SpaceCoast BUSINESS - Business Leaders of the Year Edition

DECEMBER 2018

2018 ROBERT CABANA

Director of NASA’s Kennedy Space Center

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BUSINESS LEADERS OF THE YEAR

COMPANY & EXECUTIVE PROFILES

18 Robert Cabana

48 Shelter Mortgage

NASA's Kennedy Space Center

22 John Murray

Port Canaveral

24 Katherine Cobb

DEPARTMENTS

10 Editor’s Note

Holy Trinity Episcopal Academy

26 Clifford Graham

Orlando Melbourne International Airport

28 Wendy Romeu

33 Florida Tech Athletic Spotlight 46 Trep Talk

Alluvionic

30 Joe Reilly

National Drug Screening

34

FEATURES 34 A Port For Any Season

Port Canaveral

36 Micah Widen

CEO, Startup Champion & Craft Beer Connoisseur

38 Physical Space In A Digital World

Port Canaveral

The Paper Clinic

40 Journey to Success

Urban Air and Fidelity Bank of Florida

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42 Cybersecurity and Compliance

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44 Great Marketing Creates Advocates

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2018 Business Leader of the Year What Moves YOU?

O ROBERT CABANA ver one half of all Americans have moved in the last 10 years and a little over 10 percent have moved twice.

In 2016, of those who had moved, 39.53 percent were interstate moves and 60.47 percent were local. Not surprising, based on the school year and weather in much of the United States, over 48 percent of all moves happen between May and August. There are a wide ILY range of reasons people move, from a M better job opportunity, to affordability or a more attractive quality of life.

making these destinations permanent homes. According to the 2017 Mayflower Mover Insights Study, which focused on millennial moving trends, two in five (41 percent) millennials are “vacation movers” — that is, they have moved to a new city without intending to settle down there permanently.

Furthermore, more than half (53 percent) of millennials say they are likely to make a temporary, or “vacation,” move in the next five years.

FA

B

27.4 %

O

0.2 % Director of 2NASA’s J Kennedy Space Center MOVING TRENDS 10.2% OTHER

"Millennials are a generation of Quality of life is one of the reasons what I call 'adventure movers.' the four major metro areas of Their motivations for moving Florida — Orlando, Jacksonville, are influenced by a sense of Tampa and Miami — have so adventure, making these moves much attraction. The old adage, relatively short-term," said Dr. “Why not live where others come Jeffrey and Arnett, Research The substance leadership is often manifest in times of transition crisis, as Professor we see to vacation?” makes aof lottrue of sense. in the Department of Psychology at in individuals Lincoln, embodies that rare Florida ranks secondlike in moves, below Churchill and Rosa Parks. Their leadership Clark University.

However, according California and above In looking to Mayfl ower’s study, majority of combination ofTexas. vision, character and courage, which realistically assesses the the challenges 42 at interstate migration, more move from millennials say they feel more positively . % that must bewith faced, while challenges as potential They G California to Texas, moves from Newalso York seeing2those N HO U I than negatively opportunities. when it comes to settling S to Florida coming in second. Florida also leads the down in theirvital current It seems are the ones who either birth, or perhaps preserve, something to city. all of us. that 30 is the nation in number of residents moving in versus leaving. magic number; about 51 percent of millennials who claimed they hope to settle down say they plan to settle down around What About Millennials? obert “Bob” theasdirector of NASA’s they Kennedy The30 predictions and morale, not only at KSC but age or 35, andwere fourdire, out of five millennials, or 81 percent, For millennials, who Cabana, are defined 18 to 35-year-olds, tend Space Center (KSC), has guided the spaceport across the county for America’s future in space, was low. plan to become homebuyers when they finally find a city in to flock to urban destinations like San Francisco, Los Angeles through one of the mostower critical transitions innot its and Seattle.

A new study

by Mayfl indicates they are which to settle Now the spacedown. industry has not only been revived, it has history. However, he is also quick to point to his team and been rising like a phoenix. Commercial space, with visionary the contributions of the many, instead of the one, in setting leaders like Elon Musk and Jeff Bezos, are redefining how the stage for the center’s future. But that kind of honest payloads, including human payloads, can be delivered. Once humility is why, for more than a decade, his leadership has again space, with its mystery and limitless potential, has been invaluable. He lives by what Ken Blanchard spoke of captured the popular imagination. when he said, “None of us is as smart as all of us.”

That potential and possibility is something Cabana never Cabana put it this way: “I truly believe in servant leadership, lost focus on. and this is probably the number one attribute I learned in the “I was director of the Stennis Space Center before I came Marine Corps. If you put the welfare of the team above your here,” he explained. “Though it’s much smaller than Kennedy own, you will be successful. In other words, if you take care or Houston, it’s unique in that there’s more than just NASA of your people, your people will take care of you.” there. I learned what a multi-user center could be like, which

R

The Phoenix Not long after he became director, this region realized the space shuttle program would actually be retired, and Cabana’s elasticity, vision and cool-under-pressure test-pilot experience have guided the center’s evolution. For the first States Most Americans Are Moving To time since the creation of NASA, our capacity to put humans into space went through a hiatus, with no clear end in sight.

States Most Americans Are Moving From

helped crystallize for me what a multi-user spaceport, which is what we’re becoming, could be like.”

“THE KEY TO LEADERSHIP IS TRUST, AND TO HAVE TRUST YOU HAVE TO HAVE INTEGRITY WITH YOUR TEAM. IT TAKES A LOT OF TIME TO BUILD TRUST, BUT IT CAN BE EASILY LOST.” ⊲

| YOUNG PROFESSIONALS NAME: Yari Fumero TITLE: Junior Loan Officer COMPANY: Shelter Mortgage YEARS IN AREA: 12 YEARS AT COMPANY: 10

NAME: Yari Fumero TITLE: Junior Loan Officer COMPANY: Shelter Mortgage YEARS IN AREA: 12 YEARS AT COMPANY: 10

DECEMBER 2018

A

Brevard County resident since 2004, Yari Fumero is a native Floridian, born and raised. Working in the mortgage industry since she was very young, she started her career at Shelter Mortgage nearly a decade ago as a Loan Officer Assistant. After taking a break to start a family, she worked in the title industry where she expanded her knowledge to include the title and closing aspect of the home buying experience. Returning to Shelter Mortgage in early 2016, she arrived as a well-rounded and knowledgeable Junior Loan Officer.

Yari truly enjoys what she does and it fuels her passion to help individuals and families get into their new homes. She also understands the importance of the huge financial decision that her clients are making, because as she says, “They aren’t just buying houses; they’re buying homes for themselves and their families to enjoy for a lifetime.”

Yari truly enjoys what she does and it fuels her passion to help individuals and families get into their new homes. She also understands the importance of the huge financial decision that her clients are making, because as she says, “They aren’t just buying houses; they’re buying homes for themselves and their families to enjoy for a lifetime.”

Over the years, Yari has worked closely with realtors and homebuilders all over the east coast of Florida and has built many long lasting relationships and partnerships that have served her well. Bilingual, she has used this to her advantage while working with both her English and Spanish speaking clients. Having grown up in a primarily Spanish speaking home and seeing her parents struggle to communicate helped her understand the need for bilingual loan officers. These skills combined with her extensive knowledge of many different mortgage loan programs has allowed her to help hundreds of families finance their dream homes with little to no money out of their pockets. Se Habla Español. ◆

Over the years, Yari has worked closely with realtors and homebuilders all over the east coast of Florida and has built many long lasting relationships and partnerships that have served her well. Bilingual, she has used this to her advantage while working with both her English and Spanish speaking clients. Having grown up in a primarily Spanish speaking home and seeing her parents struggle to communicate helped her understand the need for bilingual loan officers. These skills combined with her extensive knowledge of many different mortgage loan programs has allowed her to help hundreds of families finance their dream homes with little to no money out of their pockets. Se Habla Español. ◆

2018 Vinod Philip, Chief Technology Officer

50]OCTOBER2016 SCBMarketing.com

DECEMBER 2018

A

Brevard County resident since 2004, Yari Fumero is a native Floridian, born and raised. Working in the mortgage industry since she was very young, she started her career at Shelter Mortgage nearly a decade ago as a Loan Officer Assistant. After taking a break to start a family, she worked in the title industry where she expanded her knowledge to include the title and closing aspect of the home buying experience. Returning to Shelter Mortgage in early 2016, she arrived as a well-rounded and knowledgeable Junior Loan Officer.

| YOUNG PROFESSIONALS

Yari Fumero

2018

ROBERT CABANA

Director of NASA’s Kennedy Space Center Yaresmi Fumero -- NMLS#552492 Shelter Mortgage Company LLC-- NMLS#431223 www.nmlsconsumeraccess.org

ROBERT CABANA

Yari Fumero

Vinod Philip, Chief Technology Officer

Director of NASA’s Kennedy Space Center Yaresmi Fumero -- NMLS#552492 Shelter Mortgage Company LLC-- NMLS#431223 www.nmlsconsumeraccess.org

50]OCTOBER2016 SCBMarketing.com

2018 Business Leader of the Year What Moves YOU? 2018 Business Leader of the Year O ROBERT CABANA ver one half of all Americans have moved in the last 10 years and a little over 10 percent have moved twice.

In 2016, of those who had moved, 39.53 percent were interstate moves and 60.47 percent were local. Not surprising, based on the school year and weather in much of the United States, over 48 percent of all moves happen between May and August. There are a wide ILY range of reasons people move, from a M better job opportunity, to affordability or a more attractive quality of life.

making these destinations permanent homes. According to the 2017 Mayflower Mover Insights Study, which focused on millennial moving trends, two in five (41 percent) millennials are “vacation movers” — that is, they have moved to a new city without intending to settle down there permanently.

Furthermore, more than half (53 percent) of millennials say they are likely to make a temporary, or “vacation,” move in the next five years.

B

FA

O

0.2 % Director of 2NASA’s J Kennedy Space Center MOVING TRENDS 27.4 %

Connect With Us

Communication and delivery

ROBERT CABANA

10.2% OTHER

"Millennials are a generation of Quality of life is one of the reasons what I call 'adventure movers.' the four major metro areas of Their motivations for moving Florida — Orlando, Jacksonville, are influenced by a sense of Tampa and Miami — have so adventure, making these moves much attraction. The old adage, relatively short-term," said Dr. “Why not live where others come Jeffrey Arnett, Research Professor The substance leadership is often manifest in times of transition and crisis, as we see to vacation?” makes aof lottrue of sense. in the Department of Psychology at Florida ranks secondlike in moves, below Churchill and Rosa Parks. Their leadership in individuals Lincoln, embodies that rare Clark University.

However, according California and above Texas. In looking to Mayfl ower’s study, majority of combination of vision, character and assesses thethe challenges 42 courage, which realistically at interstate migration, more move from millennials say they feel more positively . % California to Texas, moves from Newalso York seeing2those that must bewith faced, while challenges as potential They HOU than negatively opportunities. when it comes to settling SING to Florida coming in second. Florida also leads the down in theirvital current are ones ofwho either birth, or perhaps preserve, something tocity. all Itofseems us. that 30 is the nationthe in number residents moving in versus leaving. magic number; about 51 percent of millennials who claimed they hope to settle down say they plan to settle down around What About Millennials? obert “Bob” theasdirector of NASA’s they Kennedy The30 predictions and not only at KSC but age or 35, andwere fourdire, out of fivemorale, millennials, or 81 percent, For millennials, whoCabana, are defined 18 to 35-year-olds, tend Center (KSC),likehas theLos spaceport acrosstothe countyhomebuyers for America’s future plan become when theyinfispace, nally fiwas nd alow. city in to flockSpace to urban destinations Sanguided Francisco, Angeles through onestudy of the mostower critical transitions innot its and Seattle.

A new

by Mayfl indicates they are which to settle Now the spacedown. industry has not only been revived, it has history. However, he is also quick to point to his team and been rising like a phoenix. Commercial space, with visionary the contributions of the many, instead of the one, in setting leaders like Elon Musk and Jeff Bezos, are redefining how the stage for the center’s future. But that kind of honest payloads, including human payloads, can be delivered. Once humility is why, for more than a decade, his leadership has again space, with its mystery and limitless potential, has been invaluable. He lives by what Ken Blanchard spoke of captured the popular imagination. when he said, “None of us is as smart as all of us.”

That potential and possibility is something Cabana never Cabana put it this way: “I truly believe in servant leadership, lost focus on. and this is probably the number one attribute I learned in the “I was director of the Stennis Space Center before I came Marine Corps. If you put the welfare of the team above your here,” he explained. “Though it’s much smaller than Kennedy own, you will be successful. In other words, if you take care or Houston, it’s unique in that there’s more than just NASA of your people, your people will take care of you.” there. I learned what a multi-user center could be like, which

Director of NASA’s R Kennedy Space Center The Phoenix

helped crystallize for me what a multi-user spaceport, which is what we’re becoming, could be like.”

Not long after he became director, this region realized The substance of true leadership is often manifest in shuttle times crisis, as we see the space program of wouldtransition actually be retired, and and “THE KEY TO LEADERSHIP IS TRUST, AND TO Cabana’s elasticity, vision and cool-under-pressure test-pilot

HAVE TRUST YOU HAVE TO HAVE INTEGRITY

experience have guided the center’s evolution. For the first in individuals like Lincoln, Churchill and Rosa Parks.

Their leadership embodies thatA LOT rare WITH YOUR TEAM. IT TAKES OF TIME TO time since the creation of NASA, our capacity to put humans States Most Americans Are Moving To

States Most Americans Are Moving From into space went through a hiatus, with no clear end in sight.

BUILD TRUST, BUT IT CAN BE EASILY LOST.” ⊲

combination of vision, character and courage, which realistically assesses the challenges that must be faced, while also seeing those challenges as potential opportunities. They are the ones who either birth, or perhaps preserve, something vital to all of us.

R

obert “Bob” Cabana, the director of NASA’s Kennedy Space Center (KSC), has guided the spaceport through one of the most critical transitions in its history. However, he is also quick to point to his team and the contributions of the many, instead of the one, in setting the stage for the center’s future. But that kind of honest humility is why, for more than a decade, his leadership has been invaluable. He lives by what Ken Blanchard spoke of when he said, “None of us is as smart as all of us.”

Cabana put it this way: “I truly believe in servant leadership, and this is probably the number one attribute I learned in the Marine Corps. If you put the welfare of the team above your own, you will be successful. In other words, if you take care of your people, your people will take care of you.”

The predictions were dire, and morale, not only at KSC but across the county for America’s future in space, was low.

Now the space industry has not only been revived, it has been rising like a phoenix. Commercial space, with visionary leaders like Elon Musk and Jeff Bezos, are redefining how payloads, including human payloads, can be delivered. Once again space, with its mystery and limitless potential, has captured the popular imagination.

That potential and possibility is something Cabana never lost focus on.

“I was director of the Stennis Space Center before I came here,” he explained. “Though it’s much smaller than Kennedy or Houston, it’s unique in that there’s more than just NASA there. I learned what a multi-user center could be like, which helped crystallize for me what a multi-user spaceport, which is what we’re becoming, could be like.”

Pick Your Platform The Phoenix

Not long after he became director, this region realized the space shuttle program would actually be retired, and Cabana’s elasticity, vision and cool-under-pressure test-pilot experience have guided the center’s evolution. For the first time since the creation of NASA, our capacity to put humans into space went through a hiatus, with no clear end in sight.

“THE KEY TO LEADERSHIP IS TRUST, AND TO HAVE TRUST YOU HAVE TO HAVE INTEGRITY WITH YOUR TEAM. IT TAKES A LOT OF TIME TO BUILD TRUST, BUT IT CAN BE EASILY LOST.” ⊲

You are busy. We know because

we are too. That is why we make sure this powerful content is easy for you to access. Our digital editions and exclusive updates keep you connected.

EDITOR’S NOTE

I

t is one of those timeless and differentiating qualities found in every culture, gender or class. Though it is often assumed leadership is an inherent trait, like musical or athletic talent, research has demonstrated it is as much a learned behavior as it is a natural ability.

[Eric Wright]

Explaining leadership reminds me of the Supreme Court judge who said, “I can’t define it, but I know it when I see it.” Leadership is much the same way. Though more ink has been spilled trying to define what leadership is than perhaps any other quality, I find it is better described than defined.

“A leader is one who knows the way, goes the way and shows the way,” is how John Maxwell portrayed it. That pretty much sums it up; leaders set the course and determine direction. But direction is something that you do, not just what you say; leaders move ideas and organizations from theory to reality. As the quote implies, the real sign of leadership is that they model and mentor others to realize the same success and opportunity they have experienced.

This year’s honorees in our Business Leaders of the Year issue are all examples of these incredible qualities, beginning with fighter pilot turned astronaut turned KSC Director Robert Cabana. As much as anyone I have ever met, he combines those qualities along with intelligence, courage, laser-focus, team orientation and genuine humility, which makes his such a remarkable story.

I hope you will be informed and inspired by their lives and the lessons they share.

Eric Favorite Quotes From This this Issue: Issue:

“The key to leadership is trust, and to have trust you have to have integrity with your team. It takes a lot of time to build trust, but it can be easily lost.”

— Robert Cabana [Pg 18]

10 : SPACE C OAST B U SI N E S S

“The cruise industry is always looking for new and innovative ideas, and Florida and the Caribbean represent the largest cruise market in the world.”

— John Murray [Pg 22]

“Our vision is to have our students master core academic content while learning to work collaboratively with the skills necessary to succeed in a global workforce.”

— Katherine Cobb [Pg 24]

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A Legacy of Leadership

2018 Business Leader of the Year

ROBERT CABANA Director of NASA’s Kennedy Space Center

The substance of true leadership is often manifest in times of transition and crisis, as we see in individuals like Lincoln, Churchill and Rosa Parks. Their leadership embodies that rare combination of vision, character and courage, which realistically assesses the challenges that must be faced, while also seeing those challenges as potential opportunities. They are the ones who either birth, or perhaps preserve, something vital to all of us.

R

obert “Bob” Cabana, the director of NASA’s Kennedy Space Center (KSC), has guided the spaceport through one of the most critical transitions in its history. However, he is also quick to point to his team and the contributions of the many, instead of the one, in setting the stage for the center’s future. But that kind of honest humility is why, for more than a decade, his leadership has been invaluable. He lives by what Ken Blanchard spoke of when he said, “None of us is as smart as all of us.”

Cabana put it this way: “I truly believe in servant leadership, and this is probably the number one attribute I learned in the Marine Corps. If you put the welfare of the team above your own, you will be successful. In other words, if you take care of your people, your people will take care of you.”

The Phoenix Not long after he became director, this region realized the space shuttle program would actually be retired, and Cabana’s elasticity, vision and cool-under-pressure test-pilot experience have guided the center’s evolution. For the first time since the creation of NASA, our capacity to put humans into space went through a hiatus, with no clear end in sight.

The predictions were dire, and morale, not only at KSC but across the county for America’s future in space, was low.

Now the space industry has not only been revived, it has been rising like a phoenix. Commercial space, with visionary leaders like Elon Musk and Jeff Bezos, are redefining how payloads, including human payloads, can be delivered. Once again space, with its mystery and limitless potential, has captured the popular imagination.

That potential and possibility is something Cabana never lost focus on.

“I was director of the Stennis Space Center before I came here,” he explained. “Though it’s much smaller than Kennedy or Houston, it’s unique in that there’s more than just NASA there. I learned what a multi-user center could be like, which helped crystallize for me what a multi-user spaceport, which is what we’re becoming, could be like.”

“THE KEY TO LEADERSHIP IS TRUST, AND TO HAVE TRUST YOU HAVE TO HAVE INTEGRITY WITH YOUR TEAM. IT TAKES A LOT OF TIME TO BUILD TRUST, BUT IT CAN BE EASILY LOST.” ⊲

The Path to Leadership

Growing up in Minnesota, Cabana dreamed of being not only a pilot, but a test pilot, while honing his work ethic on the very terrestrial tasks of helping on a family farm. A good student and a voracious reader, Cabana earned an appointment to Annapolis. “Attending the Naval Academy really opened a completely new horizon for me,” he said. “Looking back, I lived a pretty sheltered life up until that point, which is when I began to tap into what you might call my latent leadership abilities. The academy is where I really grew up.”

After graduation his eyesight initially prevented him from becoming a pilot. Undeterred, he distinguished himself for three years as a naval flight officer, while he continued to petition for flight training, which eventually was granted.

“Flying was everything I wanted to do; it just came naturally to me,” Cabana said. Earning his wings as the top Marine in flight training, he looks back on postponing his dream as a positive, not a negative, experience. Perhaps one that would give him the resolve necessary for the next major opportunity — becoming an astronaut.

“In 1980 I was initially turned down for test pilot’s school — they weren’t looking for A-6 pilots, but six months later I got in,” he remembered. “Then I saw in 1984 that NASA was looking for its third group of shuttle pilots and I thought, ‘I can do this.’ I met all the criteria, I even went down to Houston for an interview and thought, ‘This was it!’ I just waited for the call, which I got, but it was that I didn’t make it.

In 1985 however, I was selected. I didn’t get into flight school, test pilot training or astronaut training on the first try; it was a lesson in perseverance.”

From Commander to Director

Cabana enjoyed the collegium of astronaut training, as well as the opportunity to work with and learn from worldrenowned experts in their fields. “I did four very unique space flights (STS 41, 53, 65 and 88) and enjoyed every aspect of them. When you’re passionate about something, the training, the preparation, the study is all exciting and stimulating,” he asserted.

Speaking of his flights as an astronaut he said, “I was never scared during a lift-off. Though I remember the first time I went into the Shuttle simulator and looked at all the gauges, dials and switches, I thought, ‘How will I possibly learn all of this?’ But you take it one step at a time, one system at a time and eventually you master it,” he explained.

He then added, “Leading an astronaut crew is like being a member in a family. You don’t get to choose your family, and every family has its own peculiarities that need to be taken into consideration. So you learn to work with everyone to help ensure mission success. You expect people to make mistakes, we all do, but you can learn from them and rise above them. Later, I was chief of the astronauts’ office; imagine leading 115 Type A personalities?”

“ALMOST UNIVERSALLY, EVERYONE AGREES THAT WHAT WE ARE DOING HERE IS BRINGING PEOPLE TOGETHER AROUND A VERY POSITIVE GOAL.” It is hard to say which was the most challenging and rewarding position Cabana has held. What is interesting, though, is after he sought to become an astronaut, he never actually pursued another position; they all came to him. In 2007 he became the 10th director of the Kennedy Space Center.

Reaching for the Future It is impossible to reach for what can be in the future if you do not let go of your past. It was a lesson that was difficult for many at KSC to embrace.

Cabana recalls, “In my very first all-hands meeting I had after taking over as director, I told everyone we needed to start preparing for the retirement of the shuttle. A lot of folks didn’t want to hear that. It took time for it to sink in, especially when the Constellation program was canceled.”

Cabana believes the future lies in enabling commercial operations. “We’ve been moving towards this multi-user spaceport,” he said. “We started charting where we wanted to be and reviewed and reiterated it continually over the years.”

Has it been challenging? Without a doubt, but Cabana freely admits, “The difficulties I’ve encountered over the last 10 years are nothing compared with having to go to the families of the Columbia’s shuttle crew and tell them their loved ones would never return.”

Experts say it takes three to five years and constant pressure to change the culture of an organization, and without the pressure it will return to where it was. Bob Cabana is determined to keep up the pressure on a team that one day may put the first humans on Mars. ◆

© 2015 Southwest Airlines Co.

Without a Heart, it’s just a machine.

So in 1971, a little Heart built a different kind of airline—one that made sure everyone could fly.

Everyone has important places to go. So we invented low-fares to help them get there.

To us, you’re not 1A or 17B. You’re a person with a name, like Steve.

Here, we think everyone deserves to feel special, no matter where you sit or how much you fly.

And with all the places we’re going next, we’ll always put you first, because our love of People is still our most powerful fuel.

Some say we do things differently.

We say, why would we do things any other way?

Without a Heart, it’s just a machine.

JOHN MURRAY CEO Port Canaveral

He could be described as pragmatic, yet visionary — a leader who honed his skills as a ship captain and maritime executive who also understands the importance of listening and building consensus, not just making command decisions. It is a set of skills that has garnered John Murray the respect of both industry and regional leaders since he took the helm at one of the Space Coast’s most recognized and valuable resources, Port Canaveral.

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trategically positioned at the junction of Florida’s north-south and east-west transportation corridors, the potential for the multi-purpose port continues to evolve and adapt to market demands and opportunities. In almost three years in the role, the 40-year industry veteran has helped shape the future of the port, while providing a focus and well-reasoned approach to what those goals should be and how to get there.

Speaking of the port’s cargo business, Murray said, “We’re strong on many of our commodities, specifically those necessary to sustain the construction boom, like lumber and aggregate.” He added that the port’s oil and gas imports are equally strong, noting that automobile imports have also done well and seem likely to continue in the future due to the port’s location.

The Golden Goose

Forecasters see the port’s cruise volume doubling over the next 30 years to nearly 9 million cruise vacationers, necessitating the construction of three new terminals, while also completely renovating several of the existing ones.

“THE CRUISE INDUSTRY IS ALWAYS LOOKING FOR NEW AND INNOVATIVE IDEAS, AND FLORIDA AND THE CARIBBEAN REPRESENT THE LARGEST CRUISE MARKET IN THE WORLD,” MURRAY SAID.

Adapting to the Role

The best leaders continually evolve and adapt to the leadership challenges the position demands. As Anthony D’Angelo once said, “Become a student of change. It is the only thing that will remain constant.”

Murray has always been realistic about how to leverage the port’s cargo assets for the best return, but he keeps his focus on the real prize, which is the burgeoning cruise industry. “There was a time when cruise ships were a leisurely means to get to a destination,” he explained.

“Now, the ships are so spectacular, they’re the destination in themselves, and even larger and grander ships are being built.”

Moving from ship’s captain to shipping executive and then to a position where every major decision requires nearly unanimous consensus and often may involve local, state and federal governmental support, Murray admits his role has been challenging.

With his characteristic guarded optimism, Murray described the port’s 30-year plan as “a vision document — a high-level blueprint that looks at the port’s future with information that we know today.” Though full of opportunities, he emphasizes that “not every project in this plan will become a reality,” but there is enough that will become a reality that it dizzies the imagination.

Many important initiatives, like replacing the bridge on S.R. 401, take years to plan and complete.

“I was accustomed to making executive decisions based on careful due diligence and immediately moving to implementation,” he said. “Now, that’s just the beginning of the process.”

Murray’s temperament and acumen has been the right combination to manage a position that has so many stakeholders to consider. Perhaps the statement of Henri Bergson describes him best: “Think like a man of action, act like a man of thought.” ♦

KATHERINE COBB

Holy Trinity Episcopal Academy When Katherine Cobb, J.D., was named president of Holy Trinity Episcopal Academy (HTEA) by the school’s board of trustees in April 2017, it was the culmination of a lengthy process of identifying the single most qualified person to proficiently lead the school into its future.

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oday, Cobb is providing direction and oversight for 145 full- and part-time faculty and staff, as well as 850 students at two campuses … and she loves every minute of it.

“It was quite different than I expected at first,” said Cobb, who most recently served as provost and associate vice president for academic programs at Eastern Florida State College, “but I quickly embraced its dynamics. It’s invigorating, and being around the students keeps me young.”

Cobb’s hire seems a natural fit, as she has many ties to the school. Her children, Alex (30) and Allison (26), are HTEA alumni (graduating in 2006 and 2011 respectively). Her husband, Mark, attended the school in the 1960s. Cobb served as a member of the school’s board of trustees from 1989-1993, 2003-2009, and 2012-2014.

“When I was offered the job, I felt totally comfortable,” she said. “It was like coming home again.”

Cobb cites two influential women in her life, both of whom worked at HTEA. She met her mentor, Catherine Ford, through her involvement in the Junior League. Ford was head of school at Holy Trinity for 25 years. Reverend Joy WillardWilliford, a major inspiration in Cobb’s life, was chaplain at Holy Trinity for many years before she retired.

“I HAVE DEEP RESPECT FOR EACH OF THESE WOMEN,” ASSERTED COBB. “THEY’VE OFFERED ME INCREDIBLE INSIGHT AND ADVICE OVER THE YEARS.” HTEA, celebrating its 61st anniversary this year, is a premiere private school that boasts a 100 percent college acceptance rate. Since 1957, the school has focused on educating and nourishing the whole child — mind, body and spirit — in

the Episcopal tradition. Part of Cobb’s job as president is to continue to enhance educational opportunities while also upgrading the campus to include the newest technologies.

She recently saw the renovation of the upper school library, which was equipped with new technology.

“Also, 80 percent of our students are involved in athletics, so we’re constantly identifying where we can improve our athletic programs and facilities,” she said.

The Space Coast has seen huge growth in STEAM (science, technology, engineering, arts and mathematics) careers in the last decade, and HTEA continues to incorporate these areas and expand on them in its curriculum. “Our vision is to have our students master core academic content while learning to work collaboratively with the skills necessary to succeed in a global workforce,” said Cobb.

Another part of her job as president is to be “present” in the region. Active engagement in the community, and the partnerships created as a result, are what have created a symbiotic relationship between the school and the community surrounding it.

“These relationships have helped me in my mission as president of the school,” acknowledged Cobb. “Schools don’t thrive in vacuums; the best schools are the ones that establish strong relationships with the people and businesses around them.”

Cobb, who came to the Space Coast via Miami, still marvels over the region’s natural beauty. “I drive over the Pineda Causeway every day, and it inspires me,” she said. “I get tears in my eyes crossing over the bridge and seeing the upper school chapel on the other side of it.”

Most of all, Cobb is inspired by her students. “They’re clever, intelligent kids who ‘wow’ me every day.” ◆

CLIFFORD GRAHAM Orlando Melbourne International Airport

Since the dawn of the space program, Brevard County has drawn people from around the world, making this area a unique and diverse melting pot. Though that magnet of innovation and opportunity continues to attract the best and brightest, a new generation of individuals, who actually grew up on the Space Coast, are helping shape its future. One of these people is the director of Operations and Maintenance at Orlando Melbourne International Airport, Cliff Graham.

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ecently recognized as Florida’s Aviation Professional of the Year, Graham has, for more than 24 years, been a part of developing the airport into one of the leading aerospace and aviation hubs in the world. More recently, he supervised operations during one of the most extensive periods of renovations and improvements in the airport’s history.

Projects include: completely rebuilding all three runways, construction of a new air traffic control tower, an upgraded U.S. Customs facility, improvements on the on-site fuel farm and beginning the initial phases of the airport’s terminal transformation project. These projects total more than $100 million in capital improvements in just the past two years, and all without any major disruptions to passenger and commercial service.

Transformative Projects “Within the last five years, the intensity of the projects we’ve been involved in, along with the growth of the tenants who call the airport home, has been remarkable,” Graham observed. “There have been incredible changes, and there’s more to come.”

One major project the airport, tenants and most residents have long anticipated is the direct connection from the airport property to I-95, which is now underway. “This has been discussed for 20 years,” said Graham. “Today, the travel time from our parking lot to I-95 is about 20 minutes during commute hours, and this project should cut that time in half. That’s significant.”

Graham exudes enthusiasm and obvious pride in the airport, where he began working in the maintenance department while going to college. “I grew up here and went to Eau Gallie High,” he said. “I’m a hometown guy who had the opportunity to work my way up in this organization. The airport has treated me well, and I always try to treat the airport well in return.”

He added: “My parents instilled in me a strong work ethic, that hard work and letting your work speak for itself brings results.”

A Team Approach Graham was especially appreciative of the opportunity to work with two individuals he considers remarkable airport executive directors — Greg Donovan and his predecessor, Richard Ennis. Plus, he is much more comfortable talking about others than he is himself.

“Richard was brilliant on the financial side, but he was also so good with people; he treated everyone fairly,” Graham said. “If he said he would do something, it got done. Greg is also such an amazing visionary leader and a real aviation guy. The experience and background he brings to our airport is great, but you add his passion and you see the results in what’s happened in the last five years.”

Graham believes the size of the airport gives everyone the ability to work as a team and contribute on these projects.

“Our airport has a great safety record, but that’s because it’s something we work on every single day, not just when there’s an inspection approaching,” he asserted. “That’s how you stay at your best and ensure a safe and positive experience for everyone.” ◆

WENDY ROMEU Alluvionic

Wendy Romeu, founder and CEO of Alluvionic, did not follow an easy path to success. Born into a family where challenges, not support, reigned, she learned from an early age not only to be a survivor, but also a champion of order. With two younger brothers to care for, she developed the mindset of “nothing bad is going to happen on my watch,” and it has served her well both personally and professionally.

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here were lot of obstacles along the way, and going through that at a young age shaped me into the person I am today,” asserted Romeu. “I’ve always surrounded myself with supportive people.”

Romeu, who got married right out of high school, took a less-direct path to complete her education. While working full time and raising young children, she took night and online classes at several colleges to eventually obtain her bachelor’s degree in Business Management and a Master’s in MIS from Florida State University, sharpening her skills in implementing Enterprise Resource Planning (ERP) systems.

“I loved that project management process of ‘here’s the problem, do the research and come up with a solution,’” she admitted. “I also knew I eventually wanted to start my own business.”

In 2013, Romeu founded Alluvionic, a company that specializes in right-sizing project management, process improvement and engineering solutions. When a company has a troubled project, whether it is over budget or not on schedule, Romeu and her staff fix it.

“First, we need to understand the client’s desired end state,” she explained. “Then we put a plan in place that includes requirements, estimated costs and schedule. We basically set expectations and set up the processes that are going to make the project successful.”

Romeu admits she has had a transitional year. With the help of regional entities such as weVENTURE and CEO Nexus, she learned how to transition from working in her business to working on her business. Today, she spends approximately 30 percent of her time with clients and 70 percent out and about, meeting people, educating them and growing the business.

“These support organizations taught me how to properly convey my vision,” she added. “They also made me realize I needed to take more risk as an entrepreneur. I’m pretty riskaverse, but I’m in the world of risk-taking, so I needed to strike a balance – lean in but not so far I get my head chopped off.”

Most of all, Romeu loves the process of creating solutions.

“We’ve come into companies that were chaotic and created better processes that have eliminated the dysfunction,” she affirmed. “We take them on this journey, and in the end they’re incredibly grateful for the gift we’ve given them.”

Romeu’s vision for her company is to create a nurturing, positive work environment and family-first atmosphere. She also has a 10-year strategic plan in place. Alluvionic recently received an 8(a) business designation from the U.S. Small Business Administration (SBA), which puts them in position to secure prime government contract work. Romeu wants to continue to grow the commercial side of the business and become a $5 million company by 2020.

One thing is certain: a childhood filled with uncertainty and disorder has shaped an entrepreneur who truly embraces protecting the people she cares about and helping companies turn inefficient, untimely and chaotic ways into streamlined, successful processes.

“I GENUINELY CARE ABOUT MY FAMILY, EMPLOYEES AND CLIENTS,” SHE SAID. “I’M ALWAYS LOOKING TO DO THE RIGHT THING FOR THE RIGHT REASONS. I WANT PEOPLE TO WALK AWAY FROM KNOWING OR WORKING WITH ME BETTER OFF FOR IT.” ♦

JOE REILLY

National Drug Screening Successful entrepreneurs usually share four common differentiators. They continually develop their skills, they leverage their experience, they are always opportunistic, and they are passionate about whatever they are doing. All four boxes would be checked in the case of Joe Reilly, the founder and CEO of National Drug Screening.

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eilly grew up in New York City, and after earning a degree in accounting and marketing, his initial foray into business was working for the state of Massachusetts as a tax auditor. That experience confirmed the entrepreneurial inclinations he always thought he had, and with a friend, he moved to Florida and launched a window treatment company, which eventually brought him to Brevard.

“Our marketing strategy was pretty basic,” he recalled.

“Homes were going up all over Palm Bay, and we would simply follow moving trucks to the house, and if they didn’t have window treatment, we would knock on the door and ask if the homeowner wanted blinds.”

Following the Opportunities He left that enterprise to take over a restaurant/nightclub that he ran for nine years. During that time, he joined a good friend in a business providing loss prevention training programs for the hospitality industry.

“After being in that business for about four years, we ran across a Florida statute that mandated if you institute a comprehensive drug-free workplace program at your business, you automatically qualify for a 5 percent reduction in your workers comp insurance,” Reilly said.

“WE SAW THIS ISSUE OF HIGH WORKERS COMP AS A REAL PAIN POINT WITH ALL OUR CLIENTS AND DECIDED TO FOCUS ON IT.” Focus on it he did. Today, Reilly is a leading authority, not only on testing for a drug-free workplace, but also how to

craft policies that ensure a company’s position is legally defendable, particularly with the new legislation legalizing certain forms of marijuana use.

A National Footprint Soon, Florida Drug Screening expanded to National Drug Screening as his company grew. “We focused primarily on the transportation industry, where the DOT mandates drug testing for certain jobs, such as truck drivers, pilots, oil pipeline workers, etc.,” he explained.

As he traveled around the country doing presentations as a subject matter expert and serving as chairman of the board of directors of the Drug & Alcohol Testing Industry Association (DATIA) from 2004 to 2008, Reilly also began to be sought out by others who wanted to start a similar company.

“We developed a comprehensive training and vetting process for people who wanted to get into the industry,” he explained. “Also, we developed a backoffice system that allows owners to focus on building their businesses while we attend to many of the details.”

Now celebrating 25 years, Reilly has seen the growth and transitions in the workplace drug screening landscape.

His company was one of the first in the industry to have a website promoting its services and has grown dramatically with a national reach.

With mixed emotions, he said, “Unfortunately, the drug situation isn’t showing any sign of declining, so our business model has tremendous potential.” ◆

Christopher E. Kubasik, L3 Harris Technologies, Inc. | Drew Rector, Health First | Don DeDonatis, USSSA Corey Johnson, CNi | William J. Penney, Marine Bank | Kevin M. Barry, Rossway Swan Jim Frazier, Grimaldi Candy Company | Jeff Kidd, J & J Carpet One

ATHLETIC SPOTLIGHT

Kelly Germain Sport: Volleyball Hometown: Lakeland, Florida Major: Forensic Accounting

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senior outside hitter on the volleyball team at Florida Tech, Kelly Germain actually graduated with her bachelor’s degree in Accounting last year. She took advantage of the FastTrack program and will be finished with her master’s degree in Forensic Accounting in May 2019. She currently works part time for Northrop Grumman and will start her full-time career there after graduation.

Germain started playing volleyball in sixth grade and grew up doing judo as part of an athletic family. Her mother swam at the University of Delaware; her father did judo at the University of the Cumberlands and was a part of the U.S. National Team; and her sister wrestled at King University.

Germain continued competing in judo and volleyball up until her junior year of high school, when she gave her full attention to being recruited for volleyball.

She committed to Florida Tech during the fall of her senior year.

She was initially interested in Florida Tech because of the school’s strong commitment to academics and athletics. Competing in the Sunshine State Conference also allows Germain to play alongside some of the best Division II athletes around. The commitment by the school to push students to succeed has helped her jumpstart her career, and she is excited to join a company that has such a prominent presence and reputation on the Space Coast. ◆ DECEMB ER 2018 : 33

A PORT FOR ALL SEASONS Port Canaveral

offers a variety of fun activities for the entire family.

34 : SPAC E C OAST B U SI N E S S

The most powerful economic engine in Central Brevard County is Port Canaveral. A cruise, cargo and Naval port, it is currently the second busiest cruise port in the world, with 4.3 million cruise passengers in 2017. When compared to August of last year, multi-cruise ship passengers in August of 2018 increased by more than 41 percent, a testament to what lies ahead with bigger and more impressive ships. While Port Canaveral is very much a working port, visitors and locals alike can enjoy a plethora of dining and entertainment options at this Space Coast mainstay.

LOCAL FLAVOR Fresh, local seafood is caught daily and delivered dockside to Wild Ocean Market. One of only two commercial fishing docks remaining in the port, it should not be taken for granted that you can watch your fish come into port and then purchase it filleted or with world-class fish dip (among other items) inside the storefront. The staff at Wild Ocean Market also conducts tours of its processing facility where the public can gain a true education in the commercial fishing industry and learn w hat to lo ok for w hen selecting seafood.

Fishlips Waterfront Bar & Grill, Rising Tide Tap & Table, Grills, Atlantic Seafood and Rusty’s all call Port Canaveral home. There are also two new restaurants cruising into Port Canaveral in the coming year – Gator’s Dockside and Junkanoo, a Caribbean Island-themed restaurant. In addition to the many dining choices, visitors can opt for a relaxed dockside experience, listen to live music, or wave goodbye to the Disney characters dangling from the back of a ginormous cruise ship as it embarks on its journey.

With an aquarium (to be run by the Brevard Zoo) in the works, the port offers an abundance of fun for the entire family.

submarines and surface ships of the U.S. Atlantic fleet and foreign navies and assets of the Military Sealift Command.

A lesser known fact about the port is that it is home to the Naval Ordinance Test Unit (NOTU), which serves our country by supporting and testing sea-based weapons systems in a safe environment.

The command directly supports the mission capability and readiness of the U.S. Navy's Trident submarines as well as the Fleet Ballistic Missile program of the United Kingdom. NOTU operates the Navy Port at Port Canaveral, supporting

NOTU alone brings a hefty economic impact to the Space Coast, adding to the $1.1 billion of direct, induced, indirect wages and salaries and local consumption expenditures generated by Port Canaveral's cargo, cruise, marina and real estate activity. Whether embarking on a vacation, watching a rocket booster returning to the port on a barge, watching a rocket launch from atop the port’s beautiful Exploration Tower, or simply enjoying a day or evening out, you can enjoy it all at Port Canaveral.

Canaveral Port Authority is a Trustee Partner of the Cocoa Beach Regional Chamber of Commerce. The Cocoa Beach Regional Chamber of Commerce serves the central portion of the county and beyond. ◆ DECEMBER 2018 : 35

Micah Widen ⊲ (Not Ben Affleck)

CEO, STARTUP CHAMPION & CRAFT BEER CONNOISSEUR

By Adam Martingano of Go To Market Solutions

Consider the possibilities: Let us build a startup ecosystem in an area that has beautiful beaches, amazing weather and Fortune 500 companies, and no, I do not mean California.

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hat was the vision of three of the Space Coast’s finest: John Vecchio, Mark Mohler and Bud Deffebach.

Three years later, Groundswell Startups is now home to more than 100 active members, has incubated more than 40 companies, and has laid the foundation to make Brevard one of the best places to start a company.

Micah Widen, CEO of Groundswell Startups, is the Space Coast’s rising startup star.

“GROUNDSWELL’S MAIN JOB IS TO BRING RESOURCES AND C O N N E C T I O N S TO G E T H E R TO HELP BUSINESSES BUILD A N D G R OW I N B R E VA R D,” Widen said from the company’s headquarters, a skate park turned coworking space located just outside of Downtown Melbourne.

He spoke as he voted for his favorite chili during one of Groundswell’s signature events — the annual chili cook-off. For a veteran entrepreneur who has helped

hundreds of companies grow, this may have been his toughest decision yet.

Widen, the youngest of three brothers, was inspired by his father to believe that in life, the idea of creating and bringing people together was everything. Widen’s motto is, “Be the change you want to see in the world.” “I stole that one from Gandhi,” he laughed. “In all seriousness, when I read that, I knew what I wanted to do.”

Since then, Widen has been instrumental in helping companies across the country scale from startups to success stories.

His first venture into the startup world was Domi Station, a co-working space and incubator in Tallahassee that he cofounded. It was there he truly became a startup champion.

“It’s just in our blood,” he said, referring to his older brother Jason, co-founder of HQ Communities, a multi-location co-working space in North Carolina.

While running Domi Station, Widen caught the eye of John Vecchio, and

when the Groundswell board was looking for someone to help build their vision, Widen was a perfect choice. “Melbourne sort of picked me,” he said.

His wife, Holly, who holds a Ph.D. in climatology, is a storm chaser. And although Brevard County is considered a paradise, the coast gets more than its fair share of storms. So it turns out that for the Widens, the Space Coast was a match made in heaven. Plus, Widen feels there is a direct correlation between successful entrepreneurship and craft beer communities. But that is a story for another time.

As an extension of the startups he helps build, Widen and the Groundswell team offer programs, resources, events and a network of seasoned mentors, investors and service providers to help entrepreneurs start and scale successful companies.

So, if you have not had a chance to experience Groundswell, check out one of its next events at swellstartups.com/events. ♦ DECEMBER 2018 : 37

The Paper Clinic Physical Space In A Digital World

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hough many businesses today are able to scale without a physical address, in most cases the virtual world gives way to the realities and necessities of an actual physical location. The dynamics of having meeting space to confer with clients and team members is an essential component in establishing and growing a small business. Yet, with office space commanding rents that are at an all-time high, that cost could sink a start-up versus catapulting its success.

38 : SPACE C OAST B U SI N E S S

That is where The Paper Clinic provides a unique and much-needed alternative.

The Paper Clinic (located at 7341 Office Park Place in Melbourne) aims to create an environment where professionals (CPAs/accountants, attorneys, business consultants, insurance agents, etc.) can start their business affordably, while also facilitating business connections and having access to critical resources and mentorship.

Members of the workspace can choose from a portfolio of options ranging from just $100, which includes the use of conference rooms and shared workspace, to a private closed office for under $1,000.

These come complete with executive desks and a window overlooking a fountain or woodland.

Trending Now

Writing in Forbes, Larry Alton said, “Back in 2007, co-working spaces were almost unheard of, with only 14 documented in

the United States. Now, there are more than 11,000, and we’re projected to see more than 26,000 spaces hosting 3.8 million people by 2020.”

Experts agree, one of the major factors energizing this trend is the emergence of millennials in the professional world. They are becoming entrepreneurs in record numbers and are building and joining startup spaces. So, what is the appeal?

Lower costs. These spaces are typically far less expensive than their full-office counterparts. In addition, they offer fewer responsibilities, things like cleaning, maintenance and utility overhead are taken care of by the building’s owners. One of the biggest advantages cited are networking opportunities. Since there are a variety of individuals using the space, it is ideal for meeting new people, especially to social millennials looking to expand their professional network.

Idea To Realization

The labor pains that birthed The Paper Clinic came out of the experience Blake and Desiré Stewart had when Blake was building his law practice. “Blake started in our house, and it took quite a while before we could afford an office with a receptionist,” explained Desiré. “We knew there were a lot of young professionals building their businesses who needed office space but struggled to cover the overhead expense.”

Desiré thought it would be a project she might work on when she retired.

Instead, she and her husband were discussing the problem at a party when a developer offered to partner with them on a property he had. Desiré took hold of the opportunity, and in a relatively short time, they transformed the space into The Paper Clinic. They are already making plans to expand as the national trend gains traction here in Brevard. ◆

“Back in 2007, co-working spaces were almost unheard of, with only 14 documented in the United States. Now, there are more than 11,000, and we’re projected to see more than 26,000 spaces hosting 3.8 million people by 2020.”

Larry Alton, Forbes

Learn more about co-working spaces at

thepaperclinic.com

Photo Credit: Ideal Impact

Desiré Stewart DECEMBER 2018 : 39

JOURNEY TO SUCCESS 40 : SPAC E C OAST B U S I N E SS

Venkat “Ven” Puskur has an engineering background and holds a bachelor’s degree in chemical engineering, a masters in computer science, and an MBA specializing in finance and marketing. He previously worked for Fortune 100 companies; however, with the heart of an entrepreneur and the desire to be his own boss, he took a leap of faith and created his own career path.

P

uskur lives by the principle that you should, “Be in a profession you truly enjoy and not just because it makes you money. Your chances of success are higher when you actually enjoy what you do,” he explained, “Being an entrepreneur isn’t easy. If you have the conviction that the business idea is in line with your true philosophy of life and you actually want to be part of the business, you’ll enjoy the process and the success a lot more.”

Fast-paced and hands-on in all his businesses and projects, Puskur believes customer service is of the upmost importance, and it shows when you witness him interact with his clients. He is about to embark on his most exciting project yet – bringing an Urban Air franchise to Brevard County. After spending time researching the franchise and finding the right location at The Avenue Viera, Puskur focused on getting the financing required to make it happen.

Puskur began his entrepreneurial career buying an existing Quiznos in 2007. Later, he found his true calling working with children and being part of their academic growth and success through a Kumon math and reading franchise.

Always the businessman, Puskur continued his professional endeavors by investing in additional companies he believed in.

In 2017, Puskur was introduced to Lory Milton, a local commercial loan officer at Fidelity Bank of Florida. After learning how Milton worked for a community bank with local decision makers, Puskur realized they could bring his vision to life. Fidelity Bank quickly realized he was an experienced entrepreneur and,

together with SBA (Small Business Association) financing, this would be a win for all parties. The opening of Puskur’s Urban Air franchise will drive new jobs to Brevard and be a great addition to The Avenue Viera. Milton and Fidelity Bank are excited about Puskur and Urban Air Trampoline Park becoming part of the Fidelity family.

“Ven has been a pleasure to work with,” said Milton. “He has such a strong business ethic and drive.”

Urban Air is a one-of-a-kind adventure park for all ages featuring trampoline attractions, wall climbing, a warrior course, indoor zipline, rope course, laser tag, full-length bowling and virtual reality games.

Puskur is looking forward to providing the best entertainment and fun for clientele throughout the county. With new adventures behind every corner, Urban Air plans to be the ultimate event destination for families, schools and businesses in the county.

Urban Air Trampoline Park is scheduled to open early next year at The Avenue Viera in the space previously occupied

by Sports Authority. ◆

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DECEMBER 2 018 : 41

| BEST PRACTICES

IT SOLUTIONS

RayCORRIVEAU Ray Corriveau has 25 years’ experience in IT solutions design for businesses of all sizes and industries. His diverse roles have included Fortune 500 account lead, Florida water management district data consultant, and small business technology advisor.

CYBERSECURITY AND COMPLIANCE THERE IS A SILVER LINING

Information security and compliance audits in healthcare, financial services, government contracting and other industries are stepping up at rapid rates.

I get it; computer security at work can be a pain.

Having to change your password regularly is a hassle. Not being able to shop, stream and be social on any site you want may seem Orwellian.

But let us take a step back. What is the purpose of business IT? Who is paying for it? And the big question, “How much care do you want others to take when handling your financial and medical information?” Lots, I bet.

It is time for everyone that comes in contact with sensitive information to become responsible data stewards. I am always surprised when a business owner or manager does not take information security and compliance seriously.

I mean really seriously. Industry councils and government agencies are stepping up penalties for non-compliance and negligence.

Compliance audits in healthcare, financial services, government contracting and other industries are stepping up at rapid rates.

Requirements and enforcement is starting to flow down to all entities in the supply chain, including subcontractors and partners.

But, it is not all bad news. No matter what industry you are in, computing Best Practices

42 : SPACE C OAST B U SI N E S S

can get you a long way to becoming compliant and more secure. Plus, your network will perform better, keeping employees more productive. Let us start with the top best practices for network security; firewalling, antivirus software, email spam filtering and data backup: •

Your firewall is your front line of network defense. Plan on spending upwards of $1,000 for a small business firewall with three years of updates. The device should be able to do deep inspection of traffic without bogging down your Internet connection. Firewalls can block sites employees should not be accessing (at least not at work anyway).

They can also provide secure access to the network when working remotely.

•

Invest in a paid antivirus service that is updated regularly. It is a good idea to contract with an IT service provider that can manage and monitor the service to ensure virus definitions are up-todate and computers are being scanned regularly. Antivirus software goes a long way to keep computers out of the shop for malware removal.

Happiness •

•

The vast majority of cyberattack payloads are delivered via spam emails. A good email filtering service will allow users to view suspect email while held in the service provider’s quarantine. This way, they can evaluate the email before it enters the local network. A good service will also allow a user to easily blacklist (block) or whitelist (allow) specific email sender addresses.

Hackers are routinely infiltrating networks, wiping out any backups they can find and encrypting the rest of the business’ data, holding it for ransom. Businesses should have a monitored and managed backup system. This system should include offsite storage that is disconnected from the network. This is not only good for recovering from cyberattacks, but also from fire, theft, lightning strikes, storms and other disasters.

There are many other computing best practices that can help minimize potential damage from cyberattacks. For instance, complex password standards, periodic password changing and session timeouts are some easy best practices to implement.

Other best practices are more technical and require deeper networking skills. One example is network traffic segmentation (virtual networking or VLANing). VLANing not only creates “traffic lanes” that make it more difficult for hackers to jump across the network, it can also keep sensitive traffic that should not be intermingled separated. Also, network performance can be optimized by giving higher priority traffic preferred routing.

This is another case where a best practice can help address security and compliance while improving the network and user productivity. Again, an IT pro can help design and implement a network infrastructure to fit your business’ individual needs.

You can invest millions in cybersecurity policies, technology and resources. But at the end of the day, the weakest link is usually the human factor, the end-user. IT best practices are never complete without effective end-user security and compliance policies, ongoing end-user training programs, and well-defined disciplinary actions for policy noncompliance. If you are in an industry with mandated requirements, you may not have a choice but to have these policies. They are a great idea even if you do not think so.

To sum it up, there is a silver lining. Computing best practices can help you achieve a better security posture, meet compliance requirements, improve the network performance and increase end-user productivity. No matter the size of your organization, or the industry you are in, that is just good business. ◆

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DECEMB ER 2018 : 43

| BEST PRACTICES

MARKETING

AdamHOFFMANN Adam Hoffmann is the chief marketing officer at FracTEL. FracTEL is a business communications company that connects telecommunications and digital collaboration with IT and analytics so small businesses can communicate seamlessly.

GREAT MARKETING CREATES ADVOCATES, NOT LEADS At its best, marketing creates new realities. It paints an emotionally charged vision of a better day, life, even world for anyone who experiences it. When marketing is done right, your audience will tell your story more authentically and convincingly than your company ever could.

Every part of the campaign and product was creatively and professionally assembled.

Ultimately, great marketing creates advocates – real people who understand your vision and will passionately work to make your company more successful. They will provide feedback, refer your products to their peers and enthusiastically remain customers for life.

end, I, along with millions of others, were part of a movement, and 20 years later I am writing this on a MacBook.

How did Apple convince me to become an advocate?

•

Apple had the empathy to acknowledge that I did not want what they were selling.

In fact, in 1997 the only thing a computer represented to me was a life of cubicles, word processors and spreadsheets.

Logically, Apple should have told me the Macintosh was twice as fast as other computers. That fact was one of the key features that empowered people to do more with a Mac. However, a faster computer meant nothing to me, since I did not want a computer at all.

•

They understood their story had to be simple if people were going to be able to advocate for them. In the late 90s, Apple cut its product line by 70 percent. This left them with a very focused story – Apple computers make it easier to be creative.

Sounds amazing, right? It is.

In fact, great marketing is magic.

Two decades ago, an Apple campaign cast a spell on me. I saw my heroes juxtaposed with a simple slogan, “Think Different.” I was entranced as the commercial’s voiceover connected with me personally. In just under 30 seconds, the campaign transformed a computer from a corporate gizmo's into a tool that empowered rebels, troublemakers and round pegs in square holes to push the human race forward. By the

44 : SPACE C OAST B U S I N E SS

By doing this, Apple made possible for me and others to share its value consistently.

•

Apple knew that I, like everyone else, would judge the quality of its product by how it was presented. So, every part of the campaign and product was creatively and professionally assembled. The company knew I would not believe an Apple would make me more creative if Apple was not creative.

So, how can you begin to create advocates?

It is easy to get distracted by the latest tools, strategies and trends. However, none of those things will work until you develop empathy for your audience, clearly articulate how your product meets their needs and present it in a way that demonstrates the value your product delivers. So here are three steps to begin developing your story.

1. Ask big questions. Find potential advocates in your current network and ask them what they want. Do not just ask how you can improve your product, but ask questions that uncover their daily challenges and triumphs. Remember, if Apple had asked me how it could make a better computer 20 years ago, I probably would have responded with “cooler games.” However, even if Apple had built the best games, I would not have bought a computer because I did not want one. I wanted to creatively change the world; Apple understood that and sold me the tool that would make it possible.

2. Simplify your message. I like to start with a messaging framework. It is a simple way to focus your story and find the key elements that will help others have an “aha” moment. During the Think Different commercial, I had such a moment. I realized technology could help me express my creativity. I understood what they were telling me right away. and I continue to thank Apple for that revelation today with my business.

3. Make sure your story is not a fairytale. Use your messaging framework to evaluate your product. Does it meet the brand promise you are making? If the Apple commercial had simply been a person telling me I could be more creative with a Mac, it would not have been credible. I believed them because the campaign was one of the most creative things I had ever seen, and that creativity was reinforced with their packaging, product design and actions.

Finally, do not over-think your marketing. Focus on developing a relationship with your customer instead of simply adding names to a lead list. ◆ DECEMBER 2018 : 45

EXALTING FREEDOM

THROUGH ETHICAL CAPITALISM

THREE DYNAMITE IDEAS FOR THE HOLIDAYS

By Jeff Piersall & Eric Wright

Developing a Mindset of Generosity Jeff Piersall

Eric Wright

I

t is probably the most coveted award in the world, especially in the fields of science and economics. Yes, you guessed it, the Nobel Prize, whose laureates include Marie Curie, Albert Einstein, Ernest Hemingway and Martin Luther King. The most interesting thing about this famous recognition is why Alfred Nobel left most of his sizeable fortune to establish the now famous foundation that bears his name.

published his obituary. The headline was memorable: “Le marchand de la mort est mort” — “The Merchant of Death is Dead.” It declared that Nobel “became rich by finding ways to kill more people faster than ever before.” Like many in the media today, the fact that his invention was transformative, making projects like America’s transcontinental railroad possible, was not highlighted by the obit writer.

A brilliant chemist, inventor and businessman, Nobel was awarded more than 330 patents in his career. His most renowned achievement was developing a commercial application for the highly volatile yet powerful explosive, nitroglycerin, in the form of dynamite. He was only 34 when he received the patent, which would bring him fame, fortune and infamy.

Nobel, however, was shocked by what he read. The idea that this is what would be etched on the edifice of history about his life and achievements was unacceptable.

When his brother Ludwig died in 1888, a French newspaper thought it was the eminent inventor/industrialist and

Like the metamorphosis Ebenezer Scrooge experienced as a result of his specter-guided journey into the past, present and future, Nobel decided to create a different story.

His success at reinventing himself in the form of prizes for individuals whose work benefits mankind was far more pronounced than most think even he imagined.

Here are three dynamite lessons to live by year-round: 1. The only reason people remember what Alfred Nobel made was because of what he gave.

Had he not established his prize, who would remember the inventor of dynamite? Do you remember who invented the steamboat (Hint: It wasn’t Fulton) or who invented the automobile (Hint: His daughter’s name was Mercedes)?

Do not get us wrong: the idea of pursuing a business idea, for the same reason someone climbs a mountain — because it is there — is reason enough. But when we give our time, abilities and resources, they have a compounding effect. You benefit as the giver, someone else benefits as the receiver and still others benefit by being inspired to give themselves.

What is more, giving is the most accessible commodity in existence. The gift of acceptance or even a smile can change a life, perhaps even our own. As Churchill once said, “We make a living by what we get. We make a life by what we give.”

2. You can write your own obituary.

Our word for the obituary delivered at a funeral is known as a eulogy. This is taken directly from the Greek words eu (meaning “good”) and logos (meaning “words”) or “good words,” and is usually translated as “blessing.”

The essence of a life worthy of a eulogy is not based on how blessed we are, it is based on how we choose to bless others. Especially those people who, because of

familiarity or the pace of our life, can become invisible to us. It is like Kevin Costner’s character in “Field of Dreams.” He thought he was building the magical baseball field for the legendary Shoeless Joe Jackson, only to discover he was building it to reconnect and ease the pain of his own father.

3. The Hidden Secret:

Here is the most important principle about the mindset of giving: It is great to leave a legacy to commemorate your life. But everyone believes they will be philanthropic or become that person worthy of a eulogy once they reach their aspirational goals.

But like John Lennon said, “Life is what happens while you’re busy making other plans.”

If your plan is to be the person you admire one day, that day may never happen. Even if you reach that place where you can lavishly give back, it will simply be something you do, instead of something you actually are. What we are is what we do every day with what we have. We do not make bargains with ourselves, signing mental letters of intent as a way of delaying our good intentions until tomorrow.

The most significant gift we can give is simply to love our neighbor as ourselves. As Amy Carmichael said, “You can give without loving, but you cannot love without giving.” ◆

Trep Talks is the educational platform of Jeff Piersall and Eric Wright; for more information visit www.linkedin.com/company/trep-talks-ec

DECEMB ER 2018 : 47

Executive Profile |

Brian Spencer, Stefanie Lattner, Melissa Giordano, Shannon Humphrey, Michelle Treat

KELLER WILLIAMS AND SHELTER MORTGAGE EXECUTIVES: Stefanie Lattner, Broker Associate, Lattner Global Group at Keller Williams TEAM: Michelle Treat, Director of Client Care

Shannon Humphrey, Director of Client Care FOUNDED: 2013 LOCATION: Melbourne, FL WEBSITE: www.LattnerGlobalGroup.com

Keller Williams Broker Associate Stefanie Lattner and her team, including directors of Client Care Michelle Treat and Shannon Humphrey, strive to provide every client, whether residential or commercial, with comprehensive, professional service. Lattner credits their knowledge of the Space Coast and ability to learn from each interaction for their consistent work.

“We’re so grateful for the collaborative nature of the professionals here in Brevard County,” she said. “It makes a huge difference in the lives of our community.”

48 : SPAC E C OAST B U SI N E S S

Those collaborations are an integral part of building and maintaining relationships with each client. That means connecting them with the best lenders who also value those relationships.

“We know people’s business lives and personal lives are complicated,” Lattner said. “They need a lending partner that’s both financially savvy and capable of communicating in a clear and constructive way for the client. As realtors, we like to provide options to our clients with regard to lenders.

We choose to introduce lenders that sincerely work in the best interest of the client, and Shelter Mortgage gets chosen again and again because of their expertise, their care and their products.”

Lattner’s experience in business makes her well-versed not only in client relations, but in marketing and research, which she uses to stay up-to-date on the changing market. This knowledge, combined with her passion for picking the best partners, has continued to serve her community well.

“Every day, we get the confirmation that when you focus on the client’s best interest,” she concluded, “your business will grow.” ◆ © 2018 Shelter Mortgage Company, L.L.C. All Rights Reserved. This communication does not constitute a commitment to lend or the guarantee of a specified interest rate. All loan programs and availability of cash proceeds are subject to credit, underwriting and property approval. Programs, rates, terms and conditions are subject to change without notice. Other restrictions apply. Shelter Mortgage Company, LLC |4000 W. Brown Deer Road, Brown Deer, WI 53209 | Corp NMLS#431223 (www.nmlsconsumeraccess.org). Equal Housing Lender. Brian Spencer, Mortgage Loan Specialist NMLS ID: 803141 |7341 Office Park Place, #106 |Melbourne, FL 32940 | (321) 537.1137 | Brian.Spencer@sheltermortgage.com

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