Columbus CEO's 2019 Top Workplaces

Rick Ricart and Jared Ricart

Srikanth Gaddam

Workers Say Employers Get It Right We present an exclusive list of 74 Top Workplaces, produced in conjunction with Energage.

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Your future is waiting.

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And it’s a real page turner.

Learn how you’ll work in a culture that inspires innovation, teamwork, and growth; all focused on helping build

everywhere.

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N t M

Visit Discover.com/careers today.

8 N

The same way we treat our employees is how we treat all applicants – with respect. Discover Financial Services is an equal opportunity employer (EEO is the law). We thrive on diversity & inclusion. You will be treated fairly throughout our recruiting process and without regard to race, color, religion, sex, sexual orientation, gender identity, national origin, disability, or veteran status in consideration for a career at Discover. Š 2019 Discover Financial Services

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You Make it a Great Place to Work!

We congratulate our Team at National Auto Care for their professionalism and dedication to the workplace.

National Auto Care is extremely proud and honored to be named a Top Workplace by Columbus CEO Magazine for 4 years in a row.

800-548-1875 NATIONALAUTOCARE.COM

Powered by Passion This material is for marketing purposes only. Š2019 National Auto Care Corp. All rights reserved. Rev.NAC0419

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C o n t e n t s

2018 Photo JEFFry KonCzAl

04 Methodology

About the employee survey process for identifying Top Workplaces

06 By the Numbers

fred and rick ricart

Key metrics from the survey

08 Top Workplaces 2019

16

The complete list of winners

10 Keys to Leadership

Midsize Employer

Five proven ways to get it right

Navigator Management Partners

24 Managers

Wellington teachers able to pursue their passions.

26 Leadership

Company’s values still the key to success.

20

EMH&T leader’s style provides a lift for employees.

12

Small Employer

erPA A company culture ‘built from the heart.’

Large Employer

ricart Automotive Group Family, positive energy keep driving auto dealer’s success story.

Cover photos by Jeffry KoNCzAL and roB hArdiN

28 Clued-in Management

CoverMyMeds stays focused on communications.

30 Special Awards

Fifteen companies that earn special recognition.

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Congratulations to our team for being named a 2019 Top Workplace!

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2 ColumbusCEO l Top Workplaces 2019

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About the Top Workplaces Survey Methodology

H

ow does a company make the Top Workplaces list? By inspiring employees.

“Top Workplaces put the employee at the center of things and focus on creating the right environment to unleash potential and inspire performance,” says Doug Claffey, CEO of Energage, Columbus CEO’s research partner for Top Workplaces.

This is the seventh year Columbus CEO partnered with Philadelphia-based Energage to determine Central Ohio’s

Join the Twitter conversation on Top Workplaces at #CEOWork.

Top Workplaces. The results are based solely on a scientific employee survey process.

Starting in July, Columbus CEO welcomed anyone to nominate companies as Top Workplaces. Energage also reached out to companies. In all, 1,262 employers in the region were invited to take part in the process.

Any employer was eligible, as long as it had at least 50 employees in the metro Columbus area. Employers could be public, private, nonprofit or governmental.

For this year, 105 organizations

Why aren’t some on the list?

Perhaps they chose not to participate or did not score high enough based on the survey results. To ensure organizations are accurately administering the survey, Energage runs statistical tests to look for questionable results. Sometimes, it disqualifies employers based on those tests.

agreed to take the survey. Combined, they employ 25,859 people in Central Ohio. Of those employees who received questionnaires, 14,529 responded, either on paper or online.

The employee engagement survey of 24 questions gathers responses regarding issues relating to workplace culture: • Alignment : where the company is headed, its values, cooperation.

• Connection: employees feel appreciated, their work is meaningful.

• Effectiveness: doing things efficiently and well, sharing different viewpoints, encouraging new ideas.

• My Manager: cares about concerns, helps employees develop.

• Engagement: motivation, retention and recruiting.

• Leadership: confidence in company leaders.

• The Basics: pay, benefits, flexibility, training, expectations.

To participate in the 2020 program, just go to columbusceo.com/nominate.

Bob Helbig, Energage

Our People Make Us Great. And for Seven Years, We’ve Been a Top Workplace.

At Kimball Midwest, we take pride in our employees. They are the best in the business, providing exceptional customer service and supporting the best sales force in the industry. We thank our employees for helping us grow into one of the largest industrial distributors in the nation, and we continue to get bigger and better.

We’ve been named a Top Workplace for the seventh consecutive year. It’s all thanks to our incredible team and their passion and commitment to make us the best.

To learn more about Kimball Midwest career opportunities, visit us at kimballmidwest.com/careers.

4 ColumbusCEO l Top Workplaces 2019

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CONGRATULATIONS

TO THE “2019 TOP WORKPLACES” IN CENTRAL OHIO.

HOLLYWOODCOLUMBUS.COM Must be 21 years or older.

GAMBLING PROBLEM? CALL 1-800-589-9966 FOR HELP.

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Employee Assessments What matters most at Top Workplaces are factors such as values, meaningfulness and work-life balance, according to employee agreement to these survey statements.

Important Factors Survey statements are grouped into six factors, ranked here by how important they are in employees’ assessments of their workplaces.

2019 Connection Alignment Effectiveness The Basics Leadership My Manager

80%

connecT ion My job makes me feel like I am part of something meaningful.

I feel genuinely appreciated at this company.

This company enables me to work at my full potential.

I feel well-informed about important decisions at this company.

77% 75%

This job has met or exceeded the expectations I had when I started.

73%

My pay is fair for the work I do.

66%

72% 71% 59%

T h e Basics I get the formal training I want for my career.

67%

73%

I have the flexibility I need to balance my work and personal life.

My benefits package is good compared to others in this industry.

60% 59% 49% 48% 35%

You are the reason we’ve been named a Toledo Top Workplace!

THANKS TO OUR EMPLOYEES! You are the reason we’ve been named a Top Workplace for seven consecutive years.

Every day, our employees deliver results – for our customers, our shareholders and our community. We’re proud of their accomplishments. They create the fun, dynamic and innovative environment that makes Worthington a great place to work.

6 ColumbusCEO l Top Workplaces 2019

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le a d er I have confidence in the leader of this company.

67%

effec t i ve n e s s Senior managers understand what is really happening at this company.

This company encourages different points of view.

At this company, we do things efficiently and well.

New ideas are encouraged at this company.

68% 67%

Top Workplaces,

by Category

64% 62%

a li g n Ment I believe this company is going in the right direction.

This company operates by strong values.

Meetings at this company make good use of my time.

There is good inter-departmental cooperation at this company.

76% 68% 62% 60%

My M a n a ge r My manager cares about my concerns.

My manager helps me learn and grow.

My manager makes it easier to do my job well.

64% 62% 60%

n Private n Public n Partnership n Nonprofit n Cooperative/Mutual n Government n Parent Company

45 8 8 7 4 1 1

Thank You to our CK associates and Columbus CEO for this prestigious award for the fourth consecutive year!

co corn orn rna. a.co .cco om

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these 74 organizations are 2019 top Workplaces. they are listed by their rankings as determined by Columbus Ceo research partner energage in each of three categories based on number of employees in the region. data is current as of employee surveys conducted last fall.

Large organizations rank

Company

Founded

(350 or more employees)

ownership

sector

Headquarters

employees

1

ricart automotive

1953

Private

Auto Dealership

Groveport

2

CoverMyMeds

2008

Public

Healthcare/IT

Columbus

645

3

Keller Williams realty of Central ohio

2002

Private

Agents / Brokers

Columbus

1099

4

aldi

1976

Private

Grocery

Aurora, Ill.

641

5

Fifth third Bank

1858

Public

Financial Services

Cincinnati

555

6

Kenneth’s Hair salons and day spas

1977

Partnership

Personal Care

Columbus

370

7

Kimball Midwest

1923

Private

Wholesale Distribution

Columbus

433

8

roush auto group

1965

Co-op/Mutual

Auto Dealership

Westerville

9

discover Financial services

1986

Public

Credit & Finance

Riverwoods, Ill.

2343

10

Worthington industries inc.

1955

Public

Metal Products

Columbus

1780

11

Hollywood Casino Columbus

2012

Private

Casino

Columbus

957

12

romanoff group

1981

Private

Electrical Design, Installation & Service

Gahanna

390

13

Fairfield Medical Center

1916

Non-profit

Non-profit

Lancaster

2115

Midsize organizations rank

Company

Founded

540

360

(125 to 349 employees)

ownership

sector

Headquarters

employees

1

navigator Management Partners LLC

2001

Private

Management/Technology Consulting

Columbus

143

2

eMH&t

1926

Private

Civil Engineering Consulting

New Albany

292

3

northwestern Mutual Columbus

1857

Co-op/Mutual

Financial Advisors

Milwaukee

152

4

ohio Basement authority

2010

Private

Basement Waterproofing

Columbus

125

5

the Wellington school

1982

Non-profit

Independent School

Columbus

134

6

revLocal

2010

Private

Digital Marketing and Advertising

Granville

209

7

Hamilton Local school district

1842

Public

Primary/Secondary School

Columbus

315

8

total Quality Logistics

1997

Private

Third-Party Logistics

Cincinnati

169

9

elford, inc.

1910

Private

Building Construction

Columbus

270

10

Lake shore Cryotronics inc.

1968

Private

Electronic Measurement Instrumentation Westerville

146

11

HMB, inc.

1994

Private

Custom Software Development

Westerville

224

12

Bridgeway academy

2005

Non-profit

Special Education & Therapy Center

Columbus

181

13

MsC industrial supply Co.

1941

Public

Warehousing and Distribution

Davidson, N.C.

130

14

WoW!

2003

Private

Telecommunications & Cable

Denver

203

15

PricewaterhouseCoopers LLP

1998

Partnership

Accounting

New York

251

16

ernst & Young LLP

1894

Partnership

Professional Services

New York

318

17

Madison County Community Hospital

1962

Non-profit

Hospitals

London

349

18

Parkside Village

2012

Private

Senior Living

North Canton

150

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19

Claypool Electric inc.

1954

Private

Electrical

Lancaster

188

20

KPmg llP

1897

Partnership

Accounting

New York

232

21

BDo Usa llP

1910

Partnership

Certified Public Accountants

Chicago

128

22

Friendship Village Columbus

1978

Non-profit

Not-For-Profit CCRC

Columbus

220

23

two Caterers, inc.

1997

Private

Special Events & Catering

Columbus

137

24

DasCo Home medical Equipment

1987

Private

Durable Medical Equipment

Westerville

130

25

CareWorks tech

2000

Private

Managed, Infrastructure Services

Dublin

126

26

lindsay Honda acura

1972

Private

Auto Dealership

Columbus

262

27

Wireless Vision

2004

Partnership

Telecommunications

Bloomfield Hills

160

28

DnV gl

1864

Private

Oil and Gas Industry

Hovik, Norway

128

29

aC lens

1995

Public

Health & Personal Care

Columbus

167

30

Corna Kokosing Construction Co.

1996

Private

Building Construction

Westerville

234

small organizations rank

Company

(124 or fewer employees)

ownership

sector

Headquarters

1

ErPa

1999

Private

IT Services

Dublin

53

2

Dewey’s Pizza

1998

Private

Hospitality

Cincinnati

60

3

northwoods Consulting Partners

1999

Private

Custom Software Development

Dublin

111

4

surace smith

1950

Parent company

Life Insurance

Waco, Texas

105

5

Choice recovery

1997

Private

Collection Agency

Columbus

70

6

Dawson

1946

Private

Staffing

Columbus

90

7

leading EDJE

2007

Partnership

Custom Software Development

Dublin

56

8

First Federal savings & loan association

1934

Private

Mortgage Lending

Newark

59

Insurtech

Columbus

63

Founded

Employees

9

Bold Penguin inc.

2016

Private

10

revolution group

1995

Private

Technology Services

Westerville

54

11

north Community Counseling Centers

1968

Non-profit

Behavioral Health

Columbus

98

12

richwood Banking Company

1867

Private

Community Bank

Richwood

106

13

Colliers international

1997

Private

Full Service Commercial Real Estate

Columbus

113

14

Dynamix Engineering limited

1997

Private

Building Construction

Columbus

65

15

King memory

2009

Private

Electronics/Computers

Columbus

62

16

manifest solutions Corp.

1994

Private

Managed Services & Outsourcing

Upper Arlington

71

17

loth inc.

1891

Private

Workplace Furniture and Services

Cincinnati

58

18

United schools network

2007

Non-profit

Non-profit

Columbus

91

19

Basement Doctor

1987

Private

Basement Waterproofing

Reynoldsburg

93

20

national auto Care

1984

Private

Specialty Insurance

Westerville

65

21

rW setterlin Building Co.

1935

Private

General Contractor

Columbus

63

22

H.r. gray

1965

Private

Project Services

Jacksonville, Fla.

72

23

Quality supply Chain Co-op inc.

2010

Co-op/Mutual

Restaurant Supply Chain Cooperative

Dublin

73

24

Village of obetz

1838

Government

Local Government

Obetz

90

25

silco Fire & security

1959

Private

Security & Protection

Cincinnati

51

26

WesBanco Bank

1870

Public

Regional Commercial Bank

Wheeling

98

27

CmE Federal Credit Union

1935

Co-op/Mutual

Credit Union

Columbus

74

28

Welch Packaging

1985

Private

Packaging

Elkhart, Ind.

29

Baker & Hostetler llP

1916

Partnership

Law

Cleveland

122

30

Hondros Family of Cos.

1981

Private

College/University

Westerville

81

31

air Force one inc.

1984

Private

HVAC Mechanical Contractor

Dublin

94

82

Top Workplaces 2019 l ColumbusCEO

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Five Traits of Excellent Leaders experts weigh in based on years of observations and advice on what works and what doesn’t in leading companies

B

eing a leader isn’t easy—transcending above the everyday happenings of an organization to effectively move it forward (instead of just doing people’s jobs for them) is a big leap. It takes a handful of character qualities to be the kind of leader that propels the ship forward and inspires the crew, rather than just leaves it floating in the same spot.

Former Columbus advertising agency owner Artie Isaac is an executive coach who works with CEO peer groups to foster genuine sharing and advice through Vistage International. Beth Flynn is a leadership consultant and trainer at Ohio State University’s Leadership Center.

Emerging from their thoughts on leadership is a selection of qualities all leaders should strive to cultivate.

“That’s the only way to get up the mountain,” says Isaac. “Somebody’s got to tell us how and for what purpose each of us should subvert our individual ego in order to do something that only a team can accomplish.”

Self-awareness Honestly understanding oneself ranks at the top of the list. Not just understanding strengths—but more importantly, weaknesses. “You need to know what you’re good at, but you also need to know who you need to have on your team that can support you where you’re not as strong,” says Flynn. “If you do most of the talking, then your employ-

Courtesy Navigator MaNageMeNt PartNers

By CHloe TeaSley

ees are just going to agree with you.

But if you truly listen to their views and their thoughts and are open to the idea that they know what they’re doing— they may have a lot of expertise that you don’t have.”

Since a leader’s job is not to do the work of the employees—or even to manage it—the leader is free to focus on higher-level tasks such as clearing away obstacles for employees to work most effectively, says Isaac. He also has thoughts on the fate of any leader who is confident without self-awareness—they are “in danger of becoming buffoons. We all know what this looks like.”

Courtesy Walker PhotograPhy

Humility (or confidence)

artie Isaac

Related to self-awareness are humility and confidence. Some leaders need more of it, while others need less, Isaac says.

In his years of experience, he’s noticed a pattern: Male leaders could benefit from becoming more humble, and women leaders more confident.

“Men are rewarded early in life for not being humble,” he says. “And just culturally, women are rewarded early in life

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courtesy Beth Flynn

Beth Flynn

Navigator Management Partners

for demurring.” Nonprofit CEOs, which often are women, says Isaac, are also often self-diminishing. “In some ways, that’s a theft from the world because we need these people to be their biggest, boldest selves.”

Flexibility Rigidity is not a useful quality in leadership, as neither employees nor the business itself is static. Flynn brings up “situational leadership”—the ability to adapt leadership style to meet people where they are. Perhaps a leader spends more time with a new employee or someone learning a new role or skill. A more seasoned employee may not need so much attention. As far as company change, which is inevitable, “A leader

has to be flexible enough to lead their employees through the changes and know that change is life in our organizations,” says Flynn. It is important to understand that not everyone will accept the change at the same time. “A leader has got to be able to forecast what’s going to happen next, and then, ‘what do these people want and how can I clear out the obstacles,’ ” says Isaac.

Consistency In the midst of the changes a company goes through, Flynn says a leader must “hold steady” as a solid and trusted person among the uncertainty. Isaac says stability is important for a leader to exhibit at all times. Isaac cites the doctoral research of Timothy Russell, founder of

“A leader has got to be able to forecast what’s going to happen next and then, ‘what do these people want and how can I clear out the obstacles.’ ” Artie isAAc, executive coach

the ProMusica Chamber Orchestra, who studied the leadership styles of major symphonic conductors and Fortune 500 CEOs. Russell found what mattered most was that the leader act one way all the time, good or bad. When employees never know who they are going to get, it promotes “a culture that’s reactive, dependent upon a culted personality at the top,” says Isaac. “If you always know who the boss is, how the leader shows up—then it almost doesn’t matter if the leader shows up. We can work imagining the leader like a little Obi-Wan Kenobi on our desk top and we know what he would say.”

People-centricity A leader’s main priority should be the people on the team—not how to manage their work but how to clear away obstacles, protect from unnecessary distraction, give and earn trust, engage and empower. This can be a difficult transition for someone who has never had to zoom out so far.

“Leaders sometimes feel like they have to show everyone they’re not too good for the work and they will roll up their sleeves and burn the midnight oil,” says Isaac. “That’s good up to a point, but I think that leaders do that sometimes to feel of value and to prove their own competence. The problem is that they’re proving the wrong competence. They’re proving an old competence.”

Focus on people and “most people will live up to your expectations of them,” says Flynn.

Chloe Teasley is staff writer.

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rick ricart in action

A T t s e n a T s

It a

Large Employer

Ricart Automotive Group ‘Tidal wave of positive energy’ defines ricarts’ leadership style.

By Laura Newpoff + Photos by Jeffry KoNczaL

A

s the face of Ricart Automotive Group, Rick Ricart had big shoes to fill when he succeeded his father as company spokesman about a decade ago. Fred Ricart, dating back to the 1980s, had achieved local celebrity status as the guitar-strumming, “We’re Dealin!’” pitchman for an auto dealership on the southeast side of Columbus. He produced thousands of television commercials in his studio

and, along with his brother Rhett, helped grow Ricart into the largest single-point, family-owned auto dealership in the United States.

While Rick Ricart has plenty of fond memories of those old commercial shoots, it’s a singular email from his father that he saved a few years ago that symbolizes other lessons he learned from his dad and what he considers important to carry forward in his role as co-president.

“I sent him an email asking him some pretty complicated, really deep questions about realigning the business and restructuring things,” Rick Ricart says.

“He wrote back and says, ‘Any of those things will work as long as you put a tidal wave of positive energy behind it.’ I believe in carrying that positive energy in everything we do is important.”

Rick shares his co-president role with his cousin Jared, who is CEO Rhett Ricart’s son. With Rhett now vice chairman of the National Automobile Dealers Association and Fred semi-retired and enjoying life as a grandfather, the keys have been turned over to Rick and Jared, who are the third generation to lead the business. Their grandfather, Paul, started Ricart in 1953 when he spent $1,300 to purchase a Ford dealer-

ship in Canal Winchester.

Today, Ricart is a mega-dealership on South Hamilton Road that offers seven brands, a “Used Car Factory,” heavy duty and diesel repair facilities and one of the largest parts inventories in the Midwest.

Rick and Jared grew up in the business and worked in every department as teenagers with tasks like cleaning cars or painting light poles.

Jim Hern, the creative director who’s been at Ricart since 1992, says that was the “genius” of Rhett and Fred and the family succession plan.

“They didn’t want them to understand just one thing, like where does a car come from and how do you sell it to someone else,” Hern says. “The path they had to go through nurtured them and taught them all aspects of the business, so when they did climb to these positions they don’t just say, ‘Hey let’s put some LED lights in the service department.’ They know you do that because it helps the employees see the cars they are working on better.”

In addition to that hands-on work, Rick and Jared say their leadership styles have been shaped by observing Fred and Rhett at work all those years and watching how they interacted with each other and the employees.

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2018

A learning

A lifelong love of learning.

The wisdom to discern truth. The motivation to serve others. The intelle ectu ec ual, emotional and moral sttre reng gth needed to keep balance in n a rapidly changing world.

These are the promises we stri st rive ve to ke keep ep eve very ry day ay.

It is our dedicated teachers and staff who make it possible.

COMMUNITY with a culture of

TRUST &

RESPECT at its heart.

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Rick Ricart and Jared Ricart Co-presidents, Ricart Automotive Group What has the transition been like to bring the third generation into the leadership ranks?

Jared: I started working at Ricart when I was 14.

I started cleaning cars in the summer going into my freshman year of high school. I thought for sure I’d be hanging at the pool with my buddies all summer, but my dad had a different idea. I’m forever grateful that he brought me into the company when I was that young.

At the time I thought he was disciplining me, but looking back, it was great life lesson about learning about the business by being “in” the business. I worked in everything from maintenance, painting light poles, as an operator, in sales, service and parts.

Looking back, the transition started long before I was given the title of president. Rick and I are lucky our fathers put their trust behind us. They’ve done a wonderful job

building us up as well as all of our family members to prepare all of us for the opportunity.

What did you observe watching your father and uncle at work?

Jared: They were always present. They taught me early on that the only way to lead is to be among your people and get insight and a vision from them. The best ideas in this company have come from our employees, who really are family. When you learn from them, you’re able to come up with visions for the future together. My dad and Fred are always communicating, joking and being side-by-side the employees. That’s the greatest thing they could have ever shown us—that relationships are what build great companies. They also taught us that we have to earn the respect of our employees every day.

Can you share any fun stories about employees

participating in television commercials?

Rick: About eight years ago we started doing a holiday lights campaign.

The first year we shot it, we had to have people in the cars and needed them to turn lights on and off when they were called upon. We brought in 60 and asked them to sit still for hours and do one action when their number was called upon. The timing had to be exactly right, the sequence of the choreography had to be precise. So we gave them cards with letters and numbers on them. I remember standing on a hill trying to give commands to get their lights to flash.

The employees didn’t realize how imperative it was to sit still in the car.

I looked out and could see that they were on their phones or honking their horns at each other, which meant they missed their cue. It was a shoot that should have been done in two hours. It took us six.

What they saw during those observations were two men who, at facing desks, would have robust and animated discussions to solve problems, mixed in with plenty of joke telling and reminiscing. Hern likens those conversations to “Thanksgiving day discussions” among family members.

What Jared and Rick took from that was an eagerness to work together and make the workplace fun. Jared says the focus is on family, culture, relationships, innovation and marketing.

“The goal is to create a great experience for employees because it’s impossible for consumers to have good experiences unless employees are happy,” he says.

“This isn’t Disney World, though. Everybody here is real and we want to make sure they enjoy what they’re doing.”

That’s why he and Rick speak with each orientation class of new hires.

“We tell them, if at any point they are driving to work and don’t want to come in, they should turn around and go home and call us and tell us why they didn’t want to come to work,” Jared Ricart says.

“We want them to love it here, have passion for it and be extremely happy with what they do.”

The approach is working. In addition to its Large Employer award in this year’s Top Workplaces, Ricart received a special award for leadership based on employee comments.

Rick and Jared also are carrying forward another important lesson they learned from their fathers—an eagerness to value every worker.

“There are more than 500 of them, but we learn their names, their spouses’ names, their kids names and all about their family,” Jared Ricart says.

Laura Newpoff is a freelance writer.

highlights Ricart Automotive Group ricart.com Founded

1953

Ownership Private Sector

Auto sales

Employees 547

Headquarters Groveport

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E

G

Experience the

Growth

At Fairfield Medical Center, we know that providing the best healthcare to our patients requires a dedicated team and state-of-the-art facilities. That is why, this summer, we’re proud to open our new River Valley Campus in Lancaster, a 90,000-square-foot facility that will offer a multitude of services in one convenient location. Come experience all we have to offer at Fairfield Medical Center.

fmchealth.org

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A

Midsize Employer

Navigator Management Partners LLC flexibility, meaningful listening and transparency drive company culture.

By Laura Newpoff + Photos by rob HardiN dave Schoettmer

bout four years ago, Dave Schoettmer had a decision on his hands. He could maintain the focus of his business, which would have been a profitable position for the next two to three years, or invest in a smaller but growing market. That latter choice meant forsaking the immediate windfall, but he made the sacrifice to position his technology and management consulting company for the long haul.

It was a time when Navigator Management Partners LLC had a large base of clients that worked with legacy applications that no longer represented the latest

technology and couldn’t provide the benefits that new, cloud-based applications could offer.

While Navigator continued to support those legacy clients, the company dialed back its pursuit of new clients running these tech dinosaurs and began investing in the cloud, which Schoettmer now knows will drive the market for the next two decades.

The investments included partner development, employee training, infrastructure, sales and marketing.

“This was more costly in the short run than simply sticking with a known com-

dave Schoettmer president and founder, Navigator Management partners LLC describe your management style and how it’s changed over the years.

In startup mode, founders are often seen trying to manage every aspect of a business. They wear nearly every hat at some point until the business grows to a critical mass. As Navigator has grown over the years I have moved from a do-all, founder-centered environment to one in which many are empowered to manage their areas of responsibility. While I still love to interact with our clients, it is equally important that I put the best people in a position to help them and our clients succeed. I am now in the role of servant-leader and happy to see my teams respond with world-class performance.

if you had a few minutes with a hot recruit and had to give an elevator speech to sell them on working at Navigator, what would you say?

You will have the opportunity to learn the latest technology, apply it to large and complex

business challenges, and work with a fantastic group of people who care about their coworkers and the work that they do.

what are some of the fun events you host at work to keep workers happy?

Project teams are empowered to balance work, life and play at the team level. We host formal monthly and quarterly meetings for all associates to supplement frequent corporate communications. We host parties during the holiday season to give everyone the time to reconnect outside of the work environment. At these events we frequently talk about the many associates and clients who participate together in events like Pelotonia, the Heart Walk, support for the needy and recreational activities.

if you could throw your employees a dream party what would that be?

Not to say we haven’t had a few parties that might fit this criteria … I would retain space for the entire team at

Nationwide Arena where the Blue Jackets would win the Stanley Cup in a game seven overtime win.

Can you tell that I am a hockey enthusiast? Let’s go Jackets!

what’s the favorite perk you offer your workers?

I appreciate the gimmick perks that we offer.

These still include our casual office space, the beer keg (for events only) and the occasional Labrador retriever to welcome employees to our office.

I like the funding of joint social and charitable teams, such as Pelotonia, for training rides and dayof-event support. However, in the end, I have to admit that I am a practical leader as well. Benefits, compensation practices, equal opportunity, diversity and professional development should all be considered as important aspects of being a great place to work. With all of these as part of our employment mosaic, I suppose our greatest perk is to be treated with respect and appreciation by your coworkers and your leadership team.

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At BDO Columbus, Our People Make the Biggest Difference We are proud to be named a Top Workplace in Central Ohio by Columbus CEO Magazine.

BDO provides assurance, tax, and advisory services to a wide range of publicly traded and privately held companies. We offer a sophisticated array of services, as well as the resources and capabilities of our global organization, combined with the personal attention of experienced professionals.

BDO USA, LLP 300 Spruce Street, Suite 100, Columbus, OH 43215 614-488-3126

Accountants and Advisors

www.bdo.com

Š 2019 BDO USA, LLP. All rights reserved.

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modity, but it positioned us to be a longterm technology market leader instead of, well, a commodity,” says Schoettmer, president and founder of Navigator.

That decision to bet on the cloud has paid off. The company has achieved full partner status with its cloud software partners Workday, Oracle, SAP, Tableau and Cloudera. That’s something Schoettmer calls a “remarkable accomplishment” for a boutique consulting firm of its size.

“And it speaks to the quality of work that Navigator has performed in our 18 years,” he says. “This makes ours a unique service offering, and the only one headquartered in Ohio that fits this description.”

Schoettmer’s leadership goes beyond an ability to forecast the business and technology landscapes, say those who work with him. The company, through comments from its employees, earned a special award for values in this year’s Top Workplaces contest. Navigator’s values are: commitment, collaboration, transparency, integrity and community.

The community piece especially shows how Schoettmer has used his position for the greater good.

Navigator and its team members sup-

Navigator’s open office space

port more than 200 nonprofits.

Casey Cramer, Navigator’s marketing manager, says supporting the communities it serves isn’t a corporate goal, but a personal responsibility.

“From our founding in 2001, we have sought and attracted the type of person who is motivated to make a difference not only for our clients’ success, but for causes and organizations as diverse as we are,” she says. “Each person at Navigator takes great pride in getting involved in charitable organizations and community efforts that change lives.”

Schoettmer says the community focus stems from the company’s success. Simply, he feels he’s in a position to help others.

“Navigator and other businesses and their employees strengthen the fabric of our communities, supplementing the social safety net and providing opportunities to individuals that might not be available otherwise,” he says.

“I recently heard the term ‘The Columbus Way’ used in this context. As a member of our Columbus office, I might tag this phrase and note that we’ve been

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op gro ma is b N

stand where the business stands.

Another focus is employee engagement. Several internal groups and committees have been created, including a charitable board made up of rotating employees and leadership, which employees petition to help the causes they care about, and a women in leadership initiative that’s interested in issues such as fixing the gender pay gap.

René Lewis, director of human resources, says Schoettmer comes to all of the women’s events, including the 8 a.m. coffee talks. He makes people feel like they’re being heard and their “i get the feedback has value. chance to explore “He’s always in here with us chatting the solution about what’s going options. i get on.” “He’s always asking those quesappreciated for tions—how can we the job i do.” improve? He was the driver in saying, ‘How do we get on the Best Workplaces for Women list?’ ” That women in leadership group has brought tangible changes to the way Navigator

trying to live this for the past 18 years at our company.”

Within the walls of Navigator, Schoettmer’s values have translated to a company culture that’s focused on transparency, including the company financials that are shared every month.

There’s also what’s called a “balance scorecard” made up of four quadrants to gauge how the company is performing. It involves metrics tied to financials, clients, people (human capital) and operations. Leadership and employees meet quarterly to go through each metric so employees under-

“i have opportunities to grow my career in many ways. Trust is bidirectional at Navigator.”

operates. For example, some employees who work at client sites found that Navigator’s maternity leave policy wasn’t up to snuff and, through the women’s initiative, advocated to company leadership that it be improved.

The result is a more generous policy that’s now competitive with Navigator’s peers. It’s an example of Schoettmer’s ability to adapt to the marketplace, just like he did with the cloud.

Laura Newpoff is a freelance writer.

highlights Navigator Management Partners navmp.com Founded

Ownership Private Sector

Management/IT

Employees 200

i love mY job because:

2016

2001

Headquarters Columbus

2017

2018

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Srikanth Gaddam

File/Columbus CEO/ROB HaRdin

Small Employer

ERPA Creating a culture of empathy, responsibility, passion and agility.

By Laura Newpoff + Photo by rob HardiN

S

would foster a cultural shift and mindset rikanth Gaddam wants to take his focused on the $1 billion goal. Gaddam company to the next level. And says he’s proud to say ERPA achieved by next level, he means $1 billion this without harming a culture that was in sales by 2025. “built from the heart.”

To put the people in place to help the The decision is part of Gaddam’s Dublin information technology services transformation over the past 20 years firm reach that milestone (annual from a day-to-day leader to a strategic revenue was $86 million for 2018), he one. His job these days is to make sure had to figure out a way to turn to the his key people have the tools and training outside without disturbing a company they need to do their jobs efficiently, culture that’s rooted in empathy, while still inspiring responsibility, passion and agility. them to align “ERPA has several key (employees) who have been with the company “we are like a since inception and were responsible for the growth family here. we of the company,” the truly care about co-founder and CEO “it enables me to says. “However, to each other and the stay creative and grow to the next work we provide to level, we realized up to date with the we needed outside our customers.” latest technologies. resources with experiences from foremost, it other companies.” challenges me.”

It took a few years to bring in and develop new talent that

i Love mY job beCauSe:

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a We out d the de to s.�

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with the overall vision of the organization.

“At the time of inception, my leadership was more transactional and hands-on while collaborating with others for their input and feedback with the key decisions,” Gaddam says.

“As we grew to over 50 employees, I realized I couldn’t manage alone and didn’t possess the skills required to take

it to the next level.”

Gaddam, who is a big believer in continuing education, holds several postsecondary degrees and is currently pursuing a doctor of management at Cleveland-based Case Western Reserve University, a course he expects to complete in 2020.

His goal has been to empower

Srikanth Gaddam CEO, ERPA What book are you reading now?

I am pursuing my doctor of management program at Case Western Reserve University. This program requires me to read hundreds of books and thousands of research articles over a period of three years. Outside of that, I am reading Think and Grow Rich by Napoleon Hill.

What makes your company a great place to work?

The Golden Rule: “Treat everyone the way you would like to be treated” has always been our founding principle.

We strongly believe

everyone here has a purpose and everyone has meaning, and no one is better or more important than others. To maintain our employee-first and family culture, we must be humble and put ourselves in others’ shoes.

How do you empower your employees? Why is this important?

First, having the right people with the required skills in the right place is the key to success.

Second, we develop a plan with the key people in the organization toward alignment of “SMART” – specific, measurable, achievable, relevant, time-bound goals, clarity

of role and responsibility with key deliverables.

Finally, upon mutual agreement on goals, we empower employees to take charge and execute with complete authority while monitoring the progress on a monthly basis using our one-page strategic plan.

We also believe a true leader doesn’t need a fancy title or powerful hierarchal position.

(Someone) who is running after (that) is either not competent or insecure. A responsible leader always believes in creating utmost value for an organization and its employees by serving them with selflessness.

others to run company operations while he continues to gain the knowledge that helps him focus on the bigger picture.

Gaddam also encourages and sponsors executives at ERPA to complete their MBAs and routinely supports others at the company with their professional training each year.

“Continuous education improves self-awareness,” he says. “Improving self-awareness goes beyond one’s own personal experiences and beliefs. It helps leaders make better decisions when opportunities and risks show up.”

Gaddam’s goals extend beyond revenue growth. He wants to make a bigger impact on the world, too, through social responsibility.

For the past 10 years, ERPA has been supporting 125 underprivileged children through World Vision, Plan USA and the Sphoorti Foundation.

Gaddam says the goal is to boost the number of children the company is able to help to 500 by 2025.

To support its local community, ERPA launched a first responders fund to support children’s education through a partnership it established with the Dublin Community Foundation.

“We believe that the most powerful organizations are built from the heart and encourage all the employees to work on their strengths with a greater purpose, while practicing our core values in everything we do,” Gaddam says.

Manjusha Akkapeddi, a lead in the human resources department, says the company leadership believes in a family and entrepreneurial culture.

“United we stand as a family supporting each other in our passions and goals to be successful,” Akkapeddi says.

Laura Newpoff is a freelance writer.

highlights ERPA erpagroup.com Founded

1999

Ownership Private Sector

IT services

Employees 53

Headquarters Dublin

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PU To re

VI To

M To wh

PURPOSE: To provide our residents and guests with the highest quality life experience while remaining good stewards of the money they trust us with.

VISION: To build a city where our residents and visitors are safe, happy, and healthy.

MISSION: To reinvent government—creating a staff family that eliminates wasted time and motion while fostering a deep sense of pride and belonging for our residents and guests.

We are proud to announce that the Village of Obetz has been rated as a Top Workplace for the first time ever by Columbus CEO.

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Manager

Sweet Autonomy Wellington teachers can pursue their passions.

Story by Laura NeWpoff

W

hen Drew Eberly talks to the seniors at the Wellington School they frequently remind him that their “Breathing Life Into Shakespeare” experience in his English

Courtesy The WellingTon SChool

Special Award

class was the most memorable event of their entire freshman year.

Eberly was able to bring actors from the Available Light Theatre to the school to not only perform “Julius Caesar” for them, but for the actors and students to perform the play together.

Eberly funded the program through an Engagement Grant offered by the school that is designed to support teach-

Jeff Terwin

ers as they bring new techniques and ideas to the classroom.

“We perform Shakespeare for them so they get to see it with experienced, trained actors,” Eberly says. “We show them what Shakespeare can be and as we’re reading ‘Julius Caesar,’ the actors work with students on developing their own scenes. Those artists then act as directors and act and direct with the kids.

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It’s a really amazing experience for our freshman to be able to act in scenes with these professionals.”

Jeff Terwin, incoming head of school, the current associate head of school and the head of upper school, says the work with the theater company is an example of the autonomy the private school in Upper Arlington gives its teachers.

“At our core, one of the values for Wellington is that we have really talented teachers and we trust them,” Terwin says. “They’re professionals, so we have a model built around teacher autonomy. They’re given a lot of flexibility and openness to partner with students in a way that we think is at a high level, but allows flexibility for teachers to draw on their strengths, experiences and interests.”

The autonomy and trust leaders give their teachers are two of the reasons the school has received a special award for “managers” as part of Columbus CEO’s 2019 Top Workplaces survey.

Eberly, who is a member of Available Light, began the theater program four years ago with funding from the Engagement Grant. It continues today and now is part of his regular curriculum funding.

highlights The Wellington School wellington.org Founded

1982

Ownership Nonprofit Sector

Education

Employees 134

Headquarters Upper Arlington “To be able to get a typical ninthgrader excited about Shakespeare is the project’s most outstanding aspect,” Eberly says. “Shakespeare isn’t something people just show up with a lot of passion. We’re reading it with passion and intensity and they’re wanting to emulate what they’re seeing the professional actors do.”

Rob Brisk, the current head of school, says it’s not surprising that teacher autonomy is at the core of the school’s culture. Wellington was founded in 1982 by a group of entrepreneurs who were out-of-the-box thinkers.

“The only way we continually improve is to make sure when we hire people, there’s an expectation that we want them to be change agents from day one,” Brisk says Starting next year teachers will have a new avenue to help educate students, and it’ll require a plane ticket. The school is planning to debut a “WISE” program—Wellington International Student Experience. It will allow the 91 teachers at the school to take overseas trips with students to focus on topics such as the history of the slave trade in Ghana, coral reef health in Bonaire and sustainability in Scandinavia in Denmark.

The program will be open to all students, regardless of their family income.

“It struck us that some of our programs are not accessible to families who do not have the means and if we think international experiences are important, let’s figure out a way for all students to have those experiences,” Brisk says. “Our faculty will be a huge piece of that. It’s a huge opportunity for our faculty to grow in their international experiences as well.”

Laura Newpoff is a freelance writer.

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Special Award Leadership

Effective, Genuine and Transparent Sandy Doyle-Ahern’s ‘culture of lifting up others’ has boosted her engineering firm as a whole.

Story by LAurA Newpoff + Photo by rob HArDiN

Sandy Doyle-Ahern

A

couple years before the Great Recession roiled financial markets and caused entire industries including real estate development to come to a screeching halt, Sandy Doyle-Ahern was running EMH&T’s public works division. At work each day, she found herself looking around at who was doing what, and she came to the conclusion that the company needed to diversify beyond its base of private clients.

It was a move that helped the New Albany engineering, planning and surveying company survive the impending storm and emerge from it with a larger bank of clients that included municipalities and state government.

“I realized prior to the recession that we had the talent and expertise to do more than we were actually doing,” Doyle-Ahern says. “I felt like we had a really good group of people, but we

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needed to be visible in a bigger way and let public entities know what our skills were.”

Today, in addition to providing the professional services that help commercial buildings, schools or health care facilities get built, EMH&T also offers services to towns and cities, and state and federal agencies, including the U.S. military.

Doyle-Ahern’s professionalism and open communication style with her employees are the reasons the company is being recognized as part of Columbus CEO’s 2019 Top Workplaces survey for leadership. One employee described her as “the best, most professional, and most employee-focused leader I have ever worked for in my 30-plus year career.”

The Great Recession proved to be a pivotal moment for the company in another way. It was in 2008 that DoyleAhern launched company meetings twice a year so that lines of communication were opened to give all employees an accurate picture of how the business was performing. It’s a practice Doyle-Ahern continued when she became president in 2012 and something she’ll continue for as long as she works at the company.

highlights EMH&T emht.com Founded

1926

Ownership Private Sector

Civil engineering

Employees 292

Headquarters New Albany “We work on a lot of projects during the year and a lot of people get into their niches and don’t realize all the things we’re involved in,” she says. “We’ll set the meetings so that the field staff can come in and hear those updates before they go out for the rest of the day. They want to know and deserve to know how we’re doing.”

Doyle-Ahern became a shareholder in the company in 2005, the first woman to do so.

Christy Pirkle, a senior environmental scientist who has been with the company

for 18 years, says Doyle-Ahern has created a culture of lifting up others.

“She’s obviously talented, smart and capable, but what truly sets her apart from a lot of other people is that she truly cares about people and it’s very obvious,” Pirkle says. “She listens and engages people in a sincere way. She’s proud of the people she works with and wants to empower them. She also has that sort of innate charisma that makes people who are around her strive to work harder and better.”

Todd Cunningham, a director, development II, has worked with DoyleAhern since 2003 when she was head of the environmental department. She’s risen up the ranks at the company, in part, because her communication is “so effective, extremely genuine and transparent.”

She also takes care of her own, he says.

“She has ‘mama bear’ instincts—don’t mess with my cubs,” Cunningham says.

“That makes people very loyal and inspired to spread their wings because they know there’s somebody leading them who has their back.”

Laura Newpoff is a freelance writer.

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Special Award Clued-In Senior Management

Empowering Leadership CoverMyMeds’ employees have a seat at the table.

Story by Laura Newpoff + Photo by rob HardIN

C

aitlin Graham has been at CoverMyMeds long enough to remember what the work culture was like when there were 15 people at the company. Today there are more than

The executive leadership team of CoverMyMeds

1,000 employees at the business that’s now part of a publicly held, $208 billion enterprise.

The transparency, feedback from managers, concern for employees, focus on communication and respect for workers at all levels of the organization are the same now as they were when she joined CoverMyMeds in 2011. “(Co-founder and CEO) Matt Scantland is a great example,” Graham

says. “He’s incredibly transparent with the entire team. He believes everybody has a seat at the table and can lead from any chair. He’s done a great job of building a culture of leaders and empowering more than 1,000 decision makers across our company.”

CoverMyMeds is the maker of software that allows health-care providers and pharmacists to fill prior authorization requests electronically. It was

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acquired for $1.3 billion in 2017

by San Francisco pharmaceutical distributor McKesson Corp., No. 6 on the Fortune 500.

“Matt has stayed incredibly open with the entire team,” Graham says.

“No matter how small we were or how large we’ve become, that transparency and communication has always remained steady.”

The culture of open communication and an emphasis on teamwork are a few of the reasons CoverMyMeds is being recognized as part of Columbus CEO’s 2019 Top Workplaces survey with a special award for “clued-in senior management.”

“We create opportunity by being a great place for our employees to work and grow,” Scantland says. “Our people value a mission that matters to the world, company growth that creates career opportunities and core values where we can be ourselves, embrace challenges and achieve amazing results as part of a great team.”

Graham says employees are especially appreciative of a monthly town hall where they get to hear from different segment leaders across the company.

highlights CoverMyMeds covermymeds.com Founded

2008

Ownership Public Sector

Health care/IT

Employees 1,000 +

Headquarters Columbus Scantland keeps open the last 10 minutes for a question-and-answer session.

Veronica Knuth, vice president of talent, says CoverMyMeds’ managers take that monthly meeting concept down to a micro level by making sure they hold one-on-one meetings with every employee at least two times a month.

“What that does is it gives the leader an opportunity to really get the specific perspective from each person in the business and reinforce what’s important now,” Knuth says. “How are they feeling about the culture and about their growth? It’s a

really unique way that we can enable personal rapport building and help people feel like they have all the information they need to be successful here.”

Graham says there are smaller things that go on each day that create a culture where everyone feels like they’re on the same team. Company leaders make sure they are visible among the workforce and it’s not odd to see them grabbing lunch with others in the cafeteria or stopping people to chat in the hallways.

But if you ask Scantland, everyone at the company is a leader in their own way.

“Our employees want to grow,” he says. “We enable this by empowering all 1,000 of our employees to be leaders of the company with a shared set of values and a vision about what we hope to become for our customers and our employees. Then we get out of their way so they can make decisions better and faster than we could make in a top-down way.

“This approach also translates into the community where our employees are known for their leadership contributions and the support they get from our company,” he says.

Laura Newpoff is a freelance writer.

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Because being a top workplace starts on the inside.

Madison Health takes great pride in providing comprehensive and personalized healthcare for our communities.

We are now proud to provide our employees a top workplace four years in a row.

Special Awards The following special award recipients were chosen based on standout scores for employee responses to specific survey statements.

Employees rate these statements on a seven-point scale from strongly disagree to strongly agree.

Leadership

www.madison-health.com

I have confidence in the leader of this company.

Large

Rick & Jared Ricart Ricart Automotive Midsize

Sandy Doyle-Ahern EMH&T Engineers, Surveyors, Planners, Scientists

Small

Srikanth Gaddam ERPA

Managers

Come work with us!

Visit emht.com/careers today.

My manager helps me learn and grow, my manager makes it easier to do my job well, my manager cares about my concerns.

The Wellington School

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Direction I believe this company is going in the right direction.

Ohio Basement Authority

New Ideas

Experience

New ideas are encouraged at this company.

Award-Winning Senior Living at Friendship Village Columbus!

Choice Recovery

Named Top Workplace by Columbus CEO for the fourth year in a row!

Doers At this company, we do things efficiently and well.

2018

2017

2018

Are you ready to start living the Village life?

Call (614) 245-2981 or visit fvcolumbus.org to learn more.

Aldi

Meaningfulness

2018 GOLD

My job makes me feel like I am part of something meaningful.

Surace Smith

Values This company operates by strong values.

Navigator Management Partners LLC

Courtesy NAVIgATor MANAgeMeNT PArTNers

Navigator Management Partners

614.889.0121

AIRFORCEONE.COM Top Workplaces 2019 l ColumbusCEO

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Clued Senior managers understand what is really happening at this company.

CoverMyMeds

THANK YOU. Elford is nothing without it’s employees and that’s why we are honored to be recognized as a top place to work in Columbus - back to back years! Our entire organization is focused on Building Futures Together.

WWW.ELFORD.COM

Communication I feel well-informed about important decisions at this company.

Keller Williams Realty of Central Ohio

Appreciation I feel genuinely appreciated at this company.

Dewey’s Pizza

Work/Life Flexibility

Start your

COMPLIMENTARY SUBSCRIPTION TODAY at columbusceo.com.

I have the flexibility I need to balance my work and personal life.

Northwoods Consulting Partners

Training I get the formal training I want for my career.

Kenneth’s Hair Salons and Day Spas

Benefits My benefits package is good compared to others in this industry.

Village of Obetz

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B

S s s t r v

T C w

0 b (w T s

Build your career with a company focused on success. Yours.

Since 1886, Northwestern Mutual – Columbus has strived to provide holistic financial planning and security to our local community. We thank our team of financial professionals and staff for their relentless commitment to fulfilling our mission, vision and values.

To all those who have made Northwestern Mutual – Columbus a top workplace for the 3rd straight year, we sincerely thank you!

Northwestern Mutual 800 Yard St, Ste 300 Columbus (614) 221-5287 columbus.nm.com

Contact our office to learn more about career opportunities.

05-3061 © Northwestern Mutual is the marketing name for The Northwestern Mutual Life Insurance Company (NM), Milwaukee, WI (life and disability insurance, annuities, and life insurance with long-term care benefits) and itssubsidiaries. Northwestern Mutual Investment Services, LLC (NMIS) (securities), a subsidiary of NM, broker-dealer, registered investment adviser and member FINRA (www.finra.org) and SIPC (www.sipc.org). Troy B Kemelgor is a General Agent(s) of NM. Managing Partners are not in legal partnership with each other, NM or its subsidiaries. Troy B Kemelgor is a Registered Representative(s) of NMIS. Troy B Kemelgor is a Representative of Northwestern Mutual Wealth Management Company®, (NMWMC) Milwaukee, WI (fiduciary and fee-based financial planning services), a subsidiary of NM and federal savings bank. All NMWMC products and services are offered only by properlyceredentialed Representatives who operate from agency offices of NMWMC.

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See what we’re building. go.covermymeds.com/campus

Topworkplaces2019.indd 4

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