Inside Memphis Business, Dec. 2016/Jan. 2017

D EC 2 0 1 6 /J A N 2 0 1 7 | V O L U M E X I | N U M B E R 2

DEC 20 16 /JA N 20 17 | VOLUME XI | NUMBE R 2

THE PHILANTHROPY ISSUE A CONVERSATION WITH

SPENCE & BECKY WILSON THE JOY OF GIVING WITH THE KEMMONS WILSON FAMILY FOUNDATION

PLUS! YEAR IN REVIEW

HEALTHCARE THE OFFICE

MAYOR STRICKLAND PROFILE

DON HUTSON MADE IN MEMPHIS

WEST MEMORIALS

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MOST FINANCIAL COMPANIES FOCUS ON YOUR INCOME. WE FOCUS ON YOUR OUTCOME.

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DECEMBER 2016 / JANUARY 2017 VOLUME XI | NUMBER 2

THE PHILANTHROPY ISSUE

ON THE COVER: Spence and Becky Wilson

f e a t u r e s

PHOTOGRAPH BY CHIP CHOCKLEY

COLUMNS 4

A C O N V E R S AT I O N O N PHIL ANTHROPY

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DEPARTMENTS 14 T H E H O T S H E E T 45 P H I L A N T H R O P Y

Don Hutson The motivational speaker has been named Philanthropist of the Year.

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Banking

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A C O N V E R S AT I O N O N WITH

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WILSON

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HEALTHCARE

2016

62 T H E O F F I C E

Mayor Jim Strickland The mayor looks at his first year, we look at his shelves.

••• BY SAM CICCI

40 TPhr eo fAessssoi oc inaatliso n— Mo fe mFpuhnidsrCahi saipntge r presents 64 M A D E I N M E M P H I S

West Memorials The shop on Broad Avenue works with creativity and a conscience.

••• BY RICHARD J. ALLEY

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tal s s y r C ard Aw

Dr. James Robinson, Campbell Clinic

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Whe phila grew

SPEN

and I the ta phila gifts gifts to Me to the back when I th ough the y on ou

BECK

small lot. M old. B activi my pa to giv energ of wa up wi

DECEMBER 2016 / JANUARY 201

YEAR IN REVIEW

57 P O W E R P L A Y E R S

WITH

SPENCE

In addition, the family members themselves take an active role in giving back. Bob Wilson flies wounded veterans for Veterans Airlift; Allison Wilson leads Wilson Animal Rescue, which rescued over 400 dogs last year; McLean Wilson has led the charge in the Crosstown Concourse development; and Lauren Wilson Young founded Sweet LaLa’s, a bakery that employs graduates of Juvenile Intervention & Faith-based Follow-up (JIFF).

It is clear that, for a city divided along so many lines — socioeconomic, educational, racial — philanthropy is a salve that is best slathered on. For decades, the Wilson family and their foundation have directed much of that healing.

Spence Wilson, the oldest son and chairman of the board of the Kemmons Wilson Companies, and his wife, Becky, personally made the lead gift for a children’s hospital at Baptist Hospital East, which opened last year. In 1988, Becky saw a need to bring the races closer together in Memphis and started the Bridge Builders program at BRIDGES. I recently sat down with the couple in their East Memphis home to learn more about the KWFF, the crucial issues facing our city, and the state of giving in Memphis.

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Anyone who has traveled across the coun his Holiday Inn concept to thank for a good to look at the boardroom rosters of many non odds are you’ll see the name Wilson listed Just as the Kemmons Wilson Compani remained firmly entrenched in Memphi and Dorothy Wilson have kept their heart A look at the 2015 annual report of th Foundation — its guiding principles inclu stewardship, and building legacy — sho on West Cancer Center ($500,000), Shelb ($250,000), Exchange Family Club Center Teach for America ($150,000 over three y total just shy of $1.8 million saw its way in area’s most solicitous institutions.

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City of Compassion

When days are darkest, Memphians shine brighter.

INSIDEMEMPHISBUSINESS.COM EDITOR CREATIVE DIRECTOR MANAGING EDITOR EDITORIAL ASSISTANT COPY EDITOR EDITORIAL CONTRIBUTORS

ADVERTISING ART DIRECTOR

Richard J. Alley Brian Groppe Frank Murtaugh Sam Cicci Michael Finger Meg Crosby, Emily Adams Keplinger, Toni Lepeska, Douglas Scarboro, David S. Waddell, Andrea Wiley Christopher Myers

GRAPHIC DESIGNERS

Jeremiah Matthews, Bryan Rollins

PHOTOGRAPHY

Chip Chockley, Karen Pulfer Focht, Larry Kuzniewski

BUSINESS DEVELOPMENT DIRECTOR PRODUCTION OPERATIONS DIRECTOR

Jeffrey A. Goldberg Margie Neal

PUBLISHED BY CONTEMPOR ARY MEDIA , INC .

CHIEF EXECUTIVE OFFICER

Kenneth Neill

CHIEF OPERATIONS OFFICER

Molly Willmott

BUSINESS DEVELOPMENT DIRECTOR CONTROLLER EDITORIAL DIRECTOR EVENTS MANAGER

Jeffrey A. Goldberg Ashley Haeger Bruce VanWyngarden Jackie Sparks-Davila

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IT DIRECTOR

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RECEPTIONIST

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Inside Memphis Business is published six times a year

by Contemporary Media, Inc., 460 Tennessee Street, P.O. Box 1738, Memphis, TN 38101 © 2016, telephone: 901-521-9000. For subscription information, call 901-575-9470. All rights reserved.

Periodicals postage paid at Memphis, TN. Postmaster: send address changes to Inside Memphis Business, P.O. Box 1738, Memphis, TN 38101. Opinions and perspectives expressed in the magazine are those of the authors, and do not necessarily represent the views of the ownership or management.

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I’m writing this letter right on deadline, just as we’re preparing to send the pages off to the printer. I had a letter ready to go, but it went out the window, flew away sometime around midnight last night as the presidential election results began to shine a light into a darkened corner of the electorate’s psyche that I never would have guessed was there. This morning confirmed what I’d hoped was just a bad dream.

But the show must go on and this letter must be written, the last piece to our 64-page puzzle. Luckily for me, and for all of us, this is the Philanthropy Issue.

To get my bearings, I took some time to reread recent issues of our publications here at Contemporary Media, Inc. The November issue of Memphis magazine features a story on Dr. Donald Pinkel, the man who created the medical culture at St. Jude Children’s Research Hospital and put it on the map with what would eventually become a 90 percent survival rate for childhood leukemia. The issue previous focused on the theatre arts and WEVL, Memphis’ nonprofit, volunteer radio station, as well as a large section on the Susan G. Komen Race for the Cure and its battle against breast cancer.

The Memphis Flyer in issues past has continued its focus on the arts, taking a look at the Indie Memphis Film Festival, as an example, as well as the impressive turnaround of the Urban Child Institute.

And Memphis Parent featured pieces on the Memphis Humane Society and the St. Jude Kids Marathon in its pages.

It made me feel better. We’re looking out for each other, for our mental and physical health. It’s no doubt that philanthropy is strong in Memphis — our publications are full of stories of nonprofits and the

companies and individuals that support them. In the October issue of Inside Memphis Business, we presented our Innovation Awards and there you can read about nonprofits Code Crew, BRIDGES, and the University of Tennessee Health Science Center — winners all.

We do good things here in Memphis.

No, we do great things. We’ve shown the world a better way to ship, shop, and shake. The advances made by our myriad medical institutions are redefining how people are cared for, and Memphis is one of only two cities whose citizens give more than 5 percent of their income to charity (Salt Lake City is the other).

And that won’t change. We’ve had our struggles, and we’ve been at the forefront of cultural and political shifts in our past. We’ve learned from them, and they’ve only made us stronger and wiser and more empathetic.

The recent election season has been a tug-of-war, and earlier last month the rope broke, leaving tattered ends that, hopefully, will be repaired over time. It left a bad taste in my mouth and a lot of bad news on the page. But there are a lot of good and caring individuals and institutions locally with the sole purpose of helping us heal. Their stories are out there, all you have to do is look for them.

Dig Deep for Memphis A 2012 survey conducted by The Chronicle of Philanthropy ranked Memphis second in that magazine’s list of per-capita charitable contributions for America’s 50 most-populous metro areas. Memphisarea residents and businesses give over $700 million to charity annually.

Because of this, Inside Memphis Business in 2015 started working together with local companies to highlight the good work being done in our community. This is our “Dig Deep for Memphis” partnership program.

Over the past two years, we’ve matched

every advertising full page purchased by our partners with a donated page for the charitable organization of their choice.

We are very pleased with the “Dig Deep” program and look to expand it in the coming year. For further information, contact neill@contemporary-media.com.

As always, please join me in thanking our program partners — Triumph, CBRE Memphis, FedEx, and Northwestern Mutual — for their support of philanthropy in the Mid-South, and their support for Inside Memphis Business in 2016. — Kenneth Neill

INSIDE MEMPHIS BUSINESS.COM | DECEMBER 2016 / JANUARY 2017

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Dialogue with the Fed

A conversation on race, ethnicity, and disparities in wealth.

Twice a year, the Memphis Branch of the Federal Reserve Bank of St. Louis hosts “Dialogue with the Fed,” a popular evening discussion series designed to spark conversations about the important issues facing our economy today. Recently, I had the pleasure of hosting a particularly thoughtful and engaging discussion on the topic of racial and ethnic wealth gaps. While this session focused on Memphis’ Latino community, we had a diverse background of participants join us to discuss the stark and persistent differences in the financial opportunities, choices, and outcomes facing our country’s major racial and ethnic groups, and most importantly, what can be done to close these gaps.

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Bill Emmons, the senior economic adviser for the St. Louis Fed’s Center for Household Financial Stability, was our guest speaker for the program. His presentation, “Race, Ethnicity, and Wealth: Closing the Gaps,” covered the basics and the sources of the racial and ethnic wealth gaps, as well as some strategies and the outlook for narrowing them. Using data from the Federal Reserve’s “Survey of Consumer Finances,” and analyzed and published by the Center in its Demographics of Wealth series, Emmons highlighted research on more than 40,000 American families that showed that black-white gaps and Hispanic-white gaps in median income and wealth remain large; in effect, these gaps have not budged in 25 years. Meanwhile, white and Asian families continue to be more than twice as likely as Hispanic and black families to have above-median wealth. In fact, the Center’s research shows that Asian Americans have made great strides in increasing their wealth and income levels, and are on track to surpass whites’ levels in the near future.

After his presentation, Emmons took questions from the audience and was then joined by Mauricio Calvo, executive director of Latino Memphis, for a panel discussion that also included Dr. Patricia Toarmina, special education director with Shelby County Schools; and Maria Munoz-Blanco, director of the Parks and Neighborhoods Division with the City of Memphis.

While the evening was filled with a great deal of valuable stats and data, three main points resonated with the group and were fodder for the majority of the conversation: 1. Both race/ethnicity and education are important determinants of wealth. Despite gains in expected wealth, every level of education translates into a lower relative level of wealth for black and Hispanic families.

2. Even at the highest education levels, there are large racial disparities in income.

Higher levels of education generally are associated with smaller (shallower) increases in wealth for Hispanic and black families. (For a deeper look at the wealth effects of education across race and ethnicity, see “Unequal Degrees of Affluence: Racial and Ethnic Wealth Differences across Education Levels,” an article written by Emmons and his colleague, Lowell Ricketts, and published in the October 2016 edition of Regional Economist magazine.)

3. At all income levels, there is a need for strong family balance sheets with adequate liquidity, broad asset diversification, and manageable debt.

Emmons discussed some possible explanations for large racial and ethnic wealth gaps, including structural and systematic factors that may exert large influences on wealth accumulation across generations. The data and conversation helped highlight the continued need for programs focused on increasing the high school and college graduation rates for Memphis and Shelby County, continued skill diversification for our workforce, and financial planning for families.

Events like “Dialogue with the Fed” and others that we hold throughout the year are part of the St. Louis Fed’s commitment to increased transparency and communication with all constituents, and we have more planned for 2017. To keep posted about our Memphis branch news and events, visit stlouisfed.org/memphis, or send me an email at Douglas.G.Scarboro@stls.frb. org. Let’s keep the dialogue going!

Dr. Douglas Scarboro is regional executive/VP of the Memphis branch of the St. Louis Federal Reserve Bank.

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INSIDE MEMPHIS BUSINESS.COM | DECEMBER 2016 / JANUARY 2017

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WORKFORCE

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Give Smart

Reconsider your end-of-year disbursements.

With December comes the giving season; and for nonprofits it is typically the most profitable month of the year as donors rush to take advantage of tax deductions. As you sit down to make your year-end giving decisions, I offer a few things to consider.

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Invest for Impact More than likely, you will be asked for a donation this holiday season. It may be by a Salvation Army volunteer ringing a bell over a red kettle outside Kroger, a co-worker urging your participation in a United Way campaign, or a friend hosting a party for you to learn more about a specific cause. If you are like me, you respond to all of these methods because someone you know asks you to give. The vast majority of giving is relationship based. The problem with that is that it often results in a scattershot approach to philanthropy versus a strategic one.

Peter Frumkin, director of the Nonprofit Leadership Program, writes, “Although the amount of money given away every year continues to rise, there are lingering doubts about what billions of dollars backed by good intentions have ultimately produced.”

We need to give with more than good intentions — we need to put our investment to work so that it has the greatest possible chance to provide a return in the form of moving the needle on some of the serious challenges our community faces. According to Crutchfield, Kania & Kramer’s Do More Than Give, “Donors who do pick a strategic focus are able to achieve more than donors who scatter their funding and attention across many disparate causes.”

Do Your Homework Once you’ve settled on a cause, it will be important to find the best way to support progress in that area. A pair of websites launched by the Community Foundation of Greater Memphis, and supported by many other local foundations, aim to help educate Memphians on our community and connect them with nonprofits working in their particular areas of interest or geographies.

WhereWeLiveMidSouth.org is an online dashboard that aggregates public data on many of the city’s vital statistics from population and income to green space and transportation.

WhereToGiveMidSouth.org is a nonprofit directory with a wealth of information on each nonprofit, including its mission, financial information, program descriptions, and a list-

ing of key staff and board members.

I would also recommend taking a look at an organization’s annual tax filing, the IRS Form 990. Most 990s are accessible online and have information on sources of revenue, list of key donors, and salaries of key employees.

You may ask, “What should I be looking for?” In my humble opinion, the answers are sustainability and impact. What is the business model? Are there other sources of revenue beyond individual donations? Is the organization supported by a broad group of donors or a small group? Are the salaries for leadership reasonable? Is there an endowment to provide a financial safety net in the case of a crisis? How is impact measured and are results trending positively? Does the organization actively collaborate with other nonprofits for greatest impact?

Do More Than Give When you find something that is worth your money, it is also worth your time and your mind. From Do More Than Give: “Donors have something valuable to contribute beyond their money. The clout, connections, business know-how, and political savvy that foundation leaders, business executives, and many individual donors possess are key resources in advancing causes — resources that nonprofits often lack.”

I have seen volunteers do amazing things from lobbying for political action, arranging complex real estate deals, facilitating strategic planning sessions, and creating logos and websites, to coaching staff members and providing lunch for the weary staff. All of these tasks add much needed capacity and skills to nonprofits. What might you be willing to roll up your sleeves and do to further your cause and increase the return on your investment?

Memphis is one of the most generous cities in the country. Think what we can accomplish if we not only give with heart, but we also give smart.

(Editor’s note: Meg Crosby is the board chair for the Community Foundation of Greater Memphis.)

Meg Crosby is a principal with PeopleCap Advisors.

INSIDE MEMPHIS BUSINESS.COM | DECEMBER 2016 / JANUARY 2017

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CREATI V E COMMUNICATION

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Shifting Cultural Norms

Nonprofits can be agents of change in a community.

“People have a natural desire to be altruistic. When that desire is stimulated, we will give more money to urgent causes — possibly much more.

When it is not, we will give more money to the consumer brands that do stimulate and create desires for private goods.”

— Dan Pallotta, Harvard Business Review

TV Shows • Columns • Radio Show • Books • Podcast

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There’s no doubt about it, Memphians cal step toward raising money for today are altruistic, ranked one of the most char- and for years to come. That awareness itable cities by The Chronicle of Philanthropy. gets built by frequently reaching your doMemphis donated 5.1 percent of its 2012 nors and prospects on a regular basis, to income, with the total contribution coming ultimately “stimulate” that desire to be in at $1,039,345,000. And Memphians across altruistic. the board are charitable. Those making People care about causes deeply, or at up to $25,000 a year donated least have the potential to, but 13 percent of their income and they have to be asked directly people making $200,000 a year PEOPLE CARE ABOUT to get engaged, to volunteer, and to donate. And not just or more donated 4 percent.

CAUSES DEEPLY, OR Now those are statistics to be once, but again and again. Deproud of. velopment professionals are AT LEAST HAVE THE Currently there are 4,483 faced with this challenge every POTENTIAL TO, BUT 501(c)(3)-designated nonprofday and work extremely hard to THEY HAVE TO BE its that are active and opermake these connections, culating in good standing in the ASKED DIRECTLY TO tivate these relationships, and city of Memphis, according convert occasional donors to GET ENGAGED, TO to Mia Madison, director of annual and legacy donors.

VOLUNTEER, AND Community Information for It’s no coincidence that U.S. the Community Foundation of ad spending is projected to TO DONATE. Greater Memphis. That’s a lot reach $200 billion by the end of charitable organizations that depend on of 2016, according to statista.com. Just the altruism of our city, specifically in the as the for-profit world invests in marketing form of funding. and advertising to support its sales efforts, The reality is that many of these nonprof- nonprofits can effectively support fund deits are operating on a shoestring budget, velopment efforts to build awareness, stimwith little to no funds allocated for market- ulate desire, and entice consumers to action. ing. If they do have a marketing budget it is Nonprofits have to focus on ROI, too, and most likely dependent on donated creative unabashedly make a commitment to comservices and media, which unfortunately munications to gain exposure and advance means they tend to get what they pay for. their cause. The donor’s return on investPro bono work can be both a blessing and ment is knowing that they played a critical a curse. A blessing because it fills a short- role towards fulfilling the organization’s term hole in the budget. A curse because, mission: saving lives, eradicating disease, while it’s free, it may not be on-brand or ending poverty, or being a change agent it may not be timely. Free, but it doesn’t that shifts cultural norms. reach your prospective donors. Free, but ultimately not a strategy to achieve long- Andrea Wiley is director of account management term goals towards a sustainable future for at DCA Creative Communications Consulting.

She is an adjunct professor teaching Advertising the organization.

Marketing and fund development work at the University of Memphis, and is the hand-in-hand. Building awareness of a 2015-2016 president of the American nonprofit’s brand and mission is a criti- Advertising Federation, Memphis Chapter.

INSIDE MEMPHIS BUSINESS.COM | DECEMBER 2016 / JANUARY 2017

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FI NA NCE & I N V ESTMENT

••• BY DAVID S. WADDELL

How to Grow U.S.A., Inc.

What if our country operated like a corporation?

For this issue’s installment, I thought I would channel my political hostility into a thought experiment. If we incorporated the U.S. and prepared it for a public offering, what would potential investors want in the business plan?

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More Workers America houses 160 million laborers, a force growing .5 percent annually. Since people are the pistons in economic engines, the faster a labor force grows, the faster an economy grows. Unfortunately, within the U.S. our indigenous population growth has stagnated.

Therefore, our immigration rate highly influences our labor force growth rate. As with any corporation, the growth of U.S.A., Inc. requires recruiting a growing and productive workforce. Maintaining our historic 1.5 percent labor force growth rate will require welcoming well over one million new Americans annually.

More Investment After growing approximately 3 percent for decades, the U.S. economy has structurally downshifted to about 1.5 percent. In addition to our slowing labor force growth rate, our productivity rate has collapsed from around 2 percent to less than 1 percent. Business investment in R&D, property, plant, and equipment drives labor productivity gains.

Sadly, compared with other developed nations we have the lowest rate of new investment per unit of GDP. Business investment as a percentage of GDP fluctuated around 5 percent between WWII and the year 2000, falling to 2 percent of GDP today. Furthermore, government investments in R&D and infrastructure have evaporated as entitlement spending growth crowds out other priorities.

In 1960, the government spent 33 percent of outlays on investments versus 14 percent on entitlements. Today, the percentages have switched to 12 percent and 50 percent respectively.

Less Tax Reliance on Income and Investment During our economic growth heydays of the 1950s and 1960s, household consumption comprised about 60 percent of our economy.

Today, consumption accounts for more than 70 percent of GDP enhanced by decreased savings, increased consumer credit, and complicit tax incentives. In fact, across the developed world only Greece has a higher consumption rate than we do. Combine our over-consumption with our under-investment

and the U.S. actually ranks last in the developed world.

Fortunately, the overall tax burden of 26 percent still sits about 8 percent below our developed world peers. However, U.S.A., Inc.’s tax strategy discourages investment and encourages consumption. The U.S. derives 18 percent of revenue from consumption taxes versus an average of 33 percent for our peer group. Alternatively, personal and business income taxes account for 38 percent of U.S. tax receipts versus 24.5 percent for our peers. Unfortunately, tax research shows that business and capital gains taxes are much more punitive for economic growth than consumption taxes. As such, a rotation away from taxing income and investment would better align our tax structure with our desired outcomes.

More Trade In 1960, trade accounted for 9 percent of U.S. GDP. Today, trade accounts for 28 percent.

In 1960, our inflation adjusted GDP per capita was $17,200 per year. Today, it’s almost $52,000. Does trade disrupt a nation’s industry mix? Absolutely. In 1960, factories held 25 percent of our workforce versus 8 percent today. However, unemployment rates have remained more or less 5 percent over the time period. Nations with higher levels of trade tend to have higher levels of growth, higher levels of income gains, and lower levels of poverty.

Executive Summary A marketable business plan for U.S.A., Inc. would include more immigration, more trade agreements, less tax on income and capital, and more government spending on infrastructure and R&D. If U.S.A., Inc. adopted these priorities would you buy shares? I’d buy them hand over fist!

David S. Waddell is CEO of Waddell and Associates. He has appeared in The Wall Street Journal, Forbes, and Business Week, as well as other local, national, and global resources. Visit waddellandassociates.com for more.

INSIDE MEMPHIS BUSINESS.COM | DECEMBER 2016 / JANUARY 2017

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10/28/16 9:27 AM

The HOT Sheet

Advancement Jeff Borgsmiller has joined Turner Construction as preconstruction manager. His duties will involve tasks taking place before construction, such as conceptual estimating, owner program budget management, program scheduling and phasing, and lump sum competitive bidding.

Cindy MacAulay joins public accounting firm DHG. She joins the Memphis branch from her previous position at DHG’s Charleston, South Carolina offices. Entering her 20th year as a CPA, MacAulay’s main focus has been on cases related to domestic matters. inferno has made the following additions: Jennifer Johnson, art director; Josh Sigler, project coordinator; Kristin Wescott, account executive; and Brandon Davis has been promoted to senior copywriter.

Paragon Bank has announced three new vice presidents: Chondrea Black, first vice president; Deborah Howell, senior bank accountant and vice president; and Kathleen Lewis, first vice president.

HealthChoice has expanded its care management team with two new hires. Dannine Austin, formerly at Methodist Extended Care Hospital, has joined the Care Transition Support Program.

Cassondra Gibson, previously a patient care coordinator for Methodist Le Bonheur, has joined the Complex Care Management Program.

Bryan Black has joined Trezevant as executive chief. Formerly of Compass Group USA, Bryan has served in a variety of culinary roles at St. Francis Hospital, and has also worked at many upscale restaurants around Memphis.

Nick Moorehead has joined Boyle Investment Group as an account executive. Moorehead’s efforts will focus on commercial clients in construction, transportation, farm, and financial industries. He will also write personal lines of insurance for high net worth clients.

Ken Taylor has been hired as the new executive director of the Beale Street Merchants Association. Ken’s hire is the product of a new partnership between the Beale Street Merchants Association and Caissa Public Strategy, who chose his extensive business experience to continue leading Beale Street’s growth.

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As part of a new strategic plan, Metropolitan Inter-Faith Association (MIFA) has made several new staff appointments from in-house: Caprice Snyder, chief operating officer; Arnetta Stanton Macklin, vice president of advancement; Cecelia Johnson-Powell, vice president of family programs; and Trina Jones, vice president of senior programs.

Vaco has added three new recruiters to its Memphis staffing team. Julianna Kirkland will focus on accounting and finance professionals; Vance Gamble will develop and maintain client relations for the operational staffing division; and Sydney Dennis will seek individuals with skills in the healthcare and technology fields.

Opera Memphis has hired a new director of development, Jason Hardy, formerly managing director of OperaDelaware.

Bianca Gibson has been hired as the new marketing director of Oak Court Mall. Her new role will involve leading the mall’s new strategic marketing plan, including advertising, public relations, and special events.

Kingdom Quality Communications has added to its staff with the hire of Amelia Ables.

In her position as assistant account executive, she will execute and support public relations, marketing, and social media plans.

ServiceMaster by Stratos has added Derrick Von Stein to its management team. As the newest facilities group manager, Von Stein will be responsible for the 53 groups that work at FedExForum and AutoZone Park.

Theatre Memphis added Justin Dowdy to the staff as the assistant technical director. Dowdy previously worked as designer and actor supervisor at Ripley’s Entertainment “Haunted Adventure” in Myrtle Beach, South Carolina.

Debbie Vopel has joined Group Benefits LLC as the new client services coordinator. With over 25 years of experience with both healthcare and insurance, and extensive experience in the Memphis area, her duties will include coordinating and serving the needs of the firm’s employee benefits clients.

Agape Child & Family Services has hired two new employees: Teresa Franklin has joined as director of Agape’s Families in Transition (FIT) program, which serves homeless, pregnant, and parenting women and their children by providing housing and support; and Lisa Zyriek has joined as chief financial officer after serving as executive director of finance and administration for ALSAC. Kimberly Hodges has joined the Memphis office of Ogletree, Deakins, Nash, Smoak & Stewart, P.C. as a shareholder. A seasoned litigator, Hodges previously worked as lead counsel — Litigation and Employment for Federal Express Corporation.

Looney Ricks Kiss (LRK) has made several inhouse promotions within their Memphis office: Damon L. Brider, Jason R. Weeks, Kyle D. Archer, Michael Zielinski, and Scott Van Der Jagt have all been promoted to senior associate, architecture. Several employees have been promoted to the position of associate in multiple departments: Felicia Thomas, accounting and programming: Jodi Davis interior design; Jonathn Flynt, architecture and planning; Krissy Buck Flickinger, architecture; and P. Lloyd Paul, architecture.

Baker Donelson has expanded its telecommunications practice with the addition of 12 new employees: Christopher Olds, Lisa Smith, and Nicholas Steinhaus (shareholders); Kelli Cantey and Roger Hall (of counsel); Cara Cochran, Jacob Fling, Laura Goode, Alanna Herman, Rachel Hutchens, Tara Schmidt and Brandon White (attorneys).

John “Jack” Daniels has joined Mahaffey Tent & Event Rentals as director of operations. Daniels has previously occupied the role at Mahaffey and has extensive experience in the Memphis area, including positions at NES Rentals and Memphis in May International Festival.

Baker Donelson has appointed William S. Painter to their newly-created position of chief innovation officer. Formerly the chief strategic officer at Baker Donelson, Painter will assume the position in order to continue innovation in the delivery of technology and client services. contin u ed on page 16

INSIDE MEMPHIS BUSINESS.COM | DECEMBER 2016 / JANUARY 2017

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11/8/16 12:51 PM

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11/3/16 8:07 AM

The HOT Sheet contin u ed from page 1 4

Carrie Roberts is the new development director at Madonna Learning Center. She will be responsible for raising funds to help supplement the cost of tuition for students and families, as well as maintaining the school’s legacy.

Pickering Firm, Inc., has added two new employees to its marketing team: Lucy Black, proposal assistant; and Bethany Faller, marketing specialist.

Appointment Mahul Amid, MD, has been named chair of the Department of Pathology at the University of Tennessee Health Science Center (UTHSC). Amin joins the program after working at the Cedars-Sinai Medical Center, where he was a chairman and professor of pathology and laboratory medicine. At UTHSC, he will be the Gerwin Chair for cancer research.

Ean Colley, senior vice president and manager of deposit services for Financial Federal Bank, has joined the board of directors of Southern Financial Exchange (SFE). She will serve a three-year board term as the representative of the Memphis metropolitan area.

Financial Federal welcomes its newest member of the board of directors, King W. Rogers. Rogers is currently Of Counsel with Glankler Brown, PLLC, concentrating on commercial transactiosn and banking. Rogers also serves on the Tennessee State Capitol Commission.

The American Veterinary Dental College (AVDC) has installed Dr. Barden Greenfield, a small animal veterinary dental specialist practicing at Memphis Veterinary Specialists (MVS), as president.

Greenfield also received the prestigious AVDC Peter Emily Service Award.

M. Boyd Gillespie, MD, MSc, FACS, has been appointed chair of the Department of Otolaryngology — head and neck surgery at University of Tennessee Health Science Center (UTHSC).

Leon Dickson, Sr., has been elected as 2017 president-elect for the Tennessee Association of Realtors (TAR) at its

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fall convention. Dickson has been a realtor for 27 years, and is currently the owner and principal broker of BenchMark at Southwind Realtors LLC. Regina Hubbard has been installed as division 1 vice president (western grand division) for TAR at its fall convention.

Hubbard is a broker/trainer with Fast Track Realty, and will serve a two-year tenure as part of the statewide association’s 10-member executive committee.

Tanja Thompson, office managing shareholder of Littler’s Memphis office, has been elected to the American Bar Association’s Section of Labor and Employment Law Council. Thompson also currently serves as employer vice-chair of the ABA Labor and Employment Law Section’s Budget and Finance Committee.

Awards Vaco has been named to the Inc. 5000 for the 10th consecutive year.

Red Deluxe Brand Development has won two Telly Awards for its national television PSAs for the Wounded Warriors Project.

Methodist Le Bonheur has ranked 18 out of 100 companies on the list of 2016 “Best Places to Work for Women,” using information compiled by consulting firm Great Place to Work and Fortune magazine.

Triumph Bank has receieved an ABA Foundation Community Commitment Award. The award was granted due to Triumph’s Personal Financial Management Program with the Boy Scouts of America.

John Ryder, attorney with the Harris Shelton Hanover Walsh PLLC firm, has been named the 2016 Republican Lawyer of the Year by the Republican National Lawyers Association, the national bar association for Republican Lawyers. Ryder has also been serving as general counsel of the Republican National Committee since 2013.

Averitt Express has recently honored associate Jim Modlin for 20 years of service.

Thomas L. Parker, a shareholder in Baker Donelson’s Memphis office, has been inducted as a Fellow of the American College of Trial Lawyers. Parker conducts internal corporate investigations and defends corporate and individual clients in government investigations and those accused of white collar crime.

Glen G. Reid, senior counsel with Wyatt, Tarrant & Combs, LLP, has been named as one of Tennessee’s top trial attorneys by Benchmark Litigation 2017. Reid has made his name in Wyatt’s Intellectual Property Protection & Litigation Service Team.

Charlotte Hopper, executive director of Grace House of Memphis, has been named CEO of the Year by the Tennessee Association of Alcohol, Drug, and Other Addictions Services (TAADAS).

Researchers at the University of Tennessee Health Science Center (UTHSC) have won the following grants: Linda Myers, MD, has receieved a $1.67 million grant from the National Institute of Arthritis and Musculoskeletal and Skin Disease, part of the National Institutes of Health (NIH). Her project, titled “Inhibitory Receptors and Autoimmune Arthritis,” will focus on developing new therapeutic practices for presently incurable autoimmune arthritis.

Professor Subhash C. Chauhan has receieved a $3.4 million grant from the National Cancer Institute, part of NIH. His projects, “Targeted Nanotherapy for Pancreatic Cancer,” and “Development of Targeted Nanotechnology Platform for Pancreatic Cancer,” are aimed at developing new nanomedicine and therapy for pancreatic cancer. Chauhan has also receieved an additional $1.75 million grant to study colorectal cancer, which disproportionately affects people of African American and Native American descent.

Hongsik Cho, PhD, MBA, and assistant professor in the Department of Orthaepedic Surgery, has received a $270,000 grant from the Arthritis Foundation to research new methods of arthritis treatment. The project, “A Novel Method of Detecting and Treating in Early PTOA Using Smart Nanosome,” will focus specifically on osteoarthritis.

S.M. Raquibul Hasan, PhD, and postdoctoral associate in the Department of Physiology in the College of Medicine, has receieved a grant of $98,950 from the American Heart Association. His project, “Regulation of TRPP1 Channel Trafficking and Functional Significance in Arterial Smooth Muscle,” will study mechanisms that influence artery dilation and blood flow. contin u ed on page 18

INSIDE MEMPHIS BUSINESS.COM | DECEMBER 2016 / JANUARY 2017

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11/8/16 12:51 PM

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11/2/16 8:47 AM

The HOT Sheet contin u ed from page 16

Inked Michael Hatcher & Associates, Inc., a landscaping contractor, opened new headquarters in Olive Branch.

State Systems Inc. recently acquired Dunk Fire and Security from Conway, Arkansas. Dunk Fire and Security is a premier provider of fire, sprinkler, and alarm systems in northwest Arkansas.

Christian Brothers High School has partnered with Campbell Clinic to create a new sports medicine training site for student-athletes.

Cannon Wright Blount (CWB) has recently launched a new consulting division. Led by Richard Brown, the new division will focus on analyzing data to help its clients become more efficient and profitable.

REACH Human Capital, LLC, has recently been certified as a local small business enterprise by the Uniform Certification Agency. President Agnes Pokrandt is also proud to announce that the boutique, women-owned HR/talent management consulting group has also been certified as a Women-Owned Business Enterprise.

Law firm Hagwood Adelman Tipton, PC, has recently moved its Memphis offices. Previously in Central Station on the corner of G.E. Patterson and Main St., the new offices will be located just up the block as part of the Railway Express Agency building in Central Station.

Fitness:1440 has replaced the recently closed French Riviera Spa above Hollywood Feed at 2011 Union Ave. EgglestonWorks has recently expanded its operation to a greater overseas market. The Memphis-based, award-winning loudspeaker manufacturing company opened a Shanghai office earlier this year to service the Greater China market.

Our tackle box is full of solutions so you can focus on the perfect catch.

ABB, a leading power and automation technology group, has recently opened a new facility. Located in Senatobia, Mississippi, the 85,000 square foot facility will create electrical components for the US market, some of which were previously manufactured overseas.

SEACAP Financial, a management advisory and investment banking firm located at 3251 Poplar Avenue, is currently celebrating its 15th anniversary in Memphis.

The Hotel Napoleon opened in downtown Memphis. The new establishment aims to provide a new level of luxury for guests, and is located in the Memphis Press-Scimitar building originally constructed in 1902.

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Paragon Bank is now operational in five states with a new office located in Oxford, Missisippi.

Kin Kinney is the Oxford market president, and is responsible for growing the bank’s operations and being an active participant in the Oxford community.

INSIDE MEMPHIS BUSINESS.COM | DECEMBER 2016 / JANUARY 2017

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11/8/16 12:51 PM

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11/8/16 7:03 PM

In their home library, Spence and Becky Wilson discuss the state of Memphis philananthropy with Inside Memphis Business editor Richard Alley.

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INSIDE MEMPHIS BUSINESS.COM | DECEMBER 2016 / JANUARY 2017

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11/8/16 12:33 PM

A C O N V E R S AT I O N O N PHIL ANTHROPY BECK Y

• • •

B Y

AND

R I C H A R D

WITH

SPENCE

J .

A L L E Y

• • •

WILSON

P H OTO G R A P H S

BY

C H I P

C H O C K L E Y

Anyone who has traveled across the country has Kemmons Wilson and his Holiday Inn concept to thank for a good night’s sleep. And if you were to look at the boardroom rosters of many nonprofits across Memphis today, odds are you’ll see the name Wilson listed there.

Just as the Kemmons Wilson Companies, with its global reach, has remained firmly entrenched in Memphis, the children of Kemmons and Dorothy Wilson have kept their hearts and interests close to home.

A look at the 2015 annual report of the Kemmons Wilson Family Foundation — its guiding principles include engaging family, faithful stewardship, and building legacy — shows that gifts were bestowed on West Cancer Center ($500,000), Shelby Farms Park Conservancy ($250,000), Exchange Family Club Center ($20,000 over two years), and Teach for America ($150,000 over three years), among many others. A total just shy of $1.8 million saw its way into the coffers of some of the area’s most solicitous institutions.

In addition, the family members themselves take an active role in giving back. Bob Wilson flies wounded veterans for Veterans Airlift; Allison Wilson leads Wilson Animal Rescue, which rescued over 400 dogs last year; McLean Wilson has led the charge in the Crosstown Concourse development; and Lauren Wilson Young founded Sweet LaLa’s, a bakery that employs graduates of Juvenile Intervention & Faith-based Follow-up (JIFF).

It is clear that, for a city divided along so many lines — socioeconomic, educational, racial — philanthropy is a salve that is best slathered on. For decades, the Wilson family and their foundation have directed much of that healing.

Spence Wilson, the oldest son and chairman of the board of the Kemmons Wilson Companies, and his wife, Becky, personally made the lead gift for a children’s hospital at Baptist Hospital East, which opened last year. In 1988, Becky saw a need to bring the races closer together in Memphis and started the Bridge Builders program at BRIDGES. I recently sat down with the couple in their East Memphis home to learn more about the KWFF, the crucial issues facing our city, and the state of giving in Memphis.

When did you get involved in philanthropy? Was that something you grew up with in your own families?

I’m one of five and I don’t know that we ever sat around the table with my family for a lesson in philanthropy or giving. Mom and dad made gifts to the church, they made some other gifts I was aware of — dad made a large gift to Methodist Hospital in his mother’s name to the nursing school. It was named for her back in the early ’70s; she passed away in ’68, when we were on our honeymoon, actually.

I think there was a sense that something ought to be done but we probably just, over the years, kind of figured out things on our own.

S P E N C E W I L S O N ( SW ) :

B E C K Y W I L S O N (B W ) : I grew up in a small town and my parents did not have a lot. My father’s a retired dentist, 95 years old. But I think in my case, through church activities and civic activities, I observed my parents. They didn’t have a lot of money to give, but they gave all kinds of time and energy to the Jackson community in a variety of ways. That was just something I grew up with, I knew that’s just what you do.

DECEMBER 2016 / JANUARY 2017 | INSIDE MEMPHIS BUSINESS.COM |

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Why was the Kemmons Wilson Family Foundation founded?

SW: Mom and dad established the Foundation, but it was more of a passthrough entity. If they decided to make a gift, they would give to the Foundation and the Foundation would make the gift for them in the Foundation’s name. I can’t tell you why they founded it because they could have given gifts directly, but I will tell you this: It was not until the death of the last of them, my dad — he died two years after my mother — that the foundation had any significant assets, and those assets were gifts that came out of their estates.

That would have been in 2003 that the Foundation had the assets that it has today.

I’ll be frank, my dad didn’t give us a lot of guidance on how they wanted these assets, or the earnings on these assets, to be given away. We had some sense of things that they were interested in, but we had to figure out a little on our own and kind of anticipate what they would be pleased with.

It’s a little bit of a reflection of what we think their interests were and also our own interests in having grown up in the community and being active in the community by 2003.

Has it always been managed by the family?

SW: It’s always been family managed. Our daughter, Lauren [Wilson Young], held her hand up after we began to structure this in a more professional way to be the executive director. So she and I collaboratively figured out, “Okay we’ve got to get a board, we’ve got to get some money invested, we’ve got to set up a grant review process.” All those kinds of things. She ran it extremely well for 12 years until she decided to step down this past June. But she’s really put her stamp on it. I’d like to think I put my stamp on her, because we collaboratively worked on all of this, but she really carried it out.

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Are the Foundation’s interests solely local or do you have national interests?

SW: Predominantly local, but we do have the ability to direct the Foundation since a percent of the annual giving is available to each family. And to the extent that some of those family members are in other cities, some of that directed giving would go to Nashville or to Denver where we’ve got a couple of family members living. But it’s a very small piece, the unified giving of the Foundation is Memphis-focused.

B W: This has been a way to help the next generation establish their own giving. By giving them a portion every year, they can allocate it how they want to. Each couple decides what touches their heart the most.

That leads me to my next question: You involve the next generation pretty early, as rising sixth-graders. Why is that?

SW: They’re the fourth generation, but it’s not all totally connected to the Foundation.

We have something that we are calling our “family council” in that we have an educational component that includes asking the older children to read my dad’s autobiography [Half Luck and Half Brains: The Kemmons Wilson Holiday Inn Story] to get a sense of what his life was like, what mother’s life was like. It mainly focuses on his business career and the family; a lot of philosophy and other values come through the book. We get them to do that, then we have sessions with them where we answer questions.

The oldest grandchild will be 17 in November. She was just 2 or 3 years old when my dad died, so none of them had a really long connection with him while he was living. He loved the ones that were living while he was living, but they were not of an age where they would absorb anything like that. We do that, and then we talk about the values of the family that we have in our “Wilson Way,” which is what we refer to ourselves in the Kemmons Wilson Companies, so we’ve got values of humility and things such as that.

And that’s the company culture?

The company culture, yes. Then we actually have something like that in the Foundation as well. They’re not exactly the same but they’re very similar, you might expect that. We talk about those values, we talk about family traditions, and things like that. Growing up, we had dinner at my parents’ house every Sunday night for over 20 years. As spouses came on board, they were there and as children came along, they were there. That’s why our cousins know each other as well as they do.

SW:

Is the next generation willing and excited by giving back and what’s expected of them?

B W: They seem to be. And having an annual family get-together is a new tradition, because there are 78 people in the family now. We’re doing it once a year as part of a big family meeting. When they all get together, it’s a nice experience for all of them.

Would you say that there’s an expectation of giving back?

B W: I think that they have seen where we have put an emphasis. I could only speak about our children on that, but I think it’s true of the other families that every family has had particular things over the years that they have given to philanthropically individually. Couples have had certain passions, so all of that generation, the third generation, has observed that within their own families.

I think there’s a tacit expectation that we may not say, “You’ve got to go give,” they just do it.

The Foundation’s 2015 annual report says you gave to Agape, Memphis Music Hall of Fame, West Cancer Center, and Junior Achievement, among others.

How are those decisions made?

SW: It’s a very formal process, we encourage people to go online to make an application.

The staff gets those grant applications, often makes site visits, then encourages board members. It’s a majority vote. With Lauren’s departure, we now have three staff members and we meet two times a year. We have advisory board members who are members-in-waiting to step onto the board when the vacancy is available. We have 10 board members now, so we’ve brought the next generation onto the board to join my generation. I’ll retire at the age of 75, we’ve set some retirement rules and I have to step down at the end of next year. That allows some fresher blood to come in and grow off that.

INSIDE MEMPHIS BUSINESS.COM | DECEMBER 2016 / JANUARY 2017

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What would you say has been the Foundation’s greatest accomplishments?

SW: I think there would be several, but one that certainly stands out is the gift that helped create the Kemmons Wilson Family Center for Good Grief. It’s served over 4,000 people now; adults, children, etc., who are going through that grieving phase either through natural causes of a loss of someone, or disruptive causes of violence, shootings, and things like that. It’s all complementary, there’s no payment for anything.

The reports we as a family get back about the impact it’s had on others is really heart warming. In fact, they want to expand the facility and they want to add additional staff because they have such a waiting list for people to try to serve.

I would personally say, and I think my siblings would say, that’s been one of the signature gifts that we’ve made as a foundation that has had a superb impact.

How did the Baptist Children’s Hospital come about? Is that a Foundation gift?

SW: No, that’s ours personally.

B W: Three of our four children were born at Baptist and most of our nieces and nephews were born at Baptist, so we’ve had that kind of association.

We’ve both been on boards at Baptist.

SW: Our children, Lauren and Spence Jr., have been on the board, and my brother Kem is on their foundation board and advisory boards. A lot of family connectivity, in addition to the births, and very satisfactory experiences in terms of the health services provided, the people, doctors, nurses, etc.

B W: When they came and talked to us and said they had this dream of building a children’s hospital, we started thinking about it and started looking at some of the statistics, and realized that a quarter of the folks in Shelby County are below 18 in age; that’s 250,000 kids.

Le Bonheur is wonderful and they are doing a great job, but they even say it’s hard to get in sometimes because they have so many people, and their preference has been to deal with the more serious types of issues with a lot of specialists. As we explored things, we realized there’s a lot of room for a hospital for children if you have a broken arm or an asthma attack, or you have something that is not so highly specialized in its treatment.

SW: Baptist’s children’s services were all tucked in under the main hospital, so they were providing these emergency services 24 |

and other things like that, but nobody really knew much about it because it was just in the hospital. So the idea was to sort of take the covers off, you might say, of these services. Put it in a building that is going to do this ER work, then hopefully expand their activities to an intensive care unit where a kid may need some help, but readily transfer them to Le Bonheur for any special, unique care that couldn’t be provided there. We were motivated by that, we thought that made a lot of sense. And it’s sort of a continuum: You’ve got the women’s hospital, you birth the children there . . .

B W: Five thousand a year are born there.

SW: Then up to age 17 or 18, which the children’s hospital focuses on, it seems like a natural. You’ve had a good experience in birthing, well you’ve got to have a good experience in taking care of them in an emergency or something like that. That just had a positive ring to it.

B W: And, as evidenced by the numbers, they [Baptist] expected to have about 500 kids a month to be treated. Well, the first year there were over 1,000 a month treated, so it was a much larger need than they had actually anticipated.

It’s not the Foundation, so is this the kind of gift you would talk to your kids about?

SW: Definitely, because we struggled a little bit asking, “Do we want our name on this?”

B W: We struggled a lot.

SW: A lot. We did because we said, “We’re not sure that’s really appropriate.” But we finally came awake in a sense when talking to Baptist that it would help them in their greater identity and the community, and we’ve somehow put a family endorsement on it. Perhaps it will help them in their fundraising along the way. Not so much from our family per se, but from others who would say they want to join hands with them and continue this good work there at the hospital.

What do you think is the greatest challenge facing Memphis today?

B W : I still come back to education. That is the key to everything. If you’ve got a good, decent education, you have a chance at making something of yourself.

If you don’t, if you go to a sub-standard school with teachers that have a sub-standard education, then that’s just a wheel that we can’t get off of. That’s why I’ve been so excited to see all of the experimentation that’s going on in Memphis as an educational laboratory.

So many millions of dollars have been

put in that lab right now. To see all the young teachers that are coming here through Teach for America and various programs — the fact that they opt to stay in Memphis more than in any other city after their two years, because they know that they can make a bigger difference here than a lot of the larger cities.

You can actually get your hands around things in Memphis. That’s what I think we have going for us that a lot of places don’t have. That and the enthusiasm of this next generation and all of our children involved in this city — our nieces and nephews — so I’m very optimistic. Much more so than a lot of our contemporaries who don’t come up against this every day. A lot of people sit in their houses and complain, and I say, “If you’re not doing anything to make it better, you don’t have a right to complain in this city because you’ve got lots of opportunities to make something better.”

S W : To add to that, I agree with Becky’s assessment of education. It’s a big contender. We’ve got all this emphasis on taking care of kids zero to 12 — 12 months, not 12 years old — to get them ready for kindergarten, so that by the third grade they’re reading at levels they need to so they can progress through the system. In addition to that, and initiatives that are important in that regard, we have this continued socio-economic dislocation, the haves and have-nots of the community.

We’ve got to figure out how to reach families. Whether it’s the mentoring thing . . . or finding ways in which to improve these depressed areas and help these kids so when they have a good education or go to a good school and come back home, they’re not confronted in their environment. It’s just a cycle that we’ve got to break somehow.

What do you think about the state of philanthropy in Memphis? Outside of your foundation and your family, is it healthy?

SW: I think it’s really healthy.

B W: I do, too. It’s probably the best it’s ever been. Many more millions of dollars are being invested in Memphis, and not just by Memphians. That’s been exciting to see.

SW: Well, I’ll just mention a couple. We’ve got the BRIDGES capital campaign, a $10 million capital campaign that’s within a 120-odd thousand dollars of being completed [the total has since been raised] to meet a challenge grant of an equal amount; that’s a huge number. West Cancer Center, you’ve got the Madonna Learning Center capital campaign. You have Shelby Farms [Heart of the Park project] that just finished.

Some people have held up their hands and written big checks and smaller checks.

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Why do you think that is?

Why is Memphis sort of this epicenter of giving?

B W: It’s second in the country.

SW: I can’t answer that. I don’t know, but maybe something out of our faith heritage.

We’re a pretty strong community from a faith standpoint. To me, I’m motivated more by what the cause is. I would give to causes that I think are really worthwhile and are really going to do some good. I think some of these things have touched the heartstrings; they’ve resonated.

I chaired the Rhodes College capital campaign we just finished at the end of 2014. We raised just over $300 million. What I found was that you could make a call on someone that had the resources, but you had to be sure they connected with what you were doing. When you can link that connection, people will dig deep. I’m really serious about that. Becky and I dug pretty deep to make our gift to the Baptist hospital.

B W: I think our city is a unique place. I have not lived anywhere other than Memphis — other than New York 40-some-odd years ago — so I can’t speak for other cities, but my observation from travel, knowing people all over the country . . . I think Memphis is actually a much healthier community than we are given credit for.

I was really involved with Mei Ann’s Circle of Friends, 120 women — almost half black and half white — who came together to support the symphony. None of us had done that five years prior to doing it, but we found a common meeting place and that has grown. To see that when you begin to know people face to face, and you begin to hear about their interests and their projects, I just think that we have a better community today than it has ever been. Black and white are meeting together and are doing things together that are positive for the community. I would really put us up against any city of this size for talking about race and dealing with issues that, in a lot of places, are just pushed under the rug. Or people think they’re going to be too polite, they don’t want to talk about that. I think that a lot of what we have going on here now is what has led this city to give more, because we understand each other more.

I’m extremely optimistic. When I see what Bridge Builders is doing, we’ve had 28,000 kids go through that program in 28 years, and more to come. To hear them talk about what it was like before and after they had that experience, it is truly transformational. It’s changed a lot of their parents’ thinking about things too, which is something we never anticipated, that it would float up as well as down.

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With racial tensions so high around the country, do you think there’s as much of, or more of, a need for Bridge Builders now than almost 30 years ago when you started it?

B W: I’m afraid you’re right. Frankly, I said that two years ago with the school board situation, when the suburban schools decided to set off on their own and all of that, I said I would never have dreamed that long ago that we would still need it.

In fact, because of the behavior of some of the suburbs, I’m afraid that we do need it as much today. The national conversation during this presidential campaign has certainly done a lot to try to alienate people and to try to divide people along racial lines. Again, I think Memphis can be an example of a better way of doing things.

Do you think the suburban schools spinning off on their own was a mistake?

B W: I do, personally. I felt very strongly about it. I respect people’s choices, we all have choices to make, but I think in the long run, looking back, that will be a pivotal point that was not a healthy decision for our city as a whole.

What’s on the philanthropic horizon?

Well, in the Foundation we’re really taking a hard look at what we want to do across the entire spectrum of education. Do you want to fund a charter school? Do you want to fund Teach for America or Memphis Teacher Residency? You could spend a lot of money funding a lot of good organizations.

Our daughter-in-law, Tate Wilson, is on the board of TFA and she’s taking the initiative to help the Foundation, the board members, and the advisory board members, to understand the full spectrum of what’s available out there. We’ve already had one session on that and we’re going to probably begin to narrow our education funding.

Meaning, it will be a large sum, but it’s going to be targeted more to a couple things that we think will move the needle better.

SW:

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Do you think that will be next year?

I think we’re going to do something in a much more focused way next year. It is a wide-open, complicated situation.

There are two really good organizations out there that we’ve had a chance to learn more about: People First, which Lora Jobe has been leading; then there’s a young guy, very talented guy, named Mark Sturgis. He runs Seeding Success and is a data driven guy. So between those two organizations, they are connecting with lots of organizations out there in the education spectrum, collecting data on their success, and lack of success, rates.

SW:

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We as a foundation are going to be talking to them, [asking], “Who is really making a difference out there? Who’s having the results, the effects, and success that they say you guys can measure what they’re doing?”

We’re using that as a way to confirm and perhaps learn about who’s really doing something great in the education arena that we may not have known about.

What are some other philanthropic passions of yours?

B W : Both of us went to Vanderbilt, that’s where we met, and we have minority scholarships for Memphis students at Vanderbilt. I have a chair at Vanderbilt and he has a chair at Rhodes; those schools have meant a lot to both of us. Then the zoo was an earlier passion. I spent 12 years involved with that and our family has continued over the years to stay involved because that’s something that I think is one of the best things that we have in the city for people of all walks of life.

SW: I’ll just run down a couple of the things that I think have been important initiatives for the Foundation, and some combination of Becky and me as well, and the family in general: We’ve mentioned the Good Grief Center and West Cancer Center. We’re involved with Shelby Farms.

The Kroc Center was another that the Salvation Army did; that was a pretty sizable gift that our Foundation made there.

You may not be aware of the Wilson Speaker Series that is hosted by Christ United Methodist Church. We bring in a speaker each year. It’s a public event. It has a faith-based message to it, but there’s a lot of practical wisdom there as well.

Then in some of the private schools, we have what’s called the Wilson Society. It’s a service-oriented initiative at MUS, Briarcrest, Hutchison, and St. George’s, where these young people create a project each year. We have Foundation resources to support them.

You think about it, we’ve got five siblings, and now we’ve got children involved. We’ve got a lot of interesting dialogue because everyone has a slightly different passion or slightly different interest. We bring that to the table and we find out that we have connectivity in many places. Then sometimes we don’t have connectivity, but someone’s got an initiative that we think is really worth supporting so we get behind that.

And everyone still gets along?

Yeah, knock on wood. We do, but we work at it. Anything that’s coming out of this conversation, I hope you understand that it doesn’t just happen.

There’s a lot of communication, and a lot of effort to be sure that we listen to each other and we respect each other.

SW:

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YEAR IN REVIEW

HEALTHCARE

• • • COMPILED BY RICHARD J. ALLEY

2016

CAMPBELL CLINIC

A

s evidenced by the nearly 10,000 urgent-care clinics across the country, greater access to healthcare is a consistently growing need — and the field of orthopaedics is no exception.

This summer, Campbell Clinic launched walk-in clinics at each of its five Memphis-area locations in Germantown, Collierville, Cordova, Southaven, and the Medical Center.

At the clinics, patients with acute orthopaedic injuries have access to services on a walkin basis with no appointment necessary. The Campbell Clinic Walk-In Clinic provides services including care and assistance for those suffering with suspected sprains, strains, breaks, and other related injuries. Deciding to provide such services on a walk-in basis came as a result of addressing the orthopaedic needs of patients in the area.

“Phenomenal response to our After Hours Clinic and overall patient volumes at our general clinic reinforced our belief that patients today seek greater access to the services we provide,” says Dr. Frederick Azar, Campbell Clinic’s chief of staff. “Our new Walk-In Clinic

provides access to these services without an appointment, allowing urgent, acute orthopaedic issues to be treated sooner. Improved access will help our patients get on the road to recovery sooner.”

In addition to its team of physicians who will treat patients at all of its locations, Campbell Clinic also added a full-time physician, Dr. James Robinson, who is dedicated to

Dr. James Robinson, Campbell Clinic

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seeing walk-in patients at the Germantown facility.

Prior to joining Campbell Clinic in August, Robinson was the team physician for the University of West Alabama’s athletic program.

A graduate of Huntingdon College, he went on to earn his medical degree at the University of Alabama School of Medicine, did his residency at Saint Joseph Regional Medical Center, and his fellowship at the American Sports Medicine Institute/Andrews Sports Medicine in Birmingham. He now serves as the lead physician for Campbell Clinic’s Germantown Walk-In Clinic.

Patients interested in walk-in clinic services may visit one of the following locations between 8 a.m. and 4 p.m. Monday through Friday: ◗◗ 1400 S. Germantown Road, Germantown ◗◗ 1458 W. Poplar Avenue, Suite 100, Collierville ◗◗ 7545 Airways Boulevard, Southaven ◗◗ 1211 Union Avenue, Suite 500, Memphis ◗◗ 8000 Centerview Parkway, Suite 500, Memphis Founded in 1909, Campbell Clinic serves as a national leader in orthopaedics, sports medicine, teaching, and research in orthopaedic surgery. For more information on Campbell Clinic, call (901) 759-3100 or visit campbellclinic.com.

METHODIST HEALTHCARE

M

ethodist Healthc are’ s largest project under way is the Methodist University Hospital (MUH) $280 million master campus plan. In October, MUH broke ground on one of the largest transformation projects in the history of the Medical District. The modernization project is expected to be completed in the first quarter of 2019.

“Our master campus plan will be a catalyst for transforming healthcare for patients in Memphis, the Mid-South, and beyond,” says Michael Ugwueke, COO and president of Methodist Healthcare. “The new tower will be designed to provide significant improvement in the patient care experience by enhancing flow and efficiency. The centralization of transplant services and the opening of a new cancer center will continue to advance our mission of providing high-quality healthcare to all patients.”

Highlights of the $280 million master campus plan include: ◗◗ Consolidation of all transplant services into a two-floor inpatient/outpatient comprehensive Transplant Institute.

◗◗ Combining the West Cancer Center location on Union Avenue with hospital-based inpatient and surgical services, creating one comprehensive cancer center. ◗◗ State-of-the-art patient tower featuring large private rooms and enhancing efficiency for physicians and nurses. ◗◗ Consolidating outpatient care in the new tower, making these services easily accessible from the newly constructed parking plaza. ◗◗ Newly constructed parking plaza will provide 700 parking spaces for safe access directly into the new patient tower.

Valet parking will continue to be provided for the convenience of patients, family members, and visitors. ◗◗ Demolition of the Crews Wing will allow space for two gardens, which will provide greenspace and a healing environment for patients and families.

A key component of the project involves the hospital’s transplant program. Already a leading program, the expanded facilities and improved technology will provide the foundation for building a world-class research program and progressive, healing environment for patients and families. An anonymous $40 million gift in 2015 will be used for groundbreaking research centered on further im-

Methodist Healthcare is undertaking a $280 million master campus plan expected to be completed in 2019.

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proving outcomes for transplant patients and elevating the patient- and family-centered care experience.

“Methodist is making an investment in state-of-the-art technology that will elevate healthcare for Mid-Southerners and the MidSouth,” says Jeff Liebman, CEO for Methodist Healthcare. “By providing the most advanced technology, we are assisting physicians and surgeons in their drive to provide the best level of care for their patients.”

Liebman adds that the master campus plan will offer private patient rooms that will be larger and more comfortable, and departments will be strategically located and combined from across six city blocks to make access to services more convenient for patients and families.

MUH is the major academic campus and primary teaching hospital of the University of Tennessee Health Science Center, training the next generation of medical professionals and bringing robust research and innovative treatment options to local patients. The medical team follows medical advancements so future treatment options and care are expertly tailored to the patient’s specific needs. Much of the knowledge gained is implemented in other hospitals within the Methodist system.

The master plan will help MUH better serve the community and push Methodist further along its journey toward being one of the top academic hospitals in the country.

Methodist has been named the best hospital in Memphis by U.S. News and World Report for the sixth consecutive year.

For the latest construction updates and to watch the construction live feed, visit methodisthealth.org/ muhconstruction.

REGIONAL ONE HEALTH

A

fter nearly a year of extensive renovations and upgrades, Regional One Health completed work on its new East Campus in early 2016. Located at 6555 Quince Road, near Kirby and 385, the East Campus is part of Regional One Health’s focus on the population health concept of providing access to the right level of care at the right time to help individuals better manage their health. The East Campus is a “medical neighborhood” where individuals can utilize multiple outpatient services in one location rather than driving to different locations on different days. The building and services were designed with the patient experience and convenience in mind.

The East Campus houses a multispecialty care site which offers patients the opportunity to see multiple providers in the same

The East Campus of Regional One Health is a “medical neighborhood,” where multiple oupatient services are available in one location.

space including internal medicine, cardiology, endocrinology, and rheumatology. The space makes use of new technology including tags with an RFID chip to track where patients, staff, and equipment are located in the space.

A color-coded board at the nurses’ station helps track movement and equipment to improve patient flow and wait times.

Additional medical specialty services in the building include urology, urogynecology, minimally-invasive OB/GYN, and reproductive endocrinology. The East Campus also houses the Center for Rehabilitative Medicine, a fully equipped imaging center, and an outpatient pharmacy. All of these services under one roof provide a one-stop shop for patients looking for a modern and convenient experience for their care.

In May, Regional One Health announced its new Center for Innovation, which embraces unconventional ideas and provides space for Regional One Health and its partners to come up with illuminating insight that fundamentally challenges the way healthcare is delivered.

“The nation’s healthcare system as a whole is resistant to change,” says Reginald Coopwood, M.D., president and CEO of Regional One Health. “Our desire, whether it’s a product or service delivery or whatever we look at, is to be disruptive to the normal healthcare environment.”

The Center for Innovation is a collaborative environment where partners such as Regional One Health employees, physicians, entrepreneurs, and others work together exploring new ideas to answer some of healthcare’s most challenging issues — to reduce costs, improve efficiency, improve health outcomes, and engage patients.

“We are a gateway, rather than a gatekeeper,” says Scott Vogel, Center for Innovation executive director. “If you have a solution to

offer that’s going to improve the care of patients, or improve costs, or even get patients more engaged in their healthcare, then we want to see it.”

In November, Regional One Health launched a new online tool that helps patients seamlessly access care with Regional One Health physicians. This service facilitates online appointment making with participating providers at Regional One Health East Campus and Harbor of Health. On this online tool, individuals can see doctors’ schedules in real time, along with qualifications, verified patient reviews, photos, and additional tools for selecting providers who best fit their needs.

Patients can then choose an open timeslot and

Regional One Health launched a new online tool that helps patients seamlessly access care with physicians.

instantly schedule their own appointment with just a few clicks.

“Regional One Health recognized the need for improved access for patients. We have created a better patient experience, giving power to the patients and improving access to our system,” says Susan Cooper, chief integration officer and senior vice president of ambulatory services. “The need for access is clear. Consumers want convenience. This convenient and improved access can lead to better clinical outcomes for patients.”

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to its network of care. This exponential growth signifies not only a critical demand from an ever-expanding patient population, but also marks the partnership’s continued commitment to bring the nation’s foremost leaders in the delivery of cancer care and research to the Mid-South.

“Through our partnership, we are on a collective mission to combine the foremost experts in patient care, research, and education in order to provide the best possible treatment for our patients,” says Lee Schwartzberg, M.D., FACP, executive director of West Cancer Center. “This includes not only recruiting the brightest minds to join our

“Our East Campus location . . . provides another accessible point of care to the more than 35,000 patients we see each year.” — Erich Mounce, CEO

WEST CANCER CENTER

W

ith the opening of its 123,000-square-foot location last November, 2016 marked yet another year of tremendous growth — and expansion — for West Cancer Center. A partnership fueled by collaboration and a commitment to community, the new facility has served as a tangible manifestation of the shared initiative among the three partners — West Clinic, Methodist Healthcare, and the University of Tennessee Health Science Center (UTHSC) — to deliver the most comprehensive, innovative, and compassionate care to patients across 34 |

the Mid-South.

“Our East Campus location on Wolf River Boulevard provides another accessible point of care to the more than 35,000 patients we see each year,” says Erich Mounce, CEO of West Cancer Center. “However, this facility is but one component to a critical focus of our partnership — to bring the most innovative cancer care and treatment to our patients, all on their home front. That means ensuring we have multiple locations throughout the region that allow patients to receive the care they need, while staying close to home.”

West furthered this commitment through the addition of new locations in Collierville and West Memphis, as well as the expansion of the faculty. This year alone, West has welcomed 11 new, highly specialized physicians

mission, but also to continuously push ourselves to work side-by-side with each other across specialties and disciplines to ensure our patients receive a tailored treatment plan for their unique diagnosis.”

This commitment to collaborative care is the foundation of the new Margaret West Comprehensive Breast Center, formed this year when the Methodist Breast Center and The West Clinic Comprehensive Breast Center joined forces to create this cohesive breast health platform.

Named through a multimillion dollar gift by Jack and Betty Moore in honor of William H. West, M.D., founder of West Clinic, the Comprehensive Breast Center combines the region’s foremost breast experts to deliver a full suite of services for the complete management of breast health including screening and diagnostic mammography, surgical consult, and breast procedures. In addition to its location within the 7945 Wolf River Boulevard facility, the Margaret West Comprehensive Breast Center also provides screening and wellness services at two satellite locations — one within the Methodist Diagnostic Center on Union Avenue in Midtown, and another

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site on Germantown Road.

From the announcement of its Radiation Oncology Residency Program and continued expansion of education programs to the FACT accreditation of the Blood & Marrow Transplant Program and reaccreditation under the QOPI Certification Program, 2016 marked a year of tremendous growth under the West network of care. However, according to Kurt Tauer, M.D., FACP, chief of staff at West Cancer Center, the partnership mission remains unwavering: To deliver the most innovative, comprehensive, and compassionate care to patients across the Mid-South. “We have made tremendous strides with our partners, but we have much more work to do,” he says. “This year represents another step on our journey to provide world-class cancer care and treatment, right here in Memphis.”

BAPTIST HEALTHCARE

B

ernita Glass didn’t necessarily feel sick when she was diagnosed last year with an aggressive form of leukemia, saying, “I had a rash on my hand that was itching and I was retaining fluids.”

It wasn’t until her blood work revealed an extremely high white blood count that Glass, a Head Start director in Arkansas, received her cancer diagnosis. Her life would depend on a stem cell transplant. As with many transplant patients, finding an identical match remained crucial. For Glass, an African American, that obstacle was even greater due to the donor pool mix. Without a stem cell transplant, her prognosis was poor with survival estimated at only six months.

About the same time, Dr. Salil Goorha, medical director of Baptist Cancer Center’s Malignant Hematology and Transplant Program, attended a conference and learned about a new procedure known as haploidentical — or half-matched — transplant. Pioneered at Johns Hopkins and performed at only a few centers across the country, the procedure requires only a 50 percent match.

“We perform transplants to save lives, and we want to match the human leukocyte antigen (HLA),” Goorha says. “When we look at a match, genetics and ethnicity are key.

Asians and African Americans are particularly vulnerable when finding a match because the donor population pool for those races is smaller.”

Haploidentical was originally used for sickle cell anemia patients, but now includes cancer patients. By transplanting stem cells, which live in donor bone marrow, new life is given to a sick immune system trying to fight disease. Researchers discovered when patients received cyclophosphamide, a che-

Dr. Salil Goorha, medical director of Baptist Cancer Center’s Malignant Hematology and Transplant Program, performed Baptist’s first adult haploidentical transplant.

motherapy drug, it not only kills the cells that cause graft-versus-host disease, but preserves the stem cells and the cells that destroy the cancer.

“In stem cell transplants, we first look for a hundred percent match,” says Goorha. “With haplo, we can rely on a 50 percent genetic similarity from a relative.”

When looking at donors, Glass found her 29-year-old son proved to be the best fit, even though all the siblings were tested. “We prefer younger donors who are stronger,” says Goorha.

Bernita became the first adult at Baptist Memphis to undergo a haploidentical transplant. Other than experiencing early complications, she recovered and her cancer has gone into remission. She has returned to work under close supervision by Goorha, who expresses equal gratification.

“I was led here for a purpose,” Goorha says.

“And that purpose is to give great care.”

LE BONHEUR CHILDREN’S HOSPITAL

A

pproximately 50,000 people in the United States are living with Tuberous Sclerosis Complex (TSC), a genetic disorder that causes tumors, or tubers, to form on a person’s organs, primarily on the brain, eyes, heart, kidneys, skin, and lungs.

On average, two newborns a day will be diagnosed, or roughly one out of 6,000 births.

Nearly 1 million people worldwide have been diagnosed with TSC. Because of the growing need for TSC research and treatment, Le Bonheur Children’s

Hospital has dedicated resources to expand its TSC research program, recruited targeted specialists, clinicians, and researchers, and adopted new technology that can be life-altering for the TSC patients they see.

Because early diagnosis of TSC is vital, Le Bonheur has recruited sought-after TSC experts, including neurologists, dermatologists, and developmental pediatricians, each who specialize in treating the various organs the disease affects.

Building a comprehensive TSC program began, in part, with the hiring of John Bissler, M.D., director of Le Bonheur’s Tuberous Sclerosis Center of Excellence. Le Bonheur leaders recruited Bissler more than two years ago from Cincinnati Children’s Hospital Medical Center.

Leading the hospital’s Pediatric Nephrology group, Bissler focuses on helping his patients manage the lesions growing on their kidneys and finding effective treatments that help slow tumor growth. Researchers have found that two distinct genes have been iden-

Dr. John Bissler, director of Le Bonheur Children’s Hospital’s Tuberous Sclerosis Center of Excellence, leads the hospital’s Pediatric Nephrology group and was hired to build a comprehensive TSC program.

tified to cause TSC, and only one gene needs to be affected for the disease to be present.

Mutations in either gene can cause cells to divide excessively, which can lead to lesions throughout the body.

“Tuberous sclerosis is a disease that can affect every single organ in the body, and we really need to deliver care that is coordinated with every subspecialty; that is absolutely critical,” Bissler says. “Having a place that is centrally located makes it easier for patients and their families who

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Construction has begun on the $36.7 million Interprofessional Simulation and Patient Safety Center at the University of Tennessee Health Science Center.

can come through Memphis.”

Building a comprehensive TSC clinic was the goal for James Wheless, M.D., Le Bonheur’s chief neurologist and co-director of Le Bonheur’s Neuroscience Institute. An expert in TSC himself, Wheless was instrumental in recruiting Bissler to join him. In the past five years, nearly a dozen faculty members have been recruited to Le Bonheur to focus on specific subspecialties that help manage a patient’s TSC symptoms. Wheless says he expects the medical staff to grow to 16, which is a benefit to meet the needs of all the patients who visit Le Bonheur’s TSC clinic each year. The program is now attracting TSC patients from across the country and around the world.

In addition to recruiting more TSC specialists and clinicians, Bissler says Telehealth, where Le Bonheur doctors can meet with their patients via computer, smartphone, or tablet, will be a key component for the program’s future.

The goal is simple: Reduce and limit travel time for patients and their families, and give them the ability to speak with their doctors without having to leave their homes. With Le Bonheur’s new Telehealth program, patients will be able to have digital, face-to-face consultations with their doctors no matter where they are in the world.

“I want to build a personal relationship that doesn’t create the unbelievable financial burden for the patients to travel, the loss of 36 |

UTHSC has unveiled the College of Medicine’s Mobile Stroke Unit, designed with the most comprehensive and up-to-date scanning equipment to allow for earlier diagnosis and treatment with clot-busting drugs.

work, or babysitters,” Bissler says. “I’ve had patients tell me the bills they paid to see me are 10 percent of their costs for the visit. The travel aspect is huge. I’d like to eliminate that financial burden as well.”

Besides reducing the amount of travel for patients and their families, telemedicine helps facilitate better communication between physicians, Bissler says. No longer will doctors have to sift through or read through numerous emails, faxed documents, or physician notes. Instead, the doctors can easily communicate with each other over the Internet.

UNIVERSITY OF TENNESSEE HEALTH SCIENCE CENTER

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his year, the University of Tennessee Health Science Center (UTHSC) went to war with some of the most pressing health problems in our city, state, and region.

Whether improving outcomes for stroke victims by reducing time to treatment, providing dental services to the working poor, offering pro bono therapy to children with developmental issues, or combatting the epidemic of addiction, UTHSC stepped to the front lines of the battle for community health.

At the same time, the university continued its more than 100-year mission to educate and

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train the healthcare workforce of Tennessee, graduating 1,300, including residents and fellows, and achieving an impressive graduation rate of 96 percent and a first-time board pass rate of 97 percent.

UTHSC also defined its strategy for increasing research within the university and in collaboration with other institutions across the country and around the globe.

“We’ve got a great story to tell,” says Chancellor Steve J. Schwab in his annual State of the University address to the campus.

Several major clinical initiatives made 2016 the year of community health outreach: ◗◗ The UT Mobile Stroke Unit hit the streets of Memphis. Unveiled late last year by the UTHSC College of Medicine, the mobile unit is designed with the most comprehensive and up-to-date scanning equipment to allow for diagnosis and treatment with clot-busting drugs, even before the patient arrives at the hospital.

Earlier treatment equates to better prospects for recovery. ◗◗ The UTHSC Occupational Therapy Department opened the doors of the only student-run, pro bono, pediatric occupational therapy clinic in the country.

The Rachel Kay Stevens Therapy Center was named for an OT student who died suddenly, shortly after starting classes.

The students, under faculty supervision, provide services to the uninsured. ◗◗ Tackling the epidemic of addiction in the community and region, the College of Medicine established a Center for Addiction Science. Treating all types of addictions across the age spectrum, the center is gaining national recognition as an early force in evidence-based and trauma-informed treatment of addiction. ◗◗ The College of Medicine’s Center for Health in Justice Involved Youth focuses on the mental health issues that often result in young people entering the juvenile justice system. Dr. Altha Stewart leads the center, which in October took the reins of the county’s primary collaborative effort to address childhood trauma, a contributor to mental health problems that affect behavior later in life. ◗◗ Continuing to expand its clinical reach across the state, the College of Dentistry opened a clinic in Chattanooga to serve the working poor. It joins clinics opened last year in Bristol and Union City that address the needs of the underinsured and uninsured.

On the horizon for the university are many projects that will be game-changers for healthcare education and delivery in our community. Construction began on a $36.7 million Interprofessional Simulation and Patient Safety Center. When it opens in 2017, the center will allow students from all six colleges

at UTHSC to train together in simulation settings to deliver team-based healthcare — the model for quality care. It will be one of the few stand-alone, dedicated facilities in the United States for interprofessional education, and will also be a resource for continuing education for healthcare professionals.

Funding was approved for a second building for the College of Dentistry, and plans began for renovation of the university’s Historic Quadrangle at the center of campus. When completed, the work will provide meeting space, more research laboratories, and a new home for the College of Nursing.

GASTRO ONE

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ast July saw the two-year anniversary of the Gastro One and Memphis Gastroenterology Group merger.

The group, operating under the name of Gastro One, has 34 physicians and three nurse practitioners delivering care in seven clinic

locations and three endoscopy centers. With its increased size, Gastro One has been asked to collaborate with local hospitals, oncologists, and surgeons to provide comprehensive care for all types of colorectal, hepatobiliary, and pancreatic cancers.

Gastro One is an independent practice not owned or tied to any system, though its doctors have privileges at most local hospitals, including most area Baptist, Methodist, and Saint Francis hospitals. “Independence means the highest level of flexibility for our patients in terms of facilities, insurance, and choice,” says Michael S. Dragutsky, M.D., president and co-managing partner of Gastro One. The majority of their procedures are performed in an ambulatory surgery center, assuring that the cost of the procedure is held to a minimum as measured against having the procedure performed in a hospital branded center. This is why Gastro One is a Tier 1 preferred site with many of the most common insurance plans.

Although it is the largest GI group in the Mid-South, and one of the largest in the country, instead of focusing on being bigger, Gastro One focuses on being better. The American Society for Gastrointestinal Endoscopy is the only national program recognizing quality and safety in the practice of GI endoscopy, and Gastro One is the only group in the Mid-South identified as a Quality Endoscopy Unit, recognized for its standards of excellence. All of Gastro One’s endoscopy centers are also accredited through the Accreditation Association for Ambulatory Health Care, Inc. “We are honored to be the group of choice,” says Dr. Richard Aycock, senior vice president and co-managing partner. “This stronger practice means one stop for all gastro and digestive tract needs for people in the area and for referring physicians.”

CHURCH HEALTH

I

n advance of its move into the Crosstown Concourse development, Church Health Center has rebranded itself as Church Health, rolling out a new logo, color palette, and the tag line “Care for one another.”

The goal in designing the new brand was to protect the equity built by founder/CEO Dr. Scott Morris and others, while reaching new donors to support the organization’s mission and expanding work. Church Health, now operating out of 13 buildings, will move to Crosstown early next year. In doing so, it will increase capacity across all of its medical service lines, increase the size and scope of its teaching kitchen, and much more.

Initiated by a board recommendation in the

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fall of 2013, Church Health hired the Hemline agency and Hyphen Market Solutions to assist in 2014. Hyphen led an in-depth demographic research process and conducted more than 200 interviews and surveys with staff, board members, donors, volunteers, and the general public. Hemline designed the new brand elements and advised Church Health on advertising and marketing strategy.

Over a span of three years, Church Health worked through an intentional branding process with its board of trustees, governance committee, and a special branding task force of the board.

“The work we do is no longer about a center, it’s about engaging the church and all people of faith about health in the world,” Morris says. “We also see each person as one unique heartbeat at a time. I believe our new brand reflects this broader way of fulfilling our mission.”

As a way to help fulfill that mission, Church Health has also announced that it will partner with the YMCA in their new home at Crosstown.

Church Health has a long-standing reputation for giving people the tools they need to live healthier lives. The YMCA is a leading nonprofit strengthening communities through youth development, healthy living, and social responsibility, working to make sure that everyone, regardless of age, income, or background, has the opportunity to learn, grow, and thrive.

“This true partnership is about us being better together,” Morris says. “Our mission at Crosstown Concourse is to serve more people and serve them better. Having the YMCA in our corner and us in theirs just makes sense, and it couldn’t have come at a better time.”

Members of the new Church Health YMCA will have access to all other YMCA locations in the city.

“The Y is thrilled to be able to collaborate with the Church Health Center to provide programs, services, and initiatives to improve health and well-being, nurture kids’ potential, and provide support to our neighbors in Midtown and greater Memphis,” says Shauna Bateman, director of the new Church Health YMCA. “Within the Crosstown partnership, we have an opportunity to leverage each of our organizations’ strengths to broaden impact. Personally, I am excited to work within the community that I live, to be part of the vibrancy, optimism, and enthusiasm that frames Crosstown Concourse and our city.”

INSIDE MEMPHIS BUSINESS.COM | DECEMBER 2016 / JANUARY 2017

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T he A s s oc i at ion of Fundr a i s ing Pr ofe s s ion a l s— Me mphi s C h a p t e r presents

2 0 1 6

l a t s Cry ards Aw

The Association of Fundraising Professsionals advances philanthropy through its nearly 30,000 members in more than 200 chapters globally. The Memphis chapter conducts regular meetings and workshops for its 160 members to share strategies and information.

The Crystal Awards are held on Philanthropy Day every year to recognize those who champion philanthropy through leadership, fundraising, and volunteering.

To learn more about AFP Memphis and the Crystal Awards, please visit afpmemphis.org.

JIM JAGGERS

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In 2015, Jim Jaggers’ “Go Jim Go” fundraiser for Le Bonheur Children’s Hospital raised $340,000. That’s a far cry from 2005, the first year of the event, which raised just a few thousand dollars.

Now in its 11th year, “Go Jim Go” has raised more than $1.75 million in total.

Jaggers, a meteorologist since 1978 and seen nightly on WREG-TV, rides his bicycle from school to school across the region — more than 333 miles and 85 schools this past year — to help out with fundraisers, do morning announcements, and participate in talent shows and pep rallies.

In a nomination letter, Meri Armour, president and CEO of Le Bonheur, writes: “Jim is committed to our mission as much as anyone I know . . .

He comes to Le Bonheur without any need or want of recognition to visit patients and families on a regular basis. I can recall several times when I’ve bumped into him in the halls of Le Bonheur as a patient visitor.”

Jaggers attended Michigan State University where he received a Bachelor of Arts in Telecommunications with a minor in theater and journalism. He has a Master of Science from the University of Memphis in Geography concentrating in Atmospheric Sciences. He has been certified by the American Meteorological Society as a Certified Broadcast Meteorologist.

When not on the air or pedaling from school to school, Jaggers spends time with his family, including three children and two grandchildren, and volunteers with the Boy Scouts of America.

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M O L LY & D A N I E L S H U M A T E The Molly Shumate Scholarship, founded by Molly and Daniel Shumate in 2012, serves the Campbell Foundation Community Outreach programs, specifically an international elective within the orthopaedic residency program, which provides funding for medical residents to serve on a medical mission in impoverished countries. Residents are able to share the latest in orthopaedic surgery and care techniques with medical professionals in underserved regions, and the residents are also able to provide care and surgery for patients in those countries.

Through this program, Campbell orthopaedic residents are able to share their knowledge about best practices, and are able to train other surgeons in the techniques and methods that will ensure patients with orthopaedic injuries and conditions will be able to return to an active lifestyle with less pain.

To further support the scholarship,

Molly and Daniel established Footprints in Motion, an annual auction and gala event which raises funds and awareness for the community outreach activities of the Campbell Foundation, both locally and across the globe. Last year’s Footprints in Motion Bourbon Derby event raised almost $150,000, and involved support from more than 30 local sponsors. Daniel serves as the chief financial officer at Campbell Clinic and holds a Bachelor of Science in Business Management from the University of Alabama along with a Master of Business Administration and Master of Science in Health Administration from the University of Alabama-Birmingham. Molly holds a Bachelor of Science in Nursing from Baptist College of Health Sciences and served as an RN until their 2-year-old son Patrick was born. The couple has been married for four years and are active members of Independent Presbyterian Church.

MIKE AND MARIAN BRUNS Mike and Marian Bruns have committed heavily to Memphis in many ways, but most obviously by committing heavily through the University of Memphis as members of the steering committee for the Empowering the Dream centennial campaign, which ended in 2003. The Bruns also established the $300,000 endowed Bruns Professorship in the School of Public Health to help attract and retain some of the brightest minds in the country with expertise in public health. Their charitable giving levels to the school total more than $750,000, and Mike served as executive-in-residence at the Intermodal Freight Transportation Institute in 2010. The Brunses were recently recognized as Honorary Alumni by the University of Memphis.

Currently, Mike sits on the Board of Visitors for the University and is Chairman Emeritus of Youth Villages where he led the way for an expansion of programs beyond the Mid-South, and was previ-

ously chairman of the board for Church Health Center. The Brunses charitable interests extend to Big Brothers Big Sisters, Ronald McDonald House Charities, West Cancer Center, the Assisi Foundation of Memphis, WKNO, and the Society of Entrepreneurs, among others.

Mike was born and raised in Chicago, graduated from the University of Illinois in 1973, and 10 years later founded Comtrak Logistics. Comtrak is a transportation company with numerous full-service terminals across the country that offer trucking services including full truckload, intermodal, depot, and logistics services. The company has received numerous industry and community recognitions including being named as one of the “Fastest Growing Private Companies” by Inc. 500. Comtrak was acquired by Hub Group, Inc., a $3 billion, publicly traded transportation company, in 2006, and Mike retired as president in 2010.

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D I A N A K E L LY As manager of Institutional Development at the Medical Education and Research Institute (MERI), Diana Kelly has managed all aspects of business development, fundraising, and marketing for the past 10 years.

Kelly serves on the advisory committee of the Shelby County Emergency Management Office and is a member of the Urban Area Security Initiative, a government entity funded by Homeland Security. In her role at MERI, she was instrumental in the development of a nationally recognized disaster training program that resulted from her efforts in forming partnerships with local government firstresponse agencies and raising funds for paramedic and EMT training. She raised money to open the Simulation Center at MERI and successfully lobbied to have the Center designated a “Simulation Center of Excellence” by the Tennessee State

Legislature and Governor Phil Bredesen.

Kelly started her career at Goldsmith’s (now Macy’s) in 1981. During her 25-year career in retail she served as a buyer, divisional manager, store manager, and ultimately as regional manager. She directed the ground-up construction and opening of the 185,000-squarefoot Wolfchase store, was selected to be a member of the General Manager Council, earned the Leadership Award for the region, and chaired both the “Friends & Family” and the “Charity Day” marketing events.

Kelly has spent a lifetime volunteering.

She is a member of the Le Bonheur Club and spends many Saturdays preparing the flowers for worship at Holy Apostles Episcopal Church. She is a graduate of Leadership Memphis and has held several board positions with AFP, serving as president in 2011.

MICHAEL UIBERALL

J AY U I B E R A L L L E G A C Y F U N D The Jay Uiberall Legacy Fund (JULF) is a 501(c)(3) nonprofit organization supplying over $75,000 annually in services to the restaurant and hospitality industry in Memphis. Uiberall was a leader in the Beale Street business community and co-owner of Automatic Slim’s, Alfred’s On Beale, Dyer’s, Ubee’s, and Catering for You. The fund was begun by his parents, Michael and Andie Uiberall.

Through support and partnership with several local industry and youth organizations, JULF supports causes near and dear to Uiberall’s heart, such as helping children, promoting Memphis and the downtown area, offering educational scholarships, and encouraging the values of mentoring and hard work.

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JULF is funded through private and corporate donations. The annual golf tournament fundraiser “Play for Jay” at Mirimichi raised $67,000 in 2015, its fifth year. That year, JULF awarded $1,500 to the Harwood Center; $3,000 to the Jay Uiberall Scholarship at the Kemmons Wilson School of Hospitality and Resort Management; $5,000 to Serving Memphis for the continuation of free flu shots for restaurant employees; $20,000 to the Jay Uiberall Culinary Academy at Knowledge Quest, where area teens learn to grow and cook food as a trade; and $25,000 to the continuation and expansion of the Jay Uiberall Scholars Program at Reach Memphis, allowing students the opportunity to improve their communication skills.

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in y h t u Yo nthrop p Phila Grou

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PAT T ON OR R

N AT ION A L JUNIOR HONOR S OC IE T Y AT WOODL AND PRESBY TERIAN SCHOOL The Youth in Philanthropy Group award is presented to an outstanding middle school-, high school-, or college-age individual or group that has demonstrated outstanding service to the community through fundraising and/or volunteerism. The recipient serves as a leadership role model for other youth in Memphis, promoting philanthropy and encouraging community involvement among young people.

The group of students comprising the T. Carroll Smith Chapter of the National Junior Honor Society at Woodland Presbyterian School is 14 members strong.

Yet even though its number may be small, the dedication to good work is enormous. The group organized a canned food drive to support the Woodland Food Bank, providing enough quality food to feed multiple families in their neighboring community for several months.

The National Junior Honor Society (NJHS) is the nation’s premier organi-

zation recognizing outstanding middle school students. The T. Carroll Smith Chapter recognizes students from Woodland Presbyterian who have demonstrated excellence in and commitment to the areas of scholarship, leadership, service, character, and citizenship.

In order to promote the drive, the students wrote, directed, performed, and edited a commercial for the school.

Once the drive was in full swing, they went to the classrooms to count cans and keep a tally of the number collected school-wide while encouraging each room to collect more than they had the previous year. By the end of the two-week drive, 5,600 cans had been collected, providing 14 weeks worth of food to feed 392 people.

In all, the T. Carroll Smith Chapter of the National Junior Honor Society led Woodland Presbyterian to help provide one-fourth of the year’s food supply to the food bank.

Patton Orr founded TEDx Memphis, a program of local, self-organized events that brings people together to share a TED-like experience, as a senior at Memphis University School. Interest in the program was sparked by his older sister, who had previously worked on a TEDx organizing committee at the University of North Carolina. Orr started TED clubs at MUS and the Benjamin L. Hooks Central Library to watch and discuss the talks online.

But there are great ideas coming out of Memphis as well and Orr soon saw the value in a local program.

He asked Luke Jensen, an MUS alumni and associate with Cushman & Wakefield, to serve as a “loaned executive,” and the two partnered to obtain a TEDx license.

Orr worked to organize a volunteer team of more than 50 students, recruited adult helpers and 17 speakers, selected a venue, secured sponsorships, designed sets, and created an online ticket ordering system.

The inaugural TEDx Memphis was held at the University of Memphis in 2015 and hosted 1,000 attendees. Among those in attendance were Kimbal Musk, entrepreneur and philanthropist; Dr. Scott Morris, founder and CEO of Church Health; and Dr. Sarah Petschonek, founder and CEO of Volunteer Odyssey. The second-annual event was held this past August.

Orr graduated from MUS in May and attends the University of North Carolina at Chapel Hill as a Morehead-Cain scholar.

ORION FEDER AL CREDIT UNION

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Founded in 1957, Orion FCU has grown to become the largest credit union in West Tennessee, with almost 60,000 members and $650 million in assets. In addition to its financial acumen, Orion is a stalwart of the city through its Orion Gives Back program, and through encouraging employees to volunteer and engage in community service on company time.

“Orion is an example of what the corporate role model should be: Philanthropy coupled with commitment and service in the community,” says Anne Pitts, ex-

ecutive director of the Levitt Shell. “Orion leads a unique philanthropic campaign, providing a significant leadership gift, but also fostering an organizational dynamic that supports the enthusiastic participation of its employees and members in the community and in the organizations that are making a positive impact on Memphis and Shelby County.”

The Levitt Shell is just one of the organizations in town that has benefitted from the service-oriented mission of Orion. Others include the Memphis

Library Foundation, Ronald McDonald House Charities, the Boys & Girls Club, and Literacy Mid-South, among others.

The Orpheum Theatre says of Orion, “Orion Federal Credit Union has shown their deep commitment to the arts and our community by sponsoring the Orpheum’s Summer Classic Movie Series over the past five years. Their sponsorship insures that we can continue offering this historic series to our community with a low ticket price and focus on providing a unique experience with each movie.”

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P H I L A N T H R O P Y

Don Hutson

The Memphis-based motivational speaker has been honored nationally.

• • •

B Y

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L E P E S K A

PHOTOGRAPH BY KAREN PULFER FOCHT

The title philanthropist means so much more than someone who gives money away. At least, that’s how Don Hutson sees it. Everyone has three things to give, he says, and only one of them is money. Earlier this year, the National Speakers Association bestowed Hutson with its “Philanthropist of the Year” award.

Hutson, 71, is a salesman, prolific author, and nationally recognized speaker who helped found NSA in 1973. He is a founding member of the Memphis Society of Entrepreneurs and a past president.

He also is CEO of U.S. Learning, which provides corporate training to businesses all over the nation. The client list includes local businesses such as FedEx, International Paper, and Medtronic.

Born in Oklahoma while his father served in the Navy, Hutson landed in Memphis because of his parents’ roots in Mississippi. “I didn’t care for Oklahoma so I moved to Memphis when I was 6 months old,” he says. He pauses.

“That’s my story and I’m stickin’ to it.”

He grew up in Whitehaven and sold men’s clothing after school and on Saturdays. By then, his father was in real estate. He instilled in his son the unshakable idea that “there was unlimited opportunity in sales,” Hutson says. “I was motivated and worked hard.”

Impressed, his father gave Hutson a job selling real estate. Hutson was working on a degree in sales at the University of Memphis at the time.

“I wore a suit and tie just to look a little older,” he says. After college he became the top salesperson in a national training organization and delivered presentations to more than 1,500 small groups, building his selling and speaking experience. In 1969, he started his own company, the forerunner to U.S. Learning. He grew and evolved the company, flying coast to coast to hold seminars. He then came in demand as a speaker.

Today, though Hutson still travels extensively to hold seminars, U.S. Learning’s revenue comes largely from online training programs. Hutson is the author or co-author of 14 books, including The One Minute Negotiator: Simple Steps to Reach Better Agreements, a New York Times, Wall Street Journal, and USA Today best seller.

Next year, Hutson will celebrate 50 years in his profession, and though nationally recognized and

Don Hutson has been named “Philanthropist of the Year” by the National Speakers Association.

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internationally exposed, he’s kept his brand in Memphis. “I’m dedicated to Memphis,” he says. “We’ve had second homes here and there but right now we don’t. There are some remarkable people here and remarkable organizations.”

Hutson participates in a lot of those organizations. In his busy life, there is lots of room for giving and for philanthropic endeavors.

Junior Achievement of Memphis and the Mid-South is one nonprofit that has been on the receiving end of his generosity.

The organization, dedicated to educating students about entrepreneurship, work readiness, and financial literacy, reaches 26,000 students a year.

It relies solely on individual and cor p orate do nations and on fundraisers, says Larry Colbert, president and CEO. Hutson is a former board member. About f ive years ago, Colbert presented Hutson JA’s “I’M DEDICATED “Humanitarian TO MEMPHIS . . .

Award” as HutTHERE ARE SOME son was stepping down from the REMARKABLE board for other PEOPLE HERE AND duties within the nonprofit.

REMARKABLE Hut s o n h a s ORGANIZATIONS.” waived speaking fees to address JA students, Colbert says, and provided books to student libraries. He’s given to operational accounts, and when he cannot personally fill a need, gets on the telephone to find someone who can.

“I’ve never called on him for anything that he didn’t respond in kind; he has a huge heart,” says Colbert. “He is good for Memphis.”

The organizations Hutson supports include St. Jude Children’s Research Hospital, the Memphis Symphony Orchestra, Boys & Girls Clubs, the University of Memphis Society of the Shield, and the Memphis Food Bank. He is on the board of Arise2Read, an early-childhood literacy supporter. He is a member of the Danny Thomas St. Jude Society and a past chairman of the International Children’s Heart Foundation, which sends surgeons overseas to conduct operations on babies’ malformed hearts. “You never know who you’re saving when you save a kid,” says Hutson, who admits a soft spot for nonprofits that serve children and youth. “It may be a kid 30 years from now who develops a cure for cancer.”

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Mentors helped form Hutson’s philosophy on giving over the years. He was in his 20s when he was exposed to speaker and author Cavett Roberts, an NSA founder. “He was a very generous man,” Hutson says. “He said just help people … don’t even keep score.” He also taught a philosophy Hutson embraces today: “You can’t out-give yourself. If you come from a place of abundance rather than scarcity, you’re going to give more. You’re going to get more.”

To give from abundance, Hutson says, means to give from a mind or spirit of abundance — from a big, giving heart, not necessarily from deep pockets. It means to have an authentic desire to help others.

While accepting the Nido Qubein Philanthropist of the Year Award at the NSA convention in Phoenix, Arizona, Hutson talked about the “only three things we can give away.”

“The first is love,” he says. “I’m here for you.

You unselfishly give time and support.”

The second thing anyone can give away is expertise, Hutson says. One thing he’s given away is his experience in strategic planning.

He’s also helped recruit donors to organizations he supports.

The third thing is what Hutson calls “treasure.” That’s money. “I’ve done my share of that,” he says, “but I haven’t done it as much as a lot of people in town.”

The most dedicated will give all three to the organization or charity, and by doing so significantly discover “abounding joy is the result.”

Brad Champlin, who worked for an organization that assisted nonprofits after retiring as an executive at a holding company that owned Regions Bank, says nonprofits frequently called on Hutson to emcee events but “he’s also good behind the scenes.” And yet, he often ended up in leadership, Champlin says. “A lot of us join organizations. Don invariably ends up being chairman of the organizations. He’s a person that’s there for other people. He’s a blessing to the community.”

Karl Schledwitz, CEO of Monogram Foods, hired Hutson for speaking and training purposes, but got to know him socially as well.

“He’s a great example of someone who is always trying to help others,” Schledwitz says.

Colorado resident Mark Sanborn, a previous NSA Philanthropist of the Year, presented Hutson his award on behalf of the honor’s namesake. He said the award goes to high profile philanthropic members, and Hutson fit the bill.

“He’s always been very generous in his support of people,” said Sanborn, who counts Hutson among his closest of business associates. “And he’s one of the most positive and grateful people I know.”

Hutson affirmed Sanborn’s assessment of the role gratitude has in generosity. Gratitude begets optimism, he says. “In my prayers, gratitude comes first. Gratitude makes it easier to have a giving spirit.”

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FEBRUARY 25, 2017 SAVE THE DATE HALLORAN CENTRE • DOWNTOWN MEMPHIS TO RESERVE TICKETS, PLEASE VISIT EXCHANGECLUB.NET

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S P EC I A L A DV E RT I S I N G S ECT I O N

INDUSTRY PERSPECTIVES 2017

Industry Perspectives is your peek into the crystal ball of commerce and at what the major players see on the horizon.

This special advertising section from Inside Memphis Business puts business executives in the forefront of today’s news, each with an insider’s perspective of the leading industries in Mid-South. As the IMB editorial team looks back at a year of partnerships, giving back, and healthcare, these visionaries look forward to how their respective companies will help shape the business community in 2017.

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INDUSTRY

SPECIAL ADVERTISING SECTION

PERSPECTIVES 2017

A Look at the Affordable Care Act: The Pros and Cons

The Barnett Group Employee Benefits and Retirement Planning In 2010, the Affordable Care Act was signed into law with the aim of giving more people access to quality health care. With the recent presidential election, much still hangs in the balance as far as the future of the ACA, and many still debate the advantages and disadvantages for most American families. Let’s take an objective look at the pros and cons.

Pros: Millions of Americans, especially young adults, now have health insurance. Those who are insured cannot be dropped from coverage after getting sick or due to an honest mistake on the application. Those with pre-existing conditions cannot be denied coverage, and time limits and lifetime maximums on care have been eliminated. More screenings are now covered as preventive care, and prescription drug costs are lower for many families.

Cons: Some insurers have exited from the exchanges due to rising health care costs and uncertainties. For many who already had health insurance, premiums have risen. The enrollment process can be complicated, and there can be governmentimposed fines if you do not have insurance. Some in the healthcare industry believe the increased workload and cost on medical

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providers is decreasing the quality of care.

Regardless of your stance on the ACA, you can be assured the policy will continue to evolve. The health-care industry and political landscape play a large role in this process.

Ed Barnett is founder and president of The Barnett Group in Memphis, Tennessee, an employee benefits firm. Need help navigating the ACA for your business? Reach out to us at www.gobarnett.com or 901-365-3447.

Also pictured: Wes Barnett, Partner & Director of Client Development and Chirag Chauhan, Partner & Director of Financial Services.

THE BARNETT GROUP GoBarnett.com | 901.365.3447 7906 Players Forest Drive Memphis, TN 38119

11/4/16 8:54 AM

INDUSTRY

SPECIAL ADVERTISING SECTION

PERSPECTIVES 2017

Human Resource Consulting:

J. Austin Baker III President & Chairman of the Board of HRO Partners Is your company prepared for the next wave of HR changes?

The U.S. Department of Labor changed the overtime rule threshold for overtime exempt employees from an annual salary of $23,660 to $47,476. The changes will make approximately 4.2 million employees eligible for overtime pay later this year. All employers must comply with the changes

by December 1, 2016.

HRO Partners has a growing number of requests to modernize employers’ “front doors” to attract and retain top level talent.

The social contract for working is evolving and automation is on the rise. Talent is increasingly scarce as the labor market is shifting underneath employers’ feet. Old strategies will not yield results in the new gig economy. It is time for change and companies must become more agile than they have ever been before.

Powerful. Simple. HR Solutions.

HRO Partners is a team of experienced and specialized consultants that partner with companies large and small as their

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outsourced Human Resources department or as an extension of their Human Resources department to grow better people strategies and drive performance and profits.

Experts in FLSA Regulations HRO Partners can expertly guide any organization through new Fair Labor Standards Act regulations affecting minimum salary level for overtime-payexempt employees.

Healthcare Cost Control HRO Partners works with employers as an unbiased third party to clarify every available option so that both the business and its employees can realize maximum savings.

Benefit Enrollment HRO Partners expertly guides employees and companies alike through annual benefit enrollment.

Compensation Analysis A thorough and unbiased review and analysis of an organization’s compensation structure

can deliver positive impact to operations and expenses over the short and long term.

Executive Leadership Training HRO Partners provide executive leadership training analysis and facilitation to ensure leaders are guiding the company to a brighter future.

Performance Management HRO Partners provides proven strategies and experienced talent to ensure employee performance continues to positively impact an organization’s operations.

Cutting-Edge Best Practices HRO Partners stays abreast of Human Resources issues and best practices to deliver quantifiable results to partner organizations.

HRO Partners

hro-partners.com | 1.866.822.0123 855 Willow Tree Circle, Suite 100 Cordova, TN 38018

11/10/16 1:55 PM

INDUSTRY

SPECIAL ADVERTISING SECTION

PERSPECTIVES 2017

Real Estate:

Joshua Spotts Realtor What advice would you give someone who is looking for help to buy or sell their home?

Buying or selling a home is more than a financial transaction. A successful partnership between client and realtor means a shared passion for a common goal. Clients need someone who will listen, learn their needs and desires, and work closely with them. I strive to get the job done and be responsive to all their real estate needs, but also provide prompt service, personal guidance and professional competence from contract to settlement.

How will a buyer or seller know when they’ve found the right agent to represent them?

Ideally, an agent that is passionate about their job, loves their neighborhood and keeps up with the latest trends and strategies is the strongest partner for someone who is buying or selling a home. I am a native Mid-Southerner and I love Memphis. I am raising my family here and I am a passionate advocate for many organizations in our community. My goal is to share that passion with clients to help them find their dream home.

What are some of the new tools available to buyers and sellers in the real estate industry?

Our society is mobile and business transactions take place virtually everywhere. I offer my clients cuttingedge technology, including a custom app that allows mobile-device users to view real estate listings based on their location, then contact me with the single push of a button. My clients have had particularly good results with this and other services I offer.

josh@joshuaspotts.com (E) | joshuaspotts.com (W) 901.361.4211 (C) | 901.756.8900 (O) 6525 N. Quail Hollow Road, Memphis, TN 38120

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INDUSTRY

SPECIAL ADVERTISING SECTION

PERSPECTIVES 2017

Marketing:

Valerie Morris, President Patrick Collins, Executive Vice President Morris Marketing Group Your Image Matters Your brand image matters today more than ever. With multiple marketing channels at their disposal, small to mediumsized companies can often become overwhelmed navigating and managing social media, digital marketing, traditional media, grassroots marketing, community relations, and public relations efforts.

Morris Marketing Group provides senior-level strategy along with tactic facilitation for companies large and small, ensuring their brand promise is communicated, their marketing dollars are optimized, and results are delivered.

Maximize Marketing Dollars Experienced in corporate environments overseeing marketing, communications, sales, social responsibility, and government relations during national economic uncertainty, Morris Marketing Group approaches today’s marketing challenges holistically and frugally to maximize exposure and marketing spend for Mid-

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South companies of all sizes.

Organizations today have a wealth of opportunities and outlets to appeal to their constituents and to communicate the unique selling proposition and mission of the business. Morris Marketing Group assists clients in focusing on the most effective nontraditional and multichannel marketing strategies to maximize conversion and brand sentiment.

Driving Results “We pride ourselves on driving results in the form of increased sales, bottom-line savings, increased audience and brand exposure, effective and advantageous crises communications, and increased resonance for brand identities,” says Valerie Morris, President of Morris Marketing Group.

Hands-on Approach “What makes MMG unique is our handson approach both with client service and strategic and tactical implementation,”

says Patrick Collins, Executive Vice President of Morris Marketing Group.

“We joke that our shared ‘roll your sleeves up and get it done’ attitude and multitasking abilities are probably due to both our restaurant and customer-service experience from previous careers, but we are both very committed to a job well done and take pride in the fact that no matter what the task is, if it needs to get done, we make it happen.”

MMGMemphis.com | 901.425.3770 456 Tennessee Street, Suite 102 Memphis, TN 38103

11/10/16 9:00 AM

INDUSTRY

SPECIAL ADVERTISING SECTION

PERSPECTIVES 2017

Urology and Men’s Health:

Robert Wake

, M.D. Urologist, UT Regional One Physicians and Chairman, Department of Urology, UT Health Science Center What if there was a single place where men could go to meet the majority of their health care needs? There are numerous hospitals and centers all over the country specializing in women’s health, but you don’t see that many focused on men’s health care. We want to change that at Regional One Health’s East Campus.

Our team provides comprehensive urology services for patients regarding problems of the male and female urinary tract and the male reproductive system.

Always looking to improve the health and well-being of the community, we recently began using the new technology of fusion guided biopsy. This test uses a “fusion” of MRI images and ultrasound to more accurately pinpoint biopsies for

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detection and diagnosis of prostate cancer.

In the very near future, we will also begin offering an exciting minimally invasive outpatient procedure for the treatment of prostate cancer.

With the framework set up at the East Campus, Regional One Health is already well on its way to creating comprehensive men’s health services. The urology clinic, combined with the multispecialty clinic, imaging services and others in the building, is the foundation. The goal is to expand service offerings over time to provide services to address men’s total health needs. Someone may come in for a blood pressure and cholesterol check, maybe see a urologist about prostate issues or erectile dysfunction, and also

see a specialist to get help with weight loss, smoking cessation, sleep problems, testosterone replacement therapy, or general preventative medicine needs.

We’re building a medical neighborhood where you can come in for most of your health issues and see providers who will address those issues with you. This is an opportunity to create a service that doesn’t exist today and will make our community a better place to live.

RegionalOneHealth.org East Campus: 6555 Quince Road Memphis, TN, 38119

11/10/16 9:01 AM

INDUSTRY

SPECIAL ADVERTISING SECTION

PERSPECTIVES 2017

RECRUITING AND STAFFING:

Kirk Johnston Managing Partner, Vaco Memphis | Memphis How does the Mid-South job market compare to others across the country?

We are proud to report that Memphis is a candidate’s job market. The Bluff City has even been listed among Glassdoor’s top 25 best cities for jobs.

Vaco Memphis serves a broad range of industry sectors, such as finance, technology, accounting, health care, marketing and logistics, and we have noted increased demand in all of them for qualified talent, especially in the finance and technology industries.

We’re trending in line with national data that reports demand in both those sectors across the country.

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The Memphis market continues to strongly favor the choices of job candidates, and it shows no sign of decelerating any time soon.

What hiring trends should we look forward to seeing as we begin 2017?

As we look to 2017, it is clear that we are a society driven by technology in almost every sector of business and life.

With that in mind, we will continue to see an increased demand for IT and other technology-focused jobs.

Also, as more of our personal information is recorded digitally through electronic medical records, online

banking and mobile payment systems, we are seeing an increased demand for digital security and risk solutions positions. These jobs will be especially important as the first generation of ‘mobile-only’ users enters the job market and wireless security becomes even more critical.

How can Mid-South businesses expect to meet this increasing demand in multiple sectors?

Businesses should identify opportunities for job creation and growth in these sectors and be prepared to be aggressive in finding the right talent. A company like Vaco Memphis can connect

businesses to the right resources at the right time. We combine the local marketplace knowledge and relationships of a boutique firm with national reach and resources to deliver exceptional, targeted results to our Memphis-area clients.

901.333.2250 www.vacomemphis.com 6000 Poplar Ave., Suite 216 Memphis TN, 38119

11/11/16 8:33 AM

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11/10/16 1:56 PM

P O W E R

P L A Y E R S

Banking

These days, when it comes to bottom lines, few things are more important than being able to trust the folks who oversee our hard-earned dollars.

When it comes to banking institutions, a strong leader is as good as gold.

We’ve chosen here a mixture of POWER PLAYERS from the Administration and Commercial Lending categories to give you a sense of local leaders with a hand in everything from private banking to mergers and acquisitions.

KIRK BAILEY Chairman of West Tennessee for Pinnacle Bank. Leadership positions in Memphis bank since 1980.

Founded Magna Bank 1999.

Graduated magna cum laude from University of Memphis where he was captain of the golf team. Received a PMD degree from Harvard Business School. Very active in industry and community affairs, currently serving on the boards of five local organizations and has served in many capacities at Christ United Methodist Church.

TARA BURTON President and CEO, FedEx Employees Credit Association. B.S., Mathematics, University of Central Arkansas; M.B.A., University of Memphis. Named to position in 2014 and has been with organization for 16 years. NAFCU Certified Compliance Officer. Credit union serves FedEx employees and their families and households. In addition to savings, checking, online and mobile access, consumer loans, and mortgages, offers first-time auto and home buyer programs, credit restoration loans, and certified credit counseling.

HAROLD BYRD President, Bank of Bartlett. B.B.A. and M.S., Business, University of Memphis. Co-founder, Bank of Bartlett, Bartlett Mortgage, and Bartlett Travel. Former Tennessee State Representative. Former special assistant to U.S. Senator Jim Sasser. President, Memphis Rebounders. Former president, University of Memphis Alumni Association, Tiger Scholarship Fund.

Recipient, Partner in Education Award, SCS and Distinguished Alumni Award, U of M. Board of directors, University of Memphis, Lane College, Crescent Club.

WILLIAM J. CHASE, JR. Founding president and CEO, Triumph Bank. B.A., History and Business Administration, Vanderbilt University.

Attended University College, Oxford University. Graduate, National Commercial Lending School, American Bankers Association (ABA). Founded bank in 2005, specializing in commercial banking. Member, Economic Club of Memphis. Former member, Community Bankers Council Division (ABA). Former board member, Tennessee Bankers Association. Former president, Chickasaw Country Club.

W. CRAIG ESREAL President and CEO, First South Financial. B.B.A. and M.B.A., University of Wisconsin. M.S., University of Arkansas. Ph.D., Vanderbilt University. Named Executive of the Year, Memphis Business Journal. Chairman, St. Francis HospitalBartlett. Named Entrepreneur of the Year by the Bartlett Area Chamber of Commerce. Named CEO of the Year, Inside Memphis Business. Profiled as one of The Fittest CEOs in America by Fortune and honored with the Tennessee Volunteer Commendation Award by the Governor of Tennessee. Also awarded the University of Wisconsin Distinguished Alumni Award.

JAMES P. “JAKE” FARRELL Chairman, president, and CEO, Landmark Community Bank. B.S., Business Administration, University of Arkansas; National Commercial Lending Graduate School, University of Oklahoma; Stonier Graduate School of Banking; Rutgers University; and International School of Banking, University of Virginia. Former trustee and vice chair, St. George’s Independent School. Cochair, Dishes-For-Wishes (Make-A-Wish event).

Supports Holy Apostles Episcopal Church.

MOTT FORD Vice chairman and CEO, Commercial Bank and Trust Company. Educated at University of Tennessee and Stonier Graduate School of Banking, American Bankers Association. Has been with the company 20 years. Past president, Independent Bankers Division of the Tennessee Bankers Association. Board member, Memphis Academy of Health Sciences (charter school) and the Memphis Branch of the Federal Reserve Bank of St. Louis.

GENE HENSON President, Memphis Region, Trustmark National Bank. B.B.A., Accountancy, University of Mississippi; Graduate School of Banking, LSU. Past board member, Tennessee Bankers Association, and chairman, Government Relations Committee. Past member, Government Relations Council Administrative Committee, American Bankers Association.

Member, Board of Governors, Greater Memphis Chamber.

Past chairman, Barret School of Banking, CBU. Past member, board of trustees, Memphis Museums, Inc. BRUCE B. HOPKINS Chairman, First Tennessee Bank, West Tennessee Region. Previously served as manager of Private Client Trust and Wealth Management Services, and served as president of Banking for West Tennessee. Chairman, ArtsMemphis and Trezevant Manor. Board member, Greater Memphis Chamber of Commerce, Economic Club of Memphis, 100 Club of Memphis, New Memphis Institute, and Boys & Girls Club of Memphis.

BRYAN JORDAN Chairman, president, and CEO, First Horizon National Corporation. B.A., Catawba College. Responsible for setting strategic direction for the 4,200-employee company, managing assets, and overseeing day-to-day operations. Named Best CEO, mid-cap category, Institutional Investor magazine’s 2013 All-American Executive Team. Board member, Baptist Memorial Health Care Corporation, AutoZone, Federal Reserve Bank of St. Louis, Governor’s Foundation for Health and Wellness, Tennessee Bankers Association, and Operation HOPE. Chairman, Youth Villages, Mid-Size Bank Coalition of America, and Memphis Tomorrow.

DECEMBER 2016 / JANUARY 2017 | INSIDE MEMPHIS BUSINESS.COM |

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DAVID C. MAY Area president, West Tennessee, Regions Bank. Bachelor of Business Administration, Banking and Finance, University of Mississippi. Current board member, United Way of the Mid-South, Memphis Chamber of Commerce, and the EPIcenter. Former board member, Leadership Memphis and Christ Methodist Day School.

Former board chair and member, Service Over Self.

JOHNNY B. MOORE, JR. President and CEO, SunTrust Bank, Memphis. B.B.A., Accounting, Rhodes College. Board member and chairman, Memphis and Shelby County Port Commission. Board member, Memphis Tomorrow, National Civil Rights Museum, and Memphis & Shelby County EDGE. Member, board of trustees, Rhodes College, Memphis University School, Hutchison School, New Memphis Institute, Promise Academy, and the Plough Foundation.

CAROL RUSSELL City President, Renasant Bank. Began at Renasant as senior vice president of Commercial Lending and later served as executive vice president and manager of Private Banking.

Graduate of Middle Tennessee State University, studied at the Tennessee Bankers Association (TBA) School of Banking at Vanderbilt University. Responsible for overseeing day-to-day operations with five banking offices and $348 million in total assets. Member, Rotary Club of Memphis East.

GREG SMITHERS Regional president of Tennessee and Arkansas, IberiaBank. B.A, Economics and International Studies, Rhodes College. Responsible for managing associates in several Tennessee and Arkansas areas as well as continuing growth in both markets. Previously held the position of market manager at IberiaBank. Board of directors, Memphis Botanic Garden. Trustee, Children’s Museum of Memphis.

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INSIDE MEMPHIS BUSINESS.COM | DECEMBER 2016 / JANUARY 2017

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we recognize that our resourcefulness is vital to your success

Community support is our privilege It may not be our job, but we’re proud to say it’s part of who we are.

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11/2/16 8:48 AM

What kind of philanthropist are you?

When you choose the Community Foundation as your charitable partner, your dollars go further. Perhaps you desire the flexibility and convenience of a donoradvised fund, or maybe you want to pool your money with others’ in order to amplify the impact of your giving. Whichever way you choose, you can take pride in knowing you are building a stronger community and showing the world how empowering the possibilities of philanthropy can be.

W. SCOTT STAFFORD President, CEO, and director, Evolve Bank & Trust. B.S., Commerce and Business, University of Alabama. Board member and vice chairman, Neighborhood Christian Center.

Board member and treasurer, Young Presidents’ Organization (Southern 7 Chapter). Board Member, Presbyterian Day School. Member and officer, Second Presbyterian Church. Inside Memphis Business CEO of the Year, 2015. Bank is a primary sponsor of the University of Memphis Women’s Basketball, Opera Memphis, and Cooper-Young Festival.

SUSAN S. STEPHENSON Co-founder, Co-chairman, and president, Independent Bank.

Former chairman, president, and CEO, Boatmen’s Bank of Tennessee. First female chairman and CEO of a Tennessee bank.

Board Member, St. Louis Federal Reserve. Member, Memphis Society of Entrepreneurs. Former chair, Executive Committee and Board, Women’s Foundation for a Greater Memphis, and New Memphis Institute. Treasurer, Elmwood Foundation. Member, Baptist Women’s Hospital Advisory Board.

WILLIAM R. TAYLOE President, Financial Federal Bank. Member, Financial Federal Board of Directors. Bachelor of Arts, University of Mississippi. As president and member of the board, responsible for oversight and management of the bank as well as having an active role in business development, risk management, and strategic planning. Bank focuses on high-quality customer service and customized solutions in private banking, mortgage banking, and commercial banking.

DANIEL WEICKENAND President and CEO, Orion Federal Credit Union. M.B.A, University of Texas at San Antonio. Orion FCU is the largest credit union in West Tennessee with more than 50,000 members and $530 million in assets. Former chief financial officer, FedEx Employees Credit Association. Board member, National Association of Federal Credit Unions.

Chairman, Memphis Consumer Credit Association.

Board member, Regional One Foundation, Overton Park Conservancy, and Levitt Shell.

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INSIDE MEMPHIS BUSINESS.COM | DECEMBER 2016 / JANUARY 2017

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At Gastro One, we track our ability to find precancerous polyps (Adenoma Detection Rate or ADR) on every colonoscopy we do in our endoscopy centers.

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The Office Jim Strickland Mayor of Memphis

• • •

B Y

S A M

C I C C I

• • • PHOTOGRAPHS BY LARRY KUZNIEWSKI

Approaching a year to the day that marked the beginning of his tenure as mayor of the City of Memphis, Jim Strickland isn’t resting on his laurels. While happy with the upward trajectory the community is taking, there is still plenty of work to do.

Looking around his office, it’s quite clear that the mayor has a love for both the city and local politics.

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Despite being born in Indiana, Strickland is now very much a Memphian. He graduated from Christian Brothers High School before receiving his bachelor’s and J.D. from the University of Memphis. That kickstarted a career in law, during which he opened a firm with David Kustoff (newly elected congressman for TN District 8), clerked for Justice William H.D. Fones of the Tennessee Supreme Court, and held the position of adjunct law professor at the U of M. Despite the rigors of a legal career, Strickland paid attention to politics. “I was always interested in politics,” he says. “I interned at the state legislature when I was in college, and ran

some campaigns.”

Strickland served eight years on the Memphis City Council before taking the next step. “I thought Memphis needed to go in a new direction, and that’s why I ran last year.”

After his election on the back of a campaign focused on reducing crime and poverty rates, Strickland is looking to solve the problem by helping steer youth away from crime. “We’ve really picked up on our programming, community centers, and libraries to give kids something productive to do when they’re not in school.”

The common theme running through this directive is that these programs set a foundation for an improved Memphis com-

munity. While it will take time, the building blocks set in place reflect Strickland’s outlook for the city. “I do think we’re at the beginning of a renaissance; there’s positive momentum,” he says. “An example I like to give people is ServiceMaster. They objectively looked at all these other cities and said, ‘We think Memphis is the place to be.’”

While it’s easy to be cynical about politics these days, a quick look around the Mayor’s office should assuage any doubts.

Strickland has been a part of our community for years and his photos, memorabilia, and assorted knick-knacks reinforce the passion and drive he feels to enact the positive change he sees on the horizon for Memphis.

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1. Custom City Seal: “This is unique.

They usually don’t personalize these; that’s just a city seal with my name on it. A friend gave this to me when I got elected.” The seal hangs directly behind Strickland’s desk, situated between the Shelby County and Tennessee state seals.

2. John F. Kennedy Memorial Album: “A client of mine knew I was a big Kennedy fan and he gave that to me.” When asked about John F. Kennedy as one of his political inspirations, the mayor replies, “There’s no doubt.” While several items in his office pay tribute to the former President, including a prominently displayed cover of Time magazine, nothing supports the notion more than a record filled with Kennedy’s top selection of speeches. Released in 1963, the album broke a sales record with around four million copies sold within the

first six days of its release.

3. 2000 Democratic Convention: “There’s President Clinton, and that’s me [indicates close to the front row].

If you’re the state of the nominee, you get front and center; Al Gore was the nominee that year. I was practicing law and a delegate for Al Gore.”

4. Owl Portrait: “My daughter, Kathleen [drew it]. She’s 11 now, so she must have been 9. She did it at St. Louis Catholic School.”

5. Old Memphis City Ordinances: “It’s from 1873. When I was on the city council, a constituent of mine sent it to me. I don’t really have to refer to it often. It’s neat.”

6. Broken Andy Roddick Racquet: “A friend of mine owns String ‘n Swing, which is a tennis shop. Andy Roddick played in the Memphis Open years ago. I played in a small tournament about five years ago and won, so I got the broken racquet. I’ve

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played three or four times this calendar year. I need to get back.”

7. Johnny Bench Autographed Baseball: As a sports fan, Strickland has accumulated many pieces of sports memorabilia over the years.

While an avid supporter of Memphis sports, he is a huge baseball fan, and nothing personifies his love for the sport more than his Johnny Bench baseball, signed during the 1975-76 season, when the Cincinnati Reds repeated as World Series champions.

8. Fire Ops 101 Helmet: Strickland’s commitment to public service goes beyond just politics, electing to participate in an introductory firefighter’s course. “I went through what they call Fire Ops. It’s a day of training for firefighters, and hte fire union gave that to me for going through the program.” The Fire Ops 101 program has gained national traction, and gives the opportunity for local and community leaders in various cities to experience a day in the life of a firefighter.

7 DECEMBER 2016 / JANUARY 2017 | INSIDE MEMPHIS BUSINESS.COM |

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M A D E

I N

M E M P H I S

West Memorials

The small shop on Broad has a global presence and conscience.

B Y

R I C H A R D

J .

A L L E Y

In the Binghampton neighborhood, there is a water tower. Painted in vibrant colors, it stands as a monument both to the blue-collar warehouses, loading docks, and saloons that used to dot the area, as well as the change that has come to the revived arts district. Across Broad Avenue from that tower is a plain, brick building — the one-time home of a United States Post Office. To walk into that building today is to feel transported to an artistic Eden, a space more in line with what Broad is today. This is the home of West Memorials, owned by Paul and Missy West, who moved to the street before the arts took over, but after most of the blue collars had left. It was a time of transition for everyone.

Paul got his start in the mid1990s when conglomerates began gobbling up funeral homes, cemeteries, and monument companies nationwide. He was hired to handle acquisitions. “In order to do that, I had to learn everything,” he says. “I trained with these great monument folks around the country so I would know what I was doing — making them, selling them, distribution.”

During his whirlwind training, Paul fell in love with design.

He knew deep down that if you design something that is unique and different, clients like it better.

Making a monument back then that was anything but rectangular with a name and date on it was a big deal — there wasn’t much being done with sculptural work at the time. “It was a challenge to design because there wasn’t a lot available to us,” he says.

In 2001, he got the chance to put his design skills and passion to the test. “I decided to walk,” he says, reiterating an anecdote that can be found on his company’s website: “After being in the monument industry for eight years, I designed a beautiful cemetery monument for a little boy. My boss told me I had to quit wasting so much time with families and get my volume up. I knew I was done with conglomerate cor64 |

porations and West Stone Works Company, Inc. was born.”

In the beginning, he worked from his garage, then an office in East Memphis. Designs were faxed to the client, approved, and then sent to Georgia to be completed. Paul would simply sell it and set it.

At the time, Missy was selling items on eBay separately from the memorial business. She figured out how people were buying online, thinking, “If I can sell couch slip covers, I can sell bronze markers.” She put up a website and sold one or two a week, which became three or four, and the next thing they knew those bronze markers were being sold all over the place. “She said, ‘Well you’re a hotshot monument designer, let’s put monuments on there,’” Paul says. He didn’t think anyone would buy a monument online, but says, “Within months we’d sold a $40,000 monument in this little town in Texas.”

Their hand-carved monuments came from Germany, but then they found out that Germany was buying from importers in China who shopped work around to the lowest bidder. Quality was inconsistent. Photos of the works-in-progress would be sent to the Wests and Missy noticed that pictures of the best carvings all had the same windows

in the background, so she began searching Chinese websites until she found those windows and went straight to that sculptor.

“At the time he didn’t have any U.S. clients,” Paul says. “If you’re a Chinese company, you do 90 percent of the work yourself, but if it had to be good, you go to this guy and he would make it and sell it to the importers. So we just went to that guy and asked if we could buy directly from him. We built up enough orders, I wired over money, and said, ‘This is either the dumbest or smartest thing we’ve ever done.’ A month later a container showed up and everything was there.”

They needed a stand-alone office and workshop for delivery of shipping containers that arrive in California, travel by train across the country, and clear customs in Little Rock. Each holds 40,000 pounds of monuments The workshop behind the gal-

lery-like interior of the offices holds stones that began their journey in places like Germany and India before being carved in China. The work is then finished on Broad with a laser engraver and sandblast machines doing the work that hammer and chisel used to do. Pieces have been sold in every state of the country and to clients overseas.

Though the work is physical, harkening back to those blue-collar days of Broad, the business for the Wests is about relationships and getting to know the people purchasing the monuments and, more importantly, those that they’re for. The monument, Paul insists, isn’t about memorializing a death, but a life. He went out on his own when the bottom line began to overshadow the conscience, and he’s never looked back.

For more information, visit westmemorials.com.

PHOTOGRAPH COURTESY WEST MEMORIALS

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INSIDE MEMPHIS BUSINESS.COM | DECEMBER 2016 / JANUARY 2017

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