Micki Byrnes Amanda Cole Tony Gallo Michael Jeans Teresa Metcalf Beasley
Tricia Griffith Greg Harris John G. Morikis
DEPARTMENTS
2 From the Editor
UPFRONT
4 The Big Cheese
One hundred years later, Miceli Dairy Products is still a family business — one with plans to double staff and complete a $128 million expansion.
BY KATRINA CARLSON
COMMUNITY
30 Health Care, Activism and Growth
Northeast Ohio’s most impactful institutions share how they drive our region to build better and help our community members thrive.
EDITED BY JEN BOWEN SIMA
BACK PAGE
48 Q&A: Jeff Epstein, Port of Cleveland
This longtime civic player helped lead the city’s post-pandemic economic comeback. Now, as he takes over as president and CEO of Port of Cleveland, he’s working to expand the institution’s impact on the region.
BY JADEN STAMBOLIA
BUSINESS HALL OF FAME
BY VINCE GUERRIERI, BOB SANDRICK, LYNNE THOMPSON
Meet Cleveland’s trailblazers, those whose vision and determination have transformed our business scene, turned challenges into opportunities and proved that grit, creativity and community can drive extraordinary achievement. Plus, our Community Leaders of the Year carry the torch of Cleveland’s philanthropic legacy.
COVER PHOTOGRAPHED BY KEVIN KOPANSKI ASSISTED BY MEGAN FISHER
Upper Echelon
Richard W. Pogue. Al Lerner. Belkins and Smuckers. Mandels and Malleys. Heinenses and Jacobses. Moses freakin’ Cleaveland. Since 1996, the Business Hall of Fame has honored the careers of Cleveland’s most influential and prosperous executives and businesspeople. To be listed among these more than 100 names is to leave a mark on our city so great it will be remembered for decades, even centuries, to come. This year’s class (page 8) lives up to the hype.
Tricia Griffith, the CEO of Progressive, has had an impressive rise to the top. In 1988, she joined the company as a claims rep, making less than $20,000 a year. Since 2016, after doing just about every job on her way up, she’s grown the company nearly 300%. Still, colleagues say she’s grounded — proof that core values are more than just a marketing ploy.
The guitar in the hands of Greg Harris, president and CEO of the Rock & Roll Hall of Fame, isn’t a prop. The musician embodies the rock ‘n’ roll spirit — all while paving the way for a deeper understanding and acceptance of genres like country and hip-hop. Among other efforts to modernize the museum, he’s leading a $100 million, 50,000-square-foot expansion of one of America’s most important architectural feats and has more than doubled the Rock Hall’s revenue.
Before retiring as CEO of Sherwin-Williams in 2024, John G. Morikis literally altered Cleveland’s skyline, leading the effort to keep the Fortune 500 company in Cleveland, where it was founded. In retirement, he’s active on a number of boards.
These individuals prove that you can work your way up from the bottom, that passion can propel you to the next level and that home is worth fighting for. Yes, this year’s issue honors these great Clevelanders, but we also hope their stories inspire you to strive to walk among them one day.
Lee Ann O’Brien Ken Prendergast Bob Sandrick Jill Sell Jaden Stambolia Lynne Thompson Terry Troy
Contributing
Senior
Account
Operations
Audience
Production
Chief
Build Resilient and Courageous Leadership
Gain knowledge through innovative, industry-driven solutions.
• Evaluate employee performance using ef fective assessment tools
• Build personalized coaching into talent development
• Maximize skills of frontline and experienced managers
• Advance diversity, inclusion and equity initiatives
• Improve communication and lead change
• Create a superior customer experience
UPFRONT
DEVELOPMENT // BY
KATRINA CARLSON
The Big Cheese
As it grows, Miceli’s continues to service Cleveland with quality dairy products while maintaining a family-focused spirit that has sustained through generations.
The dairy company plans to double its staff and bring more life to Cleveland’s Opportunity Corridor during a current $128 million expansion.
In the back of a classic Model T Ford pickup rumbling down the streets of Cleveland in 1923, crates of farmfresh milk clinked and sweated, rattling beneath the hum of the city’s smokestacks. Each misty morning, 15-year-old John Miceli Sr. rode his early milk route, fog curling around his cap as he delivered to the porches of tight-knit Italian
families on the East Side. As the booming “Fifth City” stirred awake, milk arrived at your door with a familiar name and a warm smile.
He stopped to chat with neighbors and greet familiar faces, but by the end of each delivery day, a few bottles always sat untouched in the truck bed. Day after day, curdling cream swirled down
the drain as the unsold milk was poured away. However, young Miceli Sr. saw a lot more potential than just soured milk flowing down the drain.
During the 1920s, Cleveland was beginning to thrive in its major industries, and migration flowed in from Eastern Europe and rural pockets in the states to take part in the growth. And Sicilianraised John Miceli took his very own slice of the pie, or rather, the cheese.
Using his entrepreneurial spirit and knowledge of Italian cuisine, Miceli Sr. began taking the leftover milk and
turning it into traditional Italian cheeses. He loaded the product right in the bed of his truck and sold homemade scamorza and mozzarella. From there, the demand for his product took off.
Twenty-six years later, Miceli Dairy Products was established.
For three generations, succeeded by Miceli Sr.’s four children and seven grandchildren, the company has carried on the family legacy well, but very soon, Miceli’s will be booming into its biggest expansion yet.
“I think about what my grandfather would have thought ... how proud he would be to see how much we’ve grown.”
A $128 million expansion will occur in three phases over the next several years, with the first major bounds beginning in the $13 million initial stage. The end goal: a mozzarella factory in Cleveland’s Opportunity Corridor.
Phase one will be the expansion of its cold storage facility in the BuckeyeWoodhill neighborhood.
“It’s exciting,” says Maria Miceli, granddaughter and vice president of marketing. “I think about what my grandfather would have thought. He passed away back in 1999, so I think about 25 years ago, where the company was compared to where it is today and how proud he would be to see how much we’ve grown and how we’ve taken care of the business he started.”
The 32,000-square-foot expansion will create 50 new jobs, increase the company’s production capacity and include the redevelopment of the former Gray Barrel site on East 90th Street into a dry storage facility. The investment comes from the growing success of its soft Italian cheeses like ricotta and mozzarella, which now
BOUNCING BACK
By Ken Prendergast
When the Great Recession hit in the late 2000s, it was possible to lie down in the middle of a main Downtown Cleveland thoroughfare at rush hour and not get run over. But damage to Greater Cleveland’s workforce was being done from that economic downturn, and it has taken more than a decade and a half for this region to recover from it.
That’s what the latest data from the federal Bureau of Labor Statistics show. In July, Greater Cleveland’s labor force was pegged at 1,154,350 — the highest since July 2009’s 1,156,668. And the region’s employed population reached 1,094,661 — just 484 jobs from the last peak, July 2019, before the pandemic interrupted our recovery. The previous high before that was 1,095,925 employed persons in July 2007.
July typically shows up as the peak in our employment data because Greater Cleveland’s economy is seasonal. The region’s population, workforce and employment peaks in the summer and dips in the winter. July 2025’s data was finalized last month.
While it’s great to see this recovery, it’s unfortunate that this region took so long to recover. It lost 100,000 manufacturing jobs since 2001 and 40,000 jobs in trade-transportation-utilities, the data shows. In July 2001, Greater Cleveland had a workforce of 1,186,555 people and 1,141,591 people employed. Companies automated production or moved out, and trade-transport jobs were lost through corporate consolidations.
Now, education-health services are the region’s largest employment driver, gaining 100,000 jobs since the 1990s. Leisurehospitality added 30,000 jobs in the same period.
The BLS data follows U.S. Census Bureau estimates from May that population in Greater Cleveland edged up a bit for the second straight year. But the Census said the metro area’s population is still down overall for the decade so far.
Greater Cleveland was recently named as one of the most popular cities in the USA for homebuying by Generation Z (born 1997-2012). MSN reported that Greater Cleveland’s affordable homes, tech jobs, and a growing remote work scene put it at the top of their list, more hope for further recovery.
UPFRONT
encroaches upon their current space. The expansion will include a new freezer and a warehouse with space for a cooler, an area for shipping and receiving and a small shipping office.
In order to prepare for development, Miceli’s has been working to slowly acquire acres of land adjacent to the current Miceli campus buildings, and large business decisions, like their biggest expansion yet, are made together at the family table.
“We just decided, ‘You know what, regardless, we’re going to do this,’” says Maria Miceli. “We want to have one campus. We want all our employees in one spot. We want to make this as efficient as possible. … And here we are. We’re ready to start building.”
One small parcel of land was acquired
through a partnership with the Greater Cleveland Regional Transit Authority. In the sale, the dairy farm purchased 25 transit passes from the GCRTA Commuter Advantage Program for Miceli’s employees in exchange for a discounted sale price, which linked two Miceli’s properties together.
Phases two and three of the $128 million expansion will stretch west and north of the existing Miceli manufacturing facility, with an expectation to as much as double the current 250-person staff. They remain committed to hiring from Cleveland’s diverse community, with “around between 50% and 60% of (Miceli’s) employees right from the surrounding neighborhoods,” says Maria Miceli.
The three-phase development plan
broke ground this spring and is slated to finish by April of next year. Miceli’s hopes that with new business and employees, the expansion will help bring revitalization to the already successful Buckeye-Woodhill Neighborhood.
As Miceli’s enters its largest expansion yet, the spirit of that 15-year-old boy still drives the company forward — now with forklifts instead of a Model T pickup and mozzarella by the ton instead of the handful. But one thing remains the same: the heart of the operation is family, and big decisions are still made around the kitchen table.
“I love it, you know,” says Maria Miceli. “I love coming to work and being able to see my dad every day, and working with all my cousins and my sister — it’s amazing.”
SMALL BUSINESS CORNER // BY LAINEY NOVAK
REBECCA MAXWELL
A self-proclaimed social butterfly, Rebecca Maxwell turned her love for hosting in her Downtown apartment into a much talked-about social networking group.
Community Leader: What inspired you to create a space for women to connect in this way?
Rebecca Maxwell: When I moved Downtown, I started hosting parties for my friends. I’ve always loved hosting. I always wanted to get all of my friends together. I wanted my friends to become friends with each other so that, as a busy person, I don’t have to pick and choose because everyone gets along. So, about two years ago, I was like, I can’t fit 100 girls in my apartment, so I had two separate parties. One at my apartment with my closer friends, and then I had one at a venue, a wine tasting bar, for everyone else. I think 80 girls showed up. T he bar was very happy. And I was like, You know what? I can do this.
CL: What makes an event by She’s Company different from other networking gatherings?
RM: We put a lot of thought into every detail of the event. I am very particular, and I really like everything to be cohesive with the theme. Basically, the way I pick what events go where is I will go into the venue and kind of feel out the vibe. So I really want (our events) to just fully make sense from start to finish. So, when you’re walking in the door and you see the theme, the vendors included are also on theme. Different people are going to gravitate towards different styles of events. Our bi-monthly book swap is going to bring in a totally different crowd than our sparkle party. We really want it to make sense for the people coming in.
CL: How has She’s Company evolved since you first started, and where do you see it going?
RM: Since it first started, we have worked with a countless number of vendors and local businesses. We have been able to work with so many women-owned businesses and so many local people that we have been able to highlight. So, to just be able to see that grow and for more vendors to be reaching out to be involved has been really cool. The goal is to franchise and take this to other cities. I get a lot of comments on TikTok that people want this in other cities. I’m a one-woman show, (though I) do have a vendor manager, but for the most part, it’s just me. So I wish I could do it everywhere. Eventually, hopefully, we can.
TRICIA GRIFFITH , PROGRESSIVE
GREG HARRIS, ROCK HALL 14
JOHN MORIKIS , SHERWINWILLIAMS OF +
BUSINESSHALL OF FAME
PHOTOGRAPHED BY KEVIN KOPANSKI AT THE ROCK AND ROLL HALL OF FAME
16 MICKI BYRNES, ADCOM GROUP
18 AMANDA COLE, PLEXUS LGBT & ALLIED CHAMBER OF COMMERCE
20
TONY GALLO , LORAIN COUNTY CHAMBER OF COMMERCE
22 MICHAEL JEANS , GROWTH OPPS
24 TERESA METCALF BEASLEY, MCDONALD HOPKINS
FINDING HER CALLING
Progressive CEO
Tricia Griffith brings an authentic voice to her lead ership of 70,000 employees and more than 37 million policyholders.
BY VINCE GUERRIERI // PHOTOGRAPHED BY JEANI BRECHBILL
As a child in Illinois, Tricia Griffith wanted to be a talk show host.
The last thing the future Progressive CEO wanted to do was work in insurance.
“There were two things I didn’t want to do: My mother was a waitress, and my father sold insurance door to door. So I didn’t want to be a waitress, and I didn’t want to go into insurance,” she explains.
But after graduating from Illinois State University and working in retail for about six months, she was looking for something different. Progressive was hiring a claims rep, and for $19,200 — “It would pay my rent and pay my student loans,” she says — she moved to Indianapolis in 1988 and started work for a company her mother thought made soup. (She thought it was Progresso.)
“I was going to pay off my loans and see what I wanted to do with my life,” she says. “Maybe about nine months into my job, I really fell in love with our core values and the people I worked with. I fell in love with learning something new every day.”
She came to Cleveland in 1999, and in 2016, she was named chief executive officer. Progressive has grown from an auto insurer for high-risk drivers to a company that’s not only the secondlargest auto insurer in the United States but also sells other vehicle insurance and has offerings in home insurance, renters’ insurance and small business. It's gone from writing $20 billion in policies when she took over as CEO to $75 billion today.
A lot of that growth has come because technology has enhanced the company’s selling point of
“TRICIA ASKS US TO BE VOCAL ABOUT TAKING CARE OF OURSELVES AND OUR FAMILIES, TO LEAD BY EXAMPLE. IF WE TAKE CARE OF OUR PEOPLE, THEY TAKE CARE OF THE BUSINESS.”
— MARI PUMAREJO ON TRICIA GRIFFITH
transparency. But a lot of it is a reflection of the company’s — and Griffith’s — core values.
“We have 70,000 employees, and I want to feel like they’re taken care of here, and heard and seen and safe. We have 37 million policyholders, and I want them to know we’re taking care of them.
“I try to think of all the different constituents in balance, but I start with our employees. If they’re taken care of, they take care of the customers, and they stay with us.”
As employment brand director, Mari Pumarejo reported directly to Griffith, who was the chief human resources officer at the time.
“It was the joy of a lifetime,” says Pumarejo, now the company’s chief marketing officer.
Pumarejo said she made a presentation to Griffith, who loved it and encouraged her to present it to the company CEO — by herself.
“She said, ‘You can do it yourself. I’ve seen it already,’” Pumarejo recalls. “That’s what she does — she helps you elevate your game.”
Griffith has worked all around the company, including claims, human resources and customer
relationship management. She’s even forklift certified, a holdover from her days working in retail.
“If you need a tub moved, I’m your girl,” she jokes. “I’ve had nearly every job here, so I understand what they’re all trying to achieve,” she adds. “And if I understand that deeply, I can support them.”
And it’s not just lip service, Pumarejo says.
“She’s so authentic,” she says. “She meets with all the new hires. She eats lunch in the cafeteria on Fridays.”
The image of the workaholic CEO is ingrained in a lot of people’s minds, but Griffith finds a work-life balance and encourages other employees to do the same.
“My expectations are high, and I really want them to produce, but I also want them to have a life outside of this job,” she says.
Pumarejo notes that a Gallup survey has shown Progressive to be in the top five in the country for job satisfaction, and that comes from the top down.
“Tricia asks us to be vocal about taking care of ourselves and our families, to lead by example,” she says. “If we take care of our people, they take care of the business.”
ROCKING IN EXPANSION
Rock & Roll Hall of Fame p resident and CEO Greg Harris brings balance and vision to the staple of Cleveland tourism.
Greg Harris leads the way out of the Rock & Roll Hall of Fame and Museum and into the shadow of the 50,000-square-foot expansion under construction on an acre of land leased from the city, just west of the iconic I.M. Pei-designed glass pyramid. The institution’s president and chief executive officer explains that the massive triangle set to roof the atrium lobby overlooking Lake Erie, the “drum” that will house a performance hall and mixed-use space, and another round structure — shapes that repeat those of the original 1995 building — will put a corner of the pyramid under it.
BY LYNNE THOMPSON // PHOTOGRAPHED BY KEVIN KOPANSKI
GREG HARRIS
“HE IS A CONDUCTOR — HE LETS THE MUSIC SPEAK FOR ITSELF. BUT IN CASE OF EMERGENCY, HE’S THERE TO SPEAK FOR THE MUSIC.” — CHUCK D ON GREG HARRIS
“The pyramid still holds true,” he assures. “(The expansion) doesn’t overshadow it. But it’s also not subservient to it. It’s a really nice balance.”
More impressive than the $100 million expansion’s design by New York City-based Practice of Architecture and Urbanism is that the Rock Hall has more than enough money to pay for it. A whopping 90% of the $167.5 million raised to date by a decade-long $175 million capital campaign was contributed by private sources. It’s just one of the feats the nonprofit’s former VP of development has accomplished during his almost 13 years leading the institution. The result is an international attraction that averages more than 500,000 visitors a year and registered an annual economic impact of $242 million in 2024, up from $107 million in 2012.
Ironically, the Rock Hall’s board of trustees embarked on a nationwide search for departing president and CEO Terry Stewart’s successor before they realized the right man for the job was already in the house. And he had a true rock 'n' roll heart, notes retired Sherwin-Williams chairman and CEO Chris Connor, who’s served as a trustee since 2002. He’d left Temple University for a time to open and operate a record shop, played guitar in garage bands, and
toured with a folksy combo as a road manager.
“If you just wiped the name off and handed in (Greg’s) resume … you’d say ‘Stop the search! We’ve got him!’” he says with a chuckle.
Harris already had proven himself at building relationships with the community, growing membership, fundraising and planning events. He’d led the teams that staged the 2009 and 2012 induction weeks in Cleveland, financial successes that, combined with other moneymaking events and increased donor contributions, helped make the Rock Hall a self-sustaining entity. He cites an operating revenue of over $36 million a year, up from $14 million in 2013. Connor attributes Harris’s “warm, affable, engaging” ability to drum up donor and music-industry support to proven leadership that, together with the self-confidence he exudes, engenders trust.
Chuck D, inducted into the Rock Hall with the hip-hop group Public Enemy in 2013, first met Harris while he was working to secure a place for hip-hop in the museum. The rapper remembers Harris’s desire to honor the genre instead of simply appropriating it for institutional gain, to include artists who had yet to be inducted in the process, and to learn rather than assume or adopt biases.
“He is a conductor — he lets
the music speak for itself,” he says. “But in case of emergency, he’s there to speak for the music.”
One of the first things Harris did to boost attendance from a “flat” 300,000 was to lift a general photography ban. The resulting surge of visitors’ social media posts increased digital marketing. Capital campaign dollars not earmarked for funding the expansion were used to update existing square footage, an effort that continues today. Connor singles out the donorsponsored Garage, a space Harris helped design, where visitors can play Fender and Gibson guitars at stations along a wall of exposed 2-by-4s and jam with each other in a glass-enclosed studio.
Analytics were employed to better define the Rock Hall’s audience and develop exhibits such as the current multigenerational draw SNL: Ladies & Gentlemen … 50 Years of Music.
Under Harris’s direction, the Rock Hall amped up a digitallearning platform that reaches close to 1.5 million students a year, put traveling exhibits on the road and cultivated collaborations with the likes of the Metropolitan Museum of Art in New York — a relationship that yielded Play It Loud: Instruments of Rock & Roll , displayed first at the Met in 2019 and then the Rock Hall.
Some would consider the expansion’s completion, slated for next fall, as the perfect note on which to end a career. But Harris doesn’t foresee trading the Rock Hall for a rocking chair, even as he turns 60 this year.
“There’s too much to do!” he exclaims. “There’s more concerts and inductions. And there’s more fans to engage and inspire with rock and roll.”
BELIEF IN CLEVELAND
Former Sherwin-Williams CEO John G. Morikis knew the company needed a new home , but he decided to keep its roots grounded in Northeast Ohio
JOHN G.MORIKIS
BY BOB SANDRICK // PHOTOGRAPHED BY JEANI
BRECHBILL
John G. Morikis didn’t want to build a new headquarters and a research and development center for The Sherwin-Williams Co. when he became the firm’s CEO in 2016. He felt he had no choice.
Sherwin-Williams, the global maker and developer of paint and coatings for 159 years, was based in the aging Landmark Office Towers on West Prospect Avenue in Cleveland. Elevators were stalling and toilets were backing up in the complex.
Morikis planned to use company profits to grow the business. But he also knew that Sherwin-Williams — which today employs 64,000 workers in more than 4,300 plants and stores — would lose an edge in attracting the best talent if it didn’t have better digs.
The big question was location. Morikis says the company had a financial responsibility to its shareholders to consider moving out of Cleveland.
“There was a short period of time when we were thinking we were leaving,” says Morikis, 63. “It was very competitive out there. Those were some long sleepless nights for me because I was thinking about the impact leaving would have on the Cleveland community.”
The decision to stay involved other factors in addition to finances.
“My heart was always to make it work in Cleveland,” says Morikis. “We believed that Sherwin is important to Cleveland, and that Cleveland is important to Sherwin. In my heart and head, I knew that if we left Cleveland, there would be a hole here that would be difficult to fill.”
In February 2020, Sherwin-
“IN THE END, JOHN’S LOYALTY TO CLEVELAND, AND THE UNDERSTANDING OF THE COMPANY’S HISTORY HERE AND WHAT THE CITY AND SHERWIN-WILLIAMS MEAN TO EACH OTHER, WON OUT."
— TOM GILLIGAN ON JOHN G. MORIKIS
Williams announced that it would build a new Downtown Cleveland headquarters just west of Public Square and a research and development center in Brecksville. The company started to move into the buildings in September and October.
Tom Gilligan, SherwinWilliams’s retired chief of human resources, says the company received tempting offers to relocate out of Cleveland, especially to southern states.
“In the end, John’s loyalty to Cleveland, and the understanding of the company’s history here and what the city and SherwinWilliams mean to each other, won out,” Gilligan says.
Morikis, who retired from Sherwin-Williams at the end of 2024, was the first and only company CEO to rise to that position from a management trainee. The Lake Station, Indiana, native was hired in 1984, immediately after he graduated from college.
His earliest Sherwin-Williams job didn’t pay as much as entrylevel positions at other companies, but money wasn’t the only factor in his decision. “SherwinWilliams offered a career path of greater responsibilities and
opportunities,” Morikis says. “That’s what attracted me.”
Morikis, in his early 20s, was given a new paint store to manage in Valparaiso, Indiana, not far from his hometown. His bosses told him the store would have a successful first year if losses were capped at $64,000. In the end, it lost only $400 and was named Sherwin-Williams’ best new store of the year.
In 2016, just three months after he became CEO, Morikis pulled the trigger on a multibilliondollar acquisition of The Valspar Corp., a competing maker of paint and coatings in Minneapolis with more than 11,000 workers in 26 countries.
Sherwin-Williams’ market cap grew from about $30 million before the Valspar purchase was finalized to about $80 billion afterward. The merger also brought fresh talent to the company, including Heidi G. Petz, who succeeded Morikis as CEO.
Morikis is staying active in retirement. He’s on the board of directors at Whirlpool Corp., UPS and General Mills, and he’s chairman of the University Hospitals Board of Directors.
“I still consider myself young,” Morikis says.
Micki Byrnes laughs, describing one change after retiring from a full-time, high-powered, pressure-cooker position for her present, more flexible, consultant role.
“I went from having a large office with a kitchen and bathroom to a cubby,” says Byrnes. “But I am surrounded by young folks who bring a lot of energy. I am learning all about their lives, and it’s really been a lot of fun.”
Byrnes retired this past April as president and general manager of WKYC Media. She was with the local NBC affiliate station since 1997, becoming president in 2015. Before that, Byrnes held broadcast management positions in Boston, San Francisco, Atlanta and Orlando. She has won numerous regional Emmy, Telly and Addy Awards.
Byrnes is currently the chief communications officer and senior advisor for Adcom, an influential
SHIFTING GEARS
Micki Byrnes toggles her career to now being CCO for Adcom after years at WKYC, all in the name of connecting the dots.
BY JILL SELL
and integrated marketing agency in Cleveland.
“After 27 years in local media in a collaborative town like Cleveland, you build up a level of civic equity, strong relationships and strong connections. You develop a passion for the region,” says Byrnes, who lives in Chagrin Falls with her husband, Brooke Spectorsky, former president and general manager of WKYC. “I knew I didn’t want to walk away from all of that. I wanted to use that equity in some way to help move the region forward.”
“purpose.” She also sees it as a chance to guide and mentor others.
Byrnes is heavily involved with boards of directors. (Think Cuyahoga Community College Foundation, Rock & Roll Hall of Fame, Cleveland Leadership Center, Destination Cleveland and Coats for Kids — Cleveland.) That dedication allows her to be knowledgeable about Cleveland’s shakers and movers, newcomers, nonprofit organizations and the region’s business community.
“I get joy out of connecting the dots,” says Byrnes. “Sometimes someone with a project is looking for help, and I’ll say, ‘I know the perfect person.’ I feel like I can pull strings.”
“YOU CAN STILL BE KIND, LOOK FOR THE BEST IN EVERYONE AND STILL MAKE TOUGH DECISIONS.”
Byrnes obviously received numerous enticing offers after word got out that she was not going to settle for a nonproductive retirement.
But she especially appreciates the “culture and pro-community attitude” at Adcom and believes it offers a place to exercise her
However, Byrnes bristles a bit whenever accused of having a leadership style that is “too nice.”
“I have an empathetic leadership style, a more servant leadership style,” says Byrnes. “The downside is you get tagged with the idea that you don’t hold people accountable. But you can still be kind, look for the best in everyone and still make tough decisions.”
Despite “all the challenges and naysayers,” Byrnes believes Clevelanders hold DNA that makes them want to eventually work together. She wants to be a catalyst for that cooperation.
“We may whine about something, but we still do the right thing,” she says.
Amanda Cole, executive director of Plexus LGBT & Allied Chamber of Commerce since 2019, grew up in a blue-collar Ohio town, the oldest of six children.
Cole credits her place in the birth order as the early foundation for her natural responsibility toward others and her leadership skills.
“But more than anything else, I would point to Antioch College, where I went for my undergraduate degree in cultural interdisciplinary studies,” says Cole, who also has a master’s degree from Wright State University in public administration.
“Antioch is a very radical liberal arts college, and those things are built into the fabric of the school,” she adds. “We were pushed forward to see the ills and problems of society and to figure out what our roles were in making it better for everybody.”
A BORN LEADER
Amanda Cole of Plexus LGBT & Allied Chamber of Commerce pushes and pulls to find the answers for tough questions.
BY JILL SELL
As part of a college co-op project, Cole worked on an organic farm that grew turmeric, papaya and ginger and lived in a treehouse in Hawaii. Cole took those lessons and applied them to her volunteer and previous career positions. That includes a stint at the Museum of Contemporary Art Cleveland from 2017-2019. That coordinated well with Cole’s passion for modern art and dance and her quest to make those arts accessible to all.
But it was at Plexus LGBT & Allied Chamber of Commerce (founded in 2006) that Cole truly found her mission.
“My trajectory was always to become an executive director of a nonprofit, and acting within a queer space would have been great,” says Cole, who lives in Kent with her family and who especially enjoys gardening.
Since becoming the first executive director of Plexus, Cole said her passion and commitment to community partnerships, plus a strong board of directors, have allowed the organization to grow from a small volunteer entity to an impactful economic force in northeast Ohio. Cole serves on the DanceCleveland and Cleveland VOTES boards and, in her free time, investigates Cleveland’s thriving culinary scene.
“MY TRAJECTORY WAS ALWAYS TO BECOME AN EXECUTIVE DIRECTOR OF A NON-PROFIT, AND ACTING WITHIN A QUEER SPACE WOULD HAVE BEEN GREAT.”
Currently, there are only 55 LGBT chambers of commerce in the United States, and most of those are volunteer-only, says Cole. Plexus boasts of 450 members, 40 of whom are corporate. Its members can take advantage of unique training and educational opportunities as well as networking.
“It’s important to be out and about and visible if you are an LGBT professional or small business owner. Being up front and being proud is a really good business decision,” says Cole, who is looking to recruit additional minority members and encourage more members and allies in the manufacturing sector. “At the same time, those things can come with risk to LGBT business owners because you may lose some clientele because of discrimination.”
2025 Northeast Ohio Business Hall of Fame Inductee
John G. Morikis
Retired Chairman and CEO, The Sherwin-Williams Company
Thank you, John, for your visionary leadership and the lasting impact you've made on Sherwin-Williams and Northeast Ohio. Your passion for our customers and your commitment to our employees continues to inspire us every day.
Congratulations to all of this year’s Hall of Fame Inductees!
His grandfather and two brothers came to Lorain in 1903 to work on the railroad at the steel mill. His parents lived about six blocks from the Gallo homestead. And for the past 22 years, Tony Gallo has worked at the Lorain County Chamber of Commerce, the last 12 as its CEO.
And that gives Gallo — a Lorain Admiral King graduate who’s earned the nickname “Mr. Lorain County” — a unique perspective when it comes to promoting a unique location.
With cities like Lorain and Elyria, lakefront communities like Avon Lake and Vermilion, bedroom communities like Avon and North Ridgeville and swaths of farmland, the county’s a crosssection of the state of Ohio. And unlike a lot of counties, Lorain County has a local media system including two daily newspapers and a host of radio stations — giving him
MR. LORAIN COUNTY
Lorain County Chamber of Commerce CEO Tony Gallo ’s roots run deep in the community.
BY VINCE GUERRIERI
opportunities to get his message out that other chambers in Northeast Ohio don’t have.
“We’re able to promote ourselves in a different way,” he says. “Lorain County’s never viewed itself as an extension of Cuyahoga County.”
“I’VE DONE THIS FOR 22 YEARS, AND I WAKE UP EVERY DAY THINKING I HAVE THE BEST JOB IN THE WORLD.”
Gallo graduated with a degree in marketing & advertising from Bowling Green State University in 1986. He had visions of working for an ad agency in Cleveland. Instead, he took a job at Wilmot, a local printing company, and transitioned to the chamber, initially as director of business development and then, since 2012, as CEO. He sees his job as a simple one: bringing people together to provide a conducive environment for growth and success.
“There was a time when company presidents decided where they wanted to open their business,” he says. “Now they look and say, ‘Where is the workforce?’ For the entire time I’ve been here, it’s been, ‘How do we make Lorain County desirable for people to come open businesses, expand their businesses and grow here?’”
Gallo notes that 99% of the chamber’s 700 members are small businesses — most with 20-50 employees, well below the federal guideline, which considers any business with fewer than 500 employees a small business. He sees them as heroes in the community.
“Without people investing in opening a business, in running a business, in buying a business, communities don’t grow and succeed,” he says. “Small business owners are sponsoring the Little League teams and the high school athletics. They’re investing in the community.”
Gallo’s plan is to retire from the chamber at year’s end, but he still plans to be involved somehow. He can’t imagine otherwise.
“I’ve done this for 22 years, and I wake up every day thinking I have the best job in the world,” he says. “I get to work with people who are investing in their community. At the end of the day, I’m trying to make Lorain County better and, by default, Northeast Ohio.”
I want my
We’re proud to have Micki Byrnes on our Adcom team and in our hometown, performing like a rockstar for the good of our community. Congratulations, Micki, on your well-deserved recognition. You top our charts!
In 2023, Michael Jeans was able to return to his alma mater, Shaker Heights High School, for induction into the school’s hall of fame. While there, he encountered a student who lived on the same street, Menlo Road — in fact, the same block — where he grew up.
The student told Jeans, the founding president and CEO of Growth Opps, “You’re a long way from Menlo.”
“I’ll always be on Menlo,” he replied, referring to the formative experience growing up in Shaker Heights, which it was for him.
“Despite the gap in years between that young man and me, there wasn’t much that separated us,” Jeans says. “I think that’s consistent with my leadership style.
Whether it’s a homeless man on the street or a world leader, there are only a handful of events that separate us from where the paths are going to lead us. I see a version of myself
GROUNDED AT HOME
Michael Jeans , p resident and CEO of Growth Opp s , understands how some turns in the road make a big difference.
BY VINCE GUERRIERI
in either of those characters.”
Jeans started his career in accounting, securities and banking. In 2015, he created Growth Opportunity Partners, which is also known as Growth Opps, as a community financial institution that combined his experiences in the financial sector. In 2020, he started Go Green Energy Fund, the first AfricanAmerican led green bank in the country. His idea is to do good while doing well.
“Go Green Energy and our green work is a way for us to not simply invest, but to do it in a way that’s sustainable, in a way that doesn’t put money over the mission or capital over the wellbeing of people,” he says.
Go Green emphasizes sustainability both in the economic sense and in the environmental sense.
“If we’re going to support a finance project, a development project that is going to be inclusive of different income groups, we want to be sure that project is going to be located in a place that won’t be underwater in 10 years from the effects of climate,” he says.
“We know market events are typically cyclical. We can play our part and others do as well in contributing to a more sustainable economy, so when market events happen, when markets are bearish, households
aren’t decimated. It’s like a balanced investment portfolio.”
Jeans also contributes to the community with his role on multiple philanthropic boards. It started when he was 25, and he became a board member at Our Lady of the Wayside because of his financial experience.
He says his philanthropic and charitable activity represents the nexus of corporate and civic responsibility.
“WE CAN PLAY OUR PART AND OTHERS DO AS WELL IN CONTRIBUTING TO A MORE SUSTAINABLE ECONOMY.”
“I think there is something to karma,” he says. “I don’t know if it gives us more days, but I hope I have and can generate enough of it so that when I’m not physically present, my family and those close to me have a need, that someone will step up and do what I like to think I’d do in that situation.”
If Teresa Metcalf Beasley is on a board for an organization, everyone around her knows that she is going to use her voice. And to her, that is a compliment. Her voice extends beyond making decisions and advocating for issues on the board that impact the community. It also includes nominating future leaders who will continue their mission of aiding the community.
Beasley, a native of East Cleveland, has served on boards for Playhouse Square, DigitalC, University Hospitals, Karamu House and plenty more. For Karamu House, Beasley had the opportunity to nominate three future board members and the current chair, Tamara Horne.
“It’s always about giving back. It’s about bringing others along and helping others,” Beasley says. “And when I have an opportunity to put someone on a board, nominate someone, I do it.”
CHAMPIONING DIVERSITY IN LEADERSHIP
For Teresa Metcalf Beasley , leadership is about using her voice, uplifting her community and preparing the next generation
BY JADEN STAMBOLIA
Early in her 30-year career as an attorney, Beasley learned that meaningful board service required being actively engaged, doing the work and using her voice in the boardrooms, especially if she was going to keep doing it.
“When you’re on the boards, you have to do the work, and people see you doing the work. That’s how you get involved in other boards,” Beasley says. “One person did say, ‘Well, if we invite her to the board, she’s going to use her voice.’ I thought, That’s perfect because yes, I will . To me, that was a compliment.”
“WHEN YOU’RE ON THE BOARDS, YOU HAVE TO DO THE WORK, AND PEOPLE SEE YOU DOING THE WORK.”
As a Black woman and leader, Beasley emphasizes the importance of using her voice
and encouraging others to speak up to ensure that diverse perspectives are represented in important decisions that impact the community.
“It’s important because oftentimes my voice is not at the table as a Black female,” she says. “We aren’t at so many tables, but yet this board may be making decisions that impact me or my community or people who look like me.”
That’s why Beasley is proud of her work for DigitalC, which has connected thousands of lowincome households to affordable internet, and her influence on the Rock & Roll Hall of Fame’s board to increase opportunities for minority contractors as key examples of her community impact.
Beasley is the current chair of the public law practice group and civic engagement and community relations at McDonald Hopkins. Those who know her know that she is not doing this to further her career but because she feels bound to giving back.
“It’s not that you’re supposed to become so successful in your life that you can’t help others,” Beasley expresses.
“And to me, that’s what’s really important,” she says. “That’s why I say to myself, I’m expected to serve , and I do.”
In celebration of the City of Cleveland’s 200th Anniversary, Cleveland Magazine created its Business Hall of Fame, celebrating the achievements of the brave men and women who helped shape our city and society. Each year since, we have honored these unique people, who are blessed with the insight and a pioneering spirit that built the foundations of our economy.
Madison, Bob – Robert P. Madison International Inc.
Mahoney, Bob – Diebold Inc.
Meyer, Henry – KeyCorp
Tod, David – Civic leader
2001
Davey, John – The Davey Institute of Tree Surgery
Lennon, Fred – Swagelok
Machaskee, Alex – The Plain Dealer
Nord, Eric – Nordson Corp.
Ong, John – The B.F. Goodrich Co.
Timken, Tim – The Timken Co.
Wean, Raymond John – Wean Engineering Co.
2000
Beeghly, Leon – Standard Slag Co.
Debartolo Sr., Edward J. – DeBartolo Realty
Embry, Wayne – Cavaliers/Gund Arena Co.
Firestone, Harvey – Firestone Tire and Rubber Co.
Flood, Howard – FirstMerit Corp.
Gault, Stan – The Goodyear Tire & Rubber Co.
Hoover, William Henry – Hoover Co.
Patient, Bill – Cleveland State University
Payiavlas, John – AVI Foodsystems Inc.
Tullis, Dick – Harris Corp./University Circle Inc.
Walters, Farrah – University Hospitals
1999
Daberko, Dave – National City Corp.
Davis, James C. – Squire, Sanders & Dempsey
Reavis, Jack – Jones Day
Schey, Ralph – Scott Fetzer Co.
Sullivan, Tom – RPM Inc.
1998
Baker, Richard T. – Ernst & Ernst
Gorman, Joe – TRW Inc.
Hoag, Dave – LTV Corp.
McDonald, C. Bert – McDonald & Co.
Investments
Ratner Miller, Ruth – Forest City Enterprises
Walker, Skip – M.A. Hanna Co.
Teresa Metcalf Beasley, Trustee
Micki Byrnes, Trustee
Greg Harris, President & CEO
1997
Austin, Samuel – The Austin Co.
Bruening, Joseph M. – Bearings Inc.
Gillespie, Bob – KeyCorp
Harrison, H. Stuart – Cleveland-Cliffs Iron Co.
McCartan, Pat – Jones Day
Ratner, Albert – Forest City Enterprises
1996
Bell, Jess – Bonne Bell Inc.
Biggar, Jim – Glencairn
Bonda, Alva “Ted” – Cleveland Indians, APCOA
Brandon, Edward B. – National City Corp.
Breen, John G. “Jack” – The Sherwin-Williams Co.
de Windt, E. Mandel – Eaton Corp.
Eaton, Henry F. – Dix & Eaton Inc.
Jacobs, David H. – Richard E. Jacobs Group
Jacobs, Richard E. – Richard E. Jacobs Group
Lewis, Peter – Progressive Corp.
Malley, Adele – Malley’s Chocolates
Malley, Bill – Malley’s Chocolates
Maltz, Milton – Malrite Co.
Mandel, Jack C. – Premier Industrial Corp.
Mandel, Joseph C. – Premier Industrial Corp.
Mandel, Morton L. – Premier Industrial Corp.
McCormack, Mark – IMG
Mixon, A. Malachi – Invacare Corp.
Miller, Samuel H. – Forest City Enterprises Inc.
Pogue, Richard W. – Jones Day
Robinson, Larry – J.B. Robinson Jewelers
Stone, Irving I. – American Greetings Corp.
Strawbridge, Herbert – The Higbee Co.
Wain, Norman – WIXY 1260
Historical
Andrews, Samuel – Standard Oil Co.
Baker, Newton D. – Baker & Hostetler
Beaumont, Louis D. – May Co.
Boiardi, Hector – Chef Boyardee
Bradley, Alva – Cleveland & Buffalo Transit Co.
Brush, Charles F. – Inventor
Carter, Lorenzo
Case Sr., Leonard Lake Erie
Chisholm, Henry
Cleaveland, Moses
Cox, Sr., John D.
Crawford, Frederick C. – Thompson Products Inc.
Doan, Nathaniel – Cleveland’s first industrialist
Eaton, Cyrus S. – Republic Steel Co.
Eaton, Jr., Joseph O. – Eaton Corp.
Ernst, Alwin C. – Ernst & Ernst
Fawick, Thomas L. – Fawick Clutch Co.
Flagler, Henry M. – Standard Oil Co.
Foster, Claud H. – Gabriel Co.
Girdler, Tom M. – Republic Steel Co.
Goff, Frederick H. – The Cleveland Foundation
Grasselli, Caesar A. – Grasselli Chemical Co.
Grdina, Anton – Slovenian Building and Loan Association
Gund II, George – Cleveland Trust Bank
Halle, Samuel H. – Halle Bros.
Halle, Salmon P. – Halle Bros.
Handy, Truman P. – Merchant National Bank
CONGRATULATIONS
Holmes, Allen C. – Jones Day
Humphrey, George M. – U.S. Dept. of Treasury/National Steel Corp.
Jack, William S. – Jack & Heintz Inc.
Johnson, Tom L. – Civic leader
Kelley, Alfred – Civic leader
Lincoln, James – Lincoln Electric
Lincoln, John – Lincoln Electric
Lindseth, Elmer – Cleveland Electric Illuminating Co.
Mather, Samuel – Cleveland-Cliffs Iron Co.
Mather, William G. – Cleveland-Cliffs Iron Co./Republic Steel Corp.
Metzenbaum, Howard – Sun Newspapers/ APCOA/U.S. Senate
Morgan, Garrett – Inventor
Myers, George – The Hollenden Barbershop
Otis Jr., Charles A. – Otis & Co.
Parker, Arthur L. – Parker Appliance Co.
Pile, Lionel A. – Hough Bakery
Ratner, Leonard – Forest City Materials Co.
Ratner, Max – Forest City Materials Co.
Richman, Charles L. – Richman Bros.
Richman, Henry C. – Richman Bros.
Richman, Nathan G. – Richman Bros.
Robinson, J. French – East Ohio Gas Co.
Rockefeller, John D. – Standard Oil Co.
Saltzman, Maurice – Bobbie Brooks Inc.
Sapirstein, Jacob – American Greetings Corp.
Sherwin, Henry A. – Sherwin-Williams & Co.
Shulman, Bernie – Revco/Bernie Shulman’s
Smith, A. Kelvin – The Lubrizol Corp.
Smith, Harry C. – The Cleveland Gazette/ civic leader
Smith, Kent H. – The Lubrizol Corp.
Smith, Vincent K. – The Lubrizol Corp.
Squire, Andrew – Squire, Sanders & Dempsey
Stone, Amasa – Cleveland, Columbus and Cincinnati Railroad
Stouffer, Vernon – Stouffer’s
Strong Taylor, Sophie – William Taylor & Son Co.
Swasey, Ambrose – Warner & Swasey Co.
Tankersley, Jack – Consolidated Natural Gas
Taplin, Frank E. – North American Coal Corp.
Taylor, William O. – Taylor Chair Co.
Thompson, Charles E. – Cleveland Cap Screw Co.
Van Sweringen, Mantis – Real estate and railroad tycoon
Van Sweringen, Orris – Real estate and railroad tycoon
PAST INDUCTEES: BUSINESS HALL OF FAME
Wade, Jeptha H. – Western Union Telegraph Co.
Warner, Worcester R. – Warner & Swasey Co.
Wellman, Samuel T. – Wellman-Seaver-Morgan Co.
Westropp, Clara – Women’s Federal Savings Bank
Westropp, Lillian – Women’s Federal Savings Bank
White, Rollin H. – Cleveland Tractor Co.
White, Thomas H. – White Sewing Machine Co.
Wills, Sr., J. Walter – House of Wills
Winton, Alexander – Winton Motor Carriage Co.
Worthington, George – Cleveland Iron & Nail Works
COMMUNITY COMMUNITY
A LASTING IMPACT
McGregor’s continuum of care, compassion and community investment support Northeast Ohio.
McGregor is more than a name in Northeast Ohio — it is a trusted leader and innovator in senior care, delivering a full continuum of services designed to meet the changing needs of older adults while strengthening the community at large. From its residential campus and affordable housing options to pioneering programs like the Program of All-Inclusive Care for the Elderly (PACE) model and a mission-driven grant-making foundation, McGregor is setting the standard for what it means to age with dignity, purpose and support.
At the heart of McGregor’s mission is a residential campus nestled in East Cleveland that offers independent living, assisted living and long-term nursing care. This campus serves as a welcoming environment where seniors can thrive in comfort and community. But McGregor’s impact extends far beyond its physical footprint.
Affordable housing options throughout the region provide older adults with safe, well-maintained living environments that promote independence and financial stability. For those facing life-limiting illnesses, the Hospice of Greater Cleveland — a McGregor organization — delivers compassionate, personalized end-of-life care that focuses on dignity, relief and support for both individuals and their families.
McGregor’s PACE is a transformative service that enables seniors to remain in their homes while receiving coordinated medical, social and personal care services. This innovative model not only enhances quality of life but reduces hospitalization and long-term institutionalization,
By Lee Ann O’Brien
offering families peace of mind and a truly holistic approach to aging.
Driving Sustainable Change
Supporting these initiatives is the McGregor Foundation, a philanthropic powerhouse dedicated to investing in ideas and organizations that improve the lives of older adults across Northeast Ohio. By awarding strategic grants, the Foundation champions innovation in aging services, promotes equity in care and fosters collaborative solutions that address social determinants of health.
McGregor’s influence is not confined to direct care alone — it also empowers the workforce that serves older adults. Through an intentional focus on culture and values, McGregor nurtures an inclusive, compassionate workplace where every team member feels valued and has the opportunity to grow.
Its workforce development initiatives are robust and forward-thinking. Programs like Earn & Learn provide on-the-job training that allows individuals to gain credentials while earning a living wage. Elevate supports career mobility by helping employees develop leadership, clinical and technical skills. The Leadership Academy cultivates the next generation of health care and nonprofit leaders through mentoring, experiential learning and real-world problem solving.
An Uplifting Vision for Aging
McGregor’s impact is a testament to its unwavering commitment to older adults, their families and the broader community. Through its integrated services, deep-rooted values and targeted investments in people and programs, McGregor is creating a model of aging that is compassionate, sustainable and empowering.
As Northeast Ohio faces the challenges and opportunities of an aging population, McGregor continues to be a beacon of hope, resilience and transformation — ensuring that everyone can age well, live well and leave a legacy of dignity and purpose.
The grand opening of McGregor PACE at Ohio Living Rockynol in April 2025
REACHING THE RIGHT AUDIENCE
Ideastream’s NewsDepth has provided news stories geared to students for 56 years. By Jill Sell
Now in its 56th season, NewsDepth was “born out of a little seed of an idea,” according to Ideastream Public Media’s Director of Education Michael Edelman. It is one of the longest-running television shows still on the air in Northeast Ohio.
The weekly interactive digital series offers local to global news stories geared toward fourth- through sixthgrade students, although it also has many adult fans. Students are encouraged to submit feedback and participate in real-world activities.
Coordinated teacher and parent guides complement the 30-minute shows that offer current events and hard and soft news. The series never talks down to kids, and it tackles topics that include tariffs and taxes, as well as the future of the penny, and therapeutic horseback riding. The fast pace, clever graphics and likable on-air personalities keep students’ attention.
“NewsDepth started as a news program for Cleveland schools that we were producing in the production studios at the old Max S. Hayes High School,” says Edelman. “But through grassroots efforts and accidental marketing, teachers told each other about it, and it really took off.”
The show is broadcast at 1 p.m. on the Ohio Channel (WVIZ TV-25 in Cleveland) on Fridays, basically during the school year. But many teachers are also now using it as a “digitally based web product that allows a state-wide reach” and more time flexibility, according to Edelman. Just how much did that little seed grow? Last school year’s 31 episodes generated: 73,227 web users; 645,279 page visits; 212,612 total views on YouTube; 55,468 NewsDepth Poll responses; and 19,771 NewsDepth Inbox Messages from students.
“We try to get students engaged in writing and web page navigation,” explains Edelman, noting that content complements Ohio Learning Standards and the requirement of student computer use for testing. “A lot of people say kids are on their phones all the time now anyway. But phones are different from webpages. We want them comfortable with computers.”
With input from teacher and student advisors, as well as journalists and news analysts, NewsDepth chooses its content with a cross-curriculum in mind. Two- to 4-minute Special Segments also include: Know Ohio — Ohio History and Fun State Facts; Spot on Science — Science and Health; Politics on Point — Civics; Sketchbook — Arts and Culture; Petting Zoo — Animal News and more.
What do students want to know about most? During highly talked about election years, they are interested in related stories. But like some adults, students find their attention about government waning after the election, according to Edelman, who joined Ideastream Public Media in 2012 and was named education director in 2018. Edelman says he would like to see NewsDepth create programming that welcomes local
government officials to share their experiences and civics knowledge with students. Stories that emphasize localization and/or a student’s own community are always hits with youngsters.
The environment (from a backyard to Antarctica) is a popular topic all year round. On occasion, Edelman is concerned that natural disaster stories take center stage too often on NewsDepth. But teachers have reassured him of the topic’s importance as it relates to the students’ wishes to be part of protecting our world. Also, news stories are screened for possible sensitive issues.
Schools may also arrange student tours of Idea Center, where NewsDepth is produced and/or arrange in-person and virtual visits from NewsDepth staff.
And in case anyone is wondering, NewsCat, the popular feline whose job it was to act as a NewsDepth host, really did happily retire in 2023. Its nine lives are very much intact, despite some concerning rumors. NewsCat is now basking in the sunlight at its owner’s home. The Petting Zoo reporter cat has been replaced by NewsHound, an equally talented journalist adopted from the Cuyahoga County Animal Shelter by NewsDepth Producer Natalie Garcia.
Gabriel Kramer, Host of NewsDepth
MICHAEL EDELMAN
one open door can open doors across a community.
Our most important work happens outside the four walls of our bank. KeyBank gets involved, supporting people who make a difference and working with communityfocused organizations through investments, philanthropy, and volunteering. We believe that together we can keep our communities full of hope, compassion, and opportunity, one open door at a time.
KeyBank congratulates this year's Business Hall of Fame Inductees and Community Leader of the Year Award Recipients for making a difference.
SOLDIERING ON
Despite changes, Ohio nonprofits still face traditional concerns.
By Terry Troy
With many nonprofits nationwide casting an uneasy eye toward the future of government funding, many philanthropic organizations still have some very traditional concerns.
Rachel Smathers, a partner with Citrin Cooperman, a national accounting, tax, and advisory firm, has been working with nonprofits for almost two and a half decades.
RACHEL SMATHERS
“Government funding is definitely still the primary concern of many of our nonprofit clients,” says Smathers. “But funding comes from a wide variety of sources, whether it be general, corporate or individuals.”
“The challenge we will face in the future is the same challenge we always
have as a nonprofit that operates under the grants and contracts we receive: ensuring that we have funding so we can continue to support the Ohio parents, families, children and professionals that we serve,” says Lisa Hickman, executive director of the Ohio Coalition for the Education of Children with Disabilities (OCECD).
“We always keep a close eye on our budget, which helps maintain fiscal integrity and allows us to pivot if we need to,” adds Hickman. “We always keep an eye on posted grants and contracts so we can apply if they align with our mission, vision, values and work.”
Nonprofit leaders warn that recent legislative changes could ultimately harm millions of Americans by weakening the nonprofit sector’s ability to meet
“Partnerships also are a way to collaborate with others in our space, and a way to bring even more support to parents and families when possible. Working together strengthens efforts and can ensure broader support for parents and families. For us, collaboration is just good practice.”
— LISA HICKMAN
rising needs — needs that are increasingly going unmet by both the government and the private market.
“There is a fear that the millions of people in America who rely on their local nonprofit organizations for essential services may no longer get the help that they need,” says Diane Yentel, president and CEO of the National Council of Nonprofits, which represents more than 30,000 organizations nationwide.
“It may be more difficult now for nonprofits to meet the critical needs of their communities, whether in small towns or big cities, in every congressional district and state. Nonprofits show up in times of crisis, providing disaster relief, crisis support and safety from danger, and they meet everyday needs from providing childcare and eldercare, job training, or essential food and shelter,” says Yentel.
However, the caveats expressed by Yentel have not yet become a true concern for many Ohio-based nonprofits, who seem to be more concerned with just day-to-day operations at this point. Ohio’s nonprofits are addressing their concerns through traditional approaches. Most of the respondents to the informal survey said they have strategic plans already in place.
“Many of our nonprofits are finding out that if you don’t have a strategic plan, it is really hard to survive,” says Smathers. “And again, a lot of that has to do with funding. Many of our clients are seeking partnerships with similar organizations which may not do exactly what they do but still play an integral role in their mission.”
“In collaboration with the board, we are developing a contingency plan, which helps a nonprofit know which
steps to take and when to take them,” says Hickman. “Hopefully we will never have to draw on this plan, but it is good to have one in place.
“We have always partnered with other nonprofits when opportunities arise, to create a strong safety net of support for those we serve and allowing us to pool efforts,” Hickman adds. “Partnerships also are a way to collaborate with others in our space, and a way to bring even more support to parents and families when possible. Working together strengthens efforts and can ensure broader support for parents and families. For us, collaboration is just good practice.”
Nonprofit respondents were split between whether they would see an increase or a decrease in the demand for services this year. They were in almost total agreement, however, that the current administration will have an “extreme to moderate impact” on their operations in the coming year. They were also big proponents for having strategies in place to respond to potential dramatic losses in funding.
“Our organization’s leadership and our board pay a lot of attention to our program efficiency ratio, current ratio, quick ratio and daily cash on hand ratio that is part of our auditing report
each year (thank you to our auditors!),” says Hickman. “This helps us keep the big picture in mind so we can continue our work in general and should something happen. Helping with this is that we have, historically, had a very savvy strategy (thanks to previous directors) of investing nonrestricted funds whenever possible, in times when we can. This has helped us in the long run.”
Citrin Cooperman is one of the nation’s largest and fastest-growing professional services firms. Since 1979 its mission has been to help middle-market companies, not-for-profit organizations and high-net-worth individuals find success through proactive guidance, specialized services and passion for excellence.
The firm’s dedicated Not-for-Profit Industry Practice forms collaborative relationships with its clients that go well beyond the compliance needs of a given organization. Its team of professionals have specialized technical skill sets to address nonprofit needs in accounting and regulatory requirements.
A partner in Citrin Cooperman’s Audit and Attest Practice based out of the company’s Westerville, Ohio, office, Rachel Smathers draws on her years of experience serving not-for-profit clients. She focuses her practice on accounting and auditing matters and specializes in financial reporting.
“Citrin Cooperman” is the brand name under which Citrin Cooperman Advisors LLC and Citrin Cooperman & Company, LLP, independently owned entities, provide professional services in an alternative practice structure in accordance with applicable professional standards.
FIGHTING THE GOOD FIGHT
Colleen Cotter celebrates 20 years with The Legal Aid Society of Cleveland. By Terry Troy
If ever there were an example of a perfect fit for an executive leadership position, Colleen Cotter is it. As executive director of The Legal Aid Society of Cleveland, Cotter is the embodiment of everything this venerable 120-yearold organization stands for, leading an organization that provides a voice and representation for low-income and disadvantaged residents.
Technically, the mission of The Legal Aid Society is “to secure justice, equity and access to opportunity for and with people who have low incomes through passionate legal representation and advocacy for systemic change.”
“That’s our official mission,” says Cotter, “but I would simply say that we are
lawyers for people with low incomes, and we make sure the system works for them.
“I was re-reading our articles of incorporation from 1905, and it says essentially that we were created as a nonprofit law firm to represent people who don’t have enough money to hire a lawyer. That’s the same thing Cleveland Legal Aid has been doing for the last 120 years.”
Before she ever attended law school, Cotter wanted to help people in need.
“I grew up as a first-generation college graduate, so in many ways I didn’t know what it meant to be a lawyer,” Cotter says. “But I knew that I wanted to be a part of a solution for our larger community — that I wanted to work with communities of lower income people to help
them find their voice and be their advocate in our justice system.”
Cotter recalls an anecdote about one of her first cases that happened just before Thanksgiving.
“My client was a woman with three kids who was struggling just to get food for her family,” Cotter recalls. “Even though she was totally eligible, she had been denied food stamps. Having a lawyer at her side to make her argument and present evidence made the system work.
“After we won, she hugged me and cried. She was crying because she
Colleen Cotter addresses Legal Aid supporters during the November 2024 Annual Meeting.
wanted to buy fresh fruit for her family. She was going to get a turkey, but instead of canned beans, she was now able to feed her children fresh fruit.”
After that, she was hooked.
“Leading this organization can be very humbling,” she says. “And in some cases I do feel like a caretaker. But I also know this organization will be here long after I am gone.”
Indeed, Cotter has led Cleveland Legal Aid through numerous transitions, including major partnership and strategic alliances with other nonprofits as well as our city’s three major medical organizations; UH, Cleveland Clinic and MetroHealth.
“Colleen has been a tower of strength at Legal Aid,” says Cleveland legal legend Dick Pogue, formerly of Jones Day, Reavis and Pogue. “She always has a worthwhile point of view delivered with that engaging smile and enthusiasm.”
“Colleen understands that great leadership is not a solo sport,” adds Jim Sandman, former president of Legal Services Corp. as well as a senior consultant to
the Future of the Profession Initiative at the University of Pennsylvania Carey Law School. “She has worked with a broad coalition of other nonprofit groups, with the business community, with government and with the clients she serves to build an integrated, holistic and collaborative approach to delivering critical legal services to low-income people.”
“Under Colleen Cotter’s visionary leadership, The Legal Aid Society of Cleveland has transformed into a powerhouse of advocacy and innovation,” says Quo Vadis Cobb, former president of The Cleveland Legal Aid Society’s board of directors.
“Colleen’s bold approach — marked by creativity, collaboration and compassion — has not only elevated Legal Aid’s
impact but also reshaped how civil justice is delivered across Northeast Ohio.”
“In addition to the development of key programs that extend Legal Aid’s ability to enhance access to justice for those who otherwise cannot afford what many of us take for granted, I strongly believe that Colleen’s leadership has grown Legal Aid in less tangible but equally important ways,” adds Harlin Adelman, chief legal officer of University Hospitals Health System and newly elected president of the board of directors at Cleveland Legal Aid.
Founded in 1905, The Legal Aid Society of Cleveland is the fifth-oldest legal aid organization in the United States. Today it serves residents of Ashtabula, Cuyahoga, Geauga, Lake and Lorain counties.
“Colleen’s bold approach — marked by creativity, collaboration and compassion — has not only elevated Legal Aid’s impact but also reshaped how civil justice is delivered across Northeast Ohio.”
— QUO VADIS COBB
Become a
The Zoo Society is proud to offer its corporate supporters exclusive access to Zoo experiences. Corporate Champions enjoy customized benefits that engage employees , entertain clients , and connect with community partners and stakeholders. This program provides critical support to ensure the continued success of the Cleveland Zoological Society and Cleveland Metroparks Zoo.
The Cleveland Zoological Society is proud to raise philanthropic funding for Cleveland Metroparks Zoo’s programs, operations, and projects.
FORTIFYING STUDENTS
As the return on investment for a costly four-year college degree seems to come into question a lot more lately, a spotlight is shining on places like Cuyahoga Community College (Tri-C). In fact, Tri-C provides its quality education at the lowest cost per credit hour in Ohio.
While the community college’s North Star is academics — offering hundreds of courses in practical career and technical programs — it also aims to support students from all walks of life and help them succeed. The Tri-C Foundation is the force behind the latter objective, and it is
uniquely focused on raising money to advance student success.
Megan O’Bryan, president of the Tri-C Foundation, says that philanthropic funds support programs that break down barriers and help students succeed.
“When people think of us, they think of scholarships — and do we fund a lot
Tri-C Foundation donors invest in student success. By Joanne Cahill
of those,” she explains. “About $6 million last year ... But our donors also help students in a lot of different ways.”
One of these innovative programs addresses food insecurity among students. A stunning 40% of Tri-C’s student population reports being food insecure at times throughout the year. To that end, the foundation has worked with several donors to establish food pantries on all four of their campuses. The Greater Cleveland Food Bank also is a partner in the program.
“These students juggle a lot to persist in their studies,” explains O’Bryan. “If hunger is one big barrier we can remove, we want to do that.
“The greater story is the resilience of these students who power through with their studies,” she continues. “Many are simultaneously working one or two jobs.”
Each pantry is designed to be welcoming, bright and well stocked. They are open to all students, and no proof of need is required — only a student ID must be presented.
“The Tri-C Food Pantry has been a lifesaver for me,” says one student enrolled in the School of Nursing and Health Professions at Metro Campus.
“As a single parent and full-time student working part-time, I often had to choose between paying bills and buying
“These students juggle a lot to persist in their studies. If hunger is one big barrier we can remove, we want to do that.”
— MEGAN O’BRYAN
groceries for my family. Having convenient access to healthy food on campus eased my stress and helped me stay focused on my classes.”
O’Bryan says the pantries are a lifeline where students can also connect with other social services.
“If a student is food insecure, there are probably other things they need help with,” explains O’Bryan. “They also are likely to experience anxiety and depression. They deal with a lot.
“If grit and persistence are qualities employers are looking for, our students surely have it,” she adds. “Many are first generation college students, and they are navigating this on their own — they are a pretty resilient bunch.”
Last year, the pantries had over 16,000 visits — a 28% increase from the previous year. O’Bryan anticipates this need will continue to go up, and they will continue to meet demand.
“We are still actively raising money for this response,” says O’Bryan.
FRIENDLY SKIES
Sky Quest private jets bring first-class value to Cleveland area business and leisure travelers. By
Joanne Cahill
As travelers trudge through crowded airports pulling luggage and waiting in line, many may dream of flying on a private jet. According to Corey Head, a local pilot and president of Cleveland-based private jet company Sky Quest, it is truly as convenient as one might imagine.
“Drive your car within 20 feet of the aircraft and walk right up to board the plane,” he explains. “A concierge is there to help with everything. Have an in-flight meeting with your marketing team prior to the presentation. Be home by dinner and back in the office the next morning.”
That’s a typical experience business travelers have every day flying Sky Quest, a growing aircraft management and jet charter service. Safely flying since 2001, the company has a local fleet of 24 privately managed jets that vary in size and model and typically seat seven to 14 passengers. If needed, they also can access larger planes through outside carriers.
“It’s the price of convenience,” he says. “For our corporate clients, it’s
worth it to not waste another day traveling — everyone can be back in the office the next day.”
Head explains some of the options Sky Quest offers for both businesses and individual flyers:
The Jet Club is an annual subscription program where members pay an annual access fee, and flights are billed as you go. On the other hand, the Jet Card enables clients to prepay for a set number of flight hours to lock in a price per hour — a price that never changes. Members
can use it for an unlimited period of time that never expires.
Finally, for a very select group, Sky Quest can work with a client to secure and buy an aircraft. The team will then manage, maintain and crew the airplane for the buyer. In addition, they will charter it when it is not in use by the owner, which helps offset costs.
While Sky Quest serves about 60% business travelers, Head says the company also works with private individuals and families with children and/or pets.
“If you are bringing a pet, it can sit at your feet during the whole flight,” he says. “Our team may even wash your car, fill your gas tank or even decorate the airplane for special occasions —
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anything you may need.”
It takes a lot to make all this happen, and Sky Quest has a team of 130 employees, including 17 mechanics, 70 pilots and 15 to 20 in-flight support staff.
For them, safety is the top priority.
“We fly with two captains,” he says. “We are a management company, so our planes are kept up top notch at all times. We need to be good stewards of the planes for the owners.”
In fact, Sky Quest has been recognized and awarded by the Federal Aviation Administration and the National Business Aviation Association for safe flying for consecutive years without incident.
“We have a flawless safety record, and we intend to keep it that way,” he adds.
“For our corporate clients, it’s worth it to not waste another day traveling — everyone can be back in the office the next day.”
— COREY HEAD
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FUELING CONSTRUCTION
ReStores power Habitat’s mission. By Terry Troy
To hear John Litten, CEO of Greater Cleveland Habitat for Humanity, tell it, rebuilding neighborhoods is a little like dentistry on a community-wide scale.
“With our 400 Home Initiative, we’re on pace with building and remodeling, but with our new Critical Home Repair program, we are well ahead of our goals,” says Litten. “We noticed a lot of ‘missing teeth’ homes in the neighborhoods we serve — houses that weren’t Habitat builds, but whose owners still deserved help. So, we began working with homeowners, often on fixed incomes, to make major repairs that allow them to stay safely in the homes they love.”
The 400 Home Initiative sets an ambitious goal: By 2027, Habitat will build 100 new homes, rehabilitate 50 more and complete critical repairs or enhancements on 250 additional homes across Cuyahoga and Lorain counties. That kind of impact doesn’t happen alone. Habitat makes it possible by inviting the community in — through house sponsorships, volunteer and donor groups, and its three discount home improvement stores.
“Our ReStores are a cornerstone of that support,” says Litten. “They generate critical income that helps fill the gap between what it costs to build and what we’re able to sell homes for at a fair, affordable price. And they keep millions of pounds of usable materials out of landfills each year.”
From One Store to Three: A Growing Success
The first ReStore opened its doors in Cleveland over 20 years ago, quickly proving the concept. Demand and community support led to an expansion in 2015 with a North Randall location, followed by Amherst in 2022. Each store reflects the success of the flagship location and the strong appetite across Greater Cleveland for a place to donate, shop and support Habitat’s mission.
“Our ReStores are important because they give people multiple ways to give back,” says Laura Potter-Sadowski, director of ReStores. “Donors can rehome possessions or give excess inventory, shoppers get incredible deals, and the revenue generated helps families build strength and stability through homeownership.”
A Mix of New and Gently Used
While many items are donated by individuals, a significant portion of ReStore inventory comes directly from corporate partners.
“Much of that is brand-new merchandise — especially furniture, which is one of our most valuable donations,” explains Potter-Sadowski. “Companies donate overstock or excess inventory so it doesn’t end up in a landfill. It’s a win for them, for the environment and for our mission.”
ReStores also purchase select items to complement their donated inventory. “If you’re looking for a couch, we might as well offer you a brand-new rug, too,” adds Litten.
Treasure Hunts and Creative Finds
For shoppers, part of the magic of the ReStore is the thrill of discovery. Walking through the aisles can feel like attending an estate sale or flea market, with unique treasures waiting to be found.
“You might stumble upon one-of-akind pieces, vintage fixtures or just the perfect item for your project,” says Potter-Sadowski. “Many of our customers love to flip furniture or get creative with DIY projects. The ReStore is a place where imagination meets opportunity.”
Whether you’re furnishing a first apartment, refreshing a room or preparing to host around the holidays, there’s always something unexpected to discover.
A Store That Builds Homes and Hope
Every purchase and every donation at the ReStore fuels affordable homeownership in Greater Cleveland.
“When you donate or shop at a ReStore, you’re not just keeping materials out of landfills or scoring a great deal,” says Litten. “You’re directly helping build homes and hope right here in our community.”
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MAKING WAVES
Baldwin Wallace engineering
students take top honors in a national energy competition.
By
Jill Sell
Engineering students at Baldwin Wallace University (BW) are making waves at the national level for their research in marine energy. This year, BW placed first among 23 schools in the 2025 Marine Energy Collegiate Competition. The 9-monthlong, multidisciplinary competition required students to design a device powered by marine energy using waves, tides or ocean or river currents, that addressed a need.
The winning BW project was a wave converter buoy designed for Lake Erie. (It was in the early stage of development and laboratory testing.) The area of opportunity for the team was to supply sustainable energy to the Port of Cleveland’s electrification and modernization projects and to contribute sustainable power along the lakefront.
“We have this great breakwall here with waves crashing up against it. Could we use this great infrastructure that goes along the coast of Cleveland to generate energy?” asked Jeff Dusek, PhD, BW associate professor of engineering and advisor to the eight undergraduate students who comprised BW’s Team Buzzwall.
“There has been a lot of work done nationally with marine energy, but most of it has been done on the East and West coasts. But the Great Lakes make up 20% of the world’s fresh water. There’s a lot of work to be done, thinking about the Great Lakes as a major source of power,” say Dr. Dusek, a native Clevelander, who grew up sailing on Lake Erie with his family.
This was the first year BW students were invited to participate in the 6th annual competition, managed by the National Renewable Energy Laboratory (NREL) and funded by the U.S. Department of Energy, Water Power Technologies Office.
“Really, the goal for me going into the competition was just to do really well against the other new teams,” admits Dr. Dusek. “When BW won the Rookie of the Year award, I was in tears. It was so gratifying. Then it was announced BW won First Place Overall. I was in shock.”
The national recognition has significant meaning. For BW, it confirms that its engineering program and students can swim with the big fish. That fame will help with recruiting and funding for special projects. This semester, Dr. Dusek also began offering a new marine
In November 2024, members of the Baldwin Wallace University Marine Energy Collegiate Competition (MECC) team traveled to Denver, Colorado, to participate in the MECC competition kickoff, tour the laboratories at the U.S. Bureau of Reclamation, and attend STEMapalooza,
energy engineering elective class, titled Marine Energy and the Blue Economy.
BW senior engineering students who were part of Buzzwall included: Grace Bowman, Alek Johnson, Will Laskey, Matthew McGee, Tommie McQueary, Caely Ressler, Joseph Straub and Mike Tusick. Additional faculty advisors included: Herman Sahni, PhD, associate professor of economics and finance; David Revta, lecturer in physics; and Martin Flores, technical specialist.
BW research is authentic and not “another college project,” according to Dr. Dusek, who came to the university from the Olin College of Engineering in Needham, Massachusetts. BW’s efforts have led to collaborations and cooperation among the university, Cleveland Water Alliance, Cuyahoga County Fresh Water Institute and other Blue Economy community and government organizations.
Also, this year, BW was selected for a $499,796 grant from the U.S. Department of Energy. The school was one of 17 universities selected nationwide to receive the research and development funding, earmarked for supporting innovations in marine renewable energy industries.
The Baldwin Wallace University Team Buzzwall that won Rookie of the Year and First Place Overall in the 2025 Marine Energy Collegiate Competition. Pictured (L to R) are: Tommie McQueary, Caely Ressler, Alek Johnson, Grace Bowman, Will Laskey, Joseph Straub, Matthew McGee, and Mike Tusick.
hosted by the National Renewable Energy Lab. Pictured (L to R) are Prof. Jeff Dusek, Grace Bowman, Joseph Straub, Mike Tusick and Tommie McQueary.
Progress starts with leaders like Tricia.
All of us at Progressive, more than 70,000 strong, are proud to celebrate Tricia Griffith’s induction into the Northeast Ohio Business Hall of Fame. From your first day as a claims rep to leading the company as CEO, your vision, drive, and heart have inspired us every step of the way.
COMMUNITY SUPPORT
The Northeast Ohio Regional Sewer District offers programs to assist with sewer utility bills. By Jill Sell
We’re not always nice to our sewer systems and the environment. We throw “disposable” or items labeled “flushable” down the toilet (think baby wipes) when they really aren’t. We use harsh chemicals to clean our
vehicles and watch as those chemicals are washed away to storms drains and ultimately to our rivers and lakes. We also let leaky pipes and dripping faucets add wasted water to our already high level of water use.
Pauletta Hubbard works at a Utility Assistance Resource Fair.
The Northeast Ohio Regional Sewer District (NEORSD) wants to aid its approximately 1 million customers in 63 communities in parts of Cuyahoga, Summit and Lorain counties whenever possible. One way is by offering significant cost savings programs to eligible consumers.
A good place to start is the Discount Calculator available on the district’s website (neorsd.org). The calculator will not collect names or detailed information unless allowed by the user. Customers answer simple questions to determine if they are eligible for reduced sewer or stormwater rates. The next step is to determine what help may be possible.
Pauletta Hubbard, a 36-year employee with NEORSD, is senior manager of customer relations. Hubbard and 13 additional staff members connect with customers in a number of ways.
For example, the next Utility Assistance Resource Fair, attended by NEORSD
and other Cleveland utilities, as well as community support groups, is Saturday, Nov. 15, 9 a.m. to 11 a.m. at Tri-C Eastern Campus. Registration is preferred, but limited walk-ins are welcome.
At the Fair (as well as through the online portal, web, phone and in-person at the NEORSD office), NEORSD customers can learn about cost-savings programs. Programs include:
Rate Reduction: Qualified customers can receive a 40% reduction on sewer rates. The income limit changes annually.
“This program is now open to renters as well as homeowners. There now are a lot of people who are renting who are responsible for their water and sewer bills,” explains Hubbard. “We raised the eligibility limit from 200% to 250% of the federal poverty level. It gives people with a higher income more of an opportunity to apply for the program.”
Hubbard says the program will not only help people with the lowest paying jobs, but also “some with moderate incomes in clerical positions and with children.”
Crisis Assistance Program: Homeowners experiencing high medical bills, a divorce, death of a spouse or loss of income may be eligible for up to a $300 one-time credit toward sewer and water charges.
Summer Sprinkling Program: Sewer charges from May 1 to Sept. 30 may be based on winter water consumption under this program for property owner/occupants. “This was the first district program we offered in-house, and it started in 1993 because people were watering their lawns, filling pools and getting much higher bills,” says Hubbard.
Stormwater Fee Credit: “This is a reduced stormwater management fee given for reducing stormwater runoff on your property,” explains Hubbard.
Homestead Rate Program: Homeowners who qualify are enrolled in the program for three years and do not have to reapply until after that time period. To qualify, owner/occupants must be 65 years old or older or under 65 and totally disabled. Income limit changes annually.
COMMUNITY
Plumbing Repair Program: This is earmarked for emergency service line replacements and other plumbing services. Hubbard says she has seen the program help owner/occupants with internal items such as installing utility tubs and fixing broken pipes. Income limits apply, and the program can be used once every two years (up to $5,000).
From January through July of this year, NEORSD assisted 714 customers in the Crisis Assistance Program, providing $234,484; 923 customers in the Rate Reduction program; 2,023 in the Summer Sprinkling Program; and 273 in the Homestead Rate Program.
“We try to give our people customer service to the best of our ability,” says Hubbard.
NEORSD, 3900 Euclid Ave., Customer Relations 216-881-8247; new office hours Monday – Friday 8 a.m. to 5 p.m.; and first Saturday of the month, 8 a.m. to 11 a.m. in person and 8 a.m. to noon by phone; neorsd.org
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JEFF EPSTEIN // BY
JADEN STAMBOLIA
Jeff Epstein takes over at the Port of Cleveland with an eye on growth, housing and partnerships.
Jeff Epstein has already had an impact on Cleveland, helping design Mayor Justin Bibb’s economic resurgence in action strategy as the city’s chief of integrated development. Before that, he got a degree in public policy from Duke University and attended law school at Georgetown University. In October, he transitioned to president and CEO of the Port of Cleveland, aiming to have a greater impact on major regional opportunities, including lakefront redevelopment, addressing the housing crisis and fostering job growth.
Community Leader: Your new role was previously held for many years by William Friedman, and more recently under interim leadership. What do you see as your biggest opportunities to put your own mark on the Port?
Jeff Epstein: It’s really about the opportunity to take an organization that has done a ton of good work and amplify it and have even more of an impact on some of the major opportunities for our region right now in terms of lakefront redevelopment, in terms of tackling the housing crisis, in terms of growing jobs. There are a lot of opportunities for the Port to play an even larger role in those areas.
CLDR: Leading Port of Cleveland blends business, civic leadership and public accountability. What is your leadership style?
JE: I’m a collaborative leader. I thrive in building and working in teams that collaborate to solve complex problems, both within the organization and across the civic and business ecosystem. And I think what’s really important right now is ensuring that we have alignment between the Port and the Metroparks and the city and the county and Team NEO and other important players on solving and dealing with the major challenges that are in front of Northeast Ohio, and working collaboratively to do that.
I thrive in building and working in teams that collaborate to solve complex problems.”
CLDR: W hat advantages does the Port offer that companies may not be fully leveraging?
JE: That’s a twofold question. First, the Port has many favorable financing opportunities for businesses that are looking to grow in Northeast Ohio. Using tax-exempt bonds or a casual bond is a means of financing. I also think the Port has an opportunity to help with logistics and transportation.
CLDR: What is the value of international partnerships, such as Ireland’s Shannon Foynes Port?
JE: There’s huge value in all the international partnerships that the Port brings and opening up the opportunity for more transactions through the Port, whether it is materials coming in to be made into finished products in Cleveland or finished products going out. We will certainly be continuing to look to add more opportunities for international growth and development. We’re at a point where we’re going to see a lot more reshoring of jobs. To the extent that the Port can be helpful in providing more opportunities for us to bring raw materials in and ship finished goods out, we’ll certainly be exploring that.
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Ford
Battle Motors
Land Moto
PAINT
Sherwin-Williams
PPG
Nippon/NPA Coatings
POWER ELECTRONICS
Eaton
GREEN STEEL AND ALLOYS
Cleveland Cliffs Materion
BATTERY TECHNOLOGIES
Avient Materion Synthomer Nordson Avery Dennison
Ultium Cells
Rockwell Automation
Aptiv
PUMPS, MOTORS, & FLUIDS
Parker Hannifin
Lubrizol
Swagelok
BRACKETS
Atlantic Tool & Die
AJ Rose
Die-Matic
BRAKING SYSTEMS
Bendix
TIRES
Goodyear
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CONGRATULATONS
TO THE 2025 NORTHEAST OHIO BUSINESS HALL OF FAME INDUCTEES AND COMMUNITY LEADER OF THE YEAR RECIPIENTS!
