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
08
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
S
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
1
Lower.com
2
Employees
2018
Private
Mortgage lender
New Albany
Grange Insurance
1935
Coop/Mutual
Property and casualty insurance
Columbus
1261
3
Ricart Automotive
1953
Private
Auto dealership
Columbus
503
4
DHL Supply Chain
1969
Public
Logistics
Westerville
685
5
George J. Igel & Co.
1911
Private
Construction
Columbus
544
6
Kenneth’s Hair Salons and Day Spas
1977
Partnership
Personal care
Columbus
355
7
Keller Williams Realty of Central Ohio
2002
Private
Agents/brokers
Columbus
1161
8
Worthington Industries
1955
Public
Metal products
Columbus
1648
9
Cardinal Health
1971
Public
Healthcare
Dublin
4410
10
Fifth Third Bank
1858
Public
Financial services
Cincinnati
11
Discover
1986
Public
Credit and finance
Riverwoods, IL
12
Summit Home Care
2006
Private
Specialty home healthcare services
Columbus
380
13
Kimball Midwest
1923
Private
Wholesale distribution
Columbus
501
14
Aldi
1976
Coop/Mutual
Retail
Naperville, IL
652
15
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
1
Northwestern Mutual – Columbus
1857
Coop/Mutual
Financial advisers
Milwaukee, WI
160
2
RevLocal
2010
Private
Advertising and marketing
Granville
251
3
Syntero
1978
Nonprofit
Behavioral healthcare
Dublin
172
4
Insight, Digital Innovation
1988
Public
Professional services consulting firm
Tempe, AZ
130
5
Lake Shore Cryotronics
1968
Private
Electronics/computers
Westerville
197
6
Richwood Banking Co.
1867
Public
Community bank
Richwood
183
7
Panda Restaurant Group
1973
Private
Restaurant
Rosemead, CA
144
8
SS Bendure - Hartwig
2007
Public
Life insurance
Columbus
164
9
HMB (now part of CGI)
1995
Private
Business & technology consulting firm
Westerville
205
10
Kemba Financial Credit Union
1933
Coop/Mutual
Financial services/insurance
Gahanna
256
11
Elford
1910
Private
Building construction
Columbus
304
12
Greif
1877
Public
Industrial packaging
Delaware
284
13
Total Quality Logistics
1997
Private
Third party logistics
Cincinnati
139
14
Friendship Village Columbus/Westerwood
1978
Nonprofit
Senior living
Columbus
199
15
IHA Family of Urgent Cares
1987
Private
Urgent care
Westerville
158
16
North Community Counseling
1968
Public
Behavioral health
Columbus
140
17
KPMG
1953
Private
Accounting
Columbus
251
18
Hamilton Local School District
1842
Public
Primary / secondary school
Columbus
312
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19
Madison Health
1962
Private
Hospitals
London
335
20
BDO USA
1910
Partnership
Certified public accountants
Chicago, IL
146
21
T-Cetra
2007
Private
Wireless communication
Dublin
134
22
Romanoff Group
1981
Private
Electrical
Gahanna
329
23
Lindsay Automotive (Honda/Acura)
1973
Private
Auto dealership
Columbus
244
24
Friendship Village Of Dublin Ohio
1981
Nonprofit
Healthcare - senior living
Dublin
295
25
Dasco Home Medical Equipment
1987
Private
Durable medical equipment
Westerville
160
26
CGI
1976
Public
IT consulting
Fairfax, VA
280
27
Bridgeway Academy
2005
Nonprofit
Special education & therapy center
Columbus
216
28
MSC Industrial Supply Co.
1941
Public
Warehousing and distribution
Melville, NY
153
29
AC Lens
1995
Public
Health & personal care
Columbus
201
Small organizations (124 or fewer employees) Rank
Company
Founded
Ownership
Sector
City
Employees
1
Gathi Analytics
2017
Private
Managed services & outsourcing
Dublin
2
Fairway Independent Mortgage
1996
Private
Mortgage lending
Madison, WI
68
3
Leading Edje
2007
Private
Software development & consulting
Columbus
70
4
Durable Slate Co.
1986
Private
Slate roofing, masonry
Columbus
50
5
ERPA
1999
Private
IT services
Dublin
80
6
Homewatch CareGivers
2003
Private
Home healthcare services
Columbus
80
7
Manifest Solutions
1994
Private
Managed services & outsourcing
Columbus
105
8
Advanced Engineering Consultants
1998
Private
Engineering
Columbus
52
9
Revolution Group
1995
Private
Technology services
Westerville
62
10
Quality Supply Chain Co-op
2010
Coop/Mutual
Professional services
Dublin
74
11
Loth
1891
Private
Workplace furniture and services
Cincinnati
50
12
Agility Partners
2016
Private
Staffing - services
Columbus
80
13
Union Home Mortgage
1970
Private
Mortgage lending
Strongsville
82
14
Dawson
1946
Private
Staffing
Columbus
95
15
Setterlin Building Co.
1935
Private
General contractor
Columbus
82
16
Dynamix, a Veregy Co.
1997
Private
Building construction
Columbus
75
17
Diamond Hill Capital Management
2000
Public
Investment management
Columbus
115
18
Orthopedic Foot & Ankle Center
1998
Private
Orthopedic and podiatric surgeons
Worthington
19
United Schools Network
2008
Nonprofit
Education
Columbus
107
20
Northwoods
1999
Private
Software development & consulting
Dublin
124
21
Air Force One
1984
Private
HVAC mechanical contractor
Dublin
89
22
Premier Allergy & Asthma
2011
Private
Allergy & asthma
Dublin
52
23
King Business Interiors
1998
Private
Commercial flooring and furniture
Columbus
69
24
Silco Fire & Security
1959
Private
Fire protection and security
Cincinnati
66
25
The Eco Plumbers
2007
Private
Plumbing
Hilliard
26
Del-Co Water Co.
1969
Nonprofit
Water
Delaware
94
27
Abitec Corporation
1960
Parent Co.
Ingredient manufacturer
Columbus
63
28
Jorgensen Farms
2002
Private
Organic farm and event venue
Westerville
70
29
First Federal Savings & Loan Association
1934
Private
Mortgage lending
Newark
30
Fusion Alliance
1991
Private
Technology consulting
Indianapolis, IN
104
31
WesBanco Bank
1870
Public
Regional bank
Wheeling, WV
105
32
Colliers International
2007
Private
Commercial real estate
Columbus
123
33
Continental Building Co.
1984
Private
Construction
Columbus
84
* Gathi Analytics has hired since the survey data was initially gathered.
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125*
67
108
61
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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
T
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
B
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
W
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
H
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
J
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
2
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
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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
T
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
© 2021 Cardinal Health. All Rights Reserved. Lit. No. 5HR21-1369761 (03/2021)
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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
C
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.
THE BEST SOLUTIONS START WITH THE BEST PEOPLE DHL Supply Chain is the world’s largest logistics company, known for innovative solutions that optimize logistics operations. And what’s behind every one of those solutions? People. People with the expertise, the drive and the dedication to empower our customers to break through boundaries. That’s the spirit of innovation that makes us a leader — as a business partner, and as a workplace. DHL Supply Chain. All Business. No Boundaries. Interested in joining our team? Visit WorkforDHL.com.
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2020 WAS WAS AAYEAR 2020 YEARTHAT THATNO NOONE ONE COULD HAVE COULD HAVE PLANNED PLANNEDFOR. FOR. BUT…2020 DIDN’T STOP OUR TEAM
BUT…2020 DIDN’T STOP OUR TEAM FROM HELPING OUR CLIENTS PLAN FROM HELPING OUR CLIENTS PLAN FOR A BETTER FUTURE. FOR A BETTER FUTURE. We sincerely thank our dedicated team of financial professionals and staff for their relentless commitment and for making us one of the Top Workplaces for the last 5 years – and now the #1 Work We sincerely Place in 2021.thank our dedicated team of financial professionals
and staff for their relentless commitment and for making us one of the Top Workplaces for 5 consecutive years. Northwestern Mutual - Columbus
CD-0006276627-01
800 Yard Street, Suite 300 Columbus, OH 43212 Northwestern Mutual - Columbus Northwestern Mutual – Columbus (614) 221-5287 800 Yard Street, Suite 300 Columbus, OH 43212 Contact our office to learn more about (614) 221-5287 career opportunities Contactour our office officeto tolearn learn more more about about Contact career career opportunities. opportunities
Northwestern Mutual is the marketing name for The Northwestern Mutual Life Insurance Company (NM) (life and disability Insurance, annuities, and life insurance with long-term care benefits) and its subsidiaries, including Northwestern Long Term Care Insurance Company (NLTC) (long-term care NorthwesternNorthwestern Mutual is the marketing for The Northwestern Mutual Life Insurance Company (NM) (lifeservices), and disability Insurance, annuities, and life insurance with long-termand care insurance), Mutualname Investment Services, LLC (NMIS) (investment brokerage a registered investment adviser, broker-dealer, benefits) and its subsidiaries, including Northwestern Long Term Care Insurance Company (NLTC) (long-term care insurance), Northwestern Mutual Investment Services, LLC (NMIS) member of FINRA and SIPC, and Northwestern Mutual Wealth Management Company© (NMWMC) (investment advisory and trust services), a federal (investment brokerage services), a registered investment adviser, broker-dealer, and member of FINRA and SIPC, and Northwestern Mutual Wealth Management Company© (NMWMC) savings bank. NM and andtrust its subsidiaries are insavings Milwaukee, (investment advisory services), a federal bank. NMWI. and its subsidiaries are in Milwaukee, WI.
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