Eight over
80 PAGES 8-13
CRAINSCLEVELAND.COM I APRIL 27, 2020
COPING WITH COVID-19
OHIO READIES FOR A GRADUAL REOPENING
Staggered restart to lift off May 1, but details are still sketchy BY CRAIN'S CLEVELAND BUSINESS STAFF
staff continue working from home for the first two phases. At its warehouse, Wild Republic will stagger its workforce and run three shifts instead of one so fewer people are in the building at any given time. “It’s going to cost us a lot more money, but we’re going to run three shifts,” Klubnik said. Breaks also will be staggered, and there will be a gap between shifts so employees on those different shifts don’t overlap. The company also has a set of safety measures for employees to follow, from taking temperatures to wearing masks to following a strict sanitation schedule every two hours. Klubnik said the company will have its departments track these measures as part of an existing weekly “scorecard,” the company’s internal tracking tool. — Rachel Abbey McCafferty
Twinsburg manufacturer Wild Republic serves customers such as zoos and museums with its nature-related toys, but in recent weeks it has been shipping only to businesses deemed essential, such as grocery stores. Melissa Klubnik, vice president of sales and operations for North America, said Wild Republic does not plan to ramp its warehouse back up to full capacity on May 1, but will instead be watching how this first phase of the reopening progresses. Wild Republic has been creating a plan based on the phases outlined by Donald Trump’s administration, Klubnik said, and intends to update it to comply with any guidance issued by the state of Ohio. She said the company planned to have its office
See RESTART on Page 29
ILLUSTRATION BY NUTHAWUT SOMSUK
Gov. Mike DeWine’s highly anticipated details on how the state might go about permitting certain businesses to reopen beginning May 1 were to be provided during an April 23 address, but those comments have been moved to an April 27 presentation instead. While it’s unclear at this time exactly which businesses will be permitted to reopen first, how that could work or what rules they must abide by in order to do so, Crain’s reporters checked in with a sampling of Northeast Ohio businesses to get a sense of how they’re thinking about returning to work in a time of anxiety and uncertainty. Here’s what some of them had to say.
Toy manufacturer
Athletic departments scramble to cut costs
Canceled events a huge hit to NCAA revenue BY KEVIN KLEPS
Collegiate athletic directors were deep into the budget planning process for the 2020-21 school year when the COVID-19 crisis hit. Now, with the start of the fall sports seasons about four months away, the only givens seem to be that there will be reductions across the board and adjustments will be made on the fly. Most conference tournaments in college basketball were canceled because of the pandemic, and the NCAA Division I men’s hoops tournament was wiped out for the first time in its 81-year history. In a typical year, TV and marketing rights associated with March Madness account for more than 80% of the NCAA’s $1 billion-plus in revenue. See NCAA on Page 27
LOOK BACK
REAL ESTATE
Another new nuCLEus plan is afoot
RNC SET THE STAGE FOR MORE NATIONAL EVENTS IN ‘THE CLE’
Latest vision for Stark project is two office towers taller than 20 stories
PAGE 31
BY STAN BULLARD
NEWSPAPER
VOL. 41, NO. 16 l COPYRIGHT 2020 CRAIN COMMUNICATIONS INC. l ALL RIGHTS RESERVED
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A new vision for nuCLEus is making the rounds among potential funders and government authorities being asked to help turn the project between Rocket Mortgage FieldHouse and the East Fourth Street neighborhood of downtown Cleveland into a reality. Stark Enterprises of Cleveland is looking at a mixed-use concept consisting of office space in a sin-
gle tower above a parking garage with first-floor retail space. That’s the latest vision according to Cleveland City Councilman Kerry McCormack, whose Ward 3 includes the city’s central business district. “It’s designed so it can be expanded in the future,” McCormack said in a phone interview, adding that representatives of Stark showed him the plan as they are beginning to re-engage with the city in talks
about the project. A description of the plan obtained by Crain’s Cleveland Business indicates the latest iteration consists of two office towers — one of 24 floors and another of 25 — atop a platform composed of more than 1,300 parking spaces. The phasing McCormack referred to appears to indicate the towers could be built at different times. See NUCLEUS on Page 31
4/24/2020 1:54:28 PM
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COPING WITH COVID-19 | SPORTS BUSINESS PANDEMIC PERSEVERANCE
Some aspects of virtual marathon could be here to stay BBY KEVIN KLEPS
Year 43 for the Rite Aid Cleveland Marathon is like nothing Jack Staph has experienced. The COVID-19 crisis hit home a couple of months before the marathon had again hoped to draw 15,000-plus participants for its annual weekend of festivities. Staph, the marathon’s owner and executive director, said his group initially had discussions on partnering with another race that was slated to be held in the fall. But there was no guarantee a race could be held then, either, and the marathon’s largest sponsors weren’t thrilled about sharing top billing, so the marathon went with Plan B. The marathon — like so many work meetings around the world — is now being held virtually. Beginning April 15, runners could start logging and submitting their miles, at the time and location of their choice. The virtual event ends May 17, when the marathon’s main events had been scheduled. Runners who signed up before the change in format also have the option of deferring their registration to 2021 or ’22. Virtual marathons are becoming more popular, Staph said, and the Cleveland staffers didn’t want to disappoint the runners who had been preparing to run through the streets of downtown in mid-May. “We took into consideration that people had been training all through
“EXCEPT FOR RACE DAY, WE’RE ACTIVATING THEIR SPONSORSHIP REQUIREMENTS AS MUCH AS WE DID BEFORE.” ——Jack Staph, Rite Aid Cleveland Marathon owner and executive director
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the winter for our race, and they’re training for a lot of different reasons,” said Staph, who was the chairman of the first Cleveland marathon in 1978 and acquired the rights to the race from CVS in 2002. “Some of them are runners, some of them are just trying to get in shape, some are people trying to lose weight and some are doing it for the memory of someone else.” During the week that started April 14, 45 runners signed up for the vir-
tual events, which include full and half marathons, 10K and 5K races, and a Challenger Series. Entries were “pretty split” between the half marathon and 10K, said Staph, who projects that the events will attract 4,000 to 5,000 participants. Although the total may wind up being less than a third of a typical year, Staph thinks virtual participation could be paired with the standard events in future years.
“I do think that may be a new trend in road racing,” the marathon’s executive director said.
Sponsorships stay strong Not everyone was thrilled that the marathon was switching to a virtual format in 2020, Staph admitted. Thousands of participants look forward to the race every year, and some sponsors were “looking for a little bit of a discount,” the race’s owner said. Prior to the pandemic, the marathon’s sponsorships were trending ahead of 2019, Staph said. That was partially due to University Hospitals — the official medical provider, the title sponsor of the half marathon and a presenting sponsor of two other events — increasing its commitment. The marathon also added Zuri, a CBD supply company based in Avon, and Rite Aid’s title sponsorship, now in its 19th year, is one of the longest in the industry, Staph noted. The marathon’s website still lists more than a couple dozen sponsors, and the relationships go well beyond a typical race weekend. “Except for race day, we’re activating their sponsorship requirements as much as we did before,” Staph said. “We have Facebook ads, we have email communications to 80,000 people, we have our social media. So our marketing is working the same way as if we were having the event.”
And while a chunk of the usual race expenses — security being one of the biggest — won’t be on the books this year, others remain for an organization that has four full-timers. Last fall, the marathon ordered 15,000 T-shirts for its 2020 participants. When Staph spoke with Crain’s on April 20, the shirts had recently arrived in San Francisco and were due to be shipped to Northeast Ohio. “We still have a considerable amount of expenses,” said Staph, an attorney who has told Crain’s that any profits the marathon makes are rolled into future events. “That’s why we have to watch what we do.” The virtual race won’t have any prize money, but the marathon will still hand out medals, along with its surplus of shirts. And participants can continue to raise money for the event’s charitable partners. There’s no question, though, that the third weekend in May will be odd for Staph and a group that has been involved with the marathon for decades. That includes his son, Ralph, the race director. “We’re going to miss that weekend,” Jack Staph said. “That’s when you see all your old friends and all your partners that you’ve been working with for 20 or 25 years. We have a very loyal group of people, and that’s really the reason we wanted to keep it going.” Kevin Kleps: kkleps@crain.com, (216) 771-5256, @KevinKleps
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Some organizations see significant support growth, while others face decr BY LYDIA COUTRÉ
The day after Ohio’s first three positive COVID-19 cases were announced, Lakewood's Beck Center for the Arts kicked off the public phase of its $5.7 million capital campaign. Although the start of a pandemic is not the ideal time to launch a significant fundraiser, the center is grateful it was still able to hold its event (of course, with plenty of hand sanitizer and signs warning against shaking hands, etc.). In the mailers it sent out a few days later, Beck Center included a message recognizing the very difficult time supporters were facing. “We want our community to know that we are here, but we need help,” said Dena Adler, the center’s director of development. Some nonprofits on the frontlines of the pandemic are seeing significant growth in support as donors shift their attention. But that shift leaves other organizations — such as environmental or arts and culture nonprofits— facing decreased donations and a more challenging fundraising pitch. “You’ve got the unfortunate kind of hierarchy that shakes out in a time of crisis,” observed Teleangé Thomas, director of Candid Midwest, a nonprofit that provides research, tools and training to social sector professionals. With so many nonprofits vying for attention, organizations are trying to figure out how to engage donors and respectfully communicate their needs and express their value, mission and relevancy amid a pandemic. Even for those that are seeing the community rally around them, that support is likely not enough to make up for the huge increase in demand for their services, especially as they’ve had to decrease or temporar-
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nual budget is so hard to come by. About half of the Greater Cleveland Food Bank’s 2020 budget of $24.6 million comes from fundraising. Other revenue streams, which are now stifled, include revenue from its kitchen, reimbursement through state and federal dollars, and handling fees paid by partner agencies, said Kristin Warzocha, the food bank's president and CEO. Though the projections are a moving target, Warzocha said that as of the middle of last week, the organization expected to be about 30% over its expense budget in the next six months, due to the significant increase in demand as well as a drop in food donations. So far, Warzocha is confident the food bank can manage that, but added she knows the response will need to go well beyond that and she expects to face increased demand well into 2021 and possibly longer. “We do worry from time to time that the sort of support that we’re seeing right now in response to this crisis may not last as long as the economic impact does,” she said. “But I remain hopeful. I have seen time and time again throughout my career that we live in an extraordinarily generous and caring community (that) does not want anyone to go hungry.” From the Oct. 1 start of its fiscal year through March, the food bank brought in $9.3 million in fundraising, up from a budgeted $7.1 million. In mid-April, the Jack, Joseph and Morton Mandel Foundation, a new donor to the food bank, announced a $1 million grant to the organization. Vocational Guidance Services (VGS), a vocational rehabilitation nonprofit focused on serving people with disabilities or other barriers to employment, pivoted some production at its facility that makes dress pants for women in the military to
Lydi (216
Trucking company owner Haas rolls on big building Constructing large warehouses as he needed them to provide storage services associated with his core trucking business has paid a nice dividend for Chris Haas, president and CEO of All Pro Freight Systems Inc. of Westlake. So much so, in fact, he’s negotiating to buy a 120,000-square-foot building in Lorain County just weeks after selling three warehouse buildings he owned in Avon to Boston-based Plymouth Industrial REIT Inc. He declined to disclose the specific location for his next deal because the purchase has not yet been consummated. Haas also declined to disclose the sale price for the property sales in a phone interview with Crain’s Cleveland Business. However, online property records of the Lorain County Auditor’s office show that Plymouth, through various company names, paid a total of $15 million Feb. 18 for the properties. Two of the structures are at 1200 Chester Industrial Parkway and one at 1350 Moore Road. The three have a total of 450,000 square feet of rentable space, according to Haas.
“Originally, they wanted to buy all six of our properties, including our headquarters at the former Bonne Bell building in Westlake,” Haas said, but he decided to sell only three structures because he intends to remain active in the trucking business. Owning Haas real estate also provides him more flexibility in meeting client needs, he said. “I decided to take just some chips off the table,” Haas explained. “It was fortuitous because the sales closed before the pandemic (and its attendant economic dislocation) hit.” All told, it’s not bad for a deal that Haas was not seeking. He had no properties listed for sale when Juniper Solutions, an economic development and real estate consultancy located in Cleveland that is part of Akron-based Signet Real Estate Group, approached him with a potential buyer for his portfolio. Haas said he developed what he called his “niche” properties by following the West Side suburban industrial market and buying or building when his clients need more storage space.
In the case of the pending purchase, Haas said he learned it was available because its primary tenant might exit it at the end of the year and he could replace some industrial space he leases with a new property he owns. Although Haas did not refer to it, buying a new commercial property after selling assets provides a shelter from federal capital gains taxes. The popular strategy is termed a like-kind exchange. Meantime, having transportation customers in essential businesses, such as Invacare Corp. of Elyria and others that needed increased shipping services due to the pandemic, helped the company boost sales about 16% by daily truckload over its normal loads. It more than offset losses from manufacturers and distributors that were closed because of COVID-19 or were not essential businesses. Demand has slowed as the pandemic has stretched on. Volume by daily truckload was still up about 10% in mid-April, Haas said. However, he noted it is unpredictable how shipping will shake out as businesses re-
4 | CRAIN’S CLEVELAND BUSINESS | APRIL 27, 2020
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REAL ESTATE
BY STAN BULLARD
HISTORICAL CHARM. NATURAL BEAUTY.
ily close programming that traditionally serves as another revenue stream. “Nonprofits, when there’s a recession, we’re the first ones hurt and the last ones to recover,” said Rick Cohen, spokesman for the National Council of Nonprofits. Still, there are bright spots. Nonprofit leaders say they’ve seen new donors step up and existing donors add to their giving. Many funders have offered flexibility in already awarded grants, allowing nonprofits that received money for a particular program to use those funds for general operation needs. GivingTuesday announced a global day of giving on May 5 as a response to the pandemic, in addition to the annually scheduled event that will take place Dec. 1. Relief funds have popped up throughout Northeast Ohio and around the country, where foundations have quickly risen to the challenge and pooled money to provide immediate funds to nonprofits. As of Friday, April 24, the Greater Cleveland COVID-19 Rapid Response Fund had amassed more than $8 million from 65 corporate, civic and philanthropic partners, plus individuals and families across the region. Having learned a lot from the Great Recession of 2008-09, nonprofits were already looking at how they could manage, sustain and grow support during another economic downturn. However, in the last recession — unlike now — nonprofits could still deliver programs, offer services, host fundraisers and gather volunteers. The pandemic has put a stop to many activities that allow nonprofits to generate new dollars and support, Thomas said. At Beck Center, fundraising becomes even more important when the earned revenue that makes up two-thirds of the organization’s an-
4/24/2020 3:43:58 PM
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ECONOMY
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Team NEO looks at regional economic forecast
rs face decreased donations
Projections examine short- and long-term effects of coronavirus shutdown
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turn out personal protective equipment at the request of Cleveland Clinic. So far, the group has produced 5,000 face masks. Without adding PPE production to its work, it would have been an “even longer uphill battle” to secure some of the donations coming through. “And I, of course, don’t fault any donors for wanting to say, 'We’re giving this to people on the frontline' or 'We’re having this immediate impact,' ” said April Walker, chief development officer for VGS. Sarah Crupi, executive director of the Cleveland Zoological Society, an independent nonprofit that serves as the fundraising arm of the Cleveland Metroparks Zoo, said membership, which the society handles as its biggest source of revenue to then pass on to the zoo, is trending 40% under in year-overyear projections. The zoo continues to incur nearly 40% of its operating expenses to care for the animals while it's earning zero revenue from ticket sales. Bob Cahen, president of the Cleveland chapter of the Association of Fundraising Professionals, said that over time, people may grow tired of giving again and again as agencies have new needs. “People are looking at their retirement funds, including me, or people are looking at their income,” he said. “They can just sit around and cry, but they’re not. The people I’m talking to anyway are again stepping up, giving donations and even giving more than they were giving before. That’s pretty amazing when you’re looking at your retirement fund losing a quarter or a third ... of its value.” Lydia Coutré: lcoutre@crain.com, (216) 771-5228, @LydiaCoutre
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open and customers may have lower production levels than in the past. “We feel lucky some of our customers are in essential businesses,” he said. “Another trucking company might be in a world of hurt at the same time.” Layoffs by other trucking companies created an unexpected opportunity for All Pro because more labor has been available than is typical. Haas said All Pro has been able to add about 20 drivers in the last couple months to the staff of 200 truckers it employs and contracts with on a nearly full-time basis. Normally, he said, it takes six months to add six. Plymouth, which owns 125 properties containing a total of 20 million square feet of space, did not disclose the Avon deals in recent Securities and Exchange Commission filings, but the former Haas properties are included in its properties lists. The REIT pursues a strategy of owning smaller properties in secondary locations such as the Midwest, according to its website. Stan Bullard: sbullard@crain.com, (216) 771-5228, @CrainRltywriter
There is no doubt the COVID-19 pandemic has spurred a recession that will have sweeping consequences, both nationally and regionally, the full scope of which will depend on the capacity of the economy to respond. In evaluating the short- and longterm impact of what began as a health crisis and is now also an economic crisis, Moody’s Analytics Inc. made the rare move of modifying its projections for the U.S. economy in the third week of March, based on the early effects of the pandemic. Moody’s has since updated those projections twice. Using data from Moody’s, Team NEO’s Jacob Duritsky looked at employment and gross domestic product (GDP) forecasts for the 18 counties in Northeast Ohio. These early projections are likely to be conservative, noted Duritsky, vice president of strategy and research at the regional economic development organization. That’s because Northeast Ohio is getting hit with the fallout of the pandemic before even completely recovering from the economic losses of 2008’s Great Recession. “The best economic data can take anywhere from 12 to 24 months to come out. We will continue to track it,” Duritsky said. “As Moody’s updates these numbers every three to four weeks, we might see things get worse before they get better.” According to the Moody’s analysis, Northeast Ohio employment will see a 2.5% decline from 2019-20, with a small uptick coming in 2021. Full employment recovery will not be seen until 2022-23, with net growth projected out to 2024. About half of the industry sectors in Northeast Ohio pre-COVID-19 were forecasting employment gains, but now all industries are projected to see declines — more significantly in manufacturing, construction and utilities and less so in IT, a field in which more employees can work remotely.
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All but one sector of manufacturing is projected to see employment losses between 2%-7%. Only paper manufacturing is projected to see a small gain. Even with the hit to restaurants and entertainment by shutdown orders, food and beverage come in on the lower end, with estimated 2%3% declines, while metal and automotive manufacturing are expected to see 3%-7% declines. “The magnitude of unemploy-
orders, economic recovery projections are volatile. Discussions about the “shape” of the recession have transformed as restart plans remain for the most part unclear. In the first quarter of 2020, U.S. gross domestic product growth is estimated at minus 4.8%, the largest annual contraction on records dating back to 1961. Loretta J. Mester, president and chief executive officer of the Federal Reserve Bank of Cleveland, said at a virtual Cleveland City Club forum that using traditional modeling, it’s unclear PROJECTIONS FOR GDP DECLINES whether we will see a ARE SLIGHTLY BETTER, IN PART V-shaped recovery, a longer U-shaped reBECAUSE NORTHEAST OHIO WAS or something DEALING WITH WORKER SHORTAGES bound else entirely. A recovery BEFORE THE COVID-19 OUTBREAK. is hard to model since the economy was taken ment claims in Northeast Ohio, down deliberately, which is unprecemuch like we have seen across the dented. nation, are nearly 10% worse than “We have never had a stay-atduring the Great Recession,” Du- home policy,” she said. “It is a diffiritsky said. cult time to forecast.” Job postings nationally and locally Federal stimulus of $2.3 trillion deare lower than 2019 levels by 0.5%- signed to limit economic pain, as 1%. Postings here are down in all in- well as the Federal Reserve Bank’s dustry sectors by more than 2,400 interest-rate cuts and Quantitative since March 15, and nearly 1 million Easing (QE) program, all aim to keep Ohioans applied for unemployment financial markets functioning. over the last five weeks as the state’s “What public policy needs to do, jobless rated climbed toward 17%. and this includes the Fed, is to help A lot of factors inform these predic- ensure that the shutdown in activity tions, including disrupted supply that is being felt does not cause lasting chains and lack of demand for product. damage to the economy,” Mester said. Projections for GDP declines are Early indications from Team NEO slightly better, in part, because partners suggest some companies Northeast Ohio was dealing with are not fully feeling the impact of worker shortages before the COVID- these disruptions yet, said senior vice 19 outbreak. president of industry and innovation The mining, gas and coal utilities, Jay Foran. Many of these companies and automotive and transportation manufacturing sectors are projected to be the hardest hit. On the flip side, there are some retail sectors related to essential services that expect small gains. “What goes into the retail analysis is what I would call optimistic timing on when things are going to recover and how business openings roll out,” Duritsky said. As some states prep to reopen while others extend stay-at-home
have enough liquidity to handle the 30 to 60 days of business disruption, he added. Businesses are still “triaging” the impact from and their response to the rapid and “cataclysmic change.” They recognize there has been a supply-chain disruption and are looking at different business opportunities, from reshoring materials suppliers to workforce retraining during downtime. “The conversations we were having with companies at the onset of COVID-19 are different than the conversations we are having today with some of those same companies,” Foran said. Conversations range from staff safety and absenteeism because of illness, to liquidity, cash flow and business development. The manufacturing sector, especially those businesses capable of making personal protection equipment, are looking to retool in a change that might not be temporary. “It is long-term opportunity,” Foran noted. “Medical supplies is a critical industry and we are realizing those supply chains have gotten too long and we do have to respond to the immediate need, but there is an opportunity for this region to be a big part of the longer-term solutions.” Kim Palmer: kpalmer@crain.com, (216) 771-5384, @kimfouroffive
Correction An article in the April 20 edition of Crain's Cleveland Business had an incorrect spelling for the Akronbased SaaS Factory.
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PERSONAL VIEW
Here’s what CEOs are discussing now
RICH WILLIAMS FOR CRAIN’S CLEVELAND BUSINESS
BBY KIRK NEISWANDER
EDITORIAL
By the numbers I
f we turn our attention from the current crisis to one in the not-too-distant past — the Great Recession of 2008-09 — we see the contours of what’s to come: a big drop in tax collections for state and local governments that will lead to furloughs and spending cuts. Absent a big bailout from Washington, we’re looking at a long period during which those diminished tax collections force tough operating decisions at a time when layoffs continue and government services are in high demand. A case in point was last week’s announcement from the Cuyahoga County Public Library that it will lay off and furlough more than 300 staff members as part of a plan to address a projected $5 million budget shortfall stemming from lower allocations to libraries from the state’s general revenue fund, a result of falling sales tax collections. In addition, the library system’s remaining 550 union and management employees will see a 50% cut in their hours and pay, and many maintenance projects will be deferred. Libraries aren’t providing the kind of critical care CITIES ALL ACROSS offered by health and huNORTHEAST OHIO man services organizaALREADY ARE ADJUSTING tions, but they play a valuable role in helping job BUDGETS, BUT THE seekers get access to trainUNPREDICTABLE NATURE ing and reliable information, and in connecting stuOF THIS CRISIS MAKES dents with internet access. In this case, the library is BUDGET FORECASTING making cuts today to preEXTRA HARD. JUST HOW serve access to as many services as possible tomorrow. GRADUAL WILL THE But play this out on the STATE’S MAY 1 state level and in community after community, in REOPENING BE? Ohio and other states, and it’s clear the services many people have come to rely on will not be available in the same way down the road. A Brookings Institution report issued earlier this month underscores a particular vulnerability in Ohio, where cities
have a high reliance on municipal income taxes to fund their operations. One portion of the report listed the cities with “the most immediate fiscal impacts” from the COVID-19 pandemic, and four of the top five, among 139 cities examined, were in Ohio. Columbus was listed as the most vulnerable city, with the highest percentage of its revenue, nearly 75.5%, derived from income taxes. Cincinnati came in at No. 2, with 71.8% of revenue from income taxes, while Toledo (70.8%) was No. 4 and Cleveland (67.5%) was No. 5. There’s no tax revenue stream that’s safe in a downturn of this magnitude. Still, as Kent Scarrett, executive director of the 730-member Ohio Municipal League, told The Columbus Dispatch, “When people aren’t working and people aren’t making money, the municipal income tax is dead.” Cities all across Northeast Ohio already are adjusting budgets, but the unpredictable nature of this crisis makes budget forecasting extra hard. Just how gradual will the state’s May 1 reopening be? How long will it take before tax revenues come back to anything resembling normal? Virtually impossible to say. The New York Times reported last week that “bipartisan groups of governors and mayors from around the country have been pleading with Washington for aid to help them keep workers on their payrolls as they grapple with” the crisis. However, a $484 billion aid package passed by the U.S. House of Representative Thursday, April 23, did not include additional money for state governments. In the Senate, Majority Leader Mitch McConnell of Kentucky suggested that states should be able to declare bankruptcy, and that municipalities use their ability to do so. This is not promising as an indication of the future ability of local governments to provide core services, not to mention the implications for pension plans, government contractors and other stakeholders. It’s potentially helpful that Republican Sen. Rob Portman of Cincinnati seems to understand the severity of the problem. He tweeted on Wednesday, April 22, “The skyrocketing unemployment rate and subsequent decline in tax revenue has left local governments stretched to the limit. As I told Ohio’s county commissioners on our call (Wednesday) morning, I’m working with my colleagues to secure additional and more flexible funding.” It should come as soon as possible.
Publisher and Editor: Elizabeth McIntyre (emcintyre@crain.com) Managing Editor: Scott Suttell (ssuttell@crain.com) Contact Crain’s: 216-522-1383 Read Crain’s online: crainscleveland.com
Through the financial crisis of 2008 to the current pandemic, one observation made is that when leaders share their knowledge, current challenges and opportunities, they are able to support each other in a very meaningful way. A group of 15 to 20 midsize company CEOs in Northeast Ohio have been teleconferencing every week since the first appearance of COVID-19 in our region to Neiswander is share information about ensuring work- founder and place safety, maintaining positive work president of culture, navigating operational challeng- EDGE, a es, preparing for pending supply chain nonprofit focused issues and, of course, preparing for “the on growing NE new normal” ahead. They are giving each Ohio mid-market other advice, ideas, encouragement and companies. support, even sharing with leaders outside the group as well. Zoom calls have worked well so far for groups ranging from 10 to 25, with a strong facilitator, an established agenda, pre-identified questions and a good leadoff example by one of the participants. It is important to hear from everyone in the group as some of quietest members have the best ideas. Idea sharing has also worked for leaders in HR, IT, sales, family businesses and smaller growth companies as they manage through the pandemic. For example, IT leaders are sharing information about setting up remote workers en masse while dealing with new challenges of cybersecurity, mobility, procuring devices and accessibility. HR leaders are tackling legal and policy issues as well as sharing strategies for keeping their organizations positively engaged. Sales leaders are finding productive ways to build an even closer relationship to their customers as they uncover opportunities to create new value. Indeed, companies that exist to grow in value know that “good things grow when ideas flow.” Here are some thoughtful issues that CEOs of midsize companies are discussing: KEEP PEOPLE SAFE AND SUPPORTED: If people are not safe, soon you will find you don’t have many to work. Companies are implementing safety ideas such as developing safety teams, increasing the amount of time between shifts so there is no in-person handoff, splitting lunch breaks into much smaller groups, closing certain common areas such as small kitchens, developing multiple shifts to reduce chances of exposure, or requiring that employees who have to work in the field phone in daily temperature checks. Have a plan in place for if or when an employee tests positive, including respecting appropriate HIPAA and HR practices. Even as Ohio starts to officially “reopen,” companies have considered creating a standard proclamation that they would sign showing all the safety precautions they are taking and adhering to. TRANSPARENT COMMUNICATION: Th is extends to your suppliers, customers, employees and professional service providers like your banker. “Trust is ultimately your must.” It follows that communication must be frequent, authentic and in many forms. One-on-one meetings take on a newfound importance, so that employees have a means to express personal concerns without concern for peer pressure or maintaining privacy. To eliminate some anxieties, allow for Post-it Notes in the lunchroom for employee concerns and suggestions. It also is a good idea to express frequent gratitude for those helping to keep things moving while being supremely compassionate with those who may be dealing with a lot right now. See NEISWANDER on Page 30
Write us: Crain’s welcomes responses from readers. Letters should be as brief as possible and may be edited. Send letters to Crain’s Cleveland Business, 700 West St. Clair Ave., Suite 310, Cleveland, OH 44113, or by emailing ClevEdit@crain.com. Please include your complete name and city from which you are writing, and a telephone number for fact-checking purposes.
Sound off: Send a Personal View for the opinion page to emcintyre@crain.com. Please include a telephone number for verification purposes.
6 | CRAIN’S CLEVELAND BUSINESS | April 27, 2020
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OPINION
AMISH ROOFERS Installed Better to Last Longer
LETTERS TO THE EDITOR
Math adds up for Ohioans’ health and economic future Regarding the Personal View article in the April 20 issue, “Math doesn’t add up for stay-at-home orders,” imagine if COVID-19 were a defective product known to be dangerous, would the aggregate of the business community involved in that product (board members, investors, research and development, manufacturers, marketing, shippers, salespersons) merely consider the math of the situation to make the best decision going forward for the public and the economy? Imagine if this defective COVID-19 product once purchased by the consumer was not able to be serviced for 12 to 18 months due to long waiting lines. Imagine if this product could not be recalled because Consumer Reports had not finished its testing or only had incomplete test results. Would the business standards boards and regulatory agencies wait to act? Would they allow each manufacturer to set up individual policies and remedies to find a solution for this defective and dangerous product? Can uncoordinated corporate policies alone solve this business dilemma? Can 51 governmental regulatory agencies (50 states and Washington, D.C.) alone solve this medical and economic dilemma? The solution-based response, one hopes, is a decided ‘no’. Narratives that businesses or governmental agencies can singly resolve this issue are wanting. There is a narrative that will enable us to formulate a remedy. There are examples in history. One such example is the opioid crisis in America. In Ohio, a coordinated plan involving governmental, business, safety agencies and legal action is addressing the opioid crisis. We have learned that any one of these acting alone will not suffice to save the lives of those addicted. As we are painfully aware, COVID-19 is a self-replicating virus that has killed 46,000-plus Americans in three months; by comparison, the CDC reports that the U.S. opioid crisis killed 47,000 Americans in 2018 over 12 months. Of those patients contracting the virus, there is a death rate of about 4% in Ohio, 5% in the United States and 6% worldwide. The COVID-19 pandemic in the United States is by many multipliers a more dangerous health and economic scenario than the opioid crisis. The solution most likely will not be found in false narratives regarding a loss of personal freedom, internal fortitude (gutting it out), a blaming of the business community and/or an excess of governmental oversight. Gov. Mike DeWine and his team have found the solution again as he did in the opioid crisis. He has and continues to set a course using the power of the state, the acumen of private companies, the cooperation of citizens, and his own thoughtful, information-based, measured press conferences. Along with Dr. Amy Acton, Ohio’s top executive is leading with transparency. While the governor’s office feels the pressure of the COVID-19 crisis, the governor appears not to be pressured. The math he is using ‘adds up’ for the health of Ohio’s citizens and economic future. Sheldon Firem Chardon
I just read the April 20 Personal View article by Allen Freeman touting numbers and coming to a conclusion that the “math doesn’t add up.” Mr. Freeman is looking at numbers that are historical. The whole point is to keep these numbers low. If he only bases his analysis on those numbers, then it will never look good. I understand his argument about correlation or causation. However, he needs to include an analysis of the forward-looking numbers. The key to all of this has been that based on the infection rate, there would be exponential growth in the numbers of people that are getting sick and that would require hospitalization. The stay-at-home orders have been put in place to minimize those models and ensure that the hospital systems do not get overwhelmed. Mr. Freeman suggests that individual businesses define a plan based on guidance to keep employees and customers safe. What does that forward-looking model look like? Does that stop the exponential growth of infections and hospitalizations? If it doesn’t, what’s his contingency plan? No plan is perfect, and there are certainly large costs associated with the current approach, but give Gov. Mike DeWine credit for taking decisive action in a crisis, being very open about what is being done, why it’s being done, and looking for ways to step it down as the immediate crisis is averted. We have a long way to go before the final chapter is written in this story. Mr. Freeman and all other business owners will have a chance to put forward their approach for protecting everyone as well as contributing to our recovery. Kevin Bracy Avon
AS WE ARE PAINFULLY AWARE, COVID-19 IS A SELF-REPLICATING VIRUS THAT HAS KILLED 46,000PLUS AMERICANS IN THREE MONTHS; BY COMPARISON, THE CDC REPORTS THAT THE U.S. OPIOID CRISIS KILLED 47,000 AMERICANS IN 2018 OVER 12 MONTHS. OF THOSE PATIENTS CONTRACTING THE VIRUS, THERE IS A DEATH RATE OF ABOUT 4% IN OHIO, 5% IN THE UNITED STATES AND 6% WORLDWIDE.
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Criteria for PPP loans was too broad Thank you for publishing the state-by-state list of all Paycheck Protection Program loans in your April 20 issue. It was very thorough and comprehensive, which is normal for Crain’s. Looking at the numbers, the table lists Ohio as receiving approximately 38,000 loans for a total of $10.4 billion. That comes out to about $273,000 per loan. Since each loan is 2.5 times the borrowing company’s 2019 average monthly payroll, that means the average monthly payroll for the borrowing company is $109,000. In the same article the Ohio Bankers League says its members have received an average of $12.3 million from 54 loans. Using the same calculation as in the prior paragraph, that means the average loan was $228,000 and the average monthly payroll $91,000. Either way, I don’t consider companies with these size payrolls to be “small.” The criteria for these loans — no more than 500 employees — was much too broad. Having categories of 1-100 employees, 100-250 and 250-500 would have been much more equitable. Brad Glazer University Heights APRIL 27, 2020 | CRAIN’S CLEVELAND BUSINESS | 7
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EIGHT OVER 80
The wisdom of the ages, Northeast Ohio-style For these eight Northeast Ohioans, retirement is for other people. All 80 or older, they remain engaged in the life of the region, whether by running a corporation, conducting scientific research, lending their expertise to area nonprofits or designing fresh solutions to long-standing problems. This year’s Eight over 80 include trailblazers who overcame prejudice to open new paths for subsequent generations and individuals who have shaped — and continue to shape in their 80s and 90s — the civic, cultural, philanthropic and business landscape in which we all live and work.
``Robert ‘Bob’ Gries, 90: He was destined for a leading role in the hometown he holds dear. This page
``Carol Latham, 80: The founder of Thermagon is a popular figure in the entrepreneur community. Page 9
``Milton Maltz, 90: Malrite Communications founder has impact as a philanthropist. Page 10
``Dan T. Moore III, 80: President and CEO of the Dan T. Moore Co. finds ways to help others. Page 10
``Lorraine ‘Lorry’ Szabo, 92: Pioneering woman was a chemist at Sohio/British Petroleum. Page 10
``Dr. Joseph Kennedy, 91: He’s still a top polymer scientist at the University of Akron. Page 12
``May Wykle, 86: Her influence on the field of nursing has stretched far beyond Northeast Ohio. Page 13
``Thomas TK Zung, 87: Architect is a champion of the geodesic dome’s inventor — and his mentor. Page 13
``About the portraits: To ensure the safety and well-being of these civic treasures during the time of COVID-19, Crain’s commissioned Cleveland illustrator Karen Sandstrom to paint portraits of the eight honorees.
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Robert ‘Bob’ Gries, 90 A FIFTH-GENERATION CLEVELANDER and Shaker Heights native whose greatgreat grandfather became the first Jewish settler in The Forest City in the 1830s, Robert “Bob” Gries seems to have been destined for a leading role in the hometown he holds so dear. From grandfather Rabbi Moses Gries’ founding of numerous Jewish and community organizations, to grandfather Nathan Dauby’s development of the May Co. department store here, to in his father’s role in establishing both the Cleveland Browns and its predecessor club, the Cleveland Rams, to his own work in venture capital, beginning in the 1960s when that industry hardly existed, and the founding of the Gries Family Foundation, the Gries lineage has been instrumental in shaping many facets of Cleveland’s history and identity. “My lot in life, I knew very early on. Even though I lived through the (Great Depression), you might say I was brought up with a silver spoon in my mouth,” said Gries, who will have lived longer than any of his relatives when he turns 91 next month. “I never had it tough. I went to the best schools and was given the best education.” He felt that upbringing obligated him to give back. “Cleveland is where I wanted to make our mark,” he said, “and philanthropy has always been my passion.”
“CLEVELAND IS WHERE I WANTED TO MAKE OUR MARK. AND PHILANTHROPY HAS ALWAYS BEEN MY PASSION.”
After studying history at Yale University, Gries returned to Cleveland to assist in managing the May Co. for about 12 years. By 1964, he peeled off to launch a venture capital fund backed with family money. He ran the firm for three decades, investing in more than two-dozen companies.
At the same time, he was drawn into civic work, assisting Carl Stokes’ 1967 mayoral campaign and working with mayors George Voinovich and Michael White in later years. While benefiting from his upbringing in a successful family, Gries faced health challenges from a
young age. He dabbled in football and wrestling in high school, but grappled for decades with asthma and degenerative disc disease. The development of steroid inhalers and Ibuprofen changed his life. At 51, Gries marked the beginning of his “athletic career,” traveling the
globe for one-of-a-kind adventures, including multiday marathons through Death Valley, biking across the Gobi Desert and scaling Mount Vinson in Antarctica. Gries also served on dozens of boards throughout his life, such as the American Jewish Committee, where he’s been a fixture on its national board for 52 years. It’s one of a handful of organizations where he remains active in his 90s. “It’s hard to imagine a time when Robert D. Gries hasn’t been a leader in Northeast Ohio. Proudly carrying his family legacy, Bob Gries has served the Cleveland community with wisdom, loyalty, creativity and passion for decades,” said Rabbi Allison Vann of Suburban Temple-Kol Ami in Beachwood in his nomination. “His support and advice within the Jewish community, the greater nonprofit community, government and the business community are legendary, and still continues to this day.” Offi Beyond an intrinsic duty to carry on the legacy of his family, Grieswww.naipvc.com points to his faith to explain why charity is so important to him, citing Hillel the Elder: “If I am not for myself, who will be for me? And being for myself, what am I? And if not now, when?” “That has been the philosophy of my family going back all five generations and it’s what I’ve tried to teach my kids and grandkids,” Gries said. SP — Jeremy Nobile
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FOCUS | EIGHT OVER 80
Carol Latham, 80 “WE MUST MAKE HAY while the sun shines.” This well-aged proverb is the first line of Carol Latham’s memoir, “A Chip off the Silicon Block: The Power of Entrepreneurial Thinking,” which traces her career on the cutting edge of innovation in the face of long odds. Latham, founder of thermoplastics company Thermagon and a popular figure in Cleveland’s entrepreneur community, knew in the late 1980s that plastics represented the future for cooling computer parts. British Petroleum — Latham’s employer at the time — disagreed with its chemist’s assessment, and her appeal to put company resources into conquering computer overheating issues went nowhere. “Upon getting a project, you’d get a pat on the head and have to start all over again on the learning curve,” Latham recalled. “Nobody there had the courage to take anything to the next level, so I turned what I knew into a business.” Latham left BP in 1989, renting out her Lakewood home to supplement her income. Entrenched in a culture largely devoid of women, raising money to start Thermagon became Latham’s biggest challenge. “I never tried to harp too much on being a woman, but few women received help from the venture capital network,” she said. “It was a fraternity in a way.” Thermagon grew slowly, gaining a few customers through Latham’s marketing in technical journals. A breakthrough came in 1996, when multinational company Intel took
“UPON GETTING A PROJECT, YOU’D GET A PAT ON THE HEAD AND HAVE TO START ALL OVER AGAIN ON THE LEARNING CURVE. NOBODY THERE HAD THE COURAGE TO TAKE ANYTHING TO THE NEXT LEVEL, SO I TURNED WHAT I KNEW INTO A BUSINESS.”
Thermagon’s polymer-based products to Asia. By 2001, Latham was overseeing 120 employees and a dozen products. Before selling the company in 2004 to London-based Laird Group PLC, Latham helped Intel, IBM and similar tech behemoths surmount product overheating prob-
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pany, and the excitement went out of it for me somewhat,” Latham said. “This business was my life, and if it goes down, I’d go down with it. It’s a process I had to think through, because it does affect lives.” Starting a successful STEM company stirred Latham to assist other
The Frances Payne Bolton School of Nursing at Case Western Reserve University warmly congratulates
May Wykle, PhD, RN, FAAN, FGSA
Former Dean and Professor Emerita
2020 Eight Over 80 A nursing trailblazer for more than
60 years, Wykle is an extraordinary
hen er in g his rved wisn for n of achport muuniomstill
leader, distinguished scholar and award-winning educator. One of the nation’s most distinguished nursing A world of support that revolves around one axis:
You.
Connect with us | www.naipvc.com
leaders and an international expert in geriatric and mental health nursing, Wykle’s commitment to students and the nursing profession is unparalleled. A champion of increasing educational
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lems. She also built her business with a nurturing culture, hiring women from the inner city and teaching them sustainable skills. That made selling her “baby” difficult, though it was never a decision she made lightly. “I had brought in people to take over various functions of the com-
startups, among them a Boston firm that made batteries for mobile electronics. Having been a chemistry major at Ohio Wesleyan University, Latham also played a lead role in her alma mater’s Connect Today, Create Tomorrow student-entrepreneur campaign. While Latham knew nothing about publishing when penning her autobiography, that didn’t stop her from sharing an experience that not only molded her but could motivate aspiring entrepreneurs. “I have a science background. If anyone told me I’d write a book, I’d tell them they were crazy,” she said. “But I saw merit in documenting my story. I’m not wordy — I just lay it out there in black and white.” Kathy Roulston, a senior patient ambassador at the Cleveland Clinic, considers Latham her best friend and mentor. She said that Latham dedicated her life to promoting entrepreneurship without losing her essential humanity. “Carol considered her employees part of her extended family,” Roulston said. “She’s outgoing and spontaneous, and always does what she says she’ll do.” Latham’s love for science and math never waned, even during the nearly 20 years she spent as a homemaker before creating Thermagon. She said she’s happy to see her DIY spirit live on in others. “My passion is to take technology to market,” Latham said. “Technology doesn’t fall into a black hole, but comes out on the other side to create value for the world.” — Douglas J. Guth
opportunities for students, especially for students of color, Wykle remains a mentor to many nurse leaders and future nurses across the nation.
YOUR STORY. YOUR STAGE. SPONSOR AN EVENT TODAY • Learn More: scott.carlson@crain.com APRIL 27, 2020 | CRAIN’S CLEVELAND BUSINESS | 9
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FOCUS | EIGHT OVER 80
Milton Maltz, 90
Dan T. Moor
IMPRESSED BY A CLASSROOM recitation, a high-school teacher suggested Milton Maltz audition for a radio station that carried programs for Chicago’s public schools. She sweetened the pot by saying she’d get him out of hall-monitor duty and cover his carfare to the station. Maltz landed a part as the giant in “Jack and the Beanstalk,” the first of many shows. So began a lengthy career in broadcasting that ultimately led to Cleveland becoming home to both one of the most influential rock radio stations in America and the Rock & Roll Hall of Fame. While attending Roosevelt College in Chicago before transferring to the University of Illinois Urbana-Champaign, Maltz met a young woman auditioning for a radio program he’d written. She didn’t get the part, but he asked her to dinner. He and Tamar married in 1951. During the Korean War, Maltz volunteered for the U.S. Naval Reserve and was assigned to the National Security Agency in Washington, D.C. Maltz moonlighted as a disc jockey for a broadcasting company owned by John Kluge. “I was a G.I. daytime and a DJ nighttime,” he recalled. After he left the Navy, a car accident outside Detroit killed his aunt and left his mother hospitalized. Milt and Tamar relocated to be close during her lengthy recovery. Milt took a job as program director and DJ at WPAG in Jackson, Mich. “I wanted to learn from the ground up how you build a radio station,” he said.
DAN TYLER MOORE III, president and CEO of the Dan T. Moore Co., has spent his career trying new things, looking for solutions to problems and finding ways to help others. And he has no plans to stop anytime soon. Moore, who mostly grew up in Cleveland, attended Trinity College in Connecticut and the Harvard University Graduate School of Business Administration in Massachusetts. He has long been an entrepreneur, holding three paper routes as a child and starting both a birthday cake business and a tree service while in college. Moore worked at Standard Oil of Ohio before leaving to found the Dan T. Moore Co. in 1969. Under that umbrella, he worked as a manufacturers’ representative and soon helped to launch a host of companies. “I’d find a need, an unmet need, and I would hone in on it and try to find a solution,” Moore said. “And then I would build a company around that.” Through the Dan T. Moore Co., Moore has gone on to start more than 30 companies, including auto products company Moore Plastics, dual fuel conversion kit maker NatGasCar and helmet manufacturer Team Wendy LLC, named for his daughter who passed away after a head injury. He has more than 40 granted or pending patents. Moore said he found he prefers juggling multiple projects, as opposed to focusing on just one. “I like variety. I like change. I like newness,” he said. “I like being on the steep part of the learning curve. And I like very much having the freedom to decide what I wanted to do next.”
“MILT HAS INVESTED HIS TIME, TALENTS, MONEY AND BELIEF IN CLEVELAND AND AMERICA IN MAKING THE WORLD A BETTER PLACE FOR US ALL. AT THE AGE OF 90, HE IS STILL MAKING THOSE INVESTMENTS EVERY DAY.” ——Albert Ratner, partner and co-chairman emeritus of RMS Investment Corp.
He and the station’s top salesman, Robert G. Wright, pooled their savings to buy a station of their own in Plymouth, Wis. “It was a dog of dogs,” Maltz recalled, but the duo turned it around and sold it for a profit a year later. Malrite Broadcasting, later Malrite Communications, was on its way. Wright departed after eight years,
but Maltz kept building. Although told that AM was the gold standard and “FM stands for ‘free music,’ “ Maltz believed FM’s greater fidelity would lead it to eclipse AM. That insight paid off handsomely. In 1972, at a national broadcasters convention, Maltz ran into John Kluge again, who now owned multiple stations under the
Metromedia banner. Kluge was looking to unload a couple radio stations in Cleveland in order to buy one in Dallas. Maltz had just had a deal fall through for a station he’d hoped to buy in San Diego. Kluge talked him into buying WHK-AM and a little FM station called WMMS that Maltz soon learned was grossing only $30,000 a year. Once again, Maltz used his magic touch to turn dross into gold. He found new young DJs at Cleveland State University, but didn’t pick them for their voices. “They had to know the music, they had to love the music,” he said. WMMS grew to become Malrite’s flagship station and eventually the top rock station in the U.S. By the mid-1980s, owning both radio and TV stations, Malrite had enough juice in the broadcast industry that Maltz could play a key role in convincing the New York board behind the Rock & Roll Hall of Fame to make Cleveland its home. That’s just the tip of his impact here. Through the Maltz Family Foundation of the Jewish Federation of Cleveland, he and Tamar have given millions to support the Cleveland Orchestra, the Cleveland Museum of Art and a host of other organizations. Their legacy also includes the Maltz Museum of Jewish History in Beachwood; the International Spy Museum in Washington, D.C.; and the Milton and Tamar Maltz Performing Arts Center in the renovated Temple-Tifereth Israel on the Case Western Reserve University campus. “Milt has invested his time, talents, money and belief in Cleveland and America in making the world a better place for us all,” Albert Ratner, partner and co-chairman emeritus of RMS Investment Corp., said in a letter of recommendation. “At the age of 90, he is still making those investments every day.” — Michael von Glahn
Lorraine ‘Lo AS A TEENAGER in the 1940s, Lorraine Szabo loved to paint. She believed her talent for the medium would lead to a career — until she took her first highschool chemistry class. While Szabo to this day still enjoys dabbling in watercolors, that long-ago class changed her life’s trajectory. “I got so turned on by chemistry I decided to major in it during college,” she said. “Nobody thought it was a good idea because I was a woman. That made me want to do it even more.” Szabo turned her burgeoning love for science-based problem-solving into a 38-year career at Sohio/British Petroleum, first as a chemist, then as a supervisor in research and engineering. Before retiring from the company in 1987, she helped pioneer a boron gasoline additive that resulted in three patents. Entering a male-dominated industry spurred Szabo to achieve, even if she was paid less than her colleagues. Being hardwired to succeed by workaholic parents eased the transition somewhat, though Sohio’s initial offer of project support did not hold her interest. “Most of the women there worked in the analytical department, but I wanted to do more creative things,” Szabo recalled. “I probably would have done that for free.” She also found love at the office in fellow chemist Joseph Szabo. The couple married in 1952; the Chicago native had her first child in 1960. Szabo returned to Sohio full-time in a management role, supervising the company’s engineering group. Her well-honed administrative skills also served her as a loaned executive at the American
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Recently, Moore started SecondBreath LLC, quickly getting FDA approval to make ventilators to meet the demand raised by the COVID-19 pandemic. The company has the capacity to make 100 machines a day. Moore tries to buy one company and start one company every year.
He said he likes to sell companies before they’re “perfect,” which lets him stay on the entrepreneurial side of business instead of getting bogged down in bureaucracy. Moore also has been involved in a variety of community efforts over the years, such as starting the Work-
room Program Alliance to help students get access to hands-on, project-based learning. He is currently on the boards of organizations including Cleveland State University and the Cleveland Metroparks. He’s always had a passion for educating people, especially young adults. Moore attributed some of the driving forces in his career to the influence of his parents. Moore’s father had been an intelligence officer who went on to do public speaking and build hotels, taking the family to live for a time in Turkey. Seeing firsthand that careers didn’t have to stay on one track helped spark an entrepreneurial spirit in Moore. And his mother was a longtime educator who continued to teach in the Cleveland schools while in her 90s. Moore is “clearly driven by unlocking hidden potential,” Metroparks CEO Brian Zimmerman said in a nomination. For example, on the Cleveland Metroparks board, Moore has overseen the acquisition of Edgewater Park, $35 million of improvements at Cleveland Metroparks Zoo and creation of Whiskey Island’s Wendy Park, also named after his daughter. “Over the course of his storied career, he has been laser-focused on two things: furthering the development and enhancement of Cleveland and its lakefront; and serving as a catalyst to advance education and opportunities for the next generation of entrepreneurs,” Zimmerman said. — Rachel Abbey McCafferty
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Red Cross, where she directed development of the nonprofit’s long-range plan and other projects. Setting organizational strategy became Szabo’s second career upon leaving BP. As founder of consulting company Organizational Concepts, she aided numerous nonprofits —
among them the YWCA and United Way — in creating mission statements and future strategies. Szabo later harnessed talents acquired over a corporate career to consult for small, nonprofit cultural organizations. A relationship with Geauga County nonprofit Fair-
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mount Center for the Arts encompassed stints as board member, president, secretary and chairperson of the center’s annual juried art exhibition. The association took on added meaning from her family’s involvement with the organization. “My girls took ballet there, and it was such a wonderful experience to attend the theater,” said Szabo, a Hunting Valley resident and mother of three. “I felt like I wanted to give back.” Jeannie Fleming-Gifford met Szabo in spring 2018, upon starting in her role as the center’s executive director. Along with chairing the yearly art event, Szabo lent insight and resources for growing Fairmount programming. “Lorry is the kind of person who will leave a board meeting at 7 p.m., and by 7 a.m. will have provided you with new information or inspiration on how to move something forward,” Fleming-Gifford said in an email. “She works well as part of board leadership, but brings vision, experience and a passion for our mission of enriching lives through the arts.” For many years, Szabo continued watercoloring, taking evening classes at the Cleveland Institute of Art and serving as part-owner of a small art gallery in Geauga County. Though painting has more recently taken a backseat to gardening, she still is an avid supporter of the local arts scene. Szabo has no regrets about eschewing art professionally. “It’s hard to make a living in art,” she said, “but it was a great hobby to have while I had a career in science.” — Douglas J. Guth
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4/23/2020 2:30:30 PM
FOCUS | EIGHT OVER 80
Dr. Joseph Kennedy, 91 HE’S BEEN A TOP-TIER RESEARCHER and polymer chemist since before most people ever heard of “polymer science,” but at 91 the University of Akron’s Dr. Joseph Kennedy isn’t done yet. He’s not only still active in research, he’s also still an active collaborator with other top scientists and a mentor to students and other researchers. And he’s a jazz drummer. “I still bang on the skins,” Kennedy said with a chuckle, noting that his original ambition as a young man was to be a jazz drummer like his idols Gene Krupa and Buddy Rich. A native of Hungary who came to the U.S. after World War II ravaged both his country and his family, Kennedy joined the university in 1970 — hired by legendary professor Maurice Morton, who’d founded the school’s department of polymer science just three years earlier, the first in the world. Since then, Kennedy has turned down numerous offers to manage the department, saying he prefers research. Kennedy is probably best known for inventing a polymer coating that allows stents to deliver drugs to cardiology patients. It’s been used in more than five million patients so far, the university reports. “Dr. Kennedy’s invention of the drug-eluting polymer coating for coronary stents was a game-changer in treating cardiovascular disease. And at 91, he continues to collaborate
M “I’VE NEVER CONTEMPLATED THIS QUESTION. IF I WERE NOT A POLYMER CHEMIST, I DON’T KNOW WHAT I WOULD DO.”
with younger scientists and external partners to research and invent new biomedical polymers which will benefit humankind. He is a rock star of polymer science!” said Susan Dollinger, UA’s director of industry part-
nerships and technology marketing. That stent technology represents just one of the 108 U.S. patents Kennedy holds. And he still has hopes for another invention that he believes could cure Type 1 diabetes: a polymer
that isolates transplanted pancreas cells from a patient’s immune system so the cells can be implanted without the body attacking them yet still deliver insulin to the bloodstream. While it came in second in a compe-
tition for a $5 million grant from the State of Ohio — which paid nothing — Kennedy still believes it could cure diabetes. He hopes an Israeli company now working with the technology will make that happen yet. Retirement? Out of the question, Kennedy said. His mind is still too sharp, his levels of energy and ambition still too high. “I’m trying to invent new things,” he said. “There’s no point in retiring.” His is a life lived with few, if any, regrets, at least professionally. The only question that gave him pause was “What would you be doing if you weren’t a polymer scientist?” “I’ve never contemplated this question. If I were not a polymer chemist, I don’t know what I would do,” Kennedy replied. Needless to say, most of us would love to be as vital and clear-minded as Kennedy is, especially at his age. The secret, he said, “is clean living.” However, he admitted smoking and drinking as a young man before coming to the U.S. “I did all those bad things,” he said — just not in the last 60 or so years. Whatever he’s doing, or not doing, it’s working. Kennedy enjoys his life and his work. “I still have a little group of collaborators and, by golly, my greatest pleasure is to talk to them and invent new things,” he said. — Dan Shingler
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and grandchildren, congratulate all 8 Over 80 honorees for the excellent work they keep doing for Cleveland, with a special shout out to BOB and our dear friends MILT MALTZ and DAN MOORE. 12 Greis | CRAIN’S CLEVELAND BUSINESS 80 over 80 ad REV1.indd 1 | April 27, 2020
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4/17/2020 12:11:25 PM
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ILLUST
FOCUS | EIGHT OVER 80
May Wykle, 86
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FACING AN UPHILL BATTLE of bias in her attempt to get into a nursing program as a black woman in the 1950s, May L. Wykle began working at Martins Ferry Hospital as a nurse’s aide after graduating high school. Hospital staff threatened a strike against Wykle, the first person of color working there as a nursing assistant. Nonetheless, she went on to achieve a string of accolades and praise for her work in nursing practice, leadership, education, research and more over her decades-long successful career. One such accomplishment: joining the Martins Ferry Hospital’s Hall of Honor in 2014. “It was just absolutely a thrill, because I thought, ‘Isn’t this something?’ You know how you say, ‘Boy, I wish I could see all the people that were against me coming in,’ ” said Wykle, dean emerita and emerita professor of nursing at the Frances Payne Bolton School of Nursing at Case Western Reserve University. She’s also emerita director of the University Center on Aging and Health. She saw her 2014 honor as a demonstration of how society is moving ahead in diversity, a value she sought to champion in all of her work. Ultimately, Wykle became the first African American student to attend the Ruth Brant School of Nursing at Martins Ferry Hospital and went on to earn her bachelor of science in nursing, her master’s in psychiatric nursing and a PhD in higher education from CWRU, where she eventually became dean. A grassroots fund-
“WELL I DON’T BELIEVE IN RETIREMENT. I MIGHT SLOW DOWN ‘CAUSE I NEED TO HAVE MY HIP FIXED. BUT OUTSIDE OF THAT, NO. I STILL HELP PEOPLE WRITE ARTICLES AND I STILL GIVE ADVICE AND I STILL CONSULT.”
raising campaign helped establish in 2007 the May L. Wykle Professorship, CWRU’s first endowed chair to be named after an African American. “She has quite a legacy that actually reflects a lot of the history of our country, too, and the history of what’s happened in nursing in terms of doors that were open or not open. and in terms of access to education and access to leadership and management positions,” said Diana Mor-
ris, interim academic dean at the school of nursing at CWRU and the Florence Cellar Associate Professor of Gerontological Nursing, who first met Wykle in 1983. “She’s been a real advocate who isn’t afraid to step forward and always thinks about keeping the door open or opening the door for other people.” Throughout her career, Wykle’s impact on the field of nursing has stretched far beyond CWRU and
Northeast Ohio. She lent a hand at Cuyahoga Community College at a time when it was at risk of losing its accreditation. She has taught nursing around the world, helped facilitate the opening of master’s and bachelor’s programs internationally, and served as the first recipient of the “Pope Eminent Scholar” at the Rosalynn Carter Institute for Caregiving in Georgia. In 2011, the American Academy of Nursing recognized
her as a Living Legend, the highest honor in nursing. From serving as a nurse to researching diversity among caregivers of older adults, helping others has been a defining driver throughout Wykle’s life not just professionally but personally as well — a core value she said she got from her mother and grandmother who were caregivers through and through. When Wykle first moved to Cleveland, she opened her home to recent high school graduates who were trying to get their footing and start their careers. Years later, her husband brought home a 16-year-old employee at the store he managed who had no where else to go. After getting approval from their daughters, who’d always wanted a brother, this young man joined the home and is still in their lives today. Wykle said she believes it’s important to note that she earned all of her degrees after she married her very supportive husband. She worked on her dissertation at the dining room table alongside her children doing their homework. At are 86, Wykle has stayed involved, holding membership on several boards, continuing to serve on some student dissertation committees, serving as a mentor to a range of people in nursing and nursing education and consulting where she can. “Well I don’t believe in retirement. I might slow down ‘cause I need to have my hip fixed,” she said with a laugh. “But outside of that, no. I still help people write articles and I still give advice and I still consult.” — Lydia Coutré
Thomas TK Zung, 87 IN 2019, JASON TAFT’S phone rang regularly after 10 p.m. The caller on the Cleveland Institute of Art student’s cellphone was Thomas TK Zung, a Cleveland architect and longtime associate of the late R. Buckminster Fuller. “He’d say, `I just had this idea,’ “ Taft said, or a suggestion for fine-tuning a presentation. “He is extremely driven and very particular. He’s also interested in listening to new ideas because he feels students are the people who will move the world forward.” The unlikely pair and three others were teaming up on a design for a device to trap and contain stormwater objects that went on to win the $40,000 prize in the Cleveland Water Alliance’s Erie Hack Competition, designed to find solutions for the region’s water issues. Bryan Stubbs, executive director of the alliance, said Zung’s design for a device to capture hypodermic needles and plastic bags to keep them from flowing into Lake Erie was his introduction to the architect who was named a 2020 Fellow of the Association of International Architects. “Zung has left a mark on Cleveland’s physical, economic and environmental landscape,” Stubbs said, adding that Zung shows “no signs of slowing down.” The core of the device’s concept is a geodesic dome, a spherical structure made of triangles patented by Fuller, a world-renowned inventor PM
“I LEARNED TO SAIL HERE BECAUSE YOU HAVE LAKE ERIE. IN NEW YORK, FEW PEOPLE THINK ABOUT ITS LOCATION ON THE WATER. THE LAKE AND THE PEOPLE ARE THE BEST THINGS ABOUT CLEVELAND.”
and visionary. He also championed sustainability in his “Operating Manual for Spaceship Earth.” Zung, valedictorian of his Stuyvesant High School class in New York City and a Korean War vet, was one of Fuller’s students and became a friend and business partner. Fuller convinced Zung, by then
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well established at the firm of famed modernist architect Edward Durell Stone, to come here in the 1950s from New York to design the geodesic dome of ASM International, then the American Society for Metals trade group in Russell Township. The dome is now a landmark in its own right.
Zung had planned to return to New York City, but stayed here instead, in part because he got a commission to design the Cleveland Public Utilities Building at 1201 Lakeside Ave. He later merged his firm with Fuller’s to form Buckminster Fuller, Sadao & Zung Architects. The other reason, Zung said, was
that Cleveland even then was a less expensive place to live than the Big Apple, even though earnings on commissions are comparable between the two cities. It also allowed him to remain focused on drawing, which would have eluded him if he had rejoined Stone as a rainmaker. “I learned to sail here because you have Lake Erie,” Zung noted. “In New York, few people think about its location on the water. The lake and the people are the best things about Cleveland.” Zung has participated in a range of civic engagements, from being in the first class of Leadership Cleveland to serving on boards as varied as the City Club of Cleveland, the Cleveland Institute of Music, Rotary International and the Cuyahoga County Veterans Service Commission. Today, he spends time doing things “no one else wants to do,” such as lecturing about Fuller’s ideas, and he’s a senior fellow to Stanford University Libraries, the home of Fuller’s papers. He finds new uses for domes and has patented seven since he turned 80. The most aggressive is a collapsed dome that could be rapidly expanded around an ocean drilling rig to stop oil spills. “It saves the oil by pulling it out with a sump pump,” Zung explained, “and would save an oil company billions in liability from a spill.” — Stan Bullard April 27, 2020 | CRAIN’S CLEVELAND BUSINESS | 13
4/23/2020 2:32:39 PM
OHIO MBA GUIDE
S1 April 27, 2020
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2020
OHIO MBA GUIDE
The evolution of the MBA By KATHY AMES CARR Crain’s Content Studio-Cleveland
I
n 1908, the Harvard Graduate School of Business Administration unveiled the world’s first MBA program in the U.S. as nationwide industrial growth prompted a demand for educated executives who could oversee such industry surge in production. More universities followed suit, feeding the talent pipeline with graduates who were proficient in accounting, finance, economics and management. Fast forward more than 100 years, and the MBA still is a popular degree that brandishes
the résumés of professionals, from pedigreed leaders in the C-suite to budding entrepreneurs. Its traditionally structured format and delivery, however, has evolved to accommodate the demands of modern students and the workforce in this 21st century age of information and global interconnectivity, local college and university officials say. “We are undergoing a major revision of our MBA program,” said Heidi Hylton Meier, associate dean for academic programs and student affairs at Cleveland State University
Ashland University’s 1-Year International MBA Program features two international study tours, including, most recently, educational trips to Barcelona and Lisbon, Portugal.
Monte Ahuja College of Business. “The pillars that form the program’s business foundation — including accounting, marketing and finance — will remain the same, but we are rolling out more specializations and certificates that will give students more marketable skills.” The timeline has yet to be determined, but when the new program is implemented, students will find more flexibility and options available to accommodate their lifestyle and career needs, she said. Currently, Cleveland State’s MBA is structured to meet the demands of today’s working professionals, with options that include a 19-month EMBA, full-time, part-time, hybrid or a fully online program. Soon, students also will be able to earn certificates in areas such as governance; risk management and compliance; entrepreneurship; or business analytics. These certificates can be “stacked” to meet the completion requirements of an MBA. Graduate business certificates in business analytics or health care management represent some of the newer features of the MBA program at Baldwin Wallace University, which also has shifted in recent years from more traditional forms of delivery into a model that prioritizes quality and scheduling convenience, said Carmen Castro-Rivera, director of graduate business admissions. The graduate business certificates, for one, offer the dual benefit of bolstering one’s career with microcredentials
in big data analytics or leadership in the age of the complex health care industry, while also giving students an on-ramp into the MBA program, should they so choose. Students who enroll in the full-time, part-time, evening or weekend program now can blend between these different formats. “Our core content includes the traditional, foundational and functional levels of business at the leadership level, but we have adjusted our program to meet students where
knowledgeable health informatics professionals play such a key role. Our health informatics concentration courses are taught by a board-certified nurse informaticist with the depth and breadth of knowledge health informatics professionals need to make an impact in their role in the health care industry.” This aspect of health care is crucial, particularly amid the coronavirus global pandemic.
“It is almost impossible to talk about delivering health care in all its forms without technology.” - Douglas Bird, director of the Parker MBA Program at Lake Erie College
they are and to give them what they need. Our programs continue to evolve to meet the demands of the local and global workforce,” she said. Lake Erie College offers a traditional or online MBA, with optional concentrations in health care administration, information technology management and health informatics. Undergraduates also can earn their MBA through the 4+1 MBA program. Similarly, Lake Erie College has amplified its MBA with health care and technology specializations that address the talent need in the health care industry, said Douglas Bird, director of the Parker MBA Program at Lake Erie College. “It is almost impossible to talk about delivering health care in all its forms without technology,” Bird said. “The gap between technology and delivering health care continues to narrow at a rapid rate. That is why
“Current and future health care professionals with a strong background in health care informatics will be crucial in the times ahead,” he said.
A challenging topic
Colleges and universities have also been motivated to retool their MBA programs because of overall declines in enrollment during the past few years. According to the Graduate Management Admission Council, total applications to business schools dipped 6.9% in 2019 after two years of positive year-over-year change in total applications (+9.5% in 2017 and +3.7% in 2018). The steepest declines were in the highly ranked two-year MBAs — although those programs still continue to attract the highest number of applicants per seat, according to the report. Business schools with diversified MBA programs will be more competitively positioned to weather
This advertising-supported section/feature is produced by Crain’s Content Studio-Cleveland, the marketing storytelling arm of Crain’s Cleveland Business. The Crain’s Cleveland Business newsroom is not involved in creating Crain’s Content Studio content.
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fluctuations in enrollment that are influenced by such economic and social factors, said Elad Granot, dean and professor of marketing at Ashland University’s Dauch College of Business and Economics. “A key aspect of our program is flexibility,” Granot said. “Ashland offers any combination of the weekend, face to face or entirely online delivery mode. We have an MBA center in Cleveland and an MBA center in Columbus, so if you have a business meeting in Columbus, you could interchange attendance at either location.” The curriculum is a mix of foundational concepts and fluid topics that shift according to the dynamic changes in the marketplace, he said. With 11-plus specializations offered, the Ashland MBA program enables students the opportunity to expand their horizons beyond the background from which they have been employed. “If a student comes from a health care management background, we encourage them to think about other specializations. Diversity in education and experience helps an employee remain competitive and relevant in a global workforce.” In an effort to drive more international student enrollment, Case Western Reserve University is planning to launch a hybrid online MBA that would include two or three “residencies” at the Cleveland campus, with the rest of the curriculum offered online. “We do have a lot of international students, but most of them are straight out of college,” said Anurag Gupta, vice dean at Case Western Reserve University’s Weatherhead School of Management. “Trends in higher education show that more people are opting for an advanced business degree later in their career. This format enables people who still have a career to remain in their job, even if they are located in another country. About 80% of the content would be online, and the residencies would be spread out over 18 months. We expect this format will help expand our geographic reach and still provide an opportunity to expose more international students with the rich strengths of Cleveland.” Gupta points to Weatherhead as an incubator for different business concepts that have been practiced around the world, including Appreciative Inquiry, an approach that is used to help organizations expand their leadership vision, drive strategic change, enhance the power of teams and implement sustainable growth. The breadth of content that focuses on both hard and soft skills has been a hallmark of the MBA program, although has been reinforced with content in blockchain, STEM, machine learning, Fintech and Artificial Intelligence. “We span AI (Appreciative Inquiry) to AI (Artificial Intelligence),” Gupta said.
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Incentivizing students to earn their MBA Heidelberg University last fall adapted its MBA program to include an opportunity for students to enhance their undergraduate degree with an MBA through its PlusOneAdvantage MBA TuitionFree Scholarship program, said Dr. Scott Johnson, dean of the School of Business & Technology. Eligible students must complete a bachelor’s degree in any major from Heidelberg and graduate with at least a 3.0 GPA to earn their MBA tuition-free. The program incentivizes students to pursue their higher education within two years after graduation, which saves them money since they avoid added tuition costs, and also helps prepare them to be more competitive in the job market. “Our MBA faculty have relevant professional backgrounds and high-quality academic preparation,” Johnson said.“Heidelberg MBA students benefit from the unique support and involvement of our Berg Business Board, a council of alumni and employer advisers who mentor and coach them throughout their time at Heidelberg and beyond.”
Business as a force for good Kent State University has shifted the overall format of its MBA program to eight-week modules, shortened the overall length of the program and added a flexible online option. To ensure that online courses meet the same standards of education as in-person classes, Kent State is seeking Quality Matters certification for its core courses, said Cathy L.Z. DuBois, associate dean for graduate and online programs at Kent State University College of Business Administration.“A majority of courses are now QM certified, with the remainder expected to be certified by the end of the fall 2020 semester,” she said. Further, to demonstrate the college’s commitment to the United Nations 2030 Sustainable Development Goals and prepare students to be responsible global citizens and business leaders, the university is increasingly weaving in the concept of “business as a force for good” throughout its MBA curriculum. “Many of our MBA faculty have conducted research in the realm of sustainable development and share their expertise on topics related to the sustainable development goals within MBA courses,” DuBois said.
April 27, 2020 S2
Distance education in the age of the coronavirus
O
n March 12, Ohio Gov. Mike DeWine made an unprecedented announcement, ordering all Ohio’s public, community and private K-12 buildings to shutter, beginning March 17, due to the coronavirus health crisis. A number of schools and universities in Ohio announced their face-to-face classes canceled through the rest of the academic year, with all learning to proceed solely online. Indeed, the coronavirus pandemic has prompted schools and colleges throughout Ohio — and beyond — to rapidly adapt their educational curricula and modes of delivery for the remainder of the spring semester.
few in number. Our students and faculty were forced to transition to online teaching/learning overnight.
circumstance and we are responding with maximum flexibility and a hightouch approach to ensure their success.
We were fortunate that online learning was on the horizon, with plans to launch our first full-time online MBA program in fall 2020. With this new program offering, JCU had been planning and consulting with professional online instructional course designers (IDs) to ensure the
Walter Simmons: We are continuing to make adjustments to enhance the new online environment. Our MBA faculty are embracing online group and case discussions to maintain collaboration and teamwork. They are assisting students by allowing additional time to complete projects, providing supplemental resources on best practices, and extending and accommodating student work and home demands. How has this experience affected your school’s strategy for online enrollment, which is expected to be one of the key areas of higher education innovation in the coming years?
Crain’s asked two local university officials — Timothy Bryan, vice president for communication and marketing at Malone University, and Walter Simmons, associate dean of graduate and international business programs at John Carroll University Boler College of Business — to elaborate on some of these changes, and what they may mean for the future. What are some of the unique ways in which your institution is helping to facilitate the remote education of its MBA students? Timothy Bryan: Malone offers the MBA in a variety of formats, including fully online, hybrid and onground, campus-based. We’ve moved all classes to online for the time being, but were able to do so easily, as we have had online learning available for a long time. Walter Simmons: Prior to the announcement, John Carroll University did not offer an online-only MBA program. While some classes took a hybrid approach, those were
highest quality programs in the future. The announcement simply sped up our timeline. Communication and classes are conducted either synchronous, asynchronous or through some combination. In what other ways is your school offering support for students as they struggle through this crisis? How are you motivating them to continue pursuing their MBA amid the uncertainty? Timothy Bryan: Our focus during this crisis has been on our students. Each has their own individual
Timothy Bryan: Malone’s online enrollment has been growing in the past several years. We continue to meet the needs of our students by offering programs in a variety of formats. Some prefer the face-to-face interaction, some prefer online, others prefer a mixture. Whatever their preference is, Malone meets those needs. Walter Simmons: Given that John Carroll University did not have a significant online presence, this change presents both a challenge and opportunity for the Boler College of Business and JCU to develop a comprehensive online strategy to accommodate current and future demands and expectations. We are confident that we will continue to deliver upon the excellence in the JCU/Boler way as we always have. — Kathy Ames Carr
The rise of female enrollment in MBA programs
A
pplications to MBA schools in the U.S. trended downward between 2018 and 2019, due in large part to unease in the political climate and a previously strong economy. Despite the ebb, however, many MBA programs are enrolling an increasingly higher percentage of women — a trend some higher education experts say may help eliminate the gender pay gap, and improve gender parity in leadership and corporate board rooms. Five years ago, for example, less than 30% of the graduate student body within the University of Akron’s College of Business Administration was female. Now, about 50% of the business college’s graduate student population are female, said Terry Daugherty, associate dean and director of graduate programs. “As a result, we have fully embraced this shift and are specifically supporting female students through scholarship offers, new student organizations and by designing
unique professional development initiatives,” he said. According to a 2019 Kaplan test survey of applications officers at more than 150 business schools throughout the U.S., the main reasons cited for a decline in MBA programs include a previously strong job market that is keeping people in the workforce, uncertainty among international students in the U.S. political environment, the rising costs of pursuing an MBA, and questions of the value of an MBA. Meanwhile, women’s interest in the MBA program remains at an all-time high. Across its network of business school members, the Forte Foundation reported female enrollment overall represented about 39% of total MBA program enrollment, which was up from 36% in 2015. Colleges and universities that promote diversity and inclusion within their student body are helping to foster a workforce talent pool that helps companies achieve a top-tobottom business strategy of inclusion.
One study showed that companies in the top-quartile for gender diversity on executive teams were 21% more likely to outperform on profitability and 27% more likely to have superior value creation, according to a “Delivering through Diversity” report published in 2018 by McKinsey & Co. The highest-performing companies on both profitability and diversity had more women in revenue-generating roles than in staff roles on their executive teams. The University of Akron’s Diamond Graduate Women’s Leadership Xperience promotes access to career leadership opportunities for its graduate participants. Members develop advanced professional, leadership and job preparation skills. Participants also receive mentoring services and career coaching, and engage in networking situations that provide them with access to high-level professionals in the industry. — Kathy Ames Carr
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OHIO MBA GUIDE
S3 April 27, 2020
MBA PROGRAM HIGHLIGHTS
ASHLAND UNIVERSITY
Ashland University’s 1-Year Online MBA Program is ranked No.1 in Ohio and No.2 in the United States as a private university among ACBSP-accredited schools. The program provides students the flexibility and opportunity to advance their career while continuing to work full time. Students are given a MiFi Hotspot for mobile learning from anywhere in the United States. With 11-plus specializations, a study tour and nationally recognized certification opportunities, students are given all the tools to achieve a bright future. On average, students receive a 46% salary increase upon graduation from Ashland University’s MBA Program.
Dauch College of Business & Economics
Ashland • 419-289-5214 • mba@ashland.edu • mba.ashland.edu
PRIVATE
546
number of MBA students who were enrolled in 2019-20
TYPES OF MBAS AVAILABLE
Ashland University’s MBA Program offers flexible options designed to meet the needs of working professionals. Students can enroll full time or part time in an online, in-person or hybrid class format. Ashland University offers a unique, 1-Year International MBA Program, which offers Saturday-only classes. Students travel on two separate international study tours, which are included in the tuition. For most MBA Programs, students can select from 11-plus specializations to
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take the next step in their career. Educating students with practical knowledge and providing realworld experience always is the priority. Specializations include: Accounting, Business Analytics, Entrepreneurship, Financial Management, Global Management, Health Care Management & Leadership, Human Resource Management, Management Information Systems, Project Management, Sport Management or Supply Chain Management.
CLASS LOCATIONS
Students can complete all MBA requirements at Ashland University’s main campus, or at one of the two off-campus locations in Independence or Columbus. The accelerated weekend option is
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currently not available at the main campus.
ONLINE OPTIONS
Ashland University offers Online MBA Program options for either full-time or part-time students. The Online MBA can be completed in as little as one year, while parttime students typically complete the program within two years. Students can choose from 11-plus specializations. Included with the Online MBA Program is a portable Wi-Fi hotspot, for students to study anywhere and anytime.
REQUIREMENTS FOR ADMISSION
Ashland University seeks wellrounded, academically prepared students. Applicants are required
to provide both their academic and professional experiences for admission consideration. After reviewing all application files, students may qualify for a GMAT/GRE waiver. A business undergraduate major is not required. Additional admission information can be obtained from the MBA Programs Office.
SCHOLARSHIP/FINANCIAL AID Financial aid is available for all MBA Program options at Ashland University.
are priced at an all-inclusive tuition of $33,900.
ACCOLADES
U.S. News & World Report’s Online MBA Rankings placed Ashland University’s Online MBA as No. 1 in Ohio and No. 3 in the nation among schools accredited by The Accreditation Council for Business Schools and Programs. CEO Magazine’s 2020 Global MBA Rankings placed Ashland University’s Online MBA as No. 35 in the world.
GENERAL TUITION/FEE INFORMATION
For the 2019-2020 academic year, tuition for the non-accelerated MBA program options is $825 per hour. The accelerated 1-Year programs
MBA.Ashland.edu
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BALDWIN WALLACE UNIVERSITY
WHAT’SNEW? New in 2020, the BW School of Business is offering a stackable MBA. Students will have the option to stack multiple graduate certificates together to obtain an MBA degree, allowing students to earn micro-credentials along the way to their degree. By completing three graduate certificates in Business Administration, Leadership & Innovation, a specialized certificate of their choice (Business Analytics, Healthcare Management, Human Resources and Strategic Marketing) and the capstone course, students will earn an MBA degree in their specialized course of study. These graduate certificates develop targeted skills to align with individual interests and employer needs.
SchoolofBusinessAdministration
Berea•440-826-2191•business@bw.edu•bw.edu/mba
PRIVATE
225
number of MBA students who were enrolled in 2019-20
TYPESOFMBASAVAILABLE
For 45 years, Baldwin Wallace University School of Business has been providing superior graduate management education through the MBA program. More than 6,500 Baldwin Wallace MBA graduates work and lead in Northeast Ohio. The MBA with specialization options in Business Analytics, Healthcare Management, Human Resources and Management is designed specifically for working professionals and is applicable across all industries and functions
in business. Students generally complete the program within two to four years, depending upon the pace chosen. The weekend Healthcare MBA program integrates health care issues and applications with the foundations of a systems management MBA. Healthcare MBA students represent diverse backgrounds within the health care industry, such as physicians, nurse managers, administrators, insurers, analysts and more. In BW MBA programs, students have significant professional experience. In addition, there are team-based projects in most courses, resulting in a dynamic classroom. The faculty is composed
of outstanding academicians and experienced business executives. This uniquely enables students to gain not only the depth of business knowledge and theory but, most importantly, methods that apply in the business world, enhancing one’s leadership potential. BW also offers a full-time OneYear MBA program, for recent college graduates. This program includes an international trip and individualized year-long applied project that prepares students to launch to their intended career.
CLASSLOCATIONS
Day and evening classes are offered at the main campus in Berea. Healthcare MBA classes are offered at Corporate College East and meet
every other weekend (with no summer classes).
ONLINEOPTIONS
MBA students choose from traditional seated, live online and recorded online options. They may also intermix all three of these formats throughout the MBA based upon schedule and convenience.
REQUIREMENTSFOR ADMISSION
Applicants are encouraged to schedule an advising session (in-person or remotely). Candidates apply online and submit academic transcripts, letters of recommendation, a résumé and GMAT or GRE scores. Test scores are waived if applicants have another graduate degree or have an
undergraduate GPA of 3.0 or higher.
SCHOLARSHIP/FINANCIALAID Federal financial aid, limited scholarships, a payment plan and a tuition reimbursement plan are available.
GENERALTUITION/FEE INFORMATION
Tuition for the MBA program is $832 per credit hour. One-Year MBA students pay a flat tuition of $39,900 which is discounted to $29,000 for recent BW alumni.
MORE THAN A CREDENTIAL
A CAREER CATALYST
Get the skills and knowledge you need now with a graduate business certificate from Baldwin Wallace. • Flexible options, including online classes, that work with your schedule. • Powerful focus on concrete, specialized skills equips you to become a subject expert in the workplace. • Relevant learning in small classes led by thought-leaders and experienced executives goes beyond the books. • Proven: BW business alumni drive business in Fortune 500s, mid-market firms, nonprofits and startups in Ohio and beyond.
Earn an MBA with stackable certificates Complete three graduate certificates—Business Administration, Leadership & Innovation, and a one in your area of interest: Business Analytics, Health Care Management, Human Resources or Strategic Marketing—and one capstone course and earn a career advancing MBA from BW.
Accelerate Your Career Today:
business.bw.edu
Baldwin Wallace University School of Business 275 Eastland Road | Berea, Ohio 44017 | 440.260.4000 | business.bw.edu
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Baldwin Wallace does not discriminate on the basis of race, creed, age, disability, national origin, gender or sexual orientation in the administration of any policies or programs.
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SPONSORED CONTENT
CASE WESTERN RESERVE
MBA PROGRAM HIGHLIGHTS Weatherhead is home to many of the business concepts practiced around the world, including Appreciative Inquiry, Emotional Intelligence competencies, Manage by Designing and Intentional Change Theory. Students develop a practical understanding of blockchain, artificial intelligence, machine learning and FinTech in Weatherhead’s MBA curriculum. New program tracks this year include STEM MBA, a flexible hybrid part-time MBA and new experiential full-day learning sessions (EMBA).
UNIVERSITY
Weatherhead School of Management
Cleveland • 216-368-6208 stephen.scheidt@case.edu • weatherhead.case.edu/degrees
PRIVATE
66 / 123 / 59 full-time
part-time
executive
number of MBA students who were enrolled in 2019-20
TYPES OF MBAS AVAILABLE
Weatherhead offers nationally ranked full-time, part-time and Executive MBA programs, including an EMBA track for health care professionals in affiliation with Cleveland Clinic. The university also offers dual-degree master’s programs to enhance management expertise and leadership potential in a variety of sectors. Each program provides a cohort experience to maximize learning outcomes and build lasting relationships. At
Weatherhead, great emphasis is placed on developing leaders to advance business and society.
CLASS LOCATIONS
Weatherhead School of Management is located at the Peter B. Lewis Building on Case Western Reserve University’s campus in Cleveland’s historic University Circle neighborhood. The university is close to many museums, cultural institutions, restaurants, religious organizations and academic centers, as well as Cleveland Clinic and University Hospitals.
ONLINE OPTIONS
Beginning in the summer of 2020, students in the part-time MBA program have an option
of taking up to five core courses online, or electing a combination of online and on-campus courses. The classrooms are equipped with technology to deliver online instruction.
REQUIREMENTS FOR ADMISSION
Applicants should submit a completed online application form, two essays, a current résumé, transcripts, GMAT or GRE scores (part-time and full-time MBA applicants) and two references. For students entering in 2020 who may be facing constraints in taking standardized tests or submitting official transcripts in time, we have made standardized test scores (GMAT, GRE, and TOEFL) optional
for this recruiting cycle, and have changed our deadlines to give candidates more time to apply.
SCHOLARSHIP/FINANCIAL AID Merit-based and travel scholarships are available for specific programs. Please inquire about this year’s special scholarships for working professionals. Financial aid is available through the Office of Financial Aid.
GENERAL TUITION/FEE INFORMATION
Total tuition for the full-time MBA class entering in the fall 2020 is $44,700 per year for the two-year program. The parttime MBA program tuition is $23,200 per year (three-year
program). The total cost for the Executive MBA 20-month program is $109,400, which includes tuition, books and supplies, all meals and refreshments during the class residencies, parking, an international study immersion in two countries, two full-day experiential learning sessions and one-to-one executive coaching.
ACCOLADES
Distinguished alumni serve as executive leaders at organizations with national and global footprints, such as Amazon, Google, Cleveland Clinic and more.
Weatherhead School of Management at Case Western Reserve University has an MBA program that’s right for you. From emotional intelligence to artificial intelligence, we’ve got you covered. Learn from world-renowned faculty who will help propel your career forward. Become a better leader. Become a better you.
#1
Top 20 Ranked in the U.S. (U.S. News)
Ranked in the U.S. (Forbes)
Executive MBA
Part-time MBA
Full-time MBA
Ranked in Ohio (The Economist)
Learn. Lead. Innovate.
#52
Join our strong network of over 20,000 Weatherhead alumni worldwide.
Now enrolling for summer and fall 2020.
Learn more at weatherhead.case.edu
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CLEVELAND STATE
UNIVERSITY
Cleveland State University Monte Ahuja College of Business
Cleveland • 216-687-3730 • graduatebusprograms@csuohio.edu csuohio.edu/business/academics/master-business-administration
PUBLIC SIZE OF THE MBA PROGRAM
The size is dependent upon cohort/ MBA program.
TYPES OF MBAS AVAILABLE
The MBA options at the Monte Ahuja College of Business are designed to accommodate a student’s work schedule and lifestyle. Options include: Executive MBA (19 months), Online Accelerated MBA (12 months), Healthcare Administration MBA, full-time and part-time MBAs as well as the accelerated options for students with an undergraduate degree in business. All of our programs are accredited by the Association to Advance Collegiate Schools of Business, the hallmark of quality in management education worldwide.
CLASS LOCATIONS
Classes are held on the Cleveland State University campus, conveniently located downtown next to Playhouse Square and online.
ONLINE OPTIONS
MBA PROGRAM HIGHLIGHTS All MBA programs are accredited by AACSB. Less than 5% of the world’s business schools or colleges of business hold this accreditation. Executive and Online Accelerated MBA programs feature comprehensive tuition, including all books and fees. Health Care Administration MBA includes an experiential component of working within a health care setting. About 80% of traditional MBA alumni live and work in Northeast Ohio.
The Cleveland State University Online Accelerated MBA was one of the first AACSB-accredited, fully online programs within the U.S. Ideal for learners with a business undergraduate degree, the program features all-inclusive tuition. In addition to the accelerated program, a variety of graduate-level courses are offered online each semester.
programs are similar to that of the Graduate College at Cleveland State University. GMAT or GRE waivers are available. Admissions requirements can be found at business.csuohio. edu/academics/master-businessadministration.
REQUIREMENTS FOR ADMISSION
SCHOLARSHIPS AND FINANCIAL AID
Requirements for admission to Cleveland State University MBA
At Cleveland State University we have an MBA to fit
your schedule, lifestyle and experience level. Our dedicated graduate advisors will work with you to
The Monte Ahuja College of Business offers a number of
scholarships for graduate students as well as graduate assistantships. Financial aid is offered through our main financial aid office.
and fees for all other MBA programs can be found on the Cleveland State University web site at csuohio.edu/ treasury-services/tuition-and-fees/.
GENERAL TUITION/FEE INFORMATION
The comprehensive tuition for the Executive MBA is $52,337 and includes an international study experience. The Online Accelerated MBA program is $36,709. Tuition
MONTE AHUJA COLLEGE of BUSINESS
TAKE CONTROL
OF YOUR CAREER MBA PROGRAMS
choose the program that best helps YOU achieve your career aspirations.
EXECUTIVE MBA / ONE YEAR ONLINE ACCELERATED MBA / HEALTH CARE ADMINISTRATION MBA JD/MBA PROGRAM / FULL-TIME or PART-TIME OPTIONS / ONLINE OPTIONS are AVAILABLE
Visit THECSUMBA.COM for MORE INFORMATION and TO APPLY
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HEIDELBERG UNIVERSITY School of Business & Technology Tiffin • 419-448-2280 • klorann@heidelberg.edu heidelberg.edu/MBA
PRIVATE
50+
year offered in an evening format designed to accommodate working professionals. Real-world business projects, professional mentoring and internship opportunities are embedded in the program.
average number of MBA students per semester
CLASS LOCATION
TYPES OF MBAS AVAILABLE
Located in Tiffin, this beautifully manicured campus provides a serene and safe location for late afternoon and evening classes.
The Aris M. Kaplanis Master of Business Administration Program at Heidelberg University helps students develop knowledge and skills needed for general management. The MBA program is designed to be completed in 24 months of part-time study or 12 months of fulltime study. Curriculum coursework includes 24 semester hours plus 12 elective curriculum hours. This program operates in an eightweek format, with six terms per
REQUIREMENTS FOR ADMISSION
Transcripts are required with a 2.7 minimum GPA.
SCHOLARSHIP/FINANCIAL AID AVAILABLE Financial aid is available for qualified students.
8
num w
MBA PROGRAM HIGHLIGHTS The Heidelberg PlusOneAdvantage MBA offers a tuition-free fellowship to all qualified Heidelberg students with the opportunity to add value to their undergraduate education by adding an accredited Master of Business Administration degree. Business skills help all majors stand out and become more marketable in their own career path.
GENERAL TUITION/FEE INFORMATION
ACCOLADES
Accredited by The Higher Learning Commission (HLC), the Heidelberg School of Business has additional programmatic business accreditation from the Accreditation Council for Business Schools and Programs (ACBSP). Heidelberg
Tuition is $11,410 per semester, with about nine to 12 hours per semester, or $890 per credit hour. Parttime is considered fewer than nine hours per semester.
has also been continuously ranked among the “Best Universities — Master’s” category in the Midwest region by U.S. News & World Report.
The Heidelberg MBA offers you valuable real-world experience, professional mentoring and networking, and unique internship opportunities.
PlusOneAdvantage® MBA Tuition-Free Scholarship Program Heidelberg students who receive their bachelor’s degree in any major can boost their marketability with an accredited MBA in one year. Eligible students can receive a value-added MBA through our PlusOneAdvantage® Scholarship Program, tuition free. Build your business skills and stand out in your career path!
BIG OPPORTUNITIES.
(419)-448-2330
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|
310 E. Market Street, Tiffin, Ohio 44883
|
LIFE ADVANTAGES.
www.heidelberg.edu/plusoneadvantage
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JOHN CARROLL UNIVERSITY Boler College of Business University Heights • 216-397-1970 gradbusiness@jcu.edu • boler.jcu.edu
PRIVATE
80 / 50 full-time
part-time
number of MBA students who were enrolled in 2019-20
CLASS LOCATIONS
Classes are held at the John Carroll University Boler College of Business in University Heights. Both programs offer convenient evening options.
ONLINE OPTIONS TYPES OF MBAS AVAILABLE
The university offers a part-time professional MBA and a full-time MBA. The part-time MBA is a twoyear cohort program that features live projects, team-taught core courses, a leadership sequence and exposure to leading Cleveland executives. The full-time MBA is structured for recent graduates, allowing students to complete an MBA in 12 months, dependent upon courses taken at the undergraduate level.
Online education is now available for our full-time MBA program.
REQUIREMENTS FOR ADMISSION
Both program options require an undergraduate degree from an accredited institution with a minimum GPA of 2.8. The part-time MBA requires an additional two or more years of full-time professional work experience. Students who apply to the part-time program may request a GMAT/GRE waiver based on a variety of criteria. An
MBA PROGRAM HIGHLIGHTS Do you have the drive and determination to better yourself, your career and your community? Are you inspired to lead with values? An MBA from the Boler College of Business may be the answer. Backed by a 500-year-old Jesuit tradition, a Boler MBA asks every student, regardless of faith, to gain a 360-degree view of people, markets and resources, and to embrace an “eyes-wide-open” encounter with the world. As a Boler graduate, you will connect business to human needs and opportunities. You will drive meaningful innovation and create just and sustainable value. You will imagine a world for everyone and live a larger life.
admission interview may also be required. The Admissions Committee reserves the right to request a GMAT or GRE score from any applicant.
SCHOLARSHIP/FINANCIAL AID OPTIONS All students who apply to the Boler
MBA programs are automatically considered for merit scholarships. No separate application is required.
of the MBA program range from 33 to 45. The base tuition of the MBA program is $31,350.
GENERAL TUITION/FEE INFORMATION
The tuition rate is $950 per credit hour. The credit hour requirements
GO HERE.
SO YOU CAN GO ANYWHERE. At the Boler College of Business, we cultivate critical thinking, we celebrate fearless exploration, and we inspire our graduates to lead, not simply follow. Find out how you can transform your life with a part-time or full-time MBA from John Carroll at go.jcu.edu/crainsmba
JCU BOLER COLLEGE OF BUSINESS
BRAVE YOUR QUEST
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KENT STATE UNIVERSITY College of Business Administration Kent • 330-672-2282 gradbus@kent.edu • kent.edu/business/masters
PUBLIC
143
number of MBA students who were enrolled in 2019-20
TYPES OF MBAS AVAILABLE
Executive, full-time and online MBA options are available.
CLASS LOCATIONS
The Executive MBA program meets once a month and is supplemented with online content. Full-time MBA meets on campus, and the Online MBA is completed remotely.
ONLINE OPTIONS
The Online MBA enables students to continue working while earning a degree or pursue the
degree full-time. The degree can be completed in as few as 12 months. To ensure the Online MBA program offers a truly innovative online learning experience, the College has engaged expert instructional designers to support faculty with course development. Course activities emphasize realworld problem solving and the use of reflective critical thinking, with numerous opportunities for student-student and student-faculty engagement. Online MBA students are also offered professional development tools and the full support of the college’s dedicated Career Services Office.
REQUIREMENTS FOR ADMISSION
An application, résumé, letters of recommendation, transcripts, GMAT
PROGRAM HIGHLIGHTS The Kent State University College of Business Administration holds accreditation from AACSB, which ensures excellence in its programs. The Kent State Online MBA is a high-quality and flexible option for students interested in earning their master’s degree in business. Kent State MBA programs all were ranked in 2019 by CEO Magazine – the EMBA program ranked No. 15 globally; the Online MBA ranked No. 31 globally and the full-time MBA ranked Tier One globally.
or GRE scores (can be waived by exception), and a statement of goals and objectives are required.
ACCOLADES
Kent State’s Online MBA program advanced to the top ranked program in northern Ohio on U.S. News & World Report’s 2020 Best Online MBA Programs List. This is the second year Kent State’s Online MBA, launched in fall
2017, has been ranked by U.S. News & World Report. In 2019, MBA Central ranked Kent State’s Online program No. 1 out of 15 online MBA programs in Ohio. The Online MBA also ranked eighth in MBA Central’s list of the fastest Online MBA programs (those that can be completed in 12 months or less) in the nation. Kent State MBA programs were all ranked in 2019 by CEO Magazine – the EMBA
program ranked No.15 globally; the Online MBA ranked No. 31 globally and the full-time MBA ranked Tier One globally.
1
#
ONLINE MBA PROGRAM IN NORTHERN OHIO
LEARN MORE AT WWW.KENT.EDU/BUSINESS/ONLINEMBA
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LAKE ERIE COLLEGE School of Business
Painesville • 1-855-GO-STORM mba@lec.edu • lec.edu/parkermba
PRIVATE
140
number of MBA students who were enrolled in 2019-20
TYPES OF MBAS AVAILABLE
Lake Erie College offers a Traditional or Online MBA, with optional concentrations in Healthcare Administration, Information Technology Management and Health Informatics. Undergraduates also can earn their MBA through the 4+1 MBA Program.
CLASS LOCATIONS
Lake Erie College’s MBA classes are offered at Holden University Center of Lakeland Community College in Kirtland and Lorain County
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Community College University Center in Lorain.
ONLINE OPTIONS
The MBA is offered 100% online.
REQUIREMENTS FOR ADMISSION
Completion of the MBA Graduate application is required, as is a bachelor’s degree from an accredited four-year college or university with an undergraduate cumulative grade point average of 2.75 on a 4.0 scale. Submission of official undergraduate transcripts and any graduate work completed should be sent by a degreegranting institution to the Office of Admission from at admission@ lec.edu. Current or previous professional work experience also
WHAT’S NEW? Before you make this big decision, get the facts. MBA Info Nights are held both at East Side and West Side locations so that potential students can gain easy access to information about the program and make an educated decision about enrolling in the program. The East Side location is at Lakeland Community College, and the West Side location is at Lorain County Community College. To register for an info night, visit lec.edu/parkermba.
is required. A resume outlining the work experience and education that has prepared the student to begin graduate study in business administration should be sent to admission@lec.edu. The application must include a personal statement of up to 500 words that addresses one of the following questions: 1. Describe a time in your professional or personal life in which you were particularly creative or innovative in solving a problem or creating something new.
2. Describe your view or philosophy on the role that ethics play in the workplace. Although generally not required, applicants may supplement their undergraduate record with official scores on the GMAT or GRE.
SCHOLARSHIP/FINANCIAL AID OPTIONS
GENERAL TUITION/FEE INFORMATION
The MBA program tuition is $730 per credit hour.
ACCOLADES
Lake Erie College is an accredited member of the International Assembly for College Business Education (IACBE).
Federal student loans, private educational loans, and college work study employment are available.
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PROGRAM HIGHLIGHTS
MALONE UNIVERSITY
The 1-year MBA program is a great opportunity to complete your MBA within one year, without overwhelming yourself. The program is designed so that you are taking one class on-campus (one night per week from 6 p.m. to 10 p.m.) and one class online. The program is set up so that students do not take more than two courses during an eight-week term. This is a quality program that is fast, convenient, and challenging. No GRE/ GMAT required. Classes are enrolling regularly.
School of Business and Leadership Canton • 330-471-8500 gps@malone.edu • Malone.edu/mba
PRIVATE
75
number of MBA students who were enrolled in 2019-20
TYPES OF MBAS AVAILABLE
Malone University offers a full-time, part-time and 1- year MBA. The MBA program is designed with working individuals in mind. This is a quality program that is convenient and flexible. The program challenges students with systems thinking, abstract reasoning and collaboration, providing the tools to help elevate a student’s career to the next level. The program can be completed in as little as one year, or
spread out over two years. As a program graduate, you will be able to immediately apply the knowledge and skills gained from the completion of coursework into your current occupation. Many of our graduates earn immediate promotions post-graduation. Some even are promoted during the program, as they are able to quickly implement new ideas and processes into their organization. The MBA curriculum is applicable to any field, so students can expect to gain a diversified understanding of business as a whole and are encouraged to develop new networks with their classmates.
CLASS LOCATIONS
The MBA programs are available
at the main campus and online. Campus courses are held at our main campus in Canton, one night per week from 6-10 pm. Online courses are also available.
ONLINE OPTIONS
The MBA program is available online.
REQUIREMENTS FOR ADMISSION
The admission process is fast and convenient. There is no requirement for a GMAT/ GRE score, we place an emphasis on your undergraduate grade point average (3.0 or higher, preferred) as well as your professional references. Interested individuals are encouraged to schedule a meeting or phone call with one of the admissions
counselors to learn more about the admissions process. The application requires college transcripts and two professional reference forms. Once all materials have been acquired, students can be accepted within a few days and can begin courses every eight weeks. The cost is competitive compared to local universities. Please contact the university for more information regarding cost and fees. Discounts may be available depending on place of employment or bachelor’s degree granting institution.
GENERAL TUITION/FEE INFORMATION
The MBA program tuition is $610 per credit hour.
ACCOLADES
Malone University is accredited by the Higher Learning Commission (HLC) and the Accreditation Council for Business Schools and Programs (ACBSP).
SCHOLARSHIP/FINANCIAL AID OPTIONS Financial aid is available to those who qualify.
Malone University Makes it easy. You can earn Malone’s respected master’s degree in Business Administration in just one year! The program is structured so that you take one class (one night per week) and one class online, offering you the balance you need to your degree.
earn your MBa in just one year
at Malone University Advance your career by developing skills in collaboration, abstract reasoning, and systems thinking and open up opportunities that you never thought possible. The program is fully accredited by the Accreditation Council for Business Schools and Programs (ACBSP) and led by respected and experienced faculty.
learn more at www.malone.edu/oneyearmba
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THE UNIVERSITY OF AKRON College of Business Administration Akron • 330-972-7043 gradcba@uakron.edu • gradbusiness.uakron.edu
PUBLIC
175
number of MBA students who were enrolled in 2019-20
CLASS LOCATIONS
ONLINE OPTIONS TYPES OF MBAS AVAILABLE
The University of Akron College of Business Administration offers a flexible MBA with part-time and full-time options, including a Saturday-only program. Concentrations are available in a variety of areas, including Strategic Marketing, Management, Supply Chain, Finance and Business Data Analytics, as well as an Interdisciplinary option that allows students to customize coursework.
M I A
The interdisciplinary MBA may be completed 100% online. All core MBA courses are offered online, along with some concentration areas. The Saturday MBA is inperson only.
REQUIREMENTS FOR ADMISSION
An online graduate application, acceptable GMAT, GRE or LSAT exam (test waivers available), two reference letters, résumé, statement of purpose and transcripts from all programs attended.
HIG
An executive mentoring and coaching program is available for all graduate students as part of the new Anthony J. Alexander Professional Development Center in the College of Business Administration. The program connects students with professionals to enhance leadership development and career advancement.
SCHOLARSHIP/FINANCIAL AID AVAILABLE Student loans and scholarships are available.
GENERAL TUITION/FEE INFORMATION
The tuition for the flexible MBA program is $462 per credit for in-state students (plus fees) and $768 per credit hour for out-of-state students (plus fees). The Saturday
MBA is $33,000. Total required credits for MBA degree is 36.
ACCOLADES
The College of Business Administration at The University of Akron is accredited in both business and accounting by Association to Advance Collegiate Schools of Business International — placing it among the top 3% of business schools worldwide.
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PROGRAM HIGHLIGHTS
Courses are held at UA’s Main campus in Akron and online.
Get your MBA. Keep your lifestyle. Earn a fully accredited degree designed specifically for working professionals. Visit gradbusiness.uakron.edu to learn more and register for an information session. UA has the highest-ranked part-time MBA program at a public university in Northeast Ohio, according to the 2021 U.S. News and World Report rankings. Classes are offered online, in person in the evening or every other Saturday at UA’s main campus to help our students
advance professionally without having to give up their career. Outstanding faculty, small class sizes, an extensive alumni network and more than 270 corporate partners are what empower our students to rise above the competition.
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THE LIST
Commercial Contractors Ranked by 2019 local revenue
RANK
COMPANY PRIMARY LOCAL ADDRESS
2019 LOCAL REVENUE (MILLIONS) % CHANGE FROM 2018
2019 TOTAL REVENUE (MILLIONS) % CHANGE FROM 2018
PRIMARY INDUSTRIES SERVED
PRIMARY SERVICES OFFERED
PROJECTS UNDER CONSTRUCTION IN 2019
TOP LOCAL EXECUTIVE
1
Gilbane Building Co. 950 Main Ave., Suite 1410, Cleveland 216-535-3000/gilbaneco.com
$413.4 35%
$6,300.0 10%
Corporate, health care, education, entertainment, sports, residential mixed-use
Construction management
The Lumen at Playhouse Square, Chagrin Falls Intermediate School, Kent State University Design Innovation Hub
Kyle Merrill, vice president, area manager
2
Kokosing group of companies 13700 McCracken Road, Garfield Heights 216-587-4900/kokosing.biz
$305.5 1.1%
$1,491.8 15.6%
Water, power, industrial, transportation, marine, commercial
General contractor: design-build, construction management at-risk, aggregate asphalt supplier
City of Euclid water pollution improvements, I-77 Cleveland Interbelt CCG6B project, I-271 pavement replacement and widening
Matt Wilson, area manager
3
The Albert M. Higley Co. 3636 Euclid Ave., Cleveland 216-861-2050/amhigley.com
$202.0 NA
$230.0 -3.4%
Corporate office, health care, education, cultural, nonprofit, hospitality
Construction management, general contracting, design-build, preconstruction, estimating
The Statler Cleveland, Polaris Career Center, Beachwood Medical Center
Gareth D. Vaughan, president, CEO
4
Panzica Construction Co. 739 Beta Drive, Mayfield Village 440-442-4300/panzica.com
$160.0 1.3%
$160.0 1.3%
Commercial, industrial, institutional
Construction management, designbuild, general contracting
Euclid Grand, Akron Zoo, Berea City School District
Tony M. Panzica, owner, president, CEO
5
Donley's Inc. 5430 Warner Road, Cleveland 216-524-6800/donleyinc.com
$153.0 -27.1%
$235.0 -21.1%
Higher education, health care, commercial, institutional
Construction management, concrete services, restoration
Swagelok headquarters, UH Angie Fowler Adolescent & Young Adult Cancer Center, Tri-C Westshore addition and renovation
Malcolm M. Donley, president, CEO
6
Great Lakes Construction Co. 2608 Great Lakes Way, Hinckley 330-220-3900/greatlakesway.com
$115.0 15%
$175.7 13.6%
Transportation, treatment plant, industrial, power, commercial, oil and gas
General contractor, design-build, construction manager at risk
Akron Water Reclamation Facility BioCEPT project, MetroHealth Hospital mass excavation, Detroit-Superior Bridge
George J. Palko, president, CEO
7
The Ruhlin Co. 6931 Ridge Road, Sharon Center 330-239-2800/ruhlin.com
$111.4 -12.7%
$132.1 -17.2%
Health care, industrial, transportation, education, commercial building
General contracting and construction management services firm
I-90 bridge repair, Tallmadge City Schools elementary and middle school construction, Hope Memorial Bridge repair
James L. Ruhlin, president, CEO
8
Shook Construction Co. 6860 W. Snowville Road, Brecksville 440-838-5400/shookconstruction.com
$95.4 34.9%
$346.0 35.4%
Education, health care, industrial, mission critical, water resources
General contracting, construction management, design-build
Summa Health Tower, NEORSD Southerly Second Stage Settling, Carrollton EVSD 6-12 school
Chris Halapy, president
$81.6 49.7%
$85.2 49.6%
Commercial, health care, education, sports, recreation, retail, municipal
General contracting, construction management, design-build
Warrensville City Schools PK-5 school, Convergent East office building, Cuyahoga Community College Public Safety Center
Charles A. Izzo, president
9
Infinity Construction Co. 18440 Cranwood Parkway, Warrensville Heights 216-663-3777/infinityconstruction.com
10
Independence Excavating 5720 E. Schaaf Road, Independence 216-524-1700/indexc.com
$71.6 6.2%
$236.0 7%
Power, automotive, health care, transportation, entertainment, federal
Site development, demolition, earthwork, utilities, environmental remediation, aggregate crushing
Electric Gardens in Tremont, Towpath Trail Stage 4, TJX/HomeGoods distribution center
Victor DiGeronimo Jr., CEO
11
John G. Johnson Construction Co. 1284 Riverbed St., Cleveland 216-938-5050/johngjohnson.com
$65.0 NA
$65.0 NA
Hospitality, multifamily, corporate, senior living, worship, education, municipal
Construction manager, general contracting, design-build
Cleveland Institute of Music student housing, Lucas Metropolitan Housing Authority Collingwood Green Phase III, Midtown Apartments
Marty Weber, president, owner Mike Weber, director of operations, owner
12
Cleveland Construction Inc. 8620 Tyler Blvd., Mentor 440-255-8000/clevelandconstruction.com
$58.2 NA
$219.8 NA
Hospitality, retail, mixed-use, historic renovations
Construction manager, interior contractor
Residences at Terminal Tower, Residence Inn Innova, AC Hotel Cleveland Beachwood
Jon D. Small, chairman, CEO
13
Engelke Construction Solutions 2927 Nationwide Parkway, Brunswick 330-273-2222/engelkecs.com
$43.3 49.6%
$62.8 33.3%
Commercial
Commercial general contracting; ground up projects, retail remodels, multifamily, industrial
Murphy Tractor Supply, Brunswick; The Luxe, Pepper Pike; Mazda of Bedford
Eric Engelke, president, CEO
14
Rudolph Libbe Group 4937 Mills Industrial Parkway, North Ridgeville 440-406-8800/rlgbuilds.com
$42.2 -44.9%
$604.5 5.3%
Manufacturing, metals, chemical, food processing
General contractor, industrial maintenance, mechanical, millwright, electrical
Charter Steel mill expansion, Ford Brookpark electrical upgrade
Dave L. Boyer, regional vice president
15
Precision Environmental Co. 5500 Old Brecksville Road, Independence 216-642-6040/precision-env.com
$39.0 -12.4%
$45.0 -4.3%
Industrial, commercial, government, health care, education, historical
Asbestos/lead abatement, selective demolition, concrete sawing/drilling, ground-penetrating radar
Euclid Grand, The Athlon at The Cleveland Athletic Club, Fairview Park High School and Middle School
Anthony DiGeronimo, president
$34.1 34.3%
$44.1 36.1%
Self perform rough and finish carpentry
Construction management, design build, general contracting, owners representative, estimating, scheduling
St. Edward High School commons addition, University of Akron College of Business addition and renovation, Cleveland Clinic Lutheran Hospital patient room renovation
Tari S. Rivera, president
16
Regency Construction Services Inc. 5475 Engle Road, Brook Park 216-519-1188/regencycsi.com
17
Drake Construction Co. 1545 E. 18th St., Cleveland 216-664-6500/drakeconstructionco.com
$34.0 -2.9%
$40.0 14.3%
Medical, retail, multifamily, tenant build-out, hospitality
General contracting
Cleveland Clinic, Fenway Manor, Nantucket Circle Apartments
Steve Joseph Ciuni, president
18
Independence Construction 5720 E. Schaaf Road, Independence 216-446-3700/ind-con.com
$27.0 -49.2%
$35.3 -33.6%
Retail, entertainment, automotive, higher education, mixed-use
Development through pre-construction, construction and commissioning
Pinecrest, Electric Gardens, Valor Acres
Kevin DiGeronimo, president
19
Metis Construction Services LLC 175 E. Erie St., Suite 303, Kent 330-677-7333/metisconstruction.com
$25.0 38.9%
$30.0 66.7%
Office, restaurant, retail, banking, camps
Commercial interior renovations and additions, ground up construction and facilities maintenance
Girl Scouts Chickadee Program Center, Boston Heights; Dunkin Donuts, Warren; Oakmont Education, North Randall/Warrensville Heights
Julie Brandle, president Donna Komar, CFO
20
Campbell Construction Inc. 1159 Blachleyville Road, Wooster 330-262-5186/campbell-construction.com
$24.0 26.3%
$24.0 26.3%
Commercial, industrial, institutional
Design, general contracting, construction management, concrete, masonry
Haiss Fabripart, Mid-West Poly Pak, Ball Metalpak
John Campbell, president
21
Fortney & Weygandt Inc. 31269 Bradley Road, North Olmsted 440-716-4000/fortneyweygandt.com
$22.5 36.2%
$85.2 -19.4%
Senior living, hotel, retail, restaurant, commercial, office and industrial
National account general contractor
Waterway Express Car Wash (multiple locations); KFC restaurant, Maple Heights; Progressive Insurance office, Cleveland
Greg Freeh, CEO
22
Fiorilli Construction Inc. 1247 Medina Road, Medina 216-696-5845/fio-con.com
$21.0 13.6%
$24.0 -11.1%
Commercial, industrial, office, student housing, multifamily, retail
General contracting, construction management, design-build
McDonald's, Bank of America, CubeSmart
Carmen Fiorilli, president
23
Diamond Roofing Systems 9600 E. Market St., Suite 4, Warren 330-856-2500/diamondroofsystems.com
$9.6 15.5%
$9.6 15.5%
Industrial, retail, hospitality, parishes, real estate, education
Commercial roof asset management, roof replacement, repairs, budgeting, maintenance
Giant Eagle, Titan
John Pilch Rusty Myers, principals
24
The Krueger Group Inc. 12600 Triskett Road, Cleveland 216-252-0222/buildwithkrueger.com
$5.4 -43.2%
$5.4 -43.2%
Commercial, residential, nonprofit, education, industrial, historic
General contracting, construction management, design-build
The Orlean Company office, Hyland Software build out
Robert E. Krueger III, president
RESEARCHED BY CHUCK SODER: CSODER@CRAIN.COM
Get the full list in Excel format and additional executive names. Become a Data Member: CrainsCleveland.com/data Information is supplied by the companies. Visit bit.ly/34ODIbF to submit for this list. Send feedback to Chuck Soder: csoder@crain.com. 26 | CRAIN’S CLEVELAND BUSINESS | April 27, 2020
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NCAA
From Page 1
Cleveland State University’s cut of the NCAA’s annual distributions was reduced by $281,000, from a projected tally of $491,000 to $210,000, director of athletics Scott Garrett said. The cancellation of spring sports “saved a significant amount” in travel expenses, Garrett noted, but the Vikings are still “chasing a couple hundred thousand dollars” in money that had been targeted for their 202021 athletic budget. The NCAA announced in late March that its June distribution to Division I schools would be $225 million, or 37.5% of the $600 million that had been budgeted. For universities in the Cleveland-based Mid-American Conference, the financial hit ranges from $500,000 to $1 million, said Kent State director of athletics Joel Nielsen. “That’s significant, obviously, for anybody, especially when you’re working on a $28 million to $30 million budget,” he added. Also important, Ohio University director of athletics Julie Cromer said, is that the pandemic struck during the fourth quarter of the fiscal year, which is a crucial time for fundraising at many institutions. “There’s a heavy component to that that we will not be able to realize because we are all working remotely, sheltering, and can’t go see our donors and supporters face-to-face as we finish out this year,” said Cromer, who last August became the first woman to be named the Bobcats’ AD.
Ohio’s combined revenue shortage from the NCAA distribution and the lack of fundraising will exceed seven figures. Such deficiencies are critical for athletic departments that are heavily reliant on school funding. A study of USA Today’s database shows that the MAC’s 12 athletic departments received more than 68% of their funding from student fees and other university sources in 2017-18. At Cleveland State, whose sports budget is less than half of an average MAC school because the Vikings don’t have a football program, the reliance on university money was even heavier, at 73%. The revenue shortfalls have left schools scrambling to plan for 202021, when enrollment reductions could bring additional hits to sports budgets. “We’ve got 30 to 40 different things that we’ve looked at,” said Garrett, CSU’s AD. “What’s the cost of that specific function, whether it’s personnel or team operations or our scholarship distributions? Everything is on the table at this point.”
‘How do we begin to plan?’ As schools evaluate every athletic expense, Nielsen, Kent State’s AD, said his department will try to protect its scholarship budget first, followed by staffing and operations. The Golden Flashes have been trying to trim their operations expenses as much as possible the last few years, but Nielsen said the current “financial realities” might force Kent to take a closer look at staffing and scholarship cuts.
Surveying concerns Some key results from the LEAD1 Association’s annual survey of athletic directors in the 130-member Football Bowl Subdivision: ``35% are preparing for a revenue drop of 30% or more in 2020-21. ``Asked to pick the revenue streams that are most at risk, 75% selected donations, 74% chose ticket sales and other revenue from in-person events, 56% picked conference distributions and 51% selected NCAA distributions. ``63% of Group of Five athletic directors say they are concerned about NCAA distributions, compared to 33% of Power Five ADs. ``Only 26% of Group of Five ADs say their department has a financial reserve in place that can be used for this type of crisis. The share increased to 41% among Power Five ADs.
Ohio has budget projection models that are based on when students will return to campus (something that all schools say is critical for the return of sports, as long as it’s safe to do so), the amount of school funding that will be available and whether or not the Bobcats will get full football and NCAA distributions next year. “The contingencies now are how do we begin to plan for what might fall short of a complete year for us going into 2020-21?” Cromer said. The MAC and other conferences have asked the NCAA for relief on “basic Division I regulatory standards,” such as the number of scholarships that must be awarded and the amount of games that need to be
played, commissioner Jon Steinbrecher said. The conferences would like the relaxed guidelines to be in place for at least the next four years. “I think it causes everyone to step back and say, ‘OK, what does higher education and what does intercollegiate athletics look like in a postCOVID-19 world?' ” the commissioner added.
‘Anything and everything’ In a two-week span earlier this month, Old Dominion University and the University of Cincinnati eliminated their wrestling and men’s soccer programs, respectively. Garrett pointed out that those types of decisions, which typically are made in nonrevenue sports, would have been in the works before the pandemic. The ADs with whom Crain’s spoke said no decisions have been made on specific budget cutbacks, but all acknowledged that every option will be considered. “I think anything and everything will be on the board right now,” said Steinbrecher, who has overseen the MAC since 2009. “I can’t think of a more severe financial crisis in higher education, going back to at least the Great Depression.” The uncertainty is expected to, at best, delay the start of the football season. The sport, Steinbrecher said, accounts for the “vast, vast majority” of the MAC’s resources, thanks to the lucrative College Football Playoff and the $10 million the conference is getting each year from ESPN. Various options have been floated, from a reduced season, a delayed
campaign, a season split between the fall and spring, or one that doesn’t kick off until the spring of 2021. Power Five schools have the most at stake. Ohio State’s football program, for instance, brought in a whopping $110 million in revenue in 2018-19. The MAC — which, along with the American Athletic, Mountain West, Sun Belt and Conference USA, is part of the Group of Five, the tier of conferences below the likes of the Big Ten and Southeastern — doesn’t rely as heavily on ticket sales as the larger leagues. Ticket revenue might account for 5% of a MAC school’s athletic budget. But the conference’s teams can generate seven-figure paydays by playing road games against Power Five schools. Kent State is scheduled to play at Penn State, Kentucky and Alabama in the first four weeks of the 2020 football season. “Those games will net you anywhere from $1.2 million to $1.9 million a game,” Nielsen said. What happens to the fall schedule is impossible to predict. Public health comes first, the ADs and Steinbrecher stressed, but if students are able to return and the games can safely go on, the benefits would extend beyond the budgets. “In Athens, Saturday football games not only bring people to our stadium, but they bring people to our town,” said Cromer, Ohio’s first-year AD. “Our local businesses and our local economy need that support and need that revenue just as much as we need the revenue from football games.” Kevin Kleps: kkleps@crain.com, (216) 771-5256, @KevinKleps
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CLOSE DATE: May 15 | ISSUE DATE: June 22 April 27, 2020 | CRAIN’S CLEVELAND BUSINESS | 27
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AKRON HEALTH CARE
NextStep Arthropedix founder making N95-level masks Akron entrepreneur Randy Theken and his team are 3D-printing frames from titanium powder BBY DAN SHINGLER
In normal times, Akron entrepreneur Randy Theken is busy making orthopedic implants at his company, NextStep Arthropedix on Triplett Boulevard next to the Akron Fulton International Airport. But these aren’t normal times, and most knee and hip surgeries have been postponed. That means NextStep isn’t making many artificial knees and hips, Theken noted. So, to keep busy and sane, Theken has begun making masks. “It was, quite frankly, a stress reliever,” Theken said. Theken said he’s not set up to make millions of cloth or disposable paper masks, nor does he want to be. He is, however, able to make a new type of mask recently designed by NextStep engineer Cowan Moore. Theken said he has begun production of the 3D-printed masks, gotten approval from the Food and Drug Administration, and even received an offer of help from GE Additive, GE’s 3D printing arm. At the request of a physician friend, Theken was looking for a way to help local health care providers and officials with as many protective masks as possible using his existing equipment. “I thought, ‘For every disposable mask that we’re making and have to throw away, how many would you need if you didn’t have to throw them away?' ” Theken said.
The N95-level mask created by Randy Theken and his team is made of titanium and uses replaceable filters. | CONTRIBUTED PHOTO
NextStep’s mask is 3D-printed from titanium powder and uses a replaceable filter cartridge that can employ various types of material for different levels of protection, including the fabric that provides the same level of protection as the N95 masks currently in short supply. Users keep the mask frame and can sterilize it with either disinfectants such as alcohol or by steam in an autoclave machine like those already used in many health care settings. Wearers just change the filter
as needed, Theken explained. Being made of titanium via 3D printing means the masks are fairly expensive and slow to make, but Theken said he can easily and cheaply produce the cartridges they use by the thousands. Theken said he never planned to make the masks long-term, just while other masks are in short supply in Northeast Ohio. He plans to provide them for free to local governments, hospitals and other providers if he can get further approval. Since he put a post about the masks on NextStep’s LinkedIn page on April 9, he’s been deluged with inquiries and support. “From the LinkedIn thing that I posted, we’ve gotten 150,000 views and I’ve literally gotten hundreds of emails. And it still continues to this day … two weeks later,” Theken said.
Some of those inquiries have been from health care professionals asking about getting the masks; others are from curious engineers and people commenting on the production. At least one inquiry was from a major company that could help make them. “I got an email from the CEO of GE Additive, and they said they’d donate the titanium powder we use. They also may use some of their EBM machines to make masks from our design,” Theken said, referring to a 3D printing process known as electron-beam additive manufacturing. Before that happens, Theken wants to make sure the mask is approved by the federal government. He got approval from the FDA on April 17, he said, but now awaits approval from the National Institute for Occupational Safety and Health before he starts handing out masks and figuring out how to work with GE. Theken doesn’t really care if the masks replace existing designs over the long term. In fact, he said, he’s eager to not have to worry about masks at all and get back to making the high-value orthopedic implants for which NextStep is known. In the meantime, he hopes to begin sending the masks to local hospitals and governments that need them. Dr. Jeff Dulik, an orthopedic surgeon with Spectrum Orthopedics in North Canton who practices at Ohio Surgical Specialty Suites and at Canton’s Aultman Hospital and Mercy Medical Center, gave Theken the idea
for the masks. He’s also been testing them and thinks they’ll work for many health care practitioners. “I’ve worn one. I’ve taken it to the hospital to do a fit test … and it passed. I’ve worn one for a day and even taken it on a treadmill and it did very well,” Dulik said. He added he thinks the design has merit beyond the current crisis, because this will likely not be the last time the U.S. health system faces a shortage of supplies. “This (pandemic) won’t be the only issue we have to face in health care. Something else will come up and, unfortunately, our health care system isn’t ready for it,” Dulik said. As for Theken, he seems mostly bemused by all the attention the mask is getting and hopes it helps. But he said he’d be willing to let someone else use the design to make them, which is why he didn’t bother to patent it. He was more interested in getting production started than in spending time on paperwork. He also doesn’t want to invest in the new equipment it would take to make the masks via injection molding or some other high-volume process. “If we had all our (3D-printing) machines up and running, we could only make about 600 a week,” Theken said. “When this crisis is done, I’m going back to focusing on hips, knees, shoulders and implants.” Dan Shingler: dshingler@crain.com, (216) 771-5290, @DanShingler
TECHNOLOGY
Squirrels finds new growth with some of its familiar products
Work-from-home world brings unexpected sales for North Canton software development firm BBY SUE WALTON
When the COVID-19 pandemic sent the business world into a tailspin, software development company Squirrels LLC braced for a slowdown in its flagship product. But when workers across the country turned their homes into their offices as states issued widespread stay-at-home orders, Squirrels got a surprise: Two of its more mature products saw a resurgence big enough to alter some of the company’s upcoming plans, according to CEO Andrew Gould. The growing North Canton company specializes in screen-mirroring apps and presentation technology. Its biggest brand is Ditto, a softwareas-a-service app for in-room screen sharing. But because so few employees are in the same room anymore at work, Squirrels is seeing a resulting drop in demand. But it’s another story for the company’s AirParrot and Reflector apps. Describing the two products as “mature,” Gould said that until recently the longtime products were seen as “fairly predictable,” representing stable revenue. He noted that the move to working from home has “turned that on its head.”
Gould
Crilley
AirParrot allows people working from home to turn their TV or other devices into an extra wireless computer monitor. Reflector works with remote meeting software, such as Zoom or Microsoft Teams, to allow users to share their phone or tablet screens with everyone in a meeting. While Squirrels doesn’t share specific revenue numbers, Gould and communications director Tom Crilley offered some statistics that shed light on the growth. Since mid-March, when most stayat-home orders were put in place, traffic on Squirrels' website, where the products can be purchased, has increased 92%, Gould said. He added that since about March 15, revenue from combined online sales of AirParrot and Reflector is up an average 123% per week. From about the same time, online revenue for Reflector is up about 154% per
week, and AirParrot is up about 50% per week. “From about March 13 to March 15, it completely spiked, and it’s been that way ever since,” Crilley said of AirParrot and Reflector sales. Gould said his team attributes the jump in Reflector mostly to teachers who are leading classes remotely and need a way to share their devices on online conferencing tools. “That’s Reflector’s bread and butter,” he said. The Squirrels team attributes the increase in AirParrot to at-home workers who want a second monitor. The rise in its formerly “predictable” products has made Squirrels rethink some of its plans for the year, Gould said, adding that the company plans to push up the release of its new, upgraded version of AirParrot, currently in its second iteration, to the second quarter of this year. “We’re going to try to take advantage of the need that people have and hope that continues to spur a little revenue there, sort of striking while the iron’s hot instead of waiting until the fall,” Gould said. Beyond that, though, Squirrels, which employs about 35, is being cautious as the pandemic continues and so much of the future remains uncertain.
Part of Squirrels' plan to weather the storm was to obtain a forgivable Paycheck Protection Program loan through the Small Business Administration. The company requested the full amount for which it was eligible, about three months of its average payroll, Gould said, though he declined to talk specific numbers. “Financially, Squirrels is in a strong position,” he said. “We were already in a good position before any of this ever happened. We were able to bring on a little bit of additional rainy-day capital just to make sure, anticipating in case this goes on. We were thinking worst-case scenarios: What happens if this we’re in this for six months?” Squirrels' own staff has made the transition to working from home. When people envision software companies, many might think a transition to remote work would be simple. It’s all computer work, after all. Just grab a laptop and take it home. But Squirrels is not a typical office, and Gould said its work takes an abundance of equipment. In fact, the company has started a tech hub of sorts in its Germantown Station complex. The company owns nine units, utilizing two and renting out four to other firms. The complex has its own system of fiber optics for fast internet
speeds and its own solar farm that last year generated about 61,000 kilowatt-hours of electricity, Crilley said. Gould admitted the transition to remote work came with some growing pains, such as employees having to haul a lot of technology home. The company, though, has transitioned well and is already thinking of altered practices when people return to the office, such as temperature checks, he said. As far as the outlook for the rest of the year, Gould wasn’t about to make any predictions. “Trying to think where we’re going to end up revenue-wise at the end of the year is a literal fool’s errand at this point,” he said. But as Squirrels moves forward, attention is swinging back to its flagship product, Ditto, too. The company recently, and coincidentally, spent about a year on expanding Ditto’s applications to include the ability to work with digital signs, Crilley said. For a society that must heed ever-changing messages about public health guidelines, that’s a lucky coincidence. “Digital signage has a possible really large impact on the world once we get out of quarantine,” Gould said. Sue Walton: swalton@crain.com; (330) 802-4615, @SueWalton_Bolts
28 | CRAIN’S CLEVELAND BUSINESS | April 27, 2020
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RESTART
From Page 1
Software developer Marling Engle, CEO of Akron software developer Metisentry, said he probably won’t bring all of his workers back at once if and when the governor gives the green light on reopening businesses like his. “We’re keeping an eye on the governor’s addresses to see if the stay-athome order is extended or not. I balance my optimism with pragmatism. May 1 still feels ‘maybe’ to me,” Engle said via email. “Whenever that comes to a close, we’ll return — likely in staggered groups, so we can assess our office layout (also per the governor’s advice),” he added. As a software company, Engle said it’s always been possible for his staff to work from home when needed. The policy was in place before the pandemic. He’s still looking forward to a return to some semblance of normalcy and the higher level of collaboration allowed by people working in same room. “We are a highly collaborative group, with whiteboards all over the place, and like working together in many ways: breakout groups, ideation sessions, etc.,” Engle said. “Remote has always been a perfectly reasonable option for us, but we still choose to work together downtown when possible. “To put it technically, in-person has the highest bandwidth: the most amount of information per second between individuals and groups,” he added. “You don’t always need that full bandwidth (solo time is needed in our industry, too), but in an industry that values the speed of moving concepts and ideas, in-person is a great tool to have at the ready.” Engle sometimes goes to his office downtown alone and said that while he’s been able to get a carryout coffee and have something akin to a normal commuting experience, he’s eager for the city around him to come back to life for both himself and his employees.
“I can’t wait for businesses to open up,” he said. “Most of all, I’m excited for the restaurants to reopen. But I’m pragmatic enough to know that may take a bit longer.” — Dan Shingler
Salon Rebecca Gordon, owner of Stella and Shay, a full-service salon that closed its Lakewood and Westlake sites on March 15, originally thought the closures might last two weeks. Then came the stay-at-home order and the shuttering of nonessential businesses. Over the past weeks, Gordon has been working with management on a tentative plan for reopening centered on safety measures and scheduling. If cleared to open May 1, she said, that would present the business with a “really tough decision.” “We will probably do two shifts — one morning and one night. That will cut down by 50% the amount of people in the building,” she said, “and no one will be sitting right next to each other.” There will be no blow-drying due to the risk of spreading germs, Gordon noted, and manicures may not be part of the first phase of reopening because of face-to-face proximity. Gordon said she’s spoken with business owners in Georgia, where gyms, tattoo shops and hair salons will be eligible to reopen first if they adhere to a staggering list of safety requirements, including covering clients’ faces with a towel during shampooing, draping plastic over all cloth-material chairs and wearing full personal protection equipment (PPE) that must be replaced with each new customer. Such requirements could be difficult for Gordon’s business to meet. “If we change gowns and masks for every new client, that is something like five aprons and masks and 12 gloves a day, and I don’t even know where you can buy masks right now,” she said. The salon’s reopening will come in stages, Gordon said. Customers will be encouraged to leave all belongings (except phones) in their car and to wash their hands upon arrival. Ar-
riving early for appointments will be discouraged. Online appointment scheduling will not be offered until “things get back to normal,” she said. “I’ve had people complain that it was the second time I’ve canceled their appointment,” Gordon said. “We are not trying to disappoint anyone, but you know you have to ask yourself, ‘Where are you going anyway?’ ” — Kim Palmer
Clothing retailer At the J3 Clothing Co. men’s clothing boutique in Moreland Hills, the staff is down by 10 employees. Only the three owners and a tailor are left. JB Dunn, one of the store’s owners, said he’s been grateful for the goodwill
operational one with 50 items for sale on it. It has gotten some traction and will remain part of our business model going forward.” Shirts have sold for $65 to $295 and a $1,600 sportcoat was sold over the juiced-up site, bringing welcome sales after some days in March when no revenue came in. Dunn said the company has received CARES Act funds, which should help it until normalcy returns, whenever that is. The store, which has been kept sanitized, is ready to follow social distancing and other requirements and is eager for details on what measures to take to safely reopen to the public. “Or first priority is to keep everyone safe,” Dunn said. — Stan Bullard
ILLUSTRATION BY NUTHAWUT SOMSUK
the store has drawn since shutting its doors in March following the stay-athome order. “We had a doctor client call and say, ‘JB, you know those pants I like? Ring up five pairs on the credit card and send them to me.’ ” The pandemic shutdown forced the store to do something it should’ve done sooner, Dunn said: revamp its website. “All three of us are here wearing masks and asked what we could do to bring in some revenue, so we decided to upgrade our bare-bones website,” he said. “We now have a fully
Tiremaker Bridgestone Americas has all sorts of workers among its roughly local 900 employees, including 850 at its big Bridgestone Americas Technical Center south of downtown Akron and about 50 more at a nearby plant for racing tires. In a statement, the company said it’s currently assessing plans by Ohio and other states to reopen in the coming weeks while finalizing reopening plans of its own, noting it “will resume operations in alignment
with the latest safety protocol guidance from the Centers for Disease Control and Prevention.” Bridgestone said its most important priority remains employee safety. It’s writing its own “playbook” outlining measures it will take when it does reopen. “Essential elements of these playbooks include enhanced cleaning measures, reconfiguration of workspaces and common areas to achieve social distancing requirements, temperature screenings and continued education and proactive communication on virus prevention best practices, to name a few critical measures outlined in our safe restart materials,” the company said. — Dan Shingler
Nonprofit It’s not yet clear how different May 1 will look at Cleveland’s Vocational Guidance Services (VGS), a nonprofit vocational rehabilitation agency focused on serving people with disabilities or other barriers to employment. Though the stay-at-home order presents a significant restriction, VGS is weighing a number of limitations (such as restricting large group gatherings) and factors that have disrupted the nonprofit’s work for the past several weeks. “How you begin to ramp up services for this population is a really hard question,” said April Walker, chief development officer for VGS. “Are people going to feel safe coming back? Are they going to want to come back? Will their guardians let them come back? What will hiring look like for individuals with disabilities on the other side of this?” As a result of the pandemic, VGS had to furlough 657 individuals — a 94% reduction in its workforce. In addition to facilitating employment for the population it serves, VGS offers a variety of other programming. “We can’t provide services for individuals with disabilities in groups larger than 10,” Walker said. “Well, that doesn’t change even with the stay-athome order lifting. … It’s not as if we can swing our doors open and bring in 700 or however many people that we were serving before.” — Lydia Coutré
NOMINATIONS
NOW OPEN Each year, Crain's Cleveland Business gathers 40 of the community's best and brightest who have made a mark before their 40th birthday. To be considered, honorees must reside in Northeast Ohio and be 39 or younger as of Sept. 14, 2020. The 2020 class will be profiled that day in an issue of Crain’s Cleveland Business and honored at a November awards reception.
DEADLINE TO NOMINATE: June 12 | NOMINATE TODAY: CrainsCleveland.com/nominate APRIL 27, 2020 | CRAIN’S CLEVELAND BUSINESS | 29
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Advertising Section
CLASSIFIEDS To place your listing in Crain’s Cleveland Classifieds, contact Suzanne Janik at 313-446-0455 or email sjanik@crain.com POSITION AVAILABLE
Manager Corporate QA (Nestlé USA, Inc. – Solon, OH)
Implement strategic qlty assurance prjcts & commnctn plans throughout the bus’s value chain. Wrk w/ crprt commnctns & qlty mgmt deprtmnts on desgn’g & exct’g qlty assurance commnctn stratgs to disseminate thru the entire value chain. F/T. Trvl approx 25 prcnt of wrk’g time. Resumes: K. Weiss, Nestlé USA, Inc., 1812 N Moore St, Arlington, VA 22209. Job ID: 4465169
LIST YOUR Commercial, Executive Property, Industrial or Retail Space Here! Advertising Section
PEOPLE ON THE MOVE
To place your listing, visit www.crainscleveland.com/ people-on-the-move or, for more information, please call Debora Stein at (917) 226-5470 or email dstein@crain.com.
ENGINEERING & CONSULTING
REAL ESTATE
KS Associates, Inc.
Signet Real Estate
KS Associates, Inc. welcomes Christopher Day, P.E., to the firm’s Coastal Engineering Group as Project Manager. Mr. Day has more than 20 years of specialized experience in marine engineering. He has led major port and shore protection projects along the east and west coasts. He returns to Ohio to assist property owners and communities along the Great Lakes with waterfront infrastructure improvements, addressing issues such as record-high water levels and tightening regulatory processes.
Kevin Belt has been elevated to Signet Real Estate Group Managing Director & Senior Vice President, with direct Belt management responsibility over Signet Real Estate’s Akron operation. Belt has been with the company for eight years and has more than 17 years of experience in commercial real estate development, leading high-profile development projects. Former Development Manager, Aaron Brooker has been promoted to Signet Brooker Real Estate Group Development Director. Since joining the company in 2018, Brooker has helped deliver campus projects with Marshall University and is currently managing the development of Signet’s new Axis at Ansel housing community project on the east side of Cleveland.
PERSONAL VIEW
Vague definition of ‘essential businesses’ leads to confusion BBY JAMES SANDY
As you are likely aware, Gov. Mike DeWine and the Ohio Department of Health have ordered all nonessential businesses to cease operating through May 1. However, ODH did not specifically define an “essential business,” short of a nonexhaustive list of 25 categories of businesses that may be deemed essential. The ODH order further empowered local law enforcement and health departments to enforce the order, including penalties up to $750 and up to 90 days in jail. While most local agencies are not going business to business to enforce this order, some have provided the public with contact information to report violating businesses. The ambiguity in the ODH order, coupled with inconsistent enforcement by state agencies, has left many businesses navigating a confusing patchwork of rules and regulations to determine whether they fit the definition of an essential business. Some have even turned to the legal system to protect their interests.
Informal challenges In late March, Ohio Attorney General Dave Yost sent cease-and-desist letters to a number of businesses that he did not deem essential but had remained open. Yost challenged businesses to prove they were essential, noting “[j]ust because a bowling alley sells bottled water doesn’t make them an essential enterprise. You’ve got to look at what the core business is and you’ve also got to weigh it against the risk exposure to the general population.” In response, some businesses, including Hobby Lobby, ceased operations. While the ODH order did not provide for appeal rights, some businesses, like Hudson-based JoAnn Fabrics and Michaels, challenged Yost and were able to prove they were “essential” enough to continue operating. JoAnn, for example, argued in response to the ceaseand-desist letter that it “has close to half of the country’s mask-making supplies, not to mention trained experts instore.” This evidence, coupled with a social distancing policy that complied with the ODH’s order (including limiting
NEISWANDER
From Page 6
The more employees read the doom and gloom in various publications, the more they worry about their safety and ongoing employment. Dealing with psychology is an important management priority. SUPPORT REMOTE EMPLOYEES: While working at home may be old hat to consulting firms or tech firms, it is new to many midsize companies. Now is the time to develop a work-athome policy that speaks to topics such as workspace, internet connectivity and childcare. Maintaining company culture requires extra consideration and effort, especially if employees are not working on the premises. Daily routine is just as important as when people are together in person. Companies are taking steps such as conducting all-company Zoom calls, holding functional meetings at the exact same time as during normal times, or having daily check-in meetings at the end of each day. Companies are even focusing on the positive, whether that means starting off all calls with good news, sharing a joke of the day on daily check-in meetings or hosting virtual happy hours. Many companies are saying that remote employees are very productive and happy not to deal with commuting, so you should consider now whether elements of work-at-home remain permanent. PLAN FOR VACATION CRUSH: With canceled school spring breaks and a decimated travel infrastructure, vacation
Sandy is a member (partner) in McGlinchey’s Cleveland office.
the number of people in a store at one time and providing employees with free mask-making materials and hand sanitizer), ultimately sufficed, and Yost permitted the business to remain open. Interestingly, this same evidence was insufficient to keep JoAnn stores open in Michigan, whose attorney general noted that its products could be purchased online.
Essential legal action
Other businesses have filed suit against governmental agencies in order to remain open. For instance, in early April, the Hamilton County Public Health Department sent Amazon Beauty Supply LLC, a small business in Cincinnati, an immediate cease-and-desist order. In response, Amazon Beauty Supply filed a temporary restraining order against Hamilton County Public Health, seeking a court order permitting it to remain open as an essential business since it sells both N95 protective masks as well as cleaning and sanitation supplies. Upon receipt of the lawsuit, the department rescinded its cease-anddesist demand. One business has gone even further. The Gilded Social: The Fancy Occasion Shop filed a federal lawsuit challenging the constitutionality of the ODH order on due process grounds. The state vehemently denied the charges, arguing, among other things, that it would be “impossible” to grant every Ohio business a hearing to determine “essential” status. The federal court agreed with the state of Ohio and denied the bridal shop’s request for a temporary restraining order. As can be seen, the legal system provides Ohio businesses with various avenues to remain open during these difficult times, from informal challenges to a state agency decision, to formal lawsuits seeking judicial intervention. We are sure to see interesting legal developments surrounding the definition of “essential” businesses for months to come.
has not been on people’s mind in quite the same way. Plan now in case you have a crush of vacation requests later in the year that are not compatible with your operational needs. Some companies are modifying their vacation buyback or year-end carryover policies. SERVE STAKEHOLDERS: W hile you may not recoup your investments immediately, you will gain much more in relationships. Give your employees opportunities to learn new technical and leadership skills. Help your customers and suppliers solve problems. Use time to experiment and innovate. Economic downturns aren’t always a great time to find new customers, but they can be the best time to find new friends. REDUCING COSTS: U nfortunately, many businesses face the immediate need to reduce costs. Consider asking your workforce for volunteers. Some employees may feel safer staying at home and relying on savings or the income of a partner. If you can at all afford it, continue to offer health care at a time when it could be needed more than ever. Do whatever you can to maintain a good connection to your workforce so that workers are more likely to return when times get better. Some companies are going as far as providing hardship grants to employees in need. Also, consider renegotiating contracts or terms of service with your bank, your customers and your supply chain. DEVELOP CONTINGENCY PLANS: While many companies are struggling right now, many are serving thriving essential markets and are concerned
about medium and longer-term impacts on supply chains. Consider contingency plans now for domestic options to help serve customers. CONTRACTION, EXPANSION: W hat parts of your business will lag behind or be leading indicators of change? What opportunities will you have once conditions bottom out and begin to expand again? When will be the right time to invest in new assets? One company describes having multiple contingencies — including the “basement” and “bomb-shelter” plans — and is reprioritizing resources to growth opportunities. Even when the virus threat peaks and starts to go down, the economic impact could be felt for many more months and years to come. The predominant questions most business executives wonder about are the length of the economic downturn and how deep it will go. This unknown makes it tough for business planning, but it does not take away the need to do it. Planning for multiple possible timelines and outcomes is essential. As we look to the future, get used to more virtual meetings and physically getting together a lot less often. Have we seen the end of the handshake? One last observation: Everyone will remember a company and how its leadership dealt with employees, customers and suppliers during very difficult times. Was the company truthful and honest, and did the company communicate often and well? If well-intended actions take place now during tough times, companies will have made a friend for life when times get better.
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CRAIN’S CLEVELAND LOOK BACK | 2016 REPUBLICAN NATIONAL CONVENTION
RNC made ‘The Cle’ a candidate for future success It might seem like a lifetime ago, but the 2016 Republican National Convention was really just yesterday in historical, or even political, terms. The convention’s nominee, after all, is still in office, in his first term no less. Even before it began, the event seemed historic. That year’s controversial candidate brought more attention to the event than usual, as well as worries that there would be problems. There weren’t many. Instead, Cleveland strutted its stuff for the 70,000 or so in attendance and 32 million TV viewers, as countless journalists seemed only to find new things to love about “The Cle” every day of the event. — Dan Shingler
``THE HISTORY
``IN THEIR OWN WORDS
In 2013, it had been less than 20 years since Cleveland was dubbed the Comeback City in 1995, largely for its new sports facilities. Since then, the city had built something even more impressive: a thriving downtown full of new developments that included hotels, bars, restaurants and apartments packed with thousands of new residents. But how to get the nation and its media to notice — again — was the challenge. A number of local civic Gilbert boosters, led largely by David Gilbert, thought a national political convention would be just the ticket. Today, most know Gilbert for his current role as president and CEO of Destination Cleveland and the Greater Cleveland Sports Commission, but in the time leading up to and during the convention, he was also president and CEO of the Host Committee that planned and coordinated the event locally. Cleveland was late to the party, and by the time it decided to pursue the convention about a dozen other cities were already vying to do the same. The region’s spirit of cooperation, along with its amenities, ultimately convinced the Republicans to come to Cleveland, which they rightfully believed simply wanted the convention more than anyone else, Gilbert says today. What followed was four days that many in Cleveland will never forget. Hotel rooms were full, along with most bars and restaurants in and around downtown, and visitors spent about $110 million here in the process.
“Certainly, in the minds of everybody outside of Cleveland, we were a long shot. From the other cities we competed with to, probably in the beginning, even the leadership of the RNC. But the approach we took was just so coordinated. … It was a beautiful thing to see.”
NUCLEUS
From Page 1
Although the plan calls for midrise towers — not the 50-floor skyline shakeup that Stark Enterprises founder Bob Stark lofted five years ago — it would remain a massive project for downtown. The current plan incorporates a total of 725,000 square feet of office space and continues to have about 100,000 square feet of retail space, with 80,000 square feet of groundfloor retail facing the surrounding Huron Road, Prospect Avenue and East Fourth Street. Prior plans included a hotel and apartments, but both are now viewed as nonstarters given market conditions in the economic downturn associated with the COVID-19 pandemic. Finance experts say hotel development financing is out of favor as the lodging industry is in a tailspin
——David Gilbert, chairman of the 2106 Host Committee Balloons descend on the convention floor at the end of the last day of the Republican National Convention on July 21, 2016, in Cleveland. | DOMINICK REUTER/AFP/GETTY IMAGES
``WHY IT MATTERS TODAY
“I think it proved to the world that Cleveland was capable of successfully hosting largescale events.” ——Joe Mosbrook, managing partner of Acclaim Communications in Cleveland
That spending, though a boon to many area hospitality businesses, was actually less than the $200 million event organizers hoped the convention would bring in direct local spending. But the real impact of the event and its longer-term effects exceeded many expectations. Since the 2016 RNC, Cleveland’s had an easier time attracting other events and visitors, say local event planners and tourism officials. That’s because millions of viewers got a chance to see the new Cleveland thanks to all of the television cameras in town and the glowing reviews of countless correspondents. Meanwhile, businesses and other organizations that plan events saw that Cleveland had the chops to pull one off, both in terms of its hotels and other amenities and its public infrastructure. Look no further than the events that have chosen to come to Cleveland since the RNC for proof of that, backers say — events such as the NFL Draft and MLB All-Star Game. The RNC also might have helped
boost the image of Cleveland among those who matter most: residents of Northeast Ohio. Since then, it seems like more and more of them have been attracted to live and play in downtown Cleveland. In fact, if they keep coming, the city might have to come up with another way to show itself off again.
after government-mandated shelter-in-place orders for citizens and closings of businesses considered nonessential. Some local housing experts worry the apartment market will be overbuilt during the continued low-interest-rate environment. The more than 1,000 suites under construction prompted Beachwood-based apartment building owner Dan Siegel to step back this past month from a proposed apartment project with homebuilder Andrew Brickman for a site on Lorain Avenue near Columbus Road. The largest part of the site was sold to an out-of-town developer unfazed by the number of suites bound for the market. Putting more chips on the office market reflects a different sort of contrarian thinking among the office development camp. Rico Pietro, a principal of Cushman & Wakefield Cresco brokerage,
said he believes there is an office building play possible in the postCOVID-19 era. Pietro’s firm has the listing for nuCLEus, but he declined to discuss Stark’s current plans. Actually, inertia created by COVID-19 might propel the city’s next office project, according to this line of thinking. “How many companies are going to want to make a long-term commitment in this environment? Many will want to take a temporary step such as extending their lease,” Pietro said. “That creates the possibility that a year with a lot of lease rollovers such as 2020 has a lot of delays. That creates a lot more potential tenants for a new (multitenant) building in the 2023 timeframe. It creates more potential for a developer and the likelihood businesses will feel better about their business plans in the future. Or it could mean better pricing for a company that’s willing to put its foot on the gas and make a commit-
The information desk at Cleveland Hopkins International Airport was busy with an influx of new visitors for the four-day event. | DAN SHINGLER
“Successfully hosting more than 15,000 credentialed media from around the world affirmed the narrative that Cleveland truly is back in the convention business and capable of handling a largescale, citywide convention, trade show or industry meeting.” ——Dave Johnson, director of public relations and communication for the Huntington Convention Center of Cleveland
“The RNC strengthened every bid we have out there right now, and every bid we put out there.” ——Mike Mulhall, vice president of business development at the Greater Cleveland Sports Commission
ment in today’s environment.” The other factor is what lenders’ appetite for office building construction might be, especially since the mortgage-backed securities market is frozen in the new environment as few investors have a taste for such real estate loans. Northeast Ohio has languished in terms of the office market compared to other parts of the country, but with good reason. Office vacancy downtown remains near 20% even though more than 2 million square feet has been removed from the market by demolition or adaptive reuse of old buildings as hotels or apartments. Stark itself is mum on the latest rumbling. Ezra Stark, who said earlier in March that the company is beginning to discuss nuCLEus again with public entities, declined comment on the project’s current scope. Stan Bullard: sbullard@crain.com, (216) 771-5228, @CrainRltywriter
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NOMINATIONS
NOW OPEN!
Crain’s Cleveland Business will name the 2020 Notable LGBTQ Executives in a special section on Aug. 24. This feature is a celebration of LGBTQ business professionals who have had an impact on Northeast Ohio in major ways. It will honor their professional, civic and philanthropic achievements, while also highlighting their focus on LGBTQ equality, including business and economic inclusion.
NOMINATION DEADLINE:
JUNE 5
NOMINATE TODAY: CrainsCleveland.com/Nominate