Business Connection Fall 2015

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Contents Features

Independent workforce . . . . . . . . . . . . . . . . . . . . . 6 Freelancing by the numbers. . . . . . . . . . . . . . . . . 7 No more 9-to-5. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 Dyno One. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16 Bender/Brands . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22

16

On the cover

Gary Smock measures a trunnion housing for a water brake. | photo by Greg Jones

6

In every issue On the Move. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26 Mark McNulty column. . . . . . . . . . . . . . . . . . . . . . 28 Around the Water Cooler. . . . . . . . . . . . . . . . . . . 30 Business Leads . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33 Business Indicators. . . . . . . . . . . . . . . . . . . . . . . . . 37 Morton Marcus column . . . . . . . . . . . . . . . . . . . . 38

22

Comments should be sent to Doug Showalter, The Republic, 333 Second St., Columbus, IN 47201 or call 812-379-5625 or dshowalter@therepublic.com.

Advertising information: Call 812-379-5652. Š2015 by Home News Enterprises. All rights reserved. Reproduction of stories, photographs and advertisements without permission is prohibited. Stock images provided by Š iStock.

4 The Business Connection FALL 2015

FALL 2015 The Business Connection 5

independent

thinking A Freelancers are vital part of flexible workforce

By Barney Quick n Photos by April Knox

merican society is rethinking the nature of work. As both organizations and individuals think about what optimizes their situations in the near and long terms, they are increasingly inclined to collaborate on a project-by-project or service-as-needed basis. continued on page 8

Tammy Apple was a freelance graphic designer for 13 years, then worked full time for almost four years and is now freelancing full time.

6 The Business Connection FALL 2015

On their own

A body of data regarding the freelance economy is beginning to emerge.

A 2014 FlexJobs survey found the following breakdown for motivations for choosing freelancing:

74% Work-life balance

52% Family reasons

52% Health and exercise

47% Time savings and reduced commute stress

43% Cost savings

36% Gas prices

26% Travel

22% Local job market

21% Caretaking for a family member

54% of respondents said that the home, not the office, is the preferred place to “undertake important job-related assignments.” Only 19% wanted to go to the office during regular working hours.

Demographically, according to the FlexJobs survey, the freelance population breaks down thusly: 79% 30 to 50 years old 10% 60 to 69 years old 9% 20 to 29 years old

Educationally, the picture looks like this: 79% college degree (with 29% of this group having graduate degrees) 16% some college, but no degree 4% high school diploma or a GED In January 2013, Forbes, using the FlexJobs database, listed the top 10 fields for freelancers as marketing, business project management, Web development, writing, accounting, insurance inspection, teaching and tutoring, social media, graphic design and administrative assistance. For this article, FlexJobs CEO and founder Sara Sutton Fell said that, in mid-2015, “These have stayed relatively the same over time. Each month, they may shift in position within the top 10, but these 10 fields tend to remain at the top for freelance options.”

A July 2014 survey conducted by the independent research firm Edelman Berland for Freelancers Union and Elance o-Desk determined that 53 million Americans (34% of the workforce) was freelance and found the following spread for the various degrees of freelance status:

40% Independent contractors 27% Moonlighters 18% Diversified workers 10% Temporary workers 5% Freelance business owners FALL 2015 The Business Connection 7

“I definitely see the national trend of people taking control of their lifestyles and turning their passions into businesses showing up locally.� — Graphic designer Phil Manning

Myriad factors have gone into this, ranging from dampened prospects for traditional employment in the past several years to a growing sense that balance between earning a living and living a life deserves a high priority.

This trend plays itself out in several ways.

According to a July 2014 survey conducted by the independent research firm Edelman Berland for the Freelancers Union and Elance o-Desk, 53 million Americans (34 percent of the workforce) are engaged in some kind of income-producing activity that can be categorized as freelance.

8 The Business Connection FALL 2015

It includes independent contractors, who undertake projects for an organization much like an employee would; moonlighters, who take on freelance work in addition to an employment arrangement; diversified workers, who combine a number of income streams; temporary workers; and freelance business owners.

The needs of society in general as well as organizations focused on particular agendas that freelancers fill range from esoteric technical contributions to such universally soughtafter services as rides across town or food

delivery. As freelancers fill them, questions arise regarding how they are going to obtain the benefits that have traditionally been part of employment arrangements.

These benefits include health insurance, support in situations where legal questions might arise, handling of tax matters and retirement planning. A number of organizations have sprung up to address such questions.

Virginia-based MBO Partners Inc. allows independent contractors to conduct their affairs autonomously while availing themselves of the array of services typically provided by employers. These include insurance, worker’s compensation, cash collection and payroll administration.

Upwork, the result of merging two established online staffing platforms, Elance and o-Desk, focuses on connecting freelancers and organizations for project-by-project relationships. Client companies can interview and hire service providers through its platform.

NextSpace is in the business of providing physical environments in which freelancers and entrepreneurs can access a range of services from technology to coffee to social and networking opportunities. Currently most of its locations are in California, but it has established a presence in Chicago.

FlexJobs serves those seeking telecommuting, part-time, freelance or flextime work.

It maintains an extensive database of opportunities and bills its specialty as weeding out any leads that are not straightforward offers of service enlistment.

Freelancers Union exists to help freelance workers find appropriate solutions to their health care, retirement and wage security issues.

It was founded by Sara Horowitz, a labor lawyer and former union organizer.

Carolyn Goerner, clinical professor of management and entrepreneurship at Indiana University’s Kelley School of Business, sees society’s overall keenness for efficiency as a driving factor in the freelance trend. Rating systems for both consumers and providers of services provide much more real-time feedback than the traditional performance review.

The desire for efficiency even extends to “economic use of one’s belongings,” she says, hence the popularity of ride-sharing services such as Uber, or lodging-on-demand services such as Airbnb. “We’ve become more comfortable with the trading of goods, and as a result we’ve developed a trust mechanism. As we put increasing trust in the ratings systems, FALL 2015 The Business Connection 9

it’s all become more personal.”

Joust, a Columbus-based multimedia company that is itself the result of, as its website puts it, “two longtime friends, Jon Earley and Steve Riche … [leaving] their day jobs,” makes use of freelancers in addition to full-time staff.

Services provided by freelancers include search engine optimization, photography and video work, and logo design.

Graphic designer Phil Manning, who has supplied Joust with logo work, says, “I definitely see the national trend of people taking control of their lifestyles and turning their passions into businesses showing up locally. Most of my clientele comes from the Columbus area.”

He says that the most rewarding aspect of being a freelancer is that “my success is totally in my hands. I’m not just a resource or number in a file that an employer can just throw out. I make the call. I make the policies on how I run my business and choose the types of clients I want to work with.”

Graphic designer Tammy Apple is candid about the main challenge of the freelance life.

10 The Business Connection FALL 2015

“It’s the financial aspect. I may not know the earthly source of my next house payment, but I know the ultimate source of my provisions, so working like this definitely kicks up the faith factor.”

Ryan Grimes, president of My IT Indy, which has provided information technology services to some Columbus clients, says that in his field, project-by-project work “was the norm until recently,” but that now IT has become “too complicated to ‘set it and forget it’ for a client. There’s too much continual maintenance, monitoring and data protection to simply walk away from a client. Outsourcing IT, however, is becoming a very popular idea even with small businesses. It’s such a moving target right now that management of it is better left to the experts.”

The question of how to define independent contractor status has arisen around the country.

In June, the California Labor Commission ruled that an Uber driver was an employee of the company and ordered Uber to compensate her for labor expenses. While that ruling pertained only to that particular situation, if further cases

are similarly decided, it could force Uber to provide overtime pay and health insurance.

In a June 24 Forbes column, Jeff Wald, CEO of Work Market, yet another freelancesearch platform, argues that the California case “should be weighed against the actions taken by thousands of state and federal authorities which support the flourishing freelance economy.”

He does say that it points up the need for more effective “tools and technology to mitigate [companies’] compliance risk.”

Sara Sutton Fell, CEO and founder of FlexJobs and founder of Remote.co, says that it’s too early to say just which fields are going to be most prone to challenges to independent contractors’ autonomy. “There is no simple answer to this unfortunately, as each employment situation is dependent on many factors regarding the nature of the relationship between a company and a freelancer, as well as the scope of the role or project, training, management, et cetera,” she says. “Legal questions should be reviewed in most freelance situations, so it’s important that companies do their own research and are aware of the

”Outsourcing IT ... is becoming a very popular idea even with small businesses. It’s such a moving target right now that management of it is better left to the experts.”

— Ryan Grimes, president, My IT Indy

applicable hiring laws.”

Goerner says there will be increased focus on “working out the details to make sure a contractual relationship holds up as freelance status.” Conversely, “We’re having to rethink the definition of employer.”

Old business models don’t adapt to economic changes without some resistance.

Still, it seems clear that the trend toward people offering their skills on their own terms is no mere blip on our nation’s radar screen.

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Working 9-to-5 becoming less popular

By JOSEPH PISANI n AP Business Writer

Freelance Web designer Henry Brown cycles around his New York neighborhood. | AP Photo

f you want an income, or you’re an employer looking for help, it may be time to scrap the idea of the traditional 9-to-5 arrangement.

For workers, it’s become easier and less risky to go solo. Affordable health insurance plans, which kept many workers shackled to traditional jobs, are more accessible because of the Affordable Care Act. And companies are increasingly open to hiring freelancers and independent contractors. Many say independent 12 The Business Connection FALL 2015

workers bring fresh ideas without the longterm commitment.

An industry dedicated to serving the companies that offer freelance and contract work and the people who fill those openings is growing. Gigs can be found at a number of websites, such as Upwork.com and Freelancer. com, or through hiring services that connect professional freelancers and companies. And companies that provide shared rented office space, such as WeWork, lets freelancers mingle

with fellow contractors.

In 2013, 23 million people were selfemployed, according to the U.S. Census Bureau.

That’s up 1.2 percent from the year before and up about 24 percent from 2003. That number doesn’t count self-employed people who may also hire employees.

“This isn’t going away,” says Brooke Borgen, co-owner of Canopy Advisory Group, a hiring company for freelancers in Denver. She started the business five years ago with co-owner Griffen O’Shaughnessy. They observed that companies needed a way to access independent workers while friends and colleagues were telling them they wanted to find ways to balance their work and personal lives. “More and more people want to have ownership over their career,” Borgen says.

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Henry W. Brown ditched his fledgling advertising career 11 years ago, sick of spending 15 hours a day at work and having “no life.”

Now he works 30 hours a week, juggling about four projects a year and earns a salary in the six figures designing websites and apps. Brown has time for two-hour yoga sessions, midday bike rides around his New York City neighborhood and lunch dates with friends. He also has more time for passion projects: He spent a month at an elephant sanctuary in Thailand this year, and he started a Facebook page called TheDogmatic, posting photos of dogs in shelters to help get them adopted. He never plans to work for just one employer again.

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When Brown first went freelance, he emailed companies asking for work. Now, most comes from referrals. Sometimes he checks in with a hiring agency. “I’m not clamoring for work,” says Brown. “I can be picky and choosy with what I do.”

Depending on the industry, the work can be lucrative. At hiring company Business Talent Group, independent contractors can make between $1,500 and $2,500 a day, says CEO Jody Miller. Most have a master’s degree and at least 10 years’ working experience, she says. They can be hired by companies to help launch new products, research investments or other tasks.

Companies weren’t always so thrilled about hiring freelancers, says Allison Hemming, CEO of New York staffing company The Hired Guns. When she started the company 15 years ago, companies would say, “If they were that good, they would have a job,” she says. That’s changed. “The concept of freelancers as slackers is completely over.”

Spex, a company that makes software and apps used for home inspections, turned to

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Canopy Advisory Group to find a part-time publicist. CEO Brett Goldberg says he didn’t have to post a job description, sift through resumes or conduct interviews, saving him time and money.

At food company Cargill, Michael Balay hires independent contractors with specialized skills to manage projects, such as combining groups of workers inside the company. Balay, who is a vice president of strategy and business development, has increasingly turned to hiring agencies.

“It cuts the search and qualification time down,” says Balay. “It’s way easier now.”

Stephen Wunker left a consulting firm in 2009 to spend more time with his kids. Wunker and his partners started New Markets Advisors and are hired by companies to come up with business plans or create a growth strategy.

He still works 40 to 80 hours a week, but his schedule is more flexible. He can take days off whenever he wants and also spends about a month a year working from Ecuador.

“I have a dramatically better lifestyle,” he says.

Pros and cons of freelancing Thinking of making the leap to freelance or hiring an independent contractor?

Here are some pros and cons to keep in mind:

FOR INDEPENDENT CONTRACTORS/FREELANCERS

FOR COMPANIES Pros:

Pros:

n Independent contractors bring in fresh ideas without paying a full salary and benefits.

n More control over the work you do. n Flexible schedule. n The possibility of making more money.

Cons: n You’re responsible for finding the next job. n Need to figure out health insurance, retirement savings and taxes.

Must also keep track of payments from gigs. n Not having co-workers can get lonely.

n Contractors can focus on one problem or issue that needs to be solved. n Hiring companies can vet contractors, saving time and money.

Cons: n If a company likes an independent contractor, it may be hard to get them to stay or work full-time hours. n The contractor might not be a match, and it could take time and additional money to find a replacement.

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Up to speed Dyno One measures itself in terms of successful solutions for customers

By Barney Quick n photos by Greg Jones

16 The Business Connection FALL 2015

T

here may be no other 50,000-squarefoot plant in America providing complete solutions to so many needing the speed and torque of a motor or engine measured as Dyno One, a hive of innovation situated between Taylorsville and Edinburgh.

The variety of the dynamometers the company makes, remanufactures and repairs, and the packages that include dynamometers, mechanical bases and electronic controls are comprehensive indeed.

Some are fairly standard, but some are suited to a customer’s unique situation.

President Bill Willis and his wife, Sandra, bought the company in 2000, but he’d been doing business with it for years prior to the purchase. Willis, a farm boy with a business degree from Eastern Kentucky University, had worked at Scherer Industrial Group, an Indianapolis-based electrical-equipment firm, since 1974. That company definitely had a need for measurement of its products.

“At Scherer, we wound motors up to 13,000 volts,” he says. As he worked his way up through Scherer’s financial area, through managing various plants to vice president of operations, he got to know Dyno One founder Bob Hundley fairly well.

Hundley had established Dyno One, originally located on South Marr Road in Columbus, as a repair facility. Scherer was a customer.

“Bob would occasionally ask me to come to

Above: A view of one of three bays housing a portion of Dyno One’s machine shop and assembly departments in its 50,000-squarefoot facility in Edinburgh capable of handling units weighing up to 40,000 pounds.

Right: Two new Dyno One eddy current dynamometers in process of assembly before being shipped to Canada for testing large AC motors.

FALL 2015 The Business Connection 17

work for him,” says Willis. “Sometimes he’d just call and want me to look at something. He’d take me through the whole facility and tell me about projects he was doing for customers. One day, he told me he was going to retire and sell the business, and asked me to buy it. This went on awhile, and after the third time, I said, ‘Well, get me some financials, and I’ll take a look.’”

Willis took over in October 2000. He leased the three buildings on Marr Road while he built the plant at the corner of County Roads 250W and 900N. “Moving here really helped us with our efficiency,” Willis explains. “We’d begun to build new dynamometers, both TR [toothed-rotor] and SR [smooth-rotor], and it was good to have everything under one roof.”

Once Willis’ son, Josh, earned his electrical engineering degree from Rose-Hulman Institute

of Technology, he came on board and helped the company develop a low-inertia series. “We were the only people in the country building that type.”

The next step was to offer complete packages, including the mechanical accessories for dynamometers, as well as the electronic controls that increase and decrease torque and speed. “Josh and a guy in Wisconsin we knew from the industry put that together,” says Willis.

The departments at Dyno One include assembly/ disassembly, the machine shop, where castings are finished, safety, quality, production and engineering.

Sandra Willis takes care of the financial side.

“Basically, I handle most of the sales,” says Bill Willis. “Our market is primarily North America.

We probably see most customers once or twice a year. You have to keep in mind that there’s not a facility like ours on every block. There’s probably no other company that does everything we do. We’re

From left: Kent Jackson, Jerry Edwards, Mike Harris, Gary Smock, Chad Spears, David Vessely, Kevin Harris, Mark Crisp, Shawn Hardwick, Mark Mow, Sherri Thomas, Chris Loesch, Brandy Willis, Bill Willis, Sandy Willis, Cody Brandenbury, Josh Willis, Brad Taylor.

18 The Business Connection FALL 2015

Above: Josh Willis and Shawn Hardwick work on creating downloadable drawings and certifying a drive hub using Dyno One’s Faro CMM articulating arm. The machine will measure up to 8 feet in diameter within a tolerance range of .0002 inch for small parts to .002 inch at 8 feet. Below: Mark Mow mills torque pads to OEM specifications on an eddy current dynamometer in a horizontal boring mill on a 360-degree rotating table with 5-axis digital readout. really only competing with about three or four other companies.”

Dyno One has contractual agreements with Cummins Inc. and John Deere and is on Caterpillar’s preferred-supplier list. Other customers include two Columbus-based firms in the business of specialized engine testing, Analytical Engineering Inc. and Cybermetrix.

Willis describes Dyno One’s quality system as “somewhat mirroring the ISO body of standards.”

Because the firm provides a support function to customers rather than components that go on their products, it is free to devise a quality function that suits it best.

One day in late spring, Willis was preparing to hop into one of the company’s trucks and make a delivery to Peoria, Illinois. “When you’re a small businessman, you take on all kinds of roles in your organization,” he explains. “Having me make a trip like this is a lot more cost-effective than hiring a driver.”

Willis readily cites government regulation as his biggest challenge. “There was a time when business’s relationship with government was a lot more positive,” he says. “Now I probably spend 25 percent of my time figuring out what regulations in areas like the environment, health care and safety are coming, and how we’re going to adapt and remain FALL 2015 The Business Connection 19

profitable. The free market would take care of these things if we’d let it.”

His greatest satisfaction is being able to assure a customer that his needs will be met without qualification. “Personnel at companies we do business with may move from one area to another, and I may be dealing with someone who doesn’t know anything about dynamometers. We’re here to provide solutions to anybody, including people in that position.”

He says that for all the arcane details of the dynamometer realm, it’s essentially a people business. He harbors immense gratitude for those who helped him throughout his career.

“It’s all the mentors I’ve had over the years that have allowed me to buy a business like this and be confident that I can see how the financial and operational sides support each other and manage that,” he avers.

He stresses that his faith in God is strong and in fact makes a point of stating that it is more important than the business. “We try to run this company on principles derived from that faith.”

20 The Business Connection FALL 2015

David Vessely makes final preparations for painting an eddy current dynamometer

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AUGUST

“Anyone who has ever tried anything meaningful knows that setbacks are a part of the game,” said John Wechsler, the founder of LaunchFishers, a launchpad for innovationdriven businesses. “We are aiming to change the failure culture in the area by talking about the role of failure in moving careers, companies and communities forward.”

Wechsler is so passionate about failure that he will help organize an event named “Fail Fest.” The goal is to destigmatize failure. Wechsler knows a thing or two about fostering innovation. He has launched several successful ventures and he has mentored and supported Launch Fishers members effectively that it will soon move into an expanded 50,000-square foot facility.

As a former business owner myself, I know that every business owner has experienced some type of failure.

The successful entrepreneurs are the ones who don’t let failures halt their momentum.

Failure is a recurring theme in our SPARK Columbus sessions when we hear from our city’s most successful entrepreneurs. Most of them stumble on the way to a winning business

model and most understand that those failures contributed to their ultimate success.

In the words of Indianapolis’s DeveloperTown partner Michael Cloran, “If you only swing at the perfect pitch you won’t score many runs.

We need to make it acceptable for people to take a shot at innovation realizing that they may fall short of their goals from time to time.” He says we shouldn’t bench our players that swing for the fence and occasionally miss.

Columbus needs its own version of Fail Fest to honor those who dare to swing for the fences whether they hit a home run or not.

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Nailed it!

Bender’s acquisition of Brands has opened new windows for growing relationships

22 The Business Connection FALL 2015

A

By Barney Quick n photos by Greg Jones

Bloomington-based lumber company has established a presence in Columbus by acquiring an existing firm in the same business. It is so keen to reassure that store’s customer base that there won’t be any abrupt changes to its way of operating that it calls the location Bender/Brands.

“Even though it wasn’t a merger, we wanted to make it as seamless as possible for our customers,” says manager Josh Chandler. “During the planning stage, I sat down with [Bender president] John Bender and [Brands president] Jess Brand and said, ‘You’re entrusting me to carry on a legacy and maintain a standard that a whole lot of people

have come to rely on. That’s what I see as my mission in this job.’”

The acquisition took place in April 2014.

Bender, founded in 1931, has seven other locations throughout southern Indiana. Brands had been in business since 1967.

The emphasis on seamlessness is helped by the autonomy that Bender’s headquarters gives each store. “I’d say that 95 percent of our decisions about what to offer are made on the store level,” says Chandler. “That’s the way you learn. Not every idea we have is a home run, but it’s huge to have that decision-making ability.”

Chandler, who has 13 years in the lumber FALL 2015 The Business Connection 23

business, the last 10 with Bender, previously managed the Seymour location. He says what’s distinctive about the Columbus market is that “it doesn’t slow down. Bender is heavy into residential new construction, and so is Columbus.”

He notes that “what was unique about this situation was that there wasn’t a whole lot of overlap between the Brands customer base and Bender’s. The Brands management had done a good job cultivating relationships. I wanted to learn about the Brands customers, and I wanted employees to learn about Bender customers.”

Bender/Brands has 24 employees, six from Seymour and the rest remaining from the Brands era.

Continuity, therefore, was easy to maintain.

“Obviously, you have to make minor tweaks, but we’ve made no major changes to the roles people had,” says Chandler.

The first year has been a success. “We had tempered expectations, and we outperformed that by leaps and bounds. Now we can set loftier goals.”

The staff for each function consists of two people handling door and window sales, one installer, three outside sales people, one person ordering products for outside sales, three retail people, four truck drivers and four yard people.

The yard is set up for optimal efficiency.

Bender/Brands has two forklifts and nine trucks, including a boom truck.

24 The Business Connection FALL 2015

Along with delivery, the staff prides itself on how wide its selection is. “The breadth of our product offering is something you don’t see every day,” says Chandler. “Our inventory of poplar boards, oak boards and cedar is second to none. We also have specialty plywood and engineered wood products, such as laminated veneer lumber or eye joists.”

Bender belongs to the Do It Best buying group, a nationwide member-owned distributor of building materials. Chandler says its twice-yearly trade shows are a good opportunity to stay abreast of new product trends and industry concepts.

While each store has considerable autonomy, he says that the support they each receive from the corporate level is valuable. “It gives us additional buying power and more leverage in the pricing game.”

He also finds the monthly managers’ meetings, usually held in Bloomington, beneficial. “It’s a great opportunity to share ideas. You can say, ‘Hey, we’re selling lots of this new product. You may want to try carrying it.’”

The staff is looking at ways to make more advantageous use of space at the store. Some office areas upstairs are being converted to display areas.

The main-floor showroom area is being modified for more retail space.

The team relies on suppliers to tell it what kinds of product mixes work in a store such as

Bender/Brands. Working with vendors, the staff is reconsidering the layout of the retail area, taking its cue from them regarding how to best display their particular merchandise.

“Our motto is, four feet at a time,” says Bender, referring to the size of individual panels of display board.

Suppliers of doors and windows generally call directly upon the salespeople specializing in that. “I don’t pretend to know everything,” says Chandler.

“What I do have are great people who can keep me abreast of developments in their product areas.”

Chandler says that people — both customers and employees — are his favorite part of his job. In 2013, after 12 years of part-time study, he earned a degree in psychology from Indiana University Southeast.

“When I finally finished my degree, John Bender asked me what I planned to do with it,” he recalls.

“I told him, ‘Be a better manager.’ There’s not a day that goes by that I don’t use the knowledge I gained from that degree in this industry.”

He feels at home in an environment characterized by interactions on a first-name basis. That is its strongest trait for staying competitive with the bigbox stores, in his estimation.

“I can’t walk through the facility without seeing someone to say hi to,” he says. “It’s a relationship business. People can go anywhere and buy sticks.”

Opposite page: Danny Clark stands in the window and door portion of the California Street store. Top: Store manager Josh Chandler in his office. Above: Tricia Brand works in the kitchen and bath showroom on the main floor.

FALL 2015 The Business Connection 25

on the move

Karina Willats has been appointed resource development director at Foundation for Youth.

Formerly a probate and trust lawyer in the U.K., she moved to Columbus with her family in 2003. She served as a CASA for several years and worked for the Children’s Bureau in Karina Willats Indianapolis before joining FFY with the Americorps program as a volunteer resource manager. For the past two years, she has supported the efforts of the resource development department while studying at the IU Lilly School of Philanthropy, for certification in both resource development and nonprofit executive management. She serves on the executive board of the ARC of Bartholomew County, is incoming president of Columbus Service League and is a member of CAMEO and the Community Volunteer Council.

Jackson County Bank was recently honored as a Five-Star Member of the Indiana Bankers Association. The award recognizes the bank’s commitment to the IBA in the areas of political awareness, issues advocacy, lifelong learning, volunteerism and Preferred Service Provider utilization.

Jerry Moore of Columbus was recently recognized by the Ricoh Corp. for achieving over 100 percent of his quota for the fiscal year that ended April 1.

A 1972 graduate of Columbus High School and a 1976 graduate of Indiana University, he first began selling business equipment in 1986 and joined Ricoh copier manufacturing company in November. He serves customers in a nine-county area, including Bartholomew, Brown, Decatur, Jackson and Jennings.

26 The Business Connection FALL 2015

Stephanie Flinn has been promoted to vice president of product development at Dicksons Inc., a manufacturer and wholesaler of Christian and inspirational gifts located at Freeman Field in Seymour. Flinn joined the company in 1998 as a customer service representative Stephanie Flinn and has since moved into sales as a key account customer service representative and then to key account executive. In 2009, she was named director of marketing.

Centra Credit Union opened a new branch location in Jeffersonville in May. Tabitha Nalley, a 14-year veteran of the financial industry in southern Indiana, is manager. Nalley is a graduate of Ottawa University, with a degree in human resources and management. She joined Centra in 2014 as the southern regional marketing coordinator and River Ridge Branch manager. She also has held management roles at the Centra branch in Sellersburg as well as Fifth Third Bank, Your Community Bank and MainSource Bank.

Blue & Co. independent accounting and advisory firm, with an office at 627 Washington St., has merged with Ossege Combs & Mann Ltd. of Cincinnati. The combined firm will operate as Blue & Co. LLC. The addition of 15 Cincinnati staff members will bring the total of Blue & Co. professionals to 340 in 10 offices across Ohio, Indiana, Kentucky and Texas.

Dr. Kathleen Smith has joined Columbus Adult Medicine, 2326 18th St., Suite 210, a member of Columbus Regional Health Physicians. A graduate of Indiana University School of Medicine and board

certified in family medicine, Smith is seeing new and established patients of Columbus Adult Medicine and will continue to see patients at Columbus Regional Health’s Wound Center where she has practiced for several years.

A Columbus business, garb2ART Cosmetics, was one of 10 small businesses in Indiana named a 2014 Economic Development and Growth Through Entrepreneurship (EDGE) Award recipient by the Indiana Small Business Development Center. Dawn Andrews is owner.

LHP Software has selected Columbus-based Data Cave as its new colocation provider. Data Cave will serve as the primary data center for much of LHP’s critical IT infrastructure.

Dionne Bales

Dionne Bales of Fishers has joined TLS.NET technology services company of Columbus as an account manager. She is a graduate of Ball State University, with a degree in journalism, and previously worked for Interactive Intelligence.

Andy Mann of Edward Jones financial services firm in Columbus recently won the firm’s Spirit of Caring Award in recognition of financial advisers who exemplify the values, culture and spirit of giving back to clients, community, other financial advisers, branch teams and their regional network. He was one of 214 people out of the firm’s more than 14,000 advisers to receive the award.

David S. Shymkus of Dunn & Associates Benefit Administrators has received the President’s Council LPRT Award from the Leading Producers Round Table of the National Association of Health Underwriters. The award is given to individuals who have demonstrated professional excellence in the sale of health and disability income insurance and sales management for more than 10 years.

Katelyn Phillips has joined Columbus Indiana Philharmonic as marketing director, a position most recently held by Chris Gordon who has joined an events management firm in Louisville, Kentucky.

Phillips, a native of Evansville and a graduate of Indiana University, with a degree in journalism, will be responsible for initiating and implementing marketing strategy and ensuring philharmonic offerings reach intended target markets. Most recently, she was marketing manager for Tucker

Publishing Group, a magazine publishing company, and also has experience in broadcast and digital writing and social media management.

VanArsdall Family Optometry is now affiliated with Ossip Optometry and Ophthalmology, a family-owned, communitybased group of nearly 50 eye care practices in Indiana and Illinois.

Dr. Nicholas Aumage, a Brown County native, has joined the practice. He is a 2014 graduate Dr. Nicholas Aumage of Indiana University School of Optometry and completed internship work at the Pensacola and Tallahassee Veterans Administration hospitals in Florida.

Erin Hoeflinger, president of Anthem Blue Cross and Blue Shield in Ohio, has been appointed to the board of directors of MainSource Financial Group and of MainSource Bank.

Gastroenterologist Dr. Patrick Barrett has joined the medical staff at Columbus Regional Health and the practice of Southeastern Indiana Gastroenterology. He is a graduate of Indiana University School of Medicine, completed a residency in internal medicine at the University of North Carolina, Chapel Hill, and was chief GI fellow at IU School of Medicine in gastroenterology.

Barney Wood, president of Wood Innovative Group and an Emmy winner as technical director of the Our Hospice Concert featuring Three Dog Night, won a second Emmy for set lighting for “Comcast Newsmakers.” Wood Innovative Group works for businesses and nonprofit organizations in Columbus, including creating local commercials that appear on Comcast. The company and Wood personally have earned 10 Emmy nominations.

Columbus Regional Health has been recognized for Overall Employee Engagement by HealthStream national workforce development, training and education management company.

The Excellence Through Insight Award honors health care organizations that excel in their ability to provide a voice for their employees and medical professionals and gain insight into the needs of their patients and community. To qualify for the award a hospital must have been an Employee Engagement client of HealthStream in 2014 scoring in the top 25th percentile or better.

— Staff Reports FALL 2015 The Business Connection 27

coach’s corner

Mark McNulty

Structuring for growth Growing a business takes hard work, self-discipline, a good team, good clients, leadership and a little bit of luck every now and then. Growing a business in a sustainable manner – by that I mean sustainable growth with profitability – also takes structure.

In every type of business, there comes a point where you, the owner/founder, simply can’t do it all any more, or can’t do it with your current team/organization. Structuring for growth means taking the time to sit down and really plan out what your business and team will look like three to five years (or longer) into the future, comparing that to what it looks like today, and developing the plan to bridge the gap.

Structuring your company for growth means a few other things: learning how to focus on the right things at the right time; understanding how growth is likely to impact your company; and identifying the leadership needs of your much larger organization.

In his book “Navigating the Growth Curve,” author James Fischer accurately describes the different areas of focus for businesses, prioritized depending on their current growth stage, calling them the “three gates of expansion.” These gates are profit/ revenue, people and process, and almost every challenge in a business is primarily the result of an issue in one of these three focus areas.

Fischer also defines seven stages of growth, based roughly on number of employees, and recommends a priority 28 The Business Connection FALL 2015

order of focus based on your stage of development.

In the earliest stages of growth, the biggest focus needs to be on profit/revenue, as you can’t grow (or survive) without the cash flow to pay for it all. You hire your initial employees and develop your processes on the fly while you deliver your products and services as quickly and profitably as you can. Once you get enough business in the door, you utilize the team you have and begin developing some processes in order to create repeatability. You continue to grow and increase sales (and maybe profits) while adding staff to your current structure.

At some point during your growth, you will begin to realize that your current organizational structure simply can’t handle any more growth. More things are falling through the cracks, and you often are the only one there to pick up the pieces, being stretched thinner and thinner.

Sometimes the signs are subtle, and sometimes they are not so subtle, but they are always there. When you see these signs, it is time to take a step back and rethink the structure of your business, from departments and product lines to leadership and management.

Now is the time to get away from the office with your senior staff and trusted advisers to look into the future and define the structures necessary to sustain your profitable growth for the next five years.

Here are a few key concepts to think about when creating your new business/ organizational structure: span of control;

leadership; management; and culture. Span of control is the concept that it can become very difficult to manage more than five to seven people effectively, depending on the type of work the team performs. Leadership becomes more important as you grow, as the bigger a company the easier it is for portions to drift from the common goals and vision.

Company leaders need to be cultivating the vision and developing other leaders within the organization to foster growth and development of people and products.

Management is a completely separate skill set that needs to be present to oversee the larger number of team members and the larger volume of production work being performed. Management skills range from supervision skills to performance management to statistical analysis, depending on your industry.

Last, but certainly not least, is your company culture. When a company is small, it is easy to maintain your culture and follow your core values, even if they are unspoken. You tend to hire people who share your values at the time, but as you grow it becomes more important to define your culture more clearly and to talk about it more frequently across the organization.

Now that you are a growing business, set aside the time to step back and consider how well you are or aren’t structured for the growth you anticipate in the next five years.

Identify your gaps now and put concrete plans in place to address them before they have a negative impact on your company and you personally.

Mark McNulty is a business coach with ActionCoach Business Coaching. He can be reached at 350-4903 or mark@coachmark.biz.

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FALL 2015 The Business Connection 29

Around the WATER COOLER Cummins’ revenue up over ’14

Cummins Inc. reported second-quarter revenue of $5 billion, an increase of 4 percent from the same quarter in 2014. The increase year-over-year was driven by stronger demand in on-highway markets and distributor acquisitions in North America.

Earnings before interest and taxes increased to $721 million for the second quarter or 14.4 percent of sales, up from $657 million or 13.6 percent of sales a year ago. Net income attributable to Cummins grew 6 percent in the second quarter to $471 million ($2.62 per diluted share), compared to $446 million ($2.43 per diluted share) in the second quarter of 2014.

Revenues in North America increased 12 percent, while international sales declined by 6 percent.

Within international markets, sales in Brazil fell the most due to the weak economy.

Cummins forecasts full year 2015 revenues to grow between 2 and 4 percent, and earnings before interest and taxes to be in the range of 13.5 to 14 percent of sales.

Faurecia plans major expansion

The world’s largest manufacturer of automobile emission-control systems plans to expand its North American headquarters in Columbus, adding 131 workers by the end of 2017. Faurecia Emission Control Technologies USA LLC said it plans to spend $61 million to equip a new 400,000-squarefoot manufacturing facility adjacent to the company’s existing research and development center in Columbus.

The planned $30 million building would be built on a 36-acre site purchased from the Columbus Board of Aviation for about $1 million. A developer 30 The Business Connection FALL 2015

will construct and own the building, which FECT will lease for $11.8 million, it said.

The company plans to produce a new line of emission-control systems for the automotive sector at the facility. Construction is expected to begin this year. FECT has 1,635 workers at manufacturing and R&D operations in Columbus. It plans to begin hiring for the new engineering and production positions in 2017.

Toyota introduces new forklift

Toyota Industrial Equipment recently launched a new three-wheel electric forklift featuring more than 30 improvements in performance, efficiency, stability and operator comfort.

Most of the Toyota forklifts sold in North America are made at the Toyota Industrial Equipment Manufacturing plant in Columbus.

The newest model includes 3,000- to 4,000pound capacity models with battery compartments ranging from 17.7 to 25.1 inches. Features include improved run times, increased travel and

lift speeds, wet disc brakes, a turn speed control system to increase the machine’s lateral stability and several ergonomic improvements to increase operator comfort and safety, including a smaller steering wheel.

Packaging manufacturing plant to close

EVANSVILLE — A packaging manufacturing operation in Evansville has announced plans to shut down the plant and move operations to North Carolina.

The Evansville Courier & Press reports officials with Essentra announced they will close their offices

by October, eliminating 150 jobs.

The company’s production of health care packaging will move to Charlotte, North Carolina.

In a news release, the company said its decision to shut down operations in Evansville “follows a comprehensive review of its site footprint in the Americas.”

The facility being closed was one of 24 packaging facilities sold in late 2014 by Clondalkin, which acquired the Evansville operation, formerly known as Keller Crescent, in 2007.

Fair Finance trustee settles with lender

INDIANAPOLIS — The bankruptcy trustee for an Ohio company formerly run by an Indianapolis businessman convicted of defrauding investors has reached a $35 million settlement with a New York firm, clearing the way for victims to recoup some of their $205 million in losses.

The Indianapolis Business Journal reported that trustee Brian Bash had accused Fortress Credit Corp. of turning a blind eye to a Ponzi scheme that Tim Durham was convicted of running because it was making money and held first liens on the only company assets with real value.

The $35 million settlement requires bankruptcy court approval. It is the largest settlement Bash has secured since filing dozens of lawsuits aimed at shrinking the losses of the 5,200 Ohio investors who lost money through Fair Finance Co.

Purdue to build equine center

Purdue University plans to build an $8.8 million equine center in Shelbyville to serve as a laboratory to support the College of Veterinary Medicine’s student research. The university announced the project as part of a broader 10-year capital

plan that includes additional building projects and improvements.

Purdue’s Research Foundation will be charged with the design and construction of the facility, which will be known as the Centaur Regional Equine Diagnostic and Surgical Center.

The center will be built near Indiana Downs on land purchased by the foundation with $2.3 million in support from Shelby County and the city of Shelbyville. Centaur Gaming, which owns and operates Indiana Grand Racing & Casino, has pledged $3.1 million to name the facility.

The center will offer state-of-the-art health care services and emergency treatment for horses, according to the university. It will feature advanced diagnostic imaging, shockwave therapy, endoscopy and specialized equine surgery.

Stanley Black & Decker to expand

Stanley Black & Decker Inc. plans to expand its Greenfield operations, creating up to 136 jobs by 2018.

The New Britain, Connecticut-based company will invest $7.7 million to renovate and equip

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FALL 2015 The Business Connection 31

its 220,000-square-foot plant in the Hancock County community.

With the expansion, Stanley Black & Decker will begin producing Dewalt corded power tools at the plant. It already makes a range of products there, including flooring staples, industrial staples and Bostitch pneumatic industrial tools and coil nailers.

The expanded plant will produce about 1.2 million power tools annually.

Stanley Black & Decker already has more than 1,300 workers in Indiana, including 111 in Greenfield. The company, which acquired Indianapolis-based Best Lock Corp. in 2002, has the headquarters for its Stanley Security Solutions division in Indianapolis.

The Indiana Economic Development Corp. offered Stanley Black & Decker up to $625,000 in tax credits and up to $200,000 in training grants based on the company’s job-creation plans.

Defense contractor moving jobs

Defense contractor Harris Corp. plans to move about 360 jobs from Indiana to Rochester, New York, over the next year.

The consolidation follows Harris Corp.’s $4.8 acquisition of Exelis Inc., a former unit of ITT Corp. that employs hundreds of defense workers in Fort Wayne.

Some of the workers, who make radio systems, will be offered a chance to relocate to New York, the company said.

Melbourne, Florida-based Harris acquired Exelis earlier this year and announced a new organizational structure. About 535 Harris workers will remain in Fort Wayne at the company’s space, shared services and electronic systems divisions.

ethanol plant reopens

Farm Bureau president to retire

SOUTH BEND — A once-idled ethanol plant in South Bend is producing and shipping the fuel again.

Noble Americas bought the plant two years ago after a previous owner went bankrupt and the plant had to close. Noble recently announced that the plant had begun shipping fuel within the past couple of months after an extensive retrofitting process.

Some of the equipment in the 30-year-old plant had to be replaced. Noble Americas’ President Bill Cronin says the company likely spent around $100 million on new equipment.

In addition to ethanol, the plant also produces carbon dioxide and distillers dried grains used for animal feeds.

The plant has 70 full-time employees.

Amazon plans to hire

Company plans to close dairy plant

FORT WAYNE — Indiana Farm Bureau President Don Villwock is retiring this year after 14 years of leading the group.

He says the issues facing the Farm Bureau have shifted over his tenure, with the advent of social media, the rise of the locally grown food movement and new urban-rural tensions. Villwock says a migration of city dwellers to the countryside has brought complaints about the smell of livestock feeding operations to the forefront.

Farm Bureau members will elect his successor at their annual meeting in November.

INDIANAPOLIS — Amazon says it plans to add 2,100 workers at its locations in Indiana as it looks to hire more employees across the country.

The Indianapolis Star reports the company announced plans to add to its 7,000 workers currently in Indiana. Amazon plans to bring on 1,400 new workers at central Indiana fulfillment centers in Indianapolis, Plainfield and Whitestown, as well as an additional 700 workers at its Jeffersonville location in southern Indiana.

Amazon spokeswoman Nina Lindsey says the company is also hiring elsewhere due to global demand for products. She says the company plans to add workers immediately.

The newspaper reports incentives for the new jobs are being negotiated by the Indiana Economic Development Corp.

32 The Business Connection FALL 2015

ROCHESTER — Dean Foods plans to shut down a northern Indiana diary plant this fall in a move that will eliminate nearly 140 jobs.

The company has notified state officials that it expects to close its plant in the city of Rochester in mid-October. The Dallas-based company says it expects the job cuts to be permanent.

Dean Foods spokesman Dustin Cox tells the (Logansport) Pharos-Tribune that the decision to close was made to eliminate redundancy in the company’s operations. Cox says the company will continue operations at its plants in the northeastern Indiana cities of Huntington and Decatur.

The company has had a Rochester plant since the 1950s.

— Staff and Wire Reports

BUSINESS LEADS COMMERCIAL BUILDING PERMITS 3050 OUTLET DR COMMERCIAL REMODEL $60,000 CHRISTIAN, DONNA, OWNER CATALYST CONSTRUCTION M, CONTRACTOR COM REMODEL 8540SF OUTLET MALL 8251 S INTERNATIONAL DR COMMERCIAL REMODEL $139,000 NTN DRIVESHAFT, OWNER TP MECHANICAL, CONTRACTOR REPL HVAC 3545 W 450 S COMMERCIAL ADDITION $65,000 RICKER’S PETROLEUM, OWNER RIDGE PETROLEUM CONTRAC, CONTRACTOR RICKER OIL STORAGE TANKS 650 S JONESVILLE RD COMMERCIAL REMODEL $57,182 BEECHTREE PLAZA PARTNERSHIP, OWNER DRIFTWOOD BUILDERS, CONTRACTOR COM REMODEL 2450 SF 12454 W YOUTH CAMP RD COMMERCIAL REMODEL $1,990 FOUNDATION FOR YOUTH, OWNER FREEDOM CONSTRUCTION INC, CONTRACTOR YOUTH CAMP REMODEL 40 SF 1455 NATIONAL RD COMMERCIAL REMODEL $69,000 VU NATIONAL INVESTMENTS LLC, OWNER MARKSMEN CONSTRUCTION, CONTRACTOR COM REMODEL 1996 SF 301 1ST ST COMMERCIAL REMODEL $1,219,041 B&D HOLDINGS, OWNER DRIFTWOOD BUILDERS, CONTRACTOR COM REMODEL 7100 SF 3050 OUTLET DR COMMERCIAL REMODEL $280,000 OPG PARTNERS/SIMON PREM OUTLET, OWNER DE JAGER CONSTRUCTION, CONTRACTOR EXPRESS STORE/COM REM 9711 N WALNUT ST

MAY-JUNE-JULY

COMMERCIAL REMODEL $1,007,000 BARTHOLOMEW SCHOOL CORP, OWNER QUALITY PLUMBING & HEAT, CONTRACTOR TAYLORSVILLE SCHOOL REPL HVAC UNITS

COMMERCIAL REMODEL $18,000 PASSAGE TO INDIA, OWNER HICKS AIR LLC, CONTRACTOR HVAC/COM

4625 E 50 N COMMERCIAL REMODEL $250,000 BARTHOLOMEW SCHOOL CORP, OWNER QUALITY PLUMBING & HEAT, CONTRACTOR REPL HVAC UNITS

4850 GOELLER BLVD NEW COMMERCIAL BUILDING $4,000,000 CHURCH OF LATTER DAY SAINTS, OWNER BRANDT CONSTRUCTION INC, CONTRACTOR NEW CHURCH LATTER DAY SAINTS 17375 SF

4505 WAYCROSS DR COMMERCIAL REMODEL $1,760,000 BARTHOLOMEW SCHOOL CORP, OWNER QUALITY PLUMBING & HEAT, CONTRACTOR SMITH SCHOOL HVAC UNITS 1910 PARKSIDE DR COMMERCIAL REMODEL $99,000 MPJ#2, OWNER DRIFTWOOD BUILDERS, CONTRACTOR REM/MEDICAL OFFICE 3060 NATIONAL RD DEMOLITION $0 KROGER LIMITED PARTNERSHIP, OWNER CASEY-BERTRAM CONSTRUCTION, CONTRACTOR BAKERY OUTBUILDING/DEMO 3060 NATIONAL RD DEMOLITION $0 KROGER LIMITED PARTNERSHIP, OWNER CASEY-BERTRAM CONSTRUCTION, CONTRACTOR BAKERY MAIN STRUCTURE DEMO 11622 N E EXECUTIVE DR COMMERCIAL REMODEL $200 FOX STORE, OWNER GTL CONSTRUCTION INC, CONTRACTOR COM REMODEL AUNTE ANNE’S 420 E 7TH ST COMMERCIAL REMODEL $398,775 AT&T, OWNER JMH ROOFING CO INC, CONTRACTOR ROOFING/AT&T BUILDING 1610 TELLMAN RD NEW COMMERCIAL BUILDING $140,000 TELLMAN, KARL, OWNER MUTI, CONTRACTOR NEW CELL TOWER 1629 N NATIONAL RD

3095 CARR HILL RD COMMERCIAL REMODEL $90,000 VERIZON, OWNER FAITH TECHNOLOGIES INC, CONTRACTOR CELL TOWER/VERIZON 11522 E 50 N COMMERCIAL REMODEL $80,000 OTTER CREEK GOLF COURSE, OWNER TAYLOR BROTHERS CONSTRUCTION, CONTRACTOR COM REMODEL OTTER CREEK CLUBHOUSE 830 W 450 S NEW COMMERCIAL BUILDING $20,000,000 FAURECIA, OWNER LANDMARK CONSTRUCTION, CONTRACTOR 3321 COUNTRY BROOK DR COMMERCIAL REMODEL $2,000 PARKVIEW TOWN HOMES, OWNER EQUITY PROPERTY, CONTRACTOR APT REMODEL FIRE 1865 N NATIONAL RD COMMERCIAL REMODEL $93,597 TARGET CORPORATION, OWNER TAYLOR BROTHERS CONSTRUCTION, CONTRACTOR TARGET REMODEL 2410 SIMS CT COMMERCIAL REMODEL $12,950 RVERGREEN COURT APTS LLC, OWNER ALPHA-OMEGA CONTRACTING, CONTRACTOR REROOF APT BLDG 3300 SF 1621 CALIFORNIA ST DEMOLITION $0 AMERICAN TOWER CORP, OWNER

FALL 2015 The Business Connection 33

HEARTLAND SOLUTIONS, CONTRACTOR DEMO CELL TOWER

M/I HOMES OF INDIANA, OWNER/ CONTRACTOR

2920 10TH ST COMMERCIAL REMODEL $8,611 DEVELOPMENT SERVICE INC, OWNER KOORS HEATING AND COOLING, CONTRACTOR REPL HVAC SYSTEM

2976 DAYLILY DR NEW 4874 SF RES/BMT/GAR $324,000 M/I HOMES OF INDIANA, OWNER/ CONTRACTOR

2825 MERCHANTS MILE NEW COMMERCIAL BUILDING $3,600,000 CHEVROLET OF COLUMBUS, OWNER/ CONTRACTOR 3095 W CARR HILL RD COMMERCIAL REMODEL $10,000 K2 TOWERS, LLC, OWNER HEARTLAND SOLUTIONS CORP, CONTRACTOR CELL TOWER ADDITION 3860 W CARLOS FOLGER DR NEW COMMERCIAL BUILDING $828,000 DUTRO, GEORGE, OWNER T & W CORPORATION, CONTRACTOR NEW COM BLDG 10557 SF

RESIDENTIAL BUILDING PERMITS 2565 CONEFLOWER CT NEW 4114 SF RES/BMT/GAR $200,000 PHILLIPS DEVELOPMENT INC, OWNER/ CONTRACTOR 2016 CREEK BANK DR NEW 2840 SF RES/GAR $167,300 BEAZER HOMES, OWNER/CONTRACTOR 2026 CREEK BANK DR NEW 2084 SF RES/GAR $126,700 BEAZER HOMES, OWNER/CONTRACTOR 2036 CREEK BANK DR NEW 3178 SF RES/GAR $171,200 BEAZER HOMES, OWNER/CONTRACTOR 2066 CREEK BANK DR NEW 3637 SF RES/GAR $178,200 BEAZER HOMES, OWNER/CONTRACTOR 2121 CREEK BANK DR NEW 3839 SF RES/GAR $204,300 BEAZER HOMES, OWNER/CONTRACTOR 2531 DAFFODIL CT E SINGLE FAM RESIDENTIAL $364,000

34 The Business Connection FALL 2015

15675 E 450 S NEW 5322 SF RES/BMT/GAR $435,000 SPOON, JOEL, CONTRACTOR REID, WILLIAM, OWNER 631 E 800 S NEW 3775 SF RES/BMT/GAR $160,000 JOHNSON, BILLY, OWNER/CONTRACTOR 5249 IMPERIAL DR NEW 2505 SF RES/GAR $226,900 SKAGGS BUILDERS INC, OWNER/ CONTRACTOR 4670 MAPLELAWN DR SINGLE RES $95,000 BEACON BUILDERS LLC, OWNER/ CONTRACTOR 11325 N 425 E NEW RES/BMT/GAR $186,183 HALLMARK HOMES, CONTRACTOR STARK, RICKY & JENNIFER, OWNER 2086 PAWNEE TRL NEW 4712 SF RES/BMT/GAR $320,000 THOMPSON CONSTRUCTION, OWNER/ CONTRACTOR 2723 POPLAR WOODS LN SINGLE FAM RESIDENTIAL $200,000 PHILLIPS DEVELOPMENT INC, OWNER/ CONTRACTOR 2468 SHADOW BEND DR NEW 2304 SF RES/GAR $135,300 BEAZER HOMES, OWNER/CONTRACTOR 2478 SHADOW BEND DR NEW 2549 SF RES/GAR $148,000 BEAZER HOMES, OWNER/CONTRACTOR 2543 SHADOW BEND DR NEW 2549 SF RES/GAR $158,300 BEAZER HOMES, OWNER/CONTRACTOR 6978 STONEY RIDGE DR SINGLE FAM RESIDENTIAL $343,000 M/I HOMES OF INDIANA, OWNER/ CONTRACTOR

6993 STONEY RIDGE DR SINGLE FAM RESIDENTIAL $344,000 M/I HOMES OF INDIANA, OWNER/ CONTRACTOR 2503 VIOLET WAY NEW 3662 SF RES/BMT/GAR $200,000 ACIUKEWICZ, KATIE, CONTRACTOR JOLI DEVELOPMENT, OWNER 168 WESTBROOK CT NEW 4539 SF RES/BMT/GAR $352,000 SPOON, JOEL, OWNER/CONTRACTOR 1956 WOODLAND PARKS DR NEW 3549 SF RES/GAR $116,000 BEACON BUILDERS LLC, OWNER/ CONTRACTOR 4700 CLAIRMONT DR 2200 SF 1ST/ $130,000 BEACON BUILDERS LLC, OWNER/ CONTRACTOR 4744 CLAIRMONT DR NEW 2365 SF RES/GAR $90,000 BEACON BUILDERS LLC, OWNER/ CONTRACTOR 2515 CONEFLOWER CT SINGLE FAM RESIDENTIAL $360,000 M/I HOMES OF INDIANA, OWNER/ CONTRACTOR 2520 CONEFLOWER CT SINGLE FAM RESIDENTIAL $345,000 M/I HOMES OF INDIANA, OWNER/ CONTRACTOR 2535 CONEFLOWER CT SINGLE FAM RESIDENTIAL $356,000 M/I HOMES OF INDIANA, OWNER/ CONTRACTOR 2545 CONEFLOWER CT SINGLE FAM RESIDENTIAL $331,000 M/I HOMES OF INDIANA, OWNER/ CONTRACTOR 2555 CONEFLOWER CT NEW SF RES $342,000 M/I HOMES OF INDIANA, OWNER/ CONTRACTOR 2056 CREEK BANK DR NEW 2803 SF RES/GAR $155,300 BEAZER HOMES, OWNER/CONTRACTOR

2576 DAFFODIL CT E NEW 4644 SF RES/BMT/GAR $200,000 JOLI DEVELOPMENT, OWNER/ CONTRACTOR 2971 DAYLILY DR SINGLE FAM RESIDENTIAL $321,000 M/I HOMES OF INDIANA, OWNER/ CONTRACTOR 1240 E 1000 S NEW 2732 SF RES/GAR $230,000 TURNER, DAN, OWNER SKAGGS BUILDERS INC, CONTRACTOR 3347 FALL VALLEY DR NEW 2180 SF RES/GAR $90,000 BEACON BUILDERS LLC, OWNER/ CONTRACTOR 3201 GRAY HAWK DR SINGLE FAM RES NEW $420,000 DREES HOMES, OWNER/CONTRACTOR 3222 GRAY HAWK DR NEW 6512 SF RES /BMT/GAR $367,500 DREES HOMES, OWNER/CONTRACTOR

NEW 2570 SF RES/GAR $275,000 LOAHAN DEVELOPMENT LLC, OWNER/ CONTRACTOR 4110 NAPLES DR NEW 2330 SF RES/GAR $260,000 LOAHAN DEVELOPMENT LLC, OWNER/ CONTRACTOR 4120 NAPLES DR NEW 3333 SF RES/GAR $390,000 LOAHAN DEVELOPMENT LLC, OWNER/ CONTRACTOR 2091 ONEIDA CT SINGLE FAM DWELLING NEW $390,000 THOMPSON CONSTRUCTION, OWNER/ CONTRACTOR 1646 PINION CT 2014 SF RES/GAR $85,000 BEACON BUILDERS LLC, OWNER/ CONTRACTOR 1746 PINION CT SINGLE FAM NEW $80,000

BEACON BUILDERS LLC, OWNER/ CONTRACTOR 5636 POPLAR WOODS CT NEW 4055 SF RES/BMT/GAR $200,000 PHILLIPS DEVELOPMENT INC, OWNER/ CONTRACTOR 9522 S 500 E SINGLE FAM RESIDENTAL $200,000 MULLINS, ERIC J, OWNER WILEY CONSTRUCTION, LLC 18360 S 675 W NEW SINGLE FAM DWELLING $120,000 BORGMAN, DONALD FREDRICK, OWNER TK CONSTRUCTION, CONTRACTOR 12751 S 800 W NEW 3575 SF RES $550,000 MEYER, JOHNATHON, OWNER DEVENING & WEBB BUILDERS, CONTRACTOR 2498 SHADOW BEND DR NEW 1716 SF RES/GAR $125,000 BEAZER HOMES, OWNER/CONTRACTOR

3232 GRAY HAWK DR NEW 4954 SF RES/GAR/BMT $305,000 DREES HOMES, OWNER/CONTRACTOR 1943 HEATHROW DR NEW 2541 SF RES/GAR $150,000 PHILLIPS DEVELOPMENT INC, OWNER/ CONTRACTOR 6127 HORIZON DR SINGLE FAM DWELLING $323,000 M/I HOMES OF INDIANA, OWNER/ CONTRACTOR 4687 MAPLELAWN DR SINGLE FAM RESIDENTIAL $110,000 BEACON BUILDERS LLC, OWNER/ CONTRACTOR 6925 N 700 E NEW 4058 SF RES/BMT/GAR $214,000 CLOUSE, JODI & ZOLLMAN, JUSTIN, OWNER/CONTRACTOR 4090 NAPLES DR NEW 2916 SF RES/GAR $350,000 LOAHAN DEVELOPMENT LLC, OWNER/ CONTRACTOR 4100 NAPLES DR

Try One This Season!

FALL 2015 The Business Connection 35

3759 TAYLOR CT NEW 7489 SF RES/BMT/GAR $400,000 HALL, K C, OWNER 12740 W 525 S NEW 6650 SF RES/BMT/GAR $300,000 MEDARIS, MATTHEW KYLE, OWNER/ CONTRACTOR 11695 W 700 S NEW 5582 SF RES/GAR $150,000 EVERSMAN, BRIAN, ONWER/CONTRACTOR 6736 WESTBROOK DR NEW 4594 SF RES/BMT/GAR $370,000 JOEL SPOON, OWNER/CONTRACTOR 4335 WESTMINSTER CT NEW 2479 RES/GAR $150,000 PHILLIPS DEVELOPMENT INC, ONWER/ CONTRACTOR 4341 WESTMINSTER CT NEW 2577 SF RES/GAR $150,000 PHILLIPS DEVELOPMENT INC, OWNER/ CONTRACTOR 2611 22ND ST SINGLE FAM RESIDENTIAL $110,000 BELL, GREG S, OWNER/CONTRACTOR 4728 CLAIRMONT DR NEW 1984 SF RES/GAR $100,000 MILLER, BILL, OWNER/CONTRACTOR 4729 CLAIRMONT DR NEW 2848 SF RES/GAR $90,000 BEACON BUILDERS LLC, OWNER/ CONTRACTOR 2101 CREEK BANK DR NEW 2840 SF RES/GAR $166,300 BEAZER HOMES, OWNER/CONTRACTOR

2962 DAYLILY CT SINGLE FAM RESIDENTIAL $335,000 M/I HOMES OF INDIANA, OWNER/ CONTRACTOR

5001 WEST QUINCY CT SINGLE FAM RESIDENTIAL $275,000 SKAGGS BUILDERS INC, OWNER/ CONTRACTOR

2053 DEER CREEK CIR NEW 4390 SF RES/BMT/GAR $300,000 PHILLIPS DEVELOPMENT INC, OWNER/ CONTRACTOR

68 WESTBROOK CT SINGLE FAM RESIDENTIAL $375,000 SPOON CONSTRUCTION, OWNER/ CONTRACTOR

3363 FALL VALLEY DR NEW 1940 SF RES/GAR $90,000 BEACON BUILDERS LLC, OWNER/ CONTRACTOR

4656 WILLOWBROOK DR NEW 2082 SF RES/GAR $90,000 BEACON BUILDERS LLC, OWNER/ CONTRACTOR

3192 GRAY HAWK DR NEW 6178 SF RES/BMT/GAR $465,000 DREES HOMES, OWNER/CONTRACTOR

1996 WOODLAND PARKS DR NEW 2598 SF RES/GAR $90,000 BEACON BUILDERS LLC, OWNER/ CONTRACTOR

5008 IMPERIAL DR SINGLE FAM RESIDENTIAL $240,000 SKAGGS BUILDERS INC, OWNER/ CONTRACTOR 5460 N 330 W NEW 2475 SF RES/GAR $215,000 SKAGGS BUILDERS INC, CONTRACTOR SEYMOUR, GARY, OWNER 3838 PAWNEE TRL NEW 4018 SF RES/BMT/GAR $335,000 THOMPSON CONSTRUCTION, OWNER/ CONTRACTOR 3124 RED FOX TRL NEW 5024 SF RES/BMR/GAR $367,000 DREES HOMES, OWNER/CONTRACTOR 6166 REGENCY DR NEW 2291 SF RES/GAR $200,000 PRATT, TIM/BREEDEN INC, CONTRACTOR BREEDEN REALTY, OWNER

2151 CREEK BANK DR NEW 3168 SF RES/GAR $170,300 BEAZER HOMES, OWNER/CONTRACTOR

3344 SPRING VALLEY DR NEW 1760 SF RES/GAR $90,000 BEACON BUILDERS LLC, OWNER/ CONTRACTOR

2571 DAFFODIL CT E SINGLE FAM RESIDENTIAL $329,000 M/I HOMES OF INDIANA, OWNER/ CONTRACTOR

2817 SUNFLOWER CT NEW 3787 SF RES/BMT/GAR $200,000 PHILLIPS DEVELOPMENT INC, OWNER/ CONTRACTOR

2689 DAISY CT SINGLE FAM RESIDENTIAL $220,000 JOLI DEVELOPMENT, OWNER/ CONTRACTOR

6075 W 265 N NEW 2501 SF RES/GAR $195,000 SKAGGS BUILDERS INC, CONTRACTOR SHIREMAN, GLEN, OWNER

36 The Business Connection FALL 2015

CERTIFICATES TO DO BUSINESS UNDER ASSUMED NAME Hudman & Sons LLC, DBA Columbus Complete Lawn Care LLC, 440 S. State Road 7, North Vernon Carri Marthaler and Ben Marthaler, DBA BNC Mowing (mowing and landscaping), 2203 Gilmore St., Columbus Tracey Blake, DBA Sweet Pea Lactation (health care), 2651 Daffodil Court West, Columbus Jessica E. Salsbery, DBA Classical Conversations of Columbus (education), 625 Luse Drive, Columbus William T. Davis, DBA Bill’s Lawn Service, 3772 Candlelight Drive, Columbus Kristie Mathews, DBA Kristie’s Fireworks, 1459 Central Ave., Columbus Kelly Slattery, DBA Nurtured Nurslings Lactation Consulting LLC, 3438 Victoria Ave., Columbus Teresa L. Woods, DBA Teresa’s Embroidery (embroidery and alterations), 3321 Crescent Way, Columbus Forrest A. Ritz II, DBA Engineering Consulting Services, 9524 Raintree Drive South, Columbus Scott Hollinger, DBA Triple M Coatings and Accessories (aftermarket auto accessories and spray coatings), 2565 E. Road 650S, Columbus

Gregory M. Forbes, DBA 3CM (music entertainment and production), 5215 Hartford Ave., Columbus Abbas Hamdar, DBA Sweet Soukkara (home-based baking), 2090 Lakecrest Drive, Columbus Tammy King, DBA Go Green Furniture and Mattress, 7270 E. State Road 7, Columbus

Timothy C. Railing and Deanna W. Railing, DBA Columbus log home (essay contest), P.O. Box 1757, Columbus Duc T. Huynh, DBA Pink and White Nails (nail salon), 1774 25th St., Columbus Choice Inns Inc., DBA Sprague Hotel Developers, 430 Second St., Columbus

Anna Hammond, DBA Columbus Crush (baseball), 4710 Pine Ridge Drive, Columbus

Michael N. Fox, DBA Mike the Graphics Guy, LLC (graphic design), 1604 18th St., Columbus

Benjamin A. Brown, DBA Expedient Property Maintenance (landscaping), 5620 E. Road 800N, Columbus

Corey Londeree, DBA Columbus Crush 8U (youth baseball), 2270 Thornybrook Drive, Columbus

Marlin D. Brown, DBA Brown’s Auction Services (consignment auction house), 1350 Jackson St., Columbus

Camlan T. Dieu, DBA Top Nails (nail salon), 1283 N. National Road, Columbus

Kyle Erin Wilson, DBA B&W Remodeling and Designs (residential remodeling contractor), 3380 Queensbury Drive, Columbus Cynthia L. Ahlbrand, DBA Go Green Cleaning Co., 1672 Bridle Way Blvd., Columbus Robert Driver and Charles Ducastel, DBA M Y Motorsports (rider education), 2032 W. Robbin Way, Columbus Samuel Rhoads and Gary Harrison, DBA Paddlefish Paint and Project (painting company), 450 Jackson St., Suite 1823, Columbus

Tom Walker III, DBA Walker’s Distribution (door to door), 1420 Sycamore St., Columbus BAS Boys LLC, DBA B&B Plumbing, 2807 17th St., Columbus Jessica K. Perry, DBA Quilted Heritage (retail of barn quilts and outdoor primitives), 14460 S. Road 340E, Elizabethtown

Donald E. Emerick and Rachelle M. McAlister, DBA Columbus Indiana Area Emmaus Community Inc., DBA Columbus Indiana Chrysalis Community (preparing Christian leaders), 958 Junco Drive, Columbus Carolyn Wilkerson, DBA CJS Tax Service and Bookkeeping (accounting), 261 Jefferson St., Columbus Timothy D. Porter and Evangeline R. Porter, DBA Tim Porter Studios LLC (video production), 2016 Elm St., Columbus Jeffrey M. Yarnell, DBA Jeff’s Lawn Care Service (mowing/trimming yards), 4530 E. Road 400N, Columbus Brittany Soehner and Matthew Soehner and David Akers, DBA Insane Industries (sales), 161 Della Road, Columbus Jamie L. Young, DBA Hoosier Lawn Masters (lawn care), 4175 Persimmon Court, Columbus Alfredo Lopez and Abraham Jimenez, DBA Taqueria Lopez JC, restaurant, 1751 State St., Columbus

Tristan Watkins, DBA Tri Flix Films (videography and Web design), 3405 N. Washington St., Columbus

Jennifer L. Stidham and Katrina J. Tovey, DBA Asset Supplements LLC, DBA Zagonfly LLC (health product sales), 10511 W. Grandview Drive, Columbus

Phebe West and Nathan West, DBA Learn By Heart (home day care/ preschool), 18107 E. Road 350S, Grammer

Derek D. Newland and Rachel V. Newland, DBA Double D. Outdoors (online archery and outdoors supply), 3761 Balsam Drive, Columbus

Business Indicators for Bartholomew County March 2015

April 2015 May 2015

June 2015

Labor Force % Chg from Year Ago

42,906 42,787 43,550 43,621 1.17% 1.49% 1.7% 0.69%

Employed % Chg from Year Ago

40,941 41,360 42,010 42,020 1.53% 2.21% 2.56% 1.48%

Unemployed % Chg from Year Ago

1,965 1,427 1,540 1,601 -5.89% -15.61% -17.34% -16.35%

Unemployment Rate 4.6 3.3 3.5 3.7 Chg from Year Ago -0.3 -0.7 -0.9 -0.7

— Center for Business and Economic Research, Ball State University

FALL 2015 The Business Connection 37

Eye on the pie

Morton Marcus

Is there equity in economic development?

Let’s separate growth from economic development. Growth is more of what we have.

Economic development is an increase in our choices.

Another burger place with 20 more part-time burger flipping jobs is growth. A Burmese family starting a Burmese restaurant, where there are no such restaurants, is an increase in choice and is a small step in economic development.

Who should pay for growth? Normally, we say the private sector should pay for growth and even pick up the bill for inconveniences inflicted on others.

That is why, if my memory is correct, there was a hot dispute years ago in Shelbyville when a big chain grocery wanted the city to pay for a stoplight and road improvements at the entrance to its new store.

A proposed subdivision in southwest Indiana, just off the new Interstate 69, will offer housing and commercial space not currently available in town.

Is this growth or development? Who should pay for the roads, sewers and water lines necessary for this subdivision? The private land owner? Taxpayers?

Other businesses? The Economic Development Corporation (EDC)?

Many EDCs are public-private partnerships.

They may get tax dollars from the local Economic Development Income Tax (EDIT) and/or Tax Increment Financing Districts (TIFs). In addition, EDCs are usually funded by local firms such as public utilities, banks, real estate agents and others that see their futures tied to the well-being of the community.

As public-private entities, EDCs do not have to meet even the weak standards of transparency required of local governments. Some EDCs involve themselves in community development projects because the line between community and 38 The Business Connection FALL 2015

economic development is blurry. Is a swimming pool economic or community development? Does it matter if it makes a place a more desirable place to live and work?

EDIT money comes from those who live in the county. These funds could be used to alleviate the pressures of poverty. TIF funds are property taxes that could be used to expand government services by cities and towns, schools and libraries. Should we expect low paid workers and poor homeowners to bear part of the burden of development projects from which they may not benefit?

These are questions of equity. They can be answered if the EDCs of the state, starting with the Indiana Economic Development Corp.

(IEDC), understood they have an ongoing public responsibility to demonstrate the value of their activities.

Look at the website of your local EDC. Does it tell you how it spends its money? Does it indicate with some specificity who benefits from its activities? Does it issue an annual report that is more than platitudes about projects for which it takes credit?

Public concerns about how EDCs operate are often stifled in meetings because only a few citizens express their misgivings. Those who question specific economic development activities are labeled as petulant and perpetual naysayers.

Economic development has been accepted widely as a public good, yet EDCs (by whatever name) cannot ignore legitimate questions. We need think only of a basketball arena and a football field in Indianapolis.

Morton Marcus is an economist, writer and speaker who may be reached at mortonjmarcus@yahoo.com.

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