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A resource for business owners.

The Business of Wellness Growing Your Business to the Next Level Total Laundry Services

Don Roberts is the owner of Central Alabama Flooring with five locations throughout the state.

Fall/Winter 2023 ucbi.com

Creating a better future. It takes a community.

Your business exists to make things better—for your future, for the people you love, and for the community you live in. It exists to leave the world a little better than you found it. By partnering with a bank that shares your goals, your impact can go even further. See how we’ve supported our communities at ucbi.com/united-in-our-communities.

To o l s fo r S u c c e s s | Fa l l / Wi n te r 2 0 2 3

EDITOR Ann Marie Harvey annmarie@verticalsolutionsmedia.com CONTRIBUTORS Ann Marie Harvey Vertical Solutions Media COPY EDITORS Bethany Meadows Vertical Solutions Media Reed Piller United Community PHOTOGRAPHY Ann Marie Harvey (Tuscaloosa EP), Chelsey Ashford Photography (Leadership) Cover Photo: Ann Marie Harvey Some photos courtesy of: Rodney Ferguson, Al Stanley, Dr. Jason Junkins, Steve Harley, Mike Fitzgerald, Helen Keller Hospital, Mark Miller DISTRIBUTION Contact bethany@verticalsolutionsmedia.com Tools for Success magazine is published by United Community. HOW TO REACH US Call: 1-800-UCBANK1 Email: Corporate_Communications@ucbi.com Mail: 2 West Washington Street, Suite 700, Greenville, SC 20601 Read this entire magazine online at ucbi.com

Proud members of:

For the last 11 years, we have been proud to bring you Tools for Success twice a year. During that time, the magazine has grown and changed as the bank itself has grown and changed. We want the magazine to continue to grow and add value. Our goal from the outset was simple: to provide a resource for you, the business owner, and to give you tips and provide articles that would help you in a practical way. We have shared countless entrepreneurial stories over the years and have made new friends in the process. It is truly a pleasure to be able to share our customers’ journeys with you. The theme for this issue is Growth. Since Progress recently joined the United Community family, we thought this was an appropriate topic to explore. Timing is everything—when do you grow your business? What next steps should you be taking? From Human Resources to Technology, each department plays an important role in your ultimate success. Growth inevitably presents challenges, so our feature article digs into some of those with a focus on aligning your growth strategy with your brand. In our Entrepreneurial Profiles, you’ll meet some business owners who have expanded or grown their companies over the last several years. Despite a global pandemic and an economic downturn, these entrepreneurs have positioned themselves for success. You’ll meet Steve Harley, a Pennsylvania native who moved to Destin, Florida and started a laundromat business without any experience in the industry. Don Roberts, whose 49 years in the carpet industry makes him a flooring expert, runs Central Alabama Flooring with five locations throughout the state. You’ll also meet Dr. Jason Junkins, a physician who saw a need and is now opening multiple primary care practice clinics in the area. There’s so much to unpack in this issue, and we hope you will take some time and read it cover to cover.

Sincerely,

Lynn Harton Chairman and CEO, United Community

Connect with United Community online

U n i te d C o m mu n i t y

Member FDIC

Banking for your success. It takes a community.

However you define success, we’ll work with you to make it happen. Learn more at ucbi.com/why-united

CONTENTS: ENTREPRENEURIAL PROFILE Central Alabama Flooring .................................................. 6 LEADERSHIP Lynn Harton Leads United Community Into the Future ........ 8 MARKETING The Benefits of Growth Marketing ..................................... 12 PAGE

ENTREPRENEURIAL PROFILE Southern Immediate Care ................................................ 14 ENTREPRENEURIAL PROFILE PAGE

Helen Keller Hospital ........................................................ 16 B U S I N E S S D E V E LO P M E N T The Power of Growth ......................................................... 18 ENTREPRENEURIAL PROFILE M&D Mechanical Contractors, Inc.................................... 21 SPECIAL SECTION Growing to the Next Stage ................................................ 23 F E AT U R E S TO R Y The Hidden Challenges of Taking Your Business to the Next Level ......................................... 27 ENTREPRENEURIAL PROFILE Stanley Construction, Inc................................................... 32 T E C H N O LO G Y Technology Tools for Your Small Business ......................... 35

PAGE

GROWTH

Tuscaloosa Cuts Ribbon on New Office ........................... 37 ENTREPRENEURIAL PROFILE Total Laundry Services ...................................................... 38 PAGE

ENTREPRENEURIAL PROFILE Fitzgerald Construction ..................................................... 40 ENTREPRENEURIAL PROFILE Miller & Miller, Inc. General Contractors ........................... 42 HUMAN RESOURCES Ways HR Can Contribute to Growth.................................. 44

U n i te d C o m mu n i t y

E N T R E PR E N E U R IAL PR O F IL E

GIVING FLOORS NEW LIFE: Central Alabama Flooring By Ann Marie Harvey

TUSCALOOSA, ALABAMA

Don Roberts is a firm believer that flooring can be life

recruited by Carpet One, where he became president

changing. It can take a dreary-looking surface and

of the retail division. “Carpet One is part of a

turn it into something beautiful. “When people feel

worldwide co-operative with more than 1,000 stores,”

good about their home, then I know we have done a

he says. “That means the customer gets the service of

good job,” he says. “Walls and floors are the largest

a local business with the savings and selection of a

surfaces in a building, so they are extremely important

national chain.”

to how someone feels about their space.”

Don left Carpet One in 2003 to open Edge

For the last 49 years, Don has been immersed in

Flooring, a manufacturing company that developed

the flooring world. After a semester in college, he took

the first click-together ceramic tile product. “Our first

a job working in a New York Carpet World warehouse

sale was to Lowe’s for $57 million,” he says. “After I

in Kalamazoo, Michigan. Over the next 23 years, Don

helped launch the product, I felt it was time to go

worked his way up the ladder and gained a great

back into retail.”

deal of experience and industry knowledge. By the

end of his time there, he was regional vice president

SHARING HIS PASSION WITH OTHERS

and ran one-third of their retail stores. Then, he was

Always passionate about helping the independent

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dealer, the Michigan native first came to Alabama to

explains what has worked for him as a business owner,

help Terry Wheat, a Carpet One owner in Tuscaloosa.

gives advice, and addresses hot-topic issues like

“I thought I would be here for several months, but

training and hiring qualified installation experts.

Terry made me a partner with a majority share,” he says. “A year later, another owner, Don Olvey, passed

A FAMILY BUSINESS

away, and his wife asked for help with his three

Although he lives in Kansas full time, Don flies to

Birmingham stores.”

Alabama roughly every 10 days to spend time in his

The decision fell into Don’s lap, so he took the

five stores. “I like to hang out in my showrooms,” he says.

chance and went into business with Ellen Olvey and

“I love people, and my 55 employees are like family to

Terry Wheat, now called Central Alabama Flooring.

me.” When he’s back in Kansas, Don keeps in touch

Each of them retains a 20 percent ownership share,

and relies on his managers to keep things running.

while Don owns the remaining 60 percent. “I had not

Another key relationship is Don’s team at United

had the opportunity to take risks, so it was exciting for

Community. “I have Brad Hayes’ cell phone number,

me,” he says. “I’ve been blessed to come down here

and I know if I text him on a Saturday morning, he will

with these two partners—I love this industry and what

answer me,” he says. “It’s all about relationships. We all

I do.”

want to do business with people we know, like, and

Not only do the Carpet One stores offer a wide

trust.” Don’s daughter, Taylor Dixon, handles payroll and

array of flooring samples, but they also offer a huge

payables and also works closely with the team at

assortment of cabinets, lights, and plumbing samples

United. “She loves that she can get help anytime she

to choose from. In 2021, Don expanded the business by

needs it,” Don says. “I’ve worked with other banks who

opening ProSource, a wholesale business in Huntsville

didn’t seem to value my business nearly as much as

that deals specifically with supplies for builders and

United does.”

tradespeople. “Our customers use our products in the

Don considers it a great blessing to give back to

course of doing their job—remodelers, real estate

the community. Central Alabama Flooring is a big

flippers, restorers, and new home builders,” he explains.

supporter of Alabama Baptist Children’s Homes—with

“We sell everything they would need, from plumbing to

a personal connection to the charity. “Our Tuscaloosa

cabinets, countertops, flooring, and lighting.”

store manager has seven kids—four biological and

Sharing his knowledge with other independent

three adopted—and they are currently fostering

dealers still brings Don great joy. As a monthly columnist

another child,” Don says. “We really believe in that

for the trade publication Floor Covering Weekly, he

charity because there are a lot of kids in Alabama who don’t have homes.” Not one to sit still, Don continues to dream about the future. At 66, he has no desire to retire and looks forward to each day. “For a lot of people, work sustains us,” he says. “I have no regrets about my chosen field.” Ann Marie Harvey is Vice President of Communications at Vertical Solutions Media. She specializes in creating dynamic copy that is both genuine and compelling. Editing the written word is her passion.

U n i te d C o m mu n i t y

L EA D ER S H IP

Leading United Community into the Future: Lynn Harton Chairman and CEO

By Ann Marie Harvey

Q: What leaders have inspired you over the years? A: The people who have inspired me the most are those I’ve worked with. Two of those include John Allison and Henry Williamson. John built an incredible team—each member had a specific unique strength that complemented each other and made the group stronger. John was the head, the strategic vision. Henry was the heart, the one that brought a culture of connection to the company. I could name several more that I feel fortunate I got to work with. I’ve also learned a lot from several who were terrible leaders. Learning what not to do is just as important as knowing what to do. Q: How do you stay visible and available to your employees? A: I’m naturally an introvert, so I must be intentional about it. We have an all-employee video call every quarter, and we have just started having my staff meetings on the road so we can connect with

our market teams in a more personal way. I also send an all-employee email once a month and encourage employees to email me back. When people are willing to respond, I know I’ve done a good job with being open and vulnerable. Q: What qualities do you think leaders of today are lacking? A: If there is one thing I particularly see in small business, it’s that owners are not always realistic about the team they need to take their business to the next level. As we speak, I am remembering specific owners that I have worked with who were not able to reach their potential—or failed— because they were not willing to upgrade their team as their company grew. The most important thing a business owner can do is change their mindset from being the best at what they do to being a great CEO. As a CEO, I think you should be confident that everyone on your team is better at what they do than you are. I can’t be the best

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at everything, so I must have the willingness and vulnerability to get the people on board that will make the team better. Q: What can someone do to improve their leadership skills? A: Being a good listener is one characteristic that every leader needs. If you think you’re a leader but no one is listening, then you’re not a leader. Go out, listen, and connect. Create an atmosphere where people are willing to tell you the truth. As a CEO, good news floats up like helium, but bad news needs to come up like that as well. Another form of listening is reading. What are you doing to make yourself better? What books are you reading? What things can you take away from that? Can you use those things to create some vulnerability on your team? Start a book club with your team and read a book together each year. Get involved with CEOfocused or industry groups that make you think and allow you to network. Build those networks and try to find ways to improve yourself. Q: What are you currently working toward? What’s the next step for United? A: The banking industry has been under pressure from the most rapid increase in interest rates in forty years. We all saw and felt the stress from three large (and unexpected) bank failures earlier this year. Fortunately, fears of additional failures have largely passed, with the current focus turning to understanding the effects of interest rates on bank profitability. Our focus is on our customers and our employees. For customers, reaching out proactively so that they understand our strength and also making them aware of ways they can increase their income from their deposits. For employees, helping them understand the environment and what we need to do to be successful. Following every crisis situation, there are great opportunities on the other side for those that are prepared to take advantage of them. We believe we will see opportunities to hire talent and to bring other banks into the United family in the next few years. Until then, we are tackling some technology projects to make banking even better for our customers and employees.

U n i te d C o m mu n i t y

Q: How do you respond to problems? A: The number one thing to do is be calm—emotion gets in the way of rationality and getting something fixed. When you’re in a position of authority, any emotion you show is multiplied in the hearer’s mind by a factor of 10. If I’m calm and ask a lot of questions, then I’m perceived as being interested in finding a solution. Anytime we have a problem, we conduct an After-Action Review to figure out what we can learn from the situation and how we can do it better next time. Q: What advice do you wish someone had given you earlier in your career? A: A piece of advice I’ve come back to many times came from the head of marketing at BB&T, Joe Jeffcoat. He said it’s not a matter of what you can achieve or get in life, it’s a matter of what you’re willing to give up to achieve it. It’s so true—we moved 12 times for my career, and that will put stress on any family. As John Maxwell once said, “If you want to do what I do, be prepared to do what I did.” Q: What are some trends you are seeing that will affect the small business owner? A: Social media allows other companies to compete for your customers without being local. It can make or break your brand, so get a handle on social media and use it to your advantage. Q: What do you know that business owners need to know? A: Business owners need to know they are appreciated. I love working with entrepreneurs—they are passionate about their life’s work and make a difference to their customers, employees, and communities. People really appreciate small businesses for those things and the impact they have. Q: What would you say to business owners who are hesitant to proceed with growth plans because of interest rates? A: I think about the businesses we bank with in a simple fashion. I look at the predictability of your income statement and the strength of your balance sheet. The less predictable your income, the stronger (less leveraged) your balance sheet needs to be. The more predictable your

L EA D ER S H IP income is, the more leverage you can handle on your balance sheet. Today, we are going into an environment that is less predictable for everyone given the Fed’s rate tightening, inflation, and increasing employee costs. Given that, focus on building a strong balance sheet. You’re not investing in a business for next month, you’re investing in a business for two, three, five years or more from now. If you haven’t built that balance sheet and it’s more leveraged than optimal, then it’s not the time to expand. Get your liquidity where it needs to be so you can take advantage of the next downturn. The strength of your balance sheet determines how much flexibility you’ve built into your business plan. Q: What are some common mistakes you’re seeing that business owners are making? A: We’ve seen a lot of management teams that were unable or unwilling to go to their customers and raise prices during these inflationary times. If you can’t cut expenses but your employee costs are going up, you have to find ways to pay for that somewhere else. Hoping it gets better never works. Be prepared to manage during this kind of environment. Q: If we had a room full of small business owners, what would you want to say to them? A: Come bank with United—we understand local, and we would love the opportunity to talk to you. I honestly believe it’s all about the quality of service we provide. I had a personal situation this morning where I had some money transferred out of an investment account to pay some renovation bills. The transfer was handled incorrectly by the investment company—instead of putting money in my United account, they had taken it out! I called my banker, and she had it all handled in 30 minutes. I promise you if I had been banking with any other bank, I wouldn’t be having this interview—I’d still be trying to get my money back! Q: What is the one thing business owners need to know to grow their business? A: You need the right people on your team and the wrong people off your team. Culture is what you do, not what you say. Our culture at the bank includes treating people the way we want to be treated. If we have a talented employee who

doesn’t live by that Golden Rule, the first thing we do is talk to them about it. The second thing we do is make it official, and the final thing is to let them go. You have to be fanatical about building your team and bringing on the right people who align with your values. Having a bad apple on the team just affects morale and brings the team down. Q: When it comes to thought leadership, what areas are really important to you to touch on? A: The things I like to read and the thought leaders I follow focus on human relationships—how to improve and understand your own weaknesses better and how to build better teams or a great business. I love listening to experts in any field and appreciate talent anywhere. Even if it’s something I don’t enjoy, I want to be around the talent. Q: What are you passionate about within small businesses? A: It’s fun to see people build something. One of my first customers started a tool rental company from a small piece of family land. We lent him $50,000, and several years later, he sold his company for $8 million. This country is the only place in the world where you can do that. I enjoy getting to learn about our different clients, hearing their stories and how they made their businesses successful. Q: Will you tell us a little about you personally? A: I’ve been in banking my entire career and became CEO of United Community in 2012. My wife and I have two Aussie Doodles, and we both have a passion for golf. I have two daughters: one is a banker, and the other is a data scientist. I am a proud grandfather to two adorable children. Although my wife is Italian, she was raised in Brazil, so we travel there each year to visit her family. I love what I do and plan to keep doing it for as long as I am able. I do sometimes dream about one day retiring to play electric blues guitar in a dive bar in Myrtle Beach, South Carolina. If that ever happens, you heard it here first! Ann Marie Harvey is Vice President of Communications at Vertical Solutions Media. She specializes in creating dynamic copy that is both genuine and compelling. Editing the written word is her passion.

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MA RKE TIN G

The Benefits of Growth Marketing

By Ann Marie Harvey

If you’ve heard the term growth marketing before, it

Growth marketing, on the other hand, is strategy

may seem redundant to you. Marketing is what you

based with long-term goals in mind. It’s more

do to grow a business, so isn’t all marketing growth

customer-centric, the planning is based on evidence,

marketing?

and the focus is on acquisition, retention, cross-selling,

There’s actually a big difference between marketing and growth marketing. Traditional

and up-selling. Growth marketers are relentlessly curious. They are

marketing focuses on campaign-oriented, short-term

constantly experimenting to find a better way to make

goals. It’s typically company-centric, largely focused

the customer experience better. In turn, this delivers

on acquisition, and most of the planning is opinion

benefits like higher customer retention, lower churn,

based and evaluated annually.

and improvements across the whole customer journey.

U n i te d C o m mu n i t y

M A R K ET I N G

Here’s a simple example of growth marketing in

Dig into research: How do customers find you? One

enough money because customers only buy one or

strategy here is content marketing. Create a lead-

two products. The order value is low, and the profit

generating content marketing strategy through blog

doesn’t cover acquisition costs. They use cross- and

posts, ebooks, online courses, videos, and more that

up-selling to get the customer to buy more products

inform, educate, and interest your audience. This

the first time and engagement strategies to get them

demonstrates your expertise, authenticates your

to buy more often. By the second or third sale, they

business, builds trust with your audience, and drives

don’t have any acquisition costs to cover.

traffic to your website where you can convert them

Here are some of the many benefits you stand to gain through a growth marketing mindset. Better decisions: With traditional marketing, you often go with a gut feeling. Growth marketing eliminates this and uses a data-packed approach to show what works and what doesn’t to help you make targeted decisions.

into leads and customers. Activation: The activation stage is when your customers using your product or service realize the true and unique value your business offers. Research shows that a customer is five times more likely to purchase from you again if they have had a great customer experience. Some ways to accomplish this include chatbots, video chat tools, and hyper-

Unity: Growth marketing means there must be

personalized email campaigns to create more

collaboration between the marketing team and

meaningful communication with your customers.

other groups within the company—product and sales teams, customer support, and analytics.

Retention: Keep customers coming back to purchase or stay subscribed. Ask yourself: How many

Enhanced brand perception: The more you

of your customers are you retaining? Why are you

understand the customer journey, the better the

losing the others? The best way to retain customers is

experiences you can deliver. The more you establish

to engage with them consistently. From the moment

personal relationships with your customers, the better

they sign up to the moment they buy a product, send

your reputation will be.

them helpful content, offers, and support to keep

Elasticity: Growth marketing is a scalable strategy.

them engaged and taking action.

You can scale up or back your efforts according to

Referral: Referral marketing is one of the best

your cash flow instead of blindly spending money on

approaches to turn your customers into brand

big campaigns.

advocates. Some of your earliest users can act as the

Achieve revenue targets: With the goal of sustainable progress, growth marketing focuses on agile goals to drive revenue. It seeks promising targets and works toward achieving them strategically. THE PIRATE FUNNEL

Acquisition: Turn viewers into leads and customers.

action. An e-commerce business isn’t making

best marketers for your product or service. Use their belief to market your brand effectively and create awareness. Influencer marketing is another great strategy for the referral stage. Connect and collaborate with popular social media influencers in your industry and drive sign-ups and conversions through their audience.

AARRR, also known as the Pirate Funnel, is a framework

Revenue: This last stage seeks to enhance customer

that divides your growth strategies into five stages

lifetime value by delivering better experiences,

and assigns metrics to map the journey. Here are the

increasing average order value, and enhancing

five stages of the funnel:

retention rates. Focus on repeat customers. The better

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brand loyalty you establish, the more revenue you can generate. Promote entry-level products that work well with additional products. Doing this can increase signups and sell more products later. Finally, hone your pricing strategy. If your customers are loyal to your product, they are likely willing to pay more for it. GROWTH MARKETING STRATEGIES 1. Grow your email list. One of the best ways to connect with leads and customers is to grow an email list. It’s an easy and unique way to stay in touch on a one-to-one basis. Email marketing continues to be one of the most effective digital marketing channels. Invest in great copywriting, too—using the right words can make all the difference. 2. Use referral marketing. With referral marketing, your customers are incentivized to recommend friends and family to you. They get a discount or a promotional offer, and you get the opportunity to convert someone new into a loyal customer. Focus your growth marketing efforts on getting your referral marketing program just right. Understand exactly what benefits or discounts your customer wants, then deliver them to get the best out of your program. 3. Maximize press coverage. Traditional PR and marketing efforts are still effective, and being featured in the press can deliver a great return on your investment. Always look for traditional press mentions where you can, and seek out opportunities to be featured in news articles, stories, or thought leadership pieces for key media websites. 4. Partner with influencers. Working with social

right audience with the right level of interest and curiosity about your product. They will then develop a personalized link or code that lets you track how successful the campaign was. 5. Optimize your website experience. Your website is the premier place where people discover you, buy products, or enter your sales funnel. In other words, it’s crucial for the user experience to be seamless. One way to enhance the user experience is to add live video chat so customers can engage with your company without leaving the page.

Growth marketing is more than just a buzzword for growth businesses. It’s a strategy-based, data-driven approach to achieving success and improving revenue. These strategies span across the lifetime of the customer, not just the campaigns used to acquire them.

media influencers can be an effective way to bring new people to your brand. It helps you reach a fresh audience and gives you ways to optimize your campaign. A great growth marketer will know how to analyze the influencer’s reach and metrics so you know who would be best to work with. They will find you someone with the U n i te d C o m mu n i t y

Ann Marie Harvey is Vice President of Communications at Vertical Solutions Media. She specializes in creating dynamic copy that is both genuine and compelling. Editing the written word is her passion.

E N T R E PR E N E U R IAL PR O F IL E

THE BUSINESS OF WELLNESS: Southern Immediate Care

By Ann Marie Harvey

rom the time he was a kid growing up in Centre,

UNDER THE WEATHER

Alabama, Dr. Jason Junkins fed his entrepreneurial

In 2012, Jason opened Express Family Care in Rainbow

spirit. Whether it was his first lemonade stand or

City, expanding it to other locations in Hueytown and

his current primary and urgent care centers, Jason

Springville. After selling his locations, he worked as

loves to see something grow out of nothing. “To take an

a physician for the company for a few years before

idea and turn it into a business is fascinating to me,” he

opening his current venture—Southern Immediate

explains. “The start-up is the fun part of it.”

Care. “We opened our first location in Anniston in

Before starting his own business, Jason went to medical school at the University of Alabama at

BIRMINGHAM, ALABAMA

2017,” Jason says. “Over the next two years, we opened additional offices in Attalla and Rainbow City.”

Birmingham and completed a residency in internal

The clinics offer primarily urgent care services

medicine and pediatrics at the University of South

and treat everything from sprains, coughs, and colds

Alabama. His experience in private practice convinced

to urinary tract infections. There is also a primary care

him that he wanted more control, which is when he

component where patients receive care for managing

decided the urgent care space was where he wanted

high blood pressure and diabetes, and each location

to focus his energy. Along with his wife, Angela, he

contains lab and X-ray capabilities on site. “We are

opened his first business—and it was a dumpster fire

open every day, and you don’t need an appointment

from the beginning. “Once we got out of that situation,

to see us,” Jason says. “During the height of the

I told her I’d never own another business again,” he

pandemic, we used telemedicine visits frequently for

laughs. “It wasn’t long before I got the itch.”

some of these issues.”

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LESSONS FROM A PANDEMIC

have to be sure I look at both the upside and downside

By the time the COVID-19 pandemic was in full swing,

of the decisions I make.”

Jason put the brakes on further growth to deal with the crisis at hand. As the country shut down, he met with his

KEYS TO HEALTH

management team and figured out the fastest way to

As the Covid fervor died down, Jason once again

cut fat from their budget so they could keep jobs intact.

turned his eye toward growth. In February, he opened

“We cleaned the clinics ourselves and cut back a few

his fourth location in Chelsea and purchased an

hours, but we hunkered down and made it happen,”

existing clinic in Hoover, and he has two more locations

he says. “Our partners at the bank were instrumental

in Hoover and Helena slated to open in the fall. With

in helping us get PPP money so we could continue to

a goal of an eventual 20 locations, he relies on his

care for our patients.”

executive team and staff for their experience and

It was during this time that Jason saw a need to fill

assistance. “Although I still do clinical work myself, I

a gap in the delivery of healthcare. Because none of

collaborate with our nurse practitioners,” he explains.

the local hospitals were testing for Covid, he opened a

“I also practice hospice care and serve as medical

high-complexity molecular lab in Southern Immediate

director for a facility that delivers healthcare to a

Care’s Anniston office. “I saw an opportunity to provide

correctional institution.”

much-needed testing, so we became early adopters,”

One of the biggest lessons Jason learned in buying

he says. “And then, because the hospital still wasn’t

existing companies is that he is also buying their

offering tests, we got so busy it was hard for us to

corporate culture. “Every clinic is different, and each has

handle the capacity.”

its own personality,” he explains. “It takes a lot of work

The pandemic also made Jason more attuned

to change that culture into what we want across the

to what could go wrong in the future. “The next Covid

board.” One goal is to have patients in and out within

is always lurking around the corner, so you can’t take

an hour, when possible. “Their time is valuable, and

anything for granted in life or business,” he says. “I ask

they don’t feel well, so we are working on ways to move

myself a lot, what am I missing? How can I be prepared

people through faster while still delivering high-quality

for the worst-case scenario? I’m a glass-half-full guy, so I

healthcare,” Jason says. “We treat others the way we want to be treated and honor God in everything we do while delivering the best medical care that we can.” He is currently developing a strategic plan to meet his goal of 20 locations that includes the acquisition of existing businesses and a few start-up locations. “I’ve surrounded myself with people who understand business better than me, and I lean on the support of my wife and five children,” Jason says. “United Community is also a true partner in growing my business. It would be impossible without them.”

U n i te d C o m mu n i t y

E N T R E PR E N E U R IAL PR O F IL E

Healing the Community: Helen Keller Hospital

By Ann Marie Harvey

Since 1921, Helen Keller Hospital has been caring for the citizens of Colbert County and the surrounding areas. In

SHEFFIELD, ALABAMA

each other in ways we didn’t know before.” The trials of that period drew the employees closer to

fact, Helen Keller Hospital President Kyle Buchanan claims

the hospital’s mission and to the community—a silver

the hospital as his own birthplace and is proud of his

lining for some dark days. “We know in our hearts we want

long-standing connection to the facility. “It’s amazing to

to care for our patients in a not-for-profit, patient-focused

work at this place,” he says. “I’ve been at the helm during

way,” Kyle says. “Being able to operate the hospital the

the last four years, battling everything from the COVID-19

way we do is a testament to the people who do the work.”

pandemic to workforce challenges and the evolution of healthcare.”

CARING FOR OTHERS A 185-bed community nonprofit hospital, Helen Keller provides all critical care services, from childbirth to end-of-life services. In 2014, the facility joined the Huntsville Hospital Health System. “Being connected to a larger hospital during the pandemic was our saving grace,” Kyle explains. “It was crucial to get PPE quickly so we could pivot and take care of as many patients as possible.” Something that was supposed to last a few months continues to impact the hospital today. “We learned a lot

about ourselves during that time,” he explains. “We are

CARING FOR STAFF

capable of more than we thought, and we depend on

The pandemic also highlighted some severe deficits

To o l s fo r S u c c e s s | Fa l l / Wi n te r 2 0 2 3

within the system, particularly among its workforce. “I

employees. Helen Keller Hospital offers a Level 3

don’t think we grasped just how generational our

Emergency Room, four in-patient operating rooms, labor

employees were,” Kyle says. “Many of them retired or left

and delivery, a Level 2 nursery, a full medical surgical unit

due to burnout.”

with palliative care, and a cardiac catheterization lab.

To fight the lack of staff, the hospital developed

The outpatient center boasts a full fitness center with

relationships with Northwest-Shoals Community College

physical therapy, speech therapy, and athletic training.

and the University of North Alabama. “Our goal is to

Their Working Fit clinic is also available for worker’s

attract people to healthcare sooner through career days

compensation injuries, employment drug testing, and

at local elementary schools,” he says. “Then when our

travel immunizations.

high school students enter health academies, HOSA

In the 1980s, the hospital developed its own

(Health Occupational Students of Alabama) or similar

emergency medical services and currently owns a fleet

clubs, we start recruiting them heavily. That’s the only way

of 14 ambulances. “We had the first hospital-based EMS

we will be successful.”

in the area and one of the first in the state,” Kyle says. “We

Keeping employees happy and healthy is one of Kyle’s main goals. He holds regular breakfast meetings

can get patients to Huntsville in 28 minutes for a Level 1 or 2 trauma.”

with administration and frontline staff members to listen to their challenges and to find solutions. “This morning, several nurses mentioned opportunities to adapt our night shift staffing,” he says. “Now we are working together to explore unique patient care models.” Every conversation lands back on the hospital’s mission—providing care to all—and positioning staff in a way to accommodate that. “There are inherent challenges when you have 20 percent of patients unable to pay for care,” Kyle says. “We compare notes with our sister hospitals and find ways to be successful.”

GETTING HELP STAT Over its 110-year history, Helen Keller Hospital has grown both physically and in the services it offers. In 2018, the Emergency Department was expanded, and a Wound

SHOWING APPRECIATION

Care Center was added. In 2024, the hospital will

The medical field is extremely stressful, and Kyle says his

transition to an electronic medical records system,

employees feel the strain. “We continue to appreciate the

something that is currently in its testing phase. “This

effort our team puts into patient care,” he emphasizes.

conversion will allow us to grow the depth of our capacity

“From healthcare heroes’ billboards to recognizing their

to care for our patients,” Kyle says.

efforts through activities and programs, it’s important that

In addition to Helen Keller Hospital, Kyle’s

our employees feel heard and appreciated. I hope the

responsibilities include Red Bay Hospital in Franklin

community understands Helen Keller is a hospital that is

County. The Red Bay Hospital administrator, Sherry Jolley,

simple in our mission and complex in the work we do, with

manages the day-to-day of the facility, and the two

people who work hard to make our community better.”

collaborate when needed. The facility is designated as a critical access facility with a swing bed component for rehabilitation services. If patients have acute care or specialty care needs unavailable in Red Bay, they are referred to Helen Keller Hospital or to other hospitals within the Huntsville Hospital Health System. Between the two hospitals, there are about 1,200

U n i te d C o m mu n i t y

BUS I N E S S DE V E LO PME N T

The Power of Growth: Why Businesses Thrive in Continuous Expansion Mode

By Ann Marie Harvey

In the dynamic landscape of the business world,

advancements to shifts in consumer preferences. By

one thing is certain: stagnation is the enemy of

embracing a growth-oriented approach, companies

progress. For companies looking to thrive (not just

position themselves to respond effectively to

survive), adopting a growth mindset is a necessity.

these changes and even to leverage them to their

Growth is a cornerstone for long-term success in

advantage. A growth-oriented mindset encourages

today’s competitive market, and there are many

adaptability, enabling businesses to pivot, innovate,

benefits to putting your business in a growth pattern.

and stay ahead of the curve.

ADAPTATION TO MARKET CHANGES

ECONOMIC RESILIENCE AND STABILITY

The business landscape is constantly evolving,

A business that is accustomed to growth is

influenced by factors ranging from technological

inherently more resilient in the face of challenges.

To o l s fo r S u c c e s s | Fa l l / Wi n te r 2 0 2 3

The experience of navigating through periods of

be drawn to organizations that demonstrate a

expansion equips a company with the skills,

commitment to progress, innovation, and the pursuit

resources, and mindset needed to weather

of excellence. They will also be more inclined to join

economic downturns, market disruptions, and other

and stay with a company that offers opportunities for

unforeseen events. A diversified portfolio of products

advancement and career growth. The prospect of

or services, coupled with a broader customer base,

contributing to a dynamic, expanding organization is

can help insulate a company from market volatility.

a powerful motivator for individuals seeking longterm professional fulfillment.

MARKET LEADERSHIP AND COMPETITIVE ADVANTAGE

ENHANCED BRAND EQUITY AND RECOGNITION

In a crowded marketplace, maintaining a

Growth often leads to heightened brand awareness

competitive edge is necessary. Growth enables a

and recognition. A company’s expansion into new

company to command a larger share of the market,

markets or the introduction of innovative products

solidifying its position as a market leader. With a

can garner media attention and consumer interest.

broader reach, a company gains more visibility and

This increased visibility not only boosts sales, but also

credibility, establishing a reputation that attracts both

elevates the overall brand image, solidifying its place

customers and top-tier talent.

in the collective consciousness of consumers.

INNOVATION AND CREATIVITY

CUSTOMER SATISFACTION AND LOYALTY

Embracing a growth mindset encourages a culture of

Growth-oriented companies are inclined to prioritize

innovation and creativity within a company. When

customer satisfaction and loyalty—and they’re often in

employees know that their efforts are geared toward

a better position to meet the evolving needs and

something bigger and more ambitious, they are more

expectations of their customers. By expanding its

likely to think outside the box, take calculated risks,

offerings or entering new markets, a company can

and push the boundaries of what is possible. In turn,

provide a broader range of solutions, ensuring a more

this leads to the development of groundbreaking

comprehensive and satisfying customer experience.

products and services that can further fuel growth.

This fosters loyalty and strengthens customer relationships, leading to repeat business and positive

INCREASED PROFITABILITY AND RETURN ON INVESTMENT It’s a common misconception that growth is

word-of-mouth referrals—which are both crucial for sustained success.

synonymous with high costs and diminished

RISK DIVERSIFICATION

profitability. In reality, a well-planned growth strategy

Diversification is a cornerstone of prudent business

can lead to increased economies of scale, improved

strategy. By expanding into new markets or product

operational efficiencies, and higher profit margins. By

lines, a company spreads its risk. This means that a

expanding their customer base and optimizing their

downturn or disruption in one area of the business

operations, businesses in growth mode can

is less likely to have a catastrophic impact on the

experience a healthy boost in their bottom line. In

overall health of the company.

addition, a growing company tends to attract more investors, providing access to additional capital for

SOCIAL IMPACT AND RESPONSIBILITY

further expansion.

A growing company has the potential to make a

TALENT ATTRACTION AND RETENTION

its reach, a company can contribute to economic

Companies in growth mode are often viewed as

development, create jobs, and support communities

dynamic and forward-thinking. This reputation can

in various locations. Moreover, a successful and

broader positive impact on society. By expanding

enhance the brand’s appeal to consumers and

growing business can serve as an inspiration to

also make it an attractive prospect for top talent in

other aspiring entrepreneurs, fostering a culture of

the industry. Skilled professionals are more likely to U n i te d C o m mu n i t y

BUS I N E S S DE V E LO PME N T

innovation and ambition. In the fast-paced world of business, adopting a growth-oriented mindset is not just a strategic choice—it’s a prerequisite for long-term success. By continuously seeking out new opportunities, adapting to change, and fostering a culture of

innovation, businesses position themselves to thrive in even the most challenging environments. So, let this be a call to action for all businesses: embrace growth, and watch as your potential for success reaches new heights.

ADAPTING A GROWTH MINDSET Doesn’t every entrepreneur and/or business

growth vision. Here are some ways you can adopt

owner start and maintain a business in order to

a growth mindset:

see it grow? The answer seems obvious. But as many top business coaches will tell you, some

Set an aspirational mindset and culture. Create

business leaders who attain a certain level of

bold, actionable goals, and develop a culture

success are content to stay at this plateau. They

around those that all stakeholders can embrace.

feel safe within the space their business occupies in the marketplace and have little motivation to

Invest in multiple pathways for growth.

change anything.

Companies are 97 percent more likely to

Do you, as a leader, make an explicit choice

outperform when they do this. Expand the core

to grow? Or do you pay lip service to your growth

business, innovate into new markets, and

ambitions and let your resolve falter if profit isn’t

purposefully pursue opportunities for

immediate?

breakthrough growth through new-business

When you make working toward sustainable,

building or mergers and acquisitions. The obvious

inclusive, and profitable growth a conscious

places to look for growth are new geographies or

choice, it will shape your decision-making across

adjacent industries where you can adapt your

every area of the business. Growth becomes the

existing offerings to serve new customers.

oxygen of an organization, feeding the culture, themselves out of their comfort zones. On top of

Lay the foundation and develop the capabilities needed to move forward with your growth

that, studies show that growth leaders generate 80

projects. Growth leaders communicate their

percent more shareholder value than their peers

commitment to growth consistently—both

over a 10-year period.

internally and externally.

elevating ambitions, and inspiring people to push

Leaders who choose growth and outperform

Making the conscious choice to grow creates

their peers not only think, act, and speak

powerful momentum that orients the entire

differently—they align around a shared mindset,

business toward that goal. The clarity of purpose

strategy, and capabilities. They explore and invest

and vision that comes from that choice is what

in opportunities, both within and outside their core

helps leaders and their teams believe in the

business. Even in the face of unexpected

seemingly impossible and make it happen.

challenges, they stay resolutely faithful to their

To o l s fo r S u c c e s s | Fa l l / Wi n te r 2 0 2 3

ENT REPRENEURIAL P R O FILE

TRAINING THE NEXT GENERATION: M & D Mechanical Contractors, Inc. By Ann Marie Harvey

DECATUR, ALABAMA

M & D Mechanical Contractors, Inc., has been a fixture

buy stock. Over time, Rodney had enough that he

in Alabama since 1910 when it was originally known

was named vice president and then, eventually,

as Mason & Dulion, with locations in Birmingham,

president and senior owner. “My goal is to make M & D

Pensacola, and Decatur. Mason & Dulion was a

Mechanical one of the top companies and one of the

family-owned company, and after several transitions,

greatest places to work in the country,” he explains.

only the Decatur location remained in the early 1970s.

“I hope to position it for the next 100 years and make

From there, the contracting company took off in a

the business the best it can be.”

rapid stage of growth. Current President Rodney Ferguson joined the

FINDING THE RIGHT TOOLS

group as a project manager nearly 31 years ago

Looking to the future was the impetus behind

after finishing his mechanical engineering degree at

hiring Cogent Analytics, an outside consulting

the University of Alabama in Huntsville. “The other two

firm, to review business practices and advise on

project managers were owners, so I was privileged to

ways to improve everything from staffing issues to

learn from the greatest mentors,” he says.

maintaining profitability. “It’s important to know what

The company has always believed in hiring many

our deficiencies are so that we can improve in those

generations of employees—as older owners retire,

areas,” Rodney says. “It has been eye-opening to

some of the younger members are invited to gradually

have impartial people review what we do.”

U n i te d C o m mu n i t y

Through their consultants, the company has

company,” he says. “If we don’t have those employees

been working on everything from redefining all job

helping us in the field, it makes it difficult to run the

descriptions and creating a company confidentiality

business.”

statement to branding, restructuring, and discovering

For young people who enjoy working with their

productivity issues. “We discovered we needed an

hands, M & D Mechanical will teach them what the

additional employee because of inefficient practices,”

industry wants them to know, help them obtain their

he says. “Restructuring will make us even better.”

licensing, and give them a position with the firm.

With a world changing daily due to technology

Rodney emphasizes the importance of their training

and a dwindling workforce, what once worked for

programs for those students who might want a career

M & D doesn’t work today. “It’s easy to fall into a rut

path outside of a college degree.

while things are humming along like a well-oiled

“There has been such an emphasis on college

machine,” he explains. “Companies need to realize

the last generation or two that we have a real deficit

that they might not be doing the best things for their

of qualified applicants for available jobs,” he explains.

employees. I’m thankful we’re humble enough to

“I cannot find a sheet metal worker, a pipe fitter, or a

accept criticism and to let someone help us achieve

welder right now. My fear is that young adults have

the best for our company.”

been taught that college is the only way.” For those with engineering talent, a 3-D model

DIVERSIFICATION AND PARTNERSHIPS

of every project is built and fabricated in their shop,

M & D spans the world of mechanical and plumbing

using GPS and laser equipment. “We build intricate

contracting, including sheet metal fabrication, spiral

3-D models and tie them into the manufacturing side,”

duct fabrication, pipe fabrication, complete field

Rodney says. “There is something for every talent here,

installations, and design build. They work mainly in

and we compensate our employees well for that.”

four markets: government, institutional, industrial,

Each employee receives a yearly bonus, and they

and commercial. “If one market is booming, you

are currently working on incentive plans to increase

are guaranteed that another one is down,” Rodney

pay as productivity increases. “Our goal is to pay

explains. “Instead of picking up another business, we

someone when they bring a job in under budget,” he

can focus on another market.” This method also limits

explains. “Sometimes you have to do different things to

competition and is somewhat recession-proof, as it

increase profitability. We believe the smarter we work,

allows the emphasis to move to a different market if

the more everyone will benefit.”

there is a downturn in the economy. Clients range from Huntsville Hospital to the FBI,

Rodney’s goal is to take the company from $25–30 million a year to $50–60 million by the time he retires.

NASA, Blue Origin, ULA, HExcel, 3M, Polyplex, and the

“I want to take care of our employees, maintain

Army Corps of Engineers. “When we have a large

profitability, and create growth at a steady pace,” he

project with a client, we partner with some of our

says. “It’s one of the most difficult things to do, but it’s

general contracting clients to figure out how to build

important to me to keep that balance between what

the project most efficiently,” Rodney explains. “We work

is right for the company and the individual.”

with the same teams time and again because we know how to work together.” TRAINING AND EDUCATION Although a career academy featuring construction trades will soon open in Huntsville, finding a qualified workforce has been a constant challenge. M & D has faced this by creating their own in-house certification and apprenticeship programs. “Skilled craftsmen are

very hard to find, and that’s a big obstacle for our

To o l s fo r S u c c e s s | Fa l l / Wi n te r 2 0 2 3

SPECIA L S E CTIO N

Growing to the Next Stage By Ann Marie Harvey

s the owner of a small business, it’s important to understand the challenges you will face

as your business changes and grows over time. Even though your company is unique in how it runs and serves your audience, most businesses tend to experience similar stages of growth along the way. Which stage is your business in currently? Identifying where you are and where you want to go in the future will help you prepare for your next stages of growth and identify the tools you need to get there.

U n i te d C o m mu n i t y

THE FIVE STAGES OF SMALL BUSINESS GROWTH

business will place on them. If they’re lucky, they might sell the business for its asset value.

Existence. You’ve started your business! Now you want to gain customers and deliver your product or service. Here are some key questions to ask yourself

business is a workable business entity. You have

in this phase:

enough customers and are able to satisfy them

• Can we attract customers, deliver our products, and provide services well enough to become a viable business? • Can we expand from a key customer or pilot production process to a much broader sales base? • Do we have enough money to cover the considerable cash demands of this start-up phase? Your business is simple at this point—you do everything directly as the owner, including supervising your employees and performing all important tasks. Many companies don’t make it past this stage. Some run out of working capital before they can gain enough customer acceptance or product capability to become viable. Some will decide to shut the doors once they see the amount of time and demands the

Survival. Congratulations! At this point, your

sufficiently with your products or services. The next problem at this stage is the relationship between revenue and expenses. You may be asking yourself the following questions: • Can we generate enough cash in the short run to break even and cover the repair or replacement of our capital assets as they wear out? • Can we generate enough cash flow to stay in business? Can we finance growth to a size that is sufficiently large for our industry to earn an economic return on our assets and labor? The company is still simple at this point with just a few employees. No one makes decisions independently without coming to you as the business owner. The main goal is survival, and you as the owner are synonymous with the business. During this stage, the business can grow in size and profitability. Or it may stay in this stage for a To o l s fo r S u c c e s s | Fa l l / Wi n te r 2 0 2 3

SPECIA L S E CTIO N good length of time, earning marginal returns on

• Will the action be true delegation with controls

invested time and capital. Mom-and-pop stores are

on performance and a willingness to see

in this category as are manufacturing businesses

mistakes made? Or will it be abdication?

that cannot get their product or process sold as planned. Success. Whew! You’ve made it. And now as the owner, you’ve reached a crossroads. Do you exploit the company’s accomplishments and expand or

• Will there be enough cash to satisfy the great demands growth brings? • Are my managers competent enough to handle a growing and complex business environment?

keep the company stable and profitable, providing a base for alternative activities for you? You might wish

This is a pivotal point in a company’s lifecycle. If you

to turn your attention to new enterprises, run for a

rise to the challenges of a growing company, both

political office, or simply pursue other hobbies or

financially and managerially, it can become a big

interests while maintaining the business more or less

business. If not, it can usually be sold at a profit,

in the status quo.

provided you recognize your own limitations soon

It’s also at this point that you have other professional staff members on board to take some of

enough. Many owners who make it through this stage often fail in the last stage because they either

the load from you. Many companies choose to stay

try to grow too fast and run out of cash or they are

at this point of the process. If the company can

unable to delegate effectively enough to make the

continue to adapt to environmental changes, it can

company work.

continue as is, be sold or merged at a profit, or be stimulated into growth. If your company can’t adapt

Resource Maturity. The greatest concerns of a

to changing circumstances, it will either fold or drop

company entering this stage are to consolidate and

back to a marginally surviving company.

control the financial gains brought on by rapid

The other choice is for you to consolidate the

growth and to retain the advantages of small size.

company and gather all your resources for growth.

Growth can create inefficiencies, so it’s important at

During this phase, you have to be sure the basic

this stage to use tools such as budgets, strategic

business remains profitable so that it will not outrun

planning, management by objectives, and standard

its source of cash. You should also develop

cost systems.

managers to meet the needs of the growing

Your company has now arrived. You have the

business—be on the lookout for managers with an

advantage of size, financial resources, and managerial

eye on the future rather than the company’s current

talent. If you can preserve your entrepreneurial spirit,

condition.

the company will be a formidable force in the market.

As you grow your company, your involvement in strategic planning is more important than ever. You’ll

Most entrepreneurs will admit that owning their business is a challenge—and a lot of fun. As your

need to look to the future to forecast what systems and

business grows, you will need different skills to face the

equipment will be needed as you ramp up growth.

problems that will come your way. Skilled planning,

Take-Off. When you get to this stage, your main

your company for future challenges will keep you on

concerns are how to grow rapidly and how to

the path toward the success you hope for.

making informed choices, and preparing yourself and

finance that growth. Here are the most important questions to ask: • Can I delegate responsibility to others to improve the effectiveness of a fast-growing and increasingly complex enterprise?

U n i te d C o m mu n i t y

S PE C I A L SE C TIO N

A BUSINESS GROWTH PRIMER Business growth refers to the increase in a

own tools and resources to expand. In many

company’s size, revenue, market share, and

cases, it involves developing new products or

profitability over time. This can be achieved

services or other developmental strategies.

through a variety of means, including expanding

Internal growth can take time since the

into new markets, developing new products or

company must evaluate its growth potential,

services, and increasing sales.

determine a strategy, and then implement a

There are two main ways of classifying

growth plan. Internal growth is usually

business growth: organic and inorganic growth.

sustainable and can help improve the

The type of business growth that you choose will

company’s overall success.

determine your strategy. Organic growth is the easiest and most

There are several advantages to implementing this growth method. While most

effective way of business growth. It best fits

internal growth strategies require capital

start-ups and companies that have just entered

investments from the company’s coffers or from

the market, and it can become less effective for

investors, the company can often spread the

established brands in the long term. Organic

cost of the total growth strategy over the course

growth is the growth a company achieves by

of the project rather than needing all the

increasing output and enhancing sales

funding upfront. With internal growth, there’s

internally. It can mean physical business

more flexibility in the timing since you’re only

expansion, upgrading product lines, producing

relying on your company. You’ll also be able to

more goods, adding shifts, or opening a new

maintain your culture without having to merge

storefront.

another company into your own.

Inorganic growth comes from mergers or takeovers rather than an increase in the

T Y P E S O F I N O R GA N I C G R O W T H

company’s own business activity. Firms that

Partnering with another company in order for

choose to grow inorganically can gain access

you both to benefit is known as partnership

to new markets through successful mergers and

growth. Such a partnership helps companies

acquisitions. Inorganic growth is considered a

launch a new product together, produce more

faster way for a company to grow compared to

goods, grow the markets of both, and enjoy

organic growth.

customer loyalty of another brand. Business partnerships connect you with existing

T Y P E S O F O R GA N I C G R O W T H

companies that have the tools and audience to

A strategic business growth approach works

help you grow. These organizations have spent

well for long-term goals and companies that

years building their reputation, and aligning with

have already gone through some organic

them in a smart way will enable you to tap into

growth. It involves developing initiatives that will

that reputation and give you more of the tools

help your business grow long term. An example

you need to thrive.

of strategic growth could be coming up with a

Growth through acquisition or merger is a

new product or developing a market strategy to

common tactic used to achieve diversification

target a new audience. Plugging resources

and market positioning. Merging gives two

earned during organic growth into strategic

companies the chance to form a stronger

growth strategies will help move your business

foundation together than they would have faced

forward.

alone. Mergers are also a strategic way to gain

Internal business growth is not focused on production but occurs when a company uses its

access to expertise or new technologies and attract investors.

To o l s fo r S u c c e s s | Fa l l / Wi n te r 2 0 2 3

FEAT URE S TO RY

The Hidden Challenges of Taking Your Business to the Next Level

By Ann Marie Harvey

When a business is doing well, it’s tempting to make the jump and add a location or expand to a larger facility. Growth brings in more revenue and customers, but growth also causes challenges that you should be prepared to face and overcome.

U n i te d C o m mu n i t y

The challenging part is these changes happen

in a short time—and that causes burnout. If you’re

gradually, making them harder to pinpoint and define.

growing quickly, the business model you began with

How you react to those changes will predict one of

will start to fall apart as you take on more and more

four futures:

business. Relying on highly skilled labor working for

1. You’ll grow into a large company.

low wages isn’t sustainable. More customers mean more employees, and you can’t expect them to work

2. You’ll decide to be a small (but great) company.

as hard or for as many hours as you do unless you

3. You’ll be forced into a position to sell.

are willing to compensate them very well. You may

4. You’ll go out of business.

lose key employees to burnout or to competitors offering more favorable compensation and working conditions.

Options three and four are ones you probably don’t

Another business model-related challenge is

want to entertain. To protect yourself from them

that, as you grow, day-to-day business operations will

and continue growing, consider the following five

continue to divide your attention. You’ll likely have less

challenges you might face.

time to devote to the key activities of the company, which probably have relied on your core strengths or

Outgrowing your business model. The majority of

innate talents. Since those key activities are driving

companies start on a business model that relies

company growth, the less time you have for them, the

heavily on hustle. Founders and early hires work

larger the impact. To solve this, transition to a business

at a feverish pace, put in long hours, and wear a

model that’s more efficient, designed to scale, and

lot of different hats. The problem with this sprint is

capable of duplicating some of your key activities

that you expend a tremendous amount of energy

and skills.

To o l s fo r S u c c e s s | Fa l l / Wi n te r 2 0 2 3

FEAT URE S TO RY

Outgrowing your management experience. As

solve it. Factoring companies will buy your accounts

your business grows, so does your margin for error.

receivable today at a significant discount so you can

As you increase the number of customers and

get enough working capital to fulfill the orders. Without

employees, the stakes increase—and mistakes

giving away a sizable amount of your profits, what can

cost more. In fact, some mistakes are so costly they

you do?

could force you to shut down or sell off. When you

You either need enough working capital to

feel like you’re in over your head, bring in senior

cover the difference between money in and money

management or advisors who have experience

out, or you need to modify your business model to

with the decisions in front of you. Take advantage of

minimize or eliminate the time difference as well as

what they’ve learned from making similar mistakes

any mistakes or inefficiencies that cost you money or

while working somewhere else. Just remember that

cause delays.

all businesses are different, and it’s important to

Sales are pouring in, but if you haven’t anticipated

make sure any decision you make is a good fit for

scaling up your operations, challenges are bound

your company’s culture and values.

to happen. Expanding your infrastructure as needed ahead of potential growth is critical for your business

Getting off course with customer needs. When your

to succeed. Although there is a lot of money in

company was smaller, you probably spent a lot of

the marketplace for new businesses and larger

time getting to know your customers. You knew what

companies, it can be a little trickier for those that are

they needed. As the company grows, you’ll have to

in between, making the right banking partner even

split your time between other tasks, giving you less

more critical.

time to spend with prospects and customers. This can

Solving this challenge will require creativity,

result in becoming out of touch with the market. Over

planning, and minimizing perceived risk. When it

time, your products and services run the risk of no

comes to raising working capital, reduce perceived

longer being an ideal fit. New and existing competitors

risk by choosing your management team carefully so

would love to come in and give your customers what

they can help keep your company running smoothly.

they want, and they will do everything they can to beat you to it.

Stalling out. Getting your business off the ground

One solution is to delegate any work on your plate

creates momentum for strong growth. As it continues

that can be done effectively by others so you can free

to grow, chances are that you’ll experience a period

up time to spend with customers. You can also create

where growth starts to fall off or you go from being

a formal process for your employees to listen and

profitable to unprofitable despite the growth. Some of

report on customer feedback about your products

your decisions may not be successful. Your employees

and services so you can stay ahead of the curve.

may get nervous. These are dangerous waters. At this point, you probably need more than a scalable

Working capital shortfalls. One of the biggest risks a

business model—you need leadership. Strong

profitable company can face is not having enough

leadership can save the day. Most people have a

working capital. For example, you make a sale today

strong desire to be led by a capable leader and are

and your customer pays you on delivery (30-60 days

waiting for you to step up and claim the role. Your

later per your invoice terms). Before you get payment,

strong and optimistic vision and decision-making

however, you’ll have to pay for the inventory, labor,

ability can challenge them to do their part in building

and overhead associated with delivering that

something great.

product or service. The more sales you make, the more money

HOW DECISIONS CAN AFFECT YOUR GROWTH

you’ll need today. This is such a common problem

Every decision you make as a leader impacts your

that an industry known as “factoring” was created to

team—and sometimes the decision you make might

U n i te d C o m mu n i t y

for growth and expansion. Bad decisions can lead

THINGS TO CONSIDER BEFORE MAKING A DECISION

to decreased productivity and efficiency, decreased

Time. If you are not taking the time to carefully

morale, or increased turnover. They can also result

consider all options and weigh the potential

in monetary losses for the company, damage to

consequences, it may indicate a hasty decision that

the company’s reputation, or reduced customer

could have negative consequences.

not be the right one, resulting in missed opportunities

satisfaction and loyalty. So why do we make bad decisions? Sometimes

Other opinions. Not seeking input from others or not

it’s a lack of experience. Maybe you haven’t been

considering it while making a decision could cause

exposed to that particular situation before. Personal

you to miss out on essential perspectives that could

problems such as financial difficulties, family issues,

help you make a more informed decision.

or health problems also can significantly affect your ability to make the best decision. The pressure to make

Limited information. If you do not have access to all

decisions that align with the organization’s overall

the relevant information, your decision may not be

strategy, even if they might not be in the best interest

based on a complete understanding of the situation.

of the department or the team, can also cause you to question your judgment. Finally, if your personal values

Emotions. If emotions cloud your judgment, you may

and beliefs aren’t clear to you, you may struggle to

be unable to make a rational and objective decision.

make decisions in a way that aligns with your ethics and principles.

Gut vs. Facts. While intuition is valuable, relying solely on gut feelings without considering other factors can lead to poor decisions. While a bad decision will look different for every company and every situation, a few examples of decisions that could harm your growth are: hiring the wrong person for a job, making impulsive decisions without considering the consequences, ignoring feedback from employees, or refusing to delegate tasks or responsibilities. It’s also important, while growing your business, that you avoid cutting corners or taking shortcuts to meet deadlines, prioritizing short-term gains over long-term success, micromanaging employees or not giving them enough autonomy, and focusing too much on profit over employee satisfaction. MAKE BETTER DECISIONS To make sure you’re approaching a decision in the right way and making the best choice you can, consider the following: 1. Weigh all the options. Take time to consider all relevant options and weigh their potential outcomes.

To o l s fo r S u c c e s s | Fa l l / Wi n te r 2 0 2 3

FEAT UR E S TO RY

2. Make sure the decisions align with the company’s long-term goals. 3. Eliminate stress. Manage stress and reduce its impact on decision-making. A calm and relaxed mind will be better equipped to make informed and thoughtful decisions. 4. Ask the hard questions. Seek input from others. Identify potential problems or challenges before making a decision. 5. Use data and analytics whenever possible to help you make more informed and objective decisions. 6. Trust your intuition. This can help you make decisions that align with your personal goals and values.

MAINTAINING YOUR COMPANY CULTURE Rapid growth for your business can mean great things for your bottom line. But the faster you grow, the bigger the chance for company values to get lost amidst the growth. Here are a few simple ways to manage and maintain your culture through a growth phase. Focus on employees. Employee onboarding is the best time to promote company culture. Offer continuous learning so employees learn about the organization and develop critical skills for success. Finally, use social and community channels or designed spaces for employees to connect about

As your business continues to grow, you can become a more confident and influential leader by improving your decision-making skills. Make sure you ask yourself the following questions: • What is the problem? • Why am I making this decision?

work and personal interests. Communicate the culture constantly. Reinforce good behaviors with regular conversations centered on a particular behavior. Praise employees who exhibit them and use those conversations to guide employees who might be struggling. Model good leadership skills. As you lead

• What is my decision?

your company, your employees will follow and

• What are my other choices?

emulate your assets and liabilities. State your

• What will be the short-term and long-term results of my decision? • How will my decision affect my team members? • Who will help me execute my decision? • Do I have the resources to implement my decision? • How can I minimize potential harm associated with the decision? • Do I have other options if my plan fails?

core values and demonstrate them with benefits, compensation, and actions. Establish emotional connections. As your business grows, keep lines of communication open. Use platforms like Slack or other dashboards, and make sure to show appreciation and foster a sense of community. Update culture to meet employees’ changing needs. You identified your culture at the beginning, but you’ll need to continue to update it to meet your employees’ changing needs. The values and behaviors need to be reinforced by all workers daily.

Create a flexible plan for scaling culture. This plan should include guidelines for hiring new employees, onboarding them, and training them on the company culture. What works for a small company may not work for a larger one, so make sure the culture remains relevant and meaningful.

U n i te d C o m mu n i t y

E N T R E PR E N E U R IAL PR O F IL E

BUILDING A LEGACY:

Stanley Construction Company, Inc.

By Ann Marie Harvey

MADISON, ALABAMA

In August, the Stanley siblings gathered to celebrate

landlord was a contractor, so to supplement his

the life and legacy of their father, Thornton Sr. The

income, Thornton moonlighted building roads. It

outpouring of stories, respect, and affection reaffirmed

quickly became a full-time gig, and then it didn’t

the reputation that Thornton carefully built from the

take long for Thornton to work his way up to general

time he founded Stanley’s Landscaping in 1961. “It was

superintendent. “After several years, Dad opened

important to Dad that he kept his word and did

a high-end residential landscaping business in

exactly what he told people he would do,” says his

Huntsville,” Al explains. “He had a small crew of three

youngest son, Al. “We want to protect everything he

people working for him.”

built and worked so hard for.”

Thornton eventually got his general contractor’s license and changed the company’s name to reflect

HUMBLE BEGINNINGS

its new direction. The business shifted to commercial

The son of Colbert County sharecroppers, Thornton Sr.

site excavation, road building, and commercial site

went to Alabama A&M University after receiving a $50

preparation. As the company grew, they concentrated

Sears and Roebuck scholarship and milking cows to

on larger sites and diversified to include grading,

make up the difference. After getting his agriculture

underground utility installation, concrete curb and

degree with an emphasis in horticulture, Thornton

gutter, and asphalt paving.

went to work for a florist in Guntersville. His boarding

Always one to give back, Thornton did a lot of

To o l s fo r S u c c e s s | Fa l l / Wi n te r 2 0 2 3

work for his alma mater, giving them the best pricing

subdivision development, something their father also

with slim to no profit for himself. “He worked on most

did in the mid-1980s. Stanley Developers, LLC, does

of the projects there,” Al says. “From the stadium site

primary single family residential design and is

work to the business school, my parents felt like it was

developing pad-ready lots and selling those to home

important to show their gratitude to the institution that

builders in the North Alabama area. “North Huntsville

gave them so much.”

had struggled with new home sales, and the city

In 2001, Thornton was awarded the SBA Small

wanted us to redevelop an old high school site,” Al

Business Person of the Year at a White House

explains. “We partnered with national homebuilder

ceremony by President George W. Bush. Chosen from

Davidson Homes for the project.”

state winners in all 50 states, it was an honor for Thornton and for his company.

Not only did the single-family dwellings revitalize the area, but they led to new home sales. “We’ve been proud to prove that part of town could support

SMOOTHING THE ROAD

new growth,” he says. “It’s been gratifying to provide

Stanley Construction is now in the capable hands

that for Huntsville.”

of Al, Thornton Jr., Karen, and their cousin, Wanda

While continuing single residential development,

Stanley Rice. Long before his retirement, Thornton Sr.

they plan to add commercial and mixed-use

set the tone for the future by giving them all distinct

development sites as well. There are also plans in

responsibilities. Al oversees project management,

place to open a dedicated utility division

Karen is the financial and marketing guru, Wanda

concentrating on broadband and fiber installation.

does all the estimating and bidding for jobs, and

In 2015, a unique banking situation led the

Thornton handles operations. All the Stanley kids grew up working in the

company to move their business to Progress Bank, now United Community. “While working on a job in

business on weekends and during the summers. With

Florence, it made sense for us to open an account

the exception of one sister who is a corporate attorney

there,” Thornton explains. “But the bank and Beth

in Manhattan, they all came back after receiving

Richardson really came to bat for us during the

their college degrees. “Dad always told us that family

pandemic.” When he was not able to get approval

comes above finances, because it can be very difficult

during the first round of PPP loans, Thornton turned to

to work with family,” Al recalls. “He made sure that there

Beth for assistance. “Beth convinced me that United is

were clearly written roles and responsibilities so that

different, and everyone there is actively involved with

each of us knows what we need to do.” It was also

our accounts,” he says. “Beth did what she said and

important to him that the family spent time away from

looked into it personally.”

the work environment, enjoying religious activities, dinners, and holidays together. Although there are eight grandchildren, currently

The legacy that Thornton Sr. left behind has been a blessing for the entire family. “Stanley Construction has been a great place to grow up in and to raise our

none of them has expressed an interest in continuing

families in as well,” Thornton Jr. says. “It has been a

their grandfather’s legacy—yet. Just as their dad did,

phenomenal opportunity for us all.”

there is no pressure on the kids to join the family business. “We are constantly thinking about and evaluating the future,” Al says. “We are fostering opportunities for any of them, but in the end, it will be their decision to make.”

FROM THE GROUND UP Al and his brother have recently returned to residential

U n i te d C o m mu n i t y

T EC H N O LOG Y

To o l s fo r S u c c e s s | Fa l l / Wi n te r 2 0 2 3

T ECHN O LO G Y

Tech Tools for Your Small Business By Ann Marie Harvey

As a small business owner, you know there aren’t

and deadlines. These tools can automatically create

enough hours in the day. Fortunately, technological

reminders for upcoming tasks and events, including

advances in software and apps mean that there are

details about the where and when. They can also

plenty of digital tools available to help you streamline

send similar reminders to your team members so that

your business and make your work less stressful.

everyone knows what is expected of them. Trello is a

There are three things tech tools can do for you.

great example of an effective project management

First, technology can save you time by taking care of

tool. Its pricing structure is easy to understand, and

administrative tasks such as data entry and invoicing.

there’s a version where you can invite an unlimited

That way, you can focus on talking to your clients

number of members and create cards, boards, and

and prospects, improving your products and services,

lists. It’s a lot like the old sticky note method, but a lot

and investing in other strategic endeavors aimed at

more efficient.

growing your business. Second, tech tools can save you money.

E-SIGNATURE TOOLS

Accounting software might show you’ve paid too

When you and others need to sign contracts and

much in taxes, or a CRM tool could identify where you

agreements, e-signature tools are the way to go.

might be leaving money on the table. Using a project

Simply upload your documents and add in the

management solution can help you keep track of

email addresses of those who need to sign, and the

your deadlines, so you don’t get penalized or breach

recipients will receive the documents in their inboxes.

an agreement. Most tools are available as software-as-

Most e-signature tools offer you the option to

a-service (SaaS), so you only pay for the features you

assign due dates for signatures and automatically

need and can cancel your service easily if you decide

send reminders to any parties who have not yet

a tool isn’t for you.

added their signature. DocuSign is among the best

Third, digital tools allow you to do much of your

and most popular e-signature tools. It has the option

business from any location on any device. This

to set up an administrator to assign and oversee

flexibility allows you to check in while on vacation or

all document-signing activities and users, but it is

out of town for business. No more worries about what

somewhat expensive (compared to Adobe’s free

is going on back at your business.

signature version).

It’s clear that thoughtful selection and use of tech tools for your small enterprise makes business sense.

EMAIL MARKETING

Here are some recommendations to make life easier.

Digital email marketing systems make it quick and easy to keep your email subscribers up to date on the

PROJECT MANAGEMENT TOOLS

latest happenings in your business and any special

If you’re like most business owners, you have multiple

offers or promotions you’re running. MailChimp is one

balls in the air. Project management software allows

of the market leaders in the email marketing space,

you to digitally track your activities, appointments,

but it can become expensive with audience growth.

U n i te d C o m mu n i t y

CUSTOMER RELATIONSHIP MANAGEMENT (CRM)

like file corruption or everyday human error.

CRM software provides your small business with a central location from which you can track, manage,

PASSWORD MANAGEMENT TOOLS

and measure all touchpoints of your customer

There’s nothing worse than trying to keep track of

relationships and outreach. It can tell you who is

all the dreaded passwords. Password management

receiving, opening, and reading your emails or

tools avoid the risk of people reusing easy-to-guess

visiting your website. It can also let you know if it’s

passwords and writing them down. LastPass

been a while since you contacted a high-value client.

is a popular choice with many free features. It

HubSpot is a useful tool to help keep you top-of-mind

automatically syncs between all your devices, but

with your customers. They offer excellent customer

it’s costly when compared to its competitors.

support and let you closely monitor customers and analyze their demands.

WEBSITE MONITORING You’ve spent a lot of time and money investing in

HR MANAGEMENT

making your website as attractive and user-friendly

Most small businesses can’t afford to hire a dedicated

as possible. It’s important to know who is using it and

or even part-time human resources administrator.

which parts of it are enjoying the most and least

HR management software tools can take care of

amount of traffic. Website monitoring tools can give

everything from payroll and shift scheduling to

you these insights so you can make the necessary

distributing important company announcements.

adjustments and improvements. Google Analytics is

GoCo is a recognized leader in this space. It’s ideal

widely used by small business owners to monitor their

for small businesses that need payroll software with

websites. It shows the sources of your traffic and shows

basic HR support and offers friendly and prompt

how different products or categories are selling.

customer service. DATA BACKUP ACCOUNTING SOFTWARE

It’s easy to accidentally delete or corrupt data, and

Many business owners dread the accounting tasks

bad actors can cause major disruptions by hacking

that come with the job. Online accounting software

into your systems. Backup software gives you full

performs much of the work an accountant or

control and immediate access to your critical business

bookkeeper would do, including keeping track of

data. If something happens, you can restore your data

your income and expenses, invoicing, and generating

in a few clicks. Rewind is a favorite of business owners

documentation needed for your tax returns.

because it is a cost-effective solution. Don’t wait until

QuickBooks Online is a favorite of many small business

your business has experienced a catastrophic data

owners. It’s user-friendly and integrates easily with

loss to invest in this important piece of technology.

other apps.

Of course, there are many more tech tools out there, so do some research and see which ones will

COMMUNICATION AND COLLABORATION

work best for you. If the tool offers a free trial, give it

These tools quickly came to the forefront during the

a try and see how it works for you before investing in

COVID-19 pandemic when many companies were

it. Ask your team members for feedback about what

forced to use them in order to keep business moving.

they like and don’t like. Finally, stay up to date with

Modern digital communication and collaboration

new features and functionality to get the maximum

tools allow for instant chatting and file sharing.

return on your investments.

Microsoft Office 365 is a popular option for many small business owners. It’s simple to install, and it’s easy for people to see their colleague’s calendars. One disadvantage is that Microsoft does not back up Office 365 user data, so it recommends using a thirdparty solution to protect data against common issues

To o l s fo r S u c c e s s | Fa l l / Wi n te r 2 0 2 3

GR OW TH

Tuscaloosa Celebrates United Community Grand Opening By Ann Marie Harvey United Community celebrated the opening of their

building and WAR Construction, Inc., completed the

newest location in Tuscaloosa with a ribbon cutting

construction.

and open house on August 24, 2023, from 4:00pm– 6:00pm. There were more than 250 in attendance, including friends, customers, and prospects. The West Alabama Chamber of Commerce presented the ribbon cutting ceremony, while Probate Judge Ward D. “Rob” Robertson officially welcomed the bank to the city. “We were thrilled with the turnout on a very busy Thursday night,” said Brad Hayes, Market President. “It was very exciting to show off our beautiful new space to so many in our local community.” The banking center is located at 2519 12th Street in Tuscaloosa. Ellis Architects, Inc., designed the

Banking for your success. It takes a community. However you define success, we’ll work with you to make it happen. Learn more at ucbi.com/why-united

U n i te d C o m mu n i t y

E N T R E PR E N E U R IAL PR O F IL E

GET READY TO TUMBLE: Total Laundry Services

By Ann Marie Harvey

When other businesses were struggling during the pandemic, Total Laundry Services took the successful model they had created and quickly expanded from three to eight locations across the Florida Panhandle in a matter of 18 months. As founder Steve Harley says, “Everyone has dirty laundry!” ONE LOAD AT A TIME Steve knew during college in Pennsylvania that his ultimate goal was entrepreneurship. After five years in commercial banking, he quit his job and moved to Destin, Florida. “The laundry

D E S T I N , F LO R I DA

business is essential—whether the economy is up or down, people still need clean clothes,” he says. “I didn’t have a clue about laundry or what I needed to start the business.” In 2006, along with his former wife Elizabeth, Steve opened Total Laundry with one employee in Destin. “I felt like the industry wasn’t being done correctly,” he explains. “I wanted to make my business more like a branded franchise, not a standalone cleaner or laundromat.” Steve named the company Total Laundry to incorporate all their services—a laundromat, wash, dry, and fold services, and dry cleaning. To o l s fo r S u c c e s s | Fa l l / Wi n te r 2 0 2 3

“Dry cleaners really suffered during the pandemic,” he says. “Multiple streams of income kept us going.” Laundromats have generally earned a poor reputation, but Steve is out to change that image by offering bright, clean spaces staffed by helpful, friendly employees. “I wouldn’t be where I am without my employees,” he says. “We are on this crazy laundry train together.” Just like he learned in banking, Steve’s goal is to wow his customers with their service. “We treat everyone exactly the same— with a smile and exceptional customer service.” To start, the business offered a laundromat and wash, dry, and fold services, and they outsourced dry cleaning. As the business grew, Steve built his own dry-cleaning plant at the Destin location. Now the dry cleaning from the other seven stores is delivered to the main shop. “When a customer brings dry cleaning, we heat seal a barcode onto each piece of clothing,” he says. “It shows us the history of each article and keeps track of it.” Once the cleaning is done, their technology system sends a text letting the customer know their items are ready for pick-up. “We have invested heavily in technology, so our customers can pay quickly and easily.” Although business started out strong from 2006– 2007, the years between 2008–2010 were tough, both personally and professionally. Although divorced at the time, his business partner Elizabeth passed away at age 37 from a rare illness. “Losing Elizabeth gave me the inspiration to live life to the fullest,” Steve says. Those years also held the Great Recession and the Deepwater Horizon oil spill, resulting in a loss of Gulf Coast visitors. For the first 10 years, Steve worked 365 days a year, never taking a vacation or a day off. He spent that time digging into research, talking to dry cleaning experts, and researching equipment and what was working in other businesses across the country. In 2011, he opened his second store, and a third followed in early 2020. Steve then found himself with time on his hands. “I started buying laundromats from people who were ready to retire or whose businesses had become run down,” he says. “Covid was the fuel on the fire that caused me to go into expansion mode.” With stores now in Destin, Fort Walton Beach, Mary Esther, Niceville, Panama City Beach, Panama City, and Crestview, Steve’s goal is to make each store feel exactly alike. If possible, he buys the real estate as well as the building. “There are utilities to run and improvements you have to make, like drilling through concrete slabs and adding gas and water lines,” he

U n i te d C o m mu n i t y

says. “It takes a lot of time to build out the space, so it’s important to control your own destiny.”

KNOCKING THEIR SOCKS OFF There’s no getting around it—laundry is a chore. But Steve’s goal is to make customers smile. Fun t-shirts decorate the walls of Total Laundry, featuring Sudsy, their smiling washing machine logo, and witty sayings, such as ‘drop your drawers here’ and ‘we will knock your socks off.’ “We understand that time is valuable, and we want our customers to get in and out as quickly as possible,” he says. “While they’re with us, we hope to bring a smile to their faces.” As the Emerald Coast has continued to grow, Steve’s dream has grown with it. His ultimate goal is to one day sell his stores to his employees. “Anyone can offer washer/dryer services, but it comes down to the employees at the end of the day,” he says. “Customers will come back because of their friendliness and honesty, not because of the machines.” Steve’s personal story has a happy ending, too. Two years ago, he married a local dentist named Youla. He’s traveling again and is actually taking some well-deserved time off. Photos of their travels cover the walls of his Destin Office, and photos with his employees cover the walls of his stores. “I’m always evaluating opportunities, but I don’t want to stretch myself too thin,” he says. “I make sure to reward my laundry family well, and someday I hope to sell some of my stores to them.” Ann Marie Harvey is Vice President of Communications at Vertical Solutions Media. She specializes in creating dynamic copy that is both genuine and compelling. Editing the written word is her passion.

E N T R E PR E N E U R IAL PR O F IL E

FROM THE FOUNDATION UP: Fitzgerald Construction

By Ann Marie Harvey

DA P H N E , A L A BA M A

Of all the construction projects that Mike Fitzgerald has

attended the University of Southern Mississippi, where he

been a part of, it’s his own office building that is his

majored in building construction and minored in

favorite. “It’s nothing fancy, but it’s mine, and I had never

architecture engineering technology. After five years at a

built something for myself before,” he says. “I really enjoyed

general contracting firm in Mobile, Mike headed to

building the space out—it also allowed me to add some

Atlanta. When he decided that the city wasn’t for him,

lease spaces for tenants.”

Mike returned to South Alabama, where he joined a larger construction company. He stayed for 21 years and

NAILING IT For as long as he can remember, Mike wanted to work in construction. After graduating from high school, he

eventually became an owner and president. The desire to own his own company never left him, however. With the support of his wife Shawn, Mike

To o l s fo r S u c c e s s | Fa l l / Wi n te r 2 0 2 3

opened Fitzgerald Construction, LLC in Spanish Fort,

construct the building, but Mike is also a customer and

Alabama, in February 2013. “Having my own business

enjoys the working and banking relationship with Market

was something I always wanted to do,” he says. “Here we

President Mike Rogers. “I had been looking to do

are 10 years later, and I’m so glad I finally took the leap.”

business with Mike for a long time,” he explains. “He is

Shawn remains at his side and supports the business

great to work with.”

each day by handling the books, billing, and payments. “I couldn’t do any of this without her,” he says. “She is my

BUILDING IT BETTER

biggest source of encouragement.”

Like many other industries affected by the Covid-19

The business offers commercial and retail general

pandemic, construction also suffered. “We were working

contracting services and construction management

one job when everything shut down, so it was scary,”

throughout Florida, Texas, New Mexico, Alabama,

Mike recalls. “Things gradually started picking up, and we

Mississippi, and Louisiana. Mike and his team have

have been playing catch-up ever since trying to get

completed projects like schools, car washes, and their

enough help.”

largest project, a Rooms to Go location, and those

With not enough people going into the construction

projects have ranged anywhere from $125,000 to $6–7

field, Mike has seen an impact on his labor force. “There

million. “We have been blessed over the last few years

is definitely not enough of an emphasis on trade jobs

with referral and repeat business,” Mike says.

available, but there is a vocational-technical school

The construction industry is demanding, and Mike

being built in Baldwin County right now, so that will help

has seen other contractors falter by not completing jobs

create interest,” he says. “As things move ahead, I think

or doing sub-quality work. His company has even finished

we will have to pay more to get the help we need. In

jobs other companies left undone. “I tell my clients we will

construction, you don’t need to go to college to make a

treat them fairly, do our job, give them a good product,

good living and have a fulfilling career.”

and do what we say we are going to do,” he says. “We

In addition to staffing issues, the first few years of the

finish the job on time and address our customer’s needs

pandemic were rocky when it came to getting the

and concerns.”

equipment the company needed to complete its

When work takes them out of state, a superintendent

construction projects. “There were a lot of things that

lives onsite to manage the project, hires local workers,

happened that we had no control over,” Mike says. “We

and conducts the day-to-day construction issues. “I travel

have three jobs going right now and so far, no problems

to the job every few weeks to oversee things,” Mike says.

or delays—and that’s a first since Covid.”

Although he keeps his core team lean and mean,

From working in shipyards in Southern Mississippi to

Mike’s son Dakin—a 2023 college graduate from his

running his own company, Mike has had his hands on

dad’s alma mater—is currently working as an onsite

every facet of construction—and he’s not looking to slow

intern. Dakin’s dream is to make his own way and work

down any time soon. “I love being busy, and there’s

with a large construction company somewhere in the

something new in this business every day,” he says. “I

Southeast.

often say—don’t let anyone outwork you, maintain your integrity, always do the right thing, and treat others the way you want to be treated. Do that and customers will

In construction, you don’t need to go to college to make a good living and have a fulfilling career. Among recent projects is the renovation and expansion of the new United Community branch in Daphne. The

come back to you time and time again.”

original building was gutted and then an additional 1,600 square feet was built onto it. Not only did he

U n i te d C o m mu n i t y

E N T R E PR E N E U R IAL PR O F IL E

A Bridge to Success:

Miller & Miller General Contractors By Ann Marie Harvey

HUNTSVILLE, ALABAMA

From the time he was 11, Mark Miller spent every

build the bridges. Having never built a bridge before,

weekend with his father and grandfather. It was his first

he accepted the challenge and built five of them.

exposure to the business his grandfather began in

“And that’s how he learned to build bridges,” Mark

1961. A talented carpenter, C.B. “Bill” Miller was sent to

laughs. “My grandfather was a true Renaissance man

Huntsville by his employer to construct commercial

in that he could do absolutely anything.”

buildings. He quickly decided to make Huntsville home

Mark’s dad Ed joined the company in 1963 and

and started his own company with one truck and

served as president from 1994 until he retired in 2021.

$2,000. For his first loan, he used personal furniture as

Until the day he died unexpectedly in 2009, Bill

collateral. Among his initial projects were Pin Place

continued to be involved, working daily. For his part, at

Bowling Lanes and one of the first Hardee’s restaurants

age 11, Mark was in the yard cleaning up lumber or

in the area.

stacking bricks. Every summer and school holiday was spent riding to job sites with his grandfather and

PAVING THE WAY

father. When he was 16, he interned with the company,

The Space Race was on in Huntsville during the 1960s,

going to school until lunchtime and working the rest of

and Bill saw the opportunity to work for Redstone

the day. He managed payroll, paid bills, answered

Arsenal. A friend whose company was building the

phone calls, made copies, and typed letters. “One

roads around the Arsenal convinced Bill he should

memory of my grandfather is when we pulled up on a

To o l s fo r S u c c e s s | Fa l l / Wi n te r 2 0 2 3

bridge job and the girders were the only thing in

evidence of Miller & Miller’s work. From Big Spring

place,” Mark says. “He walked across the beams with a

Park’s landscaping and concrete work to all the newer

30-foot drop below him—and I followed him!”

sidewalks and a children’s playground, Bill’s legacy

Things are very different today with the advent of safety harnesses and the amount of precautions

continues to take shape. Almost all of the bridges on Memorial Parkway are theirs, as well as the concrete

taken. “I’ve seen a lot of changes through the years, and we have better, safer equipment,” he says. “There are more regulations, and we make sure to minimize risk at all times. Working safety is a condition of employment.” Mark worked his way through college, spending days at the business and nights at the University of Alabama in Huntsville. Upon receiving an accounting degree, he was named corporate treasurer and received his first share of stock from his grandmother. “I was the first male Miller in my family to receive a college degree,” he says. “I felt like having an accounting background could only be helpful.” In 1999, Mark Seeley, a civil engineer who had worked at Miller & Miller in high school, came back to the business as a shareholder and company

paving at Huntsville International Airport. The heavy equipment they use is expensive, so

secretary—the only owner outside of the family. “Mark

United Community is an important part of the team.

Seeley is like a brother to me,” Mark says. “He is really

Since the bank opened in Huntsville, the company

sharp at bidding work and designing projects.”

has gone to them to finance those larger pieces. “Our bankers are as good as gold,” Mark says. “They are

SMOOTHER ROADS AHEAD

always available when we need them.”

Although there is a small office crew, an average of 90 employees are in the field at any time. With as many

THREE GENERATIONS

as 12 jobs being constructed at one time and crews

Mark is proud of the history of Miller & Miller and

moving around as needed, it’s important to have

appreciates the risks his grandfather took decades

experienced tradespeople on site. “Bridges are very

ago. “He invested everything he had to get started in

complicated to form—it’s not something you can pick

something he had no idea how to do,” he says. “He

up right away, but we train our employees well,” Mark

was inventive and entrepreneurial and could come

says. “If someone is dependable and a hard worker,

up with ways to do anything.” Mark knows how hard

they will earn more responsibility.”

his dad worked, too, and he’s humbled to walk in

Like other industries, labor remains a challenge.

both of their shoes. “Success comes from innovative

Out of every 10 people they hire, three to four will stay.

thinking and having dedicated employees,” he says.

“Both the Associated General Contractors of America

“We are thriving and continuing to grow.”

and the Associated Builders and Contractors of Alabama hold workshops so more workers can learn the trades, but everyone is looking for employees,” Mark says. “In addition, the elements are a deterrent to some laborers.” All around downtown Huntsville, you can see

U n i te d C o m mu n i t y

H UM A N R E SO U R C E S

To o l s fo r S u c c e s s | Fa l l / Wi n te r 2 0 2 3

Ways HR Can Contribute to Growth By Ann Marie Harvey

When it comes to growing your business, a solid human

equip them with the skills and organizational knowledge

resources strategy cannot be overlooked. Your

they need to do their jobs properly. One element of the

company’s single largest asset isn’t your product or your

onboarding process should cover the company and the

service—it’s your employees. If you treat your employees

culture you’re looking to create. If you are hiring multiple

well, and they have loyalty to you and your brand, then

employees for the same position, systemize staff training

they can help propel your company to new heights.

to save time and redundancies.

THE ROLE OF HR IN BUSINESS GROWTH

Build a strong culture and promote it. Organizational

Human resources professionals are in a unique position

culture consists of your values, expectations, and

to help shape the way businesses operate. Instead of

practices that inform how your team works together. It

just looking at the bottom line, HR is primarily focused on

impacts the environment that your staff experiences

core values and ensuring they remain the focus of the

when they are in the office. It also will impact how

company. On top of that, years of research have shown

people perceive your company and the type of

that human resource management practices lead to

employees you attract. The organizational culture is set

higher business growth rates. There are several ways your

at the top, so determine what you want to stand for as a

HR strategy can contribute to the success of your

company and how you want your staff to treat each

business:

other. HR can then work with everyone in the company to help implement the organizational culture, ensuring

Hire the right people. You’ve heard this one before, but

employees understand what it means to work for your

it bears repeating. With a great team behind you, the

business. Then, to further enforce your desired culture,

sky’s the limit. Develop an effective system that helps you

make sure to promote and reward employee behavior

identify and hire the best candidates for the job. Setting

that reflects it.

up this process takes time, but it’s worth the time on the front end instead of wasting time on employees that

Minimize employee turnover. Let’s face it, it’s expensive

aren’t the right fit. It’s also important to incorporate a

to find, hire, and train employees. Ultimately, the cost of

review process to ensure that the people you hired

finding a replacement is proportional to the difficulty

perform and a process for dealing with staff who fail to

of the role and the number of suitable candidates

hit their targets.

available. A recent study for the Society for Human Resources Management estimated that a salaried

Training new talent. To formally welcome your new

employee’s replacement cost is equal to six months’

hires, create an employee onboarding process that will

U n i te d C o m mu n i t y

H UM A N R E SO U R C E S

wages. The impacts of employee turnover are more than

on business goals. The existing leadership team is often

just financial, however. It can impact delays to projects

overlooked for personal development despite their

and service delivery, lead to loss of production, and hurt

importance to the business and the need every

the company morale. Anything you can do to reduce

individual has for continued personal development.

unwanted employee turnover is likely to promote business growth.

Leadership development is also important for those who are not yet leaders within a growing business. You can hire people for their potential and develop their

Listen to your employees. If you want to monitor

skills alongside the business. This can be a key way that

employee satisfaction, it’s important to listen to their

HR can help businesses grow. Growing your people also

feedback. This is one of the most important data sets

contributes to retention by demonstrating to employees

you can gather—it will tell you how your company

that they have a career path within the company and

actually operates and whether or not it’s living up to the

that the business will support them in that development.

company culture you’re hoping for. HR has the most exposure to almost everyone in the company, so they

Support mergers and acquisitions. As a business

are in the best position to solicit employee feedback

grows, mergers and acquisitions may happen.

and analyze the data to develop solutions to common

Companies need to give their employees enough time

issues. Employees are also likely to trust that HR will

to adjust, and guidance from HR can help during this

handle their concerns professionally.

transition process. Provide information on what to expect, how to handle questions, and whom to turn to

Employee growth and performance management.

for help. HR can also play an active role in the cultural

A good performance management system is key to

integration of the companies and support the business.

monitoring employee development. You can do this by

Many mergers fail not because they are unable to

tracking their performance, measuring it against certain

realize economic benefits, but because the companies

key performance indicators, and identifying their

involved can’t integrate culturally.

strengths and opportunities for improvement. HR can take the lead here in implementing the performance

Promote a healthy work-life balance. Maintaining a

management system. It’s a valuable source of insights

healthy work-life balance is critical for both professional

about employee goals and potential career movements.

and personal growth. And this applies to everyone in the company, even the very top. By implementing measures

Create an environment conducive to career growth.

like flexible working policies and employee well-being

HR plays a critical role here by providing employees with

initiatives and fostering a culture of collaboration, HR

the information and resources they need to develop

can encourage employees to balance their work and

their skills and knowledge. This can be done through

personal lives.

ongoing training, workshops, seminars, and webinars. HR should also make sure all employees have access to

It’s essential to have a well-functioning human resources

company resources such as databases, software

department for a business to grow. Use these strategies

applications, or tools. By helping employees stay current

to help your business move to the next level.

on the latest trends and developments in their field, HR can help them reach their full potential and foster a desire to stay with your business for a long time.

Leadership development. If HR can create and develop a strong leadership team, this can contribute significantly to the success of a business. Supporting

and developing the existing leadership team is important for retention and hiring, as well as delivering

To o l s fo r S u c c e s s | Fa l l / Wi n te r 2 0 2 3

Accelerating your business. It takes a community.

To take your business to the next level, work with a bank that brings local decision making and goal-focused solutions to the table, so you can do more of what you do best. Learn more at ucbi.com/why-united-business.

U n i te d C o m mu n i t y

A lasting legacy. It takes a community.

To build a business that lasts, you need partners that will stand the test of time. We’ve provided a safe and secure place to bank for over 70 years, so you can trust that our team has your business’s future and finances in good hands. Learn more about our commitment to you at ucbi.com/uniteds-commitment.

U n i te d C o m mu n i t y