Fort Worth Inc.

Long on Ideas, Short on Consensus

One of the ﬁrst tasks for Trinity Metro’s new government relations director is to get our elected ofﬁcials on the bus

HOPE KAHAN Satori Capital Operations Director

New location. Same exceptional service.

Whitley Penn was established in 1983 and today has grown to almost five times our original size. As we continue to grow and expand, our move to Frost Tower in downtown Fort Worth was only a natural next step. The move brings us closer to our clients and the downtown business community. The move brings us closer to you.

Toby Cotton, Kimberly DeWoody, Tom Rein, Ricky Rhine, Scott Mayfield, Griff Babb, Glenn Hanner, Thomas Stewart, Trina Dicketts, Josh Agren, Mel Henkes, Beth Engelhardt, Jim Penn, Larry Autrey, Mark Topel, Emilia D’Mello, John Vallance, John Van Zanten

THISHOLIDAYSEASON.

Cadillac

Happy Holidays

FEATURES

38 The 25 Best Companies to Work For in Fort Worth The 2018 roster of Best Companies to Work For in Fort Worth is out, each driven by themes like integrity, trust, respect and fun. And while all 25 companies tout good people and sweet benefits, only two (one large and one small) could come out at No. 1.

6 Publisher’s Letter ( BIZZ BUZZ )

9 Bizz Buzz: The commercial interiors firm behind our Dream Office is making moves of its own.

12 Face Time: It’s tea time in the Near Southside.

( EXECUTIVE LIFE & STYLE )

18 Distinctive Style: These boots were made for working, but are you wearing them right?

20 Off the Clock: Halló? It’s Iceland calling.

24 Wine & Dine: Local chefs dish about their guilty pleasures.

26 Gadgets: From bejeweled flash drives to staplers plated with gold, these gadgets are just. So. Extra.

28 Office Space: A pair of local entrepreneurs makes a small space bigger with a secret weapon: paint.

34 Health & Fitness: Even the Best Companies have their stressful days. This is how they handle it.

( COLUMNS / DEPARTMENTS )

64 EO Spotlight: After building a business on maternity books, one medical publishing company has a new baby to take care of.

68 Running Toward the Roar: JP Piccinini is proud of his PhD — poor, hungry, disciplined, that is.

70 Analyze This/FW Chamber Report: The Fort Worth Chamber has a plan to remedy gaps in jobs and talent.

72 Analyze This/Real Estate: Two commercial real estate groups — and events — to have on your radar for next year.

74 Analyze This/Wealth: ‘Tis the season for giving — and saving on taxes.

76 Analyze This/Legal and Tax: Changes in tax law could require a review of your company’s practices.

78 Business Leadership/ Startups: Winston Churchill has a lot to say in 2019.

80 Day in the Life: Following former Fort Worth City Councilman Sal Espino at his new gig.

Heritage Land Bank is proud to support the young men and women of 4-H and FFA. Brooklyn and Bailey Gilleland are two sisters with a lot of ambition and a talent for raising everything from award-winning lambs to show-stopping steers. Supported by their family and Livestock Loans from Heritage Land Bank, these two set themselves apart from the competition with their drive, dedication and can-do attitudes. In the future, they both hope to pass on the lessons they’ve learned to their own families and raise another generation of hardworking, passionate ranchers.

Heritage Land Bank finances the future. Find out what we can do for you.

W70 Percent of Americans Hate their Jobs, Gallup Poll Says

hy do people say, “Thank God it’s Friday”? Some would say it is because they had a long, fulfilling week and want to kick back and relax over the weekend. According to a 2017 Gallop poll, however, for 70 percent of American workers, their “TGIF” means they get to take two days off from a job they hate.

The Gallup poll reports that only 33 percent of workers in the United States are “engaged” in their jobs. Engaged being defined as employees who are involved in, enthusiastic about and committed to their work and workplace. The “disengaged” American worker represents 51 percent of the workforce. Because their engagement needs are not being fully met, they are not providing energy or passion into their work. The remaining 16 percent are “actively disengaged,” and resent that their needs aren’t being met and are acting out their unhappiness. If the company is lucky, these employees will move on soon, because every day, these workers potentially undermine what their engaged coworkers accomplish.

Engaged productive employees are the heart of any successful business. The 25 companies featured in our third annual Best Companies to Work For cover story have found the employee engagement secret sauce that make all the difference. They realize that when employees’ personal goals and interests align with the vision and goals of the company at which they are employed, they are more productive.

The 25 winners consist of six large companies with 250 or more employees, and 19 small-to-medium size companies. Satori Capital came in first in the small

to medium category. One way it keeps its team engaged is by providing them with an annual $1,000 bonus.

The caveat is that it must be used on something fitness-related. If the $1,000 checks were simply handed out without a condition, they would likely be considered part of the employee’s standard compensation and spent on something exciting like an electric bill. Tying the bonuses to fitness gives them much more meaning to the employees. Hope Kahan, (featured on our cover) the operations director at Satori Capital, bought a kayak with her bonus. And every time she takes it to the river, she is reminded of the great company she works for.

Our Best Companies to Work For program is more than a contest. It consists of a two-part assessment that evaluates not only the practices and policies of employers, but also the feedback of their employees via an engagement and satisfaction survey. If your company did not enter this year, or did and didn’t take advantage of obtaining the results of the employee surveys, I would highly encourage you to do so next year. Speaking from experience, having administered the survey to our employees, its results are invaluable as they generate actionable reporting that can be used to increase employee engagement and satisfaction.

Congratulations to all 25 winners. I think you'll be inspired and emboldened by their stories.

Hal A. Brown owner/publisher

— Shannon Haddaway

Drive, Montserrat

( BIZZ BUZZ )

What Everyone's Talking About Around the Water Cooler

Like Mother, Like Son

Kelley Royer and Charlie Royer take a multi-generational Fort Worth commercial interiors ﬁrm and move it –literally – to the next level.

BY SCOTT NISHIMURA PHOTOGRAPHY BY OLAF GROWALD

Few Fort Worth companies have been around as long as Royer Commercial Interiors, which this summer rebranded itself from Royer & Schutts after a consolidation of ownership. Kelley Royer, great-granddaughter-in-law of co-founder Homer Royer, and her son Charlie Royer III, are now the sole owners of the company.

Homer Royer sold supplies and office furniture. The company’s evolved over more than 70 years, today offering turnkey workplace design, space planning, installation and move-in services. Longtime clients include TCU, Cook Children’s and SMU. It’s outfitting the new Dickies Arena under construction in Fort Worth. Of the several competitors in its space locally, Royer is the only one headquartered in Fort Worth. In October, as part of its rebranding, the company moved to new

Kelley and Bill Royer, and Charlie Royer III

modern headquarters in the West Side’s Museum Place from a nearby building it’s been in for 17 years.

It’s an 8,000-square-foot space, smaller than the 11,000 the company had, but it’s significantly more efficient, with greater amenities and a much better showroom, which is what the company needs to present clients, say the Royers, who plan to use the space to host West Side events. “We’re working through what we do every day,” Charlie Royer says. “We’re going to have more space to do what we do.”

Royer Commercial has come on board to handle interior common areas for Fort Worth Inc.’s Dream Office, a threestory, 22,000-square-foot, Fort Capital-developed building underway at White Settlement Road and Nursery Lane in the West Side’s River District. Fort Capital, founded by Chris Powers, is leading the development of the River District, positioning it as a West Side hangout, a place to live, work and play.

Besides furnishings for the interior common areas, Royer also will furnish the building’s rooftop deck with outdoor furniture, “really nice stuff you see in a hotel,” Royer says.

The building is next to the office building that Fort Capital finished last year in the River District: a two-story, 16,800-square-foot building. The building, occupied by a complementary collection of businesses ranging from oil and

gas to family office, law and construction, got to 100 percent full quickly. The Dream Office building is rapidly filling up. It will follow the old-industrial style of the first building, with the same 1800s-era interior brick salvaged from a defunct factory in South Carolina. The exterior brick, like the first building, will be of a vintage style.

As in the long-running series of Dream Homes and Homes of Dreams put on by Fort Worth Inc.’s sister publication, Fort Worth Magazine, Fort Worth Inc. and general contractor PRIM Construction will team with some of the area’s finest vendors to build a project with the latest design trends and amenities. The $3.6 million building, designed by The Beck Group, is scheduled to be complete by March 2019.

With its rebranding, it’s a good time for Royer to participate in the Dream Office, the Royers say.

The company, with 26 employees (22 in Fort Worth and four in Dallas), has historically operated very conservatively and has a very strong cash position, the Royers said. The company, today at $20 million in annual sales, wants to grow to $25 million next year, says Kelley Royer, the CEO. Its core business segments are education, health care, corporate and government. Kelley Royer joined the company in 2004 and has put it on a short list of women-owned companies in the field.

Charlie Royer entered the company in 2005, deciding against pursuing auto sales. Earlier this year, he moved into the business development role from account executive. Being woman-owned has put Royer into business with state-bid contracts. “We wouldn’t have been able to do it otherwise,” Kelley Royer says.

Royer’s largest customers have been with Royer for decades. TCU, a customer for 40 years, in recent years hired Royer to furnish the common areas and suites at the expanded and renovated Amon G. Carter Stadium. Royer’s also done TCU’s fraternity and sorority houses. Royer’s worked for Cook Children’s for 30 years, furnishing public and office spaces. “It’s a relationship business,” Charlie Royer says. “It’s about always coming to the phone and taking care of them.”

Fort Worth Inc.'s Dream Ofﬁce in the River District is expected to be complete by March 2019.

Tea Time for Near Southside

Entrepreneurs Tina and Todd Howard turn a new leaf for the Southside, opening a tea shop with a curated selection of books as an afterword.

BY TERESA McUSIC PHOTOGRAPHY BY OLAF GROWALD

Anyone who knows tea understands there’s a big difference between the mass “dust bags” at Walmart and 50 varieties of loose tea picked from the far corners of the world and steeped in an Alpha Dominche Steampunk brewer. With that distinction, entrepreneurs Tina and Todd Howard hope to draw the enlightened tea crowd, while educating the rest of us at their new place, Leaves Book and Tea Shop in the hot Near Southside.

Howard and her friends lamented the closing of Barnes & Noble stores locally. Already an established entrepreneur as a photographer and online book blogger for publishers, Howard said she and her husband wanted to enter the book space, but with a broader look to the community. “My husband and I are community builders,” she said. “We wanted to create a space where we could gather.”

So far, so good. After a raucous opening Sept. 1, Tina Howard said they've had a steady stream of customers from as far as Arlington and Dallas. “There are not many tea shops here. We went to Portland and New York to do our research.”

The Howards’ place is in the DicksonJenkins Lofts & Plaza, a renovated 1927 building at 120 St. Louis Ave., just north of Broadway Baptist Church. Along with Leaves, Dickson-Jenkins developer Eddie Vanston recently added the new location of the established vinyl store Record Town. “We waited for this space,” said Howard, 41, who self-funded the shop. “I feel we’re finding a balance of redevelopment and gentrification here.”

By “we,” she means more than 50 local entrepreneurs who meet monthly to exchange ideas and support each other. Her idea for the shop developed in a thoughtful process. In a book club,

The couple thought hard about their approach as they watched another bookstore nearby — The Last Word — close in just 14 months. The couple didn’t want to compete in coffee, so they started looking at tea. “If you’d asked me three years ago, we would be equal parts tea and books. But we’re really a tea shop. Tea is what’s drawing people in.”

The shop offers more than 50 choices of loose tea — from the traditional Earl Grey to a complex Texas Breakfast blend. Teas come in black, green, herbal, oolong and chai and are served hot, cold, as a latte, in a flight and sparkling. The leaves are sold separately for the home.

Leaves sells baked goods from Stir Crazy and Three Danes bakeries and lunch boxes from the Meyer and Sage culinary company. The shop offers more than 250 individual titles of books. The shop can also special-order books, like it did its first week open for a book club.

Some community events like book signings are in their future, but Howard is intent on keeping the place laid-back and not overscheduled. No Wi-Fi is offered. Down the road, Howard hopes to add evening hours and tea cocktails.

J

THIS HOLIDAY SEASON.

Landscapes and luxury meet on one enchanting island. Iceland awaits on page 20.

18 Distinctive Style / 20 Off the Clock / 24 Wine & Dine / 26 Gadgets / 28 Ofﬁce Space / 34 Health & Fitness

WITH STYLE TO BOOT

How to wear cowboy boots in the ofﬁce — the right way.

BY SAMANTHA CALIMBAHIN

Boots and suits have always been a thing in Fort Worth, but not just any boot will work with any suit — there’s a way to do it right. So, we asked the boot masters themselves, Justin Boots, for tips on how to pull off a cowboy boot in the office like, well, a professional.

HOW TO PICK A BOOT

1. Understand the style. Whether it’s a men’s boot or women’s, boots worn in the city typically have two elements: a narrower toe and a higher heel.

2. Look at the leather. Choose a boot based on its supplements and texture, rather than durability.

3. Feel the fit. The boot should feel snug — “we say it should hug your foot like a good solid handshake,” says Justin Boots marketing manager Tassie Munroe.

4. Pay attention to the back of the boot. Feel for the ball of your foot, which should be on the widest part of the boot. The heel should also slip up about half an inch when it’s inside a new pair of boots — it won't slip as much the longer you wear them, but if your heel doesn’t slip when you first wear the boot, that means the boot is too tight.

5. Listen for the pop. “When you pull it on, you should hear a pop when you slide your foot in,” Munroe says. “If you hear the pop, then that’s another sign that we say you’ve found a good fit.”

HOW TO WEAR IT

For Him

1. The type of leather matters. A supple or exotic leather works for a city setting.

2. The toe matters too. Go for a French or narrow square toe. Roper boots also work well in the office.

3. Jeans and suits have different boots. A boot worn with jeans typically has a natural outsole, white welt stitching and a broader toe.

4. If you’re wearing a suit, black the boot out. That means, if you have a black suit, choose a boot that’s all black — black leather, black outsole, black welting. Same concept with a brown suit — match it with a brown boot.

For Her

1. Show off the boot. Show off the upper portion of the boot with skinny pants or jeans tucked into the boot.

2. Choose a higher heel. “I like boots, personally, with a higher heel because I still feel ‘fancy,’” says Justin marketing specialist Taylor Morton. “I feel ‘put together’ enough to go to work and [not] too casual.”

3. Stick with the basics. Go for basic, neutral colors, like a brown boot with a tone-on-tone stitch pattern.

4. It goes with anything. Morton and Munroe like to pair their boots with sweaters or a blouse with a blazer. “We say there’s no event that you shouldn’t be able to wear the right pair of boots,” Munroe says.

Say Halló

How to get the most out of a trip to Iceland.

BY MARISSA ALVARADO

Iceland has quickly become one of the world’s hottest travel destinations — and rightfully so, with its breathtaking landscape of enchanting volcanoes, waterfalls and lava fields, topped off with modern hotels and friendly locals. Plus, it’s only a seven-hour flight from DFW Airport to Keflavik International Airport via Icelandair.

Winter is one of the best times to visit, so if you’re planning a trip, here’s a quick itinerary to help guide your adventures.

REYKJAVÍK

Where to stay: To start your trip, stay in the heart of the biggest city in Iceland — Reykjavík. The Ion City Hotel, located in the center of the city, has easy access to shops, bars and restaurants. The hotel has only 18 rooms, but each has luxuriously organic interiors defined by clean lines, Icelandic arts and a minimalist color palette. Try to book one of the suites, which feature a private, indoor sauna with a panoramic view of Reykjavík. What to do: Upon arrival, many tourists head straight to Blue Lagoon, a geo-

thermal spa named one of the 25 wonders of the world. Fed by the geothermal power plant located in the volcano valley, the warm waters range from 99 to 102 degrees and are rich in minerals like silica and sulfur, which are good for the skin. The Blue Lagoon also has a sauna, swim-up face mask bar and beverage bar. Be sure to shower before entering the waters — Icelanders take the sanctity of their nature baths very seriously. Where to eat: While you may choose to grab a bite at Blue Lagoon’s signature Lava Restaurant, which serves seasonal Icelandic cuisine, another dining option is downtown — Reykjavík is an epicenter of restaurants serving everything from French to Italian. For breakfast, grab a Danish pastry from the famous, graffiti-covered bakery, Brauð & Co. Later, head over to Snaps Bistro in the Skólavörðuholt neighborhood for mussels harvested right in Iceland or French

Iceland's iconic Blue Lagoon is often a ﬁrst stop for most visitors.

The One Thing Every Business Plan Should Have: A Succession Strategy.

As a business owner, when you think about the future of your company, what comes to mind? Increasing revenues...launching new products...building partnerships. But what about planning for an exit strategy? Having a succession plan in place is key to protecting what you’ve built for future generations.

At Bank of Texas Private Wealth, we can help you identify the tools and resources necessary to help formulate a succession strategy that meets your objectives. After all, just because you’ll eventually retire, doesn’t mean your legacy should too.

Let us help you plan for the future.

Tips To Remember

Begin Planning Early

The more time you have to plan your succession, the smoother the transition.

Involve Your Family

Your plans will affect your beneﬁciaries; include them in the process to ease potential discord.

Identify a Successor

Whether a family member or a trusted employee, grooming for leadership takes time.

Know

Your Market Value

Your company’s ﬁnancial standing plays an integral role in your planning process.

onion soup made with Icelandic Isbui cheese. Pair your meal with the Snorri, an Icelandic ale brewed with barley and organic thyme.

LAKE MÝVATN

Six hours from Reykjavík by car

One hour from Reykjavík by ﬂight (via Air Iceland Connect)

Where to stay: When visiting Lake Mývatn in North Iceland, Fosshotel Mývatn is one of the newest and most luxurious places to stay. Opened last year, the environmentally friendly hotel offers sweeping views of the lake from its suites and formal restaurant.

What to do: Naturally, Lake Mývatn has plenty of water. The Goðafoss Waterfall and Dettifoss Waterfall — featured in the opening scene of the sci-fi movie “Prometheus” — are must-sees. If you’re still itching for a hot nature bath, the Myvatn Nature Baths are one of Iceland’s more underrated attractions, allowing tourists to swim amidst clouds of

steam rising up from a fissure deep in the Earth’s surface.

Where to eat: Whether it be for breakfast buffet or evening dinner, head to Vogafjós Cowshed Cafe at the Vogafjós Farm Resort for views of Lake Mývatn and fresh milk and cheese from the farm. Another popular restaurant is Daddi’s Pizza — try the Myfluga, a pie topped with smoked trout, pine nuts and cream cheese.

VIK

2 1/2 hours from Reykjavik by car

Where to stay: For those trying to catch a glimpse at the Northern Lights, the city of Vik in South Iceland is one of the best places to be during winter. One of the newest hotels is Hótel Kría, opened this past year and attracting upscale guests with its sleek interior design and amenities like giant, freestanding bathtubs and large windows for the view of Vik’s Black Sand Beach. What to do: Vik is the place for

adventure, whether it be snowmobiling across glaciers or viewing the Skógafoss and Seljalandsfoss waterfalls. A popular destination is the Black Sand Beach, noted for the volcanic minerals and lava fragments that give this beach a breathtaking view. The Dyrhólaey Cliff is also the perfect hike — be sure to stop and look for puffins.

Where to eat: After a long day of activity and adventure, stop by the Smiðjan Brugghús brewpub for a hearty Icelandic burger and selection of 10 different Icelandic craft beers — the Ulfur beer is an Icelandic take on an American-style IPA. Or, if you prefer a more upscale dinner, try the Ströndin Cafe for lamb fillet or pan-fried arctic charr and a selection of exquisite cocktails and wines.

Northern Lights over the Vogafjós Farm Resort

Snowmobiling is a popular activity in Vik.

Smiðjan Brugghús is known for its selection of Icelandic craft beer.

Craig Rogers President & CEO

Guilty as Charred

Five local chefs dish about their guilty pleasure foods.

BY SUNDAY NESTER

Even the folks who make a living crafting gourmet dishes at Fort Worth’s most reputable restaurants have something in common with the casual diner — a guilty pleasure meal. Here, chefs and chef-owners share the one indulgence they can’t resist.

Jon Bonnell

CHEF AND OWNER OF BONNELL’S FINE TEXAS CUISINE, WATERS RESTAURANT AND BUFFALO BROS

While chef Jon Bonnell straddles the line between fine dining (Bonnell’s

Fine Texas Cuisine, Waters Restaurant) and pub food (Buffalo Bros), he’s also a sucker for “good ol’ Tex-Mex” and treats himself to an order of fajita nachos and a cold beer, or two, after competing in a triathlon or half marathon.

But Bonnell says there’s one guilty pleasure he considers a daily necessity: “I’m famous for having guacamole and chips as a snack almost every day.”

Keith Hicks

hole-in-the-wall breakfast spot, Yoko Donuts, on Camp Bowie Boulevard. According to Hicks, Yoko has the best apple fritters in town, made just how he likes it — “fried hard and super glazed,” he says.

Molly McCook

CHEF AND CO-OWNER OF ELLERBE FINE FOODS

Chef Molly McCook is known for the elegant, farm-to-table cuisine she serves at Ellerbe Fine Foods on Magnolia Avenue. Her guilty pleasure is no surprise: rich, dark chocolate.

“The darker, the better,” McCook says.

Ben Merritt

CHEF AND OWNER OF FIXTURE –KITCHEN AND SOCIAL LOUNGE

EXECUTIVE CHEF AT BUTTONS RESTAURANT

Chef Keith Hicks has always had a taste for authentic Southern comfort food, even off the clock. One thing Hicks cannot resist is found at the

Fixture chef Ben Merritt’s time in the Navy gave him the opportunity to travel the world and sample various cuisines. But even world travels can’t take the place of a small-town burger joint — KPop Burger in Keller.

Merritt’s burger of choice? The house burger — an 8-ounce patty served between a Pearl Snap Kolache bun, which Merritt simply describes as “fabulous.”

Marcus Paslay

CHEF AND OWNER OF PIATTELLO ITALIAN KITCHEN AND CLAY PIGEON

Sure, he graduated from the Culinary Institute of America and has traveled around the country learning skills from numerous top-name chefs. But his guilty pleasure? Doughnuts. “I like chocolate glazed,” he says, “and the best come from Blue Bonnet Bakery.”

UNIVERSITY BUILDING SPECIALTIES

Providing Hollow Metal Doors & Frames, Wood Doors, Door Hardware, and Toilet Partitions & Accessories. We pride ourselves on getting the job done quickly, correctly, and on budget. With an emphasis on quality service and technical expertise.

Thanks Fort Worth for 30+ Years of support!

Building a legacy in Fort Worth: Dickies Arena

Texas Motor Speedway

Kimbell Art Museum

Dorms & Greek Housing at TCU

Clearfork, Westfork, Cassidy (Buildings around Sundance Square)

Radio Shack/TCC Riverfront Campus

Fort Worth area restaurants

Huguley Hospital

Extra, Extra

BY JENELLE LANGFORD

Sometimes it takes a desk decoration to perk up an otherwise mundane ofﬁce setting. But who says desk supplies can’t take on the same amount of personality? And by personality, we mean … extra. And by “extra,” we mean staplers plated with gold. Or flash drives covered in precious stones. Yes, they exist. Hey, you know what they say — treat yo’self.

El Casco 23-Karat Gold-Plated Large Stapler - $395

This 23-karat, gold-plated stapler, made in Spain, comes with an added bonus — a brand new box of 1,000 staples. Because stapling papers is, you know, so important. barneys.com

Notepad Holder

Epsom - $285

Designer Graf Von Faber-Castell turns a simple notepad holder into something sleek and elegant. Crafted with Italian calfskin and well-polished metal, this notepad holder takes on the same sophisticated attitude that you enjoy while taking notes. The Epsom holder comes in black, dark brown or cognac. graf-von-faber-castell.us

Sterling Silver Ruler - $500

For those certain, special, less-than-6inches-long things that need measuring, Tiffany & Co. offers a ruler made from sterling silver and American walnut wood. And, the “1 inch” sports the brand’s signature Tiffany Blue color. tiffany.com

Sand Art - $129.95

Drift off to a whimsical distraction as black-andwhite sand sifts through a large glass frame and reminds you of the beach you are not on. The smaller counterpart of this piece is $16.95, if you’re feeling frugal. zgallerie.com

USB Key Mushroom - Up to $37,000

Now this is the mother of all flash drives. Swiss fine jewelry company Shawish Genève has created the most expensive and blingedout USB flash drive in the world. Inspired by “Alice in Wonderland,” this USB key mushroom comes in three different designs made up of pink sapphire, ruby or emerald with a white or yellow gold stem. It’s 32 GB. shawish.ch

THANK YOU for making DFW Center for Spinal Disorders one of Fort Worth Inc. Magazine’s in Fort Worth.

DFW Center for Spinal Disorders believes in improving lives through innovative spine care in a compas-

have been serving patients in the Dallas/Fort Worth area since 2009. Our specialties include minimally invasive spine surgery, lumbar degenerative disc disease, lumbar spondylolisthesis and stenosis, cervical and lumbar disc herniation, and many more. We also provide treatments for conditions such as back pain, neck pain, bulging discs, compressed nerves, sciatica, scoliosis and degenerative disc disease.

DFW Center for Spinal Disorders and Call to schedule a consultation today or visit our website at

MERRY AND BRIGHT

LOCAL Design Studios + Gallery manages to turn a 2,500-square-foot, virtually windowless storefront into a surprisingly spacious ofﬁce, thanks to the power of paint.

BY SAMANTHA CALIMBAHIN PHOTOGRAPHY BY OLAF GROWALD

All five companies that office at LOCAL Design Studios + Gallery started at home. So, naturally, when the owners of one of those companies — Paige Casey and Amanda Galati of Lila + Hayes — designed the West Vickery space, they chose a similar detail found in their own homes: white paint.

Specifically, Snowbound by Sherwin Williams.

“We love white,” Casey says. “It can do wonders to a space.”

But the decision to let white permeate the color palette was more than a matter of taste. With five businesses crammed into one storefront — and virtually no windows besides the glass at the front entrance — LOCAL needed a way to make the space feel bigger. White walls did the trick, along with exposing the ceiling and painting the ventilation white too.

That's why, when visitors come on Wednesdays (the day LOCAL opens its showroom for shopping), many compliment the space’s openness and airy feel — despite it being just 2,500 square feet.

The design was purely the work of LOCAL’s seven business owners, who celebrated one year at the location in October. Before LOCAL, Casey and Galati used to run their children’s boutique out of their homes and used an empty bank space to store clothing. On the hunt for more space, they came across a former graduation services storefront on West Vickery Boulevard and decided that, financially, it would make sense to share the space with other local entrepreneurs.

So, by six degrees of separation, Casey and Galati connected with Emily Lee of The Bow Next Door, Kori Green of Kori Green Designs, Ro Rynd of RM Rynd Interiors and Calli Galati and Rachel Hausser of Wabash Road to create LOCAL Design Studios + Gallery; and each business owner customized her own workspace with both style and functionality in mind.

Nearest the entrance is Kori Green Designs, a clean, spacious nook marked by a gold sputnik chandelier hovering above a wood island, used as both a worktable and a space for showcasing jewelry.

Other stylish yet functional additions are the lockable, sliding barn doors, which provide additional security for Green’s products.

Down the hall is the office of Lila + Hayes, which carries on the clean, white-on-white theme along with touches of gold. The space incorporates a few rustic elements as well, from the tree branch lampstand to the burlap pinboard, where Casey and Galati post fabric patterns and photos of their children.

Wabash Road’s office follows a similar motif — white on white, but with silver and beige accents. Being a stationery company, a pinboard showcases a hodgepodge of colorful invitations and photos.

Interior designer RM Rynd Interiors’ space is slightly more ornate, interrupting the white walls with a dramatic, gray-andwhite speckled wallpaper. The space features more black-and-gold touches, a plaster elephant by the desk and shelving stacked with sample books of fabrics and wallpapers.

The only company that doesn’t office at LOCAL is children’s hairbow and accessory company, The Bow Next Door. While owner Emily Lee still works out of her home, she utilizes LOCAL’s showroom as retail space for her products. All the racks on the floor are movable so the space can be easily cleared for events.

And, as self-dubbed “mompreneurs,” the women of LOCAL knew there would be days when they’d need to bring their children to work. So, they added a playroom, decked out with toys and a TV playing cartoons. Most of the furniture here, as is with the rest of the office, comes from Dallas shops Wysteria and Arteriors. Warm woods and burlap give the room a softer feel; popping out of the gray upholstered couch is a Chinese dragon pillow, sporting deep reds, blues and yellows to offset the room’s neutral tones.

And while LOCAL’s palette is predominantly neutral, the space is not devoid of color — in fact, the white gives LOCAL the opportunity to showcase the work of local artists, and everything hung on the wall is for sale. The art rotates every so often; so far, the artists featured have included Heather Essian, Ginger Walker and Mimi Clemons.

The only area that differs is the far back of the office — a

bathroom and sink area painted a dark, grayish blue, as well as a warehouse space that’s also utilized for events.

One year into LOCAL, the women say each of their businesses has grown, citing the location’s visibility and their ability to meet clients at an actual office. Green and Rynd also collaborated to add a sixth company, Clearly Handbags, which designs clear handbags that sports fans can bring into stadiums.

The other benefit — newfound coworkers.

“It’s this think tank,” Rynd says. “I love that these women are here, and we can bounce ideas off each other. We’re all in this together.”

The waiting area of Rocky Walton's ofﬁce features a cowboys-and-Indians theme.

Lila + Hayes owners Paige Casey and Amanda Galati in their ofﬁce

White on white permeates the space's design, allowing colors to pop.

Speckled wallpaper in Ro Rynd's ofﬁce offers a reprieve from white walls.

We would like to thank our local team members who nominated us as one of the Best Companies to Work For in Fort Worth. Their personal expertise and experience allows us to customize our banking to best suit each guest. Stop by soon and let us know how we can assist you.

www.Origin.bank/FortWorth

Left to Right: Paula Adams, Beth Bartels, Chris Hamilton, Emily Parolek, Curtis Hamilton, Christina Marrs, Grant James, Mike Wood, Leslie Reisdorfer, Eric Reed, Caroline Thomas, Justin Holt

At Gus Bates Insurance, our clients rely on us to help guide them through the complex world of insurance and investments. But t before t

Even the Best Get Stressed

From naps to Nerf wars, the Best Companies to Work For

ﬁnd creative ways to beat stress.

BY AMANDA SMILEY PHOTOGRAPHY BY OLAF GROWALD

Believe it or not, even employees at the Top 25 Best Companies to Work For get stressed every now and then. We asked a few of these companies how they manage the pressures of the corporate world.

Qualbe Marketing Group

We provide a nap room for employees

that like to take a 15-minute power nap to reenergize and refocus. We also provide other quiet spaces to escape to in our library and breakroom, and recreation areas for employees that need a reprieve from ringing phones or to recharge after intensely focusing on a project.

—Julie Lee, office manager

Apex Capital Corp

At any moment you may walk into a Nerf gun battle or go to get a soft drink and find a competitive game of pool or darts going on. For those who like to be more physically active, there is always someone who will meet you to play pingpong. And if our employees want to interact in a more cerebral manner, just move to the quiet room with the chess set. [Employees can also] find some quiet time in the comfy chairs provided in what we affectionately refer to as the “blue” room — an area of the office specifically decorated and lit to provide a relaxing environment.

—Ann Dill, executive assistant

Fort Capital

Each employee has a weekly meeting with their leader to discuss any issues or stresses on their plate (Fort Capital leverages the “Level 10” format from the book Traction by Gino Wickman). Before the meeting is over, the employee and leader land on a solution with actionable to-do items to go out and solve the issue at hand. Honest and open communication ensures that any stress is managed

without it snowballing into something greater.

—Abby Osvog, director of marketing

Fort Worth Country Day

At our annual employee benefits fair last month, the school paid for two chair massage therapists for our employees. We do this every year, and it is always a big hit! Our department is also planning an off-campus, escape-room, teambuilding activity, and the school buys our whole department lunch when one of us has a birthday. —Laurie Valentine, human resources manager

Pacheco Koch

We have brought a chair massage provider into the office for staff, done group yoga on half-day Fridays and other activities such as a chili cook-off, crawfish boil, happy hour or pingpong tournament to unplug from work and have fun together. Staff is encouraged to partake in [activities] such as ice-cream days, scavenger hunts, theme dress days and other nonproject-related, company-organized activities to break up the daily stress.

—Brian O’Neill, principal

Muckleroy & Falls

We enjoy going to our construction sites and touring the facilities we have under construction with a large group of our staff on a monthly basis. This allows them to see the results on the projects that they are building … We have also had team-building events such as bowling, dodgeball, softball and fantasy football. We encourage birthday celebrations, as well as job award celebrations as a company. One of our employees told me she is always relieved of stress when she hears me laugh. Perhaps I need to do this more often!

—Harold Muckleroy, CEO

Worthington National Bank Wine, lots of it. —Greg Morse, CEO

Pingpong tournaments are one way Pacheco Koch unwinds from work.

2019 CALL FOR NOMINATIONS

We are looking for those entrepreneurs whose vision, creativity and integrity have made Fort Worth the premier place to do business. Fort Worth Inc.’s Entrepreneur of Excellence Awards showcase and honor the contributions of exceptional entrepreneurs in the following areas:

• Construction, commercial

• Construction, residential

• Energy

• Health care and Life Sciences

• Hospitality

• Manufacturing

• Media/Communications/PR

• Professional services

• Real estate

• Retail

• Transportation, logistics and distribution

Finalists from each category will be featured in the May issue of Fort Worth Inc. Anyone can nominate an exceptional entrepreneur –you can even nominate yourself.

To nominate an outstanding entrepreneur today, go to fwtx.com/fwinc/eoe.

Deadline is January 14.

Lamar National Bank, a provider of unique

ﬁnancial solutions for business owners and individuals, is pleased to announce their expansion into the Fort Worth, Texas area. Terry King will serve as Market President. Terry brings over 19 years of banking experience, as well as a community focused outlook.

Prior to joining Lamar National Bank, Terry served as Vice President at a local bank in Grapevine Texas. Terry holds a Bachelor of Finance from Texas A&M University. Terry and his team will office at 9800 Hillwood Parkway Ste # 140 in Fort Worth and will serve small business owners as well as individual clients.

“Our expansion into Fort Worth and the surrounding communities is a part of our growth plan in the greater Dallas-Ft. Worth market,” said Greg Wilson, President and CEO of Lamar National Bank.

“Our Celina and Paris offices have had such great success we felt Fort Worth was the next logical move.”

Lamar National Bank provides a full spectrum of financial solutions for businesses to help them manage cash flow and protect against fraud. As a leader in financial technology and individual customized services, Lamar National Bank is well positioned to help customers with their banking needs.

“Lamar National Bank is a customer focused leader, and we are excited to bring our niche service and banking products to the communities in and around Fort Worth.

Presenting Sponsor:

Platinum Sponsor: Gold Sponsor:

WHAT’S IT TAKE TO MAINTAIN A STRONG CULTURE?

Trust, Integrity, Respect, Family, Fun – and a Lot of Work, say CEOs of our 2018 Best Companies to Work For in Fort Worth class

BY SCOTT NISHIMURA

MCUSIC, A FORT WORTH-AREA FREELANCER, CONTRIBUTED TO THIS REPORT.

PHOTOGRAPHY BY OLAF GROWALD

TERESA

What’s it take to build a strong company culture and keep a grip on it during heady times? We interviewed the 25 CEOs or top local executives of the 2018 Best Companies to Work For in Fort Worth class about culture and what it takes to maintain it.

Not surprisingly, themes such as trust and empowerment, family, integrity, respect and fun came up over and over again in our interviews. Employers among our 25 Best put the interests of their employees first among stakeholders, believing a happy staff drives great service to customers. Our CEOs speak of looking for recruiting “51 percenters,” employees who have half emotional skills and half technical ones relevant to the job. Not that developing and maintaining a productive culture is easy. At Satori Capital, a private equity firm and our small/medium company winner, founders Randy Eisenman and Sunny Vanderbeck started meeting four years before they launched the company to determine if their values aligned.

“We started really creating the foundation then,” Eisenman says. Eisenman and Vanderbeck sought to find a balance and ultimately founded the company on the principles of “Conscious Capitalism,” the belief that all stakeholders benefit when a company looks after everyone’s interests and seeks to imbue others including client companies in those values. “We believe there’s no tradeoff in being a great place to work and being a great business, and, in fact, there’s synergy between the two,” Eisenman says.

Satori, which won the small company category in our contest two years ago, has put numerous pieces into place over the years to support its employees, about 30 today. “The caliber of the person who works here is such that they can work anywhere,” Eisenman says. “We want to make them feel as special as they are.”

This year’s large company winner, Legacy Mutual, is on top of this ranking for the second year in a row. Legacy maintains a mix of family flexibility, teamwork and strong incentives to compete in the volatile

home mortgage lending arena.

“This year, the industry as a whole has slowed down a little bit,” he said. “Within the last six to eight months, we’ve moved from a pretty hard seller’s market to more of a neutral or buyer’s market. We’ve gone from 45 days of inventory to almost four months of inventory.”

This is the third year of Fort Worth Inc.’s 25 Best Companies to Work For in Fort Worth issue. It’s independently judged by the Best Companies Group, which assesses applicants for the contest in two segments. The first is an examination of company practices in everything from benefits, to diversity in recruitment and hiring; 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 is the result of confidential surveys by the Best Companies Group of each applicant’s employees on their views.

Best Companies ranked the 25 finalists and declared winners in the small- and medium-sized employers category, ranked by 249 employees or fewer, and the large company category. The magazine unveiled the finalists and winners at a luncheon Nov. 15 at The 4 Eleven in Fort Worth, an event supported by Premier Sponsor Frank Kent Cadillac and Gold Sponsor Valliance Bank.

Several of the companies are making repeat appearances from the prior two years of our contest, a testament to the work they’re doing to maintain their cultures.

“You work very hard,” Randy Meinen, the CEO of Qualbe Marketing, a digital marketing agency based in Haltom City and a repeater among our 25 Best Companies, says. “You don’t want to add the burden of making the workplace not a fun environment.” Employers have to work hard to get the highest levels from employees, he says. “The part that’s beyond normal is always going to be voluntary. If you have trust in your organization, things go real fast. A lot of companies leave a trail of bodies behind.”

Six percent match on 401(k); 100 percent of medical premium paid; annual retreats and resort trips that include spouses; coaching and continuing education, ﬂexible hours for family needs, telecommuting.

Proﬁt sharing of 10 percent of net income before tax handed out quarterly. Ofﬁce recreation spaces include yoga, pool. Company picks up substantial piece of employee medical premiums. Tuition reimbursement of up to $15,000 a year.

Bonuses to employees at Olympus properties, based on outcomes. Corporate office employees receive ownership stakes in properties. Employee outings like bowling nights, mud runs, and sports. “Diversity potlucks” celebrate diverse workforce. Leaders attend Disney Institute for leadership. This year, Olympus flew 50 percent of the company – all corporate office employees, property managers and maintenance technicians – to a leadership conference in Cleveland. It flies 100 percent of the company into town for annual holiday party. Olympus pays substantial piece of employee medical premiums.

New employees spend a few days at Louisiana headquarters, where they meet the Origin “culture czar.” Ample ﬂexibility for employees’ needs at home. Origin picks up substantial piece of employees’ medical premiums.

Numerous employee recognition programs aim to reward strong service. Generous proﬁt-sharing. Tuition reimbursement. Bank picks up substantial piece of employee medical premiums.

Burns & McDonnell pays for a substantial piece of employee medical premiums, but awards discounts for things like biometric screenings, online health assessments, and physical activity. Spouses can also earn discounts off of their premiums. Company waived the ﬁnal month’s medical premium last year, because of improvements in health care expense.

Satori Sweats and Optimal Living initiatves focus on employee well-being. Daily catered lunches, meditation before meetings, $1,000 annual allowances for anythig ﬁtness-related, biennial health screenings up to $3,000, fully-paid medical premiums, team workouts, gratitude dinners, corporate concierge, tuition reimbursement for advanced degrees

Employees eligible for equity stakes in company’s deals after two years of employment; company picks up 90 percent of medical premiums; half-day Fridays twice a month; new 401(k)

Employer-paid medical insurance premiums, social and volunteer outings

Strong beneﬁts: ﬁrm picks up 100 percent of medical premiums. Short- and long-term disability, long-term care coverage, generous 5 percent of pay to employees’ retirement plans. Regular employee outings, such as cooking and painting classes, bowling, and Christmas treks to downtown Fort Worth.

Quirky recognition programs with prizes like “Rock Star” cards, “Ideator” status, stuffed buffaloes and cash. Pickleball, pool, pingpong, basketball, and corn hole tournaments in game room and gym. Company picks up medical premiums. Free healthy snacks, Friday catered lunches, reading competitions to foster leadership

Signiﬁcant ﬂexibility for family needs. Bank picks up substantial portion of medical premiums and 100 percent of premium for short and long-term disability coverage. Tuition reimbursement for advanced degrees.

Employees receive full toolkit including computer on ﬁrst day. Only company among 2018 Best Companies to Work For that gives unlimited paid time off. Equity grants to high performers.

Numerous destressor events for firm families: Halloween party with office-to-office décor and trick-or-treating, Mother’s Day brunch (including moms of dogs), regular happy hours, including one for Father’s Day, retreats at Legal Beer, off-campus lunches. The company picks up $1,500 of the medical plan’s $6,000 deductible.

Encouragement of community involvement, $100 monthly “Con-Real Cash” bonuses to all employees, in-ofﬁce yoga, frequent social outings. Com-Real picks up substantial piece of medical premiums.

Toolbag for new employees includes laptop of choice and AirPods wireless headset. Paid initiation fee and athletic membership to Fort Worth Club in company’s ofﬁce tower. Happy hours in club. Company pays 100 percent of medical premiums. Upcoming employee bonus of up to 50 percent of salary if company hits $250,000 in monthly revenue by end of 2020.

Proﬁt-sharing twice a year. Company-paid trips to locations such as Cancun and Las Vegas for meeting goals. Company picks up substantial share of medical premiums. Beer fridge, catered lunches, mobile car washes.

Key employees have been able to buy stakes in family-held company. Weekly $100 cash gifts to employees who receive praise from clients, vendors and others outside company. Employees receive annual credits to buy merchandise in company store. Recently built conference center has gym, locker room and showers and is avialable to families on weekends. Execs coach employees on taking time for family. Social outings like Texoma ﬁsh fry. Company picks up substantial piece of medical premiums.

Group activities, intramural sports leagues, regular happy hours, volunteer outings, and a compressed work week with half-day Fridays that begin with breakfast. PKCE preparing to move Fort Worth ofﬁces to building under construciton in Whole Foods-anchored Waterside, with Trinity Trail access, employee training room, better kitchen, bike storage and locker rooms, outdoor decks, shade from the property’s mature trees, and membership to the CERA recreation center on the property. PKCE pays 100 percent of medical premiums.

The practice hires employees who live close to their clinics to minimize commutes; gives non-management clinic employees vacation priority during holiday periods, builds administrative days into schedules so employees can catch up and take time off. Bonuses twice a year, Christmas party with rafﬂes and gifts such as Apple watches. Practice picks up substantial piece of emedical premiums. Regimented training process with rewards for employees who rise to level of thinking like “owners.” Friday “I’m Freaking Awesome” happy hours, where each employee praises another’s accomplishments. Company pays 100 percent of an employee’s premium for medical insurance. Guaranteed 3 percent annual company contribution to employees’ 401(k)s

Family outings such as bowling, crawfish boils, burger cookouts, and chili cookoffs. Company sends employees and spouses to dinner when employee returns from out-of-town projects. Celebratory gong in office announces new projects won and facilitates in-office communication. Company picks up 100 percent of medical premium. 75 percent discounts on Apple watches in partnership with insurer.

BooneDoggle, named after company’s first office dog Boone, is a two-day, all-expenses-paid annual retreat where the company hands out profit-sharing checks of 10 percent. Recognition awards like the “Kick Ass Award” and the light-hearted “Squirrely” for screw-ups. Spontaneous office competitions like paper airplane-flying. Paid Christmas week off. Employees pay $18 per month for medical coverage.

Extensive recognition programs and events for employees, including annual Founders’ Day with students and faculty; Club Vigniti for 20-year faculty and staff; and end-of-year luncheon. Each year, the school funds faculty and staff dinners of 10 to promote what Lombardi calls “cross-pollenation.” Beefed-up medical plan, generous 401(k) match, tuition reiimbursement of up to $26,000 for life of degree. Company has contributed a total $250,000 in each of the last two years to bonuses and, separately, proﬁt-sharing, which goes into his 36 employees’ 401(k)s. Company pays 100 percent of medical premiums and added disability subsidies.

Legacy Mutual Mortgage

Legacy wins the large-company category in our contest for the second straight year. Perks are big here. They have to be; in the rough mortgage world, Legacy’s loan ofﬁcers work on 100 percent commission.

Whether it’s the little things (a gift card to your favorite jeweler for your birthday or a free in-office massage) or big things (flextime, telecommuting, a free trip to Cabos San Lucas for you and your spouse or a 6 percent match on your retirement account), Legacy Mutual ticks off most of the boxes to be a positive work environment.

Such benefits are important in the roller-coaster world of home mortgage lending, said Gary Linville, vice president and manager of Legacy Mutual’s Fort Worth branch. “This year, the industry as a whole has slowed down a little bit,” he said. “Within the last six to eight months, we’ve moved from a pretty hard seller’s market to more of a neutral or buyer’s market. We’ve gone from 45 days of inventory to almost four months of inventory.”

With the industry slowdown, company perks are especially important for Legacy’s loan officers, who work 100 percent on commission, Linville said. “We still had a good year,” he said. “The pipeline still looks pretty good going forward, but we’re down 12 to 15 percent from where we were at the height.”

The Legacy Fort Worth branch is expanding to Parker County, and Linville said he personally coached a new loan officer who will eventually have an office in Aledo. “He sat with me for about a month, and I just taught him,” said Linville, who has done similar training a few times in his career. Coaching and training are fundamental to Legacy’s culture, Linville said. As is everyone’s desire to help when a team member is down.

Linville started his Fort Worth mortgage company in 1996, selling to San Antonio-based Legacy in 2011. “It’s been a great marriage,” he said. “This is another thing that speaks to the company. Whenever you put a deal together, you can’t paper up everything; there’s going to be some that you’ve just got to work through. Every debatable thing that has come down the line since we did this, they told us to do it. That brings loyalty and makes us love to come to work.”— by Teresa McUsic

JESSICA DICKE operations director

“I love coming to work. There are days when it’s hectic, but at the end of the day, everybody’s checking on you. We have a lot of teamwork here. Nobody ever says, ‘That’s not my job.’ Everybody steps in when they’re needed. I think that says a lot about our leadership staff because they’re also that way. They jump in and help us, too, and they give credit where credit is due. I get gift cards from Kendra Scott for my birthday. Gary has offered to babysit my kids. I’m able to work from home when a kid is sick. I work every Monday from home. I don’t know anybody who can do that.”

WHAT THEY DO:

The Fort Worth branch of Legacy Mutual originates, underwrites and closes conventional, FHA, VA, Texas Vet and USDA home mortgage loans. The Fort Worth ofﬁce had $120 million in loans through September this year. Legacy did $1.2 billion in loans last year.

EMPLOYEES: 16 Fort Worth, 325 companywide

WHAT EMPLOYEES

LOVE: Six percent match on 401(k); 100 percent of health premium paid; annual retreats and resort trips that include spouses; coaching and continuing education; Employee Assistance Program with counseling for marital, parental or financial problems; flexible hours for family needs like school events and doctor visits; telecommuting; lactation facilities. Office fun like manicures, massages, monthly potluck lunches.

COOL BENEFIT: Telecommuting

2

APEX CAPITAL

Fort Worth

DAVID BAKER, WHO 23 YEARS AGO FOUNDED APEX CAPITAL CORP, THE FORT WORTH FINANCE COMPANY FOR TRUCKING FIRMS, HAS A MODEL CEO. “If I could be somebody when I grow up, I’ll be like Herb Kelleher,” the goofball founder of Southwest Airlines, Baker says. The fast-growing Apex, which buys discounted receivables from trucking firms and gets paid off when it collects on the invoice, expects to buy upwards of $4 billion in receivables this year. It likes to celebrate the accomplishments of its 275 employees. “It’s not a low-risk business to be in,” Baker says, pointing to the potential for fraud.

COOL BENEFIT Once a quarter, senior management brings employees together to give out profit-sharing — Baker estimates 10 percent of net income before tax — to employees who’ve been with the company at least a year. For the latest period, Baker estimated that

at $1.1 million. “And happy to give it,” he says.

WORK-LIFE BALANCE

The company promotes work-life balance. Employees converted a vacant space in their offices at the Western Place in west Fort Worth into a yoga room, and they play pool in the break room, or what Baker calls “collaborating.” Employees festoon their cubicles with seasonal harbingers. A big wall of fame sports pictures of employees recognized for accomplishments. “We care about each other,” Baker says. “We celebrate a lot. We tease each other a lot. I’ll tell you how to have fun. You hire fun people who like to work.”

HEALTHY WORKPLACE

Apex pays more than three-quarters of employee health insurance premiums. It offers extensive training and tuition reimbursement of up to $15,000 per year. Apex earned recognition as a Blue Zones Fort Worth Projectcertified workplace for its fit programs. Employees munch on free healthy snacks and periodic catered meals. Western Place has workout facilities and showers.

BRITTANY MOORE

auditing specialist

“Apex is synonymous with people. Starting on day one, we as employees are invested in by Apex. We are provided with an exceptional onboarding experience and are continually offered a wide range of opportunities for training and development, professionally and personally. We pride ourselves on maintaining the highest level of integrity and reliability. We care about one another and remain focused on teamwork.

We celebrate each other as much as possible. In the words of our president, we work hard to play hard. Not only do we care deeply for one another, but this level of care is extended to every client.”

3 OLYMPUS PROPERTY

Fort Worth

BROTHERS ANTHONY WONDERLY AND CHANDLER WONDERLY, WHO CO-FOUNDED THEIR REAL ESTATE FIRM IN 1992 WITH THE PURCHASE OF A TRIPLEX IN CALIFORNIA, KNEW WHAT KIND OF CULTURE THEY WANTED TO BUILD EARLY ON: ONE WITH EMPOWERED, HAPPY EMPLOYEES. “We drive our values to our team; then our team drives them to our projects,” Anthony Wonderly says. “We hope it gives us a little niche in the markets we operate in.”

The Wonderlys built slowly, buying and selling multifam-

ily properties while they held other jobs. By 2003, they owned one project at 205 units. Today, the company has 17,000 rental units and 450 employees in 10 states, including 60 at its downtown Fort Worth headquarters.

IT'S ABOUT FAMILY Olympus has worked to build a family culture where everyone has a voice and stake. “I always tell everyone we have policies and procedures, but we can change them every day,” Wonderly says. The company sponsors outings like bowling nights, mud runs, sports and other team outings. It throws national “diversity potlucks” in its offices and at its properties to celebrate its diverse workforce. Leaders attend the Disney Institute for leadership. This year, Olympus flew 50 percent of the company — all corporate office employees, property managers and maintenance technicians — to a leadership conference in

GEOFFREY GONZALES, OLYMPUS PROPERTY

BRITTANY MOORE, APEX CAPITAL

Cleveland. It flies 100 percent of the company into town for an annual holiday party, to be held this year at the Gaylord Texan Resort in Grapevine.

OWNING A STAKE Olympus gives bonuses to employees at its properties, based on outcomes. Corporate office employees receive ownership stakes in properties. In a 90day period this year, for one, Olympus distributed $2 million in ownership bonuses to its 60 corporate office employees, Wonderly said. “People feel and know they have a voice.”

GEOFFREY GONZALES business manager

“Our core values are not something just written on the wall at corporate or shoved in the back of everyone’s desk. Our owners and leaders demonstrate these values and lead by example every day. At Olympus, we are all here to achieve the same goal for our customers (and we have fun while doing it)! On several occasions, I have witnessed our owners, Anthony and Chandler, walk into a community, smile and greet every single person from the manager to the housekeeper. I truly feel Olympus is dedicated to everyone’s success.”

4 ORIGIN BANK

Fort Worth

ORIGIN BANK’S CULTURE IS BUILT AROUND PUTTING ALL STAKEHOLDERS ON EQUAL FOOTING AND DELIVERING FRIENDLY HOSPITALITY AND MEMORABLE EXPERIENCES. “Happy employees bring a happy delivery of the bank into the community,” Grant James, Origin’s Fort Worth region president, says. “It may be as simple as asking someone, genuinely,

‘How can I help you?’ It’s an art. It takes practice. Ultimately, the shareholder is rewarded.”

All new employees spend a few days at Origin’s Louisiana headquarters, where they meet the CEO and the “culture czar.” Origin picks one employee per year who attends the Disney Institute’s culture camp. Delivering on the culture starts with hiring the right people, James says. The bank’s Fort Worth region, with 22 employees, is small enough that James gets to meet every prospective new employee before he or she is hired. He views prospective employees through two lenses — hospitality and technical. The bank tends to look for employees who it views as having an ideal 50-50 mix of those two. “I would consider that ideal for most roles we have in the bank,” he says.

FAMILY FIRST The bank is flexible for employees’ needs at home, James says. He views those needs as significantly greater stressors than anything

employees experience at work, given that the bank tries to take potential stressors out of the picture and build a collegial staff in its hiring practices. “Take care of your family so you can take care of your job without the stress,” he says. “We can always work around the situations where family comes first.”

5 FIRST FINANCIAL BANK

Fort Worth TO MARTIN NOTO, CEO OF FIRST FINANCIAL BANK’S FORT WORTH BRANCH BANK, THE COMPANY’S STATURE AS ONE OF THE BEST TO WORK FOR STARTS WITH ITS STRONG FINANCIAL FOOTING. The bank consistently ranks as one of the best performing in the country, according to Bank Director Magazine. First Financial is also known for its community contributions. It developed a program, originally with police in its Abilene hometown, to educate the public on the

exploitation and abuse of the elderly after spotting numerous attempts to defraud elderly customers. In Fort Worth, First Financial regularly goes into senior living centers and churches with presentations, this summer earning one of the first four Age-Friendly Business certifications in Texas from AARP. “It’s very important that we give back to the community,” Noto says. “Under the community bank charter, we have to do that anyway. But this bank takes it a couple of steps further.” Senior officers, including Noto, serve on numerous boards. The company also sends all employees into the community for a half-day of volunteering on Columbus Day.

FRAUD BUSTERS First Financial has several employee recognition programs, including SOS, a suggestions program whose entries are published on the internal website; Wow, for employees who go beyond their regular duties, including

ORIGIN BANK’S DOWNTOWN FORT WORTH OFFICE

one Fort Worth employee who drove a customer to a store to buy a new battery for his broken-down car; Star Card, for employees to recognize each other; Fraud Busters, for employees who spot fraud; and Shining Star, given annually for exemplary service. First Financial also has mentor programs and off-site team-building dinners for tellers. Top service is critical because of the amount of competition (57 institutions in Fort Worth), Noto says. One of the branch’s commercial bankers has a large number of physicians and dentists among his clientele and has been known to wait outside surgery for a doctor to emerge and sign papers, Noto says. “We have to differentiate ourselves by service,” he says. “And it keeps us from having to compete so much on price.”

PROFIT-SHARING Tuition reimbursement for full-time employees who take graduate classes or pursue graduate degrees. Generous profit-sharing that goes into employees’ 401(k)s. “We’ve got secretaries who’ve been here a long time

and are going to retire millionaires,” Noto says.

MIKE HOPKINS

commercial banker

“Our ‘customer ﬁrst’ mentality really gives us the opportunity to grow the bank without putting pressure on our customers or employees. First Financial gives us the opportunity to be part of various organizations throughout our community and make it a priority to be entrenched in the organizations and plant roots. Our bank provides free information sessions on the ﬁnancial exploitation and abuse of the elderly. The First Financial family is a large group of people, but it’s a large group that always has your back. When Hurricane Harvey caused destruction to our location in Orange, Texas, and many of our employees’ homes were destroyed, the bank raised a fund to help."

6 BURNS & MCDONNELL

Fort Worth

THE CULTURE AT BURNS & MCDONNELL, A MAJOR WORLDWIDE ENGINEERING, ARCHITECTURE AND CONSTRUCTION FIRM, STARTS WITH ITS 100 PERCENT OWNERSHIP BY EMPLOYEES. The company gives stock to all employees and augments their holdings each year with more shares. The company also pays dividends, and it has a 401(k) apart from the stock ownership. The unusual ESOP “really sets up a shop owner mentality,” Scott Clark, vice president and DFW region general manager. “It cultivates a can-do attitude.” Employee owners become vested in their equity in six years. But for new arrivals, “we try to get as much stock in their hands as

quickly as possible, so they feel that sense of ownership,” Clark says. Ownership means better stewardship, Clark says. “We always say, if it’s your money, what would you do? Well, guess what, it is your money.” Employee owners monetize their holdings when they move to another employer or retire; those shares are redistributed to existing employee owners. Burns & McDonnell has 6,600 employee owners today, including 140 in DFW. That’s up from more than 500 when a group of 10 employees bought the company in 1986 and converted it into an ESOP.

FIT CULTURE

Burns & McDonnell is big into employee owners’ fitness, awarding discounts off of health insurance premiums through a point system. Managed by an outside firm, the system awards points for biometric screenings, online health assessments, physical activity, taking preventative

measures, eating healthy food and attending wellness events. Before Christmas last year, the company bought fitness devices for all employee owners that measure things like steps. At the same time, the company began awarding points and associated premium discounts for employee owners’ spouses. And it waived the year’s final health premium payment because of improvement in health care costs. Burns & McDonnell’s Fort Worth office is in the Pier 1 headquarters building, which has a fitness center and showers and easy access to the Trinity Trails, which some employees use to run or bike at lunch or ride their bike to work. Burns & McDonnell also gives tuition reimbursement for advanced degrees, matches employee owners’ gifts to charity to certain limits, and contributes money and volunteers to selected charities each year.

MARTIN NOTO, FIRST FINANCIAL BANK

SCOTT CLARK, BURNS & MCDONNELL

Satori Capital

Satori Capital, which won our contest in its ﬁrst year, is a repeat winner for its culture laden in Conscious Capitalism.

BY SCOTT NISHIMURA

PHOTOGRAPHY BY OLAF GROWALD

Satori Capital, a private equity and wealth management firm, started in 2008. But in the runup to creating the company, founders Randy Eisenman and Sunny Vanderbeck started meeting four years earlier — they had a standing Friday lunch date — to see if their values aligned. “We started really creating the foundation then,” Eisenman says.

Eisenman and Vanderbeck sought to find a balance and ultimately founded the company on the principles of “Conscious Capitalism,” the belief that all stakeholders benefit when a company looks after everyone’s interests and seeks to imbue others with those values. “We believe there’s no tradeoff in being a great place to work and being a great business, and, in fact, there’s synergy between the two,” Eisenman says.

Today, Satori estimates it has more than $1 billion in assets under management. Its private equity business partners with businesses that have $5 million to $25 million in earnings before interest, taxes, depreciation and amortization and that have like-minded management. Satori’s investment platform, called Satori Alpha, creates and manages custom portfolios for institutions, family offices and private investors.

Satori’s focus runs counter to perceptions of the business as short-term and self-centered in thinking, Eisenman says. If that kind of thinking is “me-centric,” at Satori, “we are long-term focused and we-centric,” he says. “Our [investment] time horizon is very long-

term. We really believe the secret sauce to success is the culture.”

Calling its talent programs the “Satori Way,” the company has put numerous pieces into place to support its employees, about 30 today. “The caliber of the person who works here is such that they can work anywhere,” Eisenman says. “We want to make them feel as special as they are.”

Through its Satori Sweats program, the company gives all employees a $1,000 annual allowance they can use on their “favorite way to sweat.” One employee used it to buy a kayak (see this month’s cover photo). Employees often work out together. “Anytime they work out together, we pay for it,” Eisenman says.

Through Satori’s Optimal Living initiative, the firm provides quarterly workshops on mental, physical, emotional and spiritual well-being, including recent topics such as living with aging parents, estate planning, conscious communities and brain health. The firm hosts the personal trainers Larry North and Brenda Stone monthly for health coaching and nutrition planning, guided meditations and other stress relieving techniques. Employees meditate before meetings. The firm provides chef-prepared and catered lunches daily. Dogs are welcome in the office. Satori also pays for biennial executive health screenings at up to $3,000 for every employee.

WHAT THEY DO: Private equity and wealth management

EMPLOYEES: 30

THE CULTURE:

Founded on principles of “Conscious Capitalism,” belief all stakeholders beneﬁt when a company looks after everyone's interests

COOL BENEFITS:

Generous wellbeing initiatives and incentives. Additionally, the ﬁrm hosts elaborate annual team “Gratitude” dinners; provides a concierge that employees can use to arrange services such as dry cleaning, childcare and automobile repair; offers tuition reimbursement for advanced degrees; offers ﬂexible hours to employees to provide for family needs; and supports them in volunteer activities.

This summer for the ﬁrst time, Satori also rented a home in Crested Butte, Colorado, and made it available to all employees. “I have a suspicion we’ll be repeating that one,” Eisenman says.

COVER PHOTO: Hope Kahan; kayak courtesy of Backwoods

HOPE KAHAN operations director

“Almost six years ago, I was at a point in my career when I was seeking a higher purpose and more meaningful work. I hoped to join a team of kind, intelligent, driven people who would challenge me to be the best version of myself and were building a noble business. Upon meeting the team at Satori Capital, I knew I had found my tribe! My role has evolved in ways we never could have imagined, largely as a result of our entrepreneurial culture and value we place on supporting team members. It is a joy for me to participate in nurturing our conscious culture through the talent programs we call ‘The Satori Way.’ While we have many wonderful and unique perks, I believe the transparency of our communications and the insight we provide team members into our shared vision are primary reasons we are able to attract and retain top talent."

2FORT CAPITAL

Fort Worth CHRIS POWERS SAYS HE KNEW NOTHING OF COMPANY CULTURE WHEN HE FOUNDED FORT CAPITAL, THE FAST-GROWING REAL ESTATE DEVELOPER THAT’S TAKEN THE LEAD IN CREATING FORT WORTH’S RIVER DISTRICT, A WEST SIDE HANGOUT. The company was growing fast, and “I didn’t even know what culture was,” Powers says. “I thought it would naturally take shape. It kind of happened like that, and then you have to be intentional about some things.” Powers, whose company has 19 employees, likes to empower and let them take off. Qualities he looks for: honest, humble, ambitious high-performers who “love Fort Worth,” hew to the team and are “grateful for the

situation.” “What people want is the ability to achieve things and have a sense of purpose,” Powers says. “I’m not looking to hire people who give me more work to do.” He credits Fort Capital’s chief operating officer, Jason Baxter, who came to the company from David Weekley Homes, with launching the conversation about culture.

“He’s the one who taught me it’s important and how to execute on it,” says Powers, who tells his employees to view themselves as entrepreneurs and that they’re running a piece of the company.

BIG BENEFIT Fort Capital two years ago launched an equity participation program, under which it gives employees who reach certain levels a piece of the company’s projects — specific ones or, in some cases,

broader portfolios. Ten of Fort Capital’s employees are in the program today. Fort Capital also offers a 401(k), beefed up its health insurances by adding dental and vision, and recently went to half days on the second and fourth Fridays each month.

ABBY OSVOG

director

of marketing

“At Fort Capital, you’re not just another employee. Every single member of our team is viewed as an ‘entrepreneur’ — we are all responsible for bringing new, innovative ideas to the table and helping to grow the business, no matter what role we hold. There is a huge focus on developing employees into leaders within a vulnerable and honest environment, and the opportunity for career growth is as high as you can dream it! It’s rare to ﬁnd a company culture where there aren’t any weakest links, and the entire team is truly made up of high-performing individuals.”

3 SUTTON FROST CARY

Arlington

SUTTON FROST CARY, A PUBLIC ACCOUNTING, AUDITING AND BUSINESS SERVICES FIRM FOUNDED A QUARTER-CENTURY AGO IN ARLINGTON, PRIDES ITSELF ON A LAID-BACK FAMILY CULTURE. “We really try to keep our staffing levels where, as much as you can in public accounting, you can have balance,” Kim Crawford, a partner and member of the firm for 22 years, says. The firm encourages employees’ participation in nonprofits, providing time to participate on boards and committees, making donations,

covering fees, and closing the office one day a year and sending employees out to volunteer at organizations like Habitat for Humanity. “We have a lot of nonprofit clients, so we encourage our staff to be involved,” Crawford says. “Working with other people in the community, you learn a lot.”

Besides serving the community, the volunteer work also builds esprit de corps among the staff, which numbers 40 at SFC’s Arlington and Fort Worth offices. In November, SFC staff is working for Habitat for Humanity in Granbury, participating in a chili cook-off at the University of Texas at Arlington, and playing in a softball tournament sponsored by the Fort Worth CPAs. The firm agreed to a proposal by two auditors to turn unused space in SFC’s Arlington offices into a “collaboration room,” with windows, white board, chairs, dart board, and sectional tables. One of the auditors is also organizing an office bake-off in December. SFC picks up its employees’ health insurance premiums and matches employees’ contributions to their 401(k)s up to 3 percent. The firm also gives its employees access to development opportunities. Courtney Jones, an audit administrator and employee whom SFC sponsored through Leadership Arlington, is now its director of adult training.

ELLEN BARKER CPA

“Sutton Frost Cary took a chance on me. I was fresh out of college, had only two months of experience, and did not have

ABBY OSVOG, FORT CAPITAL

a CPA license. I also lived in Alabama at the time and had no friends or family in Texas, so there was a chance I would want to move back home. SFC saw something in me. I have worked for SFC for over three years now, earned my CPA license, progressed within the ﬁrm, been more involved in my community, and grown more conﬁdent. SFC has encouraged me to be innovative by permitting me to turn one of our empty rooms into a collaboration room and also come up with events such as softball practices, a fantasy football league and dessert bakeoff. SFC understands that for it to be successful, its employees have to be successful, and it gives its employees the tools.”

4 FORTÉ BENEFITS

Fort Worth FORTÉ BENEFITS HAS A STRONG FAMILY CULTURE THAT’S COME ABOUT

NATURALLY, WITHOUT A LOT OF THINKING BY PARTNERS, LOGAN DICKINSON, THE EMPLOYEE BENEFITS FIRM’S FOUNDER, SAYS. All of the firm’s employees have families and fit well with the close-knit, four-partner ownership group, Dickinson says. “We have a very common vision,” Dickinson says of the partners. “We never get upset with each other. We have fun together. I think the employees pick up on that.” Dickinson started the firm in 1983. It experienced a big jump in growth with a merger in 2013. The firm lets its employees know they have the flexibility to take time off for children’s events at school and the like, Dickinson says.

OF COURSE, GREAT BENEFITS “That’s the business we’re in,” Dickinson says. The company has an array

of medical and dental plans. Two of its medical plans are high-deductible with health savings accounts, attractive to younger employees. The company pays 100 percent of employees’ health insurance premiums. It also offers shortand long-term disability, rare for small firms, and long-term care coverage for employees, even more unusual. It gives a generous 5 percent of pay to employees’ retirement plans. The company also has regular employee outings, such as cooking classes, bowling and Christmas treks to downtown Fort Worth.

JAN CUNNINGHAM

senior benefits consultant “Every member of the team recognizes that the experiences of our client family create the momentum for our future. The Forté culture is one of teamwork, loyalty and — most importantly — family. There is a heavy focus on enhancing the balance between work, life and health. Leadership has invested in providing a real paid time off program. The company doesn’t shy from demonstrating what a quality employee benefits program should consist of, by providing employee health insurance at no cost to the employee, longterm care insurance, and 401(k) benefits. Lastly, Forté doesn’t leave out the fun. There is always a laugh to be had or memory to be shared.”

TO CREATE IN HIS FIRST JOB OUT OF COLLEGE. “I worked for an insurance company that had been through mergers,” he says. “It was the most toxic environment I’d ever been around. You work very hard. You don’t want to add the burden of making the workplace not a fun environment.” To his thinking, employers have to work hard to get the highest levels from employees. “The part that’s beyond normal is always going to be voluntary.”

5 QUALBE MARKETING GROUP

Haltom City

RANDY MEINEN GOT A FAIR SENSE OF THE KIND OF WORKPLACE HE WANTED

Qualbe, a 21-year-old digital marketing firm Meinen founded that, among other businesses, markets dental plans to consumers under the 1Dental.com banner, made the 2018 Inc. 5000 ranking of fastest-growing U.S. companies with 2017 revenue of $14.1 million in revenue and threeyear growth of 63 percent.

Qualbe, which has 63 employees today, looks for various character traits in recruiting. “Probably, the

ELLEN BARKER, SUTTON FROST CARY

JAN CUNNINGHAM, FORTE BENEFITS

most important one is humility,” Meinen says. “They’ll be teachable.” Its core values are built around respecting people’s value, forming honest relationships and functional teams, encouraging risks, accomplishing “more with less,” doing the right thing, being humble and teachable, and having fun. “If you have trust in your organization, things go real fast,” Meinen says. “A lot of companies leave a trail of bodies behind.”

Employees hand out “Rock Star” cards to other employees they see living out the core values; Rock Stars are announced weekly and get a printed version of their card. Through Qualbe’s “Idea Monkey” program, employees submit ideas to be voted on, and winners

beds for needy children.

Qualbe also encourages reading by employees, averaging more than 15 books read last year per employee. Top readers win prizes. “Leaders are readers,” Meinen says. “If you know anyone who’s successful, they probably read a lot. Whether someone works here for one year, or 30, we want them to create that habit.”

JAMIE CARNEY digital designer

are recognized weekly with a stuffed monkey. Three-time winners earn the “Ideator” title. In the firm’s call center, the top salespeople daily get a stuffed buffalo and cash prize. Each month’s top salesperson receives a fuzzy hat called the “Buffcrown.”

Qualbe hosts various tournaments in its big Haltom City building, including pickleball, pool, pingpong, basketball, and cornhole in the game room and gym. Departments design games that allow them to have fun while improving key metrics and win prizes. Qualbe caters lunches on Fridays and brings in free healthy snacks. The company sponsors build days for the nonprofit Sleep in Heavenly Peace, in which volunteers build bunk

“Culture is not something that is decided on by a manager. It’s not something you can outline on a piece of paper or send out via email blast. Culture is something that’s built from the ground up by each and every employee. Qualbe’s culture is so much more than the pingpong table and pickleball courts. It’s the ﬂood of emails and congratulatory GIFs you get after making your ﬁrst sale. It’s the homemade music videos jam-packed with catchy lyrics and sub-par dance moves. It’s the feeling of knowing that not a single person in the building ever roots against you. It’s the ability to truly be yourself. Qualbe invests in its people. Our personal and professional growth is important to the success and culture of the company. Not only do we have access to a list of learning resources, we’re encouraged through friendly competition to read, learn and do more. Ideas are welcome and considered by leadership, and recently we’ve made huge strides in taking a leaner approach to how we work.”

6 WORTHINGTON NATIONAL BANK

Fort Worth

GREG MORSE, CEO OF WORTHINGTON NATIONAL

BANK, LIKES TO TALK ABOUT THE COMPANY’S WORKPLACE CULTURE IN TERMS OF AN INVERTED PYRAMID, WITH THE SHAREHOLDERS AT BOTTOM AND EMPLOYEES ON TOP. “If you treat your employees well, they will treat the customers well, and the stockholders should benefit,” says Morse, whose bank has four locations and 50 employees. “If you call here during working hours, you get a human, hopefully by the third ring.” Worthington, a small business bank, has put in a few small details over the years that are part of its service culture. The coffee’s in the back of each location, for example, so customers on the way to get a cup are greeted by employees.

FAMILY

CULTURE The bank nurtures a family culture. “My assistant has a child with special needs; she’s out at least once a week,” Morse says. “But she gives 110 percent. We just work around stuff like that.” Employees who are sick are encouraged to stay home and recover, he says. “We don’t dock their pay.” The bank has personality assessments it gives prospective employees and looks for qualities such as team play, compassion and openness to selling. Ninety percent of the bank’s customers are mom-and-pop business owners, Morse estimates. “We don’t really look at it as selling,” Morse says. “We look at it as helping you with a need. I don’t like pushing things on people. I don’t like things pushed on me. We want it to be a mutually beneficial relationship.”

BACKING

THE BLUE The bank administers the Tarrant County Blue nonprofit, which

JAMIE CARNEY, QUALBE MARKETING GROUP

collects and distributes donations for the families of police officers who die in duty. The nonprofit, founded by Morse’s daughter, collected more than $70,000 as of early October for the family of Fort Worth officer Garrett Hull, shot and killed in September.

MARIANNE PINNICK

lobby

services manager, assistant vice president

“There are many reasons why Worthington National Bank is the ‘BEST’ company to work for. We think culture eats strategy for breakfast. All employees take great pride in coming to work, pleasing our customers and helping each other. We are a small company, but large in abilities. We are high-tech, but also high-touch. Most employees have been promoted from within. All have a voice and know they give value. The customer is king. They come before the balance sheet. There are no 800 numbers, just 817. We are very community-oriented, and all employees are expected to sit on two nonproﬁt boards. The bank provides beneﬁts such as gym reimbursement, medical

beneﬁts, free snacks and drinks, and awesome facilities to work in. We also have a Hoopla Team who meets monthly to plan fun activities to reward our associates.”

7 KODDI

Fort Worth

Koddi, a fast-growing, cloudbased marketing technology company for travel brands, has been on a growth binge since it was founded in 2013. Through an acquisition earlier this year, the company grew to 60 employees from 30. By year’s end, it should top 100 in Fort Worth, New York, Austin, Michigan and Germany, Nicholas Ward, the agency’s president, says. That’s challenged the company to refine its culture. Its “culture deck,” a slide show with values that the company added onto as it grew and absorbed ideas from new hires, took Koddi to 30 employees, Ward says. This year, with a consultant’s help, it honed its values to a simple five: integrity first, embrace challenges, empowering people, inclusivity and go beyond. “This is day-one stuff,” Ward says. He subscribes to the business rule of “3 and 10,” in which things break in multiples of 3 and at powers of 10. “When it was 15 people in an office, we could do culture by accident.” The company hands all new employees a full toolkit including a computer on their first day. It’s the only employer among this year’s 25 Best that offers unlimited paid time off. It grants equity options to high-performing employees, and Ward estimates about 75 percent of employees participate in the program today. The company picks up a substantial piece of medical insurance premiums, employees are fully

vested in their 401(k) on their day of hire, and Koddi this year began offering a $1,000 annual travel stipend to all employees to use how they wish. “Because travel is so important to the company, we really want our people to experience it,” Ward says. The company’s work tends to run in spurts, which allows for unlimited PTO, Ward says. Once the work for a particular client becomes “more maintenance-oriented,” the maintenance can be more easily handled among the team, Ward says. “It’s a great opportunity for those involved to step back for a little bit and celebrate.” Still, he suspects employees often take less vacation than they could, because the bank is unlimited. Bottom line of Koddi’s approach: “If

we take care of our employees, then they take care of our customers.”

BLAINE HOYT

junior developer

“Upon joining Koddi, I felt I was immediately able to make an impact in the areas of the business that I found most interesting, thanks to extremely talented and motivated coworkers and a culture of inclusivity that allowed me to feel comfortable bringing ideas to the table. With the exponential growth that Koddi has experienced over the last year, we have been very mindful of keeping our unique culture intact, allowing us to continue empowering our employees to solve problems and grow.”

MARIANNE PINNICK, WORTHINGTON NATIONAL BANK

BLAINE HOYT, KODDI

8 PATTERSON LAW GROUP

Fort Worth

IT WAS AN ODD REQUIREMENT: WHEN THE PATTERSON LAW GROUP DECIDED TO MOVE ITS OFFICES TO FORT WORTH FROM ARLINGTON A FEW YEARS AGO, IT TOOK A WHILE TO FIND A SUITABLE LOCATION. “We needed to have a fenced-in backyard for the dogs,” Travis Patterson, one of the firm’s principals, says. Patterson’s new Southside offices, which it moved into two years ago, have the fenced yard for the office dogs and room inside for other essential elements: game room with pool and pingpong tables, bar with Arlington’s Legal Draft Beer on tap (Greg McCarthy, of counsel to Patterson, is a co-founder of Legal), and playroom for lawyers and staff members who have kids. “It’s rare for there to not be at least one kid in the building every day,” Patterson says. The destressors are essential for the firm, which specializes in personal injury law and interacts

and standing desks. The company pays 50 percent of employees’ health insurance premiums and picks up $1,500 of the $6,000 deductible.

SARA ANDRESS ofﬁce manager

with clients at low points, says Patterson, who heads the firm with his wife and fellow lawyer Anna Patterson. “What we do here is hard work. We love the people we’re working with. It makes it very rewarding.”

A BETTER WAY Patterson began noodling on the idea for a familial culture while working for another firm early in his career. “One of the attorneys there said, ‘You’ll spend more time here than with your family,’” says Patterson, who joined his father in the family practice in 1995. “I just had a big problem with that.”

ONE BIG PARTY Patterson has invested in a family and well workplace culture for the firm’s 17 full-time and eight part-time employees. That includes a Halloween party with office-to-office décor and trick-or-treating, Mother’s Day brunch (including moms of dogs), regular happy hours, (including one for Father’s Day), retreats at Legal Beer, off-campus lunches, subsidized employee gym memberships,

“I know a lot of people can say they found a home within their companies, but I feel that everyone here truly exempliﬁes what it means to have a ‘work family.’ It’s a great feeling knowing you have a tightknit group of people looking out for you and your family’s well-being. We check in on each other, celebrate victories together, grieve together. This compassion translates into something everyone here strives to provide for our clients. We’re not just here to provide a service to our clients; we get to know our clients, and they often think of us as family.”

9 CON-REAL Arlington

CON-REAL, AN ARLINGTON GENERAL CONTRACTING COMPANY COMING UP ON ITS 40TH YEAR, IS BUSY

LOOKING AHEAD TO THE NEXT 40. The tenets: safe and efficient workplaces, innovation, leaving a legacy, being open to new ideas and people, letting employees have time to build lives outside work, and retaining trust. Con-Real, whose most recent projects include teaming up to build Texas Live! in Arlington and a new STEM and visual and performing arts academy in Fort Worth, will turn 40 in 2020. “Now we need to roll out what happens in the next 40,” Gerald Alley, founder, CEO and majority owner, says. Con-Real, which has 50 employees, wants to be a technology innovator. “In the earlier days, you look for people who have the experience and training,” Alley says. “Now we’re looking for people who have ideas and a technical grasp, who think differently.” The company sets out to nurture growth in employees through cross-training and discover their passions. “If they can integrate that into what they’re doing here, that’s great,” Alley says. “If not, we still want to

SARA ANDRESS, PATTERSON LAW GROUP 9

PALASH SHAH, CON-REAL

know what it is.”

Con-Real likes to be involved in the community and nonprofits. When the new STEM and arts academy was finished, for one, Con-Real brought in 30 schoolchildren for a career fair and tour. Its internship program is in high schools now, as well as college. “I’m a big fan of higher education,” Alley, who holds an MBA from SMU, says.

CASH BONUSES

The company has a workout room onsite, it runs yoga classes three times a week in its conference room, and it puts on frequent social outings for employees. Con-Real pays $100 bonuses each month to all employees. Employees have to show on social media what they did with the money. “One hundred dollars is not going to make a person, but it sets an attitude,” Alley says.

PALASH SHAH

project engineer, Arlington baseball park site

“Con-Real is a family of diverse people from all over the world. To me, Con-Real offers a vast ocean of knowledge and experience with a skyful of opportunities for every individual in construction management, project management, real estate, administrative and IT. The leaders are passionate about developing the individuals of today to better serve the community. My CEO always says, 'Take a shot at it.’”

10 MINERALWARE

Fort Worth

A YEAR AND A HALF AGO, MINERALWARE, A FAST-GROWING STARTUP

SOFTWARE PLATFORM THAT ALLOWS USERS TO MANAGE MINERAL RIGHTS AND ROYALTIES, HAD FOUR

EMPLOYEES

AND WASN’T TALKING

SO MUCH ABOUT WORKPLACE CULTURE.

A lot’s changed since then. MineralWare, headed by CEO Ryan Vinson, has surpassed 40 million acres represented in its software. Last year, Frost Bank chose MineralWare to track minerals held by wealth management clients. MineralWare now has 18 employees, and the company is preparing in December to relocate within the Fort Worth Club Tower to an 11,000-square-foot space, quadrupling its footprint and becoming the building’s largest tenant. The new open space will feature a high-tech kitchen and highlight employees’ views of downtown, and de-emphasize executives’ offices, Vinson says. Vinson continues to run the company on capital put in by partners John Baum and Larry Brogdon, and the company hasn’t sought additional capital.

NEED, DESIRE, SKILL SET

MineralWare has developed the acronym NDS — Need, Desire and Skill Set — it uses to recruit and manage employees, making sure they’re in the right jobs. “It’s worked very well for us,” Vinson, a trust manager before he co-founded MineralWare, says. “I’ve been at companies where there’s people who don’t enjoy what they’re doing, and they don’t have the skill set.” Vinson and GM Spencer Albright like to grant employees a lot of autonomy, publishing an organizational chart that has the CEO and GM at the bottom. “All we do is pull alongside them and help them be who they can be,” Albright says.

EMPLOYEE TOOLBAG

MineralWare’s offering starts with what’s in the toolbag. New employees receive a laptop of their choosing, Apple AirPods wireless headset, and MineralWare logo polo shirt. “If you’re giving team members the right tools, you’re creating an environment where they want to come to work every day,” Vinson says. The company pays for an employee’s initiation fee and athletic club membership at the Fort Worth Club; about 10 employees have become members of the Fort Worth Club, Vinson estimates. MineralWare holds happy hours for employees and socials such as outings at Top Golf. MineralWare pays 100 percent of employees’ health insurance premiums, and it’s launching a 401(k) in January. And a year and a half ago, it put a bonus plan into place that gives employees a bonus of up

to 50 percent of salary based on service time if the company hits $250,000 in monthly revenue by the end of 2020. “We’ll probably hit that early next year,” Vinson says.

SAM L. KATIGAN

land analyst

“Throughout my experience at MineralWare, the two things that stand out have been the culture and intellectual stimulation. Pretty much, no other job that I know of or have worked at do you get to come into work and actually genuinely like everybody. The leadership does a great job making sure everyone is the right ﬁt. We are encouraged to ask what can we do better, how can we innovate and improve. We all are encouraged to think about how we can transform.”

SAM L. KATIGAN, MINERALWARE

BAKER FIRM PLLC-FIDELITY NATIONAL TITLE

Fort Worth

TROY MONCRIEF LIKES TO SAY THE BAKER FIRM, A REGIONAL FRANCHISE OF FIDELITY NATIONAL TITLE HE STARTED IN 2012 WITH PARTNERS CHRIS BAKER AND NIKKI JACKSON, HAS “THE BACKING OF A BILLION-DOLLAR COMPANY, BUT THE FEEL OF A MOM AND POP SHOP.” Moncrief and Jackson came up with their notion of a strong workplace while working for other title companies. “We had an idea of a culture where it was fun and people were rewarded, and everybody had everybody’s back,” Moncrief says. “This is a stressful business. You’re working on everybody else’s deadlines. You’ve got be able to

washes and often brings in lunch. “There are many times when people can’t leave their desks,” Moncrief says. And one small detail the firm added: a beer refrigerator. “Sometimes, at the end of the day, someone wants a glass of wine or a beer,” Moncrief says. “That’s OK. That’s why they make it.”

ANDREA SINCLEAIR fee attorney

13 years, it’s built a recreation center, fire station and library for Roanoke, and the firm is lining up for a shot at a planned new public safety center.

cut up and have fun.”

The Baker Firm today has about 50 employees and five offices, including ones in Southlake, Aledo, Burleson and Waxahachie. In starting the firm, Moncrief says the partners first ensured they had the benefits of significantly larger competitors. “We have a pretty young workforce, which means children,” he says. “Families need to be taken care of. It was incredibly expensive.”

The company has profitsharing, distributing a share of profits twice a year to employees. And if the company meets its goals, it takes its employees on an annual trip to locations such as Cancun, Nashville, Biloxi and Las Vegas. “When we’re doing well, we want to share that,” Moncrief says.

The company schedules services such as mobile car

“My experience with this company has been nothing short of life-changing. Not only does the Baker Firm employ management and staff that are inclusive and understanding, they promote an open-door policy and family-oriented environment. Everyone in the company is willing to help in any way they can to further the team reach and effort. People are given a chance to shine in whatever capacity suits them. We have expanded rapidly and created a great reputation for ourselves. From the motivational team meetings, roundtable discussions, happy hours, ofﬁce trips, great beneﬁts and unrivaled sense of togetherness, I feel so blessed to be a part of this group.”

12 STEELE & FREEMAN

Fort Worth

STEELE & FREEMAN WAS FOUNDED IN 1979 BASED ON A PRIMARY CORE VALUE – CAN-DO SPIRIT. Nearly 40 years later, the general contractor, which surpassed more than $100 million in revenue in 2016, operates on 23 “fundamentals.” At its heart: relationships, inside the 60-employee company and out. Steele & Freeman’s client base is full of return clients and architects. In Roanoke, for one, it’s building the new city hall. In the last

STAFFING UP Some general contractors don’t have dedicated superintendents for each project. Steele & Freeman staffs up on each project. “Our most important employee is the superintendent,” Michael Freeman, Steele & Freeman’s second-generation president, says. The company works to make sure its employees, clients and subs know about its fundamentals. The company begins each staff meeting with a fundamental of the week; a selected employee reads a response. One of Freeman’s favorites: blameless problemsolving. “We want to be the contractor of choice for our clients and our subs,” he says.

SELLING THE FUTURE

Freeman, who bought out his father in 2005 and is the majority owner today, has sold stakes to five other key employees. Freeman presents $100 gift cards to employees who receive praise from clients, and he heads the company’s annual Christmas party by recognizing each employee’s accomplishments, handing them bonuses, and giving $100 to their spouses and significant others. The firm gives annual credits for employees to spend in the company store on logo merchandise. The company’s recently built conference center has an on-site gym with free weights, treadmills, exercise bikes and showers, and employees can bring their families on weekends. The company has mentoring programs, and it recently started a Toastmasters

ANDREA SINCLEAIR, BAKER FIRM PLLC-FIDELITY NATIONAL TITLE

club to help develop leaders and improve employees’ ability to tell the story. Steele & Freeman holds an annual fish fry for employees and their families at Lake Texoma, where Freeman recognizes employees’ spouses and gives them gift cards.

FAMILY FIRST

The company’s leaders are also known to coach employees on making sure they take time out for family. “If your daughter has a dance recital, that’s the most important thing out there,” Freeman says.

SAM WETHINGTON superintendent

“Many say that salary and beneﬁt packages are the most important factors in choosing a work place, and in 2002, I walked into Steele & Freeman, Inc. with that mindset. My father had recently retired from SFI after 16 years and still attended company activities and constantly spoke of camaraderie. With a new family and a desire to provide for them, I needed stability and found it here. Over the last 16 years, I have risen from a ‘green’ assistant superintendent to lead superintendent. I have been encouraged to hone my skills through education and training and am now one of our

company’s mentors. The honor and respect that circulates with all our management, including Mike Freeman, our president, is overwhelming. Never have I worked for such an appreciative group of people who maintain a ‘family is everything’ fundamental by attending employee weddings, our children’s events, donating to charities, and being ready to step into each role to assure personal time off for each member of our SFI family. I often reﬂect on my early ideas of success and smile. Our projects, salaries and beneﬁts are fantastic, but the level of personal care for every employee is unmatched.”

13 PACHECO KOCH CONSULTING ENGINEERS

Fort Worth office

Pacheco Koch, a fast-growing civil engineering, landscape architecture and surveying firm nearing 60 employees in its west Fort Worth office, has long cultivated a family atmosphere with group activities, intramural sports leagues, regular happy hours, volunteer outings and a compressed workweek with half-day Fridays that begin with breakfast. “Half-day Fridays is obviously

intriguing to someone new to the workforce,” says Preston Bartley, a senior project engineer who joined the firm out of college at Oklahoma State. On a recent Friday, the company was donating money to a breast cancer charity for every employee who wore pink.

Brian O’Neill, the Pacheco Koch principal who started the Fort Worth office in 2009, says he doesn’t ask a lot of technical questions when he’s interviewing recruits. “It really is a read on where they fit in the company,” he says.

NEW OFFICES Early next year, Pacheco Koch will move into a larger space under construction in Fort Worth’s Whole Foods-anchored Waterside development. The building, on the Trinity Trail and large enough to accommodate 110 workers, will include a training room, better kitchen, bike storage and locker rooms, outdoor decks, and shade from the mature trees. Another amenity: Membership to the CERA rec center on the property.

PRESTON BARTLEY project engineer

and ﬁnd out what motivates them. It is this initiative from upper management that makes PK stand out to our clients and keeps their employees on track to bettering themselves.”

14 DFW CENTER FOR SPINAL DISORDERS

SAM WETHINGTON, STEELE & FREEMAN

“The principals of the company make sure all employees are provided with the best working conditions and a relaxed environment. They make sure all new hires are a good ﬁt and will continue to keep the ofﬁce fun and motivated. At times, the work can get stressful, so the company helps offset this with company-sponsored happy hours and team-building activities like go-karting, lake trips and volunteer opportunities. Recently, the company rolled out a self-assessment training that has allowed teams to know the full potential of each member

Several locations DR. JASON TINLEY STARTED THE DFW CENTER FOR SPINAL DISORDERS WITH THREE CLINICS IN 2009. Today, it’s grown to 10 clinics and 32 employees. Tinley has worked to build an office culture of encouragement and support, both from management and among employees. “Because our patients require quite a bit of attention, it can be trying if employees don’t have encouragement from each other,” says Tinley, one of five physicians in the practice. Tinley hired a chief operating officer, Nichole Kyser Crites, into the practice in 2016 to layer in organization that was being

PRESTON BARTLEY, PACHECO KOCH CONSULTING ENGINEERS

NICHOLE KYSER CRITES, DFW CENTER FOR SPINAL DISORDERS

handled by office managers and clinic managers.

FLEX TIME The practice tries to hire employees who live close to their clinics to minimize commutes. It turned its holiday scheduling upside down, giving clinic employees vacation priority during holiday periods; managers fill in. The practice also works its clinic schedules to build in administrative days so employees can catch up and take time off for family. “It allows us to take care of patients; it also lets the staff [have flex time],” Crites says. “We’re able to structure the schedules so we can do both.” The practice gives out bonuses twice a year and throws a big Christmas party with raffles; the physicians pitch in to give away gifts like Apple watches.

NICHOLE KYSER CRITES

chief operating ofﬁcer

“DFW Center for Spinal Disorders is a great place to work for several reasons, but I think the one attribute that stands out most would be our employees.

We are a team of individuals who share the same goal: to help ailing people get back to a pain-free way of life. We serve a purpose larger than ourselves, and that atmosphere is what makes coming to work most enjoyable. There is comfort that comes when you know that the person standing next to you — whether that’s a surgeon, medical assistant, or the ofﬁce manager — is willing to roll up their sleeves and help get the job done.”

15 FORREST PERFORMANCE GROUP

Fort Worth LED BY FOUNDER JASON FORREST, THE FORT WORTH FIRM HAS PLACED THREE TIMES ON THE INC. 5000 list of fastest growing U.S. companies by sales measures. It leads and designs sales, management, customer service and executive training programs, and management coaching programs. The company expects to finish 2018 at $7 million to $8 million in sales, and Forrest wants to

double that in 2019.

ESPRIT DE CORPS FPG, which has appeared on our Best Companies to Work For all three years of the contest, builds esprit de corps among its 24 employees modelled after church, military and university Greek life. Why those three? Church brings “people together who believe in the same thing,” Forrest says. Military? “It’s to serve something bigger than myself.” The bigger at FPG: “Our vision is to convince everyone that they’re enough.” And the Greek model — FPG has a lot of millennials (65 percent of its workforce) who aren’t too far out of college — brings the bonds of “brotherhood, sisterhood, rituals, secrecy, unity,” Forrest says. “But they also have a lot of fun.”

THINK LIKE OWNERS Forrest wants his employees thinking like owners, and he’s installed regimented training. First 90 days, new employees learn their jobs and the material the company produces, make

presentations and are quizzed. At the second level, employees are invited to present what value they think they can add. Employees who think like owners are promoted to the third level. “The reason companies have such bad profit margins is they have to hire managers to oversee the work of a person,” Forrest says. “I need people who are self-sufficient.” Employees are rewarded at each level with a “pinning” ceremony; at the third level, they enjoy dinner with Forrest. Goal is to have employees reach owner level within a year. FPG offers weekly 8 a.m. “ownership opt-in” training sessions on Thursdays. About 50 percent of employees are at ownership level at any point, Forrest says. The company’s top two levels are mentor and legacy.

I’M FREAKING AWESOME FPG ends its week with Friday’s “I’m Freaking Awesome” happy hours, where each employee praises another’s accomplishments. The company pays 100 percent of an employee’s premium for health insurance; plans are highdeductible with a tax-favored Health Savings Account. FPG guarantees 3 percent an-

TAYLOR HARVEY, FORREST PERFORMANCE GROUP

nual company contribution to employees’ 401(k)s. It gives $50 monthly payments toward health club memberships.

TAYLOR HARVEY

travel coordinator

“I love FPG because this company is truly invested in my personal and professional growth. I’ve been allowed to seek out where I excel and then given the space and resources to run with it. The company culture is amazing; one of our big hiring pillars is culture ﬁt, so we have such a tightknit, hard-working and dedicated team of warriors. I don’t just have coworkers I see every day. I also have friends I get to hang out with outside of work. The fact that we take time to acknowledge each other’s accomplishments and validate them means the world to me. It allows us all to see the unique strengths we bring to the table, and that has the effect of building everyone up.”

16 MUCKLEROY & FALLS

Fort Worth

IT’S EASY TO SPOT THE CORE VALUES OF MUCKLEROY & FALLS. THEY — LEADERSHIP, LOYALTY, HONESTY AND WORK ETHIC — ADORN THE WALLS OF THE COMMERCIAL CONSTRUCTION COMPANY’S FORT WORTH OFFICES. Principals Harold Muckleroy and Max Falls put the company’s values down on paper five years ago when they hired a business coach to help determine whether to wind the business down as Muckleroy and Falls neared retirement or set it up for a new ownership group, including Muckleroy’s son Zach, who’s come on board along with two other princi-

pals. The company had been living those values but had not written them down, Muckleroy and Falls say. “We really wanted to show everybody who we were,” Falls says.

Loyalty extends not only to the firm’s 50-plus employees, but to clients, architects and engineers, and subcontractors. It also means not throwing around blame for mistakes, Muckleroy and Falls say. Falls: “We’re really big on the team approach. If you have team chemistry, there’s loyalty. We don’t throw our teammates under the bus.”

GONG SHOW Inside the workplace, a culture committee sets up family outings such as bowling, crawfish boils, burger cookouts and chili cook-offs. When employees return after time away on projects, the company sends them and their significant others to dinner. A new office feature is a gong. To facilitate communication and rally employees, when the company lands a new job, employees gather for a celebratory gong. The company conducts an annual fitness challenge; winner gets a gym membership. The firm also gives 75 percent discounts on Apple watches in partnership with its insurer, a way to encourage fitness.

CLINT MOYES

director of operations

“Take the capabilities of a Fortune 500 company and mix it with ‘the atmosphere of a small family business.’ That's what Muckleroy & Falls is like to work for. You have decades of industry knowledge and presence comingled with the grit of a family business dedicated to quality growth in its business plan and a

desire to leave a lasting mark on its community.”

17 SCHAEFER ADVERTISING CO.

Fort Worth

SCHAEFER ADVERTISING HAS SPENT A FAIR AMOUNT OF TIME THINKING ABOUT ITS CULTURE. “You can either define a culture, or your culture will define itself,” Ken Schaefer, CEO of the Fort Worth advertising firm, says. Schaefer bought his partners out and moved to Fort Worth from Arlington eight years ago, taking up quarters in a historic West Magnolia Avenue building and designing spaces that foster collaboration, like a spacious kitchen with island where

employees naturally gather and exchange ideas. “This building is literally built to create collaboration,” says Schaefer, whose company’s core values include collaboration, tenaciousness and exploration. Schaefer bought out his partners and moved the Arlington company to a historic building on Fort Worth’s West Magnolia Avenue eight years ago, looking to have an impact on the city and Near Southside. Schaefer, a community benefactor whose interests include public education, urges employees to give of themselves and work as a team to get the firm’s business done, allowing everyone time for family and volunteer pursuits. Charlie Howlett, the firm’s creative director, has three young 16

CLINT MOYES, MUCKLEROY & FALLS

children and a working wife.

“Ken says if you want to coach their baseball team, coach their baseball team,” Howlett says. “He says that with complete sincerity.” Schaefer: “We believe a culture based on trust and respect is a culture that creates growth. In a tight labor market, we want to make sure we have an environment where people feel valued and see opportunity for growth."

The agency is growing fast. At 24 employees now, Schaefer expects to have 30 by year’s end. He’s also working on plans to put up a second building next door and plans to expand the agency’s kitchen to allow more collaboration. Schaefer is wary of the risks of growth on culture. “In periods of high growth, you’d better be sensitive to your culture,” he says. Where can problems show up?

For one, “if we hire someone who isn’t committed to the values we have, you begin to impact the culture."

PROFIT-SHARING The agency works to keep things light. Its BooneDoggle, named after the company’s first office dog Boone, is a two-day, all-expenses-paid annual retreat to New Braunfels, where the company hands out profit-sharing checks of 10 percent. The firm hands out awards like the “Kick Ass Award” and the more dubious “Squirrely,” for screw-ups. Employees get Christmas week off with pay. Schaefer also picks up almost all of the tab for employees' medical premiums.

MORGAN

STARAL

account

manager; and Stephen Rivera, senior account manager “At Schaefer Ad Co., our goal as

an agency is to make life better for our clients, our team, our community and ourselves. Our culture impacts every area of the agency and is rooted within every employee from the top down. Across each discipline, every person at the agency is encouraged to be their best selves, even the agency dog. That is why Schaefer Ad Co. is more than just one person, or a name on a building, or even just a place where people come to work. It is a place that fosters community, where differences are admired, and out-of-the-box ideas are encouraged.”

18 FORT WORTH COUNTRY DAY SCHOOL

Fort Worth FORT WORTH COUNTRY DAY SCHOOL SPENDS A LOT OF TIME BUILDING ITS COMMUNITY: 1,100 STUDENTS, INCLUDING 200 ANNUALLY WHO CAN’T AFFORD THE TUITION AND ARE ON SCHOLARSHIP; 230 TEACHERS AND STAFF; A FEW THOUSAND PARENTS EACH YEAR; AND 4,000 ALUMNI FROM 55 YEARS IN OPERATION. The school’s leafy, quiet campus and unimposing buildings help tie everything together, says Eric Lombardi, head of school. “There’s a common pride,” Lombardi says. The community and learning environment are the biggest piece of what Country Day, one of Fort Worth’s most prestigious private schools, offers its faculty. “No question about it, the strength of the school is in the faculty,” he says. The school’s mantra is great teachers engage, challenge and

connect. “It’s a joyous place to arrive at every day,” Lombardi says. He estimates 80 percent of the school’s operating budget goes to faculty salaries. “That’s the right thing to do,” Lombardi says. “I love to be able to tell parents that their tuition goes right back to faculty salaries.” Country Day wants its teachers to be in the 75th percentile nationally among similar schools, a level given more power by Fort Worth’s low cost of living, Lombardi says. The school offers extensive recognition programs and events for employees. Additionally, each year, the school funds faculty and staff dinners of 10 to promote what Lombardi calls “crosspollination.” This year, three teachers and two division heads are hosting dinners at their homes or restaurants.

BEEFED-UP BENEFITS

Country Day, at the suggestion of employees, has beefed up its benefit programs, including better health and vision insurance, Lombardi says. It’s added, for one, a high-deductible health insurance plan with health savings account, potentially more attractive to younger, healthy employees. The school also offers a generous 401(k) match. For employees under 40 who contribute at least 4 percent of pay, the school offers matches of 6 to 7.2 percent. For employees age 55 and older who contribute at least 5 percent of pay, matches go as high as 10 percent, depending on the employee’s contribution. Country Day offers tuition reimbursement of up to $26,000 for a graduate degree.

MORGAN STARAL, SCHAEFER ADVERTISING CO.

PAIGE CHISHOLM

Lower School PE teacher, ﬁeld hockey director, tennis coach, sports information

“Who wouldn’t want to work at Fort Worth Country Day? Every day is different and exciting and provides the opportunity to see the world through the eyes of a child. It is a happy place, a place I look forward to going to every day. The facilities are amazing, but it is the people that make this place unique and special. The students are sponges, and we, as teachers, are blessed to help them grow and learn. The parents appreciate what the school offers and are supportive of all we do. Our administration takes care of us. Our staff works tirelessly to keep the place running. And the cherry on top is the faculty. Every teacher makes this place overthe-top special.”

19 UNIVERSITY BUILDING SPECIALTIES

Haltom City

WILLIE DUBUIS WAS VIRTUALLY A CAREER-LONG EMPLOYEE FOR UNIVERSITY BUILDING SPECIALTIES, A HALTOM CITY DISTRIBUTOR OF COMMERCIAL

DOORS,

WHEN HE BOUGHT THE COMPANY OUT IN 2016. Dubuis had a vision for the culture he wanted to develop at the company, where morale was low. “All the pressure was off me,” Dubuis, who was vice president of sales, says. “My job is to give you the tools to succeed.” The company hit its first million-dollar revenue month that year, and Dubuis handed out $50 bonuses to every employee. “Next month, we did it again.” So, he handed out $100 checks. And then $150. “We do three or four of those a year,” says Dubuis, who estimates the company has contributed a total $250,000 in each of the last two years to bonuses and 401(k) profit-sharing for its now-36 employees.

GETTING IN POSITION TO GROW

Dubuis is working to put regular reviews into place. He added disability subsidies

to the benefit plans, which have for years paid 100 percent of premium for employees’ health insurance. “I just try to remember when I was living paycheck to paycheck.” The company, whose clients include TCU (new dorms) and Fort Worth’s Dickies Arena that’s under construction, is doing about $10 million a year in revenue, slightly more than what it was doing when Dubuis bought it. Dubuis is positioning the company to grow. “It takes so much cash to grow, I try to be conservative,” Dubuis says.

ROBERT PALACIOS project manager

“Feb. 22, 1999, I made a decision that would change the course of my life. I started my career at University Building Specialties as a 19-year-old, not sure of what I wanted out of life. I was hired on at the lowest pay position,

grinder. After a few months, I was promoted to delivery driver. On my ﬁrst delivery run, I left the shop at 7 a.m. and came back at 7 p.m. with everything I left with that morning still on the truck. They still saw something in me. I delivered for about eight months; then I was promoted to a welding table. They offered to pay for my school; I took advantage of the offer. A few years passed, and the metal door tech position was open. A few years passed, and I was offered another promotion, project manager. I really didn’t put forth the effort necessary to become a project manager, because my heart wasn’t in it. Six months later, I asked to be put back on the door table. Still seeing my potential and believing in me, I was promoted to shop/ warehouse manager. I will forever be grateful to University Building Specialties for taking a chance on a lost young 19-year-old kid.”

PAIGE CHISHOLM, FORT WORTH COUNTRY DAY SCHOOL

ROBERT PALACIOS, UNIVERSITY BUILDING SPECIALTIES

Mike McWithey

Mike McWithey built a company on specialty publications for maternity. Now he’s moving into other medical topics and a digital platform.

BY TERESA McUSIC / PHOTOGRAPHY BY OLAF GROWALD

I’ve always had an entrepreneurial spirit,” says Mike McWithey, president of Customized Communications, a medical publishing company based in Irving. A Baylor graduate, McWithey and a friend, Arlington OB-GYN Byron Kallam, purchased a small medical publisher working with private medical practices in 1993 and moved it to Texas from Florida. Under McWithey’s guidance, CCI pivoted to hospitals and now serves more than 2,000 medical facilities in every state and in Canada. With more than 30 products in English and Spanish for childbirth classes and maternity discharge, McWithey and his 24 employees plan a move into other subjects, including colonoscopy, breast health and diabetes, and a digital platform called Yomigo. McWithey’s been a member of the Entrepreneurs’ Organization in Fort Worth for five years.

Hospital relationships: The hospitals want to tie patients into their marketing departments and enhance their programs by making sure mom feels good about the hospital when she leaves. The mom is the decision-maker in the health care world. We do a lot of customization of our products and really try to make it be not only good education, but also attractive.

Key hires: We convinced Dianne Moran, a labor and delivery nurse at Arlington Memorial

for 20 years, to come join CCI early on and help us with new content and new products. Hiring Diane [now retired] was a huge part of our initial growth. She was the face of our company. She spoke the language. She was so likable. The hospitals thought the world of her.

Being experts: We’re always updating and modifying our products. If we’re not considered an expert in what we’re doing, these hospitals don’t have any interest in working with us. We

have an OB-GYN nurse on staff and partner doctors in OB-GYN. Our client base is passionate about what they do, and they love to give us feedback, which also makes our products better. We recognize that our material has to be accurate, up to date and graphically pleasing for us to be successful. Best practices are always evolving into better practices. We want to be right there with them.

Growth through technology: The print world is certainly

changing. So, our goal is to change these publications into some pretty cool interactive learning experiences using Yomigo, a learning instruction digital platform that works on your iPhone and your iPad. We’ve got to combine that digital component with that printed piece. That’s really our future. Over 50 hospitals are already on the platform.

DIY shipping: We work with a printer in Dallas, but we have our own warehouse to ship from. We want

to see it. We want to package it. We want to use our own boxes. I want our hands on it before it goes out the door.

EO benefits: I was looking for like-minded people. I was skeptical about the organization, but once I got involved, I found I met people who have become dear friends of mine in a wonderful, confidential setting where we can discuss things that really make us tick, that bother us, that we need to improve on.

Poor, Hungry, Disciplined

Realtor JP Piccinini parlays his PhD — “poor, hungry, disciplined” — into one of the country’s fastest-growing residential real estate agencies.

BY JASON FORREST

Forrest Performance Group

PHOTOGRAPHY BY OLAF GROWALD

At least from the outside, JP Piccinini had no reason to leave his successful, lucrative career as an engineer. But internally, he felt the tug every successful entrepreneur has felt at one point or another: I can do more.

So Piccinini took a leap of faith. In 2004, he left a stable 8-to-5 job and launched into home sales as a Realtor. After coming of

age in the DFW area, he moved to South Carolina, where “I think I knew a total of 10 people,” he says, and started over from scratch. New to an entire industry, Piccinini literally started from the ground floor and started working his way up.

So how does someone go from selling homes in South Carolina to owning Frisco-based JP and Associates, one of the fastest-growing real estate brokerages in

the country? By running toward the roar.

“I always treated my real estate career not just as a Realtor, but as the CEO of my company,” Piccinini said.

Sometimes the safest place to be is the one that feels the scariest. Lions — with their intimidating teeth and deafening roars — are designed to provoke fear. But the real danger lies with the smaller, quieter lionesses. In the animal kingdom, the

lion’s job is to roar and send prey scattering away from the startling noise — right into the path of the waiting lionesses, the true hunters. If gazelles knew to run toward the frightening sound, they would have a better chance of survival.

Likewise, humans sometimes have an instinctive desire to shy away from pursuits that look and sound scary. But often, running toward those challenges and conflicts is the best (or only) way to grow and meet our goals.

That’s what Piccinini did when he stepped into the daunting world of home sales for the first time. And he did it again when, after years as a top 1 percent sales pro, he founded JP and Associates in 2011.

“I essentially started my business for a couple thousand dollars,” says Piccinini, who originally moved to Texas at 13 after growing up in Italy. “Where else can you start your business for a couple thousand dollars?”

Those early days were a test of will. Piccinini basically worked out of his trunk as a one-stop shop. He’d wake up at 4 a.m. and do just about everything, from the operations and paperwork to the actual selling of the homes. Even through some of those 18-hour days, Piccinini knew his time in South Carolina had prepared him for the rigors of starting a business and running toward that roar.

“There were a few times in my real estate career that I questioned, should I be doing this or should I be doing something else?”

Piccinini says. “You thicken your skin pretty fast when you’re out there in the streets selling homes. I definitely wouldn’t be where I’m at today if it wasn’t for the thick skin I got in the trenches selling homes.”

At the end of its first year in business, JP and Associates had around 25 people on staff. Today, seven years later, the company boasts 1,300 Realtors and crested $2 billion in revenue in 2017, with more than 7,000 homes sold that year. It’s the fastest growing brokerage in DFW, and REAL Trends rated JP and Associates as the No. 88 fastest growing brokerage in the country.

Piccinini also touts the company’s

positive culture, a reality that led the company to a No. 2 ranking on the Dallas Morning News’ top 100 places to work in DFW in 2017. “For us, we’ll take care of our people,” Piccinini says, “and they take care of our business.”

What’s the reason for the growth? Piccinini has always run his business a bit differently from the industry norm, a reality that quickly saddled him with the label of a disruptor in the DFW real estate

“I essentially started my business for a couple thousand dollars. Where else can you start your business for a couple thousand dollars?”

market. For one, his Realtors take home 100 percent of their commission, instead of splitting it 70/30 or 60/40 with the company. In addition to the company’s positive work environment and fast growth, that was a major selling point to area Realtors who saw a path to more income if they worked hard enough.

“The 100 percent model was not well perceived [by our competition],” Piccinini says. “We had a lot of our competitors undermine us and roadblock us and negatively speak about us in different ways and not necessarily be a huge fan of our model, because it basically was a disruptor.”

And Piccinini makes no allowances for how hard his Realtors work compared to baseline industry standards. His Realtors are required to be full time and carry a productivity requirement of at least six homes sold per year. Piccinini says his brokerage is one of the few in the entire country that has a productivity requirement of any kind, and that, he says, is a big reason why his Realtors experience such unfettered growth and results from year to year.

“Real estate’s a tough business,” Piccinini

says. “If you’re scared by having a productivity requirement that’s six homes a year, which is a home every two months, then my first question is whether you’re really committed to selling real estate. We call it the PHD: poor, hungry and disciplined. If you don’t have that PHD, you’re probably not a good fit for us.”

As far as Piccinini is concerned, JP and Associates is just getting started. The company is on track to do about $3 billion in sales in 2018, and his goal is to become the top real estate brokerage in DFW by 2025. On its current trajectory, Piccinini estimates the company will get there in 2023, two years ahead of schedule.

If that happens, then JP and Associates will be a top 10 broker in the entire country by that time. The company’s roster of agents continues to grow, and its sales are still ballooning as well.

Through it all, Piccinini knows how far his company has already come — and how much growth is still yet to come.

“The key to success is just to never lose enthusiasm,” Piccinini says. “It’s about going from failure to failure and never losing enthusiasm. Of course, failure is part of the product. It’s a learning lesson. It’s just about staying enthusiastic about it and eventually it will turn into passion. I’m in love with my job. My wife argues that I have a love affair with my job every single day. That’s key. I just love it. I’m jacked up about it.”

How did JP Piccinini decide to go out on his own? Please visit fwtx. com/videos for Jason Forrest's video interview. Jason Forrest is CEO of Forrest Performance Group in Fort Worth. With more than a decade of coaching and speaking experience, Jason is an expert at creating high-performance cultures through corporate training programs. He writes this column for each issue of Fort Worth Inc.

Pillars of Fort Worth

City looks to boost talent pool – college graduates, licensees, skill sets – to close gap with Dallas.

BY BRANDOM GENGELBACH

Executive Vice President of Economic Development

What do you envision as Fort Worth’s future? A great economy? Prosperity for people across the region? In order to achieve that vision, we will have to address some very real problems.

Jobs Imbalance Although the population of the Fort Worth Metropolitan Division is roughly half of the Dallas Metropolitan Division, the Fort Worth region accounts for only 30 percent of all jobs in the DFW metro area — nearly 1.1 million jobs — compared with 70 percent of all jobs in the Dallas Metropolitan Division, roughly 2.6 million jobs, according to the federal Bureau of Labor Statistics.

Talent Gap According to the American Community Survey, the percentage of Fort Worth’s population with a bachelor’s degree or higher is only 30.7 percent, below the national average 31.3 percent. Roughly half of high school students in the region enroll in college by the fall after graduation and roughly a quarter of adults over 25 have some college credit, but no degree. Twenty percent of Tarrant County students complete community college programs in three years, and roughly half of Tarrant County students complete a bachelor’s degree in six years.

Quality of Place Quandary Despite having an unemployment rate of 6.4 percent, Fort Worth also has a poverty rate of 18 percent. Income, affordable child care and housing costs make it difficult for Fort Worth residents to live near where they work, leading to transportation challenges and longer commute times for workers. These challenges make it difficult to attract and retain talent in our region.

Addressing These Challenges The talent goals in the Fort Worth Chamber of Commerce’s four-year Fortify strategy are designed to directly address these challenges.

1. Increase population ages 25 and over with bachelor’s degrees, associate degrees, licenses or certificates by 5 percent. Increasing the education level of our population will create a stronger business climate by making our region more competitive for businesses looking to relocate to North Texas and local businesses struggling to find talent. Increased education levels also help create economic prosperity for all by helping increase median income and decrease poverty.

2. Increase targeted industries’ talent supply by 10 percent. Increasing postsecondary attainment alone is not enough to solve our talent challenges. We must also make sure that our talent supply has the specific skills and credentials in demand by target industries such as aviation, logistics, health care and technology.

The Fort Worth Chamber of Commerce will work to achieve these two goals

through strategies in three categories.

1. Convene industry groups to develop industry-specific solutions to talent challenges. We will bring together industry leaders to discuss talent needs. Each sector partnership will eventually develop its own talent development, attraction and retention strategy.

2. Convene stakeholders to discuss eliminating barriers to college and career success. We will work with colleges to create more student-friendly processes and pathways. We’ll also work with community organizations to address challenges that keep people from getting to work or completing a degree or training program, including poverty, housing, child care and transportation. We will report our community’s progress in increasing postsecondary attainment, increasing our talent supply, and improving our quality of place. That includes creating ecosystem maps to identify gaps, overlaps and opportunities for better alignment of community resources.

3. Market talent solutions and market the Fort Worth region as a talent destination. We will work with employers and workforce/education professionals to promote current best practices in talent development, attraction and retention that benefit businesses. Around those, we will develop strategies to attract talent in targeted industries to the Fort Worth region and work to retain talent from local colleges.

Brandom Gengelbach, executive vice president of economic development for the Fort Worth Chamber of Commerce, is a regular contributor to Fort Worth Inc.

Fort Worth Chamber of Commerce

READY TO GET DOWN TO BUSINESS? GO PUBLIC™ .

CEO on KERA invites you to the table as renowned journalist Lee Cullum interviews prominent chief executives from North Texas and beyond. Go to explore leadership styles and ethics. Go for insight into what makes companies successful. Go for the engaging conversation. Go Public.

HOSTED BY LEE

CULLUM

FULL SCHEDULE AT KERA.ORG/CEO

In the Loop

You’ve got to network to be successful in commercial real estate. The Society of Commercial Realtors and Real Estate Council of Greater Fort Worth offer significant opportunities to stay connected.

BY WAYNE BURGDORF Chairman Society of Commercial Realtors

Commercial developers, people with property to sell, and those wanting to invest all look to real estate professionals to make their deals work. In Tarrant County, two organizations routinely provide networking opportunities to help their members serve their clients. One is the Society of Commercial Realtors, whose members’ status in their own industry is elevated because of the strict educational and ethical requirements to which they must adhere. The second is the Real Estate Council of Greater Fort Worth, a group of professionals involved in the commercial real estate industry who advocate for positive economic development. Both organizations are great assets.

Created specifically to offer networking, education and deal-making opportunities for the commercial real estate practitioner, SCR offers the strength of the National Association of Realtors, while focusing exclusively on the commercial real estate industry. It is independent and adheres to the code of ethics of NAR as administered by the Greater Fort Worth Association of Realtors.

“What is the power of networking? Zig Ziglar says, ‘You can have everything in life you want if you will just help enough other people get what they want.’ Most of us in the real estate industry see

his wisdom.”

The Real Estate Council differs, as its membership is not limited to real estate brokers and agents. It includes developers, general contractors, law firms, financial institutions, insurance agencies, architects and engineers. Members are both large and small businesses, coming together to help shape positive growth.

The common denominator for both groups is “networking.” The Real Estate Council makes big news every year when it hosts its annual industry forecast. For example, more than 600 people listened attentively to the presentations during its 2018 forecast that included data and analysis of Tarrant County rates nationally and what can be expected in the next

12 months or so in the retail, industrial, office, and single-family and multi-family residential markets. Everyone who is interested is encouraged to attend where undeniably great networking will occur.

On the other side, SCR is looking forward to its annual December breakfast featuring an economic forecast from Dr. Mark Dotzour, attended by more than 350 commercial real estate professionals.

SCR is also preparing for its 2019 Annual Expo that spotlights local economic development corporations and their community initiatives, major developers and affiliated businesses in the North Central Texas area.

As with the real estate forecast, this event is an opportunity to learn. Subject matter as presented by the exhibitors includes new developments in the region, the opportunity to identify sites for upcoming projects, and networking with commercial Realtors and professionals in the industry. Attendance is free and open to anyone involved in commercial real estate including agents, brokers and persons looking for sites.

What is the power of networking? Zig Ziglar says, “You can have everything in life you want if you will just help enough other people get what they want.” Most of us in the real estate industry can see his wisdom.

For more information about the Real Estate Council of Greater Fort Worth, go to recouncilgfw.com. For information about the Society of Commercial Realtors, go to scr-fw.org.

Wayne Burgdorf is chairman of the Society of Commercial Realtors.

High Tithe

As Americans enter the high season for giving, here are three great ways to give to your favorite charity and save on taxes.

BY CRAIG ROGERS President Rogers Wealth Management

Despite the relentless headlines that dominate the news cycle reminding us all how hopelessly divided we are as a nation, at our very core, we are by and large a country of strong values and extreme generosity. Everywhere I look, I see volunteers giving their time, commitment, effort and money to make the communities around us a better place for all. Around our communities, there are wonderful organizations and charities committed to making the world a better place and helping where it is most needed, and citizens willing to make a difference. As we enter the busiest giving season of the year, it's an excellent time to examine ways to maximize the benefits of giving.

In working with many philanthropic clients, we incorporate charitable giving into their wealth management plan. Our formula for wealth management integrates wealth enhancement, wealth protection, wealth transfer, and finally charitable giving. Focusing on the last piece, there are ways to think about giving which result in a true win-win scenario for the donor and recipient. There are three ways you might be able to give to your favorite qualified charity that also could potentially be a big tax savings to you.

First, if you’re 70.5 years old or older, you might consider using your Required Minimum Distribution (RMD) from your IRA. In 2006, Congress passed legislation that made it allowable to donate all or even a portion of your RMD to a qualified charity and avoid paying income tax altogether on the gift. This is known as a Qualified Charitable Donation (QCD). This provision has been extended and has become a permanent fixture in our tax code. To use this strategy, the donation must be made directly from your IRA to your qualified charity. You may make the donation anytime during the calendar year to help satisfy your RMD. The amount of your QCD cannot exceed $100,000, and there is no minimum.

give anytime, anonymity if so desired, and to have successors give per your wishes in perpetuity.

"As we enter the busiest giving season of the year, it's an excellent time to examine ways to maximize the beneﬁts of giving."

Finally, a Charitable Remainder Trust (CRT) could be a great option. You essentially donate shares of an appreciated asset or assets to the trust you create. For business owners selling their business, this can be a terrific option (as well as the aforementioned DAF). Donate all or a portion of the shares of your business to the CRT, and upon selling the company, the CRT now has the cash in exchange for the shares. Similar to a DAF, you save on the capital gains taxes and get a deduction for the amount of the sale, and it is separate from your estate. Unlike a DAF, however, you are able to draw money from the CRT yourself each taxable year to supplement your living expenses for the rest of your life. You may do this either in a set dollar amount or a percentage of assets (typically 5 to 10 percent per year). The money grows in the investment portfolio of your choosing, and the qualified charity or charities you name are the beneficiary of the account upon your passing.

Second, you may set up a Donor Advised Fund (DAF). In a DAF, you permanently relinquish assets for the purpose of charitable giving. For example, you may give away a stock with a very low-cost basis relative to its current value. This strategy potentially gives the donor a double tax benefit, as you can avoid paying capital gains when the stock is sold, and you get the full income tax deduction in the amount of the proceeds from the sale (depending on your Adjusted Gross Income). You may then invest the assets in a diversified portfolio and can donate as much or as little of the proceeds from the DAF anytime to a qualified charity. Once the money is in the DAF, it is separate from your estate. That said, it is an effective way to have flexibility to

These options aren’t terribly complicated with help from the right professional and can make a big difference tax-wise for you while at the same time making a big difference to your charities!

Craig Rogers is an occasional contributor to Fort Worth Inc.

Clarity Amongst Confusion: A CPA Can Help

New tax law brings substantial changes to the treatment of employer expenses and employees’ unreimbursed business expenses.

BY CASEY D. CAMPBELL, CPA

By now, we have all heard that the Tax Cuts and Jobs Act of 2017 was passed into law on Dec. 22, 2017. The tax impacts of this new legislation are substantial and impactful for businesses and individuals. Many of the new laws are effective for the tax years beginning on or after Jan. 1, 2018, and are set to expire on Dec. 31, 2025. These substantial changes in tax law will require a thorough review of current company practices.

One substantial change to a company’s practices needs to be the treatment of an employee’s moving expenses. In previous law, an employee could be reimbursed tax-free for qualified moving expenses, if the employee and employer met certain conditions. For tax years beginning after Dec. 31, 2017, and before Jan. 1, 2026, the exclusion of taxable income paid by the employer to the employee for qualified moving expense reimbursement is suspended, except for members of the armed forces on active duty. Also, the employee’s opportunity to deduct qualified moving expenses is suspended for

the same time period.

Another substantial adjustment to businesses’ practices is the alteration of the employer’s deductibility of some business transportation fringe benefit expenses. Under prior tax law, many employers would reimburse employees for certain transportation fringe benefits, including parking expenses and transit passes. Those payments to employees would then be deducted by the employer in calculating the business’s taxable income. The new tax law eliminates the ability for the employer to deduct these reimbursements but continues to allow the employees to receive these transportation fringe benefits without having to include the amounts in an employee’s gross income and wages.

A third impact to employees resulting from the TCJA was the employee’s personal deductibility of unreimbursed business expenses. For some individual taxpayers, qualified unreimbursed business expenses comprised a substantial personal tax deduction. The new tax legislation effective Jan. 1, 2018, suspended this personal tax deduction. An employer’s review of these expenses may help minimize the impact of that tax change to their employees. Since that personal tax deduction is suspended through Dec. 31, 2025, an opportunity may exist

to potentially lower an employee’s salary, but then reimburse the previously unreimbursed expenses to the employee. The tax impact to the employer would be the same but may prove more advantageous to the employee since they would be receiving tax-free reimbursements for business expenses.

Several years ago, the Affordable Care Act established both employer and employee penalties for not providing and maintaining minimum health care coverage. The TCJA of 2017 eliminates the employee’s (not employers) tax penalty for not maintaining the minimum health care coverage. What does this mean for employers? If the employee’s minimum health care coverage penalties are eliminated, there may be a trend for younger, healthier employees to not carry health insurance. If these individuals are not included when insurance companies assess the employer’s health insurance premiums, an increase in health care costs could be on the rise.

With sweeping tax legislative changes stemming from the Tax Cuts and Jobs Act of 2017, a trusted advisor is more necessary that ever in today’s business climate. There are many more tax provisions included in the new legislation that can impact both employers and their employees. As CPAs, we can evaluate an employer’s business practices and tailor those to minimize the tax impact on employee benefits.

Casey D. Campbell, CPA, is the managing partner of PSK LLP, a public accounting and consulting ﬁrm serving clients locally and nationally from ofﬁces in Arlington. Campbell is writing this column on behalf of the Fort Worth CPAs, a regular contributor to Fort Worth Inc. pskcpa.com

POWER DINING HOT SPOTS

Close your next deal at one of these business-friendly bistros

Ol’ South Pancake House

1509 S. University Drive, 817.336.0311 olsouthpancakehouse.com

Ol’ South Pancake House is where the entire family can enjoy Southern homestyle cooking at any time of the day or night. Signature dishes have kept our guests coming back for more, with our most popular World Famous German Pancakes being served over 40,000 times each year to our loyal customers.

Ruth’s Chris Steak House

813 Main St., 817.348.0080 ruthschris.com

Trust that your summer event will be the hit of the season. Summer booking incentive: receive a $50 bonus for every $500 spent on your private dining or catered event. Date restrictions apply. See ruthschris.com/promotions/summer-booking-incentive for details.

POWER DINING HOT SPOTS

For more information on affordable ways to reach power dining CEOs or to be a part of Power Dining Hot Spots, please call or email us:

817.560.6151 mwaldum@fwtexas.com

Piccolo Mondo

829 Lamar Blvd. East, Arlington, 817.265.9174 piccolomondo.com

Piccolo Mondo Italian Restaurant was established over 34 years ago and is known as one of the most popular and famous Italian restaurants in the Metroplex. Appealing and satisfying Italian continental fare features shellﬁsh, salmon, veal, gnocchi and pasta. The restaurant also has a piano bar and a banquet room.

Never, Never, Never Give Up

Stuck in your business? Here’s Winston Churchill’s Guide to a Successful 2019.

BY TONY FORD CEO Success Fort Worth

Winston Churchill once wrote, “Success consists of going from failure to failure without loss of enthusiasm.”

As we close out 2018 and consider how to make 2019 our best year ever, the notion of slogging through a series of failures is not appealing. That said, failure motivates us in a way that success can't. The secret to learning from failure is embodied in Churchill’s admonition — “Don’t lose your enthusiasm!”

But how? Since most of us are highenergy leaders, we beat ourselves up on a regular basis, especially when we fail. We invest way too much time figuring out what isn’t working and focusing on ways to fix it.

This drive to move from problem to problem overwhelms us to the point we lose sight of what should be our goal — a productive, satisfying, balanced life.

Without being aware of it, we professional problem-solvers find ourselves trapped in a hamster wheel. We experience life as a series of problems to be solved instead of opportunities to be enjoyed. This pattern of behavior makes maintaining a high level of enthusiasm almost impossible. And as our enthusiasm dries up, our attitude becomes a stagnant pool of bitter water that poisons the people closest to us.

So, how can we ensure that 2019 finds us using our best problem-solving skills to gain satisfaction and build positive relationships? Let’s see what Churchill might say: 1. Get help: “The power of man has

grown in every sphere, except over himself.” Isolation is a common denominator among leaders. When we become frozen because of fears and anxieties, we also bind up the creativity and opportunities of those closest to us. As leaders, we must take the first critical steps to becoming “unstuck.”

2. Create change: “Let our advance worrying become advance thinking and planning.” We often forget that the future is rapidly approaching with every passing minute. We waste valuable energy and brain space worrying about all kinds of what-if scenarios and outcomes. Instead, we should be leveraging every bit of information we can get our hands on to map out a plan for facing the future head-on.

3. Don’t make excuses; gain insights: “We draw from the heart of suffering itself the means of inspiration and survival.” Every time I hear a leader say, “We tried that once, and it didn’t work,” my question is: So what did you learn from the experience that will help it work next time?

4. Take stock; what’s really important: “The farther backward you can look, the farther forward you can see.” Exploring our past is more than just figuring out what went wrong, because in fact, most things went right! That’s how we got here. Instead, we should become students of our own past beliefs and behaviors to discover what is or is not working for us in the present.

5. Take personal responsibility; own your own fears: “Difficulties mastered are opportunities won.” Leading others in a great cause is tough on a good day; and when we have a string of bad days, it seems overwhelming. Facing and overcoming these types of obstacles require that we know who we are and what we are trying to accomplish. Over the years, I have found that a combination of courage and humility is the proper recipe for successfully engaging our people to succeed in tough times. By confessing

my fears (and allowing them to do the same), we have rallied together in our common cause to meet opposition head-on and overcome. Mastering our fears together has built a foundation of trust for the future.

6. Lead and learn with courage: “Courage is what it takes to stand up and speak; courage is also what it takes to sit down and listen.” As leaders, many of us have a hard time slowing down, sitting down and listening to our people. It just does not come naturally to us. That said, being open to the ideas and critiques of our people may be the greatest expression of courageous leadership we can display. If this skill comes naturally to you, then you already understand the benefits. If it does not, I encourage you to engage with a coach, mentor or other instructor who can model and teach it.

7. Give more than you take: “We make a living by what we get, but we make a life by what we give.” When we think about people that we admire, most tend to be folks who pour out their lives and talents for the good of others.

The future is a big place, and 2019 can be an exciting and remarkable opportunity to experience the joy of serving each other and growing our wonderful Fort Worth business community. I’m certain that if Winston Churchill were here to cheer us on, he would remind us to “never, never, never give up!” I will be praying and cheering for your successful 2019!

Ford is an award-winning entrepreneur with a history of starting and growing industryleading companies. As CEO of Success Fort Worth, he now coaches business owners and leaders who want to maximize their personal and professional success. He writes this column for each issue of Fort Worth Inc. and can be

Tony

Sal Espino

Trinity Metro's new government relations director has a big job: helping position the transit agency in an environment long on opportunity for public transit, but short on consensus and money.

6 a.m. Time to start my day! While my 13-year-old son, Daniel, gets ready to go to school, I prepare my ﬁrst cup of coffee. I review the online versions of the local newspapers (Star-Telegram, Dallas Morning News, Fort Worth Business Press and Dallas Business Journal).

7:15 a.m. Daniel and I head out so I can drop him off at the International

Leadership of Texas School.

8 a.m. By now, I’m likely at a breakfast meeting with an elected ofﬁcial or other Trinity Metro stakeholder. If my schedule is clear, I head downtown to our Trinity Metro ofﬁces in Burnett Plaza.

8:15 a.m. Review daily updates out of Washington and Austin for any legislative matters affecting Trinity Metro. I also keep an eye on

9 a.m. Meet with President/CEO Paul Ballard and discuss top priorities and upcoming legislative engagement.

9:30 a.m. In-house meeting on government relation issues.

10:30 a.m. Call or email city council members to coordinate bus or train rides with Trinity Metro. My goal is to have all city council members and county commissioners ride along with me.

11 a.m. Coordinate visits with elected ofﬁcials at the county, state and federal levels.

public transportation or funding is being discussed.

4:30 p.m. Review my to-do list and determine next steps.

After 5 p.m. Attend events or meetings to facilitate more understanding of Trinity Metro’s Master Plan and to move forward on our local, state and federal legislative priorities. I help spread the word on social media by posting about events I attend or routes I use.

transportation issues in general. Read The Texas Tribune for state issues and Politico for national issues. Peruse national newspapers online like The New York Times and Washington Post, as well as the American Public Transportation Association website for legislative alerts.

8:40 a.m. Review incoming emails and respond to any requests and dive into my day.

Noon. To me, lunchtime is an opportunity to spend time with someone in the community and support our local restaurants. My working lunches tend to be with a Trinity Metro stakeholder – usually an elected ofﬁcial or community leader. If I pick the restaurant, I like to visit my favorites on the Northside.

2 p.m. Afternoon meetings advancing the cause of public transit with community partners or other stakeholders.

3:30 p.m. Depending on the day, I will attend Trinity Metro board meetings, or I might be at a city council committee meeting if

6:30-7 p.m. Back home to enjoy dinner with my family. These are treasured times because I get to hear about school from Daniel and my 17-yearold daughter, Alyssa. And I get to spend time with my high school sweetheart and wife of 30 years, Elizabeth. Sometimes our oldest sons, Sal Jr. and Robert, join us.

7:30 p.m. If my kids need help with homework, I jump in to assist. But sometimes I wonder why everything is taught so differently than when I was in school. Keeps me on my toes!

8:30 p.m. I like to end my day by watching a good history documentary on Netﬂix or “A Football Life,” a documentary series on the NFL Network.