D CEO September 2021 by DCEO

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2021

H E A LTH C A R E A N N UA L How H-E-B could disrupt DFW’s grocery retail market

D I V E R S I T Y, E Q U I T Y, a n d I N C L U S I O N

CEO

The Quest for Inclusivity It starts with understanding the realities of others. It moves ahead by focusing on outcomes. DFW executives share strategies for progress.

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Calling All Leaders At Whitley Penn, we believe in working with people who integrate different opinions and views in order to make our community more inclusive and equitable. We believe that our best opportunities for growth, in every way, are ahead of us. We stay committed to learning, innovating, and growing as we move forward together. To learn more about our leadership visit whitleypenn.com.

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RESILIENCE

REWARDING

OUR POLICYHOLDERS STAYED FOCUSED ON SAFETY AND EARNED $330 MILLION IN DIVIDENDS.

Employers faced unprecedented challenges in 2020. The obstacles were steep, but you adapted, stayed strong and stayed committed to keeping your workers safe. And we were proud to reward that commitment with a $330 million dividend payout this year. It’s our way of helping your business — and Texas — keep moving confidently into a brighter tomorrow. For more on how our dividend program is changing the way workers’ comp works for you, go to texasmutual.com/rewarding.

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Your success is our shared goal. Your business as a healthcare provider, supplier, or support service has its unique banking needs. Working with someone who truly understands the industry makes a difference. Our healthcare lending team is just that, delivering comprehensive commercial banking services to middlemarket healthcare firms throughout the U.S. If you need reliable healthcare financing specialists with third-party reimbursement expertise, then look no further. We provide the added value of being a single bank, club or syndicated transaction lender. No matter the size of your company, we are ready to provide the right financial solution for your unique needs. • Recognized by Forbes magazine as one of “America’s Best Banks,” since 2010 • Top 25 largest banks in the U.S. by market cap and asset size • Full range of healthcare financing solutions Together, we will reach further.

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Diversity is the American way. Every day we welcome people from every walk of life and every corner of the globe. Their stories are as important as their journeys, and we’re proud to have them aboard. Because that’s what it means to be American. Learn more on aa.com/diversity

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At Haynes and Boone, LLP, diversity is an important and integral part of our culture. We believe that diversity enhances innovation and the delivery of quality legal services to a diverse marketplace. We are proud to support the 2021 D CEO Diversity and Inclusion Symposium and join you in your efforts to strengthen and support equality in our DFW communities and beyond.

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Top Row L to R: T.C. Alexander, Leigh Fisher, Mattson Uihlein and Mark Neftzger | Bottom Row L to R: Caresse Tankersley, Claudia Reed, Montric Santee and Leo Lopez

Achieving More Together At Bank of Texas, we’re focused on fostering an environment inclusive of the diverse values, opinions, experience, culture and needs of our employees, clients and communities. We’re proud to partner with D CEO to build a more inclusive and equitable workplace for all.

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Powered by BOK Financial Corporation, a top 30 U.S. financial service company. Bank of Texas® is a trademark of BOKF, NA. Member FDIC. Equal Housing Lender

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UNLOCKING OPPORTUNIT Y FOR GROWTH & GOOD

At Yum! Brands, we’re focused on attracting, keeping and growing the best brand builders and franchise leaders in the world, and believe diverse, inclusive teams fuel greater results and innovation. Our culture of recognition, inclusion and world-class talent development makes our offices and restaurants in 150+ countries and territories great places to work, grow and make a positive difference for our customers, franchisees and communities. yum.com/citizenship

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Our only vested interest is our clients. At RGT, our approach to wealth management is as personal as your hopes and dreams for the future. As an independent firm, we create tailored plans based on objective guidance. And we believe in taking care of you personally.

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•

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C E LE B RATING

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AT THE HEART OF DALLAS

THE RIGHT MOVE Victor Vital

Litigation Partner What makes a happy, successful attorney take the leap to another law firm? For Victor Vital, it was the opportunity to grow and expand his practice on a nimble national platform with an attractive cost structure. So when Barnes & Thornburg opened its Dallas office almost six years ago, he jumped at the chance to get in on the ground floor of such a full-service firm. “Because of the firm’s national footprint, with offices all over the country, I’ve been able to steadily build my book of business on a national platform with low overhead and virtually nonexistent bureaucratic red tape,” he says. “And my clients enjoy access to a vast network of skilled attorneys.” Victor also values the firm’s long track record of revenue growth, profitability and rock-solid financial stability. That’s been especially important in the past year. “We’ve been so busy we didn’t even consider laying people off — in fact, we’ve actually added attorneys and staff, which is pretty remarkable, given the environment.” And the glue that holds it all together is the collegial culture at Barnes & Thornburg. “A lot of firms pay lip service to collaboration, but you still run into silos, bureaucracy and lack of trust. Here it’s different. When I pick up the phone, I get the help I need right away. And the marketing and professional support I receive is exceptional.” Taken together, Victor says joining Barnes & Thornburg was one of the best career moves he has made. “This is a place where I can prosper, thrive and be happy in the company of a truly supportive team.”

Victor Vital is a proud partner in the Dallas office of Barnes & Thornburg, one of the largest law firms in the country, with more than 700 attorneys and other legal professionals serving clients worldwide.

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See what sets us apart in Dallas at btlaw.com

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WE’RE IGNITING THE INDUSTRY

Comprised of 26 of the most notable brands in the insurance industry and representing the brightest minds in insurtech, BrokerTech Ventures is working to ignite innovation for our industry. We convene market technologies and capabilities that help businesses identify risk sooner, and drive down costs faster. We’re making businesses better, and changing the industry for the long game. Check us out at www.brokertechventures.com.

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Advance Equity in our Community Looking to give your time, talent, or treasure? Check out these resources from CFT.

NONPROFIT BOARD SERVICE DIRECTORY Diversifying board leadership builds stronger nonprofits. Be a part of diversifying board leadership by searching our database to find board service volunteer opportunities that match your passion, skills, and talents!

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CUSTOMIZED VALUES-BASED GIVING CONVERSATIONS Wondering what nonprofit causes align with your passions and skills? Schedule a complimentary, values-based giving consultation by contacting our team at communications@cftexas.org or 214-750-4234.

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CONTENTS SEPTEMBER 2021

VO LU M E 1 6 | I S S U E 07

“I know if we give people a chance, great things can happen,” says Jorge Corral, Accenture’s Dallas office managing partner.

38 The Arc of Change The social justice movement that began blazing last summer turned up the heat on diversity, equity, and inclusion efforts at North Texas companies. Progress has been made, but big challenges remain. story by CHRISTINE PEREZ and DIANTÉ MARIGNY portraits by SEAN BERRY

50 The Man with the Golden Touch Jim Stevens helped save the State Fair’s corny dog, but that’s only the beginning of the impact he’s having at the helm of Golden Chick.

P H OTO G R A P H Y BY S E A N B E R R Y

story by WILL MADDOX portraits by JONATHAN ZIZZO

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SEPTEMBER 2021

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CONTENTS

20 EDITOR’S NOTE

DOSSIER 2 5 YO U N E E D T O K N O W

Ashley Buchanan, The Michaels Cos.

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28 MEET THE 500

James Dunn, Orix Real Estate Holdings 2 8 L O C A L LY S O U R C E D

Casey Barber, Rose Gold Rosé 30 SMALL BUSINESS

LOV E L L BY J O N A T H A N Z I Z Z O , E N D M A R K A D E L F A B O T E L L O C A L L E J O F O U N D A T I O N , S T Y L E B E A U B U M P U S , T R AV E L T H E S T . R E G I S B A H I A B E A C H R E S O R T, LOT T C H A R L I E U N I F O R M T A N G O

Lola Lott, CharlieUniformTango 3 2 O N T H E TA B L E

Benjamin Vann, Impact Ventures 3 4 I N N O VAT O R S

Alejandro Laplana, Shokworks

FIELD NOTES 55 LEADING OFF

Suzy Batiz, Poo~Pourri, Supernatural, and Alive OS 5 6 R E A L E S TAT E

The entrance of 1,000-pound gorilla H-E-B is the latest disruption to hit the North Texas grocery retail market. 58 ON TOPIC

Nancy Brown of the American Heart Association, Byron Sanders of Big Thought, and Debra Brennan Tagg of Brennan Financial Services on what has them most excited about the future.

OFF DUTY

60 THOUGHT LEADER

63 PURSUITS

Jennifer Chandler, Bank of America

Danny Lovell, The Rainier Cos. 66 STYLE

Tammy Meinershagen, Medina USA

2021

H E A LTH C A R E A N N UA L

How H-E-B could disrupt DFW’s grocery retail market

6 6 G R E AT E R G O O D

Tom Landis, Howdy Homemade Ice Cream

D I V E R S I T Y, E Q U I T Y, a n d I N C L U S I O N

CEO

6 8 W E L L T R AV E L E D : PUERTO RICO

It starts with understanding the realities of others; it moves ahead by focusing on outcomes. DFW executives share strategies for progress.

Evelyn Torres-Gomez, Solaris Technologies

63 018

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SEPTEMBER 2021

70 ROOTS

Sanjiv Yajnik, Capital One 100 END MARK

Adelfa Botello Callejo

The Quest for Inclusivity

ON THE COVER:

Caren Lock of TIAA, photographed by Sean Berry

DCEOMAGAZINE.COM

8/9/21 10:22 AM

Think differently. And together. In and inclusive, differences in backgrounds and perspectives can inspire bolder thinking. The result? More vibrant, daring, and innoviative solutions. See what inclusion powers at deloitte.com/us/inclusion.

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8/4/21 12:10 PM

Are You Operating At A Best-In-Class Level?

LETTER FROM THE EDITOR

Living a Four Agreements Life

Where do you score best-in-class? Take the Assessment At

Robert Gardner, CEPA, CFEd® 972-833-2570 Who Business Owners Trust

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P H OTO G R A P H Y BY E L I Z A B E T H L A V I N

GardnerWallace.com/business

i love keeping up with dallas real estate executive Jon Altschuler on Facebook. He often poses thought-provoking questions in his posts—on everything from civics and politics to the Cowboys and coffee shops—sparking debate among friends. A few years back, he wrote about how he had begun following philosophies discussed in The Four Agreements. I’ve come to believe the world would be a better place if we all did the same. Laid out in a short, beautifully written book by don Miguel Ruiz and based on ancient Toltec wisdom, The Four Agreements shatter self-limiting beliefs that, the book says, “rob us of joy and create needless suffering.” Altschuler first came across it in a Jason Gay column on Tom Brady in The Wall Street Journal. Gay wrote about how the book had become the quarterback’s mantra for life. “I’ve always admired Brady, so anything I can learn about how he’s operating, I want to understand better,” Altschuler says. He was inspired to buy copies of The Four Agreements for everyone in his firm, and they read it as a group. Since then, he has shared the book with more than 100 people, including me. The commitments are easy to remember—but not so easy to practice: 1. Be impeccable with your word. 2. Don’t take anything personally. 3. Don’t make assumptions. 4. Always do your best. I thought about the agreements while reporting on our diversity, equity, and inclusion feature in this month’s issue (page 38). According to sources whom Dianté Marigny and I interviewed, making DEI progress is turning out to be a bigger challenge than many leaders imagined. And in some cases, change-making efforts are creating more strife. But conflict often comes before change. I remain hopeful that we can battle through and achieve a better understanding of—and appreciation for—one another. That needs to happen before equity can truly be achieved. Following The Four Agreements seems like a good place to start.

Christine Perez Editor

DCEOMAGAZINE.COM

8/9/21 12:01 PM

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P U B L I S H E R Gillea Allison EDITORIAL

D C E O PRESENTS

Diversity, Equity, and Inclusion Symposium September 9, 2021 Renaissance Dallas Hotel | 7:30 a.m.–Noon

EDITOR Christine Perez MANAGING EDITOR Will Maddox ONLINE MANAGING EDITOR Bianca R. Montes ASSOCIATE EDITOR Kelsey J. Vanderschoot ASSISTANT EDITOR Ben Swanger CONTRIBUTING WRITERS Richard Alm, W. Michael Cox EDITORIAL INTERNS Shefali Konda, Maria Lawson, Dianté Marigny, Lauren Stone

ART DESIGN DIRECTOR Hamilton Hedrick STAFF PHOTOGRAPHER Elizabeth Lavin DIGITAL ART DIRECTOR Emily Olson WEB PRODUCTION INTERN Taylor DeCarlo

A DV E R T I S I N G ADVERTISING DIRECTOR Rhett Taylor ASSOCIATE PUBLISHER OF PROFESSIONAL SERVICES Kym Rock Davidson SENIOR ACCOUNT EXECUTIVES Cami Burke, Haley Muse MANAGING EDITOR OF SPECIAL SECTIONS Jennifer Sander Hayes DIGITAL REVENUE DIRECTOR Tracy Albertson DIGITAL ADVERTISING OPERATIONS MANAGERS Riley Hill, Jade Osseck BUSINESS DEVELOPMENT Palmer McGraw SALES INTERN Peyton Jones

MARKETING & EVENTS MARKETING DIRECTOR Gigi Ekstrom BRAND MANAGER Carly Mann EVENTS PRODUCER Beth Albright EVENT COORDINATOR Amber Knowles ADVERTISING ART DIRECTOR Katie Garza BRAND/EVENTS INTERNS Makenzie Cain, Alyssa Whitmore

AU D I E N C E D E V E LO P M E N T DIRECTOR Amanda Hammer MANAGER Sarah South RETAIL STRATEGY MANAGER Steve Crabb MERCHANDISER David Truesdell AUDIENCE DEVELOPMENT INTERNS Jessica Taber, Maddy Soye

PRODUCTION

This half-day, in-person event offers opportunities for networking and engaging with key executives and top leaders who are walking the walk when it comes to diversity, equity, and inclusion. For more information on programming and tickets, please visit dmagazine.com/DEI2021 You won’t want to miss this timely and necessary conversation, featuring leaders who are making workplaces more inclusive and equitable for all.

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DIRECTOR John Gay MANAGER Pamela Ashby PHOTO RETOUCHER Veronica Jones

BUSINESS CONTROLLER Sabrina LaTorre SENIOR STAFF ACCOUNTANT Debbie Travis STAFF ACCOUNTANT Lesley Killen IT TECHNICIAN Luan Aliji ADMINISTRATIVE ASSISTANT Jacob Villalobos

WEB EDITORIAL DIRECTOR Matt Goodman SENIOR DIGITAL EDITOR Alex Macon MAIL 750 N. Saint Paul St., Ste. 2100, Dallas, TX 75201 The magazine assumes no responsibility for the return of unsolicited manuscripts. WEBSITE www.dmagazine.com/publications/d-ceo MAIN OFFICE 214-939-3636 ADVERTISING 214-939-3636 x 128 REPRINTS 214-939-3636 SUBSCRIPTION SERVICES For immediate assistance, call 214-939-3636 x 232. For other inquiries, e-mail customerservice@dmagazine.us. SUBSCRIPTIONS 11 issues for $54 in the United States, possessions, APO and FPO; $70 per 11 issues elsewhere. Please provide old and new addresses and enclose the latest mailing label when inquiring about your subscription. For custom publishing inquiries, call 214-540-0113.

D M A G A Z I N E PA R T N E R S EDITOR-IN-CHIEF AND CEO Christine Allison PRESIDENT Gillea Allison CHIEF FINANCIAL OFFICER Thomas L. Earnshaw CHIEF OF STAFF Rachel Gill FOUNDER Wick Allison

DCEOMAGAZINE.COM

8/6/21 3:55 PM

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ASK THE EXPERT

Persuasion Skills, Part 4: Using Freedom of Choice R O G G E D U N N , C EO, R O G G E D U N N G R O U P

c-level execs, managers, and doctors make sales pitches every day. Whether you’re trying to motivate an employee, sell goods or services, obtain funding from a PE firm, or win an argument with family or friends, persuasion skills are essential. This article details another proven persuasion technique.

Utilizing reverse psychology Present your ideas and sales pitch in ways the listener perceives to be their own. Whose ideas do we tend to like the best? People impulsively favor their own ideas, which is part of the freedom of choice psychology. Similar to reverse psychology, the concept facilitates the persuader pushing their agenda while at the same time, allowing the lisWhat is the freedom of choice concept? tener to believe they agreed on their own terms. Individuals naturally desire to act freely in their Anyone with children knows that when you tell a own self-interest, so how can you persuade them child not to do something, usually it causes them to your point of view? One proven technique is to want to do it even more. By giving a child (or anyone you’re trying to convince) the perception utilizing freedom of choice. This theory posits that individuals want to protect their autonomy, and that they are making a choice, the perceived threat reject messages restricting their freedoms. Thereto their freedom decreases and your sales pitch is fore, it’s imperative to address the listener’s desire more likely to succeed. See Brehm and Brehm’s for freedom of choice. Do this by interacting with 1981 book on The Theory of Freedom and Control. the listener in ways that promote their perceived The freedom of choice technique requires you locus of control. You don’t want the listener thinkto first establish that the listener has a choice, and ing your ideas are a threat to their ability to say no. then tailoring your message to emphasize the listener’s ability to choose. Confirm their autonomy Messaging freedom of choice by saying something like “You’re free to decide what Whether you are in a business negotiation or you want to do” or “I know it’s your decision.” This a heated argument with your spouse, when approach enables you to introduce your idea withyou present someone an idea or opinion, they out eliciting an immediate opposite and negative often reject it simply because it was not their reactive response. Structure your sales pitch with idea. This instinctive response is an emotionsuggestions for several different paths the listener ally charged defense mechanism people raise has the choice of taking—all of which subliminally when they worry that their freedom of choice lead them to the answer you want. is at risk. It’s not based Freedom of choice is a on logical thought, so it successful persuasive techoften leads to unfavorable nique because individuals outcomes for one or both are more likely to agree parties. To avoid this into an idea when you lead stinctive shut down, your them to believe they were the ones to think of it. Use sales pitch must appeal to 500 N. Akard Street, Suite 1900 it to make your next sales the listener’s strong desire Dallas, Texas 75201 pitch successful. for freedom of choice. 214.888.5000 | info@roggedunngroup.com

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ROGGE DUNN represents companies, executives and entrepreneurs in business and employment matters. These include the CEOs/ presidents of American Airlines, Baker Hughes, Beck Group, Blucora, Crow Holdings, Dave & Busters, Gold’s Gym, Kinko’s, Texas Motor Speedway, Texas Capital Bancshares, Texas Tech University, and Whataburger. Dunn’s Corporate clients include Adecco, Beal Bank, Benihana, Cawley Partners, CBRE, Match.com, RentA-Center, and Outback Steakhouse. In 2021 Dunn was included in DCEO Magazine’s Dallas 500 list, which recognizes the most influential business leaders in North Texas. He has been honored as a Texas Super Lawyer every year that award has been given and recognized as one of the top 100 attorneys in Texas by Texas Monthly (a Thompson Reuters service) and a D Magazine Best Lawyer 12 times.

DCEOMAGAZINE.COM

8/5/21 3:37 PM

SEPTEMBER 2021

DOSSIER TRENDS

WATC H

a n d

NORTH TEXAS NEWSMAKERS

YOU NEED TO KNOW

Meet Michaels’ Crafty New Leader, Ashley Buchanan The first-time CEO is leveraging technology to take the old-school arts and craft chain into the future.

P H OTO G R A P H Y BY J O N A T H A N Z I Z Z O

story by KELSEY J. VANDERSCHOOT

DCEOMAGAZINE.COM

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DOSSIER

rowing inventory, scaling back on seasonal and home décor, and moving his team into a new headquarters—remaining in Irving but shifting to a space that offers an open layout and more natural lighting. “We’ve always been an Irving company,” he says. While at Walmart, Michaels was the first executive recruiting call that Buchanan seriously entertained, although many others come before. Michaels stood out. “I had known the company for so long. I grew up with it,” Buchanan says. His father had taught him about the stock market using the chain as an example. It was the first stock Buchanan ever bought. He never dreamed that he’d grow up to lead the company through a merger with Apollo Global Management—a $3.3 billion deal that took the company private after a 2014 IPO that split it off from private equity firms Bain Capiashley buchanan is a data-driven leader tal and Blackstone. Going private will help supwho says he wouldn’t describe himself as very port the company’s ongoing digital and physical creative. “But I know what kind of brand and transformation. “It’s probably easier to do it pricompany we want to create,” he adds. He became vately than publicly,” Buchanan says. “I think we CEO of Michaels in 2020 after a dozen years at can go faster privately.” Walmart and Sam’s Club, ultimately serving He isn’t shy about his goal to make Michaels, as executive vice president and chief merchant which has more than 1,200 stores and about of U.S. e-commerce for the nation’s largest 44,000 employees, a leader in the specialcompany. There, he learned a great deal about ty retailer space. He points to the company’s operations, autonomy, building teams, e-com180-person in-house coding team, which he merce, and facilitating cross-functional collabsays gives it a speed-to-market advantage over oration. “You get to see how a Fortune 1 comrivals. “There’s no reason we pany really works,” he says. shouldn’t be. Even the way we Buchanan stepped into his do our tech is dramatically diffirst CEO role with a vision to “EVEN THE WAY ferent,” Buchanan says. “My move Michaels away from its WE DO OUR TECH goal here was, let’s fix the founreputation as a discount reIS DRAMATICALLY dation of the brick-and-mortar tailer. About 20 months into DIFFERENT.” business; let’s catch up from an the post, he has ramped up the e-commerce perspective; let’s chain’s digital presence, pushASHLEY BUCHANAN start to get ahead of our nearing it toward the omnichannel CEO, The Michaels Cos. est and dearest competitors.” trend enveloping the retail Prior to going private, Misector. He has also re-marketchaels reported net sales of $1.9 billion for the ed the brand to center on inspiration and crefourth quarter of 2020—a 12 percent gain over ative support, providing project ideas and classthe same period in 2019. Same-store sales grew es to Michaels’ consumers, or “makers,” as the by 13 percent. The pandemic sparked a renaiscompany calls them. sance in crafting and helped expedite Buchanan’s The new approach better targets the brand’s strategies. “I think it would have been harder to wide-ranging audience of creatives, from childetox off that coupon/transactional relationship dren and hobbyists to those who sell products if it hadn’t been for COVID,” he says. in bulk. Buchanan’s other moves include nar-

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Milestones in Ownership Earlier this year, affiliates of New Yorkbased Apollo Global Management acquired The Michaels Cos. and took it private. During its nearly 50 years in business, the company has undergone at least two mergers and three IPOs. 1973 Businessman Michael Dupey founds Michaels Stores in Dallas. 1984 The company, with just 16 locations, goes public. 1996 The arts and crafts chain grows to 450 stores nationwide. 2006 The Blackstone Group and Bain Capital Partners acquire Michaels Stores. 2014 Now known as The Michaels Cos., it raises $472.6 million in an IPO. 2020 Ashley Buchanan takes over as CEO of The Michaels Cos. 2021 Apollo Global Management acquires the company in a leveraged buyout that values Michaels at $5 billion.

DCEOMAGAZINE.COM

8/5/21 12:43 PM

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DOSSIER

L O C A L LY S O U R C E D

The Flavors of France

MEET THE 500

AMES DUNN

President and Senior Managing Director O R I X R E A L E S TAT E H O L D I N G S

in 2014, james dunn was asked to start a new business line for ORIX and the nearly 30 clients he was guiding. Through hard work and the support of his team, ORIX Real Estate Holdings crushed its initial budget— and has exceeded expectations every year since. Dunn now manages all commercial real estate investment activities for ORIX USA, the $70 billion (assets under management) U.S. subsidiary of ORIX Corp., an international financial services company based in Tokyo. EDUCATION: Texas A&M University (MBA, BBA-Accounting, BBA-Finance) BIRTHPLACE: Dallas FIRST JOB: “I was 9 years old when I knocked on neighbors’ doors to see if I could mow their lawns for spending money. The first customer who took me up on my $10 offer had not cut his backyard in about six months. I learned to make sure to do due diligence before taking a job and negotiating compensation.” BEST ADVICE: “If you are not learning and growing, you need to mix it up, raise your hand for more responsibility, or change jobs.” WHO INSPIRES ME: “My mother, an Irish immigrant who came to this country when she was 22. My dad was killed in a

car accident when I was 2 years old, leaving my mom with three young boys to raise. When I was about 8, she went to school at El Centro in Dallas to become a nurse. She taught me to value education, to work harder than others, to be thankful, and to live a life of values and principles.” DINNER PARTY: “If I could have dinner with any two DFW business leaders, I’d choose Harlan Crow, because he has built so many iconic buildings, is a real estate legend, and is a true blessing to Dallas, and Kyle Bass. His understanding of macroeconomics fascinates me.” DESTINATIONS: “I love visiting Ireland because it is beautiful, and the people so are kind. I also love Florence, Rome, and Barcelona.” FUN FACT: “When I was young, I wanted to be an opera

singer. I quickly learned I needed to do well in school after playing back a recording of my voice.” FAVORITE THING: “I really enjoy shooting my Beretta DT-11 shotgun at the Dallas Gun Club.” A BETTER DALLAS: “I would improve the region by fixing the roads and bringing the Cowboys back to Dallas. Someone should have told Laura Miller these two things are not mutually exclusive.” LESSON LEARNED: “This past year taught me that family, great co-workers, and friends are everything. Life is fragile, and we all must make the most out of the time we have with one another.” FAVORITE MOVIE: “Braveheart, probably because it brings me back to my British Isle roots.” MUST-READ: “I think everyone should read Atlas Shrugged, because many of the philosophies are quintessential American. If you look at GDP trends over time, you can see how the formation of America was the catalyst for massive growth worldwide.” BUCKET LIST: “I’d love to take a long vacation on a private yacht in the Mediterranean.”

This Q&A is extended content from Dallas 500, a special edition produced by D CEO that profiles the region’s most influential business leaders. Visit www.dallas500.com for details.

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casey barber jokes that she is the single mother of four children—a daughter, two sons, and Rose Gold Rosé. The former nurse practitioner had no experience when she launched her wine label in 2018, but that didn’t stop her from turning an infatuation with Provence rosé into her crisp fourth child. Barber tapped a French winemaker to produce Rose Gold Rosé, the grapes for which are grown about 50 miles northwest of Saint-Tropez. Within its first 180 days, she was out of inventory. Last year, the brand sold 6,000 cases worth. The wine can be found in H-E-B, Tom Thumb, and other stores, and on the menu at Sixty Vines, Al Biernat’s, and more. Barber is proud of her venture, and says her biggest takeaway is that you can reinvent yourself at any age. “I love that I’ve created this product that brings people joy and brings them together,” she says. “That’s something I never knew that I could feel.”— Lauren Stone

D U N N BY J A K E M E Y E R S ; R O S E G O L D C O U R T E S Y O F R O S E G O L D R O S É

Rose Gold Rosé founder Casey Barber is bringing the taste of Provence to Texas with her pale pink wine brand.

PROVENCE PINK

Casey Barber’s wine label was inspired by the dry taste and fruity nose characteristic of Provence rosés.

SEPTEMBER 2021

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SMALL BUSINESS

Production innovator Lola Lott operates at the intersection of advertising and the arts. story by

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lola lott’s family left egypt when she was 3 HER COMPANY years old, and she didn’t return until after college. When DOES WORK she went back, a friend took her to a production studio to FOR NAME help set up one of the very first Macintosh computers. Lott BRANDS SUCH didn’t realize how the experience would change her life. AS SAMSUNG, “They kept finding work for me to do,” she says. “I endMCDONALD’S, ed up learning how to put a crew together and how to do dubs. And then, of course, I learned how to bid and AND AMAZON. schedule, and it was just the best way to start a career, not knowing that it was going to be my career.” Today, Lott is the principal owner and CEO of charlieuniformtango (CUT), a production company she founded with video editor Jack Waldrip in 1995. The duo began working together in the 1980s and developed a process that integrated the various workflow parts—Avid, online editing, graphic design, and audio—under one roof. The company now has more than 30 employees, offices in Dallas and in Austin, and does work for name brands such as Samsung, McDonald’s, and Amazon. “We got into video production a good 25 years ago, before anybody was paying attention, and it was slow. But we were very persistent,” Lott says. “We slowly built a roster of directors and brought in the right producers to help us build production, and now we are doing amazing projects, small and big.” In late 2019, three of charlieuniformtango’s veteran artists were named partners—Deedle LaCour and James Rayburn, both senior editors, and Joey Waldrip, senior Flame artist. Lott is continuing as principal, CEO, and majority owner, and Jack Waldrip is continuing as senior editor and co-owner. But, after decades in the business, the new partnerships help give the co-founders a continuity plan. Lott also makes it a priority to give back. She and her husband bought the 1929 Winnetka Congregational Church in Oak Cliff about six years ago and have since turned it into a performing arts center called Arts Mission Oak Cliff. “We wanted a place where emerging artists could learn or educate or perform. And it has evolved. It’s amazing the amount of art SUPER SPOTS that is out in our community,” Lott says. “Back Lott’s firm has in the early days, charlieuniformtango used to produced seven Super Bowl hold art shows—long before anybody was docommercials for six clients, ing that. Creating Arts Mission Oak Cliff was including Geico an opportunity to bring it full circle.” and FIAT.

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Benjamin Vann Is Expanding Impact Venture’s Reach Flush with new funding, he’s growing his nonprofit accelerator and capital fund to support women and BIPOC entrepreneurs.

story by KELSEY J. VANDERSCHOOT illustration by JAKE MEYERS

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as we settle into a booth at avoeatery at Trinity Groves, Benjamin Vann, CEO of nonprofit accelerator Impact Ventures, tells me he is a regular there. “I’ve been here three times in the last two weeks,” he confesses, as he recommends his go-to dish, the salmon. Its avocado coriander sauce quickly convinces me to take his advice. Vann is more in the mood today for a hot chicken sandwich, commenting briefly on the recent explosion of Nashville chicken before praying over the meal. He tells me he grew up in a family of entrepreneurs in Kansas. “In my family, you typically go through two routes, either clergy or entrepreneurship,” Vann says. A talented football player, he majored in finance at Washburn University in Topeka, inspired by Reginald Lewis’ book, Why Should White Guys Have All the Fun? “I was the only Black player on the football team who was a finance major,” he says as the two of us bond over our experiences as student athletes. After graduating in 2010, Vann moved to Texas and worked for Fidelity Investments for nearly five years, before transferring to the company’s nonprofit, Fidelity Charitable, managing donor-advised funds. He also ran Dallas Black Professionals Social Network, an organization aimed at helping Black transplants get anchored

in North Texas. It gave him a look at how capital flowed between communities in Dallas-Fort Worth. “That’s where I got a lot of my entrepreneurial chops,” Vann says. The experience also piqued Vann’s interest in how philanthropy worked in Dallas, so he left Fidelity to raise money for parks at The Trust for Public Land. “What I saw was that the people who were writing the checks didn’t look like me, and the people who were receiving the checks didn’t look like me,” he says. He was eventually laid off and gave up his apartment, sold his possessions, and lived out of his car for two-and-ahalf years while building Impact Ventures. The nonprofit provides startup and scaling capital to women and BIPOC entrepreneurs. “I had a passion for finance and investing and helping people; wanting to merge those together was how Impact Ventures was born,” he says. Impact Ventures launched its first accelerator group in 2020 and has since supported more than 60 entrepreneurs. Vann recently secured a $200,000 investment from a North Carolina family foundation, Phillips Group, to start a capital fund for women and BIPOC entrepreneurs, the Dallas Inclusive Capital Fund. The infusion followed a $450,000 grant from the Communities Foundation of Texas and a $50,000 Pegasus Prize from the Dallas Foundation. The new fund will help exponentially expand his nonprofit’s impact, Vann says. “We see opportunities for any type of enterprise led by women and communities of color due to their diversity of lived experiences, culture, and interest,” he says. “This diversity can spur new opportunities, markets, and unique solutions to solve both social and business problems.”

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many of us spend our nights and weekends passively “TEAMS ARE watching a large screen while the small screen in our hand comDESPERATE mands most of our attention. Dallas-based web and mobile app TO FIND NEW company Shokworks is taking advantage of this reality and workWAYS TO ing with some of the world’s biggest sports brands to add another level of competition to fandom. GENERATE Some of those who subscribe to the company’s apps can do REVENUE.” everything from predict the winner of the coin flip to even get a personalized happy birthday message from their favorite player. Shokworks’ even helped launch FC Barcelona’s own blockchain community, which sold 600,000 tokens to fans—coins that are now worth $20 million. The tokens allow fans to have enhanced interaction with the club, such as designing the mural in the team’s locker room. The app subscriptions also serve as fundraisers for team needs or charities and allow Shokworks to better understand its users, which helps bring brand deals to the teams. “We create apps for these brands, players, and teams and find ways to creatively nurture users through different tiered systems, giving users access to the players,” says Alejandro Laplana, CEO. For example, his company designed an app that helped raise money for the Arians Family Foundation, created by Super Bowl-winning Buccaneers Head Coach Bruce Arians. Through the app, fans can make in-game Super Bowl predictions, win sideline passes and autographed merchandise, and donate to charity partners. Venezuelan-born Laplana began his career in finance in the U.S. before segueing to venture capital. A rough patch led him back to South America, where he started the Shokworks platform from scratch, connecting with sports teams and brands and eventually building out a network of tech, virtual reality, and cryptocurrency startups in everything from the medical industry and sports to law enforcement training. His company now employs about 300 people in eleven countries and has partnerships with Real Madrid, the Las Vegas Raiders, the Pittsburgh Steelers, and more. “Teams are desperate to find GAME ON Shokworks has new ways to generate revenue, aligned with some and COVID has accelerated it of the top brands in sports, including the almost tenfold,” Laplana says. Pittsburgh Steelers, Las Vegas Raiders, “We’ve been lucky to target the and Tampa Bay market at the right time.” Buccaneers.

P H OTO G R A P H Y C O U R T E S Y O F S H O K W O R K S

With his app company Shokworks, Alejandro Laplana is activating the second screens of sports fans all over the globe.

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D I V E R S I T Y, E Q U I T Y, a n d I N C L U S I O N

The social justice movement that began blazing last summer turned up the heat on diversity, equity, and inclusion efforts at North Texas companies. Progress has been made, but big challenges remain. stories by CHRISTINE

PEREZ and DIANTÉ MARIGNY

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Lisa Ong’s phone won’t stop ringing. Company execs are desperately seeking chief diversity officers and other DEI professionals, and they’re asking for her to consult and help them reach their diversity, equity, and inclusion goals. “It’s the fourth-quarter scramble,” says Ong, a former national diversity officer for PwC who left to launch her own firm, Wishing Out Loud, in January 2020. “Everyone is getting ready for year-end board reports and their annual ESG reports. And they realize that when it comes to DEI—the biggest piece of ESG—they’ve been all talk and no action.”

Diversity, equity, and inclusion has become top of mind for investors, corporate boards, workers, and consumers. NASDAQ recently filed a proposal with the Securities and Exchange Commission to require all businesses listed on its U.S. exchange to disclose board-level diversity statistics. They’d also be required to have, or explain why they do not have, at least two diverse directors, including one woman and one who identifies as an underrepresented minority or LGBTQ+. On the private side, The Carlyle Group announced in February the largest ESG-linked private equity credit facility to focus exclusively

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on advancing board diversity. The price of debt will be tied directly to the firm’s goal of having 30 percent diverse directors on the boards of the companies it controls, within two years of assuming ownership. Watchdog organizations, social media, and demands for transparency have made it harder to hide, Ong says. “There are no secrets anymore,” she says. Public companies have focused on DEI—at least on paper and from a hiring quota perspective—for some time. Ong is now seeing more requests for help from smaller and midsize private companies. “Customers are asking them about

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8/6/21 3:44 PM

CAREN LOCK TIA A

“I was born in Hong Kong, but I moved to the United States with my family when I was 8 years old. We settled in Houston, and I’m now a Texas girl, through and through. When I began my law career, there wasn’t much of a focus on diversity. It was the 1990s, and women were kind of pigeonholed. You had to be very mindful of wearing the black or blue suits and white blouses. Now, there is a lot more acceptance, and people can really embrace their whole selves. Being a woman was never the impediment for me; it’s the Asian aspect of it that has been more challenging. There’s this model-minority myth out there that Asians don’t need additional help. There are certainly Asians who are refugees and have challenging backgrounds, but when you lump them all together, that dilutes the impact and the need. There also is a perception that Asian women are quieter, more docile. So, when you speak up, people are sometimes shocked that you’re doing so. Speaking up and showing up are critically important. Do not allow the doubt or that imposter syndrome to keep you down. Trust that there are other women behind you who will help you, and just believe in yourself.”

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MICHAEL HORNE PAR KL AN D FOU N DATION

“My mother grew up in North Carolina. One day, she and her siblings attempted to access a local public library that was segregated at the time. Upon doing so, she was antagonized and beat up. That story informed my life. My mom always stressed the importance of using education to improve outcomes—not just for yourself but for others. As a child in New York, I remember we didn’t have access to a car. I would walk more than 2 miles to and from the local library in the summertime to get books and discover the great canon of literature. In elementary school, there weren’t many students who looked like me—African American students or students of color. My mother ensured that I was challenged academically. That advocacy paid off and stuck with me throughout undergrad and graduate school. ¶ I’ve been in Dallas for about a decade. I started out in the K-12 education space. After some time, I began to see the intersection between educational outcomes and attainment with social determinants of health. As more students and families wrestled with a fragmented healthcare system, I became cognizant of the fact that there was a broader and deeper scope of work that I was called to do. From an external standpoint, gaps in individuals’ perceptions remain, particularly for those in positions of power deciding who should sit at the table. I’ve had to work to create counter-narratives to indicate that I deserve to be at the table. My presence at the table is important because it helps shift conversations and action. I stand as a proxy for many individuals who may not be in the room but who benefit from the decisions and discussions being had. ¶ The goal is for us to be in a society in which individuals, regardless of background and ZIP code, have an opportunity to realize their full promise and potential. Diversity and inclusion are inextricably linked to achieving the success that we want to see. As trusted individuals in the community, we have the resources and platforms to marshal attention and action. Now more than ever, we need to recognize the opportunities that we have at our disposal. There are many challenges that exist, particularly for those vulnerable communities across Dallas County. It is incumbent upon us to take a different, concrete approach to address those challenges. If not us, then who?”

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D I V E R S I T Y, E Q U I T Y, a n d I N C L U S I O N

 3 STRATEGIES FOR C-SUITE LEADERS Shawn Williams, vice president at Allyn Media, serves as the firm’s social justice practice leader. Here, he shares his thoughts on what CEOs and other executives can do to achieve DEI success: ONE. “Have the courage to take a clear, unequivocal stand against racism perpetuated by individuals, groups, and systems. Our research shows that the marketplace continues to reward courageous organizations, and younger consumers fully expect brands to stand up for just causes.”

TWO. “Equal pay for equal work must be a topline goal if we are ever going to achieve an equitable workplace and society. C-Suite executives across all industries can have a direct impact by ensuring their organizations’ wages are being paid in an equitable way.”

THREE. “BIPOC employees need their leadership to really hear them. Many forms of racism are subtle and often imperceptible, and it’s not just about intent. Consistent communication met with empathetic listening will create a more inclusive environment, where all employees can thrive.”

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their commitments to DEI or their supplier diversity perspectives and ESG commitments,” she says. “They can’t just lay low and try to hold out anymore.” But the most urgent DEI driver for businesses is what’s becoming known as the “turnover tsunami” or “the great resignation.” The pandemic and remote-work revolution have workers resigning en masse to pursue other opportunities or start their own ventures. This is especially true among younger workers, Ong says. “If they’re not feeling the love, they walk,” she says. “Even if they’re just six months into it and they decide, ‘This isn’t what I wanted,’ they don’t even worry about short steps on their resumes anymore. COVID has made people think about what matters most in life.” To help retain talent, businesses should focus on the employee experience and creating a sense of belonging for all, advises Ong. This means factoring DEI into all business decisions and strategies; it means listening, learning, and leading with an inclusive lens. For example, return-tothe-office plans should consider the challenges of working moms when school plans are still up in the air. They should also consider employees who are caring for their elderly parents or those who have immunocompromised family members at home when Delta variants are still running rampant. And “it’s not just health safety, it’s psychological safety, too,” Ong says.

MIXED BAG OF RESULTS This past year has brought a mixed bag of results when it comes to DEI progress, says Trudy Bourgeois, founder of the Center for Workforce Excellence. “We’ve seen a lot of check-writing and a lot of promises, but I don’t think we have seen the level of execution that matches those promises,” she says. Part of it is the enormity of the task at hand—cultural transformation takes time. “We’ve also been going through a dark period where we’re in a bit of regression,” Bourgeois adds. While on the one hand there’s momentum, there’s also “a growing level of resentment on the part of some cohorts in the work environment around the focus on diversity and inclusion.” These feelings can extend up to the C-Suite, thus exacerbating the situation. But CEOs need to quit making excuses, Bourgeois says. “Stop saying you don’t know how to do this; that’s a cop-out,” she says. “You are a leader. You are paid

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Experts acknowledge that true equity and belonging, especially at large organizations, won’t happen overnight. But change will only occur when steady effort is made, guided by leadership at the very top. Here, area chief diversity officers and other executives share their biggest DEI wins of the past year.

SA N DY C R OSS , PG A o f A m e ri ca “The creation of the DEI Golf Industry Collaboration, in conjunction with the PGA Tour and LPGA. It operationalizes inclusion, equity, and diversity through education and skill development, youth and adult player development, human resources, talent acquisition, procurement, and through our #MakeGolfYourThing marketing movement.”

J E FF D I N G LE , J a co b s “Our biggest win is witnessing our global inclusion and diversity strategy and culture of belonging truly manifest throughout the company, as evidenced in the results of our culture survey in January. Findings clearly indicate employees are engaged and supportive of our culture and feel a sense of pride to work for an organization that encourages them to bring their best whole selves to work.”

T I M D I S M O N D, CBR E “Leading with transparency and accountability, through data-led decisions. In the past year, we’ve assessed where we can have the most impact and identified our top three objectives (culture, workforce representation, and supplier diversity), key initiatives, and how we will measure success. This helps us prioritize where and how we invest talent, time, and energy to make measurable progress.”

G U WA N J O N E S , Bay lo r S cot t & Wh i te He a l t h “We initiated open dialogue around issues of diversity, equity, and inclusion, and created a safe environment for people to be their true selves. Transparency has been key to our success. It helps us cut through to the most impactful ideas because people feel comfortable bringing their best thinking to the table. It also means we can better understand our blind spots.”

“We built a comprehensive, multi-year, integrated strategy that instills a sense of belonging for everyone who engages with us, whether it be associates, customers, brand partners, or suppliers. Rather than having stand-alone diversity initiatives disconnected from the core business, our three-pillar strategy (workplace, workforce, and marketplace) weaves them into core operations.”

S E A N S U G G S , Toyo ta M o tor N ort h A m e ri ca “DiversityInc rankings show in concrete terms that efforts across the organization are leading to genuine change. This year, Toyota Motor North America ranked as a top company for diversity, coming in at No. 7. More than 1,800 companies were measured in the survey. … [The rankings help] measure how well we’re doing, and it helps show us where we can continue to improve.”

to solve problems. You’re paid to address people, performance, and profits.” One way CEOs can start is by giving chief diversity officers the authority, power, and air cover they need to be effective. Bourgeois argues for a reconfiguration of chief human resources officers and chief diversity officers. “Until we do that, companies are sometimes pitting the CDO

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and the CHRO against one another because the CDO, in most cases, doesn’t have any authority over people development,” she says. “So, you’re asking them to help form a culture that, in terms of representation, mirrors the face of their customers and the communities they serve, but they often don’t have the authority to do so.” All of this is happening while there’s a talent

O P E N I N G I M AG E BY Y A R O S L A V D A N Y L C H E N K O ; H E A D S H OT S C O U R T E S Y O F C O M P A N I E S

E R I C S E V E R S O N , N e im a n Ma rcu s Grou p

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JORGE CORRAL ACCE NTU R E

“I grew up in Santa Barbara, California. My parents are immigrants from Mexico who came to the U.S. to pursue the American dream. I witnessed them experience discrimination in their lives and in their careers. This taught me early on that the world may not be fair to everyone. I learned that I might have to work harder and jump over some hurdles to get ahead, but that I could aspire for more. That helped me later as I experienced my own version of unfairness and bias. Today, I’m the senior managing director for Accenture, serving as one of the senior-most leaders in our 500,000-person company. I’m privileged to be in a position where I can address some bias or ignorance head-on as it comes. Leadership begins with commitment and communicating, but that is not enough. You must be bold and take action to solve existing gaps. Figure out where you are and measure the organization’s progress to get to where you want to be. Leaders have a personal responsibility to bring others along, take specific steps toward progress, and hold people accountable. I believe, fundamentally, that everyone deserves an opportunity to succeed. I know that if we give people a chance, great things can happen.”

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KELLIE JASSO BALFOU R B E AT T Y

“I chose to hide my sexuality in college, for many of the same reasons other young LGBTQ+ people do. But eventually, it broke me down mentally to portray myself as someone I was not. I was desperate to become my authentic self and jumped at the opportunity to move to Dallas and join Balfour Beatty, first as an intern and later as a project engineer. I knew it was a great company to work for, but I was still hesitant to reveal my sexuality in the workplace. I thought that moving to a new city with a fresh start would solve my problems, but I had just inherited a new set of very real fears shared by many members of the LGBTQ+ community. I also found myself wondering if my benefits would extend to an LGBTQ+ family or if I’d face bias and be passed over for opportunities because of my sexual orientation. These are all everyday worries that many LGBTQ+ people feel. ¶ For most, coming out in the workforce is a difficult and very personal decision. I struggled with it for a long time. But ultimately, I knew that I couldn’t be the best version of myself at Balfour Beatty until I felt comfortable in my own skin. This led to my ‘rip the Band-Aid off’ decision to bring a date to our company Christmas party. To my surprise, I was welcomed with encouraging words and excitement—an experience that changed everything for me. This released so much pent-up anxiety and fears seemingly overnight. I started focusing on what I loved about my job and why I chose to pursue a career in construction. It meant a lot to me to be recognized solely based on my work ethic and merit. ¶ Last year, Balfour Beatty accomplished a DE&I milestone when it launched the Building PRIDE employee affinity group, representing the LGBTQ+ community and allies within the workplace. It was a true highlight of my career when I was asked to join the inaugural team. There is no doubt my journey is a success story. It’s also important to acknowledge that I am the exception, not the rule. Many stories of harassment and discrimination in the workplace often go untold because of the fear of retaliation or losing one’s job. ¶ I want to encourage employers to look in the mirror and ask themselves if they’re doing everything they can to listen to those with experiences and perspectives that may be different than their own. Change starts at the top.”

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D I V E R S I T Y, E Q U I T Y, a n d I N C L U S I O N

 4 KEYS TO MAKING DEI A BUSINESS IMPERATIVE Trudy Bourgeois is one of the most sought-after leadership strategists in the nation. She says companies will never achieve DEI success until their leaders approach it the way they would any other business priority. Here, she offers four strategies. ONE. “Begin by assessing your starting point. Analyze data and determine what representation looks like, the sentiment of your organization’s culture, its reputation among employees, and its reputation in the marketplace and community.” TWO. “Assemble a cross-functional, enterprise-wide team to develop strategies for success. Fund it with the right resources and give it authority and air cover.” THREE. “Define what inclusive leadership looks like, at every level in the organization. As you get higher, the expectations should become more robust. Provide training and learning solutions to help people build cultural competencies to become inclusive.” FOUR. “Set specific goals to close representation gaps and ways to measure it, then hold people accountable.”

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crisis in the chief diversity officer space—called both the hottest and toughest job in America. A recent report by DiversityInc found the hiring of chief diversity officers has tripled in the past 16 months. But turnover remains high; Bloomberg reports that the average tenure for a CDO is just 3.2 years. “They get recruited in with all these promises, but before long, the honeymoon is over, and they’re not feeling the love anymore,” says Ong. “They didn’t get the budget, they didn’t get the resources, and they didn’t get the infrastructure.” Ong says some companies that can’t find external candidates to take over chief diversity officer functions are “looking for internal people of color with influence and credibility and tagging them and saying, ‘You’re it.’” It’s leaving these individuals to wonder, “Are you setting me up to succeed, or am I only window dressing?” she says.

AUTHENTICITY MATTERS Ong likes to quote Sheri Crosby Wheeler, vice president of diversity and inclusion at Fossil Group, who trademarked what she calls a shift to “real-good D&I, not feel-good D&I.” It’s the difference between holding a Cinco de Mayo celebration or creating other Instagram moments and developing sustainable belonging and culture shifts. It’s important not to confuse effort with impact, says Ong, a CPA who stresses the need for key performance indicators. She advises treating DEI the way one would a major new product launch. And when it comes to DEI training, she says companies should strive to create memorable experiences—where people feel like they’re learning and growing and engaging. “What you don’t want is people saying, ‘Oh, great, here comes another heavy topic where it’s fear, shame, and blame for me screwing up,’” she says. “That’s not helpful. Instead, move people forward in a positive way to build relationships and trust.” The worst thing to do is nothing. In a piece called “Woke-Washing Your Company Won’t Cut It,” the Harvard Business Review reports on “a growing level of disinterest, ambivalence, and outright outrage towards companies calling out racial injustice without showing any signs of taking action. And in the current U.S. social climate, employees are becoming more empowered to call out a company’s hypocrisy—juxtaposing solidarity statements with lopsided statistics of

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company representation and personal accounts of negative workplace experiences.” L. Michelle Smith sees this firsthand. The CEO and founder of No Silos Communications says many of her Fortune 500 clients are exhausted from being asked to be a part of DE&I leadership programs that sprouted after the death of George Floyd. “They see it as knee-jerk,” she says. “They don’t necessarily see any outcomes.” Employee resource groups have been created, programs have been created, and conversations had, but the pressing question is, “Now what?” It should not be left to one person—a chief diversity officer—to save an entire corporation, Smith says. In fact, the CDO role would be eradicated in an ideal world, with DEI efforts becoming embedded in a company’s culture and values. “They’d actually be walking out those values, not just PR-ing those values,” she says. “What are we afraid of?” Last summer sparked a much-needed reckoning for corporate America, says Beth Gerwe, North Texas inclusion leader for Deloitte, and it has highlighted the far-reaching role companies play in driving change. “Equity is not an initiative, it’s not a program you put in place—it’s outcomes, and that’s what we should be striving for,” she says. Success will permeate beyond a company’s walls, she adds. “As we all become enlightened as individuals, we don’t stop at our organizations; we go into our communities, as well.”

THE ENORMITY OF A CEO’S ROLE Maria Dixon Hall, a popular professor and administrator at Southern Methodist University, was named the school’s first chief diversity officer in April 2020. She compares the importance of an organization’s DE&I platform to the plumbing, roofing, and foundation of a home. “Woe to the individuals who try to get by on doing this on cosmetics alone,” she says. A day in her life as a university CDO is governed by two things: what’s happening on campus and what’s happening in the world. For example, when conflicts between Israel and Gaza recently escalated, she had to make sure her Muslim and Jewish students and colleagues knew that the university supported them and heard their voices. “What I thought was going to be a relatively quiet afternoon turned out to be one in which I was talking to the chaplain, the rabbi, the head of Muslim Student Association, the Jewish Student

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Association, and several other organizations around the country,” she says. It gives a hint of the enormity of a CDO’s role. To be successful, support and involvement must come from the top, Hall says. CEOs and CDOs need to be strategic partners who meet weekly— if not daily. Companies are doomed to fail if they say, “We’re just going to hire someone, and hopefully, magically, they’re going to do something,” says Hall. “They haven’t thought, ‘Where does this person fit organizationally?’” She worries that some businesses will put Black women into chief diversity roles and expect them to perform miracles. It’s an unfair expectation, and both sides will lose. “It’s easy to stick [a Black woman] like me into the role and say, ‘Check! We’ve got a twofer.’ What happens is you’ve got a twofer mess. Because if they’re not able to speak to and bring in different communities, whether it’s the LGBTQ+ or the evangelical and the atheist communities, Generation Z or the baby boomers—or at least recognize they don’t know the language—it’s not good.” Hall says there are days when being Black gets in the way of her ability “to express hard truths.” But her myriad life experiences help. “I’m good at my job because I’ve grown up all over the country. I’ve worked all over the world. I am in an interracial marriage. I’m an adoptive mom. I work for an international church. … If I could only speak as an African American, Southern woman, I would be of no use to this university.” Understanding and appreciating differences is critical for success as organizations—and communities, Hall adds. “We’ve got to work through being in this world together,” she says. “We’re either going to perish together, or we’re going to flourish together.” As for Bourgeois, she thinks the jury is still out on the future. “DEI is still going to be a focus; the dramatic shifts in the workplace are real,” she says. “The true wake-up call will come when companies find they’re not able to recruit the talent they need to hit their revenue goals. Then it will become a business imperative. My hope is that the culture of an organization becomes a top strategic priority and that boards and CEOs are as invested in the employee experience as they are in their customer or consumer experience. That is where I hope we are going.”

Jenny Rudolph and Will Maddox contributed to this report.

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SHANELL SNYDER FIDE LIT Y INVE STM E NTS

“I’ve been blessed to have an amazing group of colleagues and mentors that I’ve engaged with over the years and with whom I continue to connect, network, and become personal friends. In the workplace, I’ve experienced situations that have shown more awkwardness than any prejudice or discrimination. I’ve been in spaces where there are multiple people, but only one or two people of color—specifically Black women. There have been awkward moments where I am called the other person of color’s name, and she is called mine. It’s not something that bothers me, but it does remind you that you’re unintentionally associated with someone else who looks like you. Racial injustice is not the only challenging situation in which we find ourselves. This is a humanity problem. I’ve had leaders and associates reach out to me to understand my personal experience being a Black woman. I’ve also had opportunities to listen and learn from others. Listening and learning go two ways. In the past, someone’s said, ‘I stand with you. I’m an ally to you.’ But I haven’t always been an ally to others. I’ve appreciated those moments because they’ve shown me the importance of intentionally creating spaces for learning.”

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story by

The Man With the golden Touch

WILL MADDOX

portraits by

JONATHAN ZIZZO

JIM STEVENS HELPED SAVE THE STATE FAIR’S CORNY DOG, BUT THAT’S JUST THE BEGINNING OF THE IMPACT HE’S HAVING AT THE HELM OF GOLDEN CHICK.

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It was early July 2020. The pandemic still hung heavily over a hot Texas summer, and then the news that every Texan never wants to hear: the state fair of texas would be canceled. Not since 1945 had the 134-year-old tradition been torpedoed, and now millions of people wouldn’t be able to buy a jacuzzi, see a giant butter sculpture, or enjoy the midway rides. But the loss that struck the hearts, minds, and stomachs of potential fairgoers most might have been the loss of Fletcher’s Original Corny Dogs, the most famous of the fried fair fare. In a triumph of capitalism and collaboration, though, the corny dog dilemma was solved by Golden Chick, a somewhat unlikely candidate known for its fried chicken and fluffy, fresh-baked rolls. As COVID-19’s first wave hit throughout the spring, the prospect of the fair, as well as an overwhelming majority of Fletcher’s revenue, was in danger. “In April, we started thinking, ‘What if this doesn’t happen? What’s the plan?’” says Aaron Fletcher, CEO of Fletcher’s Original Corny Dogs. He and his team came up with a strategy to do pop-up shops to offset expected losses, but it was unclear just how much that would help. The company typically sells around half a million corny dogs during the fair in just a few weeks. “I was batting around every possible idea I could come up with,” Fletcher says. “I didn’t know who we would partner with, what it would look like, or what it would take.” For Jim Stevens, the newish president of Golden Chick, the cancelation of the fair was a lightbulb moment. “I was in the car one day with my vice president of franchise, and they came on the radio and said we’re canceling the State Fair of Texas,” Stevens says. “ImmediateJim Stevens got his Golden Chick ly, I called my chief start by owning a marketing officer single franchise. He now leads the and said, ‘Let’s see entire fast-growing if they’re willing to company as CEO.

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do something. They’ll need to figure something out, and it’d be a good combination of local legacy brands.’” Stevens’ people called Fletchers’ people. Existing connections between the marketing execs at each company helped pave the way for a partnership; both sides agreed it would be a win-win. But the partners had no idea just how successful it would be. During the weeks that usually host the State Fair, Golden Chick would sell out of Fletcher’s Original Corny Dogs at every single location. Part of what makes Fletcher’s famous dogs so unique is the fresh preparation, the size, and the curly loop of batter that adorns the top. The company wanted to maintain that freshness—no frozen dogs would do. So, Golden Chick employees had to be trained to mix the batter, dip the dogs, and fry them. It wasn’t easy, but in the end, both sides were happy with the product. “We knew that in order to do something like this, we would have to be pretty hands-on in everything that they did,” Fletcher says. During an interview with Stevens, he shared me a graph that showed the impact the corny dog had on his company’s sales. I should have known what they’d reveal. Last fall, I had heard about the Golden Chick-Fletcher’s deal on the radio and went to see if I could get a taste of the fair at the nearest location to me. But every time I drove by, cars were wrapped around the restaurant. Some Golden Chick stores were selling 500 corny dogs a day; all told, the chain sold nearly 500,000 during the promotional period. “That month was the best year we ever had,” Stevens says. Although sales were still shy of what the corny dog-maker would have sold at the State Fair, they came close, Fletcher says, and a huge weight lifted for a business that depends so heavily on one event. The collaboration worked so well, the two organizations joined forces again this summer, when customers were able to preview the 2021 State Fair of Texas with a Fletcher’s corny dog at Golden Chick.

LOOKING IN FROM THE OUTSIDE Stevens seemed destined to be the president of a fast-casual restaurant chain. A competitive triathlete, he’s built more like a linebacker than a distance cyclist, but he has an

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With deep Texas roots, Golden Chick is expanding into untapped markets in the state and nationwide.

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easygoing way about him that is more local business owner than corporate big wig. He worked his way up at several other restaurant chains, including Arby’s and Checkers, before being named chief operating officer of Japanese rice bowl brand Yoshinoya. But by 2018, he had grown tired of corporate life, so he kissed his six-figure salary and all the benefits that go with it goodbye and moved with his wife to North Texas to open a single Golden Chick franchise—a role that initially would earn him just a fraction of what he made in his previous post.

CHICKEN IS HAVING ITS MOMENT Although the past 18 months have been challenging for many, fried chicken has been going wild. Hot chicken restaurants are popping up all over North Texas, and the fast-casual market has been booming due to sit-down restaurant closures during the pandemic. Several chains are battling in their version of a nuclear arms race to create the best spicy fried chicken sandwich. Golden Chick has not missed out. The company’s 213 locations are primarily in Texas—nearly half are in Dallas-Fort Worth—with some in Oklahoma and Louisiana. It currently has just five locations in Houston, but Stevens says a franchisee is working on opening 55 stores in that area, and another aims to open 35 in West Texas. Those two expansions alone would grow Golden Chick’s store base by 45 percent, but there are also plans for another 40 stores in North Texas, 20 in the Las Vegas area, and more in six Southern states. Stevens is especially bullish on local appetites. “We could probably spend the next 10 years [growing] without getting outside of Texas,” he says.

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C O N S T R U C T I O N P H OTO S C O U R T E S Y O F G O L D E N C H I C K

He wanted to own his business and grow it rather than being an executive in Corporate America, but Stevens’ success as a franchisee didn’t pass unnoticed by the chain’s parent company Golden Tree and its chairman, Mark Parmerlee. Along with Golden Chick, Golden Tree owns restaurant chains Jalapeño Tree, Fireside Pies, and more, and Parmerlee was looking to step away from the president role. “It dawned on me that I’m not immortal and will not live forever,” he jokes. “I thought it would be irresponsible of me to die one day and not have done a better job on succession.” From the start, Stevens was identified as an ideal candidate for the handoff. “He didn’t realize that when I helped him become a franchisee, he was really on a one-year interview for taking the torch from me,” Parmerlee says. “I saw it from the very beginning, but I didn’t share that with him. I helped him become a franchisee, and I sat back and watched. He was everything I had hoped for.” Stevens wasn’t wholly in the dark and began to warm up to the idea of getting back into a leadership role. He started meeting with Parmerlee to learn more about the organization. “I was looking in from the outside, thinking I could probably impact that organization pretty well from the inside,” he says. He was named president of Golden Chick in the summer of 2019—and immediately began making waves.

C O N S T R U C T I O N P H OTO S C O U R T E S Y O F G O L D E N C H I C K

According to a 2020 report in Restaurant Business that cites research from Technomic, Golden Chick ranked No. 186 on a list of U.S. chains, with 2019 sales of about $183 million and 184 locations. That compares to giants like Chick-fil-A ($11.3 billion and 2,470 locations), KFC ($4.5 billion and 4,065 locations), Popeyes Louisiana Chicken ($3.8 billion and 2,476 locations), Raising Cane’s Chicken Fingers ($1.5 billion and 457 locations), and Wingstop ($1.4 billion and 1,231 locations). But the company isn’t afraid of bumping up against the big hens in the fast-casual chicken coop and believes its products can stand on their own. “We can open up down the street from a Chick-fil-A, or they can open up down the street from us, and it really doesn’t impact our business,” Stevens says. The marinated chicken and fresh-baked roles bring in customers, but Golden Chick also offers lower-calorie fish options and even has a Zagat-rated chicken salad. As a private company not backed by private equity, the chicken chain must generate revenue to grow. Being innovative helps. Along with cash bonuses, Golden Chick helps corporate staff become their own franchises. It also has developed new building techniques to get restaurants up and running faster. (See sidebar at right.) Stevens doesn’t shy away from making bold moves. “Jim gets out in the field and interacts with franchisees and employees and is very hands-on and creative,” Parmerlee says. “As a leader, he’s not afraid to make a decision.” Time will tell if the current chicken boom is a permanent change or a flash in the pan, but thinking differently about the restaurant business and creating unique partnerships are paying dividends. “This organization has a lot of momentum,” Stevens says. “Innovation works.”

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This past March, Saginaw became home to Golden Chick’s first restaurant to be built with modular construction. Its three sections were dropped into place on site, then plumbing and electric work finished out the eatery’s build.

Three-Piece Special Stevens says modular construction allows Golden Chick to save time and avoid delays when building new restaurant locations in Texas.

Customers can order a three-piece combo at Golden Chick, and unbeknownst to them, the restaurant where they order it might have arrived in three pieces, too. Last March, Saginaw became home to the chain’s first modular restaurant, where the venue is built offsite, then fit together on the property. Golden Chick isn’t the only quick-service restaurant turning to modular construction. Chick-fil-A, for example, is another brand embracing the approach, which has been shown to trim both construction times and costs. Permitting delays in Dallas and other places can mean that once a developer owns the land, it might be six months or more before construction is approved. Only then can a developer begin building. That means the restaurant won’t open

for as many as 18 months after land acquisition. With modular construction, groundwork can begin while the permitting process runs its course. “It’s a game-changer,” says Jay Alexander, director of construction at Golden Chick. “It enables our brand to get to market quicker.” While site design and civil engineering work is being done, the finished facility is constructed offsite. The pieces are delivered on a flatbed truck, and a crane drops them into place. After the three pieces are fit together, plumbers and electricians come through to make the restaurant function. This process slices a year off the timeline, and earnings can roll in sooner. “Our time to open is five to six months instead of 18 months,” Stevens says. “We start making money a lot more quickly.”

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FIELD NOTES

N O R T H T E X A S B U S I N E S S A D V I C E , A N A LY S I S ,

a n d

C O M M E N TA R Y

LESSON LEARNED

P H O T O G R A P H Y B Y YA R O S L AV D A N Y L C H E N K O

Experience Is Not the Best Teacher Suzy Batiz, Founder and CEO

P O O ~ P O U R R I , S U P E R N AT U R A L A N D A L I V E O S

“when i went through my first bankruptcy at 19 years old, i was given a lot of great advice from the banker that I used. I made a comment to him along the lines of, ‘Well, at least I got experience, and experience is the best teacher.’ He looked at me and said, ‘No, it’s not, but fools will learn no other way.’ My mentor, Gay Hendricks, has also often told me that it’s better to learn from wisdom than experience, so that has become one of my mantras. Overall, this advice, combined with my lifelong journey, has taught me an important lesson: that you do not need to rely on experience for success. There is plenty of wisdom in the world and innately within you that is a much better and reliable teacher to lean into throughout your career and life in general.” —As told to Christine Perez

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R E A L E S TAT E

What’s Next for DFW Grocery Retail? story by BIANCA R. MONTES

north texas’ grocery retail sector has seen only a handful of disruptions over the years. There was a time when stores were clustered in downtown Dallas. Then came sprawl, and grocers found great success by following rooftops to the suburbs. Another big change came when Walmart began opening supercenters in North Texas. Other retailers tried to follow, selling everything from clothing to outdoor umbrellas, with some tripling in size. Most ultimately found they couldn’t compete against the industry giant, which forced several competitors out of business. Convenience stores such as 7-Eleven gained popularity but never became real competition to traditional grocery retail. Then in 2017, Amazon acquired Whole Foods for $13.7 billion. “That was the biggest disruption I’ve seen in my career and the most impactful around consumer patterns and how people were doing things,” says Strive Managing Partner Jennifer Pierson, whose career dates to 1994 when she joined CBRE. “People just stayed away from doing anything as far as an investment for probably a year-and-a-half

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P H OTO G R A P H Y BY C A R M E N P A L M A ; C H A R T S O U R C E M E T R O M A R K E T S T U D I E S

The market entrance of ‘1,000-pound gorilla’ H-E-B is the latest disruption to hit the sector. Experts weigh in on what’s ahead.

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8/6/21 10:02 AM

FIELD NOTES

after that. It wasn’t that cap rates widened out so much; it’s that the institutions got out of the game completely, especially the publicly traded ones because their stock prices plummeted.” Many believed Amazon’s e-commerce empire, sophisticated trucking distribution network, advanced technology, and deep pockets could all help Whole Foods run circles around its oldschool rivals. With the rise of e-commerce, the lasting impacts of a global pandemic, and as Venture Partners Managing Principal Mike Geisler calls it, “the 1,000-pound gorilla” H-E-B entering DFW’s $17.5 billion-per-year grocery market, insiders say there are reasons for some in the industry to feel threatened.

ley Avenue and Neeley Street). Former Dallas Councilmember Chad West previously told D CEO that H-E-B was bringing a store to Oak Cliff. Weitzman Executive Managing Director Bob Young says it will be a waiting game to see how the grocer affects the market. “H-E-B has a history of taking its time to get it right, so the biggest impact will be in everyone in the sector watching to see where they locate, what kind of store formats they open, and where they will land next,” he says. “Like in other markets in Texas, they’ll be seen as a benchmark.”

CONVENIENCE VS. EXPERIENCE H-E-B’s looming presence comes at a time when grocery brands are trying to catch up to home THE QUEST FOR MARKET SHARE delivery and curbside pickup trends that accelerWhen H-E-B expanded into North Texas earlier ated during the pandemic. Young says when peothis year by announcing new locations in Frisple think about ordering online, they still tend to co, McKinney, and Plano, chatter quickly began think of the grocery store down the street. This about what the brand’s presence would mean for is why he is bullish on the rise of curbside pickthe dozen or so grocers already doing business up among stores already in operation—including here. Market leader Walmart, which now holds up-and-comers hyper-focused on specific trade, just over 30 percent market share, has a lot of such as the relatively new Tom Thumbs at The buying power and highly competitive pricing, Union and Live Oak Street. likely won’t be as impacted as other brands. InGrocery-anchored retail remains a sweetheart stead of shelves, the war with H-E-B might be in the commercial real estate game. Combined, over land. When Walmart tried to break into the it accounts for 74.7 million square feet of DFW’s core of San Antonio, H-E-B purchased property total retail market of 200.2 million square feet, in key areas to deter it. according to a Weitzman report that analyzes With H-E-B’s Central Market and its othproperties at least 25,000 square feet in size. er namesake brand in outlier locations such Across the industry, grocery stores are starting as Waxahachie, Burleson, Hudson Oaks, and to swap out shelf space that once held groceries Granbury, it already controls for curbside pickup storage. a 4.5 percent market share in Experts we spoke with agree OF DFW’S 200 North Texas. Experts say Tom that stores that don’t master MILLION-SQUAREThumb and Albertsons may be curbside pickup or emphasize FOOT RETAIL among the most threatened. the growing trend of experienMARKET, NEARLY Together, the Albertsons Cos. tial retail (think Whole Foods, 75 MILLION brands have about 12 percent Central Market, and Trader SQUARE FEET IS local market share, according Joe’s) are going to lose out. to Metro Market Studies. Data shows that customers GROCERYH-E-B has not yet confirmed across several generations are ANCHORED. plans for a store in Dallas valuing experience more and proper and has been adamant about its plans more. “I know people who love the chocolate bar to strengthen its Central Market presence. Acover at Whole Foods, but that just doesn’t make cording to property records, there are three sites as much money per square foot as cheese does,” that could make for future locations within the Geisler says. “Shoppers have evolved, and we excity, though (Buckner and Samuel boulevards; pect experience. I think once you figure out how sites near and on Lemmon Avenue; and on Beckto do that, you’re ahead of the pack.”

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INDUSTRY LEADERS

Battle of the Brands Here’s a look at market share stats for the region’s 10 largest grocers.

30.2% Walmart 14.6% Kroger 7.8% Tom Thumb 5.0% Costco 5.0% Target and Super Target 4.8% Sam’s Club 4.5% Central Market/H-E-B 4.2% Albertsons 2.0% Sprouts Farmers Market 1.9% Aldi

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ON TOPIC

“What has you most excited about the future?” edited by BEN SWANGER

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illustrations by JAKE MEYERS

NANCY BROWN

BYRON SANDERS

DEBRA BRENNAN TAGG

CEO A M E R I C A N H E A R T A S S O C I AT I O N

President and CEO BIG THOUGHT

President BRENNAN FINANCIAL SERVICES

“Innovation. The pandemic has sparked the great creativity and mobility of the human spirit. At the American Heart Association, within three weeks of the pandemic being declared, we stood up a novel COVID-19 patient registry to capture valuable data from those diagnosed with coronavirus and aid research, treatment, and risk factors. Innovations by businesses and individuals have led to new, smarter strategies.”

“Gen Z is something special; this generation has the audacity to dream and the temerity to act. The driver seems to be principle over everything else. The last time we saw this kind of conviction from a generation, during the Civil Rights movement, we saw leaps forward toward a more verdant society. I think we’re living in similar times, and I want to do what I can to empower this generation as much as humanly possible.”

“Although I am saddened by the events that led to an awakening of racial bias, inequity, and injustice, I am grateful for the light that seems to be shining on the need to work to fix it. The Dallas business community has always been the biggest ingredient in this city’s special sauce, and I have faith that leaders who step up to fight for permanent positive change will lock arms to provide more opportunity to those who need it.”

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FIELD NOTES

THOUGHT LEADER

Four Ways to Help Close the Gender Wealth Gap

2. TALK BENEFITS. Offer benefits and programs to support female employees, including flexible work arrangements to balance work and personal life, back-up child and adult care, paid maternity and paternity leave, and paid adoptive leave. Benefits like these are becoming more common and are central to retaining and recruiting top talent.

Throughout their careers, women may earn as much as $1 million less than their male peers, says Jennifer Chandler, Bank of America’s Dallas market president.

JUSTIN CLEMONS

1. LISTEN FIRST. Building a great workforce requires investing in your employees, and successful investment must follow good listening. Make it a priority to visit with team members; it helps create a culture of listening to challenges and gives management the knowledge that’s necessary to address them.

ince my first day at bank of america back in 2001, it has given me opportunities to grow. Like other companies across the country, the bank knows that investing in women helps build a diverse and inclusive workplace. But much work remains to be done nationally to close the gender wealth gap. Over the course of a career, women may earn as much as $1 million less than their male peers. Building a business, a common path to build long-term wealth, is more difficult for women, as access to funding remains a barrier. Encouragingly, women are becoming increasingly involved in finances, with Bank of America research showing younger women investors are more likely to lead family financial decision-making than generations before. I am thankful to work for a company that seeks to reduce income inequality and empower women at all levels of leadership. Here are four strategies we’ve found that can help close the gender wage gap and support the growth of women in the workplace.

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CONNECT EMPLOYEES. Create meaningful and impactful employee networks and support groups to enable women and other employees to connect and develop skills. For example, we have a several enterprise and line-of-business networks that help prepare people for future leadership roles, most notably Leadership, Education, Advocacy and Development for Women and our Investing in Women Leadership Council.

4. PAY FAIRLY. Reward equal work with equal pay. At our most recent compensation review for U.S and U.K. Bank of America employees, results showed that compensation for women is on average equal to greater than 99 percent of that received by men companywide. One helpful strategy has been to restrict how we solicit compensation information from candidates during the hiring process. Jennifer Chandler is Dallas president and a managing director of Bank of America.

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8/4/21 3:03 PM

Someday IS HERE

WE’RE BACK SAILING FROM THE UNITED STATES

Now that we’re sailing again, it’s time to plan your most successful meetings, incentives, conferences, and events ever. Plus, you’ll sail without a care, since drinks, Wi-Fi, and tips are Always IncludedSM.* More accommodating. Take advantage of the Meeting Place, Destination Gateway, even our spectacular theater for a thousand event attendees—all included. More engaging. Weave some social magic with innovative venues like Eden, Rooftop Garden, The Club, and our most magical space ever, the Magic Carpet— also included. More delicious. Wine and dine your guests in up to 18 distinctive restaurants and cafés—many included—serving inspired cuisine from menus crafted by our Michelin-starred chef, all paired perfectly. Ask about our Take Five credit | celebritycorporatekit.com | 1-800-771-3873

NOTICE: Prior to booking, please consult all applicable U.S. Centers for Disease Control travel advisories, warnings, or recommendations relating to cruise travel, at cdc.gov/travel/notices. If a certain threshold level of COVID-19 is detected on board the ship during your voyage, the voyage will end immediately, the ship will return to the port of embarkation, and your subsequent travel, including your return home, may be restricted or delayed. * Always Included: Applies to sailings booked and departing on or after November 17, 2020, excluding Galapagos cruises, in inside through AquaClass staterooms (eligible bookings). All guests in eligible bookings who choose Always Included pricing receive Classic Beverage Packages, unlimited Surf internet packages, and tips included. General: Health and safety protocols, guest conduct rules, and regional travel restrictions vary by ship and destination and are subject to change without notice. Due to evolving health protocols, imagery and messaging may not accurately reflect onboard and destination experiences, offerings, features, or itineraries. These may not be available during your voyage, may vary by ship and destination, and may be subject to change without notice. ©2021 Celebrity Cruises Inc. Ship’s registry: Malta and Ecuador.

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d publishes more titles than you know. Tell your brand’s story with award-winning custom content. UT Southwestern Medical Center celebrated its 75th anniversary with a custom publication telling the stories of its most recent and most historic medical breakthroughs. Bringing the discoveries and insights of some of the nation’s top medical minds to the public, the magazine delved into everything from why we can’t fall asleep to the newest progress in genetic editing to how to raise more resilient kids. Published 2018

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SEPTEMBER 2021

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o f

DFW BUSINESS LEADERS

PURSUITS

All-American Golfer and Real Estate CEO Danny Lovell leads The Rainier Cos., which invests in commercial properties of all types. But he still hasn’t lost his passion for golf. story by BEN SWANGER photography by JONATHAN ZIZZO

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when he was on summer break as a 9 year-old, Danny Lovell’s mom would drop him off at the Henryetta Golf Course in rural Oklahoma, and the young tyke would play as long as the sun allowed. But despite his passion for golf, Lovell, who today serves as CEO and president of The Rainier Cos., would initially go on to excel on the tennis court. He won the Oklahoma State Tennis Championship in high school and earned a tennis (and basketball) scholarship to Oklahoma Christian University. But the allure of his first sport was too strong, so he set aside his Wilson racket in favor of less-than-tourready clubs. Lovell walked on OCU’s NAIA-level golf team, and it didn’t take him long to find his stroke. He logged back-to-back All-American campaigns in 2001 and 2002, becoming the first walk-on in OCU history to do so. After graduating, Lovell took a post at Gleneagles Country Club as an assistant professional. It was there that he met a club member who would help fuel his quest to go pro. During a round of golf, Lovell shared his dream but said he needed money to fund the pursuit. The member told him, “If you shoot under par on the back nine holes, I’ll invest in your golf career.” Lovell came in two shots under to earn an investment from the member and 15 others the member corralled. They put in

about $150,000 between 2003 and 2005 to fund Lovell’s golf career. Unable to successfully turn pro, he stashed away his Titleists in 2006 to take a job with The Rainier Cos. after getting to know the company’s founders. “They needed a business development person, and they were willing to give me a shot,” he says. The firm, which buys and sells all property types, has closed on about $2.5 billion in assets since its founding in 2003. While climbing the ladder at The Rainier Cos., his competitive itch for golf returned. In 2010, Lovell regained amateur status. A year later, he won the North Amateur, shooting six under par, shooting 68, 74, and 65. He has also played in four USGA events and won a club championship at Preston Trail Golf Club. Throughout it all, his day job did not suffer; he was named president and CEO of The Rainier Cos. in 2019. Lovell still plays in up to six amateur events a year. His wife, Amber, is an avid golfer, too. In 2018, the pair won the Championship Couples Tournament at Pebble Beach Golf Course in Carmel, California. The parallels between sports and business are interesting, Lovell says. “In college, I walked on, someone gave me a shot, I ended up being good enough, and became an All-American,” he says. “At Rainier, they gave me a shot; I worked hard, made the team, and then became CEO.”

INSIGHTS

The Rules of the Game When dining with potential business colleagues, real estate exec Danny Lovell says he can learn a lot about them by the way they handle themselves. “Do they ask the waiter for every little thing every 10 minutes? That indicates that they’ll be high maintenance,” Lovell says. A person’s character also is revealed on the links, he adds. “Do they fluff up their lie in the rough? They may be willing to do anything to get ahead.” Lovell says. “Do they say they had a six when they really shot a seven? Cheater; beware. Do they take a lot of time to hit a golf shot? It could mean that they’re very deliberate and that quick decisions don’t come easy.”

AVID PLAYER

In his best game, Lovell shot a nine under par. Today, he maintains a 6 handicap.

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8/4/21 2:39 PM

WHEN ARE YOU WAITING FOR? Life is what happens while we’re busy making plans. And nowhere is life happening faster than in Downtown Dallas. Now is the time to see why the heart of the third fastest growing region in America is the premier destination for business and residential relocation.

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ARTSY EXEC

G R E AT E R G O O D

A gifted piano and violin player, Tammy Meinershagen also chairs the Frisco Arts Foundation.

ART OF STYLE

MEDINA USA EXECUTIVE TAMMY MEINERSHAGEN GETS CREATIVE WITH STYLE. WHAT I DO: “I help people create, launch, and optimize their brands. Everyone has a story to tell.” STYLE ICON: “Constance Wu, one of my favorite Asian-American actresses. I love the way she gives a nod to her culture in her style; it’s also very feminine and classy.” ON THE JOB: “Because I’m the chief creative officer at our company, I like to represent that in what I wear. What we put on our bodies says a lot about who we are, what we think, and how we feel. I want my clothes to project the positive, creative energy that I have on the inside.” WHAT INSPIRES ME: “I love art, so I’m drawn to vibrant colors, bold lines, and interesting patterns. Sometimes, I’ll see a piece of artwork and wish I could wave a magic wand to turn it into a dress. I believe fashion is artistic expression and wearable art, so I’m always attracted to statement pieces.” STYLE DEFINED: “I would describe my style as artsy, feminine, and eclectic. I enjoy hunting for the perfect dress, and I’m

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not picky about where it’s from. If I like the pattern, fit, and texture, I’m sold.” FASHION MUST-HAVES: “I never leave the house without lipstick and perfume. It’s the finishing touch for every outfit.” GO-TO LOOK: “Every season, I find a few new go-to looks. They’re always a little different, but the common theme is color. My favorite colors to play with are fuchsia and emerald-green, and you can never go wrong with classic black and white. I also love wearing hats, which bring a touch of fun to every outfit.” HOW I ACCESSORIZE: “Many of my friends are

jewelry artists, and I like to support their work. Two of my favorite designers are Deborah Gaspar Jewelry and Acute Accents Shop.”

WINNING TEAM

Landis says his employees are loyal, hardworking, and passionate about their jobs.

Restaurateur Tom Landis believed that an eatery staffed by employees with special needs could succeed, grow, and make money. In 2015, he set out to prove his theory by launching Howdy Homemade Ice Cream. He hires and trains individuals with intellectual and developmental disabilities, including Down syndrome and autism. Along with its signature Dr Pepper Chocolate Chip— more than 12 million servings have been sold—the ice cream chain is known for its friendly staff. “We have the highest customer service on Google and Yelp,” Landis says. “That isn’t me at all. It’s my employees.” He measures success in jobs created, and with a new Katy shop recently opened by rapper Trae tha Truth and more job-generating endeavors on the way, business is booming. In the next five years, Landis hopes to have at least one Howdy Homemade in every state. —Lauren Stone

P H OTO G R A P H Y BY B E A U B U M P U S A N D C O U R T E S Y O F H O W D Y H O M E M A D E I C E C R E A M

Howdy Homemade Ice Cream’s Tom Landis aims to spark social change.

DOWN-TIME LOOK: “If I’m not in a dress, I’m probably in a pair of yoga pants with my hair in a bun. The practice of meditation, breathing, and stretching through yoga is what helps me gear up for work and other responsibilities. For me, mind and body wellness come before style.” FAVORITE STORES: “I have found gems at many different stores. The owners of a few shops will text me with new items they think I’d like, and they’re usually right!”

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8/2/21 1:15 PM

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SUNNY SPOT

For swimming or lounging, the pool at The St. Regis Bahia Beach Resort is an allout affair.

SUITE LIFE

The spacious Governor’s Suite at The St. Regis offers both indoor and outdoor living areas.

W E L L T R AV E L E D

Puerto Rico The eco-friendly destination lets Solaris Technologies CEO Evelyn Torres-Gomez swap city life for a luxurious natural getaway. story by BIANCA R. MONTES

The resort’s design was inspired by the Earth’s four elements.

GLOBAL FARE

Paros’ executive chef, Jose Miguel H. De la Puente, brings the flavors of Greece to The St. Regis.

LOCAL ART

A restored mural by Puerto Rican artist Arnaldo Roche Rabell hangs above the St. Regis Bar.

WALKABOUT

Explore historic Old San Juan to see towering masonry walls, built in 1783 to defend the island.

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P H OTO G R A P H Y C O U R T E S Y O F B I A N C A R . M O N T E S , D I S C O V E R P U E R T O R I C O , AND T H E S T. R E G I S B A H I A B E A C H R E S O R T.

TRANQUIL GARDENS

OFF DUTY

ATLANTIC VIEWS

The St. Regis Bahia Beach Resort offers more than two miles of secluded shoreline.

P H OTO G R A P H Y C O U R T E S Y O F B I A N C A R . M O N T E S , D I S C O V E R P U E R T O R I C O , AND T H E S T. R E G I S B A H I A B E A C H R E S O R T.

two hot trends in luxury tourism are destinations that give visitors space to breathe and highlight all that Mother Nature offers. Fortunately, getting away from it all no longer means roughing it. That’s certainly true in Puerto Rico, just under five hours away on a direct flight from Dallas. The U.S. territory offers numerous upscale, natural tourism experiences, from sleeping in a treehouse to staying at a coffee plantation B&B—and some seriously luxe accommodations. During a recent trip to the Caribbean island, I had the opportunity to peek beneath ocean waters and explore the area’s coral reef, hike through the only tropical rainforest in our national forest system, and sleep at a resort with a gold-certified Audubon sanctuary. Rebounding from 2017’s devastating Hurricane Maria, the island is a testimony to the positive impact of ecotourism and a tribute to the resiliency of its people. My sister and I began our trip by exploring Old San Juan. We stayed at Palacio Provincial, the first hotel to open in the historic district in decades. Set within a storied Colonial-era building, the 43-room boutique venue perfectly blends cosmopolitan vibes with a rich history of serving

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important government officials, thinkers, artists, and other guests. Next, we headed to The St. Regis Bahia Beach Resort in the municipality of Río Grande. The luxurious property sits on 483 acres of lush landscape, nestled between the El Yunque National Forest and Espíritu Santo River State Preserve. It offers a 10,000-square-foot spa (where I had the massage of my life), a seaside pool, posh dining experiences, and an 18-hole golf course designed by Robert Trent Jones Jr., one of the world’s pre-eminent golf course architects. Once the site of a coconut plantation, The St. Regis is flexing a recent $60 million renovation led by San Francisco-based Hirsch Bedner Associates and Puerto Rican designer Nono Maldonado, who took influence from the surrounding pristine beach, ocean waters, and even river cobblestones for a more colorful and contemporary look. Although the property is expansive, it manages to feel intimate, with just 139 spacious rooms housed in small buildings and separated by treelined, wooden boardwalks. St. Regis also spent $3.8 million restoring its grounds, which, because of a commitment to conservation, make for a great place to spot rare birds, such as the Puerto Rican parrot. My sister and I were lucky enough to have the resort’s marine biologist lead us on a tour of the grounds before taking us to El Yunque National Forest. Despite its small size—about 28,000 acres—the rainforest contains great biological diversity. We saw waterfalls tumbling over volcanic rock and learned that the island is about 200 million years old (compared to Hawaii, which is about 60 to 70 million years old). And if amphibians are your thing, it’s a great place to see and hear the Coquí frog—something you can only do in Puerto Rico and Hawaii. For additional experiences, visit Toro Verde Adventure Park for one of the world’s longest zip lines; swim in a bioluminescent bay, where dinoflagellate plankton gather and thrive; or snorkel near Icacos Island. We sailed on a 54-foot catamaran to explore the uninhabited island and spent a lovely afternoon peering into WILD LIFE the crystal-blue water at beauAbout two-thirds of the St. Regis tiful fish and spectacular coral Bahia Beach Resort reef formations. It was about is made up of nature trails and a as far away from big-city life as wildlife sanctuary. one can get.

T R AV E L T I P S

Connecting with Mother Earth The daughter of Puerto Rican parents, Solaris Technologies CEO Evelyn Torres-Gomez has been traveling to the Caribbean island with family since she was a young child. She says she enjoys its laid-back atmosphere, eclectic food, and natural landscape. And no trip is complete without a nighttime swim in the bioluminescent bay. “It’s a natural wonder of the world, and not many people know about it,” she says. Her pro tip? Go to the bay when there is no moon, because you can really see the illuminations of what looks like thousands and thousands of lights in the water. “It’s almost like you’re under electricity,” Torres says. “It’s so beautiful— and it’s free.”

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ALL SMILES

A young Yajnik poses for a pic with his wife, Mohua, his sister, parents, and dog, Wolfie.

PROUD GRAD

Yajnik with his wife and daughter at his MBA graduation from The University of Western Ontario.

ROOTS

SANJIV YAJNIK

as told to DIANTÉ MARIGNY illustration by JAKE MEYERS

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FAMILY TRIP

Yajnik with his son, Shiv, at Mother Teresa’s orphanage in India, where he once worked.

sanjiv yajnik, financial services president at Capital One, grew up in Kolkata, India. After earning his engineering degree, he worked for two multinational shipping companies, posts that allowed him to spend time in more than 60 different countries over 10 years. That led to executive roles overseeing Capital One’s work in Canada and Europe, before relocating to North Texas for his current post. Here, Yajnik talks about his journey. “Growing up in Kolkata, India, I had the opportunity to work in Shishu Bhavan, Mother Teresa’s orphanage, from first grade through high school graduation. One of the many life lessons I took away from her was the importance of purpose—working toward something much bigger than yourself. Without purpose, everything else will fail. Her purpose in life was to take care of those who were the least capable of taking care of themselves. This has been a huge motivator

for me personally as a leader, and also in transforming businesses. It has allowed me to keep a long-term perspective and make business decisions that better the lives of our associates, customers, and the community. “One memory that stands out to me growing up is something that happened in the fourth grade. I remember it vividly—it was a Thursday. I was serving meals at the orphanage’s cafeteria when I tripped and fell, taking down with me one of the boys who lived there. I looked at him and had an epiphany; I realized we were so similar, and yet, I was given a better hand in life. I went home and asked my parents many questions. It impacted me tremendously and made me realize how fortunate I was. I never wanted to take anything in my life for granted.”

P H OTO G R A P H Y C O U R T E S Y O F S A N J I V Y A J N I K

President, Financial Services C A P I TA L O N E

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CONSTRUCTING THE FUTURE WE’RE DREAMING

closely at the present you are constructing: “ Look it should look like the future you are dreaming. “ - Alice Walker

The YMCA of Metropolitan Dallas has a mission to put Christian values into practice through programs that build a healthy spirit, mind and body for all. We work diligently to be a cause-driven organization that supports youth development, healthy living and social responsibility. It is consistent with our mission to be an anti-racist, multicultural organization FOR ALL. Together we can create communities where people of all races, ethnicities, and lived experiences flourish, reach their fullest potential, and refuse to accept anything less. Learn more at:

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CO N G E N ITAL H E AR T S U RG E RY D R E AM TE AM System CEOs on COVID-19’s Lasting Impact Primary Care Physician Roundtable

2 02 1 E D I T I O N

The Hospital of Tomorrow Is Closer Than You Think

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Putting you first has made us first. Again. There are a lot of good hospitals in Dallas-Fort Worth. But there’s only one #1 – UT Southwestern. For five consecutive years we’ve earned that distinction. And this year, nine of our specialties are ranked among the nation’s best. That’s more than any other hospital in North Texas. Earning accolades is nice. But what does that mean for you? It means exceptional care – for both adults and children – delivered by the brightest minds, using the most advanced technologies, backed by the latest scientific discoveries. And it’s right here in your backyard. We’re privileged to serve our community and honored to be recognized. But our greatest reward is really the heart of our mission: Your good health.

The #1 hospital in DFW. Nationally ranked in nine specialties.

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SECTION NAME LETTER FROM THE EDITOR

Dr. Kristine Guleserian operates on a young patient at Medical City Children’s Hospital.

Where to Shine Our Spotlight

P H OTO G R A P H Y BY N A T A L I E G O F F ; G U L E S E R I A N BY K E L LY H A N E S , C OV E R BY J A V I E R P A R D I N A

COVID-19 still dominates the headlines, but there are other healthcare stories that also need to be told.

when covering any beat, journalists must choose between using our limited time covering a major news event that everyone else is reporting on or unearthing important stories or trends that haven’t attracted as much attention. Do we bring something new to our readers and risk that it will get lost in the shuffle, or find a new angle on the big happening of the day? The last two years as a healthcare reporter have asked this question of me more than ever. I could easily spend every waking second reporting on and writing about COVID-19 and how the pandemic is impacting the medical industry and society at large, but doing so risks missing other important stories about innovation and healthcare trends that may last well beyond our battle with the virus. In this year’s Healthcare Annual, we tried to find the balance between covering new angles on the pandemic and sharing voices that speak to where the health industry is going and how it got here. In this special report, you’ll hear directly from the CEOs of the region’s largest healthcare systems on how COVID-19 has impacted their organizations (page 86). I also spoke with frontline primary care physicians who shared insights on the difficult challenges they face (page 93). Additionally, you’ll find a report on the future of the rapidly changing hospital (page 88) and a behind-the-scenes look at the first women-led congenital heart program in the country (page 82). Healthcare is a big focus for us at D Magazine Partners; we launched the region’s only news site that focuses on the business of the industry nine years ago. I hope you’ll sign up for our daily e-newsletters. And, as always, I welcome your feedback and ideas. You can reach me at will. maddox@dmagazine.com.

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Will Maddox Healthcare Editor

H E A LT H C A R E A N N U A L 2 0 2 1

CONTENTS

82 86 88 93

BREAKING BARRIERS, ONE HEART AT A TIME Women are leading the congenital heart surgery program at Medical City Children’s Hospital.

THE PANDEMIC’S IMPACT ON DFW HEALTHCARE System CEOs share how battling the disease has forever changed their organizations.

THE HOSPITAL OF TOMORROW Innovations we can only dream of today may become commonplace within a decade.

POWERING AN EVOLUTION IN CARE Primary care physicians may provide the answer to skyrocketing healthcare costs and other issues.

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WE GIVE IT OUR EVERYTHING FOR CHILDREN. Children’s Health has always worked with families to keep them healthy and safe. Today is no different. At the helm of our organization, the executive team is leading the way in providing COVID-19 vaccine information for families, driving medical advancements and offering innovative treatment options to make life better for children. SM

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ASK THE EXPERT

How a North Texas Mental Health Company Grabbed the World’s Attention AW S T I N G R E G G , M B A , L C S W, L C D C , C H I E F E X E C U T I V E O F F I C E R , C O N N E C T I O N S W E L L N E S S G R O U P

What are some of the awards and recognition Connections Wellness has received recently? Our team’s notoriety has come in the form of national accreditations, local licenses, and even distinctions as an advanced clinical teaching institute. We’ve also been recognized as best in class within our county 33 different times, ranging from best mental healthcare practice to best psychiatry practice, and this even includes multiple individual distinctions, several of which we’ll be defending for the third year in a row. These awards are certainly celebrated, but we’re most thankful for our notoriety in public as an expert resource. Recently, we’ve provided expert commentary in multiple articles for World Health News, participated in globally broadcasted podcasts, and have been interviewed countless times by local news stations as we traversed the mental health effects of the pandemic together. The recognition our team gets for our clinical excellence ultimately allows us to serve more people, influence more lives, and pursue our company’s mission & vision with greater nimbleness. How did Connections Wellness go from a single-office company to one of the world’s fastest-growing companies in three years? I think the answer is as simple as prioritizing the things that actually matter, which is undoubtedly your team and those entrusting their care to them each day. I don’t want to oversimplify a complex business scale strategy, but at the heart of it is genuinely caring about those very things. I encourage my team to re-recruit the people they’ve already hired each day. At the heart of what we do is relationships. When these are built on trust, genuineness, authenticity, and held up by individuals truly pursuing the highest degree of quality, growth always follows. I think far too often organizations can

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put “Benjamins before Benjamin.” When finances become the exclusive tip of the arrow, everything that follows becomes disjointed. What hallmarks of Connections Wellness’ reputation got the world’s attention? In our business, there is one metric that drives what we do, and it’s our clinical outcomes. It’s our ability to objectively communicate to others that we can truly treat their illnesses. This relentless focus is something our team talks about each day. We design ways to improve it, measure it, and celebrate every decimal point of an increase. One of our core values is “unapologetically pursuing unequivocal excellence.” Our team works relentlessly to embody that value when we contemplate our treatment models. We’re very open about our treatment outcomes for all lines of service. I think this level of transparency, coupled with our objective data, has really aided our ability to capture a very wide audience. We believe people seeking treatment for their illness should know if the provider is capable of treating them without delving through cryptic acronyms or sorting through hundreds of pages of research literature. The level of transparency creates a tremendous amount of accountability—which is exactly our onus to carry—and I believe this is what has gotten the world’s attention.

Awstin Gregg is a licensed clinical social worker and holds two additional master’s degrees in business. A former hospital CEO and a current professor at TCU and Texas A&M Commerce, he was voted Social Worker of the Year in 2018, Entrepreneur of the Year in 2019, and leads the Denton County’s fastest-growing healthcare organization, Connections Wellness Group, while receiving seven distinguished awards in its first year of operations. Connections Wellness Group is a nationally accredited healthcare practice able to care for any need, from the acute depression to the common cold to everything in between.

What is next in the timeline as Connections Wellness is poised to become the largest privately owned mental health company in Dallas-Fort Worth? We’re excited about our growth within Dallas-Fort Worth; we certainly make no secret about it. We’ve built out an incredibly talented team, teamed up with incredible organizations like Vertava Health, and have begun geographically expanding across Dallas-Fort Worth. We’ve opened eight new locations this year, with several more slotted.

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Dr. Kristine Guleserian performs heart surgery on a child at Medical City Children’s Hospital.

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Breaking Barriers, One Heart at a Time Women are stepping into leadership at the congenital heart surgery program at Medical City Children’s Hospital. story by WILL

MONDAY MEETINGS WITH THE congenital heart surgery team at Medical City Children’s Hospital are not like those at a typical office. Sure, some of it might look familiar: More than a dozen physicians, surgeons, clinic managers, and other staff gather around 7:30 a.m. to discuss the week ahead. Some of the team calls in virtually; others sit around a conference table. But that’s where the similarities end. When I visited there in July, several people jumped up to leave the room about halfway through the meeting. They weren’t refilling their coffee or using the restroom. One of their patients needed immediate resuscitation. (The team was successful, and the patient survived). When the doctors returned, they sat back in their seats as if they simply stepped away to grab a snack. Typical, this is not. At the meeting, what looks like an indecipherable bloody mass of flesh is shown on the screen, but it speaks volumes to the team. They point out malformations and results of past procedures and create a plan for each of the children upstairs in the team’s intensive care unit. Walking past the patient rooms, I am struck by just how small the

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children look in the full-sized hospital beds. Machines loom large on either side, pumping in fluids and antibiotics, beeping as parents huddle nearby. Laying on their backs, many have patches over their eyes, their chests rising and falling almost imperceptibly. Meanwhile, downstairs at the meeting, Dr. Kristine Guleserian leads the discussion from the head of the table. She is the first and only woman to lead a congenital heart team in the country, and her comprehensive knowledge of the patients, their families, and the condition of their hearts is on full display as the group discusses each case. She and the team work efficiently with input from all directions. Guleserian is the head of the program, but it is not a one-woman show. Pediatric cardiologists, general surgeons, and clinic managers alike chime in to add their perspective, weighing on the imaging, family, mental health, and medical history. It is no coincidence that the group functions so well; Guleserian built the team with moments like this in mind. SEPTEMBER 2021

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GETTING THE BAND BACK TOGETHER After more than a decade at UT Southwestern and a spell in Miami, Guleserian was hungry to lead and more than capable. Although she is not much more than five feet tall, she looms large in the congenital heart surgery world, serving on leadership in numerous organizations, and is a coveted speaker at conferences. While at UT Southwestern, she made headlines when she performed a heart transplant on what was at the time the world’s smallest patient, a five-pound newborn. When she arrived at Medical City in September 2019, the hospital invested in assembling her ideal team, a collection of cardiologists who balanced all the qualities she looked for in colleagues— and they just all happened to be women. “It’s like fantasy football. You pick everybody who you would dream about working with, and you change the whole atmosphere,” Guleserian says. “You get rid of the toxic work environment that so many of us have been subjected to, and you build a team with all the best people, the most talented, and the ones who have the best bedside manner and personality.” Finding a physician who is gifted technically, great with patients, and lacks a disruptive ego is no easy task. But Guleserian is confident that she has found a crew that checks all her boxes. Over the years, she made mental notes of who she would want to work with if she were given the resources to build her own crew and bring in her preferred talent. Within the last year, Guleserian has recruited four physicians to join her at Medical City Children’s. All of them came from UT Southwestern, though they all were at different stages in their career. Usually, it would take years for the resources to open for such a significant talent acquisition, but Medical City made it happen. Guleserian’s real-life fantasy line-up includes Dr. Vivian Dimas, the medical director of adult congenital heart disease at Medical City Children’s Hospital who specializes in minimally invasive treatments of complex heart conditions. She is joined by Dr. Carrie Herbert, a pediatric interventional cardiologist who also focuses on minimally invasive procedures. Dr. Poonam Thankavel is a pediatric cardiologist and the medical director of pediatric cardiac imaging specializing in imaging and diagnosis. Dr. Ilana Zeltser is a pediatric cardiologist and the medical director of pediatric electrophysiology and specializes in diagnoses. Having that many women leaders in a cardiology program is rare, but Guleserian didn’t set out with that intention. “I picked them for their talent,” she says. “They just so happen to have two X chromosomes.” Guleserian also brought in her surgery partner, Dr. Janier Brenes, from Costa Rica, and the team’s intensive care unit director, Dr. Mark Clay. “It’s always been my dream since I was a medical student to build a team of all the people who I liked to work with. That’s been the vision here—to bring the best

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of the best who are people you like to work with,” Guleserian says. “They are more than just clinical experts. They have a great bedside manner, personalities, and outside interests that make them multi-dimensional.” Many of us have experienced that special team or group of colleagues where everything just clicked. Together you did great work, you got along, and you cared about each other. Time, money, families, partners, and other opportunities eventually get in the way. But you stay in touch in case there’s a way to work together again. That’s what Guleserian made happen. “It’s hard to believe how much we’ve done, but it is a case of getting the band back together with a bunch of people who respect each other, like each other, and work well together,” Dimas says.

“I picked them for their talent. They just so happen to have two X chromosomes.” DR. KRISTINE GULESERIAN

Those who were part of the pediatric cardiology team before Guleserian arrived say they’ve noticed a marked difference in the ambition of the program and the innovation it embraces. “Dr. G thinks outside the box, and she’s a perfectionist, which is absolutely vital in terms of what we’re doing,” says Dr. Jane Kao, a pediatric cardiologist who has been at Medical City since 1995. “She never says it can’t be done. She asks, ‘Why not?’” Bringing in that many new leaders in a short time isn’t easy in any business setting, but in just six months, the team is already functioning at a high level. Keeping the focus on the patient is critical. “Every person that’s part of this team comes together for

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the sake of the patient,” Kao says. “We always put the patient first.” Guleserian believes she is having her cardiology cake and eating it too. “People sometimes ask, ‘If you had to have a technically excellent surgeon or a surgeon with great bedside manner, which would you choose?’ And I always said, ‘Why can’t I have both?’”

OPERATING IN A MAN’S WORLD Several of the physicians I spoke with shared a similar story. It goes something like this: As women at the top of their field, who often present and speak at conferences, they tend to see the same audience while peering over the podium. BeDr. Kristine fore them could be 100 physicians from all Guleserian (left, over the world, but only about eight of them below) became the first woman to lead would be women. a congenital heart Interventional cardiology is still a bastion surgery program in the U.S. when she for male physicians. Even though gender was named medical parity has improved from a generation ago, director of Medical City Children’s women still experience a lingering disparity. Hospital Heart At the last in-person conference that Dimas Center last year. She has since built attended, prior to the pandemic, she apa cardiac surgery proached the faculty check-in table. A wom“dream team” whose members include, an seated behind the table told her, “Vendor from left, Dr. Vivian check-in is down there.” Dimas says, “I told Dimas, medical director of adult her, ‘I’m checking in for faculty.’ That [kind congenital heart of ] stuff is still out there.” disease; Dr. Carrie Herbert, pediatric The double standards don’t end at internainterventional tional conferences. Women surgeons and carcardiologist; Dr. Jane Kao, pediatric diologists are still subjected to assumptions cardiologist, Dr. that affect women in multiple professions. Poonam Thankevel, medical director of “There is that undertone that as women, they pediatric cardiac will never be as dedicated as men because imaging; and Dr. Ilana Zeltser, medical they are dedicated to their families and can’t director of pediatric give everything to their job,” Dimas says. electrophysiology.

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Guleserian once implanted a pacemaker in a baby born at just 32 weeks.

But around the conference table at Medical City Children’s Hospital, floors below the impossibly small infants preparing for or recovering from heart surgery, Guleserian is working to change the paradigm. “We’ve all been subjected to some form of harassment in the workplace,” she says. “What we’re trying to do is set the example and have a zero-tolerance policy.” In addition to building her dream team, breaking barriers of medical leadership, and performing some of the most complex and delicate surgeries on the planet, Guleserian seeks out mentorship opportunities with young women at all stages of their medical education. She embraces her role and leans into the opportunity. A few years back, before moving to Miami, she invited some medical students over for dinner. As they finished their meal, the students pleaded with her to keep empowering women, building teams, and fearlessly sharing her story. “I said, ‘You know what? From here on, I am going to make a stand. Because if we can make it better for the next generation, then that’s what we need to do.”

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The Pandemic’s Impact on DFW Health Systems

Eighteen months after COVID-19 began wreaking havoc, North Texas healthcare CEOs share how their experiences battling the disease have changed their organizations. story by

WILL MADDOX

in the spring of 2020, putting those in the healthcare sector on the front lines of the battle against it. Leaders were called upon to be more agile, innovative, and resilient. As their frontline workers fought to save lives, administrators scrambled to develop and implement policies that would protect patients—and their own personnel. The challenge tested them like nothing had before. For D CEO’s healthcare news site, I recently sat down with system leaders to get their thoughts on the last year-and-a-half—how it forever changed them, their companies, and the industry. Here’s what they had to say.

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“It quickly became evident that the COVID-19 pandemic was not a sprint. As the North Texas cases began to multiply over time, the dynamic nature of the situation was going to be more like a marathon. As we moved through the pandemic, we moved through several different phases. Initially, we were in the preparation phase. And then, as we began to see the spike, there was a response phase— and I am proud of how our team stepped up to the challenge there. What we learned was that there were going to be spikes and valleys as we move through this pandemic and that we needed to be prepared to respond in both scenarios. We relied on data science and projection models to the best of our ability. And because we are part of HCA, a nationwide company, we had the visibility to see what was happening in other markets as they spiked, accelerated, and decelerated.”

“Back in 2014, when we had our experience with Ebola, we observed the environment moving from science, to social science, to science fiction. We knew that was going to happen with COVID-19 because we’ve seen it happen before. That helped us anticipate how we could deal with some of the lack of information or misinformation picked up in the media and on social media. We’re seeing the same kinds of things now, so we had to put in place a way to vet information and decide whether that would impact how we were caring for patients. What advice were we giving to physicians and employees as well as the public? We had a way to ingest that information daily and then, on a very rapid turnaround basis, get information out about what was truth and what wasn’t. We spent time thinking about the essential institutions for communities.”

E R O L A K DA M A R M e d i c a l C it y H e a lth c a re

BA RCL AY B E R DA N Texa s H e a lth R e s o u rce s

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“The situation called us to quickly adapt in two big ways. The first was the scientific response: Trying new drugs, expedited trials, and the early authorizations to push out the drug. To go from a new disease to a vaccine within a year is just unheard of. The other part of the speed of response is how services are structured and delivered. We all had to adapt as we got information— whether it was how to cohort patients or what your PPE policy will be. What do you do beyond the walls of the hospital in terms of public health measures? What I learned when I went through Katrina was that during a crisis, there is no time to be hesitant and guarded in your response—you have got to jump in. What has impressed me is people’s willingess to do what has to be done. People get into healthcare to make a difference, and this is a defining moment in our careers.”

“When the pandemic started, our organization was already focusing on continual improvement as a pediatric care provider. We have invested further in technology and processes to support our patients and team members during these challenging times. The pandemic accelerated our development of technology and its use. We are leaders in using telemedicine. Prior to the pandemic, we were already partnering with nearly 30 independent school districts and more than 220 schools across North Texas as part of our school-based telehealth programs. As COVID-19 began to spread in the U.S. and across North Texas, we were well-positioned to expand these services, which became vital at a time when many children and families were not able to come on site for care. We rapidly converted 74 clinics that normally see patients in-person to virtual appointments.”

“How do you create a preliminary telehealth visit with the homeless population, or the most vulnerable populations, or a community that doesn’t have the fiber optics and capabilities that technology affords them? COVID was almost a discriminatory virus in the sense that it hit the weakest, so if you had challenges going into COVID, your chances of adverse or difficult outcomes were far greater. It amplified the challenges we have in communities where we’re not offering the healthcare that’s readily available. It made us at JPS look at issues that are corollary to healthcare, such as these people living in a food desert where they have no vehicle to transport them. COVID said, ‘OK, I’m going to show you your societal problems.’ If we don’t learn our proper lessons from COVID, then that’s a huge mistake. COVID points to the frailties of the human and in healthcare.”

“Our organization is comprised of local board members and leadership. We don’t have to raise up the flag to someone at corporate to get approvals—we can make quick decisions when we need to. Our board gave me and our executive team carte blanche to do what we needed to do when we needed to do it: They supported us when we needed to pivot to ensure that our patients were given the best possible care and that our employees were safe. That also was part of that decision to make sure we gave everyone full pay through this pandemic—even our 450 employed physicians, some of whom were at home for a period of time. We did not have any layoffs or staff reductions. That was a big plus for us, and it speaks volumes to our culture and who we are. When we come to work, we leave our personal selves at the door and walk into this organization.”

“The pace, magnitude, and duration of this pandemic were and, frankly, still are, unprecedented. When I think back to the beginning of the pandemic, I am amazed by the sheer number of decisions that had to be made in almost real-time. We would make a decision and communicate that decision based upon the best information at that moment. Often, we would then get different directions from various national and local health officials requiring significant modifications, sometimes the same or the next day. Everybody was doing the best they could with the information they had; however, it was all staggering, at times. This is the closest thing to a prolonged crisis that I have ever dealt with in my healthcare career, and in the case of this pandemic, I’m proud to say that the Methodist Health System family grew even closer and stronger.”

DR. FRED CERISE P a r k l a n d H e a lth a n d H o s p it a l Sys te m

CH R I S D U ROVI CH C h il d re n ’s H e a lth

R O B E R T E A R LE Y J P S H e a lth N et wo r k

R I C K M E R R I LL C o o k C h il d re n ’s H e a lth C a re Sys te m

J I M SCO G G I N J R . M eth o d i s t H e a lth Sys te m

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THE OF HOSPITAL TOMORROW

Innovations we can only dream of today may become commonplace within a decade. I M AG I N E TH AT YO U M A K E A TR I P to the hospital for a simple annual check-up. When you arrive,

you enter the specialized area where you need care—but it isn’t any part of your human body that needs attention. You have an appointment at the hospital’s implantables clinic, where the technology implanted into your eye—which guided you through the hospital to the clinic—needs a quick tune-up. In this seemingly alternate reality, the line between the repair shop and hospital is as thin as the line between body and machine. This fantastical exercise is closer to reality than it may seem. The hospital model is now being pulled in contradictory directions: Hospitals are expected to provide consumer-focused experiences for patients—similar to those created within the hospitality sector—and protect employees’ mental health and value, all while continuing to operate within the highest safety and cleanliness standards. They need to create welcoming and uplifting spaces with natural lighting and design elements, while ensuring many areas are safe, sterile, and able to support the latest technology. “Hospitals have moved from transactional to an experiential world, which affects operations and design,” says Jeffrey Stouffer, principal, executive vice president, and health group global director at architecture firm HKS. “It drives patient choice and drives a much more competitive market.” Competing goals are already fostering technological advancement to help meet these new market demands, and soon, as new developments roll out, the hospital of the future will become the hospital of today. Several North Texas healthcare experts shared their thoughts on what the hospital of the future might look like—just 10 years down the road. story by WILL

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AI Could Deliver Diagnostics Technology is eliminating the need for doctors to memorize massive amounts of medical information, and, as a result, their role is changing. “Physicians will become more of a broker of care and will be more high-touch, more relationshipdriven,” says Ashley Dias, associate principal of health at Perkins & Will in Dallas. “AI will support a lot of the information breakdown and diagnosis space.” Technology is also improving accuracy. With robotic surgery and 3-D modeling, the ability to precisely target problems and avoid invasive surgery will make surgeries more successful and infections more rare. “Providers can 3D model hearts and use AI to detect issues beforehand,” says James Griffin, CEO Invene.

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Stays May Become Much Shorter

Analytics Will Continue to Drive Innovation Major hospital systems are connecting with data giants so AI can predict health outcomes, find treatments with the best results, and improve hospital protocols. For example, Medical City Healthcare and its parent company HCA Healthcare, with 185 hospitals across the country, are partnering with Google Cloud to lean on Google’s data analytics availability to make workflows more efficient and give providers treatment guidance. Texas Health Resources and Baylor Scott & White Health are also getting on the big data train, too, partnering with health provider-led data platform Truveta. The new partnership gives Truveta access to depersonalized medical records representing 15 percent of the nation’s patient care. The goal is to eliminate fragmented health data and make conclusions from the millions of patient care visits represented in the partnerships. As these organizations unearth new patterns and develop new protocols, patient care will become guided by amounts of data larger than hospitals could previously imagine. “We have these economies of scale here that serve a huge population of people and a wide cross-section of our nation,” says Dias. “And we have a major powerhouse in the technology world that can Flexibility at Hospitals work that data.”

Increases in in-home care technology might soon make for shorter hospital stays, bringing doctors and nurses to patients whenever possible. “If technology can get us closer to that, and I think it is, then it is certainly desired by the patient and potentially could save costs as well for systems or payers,” says Dr. Hubert Zajicek, CEO and co-founder of healthcare accelerator Health Wildcatters. Monitoring technology would instantly connect providers to patients, enabling constant updates on vital signs or diagnostics. “The boundaries are blurring between where care is delivered and how care is delivered,” Wingler says. “The lines are getting blurry between home health, home care, and healthcare.”

O P E N I N G S P R E A D BY JAV I E R PA R D I N A ; T H I S PAG E S E R G I O M A R C O S

Will Be Paramount

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The hospital of the future may have patient rooms that can convert from low to high acuity—able to serve as a room where patients can visit with family, then quickly transition to an intensive care unit if needed. Under this design, care teams and technology would travel between rooms rather than the patient. Design could also feature elements to address physician burnout, which has been an issue since long before COVID-19. Many hospitals currently do not feature much natural light or offer relaxing spaces for staff to take a breath—elements that will likely shift in years to come. “We can provide for [hospital staff] so that the load they carry doesn’t go beyond their human limits,” says Deborah Wingler, health research lead at HKS.

Wearable and VR Technology Will Rule The next decade may bring an increase in wearable technology, which could move wayfinding into hospital apps and perhaps even into ocular technology that augments reality and directs patients to

their treatment area. They could also connect with physicians and learn about their conditions. Once admitted, patients may be able to visit with loved ones via virtual reality platforms, reducing contagion while

providing a welcomed diversion. “That transportation to another environment is a positive distraction and brings stress reduction, which we know is great for improved outcomes,” says Dias of Perkins & Will.

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BUILDING HEALING ENVIRONMENTS

The AP Difference Responsive teams, better designed facilities, well developed budgets and defined critical path schedules, which all translate to lower risk for our clients. www.a-p.com

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POWERING AN EVOLUTION IN CARE Primary care physicians may provide the answer to skyrocketing healthcare costs and the depersonalization of medicine. THE EXPERTS DR. JEFF BULLARD

MaxHealth Medical Associates

DR. BETH KASSANOFF-PIPER

North Texas Preferred Health Partners

DR. ANGELA MOEMEKA Mark9 Pediatrics

DR. MARCIAL OQUENDO

TLC Pediatrics of Frisco, Oak Cliff Pediatrics

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The medical home has expanded beyond the primary care physician’s office walls, upending the idea of the traditional doctor’s visit for physicians and patients alike. Additionally, the shift to telehealth, the focus on population health management, and medical technology acceleration have all impacted patient flow, finances, and communication. When it comes down to it, primary care physicians, and the proactive and preventive services they provide, hold the key for healthcare cost containment and more personalized care. We recently spoke with four Dallas-Fort Worth primary care physicians about the challenges they face, the changes they’ve seen, and the opportunities ahead. HOW DID COVID-19 CHANGE YOUR PERSPECTIVE ON YOUR CAREER? “I launched my private practice as the Sars-CoV-2 virus was identified and began to spread. Direct patient care and office workflow would need a revamp to preserve access to care. I began to wonder about the stability of private practice as I witnessed well-established practices struggle and even close during the first few months of the pandemic.” D R . J E FF B U LL AR D : “With the onset of the pandemic, suddenly the grander ‘we’ came into vision. Every day felt like a population healthcare delivery day. I am a family medicine physician, and COVID reminded me of the importance of my role as a community health connector.” D R . A NG E L A M OE M E KA:

D R . M A R CI A L OQUE ND O:

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“Doctors today spend more time clicking boxes, looking up billing codes, and chasing metrics than spending time with patients and their families.” DR. MARCIAL OQUENDO, Oak Cliff Pediatrics

“COVID humbled me and everyone into understanding that there is no such thing as a ‘sure thing.’ Right as the COVID pandemic started, I was in the midst of a major transition in my career, going from employee physician to business owner and entrepreneur. For the first few months after the lockdown began, I realized that opening a traditional office was not going to be a good idea. So, I branched out and formed coalitions and mutually beneficial partnerships with other doctors that needed someone to keep things afloat during the trying times.” D R . B E TH KASSANOFF-PIPER:

“The pandemic gave me a new appreciation for my work team, especially my nurse and my partners, and their ability to adapt to change. COVID-19 reinforced how important it is to have a solid connection with patients so they know they can rely on my guidance in confusing times.” WHAT CHALLENGES DID YOU FACE IN SHIFTING TO REMOTE VISITS? B UL L AR D: “The biggest

challenges were around establishing new workflows, combining in-person with virtual visit scheduling and staffing assignments. We wanted our patients to have a great experience. They were stressed, and most were also experiencing telehealth for the first time.” OQUENDO: “During 2020, I went from 100 percent inperson practice to 100 percent telemedicine at the beginning of the lockdown to now a hybrid of mostly in-person visits but with a strong telehealth component. I have found that it is a great way to keep open communications with patients, even if it’s a ‘last patient of the day,’ last-minute appointment, or a ‘mother has a quick question.’” KASSANOFF-PIPER: “I was concerned that both the patients and I would find telehealth to be inferior to in-person visits, but I was very pleasantly surprised at the outcome. Being able to see my patients, even if not in person, made assessing their health, and especially their mental health, much easier than just

hearing them on a phone call.” MO EMEKA: “We did begin offering virtual well-child visits, but many families preferred to wait it out, not wanting to risk taking children outside the home. We began to incorporate synchronous and asynchronous methodologies into our practice. I worked with our billing company to understand the coding and payment processes for these visits. Texas Medicaid led the way in paying for telemedicine visits in a very expansive sense.” HOW HAS THE PANDEMIC CHANGED CHRONIC DISEASE MANAGEMENT? O Q UEN D O : “Chronic condition management via telemedicine has its pros and cons. We can continue to see the patient on a regular basis for a quick check-up and status update without them having to make a visit. However, telemedicine can limit a physician’s ability to pick up on subtle nuances that can only be seen in person— things as simple as moles or skin color, new tattoos, cutting behaviors, and scars that the

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“We are champing at the bit for this type of change. The impact of COVID was that it shined a bright light on so many of the things that are wrong with the way care is delivered. The disconnect between what works and what’s valuable to the doctor-patient relationship and those that make decisions about how the business of healthcare will operate is unfortunate; I think the shift to value-based care can narrow that gap.” O Q UEN D O : “The reality is that the current system is designed for big players; more than half of the physicians in Texas are employed and not independent. The incentive to include small groups or solo practices has not yet been felt. New models will have to emerge to bridge that gap while also navigating the legal barriers that keep offices from gaining any leverage in the value-based contracting model.” MO EMEKA: “As a general pediatrician, value-based care has been the theme for decades. The new shift is to value-based payments. For my practice, this means streamlining population health management—not only understanding the who, what, and when of gaps in care but also linking with community partners to address the why.” KAS S AN O F F - PI PER: “I work hard in my practice to provide care tailored to each patient’s specific situation and to create that unique relationship with patients that encourages them to work with me toward better health. This, in turn, leads to better management of their chronic health conditions and, ultimately, better care overall, which is recognized in valuebased care payments.” B UL L ARD :

“Value-based care has been the theme for decades; the new shift is to value-based payments.” DR. ANGELA MOEMEKA, Mark9 Pediatrics

trained eye would notice and would dig into.” K A SS A NOFF- PI PE R : “I stress the importance of preventive healthcare. Many patients missed their routine screenings for breast and colon cancer during the pandemic, and I continue to work with those patients to get them caught up.” M O E M E K A : “In pediatrics, ADHD and asthma are the primary chronic diseases. These are all easily done remotely. New tools have also emerged to allow virtual chronic disease management to thrive, the most notable being remote patient monitoring devices. In asthma, for example, digital inhalers allow patients to track symptoms and inhaler use then share this information with their physician via portals.” B U L L A R D : “Physicians will typically recommend home blood pressure, blood sugar, and weight monitoring for our hypertensive, diabetic, and heart failure patients, respectively, but I believe we likely placed more value on those measurements that took place in our offices. During COVID, that shifted. As a result, we recognized the value of upping our game on home management and monitoring

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efforts, including increasing the time spent on disease state education with patients, coaching on the ideal way to measure and record home collected data, and helping patients navigate app selection for managing weight, diet, and exercise.” HOW DO YOU SEE TECHNOLOGY IMPACTING YOUR PRACTICE IN THE FUTURE? KAS S ANOFF-PIPER: “The greatest advantage I have seen so far is in patients who can share their glucose readings with me remotely, so we can catch up on their progress several times weekly, if necessary, rather than waiting longer periods to make adjustments. This is already improving patient outcomes.” M OE M E KA: “I see the increase in wearable devices increasing health literacy for my patients and families. It eases discussions on disease management and gives a common objective language for symptoms. For example, a child using a digital inhaler can say their asthma has been worse than usual over the past

two weeks but can now also show me their tracked inhaler usage each day, which tells a measurable story.” BU LLARD: “I see a day in the near future when doctors and patients will be discussing the patients’ progress in their lifestyle app, reviewing data from their remote monitoring blood pressure device, and having a group video visit that includes the doctor, the patient, a spouse or caregiver, and a care team member such as a dietician or a specialist.” OQUENDO: “I believe in the not-too-distant future people will have their own digital-firstaid-kit, with digital otoscope that can send pictures to the pediatricians to check for ear infections, inexpensive Bluetooth stethoscope adapters for phones through which parents can stream of a child’s breathing by following a simple interface app on the screen, and thermometers that can share today’s temperature trends so doctors can look for improvement.” HOW WILL A SHIFT TO VALUE-BASED CARE IMPACT YOUR PRACTICE?

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8/4/21 5:05 PM

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“We could do a much better job dealing with the health of our communities if we focused on proactive versus reactive care.” DR. JEFF BULLARD, MaxHealth Medical Associates

HOW DO YOU INCORPORATE MENTAL HEALTH AND WHOLEPERSON HEALTH INTO YOUR PRACTICE? OQU E ND O : “A combination of different interactions is how we achieve a true wholeperson health approach. Rarely before have we had a window inside a patient’s home. This is important in getting the whole picture, especially as socioeconomic determinants of health are directly linked to your home, your internet access, and living conditions. Mental health has been the biggest sequelae from this pandemic, particularly in teens and young adults. Telemedicine for mental health is going to stay and will be the main form of accessing therapy and treatment moving forward.” M O E M E K A : “I take into consideration the family background and psychosocial environment affecting my patients. It is difficult to care for my patients otherwise. A 2-year-old doesn’t just walk into my office alone and leave

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with antibiotics for their ear infection. Instead, that 2-yearold comes in with a parent who is tired from not sleeping for several nights due to their child’s ear pain and irritability, and possibly a parent who is worried about missing another day of work to care for a febrile child who cannot return to daycare. Similarly, an 11-yearold with chronic abdominal pain may be challenged by the transition to middle school and manifesting symptoms of anxiety and stress.” KAS S ANOFF-PIPER: “It is so important to understand the whole person, including their home environment and their stressors. I get to know my patients very well and ask detailed questions about these factors and their mental health so that I can give advice that fits them specifically. Many patients will not bring up the subject unless directly questioned. A large number of my patients have had increased anxiety and depression through the pandemic, and not all realize how great that impact is on their health.” B UL L AR D: “We have taken an

integrative approach to care, including fully integrated mental health. In 2007, we started a brain health center, which now includes a counselor and psychologist, treatments for difficult-to-treat depression patients, and a full suite of assessment and treatments for the most common mental health and cognitive issues our patients face.” WHAT AREA OF MEDICINE IS NOT GETTING ENOUGH ATTENTION, AND WHY? OQUENDO: “Physician burnout. Doctors today spend more time clicking boxes, looking up billing codes, and chasing metrics than spending time with patients and their families. Primary care and preventive medicine have become a numbers game and all about economy of scale, when it should be the other way around. Making doctors become computer clerks and having them spend several hours a day entering data into templates—for insurance companies to decide

what gets reimbursed and what doesn’t—will only lead to more burnout, with worse outcomes for both the medical community and patients.” MO EMEKA: “Health equity for children does not get the attention it needs, mainly because people see children as primarily healthy. We know hundreds of millions of children are uninsured and underinsured, lacking access to the basic care that’s needed to maintain health. We know trauma impacts children in ways that lead to chronic disease and morbidity as adults. We know the first 1,000 days of a child’s life are critical for brain growth and development. These facts all float around us as health inequities that do not get the policy focus needed to effect change.” KAS S AN O F F - PI PER: “Doctors must address patients’ anxiety and depression, as well as underlying circumstances, such as their work and home responsibilities, what help they have at home, and whether they can afford medications, to help them achieve better health.” B UL L ARD : “We could do a much better job of dealing with the health of our communities if we focused on proactive versus reactive care. We do what we are paid to do; as a result, we primarily see patients when they are already sick. Suppose we could instead spend our energies understanding a patient’s daily behavior or situational challenges that impact their health, and work with them before they develop a chronic disease. That could help bend the cost curve. To do this, we must invest more in primary care.”

OPENER AND ICONS: S H U T T E R S T O C K

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8/4/21 5:05 PM

Care. Your way.

From Your Partner in Health. At Texas Health, being there for North Texas is what we’re all about. We’re committed to helping you be your best self. And offer a range of care designed to be there where you want it, when you want it and how you want it. From our hospitals to Texas Health Breeze Urgent Care, from house calls via DispatchHealth to virtual and in-office doctor visits, Texas Health is right there with you. And, as always, we have protocols in place designed around your safety.

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END MARK

P H OTO G R A P H Y C O U R T E S Y O F T H E C O L L E C T I O N S O F D A L L A S H I S T O R Y & A R C H I V E S , D A L L A S P U B L I C L I B R A R Y, A N D T H E A D E L F A B O T E L L O C A L L E J O F O U N D A T I O N .

KEY TO THE CITY

Former Dallas mayor Wes Wise (right) honored Adelfa Callejo and others in 1975.

LEADING THE WAY Callejo became the first Hispanic woman to earn a law degree from SMU in 1961.

Dallas’ Hispanic Heroine A D E L FA B O T E L L O C A L L E J O June 10, 1923–Jan. 25, 2014

story by MARIA LAWSON

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orn in millett, texas, adelfa botello callejo grew up in a small town where everything from schools to cemeteries was segregated. She was an early activist, marching to her school superintendent’s ranch to complain about the mistreatment of Mexican-American children. In 1961, Callejo became the first Hispanic woman to graduate from Southern Methodist University’s law school. Despite her credentials, she was only offered legal secretary positions, so she opened her own law practice. Her spirit of activism never dimmed; she would go on to lead demonstrators through downtown Dallas to protest Oak Cliff deportations by immigration agents who left children without their parents. She also filed lawsuits to prevent families from being broken up in this way. Callejo continued advocating and spent the late 1980s working for political power-sharing to help bring Dallas its first single-member council districts, which later fueled the careers of Black and Hispanic politicians. Inspired by her Spanish-speaking mother, she battled Dallas ISD to help students obtain bilingual education, and today has an elementary school named in her honor.

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8/3/21 11:37 AM

LET’S WORK TOGETHER.

DIVERSITY strengthens us all.

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Let’s talk about your outlook your earnings your people your value being partners.

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D CEO September 2021

Articles inside

ROOTS

PURSUITS

THOUGHT LEADER

ON THE TABLE

SMALL BUSINESS

YOU NEED TO KNOW

WELL TRAVELED

EDITOR’S NOTE