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US

EXECUTIVE JOURNAL

Fall 2009

www.usexecutivejournal.com

A Sure Bet for Innovative Design ODAWA CASINO RESORT

A Home for Hospitality CAROLINA ALE HOUSE

Quit Smoking Pill

HEALTH CARE SPOTLIGHT: GLAXOSMITHKLINE

Partnering with Excellence

Perlo McCormack Pacific

THE MAGAZINE FOR LE ADING INDUSTRY EXECUTIVES


EXECUTIVE JOURNAL

Editorial

Production Editor: Lindsay Howell

Managing Editor: Tony Ware

Correspondents:

Mark Fitzgerald, Senior Staff Writer Kellie Ducharme, Staff Writer Amy Bonn Erin Behan Greg Kotcher Kelly Matlock Tiffany Nichols Hallie Seltzer Shelley Seyler Tony Ware

Editorial Department: Sean Barr Richard Callahan Matt Duncan Eric Gunn TaMeka Marshall Victor Martins Mike Richards Cathi Sachs Hanim Samara Zach Smith James Tingley Jonathan Todd Neal Russo

Vendor Relations: Hayley Gold Chris Leopard Amanda Moore Chanda Moorman Mike Richards Pat Rose Bill Parkison Rena Pensky Kelli Hubbard Rob Prince Hubert Robinson

Published by Bull Run Media LLC Kalena Alston-Griffin, Partner Keyla Carr, Partner Alonzo Ellis, Partner

Publisher:

Kalena Alston-Griffin, Partner

Executive Editor: Keyla Carr, Partner

Design Department:

Sheryvonn McDonald, Senior Designer Julie Hudak, Senior Designer Heather Darazs Cesar Sosa Jay Vandewani

Operations:

Karyn Dowty, Director of Operations Kelly Matlock , Manager of Operations Meredith Friedline Daniella Gonzalez Rebekah Tingley

For many species the fall months are a time to rest and regroup. But hibernation is not an option for executives. It takes a special breed to be captains of industry, to navigate the codes and economic conditions that can change a company’s means of survival from one job to the next, and there’s never a moment to spare. Recognizing that tough conditions lead to tougher competitors, US Executive Journal is proud to spotlight executives that have positioned their companies to weather uncertain economic times, and found means to diversify in ways that rely on initiative and ingenuity. Temperatures may have been dropping, but activity has done nothing but picked up for Carolina Ale House, a venture of LM Restaurants Inc. LM Restaurants, founded by Lou Moskahos, oversees eight unique restaurant concepts, with 19 locations throughout North Carolina, South Carolina and Florida; 12 of these locations are home to the “heart and soul” of LM Restaurants: Carolina Ale House. Carolina Ale House is an award-winning sports bar/restaurant established in 1999; the restaurant has thrived through 10 years of growing competition in the market. The restaurant caters to multiple demographics, but maintaining a family-friendly atmosphere is important, based on Moskahos’ personal upbringing and beliefs. Carolina Ale House, recognized locally and nationally for its quality of product and well-managed growth, is known for its variety, customer care, and overall commitment to getting it right. General contractor Perlo McCormack Pacific of Portland, Ore., knows construction is a collaborative effort. “Perlo” comes from Jeff Perala, director of estimating, and Gayland Looney, COO -- partners since 2000 -- while McCormack is CEO Bill McCormack, who started the parent company in 1979. Together, the three help their clients balance construction costs with architectural design and building functions. Perlo McCormack Pacific helps its clients avoid problems by looking at a design from the owners’ perspective; not judging the design, but guiding the owner to make informed decisions on the cost of materials and possible alternative options. While over along the tranquil face of Lake Michigan, adventure seekers can do just that at the Odawa Casino Resort. Strategically remodeled and equipped to accommodate its planned growth, the staff at Odawa is using some of the latest green technologies, while providing its customers with top-notch service, high-class amenities, cutting-edge casino games and all the comforts of home. The original Victories Casino facility for the Little Traverse Bay Bands of Odawa Indians served locals as a bowling alley before being converted into the town’s only casino. Popular though their facility was, the Tribe looked to the future and a four-star facility. Odawa Casino Resort has since become an incomparable entertainment provider built around not only attracting visitors but giving the community what it longed for and desired. These are just some examples of how today’s successful executives do their best work when balancing tradition and modernization. Also in this issue are some short features on proper health care, as it is not only a hot topic in Congress, but also something everyone from executives to employees must think about to maintain compelling workmanship and stellar performance. As temperatures descend thoughts turn to the quest for warmth and security. While the market sometimes feels about as sure as a golden brown leaf whipping in the wind, threatening to dislodge, descend and dissipate, what makes this time of year so great is the variety. For every deciduous tree going dormant there’s a conifer holding steady. So as we kick up some leaves on the way to celebrate the fall season let’s appreciate what brings us all together: good company, which can mean so many things to so many sectors.

— US Executive Journal

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Contents

27 Food & Drink

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Perlo McCormack Pacific Partnering with Excellence General contractor Perlo McCormack Pacific of Portland, Oregon knows construction is a collaborative effort. It says just that on the company’s Web site, and shows it in the company’s name, itself. “Perlo” comes from Jeff Perala, director of estimating, and Gayland Looney, COO ― partners since 2000 ― while McCormack is CEO Bill McCormack, who started the parent company in 1979. Together, the three help their clients balance construction costs with architectural design and building functions. The general contractor is firmly established in the commercial and industrial sectors, where its 150 employees help generate over $100 million in annual revenue from a combination of bid and negotiated work.

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How Christ Hospital in New Jersey Serves the Community and the Surrounding

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Manufacturing 13

Sharrow Lifting Products Rigging Strength from Within

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Weldall Manufacturing, Inc. Welding it All

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Health Care

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Top Symptoms of Basal Cell Carcinoma

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Knowing These 3 Breast Cancer Facts Can Save Your Life

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Quit Smoking Pill ― Reality or Dream?

There are many different hospitals that you can find in various parts of the world. Some of these hospitals like Christ hospital in New Jersey are affiliated with religious faiths. Unlike some hospitals where a person’s faith is considered as being the cornerstone for the improvement of ones medical health, Christ hospital gives the necessary medical aid quickly and efficiently. ― Excerpt ― How Christ Hospital in New Jersey Serves the Community and the Surrounding

US Executive Journal

Fall Edition 2009

Nelson Stud Welding Leaving a Global Footprint

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Hercules Wire Rope & Sling Company Inc. More than a Trade

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Frederick's Machine Shop A World Leader

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Pizza Fusion Bringing Healthy Growth to Franchise Restaurants

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University of Richmond Dining Services Cooking Up Campus Improvements

Construction 58

Johnson Electric Company Inc. A Bright Light in Full-Service Contracting

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Perlo McCormack Pacific of Portland Partnering with Excellence

Gaming & Leisure 44

The Gershwin Hotel A Home for Art in the Big Apple

Odawa Casino Resort A Sure Bet for Innovative Design

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Energy

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Bailey County Electric Cooperative Powering West Texas Communities

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Cooke County Electric Cooperative Putting Members Before Money

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Nueces Electric Cooperative A Long History of Low Costs

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Carolina Ale House A Home for Hospitality

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Discover What Digital Signage Can Do For Doctors and Hospital Staff

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Cover Story

We have collaborated with many design teams over the years to make sure the building architecture and function can be achieved within an owner’s overall budget. - Jeff Perala,

DIRECTOR OF ESTIMATING, PERLO MCCORMACK PACIFIC OF PORTLAND

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Energy

Health Care

Health Care Spotlight:

Discover What Digital Signage Can Do For Doctors And Hospital Staff

Bailey County Electric Cooperative

Powering West Texas Communities Produced by Mike Richards & Written by Mark Fitzgerald of its members have multiple meters. Keys to Success Marricle attributes much of the co-op’s success in recent years to a marketing campaign and a partnership with an economic development corporation in town. “We started a big push on getting dairies to come onboard about 15 years ago,” he says. “This has really paid off and has been a tremendous boost to dairy farm expansion in this part of the country.” During the campaign, BCEC staff went to farming tradeshows in California to entice farmers to buy land in Texas. “We were told by the dairy farmers that they could sell their land out in California by the foot and come out here and buy it by the acre,” says Marricle. “Those that came really liked it out here because it’s so wide open and the weather is suitable. So far it’s really been a win-win situation with both the dairy and the co-operative.”

Stethoscopes, X-ray machines and heart monitors are the tools of the trade for any healthcare professional, now you can add digital signage to this toolkit, to ensure the healthcare professionals and patients are brought together. These professionals are taught the leading techniques and therefore are equipped with the latest in medical technology. So why is digital signage being associated with physicians? Now you certainly would be surprised if they pulled out of their bag an LCD or plasma television, however crazy this may seem, do not dismiss it. Many doctors offices and hospitals are discovering that digital signage revolutionised they way they interactive with patients.

patients, for example it can soothe the nerves of a little girl suffering form tonsillitis by providing her with something to look at whilst she sits in the children’s emergency room, even touch screen displays are used to speed up patient check-in procedures. The revolution has started. Since sales of flat screen displays have eclipsed Cathode Ray Tube sales (CRT), screens are now so affordable they are a similar price to printing costs of static posters, this is why the boom in the digital signage market, but who would think of hospitals deploying LCD screens for patients, never mind networking them up!

The reason for this?

Now we will see these displays hanging from walls, rather than taking up precious space as did CRT televisions.

Dynamic signage is flexible and the content can be changed within seconds, normally dynamic signage is used for advertising, however in the medical arena it is used to educate

Article Source: http://www.articlesbase.com/team-buildingarticles/discover-what-digital-signage-can-do-for-doctorsand-hospital-staff-1464341.html 

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US Executive Journal

Fall Edition 2009

Another initiative that’s contributed to BCEC’s success has been its membership with the Golden Spread Electric Cooperative, a tax-exempt, consumer-owned public utility that was organized in 1984 to provide low cost, reliable electric service for its rural distribution co-operative members. In 1939, just over a year after it was established as a self-service utility, Bailey County Electric Cooperative (BCEC) energized 249 miles of line in rural Texas. Since then, the co-op has grown and expanded to 2,800 miles of line serving about 1,800 members in Bailey, Castro, Cochran, Lamb and Parmer Counties. “We’re primarily an irrigation co-op,” says BCEC CEO David Marricle. About 70 percent of its distribution load supports agriculture, especially dairy farms. Up in the western portion of the Texas panhandle, the co-op also serves rural communities who grow cotton, corn, grain, wheat, alfalfa and marjoram. Based in Muleshoe, Texas, BCEC has 40 employees and average annual revenue of $20 million. “We’ve grown by leaps and bounds in the last two to four years,” adds the CEO, noting that BCEC has over 10,000 services in place and many

“We’re one of 16 co-ops at Golden Spread,” notes Marricle. “We joined to be able to better plan for our needs, and this partnership has really proven valuable to us. In the last 20 years we’ve grown to such an extent that we now have five generating units at Mustang Station located in Denver City, Texas.” Golden Spread Electric Cooperative supplies base-load needs to its 16 member cooperatives, that portion of the electrical demand is present at all times, from the most efficient, lowest-cost generating resources with units burning natural gas. Other resources including coal, wind and purchased power are blended during higher load periods to minimize cost and emissions. Wind Energy “We’re looking to expand our assets and invest in wind generation and other environmental friendly resources,” says

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Energy Marricle. “But we know this won’t be a silver bullet solution.” While advantageous, the intermittent nature of windgenerated energy creates considerable operating challenges

times. Any change in load must be matched by a corresponding change in generation output.

Cooke County Electric Cooperative

“Intermittent renewable resources such as wind-generated energy are not dispatchable,” recognizes Marricle. The CEO points out that the availability of wind, not the need for power, determines how much energy is produced.

Putting Members Before Money

Indeed, the energy supplied by wind and the energy required by load can vary from moment to moment for reasons beyond the control of the utility. Because of this, dispatchable energy producing resources, like natural gas-fired or coalfired generation, must be available to quickly adjust power production levels upward or downward to maintain the balance of generation output and load.

Produced by James Tingley & Written by Kellie Ducharme In Cooke County, Texas, over 12,000 individuals and businesses are binding together, investing in a member-owned electrical co-op in order to establish the lowest possible electricity rates in Texas. As such, Cooke County Electrical Cooperative (CCEC) has one philosophy that overrides all else and spurs it towards success: members come before money.

“We’re all for green energy,” Marricle says, “but it needs to be affordable.” Although he says he worries that the tax implications associated with green legislation might be out of tune with the demands of electric co-ops in rural Texas, he is optimistic about BCEC’s future growth.

for utilities because maintaining reliable service on the grid requires that generation output match electric load at all

CCEC is a non-profit organization that provides its members with reliable electric service at extremely low prices. Begun in 1938 with just 98 members, CCEC has grown to include almost 12,771 members in the Cooke County area, which includes Cooke, Montague, Grayson, Wise and Denton counties. As such, the cooperative maintains over 3,087 miles of overhead and underground distribution lines that average 4.87 meters per mile of line, totaling over 15,000 meters.

“We felt the effects of gas prices last year, but now gas prices have been lower this year,” he says. “All in all, even though the gas prices are starting to rise again, BCEC expects to continue to grow for the foreseeable future.” 

Member Satisfaction According to Hesse, CCEC is fully oriented towards client happiness. “We’re in it for the members’ satisfaction,” says Hesse, realistically adding that “we do try to maintain healthy margins in case of a storm, but we’re not driven by profits, our focus is on the members.”

The cooperative’s 57 employees strive daily to provide reliable service and “a personal touch” for its members. The co-op is run by Larry Corbett, CCEC’s president, David Flushe, the vice president, Jess Harlson, the secretary and treasurer, and Wayne Mitchel and Ray Powell, who act as district directors. This massive amount of power is purchased from the Brazos Electric Power Cooperative, which is a generation and transmission supplier organized to provide electric distribution cooperatives, like CCEC, with dependable electric power at the lowest possible cost.

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US Executive Journal

Fall Edition 2009

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Energy As a not-for-profit cooperative, CCEC allows itself to operate with very thin margins, thus offering members lean prices that a for-profit company cannot compete with. For CCEC, a tighter price does not mean lower quality. The co-op has four crews that maintain power lines all year long, and it has an emergency call center that can handle up to 25 calls at once in case of electrical outages. CCEC lets its members have full control over who manages the cooperative. The group has annual meetings where each member votes on a director for their district (there are five districts that compose CCEC’s scope). “It empowers them,” he explains. “They have local control over who has the voice for their district.” This direct power to influence the co-op’s future further invests members in CCEC, creating a deep sense of community and camaraderie among members.

year that last a day each. The seminars teach laborers bucket rescue, pole top rescue, forklift training and heat exhaustion prevention, among many other things. In addition to safety training, CCEC provides its 22 office employees and 35 field laborers training based on their job classification and experience level “so they can learn through each stage of their career.” Also, CEEC is urging its members to engage more in environmentally friendly and energy efficient practices. Currently, Hesse says the industry is on edge to see what will happen to Congress’ greenhouse gas legislation and whether Texas will tack on a tax to carbon dioxide emissions. To this end, CCEC is exploring ways to be energy efficient and remain affordable.

Members also stay involved in the community through their relationship with CCEC. The co-op participates in fairs, parades, fundraisers and community charities.

“We want [legislation] to be achievable, affordable,” explains Hesse. “We are definitely for climate initiatives, but we want it to be something our members can afford.”

Training and Energy

Also, the Brazos Electric Power Cooperative where CCEC buys its power uses some wind and solar generated electricity, two cutting-edge ways to generate power with a virtually nonexistent carbon footprint. In-house, CCEC has eight wind distribution centers in its system.

CCEC regularly stresses the importance of stringent safety practices to its members. The cooperative works alongside the Texas Electric Cooperative to host eight safety meetings a

“We’re just trying to adapt to the new technological changes to allow our members the best access to affordable power,” says Hesse. One such way CCEC is adapting for its members is through supporting a free weatherization program offered to low-income homeowners or renters who qualify by the Texoma Council of Government and the Texas Department of Housing and Community Affairs. The weatherization program cuts energy loss by insulating, weather-stripping, installing new windows, storm windows and doors and sealing cracks and holes. If necessary, the program will even repair or replace your heating and/or cooling system. On a conservation page on its Web site, CCEC encourages members to “change your habits” by making “easy changes first.” The co-op offers these tips: keep the thermostat on 78 in summer and 68 in winter, replace HVAC filters monthly and clean coils annually, turn off lights, keep fixtures clean, use compact fluorescents, lower water temperature heater settings, reduce phantom loads, and turn off the water heater when going on vacation. Whether through low prices, tips or training, CCEC has been successfully equipping its members with affordable, reliable and increasingly environmentally friendly energy for more than 70 years, and plans to continue to do so for 70 more. 

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US Executive Journal

Fall Edition 2009

Nueces Electrical Cooperative A Long History of Low Costs Produced by James Tingley & Written by Kellie Ducharme “We don’t care about profits,” is not something one usually hears in the utility industry. However, Nueces Electric Cooperative (NEC), a Texas not-for-profit electric cooperative contends “the only reason we exist is to serve our members.” Why a Co-op? Unlike an investor-owned utility, where corporate stockholders are the primary benefactors of thick margins, the co-op model means NEC is owned by the members it serves both as a distribution co-op and as a competitive retail electric provider in Texas. NEC members carry the equity in a coop through their allocations of any margins left at the end of each year ― called “capital credits.” This means reduced electricity costs to consumers, and a company they can trust to look out for their best interests.

Today, NEC maintains 3,200 miles of electric line for eight Texas counties (Nueces, Jim Wells, Kleberg, Kenedy, Duval, Live Oak, McMullen and Brooks), has distribution system maintenance contracts for two South Texas U.S. Navy Air Stations in Corpus Christi and Kingsville, and serves as the retail electric provider for approximately 17,000 members in other parts of Texas. NEC keeps abreast of the latest technology advancement so that it can maintain its competitive edge. “It

Electric cooperatives began in the early 1930s, when Americans in rural areas were forced to pay exorbitant electricity rates because for-profit utilities did not see much money in building power lines to rural areas. Congressional representatives soon realized the need to keep isolated towns and farms sustainable, so they passed the Rural Electrification Act, which created the Rural Electrification Administration (REA) and, in turn, rural electric co-ops. The REA made loans available to groups of rural citizens who wanted to make their own local electric co-op a reality. NEC is one of over 900 electric cooperatives in the nation, but is unique in the fact that its service area is open to other companies that sell power to NEC’s power delivery system (wires) members. NEC also has the only competitive retail division that sells electric power within all of the competitive retail markets of Texas. “We’re fully in competition,” explains Sims. “We’re competitive right down to the residential members. Their power lines and meters are NEC’s, but they can choose who they want to supply the electricity NEC delivers to their home or business.”

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Energy

Manufacturing

evolves every day,” John Sims, chief executive officer of the coop, says of the electric industry’s technological advances. “We work to be state-of-the-art.” NEC plans to invest heavily in smart grid technology in the next three years, Sims adds. After 70 years of operation, NEC plans to continue to expand through economic development, sales growth in its retail division, the efficient use of technology, and increased communication efforts to its members and to Texans in the retail electric choice areas of the state.

Keeping the Lines of Communication Open Each year, NEC has an annual membership meeting for its members. Each of NEC’s 30,000 members can attend to keep updated on the goals of the co-op and plans for future development. More than 2,500 people come to the annual meeting and share input that guides the direction of the NEC. “It’s fun to make it work as a team,” explains Sims, adding that teamwork helps NEC “keep the customer base [it] has.” NEC’s business model is one of teamwork and financial accountability, which spurs members to become personally involved and invested in the business. All members of NEC receive a monthly copy of Texas Co-op Power Magazine, a publication prepared by NEC’s state trade association, Texas Electric Cooperatives, in Austin. NEC contributes the center eight pages of the magazine, providing information directly targeted to its members. The magazine as a whole keeps members updated on state and industry trends, and important news about NEC. For those who want information quickly and concisely, important notices about the co-op are provided with each bill its members receive. Additionally, NEC’s two web sites www.nueceselectric.org and www.necretail.com are updated regularly to better serve its members. A Commitment to Its Members & Their Communities NEC recognizes its commitment to its members’ communities and says its “duty is to Main Street, not Wall Street.” NEC plays an active role in the economic development efforts in South Texas, and acts in every way possible to keep small commercial and industrial companies afloat and help new businesses recognize South Texas as a great place to locate and do business. With a member-elected board of directors consisting of their own neighbors, NEC is very responsive to the needs of its members. A Community Involvement Committee of member advisors supports the cooperative, including its Youth Connections school safety and scholarship programs, and the Operation Round Up program where consumers volunteer to round up their electric bills to the next dollar. One hundred (100) percent of these donations go to Nueces Charities, the charitable arm of the co-op that then administers a grant program for local charities to distribute, again, 100 percent of the funds. Through empowering members, who in turn empower the community, NEC works to change the face of the electric power industry in Texas. As Nueces Electric Co-op continues to expand its influence in the state, the Co-op works to change the focus of the Texas electricity industry from less concern for recovering unnecessary costs added on to consumer electric bills to more concern for keeping our Texas consumers’ electric bills affordable. 

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US Executive Journal

Fall Edition 2009

Sharrow Lifting Products Rigging Strength from Within Produced by Hanim Samara & Written by Tiffany Nichols Bob Downs, president of Sharrow Lifting Products (SLP) in New Brighton, Mn., joined the company in 1992 with no previous manufacturing experience. In fact, Downs happened upon the road to his relationship with SLP by a fortuitous meeting.

man”; everything we do benefits us and we don’t focus on titles and authority,” notes Downs wisely. “We’re all coworkers and if I don’t do my job everyone pays through a lower stock price and lower retirement balance.” Shared ownership results in heavily invested employees and management alike.

He was working for Play It Again Sports as a new college graduate, and one of the three Sharrow brothers was a golf club collector who came into Downs’ store every Friday. Downs stashed the best clubs for him, and the two men became good acquaintances. Downs eventually learned of the Sharrow brothers’ company, founded as the C.C. Sharrow Company in 1952, and was asked if he would be interested in working for them. Downs met with them, and found SLP to be “an intriguing, family-run business” specializing in the manufacture and sale of lifting slings, rigging equipment, tie-down equipment, and other specialty lifting devices.

Diversity Leads to Opportunity With all its employees actively involved in company welfare, Sharrow Lifting Products has positioned itself to serve various

When Downs started, there was one computer for the whole company; however, as a recent college graduate with a degree in finance and accounting, Downs knew computers. This enabled Downs to help build up the company infrastructure from the beginning, establishing him as a key asset. Although his initial job was in the inside sales department, he had his sights set on more — for himself and the company. After 10 years with the company, Downs assumed the role of company president in 2003; none of the Sharrow brothers’ children were interested in the business, and the Sharrows were confident that Downs and the other senior employees would continue to guide the company as they had — keeping the best interests of the employees in mind. Downs, along with Mike Osiecki, Marc Zastera and Rick Knoche, form the management team that leads the 100-percent employeeowned company. In 1994 the company became employee-owned through stock options (ESOP), an accomplishment and cause for celebration. “It’s a different mentality than working for “the

industries. This has happened both through networking in various trade organizations – the WSTDA, ACRP, AGC and ARW, to name a few – but also the conscious diversification of products and services that can be offered. “If you’re in Detroit you’re tied to auto, in Pittsburgh tied to steel, but we’re diverse in that we’re not tied to one specific industry,” explains Downs. “We sell custom assemblies for anything that hangs off a crane to lift a load. Anybody who uses a crane uses our product.”

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Manufacturing A local project of interest was a pair of well-known radio towers located in nearby Shoreview. There was a two-person elevator that ran up the middle of these couple thousand feettall structures, and SLP was called in for maintenance. “We got the job to change out those cables, and our guys went to the top of these towers, it was a really interesting job for us,” says Downs. “Our industry isn’t flashy … it’s a difficult business to have a conversation about over a beer with a buddy … but everyone knows the towers in Shoreview, and to say Sharrow was doing it was very cool. ”

Downs says that SLP has a job on the very near horizon that will be the largest dollar invoice in company history. The project is a high quantity of large-diameter wire rope sheaves or pullies. The products will be sent overseas to be assembled into crane blocks for an offshore drilling rig. Downs welcomes the challenge of such a large undertaking, and sees it as another opportunity for SLP to build its name.

SLP also offers a variety of lifting product services beyond production, maintenance and sales. Lifting products awareness training is available to companies who would like to design safety programs, and teaches employees safe rigging practices, how to inspect for damaged rigging gear, and how to sling applications, among other important things. Custom rigging consulting and design provides consulting to clients on what kind of rigging and lifting equipment that should be purchased for particular loads. Plus, SLP conducts

rigging gear inspection and repair to OSHA requirements through its trained and experienced rigging gear inspectors. Furthermore, the company conducts proof testing and destruction with a proof test bed that can test up to 225,000 pounds. Skilled employees and vendors are capable of conducting failure analysis on any rigging or lifting products, to determine the factors that caused the failure. Rewarded after Weathering Hard Times Downs admits that the economic downturn had an effect on SLP’s business. Initially, the company hired employees based on reputation and word-of-mouth. With the economic downturn, Downs says that it is a longer process to find new labor because there are so many people in need of employment; “If you throw an ad right now for a job opening, you’re going to get 500 people to apply; the unemployment rate has been pretty thick.” In addition to the difficulty in narrowing down candidates for temporary positions, Downs states having to have let go of employees due to decreased work and revenue is by far the most difficult part of managing during a downturn. “We started 2009 very poorly like a lot of people did, and recognized that we were going to have to take measures in order to preserve profitability. It was a bittersweet time, as the last day of February we made the final payment to the final Sharrow brother to become debt free to complete the purchase of the company; a time that since the ESOP began in 1994 we never thought would arrive. Then, the very next business day, we had to let people go for the first time in company history,” laments Downs. “To have the final payoff day be followed up by the day we had to let friends go was simply the most horrible business day in my career.”

relies on some prefabricated materials from trusted partners. The location is strategic, as well, centrally placed between Minneapolis and Saint Paul, with quick access to the freeway. Although a difficult transition, after being under the same roof for 45 years, the change looks to be paying off. Along with the recent move came an Internet and radio marketing push, announcing the company’s renewed presence. The Sharrow name alone has long been enough to lure in repeat business; however, the company needed to ensure that valued customers knew they could find the same dedicated service, only at a new address. “Our business model is simple,” says Downs. “We build and maintain mutually beneficial relationships with our customers, with our vendors, and with our employees. “ Having guided all the pieces in place, Downs is confident that the Sharrow management team will successfully lead the company into the future. Thanks to the solid reputation of Sharrow Lifting Products, along with highly invested employees due to full employee ownership, an appropriate facility to meet the demands of the industry, plus solid associations with valuable trade organizations, Sharrow Lifting Products remains a name that everyone can invest trust in. 

Fortunately, since then, the company revenue has leveled out. SLP has implemented cost controls, and widened its crosstraining. The company also moved out of an older building that it had occupied since 1963, and into a newer building, giving the company a fresh face and a facility appropriate for the company needs. “It allows for high ceiling storage in our shop – we’re no longer tripping over ourselves, and we can more efficiently store inventory,” remarks Downs. “We were also able to build a training room for our employees and our customer base,” declares Downs. This in-house training area provides additional income by offering essential OSHA training courses. The high skill level and degree of danger in the lifting industry demands that there is an emphasis on safety and adequate training; Sharrow Lifting Products takes the risks of its business seriously. The new facility has also allowed for a revamp of equipment, and an overhaul of unnecessary inventory. “We’re a job shop; it’s a job-by-job decision … so the goal is certainly to make whatever we can here,” says Downs. However, SLP certainly

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Manufacturing

Weldall Manufacturing Welding It All

Produced by Hanim Samara & Written by Shelley Seyler Creating weldments in excess of 100,000 pounds does not come easy. Weldall Manufacturing, founded in 1974, began welding materials “you can pick up and carry in your hands,” says President Dave Bahl Sr.; since its inception, this picture has drastically changed.

Welcomed by more growth, Weldall currently operates in 144,000 square feet of state-of-the-art space designed for efficiency and improved workflow; raw materials come in one end and move expeditiously until finished products are shipped.

Incremental Growth Successfully welding the heaviest metals available takes time and practice. When Bahl’s former employer warned him the future of the company “didn’t look good,” he was convinced, with some encouragement from his peers, to start a business of his own. With his first shop smaller than his current office, the seeds for Weldall were planted.

With 140 employees, Weldall has annual revenue of approximately $30 million, and is headquartered in Waukesha, Wis.. Weldall takes customer service seriously with a focus on quality workmanship, reliability, and advanced technology. Welders are American Weld Society (AWS) certified and their certified weld inspectors (CWI) ensure adherence to each customer’s requirement and drawings with “in process” and “final” inspections taking place throughout.

As business improved, more space was needed to weld and lift heavier weldments, which generated a move from their original 200 square-foot space to a 2,500 square-foot building.

To ensure complete customer satisfaction, Weldall invested in ISO 9001:2000 certification in March of 2002 - an investment which has paid dividends ever since. Both plants are equipped with 50-ton overhead cranes designed for moving monster weldments with ease and safety in mind. Weldall’s experience includes products made from carbon steel, stainless steel, bronze, aluminum, and monel, to name just a few. That’s Some Heavy Machinery Having worked in various markets, from the food industry to mining, Weldall is currently working heavily for power generation, mining, and construction machinery. “There is always something going on in the shop with one of these,” says Bahl. Weldall does a lot of work directly for power generation facilities, supplying a variety of products, up to 140,000 pounds. For the mining industry, the work often involves excavating and conveying products used to mine minerals. Work for the construction industry is somewhat diverse and includes crane manufacturing, concrete pumps and conveyers, and tower cranes. Weldall’s products are shipped worldwide. One of the more impressive was used to build a hydro dam in Mexico. The Three Gorges Dam in China, which also happens to be the largest hydroelectric power station in the world, is also benefiting from Weldall’s products.

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Completing such impressive feats requires heavy-duty machinery and Weldall is prepared for these projects. Kinetic Cutting Systems, based in New Zealand, provided Weldall with a burning machine equipped with four fuel gas torches and two beveling plasma torches. This burning machine can plasma cut up to two-inch material. “It also has a machining center head on it with a 44-horse power motor, that can drill a one-fourth inch to three inch diameter hole in a three inch plate in less than a minute,” explains Bahl. Weldall enjoys long-term relationships with many of its vendors, one of which is Aqua-doc, Int., who does blasting and painting for Weldall. “They have been a very reliable supplier for almost 30 years,” says Bahl.

On the Inside Weldall is well known in its community and benefits from word-of-mouth recommendations when looking for new employees. The company uses Eagle Technology Group as one of its primary employment agencies, who Bahl describes as “very customer oriented.” In fact, Weldall has hired at least 50 percent of the employees the agency has sent the company. “They screen employees with Weldall’s specific needs in mind much better than others,” he adds.

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To keep track of inventory and operations, Weldall has a robust business system that utilizes bar code technology for data collection. This allows Weldall and its customer’s real time visibility of labor and material on the shop floor. Through investments in new equipment, up-to-date technology, and a highly skilled workforce, Weldall continually raises the bar with its customers’ expectations. Weldall is committed to going green by installing a dust collection system, which completely cycles the air four times every hour, making the atmosphere clean and healthier for employees. The business also replaced its lights with all energy-efficient lighting. In 2007, Weldall even instituted a tobacco-free policy on its grounds. Just prior to this policy change, the company offered smoking cessation programs to employees to ease the process. Most recently, Weldall transitioned to a four, 10-hour day schedule so employees don’t spend as much time and money commuting, which decreases gas emissions into the atmosphere. Through Weldall’s contribution and participation in many non-profit organizations in the area, the company maintains a constant commitment to what it believes is a responsibility to the community at large. As Weldall maneuvers the rocky economic terrain, the company is looking for new accounts that will garner longterm relationships. Bahl doesn’t mince words: “I am

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Manufacturing concerned moving forward, it’s still ugly as far as the world economic picture goes."

“What brought us to where we are today are our employees and surrounding ourselves with excellent people.” ― Dave Bahl Sr.

“We feel fortunate, we didn’t feel a slowdown until this spring,” says Bahl. Weldall does, however, have a decent backlog going forward. In anticipation of this economic hit, Weldall is reaching out to past business partners and ramping up its marketing, hoping to pick up the slack. “What brought us to where we are today are our employees and surrounding ourselves with excellent people,” says Bahl. “I have my two oldest sons working for me and we really work well together,” he adds. Though concerned with the overall state of the marketplace, Weldall is strategic in its movements; positive and strong enough to rise above whatever challenges lie ahead. For more information, log onto their website at www.weldallmfg.com. 

Nelson Stud Welding

Leaving a Global Footprint Produced by Hanim Samara & Written by Hallie Seltzer When standing atop the Petronas Towers in Kuala Lumpur, Malaysia, most people think about the amazing sights they are staring at below. It’s doubtful that they are wondering how the structure (one of the tallest in the world, towering to 1,483 feet) is actually standing. Nelson Stud Welding, the leading global manufacturer and distributor of weld stud fasteners and application equipment, and the company who did the welding on the magnificent structure, knows all too well the intricacies of such labor.

During World War II, there was a national effort to build military ships, necessary to partake in the tragedy of the times. In a shipyard near San Francisco, Ted Nelson began developing ways to perform the welding duties more effectively. His idea was to pre-drill the wood and then weld a threaded stud from above deck, which proved to be a 300 percent faster process than drilling the steel and wood, inserting a bolt from below deck, and nutting the assembly from topside. This single application earned the Army-Navy E citation for

saving 20 million man-hours during the war effort. Nelson Specialty Welding Equipment Company was incorporated in 1938 as a result of this invention. Ultimately, however, Nelson was an inventor, not a businessman, and he sold the rights to his company, which ultimately became Nelson Stud Welding Inc. Global Footprint Now, over 70 years later, Nelson Stud Welding has 450 employees with average annual revenue in excess of $200 million and locations all over the world. There are two manufacturing plants in Ohio; and the company also manufactures products in Europe and Asia. The company has 18 regional service centers throughout the world. While Nelson Stud Welding serves a broad range of markets including automotive, construction and industrial markets, its real niche is providing a full-service solution to manufacturing problems. The art of stud welding is literally an anchor for components to the basic framework of a structure that serves without piercing the framework. It is superior to traditional welding methods. Power Generation is another area where the company is well established. This is not to say it has lost its roots, though, as they are still working in shipbuilding, and have a strong relationship with the American Shipbuilding Association (ASA). Guiding the Uncharted Sea ASA is the most well-established shipbuilding organization, with its shipyards representing 90 percent of all workers engaged in shipbuilding in the United States. It also represents over 100 partner companies that are involved in

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Manufacturing the design and manufacturing of ship systems, components, technologies, equipment, and technical support, which is where Nelson Stud Welding fits in. ASA has been very helpful to Nelson Stud Welding, as it lobbies for more ship construction, providing more business opportunities. The association also provides business and social contacts beneficial to the company. Growing and Growing Nelson Stud Welding is today focused on growth. Terry Sterling, Director of Product Management and Fasteners, explained, “New business is very important, so to grow market share, we must do that through new product offerings.” At any given time, Nelson Stud Welding can have between 15 and 25 new products in development, ready to reach the market at planned time intervals. Terry Sterling has been with the company for 38 years, and certainly knows the importance of hiring the right personnel for the company. Nelson Stud Welding, in its strategy alone, appeals to the type of employees that Sterling likes to see. Due to the diverse product offering and growth-driven business approach, the company appeals to highly motivated people. Another way it attains new employees is through college recruitment programs. Sterling explained that the company brings in and hires college students in their junior or senior years

to serve as interns. The competitive benefits and compensation available, provides it with top-of-the-line employees. Approximately 95 percent of all manufacturing activity is performed in-house. The only things outsourced are the plating and heat treatments. There is much that goes into the logistics of welding, including the distribution, which Nelson Stud Welding achieves through direct sales. The company uses its various regional service centers to locate the inventory closest to the customer. In foreign markets, it relies mainly on distributors. With its various locations, monitoring inventory is also important, and Nelson Stud Welding has the process down to a science. “We have an internal program that we developed with specific guidelines, and we measure all the variables every day,” said Sterling. Facilitating Investments Another one of the company’s selling points is the fact that it makes very smart investments. “We were part of a major corporation for 30 years with very little capital allocated to us,” said Sterling, “Since our divesture in 2000, funds have been available to us for new products and markets.” Since then, the company continually monitors the investments it makes to be certain the forecasted returns are achieved.

The company recently received its ISO certificate with a focus to reduce the amount of energy it consumes, resulting in a “greener” footprint. Nelson Stud Welding has been certified for five years, and considering energy and solvents are two of the most consumed items in the company, it has been focusing on reducing these requirements. The company has also invested in a new line of welding equipment systems, a product that will be very helpful for shipbuilding. This line of equipment systems is inverter based,

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Manufacturing

Food & Drink meaning they are lightweight and very small compared to their predecessors. The old equipment was so large that it often could not get into the hatches or other necessary areas. The new inverter equipment can be moved into where they need to do welding. Additionally, the company invested in a new servo gun that is in beta testing, and will be available to all shipbuilding customers. The new servo gun takes quality and repeatability to new levels, and enables the welding capability of exotic materials not currently possible. The future growth of the company has much to do with the resurgence of the nuclear power industry, and “it will be a key driver for the next five years,” Sterling said. The company is already very committed to the industry, however. The company is currently near completion of a 12-month program to achieve the highest quality rating one can achieve in the industry. Once it is completed, Nelson Stud Welding will be the only company in the industry to have this certification.

Carolina Ale House A Home for Hospitality

Produced by James Tingley & Written by Kelly Matlock Things change; the key to success is to change with them. Pursuing this adage is Lou Moshakos, founder and president of LM Restaurants, Inc. “The market has changed, the consumer has more choices than they did way back when my wife and I started,” states Lou. “[Because of this] we are constantly trying new things, we never stop.” ‘Way back when’ was 1978, 30 years

Between Nelson Stud Welding’s investment in new products and investments in its long-standing industry relationships, there certainly seems to be no end in sight to what can be achieved. 

ago in Florida, when Lou and Joy, his wife, opened their first restaurant, a small outfit known as The Seafood Shanty, where they did it all ― cooked, cleaned and waited tables. Opening their first restaurant was a success in itself. Lou emigrated from Greece when he was just 18 years old, where he left behind work as a farmer. Hard work and drive have propelled the Moshakos’ success, from modest beginnings at the Seafood Shanty into a $50 million enterprise, LM Restaurants, Inc., incorporated in 1987. The enterprise currently oversees eight unique restaurant concepts, with 19 locations throughout North Carolina, South Carolina and Florida; 12 of these locations are

home to the “heart and soul” of LM Restaurants: Carolina Ale House. Carolina Ale House is an award-winning sports bar/restaurant established by Lou in 1999, after the family relocated to “The Triangle” region of North Carolina in 1991. The restaurant has thrived through 10 years of growing competition in the market; however, the market is not the only thing that has changed since 1999. Not only do consumers have more restaurant choices, they have new interactive means to critique their dining experience, particularly through new media options on the internet, such as Facebook, Twitter and blogging. Keeping up with these changes is Amber Moshakos, Lou’s eldest daughter and LM Restaurants, Inc. vice president of corporate affairs. A graduate of Cornell University with a master’s degree in hospitality, Amber is a qualified leader, who wisely takes notes from her father’s successful business style. “Hospitality runs in their blood and they ran the restaurant as if they were entertaining someone in their own home; that’s what made my parents successful,” explains Amber. The respect is mutual: “She’s taking the company to a different level,” Lou proudly remarks. Turning Concepts into Constructs As with many of Lou’s ideas, the concept for Carolina Ale House came while traveling; specifically, it was born from a layover in the Heathrow Airport in London, where Lou was en route from a trip to Greece. He noticed a Shakespeare Ale House in the terminal and was inspired. “The concept was developed one night at dinner and Lou drew it on a napkin,” relays Amber.

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That concept is now celebrating its 10th year in business; yearlong celebratory events at Carolina Ale House have included a popular wing-eating contest known as The Wing Fling, which offers a grand prize of a year’s supply of free wings and beer, as well as “a sweet trophy and bragging rights” states the Web site. The Carolina Ale House Web site supplies a wealth of information about live entertainment, philanthropy, company-sponsored team sports events, cheap $2.50 pint nights, contests and community events. Community involvement is a priority for Carolina Ale House; it is partnered with the Carolina Hurricanes to support the Kids ‘N Community Foundation which works to improve health, education and social opportunities for kids in North Carolina. Carolina Ale House contributes $100 to the foundation for every point the Hurricanes earn in standings during the season, and hosts family-orientated events called Cool Bars with the Hurricanes team, and mascot Stormy, in the restaurant. The restaurant caters to multiple demographics, but maintaining a family-friendly atmosphere is important. Kids are welcomed; there is an extensive kids menu and free birthday desserts. “Parents can come, have a beer and watch a game,” says Amber, “while the kids play.” Furthermore, they can watch whatever game they want, due to an excess of screens offering local and long distance sporting events,

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Food & Drink management willingly accommodates game requests. Lou’s attitude is, “What TV do you want it on? You know. We turn it on.” Simple as that. Fresh Variety That Doesn’t Cost a Fortune Customer satisfaction doesn’t end with entertainment, however. “We want people to enjoy their food, but walk out without a huge check,” says Amber. Keeping costs down and variety up has proven a successful method. Food choices abound ― if anything the hard part of dining at Carolina Ale House will be making a decision. Not only are the menus packed with great, reasonably priced options, but they

vary by region as well. While locations closer to the Gulf Coast may include more seafood featured in the “favorite entrees” section, restaurants in Carolinas BBQ country might be more prone to emphasize chicken-and-ribs combos. In addition to a wide variety of delectable food choices, the beer list is long and frothy, including well known favorites like Budweiser, and microbrews such as Rouge Dead Guy and Highland Oatmeal. Cocktails are crafted to region as well, with clever themes such as the “Gator Bite” in Florida. Quality ingredients are the beginning of costumer favorites, such as the most-popular item: the award-winning wings, smothered in an array of sauce choices (buffalo, habanero or honey BBQ, to name a few). And for tender, flavorful wings Carolina Ale House relies on Prestige Farms, and has for many years. Prestige Farms, located in Charlotte, has much in common with LM Restaurants, in that the vendor provides its costumer with personal, reliable service and superior product. "Fresh is important to Lou, and that's what we provide," says Prestige Farm’s Steve Thompson, who coordinates the supply of wings, as well as boneless cuts of poultry and chicken tenders. Having been in the business 30 years, LM Restaurants knows what its customers want and the company responds to these desires. “We have a large variety, and are constantly trying new things,” Lou remarks.

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Food & Drink team of employees, within Carolina Ale House and also its sister restaurants under the LM Restaurants umbrella, are highly valued and trusted -- general managers are given the freedom and creative control to shape their location to the surrounding community. Lou is truly appreciative, “I’d like to thank my team. I’m very proud. They work very hard and they’re very committed — and that’s what it takes.”

management team that embraces innovation, LM Restaurants is positioned to welcome change with the same warmth it would a repeat guest. 

Lou’s business has weathered changes through 30 years of growth in the industry ― including the reworking of menus, new location openings, changes in supply (based on customer demand), as well the realization of ambitious restaurant concepts. But throughout these changes one thing remains the same, which is the business motto, inked on the Carolina Ale House menu: “We want to be the best! If it’s not exactly how you want it, let us know & we will make it right!”

New Ideas are Never in Short Supply A new concept, while ambitious, has been on Lou’s mind for awhile, and he has finally found a location in Raleigh that can accommodate his latest creation based on musings while traveling in Europe for personal diner-experience research. The concept is actually three concepts in one: a rooftop bar with a retractable roof, a Mediterranean courtyard with an extensive

wine list, and a 24-hour diner. It sounds complex, but fortunately Lou relishes the opportunity. “I look forward to the challenge each and every morning that I wake up,” Lou says. Commitment in taking the time to “get it right” has already rewarded Lou’s company with many successful restaurants run by a large and dedicated team. Lou and Amber take time in “finding people who have the heart and hospitality.” This

Lou backs up the printed promise with conviction ― “Whatever it takes, make the costumer happy when they leave, that’s what I tell my staff, I don’t care, do whatever it takes.” Most businesses want to be the best, but many fall short. Not Carolina Ale House, which was declared “The Best Sports Bar” in the 2009 Indy Week “Best of the Triangle” and Metro Magazine’s “Metro Bravo” awards. It has received numerous other awards throughout the years in categories such as “Best Beer Selection,” “#1 Bar Food” and “Best Wings.” Carolina Ale House is listed in Restaurant Business Magazine as the 14th fastest growing chain in the nation for a reason; construction is underway for four openings in 2010, with additional plans for expansion into Virginia, Tennessee and Georgia. “Six states in the next five years, that is our plan,” Lou says. “I don’t want to spread myself all over the country and lose control. We want to concentrate here and then spread out.” Growth, although rapid, is carefully managed. Thomas Construction ― out of Wilmington, N.C. ― will continue with LM Restaurants on construction of the Fayetteville Carolina Ale House location, and a new Raleigh, N.C., headquarters is also projected to be finished within two years, complete with a corporate test kitchen. It’s a needed facility to support the growth of LM Restaurants. A drawing on a paper napkin has sparked an empire, thanks to reliable partners that bring each location to life. But, despite the success, the winnings and the revenue, Lou always remains modest. “I will never forget where I came from,” he says. “I can still wash dishes, I can still cook ― I will still wait tables if I have too.” With an attitude that helps keep the company grounded, and with a

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Food & Drink

Pizza Fusion

Bringing Healthy Growth to Franchise Restaurants Produced by James Tingley & Written by Greg Kotcher So many Americans are under the false impression that they can ingest anything, regardless of its composition or the volume consumed, as long as they make that daily morning or evening visit to their local gym. But lost in all of the chaotic fitness hype is the obvious: You’re really only as healthy as what you put into you. Sure, you can burn some calories at the gym, but your body may well break down before many of the most harmful ingredients in processed foods get sweat out. Just because someone looks healthy does not mean that he or she necessarily is, and the same goes for food – appearances can often be deceiving. Thankfully, there are alternatives.

Giving the Fast Food Industry Something to Chew On Founded in Florida in July 2006 by college buddies Vaughan Lazar and Michael Gordon, Pizza Fusion exists to provide healthy substitutes to the chemically engineered, trans fatridden franchise restaurants that plague American with their common, yet corrupt options. Having already enjoyed some success with business ventures independent of each other, the two men decided that it was time to bring their vision of making organic food convenient to the world. Unfortunately, it was a lot easier said than done.

The two entrepreneurs had a plan, and put everything they had into producing and delivering a product with total integrity (using hybrid vehicles, even). And for many businesses the story never grows beyond those initial bounds. But for Pizza Fusion everything changed only four months into that original Deerfield Beach location’s history; because, on one fateful day, franchise expert Randy Romano walked in for some nutritious pizza. “I felt they were on the right track with their niche; I believed in what they were doing,” Romano, now the executive vice president, remembers. At that first moment, however, no one knew it was the start of what has become quite a substantial venture.

Offering a Better Piece of the Pie At Pizza Fusion’s inception, a potential franchisee was required to have at least $150,000 in liquid assets. Depending on the new store’s location and size, construction can cost anywhere from $400,000 to $550,000. That has remained constant, along with Pizza Fusion’s one-time franchise/licensing fee of $30,000 and five-percent royalty. What has changed in this economic climate, however, is the bank’s willingness to loan the money necessary to complete the job.

Only three years young, Pizza Fusion has now grown into a 22-store franchise with at least 50 more in development. “We had many developers committed to opening multiple stores; however, with the economy the way it is, money is harder to come by,” acknowledges Romano. Nevertheless, even in these tumultuous economic times, the company is going international. Pizza Fusion has struck a master franchise agreement in Saudi Arabia to open 10 restaurants; the first location already opened in Jeddah. “Good pizza, the organic movement, the green movement … it’s a great fit anywhere,” Romano quips. Different, But With That Old Familiar Feeling Each Pizza Fusion location employs about 30 people – from owner to manager, pizza maker to delivery driver. “We have something that people are interested in … on the franchise level, something for people who are looking to get into their own business, but don’t want to have to re-create the wheel,” Romano surmises. Pizza Fusion’s Florida-based corporate headquarters houses a staff of 15 employees. Of these 15, eight are specialized trainers hired to teach the new franchisee anything and everything that he or she needs to know to run the new business. The other group is comprised of executives and various aides. For example, in 2008, Pizza Fusion was able to get Mark Begelman to join the team as CEO. An expert in growing businesses globally, Begelman made a name for himself when, after merging his company Office Club with Office Depot, he became CEO of the latter and was personally responsible for its growth from just 50 stores into a whopping 500, boosting its annual revenue to a gargantuan $3 billion. Knowing full well what a successful operation entails, Begelman has hired John Puidokas, formerly of Cosi, to be VP of Operations. Pizza Fusion employs the eight aforementioned trainers who “know the value of efficiency.” It is their job to train the new franchisees at headquarters two weeks before their stores open, and two weeks afterward in their new locations. Pizza Fusion also landed CFO, Jerry Woda, a man who held the same post at Miami Subs for 15 years.

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Food & Drink “People have to have $200,000 to $250,000 in liquid these days,” Romano laments. “And if you don’t have restaurant experience, they want you to bring on one who does … specifically managerial experience.” When the background check is completed, the remaining candidates are invited to “Discovery Day,” an afternoon in which they are interviewed by the executive team; learn Pizza Fusion’s corporate philosophy; discuss every single detail so as to make sure nothing is hidden; and are given access to any existing franchise to talk privately with the owner about any concerns or lingering questions. If everything still feels right, the franchisee signs documents making it official. “The one thing you can’t fix is the wrong location. Once you’re in there, there’s not a lot we can do if it’s not the right location,” says Romano. Because of this, Pizza Fusion, at its own cost, has its new franchisees meet specifically with Baum Realty in Chicago, a company that specializes in franchise real estate. After a location is established, the franchisee receives

a construction booklet with all of the information needed, as well as a list of preferred vendors who provide a “Store in a Box.” While encouraged to take advantage of this, new owners are allowed to find their own general contractors as long as they follow the specs. Regardless of who builds the store, it is always built out for LEED certification. That being said, only two restaurants are in fact LEED-certified. “We’re not about the certificate,” Romano explains. “We’re about the way we build-out. If a certificate comes with it at a reasonable cost we will go after that.” The Total Package Pizza Fusion has a Web site, the Organic Beet, for its franchisees, at which they can browse various programs like street teams, ad clips for newspapers, flyers, etc. The Pizza Fusion executive team also knows that its franchisees are great original sources of innovative ideas. Thus, the owners are linked through an intranet and take part in a monthly phone call where ideas are exchanged and discussed. Pizza Fusion has also formed a Franchise Advisory Council, made up of four members representing different territories throughout the country, and this team meets regularly with Pizza Fusion’s headquarters to provide feedback and discuss strategies for throughout the year. Additionally, Pizza Fusion has launched the Area Development Program, allowing entrepreneurs to purchase exclusive territories in which savvy business individuals have the opportunity to build and maintain their own franchisees, and therefore sharing in Pizza Fusion revenue streams. These Area Developers will help secure funding, site locations, negotiate lease contracts, provide marketing assistance and more within their territories, acting as agents who maintain the ongoing business support that assures Pizza Fusion’s high standards for both customers and operators. This devotion and deep understanding of the company’s relationship is, in reality, what sets Pizza Fusion apart from its contemporaries. “In any successful franchise, the amount of stores you have is not as important as the success of the individual franchise. Our goal right now is to wake up every morning and do whatever we can to help our franchisees succeed because the more successful they are, the easier it is to expand our brand,” concludes Romano. Judging by the company’s history to-date, “contraction” is not in the vocabulary of the company’s executives. 

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University of Richmond Dining Services

Cooking Up Campus Improvements Produced by Rob Benson & Written by Mark Fitzgerald Before its renovation, the Heilman Dining Hall at the University of Richmond felt outdated and limited in variety and production ability. Its ambiance had grown tired and its serving system inefficient in light of the rising culinary demands and expectations of a fairly sophisticated and international clientele. “It was a typical straight line cafeteria,” recalls Glenn Pruden, University of Richmond Dining Services executive chef. “The old scatter system broke up your typical cafeteria into lines for pasta, veggies, home cooking and grilled burgers and fries.” Major Investment About four years ago, the University embarked on a $9.9 million project to renovate Heilman. The vision was to create an expansive 9,400 square foot marketplace servery with ample display cooking options, including a soup, bread and salad bar, a brick oven for baking pizza, made-to-order pasta, grilled sandwiches, vegan and vegetarian options and numerous international foods prepared on a Mongolian grill, as well as a Dolce Vita dessert station featuring baked goods, hand-dipped ice cream and other sweets.

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Food & Drink “To build your own kitchen is one of those things you dream of as a chef,” says Pruden, who had a budget of $2.5 million to purchase state-of-the-art cooking equipment. “Now we have big burners out front and chefs who customize dishes to each student’s preference.” Omelets and panini, for instance, are made to order and go directly from the pan to the plate. To allow all this attention to detail, the University of Richmond Dining Services has some 200 employees and boasts about $15 million in revenue. During renovation, the design staff created a thorough phasing plan that allowed sections of the kitchen and servery to remain operational even as new sections of both areas were constructed. In August 2006, after an aggressive two-phase, 18-month overhaul, the work was completed. “The dining venue is an excellent example of what’s possible and fun through implementing a display cooking concept,” Pruden adds, noting the addition of a pho noodle bar and a Latin American station featuring pork carnitas, beef barbacoa and chicken tinga, along with flour tortillas, fiesta rice, pinto beans and assorted toppings.

Greener than Green Each day the staff makes about 200 pizzas, and, on average, 3,600 hundred meals. “We’re able to cook most things to order,” says Pruden. “We’ve found that this considerably reduces the amount of food that’s wasted.” Another benefit of the renovation was that it rendered several back-of-the-house environmental investments, such as a new exhaust system designed to curb energy consumption, two in-house pulpers to help reduce landfill contributions and other energy-efficient equipment. “Most of what I do now has to take into account energy conservation and how to cut back on waste,” Pruden notes. “Three Fridays a month we go trayless and do a waste study on how much food is thrown away. This has really helped educate students to only get what they think they’re going to eat.” The proof is in the pudding, so to speak. But here at the University of Richmond Dining Services, the proof has really been in what Pruden has accomplished. A feast for the eyes as well as the palate, his kitchen is built on

the stuff that dreams are made of, and the level of delight students have expressed in it has truly been stupendous. 

“Most of the students here have been exposed to a lot of different foods,” points out Pruden. “They’ve traveled and have experienced many restaurant concepts, so they expect more than an older generation might.” While some universities have brought in various chains such as Taco Bell, Pizza Hut and KFC to satisfy a variety of tastes, the University of Richmond has done everything in-house. “We’ve drawn from the food court model in some ways,” acknowledges the chef. “But we’re entirely selfoperated. For example, we do our own pizzas, so we don’t have to pay a royalty fee to Pizza Hut.”

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Manufacturing Another invaluable feature the company has is two test beds in the warehouse. One is a 360,000-pound test bed that certifies and recertifies slings, and Hercules recently added a vertical 150,000-pound test bed to the arsenal. But perhaps Hercules’ most invaluable asset is the company’s personnel.

Hercules Wire Rope & Sling Company Inc. More Than a Trade

The Strong Team

Produced by Hanim Samara & Written by Hallie Seltzer In 1976 Jimmy Guidroz, the president and owner of Hercules Wire Rope and Sling Company Inc., found himself buckling up in his small Toyota pick-up truck on his way to New Orleans for the third time that day. New Orleans was a threehour drive from his office in Houma, La. But, regardless of the hassle, he strove (above all) to give his customers what they needed when they needed it. Looking back on that day now,

Since the establishment of the Houma, La., office (which is still the main warehouse), Hercules has since opened offices in Laurel, Miss., and Morgan City, La., in 1986 and in Austin, Texas, in 1987. Hercules’s main function is the customization of slings made from wire rope, nylon rope and chains. The company can customize and fabricate swing ropes, escape ropes and nylon web strings. While the company is not a manufacturer, Hercules does create the end product by using different component parts, such as wire rope and sleeves, thimbles, hooks and rings, to make lifting straps and slings. The company does sometimes need to outsource for materials, though, depending on the size and quantity of the goods demanded. Prolific in Industry Uses

Guidroz laughs, admitting he’s learned a thing or two about improved efficiency, but that in his defense “gas was a lot more economical then.” One thing, however, has never changed in his 35 years as owner of Hercules: his mantra of customer satisfaction has been unwavering. Guidroz, his brother-in-law and father-in-law founded Hercules Wire Rope & Sling Company Inc. (Hercules) in 1975. It was just the three of them, none of whom had much experience in the rigging industry, the area in which they would serve. They hired one other employee who taught them everything he knew about rigging, and their business was born. By 1984, Guidroz was the sole owner.

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These materials Hercules produces are used in a variety of industries, such as the oil industry, construction, fishing and logging industries, local and state governmental institutions, and the marine industries. The diversity in the industries the company serves has proven very useful, particularly during these trying economic times. Says Guidroz: “Often times, when one industry is doing poorly, we work in another industry that is there to pick up the slack.” In addition to its variety of services, Hercules prides itself in providing the ability to deliver its clients instant gratification. In contrast to many other companies, it keeps most of the materials that clients need in stock, so responsiveness and reliability are the qualities that set the company apart. In addition to supplying a large on-hand stock, the company also provides 24-hour service. As demonstrated by Guidroz since 1976, if there is a material that they don’t have in stock they will go above and beyond to get it for a client as soon as possible.

While the company started with two people, Guidroz and the new hire Dale “Whity” Adams, Hercules has grown to 35 employees between its four locations. Guidroz explains that because there aren’t many competitors in Hercules’ industry there is little opportunity for recruitment. The company ultimately winds up training from the bottom-up, much like how Guidroz was trained when he first started. Employees learn the industry by watching, and then being trained to rig and to learn about the company culture and products specific to Hercules. Demand is different depending on the location, in addition to what is generally required from the customer. For example, the locations that work mainly with the oil industry, Guidroz explains, are the customers with the we-needed-that-yesterday mentality. In terms of the customer base, the company does both distribution and direct sales. It makes a point, however, to keep the prices the same, as to remain fair to resellers. Hercules tells customers “we can help you get business; we will not go after your business.”

would soon be looking to expand its online capabilities, as well. As for the future, Hercules will continue to focus on its clients in all of its locations, and will expand should the opportunity present itself. With the company’s dependability, strength and quality of product, one thing is clear: Hercules, the mythical Greek demigod, could not have found a more suitable namesake. 

Aiding Hercules in being a company that keeps the best interest of its customers at the forefront of the business ethos is the Associated Wire Rope Fabricators (AWRF), which keeps the best interest of companies like Hercules at the forefront. This trade association was formed in 1975 when it became clear that there was a need for sling fabricators and special rigging component manufacturers to join together to form a trade. AWRF now has over 300 member companies worldwide. The aims of the organization are to establish, acquire, preserve and disseminate technical information to its member companies. Another large function of AWRF is to encourage the development of safety standards and programs. It is the job of AWRF to keep its pulse on industry problems and purposes and assist in finding solutions and providing aid. Its members are broken down into Regular Members (which is where Hercules fits in), manufacturing members, non-manufacturing members, sponsor members, affiliate members and branch members. Looking Ahead… Hercules aims to make things as easy as possible for all of its customers, which is why the company will soon accept orders both online and via telephone. Guidroz says that Hercules

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Health Care

Health Care Spotlight: How Christ Hospital in New Jersey Serves the Community and the Surrounding Written by Muna wa Wanjiru There are many different hospitals that you can find in various parts of the world. Some of these hospitals like Christ hospital in New Jersey are affiliated with religious faiths. Unlike some hospitals where a person’s faith is considered as being the cornerstone for the improvement of ones medical health, Christ hospital gives the necessary medical aid quickly and efficiently. You will find that Christ hospital had its beginnings in 1872 where the hospital came up with a radical notion. This notion which is still the cornerstone for the excellent care that is given to patients of Christ hospital, is to serve the community and the surrounding areas of the hospital. The care of patients should be provided regardless of race, national origin or even creed. Today Christ hospital is still giving the same high level of care to all of the patients that enter its doors, and you will find

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that many of the patients who enter Christ hospital are from immigrant families. And just like any other hospital Christ hospital faces the challenge of dealing with various diseases like heart problem, aids, cancer. To make sure that all of its patients receive the best possible level of care the staff of Christ hospital are fluent in over 40 different languages. This makes Christ hospital an ideal hospital for the foreign visitor to go for medical help as you may find medical staff personnel who will be able to help you as they understand what you will be telling them. Besides having staff who are fluent in different languages, Christ hospital teaches the next generation of medical practitioners and staff the various procedures that they will need to know so that they can provide high quality service to their patients. To help in this task Christ hospital has its own School of Nursing. This nursing school is one of the oldest in the state of New Jersey. Christ Hospital has a radiological school that

was established by the hospital more than 40 years ago. In addition to these services you will find that the care that Christ hospitals provides to its inpatients is also given to the various homecare patients that Christ Hospital has ties with. When you think of the various types of service that Christ Hospital provides you will recognize that unlike many modern hospitals, Christ Hospitals is continuing to treat its patients with the same care and attention that was given to the first patients of Christ Hospital. In this regard Christ Hospital is following the mission statement that was envisioned in its founding days, to provide care and medical help for all to seek this aid from Christ Hospital regardless of creed, race or national origin. Article Source: http://www.articlesbase.com/healtharticles/how-christ-hospital-in-new-jersey-serves-thecommunity-and-the-surrounding-156006.html ď §

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Gaming & Leisure

The Gershwin Hotel

A Home for Art in the Big Apple Produced by James Tingley & Written by Erin Behan

The Gershwin is within walking distance to many of the city's prized possessions: Madison Square Park and its famous joint Shake Shack, the Empire State Building and its breathtaking view, and high-end restaurants like Eleven Madison Park, which just received four stars from outgoing New York Times critic Frank Bruni. In its 17 years of serving New York visitors, the hotel has kept up with the times and the demands of its clientele. "Things keep improving,” Joel Oury, the hotel's general manager, says. “I’ve been here 10 years, and when I started it was more a hostel with dormitory accommodations. But little by little we changed these to suites. Now the hotel is more formally organized.” "The improvements have been all throughout in terms of service and amenities," Oury says. “We’ve looked at design comforters, the look of the rooms, the lighting of the rooms." And, yes, it has WiFi. Even as it's moved toward a more modern boutique hotel aesthetic, the Gershwin has kept its unique vibe and look. Travelers can get a room like the Cozy Canadian Cocoon complete with moose head over the bed, or a room with a designer crib. They can also – true to the hotel's mission of keeping prices low – opt

A New York hotel that feels like New York without being priced like New York; it's a tall order and one that owner Suzanne Tremblay first tackled in 1992 when she and an initial partner opened the Gershwin. "Our first point of view was to create a place where people from other countries would come and feel they were really in NYC,” Tremblay says. “I'm Canadian, [my then business partner] was Swiss-American, so our sensitivity was with a different eye. For us, New York was a place where you push the envelope, you dare to do things, and it was Pop Art." The art literally pops out everywhere – off the facade, across the hallways, inside the rooms – and Billy Name from Warhol's Factory even served as the resident photographer. As Tremblay explains, "We're pulling definitely from Warhol and the Factory style, as that was a place everybody gathered, the door was open for all, and there was this sense of possibility." Indeed, where most hotels value quiet the Gershwin prefers a connection and spirit that is anything but, hosting revolving exhibitions by VJs, commissioning artists to do holographic

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and film images and sponsoring artists-in-residence. "We stretch the boundaries of what is a hotel; it’s not a place to go in your room and sleep; it’s a place where you will meet people with the same desire and hope about life, which is to create something – whether music, culture, architecture – it’s an act of the energy that is New York," Tremblay says. "We have a constant relationship with artists, promote art events, because I truly believe if someone comes to the Gershwin and writes within the walls, that energy stays among us,” Tremblay continues. “So when you come you have a feeling you are in a very active and interactive and creative place, and you will meet people that have the same outlook in life." A Space with a Sense of Place A popular spot amongst budget-minded Europeans (and a cadre of Americans), the Gershwin gets its name from the very American composer George Gershwin, who started selling music on nearby Tin Pan Alley. Using American local history was intentional and important, Tremblay says, "We kept within the American artist tradition, having a real sense of location."


Gaming & Leisure for bunk beds. It's this kind of style-meets-innovation that's had the place featured everywhere from airline magazines to German travel shows. The planned opening of a LEEDcertified café has the potential to draw even more accolades. The Art of Hotel Management Behind all that panache, however, it's the little things that keep things running smoothly, like using family-run, New York-based San-Tec for cleaning and equipment needs. The company provides laundry products, housekeeping products chemicals for machines, repairs on equipment and training staff on its products. As any hotelier knows, there's never a dull moment running a hotel, but add the sponsored causes (currently including benefits for Polaris Project, which is against human trafficking) to the events, artists and "surprises" that come up and it's a real challenge to juggle it all. "Every day is a different day for me, especially because of the art work and events we constantly have every week, something to organize or meet," Oury says. "All my days are really full, full of work, meetings and surprises. It’s not only running the hotel, it’s also dealing with artists, supervising all those events.

things happening at the same time, overlooking everything and make sure it is in place is my challenge every day." And for Tremblay, keeping the hotel running isn't just a job; it's an extension of herself and her values. As such, she considers her employees dear and keeps tabs on their lives and needs, and they, in turn, are eager to make the hotel a success. "To set up an exhibition, people will stay late, because they are proud to see what is on the wall," she explains. “The night desk person is so happy to explain the events, show them to the guests. To recognize that your staff is really the first step to your success, and to make it part of it, is one of our main concerns."

Odawa Casino Resort

A Sure Bet for Innovative Design Produced by Mike Richards & Written by Shelley Seyler

In the future, the French-speaking Tremblay says she wants to do something else in her native Canada. "I’m from a small village, east of Montreal, and it’s about bringing a concept of impact zero and sustainability and a place where young people find that they are really connected to the area they live." Though situated in one of the most bustling metropolitan regions on Earth, the Gershwin Hotel continues to stand out by curating its own sense of culturally aware community. 

"From my point of view, this hotel is so unique in a way of the art connecting to the hotel business, so it’s a lot to go over things to make sure it all goes smooth," he continues. "So many

Along the tranquil face of Lake Michigan may not seem like a place to find all the excitement of Las Vegas, but adventure seekers can do just that at the Odawa Casino Resort. Strategically remodeled and equipped to accommodate its planned growth, Odawa is using some of the latest green technologies, while providing its customers with top-notch service, high-class amenities, cutting-edge casino games and all the comforts of home. A Sketch of its History The original Victories Casino facility for the Little Traverse Bay Bands of Odawa Indians served locals as a bowling alley before being converted into the town’s only casino. Popular though their facility was, the Tribe looked to the future and a four-star facility. Odawa Casino Resort has since become an incomparable entertainment provider. In 2002, the casino bought a Holiday Inn that

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it refurbished with an infusion of $5.3 million in upgrades, the first stage of its five-year plan to introduce Odawa Casino Resort to the community. From the beginning, the founders went about the creation of the Odawa Casino with inside knowledge. They researched what the community longed for and sought to deliver. The answer: “Our year round residents, out of town visitors, national and international tourists to this resort town needed something more to do� says Sean Barnard, general manager at Odawa.

Coming to Odawa a year ago with 30 years of casino experience, Barnard is a native of Brighton, England. With the casino industry in England lacking in advancement opportunities, Barnard worked in the Bahamas from 1984 to 1991 at what is now the Atlantis Resort. His boss was then opening a river boat in Illinois and invited Barnard to join him, even going so far as to sponsor Barnard’s immigration and employment visa and pay the expenses. Barnard eventually moved to a nationally recognized casino company, running his own marketing agency for a while before being a victim of Hurricane Katrina


Gaming & Leisure

in 2005. Jumping back into the casino industry he worked for Resorts International before being invited to join the Odawa Casino when it was just one-year-old. Owned and operated by the Little Traverse Bay Bands of Odawa Indians, the company had a construction plan that “speaks well on three things,” Barnard explains. “It was never value engineered, the forward planning for future expansion is exceptional, and the quality of design and workmanship is four star all the way. This property represents so many of the qualities that the Tribe embodies.” Insisting that they do it right, and do it right the first time, a work group consisting of many of the Tribe worked closely together with contractors and designers to create something exceptional. The Tribe finished construction on time and within budget. A planned phase II with an onsite hotel is next on the drawing board; the facility is already equipped to accommodate the additional infrastructure with generator bays, plumbing and more. “It’s ready to plug and play,” as Barnard puts it.

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Saying that Odawa is like a little bit of Vegas in Michigan is no accident. The founders, in fact, took many trips to the city for inspiration. “We wanted to look at finishes rather than build mock-ups,” explains Barry Laughlin, director of property relations. Internal Workings With a vision of what the casino would look like, the founders did not build with the intention of glorifying the tribe, but rather with ideals that would serve both its customers and the society at large. The first of these objectives is seen in its myriad of environmentally friendly features, one of which is its wastewater treatment plant. Laughlin explains that the founders wanted the casino’s water to be “better quality than in Lake Michigan.” Using some of the latest technology available, the water is taken through a membrane batch reactor and goes through six tanks where it is filtered through an ultraviolet purification system. Currently running at half capacity, this system will also serve the hotel when it is completed.

Thanks to this system, the casino is completely self-contained and can run on generators if necessary. Another green feature that was installed when the casino took over the hotel is its lighting. The Holiday Inn used candle-stick type features that polluted the horizon. “It caused a glow on the horizon during the evening,” says Laughlin. “As we went forward, we used shoe box-style lighting that doesn’t add to the light pollution. When you look across the bay at night, you can’t even see it.” Above and Beyond Within its walls, the casino made a point to answer the call of locals; it created exactly what they said they wanted most. Odawa Casino Resort

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Gaming & Leisure has something for everyone; a deli, buffet, ice cream shop, a fine dining restaurant ranked with four stars, and a Gourmet 2 Go gift store featuring Michigan fare. There’s also a gift shop that has “more than just t-shirts,” but of course the casino’s games are its trademark. Offering black jack, roulette, a private poker room, craps and a private lounge for high rollers, the casino is “very, very tastefully decorated to the max,” says Barnard.

“party pods” that are equipped with seating for eight, a personal fireplace and two private plasma screens. The dance floor is the epitome of excitement with both its design and reverberating sound.

There is also a nightclub on site called O zone, which offers two levels of high-class excitement. The O zone features

Odawa also has a VIP club, reworked when Barnard came on board, that embodies the best of everything the casino has to offer. There is an “O” lounge where members can “get away from it all,” that has a fire place and brand new furnishings. The annual membership, which, quite impressively, has grown by 10 percent every month, has many “highly tangible benefits,” including double earned points in slots 24/7 and 365, store and restaurant discounts,

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Gaming & Leisure

Health Care

Health Care Spotlight: Top Symptoms of Basal Cell Carcinoma Written by Seomul Evans cavity. Cutaneous T-cell lymphoma is primarily not a skin cancer, but cancer of the lymphatic system, where T-cells to mutate. As the body tries to eject these cells, they make their way to the skin, where result in skin lesions or abnormal tissue. First, they look like a rash, but the shape, size and color of the skin lesion as the cancer grows and goes through various phases. Cutaneous T-cell lymphoma is a rare type of cancer.

preferred parking, two free tickets to every show and access to suites when they are available. Members are also sent mail offers and information on prize giveaways. Odawa Casino this year was named the “Best Casino in Michigan” in the Michigan Meetings & Events Magazine, an award that is chosen by voters. Significant was the property’s ability to beat out the major casino properties in downstate Detroit. “We spend a lot of money keeping it new, and that’s one of the reasons we were voted best in Michigan and we beat the big boys in Detroit,” says Barnard with pride. It is spotlessly clean and our employees understand customer service… People understand hospitality here. In fact, our level of customer service was specifically mentioned in the award.” Climate Challenges Given the heavy snows and harshly cold winters that Michigan endures, the casino watches its customers flee the area in October and slowly find their way back in May. With 86 percent of its customers being from the state, this is of course a challenge, especially in today’s economy. But Odawa is still “doing better than could be hoped for and when I look at the national gaming statistics we’re doing much better than most,” says Barnard. 

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Merkel Cancer There are many types of skin cancer, the most common being basal cell carcinoma, squamous cell carcinoma and melanoma. But many other types of skin cancer are very different in all aspects of these three types. One of these other types of skin cancers is called cutaneous T cell lymphoma or CTCL cancer. Lymphoma is a cancer that cells and cells of the lymphatic system affected. Types of Skin Cancer The functioning of the lymphatic system so complex and is responsible for the immunity of the body. A type of cell in the lymphatic system is a T cell is so called because they mature in the thymus, an organ located in the thoracic

Cell

Other types of skin cancer are Kaposi's sarcoma, a cancer, usually in patients with AIDS. Not examine many cancers are Kaposi's sarcoma caused by a virus is the result of being infected with the virus human herpes virus 8. It is named after Moritz Kaposi Hungarian scientist who discovered over a century earlier. Kaposi's sarcoma produces red, black and purple lesions on different parts of the body, including skin, digestive and respiratory tracts. Other types of skin cancer are cancer of the cells Merkel. This cancer is called Merkel cells in the body, the hormones that are necessary for the functioning of the nervous system is crucial to produce.

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Health Care These cancers are more common on the face, neck and hands. It is very treatable and rarely spreads to other parts of the body. Symptoms include pain oozes meeting or bleeding, redness, an area that is irritated, an area of yellow or white-like scar, and a pink pearl. Melanoma Melanoma is the most dangerous and deadly type of skin cancer. It can develop anywhere on the body, however, hands, legs and trunk of the common area of the body. When detected early, should be treated as very good.

Merkel Cell Cancer is very aggressive and spreads quickly. This means that the differences in aggressive and has a high mortality .In this form of cancer, lesions form in skin and hair follicles of the face, neck and scalp. These lesions are painless nodules and could pink, blue or red. Sebaceous Carcinoma Sebaceous Carcinoma Among other types of skin cancer is cancer of the sebaceous glands. It develops in the sebaceous or oil producing glands of the skin .These glands produce an oily substance called sebum, which again prevents the surface of the skin dates by the hair follicles, and that moisture from the skin. Sebaceous carcinoma is another type of aggressive cancer, is spreading like wildfire. It often spreads to other body organs such as lymph nodes, bones and even the brain. This cancer is rare in other types of skin cancer. Basal Cell Carcinoma Representing over 75% of skin cancer are diagnosed with basal cell carcinoma is the most common form of skin cancer develops.

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Symptoms include a new mole or freckle or color changes in the existing land size, shape and color. They may have an irregular contour, and if possible more than one color. Your best defense in preventing skin cancer is to avoid excessive solar radiation. If you are outside, you should always wear sunscreen and stay in a shady area if possible! Squamous cell carcinoma Carcinoma is more serious because it has spread to vital organs of the body. Dissemination and in some cases by 100 is so late. Cancer cells tend to spread first only in the accuracy of lymphatic structures that filter and trap cancer cells. If the spread has occurred, the affected lymph nodes can prevent the cancer spreads to vital organs removed. Article Source: http://www.articlesbase.com/cancer-articles/topsymptoms-of-basal-cell-carcinoma-1471836.html 

Health Care Spotlight: Knowing These 3 Breast Cancer Facts Can Save Your Life Written by Michael Lee Breast cancer is one of the most common types of cancers in the world. Even men are susceptible to this, in some cases. But not a lot of people can say much about it. Until they themselves are afflicted with the disease, they don’t have a lot of breast cancer facts to tell. It’s highly important that you know the 3 breast cancer facts in this article. This information won’t only protect you from this killer disease; but it will also help you understand what many breast cancer patients are going through. Breast Cancer Facts # 1: It is often discovered by a lump. It is a well-known fact that 80% of breast cancer situations are discovered because of a lump in the breast or near the armpit. This is why women all over the world are encouraged to give themselves a self-breast examination every month. Breast Cancer Facts # 2: Women in the United States have the highest incidence of breast cancer. If you live in the United States, it might be wise to double-check your lifestyle. However, this does not mean that the further you live away from the States, the lower your chances are of getting the disease. Breast Cancer Facts # 3: Women in an urban environment are more prone to breast cancer. Medical experts attribute this to the fast-paced lifestyle of city women. A study was actually done on the breasts of women living in urban areas and rural areas. Those who live in urban areas are revealed to have glandular breasts, thus making them four times more susceptible to breast cancer.

Don’t take these breast cancer facts too lightly. It’s surprising how people don’t even think breast cancer is something that could happen to them until it is too late. This information is around for a reason. Save yourself with the right knowledge. Article Source: http://www.articlesbase.com/cancer-articles/ breast-cancer-facts-knowing-these-3-breast-cancer-facts-cansave-your-life-828931.html 

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Construction

Johnson Electric Company Inc.

A Bright Light in Full-Service Contracting Produced by Victor Martins & Written by Hallie Seltzer When a person walks through a grocery store, picking up eggs or milk, it is very doubtful that he or she wonders about the logistics to keeping the milk and eggs refrigerated, or who makes sure the lights turn on when the refrigerator doors open, etc. But these are some of the minor services that Johnson Electric Company Inc. can answer as a full-service contractor. The company does all the kind of work that makes day-to-day life run more smoothly for so many people from average consumers to multinational producers.

currently earns average annual revenue of $14 million. The company works in a variety of job sectors, including the commercial, industrial, institutional and educational markets. As it mentions on the comprehensive Web site, Johnson Electric prides itself on “consistently responding to the needs of our customers with innovative, cost-effective solutions.” Standing at the helm of the company is President Padgett Johnson. He has been in the contracting industry for 26 years. When asked the specialty of the company he currently helms, Johnson describes Johnson Electric’s niche as a design-build firm known for its responsiveness. Additionally, Johnson Electric does a large number of services, from general power installation, consulting and intercommunications to surveillance, athletic field lighting and fire alarms. The company offers a number of different contracting methods in order to make its service as convenient as possible for the customers. It offers the costplus method, time and materials (with or without a guaranteed maximum price), invited/private bid or a public bid. Another way the company aims to convenience its customers is by offering a service department that specializes in general electric repairs and installations. This service is available 24 hours a day, 7 days a week and it specialized in commercial kitchen and laundry equipment services. Safety First

Customer Centricity Johnson Electric was founded in 1965 in Greenville, S.C.. With up to 150 employees, it serves upstate South Carolina, northwest Georgia and western North Carolina. The company

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When working in a field such as construction or electrical contracting, employees must properly train so as not to get injured while on the job. And Johnson Electric takes this training very seriously. The training program that was established in-house encompasses four main areas: education, implementation, prevention and accountability. Employees are taught about prevention with proper equipment, and by learning all of the equipment that is available to them. A foreman conducts a weekly meeting with his crew to make sure all employees know the tasks at hand and the best way to tackle each task. Additionally, the company holds monthly collaborative meetings with all foremen, project managers and office managers so that everyone can benefit from the lessons learned on each project.

Encouraging Employees The talented employees have mainly been recruited through word-of-mouth. Johnson says that the company encourages upward mobility and in-house promotions, a crucial component for any person looking to settle down with a company. Most job functions are performed in-house; however, if Johnson Electric needs to subcontract something, particularly with larger projects, the company tends to incorporate the same vendors for both continuity and trust. In order to make sure that customers and employees are satisfied job evaluations have been implemented. This ensures each employee takes accountability and feedback, both good and bad, can be relayed to each employee. Johnson bases the company’s key performance indicators on both the customer and the markets. “We are very selective when picking a project or a customer. We always set out for each client to become recurring.” It is because of the recurring clients that the company doesn’t focus heavily on marketing. It hasn’t had difficulty retaining its customer base. A business developer has also been added in order to reach out to new markets and bring in new business, which, in these trying economic times is imperative. It is in large part due to the company’s customer-centric method that it has developed an impressive roster of clients. It has recently finished projects with both Sharp and Samsung,

in addition to building the impressive Nissan Parts Delivery Center in Greenville. In these industrial projects, Johnson Electric gets a chance to combine almost every aspect of electrical work, from large power distribution systems and motion control centers to high-tech systems associated with security and card access. Challenges and Opportunities in Various Job Sectors Each industry the company works in provides different opportunities and challenges. For instance, while working in the educational sector, as it recently did while working on the Fluor Daniel Engineering Innovation Building at Clemson University, scheduling was difficult, as it had to work around the school sessions. While working in the institutional sector, however, the company gets to show how it is able to change with technology, and show more creative license as to the technology implemented. On the horizon, the company is able to give back to the community by working on a project that builds mobile kitchens for the military, and Johnson Electric is enthusiastic to be involved in this project. President Johnson explains that for the next few years the company would be in “survival mode,” as the economy begins to level out, but he says “it’s getting better; I am thinking positively,” and that positivity filters through to every one of the company’s ventures. After 35 years of service, Johnson Electric is only picking up speed and moving forward. 


Construction

Perlo McCormack Pacific of Portland Partnering With Excellence Produced by Hanim Samara & Written by Tony Ware General contractor Perlo McCormack Pacific of Portland, Ore., knows construction is a collaborative effort. It says just that on the company’s Web site, and shows it in the company’s name, itself. “Perlo” comes from Jeff Perala, director of estimating, and Gayland Looney, COO ― partners since 2000 ― while McCormack is CEO Bill McCormack, who started the parent company in 1979. Together, the three help their clients balance

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construction costs with architectural design and building functions. The general contractor is firmly established in the commercial and industrial sectors, where its 150 employees help generate over $100 million in annual revenue from a combination of bid and negotiated work. “We say there are three things that each one of us needs to do in our construction company: Deliver the projects on time, on budget, and to the highest quality possible consistent with the specifications,” says McCormack, who has been in the construction business for 35 years. “Those three things sound real simple ... but they’re all fighting each other. In my opinion, what makes a company professional is tying time,

cost and quality together on every project; and that is why we have satisfied customers.” A recent example is Village Baptist Church in Beaverton, Oregon, a city located seven miles west of Portland. Two years ago, the church had worked through the design phase with another contractor and architect. The church’s budget was $14 million. Prior to ground breaking but after months of design and spending $500,000 on architectural fees, the church was informed by this original contractor that the construction costs would be $27 million. The church was in big trouble. Unsure of how to rescue the project, the church turned to Perlo McCormack Pacific and asked for help.

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Construction “We rolled up our sleeves and went to work,” says Perala, who with his estimators had to determine how to build Village Baptist’s church to provide the same square footage, with high architectural quality, but at a cost of $14 million, not $27 million. After a series of design meetings with church personnel and its new design team, Perlo McCormack estimators were able to reconfigure the design, using more cost effective materials and systems, to produce a church that cost not $14 million, but $10 million. Perala states, “Obviously the people at Village Baptist Church were elated; their new church could now be built.” “We have collaborated with many design teams over the years to make sure the building architecture and function can be achieved within an owner’s overall budget,” Perala adds. Perlo McCormack Pacific helps its clients avoid problems by looking at a design from the owners’ perspective; not judging the design, but guiding the owner to make informed decisions on the cost of materials and possible alternative options. “Having a contractor, architect and project owner

all working together as a team during the design and then into construction is partnering at its best; this has led to many, many repeat clients for us,” notes Looney. On over half of the company’s jobs, Perlo McCormack Pacific gets involved early and stays involved until the project is completed to the owner’s satisfaction. “Our claim to fame is that we have the expertise to budget a project accurately from a napkin conceptual sketch, and then work closely with the owner and architect through the final turn over of the completed facility” adds Looney. Perlo McCormack’s clients have learned through experience that this process will result in a successful, affordable and aesthetically pleasing building.

large expansion to the same plant, as well as installing several new lines in Bellevue, Wash.. Like all building owners, Coca-

One such repeat client has been CocaCola, who first approached Perlo McCormack Pacific several years ago to complete a new bottling line in the company’s Wilsonville plant. After completing the bottling line, CocaCola asked Perlo McCormack to do a

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Construction

Health Care

Cola appreciates Perlo McCormack Pacific’s dedication to completing high quality projects on time, within budget, and without disrupting their existing production lines. While most of Perlo McCormack’s business is along the West Coast,

there have been projects as far as Henderson, Kentucky, where this general contractor constructed a highly efficient distribution center for Columbia Sportswear, expanding Perlo McCormack’s service area to cover the entire country. Go for the Gold and the Green Currently, Perlo McCormack’s primary business breaks down to about equal amounts of industrial buildings, office buildings, churches and retail stores (such as car dealerships). With the aging U.S. population, Perlo McCormack also sees a continued need for new medical facilities. Recently, Perlo McCormack Pacific finished the I-5 Corporate Park in Wilsonville, Ore., which took about one year to complete from the original concept sketch to final occupancy. The company has built dozens of car dealerships including the new Dicks Country Dodge dealership in Hillsboro, Ore., which was completed in a six-month timeline. The past year has also seen Perlo McCormack complete many interior tenant improvements, including one for aerospace and defense company, Rockwell Collins, who needed to meet aerospace standards for its 128,000 square foot, high-tech manufacturing facility just outside Portland.

Health Care Spotlight:

Quit Smoking Pill ― Reality Or Dream? All smokers who want to quit smoking know how hard this really is. It may not seem this way, but it really is. And it's not the physical addiction that is the biggest problem, no. This one can be overcome with just a few days of ambition and self motivation. The real problem is the psychological addiction. The brain needs the nicotine, otherwise the craving starts. And it is really hard to succeed in convincing your brain that you don't want nicotine any more. That is why all persons who wish to quit

more, although the specialists aren't totally sure how these things work. Types of Quit Smoking Pills Zyban is a pretty new medication that does not contain nicotine and is designed to help people quit smoking, therefore it is a quit smoking pill. It was initially designed to be an antidepressant and it was first used in depression treatment. A lot of smokers have found it helpful when wanting to quit smoking. It is

All the quit smoking pills are based around the same idea. They have to boost the level of chemicals in the brain, and as a direct result the person taking them will have a pleasant feeling of comfort and joy. It can also give energy to the patient. This whole process is made to help the body eliminate the nicotine or at least lessen the withdrawal from nicotine.

Achieving LEED Silver has become much more affordable; the company recently completed one such facility that comprised an unprecedented 560,000 square foot facility, a portion of which was leased to Colgate. Impressively, Perlo McCormack even achieved LEED Gold for a warehouse; this feat was one which many didn’t think could be done. “Achieving LEED certification is definitely becoming a bigger and a more important part of our commercial and industrial construction business,” acknowledges Perala.  smoking are hopping for a magic pill that would make everything easy, they want a quit smoking pill. Fortunately for them this quit smoking pill exists, not in just one form but in

US Executive Journal

Fall Edition 2009

Another quit smoking pill is called Rimonabant and it works pretty much the same way as Zyban does. Other quit smoking pills are currently being developed, drugs such as Ta-Nic, a resembling medicine from Xenova Group in England or Varenicline, a drug from Phizer medical company. How does the Quit Smoking Pill works

Perlo McCormack Pacific recently completed several large industrial warehouses that are LEED accredited. This certification does, however, risk adding cost if not managed properly. Therefore, Perlo McCormack Pacific’s LEED certified project managers work hard with owners to figure out the best way to achieve and maintain a rating through painstakingly selected construction techniques, materials, special ventilation, lighting systems, and recycled materials.

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majority of the quit smoking pills, it is recommended that Zyban should be used for about 8-12 weeks, although the company producing it says that it can safely be used for the long term too.

said that it also reduces the nicotine withdrawal symptoms.

At least in studies the quit smoking pill has a proven effect. In reality there are people who say that it really works, and there are also people who say the opposite. Whether you decide to take the quit smoking pill or not, the decision is yours to make. But make sure to ask the opinion of your doctor too, before actually making the choice.

Zyban must be taken twice a day, and it needs at least a week before its effects start to take place. Like the

Article Source: http://www.articlesbase. com/advice-articles/quit-smoking-pillreality-or-dream-117729.html 

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Manufacturing

Frederick’s Machine and Tool Shop Inc.

Tooling a Reputation of Quality Produced by Hanim Samara & Written by Kellie Ducharme Frederick’s Machine and Tool Shop Inc. (FMS), based in New Iberia, La., began more than 40 years ago as a threeman machine shop, and has grown into a facility run by 100

what are known as the Oilfield States: Texas, Louisiana, Mississippi, Oklahoma, Pennsylvania, Wyoming and Colorado, with a little bit internationally, as well. The company is also working to expand its international presence into Mexico, due to close proximity, and also the Middle East and Africa where drilling is rampant. Humble Beginnings FMS was begun by John and James’ father, who had a rich background in machining. “He worked in the oilfields after he got out of the army and he was a machinist in the army,” James says, adding that the shop was tightly integrated into family life. “I was 12 years old [when he began the business] so I grew up in there, in the little machine shop.”

skilled laborers that makes more than $15 million a year from its fabrication, manufacturing and machine operations. Established in 1965, the Louisiana-based company is a second generation family-owned business currently run by Daniel Doré, James Frederick and John “Roy” Frederick. FMS’s shop spans six acres and its 50,000 square feet facility uses state-of-the-art technology to manufacture down hole tools, equipment and structures for the petro chemical, wireline, oilfield, marine, industrial and agricultural wireline industries. While Frederick’s concentrates a fair amount of work around the Gulf of Mexico coastal states area, it’s reach extends to

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US Executive Journal

Fall Edition 2009

After high school, James obtained a wealth of experience from college courses, working in the oilfield and machining in other shops. In 1974, he capitalized on this experience and joined his father, followed by his brother, John, and his brother-in-law Daniel. The three became co-owners in 1982, after the elder Frederick retired. In June of 1987, the trio bought their current facility, which was just 6,000 square feet at the time. Since then, they’ve had seven expansions that led to the current size of 50,000 square feet. Expansion has been done as customers’ needs increase. Contracts are usually in a state of flux. Projects are various and diverse; they can last from one week to six months, and revenue ranges from $75 to $1.5 million. One

of the bigger jobs currently in-house is in the sub-sea division: manufacturing sub-sea components; the job should take around six months. What gives FMS an advantage is control through strategic location ― the manufacturing welding shop is side-by-side with the machine shop, and the shop is stacked with experienced laborers. Management “works from sweeping the floor on up.” Everyone has done the different jobs, and they have a range of experience. Shop Organization FMS is separated into three divisions, the first being the job shop division, overseen by Roy. This sector of the company has CNC, manual lathe and milling abilities and can both manufacture oilfield components and repair them. It is equipped with two overhead cranes, a saw shop (with a two-ton capability) and a new job shop (with a five-ton capability for larger oilfield components). This division can create packer parts, downhole tools, crossover subs, hydraulic cylinders, shafts, turning and threading pipe, among many other items. The shop also has a sub-sea division, helmed by James, which is divided into two departments itself: machining and fabrication. The machining department can machine very large components for sub-sea oilfield sites. This division contains 15-ton and 10-ton overhead cranes and can machine parts that way up to 30,000 pounds. In the past, this part of the shop has made adapters, receiving structures, shipping boxes and containers, tubing hangers, guide funnels, ROV components, rotary adapters, diverter flanges, ball joints and more. FMS’s machining capabilities range from a fraction-of-an-inch to a 96-inch diameter. The second part of FMS’s sub-sea division is its fabrication department, which can fabricate anything that would fit through a 15-by-40 foot door. Along with an overhead crane, this shop also contains a 15-ton cherry picker and makes mud mats, pipe clamps, tanks and baskets. “Our sub-sea division is a big division for us right now,” explains James. “We’re working with pretty big components.”

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legislature. Additionally, FMS is API and ISO certified — two quality certifications in the industry. Recruiting employees is not a problem, thanks to a solid company and many people who are looking for work; however, FMS has not lost an employee. Despite slow times, and cutbacks on hours, everyone at FMS is secure and has a solid job. Experience leads to big jobs, and FMS works with big names: Halliburton, BJ, Baker, Cameron, and more. These big guys have burned through most of their inventory, due to the current economy, and this means when they need product they need it immediately — two days if need be. A fast job may mean a 50/60 hour work week, but most guys are happy to get overtime work. James particularly enjoys the challenging nature of machining and fabrication, particularly “surviving the ups and downs” of the industry. “It’s changing, keeping up with technology [is hard], all the tools are getting a lot more technical,” James explains. “There are a lot more complicated shapes and designs.” To help with design and efficiency, FMS uses computer programs such as Solid Works, Gibbs Cam & Global Shop.

The final division of the shop is its wireline specialty segment, directed by Daniel, where FMS manufactures and warehouses a large inventory of the company’s own wireline tools. It also houses consignment inventory at other locations for large accounts in immediate need of tools. The company has sales representatives as far as Egypt and Mexico. “We’re an old school oilfield machine stop,” says James, who adds that the firm plans to continue growing through diversification. “We just diversified a little bit into different areas of the oilfield.” Strategic Relationships As a member of the National Federation of Independent Businesses (NFIB), the company keeps up to date with what’s happening in its industry regarding the economy and new

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US Executive Journal

Fall Edition 2009

As James’ hunger for a challenge shows, FMS is willing to take on any task its facility is capable of. This willingness to work and continually grow will serve this family business well as it continues to expand and diversify in the coming years. As James explains, FMS’s “focus, as always, is to have the highest quality product.” Looking forward FMS is looking to explore new machinery; machines that can do multiple tasks, increasing efficiency. The company is always looking for new technology that can improve working functions and output. The motto is: build it right and get it out on time. This motto has kept Frederick’s Machine and Tool Shop on a steady course of expansion for 40 years, and will surely contribute to 40 more. 


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