Wilco Business Review • 2023 Issue 2

GROWING AT THE SPEED OF RIGHT

SAVVY DEVELOPMENT IS DRIVING WINNING OUTCOMES WITH DECADES OF EXPERIENCE

Business to Business News Impacting Central Texas

Michael Payne • Catherine Payne

Executive Editor / Writer

Ann Marie Kennon

Executive Administrator

Camy Reynolds

Senior Writer

Charlotte Kovalchuk

Columnists

Economic Development • Dave Porter

Healthcare • Taylor Rogers

IT • Ben Lake

State of the State • Thomas Graham

Strategic Thought • Jodee O’Brien

Videography

Todd White

Photography

David Valdez Rudy Ximenez

Todd White Christianna Bettis

Graphics

Sandra Evans • Ann Marie Kennon

Distribution

David Schumacher

IT/Webmaster

Jesse Payne

Consultant

W. Ben Daniel

Public Relations

Janet Hage

FROM THE PUBLISHERS

Let’s talk about the gravity of Williamson County. While always a bustling center of business energy, our county continues to pull new companies, innovations, and opportunity from every corner of Texas and the nation. In this issue, with our unique outlook and unrivaled access to local leadership and influencers, we are pleased to share diverse insights into the ever-evolving regional business landscape.

Our cover story features Savvy Development, a world-class startup that has roots—and names that are familiar—in many sectors of the business community statewide. This special section includes the impressive details of a promising and experience-laden partnership that dares to be different by aligning the company’s values directly with the communities they serve. We look forward to the positive disruption to come as they continue to break new ground—literally and figuratively.

We explore the evolving relationship between technology and artisanship in manufacturing. Staccato 2011 firearms in Florence is skillfully embracing old world skills with cutting edge equipment to improve their products while putting their production goals alongside the needs of their customers. With a focus on precision, safety, and innovation, CEO Nate Horvath is setting new standards in industry.

We also pay tribute to Claude Hays, a treasured Georgetown businessman who left an indelible legacy of growth and goodness. With help from his son, David, we celebrate the life and achievements of a man who loved his Creator, his family, and his community with equal fervor and talent.

Our regular contributors continue to provide valuable strategic input, including perspective from Williamson County's Economic Development Partnership Director Dave Porter on Central Texas' new industrial revolution; as well as a timely primer on artificial intelligence tools, which are quickly becoming integral to businesses’ customer service strategies and virtual assistance, and the transformation potential they hold for businesses of all sizes.

We are already working on the next issue of the Wilco Business Review and, like the business we rely on to live, work, and play in Williamson County, we are confident this relevant and actionable content and analysis will continue to draw readers across the business spectrum as well.

Publishers

Michael Payne

Catherine Payne

by Charlotte Kovalchuk

"The perfect-sized bank – big enough to bank anyone, including businesses of all sizes — yet at the same time small enough to be responsive with quicker turnarounds for lending decisions."

jefferson bank branches out into central texas

As Jefferson Bank expands into the fast-growing Central Texas market with a new Austin location, President Jon Rebello emphasizes the importance of having a leadership team deeply rooted in the community. “Our owners, board of directors – we’re from here. We know and understand Central Texas because we’re spending every single day in these markets visiting clients, going to their business, having lunch with them. I can’t think of a more appropriate slogan than ours, ‘This is personal to us.’”

That community bank feel is what motivated banker and former Georgetown City Councilman Tommy Gonzalez to join Jefferson Bank’s team as vice president, downtown Austin banking center manager. “I have always wanted to be with a strong community bank that’s a true Texas bank, who knows Texas people and takes a true family approach to banking. That’s what appealed most to me about Jefferson Bank, and I’m excited to introduce this style of banking into Central Texas.”

In March 2023, Jefferson Bank opened its 14th location in the historic Norwood Tower in downtown Austin. Rebello says, “We are fortunate to be located amongst all the growth happening in the Central Texas area. I’ve worked for the past 16 years at a global financial institution that had foreign ownership. While I’m proud of that part of my career, there’s nothing like having local ownership that really understands the markets within Central Texas. I think that’s really important.”

Building Relationships

A $2.75 billion bank dating back to 1946, Jefferson Bank has stayed true to its smart, controlled growth model and focus on building relationships. Gonzalez says, “A lot of times lending institutions talk about working with their customers but tend to always stay in a box. Jefferson Bank goes out of its way to get to know their customers and find solutions that make sense for them. It’s not a one-size-fits-all approach. It’s figuring out what’s best for the customer, and what we can do to partner with them.”

Rebello agrees that Jefferson Bank is all about building long-term relationships with clients. "Our model is about getting to know our clients and understanding where we can add value to their businesses.” He calls Jefferson Bank the perfect-sized bank – big enough to bank anyone, including businesses of all sizes – yet at the same time small enough to be responsive with quicker turnarounds for lending decisions.

“I have always wanted to be with a strong community bank that is a true Texas bank that knows Texas people and takes that family approach. That’s really what appealed to me, to introduce that type of banking into Central Texas."

~Tommy Gonzalez, Vice President of Business and Consumer Banking

~President Jon Rebello

All-inclusive Services

Like other Jefferson Bank locations, the Austin banking center offers a full portfolio of financial services including personal, business, and online banking, wealth management, mortgage services, and insurance. Gonzalez notes that Jefferson Bank’s willingness to consider various loans is what sets them apart from other banks. “There isn’t necessarily any type of loan that we won’t look at. Sometimes banks get too focused on certain types of loans, or not making certain loans. That can potentially exclude some really good customers.”

It’s one of the reasons Gonzalez believes he is a good fit for Jefferson Bank. With over 30 years of industry experience, he has done “pretty much everything you can do in banking. I’ve worked in wealth management, private banking, consumer lending, and retail banking. Working in all these areas, I can easily identify my customer’s needs and let them know which service or product is available to them.”

Another thing that sets Jefferson Bank apart, Rebello adds, is their ability to handle real estate loans locally. “Some of our competitors will not handle real estate loans locally in the market, instead they will bring a team of lenders

in from another part of the country who aren’t knowledgeable about Austin. We have a broad appetite for different types of real estate loans we can help finance. Whether it’s owner-occupied business real estate, commercial investor real estate or even new construction, we have a knowledgeable team in town who can assist you with your real estate needs.”

Jefferson Bank's Roots

Jefferson Bank’s story began shortly after World War II, when a group of prominent San Antonio businessmen applied for a charter to start a neighborhood bank in the underserved Jefferson district of San Antonio. Today, the bank has 14 locations in San Antonio, Boerne,

New Braunfels, and now Austin. Other areas being considered for future expansion include north Austin, Westlake, and Williamson County.

Having worked in Texas banking for nearly 30 years at both small community banks and global financial institutions, Rebello has seen cycles of unprecedented growth as well as economic downturns. “One thing I feel works well regardless of the current environment, is if you work hard and build relationships with people, good things usually happen. I think what we’re doing in Central Texas with Jefferson Bank is really unique. We’re building something special here that we are very proud of.”

Williams Dr & Verde Vista

• Ideal for restaurant, retail, medical, flex office space.

• High traffic count and visibility on fast developing Williams Dr.

• Direct access from Williams Dr. with signalized intersection.

• Survey available.

• All sites include road frontage on Verde Vista or Williams Dr.

• Verde Vista will be extended to Williams Dr. as part of the development bringing increased traffic.

• All utilities will be completed and brought to each pad site.

• Water quality and detention is available at each site.

• Cross connection access to the future 200+ multifamily project developed by Novak Development.

A DIFFERENT BREED OF DEVELOPER SAVVY DEVELOPMENT, LLC

SAVVY ORIGINS

In a dynamic and ever-evolving Williamson County landscape, where fortunes are made and lost with the ebb and flow of population and opportunity, Savvy Development steadfastly prioritizes reputation over financial gains, recognizing integrity and trust are the true cornerstones of long-term success. While still a startup, this company is brimming with world-class talent and abundant resources that will establish them as an indelible new partner in the Central Texas region.

At the heart of the company lies a team of four seasoned minds led by Ken Schiller, co-founder of K&N Management, the $73 million company behind Mighty Fine Burgers and Austin’s Rudy’s Bar-B-Q.

In 2021, after 27 years at the helm of his made-from-scratch restaurants, Schiller retired to start a new chapter in his life, but this inimitable entrepreneur was not long for kicking back. He says, "I traveled enough of the world to know I did not need to travel the whole world." And today, he is preparing to show Williamson County what savvy really means.

Among many significant advantages derived from the Savvy partners' collective experience is their holistic approach in executing every aspect of a project. While it is customary for developers to rely on external contractors to handle various aspects of their builds, Savvy has already distinguished itself by possessing the necessary financing, abundant assets, and in-house expertise to handle all tasks internally.

Schiller attributes this capability to the life experience of his partners, who all bring a wealth of industry-specific knowledge to the table. Their amalgamated resources and acumen allow the team to maintain a focused approach towards achieving long-term objectives, rather than seeking quick solutions to growth challenges.

Every decision, no matter the scale, receives the same careful consideration. The four founding partners were intentional about choosing the name for the organization, aiming for a term that conveys the right message to clients. "Our name transcends a specific industry focus and speaks to the aptitude of our

team," Schiller explains. "Every action, every aspect of our organization, is aligned with the concept of being savvy. If people are going to entrust their money, they seek assurance that the group handling their money possesses a high level of knowledge and expertise."

SAVVY PEOPLE

He traces Savvy's roots back to the moment when Travis Wilkes, a longtime friend and former manager of one of his restaurants, approached him with a request for business mentorship. Schiller was in the process of selling K&N and as their meetings continued, their common interests in development grew into the idea for collaboration to reach their goals more quickly.

Then, in August 2021, the two began contemplating the notion of construction and development, which led to an acquisition of two neglected RV parks on Lake Travis. The primary focus of the venture involved upgrading and modernizing the existing parks, to accommodate the growing market demand for RV parks. This strategic move was underpinned by the belief that these parks offered a safe, recession-proof investment

KEN SCHILLER, a native of Cameron, Texas earned his BS in aviation from Texas A&M Central Texas, followed by an MBA from the Jack Welch Management Institute. Since 1986, he has been a resident of Travis and Williamson counties where he has demonstrated his entrepreneurial spirit by launching five distinct startups across various industries.

Schiller has and currently serves on multiple boards and is an engaged member of Celebration Church in Georgetown. He is a nationally recognized speaker on leadership and operational excellence while mentoring business owners and rising executives from a wide range of industries. Ken is a licensed commercial pilot, a licensed risk manager, and is passionate about excellence through continuous improvement.

KEN SCHILLER • CHIEF EXECUTIVE & STRATEGY OFFICER

opportunity with significant potential, and the joint endeavor marked their first combined venture into the world of development.

Both men had backgrounds in commercial construction, with Wilkes having spent nine years as a commercial contractor. Subsequently, he embarked on a career at the City of Round Rock, where, as Assistant Director of General Services, he oversaw all vertical construction, and immersed himself in the customers' perspective and inner workings of the municipal atmosphere. That eight-year tenure not only refined his skills but also greatly enhanced his understanding of the intricacies of the construction industry.

Wilkes is now Savvy's chief operating officer and adds, "Our core principles extend to our business relationships as well, including municipalities, homeowners' associations, and the vendors involved in our operations. They need to know we are not going to waste anyone's time by doing things that are not necessary."

Chief Construction Officer Kristopher Johnston shares a similar story,

having served as a commercial general contractor for 18 years. He also founded a custom home building company, which led to his serendipitous meeting with the Schillers. Ken and his wife were looking for a custom home and agreed on one of Johnston's properties in Georgetown. Schiller says, "If you can still like a contractor while he's building your own home, he must be a good man."

Savvy's most recent but quite critical achievement centers around adding CFO Jillian Foley to the partnership. A professional with unparalleled expertise in the development industry, her contributions serve as a prime example of Schiller's winning recruitment strategy.

Foley says, "Although we're considered a startup, we have the competitive advantage of having a solid foundation at the start. It grants us the freedom to be selective in our choices and enables us to decline opportunities that do not align with our vision. In other words, we want the right deal, not the deal right now. This further enhances our position in the market."

Foley is not alone in wearing many hats from the start. "We are all working together on financial strategy and processes. All the team members have input on deals and running models, and each of us brings certain strengths to the war room, which gives a lot of value to the company."

Schiller's extensive background in business, coupled with building his own restaurants, has equipped him with invaluable expertise in this domain. Wilkes, on the other hand, has dedicated the past two decades to the field of commercial construction as a senior leader, gaining a wealth of knowledge and skill in various capacities.

Savvy Development recently moved into their corporate office in Round Rock where, in addition to their projects, they will also be focused on their corporate culture. More than just words on a website, The Savvy Way embodies the partners' fundamental principles, is the bedrock of the organizational culture, and will play a pivotal role in shaping the brand identity.

MY MOST IMPORTANT JOB AS AN OWNER IS TO CREATE AN ENVIRONMENT THAT ATTRACTS A-PLAYERS — RECRUIT THEM, SELECT THEM, AND MAKE SURE THEY STAY.

“I would stack our people … against any company in the country. That’s what I’m most proud of."

"Savvy is a startup company but none of us is a startup personally. All of the partners have been in the business for a long time and had careers of our own. The sum is greater than its parts," Schiller says.

GROWING AT THE SPEED OF RIGHT

Savvy Development's first major project, a 24.5-acre parcel at Williams Drive and to-be-extended Verde Vista Drive, will be a commercial park development providing retail and corporate space and services for the west side of Georgetown, Sun City, and beyond.

Schiller says, "The Business Park was our first venture into what we considered the path to legitimate and full-time developers." The project is very visible on Williams Drive and in a quickly developing area and the buzz is due in part to the multi-family (age-restricted) residential planned by Novak Brothers on the southeast side of the development. They expect to break ground in late October.

In talking about the Novak transaction Wilkes says, "We were privileged to work with such an experienced team over the past year and a half and look forward to seeing their project come out of the ground."

THE BUSINESS PARK

Wilkes says, "When completed, the development will have space available for corporate and flex offices, retail, and medical facilities, and Culver's quickserve restaurant will be the first business to open in the Park. We are grateful to be working with the Suplitas to bring such a desirable brand to our project."

Culver's owner Jennifer Suplita says she was delighted when she mentioned coming to Georgetown and several customers replied they already knew and were excited about it. She adds, "We are excited to work with Savvy, particularly given Travis' perspective on business and his background with the city of Round Rock where we opened our first Culver's. At the same time, we are thrilled to work with Ken and have opportunities to bounce our business ideas off of him as we look to expand further. We live in Georgetown and have been looking to build here since 2020. Having someone like Ken, with that depth of knowledge of his business as well as our own we hope to achieve even a tenth of his success."

PLANNING & DEVELOPMENT

Wilkes says, "When we started, we respectfully asked the adjoining HOA's leadership what they did not want, and they helped steer the development and decisions in that way." As well, while not initially eager to assume the burden of building a city road, Savvy quickly realized the benefits of the Vista Verde extension and traffic problems it would help solve and decided to cover the associated cost. "Residents and business owners in the adjacent complex and city were all very aware of the traffic issues

and wanted to see someone finally complete this project," he adds.

Mayor Josh Schroeder affirms, " The City of Georgetown is excited to work with quality developers to build the infrastructure necessary to facilitate quality development in our community. We are always looking for ways to make the City easier to navigate and get as much traffic off of Williams Drive as possible, and this project accomplishes both of those goals. I look forward to the opening. The city expects the road extension to be open for vehicular traffic very soon after the road is completed and inspected."

In addition to infrastructure, the Savvy team continues to be driven by what is needed, answering phone calls from people who want to buy pieces of the property because they are confident their business will do well there. Schiller says, "We're not just solving one problem, we are solving many problems and meeting many needs. It's not just a new shopping center, it's a purpose driven commercial center."

For the remainder of the park, Wilkes says, "There is a pent-up demand, and, for our part, we are aggressively handling the construction timelines, so it could be complete in the next 90 days. About half of the project is already sold, and all remaining pad sites are for sale."

"We think in the next five years, our space will be the geographic center of Georgetown."

~ Ken Schiller

Prior to helping found Savvy Development, TRAVIS WILKES held management positions in retail, hospitality, commercial general contracting and municipal government. He has been innovating and leading companies from different industries for over 20 years with one focus – operational excellence.

His leadership expertise has been instrumental in taking companies from deficient to award-winning. Travis advises on decisions regarding the purchase, zoning, entitlement, development and sale of land and development of properties owned by Savvy Development. He is also responsible for managing Savvy Development’s current portfolio of assets, as well as cultivating the development of new projects.

Travis is a native Austinite and currently resides in Round Rock. He serves on multiple boards and is a veteran of the Unites States Marine Corps. He is personally and professionally committed to the economic growth and cultural enhancements of all the communities selected for Savvy Development projects.

TRAVIS WILKES • CHIEF OPERATING OFFICER

SAVVY CONTRACT WITH INVESTORS

 We only invite investors to participate who align in our culture and values.

Savvy partners agree they don't just know, they know how. Schiller says, "When a person or company is not achieving what they say they want to achieve, it's most often not due to lack of knowledge but of will. You just have to know how to apply the knowledge and execute."

Schiller, while cautious about facets of the project they cannot control, says, "We are fortunate, due to our past successes, to have capital to launch the company without debt and not fall victim to assumptions about exiting the project based on when we will receive approvals from the city, when someone will buy something, or what they will pay for it. Unlike other startups, Savvy will not have to go down that road."

To address the considerable interest and inquiries Savvy has already received from potential investors, the company has proactively developed a concise and focused partnership strategy. Their approach ensures Savvy and its partners have a clear understanding of expectations and are aligned in their efforts for mutual success.

 We only take intelligent risks.

Savvy will never undertake a venture or proceed with an opportunity without considering feasibility and strategy. Schiller says, "We are not like some developers who follow their gut about established risk, then hope for the best. We only take intelligent risks based on expert calculations and careful analysis of all available information and our experience allows us to discern the difference. We vet the potential for success versus that could lead to delays, hazards, or compromised quality in the final outcome." The team agrees it is also crucial to be prepared to walk away from a venture when an intelligent risk transforms into an unacceptable risk. Schiller says, "If you ever adopt the mindset that you've gone to far to back out, you've negated any value that existed in your vetting process."

Wilkes adds, "We know Savvy is going to flourish, and our limited partners are the financial fuel for our growth engine. Knowing we are personally vested in a project instills trust as well as confidence in our ability to discern which are intelligent risks."

 We never offer an opportunity to investors in which we have not already actively invested our own capital.

Schiller says, "Our business model hinges on collaboration as the general partner with our limited partners, who all play a vital role in our growth plan. They bring us capital, we deploy it, and we all make money on that."

Wilkes explains, "Our depth and breadth of experience enables us to challenge conventional wisdom surrounding the decision-making processes. We are able to move more quickly than most because, with decades of experience across the development and financial spectrum in and around Central Texas, our thin-slicing is remarkably accurate."

 We are transparent and believe in overcommunicating our vision and execution.

Emphasizing a desire for clarity and efficiency, every Savvy decision requires strategic thought and a formal process that involves the whole team, including outside advisors as needed. "The process," Schiller says, "should be as simple as possible but no simpler. Development from vision to execution is a meticulous blend of art and science. We approach it with both, and a serious commitment to discipline."

DEVELOPMENT

In 2010 K&N Management, Schiller's former company, was the first Austin-based organization to receive the prestigious Malcolm Baldrige Presidential Award the nation’s highest honor for operational excellence. In 2012, Ken was appointed by the US Secretary of Commerce to serve a three-year term on the Malcolm Baldrige judges' panel.

Ken Schiller has always set his businesses apart by emphasizing culture and creating an exceptional customer and employee experience. As a result, K&N Management was the first restaurant company to earn the Texas Award for Performance Excellence (TAPE), which led them to apply for the Malcolm Baldrige National Quality Award. Named for Secretary of Commerce (1981-1987) Malcolm Baldrige, it is a prestigious and highly sought after honor presented by the United States Department of Commerce through the Executive Office of the President.

The award was established in 1987 to promote superlative experiences in American businesses, is a symbol of organizational excellence, and recognizes those who have achieved outstanding results in leadership, strategic planning, customer focus, measurement and analysis, workforce engagement, operations, and results.

Organizations that receive the Baldrige Award are considered role models for other businesses and are recognized for their commitment to continuous improvement. With trophy in hand, Schiller could brag that K&N experienced zero legal and ethical breaches in 15 years and 100 percent fiscal compliance on audits with zero violations. Or he could point out that K&N contributed more than $365,000 to charitable organizations and team members volunteered more than 1,600 hours.

But what makes him most proud of the business he and his partner Brian Nolen built, “I would stack our people against any company in the country,” he says. “My most important job as an owner is to create an environment that attracts A-players, then to recruit them, select them, and make sure they stay.”

K&N always made hiring decisions based more on traits than experience, then began training with a ten-hour foundations class to help new employees feel proud they had been selected. Following his appointment to the panel, Schiller said, “We still use the Baldrige Criteria the same way. It’s the framework we use to manage our company. We’re better because we use it, and we don’t have any plans to stop. The criteria bring alignment that keeps us all rowing in the same direction.”

THE SCHILLER STORY

The 1980s were turbulent for U.S. commercial aviation. What does that have to do with Central Texas in 2023? Had Ken Schiller pursued his plan to become an airline pilot, his remarkable successes and historical achievements in business and industry would have been lost to the confines of a cockpit.

But as the airlines went bankrupt, Schiller went into commercial property & casualty insurance. "No one ever plans to be in insurance," he says. "It is somewhat typical that people are there because something else didn't work out. But I did well and built my own agency. Later I left the industry because while I owned my company and con-

trolled much of my business, the underwriters controlled me. I was continually working with people who were looking at manuals and checking boxes. They were usually way off base as well, so I sold it in 1994 and put everything into the restaurant business."

In 1996, alongside his expanding hospitality company, Schiller became the first SportClips franchisee. He eventually opened three shops and later sold them back to the company.

Then, in 2010, frustrated with the lack of professionalism in the electrical industry, he founded Strong Electric construction company, serving the oil and gas sector in the Permian Basin.

He sold Strong in 2015, having grown it into a $23 million company with 180 employees and further solidifying his track record of success.

SCHILLER CULTURE

All the while, at K&N Management, Schiller's reputation for excellence extended beyond business mastery and outstanding customer experience; he has always understood the importance of cultivating a great culture within his organization. Known for his approachability and genuine care for his team members, he fostered an environment where employees felt valued, inspired, and motivated to deliver their best.

PHOTO BY RSX STUDIOS

JILLIAN FOLEY was born and raised in Central California. She graduated from the University of California, Davis with a Bachelor’s in Psychology and Minor in Communications then earned her Master of Accountancy and CPA while working full-time. She quickly transitioned to working in the real estate industry, her true passion, at Stockbridge Capital Group and subsequently moved to Drawbridge Realty where she was able to progress quickly within the company.

At Drawbridge, she oversaw a portfolio of more than $1B AUM with a focus on fund reporting, compliance, year-end audits, investor reporting, and collaborating on property acquisitions and developments. She also oversaw corporate accounting at Drawbridge and was an adjunct professor at Golden Gate University.

In 2020, Jillian and her husband moved to Georgetown and fell in love with the Texas sense of community. She says making the decision to leave a prestigious position as VP of finance at Urbanspace Real Estate+Interiors in Austin for a startup opportunity was tough but she was drawn to the team and its philosophy from the start. She is eager to build Savvy from the ground up, and partner with this exceptional group, which she finds passionate and respectful.

JILLIAN FOLEY • CHIEF FINANCIAL OFFICER

Schiller's emphasis on continuous learning and professional growth empowered his team to excel in their respective roles. By nurturing a collaborative and supportive atmosphere, he created a family-like culture that extended to every aspect of K&N Management's operations.

"I just love business and making each company successful," Schiller says. "The commonality in all my business ventures I’m not a chef or even a foodie and I don’t know how to cut hair or put in a ceiling fan, but ...

More instinct than strategy, Schiller says a great deal of his competitive edge was forged early on by his ability to see and recruit top talent before others did because he was always looking for it. "When I was in the restaurant business, if I was awake, I was recruiting. And in 27 years at K&N we never had any turnover at the senior leadership level. I’m most proud of that professionally, and I will say the same thing about this Savvy team. I would not do this if I did not have full confidence that we have a world class group of people to do it with."

Even as he boasts a superlative track record in his own businesses, he is pleased today to have partnered with three passionate individuals who thrive on pushing boundaries and surpassing expectations.

Comprised of seasoned experts and fresh talent alike, he says the Savvy Development team brings a diverse range of skills, perspectives, and experiences to the table. Schiller's new goal is to, again, foster an environment that encourages collaboration, creativity, and continuous learning, ensuring that every member feels empowered and inspired to contribute their best.

WHAT CULTURE CAN DO

and advised them to join him right away. Their arrival was preceded by a health department agent and eight fire restoration reps who routinely monitor scanners looking for the contract to deal with the situation.

cerned but the expectation was set." He then told the fire restoration reps who were on site, "The only criteria for getting the contract was to be the first company that had a full crew show up."

One night in 2015, Schiller was driving home and saw smoke pouring out of the back of Rudy's on Research Blvd. As the fire engines turned in, he called his senior leadership team, general contractor, plumber, and electrician,

After the fire was doused, the health department agent told Schiller that based on the damage, he would be lucky to reopen within 30 days. "After she left," Schiller says, "my team and I gathered and I told them we would open the next morning. The leadership team and trusted vendors looked con-

Rudy's opened later that morning, at 11am, as a result of teamwork, decisiveness, agility, and will. Schiller says, "That's what culture can do. All those people will take my call because I will always take theirs, 24/7. When you’re needed, you’re needed." Everyone working together as a team accomplished the goal."

I know how to bring people together with a vision, then get out of the way to let those who are smarter than me do the rest."

WALKING THE TALK

One of Savvy’s taglines is “We don’t just know, we know how.” The team firmly believes knowledge alone means little if one lacks the ability to deploy the ideas to create value. Deeply ingrained in their organizational culture, they deliver tangible outcomes rather than getting stuck on the drawing board.

INTEGRITY

Collaborating with HOAs is widely acknowledged as a challenging endeavor for developers. In contrast, Savvy has successfully fostered an environment of trust and cooperation with the residents near their development on Williams Drive in Georgetown, as the HOA past president spelled out:

"From our first meeting I knew we would be able to work together and support a major development project... A few observations:

 [Savvy was] always available to discuss matters when we needed help. They proactively made themselves available on an ongoing basis.

 They were always open-minded and upfront. If we suggested changes, they would accommodate what they could, and clearly explain to our satisfaction those they couldn’t.

 Demonstrated outstanding knowledge about business processes; schedules; environmental rules, regulations, and concerns; and how to work with various processes required by the City and the State. Their relationships with all entities were excellent.

 They always had the big picture in mind and willingly shared it with all."

Wilkes says, "When we bought the property it was already zoned commercial, we didn’t have to have any public hearings or engage with the relevant HOAs. But we did meet with them because we wanted their support. There is no driving factor other than me and Ken to make this win-win for everyone. We want to be partners rather than a developer that takes until there is nothing left."

TENACITY

As Schiller and his team work to navigate municipal delays and challenges, they bear in mind that the goal is to benefit the community more so than their bottom line. "What the average citizen doesn’t realize is when city agencies slow down responsible growth, they not only tie up millions of developers' dollars in unused land, and carrying cost, they are also hurting the sales and property tax revenue."

Undaunted, Savvy keeps moving forward and continues to impress nearby residents. Wilkes sent a preemptive apology email to nearby neighbors to explain the disruption and assure them the frenzied pace was to "get out of their hair as quickly as possible." He received this reply: "Our folks aren't complaining as much as I thought they would. We gave them plenty of warning and they realize the guys are working very hard.  I've never seen such action in a construction site!" Wilkes says, "[The residents] get unsolicited email from me about once a week to give them updates about the project. Generally, I try to send the email before people feel compelled to pick up the phone."

URGENCY

Wilkes believes the company’s ultimate competitive advantage is their quick-strike approach being decisive and agile “While others are still analyzing, we are moving forward. We know it when we see it and we act.”

Like Wilkes, the team agrees “speed is sexy” and they are generally willing to pay for it, acknowledging that the benefits of timely delivery outweigh the associated costs.

With the infrastructure phase at Williams Drive expected to be completed within the next 90 days, Savvy is committed to delivering a well-equipped site with utilities readily available. The vertical construction phase is set to commence shortly thereafter, as the team maintains a sense of urgency to bring the project to fruition.

KRISTOPHER JOHNSTON was born and raised in Williamson County. He graduated from Texas A&M University with a BS in Agricultural Development with an emphasis in construction sciences. He was also a walk-on for the Texas A&M football team.

His career success is underpinned by the rigorous discipline, diligent work ethic, and teamfirst mentality he learned in the classroom and on the football field. Kris began his career with Westport Group, a commercial general contractor, where he quickly progressed from superintendent to project manager.

In 2021, Kris founded Gabriel CC Investments and became a residential home builder in Georgetown, where he specialized in custom and semi-custom luxury homes. This venture led him to help found Savvy Development in 2023. Kris guides the construction of Savvy communities and all additional construction pursuits.

"From the beginning, it was clear having Kris on board was a natural choice. His expertise allowed us to retain control over the entire construction process while drawing upon our collective knowledge. Unlike many others who lack the understanding and decades of experience that we possess, our team was uniquely positioned to commence our endeavors with confidence." ~Ken

Schiller

KRISTOPHER JOHNSTON • CHIEF CONSTRUCTION OFFICER

Another example is Savvy's strategic plan, which stands as a departure from the conventional approach of most newly formed companies that defer planning until later in the operation cycle. Schiller emphasizes the proven advantages of this proactive measure. “At K&N, we hired an HR director and IT expert even when the company operated just one store. Moreover, we brought repair and maintenance operations in-house, employing certified welders and HVAC specialists.” He clarifies that this was not anti-outsourcing, but rather a firm belief that external entities would not meet their exacting standards.

CONSISTENCY

Schiller says, "We are committed to building a legacy that transcends individual projects, leaving an imprint on the community and the industry."

Wilkes adds, "There are parameters we look for on every deal and we are always open to seizing compelling opportunities. We are constantly looking for property, and deciding what may be the best fit, from an RV park to a multifamily or commercial development site that is too promising to pass up. The relationships we have in place, continue to build, and seek out are critical to our success. These become or remain resources that bring us opportunities because they know we can move quickly. Those relationships also extend to folks who want to partner with us on projects because they know what we will deliver results."

FORESIGHT

In the case of Savvy's Williams Drive project, the team embarked on a thorough analysis of the property’s dormancy on the market. They discovered several challenges to be addressed, such as the extension of Verde Vista, which required engagement with the city authorities. In addition, two separate groups owned the contiguous parcels, and one wasn’t currently on the market. Due to the infrastructure cost of extending the road and significant reduction in usable land after the road was build it made the acquisition of just one of them an insufficient investment.

Undeterred by these obstacles, Savvy proactively engaged a broker and established communication with both the ownership groups, demonstrating their foresight and strategic approach. Through careful examination and diligent follow-through, they ensured a comprehensive understanding of the project's vision and objectives.

Schiller says, "We are doing our own general contracting in house, which is where Kris [Johnston] fits in." Johnston explains, "My career alone working with national brands and developers is a strong basis for the quality and the speed we are promising. Part of the Savvy Way is that we want to build in the community, not take advantage of it."

As such, Savvy will be its own general contractor for projects as they go past the raw land stage. This approach empowers the company to manage savings, control, and quality, which will maintain its competitive advantage. Schiller says, "We’re not the only ones doing it but we are certainly in the minority as a startup. That makes us unique, provides the best outcome and, more importantly, ties into our mission statement: Relentlessly drive winning outcomes."

by Ann Marie Kennon

Staccato 2011 The Best Kept Secret in the Firearms Space

MANUFACTURING

Thirty years ago, Staccato 2011, then known as STI, introduced the 2011®, a new type of gun platform that changed the world of competitive shooting.

Renowned for cutting-edge engineering and commitment to the specific needs of its customers, Staccato 2011 is becoming a dominant force in the firearms sector. This is made even more significant by Texas’ standing in the top three states with the highest number of firearms produced annually.

Quietly headquartered in a 25,000-square-foot production facility in Georgetown since 2016, the company recently transitioned to a new, state-of-the-art 75,000-square-foot manufacturing facility in Florence where precision and Texan grit are carving out a new narrative in gun manufacturing.

The company has just over 200 employees producing 1,000 pistols weekly, which are sold via licensed dealers and the company website. Approximately 25 percent of their business comes from law enforcement agencies, and the remainder from civilian customers.

RANGE OF EXPERTISE

Staccato 2011 builds handguns for duty, conceal carry, competition, and protection, and the company’s journey from modest startup to its prominence in today’s law en-

forcement and retail market offers an inspirational blueprint for other aspiring businesses.

The 2011® platform is based on the revolutionary 1911 John “Father of Automatic Fire” Browning Colt .45, considered by many to be the world’s most respected handgun, and has been a favorite for American service members since World War I. The 2011 evolution was patented by STI to change from a one-piece frame with a single stack magazine that held eight rounds to a modular grip frame that uses a double stack magazine and holds 16 rounds.

THE AIM OF INNOVATION

What sets Staccato 2011 apart from other manufacturers is their unique approach to design. Rather than simply copying existing models, they work closely with law enforcement professionals and elite shooters to develop pistols tailored to specific needs. This process involves a deep understanding of the requirements of different users, whether it be law enforcement officers or competitive shooters. Taking time to study the demand before creating the supply has resulted in firearms that are not only accurate and reliable but also comfortable and easy to handle. Additionally, Staccato 2011 is known for its attention to detail when it comes to aesthetics. Their pistols feature sleek lines and modern finishes that not only look exceptional but also improve functionality.

TARGETING QUALITY

While STI focused its products on competition shooters, Staccato's focus is on making the best pistols in the world for those who need them the most, law enforcement officers and civilians who want to protect themselves and their

According to the ATF annual report, in 2019 the firearms industry, inclusive of manufacturing, significantly contributes to job creation and economic output in the state. The National Shooting Sports Foundation estimated in 2020 that the firearms industry was responsible for approximately 23,000 jobs in Texas and had an economic impact of over $3.8 billion.

families. Regardless of the use cases, Staccato maintains its sterling reputation for manufacturing excellence, supplying a wide array of meticulously handcrafted firearms that cater to diverse needs and are fast becoming the go-to option for discerning customers across the spectrum.

In 2020, due to increased demand for their product, Staccato 2011 CEO Nate Horvath created a new division specifically for law enforcement and military business. With the endorsement of law enforcement agencies across the nation, including prestigious units like the Texas Rangers, LAPD SWAT, and U.S. Marshals' special operations, Staccato 2011’s guns have become a trusted tool for those on the front line. Horvath says the company's relationship with law enforcement developed mutually with both parties wanting to work together. “When we were STI we had a dominant market share in competitive shooting, but it was a small market. Our firearms made it so easy to shoot well some thought it was a 'cheater' gun. That 'shootability' led to SWAT team members and veterans saying they wished they had our guns on duty."

LAW ENFORCEMENT

As the years rolled by, the minds behind STI International saw the potential for expanding beyond the realm of competitive shooting. This vision led to a significant rebranding initiative in 2020 in which the company embraced the name Staccato 2011, reflecting its commitment to a wider product range and diversified customer base.

Horvath says they then made it an internal mission, believing law enforcement could really benefit from their guns, to take the shootability of the STI brand, make it rugged, and produce something that was durable enough for law enforcement. "We believe they should have the best there is.”

While executing that vision, Horvath was approached by the U.S. Marshals special operations and the Long Beach SWAT team. “They had competed as part of their training and asked us to build what we were already thinking about building for them. They gave us input in terms of what they needed, and we co-developed the first Staccato, which was introduced in 2019 as the STI Staccato P.”

From that humble beginning, the Staccato brand has since been approved for carry on duty by more than 1,300 agencies nationwide. “Most departments do not issue them but they buy them for their SWAT teams because they need the highest level of accuracy,” Horvath says, “and their officers are allowed to carry them so many officers purchase them with their own money. In law enforcement, you can’t put a price on hitting what you’re aiming at.”

TRIGGERING DEMAND

Horvath believes the Staccato 2011 brand’s popularity with professional shooters is gradually influencing private consumer behavior and supporting the surge in sales. He says what’s been happening nationally is a factor as well. “The United States had 5 million new gun owners in 2021—that's more than five times the U.S. population growth that year and we welcome them into the community of responsible gun ownership. More people recognize shooting is something to enjoy as a pastime while also protecting themselves and their families.”

SIGHTS SET ON THE FUTURE

Horvath adds, “We are still in the early innings of our growth. We are continuing to grow in the law enforcement sector, but tens of thousands are using our firearms on ranges, for protection, sporting, and home defense.” He says the team has grown rapidly in the past nine months and he expects to reach 300 as Staccato Ranch begins to streamline operations to meet the growing demand for their products. “We continue to embrace technology,” Horvath says, “but our teammates are irreplaceable, and technology is simply a way to help them be more productive in higher value jobs because we’ve removed the routine tasks. It’s all about growth and development and we don’t just want people to take a job here, we want them to have a career.”

Each member of the Staccato 2011 team is deeply aware of the trust customers place in their products relying on them for personal protection, the safety of their families, and in the line of duty. This awareness instills a commitment to meticulous craftsmanship and unerring quality control. Horvath adds,

“In our company culture, we value dedication and a strong work ethic above past experience. We firmly believe in equipping our team members with the skills they need to excel in their roles. Interestingly, we find that military veterans often exhibit these desired traits, and they currently represent over a quarter of our workforce.

“Our leadership team made the strategic decision to keep production within Williamson County, a choice made in careful consideration of our dedicated team who are instrumental to our mission. Furthermore, we’re excited to offer our customers the option of onsite training due to the ranch’s location next to a Department of Public Safety (DPS) training facility.”

The Florence site also won out because of its proximity to areas like Killeen and Fort Hood, where many employees live. Williamson County Judge Bill Gravell says county leaders are excited Florence is becoming a hub for law enforcement activity, and they are happy to retain Stac-

cato because its product “protects and saves lives. I am proud of the exceptional products Staccato makes, and we’re fortunate to have them as a part of the Williamson County business landscape. They’ve proven to be exemplary partners,” he says.

With a commitment to excellence in design, engineering, and manufacturing, as well as traditional American values, Staccato 2011 is poised to continue its growth and success in the industry.

financial problems. As such, all administrative expenses of the charity are covered through the generosity of the founding donor so all money raised by the organization is gifted to the families.”

Staccato’s support for military, veterans, and law enforcement is as much a part of Staccato 2011 DNA as firearm production. More than one-quarter of its employees are veterans and last October the company hosted the 1st Annual Celebrating Heroes Weekend at the new Staccato Ranch in Florence. Proceeds were directed to Fallen Blue, a 501(c)3 non-profit organization formed by a group of citizens to support supports families of fallen officers killed in the line of duty.

At the event, Fallen Blue chairman James Fordyce explained the mission is to ease the financial burden of families education funding, utilities, housing, car, medical support, or any other financial need—of officers killed in the line of duty. He said, “In the past five years, 682 officers were killed in the line of duty. The officers families should not have to have their grief compounded by

Williamson County Judge Bill Gravell presented a check to Michelle Kelley, widow of Hutto Police Officer Chris Kelley, who was killed June 24, 2015 while serving an arrest warrant. Mrs. Kelley had applied for a grant to help with expenses. Mrs. Kelley said, “I could talk about trauma and darkness but there is light. The community and our supporters are the light in our lives. Family, friends, and organizations like Fallen Blue. We received much help emotionally, mentally, and financially from the community, which all families need. But costs have gone up for everything and Fallen Blue came out of no where to help us. It means the world to me and we are forever grateful for your support.”

Experience Stunning Hill Country Views

Situated on some of the most scenic land in Williamson County, The Canyons rests atop rolling hills looking out over the vast landscape. Offering an abundance of natural beauty and lush vistas, The Canyons has been carefully planned to integrate seamlessly into the natural environment. The development of The Canyons pays homage to the rich heritage of the land and encourages the continuation of this existing beauty to create a timeless natural environment. The homes in The Canyons are considered part of a cohesive element that melds the natural beauty with a place to call home.

PROFILES

A Legacy of Business Leadership and Community Service

Dad was forward thinking, he cared greatly about others and the community that gave his family so much.

~ David Hays

Wilco Business Review recently sat down with David Hays, who shared the indelible legacy of his father, the late Claude Hays. A small business owner, philanthropist, and family man, Claude’s life and business ethos garnered profound respect throughout Williamson County. Known for his magnanimity, his unwavering belief in people, and his commitment to fostering a better society through business, Claude left behind a legacy that continues to inspire those who knew him.

EARLY LIFE

From humble but happy beginnings, Claude had bigger dreams than living the refinery life in Louisiana. After high school graduation, he hitchhiked his way to McNeese Junior College (now McNeese State University) and worked night shifts to fund his studies. His dedication earned him an academic scholarship to Southwestern Louisiana Institute (now the University of Louisiana at Lafayette) and he joined the Air Force ROTC.

After graduating with a degree in business and a 2nd Lieutenant’s bar, Claude became a B-29 navigator and was stationed in Houston, where he met and married Barbara, an x-ray technician. Following his training, he relocated to Bergstrom AFB in Austin. While still on active duty, he enrolled in UT School of Law, graduated with honors, and received the highest score in the state on the bar exam.

Not wishing to use his bar card as a trial lawyer, Claude went to work for Shell Oil as a land man in Houston and traveled across Texas with his family. Despite a swift rise up the corporate ladder in the 1960s, when Shell shifted focus to international drilling Claude sought new opportunities. He settled his family in Georgetown in 1971 and was invited by his friend and also former Shell employee, Jim Rehler, to manage and buy his company, Georgetown Title.

PROFESSIONAL JOURNEY

In the early ‘70s, Georgetown and Round Rock were small communities, home to only 6,000 and 3,000 residents, respectively. At that time, Georgetown Title had been on the historic downtown Square for 78 years, had three employees, and an annual gross revenue of $12,000. That was not quite enough to feed his family, so he practiced law and partnered with his friend Rehler to buy, develop, and sell a 2,000-acre ranch subdivision they named North Lake Estates near the future Lake Georgetown. Also during this time he and Jim founded Longhorn Title, which still exists today and grew alongside Georgetown Title and Williamson County itself.

David says, “In my father's 50 years at Georgetown Title, he employed several hundred different people. Most were women who grew up in and around Georgetown, in towns like Walburg, Florence, and Jarrell. They were smart, had a great work ethic, and were fun. He also hired quite a few

by Ann Marie Kennon •

photos courtesy David Hays

young law school graduates to do title research. They would work for a few years then use their acquired real estate knowledge to move on to bigger and better things. He was a patient and thorough teacher, and many in the industry would call to see if their children could work at his company and be trained by him. Sam Rawls, one of dad's attorney friends and a title examiner, flew 65 air missions in World War II. Sam would take off from France, drop bombs in Germany, land in Russia, then repeat from Russia back to France. So many wonderful people and he took great pride in working with them. He was soft spoken, a good listener, and always gave people the latitude in their work to take advantage of their gifts and strengths.”

THE HAYS PRESCIENCE

David was county commissioner 19922004 and says, “Dad believed that the type of explosive growth he saw when he lived in the Houston suburbs was also going to happen in Central Texas. He recognized Austin was going to grow and that Georgetown and Williamson County would benefit from that growth. He also knew the potential for that growth to provide a good living. When I was first elected, the county had 135,000 residents but as I sit here today, we have 650-700,000 and are on track to have 1.3 million by 2050. The challenge today is the same as it has always been in successful communities. We must make sure the types of growth we seek and allow continue to provide residents with the ability to get quality education and training, have

exceptional healthcare, parks, open space, well designed transportation, and infrastructure, and a broad range of jobs and opportunities in other words, things that are essential for a great quality of life. So many dedicated community leaders who went before us worked hard to provide those things for us and we should work equally hard to provide the same opportunities for our children and grandchildren.”

COMMUNITY CONTRIBUTION

David says the essence of Claude’s persona was deeply rooted in community service. His belief in giving back was not just a personal principle but a part of his identity as a business leader, setting an example for contemporary and future business leaders. “My parents had a strong faith and a great relationship with First Baptist Church and the community at large,” David says. “Dad was also on the Georgetown Hospital Board and was an original member of Georgetown Healthcare Foundation, which he found to be most rewarding.”

After he retired from day-to-day operations in the 90s, Claude maintained an active role in the community, generously contributing to its growth during a time when the local business landscape was rather nascent. He believed in the principle of mutual growth and symbiosis between businesses and their surrounding communities viewing business as a means and opportunity to make a positive impact beyond just making money. David recalls, “In a time when the local economy was driven by a select few banks and companies, my father was consistently at the forefront of philanthropy. There was always a steady stream of people asking for support—from football teams to homeless initiatives—giving back to the community was at the heart of who he was.”

In Claude Hays, we see a life led with resilience, commitment, and profound dedication to serving others. David says, “Dad loved working with the church and found fulfillment at the healthcare foundation. He golfed for fun and loved the Longhorns. He lived an amazing life and never got too far away from his roots.”

Claude Hays' legacy is a beacon for contemporary and future business leaders, demonstrating the transformative power of integrating business with a deep-seated commitment to community service.

He was an amazing man! He was gentle and kind with a beautiful smile. His work ethic was unmatched. When his group closed something it was done absolutely correctly. ~ Avis Wukasch, Georgetown

Claude & Barbara Hays, Tammy & David Hays

the new industrial revolution

For decades, U.S. manufacturers left this country in search of lower cost labor. Between 2000 and 2010 alone the United States lost more than 5 million manufacturing jobs. As the job market experienced a significant downturn, there was a parallel decline in vocational training programs due to the plummeting demand for skilled labor. Demand also shrank for industrial parks and sites, so many communities converted them into housing or retail developments.

DAVE PORTER

In the short time I have been back in Central Texas, it is safe to say there is a new industrial revolution not just in Williamson County but throughout Central Texas.

so, what changed in Central Texas?

This revolution began three years ago, and three things come to mind:

 Tesla and the entire automotive manufacturing market are shifting to electric vehicles. In the summer of 2020 Tesla selected Austin for a massive 10-million-square foot manufacturing facility and announced thousands of new manufacturing jobs.

 COVID exposed major flaws in our global supply chain and caused major backlogs in factory orders and shipping.

 The world became a dangerous place again and caused a major shift in U.S. foreign policy. The federal government invested in the resurgence of semiconductor manufacturing through the CHIPS Act, providing more than $50 billion to support new facilities in the United States.

The convergence and impact of these three 'events' have led to Williamson County being highly regarded as a potential location for a remarkable array of large-scale industrial initiatives.

in hot demand

In late 2021, Samsung announced Taylor would be the site of a new $17 billion semiconductor facility and more than 2,000 new jobs. Samsung has also secured financial incentives to build up to seven more fabs in Taylor.

CelLink will soon open a new electric vehicle parts manufacturing plant in Georgetown, creating 2,000 new jobs. As well, suppliers to Tesla and Samsung have created demand in Williamson County for new, large-scale industrial sites and vocational skills.

When I left the Austin region at the end of 2014 approximately 80 percent of the development projects were office related. In 2023, that has flipped to 80 percent being in manufacturing sectors. The winners of this industrial revolution will be those states, counties, and cities able to develop large tracts of land with good infrastructure and reliable utilities, including high-speed Internet.

key takeaway

Thanks to our pro-business environment, plenty of land, and great vocational training partners like Texas State Technical College in Hutto, Rural Capital Area Workforce Solutions, and Austin Community College, Williamson County is already a winner in this global race.

Dave is the Williamson County Economic Development Partnership Director. From 2004 to 2014, he served as senior vice president of economic development for the Austin Chamber of Commerce and developed Opportunity Austin, a regional effort to grow and diversify the Central Texas economy. He also served as the senior vice president for business development for the Orlando Economic Partnership, and most recently, Porter formed his own economic development consulting business. As a consultant, he worked with the WilCo EDP to create a strategic plan for the organization.

WILCO LEADERSHIP IN SOUTH KOREA: (L-r) Sung Min Hong (Samsung EVP, Head of Foundry HR Team), Dave Porter, Dana Harris (Samsung), PCT 4 Commissioner Russ Boles, Taylor Mayor Brandt Rydell, President Si Young Choi (Ph.D., Head of Foundry Division), County Judge Bill Gravell, Brian LaBorde (Taylor City Manager), Charisse Bodisch (SVP, Opportunity Austin), Sang Phil Sim (EVP, Head of Foundry Marketing & Sales).

by Thomas Graham

The State of the Texas Brand

TEXAS PROVES POPULAR WELL BEYOND ITS BORDERS BUT IMAGINE THE IMAGE BOOST IF TEXAN TAYLOR SHERIDAN BROUGHT THE NEXT-GEN DUTTONS HOME … TO DALLAS?

It is always exciting to me to step outside the State of Texas and see how we are perceived as Texans from well beyond our borders. I have been across at least one ocean in the last several months, but I always scan the media whenever I travel short or long distances from our Lone Star, looking for how the world across the state line perceives us.

These days, Governor Abbott is always reliable clickbait for even the global press, no matter what intentional provocation he is up to at any given moment, and the impeachment proceedings against our notorious lieutenant governor had its own media-spiking moment last month.

Also spiking in June, the Hollywood media mob pretty much anointed Texan Taylor Sheridan as the reigning Emperor of Entertainment: Sheridan, the new owner of the famous 266,255-acre 6666 ranch near Lubbock, was the cover of powerful Variety, which extolled his Western TV series his megahit "Yellowstone", of course, but also

the prequels: "1883" (about immigrants headed by wagon train north across Texas from first arrivals in Galveston and New Orleans) and "1923". My personal favorite of Taylor’s making was "Hell or High Water" he only wrote the screenplay but, boy howdy, I have rascals in my own family that act and talk just like Toby and Tanner Howard!

Of course, reading what’s in the media or on the silver screen isn’t always believing. Nor are even the most extensive media-reading exercises properly nuanced enough for those of us who polish image professionally. We like to measure impacts.

So, in May, we set out to approach our understanding of the external Texas image more objectively, more scientifically. We backed a fresh national poll that confirmed a 59 percent majority of Americans outside of Texas have a positive view of our favorite state. We have measured this before; this year’s positive result is a nice 14 percent increase from last year’s poll.

THOMAS GRAHAM is President, CEO and founder of Crosswind Media & Public Relations in Austin, Texas.

He is a nationally recognized brand advocate and a crisis-tested media spokesperson who has prepared, elevated, and navigated top global and regional leaders through crisis and towards opportunity for more than 30 years.

THE RESULTS

No cheating allowed, of course. Those reporting in to the professional pollsters all lived and worked outside Paradise — I mean Texas. The survey sought the opinion of 845 Americans outside Texas and was very formally conducted April 11-12, 2023 by the respected firm of Pulse Opinion Research LLC.

The new poll also showed that most Americans believe Texas is a good place to start a business (66%), a 13 percent increase from last year; to raise a family (64%), a 12 percent increase; and (first time asked) to travel for vacation (69%).

My interpretation of the stunning and positive results, once I stopped grin-

ning, was that our beloved state is seen as heading in the right direction despite frequent criticism in the outside top-tier media something I sometimes call the Yellow Prose of Texas. (OK, bad pun!)

Despite these occasional slams from outside media, the new poll results reliably demonstrate that outsiders still believe Texas is pro-business, family-friendly, and a premier travel destination. And the results, positive now over two years, suggest those values are durable. Measurable durability in a brand is what professional image masters, most politicians and retailers like to see.

Here’s my solution to quickly rope those renegades into the herd: Let’s

pressure our state’s unofficial but most accomplished brand master, the prolific producer / writer / actor / director / rancher / junior-mustang-cutter (whew!) Taylor Sheridan, to give us a hand and abandon his current and ridiculous obsession with Montana. Time to bring his Duttons home to Texas where they really belong?

Taylor is already shooting virtually all of his blockbuster shows right here on his immense North Texas Four Sixes ranch which is nearly (shudder!) the size of Los Angeles and probably has a mortgage needing payments the size of many a small nation’s national debt.

Everybody knows even Texans who drive their wagons and cattle north to the Far Freezer States eventually yearn to return to the sunshine and bluebonnets of the Texas Motherland. Didn’t lonesome Larry McMurtry’s Augustus McCrae make Captain Woodrow Call bring those frozen bones back to Texas for burial in Clara’s orchard on the Guadalupe? Sure he did. And doesn’t John Grady Cole make it back to Texas?

I rest my case: The next generation of Duttons should be in energy and pipelines anyway, and where better than … did someone say "Dallas"?

As Texans, we like to be liked, so we do need to obsess a bit about the small group of Americans who haven’t yet been persuaded that our Texas is a paradise. According to the May poll:

polled said they have a somewhat negative view of the state.

TAYLOR SHERIDAN, IMAGE: DREAMSTIME

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When purchasing benefits, employers have far more power than they realize.

We design employer-built health plans, which eliminate middlemen and reduce wasteful spending. By kicking bureaucrats out of the exam room, and collaborating with the local healthcare community, our clients can dramatically reduce spending and restore the relationship between the patient and the physician.

.

INFLUENCERS 1 2

TEN QUESTIONS

ROUND ROCK CHAMBER OF COMMERCE CHAIR -ELECT

JESSICA SCANLON

THE BEST LEADERS SUPPORT THEIR TEAMS

I DEFINE A GREAT ORGANIZATIONAL CULTURE

AS one that is driven by a clear mission and vision for the company. A company that is trying daily to live up to its purpose will innovate in a way that is optimally beneficial to our clients, community, and employees. In addition, you must know what your secret sauce is, which we outline with our core values. We hire for these traits; we think about these core values when we’re trying to make tough decisions with our clients or for the business.

I FEEL MOST ALIVE WHEN

I’m doing work in the community. Right now, I am very passionate about creating networking and relationship opportunities for women leaders in Round Rock. I am learning to golf and I regularly organize golf outings with other women so we can practice and play in golf tournaments with confidence. I helped with a retreat this year for women leaders in Round Rock. I’m proud to be the chair-elect for the Round Rock Chamber, and I aim to take that opportunity to create more pathways for female leadership.

BY connecting to them as humans and understanding what’s going on in their lives and what their goals are. If you take good care of your team, your team will take great care of your customers. I know that they may not work for us forever. I will have done my job well if they leave us and they’re still a champion for us, and they’re a great team member at their new company. 3

ONE THING I TRY TO DO

EVERY DAY is wake up early in the morning to spend 15-30 minutes with the love of my life, my husband. I also try to exercise and eat healthy. I’m a busy person during the day, and I work late. That manner of lifestyle can easily lead to my body and mind falling apart and to poor personal relationships. It took me many years to figure out that prioritizing taking care of one's self leads to a much more successful professional life.

I HANDLE NEGATIVITY BY

trying my best, proactively, to avoid it. I don’t surround myself with negative people, and I do what I can as a leader to create a workplace that is supportive instead of punitive; educational instead of correctional. In fact, one of our core values at Hot Dog Marketing is Positivity. Everything in life has two sides to it. Problems come with opportunities, and it takes a team with that mindset to continue to focus on opportunities.

4 5 6

QUESTIONS TO AVOID DISTRACTIONS I ... go to the office! We’re a hybrid and remote company. We have It not only helps me make sure that I stay focused on my work, personal life.

INFLUENCERS

ONE THING THAT IS DIFFICULT FOR ME BUT

I ENJOY IS solving our client’s problems with HubSpot. I’m a big picture person. I love strategy and doing people-centric work, and I don’t love working on a technical project. However, if one of our clients is struggling with creating a seamless customer experience and rolling out an omni-channel strategy, or I find out they’re burning hours with data entry between systems, I love figuring out how to integrate seamless systems and update their processes to save them time. These are typical growth problems our clients face, and I love solving for this with HubSpot.

MY BEST ADVICE FOR HANDLING CHANGE IS

to know change is inevitable, and it comes with opportunities. I’m not sure if there has been a change in our business, staff, personal life, or otherwise that I don’t look back on and say, “It’s been worse ever since,” and that’s because if you approach life with a growth mindset, everything leads to more lessons or opportunities.

IN 10 YEARS I HOPE TO

still be doing what I’m doing. I lead a great business with remarkable people and it feels like I learn something new every day. I can’t get enough of it. One change I am certain of is that my daughter will be done with high school, and I hope I will have more time for more significant community service in some way.

I DEFINE SUCCESS AS

making a positive impact in the lives of others, whether I get to see it or not. We never know how our actions will ripple out into the world, but intentionally working for the good of others has the best chance of making someone else’s life better. To me, that is more important than any accolade or monetary gain.

7 8 9 10

a fabulous office space off Main St. in Round Rock, and I use it. but it helps keep SOME separation between my work life and

JESSICA LEADS HOT DOG MARKETING, ONE THE NATION’S LEADING BRANDING AND DIGITAL MARKETING TEAMS.

SHE ALSO SERVES AS A FRACTIONAL CMO AS NEEDED TO FAST-GROWING SERVICE-BASED AND SAAS BUSINESSES.

SHE IS HIGHLY EMPATHETIC AND EXPERIENCED IN THE MANY BUSINESS CHALLENGES OWNERS AND OPERATORS FACE AS THEY MOVE TOWARD SCALED GROWTH.

SHE OFTEN BECOMES QUICK FRIENDS WITH AND A TRUSTED ADVISOR TO HOT DOG MARKETING CLIENTS.

PHOTOS COURTESY JESSICA SCANLON

by Ben Lake

THE FUTURE OF A.I. IS HERE

We have been hearing about artificial intelligence since, well, we were promised those flying cars decades ago. In fact, the term was originally coined in the mid-1950s and has been used and misused by everyone from science journalists to movie producers. But lately the newest extension of artificial intelligence is into our web browsing and computing experiences.

The shot that caught the attention of many tech watchers most recently was the release of a “language model” called ChatGPT in November 2022. Developed by a company called OpenAI and funded by the likes of Microsoft, Elon Musk, and the co-founder of LinkedIn, it aims to “ensure that artificial general intelligence benefits all of humanity.” A lofty goal, to be sure. But what is it, really?

WHAT IS IT?

ChatGPT is trained on a massive amount of text data1 and is capable of generating human-like responses to a wide range of prompts. This makes it a useful tool for tasks such as language translation, text summarization, and conversation generation. With its ability to understand and respond to context, ChatGPT can provide accurate and relevant information quickly and efficiently. Overall, ChatGPT is a powerful and versatile language model that has the potential to revolutionize the way we interact with machines.

Guess what? That paragraph above was entirely written by ChatGPT itself, when I fed it the prompt “Write an article about ChatGPT in 100 words or less.” You can see how this can be much more than a better search engine. Its ability to understand human language and respond in a coherent way is impressive, if also a little unnerving. But it doesn’t stop with general queries: ChatGPT can also make shopping suggestions, travel plans, menu and grocery shopping lists, and debug computer code.

It does have limitations, though. Its use can be throttled due to the tremendous volume of computing power used by the queries, and its database is

current only through 2021 for now. You also have to create a free account to use it. And it’s not perfect, either. Depending on how the question is asked, results can seem hollow or vague. Nonetheless, it’s utility is causing quite a stir in the tech world.

Microsoft’s Bing search engine is soon going to leverage the power of ChatGPT to provide more natural search results, but the beta release is only open to a limited number of users at the moment. And not one to give up its search crown easily, Google announced at nearly the same time its own AI-based search tool, nicknamed Bard.

You can check out ChatGPT for yourself at this link: OpenAI.com/blog/ chatgpt/

And while you’re there, take a look at the other mind-blowing tool “DALL-E”, which, for a fee, can create brand new images from a natural language description: Openai.com/dall-e-2/

It’s my opinion that we are transitioning from a world where artificial intelligence is coming out of research labs and behind-the-scenes to become a much more user-focused product. It won’t be too long before the way we currently search the Internet is seen as quaint and old-fashioned. My hope, though, is that the great minds behind this technology are building in controls to keep AI a meaningful tool for humans and not the tinderbox for the downfall of our society.

BEN LAKE

Ben is the owner of Open Road Network Services, a Georgetown-based business providing honest, reliable, and affordable technology support to individuals and small businesses. He is particularly passionate about educating and empowering his clients to become more comfortable with technology. • 512-942-7623 • OpenRoad.network

1: FROM THE EDITOR: ChatGBT uses the "corpus" of the Internet—the vast collection of textual, visual, and multimedia content available online.

Every piece of data you upload to the web, from code to profile photos, will eventually be assimilated into the corpus. Laws are being written every day

to control its use and the specifics of what is or will remain intellectual property.

Bridging the Communication Gap

Have you ever felt like when you are talking to a team member that you are talking to a wall? Effective and intentional communications are essential in any workplace and critical components to ensure objectives are received and understood accurately. In this article, we will explore the DISC profile system and the importance of intentional communication in the workplace, particularly between different generations.

The DISC profile, based on the research of Dr. William Marston, author of “The Emotions of Normal People,” is a tool to identify communication styles and provide insight to help you communicate with your team. It aligns individuals with four communication styles, each with strengths and weaknesses.

 Dominance: People with dominance communication styles are assertive, direct, and results-oriented. They are often seen as strong-willed and decisive.

 Influence: People with influence communication styles are outgoing, enthusiastic, and persuasive. They are often seen as friendly and charming.

 Steadiness: People with steadiness communication styles are patient, loyal, and supportive. They are often seen as reliable and trustworthy.

 Conscientiousness: People with conscientious communication styles are analytical, precise, and detail-oriented. They are often seen as accurate and careful.

Understanding individual styles and using them with intent is essential in the workplace. Not only does the facilitating the process ensure messages are received and understood accurately, it also helps build trust and respect between colleagues. The blend and intentional management of different styles can create a positive work environment and is particularly important between different generations working together.

Baby Boomers, Generation X, and Millennials have different communication styles and expectations. Baby boomers value face-to-face communication and prefer to discuss issues in person. GenXers prefer a more direct communication style and appreciate quick, concise communication. Millennials prefer communication through technology and value collaboration and feedback.

By understanding the differences, tailored conversations can be used to bridge gaps and create a more cohesive workplace. Implementing a process for teams to learn and develop their understanding can increase self confidence and coworker trust. Recognizing each

team member's communication in order to match their preferences ultimately enhances the results. As well, clarity creates a positive work environment and by conveying clearly and respectfully, colleagues can build trust and respect. This can lead to increased job satisfaction and motivation.

KEY TAKEAWAY

The DISC profile system can be a valuable tool in recognizing communication styles and adapting messages accordingly. Conversations that are clear and aligned with the recipient's style significantly boost productivity and job satisfaction. In the workplace, intentional communication and mutual respect for diverse communication styles are especially crucial in bridging generation gaps and fostering an atmosphere of appreciation for individual differences.

Understanding how to communicate is essential in the workplace to ensure messages are received and understood accurately.

JODENE O’BRIEN, SR. PARTNER, ACTIONCOACH CENTRAL TEXAS Prior to joining ActionCOACH, Jodee was CEO of United Way of Williamson County. Her executive level leadership and turnaround expertise in business bring another level of knowledge to her client’s businesses. Her passion to help families thrive ties into ActionCOACH’s mission of guiding businesses to conquer the challenges in this changing environment.

JODEE O’BRIEN

GOVERNANCE

WILLIAMSON COUNTY

TRAVIS COUNTY

BELL COUNTY

bellcounty.texas.gov

by Charlotte Kovalchuk

For consideration, please email information to info@wilcobr.com

MOVE PEOPLE ON THE

RICK CORONADO

Rick Coronado has taken the helm as Hutto’s new director of public works, leading major public works activities including street and drainage maintenance, water and wastewater line maintenance, fleet management, facility maintenance, infrastructure improvements, and construction inspection. Coronado served in various roles for the City of Austin Water Utility, including as chief operating officer and assistant director of operations and maintenance.

SARA CERVANTES

Sara Cervantes has come on board as Hutto’s first director of real estate services and is tasked with negotiating development agreements as well as serving as the key point person for new development and projects. Before joining Hutto’s team, she worked for the Texas General Land Office as an attorney.

MINDY MCDONOUGH

Mindy McDonough has joined Hutto’s team as its first regulatory compliance manager. She brings over 25 years of public service to Hutto, primarily with the Texas Commission on Environmental Quality (TCEQ) as an environmental investigator for TCEQ’s Austin Region Office.

In her new role, McDonough will lead the city’s efforts towards environmental conservation as well as develop Hutto’s storm sewer program, act as the city’s liaison with TCEQ, and ensure the city remains in compliance with all federal and state regulations.

TRUDY WILLIAMS

The Hutto Public Library welcomes Trudy Williams as its new library manager. With over 30 years as a librarian around the country, she aims to continue building up services

JOSHUA MUNOZ

Joshua Muñoz has come on board as Liberty Hill High School’s new band director and will be responsible for the wind ensemble, marching band, and program administration. Muñoz comes to LHISD from Round Rock ISD and will begin his 12th year teaching this coming school year.

ANN HATTON

Ann Hatton is Liberty Hill ISD’s new director of transportation. Working in K-12 since 2016, she has experience working with Round Rock ISD, Leander ISD, and most recently, Del Valle ISD where she was transportation director.

TRAVIS MOTAL

Travis Motal has been named Liberty Hill ISD’s new chief of schools and will oversee campus instructional programs and student experiences at all campuses. He will support campus principals and assistant principals, lead student support services in special education, 504, and counseling, and provide guidance for staff of state and federal programs. Motal previously served as director of secondary education in Liberty Hill ISD, as well as a middle school principal in Liberty Hill ISD and a middle school and elementary principal in Taylor ISD.

GREG VIDAL

The Georgetown Independent School District has named Greg Vidal as Cooper Elementary School’s new principal. Vidal brings 18 years of public education experience, previously serving in roles such as assistant principal at Carver Elementary, a classroom teacher, an intervention/dyslexia specialist, and a district

MEGAN CHAMBLEY

Megan Chambley has come on board as the new principal of Frost Elementary School at Georgetown ISD. Her 11 years of public education include serving as assistant principal at Frost Elementary School and summer school principal at the elementary level as well as serving on the district’s attendance action and safety grant committees.

PENNY OATES

Penny Oates has taken the helm as the new principal of C.D. Fulkes Middle School at Round Rock ISD. With 30 years of experience in education, Oates most recently served Round Rock ISD as the principal of Callison Elementary School, an assistant principal at Bluebonnet Elementary School, and an instructional coach for the district.

ALISON PENNINGTON

Alison Pennington has been named the new principal at Reagan Elementary School at Leander ISD. Pennington had served as an assistant principal at Reagan Elementary and was an assistant principal at Four Points Middle School. She began her time in Leander ISD as an instructional support specialist at Canyon Ridge Middle School. Before that, she served in Round Rock ISD, where she taught history at Deerpark Middle School.

SHELLEY ROBERTS

Shelley Roberts has come on board as Tarvin Elementary School’s new principal at Leander ISD. Roberts has served Leander ISD for nearly 20 years and previously served as principal of River Ridge Elementary and an as

by Charlotte Kovalchuk

For consideration, please email information to info@wilcobr.com

BUSINESS BRIEFS

UBIQUITY EDGE DATA CENTER

Santa Rita Ranch, one of the fastest growing master-planned communities in Texas, and Ubiquity, a private infrastructure investment firm that develops and manages critical communications infrastructure throughout the United States, cut the ribbon June 27 to launch its data center. The ceremony kicked off a wave of digital infrastructure improvements aimed at revolutionizing highspeed Internet services in the area.

The new edge data center anchors one of the densest fiber optic network deployments in the state with enough capacity to support neighboring communities, enterprises and carrier transport for next 30 years. The facility is also built with sustainability in mind and is equipped with natural gas generators, making it greener than most edge facilities deployed. Providing significant security and redundancy, Ubiquity’s deployment is monitored 24/7 by a network operations center and offers a landing point for any requested local storage and compute. The center connects to major data centers in Austin, Houston and Dallas.

ACADEMY SPORTS + OUTDOORS

Austin Alvis, president of NewQuest Properties, announced Academy Sports + Outdoors will be the latest anchor at NewQuest’s Townwest Commons. Located on US Hwy 79 near SH 130, it currently features Lowe’s home improvement, Walgreen’s, and the Hutto YMCA among other businesses. Earlier this year, EVO Entertainment Group announced it will break ground there soon on a state-ofthe-art movie theater, bowling, and gaming complex along with a patio, bar, and event space.

The store is projected to initially generate at least $15 million a year in sales, bringing at least $225,000 a year to the City in sales tax revenue – not to mention the much broader economic impact on Hutto and the added quality of life. Once stabilized, the store is estimated to reach $20 million a year in sales.

COSTCO

Costco Wholesale opened in Georgetown July 14. Located at the intersection of I-35 and Lakeway Drive, just a few miles from downtown Georgetown, the wholesaler brings a much-needed shopping alternative to the area and will provide a boost to the local economy.

The development initiative has been underway since 2019, and represents an investment of $13 million. At 158,000 square feet, the store is expected to generate 235 employment opportunities and more than $11 million in projected revenue for the city over the next ten years.

The council approved a $2 million reimbursement for two public roads associated with the project. Funding was allocated from Georgetown's dedicated 0.5% sales tax for transportation projects for economic development.

BAYLOR SCOTT & WHITE HEALTH • NEXTCARE URGENT CARE

The largest not-for-profit health system in Texas and one of the nation's leading privately held providers of urgent care, announce the creation of a new partnership to expand high-quality, convenient care options for patients in Texas. NextCare sites across the state will be integrated into the Baylor Scott & White offerings, which already includes 24/7 virtual care via MyBSWHealth.com.

NextCare will partner with Baylor Scott & White to provide increased patient access to appropriate care settings within the continuum of healthcare provided by Baylor Scott & White. The partnership now makes Baylor Scott & White one of the state's largest health system providers of urgent care. The two organizations will work closely over the next several months to explore branding, digital integration and other enhancements to better serve customers.