, and it has added continued new revenue to our bottom line still today. PPE supplies/products are here to stay for us because I believe they will be needed for a long time — whether it’s facemasks, gloves, hand sanitizer or touch free thermometers.

TO LEARN MORE ABOUT JOY PROMOTIONS, VISIT JOYPROMOTIONSINC.COM.

More than masks and gloves

Gerald Grimes, president and CEO,

IDM Products LLC

We wholeheartedly believe in the need for PPE use, so much so, we invested in expanding our manufacturing division with state-of-the-art wipes equipment to produce Easy Pro, our exclusive brand of disinfectant and isopropyl wipes. Additionally, we’ve received multiple classifications to manufacture textiles such as medical-grade gowns.

PPE is much more than masks and gloves. There’s a multitude of industries that depend on the critical PPE IDM Products manufactures and/or distributes, such as shoe covers, bouffant caps, protective eyewear, coveralls, isolation gowns and more.

We know many of our clients still depend on these and other items, therefore, we will continue to see PPE sales for our business.

Offices, universities, restaurants and other establishments have reopened their doors to their employees, students, customers and patrons. People still want to feel safe when they go out in public, and these and other entities will rely on PPE such as sanitizers, disinfectant or isopropyl wipes, temperature scanners, gloves and the like, to protect their businesses and the people who occupy them.

TO LEARN MORE ABOUT IDM PRODUCTS, VISIT IDMPRODUCTS.COM.

The right thing to do

Paula Mendoza, founder and CEO, Possible Missions Inc.

We sold PPE through our suppliers [before the pandemic], but it was a daily ordinary sale, nothing in bulk. When COVID happened, the need was greater, and customers began to try and order in bulk and stockpiling.

Unfortunately, PPE was being ordered from all [of our suppliers], the backorders were stacking up, and PPE was in great demand.

This is when the firm decided to purchase our building that had warehousing attached was solidified. We could order in bulk from our suppliers, store product for our established customers, and have it ready for next day delivery. So, this was the way we pivoted.

We also made the decision not to purchase PPE from all the “new” suppliers that were buying from unreputable sources. We would rather tell our customers that the PPE was on back order or not available than to provide them with poor quality product. Our product is used for research labs, hospitals, clinics. We could not bear that liability and would not serve our customers with product that was not up to their standards. This was a difficult decision because for a short time we could not serve our customers, but it was the right thing to do.

TO LEARN MORE ABOUT POSSIBLE MISSIONS, VISIT POSSIBLEMISSIONS.COM.

Limitless Connectivity

In a world undergoing digital transformation across all borders, sectors, and geographies, Ericsson is helping enterprises and mobile network operators push the limits of the possible. We are proud to foster an inclusively diverse supplier environment. The opportunities to connect are everywhere – take them!

Creating opportunity

VDart earns Toyota’s IT Services Diverse Supplier of the Year – again

BY TONYA MCMURRAY

VDart Group has achieved many traditional measures of business success: rapid growth, numerous awards and large customers. But founder, President and CEO Sidd Ahmed measures the company’s success a different way: The impact on employees, customers and communities.

“What I’m most proud of is creating opportunities for over 15,000 people in the last 14 years,” he said. “Our purpose as an organization is to transform the trajectory of people’s lives. Our vision is to touch the lives of people to create success, wealth and quality of life — whether we are in the talent management business creating opportunities for people every day or solving tough technology problems for our customers.”

When Ahmed reflects on VDart’s successes,

he takes pride in the way VDart transformed employment opportunities in his hometown of Tiruchirappalli, or Trichy, India.

“It’s a small college town,” he said. “People generally come there just to study, and they’re gone. People are not in a position to raise their families there because there’s no large employer.”

When he started the firm, Ahmed opened a back-office operation in Trichy and began hiring young college graduates. Today that office is a 650-person team providing the back-office engine that supports VDart’s global operations.

BUILDING SUCCESS

Ahmed founded VDart in 2007 as a technology workforce solutions company, and it has

“What I’m most proud of is creating opportunities for over 15,000 people in the last 14 years. Our purpose as an organization is to transform the trajectory of people’s lives.”

— Sidd Ahmed, founder and CEO, VDart Group

Jake Garrity (left), senior manager, strategic sourcing, Toyota Motor North America Inc., and Sidd Ahmed, founder and CEO, VDart Group

grown to the 42nd largest staffing company in the U.S. In 2017, the firm expanded into digital engineering solutions and services as VDart Digital, which last year was rebranded to Dimiour. The company has offices in the United States, Canada, the United Kingdom and India with annual revenue of $242 million.

VDart has earned multiple awards in recognition of its rapid growth and as a great place to work. The company has been listed eight times on the annual Inc. 5000 list of the fastest-growing private companies in America. Plus, Dimiour was named Toyota Diverse Supplier of the Year – IT for both 2021 and 2022.

“This award from Toyota is the most prestigious award we have ever won,” Ahmed said. “Coming from an organization like Toyota that is so quality-centric, it means a lot. It shows our depth of experience in the automotive market, our technical expertise, the quality of our solution delivery, excellence in service and our focus on diversity, sustainability and purpose. Those have been the pillars of our success.”

Jake Garrity, senior manager, strategic sourcing, Toyota Motor North America Inc., said Dimiour has been a consistently strong supplier for Toyota since 2017 when it completed a small proof-of-concept project for one of Toyota’s manufacturing facilities.

“Anytime we see a supplier excel the way Dimiour has, it’s because of an alignment with Toyota’s core values of respect for people and continuous improvement, as well as a commitment and focus on quality and cost competitiveness,” he said. “We view Dimiour as a strategic partner, so we are actively working to introduce them to other groups in the company to continue to expand their opportunities.”

Ahmed recommends minority suppliers take advantage of the tools offered by National Minority Supplier Development Council Inc. and local regional councils, as well as mentoring programs offered by large corporations.

“Think big, and then when you’ve got an opportunity, act quickly,” he said.

Toyota’s Garrity adds that minority business enterprises, or MBEs, should prepare themselves for opportunities, while also recognizing it will take time to partner with a large corporation, and initial prospects may seem small.

“Many times, suppliers want the big project or the big contract right away,” he said. “That rarely occurs. Instead, those who are successful have patience and focus on developing their core niche where they are the strongest. Then, when they do get an opportunity, go all in and deliver with quality.”

CORPORATE RESPONSIBILITY

Along with a focus on quality and value for customers, VDart is committed to corporate social responsibility efforts. Ahmed said the company has a clear vision for its efforts: “To be loved by the communities we live and operate in.”

The company seeks to involve all employees through the creation of interest groups and by allowing teams to identify causes important to them. VDart supports those causes through monetary and in-kind donations and by providing employees opportunities to get involved in charitable causes.

VDart is the first company to participate in Accenture’s Diverse Supplier Development Program or DSDP on sustainability, and it has committed to becoming a United Nations -certified organization for sustainability.

VDART DIGITAL IS NOW DIMIOUR, A VDART INC. COMPANY. TO LEARN MORE ABOUT DIMIOUR, VISIT WWW. DIMIOUR.IO.

TO LEARN MORE ABOUT TOYOTA’S SUPPLIER DIVERSITY PROGRAM, VISIT ONETOYOTASUPPLIERDIVERSITY. COM.

Sidd Ahmed, founder and CEO, VDart Group

Jake Garrity senior manager, strategic sourcing, Toyota Motor North America Inc.

Momentous milestone

Donald R. Cravins Jr. was recently named the first-ever under secretary of commerce for minority business development for the U.S. Department of Commerce’s Minority Business Development Agency or MBDA.

The former Louisiana state senator will lead MBDA in its service of the nation’s 9.7 million minority business enterprises or MBEs, following the agency’s historic elevation in authority and influence mandated by the Minority Business Development Act of 2021.

“Mr. Cravins’ confirmation as under secretary of commerce for minority business development is a momentous milestone as MBDA elevates and expands its work to support minority businesses across the country,” said Gina Raimondo, secretary of the U.S. Department of Commerce.

“In his new position, I fully expect him to continue to provide the type of leadership that will lay the foundation for MBDA to usher in numerous opportunities for enterprise growth, [along with] research and development, ensuring minority businesses can compete and succeed.”

He was unanimously confirmed by the U.S. Senate in August 2022. Before joining MBDA, he was a practicing attorney and a member of the Louisiana State Bar Association since 1998. In 2004, he was elected to the Louisiana House of Representatives, and in 2006 he was elected to the Louisiana State Senate.

During his tenure as Louisiana state senator, Cravins was heavily involved in post-Hurricane Katrina recovery, working as the chair of the Senate Insurance Committee. He was also an active member of the Juvenile Justice Commission of Louisiana and is an active member of the Army National Guard.

In January 2009, he left the Louisiana legislature to serve as staff director and chief counsel for the U.S. Senate Committee on Small Business and Entrepreneurship.

Don Cravins tapped as MBDA’s first-ever under secretary of commerce for minority business development

Don Cravins, under secretary of commerce for minority business development for the U.S. Department of Commerce’s Minority Business Development Agency

Fairness. Respect. Inclusion.

With multicultural roots, Nissan is committed to providing an inclusive space that encourages innovative ideas from our diverse workforce and supply base. We not only respect, but eagerly welcome, the varied perspectives of these talented men and women. Nissan believes our commitment to our core principles of diversityfairness, respect and inclusion - is essential to creating quality and innovative products.

Moving on

Jim Burke recently became CEO of Vistra Corp. He replaced longtime company executive Curt Morgan, who had been CEO since 2016.

The transition was a result of the company’s formal succession planning.

“Leading Vistra has been the most rewarding experience of my 40-year career,” Morgan said.

“This company is filled with some of the most dedicated, innovative and talented people I’ve had the pleasure of working with. Together, since Vistra became a public company in October 2016, we’ve created significant value for our shareholders, transformed our company, including in the areas of DEI and ESG, and firmly established Vistra as a leader in the country’s energy transition.

“Now is the right time for this leadership transition,” he continued. “The company is strong with the right strategic direction and capital allocation plan. And, importantly, Jim is the right person for the job. We will work together like we always have to make this transition productive and seamless. I have known Jim for many years and worked closely

with him while at Vistra. He has impeccable integrity, is a proven leader, possesses deep experience in our company and industry, and understands the company’s commitment to all of our stakeholders. I’m excited to watch him lead Vistra to continued success.”

Scott Helm, Vistra’s chairman of the board, added, “On behalf of the entire board, I want to thank Curt for his vision, commitment and leadership. When Curt joined Vistra, it was a single-state power company, heavily reliant on coal. Under his leadership, it has grown into one of the largest power producers and retailers in the United States.

While achieving this tremendous growth, Vistra has also significantly reduced its carbon footprint by retiring coal-fueled power plants and is rapidly growing its zero-carbon portfolio – Vistra Zero – all while returning a substantial amount of capital to its financial stakeholders. His steadfast leadership has been critical as the company navigated the coronavirus pandemic, kept our employees safe, and advanced Vistra’s positions on climate change and ESG.”

Helm continued, “When Curt leaves, he will leave the company in a position of strength,

and we are grateful. Jim Burke has been with Vistra and its predecessor companies for nearly 20 years and is a seasoned leader with extensive experience running both our retail and power generation businesses.

He is committed to Vistra’s success and is the right person to lead Vistra and build on Curt’s accomplishments. I join Curt and our fellow board members in expressing our confidence in Jim, and I look forward to working together with him as we continue to build Vistra for the future while delivering value for our stockholders.”

Jim Burke succeeds Curt Morgan as Vistra’s CEO

“Now is the right time for this leadership transition. The company is strong with the right strategic direction and capital allocation plan. And, importantly, Jim is the right person for the job.”

— Curt Morgan, former CEO, Vistra Corp.

“I appreciate the confidence that he and the board have in me. Vistra is my home, and I look forward to working with our extraordinary team to build on our successes and capitalize on the opportunities in front of us.”

— Jim Burke, CEO, Vistra Corp.

Curt Morgan, former CEO, Vistra Corp.

Jim Burke,

CEO,

Vistra Corp.

Trailblazing into the NFL

Denver Broncos welcomes first Black women as part team owners

BY VICTORIA CLARK

Former U.S. Secretary of State Condoleezza Rice and Ariel Investments LLC President and CoCEO Mellody Hobson recently made history by becoming the first Black women to partially own an NFL team.

The Denver Broncos and Rob Walton, Walmart Inc. heir, said both women are part of the purchasing group that will own the team, pending approval by the National Football League’s finance committee and league ownership.

In June, the Broncos, valued at $4.5 billion, announced the purchase and sale agreement with the Walton-Penner family from the Pat Bowlen Trust. The announcement said Hobson was part of the Walton-Penner family ownership group, making her the first African American woman to join the Walton-Penner family in purchasing the team.

In July 2022, Walton announced Rice was also joining the purchasing group, making her the second Black woman to have part ownership of an NFL team.

In a statement, Walton said, “A highly respected public servant, accomplished academic and corporate leader, Secretary Rice is well-known as a passionate and knowledgeable football fan who has worked to make the sport stronger and better.”

An avid sports fan, Rice was Secretary of State under President George W. Bush from 2005 to 2009, making her the first African American woman to hold the post. She is also a former Stanford University provost and spent three seasons on the College Football Playoff Selection Committee.

Making history is not new for Hobson either. In 2017, she was the first Black woman to head the Economic Club of Chicago. She was also chair of DreamWorks Animation LLC from 2012 to 2016.

In addition to her roles at Ariel Investments, Hobson is co-founder of Ariel Alternatives LLC. The fund launched in 2021 with its Project Black initiative, having a goal to scale minority-owned businesses to serve as suppliers-of-choice to Fortune 500 companies, driving economic equality from entry level to the boardroom. The project aims to close the wealth gap by generating jobs and economic growth within underrepresented communities, with a focus on Black and Latinx communities. In addition, Hobson is a Starbucks Corp.’s board chair and a member of the board of directors at JPMorgan Chase & Co.

Walton describes Hobson as a trailblazer. “Beyond her role at Ariel, Mellody is an influential leader in corporate and civic organizations across the nation,” he said. “We know she will bring her strategic acumen and leadership perspective to our team.”

Though the deal is still in progress, Joe Ellis, president and CEO of the Broncos, said in a statement that the deal will pave the way for change in the NFL. “While this purchase and sale agreement is pending approval from the NFL’s finance committee and league ownership, today marks a significant step on the path to an exciting new chapter in Broncos’ history,” he said.

If the deal goes through, Rice and Hobson will set the tone for what minority ownership and diversity look like in the NFL.

“A highly respected public servant, accomplished academic and corporate leader, Secretary Rice is wellknown as a passionate and knowledgeable football fan who has worked to make the sport stronger and better.”

— Rob Walton, heir, Walmart Inc.

Mellody Hobson, president and Co-CEO, Ariel Investments LLC

Rob Walton, heir, Walmart Inc.

Condoleezza Rice, former U.S. Secretary of State

Yours could be one of them.

For almost 30 years we have opened new opportunities for diverse business owners, creating a positive impact on the communities we serve together. Building a diverse supply chain is good for business and the economy.

Register your business with us at jpmorganchase.com/supplierdiversity

We buy from the best companies in the marketplace.

Dinar Satani saves the day Community banker

BY GEORGEANN H. IKUMA

Living in a world that idolizes superheroes who sling webs, throw shields and fly through the sky in an iron suit, many people overlook the admirable strength of people they encounter in their daily lives — like Dinar Satani, who swoops in to save the day for all of her customers.

She is vice president, banking center manager, Comerica Bank, who swoops in to save the day for all of her customers.

“I think being an immigrant and a woman is a superpower,” said Satani, vice president, banking center manager at Comerica Bank.

She migrated to the United States from Pakistan at just 18 years old. “We have the mentality that we can always build something from nothing.”

business development, and to ensure we deliver the same excellent service to all our customers,” said Satani, whose parents taught her that cultural diversification, not just being able to speak a different language, but also think in a different one, is an advantage. “My proudest moments are helping my customers achieve their goals and dreams.”

CARING FOR HER CUSTOMERS

COUNTING ON HERSELF

When Satani began her banking career in 2006, she was a single mom to a two-year-old and a six-year-old. Unable to work full-time, she found that the banking industry offered flexible hours that fit well with her schedule. Subsequently, over the next 17 years, she went on to hold every position that retail branches have to offer, from teller to her current senior position.

“I’m responsible for the growth of the bank through both community involvement and

In addition to providing hands-on customer support, she makes community service a top priority. Satani holds an advisory council position at her local community outreach nonprofit organization in Allen, Texas; works tirelessly as an active member of the Muslim Woman Organization, the South Asian Indian Initiative, the LGBT Initiative, the Diversity Council, and the Women’s Initiative and Hispanic Initiative. She is co-lead of IWG Plano Initiative to empower women and help them improve their quality of life.

“Women have come a long way in the banking industry,” Satani said. “Not long ago, we were mostly only found in entry level, teller or secretarial positions, but today women commonly hold executive-level positions. My advice to women is to never settle, because you can achieve whatever you want if you work hard.”

Satani understands the meaning of hard work. After earning her degree from Karachi University in Pakistan, she went on to receive certifications in general and advanced financial services, consumer and business lending, and financial service operations. Her experience and knowledge proved critical in the changing, and often volatile, landscape of the banking industry over the last two decades.

“The financial industry completely changed after 9/11, and then again between 2008 to 2010 when mortgages and loan approvals were hard to come by, caused by the biggest market fall,” she said. “Now, as a result of the pandemic, I check every day at work what law has been changed in the last 24 hours.”

While the laws, rules and multiple ways people choose to do their banking remains in constant flux, for Satani, consistency is key.

“I have the same goal every day,” she said. “I strive to be a trusted advisor to help my customers achieve their financial goals by listening, educating and working with them to create a personalized plan for success.

“Watching my customers achieve their goals and knowing I was a part of their path is the most satisfying aspect of my job.”

Dinar Satani, vice president, banking center manager, Comerica Bank

“Watching my customers achieve their goals and knowing I was a part of their path is the most satisfying aspect of my job.”

— Dinar Satani

Oh, what joy

3 easy steps to get started with lead nurturing

BY LESHANE C. GREENHILL, FOUNDER, SALESCOCKTAIL

Acommon business misconception is that sales and marketing are the same. This mistaken belief leads to:

1. The misallocation of resources

2. The inappropriate use of technology to achieve a company goal

3. Pure frustration

Sales complains that the tradeshow, web and other leads they get from marketing are junk. Marketing moans that sales doesn’t call the quality leads that marketing produces. Sound familiar? The basis for this common rift is a poor lead generation, qualification, scoring and nurturing program. The solution is lead nurturing.

WHAT IS LEAD NURTURING?

Lead nurturing is all about having consistent and meaningful communication with viable prospects regardless of their timing to buy. It’s not calling up every few months to find out if a prospect is ‘ready to buy yet?’ Lead nurturing is about building solid relationships –friendships even – with prospective customers.

What are benefits of lead nurturing?

• Fewer missed opportunities. Many sales reps give up on an opportunity after one unsuccessful sales attempt, even though the stats show that people who take a vendor demo usually end up buying inside of 18 months. Getting a prospect to demo a project is more likely if the prospect has a trusted connection with the sales rep.

• Better allocation of resources. By plugging your longer-term opportunities into a lead nurturing program, you can automate a ‘drip-style’ email marketing campaign that provides white papers, webcasts and other valuable material that

will help your prospect decide. This is more cost effective than having a sales rep call every two months to ‘check in.’

• The alignment of sales and marketing. Working together to establish a lead scoring and nurturing system will better qualify opportunities, set proper expectations and avoid the syndrome of fighting about how ineffective the other side is.

GETTING STARTED WITH LEAD NURTURING

To begin the process of lead nurturing, here are three easy steps that lay the proper groundwork for a program you can use for the rest of your career.

1. Index every lead. A database will be necessary, even if your group of prospects is small. If your budget also is small, an Excel spreadsheet is a great place to start.

As your budget and database needs grow, you can easily import Excel data into a more robust platform. Tracking every lead is key to being a helpful salesperson, and it also is tremendously useful for sales forecasting and trendspotting.

2. Evaluate online marketing automation tools. Marketing automation will take much of the heavy lifting off your shoulders, but it’s not a “set it and forget it” environment.

Even automation needs caretaking, unless you want thoughtless and repeated emails to drive your customers away. As you evaluate tools, make sure there is always an element of manual control. Examples of automation tools are customer relationship management, or CRM, content marketing and sales engagement systems.

3. Create a drip campaign. A drip campaign provides tiered information and materials to prospects as a way of ushering them into ‘membership’ in your club of customers. Depending on the size of your prospect list and the value of certain prospects, personal phone calls and visits might be integrated into this series as well. Example: Write six to 12 emails that will be sent to prospects monthly, over a six-month period, to keep your solution top of mind.

Once you get your feet wet with these initial steps, you will be ready to experience the joy that comes from properly nurturing your leads. In addition to increasing sales, you will also be growing a professional network that can be invaluable in your current position and beyond.

SalesCocktail helps MWBEs take advantage of technology business tools. Greenhill can be contacted at leshane@salescocktail.com.

“Experience the joy that comes from properly nurturing your leads. In addition to increasing sales, you will also be growing a professional network that can be invaluable in your current position and beyond.”

— Leshane C. Greenhill, founder, SalesCocktail

Leshane

C. Greenhill, founder, SalesCocktail

CESCO announces new Print Ship & Return innovative labeling solution Reducing time and money

BY MELISSA LOWERY

CESCO Inc. is bringing true process improvement solutions to its customers. The Dallas-Texas based information technology equipment and software solutions company recently announced a new partnership with Pinnpoint to bring its innovative Print & Ship™ solution to CESCO customers.

“CESCO has many years of experience offering software solutions, so it made sense to partner with Pinnpoint for this time-saving shipping solution,” said Billie Bryant Schultz, president of CESCO. “Print & Ship is a true process improvement that saves time and money, and it’s environmentally friendly.”

The Print & Ship solution streamlines the label and packing process by combining the shipping label and the packing list into one simple peeland-stick label. In addition, it allows companies to create a unique, custom call-to-action on each

label that encourages repeat purchases. The proprietary software — Pinnpoint Integration Module, or PIM — is compatible with Lexmark devices. As a longtime Lexmark partner, CESCO and its IT experts can help with software installation and training.

“We’ve been helping people understand how to make the digital transformation for a long time,” Schultz said. “This is the latest example of how digitization results in cost savings and better customer service.”

In addition to the Print & Ship solution, Pinnpoint and CESCO offer Print Ship & Return for a reverse logistics solution. Designed to improve today’s warehouse shipping and return processes, Print Ship & Return combines all three elements — the shipping label, return label and packing list — into one user-friendly document. By simplifying the process, customers are saving manual time spent on each package and reducing shipping errors.

“Streamlining the return process can generate significant savings on its own,” Schultz said. “Combine that with reducing the steps necessary to print the label and packing list, plus reducing packaging and waste, and you have an ideal solution.” In addition, Print Ship & Return is a benefit to customers, making it a straightforward process to return their packages to the manufacturer.

Pinnpoint chief technology officer Forrest Steely has helped bring Pinnpoint’s vision to life.

“Our partnership with CESCO creates the opportunity to bring Pinnpoint’s complete line of cost-efficient forms and label solutions to their marketplace,” Steely said. “Pinnpoint’s complete system-integration support provides CESCO and their customers with the ability to integrate the Pinnpoint Integration Module with either their [warehouse management system] or [enterprise resource planning] operating system in only a few short hours.”

Designed for businesses ranging from thirdparty logistics warehouses to the largest global enterprise, Schultz said the duplex-printed laser label is a significant process improvement for the fast-growing e-commerce marketplace.

“Finding a true process improvement is rare, but the Print & Ship™ solutions are just that,” Schultz said. “We are proud to partner with Pinnpoint and to expand our partnership with Lexmark to offer this solution.”

TO LEARN MORE ABOUT THE PRINT & SHIP™ SOLUTIONS, VISIT PINNPT. COM.

TO LEARN MORE AT CESCO, VISIT AT CESCO-INC.NET.

Billie Bryant Schultz, president, CESCO Inc.

“Print & Ship is a true process improvement that saves time and money, and it’s environmentally friendly.”

— Billie Bryant Schultz, president, CESCO Inc.

DIVERSE PEOPLE. DIVERSE PLACES.

FOR ALL

Toyota’s diverse suppliers — and their inclusive perspectives and progressive capabilities — are essential to our story of creating Mobility for All.

Breaking into law

Kandace Walter puts patents, trademarks in the spotlight

BY GEORGEANN H. IKUMA

From chemistry classes to creating contracts, Kandace Walter’s legal prowess is a potent combination of science and semantics. As owner and managing attorney of Walter Legal PLLC — an intellectual property boutique — she provides candid, comprehensive counsel on patents, trademarks and copyrights for small and medium-sized business owners across the United States.

“Protecting our clients’ brands consists of everything from the names of the businesses and logos to their products,” she said.

Walter’s client base spans a wide range of industries, including medical services; manufacturing; logistics; diversity, equity and inclusion; retail stores; apparel designers; health and beauty goods; adult merchandise; and food and drink products.

BREAKING INTO LAW

Although Walter initially revered the legal profession after watching the TV show “Law & Order,” her real inspiration came from personal experience.

“I specifically remember people in my immediate family being harassed by police in our neighborhood and ending up involved somehow in the criminal justice system or having to represent themselves in a personal injury or car accident case,” she said. “I would say, ‘They can’t do that!’ or ‘That doesn’t seem right or legal!’ but I really had no idea if that was in fact true, so I went to law school to educate myself on the system, the laws and the rights we have as citizens.”

Walter spent her first three years out of law school as a prosecutor for the Dallas County District Attorney’s office where she quickly learned that a scripted show does not accurately reflect reality.

“While It was a wonderful experience getting a front row seat in the criminal justice system fighting and seeking justice for victims, it was too emotionally taxing,” she said. “You are

Kandace Walker, owner and managing attorney of Walter Legal PLLC

essentially spending your days dealing with people at the worst times in their lives.”

PIVOTING TO PATENTS AND TRADEMARKS

With a science background that includes a bachelor’s degree in chemistry, Walter made a natural pivot to a law career in intellectual property. After taking the required second bar, the patent bar, to become a registered patent attorney, she worked for a small firm that handled commercial litigation and intellectual property before becoming her own boss.

“Due to those additional hurdles, there is not an abundance of minority patent attorneys — and even fewer that are in small firms,” said Walter, who believes that the profession has evolved only slightly over the past two decades.

“Even though we may have more minority attorneys, we are still not adequately represented at the partnership level,” she added.

Walter and her firm may be signaling a change in the right direction. “Many clients have told me that they appreciate and trust my firm more due to our shared backgrounds as minorities in America,” Walter said. “Other clients have

products targeted to a minority demographic, so my firm is better able to understand the novelty of those inventions or the business models.”

She passes her knowledge to others hoping to follow her footsteps. As the director of the Southern Methodist University Dedman School of Law Small Business and Trademark Clinic, she mentors law students serving the community.

“I advise them to be empathetic, good listeners and to counsel their clients in digestible bits of information, so they don’t feel overwhelmed,” Walter said. “Clear communication is key for just about everything lawyers do.”

TO LEARN MORE ABOUT WALTER LEGAL, VISIT WALTERLEGAL.COM.

“Protecting our clients’ brands consists of everything from the names of the businesses and logos to their products.”

— Kandace Walter, owner and managing attorney, Walter Legal PLLC

No man left behind

BY BRENDA BEVERIDGE

It is no coincidence that Gallantry Global Logistics LLC — a service-disabled veteranand minority owned-company — thrives on thinking and completing its missions with military precision.

Founder John Wayne Walding spent 12 years in the United States Army — including seven years in the Special Forces Group at Fort Bragg, North Carolina. He first served in Iraq in 2003 and then Afghanistan. He was a special forces communications sergeant and a sniper instructor.

In 2008, in the seven-hour battle of Operation Commando Wrath in Afghanistan’s Shok Valley, he was shot by a sniper. With his lower severed limb tied to his thigh, he continued to return fire for the next four hours.

Unfortunately, his leg did not survive. But his spirit did.

Walding returned to the United States and attended the Special Forces Sniper School. He

became the first amputee to become a Green Beret Sniper.

In 2009, using a hand crank, he went on to compete in the Boston Marathon and finished fourth. He also participated and finished in the top 10 in the 2009 New York City Marathon and participated in the Army Ten-Miler.

Walding went into business for himself focusing on custom firearms. “Because of my past lineage of work, it made sense to focus on actions, barrels, stocks, triggers — things like that,” he said. “I mean we weren’t breeding pandas or anything special like that, but we had a good product.

Then I sold that company, and I’ll never forget the week after I signed the paperwork. I didn’t have a job anymore.”

Fortunately, that same week, an acquaintance and successful business owner in Dallas contacted him. During their meeting, the discussion of a career path came up but with the underlying question of what was important to

him. He decided he wanted to start a business where he could help veterans, first responders and those who have sacrificed for this country. “I know what it feels like to leave or get out of the service,” Walding said. “I want to help the next veteran that gets out too.”

The friend introduced him to Ken Beam, founder and CEO of Pegasus Logistics Group Inc., a $400 million company. Having the same focus of helping veterans, Beam offered his support and guidance to help him grow his company.

“In one meeting, we felt so aligned that I give glory to God every day for putting him in my life,” Walding said. “Because a lot of people say they love veterans and repost something with the flag, but very rarely do they put their money where their mouth is, right? Not Ken. Ken said I want to invest in you because I want you to accomplish that mission of helping those that sacrifice it all for our freedom.”

In 2018 Gallantry Global Logistics LLC was open for business. The company provides

Silver Star awardee delivers on global logistics mission, helps other vets

domestic and global logistics, customized solutions, white-glove delivery services and expedited shipping. It has the determination and mission to fulfill customers’ “go-live” failures — including damaged products, supplier compliance issues, inventory discrepancies and lost-revenue recognition.

Another way of defining the cargo is items of high consequence of failure.

“For example, drones are very expensive, so when transporting them, we consider them high consequence of failure because if it breaks, the expense is very high,” Walding said. “Items could also be regulated by international trade

regulations for defense purposes, and that’s considered a high consequence of failure. Sometimes these items have to be delivered to secure facilities that require certification credentials to get in and out.”

Steve Heathington, chief diversity officer, came on board a year after Gallantry Global opened.

“We were trying to get certified, and we just didn’t have the right documentation,” Walding said. “A year and a half of us beating our heads wondering what we were doing wrong is when Steve came in as a consultant.”

Because of Heathington, the company is now certified as a minority business enterprise and is associated with the National Veteran-Owned Business Association.

“The certification process opens so many doors. Starting with events where you have access to so many businesses and every company you talk to is there for a purpose — to do business with you,” Heathington said. “At the same time, we can help those certified businesses, too — as well as veterans.”

Gallantry Global Logistics describes itself as a purpose-driven company and that is to deliver the next mission. “How do we do that? By delivering freight and adding value to other companies’ supply needs. At the same time, we are helping veterans,” Walding said. “After leaving the Army, I received the Silver Star and on the back of the star, it says Gallantry

and Action. Every day when I look at our logo, letterhead and my signature block, it is a reminder of what I am doing this for.”

ABOUT JOHN WAYNE WALDING

• Holds Silver Star Medal, Bronze Star, Purple Heart, Combat Infantryman Badge, Air Assault Badge and Special Forces Tab.

• In 2014, named the recipient of Crown Royal’s annual “Your Hero’s Name Here” program for the NASCAR Sprint Cup Series Brickyard 400 stock car race, making the race’s official name the John Wayne Walding 400.

• He and wife Amy, reside in Frisco, Texas, with their four children: Emma, Sam, Andie and Hannah.

TO LEARN MORE ABOUT GALLANTRY GLOBAL LOGISTICS, VISIT GALLANTRYLOGISTICS. COM.

“I know what it feels like to leave or get out of the service,” Walding said. “I want to help the next veteran that gets out too.”

— John Wayne Walding, founder, Gallantry Global Logistics LLC

John Wayne Walding, founder, Gallantry Global Logistics LLC

Pamela Nelson is founder, president and CEO of Plano, Texas-based Bracane Co. Inc., a health care research company launched in 2002. She is a registered nurse, certified clinical research associate, regulatory consultant and author with over 30 years of experience in the health care industry.

She sits on the board of the Dallas Fort Worth Minority Supplier Development Council where she is chair of the Minority Business Enterprise Impact Committee, or MBEIC.

Here, she discusses pivoting during COVID-19, challenges and opportunities for minority business enterprises, or MBEs, outlook for Bracane beyond 2022 and more.

‘Impact of 1’

Bracane

Q: Can you tell us a little about yourself and your background?

A: I am passionate about health promotion and working to eliminate disparities in access to health care and solutions, as well as helping to create opportunities for minorities to enter the clinical research industry with the formation of the Association of Minorities in Clinical Research, or AMICR.

I began my career in Longview, Texas, as a nurse and developed a passion for traveling and conducting medical missions. Since 1999, I have served with agencies to complete medical missions in Ghana, Uganda, Dominican Republic and Guatemala. Closer to home, I have worked with remote communities

in South Texas and was instrumental in collaborating with health care systems to bring neighborhood clinics to disparate health care areas in Collin County.

Q: When and why did you decide to start Bracane?

A: I started Bracane — which is a combination of my children’s names, Brandy and Can — in 2002. The company was started because of the misconceptions about research in minority communities and to increase the number of study participants and minority professionals.

Plano-based

marks 20 years of health care research

Q: What impact did COVID-19 have on Bracane, and what did you do in response?

A: The initial impact of COVID-19 on the business was financially difficult and caused a brief hesitation of ongoing and new projects.

However, we were able to change course and pull out some of our capabilities from the past, but they were not an immediate growth area into the forefront and thus, created a thriving, revenue-generating cost center for the company. In fact, the cost center will likely exceed our NAICS [North American Industry Classification System] code this year.

Q: What’s been your greatest accomplishment?

A: We have been in business for over 20 years. We celebrated health care with a program of gratefulness entitled “Impact of 1.”

We have had so many accomplishments and milestones [that] it is hard to determine which one is most significant. However, there is one that stands out particularly for me — our collaboration with two entities (Avenue F Family Health Center [in the Avenue F] Church of Christ and Baylor Scott & White Health) to form a community clinic in East Plano.

We are a research company and had collected limited high blood pressure data for the area in East Plano in 2012 while working with [Avenue F] Church [of Christ] to conduct health fairs for high blood pressure and diabetes. Taking the information to Baylor with a request to have volunteer support once

a month led to a collaborative effort for the Avenue F, a community clinic that grew into a full-time effort which was absorbed into the Baylor Scott & White family of community clinics in 2015.

Q: What does your role entail as DFW MSDC’s MBEIC chair?

A: My role is advocating and representing certified minority business enterprises for DFW MSDC. That [role] takes on many forms, including representing membership as part of the executive committee and the national MBEIC regional affiliate leadership.

The primary function is to listen and hear the voices of MBEs and ensure the board hears their voices.

Q: What are the biggest challenges and opportunities for MBEs?

A: The reoccurring challenges for MBEs include the need for increased utilization of smaller companies, sustainable contracts that pay monthly and access to capital.

MBEs are in a vicious cycle of being able to provide services to companies but are not fully utilized. There is limited access to capital to sustain for more than one to three months, thus taking on contracts that pay 60-90 days after the work is completed makes sustainability a problem for MBEs that have limited or no capital reserves.

Other challenges that continue to plague small businesses include infrastructure and strategic

depth. For many MBEs, the owner wears many hats and is at the core of the business. The business expertise and recognition are identified with the owner. Business growth is limited with lack of infrastructure and no one to lead or maintain the business culture if the owner is absent.

I think that the current environment for [diversity, equity and inclusion] and [environmental, social and corporate governance] sets a tone for minorities to have more opportunities for business support and growth. Depending on the desire of the owner, there are increasingly more opportunities outside of the U.S. as an exporter of goods and services and government sectors.

Q: What’s your outlook for Bracane and supplier diversity over the next five years?

A: Bracane is continuing to grow. We are building our leadership team to take the next steps toward growth and sustainability. We will continue to push for increased utilization of small businesses to perform services for large corporations and other MBEs because we can do the work — not just because we fit into a specific category.

I want us to be recognized for our outstanding service and ability to provide research and staffing resources for pharmaceutical, insurance and government agencies. We just happen to be a minority, woman-owned company.

TO LEARN MORE ABOUT BRACANE, VISIT BRACANECO.COM.

“The company was started because of the misconceptions about research in minority communities and to increase the number of study participants and minority professionals.”

— Pamela Nelson, founder, Bracane Co. Inc.

Pamela Nelson, founder, Bracane Co. Inc.

peoples lives, Powering a better way forward.

At Vistra, we believe we can make a difference in the lives of our stakeholders while we do our part to help our nation accelerate toward a clean energy future. That means not only investing in the diversity of our suppliers, but of our sales channels, customers, and workforce, too.

We’re lighting up peoples lives, powering a better way forward.

Possible Missions

during pandemic Mission impossible? Not!

pushes further

BY BRENDA BEVERIDGE

into

Paula Mendoza, founder, president and CEO of Possible Missions Inc., sits at the forefront of a $3 billion personal protective equipment, or PPE, industry made even more necessary because of the global pandemic. But 20 years ago, she started her business with little capital and a lot of faith.

“I left corporate America and started my company with $100 in the bank,” she said. “I went to my boss at my corporate job and said, ‘I’m going to start my own business.’ I’d like to think that I was of value to him. He said, ‘How about you stay 30 more days.’

“That [time] gave me the opportunity to get my infrastructure and legal paperwork set up,” Mendoza added. “I stopped working on a Friday, and by Monday, I had three consulting contracts, so I was able to go to work immediately.”

A native Houstonian, she was able to secure working relationships through her connections with the business chambers, and from there she started building her business.

“I’ve done technology projects. I’ve done help desk projects. We have done work for the Army, the Air Force and as a project company,” Mendoza said. “I was certain I could do certain projects because I knew my infrastructure was solid and set up the project plan; I would hire the subject matter expert that could do the work. So, if it was a technology project and I needed 50 people to run a help desk, then I would find a project manager who had the experience and could assemble the team, and we would bid on it. If I knew I could find the expert, I bid on it.”

Possible Missions transitioned into a procurement solutions firm, and in 2010, the company partnered with Fisher Scientific International LLC and became an authorized product distributor.

In 2018, Mendoza spun off the project management division to Pos Mis Inc., which was created as the services company with extensive expertise in project and inventory management, B2B matchmaking event

PPE

coordination, special inside delivery and community outreach initiatives.

“Our mission is to provide the highest quality products and services through our relationships in their respective industries,” she said.

LESSONS LEARNED

At the height of the COVID-19 pandemic, the company provided its customers — including universities, hospitals and clinics — with PPE. Mendoza said some customers were purchasing PPE that was not assembled, like face shields.

Possible Missions, she said, had the experience and capacity to assemble and store the products for their customers, so they never ran out of PPE during the pandemic. The company assembled 150,000 safety shields.

“We started delivering 5,000 shields every two weeks to the hospitals,” Mendoza said. “We have also assembled over 17,500 COVID-19 test kits for a customer. It was such a huge service to our customers that they said, ‘Oh, this is a godsend.’”

She said she has learned many valuable lessons in the 20 or so years she’s been in business including: With successful small businesses, there are a lot of expectations.

“We small businesses — particularly minority women — we’ve got to step up and ask for the business,” Mendoza said. “Secondly, we don’t shortchange ourselves. Make sure that we don’t leave any money on the table. Our thoughts are worth the same as the next person, and we’re ready to do it.

“And the last thing I’ll say is that I didn’t do this on my own. I had so much support from my husband, my family and mentors. I have political mentors, business mentors, faith-based mentors that have guided me and have helped me get where I am today,” she said. “Relationships are key to my success as well. And I can’t forget to mention minority certifications are a key component to my success. However, certification may get you in the door but still, we must prove ourselves.”

TO LEARN MORE ABOUT POSSIBLE MISSIONS, VISIT POSSIBLEMISSIONS.COM.

“Minority certifications are a key component to my success. However, certification may get you in the door but still, we must prove ourselves.”

— Paula Mendoza, founder, Possible Missions Inc.

Paula Mendoza, founder, Possible Missions Inc.

In January 2013, Cravins began serving as chief of staff for U.S. Sen. Mary L. Landrieu of Louisiana. Just before his selection as under secretary, he was executive vice president and chief operating officer at the National Urban League, where he led the civil rights organization’s corporate diversity, equity and inclusion initiative.

“It is an honor to serve as the nation’s first under secretary of commerce for minority business development,” he said. “I have spent my life dedicated to fostering and advancing minority entrepreneurship, and I am excited to fully embrace the mission of MBDA. I look forward to leading the team of professionals at MBDA and working to ensure minority business enterprises are provided the support

and resources they need to succeed in urban, rural and tribal communities.” Established by an executive order in 1969, MBDA is the only federal agency solely dedicated to the growth and global competitiveness of U.S. minorityowned businesses.

In 2021, President Joe Biden signed the Minority Business Development Act of 2021, mandating MBDA’s elevation into a pivotal government leader and prioritizing the success of America’s MBEs. The Act expands the reach and scope of the organization by establishing Senateconfirmed leadership, creating a grants program, building an advisory council and establishing the MBDA as the United States’ newest federal agency.

TO LEARN MORE ABOUT MBDA, VISIT MBDA.GOV.

Gina Raimondo, secretary, U.S. Department of Commerce

MECCA

FOR

GROWTH:

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atmosphere that combine to make Collin County a good place to be.

The Texas Demographic Center at the University of Texas at San Antonio — which interprets Texas demographic information — projects that Collin County’s population could reach more than 2.4 million residents by 2050.

“African American businesses can capitalize on this environment by meeting the everexpanding demand for goods and services from Collin County and nearby communities,” Austin said.

She said CCBCC provides several ongoing programs and networking opportunities for African American businesses, including presenting business education topics like strategic planning, business financing, marketing and sales through its monthly Business Connections meeting.

In addition, the Business Over Breakfast monthly series offers members exposure to Collin County economic development opportunities through interaction with

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corporate and government procurement teams. The chamber also holds large annual events, including a business expo that highlights goods and services its members offer and a year-end awards program and gala.

“It is critically imperative that all people of color and those with multicultural backgrounds continue to support one another and invest their time, talents and resources back into their various businesses — not only to level out the playing field, but [also] for long-term economic success and gain,” Warrior said.atmosphere that combine to make Collin County a good place to be.

The Texas Demographic Center at the University of Texas at San Antonio — which interprets Texas demographic information — projects that Collin County’s population could reach more than 2.4 million residents by 2050.

“African American businesses can capitalize on this environment by meeting the everexpanding demand for goods and services from Collin County and nearby communities,” Austin said.

She said CCBCC provides several ongoing

programs and networking opportunities for African American businesses, including presenting business education topics like strategic planning, business financing, marketing and sales through its monthly Business Connections meeting.

In addition, the Business Over Breakfast monthly series offers members exposure to Collin County economic development opportunities through interaction with corporate and government procurement teams.

The chamber also holds large annual events, including a business expo that highlights goods and services its members offer and a year-end awards program and gala.

“It is critically imperative that all people of color and those with multicultural backgrounds continue to support one another and invest their time, talents and resources back into their various businesses — not only to level out the playing field, but [also] for long-term economic success and gain,” Warrior said.

TO LEARN MORE ABOUT THE COLLIN COUNTY BLACK CHAMBER OF COMMERCE, VISIT CCBLACKCHAMBER. ORG.

Burke said, “I am incredibly honored and humbled to assume the responsibility of leading Vistra. I am grateful to Curt for his guidance and support, and I appreciate the confidence that he and the board have in me. Vistra is my home, and I look forward to working with our extraordinary team to build on our successes and capitalize on the opportunities in front of us.”

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GOING TO THE DOGS

While McKinley Marketing Partners — like many companies — felt the monetary impact of the pandemic, another of Boggs’ business ventures was booming. She is also a managing partner of MUTTS® Canine Cantina, dog-friendly restaurants and bars with accompanying off-leash dog parks in urban areas. While the cantina was closed during the initial lockdown due to COVID, memberships doubled as people looked for safe outdoors spaces to spend time with their two- and four-legged friends.

Her involvement with MUTTS — where she manages the company’s franchise development — was another example of her recognizing an opportunity and taking the steps to make it happen. MUTTS opened its first location in Dallas, Texas, in 2013, and she visited in 2014. “Something came over me when I was there, and I thought to myself, ‘This is franchisable,’” she said.

Boggs didn’t want to open her own location, but instead lead MUTTS into a franchising model. It was an idea that stayed on her mind for years until, ultimately, she was connected to the company’s CEO who was open to pursu-

CHANGING

Broadening production

Kenny Tubby, president and CEO, Choctaw-Kaul Distribution Co. Inc.

We were making PPE before COVID-19. When the pandemic hit, we had to broaden our production and our sourcing network to provide our customers with the PPE they needed to protect themselves against COVID-19 and usual workplace hazards.

TO LEARN MORE ABOUT CHOCTAW-KAUL DISTRIBUTION, VISIT WWW.CHOCTAWKAUL.COM.

ing a franchising concept. In January 2019, franchising for MUTTS was launched. To date, she has sold 18 franchises to six management groups with locations planned across the country.

As she has built her entrepreneurial career, it has been alongside and with the support of fellow women business owners. She has been involved in the Women’s Business Enterprise National Council for more than 20 years, serving on regional boards and mentoring and supporting women’s business enterprises or WBEs across the United States.

In 2017, as part of its 20th anniversary celebration, WBENC named Boggs an inaugural member of its Women of Distinction. This exclusive group of woman leaders were recognized for their deep commitment to breaking down barriers for WBEs in the corporate and government supply chains. As part of this distinction, she contributes to the strategic vision for WBENC, something that is extremely meaningful to her.

“This distinction means the world to me,” she said. “The whole purpose of WBENC is to provide access to WBEs and corporate purchasing

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individuals that women might not otherwise have a chance to meet. I’ve made some of my deepest friendships through WBENC, and we have been able to care for and support each other as we have grown our businesses during the difficult last two years.”

Her passion to help other businesses grow has led Boggs to her latest endeavors: Denali Consulting Partners, a sister company to McKinley. Launched in October 2021, it allows her and her team to take their work with existing McKinley clients to a new level by providing project-based consulting services. It was something she had thought about for years, and with this latest step, her work continues to positively impact lives for people through developing their businesses, enjoying time with their pets or helping them find their dream jobs.

“People are so excited when they land a job that they might not think they are a fit for, but we know they are,” she said. “People are happy, and that fulfills me.”

TO LEARN MORE ABOUT MCKINLEY MARKETING PARTNERS, VISIT MCKINLEYMARKETINGPARTNERS. COM

“Going to the ACCE conference together to bond, share meals together, and spend time together outside our typical work schedules is the biggest part of our collaboration, which is the relationship part that we are building,” Williamson said. Debra Austin, board director of CCBCC, recently attended the conference along with MCC’s Lisa Hermes, president and CEO; Kathy Blank, vice president; and Linda Imai-Dixon, director, finance and administration. “We are existing in this community together, and we are all one community,” Williamson said. “So, working together and learning about our missions, visions and values is a critical component.”

TO LEARN MORE ABOUT THE MCKINNEY CHAMBER OF COMMERCE, VISIT MCKINNEYCHAMBER.COM.