Columbus CEO – May 2021 issue by Dispatch Magazines/The Columbus Dispatch

The art of adaptation

A year after COVID-19 took root, employers tell stories of change. inserted after Page 20

Slow recovery

Ohio Restaurant Association leader on dealing with continuing pandemic pain. Page 16

Diversity in law

Legal leaders share best practices in building a culture of equity. Page 49

May 2021

Kimberly Blackwell

Sought-after national marketing voice on the value of staying scrappy. Page 08

$4.99

May 2021 05

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Contents

Our annual celebration of the region’s Top Workplaces. (Inserted after Page 20)

Departments 04 Editor’s Note Business community steps up for Mid-Ohio Food Collective.

65 Leaderboards Columbus region data centers and home healthcare agencies.

68 Office Space: Feazel The roofing and window company’s New Albany digs.

May 2021 Cover photo by

Rob Hardin May 2021 l ColumbusCEO

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Insider 62 E. Broad St., P.O. Box 1289 Columbus, Ohio 43216 Phone: 614-540-8900 • Fax: 614-461-8746

ColumbusCEO.com

16 Spotlight: Nonprofit The Ohio Restaurant Association has stepped up big time to help its members navigate the stormy COVID-19 waters.

18 Spotlight: Emerging Business

VOLUME 30 / NUMBER 5 Columbus Site Manager

Alan D. Miller

Denise Ransom draws on her life and work experiences in leading her commercial cleaning business.

Publisher/General Manager

Ray Paprocki E d ito r ia l

EDITOR

Katy Smith associate eDITOR

Jess Deyo CONTRIBUTING EDITORS

Jeff Bell, Rebecca Walters D es i g n & P ro duct ion

PRODUCTION/DESIGN DIRECTOR

Craig Rusnak

Kimberly Blackwell

ART DIRECTOR

Yogesh Chaudhary Digita l

EDITOR

Julanne Hohbach ASSISTANT DIGITAL EDITOR

Brittany Moseley Ph otog raphy

PHOTO EDITOR

Tim Johnson Associate photo editor

Rob Hardin A dvert ising

Vice President of Sales

Eugene Jackson Senior Multimedia Sales Executive

Holly Gallucci Multimedia Sales Executives

Tia Hardman, Jackie Thiam CLASSIFIED SALES

Amy Vidrick Production designer

Rebecca Zimmer M arke t ing

MARKETING MANAGER

Lauren Reinhard

08 Profile: Superpowers PMM Agency owner Kimberly Blackwell has built a national reputation for her marketing, advertising and new media firm with an uncanny sense for what clients want and need.

12 Tech Talk Tandem uses its new platform to make perfect matches between parents and child care providers.

13 Briefing A sustainable living boutique that opened in July in Hilltop now has stores in three other cities.

14 Spotlight: Small Business

In-Depth 49 Diverse Leaders in Law Buy-in at the top — or the lack of it — can make or break diversity, equity and inclusion programs at law firms.

52 Pet trusts Provisions in wills and trusts help pet owners provide for the long-term care of their beloved companions.

56 Health Watch Healthcare advocates are reaching out to Black women about a treatment that can help prevent HIV.

Motive CBD’s Kelly Hondros and Corey Poches take the next step by making their business a “seed-to-sale” enterprise.

Olivia Nathan

PRESS RELEASES

pressreleases@columbusceo.com ADVERTISING

advertise@columbusceo.com Columbus CEO (ISSN 1085-911X) is published monthly by Gannett. All contents of this magazine are copyrighted © Gannett Co., Inc. 2021, all rights reserved. Reproduction or use, without written permission, of editorial or graphic content in any manner is prohibited. Publisher assumes no responsibility for return of unsolicited materials. Known address of publication is 62 E. Broad St., Columbus, Ohio 43215. Periodicals postage paid at Columbus, Ohio, and additional mailing offices. POSTMASTER: Send address changes to Columbus CEO, PO Box 460160 Escondido CA 92046

SUBSCRIPTIONS

760-237-8505 columbusceo@pcspublink.com

Corey Poches and Kelly Hondros

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Kids’ Mental Health is Heavy Join the Million Classroom Project This past year has been tough on kids – heavy, even. They need our help now. Join On Our Sleeves in the Million Classroom Project. Our goal: to get free mental health resources, developed by the trusted behavioral health experts at Nationwide Children’s Hospital, to one million classrooms across America. Your company can help carry the weight for kids. Spread the word and lend your support at OnOurSleeves.org/Million.

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Editor’s Notes * ksmith@ColumbusCEO.com

Stepping up in times of need

File/Dispatch/joshua a. bickel

Volunteers pack meals for seniors a during the pandemic.

Courtesy mid-ohio food collective

t might not seem intuitive at first blush that a recession is a good time to launch a major fundraising campaign, but it turns out that is the case if you are funding basic needs like food and shelter. When the need is greatest, those with the means are generous indeed. Such has been the case during the past year, when the Columbus business community has stepped up for the Mid-Ohio Food Collective. Led by campaign co-chairs Kirt Walker of Nationwide, Steve Steinour of Huntington and Nick Akins of American Electric Power and their wives, it raised $24 million in just a few months from 100 supporters. Now, the group’s efforts turn to raising the final $6 million of a $30 million goal, which it hopes to meet this summer, likely from many smalldollar-amount donations. This is the largest campaign in the organization’s history by a lot — its next largest raised $16 million during the last recession in 2008-09. As was the case during that housing and financial crisis, communicating the need this time around has not been difficult, unfortunately. In 2019, the Mid-Ohio Food Collective served 525,000 people. Last year, it was 660,000. CEO Matt Habash says last year, more than 60,000 families showed up needing help for the first time, and 750 families a day visited its Grove City headquarters. That number was 250 families a day in 2019. “If there’s ever been a time when people have said, ‘I get it,’ it’s now,” Walker says. “The ask has been easy.” Mid-Ohio Food Collective, as its recent name change from Mid-Ohio Foodbank suggests, has gone well beyond simply being a food bank. It is using data analytics to predict when and where people need food so it can meet that need. If pantries— which it calls markets, removing the stigma families face when they have to seek help—are only open when

customers are working, how can they visit? To that end, Mid-Ohio plans to expand to 10 markets in Franklin County in areas of need. It serves a 20-county region overall, which it has done during the past year with the help of the National Guard, who filled in for a variety of roles including those vacated by office workers who usually make up a core group of volunteers, but who stayed home to avoid COVID-19. Habash and his team also are engaged in the factors that lead people

to need help from the foodbank, such as job loss, debt and rising housing costs, collaborating with other organizations on workforce issues, for example. With the money it raises, the organization also will send resources toward its Mid-Ohio Farm on the Hilltop, where it is growing lettuce, peppers, tomatoes and cucumbers using vertical farming, which uses much less space than traditional farming. That innovation and more are possible thanks to the business community, which has played a giant role in the campaign’s success to date and should be commended.

Katy Smith, Editor

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BUSINESS SOLUTIONS

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EQUAL HOUSING LENDER

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Breakdown Compiled by katy smith + Infographic by Yogesh Chaudhary Photo courtesy GettyImages/simarik

Lodging industry pain Travel is picking up, but the pandemic has been devastating to Columbus’ tourism economy, which represents 43 million visitors spending $7.6 billion and supporting 78,600 jobs in Franklin County each year, according to Experience Columbus. Here’s how bad last year was. B e d tax reve n u e

Hote l occ u pancy

Ave rag e dai ly rate

City of Columbus bed tax revenue fell 57%

Downtown

Year 2019

49.7 million

Year 2020

23.1 million

23.7%

$128.49

Citywide

down 64.8% from 2019

40.1%

down 39.5% from 2019

down 16.7% from 2019

$81.94

down 23.9% from 2019

Source: Experience Columbus

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profile By Steve Wartenberg + Photos by rob hardin

Kimberly Blackwell CEO, PMM

Agency

In position since: 1999 Previous: Director of basketball operations for Columbus Quest; vice president of marketing and advertising, Zero Casualties. Education: Bachelor’s degree, Syracuse

University; master’s degree, Xavier University.

Resides: Columbus Family: Single

Powerful insights Savvy Kimberly Blackwell has developed a standout national marketing brand. Now it’s time for Columbus to know her better.

imberly Blackwell has superpowers: “I can see around corners and provide solutions,” says the CEO of PMM Agency, the Columbus-based marketing, advertising and new media agency. And, like many superheroes, Blackwell has a secret identity. Sort of. While she’s not exactly a stranger to the C-suites of Columbus, “I do seem to be better known nationally than in Columbus,” muses the head of PMM, which has provided services for several well-known brands including Toyota, Walmart, JacksonHewitt and ViacomCBS. Like other superheroes, Blackwell’s origin story also is clouded in a bit of mystery. For example: her age. “Forty-something,” is all she’ll say. PMM? “I don’t say what it stands for, we just

use the initials.” So many possibilities for three letters. And then there’s her father, Ken Blackwell. “He had a brief stint with the Dallas Cowboys,” is all Blackwell initially said about her father, when describing her childhood in Cincinnati. She didn’t divulge he’s “the” Ken Blackwell, the former mayor of the Queen City, former Ohio state treasurer and Ohio secretary of state, and the first African American major party (Republican) candidate for governor. Kind of a big deal. “I can’t even tell you one time she played off her father in any way, shape or form,” says Larry James, a longtime family friend and the managing partner of the Columbus law firm Crabbe Brown & James. “She made sure to earn everything on her own merits, and it’s a double whammy for a Black female—it’s twice as hard to do what she’s done. Her thing

is, let me do this on my own, and she did do it on her own.” Blackwell has done it on her own, and she has remained true to who she is: A Black woman CEO determined to break barriers for herself and her company and to open doors for others. “For me it’s always been, go big or go home,” says the outgoing, confident Blackwell. Along the way, she has developed some strategies that other entrepreneurs might want to latch onto and adopt, such as: Deliver more than you promise; diversify your network; leap out of your comfort zone; and understand the concept Blackwell calls “invited, not included.” She might be writing a business book about these and several other successful strategies, but that’s a bit of a secret, for now. “There aren’t that many people who bring the combination of brains and fun to meetings that Kim does,”

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As for her dad: “I’m very proud of him, but I don’t lead with him.” Another role model was Ross Love, her father’s best friend, whom Kimberly Blackwell calls Uncle Ross. Love was the first African American to be named vice president of advertising at Procter and Gamble, and, for an encore, he created a successful network of radio stations, Blue Chip Broadcasting. Ken Blackwell was an investor. Her parents and Uncle Ross gave Blackwell the confidence to think big and the tools to succeed.

Learning the business

Kimberly Blackwell says, John Lowe, CEO of Jeni’s Splendid Ice Creams. Blackwell served in the Obama and Trump administrations as a member of the National Women’s Business Council (NWBC); was named one of the “Most Powerful Women in Business” by Black Enterprise; has been awarded the PR News’ Top Women in PR, and has been listed in the Ebony Power 100.

Love letters While Blackwell didn’t initially go into detail about her famous father, she bragged hard on her mom, who broke through several barriers. Rosa Blackwell was a teacher who worked her way up the educational administration ladder, eventually being named superintendent of the Cincinnati Public Schools in 2005. “They were truly best friends, and I grew up in a house of love,” Blackwell says of her

I wasn’t building my business to be the best among Black businesses. I was building a company whose work could stand up against anybody. parents. “My dad still writes my mom love letters.” The Blackwell house was filled with love—and a lot of students. “My mom is one of those village moms, one of those teachers who brought her students home with her to make sure they got their work done and weren’t getting into any trouble,” Blackwell says.

After graduating from Syracuse University, Blackwell spent some time as a teacher and briefly thought about medical school. Then she discovered her love of business and eventually went to work for the Columbus Quest in marketing and communications. The team won the American Basketball League’s championship in 1997 and 1998, led by Katie Smith and Tonya Edwards. Blackwell then moved on to Zero Casualties, an urban apparel business, as vice president of marketing and advertising, splitting time between Columbus and New York City. These first two jobs “allowed me to build a strong contact list and create campaigns and product placement and endorsement deals,” she says. Despite these successes, Blackwell wanted more. A lot more. And had a plan.

Side hustle Blackwell incorporated the “secret” PMM initials as far back as 1999. “I was doing some consulting, some brand strategy, execution and planning on the side…my side hustle,” she says. “And people were telling me I was really good at it, and that companies pay big money for this.” A couple years later, in the early 2000s, Blackwell made the leap and went all in with PMM, working from her 600-square-foot apartment the first few years as a sole practitioner. Toyota was one of her first clients, followed by Nationwide, Macy’s and Fifth Third Bank. Blackwell was a marketing consultant for Toyota, hired to write speeches for executives, expand and diversify the company’s supply chain, and to organize events that May 2021 l ColumbusCEO

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Q&A

Kimberly Blackwell is a sought-after national voice, but she still hustles.

You were a member of the National Women’s Business Council that advised presidents Obama and Trump. What did the council do? Our work was about public policy. How do we get more access to capital and contracts and jobs to the womenowned and minority-led businesses? I served for a decade, was the chair of the communications committee, and left two years ago. You stayed on for the first few years of the Trump Administration? I agreed to stay on because the need did not change. PMM is a relatively small firm. Is there another company like yours doing work for such major companies? No, and it took us a long time to develop the reputation that we could compete with the likes of the Saatchi & Saatchi’s of the world. I wasn’t building my business to be the best among Black businesses. I was building a company whose work could stand up against anybody. The pandemic, lockdown and problems with the economy seem to have more seriously impacted Black-owned business around the country. How did you fare? We made it, but a lot didn’t. I feel a sense of responsibility to work with the National Black Chamber of Commerce and the local chambers and local leaders and officials in looking where are the dollars earmarked for the underrepresented business owners, how are we looking at the state contracts and city dollars. We’re still fighting the sense that Black-owned businesses only get considered for the set asides [for minority firms] and not the larger opportunities. What’s next for you and PMM? No matter how big we get, I’m always an entrepreneur; the hustle is real. I never rest on my laurels and never take anything for granted. I always have the understanding that even with existing clints I’ve been doing business with for years, Nationwide and Toyota, I always feel like someone’s chasing me and I need to run a little faster and harder to get ahead and keep thriving.

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would help the automaker reach a more diverse population. For Nationwide, Blackwell “helped them partner in underrepresented segments, with African Americans and Latinx,” she says, adding PMM helped recruit spokespersons from the sports and entertainment worlds, and created national Nationwide tours that promoted financial education, economic empowerment and entrepreneurship to underserved populations. “Kim really worked well with our marketing team as it relates to diversity work,” says Gale King, Nationwide executive vice president and chief administrative officer. “She brings what we’re looking for when we hire an outside partner, which is, do they understand who we’re working with, and she understands the African American space and what we need to be doing in that space.”

Deliver more Reaching out to African Americans and other underserved minority populations is often how Blackwell and PMM first get their foot in the door and into meetings. But once she’s got a toehold, Blackwell really goes to work and utilizes her superpowers. “My thing is to never just meet expectations, but to always exceed them,” Blackwell says. “Always overdeliver.” This strategy was the key to survival in the early days of PMM. “I’m Black, and I’m a woman, and I’m playing in a space dominated by white male [chief marketing officers],” she says. “So, it’s understanding how to seize an opportunity, and the highest form of compliment I can get is when a client says to me, ‘You really delivered, but we had no idea it would be like this.’ ” Blackwell and PMM are frequently hired initially to consult on how a company can reach a more diverse audience. “Welcome to my world,” she says. “We’re often seen as the first responders to the Black box or the brown box.” She’s OK with this because Blackwell is confident she will overdeliver, impress the heck out of the CMO who hired her, get to meet with other C-suiters and have the opportunity to say to CEOs: “What are the things that are keeping you up at night that I can help you with? Maybe I can help.”

This strategy has enabled Blackwell to expand beyond the pigeonhole she was hired for “and now I have leaders saying, ‘PMM can help us with this area too,’ ” she says. Larry James calls what Blackwell is up against “the Black tax. And so, you have to go in and keep your ego in check and then outperform your competition,” he says. “She has done this multiple times.”

Diversify your network “Opportunity does not come in one way, shape or form or person,” Blackwell says. And so, she reaches out to anyone and everyone and serves on several local and national boards to contribute and make connections. “I’ve always been a people person, a good networker and, sometimes, you’re only as strong as your network.” Lowe has become a member of her network, and a friend. “We first met when we were on the Columbus Chamber of Commerce and immediately hit it off and became friends,” says the Jeni’s CEO. “And now, every once in a while, I’ll call and ask for some advice. You don’t have to be around Kim long to realize she can help you in meaningful ways.” James believes the time Blackwell spent on the National Women’s Business Council, getting to know other successful women CEOs from around the country, has been a key to her success. “She did make a lot of connections,” he says. “And, I think she’s a case study of how, when you’re in a small market [like Columbus] with little opportunity, this is how you create and seize and take advantage of these opportunities when you have them.”

Invited, not included Meetings are the key to success, right? Blackwell has a different interpretation: “I’ve come to learn that often the meeting before the meeting [that you weren’t invited to] is where a lot of the decisions are made. And, then there’s often a pre-call before the meeting before the meeting, so, you need to figure out where you fit into this value table.” To do this, Blackwell says, you must take advantage of the invitation to the

PMM Agency

1301 Dublin Road, Columbus 43215 experiencepmm.com Business: Marketing, advertising and new

media agency

Founded: 1999 CEO: Kimberly Blackwell Employees: 30 Revenue: Would not disclose

meeting after the pre-meeting. “Start asking questions, not to be combative, but to develop a reputation and so people will develop an appreciation for how you think. This happens over time, it’s a journey, you have to be patient and you need mentors and champions to help you navigate the politics involved.”

Be your brand Like it or not, Blackwell says, everyone is their own brand these days, so you might as well embrace this fact. Her brand is to be (1) bold, brilliant and decisive; (2) overdeliver and impress; and then (3) take on new tasks for a client, and then repeat steps 1 and 2 over and over again. Blackwell has 40,000 Instagram followers. Her posts feature her accomplishments, photos with famous friends, and more than a little glamour. This woman knows how to dress, and she can even make a mask look stylish.

One of a kind Blackwell says there are still times when she’s in a meeting, serving as a member of a board or committee, or making a presentation on behalf of PMM, and feels “like a unicorn.” “It can’t just be the diverse leading the diverse,” she says of the lack of people of color and women in positions of power. “We have to unlearn all this and reimagine the way we do business. How do we get more women and minorities to the table? That’s why I’m on these boards, that’s why I was on the National Women’s Business Council. To prime the pump, to look for younger and different Kimberly Blackwells, and create a pipeline, create solutions.” Steve Wartenberg is a freelance writer. May 2021 l ColumbusCEO

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Tech talk By Cynthia Bent Findlay

Tandem co-founders, from left, McKenzie Kennelly, Olivia Weinstock and Natalie Amling.

Cracking the babysitter problem A new platform, Tandem, aims to match parents with sitters for free.

trio of young entrepreneurs is taking a very old business—babysitting—high tech. Olivia Weinstock has been in the child care business since she was a tween. She and friends ran summer camps for 100 kids in her back yard, and she never stopped nannying and babysitting from there. In her junior year at the University of Michigan, Weinstock says she began making referrals and connections

629 N. High St., Floor 6 Columbus 43215 join-tandem.com Business: Child care connection platform CEO and co-founder: Olivia Weinstock Investment to date: Would not disclose

between families and caregivers, and she saw a need in the marketplace. Clients who had venture capital connections agreed with her, and Weinstock began to build Tandem. Both families and sitters want to know that they’re walking into a reliable, vetted, appropriate partnership, she says. And with her co-founders, Natalie Amling and McKenzie Kennelly, the trio began to automate that matchmaking online. Tandem launched in January 2020. The service is free for sitters and families. Other platforms match families with caregivers on a paid basis, and those paying members often leave once those connections are made. But when a parent books a sitter through Tandem, they pay the sitter through Tandem, which sets up an account for the sitter and creates a checking account for that caregiver who can then save, spend money from the Tandem account (they’re issued a debit card) or transfer money to their own regular bank accounts. Tandem makes a small fee on those financial transactions. Tandem can also capture those long-term relationships because both sides have incentive to stay connected as Tandem is free to them and makes payment and record-keeping easy and hassle-free. Families use Tandem to find everything from homework helpers for a few hours after school and occasional evening sitters to full-time nannies. While volume is the ultimate goal to achieve significant revenue,

Pride Fund launches tour show Columbus-based Pride Fund is getting a shot at the bright lights. Loud Capital’s LGBTQ+ focused fund hit the road in March and April to create a streaming show featuring some of the Pride Fund’s entrepreneurs and businesses. First stops included Cleveland, Austin, Los Angeles, San Francisco and Seattle. The show, The Words of Pride Tour, is being produced by and will stream starting the first week of July on LGBTQ+ media streaming platform Revry. Stops in more cities are planned throughout 2021. Revry, which closed its seed round in February, says it’s the world’s first global LGBTQ+ TV and streaming network, and is available in more than 250 million households and devices in more than 130 countries. The $10M Pride Fund, founded to focus on LGBTQ+ entrepreneurs, is one of those seed investors. Weinstock says the current challenge is to attract a critical mass of reliable caregivers, so Tandem is taking the time to refine the platform and ensure quality over quantity. Weinstock says the pandemic initially was a challenge as jobs for nannies and date nights dried up, but since this summer the demand for daytime caregiving has surged; as of the beginning of April Tandem has around 2,000 providers and about 1,000 families on board, with about half looking for longer term care and half for occasional sitting. Tandem also has informally partnered with Beam Dental, Pelotonia and OhioHealth to offer their service to employees as a resource to help them find child care, though those employers don’t subsidize the service. Possibilities for expansion seem boundless. Weinstock says the team has its eye on expanding geographically in a very controlled fashion, and also into other industries – pet sitting, home health care, even other hourly paid service work. Cynthia Bent Findlay is a freelance writer.

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briefing By Jess Deyo + Photo by rob hardin

Hilltop sustainable living shop expands to four cities

Adria Hall

arth Day 2020—that’s when Adria Hall and Jamie Fairman had hoped to have a grand opening for Koko, their new sustainable living shop. However COVID-19 had other plans. The business at 15 N. Westmoor Ave. in Hilltop sells everything needed to switch to a green lifestyle, from dish soap blocks to four-in-one shower bars to reusable food bags and a fully stocked refillery to prevent single-use bottle waste. The idea for Koko started with just a few products on the walls of plant shop Forage, the company’s sister store founded by Fairman in 2016. While the pandemic was a major roadblock for many small businesses, Hall saw some perks, she says. The sense of community was stronger than ever, and while the store didn’t physically open in April as planned, the owners found new ways to attract business.

“I don’t necessarily regret that time in our business or resent it because we did a lot of very cool things during that time that I think really built Koko to be what it is today,” Hall says. Some of those cool things included launching an e-commerce site, something not in the original business plan. Hall also utilized Instagram for marketing and educational purposes, something that continues to drive business, she says. Koko’s doors opened in July.

Despite the challenges, Koko has already expanded to include shops in Cincinnati, and Lexington and Louisville, Kentucky. The company was able to bring in additional help in August 2020 and now has 21 employees, each with the goal of spreading knowledge about all things sustainability, Hall says. “It’s very experiential, it’s a process. We’re there to help guide people into what could be a new experience for them. Sustainability should be approachable and it should be fun.”

File/ColumbusCEO/Tim Johnson

City Year executive takes on new role City Year Columbus’ executive director Tasha Booker is stepping down to take a new role as senior vice president for external engagement on the national level for City Year Inc. She is set to start June 1. Booker has served on the Columbus team for nearly seven years, working to position the nonprofit as a strategic partner within the city’s educational system. In her new role, she will work to strengthen the organiza-

tion’s brand across the 29 cities it serves. Booker accepted the role for the opportunity to bridge her background in marketing and community communications with her love of philanthropy and nonprofit work. The position is remote, allowing her to continue living in Columbus. In the new position, Booker’s vision is to focus less on the challenge the public school system faces from the pandem-

ic, and more on the solutions, she says. “Our communities and culture may look different from city to city, but we’re all faced with similar challenges and City Year wants to be a part of the solution and recovery from this pandemic.” City Year Columbus’ chief of staff Adero Robinson will serve as interim executive director while a national search is conducted to find Booker’s successor. May 2021 l ColumbusCEO

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spotlight By Virginia Brown + Photo by Rob Hardin

Small Business

New family business Kelly Hondros and Corey Poches bring seed-to-sale CBD products to central Ohio.

housands of green plants covered in narrow, sawtoothed leaves grow in long rows along 6 acres on a rural Ohio farm. Row after row, the hemp plants stretch upward, each about four feet tall on this Centerville land. Just a year ago, the farm would have been illegal, but today it’s a critical element of Kelly Hondros and Corey Poches, co-founders of Motive CBD, a locally grown and processed CBD product line. They launched the Motive CBD brand, first outsourcing hemp before it was legal to grow in Ohio. A law passed in 2019 made growing

“[Growing hemp] was a natural entrepreneurial step for us. We had organic land to grow on and we had a lot of interest in this new crop.” Kelly Hondros, co-founder, Motive CBD

Motive CBD 170 N. Sunbury Road, Westerville 43081 Trymotivewellness.com Business: Seed-to-sale hemp-derived CBD retailer Co-founders: Kelly Hondros, Corey Poches Employees: 7 Revenue: Would not disclose

Corey Poches and Kelly Hondros hemp in Ohio legal. The Hondros family behind the Westerville-based business and nursing colleges long has been in the farming business. Hondros’ Greek ancestors harvested grapes for wine, and more recent generations have grown two Midwestern juggernaut crops, corn and soybeans. Then, in 2018, Hondros’ parents dove into the medical marijuana business. “[Growing hemp] was a natural entrepreneurial step for us,” says Hondros, who married Poches in 2018. “We had organic land to grow on and we had a lot of interest in this new crop.” Now they can support the Motive line, seed to sale. “Growing our own hemp means that we are producing CDB that goes into our products,” says Poches. One of the fastest growing plants, hemp has been spun into fibers for centuries. Other uses have included biodegradable plastics, insulation, biofuel and animal feed.

But producing hemp, the couple is learning, takes a bit of patience. Hondros, who attended Ohio State University and then earned her law degree at Capital University Law School, grew up around farming but never did the farming herself. That was for the older generation. “Because the plant hasn’t been grown in so long within the state of Ohio, we’re discovering new things all the time,” Hondros says. “How it reacts to the soil, what we can and can’t use,” she added. “It’s really cool, because the plant will tell you what is wrong with it. But there could be 10 different reasons for yellowing on the inner canopy, or why the leaves are curling.” The Ohio Department of Agriculture has also helped them with growing tips, and they’ve turned to industry leaders. “We’ve traveled around the world,” says Poches. “The industry is very arms-wideopen and welcoming and big on sharing information.”

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CBD, or cannabidiol, is a compound derived from hemp, with only trace (less than 0.3%) tetrahydrocannabinol, or THC, the marijuana compound with psychoactive effects. “The plants look the same and smell the same, but it’s not the same chemical makeup,” Hondros says. Especially because of the negative connotations and stigma that CBD produces, transparency is a key component of the business. “We are growing the plants, so we’re able to showcase a certificate of analysis that really sells a couple of big things—lack of herbicides and pesticides and other residual solvents and metals that people don’t want to put in the body,” Poches says. “We want to make sure that none of that comes through products.” Hemp-derived CBD products can be applied to the skin or eaten. Motive CBD products include tinctures, mints, infused toothpicks, capsules and creams. A 30-count bottle of CBD fruit chews sells for $49.99. The products are known to help ease anxiety, among other potential health benefits. “I’m go, go, go,” Poches says. “I wake up at 6 a.m. and am sending my first email by 6:01. The fruit has helped me to be more even-keel and less anxious throughout the day.” After a workout, he also uses the sports cream. “It’s by far our most popular product,” he says. Retailers include outdoor shops and running stores, golf pro shops, salons and spas, including online retailer Zulily. Motive CBD also has a storefront off Sunbury Road in Westerville, where employees can share information and answer customer questions. Hemp-derived CBD products are expected to grow nearly 30 percent by 2022. In 2018, they made up a $390 million market. That number is expected to reach $1.3 billion by 2022, reports the Hemp Business Journal. Dog treats are another revenue stream. Proponents say CBD’s antiinflammatory elements can address anxiety, skin conditions and seizures. The couple’s chocolate lab, Matey, is also part of the family business. “It’s a 6-acre farm, so she covers miles of walking,” Hondros says. “She loves the dog treats. She’s so active, and it helps with her inflammation.”

Who’s moving and shaking this Week? Find out when you become a Columbus Ceo insider sign-up today at ColumbusCeo.com

Virginia Brown is a freelance writer. May 2021 l ColumbusCEO

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spotlight By Laura Newpoff + Photo by rob hardin

Nonprofit

Steady in crisis How the Ohio Restaurant Association helped the industry stay afloat during COVID-19.

or many people in central Ohio, the realization that life was about to change because of an emerging coronavirus pandemic set in at the beginning of March 2020. That’s when the Arnold Sports Festival—one of the state’s most prestigious events—canceled its convention and barred spectators from attending competitions. At the time, Gov. Mike DeWine said new guidance from the Centers for Disease

“I said one thing we’ve got to do, governor: Leave takeout, pickup window and delivery open. We were able to do that. That changed everything for the industry.” John Barker, CEO, Ohio Restaurant Association

Ohio Restaurant Association

100 E. Campus View Blvd., Suite 150 Columbus 43235 ohiorestaurant.org Mission: To serve members by advancing and

protecting Ohio’s restaurant, food service and hospitality industries.

CEO: John Barker Employees: 14 Revenue: Less than $5 million

John Barker Control on large public gatherings prompted the decision. That dramatic announcement prepared John Barker for a phone call that would come less than two weeks later. On Sunday morning, March 15, Gov. Mike DeWine and Lieutenant Gov. Jon Husted were on the line, and they wanted to speak with the Ohio Restaurant Association chief about slowing the spread of the disease. There would be about 10 such calls that day. Barker understood where the state leaders were coming from when they said they wanted to close places where large numbers of people could gather. But he felt compelled to point something out. Most of U.S. food spending goes through restaurants. To shut them down completely not only

would cause the industry enormous harm, it would put incredible strain on grocery stores to fill that void. “I said one thing we’ve got to do, governor: Leave takeout, pickup window and delivery open,” Barker recalls telling DeWine. “We were able to do that. That changed everything for the industry.” Later that day, DeWine announced the closure of all Ohio bars and restaurants to in-house patrons effective at 9 p.m. Restaurants were permitted to continue those other services, just as Barker suggested. That decision and a reopening in May saved an unknown number of restaurants that otherwise would have closed, Barker says. Since the beginning of the pandemic, he thinks about 20 percent of bars and restaurants have

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been shuttered in Ohio. Barker joined the association in 2015 after a long career at Wendy’s Co., where he led investor relations, government relations and crisis management. That experience helped him reset the nonprofit in the early days of the pandemic into “crisis management mode.” He and his team worked every day of the week to get information to members, poll restaurant operators; perform consumer research; help members with government funding programs like the Paycheck Protection Act; and stay in constant contact with government officials to advocate for the industry. That advocacy included a drinks-to-go initiative that became a permanent rule allowing bars and restaurants to sell to-go cocktails. “This was unlike anything any of us had experienced before,” says Sheila Trautner, association board chair and president of Taste Hospitality Group. “Do you furlough team members? When you’re able to reopen, do you reopen every day? How much staff do you bring back?” The organization was most impactful, she says, in helping owners make those types of decisions. While Barker can chalk up successes during the crisis, he knows businesses have failed through no fault of their own, revenue has declined, job losses are well into six figures, and hiring troubles persist. And while vaccines are rolling out and there’s optimism about pent-up demand for restaurants, the association’s work still is acutely important to one of the hardest-hit sectors of the economy. That’s why an employee relief fund that has raised more than $500,000 and given grants to more than 1,000 individuals will continue into the foreseeable future. So will the confidence campaigns like the current “Take Your Bubble Out To Eat.” Gary Callicoat, founder of Rusty Bucket and association board member, says Barker’s leadership has been exemplary throughout the crisis. “He has just transformed our whole organization,” Callicoat says. “Really from zero to hero. He’s made the Ohio Restaurant Association something that you need to have versus something you might think about.”

Subscribe to Subscribe or renew your annual subscription to Columbus Monthly for $18. Go to columbusmonthly.com or call 877-688-8009.

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Laura Newpoff is a freelance writer. March May 2021 2019 l ColumbusCEO

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spotlight By Brittany Moseley + Photo by rob hardin

Emerging Business

Building clean optimism In her latest venture, Denise Ransom revisits her roots.

enise Ransom has walked through a lot of buildings. As a child, she followed her father Leon Ransom through the buildings he designed. Ransom was a well-known Columbus architect responsible for many local buildings, including the Christopher Inn, Ohio State University East Hospital and the Martin Luther King Branch of the Columbus Metropolitan Library.

“There are very few companies, I would say almost nationwide, that focus primarily on construction final cleaning.” Denise Ransom, founder, Elite National Building Services

Elite National Building Services elite-national.com Business: Commercial cleaning firm specializing in post or final construction cleanup. Founder: Denise Ransom Employees: 14 Revenue: Would not disclose

Denise Ransom Although her father died at age 42 when Ransom was 15, she remembers the lessons he taught her about building design. They are lessons she applies today to her business, Elite National Building Services, a commercial cleaning firm. “One of his things, and I remember this distinctly from walking Martin Luther King library with him, he said ... the building was designed to make it easy to clean,” Ransom recalls. “That stuck with me, as I see some of the buildings now.” As a student at Ohio University in the 1970s, Ransom remembers being told that a person would have five careers before they finished their working days. Ransom has had at least three, she says. After graduating with a degree in journalism, Ransom moved to the Bay Area and worked in media for several years. In 1984 she and a partner started a building services company that primarily did contracts for the federal government. “I did that for 14 years, and it provided me the skill set to bid on service trades—everything from landscaping to facility management,” she says. “And in some cases, you had to do construction cleaning.” After that, she worked for

SourceAmerica, a nonprofit that connects people with disabilities to employment. Then, in 2012, Ransom came back to Columbus and decided to launch her next venture: Elite National Building Services. “I was coming home, but I was a stranger,” she says. “I didn’t know people, and I didn’t know my customer base, which was general contractors.” So she marketed herself, falling back on the public relations skills she learned as a journalist. She attended networking events and utilized resources from the Economic and Community Development Institute, including the Capital for Construction program, which provides low-interest loans to minority-owned construction contracting businesses. “This is a niche business,” Ransom says. “It wasn’t that I was just starting a cleaning business or some kind of consulting business. There are very few companies that focus primarily on construction final cleaning.” When asked about working with Ransom at ECDI, Jesse Mark, a program and relationship manager for the organization, quips, “Denise Ransom for president.” “I really think she’s an outstanding individual,” Mark continues. “Her

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Beginning May 10, watch + vote for Columbus’ most and scalable programs on a virtual stage. Philanthropitch is a social impact fast pitch competition that of your comunities toughest problems. Presented by American Electric Power Foundation

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business has grown probably two, three fold since the time that we’ve been working with her. She’s openminded. A lot of entrepreneurs have an open mind at the beginning, but they kind of get laser focused and figure I know how to do it the right way. But she never put on those airs. She’s always willing to learn.” She’s also always willing to help someone starting out in the business. Real estate developer DeMond Chambliss met Ransom through ECDI and later hired her company for several of his jobs. He was impressed by her knowledge of her field and her straightforward personality. Today, he counts her as a friend and often goes to her for advice. He has also referred others interested in getting into commercial cleaning to Ransom. “Denise is like, listen, there is enough work for us. I’m not scared of the competition. She always would say this,” Chambliss says. “To welcome young people getting into this, it is rare. A lot of people think they have the secret sauce. They don’t want to share with you. But she has made it very clear there is enough business.” Brittany Moseley is associate editor for Columbus Monthly.

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what % of US adults say they read magazines in the last 6 months?

This includes 95% of those under 35 and 95% of those under 25.

228.7

MILLION THAT’S AN INCREASE OF 18 MILLION SINCE 2012. (MRI-Simmons, Fall 2012-2019)

THE MAGAZINE ROAS OF $6.51 WAS DOUBLE THAT OF THE TV ROAS OF $3.23, AND MORE THAN DOUBLE OF THE DIGITAL ROAS OF $2.43. (NCSolutions 2005-Q12019)

(MRI-Simmons, Fall 2019)

HOW MANY ADULTS AGES 18+ READ MAGAZINES?

when advertisers were asked which medium offers the highest ROAS, which was the highest overall?

THE PRINT MAGAZINE INDUSTRY IS GROWING 139 new print magazine brands with a frequency of quarterly or greater were introduced in 2019 (Samir “Mr. Magazine” ™ Husani Monitor 2020)

PRINT READERS

REMEMBER MORE.

MAGAZINES REACH PREMIUM AUDIENCES IN HIGH-INCOME HOUSEHOLDS*

At a greater rate than newspapers, internet, radio or TV * Household income $250K+ (MRI-Simmons, Fall 2019)

compared to top tech sites MAGAZINES outperform reaching

WOMEN AGES 18+ (MRI Media Fusion)

PRINT STIMULATES EMOTIONS AND DESIRES PRINT IS PREFERRED BY THE MAJORITY (EVEN MILLENNIALS) PRINT READERS EXPERIENCE MORE FOCUSED ATTENTION AND LESS DISTRACTION, WHICH DRIVES SENSORY INVOLVEMENT CONTRIBUTING TO GREATER READER IMPACT, COMPREHENSION AND RECALL. (MPA, Scott McDonald, Ph.D. Nomas Research)

For advertising information call Columbus CEO at 614-540-8900 or email advertise@columbusceo.com. For your complimentary subscription to Columbus CEO visit columbusceo.com.

018-020_Spotlight_EmergingBusiness.indd 20

Information provided by

4/22/21 3:41 PM

Grow forth with change Ranking as a Top Workplace amidst a global crisis may say more than ever before.

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Workplace! p To a s u g n ti vo r fo s u b m Thank you Colu

We help inspire workspaces to empower your employees and allow your culture to thrive! Furniture • Flooring • Storage

614.430.0020 • www.kbiinc.com 1400 Goodale Blvd., Suite 102 Columbus, Ohio 43212

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Large Employer

Contents

12 Lower

Open communication is critical to building authentic culture. Midsize Employer

02 Methodology

bout the employee survey A process for identifying Top Workplaces.

04 Top Workplaces

2020

S ome 77 companies are seen as top-notch by their employees. Awards were presented in small, medium and large categories.

The Ricart team Photo courtesy Ricart

Secrets to success Workplaces that have ranked on the list for years share how they keep employees engaged, productive and happy year in and year out.

06 Special Awards

xtra recognition for E companies excelling around themes of leadership, values, training, flexibility, communication, benefits and more.

14 Northwestern Mutual Affinity groups support new hires. Small Employer

16 Gathi Analytics Staying connected is key to a close-knit team. Special Award Spotlight

19 Homewatch CareGivers: Meaningfulness 21 Lake Shore Cryotronics:Work/life flex 23 Richwood Banking: Leadership

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About the Top Workplaces Survey Methodology

urvey feedback from employees is the sole basis for determining Top Workplaces. And that feedback serves as the ultimate test of how employers are responding in the age of COVID. This marks the ninth year Columbus CEO has partnered with Philadelphiabased Energage to rank the Top Workplaces in the Columbus metro area. The foundation of the program is a scientific survey of employees who rate their workplace culture.

Join the Twitter conversation on Top Workplaces at #CEOWork.

“In times of great change, it is more important than ever to maintain a connection among employees,” says Eric Rubino, Energage CEO. “When you give your employees a voice, you come together to navigate challenges and shape your path forward based on real-time insights into what works best for your organization.” Surveying began last July, when Columbus CEO started running news articles and promotions to welcome nominations for Top Workplaces consideration. In all, 1,172 employers in the region were invited to have their employees take the survey. Any organization was eligible to participate, provided it had at least 50 employees in the region. Employers could be public, private, nonprofit or governmental. There is no cost to enter the Top Workplaces program. Combined, the companies surveyed for the 2021 program employed 30,294 people in the Columbus metro area. Of employees who received questionnaires, 17,433 responded, either on paper or online. This year, 77 employers earned

recognition as Top Workplaces. The employee engagement survey of 24 questions gathers responses regarding issues relating to workplace culture: • Alignment – where the company is headed, its values, cooperation, effective meetings • Coaching – managers care about concerns, are helpful, encourage employee development • Connection – employees feel appreciated, work is meaningful, working at full potential, feel informed • Engagement – productivity, retention, recruiting • Leadership – confidence in company leaders • Performance – execution, openmindedness, innovation, clued-in leadership • The Basics – pay, benefits, work/life flexibility, training, expectations Want your organization to participate in the 2022 program? Just go to columbusceo.com/nominate.

Bob Helbig, Energage

Congratulations to BDO’s Columbus office for being named a 2021 Top Workplace by Columbus CEO. At BDO, we believe in helping people thrive, every day. That core purpose extends to both the clients and businesses we serve, as well as the people we work with. At BDO, we make it a priority to offer mentorship, flexibility, and opportunities to grow and develop as a professional – today, tomorrow, and for an entire career. Because when our own people thrive, they can help make sure our clients do, too. Mike Voinovich, Office Managing Partner 614-573-7786 / mvoinovich@bdo.com www.bdo.com © 2021 BDO USA, LLP. All rights reserved.

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T TT

2018

2019

2020

2021

Team LOTH, We made it through one of the most challenging years in recent history! Together we persevered by staying creative in our communications and solutions, leveraging new tools as a team, and embracing new digital ways to maintain our strong culture. Thank you for all you do and cheers to another successful year!

LOTH Grandview Work Studio | www.lothinc.com

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These 77 organizations are 2021 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 2020.

Large organizations (350 or more employees) Rank

Company

Founded

Ownership

Sector

City

Lower.com

Employees

2018

Private

Mortgage lender

New Albany

Grange Insurance

1935

Coop/Mutual

Property and casualty insurance

Columbus

1261

Ricart Automotive

1953

Private

Auto dealership

Columbus

503

DHL Supply Chain

1969

Public

Logistics

Westerville

685

George J. Igel & Co.

1911

Private

Construction

Columbus

544

Kenneth’s Hair Salons and Day Spas

1977

Partnership

Personal care

Columbus

355

Keller Williams Realty of Central Ohio

2002

Private

Agents/brokers

Columbus

1161

Worthington Industries

1955

Public

Metal products

Columbus

1648

Cardinal Health

1971

Public

Healthcare

Dublin

4410

Fifth Third Bank

1858

Public

Financial services

Cincinnati

Discover

1986

Public

Credit and finance

Riverwoods, IL

Summit Home Care

2006

Private

Specialty home healthcare services

Columbus

380

Kimball Midwest

1923

Private

Wholesale distribution

Columbus

501

Aldi

1976

Coop/Mutual

Retail

Naperville, IL

652

Roush Auto Group

1965

Coop/Mutual

Auto dealership

Westerville

409

854

440 2241

Midsize organizations (125 to 349 employees) Rank

Company

Founded

Ownership

Sector

City

Employees

Northwestern Mutual – Columbus

1857

Coop/Mutual

Financial advisers

Milwaukee, WI

160

RevLocal

2010

Private

Advertising and marketing

Granville

251

Syntero

1978

Nonprofit

Behavioral healthcare

Dublin

172

Insight, Digital Innovation

1988

Public

Professional services consulting firm

Tempe, AZ

130

Lake Shore Cryotronics

1968

Private

Electronics/computers

Westerville

197

Richwood Banking Co.

1867

Public

Community bank

Richwood

183

Panda Restaurant Group

1973

Private

Restaurant

Rosemead, CA

144

SS Bendure - Hartwig

2007

Public

Life insurance

Columbus

164

HMB (now part of CGI)

1995

Private

Business & technology consulting firm

Westerville

205

Kemba Financial Credit Union

1933

Coop/Mutual

Financial services/insurance

Gahanna

256

Elford

1910

Private

Building construction

Columbus

304

Greif

1877

Public

Industrial packaging

Delaware

284

Total Quality Logistics

1997

Private

Third party logistics

Cincinnati

139

Friendship Village Columbus/Westerwood

1978

Nonprofit

Senior living

Columbus

199

IHA Family of Urgent Cares

1987

Private

Urgent care

Westerville

158

North Community Counseling

1968

Public

Behavioral health

Columbus

140

KPMG

1953

Private

Accounting

Columbus

251

Hamilton Local School District

1842

Public

Primary / secondary school

Columbus

312

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Madison Health

1962

Private

Hospitals

London

335

BDO USA

1910

Partnership

Certified public accountants

Chicago, IL

146

T-Cetra

2007

Private

Wireless communication

Dublin

134

Romanoff Group

1981

Private

Electrical

Gahanna

329

Lindsay Automotive (Honda/Acura)

1973

Private

Auto dealership

Columbus

244

Friendship Village Of Dublin Ohio

1981

Nonprofit

Healthcare - senior living

Dublin

295

Dasco Home Medical Equipment

1987

Private

Durable medical equipment

Westerville

160

CGI

1976

Public

IT consulting

Fairfax, VA

280

Bridgeway Academy

2005

Nonprofit

Special education & therapy center

Columbus

216

MSC Industrial Supply Co.

1941

Public

Warehousing and distribution

Melville, NY

153

AC Lens

1995

Public

Health & personal care

Columbus

201

Small organizations (124 or fewer employees) Rank

Company

Founded

Ownership

Sector

City

Employees

Gathi Analytics

2017

Private

Managed services & outsourcing

Dublin

Fairway Independent Mortgage

1996

Private

Mortgage lending

Madison, WI

Leading Edje

2007

Private

Software development & consulting

Columbus

Durable Slate Co.

1986

Private

Slate roofing, masonry

Columbus

ERPA

1999

Private

IT services

Dublin

Homewatch CareGivers

2003

Private

Home healthcare services

Columbus

Manifest Solutions

1994

Private

Managed services & outsourcing

Columbus

105

Advanced Engineering Consultants

1998

Private

Engineering

Columbus

Revolution Group

1995

Private

Technology services

Westerville

Quality Supply Chain Co-op

2010

Coop/Mutual

Professional services

Dublin

Loth

1891

Private

Workplace furniture and services

Cincinnati

Agility Partners

2016

Private

Staffing - services

Columbus

Union Home Mortgage

1970

Private

Mortgage lending

Strongsville

Dawson

1946

Private

Staffing

Columbus

Setterlin Building Co.

1935

Private

General contractor

Columbus

Dynamix, a Veregy Co.

1997

Private

Building construction

Columbus

Diamond Hill Capital Management

2000

Public

Investment management

Columbus

115

Orthopedic Foot & Ankle Center

1998

Private

Orthopedic and podiatric surgeons

Worthington

United Schools Network

2008

Nonprofit

Education

Columbus

107

Northwoods

1999

Private

Software development & consulting

Dublin

124

Air Force One

1984

Private

HVAC mechanical contractor

Dublin

Premier Allergy & Asthma

2011

Private

Allergy & asthma

Dublin

King Business Interiors

1998

Private

Commercial flooring and furniture

Columbus

Silco Fire & Security

1959

Private

Fire protection and security

Cincinnati

The Eco Plumbers

2007

Private

Plumbing

Hilliard

Del-Co Water Co.

1969

Nonprofit

Water

Delaware

Abitec Corporation

1960

Parent Co.

Ingredient manufacturer

Columbus

Jorgensen Farms

2002

Private

Organic farm and event venue

Westerville

First Federal Savings & Loan Association

1934

Private

Mortgage lending

Newark

Fusion Alliance

1991

Private

Technology consulting

Indianapolis, IN

104

WesBanco Bank

1870

Public

Regional bank

Wheeling, WV

105

Colliers International

2007

Private

Commercial real estate

Columbus

123

Continental Building Co.

1984

Private

Construction

Columbus

* Gathi Analytics has hired since the survey data was initially gathered.

TopWorkplaces2021.indd 5

125*

108

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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 disagree.

New Ideas

Clued

New ideas are encouraged at this company.

Senior managers understand what is really happening at this company.

Gathi Analytics

DHL Supply Chain

Doers

Communication

At this company, we do things efficiently and well.

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

Durable Slate

Grange Insurance

Leadership

Work/Life Flexibility

Meaningfulness

I have confidence in the leader of this company.

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

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

Lake Shore Cryotronics

Homewatch CareGivers

Appreciation

Benefits

I feel genuinely appreciated at this company.

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

Northwestern Mutual — Columbus

Diamond Hill Capital Management

Dan Snyder

Large

Lower.com Midsize

Chad Hoffman Richwood Banking

Small

Joelle Brock Leading Edje

Values

Training

Managers

This company operates by strong values.

I get the formal training I want for my career.

My manager helps me learn and grow.

Ricart Automotive

Total Quality Logistics

My manager makes it easier to do my job well.

Appreciation

Direction

My manager cares about my concerns.

I feel genuinely appreciated at this company.

I believe this company is going in the right direction.

Syntero

Northwestern Mutual — Columbus

RevLocal

Proud to be a top workplace. At Grange, we know that it’s our people who make us great. We’ve built an inclusive and caring culture that values and invests in every associate. Together, we’ve created a truly special place to work.

See what makes us great at: grangeinsurance.com

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Secrets to success

These three companies have ranked on our list for years—here’s why.

By Jess Deyo

o be named a Top Workplace is no overnight feat. Instead, it takes time and true dedication to creating an environment that a team can truly thrive in, and for nearly a decade, these three companies have adjusted, listened and grown to continuously meet and exceed expectations. Ricart Automotive has placed as a Top Workplace for nine years, but president Rick Ricart is the first to admit the road wasn’t always smooth. Just over a decade ago, the company faced the challenge of redemption, not only for

customers, but for the team. Ricart credits his understanding of the company to his father and uncle, who started him at Ricart Auto at the very bottom of the totem pole. In a period called “the gauntlet,” Ricart jokes, he was required to work more hours than any other team member and pull the best numbers, with little credit. For the eight years he worked alongside other employees, he valued the authentic feedback he would get from customers. Still, he recalls feeling shocked when a 2010 Nissan survey revealed that while Ricart Auto was the closest Nissan

“We knew we had to do something on a monumental change to redirect the entire culture of the company.” Rick Ricart, president, Ricart Automotive

dealer to many, they still wouldn’t choose to give the company their service—67 percent credited this to poor reputation or past experience. “We knew we had to do something on a monumental change to redirect the entire culture of the company,” Ricart says. Soon after, Ford Motor Co. unveiled the “customer experience movement,” which included a survey for employees to assess the quality of the workplace. Something like that would usually have been overlooked by Ricart Auto, Ricart says, but the company decided to survey over 500 employees on how they felt about management. The feedback was less than ideal. The need for change at this point was unquestionable, and it started first with having the humility to look in the mirror and admit there was room to improve. Because the team spent such a long time working at the company, it was crucial to make it known that they are family, Ricart says. Ricart recalls the dealer’s founder, Paul Ricart Sr., was famous for saying: “You take care of your employees, your customers and vendors—in that order.” Channeling that energy, Ricart first notes that the team began to stick up for employees more, understanding that sometimes, the customer may not be right. Next in the series of changes was the switch to hourly pay versus commission, a rare model for a car dealership.

Staff is “more than advocates. They’re more than just ambassadors of our brand. They truly are family,” Rick Ricart says.

Photo courtesy RICART

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Photos courtesy S-S BENDURE HARTWIG

The S-S Bendure Hartwig team

Regardless of the day an employee had, it is fundamental that they still get paid, Ricart says. Under the new system, after 18 months team members can switch to commission if they choose. The schedule also changed to allow employees four days on and three days off. A weekend free each month became a promise. More advances in workplace culture followed, including a dedicated “Rules of the road” guidebook, and just two years later, Ricart Auto placed as a Top Workplace, a title it has held ever since. This is the highest honor for Ricart, for whom the team is the top priority. “Our staff is more than advocates. They’re more than just ambassadors of our brand,” he says. “They truly are family. And they take pride in that, they take pride in telling their family.” With good seed in fertile ground, there will be growth. That’s how Jim Surace, owner of the S-S Bendure Hartwig insurance agency, describes not only the company, but the staff, who have nominated the agency eight years consecutively as a Top Workplace. Goodness starts from the inside out, and the workplace reflects that belief, he says. It wasn’t in Surace’s plan to work in life insurance, but rather a calling from God, he says. Prior, he worked in real estate. It was 1983 when he started working for McKinney, Texas-based American Income

“It’s not just all about making the money. To us, money is more a symptom of a better mission, which is to serve people.” Jim Surace Owner, S-S Bendure Hartwig Life Insurance Co., and within two years, he became the agency owner for what is today known as S-S Bendure Hartwig. In 2006, Surace brought on Marcus Smith as a partner. In 2018, Pat Bendure and Dan Hartwig joined the two. Each partner brought a strong work ethic, Surace says, and as employees first, they had an opportunity to learn about the company’s top values: mind, body and spirit. Those three values are seen in all facets of the company. Employees, or “business athletes,” as Surace calls them, commonly carry with them a competitive nature, nurtured by sports or other activities. The competitive drive they offer is a gift that can be adapted perfectly for the business setting, and the team teaches them how to market themselves both on and off the clock. Surace and the executive team also

work to ingrain a service mentality in team members. S-S Bendure Hartwig is one of few insurance agencies that still offer in-home consultations, and to take that personalized service further, the team is raised to have a serve, not sell, approach that many lack. “It’s not just all about making the money,” Surace says. “To us, money is more a symptom of a better mission, which is to serve people.” With a focus on the spiritual side, Surace also offers a monthly meeting designed to relate life lessons to the Bible to help his team understand their personal journey. While voluntary, about 80 percent of the staff attends, he says. For partner Bendure, maintaining the mind, body, spirit concept is a must. The team is like family, and that status is achieved by always making himself available to the nearly 130 employees, Top Workplaces 2021 l ColumbusCEO

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something many executives forget to do, he says. After nearly four decades with the company, Surace spends most of his time mentoring his staff and working to ensure they are becoming their best selves—dedication he believes contributes to the company’s status. “I know that if our people are standing on solid ground, if they’re pouring into their mind and they’re keeping healthy,” Surace says. “If they’re spiritually in a good place, they’re more undaunted by those things life will throw at them and don’t succumb to the valleys of life.” There’s no denying that COVID-19 has ushered in hardship and new operations for many businesses. However, for RevLocal CEO Marc Hawk, the virus also brought something good for the digital marketing company. Despite a pandemic year, the company placed as a Top Workplace for its seventh consecutive year. The company’s Granville headquarters was filled with a high-energy, inviting culture before COVID-19, and while the office remains largely unoccupied today, the energy has not shifted. Instead, the

Amber Walton speaks during RevLocal’s “Prime Time Live” monthly meeting. Photo by ROB HARDIN

team has adapted and come together in a new way. “COVID has become a high point for us because it became a fire that we all had to walk through together,” Hawk says. “Once you’ve done something really difficult together, there’s a bond there.” The shift to at-home work changed the operations of the company’s 180 salespeople and the entire staff’s day-to-day.

In such a crucial time for adjustment, Hawk shares that the secret to maintaining a positive environment is to be an active listener. Instead of a top-down model, leadership sought guidance from all levels. Changes included an increase in daily communication and virtual one-onones, offering continuous recognition and remaining dedicated to providing

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“COVID has become a high point for us because it became a fire that we all had to walk through together. Once you’ve done something really difficult together, there’s a bond there.” Marc Hawk CEO, RevLocal a workplace the team looks forward to returning to. Together, the team has also managed to earn back the losses that resulted from the first three months of the pandemic. Much of the stress of these sudden shifts was eased by the longstanding values at RevLocal: be real, go beyond and help someone. These three values were established thanks to a survey of customers and staff that questioned what people think about the company, Hawk says, and it was fundamental to establishing the current culture. To the team, being real encompasses transparency and honesty, even when the truth isn’t ideal, both internally and externally. To go beyond is to do the scrappy work that others shy away from, a value Hawk says creates a better version of ourselves, which also ties into the value of stepping out of the convenience of comfort zones to help others. “With a culture like that, we can manage a lot of the change that’s happened to us,” Hawk says. “And that will continue to happen. It’s not stopping.” Over time, the strategies of RevLocal have grown and changed vastly to meet the needs of a growing market. However, the values the company exhibits have largely stayed the same. In this way, as the company grows, those who serve it also can grow. “We believe if our people live those [values], then our clients will feel value, our clients will be loyal to us,” Hawk says. “If we treat each other in these ways, we’ll also be loyal to each other and have a great working environment.”

Jess Deyo is associate editor. Top Workplaces 2021 l ColumbusCEO

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Large Employer

On the up and up Ever since its 2018 founding, Lower has grown rapidly while maintaining its founding values. By Bob Vitale

efore he launched his first business venture, Dan Snyder spent 10 years working for others in the financial industry. He saw decisions made and policies implemented that he considered smart, and he saw plenty of things he disagreed with. He observed one constant, though, and fixing that common workplace flaw has become a priority at Lower, the two-year-old New Albany-based financial technology company that has created a one-stop shop for customers who can save for a home, find a real-estate agent to help them locate it, get a mortgage with favorable terms and a competitive interest rate, and buy insurance. There was never enough communication at the other places he has worked, Snyder says, so as Lower’s CEO and founder, he tells employees to offer feedback about anything and everything. “If you don’t like something—if you don’t

Lower 8131 Smith’s Mill Road New Albany, OH 43054 lower.com

Business: The two-year-old

company uses technology to help people save for, find, finance and insure their homes.

CEO: Dan Snyder Employees: 854 Revenue: Would not disclose

The Lower team had plenty of togetherness before COVID-19.

like the coffee we’re serving—don’t tell your neighbor,” he says. “Tell someone or leave a suggestion. We’ll do something about it if we can.” Strong, open communication is all part of the Snyder’s mission to create an unshakable workplace culture that he says not only helped the company survive the disruption of COVID-19 but allowed the venture to thrive through it. Lower added 300 employees to its payroll in 2020, he says, and it currently brings in about 50 new employees for training every other week. Companies that overthink their culture often end up creating inauthentic environments that simply make people roll their eyes, Snyder says. Companies that do it right—and doing it right means belief, buy-in and commitment from the people in charge, too—attract and retain top talent. “Culture needs to be top-down,” he says. “If I don’t believe in it, no one will believe in it.”

Lower had been in business for just 15 months when the shift to remote work occurred, Snyder says, but employees didn’t miss a beat. Weekly standup meetings turned into 500-person Zoom calls. Although Snyder insists culture isn’t built on happy hours and workplace ping pong tables, team leaders initiated online games and contests to maintain some sense of camaraderie. It all helped the startup company capitalize on pandemic-fueled growth in people’s acceptance of remote business. In December, Lower added savings accounts and other services to its original focus on mortgage loan origination. In January, the company launched an app for its customers that makes its services even more accessible. He says many of Lower’s new employees either lost jobs or left companies where the pandemic made them feel insecure about their future. “We picked up so many good people that

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Photos courtesy lower

“Culture needs to be top-down. If I don’t believe in it, no one will believe in it.” Dan Snyder, founder and CEO, Lower

we wouldn’t have otherwise.” For Snyder, workplace culture is built on trust. At Lower, which ranked as a Top Workplace in the midsize category last year, trust has been built on principles such as promoting from within, rewarding people’s hard work and—counter to the pop-culture portrayal of startup environments—not punishing those who do their jobs well but don’t care to climb a corporate ladder, he says. Snyder also believes that Lower built enough “culture capital” with its workforce during its short time before the pandemic that employees kept their faith in the company when the world

became uncertain. “This is why you build up a strong culture from the beginning,” he says. “Culture builds trust.” Lower employees who filled out Energage’s Top Workplaces survey touched on nearly every facet of their jobs—from pay and training to coworkers and managers to opportunities for advancement and belief in the company’s mission—to explain why they like their jobs. “Everyone listens to everyone,” one employee wrote. “If you see a problem, bring it to someone’s attention and it gets discussed and resolved quickly.” Chelsea Wagner was one of Lower’s original employees, one of eight people who built the company while working for Homeside Financial, a home-loan company Snyder founded in 2014. Today, she’s the company’s regional vice president of lending. She says her biggest fear was that

Lower’s vaunted workplace culture would get diluted by rapid growth, but it never did. After expanding to a second floor of its original home on Walton Parkway in New Albany, Lower’s growing team relocated to Smith’s Mill Road. Wagner says she has found, however, that people buy in quickly to Lower’s contagious culture. Yesterday’s new employees have become team leaders for the next wave of hires. Employees also tend to recommend Lower to friends and sell them on the workplace to begin with. The happy hours and company outings and subsidized cafeteria weren’t listed by any of the Lower employees surveyed by Energage. Photos are all over the Lower’s social media and job-search sites like Glassdoor, but the perks are first brought up by Snyder as perks that the company’s culture isn’t built on.

Bob Vitale is a freelance writer.

MAKING IT HAPPEN No matter the year, no matter the challenge, our employees MAKE it happen – delivering better for our customers, our communities and each other. It’s because of their efforts that we’ve achieved Top Workplace recognition and for that, we thank them! Join our team, where together, better is possible! Jobs.WorthingtonIndustries.com

2013-2021

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Midsize Employer

Investing in the future Northwestern Mutual creates close ties with its people from their very first interaction.

The Northwestern Mutual team

By Laura Newpoff

hen Amanda Brodzinski was a marketing major at Ohio State University in 2017, she wasn’t sure exactly what profession she’d pursue when she’d graduate a year later. She knew she wanted to be in front of people and make an impact on their lives and she considers herself fortunate that she landed an internship that allowed her to do just that. Brodzinski spent a year and a half “test driving” a financial advising career at Northwestern Mutual’s Columbus office, and during her time, she found that the company deeply cared about her personal goals and showed an interest in involving her family in fun activities outside the typical workday. Today, Brodzinski continues to flourish at Northwestern Mutual and is deeply involved in the internship program that impacted her so greatly.

Northwestern Mutual 800 Yard St., Suite 300 Columbus northwesternmutual.com

Business: Financial planning, wealth management and insurance investments

Managing partner: Troy Kemelgor

Employees: 163 Revenue: Would not disclose

A golf outing pre-COVID-19 Photos courtesy Northwestern Mutual

“If I’m able to have an impact on our interns and help them start their career, then they can advance and impact interns in the future,” she says. “It also expands my reach and allows me to make a bigger impact on the community.” The internship program is a source of pride for the financial services firm. Last year, for the 25th consecutive year, Northwestern Mutual’s College Financial Representative internship program was ranked by Vault as one of the 100 best in the country. Columbus managing partner Troy Kemelgor says the program will continue to be not only an opportunity to attract and retain top employees in a tight talent market, but a way to help more young women and those of diverse backgrounds get exposed to the field of financial planning. “We plan to double down on our ef-

forts [to have a top internship program] and lead in that space,” Kemelgor says. “It helps us bring in the best and the brightest to fulfill what our responsibility is. We have about $20 billion of protection and assets sitting on the books right here in central Ohio. That’s a big responsibility, and it impacts a lot of people’s lives and generational planning.”

Creating community Northwestern Mutual’s Columbus office is part of a larger company based in Milwaukee, Wisconsin. Kemelgor has been in charge of the local office since 2008 and has had a keen focus on its corporate culture ever since. Though the company was founded in 1857, he describes it as youthful, with professionals like Brodzinski planting their roots

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and growing. The company operates under a philosophy of four core values: courage, personal responsibility, integrity and growth. Several years ago, Kemelgor established what he describes as three “organic” groups: diversity and inclusion, community outreach and social committees. He didn’t want members of his executive leadership team to rotate through chair roles like president or vice president and instead had associates join the teams. “We wanted to really focus on the inclusion aspect—how do people feel when they’re within our hallways,” he says. “How do they feel representing you as an organization.” The committees are a big piece of the attraction and retention of hires. Kemelgor says Columbus has a wealth of talent, and people are attracted to places where they can do meaningful work and make an impact. The community outreach committee supports causes like the Alex’s Lemonade Stand Foundation for Childhood Cancer, No Kid Fights Cancer Alone, Habitat for Humanity and LifeCare Alliance. A member of the social committee for

“We have about $20 billion of protection and assets sitting on the books right here in central Ohio. That’s a big responsibility, and it impacts a lot of people’s lives and generational planning.” Troy Kemelgor, managing partner, Northwestern Mutual two years, Brodzinski loved the planned events for their ability to bring everyone together, regardless of status, she says. Prior to the pandemic, there were family picnics, card tournaments and a variety of parties held at least once a month.

Pulling through Like many companies, as the pandemic intensified in the spring of 2020, Northwestern Mutual increased communication with its associates to help ease anxiety tied to massive uncertainty. Outreach wasn’t about spreadsheets or financial forecasts but instead focused on providing support on and off the clock. “It was about just being heard,” Kemelgor says. “The tone from the top that we

intended to set and continue to convey has really helped us create an environment where people can thrive.” The company had a record year in 2020 and has set all-time revenue records in 12 of the past 13 years, Kemelgor says. As vaccines continue to roll out, the firm will allow associates to work the way that’s most comfortable for them given the success of the prior year. “We’ll continue to look for ways to support our associates and respect their feelings as we continue to work our way through this,” Kemelgor says. “At the same time, we’ll continue to be an organization that leads and educates central Ohio communities on the importance of financial wellness.”

Laura Newpoff is a freelance writer.

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Small Employer*

Building momentum Gathi Analytics is on its way up, and the drive is rooted in its people. By CYNTHIA BENT FINDLAY

in the way the company hires and hones its team. “I tell my team, delivering SAS is the ultimate team sport,” Kora says. “You end up working with people you never would have met and in time zones on all sides of the planet.” Gathi employees are encouraged and empowered to make decisions independently, which leads to a nimbleness for the company, and also to extremely high job satisfaction. The company also offers a rapid path to equity—Kora says it can happen within six months of employment. “I don’t subscribe to the winnertake-all kind of capitalism,” Kora says.

“I always make it clear I’m more than happy to just have 40 percent of the company and let all the right people own the remaining equity.” And rather than throwing newbies into the deep end, Gathi goes all in on trainee support with a multi-week program assigning them to mentors who give them front row seats to projects, so in six to eight weeks they can hit the ground running. After the onboarding process Kora gives hires live client work while not charging the clients. “So, it’s not a financial burden for them, and the candidate gets tremendous exposure with development you can’t

ire the right people, empower and incentivize them to make their mark, and great things are sure to follow. It’s a simple recipe, but it’s working for Gathi Analytics. Gathi provides data analytics to aid decision makers around governance and customer engagement. Only four years old, Gathi has already established an impressive resume. Clients include Alliance Data, global insurance brokerage Lockton, the City of Dublin and more. Gathi has grown rapidly, from just four people in 2017 to 125 today who are based in Hyderabad, India, Dublin, and in offices with clients around the world. Founder and CEO Vamsi Kora says more hires are on tap, with plans to grow to 150 employees by June and 200 by the end of 2021. Revenue is projected to jump from $9 million in 2020 to more than $25 million in 2021. Kora founded the company in 2017 out of a desire to use his industry expertise and his team-building experience and strengths, which is reflected

Gathi Analytics 565 Metro Place South, Suite 3215 Dublin 43017 Gathi.com

Business: Data analytics CEO: Vamsi Kora Employees: 125 Revenue: $9 million in 2020

The Gathi Analytics team and CEO Vamsi Kora, above Photos courtesy Gathi analytics

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* Gathi Analytics has hired since the survey data was initially gathered.

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replicate outside the corporate world, and that goes on three to six months. When we believe they have client-facing capabilities, then we place them into billable work,” Kora says. “You don’t always see that in every company,” says Aaron Newcomer, a senior data solutions architect for Gathi. “It’s great for us to be able to help train people and also good for those getting trained.” Gathi’s culture was a big part of the appeal for Newcomer, who previously worked for one of Gathi’s clients and was attracted by the deep ties not only between Gathi’s own team but with those it serves. “Vamsi gives people the autonomy to do things without micromanaging, and he hires people who have the drive and capabilities to do things,” Newcomer says. “Sometimes it can be challenging; it’s always easier to be told exactly what to do, but it’s a lot more fun and rewarding to have the autonomy to shape your role.” Newcomer adds that he and other employees appreciate the transparency with which Kora runs the company, which would later pay off during the pandemic. Kora worked hard to maintain con-

“I think one of the big things is, Vamsi reiterated every time we had a meeting, ‘Stay connected, keep talking,’ and that helped people feel part of a team, rather than an individual working remotely on the same project.” Aaron Newcomer, senior data solutions architect, Gathi Analytics nection and face time among already farflung teams and established extra online group work sessions and happy hours. “So we still felt a sense of working with real people, remembering what faces looked like,” Newcomer says. “I think one of the big things is that Vamsi reiterated every time we had a meeting, ‘Stay connected, keep talking,’ and that helped people feel part of a team, rather than an individual working remotely on the same project,” he says. Kora also established a fund in the U.S. and India to donate to food pantries, and Kora says most employees donated three days’ salary within the first three months, which the company matched dollar for dollar. From the beginning, Kora says his goal was to build a best-in-class company

people wanted to be a part of, advance the field of data science and machine learning and advance the communities Gathi operates in. The term Gathi is meant to be representative of the relationship with data and movement of data while gaining momentum—the meaning of the word. But it’s clear that cultivating the team is as near and dear to Kora’s heart as much as building a successful enterprise. “What you do in terms of your own discipline, of getting beyond the bits and bytes of management and understand the other person and put yourself in others’ shoes, those are the things that are extremely important to me,” Kora says. Cynthia Bent Findlay is a freelance writer.

We thank our Columbus team for making us a top workplace and for their service to this community that we call home. Together, HMB and CGI are here as a local IT and business consulting partner with the global scale to solve complex business challenges. Get to know our team. cgi.com/UScareers

HMB’s Professional Services Division is now part of CGI

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Homewatch CareGivers of Columbus

Special Awards Meaningfulness

Care for Life Homewatch CareGivers is working to ensure both caregivers and clients live intentionally. By Amy Braunschweiger

on Hersh, founder of Homewatch CareGivers of Columbus, isn’t surprised to receive the Top Workplaces special award for both meaningfulness and leadership this year. “What our caregivers and clients have—it’s not like a regular employeeemployer relationship,” says Hersh, who opened his Homewatch franchise 18

years ago. “They become very close, some working together over years and years.” Homewatch provides in-home care and primarily works with people who have developmental or mental disabilities. They provide a wide range of services for clients who live independently or require continuous care. For the home-based care industry, COVID-19 changed everything, from keeping health care workers and clients healthy to responding to a continuously growing demand. People with disabilities who would previously spend half their day at group activities or jobs were forced to stay home, sometimes needing constant care. As of January, the Homewatch team became eligible for vaccines in Ohio. While many chose not to be immediately vaccinated, today the vast majority have

6100 Channingway Blvd., Suite 507, Columbus 43232 homewatchcaregivers.com/ columbus

Business: Home health services company

CEO: Jon Hersh Employees: 60 Revenue: $2.75 million (2020) received the vaccine, Hersh says. Marcy Henderson, who has been working in the medical field for 28 years, joined the Homewatch team about a year and a half ago. One difference between Homewatch and other employers is that Homewatch works to pair caregivers with clients who are like-minded or have similar hobbies.

What does a stack of Top Workplace awards have to do with Banking?

To us, everything. For over 150 years, we have worked continuously to make WesBanco a great place to work so that, together, we can build a better bank and stronger community. With that partnership, we’ve had fantastic growth and success. Being nominated as a Top Workplace year after year is a great confirmation that our employees think we’re doing a pretty awesome job too. Learn more at wesbanco.com. To learn more about what makes us a Top Workplace, visit our website and apply today. wesbanco.com/careers WesBanco is an Equal Opportunity, Affirmative Action Employer

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Photos courtesy HOMEWATCH

A Homewatch staff member helps a client.

“They see who’s going to be a good fit for the individual and the task,” she says. Henderson also appreciates that the Homewatch team asks for caretakers’ ideas. “[Homewatch] values our input,

which is really nice,” she says. In the past, Henderson and other home-health aides would get their clients out into the community, taking them to the YMCA or to workshops. But with

“A lot of places don’t really involve the staff. (Homewatch) values our input, which is really nice.” Marcy Henderson, Homewatch CareGivers

COVID-19, that’s not possible. Today, it requires extra ingenuity for caregivers to keep their clients engaged, she says. Henderson has flexed these new skills by taking up the hobbies of her clients. For one client who enjoys cooking, she takes them to the library to research recipes and build a grocery list. Later, she takes them to buy ingredients and they cook together—some recent endeavors have been a taco bake and calzones. “You’ve got to get creative,” Henderson says, adding that Homewatch’s team will help brainstorm activities if caregivers are having trouble engaging them. These days, Homewatch is perpetually hiring, Hersh says. They have close to 80 employees compared to 50 last year, however, 85 to 90 employees are needed. Revenue for 2020 is roughly $2.75 million, up 40 percent from 2019. To keep morale up, he likes to offer gift cards to team members. There’s no telling when the increased demand for Homewatch’s services will steady, but for now, the team will continue to quickly expand. Amy Braunschweiger is a freelance writer.

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Lake Shore Cryotronics

Special Awards

575 McCorkle Blvd., Westerville 43082 Lakeshore.com

work/life flex

Tools for success Lake Shore Cryotronics supports its team both on and off the clock. By Cynthia Bent Findlay

he instruments Lake Shore Cryotronics makes can measure temperature down to five thousandths of a degree of absolute zero, but they can’t measure the magic that goes into building a workforce that clicks. That’s CEO Michael Swartz’s job.

Lake Shore provides sensors, instruments and systems that help researchers characterize semiconductor and magnet materials used to advance materials science—“The types of materials that might end up in your cell phones five or 10 years from now,” says Swartz. Cryotronics refers to the extremely low temperatures Lake Shore’s tools can measure and help maintain, useful for probing, among other things, semiconductor materials that operate faster at temperatures close to absolute zero— about -459 degrees Fahrenheit, colder than the temperature in space. Lake Shore Cryotronics was founded in 1968 in Minerva Park by Swartz’s father John Swartz, an Ohio State University engineer, and his uncle, David Swartz. The company has remained family-owned ever since.

Business: Scientific measurement and control systems

CEO: Michael Swartz Employees: 182 Revenue: Would not disclose. The company has grown steadily over time and is now based in Westerville with 158 employees and another 39 in Boston at a newly acquired subsidiary, Janis Research, which makes complimentary low temperature cooling and control systems and equipment. For Swartz, the path to success has always been to create an atmosphere of autonomy and accountability. “I want to create an environment where people

Humbled to be recognized, grateful to lead. Every day, our more than 40,000 dedicated employees come to work with a singular focus: to improve lives everywhere as healthcare’s most trusted partner. To achieve this, it takes every single one of us working to build an inclusive workplace that leverages the best in all of us. To learn more about our people and vision, visit cardinalhealth.com/aboutus

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Photos courtesy LAKE SHORE CRYOTRONICS

A Lake Shore cookout pre-pandemic.

are comfortable making decisions, have the authority and enough information to make them,” he says. Swartz has studied management philosophy, and it shows. He earned an

MBA from Ohio State University in 1989 and says that opened his eyes. “I think it’s important to be continually trying to learn, and learn from others,” he says. The effort clearly pays off, proven by

“We’re taking part in the science that’s changing people’s lives, so I think that’s motivating to a lot of people.” Latisha Sanders, Lake Shore Cryotronics

an average tenure of 10 years and low turnover. Latisha Sanders has worked 20 years in electronic assembly and says her last six years with Lake Shore have been the best experience she’s ever had. Sanders loves the chance to choose between four 10-hour or five eight-hour days. She also appreciates the company’s encouragement toward personal growth. The company’s care helped carry everyone through the pandemic, Sanders says. Though only half of the company was able to work remotely due to the amount of manufacturing Lake Shore does, Sanders says the changes the company made helped everyone feel safe. Lake Shore also works hard to instill a sense of mission. “I know that one of our products was on the rover that recently landed on Mars. The company is really good at acknowledging whenever we meet big commitments, or have projects like that, so everyone can congratulate that team,” Sanders says. “We’re taking part in the science that’s changing people’s lives, so I think that’s motivating to a lot of people.” Cynthia Bent Findlay is a freelance writer.

Our people are our greatest asset.

After a sound investment philosophy, we believe our people are our most important attribute.

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Richwood Banking Co.

Special Awards Leadership

Happy team, happy life The CEO of Richwood Bank knows a successful business starts from within. By Steve Wartenberg

had Hoffman has a simple leadership philosophy. “Nothing says banking has to be boring and painful,” says the CEO of Richwood Banking Co. “I want us to be the Disney of banking; the happiest place on Earth.”

While there are no amusement rides or space mountains at Richwood’s eight Ohio-based branches, there are coffee shops in four, which raise money for local charities, a series of professionaldevelopment classes modeled on the Disney Institute, daily group “huddles” and quarterly celebrations. “I’m a big believer that customers of a business can’t love it unless the employees love it first,” Hoffman says. Hoffman’s leadership style and happybanking goals seem to be working. Under his leadership, Richwood will open its ninth branch in Bellefontaine in May. His team also sings praise—in the Top Workplaces Energage survey, employees commented: “I feel needed,” “I love who I work with,” and “I feel appreciated.” Hoffman was named CEO of Richwood in 2007, the fourth member of hi

24 E. Blagrove St., Richwood 43344 richwoodbank.com

Business: Bank CEO: Chad Hoffman Employees: 183 Revenue: $40 million family to lead the community bank. He grew up on the family farm, and graduated from North Union High, where he’s now the announcer and scorekeeper for basketball and volleyball games. “He’s all about people first,” says Heather Wirtz, Richwood’s chief experience officer. “He wants people to experience banking in a way that makes it memorable and not just transactional.” In an era when fewer customers step foot in brick-and-mortar banks due to the rise in online banking and

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Photos courtesy RICHWOOD BANK

“Nothing says banking has to be boring and painful. I want us to be the Disney of banking; the happiest place on Earth.”

The pandemic has also shifted the staff dynamic to less face-to-face interaction, Hoffman says. Richwood normally holds quarterly celebrations with games and performances for the team, but now the events are virtual. Despite the change, the top priority is to continue bringing everyone together. Hoffman adds that he’s not a micromanaging CEO and enjoys giving talented people free reign to come up with new ideas, such as Wirtz, who led the development of an in-house advertising agency that helps local companies with their branding, advertising and connection with the community. Richwood’s commitment to employees, customers and the community is paying off. At the end of 2017, the bank had just over $500 million in assets. The goal was to reach $1 billion in 2023; however, the team already met that goal in February, Hoffman says. As Richwood continues to grow, so will Hoffman, who studies leadership and is a big believer in life-long learning to better all facets of his life, including the ability to lead his team.

Chad Hoffman, CEO, Richwood Banking Company

Richwood Bank team members celebrate their accreditations

COVID-19, Richwood seems to be an exception. When traffic was down, Richwood remodeled its lobbies and added four coffee shops. “We wanted customers to feel comfortable to hang out and, when they’re ready, to talk to us,” Wirtz says.

Because banks aren’t allowed to “do commerce,” Wirtz says, a donation model is used at the coffee shops. It’s raised about $300,000 for local non-profits. One of the most popular features at the cafes are “cookie Fridays,” featuring baked-inthe-bank Otis Spunkmeyer cookies.

Steve Wartenberg is a freelance writer.

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Diverse Leaders in Law

Panelists Jocelyn Armstrong, clockwise from top left, Kelly Atkinson, Stephen Francis and Kim Amrine

Diversity, equity and inclusion—where do I start? A panel of four DEI pros lays out steps law firms can take to lead change within their organizations. By Laura newpoff + Photos from Zoom meeting

t can be said that America is at an inflection point when it comes to the impact of race on the country’s citizens. While many of central Ohio’s large law firms have established diversity, equity and inclusion programs over the past decade to advance minorities, women

and members of the LGBTQ+ community, some smaller firms may be looking for ways to get a program or movement started because of the current climate in the U.S. While there’s no one right way to launch such an effort, they can take some tips from leaders in the region who have made diversity, equity and inclusion initiatives their professional forte. Four of those leaders participated

“Having the buy-in at [the most senior] level means that you’ll have the resources you need … because your leadership is saying, ‘This is important to us.’ ” Jocelyn Armstrong, director of inclusion and outreach, Ohio State Bar Association

in Columbus CEO magazine’s quarterly Diverse Leaders in Law forum in April, which was presented in partnership with Barnes & Thornburg and Frost Brown Todd. The most recent discussion focused on how firms can begin the diversity, equity and inclusion journey. The panelists were: • Jocelyn Armstrong, director of inclusion and outreach, Ohio State Bar Association; • Kim Amrine, director of diversity and inclusion, Frost Brown Todd; • Stephen Francis, president and lead strategist, Franchise D&I Solutions; and • Kelly Atkinson, diversity and inclusion coordinator, Barnes and Thornburg. The following are excerpts from the conversation, which have been condensed and edited for clarity.

Buy-in from the top The foundation of any DEI program is getting buy-in from leadership, who carry the vision of an organization, Armstrong says. That includes internal leaders and board members who should make it a pillar of the firm’s strategic plan. May 2021 l ColumbusCEO

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newsletter ackstage pass to the Arch b r u City Yo Visit ColumbusMonthly.com and sign up for our weekly newsletter that includes special events, important conversations, exclusive giveaways and more.

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Photo: Stephen Pariser | Design: Formation Studio

“Having the buy-in at that level means that you’ll have the resources you need,” Armstrong says. “That means people resources, that means financial resources, that means time resources—any type of resource that you would need because your leadership is saying, ‘This is important to us.’ ” If DEI is a top-down idea, everyone in the firm will rally around the initiative because of the blessing from leadership, she says. As a consultant, Francis says he can help a client establish a business case for a DEI initiative—the who, what, where, when, why and how— but that’s just about 20 percent to 30 percent of the work that needs to go into it. The majority of the work can’t be done by a consultant. “There has to be arms, legs, walking, talking, living, breathing, top-down commitment every single day for the work to actually get done,” Francis says. “So I’m the planner, but you can’t plan without action and so that’s that 70 percent to 80 percent.” Amrine says senior leaders need to do more than just be supportive. “It’s about being truly engaged in the work and being engaged on a daily basis so that it’s comfortable,” she says. “Speaking to it, driving change within your teams. And often senior leadership, who may not be diverse themselves and may not have diverse life experiences, may really struggle with the how and may need coaching on how to be engaged. How to show up and how to walk the walk and talk the talk consistently and constantly within their roles within the organization. And then

“I’m a firm believer that for this to truly to have a powerful impact, whoever is doing the full-time DEI work within the organization should be a direct report to the CEO or senior most leader within the organization.” Kim Amrine, director of diversity and inclusion, Frost Brown Todd

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at any level, that takes time, and it takes intentionality and coaching.”

Staffing DEI Many law firms that have launched DEI initiatives have a person dedicated to it full-time. So, who should that person be, or not be, and who should they report to? “I’m a firm believer that for this to truly to have a powerful impact, whoever is doing the full-time DEI work within the organization should be a direct report to the CEO or senior most leader within the organization,” Amrine says. “I think oftentimes when you see it as an arm of human resources … over time I think it’s difficult to have as big of an impact as quickly and intentionally because you don’t know everything that’s happening at the top level within the organization, sometimes behind closed doors.” Francis says it could be a recipe for failure to pick a lawyer to lead the DEI initiative who has a busy practice focused on billable hours. “I think you have to have a diversity professional (who is) not practicing law within the firm to lead those efforts because it takes a 24/7, 365-day-ayear focus,” he says. Armstrong cautions against picking a DEI leader simply based on their background or how they look. The person needs to have the right skill set and humanity, and the role includes being an educator and helping those in the firm impacted by societal events and possibly, second-hand trauma. “That opens the door for (the firm) to display humanity as an organization and to say to that person, ‘We understand or we are trying to understand and to be empathetic.’ ” Atkinson recommends choosing someone who has influence with those who work within the firm, including non-lawyers and members of the community. As a non-lawyer, she might not have influence with lawyers in some firms, but her firm recognizes she brings a different perspective to the table. “Barnes & Thornburg is awesome at making sure we are thinking about all of our talent and not just half of it,” she says. “I’m really glad we’re showing people that we care about the wellness of every one of our talent.” Laura Newpoff is a freelance writer. May 2021 l ColumbusCEO

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Estate Planning

Providing for all There’s a new option for families to protect their four-legged members after death: pet trusts. By Steve Wartenberg + Photos by rob hardin

ets provide millions of families with love, companionship and loyalty. “I see people all the time who think of their pets as their children,” says Jay Michael, a Columbus attorney who specializes in estate planning and trusts. In some cases, these “children” can outlive their pet parents. This is why a growing number of people, regardless of their net worth, leave money to their pets in their wills, or

“[Having a pet trust] just makes a lot of sense, depending on the type of animal you have and how old you are.” Geoffrey Kunkler, Columbus estate planning attorney

Pet trust basics • Identify your pets, with photos, microchips, even DNA samples, to prevent fraud. • Describe in detail your pet’s standard of living. • Calculate the amount of funds necessary to maintain this standard of living for the remainder of your pet’s life. • Designate where any remaining funds should go after the death of your pet. • Provide instructions for the final disposition of your pet. Source: American Society for the Prevention of Cruelty to Animals

Lauren and Geoff Kunkler with 9-year old chow mix, Mowgli. create a pet trust as part of the estateplanning process. “It just makes a lot of sense, depending on the type of animal you have and how old you are,” says Geoffrey Kunkler, a Columbus attorney who specializes in estate planning. He has helped several clients create a trust for their pets. “I have a client with a bird whose life span is 50 or 60 years and will almost certainly outlive my client. So, they want to make sure their bird is well cared for.” And so, these attorneys recommend: Have a plan in place that spells who will take care of your pet or pets, and carefully calculate the amount of money they will need to

properly take care of these pets over the course of the animal’s remaining years. Without provisions in a will or a trust, a pet can wind up in a shelter. Or worse. Perhaps the most famous, or infamous, pet inheritance story took place in 2007 when New York hotel and real estate heiress Leona Helmsley died and left $12 million, the bulk of her estate, to Trouble, her Maltese. Family members sued, and a judge eventually cut Trouble’s inheritance to $2 million. The publicity from this case put pet trusts in a negative light. “They’re not just for the rich, they’re for people all over the financial spectrum who own a pet,”

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and she is the trustee for a deceased client. “I prepared an estate plan for an elderly woman in her 80s who was unmarried and didn’t have any children,” she says. The woman did have a cat, Halle, and designated a close friend, who knew and loved Halle, as her custodian, as part of the trust. “She left a decent amount for Halle, I think it was about $50,000,” McMeechan says, adding that over the ensuing years, she checked and approved all the receipts the custodian sent her, and then reimbursed the custodian. Halle, who was well cared for, recently passed away. At the time, there was still about $20,000 left in the trust. And so, according to the wishes of her deceased client, McMeechan divided the money between the woman’s relatives and a couple of her favorite charities.

Charitable option Kunkler says. He and his wife have a dog, Mowgli, who is a rescue, and a horse. And their parents have set up trusts to provide for both, just in case. It makes sense to plan ahead. Then again…“Nobody wants to talk about it,” Michael says of the inevitability of death. “The line I hear all the time is, I’ll need a will in case I die. There is no in case.” Pet owners have a couple of basic options: wills and trusts. In a last will and testament, a person can designate a specific person to receive one or more of their pets, and leave this person or persons a set amount of money. While the courts guarantee the pets and money will go to the designated person, the court is then out of the loop and doesn’t check in to make sure the pet is being cared for properly and the money is being used only for pet-related expenses. Because of this, it’s vital to name a person that you trust, such as a family member, who knows and loves your pet, in the will.

ated for the care of an animal or animals alive during the settlor’s lifetime. The trust terminates upon the death of the animal, or upon the death of the last surviving animal covered by the trust.” “Trusts function like a will, but are private contracts,” Kunkler says, adding a pet trust can be a subsection of an overall trust or a separate trust. The trustee oversees all the monies, and reimburses the person or persons taking care of the pets after they have provided receipts for things such as food, regular and emergency veterinary care and boarding, if and when necessary. A pet trust can be quite specific. For example, it can specify a specific brand of cat or dog food, the number of visits to the veterinarian a year and the specific veterinarian. The cost of drawing up a trust varies. “I would say the cost of an estate plan, that can include a living trust or a pet trust, along with a will, power of attorney and advanced directives, varies from a low end of about $1,200 to a high end of $2,500, perhaps more, depending on the complexity and which law firm you hire,” Michael says.

Trusts

Trustee in action

According to the Ohio Revised Code of 2006: “A trust may be cre-

Allison McMeechan is an attorney in the Cleveland office of Reminger,

Wills

Many people make provisions in their wills and trusts to leave money to their pets and to animal-related nonprofit organizations they have a connection to, such as the local animal shelter or Humane Society. Thekla “Teckie” Shackelford, and her husband, Donald, love their pets and the veterinarians who take care of their pets. “We’re devoid of pets right now,” says Teckie, 86, who recently “had to put down our two beloved Havanese, right before Christmas. It was devastating. But we’re on the list to get another Havanese in April.” Because of her age and love of her pets, Teckie plans to create a trust for her next Havanese. “I have two people in mind, and I’ll leave enough money; I don’t want it to be a financial burden for them,” she says. The trust also will include a sizeable donation to the Ohio State University College of Veterinary Medicine, which the Shackelfords have generously supported for 20-plus years. “I just can’t imagine that my dogs wouldn’t be loved and cared for if I wasn’t here,” Teckie says, adding that “so often, you see people my age living longer when they have a pet, caring for a pet is so important and adds so much to your life.” Steve Wartenberg is a freelance writer.

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Health Watch Equitas Health pharmacist Olivia Nathan

The risk is real

An Equitas Heath pharmacist is raising awareness among medical providers that a simple conversation about HIV can save lives. By Laurie Allen + Photo by Rob Hardin

housands of Black women in Ohio face exposure to an incurable virus that could be prevented by taking a oncedaily pill, yet only 1 percent of those who could benefit are prescribed the

drug, a Columbus pharmacist says. Black women, who are disproportionately affected by HIV, are the least likely to receive pre-exposure prophylaxis (commonly known as PrEP) to prevent becoming infected with the virus, says Olivia Nathan, a pharmacist with Equitas Health. “This has to change.” In Ohio, a Black woman is 11 times more likely to be living with HIV than a white woman, according to statistics from the Ohio Department of Health. In 2019, white women accounted for more than 82 percent of Ohio’s female population and 42 percent of new HIV diagnoses in females. By contrast, Black women, who account for just 12.5 percent of the state’s female population, comprised 48 percent of new diagnoses, the state says. Several factors come into play, including lack of awareness, disparities in access to health care, mistrust

of the medical establishment, and the extent to which providers discuss HIV with Black women. A lack of knowledge about the HIV/AIDS trajectory over the past three decades factors into the current dilemma, says Dwayne Steward, Equitas director of prevention. Since the first reported cases in 1981, much has changed about how HIV infection is treated medically and regarded in society, yet in some people’s minds, “HIV is still a gay disease, or it’s over in Africa,” Steward says. “People feel that AIDS is over, but the reality is that people are still being diagnosed with AIDS daily, and people are still dying of AIDS today.” Nathan and others in the field say it’s time to open up conversations about sexual health and emphasize that heterosexual women are not exempt from HIV infection. “We don’t talk about it enough. We want doctors and other providers

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to make it a priority to have regular conversations about HIV prevention,” says local HIV prevention advocate DeVeonne Gregory. Too often, advocates say, heterosexual Black women don’t realize PrEP could benefit them. “They don’t even have it on their radar. It’s a very low perceived risk,” Nathan says. “Health literacy is huge. Do these women even know to ask?” She recalls a patient she met during her fourth-year clinical rotation who was, like her, Black, college-educated, active on social media and came from a loving family. She came to Nathan suffering from nausea, vomiting, skin rashes and night sweats after recently being diagnosed with HIV. The red flags were there—she hadn’t been in a monogamous relationship or used condoms regularly and had experienced a sexually transmitted infection in the past six months —yet no provider had ever discussed PrEP with her. Taking a robust workup of a patient’s sexual history is the norm at Equitas, a federally designated Community Health Center and one of

“They don’t even have [HIV and treatments to prevent it] on their radar. It’s a very low perceived risk. Health literacy is huge. Do these women even know to ask?” Olivia Nathan, pharmacist, Equitas Health

Race where you are.

the largest healthcare organizations serving the HIV/AIDs and LGBTQ+ communities in the U.S. That may not be the case in other settings, and particularly for women who don’t see a doctor regularly, Nathan says. PrEP, also known by the brand name Truvada, is a daily pill that is up to 99 percent effective at preventing HIV and starts providing protection to women about three weeks after the first dose. The pill needs to be taken every day when someone is sexually active, but it’s possible to stop during extended periods of abstinence, Nathan says. “People took a break during COVID, or if there was a change in relationship status,” she says. PrEP does not prevent other sexually infectious diseases. The cost is steep—about $1,300 for a 30-day supply— but most insurance plans, including Medicaid, provide some coverage. However, Steward says, “You should never think you can’t afford it. We will figure out how to get it paid for.” The Ohio Department of Health’s Prevention Assistance Program Interventions initiative helps pay for

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PrEP-related medical costs, including co-pays. With Equitas’ TelePrEP, Black “cis” women can meet with a medical provider and pharmacist on their phones, tablets or laptops, and in many cases, they can receive free delivery of PrEP within 24 hours. The prefix “cis” refers to women whose gender matches their assigned sex at birth. In many ways, racial disparities in PrEP for HIV prevention mirror those of COVID: People with the greatest need often are those who find it most difficult to access healthcare. But while demand initially far outpaced the supply of COVID vaccines, the reverse is true for PrEP. Of the estimated 500,000 people who could qualify for the medication, only 7,000 have received prescriptions, according to data released by the U.S. Centers for Disease Control and Prevention released in 2018. “The supply is infinite,” Nathan says. “The way we pay for and the way we access care in many cases excludes Black people,” Steward says. “If we could end disparity, we could end HIV tomorrow.” Devising innovative ways to reach at-risk women is a goal for those in the field of HIV prevention. In mainstream media, PrEP has been marketed primarily to gay and transsexual communities, and not to “people who look like me,” Nathan says. Similarly, the population of medical providers also needs to better reflect those they serve. “We can’t end this if Black women don’t have a seat at the table.” Gregory, screening coordinator for the national African American Male Wellness Agency, says PrEP education is a growing part of the group’s uniquely grass-roots approach, which carries its message to churches, barber and beauty shops, colleges and people’s doorsteps. In the case of PrEP, the agency aims to connect with Black communities by listening to real concerns about side effects, cost and social stigma. “If you are taking PrEP, what does that say about you?” is part of the subtext of HIV prevention for many, says Gregory, who emphasizes, “Everything we do is confidential. It’s about trust. We want people not to be afraid and to become part of the solution.” Laurie Allen is a freelance writer.

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Building Better Businesses Series: Culture of Leadership

About BBB Building a better business starts with trust. When businesses work with us to build trust inside their organization, they develop a strong and lasting reputation that our entire community recognizes. Building a Better Business Series We believe that better businesses have the opportunity to impact people and communities positively. This series celebrates the teams that earned a BBB Torch Award. By putting intentional focus on character, culture, community and customers, they reach their goal to be a better business.

Evolved Body Art a Creative Culture What are some ways you have built a focus on culture into your everyday processes? staff to check in with each other and prepare for

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Nicholas Wolak, Owner

Evolved Body Art

made it easy to ensure we were keeping our clients safe as well.

How does building intentional practices into the culture of your business help support your staff?

through a tough time was an easy decision to

Most of our staff are classified as independent

make, and definitely felt organic to the culture

contractors, so collaboration and communication

that we have created.

they needed. Being able to provide food, water and other essentials that could help them get

are vital. We are constantly listening to our

Established in 2000

to improve the way we work together and serve

How are staff members empowered to carry out the culture that has been created within Evolved?

our clients. Researching WHO courses specific

Each artist builds a relationship with their client,

to COVID-19 and requiring all of our employees

and we want to make sure that we are providing

to complete courses before returning to work

the resources and a safe environment for those

staff, empowering them to provide ideas, suggestions and to ask questions that allow us

2020 Torch Award Recipient: Culture

was an important focus for us in the past year.

clients to enjoy. Body art is an expression of

With the changes that 2020 brought, we feel it

an individual, and it’s important for our artists

is important to continually evaluate and update

to feel comfortable expressing themselves. It’s

our hygiene procedures and protocols in order

the easiest way for us to empower them and

to keep up with the changes our community is

in turn for them to empower their clients to be

facing. Our staff is like a family, so making sure

authentic.

they are protected was our first priority, and that

062-063_BBB.indd 62

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ses

Torch Awards for Ethics

y ess.

Now Accepting Entries & Nominations BBB’s Torch Awards for Ethics shines a spotlight on businesses and organizations that exemplify trust in our community.

e to

To learn more about the criteria and entry process or to register for one of our information sessions, visit

her.

bbbTorchAward.com

ted

nt,

ing

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Breaking business news, in-depth features and authoritative reports

— now from one consolidated business desk.

ColumbusCEO.com

064-065_Leaderboard_DataCenter.indd 64

Dispatch.com/business

4/22/21 1:57 AM

Data Centers

Ranked by Columbus region square footage

Firm 1 Cologix 585 Scherers Court, Columbus 43085 • 855-265-6449 cologix.com

2 ICS Hosting Solutions 175 S. Third St., Columbus 43215 614-285-4901 icshostingsolutions.com

3 Expedient 5700 Innovation Dr., Dublin 43016 877-570-7827 expedient.com

4 WOW! Business 226 N. 5th St., Columbus 43215 888-840-4999 wowforbusiness.com

WeConnect Data Center

35 Collegeview Road, Westerville 43081 • 614-349-6390 weconnectdatacenter.com

Metro Data Center, Dartpoints

565 Metro Place South, Dublin 43017 614-506-7971 metrodatacenter.com

Downtown Technologies Center 423 E. Town St., Columbus 43215 614-469-9000 brescobroadband.com

SQUARE FOOTAGE

Number of locations

Total

CENTER TYPE

446,000 1.8 million

4 37

Colocation, wholesale

100,000+ 100,000+

3 3

Colocation, wholesale, dedicated housing, managed housing

50,000 250,000

2 12

Colocation, dedicated housing, managed housing

26,000 40,000

1 2

In-house, colocation, wholesale

16,000 16,000

1 1

Colocation

12,000 100,000

1 11

In-house, colocation, wholesale, dedicated housing, managed housing, shared housing, 35 ISP carriers present

10,000 10,000

2 2

Colocation, managed housing, wholesale, shared housing

Central Ohio

The CEO Leaderboard features selected topics each month. The August Leaderboards will feature Columbus region catering companies and orthopedic group practices. The deadline for inclusion in those surveys is June 7. If you want your company to be considered for an upcoming CEO Leaderboard, contact rwalters@ columbusceo.com. Information included in this survey was provided by companies listed and was not independently verified.

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YEAR FOUNDED

2010

1984

2001

1996

2012

2010

1999

Local top Officer

Nancy Tiemeier Account director

Curtis Davis Managing member

Bryan Smith Chief Strategy Officer

Steve Ditmer Director, sales engineering

Brian Gorenflo Manager

Rob Kopp Executive vice president

Brent Beatty Managing partner

Source: Survey of data centers

Information compiled by Rebecca Walters

May 2021 l ColumbusCEO

4/22/21 12:41 PM

Home Healthcare Agencies 2021

Ranked by number of full-time nurses and rehabilitation professionals

AGENCY 1

Summit Home Care 2760 Airport Drive, Building C, Suite 160, Columbus 43219 614-866-8158 summit-ortho.com

Licking Memorial Hospital Home Care 1865 Tamarack Road, Suite B, Newark 43055 220-564-1863 • lmhealth.org

Loving Care Home Health 56 S. Oak St., London 43140 740-852-7755 lovingcare.us

Clinical director

5,184

Orthopedics, home care, neurology, infusion services, hospice care

Rob Becker Aaron Albrecht

3,500

Skilled nursing, physical therapy, occupational therapy, speech therapy, MSW, home health aides

Terra Hammond Diane Robinson

215

Skilled nursing, home health aide, occupational therapy, physical therapy, speech therapy, direct support professional

Sanjay Patel Kimberly Umpleby

Skilled nursing, PT, OT, ST, SW and home health aide services. IV Therapy, wound care, medication instruction, tube feed and pain management.

Ben Broyles Michelle Zigan

Skilled nursing, home health aide, PT, OT, ST, social work

Renee Sparks Barbara Dixon

Personal care assistance, activities of daily living, mobility assistance, palliative and hospice care, respite care

William Quick Barb Hord

Assistance with ADLs, assist with daily housekeeping, meal preparation and hygiene, transportation assistance, medication reminders, range of motion/physical therapy

Rick Vance Rick Vance

70 80

1 0

342

3 3

80 170

47 30

Granny Nannies 10266 Sawmill Parkway, Powell 43065 614-799-4400 grannynannies.com

SERVICES PROVIDED

45 95

Visiting Angels 1660 NW Professional Plaza, Suite H, Columbus 43220 614-538-1234 visitingangels.com

Part-Time

Number of Columbus locations

A-1 Nursing Care 2500 Corporate Exchange Drive, Suite 220, Columbus 43231 614-268-3800 carecolumbus.com

Full-Time

Number of Columbus region clients served

1 1

Interim HealthCare 784 Morrison Road, Columbus 43230 614-888-3130 interimhealthcare.com/columbus

Number of FT nurses/ rehab professionals

home healthcare aides

800

Administrator

Source: Survey of home health agencies

Information compiled by Rebecca Walters

66 ColumbusCEO l May 2021

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4/22/21 12:39 PM

Wouldn’t you like to be looking at your home? Ask your Realtor to market your home in the Executive Living section of Columbus CEO Magazine!

East of I-71 call Telana Veil at (614) 469-6106 or e-mail at tveil@dispatch.com West of I-71 call Amy Vidrick at (614) 461-5153 or e-mail at avidrick@dispatch.com

RE/MAX TOWN CENTER

TRA

N CO

Joe and Patty Evans (614) 975-7355 www.joeandpattyevans. realestate

CUTLER REAL ESTATE Neil Mathias (614) 580-1662 neil@themathiasteam.com

DEER RUN - A limited number of building lots available in this exclusive private gated community. Deer Run is a secluded, private lush wilderness in the heart of Dublin. Bring your own builder and design your dream home in one of the last centrally located communities in the city of Dublin. Acreage from 2-3+ Acres and Pricing starting at $825,000/lot. www.deerrunoh.com

9011 TARTAN FIELDS DRIVE - Visit “the glass” house to see a stylish custom built home with curves, angles, glass & soaring ceilings that will amaze you. 4 BRs, 4.5 baths, 3 car garage, finished lower level. $669,000

PINKERTON REAL ESTATE

RE/MAX PREMIER CHOICE

Richard & Monique Pinkerton (740) 973-8169 PinkertonRealEstate @yahoo.com

Debbie Bower (614) 496-4477 debbiebowerteam@ gmail.com

82 PINEHURST DRIVE, GRANVILLE - Custom two-story home with walk-out lower level onto magnificent Donald Ross golf course. Located adjacent to the 5th Green, the view of the golf course is one of the most spectacular in Central Ohio. This home has it all including a Mother-inLaw suite. First floor Master suite and four additional large bedrooms including 4.5 full baths. Exceptional outdoor entertaining areas. $825,000

WOULDN’T YOU LIKE TO BE LOOKING AT YOUR HOME?

R.K. MORRIS REALTORS R. Keith Morris (614) 208-8827 rkeithm@ameritech. net

Ask your Realtor to market your home in the Executive Living section of Columbus Monthly Magazine! 3790 GREEN COOK RD, JOHNSTOWN - Beautiful 6,200+ SF Timber Frame home located on 10+ acres just North of New Albany. Builder’s own home quality craftsmanship. 2000 sf master suite on first floor. Large pond, detached shop/party barn. $1,350,000

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FABULOUS PENTHOUSE IN GRANDVIEW! - “The Heights” located on 3rd Ave! Floor to ceiling windows in great room w/amazing views of Downtown Columbus & OSU! Walk to Restaurants, Shops & Parks! Beautiful 2 BR, 3.5 BA w/maple floors & 11ft ceilings. Storage unit & 2 side by side parking spaces in garage!

Call Amy Vidrick at (614) 461-5153 or e-mail at avidrick@localiq.com

4/22/21 1:40 PM

Office Space

By JESS DEYO + Photos by Rob Hardin

Feazel 7895 Walton Parkway New Albany 43054 feazelinc.com

Feazel collaborated with countless local partners to make the new space a reflection of the modern day.

The Nerve Center Energy flows through the main workspace thanks to bright colors and plenty of natural light. Friendly Welcome In the new space, open doors and plenty of windows were a must. Gathering Place There’s no shortage of space for the team to host future clients post Covid-19.

Functional Fitness Rogue Fitness collaborated to create the company’s ultimate, fully stocked fitness area.

Modern style Carefully selected light fixtures and up-to-date furniture give every inch a sophisticated feel. Visit columbusCEO.com for a full article on the space.

Feazel Proud The roofing company is situated across the Midwest. Soaring Ceilings Energy flows through even the most casual spaces with high ceilings and colorful accents.

68 ColumbusCEO l May 2021

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