DRIVING FORWARD: Experts remain hopeful about Mahoning Valley. PAGE 2
POSITIVE CONNECTIONS Baldwin Wallace University is utilizing partnerships as a way to stand out. PAGE 6
CRAINSCLEVELAND.COM I JUNE 28, 2021
BREAKING GROUND Immigrant developers making their mark with array of projects
FROM AN UNFINISHED PENTHOUSE on Euclid Avenue, Lemma Getachew looks west toward downtown Cleveland, where he once worked as a hotel busboy. Now Getachew, 54, and his wife, Guenet Indale, own the recently opened apartment building where he’s standing. Since 2013, the couple has bought or developed more than 700 apartments, most of them on the East Side. They’ve also opened a flurry of fast-food eateries, while sustaining the home health care business that they started in 2003. On a rainy morning in early May, Getachew addressed a crowd at the ceremonial groundbreaking for the couple’s largest real estate deal yet — the first phase of a planned 400-plus unit apartment project in Hough, just north of the Cleveland Clinic’s main campus.
Lemma Getachew, left, and Guenet Indale stand on the site of their Addis View Apartments project near the Cleveland Clinic.
See INSPIRION on Page 34
TIM HARRISON/SPECIAL TO CRAIN’S CLEVELAND BUSINESS
`BY MICHELLE JARBOE
NOACA switches focus away from growth and toward access
Equity, environmental justice are driving forces behind long-term plan BY KIM PALMER
Each year, Crain’s Cleveland Business honors a group of outstanding women whose achievements and work enrich Northeast Ohio, its institutions and people. Page 10
NEWSPAPER
VOL. 42, NO. 24 l COPYRIGHT 2021 CRAIN COMMUNICATIONS INC. l ALL RIGHTS RESERVED
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For the better part of the Northeast Ohio Areawide Coordinating Agency’s five decades of existence, the long-term transportation and economic development goal was to connect people and places as efficiently as possible. But as populations in the region continue to decline, employers struggle to attract workers and new
THE
transportation technology emerges, the organization is diverting focus to the nuanced relationships between transportation, land use, economic development and quality of life. NOACA’s “eNEO 2050: An Equitable Plan for Northeast Ohio” reflects that new reality for the region. The long-range transportation plan is the result of 18 months of research and public engagement, including input from NOACA’s 47-member
LAND SCAPE
board of directors made up of local public officials from a five county-area: Cuyahoga, Geauga, Lake, Lorain and Medina. The report is a 30-year network plan, a federally required update for the organization, which receives transportation funding as a Metropolitan Planning Organization responsible for transportation and See NOACA on Page 30
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After tumultuous stretch for Lordstown, Mahoning Valley experts are hopeful BY RACHEL ABBEY MCCAFFERTY
The loss of the Lordstown General Motors plant in 2019, and the thousands of jobs it provided, was devastating to the Mahoning Valley. The region had diversified over the years, but that automotive plant was still a pillar for its economy. The news that an electric vehicle maker was buying the facility and retooling it to make pickup trucks was widely celebrated. Although it’s been a tumultuous couple of months for that company, Lordstown Motors Corp., area economic development experts are sounding a lot more optimistic than they were
two years ago. There’s hope the company can still succeed, but if not, there’s also faith that the region can withstand the loss. Lordstown Motors has been making headlines for all the wrong reasons lately. Founder and CEO Steve Burns resigned in mid-June, as did the company’s chief financial officer. At that time, the company appointed its lead independent director Angela Strand as executive chairwoman. She’ll lead the company until a permanent CEO is named, a news release stated. The release framed this and other leadership changes as part of the company’s “transition from the R&D and early production phase to
the commercial production phase of its business.” But the decision was announced shortly after the company released a statement on its investigation into the claims made by Hindenburg Research earlier this year. Hindenburg had published a report in March that raised questions around the company’s pre-orders, noting that they were non-binding, that not all were from customers operating fleets and that not all the pre-orders were from entities that could pay for what they’d reserved.
RACHEL ABBEY MCCAFFERTY
STAYING OPTIMISTIC ABOUT ELECTRIC TRUCK’S FUTURE LORDSTOWN MOTORS HAS BEEN MAKING HEADLINES FOR ALL THE WRONG REASONS LATELY. FOUNDER AND CEO STEVE BURNS RESIGNED IN MID-JUNE, AS DID THE COMPANY’S CHIEF FINANCIAL OFFICER.
See LORDSTOWN on Page 30
Hungry Riverside Co. is eyeing software firms in state BY JEREMY NOBILE
The Riverside Co. is hungry for software companies, and it has its eyes on potential targets in its Buckeye State backyard. The software industry is not new territory for the global private equity firm, which is co-headquartered in Cleveland. It’s one of the more active of the company’s seven industry specializations, said senior Riverside partner and native Clevelander Joe Manning. The firm has been buying software and IT companies for at least 15 years, completing more than 180 deals in the space. Manning works in the firm’s $1.2 billion micro-cap fund out of which these investments are being made today. Some lucrative exits as of late, however, coupled with a promising outlook for certain software outfits — those working to modernize anti-
quated business processes with subscription-driven business models are of keen interest to investors — has Riverside all the more focused on doing more regardless of competition in the space among other financial and strategic buyers. Manning Of note for Riverside is its May sale of Greenphire, a King of Prussia, Pennsylvania-based provider of automated payment workflow solutions for clinical trials in the health care sector for both research groups and patients. Over a seven-year holding period, Riverside said it grew Greenphire revenue by eight times, quadrupled its workforce and expanded the business internationally. The company was sold to a financial buyer, fellow PE firm and prolific software investor out of Chicago,
Thoma Bravo. The deal valued Greenphire at $1.1 billion, according to confidential sources cited by PE Hub. Riverside, for its part, declined to speak to the price tag on the sale. But Manning said the deal represents the lower-middle market firm’s largest sale ever in terms of total price. Then there’s the recent sale of ARCOS, a provider of resource management software for utilities, airlines and other sectors. Riverside acquired the Columbus-based business in 2013 and sold it to Texas PE firm Vista Equity Partners in March. The sale followed two add-on deals that helped broaden the software platform and position it as a leading SaaS (software-as-a-solution) provider in North America.
Manning said the ARCOS sale is “up there” with the Greenphire deal, landing among the firm’s top five sale prices in its 33-year history. One of the more recent secret ingredients for Riverside in helping scale up companies like these is Sierra Development, its own captive software company co-headquartered in India and America that has been in use at least three years. The firm’s portfolio companies get access to Sierra’s services, which can parachute in to provide additional developers as needed on various projects. “That enables us to innovate fast,” Manning said. It’s not just Riverside’s work on these companies that’s helping to drive up their prices. “The COVID pandemic has created increased appreciation for the stability of recurring revenue models of software companies,” Man-
ning said. That element is spiking interest among investors looking for the more established firms. Such are the main focus for PE funds, as opposed to earlier-stage startups targeted by venture capital and angel investors. “The software sector is by far, and has been for some time, the most active and attractive sector for private equity investors, not only within the technology vertical, but across all industry verticals,” said Patrick Mastan, managing director and head of software M&A advisory in KeyBanc Capital Markets’ technology group. “Private equity investors have long been drawn to the key attributes of the software business model — revenue visibility, predictability, and scalability/operating leverage.” See RIVERSIDE on Page 34 JUNE 28, 2021 | CRAIN’S CLEVELAND BUSINESS | 3
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After rapid growth through 2020, Cleveland medical device company SPR Therapeutics Inc. plans to continue building on its momentum. SPR Therapeutics developed a neurostimulation platform for pain management, the SPRINT Peripheral Nerve Stimulation (PNS) System. It recently reached a milestone of its 5,000th implant, ahead of schedule as demand for alternative options for pain treatment — without opioids or surgical intervention — continues to surge. “We’re ahead of plan,” said Maria Bennett, SPR’s founder, president and CEO. “We’ve experienced accelerated momentum and growth and just significant demand across our customers, so this is really ahead of a trajectory that we had foreseen at the beginning of 2020, even despite the pandemic.” The first generation of Bennett SPR’s technology got FDA approval in 2016, with the current generation receiving approval in late 2018. The company implanted 1,000 devices in 2019 and doubled that pace last year with 2,000 implants to reach this milestone. At the start of 2020, the company had forecasted Vucetic growth, but not quite as high as what it ultimately saw. When the pandemic struck, the restriction on elective procedures forced SPR to shift. Bennett said the company spent that time on professional education internally, as well as raising awareness externally of the SPRINT technology, while avoiding overwhelming its clinician customers who were dealing with COVID-19. “And fortunately, coming out of those restrictions, in May of 2020, we had our highest month of sales to date,” she said. “We came out of it I think even stronger than we went into it. And during the recovery period, we continued to grow quite significantly on the back end of 2020.” At the end of last year, SPR added
about 20 people to its staff, which now totals roughly 90 people. Its revenue in 2020 grew 125% compared with the year prior. And in the first quarter of this year, SPR saw 180% growth compared with the first quarter of 2020. SPR is on track to achieve between $25 million and $30 million in revenue this year, Bennett said. It also expanded to four new territories, bringing its total to 16, a number that she said the company could double within the next year. SPR’s commercial strategy thus far has been to focus on key territories and penetrate deep within those areas, which has been “somewhat self-limiting to this point,” she said. “We do envision now, given our success, that we are only scratching the surface,” she said. “We believe that with additional opportunities that we are assessing right now that we could stop being so self-limiting and really go big here and be able to double our growth through some potential additional capital or other growth strategies to build out additional territories and expand our commercial footprint overall.” SPRINT works by placing wires through the skin in proximity to the target nerve in the area of the pain, Bennett said. It’s implanted for just 60 days, during which a patient can use a wireless control to adjust the stimulation up or down within a specific range set and programmed by a clinician when they receive the device. “We’re activating that nerve that has either been damaged through trauma or disease that’s ultimately causing the pain and giving pain signals or negative signals to the brain,” she said. The wires are connected to an external stimulator and removed after 60 days, during which the SPRINT system has shown significant relief of pain, plus sustained relief after the device is removed, Bennett said.
Dr. Henry Vucetic — an interventional pain physician currently affiliated with Lake Health System, which was recently acquired by University Hospitals — saw the long-term benefits of the technology with his father, who was suffering from chronic shoulder pain and not a good candidate for a shoulder replacement. After using the treatment, Vucetic’s dad had complete pain relief with the device that lasted two and a half years. Since then, the technology opened a whole new avenue for treating patients with mechanical pain, for which there aren’t a lot of great interventional procedures or devices offering treatment, Vucetic said. While other neurostimulation technology is approved for chronic or acute pain, or specifically for back or extremity pain, SPRINT has a general indication clearance that checks all boxes for joint pain, back and/or extremity pain, acute and chronic pain. Vucetic thinks of pain treatment as climbing a ladder of therapy, beginning with more conservative measures to treat pain before moving into more invasive steps like surgery. It also helps to potentially minimize the need to prescribe opioids, and while there are fully implantable devices currently on the market, SPRINT’s finite 60 days implant timeline is an attractive alternative, he said. “Now we have a better therapy to even jump to sooner,” Vucetic said. SPR is working to challenge clinicians to rethink their pain strategy and adopt neuromodulation — like SPRINT’s non-surgical, non-destructive, non-opioid technology — early in the pain treatment continuum prior to opioids or surgery, and as alternative to more destructive therapies overall, Bennett said. “The opioid crisis is — even though it took a back seat to COVID last year — it’s as prevalent as it ever has been,” Bennett said. “I believe that COVID contributed to that unfortunately because many pain patients were relegated to virtual visits and what not, and really the only thing that could be done for many of those patients were prescriptions to opioids.” Lydia Coutré: lcoutre@crain.com, (216) 771-5479, @LydiaCoutre
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4 | CRAIN’S CLEVELAND BUSINESS | JUNE 28, 2021
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DINING
Short-staffed restaurants are booming in Akron Business is returning to pre-pandemic levels
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BY DAN SHINGLER
They’re back — hungry and in large, sometimes overwhelming numbers. Not the Brood X cicadas, but patrons at Akron restaurants and bars. Area establishments report they’re seeing dining rooms as crowded as they were before the pandemic, with one popular spot downtown reporting its largest crowds in at least three years. Now, owners say, if they could only get their workers back, times would be great. As it is, many of them are working harder than ever, often at tasks they used to pay others to do. “We’re all doing it on a minimum staff,” said Daniel Basone, owner of The Lockview bar and restaurant downtown, as well as El Gato Taqueria next door on South Main Street. Basone, who is 59, answered the phone cheerfully, even though he said he had just strained his back lifting a keg of beer — something he normally wouldn’t have to do himself. But for now at least, with customers aplenty and help scarce, he said he has little choice. Basone’s restaurants, especially the Lockview, are normally popular spots for the downtown lunch crowd, but he has had to pick and choose when he’ll be open, on a limited basis, with what staff he’s been able to muster. El Gato still is closed temporarily, and the Lockview is only open in the evenings, for now, and closed on Sundays and Mondays. Normally, it would be a seven-day-a-week operation, open day and night. “We’re not open in the day yet because we can’t find staff. Dude, it’s brutal. I need eight cooks, right now,” Basone said. “I could hire at least 25 people, right now. I used to run 52 employees for both places when we were in full swing. … Right now, I have 16 employees.” Limited staffing and open hours aren’t holding the Lockview back too much, though. Basone said his business is at least 40% higher than it was in 2019, before the pandemic, but also when construction on Main Street in front of the restaurant had begun hindering business. There’s no Sunday lunch crowd these days, but that’s probably OK. Basone can use the extra time to clean up from the weekends, which he says have recently been his busiest in years. “On weekends, we’re getting back to an hour or an hour-and-a-half wait at the door. People are going out, man,” Basone said, noting that he has not seen crowds like that since 2018, before the construction outside began. Business has gradually been coming back since last summer, when construction began moving past his locations, and has continued ever since, he said. “Last summer, it was a slow build because the streets were still messed up, so we struggled. … But now it’s all looking good,” Basone said. He said he’s doing well, in part, because other downtown attractions also are drawing people, some of whom come to the Lockview before or after concerts, ballgames and oth-
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Business is again brisk, at least at night, at downtown Akron’s Lockview bar and restaurant. | CONTRIBUTED
er events. “A lot of it had to do with the Lock 3 concerts. We just got crushed right out of the gate when that started,” Basone said. “And, surprisingly enough, this has been the best year yet for the ballpark crowd.” Restaurants don’t have to be downtown to be feeling the crush from the rush of new business, though. About a half-mile from downtown on West Market Street, Akron Family Restaurant — a favorite breakfast haunt of executives, government officials and other movers and shakers in town — also has seen its business return to normal. “Everyone’s actually coming back really strong. It’s surprising,” said Nick Corpus, who owns the restaurant along with his father, Dean, and other family members. “It’s like we just turned a switch and the pandemic didn’t happen and we’re just moving and grooving back to normal life. It’s a great feeling.” Akron Family was closed for 90 days early in the pandemic, but it used that time to improve. “We redid the whole interior. We put all new laminate wood floors down, new tables, new chairs, and it looks great,” Dean Corpus said. It also put out a new sign in front that simply says “AKRON” in large block letters, with colors representing St. Vincent-St. Mary, Walsh and Hoban high schools, as well as purple for LeBron James’ current team, the Los Angeles Lakers. Dean Corpus said most of the restaurant’s business returned as soon as it reopened, but it took some time for the power-breakfast crowd to return, as many of the morning regulars were working from home. They’re back in full force now, he said. Akron Family also could use more staff, but it probably fared better than most restaurants because it’s tradi-
tionally had low turnover, Dean Corpus reasons. “I have four cooks that have been with me for more than 30 years. I tease Nick, ‘I’ve known her longer than I’ve known you,’ ” Dean joked, noting that his son just recently turned 30. Further afield and a bit up the chain as far as fine dining goes, Ken Stewart’s Grille and Lodge also are both busy, said Terry Kemp, a manager at the Grille. “We are fortunate that we have a great client base that keeps coming back, so we’ve ultimately been able to stay busy here at the restaurant,” Kemp said. “We do have far less tables than before COVID. That was done partly because of social distancing, but we haven’t been able to bring them all back because of staff.” The Ken Stewart restaurants have returned to their pre-pandemic business hours, Kemp said, but so far with only about half the seating they had before COVID. They’ll open more seating as they staff up, she said. Restaurateurs say they’re serving patrons as well and as quickly as they can, but some are asking for patience ahead of time during particularly busy times. “I explain to every customer, ‘Your food will be up on time, but we’re just really short-staffed,’ ” Basone said. Prices may be going up, though, driven by higher wages and the rising cost of food. Nick Corpus said he thinks most, if not all, restaurants are going to be forced to charge more. “They’re going to have to, to survive,” he said. “Product prices have skyrocketed. In order for restaurants to stay in business, even us, they’re going to have to raise prices. But we surely don’t want to.” Dan Shingler: dshingler@crain.com, (216) 771-5290, @DanShingler
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Baldwin Wallace students are involved in projects that provide hands-on work that is tied to school partnerships. | CONTRIBUTED PHOTOS
EDUCATION
Baldwin Wallace’s partnerships strengthen students, university Connections BW makes can help school stand out, officials say BY AMY MORONA
The pandemic has colleges scrambling. Undergraduate enrollment has dropped sharply at many places — down about 4% nationwide last fall, nearly 6% in the spring. That means college leaders, especially in a crowded field like the one in Northeast Ohio, are fighting to stand out from the others. Twenty-six nonprofit colleges and universities call the region home, including more than a dozen private institutions. Baldwin Wallace University, with about 3,100 undergrads on a 100acre campus in Berea, is one of them. Leaders there have one way to set themselves apart: be deliberate about creating partnerships with lots of groups, ranging from small municipalities to major corporations. “The whole strategic plan of the university is to become the institution that Northeast Ohio reaches out to for help and support,” said provost Stephen Stahl. Many places tout partnerships or connections in their local areas. It’s not exactly a new concept. But Stahl said there’s one reason, he believes, that sets the Berea campus apart from its peers. “We mean it. Maybe that’s one thing that’s different,” he said, laughing. Jokes aside, he said it’s a nod to the importance of applied education, which was part of the university’s founding principles. Plus, the connections the university is cultivating benefit the students as well as the institution. Undergraduates are involved as partners, Stahl said. Take the university’s digital marketing center. Its director, Tim Marshall, stressed the center isn’t part of a class. It’s real work. The center has worked with groups like Ingenuity Cleveland, Eliza Jennings and the Marble Room restaurant downtown. Costs depend on the client’s needs.
Average projects come in at about $2,500 to $4,000. “We’ve launched strategies,“ Marshall said. “We’ve helped organizations grow with the same services that they would pay for if they were to use an outside consultant or even a small agency.” There’s a wide variety of other partnerships going on across campus, too. Students also serve as consultants at the university’s Center for Innovation and Growth, working on professional grade projects for companies like Parker Hannifin or GOJO Industries. The university announced an “earn and learn” agreement with North Olmsted blender manufacturer Vitamix earlier this year. The school of business offers custom corporate training on things like merger and acquisition risk analysis. A sustainability clinic offers organizations help on how to embrace more of those practices. The Hive Design Group, which does graphic design work, creates branding and marketing materials. The Community Research Institute offers students a chance to work on contracted projects with groups like nonprofit and government agencies. Their listing of services range from feasibility studies to social and political mapping. They’re also known for polling, including a recent survey of Cleveland residents ahead of the upcoming mayoral race. Ten students contributed to a poll of several Great Lakes states in the lead-up to the 2020
presidential election. “They are part of the project, including part of the mistakes and part of the good parts,” said Tom Sutton, the institute’s director. Contracted projects there bring in a specific rate. Contributing students and faculty members get a stipend, and anything left goes toward funding projects that don’t bring in revenue. The $50,000 it took to fund the presidential poll, for example, came from that pot. Many of these partnerships aren’t yet at the point of being a lucrative additional income stream, said provost Stahl. But officials hope to get there. “What we’re doing is that we are sort of showing our bones,” Stahl said. “After all, we are that institution on the wrong side of the river, and there are bigger names in and around town. We’re in the stage, I think, of proving our earnestness and proving our ability to deliver.” Part of the university’s big picture plan is to use some of their more successful partnerships as models for future endeavors. Officials are searching for a new executive director of what’s been dubbed BWx. Stahl said the office would oversee these types of partnerships as well as “all the things that we should be doing to be of true service to our community.” Amy Morona: amy.morona@crain. com, (216) 771-5229, @AmyMorona
6 | CRAIN’S CLEVELAND BUSINESS | JUNE 28, 2021
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42nd Annual Ronald McDonald House
PRO-AM GOLF TOURNAMENT The Mayfield Sand Ridge Club • Monday, June 28, 2021
The Ronald McDonald House® Pro-Am Golf Tournament is the longest-running and most successful fundraising event in the history of the Ronald McDonald House of Cleveland, now Ronald McDonald House Charities® of Northeast Ohio. In its 42-year history, the tournament has raised more than $5 million net proceeds to provide comfort, care and supportive services to families with ill or injured children. Led by committee chair Andy McCartney, this Pro-Am is made possible by the dedication of our committee members, sponsors and golf professionals.
Northeast Ohio
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In July 2020, an 18-month plan to unify RMHC® programs and services in our region came to fruition with the official formation of Ronald McDonald House Charities® of Northeast Ohio, Inc., successfully combining the talent, resources, and community support of four chapters. New efficiencies and shared experience better position us to manage and expand programs in response to needs of families with ill or injured children. RMHC® Northeast Ohio enhances the healthcare experience for families and children through comfort, care and supportive services. Each year, we serve thousands of families whose children are receiving medical care throughout the region.
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FROM THE MANUFACTURING BEAT
RICH WILLIAMS FOR CRAIN’S CLEVELAND BUSINESS
Illuminating the parts that make up the world
EDITORIAL
A bad change T
he rush to meet the state’s June 30 budget deadline often leads to bad legislation. And so it is, again, as the Ohio House last Thursday, June 24, passed an anti-vaccination amendment into a spending bill. The amendment was added to Senate Bill 111, which allocates $422 million in federal COVID-19 stimulus funds to local governments. Fifty-seven House Republicans voted for the amendment, with three GOP members joining Democrats in opposition. Stakes are high. As the Columbus Dispatch noted, the change “would prevent employers, both public and private, from requiring that employees be vaccinated if the shot hasn’t received full U.S. Food and Drug Administration approval.” (That would apply to all three COVID-19 vaccines, which received emergency use authorization.) It also would “prevent employers from treating employees differently based on vaccination status.” The amendment marks a revival of elements of a previous House bill that looked dead. Last Tuesday, June 22, representatives of the Ohio Chamber of Commerce and the Ohio Manufacturers’ Association testified against the GOP anti-vax bill. Keith Lake, vice president of government affairs for the Ohio Chamber, told lawmakers “employers should have the freedom to operate their businesses, to make decisions about protecting their workforce, and to develop the health and safety policies and practices that meet the needs of their individual workplaces.” He likened it to decisions companies make on whether to allow concealed weapons on their property. A Springfield manufacturing company owner, Ross McGregor, a former Republican state representative, underscored the point: “I offer employment. I do not mandate it. It is up to an individual to decide whether they wish to accept my offer of employment.” Republicans in Columbus keep pushing laws that pander to anti-vaccination groups, at the expense of people’s health and safety, while simultaneously undermining companies’ ability to manage their workforces with a minimum of government interference. The House approved Senate Bill 111 in a 60-34 vote, sending the bill to the Senate to review the changes. If passed, Gov. Mike DeWine could — and should — line-item veto the amendment.
In the lead
A couple thoughts on leadership, based on events of last week: • Downtown Cleveland Alliance removed the interim part of Michael Deemer’s title and named him president and CEO of the nonprofit, which represents property owners and supports safety, cleaning, beautification and economic development initiatives in the central business district. Deemer, 46, who has spent a decade with the alliance, set a big goal, saying, “Under my leadership, DCA will be a more visionary, strategic and focused business development and advocacy organization.” We look forward to holding him accountable to delivering on that promise. Deemer is part of a new wave of leaders in key positions that includes Baiju Shah as CEO of the Greater Cleveland Partnership; Eric W. Kaler, who becomes president of Case Western Reserve University on July 1; and a still-to-be-determined new mayor of Cleveland. He takes the job at a crucial time, with the pandemic waning (but still here) and downtown picking up momentum while remaining challenged by the lighter footprint of the office market that comes with remote work and hybrid schedules. “Visionary, strategic and focused” is what downtown needs. It’s on Deemer to bring the energy to DCA to make that happen. • Sen. Rob Portman, the Cincinnati Republican who will not run for re-election next year, showed how the job should be done when he played a key role in brokering a deal on a fiveyear, $579 billion infrastructure bill. “We didn’t get everything we wanted. But we came up with a good compromise,” said Portman, the lead Republican negotiator on a bipartisan Senate team. It’s possible the deal could blow up, though indications are we will get a reasonable, targeted infrastructure package, and Portman deserves a lot of the credit. Republicans vying to replace him next year so far are more concerned with proving their loyalty to former President Donald Trump than showing they could be constructive leaders in moving the country forward. They’d be better off taking notes on Portman’s efforts.
Executive Editor: Elizabeth McIntyre (emcintyre@crain.com) Managing Editor: Scott Suttell (ssuttell@crain.com) Contact Crain’s: 216-522-1383 Read Crain’s online: crainscleveland.com
I went on my first plant tour shortly before officially starting at Crain’s Cleveland Business. I had a little break between my last job and my then-new one, but I was excited to get started. There was an event going on at Thogus in Avon Lake, and I was invited to attend as the paper’s new manufacturing reporter. Rachel Abbey Thogus is a plastic injection molder, McCAFFERTY working with customers to make parts to their specifications. That tour was my first real glimpse at all the work that goes into making the products we use every day. The best part of being a reporter is getting to constantly learn. You get to skip the small talk and focus on what people are passionate about. And on the manufacturing beat, you get to really learn how the world works. I was talking to the president and CEO of Sweeping Corp. of America recently, and something he said really struck me. Sweeping Corp. in Seven Hills runs fleets of power sweeping trucks across the country. While discussing the company’s growth, Chris Valerian jokingly apologized, saying I was going to see debris on the road everywhere I looked now. And he was right! But it goes so far beyond just noticing the litter on the highway. I find myself admiring the art in a piece of hardware when I’m supposed to be doing a home improvement project or wondering how a particular prod- THE STORY OF uct in the store is made. I don’t have that innate ability to MANUFACTURING make something out of noth- IS OFTEN ONE OF ing. But getting the opportunity to write about manufactur- FLEXIBILITY AND ing for most of the past decade ADAPTABILITY. has opened my eyes to all those behind-the-scenes parts of the world. Northeast Ohio is a great place for that. Cleveland and Akron and Youngstown have long been known for their manufacturing prowess, sure. But where we really stand out is in the supply chain. According to a recent report from MAGNET, the region is home to about 10,000 manufacturers — the vast majority of whom, 98%, are small or midsize businesses. That ranges from the large steel mills to the contract tool and die shops, from the injection molders to the metal stampers, and from the 3D printing startups to the century-old family businesses. The story of manufacturing is often one of flexibility and adaptability. It’s a rare company that can celebrate a century without some change along the way. Take Mika Metal Fabricating in Willoughby, an 82-yearold sheet metal fabricator, for example. Mika Metal had been a family business for decades before president Ryan Michael Thomas and a partner purchased it in August 2020. The company got its start making duct work and, during World War II, products like ammo cans for the U.S. military, Thomas said. Today, the company serves a diverse customer base, making everything from sterilization baskets for the health care industry to electrical enclosures for telecommunications. Thomas said there’s a real “complexity” to the products the company makes. Taking it from a print drawn up by a customer to finished product requires considering how to cut the metal, how to weld it, whether to coat it. See MANUFACTURING, on Page 9
Write us: Crain’s welcomes responses from readers. Letters should be as brief as possible and may be edited. Send letters to Crain’s Cleveland Business, 700 West St. Clair Ave., Suite 310, Cleveland, OH 44113, or by emailing ClevEdit@crain.com. Please include your complete name and city from which you are writing, and a telephone number for fact-checking purposes.
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8 | CRAIN’S CLEVELAND BUSINESS | JUNE 28, 2021
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Cleveland is ready to fill economyboosting jobs with the right talent BY CATHY BELK
How many “We’re hiring” signs have you seen recently in the windows of your favorite businesses? And at the same time, as we slowly make our way out of a global pandemic, we’re hearing people in our community say, “We want to work … we need good jobs.” It should be simple, right? People want jobs, and employers want talent. To match people and jobs, Greater Cleveland has incredible organizations hard at work creating programs to achieve these matches, individual by individual, company by company. This “programmatic” work is critical to generating these results right now. At the Deaconess Foundation, we financially support organizations preparing and placing residents in jobs throughout our region’s most important industries. Despite this, we continue to hear common choruses: “We can’t fill our jobs” and “We want to work and need good jobs.” We need both programs which address these challenges now, and transformative efforts which make the overall system of programs more effective and successful for years to come. In Greater Cleveland, we have some of these transformative efforts, ones set up to dramatically accelerate the pace and quantity of jobs filled successfully, working at scale beyond the individual-by-individual, company-by-company level. These initiatives pull together many of the stakeholders in this challenge — employers, public sector leaders, community college leaders, nonprofit experts, funders, and more — to identify root causes of the problems, ask what is needed, identify how to change, and implement solutions at scale. It takes a bit longer, but the approach should yield stronger outcomes over time. These “systemic” or “systems change” approaches complement the programs already working to create outcomes today and for the future. Not only are these initiatives producing promising results, but systems change efforts address a broader set of opportunities as well. An example: Not only do we want to better match local talent with open roles; we also want our workforce to represent the wonderful diversity of our population. Systems change efforts are working with both job seekers and employers to ensure that Black and Latina or Latino people are able to be successful, and included, in the high growth companies and jobs we need today and into the future — an effort meaningfully addressing the disproportionately nega-
MANUFACTURING
From Page 8
“I think a lot of people look at a cart or a basket and think, that’s pretty simple, right? And there’s a lot that goes into it, in terms of engineering, figuring out the metal and how do you build the product so it meets the customer’s stan-
tive impact of the pandemic on minority populations. At their core, “systems change” initiatives make progress because they are able to disrupt, not just evolve, the status quo. By working together with all stakeholders, there’s commitment to address root causes by changing entrenched beBelk is president haviors, patterns and practices in how stakeholders in the system and CEO of the work together. Deaconess What is an example of a transforFoundation. mative systems change effort? One is called “sector partnerships.” This model brings together employers in the same industry to identify common workforce challenges, examine root causes, and partner with other ecosystem players — such as nonprofits, community colleges and training providers — to better address the challenges. We have several sector partnerships in Greater Cleveland already, including ones in manufacturing, IT and health care. I want to be clear: Programmatic initiatives are crucial to workforce development outcomes. Systemic change initiatives are also vital to building more efficient and impactful outcomes over time. We need — and have — both. Deaconess Foundation recently announced the Deborah Vesy Systems Change Champion Award to recognize a systems change initiative in our Cuyahoga County workforce development ecosystem which is changing behaviors, accelerating outcomes and addressing one or several other challenges, such as advancing racial equity through new practices. I invite you to learn more about this award and its accompanying $50,000 unrestricted grant, and to nominate a worthy initiative. There’s more information on the Deaconess Foundation website. Getting our residents back to work, which allows our employers to grow and create even more jobs, is a top priority for our community. By having both programmatic and systems change initiatives in place, we are ready for more of our residents to be working, earning money, using their talents, and contributing to a thriving community. I’ve never been more bullish about the future of our workforce development system and our economy here in Greater Cleveland.
dards,” Thomas said. Every single thing we buy or borrow or use is made by someone who has taken an idea and figured out exactly how to make it a reality. We place our trust in manufacturers every time we get on a plane or sit on a chair or run a dishwasher. Whenever we start up our cars or visit the doctor’s office for a checkup. Whenever we turn on
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our computers or rest on our beds at night. Their work often goes unnoticed, if they’ve done it right. But it’s work that deserves notice, and appreciation. And I’m grateful that I can play a small role in sharing their stories with the world and making sure that you, too, notice the pieces and parts of which it’s made. JUNE 28, 2021 | CRAIN’S CLEVELAND BUSINESS | 9
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Each year, Crain’s Cleveland Business honors a group of outstanding women whose achievements, commitment and work enrich Northeast Ohio, its institutions and its people. In the shadow of an unprecedented pandemic, the 2021 Women of Note have shown even more passion and dedication in a vast array of fields: medicine, law, nonprofit work, publishing, architecture and more. A panel of Crain’s editors selected this year’s class from a deep pool of nominees. The 2020 honorees will be recognized in a virtual celebration at 4 p.m. July 21. Go to tinyurl.com/WON2021 to register.
D
TIM HARRISON
TIM HARRISON
ASS UN
Cheryl Stephens
Barbara Faciana
PRESIDENT/CEO | EAST AKRON NEIGHBORHOOD DEVELOPMENT CORP. VICE PRESIDENT | CUYAHOGA COUNTY COUNCIL
CO-CEO | PLEASANT VALLEY CORP. | NAI PLEASANT VALLEY
Most every American child knows the story projects valued at over $50 million. Representing vulnerable populations extends of “The Little Engine That Could,” with its message of perseverance and assisting others to to Stephens’ duties as vice president of Cuyahoga County Council. A former mayor of Cleveland the best of your abilities. Cheryl Stephens loves this story so much Heights, Stephens now represents over 110,000 she gave a copy of the Watty Piper classic to residents across five bustling communities. Through her leadership, Stephens passed legeach of her 50 employees at the East Akron Neighborhood Development Corp. (EANDC). islation outlawing discrimination against Stephens credits persistence as a crucial facet LGBTQ+ residents. Stephens is also a fierce protector of services for veterans, spurred by an Air of her success. “There are bigger people than me in the Force retiree father whose service took her from world. I went to a small university in Chatta- Louisiana to Athens, Greece, during childhood. “I’m a quintessential humble public sernooga, Tennessee, for my bachelor’s degree, and got my master’s (in public administra- vant,” said Stephens. “My brother likes to remind me that I’m not in tion) from University of control of the whole world. Dayton,” said Stephens. “But THE STEPHENS FILE Everything isn’t negotiable, give me a project and let me and I’m not responsible for think it through with a team Favorite author: Watty Piper, everyone. But he’s proud of of people. And no matter who wrote “The Little Engine That my contributions to make how the market changes, Could” life better for a lot of people.” we’ll continue to work to get Favorite quote: “ ‘That was Stephens’ sibling isn’t the the project done.” only one proud of her. ForAt EANDC, Stephens fo- character-building.’ I created the mer state Rep. Barbara Boyd cuses on organizational de- quote five years ago for those has been Stephens’ close velopment and management moments when you’re robbed of of the affordable housing speech and want to use expletives.” friend since meeting her in the mid-1980s on Richard group’s real estate, home Favorite spot in Northeast Celeste’s gubernatorial reownership and rental ser- Ohio: Tommy’s on Coventry election campaign. vices. Since joining the orga- (comfort food) and Quintana’s “The thing about Cheryl is nization in 2018, she has Speakeasy (comfort drinks). that she listens,” said Boyd. helped manage more than “She’d always ask questions, 1,000 housing units while co- LinkedIn profile: tinyurl.com/ or try and get my opinion. ordinating major projects, CherylStephens When you go into the comamong them I Promise Village housing initiative sponsored by the LeB- munity, people want you to listen. Cheryl was just that kind of person. We’re still very good ron James Family Foundation. “My focus is on affordable housing, not just friends. She calls me Auntie Barbara.” For Stephens’ part, she believes that people, for poor people, but working-class and middle-class families as well,” Stephens said. no matter their background, deserve a safe and “People are stretching to buy a house because comfortable place to live. Not to mention that costs are astronomical unless you have a con- good housing increases surrounding property struction skill set for rehab and improvement.” values while lifting up the city as a whole. “Everything I do circles back to making sure Stephens points to the racist legacy of redlining in Cleveland as motivation for her ongoing our communities are healthier places, and work. Prior to EANDC, Stephens worked for that our residents can live better lives,” Steeight years at the Cuyahoga County Land Bank, phens said. where her department helped complete acqui— Douglas J. Guth sition, demolition and environmental cleanup
When Barbara Faciana, co-CEO of Pleasant to work, and she recalls having mats on the Valley Corp., refers to the diversified real es- floor where toddlers napped. "We believe that's why our children and tate services and ownership concern as a "woman-owned company," she proves it in a their husbands or wives are in the business," she said. "They all grew up in it." way that reflects its family-owned basis. The business grew and changed with new The three daughters and son of Faciana and her husband, co-CEO Gino Faciana, each own technologies and strategies, which she viewed 20% of the concern. The co-founders own 10% as a learning experience. "Sometimes you ask yourself if you can ever do this," she said. "But each. That tilts ownership to the women's side. Underlining the achievement is that Pleasant you can, and it gets to be natural." The business moved into property manageValley — which operates in corporate services, asset management and property management, ment as it saw clients needed services the Faciand through NAI Pleasant Valley commercial anas had learned with owning their own portforeal estate brokerage — is in an often male-dom- lio, now more than 4 million square feet in size. Over time those clients became ever larger, inated businesses. including several Fortune The distinction is hard THE FACIANA FILE 500 corporations today. won on several levels. While both Gino and BarThe Facianas have been bara Faciana share major debusiness partners since they Double duty: She sold residential cisions, she handles finances launched an electrical com- real estate from the early 1980s to and the legal aspects of the pany in 1976. That evolved 1995 in addition to working at business. into a company that today Pleasant Valley Corp. and its Known for taking a subtler has annual revenue of about predecessors. She remains licensed. approach with her leader$250 million and 250 fullOn the run: She is a veteran of ship, she defines her role as time employees locally. CEO as chief emotional offi"It's not as challenging to three half-marathons and cer, but she clearly has mettle. be a woman in business now innumerable 5Ks. “Don’t be afraid to follow as back in the day," Barbara Giving back: She founded a food your dreams. Recognize there Faciana said, "but it's still a pantry at her church that serves will be set backs,” she said. case of having to dress and people in Cuyahoga County. “We started our business act professionally, prepare when interest rates were 15% for meetings and work hard" LinkedIn profile: tinyurl.com/ to 17%. We never would have to gain the respect of male BarbaraFaciana expected to go through a pancustomers and employees. The life story of Faciana, who grew up in demic. You keep going.” Cleveland and graduated from Collinwood Faciana’s drive doesn’t end with Pleasant ValHigh School, and the story of the business in- ley. She’s served on the boards of Summa Health, tertwine. The couple were married at age 17 the Medina Economic Development Board and after graduating from high school and a Huntington National Bank advisory board. Alec Pacella, president of NAI Pleasant Vallaunched the business with $500. "We were young, energetic and self-moti- ley, said he's been struck by the way the Facivated," Faciana said. "We had a hunger and a anas operate. "There is no way that Gino would have been drive to succeed." The company’s first office was in Cleveland, as successful as he is without Barbara, or Barand the business later moved to two buildings bara without Gino. ... Their business is, in my on Pleasant Valley Road in Parma, the source mind, an extension of their family, and they of the firm's name. Pleasant Valley is now are people who put people first." headquartered in Medina. — Stan Bullard When children came, Faciana brought them
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None of us alone can save the nation or the world. But each of us can make a positive difference if we commit ourselves to do so. – Cornel West
TIM HARRISON
We celebrate our partner Laura Kingsley Hong for her unparalleled op mism, energy, and guidance in making our firm – and the world – a more inclusive place to be.
Dr. Heidi Gullett
TIM HARRISON
ASSOCIATE PROFESSOR | CASE WESTERN RESERVE UNIVERSITY SCHOOL OF MEDICINE
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Heidi Gullett has found her sweet dreams due to structural barriers of spot, working at the intersection of racism, sexism, xenophobia or other biases, said Gullett, noting that as primary care and public health. She cares for individual patients at a white woman, she may not live her clinical practice at Neighbor- that oppression but she recognizes hood Family Practice, a federally how much it unfairly holds back her qualified health center. As an associ- patients and many others in the ate professor at the Case Western Re- community. Though inequities can sometimes serve University School of Medicine, Gullett is helping to teach the next feel abstract, the pandemic laid them generation of doctors about the im- bare and, combined with the nationportance of social determinants of al reckoning with racial equity last health and public health in their own year, they are an important reminder of the impact of upstream drivers of practices, wherever that may be. She also serves as the medical di- health disparities, she said. At CWRU, Gullett teaches students rector for the Cuyahoga County Board of Health, which had typically at various levels and helped redesign been a very minimal consultative curriculum for incoming medical students at CWRU to cover social derole — until 2020. When COVID-19 hit, she stepped terminants of health, population into a leadership role in the incident health, health systems, patient-cencommand structure, bringing medi- tered care and more. The idea is for cal students and physician assis- every student — even those who tants to do outbreak investigations want to be specialists — to understand that patients need to be cared and call on cases. Over the years, Gullett’s developed for in the context of everything else relationships built on deep trust in their lives. She also teaches in resacross the community, and those idencies — in family medicine, prehelped in responding to the ventive medicine and public health COVID-19 crisis, said Dr. Kurt Stange, — at University Hospitals. The past year reinforced why she director of the Center for Community Health Integration at CWRU’s medi- went into medicine and public cal school. Gullett is associate director of THE GULLETT FILE the center. “She’s absolutely In deep: A lifelong swimmer, she’s a local official for selfless to work with,” USA Swimming. Stange said. “She is unfailingly positive. Here we go, Brownies: She’s a huge Cleveland When you bring peo- sports fan (she still has her “Bernie Bernie” cassette ple together, she will tape from the 1980s). be a voice of energy A hot date: She met her husband when she was a and positivity.” volunteer firefighter in college. They fought their Relationships are first structure fire together and had their wedding in critical not only in her a fire engine. clinical practice and care of patients, but LinkedIn profile: tinyurl.com/HeidiGullett also in public health and broader community work, Gul- health. Going forward will be about lett said. Building trust and address- taking lessons learned to use the ing “really ugly wicked problems” best intellect and tools available to — like structural racism, poverty, be creative in thinking about syschronic disease and more — require tems change and a focus on equity, massive community action, which she said. “I know that that can be controshe stresses is just as important to versial, but I’m just not really going recognize as her own work. For so long, she’s been trying to to back down anymore,” she said, understand how to catalyze systems noting that it’s time to talk about transformation to give everyone an racism, biases, systems and structures that oppress people. “We can opportunity to be healthy. “I really think what this pandemic no longer admire this horrible probhas done is really blow wide open the lem or just talk about it. We’ve got to impact of structural determinants do something about it. And so I and structural violence on popula- think this pandemic has been one huge call to action around that.” tions in our community,” she said. As a clinician, every day she sees — Lydia Coutre patients who can’t fulfill their
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Ayonna Blue Donald When Ayonna Blue Donald boo- tion. “You can call her and have a meranged back to Cleveland, she conversation about what's working thought she would continue working and what’s not working. You can go in a law firm as a civil litigator as she out and grab a quick lunch and hash through some challenges. I don't was doing in Texas. Born and raised in Detroit, she know of any other leader who is quite lived in Cleveland while earning a as accessible as she is.” Cohn works with Blue Donald in mechanical engineering degree from Case Western Reserve University and his role with the Lead Safe Cleveland then left for sunny California for a ca- Coalition, the public-private partnership with more than reer in Silicon Val400 members that ley. THE BLUE DONALD FILE addresses the causAfter her move, es of lead poisoning. the tech bubble The cornerstone burst. Blue Donald Family time: “I love to fish. It of the group’s work got married, earned goes back to my mother, who is the implementaa law degree from loves to fish. My grandmother tion of a recent the University of San loves to fish, and it is a bonding Cleveland law reFrancisco, had chil- thing with the women in my quiring that rental dren and joined a family.” units built before law firm in Texas Not so bad: As a mechanical 1978 be certified as when she moved engineer, she actually enjoys “lead safe” by the there for her hus- putting together IKEA department Blue band’s job. furniture. Donald leads. When she reThe program, turned to Cleveland, Special delivery: She had her which has been in she found a tempo- first child one month before the works for a few rary job as a parale- getting her law degree. years, rolled out this gal with the city of LinkedIn profile: tinyurl.com/ past March during Cleveland. The job, AyonnaBlueDonald the global pandemin the city’s Building ic. The building and and Housing Department, was just to make ends housing department was one of the meet, but in a short time she was only parts of City Hall not shut down. Blue Donald found herself with named the director. And to those who have worked with her, she is two teenagers learning at home as considered the very ideal of a public she spearheaded the lead program that requires inspectors to certify servant. “One of the things that makes her properties. All the while, she worked with a diso special is that she is real,” said Daniel Cohn, vice president of strate- verse coalition of stakeholders. “I could not let the pandemic be gy at Mt. Sinai Health Care Founda-
TIM HARRISON
DIRECTOR | CLEVELAND DEPARTMENT OF BUILDING AND HOUSING
an excuse for not achieving the program’s rollout,” she said. What kept her going, Blue Donald said, was the passionate focus of the coalition coalescing behind a single goal to get lead out of the homes of Clevelanders. “That is the beauty of the coalition. You have private, public and philanthropic people that have come to the table and put in millions of dollars, and everybody is invested in this important goal,” she said.
Although she is quick to give credit to the coalition, her partners point out that without her leadership and knowledge, the lead remediation measure might not have been realized. “She has since day one been open to discussion, open to collaboration in a way that's been really refreshing,” Cohn said. “She really knows how to navigate both the internal dynamics, as well as the external dynamics of this really touchy subject.” This summer, Blue Donald will
transition to a new role as the chief of commercial services and legislative affairs for the Cleveland Airport System, which oversees both Cleveland Hopkins International and Burke Lakefront airports. She is excited to be part of the team working on the new master plan for Hopkins and looks forward to “using a different part of her brain” in her new job. — Kim Palmer
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Here’s to a leader who never rests.
TIM HARRISON
The entire Lake View Cemetery community is thrilled to see Katharine Goss honored by Crain’s as a Woman of Note. We’re proud to say she stands above the crowd (including those six feet under).
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Jill Paulsen’s introduction to white-led institutions become Cleveland’s arts and culture scene more inclusive and become truly started with things like visits to Cain able to not just recruit people of Park and living near the Cleveland color and audiences of color, but reMuseum of Art when she enrolled at tain them and really bring them Case Western Reserve University for into the fold.” Paulsen is someone who truly graduate school. Post-grad life gave her more walks the walk, said Scarlett Bouder, chances to immerse herself in the president and co-founder of Advocity’s wide variety of offerings, in- cacy & Communication Solutions. cluding shows at Playhouse Square. Paulsen’s passion for equity is auShe met her now-husband at the thentic and real. And she makes it attainable for others, too. Grog Shop. “To do that right and well profesNow, years later, she’s still part of that world as the executive director sionally, you have to live it personalof Cuyahoga Arts & Culture. ly,” Bouder said. “She does both Paulsen’s been at CAC for 10 years quite well. It's apparent in everyand was named to its top spot in thing she does.” Paulsen’s volunteer work, which 2020 after spending two years in the role in an interim capacity. But she includes supporting the Care Allistill wouldn’t necessarily call herself ance Health Center and AIDS Funding Collaborative, is also important an arts leader. “I think of myself as someone to her. So is keeping tabs on what’s who's using their spot right now to going on at the city’s other institutry to drive change and work for jus- tions, such as the Cleveland Metrotice,” she said. “I happen to be doing politan School District. it at an organization right now that supports THE PAULSEN FILE arts entities, but I am adamant that it can Currently reading: “Mediocre” by Ijeoma Oluo happen in every spot.” Centering racial eq- Favorite spot in Cleveland: Yoga at upper uity is the foundation Edgewater Park with friends and rollerblading of Paulsen’s work. That downtown with her daughter. “Both key to wide-ranging commit- managing through the pandemic,” she said. ment extends all the Bucket list travel destination: An Alaskan glacier way from thinking dog-sled tour or an archaeological dig trip. about how new organizations are supported LinkedIn profile: tinyurl.com/JillPaulsen to the upcoming “I couldn't be doing my job very launch of Assembly for the Arts, a new organization in the local arts well if I wasn't invested in change community aiming to make the and understanding key issues facing space more inclusive and equitable. the community,” she said. A desire to make an impact conThree of CAC’s five board members tinues to drive her career path in are now women of color. “Arts are really for all people,” Cleveland. It can be easier to push Paulsen said. “All people do make for change here in a way that might and create art, so how do we en- not be possible in a bigger commucourage them to see themselves in nity, she said, and that spark can the work and encourage institutions transcend sectors. “The arts are supposed to be to change and shift so that they are about creativity,” she said. “I think more responsive to people in 2021.” During her time at CAC, Paulsen this town could use more of that. has reportedly overseen more than And not just in the actual delivery of $150 million in grantmaking to arts and cultural programming, but in creative thought that could spur more than 400 organizations. “We're thinking about how do we change across sectors and indussupport Black and brown institu- tries.” tions,” she said. “And, simultane— Amy Morona ously, how do we support and help
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In the mid-1990s, when Jodi van der Wiel obtained her architecture degree and joined a firm in Omaha, Nebraska, she didn’t encounter many other female designers — let alone pacesetters. Now van der Wiel serves as a design director for Vocon, a Cleveland-based architecture firm with an office in New York. Her fingerprints are on corporate headquarters projects for companies from Great Lakes Cheese in Portage County to Oatey Co., whose Cleveland offices offer sweeping views. As she shapes buildings, van der Wiel also hopes to hew the evolving face of her field. She’s passionate about mentoring younger women in an industry where fewer than 40% of new architects are female — and fewer than 20% identify as minorities, according to the National Council of Architectural Registration Boards. “We need more women in leadership roles,” she said, citing the importance of role models to attract and retain diverse talent. An Iowa native, van der Wiel has lived in Ohio since 2000, aside from a two-year stint as an expatriate in France while her husband, Dave, was employed there. Before joining Vocon in 2014, she worked for Westlake Reed Leskosky (now part of DLR Group) and Moody Nolan. Last year, she served as president of the Cleveland chapter of the American Institute of Architects, an organization where she's played a key role in efforts around diversity, equity, inclusion and outreach.
TIM HARRISON
DESIGN DIRECTOR | VOCON
THE VAN DER WIEL FILE Peddle power: She has cycled across Iowa, her home state, three times. One of a kind: She was voted “most original girl” in high school class. Pandemic silver lining: She’s grateful for increased flexibility and family time. “I’m not as rigid. I’m not as rushed. I’m not as distracted.” LinkedIn profile: tinyurl.com/ JodivanderWiel
“I do believe that she’s providing some footsteps to follow,” said Elizabeth Corbin Murphy, a principal with Perspectus Architecture and one of van der Wiel’s mentors. “I think she’s committed to programs for students, and she wants to foster paths that are easier for students of all colors and genders and nontraditional career paths,” Corbin Murphy added. “And I think it would be, in her mind, a great compliment to say she’s
made a dent in that regard.” Health and wellness are recurring themes in van der Wiel’s work — and on her resume, which mentions her role as an ambassador for Fitwel, a building-certification system co-developed by the U.S. Centers for Disease Control and Prevention, and her accreditations from the International WELL Building Institute and the Leadership in Energy and Environmental Design, or LEED, program. “In France, there is more of a connection with nature and the built environment,” she said, explaining how that country's culture influenced her work. “That’s something that I always try to bring to every project.” Fitness and fresh air also are foundational to van der Wiel’s life outside of the office. She’s a longtime cyclist, a onetime spinning instructor and “kind of a rookie master gardener.” She and her family live in a nearly century-old house in Brecksville, on the outskirts of the Cuyahoga Valley National Park. The couple transformed an outbuilding into a woodturning shop, where van der Wiel uses a lathe and hand-held tools to coax bowls and candleholders from blocks of wood. “It’s kind of like cycling, in that it’s sort of zen,” she said of woodworking. “You have to focus on it, as it’s just a touch dangerous. You have to give it your full attention.” And there’s one more parallel for a woman who has built a career in a business dominated by men. “Whenever I take a wood-turning course,” she said, laughing, “it’s usually all the retired guys and me.” — Michelle Jarboe
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When Diane Beastrom started at Koinonia in 1986, the nonprofit worked with 16 people in two group homes. Today, the Independence-based agency has 22 licensed group homes and more than 60 supported living arrangements. Koinonia provides services to 600-plus adults with intellectual and developmental disabilities in nine counties in Northeast Ohio. The growth, assisted by federal funding, has been motivated by a simple premise. “We look at people first as a whole person, not just as someone who is a client in a service setting,” Beastrom said. “What do they need? They want meaningful lives. They want a meaningful day. They want something to do — a job, a day care program. They want to be engaged in the community, and on and on.” All of that became extraordinarily more difficult during the pandemic, which Beastrom calls “the biggest challenge of my career, bar none, on so many levels.” People with developmental disabilities, like everyone else, wanted to know what and why things were happening, and when COVID-19 was going to end. Answers to such questions often weren’t available. Patients were separated from their families, group homes needed around-the-clock care, expenses greatly increased, and for much of the
TIM HARRISON
PRESIDENT AND CEO | KOINONIA
THE BEASTROM FILE Hobbies and interests: Beastrom enjoys reading mysteries and thrillers. Getting away: Reading books, she says, is “pure escapism.” Family time: Beastrom also loves spending time with her five grandchildren, gardening and “anything else outdoors.” LinkedIn profile: tinyurl.com/ DianeBeastrom
year, funding was a huge concern. But the 600-employee operation persevered, “and it’s really due to the commitment and the loyalty to the people that we support that things have gone as well as they have,” Beastrom said. Beastrom became Koinonia’s executive director in 1990. Two decades later,
she was named president and CEO. Pete Moore, the CEO of the Ohio Provider Resource Association (OPRA), a statewide organization of service providers for people with developmental disabilities, said Beastrom is “an extremely strong” and “principled” leader. The Koinonia CEO is a member of the OPRA’s board of directors. “She’s a true resource for me,” Moore said. “I use her to gauge the temperature of our field and the challenges we’re facing.” Beastrom said she “kind of fell into” her nonprofit leadership role. She was a speech pathology major at Cleveland State University. While pursuing a master’s degree at CSU, she did clinical work at the Warrensville Developmental Center in Highland Hills. There, she worked with patients with developmental disabilities and “just fell in love with it.” Her entry to the field might have been “completely accidental,” but remaining there for four decades “has been very intentional and purposeful,” Beastrom said. Though Beastrom has received her share of praise for Koinonia’s expansion and the work the nonprofit has done, she said she’s “extremely hesitant” to take any credit. Instead, she gives kudos to a “fantastic board of directors” and the “extraordinary people who dig in and just are committed and do great, great work.” — Kevin Kleps
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Shameka Jones Taylor Shameka Jones Taylor left a suc- mother saw and knew that there was cessful career in city government to potential in me and never gave up.” After graduation, Jones Taylor lead the work study program at Saint Martin de Porres High School in wanted a job that would provide Cleveland. It wasn’t an easy decision, some stability for her daughter. She but it offered the opportunity to took a job as a budget analyst in the make her job more than a job, to take city of Cleveland, a role she held for her life’s experiences and share them less than a year before being promoted. The role of finance with others. manager of the Cleve“Outside of my THE JONES TAYLOR FILE land Municipal Court faith and my famihad opened up, and ly, it’s my heart’s First job goal: She initially her supervisor at the joy,” Jones Taylor wanted to be a politician. time put her name said. forward. She protestJones Taylor’s Advanced degrees: She has ed, saying she wasn’t career path started an MBA from Baldwin Wallace ready, but her superat what was then and a master’s of divinity from visor said to at least known as Bald- Payne Theological Seminary. meet with the judge win-Wallace Col- Ministry work: She’s a pastor when he called. She lege, where she at Greater Mitchell Chapel AME agreed. participated in the Church in Mansfield. At the end of lunch, Sprout program the judge told her for single parents. LinkedIn profile: tinyurl.com/ she’d have to meet Her mother always ShamekaJonesTaylor with the other judges, had an expectabut she was his candition that, despite obstacles, she would “soar,” Jones date for the job. That was just the start of a successful career in finance in Taylor said. “I’m really mindful of what my life the city that culminated in more than could have been if it would have a decade as chief financial officer for played out in the way that a lot of city council. Jones Taylor “lives by her values,” women and young women who have children at 15 years old plays out,” said Celeste Glasgow Ribbins, direcshe said. “I’m also mindful that my tor of equity, inclusion and experi-
TIM HARRISON
VICE PRESIDENT | CORPORATE WORK STUDY PROGRAM, SAINT MARTIN DE PORRES HIGH SCHOOL
ence at the Boys & Girls Clubs of Northeast Ohio. Glasgow Ribbins worked with Jones Taylor about 20 years ago, becoming a friend, too. “You can see what she believes in the way that she interacts with people and in the way that she conducts business,” Glasgow Ribbins said. Jones Taylor got to know Saint Martin de Porres High School and its work study program through Cleveland Bridge Builders, in which she was a participant. Before long, she took over supervising the program’s participants at city council. Saint Martin’s corporate work study program allows students to earn part of their tuition by working
in jobs across the region one day a week, exposing them to different career paths and helping them build skills. In the summer of 2018, the school asked Jones Taylor for help finding someone to lead the program. She gladly agreed. Then they asked her to consider the job for herself. That, she initially declined. Jones Taylor said she had worked her whole career for her government pension and the stability it provided. She only had 11 years to go. But after praying on it and seeking the advice of her husband and her mother, both of whom said she’d excel, she put in
her resignation and headed to Saint Martin de Porres. She started as vice president of the Corporate Work Study Program for the school in October 2018. In that role, Jones Taylor gets to help businesses tear down silos to see what students are capable of. She gets to support students. She gets to build up her team. It’s the “hardest work” she’s ever done, she said. “But it is the most meaningful. It is the most life-giving and fulfilling work I’ve ever done in my whole life,” Jones Taylor said. “And it encompasses all of what my life has been about.” — Rachel Abbey McCafferty
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Congratulations
for being honored as a 2021 Crain’s Women of Note.
TIM HARRISON
Carla Harwell, MD Medical Director, University Hospitals Otis Moss Jr. Community & Health Center
We celebrate your service and leadership with University Hospitals and as a primary care provider to thousands of patients at the UH Otis Moss Jr. Community & Health Center.
Marcia Moreno PRESIDENT AND FOUNDER | AMMORE CONSULTING
You are a strong advocate for eliminating health care disparities and we appreciate your creativity in addressing medical issues affecting minoritized people. We applaud your efforts to improve the health and well-being of our community.
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Case Western Reserve University congratulates “Woman of Note”
Heidi Gullett,
Associate Professor, Center for Community Health Integration Medical Director, Cuyahoga County Board of Health
for her tireless leadership throughout the COVID-19 pandemic.
Marcia Moreno knows well the grit to build AmMore to a successful hurdles that challenge immigrants company over the last three years. Marcia brings passion and commitarriving to a new country. A native of Chile, Moreno came to ment to all her projects — a ‘never Cleveland in 2005 to pursue a mas- give up’ attitude. She’s a continuous ter’s degree at Cleveland State Uni- learner striving for excellence in evversity. Those first few years of learn- erything she does.” Moreno knows her work around ing the language and culture were daunting, isolating and, at times, inclusivity is far from finished, particularly in the aftermath of a presidenrather frustrating. “I got tired of the lack of opportuni- tial administration that made strinties in all organizations for Latino gent anti-immigrant polices a professionals like myself,” said More- centerpiece of its national platform. “(Former President Donald) no. “There’s a misunderstanding about Latinos being undereducated, Trump helped in a weird way by poor or lacking so many things. That’s making it clear that we needed fornot what I see. We have so much to mal outlets and platforms to change contribute to this community and the narrative around Latinos, and create spaces where we can speak this country.” Moreno took on workforce and tal- about who we are in a more positive ent development roles at a pair of way,” Moreno said. Latino-centric nonprofits: Esperanza and El Bar- THE MORENO FILE rio. A transition to the private sector came in 2018 Last book read: “How the Word Is Passed” by when she founded Am- Clint Smith More Consulting, a Last television series watched: “Isabel,” about DEI-focused company the Spanish-language author Isabel Allende dedicated to creating more equitable workplaces for a Favorite quote: “Many small people, in small burgeoning Latino popu- places, doing small things can change the world.” lation. — Eduardo Galeano Latinos are the nation’s LinkedIn profile: tinyurl.com/MarciaMoreno fastest-growing population, one expected to comUpcoming projects include a secprise about one-fifth of the U.S. workforce by 2025, according to the U.S. ond iteration of “100+ Latinos,” as Bureau of Labor Statistics. Moreno is well as furthering a message of intenshining a light on this diverse popu- tionality for enterprises serious about lace to broaden corporate horizons diversifying their ranks. Simply hiring and meet a mission of making these a diversity officer is mostly ineffective without a budget and strategy to suporganizations “Latino ready.” As building an inclusive workplace port the position. Moreno also worstarts with creating awareness ries about Latinos getting lost in the around Latinos, Moreno launched a larger discourse around racial equity. “Of course that work is relevant, database of “100+ Latinos Cleveland Must Know.” The platform features but because of that emphasis, Latinos Latino professionals, entrepreneurs, tend to be forgotten,” said Moreno. creatives and more, serving as a light- “Any DEI approach has to be expandhouse for executives seeking diverse ed to take us into account.” Moreno wants to build a more intalent. “I heard from organizations saying clusive community for her son, Tedthey couldn’t find Latinos in their dy, who she’s raising with husband specific industries,” Moreno said. “I Joseph Amschlinger. She speaks Spanish at home, celebrating her wanted to say, ‘Here they are.’ ” AmMore offers additional work- heritage by making empanadas and shops and pipeline programs in the recognizing Chilean Independence drive for more inclusive and equita- Day every September. Expanding corporate networks to ble environments. Alenka Winslett, chief operating include talented Latinos is another officer of College Now Greater Cleve- means of staying committed to land, said Moreno provided her with Cleveland. “This is a great city, but I’m critical vital ideas and advice on advancing the organization’s inclusion initia- in the sense of what needs to happen in all perspectives of inclusivity,” she tives. “Her expertise in DEI has been in- said. valuable to me,” said Winslett. “I’ve — Douglas J. Guth been awed by her determination and
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TIM HARRISON
Sarah Flannery PARTNER | THOMPSON HINE It is lawyers like Sarah Flannery America. “I am always delighted when we who have helped Thompson Hine build a reputation as an innovative work with a particular employee at a company and then they get a firm. Had it not been for an interest in green card and send me a note philosophy laying the foundation about the impact that has on their for a career in law, Flannery might life,” she said. “You just know you be a physical therapist. Rather impacted someone personally in a than treat physical ailments, Flan- really positive way.” Flannery’s work in helping craft nery is helping companies build diverse workforces through an Thompson Hine’s innovative idenemployment immigration practice tity in a smart way really can’t be she helped make sustainable — understated, said managing partsomething that might not neces- ner Deborah Read. “Not every lawyer thinks about sarily be so simple for a national law firm with high overhead costs. the business of her practice and Flannery originally joined the adjusts to deliver the service at a firm’s labor and employment predictable fee level and quality group from Cleveland-Marshall that aligns with client needs,” said College of Law, but she quickly Read, noting that Flannery has discovered an interest in immigra- garnered a reputation as a “probtion work. It was the early 2000s, THE FLANNERY FILE and only two other lawyers were in- Ahoy: Flannery can captain a boat (with no thrusters, volved in that area of course). at the time. Cocktail invitees: Asked if she could have drinks with By 2005, she was anyone alive or dead, Flannery said she’d rather hang wholly involved in with female entrepreneurs to hear their stories and this burgeoning make connections. practice for the firm. But without Big brood: Flannery grew up with five siblings. some revenue LinkedIn profile: tinyurl.com/SarahFlannery flow, it surely wouldn’t last. So Flannery helped shape the prac- lem fixer.” Flannery also played a key role tice with alternative arrangements, including flat fees — some- in launching the firm’s women’s thing relatively novel for the legal initiative, called Spotlight on Women. She’s chaired that effort business at the time. She helped implement a layered since 2014 (though she’s recently staffing model that added project been working out of that role). “Some who champion a cause assistants to a team mixed with paralegals, associates and part- will support anything and everyners, helping to save costs by miti- thing related to the cause,” Read gating the work required by high- said. “Sarah is far savvier. She looks for those solutions that drive er-cost staff. “It let us push down work in a important results and that make more leveraged manner so profit- good business sense.” With matters of gender and raability on flat fees would be sustainable for the firm,” Flannery cial equity getting more attention in recent years, Flannery’s work to explained. Beyond being a good business help bring new and diverse people move for the firm, finding creative to the United States feels all the ways to make the employment im- more important. “I do think there is more of an migration practice sustainable has enabled Flannery to devote her acute awareness around the benework to a field she is passionate fit that diversity brings to businesses,” she said. “It’s a global about. After all, she’s never cared for world we live in, and to have diverthe adversarial nature of litigation sity may mean drawing on people in the courtroom and the dynamic from outside the U.S. as well as of winners and losers. For the creating paths for individuals from work Flannery does, if it goes well, a multitude of different backeveryone comes out on top, from grounds and religions within the the company filling a need in its U.S.” workforce to the worker who used — Jeremy Nobile employment as their entry point to
THE
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Katharine Goss
PARTNER AND CHAIR OF THE MASS TORT & PRODUCT LIABILITY GROUP | TUCKER ELLIS LLP
PRESIDENT AND CEO | LAKE VIEW CEMETERY ASSOCIATION
TIM HARRISON
Laura Kingsley Hong’s health care-professional parents might have liked to have seen her in a medical coat, but she followed in the footsteps of another family member — her uncle. “My dad’s brother was the first Chinese American lawyer admitted to the Illinois Bar and second Chinese American admitted to the New York Bar,” she said. “We were very close. I spent breaks in New York City’s Chinatown, helping teach his clients basic English so they could pass immigration tests.” Hong’s family lived in a string of Midwest college towns, often the only Asians in their neighborhoods. While living in Madison, Wisconsin, she quipped, the family used to drive to Chicago on Sundays for Chinese food. Hong was drawn to Oberlin College’s “liberal tradition” and earned an economics degree there before working at a law office for “a few years.” She then enrolled at Case Western Reserve University School of Law. Today, Hong is a trial attorney at Cleveland-based Tucker Ellis, where she represents businesses in product liability and commercial litigation cases. As chair of her practice group, Hong also oversees about 50 lawyers and 30 paralegals, and — like other leaders — she faced the challenge of personal interaction with staff during a prolonged office closure. “I’m not a big phone talker, but I made a big effort to call people and talk to them,” she said. Along with phone calls, Hong sent inspirational postcards, celebrations
Outside of work, Hong hosted meetings with lawyers, educators and judges after the death of George Floyd to address the need for data collection in Ohio’s criminal sentencing, volunteered with the nonpartisan Election Protection coalition in Georgia on Election Day, and has been called to address the increase in hate crimes against Asian Americans and Pacific Islanders. Hong’s self-described impulse to “look out for people who are marginalized,” however, started long before the pandemic and social unrest. As a founder and the first president of the Asian American Bar Association of Ohio and through her leadTHE HONG FILE ership in the National Asian Pacific American Bar Association, Hong is well known for a commitment to diGlobe-trotter: She’s been all over the versity, equity and inclusion, which, world, but her most memorable travel experiences are to China and Guatemala she said, begins in her own office. “In a practice that is majority white to pick up her adopted daughters. and majority male, it’s a constant batMindful: She meditates three times a tle of how I can lift up those who are day. not in the majority and give them an opportunity to be seen and heard,’” Don’t box her in: “Though I am an she said. “My job is to make sure that experienced cook, having nannied and catered in the past, and love to entertain, our law firm is the best that it can be. this weekend I found satisfaction in fixing To do that, we need to play to the strengths of everybody. But how do two leaking toilets, building a fence in my backyard and working in my garden.” we know what those strengths are if we don’t see or hear from everyone?” LinkedIn profile: tinyurl.com/ Brian Sun, a partner at Los AngeLauraKingsleyHong les-based Norton Rose Fulbright, cited Hong’s “single-mindedness” of Lunar New Year and yoga therapy and “discipline” as keys to her sucballs to her team’s lawyers. Sensitized cess in the courtroom and in life. “She calls it as she sees it, even if to increased challenges faced by women — and women of color, in it’s not the popular sentiment or the particular — Hong also facilitated a political thing to do,” said Sun, who Zoom happy hour featuring DIY self- has known Hong for 30 years. “She’ll care kits that she sent to women in her say and do what she thinks is right.” practice and underrepresented fe— Judy Stringer males firmwide.
Congrats Barbara
Join us As we Congratulate
Barbara Faciana 2021 Honoree CRAIN’S Women of Note Award
18 | CRAIN’S CLEVELAND BUSINESS | JUNE 28, 2021
Lake View Cemetery long has been part of Katharine Goss’ life. When Goss was a little girl, she and her father would go to the cemetery and plant geraniums on their ancestors’ graves, and her dad would tell her about the family history. “That was my early, early exposure to Lake View Cemetery. I think as early as I can remember,” she said. And now Goss is running the treasured, historic cemetery. Though she took an unusual route to get there. After getting a degree from Rollins College, the Shaker Heights native worked in retail early on and later as an investment adviser, including work at Merrill Lynch and KeyBank. She then was a founding partner at Cedar Brook Financial Partners. But in 2010, after serving on the board of the Lake View Cemetery Association, she made the jump to the Lake View Foundation to spearhead much-needed fundraising efforts. Then in 2013, Goss became the president and CEO of the association, where she is responsible for the management of the 280-acre cemetery. “I came in and I felt like this is my turnaround story,” she said. “The (cemetery) had been around for a little more than 140 years at that time, and I used to say to the trustees, ‘This is like a startup, only it’s 142 years old.” With her breadth of experience, Goss realized that Lake View had to be viewed not only in a historical sense but as a forward-moving business. She looked at trends in the industry, such as the increasing popularity of cremation. She expanded all of the ceme-
TIM HARRISON
Laura Kingsley Hong
THE GOSS FILE On the nightstand: Goss reads a lot of history. “I have very little time to read, so everything is to learn something.” Favorite retreat: Kiawah, South Carolina. Favorite place in Lake View: At the top of Section 3, where Jeptha Wade, the cemetery’s first president, is buried. “You can see why we were named Lake View.” LinkedIn profile: tinyurl.com/ KatharineGoss
tery’s product lines and services, including more preplanning and making Lake View more of a one-stop shop by selling granite headstones and providing interest-free payment programs. She also tackled what she called misconceptions about Lake View: that it was full, that it was just for elite people and that it was too expensive. Quite the contrary on space: Goss said there’s room for 75 more years of burials.
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Anne Ying Pu PRESIDENT AND EDITOR | ERIE CHINESE JOURNAL Anne Ying Pu is firm believer that idea to give her $20,000 to start the everyone needs a stage, no matter enterprise. Erie Chinese Journal can their position in life. Pu’s stage is now be found at restaurants, grocery producing the Erie Chinese Journal stores and libraries in Cleveland, in her native language for readers in Columbus, Cincinnati and Pittsburgh. Cleveland and beyond. Though the publication is laid out “The paper doesn’t make much money, but I love it,” said Pu. “Every in Sandusky and printed in Canada, day you get to meet three different Pu is its sole proprietor, acting as reporter, photographer, people, and they all advertising guru and have a wonderful story.” even courier. She’s Born in Shanghai, Pu THE PU FILE worn out cars from joined her husband, driving so much, Chester, when he came Last book read: to the University of Ak- “Becoming” by Michelle whether it’s to a pizza place in Columbus or a ron to study mechani- Obama grocery store in Kencal engineering in 1991. tucky. A stop in Twinsburg Favorite restaurant: “I do have some was followed by a more The Cheesecake Factory part-time freelancers permanent move in Favorite place to to help out,” Pu said. “I 2002 to Hudson, where travel: “I always love don’t even know what Pu and her husband going back to China.” kind of job I have. I do built a home. it all.” Upon integrating The free, biweekly newspaper is into Ohio’s Asian-American community — which comprises about written in Mandarin with a smatter3% of the statewide population, per ing of English and averages about 20 U.S. Census Bureau figures — Pu’s pages per issue. Pu’s print run each thoughts turned to publishing a Chi- issue is about 10,000. She also has an nese newspaper. In Cleveland, she attendant website that covers interspent two years reporting on Cleve- national news, local goings-on, and land and Ohio news for the World happenings at Asian Town Center and other Cleveland-based Journal. Pu sat down with area Asian-flavored mainstays. Pu pens profiles on prominent Asian-American business owners, who were intrigued enough by the Asian-American figures such as im-
TIM HARRISON
TIM HARRISON
ot of d, .”
That shift in perception also included marketing. Goss and her team wanted to convey that the site was a place for the living and not just a graveyard. She brought on the Brokaw agency to helm witty advertising campaigns. “I told them I want this place to be cool, and I want people to smile when they think of Lake View,” she said. Goss’ efforts resulted in a marked increase in sales, which sit at over $6.1 million every year. “If I’ve done anything, I’ve really rebranded Lake View,” she said. Part of making 152-year-old Lake View a place for the living is bringing folks into the cemetery. Goss worked to take programming to a different level with themed tours, concert series and more. Though now a lively place, Lake View still is a place of historical significance and Goss is charged as its steward, including maintaining some of its most cherished sites, such as the Garfield Memorial. The cemetery just finished a $5.2 million phase of restoration. Ann Zoller — senior adviser, Strategy Design Partners, who has known Goss for years and worked as a consultant for the cemetery — described her as the “perfect person” to run Lake View. Zoller said Goss’ success is driven by her unique combination of skills to run a top-notch business organization, keep community partners happy, mobilize board members to invest in capital improvements, be savvy in marketing and engage the public. “She’s just so smart and capable,” Zoller said.
migration lawyer Margaret Wong, a close friend and adviser. “I’ve written about men and women — it’s good to educate people about these success stories,” said Pu. “I motivated myself when I came to the U.S. I didn’t speak English, but I’ve learned so much.” Wong said the self-taught publisher has helped bring together a diverse group of immigrants hailing from mainland China, Taiwan and other parts of Asia. “We all want to be the same Asian-Chinese community,” said Wong. “Anne has been able to juggle and balance that, and has done well
with her paper in Cleveland. She’s just an amazing person who I respect tremendously.” Though Pu’s work in the newspaper business hasn’t resulted in riches, she’s made up for it in longevity. She’s already casting her eyes toward October 2022, when her paper reaches its 20th anniversary of bringing information to a small if active Asian-American community. “After 30 years in the United States, I’ve learned so many things,” said Pu. “I’ve had a lot of support here.” — Douglas J. Guth
Ranked Among the Best in the Nation ONLINE MBA
kent.edu/business/onlinemba JUNE 28, 2021 | CRAIN’S CLEVELAND BUSINESS | 19
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Dr. Carla M. Harwell
THE HARWELL FILE Spin the wheel: She was a contestant on “Wheel of Fortune” in 1985. Guilty pleasure: Winding down by watching TV. She’s currently bingeing “The Handmaid’s Tale.” Best advice she ever got: Mentor Dr. Edgar B. Jackson Jr. “told me to start my practice the way I wanted to see it end. If I start out working until 9 o’clock at night, people will expect you to do it all the time.” Harwell’s bio: tinyurl.com/ CarlaHarwell
ter — located in the Fairfax neighborhood, where 95% of residents are African American and 66% live below the poverty line — just as it was getting off the ground and has spent her whole career there. As such, Harwell is on the front line of the fight to improve health outcomes among Black Americans, who have higher rates of hypertension, diabetes, obesity and premature death.
She’s also “the poster child” for efforts to attract and retain Black medical students who then go on to practice in communities of color, according to Dr. Edgar B. Jackson Jr., emeritus chief of staff for University Hospitals. Jackson called health disparities “a great drain” on society and said cities across the country have struggled to deliver quality health care to African American communities, especially those with mostly poor and lower-middle-class residents. “The fact that Dr. Harwell has been so steadfast in her desire and willingness to work in that capacity is not only an indication of the strength of her character, but it helps Cleveland as well.” As medical director, Harwell is responsible for “the everyday operations” of the Otis Moss Health Center, including oversight of a 13-person staff. She’s also heralded the center through several expansions, such as the additions of a walk-in clinic, brain health and radiology services, and a food pantry. Recently, Harwell harnessed her credibility among Cleveland’s communities of color to counsel patients amid the coronavirus pandemic and encourage COVID-19 vaccinations. “I always advocated for all the science, and that’s what I was doing — following the science,” she said. “But getting the vaccine was and still is a very personal decision, so I just wanted to make sure that my people were educated about it and not listening to misinformation.” — Judy Stringer
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TIM HARRISON
Carla Harwell knew she wanted to be a doctor from a young age, but it wasn’t until a high school counselor advised her to “just be a nurse” that the lifelong Clevelander recognized she had to get there largely on her own. “I never went back to the counselor, literally never stepped foot back in that office. And I just sort made my way through, traversed the system myself,” she said. “And I was a first-generation [college student], so my parents didn’t know. They were very supportive, but they did not know how to help me.” Harwell made her way to the University of Cincinnati as an undergrad, which, she said, was “a big adjustment” from the predominantly Black John Adams High School on Cleveland’s East Side. The 17-year-old also had her first brush with racism, stumbling upon a Ku Klux Klan march on the Queen City’s iconic Fountain Square during a trip downtown. After earning a degree in biology, the sunshine lured Harwell out West, and she spent four years in a graduate research program at a Long Beach, California, lab but ultimately decided bench research was not for her. She returned to UC’s medical school for her M.D., moving back to Cleveland in 1995 to begin residency with University Hospitals. “I always knew that I wanted to come back home and hopefully practice medicine in an area not unlike the Union-Kinsman area where I grew up,” Harwell said. “That came to fruition in 1998, when I started my practice at the Otis Moss Health Center.” She joined the fledging health cen-
TIM HARRISON
MEDICAL DIRECTOR | UNIVERSITY HOSPITALS OTIS MOSS JR. HEALTH CENTER
Laura Duda SENIOR VICE PRESIDENT AND CHIEF COMMUNICATIONS OFFICER | GOODYEAR The news industry’s loss has been Goodyear Tire & Rubber Co.’s gain. While journalism was Laura Duda’s initial choice as a career, corporate communications ended up being her lifelong love. “A lot of what I’ve done is because I failed to get a newspaper internship in college,” she said. “I ended up not getting the two newspaper jobs I wanted and had to scramble, and ended up with an internship in PR. I loved that work so much because it combined the writing that I was good at with a broader range of skills than I would have used as a journalist.” She’s never looked back. After getting her bachelor’s degree from Western Carolina University in writing and editing, Duda went on to earn a master’s degree in communications and public relations from the University of Florida in her native state. Then she got an MBA from the University of Tampa before embarking on what has been a very successful career in public relations and corporate communications. Today, she runs communications for a Fortune 500 manufacturer with operations all over the world — not to mention, probably the most iconic company in Akron’s history. Duda said she loves it here, too, including living in Richfield with her husband, Michael, and their three Havanese dogs. That’s even despite the weather, which is drastically colder than her hometown of St. Petersburg, though it’s not much worse than Chicago, her last career stop. “I love it here. This is not just someplace I moved as a stop on my career path. It’s a place I really love,” she said. “I love the people, who are great from the aspect of being welcoming.” She also loves Goodyear, where she reports to the top boss, CEO Richard Kramer, and has nine people who report directly to her as they help manage the company’s communications around the world. The past couple of years have been busy and presented Duda with challenges she’s conquered, such as a strategic pandemic response effort, managing the crisis response when former President Trump
THE DUDA FILE Walk on: She and her husband spent eight days hiking 100 miles on Scotland’s West Highland Way. Not a frequent flier: Duda has only been up in a Goodyear blimp once. The blimp’s seats are for “important guests,” not employees, she said. Favorite ‘toy’: Peloton bike LinkedIn profile: tinyurl.com/ LauraDuda
called for a boycott of the tiremaker, and leading the communications efforts for Goodyear’s big acquisition of Cooper Tire & Rubber Co. Goodyear is by far the largest company Duda has worked for, and she loves both the people and the opportunity to travel around the world on behalf of the company. “That has been a real joy in my professional life, to work with people around the world,” she said. Duda lends her talents to the community as well and sits on the boards of the Greater Akron Chamber and the Ohio & Erie Canalway Coalition. She’s also an active member of the women’s professional group ATHENA Akron. Duda’s efforts are no surprise to those who know her. “She’s a terrific choice — just an extraordinary professional. I worked for her for a really long time, and it was a fantastic experience,” said Howard Karesh, now vice president of corporate communications for Chicago-based Hillrom and who previously worked for Duda at Exelon Energy. Karesh said Duda was the ideal boss, able to effectively “manage people without lording over them” by treating everyone with equal respect and demanding accountability from all. “Watching her succeed is the least surprising thing in the world to me,” Karesh said. While Duda was reluctant to say she was Karesh’s mentor, he was quick to say it was the case. “One-hundred percent, she was,” Karesh said. “She’s a mentor whether she intends to be or not — if you’re half awake, you’re going to learn something from her.” — Dan Shingler
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SPONSORED CONTENT
HOW THEY RANKED SMALL/MEDIUM EMPLOYER CATEGORY (15 - 249 U.S. EMPLOYEES) 1. InfoTrust 2. BMI Federal Credit Union 3. Employers Health 4. Professional Placement Services LLC 5. Onyx Creative 6. World Synergy 7. O’Neill Insurance 8. Singerman, Mills, Desberg & Kauntz Co. L.P.A. 9. ETNA Products Inc. 10. Apple Growth Partners 11. Just In Time Staffing 12. The Center for Health Affairs/CHAMPS Healthcare 13. Pearne & Gordon LLP 14. Southwest Companies 15. The Karcher Group 16. CME Federal Credit Union 17. NPL Home Medical 18. Blue & Co. LLC 19. Pharmacy Data Management Inc. (PDMI) and IDMI 20. Apex Dermatology Skin and Surgery Center 21. ThenDesign Architecture (TDA) 22. Wayne Savings Community Bank
2021
BEST
EMPLOYERS
IN OHIO
T
here’s no question about it. The Buckeye State is a terrific place to live –– and work.
And one of the primary reasons why it’s such a great state for employees is because it has an influx of outstanding employers committed to ensuring their workers’ well-being. To celebrate the companies that make Ohio such a special place for employment, this year’s list of Best Employers in Ohio focuses on what makes a company truly stand out from an employment standpoint — regardless of size — and the ways in which other companies can be inspired to implement similar initiatives. “The main goal of Best Employers in Ohio is to create an environment where employees love to come to work,” says Peter Burke, president and co-founder of Best Companies Group. The Harrisburg, Pa.-based employer research and survey provider managed the registration process, conducted the two-part survey, evaluated the data and ultimately chose the employers on the list. “If successful, an environment has a big impact on employee and customer retention, as well as recruiting,” Burke adds.“A focus on ‘employer branding’ is
just as important as a focus on product or service branding.”
employers right here at home — without having to leave the state.”
Overall, 94% of employees at companies on this list say they are “very satisfied” with their employer, according to the survey.The survey also revealed that 87% of employees look forward to going to work, while 88% believe their job provides a sense of meaning and purpose. In addition, 93% are proud to work for the organization and 91% would recommend their employer to a friend.
EDITOR’S NOTES: All information was provided by Feb. 19 (including COVID efforts), the deadline for employer submissions.
This is the third year Crain’s Content Studio-Cleveland has published the Best Employers in Ohio list in partnership with Best Companies Group. Best Companies Group has been conducting this survey since 2006.
The top executive and location listed in the following profiles reflect key points listed for Ohio; all voluntary turnover data is for the most recently completed fiscal year. The following profiles include a snapshot of the information provided by companies. For more information about the companies’ responses to questions, visit www.CrainsCleveland.com/ BestEmployers2021.
Employers paid Best Companies Group for their submission, which included a descriptive list of their benefits and policies, as well as information collected from employee questionnaires. Not all submissions are included in the rankings.
Managing editor, custom and special projects Amy Ann Stoessel, astoessel@crain.com
“Being named a ‘Best Employer’ highlights the organizations in the state that are great places to work,” Burke said.“Workforce development and retention is enhanced on a state level when Ohio residents and students are made aware of great prospective
Graphic designer Joanna Metzger
Project editor Chris Lewis
For more information about sponsored content opportunities, please contact Amy Ann Stoessel at astoessel@crain.com.
LARGE EMPLOYER CATEGORY (250 OR MORE U.S. EMPLOYEES) 1. Edward Jones 2. Ryan LLC 3. National Cooperative Bank, N.A. 4. Protiviti 5. WestPoint Financial Group 6. Casto Management Services Inc. 7. Everstream 8. SRC Inc. 9. Improving 10. Nutrien 11. American Structurepoint 12. Galen College of Nursing 13. HBK CPAs & Consultants 14. CSA Group 15. AssuredPartners 16. Civista Bank 17. Advanced Composites LLC 18. Licking Valley Local Schools 19. Marcum LLP 20. Mike’s Carwash
This advertising-supported section/feature is produced by Crain Content Studio-Cleveland, the marketing storytelling arm of Crain’s Cleveland Business. The Crain’s Cleveland Business newsroom is not involved in creating Crain Content Studio content.
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SMALL / MEDIUM EMPLOYER CATEGORY (15 - 249 U.S. EMPLOYEES) 1. InfoTrust
Cincinnati www.infotrust.com @InfoTrustLLC Alex Yastrebenetsky, CEO Digital analytics consulting and technology Number of employees in Ohio: 66 Voluntary turnover: 3%
• InfoTrust offers employees fully paid medical, dental and vision insurance. • Unlimited time off: In fact, taking time off is even encouraged, as it can include bereavement, a vacation, a personal day and breaks to care for sick relatives. COVID-19: • During the beginning of the pandemic, InfoTrust’s leadership team announced a No-Layoff Pledge through July 1; on May 20, it extended that pledge through Oct. 1, 2020. • Free daily workouts, via Zoom, with a personal trainer (yoga, Zumba and more) have been provided. DIVERSITY: To recruit employees of various ethnic and cultural backgrounds, InfoTrust often visits historically black colleges and universities. In addition, it offers ongoing diversity training.
2. BMI Federal Credit Union
Dublin www.bmifcu.org @BMIFCU William P. Allender, president and CEO
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Banking Number of employees in Ohio: 101 Voluntary turnover: 9%
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• BMI Federal Credit Union provides a year-round wellness program, which includes a variety of free services and activities, to employees. • Tuition reimbursements, along with an internal university degree program that pays completion bonuses, are offered to employees. COVID-19: • No layoffs, pay reductions or benefit cuts occurred during the pandemic. • Treats, including chocolates, popcorn and nuts, have been shipped to every employee on a monthly basis. Each delivery includes a special note of appreciation, too. DIVERSITY: The credit union currently partners with Catholic Social Services, women and minorities for the purposes of recruitment/retention. It also offers employees ongoing diversity training.
3. Employers Health
Canton www.employershealthco.com @EmployersHealth Christopher V. Goff, CEO and general counsel Professional services Number of employees in Ohio: 44 Voluntary turnover: 2% • Employers Health offers employees
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Wad www @ON Patr Insu Num Volu (and their dependents) fully paid medical, dental and vision insurance. • Employees’ financial planning and estate planning are fully paid by the organization, too. COVID-19: • 95% of employees have been telecommuting during the pandemic; before COVID-19, only 9% telecommuted. • Employees now have the flexibility to roll additional PTO days into the following calendar year. DIVERSITY: Employees are encouraged to join local charitable boards and may serve on these boards without taking PTO. Organizations these individuals serve provide services to all members of the community. Cultural holidays are also celebrated.
4. Professional Placement Services, LLC
Solon www.ppswork.com @WorkforPPS Maurice R. Berns, president Staffing Number of employees in Ohio: 24 Voluntary turnover: 20%
• Professional Placement Services
offers employees fully paid medical and dental insurance, as well as uncapped commission. • Dress down days, along with impromptu and planned incentive contests (for cash and prizes, including all-inclusive cruises) are provided. COVID-19:
• A Zoom Scavenger Hunt occurred
during the lockdown. • All CDC guidelines were implemented, including masks, social distancing, temperature checks, testing and workfrom-home policies. DIVERSITY: Professional Placement Services provides employees diversity seminars on a regular basis. Frequent diversity workshops are offered too.
5. Onyx Creative
Cleveland www.onyxcreative.com Mike Crislip, president Architecture Number of employees in Ohio: 87 Voluntary turnover: 4%
• Onyx Creative offers employees (and
their dependents) fully paid medical, dental and vision insurance. • The company provides annual cash bonuses and monthly lunches/events to employees, while also recognizing birthdays, engagements and baby showers. • Employees participate in bowling and basketball leagues, Whirlyball and nights out to local stores. COVID-19: • 75% of employees were telecommuting when the pandemic began in March 2020; before then, no employees telecommuted. • Flexible work hours have been allowed. • Weekly Zoom calls (with small groups) occurred during the early months of the pandemic to help employees feel connected.
6. World Synergy
Beachwood www.worldsynergy.com @WorldSynergy Glenn Smith, CEO Technology, marketing and applications Number of employees in Ohio: 21 Voluntary turnover: 4%
• World Synergy offers referral fees of $1,000 per employee hired, as well as new clients signed on. • Crewhu, a software used internally, enables employees to give each other badges for recognition; these can be cashed in for gift cards or prizes.
Onyx Creative
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SPONSORED CONTENT COVID-19: • Virtual happy hours occurred during the beginning of the pandemic; virtual trivia nights have occurred since. • The company has been operating at 100% remote capacity since March 2020. DIVERSITY: World Synergy works with local organizations to provide diversity training and seminars. It also recognizes holidays from a variety of religions to accommodate diversity within its team.
7. O’Neill Insurance
Wadsworth www.oneillinsurance.com @ONeillInsurance Patrick O’Neill, president and CEO Insurance (including group health care) Number of employees in Ohio: 23 Voluntary turnover: 0%
• O’Neill Insurance offers employees fully paid medical, dental and vision insurance. • The company also provides employees 10 “early days” off per year, in which they can leave at 3 p.m. on any day they choose. • In addition, it pays 100% of employees’ continuing education. COVID-19: • O’Neill Insurance instilled a workfrom-home policy, which it’s encouraging employees to continue for the remainder of the year.
• It also implemented flexible schedules for working parents who may need to care for children. • Furthermore, it moved to a cloudbased phone system that enables its team members to receive phone calls through their computers and cell phones. 8. Singerman, Mills, Desberg & Kauntz Co., L.P.A. Beachwood www.smdklaw.com Ronald J. Teplitzky, president Legal Number of employees in Ohio: 24 Voluntary turnover: 4%
• Singerman, Mills, Desberg & Kauntz Co. provides employees a flexible work schedule. • The law firm also offers an optional medical Flexible Spending Arrangement (FSA) and a Dependent Care Assistance Program (DCAP), along with optional accident/critical illness insurance. • Additionally, it enables employees to continue their educations/professional growth.
9. ETNA Products Inc.
Chagrin Falls www.etna.com @ETNAPROINC Catharine T. Golden, CEO Manufacturing Number of employees in Ohio: 22 Voluntary turnover: 83% (includes three retirements)
• ETNA Products enables employees to meet 1:1 with a financial adviser during business hours. • The company also purchases lunches on a frequent basis for all associates. Known for its family culture, it offers employees flexible work schedules, too.
COVID-19: • For a six-week period, each department was on a rotating shift. While at home, associates were paid full compensation and benefits. • The company’s facility has been segmented into three zones; each employee is required to stay in their “zone.” • In August 2020, the company absorbed all the increase in its medical insurance plan premiums for the plan year ending on Aug. 31.
10. Apple Growth Partners Akron www.applegrowth.com @Apple_Growth
ETNA Products
COVID-19: • All employees can work from home if necessary — and are encouraged to do so. • The firm has requuired self-temperature checks upon entering the office.
June 28, 2021 S3 Charles Mullen, chairman Accounting Number of employees in Ohio: 108 Voluntary turnover: 10%
• Apple Growth Partners has developed a new plan named AGP Anywhere, which supports employees’ choices to work where they feel the most productive. • The firm also offers unlimited PTO for manager titles and above; it can be paired with existing paid maternity and parental leave programs. COVID-19: • Prior to COVID-19, 1% of the firm’s employees were telecommuting; now 75% are (this figure was as high as 100% in March 2020). • Additionally, its offices have limited access to ensure social distancing. DIVERSITY: Apple Growth Partners provides frequent diversity seminars and workshops to employees. Furthermore, it has established a diversity and inclusion task force/committee.
11. Just In Time Staffing
Mentor www.jitstaffinginc.com @JITStaffingOhio Michael Donato, president and owner Staffing/recruiting Number of employees in Ohio: 33 Voluntary turnover: 0%
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A CLOSER LOOK - The Karcher Group
T
he Karcher Group is a digital marketing agency that specializes in brand strategy, search marketing, digital advertising and web design and development. With core values rooted in teamwork, community and integrity, TKG’s strategic approach intertwines creativity with a critical framework to execute advertising with measurable results. For almost 25 years, The Karcher Group has been “combining Midwestern grit with Southern hospitality” into their marketing strategies with two locations, one in North Canton and the other in Charlotte, N.C. Since the company’s humble beginnings in the basement of
“TKG is an incredibly special place to work. The executive leadership team genuinely cares about each employee.”
-Molly McDougal, creative manager
Geoff Karcher’s parents’ house, the founder and president has established a homegrown business that cultivates personal relationships among each colleague and client. Just ask Molly McDougal. McDougal has been with The Karcher Group for seven years, previously serving as content specialist and lead content strategist before taking on her current role as creative manager. As a Northeast Ohio native, McDougal knew she wanted to start her career close to home
and was drawn to TKG because of their shared desires to help local businesses grow and support her hometown economy. Shortly before the beginning of the COVID-19 pandemic, McDougal found out she was expecting her first child. When she expressed her concerns about coming into the office, TKG immediately made it possible to work from home, which is not always as easy to do for small businesses.
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“TKG is an incredibly special place to work. The executive leadership team genuinely cares about each employee,” she said. “They give us the flexibility we need to make the right decisions for our families, and they know our kids and spouses by name. They ask about our needs and challenges, they listen with intention, and they work to offer real solutions.” McDougal also said the environment at TKG is such that one feels valued and noticed for their contribution. “I have mentors that guide me, colleagues that inspire me and leadership that supports me. What else can you ask for?”
(15 - 249 U.S. EMPLOYEES) • Just In Time Staffing provides employees (and their dependents) fully paid medical, dental and vision insurance. • Every quarter, employees receive incentive checks, which can range from $1,000 to $5,000. COVID-19: • The company has incorporated the use of video interviewing far more often than before. • It has also enhanced its cleaning processes, as it continues to follow all CDC guidelines to ensure constituents’ safety. DIVERSITY: Just In Time Staffing offers regular diversity seminars and workshops to employees, and it also celebrates cultural holidays. In addition, it provides ongoing diversity training.
13. Pearne & Gordon LLP
Chagrin Falls www.pearne.com Michael Garvey, partner Legal Number of employees in Ohio: 57 Voluntary turnover: 0%
• Pearne & Gordon LLP offers employees a flexible work environment, along with opportunities for growth and development at every stage of their careers. • It also provides perks like an annual outing to a Cleveland Indians game, free drinks and snacks, an in-house cookie oven, jeans days, monthly giveaways and trivia. COVID-19: • The firm immediately procured the necessary technology to enable all employees to work from home.
The Center for Health Affairs/CHAMPS Healthcare
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Cleveland www.neohospitals.org @NEOHospitals Brian Lane, CEO and president Health care – insurance/services Number of employees in Ohio: 116 Voluntary turnover: 16%
Learn more about award-winning career opportunities at civista.bank/life-at-civista
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12. The Center for Health Affairs/ CHAMPS Healthcare
For over ten years, Civista Bank has been named one of the Best Employers in Ohio. Thank you to our employees for this honor. From actively supporting community leadership to securing over $389 million in Paycheck Protection Program funding, the Civista team is making a difference in the communities we serve.
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• The Center for Health Affairs/CHAMPS
• Since the pandemic, the firm has hired three new permanent, full-time employees who are training remotely with other staff members. DIVERSITY: Pearne & Gordon LLP has an inclusion and diversity committee, and it provides continuous diversity training.
14. Southwest Companies
has offered 100% remote work for all employees. • In addition, it has provided a Family Support Program to every employee.
Independence www.southwestcoinc.com @Southwest_Co Michael Tomasone, president Construction Number of employees in Ohio: 25 Voluntary turnover: 1% • Southwest Companies emphasizes employee engagement and a positive company culture. • It also provides employees telecommuting and work-from-home opportunities. • In addition, it allows in-office daycare whenever necessary.
DIVERSITY: The Center for Health Affairs/ CHAMPS Healthcare offers ongoing diversity training. It has also formed a diversity and inclusion task force/ committee.
COVID-19: • All field workers, who previously shared company vehicles, are now required to use their own personal vehicle; gas is reimbursed.
Healthcare promotes work-life balance and offers an Employee Referral Program. • It also provides fully remote working opportunities for team members who are related to active duty military members. COVID-19:
• Since the pandemic, the company
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BEST EMPLOYERS IN OHIO - 2021
SPONSORED CONTENT
• Everyone entering the office must wear a mask, and staff members are positioned in different office spaces that are six feet apart. • If employees are sick for two days or more, they are required to take a COVID19 test and aren’t allowed to return to work until they receive a negative result. 15. The Karcher Group
North Canton www.tkg.com @KarcherGroup Geoff Karcher, president and CEO Advertising/PR/marketing Number of employees in Ohio: 42 Voluntary turnover: 12% **FOR MORE SEE PAGE S4
• The Karcher Group has a “brain of the month” program in which employees nominate a winner, who receives recognition, a gift card and a prime parking spot. • Each year, all employees participate in a free, three-day camping trip during the summer. • On the first Wednesday of every month, everyone is encouraged to leave the office at 4 p.m. and meet at a local establishment for company-paid snacks and beverages. COVID-19: • To keep its team engaged, the company has re-introduced Starbucks days at the office. • It is also offering boxed lunches for employees who are working remotely. All necessary PPE supplies have been provided.
16. CME Federal Credit Union
Columbus www.cmefcu.org @CMEFCU Brian Warner, CEO Banking Number of employees in Ohio: 78 Voluntary turnover: 23% • CME Federal Credit Union offers employees pet bereavement leave, along with paid maternity/paternity leave. • Furthermore, the company provides high HSA and 401(k) matches. COVID-19: • In 2020, employees could roll over an additional 80 hours of unused PTO. • All back office and call center employees were provided with the equipment and means to work from home, while frontline and branch employees were paid an extra $2 per hour in hazard pay.
June 28, 2021 S5
DIVERSITY: Diversity is a large focus for 2021 and beyond. CME offers diversity training for new hires but will be offering annual training starting this year.
17. NPL Home Medical
Strongsville www.nplhomemedical.com @NPLHomeMedical David Haynes, president and CEO Sales and service of durable medical equipment Number of employees in Ohio: 31 Voluntary turnover: 0%
• NPL Home Medical has a $500 family scholarship program; family members must be post-secondary applicants. Additionally, the company is pet-friendly. COVID-19: • The company’s Business Continuity Plan immediately shifted all non-operations employees to a remote work environment and moved to a split shift for any operations team members who needed to continue to work from the facility. • It also held “in-person” workshops on topics such as culture and core values, while conducting general meetings, via Teams, too. DIVERSITY: NPL Home Medical provides ongoing diversity training. At the same time, it also has regular seminars and workshops.
18. Blue & Co. LLC
Columbus www.blueandco.com @Blue_CPA Brad Shaw, managing director Accounting Number of employees in Ohio: 85 Voluntary turnover: 8%
• Blue & Co. pays for employees’ CPA exam preparation classes and sitting fees. • During the busy season (tax time), meals are provided to employees who work extra hours. COVID-19: • Prior to the pandemic, only 10% of employees telecommuted. Since then, up to 90% have telecommuted. • It also asked employees to complete a health questionnaire, prior to returning to an on-site office. DIVERSITY: • Blue & Co. has implemented an Employee Resource Group (ERG), organized by employees interested in
PROTECTION THAT MATTERS from an agency that cares!
2021 Best Employer in Ohio
ONEILLINSURANCE.COM
The Center for Health Affairs and CHAMPS Healthcare
The Catalyst for Healthcare
Transformation Did you know Cleveland is home to the nation’s first regional hospital association? The Center for Health Affairs and CHAMPS Healthcare have served as the convening and advocating body for Northeast Ohio hospitals since 1916. Working alongside our members and community & business partners, our efforts focus on areas that benefit our neighbors from a regional approach – whether that be through our group purchasing efforts, community health program, emergency preparedness work or anything in between.
s e
uting
are
ared o s
NPL Home Medical
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Our core objective is to influence and spark innovation in ways that achieve equitable, inclusive and improved health outcomes for all. Learn more about our mission at neohospitals.org.
6/24/2021 12:23:42 PM
BEST EMPLOYERS IN OHIO - 2021
S6 June 28, 2021
SMALL / MEDIUM EMPLOYER CATEGORY (15 - 249 U.S. EMPLOYEES)
have been sent to all employees’ homes. • Quarterly virtual happy hours have occurred, too.
20. Apex Dermatology Skin and Surgery Center Mayfield Heights www.apexskin.com @ApexSkin Dr. Jorge Garcia, founder, president and CEO Health care – provider Number of employees in Ohio: 120 Voluntary turnover: 24%
• Apex Dermatology Skin and Surgery Center has an open-door policy, in which every employee can engage with one another. • The company’s culture is unique, as everyone is driven by one common purpose: to transform people’s lives through their work. • Each December, top performers are awarded across the organization.
ThenDesign Architecture (TDA)
enhancing diversity initiatives. • Members of the ERG have partnered with various departments to participate in the planning and execution of diversity efforts.
19. Pharmacy Data Management Inc. (PDMI) and IDMI Poland www.pdmi.com Doug Wittenauer, CEO Health care software/technology Number of employees in Ohio: 159 Voluntary turnover: 8%
Facts, a weekly newsletter, What’s Up Wednesday, a weekly operational spotlight, and Staying Connected, a monthly newsletter. • It also hosts a Holiday Hold Challenge and a Weight Loss Challenge to help employees establish healthy eating and fitness habits. • The company offers health-focused initiatives every day at noon too, via MidDay Motivation. COVID-19: • PDMI/IDMI is currently operating on a work-from-home basis and has been since mid-March 2020. • Christmas and Summer celebration gifts
• PDMI/IDMI uses various internal communications tools, such as Fast
COVID-19: • Due to the pandemic, employees may now use unaccrued PTO to cover COVID19-related sick days. • Staff members are screened daily. The office has half its normal capacity, as social distancing initiatives have also been implemented.
21. ThenDesign Architecture (TDA) Willoughby www.thendesign.com @ThenDesignArch Christopher D. Smith, president Architecture Number of employees in Ohio: 53 Voluntary turnover: 5%
• TDA has an open tab at a pizzeria across the street every Friday, enabling staff members to meet for lunch to connect and unwind. • Chair massages are provided to staff on a quarterly basis to relieve workday stresses.
COVID-19: • Branch office administrators were given the option to telecommute; roughly one-third have been authorized to work remotely. • The firm provided many associates the option to take 10 additional paid days off.
COVID-19: • Although TDA was already renowned for its flexible work offerings, employees are now encouraged to work primarily from home. • The company has been implementing monthly virtual staff meetings.
DIVERSITY: • During their first three years, financial advisers (women and people of color) can participate in mentoring, coaching, networking and accountability programs to strengthen their career trajectories. • The firm’s 2020 Five-Point Commitment addresses racism and aims to positively influence opportunities for people of color.
DIVERSITY: TDA is actively involved in the Architecture, Construction and Engineering (ACE) Mentor Program of Cleveland; ACE high school participants consist primarily of minority students. It also utilizes the National Organization of Minority Architects to recruit.
22. Wayne Savings Community Bank
Wooster www.waynesavings.com @WayneSavings Jay VanSickle, president and CEO Banking Number of employees in Ohio: 100 Voluntary turnover: 22%
• Wayne Savings Community Bank has dress-down days on Fridays and Saturdays and enables employees to wear clothing with the company’s logo all week long. • This year, it has also begun to provide employees a floating holiday and bereavement day. • In addition, it offers employees educational webinars, seminars, training and tuition reimbursement. COVID-19: • A new Virtual Workplace policy will expand past the pandemic so that employees can work from home, as needed. • Nearly every position is eligible for the company’s expanded virtual work program, aside from employees in tellerfrontline roles. DIVERSITY: The organization is currently embarking on cultural sensitivity training for all staff members.
GROWTH IN ACTION
Best Employers in Ohio 2019 2020
OHIO | AKRON | CANTON | CLEVELAND | KENT ro of o r
r o ro o o r o r o ro or r of o r off r remote work, f o r parental leave, and or for work/life balance.
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P021_28_CL_20210628.indd 26
Winner
Accountants + Business Advisors Apple Growth Partners AppleGrowthPartners @apple_growth @applegrowthpartners
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LARGE EMPLOYER CATEGORY (250 OR MORE U.S. EMPLOYEES) 1. Edward Jones
Port Clinton www.edwardjones.com @EdwardJones Frank Leone, financial advisor Financial services – other Number of employees in Ohio: 1,285 Voluntary turnover: 3% • Edward Jones has a wellness program, which offers one-on-one health coaching. • More than 50% of associates have opportunities to own part of the firm.
2. Ryan LLC
Cleveland www.ryan.com @RyanTax Jim Payerle, principal, sales and use tax Corporate tax advisory services Number of employees in Ohio: 25 Voluntary turnover: 10%
• Ryan offers a monthly entertainment
allowance for team building. • A new well-being platform, known as RyanTHRIVE, provides employees with the tools to thrive in four pillars of well-being: physical, financial, emotional and career. COVID-19: • While also easily adapting the myRyan workplace flexibility program to a shelterin-place reality, Ryan expanded its sick leave to two more weeks. • The CEO’s monthly “Team Talk” calls increased to twice per month, while the COO sent regular emails with updates. DIVERSITY: In 2020, Ryan launched RyanMOSAIC, a new, more intentional approach to diversity and inclusion. The approach began with an internal listening tour, facilitated by a third-party consultant.
3. National Cooperative Bank N.A. Hillsboro www.ncb.coop @natlcoopbank Chris Goettke, co-president, executive council Financial services – other Number of employees in Ohio: 130 Voluntary turnover: 8%
• National Cooperative Bank offers incentive bonuses, which are based on individuals’ performances. • A rewards and recognition program allows employees to recognize peers who foster the company’s culture. COVID-19: • During the pandemic, the company has provided remote work opportunities for employees, as well as health screenings. • It also has offered child care reimbursement to employees. DIVERSITY: • Through the development of a Diversity, Equity and Inclusion (DEI) committee, the company provides diversity training. • In addition, it’s developed an equality assessment and hosted workshops/ meetings on DEI topics, along with monthly diversity programs.
6/24/2021 12:23:52 PM
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BEST EMPLOYERS IN OHIO - 2021
SPONSORED CONTENT
4. Protiviti
Cleveland www.protiviti.com @Protiviti James Aerni, managing director Consulting Number of employees in Ohio: 60 Voluntary turnover: N/A
• Protiviti offers a sabbatical program that allows eligible consultants to take up to three months off to pursue personal passions with a stipend. • It also provides a bonus employee referral program — with payouts that start at $5,000 for consultants and increase from there, based on position levels.
massage days and free flu shots, gym classes and educational seminars. COVID-19: • Unlimited PTO — for COVID-19 purposes — was offered when the pandemic first began. • HR developed “Guidelines for Returning to Work Together,” an extensive guide to ensure a safe work environment.
during the summer. • It also provides 10% employer contribution for retirement and 100% tuition support.
all diversity initiatives. Furthermore, it has regular diversity seminars and workshops.
COVID-19: • SRC’s Crisis Management Team has instituted an ongoing communication process to funnel information to employees and to stay transparent with
Columbus www.improving.com @improvingCLE; @improvingOHIO Lowell Messner, president - Cleveland Technology Number of employees in Ohio: 76 Voluntary turnover: 1%
• Improving hosts a five-day retreat in Las Vegas for every employee — for team building, networking and fellowship. • The company’s Employee Purchase Program enables employees to update their hardware every two years; Improving covers half the cost. • Its Employee Involvement Program is open to everyone in the company, as it rewards those whose contributions are above and beyond their normal responsibilities. • Improving has an internal university style program, known as ImprovingU, for knowledge sharing.
COVID-19: • Employees have received extra PTO to care for family members affected by COVID-19. • The company’s health plans have been modified to cover 100% of virus testing and treatment with no co-pays. DIVERSITY: All recruiters participate in Inclusive Recruiting training, which teaches methods for sourcing candidates from underrepresented groups. Recruiters also receive unconscious bias training.
5. WestPoint Financial Group
Cincinnati www.westpointfinancialgroup.com @WestPointFinGrp Michael Sacher, partner Financial services – other Number of employees in Ohio: 26 Voluntary turnover: 15%
• WestPoint Financial Group provides incentives -- from gift cards to money -- for employees who refer people for interviews. • Every Thursday, a food truck comes to the office during lunch, while an ice cream truck comes on Tuesday afternoons. COVID-19: • Training programs have been adjusted to be completely virtual. • The company has had many virtual firm and client video calls in which entertainment has been planned: musicians, comedians, magicians, cocktail mixing workshops, wine tastings and talent shows. DIVERSITY: The company actively recruits minorities, as it has created a diversity and inclusion task force/ committee. Additionally, it celebrates cultural holidays.
6. Casto Management Services Inc.
Columbus www.castoinfo.com @CASTOinfo Don M. Casto, III and Frank S. Benson, III, partners Real Estate Number of employees in Ohio: 223 Voluntary turnover: 8%
• Casto Management Services offers employees generous PTO, along with work hour flexibility. • It also promotes year-round wellness events and competitions — offering
P021_28_CL_20210628.indd 27
9. Improving
Everstream
DIVERSITY: The company provides diversity training to all supervisors. It also educates its workforce on various cultural holidays through its weekly newsletter, The Scoop.
7. Everstream
Cleveland www.everstream.net @EverstreamNET Brett Lindsey, president and CEO Telecommunications Number of employees in Ohio: 130 Voluntary turnover: 6%
• Everstream promotes 15% to 20% of the workforce internally each year and offers formal development programs and executive coaching. • Additionally, it has an employee-toemployee peer recognition program; each month, the CEO announces winners. COVID-19: • The company expanded its telecommuting policy to positions it normally wouldn’t have. • It also increased its cleaning protocols across all offices and heavily encouraged working from home. DIVERSITY: Everstream offers diversity training consistently. At the same time, it celebrates cultural holidays and has created a diversity and inclusion task force/committee.
8. SRC Inc.
Fairborn www.srcinc.com @SRCdefense Steve Duning, senior vice president Electronic warfare and services Defense Number of employees in Ohio: 173 Voluntary turnover: 8% • SRC offers more than four weeks of PTO annually, along with half-day Fridays
COVID-19-specific platforms, including video messages from leadership. • The company’s on-site employee assistance counselor is available remotely and has hosted a webinar series. DIVERSITY: SRC has created a Diversity and Inclusion manager position to lead
COVID-19: Prior to the pandemic, 0% of employees were telecommuting. By March 2020, 100% of employees were telecommuting instead. Today, 90% of employees are still telecommuting.
10. Nutrien
Lima www.nutrien.com @NutrienLTD Todd Sutton, general manager Manufacturing Number of employees in Ohio: 171
June 28, 2021 S7 Voluntary turnover: 8% • Nutrien has a well-equipped gym that’s open 24/7 and free for all employees. • It also offers the “9/80 Schedule,” a condensed work schedule that enables employees to work nine-hour shifts Monday through Thursday and have every other Friday off. COVID-19: • Employees receive PTO, in relation to COVID-19, if they’re required to stay home 10 to 14 days. • Approximately one-quarter of Nutrien’s employees are now working remote or working hybrid. DIVERSITY: Nutrien has Employee Resource Groups that are an important component of its efforts to drive and support diversity and inclusion activities. ERGs offer valuable insights on identifying and removing barriers and biases and support efforts to attract, recruit, retain, develop and engage top talent.
11. American Structurepoint
Columbus www.structurepoint.com @AmericanStrpnt Walid Gemayel, senior vice president Architecture and engineering consulting Number of employees in Ohio: 75 Voluntary turnover: 11%
• American Structurepoint offers employees a bonus vacation program — an extra week of pay or a week of time off if they have been employed for two years or more. • The company’s working parent
NAVIGATING INTELLECTUAL PROPERTY CHALLENGES IS WHAT WE DO. Attracting exceptional people is how we do it.
For the second year in a row, Pearne & Gordon is proud to be recognized among the Best Employers in Ohio. Congratulations to our amazing and accomplished team—this award is all about you! Adapting to and overcoming the challenges of the past year, you demonstrate what teamwork is all about. We applaud our amazing team and all the companies that share this special recognition.
pearne.com
6/24/2021 12:24:03 PM
BEST EMPLOYERS IN OHIO - 2021
SX S8 June 28, 29, 2021 2020
headphones and other equipment, were provided to employees as they worked from home.
Licking Valley Local Schools
DIVERSITY: The CSA Academy has been offering employees frequent online seminars and learning opportunities, regarding topics like diversity. Also, the company launched Unconscious Bias training globally.
15. AssuredPartners
Cincinnati www.assuredpartners.com @AssuredPartners Matt Mauller, agency president Insurance – non-health care Number of employees in Ohio: 102 Voluntary turnover: 10%
LARGE EMPLOYER CATEGORY (250 OR MORE U.S. EMPLOYEES) flexibility enables employees to have reduced work schedules, while also maintaining their insurance benefits. COVID-19: • Due to the pandemic, the company invested over $500,000 in its IT infrastructure to ensure a seamless transition to remote capabilities. • A formal telework/remote policy began in January 2021. DIVERSITY: American Structurepoint has an internal diversity and inclusion committee called PointUP for which the sole mission is to provide the support and networking tools necessary to build a diverse/inclusive workplace.
12. Galen College of Nursing
Cincinnati www.galencollege.edu @GalenCollege Judith Rudokas, dean Education Number of employees in Ohio: 94 Voluntary turnover: 6%
• Galen College of Nursing employees are dismissed early on Fridays and able to dress casually that day. • The college also provides a 50% discount on tuition to employees, along with their immediate families. COVID-19: • During the pandemic, the college’s dress code has been relaxed on a daily basis to promote productivity as employees work remotely. • It has also purchased virtual simulation technology to ensure students can experience simulated nursing scenarios that prepare them for live patient environments. DIVERSITY: The college began annual diversity training this year. It also has established a Diversity, Equity and Inclusion Council with representatives from across the college.
13. HBK CPAs & Consultants Canfield www.hbkcpa.com
P021_28_CL_20210628.indd 28
@hbkcpa Phillip Wilson, principal and COO Accounting Number of employees in Ohio: 109 Voluntary turnover: 13%
• HBK CPAs & Consultants provides employees open PTO, as well as flexible work schedules. • In addition, the company’s HBK Cares supports foundations like the American Cancer Society, Easterseals and The Susan G. Komen Foundation. COVID-19: • HBK continues to offer flexible work arrangements, along with ongoing “Work from Home” capabilities. • Masks must be worn in the office, as face-to-face meetings are limited and social distancing continues; there also is no non-essential travel. DIVERSITY: The company recruits at a variety of colleges and universities through its Diversity and Inclusion program. It also offers ongoing diversity training and regular diversity seminars and workshops.
14. CSA Group
Independence www.csagroup.org @CSA_Group Richard Weiser, executive vice president, global operations Standards development and testing and Certification Laboratory Number of employees in Ohio: 178 Voluntary turnover: 7%
• CSA Group offers employees a health and fitness reimbursement of $300 per year. • It also has a Formal Rewards and Recognition Program, which provides four levels of recognition, including the President’s Award of Excellence. COVID-19: • The company changed its workstations/building work areas for essential employees so that they could continue to work in a safe manner. • Laptops, along with monitors,
• AssuredPartners operates on a 37.5hour work week and allows employees to take half-days on Fridays during the summer. • In addition, Real Appeal, a weight loss/maintenance program, provides employees access to a personal wellness coach. COVID-19: • The company has implemented a remote working policy for all of its employees during the pandemic. • It has also created an Emergency Sick Leave Policy for employees, in case they’re unable to work, due to COVID-19; employees will be paid 100% during these circumstances. DIVERSITY: AssuredPartners uses multiple platforms to promote jobs in an effort to reach a diverse candidates. Additionally, it has a diversity and inclusion task force.
16. Civista Bank
Sandusky www.civista.bank @CIVISTABANK Dennis G. Shaffer, CEO and president Financial services – other Number of employees in Ohio: 382 Voluntary turnover: 15%
• Civista Bank offers PTO to employees
who go above and beyond, regardless of their expected job tasks. • If employees deposit a minimum of $20 to their savings account for each pay, Civista Bank will match with an annual deposit of up to $520 per year. COVID-19: • To minimize the spread of COVID-19, employee movement between bank offices was suspended. • The bank has also implemented a “Split Operations” staffing model to separate employees with similar job functions; some worked remotely from home, while others worked on-site.
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17. Advanced Composites LLC
www.marcumllp.com @MarcumLLP Danielle Gisondo, regional managing partner and office managing partner Accounting Number of employees in Ohio: 164 Voluntary turnover: 15%
• Advanced Composites offers employees
• Marcum LLP offers employees flexible schedules and alternative work arrangements. • Additionally, Marcum University is available for all associates to promote well-rounded growth and development.
Sidney www.advcmp.com Yasuhiro Niki, president and CEO Manufacturing Number of employees in Ohio: 294 Voluntary turnover: 11% low-cost, high-value insurance. • In addition, it provides employee appreciation meals, along with a renowned vacation accrual policy and compensation awards for perfect attendance and years of service. • Furthermore, it offers all employees a paid day off for their wedding.
COVID-19: • During the pandemic, Advanced Composites expanded its telecommuting policies. • It also implemented Families First Coronavirus Response Act (FFCRA)amended, paid sick time practices. • The company provided masks, hand sanitizer and cleaning supplies in all areas, along with implementing social distancing and staff rotation policies.
18. Licking Valley Local Schools Newark www.lickingvalley.k12.oh.us Dr. David Hile, superintendent Education Number of employees in Ohio: 275 Voluntary turnover: 0%
• Licking Valley Local Schools has an annual Employee of the Year awards program. • The district contributes 14% of each retirement system-qualified employee’s salary into his/her retirement account. COVID-19: • Every employee, student and visitor must wear a mask at all times, and everyone must remain at least 3 feet apart at all times. • Licking Valley Local Schools reduced each school day by 1 hour (for students) so that teachers have an additional hour for planning and preparation. • The schools also added four more teacher work days throughout the year so that teachers have more time for online instruction preparation.
19. Marcum LLP Mayfield Village
COVID-19: • All Marcum offices have moved to a mostly remote workforce. • Marcum also implemented a “Return to Office Guidelines” document to include protocols for all associates to follow, in order to reduce the spread of COVID-19. DIVERSITY: A national Diversity, Equity & Inclusion (DE&I) Steering Committee oversees activities and initiatives implemented at the local level in offices across the country. Regional DE&I boards manage programs like Diversity and Inclusion Month and International Women’s Day.
20. Mike’s Carwash
Loveland www.mikescarwash.com @MikesCarwash Mike Dahm, president Retail Number of employees in Ohio: 348 Voluntary turnover: 45%
• Mike’s Carwash invests in its team members through a variety of training and development offerings. • In addition, the company provides its employees tuition reimbursement. • With a focus on employees’ health, Mike’s Carwash also offers various wellness programs. • Every employee receives free car washes. COVID-19: • Since the pandemic began, the company has been offering employees the flexibility of working from home, as needed. DIVERSITY: The company provides employees ongoing diversity training.
Nutrien
DIVERSITY: Civista Bank provides diversity training on a regular basis. It has also created a diversity and inclusion task force/ committee.
6/24/2021 1:55:34 PM
CRAIN'S LIST | WOMEN-OWNED BUSINESSES Ranked by full-time-equivalent local employees as of March 1, 2021 RANK
COMPANY
FTE LOCAL STAFF 3-1-2021/ 1-YEAR CHANGE
DESCRIPTION
% OWNED BY WOMEN/ ORGANIZATIONS CERTIFYING COMPANY IS WOMENOWNED
MAJORITY OWNER(S)
TOP LOCAL EXECUTIVE
1
INFOCISION 325 Springside Drive, Akron 44333 330-668-1400/infocision.com
908 -24.3%
Telemarketing/direct marketing firm
64% —
Karen Taylor, board chair
Craig Taylor, CEO; Karen Taylor, board chair
2
LAKESIDE FACILITY SERVICES GROUP 2122 St. Clair Ave. N.E., Cleveland 44147 216-771-2400/lfs-group.com
215 2.4%
Janitorial services provider for commercial and health care facilities
51% City of Cleveland
Katiya Cassese, president; Anthony Cassese, CEO
Katiya Cassese, president; Anthony Cassese, CEO
3
UNIVERSAL METAL PRODUCTS INC. 29980 Lakeland Blvd., Wickliffe 44092 440-943-7310/ump-inc.com
180 -1.1%
Manufacturer of custom metal stampings
51% WBENC
Kim Koeth, director of finance; Kristin Jenkins, director of sales and diversity
Scott Seaholm, CEO
4
MARS ELECTRIC CO. 6655 Beta Drive, Suite 200, Mayfield Village 44143 440-946-2250/mars-electric.com
170 3.7%
Distributor of electrical, lighting and power distribution products
51% City of Cleveland, Cuyahoga County, city of Canton, Northeast Ohio Regional Sewer District, Cleveland Metropolitan Housing Authority
Fran Doris, CEO
Fran Doris, CEO
5
TRI-MOR CORP. 8530 N. Boyle Parkway, Twinsburg 44087 330-963-3101/trimor.com
155 19.2%
Concrete paving and infrastructure contractor
51% WBENC
Neille Vitale, CEO
Neille Vitale, CEO
6
FRANK NOVAK & SONS COS. 23940 Miles Road, Bedford Heights 44128 216-475-5440/franknovak.com
125 0%
Commercial finish contractor and manufacturer of custom lighting, acoustic panels and OEM parts
51% Cuyahoga County
Gayle Pinchot, president; Pamela Bozsvai, vice president
Gayle Pinchot, president; Pamela Bozsvai, vice president
6
QUALCARE LLC (HOME INSTEAD) 7334 Center St., Mentor 44060 440-257-5800/homeinstead.com
125 -37.5%
Provides individualized care to help seniors remain at home independently
100% None
Therese Zdesar, president, CEO
Therese Zdesar, president, CEO
8
VOCON 3142 Prospect Ave., Cleveland 44115 216-588-0800/vocon.com
115 -4.2%
Strategy, architecture and design firm
51% WBENC
Debbie Donley, principal
Debbie Donley; Paul Voinovich, principals
9
US COMMUNICATIONS AND ELECTRIC INC. 4933 NEO Parkway, Garfield Heights 44128 216-478-0810/uscande.com
106 -10.2%
Network design and integration services firm
96% WBENC, city of Cleveland, Cuyahoga County, state of Ohio, Northeast Ohio Regional Sewer District
Patricia Connole, CEO
Patricia Connole, CEO
10
MURTECH STAFFING & SOLUTIONS LLC 4700 Rockside Road, Suite 310, Independence 44131 216-328-8580/murtechconsulting.com
100 —
Staffing and solutions company
60% WBENC
Ailish Murphy, board chair
Ailish Murphy, board chair
11
PIERRE'S ICE CREAM CO. 6200 Euclid Ave., Cleveland 44103 216-432-1144/pierres.com
90 12.5%
Ice cream manufacturer and distributor
75% NWBOC
Shelley Roth, president
Shelley Roth, president
12
TYLOK INTERNATIONAL INC. 1061 E. 260th St., Euclid 44132 216-261-7310/tylok.com
85 0%
Instrumentation fittings and valves, Medlok medical gas connections
100% —
Carol Hahl, majority owner
Scott Hahl, COO
13
VMI GROUP INC. 8854 Valley View Road, Macedonia 44056 330-405-4113/thevmigroup.com
77 32.8%
Commercial and industrial contractor specializing in foundations and structure
51% State of Ohio
Neille Vitale, president
Neille Vitale, president
14
REGENCY CONSTRUCTION SERVICES INC. 5475 Engle Road, Brook Park 44142 216-519-1188/regencycsi.com
68 4.6%
Commercial construction for health care, education, nonprofit and civic organizations
91% WBENC, city of Cleveland, Cuyahoga County, Northeast Ohio Regional Sewer District, city of Columbus
Tari Rivera, president
Tari Rivera, president
15
D&J QUALITY CARE ENTERPRISES INC. (COMFORCARE HOMECARE) 13315 Prospect Road, Strongsville 44149 440-638-7001/comforcare.com
65 0%
Private duty homecare services helping clients remain in their homes as they age
100% None
Deb Vermillion, president
Deb Vermillion, president
15
MARGARET W. WONG & ASSOCIATES LLC 3150 Chester Ave., Cleveland 44114 216-566-9908/imwong.com
65 -19.8%
Immigration, deportation and criminal law firm
100% None
Margaret Wong, president, managing partner
Margaret Wong, president, managing partner
15
MCSTEEN & ASSOCIATES INC. 1415 E. 286 St., Wickliffe 44092 800-250-3451/mcsteen.com
65 22.6%
Residential and commercial land surveying
51% None
Terry Feller, co-president; Molly Woeste, co-president; Maureen Feller, COO; Kevin Woeste, CEO
Kevin Woeste, CEO
18
MIDWEST MATERIALS INC. 3687 Shepard Road, Perry 44081 440-259-5200/midwestmaterials.com
60 3.4%
Steel service center
60% None
Noreen KoppelmanGoldstein, president
Brian Robbins, CEO; Noreen KoppelmanGoldstein, president
19
ALCO-CHEM INC. 45 N. Summit St., Akron 44308 330-253-3535/alco-chem.com
58 -6.5%
Manufacturer and distributor of janitorial and sanitation supplies
100% None
Luanne Worthington, CEO
Luanne Worthington, CEO
19
THE PARKER SKIN & AESTHETIC CLINIC 3737 Park East Drive, Suite 109, Beachwood 44122 216-464-7333/theparkerclinic.com
58 —
Dermatology medical practice specializing in cosmetic treatments and services
100% None
Lydia Parker, president
Lydia Parker, president
21
METIS CONSTRUCTION SERVICES LLC 175 E. Erie St., Suite 303, Kent 44240 330-677-7333/metisconstruction.com
58 0%
Commercial general contractor
100% NWBOC, state of Ohio
Julie Brandle, president; Donna Komar, CFO
Julie Brandle, president; Donna Komar, CFO
22
SAFE CHOICE LLC 11811 Shaker Blvd., Suite 415, Cleveland 44120 216-231-7233/safechoicellc.com
53 -3.6%
Provider of security personnel, security systems, safety training and investigations
51% City of Cleveland, Cuyahoga County, Northeast Ohio Regional Sewer District
Anita Spencer, president, owner
Anita Spencer, president, owner; Anthony Spencer Jr., senior vice president, co-owner
23
ULLMAN OIL COMPANY LLC 9812 E. Washington St., Chagrin Falls 44023 440-543-5195/ullmanoil.com
46 -8%
Petroleum products distributor
77% City of Cleveland, Northeast Ohio Regional Sewer District
Jennifer Berlin, CEO
Jennifer Berlin, CEO
24
THE AKA TEAM 4711 Hinckley Industrial Parkway, Cleveland 44109 216-751-2000/akateam.com
45 28.6%
Construction management, commercial waterproofing and general contracting company
100% City of Cleveland, Cuyahoga County
Ariane Kirkpatrick, president, CEO
Ariane Kirkpatrick, president, CEO
Research by Chuck Soder (csoder@crain.com) | Information is from the companies. To be listed, companies must be at least 51% women-owned and headquartered in Northeast Ohio. Crain's does not require that companies be certified as women-owned businesses; companies that submitted certification information were not required to provided documentation. Should your organization require such documentation please request it before doing business with a company on this list.
Get 76 companies, 190+ executives and more contact info in Excel. Become a Data Member: CrainsCleveland.com/data JUNE 28, 2021 | CRAIN’S CLEVELAND BUSINESS | 29
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DATA SCOOP
Women-Owned Businesses list includes more ownership BY CHUCK SODER
Who owns the companies on our Women-Owned Businesses list, and how much do they own? The latest version of our Women-Owned Businesses list answers those questions. This year we’ve included more ownership information on the list, which includes 76 companies in the full Excel version. For each company we’ve listed the majority owner(s) and what percent of the company is owned by women. And we asked the larger companies in the print version
of the list to name any organizations that have certified them as women-owned businesses. As a result, we can now tell you the following: ` 14 of the 76 companies, including nine of the 24 companies in print, are 51% women-owned, which is the minimum threshold to be included on the list. ` On average, companies on the full Excel list are 80% women-owned. ` 69 out of 76 companies list a female
majority owner as one of their top executives, though in a few cases that person isn’t the CEO. ` 15 of the 24 companies in print said they are certified as a women-owned business. The most common certifier was the city of Cleveland, with seven appearances, followed by the Women’s Business Enterprise National Council and Cuyahoga County, each with six. (Note: Companies didn’t need to be certified to make the list, and Crain’s didn’t require proof of certification. If you require such documentation please request it before
doing business with a company on this list.) The list once again is topped by InfoCision, with 903 full-time-equivalent employees in Northeast Ohio. That’s down 24.3% from last year, but companywide employment jumped 19.7% to 2,592, according to additional data in the full Excel list. How’s that possible? Over the past year, InfoCision expanded the number of people hired to work from home and thus is hiring more people in other locations, said Stevie Zarle, a corporate communications specialist with the company.
NOACA
From Page 1
Lordstown Motors faces a lot of challenges as it works to produce its first electric trucks this fall. | RACHEL ABBEY MCCAFFERTY
LORDSTOWN
From Page 3
The company contested some of the report. But a news release said that while the company had emphasized that pre-orders were non-binding, its own investigation did find that some of its disclosures around pre-orders had been “inaccurate.” Many pre-orders were from customers that don’t operate commercial fleets, and one customer with a large pre-order “does not appear to have the resources to complete large purchases of trucks” the release said. Subsequent news stories have followed the official announcements, noting that executives had sold off stock before the company’s troubles began and walking back another statement related to pre-orders. During a tour as part of the company’s Lordstown Week events, Strand said the industry is in a time of “immense change” in terms of the technology, and her role is to guide the company as it embraces that. The company is committed to the technology, to its team and to transparency, she said. Lordstown Motors did not make executives available for interviews at the event or in response to an emailed request. Strand said Lordstown Motors is “laser focused” on its initial production target of late September. Strand noted that expenses had been higher than expected, attributing some of the higher material and parts costs to supply chain issues caused by COVID-19, and added that the company was seeking additional capital. At the event, the company showcased prototypes of both its electric truck and a military vehicle. Strand said she envisioned working closely with customers in the future. Burns is a “visionary technologist,” said Rick Stockburger, president and CEO of BRITE Energy Innovators in Warren, but that doesn’t always translate to being a strong CEO. The new leadership may be able to help
focus the company, he said, as opposed to adding more products while the first one has yet to be made. “At the end of the day, I think the transition there was the best thing that could have happened for them to potentially be successful,” Stockburger said. And if they’re not? Stockburger thinks the retooled plant would be attractive to another electric vehicle maker. Guy Coviello, president of the Youngstown/Warren Regional Chamber, also noted optimism that “no matter what happens,” there will be electric vehicles made in the retooled plant, adding that he hopes it’s Lordstown Motors making those products. Regardless, the region will be OK, he said. Ultium Cells LLC, a battery cell manufacturing joint venture between GM and LG Chem, would still give the region a foothold in the vehicle electrification industry. BRITE puts the region at the forefront of the energy industry, and America Makes puts it there for additive manufacturing. And the region has strength in warehousing and distribution, which has been growing in recent years. Stockburger said he’d be more worried about the region’s future if Ultium hadn’t also made an investment. He thinks the supply chain jobs for that plant will continue to grow. And there are a lot of opportunities in the energy space in the region, outside of vehicle electrification, he said. Specifically to the village of Lordstown, its mayor, Arno Hill, said he and council are in “wait and see mode.” The village didn’t base its budget on Lordstown Motors, he said, and didn’t expect much revenue from the company at its start. He hadn’t yet gotten to speak to the company’s new leadership, but he was remaining optimistic about its progress. “We’re hoping for the best,” Hill said. Rachel Abbey McCafferty: (216) 771-5379, rmccafferty@crain.com
environmental planning for approximately 2.1 million people in the region. The plan, said Grace Gallucci, NOACA’s executive director and CEO, is a long-range method of envisioning the future of the regional transportation network for highways, public transit and bike ways, and reigniting population growth and the economic competitiveness of Northeast Ohio. “It is more critical than ever to develop projects to leverage dollars for economic development,” she said. Much of the work is straightforward. Of the approximately $13.4 billion in projected transportation expenditures in Northeast Ohio over the next 30 years, roadways are poised to receive 72%, or $9.6 billion, of total funding, while 21%, or $2.8 billion, is earmarked for maintenance and expansion of public transit. Non-motorized bike and pedestrian development, along with emerging technology spending, makes up the remaining 7%, or nearly $1 billion. The big departure from the previous strategy is that all decisions are “interwoven with an eye to equity,” including every question regarding investment and the geographical distribution of those investments, according to the report. Transportation and infrastructure funding is now based on a weighted equity score. In this case, equity means NOACA’s plan pays particular attention to “environmental justice” areas with populations that the federal government defines as disadvantaged and skew toward minority and low income. Transportation initiatives in those areas are weighted to give them priority over other plans, a move that is decades overdue, according to Ronnie Dunn, associate professor at the Maxine Goodman Levin College of Urban Studies at Cleveland State University. “This approach is timely and overdue,” Dunn said. “Transportation access is key to employment in legacy cities and regions like Northeast Ohio as jobs that people in the inner city are qualified for are no longer found in the inner core.” NOACA examined work commute times from residential areas to major regional job hubs by car and transit. It found the average work commute in the environmental justice areas was 52 to 101 minutes, compared with 35 to 42 minutes for commuters in other areas. The goal of the eNEO 2050 plan is to acknowledge the impact transpor-
Dunn
Gallucci
When you add up local employment figures for all 68 companies that provided data for 2020 and 2021, combined local employment dropped 9.3%. The decline was just 3.3%, however, if you exclude InfoCision. Granted, this list isn’t complete. If your company is missing, visit bit. ly/3y3H5Jh to submit for future editions of the list. And visit CrainsCleveland.com/data to learn more about this list and other lists published by Crain’s. Chuck Soder: csoder@crain.com, (216) 771-5374, @ChuckSoder of transportation are represented in what she refers to as an “objective, data-driven process with a focus on bringing other modes of transportation up to par with the automobile.” The eNEO 2050 plan, Gallucci points out, includes the completion of four existing interchanges and four new interchanges. However, the plan passed on four others, including the one for I-71 that Conrad was hoping to see. On the other end of the transportation spectrum, Jacob VanSickle, executive director of Bike Cleveland, would be happy with less investment in more expensive carbased infrastructure and wants to see those funds go to pedestrianand bike-based means of travel. “What we really need, as a region, is to move away from making it so easy for people to drive a car. And to look at land use policies that bring jobs closer to where people live,” VanSickle said. The eNEO 2050 plan includes more than 900 miles of bike lanes, trails and multi-modal facilities and infrastructure. That figure could rise if more funding sources are found. VanSickle’s group also pushed back on the first public eNEO 2050 draft, wanting to see more bike infrastructure that he said means more local economic development because cyclists spend more of their money closer to where they live. “It is a lot cheaper to install a bike lane or trail than it is to build a mile of roadway,” he said. “And if you’re building a roadway that only serves one user type, you are also excluding up to 40% of residents on that roadway who do not have a car.” The NOACA board of directors, including the Medina representa-
tation has on providing opportunities and “ensure all people have access and mobility to enable them to actively participate in the economy and to enjoy the quality of life the region has to offer,” the report states. Dunn said NOACA’s approach is an extension of the city of Cleveland and Cuyahoga County’s declaration of racism as a public health crisis. “It is a matter of difference in preference, priority and needs,” Dunn said. “It is for those who do not have a preference or privilege regarding how to access transportation. It is about the needs of the least.” But NOACA board member and Medina County Engineer Andy Conrad argues that when transportation and infrastructure projects are funded that way, the policy ultimately favors the urban core to the detriment of other parts of the region. As a Medina County official, he represents the cities of Medina, Brunswick and Wadsworth, which have both suburban and rural areas. He was hoping that a new Interstate 71 interchange at state Route 57 was in the works for the county, but it does not score high enough under the new system. “We don’t feel the new policy takes into account the more rural areas, and it is hard with this new system in place to get those issues heard,” Conrad said. He said his part “WHAT WE REALLY NEED, AS A REGION, of the region now IS TO MOVE AWAY FROM MAKING IT SO has to contend with the negative EASY FOR PEOPLE TO DRIVE A CAR.” connotations of — Jacob VanSickle, executive director, Bike Cleveland suburban sprawl and lower project scoring assigned to tives who publicly have raised the development on green space, which idea of leaving NOACA, voted to acMedia County has plenty of, com- cept the plan at the organization’s pared with remediation of brown- quarterly meeting on June 11. fields, which it does not. NOACA board president Matt And with the attention and fund- Lundy, a Lorain County commising skewed toward cities and access sioner, said the plan generally has to public transit, bike and extended been well-received. In the end, he rail travel, NOACA’s new direction is said, the power to make final decisometimes “detrimental to the peo- sions rests with local officials to apple I serve,” Conrad said. “We have 16 prove of any development. new subdivision this year. I don’t “We want to see the region thrive,” think improved transportation in the Lundy said. “Transportation is part of cities is going to change that trend.” economic development, and we have Gallucci met with Conrad and to see a return on our investment.” other Medina representatives before the final draft of eNEO 2050, as- Kim Palmer: kpalmer@crain.com, suring the members that all modes (216) 771-5384, @kimfouroffive
30 | CRAIN’S CLEVELAND BUSINESS | JUNE 28, 2021
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AKRON
Battle of Yellow Creek set to resume
Conservancy has been in works since 2014, but has drawn opposition from local governments BY DAN SHINGLER
While folks in the western U.S. are fighting over water that’s in short supply, a battle over how to prepare for too much water is surfacing in and around Bath Township. Efforts to launch the Yellow Creek Conservancy, to prevent flooding in the creek’s watershed, are being renewed. So are efforts to fend it off. There’s a lot at stake. Bath Township and the surrounding area, including part of Akron, are among the fastest-growing regions in Summit and Medina counties for residential development, say activists and local government officials. Depending on whom you talk to, a conservancy district would either protect valuable real estate or simply add to residents’ and developers’ expenses. “Inaction has been costly for everyone, and not doing anything is going to cost even more,” said Brenda Borisuk-McShaffrey, founder and president of the Yellow Creek Foundation working to form the conservancy. Her group thought it had won a big battle when Summit County Common Pleas Judge Alison McCarty in late 2019 certified the required 500 petition signatures the foundation gathered to form the conservancy. McCarty directed Summit County and Medina County Common Pleas courts to assign judges to a conservancy court to determine whether and how the district should be set up. Borisuk-McShaffrey and other members of her group say they’ve not heard from the court since then and have been considering taking the matter to a higher court to enforce McCarty’s order. But things may be starting to move. Medina Common Pleas Judge Christopher Collier said on June 17 that he had just learned he has been assigned to the court. Summit County Common Pleas has assigned Judge Kelly McLaughlin to the court, its judicial attorney, Paul Zindle, said. “With COVID, things have been slowed down. We haven’t had a meeting yet. But they’re (Summit County Common Pleas) going to be releasing some information on that shortly,” Collier said. Susan Sweeney, Summit’s assistant court executive officer, said via email that her court began the process of convening the conservancy court in June 2020, but it has been impossible to hold the required public hearings. “This is case of great public interest,” Sweeney wrote. “There are a minimum of 500 signatories to the petition, and multiple municipalities and other governmental entities involved as parties, in addition to large numbers of interested residents and members of the public. … Convening a public hearing for large numbers of necessary and interested parties in the middle of a pandemic was impossible, and would be irresponsi-
ble.” Sweeney said the court’s first hearings will be set “when it is legally appropriate, and safe for all participants.” If not, the foundation could take legal action. “The petitioners, by my estimation, have been exceptionally patient with the court,” said Nathan Hunter, attorney for Yellow Creek Foundation. “They’ve complied with the requirements of the statute and also been cognizant of the pandemic and how that perhaps contributed to some delay. But at this point my clients are very frustrated with the amount of time this has taken.” Typically, said Borisuk-McShaffrey and Hunter, watershed conservancies tend to be set up after a flood. The enabling state legislation dates to The Great Flood of 1913, one of the worst natural disasters in U.S. history, which was estimated to have killed more than 1,000 people, be in-
In normal times, Yellow Creek’s tranquil and scenic setting attracts both homebuyers and visitors to the watershed. But flooding in and around the creek in Bath Township has sometimes forced local roads to close (left). Efforts to launch a conservancy to prevent flooding are being renewed. | DAN SHINGLER
“INACTION HAS BEEN COSTLY FOR EVERYONE, AND NOT DOING ANYTHING IS GOING TO COST EVEN MORE.” — Brenda Borisuk-McShaffrey, founder and president, Yellow Creek Foundation
cluding more than 400 Ohioans.” After Yellow Creek flooded in 2014, Borisuk-McShaffrey began efforts to form a conservancy for its watershed and personally gathered most of the 500 signatures her group’s petition needed to start the process of forming the conservancy, with ease, she said. “I just stopped because I knew I had enough, but I could have easily gotten more,” said Borisuk-McShaffrey If the conservancy is formed, it could have the power to assess fees on landowners in the watershed, but it’s real power would likely be to require owners to employ mechanisms to control runoff water before it can affect people downstream, said Mark Spisak, a member of the Yellow Creek Foundation and a commissioner for Summit Metro Parks. “It would do things like regulate streams, reclaim lands, provide for irrigation, divert streamflow, provide water supply and regulated
sewage disposal,” Spisak said. “You try to get the water to be absorbed back into the aquifer. … Retention ponds are one way to slow water down and get it to stay where it is.” But some opposed to the conservancy say they’ll continue to fight against it. “We definitely would,” said Henry Holtkamp, one of the leaders of Citizens for Yellow Creek, which opposes the conservancy. “It creates a government bureaucracy with sweeping powers, or a quasi-government with sweeping power to levy taxes and take eminent-domain action,” he said. “It would serve the people living close to Yellow Creek, but at the expense of everyone else in the watershed who do not have any problems from Yellow Creek.” Holtkamp said residents and local governments already pay fees to the Summit County Surface Water Management District, and that should be enough. Spisak and Borisuk-McShaffrey
contend the county’s program is fine but insist Summit County alone can’t address issues in a watershed that crosses county lines. “The regional approach requires more than that, or even just Summit County,” Spisak said. “The smart solution for Bath is to get the whole watershed involved.” Spisak said the proposed conservancy would not have unfettered power to levy fees on residents, because elected judges from Summit and Medina counties would have to approve of any fees, as well as the conservancy’s officers and other major decisions. He said he’s not aware of any conservancy in Ohio ever resorting to eminent domain and doesn’t foresee that being necessary in the Yellow Creek watershed. Holtkamp contends that judicial oversight isn’t enough. While he agrees the creek floods and affects some residents, he says that’s not the problem of other residents. “People who own property along Yellow Creek should have done so knowing that Yellow Creek floods,” Holtkamp said. “They chose to buy anyway, and now they want their fellow residents to foot the bill to correct the problem.” Most local governments in the watershed have also opposed the conservancy, including the city of Akron, Bath Township and Richfield. “Currently, the residents in our township are paying a stormwater fee each month, and it would effec-
tively establish a double fee if the new district was formed and had another fee,” said Bath Township Administrator Vito Sinopoli. That fee is $4 per month for residents, and $4 per 3,000 square feet of space for commercial properties, including those owned by the township itself, Sinopoli said. Richfield Mayor Michael Wheeler also is opposed. He said he wants to prevent further flooding on the creek, but that Summit County and the Northeast Ohio Regional Sewer District already have programs to address flooding for which residents already pay. “What we need to do is ensure that Summit County and the Sewer District do more to stop the flooding,” said Wheeler, who added that Richfield's village council voted 7-0 to oppose the conservancy in 2019. Akron says it stands by its opposition, which it outlined in a 2017 letter from Mayor Dan Horrigan stating, “the city of Akron understands the issues our communities face with stormwater challenges, and we understand that watersheds cross municipal boundaries, but we need to work with Akron residents to fund and prioritize our own stormwater needs.” What happens next is now largely up to the courts, but with neither side backing down, it seems likely there will be some contentious public hearings. Dan Shingler: dshingler@crain.com, (216) 771-5290, @DanShingler
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THE WEEK PLANNING A MOVE: CBIZ Inc. on Monday, June 21, announced its headquarters will anchor the first multitenant office building in Independence in more than a decade. The 200-staffer headquarters for the accounting, financial and related services firm will occupy about 50,000 square feet of a p r o p o s e d 125,000-squarefoot structure on Rockside Woods Boulevard North. The building will be constructed and owned by Welty Development, a justGrisko launched affiliate of Welty Building Co. of Fairlawn. Plans call for CBIZ signage atop a fivefloor office building visible from I-480. CBIZ must vacate its current headquarters at Parkside Center Plaza III by February. The new building will not be completed until the second half of 2022. The company will embrace several stop-gap measures to accommodate that transition. In the announcement, Jerry Grisko, CBIZ president and CEO, said the plan allows the company to stay true to its core values as a company, plan for the future of work and affirm its commitment to Independence and Northeast Ohio. CEO FOR DCA: Michael Deemer, the interim president and CEO of the Downtown Cleveland Alliance, is dropping the temporary part of his title. The nonprofit o r g a n i z a t i o n ’s board announced Thursday, June 24, that it has tapped Deemer as the permanent chief executive. He has been filling the job Deemer since the end of April, when founding CEO Joe Marinucci retired. Deemer, 46, a former economic development policy adviser for the governor’s office, joined the alliance in 2011 as executive vice president of development. Over the last decade, his work has spanned business attraction, retention, market research and public policy issues. “Under my leadership, DCA will be a more visionary, strategic and focused business development and advocacy organization,” Deemer said.
CRAIN’S CLEVELAND BUSINESS
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Karamu House is donating photos and other elements of its rich archives to Case Western Reserve University. | CONTRIBUTED
GOING TO THE SOURCE: GOJO Industries, the Akron-based maker of Purell brand products, is teaming up with another Ohio manufacturer to source high-quality ethanol, a key ingredient in hand sanitizer, surface sprays, disinfectant wipes and soaps. That new supplier is Three Rivers Energy in Coshocton, located roughly halfway between Akron and Columbus. The plant, idled since late 2019 due to a slump in the biofuels business, is scheduled to reopen in the fall — and will expand to accommodate a new product line. By autumn of 2022, Three Rivers Energy will finish upgrading the facility to meet GOJO’s needs for purer ethanol than
Akron-based GOJO Industries, the maker of Purell hand sanitizer, is partnering with an Ohio ethanol producer to source the key ingredient. | GOJO INDUSTRIES
the version that’s added to gasoline. The companies don’t plan to disclose the terms of their agreement. AT HOME AT THE PLAZA: Union Home Mortgage was awarded naming rights to The Rock & Roll Hall of Fame’s outdoor plaza following a gift of an undisclosed amount to the nonprofit organization. The Rock Hall said Thursday, June 24, that its plaza now will be known as Union Home Mortgage Plaza. The name will be displayed above the front entrance of the museum and on a new digital display added to the corner of the plaza near the Rock Boxes to showcase plaza events and exhibits. Those displays will debut later this summer. A portion of the gift from Union Home will go toward the museum’s capital campaign, which the Rock Hall said is a multiyear project to renovate, expand and transform the museum and its plaza. JOINING FORCES: The Farmers National Bank of Canfield is acquiring the Cortland Savings and Banking Co. in a cash-and-stock deal valued at $124 million that expands the former’s market share in Northeast Ohio and positions it for additional growth. The combination will give Farmers some increased penetration in Cuyahoga County via Cortland’s operations in Strongsville. It will mark Farmers’ physical foray into Portage and Summit counties via acquired Cortland branches in Mantua, Windham and Hudson. The deal will position Farmers as the second-largest depository in Trumbull County and the third-largest in Mahoning County. The community banks’ holding companies, Farmers National Banc Corp. in Canfield and Cortland
Bancorp Inc. of Cortland, announced the deal Wednesday, June 23. Farmers was founded in 1887, and Cortland was established in 1892. HISTORIC PRESERVATION: Important pieces of Cleveland’s performing arts history will be preserved at Case Western Reserve University. Karamu House, the nation’s oldest African American producing theater and cultural arts center, is donating its archives to CWRU, the institutions announced
on Thursday, June 24. The collection’s new, permanent home will be CWRU’s Kelvin Smith Library, where “the public will be able to access it for research, education and pure enjoyment,” Karamu and the university said. Material includes Karamu’s guest book — signatories include Martin Luther King Jr. and actors Ruby Dee and Ossie Davis — photographs, drawings, programs, posters and the collected letters of Karamu alumnus and playwright Langston Hughes.
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INSPIRION
A year ago, Getachew couldn’t walk. He couldn’t talk. He couldn’t swallow. In January 2020, the previously hale businessman experienced what he and Indale describe as a mild stroke. Four months later, he suffered a second — much stronger — stroke. It’s
still not clear whether the novel coronavirus was the cause, Getachew said. The timing was terrible. Their development business, the Inspirion Group Ltd., was well into renovations at 3101 Euclid Ave., a long-vacant office building morphing into 90 apartments called the Midtown. And Inspirion finally was making headway along East 90th Street in Hough, on a development long stymied by challenging land assembly and pushback over demolition. Getachew spent months in inpatient rehabilitation at the Cleveland Clinic. Perhaps because of his previous good health, perhaps due to sheer willpower, he recovered. Indale said the only differences are the slight hitch in his step and minor shifts in his speech. “I always go above and beyond,” said Getachew, who became a vegetarian and started practicing yoga. “They tell me 10 push-ups, I’ll do 20 push-ups.” That determination has served him well on real estate projects where other owners might have balked. Getachew and Indale formed Inspirion in 2016, while they were developing an East Cleveland retail building that houses a Villa shoe store and a Mr. Hero sandwich shop. That same year, they paid $1.75 million for the building that became the Midtown — a historic preservation project that took almost half a decade to pull off. “Everything that could go wrong went wrong. Everything,” said Getachew, mentioning construction delays, tangles with the National Park Service over modifications to the building’s façade and, last year, the pandemic. “It felt like they kept taking body blows, and I really admire the resilience that they had to stick with it,” said Jeff Epstein, executive director of nonprofit neighborhood group MidTown Cleveland Inc. “I think they
learned a lot on that deal about the complexities of development.” The Midtown finally opened in December, during a soft season for apartment leasing. Getachew expects the project to be 90% leased by August, at rents that start around $1,000 a month. Before tackling the Midtown, Inspirion teamed up with developer Gordon Priemer on the nearby Innerbelt Lofts, another residential conversion of obsolete offices. But the partners parted ways during construction, in what they described as an amicable split. “I think, in the back of his mind, that he was always thinking of real estate, and I sort of provided him a little bridge into that,” Priemer said of Getachew. “Which is great. I like that. … He has a real nose, if I can say that, for business. He really does. He’s very intuitive, and so is his wife. They’re a good combination.” Intuition — “a gut feeling,” Indale said — prompted the couple to make a swift purchase on East 90th in early 2015. They paid cash for eight apartment buildings spanning 84 units, just north of Chester Avenue, only days before a planned auction. The location lured them in. They planned to renovate the shotgun-style apartments and charge modest rents. Then they got a closer look at the properties, where they found asbestos, unstable floors and squatters mixed in with legitimate tenants. “It was a hard decision to board them, but it wasn’t a safe situation,” Indale said. To clear and redevelop the block, though, Inspirion had to convince employees at Cleveland City Hall that restoring the buildings didn’t make financial sense. They had to work out a land swap with the city to assemble a contiguous site. They also unsuccessfully pursued nearby property owned by the Cleveland Clinic. The process was slow and, early on, complicated by neighborhood politics. Indale and Getachew said they wouldn’t have broken through the logjam without help from Tracey Nichols, a former city economic development director who now works in the private sector, and councilman Basheer Jones, who took office in early 2018. “For Cleveland to move and grow, things have to change,” Indale said. “You can’t discourage investors and give them the runaround.” Developers with less experience tend to encounter more questions, whether that’s fair or not, said Nichols, an adviser to Inspirion and director of financial services for Cleveland-based Project Management Consultants. “Lemma and his wife wanted to work in the African-American community and wanted to make a difference there,” Nichols said. “Unlike a lot of developers, they’re not looking to create luxury housing. They’re looking to create workforce housing.
and slashing the business into profitability. This is not Riverside’s strategy, Manning asserts. In general, some of its past and present portfolio companies seem to back this up. Modern Hire, for example, is a Riverside portfolio company that was established with Beachwood’s Shaker International, a provider of pre-employment talent assessment services, and Wisconsin company Montage. Riverside acquired the Northeast Ohio company in 2017 and added Montage to it in 2019. The combined platform was then rebranded as Modern Hire. In 2020, Riverside bolted on the Irish company Sonru,
a provider of automated video interviewing technology, to the business. Modern Hire is still led by Beachwood-based president Brian Stern, and his company has grown from one office and a few dozen staff into a global company. Stern says if he could do the deal over again, he would. “When you just cut costs, that is shortsighted,” Manning said. “That won’t generate outsized returns on the investment. That comes when you quadruple the size of a business.” Riverside said it’s looking for software companies in fragmented industries with a number of competitors — which could naturally be add-on targets — and those ripe for
development of adjacent products. The firm is in the market for companies around the globe. But Manning, who lives in Shaker Heights, also wants to make the case for buying targets in Ohio and Northeast Ohio. There are many private equity firms operating from Cleveland. However, this market has a bit of a reputation for a dearth of smart capital, especially on the venture front. There are exceptions to this, but the trend has led to some Ohio tech and software companies being drawn out of the Midwest for the coasts in search of funding and other growth opportunities. Private equity generally is more
From Page 1
“You often hear people say America is the land of dreams,” he said, in speech slightly slurred by two strokes that upended his life last year. “My wife and I are proof.”
‘We empower people’ Getachew and Indale, 47, were born in Ethiopia and followed divergent paths to the United States. As a teenager, he fled the war-torn country for Somalia to avoid forced military service, then emigrated to Ohio in 1989 as a refugee. He picked up low-paying jobs and studied at Cuyahoga Community College before obtaining a pharmacy degree at Long Island University. While working at a Rite Aid store in Cleveland, he launched a staffing business focused on pharmacists. A few years later, he formed a home health care business after seeing how many of his inner-city customers lacked access to transportation to pick up prescriptions or seek medical care. Getachew pulled Indale into that business — a departure from her background in environmental engineering. Then the pair became landlords, restaurateurs and, most recently, developers, through quiet dedication and teamwork. “They certainly are a patient and persistent couple,” said Tim Panzica, an independent owner’s representative on design and construction projects. “They’re low-profile, for sure,” added Panzica, who has worked with the pair for about three years. “But it’s certainly being raised — and appropriately.” The couple met through mutual friends in 2002. Indale was a doctoral student at the University of Tennessee. After studying civil engineering in Ethiopia, she landed a government scholarship to pursue her master’s degree in Sweden. Another scholarship brought her to the United States. Just before graduation, an adviser predicted that she would end up involved with a family company instead of pursuing a research career. “Then I went to see him a couple of years after that, after I had my kids. … He doesn’t remember that, but it stuck with me,” she said. “How did he see that? He’s a fortune teller!” From nondescript offices just east of downtown, Indale still runs Rx Home Health Care Inc. She joined the business as a temporary steward in 2004, while Getachew was working as a pharmacist and logging 12-hour days. “And I got stuck,” said Indale, who holds the title of chief financial officer. The company, which also has offices in Akron and Columbus, once employed more than 200 people.
RIVERSIDE
From Page 3
Established software companies today with promising business models are in a position to grow exponentially with a financial backer. Manning said he has seen an increase in deal volume in general with smaller, founder-owned software businesses in the past five years or so. This suggests there are more targets out there. And investors are clamoring to find them. PE firms sometimes carry a negative reputation for acquiring companies with the goal of cutting costs
Inspirion opened the Midtown, a 90-unit apartment property at 3101 Euclid Ave., in December. The project was beset by complications and delays. | COSTAR
That headcount fell to about 100 during the pandemic, due to staffing woes worsened by health fears and expanded unemployment benefits. Getachew, the CEO, said Indale turned his vision into a sustainable enterprise. “All the credit goes to her,” he said. “She did everything.” From 2010 to 2015, the couple also owned compounding pharmacies in the city’s Central and Glenville neighborhoods. They closed those facilities in the face of waning insurance reimbursements and competition from nonprofit health centers. At the time, Indale and Getachew had two young children. And, after moving to Hinckley and renting out their former home in Shaker Heights, they had started to look at real estate as an avenue for building generational wealth. In 2013, they bought the 42-unit Edgeway Apartments in Cleveland’s Edgewater neighborhood. Then they purchased and renovated other complexes, largely home to low-income tenants, in North Collinwood, East Cleveland and Willowick. In 2015, they formed Central Property Management, based in North Randall, to oversee their expanding portfolio. “We have a lot of good employees,” Getachew said. “We try to delegate as much as we can, because that’s the only way to grow,” Indale said. “Not just delegate,” Getachew added. “We empower people.”
‘Above and beyond’
... Let’s face it. There are very few African-American developers in the city of Cleveland. I think the goals might be a little bit different.”
‘Plenty of experience’ The first phase of the Hough project, called Addis View Apartments, will span 130 units, with rents starting around $900 a month. Three additional phases, to the north and east, could include hundreds more homes, plus ground-floor retail space. Construction started in the spring, though Inspirion has yet to close on financing, said Chris Litzler, a first vice president of capital markets at Marcus & Millichap Capital Corp. in Independence. The deal, which also involves property-tax abatement and tax-increment financing, should be buttoned up within the next few weeks. Early on, when they were renovating apartments in East Cleveland, Getachew and Indale struggled to gain traction with lenders. Now, with a diverse portfolio in their hands, that’s much less of an issue. “Whether you’re self-made or used your other connections to kind of get a head start, I think the lender’s first interested in their risk,” Litzler said. “They want to make sure that the sponsorship group is experienced. And I think, at this point, you could say that Lemma and Guenet have plenty of experience.” During the Addis View groundbreaking, a buffet table teemed with food from Teriyaki Express and Lenny’s Chicken. In 2015, Getachew and Indale bought a shuttered White Castle building in East Cleveland as an investment. When would-be restaurateurs approached them about a lease, the couple offered to hire the men, instead. That deal birthed a handful of Teriyaki Express locations. In early 2021, Indale and Getachew opened a chicken fingers restaurant in Elyria. Their daughter came up with the name, Lenny’s, based on a nickname for Lemma. Once again, the couple saw an opportunity — and decided to try something new. Through successes and setbacks, Getachew has developed some key principles. “My philosophy is empowering people,” he said. “I trust people and verify.” Second, he said, don’t partner in business with anyone except for your spouse. Surveying the view from the Midtown’s ninth floor, he said he aims to finish off the penthouse as a parttime residence, a place that will remind him of how far he’s come. “Hopefully,” he said with a grin. “I have to convince my wife.” Michelle Jarboe: michelle.jarboe@ crain.com, (216) 771-5437, @mjarboe interested in established companies than startups. And Manning is looking to find some hidden gems in this market open to a private equity owner. He feels the competition may be less intense here than, say, the coastal tech hubs. “Go to Boston, or San Francisco or even Nashville, there are dozens and dozens of VC and PE firms going out and meeting software companies,” Manning said. “There is far fewer of those in Northeast Ohio. “We think there are home run opportunities in Ohio just like you’d find in Silicon Valley,” he added. Jeremy Nobile: jnobile@crain.com, (216) 771-5362, @JeremyNobile
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Huntington welcomes Jennifer Pinkerton as a Private Bank Client Advisor. With more than 23 years of experience, Jennifer uses a holistic approach for each client, understanding that wealth planning is a lifetime endeavor. She previously spent time at Key Private Bank, BNY Mellon, Chase Investments and Salomon Smith Barney. Jennifer is a graduate of Lake Forest College with a Bachelor of Arts in Psychology and Roosevelt University with a Master of Arts in Industrial/ Organizational Psychology.
Huntington welcomes William Zalar as a Private Bank Wealth Portfolio Manager. Bill brings over 22 years of experience in managing portfolios, asset allocation, diversification, equity holdings, and management of corporate pension and profitsharing plans. Previously he held similar roles at Key Private Bank, McDonald Financial Group, Carnegie Capital Management, and Waterhouse Securities. He earned his Bachelor of Science degree at John Carroll University, with an emphasis on Finance.
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KJK welcomes Margaret Jordan as the firm’s new Sr. Director, Business Development & Talent. With over 15 years of experience, Margaret has developed an extensive network throughout Northeast Ohio and will play a key role in lead generation and revenue growth. Margaret serves on the board for the Association of Corporate Growth and is chair of ACG’s Women in Transactions Committee. She earned her J.D. from the University of Akron School of Law and her M.S. and B.A. from the University of Akron.
James (Jim) Cavoli, Swagelok Company’s chief operating officer since May 2020, will serve as the company’s seventh president. The appointment was made by Thomas Lozick, chairman and chief executive officer, and ratified by the privately held manufacturer’s board of directors. As president and COO, Cavoli leads global business operations, including manufacturing, continuous improvement and quality, customer service, engineering, supply chain, marketing, and sales support. He also leads execution of the corporate strategic planning process. Since joining Swagelok in 2010, he has held a variety of executive leadership roles in the company. Cavoli is a U.S. Army veteran and an active board member for several organizations in Northeast Ohio.
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