WINNING WORKPLACES
Best Bosses 2006: Distinguished Finalists
Winning Workplaces received over 100 applications for this year's Best Bosses program. These included many great leaders who have produced impressive business results through enlightened people practices. Below is a list of some notable finalists and their accomplishments:
Terry L. Brown, CEO and President, O'Brien & Gere Engineers, Inc., East Syracuse, New York
This employee-owned engineering company employs more than 770 scientists, engineers, construction and operation personnel in 26 offices across the country. Terry Brown, a former U.S. Marine, has been with the 66-year-old company for over 30 years and guided it through a financially difficult period in the early 2000s. He expanded the business beyond engineering and scientific services to include business/university partnerships. His emphasis on client relationships resulted in internal reorganization to create key units that are client focused. The cultural value of "work hard, but also play hard" results in a fun atmosphere of bowling tournaments, wine tours, family picnics and a 60th anniversary gala that was also a fundraiser for three nonprofit organizations. Employees have responded in kind by showing a lower-than-industry turnover rate, with the average tenure being just over 14 years.
Rick Campbell, CEO, ICAT Logistics, Inc., Linthicum, Maryland
ICAT Logistics, Inc. is a leading provider of worldwide transport logistics and expedited freight services. Rick Campbell has created a company culture committed to internal staff development. He set out to prove that ordinary people, if given the opportunity, can do extraordinary things. All 32 employees are encouraged to think and act independently. If they make a mistake, they are expected to learn from it, share the knowledge and build on the experience. Founded in 1992, ICAT still counts three of its first four employees as members of its growing team. The organization is one of the Inc. 500 fastest growing companies in the United States, something Campbell credits his staff for achieving. "This is your company, too," he tells them, "so it's your responsibility to make it the best, to do well, to be proud and share in the effort necessary to get us there." Employees report a feeling of empowerment and both the freedom and responsibility to get things done.
Michael L. Chasen, President and CEO, Blackboard Inc., Washington, DC
Along with his college roommate, Michael Chasen founded Blackboard Inc. in the basement of a Washington, DC brownstone in 1997. Since then, Blackboard has become a leading provider of e-education enterprise software applications. Blackboard proved its commitment to education when, starting in August 2005, the company was faced with the challenge of helping teachers and students impacted by Hurricane Katrina. In less than a week, Blackboard's relief team set up free, online classrooms that connected teachers and students displaced by the storm. Employees traveled to Tulane University and helped secure buildings and register students returning to school. It was a response in keeping with the organization's culture of openness where ideas and suggestions are welcomed and encouraged. Chasen's unique and refreshing management style empowers Blackboard's 550 employees to do their best work while forming meaningful relationships with their peers.
Peter DeVore, President, Landscape Concepts Construction, Inc., Richmond, Illinois
Turnover is as regular as the seasons in the landscaping profession, yet Peter DeVore has nurtured his 20-year-old landscaping business to retain employees at an extra-exceptional rate. Since purchasing the business in 1986 at the age of 22, DeVore continues to put an emphasis on quality, service and taking every project to the highest level of excellence. LCC is an integrated company providing maintenance, landscape construction, excavation, snow removal and even bio-engineering services. The award-winning landscaping service has over 200 employees who are as driven as their boss. Customers praise the company for efficiency, quality, attention to detail and cooperation. DeVore is admired by his staff for his hard work and caring for the people and the property around him both personally and professionally. He cultivates employees to progress in the company by providing diverse training – formal and informal mentoring, English as a second language classes and sponsoring staff to become certified landscape professionals and landscape technicians.
Michael Dougherty, Chairman and CEO, Kindermusik International, Inc., Greensboro, North Carolina
Kindermusik International is the world's leading publisher of music and movement curricula for parents and their children. Founded in 1976, Kindermusik has been led by Chairman and CEO Michael Dougherty since 1996. In 2001, Dougherty engineered the purchase of Kindermusik by its employees, which are now 72 strong. The transformation to an ESOP was just one of the ways that Dougherty has shown employees that he cares and believes in them. This culture of ownership not only serves to infuse a sense of focus and commitment in each employee-owner, it also creates a feeling of closeness that's like family. Dougherty frequently tells employees that he wants Kindermusik to be a place where people can do their "life's best work." Constantly focused on having a workplace that is inspiring, motivating and challenging, Dougherty hopes to prove to talented entrepreneurs that doing well is a potent strategy that leaves you richer in all respects.
Anne-Marie Faiola, CEO, Bramble Berry Inc., Bellingham, Washington
Bramble Berry Inc. sells soap-making supplies to soap makers around the world, and Bramble Berry's products and services are integral in helping many women run their own micro-businesses. From the start of her business in 1998 when she was 20 years old, Faiola has run the business to benefit the organization's 22 employees as well as its customers. The culture is fun, dynamic and empowering. Faiola practices open-book management and encourages staff to ask probing questions about how money is spent and how processes are handled. Participation is encouraged: The staff's desks are located in the warehouse to create opportunities for dialogue. Faiola wants her employees to develop skills they can take anywhere, including into their personal lives.
Jorge Granados, CEO, LatiNode Communications, Inc., Miami, Florida
Founded in 1999, LatiNode Communications is a global wholesale and retail telecommunications service provider based in Miami. Under CEO Jorge Granados, LatiNode has been recognized by Inc. magazine as being among the 500 fastest growing companies in America and by Hispanic Business magazine as one of the largest Hispanic-owned companies in the U.S. With 165 employees, there exists an atmosphere of camaraderie at LatiNode that inspires people each day to be better at what they do. Granados'™ leadership has been key to the growth and performance of the company as he uses a technique he describes as Planning, Execution and Evaluation. With a people-focused leadership style and a company culture that "collaborates to achieve," Granados hopes LatiNode will one day become the largest U.S.-based Hispanic communications company.
Adam Kemist, Owner, The Runners High, Menlo Park and Los Altos, California
"I don't run, but this store makes me want to" is a feeling expressed by customers visiting this running specialty store. Adam Kemist opened the store 11 years ago after a successful career as a college runner. The stores employ a young, athletic staff of 28 who are trained to know the intricacies of every shoe they sell. Great care is taken to serve every level of customer, from those attempting to walk a mile to those training to run a marathon. Staff is encouraged to spend time with the customers and it's not uncommon for them to send customers out to "test drive" a pair of shoes. This culture of excellent customer service stems from Adam's knowledge, passion and commitment to mentoring his young staff and trusting them with the experience he has to impart.
Eric Langshur, CEO and Founder, TLContact, Inc., Chicago, Illinois
In the seven years that Eric Langshur and his 50-person staff have operated this health care resource the company has doubled its revenue almost every year. TLContact's service, CarePages, offers community and support for people coping with illness. CarePages websites have received a combined 207 million individual visits, prompting eHeathcare to name TLContact "Best Overall Internet Site" in 2005. The recognition for the organization's work honors a cause that's near and dear to Langshur, whose son, Matthew, was born with a congenital heart defect that necessitated several open-heart surgeries in the first 18 months of his life. The "CarePage" the Langshur family created to monitor Matthew's progress spawned an idea, a 60-page business plan and a profitable business that now serves over one million members.
Gia McNutt, CEO, SOS, Rocklin, California
SOS is a technology consulting firm helping small and midsize businesses increase profitability by enabling them to simplify communications, enhance productivity and leverage real-time business intelligence. Co-founded in 1993 by CEO Gia McNutt, SOS has continued to grow despite the decline of large enterprises in the telecommunications industry. McNutt has never strayed from her goal from taking SOS from a good organization to a great organization. To achieve her goal, McNutt has focused first and foremost on her 23 employees. Whether it is the all-staff Friday morning breakfasts of bacon, eggs and biscuits that she cooks up; employee awards and anniversary recognition; all-hands participation in shaping company policies and goals; or the fact that she adheres to Project Management Institute (PMI) standards, McNutt strives to set SOS apart from the competition through its unwavering support of both employees and clients.
Tom O’Connell, President, XOsoft, Waltham, Massachusetts
Revenue, customer acquisition and employee growth have all happened very rapidly in the last three years for XOsoft, a seven-year-old provider of disaster recovery software solutions to organizations that depend on data and application availability for their survival. Yet, with more staff and more activity (90 new positions were created and filled in the last three years), the hands-on approach for orientation of new hires has not changed: President Tom O'Connell, who joined the firm in 2002 and assumed leadership in 2004, is still heavily involved with the daily activity. XOsoft's culture is defined by an atmosphere of learning; the company pays close attention to the various best practices that its more than 100 employees bring to the table from their prior work experiences. With employees' knowledge and assistance, the management team has developed a successful revenue model based on continually improving the firm's relationships with its customers and partners.
Patrick Perry, President, ERC, Mayfield Village, Ohio
ERC is an 86-year-old organization providing human resources, workplace consulting services and group purchased services and products. In 2004, input from a non-management employee saved the company from a costly physical expansion to Columbus, Ohio. Taking the advice of employees and managers, the organization instead chose to "virtually expand" its services, focusing on its health insurance program for midsize companies. Employees are grateful for the ability to really be heard, and for the work that President Patrick Perry has done to turn a nearly bankrupt company into a leading Ohio-based HR organization since joining the firm eight years ago. The 26-person business recorded no turnover in 2004 while growing its revenue almost 24 percent. As a reward for its employees' hard work, the company has paid a performance bonus from a pool of half its net operating profit every year since 1998.
Michael Pierce, President, and Lynn Pierce, Vice President, Prodesse Property Group, Foster City, California
In operation since 1993, Prodesse Property Group has solidified its reputation for careful property management and great accounting. When the dot-com bubble burst in 2000 and Silicon Valley companies folded or experienced severe financial hardships, rent levels plummeted. This significantly reduced the management fees that Prodesse collected. To address the decline in revenue, Michael and Lynn Pierce chose to reduce their own salaries as business owners rather than cutting any staff. Simultaneously, they worked to grow the business, doubling the size of the management portfolio and increasing staff to accommodate the growth during the downturn. They also talked openly and honestly with their employees about the financial state of the business. Today this open communication continues with the company's leadership encouraging all 33 employees to seek additional training with financial support from the company to assist in their career growth.
Don Rodriguez, Executive Director, Boys & Girls Clubs of Long Beach, Long Beach, California
Don Rodriguez took the helm of this tradition-bound, 66-year-old institution just over two years ago. The agency was experiencing problems faced by many social service agencies – high staff turnover, an unfocused board and dire financial circumstances. Rodriguez was committed to change. He grew up in the Hollywood Boys & Girls Club and knows how important it is for youth to have a safe place to go where they can find trustworthy adults who are concerned about their well-being. Through his passion and strong understanding of the organization's mission, he has more than doubled the funds raised, helped the board focus on strategic planning and created a supportive work environment for staff. The agency now has 76 employees, a clear direction and financial stability. He has done all this with minimal staff turnover and a great sense of teamwork. The Boys & Girls Clubs of Long Beach has become a model for youth programming in the area.
Lisa Stern, President and CEO, Big Communications, Inc., Ferndale, Michigan
Big Communications is the leading healthcare communications company, focused on engaging and educating pharmaceutical sales forces and healthcare professionals. As such, Big's clients are almost exclusively in the pharmaceutical and biotech industries. Stern founded the company in 1994 and had to completely reinvent the company, its culture, strategy and staff when the technology market collapsed in 2001. In the last three years the company has grown 1,000 percent through Stern's clearly defined vision for success. She is described as having an uncanny ability to judge character. At Big, she looks for positive, high-energy people who are solution-oriented and focused on success. The entire Big culture is built around a sense of innovation, creativity and communication. All 60 employees feel a sense of pride and accomplishment in the company's tremendous growth.
Siby Vadakekkara, CEO, Marlabs, Edison, New Jersey
Marlabs is a full-service provider of services including outsourced application development as well as managed and professional services. The company was founded in 1996 by CEO Siby Vadakekkara. Marlabs' success can be attributed to a corporate culture based on the recognition that employees are just as important customers. Key employees are rewarded with annual cruise trips and sales and software delivery leadership are rewarded with corporate luxury-car leases. By involving employees in the company's success, they feel empowered at work and show their appreciation in the form of innovative ideas for service level improvements and optimal use of resources. Vadakekkara knows that his 487 employees are the central factor for getting closer to customers, solving business problems and creating not just technical but creative solutions to benefit everyone.