Space Coast BUSINESS - Construction & Commercial Real Estate

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PUBLISHER’S NOTE

On the Rise

Construction writer Dave Conway said, “The structures we create inspire us and reflect who we are as a society.” Buildings are part of what defines a region’s identity, from the Eiffel Tower, to Manhattan’s dramatic skyline, they help create our sense of place. Part of that inspiration, Conway refers to, is the sense of growth, progress and job creation that most of us feel when we see construction cranes moving throughout the county. They also speak of a faith in the vibrant future this area has, as manufacturing, aerospace and tourism all continue to expand.

It has been decades since Brevard has enjoyed the kind of construction boom that is

currently taking place. New ocean-front condominiums line the shoreline, with plans for some amazing developments in the near future. Commercial sites are being designed and infrastructure improvements put in place, all of which speak to the area’s optimism and anticipation. This month we highlight one of Brevard’s oldest and most diverse builders W+J Construction.

Eric Wright PUBLISHER ERIC@SPACECOASTMAGAZINES.COM

THIS MONTH’S THEME: Construction & Commercial Real Estate

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FEATURE TLC ENGINEERING SOLUTIONS INC.

FEATURE LOYD CONTRACTING

COVER STORY W+J CONSTRUCTION

38 UP CLOSE JOSHUA CLARK

F EBRUARY 2020: 1

FEBRUARY 2020 SpaceCoastBUSINESS.com

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

Lori Reader, Director of Sales lori@spacecoastliving.com Jessica Benitez, Director of Business Development jessicab@spacecoastmagazines.com

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

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. ◆

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Jose Ortega Commercial Field Operations Manager ose Ortega has many reasons for being where he is at in his career today, his family being number one. He worked to master a trade in order to provide and ensure his family always had what they needed.

He wanted to set an example for his girls that they can do anything in life, if they can only dream it.

Raymond and Kristy Smith, the creators of G&G Roofing, were mentors for Jose. He watched them and learned many valuable life lessons in the business and ultimately included him in the building process of G&G Roofing, a once small organization that turned into the large lasting business it is today.

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F EBRUARY 2020: 7

FEATURE

Nurturing Growth and Innovation Arriving to Brevard in 1994, TLC Engineering Solutions Inc. has turned uncertain merger into mega success. [ By Michael Candelaria, Writer ] Photos provided by TLC Engineering Solutions Inc.

G

ary Krueger saw the immense potential. Still, he was leery.

It was 1994, and word had surfaced about an impending merger between his employer in Brevard County, Gardner, Griffith & Associates Inc., and TLC Engineering Solutions Inc., headquartered in Orlando.

TLC, founded in 1955, was substantially larger, with approximately 90 engineers at the time. Could this union bring a complimentary blend of expertise and project work plus deliver a secure future? Krueger, who had arrived in Brevard six years earlier, hoped for the best.

Today, looking back, he simply said: “It worked out terrifically.”

His comment, in fact, might even be an understatement.

Krueger assumed the lead role of that TLC Cocoa office in 2000.

The two principals of Gardner, Griffith & Associates — Winston “Bud” Gardner and David Griffith — became TLC’s chief operating office and head of TLC’s Structural Practice, respectively. Meanwhile, with the Cocoa office enjoying substantial success, the company took off as an independent full-service engineering firm with a design portfolio that ranges from projects in health care, education and the commercial sector to transportation, hospitality/entertainment and municipal work. These days, the company is quite possibly the largest health care engineering firm statewide, and the Brevard office is particularly consumed with work in the entertainment and government arenas.

There’s a broadening geographic footprint for the company, too. Aside from Cocoa and Orlando, TLC Engineering encompasses Florida offices in Deerfield Beach, Fort Myers, Jacksonville, Miami, Sarasota and Tampa, along with in Atlanta, Dallas, Nashville, New Orleans, Philadelphia and Willow Grove, Pennsylvania.

“The company, as a whole, and the company here [in Cocoa] have both been extremely successful, and we could almost say the office here is probably the most successful,” Krueger commented.

“I think you can categorize it as kind of a dream came true. Yes, you

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did hope that this is what it would lead to, but there was a great deal of uncertainty.”

All totaled, TLC Engineering has more than 400 employees (predominately engineers) including 46 in Brevard, where by springtime, the Cocoa office will move to Viera.

MAKING A DIFFERENCE F O R B R E VA R D.

Despite the heady company progress, the approach to business hasn’t been complex, according to Krueger. Multiple times, he described the approach using the words “extreme service and trusted adviser.” “[Clients] trust our advice. They realize we’re on their team. … We can offer them that trust.”

In turn, the approach has extended beyond typical industry boundaries, Krueger explained. He noted that while the design/construction industry is sometimes slow to move forward with technology and change, “we don’t do it that way.”

*

One case in point is the Peak Institute, a division of company that is solely tasked with research for systems advancement rather than the completion of projects. “They [TLC researchers] have the luxury and ability to focus on the latest innovations in the field. … We’re looking for whatever is the best, whatever it takes to get us there; that’s what we’re after,” Krueger said.

Among the most recent systems’ advancements are in security, communications, audio/visual surveillance and acoustics. “As buildings get much more advanced in terms of technology, you must have individuals who specialize in those fields, to make sure the technology that you’re introducing to a building meets today’s needs and the future.

Those design features evolve very quickly, and if you don’t really have the latest systems designed, you can be introducing antiquated systems to your building,” Krueger reasoned.

*

Similarly, sustainability — energy efficiency for clients — is a priority.

TLC engineers regularly perform life-cycle cost analysis on buildings involving energy and maintenance over years. Krueger called energy efficiency a “big differentiator.”

Further, Krueger envelopes sustainability into community service. “We take that responsibility above and beyond what may be necessary to make sure that our clients understand what their responsibility is to be good [environmental] citizens,” he said.

*

As one example, in 2010, TLC Engineering signed on to the American Institute of Architects’ 2030 Commitment to prioritize energy performance in buildings. “TLC’s AIA 2030 Commitment obligates us to educate owners of buildings that we design, as well as our teammates, on the benefits of achieving increased levels of energy efficiency in our designs,” he noted.

More generally, community service is evident in outright funding donations to organizations; the nearly 100,000 hours of pro bono or discounted professional services for the design of buildings and facilities; and TLC’s annual GreenWeek — visiting local schools to provide guidance to students on careers in science, technology, engineering and math.

Not coincidentally, “exponential” company growth has occurred in the past decade, prompting this assessment by Krueger: “We’re on our way to being what they [industry members] consider to be a major national firm.”

Indeed, back in 1994, Krueger couldn’t have pictured a merger outcome much better.

“You don’t know what the future would hold,” he concluded. “But at the end of the day, yes, it did pretty much turn out as we hoped it would and dreamed.”

T H E E D C O F F LO R I D A’ S S PA C E C O A S T A N D I T S 1 6 2 CO R P O R AT E I N V E S TO R S

enhance the quality of life in Brevard County, securing economic prosperity for today, and for future generations.

SpaceCoastEDC.org • 321. 638. 2000 6525 3rd Street, Suite 304, Rockledge, FL * Since 2010. Projections reported by company over three-year timeframe from commencement of operations.

F EBRUARY 2020: 9

FEATURE

People Before Projects While Loyd Contracting Co. has spent 40 years building structures, its “generational Loyd commission” is far different. [ By Michael Candelaria, Writer ]

M

icah Loyd has grown up twice in the construction contracting business. And each time, the measurable growth is difficult to deny. It can be seen in bottom lines and boardrooms and, now, even in boat docks.

mere company survival in what came to be known as the Great Recession. Not only did the novice captain have to steer the ship to safety, he also had to chart a new course with an eye on diversity.

Loyd, president of Titusville-based Loyd Contracting Co., took the reins of his family’s construction business in 2012, taking over from his father, Gene, who had established the company in 1980. Years earlier, Loyd had learned from his dad about working with his hands — calling them “hard lessons.” While his father subcontracted specialties such as electrical, plumbing and HVAC, he also was known to be especially hands-on, making sure that all details were taken care of with dutiful oversight. Young Loyd watched and worked.

Loyd quickly had to grow up. Again.

Later, Loyd was educated in the Building and Construction Management program at the University of North Florida, completed college and passed his General Contractors exam before going to work in the family business.

Business was good, but then more growth was required.

Taking those reins at age 33, Loyd was faced with ensuring 10: SPAC E C OAST B U S I N E SS

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Fast forward to today, and after taking a deep breath, Loyd commented, simply, “We’ve got a lot going on.”

Loyd Contracting Co. steadfastly continues to follow its old tracks in high-end residential construction (new homes and remodeling), mostly in north Brevard although some houses extend into Volusia County. Meanwhile, the company also has shifted directions into small and medium construction work.

Large houses, for example, recently were completed in Merritt Island and Cape Canaveral, along with a medical office in Viera.

And there are active contracts for work for historical renovation projects in downtown Titusville. By volume, two-thirds of work is commercial, one-third residential.

In addition, there is diversification in the form of Loyd Custom Marine, a company established in the aftermath of Hurricane

SPAC E C OAST BU S INES S .CO M

Irma that focuses on high-end seawall and dock construction, roughly from Sebastian north to Edgewater in Volusia.

Yet, while that growth and diversification have been recent

COCOA BEACH REGIONAL

themes, don’t expect sweeping expansion. The company will remain conservation, only exploring potential new markets with “commonsense” and “good business practices.”

“We’re trying to do what we do best,” Loyd described.

“We’ve kind of graduated out of the residential into the commercial world, but I’m not one of those contractors who is a cutthroat low-bidder — chase-all-the-work kind of contractor,”

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In other words, while markets path and business approaches have changed through the years, the company’s core focus

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hasn’t: people.

Loyd points to his father, who remains involved on select

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Assists in bridging the gap between big business and small business

you treat people the way you want to be treated … that’s why we’ve been in business for 40 years. … Make sure everyone walks away saying, ‘OK, that was done well.’ Then that’s a good thing.

“I want to work for our community; I want to work for people in our community, and I want to make sure I’m achieving their goals them, and that we have a good relationship in the end.”

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In reality, much of the same can be said about Loyd, who in 2016 was elected to the Canaveral Port Authority’s board of directors (District 2). Recently, he was unanimously reelected as chair of the five-member board.

“One of the things I want to do is make sure the community has jobs, and that we’re keeping the money at the port in our community,” Loyd said about those responsibilities. “I want to make sure we’re capturing as much of that as we possibly can.

And that we’re making good decisions for the people in the community. That’s a lifelong goal that I’m going to have.”

Similarly, his company is “entrenched” in the community, he said, citing multiple philanthropic efforts in the belief that “when the community is working for you … you always have to give back.”

Also, notably, Loyd tries to hire skilled workers who are recovering from addictions, in partnership with Liberty Lodge, a ministry of Christ Central Church in Titusville. Loyd labels the endeavor a “second opportunity to succeed in life.”

And, as the leader of a company that has roots in the region as deep as his, Loyd doesn’t want to waste his own opportunity.

Cocoa Beach Regional Chamber of Commerce (Main Office) (321) 459-2200

The Avenue Viera (321) 454-2021 Convention & Visitors Bureau Tourism Information Office (321) 784-6444 Tourist Information Kiosk, Exploration Tower 670 Dave Nisbet Dr. Port Canveral

“The generational Loyd commission, if you will, is to serve our community and make sure we’re treating everyone fair,” he concluded.

CocoaBeachChamber.com F EBRUARY 2020: 11

FEATURE

TOMORROW’S TECHNOLOGY BRIDG Helps NeoCity Take Shape in Osceola County Story by Diane Sears, Managing Editor, i4 Business Design by SidekickCreations.com Originally published in i4 Business Magazine July 2019

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When a group of ninth-graders from the new NeoCity Academy in Osceola County toured a “cleanroom” this year at the microelectronics fabrication facility BRIDG, it marked a significant milestone for both organizations. It also offered a hint of what’s to come for a part of Central Florida that is starting to become world-renowned.

The students got to experience something most people will never go through: putting on full cleanroom gear, layer by layer, coached by a scientist on why the garments were important — not to protect the students from the environment, but to avoid human contamination of the highly sensitive equipment and the semiconductor wafers being processed. No one is allowed into the “fab” with makeup, cologne, powder or other products that could leave behind particles that damage the wafers or equipment.

Located at NeoCity, a new and emerging 500-acre masterplanned technology district in Osceola County, BRIDG is a notfor-profit, public-private partnership for advanced sensors and other next-generation nanoscale systems. In October 2018, the BRIDG team celebrated the production of its first lot of 200mm (8-inch) wafers, silicon platforms that hold microelectronic devices comprised of features that are as small as one-onethousandth of the diameter of a human hair. This particular batch was produced for a small defense contractor to support the U.S. Air Force.

If it all sounds very scientific, that’s because BRIDG is handling some of the newest and most sensitive technology in the world. The facility offers a high level of security for

the manufacturing of components used in everything from financial networks to traffic control systems and electrical grids, and from lifesaving medical devices to critical U.S. defense systems. Because of the nature of the work being done at the facility and the fact that BRIDG has been granted a facility clearance through the U.S. Defense Security Services, an agency under the U.S. Department of Defense, BRIDG works hard to ensure good stewardship for the technology and information contained in the building.

“If you think about the complexity of the devices we have today, the ability to embed additional functions and features into these electronic devices is very real and can occur late in the manufacturing process,” BRIDG CEO Chester Kennedy said. “If a particular wafer of microchips is being produced in an offshore location, it’s pretty easy to embed functions and features that the original designers didn’t intend to be included in that product. If you were the original designer, you would run all your electrical and performance tests on the device and it would still meet your window of performance, but it might have extra features and functions that can be exploited in ways unintended.

“That’s one of the reasons it’s important to have devices manufactured in a trusted and domestically controlled environment, an environment where you know it’s U.S. citizens building U.S. products going into U.S. infrastructure.”

BRIDG eventually will be part of a cluster of high-tech businesses in NeoCity, along with restaurants, retail shops and residences to support them. With the slogan “Ideate, create,

F EBRUARY 2020: 13

FEATURE innovate without limits,” NeoCity is designed as a place that will go beyond the traditional research park and connect people within a walkable urban center surrounded by a natural landscape of lakes and trees. Osceola County is already seeing an increase in property values and growth in its workforce as new projects break ground, including an electrical substation that Kissimmee Utilities Authority opened in June.

Kennedy said his team is excited about BRIDG’s contribution: “Seeing the vision of our microelectronics fab being used in ways that contribute to national security while building the foundation to expand the number of high-wage jobs in Central Florida is very rewarding.”

The Science

BRIDG and NeoCity are emerging at just the right time in history, Kennedy said. He points to a May 15 edict from the federal administration to secure the U.S. pipeline for microelectronics that are critical to national infrastructure and the enabling of the incoming 5G wireless network that will connect mobile phones and the Internet of Things. In addition, organizations including Microsoft and Intel are grappling with vulnerabilities in their software and hardware, and there’s a growing list of companies and government agencies that have fallen victim to malicious hacking.

“People are starting to realize how dependent we are on the cyber network for everything in our lives and how vulnerable that network is,” Kennedy said. “It’s critically important to maintain layers of software protection, but with the sophistication of the threat, you also need to bring elements into the hardware.”

Those elements include “physically unclonable function” cells, which assign a unique fingerprint-quality identity to each component of a wafer. This allows BRIDG as a manufacturer to integrate hardware security into microchips to assure that no other devices can intercept communications and decode instructions being sent to them.

“We like to think we were that visionary, but you can attribute some of it to fate and luck,” Kennedy said. “The interest in that capability since we started producing wafers at the end of last year has just exploded.”

When Kennedy started his career in electrical engineering more than three decades ago, the technology consisted of transistors that were individual electronic switches, each one a separate device. The technology quickly developed into integrated circuits that included a few hundred transistors in a single device. Today devices routinely have more than 10 billion transistors available in a single integrated circuit. The next step is to stack multiple integrated circuits in layers in a single package — a process called “three-dimensional heterogenous integration” that will accommodate 100 billion transistor equivalent functions.

Another piece of science BRIDG is exploring is digital twin technology, a previously little-known concept that is gaining popularity in modern science. In aeronautics, digital twin technology can help scientists build a computer model of a plane, piece by piece, so it can examine the lifecycle of each mechanical part under certain conditions, such as heavy salt environments like ocean air, before a piece of metal is ever cut to create a physical aircraft.

Working with global technology leader Siemens, BRIDG is developing a digital twin for semiconductors.

“The concept of implementing a high-fidelity digital model of a realworld system and being able to use that ‘twin’ to predict a wide variety of performance attributes isn’t new if you’re talking about it for a car 14: SPACE C OAST B U S I N E SS

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Chester Kennedy or an airplane or an assembly line,” Kennedy said. “The exciting part about what we’re doing now is that we’re taking it to a whole new level, through our partnership with Siemens, to predict how molecules are going to form and how atoms are going to come together.”

Digital twin technology can also be used in cybersecurity defense to help avoid intrusions in microelectronics and ensure no additional features are embedded. “You’re comparing what the model said should be in the device to what is actually there and being able to do that at the atomic and molecular level,” Kennedy said. “It is a bold vision, and together with Siemens and several other partners, there will be a lot of work to do over the next three to five years to perfect the level of scaling of this concept.”

Attracting Partners

This summer, BRIDG will expand into a brand new 100,000-square-foot office building next-door to its current facility that will be one of the first of a growing collection of Class A office spaces in Osceola County.

The move will allow for more laboratory space in the fab building.

Global nonprofit research-and-development institute imec will also be transitioning its U.S. office into the new building. Based in Belgium, the organization handles smart application areas spanning health care, transportation, smart cities, manufacturing, energy and aerospace.

When imec was looking for a place to establish its U.S. headquarters, it chose Kissimmee, and there was a reason for that. Central Florida is a unique location because it’s home to the development of so many different types of emerging technologies, Kennedy said.

Those include the optics and photonics industry and the simulation and training industry, both based at the Central Florida Research Park near the University of Central Florida; the development taking shape in Medical City at Lake Nona that is attracting global leaders in health care research; the U.S. Special

NeoCity rendering

Operations Command at MacDill Air Force Base in Tampa, which is exploring new technology in warfighting; and the SunTrax test facility for autonomous vehicles in Auburndale set to open next year.

“I tell folks from outside the area all the time, I challenge you to find a hundred-mile stretch anywhere in the NeoCity Academy students world where there is more happening than there is across the I-4 corridor right now from a technology standpoint,” “NeoCity Academy is building the foundation of talent that, Kennedy said.

10 years down the road, will be the scientists and engineers Having an emerging microelectronics fab alone probably wouldn’t have attracted imec, he said. “That in and of itself would not have been enough to necessarily bring them to Central Florida. They could have gone to New York, Texas or other places that could have given them access to a fab. But there was a fab in the heart of all these other exciting things going on — and a fab that’s non-captive, meaning we are open to doing things for a wide variety of customers and clients.”

Future Talent

All of that emerging technology is going to require a growing and highly specialized workforce. That’s why the visit by the students from NeoCity Academy was so special, Kennedy said. BRIDG has forged a strong bond with the School District of Osceola County to develop a unique STEM-based magnet program where its engineers and scientists engage in the students’ education. With an inaugural freshman class that launched last year, students from all over the county have applied to attend the school. NeoCity Academy held classes offsite but is on schedule to move into its new school building next to BRIDG this fall.

shaping the next wave of capability,” Kennedy said. “It’s pretty exciting to hear parents in the community talk about their kids asking what they have to do to be competitive to get into NeoCity Academy. It’s a cool place.”

Soon after the $15 million project received a funding commitment from Osceola County in 2017, Osceola County Schools Superintendent Dr. Debra Pace explained why it has become such a priority. "Everything that we're doing is really trying to look toward the jobs 2030 report, and the kind of high-tech workforce that envisions," she said in an article in the Orlando Sentinel. "The talent pipeline is a critical piece of that economic development.”

The budding scientists who graduate from NeoCity Academy will mature in their careers and have an impact with their work, not only on Osceola County and Central Florida, but on the world, he said. The key is to train them and maintain enough cuttingedge, exciting, high-wage jobs to keep them in the region.

“Growing up in the I-4 corridor, they will help build a different future,” Kennedy said, “not just from a direct economic standpoint, but for the next generation of citizens.” P F EBRUARY 2020: 15

FEATURE

FIGHTING CYBERCRIME

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Seaside National Bank & Trust Offers 7 Tips to Protect Your Business

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Originally published in i4 Business Magazine November 2019

Develop IT security policies. A basic plan includes multilayered endpoint security, network security, encryption and strong authentication technologies. Look into the information technology (IT) security policies of your vendors to help ensure they don’t expose you to unnecessary risk. You may want to hire a reputable cybersecurity firm to review your potential vulnerabilities and possibly manage your IT security if you don’t have sufficient internal resources.

Design by SidekickCreations.com

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f it seems the need for cybersecurity is growing, that’s because it is.

The number of consumer records exposed through data breaches rose 126% from 2017 to 2018, according to the 2018 End-of-Year Data Breach Report, a 180-page document released by the nonprofit Identity Theft Resource Center.

Large organizations aren’t the only targets for cybercriminals. The 2018 Data Breach Investigations Report by Verizon found that 58% of all data breaches occurred at small businesses.

Seaside National Bank & Trust, a $1.9 billion Orlando-based full-service financial institution with 14 locations in Florida, is taking cybersecurity seriously. It recently partnered with the law firm of Lowndes P.A. and the Orlando office of the national accounting firm BDO USA LLP to host a cybersecurity seminar for clients who left with seven financial tips to help protect their businesses:

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Train employees and enforce strict internal controls. In its 2019 Global State of Cybersecurity in Small and Medium-Sized Businesses, solutions provider Keeper Security and research firm Ponemon Institute found that 54% of IT leaders reported negligent employees or contractors were the root cause of data breaches they experienced. Create policies for strong password creation as well as email and social media use. Ensure employees are aware of the policies — and the consequences of failing to adhere to them.

Consider carefully the data you collect and store. The more sensitive information you keep, the greater the risk to you and your customers if a breach occurs. Encrypt the information you must keep and restrict access to only those who need it.

Monitor, monitor, monitor. Although your current procedures may be effective, hackers come up with new and ingenious ways to attack data every day. Your IT team should constantly monitor IT security using automated and manual checks and react immediately should a threat be suspected or detected.

Create a response protocol. Your IT team — along with input from other departments such as human resources, marketing, corporate communications, legal and management — should have a policy in place for reacting to cyberthreats. This includes stopping them, correcting internal policies and communicating with the public when necessary.

F EBRUA RY 2020: 17

7 FIN AN CI AL T I P S TO P ROT E CT YO U R B USINE S S F RO M CYB E RCRI M E To help stay on top of your personal and financial security while continuing to enjoy the benefits of banking, buying and investing online, make sure to take these seven precautions.

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1. Develop IT Security Policies

2. Train Employees and Enforce Strict Internal Controls

3. Consider Carefully the Data You Collect and Store

4. Monitor, Monitor, Monitor

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Use the latest technology. For example, many businesses replaced magnetic card readers with more secure chip card readers by Oct. 1, 2015, to comply with EMV standards set by credit card companies. Those that have not updated their terminals may be liable should counterfeit fraud occur. About two years after the recommended transition to chip readers, half of all merchants were still unprepared for the change, leaving their customers and themselves vulnerable to data breaches, according to research by Creditcards.com.

Purchase cyber liability insurance.

IBM Security’s 2018 Cost of a Data Breach report found that the average cost of each record stolen in a data breach was $148, which adds up quickly if you have a large customer base. Talk to your risk management and IT teams about the impact of potential breaches to determine the type of coverage your organization may need. Consider covering costs associated with a breach, the expense of updating or replacing business assets, business interruption, liability and/or cyber extortion or cyber terrorism.

5. Create a Response Protocol

6. Use the Latest Technology

7. Purchase Cyber Liability Insurance

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Although there are no guarantees, taking commonsense measures can help protect your business from a cyberattack. Seaside suggests you talk to your banker today about cybersecurity and fraud. Share your internal processes and procedures for payments with your banker, so he or she can offer your business ideas based on the bank’s experience.

Also, ensure that you know how to use the fraud defense and protection systems your bank offers.

Cybersecurity is a shared responsibility. We all need to ask questions, continually train our associates and do our collective part to protect our businesses and personal accounts from cybercriminals. ■

e t a D e Save  0 2 0 2 , 5 Feb. 1 9:30 6:30 to

p.m.

Let us whisk you away to e Amalfi Coast for an enchanted evening to support The Sco Center forAutism Treatment.

Event to be held at e residence of Alan & Sharon Smi.

682-0919

F EBRUA RY 2020: 19

FEATURE

SPONSORED

Trio Devoted to Leaving a Legacy Through three women’s Health First Foundation gifts, caring for the community will carry on [ By Sara Paulson, Health First ] Photos provided by Health First

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Regional Medical Center in his honor.

The three Brevard County women have each included transformational gifts to the Health First Foundation in their estate plans – to the tune of $1 million. The Foundation helps improve the wellness and health of the community by raising funds to support and advance the mission of Health First and its family of charitable healthcare providers.

“When it comes down to you, your family and your loved ones, where would you want them to go to get the best care?” she asked.

ealth First has made an impact in the lives of Marilyn Holmes Kitchel, Bobbie Dyer and Tina Goins. And the three want to return the favor by helping to ensure the community health care system can continue to care for its residents.

“It’s easier than you think,” explained Dyer, who planned a gift for Health First Aging Services, in part because of her own Bobbie Dyer mother’s struggle with memory loss. “Find a reliable attorney, and just start the conversation.”

Planning for a transformational gift is something that benefits donors’ families and beyond. Including Health First in a will or trust is one of the ways to make a charitable contribution to benefit the wellness and health of the community as a whole.

Michael Seeley, president of the Health First Foundation, said such generous gifts will be remembered for generations to come.

“A transformational gift, as the name suggests, is a gift significant enough to catalyze positive change, or perhaps to ensure a sustainable legacy for a program,” Seeley said. “These six- or seven-figure gifts and their positive impact become indelibly associated with the donor and the donor’s family.”

Holmes Kitchel recognizes the increased demand for services. Including the Foundation in her estate plans came naturally.

Goins, who serves Marilyn Holmes Kitchel and Jeanene Donilan on the Health First Foundation’s Board of Trustees, also wants to make a difference. After losing her husband, Mike, to multiple myeloma in 2012, giving back to the organization that cared for him was crucial to her. Goins has designated a gift to the Health First Cancer Institute as part of her estate plans.

If her gift helps at least one person receive the cancer care they need without having to leave the familiarity of home, Goins said, “my life would be complete.”

After Mike’s death, Tina sought bereavement help through Hospice of Health First. Her counselor urged her to get involved with the Foundation’s Benefit Ball, which was benefitting hospice that particular year. She hasn’t stopped since.

“There’s so much more to this than I knew,” Tina said of learning about all the different programs the Foundation supports. “I’m now in a position that maybe I can help.”

If you are interested in learning more about supporting Health First through a planned gift, please contact the Foundation at 321.434.7353.

Dr. Joseph McClure and Tina Goins

Dyer, a Foundation Trustee since 2013, has seen the impact of community support for our local health system. She wants to help maintain that momentum.

“Don’t leave it for others to guess,” Dyer said. “Estate planning is about taking control of what is most important to you, including health care and medical decisions, providing for your family and remembering charitable causes most meaningful to you.”

Holmes Kitchel echoed that sentiment. Her Health First connection goes back to working at Brevard Hospital in the 1960s. There, she met her late husband, James E. “Jimmy” Holmes, who served as chairman of the hospital board for more than 25 years. Upon Jimmy’s death in 1978, Brevard Hospital was renamed Holmes

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FEATURE

SPONSORED

Hospital Auxiliaries:

A critical part of compassionate care [ By Sara Paulson, Health First ] Photos provided by Health First

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couple of years ago, Allan Gair threw on a Santa Claus suit and began rounding in the Emergency Department of Health First’s Holmes Regional Medical Center.

“I walked past room 63, and there was a mother there with a little boy,” the hospital’s Auxiliary President recalled. “She said, ‘Can you come in and talk to him?’”

Gair did, and on the way out, the boy’s mother thanked him.

at Health First’s Cape Canaveral Hospital. “Their positive impact on our customers, patients and staff is priceless.”

Joelle Boccabella, manager of Volunteer Services at Health First’s Viera Hospital and Palm Bay Hospital, said volunteers are important to security, food services, maintenance and more.

“If you have a passion for helping others or desire to give back to the community, we have a place for you,” she said.

“She said, ‘You made his day,’” a teary eyed Gair said. “And I said, ‘No – it’s the other way around.’”

Health First is looking for more Allan Gairs.

Each of the four hospitals in the Integrated Delivery Network (IDN) hosts an auxiliary, with volunteers helping to create a compassionate, high-quality environment for patients. The auxiliaries have contributed millions of hours of valuable service, as well as raised money to help finance hospital building projects, funding scholarships for students in the health care field, purchasing new equipment and sponsoring community healthcare-related programs.

Marcia Phillips, Manager of Volunteer Services and Customer Experience at Holmes Regional, described the Auxiliary as a “phenomenal gift to the organization.”

“I can tell you, there are times we look around and say if our volunteers were not here, we would be in a world of hurt,” Phillips said.

Volunteers can give as little as three to four hours of their time a week. Anyone interested is encouraged to call the volunteer coordinator.

“This group brings the best of humanity to all we serve every single day,” said Leonne Sherr, manager of Volunteer Services

Want to Volunteer?

Visit hf.org or directly call: •

Cape Canaveral Hospital Auxiliary: 321.799.7167

•

Holmes Regional Medical Center Auxiliary: 321.434.8519

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Palm Bay Hospital Auxiliary: 321.434.8076

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Viera Hospital Volunteers: 321.434.9365 F EBRUA RY 2 02 0: 21

COVER STORY

W+J Construction Storied Past, Dynamic Future

(Above) New W+J Construction headquarters;; Photo provided by W+J Construction (Right) Photography by Jason Hook

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hough the company is over 50 years old and has executed some of the most iconic building projects in the region, co-owner Erik Costin wanted to make a statement about W+J’s future. With a construction portfolio that includes everything from historic Launch Complex 39A and the stunning Saturn V Exhibit, to St. Mary’s Catholic Church in Rockledge, designed by world renowned architect Michael Graves, their new headquarters speaks to a new trajectory for W+J in the decades to come.

“We wanted to make a statement about the type of company we are and where this area is going, as its diverse and cutting-edge economy continues to expand,” Costin said. “There is a new wave of innovative businesses, along with engineers and digital technologists moving to the Space Coast, which are attracting development investors who want to see something beyond the typical architecture that has characterized the area.”

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The new headquarters, on Viera Blvd., has an appealing contemporary exterior design, matched by a soaring interior, with glass enclosed offices and minimalistic design features. The interior spaces not only project the modern feel the company was looking for, but the glass offices convey the open, transparent and collaborative culture that has come to differentiate W+J. According to Nick Witek, who was the face of the company for decades, initially he thought perhaps the design was a little “too edgy.” “When I saw the reaction, prospective clients had when they visited out offices, who were from larger metropolitan markets, there is a surprising and unexpected ‘wow’ factor. That sold me on the idea,” Witek said.

The 19,024 SF facility, named “Glendale Park,” is a nod Costin’s development partner Dr. Vishnu Patel made to the blue collar, working class neighborhood he grew up by in Boston. The building is home to W+J Construction

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SPONSORED

and its subsidiaries, ADI Development and Trivium Luxury Homes, along with the offices of Florida Today.

Complex? No Problem.

W+J has always gravitated towards challenging projects that other construction companies might shy away from.

But they have recruited a team of professionals, from some of the largest and most recognizable firms in the state, which make the challenges of these unique and many times complicated ventures part of the norm.

“There are several factors that have contributed to our ability to attract this caliber of talent. First, they are so experienced and skilled, that it has naturally generated a rather flat management organization, where they anticipate problems and self-manage their projects. This enables them to enjoy a good deal of independence,” Costin explained. “Secondly, we have a pervasive attitude of customer service that Nick (Witek) established at W+J, that is based on how we treat our people. This in turn carries over into the interactions our team has with clients. Often, it creates a relationship where customers are already thinking about us, when the next project comes around.”

The third factor Costin alluded to was the attraction his employees have to living and working on the Space

F EBRUA RY 2 02 0: 23

COVER STORY Coast. Many of his key people came here to work on projects for these larger firms and through W+J, found a way to stay here and live, while experiencing the same rewarding professional challenges.

of an 11-acre site and includes a six-acre parking lot for associates. The project involved three phases, including the newer building, a parking area and remodeling the existing building.

Their customer centric approach has paid dividends with a variety of companies in the ever-growing health care sector, including many of those that call Brevard home, like Health First.

This project was just one facet of W+J’s experience in the health care arena. They have completed eight Fresenius Kidney Care facilities throughout the state, since building their first one on Malabar Road in Palm Bay in 2016.

These state-of-the-art facilities range in size from 5,600 to over 10,000 square feet, where dialysis patients can

Carving Their Niche in Health Care The constantly evolving nature of health care has kept Health First on a growth and innovation curve. Along with several projects involving the remodeling or repurposing of existing facilities at all the Health First hospitals, two years ago, W+J also completed one of their office complexes – the Health First Business Center in Rockledge.

The two-story, 45,000-squarefoot administration building for Health First occupies a portion (Below and right) Health First Business center Photos provided by W+J Construction

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SPONSORED

undergo treatment at locations that are conveniently located within a short commute to their homes.

Building Brevard’s Future ADI Development is the perfect partner for W+J Construction, which grew out of the medical construction work Costin did with Dr. Vishnu Patel. ADI’s strategy approaches the small business owner, like a developer might approach a renter, who hopes to own their own home. Business owners can, as they say, “Own your own future,” as ADI enables the small to medium size business owner to purchase, rather than perpetually lease, the building they occupy.

“Most small business are paying for someone else’s longterm asset. We provide a mechanism where they are able to pay themselves,” Costin said. In addition, they believe this area is ripe for the kind of corporate headquarters that have made Lake Mary one of the most desirable live and work communities in Central Florida. “In my opinion the only thing keeping mid to large corporations from locating to this area is existing corporate office inventory,” he added.

Their first major foray into this type of development will be a multi-story office building, with possibly first story

Fresenius Kidney Care in Palm Bay Photo provided by W+J Construction

restaurant/retail space, just off the Pineda Causeway, in Palm Shores. With beautiful views of the Indian River, along with easy access to Viera, Merritt Island and the beaches, it is the ideal location for those who want to take advantage of the incredible housing opportunities that are within a short, leisurely commute to work. Add to that, it is on US 1 and minutes from I-95, which makes it the perfect location.

“Smart growth strategies demand that corporate workspace be located conveniently near the best residential areas and transportation arteries. What makes this community so amazing and why I personally love it so much, is it has the perfect balance between great business opportunities and an unparalleled lifestyle,” Costin said. “Trivium Luxury Homes, ADI Development and W+J Construction are all part of building and maintaining that synergy here, for years to come.”

Fresenius Kidney Care in Pembroke Pines Photo provided by W+J Construction

F EBRUA RY 2020: 2 5

FEATURE

Finding the Franchise Fit The Potential, the Profits & the Pitfalls

Originally produced by Guidant Financial and updated by Space Coast Magazines

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erhaps one of the best, and certainly most successful ways for someone to launch into an entrepreneurial endeavor is through a franchise. Many of the pitfalls that someone would encounter when starting a business are identified and the processes that may take years to develop, not to mention marketing strategies, are already in place with a franchise. 2019 was a great year for franchised businesses, by many indications.

It was so good, in fact, that many are reconsidering franchise ownership.

With franchise profitability up year over year, most franchise owners are happy with their decision to buy one or more franchise locations. Guidant Financials’ Small Business Trends study shows that franchise owners rate their happiness at an average of eight on a scale of one to 10 (10 being happiest).

Franchise owners are even 28% less likely to consider cash a major operational challenge than independent business owners.

Right now, with fewer people entering into franchise ownership, because of the strong job market, popular franchises are primed for opportunities, in a way they aren’t when unemployment is higher. Believe it or not there are opportunities during a recession or a post-recession period that directly benefit franchises. For instance, as prime real estate locations become available, landlords also become more eager for renters – which means they’re likely to cut better deals and put more money into tenant improvements.

As the Small Business Administration (SBA) says, “A recessionproof business is one that provides a need.” For example, even 26: SPAC E C OAST B U S I N E SS

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though California was one of the states that suffered the most during the Great Recession, it was Subway’s top expansion market in 2008-2010. Why? Consumers needed more affordable dining options.

Programs with already attractive rates, such as an SBA 7(a) loan, now have lower interest rates than have been seen earlier.

And with recent adjustments to the SBA’s size standards, it’s estimated that almost 90,000 more businesses can gain small business status – which means more small business loans – to the tune of nearly $65 million. Guidant Financial, a company that assists existing and potential franchisees for everything from franchise fees, to equipment costs, to real estate, said, 98% of their qualified candidates get funded and they have funded nearly 800 franchises over the past two years.

Finding the Fit Both for those looking for a business opportunity and those who wish to expand an existing successful business, franchising may be the answer for a number of reasons.

First, franchising can be used as a creative form of capital acquisition. The primary reason growth-oriented business owners turn to franchising is that it allows them to expand without the risk of debt or the cost of equity. Mark Siebert, a franchise consultant, said in an Entrepreneur magazine post, “Since the franchisee provides all the capital required to open and operate a unit, it allows companies to grow using the resources of others. By using other people’s money, the franchisor can grow largely unfettered by debt.”

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In addition, franchising usually connects entrepreneurs with highly motivated business partners, who are as interested in their business’ success, as the franchisor. This coupled with the potential to accelerate the rapidity of growth, makes franchising attractive for certain business models and those with the skills sets to develop and maintain them.

Glenn Sandler, who built both a successful car dealership and one of the largest motorcycle retail and repair businesses in the southeast, went back to his CPA roots when he launched GI Tax and US Bookkeeping here in Brevard. Sandler’s vision is to compete with H&R Block, Jackson Hewitt and Liberty Tax, while providing franchise opportunities to men and women who have served in the military.

He was looking in to purchasing a franchise, then decided to start one. “I considered buying a Liberty Tax franchise,” Sandler said. “Then I walked into a room with 100 others who were going to do the same thing, who had never done taxes before.

Then, I walked out and decided to build a tax preparation franchise instead.”

Recently, another rising star in the franchise market, Pirtek USA, opened its corporate headquarters in Rockledge. The company is the only franchise in the U.S. for hydraulic and industrial hose replacement and fluid transfer solutions, covering both sales

and service. Pirtek boasts 500 employees in the States and 3,000 worldwide.

Moving up 95 places in Entrepreneur magazine’s Franchise 500 list, ranking No. 75, Pirtek has added 18 new franchise locations since January 2017. Its Franchise Development Manager, Nick Ridgeway, invites interested parties to explore the opportunity, in company video’s and their web site assures potential franchisees, “You start off with comprehensive, world-class training and enjoy support every step of the way. Our model works and provides you with the opportunity to grow your team so that you can enjoy all the lifestyle benefits that come from owning a successful business.”

Of course, like any business venture, complete due diligence is required to make sure both the franchise model, business sector and philosophical fit is right for the potential franchisee.

“For individuals seeking to purchase a franchise, it is important to always do the appropriate research to make sure that the company’s leadership is in line with your own,” Rick Grossman the CEO of Franchise Hub/Vet Starter said. “You will be in business with the brand for a long time and it is imperative that you are willing to work with the leadership team as you grow your business.”

F EBRUA RY 2 02 0: 27

FEATURE

Commerical Real Estate Overview “This Is How We See It” [ By Jeff Robison ]

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or the third year running, Lightle Beckner Robison has presented its Annual Commercial Real Estate Forum. This year’s event was held on January 28th, entitled “2020 Vision – This Is How We See it,” at the Rialto Hilton. The forum has quickly become the authoritative report of the area’s commercial real estate sector. The goal of The Forum is to provide a market update and guidance for the coming year to over 250 attendees consisting of real estate developers, investors, engineers, architects, real estate attorneys, community leaders, tenants, elected officials and others. The data at The Forum is presented by the partners of the firm and is a combination of market data from over 80 years of collective experience, third party sources, case studies and a body of transactional results throughout Florida and Georgia. The firm is active in asset management, project management, owner and tenant representation, real estate investment strategies, consulting and all aspects of commercial real estate.

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The tone this year was upbeat, optimistic and bullish for 2020. Brevard is in the middle of a boom that appears to have very few factors that will cool the market sector.

All of the vital signs for a good real estate market are still in place. Some of the vitals reported were continued job growth and creation, Brevard’s unemployment rate according to FRED, is 2.8%, while Florida is 3.1% and the nation is at 3.5% for November 2019.

Space innovation continues to provide numerous benefits to our market, including the attention of the world. Some out of market investors have compared our market to the likes of Silicon Valley due to space innovation.

Interest rates will continue to be low throughout 2020 as reported by the FED. The market is not over building, if anything the market is prime for speculative building in certain sectors based on demand. Occupancy is very strong across all sectors and are continuing to enjoy all-time highs in Brevard and as compared to markets throughout Florida. Rental rates and property values

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continue to see modest increases across all sectors.

Brian Lightle, CCIM, SIOR highlighted the market’s dynamic innovators and their determination and vision to accomplish their goals dramatically impacting today and the future of county. “Jeff Bezos started selling books out of a garage and created Amazon,” Lightle observed, “Now he is investing over a billion dollars of his Amazon profits into space. His vision is almost as unbelievable as his vision of Amazon years ago. There is a Prime truck in all of our neighborhoods every day.”

Lightle also discussed the impact of secondary and tertiary companies to support the efforts of the many companies that have committed to our market, whether it is Blue Origin, SpaceX, Boeing, L3 Harris, Northrup Grumman, TUI … the list goes on. The vendors for these firms and many others will continue to be in the market for real estate for years to come.

Rob Beckner, SIOR focused on the state of office sector in the market and how incredibly strong demand is in this sector. He is insistent that speculative office space is needed to support the market’s demand. He was thorough in comparing the health of the office sector in Brevard as compared to other markets in central Florida and the State. He is looking for the next developer to build a state-of-the-art office park that meets the needs of the market and todays sophisticated tenants. He reports

that he is expecting 2020 to be a great year for office owners, investors and developers.

Michael Moss, SIOR emphasized the industrial sector is feverish and clammy. He stated that there is not enough space! Demand is exceeding supply and he to reported that he is looking for a speculative industrial park or two.

He states, “Rental rates continue to rise, and vacancy has little room to move.” He emphasized the caliber of tenants in our market and those that continue to seek a home in Brevard.

(Jeffery T Robison CCIM) For my part I highlighted the health of Brevard’s retail market and the continued low vacancy in the market. We are not over-building with little to no speculative building. I explained the basis for optimism in retail real estate is not foolish. Retailers are resilient and will continue to figure out how to innovate and meet the needs of today’s consumer, thus requiring space. I expect tenant driven construction and minimal speculative building for 2020. There will also be new projects give the markets new infrastructure.

The Forum is an invitation only event if you are interested in attending in 2021 please email Jeff Robison, CCIM at jeff@teamlbr.com

Connect them to your company by connecting them to the community Experts agree that the only way to attract and retain the best and brightest talent, is to not only connect them to a career, but to connect them with the community.

is a monthly reminder that this is one of the most remarkable and diverse live, work and play environments in the country. So, give your employees access to all that is Brevard.

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BEST PRACTICE

MANAGEMENT

Cherise CZABAN Cherise Czaban is the publisher and CEO of i4 Business. She can be reached at cherise@i4biz.com.

HOW TO KEEP A REMOTE TEAM FOCUSED Originally published in i4 Business, November 2019

“When remote teams communicate well and leverage their strengths, they can actually gain an advantage over co-located teams.” — Erica Dhawan and Tomas Chamorro-Premuzic, Harvard Business Review

R

emote and gig work is the new normal for many American companies looking to attract new talent.

According to the International Data Corporation, approximately 72% of the American workforce will operate remotely by the year 2020. This new trend in the world of business is ideal in a lot of ways — employers save money on overhead for physical office spaces, and employees get more flexibility with their schedules and freedom from commuting.

However, if you are managing a remote team, it’s valuable to remember that it is still a new trend. That means there will be a learning curve, maybe even some missteps, but nothing that can’t be managed with just a few already established commandments of remote work.

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Time Management

It’s so easy to pick up your phone to check a text message in the middle of the day, only to look up half an hour later and realize you haven’t started on your to-do list. This one can be tricky to perfect in every aspect of our lives, but it seems especially true in the workplace when you don’t have a team physically nearby to keep you in check. Here are some ways to keep yourself accountable:

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Limit distractions. Set some restrictions for yourself to stay on task. Try checking email only at certain times of the day and turning off all social media alerts. There are even apps that track and limit your time spent on certain websites that can help you maintain your goals.

Implement strategies. Even before remote work, people were trying to perfect the formula for efficient use of time. The Pomodoro technique, 52-17 technique and quadrant time management system are all popular for remote workers. Through trial and error, you can find the techniques that work best for you.

Organize your days. Before you can hold yourself accountable, you have to know what you’re holding yourself accountable to. Structure your days by making a to-do list, or a list of tasks that are the most urgent or important to get done first.

Starting your day off this way not only ensures productivity but makes the rest of the day breeze by.

Keep your physical workspace organized. A decluttered workspace is proven to be a more productive one.

Communication

programs designed to suit different needs. These include:

Because you aren’t connected by a shared space, one of the most important values of any functional team is made even more difficult: communication. Keep the following in mind when managing or being a part of a remote team: •

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Honesty. Being transparent about expectations, priorities and schedules is necessary to set a productive time in any remote team. Try weekly or daily tag-ups so in everyone can check in and discuss what they’re working on and what they might need from the rest of the team.

Availability. A remote team often operates in different time zones or on specific schedules that make working from home so ideal.

In order to be sure all team members have access to anything they need from others in the group, coordinate meetings and collaborate. Being clear about everyone’s schedule and keeping track of each person’s regular hours is necessary.

Team bonding. That same separation that makes scheduling tricky can also be hard on team spirit. It’s easy to feel disconnected when working remotely, so try scheduling in-person meetups, Skype calls, or even group texts where everyone has a chance to bond and build relationships that will make work communication even easier.

Tools

Because working remotely has become so pervasive, have digital and online tools developed to make it easier. There are apps and software

•

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File sharing services. Dropbox, Box and WeTransfer all offer easy and customizable ways to share documents, images and files with your team and clients. They can be customized depending on your needs, whether it’s simply a shareable link or an entire database of current projects and files.

Project management. Asana, Monday and Basecamp are just three of many project management sites available to remote teams. Within a project, you can assign tasks, track progress, tag coworkers in questions, create calendars and much more. This not only saves time in creating individual to-do lists, because you can populate your tasks from projects on these platforms, but it prevents your inbox from being flooded with miscellaneous updates.

Messaging. Communication apps like Slack can often be integrated into the project management software mentioned above and allow for quick and efficient messaging that, again, doesn’t flood your inbox.

Companies that allow team members to work remotely tend to have higher employee satisfaction, which leads to more productivity and less turnover. Telecommuting is not for everyone, but with the right people in the right places, it can be especially productive.

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F EBRUA RY 2020: 3 3

BEST PRACTICE

LEADERSHIP

Oleg KONOVALOV Oleg Konovalov (www. olegkonovalov.com) is a thought leader, author, business educator and consultant with over 25 years of experience operating businesses and consulting Fortune 500 companies internationally. His books include Leaderology, Corporate Superpower, Organizational

Anatomy.

5 TRAITS TODAY’S LEADERS NEED

TO REVOLUTIONIZE THEIR MANAGEMENT STYLE Originally published on globaltrademag.com

T

he rapid rate of change and innovation brought about by the digital age is putting many large corporations in peril as they realize they are in an “adapt-or-die” era.

But for a business to change, its leadership must be willing to change as well, and that doesn’t always happen, as I point out in my book Leaderology.

Old strategies and approaches are not sufficient anymore. Unfortunately, we are stuck in the Dark Ages of management, in which we fall back on the old ways of leading people, rooted in the patterns, metrics and expectations of the past. We are in desperate need of a management revolution.

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spotting opportunities and being innovative.

We have memories of such giants as Kodak and Borders. Both used to be on the Fortune 500 list but passed away because they were stuck in the old paradigm of thinking.

A dogmatic way of thinking and acting won’t get anyone far in business.

Over the years we have learned numerous lessons about what separates extraordinary leaders from the ordinary. Here are just five of the traits true leaders possess: • They are involved with their teams.

Managers who just monitor from afar what employees are doing tend to think they are good leaders as long as everything seems to be going well.

This is wrong, you need to ask: “Are you giving input to the team? Are you

present when things are going well or only if things go poorly?” The amount of effort and energy the leader puts into the work defines the actual role and status of the leader.

• They are coach and receptive learner at the same time. This is a good combination because, on the one hand, you help people to grow by sharing your expertise. On the other hand, not learning from other people is equal to ignoring them. In the best scenario, there will be experts on the team from whom the leader and everyone else can learn.

• They understand leadership is not a dictatorship.

People in leadership positions possess power and influence, but they should use that power to serve people. If you do that, you’ll be paid back threefold with respect, support and loyalty. Make your leadership worth following. Be an example by working for others, rather than acting like you’re king of the mountain in a kids’ game.

• They over-deliver on promises. When true leaders pledge to do something, they are able to calculate

the risk and understand the effort needed to achieve what they have said they will do. Real leaders know they will be judged against actual deeds and fulfilled promises. Unfulfilled promises work against them and people who counted on them will leave.

Promising too much is for incompetent leaders.

• They know that winners breed winners. It’s a leader’s duty to help people feel like winners even in small achievements, and to convince them of their ability to succeed despite past failure. People trained to win will win,” he says. “People trained to fail will fail.

The modern leader needs to combine meticulous planning with flexibility. The wrong decisions and actions can lead to the whole organization losing sight of customer needs as well as quality, harming the long-term sustainability of the organization.

Making the right decision means thinking of more than the company. It means considering the values and needs of customers and employees as well.

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BEST PRACTICE

STRATEGIC PLANNING

Wendy ROMEU Wendy Romeu is president and CEO of Alluvionic, which she founded in 2013 to help businesses achieve their process and system implementation goals.

3 ELEMENTS THAT ARE OFTEN OVERLOOKED IN STRATEGIC PROJECTS

T

hough most companies do their strategic and tactical planning towards the year’s end, these plans usually have specific projects that need to be completed for the strategic vision to be realized. Each of these projects need careful consideration and have specific baselined sub-plans that need to be considered before they are rolled out.

When executives think about project plans, they are familiar with scope, schedule and cost. Those three elements are extremely important, but here are three additional elements and plans that should be considered that are often overlooked for most projects.

Organizational Change Management Plan The most-often-forgotten plan in a project is the organizational change management plan. There are several standards that provide structure to organizational change 36: SPACE C OAST B U SI N E S S

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management including, ADKAR®, CMMI® and PMBOK®. This important project element will identify all of the stakeholders, their roles in the project and the impact the project will have on that stakeholder group. Culture, number of people, internal and external stakeholders, location, organizational structure and regulations are only a few items that need to be considered when preparing the organizational change management plan. Each organization will have a different set of circumstances and standards.

Communication Management Plan Once the organizational change management plan has been established, the detailed communication plan can be built.

Several questions will need to be answered: • What are all the means of communication for each stakeholder group? For example, is the messaging pushed out or put somewhere for the

stakeholders to retrieve when they want it? What is the appropriate method, such as email, SharePoint, social media, screens in breakrooms, posters or other communication channels?

• Are there specific groups or people that need more or less communication?

• When will each group be communicated to and how?

• Who will send out communications? Who will manage the messages? Who needs to approve the messages?

• What are the right messages at each point of the project?

The communication management plan needs to consider the culture of each stakeholder group and how those groups get their information. Too much information too often will not work. Conversely, too little information will not work. This is why the communication management plan needs to be thought out and deliberate.

Training Plan Like the communication management plan, the training plan will often support the organizational change management plan. The training plan, during the planning phase, will often include the high-level groups of people that need to be trained, the timing for this training and the overall approach. This should be communicated to the organization as soon as possible to ensure stakeholders know they will be trained at the appropriate time.

As the project progresses, the detailed training plan with actual dates, locations, names and other details will be defined. Once this detailed plan is established, share it with those who will be trained. This reduces anxiety as the project progresses for those who are not on the project team but will be impacted by the implementation, helping with the acceptance of the change that is being deployed.

These three plans are critical to the success of any significant project, especially one that has strategic importance. If they are not considered, the likelihood of success is diminished significantly. All of these plans should be reviewed and part of the overall project plan, which is baselined at the beginning of the project.

As with all of the plans, there will be adjustments made as the project progresses. These changes need to be reviewed and accepted by the sponsors and the steering committee that originally approved the plan.

Communication and transparency will be key for these and all other project plans.

F EBRUA RY 2020: 3 7

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