LOYOLALIMITED LOYOLA UNIVERSITY CHICAGO UNDERGRADUATE STUDENT ENTERPRISES
FY15 ANNUAL REPORT
Report Design: Alexandra Ofori-Atta Content Creation: Loyola Limited Loyola Limited - 6330 N. Sheridan Rd. - Sherry Hall -Chicago - Ilinois - 60626 www.loyolalimited.com
“WE ARE STUDENTS F IRST, ENTREPRENEURS SECOND”
_MISSION, VISION, VALUES
_WE ARE LOYOLA LIMITED
_FY16 EXECUTIVE TEAM
_LETTER TO THE STAKEHOLDERS
_THE LL EXPERIENCE
10 _LETTER FROM HUMAN RESOURCES 11
_THE FLATS AT LOYOLA STATION
12 _FELICE’S ROMAN STYLE PIZZA 13 _CHAINLINKS BIKE RENTAL & REPAIR 14 _IRELAND’S PUB 15 _A LETTER FROM MARKETING 16 _FY15 KEY FINANCIAL FIGURES 17 _FY15 CONSOLIDATED STATEMENT 19 _FY15 TEAM 20 _OUR ALUMNI
To transform Loyola University Chicago undergraduate students into leaders by providing them with unparalleled experiential learning opportunities in entrepreneurship and small businessmanagement, where students are empowered to create, develop, manage, and lead business ventures that benefit the multiple communities they serve.
To become a student-run enterprise that fosters a truly entrepreneurial environment, that continually opens, sustains, and closes businesses - with the ultimate aim of transforming students into talented leaders.
VALUES OUR VALUES
We believe in providing the best student-run experience possible, while ensuring team member growth, satisfaction, and excellence. We value the satisfaction of our customers, the sustainability of our program, and our local community.
WE A R E L OYOL A LIMI T E D LOYOLA LIMITED IS LOYOLA UNIVERSITY CHICAGO’S
STUDENT-RUN AND MANAGED BUSINESS ENTERPRISE. STRICTLY UNDERGRADUATE, LOYOLA LIMITED IS CHARGED WITH CREATING UNIQUE EXPERIENTIAL LEARNING OPPORTUNITIES FOR STUDENTS AT LOYOLA. WE ACHIEVE THIS BY EMPOWERING STUDENTS TO START AND MANAGE THEIR OWN BUSINESSES ON CAMPUS. WITH THIS OPPORTUNITY, STUDENTS OBTAIN HANDS-ON BUSINESS EXPERIENCE, DEVELOP VITAL PROFESSIONAL SKILLS, AND LEARN TO BE CONFIDENT LEADERS - ALL OF WHICH PREPARE THEM FOR SUCCESS AFTER GRADUATION.
CHIEF MARKETING OFFICER
PRESIDENT, THE FLATS AT LOYOLA STATION
DIRECTOR, CUSTOMER RELATIONS
ASSOCIATE, CUSTOMER RELATIONS
IRPERSON, OLA LIMITED
COUNCIL OF ADVISORS
PRESIDENT, FELICE’S ROMAN STYLE PIZZA
DIRECTOR, HUMAN RESOURCES
FY16 EXECUTIVE TEAM
EMILIE BURTON DIRECTOR OF HUMAN RESOURCES
RYAN KELLEY PRESIDENT, FELICE’S ROMAN STYLE PIZZA
MAURICIO URREGO PRESIDENT, CHAINLINKS
ALEXANDRA OFORI-ATTA CHIEF MARKETING OFFICER
RACHEL KELSO PRESIDENT, THE FLATS AT LOYOLA STATION
ARANTXA VALVERDE PRESIDENT, IRELAND’S
On June 10th, the annual executive retreat was held to create a strategic plan for Loyola Limited and each of its businesses, to discuss corporate engagement initiatives and to brainstorm potential upcoming businesses. Loyola Limited’s primary goal is to become financially sustainable by the end of FY16. To achieve this, Felice’s and Ireland’s will be undertaking a rebranding process in which their respective menus will expand, their logos become more distinct, and their inter-business relationship consolidated to increase customer attraction and market. Both The Flats and Chainlinks will branch out and establish connections with local businesses and university departments in order to maximize their consumer base. Regarding corporate engagement, Loyola Limited plans to standardize company wide discounts, corporate and business retreats and community service. LL intends to explore the possibility of creating two new businesses this year; a marketing agency and a retail venture. The agency would employ students seeking internship credit. The agency would serve Loyola Limited’s businesses and external clients. The retail venture would employ local high school youth and serve the Loyola community. As a team, Loyola Limited looks forward to meeting the challenges facing the upcoming 2016 fiscal year and are confident that we will meet all the goals we have set.
75 + EMPLOYEES
25 + MAJORS ACROSS 5 SCHOOLS
FY16 EXECUTIVE RETREAT
HISTORY Seven students had the vision of starting a student-run business at Loyola University Chicago. After crafting a business plan, it was brought to an entrepreurship MBA class at Loyola’s Quinlan School of Business as a case study. The students received approval to pitch the plan to the University. The plan was approved, and students assumed responsibility for a $3.2 million asset and lauched the first student-run guest house in the country. On July 22nd, 2010, Loyola Limited’s first business venture, The Flats at Loyola Station, opened its doors to the public. Loyola Limited was created in tandem with The Flats at Loyola Station to serve as a holding company for future student-run businesses. Shortly after, another group of Loyola Limited students decided to help the bike club at Loyola transform into a sustainable business on campus. In August 2011, Loyola Limited opened Chainlinks, a nonprofit bike rental and repair shop. In late 2011, Loyola Limited received its second largest investement loan from Loyola University to begin the construction of a pizzeria. In February 2012, afer a year in the making, Felice’s Roman Style Pizza opened its doors as the first student-run pizzeria in the nation. Loyola Limited’s newest business, Ireland’s Pub, is named after George Ireland - the coach that led Loyola University Chicago’s men’s basketball team to the 1963 NCAA National Championship. Ireland’s Pub officially opened in November 2014. Located on the bottom floor of Loyola’s Damen Student Center, Ireland’s exclusively serves local craft beer along with elevated bar food.
A LETTER TO THE STAKEHOLDERS Loyola Limited was founded in 2010 to create unparalleled experiential learning opportunities for Loyola undergraduate students while providing exceptional customer experiences for members of the Loyola and Chicago communities. The Flats at Loyola Station, Loyola Limited’s first business, has generated over $1 million in revenue and continues to show growth each fiscal year. Felice’s Roman Style pizza, the only student-run pizzeria in the nation, is a pillar of student life for the Loyola undergraduate community and has served tens of thousands of people in the local community. Since Chainlinks opened, it has steadily increased in revenue as well as in the ways it serves the Rogers Park and Edgewater communities. The 2015 fiscal year was spent developing entirely new experiences for customers and students while strategically sustaining our existing businesses. We launched a brand new business– Ireland’s Pub– expanding Loyola Limited’s scope to include several previously untapped populations of Loyola students, alumni, and staff, while simultaneously commemorating the legendary coach of the 1963 men’s basketball team. This initiative was no small feat. It required a group of undergraduate students to secure a liquor license from the City of Chicago and construct a strong enough argument to justify the creation of a space within a university student union where students would be allowed and welcome to responsibly consume alcohol. After several months of planning, the business opened its doors in the fall semester to positive feedback from the student body and university administration. The business was quickly embraced by the Loyola Athletics department and Alumni Relations office, among others, while local press such as Thrillist were eager to publicize the unique student-run experience. In the spring semester, Loyola Limited hosted the second annual Student-Run Business Conference. Over 50 student entrepreneurs attended from around the country to network and learn. Sam Yagan, CEO of Match.com and founder of the social media service, Tinder, was featured as the keynote speaker at the conference. In the 2016 fiscal year, Loyola Limited will maintain a dedicated focus on long-term sustainability. Our first priority will be to achieve a positive cash flow. This will require growing our already profitable businesses while bringing our underperforming businesses as close to profitability as possible. We will continue to explore new low-overhead, revenue-driving services at the corporate level, potentially including a local-business focused marketing agency. We will expand Loyola Limited’s mission by seeking to better serve the communities we operate in. Among these initiatives is a possible new business that will employ local high school youth, introducing them to the professional world while satisfying a need within the local community. We also plan to provide more benefit to the student community by diversifying the structure of the labor force, providing internship opportunities to marketing and communications students. We will also invest in more valuable corporate development experiences for the Loyola Limited team at every level of the organization. This will include the introduction of a course that teaches essential leadership and professional skills. Finally, we will strive to assemble and maintain a strong alumni network, so that we can continue to engage our members after they graduate.
THE LOYOLA LIMITED 4 YEAR EXPERIENCE “IT’S MORE THAN JUST AN INTERNSHIP”
we are students.
02. ACTIVATE we learn by doing.
03. INNOVATE we are changing higher education.
to work on teams under student management.
as they take on more responsibility for the business and
These students are given less independent
begin to manage their own teams, projects, and budgets.
work and are encouraged to focus on how their role helps the entire organization succeed.
Students are encouraged to analyze their businesses,
First-year students at Loyola Limited are hired
Second-year students begin to learn transferable skills
apply theories and lessons taught in the classroom frequently, and work more independently.
organizational issues including: employee
show a true sense of ownership and accountability for
efficiency, morale, annual revenue targets,
the enterprise. They have the ability to think
annual expenses, the purpose of the
strategically, solve problems, and show justification for
organization, and broad company goals for
their actions and ideas. They work with the Loyola
Limited, Council of Advisors to help guide the enterprise,
Students assess broad business and corporate
The Loyola Limited experience culminates as students
and are emboldened with the responsibility of mentoring and setting the example for future LL employees.
A LETTER FROM HUMAN RESOURCES Committed to ongoing HR excellence and advancements, my objectives for this upcoming year include standardizing HR operations, establishing professional development functions for personnel growth, organizing the Student-Run Business Conference and increasing the number of Loyola Limitedâ€™s community and service opportunities. With over 70 employees in four businesses, Loyola Limited recognizes the importance of developing systemized practices for more efficient time management and effective performance. After revolutioning the tracking system with a single employment application. HR can follow employees from initial contact through the interview process and orientation to the check in one month after being hired. I intend to create another similar and standardized program that will tally the number and severity of incident reports. The evaluation structure has also been redefined with an entire Loyola Limited semesterly schedule as well as weekly formative and summative evaluation checks for the executive team. EMILIE BURTON DIRECTOR OF HUMAN RESOURCES
In order to promote companywide culture and provide unparalleled experiential learning to members of Loyola Limited, optional monthly leadership and business workshops will be available. Valuable sessions on topics such as resume building, interview practices and professional etiquette will be held from speakers of varied and different Loyola departments to ensure that each student who leaves Loyola Limited will be equipped with the necessary tools for post-graduation employment. To encourage a collaborative and holistic team, the businesses will unite for a Loyola Limited event twice a semester where new and existing employees will engage in team activities. Loyola Limited is excited to host the Student-Run Business Conference again this year. With plans already underway, we are truly honored to present this incredible opportunity for mentoring, networking, and development to other collegiate entrepreneurs across the USA. Currently in the process of developing partnershipswith Future Founders and 1871, LL looks forward to including them in the program for a more fulfilling and innovative experience. As architects of advancement, we hope this conference will probe the boundaries of current practices, deepen the dialog of business ventures, and empower leaders to stimulate action on their own campuses. Upholding the tradition of value-based leadership, HR will continue to offer numerous community and service involvement opportunities, including but not limited to: a monthly commitment to A Just Harvest, working with local schools, and participating in Hunger Week. We wish to ensure a service that promotes justice where learning and leadership join in an openhanded and generous manner. My vision for Loyola Limitedâ€™s HR is to have all employee operations standardized and tracked across the businesses by the end of the 2016 fiscal year, to nurture an environment which spearheads innovation, entrepreneurship and freedom of inquiry; and to ensure that each member of Loyola Limited has a strong foundational skill set for post graduate life.
THE FLATS AT LOYOLA STATION RACHEL KELSO PRESIDENT, THE FLATS AT LOYOLA STATION LETTER WRITTEN BY TROY DAVIS, BRAND MANAGER
In fiscal year ‘15 The Flats enjoyed another year of growing profits and positive net operating income. This past fiscal year, we increased our net operating income by $8,000 and our cash flow by $6,000. The Flats is often referred to as the base on which the rest of Loyola Limited is built. Every year, The Flats has been able to show consistent revenue growth, while still being open to changing certain practices to better the business bottom line. Through a history of strong leaders and a motivated team, The Flats has its internal system almost to a science. When a business gets into a rhythm, the question often becomes “What’s next?” This is the challenge our team took on at the beginning of the summer. Many of the systems implemented by the previous team optimized our operations. We didn’t see it necessary to fix something
that wasn’t broken. Instead, we started looking for ways to take an already successful business model and take it to the next level. To find this next phase, we would look towards our University and its Jesuit beliefs. Loyola University Chicago has a strong set of values they instill in all students. As Loyola students we are taught to be stewards of the environment, build a strong connection to our community, and to apply theories and lessons from the classroom to better the world around us. With this in mind, our team searched for ways to incorporate these values into our everyday business practices The Flats at Loyola Station strives to extend Loyola University Chicago’s mission to its guests by focusing on three pillars that we, as a team, believe in. They are: to create a strong community dynamic by partnering with local businesses and individuals; to promote sustainability and social justice by operating in a socially and ecologically responsible manner; and to offer real-world educational experiences to our team of undergraduates by successfully providing a friendly and hospitable experience to our guests, constantly driving revenue, and maintaining the day to day operations of the business. Through these pillarswe become a unique home in the Loyola community for our guests. In terms of community, our team has been reaching out to local business in order to partner with them in shared promotions that will benefit the guest. Promotions will be displayed both electronically via a monitor in the building, and physically in our new guest binders. One example of our new community relationships will be seen in the form of Metropolis Coffee being offered in the short term rental rooms. Regarding Sustainability, our teamcut has revamped our inventory items and business practices to make waste output by them more ecologically responsible. A few examples of new supplies to be implemented include Loyola University Chicago’s Biosoap, green-friendly cleaners, and toilet paper made from recycled materials. Finally, Experience. The Flats continues to strive for an unparalleled learning experience for our undergraduate employees, while offering a hospitable and welcoming environment to our guests. With these three pillars serving as our new foundation, The Flats will look to become the first choice for past, present, and future guests and serve as their home in the Loyola community.
occupancy rates up
positive cash flow of
won 2015 Trip Advisor Award
FELICE’S ROMAN STYLE PIZZA By the end of the 2014 fiscal year, Felice’s struggled to sustain a consistent brand image or establish a uniform theme across its operations and marketing. Revenue had dropped significantly as a result of the introduction of compulsory unlimited-access meal plans for Loyola students. The menu had undergone several changes in an attempt to combat declining sales and lackluster customer interest. Cost margins were far above the industry average as a result of significant kitchen waste.
RYAN KELLEY PRESIDENT, FELICE’S ROMAN STYLE PIZZA
As the 2015 fiscal year began, we established a primary goal of stabilization. The administrative team started by addressing the high cost of Felice’s operations. We redeveloped the menu from the ground up. With a more meaningful approach to inventory simplicity and sales mix analysis, we were able to construct a menu that drastically simplified the procurement process, increased our average product margins, and ultimately led to an increase in per-check revenue by as much as 20 percent.
A simpler and leaner menu also led to a more streamlined kitchen operation– with fewer ingredients and food prep items, product consistency improved significantly and raw material waste was virtually eradicated. Continuing with efforts to increase our bottom line, the team then shifted its focus toward operational efficiency, beginning with building an exceptional workforce and implementing a comprehensive orientation and training program. Every employee completed ServSafe Food Handler certification and was trained and evaluated on ServSafe protocols, which reduced waste caused by improper food handling and allowed us to maintain a safer and more effective kitchen. Standard operating procedures were established and fully implemented for recurring shift-by-shift, cleaning, and maintenance tasks, and job descriptions and recipes were updated to more accurately guide the day-to-day operations of the restaurant. In order to complement its efforts toward cost stabilization, the team pursued opportunities to significantly increase revenues. We aggressively marketed to the incoming freshman class at the beginning of the 2014-2015 school year, which resulted in strong first quarter revenue. An exceptional late-night business throughout the Fall semester, due to a marketing campaign promoting Felice’s unique late-night culture, resulted in strong second-quarter revenues. In the third quarter, Felice’s introduced delivery, which increased awareness of the Felice’s brand throughout the Rogers Park and Edgewater neighborhoods while creating an entirely new revenue stream for the business. In the fourth quarter, aggressive marketing initiatives were introduced to boost sales during the summer, which doubled revenues during many previously slow periods. The result of these efforts at the end of the 2015 fiscal year: increased revenues, coupled with a $30,000 year-over-year improvement to the bottom line, and the strongest annual cash flow performance for the business since its establishment in 2012. As we begin Felice’s fourth year, the primary goal becomes fiscal sustainability. Reaching profitability has become a critical priority for the business as Loyola Limited’s breakeven point now depends on Felice’s ability to approach breakeven cash flow. Toward that end, the 2016 fiscal year will see a strong initiative toward overhauling the Felice’s brand to appeal to a broader customer base and more accurately reflect the Felice’s mission, vision, and values. This will include expanding the menu offerings to provide customers with a broader variety of fresh, handcrafted Italian food options that are carefully made-to-order. Additionally, the team hopes to bring delivery in-house in order to allow for increased delivery capacity, a better customer service experience for our delivery customers, and even more work opportunities for Loyola undergraduate students. It is our hope that through these efforts, and maintaining the same operational and financial controls implemented in the 2015 fiscal year, we will be able to significantly improve Felice’s financial position. As we embark on this next chapter in the Felice’s story, we remain committed to the same values upon which Loyola Limited and Felice’s were founded: to provide an exceptional experience for our customers, while giving Loyola students access to unparalleled transformational learning experiences. Felice’s brings together fresh, scratch-made food, passionate students, and the Loyola and Chicago communities in a way that is truly unique and has directly benefitted thousands of people.
2,210 cheese balls
7,500 lbs of mozzarella
CHAINLINKS BIKE RENTAL & REPAIR Over the past year, Chainlinks has established itself as an integral part of the Loyola and Rogers Park and Edgewater community. We have held the attention of many by being the only true bike rental shop in the Evanston, Rogers Park, and Edgewater neighborhoods. Even after the addition of Divvy, Chainlinks continues to be the most affordable and effective bike rental service. No other bike shop puts as much care and attention into making sure a job is done right. In order to help uphold our quality guarantee, we have standardized the way we take in new maintenance bikes and the way we test them before their return. Our rentals also now come with the option of adding insurance. At the end of the day, we do all of this, and more, MARUICIO URREGO with the intention of giving back to the community. That’s why we held a PRESIDENT, class on bike safety for the Girl Scouts of Greater Chicago. CHAINLINKS We strengthened our community partnerships by increasing our presence at neighborhood events. We provided bike maintenance at the following events this summer: Go Edgewater Bike Parade, Bike to Work Week pit stop, Loyola’s Farmers Market, the Edgewater Farmers Market, Summer on the Plaza, and the Thorndale Fix-it station. I started working at Chainlinks in the spring of 2014. Back then, I knew next to nothing about bicycles but I could still feel the warmth and acceptance of the cycling community. Fast forward a year and I am now the president of this wonderful organization. I have learned a lot in the past year and with this knowledge I hope to prepare Chainlinks for the future. Chainlinks is on the verge of becoming something huge. Rebranding our store-front, logo, and interior walls has not only improved the overall customer experience but it has created a name for ourselves. Having this name and a secure sense of identity in the marketplace is what will help propel us even further. Chainlinks has partnered with two other Loyola Limited businesses in order to extend services offered. We now offer bike rentals that are hand delivered to guests staying at The Flats. We also provide drink and snack options to customers using connections from Felice’s. We hope to continue adding new partnerships along the road. A return policy has been implemented to mitigate the cost of special orders. Special orders must now be paid in advance and 10 percent of the cost will be kept in the case of returns. Hourly rentals have been added to our repertoire in order to stay competitive with Divvy. One of the main issues I’ve noticed since I started working at Chainlinks is the lack of a quick and efficient sales tracking system. Since then I have made major strides in an attempt to fix this problem. I am delighted to say that starting in fiscal year 16, we will have a new tracking system capable of inventory management and barcode readability. We will also start scanning contracts into DocFinity, an online document management tool. These changes will increase productivity and make processes easier while leaving much less room for error. The success that Chainlinks has seen can only be attributed to the remarkable and talented bike mechanics we’ve had over the years. Their attention to detail and quick adaptability are what make our student-run bike shop possible. Moving forward, I hope to continue leading the fast-paced advancement of Chainlinks in the bicycle rental and repair marketplace.
475 630 bikes serviced
average length of rentals
IRELAND’S PUB Ireland’s Pub is named after George Ireland, who led Loyola to victory in the NCAA championship game in 1963 and coached in the “Game of Change” against Mississippi State. Ireland’s was created to be a center for school spirit, community, and fellowship on campus. Ireland’s first semester of operations was met with many lessons regarding operations and marketing for the business. We learned that in Fiscal Year 16 we have to focus ARANTXA VALVERDE on marketing development and promotional pushes to make PRESIDENT, IRELAND’S PUB our name and location known. Game days and special events carried our operations in fiscal year ‘15 and we hope to expand our day-to-day business moving forward by adding quality menu items and more intentional weeknight programming in the space. We continue to pursue our goal to be a destination for all Ramblers, across classes and for our neighbors in the community. Ireland’s has a uniquely high turnover rate since we only employ students who are 21 years or older to work behind the bar. This year I will train a whole new staff of 13 students to make sure we meet the expectations of running the business successfully and responsibly. We have developed a new menu that is of higher quality and represents our motto, “underground pub, elevated grub.” Our food options have been streamlined and cost efficient by taking advantage of ingredient overlap to reduce inventory waste. We have standardized our event packages for this year and are marketing to university staff, departments, and student organizations to utilize the space. These packages will include Felice’s as the preferred caterer. This will allow us to expand our catering options to groups who will enjoy a central contact for all of their food and drink concerns for their events. Our aggressive marketing plan will position us as an on-campus destination for the Loyola community to hang out, have a quality meal, and enjoy a drink responsibly. Our location in the student center is a great advantage to our business because it is at the heart of the Lake Shore Campus where Loyola students come to eat and study daily. Although we have limited space behind the bar, I view this as an advantage to keep our selections exclusive and unique. This year welcomes business and market growth as we seek to develop new ways in which we can incorporate everyone in the Loyola community.
20 events hosted
beers showcased on tap
500 + hot dogs sold
A LETTER FROM MARKETING I started working for Loyola Limited in September 2013. I was hired as an associate of operations at The Flats at Loyola Station. Shortly after I was hired for the position, I was asked to be the brand manager for the business as well. From there, I was given the opportunity to apply for the chief marketing officer position. This past April marked the beginning of my second year as chief marketing officer of Loyola Limited. During my first year in the position, I was focused on a complete aesthetic overhaul of Loyola Limited and all the businesses. ALEXANDRA OFORI-ATTA CHIEF MARKETING OFFICER
Last year, we completely re-designed the website for each business and switched them over to a web design platform named Squarespace.
In addition, we also updated the Chainlinks logo, installed a sign outside of the parking garage in which it is located, and painted a mural over the storefront to increase its visibility within the parking lot. At The Flats, we worked to streamline the brand image and align it more accurately with the luxury experience that we offer our guests. In our efforts to do this, we updated the logo, and made sure that all of our promotional materials followed specific brand and logo standards. This past year, Felice’s served as one of the biggest marketing challenges. Historically, Felice’s brand image has not reached its full potential due to a lack of unity between marketing and operations. This past year, the biggest marketing goal for Felice’s was to distance itself from the negative stigma that existed amongst the upperclassmen students of Loyola University Chicago. We achieved this by heavily targeting the freshman class. We offered pizza at each orientation session, tabled during the incoming freshman orientation fairs, and offered them Felice’s punch cards within their move-in packets. In efforts to keep freshman engaged once the school year began, we ran a campaign called “Find the Slice” that encouraged students to participate in a Felice’s themed scavenger hunt to learn facts about Felice’s pizza and to win free food. While Felice’s had its own unique challenges, Ireland’s was the biggest challenge of all. We had to build a brand image from the ground up and, admittedly, our intial efforts were not as successful as they could have been. During Ireland’s first few months of operation, there was a critical breakdown in communication between marketing and operations. We’ve spent the summer overhauling the menu and reassessing our marketing efforts. Through our menu expansion and focus on unique programming, we hope that we can make Ireland’s a go-to destination on Loyola’s Lake Shore Campus. This upcoming year, Marketing has three general goals: to increase Loyola Limited’s exposure on campus and in the Chicagoland area, to better track and increase ROI from marketing initiatives, and to effectively restructure the marketing department. In years past, Loyola Limited’s marketing department has seen many different structures. It is meant to consist of a brand manager for each business unit, a marketing assistant, and the chief marketing officer. This year, We would like to turn Loyola Limited’s marketing department into its own in-house marketing agency. We believe that this change in structure allows each position to specialize on the needs of each business in a more thorough manner. This year, I hope to implement sustainable infrastructure for my successor in hopes of further elevating not only the experience that one gets within the chief marketing officer position, but the marketing efforts of Loyola Limited and its business units as well.
KEY FINANCIAL FIGURES TOTAL REVENUE 300k 200k 100k 50k 25k 0k
FY15 CONSOLIDA OPERATING REVENUES
TOTAL OPERATING REVENUES
SALARY AND OPERATING EXPENSES SALARIES
RESULT OF OPERATIONS
BUSINESSES PAY A FEE TO LOYOLA LIMITED SEMI-ANNUALLY (4% OF REVENUE OR 90% NOI, WHICHEVER IS HIGHER). FEE
ATED STATEMENT FELICE’S
$144,048 $89,807 ($54,884)
ES ARE USED TO PAY FOR SERVICES PROVIDED BY LOYOLA LIMITED MANAGEMENT AND MARKETING TEAM.
FY15 TEAM EXECUTIVE TEAM HUDSON HOTALING
CHIEF EXECUTIVE OFFICER
KATRINA YAO ZING
CHIEF FINANCIAL OFFICER
CHIEF MARKETING OFFICER
DIRECTOR OF HUMAN RESOURCES
SAM JARVIS PRESIDENT
DIRECTOR OF CUSTOMER RELATIONS
EMMA HALL ASSOCIATE
DIRECTOR OF OPERATIONS
MAURICIO UREGGO ASSOCIATE
ASSOCIATE OF CUSTOMER RELATIONS
RACHEL BILLIE ASSOCIATE
ASSOCIATE OF CUSTOMER RELATIONS
RAFAEL GUTIERREZ ASSOCIATE
ASSOCIATE OF OPERATIONS
VP OF FINANCE
VP OF FINANCE
ASSOCIATE OF FINANCE
ASSOCIATE OF FINANCE
VP OF MARKETING
VP OF OPERATIONS
VP OF OPERATIONS
ARTISANS BECKY DAHLIN
OF LL ALUMNI ARE EMPLOYED IN CHICAGO AFTER GRADUATION
EMPLOYMENT OR ACCEPTANCE INTO GRADUATE SCHOOL
I don’t think I can quite pinpoint a favorite memory, so I’ll speak to why I think this program is such an important one for Loyola. I think the incredible thing about Loyola Limited is that it not only prepared me to be an advanced professional in my line of work compared to those who are my age, but during college the experience created an environment where I was with a number of like-minded, smart individuals that became life long friends because of the experience we shared. I am proud to talk about my time at LL to this day, and am thankful for the opportunities it has presented me early on in my career. It has jumpstarted my career where I easily have the responsibilities and compensation of someone who has been five years out of school, and I am only two years out. I am certain LL gave me the tools to be successful post graduation. I’ve been incredibly fortunate to have been shaped positively by such a program both professionally and socially. The most important thing to me, career aside, is the long-lasting friendships I have made during my time at LL.