Business Connection Spring 2015

SPRING 2015

A publication of

Leaders in their fields Columbus women discuss challenges and accomplishments

SPRING 2015 The Business Connection 1

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Editor’s note

W

elcome to the first issue of the revamped The Business Connection. Starting with this issue we’ve gone to a full glossy, bound format and quarterly publication. We hope you find the new format more attractive and more reader friendly.

Besides our usual lineup of news and features, this issue includes our annual Women in Leadership feature. This feature highlights five local women making a significant impact in the workplace and in the community.

Starting with this issue we’ve also changed our distribution of this free publication. First, it is being mailed to Columbus Area Chamber of Commerce members, using a list provided by the chamber.

If you are not sure whether or not this list include you, and you want to receive The Business Connection, you can ensure you don’t miss an issue by sending us an email at BZCT@therepublic.com with your name and the mailing address where you would like your copy sent.

As The Business Connection begins its 15th year of publication, we hope you will find the new and improved version essential reading. We’d like to hear what you think about the new format. Also, we’re always looking for businesses and business people with an interesting story to tell.

Send your comments and ideas to me at dshowalter@therepublic.com.

Doug Showalter

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Contents Features

8

Shelby Materials. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 2015 Women in Leadership. . . . . . . . . . . . . . . . . 13 Atterbury Job Corps. . . . . . . . . . . . . . . . . . . . . . . . 22 Flambeau . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28 Lunch options. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32

In every issue On the Move. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38 Around the Water Cooler. . . . . . . . . . . . . . . . . . . 40 Mark McNulty column. . . . . . . . . . . . . . . . . . . . . . 43 Business Leads . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44 Business Indicators . . . . . . . . . . . . . . . . . . . . . . . . . 45 Morton Marcus column . . . . . . . . . . . . . . . . . . . . 46

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On the cover

13

From left: Linda DeClue, Annette Donica Blythe, Lisa Shafran, Jennifer Rumsey and Amanda Dornfeld.

Photo by Andrew Laker.

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28

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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 Thinkstock.

SPRING 2015 The Business Connection 7

Rock steady

By Barney Quick n photos by GREG JONES

Three generations of Haehl family have guided Shelby Materials to solid success

T

he Shelby Materials story is one of family vision, coordinated growth and belief in the people who made it happen. From its 1951 beginnings, when two business partners with a bit of previous experience in the crushed stone field purchased Barker Sand and Gravel in Shelbyville, to the present, when the organization’s reach extends from Westfield to Nashville to Seymour, expansion and advancement have been steady.

The company’s main products are concrete and aggregates. These can be found in numerous parking garages, bridges and world-class golf courses, among other types of projects.

The base of those served includes residential, commercial and municipal customers. “We see everybody from one- to two-person concrete finishers to very large construction firms,” says President Phil Haehl.

Above: An early morning exterior shot of the warehouse in Johnson County, just off Interstate 65, where Shelby Materials trucks begin delivering concrete for the floor at 4 a.m. Opposite page: A truck is pulled up to be loaded at the Columbus plant.

8 The Business Connection SPRING 2015

SPRING 2015 The Business Connection 9

He is among the second of three generations of Haehls to own and manage the business.

The short version of its history begins with Phil’s father, John Haehl, and Thomas Wheeler buying the Barker operation; expanding into concrete blocks; buying companies in Rushville, Franklin, Columbus and Seymour; a joint venture for a few years with a German firm called Sibo-Gruppe; subsequent buyout from Sibo as well as the Wheeler family; and expansion to Beech Grove, Claremont and Westfield.

“With more plants, we can be more efficient in our production,” says Phil Haehl. He cites the trucks that came from several locations during the pouring of the floor for the Cummins warehouse at Walesboro.

Administrative offices for Shelby Materials are in Shelbyville. Dave Houchins is the manager of the Columbus, Seymour and Nashville

plants. Houchins works out of the Columbus office.

The entire scale of providing concrete to a construction site has increased significantly. The capacity of the multiple delivery trucks arriving at regular intervals has by no means remained static over the years.

“In 1957, they were loading one cubic yard at a time,” says Haehl. “By the late 1960s, 30 to 40 yards per hour was common. Now, at some of our plants, we’re in the 180 to 200 range. We now run all front-discharge trucks, with the driver controlling chute placement.”

Concrete is not a one-size-fits-all product. There are nearly as many recipes for it as there are projects and customers.

Specifications can involve hardening time, finishability and texture.

Quality control is a vital function in a concrete company. “Our QC people work with our suppliers’ labs, and they’re also conducting tests at job sites,” says Haehl.

Below: The concrete crew checks for voids in the freshly unloaded concrete before the laserguided screed moves in to level the material. Opposite page top: Shelby Materials trucks unload as quickly as possible so the screed can level the concrete. As soon as these trucks are empty, others will pull in to unload, a process that began at 4 a.m. and will last approximately eight hours. Opposite page center: Parker Haehl stands next to an old mixer removed from its truck chassis many years ago. Opposite page bottom: Brian Haddan controls what is added to each truck load of concrete from his computer at the Columbus Shelby Materials plant.

10 The Business Connection SPRING 2015

“We largely sell our concrete by strength, measured in pounds per square inch, and also by the time frames for the product reaching full strength. Our technical people deal with that a lot.”

The company’s sales force is directly employed and qualifies as “technical people” alongside the QC specialists.

“They’re out on customers’ jobs during pours. We tend to group them by market area,” Haehl says. Billy Kirby and Allen Miracle are the sales representatives for the Columbus-area market.

Parker Haehl, son of Phil’s brother, Richard, is a third-generation management team member. His areas of focus since coming on board have been wellness and safety programs, and automated trucktracking, using GPS communications.

A Shelby Materials dispatcher can now look at a real-time map of central Indiana pinpointing the location of every company truck in use. He has access to information about how frequently trucks are supposed to arrive at particular job sites, as well as product specifications for each project.

“Dispatchers download batch information to a computer that actually loads the truck at a given site,” says Parker.

The advances in technology combined with the numerous facilities in the area make for unprecedented efficiency. “We run very expensive equipment, and we can get better service from it with contiguous operations,” says Phil.

Some projects of recent years include the casino and parking garage at Indiana Live, the IUPUI sports complex parking garage, and a mill expansion for Steel Dynamics. Shelby Materials also supplied over 4,600 yards of concrete for the Ronald Reagan Parkway bridge.

Some Indianapolis homeowners enlisted the company when building a house on Fall Creek Place that reflected a “truth to materials” approach.

Concrete, wood and metal in a state as close to natural as possible are visible on the facade as well as on a number of interior features.

The aggregate part of the business has grown as well, with an emphasis on athletic-field products and gravel for golf courses. Customers in this area have included the Indianapolis Indians, Purdue SPRING 2015 The Business Connection 11

University, and the Brickyard, Crooked Stick and Fuzzy Zoeller golf courses.

Phil notes that a lot of the company’s staff consists of “kids who start by working summers and learning the business. A lot of these guys move around among positions. Many of our technical people began by driving a truck.”

As the company has established a presence in an increasing number of central Indiana towns and cities, management has become “interested in learning how to recruit young people from those communities.”

He also notes that Shelby Materials people tend to make careers out of their associations with the company. “We have a significant number of people who have been here for decades. It’s been nice to take a business that was started with a G.I. loan and grow it to around 150 employees. It’s good to see those people do well.”

Above: Gary Vanvleet runs the dragline that operates year-round as long as his bucket can break through the ice. Left: The dragline at Shelby Materials’ Johnson County gravel plant drops its bucket into the lake to extract another load of gravel.

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2015 Women in Leadership

In this issue, The Business Connection celebrates the accomplishments of five local women who are successful leaders at their companies and in the community. In the pages that follow, they discuss their career paths, their leadership philosophies, what leaders they admire and more.

From top: Lisa Shafran, Linda DeClue, Amanda Dornfeld, Jennifer Rumsey and Annette Donica Blythe photos by Andrew Laker, with thanks to the Inn at Irwin Gardens for use of the facility.

SPRING 2015 The Business Connection 13

2015 Women in Leadership

Linda DeClue Job Title: Assistant superintendent for human resources Company Name: Bartholomew Consolidated School Corp.

Company Address: 1200 Central Ave. Family: Parents, Martha DeClue and the late Leonard DeClue; brothers, Curtis and Kim DeClue; and sisters, Kathy Schubel, Sue DeClue, Carey McBride and Amy Powell Education Background: Graduate of Columbus High School, 1968; B.A. in elementary education from St. Mary-of-theWoods College, 1972; M.S. in elementary education from Indiana University, 1977; Ed.D. in school administration from Indiana University, 1990 Employment Background: 1973-1987: teacher, Flat Rock-Hawcreek School Corp.; 1987-1990: research assistant, Principals’ Training Project in Special Education, Indiana University; 1990-1992: principal, Central Elementary School, Lebanon Community School Corp.; 1992-1994: principal, Clifty Creek Elementary School, Bartholomew Consolidated School Corp.; 1994-2004: assistant superintendent for curriculum and instruction, BCSC; 2004-2015: assistant superintendent for human resources, BCSC; 2015: retiring at end of current school year What do you like most about your job or career field?

I have always believed in the importance of education, therefore it has been so gratifying to have spent my career working in this field. As a teacher, I loved facilitating student learning and trying to find ways to make it exciting and relevant. As a principal, I loved providing that same type of support to teachers so that they could continue to grow and improve. For the last 20 years, working as a central office 14 The Business Connection SPRING 2015

administrator, I have enjoyed being a part of the decision-making that goes into making sure BCSC is a world-class school system.

What are the biggest challenges you face?

The challenges are many. There are far too many people who want to gauge the success of schools and students based on a score given on a standardized test given once a year. In my opinion, a successful education is reflected by so much more than that. Adequate funding for public schools continues to decline. National statistics show there are fewer young people choosing to be teachers, which means that there are often challenges in finding quality teachers for every classroom.

Can you describe a typical day?

Not really, because I have found, when you work in human resources, the day often holds a surprise or two! I do have a number of meetings that take place regularly with various groups in the school district – for example, weekly meetings with the Superintendent’s Cabinet, monthly principal meetings, regular School Board meetings, etc. I try to make sure that I am timely in my responses to the

many phone calls and e-mails that I receive each day. In the spring, I lead the extensive work that goes into the staffing decisions for the next school year. In the summer there are many hiring decisions to be made. No two days are alike.

How would you characterize your leadership philosophy or style?

I am a very collaborative leader. I believe in surrounding myself with bright people and empowering them to do their jobs. I have high expectations for myself and those I work with but believe it is my responsibility then, as the leader, to support them in whatever way is needed so that they can meet those expectations. I am a good communicator and a good listener. I also strive to create an environment where those I work with feel both challenged and appreciated.

What leader do you most admire or try to emulate? Why? There are many leaders that I admire and I know that I have learned something from each and every one of them. One person I admire is John Quick, the BCSC superintendent. He is a leader who I have the good fortune to work with every day. His leadership has taught me about the importance of having a vision for an organization and to constantly look for ways to improve upon that vision. And his vision for BCSC has always centered on doing what’s best for students.

Have you had a good local mentor and if so, what’s the most important thing you learned from that person?

There is really not one person that I would identify, instead I have been fortunate at every step in my career to have individuals who have supported, encouraged and mentored me. There is one thing though that I do believe they all taught me and that is about the importance of acting with integrity. That even when other details are long forgotten, people will remember how you treated them and that is something that I have always tried to remember.

Has the perception of women in leadership roles changed in the last 20 years? If so, how?

I do believe perceptions of women in leadership roles have changed, and I think that’s because the belief about what makes a good leader has changed. I think there is a much greater appreciation for leadership skills that women tend to demonstrate more than men. Women are often found to be more collaborative, better communicators and better at building relationships, and since these are such valuable leadership skills, women are being valued more in leadership roles.

Based on your experience, what advice can you offer to other women who aspire to leadership roles?

My first piece of advice is “you have to show up.” What I mean by that is that you have to take advantage of opportunities that come along to develop and practice your own leadership skills. Come to meetings prepared.

Honor your commitments. Let people see they can depend on you. Have a sense of humor.

And, finally, watch leaders you admire and learn from them.

What do you do when you are not working?

I am currently on the board of directors of the Chamber of Commerce and serve on the Executive Committee. I am also a member of the board of the Bartholomew Consolidated School Foundation and serve as its secretary.

I come from a large family that enjoys being together, so in my spare time, I spend a lot of time doing family things. I also enjoy reading and knitting and needlepoint.

What famous leader, living or dead, would you most like to meet and why?

While there are lots of leaders that I would put on this list, I think that with all the wars, acts of terrorism and inhumanity towards our fellow man that we see in the world today, I would love to meet and have a conversation with Pope Francis. I so appreciate his style!

I believe he is truly a holy man yet he is so humble and so many people listen when he speaks. I would really like to talk with him about what he prays for each day and his hopes for the future.

SPRING 2015 The Business Connection 15

2015 Women in Leadership

Annette Donica Blythe Job title: Broker/owner/manager Company name: RE/MAX Real Estate Professionals Company address: 2401 Beam Road Family: Husband, Tim Blythe; son, Tyler, 10; stepdaughter, Jess, 17 Education background: Business at IUPUC and IU Employment background: Real estate 26 years What do you like most about your job or career field?

Always meeting different people and helping them with one of their biggest and largest decisions of their life. Also working with different agents who bring interesting talents to our business and creating an environment so they can meet their goals.

What are the biggest challenges you face?

Right now it is keeping up with ever-changing bank rules and also technology, then being able to either pass on that information not only to buyers and sellers but to our agents so they can do a great job with their clients.

Can you describe a typical day?

Responding to emails, text messages and voice messages. My day is then divided up working on office/agent needs and client needs.

How would you characterize your leadership philosophy or style?

Having worked for corporations and as an individual, I realize that not everyone is motivated or works the same as another. As long as end results are met, I believe in giving each person the flexibility to achieve either group or individual goals.

What leader do you most admire or try to emulate? Why? I don’t know that there is one person. I do admire anyone that can always be looking for different ways to do things. So called “getting your head out of the forest” so you can be open to new ideas. Also trying to find a positive in anything we are doing. We hear so much negative … maybe we need to work a little harder to find some positive in life.

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Have you had a good local mentor and if so, what’s the most important thing you learned from that person?

My mentor is my mother. I am still learning, but see how patience and being a good listener is a trait that allows you to better understand and assist individuals or problem solving.

Has the perception of women in leadership roles changed in the last 20 years? If so, how?

Even 25 years ago, there were not as many women in leadership roles. And if they were, they still had to fit into the role set up by men. Now you are seeing more and more women heading up or chairing organizations, committees or businesses.

Based on your experience, what advice can you offer to other women who aspire to leadership roles?

I think anyone can do whatever they aspire to do.

Get involved in committees, leadership classes or groups and you will quickly be exposed to areas that you can connect with and advance.

What do you do when you’re not working (hobbies, community involvement, etc.)?

With a 10-year-old, we are very involved in sports. I love working in the yard and going to movies.

What famous leader, living or dead, would you most like to meet and why? Either Jackie Robinson or JFK. I think both showed a quiet strength in what they accomplished. Jackie Robinson showed how to try and conduct yourself even in very difficult times. I think both make you think about what you are giving back to your family, friends, work place and community.

2015 Women in Leadership

Dr. Amanda Dornfeld Job title: Family physician, international boardcertified lactation consultant, chief of staff of Columbus Regional Hospital Company name: Sandcrest Family Medicine, a Columbus Regional Health physician group Company address: 3203 Middle Road Family: Husband, David; children Luke, 9, Noah, 6, Violet, 4, and exchange student daughter JiYi Choi, 15 Education background: B.S. in biology and chemistry from Valparaiso University, M.D. from Stritch School of Medicine Loyola University Chicago, family medicine residency at Ball Memorial Hospital in Muncie Employment background: I came to Columbus and Sandcrest Family Medicine directly from residency.

What do you like most about your job or career field?

My favorite part of medicine is the relationships with my patients. What an amazing gift to be present alongside a person at their most vulnerable and happy times. Medicine also allows opportunities to gain deeper knowledge in a field of interest (for me, breast-feeding medicine), management and leadership.

What are the biggest challenges you face?

Not enough time in the day! Other challenges are the changing models of medicine and reimbursement, information technology platforms, and staying current on medical care and recommendations.

Can you describe a typical day?

A typical day starts in the hospital with rounding on patients. Often, I’m at the hospital by 7 a.m. to round or for meetings. I try to arrive at my office before my patients so my nurse and I can “huddle” and go over our day to have orders ready before patients even arrive. I see between 22 and 28 patients per day. Many days, I do paperwork at lunch or go to another meeting. I’m usually heading home by 5:30. On-call days are much longer.

How would you characterize your leadership philosophy or style?

I try to stay positive and lead by example.

Have you had a good local mentor and if so, what’s the most important thing you learned from that person?

In training, my mentor was Dr. Kathy Walsh. She was an amazing family doctor who seemed to find time for everything and everyone despite having a family of her own. I was privileged to be with her when she delivered her last baby as she was phasing out that part of her practice. I knew I wanted to do what she did.

Has the perception of women in leadership roles changed in the last 20 years? If so, how?

Women now make up just over half of medical school classes. This has obviously changed the face of medicine. Over time, I believe the number of women physicians in leadership and management physicians will equalize as well. I have felt fully supported by my colleagues and co-workers whenever I have shown interest in leadership. I feel very fortunate that I work in a field where people are valued for skills, relationship and team-building. I have never seen gender play a part.

Based on your experience, what advice can you offer to other women who aspire to leadership roles?

Be yourself, budget your time, be positive and work hard.

What do you do when you’re not working (hobbies, community involvement, etc.)?

I am active in the Bartholomew County Breastfeeding Coalition (a part of Healthy Communities). I spend a lot of time with my kids and husband when I’m not at work. Both of my sons play soccer, and Violet is taking ballet lessons.

I wouldn’t call her a hobby, but we have enjoyed having an exchange student daughter this year through PAX. I am a runner and have completed both Mill Race half-marathons. I love to read (especially nonfiction) and travel.

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2015 Women in Leadership

Jennifer Rumsey Job title: Vice president of engineering, Engine Business Company name: Cummins Inc. Company address: 500 Jackson St. Family: Husband, Jim; daughters, Helen,13, and Katherine, 10 Education background: Graduated from Columbus East High School; bachelor’s in mechanical engineering from Purdue University; master’s in mechanical engineering from Massachusetts Institute of Technology Employment background: Four summers as an intern at Cummins while pursuing my undergraduate degree at Purdue; just over two years as a controls engineer and then controls team leader at Nuvera Fuel Cells in Cambridge, Massachusetts, upon graduation from MIT; 2000-2014: Joined Cummins in 2000 and have held various engineering roles across Cummins’ business units, including advanced technology development, new product development and current product engineering; 2014-present: vice president of engineering for the Engine Business. In this role, I’m responsible for the engineering of new products and support of current products for all Cummins engines that serve a variety of on and off highway market applications around the world.

What do you like most about your job or career field?

I chose to study engineering because I enjoyed math, science and solving problems, and the field provides a wide variety of job opportunities. In my career I’ve transitioned into technical leadership roles because I enjoy leading teams to better understand our customers and delivering the products that meet their needs and expectations, while also balancing environmental regulations, our business considerations and technical constraints. I find coaching and developing others to be one of the most satisfying parts of my work. After spending the first 18 years of my life living in Columbus, I have also really enjoyed experiencing different cultures as I’ve traveled and worked with customers and many members of the Cummins team around the world.

There are a couple of key reasons I like working at Cummins. First, the company values resonate 18 The Business Connection SPRING 2015

with my own personal values. Second, I’ve been working in roles and for a company where we’re making a real and positive difference for people (our customers, people on my team and employees across the world), on the environment by producing increasingly environmentally friendly products, and in the communities where we live and work.

What are the biggest challenges you face?

One of my biggest challenges has been figuring out how to balance my career and my personal life. My husband, Jim, and I have had to constantly evaluate how we do this at the various stages of life, from when both of us were working long hours at start-up companies to having young children, to now schoolaged children in various activities of their own. This has impacted professional decisions (what each of us is doing professionally) and activities in which I am engaged outside of work. I try to keep the things that are most important at the forefront to be my best professionally and personally.

Can you describe a typical day?

I travel about 20 percent of the time – often out of the country. When I’m in the office, I spend much of my time in meetings (business meetings, technical meetings, customer meetings and staff meetings), mentoring and coaching. I’m often in the office early for phone calls with people in China or India, for example. I try to protect dinner/early evenings and weekends for my family, exercise and church activities.

How would you characterize your leadership philosophy or style?

Know yourself and look for ways to continue to learn and make yourself better. Take time to get to know the people you work with, understand what motivates them, build a relationship of trust, and show that you care about them. This lays the foundation to set challenging goals, creates an environment where you can openly talk about challenges and how to solve them, and also empowers people to achieve their best.

Always understand the bigger picture and strive to do the right thing (for the customer, the company and the people on the team).

What leader do you most admire or try to emulate? Why? While I never had the opportunity to personally know J. Irwin Miller, I admire what he stood for as a leader in the community and at Cummins. He was focused not just on the success of the company, but he had strong beliefs in ethics, integrity, diversity and community involvement, which are still at the heart of Cummins today. Miller stood up for doing what was right for people and for being a responsible corporate citizen at a time when it wasn’t the norm in the business world. He helped make real change in the civil rights movement and in our community.

Have you had a good local mentor and if so, what’s the most important thing you learned from that person?

I’ve had several mentors during my career that I’ve looked to for advice and guidance. There is one mentor in particular that I’ve had since my college days when I first started pursuing engineering. I learned several import things from this individual.

First, he helped me “think big” in terms of where I could go in my career in engineering, and he constantly challenged me to push myself both in terms of my goals and my career. Secondly I learned to think much bigger and broader about what being a strong engineering leader means. This includes understanding the importance of building strong relationships both inside the company and externally and leveraging those relationships; realizing the value of understanding and engaging in the entire business, not only limited to the technical work; and understanding the value and impact of setting challenging goals for an organization.

Has the perception of women in leadership roles changed in the last 20 years? If so, how?

I believe the perception of women in leadership roles has changed and improved over the past 20 years as

more women assume leadership roles. Increasingly, we are seeing women break through the barriers that have long existed (and in many cases still exist) that have kept women out of leadership roles.

These barriers include biases and limitations inside the workplace and barriers outside the workplace including how a woman can navigate a career while raising a family, societal expectations of women, and the existing perceptions that exist relative to women in certain fields and roles that have long been male-dominated. As women break down barriers and become successful leaders, society has more women role models, which is tremendously important to changing the perception and allowing more women to become leaders. There is also much better corporate awareness of the problems that exist and focused efforts to address these problems.

Unfortunately you still see many more men rising to leadership roles than women. In engineering, in particular, we still struggle even to attract women to pursue careers in the field of engineering, and it will take continued efforts and outreach to make the necessary changes.

Based on your experience, what advice can you offer to other women who aspire to leadership roles?

It is important to be confident in your capabilities and not be intimidated or overshadowed when surrounded by men. Early in my career I would sit in meetings and be the only woman in the room, and it could be intimidating. Fortunately, I’m a pretty confident, extroverted person by nature and had supportive managers who encouraged me to be actively engaged.

I would also advise women to not be afraid to stretch your limits, even if that means you’re doing something that has never been done before. Never give up in pursuit of your professional goals and be creative as you determine how to reach them.

Having a network and support of other women who are facing similar challenges in the workplace and in their personal life or who have already successfully navigated similar challenges is very helpful. I highly recommend reading Sheryl Sandberg’s book, “Lean In.” What do you do when you’re not working (hobbies, community involvement, etc.)? My family and I are active in First United Methodist Church. We enjoy traveling and rarely go the same place twice. I enjoy the outdoors, including cycling and hiking and spending time on the lake where we live.

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2015 Women in Leadership

Lisa Shafran Job title: President Company name: Turning Point Domestic Violence Services Company address: Columbus Family: Husband of 31 years, Joe; daughter, Jessica; son, Drew Education background: B.A. Bethany College, West Virginia Employment background: Prior to joining Turning Point two years ago, 10 years at Heritage Fund as VP of development; prior human resources at Neiman Marcus and Bloomingdale’s What do you like most about your job or career field?

I come to work every day with a group of people that no matter what the challenge they are invigorated by the work they do and by the opportunities that lie ahead to change the landscape in dealing with domestic and dating violence. The rapid growth in primary prevention, getting in front of domestic violence before it can occur, provides the opportunity to engage communities at all levels.

The more we talk about the issue and keep it as part of the conversation in schools, workplace and homes, the better chance we have to reduce victimization. The other very important piece I want to mention is the number of selfless volunteers who give hours and expertise to Turning Point.

Their dedication is another great indicator of the dedication to a violence-free community.

What are the biggest challenges you face?

This year Turning Point turns 40 years old. What started in 1975 as a safe haven for victims of domestic violence in a local motel has grown to a multi-county agency providing both residential and non- residential services and expanded to include dating violence prevention education to youths. All of this work requires face-to-face interaction. Add to that we are a 24/7 service provider, and the ability to expand our professional staff to meet the need is a constant challenge. Our existence is dependent on the generosity of our communities and ever-changing state and federal funding; we face those challenges 24/7/365, every year.

Can you describe a typical day?

I wish there was a typical day at Turning Point.

The nature of the work we do is dictated by 20 The Business Connection SPRING 2015

crisis, and many days that fact will affect the priorities for that day.

How would you characterize your leadership philosophy or style?

I would characterize my style as approachable and fair, providing a communication framework for all members of our team to have the tools needed to not only do their job but encourage both personal and professional growth. I see this as a very important part of my role in the development of the next generation of leaders for Turning Point. Our agency is very much a team, and it is crucial to me that each member understands the value and talent they bring to the whole. Equally important is creating the atmosphere of professional and personal balance.

What leader do you most admire or try to emulate? Why? Many years ago, as a management trainee in a forprofit company, I had the opportunity to work on a special project with a member of senior management. As one would expect at that time period (late 1970s), she was the only woman in a sea of suits (yes, men wore suits every day back then).

There were many things I learned as I watched her navigate her way through this project, but the one that stands out most clearly is no matter how many times she appeared to be minimized by her male counterparts, she would make her contributions with a firm sense of calmness that was disarming. She listened intently to every word spoken, maintained a constant professional, courteous demeanor and never shied away from contributing to the conversation.

I never saw her waver, and to this I day value that display of courage and professionalism. By the time the project came to a close, it was clear everyone was on a very level playing field of respect.

Have you had a good local mentor and if so, what’s the most important thing you learned from that person?

I have had an outstanding local mentor in Sherry Stark. Sherry and I spent eight years together at

Heritage Fund, and she truly is the one responsible for my introduction and fueling my passion for not-for-profit work. Two very important lessons Sherry taught me: First, surround yourself with people who share your passion and give them the power to succeed; second is being in a leadership role can be lonely.

Has the perception of women in leadership roles changed in the last 20 years? If so, how?

I believe the answer to this question can be yes and it also can be no, dependent on the business segment and culture, role and geographic location.

According to an article written in March 2014 titled “The Women’s Leadership Gap” by Judith Warner, women make up the majority of the population and hold over half the professional level jobs. Although much improved over the past 20 years, they still are substantially lagging behind men in leadership roles. My observation has been the acceptance of women in high level roles has become more of the norm in the last few decades, and I continue to be encouraged by the number of women-started/owned businesses and the rise of women in what were traditionally male-dominated fields.

Based on your experience, what advice can you offer to other women who aspire to leadership roles?

Having a good solid sense of your personal strengths and weaknesses is a key factor in building a team that is complementary. This speaks to surrounding yourself with people who are in the right roles both for their personal growth and that of the organization.

What do you do when you’re not working (hobbies, community involvement, etc.)?

My husband and I just bought a new home, so time is filled with redecorating and a lot of gardening coming up this spring. I enjoy playing bridge and traveling. I’m currently serving on the boards of the Columbus Visitors Center and Centra Foundation.

What famous leader, living or dead, would you most like to meet and why?

Eleanor Roosevelt. By refusing to take the back seat as first lady, she transformed the role and expectations on both the national and global stage for the women who followed. She addressed women’s issues and took up the charge for minorities and the underprivileged, serving as a trusted unofficial adviser to her husband during his presidency. History tells us the path was not an easy one, but her successes define the characteristics of a strong woman of conviction and purpose despite personal pain.

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22 The Business Connection SPRING 2015

Core values change lives Career training leads to brighter futures for Atterbury Job Corps students

By Barney Quick n photos by GREG JONES

I

f you’re looking to be inspired by a concentration of empowered, focused, ambitious young people, you’d be well advised to visit the Job Corps campus at Camp Atterbury. Job Corps is a no-cost education and career technical training program that helps young people ages 16 through 24 improve the quality of their lives through career, technical and academic training.

At the Atterbury center the training and classroom buildings are brimming with activity ranging from masonry to welding to painting to culinary arts. Conversations along the walkways between them frequently focus on mentoring and leadership.

Top: The Atterbury Job Corps has developed a successful partnership with Franklin Heritage. The corps did extensive work to restore the floor of The Historic Artcraft Theatre, helping to gain additional seats in the process. Opposite page: Davonte Dixon works on a practice wall in the masonry trades building.

Left: A sign on the Atterbury Job Corps campus where buildings house the training and shop areas.

SPRING 2015 The Business Connection 23

Top: Health care student Breanda Harris has her blood pressure checked by fellow student Kenneth Dawson in the lab where they learn and practice daily. Above: Laying out his tools and materials, Brandon Boykin will lower his welding helmet before he strikes an arc in the welding area.

24 The Business Connection SPRING 2015

The Job Corps program, administered by the U.S. Department of Labor, is 50 years old this year. During that time, public awareness of it has waxed and waned, but the Atterbury center has been stepping up its presence of late. Business and community director Jeff Byrd speaks frequently to area chambers of commerce and economic development groups. Students apply their skills on community projects in nearby towns and cities.

The Atterbury facility has a maximum capacity of 410 students. Staff numbers around 220. “We bring 10 to 15 new students in each week,” Byrd said.

There are two female dorms and four male dorms, with three currently in use. Along with training and education buildings, other features of the campus include a wellness center with a 24-hour nursing staff, a doctor and a dentist, a cafe where students take their meals, a movie theater, a field house that includes a basketball court, weight room, arts and crafts area and pingpong tables, and baseball and softball diamonds, soccer fields and a running track.

Completion of a given training program generally takes one to two years. There are three phases to a student’s stay with the corps: career preparation, career development and transitions.

Students commence the transitions phase when

they’re about 70 percent through their training.

They work with counselors to set their career paths.

Atterbury Job Corps maintains a relationship with Ivy Tech Community College of Indiana by which graduates can continue to live on campus while studying at the college. Financial aid usually pays for books and tuition. The program has a capacity of about 20 students.

The site’s proximity to Camp Atterbury Joint Maneuver Training Center has led to strong partnerships with all branches of the military, and many students segue into military service upon completion of their corps training.

“We work with students to ensure that they get the best possible scores on their ASVAB [Armed Services Vocational Aptitude Battery] test,” Byrd said.

A look inside the masonry building finds several projects in various stages of completion. Regarding a recent crop of students busy laying bricks, instructor Aaron Boyd said, “I’m just ecstatic about how they’re doing.” He noted that “it’s all about

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production” and that he confers with each student about his daily production rate record.

All students maintain a Training Achievement Record, or TAR, the main document reflecting their grade history.

In the welding building, student Marissa Longoria, from La Porte, who serves as foreman of her team, said that students learn mainly stick welding, along with some MIG and TIG, and plasma cutting. She aspires to a career in the railroad industry. “I’d like to train as a conductor,” she said. “If that doesn’t work out, I’ll go back home and apply with CSX for a welding position.”

Aisin U.S.A. Manufacturing, a Seymour-based automotive-components maker, has an internship program for corps welding students. “The students work an actual shift,” Byrd said. “It’s an opportunity for the company to test-drive a future employee.”

Students in the electrical program have contributed visibly to several community projects nearby. Instructor William Gray said, “We did the

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In addition to academic training, Atterbury Job Corps provides career technical training in the following vocational trades: > Brick masonry > Carpentry > Cement masonry > Certified medical assistant > Certified nursing assistant > Culinary arts > Electrical > Facilities maintenance > Glazing > Heavy equipment operator > Heavy equipment repair > Office administration > Painting > Security/military career preparation > Welding

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rehab work at Girls Inc. in Franklin. I train students in conduits, safety switches, disconnects and panel locations. It’s good exposure. Contractors can see their work.”

At Franklin’s Historic Artcraft Theatre, corps students removed 400 seats, refinished the cement floor and reinstalled the seats. Platforms holding electrical wiring also were removed. The project took 19 days.

A typical training day begins around 6 a.m.

Students dress in the appropriate uniform for their training, eat breakfast and report to their classrooms or training areas at 8. The day is structured much like it will be in the workplace, with an hour for lunch and two 15-minute breaks. It ends at 3:30.

Students report to their living units for 3:45 p.m. dorm meetings. In the evenings, they can avail themselves of the recreational amenities. In some cases, they’re getting extra help in various areas from counselors.

There is a weekly grade card for aspects of the corps experience beyond that covered by the TAR. These include workplace relationships, ethics, independent living, multicultural awareness, interpersonal skills and career planning.

Chicago native Shaunt Pasley is a former student who has come back to be a resident adviser in a dorm. After leaving Atterbury, she earned an associate degree in human services and has her sights set on a bachelor’s degree in psychology.

“I’m starting on the third shift, but I want to move up to prime shift, so I have more interaction with students.”

She said that when she arrived as a student, support from her family was basically nonexistent.

Above: Students maintain and do much of the remodeling work for the Job Corps buildings at Atterbury. Here, Chase Mattingly sands drywall for new office space in an administration building. Opposite page: Michael Hellems uses an edger as Logan Vaughn watches in the shop where students begin with mixing the cement and then practice with different tools as they work through the stages of the concrete.

“My mom didn’t even want to know about financial aid.” She’s pleased to report that her mother is now proud of her accomplishments.

She returned because of the staff and faculty that believed in her. “I’d look in the mirror and mainly see my physical flaws. I had no idea others were seeing much more.”

The Atterbury Job Corps Center’s director is Redford Salmon. He also directs a nonresidential Job Corps program in downtown Indianapolis called Indypendence.

While the Job Corps is a function of the federal government, its 125 centers throughout the country are run by private contractors. The Atterbury center is overseen by the Chicago Regional Office of Job Corps and run by Reno, Nevada-based Adams & Associates, a firm specializing in the operation of youth programs for government agencies on the local, state and federal levels.

It’s true that many Job Corps students come from less-than-optimal home circumstances. Hence the emphasis on soft skills and instilling a sense of ambition as well as imparting the skills of specific trades. “In the short term, it’s about career,” Byrd said, “but in the longer term, we hope it’s about changing a cycle.”

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from autos to yo-yos Flambeau’s plastic molding business has known many ups and few downs

F

By Barney Quick n photos by GREG JONES

lambeau’s corporate vision, “bring[ing] plastic to life,” encapsulates both of its realms of commitment: continuously refining its expertise in shaping that material and having a positive impact on the human condition. Its website, its annual themes for corporate strategy and its orientation materials for new associates all reflect that dual sense of purpose.

Flambeau’s structure has several organizational layers. Flambeau itself has four divisions: retail, automotive, industrial packaging and medical.

Flambeau, in turn, is part of Baraboo, Wisconsinbased Nordic Group, which is involved in endeavors ranging from ski resorts to financial services.

28 The Business Connection SPRING 2015

Perhaps its best-known company is Duncan, the yo-yo manufacturer.

The entire group has its roots in the 1937 purchase of a plastic injection molding machine by William R. Sauey, still active in Nordic’s leadership.

The Columbus Flambeau plant’s activities span three of Flambeau’s divisions. The 177,000-squarefoot facility at 4325 Middle Road turns out automotive trim, tackle boxes, art-supply boxes and packaging for yo-yos and turkey calls, among other products. It also serves as a distribution center for other Flambeau sites.

The northside plant opened in 1978 as Raaco, also a family-owned company in the plastic molding business. It was acquired by Flambeau in 1984.

“This plant’s focus remains retail products, but we want to grow the other markets,” says operations manager Mark Shirley. “That makes sense, given Columbus’ proximity to automotive and industrial activity.”

The last couple of years have witnessed significant growth. “We made it public knowledge through our board that we’d made about a $2.5 million capital investment in this plant,” says Shirley. There have been commensurate staff additions, including maintenance personnel, process technicians and engineers.

Last November, the plant earned TS-16949.

Stacy Elliot, left, and Laura Brightwell check a part in the quality control room at Flambeau. Opposite page: Special edition tackle boxes sit in front of stacks of others waiting to be shipped from the Columbus Flambeau factory. Above: Tyra Taylor fills a retail display box with Duncan yo-yos.

SPRING 2015 The Business Connection 29

That’s a technical automotive standard that quality manager Barry Bledsoe characterizes as “ISO9000 on steroids.”

The teamwork ethos is evident throughout the facility’s operations. It has instituted a program called Enterprise Excellence, which is implementing lean manufacturing systems. A continuousimprovement team meets on a regular basis.

That kind of participatory decision-making is how the staff designed a particular area of the plant recently. “We brought together a team of management, operators and material handlers to explore various alternatives for laying it out,” says Shirley. “The team decided on one and implemented it.”

Process manager Joe Lynch is the one staff member who has been there since 1978.

Management describes him as an invaluable resource for streamlining operations. “We had a customer who didn’t exactly know what color scheme he wanted for his product,” says Shirley. “That’s where Joe’s knowledge comes in. We ran samples and shipped them, and it turned into a 25,000-piece order, all from a phone call.”

“Typically, I get involved from the time a mold hits the floor until production gets underway,” Lynch says.

The Columbus plant’s injection molding presses 30 The Business Connection SPRING 2015

range in tonnage from 45 to 1,500. It also has 15and 35-pound blow-molding capabilities.

“The process is the same whatever the product,” says Shirley. “You can do work for all three divisions in the same press.”

The value placed on teamwork extends to the Flambeau corporate level. Shirley meets at least monthly with other plant managers.

He and his Columbus colleagues say they can reach out to headquarters in Baraboo any time.

“Soon after I arrived here, I could recognize the voices of corporate management as well as my fellow plant managers on the phone,” he says, adding that Jason Sauey, the founder’s son and current president, “can come in here and know many of us by name, and that’s the way it is at all the plants.”

There is a retail outlet store in the main entrance area of the building. Several Flambeau brands — Mad (the bird calls), ArtBin (the art-supply boxes) and Duncan, among others — fill rows of shelves.

At the receptionist’s window is a suggestion box, into which consumers are invited to drop ideas for future products.

Flambeau’s six core values, expounded on in its promotional literature, are family, integrity, leadership, teamwork, knowledge and excellence.

The four facets of its strategic platform are outstanding people, distinctive brands, unique

Above: Mark Shirley and Nancy Akemon check stock ready for shipment in the warehouse area. Opposite page top: Maintenance techs Roger Michaels, left, and Joe Lynch monitor the operation of a molding machine.

Opposite page bottom: Stephanie Christian assembles and applies graphics to parts as they come to her.

products and operational excellence.

Brochures that explain the values and facets in detail are given to new hires as part of orientation.

They are replete with quotes from figures ranging from Aristotle to Victor Frankl to Tony Dungy to Pope John Paul II. “Our founder is a very scholarly type of person,” says Shirley.

“I also provide new hires with a video by Jason Sauey that further explains our culture,” says human resources manager Brooke Coomer.

A stroll through the plant with Shirley, Bledsoe and manufacturing engineer Jim Horn is edifying not just for the display of their grasp of the technologies being employed in every work area. They are also focused on the goods being made and where in the world they will go.

“We make a wide variety of products that touch a lot of lives in a lot of different ways,” says Shirley.

“A package of resin pellets comes in here, and it’s amazing what it turns into.”

SPRING 2015 The Business Connection 31

What’s for lunch?

The answer can depend on where you work

T

By Barney Quick n photos by Greg Jones

he noontime meal is somewhat different from breakfast or supper for people who work. One is generally not at home, so pulling together ingredients from the pantry is not an option.

Dining in at restaurants can impose time pressures. So how do those toiling away at various occupations in Columbus get their midday sustenance?

Michael Whitfield, who, along with his wife, Olesya, owns Olesya’s Kitchen, provides an option that’s increasing in popularity. Whitfield says he regularly makes the rounds of businesses ranging from Bradbury’s Waterin’ Hole to Kinney Paper & Chemical Co. to ABC-Stewart School to Federal Express. Several hair salons, including Innovations, Parlor 424, Elan and Renaissance, order from him frequently.

Above: Claas employees place their orders at the Super Mercado La Mexicana taco truck.

Opposite page: Norma Zuniga fixes a burrito made to order in the kitchen portion of the truck.

32 The Business Connection SPRING 2015

SPRING 2015 The Business Connection 33

“I have a contact list of around 200,” he says. “I send them text messages with the weather report for the day. If conditions aren’t favorable for getting out for lunch, they often think of us.”

He and his wife, an Indiana State Fair award-winning baker, obtained the proper zoning designation to set up a commercialgrade kitchen in their garage and went into business in 2012. They rise early to gear up to serve their lunchtime circuit.

“I don’t encourage her to make the same thing everybody else makes,” says Whitfield.

“We have some unique offerings, such as pulled pork and jasmine rice with julienned minicucumbers, quinoa dishes, borscht, cabbage rolls, Ukrainian pastry nuts, honey-yogurt granola, and sweet potato pound cake.” He also touts Olesya’s chef ’s salad, for which she marinates and grills the chicken breast.

Matthew Jackson, owner and hair designer at Parlor 424, says, “I never have a set lunch. If I have a 10-minute window, by ordering from Michael, I can take that time to eat instead of spending it pondering my options. I’d probably make less healthy decisions by going with

Above: Jana Pappas, left, rings up the to-go lunch order for Melissa Rose at the Columbus Bar. Top: With lunch for three in her bike’s rear basket, Rose rides back to the Bicycle Station on an overcast January day.

34 The Business Connection SPRING 2015

most alternatives.”

He’s particularly fond of the chef salad and the quinoa offerings. Hair designer Brooke Henderson is a fan of the chicken chili and chicken burritos.

Mark Thomson, co-owner of Pace Tool & Engineering, says his company has a longestablished relationship with Papa’s Deli.

“We’ve been having them deliver daily for about three years. It’s been a very efficient situation for us. One quick phone call does it.

We’ve developed a rapport with the good folks there, from Noah the delivery guy to Betty, Anita and Harry.”

How did the arrangement come about?

“The convenience and menu selection were the driving decision makers for us. I’ll quickly review the daily special on their website, which is typically our choice. However, knowing the guys’ tastes, I’ll substitute a proven go-to if the special isn’t for us. We love the chili and toasted-cheese sandwich, and most all of their wraps. Their offerings are generally much healthier than the typical fast-food options.”

Seymour-based Super Mercado La Mexicana operates multiple food trucks in the area, one

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of which comes to Woodside Industrial Park.

According to Stan Durnal, parts technical manager at Claas, when it arrives there, it’s “not unusual for 20 people to be standing in line. We even open the door for them so they can drive inside.”

He says, “I think it comes nearly every day to Enkei, but only on Fridays for us. It’s as authentic as you can get. The chicken taco on flour, with everything, has me hooked. They do their own sour cream and red sauce.”

Wade Day, president of Hoosier Air Transport, says that his company’s proximity to Taylorsville dictates a fair amount of the decision-making among his crew: “The shop guys usually bring their lunch, and the rest of us utilize the restaurants around the outlet mall.

It’s always the big question of the day: “What are we going to eat today?”

He says that those ordering out often consolidate their requests and send a designated colleague on a food run up U.S. 31. Pizza deliveries are often on the menu as well.

He notes that some traditions have developed around certain times of the year: “For holidays we have food catered in and set

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up a big spread in the drivers’ lounge. I also have a big grill that I tow behind my RV for tailgates that I bring in during the summer to cook dogs and burgers for everyone.”

Ryan Wooley, digital marketing specialist at IUPUC, says that the folks in his office area generally stay on campus. Most often, they go downstairs to the IUPUC Cafe, but occasionally avail themselves of the Biker Cafe situated in the Columbus Learning Center. “The guy rides in on his bicycle and makes his coffees on a machine attached to the back,” he says. “He also has pastries and cookies.”

The Bicycle Station, situated as it is at 12th and Washington streets, offers its crew some nearby options, such as Joe Willy’s Burger Bar a block south, and Zwanzigz Pizza at 11th and Lafayette. They order collectively from those places when they don’t brown-bag it. Owner Matt Battin is particularly fond of Joe Willy’s A-1 Burger and finds the daily Zwanzigz specials compelling. They occasionally get lunch from places a bit farther away, such as the Columbus Bar or Jimmy John’s.

With an employment rate that is the envy of many other Hoosier communities, there are a lot of hungry, busy citizens in Columbus in the middle of the weekday. There are as many ways of addressing their cravings as there are styles of work that they do. Where there’s a need, there’s generally some inventive soul who has provided a way to address it.

36 The Business Connection SPRING 2015

Above: Working in the commercial kitchen at her home, Olesya Whitfield begins preparing a recent order of chef salads. Below: The completed salads are ready to be loaded into the cooler and delivered to customers.

Left: Anita Vaughan of Papa’s Deli dishes up an order of the day’s special for delivery to Pace Tool & Engineering at Columbus Municipal Airport. Right: Noah Vaughan delivers the lunch order that owner Mark Thompson had called in that morning.

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on the move

Jon Scheidt, a staff appraiser with Don R. Scheidt & Co. Inc., has received his SRA designation certificate from the Appraisal Institute. The SRA membership designation is held by appraisers who are experienced in the analysis and valuation of residential Jon Scheidt real property. According to the company, Scheidt and his father, Tim, comprise the only father/son team holding SRA designations in the history of Columbus.

Don R. Scheidt & Co. has seven designated associates (SRA and MAI) handling residential and commercial valuation assignments in Columbus, Indianapolis and Lafayette.

Imelda Vazquez, adjunct faculty in Spanish at Ivy Tech Community College Columbus, has been selected to receive the Adjunct Faculty Award for Excellence in Instruction. The award is presented annually to an Imelda Vazquez adjunct faculty member in an effort to recognize individuals who typify excellence in instruction and in representing the mission of Ivy Tech. The award consists of a commemorative plaque and a professional development grant in the amount of $250.

Vazquez, a native of San Luis Potosi, Mexico, has taught Spanish for Ivy Tech for more than six years. She was selected as a result of her creativity, resourcefulness, motivation and enthusiasm, in addition to her 38 The Business Connection SPRING 2015

ability to develop and retain good personal relationships and the high level of knowledge and skills acquired by her students as a result of her instruction. She was also recognized for her passion for her native language and her knowledge of the Hispanic culture.

Betsy Free has opened the 10th Edward Jones office in Columbus at 1006 25th St. She has been working with financial adviser Ken Free for the last two years to serve investors throughout the Columbus area. Edward Jones, a Fortune 500 company, provides financial services for individual investors in the United States and, through its affiliate, in Canada.

Daryl and Jane Yeoman have purchased the Columbus franchise of Stanley Steemer carpet, furniture, tile, grout and hardwood cleaning services. The Yeomans have been Stanley Steemer franchise owners since 1989.

Lead technician John Stephens of Kokomo has moved to Columbus and will manage the operation. He has 10 years of experience with the Yeoman franchise.

Pamela Carter is retiring as Cummins Inc.’s Distribution Business president effective April 1.

She was the first woman to lead one of Cummins’ four main business units, and in 1993 she became Indiana’s attorney general — the first African-American woman Pamela Carter elected a state attorney general in the United States, according to a Cummins news release.

Tony Satterthwaite

Antonio Leitao

Richard Beckort

John Quick

Mary Stroh

She has been with Cummins since 1997.

Carter initially served as the company’s vice president – general counsel and corporate secretary.

She then held several key positions within Cummins Fleetguard before leading Cummins Filtration from 2005 to 2007. She has been president of the Distribution Business unit since 2007.

Tony Satterthwaite has been named as Carter’s successor as president of the Columbus-based Distribution Business Unit. A company vice president and member of its leadership team, he is president of Cummins Power Generation.

Antonio Leitao, vice president of power products for Cummins Power Generation, will succeed Satterthwaite as the leader of that business unit. Both assume their new roles April 1.

The Board of Trustees of Ivy Tech Community College Columbus has slated three new officers for a three-year term. Richard Beckort will be chairman; John Quick, vice chairman; and Mary Stroh, secretary.

Beckort, agriculture and natural resources extension educator for Purdue University in Jackson County, has served as a trustee on the Ivy Tech board since 2006.

Quick is superintendent of Bartholomew Consolidated School Corp. and has served as a trustee since 2007. Stroh is an attorney with Sharpnack Bigley Stroh & Washburn LLP and has served as a trustee since 2012.

Business & Industrial Federal Credit Union held its 55th annual meeting in January.

Volunteer directors re-elected for three-year terms were Jerry Williams, Mary Morford and Roberta Mullins. Business & Industrial is a not-for-profit community chartered financial institution serving people who live, work, worship, attend school in and volunteer in Bartholomew, Jennings and Jefferson counties.

Columbus native Stacey Poynter has been named district director of the U.S. Small Business Administration Indiana District Office. He has been employed by the agency for seven years and has held multiple positions in the Indiana District Office including lead lender relations specialist and most recently deputy district director and acting district director. He is responsible for managing the strategic activities for the Indiana District Office and ensuring the delivery of all SBA programs throughout the state. He is a graduate of Purdue University with a degree in management and has more than 20 years of financial experience in Indiana, having worked as a commercial loan officer, small business lender specialist and branch manager for banking and finance institutions in the state.

Melodie Yarnell of Jackson County Bank has been promoted to vice president of risk, compliance and security. She is responsible for the bank’s risk management function.

She is a graduate of Indiana Melodie Yarnell Wesleyan University, with a bachelor’s degree and a master’s degree in business administration and has nearly 20 years of banking experience.

Kelsey Esquinas of Columbus, talent acquisition manager at Faurecia Emissions Control Technologies, was among 15 young professionals recently selected to serve on the Young Professionals Advisory Council of the Society for Human Resource Management.

The council advocates for SHRM’s professional members under age 30 and provides guidance for attracting and retaining non-member young professionals.

— Staff Reports SPRING 2015 The Business Connection 39

Around the WATER COOLER Impact Forge lands state tax credits

A Columbus automotive supplier has been offered up to $250,000 in conditional tax credits from the state based on its plans to add 30 jobs by the end of this year. Impact Forge Group LLC also received a 10-year tax abatement from the city of Columbus for its plans to make a $7.5 million capital investment in new equipment.

The tax credits are performance-based, meaning that until new workers are hired, the company is not eligible to claim incentives. Impact Forge already has begun hiring to fill the new positions.

The city approved its incentives at the request of the Columbus Economic Development Board.

Impact Forge’s main plant is at 2805 Norcross Drive, a 138,000-square-foot facility in the Woodside Industrial Park near Walesboro, where the company invested $3.8 million in new equipment last year.

That was the company’s first stage of installation of new equipment. With its second phase, the company plans to update its forging capabilities, increase overall capacity, lower its energy usage and add a third shift to its operations to expand production of components for new eight- and ninespeed transmissions.

Columbus has high apartment rates

Renters in Columbus pay the second-highest apartment rates in Indiana. That goes against the prevailing trend from a recently released Tikijian Associates study showing that high rent prices are common in cities that are home to large universities.

Only tenants in Bloomington, home to nearly 37,000 Indiana University students, paid more last year than 40 The Business Connection SPRING 2015

renters in Columbus.

The state’s four most expensive areas for apartment living are Bloomington, $894; Columbus, $821; Lafayette/West Lafayette, home of Purdue University, $789; and Muncie, home of Ball State University, $741.

What’s driving Columbus apartment prices compared with other high-rent areas is a growing number of employees working at the headquarters and manufacturing facilities of Cummins Inc., the region’s biggest employer, according to the brokerage firm that researched Indiana rates.

During the past five years, the number of Cummins employees based in Bartholomew County has grown 43 percent, from 5,400 to 7,700, said Jon Mills, Cummins director of external communications. During that same period, Tikijian Associates found that the average cost of rent in Columbus had gone up 10 percent — from $744 in 2009.

The other major difference between Columbus and the university towns is the number of apartments available to rent. Bloomington and Lafayette/West Lafayette each have more than 10,000 rental units, while Columbus has just under 3,000.

New program at Marsh

Marsh Supermarkets, including the store at 3025 25th St., recently announced a Cardiac Care Program at its 39 Indiana pharmacies. The program provides patients with free prescriptions of common medications used to treat many heart conditions as well as access to nutrition resources to support a heart healthy diet.

Patients can get a 30-day supply of furosemide or hydrochlorothiazide tablets free with a prescription from their physicians.

Marsh is the first pharmacy in Indiana to offer a free program focusing on these cardiac medications and also offers a Diabetes Care Program in which patients can receive one of seven diabetes medications free. Since the Diabetes Care Program began in 2011, Marsh Pharmacy has given away more than 62,000 free diabetes prescriptions, saving Hoosier patients more than $1 million in prescription costs.

Jeffersonville port set record

JEFFERSONVILLE — Indiana’s Ohio River port in Jeffersonville handled a record 2.4 million tons of cargo in 2014.

Last year was the first time the port just north of Louisville, Kentucky, shipped at least 2 million tons of cargo in one year. The 2014 cargo volume eclipsed the previous record set in 2006 by more than 464,000 tons.

Ports of Indiana CEO Rich Cooper says the port’s record cargo was driven by record shipments of grain, steel and salt. He says the port allows companies to “reach world markets from the Midwest.”

The Port of Indiana-Jeffersonville opened in 1985, becoming Indiana’s second on the Ohio River.

The first was the Port of Indiana-Mount Vernon, which opened in 1976 in far southwestern Indiana.

to temporarily close its tin mill. Company spokeswoman Sarah Cassella told The Times in Munster that layoffs will begin at the East Chicago Tin plant in mid-March. She said low-priced tin product imports have hurt domestic business.

“The idling is temporary, but we cannot comment as to the duration,” Cassella said. The company plans to bring the plant back online when market conditions improve.

U.S. Steel has announced roughly 1,300 layoffs across the country this year. The company already laid off 756 workers in January when it idled plants in Ohio and Texas.

The Pittsburgh-based company is also planning to permanently shut a coke-making plant in Granite City, Illinois. Cassella told the Belleville NewsDemocrat that the mill’s two ovens are more than 30 years old and are no longer efficient enough for the market. Layoffs are expected for 176 workers.

TechTop receives abatement

A local automotive equipment distributor has received a tax abatement to expand its warehouse in Woodside Industrial Park. TechTop Realty LLC,

see WATER COOLER on page 42

Koorsen buys Nusun property

An Indianapolis-based fire protection company is moving its Columbus operations to the vacant former Nusun building.

Koorsen Properties II LLC bought the building from the city for $560,000 and will lease it to Koorsen Fire & Security. The fire protection company, founded in 1946, needed a bigger space, said Keith Koorsen, owner and vice president.

Koorsen is in the process of starting to remodel the 10,000-square-foot building on 3.66 acres in Woodside Industrial Park, where Nusun had produced solar panels.

The company could move in within a few months, he said. Once it moves into the new space, it will either sell or lease its current office on Progress Drive off U.S. 31 on the city’s north side.

U.S. Steel plans layoffs at tin mill

EAST CHICAGO — U.S. Steel says it will lay off 369 workers in East Chicago as it plans SPRING 2015 The Business Connection 41

WATER COOLER continued from page 41 which leases the 55,000-square-foot warehouse to LHP Technologies, plans to spend $2 million to add 60,000 square feet of space.

It received an abatement from the Columbus City Council for additional taxes that come about as a result of the investment. Once the warehouse is complete, the company will see gradual increases in its tax bills during the next 10 years, rather than paying taxes on the improvements immediately. The company also received an abatement in 2008.

Ryan Hou, CEO of both companies, said the expansion is necessary because the existing warehouse is full, mostly with products from all sections of the automotive industry waiting to be distributed to area customers.

It also will mean adding at least two jobs, a conservative estimate for the additional hands needed to work in the larger space, by August 2016, he said. Those jobs will bring the total number of workers at LHP Technologies to 12.

IU Health to lay off 96 at Martinsville

MARTINSVILLE — Indiana University Health Morgan Hospital in Martinsville will lay off 96 employees when it stops admitting patients for overnight stays beginning April 1.

The Indianapolis Business Journal reports a notice that IU Health filed Jan. 27 with the Indiana Department of Workforce Development says a third of the displaced workers will be nurses. Others will be respiratory therapists, pharmacists, food workers and support staff.

The Martinsville hospital will still offer outpatient services, but if patients need to stay overnight, they’ll be transferred elsewhere.

The laid-off workers will receive severance packages and outplacement services, including help applying for open jobs at other IU Health facilities.

IU Health Chief Financial Officer Ryan Kitchell has said the changes in Martinsville might be replicated at other IU Health hospitals around the state.

Mercedes SUVs to be made in Indiana

DETROIT — Military and commercial vehicle maker AM General will start making Mercedes-Benz SUVs in Indiana this summer under a new, multi-year contract with the German automaker. AM General will make the R-Class SUV at its commercial vehicle plant in Mishawaka. The R-Class, which comes with six or seven seats, was briefly sold in the U.S. but has 42 The Business Connection SPRING 2015

been sold exclusively in China since 2013.

Mercedes says it needs to move production of the R-Class from its Tuscaloosa, Alabama, assembly plant to make way for a new SUV, the GLE Coupe, and increase production of other models to meet growing U.S. demand.

AM General spokesman Jeff Adams said his company, based in South Bend, will hire and train several hundred workers to make the R-Class. The Mishawaka plant currently makes the MV-1, a wheelchair-accessible van. The plant is capable of producing 70,000 vehicles per year.

AM General is Mercedes’ first and only contract manufacturer in the U.S., Adams said. But the company has made vehicles for other automakers.

Mercedes SUVs will be manufactured in the same plant where AM General built the Hummer H2, which it made for General Motors Co. until January 2009.

Navistar plans to close foundry

INDIANAPOLIS — Navistar International has announced plans to close an Indianapolis foundry and eliminate its 180 jobs.

Navistar said it expected the closure would be completed next summer. The foundry on the east side of Indianapolis makes engine blocks and other parts.

The Indianapolis Business Journal reports the company based in suburban Chicago plans to rely on existing suppliers to pick up the foundry’s production. Navistar projects the closure will save it about $13 million a year.

Navistar says it expects the move will help it lower engine costs and improve the utilization of its manufacturing capacity.

Pillsbury closing plant

NEW ALBANY — About 400 southern Indiana workers could lose their jobs after General Mills announced plans to close its Pillsbury refrigerated goods plant in New Albany by mid-2016.

General Mills says the decision is subject to negotiation with union officials.

The plant manufactures crescent rolls, pizza dough and other refrigerated baked goods. It has been operated by General Mills since 1959.

General Mills spokeswoman Bridget Christenson says Pillsbury has excess capacity and the decision to close the plant follows a June review of its North American supply chain network.

— Staff and Wire Reports

coach’s corner

Mark McNulty

Overcoming good enough-itis Many business owners find themselves in a similar place after a while. Their business is doing pretty well, and they are making a decent living, but there is something missing. They don’t feel as fulfilled at the office as they thought they would, and they feel like something is missing from the team. Everyone comes in, does their job and takes pretty good care of the customers, yet the little things that would make it great never seem to get done unless they do them themselves.

When you begin to feel this, it most likely means you, your team and your business have come down with a case of “good enough-itis,” where everyone performs just “good enough” to get by, but nobody excels.

What is needed in your business now is a focused effort to take every single team member’s performance up one notch. I refer to this critical business growth activity as creating a “culture of excellence,” and it is vitally important for getting you and your team out of the “good enough” phase that it is so easy to get stuck in.

Excellence starts at the top, with focused leadership and dedication to the task being key to getting the improvements started and part of the new culture.

To begin down the path to excellence, the most obvious first step is to define what excellence looks like in your business or practice. We begin with looking at each department or function of your business and asking ourselves what it means to be excellent in each area.

The key to success in this exercise is to look at excellence from three different perspectives – the team, the customer/client/patient and the business itself. Allocate time for your staff and their teams to spend a couple of hours defining what excellence looks like for their area.

Get the ideas out of their heads and onto paper so that you can consolidate the inputs from every area and perspective. Be sure that your definitions of excellence are outcome-based, as excellence must be measurable and monitored in quantitative terms.

Once you have the inputs gathered, it is time to begin creating action plans to implement as many of the ideas and suggestions for creating excellence as possible. Since you can’t work on all of them at once, identify the critical few to work on first, the areas where achieving excellence will have an immediate impact on your customers and/or business results.

Establish a regular progress review process (project management excellence) to ensure that you are not just implementing the ideas but that systems are developed to provide for training, testing and measuring of new initiatives, and accountability for results/outcomes.

Make sure that the purpose of each activity involved in meeting your client’s needs is unambiguously defined and that it is clear to everyone the difference between good enough results and excellent results.

Review every process to ensure it meets not just your customer’s needs, but also provides your team members with everything they need to be excellent at their assignments and the means to be recognized for their successes.

Excellence comes from all corners of your business and can show up by accident/chance, or it can be part of your plan to take things to the next level. Look around your business every day as you walk through it, finding the success as it happens and encouraging others to seek it where it is lacking.

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

SPRING 2015 The Business Connection 43

BUSINESS LEADS COMMERCIAL BUILDING PERMITS 3059 COLUMBUS CENTER COMMERCIAL REMODEL $275,000 LITCHFIELD, JEFF (RUE 21), OWNER/ CONTRACTOR COM REMODEL RUE 21 7044 SF 1400 25TH ST COMMERCIAL REMODEL $8,000 BARTH CONS SCHOOL CORP/C NORTH, OWNER DRIFTWOOD BUILDERS, CONTRACTOR COL NORTH REMODEL 324 SF 10471 N US 31 COMMERCIAL ADDITION $1,217,000 LAFRENIERE, BRIAN/SPEEDWAY LLC, OWNER LAWRENCE BUILDING CORP., CONTRACTOR CANOPY ACCESSORY STRUCTURE 2064 SF 301 JACKSON ST COMMERCIAL REMODEL $250,000 CUMMINS INC, OWNER TAYLOR BROTHERS CONSTRUCTION, CONTRACTOR CUMMINS REMODEL 5555 INWOOD DR COMMERCIAL REMODEL $52,939 TOYOTA INDUSTRIAL EQUIPMENT, OWNER FORCE CONSTRUCTION CO INC, CONTRACTOR TIEM REMODEL 1026 SF 605 COTTAGE AVE COMMERCIAL REMODEL $100,000 CUMMINS/COHA, OWNER TAYLOR BROTHERS CONSTRUCTION, CONTRACTOR CUMMINS REMODEL

8251 S INTERNATIONAL DR COMMERCIAL REMODEL $76,000 NTN DRIVESHAFT, INC, OWNER T P MECHANICALS NTN DRIVESHAFT/BOILER 3350 JONATHAN MOORE PK DEMOLITION $0 COLUMBUS FOOD MART/SINGH, GULJ, OWNER JIM ALLEN MANTENANCE, CONTRACTOR SWIFTY GAS STATION DEMO 3623 25TH ST COMMERCIAL REMODEL $5,000 SEW CRAZY, OWNER/CONTRACTOR SEW CRAZY REMODEL 655 3RD ST COMMERCIAL REMODEL $49,680 SALIN BANK, OWNER DRIFTWOOD BUILDERS, CONTRACTOR SALIN BANK REMODEL 3501 CENTRAL AVE COMMERCIAL REMODEL $51,100 SALIN BANK, OWNER DRIFTWOOD BUILDERS, CONTRACTOR SALIN BANK REMODEL 11940 N US 31 DEMOLITION $0 RICKER’S OIL, OWNER CASEY-BERTRAM CONSTRUCTION, CONTRACTOR DEMO FOR RICKERS OIL 11680 N E EXECUTIVE DR COMMERCIAL REMODEL $25,000 CHRISTIAN, DONNA, OWNER/CONTRACTOR COM REMODEL 11451 SF

1864 W 550 N COMMERCIAL ADDITION $98,000 SILGAS, OWNER MOHR,LARRY CONSTRUCTION, CONTRACTOR COLUMBUS SILGAS INC ADD

2400 17TH ST DEMOLITION $0 COLUMBUS REGIONAL HOSPITAL, OWNER PEPPER CONSTRUCTION, CONTRACTOR DEMO/BUILDING AT HOSPITAL

5175 N WARREN DR COMMERCIAL REMODEL $660,000 CUMMINS INC., OWNER TAYLOR BROTHERS CONSTRUCTION, CONTRACTOR CUMMINS CORPORATE HANGAR REMODEL, 5,600 SQ FT

2240 25TH ST COMMERCIAL REMODEL $550,000 CUMMINS, OWNER TAYLOR BROTHERS CONSTRUCTION, CONTRACTOR CUMMINS REMODEL 25500 SF

11999 N US 31 COMMERCIAL REMODEL $300,000 ARBY’S/TAURUS RESTAURANT, OWNER RETAIL CONSTRUCTION CON, CONTRACTOR ARBY’S REMODEL

44 The Business Connection SPRING 2015

1824 25TH ST COMMERCIAL REMODEL $85,000 ESTRADA, GEROUDO, OWNER/CONTRACTOR COMM/REM 4770 RAY BOLL BLVD COMMERCIAL REMODEL

DECEMBER-JANUARY

$750,000 COLUMBUS MUNICIPAL AIRPORT, OWNER MAXWELL CONSTRUCTION, CONTRACTOR REMODEL TERMINAL LOBBY COLUMBUS AIRPORT 5555 INWOOD DR COMMERCIAL REMODEL $80,581 TOYOTA INDUSTRIAL EQUIPMENT, OWNER FORCE CONSTRUCTION CO I, CONTRACTOR COM REMODEL TIEM 10350 S 400 W NEW COMMERCIAL BUILDING $140,000 VERIZON WIRLESS/CELL TOWER, OWNER HEARTLAND SOLUTIONS CORP, CONTRACTOR NEW CELL TOWER 3545 W 450 S NEW COMMERCIAL BUILDING $1,200,000 RICKER’S PETROLEUM, OWNER WURSTER CONSTRUCTION, CONTRACTOR NEW CONV STORE RICKERS 11940 N US 31 NEW COMMERCIAL BUILDING $1,200,000 RICKER’S PETROLEUM, OWNER WURSTER CONSTRUCTION, CONTRACTOR NEW COV STORE RICKERS 360 COURTHOUSE CENTER DEMOLITION $0 COLUMBUS CAPITAL FOUNDATION, OWNER FORCE CONSTRUCTION CO I, CONTRACTOR CUMMINS/REMODEL

RESIDENTIAL BUILDING PERMITS 3356 FALL VALLEY DR $88,000 NEW 2180 SF RES/GAR BEACON BUILDERS LLC, OWNER/ CONTRACTOR 797 LAKE VISTA DR $475,000 SINGLE FAM RESIDENTIAL M/I HOMES OF INDIANA, OWNER/ CONTRACTOR 8825 N 600 E $162,186 SINGLE FAM RESIDENTIAL PENCE, KEVIN, OWNER HALLMARK HOMES, CONTRACTOR 3357 ORCHARD VALLEY DR $88,000 NEW 2180 SF RES/GAR BEACON BUILDERS LLC, OWNER/ CONTRACTOR 3224 RED FOX TRL $220,000 NEW 4921 SF RES/BMT/GAR DREES HOMES, OWNER/CONTRACTOR

2493 SHADOW BEND DR $134,800 NEW 2331SF RES/GAR BEAZER HOMES, OWNER/CONTRACTOR 7008 STONEY RIDGE DR $311,000 SINGLE FAMILY DWELLING NEW M/I HOMES OF INDIANA, OWNER/ CONTRACTOR 7028 STONEY RIDGE DR $284,600 SINGLE FAM RESIDENTIAL NEW M/I HOMES OF INDIANA, OWNER/ CONTRACTOR 14000 W LAKE RD LOT 149 $135,000 RES ADDN 1848 SF ARNHOLT, STEPHEN, OWNER RUNGE CONSTRUCTION, CONTRACTOR 4981 WEST QUINCY CT $290,000 NEW 3108 SF RES/GAR SKAGGS BUILDERS INC, OWNER/ CONTRACTOR 868 WESTCREEK DR $450,000 NEW 6857 SF RES/BMT/GAR KUMAR, VIJENDER, OWNER THOMPSON HOMES OF COLUMBUS, CONTRACTOR 2111 CREEK BANK DR $165,800 NEW 3003 SF RES/GAR BEAZER HOMES, OWNER/CONTRACTOR

M/I HOMES OF INDIANA, OWNER/ CONTRACTOR 3349 ORCHARD VALLEY DR $90,000 NEW 2180 SF RES/GAR BEACON BUILDERS LLC, OWNER/ CONTRACTOR 6995 SCARBOROUGH DR $313,800 SINGLE FAM RES M/I HOMES OF INDIANA, OWNER/ CONTRACTOR 2513 SHADOW BEND DR $147,000 NEW 2549 SF RES/GAR BEAZER HOMES, OWNER/CONTRACTOR 5221 W OHIO RIDGE RD $160,000 NEW 2121 SF RES/GAR PLUMLEE, COMER, OWNER DAVIS BUILDING GROUP, CONTRACTOR 5425 W SR 46 $297,675 SINGLE FAM NEW STEIGERWALT, ROBERT, OWNER BAILEY’S CUSTOM CONSTRUCTION, CONTRACTOR 88 WESTBROOK CT $352,000 NEW 4760 SF RES/BMT/GAR SPOON, JOEL, OWNER,CONTRACTOR

CERTIFICATES TO DO BUSINESS UNDER AN ASSUMED NAME

Albert E. Sisson, DBA Second Life Publishing (book publishing), 3600 Deerfield Place, Columbus Paul Gobel, DBA GGC Construction (concrete and excavation), 480 Prosser Drive, Columbus Kenneth Higgins, DBA Higgins Construction, 480 Prosser Drive, Lot 1, Columbus Noel A. Taylor, DBA Noel A. Taylor, D.C. (chiropractic physician), 2529 Sandcrest Blvd., Suite B, Columbus Naomi Lazarme, DBA Signature Cleaning, 22 S. Beatty St., Columbus Dustin Schindel, DBA Dustin Arthur Design LLC, DBA Schindel Electrical (electrical contracting), 2931 Beech Drive, Columbus Erica Raisor, DBA Raisor Sharp (photography), 3731 Indianwood Drive, Columbus Rishi B. Chandra, DBA RBC Enterprises (online sales and product development), 377 Wint Lane, Apt. A, Columbus Diane R. Hawes, DBA Hawes Realty, 2555 Washington St., Columbus Brett Sullivan, DBA Sullivan Home Improvement (construction), 2357 Middle View Drive, Columbus Connie K. Radovanovic, DBA Little Seeds Preschool, 3850 N. Marr Road, Columbus Kim Harris, DBA The Outreach (church), 1642 Lafayette Ave., Columbus

687 LAKE VISTA DR $317,000 SINGLE FAM RES M/I HOMES OF INDIANA, OWNER/ CONTRACTOR

Ryan Woolls, DBA Goto Guy Construction (general construction), 2077 N. Road 200W, Columbus

Michael Pennington, Jerry Lowman, Ron Harrison, Kevin Spiker, Tom Bartel, Charlie Greer, DBA Back in the Day (band), 2035 Sherman Drive, Columbus

697 LAKE VISTA DR $295,600 SINGLE FAM NEW

Kathy and Roger Warner, DBA Automatic Mowing Systems (yard care), 2612 Griffa Ave., Columbus

Marvin T. Stone, DBA Stone Lonesome Industries (machinery sales), 5502 S. Poplar Grove Road, Columbus

Business Indicators for Bartholomew County

Sep 2014 Oct 2014

Nov 2014

Dec 2014

Labor Force % Chg from Year Ago

42,499 43,117 43,356 43,206 3.52% 5.1% 4.02% 4.76%

Employed % Chg from Year Ago

40,880 41,389 41,459 41,363 5.03% 6.52% 4.94% 5.32%

Unemployed % Chg from Year Ago

1,619 1,728 1,897 1,843 -23.99% -20.26% -12.62% -6.4%

Unemployment Rate 3.8 4.0 4.4 4.3 Chg from Year Ago -1.4 -1.3 -0.8 -0.5

— Center for Business and Economic Research, Ball State University

SPRING 2015 The Business Connection 45

Eye on the pie

Morton Marcus

Now that it’s over, let’s talk recession The American economy is a mosaic of 381 metropolitan economies, which account for nearly 90 percent of the nation’s inflation-adjusted Gross Domestic Product (real GDP).

Although the U.S. Bureau of Economic Analysis has released GDP preliminary data for 2014, it will be months before we learn the figures for the states and metro areas. Today, we’ll have to make do with 2013 data.

The national Great Recession started as a mild 0.7 percent decline in real GDP between 2007 and ’08 for all metro areas in the country; fewer than 60 percent of the metro areas saw a drop in real GDP. Six of the 15 metro areas that include Indiana counties escaped that early downturn. These were Columbus, Bloomington, Lafayette, Evansville, Indianapolis and South Bend. However, ElkhartGoshen fell 12.6 percent in 2008, while Kokomo suffered a 16.9 percent decline.

By 2009, all Indiana metro areas, except Bloomington, were producing below their 2007 levels. In Columbus, real GDP was down 14 percent from 2007, Elkhart-Goshen down 33 percent and Kokomo off by 44 percent.

Yet the economy often follows the unusual maxim: “What goes down will come up.” From those lows of 2009 to 2013, Kokomo zoomed to first in the nation, leading real GDP growth with 61 percent.

Elkhart-Goshen followed in fourth place nationally at 48 percent, and Columbus came in sixth with a 30 percent growth.

With the recession over, the question arose, “Are we back to where we were in 2007?” In seven Indiana metro areas, the answer is yes and more so.

Columbus in 2013 stood 11.3 percent above its 2007 level, Indianapolis up 6 percent, with other positive 46 The Business Connection SPRING 2015

results for Cincinnati (includes Indiana’s Dearborn, Ohio and Union counties), Bloomington, Lafayette, Fort Wayne and Louisville (includes Indiana’s Clark, Floyd, Harrison, Scott and Washington counties).

Small (less than 1 percent) shortfalls remained for Elkhart-Goshen, Evansville, Muncie and Chicago (includes Indiana’s Lake, Porter, Jasper and Newton counties). Deficits of 2 to 4 percent were found in South Bend, Michigan City and Terre Haute.

However, Kokomo was still below its 2007 real GDP level by nearly 10 percent.

Nationally, two of every five metro areas were below their 2007 levels. We’ll see if the 2014 numbers wipe out those negatives.

Another way to evaluate a metro area’s performance over the recession and recovery looks at that area’s share of the national metropolitan economy. That share rises if its percentage growth exceeded the average metro area growth rate of 4.5 percent.

Only four Indiana metro areas increased their share of the nation’s real GDP; they were Columbus, Indianapolis, Cincinnati and Bloomington. The remaining 11 metro areas, including Chicago and all those in the northern half of the state, declined in their share of the nation’s output.

Does this matter? We hear from state and local officials and economic developers how competitive our state is. The facts do not seem to support such claims.

Perhaps the state legislature and the governor’s office might forget their many embarrassing proposals and get down to the real business of making all of Indiana attractive to business.

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

26

Toyota Tour

columbus chamber

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TEN Roundtables

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MAY

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Open Board Meeting

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Women in Leadership Lunch

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alendar

MARCH

SPARK Columbus: A Networking Event for Entrepreneurs - March 12 The path to entrepreneurship is filled with many ups and downs. Making the leap from concept to reality is not always easy, and rarely follows a plan. In Columbus, we are surrounded by many brave souls who’ve taken an idea and turned it into a profitable venture. Their stories are fascinating and you can hear them at SPARK Columbus, a popular after-hours networking event for entrepreneurs. It is a partnership with the IUPUC’s Center for Business and Economic Development and the Columbus Area Chamber of Commerce.

The 2015 SPARK speakers include: March 12 5:30 to 7:30 Ryan Hou and David Glass of LHP Software Come and listen to local trail blazers, Dave Glass and Ryan Hou of LHP Software, talk about how they launched an engineering services company focused on controls applications for the transportation and medical device industries 15 years ago. The company, which now employs nearly 300 employees, is growing rapidly and going global.

gain the attention of prospective customers.

The marshmallows developed an instant following. 240sweet was born. Through guerilla marketing efforts, the company’s treats have been featured in national magazines like Oprah, Real Simple and Martha Stewart’s Living. In 2015, the team will launch an artisan distillery.

November 12 5:30 to 7:30 Amit Patel of La Quinta Hotel and Suites, Jimmy Johns & Dental Solutions After completing an undergraduate and master’s degree in Finance at Indiana University, Amit Patel began his entrepreneurial journey by opening a Dental Solutions practice with a partner. In short succession, he razed the Knights Inn which his family operated for many years to build the new La Quinta Inn & Suites hotel and then co-developed the Jimmy John’s franchise restaurant. Amit is 33 years old.

Detailed information about these events and others can be found at www.columbusareachamber.com.

By the

NUMBERS 12

new members

May 7 5:30 to 7:30 Tony Moravec of Blairex Laboratories, Applied Laboratories & Zaharakos Tony Moravec likes to say “It took me 10 years to become an overnight success.” He started his own pharmaceutical business in his in laws’ living room with an initial investment of $2,500 and five years later was named the state’s Entrepreneur of the Year.

August 12 5:30 to 7:30 Sam Aulick and Alexa Lemley with 240Sweet While working as caterers, Samantha Aulick and Alexa Lemley used gourmet marshmallows to

5

ribbon cuttings

JANFEB

297

JANFEB

event attendees

SPRING 2015 The Business Connection 47

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