JANUARY / FEBRUARY 2017 | $4.95 January/February 2017
INSIDE BIG WHISKEY’S MOVE TO FRANCHISE
NEW MANAGER CRASH COURSE WHAT YOU NEED TO SUCCEED AS A NEW LEADER
SETTING ACHIEVABLE GOALS | 417-LAND’S BIG DOGS | SOCIAL MEDIA TIPS
The simple steps that made six local companies unstoppable BIZ417.COM
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MORNING SESSIONS > Creating a Connective City of the Future How 417-land is changing the game J e ff & Mi c h e l l e H ough ton The Mystery Hour
An d y H u ng
Uber Technologies, Inc.
L aurel McKean MoDOT
> The Internet of Everything A mind blowing glimpse into a more convenient, connected life > Uber-Positive How ride-sharing is transforming our city > How One Woman Brought Hope to a Forgotten Neighborhood An inspirational story driving incredible opportunity
J eff N e n e
Convoy of Hope
Am y B lansi t
Drew Lewis Foundation
Bob Z iehmer Bass Pro Shops
> Stop the Noise Wellness through music and stories > The Public Education Revolution How new concepts will shape our kids’ future > Can Convoy of Hope Save the World?
G re g B u rri s
City of Springﬁeld
Erri n Kem per
City of Springﬁeld
L o uis e Harris o n Liverpool Legends
Creating sustainability for global impact >The Economic Impact of Bass Pro’s Conservation Mission Tourism in 417-lnd and The Wonders of Wildlife Museum & Aquarium
AFTERNOON SESSIONS > God, Gays and the Law Lo c ke H i l derbran d CultureWaves
K ay Log sd on CultureWaves
Pat rick Mureit hi Filmmaker, Speaker, Musician
Can we disagree and still go to heaven? > Inside a Movement 7 Billion Ones > Here Comes Gen Z The millennial bubble is over - How to adjust your marketing
J o h n S e llars
History Museum on the Square
D ee Wam pler
Law Oﬃces of Dee Wampler & Joseph Passanise
Phillip W right The Venues
> My Kid Brother’s Band - George Harrison’s sister Growing up with a Beatle > Solar Powered Highways The new frontier to Route 66 > Fit in 4 Minutes a Day The fast lane to healthy living
S i p h i we B alek a Fitness Trucking
Tom B lai r MoDOT
Randy Baco n 7 Billion Ones
> Lessons From Our Past That Could Shape Our Future Don’t let history repeat itself, start a conversation >Turn Your Dream Into Your Vocation Make your dream a reality in 417-land
DRINK SUMMIT HAPPY HOUR D r . J u n gm an n
Springﬁeld Public Schools
D r. K lei nsm i th
Nixa Public Schools
Willard Public Schools
4 : 3 0 P. M .
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SRC bought and renovated the old General Electric building on East Sunshine in Springfield, home to this alternator assembly line. The remanufacturing company has grown thanks in part to diversification.
HOW THE BIG DOGS EAT Nothing is slowing down the biggest names in 417-landâ&#x20AC;&#x2122;s business community. Learn the surprisingly simple ways six companies have dominated the competition.
PHOTO BY BRAD ZWEERINK
BY SONY HOCKLANDER
PHOTO BY BRAD ZWEERINK
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SPARKS OF INSPIRATION
10 PUBLISHER’S NOTE
Big companies with bigger appetites
A skimmer’s guide to what’s inside
Reader reactions and celebrations
16 FOUR TO FOLLOW
18 UP CLOSE
20 MEET THE MAKER
17 THE REPORT
16 Sparcwire 18 One-Hour Heating & Air Conditioning
Jarad Johnson’s Twitter diet Set goals you can actually achieve Springfield’s beauty spots get makeovers How automation impacts your company Team building done right
Beth Domann’s innocent addictions Ensor Guitars’ painstaking craftsmanship Get ready to jet with these three bags
TOOLS TO HELP YOU DOMINATE
50 CULTURE CLUB
50 DO IT NOW
51 WHAT IF?
60 THE BIG QUESTION
61 VANTAGE POINT
52 ADVICE & WHISKEY
54 GIVING BACK
62 NEXT GEN
Start a workout routine that sticks New manager crash course Transition back to work post-baby Jeff Schrag on serial entrepreneurship Caring for the young and old
Boost your social media presence Amanda Day’s creative inspiration Prep for a big merge
Franchising the Big Whiskey’s way
Organize your office-wide calendar Restructuring saved TLC Properties
EVERYWHERE YOU NEED TO BE
Where to go and what to do
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Relive moments from the best events
PHOTOS BY BRAD ZWEERINK, COURTESY SPARCWIRE
Fitness is the focus at Connell Insurance
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PHOTOS BY BRAD ZWEERINK, COURTESY SPARCWIRE
BIZ417.COM BACK TO THE FUTURE
Allen Davis and his team at engineering and consulting firm CJD are innovating 417-land’s workplaces through a variety of new technology and more advanced infrastructure. He shares how these advancements change the way businesses run on p. 17, and on biz417.com, he explains how our region compares to the rest of the country.
TOP IN TECH
See who made the cut as finalists in our first Excellence in Technology Awards in partnership with the Association of IT Professionals of the Ozarks at biz417.com. Then save your seat for the awards ceremony on March 2 to meet the 12 winners.
HOW IT’S MADE
Chris Ensor, owner of Ensor Guitars, doesn’t let a guitar leave his shop unless it’s exactly how his customer ordered it. Follow the creation process from design to finished product at biz417.com.
STAY IN THE KNOW
ADVISORY BOARD Jim Anderson
Vice President, Marketing and Public Affairs CoxHealth Rayanna Anderson
Entrepreneurship Coordinator and Community Liaison Missouri State University College of Business Philip Baird
Owner Spirit Factory and Spirit Box Business Development Manager Stingray Overseas Manufacturing Sherry Coker
Director, Business Development OTC Center for Workforce Development Co-founder, Executive Director Mid-America Technology Alliance Trevor Crist
CEO Nixon & Lindstrom Insurance Don Harkey
Partner and Chief Innovation Officer People Centric Consulting Group Sterling Huff
Senior Vice President Simmons Bank
Assistant Vice President of Donor Development and Operations Community Foundation of the Ozarks Samuel Knox
Our Biz Break e-newsletter is the best thing to hit your inbox on a Monday. Filled with helpful tips, insightful stories and networking opportunities, Biz Break is everything you need to win the week. Subscribe by visiting biz417.com.
Managing Editor Unite.Publication
Regional Chairman Simmons Bank
Commercial Real Estate Agent, Manager of Commercial Real Estate Department Wilhoit Properties Inc. Jack Stack
WHISKEY FEST Who says networking is strictly for business events? Schmooze and booze with a glass in hand on January 21 at 417 Magazine’s sixth annual Whiskey Fest. Sip nearly 200 whiskeys, bourbons and scotches while enjoying whiskey-inspired bites, live music from Mercer and Johnson and more. Buy tickets at 417mag.com/whiskey.
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SUBSCRIPTION RATES: 6 issues, $15. Please call Bernadette Pry at 417-883-7417. Allow 4–6 weeks for processing orders, payment and changes of address. SINGLE ISSUE: $4.95, back issues, $6 plus $6 shipping and handling, if available. No back issue orders or subscriptions outside the United States. ADDRESS CHANGES: Include both new address and mailing label with old address. Biz 417 (ISSN 23763604) is published bimonthly by Whitaker Publishing, LLC, 2111 S. Eastgate Ave., Springfield, MO 65809–2146. © Whitaker Publishing, LLC. All rights reserved. Reproduction or use in any manner, in whole or in part, without written permission of the publisher is strictly prohibited. Postage paid in Springfield, Missouri and additional mailing offices. POSTMASTER: Send address changes to Biz 417, 2111 S. Eastgate Ave., Springfield, MO 65809–2146. The magazine accepts no responsibility for unsolicited manuscripts, artwork or cartoons. Printed in the United States of America.
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PHOTOS BY BRAD ZWEERINK, COURTESY CJD
THINK SUMMIT Join Biz 417 and the most dynamic thoughtleaders in 417-land on January 13 for a day of innovative thinking and thrilling discussions. The first-ever Think Summit hosts 16 talks to explore the community’s future through daring local ideas and new solutions. Reserve your seat in the People Centric Think Tank at biz417.com/think.
Founder, President, CEO SRC Holdings Corporation
12/16/16 9:15 AM
January/February · Volume 2, Issue 2 · 2017
Adrienne Donica EDITORIAL DIRECTOR
Heather Kane DESIGNED BY
Katie Pollock Estes
Jim Nissen | SWITCH Studio
SENIOR PHOTOGRAPHER & DESIGNER
Savannah Waszczuk Rose Marthis
Stephanie Towne Benoit EDITORIAL INTERN
EDITORIAL ART COORDINATOR
Zane Clark, Mike Cullinan, Dan Emrie,Tonya Forbes, Juliana Goodwin, Sony Hocklander, Jeff Houghton, Matt Lemmon, Starboard & Port Creative, Vivian Wheeler, Brad Zweerink
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DIRECTOR OF MARKETING AND EVENTS
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Stay Hungry to Get Ahead
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PHOTO BY KEVIN O’RILEY
GARY’S FAVORITE LESSON
Allen Davis of CJD nailed it when he suggested fast-growing companies can maximize office space and productivity as well as hold down costs by letting more employees work from home more often (read the story on p. 17). That hit home. At 417, we’re out of workstations, bathrooms and parking spaces. Plus, our creatives regularly produce better work when they can create on a canvas of silence. Noisy collaboration can have diminishing returns.
He was a professor at the Wharton School of Business, and he was speaking to a room full of city and regional magazine publishers from places like Boston, Philadelphia and Chicago. I felt a little out of place at the time because the readership, revenue and balance sheets of 417 Magazine were more like rounding errors on the P&Ls of those big city magazines. Plus, he was talking about scaling your publishing company. I was more focused on how to save my publishing company—keep the lights on, pay our printer and cover the next payroll. I took notes just so I looked like I was a player. Fifteen years later, I don’t remember his name, but I still remember his words: Companies grow in only one of three ways. First, organically, by innovating and expanding on the core product. Second, geographically, by growing into neighboring markets. Third, by merging or acquiring competing or complementary companies. For 417 Magazine, it’s been organic growth. You’re holding one of those organic expansions, Biz 417. We’ve leveraged the 417 brand anchored in our monthly lifestyle magazine to now include our quarterly magazine 417 Home, our 417 Bride wedding magazine, multiple websites and e-newsletters, an event-planning team and even a 417 event-ticketing platform being used by more and more theatres, performance groups and nonprofit fundraising teams every day. We tried the second growth strategy back in 2007 when we tried to duplicate the success of 417 Magazine with Wichita Magazine. Just as the readers and advertisers were learning to love it, the economy turned on us. The recession that started in 2008 ended Wichita Magazine in 2009. The third strategy of mergers and acquisitions is not a tactic we have used. But this edition of Biz 417 has got me thinking. It makes a strong case that if a small business wants to be a big business someday, then it’s smart to look for businesses to buy and add to the balance sheet. It’s how the big dogs eat. And the six big dogs we profile in this edition got very big by learning to eat smart. If that sounds ruthless or messy, withhold judgment. In many cases, the businesses being gobbled up by the six big players were floundering and were relieved to be absorbed by bigger, healthier companies. And the companies in growth mode got more than increased market share and head counts. They got new voices, new talents and new ideas every company needs to stay fresh and relevant. You’ll notice that the takeover of a competitor or complementary company by these growing enterprises gave them the courage and the capital to stay poised for the next big opportunity. These big dogs stay hungry. Our region is known for its dynamic small businesses that grow deliberately but slowly to preserve traditions and protect carefully cultivated cultures. Corporate culture is the only truly sustainable competitive advantage and the root cause of any merger or takeover. But our cover story points out that 417-land is also home base for a few notable smart and hungry giants who know how to grow fast through mergers and acquisitions and still preserve core principles and culture. Read how these six drove up value by staying true to their missions.
Gary Whitaker Publisher, Biz 417
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The Why Behind What We Buy
Wellness for the Win
A Community of Caring
Serving your customers better starts with understanding why they make the decisions they do. That’s why Noble Communications invested a decade into perfecting Sparcwire, a database of curated cultural phenomena.
At Connell Insurance Inc., employees regularly leave the office for a bike ride, kayaking expedition or group workout class as part of the company’s wellness program. Although physical wellness is important, company President Tim Connell also prioritizes his employees’ mental, financial and social wellness.
Create a Lasting Workout Plan
First and Goal
Setting personal or professional goals for yourself is only half the battle. To achieve those goals, author Marlene Chism says you need to imagine the tasks, be flexible and do the necessary work. PAGE 16
Tammy Eaton, a personal trainer at Git Fit Headquarters, outlines three steps to start a consistent exercise routine: shorten your workouts, block out the time on your schedule and stay hydrated. PAGE 50
Springfield spas and salons have gotten new looks after expansions and relocations. Data indicates 417-land is not the only area in which these industries are booming. PAGE 17
Technological advances will only continue to change how we work in the future. Allen Davis of engineering firm CJD says those advances mean business owners and city officials will need to double down on infrastructure. PAGE 17
Veteran and business owner Frank Elston has hired members of military reserves for years and makes a point of holding their jobs for them when they return from service. While it does require some shuffling, Elston finds the payoff in a well-trained, disciplined workforce.
Congratulations, You’ve Been Promoted. Now What?
New managers face particular challenges even if they have years of great experience in their field. By meeting with your new subordinates, leadership expert Alina Lehnert says, you can identify your team’s strengths and goals to position everyone for success.
After trying to teach himself, guitar maker Chris Ensor sought out an expert, honed his craft and found success through careful attention to customer care. PAGE 20
How the Big Dogs Eat
It’s no secret that 417-land is the birthplace of some world-class businesses. Six local companies share their winning strategies, including aggressive acquisitions, failed ventures and diversification. PAGE 24
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Social media doesn’t come naturally to everyone, but it is a skill that all business owners should be familiar with to promote their brands. Jumpsix Marketing co-owner Ryan Jennings recommends defining your audience, setting reasonable limits and building your budget slowly.
Where Creativity Happens
Amanda Day, senior art director at Revel Advertising, draws inspiration from the mementos on her corkboard wall and her Pantone swatch board while staying focused with the light diffuser she made herself. PAGE 56
Coming back to work after an extended leave of any kind is usually rough, but it doesn’t have to be. Julie Cummings, the director of human resources at BKD LLP, shares how planning and consistent communication help the firm’s employees transition back without hiccups.
Make the Deal
Mergers and acquisitions are a great way to grow your company. David Hamm of Murphy Business & Financial Corporation says bringing in outside help can ensure the negotiations go off without a hitch, especially with respect to two former rivals. PAGE 60
Brews and Building Businesses with Jeff Schrag
As a faith-based organization, The Gardens Independent, Assisted and Memory Care Community operates on a model of selfless service, something management emphasizes as early as the hiring process. Executive Director Denise Eleiott reminds others it’s OK to start small when it comes to giving back.
PHOTOS BY VIVIAN WHEELER, BRAD ZWEERINK, STARBOARD AND PORT CREATIVE, COURTESY NOBLE COMMUNICATIONS
PHOTO BY KEVIN O’RILEY
The most useful lessons of this issue to help you get ahead faster
Jeff Schrag is best known as the man behind Mother’s Brewing Company, but the serial entrepreneur admits starting a business takes guts. He says there’s not a single pathway to success as long as you stick with it and avoid partners at all costs. PAGE 52
Big Whiskey’s Big Expansion
It’s time for Paul Sundy and his team’s next big move: franchising Big Whiskey’s. By investing in additional infrastructure and creating a new staff position, the restaurateurs will look to franchises in Lee’s Summit and Bentonville, Arkansas, to see just how well they prepared. PAGE 61
A Strong Foundation
For years, the Coryell family has gathered at a conference table to determine the direction of their real estate company. A 2008 restructure helped the business survive the recession and communicate better without completely abandoning their egalitarian leadership model. PAGE 62
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NOVEMBER / DECEMBER 2016 | $4.95 November/December 2016
he November/ December issue of Biz 417 featured the first ever Biz 100. The list of the most powerful and influential business leaders in 417-land caused quite a stir (the good kind!).
MORE EFFECTIVE MEETINGS | BIZ 100 | PARTNERSHIPS THAT LAST
BIZ 100 THE MOST
POWERFUL AND INFLUENTIAL BUSINESS LEADERS IN 417-LAND 00 Cover Nov-Dec V3 copy.indd 1
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Biz 100 “It was an awesome edition. Great to see many, many faces that I know and appreciate the work that they do! Thank you.”
—Denise Eleiott, executive director at The Gardens Independent, Assisted and Memory Care Community
“A bunch of good people on that cover. Good issue, 417 folks.”
—Bruce Nasby, president of Global Advisory Associates
“Thanks Biz 417 for the generous write-up as a member of this year’s #Biz100. It’s great to live in a community with such strong business leaders in so many different fields. Thanks so much for recognizing their outstanding contributions!”
—Matt Morrow, president and CEO of Springfield Chamber of Commerce
“To begin, congratulations to the 100 individuals named the most powerful and influential business leaders in 417-land. I have had the pleasure of working with many of them (and being married to one of them) and know the contributions they have made to the community. [But] I write with a challenge to us all. If the list you published is a mirror of our community, the reflection needs changing. When we look at that montage of leaders and see only a handful of female faces, I hope that makes all of us collectively uncomfortable. I hope it makes us ask why. I hope as we go through the laundry list of answers… we then stop and look at what we can do to change those variables. Failing to do so isn’t just a feminist issue or a female issue. It’s a business issue. My hope is that one day my children work in a world where women are as represented in powerful and influential positions as men.”
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“Some very well deserved recognition to a group of leaders involved in making this community a special place, including [Hotel Vandivort’s] very own John McQueary and Billy McQueary.” —JP Roberts, general manager at Hotel Vandivort
“Springfield has some amazing leaders. So proud to be among this impressive group.”
—Jami Peebles, executive vice president and market executive of Central Trust Company
B-School Breakfast Series “Another great event with so many takeaways. If you guys want great bowling, I’d recommend Andy B’s. Elite Mercedes showed up with nothing less than the best, and 417 continues to raise the bar on everything they touch.”
—Tyson Johns, president and CEO of Corporate Business Systems
Tyson joined us for B-School Breakfast: Hustle & Grow featuring four of the young guns on our 20 Under 30. Find more about our breakfast series at biz417.com/ bschool. Thanks for joining us, Tyson!—Editors
HOW TO CONTACT BIZ 417 Social Media facebook.com/biz417 @biz417 linkedin.com/company/biz-417
Snail Mail Adrienne Donica/Letters to the Editor Biz 417 2111 S. Eastgate Ave., Springfield, MO 65809 Send your notes, feedback and story ideas to
Visit biz417.com, scroll to the bottom of the homepage and submit your questions and email address in the suggestion box.
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PHOTO COURTESY CHASE SNIDER
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PHOTOS BY BRAD ZWEERINK, BRANDON ALMS
“Don’t be afraid to follow new streams of income that may present themselves.” –Chris Ensor, owner and operator of Ensor Guitars. SEE STORY P. 20
Chris Ensor is a trained luthier, meaning he both builds and repairs guitars in his shop. Here he works on the finish of a guitar a customer brought in for repair.
PACK IT UP Travel in style with our favorite local finds, like this hat box. PAGE 21
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16 16 16 17
Breakthrough Four to Follow Tips The Report
17 18 18 18
Q&A Nightstand Biz 100 Up Close Watercooler
18 20 21 21
Breakthrough Meet the Maker Style Nailed It Failed It
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FOUR TO FOLLOW WITH JARAD JOHNSON
BY: ADRIENNE DONICA
With more than 8,000 followers, Jarad Johnson knows his way around Twitter. Here are the four accounts the president and director of design at Mostly Serious checks daily.
THE WHY BEHIND WHAT WE BUY The Problem
To stand out in the competitive advertising world, Noble Communications had to better understand and predict consumer behavior. CEO Bob Noble says they wanted more than traditional quantitative research could provide— the who, what and when—so the company started looking for a way to answer another question: why? “Understanding why something is purchased or consumed allows you to better understand the most current, emerging and growing trends and insights, giving you the marketing advantage and edge over competition,” Noble says.
The Big Idea
CultureWaves, a consumer insights firm for Noble, developed Sparcwire, a data bank of behavioral-based content, updated daily. Certified cultural curators, each with their own expertise, select content from around the internet and spot behavior patterns to help the insights team identify emerging trends, says Joshua Wahba, Sparcwire’s chief operating officer. The proprietary in-house tool has been used for the past decade to predict trends for brands and Noble Advertising Agency.
The Learning Curve
After years of keeping it in-house, they decided Sparcwire had the potential for broader use. It is now accessible to businesses of all sizes for a monthly subscription fee. A dozen companies and organizations are currently using Sparcwire, but the team believes there is room for significant growth. They are trying to find their own target market through beta tests. “The biggest learning curve has been communicating to the business market how the product can add value to them,” Wahba says.
“Chris is an outspoken billionaire and Shark Tank star who was an early investor in Twitter, Uber, Instagram and Kickstarter. He’s genuine, likeable and wears terribly ugly shirts.”
“You’ll get a wide variety of tweets coming out of Mike, ranging from civics to the Cardinals, with opinions on both local and national news.”
“The Editor-in-Chief and founder of @FiveThirtyEight is your key to unlocking the statistical analysis of politics, science, economics and culture.”
“I’m an NFL and NBA fan(tasy player), and Bill keeps me up to date with plenty of laughs.”
The team was not afraid to release the software before they had identified a target market; in fact, releasing it has helped them identify which businesses have the most to gain from Sparcwire, Wahba says. They’ve learned a valuable lesson: Let the market dictate the product’s use.—Juliana Goodwin
FIND OUT NOBLE COMMUNICATIONS’ PREDICTIONS FOR GEN Z AT BIZ 417’S THINK SUMMIT ON JANUARY 13. BUY TICKETS AT BIZ417.COM/THINK.
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FIVE ON FIRE JAY GUFFEY DOUG HAYTER ANDREA HELLMAN TRAVIS KOESTNER SUMMER MASSEY
FIRST AND GOAL Regardless of how you feel about New Year’s Resolutions, setting goals is an important step to ensure your career growth. Marlene Chism, author of No Drama Leadership and Stop Workplace Drama, has gotten ahead because she understands the psychology of setting, keeping and accomplishing goals. Learn how to achieve anything with her three tips. BY: SYDNI MOORE
Tip 1: Know what you want
If you aren’t sure of your end goal, no one can help you achieve it. Picture what your goal looks like, then make sure you think accomplishing it will feel good. “If the only reason you’re creating a product, for instance, is to make money, chances are you’re going to struggle,” Chism says. “You have to merge the head and heart.”
Tip 2: Imagine the tasks,
but don’t be confined to a plan
Understand what it’s going to take to reach your goal. “Often, people know what they want, but they don’t get very truthful on how to reach it,” Chism says. Still, it’s important to know how to shift and adjust, especially in the business world. “Life is dynamic,” she says. “Make peace with the unknown.”
Tip 3: Be willing to do
Accomplishing business goals is hard work, and many people are too scared or intimidated by failure to begin. “Make friends with your emotions,” Chism says. When you feel bad, Chism suggests adopting a philosophy that everything works in your favor—even the negative things. After all, mishaps and failures ensure growth.
PHOTOS COURTESY CULTURE WAVES, MARLENE CHISM
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AMOUNT OF SPACE, IN SQUARE FEET, ADDED TO BEAUTY HOT SPOTS IN SPRINGFIELD
FORWARD THINKING As a principal of CJD, a mechanical and electrical engineering and consulting firm, Allen Davis works closely with companies in diverse industries as they incorporate new technologies. We asked Davis how tech advancements are affecting not just the ways that organizations do business, but also the spaces in which they operate. BY: STEPHANIE TOWNE BENOIT
KARMA SALON: 1,350 SQUARE FEET
PHOTOS COURTESY SHUTTERSTOCK, CJD
NU ESSENCE SPA: 2,500 SQUARE FEET
ACACIA SPA: ABOUT 6,000 SQUARE FEET
In the past year, several of Springfield’s spas and salons have been upgraded. Whether the businesses moved or simply expanded, these new digs have provided additional services for customers and more jobs for the community. Acacia Spa’s new location is nearly 10,000 square feet and opened in June 2016. About three times larger than its old one, the extra space has translated into a larger boutique area and new amenities including a yoga and fitness studio, an infrared sauna and a eucalyptus steam room. Meanwhile, Karma Salon and Nu Essence Spa have bought out neighboring storefronts for their expansions. Finishing its renovation in March 2016, Karma added 1,350 square feet to accommodate six more stations, a larger color bar, an extra service room, a laundry and storage room and more. Nu Essence Spa is slated to finish construction on its new look by February 1, which totals 5,000 square feet once complete. Guests can enjoy a lash and brow room, five more massage chairs, two more rooms for aesthetic services and more. New employees accompany these physical expansions. Acacia hired 17 people, while Karma added seven full-time positions. Nu Essense Owner Layton Alsup says she anticipates hiring more employees once construction is finished. Such growth is indicative of nationwide industry trends from the U.S. Bureau of Labor Statistics. Ten-year projections suggest hairdressers, barbers, cosmetologists, manicurists and pedicurists should see a 10 percent employment change from 2014 to 2024. Likewise, skin care specialists can expect a 12 percent increase in the same time period compared to a 7 percent increase across all occupations.—Adrienne Donica BIZ417.COM
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BIZ 417: HOW DOES INCREASED WORKPLACE AUTOMATION AFFECT BUSINESSES? Allen Davis: As things become more and more automated, you can picture easily in a manufacturing or an industrial application, instead of having three people [working, you] have robots and machines and computers doing most of that work and one person making sure that everything is working correctly. Within an office environment, that’s probably so much more specific to the tasks they perform, and that would be more software-based. But that means software becomes more and more complex and more and more robust, and it requires more and more network connection and interconnectivity to outside systems and databases. So there’s probably an increased need for that connectivity and that robust pipeline [so] that information can flow through. BIZ: HOW MIGHT OFFICES EVOLVE IN THE COMING DECADES? AD: As we are connected wherever we go, it’s not necessary always to be in the office and in front of everybody. You could start to use the same office space to support a larger employee base if you only require people to be there, say, 20 hours a week or on an as-needed basis. Occasionally you [might] have to accommodate those people maybe for a weekly or monthly meeting or something like that where it starts to shift the actual programming of an office space and how furniture is [arranged] and how your technology is done, too. BIZ: WHAT DO BUSINESS OWNERS NEED TO KEEP IN MIND FOR INCORPORATING NEW TECHNOLOGIES INTO THEIR WORKPLACES? AD: Depending on the industry that a given business is in, watch what the country is doing. That gets difficult because you can’t jump the gun—especially as a small business, which most companies are—and make an investment in the wrong technology or something that’s not proven to be something that your customers would appreciate. But I think it’s important to keep an eye on that.
VISIT BIZ417.COM FOR MORE INSIGHTS FROM DAVIS, LIKE HOW 417-LAND COMPARES TO OTHER PARTS OF THE COUNTRY IN ADOPTING NEW TECH. January/February 2017
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“[The book offers] some really good insight when you’re interviewing potential team members. According to Lencioni, those who can identify, hire and cultivate team members who are humble, hungry and smart will have a real advantage in succeeding in business.” —Carol Taylor, Ph.D., president of Evangel University
UP CLOSE Springfield Little Theatre Executive Director Beth Domann shares how she stays energized, what she’s reading and the game she can’t stop playing. HER MORNING ROUTINE:
“I usually wake up around 6:30 [a.m.] then fall asleep again ’til 8. Get up, get ready, and I have to have a green citrus tea from Kum [&] Go. I don’t drink coffee—never have.”
PHONE APP SHE COULDN’T LIVE WITHOUT:
“Sudoku. [It’s a] serious addiction.”
HOW OFTEN SHE CHECKS HER EMAIL:
“About two times a day.”
FAVORITE METHOD FOR KEEPING NOTES:
“Post-it Notes. They are everywhere.”
TV SERIES SHE’S BINGE WATCHING:
“The Crown. Amazing. Incredible acting.”
MAGAZINES SHE SUBSCRIBES TO:
“Smithsonian, This Old House, 417 Magazine, Time and Variety.”
WHO SHE CONSIDERS A SUCCESSFUL INDIVIDUAL:
“Someone who has a balanced life—good work ethic but also gets away and has some fun.”
417-LANDERS WORTH WATCHING:
“Lorianne Dunn, Krystal Simon, Ashley Norgard, Zoe Zelonky, the list goes on and on.”
READ MORE ABOUT BETH DOMANN AND THE REST OF THE BIZ 100 AT BIZ417.COM/BIZ100.
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Ramada Plaza Hotel & Oasis Convention Center is leaving Ramada Worldwide. Effective March 1, it joins boutique hotel brand Ascend Hotel Collection under a new name: Oasis Hotel & Convention Center. EMPLOYING
North Springfield, the area with the highest unemployment rate in the city, is now the site of a Missouri Job Center satellite office. The location on Robberson Avenue serves those who lack transportation to the south Springfield location. GROWING
Missouri tourism had a record-breaking fiscal year. The state welcomed 41.7 million visitors, up 3.2 percent from FY 2015, and saw a $16.5 billion in economic impact. The growth also resulted in increased employment of 307,937 jobs.
HIRING HEROES The Problem
Frank Elston served eight years in the U.S. Coast Guard before starting One-Hour Heating & Air Conditioning with his father and brother in 1992. Then in 2011, he purchased Benjamin Franklin Plumbing but never forgot his roots. Elston has long appreciated the work ethic and skills of military veterans, particularly the National Guard and Army Reserve, and understands that these people often face employment hurdles due to service obligations and deployments.
The Big Idea
Elston has made it a priority to hire military veterans and active members of the Army Reserve and National Guard for both businesses. The decision is as strategic as it is patriotic. “As soon as they go to Basic [Training], they learn how to become a team,” he says. “They know how to be clean and on time.” Add in advanced military technical training, discipline and work ethic, and it’s a good bet any such applicant will get an interview with Elston, who estimates 15 to 25 percent of his employees at a given time have military experience.
The Learning Curve
Of course, the duties of a guardsman or reservist require time away for training and, occasionally, active duty. These employees are guaranteed a job when they get back, which requires shuffling of schedules among other employees and occasionally hiring extra help. Accounting for such absences has simply become a part of the companies’ cultures.
Elston’s dedication to military employees has paid off in performance and accolades. In August 2016, Elston traveled to the Department of Defense to accept the Secretary of Defense Employer Support Freedom Award. He was one of 10 recipients from among 2,400 nominees, and one of only two small business owners. Elston says he realized, once in Washington, how big the award is. Still his thoughts were with his employees who often have to leave their families and their jobs in the service of the United States. “It should have been the other way around,” he says. “It should have been them getting the award.” —Matt Lemmon
On January 9, the Springfield City Council is voting on a proposal put forth by Jared Enterprises to declare the Brentwood Shopping Center as a community improvement district and designate part of the property as a blighted area.
Frank Elston (right) received the Secretary of Defense Employer Support Freedom Award for employing veterans.
PHOTOS COURTESY OF THE TABLE GROUP, BY TONYA FORBES, COURTESY OF FRANK ELSTON
12/16/16 9:48 AM
“YOU HAVE TO HAVE ENOUGH PATIENCE TO BE ABLE TO WORK THROUGH IT AND KNOW WHEN TO CUT TIES AND START OVER BECAUSE IF I’M NOT PROUD OF IT, IT’S NOT GOING OUT THE DOOR.” —Chris Ensor, Ensor Guitars
STRUMMING ALONG Chris Ensor, owner of Ensor Guitars, makes a living helping others make music. BY: SYNDI MOORE
hris Ensor’s commute isn’t a commute at all. He works in a building behind his house that he revamped to create space for his acoustic guitar–making business. Year-round the shop averages 70 degrees and 42 percent humidity. The stable climate protects the incredibly thin wood Ensor uses, which a miniscule amount of moisture could irreparably damage. And when you’re building an instrument that sells for thousands of dollars, there isn’t
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a lot of room for error. “With a guitar, the very first thing you do will affect the very last thing, so you have to be careful the entire time,” says Ensor, who owns and operates Ensor Guitars in Springfield. As a teenager, Ensor tried guitar-making by winging it. That first guitar hangs as a wall clock in his dad’s garage. “It’s made of two-by-fours and plywood, and it’s absolutely terrible,” Ensor says. “But it kind of got me going in the direction of wanting to build.” Ensor tried again after reading a book on guitar-making. He wasn’t satisfied with his work, but looking back he says that this experimentation allowed him to make a lot of mistakes he needed to make. In college, Ensor followed his father’s suggestion to seek formal training in luthiery, which is the art of building or repairing string instruments. That’s how he met and trained under master luthier Sergei de Jonge,
in Canada. De Jonge has more than 40 years’ experience and taught Ensor how to build guitars with hand tools instead of machinery. Ever since, Ensor has been making guitars, but it wasn’t until 2012 that he started his business after people saw his work online and started contacting him with orders. He works in a small market and knows one bad review could be detrimental. “If you think about how many people you know that play guitar, and you narrow that down to an acoustic guitar, and then you narrow that down to people who spend $5,000 or more on a guitar, it’s a very, very niche market,” Ensor says. Ensor makes sure a guitar turns out exactly the way his clients want them to. “You have to have enough patience to be able to work through it and know when to cut ties and start over because if I’m not proud of it, it’s not going out the door,” he says. Ensor’s passion for making and playing guitars fuels him. He says passion is the most important thing business owners need to be successful, and they should always be on the lookout for new business ventures. “Don’t be afraid to follow new streams of income that may present themselves,” Ensor says. He has taken advantage of such opportunities by selling tools to other luthiers. “At the end of the day, as long as you can go home happy, sleep well with the way you run your business, and feed your family, everything else will work out the way it should,” he says. LEARN HOW CHRIS ENSOR MAKES HIS ONE-OF-AKIND GUITARS BY HAND AT BIZ417.COM.
BEHIND THE BUSINESS
Date Opened: February 24, 2012 Number of Employees: Just one. “I am the luthier, the janitor, the inventory manager,” Ensor says. From Mind to Market: Once a customer has decided how they want their guitar to look and sound, which can take months, constructing basic guitars takes two to three months. More intricate guitars can take longer. Most Popular Items: Every guitar is unique. “It’s almost something that I take pride in— that I don’t build models,” Ensor says. Maker’s Choice: Ensor can’t decide. It changes with every guitar he makes.
PHOTO BY BRAD ZWEERINK
[MEET THE MAKER]
12/16/16 9:50 AM
#NAILED IT FAILED IT
IN THE BAG
Share your triumphs and stumbles with us on Twitter with the hashtag #naileditfailedit.
How your business gets from A to B is a serious matter. Whether you want something edgy or something classic, these local buys will have you traveling in style.
#Nailed It Failed It CHRIS ENSOR, read his story, p. 20
“I built my first guitar after having done no research with some two-byfours and plywood. Needless to say, it’s a wall clock now.” #FailedIt “After hand picking materials from my client’s wood stash, I built twin guitars for his grandkids. I worked in lots of small details that thrilled my client and made for two spectacularlooking and -sounding heirloom guitars.” #NailedIt
BY: HEATHER KANE
This hand-stitched messenger bag is pretty traditional, but it’s still makes a style statement with the rich leather and light stitching.
Edgy green stitching makes this backpack unique. It fits a tablet perfectly and even comes with a hidden umbrella.
PHOTOS BY BRANDON ALMS
PHOTO BY BRAD ZWEERINK
Ever want to bring a hat on a business trip but have no way to pack it? Problem solved with this beautiful handstitched piece.
DENISE ELEIOTT, read her story, p. 54
“My greatest accomplishment is putting into practice the adage that ‘My residents don’t live in my workplace; I work in their home.’ Putting people first is #NailingIt in my book!” “I called out to two of the residents, ‘Hey where is [so-and-so] today!’ Come to find out their little dog had died. After removing my foot from my mouth, I expressed my condolences. No matter how good your memory or how on top of things you think you are, you can be mistaken.” #FailedIt SHELLY REECE, read her story, p. 88
“I opened Reece Family Law, and our motto for our clients and our staff is to be healthier and happier. I now support 12 employees who all share the same goal for a positive future.” #NailedIt “I worked at a law firm that was negative and unhealthy for too long. I was not able to make positive changes for my staff or to affect the management style.” #FailedIt
GET THE LOOK: 1. Talabarteria Medellin Colombia PPP messenger bag, $295; 2. Talabarteria Medellin Colombia PPP hat box, $295; 3. Wurkinstiffs backpack, $250; all available at Blackwells BIZ417.COM
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12/16/16 9:50 AM
SALES PROCESS BY JOHN MARTINEZ
Successful businesses are built on a foundation of processes. Accounting departments depend on processes to ensure that leadership has an accurate view of an organization’s finances. HR departments depend on processes to ensure they hire, retain and manage a workforce effectively while minimizing exposure to risk. However, for some reason with sales, many businesses just “wing it.” Many believe that sales is some kind of magical talent given to only a select few. This couldn’t be further from the truth. If someone has the discipline to follow a process, they can sell…as long as they utilize the right process. Everything most business owners and salespeople “know” about sales and sales process might just be wrong. The tools, data and resources needed to study and understand sales and how people really make decisions were unavailable until fairly recently. WHAT ARE SOME COMMON SCENARIOS? If we look at some common prospect behaviors that drive salespeople ab-
solutely bonkers, we can identify new solutions to help avoid them. First, there are the disappearing prospects. Salespeople who feel good about a sales scenario are often surprised when the prospect falls off the face of the earth. Their prospect doesn’t return
Another common scenario is one in which prospects don’t tell the salesperson the whole truth. These white lies can be about various things such as how decisions are made, what people or things will influence buying decisions, or how they are being impacted personally by their current situation. But the problem
“Many believe that sales is some kind of magical talent given only to a select few. This couldn’t be further from the truth.” emails, phone calls or even text messages, leaving the salesperson stunned and their pipelines destroyed. In any type of sales, this scenario is not uncommon.
is that the less a salesperson knows, the less likely they will be able to craft the appropriate solution to help the prospect. Unfortunately for both parties, this often leads to a lose/lose outcome.
WHY DOES THIS HAPPEN? As frustrating as these behaviors can be, sales professionals cannot blame their prospects. It’s not their fault. If a prospect’s behaviors are dysfunctional, it’s a sign that the sales process, tactics and techniques being used are dysfunctional. When a salesperson gets undesired prospect responses, it’s only because that salesperson is approaching the sales scenario the wrong way. I’ll explain. Why do prospects disappear in the middle or at the end of a sales process? Prospects hide when they feel like no matter what they say or do they will be pressured into a “yes.” You see, when a prospect goes dark, it’s because they don’t feel they can comfortably say no. This also happens to be one of the reasons why prospects sometimes mislead salespeople or omit information. They are afraid that any concern or objection they have will be met by a salesperson trying to overcome that objection and that any information they divulge could be used against them. WHAT CAN BE DONE? So, how can a salesperson overcome objections? Unfortunately, they can’t. Only prospects can get over their own objections. It’s the salesperson’s job to help them do that through strategic questioning. If a salesperson doesn’t know what a prospect’s concerns or objections are, they cannot help them overcome them, and deals will die.
Everything most businesses “know” about sales is possibly wrong. Through the use of fMRI technology, neuroscience, behavioral economics, psychology and other social sciences, biology and genetics, we now have a much better idea of how people actually make buying decisions. Armed with this knowledge, and some simple sales
tools, we can easily find a prospect’s internal motivation and create an urgency within that prospect to take action. Many salespeople are still selling the “old” way, but if a business desires to change their sales results, they must start with their sales process.
Midwest Revenue Group’s founder, John Martinez, is a sales development expert and a highly sought after consultant who brings humor, insight and real-world advice to his audiences. Midwest Revenue Group is a sales development firm that helps companies and professional service firms achieve improvement in sales performance. His practical, street-smart approach to prospecting and selling has helped hundreds of sales executives, business owners and independent sales professionals increase their sales and profits with more control, greater confidence and less effort.
FIND OUT HOW YOU CAN IMPROVE YOUR SALES PROCESS AT MIDWESTREV.COM
DOGS BY: SONY HOCKLANDER PHOTOS BY: BRAD ZWEERINK
PHOTO BY NICOLE WADDELL
umble beginnings, pivotal moves, innovative ideas, Ozarks values and even near-disastrous mistakes pepper the backstories of six local companies that just wonâ&#x20AC;&#x2122;t quit. Take an inside look at how theyâ&#x20AC;&#x2122;ve become unstoppable.
SMALL TOWN, BIG BUSINESS
Jack Henry & Associates was founded in Monett in the 1970s and still has a large campus there.
hat started 41 years ago by two 417-landers from Monett—one with a banking software program, one with business experience—is worth more than $1 billion today. Jack Henry & Associates Inc., a publicly traded technology company, has three BIZ BASICS distinct brands, Jack Henry & Associates Inc. more than 300 products and INDUSTRY: Technology services, around FOUNDING: 1976 11,000 clients TYPE: Public 2016 REVENUE: $1.35 billion and 6,000-plus LOCATIONS: 37 in 25 states employees. EMPLOYEES: More than 6,000 More than 2,100 EMPLOYEES IN 417-LAND: 36 percent associates work at ACQUISITIONS: 42 its Monett headquarters and Springfield campus. With industry-competitive salaries, that’s a lot of spending power in 417-land. The company also has a regular influx of visiting clients and associates who patronize area restaurants and hotels. Jack
Henry & Associates even played a significant role in building Monett’s YMCA and raises local charity funds through an annual golf tournament.
LAYING THE GROUNDWORK Monett seems an unlikely location for such a large company, but that’s where founders Jack Henry and Jerry Hall are from. They simply stayed put, and their company continues to leave a significant economic and philanthropic footprint by staying true to its long-standing culture. The business started in the ’70s when Henry developed a piece of core informa-
tion processing software for the Monett bank where he worked. When the bank was bought out, it gave the program back to Henry, who didn’t know how to run a company. Enter Jerry Hall, a data processing manager who quit his job at a shoe company. “From that and through the acquisitions and development efforts and everything else, we have grown into what we are today,” says Kevin Williams, the chief financial officer and treasurer. The JHA culture, which harkens back to its founders, is key to the company’s growth and success. “What they always said was anybody can build technology,”
The only truly consistent competitive advantage we have is our reputation for customer service.” —Kevin Williams, chief financial officer and treasurer at Jack Henry & Associates
Luke Killinger and Tommy Bradford are two of the thousands of employees who work at JHA in 417-land.
ONBOARDING THE JACK HENRY WAY
Jack Henry hosts many visiting clients each year including Matt Armstrong, an account executive at Microsoft.
Williams says. “The only truly consistent competitive advantage we have is our reputation for customer service.” That reputation has spread across the country with the company’s growth in the past 25 years.
GAINING MOMENTUM More than 60 percent of the JHA’s current revenue is a result of acquisitions made during the span of eight years. A 1992 acquisition launched Jack Henry & Associates’ electronic payments processing system. That system is now 37 percent of total revenue. Acquiring Symitar in 2000 got JHA into the credit union industry, now representing about 25 percent of revenue. Williams cites two other moments that were pivotal for growth. A 1995 acquisition brought outsource processing, allowing clients to connect to data centers where Jack Henry completes all backoffice processing, Williams explains. In 2004, Mike Henry, Jack Henry’s son who BIZ417.COM
was CEO at the time, started focusing on diversification. In 2005—through a series of acquisitions—the company established its third brand, ProfitStars, which provides solutions that don’t require JHA’s core processing. Now, instead of just 2,000 customers using the company’s system, Williams says about 11,000 financial institutions have one or more JHA products. Throughout these acquisitions, the company has been careful to protect its culture. Williams advises business owners to examine the company culture of a potential acquisition along with its financials. If the culture would damage your company, “you can never fix that,” he says. Better to pass. Also, take care of new and current associates. They in turn will take care of customers, who will take care of the company by generating revenue. “We set the standard in our industry for customer service,” Williams says. “We always have, and we always will.”
A well-planned onboarding program is key to smoothing the transition for new hires. New employees are welcomed to Jack Henry & Associates through a comprehensive onboarding program that was developed over a decade. “It is our opportunity to welcome new hires and provide them with the knowledge and resources they need to understand how they fit into the big picture so they can be successful at JHA,” says Tiffany Haynes, managing director of human resources. The process starts with the assignment of a mentor they call a Pride Ambassador from the department where the new hire will work. Ambassadors give associates tours, take them to lunch the first day and introduce them to other team members. For 90 days, ambassadors act as points of contact for basic questions, training and encouragement while introducing the new employees to company culture, core values, philosophies and expectations, Haynes says. The purpose, she says, is to “develop trust, respect and build a positive relationship.” President and CEO David Foss also spends time with each new class of employees to answer questions and discuss company history. Lastly, new associates participate in a New Employment Orientation, which takes place over a week. Day one includes working with the manager; days two through five include virtual training, led by a facilitator, to provide a company overview, human resources information, safety training and more. January/February 2017
THE O’REILLY EMPIRE STRIKES SUCCESS
hen a small Springfield auto parts company was launched in 1957, it was the start of a family empire. Sixty years later, O’Reilly Auto Parts is a publicly traded Fortune 500 company worth billions that, thanks to the recent acquisition of a New England chain, is expected to soon reach 47 states. Chairman of the Board David O’Reilly cites a philosophy initiated by the co-founders—Charles H. “Chub” O’Reilly and Charles Francis O’Reilly, his father and grandfather, respectively—as the foundation for the company’s success. “They did everything and anything for the customer,” David says.
O’Reilly Auto Parts INDUSTRY: Retail FOUNDING: 1957 TYPE: Public 2016 REVENUE: $8.5 billion (guidance) LOCATIONS: 4,714 stores and 27 distribution
centers in 45 states (as of November 2016) 2016)
EMPLOYEES: 74,055 (as of November EMPLOYEES IN 417-LAND: 3 percent ACQUISITIONS: Undisclosed
He and his siblings built on that foundation with committed team members, a culture of employee ownership and by “staying focused on what we know,” he says. “We know the parts
O’Reilly Auto Parts offers regionally focused inventory through its distribution centers.
O’Reilly’s 27 regional distribution centers are key to providing great customer service.
We found through the going-public process that our approach to doing business and our culture was recognized as a very strong attribute.” —David O’Reilly, Chairman of the Board at O’Reilly Auto Parts
business. And we learned that business well and expanded our horizon in terms of new locations, new areas, new types of distribution and new technology but within the parts business.” When people need parts, they need them quickly. That’s why the company revolves around efficient ordering and distribution to wholesale and retail customers. Through acquisitions and mergers, they’ve established 27 regional distribution centers within range of stores to ensure overnight and often same-day delivery. By incorporating data research, O’Reilly ensures inventories are regionally focused.
GOING PUBLIC After David joined his older brothers, Larry and Charlie, and sister, Rosalie O’Reilly Wooten, in the company, they expanded the business beyond a regional footprint.
By 1989, they had 100 stores, and in 1993 went public. “Going public was a big deal for us,” David says. “It was kind of a gamechanger.” Team members now had the ability to buy in, which was a key reason for the move, he says. There’s a difference between a job and working where you have ownership, he adds. Company strategy didn’t change much apart from pursuing expansion more aggressively. “We found through the goingpublic process that our approach to doing business and our culture was recognized as a very strong attribute of the company,” he says. “We really just continued to do what we did prior to ’93.” Although leadership relied on the same playbook, going public required being accountable to stakeholders. “It puts an additional level of pressure and expectation on you in general,” he says. “My observation
PHOTOS COURTESY O’REILLY AUTO PARTS
This O’Reilly Auto Parts store in Bolivar opened in 1977 and was the company’s 15th location. Today, the retail giant has more than 4,700 stores across the nation. The third generation of the O’Reilly family helped grow the company beyond 417-land. Here Rosalie O’Reilly Wooten along with her brothers Charlie, Larry and David O’Reilly are with their father and company co-founder Charles H. “Chub” O’Reilly. BIZ417.COM
is, for us, it made us a better company.” Preparing for the initial public offering took about four months of poring over every record, every contract, employee agreements and more. Legal counsel and accounting staff who are knowledgeable about staying compliant with U.S. Securities and Exchange Commission requirements are critical advisors for this process. Another big moment for the company was the 1998 acquisition of Hi/Lo Auto Supply in Texas and Louisiana. The move added 182 stores that “almost doubled the size of our business,” David says. And in 2008, acquiring CSK added 1,300 stores and western states to O’Reilly’s domain.
ENSURING A STRONG FUTURE Now, all the sibling owners except David have retired, and the company continues to change. David was CEO from 1993 until 2005 when Greg Henslee was appointed to the role—the first non-family member to hold that title. It was Henslee who spearheaded the CSK acquisition, David says. The fourth generation of the O’Reilly family isn’t involved in the auto parts company, instead following their parents’ examples by developing other enterprises including property investments, outdoor retail, a yoga studio and Farmers Park to name a few. The whole family has had a significant impact through these business pursuits and a culture of giving back. Looking back on the past decade, David is pleased. The 2005 shift in leadership was by design, and Henslee wasn’t an outsider, David stresses. Henslee has worked at O’Reilly Auto Parts for 27 years. “He started as a parts guy in a store,” David says. “Our whole management team is like that. Those people have all been homegrown.” And they embrace the company’s core philosophy of values, service and winning attitude. They perpetuate, David says, “what Dad and Grandad wanted.” January/February 2017
BKD’s headquarters and Southern Missouri Practice Unit are in downtown Springfield.
THE RIGHT MOVE
ust after World War I in 1923, a small accounting firm was founded by William Baird in Kansas City and Wade Kurtz and Claire Dobson in Joplin. Twenty-five years later, in 1948, they expanded to Springfield. Here the firm established headquarters for what is now the $537.6 million national public accounting and advisory firm BKD LLP. Springfield can thank the firm’s first branch director, Hearld Ambler, for BKD’s headquarters. In 1976, Ambler became the first managing partner for Baird, Kurtz & Dobson. “He started building an administrative team that has continued to grow throughout the years,” says John Wanamaker, managing partner for the Southern Missouri Practice Unit, which includes Springfield, Joplin and Branson. The Springfield practice started in the Landers building, moving to McDaniel, then in 1987 to the Hammons Tower. Outgrowing the Tower led to construction of its current building where the Southern Missouri Practice Unit and national offices reside. Today BKD operates out of 34 offices in 15 states to serve clients nationally and internationally. It has two subsidiaries, Corporate Finance and Wealth Advisors, and 263 partners. The firm serves practically every industry while recognizing five major niches: manufacturing and distribution, financial services, construction and real estate, health care and nonprofit government. In 2016 it was named a top five Best of the Best Firms of Distinction by INSIDE Public Accounting.
BKD INDUSTRY: Finance FOUNDING: 1923 TYPE: Private 2016 REVENUE: $537.6
million nationally, $50.4 million for BKD Southern Missouri Practice Unit LOCATIONS: 34 in 15 states EMPLOYEES: 2,483 (as of June 2016) EMPLOYEES IN 417-LAND: 19 percent ACQUISITIONS: 124
EXPANDING ITS NICHE A pivotal event for BKD was the passage of the Medicare Act in 1965 when the firm entered the health care field by representing providers. “That was a huge decision for us, and health care now is our largest industry niche,” Wanamaker says. In 1969, BKD expanded to Arkansas,
#NAILED IT FAILED IT BKD isn’t afraid to try new ventures. The company knows that failures can be learning experiences that ultimately lead to success. Since the 1990s, BKD has provided clients with specialized services such as business valuations and auditing.
All the money that comes in from southern Missouri partners stays in southern Missouri.” —John Wanamaker, managing partner for BKD Southern Missouri Practice Unit
continuing to grow through mergers and acquisitions. By end of the ’90s, BKD was providing specialized services such as business valuations, litigation support, forensics and more. Today these specialties are practiced firm-wide, providing added value for clients, Wanamaker says. “You’ve got people who are 100 percent focused in that niche, bringing expertise to the table,” he says. “From a firm perspective, it made a lot of good sense.” So did the 2001 megamerger with Olive LLP, doubling the size of the firm, then renamed BKD LLP. The company operates under a set of codified standards described in a book that every team member receives. They are: integrity first, true expertise, professional Client standards are reinforced for BKD employees through continuing education programs.
demeanor, responsive reliability and principled innovation. Wanamaker is proud he helped write the book, which was published in 2004. “We started implementing core training of those client service standards, so it’s literally woven now into the fabric of our continuing professional education,” he says.
CONTRIBUTING TO THE COMMUNITY In 2000, the firm established the BKD Foundation. To date the foundation has given more than $12 million, benefiting Springfield and other locations through grants requested by employees and partners for charities they support. Each area has its own foundation budget, he adds: “All the money that comes in from southern Missouri partners stays in southern Missouri.” In 2016, $122,000 was donated in southern Missouri; firm-wide the amount was $1.1 million. BKD also provides endowments to schools where they recruit including Missouri State, Drury and Evangel universities. “I’d like to think we’ve had a positive impact on the community in giving back,” he says. “It’s not about just the pure business benefit. It’s about giving back to the community [in which] you live and work.”
#Failed It The mining industry had long been a focus for BKD’s Joplin practice. When that began to wane after World War II, the company in 1954 attempted its first expansion outside Missouri, merging with a small firm in Grand Junction, Colorado, to tap into the uranium boom. “But it never evolved beyond an individual tax practice,” says John Wanamaker, managing partner for the Southern Missouri Practice Unit. “We didn’t do a thorough evaluation of that opportunity before deciding to go out there.” Ultimately they sold the practice. #Nailed It In 1969, BKD successfully merged with a firm in Fort Smith, Arkansas. “Joplin was already working with a great big client there,” Wanamaker says. Doing their research, locating within the region and putting a legacy BKD executive at the helm laid the groundwork for successful expansions to come. #Failed It CEO Bill Fingland once introduced a corporate-wide program to help clients plan for retirement and business transitioning that never went beyond concept, Wanamaker says. Rolled out “top-down,” it was a good concept but had no meat, he says, with no champion at the practice level to develop its deliverables. “I’m happy to say that mistake hasn’t happened again,” he says. #Nailed It A concept that bubbled up in Springfield based on client needs became BKD Wealth Advisors LLC, a wholly owned subsidiary established in 1998 that today manages nearly $3 billion in assets. Starting slowly in Springfield, Little Rock and Kansas City before going company-wide, “it rolled out right,” Wanamaker says.
ANGLING FOR THE FUTURE
In 1972, Johnny Morris (far
left) opened Bass Pro Shops after selling tackle at his father’s store, Brown Derby.
Bass Pro Shops INDUSTRY: Retail FOUNDING: 1972 TYPE: Private 2016 REVENUE: Undisclosed LOCATIONS: 100 Bass Pro and
Tracker Marine Centers in 31 states and Canada EMPLOYEES: 20,000 EMPLOYEES IN 417-LAND: 30 percent (includes Flippin, Arkansas) ACQUISITIONS: Undisclosed
Bass Pro Shops sticks to its brand including immersive nature scenes in each store.
ith stores in 31 states and Canada plus a merger with Cabela’s in the works, Bass Pro Shops is making a bigger splash than ever. Bob Ziehmer, the new senior director of conservation for Bass Pro, and Jack Wlezien, director of communications, share a peek inside the outdoor retailer’s playbook.
From small business owner to international retailer, founder Johnny Morris hasn’t lost sight of where he lives, and the community benefits. Bass Pro is not only the fifth largest area employer, but it also works with local artists and businesses for projects at the national headquarters and other related properties. For instance, area residents Daniel Schwartz and family helped reconstruct Arnie’s Barn and worked on timber framing at Top of the Rock Ozarks Heritage Preserve. Visitors to Bass Pro and related destinations bring tourism dollars to the Ozarks, Ziehmer says, “and that will continue to benefit southwest Missouri in a number of ways.”
Walk into any store and you immediately recognize the consistent Johnny Morris touch. “Really, the brand is a lifestyle that we try to offer to customers at a great value,” Ziehmer says. More than that, it represents a stewardship for outdoors conservation. “We know the future of the outdoor recreation industry is more dependent today than ever before on how the natural resources are managed,” he says.
Bass Pro, which donates millions of dollars annually, helps connect people to the outdoors through events like the annual Outdoor Days and support of local organizations including Big Brothers Big Sisters of the Ozarks, Boy Scouts of America Ozarks Trails Council, Camp Barnabas, Ozark Greenways and Springfield Public Schools. Local conservation groups include the James River Basin Partnership, Ozarks Water Watch and Watershed Committee of the Ozarks. “We want individuals of all ages, all skills and all backgrounds to more fully connect with the outdoors,” Ziehmer says.
Johnny Morris fishes in a tournament during the business’s early days.
It does come back to the mission, but it’s also about listening to your customers and looking for ways you can advance your mission while providing excellent service.” —Bob Ziehmer, Bass Pro Shops senior director of conservation
PHOTOS COURTESY BASS PRO SHOPS
The company mission is to enjoy, love and conserve the outdoors and Morris and his team provide opportunities for that through destination amenities such as Top of the Rock and Big Cedar Lodge; through conservation efforts and education including Wonders of Wildlife National Museum and Aquarium, opening this year; and through partnerships and manufacturing. In 1978, Morris launched White River Marine Group, which produces Tracker fishing boats. And Bass Pro has sponsored NASCAR since 1998. NASCAR fans love the outdoors, and it’s a good way to showcase the brand to millions, Wlezien says. “It does come back to the mission, but it’s also about listening to your customers and looking for ways you can advance your mission while providing excellent service,” Ziehmer says.
When scouting store locations, the company looks for communities that are passionate about the outdoors, like recently added Vancouver. They also look for activity through catalog sales to “identify locations where there is strong demand or familiarity with the brand,” Ziehmer says. Regarding the pending merger with Cabela’s, Ziehmer is excited to unite with a brand that has a similar mission. “Both companies were started by individuals with humble beginnings and a commitment to the outdoors and to recognizing that we need to invest back.” BIZ417.COM
Tackle and boats are still core to the Bass Pro Shops brand.
NO REST FOR THE REMANUFACTURER SRC works with a variety of industries including defense, marine and mining.
ack Stack’s renowned open-book management style sets the tone for his $529.8 million company. Springfield Remanufacturing Corporation and its holdings operate through transparency, empowering associates to make decisions that propel the business forward. Using Stack’s methods—the subject of his book and coaching program, The Great Game of Business—associates learn the “rules” of business and how to apply them. But beyond its transparency, SRC has succeeded in weathering four recessions through diversification, forecasting and preparing a strong balance sheet. While launching the company, Stack learned building a company was not the same as building an engine, the first product SRC remanufactured. It was about
seeing that engine a whole new way. They didn’t just have one business tied to that engine, Stack says. “Don’t we make starters and alternators and turbo changers and fuel systems?” he says. “How come we’re not selling those? It’s like everybody’s mind just opened up.”
SRC employees at the company’s electrical facility use these gears in remanufactured engine starters.
SRC Holdings Corp. INDUSTRY: Manufacturing FOUNDING: 1983 TYPE: Private 2016 REVENUE: $529.8 million LOCATIONS: 15 in Missouri and Illinois EMPLOYEES: Around 1,500 EMPLOYEES IN 417-LAND: 6 percent ACQUISITIONS: 12
A new emphasis on diversified thinking was key, Stack says, to SRC’s success. “We didn’t stay in our core competencies like they tell everybody to do,” he says. “The minute we got into core competencies, our attitude was to diversify as quickly as possible.” Throughout the years, SRC has been involved in more than 60 business holdings, including book publishing, banking, medical instruments, software and commercial properties. Currently, it has 26 holdings. The advantages are clear considering changes in the markets over the years. For instance, the company did well in oil and gas until the recent downturn. If it would have sunk everything into that industry, “we’d be bankrupt right now,” Stack says. Lack of forecast planning also hurts companies. He’s particularly concerned about startups whose owners build a company with the only goal to flip it in five years. “There are 6,000 startups in the United States every single year, and only 15 percent make it five years,” he says. The unwillingness to look out three, four or five years is what Stack calls a recipe for disaster. Entrepreneurs pay too much to market products that don’t yet exist, rack up loans or credit card debt, lease fancy offices and buy cars, then when they get their first purchase order, he says, “They can’t go much beyond that without having to get more capital.” They end up with significant debt and can’t grow the company “because they are servicing the debt for the rest of their lives.” His advice is this: “Any dollar that you raise, make sure it returns value.” Forecasting and saving capital helped Stack double his company within five years after each of four recessions, he says. During these recessions, the business was positioned to purchase property or make acquisitions for cents on the dollar. SRC associates learn all that and more. From the beginning, putting people first inspired open-book management, Stack says. It’s also why SRC associates are active in community service with more than 100 associates serving on boards and in nonprofits. “We donate a lot of money,” Stack says. “We donate a lot of time.” In 2016, the company contributed nearly $390,000 to the community. That dovetails with his business philosophy. “It’s not only about saving your business,” he says, “It’s about saving your community.” BIZ417.COM
Employees with The Great Game of Business, an SRC entity, organize a training event for later this year to share the open-book management leadership style.
The minute we got into core competencies, our attitude was to diversify as quickly as possible.” —Jack Stack, founder, president and CEO of SRC Holdings Corp.
Jessica Nimmo and Adrian Rohman work on engine starters at the SRC plant on East Sunshine in Springfield.
rime Inc. was founded by Robert Low in 1970 with a single truck. Today the transportation industry giant has more than 9,000 team members and $1 billionplus in revenue. Controller Darrel Hopkins shares five pivotal actions that made Prime the success it is today.
Prime Inc. founder Robert Low grew his company from one truck to a billiondollar transportation powerhouse.
Prime Inc. INDUSTRY: Transportation FOUNDING: 1970 TYPE: Private
2016 REVENUE: $1.63 billion LOCATIONS: 14 across 10 states
with main terminals in Springfield; Salt Lake City, Utah; and Pittston, Pennsylvania EMPLOYEES: 4,600, plus 5,000 independent contract drivers EMPLOYEES IN 417-LAND: 37 percent (excludes contract drivers) ACQUISITIONS: 5
Prime Inc.’s expansive headquarters is located in Springfield, but it has terminals in Salt Lake City and in Pittston, Pennsylvania.
PHOTOS BY BRANDON ALMS, COURTESY PRIME INC.
WHEN: WHAT: Prime filed bankruptcy after it couldn’t cover the debt service when interest rates skyrocketed. RESULT: Bankruptcy gave birth to Prime’s employee-ownership business model. After bankruptcy, Low hired independent contractors to haul freight. From there the notion of employee ownership spread to in-house team members. “They created, effectively, an incentive program and a model that said, ‘You’re an owner, and we’re truly empowering you,’” Hopkins explains. “That’s really the model that we’ve built on from that day.” THE TAKEAWAY: A sense of ownership motivates associates to help the company succeed.
WHEN: WHAT: Prime established its affiliate company, Success Leasing. RESULT: Success Leasing provides new tractor trucks for lease to drivers. Many independent contractors owned old, beat-up equipment or had no equipment. Success Leasing created an easier entrance into the business, Hopkins says, by providing new equipment for no money down. THE TAKEAWAY: Sometimes you must invest money to save money. Success Leasing helped Prime improve its service and grow business by attracting more independent drivers, reducing the cost of maintenance and creating more consistency in truck load weights, all economically beneficial to the company.
WHEN: WHAT: Prime invested more than $9 million to construct its Millennium building. RESULT: In the building, associates and drivers enjoy in-house services including a fitness center, hair salon, doctor’s office, movie theater, cafe, day care, convenience store, laundry service, post office and even driver bunk rooms. Leadership at Prime recognized they needed to show drivers and associates how much they were valued in terms of job satisfaction, retention, health and increased production. Hopkins says the investment has paid off triple what they put into it. THE TAKEAWAY: Companies are short-sighted if they don’t factor in soft benefits, including job satisfaction and increased productivity, of investing in their people.
Prime Inc.’s Triple Crown Detail Shop began in 1999.
They created, effectively, an incentive program and a model that said, ‘You’re an owner, and we’re truly empowering you,’” —Darrel Hopkins, Prime Inc. controller
WHEN: WHAT: Prime acquired Roccor International, a trucking company out of Oklahoma, and four other companies. RESULT: These purchases significantly impacted revenue and accelerated growth to Prime’s current size. THE TAKEAWAY: Lessons from the first acquisition led Prime to establish better methods to assimilate new associates into company culture. Among them are sending a welcome team to provide information about Prime, establishing a three-day orientation, honoring a standing program if it’s better than Prime’s for the remainder of a driver’s career and keeping a team on-site for several months to ensure a smooth transition.
Prime’s drivers use three types of trucks, tankers (seen here), flatbeds and reefers.
WHEN: WHAT: The Prime Student Driver (PSD) program was established. RESULT: New independent drivers were training at poorly run truck driving schools that provided little time on the road, Hopkins says. The PSD program helps drivers get their commercial driver’s license and learn to operate a truck to Prime’s standards. They get hours behind the wheel in simulators and are matched with experienced drivers for five weeks of on-the-road training. The school is free if drivers work for Prime at least a year. THE TAKEAWAY: When external resources don’t meet basic necessary standards, developing an in-house solution could be more cost-effective and produce better results. Before PSD, Prime spent millions to attract drivers and pay for external training. By offering a better opportunity, Prime gets quality drivers, reduces costs and keeps money spent within their own company. “It’s probably been one of the most important programs we put in place in our company,” Hopkins says. “We wouldn’t be the size we are today without it.” January/February 2017
In addition to supporting thriving homegrown businesses, 417-land is a sought-after location for national and international companies. BY: ADRIENNE DONICA
Online travel giant Expedia Inc. has grown immensely since the 1996 launch of expedia.com. Among the Microsoft spinoff ’s 200-plus booking websites are Hotels.com, Orbitz, Trivago and Travelocity. Keeping these brands up and running understandably requires a large workforce, part of which is based in Springfield. The company, headquartered in Bellevue, Washington, first arrived in 417-land in 2001 and has since become one of the largest employers in Springfield and one of the largest Expedia locations. In 2010, Expedia moved to the old SpringfieldBranson National Airport after a large renovation and added an additional 500 employees. Three years later, the company hired another 100 people mostly for positions in Global Financial Operations support services. In total, Expedia employs nearly 1,000 people here in 417-land.
JOHN DEERE REMAN
Arguably the most well-known name in farm equipment, John Deere was founded in 1837 and has grown into a worldwide operation that serves multiple industries. A key part of the Moline, Illinois–based company is its remanufacturing facilities, and two of those are here in Springfield. John Deere Reman–Springfield, which works within the construction and forestry division, opened in 1999 as a joint venture between John Deere and SRC. Then, in 2008, John Deere purchased SRC’s portion of the business. In February 2016, the business acquired what is now John Deere Reman–Electronics. With an additional warehouse in Strafford, John Deere employs around 425 people in the area and is committed to the next generation of workers, too. John Deere Reman regularly gives tours to groups of FFA students and was one of the companies that worked with Springfield Public Schools to develop GO CAPS. Becky Yeargan, a human resources representative at John Deere Reman–Springfield, says the company served on the committee to help interview the program’s first teachers. The facility is now hosting its second group of students who work on-site with engineers to make process improvements.
When customers call T-Mobile’s customer support hotline, there’s a chance they’re talking with one of the hundreds of employees at the company’s Springfield technical care center. The location, which opened in May 2006, is the company’s only call center in Missouri and employs more than 780 people. Like any good business, the wireless network, headquartered in Bellevue, Washington, is committed to not only improving the lives of its customers but also its own employees. This starts with the T-Mobile’s commitment to promoting diversity and inclusion within the office. Employees have access to resources through six diversity networks, such as the Pride & Allies, Multicultural and Women’s leadership networks. The business also devotes resources to building its employees’ leadership skills. “Growing and developing our leaders is also critical to our success,” says Roland Finch, director of the Springfield facility. “We are committed at T-Mobile to having a 90 percent internal promotion rate.” To meet that goal, the call center has its own leadership development department. At press time, the call center had promoted 35 people in 2016, the highest number within the past five years.
EXPEDIA, JOHN DEERE AND T-MOBILE ARE JUST THREE OF THE CORPORATE GIANTS THAT HAVE A PRESENCE IN 417-LAND. READ ABOUT CHASE CARD SERVICES, THE KRAFT HEINZ CO. AND MORE AT BIZ417.COM.
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DESIGN AWARDS presented by
Featuring the best in commercial design
ENTER NOW! Showcase your best commercial design work in Biz 417’s Commercial Design Awards 2017. Categories include: • Medical Office • Hospitality • Financial/Legal • General Office Space • General Commercial Space • Historical Renovation
ENTRY DEADLINE | FEBRUARY 1, 2017 For more information and for entry form visit
/COMMERCIALDESIGN Projects must be completed prior to submission and cannot have appeared previously in any other publication.
WE FIX MILLENIALS! If you haven't noticed yet, the workforce is changing. Millennials are now the majority of our workforce, and they will be for the next 25 years. We get questions, quite often, about those darn millennials. We hear all the time that millennials lack soft skills, that they desire to get promoted on their ﬁrst day of work, that they only want to do team or group projects, and they tend to job hop, and most of all, that they are giving business owners major headaches. We don't really ﬁx millennials. We have a more practical approach to getting millennials to work in your organization: develop your culture. Studies show that millennials thrive in an environment where they are working toward a greater purpose, with clear expectations, and with mentors who are helping them develop their skills. Studies also show that this type of culture drives increased proﬁtability, improved productivity and reduced turnover. This approach is simply good management. As with any generation (we are looking at you, Boomers) people in an organization are more successful if that organization executes good management practices. How many managers are actually trained to lead,
motivate and develop people? How many managers are trained to develop organizational cultures? Here's the bottom line: If you have a millennial problem, you probably have a culture problem. If you have a culture problem, you probably have a management problem. You can only ﬁx your millennials by ﬁxing your managers. Our People Centric Management Seminar is designed to teach your managers how to drive change, how to develop a clarity for your people and how to lead and motivate others.
Join us at our next People Centric Management Seminar. FEBRUARY 10, 2017, 8AM TO 5PM | $495/PERSON Learn more and register at PeopleCCG.com/events
EACH ISSUE WE INTRODUCE YOU TO 417-LANDâ&#x20AC;&#x2122;S TOP PROFESSIONALS
MEET THE MASTERS There are many experts in 417-land who set the bar high for others in the industry. From masters in financial planning and architecture to chiropractics and acupuncture, find out what makes those businesses, and those who are behind them, so exceptional.
MEET THE MASTERS IN ARCHITECTURE
Ryan Faust, Crystal Smith, Bo Hagerman, Steven Warlick, Marin Pastar, Paul Sabal, Jerry Hagerman, Joel Thomas, Grant Ramsey
LOCAL LEADERS, GLOBAL INNOVATORS
ive years ago, Bates did not setout to be the face of commercial architecture. It was more a mission to carry on the family name and implement a vision for the future of their industry. That staff of eight wouldn’t have imagined they would be so blessed as to have two more branch offices in St. Louis and Rogers, Arkansas, as well as a staff crossing the one hundred plateau this year….all while still being on the ground floor as they look to what’s ahead!
leveraging technology to challenge the world’s broken system.
It was more a mission to carry on the family name and implement a vision for the future of their industry.
The recipe is simple. Their people…hire the absolute best in the industry. Their vision…to change everything through
433 W. WALNUT ST. SPRINGFIELD MO 65806 417-865-2065 BATESARCHITECTS.COM
Their clients…be selective and team up with visionary clients who demand quantifiable savings from their approach. Bates is very thankful to have increased business nearly twenty fold the past five years and they know that it’s a direct testimony to nailing the above recipe. Stop by their office for a coffee whether out of curiosity and desire to learn more about this revolution, whether you’re a design professional interested in doing something meaningful with your career or a client interested in what their existing clients are demanding. BIZ417.COM
MEET THE MASTERS IN FINANCIAL PLANNING
Mike Sharp, Lance O’Neill, Dean Young, Dennis Heim, Holly Gray, Brent Singleton and Jeff Bilberry
ACHIEVING Your Financial Independence
eim, Young & Associates offers financial, retirement and estate planning services. Whether you need a strategy to meet short- or long-term goals, are starting a family or are nearing retirement, they are the professionals to count on. The team utilizes and values a holistic personalized approach. Their client-first mentality is evident. They offer free consultations that are designed to discover your goals and financial risk tolerance. Options are then explored with those goals and best interests as the focus, and a comprehensive financial plan is developed based on specific needs. “We ultimately answer the client’s big question, ‘If I keep
We ultimately answer the client’s big question, ‘If I keep doing what I’m doing, will I be able to get where I want to go?’ -Brent Singleton HEIM, YOUNG & ASSOCIATES 1256 E. KINGSLEY ST. SPRINGFIELD, MO 65804 417-882-7283 HEIMYOUNG.COM
doing what I’m doing, will I be able to get where I want to go?’” says Singleton. Most people think all financial planners are certified, but anyone can call himself a financial planner. Heim, Young & Associates suggests researching the planner’s commitment to ethical behavior and adherence to high professional standards. Be sure to look for a Certified Financial Planning Practitioner who puts clients’ needs and goals at the center of every financial planning engagement. Get on the right path, and plan your financial future with Heim, Young & Associates.
MEET THE MASTERS IN CHIROPRACTICS AND ACUPUNCTURE
Dr. Steven Baca, Dr. Abigail Long-Emery, Dr. Steven Loehr and Dr. Aimee LaBrie
GOING ABOVE AND BEYOND TRADITIONAL TREATMENT
oehr Chiropractic & Acupuncture understands the nature of pain and injuries. They specialize in disc, sport and workplace injuries, acupuncture, pregnancy, pediatrics, internal disorders and corporate wellness. State-of-the-art equipment is utilized for treatment and multiple doctors with different specialties are on staff to meet your needs. They are experienced in treating each patient with natural, non-invasive methods. The goal is to reduce pain while equipping the body to make a complete recovery on its own. Patients feel right at home from the moment they arrive. The office has an open, inviting environment and accommodating hours that fit almost any schedule. The team loves get-
They are experienced in treating each patient with natural, non-invasive methods. The goal is to reduce pain while equipping the body to make a complete recovery on its own. LOEHR CHIROPRACTIC AND ACUPUNCTURE 3021 E. SUNSHINE ST. SPRINGFIELD, MO 417-887-8075 LOEHRCHIRO.COM
ting to know everyone on a personal level and enjoys building relationships. Their service even extends beyond the office walls. They are dedicated to demonstrating philanthropic leadership by generously giving their time, talents and treasures to the community. They support numerous charities, such as the MakeA-Wish Foundation, MS Society, Big Brothers Big Sisters, Lift Up Springfield, Junior League of Springfield and various other organizations. At Loehr Chiropractic & Acupuncture, they strive to lead their patients, employees and community to be healthier through individualized services, wellness education and ongoing supportâ&#x20AC;&#x201D;your improvement is their success. Start exploring all of your health options with the Loehr team. BIZ417.COM
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TOOLS TO HELP YOU DOMINATE
“The only reason you need a partner or an investor is if you’re going to fail. If you succeed, you’ll never get ’em out of your life.” –Jeff Schrag, owner and founder of Mother’s Brewing Company
PHOTOS BY STARBOARD & PORT CREATIVE, BRAD ZWEERINK
SEE STORY P. 52
REVEL WITH A CAUSE
Reminders in Amanda Day’s Revel office keep her creativity flowing. PAGE 56 BIZ417.COM
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Culture Club Do It Now What If Jumpstart
52 54 55 56
Advice & Whiskey Giving Back How-To Workspace
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The Big Question Vantage Point Simplify Next Gen
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Connell Insurance employees Kristen Baker, Stephanie Daniels and Misty Manes take a health break to kayak on Lake Springfield.
Wellness for the Win The culture at Connell Insurance Inc. stresses the importance of mental and physical wellness, and it helps employees succeed both inside and outside of the office. President Tim Connell shares the importance of the health-focused culture to which he credits much of his company’s success. BY: SAVANNAH WASZCZUK
hen the clock strikes 1 p.m. on Tuesdays and Thursdays, you’ll find a group of Springfield’s Connell Insurance Inc. employees donning workout clothes and heading outdoors. “They’ll go out walking together, or sometimes they’ll go biking,” says company President Tim Connell. “Sometimes they’ll even go kayaking.” But these employees don’t clock out before lacing up their sneakers and kicking up the cardio. Instead, working out is part of the company’s wellness program. “We have a trainer who they can work with, both one-on-one and in a group setting,” Connell says. “These two weekly workouts are the group activities that are offered with the trainer.” After the trainer visits Connell Insurance’s Springfield location, he heads to the company’s other location in Hollister for a 3 p.m. group workout. “We do group activities at both offices twice a week,” Connell says. Not everyone participates, but they have the option
to, and that’s what matters. “The number of people going out every time doesn’t make it a success or a failure,” Connell says. If employees can’t make the group workout, they’re encouraged to exercise in other ways. “What we allow them to do is whatever they feel comfortable doing,” Connell says. “If they will just get up and get away from their desks, that’s what we want.” Access to a trainer and subsidized gym memberships are just two aspects of the company’s wellness-focused culture. “When people think of wellness, they usually just think of working out,” Connell says. And it doesn’t stop there. “There’s mental wellness, financial wellness, social wellness,” Connell says. The company has hosted classes on financial wellness and gives employees one week out of the year to volunteer on company time at a nonprofit, social service or church organization of their choice. While wellness is an important part of the company’s culture, starting new team members off on the right foot also ranks high on the list of cultural musts. “We provide new employees with a couple of books as soon as they start with us,” Connell says. One is StrengthsFinder 2.0 by Tom Rath. “This book helps them with communication skills and realizing we’re all different,” he says. The other is Good to Great by Jim Collins. “This gives them a good idea of our culture and where we are trying to head,” Connell says. “Our culture is a culture of always striving to do better, both for ourselves and for others around us.” It’s all made possible by Connell and his partners—co-owners Randall Gammill and Mike Nangle. “It has to come from the top down,” Connell says. “If we can help prepare people to look at things in a better light, it helps them. If they can be better people in here and better people out there, and we did something to help with that—I think that’s what our duty should be.”
[DO IT NOW]
CREATE A LASTING WORKOUT PLAN 50
GIT FIT HEADQUARTERS PERSONAL TRAINER TAMMY EATON EXPLAINS THE THREE KEYS TO MAINTAINING YOUR EXERCISE ROUTINE.
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HAVE A SNACK.
“Think about breaking up one workout into three separate snack-size workouts,” Eaton says. Doing 20 to 30 seconds of jumping jacks three times a day is enough to get your heart and lungs working.
USE YOUR PLANNER.
“Schedule it or it won’t get done,” Eaton says. This helps you stay consistent, which is most important when improving health. Eaton suggests exercising before work to kick-start your day.
MAKE FRIENDS WITH WATER.
You’re going to start to feel sore, and that’s a good thing. “It means your body is changing,” Eaton says. Drinking lots of water on top of stretching will help restore your body. Plus, it boosts your energy.
PHOTOS COURTESY CONNELL INSURANCE
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CONGRATULATIONS, YOU’VE BEEN PROMOTED. NOW WHAT?
Ease your readjustment back to work after taking parental leave with these tips. BY: ADRIENNE DONICA Julie Cummings
First-time managers are faced with many challenges. Learn how to navigate your new role and become a more effective leader with the help of a local leadership expert. BY: JULIANA GOODWIN
very new work situation has its challenges, and being promoted to a managerial position for the first time is exciting and daunting. Management requires a new set of skills, but don’t be discouraged. There are ways to handle your new position and become a more effective leader.
ILLUSTRATION BY JIM NISSEN; PHOTOS BY GARRET LAYMAN, COURTESY ALINA LEHNERT
KNOW YOUR STRENGTHS
Gallup research suggests the most effective leaders invest in their strengths, surround themselves with the right people, maximize their team’s strengths and understand their followers’ needs, says Alina Lehnert, a leadership and strengths development expert who owns Lehnert Leadership Group LLC and has a doctorate in organizational leadership. Don’t expect a seamless transition because that’s a way to set yourself up for failure, Lehnert says. There are going to be adjustment issues, and that is normal, she assures. “Know who you are and who you aren’t,” she says. “Moving from being a technical expert to leading a team of experts requires new skills. You will need training and coaching on communicating change, giving feedback, coaching employees, leading productive teams and achieving goals. So be sure to ask your organizational leaders what training and resources are available to you in your new role.” UNDERSTAND YOUR TEAM
Your approach to the position should vary depending on whether you were promoted internally or hired from an outside company. If you are moving up within an organization, BIZ417.COM
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accept that your relationship will change with former colleagues, who might see a “power distance” between you and them, Lehnert says. Instead of denying the change, move toward acceptance. Managers who are new to an office should study the organization’s culture and find out what is sacred before making any big moves. Find out who people trust and listen to and see what you can learn from that person. Lehnert also recommends having oneon-one meetings with your team to get to know them, access their strengths and find out what is important to them. “It will create trust,” she says. “It’s important to create teambuilding opportunities in this new position.” SEEK OUTSIDE INPUT
With input from your team and managers, set priorities and goals. “They need to be SMART goals: specific, measurable, attainable, realistic and time-bound,” Lehnert says. “Goal-setting theory reveals to us that the more specific the goal, the more likely we are to achieve it.” Don’t underestimate the importance of an outside coach or sounding board. You’ll need a safe place to process your thoughts and feelings as you adjust to your new role. “Also, you are not expected to know everything,” Lehnert says. “Play on your strengths. The good news is these are learned behaviors.” Practice makes perfect, right? Alina Lehnert
amily leave has been in the national spotlight lately. It’s not clear if national policies will change, but one certainty is that those planning time off will return to the office eventually. To ease that transition, BKD LLP developed a company-wide parental leave program called Growing Together that goes beyond income replacement to offer employees the support they need to navigate the transition. “The most critical component for us is to be able to have that strong dialogue with the individual who is preparing to be on leave, while they’re on leave and then as they try to think about how they’re going to integrate [back] in,” Director of Human Resources Julie Cummings says. She shares some of the strategies BKD’s employees use to make the transition practically painless.
Develop a plan.
Once employees share the big news, managers and Growing Together program sponsors begin to talk about what that will mean going forward, Cummings says. Decide when and how you might return and, with your supervisor’s help, who will cover for you.
Advocate for your needs.
“Allow yourself to have a conversation with your employer about what your needs are and how your life is transitioning,” Cummings says. No matter your needs—a private space to pump, a training refresher or a change in your return date—involve your boss.
“Once [employees] return to work, there’s also a juncture of ‘OK, you’ve been back at work a week; so how’s it going?’” Cummings says. “‘Are you transitioning OK or do we need to rethink the transition?’” Changes can happen, she says, so revisit your plan and make sure it’s still working for you. January/February 2017
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[ADVICE & WHISKEY] BEER
Brews and Building Businesses with Jeff Schrag Jeff Schrag owns Mother’s Brewing Company, The Daily Events and Pioneer Formal Accessories, a collection of businesses about as eclectic as you can get. We sat down with him at The Order for some beer and advice regarding entrepreneurship and diversification. BY: JEFF HOUGHTON
“In the beginning, the idea was that I had extra people, and I wanted to keep those people employed. They could do this thing for this business and that thing for another business and, in essence, cobble together a full-time job within the apparatus.” “I consider myself a forced entrepreneur. At the time, I thought, ‘I’ve got these great people working for me. I’ve got this office, stuff that’s going well, but I just want to hedge.’” “The brewery was me deciding I have one more business in me. What’s it going to be? I decided I was at that point in my life where I had just enough experience where I could probably do something bigger but also was young enough that I was willing to gamble everything I have one more time.”
As if he wasn’t busy enough with Mother’s Brewing Company, Jeff Schrag also owns a formal wear company and a newspaper.
“Entrepreneurship is scary, and it’s risky. I really think part of my luck is being not married [and having] no children. It’s just me.” “I like to look for the long term. Don’t do the short-term thing. Don’t gouge people. Don’t make short-term decisions, try to look for the long term.”
“There are all kinds of paths to success. Where I think people get into trouble is when they switch paths because they get nervous.” “Leave everything better than you found it, whether it’s a person, a business, a not-for-profit [or] a community organization. I can see for myself where I’ve achieved that and where I still have work to do.”
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ILLUSTRATION BY HEATHER KANE
“Avoid partners and investors at all costs. The only reason you need a partner or an investor is if you’re going to fail. If you succeed, you’ll never get ’em out of your life.”
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A Community of Caring
Between rounds of caring for the residents, employees at The Gardens are taking care of those in need in Springfield and around the world. BY: ROSE MARTHIS
he Gardens is in the business of taking care of people. But taking care of people is also at the heart of the company’s mission. Helping those in need has been a company value since the Bethesda Senior Living Community (BSLC) was founded in 1959. Denise Eleiott, the executive director at The Gardens Independent, Assisted and Memory Care Community, says it stems from the faith-based organization embracing a philosophy of selfless service. “Their mission is not all about the bottom line,” she says. “It’s about reaching people and doing good works.” Each year, every Bethesda Senior Living Community is granted $5,000 to donate to local organizations. BSLC has 21 communities spanning Arizona, Colorado, Indiana, Nebraska, Texas and Missouri, including three here in Springfield. Each location impacts its surrounding community with the grant donation, and in 2016, the Springfield locations donated $5,000 each to CASA of Southwest Missouri and Breast Cancer Foundation of the Ozarks. In addition to the grant, every BSLC sponsors a child under One Child Matters, its sister nonprofit organization, which provides holistic care and assistance to more than 40,000 impoverished children in 16 countries. Locally, Eleiott also established a back-to-school event, where employees with children in school could come and get school supplies for all ages. Her team handed out 55 backpacks full of supplies in August 2016. “By taking care of those who take care of residents, our hope is that they will spread the love,” she says. Spreading love is at the heart of what The Gardens and all Bethesda communities do from the very beginning. Managers talk about the various ways to give back during the hiring process, staff meetings and department meetings. The company provides eight hours of paid time off for employees to take one day a year and volunteer in the community in which they live. Employees give back on their own, too, raising an average of $4,000 a year for local organizations. The Gardens has added more efforts as it has grown by keeping service as a key value of the company, something that Eleiott says can be applied no matter the size of the company. “Start small and find whatever you’re passionate about,” she says. “It will drive you to make it happen.”
DOLLARS INVESTED INTO NEIGHBORHOODS BY ALL BSLC LAST YEAR:
HOURS OF PAID TIME OFF EMPLOYEES GET EVERY YEAR TO VOLUNTEER:
BACKPACKS HANDED OUT TO ASSOCIATES WITH SCHOOL-AGE CHILDREN IN 2016:
COUNTRIES WITH CHILDREN CARED FOR THROUGH ONE CHILD MATTERS:
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Residents join in The Gardens Bookworms, a volunteer-led book club to help residents check books off their reading list.
PHOTOS BY BRANDON ALMS, NICOLE FITE
12/16/16 10:36 AM
Socially Acceptable Sites like Facebook and Twitter are intimidating for some businesses to navigate. A 417-land marketing guru offers some advice on how to make the constantly active social media landscape a worthwhile place to hang out. BY: MIKE CULLINAN Ryan Jennings
s co-owner of Jumpsix Marketing, a full service digital marketing agency in Springfield, Ryan Jennings recognizes some businesses are confident in their ability to sell products or services to customers. However, when it comes to making a connection with those same people in the ever-expanding and occasionally overwhelming world of social media, that confidence might be notably absent. Establish or expand your social media connection using these four tips from Jennings.
The first step of social media is defining who you want your audience to be, Jennings says. A lot of people are trying to simply get their numbers up when they start a social media account. “Your numbers don’t mean anything if you’re not talking to your audience,” he says. “Anything you can do to create interaction, a poll to get people answering, that’s always important. Really, the No. 1 thing is to focus on the quality of your post to create interaction.” Those will lead to Facebook likes and followers on Twitter, he adds. KNOW YOUR LIMITS
The amount of posting varies by the site, but don’t overwhelm your social media fans or followers. Jennings recommends about 15 to 20 tweets on Twitter and five to seven posts on Facebook per week. Additional content can be added through Pinterest and Instagram but should be utilized to promote products that look good in photos. “That’s what people are there for,” he says. BUILD A BUDGET SLOWLY
There’s no reason to throw a lot of money toward social media early on, as the accounts can be built for free. “Once you start creating and understanding how to speak to your fan base, then slowly start inching your budget into it,” Jennings says. No one thing works for everybody, but you should determine if budgeting money is worthwhile, he adds. Are you setting up the right targeting on your own, or do you need to seek out help from professionals?
PHOTO COURTESY RYAN JENNINGS
LEARN FROM OTHERS
Visiting the social media companies’ sites can be beneficial to learn more about their platforms, Jennings says, adding that Facebook Blueprint is a tool that helps companies craft ad campaigns to drive business results. In addition, any social media accounts you know have a strong following are worth studying to see how much interaction their posts receive. Doing so can help determine if they are crafting a good message and reaching the right people. “If they are, you can start to learn and understand what they’re doing from their posting habits as well,” he says. BIZ417.COM
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WHERE CREATIVITY HAPPENS As senior art director at Revel Advertising, Amanda Day’s job is all about creativity. For the past three years, the inventive 27-year-old has helped guide Revel’s creative team in developing countless successful campaigns and even snagging a few American Advertising Awards—and she’s done it all from her corner office in Revel’s downtown space. Take a glimpse inside her creative haven, which is filled with many handmade touches. BY: SAVANNAH WASZCZUK
Soon after she started her role at Revel Advertising, Amanda Day knew that she needed to make a major modification to her office space. “The fluorescent lighting in here was ridiculous with my bright white desk,” Day says. She got to work researching how to diffuse the light, then designed her very own custom piece made from recycled wooden frames, fabric and a little bit of dye. “My mom owns a screen-printing shop in Joplin,” Day says. She took some old frames from the shop and adorned them with pieces of fabric she dyed various shades of blue.
PHOTOS BY BRAD ZWEERINK
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Day’s office filing cabinet acts as a shelf for several special pieces and sits below a framed lion print she has named Lenny the Lion. There’s a framed “D” that was created from a letterpress by Day’s favorite artist, Jessica Hische. This was a gift from Chris Jarrett, Revel’s creative director and partner, when she got married in September 2015. “I had bought the ‘A’ print—for Amanda—a few years back,” Day says. This piece now sits on her desk shelf. The file cabinet is also home to a couple of Revel’s American Advertising Awards from projects that Day directed and a Mother’s Brewing Company growler that the Revel team designed and gave out as Christmas gifts.
Day has a shelf on her desk to display a few special pieces. The framed print of the “A” letterpress from her favorite artist, Jessica Hische, sits near a gun print that was made by a classmate during one of Day’s print-making classes she took in college. There are also two cameras: an old Argus camera that was a gift from Day’s uncle and an old Olympus camera that Day’s mom used during her years in college.
When Lowe’s started carrying a line of Pantonecolored paints, Day was thrilled. “Pantones are important in the world of graphic design,” Day says. To speak to her love of the colors and her love of the field, she created her very own Pantone display piece. “I took an old piece of privacy fence and attached the clips,” Day says. Then, she simply hung the paint swatches from the clips.
When it was time to add interest to the wall behind her desk, Day got creative. “Nicole actually helped me hang those little pieces of cork board on the wall,” Day says of Revel’s CEO and partner Nicole Jarratt. The pieces are actually trivets from Ikea, and Day uses them to display special notes, pictures and cards.
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A cluster of frames on the wall opposite of Day’s desk also speaks to her love of letterpress. “The ‘Stay True’ and ‘Share Your Passion’ are both from letterpress companies I follow,” she says. There are several other graphic pieces on the wall, including a feather print she found on Etsy.
“I have a ridiculous obsession with pens and markers,” Day says. She uses them for her bullet journal—a blank journal that she turned into a plannerlike book she uses for making to-do lists and taking project notes. “That’s something Nicole and I both started doing at the beginning of 2016,” Day says. “It’s basically a planner but without the structure of a planner.” These pens provide just enough organization. A copy of Traction by Gino Wickman also sits on Day’s desk. “That’s something I read for my role on the leadership team here,” Day says. The team meets once per week to go over numbers, look at budget items and discuss any issues that might arise. January/February 2017
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MIDWEST REVENUE GROUP
PEOPLE CENTRIC CONSULTING GROUP
Sales Training and Consulting
Selling is harder today. he world as we know it has changed. ith technology progressing at lightning speed, today’s customers are inundated with information and choices. he internet has increased competition and forever changed the way customers buy. Customers try to commoditize everything you sell. ou must ﬁnd a way to di erentiate yourself. any of the selling strategies that were e ective ust a decade ago no longer work. oday, customers e pect customized solutions from your sales sta and superior customer service from your entire organization. oday, how you sell is more important than what you sell. Sales organizations must become more consultative or run the risk of becoming obsolete. idwest evenue roup’s sales training and coaching provides companies and independent professionals with a proven, practical road map for ﬁlling their prospecting pipelines, improving their closing ratio and increasing sales and proﬁts. he process, in and of itself, helps business professionals di erentiate themselves from their competition when selling. o be successful, a company should also have an e ective system for prospecting and sales. ithout these systems it is virtually impossible to build an e ective sales force and chart a path for continuous improvement. t idwest evenue roup, we provide the tools and training to implement powerful systems for prospecting, selling and managing sales e ectively. Midwest Revenue Group 417.861.8477 | midwestrev.com
ead uartered in Springﬁeld, O, eople Centric has taken business consulting to a new level and earned national attention with clients across the country and within multiple industries. eople Centric’s approach is centered on creating high performance cultures that build engagement, focus and accountability. hen employees feel engaged in their work and teams are focused on doing the right things, they are more eﬃcient. hen managers e ectively hold their teams accountable, more things get done. his type of culture boosts productivity and proﬁtability. eople Centric engages new clients by utilizing three simple steps Discovery, Solutions and mplementation. n the Discovery phase, an e pert from eople Centric meets with the client to learn more about the organizational needs. he e pert then brings the information back to our team to create a customized Solution for the client. e then present the proposed Solution and the associated fee structure. Once accepted, we work with the client to co create the path to mplementing the Solution. Clients are only billed once mplementation of the Solution has begun and only when the client has agreed to the terms of the proposal. f you are interested in implementing a high performance culture in your organization, contact eople Centric. People Centric Consulting Group 429 W. Walnut St. 417.887.6760 | peopleccg.com
SIMMONS BANK (MEMBER FDIC)
Total Highspeed is a continually growing, locally owned and operated internet service delivery company based in Nixa, Missouri. With years of experience and industry knowledge Total Highspeed provides superior quality, high speed internet even in areas traditional internet companies either choose not to or simply can’t reach. As the largest fixed wireless internet provider in the state of Missouri they provide service in over 100 cities in Southwest Missouri and Northwest Arkansas. Their current footprint is large and continues to expand with customer demand, and demand is high for their unlimited data service.
No one stays in business for more than a century unless they’re doing something right, unless they’re treating customers right. For over ten years, Simmons Bank has been ranked the #1 small business lender in SW Missouri. They have locations in eight local counties. The key to their success is people like Christian Lewis. As a Vice President, Commercial Loan Oﬃcer, Christian has a passion for helping small businesses realize their potential. He serves as a member of the Springﬁeld Finance Development Corporation (SFDC), which proactively assists in the continued revitalization of Springﬁeld’s Center City by stimulating small business growth in the deﬁned target area.
Unlike traditional internet companies, Total Highspeed uses an ever growing tower system to deliver a stable connection to businesses and residences alike. Satellite internet delivery can be adversly affected by latency, or lag, due to poor weather conditions which does not affect the service from Total Highspeed. Total Highspeed’s customers enjoy outstanding customer service from experienced personnel and unlimited data plans to suit their needs. Reliable business internet is vital in today’s world and Total Highspeed’s committment to their customers is unmatched in the industry. When searching for an internet service delivery company, Total Highspeed should certainly be on your list. Total Highspeed Internet Solutions PO Box 1048 417.851.1107 | totalhighspeed.com
Simmons Bank is an SBA Preferred Lender in all 50 states. That means lending decisions are made locally, resulting in a faster—and easier—process for customers. In the ﬁve years he’s worked with Simmons Bank, Christian has developed an expertise in serving businesses under $5 million in revenue. The Ozarks community is a priority to Christian and it shows in what he does with his spare time. He is an active Rotarian and serves as a board member of Big Brothers Big Sisters of the Ozarks. Christian Lewis is a man who has built his career and community through supporting the small businesses he serves.
Simmons Bank 4625 S. National Ave. 417.888.3000 | simmonsbank.com
[THE BIG QUESTION]
Make the Deal You don’t have to be Wall Street’s next big thing to be a target for a merger or acquisition. One local expert shares insights on making the transactions go smoothly and what to expect after negotiations.
ergers and acquisitions shake up the business landscape (hello, Bass Pro Shops and Cabela’s). But the transactions aren’t limited only to headline-grabbing juggernauts. “If you have a small company that comes up with something really innovative in the field, and it proves to be successful, then that’s going to make your company a target to be acquired or merged into another company,” says David Hamm, Murphy Business & Financial Corporation’s regional manager for Missouri, Arkansas, Kansas and Oklahoma. The company specializes in mergers and acquisitions. Companies can also become targets after sustained growth or profitability. The acquiring business might also consider acquiring or merging with a company to further its specific growth objectives. Both of these factors came into play when Hamm and his business partner were approached in 2015 with an acquisition offer for their regional franchise. Should your company be similarly approached, start by making sure that your business was set up the proper way legally in order to avoid a hefty tax bill down the road. “If your company wasn’t set up correctly in the beginning, [and] if you think you are going to
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be part of an acquisition or a merger, one of the The challenges don’t end once final terms first steps would be to make sure that it’s set up are agreed. “It’s really a delicate thing until the right for that now to be most beneficial to you,” money changes hands,” Hamm says. Once that Hamm says. occurs, another tricky task lies ahead: communiAnother key consideration is getting profescating news of the deal, which Hamm recomsional guidance, particularly when determining mends doing quickly and clearly to eliminate the value of your company. Hamm gained a fears staff and key partners might new appreciation for this when going through have about the company’s future. the acquisition process personally. “The main “ALL SELLERS THINK THAT THEIR BUSINESS thing is, all sellers think IS WORTH MORE THAN IT IS, SO IT’S that their business is worth more than it is, so it’s just JUST COMING TO THE REALIZATION THAT coming to the realization IT’S ONLY WORTH WHAT SOMEBODY IS that it’s only worth what WILLING TO PAY FOR IT.” somebody is willing to pay —David Hamm, Regional Manager for Murphy Business for it, regardless of how much time and effort you & Financial Corporation put into it,” he says. Professional guidance can also be essential Since Hamm’s company was acquired, he during negotiations, when an intermediary can has remained an integral part of the business be an effective, judicious go-between. That can but with less control of operations. “It’s hard to be especially beneficial when it’s two former let someone else take the reins,” he says. But he rivals coming together. “When you are dealing sees that the move was prudent and significantwith a competitor, that’s when having somebody ly benefited his business, a conclusion that he in the middle can really help because it makes says most of the companies he’s assisted in the both [parties] understand that it’s not personal, process arrive at as well. “It’s [usually] not the it’s business,” Hamm says. other way around,” he says.
ILLUSTRATION COURTESY SHUTTERSTOCK; PHOTO BY DAN EMRIE
BY: STEPHANIE TOWNE BENOIT
12/16/16 10:15 AM
LET’S GET DIGITAL
BIG WHISKEY’S BIG EXPANSION After years of feeding 417-land, Paul Sundy and his team are beginning to franchise his popular restaurant, Big Whiskey’s American Restaurant & Bar, by carefully selecting markets and investing in more infrastructure. BY: MATT LEMMON Paul Sundy
ILLUSTRATIONS COURTESY SHUTTERSTOCK; PHOTOS COURTESY PAUL SUNDY, THE ALCHEMEDIA PROJECT
decade into its existence, Big Whiskey’s American Restaurant & Bar is a well-known entity in 417-land. With three locations in Springfield and one each in Branson and Ozark, the casual dining chain has established a favorable reputation, appealing to college students, game day crowds and families alike. And early this year, that reputation is reaching a couple of new area codes with the first planned Big Whiskey’s franchise locations in Lee’s Summit near Kansas City and Bentonville, Arkansas. Founder and co-owner Paul Sundy, who opened the original Big Whiskey’s with Michael Heslin in downtown Springfield in July 2006, says the business took a deliberate approach to its decision to franchise. Previously involved in a handful of restaurant and bar concepts, Sundy now has a stake only in Big Whiskey’s (along with Heslin, Jamie Clark, Randy Gildehaus and Austin Herschend) and is committed to its growth. Their goal? Two franchises the first year, four the second and eight the third. From there, the sky’s the limit. But first, there needed to be a plan.
“It’s the first time in my life that I don’t have 100 different things going,” Sundy says. “It’s important to see how fast we can go and support our franchisees and provide the same product we put a lot of passion and pride into making.” Hence, the owners have made significant investments in back-office infrastructure, including marketing, legal and accounting services as well as in creating a director of operations position. In Sundy’s view, a successful franchisee is the absolute best marketing the brand can have. “The first 10 or so franchisees are the make or break,” he says. “We want our franchisees to be just as successful as [corporate stores] have been.” The selections of the Kansas City area and Bentonville were strategic and fortuitous. The markets appealed to Big Whiskey’s geographically and demographically and also had entrepreneurs eager to franchise the Big Whiskey’s brand, says Herschend, who also serves as CEO of franchising. Shane Miller signed on to run the location in Arkansas in November, and Ed House will open the Lee’s Summit location. Kansas City, in particular, has been in the brand’s sights; Herschend says the goal is to have up to five locations in the metro area with a combination of franchise and corporateowned stores. Although there are no firm plans to expand beyond Missouri and Arkansas, Sundy says Texas, Tennessee and even Miami are intriguing possibilities for Big Whiskey’s in the future. For entrepreneurs eager to expand their businesses, restaurant or otherwise, Sundy warns it requires a step outside their comfort zone, a good deal of planning and putting assumptions aside. “You’re probably not the first that’s done it, so find someone who has and listen,” Sundy says. “Remember, it’s not about what you want, but what your customers want.”
As director of client services at The Alchemedia Project, an advertising agency headquartered in Springfield, Stephanie Hart uses digital calendar systems and programs to keep her clients and her team members in constant communication. Read on for her advice on choosing a system. BY: SAVANNAH WASZCZUK
PICK A SOFTWARE There are many tools that can manage calendars, project timelines and other responsibilities, and the first step is identifying one that best meets your company’s needs. “If your needs are mostly for simple calendar configuration, there are simple ways to do that,” Hart says. At The Alchemedia Project, team members update their Microsoft Outlook calendars and share them, a basic purpose also accomplished with Google Calendar. Other programs, such as Basecamp and Microsoft Project, also offer varying degrees of task list organization and project management support. PICK A CHAMPION Whether you pick a basic calendar system or something a bit more complex, there will likely be individuals who need help learning how to use it. Select an individual who is well educated on your chosen solution as a champion, and have them present a tutorial on the new system to the entire staff. Also make sure they are available for additional help and ongoing support. GET EVERYONE ON BOARD “These systems can make your life much easier, but they only work well if they’re broadly adopted and utilized by the entire team,” Hart says. Stress the importance of using the systems to current staff members, and thoroughly train new employees on the systems when they join the team.
Digital calendars and project management systems don’t have to be a headache—take Stephanie Hart’s advice.
A Strong Foundation Restructuring its management team allowed TLC Properties to weather the recession and grows its business. BY: ADRIENNE DONICA
hen Sam E. and Carol Coryell started TLC Properties in 1988, they did not intend for it to become a full-time operation. In fact, Sam E. was an Evangel University professor when the real estate company opened for business with a 12-unit apartment community. The couple was simply looking to build up a retirement savings. But within a decade, Sam had retired from his campus job, and the couple’s three sons were stepping up to help grow the family company, which today manages more than 25 apartment communities within Springfield.
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Sam M., the couple’s oldest son and current president of TLC Properties, remembers helping out at the job site of TLC’s first apartment complex that was built from the ground up. “I was still in college at the time,” he says. “I thought it was really neat to go out there every day and see new stuff, so I switched my major from math to construction management.” After graduation, he started working for his family’s business full-time and in 1999 started Coryell Enterprises, a construction company that he still runs. Soon enough, Dan and Dave, Sam M.’s two younger brothers, also joined the ranks and worked their way up. And then, TLC reached a critical juncture just before the economy did. It was 2008, and the Coryells had a feeling that the economy was on shaky ground. Sam M. noticed that the family’s method of leading by committee was causing some communication breakdown. “Our staff people would pick their favorite person or the person they knew would give them the answer they wanted and go to that person,” he says. “Communication was a little bit clunky.” He suggested to his family that they reorganize, designate one person to lead daily operations and establish a clear chain of command for communication. They did, and Sam M. has been that point person ever since. “Frankly, that reorganization really allowed us to be much more flexible during the recession [and] be able to make decisions more quickly and more clearly,” Sam M. says. All five members of the Coryell family still serve on the executive board of the company, along with one non-family representative.
PHOTOS BY BRAD ZWEERINK
Dave, Sam M. and Dan Coryell, left to right, at the TLC Properties office.
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A painting of The Abbey apartment complex in Springfield, which TLC Properties built and manages.
Try not to get too invested in any one decision.” —Sam M. Coryell, president of TLC Properties
He advises other family businesses to undergo a similar restructuring. “I think the temptation in a family business, especially as the patriarch and matriarch start aging… is to try to make everybody equal,” he says. “Families should appoint somebody, one person—either the dad, the mom or one of the kids—somebody who is the day-to-day leader and point person to communicate with whatever staffing is underneath. That chokepoint of information and communication is critical, in my opinion, if you want to grow your company.” Additionally, it helps start conversations about succession planning, Sam M. says. No matter how a business operates, Sam M. encourages family members to put things in perspective and trust one another. “Family businesses are difficult because we are so comfortable with each other, and we tend to be willing to tell each other exactly what we think and if someone’s wrong,” he says. “Try not to get too invested in any one decision. I try to be fair and give everyone an opportunity and then sometimes say, ‘You know what, let’s go with that. I don’t think that’s the right way to go, but let’s give it a try [and] see what happens.’”
Carol and Sam E. Coryell first founded Springfield-based TLC Properties in 1988 before passing the torch to their three sons. BIZ417.COM
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“It’s extremely important to stay active.” —Paula Adams, president of Penmac Staffing
SEE PAGE 86 EVERYWHERE YOU NEED TO BE
PHOTO BY BRAD ZWEERINK
Community members had a night full of laughs during The Roast of Missouri State University President Clif Smart. See more on p. 80.
CALENDAR 66 Network 68 Learn
SCENE 72 tech IT out 74 EmployAbility Summit 76 Springfield Creatives
presents: Stephanie Schierholz BIZ417.COM
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78 The eFactory Accelerator Demo Day 80 The Roast of Clif Smart 82 Rosie Launch Party
84 Uber Welcome Party 86 B-School Breakfast Series 88 Downtime January/February 2017
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NETWORK 8:30–10 a.m., every Wednesday
1 MILLION CUPS
Local entrepreneurs are energizing the community. Keep your finger on the pulse of their sprouting businesses and innovative ideas at this weekly presentation program. Free; Springfield Art Museum, 1111 E. Brookside Drive, Springfield; visit 1mcsgf.com for more information THE IN PARTY
Mix and mingle in SPONSORED EVENT Springfield’s living room at this weekly event featuring live music and halfprice happy hour specials. When: 5–7 p.m., every Wednesday Where: Hotel Vandivort, 305 E. Walnut St., Springfield Cost: Free More Information: 417-832-1515 7:30–8:30 a.m., Thursday, January 5 Thursday, February 2
GOOD MORNING, SPRINGFIELD!
Knock out some networking before the day begins at the Springfield Area Chamber of Commerce’s monthly breakfast event. Hear the latest news from the city, county and chamber. $15 for members, $20 for nonmembers; location varies; call 417-862-5567 or visit springfieldchamber.com for details 11:30 a.m.–1 p.m., Thursday, January 5 Thursday, February 2
WORKING OZARK WOMEN
These monthly lunches by the Ozark Chamber of Commerce bring women in business together to connect with one another over lunch and informative presentations. $12 in advance, $17 at the door; Ozark Community Center, 1530 W. Jackson St., Ozark; 417-581-6139 or ozarkchamber.com for details
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7–8 a.m., Friday, January 6 Friday, February 3
FIRST FRIDAY COFFEE
The Ozark Chamber of Commerce hosts a monthly meet-and-greet for its members. The event is come and go, so feel free to drop in for a few minutes or stay the whole hour. Free for chamber members, Ozark residents and Ozark businesses; location varies; call 417-581-6139 or visit ozarkchamber.com for more info 11:30 a.m.–1 p.m., Tuesday, January 10 Tuesday, February 14
GENERAL MEMBERSHIP LUNCHEON
Join the Nixa Chamber of Commerce for lunch, networking and an update on the Chamber’s activities, progress and events. $12 for members in advance, $15 two days before, $20 for nonmembers; The Bridge, 308 W. Mt. Vernon St., Nixa; call 417-725-1545 or visit business.nixachamber. com/events for more information 11:30 a.m.–1 p.m., Thursday, January 12
2017 LEADERSHIP KICKOFF
Looking to get more connected in the new year? Explore all The Network has to offer at this lunchtime mixer. Plus hear what’s in store for 2017 from Chamber Chairman John Wanamaker and Network Chairman Britton Jobe. Free; Springfield Area Chamber of Commerce, 202 S. John Q. Hammons Parkway, Springfield; for details, call 417-862-5567 5–7 p.m, Thursday, January 12 Thursday, February 9
BUSINESS AFTER HOURS
Get out your business cards, and get ready to clink glasses with members of the Springfield Area Chamber of Commerce at this monthly happy hour. $5 for members, $15 for nonmembers; location varies; for BIZ417.COM
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details, call 417-862-5567 or visit springfieldchamber.com 5:30–9 p.m., Thursday, January 12 Thursday, February 9
SPRINGFIELD CREATIVES HAPPY HOUR
Each month, Springfield Creatives members head to Scotch & Soda for networking and happy hour specials. Free; Scotch & Soda, 310 South Ave., Springfield; for details, visit springfieldcreatives.com 11:30 a.m.–1 p.m., Tuesday, January 17 Tuesday, February 21
WORKING WOMEN IN NIXA LUNCHEON
Business advice often means most from someone who has been in your shoes. Enjoy lunch while meeting other businesswomen at this monthly event by the Nixa Area Chamber of Commerce featuring speakers, lunch and networking. $12 for members in advance, $15 two days before, $20 for nonmembers; The Bridge, 308 W. Mt. Vernon St., Nixa; for more info, call 417-725-1545 or visit business. nixachamber.com/events 4–5 p.m., Thursday, January 19 Thursday, February 16
SIX DEGREES OF NETWORKING
At this high-energy event hosted by the Nixa Chamber of Commerce, hear from featured speakers and career coaches or participate in a networking activity each month. This event is open to the public. Free; Nixa Area Chamber of Commerce, 566 W. Mt. Vernon St., Nixa; for details call 417-7251545 or visit business.nixachamber. com/events. 6–8 p.m., Thursday, January 19
Calling all young professionals. Join the Branson/Lakes Area Chamber of Commerce’s newest BIZ417.COM
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networking and professional development organization for an evening of socializing. $10; location TBA; call 417-3344084 or visit bransonchamber.com for location and more details 5:30–9 p.m., Saturday, January 21
HIT THE JACKPOT! ANNUAL COMMUNITY AWARDS BANQUET 2017
Celebrate the Citizen of the Year, Chamber Star of the Year and Business of the Year at this casino-themed awards banquet hosted by the Ozark Chamber of Commerce. $60, $465 for table of eight; Ozark Community Center, 1530 W. Jackson St., Ozark; call 417-5816139 or visit ozarkchamber.com 11:30 a.m.–1 p.m., Tuesday, January 24 Tuesday, February 28
XMIN (EXCEPTIONAL BUSINESSMEN IN NIXA)
This Nixa Area Chamber of Commerce event is catered toward businessmen looking to build relationships in a variety of industries and fields. Join the XMIN for lunch and a roundtable discussion. $12 for members in advance, $15 two days before, $20 for nonmembers; Nixa Area Chamber of Commerce, 566 W. Mt. Vernon St., Nixa; call 417-725-1545 or visit business.nixachamber.com/events for more info 4:30–6:30 p.m., Wednesday, January 25
2017 SALUTE TO MISSOURI LEGISLATORS
Get some face time with state officials and leaders at the 32nd Springfield Regional Salute to Missouri Legislators, which showcases 417-land’s business communities in front of a statewide audience. $40; Capitol Plaza Hotel, 415 W. McCarty St., Jefferson City; for more info, call 417-862-5567 or visit springfieldchamber.com January/February 2017
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Y P P HAour H
7:30–9 a.m., Friday, January 27 Friday, February 24
CHAMBER COFFEE CONNEXION
Reenergize your morning with coffee and networking at this monthly Nixa Chamber of Commerce meet-up. Location is subject to change. Free for members; Nixa Area Chamber of Commerce, 566 W. Mt. Vernon St., Nixa; for more info, call 417-725-1545 or visit business.nixachamber.com/events 11:30 a.m.–1 p.m., Wednesday, February 16
AITP LUNCH MEETING
Step away from your computers for networking and updates from the Association of IT Professionals of the Ozarks. Free to members and guests with registration, $10 for lunch for guests; Hilton Garden Inn, 4155 S. Nature Center Way, Springfield; for more information, visit aitpspringfield.org 5–6:30 p.m., Thursday, February 16
BUSINESS AFTER HOURS
E H T T A
1127 E. Battleﬁeld Rd., Springﬁeld
417.883.1234 Restaurant/Bar Luxury Bowling
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Laser Tag Elite Arcade
Meeting Space Jumbo Screens
Mix and mingle with members of the Branson/Lakes Area Chamber of Commerce at this quarterly happy hour. $10 for members, $15 for future members; Branson Hills Golf Club, 100 Payne Stewart Drive, Branson; for more information, call 417-334-4084 or visit bransonchamber.com 6–10 p.m., Friday, February 24
70TH ANNUAL BLACK TIE GALA
Don’t miss Branson’s ultimate networking event. Rub elbows with hundreds of business and community leaders at this affair hosted by the Branson/Lakes Area Chamber of Commerce. $70 for members, $80 for future members; Branson Convention Center, 200 Sycamore St., Branson; call 417-334-4084 or visit bransonchamber.com for details
INCREASE NONPROFIT REVENUE: GET EVERY DONOR ON TRACK FOR 2017
This six-week webinar puts the fun back in fundraising. Learn to create a plan, make the ask and keep donors in the loop once they’ve cut the check. Sessions are every Tuesday from 8 to 9 a.m. starting January 10. $350; online; for details and to register, visit workforce.otc.edu/ course/increase-nonprofit-revenue Ongoing
MISSOURI STATE SBTDC COURSES
Take advantage of the SBTDC’s small business training courses and seminars. Class times and prices vary, and topics include understanding your financial statements, accounting and Quickbooks for small businesses and analyzing your company’s cash needs. Prices and locations vary by class; for more information or to register, call 417-837-2615 or visit sbtdc. missouristate.edu Ongoing
ESSENTIALS OF EFFECTIVE SUPERVISION
If you’ve recently been promoted or want to hone your skills, this 12-week course starting February 14 offers training on a range of topics including diversity, team building and motivation. $929; The eFactory, 405 N. Jefferson Ave., Springfield; for details, call 417-837-2615 or visit mdi.missouristate.edu 11:30 a.m.–1 p.m., Tuesday, January 3 Tuesday, February 7
THE ASSOCIATION FOR WOMEN IN COMMUNICATIONS LUNCHEON
The Association for Women BIZ417.COM
12/16/16 12:14 PM
in Communications features a monthly speaker focusing on trends, tips and ideas to help attendees further their careers. Prices vary; 425 Downtown, 425 W. Walnut St., Springfield; visit awcspringfieldmo.org for more info 4–5 p.m., Thursday, January 12
Join The eFactory for this month’s speaker series about digital marketing strategies for small business. Kyle Drenon of Murney Associates leads the presentation. Free for members, $10 general admission; The eFactory, 405 N. Jefferson Ave., Springfield; for details, call 417-837-2600 or visit efactory.missouristate.edu 6–9 p.m., Wednesday, January 11 & Thursday, January 12 Wednesday, February 8 & Thursday, February 9
THE SUCCESSFUL BUSINESS: PLANNING & FUNDING
Kick-start your business with this two-day course hosted by the Small Business & Technology Development Center. Learn how to create a sustainable business plan and secure funding. $139; The eFactory, 405 N. Jefferson Ave., Springfield; for details, call 417-837-2615 or visit sbtdc.missouristate.edu THINK SUMMIT
Join 417-land’s dynamic thought-leaders as they share bold ideas and innovative solutions to transform the future of our region. When: 7:30 a.m.–5:30 p.m., Friday, January 13 Where: Springfield Art Museum, 1111 E. Brookside Drive, Springfield Cost: $85, $50 for young professionals, $55 per ticket with corporate package More Information: 417-883-7417 or biz417.com/think SPONSORED EVENT
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6 p.m., Wednesday, January 18
SPRINGFIELD CREATIVES MONTHLY MEETING: TALKING COPY
Brush up on your copy writing skills at this Springfield Creatives meeting, featuring Sarah Jenkins and Cody Cash, two Marlin Network writers. Free for members; location to be announced; visit springfieldcreatives.com for location information and more details 11:30 a.m.–1 p.m., Thursday, January 19
THE EFFECTS OF DEPRESSION & MENTAL ILLNESS IN THE WORKPLACE
Learn how to support employees who have a mental illness at this lunch hosted by the Springfield Area Human Resources Association. Presenter Jana Letterman shares strategies to help employers reduce the impact of mental illness within their business. $20 for SAHRA Members, $30 for guests; Hilton Garden Inn, 4155 S. Nature Center Way, Springfield; for details, visit sahramo.org 4–5:30 p.m., Thursday, January 19 Thursday, February 16
MATA IDEA MASHUP
The Mid-America Technology Alliance presents a monthly happy hour of panel discussions on technology with an eye toward retaining and attracting a strong tech workforce. Prices vary; The eFactory, 405 N. Jefferson Ave., Springfield; call Sherry Coker at 417-343-3017 or visit matasgf.com for details 7:30–9:30 a.m., Friday, January 20 Friday, February 17
People Centric Consulting
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Group gathers to breakdown ways to manage effectively. Join Don Harkey and local leaders for presentations, engaging discussions and breakfast. $89 per session or $890 for the year; 425 Downtown, 425 W. Walnut St., Springfield; for more info, call 417-887-6760 or visit 417tix.com 11:30 a.m.–1 p.m., Friday, January 20 Friday, February 21
Professional development meets networking at this series hosted by OTC’s Center for Workforce Development and The 6 Figure Success club. In January, learn how to start your day right and leverage your natural strengths. $10; 425 Downtown, 425 W. Walnut St., Springfield; for more info, visit workforce.otc.edu/ business-solutions/lunch20 10 a.m.–4 p.m., Saturday, January 21
EXPLORE CONNECT RESTORE: A FRESH YOU FOR 2017
Get back to your basics at this women’s self-discovery workshop hosted by LG Consulting & Training LLC and Evolution U Coaching. $129 through January 13; Ramada Plaza Hotel & Oasis Convention Center, 2546 N. Glenstone Ave., Springfield; call 417-771-5381 for more information 5:30–7:30 p.m., Tuesday, January 24
AITP ANNUAL IT EXECUTIVE PANEL
Join 417-land IT executives as they discuss industry trends and more at this event hosted by the Association of IT Professionals of the Ozarks. $12 for members, $18 for nonmembers; Hilton Garden Inn, 4155 S. Nature Center Way, Springfield; for details, visit aitpspringfield.org
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10–10:45 a.m., Thursday, January 26 Thursday, February 23
MEMBER BRIEFING AND ORIENTATION
Learn the ins and outs of the Nixa Chamber of Commerce and hear about how to get the most out of your membership. Free with reservation; Nixa Area Chamber of Commerce, 566 W. Mt. Vernon St., Nixa; call 417-7251545 or visit business.nixachamber. com/events for more information 11:30 a.m.–1 p.m., Thursday, January 26 Thursday, February 23
GOOD AFTERNOON OZARK!
Stay up-to-date with the Ozark Chamber of Commerce at this monthly luncheon. $12 in advance, $17 at the door; Ozark Community Center, 1530 W. Jackson St., Ozark; call 417-5816139 or visit ozarkchamber.com 11:30 a.m.–1 p.m., Friday, January 27
ANNUAL MEMBERSHIP LUNCHEON
Hear a year in review from the Branson Area Chamber of Commerce at its third annual membership luncheon, where you can also celebrate outgoing and incoming board members. $20; Chateau on the Lake Resort and Convention Center, 415 N. State Highway 265, Branson; call 417-334-4084 or visit bransonchamber.com for details 11:45 a.m.–1 p.m., Tuesday, January 31
EXPERT EDGE LUNCH & LEARN SERIES
This new series from the Springfield Area Chamber of Commerce brings the expertise of fellow chamber members to the forefront. In January, learn how to create income without taking time from your day job. $15 for members, $25 for nonmembers; Springfield Area Chamber of Commerce, 202 S. BIZ417.COM
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John Q. Hammons Parkway, Springfield; for more information, call 417-862-5567 or visit springfieldchamber.com
call 417-837-2615 or visit mdi. missouristate.edu
11 a.m.–1 p.m., Wednesday, February 8
PEOPLE CENTRIC MANAGEMENT SEMINAR
2017 SBDC ANNUAL MEETING
Planning is a key step to getting ahead. The Chamber’s economic development arm, the Springfield Business Development Center, shares its 2017 action plan, and business leader Michael Maslansky presents the keynote address. $40 for members, $50 for nonmembers, $425 for table of eight; University Plaza Hotel & Convention Center, 333 S. John Q. Hammons Parkway, Springfield; call 417-862-5567 or visit springfieldchamber.com for details 11:45 a.m.–1 p.m., Wednesday, February 8
60 MINUTES TO SUCCESS
Stay successful at this Springfield Area Chamber of Commerce event designed to help you tackle the biggest challenges facing business owners today. $15 for members, $25 for nonmembers; Springfield Area Chamber of Commerce, 202 S. John Q. Hammons Parkway, Springfield; for more information, call 417-862-5567 or visit springfieldchamber.com 9 a.m.–4 p.m., Thursday, February 9
HUMAN RESOURCES FUNDAMENTALS
If your business is starting out, you might cut corners to make ends meet, but human resources shouldn’t be one of them. Learn about the importance of this role, and get started on your path to HR certification at this Management Development Institute course. $209; The eFactory, 405 N. Jefferson Ave., Springfield; for more information or to register, BIZ417.COM
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8 a.m.–5 p.m., Friday, February 10
Managing people can be the toughest part of a job, which is why People Centric Consulting Group is hosting this one-day management training. No matter how much experience you have, you will leave feeling ready to lead after the day’s presentations. $495; 425 Downtown, 425 W. Walnut St., Springfield; for more information, call 417-887-6760 or visit 417tix.com 11 a.m.–1 p.m., Wednesday, February 15
MOMENTUM: STATE OF THE WORKFORCE LUNCHEON
Join Springfield’s Department of Workforce Development and director Mary Ann Rojas for the third annual report on the state of the workforce in 417-land. $30, $240 for table of eight; Ramada Plaza Hotel & Oasis Convention Center, 2546 N. Glenstone Ave., Springfield; to register or find more info, visit springfieldmo.gov/momentum or call 417-841-3386 4–5:30 p.m., Monday, February 28
Get the most out of your Springfield Area Chamber of Commerce membership by learning new opportunities and benefits. Don’t forget to bring your business cards for the networking mixer. Free; Springfield Area Chamber of Commerce, 202 S. John Q. Hammons Parkway, Springfield; for details, call 417-862-5567 or visit springfieldchamber.com
FOR MORE EVENTS, CHECK OUT THE FULL CALENDAR AT BIZ417.COM. January/February 2017
12/16/16 12:14 PM
tech IT out Technology Showcase & Expo
David Blacksher, Chris Johnston and Sooyong Shin
Paladin Managed Solutions featured 3D printed toy robots at the company’s booth during the expo.
IT professionals, service providers, manufacturers and vendors network to share experiences and knowledge.
“To go viral, it needs to be shareable, and to be shareable, I think it needs to be relatable in some regard.” —Jeff Houghton, host of The Mystery Hour
Brent Reagan, Travis Atkeson and Don Gasch
Dyllan Harris, Jace Bayless, Noah Geren and Cole Yake hang with a telepresence robot in between sessions.
Bob Stolzberg speaks at a breakout session.
Jon Hardiman and Michele Cherre PHOTOS BY BRAD ZWEERINK
Jeff Houghton speaks about going viral to the attendees.
DATE: October 20, 2016 | LOCATION: Ramada Hotel & Oasis Convention Center | SPEAKERS: Jayson E. Street, Jeff Houghton | WEBSITE: techitoutexpo.com
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PHOTOS BY BRAD ZWEERINK
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EmployAbility Summit by the EmployAbility Collaborative
Pierre Jason and Larry Lovig
Missouri Gov. Jay Nixon, center, presents Greene County Presiding Commissioner Bob Cirtin with a Certified Work Ready Community designation for Greene county.
Mary Ann Rojas speaks to the summit attendees.
Terry Edwards and Angela Edwards
Matt Morrow and Stephanie Bryant snap a selfie during a break.
Jennifer Kincaid, Yvonne Wright and Michelle Clark
Rebecca Yeargan and Steven Butts
DATE: October 20, 2016 | LOCATION: The Old Glass Place | SPEAKERS: Mary Beth Majors, Jennifer Hertha | WEBSITE: springfieldmo.gov
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PHOTOS BY BRAD ZWEERINK
Collin Quigley and Sharon Walker
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PHOTOS BY BRAD ZWEERINK
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Springfield Creatives presents: Stephanie Schierholz
Megan Wagler and Nathan Gregg
Eugenia Alcocer, Stef Cassidy and Steve Popp
Ruby Fleener and Doren Chapman
Brett Miller, Nate Remington and Becca Godsey
Springfield Creatives president Charlie Rosenbury welcomes the crowd before Schierholz takes the stage.
Jack Wlezien, Annie Elzey and Josh Sullivan
Betsy Collins, Maddie Collins, Blake Gammon and Jesse Nivens
DATE: October 20, 2016 | LOCATION: The eFactory | SPEAKER: Stephanie Schierholz | WEBSITE: springfieldcreatives.com
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PHOTOS BY BRAD ZWEERINK
NASA press secretary Stephanie Schierholz speaks about strategic communication and community engagement.
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PHOTOS BY BRAD ZWEERINK
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The eFactory Accelerator Demo Day
Cody Stringer and Tim Dygon
Eric Ham speaks to the crowd about MOFIN Labs.
Jesse Stone, Lee Ann Worman and Rachel Anderson
“Thank you for taking a risk and going on this journey with us.” —Rachel Anderson, entrepreneurial specialist at The eFactory
Sterling Huff and Ken Homan
Bernitha Medford presents her company Shopzeely.
Andrew Goodall presents The Daily Scholar.
Jason Arend gives a presentation on Eagle Speak. PHOTOS BY BRAD ZWEERINK
Myke Bates, Charlie Rosenbury and Fred Lowler
DATE: October 24, 2016 | LOCATION: Gillioz Theatre | SPEAKERS: Rachel Anderson, Jason Arend, Andrew Goodall, Eric Ham, Bernitha Medford | WEBSITE: efactory.missouristate.edu
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12/16/16 11:49 AM
STRUGGLING TO GAIN TRACTION ONLINE?
We all understand the importance of being on page one of Google search results, yet many of us struggle to get there. 417 Marketing utilizes a proven method to help clients dominate search results, maximize trafﬁc, and generate qualiﬁed leads. When looking for an SEO, I wanted to find a full-service firm that I could rely on for all aspects of SEO, including keyword strategy, technical website optimization, visibility, conversion tracking, and more. I needed a partner that I could trust to do the right thing and make wise recommendations for the benefit of my business.
417 MARKETING HAS EXCEEDED MY EXPECTATIONS. I FOUND MY PARTNER. JAY SANDIDGE
INTERNATIONAL MARKETING DIRECTOR, POSITRONIC
417 MARKETING HAS DONE SUCH AN AMAZING JOB WITH OUR SEO CAMPAIGN! They are pleasant, efficient, and fast! We love working with them!
417 MARKETING IS BY FAR THE BEST SEO COMPANY I HAVE WORKED WITH.
I tried three other companies over the past five years, and 417 Marketing blows them all away. I wish I would have found them sooner.
417 Marketing has done everything they said they would do and more when it comes to increasing visibility, traffic, and conversions with our website, hitandruncandlesticks.com.
I CAN'T EVEN BEGIN TO EXPLAIN HOW EASY THEY ARE TO WORK WITH. THEY DO EXACTLY WHAT THEY SAY THEY WILL DO. RICK SADDLER
PRESIDENT, HIT & RUN CANDLESTICKS
OWNER, SOUND RELIEF HEARING CENTER
PHOTOS BY BRAD ZWEERINK
417 Marketing has been providing world-class SEO services since 2010 and knows what it takes to get you results.
CALL OR VISIT US ONLINE TO SCHEDULE A FREE CONSULTATION.
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12/16/16 11:49 AM
The Roast of Clif Smart benefiting Springfield Little Theatre
Ellen Hammock, Brad Crain and Jeannette Crain
A little firewater in the form of bourbon whiskey ensured the evening was full of good digs and even better laughs.
Greg Burris contributes his two cents at The Roast of Clif Smart, president of Missouri State University.
“We are going to have some fun tonight, at your expense I’m afraid, but it’ll be fun.” —Beth Domann, executive director of Springfield Little Theatre
Brandon Adamick, Lane Schrock, Angie Adamick and Whitney Schrock
Steve Garner was another person who roasted Clif Smart.
Whole hog was on the menu at Clif Smart’s roast.
Mike Schmitz, David Lind and Travis Liles
Event Info: DATE: November 4, 2016 | LOCATION: Farmers Park | SPEAKERS: Tom Strong, Stephanie Bryant, Brian Fogle, Steve Garner, Brent Dunn and Greg Burris | WEBSITE: springfieldarts.org
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PHOTOS BY BRAD ZWEERINK
Brent Dunn roasts Clif Smart and has no qualms about his digs.
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PHOTOS BY BRAD ZWEERINK
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Rosie Launch Party
Christa Hall and Julie Kulan
Krista Gideon, Kabriell Gideon and Mandy Spurlock
Summer Trottier and Kendra Miller
“On behalf of the Chamber and on behalf of The Network, we’re more committed now than ever before to continue to advance women in the community.” —Paige Oxendine, program coordinator of The Network
Darline Mabins, Jaimie Trussell and Courtney Ukena
Guests mingled for networking before the big announcement.
Staff members of 417 Magazine and Biz 417 gave their best Rosie the Riveter poses at the Rosie launch party.
Event Info: DATE: November 17, 2016 | LOCATION: The eFactory | SPEAKERS: Rachel Anderson, Paige Oxendine | WEBSITE: efactory.missouristate.edu
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PHOTOS BY BRAD ZWEERINK
Rachel Anderson and Paige Oxendine
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PHOTOS BY BRAD ZWEERINK
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12/16/16 12:26 PM
Uber Welcome Party
Matt Morrow, president of the Springfield Area Chamber of Commerce, welcomes Uber to Springfield.
Roll up in style to any event thanks to Uber, which is now available throughout Springfield.
Molly Healey plays for the crowd.
Laura Statler, Amber Root and Chris Keenan
Andy Hung, general manager of Uber Technologies Inc., addresses a crowd that’s ready to ride at the Uber Welcome Party.
Tracy Kimberlin, Laura Whisler and Cora Scott
Jeremy Brokate and Cheyne Brokate PHOTOS BY BRAD ZWEERINK
Guests mixed and mingled at Hotel Vandivort while waiting to hear about Uber’s big announcement.
Event Info: DATE: November 4, 2016 | LOCATION: Hotel Vandivort | SPEAKERS: Matt Morrow, Andy Hung | WEBSITE: uber.com
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MANAGEMENT in the palm of your hand. Real Time Visibility & Data Access
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You’ve got a lot on your plate.
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It takes a lot to run your association. Let us manage the details, giving you the freedom to focus on the big picture. We can help. After all, your mission is our passion.
417.886.8606 - 1717 E. Republic Rd., Ste. A, Springfield, MO BIZ417.COM
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12/16/16 12:27 PM
B-School Breakfast Series
Justyn Pippins listens as the panelists from Biz 100 share their strategies for success.
Bret McGowne, Tony Manasseri and Andy Williams
Don Harkey, Teresa Coyan and Bethany Bishop
“I encourage people to listen to those voices that are different from yours. It will make your business more successful.” —Lyle Foster, owner Big Momma’s Coffee and
Paula Adams, president of Penmac Staffing; Lyle Foster, CEO of Big Momma’s Coffee and Espresso Bar; and Steve Edwards, president and CEO of CoxHealth
Biz 100 leaders Paula Adams, Lyle Foster, Steve Edwards and Susie Farbin
Larnelle Foster, Charlotte Cook, Justyn Pippins and Lyle Foster
Event Info: DATE: December 8, 2016 | LOCATION: Andy B’s Entertainment Center | SPEAKERS: Susie Farbin, Lyle Foster, Paula Adams, Steve Edwards | WEBSITE: biz417.com
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PHOTOS BY BRAD ZWEERINK
Gary Whitaker shares the vision of the upcoming Think Summit event hosted by Biz 417.
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1 SMALL BUSINESS INSURER
See why over
500,000 small business owners trust us. Give me a call to get a quote for your business. Matthew Estal Mid-America Specialty Markets Phone: (417) 865-1558 firstname.lastname@example.org www.midaminsurance.com Nationwide, the Nationwide N and Eagle, Nationwide is on your side, and other marks displayed in
PHOTOS BY BRAD ZWEERINK
Nationwide, Nationwide on your side, Nationwide N and Eagle are otherwise disclosed. Conningis Strategic Study: The and Small the Business Sector for Property-Casualty Insurance: Market Coming, 2014. Third-party marks thatCompany. appear in thisÂŠ message are the property service marks of Shift Nationwide Mutual Insurance 2015 Nationwide of their respective owners. ÂŠ 2016 Nationwide CMO-0329AO.3 (10/16) CMO-0329AO.1 (11/15)
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PHOTO BY ZANE CLARK
KICKING INTO ACTION
Shelly Reece began practicing Kung Fu in 1995 while in law school after witnessing a defendant kick a prosecutor in the courtroom. Today she is the owner of Reece Family Law and continues to practice the ancient martial art with Nick Givens of Fu Hok Studio in Springfield. “Kung Fu translates to skill achieved through hard work, which is very similar to the discipline needed to practice law,” Reece says. Pictured here with fellow student Clark Summers, Reece is practicing to test for her brown belt with plans to eventually earn her black belt.
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12/19/16 10:39 AM
BU I LDING TRUST SINCE 1978. 4820 N TO WN E C ENTRE D R | O ZARK, MO 65721 | P H ONE : 417-887-6897 | FAX: 417-447-3040 | WWW.LSCINC.COM
JANUARY / FEBRUARY 2017 | $4.95
01 2111 S. Eastgate Ave. Springfield, MO 65809
VOLUME 2 ISSUE 2