Columbus CEO: October 2019

Brew Crew

Nursing Ideas

Allison Green keeps BrewDog’s U.S. expansion on the rails

Ikove Capital shepherds nascent startups to market Page 22

Page 10

Legal guide Where to find counsel. Plus: Spotlight on gender equity Page 83

How Andy Joseph unwittingly became Central Ohio’s best-known marijuana entrepreneur.

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Contents

Andy Joseph didn’t set out to become part of the budding cannabis industry in the early 2000s. but when it happened, he went with it. Now, his company is one of the most well-regarded of its kind. A projected doubling of revenue for 2019 confirms that.

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2020 was a mile marker, not a destination. the region’s economic development organization now turns its focus to prosperity for all. inserted after page 36

AgendA 24 Connections

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Kristen Joseph, from left, Gero, andy Joseph and nela at apeks Supercritical

Unwitting Pioneers

Hr excellence Awards, American Society of Association executives

OCtOber 2019 Cover photo by

ROb HaRdin October 2019 l ColumbusCEO

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ColumbusCEO.com

voluMe 28 / nuMber 10 PresiDent

Bradley M. Harmon Publisher/GenerAl MAnAGer

Ray Paprocki

AssociAte Publisher/ADvertisinG Director

Rheta Gallagher eDitoriAl EDITOR

Katy Smith

STAFF WRITER

Chloe Teasley DesiGn & ProDuction PRODUCTION/DESIGN DIRECTOR

Craig Rusnak ART DIRECTOR

Yogesh Chaudhary DiGitAl EDITOR

Julanne Hohbach ASSISTANT DIGITAL EDITOR

Brittany Moseley custoM content PROJECT MANAGER

Emma Frankart Henterley

departments 07 Editor’s Notes Kurt Tunnell leaves a leadership legacy of championing others’ careers.

08 CEO Whiteboard 27 CEO Corner Past winners of our CEO of the Year Awards explain how they deal with the pressures of a changing health insurance market.

111 Leaderboards Private schools, women-owned businesses

116 Office Space: Crow Works The commercial furniture manufacturer made an unconventional move from Downtown to Johnstown to be nearer to its manufacturing facility. Its new HQ is a combo of an old bank and apartments.

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09 Breakdown The price of gold has been rising this year. Recession concerns or supply issue?

10 Profile: Allison Green The new BrewDog USA CEO is managing rapid growth and adjusting to the U.S. commitment to traveling by car.

Samantha Belk MArKetinG

MARKETING MANAGER

Lauren Reinhard

LETTERS: letters@columbusceo.com PRESS RELEASES

10 Allison Green

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MyDentalTime takes dentist scheduling out of the dark ages and into the world of technology.

18 Spotlight: Small Business That moment when you pour sparkling water into a tea concoction for a get together with friends, not knowing it will morph into a business.

20 Spotlight: Nonprofit Score helps new business owners get off the ground and stay there.

26 Spotlight: Innovation At Ikove Capital, “Our model is a little different—we call it venture development.”

specIal sectIons 81 Employment & HR Ohio’s insurance companies are putting competition aside to ensure they have the talent they need to sustain growth.

Get information on local law firms available for hire to detail a plan of sale, keep a business safe, help make a will or solve a life crisis.

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83 Legal Guide 2019

advertising@columbusceo.com Columbus CEO (ISSN 1085-911X) is published monthly by GateHouse Media, LLC. All contents of this magazine are copyrighted © 2019, all rights reserved. Reproduction or use, without written permission, of editorial or graphic content in any manner is prohibited. Publisher assumes no responsibility for return of unsolicited materials. Known address of publication is 62 E. Broad St., Columbus, Ohio 43215. Periodicals postage paid at Columbus, Ohio, and additional mailing offices. POSTMASTER: Send address changes to Columbus CEO, 62 E. Broad St., P.O. Box 1289, Columbus, OH 43216.

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Letters, social media buzz and developments since the September issue

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Editor’s notes * ksmith@ColumbusCEO.com

Kurt Tunnell’s legacy lives in people Courtesy BriCKEr & ECKlEr

growing corn and soybeans. Tunnell rose at 3 a.m., often sending emails through the dark morning hours and catching up on correspondence.

Those whose lives he touched say they treasure their stacks of handwritten notes from him. “The fact that everybody saved them speaks volumes to what was written in those notes,” one Bricker partner says. “It wasn’t just happy to meet you or thanks for inviting me to such and such. It was heartfelt, direct, very, special words that people cherished.”

•••

I

ntegrity. Compassion.

Selflessness. Humility. Grace.

Does this sound like the playbook for business success? Perhaps it should, because the late Kurt Tunnell was a mammoth success, and these are the words one friend uses to describe him. The former managing partner of Bricker & Eckler, one of the region’s largest law firms, was a titan in government relations, having served as chief legal counsel to former Gov. George Voinovich and Ohio counsel to President George W. Bush during his 2004 campaign.

Tunnell was a key player in passage of tort reform in Ohio, putting the state ahead of its peers. He brought together advanced energy companies to advocate for adoption of renewable energy standards, always working fairly on both sides of the political aisle, those who knew him say. The list of his professional accomplishments could go on for pages.

But it was the work Tunnell did as a champion of people that loved ones and colleagues say they will remember the most. Tunnell died at age 58 on Aug. 31 after being struck by a car while riding his bicycle, something he loved doing during his “second half.” With the urge to take a new

Kurt Tunnell, wearing glasses, with his family and local residents at the sustainable farming project in Malawi, Africa. path for his remaining years, Tunnell had resigned from Bricker and left the practice of law. Among other projects, including aiding Gov. Mike DeWine’s transition team, Tunnell’s deep commitment to his Christian faith led him to become intricately involved in the development of a self-sustaining farm in Malawi, Africa, through his church, Northwest Bible Church.

Tunnell had “a rare combination of pure intellect with strategy and the skill of relationships,” says Jim Flynn, who succeeded him as managing partner at Bricker and worked with Tunnell for nearly 30 years. He had a magical way of making every person feel like they were important—“He was relentless in trying to seek out the details of your life and connect with you personally,” another colleague says. Helping legal professionals, especially women and people of color, advance in their careers was one of his callings. He also was known for a voracious work ethic, which was ingrained in him from a childhood spent on a Nebraska farm

You may have seen a local news article circulating on social media that said women in Columbus earn 5 percent more than men. It took me by surprise because it goes against everything we know. Turns out, it’s not true. The Women’s Fund of Central Ohio just this year commissioned a study examining the very real pay gap between men and women in the region. The U.S. Census Bureau reports median earnings for men in 2017 in Columbus were $44,387, while for women they were $40,113.

For the region, 2016 data show men having median earnings of $50,690, while women earned $41,216.

I contacted the original publisher of the statement saying women in Columbus earn more than men, the web content outlet Fit Small Business, and it turns out they made an error. They removed the statement and issued a correction.

Speaking of women’s pay, I suspect Kurt Tunnell would be proud of the work being done by local law firms on pay equity in the profession. More about their efforts on Page 83.

Katy Smith, Editor October 2019 l ColumbusCEO

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I am writing in response to your lead story on page 28 of the September 2019 edition of Columbus CEO. Thank you for highlighting the incredible contribution so many individuals with developmental disabilities are making in our workplaces. Highlighting the progress will help more employers learn of the tremendous resource this community has to offer. I believe there also may be more to the story from organizations like UCO Industries. We have worked fervently to align with the principles of integrated community employment. We have blazed new trails locally and nationally in our quest to continually improve upon our business model.

DaviD amErinE, CEO, UCO Industries We loved the article! Everyone agrees this is the best way we have ever seen 14-C related issues explained. No varnish, just a straightforward look. It was awesome work.

JanE CarrOll, Goodwill Columbus The article will really help us in our mission. I spoke with Stacy Collins this morning, and she told me that she was contacted yesterday by someone who read the article and was asking for information on how to contact us with employment opportunities. It is a wonderful article, and we are

Matt Hundley: I’m a homeowner in Whitehall. I like the direction they are going with Norton Crossing and Whitehall Community Park to a certain degree. Very positive for the community. Mayor kim Maggard certainly deserves credit. This is a very good article. brad bell: I lived in the Glencoe subdivision for 25 years. The city of Whitehall has done NOTHING to improve our neighborhood. No sidewalks, streets have never been repaved.

Nothing for kids to do. I’m not that impressed, oh and by the way two terms is enough!

TOP wEb STOriES whitehall’s getting its groove back-thanks to Kim maggard inside apeks’ new cannabis oil extractor factory work opportunities expanding for individuals with developmental disabilities Photos: Positioned to Prosper

CorreCtions The Columbus Urban League should have been No. 20 on the Nonprofits Leaderboard in the September issue with $7.7 million in 2018 revenue and 77 employees. Accordingly, all organizations ranked 20 and lower should have had their rankings adjusted down one spot. A corrected version of the Leaderboard is available at columbusceo.com/leaderboards.

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Breakdown Compiled by KATY SMITH + Infographic by YogeSH CHAudHArY

Gold prices trending higher Recession anxiety can drive both gold and the U.S. dollar higher.

With stocks at all-time highs and bond yields near historic lows, precious metals such as gold have jumped in value. “Gold can be what I call a ‘fear trade,’ ” says Adam Koos, president of Libertas Wealth Management in Columbus. “When the economy creates

fear in the minds of investors, their fear can cause a flee to safety.

Since gold is a hard asset, it calms those recession-weary minds.” The price of gold also has been driven higher by robust demand from the jewelry business that’s been outstripping supply, Evy Hambro, manager of the BlackRock World Mining Trust, told Bloomberg and

CNBC in September.

The price of shares of GLD, the exchange-traded fund that tracks with the price of the precious metal‚ rose 20 percent over the three-month period, while the overall S&P 500 rose 2 percent, according to CNBC. The price of gold reached $1,550 an ounce in late August.

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prOfile

By KaTY SMITH + photos by rOb HardIn

Allison Green CEO

BrewDog USA In position since: March 2019 Age: 48 Education: University of Chester,

psychology and theology

Hometown: Blackpool, England Previous: BrewDog people director since January 2016 Karaoke song: “Don’t You Want Me”

by Human League; “The Gambler” by Kenny Rogers

Pets: 5-year-old dog named Hobbes and a tortoise named Flash

Calibrating crazy Allison Green is at the helm of a craft brewing operation so exuberant, so defiant, it seems like it could go off the rails at any minute. She’s putting people at the heart of plans to double sales and production at BrewDog USA.

I

t took Allison Green two minutes in conversation with her husband, John, to decide she was moving to Canal Winchester from Blackpool, England, to become CEO of BrewDog USA this past spring. What to do about her 5-year-old Labrador, Hobbes, was another story. He would have had to travel in the cargo hold of a plane

for nine hours, and who knows what getting him back to the UK for visits in a post-Brexit world would have involved—quarantine?

“As much as we really want him here, we’ve done the very grown-up thing—to the delight of my sister and her kids—and we’ve left him there.

So every day I get a good morning picture and a good night picture,” says Green, who is a “massive fan” of the comic strip Calvin & Hobbes.

“Two minutes deciding to come here, and deciding whether we should bring the dog or not took us three months. I have never been that indecisive about anything in my life.”

Hobbes is, in a way, the reason

Green ended up working for the most outspoken craft beer brand in the world in the first place. James Watt, who co-founded BrewDog in Scotland in 2007 with Martin Dickie (in Dickie’s mother’s garage, of course), is an ex-fishing boat captain who “worked the North Irish Sea with his dad and his granddad before he came to run this company,” she explains.

“We [first] spoke on Skype (about three years ago). The job was people director. And we spoke for about 10 minutes about great companies and what made them incredible, and I’m super focused: It’s people number 1, 2, 3 and 4. And five, the rest come after that. And then we spent the rest of

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Q&A

Allison Green was BrewDog’s people chief for three years before becoming CEO of its U.S. business. Here’s how she’s building its culture here.

How do you describe your team?

They would describe themselves as a group of dysfunctional individuals (said affectionately). They are committed, passionate, incredibly loyal. And they absolutely believe in what BrewDog wants to do. They believe that we’ve come here to make a real difference in the community, and then hopefully, across the U.S. And our beer has to be amazing. Because in the U.S., everybody expects craft beer to be amazing.

So that’s just an entry point for us. Our team [members] truly are here because we come into communities, we pay great wages, we’ve got really good benefits, we develop people from within.

Our teams believe in us believing in them. As a result of that, they’re phenomenal.

You’re taking a very people-centric approach to your leadership.

What are you putting in place?

I’ve said that every quarter—providing we are on track financially— we will look together at the things that we can do to make us an incredible employer.

And so we had quarter two, which is April, May, June, and the team did amazing. They delivered the top line number and controlled costs.

Phenomenal. So I asked them what were the things that they would like? And so (in July we launched) an employee assistance program.

It’s a 24-7 helpline for anyone that works for us and their families. They can call and get support if they are suffering from stress at work, if they’ve got financial difficulties or bankruptcy, and their family is struggling. Or if they’ve got problems with drug or alcohol abuse from any of their wider family. We’ve now got July, August and September, and the next thing they said was

the 20 minutes sharing photographs of our dogs. I told him all about Hobbes, he told me all about Simcoe, which is his dog named after a hop, obviously.

And I think that’s probably why we hit it off … and he offered me the job.”

Green had the chance to lead U.S. operations after previous CEO Tanisha Robinson moved into a “chief disruption officer” role for BrewDog internationally. She’s since started a canned drink venture, W*nder, according to her LinkedIn profile, and is no longer employed by BrewDog. Besides having to leave Hobbes behind, what’s been the most difficult part of Green’s transition to the U.S.?

“Portion sizes,” she says. “Oh my

really important was the BrewDog Foundation, which is how we have a million pounds a year to spend across the globe doing great stuff for communities. I launched it here in June, and we had 60 charitable organizations come and listen to [a presentation about] what we’re going to do. And so the team said, as well as money, they want to give some time. So I said if we hit our number in September, then for the last quarter, I’ll launch an extra volunteer day every year. They’ll get [the usual] 20 paid time off days. And then they’ll also for one day be able to go and volunteer for a charity that is super important to them.

For me, linking it to business performance demonstrates the value they bring. Next year, we’re looking at better maternity and paternity provisions.

And we’ve got a number of BrewDog babies now here, which is amazing.

god, they’re giant.” Learning to drive was no biggie. “It’s great driving here.

The roads are really wide.” Walking proved a tougher challenge. “I live in Canal, about 1.5 kilometers from here (that’s a little less than a mile). And I walked to work the first few weeks.

People stopped to ask me if I needed a lift. My first day someone stops and says, ‘Honey, are you OK?’ And I was like, ‘Yeah, I’m just walking to work.’

And she was like, ‘Why?’ ”

•••

Green grew up in the retail trade, working as a waitress in bars while she attended University of Chester in England. First she studied math, and

then sport science because she liked rugby, but ultimately she honed in on a dual psychology and theology major, both fields “about the people stuff,” she says. She went on to hold positions in HR and operations at various companies. “I have worked for great companies,” she says. “I’ve worked for Footsie 100 companies in the UK (slang for Financial Times Stock Exchange 100 Index). I’ve worked in private equity companies, which are very fast-paced and all about delivering profit. I’ve worked in charities. I loved that I worked for the Youth Hostel Association. So I’ve had great jobs.

“I think the reason that BrewDog is so great to work for is, honestly, there aren’t really any rules. Our mission is to make everyone as passionate about craft beer as we are. And we do it in a way that that is real, and independent and true to our charter—you can almost do anything you want. That works for me. I’m not very good with rules, systems, processes.”

Sounds about right, considering BrewDog’s in-your-face, punk rock ethos. “At BrewDog we reject the status quo, we are passionate, we don’t give a damn and we always do something which is true to ourselves. Our approach has been anti-authoritarian and non-conformist from the word go,” Watt wrote in his book, Business for Punks: Break All the Rules—the BrewDog Way. “Rip up those stuffy old textbooks, reject the status quo, tear down the establishment and embrace the dawn of a new era. … Businesses fail. Businesses die. Businesses fade into oblivion. Revolutions never die.

So start a revolution, not a business.”

Watt’s not just posing. What craft beer brand has an airline giving people branded vacations? Or a hotel with beer coolers in the showers, like it has at the DogHouse in Canal Winchester?

On Twitter this fall, Watt floated the idea of adding a pool with a swim-up bar to its Canal complex. (Full disclosure: It is Allison’s wonderful, crazy idea. Watt and Dickie are considering it.) Because why not?

The attitude—and great beer—have earned BrewDog the admiration of a legion of fans and 120,000 so-called Equity Punks, 9,000 of them in Central Ohio, who can invest a minimum of £47.50 in the company in exchange for perks, special access to fun and more.

The crowdfunding has helped propel October 2019 l ColumbusCEO

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BrewDog Based: Ellon, Scotland Founders: James Watt and Martin Dickie Reach: 85 bars, sales in 60 countries U.S. employees: 220 Local employees: 170 Projected 2019 U.S. sales/production: $20

million/50,000 barrels

the company to rapid growth—it was named one of the fastest growing brands in the UK in September after San Francisco-based TSG Consumer Partners valued the company at $1.24 billion in April. TSG, which has a $264 million minority investment in BrewDog, is bullish on its plans—and on Green’s hire.

“Having been with BrewDog in the UK for over three years, Allison really knows and gets the unique BrewDog culture,” says TSG President Jamie O’Hara in an email to Columbus CEO. “She has done a brilliant job so far in making sure the culture is just as

strong in America as it is in Scotland.

The U.S. business is having a very strong 2019 and sales are up over 90 percent year to date, which is tribute to the great work that Allison and all of her team have been doing. We have big plans and many opportunities to capitalize on in 2020.” Those plans include doubling U.S. sales and production to $20 million and 50,000 barrels this year; opening bars in Indianapolis, Cincinnati, Pittsburgh, and elsewhere; opening a bar at the Rocket Mortgage Fieldhouse, home of the Cleveland Monsters; launching distillery operations in Canal including a partnership making bourbon with Columbus-based Middle West Spirits; building a mini-golf course on its 42-acre Canal Winchester campus; and adding suites situated in cargo containers to the DogHouse, complete with patios. Deep breath.

•••

The breakneck pace of expansion doesn’t seem to be slowing. BrewDog is in 15 states and 60 countries, and it has more than 85 bars. It had half that number just a few years ago.

Its pubs in Columbus are booming, and the DogHouse is running at 90 percent occupancy, says Jon Quick, BrewDog USA’s head of retail. “Our retail businesses [including at the Columbus pubs] was up 39 percent as of last month, which is absolutely incredible,” Quick says. He came to BrewDog from the Walt Disney Co. in Florida, where as a guest engagement manager he oversaw building projects and worked on the beverage program.

A fan of its beer and its uncompromising personality, Quick had his eye on BrewDog as a dream job before it even moved to the U.S. in 2017.

Doubling sales when a company is still small is not so difficult, and for all its swagger, BrewDog is still small, to be sure. With production at 50,000

I think the reason BrewDog is so great to work for is, honestly, there aren’t really any rules.

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barrels, it would be the third-largest craft brewer in Ohio, according to Bizjournals. No. 1, Great Lakes Brewing Co., did 143,000 barrels in 2018. Still, with the craft industry growing at 4 percent, Green says, BrewDog’s doubling performance warrants a toast.

But can it keep up the pace?

“It’s very easy to expand your distribution, and grow your footprint and your production that way,” says Rick Armon, veteran beer writer for the Akron Beacon Journal and author of the book Ohio Breweries. “But the question is whether it’s sustainable”— whether people like your beer enough to keep drinking it. One challenge BrewDog faces in craft is that local is king. “The eat local, drink local, buy local movement has really taken a foothold,” Armon says. “And I’ve seen regional brewers have to pull in and contract, and they’ve seen their sales decline, not because they aren’t making great beer. But if I’m a brewer in Columbus … When I take that beer and try to sell it in, [say] North Dakota, it’s not seen as a local product. The beer sold in North Dakota is what people are craving.”

What BrewDog has going for it, Armon says, is great beer. It could leverage its painstaking insistence on quality to create local variations that would give it a strong foothold in the communities where it lands.

•••

The personality test BrewDog uses to promote teamwork involves colors, not the names of character traits. Red is for getting things done, and “I am incredibly red,” Green says. “Ally is a complete force of nature,” Quick says.

“She is 100 percent the most uncompromising person I’ve ever met. She’s incredibly driven and focused and passionate. She’s always putting her people first, in every possible way.”

Green puts the ball back in the employees’ court. “Keeping that culture and engagement and involvement as we grow is everybody’s challenge, not just mine,” she says. “Everybody who works for us—all our senior team, certainly all of our managers and leaders of people.”

This year’s Aug. 24 annual meeting for investors and the community, the AGM—at BrewDog, that stands for

“Annual General Mayhem” instead of “meeting”—was the largest in U.S. history with more than 8,521 attendees. It was 11 hours long and involved 25 breweries, 12 food trucks and 10 bands, with Manchester Orchestra and Caamp headlining.

(Green wanted Dolly Parton, but she is not touring this year, and BrewDog probably couldn’t afford her if she was, Green says.)

Like they do annually, the founders took to a stage to share the year’s accomplishments and goals with Equity Punk shareholders. “Our plans are incredibly ambitious, to grow again, double for year three, start to make really good profit so that we can reinvest back into the business,” Green says. “Keeping that up is incredibly challenging. I guess my biggest thing [is] I just don’t want to [mess] it up. I am so incredibly lucky to lead it, the people that I’ve got are phenomenal.

They’re not all the time, obviously, but in general they are amazing. And they deserve the very best of me that they can get.”

Katy Smith is the editor.

Opportunity Awaits.

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38,158 residents in 14,814 households within a 10 minute drive. The advantages are here. Shouldn’t your business be, too?

To obtain a free market analysis or to find out more about opportunities in Groveport, call Jeff Green at (614)836-5301. www.groveport.org October 2019 l ColumbusCEO

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TeCh Talk

MyDentalTime Mydentaltime.com

By Cynthia BEnt Findlay

MyDentalTime brings office tech to independent practices

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new health care tech startup, MyDentalTime, wants to help dental practices and patients manage the setting of appointments.

The venture also will help scratch the founder’s entrepreneurial itch.

Dr. Amit Patel, a dentist in group practice in Gahanna, says after helping his own group, Stoneridge Dental Care, grow, he wanted to create a business while staying in his dental practice.

“I also felt a need in my office to not only free up some of my team

from the phone calls coming in but also a way for our existing and new patients to find us, book appointments, make getting an appointment a lot easier than it’s traditionally done, which is calling a dental office,” Patel says. Patel did some research, teamed up with Columbus software firm Big Kitty Labs, and MyDentalTime was born.

While many larger medical practices, especially those connected with large health systems, have their own scheduling platforms, Patel says dental offices are different.

dr. amit Patel

Photo courtesy Dr. amit Patel

language research funded by Facebook Michael White, professor of computational linguistics in the Department of linguistics at Ohio State University, has received a three-year, $2.4 million research grant from Facebook.

White’s research focuses on linguistics theory and its potential to improve natural

language generation in artificial intelligence systems.

The research is fundamental and may have practical applications for bettering conversational bots and assistants like Siri and alexa.

White’s work on ambiguous language and how computers handle it—or don’t—has

been featured in national publications including The Atlantic.

The research will follow the terms of an agreement between Ohio State and Facebook that calls for open science sharing of the intellectual property developed during the project.

Business: Software as a service for dental practices offering scheduling, payment and more.

Founder: Dr. Amit Patel, DDS Funding: Self-funded

More than half are still solo practitioners, according to the American Dental Association, and Patel says many are only beginning to catch up with the new technology out there because of the costs associated.

“It’s been a bit of a barrier for dentistry in general,” Patel says. “Still probably 20 percent to 30 percent of practices are using paper charts.

And even those who have invested in tech, probably another half are just using it for the very basics like bookkeeping and basic scheduling.”

Patel says the more affordable costs of software as a service means he’s able to aim for an unfilled niche.

Current scheduling software submits appointment requests to the practice’s office, Patel says. Office personnel then must follow up and actually complete the appointment booking. MyDentalTime schedules the appointment directly in the practice’s management software with no additional man hours required.

Patel says the other differentiator is that MyDentalTime starts with the patient’s schedule as the primary focus. Patients can seek out the best time for their own schedules. MyDentalTime also can take payments.

The company launched at the beginning of August. Patel is determined to bootstrap his way through initial development and has paid for the project himself despite interest from angel investors.

“Early on, I felt that’s not for me,” he says. “I don’t want to take $50,000 to have someone over my shoulder.

It’s not that I don’t want advice—I seek it all the time. But I definitely feel once you take capital, you are answering to someone, like it or not.

And at this stage, I’m not ready for that. Who knows, that may change in the future.”

Cynthia Bent Findlay is a freelance writer.

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Advertisement

thought leader of the Month

ICe MIller Sell wIth SuCCeSS

Six critical controls to strengthen business transactions

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usiness owners generally are planners by nature and seek to control circumstances impacting their businesses. But all too often, they seem to deviate from that approach when dealing with the most important event of their business lives: the sales of their businesses. The tips below can help redirect a business owner who may be passively falling into a transaction and re-instill that natural tendency to actively control what he can and should.

Conduct some “spring cleaning.”

Clean up any gaps in your governing documents or records. Resolve pending claims or disputes. Do not let simple, “fixable” issues impact the value of the business or your ability to close a deal.

Lock in value. Take some basic steps to ensure the assets of the business are on solid footing. Register intellectual property where appropriate.

Protect confidential information and

key relationships with employee noncompetes, nondisclosure agreements and assignments of inventions. Tie up any mission-critical vendors and key customers with long-term contracts.

Know that culture is key. A cultural fit between organizations has always been important, but that importance has heightened in recent years—and culture disconnects are killing an

“Understand what is wanted out of the business sale beyond a big pay day, or critical, noneconomic terms are not going to be properly addressed.”

Joe Keglewitsch

Partner, Ice Miller Business group

increasing number of transactions. In a world where employee attraction and retention is extremely difficult and bad publicity is a tweet or post away, buyers cannot afford to inherit issues that will affect employee morale, productivity and public perception.

Engage in some soul-searching.

Understand what is wanted out of the business sale beyond a big pay day, or critical, noneconomic terms are not going to be properly addressed. Is the plan to ride off into the sunset, or is it important to remain active in the business?

Is the idea of working for others and no longer being your own boss anathema?

Are there family members who want to remain involved in the business? If a deal is going to succeed on multiple levels, the consideration of key terms must be multi-layered also.

Be honest with yourself. Are you being realistic about price, and is your conception of value based upon an expert, third-party valuation? Is the business in the best position to be sold, or is there some work that needs to be done?

Prepare for the distraction. The sale of a business absolutely devours the time and attention of key leaders, and the business often can suffer some amount of operational and administrative neglect. Do not assume the deal will close and those problems will be owned by the buyer. Even if it does close, part of the purchase price might hinge on post-closing performance. Plan for the distraction, make sure strategic initiatives and basic housekeeping alike are addressed prior to starting the sales process, and build the infrastructure to allow the business to operate seamlessly while attention is elsewhere.

Joe Keglewitsch is a partner in Ice Miller’s Business group. He handles complex corporate and business law issues for both private and public companies, with a focus on and extensive experience in mergers and acquisitions, general corporate counsel, complex commercial relationships and entrepreneurial legal issues. Contact him at josef.keglewitsch@icemiller.com or 614-462-2279.

Ice Miller llP 250 West St., Suite 700 Columbus 43215 614-462-2700 • icemiller.com

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9/17/19 2:33 PM

Briefing

max Brickman

By Katy Smith

Serial entrepreneur Max Brickman has landed in Columbus to raise his next Midwestern fund.

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new venture capital fund has arrived in Columbus with hopes to connect Midwestern manufacturing families with Silicon Valley innovation. Heartland Ventures was launched by Milwaukee native Max Brickman, who leveraged money earned from a landscaping business into a 450-unit multifamily real estate enterprise before he graduated from high school.

Brickman, 27, is an entrepreneur multiple times over. The real estate venture propelled him into founding a general contracting company operating in the Midwest, doing projects for big-box retailers. Then, as an Indiana University student in Bloomington, Indiana, his startup CleanSlate designed a special paper

Photo courtesy HeArTLAnD venTUreS

Optimism in the heartland

to prevent cheating on standardized tests, such as those administered by Scantron. Brickman later launched Heartland Ventures Fund I three years ago in Fort Wayne and South Bend, Indiana, where he and Mayor Pete Buttigieg engaged Silicon Valley investors with the city as they made their “Comeback Cities Tour.”

Heartland’s strategy is a bit counterintuitive, and it’s worked. It invests in Silicon Valley startups that can benefit from doing business with deep-rooted Midwestern corpora-

tions, such as manufacturing companies. The idea is that the established companies can use the startups’ new technology, while the Silicon Valley set can tap their partners’ opportunity and expertise. The fund has raised $15 million and invested in seven companies.

Making Columbus home base for the launch of its second fund, Heartland has a handful of employees in an office in the Short North. It also has announced plans to expand to Indianapolis.

Taking internship to a whole new level Some companies use interns for drudgery such as filing, copying and collating with a little meaningful work sprinkled in. How about using them to brainstorm solutions to high-level business challenges?

The risk institute at Ohio State University, which held its annual gathering Sept. 27 and 28, offers members access to partner with students working toward MBAs and specialized master’s in finance degrees to develop ways to combat risk.

Through 64 engagements, students have been offered jobs at the likes of Worldpay, Discover, Abbott nutrition and more. “it’s about experiential education,” says Phil renaud, the risk institute’s executive director. “it’s making sure that we’re preparing students beyond the classroom. for the companies, they may not have the staff or training inhouse to devote to these issues.

Students get to meet really great companies with strong potential that they are hired after the end

of the project.”

Student exercises have resulted in strategic recommendations for Columbus region companies.

SeA Limited, which provides clients with forensic consulting and consumer product testing, changed how it approached internal processes as a result of its partnership with the students.

At the State Teachers retirement System of Ohio, students helped investment staff move toward a factor-based portfolio in 2018.

And Discover global network

spent three years with students looking at how to spot risk associated with third-party business partners.

“The students helped us see our business issues from different perspectives, which led to breakthroughs in our approach,” Cindy Bertsch, director of Discover financial Services, said in a statement. “in each project, there has been at least one idea or nugget of new information that has continued to grow in our business after the project ended.”

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spOtlight

By Mary StErEnbErg + photo by rOb Hardin

small Business

sparkling opportunity Kathryn Dougherty saw an opening to cultivate the market for canned beverages and went straight for it.

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athryn Dougherty will deliver the first 20,000 cans of her new product, Spritz Sparkling Tea, to retailers this fall. That will officially kick off her ambitious goal of hitting the $1 million mark within the first 12 months of product sales.

Dougherty’s startup targets health conscious Midwestern women who drink unsweetened tea or sparking water—a $560 million annual market. And she knows she has a strong product: lightly sparkling, non-alcoholic tea infusions with no calories and bold flavors. Her market research showed 85 percent of women would grab her cans from the shelf, and 85 percent would buy her beverage again. These results helped Dougherty win best pitch at the Rev1 Ventures Customer Learning Lab. “I’m going to build a company based around an unmet need, the passions I have around women’s empowerment and health and fitness,”

spritz sparkling tea 2025 Riverside Drive, Columbus 43221 spritzbev.com buSinESS: startup making ready-to-drink

sparkling teas.

FOundEr: Kathryn Dougherty Funding: self-funded as of september 2019 EMplOyEES: One, plus up to seven intermittent employees

Kathryn dougherty says Dougherty, 32.

Rebol café in Dublin, North High Brewing Co. and shared workspace Haven Collective will stock the first two flavors: a hibiscus herbal tea flavored with dragon fruit, guava and mango, and a green tea with peach, lemon and pomegranate. Dougherty also sees the product as a good fit for boutique fitness centers and local grocers with a suggested retail price of $2 to $2.50 per can.

Rebol Operations Director Adam Heath says Spritz Sparkling Tea “checks all the boxes” the restaurant looks for in products: it’s local, healthy, has phenomenal flavors and is available with caffeinated and noncaffeinated options.

“Her product is allowing me to

take bigger vendor items out of my cooler and replace them with this,” Heath says. The café’s sister restaurant, TownHall in the Short North, will also carry the tea.

Dougherty’s path to founding Spritz Sparkling Tea started in her kitchen three years ago. The Johnson & Johnson marketing manager was hosting Friday night gatherings for her health conscious friends, and she began experimenting with different drink options that were fun but kept her guests hydrated.

“We’d sit around the table, just kind of celebrating friendship,” Dougherty says. “We always felt like there’s that moment when raise your glasses and clink them, and because a lot of us didn’t drink alcohol, we

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“I’m going to build a company based around an unmet need, the passions I have around women’s empowerment and health and fitness.”

Kathryn DOughErty Founder, Spritz Sparkling Tea

didn’t have that moment.”

After testing different unsweetened teas mixed with botanical ingredients, Dougherty made a concentrate of her rose petal, strawberry herbal tea creation and added a sparkling water.

The result was a dinner party hit.

“Something about those bubbles changed it from a beverage to an experience,” she says. “People were texting me saying, ‘You should bottle that.’ ” After the birth of her sparkling tea idea, Dougherty spent the next year learning how to make her product shelf-stable and safe, and how to scale in the beverage industry.

Dougherty self-funded development of her product and will begin looking for angel investors this fall to raise $500,000 to fund two employees in operations and sales. Her last day at her full-time job was in September.

“I’ve always wanted to be an entrepreneur. I knew this day was going to come so I always saved,” Dougherty says. “It was a lot easier to be confident that I could spend some money to invest in myself and my dream and this business out of those savings.”

Dougherty wrote her business plan as part of the Women’s Small Business Accelerator Inspired Entrepreneur program. Accelerator Co-founder and Executive Director Mary McCarthy says using angel investors to get the product to market quickly will be key for Dougherty. “She can get there on her own, but it’s very costly. She’ll get to market faster and before someone else says, ‘I love that idea and I’m going to do it,’ ” McCarthy says. She credits Dougherty with doing her homework and listening to advice.

“She’s done everything so that when an angel investor asks a question, she has the answers.”

The future looks like Columbus State At Columbus State Community College, we partner with companies across Central Ohio to train workers for the in-demand jobs of today and tomorrow. We’re building the next generation of workers for 21st-century careers in IT, healthcare, manufacturing, and beyond.

Learn more at cscc.edu

Mary Sterenberg is a freelance writer.

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spOtlight

By Lin RiCE + photo by ROb HaRdin

score mentors Leslie Kulis and Randy Zipfel

Nonprofit

Advice corps score helps new business owners get off the ground and stay there.

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s Central Ohio’s business community grows and changes, so too do the needs of its business owners. And for a nonprofit like Score, which provides free and inexpensive services to business owners trying to find success, changing with the times is also a necessity.

Score is a nonprofit organization partially funded by the Small Business Administration with about 300 chapters across the United States.

Its mission is “helping small businesses get off the ground, grow and achieve their goals through education and mentorship.”

To accomplish that, Score provides volunteer business mentors to aspiring entrepreneurs, along with workshops on starting and managing a small business.

“We help whomever comes,” says Randy Zipfel, chair of Score’s Co-

score

columbusoh.score.org MissiOn: to foster small business

communities through mentoring and education.

natiOnaL aCting CEO: Bridget Weston LOCaL CHaptER CHaiR: Randy Zipfel LOCaL EMpLOyEEs: 1 paid administrator and

about 45 volunteers

Funding sOuRCEs: Federal small Business

Administration funding, workshop fees and donations

lumbus chapter and a small business mentor. “A lot of people are just looking for general business help. There are no limitations on where they are in their business cycle—we’re here for the life of the business and want to develop long-term relationships with our clients.”

Columbus workshop chair Jim Allen says Score tries to present seminars relevant to its audience’s most pressing needs. “The three basics of starting a business have been where we’ve put a lot of focus with our workshops—how to write a business plan, a marketing plan, and writing a financial plan,” Allen says. “Along with that there’s been a big focus on social media and digital marketing.”

Zipfel says he meets monthly with about six or seven clients, providing general guidance as their businesses grow and expand. “That might include talking about potential new products or marketing challenges or their supply chain— whatever the current challenge might be.”

For Alice Foeller, CEO of web design and online marketing company SiteInSight, working with a Score mentor helped her stay disciplined about the aspects of her business that weren’t necessarily her favorite tasks to perform. “There are always things in your job that you just don’t have a passion for, and for me that was things like profit-loss statements, the financials,” Foeller says.

She began meeting with a Score mentor each month, which motivated her to regularly get her financials updated and presentable. As a result, they were able to see which of her business’ services were performing well and which weren’t and make the correct adjustments. Eight years later, she and her Score mentor still meet monthly.

Lannetta Knotts has been regularly meeting with her Score mentor for nearly a decade. President and founder of Maraye Design Studio, Knotts was formerly a project manager at Ohio State University but

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“There are no limitations on where they are in their business cycle— we’re here for the life of the business and want to develop long-term relationships with our clients.”

Randy ZipfEl, Columbus chair, Score was looking for a change.

“I realized that my next step should be starting my own business,” Knotts says. “I was teamed up with a retired executive (Score mentor), and he sat down with me and walked me through building a business plan and a marketing plan.” Since she launched Maraye, “I’ve taken a number of their courses as well—I don’t think I could have done it without them.”

As Columbus continues to grow, Score has its job cut out to keep pace, Zipfel says. “We’ve done a great job recruiting (volunteers), but Columbus is such a big market, and we haven’t made the penetration that we should here. So we’re really trying to ramp up awareness of Score and its services as well as our volunteer base and the diversity of that base so we can reach more clients.”

The nonprofit has about 45 volunteers—more than twice what it had at the beginning of the year—and wants to double that number again. The effort will take additional funding, Zipfel says, and a campaign is being organized. The SBA provides about 30 percent of the nonprofit’s annual budget of between $30,000 and $35,000, with additional funds derived from workshop fees and donations.

Allen says effort has gone into diversifying the volunteer group to match the diversity of the clients found in the Columbus region. “Previously we were mostly a lot of retirees, but if you look at the chapter now we’re more diverse, with more women and minority volunteers,” he says.

“We still have a ways to go, but that’s probably the biggest change I’ve seen in my time here.”

Lin Rice is a freelance writer.

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spOtlight

By Cynthia BEnt Findlay + photo by ROB haRdin

innovation

Raising companies ikove Capital is doing the difficult work of nurturing market-worthy enterprises from university research.

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pair of Brazilian high school buddies is poised to make a difference in the Ohio tech scene. Ikove Capital, founded in 2014, operates more like a business foundry than a traditional venture capital fund. Over

“less than 1 percent of VC money is involved in early-stage commercialization.

We have an incredible amount of stuff sitting at research institutions.”

FlaViO lOBatO, managing partner and co-founder, ikove Capital

ikove Capital

1330 Kinnear Road, suite 200 Columbus 43212 ikovecapital.com BusinEss: Venture capital firm nurturing

early-stage companies born of Midwestern university research, especially at Ohio state University.

FOundEd: 2014 inVEstEd tO datE: $70 million PORtFOliO COmPaniEs: 14 EmPlOyEEs: 25

Rodolfo Bellesi, left, and Flavio lobato at ikove Capital offices the past few years, it has generated a stable of promising tech firms out of research done at Central Ohio research institutions—and also helped push some $70 million of investment into them.

“Our model is a little different—we call it venture development,” says Flavio Lobato, principal, managing partner and co-founder of Ikove. Lobato says he was lured to Ikove, and the Columbus region, by longtime friend Rodolfo Bellesi. Bellesi, who earned a master’s degree in engineering from Ohio State University, was back in Columbus in 2014 and visited with Robert Lee, former chair of OSU’s Department of Electrical and Computer Engineering.

Bellesi has a varied background, including stints at Teradyne in Boston and in real estate development in Brazil, and a yen for technology and entrepreneurship. A conver-

sation with Lee brought up the need for a bridge between a flow of research at Ohio State and access to venture capital.

Bellesi called on Lobato, who developed deep ties to global capital during a career at such firms as Liongate Capital, where he served as executive director, Goldman Sachs and other companies around the world and in the U.S. Lobato says when he and Bellesi saw the huge undeveloped potential lurking at Midwestern research institutions like Ohio State, they knew their course immediately. “There is such a well to be mined,” he says.

“There is $70 billion invested in basic research through universities in the United States, of that 20 to 25 percent is invested in the Midwest, but less than 3 percent of venture dollars are invested in the region. Less than 1 percent of VC money is involved

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in early stage commercialization. We have an incredible amount of stuff sitting at research institutions.”

Ikove does a lot of the heavy lifting that founders traditionally do—identifying early stakeholders, assembling or fleshing out an executive team, helping structure market strategy, legal and accounting groundwork, even website and product design.

“They are doing a lot of what I’d call the grunt work that later-stage venture firms don’t want to do,” says Lindsay Karas Stencel, a partner with NCT Ventures. “There need to be parties in the ecosystem to fill in that gap and it is hard to do. I’m glad that someone is doing it.”

Often, Ikove’s role is to find the market problem that a new technology can solve even before the researchers do. Ikove’s first foray into venture development was Nikola Labs, a wireless power technology company spawned by research from Chi-Chih Chen at OSU’s electroscience lab.

Will Zell, CEO at Nikola, connected with Bellesi and Lobato in late summer 2014 just as they were beginning work on the model for Ikove. Zell knew Chen’s research had giant potential but wasn’t yet getting traction on funding—or a market strategy. Ikove’s nascent team helped Zell and Chen pivot their ideas to their current focus on wireless sensors for manufacturing.

The company is now in rapid growth mode, with 30 customers already, including several in France. Zell projects the company should double in size within the next year and potentially employ hundreds here in Central Ohio within the next two to three years.

Then, there was the funding. Zell says Ikove’s network of global investors dove into Nikola with both feet.

The company has raised just under $10 million from capital based around the world, Zell says.

On its way to a near-term goal of $1 billion in equity value, Ikove has built a portfolio of nine other young companies in the STEM, biotech and agritech industries, including tissue engineering company ParaGen Technologies and its stable of four medical device companies that hope to revolutionize wound care, orthopedic, peripheral vascular and hernia care.

Cynthia Bent Findlay is a freelance writer.

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AgendA

Connections

national Veterans Memorial and Museum

August 21, 2019 + Photos by Dan TriTTsChuh

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HR excellence Awards Columbus CeO honored 13 professionals and teams for outstanding work in human resources.

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donna Margala and Brian Hamilton Ray Syal and Julie Tutkovics Valarie and John Kesel Robyn Pollina, Shawn Richard and Ron Calhoun Aerica Meacham, Matthew Hall, Linda Brown and niki Lombardo Carol Ventresca, Laura O’Toole, Marcia nelson and danielle Willis Kyle and Kelsey Hines, Ashley Petiya, Carman and Jeff Wirtz emily Riepenhoff, Meenu Vengal and Sara Chase Kasandra Cook, Jennifer davis, Brad Harshaw, Leslie nutter and Laurie Rinehart-Thompson Michelle Beiter, Suzette Rathke, Michelle Phillips, Jessica McAdams and Ryan Miller Tikara Robinson, Matilda Woods and Tommy Alexander Kim Ruckman, dan ginis and Jackie Shutt Kim Kiehl, Amanda Shaw, Heather Boyer and Heather Mast

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Advertisement

TRUST! Spotlight on Crimson Cup Coffee & Tea Recognizing local leaders for advancing trust in business

Crimson Cup Coffee & Tea 1925 Alum Creek Dr. Columbus, Ohio 614-252-3335 crimsoncup.com Founder and president: Greg Ubert Full-time employees: 75 Founded: 1991 BBB Accredited: 1995 About: The Fair Trade-certified coffee roaster imports nearly 500,000 pounds of coffee annually from more than two dozen countries and participates in a Friend2Farmer direct trade program, which supports small-plot farmers in several South American countries.

Your team won the Torch Awards for Ethics for your best practice that centers around the Trust Principle, “Enthusiastically Reinvest!.”

Can you give some background about your organization’s commitment to giving back to the communities you serve?

Our mission is to create meaningful relationships that inspire healthy communities, and we are energized by the concept of community. We share our energy through coffee and by investing in the communities we serve, both here in Central Ohio and in coffee-growing communities.

Through our Friend2Farmer direct trade initiatives, we can identify first-hand the needs of the coffee partners we work with and offer sustainable solutions. The program has supported life-enriching projects to further develop housing initiatives, education opportunities and health programs.

We operate at the same level with our local partner-

ships. Crimson Cup donates products and our Cuppers donate time to support local nonprofits that share our values.

How have your philanthropic programs helped shape your organization’s culture?

We are proud to align ourselves with organizations that care just as deeply about giving back and creating positive change as we do. That is why we are so happy to continue our long-standing partnerships with See Kids Dream and The Cancer Support Community of Central Ohio.

Our long-term commitment to these groups allows our team to fully understand who our partners are, so they can share stories about the great things happening as well.

How do you integrate your intentional focus on giving back into your daily operations?

Our core values—Achieve Results, Give Back, Have Fun—are threaded through ev-

Crimson Cup founder/ president Greg Ubert (center) with BBB’s Kip Morse and former BBB staffer Roberta Camp-Albert

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erything we do. We know that the more successful we are as a company, the more we are able to give back. In 2018, we were proud to give more than $89,000 to nonprofit organizations at home and abroad.

What are some ways that you engage your staff to give back?

We promote giving back as a way of doing business. In February, we invited our Cuppers and coffeehouse partners to visit the coffee community in Siguatepeque, Honduras, to learn first-hand about our impact. Our Cuppers are always encouraged to participate in events that support our partners, such as spending time with students through the See Kids Dream program.

Each month, Better Business Bureau Serving Central Ohio is recognizing a local business that exemplifies one of its six TRUST! principles, the framework on which its Torch Awards for Ethics are evaluated. This month, 2017 Torch Award recipient Crimson Cup Coffee & Tea showcases the principle of “Enthusiastically Reinvest!,” in which the leadership team actively supports the communities that support them and transfers their ethical beliefs through their engagement with their industry, employees, customers and vendors.

To learn more about BBB’s TRUST! Framework or for a tool to assess your organizational integrity, visit bbbBuildTrust.org.

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AgendA

Connections

August 10-13, 2019 + Photos by Larry Hamill, Shellee Fisher, OSP Images and Peter Ahn

Downtown Columbus

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ASAe Meeting

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Columbus hosted the influential American Society of Association executives for four days of events and meetings.

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Mayor Andrew ginther and Patricia Blake Brad Russell and Kayla Powell Chris Coffin, Andrea Barker and Julia Hansen gina Predovich, Victoria Kipp, Kerri Joseph and Suzanne Turgeon Melanie Smith, nancy darr, Brenda english and Rose Betras Charles Hill, Cathy Lyttle and Frederic Bertley Franklin County Auditor Michael Stinziano, Celia Anderson and Tom Katzenmeyer John Page, Lauren Herring and Bruce Wimbish Jeremy Leifel, dan Williams and Michael Shannon Taylor Savage, Charles Hill and duane gibson Robbie Banks, Chris Wingenfield, Crystal Pitakos and Amanda Chiodo Beth ervin and Audrey Hall Kevin Boyce and Brian Ross

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Agenda

CEO COrnEr

Compiled by Katy Smith

Up TO THE CHAllEngE Health care reform was cited as a challenge by a declining percentage of CEO Year survey respondents in 2018.

Three former award recipients and finalists share what trends they’re seeing for health care costs in their organizations, and what value they place on being able to offer health insurance to employees.

Doug Ulman

Lisa Ingram

Scott McComb

CEO, pelotonia

CEO, White Castle

CEO, Heartland Bank

Though we’ve seen an increase in the cost of health care for our team over the past few years, it remains a top priority for pelotonia to provide the best possible insurance options for our employees and their families. We place a lot of value on investing in the health and wellness of our team and try to do so in as many ways as possible.

Access to innovative and high-quality care for all is something we believe in deeply— which is why we work every single day to accelerate funding for cancer research so that the results can be disseminated in order to positively impact health outcomes for patients around the world.”

As a family-owned business, White Castle is celebrating its 95th year of offering health insurance to our team members.

It’s a benefit we greatly value and one our team members crave. Over the years, cost and coverage options have constantly changed. Our focus as a business remains on providing the best benefit for the most affordable cost, and from our team member survey, we know our investment and commitment is appreciated.

Health care offerings by employers are often the primary decision metric for associates when choosing the right team for their future career. For this reason, it is imperative to have a competitive benefits plan. It is also important to consider deductibles associated with health care plans, so that employers and associates are both considering health care costs to manage the cost of claims. As companies have taken action by developing and enhancing wellness programs, increasing associate education on how to wisely use their coverage, and shopping their coverage annually, some have experienced cost savings.

VOTIng OpEn THrOUgH SEpT. 27. Help choose the 2019 CEOs of the Year at columbusceo.com.

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Andy and Kristen Joseph have found themselves immersed in the Wild West that is the cannabis industry.

The Johnstown entrepreneurs just keep saying yes.

i

By chLoE tEAsLEY + PHOTOS By rob hArdin

nside Apeks Supercritical’s new 30,000-square-foot Johnstown facility, 45 employees bustle, building CO2-powered botanical oil extraction machines and all their components from, basically, the ground up. Welders hunched over metal tubes, sparks spraying, connect and smooth the parts. Employees make sense of tangled colored wires to power the machine. An R&D area is used to find innovations that will keep making Apeks extractors even better.

Large wooden crates are built in-house and stored on towering shelves waiting to hold the precious cargo.

Two German Shepherds, Nela and Gero, trot through the building at Andy Joseph’s heels.

Apeks this summer moved from a 17,000-square-foot facility, but its beginning was far more humble—in a pole barn on founder and CEO Andy Joseph’s property back when

he still thought the California clients contacting him actually wanted to extract “lavender” oil. Fast forward and Apeks is projected to generate $24 million in sales this year, doubling its 2018 revenue, which comes primarily from cannabis companies. It is known as a company that has built and distributed more CO2 extraction systems than any other company in the world.

Joseph also launched Ohio Grown Therapies LLC, which is a grow operation that soon will be housed in the 17,000-square-foot space, and a cannabis dispensary in Newark.

It’s come a long way.

Before Joseph, 47, became one of the biggest players in the extraction manufacturing industry, he was a nuclear submarine mechanic in the U.S. Navy, and then an Ohio State University welding and engineering student in the late 1990s. There, he met Fritz Chess, who has since started his own extraction company called Eden Labs.

Kristen Joseph

Andy Joseph

Director of Finance

CEO

EducAtion: Masters of Science,

EducAtion: Ohio State University

Ohio State University industrY inVoLVEMEnt: Board

member, American Welding Society; member, American Society for Testing and Materials D37 committee PErsonAL: Loves reading Bill Bryson

books and listening to Frank Sinatra when she isn’t busy at work or with her five children and two dogs.

coMMunitY inVoLVEMEnt:

Serves on the advisory board of Extraction Magazine and coaches youth soccer and basketball PErsonAL: He and his wife, Kristen,

live in Johnstown with their five children and two German Shepherds

Kristen and Andy Joseph with their dogs Gero, left, and nela.

Unwit

“What I found, that was accidental... Embracing it and continuing with it se 28 ColumbusCEO l October 2019

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witting pioneers

with it seemed to be unique and surprising back in those days.�

Andy Joseph

October 2019 l ColumbusCEO

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Apeks supercritical 31 Greenscapes Court Johnstown 43031 apekssupercritical.com Business: Global leader in botanical extraction systems FOunder: Andy Joseph revenue: $12 million in 2018;

$23 million projected for 2019 emplOyees: 45

Ohio Grown Therapies 150 Commerce Blvd.

Johnstown 43031 (Cultivation/processing facility) 1250 N. 21st St., Newark 43055 (Dispensary) ohiogrowntherapies.com Business: Vertically integrated cannabis company, with a Tier I cultivation and processing facility in Johnstown and a dispensary in Newark, FOunders: Andy Joseph, Kristen

Joseph, David Cole, Miles Gilburne, Allen Grogan revenue: Not yet operational emplOyees: Opening January 2020

Chess asked Joseph to build a stainless steel ethanol botanical oil extractor to replace a smaller glass version he already had.

As Joseph was constructing the machine, he was beginning a foray into the Wild West of the cannabis industry. His enterprise eventually would become a multimillion dollar company. He just didn’t know it yet.

By 2001, the pole barn venture was an official company called Apeks Fabrication. Joseph, a New Albany native who moved to Johnstown when his hometown became too expensive, worked on the fabrication side of the business, partnering with Chess who sold the extractors. Joseph also worked at Edison Welding Institute (as did his wife and now business partner, Kristen), where he quickly moved into management. “I liked getting

my hands dirty so I kept doing this side job while I was in a management position working full-time,” Joseph says. He wasn’t into making extractors that use ethanol, butane or propane to extract oils, instead building machines that relied on CO2 to extract—considered a cleaner, albeit more expensive, solvent method.

Cannabis extraction itself is currently getting media attention as a way to make a killing in the budding cannabis industry. CO2 extraction works by using the compound in a variety of pressures, temperatures and phases (liquid and gas) to take the oils out of dried plants. In addition to being cleaner, it is considered more versatile than other methods because temperatures and pressures can be fine-tuned for different outcomes. Now, Apeks offers different sizes of extractors rang-

ing from The Bambino to The Force.

Each takes about two weeks to make.

Early applications for extractors were for botanical oils such as vanilla, rose and other essential oils for fragrances and flavorings—high-volume, low-value products. Besides extremely large-scale coffee decaffeination operations, the CO2 method didn’t make the most financial sense for botanical extraction because those products didn’t justify the expense. And there isn’t a great demand for cleanliness with botanicals.

So, prior to cannabis, CO2 really hadn’t found its niche as an extraction solvent.

“Cannabis comes along and it’s very high value, very low volume and really fit the bill. On top of that, the need and or demand for cleanliness, and the two things start to come

“The guy’s like, ‘This is weed man, c’mon’. I had a suspicion... but I 30 ColumbusCEO l October 2019

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Clockwise from left: Noah MacNealy, Eric Annarino, John Eblin, Scott Reed, two employees doing electrical work, and Ben Rader and Fred Cullop.

together really nicely,” says Joseph.

In 2008, the cannabis industry was gaining steam, especially in California, which also happened to be where much of Joseph’s business was coming from. Something strange was happening: Joseph was receiving a coincidentally high number of inquiries from people who wanted to extract lavender. Many calls from West Coast lavender oil purveyors later, Joseph remembers thinking, “There’s just an awful lot of lavender out there in the world.”

Eventually, he asked a customer about the high demand for CO2 extractors in the lavender business. “The guy’s like, ‘This is weed man, c’mon,’ ” he recalls. “I had a suspicion. I just didn’t realize that every single one of the people that were telling me it was lavender—it wasn’t lavender, it was

cannabis. I was just a little bit naive, or maybe a lot naive.”

“It was a little strange,” says Kristen.

“Andy was doing stuff with cannabis, it wasn’t a huge deal—everybody was doing weed in college. But I didn’t really know what people were doing with oils.”

“Here we are in Johnstown, Ohio; a cleancut Midwestern guy, and they all seemed to just be so surprised,” Andy says about the public’s reaction in those early days. “What I found, that was accidental. I mean, it truly was accidental that I ended up here.

But embracing it and continuing with it seemed to be unique and surprising back in those days.”

In the eye of the perfect cannabis storm, Andy found that by 2012 (the year he and Chess parted ways), he didn’t have a job and a side hustle

anymore—he was working two fulltime jobs, and had four kids with a fifth on the way. So he took the entrepreneurial leap. Andy has always had “entrepreneurial tendencies.” At EWI, conveniently, he was working in an entrepreneurial space and learning exactly what he’d need to know to take Apeks higher. “That’s where I got the confidence I suppose—in the training, exposure and experience,” he says.

Kristen says she knew if he didn’t try it, Andy would regret it. “Ten years down the line, and he’d still be going, ‘What if I would have done that?’ ” “I was at the director level with EWI and I was stepping into being a janitor and a welder and a CFO and a CEO and, you know, everything. That was a little scary,” says Andy. “But between the Navy training on the engineering side, the business training at EWI, the

cion... but I was just a little bit naive, or maybe a lot naive.”

Andy Joseph October 2019 l ColumbusCEO

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engineering degree from Ohio State— put it all together and it created this perfect little environment for me to be able to make it successful.”

Kristen didn’t join Apeks right away, instead opting to keep her job at EWI for some financial stability.

“There were reasons like, we still have all these kids,” she says. But by the fall of 2013, Andy needed her help.

“Andy was getting to the point where he needed more help administratively,” Kristen says. “He was almost a one-man show, from the standpoint of the trainings and selling and all of that he was doing.”

Initially, she did tasks such as paying bills, doing QuickBooks or answering the phone. It wasn’t easy for her to make the switch from a successful engineering job to administrative assistant—and not knowing the technology Andy had built very well. But at EWI, Kristen had discovered she was interested in committee work. She found that passion also applied to the cannabis industry, which is in great need of discussions and decisions about standards. Now, she belongs to a committee formed in 2017 by the American Society for Testing and Materials called D37.

Solvent Extraction Methods CO2 CO2 is pressurized and heated to a supercritical temperature, becomes a liquid and pulls compounds from the plant.

Ethanol Plants are treated with ethanol and compounds are pulled from the plant. The resulting extraction is then purified to remove unwanted chlorophyll and leftover ethanol.

Hydrocarbon Plants are treated with hydrocarbons like butane or propane, which strip the plants of desired compounds.

The resulting material is treated to remove the butane or propane.

Photos courtesy FIrelands sCIenTIFIC

“It’s looking at everything from cultivation to packaging and labeling to processing to terms,” she explains.

“They’re really trying to cover everything on that front and get this to be a more standardized industry so that, let’s face it, the consumers can feel better about what they’re picking up and what’s in it.” It has direct applications to Apeks because Kristen has a firsthand look at the new things that may affect Apeks customers and because the committee can have a say in how extractor equipment gets standardized.

One-two punch Kristen and Andy make a good team. But what is it like working with your spouse?

Kristen says Andy’s entrepreneurship is contagious. What she brings to the table is a complementary conservatism. “He’s like, ‘Why not try it?’ ”she says. “And I’m like, ‘Because you can’t.’ I’d like to think that’s helped grow the company—our ability to take each of our strengths and weaknesses and work together.”

Just like anything else, says Andy, there are pros and cons. Pro, you can be together all the time (“is that a pro?” asks Kristen), and share something big with one another. They both love to work. Andy says they chat

about work on their morning walk and manage to accomplish a lot just in that time. But, “You’re always there and it means you’re going to fight the night before and the next morning is a little tough sometimes,” he says. What’s more, you can’t complain about one another to your coworkers. Kristen jokes that in Andy’s case they would be asking him, “Why were you such an ass?” anyway.

••• Right now, there are about 30 other CO2 extractor manufacturers in the market. None of them are near Apeks’ Johnstown home. Of those 30, only one or two have the same fabrication capabilities as Apeks, Andy says.

According to website Manufacturing News 24, the company is considered a “key player” in the global array of industrial extraction equipment manufacturers. Recently, Apeks celebrated the sale of its 600th extractor, which it sold to a fledgling North Carolina company called Southern Extraction Labs LLC, launched in May 2019. The president of the “craft” cannabis company, Jeff Smith, says Apeks is one of the oldest CO2 extraction manufacturers in existence that has been directing sales toward cannabis companies. He

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Alisia Ratliff and Sean Wilkins, a processing technician, operate Apeks Supercritical’s Mid-Range Transformer in their Huron, Ohio facility.

also chose Apeks as his extractor supplier because it offers so many training videos and guides on its website, and it sells a product that is the right size to obtain a return on investment for a new company. “I think they’ve got a lot of room in the future to grow,” says Smith, because CO2 extraction is gaining popularity as cannabis companies cater to the consumer’s desire for a clean product. For instance, Canada, a place where recreational marijuana use is legal across the country, has outlawed the use of butane and propane solvents completely.

As Apeks finds ways to innovate for cannabis and also to make CO2 extraction cheaper, Andy hopes to cultivate a base of regular customers harvesting other botanical oils while the company grows in the cannabis industry.

There are the headaches, though.

Most of them started when Andy and Kristen branched out into businesses that “touch” the plant directly.

With new firsthand knowledge of what Apeks clients go through, Kristen thinks it’s terrible. “We’re all getting treated like we’re selling crack cocaine to kids on the street,” she explains. “In my personal opinion, that’s not what this is. It feels like you can go into a pharmacy and steal

some medication that no one should be touching easier than you could [obtain] medical marijuana.”

Of all the tedious aspects of working in an industry that is not yet federally legal, dealing with banks has got to cause the biggest headache. Especially as one of the only marijuana industry companies in Ohio. To date, Apeks has gone through upwards of 10 different banks—mostly the big ones—and gotten kicked out of each one because it was depositing money from cannabis companies. Sometimes the banks will hang on to the money in the account for so long prior to shutting down the account that it actually affects the company.

“This is the one that scarred me the most,” says Kristen. One day she came back from making a deposit at the bank and a coworker told her there was no money in the account that previously held six figures. A couple of unsuccessful 1-800 calls later, she was told she’d receive a check with Apeks’ crucial operating cash in seven days.

Another time, a smaller community bank invited Apeks to bank there and then it, too, kicked them out. It’s just part of doing business in the cannabis industry in Ohio—at least for now.

One thing that’s worked out well

for Apeks is being able to draw employees from the C-TEC program for high schoolers at the Career and Technology Education Centers of Licking County. Offered within the program is a welding and metal fabrication course of study, among others. Many Apeks employees went through the program, interned at Apeks and were then hired. It’s a good system that ensures new employees are not only skilled but are also familiar with Apeks. Much of the workforce is young for that reason, and there are relatively few women.

That’s not Andy’s preference—he wishes to hire more women to manufacture, but they are rare.

In building his workforce, Andy uses a guiding principle. “I’ve always tried to hire people who are probably more talented than the position that I’m putting them in,” he says.

“Because I know we’ll eventually be able to utilize the rest of their talent.”

Right now is a busy time. The Josephs went up against some very stiff competition to obtain a dispensary license and they managed to snag one in Newark. They learned after that they had come in as close as fourth in some areas where they applied, but that other companies

ds on the street. In my personal opinion, that’s not what this is.”

Kristen Joseph

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Top suppliers Cannabisbusinessexecutive.com spoke with the companies and considered the following criteria and to determine this list.

• Number

of markets served and/or licensed to serve • Number of clients served in 2016 • Breadth of services offered • Innovation • ASME, ETL, UL, and State Peer Reviewed Certifications • Industry recognition Top supercritical CO2 extraction equipment suppliers of 2016 ranked by above criteria.

Waters Corporation

1 Milford, Massachusetts waters.com Apeks Supercritical

2 Johnstown, Ohio

apekssupercritical.com Eden Labs

3 Seattle, Washington edenlabs.com Extraktlab

4 Forest Lake, Minnesota extraktlab.com Kiinja Pure Extracts

5 Fort Collins, Colorado kiinja.com

Paradigm Supercritical Innovation

6 Portland, Oregon

paradigmsupercritical.com Applied Separations

7 Allentown, Pennsylvania appliedseparations.com Supercritical Fluids Technologies

8 Newark, Delaware

supercriticalfluids.com Isolate Extraction Systems

9 Boulder, Colorado

isolatesystems.com PIC Solutions Inc.

10 Media, Pennsylvania pic-sfc.com Source: cannabisbusinessexecutive.com

beat them out in certain counties, including Franklin County.

In addition to preparing the Newark dispensary for opening in the fall of 2019 (pending Ohio Board of Pharmacy approval), they obtained a grow license and are turning their old building into a cultivation and processing facility. Both are under Ohio Grown Therapies, which was started with the Hawaiian company Maui Grown Therapies (an Apeks customer). When the cultivation facility is complete, they will promptly sell their license to Wakefield, Massachusetts-based Curaleaf Holdings Inc., a U.S. cannabis company with 2018 revenue of $77.1 million. It is currently operating in 12 states. This acquisition will add to Curaleaf’s 14 cultivation sites and 13 processing sites. It also has 48 dispensaries in the states.

But the cultivation facility will still be useful once it’s sold. Actually, the main reason Apeks delved into the cultivation space was not to operate a grow facility, but to continue innovating the technology of Apeks extractors. For that, the company needs marijuana to use in tests. There isn’t a good alternative for this since cannabis is a very expensive commodity. So, access to the plant will be part of the Curaleaf deal. Apeks also will continue to own the building and keep the Newark dispensary in tandem with Maui Grown.

“Our initial desire to get into the cannabis space was more to really continue to promote the innovation engine that we had here and make [our machines] more efficient and better at extracting,” Andy says.

The hope is for the grow facility to be up and running by December.

Innovation is a constant focus for Andy. “It’s our core. It’s our passion,” he says. And being one of the only CO2 extractor companies that manufactures its parts in-house is the perfect set-up. CO2 extractors are by no means perfect. Catering them to cannabis extraction is a new undertaking that is sometimes clunky and constantly ripe for innovation.

Smith of Southern Extraction Labs says if there was one thing on his extractor wish list, it would be the

Tim Marsh assembles equipment panels at the Apeks plant.

ability to better control the pressures and temperatures to extract specific products from the plant, such as terpenes (the aromatic oils that give cannabis plants distinct smells and flavors). Right now, he starts and stops the machine during extraction several times to check the product that is being extracted.

Firelands Scientific (another Apeks customer) is an Ohio-based cannabis company that has licenses for dispensaries, processing and cultivating, meaning it grows plants in its 25,000 square feet of greenhouses, processes the plants and creates products for its dispensaries such as edibles and tinctures. Alisia Ratliff, director of processing at Firelands, thinks the level of automation provided by Apeks is something other CO2 extraction systems should emulate. Her wish for the technology is a lot like Smith’s. She wants the equipment to be more flexible

“Apeks is a really great partner for us ... They

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to accommodate the extraction of different products in one “run.” For example, to have the ability to extract a product high in cannabidiol, or CBD, while also extracting a product high in THC at one time (when different pressures are needed). This uncharted territory is all part of what it means to work in the cannabis industry.

“I would say Apeks is a really great partner for us in extraction because they have a very similar vision and mission with their business as we do,” says Ratliff. “They care about moving the industry forward.”

Although nothing is set in stone, Firelands and Apeks may work together in the future as R&D partners.

••• Some things about Apeks’ trajectory are clear as a pioneering company in the cannabis industry (at this point, every cannabis company is). Andy knows what he wants

his manufacturing company to be: an industry-leading CO2 extractor manufacturer that is known for innovation. Other things about the future remain nebulous. Like the fact that marijuana isn’t federally legal yet in the U.S., although both Andy and Kristen believe it should be. Kristen thinks weed is really no better or worse than alcohol. She knows it can be abused, but recognizes that it will be, even by young people, regardless of its legality. “I’d rather have them go get it in a safe place,” she says.

“You hear about horror stories of like, so and so got it from someone on the street. I think it was New York City, they got like a laced shipment and it was laced with fentanyl and killed tons of people.”

Andy thinks there’s really no choice but to legalize. “Nowadays the toothpaste is so far out of the tube,” he says. And from a business standpoint, early adopters have huge

us ... They care about moving the industry forward.”

handicaps in a space with federal illegality. He mentions that now at least 30 states have legalized the use of medical marijuana and around 12 have OK’d recreational use.

“The problems that are created from not being legalized are so significant that our lawmakers are doing us a disservice by not legalizing—the banking problems, the cash, the robberies and the crimes that are committed,” he says. “Fortunately, no senator’s daughter has been killed yet hauling cash around from a dispensary to a bank. But if that ever happens, it’ll be like, ‘Oh my God, I can’t believe this is happening,’ right? It’s absolutely creating hardships.”

Even something as simple as not having access to lines of credit makes things incredibly difficult. It’s going to cost Apeks $10 million to build out the cultivation facility and it all has to come from investors at higher interest rates because there is no credit to be accessed.

As far as Apeks’ most imminent innovation, it’s still in “trade secret stage.”

“It’s really going to increase our customers’ ability to utilize the software that comes on the system and to create their end products,” says Kristen. Maybe it will grant some customer wishes. We’ll find out in December.

Five years down the road, Andy and Kristen envision a company with a global reach and a customer base that includes those who develop natural products, since technological advances also mean cheaper equipment.

“That’s what’s going to carry us through the future—we’re always pushing ourselves to innovate,” says Andy. “Whether we’re having great sales years or we’re having not so great sales years, we’re always coming up with a new piece of equipment—that next greatest thing. So in five years, I’m really excited to see what we’ll do.

I don’t know what it will be, I really don’t, but it’s gonna be cool. Everything that we’ve done up to this point has been cool. I think it’s gonna be even cooler.”

Chloe Teasley is staff writer.

Alisia Ratliff, Firelands Scientific October 2019 l ColumbusCEO

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Uncommon collaboration. Unrivaled impact. We know even the best are better together.

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transforMation for a nEw dEcadE

President

Bradley M. Harmon

Marion

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06 transformation for a new

Skilled employees are the bedrock of the Region’s economic strength.

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P.o. box 1289 columbus, oh 43216 614-888-4567 Columbus 2020 special supplement produced by GateHouse Media, LLC. All contents of this magazine are copyrighted © 2018, all rights reserved. Reproduction or use, without written permission, of editorial or graphic content in any manner is prohibited. Publisher assumes no responsibility for return of unsolicited materials.

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04 one columbus Board and team

08 Milestones to achievement Columbus 2020 was born of necessity.

Here’s how it went way beyond survival.

14 Enable innovation How well we can improvise, collaborate and drive change defines us.

16 increase connectivity The Columbus Region’s presence on the global stage is growing.

18 Project Profiles Eleven economic development success stories that propelled the Region forward.

30 county Profiles A look at the top employers and demographics in the Region’s 11 counties.

10 sustain Momentum The focus must remain on job creation and economic development.

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Vision, Mission and iMperatiVes

This is the roadmap into the future The Columbus Region is a dynamic 11-county metropolitan area in the midst of unprecedented economic growth. The Region is home to today’s leaders and is at the forefront of the industries of tomorrow, from advanced manufacturing to smart mobility research and development.

The Columbus Region has emerged as a beacon of economic competitiveness and population growth equal to any in the country. As this decade ends, the Columbus Region is surging beyond its goals, and is considered a national model of economic development success and collaboration. With each company expansion, each investment announcement from a new company and each company formed in the Region, our communities prosper and our lives are changed for the better.

For those reasons and more, we can and should celebrate, but we cannot pause. 2020 is a mile marker, not a destination. So, we redouble our efforts and

attack the next 10 years with the same enthusiasm and ambition that fueled our work in 2010.

One Columbus, formerly Columbus 2020, has set forth a vision for the Columbus Region to be the most prosperous region in the United States. Defining prosperity as the process by which more and more people in a region improve their economic and social well-being.

To support that vision, the One Columbus team will be focused on helping existing businesses grow and compete, diversifying the economy through the attraction of new businesses and supporting newly formed high-growth enterprises.

The One Columbus strategy was developed after extensive market research and input from business and civic leaders. The research helped define four critical imperatives for success: sustain economic momentum; develop, inspire and attract a talented, adaptive and diverse workforce; enable additional innovation capacity; and increase global identity and connectivity.

The organization is committed to working with its local and state partners to achieve results greater than the last decade, predicting a 10 percent to 15 percent increase in jobs, payroll and investment while focusing on removing barriers to growth and prosperity.

File/Columbus Monthly/ROB HARDIN

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creating economic momentum

A decade later, the Region emerges stronger than ever How a scrappy group of business leaders put their heads together and moved the needle on the Columbus Region’s economy.

By Kathy Lynn Gray Like most of the United States, the economic outlook in Central Ohio was bleak in December 2007.

The Great Recession had reared its ugly head, stealing jobs and homes and people’s futures as businesses laid off workers, foreclosures exploded and newly minted college graduates moved in with their parents and took minimum-wage jobs.

In Columbus, a group of business leaders began meeting weekly to discuss the dire situation. Months went by as the group studied how to foster economic development in the Region, engaging a consulting firm and bringing in then-Battelle executive Alex Fischer to share his experiences promoting economic development in Tennessee.

“We were looking at best practices, thinking about the assets of Columbus, studying what the Columbus area was doing and not doing in economic development,” says Fischer, who now is president and CEO of the Columbus Partnership.

“There are things happening here we wouldn’t have thought would have been possible 10 years ago, and our relationship with One Columbus has been a big part of that.”

Ryan ScRibneR, executive director, Pickaway Progress Partnership

8

The group took field trips to Austin, Nashville, Pittsburgh and other cities, then held a series of leadership roundtables where more than 2,000 people presented ideas.

The process led to what some might call a dream, but what Fischer calls an aspiration: Could the Region be a leader in the world of economic development?

And with that in mind, Columbus 2020 was created, dedicated to spurring economic growth in the 11-county region of Delaware, Fairfield, Franklin, Knox, Licking, Logan, Madison, Marion, Morrow, Pickaway and Union counties.

From the beginning the group— recently renamed One Columbus— has been an arm of the Columbus Partnership, a civic organization of top Columbus business leaders started in 2002 to improve Central Ohio’s culture and economy.

One Columbus’ efforts, however, are laser focused on improving the economy in the region with a professional staff and funding from private and public sources.

“Strategies had been developed in the past, but largely they were locally focused,” says Kenny McDonald, who has been president and chief economic officer since the group started in 2010. “We needed to start to build this brand and we needed to do it as a region.”

Other regions in Ohio, such as Cleveland and Cincinnati, had been promoting themselves for years, McDonald says. He believed it could work in the Columbus Region, too.

“We needed jobs and we needed economic activity,” says McDonald, who worked in economic development in four other states before coming to Columbus. “We leveraged the crisis (the recession) to

Major milestones on the path to exc 2007

2011

2013

2015

• In December the wake of the Great Recession, Columbus region leaders begin meeting weekly to consider how to bolster the area’s economy and jobs outlook.

• Columbus 2020 begins operations with three goals: 150,000 new jobs, $8 billion in new capital investment and a 30 percent increase in percapita income by 2020

• SK Food Group announces $13 million food manufacturing facility in Groveport

• Sofidel chooses

2010

2012

2014

• Columbus 2020 is incorporated, Kenny McDonald hired as CEO

• IBM opens an advanced analytics center on the Northwest Side of Columbus

• Zulily announces

• 50,000 net new jobs have been created

Circleville for its new manufacturing plant • Amazon and Amazon Web Services announce multiple projects in the area, bringing 2,000 new jobs and $1.2 billion in capital investment

plans for a new fulfillment center in Obetz

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get activity stirred up, and we’ve been chipping away ever since.”

The group set lofty 10-year goals: 150,000 new jobs, $8 billion in new capital investment and a 30 percent increase in per-capita income.

Its first success, in 2011, was helping the Frank Brunckhorst Co., a distributor for Boar’s Head deli meat and cheeses, with a $21.6 million expansion to Columbus’ South Side and the addition of 93 jobs. From there, its efforts snowballed.

In 2012, IBM opened a data analytics center near Tuttle Crossing, promising 500 new high-tech jobs and $45.8 million in annual payroll.

In Pickaway County, Italian tissue-paper manufacturer Sofidel announced plans in 2015 to build a $400 million, 1.4 million-square-foot

plant that now employs nearly 375 people in an area hit hard by plant closures. That happened after McDonald and Ryan Scribner, executive director of Pickaway Progress Partnership, the community’s economic development organization, flew to Italy in a last-minute attempt to convince the company’s leaders to build the plant in Circleville.

That investment, plus others, have helped reverse the Pickaway County economy’s downward slide, says Scribner.

“We’ve stopped the bleeding and gone from decline and contraction to new builds,” he says. “There are things happening here we wouldn’t have thought would have been possible 10 years ago, and our relationship with One Columbus

Kenny McDonald

Photo courtesy One COlumbus

h to excellence

ses ts uring

unce cts in ing s and apital

2016

2017

2018

2018/19

• 100,000 net new jobs have been created

• CoverMyMeds sells for $1.1 billion

• Root insurance valued at $1 billion

• Facebook announces plan to build $750 million data center in Licking County

• Google announces plans for New Albany data center

• More than 150,000 net new jobs have been created

• Dollar Shave Club announces plan for Grove City facility, adding 185 new jobs • Columbus wins $50 million Smart Cities Challenge grant

• Amazon announces plan to build West Jefferson fulfillment center, bringing 1,500 jobs

Sources: One Columbus, Columbus Dispatch archives

has been a big part of that.”

By 2016, One Columbus estimated that 100,000 net new jobs had been created in the Region.

“One Columbus created a sense of ‘Let’s work together and start to get the word out about what’s going on in the Columbus region,’ says Colleen Gilger, director of economic development in Dublin. “That was our catalytic moment, when our brand meant something.”

When One Columbus began, counties and cities weren’t known for working together, Gilger says.

“There was a competitive feeling.

We always wanted to win that project because of the bottom line.”

Now, economic leaders understand that if the region is growing, everyone wins, she says.

“Kenny and his team have had great success building trust and helping communities build relationships with each other,” she says.

One important addition to the community has been Amazon, which spent $1.3 billion to build data centers in Hilliard, New Albany and Dublin. “[That] caused a lot of other companies to give the Columbus Region a second look,” Gilger says. The data centers’ success also fueled Columbus landing a coveted spot as a finalist in 2018 for a second Amazon headquarters. Ultimately, Columbus wasn’t selected, but being named a finalist for the project “sent a strong signal that the Columbus market can be considered for anything in the world,” McDonald says.

By 2019—one year shy of a decade—One Columbus had surpassed each of its three 10-year goals: Creating at least 150,000 new jobs, generating $8 billion in new capital investment and increasing per-capita income by 30 percent.

Now it’s on to the next decade, with a new vision: To be the most prosperous region in the United States.

“Will we be one of the cities that’s prosperous for all of its citizens?” wonders Fischer. “The most important thing we can do is create good jobs. We’re not the only city with big aspirations. We’ve got to go out and keep winning.”

Kathy Lynn Gray is a freelance writer. l

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ImpeRatIve 1: SuStaIn momentum

Doubling down on what’s worked so well With original goals smashed, the Region turns to sustaining growth in the next 10 years

By Evan Weese The future of economic development in the Columbus Region starts with building on our successes.

The first of four imperatives guiding the newly renamed One Columbus is to sustain economic momentum established under Columbus 2020, which exceeded goals to create more than 150,000 new jobs, secure more than $8 billion in capital investment and increase per capita income by more than 30 percent over the course of a decade.

“You’re going to see a doubling down on the things that we think have worked really well,” says Kenny McDonald, president and chief economic officer of One Columbus.

“We’re also going to leverage the platform that we’ve built and the success we’ve had as a region. Just like there are momentum swings in sports, communities have them as well—how do we maintain it?”

Real momentum Over the last decade, the Columbus Region ranked No. 1 in the Midwest for: • Job growth, according to U.S. Bureau of Labor Statistics • GDP/GRP growth, according to U.S. Bureau of Economic Analysis • Population growth, according to U.S. Census Bureau • Millennial migration, according to Brookings Institution “We’re doing a lot of things right as a region and as a community— we’re a national example,” McDonald says, pointing to major wins like the $50 million Smart Cities grant and hosting the annual meeting of the American Society of Association Executives. “Our biggest competitor is ourselves—our own imagination about what we can accomplish, our own willingness to sacrifice to continue to push our community forward so that we don’t just

achieve growth, but that we maintain an exceptional quality of life at the same time.”

One Columbus thinks about the approach this way: “Success breeds confidence, which fuels momentum.

To compete for talent and strategic investment, there must be a compelling case that the Region is getting stronger, more innovative and more diverse,” its revamped strategy document states.

Seizing opportunities The Columbus Region is on track to grow to 3 million people by 2050, up from about 2.4 million in 2018, according to the latest population estimates from the Mid-Ohio Regional Planning Commission.

As the fastest growing metropolitan area in the Midwest, it will be important to embrace population

“We’re creating something special and different from other areas—we’re a leader in [connected and autonomous vehicles].”

Eric phillips, Union County

Photo courtesy EXPERIENCE COLUMBUS

Imperatives for Success

1

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Sustain our economic momentum by continuing to make economic growth and prosperity a top priority.

2

Develop, inspire and attract a talented, adaptive and diverse workforce to compete for investment.

3

Enable the innovation capacity of business, academic and government sectors to grow dynamically.

4

Increase global identity and connectivity to attract investment and talent from around the world.

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growth and changing demographics to ensure quality of life for all. “Collectively as a region, we have the opportunity to plan for this growth in a sustainable way that delivers a range of transportation options, offers affordable housing options, ensures all residents have opportunities for economic success, and makes efficient use of our resources,� MORPC Executive Director William Murdock said as the data were released in December 2018.

There are challenges ahead. “We’ve got to try to get better at public education, and we’ve got to unleash capacity in engineering and computer science,� McDonald says.

Maintaining economic momentum, and addressing weak spots, requires the support of diverse stakeholders across the Region.

John Glenn International Airport, accounting for 33,360 jobs and $5.3 billion of economic impact, is one of those key players and a prime example of sustaining economic momentum. The last decade was game-changing, highlighted by an $80 million terminal modernization, the addition of nonstop flights and, of course, the rebranding to John Glenn International. The next 10 years and beyond will be just as eventful, with a new rental car facility being constructed and plans for a new terminal that could be needed in the next 15 years. “We have, of course, a very big role in the economy,� says Joe Nardone, CEO of the Columbus Regional Airport Authority, which oversees the Region’s airports. “I think what makes Columbus so successful is collaboration—One Columbus saying, ‘What can we do together?’ �

Other key drivers in 2020 and beyond did not exist 10 years ago. The 33 Smart Mobility Corridor in Union County and the Transportation Research Center are positioning the Columbus Region at the forefront of the burgeoning autonomous and connected vehicles industry. “It’s a huge win because we’re creating something special and different from other areas—we’re a leader in this,� says Eric Phillips, executive director of economic development for Union County.

Evan Weese is a freelance writer.

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ImperatIve 2: develop talent

Training for the crucial skills of the future Educational institutions and businesses must work together to move the Region forward.

By Laura Newpoff When Beam Dental announced in May it would create 150 jobs, it said it would need to hire across engineering, sales and claims. The insurtech company was crystal clear that the decision was heavily influenced by the strength of the Columbus Region workforce.

“When we started Beam, we knew quality talent and community support would be critical to our success,” CEO Alex Frommeyer said at the time. “Columbus really impressed us with its digital talent ecosystem, which has proven to be vital for our rapid expansion.”

Across the Region, educational and corporate leaders are working together to make sure companies like Beam can tap into a talented workforce, which is one of the most important factors companies consider when they decide to locate or expand in a city. The partnerships

are “absolutely essential” to Central Ohio’s economic vitality, says Bill LaFayette, owner of economic research firm Regionomics.

“In many cases academic institutions aren’t naturally going to be in tune with the day-to-day needs of employers, and so the kind of things that Columbus State (Community College) and other schools are doing to reach out to employers and see what they need is crucial,” he says. “Work is becoming more technical and changing rapidly. It’s imperative that institutions that are trying to train emerging talent are in tune with those changes and can adapt their educational programs accordingly.”

Upskilling the workforce There’s an insatiable appetite for skilled workers, and the Region must engage across rural, urban and minority communities while attracting global talent. Embracing

technology is non-negotiable.

Ritch Ramey, RAMTEC coordinator for Tri-Rivers Career Center in Marion, which provides robotics and advanced manufacturing industry certifications, says the perception is that automation is causing robots to replace people. But 2 million manufacturing jobs are projected to sit unfilled over the next decade because of a skills gap.

Since opening in 2013, the center has certified more than 350 students in industrial maintenance, engineering technology, machining, robotics and welding. Partnerships have helped its graduates find work at companies like Honda, RobotWorx, SEMCO Manufacturing Co., Union Tank Car Co. and Whirlpool.

“Everywhere I go, every company says the same thing: ‘We can’t find skilled workers,’ ” Ramey says. “We work with industry on the latest technology. And the results are a

“Learning and career growth are going to go hand-in-hand and there’s a level of collaboration by us and the employers.”

DaviD HarrisoN, president, Columbus State Community College

File/The Columbus Dispatch/Kyle RoBeRTson

Imperatives for Success

1

12

Sustain our economic momentum by continuing to make economic growth and prosperity a top priority.

2

Develop, inspire and attract a talented, adaptive and diverse workforce to compete for investment.

3

Enable the innovation capacity of business, academic and government sectors to grow dynamically.

4

Increase global identity and connectivity to attract investment and talent from around the world.

Columbus state medical training

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company like Whirlpool, which has hired about 20 of our students.”

Ramey credited the Governor’s Office of Workforce Transformation for supporting efforts to “upskill” the workforce through $14.7 million in annual training grants.

Competitive advantage David Harrison, president of Columbus State Community College, also believes partnerships are key to easing a talent gap. Six years ago, a pilot with Honda, Worthington high schools and Miami University placing students in manufacturing jobs spawned training that’s been implemented by 30 manufacturers.

“None of these companies had a career path for associate degree graduates,” Harrison says. “Most of our students are working anyway, so to get them working in their field ... is a game changer.” Columbus State also has placed software and cybersecurity students in apprenticeships with companies such as Accenture, Nationwide, State Auto Insurance and Huntington Bank, and several have been hired full time. In July, the U.S. Department of Labor awarded Columbus State $3.8 million to work with Collin College in Texas on a national model for IT apprenticeships.

“It’s going to open a pathway to IT careers to students who may not have had a chance to do this before,” Harrison says. “[The] level of collaboration by us and the employers ... will create an ecosystem that is going to be a competitive advantage for our region.”

Smaller colleges like Granvillebased Denison University also are engaging businesses. The liberal arts college launched new businessfocused coursework and offers enhanced coaching, internships and connections to help students succeed after graduation.

“We’re finding students want to stay in Columbus, launch careers and do it in a way they can have a high quality of life,” President Adam Weinberg says. “In Columbus, with the business growth and higher education resources, there’s no reason we shouldn’t be the city that gets talent right.”

Laura Newpoff is a freelance writer. l

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ImperatIve 3: enable InnovatIon

Openness, partnerships, curiosity drive growth Dynamic interactions across sectors will optimize region’s innovation ecosystem

By Laura Newpoff From 1999 to 2016, Bill Baumel was a venture capitalist in Silicon Valley where he made investments in big data and medical technologies, spawning four public companies, 10 acquisitions between $100 million and $800 million and two privately held unicorns in autonomous driving and virtual reality.

So it may come as a surprise that he returned to his native state in 2016 to launch the Ohio Innovation Fund.

“I visited Columbus almost every summer up until 2008, and it wasn’t pretty,” says Baumel. “The company seen as the ‘hottest deal’ was still in development, but I knew Silicon Valley already had 10 competitors with similar or better products and tens of millions of dollars in revenue.”

When he came back in 2015, things had changed. “The types of SaaS, cyber and med tech deals being seeded were of similar quality

to those in Silicon Valley,” he says.

“I decided to come back to work in the trenches with these companies to help them realize their potential.”

Today, the fund has 16 portfolio companies. One, for example, was formed by C. Emre Koksal, a professor of electrical and computer engineering at Ohio State University. The spinoff embeds security in data so if it’s moved or stolen, the encryption goes along with it.

Baumel says the willingness of the university to bring technologies to market is a game changer for the local ecosystem. “There’s been a seismic shift in the attitude and ability at Ohio State,” Baumel says.

“Leaders there are encouraging and helpful in trying to get researchers and professors to take the next step—the risk to commercialize.”

OSU also is taking steps to be an advocate for student entrepreneurs.

Last year the Keenan Family Foundation made a $17 million commitment to the Fisher College of Busi-

ness to establish the Keenan Center for Entrepreneurship, connecting students to the startup ecosystem.

The efforts are in line with One Columbus’ imperative to enable the innovation capacity of business, academic and government sectors.

“We’re leaps and bounds from where we were five years ago,” says Faith Voinovich, venture associate at the fund. “You’re seeing more universities move toward what Stanford University and MIT have modeled by supporting faculty members in commercialization efforts.”

Staying curious The innovation ecosystem in the Columbus Region isn’t just about venture capital money, spinoffs and startups. Existing companies, too, will have to adapt as competitors work to disrupt industries.

For Safelite AutoGlass, innovation

“That’s the thing that sets us apart as a community— the private sector buy-in and regional buy-in to work in Columbus.”

RENEE CACCHILLO, EVP, Safelite Autoglass

Photo courtesy One COlumBus

Imperatives for Success

1

14

Sustain our economic momentum by continuing to make economic growth and prosperity a top priority.

2

Develop, inspire and attract a talented, adaptive and diverse workforce to compete for investment.

3

Enable the innovation capacity of business, academic and government sectors to grow dynamically.

4

Increase global identity and connectivity to attract investment and talent from around the world.

Safelite ribbon-cutting

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is a must in an industry that’s faced monumental change in recent years, including driver safety systems that require windshield recalibration services during replacement. The company has adopted what Renee Cacchillo calls a “naturally curious mindset.” That mentality prompted the company to open an innovation lab three years ago in the Rev1 Ventures incubator to work on new customer service applications.

The goal, says Cacchillo, executive vice president and customer experience officer, “is to find new ways to make it easier for customers to do business with us.

“Voice technology is an example of change in the industry,” she says.

“What applications do we think would benefit from voice?”

Cacchillo says the company’s culture of innovation also benefits from relationships it develops away from home, including meeting with technology companies in Silicon Valley each year to see what’s on the horizon. “It’s a good chance to take a break and ask ourselves, ‘How can we apply this to our business,’ ” Cacchillo says.

HOW B1G WILL THIS SEASON WIND UP BEING? Stay tuned.

Public support Civic innovation also could propel the economy forward in the future and allow public-private partnerships to boost startup activity and innovation within organizations.

The Smart Columbus initiative, born in 2016 after the city was awarded $50 million in federal grant funding, is now a $700 million effort because of support from private partners. The project aims to create the mobility services of the future.

Jordan Davis, director of Smart Columbus at the Columbus Partnership, says the business community and research organizations like Transportation Research Center and Battelle are working in alignment with the effort. “The initial grant catalyzed a bunch of follow-up investment,” Davis says. “That’s the thing that sets us apart as a community—the private sector buy-in to work [on public projects] in Columbus. It’s the perfect manifestation of the Columbus Way.” Laura Newpoff is a freelance writer. l

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ImperaTIve 4: InCrease ConneCTIvITy

Region must make a name for itself globally We must continue the success in advancing our identity, infrastructure and reach

By Evan Weese It is difficult to overstate just how much the Columbus Region’s identity has evolved for the better over the past decade.

In the time since Columbus 2020 launched amid the Great Recession, the Region hosted the prominent annual meeting of the American Society of Association Executives, was awarded $50 million in federal funding as America’s Smart City and was a finalist for the 2016 Democratic National Convention and Amazon’s second headquarters.

“We have come a long way in how Columbus is known and viewed—we are absolutely on the map,” says Irene Alvarez, vice president of brand marketing and communications for the Columbus Partnership, an organization of business leaders. “We are known as a community that is advancing, we are known as a place that is grow-

ing and we are known for far more than we once were.”

But there is more to be done to connect Columbus with the world.

The final of four One Columbus imperatives is to increase global identity and connectivity to attract investment and talent from around the world. “The Columbus Region must be better connected physically, digitally and intellectually with the rest of the world to ensure continued economic growth,” the organization’s new strategy document says.

“Connectivity is certainly about physical infrastructure and broadband—connecting our companies, our people, our economy to those around the world—but there’s also the mental connectivity of how well others know the Columbus region,” Alvarez says. “And that’s where the marketing and the brand aspect comes into play—we need the Columbus Region to be distinctly known.”

The Columbus brand To support economic development efforts, the Columbus Region must be known as a career destination, which means touting opportunities with companies and industries that already have a presence. But a key part of increasing global identity and connectivity is about bringing attention to the type of community that the Columbus Region is. That begins, of course, with getting people to think about Central Ohio in the first place, before getting them to think about it in the right way: as a community that works together.

The image of a collaborative community starts with One Columbus, named to align and elevate the region’s 11 counties as a single entity, helping to increase brand awareness and attract both investment and tal-

We’re starting to see [long-held international business plans for the airports] come to fruition: The cargo growth is phenomenal.” joE nardonE, CEO of the Columbus Regional Airport Authority

Photo courtesy One COlumBus

Imperatives for Success

1

16

Sustain our economic momentum by continuing to make economic growth and prosperity a top priority.

2

Develop, inspire and attract a talented, adaptive and diverse workforce to compete for investment.

3

Enable the innovation capacity of business, academic and government sectors to grow dynamically.

4

Increase global identity and connectivity to attract investment and talent from around the world.

john Glenn International airport

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ent from around the world.

“Sometimes we do that by adding a direct flight,” says Kenny McDonald, president and chief economic officer of One Columbus. “And another way we do that is by touting the Columbus Way and its values that are part of our brand.”

Adds Alvarez, “The Columbus Region has long been known for a lot of things it has and the various physical advantages of our market.

Now we’re also becoming known for what we believe in as a community.”

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Go to columbusmonthly.com or call 877-688-8009.

Physical ties Local connectivity is critical for success over the next decade and beyond. Internet access, for example, should not be viewed as a luxury, but rather a baseline utility. And while Columbus long has enjoyed affordability and convenience in commuting, that status is in danger of being outgrown unless innovations in housing and transportation are embraced.

The Columbus Region’s global ties already are strong: There are more than 300 foreign-owned organizations, including 115 Japanese businesses. But how can those connections be improved?

Officials from One Columbus and the Columbus Regional Airport Authority will be continually looking to add flights at John Glenn International Airport while emphasizing the strength of the international business at Rickenbacker International Airport. The airfield 15 miles south of downtown is one of the world’s only cargo-dedicated airports located in close proximity to a major metropolitan area.

“There’s the economic growth that is outside of the airport—the real estate development piece— which is as hot as it can be,” says Joe Nardone, CEO of the Columbus Regional Airport Authority overseeing the airports. “The second part of that is what I would call the airport business—international cargo coming in—which takes years and years to build. We’re starting to see it come to fruition: The cargo growth is phenomenal.”

Evan Weese is a freelance writer. l

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Project Profiles

Photo courtesy ONE COLUMBUS

Zulily facility

Zuliliy Company Industry:

Retail and e-commerce Project Operations:

Distribution and fulfillment, Business Services Location:

Obetz, Gahanna Headquarters:

Seattle, WA Project Type:

Attraction; expansion Jobs Committed:

1,980 Year:

2011, 2014

The line at SK Food Group

SK Food Group Company Industry:

Manufacturing, food and beverage Project Operations:

Manufacturing Location:

Groveport Headquarters:

Seattle, WA Project Type:

Attraction Jobs Committed:

253 Year:

2013 Photo courtesy ONE COLUMBUS

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Project Profiles

Courtesy ONE COlumbus

KTH Parts Industries

KTH ribbon-cutting

Company Industry:

Manufacturing, automotive Project Operations:

Research and development Location:

Jerome Township Headquarters:

Japan Project Type:

Attraction Jobs Committed:

26 Year:

2014

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Project Profiles

Photo courtesy ONE COLUMBUS

Sofidel’s facility under construction.

Sofidel Company Industry:

Manufacturing Project Operations:

Manufacturing Location:

Circleville Headquarters:

Italy Project Type:

Attraction Jobs Committed:

310 Year:

2015

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Project Profiles

Amazon

File/ThisWeek Newspapers/ShaNe FlaNigaN

Amazon’s fulfillment center in Etna

Company Industry:

Retail, e-commerce, technology Project Operations:

Distribution and fulfillment, data center Location:

Etna, Obetz, West Jefferson, Dublin, Hilliard, New Albany Headquarters:

Seattle, WA Project Type:

Attraction Jobs Committed:

3,620 Year:

2015, 2018

22

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Project Profiles

Dollar Shave Club

Screen capture/www.dollarshaveclub.com

Company Industry:

Retail and e-commerce Project Operations:

Distribution and fulfillment Location:

Grove City Headquarters:

Marina Del Rey, CA Project Type:

Attraction Jobs Committed:

185 Year:

2016

24

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Who’s moving and shaking this Week?

Project Profiles

Find out when you become a Columbus Ceo insider sign-up today at ColumbusCeo.com

Facebook Company Industry:

Information technology Project Operations:

Data center Location:

New Albany Headquarters:

Menlo Park, CA Project Type:

Attraction Jobs Committed:

50 Year:

2017 Courtesy ONE COLUMBUS

Facebook’s New Albany project

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Project Profiles

File/The Columbus Dispatch/Dean narCiso

Dollar Tree’s Morrow County facility

Dollar Tree Company Industry:

Retail and e-commerce Project Operations:

Distribution and fulfillment Location:

Bennington Township Headquarters:

Chesapeake, VA Project Type:

Attraction Jobs Committed:

400 Year

2018

26

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Project Profiles

File/Columbus Monthly/TiM Johnson

CoverMyMeds Company Industry:

Healthcare, technology Project Operations:

Headquarters, office Location:

Columbus Headquarters:

Columbus, OH Project Type:

Expansion Jobs Committed:

1,276 Year

2010, 2011, 2014, 2018

CoverMyMeds employees

l

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Project Profiles

Root Insurance

File/The Columbus Dispatch/JonaThan QuilTer

Root employees

Company Industry:

Retail and e-commerce Project Operations:

IT, finance and insurance Location:

Columbus Headquarters:

Columbus, OH Project Type:

Expansion Jobs Committed:

863 Year:

2018, 2019

We Help Entrepreneurs Build Great Companies Our investor startup studio combines capital and strategic services to help startups scale and corporates innovate.

Visit us at rev1ventures.com 28

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upperarlingtonoh.gov @CityofUA

Project Profiles

Magna Seating Company Industry:

Manufacturing, automotive

Right PLACE Right TIME

Project Operations:

Manufacturing Location:

Lancaster Headquarters:

Aurora, CO Project Type:

Attraction Jobs Committed:

300 Year:

2019 File/The Columbus Dispatch/RiCk Rouan

The Magna facility

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Largest Private Sector Employers JPMorgan Chase

10,197 D e l awa r e

Financial services back office, software development, data center

County

Anthem Blue Cross and Blue Shield

Powell

899 Insurance provider back office, call center

The Kroger Co.

800 Great Lakes distribution center of grocery retailer Photo courtesy ONE COLUMBUS

DHL Express

744 Americas HQ, logistics services

American Showa

560 204,826

38.4

67,701

$100,229

Manufacturing and R&D of shock absorbers and power steering systems

Residents

Median Age

Households

Median Household Income

McGraw-Hill Education

500 Distribution of educational publications, development of digital learning products

Advance Auto Parts

Educational Attainment Delaware County

60.4 53.8 Columbus Region

41.9 34.5 Ohio

35.8 27.2 U.S.

39.2 30.9 n % with associate degree or higher n % with bachelor’s degree or higher

30

employment by InDustry 9%

Government

3.1%

Other Services

15.3%

Leisure and Hospitallity

406 4.2%

Optum

7.1%

381

Manufacturing

2.5%

Wholesale Trade

13.9%

Retail Trade

10.6%

Education & Health

23.5%

Professional & Business Services

Auto parts distribution

Construction & Mining

2.9%

Transportation & Utilities

8%

Financial Activities

Insurance and workers compensation office

PPG Industries

359 Paint and resins manufacturing, R&D

JEGS High Performance

350 HQ and distribution of auto and truck parts

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Largest Private Sector Employers Oneida Group

665 Household glassware manufacturing, distribution

fairfield

County

Nifco America Corp

380

Lancaster

Automotive plastic fasteners, buckles, dampers manufacturer

TreeHouse Foods

341 Food production, distribution, private label services Photo courtesy ONE COLUMBUS

Diamond Power

309 Manufacturing of boiler cleaning equipment

Mid West Fabricating

230 155,782

39.2

55,549

$63,424

Residents

Median Age

Households

Median Household Income

HQ and manufacturing of cold-formed steel fastener company

Glasfloss Industries

200 Manufacturing of highefficiency grade air filters

DK Manufacturing

Educational Attainment

15.4%

Government

Fairfield County

36.2 26.6 Columbus Region

41.9 34.5 Ohio

3.3% Other Services

15.6%

Leisure and Hospitallity

35.8 27.2 U.S.

39.2 30.9 n % with associate degree or higher n % with bachelor’s degree or higher

200

employment by industry

17.3%

Education & Health

10.6%

Professional & Business Services

5.3%

Construction & Mining

9.3%

Manufacturing

2%

Wholesale Trade

15.3%

Retail Trade

3%

Transportation & Utilities

2.7%

Financial Activities

Custom injection molder serving the automotive industry

Claypool Electric

199 Construction services, including lighting, power, datacom, electrical

Cyril-Scott Co.

148 Printing services

Ohio Paperboard

108 Manufacturer of paperboard packaging l

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Largest Private Sector Employers Nationwide

12,862 Insurance and financial services

Franklin

JPMorgan Chase

County

7,100 Vaso in Dublin

Major back office, software development, card manufacturing, data center

Cardinal Health

5,075 Photo courtesy ROBB MCCORMICk PHOTOGRAPHy

HQ, distribution of pharmaceuticals and medical devices

AEP

3,627 Utilities HQ, R&D, smart grid technology, transmissions, data center

Alliance Data Systems

3,086 1,310,300

34

496,337

$56,319

Residents

Median Age

Households

Median Household Income

HQ, transactions processing, data center

Defense Supply Center

3,000 HQ of the Land and Maritime Supply Chain

Abercrombie & Fitch

2,598 Educational Attainment 45.5 38.7 Columbus Region

41.9 34.5 Ohio

35.8 27.2 U.S.

39.2 30.9 n % with associate degree or higher n % with bachelor’s degree or higher

32

EmploymEnt by industry

Safelite AutoGlass

15.8%

Government

Franklin County

HQ, distribution and fulfillment of apparel

2.9% Other Services

9.8%

Leisure and Hospitallity

3.6%

Construction & Mining

5.1%

Manufacturing

3.9%

Wholesale Trade

9.1%

Retail Trade

16.7%

Education & Health

18.7%

Professional & Business Services

6.1%

Transportation & Utilities

8.3%

2,551 Unit HQ, contact center of car windshield replacement company

Discover

2,283 Business credit card customer service, collections, data center

Gap Inc.

2,200 Distribution of apparel, customer service

Financial Activities

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Largest Private Sector Employers Ariel Corp.

1,500 HQ and manufacturing of gas compressor company

Knox

JELD-WEN

County

470 Distribution of door products

Sanoh America

302 File/The Columbus Dispatch/ THOMAS LEVInSOn

Manufacturing of brake and cluster tubes

FT Precision

297 Manufacturing of engine rocker arms

Kokosing Construction Ariel Corp. in Mount Vernon

200 Construction firm back office and materials plant

Schafer Driveline

61,893

38.9

23,229

$51,211

Residents

Median Age

Households

Median Household Income

110 Manufacturing of axles, transmissions, brake components for ATVs and other utility vehicles

Mauser USA

106 Educational Attainment

EmploymEnt by Industry 13.6%

Government

Knox County

29.8 22.7 Columbus Region

41.9 34.5 Ohio

2.7%

Other Services

9.4%

Leisure and Hospitallity

35.8 27.2 U.S.

39.2 30.9 n % with associate degree or higher n % with bachelor’s degree or higher

Industrial packaging and bulk containers

21.4%

Education & Health

7.6%

Professional & Business Services

5.8%

Construction & Mining

22.4%

Manufacturing

2.3%

Wholesale Trade

10.4%

Retail Trade

1.7%

Transportation & Utilities

2.6%

Financial Activities

Heating & Cooling Products

105 Manufacturing of metal and PVC pipe, ducts, other parts

AMG Industries

100 Manufacturing of metal parts, gaskets, wire forms

Burrows Paper

95 Manufacturing of food packaging l

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Largest Private Sector Employers Amazon

4,040 Licking

Amazon.com fulfillment and Amazon Web Services data centers

county

Ascena Shared Services

1,635

Boeing in Heath Photo courtesy HEATH-NEWARK-LICKING COUNTY PORT AUTHORITY

IT and procurement, apparel distribution

L Brands

1,407 Distribution and fulfillment of apparel and beauty products, manufacturing

Owens Corning

1,000 R&D and manufacturing of insulation products

Axium Plastics

799 175,769

39.9

64,434

$59,747

Residents

Median Age

Households

Median Household Income

Packaging and plastic bottles for personal care and beauty industry

State Farm Insurance

650 Back office, claims processing, customer sevice

AEP Transmission

Educational Attainment 33.6 24.6 Columbus Region

41.9 34.5 Ohio

35.8 27.2 U.S.

39.2 30.9 n % with associate degree or higher n % with bachelor’s degree or higher

34

13.6%

Government

Licking County

635

EmpLoymEnt by industry

3.6%

Electricity transmission operations center

5.7%

Construction & Mining

12.3%

Other Services

Manufacturing

10.1%

Wholesale Trade

Leisure and Hospitallity

2.7%

17.2%

Retail Trade

13.2%

Education & Health

9.6%

Professional & Business Services

7.2%

Transportation & Utilities

4.8%

Financial Activities

Anomatic Corp.

632 Anodized aluminum, stamping

Harry & David Holdings

624 Back office, distribution and fulfilment for gourmet food supplier

Bocchi Laboratories

524 Manufacturing lab for lotions and fragrances

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Largest Private Sector Employers Honda of America

3,785 Automotive assembly, transmission plant

Logan

County

Midwest Express Group

1,010 Logistics services for automotive manufacturers

AGC Glass Co.

692 File/The Columbus Dispatch/ADAM CAIRnS

Automotive glass manufacturing, office

NEX Transport

564 Intermodal logistics services for automotive and other manufacturers

TRC Honda in East Liberty

45,358

41

18,627

$53,051

Residents

Median Age

Households

Median Household Income

450 Vehicle performance and safety testing grounds

SpartanNash

263 Food distribution

Acusport

249 Educational Attainment

EmpLoymEnt by Industry 11.3%

Government

Logan County

22.9 15.1 Columbus Region

41.9 34.5 Ohio

2.4% Other Services

8.9%

Leisure and Hospitallity

35.8 27.2 U.S.

39.2 30.9 n % with associate degree or higher n % with bachelor’s degree or higher

Distributor of shooting sports equipment

9.5%

Education & Health

13.8%

Professional & Business Services

3.7%

Construction & Mining

26.1%

Manufacturing

2.1%

Wholesale Trade

8%

Retail Trade

HBD/Thermoid

190 Unit HQ, manufacturing of specialty hose, conveyor belts, ducting

CEVA Logistics

144 Logistics services

Valeo

11.9%

132

2.4%

Manufactures systems, modules and components for automotive industry

Transportation & Utilities

Financial Activities

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Largest Private Sector Employers Stanley Electric U.S.

1,385 Madison

Manufacturing of automotive and motorcycle lighting

County

XPO Logistics

928 Logistics services

Jefferson Industries

File/The Columbus Dispatch/CourTney HergesHeimer

648 Manufacturing of dashboards, panels, other automotive components

Target

600 Distribution of consumer goods and food

Battelle

550

Stanley Electric in London

44,413

40.4

14,916

$62,897

Residents

Median Age

Households

Median Household Income

High energy research lab, biomedical and hazardous material research

Keihin Thermal Technology of America

541 R&D and manufacturing of automotive engine management and climate control systems

Educational Attainment 24.0 16.7 Columbus Region

41.9 34.5 Ohio

35.8 27.2 U.S.

39.2 30.9 n % with associate degree or higher n % with bachelor’s degree or higher

36

EMployMEnt by industry 18.1%

Government

Madison County

Staples

0.9% Other Services

6.6%

Leisure and Hospitallity

400 4.2%

Construction & Mining

24%

Manufacturing

1.9%

Wholesale Trade

11.8%

Retail Trade

6.6%

Education & Health

10.2%

Professional & Business Services

14.6%

Transportation & Utilities

1.1%

Financial Activities

Distribution of office supplies

Nissen Chemitec America

380 Manufacturing of automotive interior trim

Mars Petcare

350 Pet food manufacturing

Restoration Hardware (RH)

240 Fulfillment of home furnishings

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Largest Private Sector Employers Whirlpool Corp.

2,344 Appliances manufacturing

Andersen Corp.

marion

County

600 Manufacturing and distribution of windows and doors

Whirlpool in Marion

Wyandot

400 Food production, distribution, private label services

Union Tank Car Photo courtesy ONE COLUMBUS

385 Service and repair railroad tank cars for various types of industries

US Yachiyo

373 65,256

40.8

24,699

$44,708

Residents

Median Age

Households

Median Household Income

Manufacturer of fuel tanks

Marion Industries

330 Manufacturing of brake modules

Nucor Steel Marion

259 Educational Attainment

EmploymEnt by industry 15.6%

Government

Marion County

21.8

2.7%

13.5 Columbus Region

41.9 34.5 Ohio

Other Services

8.4%

Leisure and Hospitallity

35.8 27.2 U.S.

39.2 30.9 n % with associate degree or higher n % with bachelor’s degree or higher

Steel manufacturing

16.5%

Education & Health

8.5%

Professional & Business Services

3.1%

Construction & Mining

24.8%

Manufacturing

2.8%

Wholesale Trade

10.9%

Retail Trade

4%

Transportation & Utilities

2.8%

Financial Activities

Graphic Packaging International

250 Consumer packaging, folding carton supplier

Mennel Milling

180 Flour mill for bakery mixes

Marcy Industries

140 Manufacturing of metal plates, heat shields, and assembly and kitting services l

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Largest Private Sector Employers Cardington Yutaka Technologies

725 Morrow

Manufacturing of automotive drive and exhaust systems

County

Dollar Tree Ringler Farms in Cardington

400 Distribution center for discount retailer

Glen-Gery Brick File/The Columbus Dispatch/FRED SqUILLAnTE

75 Manufacturing of brick

Marengo Fabricated Steel

35 Manufacturing of pumps, tanks and driveline components

Fishburn Services

35 35,112

41.8

12,781

$52,767

Residents

Median Age

Households

Median Household Income

Freight shipping and trucking company

Lubrication Specialties

34 Manufacturing and R&D of oil, fuel additives, lubricants

FibreCore Technologies

Educational Attainment 22.4 13.6 Columbus Region

41.9 34.5 Ohio

35.8 27.2 U.S.

39.2 30.9 n % with associate degree or higher n % with bachelor’s degree or higher

38

30.8%

Government

Morrow County

30

EMployMEnt by Industry

2%

Other Services

10.7%

Leisure and Hospitallity

Manufacturing of lightweight trailers

5.9%

Construction & Mining

17.1%

Manufacturing

1.8%

Wholesale Trade

11.2%

Retail Trade

13%

Education & Health

3.7%

Professional & Business Services

1.2%

Transportation & Utilities

2.6%

Financial Activities

Ringler Farms

30 Livestock farm and renewable energy through waste management

Ballie Lumber Company

20 Supplier of hardwood lumber products

Lilly Industries

20 Sheet metal and structural fabrications

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Largest Private Sector Employers DuPont

500 Polymer film and parts production

p i c k away

county

TriMold

290

DuPont in Circleville

Resin-based products, plastic injection molding

Sofidel

210 Manufacturer of tissue paper products

EG TranSpire Photo courtesy ONE COLUMBUS

204 Manufacturing services including injection molding, stamping, plating, powder coating

PPG Industries

195 58,086

39.4

19,465

$60,314

Residents

Median Age

Households

Median Household Income

Paint and resins manufacturing, R&D

Aleris Rolled Products

185 Manufacturing of aluminum products

Ohio Willow Wood

171 Educational Attainment

28.7%

Government

Pickaway County

24.5 17.3 Columbus Region

41.9 34.5 Ohio

2.2%

Other Services

9.8%

Leisure and Hospitallity

35.8 27.2 U.S.

39.2 30.9 n % with associate degree or higher n % with bachelor’s degree or higher

HQ and manufacturing of prosthetics

EmploymEnt by industry

11%

Education & Health

6.7%

Professional & Business Services

7.8%

Construction & Mining

13.6%

Manufacturing

2.3%

Wholesale Trade

11%

Retail Trade

4.2%

Transportation & Utilities

2.8%

Financial Activities

Georgia-Pacific

129 Manufacturing of corrugated packaging, containerboard

Hyperlogistics

122 Logistics services and freight management

Inno-Pak

120 Manufacturing of food packaging, bags, paperboard l

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Largest Private Sector Employers Honda

7,220 North America HQ and R&D center

union

Scotts Miracle-Gro

County

1,100 HQ, R&D, manufacturing and distribution of lawn care company

Marysville Innovation Park

Transportation Research Center

450 Vehicle performance and safety testing grounds Photo courtesy THOMAS WASINSkI

ContiTech

400 Manufacturing of rubber belts, hoses, hydraulics for automotive

Nestle

250 Product technology center

57,835

38.3

19,038

$78,848

Residents

Median Age

Households

Median Household Income

Select Sires

184 HQ and R&D of cattle reproductive management services firm

Midwest Express

173 Educational Attainment 38.3 30.8 Columbus Region

41.9 34.5 Ohio

35.8 27.2 U.S.

39.2 30.9 n % with associate degree or higher n % with bachelor’s degree or higher

40

10.7%

Government

Union County

Logistics services for automotive manufacturers

EmploymEnt by industry

2.1%

4.6%

Construction & Mining

24.3%

Other Services

Manufacturing

5.2%

Wholesale Trade

Leisure and Hospitallity

3.3% 7.7%

Retail Trade

4.6%

Education & Health

32.6%

Professional & Business Services

3.3%

Transportation & Utilities

1.6%

Financial Activities

Parker Hannifin Hydraulic Pump Division

170 Division HQ, manufacturing of hydraulic components and pumps

Sumitomo Electric Wiring Systems

138 Manufacturing and R&D of electric wiring systems

A2Z Field Services

102 HQ of A2Z field service

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CARI RIING SUPPORT O

POWERFUL UL

SUCCESS ESS ESS PA PARTNER PA ARTNER

Powerful, caring and game-changing partnerships resulting in teamwork, mutual support and success.

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SU ORT SUPPORT SU RT

A C OT

PARTNER COLU N MBUS AND FRANKLI

O TR E YM NT U O C

Grove City is home to some of the most innovative businesses and nonprofits in the nation, all eager to collaborate with and support the community. It is these powerful “win-win” partnerships that result in unmatched relationships, enhanced quality of life and corporatecommunity engagement. Grove City is large enough to execute big and

TR ICT

PA RK S

CARING NG IS LD SO O O UTH -WESTERN CITY SCH

TEAMWORK MW

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small enough to be personal — where we all achieve more, TOGETHER.

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9/17/19 12:04 PM

#1 IS A GREAT PLACE TO BE There’s never been a more exciting time to be a part of the best city in the Midwest.

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Connect with the Economic Development Division at columbus.gov/econdev or 614.645.8616.

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Employment HR

Planning for change Ohio’s insurance companies are putting competition aside to ensure they have the talent they need.

By Katy Smith + Infographics by yOgESh Chaudhary

W

hen college students tell Carol Blaine they’re not interested in an insurance career because it sounds boring, she has a story.

“I can get a little emotional about it,” says Blaine, whose insurance industry experience led her to become the program chair for the risk management program at Franklin University. “But I managed claims for one of the companies I worked for, and there is nothing like seeing somebody’s house blown away by a hurricane and handing them a debit card so they can go get food.”

The former chair of the Ohio Insurance Institute’s Education Committee built programs at Kent State and Ohio Dominican universities and was one of the founding members of the Ohio Insurance Industry Resource Council,

Ohio Insurance Industry Resource Council BuSinESSES: Encova, Nationwide, Grange,

Ohio Mutual, Cincinnati Insurance, Buckeye Insurance, National Interstate, Celina Insurance, Mennonite Mutual, Wayne Mutual, Hylant, Central Insurance, Westfield.

EduCatiOnal inStitutiOnS: Ohio

Dominican University, Franklin University, Columbus State Community College, Kent State University, Bowling Green, University of Akron, University of Cincinnati, Ohio Northern, Heidelberg University, Clark State Community College, Owens Community College

which was created when companies found themselves with a serious— and shared—dilemma.

Ohio is seventh in the nation for the number of insurance jobs, but many workers are preparing to retire.

An analysis completed in 2016 by Columbus research firm Regionomics showed the industry would face a talent gap of 29,000 jobs by 2024.

“We wondered, ‘What are we going to do to keep those jobs in Ohio?’ ” says Dave Kaufman, CEO of Columbus-based Encova Insurance and co-chair of the insurance council.

“And when you looked around at our universities, we didn’t have one in Ohio with an insurance program.”

That was in 2011. Now, because of the council’s work, there are nine schools offering bachelor’s degrees in risk management and insurance and three offering associate degrees.

“We got all the CEOs domiciled in Ohio together and had an open dialogue on here’s the challenge, and no individual company can do it on its own,” says Kaufman, whose company has 1,300 employees and writes $1 billion in annual property and casualty premiums. Collaboration has resulted in a small but growing pipeline of talent flowing into insurance, which is going through unprecedented transformation because of technology, Kaufman says.

Mark Russell, CEO of Ohio Mutual Insurance, a P&C insurer based in Bucyrus with $264 million in annual premiums, says the colleges and universities are producing fantastic candidates. “It goes beyond just the risk management programs,” says the council co-chair. “We’re trying to [reach] students of other disciplines, too.” The case to prospective employees is not a difficult one. Average pay in the insurance industry is 54 percent higher than average pay in private industry, Blaine says.

And there are a variety of jobs to be had, from investments to investigations. People can work outdoors flying drones or stick to a 9-to-5 office gig and coach junior football every Saturday. “The kids say, ‘So you’re telling me I can make more money, there’s tons of jobs and I can work in any part of the insurance company?

Sign me up,’ ” Blaine says.

Katy Smith is the editor.

Insurance center Franklin County has more people in insurance than any other county.

Hamilton

Franklin

11,603

23,804

Cuyahoga

20,049

Relative need Projected need for new hires as a percent of current workers, now-2024: Statisticians

70.4% Public relations and fundraising managers

68.8% Licensed practical/vocational nurses

62.1% Retail salespersons

54.8% Actuaries

53.9% Operations research analysts

50.2% Purchasing agents, except wholesale, retail, and farm products

50% Registered nurses

45.1% Insurance sales agents

44.1% Web developers

42.0%

Greatest total need Occupations of greatest need in raw numbers between now and 2024 are: Insurance sales agents

5,876 Customer service representatives

3,770 Insurance claims and policy processing clerks

3,033 Claims adjusters, examiners, and investigators

2,707 Source: Regionomics 2016 report

October 2019 l ColumbusCEO

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I

Home-grown movement tackling gender bias Gender equity in the Legal industry, or GeLi, is a collaboration among local firms.

By Laura NEwpOff + Photo by rOb HardiN

n fall 2016, Bill Nolan was sitting in his downtown law office when he got a call from Katie Matney who, at the time, was the chief philanthropy officer at the Women’s Fund of Central Ohio. Like all fundraisers, she wanted him to write a check, in this case to sponsor the nonprofit’s “Gender by Us” toolkit to be introduced to the community at the Metropolitan Club. Nolan said yes, with an eye on bringing the toolkit to the legal community.

After former CEO Nichole Dunn and the Women’s Fund rolled out the toolkit at that luncheon, the managing partner of Barnes & Thornburg’s Ohio office was taken by what he describes as its “simple genius.”

“It was a series of cards with questions that tease out things relating to gender bias,” Nolan says. “After the lunch, my colleague Kelly Atkinson and I got busy thinking about where to get started.”

In January of the following year Dunn helped the firm kick off its first discussion about how implicit biases impact the workplace. Nolan couldn’t believe 60 people showed up at 8 a.m. in the heart of winter.

Two of those attendees were Michalea Delaveris, who at the time was with BakerHostetler LLP, and her

colleague Jenni Edwards, who is a partner at the firm.

“The people who attended were really into it,” Nolan says. “The four of us had coffee after and all agreed, ‘Let’s keep this going.’ ” Three other firms—Porter Wright Morris & Arthur LLP, Vorys Sater Seymour and Pease LLP and Bricker & Eckler—have since joined what’s called Gender Equity in the Legal Industry. There have been a total of eight events that draw about 100 people who are trying to get to the root of a series of issues that are pushing women out of the industry, including pay equity, work-life balance, partnership opportunities and equity among case assignments.

“The goal is to make everybody better, to challenge each other and hear different points of view,” Nolan says. “The ultimate outcome is to have a stronger point of view that’s better thought out.”

Stark DifferenCeS While the Women’s Fund prompted the idea for GELI, the home-grown movement operates independently and has active participation from men. The events are designed around a half hour of networking and then an hour of smaller breakout sessions that are centered around topics like mentorship, having men as allies and overcoming generational differences.

Delaveris, now associate general counsel in Ohio State University’s Office of Legal Affairs, says there’s a need for the group because “the numbers speak volumes.” To wit: • Law360 data show women accounting for 50.3 percent of law school graduates while their share of equity partnerships at firms remains at 20 percent.

• Other research by consulting firm Major, Lindsey & Africa shows female partners facing a 53 percent pay gap, or a salary of $627,000 a year compared to $959,000 for male partners.

• A Women’s Fund a study done in conjunction with the Kirwan Institute found in Franklin County, women in

Joyce Edelman, seated, from left, Michalea delaveris, Molly Crabtree, Kelly atkinson, brittaney Schmidt, Jenni Edwards, bill Nolan, Joëlle Khouzam and Nici workman (seated).

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A cut above.

Taft Attorneys: Midwestern Team, Nationally Recognized

the legal field—attorneys, paralegals and legal assistants—earn 59 percent of what men do, the largest gap of median earnings of any profession.

Add in American Bar Association research that shows that women and men report stark differences in the workplace in terms of issues auch as unwanted sexual advances and being denied or overlooked for advancement opportunities, and it’s not surprising that women are exiting the profession.

In fact, statistics show they make up just 40 percent of practicing lawyers over age 40 and only 27 percent of lawyers over age 50.

“Bill was a mentor of mine through law school and we kept in touch after I joined Baker,” Delaveris says. “After being introduced to Gender By Us, it was an opportunity for our offices to collaborate to bring this to the industry. We, as a profession, are faced with some challenging circumstances and we asked ourselves, ‘Do we have an opportunity to address it?’ ”

Setting ParameterS www.taftlaw.com

GELI creates its own branding and material for the events and produces “share outs” of feedback it gets afterwards. All the sources interviewed for this story stressed that even though the five firms are competitors there’s no sense of that at the events.

“We’re doing this not only for our own benefit but for the benefit of the legal industry at large,” says Nici Workman, a partner at Vorys. “It’s a cool thing that can set Columbus apart and elevate the city. ‘Hey, come here after law school, we’re an inclusive community that’s progressive on these issues. You can come here as a woman and be really successful.’ ” Edwards of BakerHostetler says issues impacting women’s advancement in the legal profession have been well known for years and firms have tried to improve conditions through initiatives like enhancing parental leave, offering alternative schedules and developing customized career paths.

But, she says, the needle hasn’t really moved.

“Why is that? What we found was maybe we aren’t talking about it enough,” she says. “There hadn’t been a forum for open, honest communication about individual experiences.

This is a great tool for that first-year as-

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sociate to sit in a small group with the managing partner of another law firm and really be able to talk about, ‘This is how I personally have experienced gender bias, both male and female.’

People have been really excited that they are getting an opportunity to share their experiences with someone who actually might be able to make changes for themselves and others.”

Joyce Edelman, a partner at Porter Wright, says the conversations have been enlightening and can lead to actual changes within firms.

At a recent event, a male participant talked about how lawyers are expected to be able to respond to a client around the clock, but he hadn’t considered the negative impact that expectation may have on a woman who has responsibilities as a family’s primary caretaker.

“It might be better if firms set parameters,” Edelman says. “You can answer up until midnight and then starting again at 7 a.m. but not 24/7 to give that edge to male lawyers. This is an issue that could be perceived as not having a level playing field. Several partners in my group from different firms really appreciated this insight.”

Nolan shared a similar story rooted in the “good old boys’ network.”

“A male partner might be thinking, ‘Oh I’ve got this big trial coming up and I have to travel to New York,’” he says. “I’m going to ask another male associate to join me because the woman associate has three kids and that’s going to be inconvenient for her.’

Through these discussions, people recognized, ‘Gosh, I might be doing that, too.’ So you talk about choosing the best associate and seeing if it makes sense for her.”

Marie-Joëlle Khouzam, a partner at Bricker & Eckler, says these types of conversations could prompt law firm leadership to think differently and be open to redefining success.

“The goal would be for the people who come to two or three of the sessions to bring these messages back to their firms and maybe create their own toolkit of sorts that can help them replicate these kinds of conversations internally at their offices,” Khouzam says. “Start a mini-GELI … Identify issues and concerns and then empower people to go forward.”

It’s all in the Principals.

FRIEDMAN & MIRMAN CO., L.P.A. is honored to have Denise Mirman & Scott Friedman named in Best Lawyers in America in Family Law 2020.

Scott Friedman was named Lawyer of the Year for Columbus, Ohio in the area of Family Law, 2020.

Previously, Denise Mirman was named Lawyer of the Year in Family Law, 2015.

The Firm also received a Best Law Firm distinction by Best Lawyers.

The firm is the only one in Central Ohio to have had two lawyers selected as Lawyer of the Year in Family Law. Both Denise, Scott and the Firm are active supporters of many non-profit organizations in the Central Ohio community.

FRIEDMAN & MIRMAN CO., L.P.A. 1320 Dublin Road, Suite 101 Columbus, OH 43215 PH: (614) 221-0090 • FX: (614) 221-7213 www.friedmanmirman.com

Laura Newpoff is a freelance writer.

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Columbus 43215 614-462-5400 keglerbrown.com Partners: 41 FTE attorneys: 68 Practice area(s):

Corporate, litigation/trial practice, government affairs Managing Partner:

Chris Weber

Kephart & Fisher LLP 207 N. Fourth St. Columbus 43215 614-469-1882 kephartfisher.com Practice area(s):

Real estate/ construction, securities, land use/ zoning

Knisley Law Offices 1111 Dublin Road Columbus 43215 614-486-9503 knisleylaw.com Partners: 3 FTE attorneys: 5 Practice area(s):

Personal injury, Social Security disability, workers’ compensation Managing Partner:

Douglas Knisley

Koenig & Long LLC 5354 N. High St. Columbus 43214 614-454-5010 columbuscriminal defenseattorney.com

Bankruptcy/ debtor-creditor, real estate/construction, condominium/ homeowners’ association

Practice area(s):

Managing Partner:

1801 Watermark Drive, Suite 350 Columbus, 43215 614-884-1100 koffellaw.com

Jay Cusimano

Practice area(s):

Kegler Brown Hill + Ritter

Litigation/trial practice, probate/

65 E. State St., Suite 1800

Criminal defense, OVI

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Practice area(s):

Criminal

94 ColumbusCEO l October 2019

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Kravitz, Brown & Dortch LLC

lanealton.com Partners: 23

65 E. State St., Suite 200, Columbus 43215 614-464-2000 kravitzllc.com Partners: 2 FTE attorneys: 4

FTE attorneys: 25 Practice area(s):

Practice area(s):

Managing Partner:

Managing Partner:

Criminal, energy/ utilities, litigation/ trial practice

Gregory Rankin

Jon Saia

Managing Partner:

Michael Dortch

Kooperman Mentel Ferguson Yaross 100 S. Fourth St., Suite 100 Columbus 43215 614-344-4800 kmfylaw.com Practice area(s):

Litigation/trial practice, real estate/construction, government relations

Kremblas & Foster

Banking/finance, litigation/trial practice, medical malpractice

Larrimer and Larrimer 165 N. High St. Columbus 43215 614-221-7548 larrimer.com Partners: 5 FTE attorneys: 7

614-444-3036 splaws.com Partners: 3 FTE attorneys: 8 Practice area(s):

Criminal, family juvenile, personal injury

Law Offices of William L. Geary Co. LPA 155 W. Main St., Suite 101 Columbus 43215 614-228-1968 columbusfamily lawyer.com Partners: 1 FTE attorneys: 3

Columbus 43215 614-228-3664 lawrencelawoffice. com Partners: 2 FTE attorneys: 7 Practice area(s):

Corporate, family/ juvenile, probate/ estates/trusts Managing Partner:

Linda Lawrence

Leeseberg & Valentine

Littler Mendelson 21 E. State St., 16th Floor Columbus 43215 614-463-4201 littler.com Partners: 11 FTE attorneys: 15 Practice area(s):

Labor/ employment Managing Partner:

Kevin Griffith

Lumpe Raber & Evans

Practice area(s):

Administrative, labor/ employment, workers’ compensation

Practice area(s):

175 S. Third St., Penthouse 1 Columbus 43215 614-648-2223 leesebergvalentine. com Partners: 2 FTE attorneys: 4

Copyright/trademark

Managing Partner:

Family/juvenile

Practice area(s):

John Larrimer

Managing Partner:

Litigation/trial practice, medical malpractice, personal injury

Practice area(s):

Managing Partner:

Managing Partner:

Gerald Leeseberg

David Raber

7632 Slate Ridge Blvd. Reynoldsburg 43086 614-575-2100 ohiopatent.com

Lane Alton 2 Miranova Place, Suite 220 Columbus 43215 614-228-6885

Practice area(s):

Law Offices of Saia & Piatt Inc. 713 S. Front St. Columbus 43206

William Geary

Lawrence Law Office 496 S. Third St.

37 W. Broad St., Suite 1140 614-221-5212 ohioliquorlaw.com Partners: 2 FTE attorneys: 2 Administrative, alcohol beverage law

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Mac Murray & Shuster LLP 6525 W. Campus Oval Suite 210 New Albany 43054 614-939-9955 mslawgroup.com Partners: 4 FTE attorneys: 12 Practice area(s):

Litigation/trial practice, consumer protection and privacy law; advertising and marketing law Managing Partners:

Helen Mac Murray, Michele Shuster

Madison & Rosan LLP 39 E. Whittier St. Columbus 43206 614-228-5600 madisonrosan.com Partners: 3 FTE attorneys: 4 Practice area(s):

Corporate, litigation/ trial practice, real estate/construction Managing Partners:

Timothy Madison, Kristin Rosan

Maguire Schneider Hassay LLP 1650 Lake Shore Drive, Suite 150 Columbus 43204 614-224-1222 msh-lawfirm.com Partners: 3 FTE attorneys: 17

Bankruptcy/debtorcreditor, default

Manos Martin & Pergram Co. LPA 50 N. Sandusky St. Delaware 43015 740-363-1313 mmpdlaw.com Partners: 2 FTE attorneys: 4 Practice area(s):

Education, probate/ estates/trusts, real estate/construction Managing Partner:

Stephen Martin

Marshall and Forman LLC 250 Civic Center Drive, Suite 480 Columbus 43215 614-463-9790 marshallforman.com Partners: 1 FTE attorneys: 5 Practice area(s):

Civil rights, constitutional, labor/ employment Managing Partner:

John Marshall

Massucci Law Group LLC 250 Civic Center Drive, Suite 600 Columbus 43215 614-358-4477 massuccilawgroup. com Partners: 1 FTE attorneys: 4

Managing Partner:

LeeAnn Massucci

Manley Deas & Kochalski LLC 1555 Lake Shore Drive, Columbus 43204 614-220-5611 manleydeas.com Practice area(s):

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Columbus Legal Guide

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Columbus 43215 614-224-6000 meyerwilson.com

Managing Partner:

Practice area(s):

Shawn Riley

Litigation/trial practice, class actions, mass torts

McNees Wallace & Nurick LLC

labor/employment

21 East State St., 17th Floor Columbus 43215 614-469-8000 mcneeslaw.com Partners: 2 FTE attorneys: 7

Managing Partner:

Practice area(s):

Doug Holthus

Copyright/trademark/ patent, energy/ utilities, white collar defense law and internal investigations

McDonald Hopkins LLC 250 West St. Suite 550 Columbus 43215 216-348-5400 mcdonaldhopkins.com Partners: 2 FTE attorneys: 6 Practice area(s):

Energy/utilities,

Managing Partner:

Frank Darr

Dublin 43017 614-764-1444 myglaw.com Partners: 2

Newhouse Prophater Kolman & Hogan LLC

FTE attorneys: 6 Practice area(s):

Managing Partner:

3366 Riverside Drive, Suite 103 Columbus 43221 614-255-5441 npkhlaw.com Partners: 4 FTE attorneys: 7

906 E. Broad St. Columbus 43205 614-258-1133 morganandjustice. com Partners: 2 FTE attorneys: 2

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Practice area(s):

Practice area(s):

107 Johnstown Road Columbus 43230 614-471-8194 mbdplaw.com Partners: 5 FTE attorneys: 9

Morgan & Justice Co. LPA

Social Security disability, workers’ compensation Managing Partner:

Tom Morgan

Meyer Wilson Co. LPA

Mowery Youell & Galeano Ltd.

1320 Dublin Road, Suite 100

485 Metro Place S., Suite 220

Family/juvenile, labor/employment, litigation/trial practice

Mularski Bonham Dittmer Phillips & Steele LLC

Practice area(s):

Family/juvenile, personal injury, probate/estates/ trusts

Corporate, family/ juvenile, litigation/ trial practice Managing Partner:

William Prophater, Jr.

Onda LaBuhn Rankin & Boggs Co. LPA 35 N. Fourth St. Suite 100 Columbus 43215 614-716-0500 olrblaw.com Partners: 5 FTE attorneys: 11 Practice area(s):

Commercial, real

estate/construction, taxation Managing Partner:

Robert Onda

Perez & Morris LLC 8000 Ravine’s Edge Court, Suite 300 Columbus 43235 614-431-1500 perez-morris.com Partners: 2 FTE attorneys: 15 Practice area(s):

Commercial, labor/ employment, litigation/trial practice Managing Partner:

Juan Jose Perez

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Porter Wright Morris & Arthur LLP

trusts, elder law & estate planning

41 S.High St. Suite 2800-3200, Columbus 43215 614-227-2000 porterwright.com Partners: 65

Richard Meyer

FTE attorneys:

122 Practice area(s):

Managing Partner:

Rich & Gillis Law Group LLC

medical negligence, catastrophic injury

Shumaker Loop & Kendrick LLP

6400 Riverside Drive, D100, Dublin 43017 614-228-5822 richgillislawgroup.com Partners: 2 FTE attorneys: 6

41 S. High St., Suite 2400 Columbus 43215 614-463-9441 shumaker.com Partners: 8 FTE attorneys: 11

Practice area(s):

Practice area(s):

Administrative, education, taxation

Energy/utilities, environmental, litigation/trial practice

Practice area(s):

Corporate, labor/ employment, litigation/trial practice

Family/juvenile

Managing Partner:

Managing Partner:

Managing Partner:

Robert Tannous

Jeffrey Rich

R. Chris Harbold & Associates

Robert Erney and Associates Co. LPA

500 S. Front St., Suite 1140 Columbus 43215 614-255-1140 harboldlaw.com Partners: 1 FTE attorneys: 2

1654 E. Broad St. Columbus 43213 614-258-6100 ohioinjurylaw.com Partners: 1 FTE attorneys: 2

Practice area(s): Managing Partner:

Insurance, litigation/ trial practice, personal injury

R. Chris Harbold

Managing Partner:

400 S. Fifth St., Suite 101 Columbus 43215 614-464-1877 sowaldlaw.com Partners: 5 FTE attorneys: 6

Robert Erney

Practice area(s):

Roetzel & Andress LPA

Family/juvenile, probate/estates/ trusts, collaborative family law

Ronald Petroff

Plevin & Gallucci 2323 W. Fifth Ave., Suite 240 Columbus 43204 614-276-8959 injuredinohio.com Practice area(s):

Personal injury, Social Security disability, workers’ compensation

Family/juvenile

Plunkett Cooney

Reminger Co. LPA

300 E.Broad St., Suite 590 Columbus 43215 614-629-3018 plunkettcooney.com Partners: 5 FTE attorneys: 8

200 Civic Center Drive, Suite 800 Columbus 43215 614-228-1311 reminger.com Partners: 17 FTE attorneys: 24

Practice area(s):

Practice area(s):

Commercial, insurance, labor/ employment

Commercial, medical malpractice, workers’ compensation

Managing Partner:

Managing Partner:

Christina Corl

Ronald Fresco

Plymale & Dingus

R. F. Meyer & Associates

136 W. Mound St., Suite 100 Columbus 43215 614-542-0220 plymaledingus.com

450 W. Wilson Bridge Road Suite 380 Worthington 43085 614-407-7900 elderlaw.us Partners: 1 FTE attorneys: 2

Practice area(s):

Insurance, litigation/trial practice, personal injury

Practice area(s):

41 S. High St. 21st Floor Columbus 43215 614-723-2070 ralaw.com Partners: 11 FTE attorneys: 23

Copyright/trademark/ patent Managing Partner:

Jeffrey Standley

Stebelton Snider LPA

Managing Partner:

John Hoppers

Taft Stettinius & Hollister LLP 65 E. State St. Suite 1000 Columbus 43215 614-334-6131 taftlaw.com Partners: 26 FTE attorneys: 45

Managing Partner:

Michael Snyder

Practice area(s):

David Butler

Family/juvenile, litigation/trial practice, probate/ estates/trusts

Thompson Hine LLP

Sowald Sowald Anderson Hawley & Johnson

Managing Partner:

Heather Sowald

Squire Patton Boggs

Litigation/trial practice, probate/ estates/trusts, public law / governmental affairs Managing Partner:

Practice area(s):

Melissa Hoeffel

Corporate, labor/ employment, litigation/trial practice

Rourke & Blumenthal

Practice area(s):

estates/trusts

109 N. Broad St., Suite 200 Lancaster 43130 740-654-4141 stebelton.com Partners: 8 FTE attorneys: 11

41 S. High St. Columbus 43215 614-365-2898 squirepattonboggs. com Partners: 29 FTE attorneys: 76

Practice area(s):

614-792-5555 standleyllp.com Partners: 7 FTE attorneys: 9

495 S. High St., Suite 450 Columbus 43215 614-220-9200 randbllp.com

Managing Partner:

Practice area(s):

Practice area(s):

Probate/estates/

Personal injury,

6300 Riverside Drive Dublin 43017

Alex Shumate

Standley Law Group LLP

Managing Partner:

Todd Pechar

Steptoe & Johnson LLP 41 S. High St. Suite 2200 Columbus 43215 614-221-5100 steptoe-johnson.com Partners: 8 FTE attorneys: 15 Practice area(s):

Energy/utilities, labor/employment, litigation/trial practice Managing Partner:

Kevin West

Strip Hoppers Leithart McGrath & Terlecky LPC 575 S. Third St. Columbus 43215 614-228-6345 columbuslawyer.net Partners: 9 FTE attorneys: 11 Practice area(s):

Bankruptcy/ debtor-creditor, litigation/trial practice, probate/

Practice area(s):

Corporate, healthcare, litigation/ trial practice Managing Partner:

41 S. High St. Suite 1700 Columbus 43215 614-469-3200 thompsonhine.com Partners: 15 FTE attorneys: 31 Practice area(s):

Corporate, litigation/ trial practice, securities Managing Partner:

Michael Wible

Tsibouris & Associates LLC 470 Olde Worthington Rd. Suite 480 Westerville 43082 614-721-2584 tsibouris.com Practice area(s):

Banking/finance, technology/computer, corporate

Tyack Law Firm Co. LPA 536 S. High St. Columbus 43215 614-221-1342 tyacklaw.com Practice area(s):

Criminal, litigation/ trial practice, personal injury

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practice Managing Partners:

Scott Kadish, Alexander Andrews

Columbus Legal Guide Ulmer & Berne LLP 65 E. State St. Suite 1100 Columbus 43215 614-229-0000 ulmer.com Partners: 8 FTE attorneys: 11 Practice area(s):

Copyright/ trademark/ patent, corporate, litigation/trial

Volkema Thomas Miller & Scott LLC 1335 Dublin Road, Suite 213B Columbus 43215 614-227-7061 vt-law.com Practice area(s): Litigation/trial practice, medical malpractice, personal injury

Vorys Sater Seymour and Pease LLP 52 E. Gay St. Columbus 43215 614-464-6400 vorys.com Partners: 82 FTE attorneys: 165 Practice area(s):

Corporate, labor/

employment, litigation/trial practice

Partners: 5 FTE attorneys: 7 Practice area(s):

Managing Partner:

Insurance, litigation/trial practice, real estate/ construction

Michael Martz

Walter Haverfield LLP 175 S. Third St., Suite 290 Columbus 43215 614-246-2150 walterhav.com Partners: 3 FTE attorneys: 4 Practice area(s):

Corporate, education, real estate/ construction Managing Partner:

Ralph Cascarilla

Weston Hurd LLP 10 W. Broad St., Suite 2400 Columbus 43215 614-280-0200 westonhurd.com

Managing Partner:

Kevin Bush

Williams & Schoenberger Company 338 S. High St. Suite 500 Columbus 43215 614-224-0531 wslegalfirm.com Practice area(s):

Civil rights, insurance, litigation/trial practice

Williams & Strohm LLC 2 Miranova Place, Suite 380 Columbus 43215 614-228-0207

williams-strohm.com

Managing Partner:

Practice area(s):

Scott Wright

Litigation/trial practices, real estate/ construction, condo/ HOA law

Wrightsel & Wrightsel

Wolinetz & Horvath LLC 250 Civic Center Drive, Suite 220 Columbus 43215 614-341-7775 wolinetzlaw.com Practice area(s):

Family/juvenile

Wright & Noble LLC

3300 Riverside Drive Upper Arlington 43221 614-255-3388 wrightsellaw.com Partners: 2 FTE attorneys: 3 Practice area(s):

Alternative dispute resolution, probate/ estates/trusts, real estate/construction Managing Partner:

Bradley Wrightsel

7662 Slate Ridge Blvd.

Reynoldsburg 43068 614-626-6323 mgwlawfirm.com Partners: 2 FTE attorneys: 2

Zaino Law Group LPA

Practice area(s):

Practice area(s):

Criminal, family/ juvenile, general practice

Probate/estates/ trusts, taxation, franchising

5775 Perimeter Drive, Suite 275 Dublin 43017 614-799-2800 zainolawgroup.com

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Health Watch: Radiology

douglas reader, m.d., with mark alfonso, m.d.

That X-factor Riverside Radiology has grown into one of the nation’s largest imaging practices through innovation and collaboration.

By LauriE aLLEn + Photo by rOb Hardin

W

ith proprietary technology and an operational philosophy of “right image, right radiologist, right time,” Riverside Radiology and Interventional Associates has grown into one of the nation’s largest radiology practices.

The same radiologists who read exams for the Columbus Blue Jackets also serve military veterans in Cleveland and patients in Logan. “It’s the same quality of care, regardless of where you are—a 20-bed hospital or a tertiary-care center,” says Dr. Mark

Riverside Radiology and Interventional Associates 100 E. Campus View Blvd., Suite 100 Columbus 43235 riversiderad.com

businEss: Physician-owned practice

providing radiology services to 32 hospitals and 60 emergency and outpatient centers throughout Ohio.

LEadErsHip/OwnErs: Douglas Reader, MD, president; Peter Pema, MD, vice president; Douglas Heintzelman, MD, secretary, treasurer; and Jason Guagenti, vice president and executive director EmpLOyEEs: 131 2018 rEvEnuE: Would not disclose patiEnts sErvEd in 2018: 1.7 million

Alfonso, chief medical officer for LucidHealth, the physician-led company that provides infrastructure and management for Riverside Radiology and similar practices.

“We made a tremendous investment in proprietary technology and infrastructure to create 100 percent subspecialty coverage with higher quality and better outcomes,” Alfonso says.

Extending subspecialty care beyond major medical centers keeps patients closer to home while saving time, money and unnecessary testing or procedures, says Riverside Radiology President Dr. Douglas Reader.

Riverside Radiology and Interventional Associates was formed in 1980 at its namesake OhioHealth Riverside Methodist Hospital. It now is the sixth-largest radiology practice in the U.S., serving 32 hospitals and 60 emergency and outpatient centers in Ohio, from Findlay to Marietta. About 110 radiologists provide round-the-clock subspecialty coverage in a dozen different areas, including vascular, interventional and emergency radiology; musculoskeletal imaging; neuroradiology and stroke. The physician-owned and -led practice is one of a handful in the country to be accredited by the Joint Commission.

Riverside Radiology’s proprietary technology gives physicians access to critical information about patient history that has traditionally been cumbersome to obtain. It also man-

ages work flow in a way that brings decision-making data into view more seamlessly.

Clinical decision support algorithms help determine which radiologist is best qualified for a particular case, what type of exam will be most useful, and when imaging should occur, says Jason Guagenti, vice president and executive director. “The goal is right image, right radiologist, right time,” he says. Real-time peer review and analytics provide additional layers of quality assurance.

Software technology called RadAssist gives radiologists ready access to imaging studies done previously, regardless of location, which is significant when an estimated 30 percent of patients move between unrelated health care systems, Alfonso says.

“That’s a tremendous value,” Reader says. “We are practicing at a much higher level than 15 years ago.”

By carefully aligning patient, physician and test, Riverside Radiology practitioners can make quicker, more definitive diagnoses, which in turn inform the course of treatment. In the field of orthopedics, for example, that may mean choosing physical therapy over surgery, Reader says.

In the era of value-based medicine, third-party payers look for imaging and interpretation at lower cost, less unnecessary testing and intervention and demonstrated excellence, Guagenti says. Independent practices aren’t bound by the same cost structures as hospitals, October 2019 l ColumbusCEO

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which makes them less expensive to operate, Guagenti says.

Alfonso says each radiologist in the practice has a list of the cases he or she is best qualified to interpret.

For example, a test ordered by an orthopedic specialist will be read by a musculoskeletal radiologist, who then generates a report in a way that is most meaningful to the referring physician.

“Physicians trust our reads,” Guagenti says. “If the physician doesn’t trust you, it results in re-imaging.”

The filtering process also mitigates burnout, which is estimated at about 70 percent, he says.

Especially in smaller community health care settings, radiologists face being overtaxed with the volume and scope of images they are required to interpret, says Dr. Tom Harmon, vice president for medical affairs at OhioHealth Riverside. By funneling the work list, “It helps everybody focus on what they do well.”

Harmon says OhioHealth uses Riverside Radiology so it can reliably deploy radiologists to the growing number of communities it serves. “It helps us in a reputational sense, and it can bring people in” to the OhioHealth system. Riverside contracts with other independent physician practices for emergency, pathology and anesthesia services.

With a medical director at each site and radiologists who travel to the various network locations, patients can remain in their own communities for many exams, interventional procedures and hospital stays. More complicated cases that require specialized equipment or personnel are referred to larger centers such as Riverside.

Alfonso says physicians develop relationships with local hospitals and the communities they serve. In Marietta, Riverside Radiology’s team

“We’re looking for groups that share the same vision we do: clinical integration, physician-centric, superior quality.”

Dr. Mark alfOnsO, chief medical officer for LucidHealth

104 ColumbusCEO l October 2019

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of seven radiology subspecialists live in the community. “Local presence is vital,” he says. “They are there to complement the needs of the local health system.”

Riverside Radiology’s growth plan continues to leverage artificial intelligence to prioritize work flow and fine-tune diagnosis and follow-up.

On the horizon is use of an algorithm that detects if a patient coming to the hospital with a brain bleed needs to be moved to the top of the scheduling list for testing, Guagenti says. “It’s not taking over the radiologist’s job but enhancing it.” Other initiatives focus on lung nodule tracking and hard-todetect cervical spine fractures.

The process of bringing in additional radiologists and hospitals is thoughtful and deliberate, Alfonso says. “We’re looking for groups that share the same vision we do: clinical integration, physician-centric, superior quality. Consolidation is happening everywhere, but in most cases, the groups are still functioning as isolated silos.”

The opportunity to read for both high-end athletes and residents of small rural areas appeals to radiology specialists likely to gel with the practice, Alfonso says. “It’s why so many groups have joined us, in addition to economies of scale and shared technologies.”

LucidHealth is owned by the physicians at Riverside Radiology and Interventional Associates, Radiology Associates of the Fox Valley in Wisconsin and Excellere, a private equity firm in Denver, Colorado. Governance is in the hands of physicians, with an executive council identifying best clinical practices and developing strategies to execute them.

LucidHealth CEO Marcia Flaherty says the concept of continuity is integral to success. “We don’t consider care complete once we are finished interpreting an image. We continue to follow up.” A protocol started in Wisconsin tracks patients who have been flagged for additional testing and reaches out to referring physicians if the patient hasn’t had the test.

“There are a lot of consolidations out there, but consolidation is not enough,” Flaherty says. “We did the harder thing. We look at everything.”

Laurie Allen is a freelance writer.

106 ColumbusCEO l October 2019

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OVER 100 CORPORATIONS, ASSOCIATIONS AND PRIVATE GROUPS CHOOSE US EACH YEAR AND RETURN TO OUR SIX VENUES AGAIN AND AGAIN! • New Albany Links • Golf Club of Dublin • Bent Tree Golf Club • Royal American Links • Clover Valley Golf Club • Glenross Golf Club

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169 E. BECK STREET COLUMBUS, OH 43206 614.228.4343 LINDEYS.COM

VISIT NEWERAGOLF.COM

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We help shape those who will shape the world.

1

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We think education can and should be better.

More agile, personal, active, and potent.

When we teach students how to learn, the process becomes more exciting, purposeful, and life-changing.

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The ďŹ rst independent co-ed school in Columbus. Catalyzing the lives of children in preschool through grade 12.

Schedule a tour at www.wellington.org

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Central OhiO Private SChOOlS ranked by total enrollment enrOllMent

SChOOl 1 Columbus Academy

4300 Cherry Bottom Road Gahanna 43230 • 614-509-2220 columbusacademy.org

tOtal enrOllMent

1,119

averaGe StUDentFUll-tiMe teaCher ratiO

K-8

nUMber OF teaCherS

Grade 9-12

Full-Time

Other

Part-Time

7:1

647 416 56

118 21

11:1

na 906 na

64 11

13:1

543 337 na

wnd wnd

17:1

na 872 na

65 7

8:1

357 245 57

81 10

15:1

443 179 33

43 4

14:1

550 na 100

30 15

17:1

na 620 na

34 6

8:1

311 218 35

78 na

18:1

278 167 110

45 3

2 Bishop Watterson High School

99 E. Cooke Road, Columbus 43214 614-268-8671 bishopwatterson.com

906

3 Worthington Christian School

6675 Worthington Galena Road Worthington 43085 • 614-431-8215 worthingtonchristian.com

880

4 St. Francis DeSales High School

4212 Karl Road, Columbus 43224 614-267-7808 • sfdstallions.org

5 Wellington School

3650 Reed Road, Columbus 43220 614-457-7883 wellington.org

872 659

6 Harvest

Preparatory School

4595 Gender Road Canal Winchester 43110 614-382-1111 • harvestprep.org

655

7 Saint Brigid of

Kildare School

7175 Avery Road, Dublin 43017 614-718-5825 • stbrigidofkildare.com

650

8 St. Charles

Preparatory School

2010 E. Broad St., Columbus 43209 614-252-6714 • stcharlesprep.org

620

9 Columbus

School for Girls

65 S. Drexel Ave., Columbus 43209 614-252-0781 columbusschoolforgirls.org

564

10 Fairfield Christian Academy

1965 N. Columbus St. Lancaster 43130 • 740-654-2889 fcaknights.org

555

The CEO Leaderboard features selected topics each month. The January Leaderboards will feature Central Ohio MBA programs, hotels and independent insurance agencies. The deadline for inclusion in those surveys is October 18. If you want your Central Ohio company to be considered for an upcoming CEO Leaderboard, contact Columbus CEO at 614-461-5109 or cteasley@columbusCEO.com Information included in this survey was provided by schools listed and was not independently verified.

110-111_Leaderboard_PrivateSchool.indd 111

Year FOUnDeD FUll-Year tUitiOn

1911 $12,000$28,700

1954 $9,990$11,440

1973 $4,920$10,848

1960 $9,825

1982 $17,000$25,000

1986 $6,500

1996 $6,150

1923 $10,295$10,625

1898 $25,995$27,890

1998 $5,749$6,595

FeatUreS anD PrOGraMS New half-day and full-day class for 3-year-olds; outdoor learning center and greenhouse integrated into educational programs on a 231-acre campus.

College preparatory curriculum including AP, CCP and honors courses; business classrooms; medical center classroom; 26 sports programs; 38 clubs plus performing arts.

Internship Academy; 35 interscholastic athletic programs; fine and performing arts program; 95 percent of seniors pursue postgraduation degrees.

Multiple College Credit Plus offerings; 17 advanced placement courses; approximately 50 co-curricular activities and clubs; 28 varsity sports.

heaD OF SChOOl aDMiSSiOnS DireCtOr Melissa Soderberg John Wuorinen Chris Campbell Mary Kate Campbell Troy McIntosh Lisa Raikes

Daniel Garrick Julie Barber

Independent science/ humanities research; innovative indoor and outdoor classroom environments; deep-dive seminar-style classes; international travel program included in tuition.

Jeff Terwin

$9.1 million in college scholarship in 2019; blended-learning environment; championship athletic programs; student leadership training; community service opportunities.

Kenneth Grunden

After-school learning programs, athletics, band, choir, service projects.

My Brother’s Keeper mentoring program, robotics, engineering team, 15 varsity sports, theater program.

Maryline Michel Kulewicz

Brenda Langston Kathy O’Reilly Megan Wachalec James Lower James Lower

Leadership development designed for girls from age 3-grade 12; two full-time college counseling directors; fully-integrated computer science curriculum

Jennifer Ciccarelli

Competitive athletics; College Credit Plus classes; Quiz Team; National Merit Scholarship finalists; fine arts program.

Craig Carpenter

Chelsea Woods

Kara Stephens

wnd = would not disclose na = not applicable Source: Survey of Private Schools

Compiled by CHLOE TEASLEY

October 20196 l ColumbusCeO

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CENTRal oHIo WoMEN-oWNED BUSINESSES Ranked by 2018 Central ohio revenue

CoMPaNY 1 Kokosing 6235 Westerville Road, Westerville 43081 614-212-5700 kokosing.biz

2 King Business Interiors 1400 Goodale Blvd., Grandview 43212 614-430-0020 kbiinc.com

3 Acloche LLC 1800 Watermark Drive, Suite 430 Columbus 43215 • 614-824-3700 acloche.com

4 Uniglobe Travel Designers 480 S. Third St., Columbus 43215 614-237-4488 uniglobetraveldesigners.com

5 Reliant Capital Solutions 670 Cross Pointe Road, Columbus 43230 866-837-5096 reliantcapitalsolutions.com

6 Velvet Ice Cream 11324 Mt. Vernon Road, Utica 43080 800-589-5000 velveticecream.com

7 Fishel Co. 1366 Dublin Rd, Columbus 43215 614-274-8100 teamfishel.com

8 Resource International 6350 Presidential Gateway, Columbus 43231 614-823-4949 resourceinternational.com

9 Lightwell 565 Metro Place S., Suite 220, Dublin 43017 614-310-2700 lightwellinc.com

10 Advanced Engineering Consultants

1405 Dublin Road, Columbus 43215 614-486-4778 • aecmep.com

2018 REvENUE Central Ohio Total

NUMBER oF EMPloYEES

Central Ohio Total

ToTal NUMBER oF oFFICES

DESCRIPTIoN oF BUSINESS

YEaR FoUNDED

CENTRal oHIo ToP oFFICER

1976

Brian Burgett

Darla King

$442.1 m $1.4 b

792 3,800

47

Commercial, industrial, marine and transportation contractors and an aggregate and asphalt supplier.

$44 m $44 m

78 78

3

Business serving Central Ohio and nationally offering commercial flooring, furniture and storage for over 20 years.

1998

$43 m $43 m

72 72

Customized workforce solutions including contingent staff, direct hire professionals, medical staffing, project labor and temporary employees in a variety of industries.

1968

Kimberly Shoemaker

$35 m $35 m

32 41

2

A travel management company specializing in both corporate and leisure travel.

1981

Elizabeth Blount McCormick

$34.5 m $34.5 m

289 350

$32 m $32 m

125 135

$25.8 m $438 m

285 2,507

$16.6 m $18.6 m

120 150

$11.8 m $38 m

96 206

$10.4 m $12.8 m

46 62

13

President

CEO

President

3

Accounts receivable management company.

2007

Margie Brickner

1

105-year-old family-owned ice cream manufacturer and distributor.

1914

luconda Dager

40 7

Provider of utility engineering, construction and network installation services. Serve the telecommunications, broadband cable, electric power, natural gas and low-voltage industries.

Engineering consulting firm specializing in construction management, planning and design of building and infrastructure projects and information technology.

1936 1973

4

Develops, implements and manages technology solutions.

Services include integration and APIs, B2B and supply chain, data analytics and IT consulting.

1998

4

Engineering firm providing mechanical, electrical, plumbing, technology and fire protection engineering services and construction administration services.

1998

The CEO Leaderboard features selected topics each month. The January Leaderboards will feature Central Ohio MBA programs, hotels and independent insurance agencies. The deadline for inclusion in those surveys is October 18. If you want your Central Ohio company to be considered for an upcoming CEO Leaderboard, contact Columbus CEO at 614-461-5109 or cteasley@columbusCEO.com.

Information included in this survey was provided by companies listed and was not independently verified.

112-113_Leaderboards_WomenOwnedBiz.indd 113

President & CEO

President & CEO

President

John Phillips

President & CEO

Farah Majidzadeh CEO & chairperson

Michelle Kerr President & founder

lisa Huang President

m = million, b = billion Source: Survey of Women-Owned Businesses Information compiled by ChLOE TEASLEy

October 2019 l ColumbusCEo

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9/18/19 4:38 PM

Wouldn’t you like to be looking at your home?

Ask your Realtor to market your home in the Executive Living section of Columbus CEO Magazine!

East of I-71 call Telana Veil at (614) 469-6106 or e-mail at tveil@dispatch.com West of I-71 call Amy Vidrick at (614) 461-5153 or e-mail at avidrick@dispatch.com

COLDWELL BANKER KING THOMPSON Neil Mathias (614) 580-1662 neil@neilmathias.com

COLDWELL BANKER KING THOMPSON

VIP REA

Neil Mathias (614) 580-1662 neil@neilmathias.com

C. G (614 Greg greg

4131 BRINSWORTH DR - Custom built 4BR home in Wedgewood Glen on 2/3 acre of a private wooded lot! Updated Chefs kitchen w/large island, SS appls & granite counter tops. The open floor plan & wet bar between the family room & kitchen provides the perfect space for entertaining. Huge bonus/theater room & 2nd laundry upstairs. This home has so much to offer inside & out!

8866 VENTURA WAY - This Corazon home is full of custom unique features with breathtaking views of the the lake from every room & well over 5000+ sq ft. Private master patio, side porch, & back patio that stretches the length of the home. Rich walnut hardwoods lead you into the great room w/fireplace. LL w/ theater, exercise or MIL.$1,395,000

COLDWELL BANKER KING THOMPSON

CCBI HOMES

RE/M MET GER VILL

Neil Mathias (614) 580-1662 neil@neilmathias.com

Denise Price (614) 374-1553 denise@ccbi homes.com

Al W (614 al.w rema

STUNNING UPSCALE CONDO COMMUNITY - nestled off 315 in the prestigious location of LOCH LOMOND HILLS. CUSTOM built

by CCBI HOMES free standing and attached condos minutes from 270,retail,dining and groceries. Walk out lots available. From the $600,000’s. Don’t miss this opportunity.

DEER RUN - A limited number of building lots available in this exclusive private gated community. Deer Run is a secluded, private lush wilderness in the heart of Dublin. Bring your own builder and design your dream home in one of the last centrally located communities in the city of Dublin. Acreage from 2-3+ Acres and Pricing starting at $475k/lot.

RE/M PRE CHO Grant Dolven (614) 306-1157 Gdolven@oliver jameshomes.com

Kevi Sulli (614 kevi colu

Grant Dolven (614) 306-1157 Gdolven@oliver jameshomes.com

1105 RUTH CROSSING - Upscale modern farmhouse by Oliver & James Custom Homes nestled on 1+Ac wooded lot with ravine and stream views! Stunning open floor plan with grand master suite, 5 bd, 4.5 bath, and walkout! Minutes away from 315 and U.S. 23, off Hyatts Rd. $1,065,000.

5416 RUTH CROSSING - New Build craftsman by Oliver & James Custom Homes is the perfect family home! Wooded lot w/ walk out offers privacy, minutes from schools, shopping and dining! Open floor plan with 5 bed, 5 bath, study/swing room with upstairs 2nd floor laundry! $998,500.

RE/M PRE CHO Grant Dolven (614) 306-1157 Gdolven@oliver jameshomes.com

Grant Dolven (614) 306-1157 Gdolven@oliver jameshomes.com

17 HAWKSMOOR, NEW ALBANY - STUNNING grand estate In New Albany’s upscale Hawksmoor Neighborhood. 1st and 2nd floor master suites add to this 5 bed, 5 full/ 2 half bath beauty! The perfect home for entertaining: Spacious floor plan boasts open kitchen, banquet, 2 full bars, finished LL and much more! Steps from walking path! $2,885,000.

114-115_ExLiv.indd 114

Debb (614 debb gmai

CLIFFSHIRE - Newly Developed Estate lots in Southern Delaware offer a serene escape with woods, streams and ravines throughout!

Located off Hyatts Rd between 315 and U.S. 23, Cliffshire is just minutes away from groceries, retail, and dining! Don’t miss this opportunity to build your dream home. Olentangy Schools

9/18/19 12:58 PM

me?

Wouldn’t you like to be looking at your home?

tive

Ask your Realtor to market your home in the Executive Living section of Columbus CEO Magazine!

East of I-71 call Telana Veil at (614) 469-6106 or e-mail at tveil@dispatch.com West of I-71 call Amy Vidrick at (614) 461-5153 or e-mail at avidrick@dispatch.com

VIP REALTY

VIP REALTY

C. Greg Skinner (614) 537-1994 Greg@soldby gregskinner.com

C. Greg Skinner (614) 537-1994 Greg@soldby gregskinner.com

3

1198 CARNOUSTIE CIRCLE, GROVE CITY - This sprawling 5 level split sits directly on the 10th green in Pinnacle. Immaculate Chefs dream quartz kitchen open to soaring great rm overlooking the course. 4BR incl. private vaulted master. Fam rm with fireplace. www.soldbygregskinner.com

4694 GOODMAN STREET, GROVE CITY - This home boasts an indoor swimming pool and hot tub. If you love to entertain, THIS IS THE ONE! Private 1st flr master retreat offers oversized walk in closet and luxe bath. Finished lower level. www.soldbygregskinner.com

tchen ndry

RE/MAX METRO PLUS GERMAN VILLAGE

RE/MAX METRO PLUS GERMAN VILLAGE

Al Waddell (614) 832-4079 al.waddell@ remax.net

Al Waddell (614) 832-4079 al.waddell@ remax.net

315 lt m e

1616 HAWTHORNE PARK – Spectacular American Shingle Style mansion in historic Woodland Park, 9 BR; 7 Bath. Over-sized owner’s suite with sunroom, en-suite, 3 closets. New kitchen, Separate carriage house, total reno in 2015, with 2 BR apt. + 4 car garage. Perfect for family oasis or family BnB business. Ideal location. www.1616Hawthorne.com $990,000

440 MEDITATION LN – THE WOODS AT JOSEPHINUM - Experience breathtaking ravine views from walls of glass in the 2 story Great room or from 2 entertainment sized outdoor living areas. Striking contemporary style designed by Gene Milhoan and built by Bob Webb. Over 5,000 sf offers 3 BRs, a gracious owner’s suite, family rm, lg eat-in kitchen, FDR, and fin. LL with 2nd WBFP, 3 car garage. www.440Meditation.com $599,000

RE/MAX PREMIER CHOICE

LD

SO

RE/MAX PREMIER CHOICE Kevin Sullivan (614) 419-2026 kevins@ columbus.rr.com

Kevin Sullivan (614) 419-2026 kevins@ columbus.rr.com

OUTSTANDING CUSTOM-BUILT HOME - Luxurious living on 3 Levels with scenic views from every room. 5 BRs, 4.5 Baths, 4 Fireplaces, and 5 Car Garage. 2 Story Entry, beautiful Hdwd Flrs, Custom-Built Home in Worthington neighborhood on an awesome River Lot! Amazing Walk-out Lower Level.

7731 Seminary Ridge Dr. $879,900

ames out n nd

BEAUTIFUL CUSTOM-BUILT HOME - w/amazing views on a Ravine Lot. Front Door designed by Franklin Art Glass in German Village, 2 Sty Entry Way w/a Bridal Staircase & Marble Inlay. 2-Sty Grt Rm w/FP, Wall of Windows for lots of natural light. 2 Dens, 4 Season Rm, Mstr Ste w/private Balcony, it’s like having your own Private Suite! Fin. LL w/full Kit, great for entertaining large groups & a Steam Rm. 3063 Summerview Place. $800,000

RE/MAX PREMIER CHOICE

RE/MAX PREMIER CHOICE

Debbie Bower (614) 496-4477 debbiebowerteam@ gmail.com

Debbie Bower (614) 496-4477 debbiebowerteam@ gmail.com

re out! t s

STATELY STONE MANOR! - Exquisite residence nestled in the heart of UA across from Miller Park. Traditional neutral interior w/beautiful woodwork & design details throughout. Elegant LR & DR, spacious great room w/bay window, wet bar & french doors leading to the outdoor living area w/pond.

5,299 ATFLS SqFt., 4-BR, 4-Full & 2 Half Baths on 0.6 acres. 1991 Stanford Rd.

114-115_ExLiv.indd 115

LD

SO

COUNTRY LIVING IN THE CITY! - Rare opportunity to live on a private 3.5-acre estate minutes from OSU & downtown! This secluded property features the main residence, a guest house w/pool, lookout deck over the ravine, large pond w/fountain, tall mature trees, beautifully manicured lawns & gardens. 5430 Linworth Rd. Please call for a private showing.

9/18/19 12:58 PM

Office Space

By CHlOE tEAslEy + Photos by ROb HARdIn

Crow Works 39 S. Main St. Johnstown 43031 crowworks.com

Unconventionally, Crow Works moved from Downtown to Johnstown.

Instragrammable

This on-trend space stands ready to be enjoyed by employees and clients alike.

An open concept

This portion of the Crow Works office allows for conversation and collaboration between employees—a far cry from the bank floor it used to be, with its many walls and glass partitions separating the room into smaller pieces.

brick and beams

Both are painted white, giving the space a bright and rustic feel that matches the Crow Works brand.

Private time

A previous pain point, these small rooms exist to offer employees privacy during phone calls.

Here comes the sun

There is no shortage of windows through the building, which means sun and lifted spirits.

Vaulted

The vault holds supplies instead of money, now.

Visit columbusCEO.com for a full article on the space.

116 ColumbusCEO l October 2019

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9/19/19 10:31 AM

BUILDING BETTER BROADBAND FOR BUSINESS

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Horizon has invested in an Enterprise Fiber Network to provide better broadband solutions for the Columbus business community.

Better Broadband for Columbus.

Explore Horizon today.

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