From finance to construction, IT, real estate, auto sales, and the law, our best workplaces this year have one thing in common: working through the pandemic
Why Melt Ice Creams Expanded to Wholesale
A fast-growing Austin firm expands to Fort Worth... Then COVID
Jennifer Siehling Project manager The Beck Group
Effective November 2020, Johnson, Miller & Co. will join Whitley Penn. The added depth of experience and expanded physical presence speaks to our commitment to providing high quality client service. By combining our talent and resources, this makes us one of the best companies to work for because Together We Are Stronger.
Contents / Features
November / December 2020
30 The Best Companies to Work
For in Fort Worth For the 30 finalists on this year’s list, being a Best Company to Work For means more than just midday parties and fancy office amenities. Here’s how each company on the 2020 roster is taking an extra step to take care of its employees — especially during one of the most trying years for business.
48 2020 Top Commercial Brokers and Agents The best in the business, based on sales volume and transactions.
Willie Houston III Satori Capital
Buzz 7 Bizz Buzz: How the Fort Worth Stock Show & Rodeo got canceled.
10 Face Time: Melt Ice Creams stays cool through COVID-19, finding innovative ways to stay in business.
Executive Life & Style
14 Distinctive Style: Ethical fashion is in. Here are three looks built entirely with mission-minded brands.
18 Office Space: Marketing and advertising agency PAVLOV finds a “cathedral of creativity” on South Main.
24 Wine and Dine: How hand sanitizer helped local distilleries stay afloat during the pandemic.
26 Tech: Need to up your livestream game? Red Productions has a few tips.
Columns/Departments
56 EO Spotlight: Loot Rentals’ Anna Crelia was heading toward her highest revenue month ever — then a pandemic happened.
58 Analyze This/Wealth: What COVID-19 taught us about financial reporting and ways we can do it better.
60 Analyze This/Legal and Tax: A legal perspective on company COVID-19 policies.
62 Business Leadership/Successful Entrepreneurship: Building your marriage is just as important as building your business. Here are some tips for a healthy balance.
64 Day in the Life: A former Tandy exec builds a business off recording messages that live on after the messenger’s death.
Special Advertising Section 51 The Registry
Ain’t nothing like it December 3–8 Cowtown Coliseum
It’s man vs. beast in Americas’ newest action sport December 9–13 Cowtown Coliseum
Over 350 exhibits featuring Texas made goods, arts and crafts, and one-of-a-kind finds daily 10AM–8PM Mule Alley | Stockyards
Shiny New Things
Most everyone likes getting new stuff. Researchers suggest a release of dopamine is the contributing factor to our love for the novel. It’s the feeling you get when you slide your feet into a new pair of customfit boots or settle in behind the wheel of a brand-new car. On Monday, Oct. 26, we launched our fortworthinc.com website. For those of you who love living and working in the great city of Fort Worth, we are confident it will produce the same rush in you as it has for us.
For those of you who don’t already know this, Fort Worth Inc. and its website fortworthinc.com are products of Panther City Media Group LLC, which is locally owned by myself and Mike Waldum, a working partner and president of the company. In addition, Panther City Media Group publishes Fort Worth Magazine, the company’s flagship title, its website fwtx.com, and Fort Worth HOME.
We started Fort Worth Magazine in 1998 and began a significant investment in its digital footprint 10 years ago. Today, fwtx. com, with its more than 270,000-plus monthly page views and over 70,000 unique visitors each month, along with its associated digital platforms like e-newsletters and social media channels, are front-runners that dominate all of our competitors.
Because Fort Worth Inc. is the business sister publication to Fort Worth Magazine, when we launched it in July 2015, we included it as a sub-website domain on our Fort Worth Magazine website. Adding this startup business magazine to our existing, high-traffic fwtx.com website provided it with instant exposure to the
city magazine’s affluent audience. And, while this cohabiting sibling relationship has been a very good one, after five years of living together, it is time for Fort Worth Inc. to move into its own place.
So, what does Fort Worth Inc. getting its own web digs mean for you? First and foremost, it means that our readers will get more, great business content. It also means that this content will be provided on a timelier basis — daily. We know you don’t have time to seek your news from a multitude of publications. Our goal is to be your single source for business news, and fortworthinc.com will allow us to better deliver the most pressing issues on a daily basis.
While we will be providing you daily original content that cannot be found anywhere else, to be your one-stop shop for news, we will also be curating content from other news sources on topics that we think you will have an interest.
Outside of being a receptacle for all of Fort Worth Inc.’s print edition stories since July 2015, fortworthinc.com will host our new daily business newsletter, a local business calendar of events, as well as videos and podcasts. To make it easier for you to find what you’re looking for, we have sorted our content with dropdown categories, including News, Lifestyle, Commentary, Entrepreneurism, Economy, Real Estate, Awards Programs, and our Lists.
Speaking of awards programs and lists, I hope you enjoy this Nov/Dec issue that includes 30 Best Companies to Work For and more than 100 of our area’s top commercial brokers and agents.
Hal A. Brown owner/publisher
Serving Fort Worth together.
STRONGER THAN EVER.
Our combined team exists to serve you and to protect what matters most. With HUB | GUS BATES, you will always have a team you can call, and most importantly, a friend you can trust.
Bizz Buzz
Oh, Those Blow Dryers
The Fort Worth Stock Show turned to experts for help in coming up with a COVID-19 mitigation plan, but there were too many variables. Like those ubiquitous dryers.
BY SCOTT NISHIMURA
The Fort Worth Stock Show’s unanimous executive committee vote to cancel the 2021 Stock Show & Rodeo was months in the making. After the emergence of COVID-19 cut short this spring’s Houston Stock Show, “we realized COVID-19 was something real,” Matt Brockman, the Fort Worth show’s communications director, said in an interview. The annual show, which dates to 1896 and was to be held Jan. 15 – Feb. 6, generates an estimated $177 million in economic activity each year, employing more than 1,000 seasonal people. The committee canceled the show just prior to 90 days before its start, a target for a decision the show set during the summer. Brockman, in his post for 11 years, sat down for a virtual Q&A with Fort Worth Inc.
Start of studying the problem “When our [2020] show ended, you sigh a big sigh of relief. You begin wrapping up. Right in the middle of all that, we are reading more about this novel coronavirus and COVID-19. What happened at the Houston Stock Show certainly caught our attention [and the] closure of the stock show in Austin. We were seeing these spikes in cases that got worse as we went into June and July. We knew we were going to be confronted with making some really difficult decisions.”
Reaching out for help “Stock Show president Brad Barnes reached out to a number of people. Probably one of the most helpful was [CEO] Barclay Berdan at Texas Health Resources. He put us in contact with Ralph Baine at TeamHealth, a large physicians’ group that staffs a number of medical facilities. They had created an infectious disease task force. We had several conversations with Ralph. We were also having casual conversations with [Tarrant County] Judge Whitley and [Fort Worth] Mayor Price and others and some of our own executive committee members. It wasn’t going to be just something that we discussed among just staff.”
Looking ahead to the winter “Things started looking better when we got into summer. We knew schools would be opening up and trying to open up, and fall sports would occur or try to occur. As we got into
the holidays, we knew there were going to be some critical periods where we could possibly see some increases in transmission. No one’s got a crystal ball. We had to go with some assumptions. Virus spread at that time is certainly at one of its high points. We began to look at criteria for large events, the CDC, looking at their risk assessment tools.”
The numbers “[With] 1.2 million visitors over 23 days, crowds that could reach 50,000 a day, 100,000 a day, close to 150,000 a day. And then the other element is the environment and the situation in which a lot of your guests, primarily your exhibitors, are participating in the show’s activities. You begin to see very quickly that being able to take what could be a good plan on paper that would mirror what the experts had laid out and then put in place, you begin to see tremendous challenges.”
Easiest to mitigate: new Dickies Arena and rodeo “That’s a different animal. You can utilize things like touchless entry and touchless ordering or concessions and then seat your facility at that 50% or whatever the number would be according to the governor’s order. You can create visitor pods, systems for ingress and egress, reduce opportunities where people would come in close contact with each other. We could do that really easily in Dickies Arena.”
But those old animal barns … “Then when you look at the various livestock barns, that’s when things got really different in our opinion. It’s the nature of the livestock exhibitor experience. We’ve got youth exhibitors [12,000 youth entries annually] coming here from [across] Texas. Coming here from 4-H and FFA. You’re putting several of them in a trailer that’s towing livestock. They’re here over a period of two to six days. They’re working in close proximity as it relates to some of those smaller animals but even the cattle. You’re using blow driers and things like that, that could spread droplets. [And the barns] aren’t the best ventilated buildings in the world. Those kids are going to lodge together, interact with each other. By the time you’ve been there six days, that risk increases for contracting the coronavirus.
Then they’re loading back up in those vehicles, and they’re going back to their communities, their families, their schools. When you do the risk assessment, you realize there was a high risk of spreading COVID-19 to not just Tarrant County but beyond. At that point, it gets to be a much easier decision to make. We have a responsibility for public safety.”
Deep dive into CDC general readiness assessment “I’m just reading from this. Daily health checks. Limit staff and attendees to local. Transportation and parking plan. All these exhibitors bring blow dryers to dry their animals. Barriers. Social distancing. What happens if someone gets sick. Isolation room. Knowing people could be asymptomatic or presymptomatic, that was something that really concerned us.”
Why not save rodeo or some parts of the show “You want to pick this thing apart. Rodeo. Youth shows. Carnival. Shopping. 1.2 million people come for a lot of different reasons. We’ve done the Stock Show from 1896. Added indoor rodeo 1918. We’ve added all these other things. Sip and shop, wine camps. We’re about Texas agriculture. We just didn’t want to get in a situation where we sacrifice some for the benefit of others. It’s painful. It’s still sinking in on us.”
Why 90 days “We decided [we] could act too early, or we could act too late. When you’ve got suppliers and contractors that are making preparations and ramping up and arranging temporary employees and arranging supplies, we knew we needed to give those people heads-up. We knew we needed to give the exhibitors heads-up. We also knew we needed to begin selling tickets. We usually start presales in May. Then our ticket office has traditionally opened Monday after Thanksgiving.”
The 2022 show “We’re confident that modern medicine is going to move us forward, that a vaccine will be available, and this time next year, we’re going to be very busy getting ready for 2022. This gives us a little bit of time to make a little preparation and to stay on top of this issue and also learn from other shows.”
Make Life Better
Yes, it’s a lofty idea, but it’s actually the priority at Schaefer. For the past 25 years, those words have been the lens through which we see everything. It’s present in our culture, on our walls and how we approach each day. So, you want to make life better? Good. LET’S DO IT TOGETHER: schaeferadvertising.com/bettertogether
Kari Crowe
Creamed by COVID-19, Melt’s owner turns to local restaurants and grocers, a national shipping service, and neighborhood sales to keep going.
BY MAGGIE FRASER / PHOTO BY OLAF GROWALD
With a new, nationwide shipping service and plans to sell products through a major grocer, Melt Ice Creams is surviving the pandemic and realizing long-term growth plans.
"We buckled down to see what we could do," Melt co-founder Kari Crowe says. Though revenue is below 2019 levels, Melt’s efforts to diversify and adapt have “mitigated” the pandemic’s impact.
"We had to figure out where we could diversify our revenue, how to continue to get our product into the hands of our consumers in a safe way, and how to keep our staff safe and employed. So far, it's worked out."
While Melt's West Magnolia Avenue store in Fort Worth remained open, in March, Crowe closed her stores downtown and in Dallas’ Bishop Arts District for six weeks. Since the company’s launch in 2014, Crowe’s focus has been on her stores and development of the “Joy Factory,” Melt’s Near Southside central kitchen, whose opening set the company up for growth.
“In the beginning stages of the shutdown, we had to move really quickly to adapt our sales channels to be able to continue to bring in revenue and keep providing as many jobs as we could.
"We have great relationships and friendships with chefs and restaurateurs. We reached out to them to see if they wanted to carry our ice cream as an add-on.”
Curbside pickup and delivery through services including Favor and Caviar helped, and Crowe struck deals for the first time
with local restaurants to include her products with the family meals they were selling.
Melt reached wholesale deals with some of the restaurants. In other cases, the restaurants took a small cut. “Restaurants were selling pints to their customers between $8 and $10, and our wholesale price would be a bit lower so they could make some margin,” she says.
As of late September, Melt products were being sold outside its stores with Bonnell’s to-go meals and in the boutique grocer Meyer & Sage. In the near future, Melt plans to offer larger wholesale quantities to restaurants to sell as desserts.
With catering sales down to nothing, Melt converted its ice cream truck, Joy Ride, into a miniature store, reaching out via social media to plan sales routes through neighborhoods.
Voluntary resignations, medical leave, furlough, and layoffs brought down the number of employees to 15 during the shutdown's worst. By late September, Melt’s employee count was back up to 60%-70% of pre-pandemic staff of about 30.
Crowe achieved a major goal in June when Melt began offering national shipping of its products through Goldbelly, an online craft foods marketplace.
Melt products also are on track to be available in a major grocery store in 2021, Crowe says. She credits her team for navigating COVID-19. "If a business can make it through this, they can probably make it through anything. We're excited for the future."
Executive Life & Style
Distinctive Style / Office Space / Wine & Dine / Tech
Creative alignment. Step inside PAVLOV's new A-frame office space on page 18.
Fashion With a Mission
Every piece in each of these ensembles comes from a brand with a mission to make clothing a better way.
BY SAMANTHA CALIMBAHIN / PHOTOS BY OLAF GROWALD
The term “ethical fashion” can mean different things for different companies. For some, it’s following eco-friendly production practices. For others, it’s forgoing the factory in favor of employing artisans and paying them fair wages. But the purpose remains the same — to make clothing a better way.
Magnolia Avenue boutique Etico carries entirely ethical brands — that means all clothing and accessories are either sustainable, fair trade, handmade locally, or a combination of these concepts. Etico’s founder, Marissa Heyl, runs the storefront alongside her own brand, Symbology Clothing, whose mission is to pay fair wages to the women artisans creating the pieces in India.
Heyl pulled together a few looks for both work and play, with every piece made by an ethical brand. More information about Etico and its partners can be found at eticoshop.com.
Abi Be Made Fort Worth designer Abigail Bechard makes each earring by hand and donates a portion of profits to a selected organization.
@abi.bemade
Able Able focuses on employing women and paying fair wages.
@able
Analy Jewelry Each piece of jewelry is handmade by Fort Worth-based motherdaughter duo, Perla Alvarado and Gris Estrada.
@analyjewlery
Carry Courage This company specializes in sustainable cork bags handmade in Portland.
@carry_courage
Darzah This not-for-profit brand provides employment and fair wages to women artisans in West Bank, Palestine. @darzahdesigns
Jimani Collections This company offers employment and a sustainable income for women in Nairobi, Kenya. @jimanicollections
Kat Mendenhall Boots Kat Mendenhall specializes in vegan cowboy boots made in Texas.
@katmendenhallboots
Larissa Kate Lingerie
Larissa Kate designs, sources, and crafts products entirely in the U.S., relying on local women sewers rather than factory production.
@larissakatelingerie
Simpli Simpli curates products ethically made in Vietnam from surplus, ecofriendly fabrics.
@oursimiplistory
Symbology Clothing The mission of this Fort Worth-based, fair-trade fashion company is to empower women artisans around the world.
@symbologyclothing
The King’s Collective The King’s Collective partners with brands and artisans around the world to provide a variety of sustainably made clothing and accessories.
@_thekingscollective
Wayuu Dream Bags These handmade bags support the livelihood of the Wayuu indigenous people living in the La Guajira Desert.
@wayuudreambags
Jimani Brass Cuff | $35 | @jimanicollections
Symbology Maxi Skirt | $120 | @symbologyclothing
Crowned Free Tee | $36 | @_thekingscollective
Kat Mendenhall Cowboy Boots | $525 | @katmendenhallboots
Analy Frida Earrings | $40 | @analyjewelry
The Cathedral of Creativity
Advertising and marketing agency PAVLOV moves into a South Main space that was just meant to be.
BY SAMANTHA CALIMBAHIN / PHOTOS BY OLAF
GROWALD
It’s not every day you meet someone whose creative wavelengths match your own. But that’s what happened when PAVLOV’s CEO Allen Wallach met the owners of Roots Coffeehouse, Janice and Matt Townsend. The trio’s ideas seemed to mesh almost seamlessly — at least, when it came to office design.
Roots owns the A-frame building at 400 Bryan Ave., a stately structure that towers above the hip new eateries and shops in the burgeoning South Main district. The Townsends’ original plan was to open their coffee shop on one corner and turn the rest of the building into coworking space.
Then one day, Wallach took a wrong turn while driving through the area and happened upon the building. Around that time, Wallach had been looking to move his advertising agency from the busy, urban West Seventh corridor to somewhere a
little different.
So, he reached out to the Townsends, who agreed to let PAVLOV lease the coworking space in its entirety.
And somehow, everything just clicked.
“My interior design aesthetic is sympatico with our landlords who developed the space,” Wallach says. “Their industrial or brutal-chic approach — defined by natural wood accents, lots of glass and steel, and polished concrete floors –– was right up my alley and a perfect match for furniture and equipment.”
At 6,560 square feet, Wallach refers to the building as “the cathedral of creativity,” referencing its pointed roof and glass facade at the entrance.
“We are professional thought provokers, so for a creative agency like ours, everything we do is an expression of our talents and expertise. Our office space is a direct extension of our brand promise,” he says. “It’s very hard to convince a potential client that we have exceptional creativity if our most visible feature is dullsville.”
PAVLOV occupies two floors of the building (there’s also a third floor that has not yet been developed). The second floor includes an outdoor patio that overlooks the Near Southside — it also offered the perfect view when the Blue Angels flew over the Medical District to honor health
PAVLOV shares the building with Roots Coffeehouse, and employees can order coffee from the counter on their side of the space.
care workers back in May.
The second floor is also home to what Wallach calls the building’s “wow factor” — the primary conference room, located directly in the center of the A-frame, where natural light pours in through floor-toceiling windows.
“The interior has an abundance of bright, natural light and soothing color palette which lends to a positive vibe,” Wallach says. “More than just for our enhanced productivity and creative inspiration, our office is intended as an oasis for clients and prospects as well. It’s the place where they can immerse, open their minds, and more effectively participate in the process, too.”
Luckily for PAVLOV, the space didn’t need much additional construction nor finish-out, aside from tweaking the layout to include the centerpiece main conference room and adding an upstairs kitchenette. The agency didn’t have to buy much new furniture either and was able to carry over many of the pieces from its West Seventh office.
The furnishings themselves are professional and modern, though there are a few quirkier pieces sprinkled throughout. Magis
Spun Chairs by Herman Miller are shaped like spinning tops — and act as such. “They’re fun to look at, but I almost cracked my head open trying to spin around in it,” Wallach says. An airline drink cart with “cheers” written in 11 languages sits in one common area, while an oversized lollipop — an art piece titled “The Sweet Life, small orange Lollipop” by Elena Bulatova Fine Art — sticks atop a coffee table. There’s also a bench and side table made from reclaimed, 300-year-old longleaf heart pine, crafted by Andrew Bradfield of Bradfield Designs in Fort Worth.
Then there’s the Framery O soundproof phone booth from Finland which, according to Wallach, was only the third one purchased in America (the others were purchased by AT&T and Google). It’s marked by a message that reads “Beam Me Up, Ivan,” written in bold on the exterior of the box.
Plenty of other fun features are found throughout the space. Beaded curtains stylishly hide storage areas. A garage door
by one common area can roll up to let in fresh air. A translucent map of the Near Southside adorns the glass wall of another conference room.
And, yes, employees can totally order coffee from Roots via PAVLOV’s own personal counter on the other side of the bar.
Wallach says he’s glad to be in the South Main district, calling the area a “creative hotspot” with a certain energy that PAVLOV looks to emulate.
And that starts with a great office.
“The building has amazing curb appeal,” Wallach says. “With its pointed roof and sheer glass facade, the exterior beckons visitors and belies the magic that happens inside — it truly is the Cathedral of Creativity.”
Sleek, clean lines blend with rugged wood, metal, and exposed ventilation for a brutal-chic aesthetic.
Bottles Up
How hand sanitizer kept local distilleries afloat during the pandemic.
BY SAMANTHA CALIMBAHIN
There was a time when the tasting room at Acre Distilling looked a little more like a warehouse, stacked with boxes of bottles, labels, and gallons of alcohol. But the downtown Fort Worth distillery wasn’t making whiskey; it was making hand sanitizer.
“I had a grand plan for this whole year,” Acre owner Tony
Formby says. “We had planned out all these events … but [due to the COVID-19 pandemic] my whole plan went out the window.”
Acre was like many other distilleries around the country that began producing hand sanitizer in response to COVID-19. Over the spring and summer, Arlington-based Ricca Chemical would bring 270-gallon containers of isopropyl alcohol to the distillery, then the employees at Acre would bottle, label, and pack each batch of sanitizer by hand. It was a simple mix of isopropyl alcohol, distilled water, glycerol, and hydrogen peroxide; but it kept everyone busy. Formby says Acre kept everyone on staff working full time from March through the end of June and also hired a few parttime workers.
“The distillery was just cardboard boxes full of empty bottles and tops and labels and all sorts of stuff,” Formby says. “Remarkably, we got up to about 2,500 a day, which surprised me.”
Another local company, Blackland Distillery in The Foundry District, created its own hand sanitizer by following a set of instructions provided by the FDA. Blackland owner Markus Kypreos says the process was fairly straightforward (Blackland’s sanitizer is a mix of ethanol, glycerin, hydrogen peroxide, and reverse osmosis water). The hard part was everything else — sourcing ingredients, bottling, labeling, and getting those labels FDA approved too.
But making hand sanitizer kept both companies afloat until tasting rooms reopened again. Acre has since discontinued production, while Blackland has simply cut back. Neither see hand sanitizer production as part of their long-term business plan.
Then again, Kypreos did register with the FDA for a permanent industrial alcohol permit — just in case.
“That’s not the future of the business,” Kypreos says, “unless something else crazy happens. I’m not excluding it after this year.”
Acre Distilling Hand
Elixir
Key ingredients:
Isopropyl alcohol
Distilled water
Glycerol
Hydrogen peroxide
Blackland Distillery
Hand Sanitizer
Key ingredients:
Ethanol
Glycerin
Hydrogen peroxide
Reverse osmosis water
Acre Distilling did much of the work by hand.
Tips for a Better Livestream
The professionals at Red Productions have a few tips on making your next livestream better. BY SAMANTHA CALIMBAHIN
Livestreaming is everything these days with the COVID-19 pandemic keeping everyone at a distance. If you’re a business owner, there’s a decent chance you’ve tried to livestream an event yourself. And for those of us who’ve never done it before, we quickly learned — it is not easy. Thankfully, the professionals at Red Productions — who’ve done quite a few of these over the past few months, including the Fort Worth Chamber of Commerce’s annual meeting — are dropping a few tips for upping the quality of our livestreams.
1. Determine the best platform for your audience. If it’s to be public facing, the easiest and most accessible platforms for live video are Facebook and YouTube. If you have multiple remote locations that you want to be able to cut to in the livestream, then consider a platform like streamyard.com or vmix.com, which offer a lot more control to the host, including the ability to add graphics and premade playback videos.
2. For the highest quality, try to avoid streaming over WiFi. Ideally use a computer that has an ethernet port
plugged into your WiFi router. If you’re on a laptop, you can buy a USB-to-ethernet adaptor on Amazon for $15 to add that port option to your laptop. If WiFi is your only option, then try to set up near the router and ask others on the same WiFi network to limit their data use during your stream.
3. Set up the camera for optimal lighting. Avoid windows directly behind your subject, and ensure the background meets the tone you’re going for. Arrange some sort of lighting on the subject’s face, which will help increase the quality since web cameras typically do not do well in low light.
4. For audio, a pair of Bluetooth headphones like Apple’s AirPods are fantastic. They get the mic near your mouth and help cancel out background noise.
5. Test, test, test. Then test again. Take your stream fully live on a hidden or nonpromoted page. If it’s your first livestream on a YouTube channel, then YouTube requires 24 hours before you can start streaming, so request that permission from YouTube 24 hours before you want to test. When testing, have someone on a separate computer pull up the feed and ensure that the camera angle and lighting look good and that audio is coming through clearly.
6. Create some type of a countdown or download a templated countdown video file that you can play 5 – 10 minutes before your scheduled live time. This allows users to log on early and ensures they have everything all set for your start.
7. Do not playback or embed music from songs you don’t have proper rights on. Many streaming sites have automated systems in place that will detect this and shut your feed down.
8. Or, just hire a professional. Of course, if people don’t want to do all of this on their own, we’d be happy to work up an estimate for them at no cost through Red Productions. Or they can use our sister company, Backlot Studio, to shoot their own livestream with their own gear or rent ours.
Red Productions running a livestream with Cancer Care Services.
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As a company that specializes in custom revenue cycle services,
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MAKING
COVID-19 tested everybody in our 2020 Best Companies to Work For in Fort Worth. This year’s class found new ways to get the work done.
BY SCOTT NISHIMURA
/ PHOTOGRAPHY BY OLAF GROWALD
THE GRADE
Fort Worth Inc.’s 2020 Best Companies to Work For in Fort Worth was easily the most challenging of the five we’ve done in the five-year history of this magazine.
We love the annual opportunity we get to visit with business owners about what makes great workplaces. This year’s contest caught our eventual award winners amid COVID-19. This issue is full of their stories, what they learned about the nature of work in their workplaces, what keeps employees going, and how to maintain productivity.
The contest is run independently of the magazine’s ownership and staff. In short, we have no say in the outcome. The Best Companies Group, a research firm that manages more than 70 Best
Companies programs worldwide, runs our contest. Best Companies assesses applicants in two segments.
First is an examination of company practices in everything from benefits to diversity in recruitment; methods and frequency of employee reviews; training, education, and career development; leadership development and succession planning; communication and encouragement of employee feedback; employee recognition; and family friendliness and work-life balance.
The second segment is the results of confidential surveys of employees that Best Companies Group runs. Contestants have access to detailed data on their employees’ feedback from the Best Companies Group.
The awards were handed out at a luncheon Nov. 12 at Fort Worth's T&P Station. D&M Leasing was platinum sponsor.
Small/medium companies (Up to 250 employees)
1 Satori Capital LLC 33 11 InvestmentsValues based on Conscious Capitalism. Optimal Living Program; free daily chef-prepared, healthy lunches; weekly on-site chiropractor and health advisor; guided meditation sessions; group workouts; yearly $1,000 allowance for gym memberships and other fitness purchases. Biennial executive health screenings for each employee. Optimal Living Days program: guest speakers on wellness. Tuition reimbursement. Recognition programs. Fifteen paid vacation days. Adoption assistance. After-school programs for kids of employees. Eldercare assistance for employees with aging parents. Work from remote and flexible hours in place pre-COVID. Post-COVID: meetings virtual, new fit employee programs, temporarily converted chef lunches to home delivery. Birthday holiday and $100 charitable gift.
2 BPS Technologies 38 24 TechnologyNew modern headquarters opened this fall. Benefits include 15 vacation days after one year. 401(k): 3% of salary per pay period regardless employee contribution. Those "just table stakes. For employees to really love working somewhere, they have to be fulfilled by their work."
3 VLK Architects, Inc. 209 99 ArchitectWest Seventh offices, Fort Worth. Focus on work-life balance, connecting to employees' passions. Every employee assigned a fellow mentor/mentee from another department. Regular chats between agency leaders and employees. Monthly Fireside Chat staff-wide Friday breakfast. Monthly VLK University staff meetings focus on lessons learned. Regular staff travel to conferences. Telecommuting options preCOVID-19.
4 Koddi 165 75 Ad technologyEmployees get to advance fast-growing firm's ad technology worldwide. Advanced tools. Benefits include unlimited vacation, new maternity leave policy, no vesting period 401(k), gym membership reimbursement. Post-COVID, employees received $500 apiece for home offices; mental health resources and financial advice; $100 health and fitness stipends September; child care/tutoring reimbursements up to $800 monthly for working parents. Koddi won Bronze Stevie Award for Most Valuable Employer - North America for response to pandemic.
5 Tarrant Roofing 33 33 RoofingNewly built headquarters with large break room, modern and spacious workspaces. Owner invested in modern, efficient tools. “Quality first and profit second.” Promotes from within. Friday breakfasts, salesperson of month plaque awarded at one. Telecommuting options.
6
7
Muckleroy & Falls
man-
Woman-owned. Quirky firm's offices above bar in historic Stockyards. Office dogs greet guests. Large number of staff international. Regular socials with ethnic food. Regular "Coffee with Katy" convos with owner. Unlimited vacation, nod toward travel needs of foreign-born staff. Owner says company proved during COVID it would maintain productivity by working remote. Robust college intern program fills pipeline. First-time health coverage installed 2020. 401(k) coming 2021.
Fast-growing tech firm provides substantial opportunity for advancement, generous rewards. Tech toolbag given each new employee. Telecommuting, flexible schedules in place pre-COVID. Newly built modern offices, largest tenant Fort Worth Club Tower. Fully-stocked café, collab rooms, TV lounges, arcade. Catered breakfasts, lunches. Corporate concierge. Casual dog-friendly work environment. Gym reimbursement, company bikes, Trinity Trails nearby. Team-building, happy hours. MineralWare of Fortune, four employees chosen to have lunch together monthly. Half-day Fridays once a month. Fort Worth Club on-site.
Biggest intangible benefit of working at 133-year-old nonprofit: creating families daily, 33,000 children placed since 1887. Ample staff gatherings, recognition. Post-COVID: virtual staff lunches; increased town hall communications; "creative" ways to safely hold baby and wedding showers, appreciation lunches, retreat, flu shot clinics.
Women own more than half of company. Manages revenue cycles for medical practices. Set up to support remote work and to serve clients "from anywhere in the world." Company grew during COVID. Top cultural value is positive. "Those who try to impact culture through top-down mandates typically find that an approach of this nature will never yield constructive results." Work from home, flexible schedules. Casual office. Full slate benefits, including 10 days paid time off and nine paid holidays per year. Happy hours, parties, contests.
BankingLocally owned, growing, four-branch community bank. Flexible schedules. Employees tout work-life balance, caring for each other and customers, focus on family needs. Full slate benefits, including health coverage, bank-provided disability and life, generous 401(k) match, gym reimbursements. Casual Fridays, snacks and beverages, morning huddles, staff lunches, promoting from within, open door management policy.
mission Make Life Better, for employees and customers. Offices in historic renovated building, Near Southside. Owner puts focus on families. Flexible schedules. Leadership in community encouraged. For 2021, agency supporting three organizations that serve marginalized communities. At start of COVID, owner hand-delivered Melt Ice Creams to all employees, including ones in Austin. Post-COVID, operating 50% in office, rotating days to protect staff. Created Silver Linings email string for employees to share gratitude. Staff baby showers. Four babies born to staff in last 10 months. Newly created moms' room, The Nest. Celebration for employees' work anniversaries include handwritten cards from all staff, converted temporarily to virtual for COVID. Annual "BooneDoggle" staff retreat.
Four of eight partners are women. Women ownership percentage: 52.49. Focus on staffing adequately to allow work-life balance, volunteer leadership in community. Benefits include performance-based bonuses, company-paid health, vision and dental insurance, 3% profit-sharing contribution, maternity and paternity leave, and a CPA exam passing bonus. Telecommuting options.
culture. At start of COVID, owner held meeting and told employees they were in no danger of losing jobs or hours. Work from home for family needs. Full slate benefits. Birthday celebrations, catered lunches, Thanksgiving potluck, catered Christmas breakfast.
culture fostered through social opportunities and sports leagues and heightened through COVID, as the company closed its offices until mid-summer when it opened them up on voluntary basis. "It was not until recently that we have had all our staff back in the office full time, while ensuring proper sanitation and social distancing measures. We had to make sure that our employees felt safe and were kept safe." Daily video calls and virtual happy hours temporarily replaced face-to-face. Newly built Fort Worth offices at Waterside, off of Trinity Trails close to services, fitness options. First factor in location: where employees live. Benefits include generous, flexible paid time off, 401(k).
contractor Family-owned company and orientation. Get-togethers include fish fries, chili cookoffs, axe-throwing happy hour, skeet shooting, Stock Show outing. Team celebrates wins with office gong. Through COVID, "we have celebrated the little things": cookie cake for National Chocolate Chip Cookie Day; tacos for National Taco Day; guacamole, salsa, and margaritas for National Guacamole Day. Uses M&F newsletter to celebrate engagements, weddings, newborns. Benefits include three weeks paid vacation "from Day One." New offices off of Trinity River at South University Drive have locker rooms and showers.
and air condition-
Family-owned company gives employees a boost in buying homes and cars, making their first payments. Flexible hours and work from home for office staff. HVAC techs work four-day weeks, line up for shifts based on system that includes customer reviews. Loves to hire veterans for their reliability. CEO a private pilot who uses planes to fly relief supplies into disaster areas.
Fast-growing company relies on relationships to build business, does not do bid work. 23 Fundamentals drive interaction with each other and customers. Family-owned with family cutulre. Get-togethers include cookouts, Rangers games, clay shoots, bowling, Christmas party. On-site gym. Flexible hours. CEO hands out gift cards weekly to employees who receive customer praise, writes letters to families of new employees. Benefits include health coverage, 401 (k), $300 annual voucher for company logo merchandise. Owner has distributed minority shares to key employees.
Core of family-owned company's sales culture is relational: 70% of sales are from repeat customers. D&M system includes regular contact with customers through their lease terms. D&M contributes to numerous community causes. "Our team members love having the opportunity to serve others in their daily work." Benefits include health coverage and 401(k) with generous match.
history of
Encourages growth through involvement in outside organizations.
downtown Fort Worth offices traditional environment, turned out suited for COVID precautions. Flexible schedules for family needs. Expanded technology to accommodate virtual work and meetings. Full benefits.
company differentiates itself from traditional retailers in its training of employees to ensure product knowledge and best fit and strong relationships with corporate and institutional clients. Work from home and flexible schedules in place prior to COVID. Benefits include generous paid time off.
Caring for each other is at the center of this nonprofit's culture. Moved to work from home and virtual communications "on one day's notice" this spring. Flexibility in work schedules. Created "safe space" to discuss "systemic racial inequity" during staff meetings, including stories from people impacted by racism. CEO Melanie Wilson asked staff to contact her with suggestions on how agency can provide more support for employees and clients of color. Went virtual with staff meetings, coffees, ran socially distanced beignet hour in parking lot of Near Southside offices.
Urban Air, which runs 150 trampoline parks, likes to let employees try new things "and push out of their comfort zone," CEO Michael Browning says. "What truly makes Urban Air different is the spirit of innovation and support. There are very few places where people are allowed to stretch their wings, try new things, and push out of their comfort zone. This isn’t just allowed, but it’s totally supported. People are cross-trained in multiple different areas, and if you are successful, you can move up the ladder quickly."
Douglas' quarters in an old renovated auto dealership fronting Fort Worth's West Seventh is at the heart of its culture. It features a grand piano in the lobby, recording studio, and fully stocked kitchen. The agency has invested in ensuring employees have the technology and office furniture to work from home. Benefits include health coverage for employees and their families, stipends for gym memberships and fitness classes, and tuition reimbursement. Pushed virtual by COVID-19, the firm has gone virtual with its Well Done awards and annual fantasy football league.
Workplace and customer culture built on inspiring, educating and serving. Staff trained to ask customers about soil, sun, and gardening experience. Amid COVID-19, moved staff meetings outdoors and to packaged foods, shortened retail hours, and gave employees a three-day paid closure in June to recharge after the spring season. Also gave employees a $250 bonus for an online course or to give to charity. Bought 1,000 hydrangeas and asked staff to give to customers. Bought a load of Nothing Bundt Cakes and asked staff and customers to give them to front-line workers.
Large employer category (250 or more U.S. employees)
sales,
built around values of "Customer-Centered, Trust, Family, Teamwork, and Fun." Weekly “shout-out” emails, monthly birthday luncheons, leadership conference for business managers and maintenance leads, annual holiday party with staff flown in from around the country. "COVID-19 has prevented us from conducting these types of in-person events" this year. Company engaged employees through virtual happy hours, virtual leadership conference, virtual summertime sweepstakes, holiday goodie boxes. Founder Chandler Wonderly paid each employee nationwide $1,000 extra during the peak of the pandemic to ensure financial stability.
Fifty-percent, woman-owned group of established and growing businesses still in Frank Kent family. Went to work from home and rotating days amid COVID. Casual, family-oriented. Monthly bonus plans. Weekly drawings for tickets to TCU and Texas Rangers games. Benefits include health coverage and 401(k) with match.
sharpened company's culture of Helping and Serving Others. Employees outfitted with necessary technology and tools to work from home. USHEALTH's agents already had the technology. Downtown Fort Worth offices, opportunities for advancement. Full slate of benefits, including health coverage and 401(k) plan.
Small/Medium Companies:
Up to 249 U.S. employees
1
Satori Capital
FORT WORTH
What they do: Investment firm
Employees: 33
Satori Capital, a multistrategy investment firm founded on the principles of conscious capitalism, has continued to rapidly grow, increasing assets under management, number of portfolio companies, and team size, to 33 this year from 23 in 2016. “We are fortunate that COVID has not had a significant negative impact on our business,” Willie Houston III, the firm’s chief operating and chief financial officer, says.
“We were able to immediately and seamlessly shift our entire team to working remotely without losing any productivity, and the vast majority of our portfolio companies and partners have been successfully navigating the associated upheavals in the economy and financial markets.”
COVID-19’s meant disruptions — at least temporarily — to the company’s collegial culture, which has included everything from meditating before staff meetings to daily chef-prepared employee lunches and working out together. “We have worked to extend our culture outside the office,” providing each employee with the necessary equipment and providing the chef lunches through weekly contactless delivery, Houston says. “We also converted all team meetings to online formats and have even held a few happy hours in a virtual format.”
Houston touts Satori’s benefits program that includes such perks as group workouts, executive health screenings, a personal concierge service, an on-site chiropractor, and Optimal Living guest speakers. “Beyond these exceptional benefits, I deeply appreciate Satori’s sense of purpose and commitment to embodying its core values. I draw great meaning and fulfillment from building something so special.”
2
BPS Technology ARGYLE
What they do: Technology for energy and agriculture markets
Employees: 38
BPS Technology is a fastgrowing technology firm whose SymMAX chemical manufacturing technology can, the company says, dramatically reduce the amount of chemicals needed across industries by end users. The firm’s plan for 2020 was to sell SymMAX to new customers, but COVID-19 and swooning oil prices altered those plans, CEO Bravis Brown says. BPS began producing hand sanitizer; diversified its energy line, offering midstream and downstream solutions; and created a business unit to address the global need for food security spotlighted by COVID-19. To advance worklife balance, this summer BPS provided half-day Fridays. It equipped employees to work by remote and offered flexibility to parents with school-age children. The company also donated 40,000 bottles of hand sanitizer through mid-October to various organizations.
Dr. Robert Geiger, VP of product development
“I joined BPS Technology a year ago. The company has all of the hallmarks of a great place to work, but for me it’s really about the team that I’m working with and the technology behind the projects we focus on.”
3
VLK Architects FORT WORTH
What they do: Architecture firm
Employees: 209
VLK’s principals spend a lot of time working on making sure their employees have worklife balance and are challenged by their work. Every employee is assigned a fellow mentor/mentee from another department to work with throughout the year. VLK hosts regular chats between the agency’s leaders and employees, including a monthly staffwide Friday breakfast called the Fireside Chat. Its monthly VLK University meetings with staff revolve around conversations of lessons learned. The company regularly sends staff members to conferences. The agency ties everything to its core values, which include integrity, continuous improvement, honesty, quality, and personal growth. COVID-19 forced the conversations online with VLK setting up for more telecommuting. VLK also reduced common area use and put up signs teaching proper social distancing.
4
Koddi
FORT WORTH
What they do: Advertising technology and media management for travel industry
Employees: 165
The fast-growing Koddi made quick work of adapting to COVID-19, closing its offices March 6 for disinfecting. “Knowing that a workfrom-home order would last months, not weeks, all employees were given $500 to make their home workspace more enjoyable, productive, and efficient,” says Sabour Huml, vice president, people and culture. Koddi provided mental health resources and brought in financial advisers to help employees plan. Koddi gave all employees a $100 stipend in September for health and wellness expenses. “And working parents were offered a child care/tutoring reimbursement up to $800 per month, as well as support finding child care and tutors
Dr. Robert Geiger BPSTechnology
Andre Holston Koddi
via an employer-sponsored plan with Care.com.”
Andre Holston
Engineering team lead
“Koddi is fast-paced, ahead of the curve, and the emerging leader in its market, but it’s the people and the commitment to those people that ultimately make Koddi great.”
5
Tarrant Roofing
FORT WORTH
What they do: Roofer
Employees: 33
Established roofing company recently completed a new headquarters facility with ample space for meetings,
a great place to work allows us to establish lasting relationships with our customers. We promote almost 100% from within, and that really inspires our team to work hard every day.”
6
Construction Cost Management FORT WORTH
What they do: Cost estimating services
Employees: 14
company get-togethers, and informal social gatherings. Owner likes to promote from within. Company has telecommuting options.
Brad Frost Sales manager
“Tarrant Roofing is the best place to work. Our owner, Danny Leverett, goes above and beyond to ensure a positive and healthy work environment. We recently built a new headquarters in Fort Worth, and our owner made sure that all the employees had a large break room, nice restrooms, and most importantly, modern and spacious workspaces. He is adamant that we have the best and most efficient tools to do our jobs. Our pledge is ‘quality first and profit second.’ Having
It’s been a big year for Construction Cost Management, which sells cost estimating services to architecture and engineering firms pursuing government contracts. COVID-19 forced the closure of many government offices, slowing CCM on its jobs. “We capitalized on the slowed pace by procuring extra training and certifications to better serve our clients,” owner Katy Abraham says. “September saw the reopening of many
government offices, and we are now seeing a steady uptick in contracts.” The company revamped its offices in the Fort Worth Stockyards to create social distancing and uses Microsoft Teams to have staff meetings and regular “Coffee with Katy.” “Our in-person parties and food experiences will have to wait,” Abraham says, referring to the cross-cultural get-togethers CCM likes to host, given a number of its employees are from overseas. Abraham this year added health and vision benefits and has a 401(k) plan in the works. Her benefits include unlimited vacation, a nod to employees who need to travel to see family internationally.
Vicki Eldredge Director of accounting and HR “2020 Lessons: What has true value? There is value in leadership that gives employees a sense of peace and security that was so desperately needed this year.”
Brad Frost Tarrant Roofing
Susanna Larseingue MineralWare
7
MineralWare FORT WORTH
What they do: Mineral management software
Employees: 25
The fast-growing MineralWare has kept up its pace, expecting to close 2020 with nearly 300 clients, up from 60 at the end of 2018. COVID-19 and the subsequent plunge in oil prices “did create an environment of uncertainty, but thankfully, it had a minor impact on our company,” Pete O’Brien, executive vice president of operations, says. That’s because the firm’s software has simplified the arcane world of mineral management. The company’s culture is built on “S.E.R.V.E. — Service, Excellence, Relationships, Virtues, Excellence.” Employees receive quarterly feedback on their alignment with the values.
Susanna Larseingue Director of human resources and PR
“In my three years with MineralWare, it has been incredible to watch the amount of growth the company has undergone and innovation we have brought. Our approach gives our highly driven team members the unrestricted opportunity to excel.”
8
The Gladney Center FORT WORTH
What they do: Adoption agency
Employees: 87
The Gladney Center has faced myriad challenges from COVID-19 that impeded
the adoptions the agency has arranged for 133 years. When COVID-19 temporarily forced the agency into working remotely, “we lost some of the social connectedness that is the foundation of our culture,” CEO Mark Melson says. To counter that, the agency implemented virtual lunches, increased “town hall” communications, and reworked events such as baby and wedding showers, staff retreat, appreciation lunches, and flu shot clinics for safety.
Heather Rogers
Home residential supervisor
“As I’ve grown, I’ve watched Gladney grow, too. Adoption is hard. It comes from heartbreak. Adoption is also extremely beautiful. At Gladney, we walk through these dichotomies together. We create life-changing moments.”
9
Medisource RCM COLLEYVILLE
What they do: Revenue management for medical offices
Employees: 15
Medisource RCM has seen its growth steadily rise, even through the pandemic, Nichole Kyser Crites, the managing partner, says. “We have been strongly considering opening the door to new applicants but have remained cautious for now in an attempt to avoid any situation which might necessitate a reduction in force during the current crisis,” she says. Medisource’s owners founded the company to support working remotely, Crites says. With remote work and flexible schedules already
in place, “for us, it was more important to regularly check in with our people.”
Kasey Harris
Payment posting specialist
“The leadership at Medisource regularly looks for ways to grow the company based on our individual passions. They ask us what we are interested in doing and how we would like to see our own career unfold before making changes that might impact our trajectory.”
10
Worthington National Bank FORT WORTH
What they do: Banking Employees: 53
Worthington National Bank has continued to grow through COVID-19, adding loans and deposits. A big piece of the company’s culture is its care for employees and customers.
“We try to support each other through life events that impact us all,” Greg Morse, CEO, says.
Heather Rogers
The Gladney Center
“The pandemic has showcased just how much our employees care about each other.”
Lucas Sawyer
Senior vice president, commercial lending
“It’s easy for bankers to jump around every couple years for more money, but it’s hard for bankers to find a family of coworkers who genuinely care about them. The bank is always supportive of employees taking personal time to serve their families and community.”
11
Schaefer Advertising Co. FORT WORTH
What they do: Full-service advertising agency
Employees: 44
Schaefer Advertising has seen 193% revenue growth over the last four years, working with clients in health care, real estate development and destination and entertainment. CEO Ken Schaefer set three goals when COVID-19 hit: Keep all of the agency’s people, break even for 2020, and emerge stronger.
tinue to provide services to our clients without disruption.” The firm is projecting an increase in revenue this year over last year. “We expect our growth trend to continue, and our client relationships have grown stronger than ever.” Employees tout the firm’s strong work-life balance, which Crawford said starts with ensuring adequate staffing.
Will Ausburn Insurance compliance manager
13
University Building Specialties HALTOM CITY
What they do: Distributor of commercial doors, frames, hardware, toilet partitions, and accessories
Employees: 40
“We’ve been able to exceed all three of those goals,” says Sara Hull, executive vice president. The agency’s mission is to Make Life Better for employees and customers. Early in the pandemic, Schaefer delivered Melt Ice Creams to every employee. Four babies have been born to agency employees in the last 10 months. “We’ve had drive-through baby showers, virtual babysitting sessions, and countless baby picture showings,” Hull says. “We’ve even built out a special moms’ room called The Nest.”
12
Sutton Frost Cary ARLINGTON
What they do: Full-service CPAs
Employees: 42
Sutton Frost Cary has enjoyed steady growth trajectory over the last several years, at 3% - 5% annually, the firm says. “Fortunately, even before the pandemic hit, we had the tools and technology in place to work in a virtual environment,” Kim Crawford, a partner, says. “This has allowed us to con-
“One of the most important aspects of working here at SFC is the encouragement of balancing our workload with a successful home life, producing a unique family atmosphere.”
Willie Dubuis has built the culture piece by piece since he took over ownership of University Building Specialties a few years ago. The company offers 100% paid health, dental, longterm disability, and life insurance. It has a 401(k) and bonus program. The company’s recent clients have included the new
Kasey Harris Medisource RCM
Will Ausburn Sutton Frost Cary
Dickies Arena and Greek houses at TCU. When COVID-19 hit, one of the first things Dubuis did was meet with employees and tell them none would lose their jobs or hours. “We would continue to offer all of our benefits and not take a cut in anything.” The company took out a federal Payroll Protection Program loan. UBS readily agreed to allow employees who had child care conflicts to work from home.
Robert Sherman
“What makes UBS great is how they make staying family-oriented a priority, no matter what.”
14
Pacheco Koch FORT WORTH OFFICE
What they do: Engineering
Employees: 227
Pacheco Koch opened its Fort Worth office in 2009 with three employees and today has 67. The firm, based in Dallas, moved the local office last year to a newly built 25,000-squarefoot building in the Waterside development off of the Trinity River. The firm’s projects include public infrastructure and site design for development. “Development and construction have not slowed down during COVID,” Brian O’Neill, the Fort Worth principal, says. “For this, we are grateful, because we design what gets built. While we have had some projects go on hold due to economic uncertainty, we have continued to grow and meet our goals as a company.” When the firm picked the location for its new offices, “we prioritized the office location to where our staff lives, instead of where the executives live,” O’Neill says.
15
Muckleroy & Falls FORT WORTH
What they do: General contractor Employees: 53
Muckleroy & Falls figures to have a “strong” 2020, given the construction industry’s procurement cycle, Zachary Muckleroy, vice presidentbusiness development and marketing, says. “Most of our 2020 business was sold in 2019,” he says. “The real impact of COVID-19 will show up next year as we’ve had to reduce our sales goal by 55%. Since July, market activity has picked up, and we have been fortunate to have won several projects over the summer and into the fall.”
Lauren Taylor
Marketing manager
“Muckleroy & Falls feels like an extension of my family. Everyone is treated with respect and empowered to be a leader.”
16
Comfort Experts
FORT WORTH
What they do: Air conditioning and heating Employees: 69
Comfort Experts is one of the most progressive small companies among our Best Companies when it comes to the flexible workplace. Accounting workers at the air conditioning and heating company work from remote, a policy the company tried a few years ago when it almost lost a valued employee who asked for the flexibility. Air conditioning technicians enjoy a four-day
week and queue up to pick their shifts based on a system that includes customer reviews. The family-owned firm makes the first payment for an employee who buys a car or home, checks CEO Brett Hobson hands out during staff meetings.
17
Steele & Freeman, Inc.
FORT WORTH
What they do: General contractor
Employees: 78
Steele & Freeman continues to see growth in projects in progress and in revenue, focusing on securing repeat business with major clients such as city governments. The company does no bid work. “Though corporate growth is not a priority to us, it just happens organically when you have a talented team”
that’s providing service, Dena Rowland, vice president of operations, says.
The company operates under its “23 Fundamentals,” which include employee safety and blameless problem-solving. The company’s familial culture, which includes fish fries and clay shoots, has been impeded by COVID-19. “We have maintained a fun company culture through virtual gatherings and outside, socially-distanced activities,” Rowland says. CEO Michael Freeman handwrites letters to families of new hires and gives out gift cards at weekly staff meetings to employees who’ve received complimentary letters from customers. The company has flexible hours for family needs.
Darin D. Whitlock Post-construction manager
“Steele & Freeman started a mentor/mentee program in 2019, and we also imple-
Lauren Taylor Muckleroy & Falls
Sherry Horner D&M Leasing
mented our 23 Fundamentals in 2017. These 23 Fundamentals describe the values, behavior, principles, and practices that are the foundation of our unique culture. They explain how we relate to each other, our clients, and partners.”
18
D&M Leasing FORT WORTH
What they do: Auto leasing Employees: 200
D&M Leasing’s business model, which limits physical contact with customers, has been in place for years, serving the company well during COVID-19. “D&M has been fortunate to thrive despite COVID-19 and the challenges it has presented,” Greg Buell, chief financial officer, says. “We had to make some adjustments, but we never had to furlough any employees or vendors.” D&M worked with its financing partners to offer payment deferments and other assistance to customers impacted by the virus. D&M estimates 70% of its business is repeat; its model keeps agents in touch with customers through their lease terms.
Sherry Horner Leasing manager
“In September 2018, I walked away from 30 years in the car business. I knew I wanted to serve others and did not think it was possible in the auto sales industry. It is so great to hear my customers say, ‘Wow, I’ve never had anyone explain things to me like that; it makes perfect sense now.’ My only regret with D&M is not finding them 20 years earlier.”
19 McDonald Sanders, P.C. FORT WORTH
What they do: Law firm Employees: 43
McDonald Sanders describes its office culture as an “excellent mix of professionalism and friendliness.” The firm moved in January to new offices within its downtown Fort Worth building. The new office is designed in a traditional layout with private offices. “This was fortuitous as it has made our new offices ideal for COVID protocols,” George Haratsis, director and shareholder, says.
Kathy Kassabian Reid
Associate attorney
“As a new mother, I really appreciate the firm’s interest in working with my specific needs and those of others and their families,
taking into account the need for flexible schedules for child care and home-schooling issues due to COVID, and at the same time making sure we handle the needs of our clients.”
20
Work Wear Safety Shoes
FORT WORTH
What they do: Safety shoe distributor Employees: 85
When COVID-19 hit earlier this year, Work Wear Safety Shoes, which helps companies set up and manage footwear programs for their employees, proclaimed, “Partners don’t leave partners at a time like this.” Says CEO Coleman McDonald: “As long as our essential-businesses customers were on the job, then we had a job to do keeping them safe. A
line was clearly drawn between us and our competitors: They are shoe stores that happen to sell some safety footwear. We are the safety footwear professionals.”
Natasha Martinez
Territory manager
“Work Wear Safety Shoes is such a fun and rewarding place to work. Every day, we all feel like we serve a greater purpose — keeping our customer safe, happy and productive on the job.”
21 Cancer Care Services
FORT WORTH
What they do: Free support services for cancer patients in Tarrant County Employees: 34
Demand for Cancer Care’s programs and services has grown
Kathy Kassabian Reid McDonald Sanders, P.C.
dramatically over the last year, CEO Melanie Wilson says. In 2019, the nonprofit hired two former clients — both certified community health workers — to provide culturally responsive outreach in underserved neighborhoods. The agency also hired a financial advocate to help clients avoid bankruptcy. Cancer Care has a navigator who works solely with caregivers beginning this year. In March, Cancer Care created a COVID Emergency Fund in response to clients’ needs for food and shelter.
Carlene King
Community health worker
“I am a 13-year breast cancer survivor, and I have been connected with Cancer Care since 2008. Cancer Care Services was an integral part of my cancer journey. I have been an advocate for this organization from Day One.”
22
Urban Air Adventure Parks BEDFORD
What they do: Indoor entertainment Employees: 92
COVID-19 has been tough on Urban Air, which operates 150 indoor trampoline parks.
“The pandemic has been hard on the organization and the culture,” CEO Michael Browning says. “Like many companies, we did have to let go some of our family members, and this is always hard. The remaining team willingly took a 15% pay cut to ensure that everyone else could stay employed. And what has been the most difficult is that, to stay within social distancing guidelines, we are on an A/B schedule in the office.”
Communication has been the important to bringing Urban Air through COVID, Browning says. “The key to supporting our Urban Air family has been
regular, honest communication, balancing encouragement with a realistic vision for what the company was going to go through.”
23
Warren Douglas Advertising FORT WORTH
What they do: Advertising agency Employees: 26
COVID-19 has tested Warren Douglas in a way it’s never been tested, CEO Doug Briley says. “The COVID environment has accentuated our team’s drive and commitment to excellence that has always been present but never tested in the way a global pandemic has. Our teams have been more accountable, more productive, more focused, and more successful in driving results for our clients.”
In April, the agency launched improvements to proprietary project management software that increased productivity by more than 20%, Briley says.
The firm’s employees have been working from home since COVID-19 broke out. Staff members volunteered to go without a paycheck if needed, he says.
“Every team member was patient when, in the one and only time in agency history, payroll was delayed by a few days.”
Frank Laudo
Executive creative director
“Being selected as one of the Best Companies to Work For in Fort Worth by Fort Worth Inc. magazine is an honor, to say the least, but not really a surprise to anyone who works here. Why? Warren Douglas has created a space that’s conducive to creativity and collaboration. But
this year was different, for all the obvious reasons. Our true mettle was tested.”
Fossil Creek Tree Farm and Nursery FORT WORTH
What they do: Tree farm, nursery Employees: 34
When COVID-19 broke earlier this spring, Josh and Terra Richards at Fossil Creek Tree Farm in Fort Worth moved quickly. “COVID forced us immediately to shift and take our selection online to serve our community in their homes,” Terra Richards says. “We offered free delivery throughout the spring months to allow families to shop online. We also provided classes each week on Facebook Live and YouTube to inspire and educate families to garden together at home.” The moves went to the company’s cultural values of inspiring, educating, and serving. “We give our team paid time off between Christmas and New Year’s. We realize how important family is.”
Ed Tavender Nursery manager
“As rare as it may seem, Josh and Terra truly and sincerely care about the people who work here.
To celebrate our successes, they’ve brought in a lobster food truck for all of us to enjoy. To bring joy to a neighborhood when the pandemic jeopardized daily livelihood, they personally went door to door delivering 200 blooming hydrangeas as a random act of kindness.”
Natasha Martinez WorkWear Safety Shoes
1
The Beck Group FORT WORTH office
What they do: Architect and general contractor
Employees: 800 companywide
The Beck Group has had a strong run of signature projects in Fort Worth, most recently finishing Dickies Arena. The company’s built its culture around values of integrity, caring, integration, and innovation. In an industry not necessarily known for it, “integrity really resonates with our people,” Scot Bennett, Fort Worth office regional director, says. “We attract those kinds of people, and we retain those kinds of people.” With COVID, “we’ve had to lean on integrity and caring in the last year.” Most construction projects have continued, but a few went on hold. Beck first furloughed some employees so they could maintain benefits but then had to convert some to layoffs.
Jennifer Siehling Project manager
“Beck is forwardthinking and cares about its people. We invest in each other’s lives, families, and careers. The firm also provides an opportunity to build strong relationships with owners, subcontractors, and end-users — many of which I have worked with across multiple projects. We built many unique Fort Worth proj-
ects like Sundance Square, TCU Worth Hills and Greek Village, BRIT, The Shops at Clearfork, and Dickies Arena that will shape the city of Fort Worth for years to come. It brings me joy to show my kids each project and point out the parts that were my responsibility.”
2
Burns & McDonnell FORT WORTH OFFICE
What they do: Employeeowned engineering firm
Employee-owners: 7,600
Burns & McDonnell has the distinction of being the only employee-owned company among our 2020 Best Companies, having converted to an ESOP years ago. The reason: “Employee-owners are empowered to make important decisions, develop new ideas and strategies, and chart their own path,” the company says. The company boasts strong benefits, training initiatives, recognition programs, and community outreach, with STEM initiatives and cash gifts directed by employee-owners. The Burns & McDonnell Foundation donated $1.5 million to the United Way COVID-19 Community Response and Recovery Fund. To keep employee-owners safe during the pandemic, Burns & McDonnell set up most of its workforce to work from home.
3
Apex Capital Corp. FORT WORTH
What they do: Financial services for transportation, primarily small to midsize trucking firms
Employees: 302
Apex’s business has grown steadily over several years and quickly rebounded during a drop caused by COVID-19, president Chris Bozek says. “Our volume dipped for a few months. Over the past four months, our business has returned to pre-COVID levels,
and September was our best month on record.” The company has long focused on improving productivity and “did not see an impact from COVID. Even with the dip in volume, we did not have to lay off or reduce hours for a single employee. This continues a 25-year trend of no layoffs.” Apex has built its culture around growth, connection, and fun.
Mario Tarradell
Bilingual communications specialist
“I’m a gay Cuban-American who had a long career in journalism, and I was instantly welcomed in the marketing department of a financial services corporation. That’s because all of us contribute to the company’s success.”
4
Olympus Property FORT WORTH
What they do: Own and manage multifamily property nationally
Employees: 425
Olympus has nearly doubled in size in five years, owning 54 properties today. “Even through the COVID-19 pandemic, we have remained strong financially and have consistently collected higher percentages of rent than other management companies in the industry,” Sarah Gencarella, marketing director, says. “We attribute this success to our patient and dedicated team members as we have worked with numerous residents to create rent payment plans.” COVID-19’s forced a change — at least temporarily — in the company’s regular employee celebrations. “Through virtual happy hours, a virtual leadership conference,
Angela Blair Olympus Property
virtual summertime sweepstakes, holiday goodie boxes, and more, we have been able to connect our employees across the country.” The company shed no employees, Gencarella says. Instead, founder Chandler Wonderly paid each employee a $1,000 bonus.
Angela Blair Director of organizational development
“At Olympus Property, we truly care for each of our Olympians. I believe we are all working toward a common goal. I believe that what we do is not just leasing apartments but also providing homes to families where they have a place to come and be restored.”
5
Frank Kent Motor Co.
FORT WORTH
What they do: Eight auto dealerships, three auto parts distributorships, real estate, Cadillac Wines, businesses including Fort Brewery brewpub and Heim Barbecue partnership. Employees: 180
Frank Kent, run today by the twin great-grandchildren of founder Frank Kent, began aggressively expanding its business portfolio outside of autos in 2013. During COVID-19, Kent avoided layoffs by slashing prices with internet pricing and shipping vehicles nationally to buyers. The company let employees know their jobs were safe and gave some the opportunity to work from home.
Cory D. Session, Jr. Sales consultant, Cadillac
“The one that stands out in my mind is that Will and Corrie know all of their 180 employees in Tarrant County by name and face.”
6
USHEALTH
FORT WORTH
What they do: Insurance holdings
Employees: 534
USHEALTH Group provides health insurance coverage for self-employed people and small-business owners, serving more than 15 million customers through its insurers. Employees tout the
Helping Other People Every day — HOPE — culture, which plays internally and through community outreach. Employees cite opportunity for advancement, the downtown environ-
ment, and benefits like health insurance and 401(k). When COVID-19 broke, the company equipped employees with the tools required to work remotely. Its agents already had the tools, Bill Shelton, senior vice president of marketing, says. The company is “ahead of plan” for year-over-year growth.
Rosana Ornelas
“I have worked for USHEALTH for 21 years and would not want to be anywhere else. Our CEO, Troy McQuagge, sincerely cares about our people. He has created our company’s culture of HOPE (Helping Other People Every day), and it is felt here in our work environment and in our community.”
Rosana Ornelas USHEALTH
Cory D. Session, Jr. Frank Kent Motor Co.
Apex Capital Corp BPS JET
Burns & McDonnell
Cancer Care Services
Comfort Experts, Inc.
Construction Cost Management, Inc.
D&M Leasing
Fossil Creek Tree Farm and Nursery
Frank Kent Motor Company
Gladney Center for Adoption Koddi
McDonald Sanders, P.C.
MediSource RCM
MineralWare
Muckleroy & Falls
Olympus Property
Pacheco Koch Consulting Engineers, Inc.
Satori Capital LLC
Schaefer Advertising Steele & Freeman, Inc.
Sutton Frost Cary LLP
Tarrant Roofing
The Beck Group
University Building Specialties
Urban Air Adventure Parks
USHEALTH Group, Inc.
VLK Architects, Inc.
Warren Douglas Advertising
Work Wear Safety Shoes
Worthington National Bank
Congratulations to Our 2020 Winners!
Join Fort Worth Inc. for the fourth annual “Best Companies to Work For” awards ceremony!
Fort Worth Inc. will announce the winners at the luncheon in conjunction with the magazine’s November issue. The magazine will honor the top companies in Fort Worth that go above and beyond when creating an enjoyable workplace and thriving culture for their employees. The company rankings will be revealed at the event, and the top winners in each category will receive special recognition and trophies.
Thursday, Nov. 12, 2020
Check-in and Reception at the tables: 11:00 a.m. – noon Luncheon and awards program: noon – 1:30 p.m.
T & P Station
221 W. Lancaster, Fort Worth 76102
Table of 10 tickets: $2,250 | Individual ticket: $250
Valet Parking included
FOR TICKETS GO TO:
Thank you to our event sponsor
ThisAT APEX, IT’S ABOUT THE People
unwavering standard not only fosters successful relationships with our clients, but has been our guiding light with our employees in the turbulent waters of this year.
We understand that first and foremost, our employees need to feel secure, and they need to take care of their families. Apex showed extraordinary adaptability in moving from a predominantly onsite model to a distributed workforce in a very short amount of time, while also providing our working parents with the flexibility needed to manage work and life in these unprecedented times.
This year necessitated a lot of innovation for Apex. We have taken many of our courses virtual, hosted an online trivia tournament for employees, put on a virtual health fair, instituted monthly town halls with our senior leadership, adapted our corporate citizenship program for virtual and individual participation and giving, and launched a virtual 5K.
Though the delivery may have changed, the mission remainsApex will continue to invest in the growth of its employees, while creating a fun environment that people can truly feel a sense of connection and belonging.
Natalie Smith only worked at Apex for one month before we went to a work-from-home model. She has this to say on why Apex is a great place to work:
“Ultimately, it is the feeling I get knowing that I truly matter to this company. You cannot buy that, and it stems solely from our culture. The culture here has been shaped by each employees’ dedication to the core values of trust, transparency, empathy, communication, diversity, hunger, and of course having fun! “
2020 Top Commercial Brokers and Agents
Here are our 2020 Top Commercial Brokers and Agents in the Fort Worth area. We arrive at this annual list by scraping CoStar data on sales volume and numbers of transactions and polling the largest brokerages for their top producers. We add heads of locally owned firms. To make the list, a producer must be licensed as a sales agent or broker by the Texas Real Estate Commission. BY
SCOTT NISHIMURA
BROKERS
David Adams Vice president, brokerage Woodmont Co.
Project leasing, retail tenant representation
Bo Avery
President TriMarsh Properties Property management
Michael Berkowitz
President and CEO
Colonial Commercial Real Estate Office, retail
LeAnn Brown
Managing partner
Silver Oak Commercial Real Estate
Office, industrial, retail, flex, multifamily, health care, specialty, sports & entertainment, land
Todd Burnette Managing director
JLL Office, industrial, retail, land
Stephen Coslik Chairman Woodmont Co. Retail
Michael Crain
Director
Williams Northern Crain Commercial
Tony Crème
Broker
KBC Advisers
Industrial
George Curry
Executive vice president
JLL Office, industrial
David Dunn
Managing director/Principal broker
SVN Dunn Commercial Industiral, office, land
Bill Ellis
Founder and principal Ellis & Tinsley Office, industrial, retail, multifamily, land
Eric English President English Realty Office, retail
Jordan Foster Vice president of brokerage and development
Executive vice president and managing partner Bradford Industrial, flex, office
Michael Tran
Senior associate Colliers Internatonal Retail
David R. Walters
Senior vice president CBRE Office, industrial, land
Brice Wells
Senior associate CBRE Office, industrial
TheRegistry
Leaders in Fort Worth’s Commercial Real Estate Industry
In need of that perfect location for your office, manufacturing, or warehousing space? Maybe you’re looking for commercial or residential investment property. The commercial Realtors, advisors, and property managers on the following pages would like to tell you about themselves, their practices, and why working with them will help facilitate your professional goals. The information in this section is provided by the advertisers and has not been independently verified by Fort Worth Inc.
Nick Talley Bradford Commercial Real Estate
SPECIALTY: Industrial, manufacturing, and distribution. EDUCATION: B.S., University of Texas. AWARDS/HONORS: DCEO Power Broker, 2014 to present; Bradford Top Producer for Marketing Excellence, 2014 to present; 2008 Blacks Guide Top 35 Brokers Under 35. GREATEST PROFESSIONAL ACHIEVEMENTS: Continued loyalty of working for one brokerage for my entire professional career and developing from an associate to the Fort Worth office managing partner. This type of loyalty carries over to my clients, which has allowed me to have a repeat client base throughout the years. In managing the Fort Worth Bradford office, my team has worked diligently to keep our landlord clients at 90% occupancy or above. And closing a 305,000-square-foot deal felt pretty good. WHY CHOOSE THEM: Local, precise knowledge of the industrial market. Prompt and immediate response. The Fort Worth Bradford office serves Tarrant, Johnson, and Hood counties exclusively, so we live and work in the markets we serve, making us ten minutes away from your next deal. MISSION STATEMENT: Keep your fiduciary responsibilities at the front of your mind by serving each client with integrity and professional competency. Approach each property assignment from the client’s perspective and know their goals. FREE ADVICE: The real estate market is complex and ever changing but also proven. Nobody makes moves in the real estate market by standing on the sideline.
CONTACT INFORMATION:
500 W. Seventh St., Ste. 850 • Fort Worth, Texas 76102 817.921.8177 bradford.com/team/nick-talley
CHRISTIE’S International Real Estate | ULTERRE
SPECIALTY: Our commercial team is known for land, but we’ve grown to touch all commercial specialties and even Farm & Ranch. AWARDS/HONORS: Multiple Industry Top Realtor recognitions. MEMBERSHIPS/ AFFILIATIONS: Member Texas Parks & Wildlife Private Lands Advisory Committee, Texas & Southwestern Cattle Raisers Association, Texas Association of Land Brokers, GWFAR and YPN leadership, SCR leadership. GREATEST PROFESSIONAL
ACHIEVEMENTS:
Our team has a great time doing this every day. It doesn’t get better than truly enjoying our interactions daily. AREAS SERVED: We have concentrated business in Dallas, Tarrant, and Johnson counties but touch every county in the DFW area and have business in East and West Texas. WHY CHOOSE THEM: We are united behind a culture of inspired service. Here you will find deep experience — cutting across industries and specialties — combined into a never-ending pursuit of uncommon performance. We recognize that we can only deliver through strong culture. Ours comes from embracing the dichotomy between creative frontiers and disciplined service. The collection of values we maintain is meant to provide that balance and empower an ever-expanding set of possibilities. We are focused on exceptional real estate services and welcome the adventure in every new experience. MOTTO: Hold no contempt prior to investigation. FREE ADVICE: Assume nothing and always get a new survey.
CONTACT INFORMATION:
4838 White Settlement Road • Fort Worth, Texas 76114 817.882.6450 ulterre.com
Whitebox Real Estate
SPECIALTY: Whitebox Real Estate helps buyers and users of office and industrial space maximize their real estate benefits. EDUCATION: Grant Pruitt – SMU, Cox School of Business. Evan Hammer – TCU. David Harris – Texas A&M. AWARDS/HONORS: DCEO Magazine
Power Broker: Grant Pruitt, 2015 - 2020; Evan Hammer, 2018 - 2020; David Harris, 2017 - 2020. Top Commercial Realtor in Greater Fort Worth 2018: Pruitt, Hammer, and Harris. MEMBERSHIPS/AFFILIATIONS: Society of Industrial and Office REALTORS®, North Texas Commercial Association of Realtors, Society of Commercial REALTORS, CCIM of North Texas. AREAS SERVED: The team at Whitebox Real Estate serves both DFW and clients worldwide. WHY CHOOSE THEM: Reducing the real estate expense on a balance sheet affects financial performance. You can rely on the Whitebox team to help make a positive impact on profitability. MISSION STATEMENT: Whitebox Real Estate serves its clients with integrity, expertise, and drive. FREE ADVICE: Hiring a tenant rep allows an expert to maximize your real estate and get the best scenario for your firm. PICTURED: Grant Pruitt, Evan Hammer, and David Harris.
CONTACT INFORMATION:
400 S. Record St., Ste. 1100 Dallas, Texas 75202
214.380.4540
420 Throckmorton St., Ste. 200 Fort Worth, Texas 76102
Owners of a successful Austin vintage rental business open a Fort Worth beachhead in January, and then COVID-19 happened.
BY MAGGIE FRASER / PHOTOGRAPHY BY OLAF GROWALD
After falling in love with Fort Worth during a visit, Anna Crelia and sisterin-law Rhoda Brimberry — co-founders of Loot Rentals — decided in 2019 to expand their Austin business northward. Loot rents vintage furniture, place settings, and other decorations for events like weddings, corporate parties, wine tastings, and photo shoots. Though COVID-19 forced the cancellation of many events Loot had booked, including this year’s South by Southwest in Austin, Crelia and Brimberry found ways to stay afloat: leasing furniture and other fixtures to real estate companies for staging, outfitting home offices, and working with event planners and venues to put on small-scale, outdoor events in compliance with local safety mandates. Crelia, a graduate of the Fashion Technology Institute of Fort Worth and member of the Entrepeneurs’ Organization, sat down for a Q&A.
Founding Loot Rentals: “It happened so organically. In
designing my wedding and working on all these details, I fell in love with the creative process. It was hard to find the vintage items I wanted. I enlisted the help of my sisterin-law and co-founder, Rhoda Brimberry. We’d been thinking that we should rent out my decorations after the wedding and decided to do it. So many people were interested that we started taking it more seriously and set up a basic website. In early 2011, Word of Mouth Catering in Austin recommended me to an art foundation for their gala in San Antonio. After that, word spread quickly.”
Falling in love with Fort Worth “In 2019, an events planner we worked with in Austin got a job outfitting the VIP tent for Fortress Fest in Fort Worth, and she brought us onboard. My husband came to help me, and we fell in love with Fort Worth. When we got back to Austin the week after, we leased our house, and my husband made plans to work remotely. We moved to Fort Worth on July 1. I felt like once we made the decision to move,
the universe was pushing us to Fort Worth.”
Getting the word out “When we found the perfect building off Riverside [Drive], the permitting process took a while to complete. We finally signed our lease on Jan. 1, 2020. We couldn’t do much yet in terms of events, but I hit the ground running to let people know we were here. We took lots of meetings with corporate offices in Dallas and with planners in Fort Worth. We threw a party at Artspace 111 here and invited several planners. That’s how I like to do business; I’m more of a relations person than a salesperson.”
our landlords are angels and have either waived or reduced our rent.”
15: Austin staff, pre-COVID VITALS
2 LOCATIONS: Fort Worth and Austin
Leasing “There’s been a lot of demand to lease furniture since COVID hit, especially for home offices, so we’ve been leasing our vintage inventory long term. Furnishing commercial shoots for marketing projects and magazines have also helped to make up for lost revenue.”
Managing through COVID-19
“On March 6, the sky fell for us. We were well on our way to having our highest revenue month ever, and then South by Southwest was canceled. We knew it was going to be bad. We had to let go or furlough most of our staff of 15 people in Austin, but we’ve been able to bring about two-thirds of them back since then. Luckily,
Events “We’ve been marketing backyard event packages when there could be no more than 10 people at a gathering, and that’s been popular. As restrictions have eased, larger events have really taken off in Fort Worth and Dallas. We’ve also done some wine tasting and dinner party packages to give people different options.”
Looking ahead “People are starting to book us again, and 2021 is looking good — especially the fall. We’re finally breaking even and making our rent. That’s all I can ask for.”
Running the Number$
Surviving in the COVID-19 era calls for a rethink on your financial reporting.
BY JEREMY SWEEK
The global pandemic for all its challenges has given us amazing clarity and insights into our businesses. Many ways of doing business in February 2020 became obsolete a month later as we all began working remotely and adjusting to our customers’ needs. The analog and inperson processes that we had relied upon for so many years were quickly replaced with digital and contactless equivalents. Other activities we engaged in previously seemed unnecessary all together — like printing or copying documents. The pandemic also quickly exposed weak businesses. If a business had slim margins, was losing market share, or lacked adequate capital, the pandemic accelerated its fate. Months earlier, these problems could hide in the shelter of top-line revenue or positive cash flow. But when the tide went out, these companies were exposed by a sudden lack of customers or change in consumer habits.
Let’s shift our attention to the companies that have managed to survive. If you find yourself in that enviable group, plenty of challenges remain, even if your business is growing.
The current marketplace demands agility and keen awareness of the everchanging drivers of success for your company.
In order to get the actionable insights you need to steer your company toward success, one resource you should look to is your financial reports.
In small and midsized companies, we take what we get in terms of the financial reporting that our accounting team provides.
Often, that takes the form of traditional financial statements: balance sheet, income statement, and maybe cash flow.
But in today’s environment, there’s too much at stake to stop there.
Trended data
This one is pretty obvious but a missed opportunity for many companies. Your accounting system has a wealth of historical data. Simply seeing a monthly trend in revenue or gross profit by segment over the last 12 months could tell you a lot about shifts in your product mix and profitability.
What about combining that with invested capital by segment over the same period? As you consider the return on investment by business segment by period, this might give you a better picture of where you need to direct future capital within your enterprise.
Operational data
Often, data from operations lives in a separate silo from finance/accounting data. Bringing the two together in the same report could help you see your business in a whole new way.
Building on our 12-month trended data series above, consider adding some of your key operations metrics over the same period: occupancy, average sales price, number of units sold, number of customer acquisitions, etc. Seeing the
interplay between your operational metrics and how those contribute to the bottom line could be very insightful.
Benchmarks
Industry benchmarks are another helpful datapoint. You could be profitable but losing market share due to efficiencies or innovation you didn’t realize you lacked. Integrating benchmark ratios or other measures specific to your industry alongside the same measures for your own company could help you see how you stack up in the marketplace and better recognize opportunities and threats.
Data visualization
One challenge common to the world we live in today is not a lack of data but so much data it can be hard to boil it down to meaningful insights.
With time being so precious, using data visualization to lead you to the conclusion or observation is much more efficient than pouring through numbers on reports.
There are many great ways to visualize your data. It can be as simple as a pie chart showing you a breakdown of your overhead costs or maybe a scatter plot chart of your different product lines considering a couple of different performance measures or ratios.
Another great way to visualize your data is by looking at your operations geographically in map form. As you survey your company’s holdings, you can see which locations or regions are experiencing success versus others that are struggling.
Jeremy Sweek is a CPA and managing director of real estate services for Burgher Haggard. Sweek is writing this column for the Fort Worth CPAs, a regular contributor to Fort Worth Inc.
COVID-19 and the Workplace — What Now?
Reported cases and deaths are increasing from the virus. Here’s what conscientious employers should do.
BY VIANEI BRAUN
COVID-19 numbers fluctuate daily, but for the most part, the reported cases and deaths are increasing with no identifiable path back to normalcy.
Despite precautions, most workplaces will eventually suffer some kind of COVID-19 exposure or diagnosis. So, what is a conscientious company supposed to do?
1. Reevaluate Safety Protocols
Think through your existing safety protocols and make sure they reflect the genuine care and concern you have for your employees. In the event of an outbreak, the company should be able to show it took all reasonable steps to keep employees safe. Check cdc.gov to ensure you are following any CDC guidance specific to your industry.
Safety protocols will generally include wearing masks (unless alone in an office or work area), maintaining social distancing, minimizing the touching of surfaces (propping doors open, etc.), providing hand sanitizer, and frequent cleaning/disinfecting the office environment. Employee and visitor temperature screening is a legally permissible option but is not required.
2. Communicate, Monitor, and Offer
Leave if Applicable
Clearly communicate that any employee who has been exposed to COVID-19 or who has COVID-like symptoms, should stay home and notify management. If symptoms develop at work, the employee should go home immediately. Monitor these situations and await test results.
Companies with fewer than 500 employees are covered by the Families First Coronavirus Response Act (FFCRA). Employees ill with COVID-19 or seeking a diagnosis are entitled to up to two weeks of paid sick leave (capped at $5,110). The cost of FFCRA leave is repaid to the company through payroll tax credits.
The FFCRA, in effect until Dec. 31, also provides up to 12 weeks of leave at two-thirds pay (capped at $12,000) for employees caring for a child whose school or place of care is closed due to COVID-19. See dol.gov for additional details (and a poster that you are legally required to post).
3. Follow EEOC Guidance
The EEOC has issued helpful guidance entitled “What You Should Know About COVID-19, the ADA, the Rehabilitation Act and Other EEO Laws.” The website eeoc. gov explains what employers can and cannot do when managing COVID-19 issues in the workplace. Most of the guidance is consistent with common sense, but the confidentiality requirement is tricky.
If an employee is diagnosed with COVID-19, the employer may not disclose the employee’s name when notifying co-workers. The employer’s designated representative (usually HR) may interview the employee to determine who may have been exposed. Possibly exposed coworkers may then be notified in general terms, such as “someone on this floor tested positive for COVID-19.” This is the rule even in small workplaces where the employee’s identity is obvious due to their absence.
4. Be Ready for Accommodation Requests
Some employees may be afraid to come to work, especially after receiving a notice of possible exposure. General fear of contracting COVID-19 is not legally protected. But an employee with an underlying disability may have legal protection under the ADA.
HR should be prepared to handle accommodation requests on a case-bycase basis. Most companies can’t afford to allow employees to telework or take leave simply because they are fearful. Business needs must come first, but employee morale is important too. To balance these concerns, HR should handle all requests respectfully and look for solutions consistent with business needs and company policies.
Reasonable accommodation requests covered by the ADA fall into a different category. These will usually include a doctor’s note specifying the employee’s disability and the requested accommodation. ADA accommodation requests involve legal risk and should be evaluated carefully, usually with input from legal counsel.
Vianei Braun is a shareholder and chief development officer at Decker Jones, P.C. in Fort Worth. Experienced in employment matters and litigation, she provides practical advice on employment law compliance and avoiding the courtroom.
We Do
The pursuit of excellence in marriage and entrepreneurship.
BY TONY FORD, CEO, SUCCESS FORT WORTH
Any entrepreneur — at least if they are being honest — who has reached a significant level of success will tell you it takes the support and cooperation of many others. My personal success for over three decades of business-building has been made possible by one truly unique and talented individual — my wife, Jane.
Not unlike the spouses of most entrepreneurs, Jane did not enter into our marriage 42 years ago thinking she would be strapped into the front seat of the roller coaster we call entrepreneurship. And yet, not only has she provided the love, support, insights, and wisdom I have needed to succeed, she became a very successful entrepreneur in her own right.
These days, as I support other, younger entrepreneurs as their executive coach, I observe that their spouse’s ability to understand and support their efforts often makes the difference between success and failure. With this in mind, allow me to share some significant learnings Jane and I have discovered in the hope it will help you and your spouse succeed at the two great adventures we call marriage and entrepreneurship:
1. Focus on preparation The U.S. Navy Seals have an expression that says: “Slow is smooth, and smooth is fast.” When we rush through life, we pass by many opportunities for learning and growth. The natural outcome is that we become frustrated with others and emotionally exhausted. Neither of these
conditions makes us good leaders or enjoyable marriage partners.
Here again, working with our spouse to become intentional about slowing down in critical areas is vital to our intimacy and health. Regular date nights, vacations, consistent time at the dinner table, and simply saying “no” to business opportunities when they overburden our family relationships are all great steps. Slowing down and becoming smooth will take practice — but it is so worth it.
2. Don’t buy the lie Since we were toddlers, our parents, teachers, coaches, and friends have taught us to become independent. And because this belief system has become so ingrained in our culture, asking for help, seeking wisdom from others, or simply admitting we don’t understand is often regarded as some kind of weakness.
But as the saying goes, “the only stupid question is the one you did not ask.” To reach our potential as marriage partners and entrepreneurs, we must fully embrace the notion of interdependence. Our success in both areas will be greatly accelerated when we leverage the wisdom and experience of others.
3. Engage a coach or mentor Since interdependence is so critical to our growth and success, it is important that we understand who to seek out for the particular needs we have.
The executive coaching process does two things: creates awareness of issues and situations and, out of that awareness, provides possible action steps to address them. Business owners appreciate how executive coaching opens up choices and opportunities they were not even considering. A talented executive coach can also support and encourage healthy life-balance and marriage relationships.
And mentors are often people who are a little older than us and have a desire to help us understand the opportunities and challenges that lie ahead. Many have had valuable mentors of their own in the past and wish to “pay forward” the helpful insights they received.
4. Collaborate with fellow strugglers It is unimaginable a typical entrepreneur or spouse can go very far through life without enduring some serious disappointment. As business owners, we are limited in who we can share our fears and frustrations with. As a marriage partner, the same applies. So, while we may have a coach or mentor to talk to in a one-on-one setting, where do we find other couples or other business owners who can help make sense of it all? Welcome to “peer mentoring.” Here is how it works:
Marriage small groups: Almost every church and many neighborhoods offer small groups where couples can meet on a regular basis with others who are experiencing the same kinds of life circumstances. Newlyweds, new parents, empty nesters, special needs kids are just some of the specialty groups that are available. Again, not seeking relationships with other like-minded couples is a decision to become isolated over time. When we discover that pretty much everyone is going through the same situations we are, life gets better.
Business peer mentoring groups: Organizations like Entrepreneurs’ Organization, The Alternative Board, Vistage, and C-12 are examples of groups that meet monthly and offer their members valuable opportunities to share best practices and build vital relationships.
A final word: Finding the right tools for balancing our business and marital success takes time and persistence, but the rewards far outweigh the effort. My prayer is that you will do the work, find the success, and experience the joy that Jane and I have.
Tony Ford is an awardwinning entrepreneur with a history of growing industryleading companies. As CEO of Success Fort Worth, he now coaches business owners and leaders. He writes this column for each issue of Fort Worth Inc. Contact: tford@sfw.com.
WE SPEAK FORT WORTH
For over 20 years, we’ve had our ears to the ground, our eyes on the ball, and our fingers on the pulse of Fort Worth. This gives us an edge to deliver the city’s best lifestyle, business, and home content.
Rich Hollander
Ex-Tandy exec, itching to stay unretired, comes up with another idea: Charge a small fee to let customers record a message to loved ones that lives on.
BY SCOTT NISHIMURA / PHOTOGRAPHY BY OLAF GROWALD
One thing to know about Rich Hollander, the exTandy Corp. executive:
“Retirement just doesn’t make sense for Rich Hollander. I have too much energy, and my mind is racing all the time.” Hollander’s been around retail for more than 50 years. After a quarter century at Tandy and its RadioShack unit, he
worked in pawnshops and tires as president of Cash America and Rent A Tire; president of the Buxton consulting firm in Fort Worth; and vice president at MasterCard’s card-linked loyalty programs. Six years ago, he co-founded a Fort Worth company called Axcelora, matching networks of its 200 partners with clients looking to make connections. Hollander’s latest launch: a
company called A Sweet Goodbye, which a dozen partners founded this fall. Simple pitch: Charge customers a $25 fee to record a message in the cloud to loved ones, who can replay it as often as they wish.
Turning Point “I was sitting in morning minyan [a daily Jewish prayer service] and ‘talking’ with my mom. She had been gone 10 years by then. I thought, wouldn’t it be great if I could just push a button and hear her voice. I could not fix my own problem, but what if we could fix it for other people?”
Team “I called Rich Last [Axcelora partner, e-commerce specialist, and creator of the digital retail program at the University of North Texas] first. Rich talked to one of his students, and he said he thinks it makes sense, not just for old people but for young people. How do we want to fund it and how much? Who knows? We got with another friend, Dave Martella, from Tandy, and asked how much would it cost us to store a five-minute message. We figured out it doesn’t cost very much to store 100,000 messages for a year. It’s less than $1,000. We built the system. It took us a year. I have two daughters, one in New Zealand in marketing. Another here, who was a project manager for RadioShack after college. She became our project manager. We built this team one little bit at a time.”
Mechanics Twenty-five dollars, plus sales tax, to record and store a message up to five minutes long in the cloud; designate up to 50 recipients; and assign a trustee to ensure the message gets to the recipients. “We’ll fund it to be virtually forever. Ten percent of all revenues we take will be put into a fund so we can constantly have updated technology.”
Potential “That is the multimillion-dollar question. We have a friend that is in the business. She thinks ultimately it’s 100,000 units a month. I think that’s crazy high. Rich Last thinks it’s 10,000 to 20,000 units a month, which is substantial. Because of the pricing we put on it, it’s a nice category we would call greeting cards from beyond. One product we’ll offer in the not-too-distant future is to send a birthday card greeting. It’s just natural to do that.”
