D CEO September 2022 by DCEO

WWW.DCEOMAGAZINE.COM2022SEPTEMBER CEO SEPTEMBER 2022 $7.95 PLUS: Healthcare2022Annual How Sam Susser is building a new dynasty in Dallas Speak up or stay silent? The choice is a crucial one that impacts employee inclusion, talent retention, and the bottom line. Naomi Green of Crush Limits YTISREVID,EQUITY , A N D I N CLUSION

WITHCONNECTPEOPLE.

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 firm, visit whitleypenn.com.

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OUR COMMUNITIESHAVE AV OICE. Our goal is to enhance their prosperity by helping them to earn success, enjoy economic opportunity and gain mobility through investments in education, health and nutrition as well as workforce readiness.

Our goal is to build inclusive leaders across the organization; to discover, attract, retain and develop diverse talent while fostering an inclusive environment.

Helping to Build a More Equitable Future

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OUR BUSINESS HAS A VOICE. We’re a powerhouse of purposeful brands. We seek to create a connection that speaks to a person’s heart and mind and goes well beyond anything we can ever manufacture.

At PepsiCo and Frito-Lay we’re committed to fostering a diverse workforce and creating a collaborative, equitable and inclusive space where everyone, regardless of what we look like, where we come from or whom we love, has a voice.

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At Haynes Boone, 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. are proud to support the 2022 D CEO Diversity and Inclusion Symposium and join you in your efforts to strengthen and support equity in our DFW communities and beyond.

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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. Of course, we also treat our team members with the same care and respect. That’s why we were recently named one of the best places to work by the Dallas Business Journal We invite you to learn how rewarding a wealth advisory relationship can be. Contact us to arrange a face-to-face meeting today. rgtadvisors.com • 214.360.7000 Our only vested interest is our clients. If the wealth you’ve worked for all your life seems in question right now…we’ve got answers. CELEBRATING35YEARSOFSERVICE

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46 After selling his convenience store empire for $2.4 billion, Sam Susser is starting over in North Texas with Susser Bank.

A New DynastyDallas story by BARRY SHLACHTER portraits by JONATHAN ZIZZO

DCEOMAGAZINE.COM SEPTEMBER 2022 013

BYPORTRAIT ZIZZOJONATHAN

VOLUME 17 | ISSUE 07

38 Speak out or stay silent? Here are some things to consider when your company is thinking about taking a stand. When Business Gets Political portraits by JILL BROUSSARD story by BRANDON J. CALL

Robert Anderson Jr. fostered 485 Cyberrevenueyear-over-yearpercentgrowthforDefenseLabsin2021.

54 Robert Anderson Jr. led highprofile FBI ivestigations as one of the bureau’s top execs. Now, he’s battling cybercriminals at Cyber Defense Labs. atEnemytheGates portrait by JONATHAN ZIZZO story by BEN SWANGER CYBER DEFENDER

CONTENTS 014 SEPTEMBER 2022 DCEOMAGAZINE. COM 16 EDITOR’S NOTE DOSSIER 25 YOU NEED TO KNOW Veena Somareddy, Neuro Rehab VR 28 MEET THE 500 Corey Anthony, AT&T 28 LOCALLY SOURCED Fashion designer Valerie Garmino 30 INNOVATORS Jessica Latham and Amy Griffin Social Studies 32 ON THE TABLE Bryan Trubey, Overland Partners 34 HOSPITALITY Craig Cavileer and Kayla Wilkie, Majestic Realty FIELD NOTES 61 LEADING OFF Sachin Nayyar, Securonix 62 REAL ESTATE Development may be softening in some Dallas-Fort Worth suburbs, but the State Highway 75 corridor north of McKinney is taking off 64 ON TOPIC Cynt Marshall of the Dallas Mavericks, Sandra Bond Chapman of Center for BrainHealth, and James Fripp of Yum! Brands talk about a time when their lives took an unexpected turn. KNOWTONEEDYOU ZIZZOJONATHAN HOSPITALITY DROVERHOTEL STYLE OSTEENAMY TRAVELEDWELL SONNENHOFPARC ROOTS SHINTYLER ON THE COVER: Naomi Green of Crush Limits, photographed by Jill Broussard. Healthcare2022Annual How Sam Susser is building a new dynasty in Dallas Speak up or stay silent? The choice is a crucial one that impacts employee inclusion, talent retention, and the bottom line. SEVDQUTY N U N 66 THOUGHT LEADER Business mentor and millionairemaker Jay Rodgers says CEOs must stop focusing on being irreplaceable and start concentrating on the future. OFF DUTY 69 STYLE Amy Osteen, Outside CLO 70 EXECUTIVE PODCAST CLUB North Texas business leaders share what podcast they think everyone should listen to—and why. 72 GREATER GOOD Heath Cheek, Bell Nunnally 72 ALTERNATE REALITY Area executives share the careers they might have chosen if not in their current roles. 74 LIECHTENSTEINWELL-TRAVELED: Martina McIsaac, Hilti 76 ROOTS Tyler Shin, Revolving Kitchen 108 END MARK Baylor University Medical Center 76 69 25 34 74

Gardner Wallace Financial GardnerWallace.comSolutions972-833-2565 FinancialManagingFrannieYourTeam@GardnerWallace.comGardnerPartnerGardnerWallaceSolutions CongratulationsFrannie! Certain appropriately licensed individuals of GardnerWallace are registered to offer securities through KestraInvestment Services, LLC (Kestra IS), memberFINRA/SIPC and/or investment advisory servicesthrough Kestra Advisory Services, LLC (Kestra AS), anaffiliate of Kestra IS. Neither Kestra IS nor Kestra AS are affiliated with Gardner Wallace. Investor https://www.kestrafinancial.com/disclosuresDisclosures:

The Economics of Discrimination

BYPHOTOGRAPHY LAVINELIZABETH

Christine Perez Editor

Here in Texas, Gov. Abbott’s call to criminalize parents of transgender youth who seek age-appropriate, gender-a ffirming healthcare prompted an immediate response from the business community. More than 60 companies sided with the LGBTQ advocacy organization Human Rights Campaign to sign a petition to loudly express their concerns about employee recruiting and retention.

016 SEPTEMBER 2022 DCEOMAGAZINE. COM LETTER FROM THE EDITOR

We dig into the intersection of politics and business with an exceptional cover story written by Executive Editor Brandon J. Call and designed by Creative Director Hamilton Hedrick (p. 38). It provides guidance for companies that are considering taking a stand.

when north carolina passed its “bathroom bill” in 2016 denying transgender individuals the right to use the bathroom of their gender identity, the impact was immediate. Now, economists estimate that it could cost the state some $3.7 billion in losses by 2028 after businesses, sporting events, and concerts boycotted the state. Earlier this year, the response to the so-called “Don’t Say Gay” bill passed by the Florida legislature was swift. It is too soon to know the full extent to which the law will a ffect the state’s $97 billion tourism industry, but Disney CEO Bob Chapek was among the 180 business leaders to voice opposition to the anti-LGBTQ legislation.

D Magazine Partners recently signed the Texas Competes pledge to promote a workplace that is diverse and welcoming for its LGBTQ employees. The pledge says, in part: “We believe that treating all Texans and visitors fairly is essential to maintaining Texas’ strong brand as the premier home for talented workers, growing businesses, entrepreneurial innovation, and a thriving travel and tourism industry.” I invite you to join us and the more than 1,500 other companies that have signed on to ensure fairness for all. A state that promotes equality for all of its citizens is one that thrives. And as the pledge says, “A united Texas is a competitive Texas. And when Texas competes, Texas wins.” Learn more at www.texascompetes.org.

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018 SEPTEMBER 2022 DCEOMAGAZINE. COM EDITORIAL EDITOR Christine Perez EXECUTIVE EDITOR Brandon J. Call MANAGING EDITOR Will Maddox ASSOCIATE EDITOR Kelsey J. Vanderschoot ASSISTANT EDITOR Ben Swanger CONTRIBUTING WRITERS Richard Alm, W. Michael Cox, Barry Shlachter EDITORIAL INTERNS Suzanne Crow, Sharoon Gill, Carla McCanna ART DESIGN DIRECTOR Hamilton Hedrick STAFF PHOTOGRAPHER Elizabeth Lavin DIGITAL DESIGN ASSOCIATE Andrea Chavez ADVERTISING SALES MANAGER Rachel Gill ADVERTISING DIRECTOR Rhett Taylor SENIOR ACCOUNT EXECUTIVES Cami Burke, Haley Muse MANAGING EDITOR OF SPECIAL SECTIONS Jennifer Sander Hayes BUSINESS DEVELOPMENT Palmer McGraw MARKETING & EVENTS MARKETING DIRECTOR Gigi Ekstrom MARKETING COORDINATOR Natalie Swaim SOCIAL MEDIA MANAGER Melissa Neely EVENTS PRODUCER Beth Albright EVENTS MANAGER Anja Matukic ADVERTISING ART DIRECTOR Katie Garza MARKETING AND EVENTS INTERNS Lauren Bailey, Alyssa Fields, Theodora Gilliland AUDIENCE DEVELOPMENT DIGITAL PRODUCT MANAGER Sarah South DIGITAL ADVERTISING OPERATIONS MANAGER Riley Hill AUDIENCE DEVELOPMENT COORDINATOR Jov Khan EDITORIAL PROGRAMS MANAGER Sarah Masquelier SPECIAL PROGRAMS COORDINATOR Jade Osseck RETAIL STRATEGY MANAGER Steve Crabb MERCHANDISER David Truesdell PRODUCTION DIRECTOR John Gay MANAGER Pamela Ashby PHOTO RETOUCHER Jasmine Green PRODUCTION INTERN Emily Bone BUSINESS CONTROLLER Sabrina LaTorre SENIOR ACCOUNTANT Debbie Travis ACCOUNTS RECEIVABLE COORDINATOR Jessica Hernandez PAYROLL SPECIALIST Celina Boudkeo EMPLOYEE ENGAGEMENT DIRECTOR Patricia Martin IT TECHNICIAN Luan Aliji OFFICE MANAGER Will Smith RECEPTIONIST Phoebe Chew PUBLISHER Noelle LeVeaux HOW TO REACH US MAIL 750 N. Saint Paul St., Ste. 2100, Dallas, TX 75201 MAIN OFFICE 214-939-3636 WEBSITE www.dmagazine.com/dceo The magazine assumes no responsibility for the return of unsolicited manuscripts. LETTERS TO THE EDITOR feedback@dmagazine.com CURRENT SUBSCRIPTION 800-732-9673 or subscriberservices@dmagazine.com NEW SUBSCRIPTION www.dmagazine.com/requestdceo ADVERTISING 214-939-3636 x 128 REPRINTS 214-939-3636 CUSTOM PUBLISHING 214-540-0113 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 latest mailing label when inquiring about your subscription. D MAGAZINE PARTNERS EDITOR-IN-CHIEF AND CEO Christine Allison PRESIDENT Gillea Allison CHIEF FINANCIAL OFFICER Thomas L. Earnshaw CHIEF OPERATING OFFICER Amanda Hammer FOUNDER Wick Allison

PROUD TO BE THE 2021 WINNER FOR THE MOST SUCCESSFUL AWARENESS AND FUNDRAISING CAMPAIGN BY D CEO LOCAL BENEFICIARIES AIDS SERVICES OF DALLAS BIG BROTHERS BIG SISTERS LONE STAR BLACK TRANS ADVOCACY COALITION CATHEDRAL OF HOPE CELEBRATION COMMUNITY CHURCH CITY SQUARE COALITION FOR AGING LGBT DALLAS HOPE CHARITIES EQUALITY TEXAS FOUNDATION HEALTH EDUCATION LEARNING PROJECT (HELP) LEGACY CARES NORTHAVEN UNITED METHODIST CHURCH PEGASUS SLOWPITCH SOFTBALL ASSOCIATION PLANNED PARENTHOOD OF GREATER TEXAS RESOURCE CENTER SYNERGY WESLEY FOUNDATION TURTLE CREEK CHORALE UPTOWN PLAYERS NATIONAL BENEFICIARY THE HUMAN RIGHTS CAMPAIGN FOUNDATION 41ST ANNUAL BLACK TIE DINNER PRESENTED BY SEPTEMBER 24, 2022 POWER UP YOUR PRIDE & HELP SUPPORT OUR 2022 BENEFICIARIES @ BLACKTIEDINNER # BLACKTIEDINNER TEXT BTD2022 TO 243725 & DONATE NOW SCAN TO ATTEND THE DINNER OR VISIT BLACKTIE.ORG & GET INVOLVED TODAY! BE A SPONSOR SIGN UP AS A TABLE CAPTAIN ENTER THE CAR RAFFLE DONATE AUCTION ITEMS JOIN THE BRAND AMBASSADORS ILLUMINATE YOUR SUPPORT

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D CEO’s Mergers & Acquisitions Awards

Elise Balliro, Greg Balliro, Katie Oswald, Brian Hegi

Bill Ragle, Olivia Bock, Carmen Trammell

Larry King, Jack Sadden Charlotte Kozlowski, Joelle Hinds

John Cary, John Hennessey, Jon

020 AGENDA SEPTEMBER 2022 DCEOMAGAZINE. COM BYPHOTOGRAPHY REDMANBRET

Erika McLeod, Rachel Ludicke, Daniel Boarder, Brittany Timmerman

RobinMabelWheatley,Simpson

Edward Crawford, Craig Lewin, Jon Henderson

MattHendersonSanders,David Seltzer, David Colletti, Thomas Yang

in may, d ceo, in partnership with the association for corporate Growth, hosted the 2022 Mergers & Acquisitions Awards. More than 200 guests gathered at Tower Club-Dallas to honor the region’s top deals and dealmakers. Guests enjoyed cocktails and passed hors d’oeuvres with panoramic views of the Dallas skyline, followed by a seated dinner and the awards ceremony. The event also featured a panel discussion that went behind the scenes with key players involved in Coltala Holdings Group’s formation of MyFitnessStore.com. It was moderated by Jon Henderson, attor ney at Polsinelli, with panelists Edward Crawford, co-founder and president at Coltala, and Craig Lewin, president of MyFit nessStore.com. Now in its ninth year, the M&A Awards honored individual achievements and standout transactions in the 2021 M&A Super Cycle. Four deals and five dealmaers were announced as winners in nine categories.

Unified by our differences.

Diverse values, opinions, experiences and cultures allow us to better meet the needs of our teams, clients and communities. All of us at Bank of Texas are proud to partner with D CEO to celebrate the power of more inclusive and equitable workplaces.

Top from left to right: TC Alexander, Mark Neftzger, Mattson Uihlein. Bottom from left to right: Careese Tankersley, Claudia Reed, Montric Santee, Leo Lopez.

Diane

Linda McMahon, Butler

Bill KeelyCawley,Cawley

Jeff wope, Marijke LantzDeanFlowers,Flowers

John Crawford, Frank MihalopoulosDavid

the north texas commercial real estate hall of fame, in cooperation with NTCAR, recently inducted Tim Headington, founder and CEO of Heading ton Cos., and Bill Cawley, chairman and CEO of Cawley Partners into its 2022 Commercial Real Estate Hall of Fame at Dallas Country Club. Founded in 1988, the Hall of Fame has honored dozens of legendary real estate leaders who have a profound impact on the region’s growth and stature as one of the country’s most vibrant markets. Also at the event, David Gleeson, owner of GRAA Investments, received the Michael F. McAuley Lifetime Achievement Award, which recognizes outstanding community service. Thank you to title sponsors Lindy and Brad Berkley and numerous other supporters, along with media partner D CEO NTCAR Hall of Fame

SharonGleeson,GleesonJeny Bania, Tim Headington

John DianeandScovell

Darrell Hurmis, Tim MikeHeadington,Modano

SEPTEMBER 2022 DCEOMAGAZINE. COM022 Hall of Fame Committee

2022

EDWARDJAMES

BYPHOTOGRAPHY

AGENDA

Robert Grunnah, Plano Mayor John Muns

ROGGE DUNN represents companies, executives, finan cial advisors, and entrepre neurs in business and employ mentThesematters.include the CEOs of American Airlines, Baker Hughes, Beck Group, Blucora, Crow Holdings, Dave & Bust ers, Gold’s Gym, FedEx, HKS, Texas Motor Speedway, Texas Capital Bancshares, and Texas Tech University, and sports figures like N.Y. Mets Manager Buck Showalter, NBA executive Donnie Nelson, and NBA Hall of Fame coach Larry Brown. Dunn’s corporate clients in clude Adecco, Beal Bank, Beni hana, Cawley Partners, CBRE, Match.com, Rent-A-Center, and Outback Steakhouse.

THE EXPERT

023DCEOMAGAZINE.COM SEPTEMBER 2022 ADVERTISEMENT

In 2021 and 2022 Dunn was included in DCEOMagazine’s Dallas 500 list, which recog nizes the most influential busi ness leaders in North Texas. He has been honored as a Texas Super Lawyer every year that award has been giv en and recognized as one of the top 100 attorneys in Texas by Texas Monthly (a Thomson Reuters service) and a D Mag azine Best Lawyer 14 times. 500 N. Akard Street, Suite 1900 Dallas, Texas 75201 214.888.5000 | info@roggedunngroup.com

The Depp trial proved that sometimes authenticity overrides the conventional wisdom that witnesses at trial should look like “the average Joe.” Heard fol lowed the traditional trial advice and dressed con servatively, with her hair pinned up much like an old schoolmarm. Given Heard’s stylish appearance in the past, when she showed up in the courtroom looking like a schoolteacher and pretended to be scared when Johnny Depp walked by Heard in the courtroom, the jury saw her dress and demeanor as fake and the opposite of genuine. Imagine how silly a New York lawyer with a heavy Yankee accent would look if he appeared in a Texas court room wearing cowboy boots. Depp, on the other hand, wore dark glasses, an earring, Italian designer suits with black shirts, and loud ties. Depp’s appearance persuaded the jury and the public that he was authentic, and they were seeing “the real Johnny Depp.” That lead them to trust Depp and believe his testimony. Depp won, and won big: $15-plus million verdict and the PR and social media war. #justiceforjohn nydepp had 20 billion views, while #IStandWith AmberHeard had eight million views. The Takeaway: If a jury or audience thinks you’re fake, your credibility is destroyed and then they won’t believe you. That’s why it’s so important in court and when trying to persuade people to be au thentic and not perceived as pretending to be some body you’re not.

ASK it’s easier to persuade people if you and your argument appear genuine. Consider Coca-Cola’s fa mous ad, “Coke is the Real Thing.” Successful mar keting portrays products and services as the “genuine article,” “the real deal,” and “authentic.” Given so ciety’s demand for transparency and accountability, and social media watchdogs, authenticity is critical. A study found that 90% of consumers are looking for authenticity. If you appear genuine and honest, you gain people’s trust. Accenture definestrust as “a consistent experience of competence, integrity, honesty, transparency, commitment, purpose, and familiarity.” Frontify, the Swiss brand management firm,advised companies that marketing must address the fact that “Millennials are relentless and obsessive in their quest for authenticity. They want real and or ganic, not perfect and packaged.” When people lose trust in a company or person, they certainly won’t be persuaded by them. A 2018 Accenture study deter mined that 54% of the companies on the Accenture strategy competitive agility index experienced ma terial drop in trust and lost $180 billion in revenues. If you doubt the persuasive power of authenticity, study the Johnny Depp vs. Amber Heard trial. Both parties were represented by high-powered lawyers and jury psychologists. Typically, I tell my clients in trial to dress and act like they are going to church. They should not stand out, they should blend in with what the average person looks like. No cufflinks, expensive jewelry, flasy clothes, or crazy hair styles. When you get to either edge, you’re more likely to offnd some jurors. Recall my August 2021 D CEO article advising that peo ple are more likely to be persuaded by people who look, act, and talk like them.

The Importance of Being Earnest

ROGGE DUNN, CEO, ROGGE DUNN GROUP

Persuasion Skills:

TA680239 Informing the Way Forward through access to Justice, Truth and Transparency.

How BecameSomareddyVeenaVirtuallyUnstoppable

Compliance with rehab is often low when pa tients are released from working with a thera pist because they are given an unengaging list of exercises on a piece of paper. At Neuro Rehab VR, patients use virtual reality headsets to go through the motions of everything from grocery shopping to dodging cannonballs.

A native of Bangalore, India, Somareddy came to the U.S. for graduate school at The University of Texas at Dallas, where she studied game and interactive design and VR medical solutions. As an immigrant and woman of color, she is no stranger to feeling like an outsider and dismantling others’ expectations of her. While on the fundraising trail, she has encountered capital sources who want to be part of the com pany but are hesitant about her leadership.

“I had to establish that before I even pitched the company,” she says. “Maybe as a White man, I wouldn’t have to go into the credibility part.”

Somareddy found that she would have to ex plain her education, experience, and expertise to potential investors with more detail than others.

anyone who has been in rehab therapy can speak to its effectiveness—and tedium. That’s a challenge Veena Somareddy set out to tackle. She co-founded Neuro Rehab VR in 2017 to bring virtual and augmented re ality into the physical therapy space, giving patients engaging virtual experiences that recreate the neural pathways and allow their bodies to relearn how to do what they need to do. Her “a-ha!” moment came while working at the Neurological Recovery Center in Fort Worth, when a rehab patient’s positive reaction to her first virtual reality app told her she was on to something big. Somareddy saw how the immer sive environment motivated the patient, and she decided to make it her full-time focus.

VR’sNeurofeedingtrendshealthcareShiftingareintoRehabmission

VALUE-BASED CARE

GAMIFICATION Consumers and patients want to be engaged, have a goal, and see their progress right in front of them. Virtual reality rehabilitation was built for this growing trend.

“We want to be the standard of care. That’s what we’re aiming for, and we have to do the work to get there.”

According to the female-founder organization DigitalUndivided, less than 1 percent of venture capital goes to women of color. Still, Somareddy has persevered, and her commitment is paying off.Last year, Neuro Rehab VR was one of 10 companies out of 427 to be selected for Amazon’s AWS Healthcare Accelerator, which gave it great exposure and guidance on growth. Along with making things more engaging for patients, the app allows rehab to move into the home, reducing barriers to care and cost and alleviating the need for more personnel. Addi tionally, the technology provides more precise feedback and combines cognitive work, such as interacting with others, with physical activity. With payers increasingly focusing on cost, ther apy and rehab often offer a less expensive treat ment plan for patients—wind in the sails for So mareddy’sApproximatelyventure.800,000 people suffer a stroke or traumatic brain injury every year, while thou sands more suffer from illnesses or injuries that require rehabilitation. According to the Alliance for Physical Therapy Quality and Innovation, that growing demand for services is compound ed by what will be a shortage of 27,000 physical therapists by Somareddy2025.isdoing her best to respond to the need. Her company has developed 12 apps (up from just three a couple of years ago), nearly doubled its staffthis year, and treats hundreds of patients, from ages 10 to 92. As more of the hu man experience moves into the metaverse, Neu ro Rehab VR is ready to help continue healing real bodies by utilizing virtual ones. “We want to be the standard of care,” Somareddy says. “That’s what we’re aiming for, and we have to do the work to get there.”

VEENA SOMAREDDY CHANGING TIDES

026 DOSSIER SEPTEMBER 2022 DCEOMAGAZINE. COM

BIG DATA VR allows the software to track motion in a more precise, databased manner than a physical therapist can do. virtualaremakingimprovementMeasuringandadjustmentsmoreaccuratewithreality.

Providing value and satisfying the customer is more important than ever, and virtual reality can be an efficientay to improve outcomes while reducingandpatientincreasingsatisfactionengagementandcosts.

Scan this code for more information on DEI initiatives at AMN Healthcare. NATIONAL ASSOCIATION OF CORPORATE DIRECTORS (NACD) DIVERSITY, EQUITY & INCLUSION AWARDS - 2021 BLOOMBERG GENDER-EQUALITY INDEX (GEI) PARTNER - 2022CORPORATE EQUALITY INDEX (CEI) - 2022 Our diversity, equality, and inclusion philosophy is grounded in the belief that we should respect all voices, seek diverse perspectives, and succeed when we act together as a positive force for all of humanity. We are committed to actively building an organization and society where equality is the norm, equity is achieved, and inclusion is universal so that we may all thrive. DIVERSITY, EQUALITY, AND INCLUSION WE BELIEVE IN THE POWER OF

EDUCATION: Texas A&M Accounting)(BBA-FinanceUniversityand FIRST JOB: “I worked for my father at a service station in Buffalo, Texas. It was an old-school station where you could get the air checked in your tires, have your windshield washed, get your oil changed, and have someone pump your gas.”

DREAM CAR: “A 1969 Chevrolet Chevelle SS, or SuperSport, red with the black stripe down the center. My father had two or three when we were growing up that we would take to the track. He and my uncles drag race, too. It’s a family affair.”

OFDESTINATIONCHOICE: “I love Prague. It’s a city with a little bit nightlife,everything—history,ofbeautifulviews.”

WALK-UP SONG: “I’d choose ‘Tadow’ by FKJ and Masego. It’s simultaneously calming and energizing.”

LOCAL FARE: “I love Al Biernat’s Cowboy Ribeye and Al’s Famous Coconut Cream Pie.”

ANTHONYCOREY

A BETTER DALLAS: “I want to see Dallas continue to grow and become more accessible to the different communities that make this city hum. There’s a lot we can do to create more job growth and development and ensure that everyone has opportunities to get involved and benefit fom all Dallas has to offer.”

mesmerized by the silk scarves and clothes her grandmother picked up on global travels, Ecuadorean fashion designer Valerie Garmino showed an early interest in luxury fabrics. She altered her own clothes as a teen and, after studying fashion in America and Paris, launched her first collection in The City of Love i 2019. She now produces two lines a year from Dallas, the most recent of which debuts this month. “It is meant to evoke simple pleasures and moments of joy, striking the perfect balance between tradition, creativity, craftsmanship, and beauty,” Garmi no says. Women artisans in Peru and Italy hand knit Garmino’s garments using sustainable, fair-trade, luxu rious materials, including alpaca. She hopes to help her team achieve economic freedom through employ ment and mentorship. Celebrities such as Kameron Wescott and Miss Universe Andrea Meza have worn Garmino’s clothing. “Each piece has its own DNA, from the time of draw ing and sketching to its completion,” she says. —Kelsey J. Vanderschoot

FAVORITE MOVIE: “Mo’ Better Blues by Spike Lee, one of my favorite directors. It stars Denzel Washington and Wesley Snipes, who are two of my favorite actors. In addition, it’s about a jazz musician, and I love jazz. The movie is a trifecta for me—a lot of my favorites coming together in one cool film”

FAVORITE THING: “I have a signed baseball from the 1997 grand opening of the National Negro League Baseball Museum in Kansas City. Former Negro League players were at the event, including Buck O’Neil, one of my favorites. He signed the ball, as did Carl Long, Kurt Miner, Willie Harris, and several others. I loved seeing these players finally get the ecognition they deserved.”

Fashion designer Valerie Garmino empowers artisans in Italy and Peru with her luxurious sweaters, coats, and dresses.

028 DOSSIER moving up in his career, corey anthony says he has had to learn that there’s a difference between managing work and leading people. “They’re both extremely valuable skills that every leader needs to know, but it’s important not to confuse the two,” he says.

Anthony, who previously served as AT&T’s chief diversity and development officer, recently shifted to an operations role and now serves as senior vice president of network, engineering, and operations. He’s an active community volunteer, currently holding board positions with both Dallas CASA (immediate past chair) and Junior Achievement of Dallas.

MEET THE 500 LOCALLY SOURCED

OFCOURTESYSOURCEDLOCALLY

GARMINOVALERIE SEPTEMBER 2022

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

HOBBIES/PASSIONS: “I’ve been road racing and motorcycle drag racing for years, and more recently took up photography. I’m also a DJ in my free time at my kids’ parties and other family events.”

SVP, Network, Engineering, and Operations, AT&T

Cozy Couture

NEW LINE Valerie Garmino’s newly coats,featuresfashionreleasedcollectiondresses,andsweaters.

BYANTHONY MEYERSJAKE

TICKETS AVAILABLE NOW FOR 37 th Aual LuNcheon

Thursday, a.m. Communities

Luncheon guests will enjoy a moderated conversation with internationally renowned athlete Allyson Felix, who will discuss her transformative work in the areas of maternal health inequity, access to education, and support for mothers who are athletes.

October 6, 2022 11:30

World Record

Keynote Speaker:

to 1 p.m. Hilton Anatole | Dallas Transforming

txwfluncheon.orgfortickets,tables,andsponsorshippackages

This year’s event will focus on a very important question: How can we join together to create systems that support everyone and move women and families forward? Allyson Felix America’s Most Decorated Track & Field Athlete Holder of 13 Global Titles, 10 U.S. Championships, 11 Medals and a

PARTY TIME Social Studies’ kits range in occasion from date nights and picnics to small weddings and birthdays.

“The sky’s the limit for us,” Latham says. “As long as we continue to bring on great partners as we have been, $5 million to $7 million in 2023 is in play. We’re feel ing very good about our pro jections for this company.”

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Co -founded in 2019 by Jessica Latham, CEO, and Amy Griffin, also managing partner at VC firm G9 Ventures, the company reported more than $1.2 million in revenue for 2021. This year will be Social Studies’ first in the black, Latham says, with projected revenue of $3 mil lion. “Startup culture is all about raise, raise, raise, and never really getting to profitability,” Latham says. “But for us, we’re out to build a real, profitable business.”

Celebrity-backed Social Studies brings everything you need for a party to your doorstep.

OFCOURTESY STUDIESSOCIAL

story by BEN SWANGER INNOVATORS

DOSSIER

The entrepreneur cut her teeth in Hollywood as the director of special events for Vanity Fair She began building Social Studies after realizing there’s no reason someone needs to own large quantities of thematic tabletop pieces forever. “I threw a lot of baby showers and engagement parties for my friends and bought a bunch of stuffI didn’t need,” Latham says. “I thought, ‘Why is there not a company that sells party kits with everything you need, but not only sells—why isn’t there a company that can rent this stuff ut?’” Social Studies’ fi rst round of funding earned the company $3 million; its seed round will close this year between $4 million and $5 million. Latham will continue to expand Social Studies’ offerings within the kitchen, pantry, and home verticals while growing its retail line and experimenting with same-day delivery service in North Texas. She is also es calating the company’s media arm through a partnership with James Corden’s Fulwell 73 Productions to explore entertainment possi bilities, ranging from a YouTube TV series to longer shows on Net fl ix and Amazon.

gwyneth paltrow. reese witherspoon. bumble’s whitney wolf herd. they’re all early investors in Social Studies, which moved its headquarters from New York to Dallas this past June. Anchored in the Design District, the company aims to become the DoorDash of luxury parties. For groups sized between four and 40, it provides hosts with everything they need for an event, ranging from dinner plates and napkins to candles and runners— delivered to their doorsteps.

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He designed Lucas Oil Stadium, home of the Indianapolis Colts. He designed U.S. Bank Sta dium, the Minnesota Vikings’ world-class home field. And in his own backyard, Trubey worked with the Dallas Cowboys to design AT&T Stadi um and the Texas Rangers on its new Globe Life Field. His most recent work of art is Los Angeles’ SoFi Stadium, which resembles a sci-fispaceship and hosted the 2022 Super Bowl.

“Every stadium I designed was more than just a venue,” Trubey says. “We created a market that didn’t exist before. They’re high-style, high-quali ty, and can accommodate many different events.”

Ultimately, the architect doesn’t think Fair Park can mirror the impact of his previous proj ects; he believes it can outdo them. “I think we are beginning to see a slow awakening to the real value that Fair Park holds—it is a civic asset,” Trubey says. “Fair Park has the potential to be one of the most significant, iconic, monumental, urban entertainment and sports destination en vironments anywhere in the world.”

“The Dallas land south of Interstate 30 accounts for approximately 60 percent of all land area in Dallas, but it produces about 10 percent of tax revenue,” Trubey says. “Ultimately, this project is much bigger than a quantified economic impact. It is going to lift the tax base and lift disadvantaged neighborhoods. It’s time to heal, rebuild, and break down these century-old disadvantages.”

story by BEN SWANGER illustration by JAKE MEYERS

Trubey decided to leave HKS in late 2021. At Overland, he’s focusing on “passionate, purpose ful projects.” He aims to spend the latter half of his career not just constructing buildings but assembling—and reassembling—neighborhoods, communities, and cities. He is enthusiastic about the Fair Park renovation architecturally, but, having grown up in southern Dallas, he is most excited about the financial benefits for the sur rounding neighborhoods.

The soft-spoken exec tells me that Fair Park is unlike any venue not only in Texas, not only in the U.S., but on the planet. “The collection of ar chitecture, the storied venues, the entire environ ment: there isn’t another place in the world—not another principal city in America, not in Europe, not in the larger cities in China—like the 277 acres of Fair Park,” he says. “This once-in-a-life time project will unlock a lot of magic for Dallas.”

Bryan Trubey Aims to Unlock the Magic of Fair Park

ON THE TABLE

032 SEPTEMBER 2022 DCEOMAGAZINE. COM DOSSIER

the tip of the iceberg is $300 million. That’s the figure that can be made a reality from public donors for Fair Park renovations as part of the Brimer Bill, which Dallas citi zens will put to a vote in November. Heading up the redesign efforts for renovations on the park, which include the Cotton Bowl, Colise um, bandshell, and seven exhibition buildings, is heralded sports stadium architect and Oak Cliffnative Bryan Trubey of Overland Partners. It’s a sunny summer day as we settle into a ta ble at Mi Cocina overlooking Klyde Warren Park. He opts for the beef enchiladas, and I stick with the reliable brisket tacos—but not before we en joy some guacamole. “Are you really from Texas if you don’t enjoy guac?” Trubey asks.

Trubey showed an early interest in architecture. As a first grader, he turned words he read from architecture books into sketches. His first job in the industry came at the ripe age of 15 at Arling ton-based firm Harry J. Allison Architectural Firm—a company he’d work at for 10 years. He then moved on to Dallas-based giant HKS in 1992. It was there that his legacy launched.

The former HKS architecture exec known for his sports stadium prowess is now working with Overland Partners to make an impact closer to home.

034 SEPTEMBER 2022 DOSSIER story by KELSEY J. VANDERSCHOOT Developer Craig Cavileer and designer Kayla Wilkie are expanding their vision for the historic entertainment district.

majestic realty’s recent acquisition of the Stockyards Hotel, its restaurant, and saloon began with a cold call. The buyers couldn’t figure out who owned it, even after extensive research.

“We left a message with the front desk and said, ‘Please have the owner call,’” says Craig Cavileer, executive vice president at Majestic. Bob Mc

Remaking Fort Worth’s Stockyards HOSPITALITY

MOUTDOOR OASIS The TheoutdooroutfitedHotelWestern-themedDroveriswithalargeareacalledBackyard.

“We really see ourselves as the caretakers to create something that will outlast all of us,” Cavileer says. Historic Hotel Revamp Now, she and Cavileer are bringing the same approachably luxurious and Western feel to a 300-unit multifamily development slated for completion in the Stockyards in 2025. “It’s not a repeat of the Drover, but it’s the same sort of DNA,” Cavileer says. Amenities will include a rooftop in fi nity pool, outdoor community area, golf simulator, and more.

035

Majestic also is developing 15 acres near the turntable inside the Stockyards, on East Ex change, which will house shops, offices, more hotels, and potentially a new headquarters for Professional Bull Riders—the sports organiza tion plans to move from its long-time home in Colorado. They are calling this project “The Fes tival District,” hoping it will provide even more entertainment options to visitors. “We’re adding more to give people more to do—more reasons to be at the Stockyards,” Cavileer says. “I don’t think Van Gogh painted for money; he painted because he loved it. We’re doing this because we love it, and we hope we make a little money and make it worthwhile.”

DCEOMAGAZINE.COM SEPTEMBER 2022

The hotel’s most recent own er, Bob McLean, has a lineage that extends back to the Hunter Brothers, for whom the hotel’s restaurant is named. “There were three of them, and that’s why it’s called H3 Ranch,” Cavileer says. “They go back to the buffalo trading days. They were partners with Buffalo Bill Cody.” He and Wilkie say they’re excited to tap into the hotel’s previous lives and occupants in their remake.

The high-profi le property is the most recent addition to Califor nia-based Majestic Realty’s rede velopment project in Fort Worth’s historic entertainment district. The company fi rst partnered with Hickman Cos. of Fort Worth on the project in 2014, when real es tate icon Holt Hickman was start ing to craft a legacy plan for the 70 acres he owned in the Stockyards. His son and daughter wanted to do more than typical preservation, and they sought Cavileer’s help. A public-private partnership was formed between Majestic, Stock yards Heritage Development Co., and the City of Fort Worth to take the project to the next level.

The $200 million plan includ ed the adaptive reuse of the area’s mule barns into a mixed-use shop ping and restaurant haven called Mule Alley, which opened in June 2020, and the construc tion of Hotel Drover, a 200-room luxury West ern hotel. Two years after opening, Mule Alley has attracted national brands such as Ariat and Lucchese and restaurateurs Tim Love and Marcus Paslay. Majestic has hired more than 500, making it one of the largest employers in Tarrant County. Hotel Drover opened in 2021 to positive reviews and was recently named the best hotel in North Texas by Travel + Leisure. “It was defi nitely a labor of love,” says Wilkie, who took the lead on Drover’s design after joining Majestic in 2018.

OFCOURTESYPHOTOGRAPHY DROVERHOTEL

Lean, who had owned the property for the past 35 years, responded and agreed to meet with Cavileer and Kayla Wilkie, director of design and development. Soon after, they shook hands on a deal. Word of the sale leaked out, and a bidding war en sued, but McLean’s word was gold. “It’s just authentic Texas business and hospitality,” Wilkie says.

DYNAMIC DUO Craig Cavileer and Kayla Wilkie are leading the remake of Fort Worth’s Stockyards district. LOCAL FLAIR Wilkie and elementsincorporatedCavileerdesignfromDFWvendorsthroughouttheDrover.

The Stockyards Hotel dates to 1904, when Colonel T.M. Thannisch purchased the property and constructed a two-story building—the largest on Exchange Avenue at the time. It was redone in brick about 10 years later. Over the years, it has housed a few presidents, infamous bank robbers Bonnie and Clyde, and more. “It was a brothel at one time,” Cavileer says, noting other past iterations as a drug store and a sewing parlor, too.

A total of $500 million is going toward revamp ing the Stockyards. Renovations to the kitchen at H3 Ranch have already been completed. Work on the hotel is soon to follow; planning has al ready commenced. Wilkie says the redesign will honor the hotel’s rich history (see sidebar) bal anced with a boutique feel. “The history lives on because we put the time into it to make sure that it’s welcomed and appreciated,” she says.

Tito’s Summer Mule

Inside Tito’s Handmade Vodka Lives “Love, Tito’s.”

The goal of Love, Tito’s is simple: To turn spirits into love and goodness. To make the world a bet ter place—in whatever way moves you. Find your passion, and get involved. Visit titosvodka.com/whats-happening/ to check out some of the latest projects near and dear to Team Tito’s hearts, including work with Dallas’ very own Restorative Farms.

DIRECTIONS: Muddle strawberries into a Tito’s Copper Mug. Add remaining ingredients and ice. Stir and garnish with a strawberry and mint sprig. it all started in austin, texa s more than 25 years ago. Tito Beveridge was new to the vodka business, still struggling to make ends meet. One day, he got a phone call from a local nonprofitask ing if he would donate a couple cases of vodka for a fundraising event. Beveridge agreed, thinking this would be a great opportunity for folks to taste his new vodka and showed up with several cases. “If you like it, tell 20 of your closest friends,” he said… and they did. They liked the vodka and told their friends—not just about the vodka, but also about how Beveridge would donate it to support charity events, like he’d done for them. The phone started to ring more often, and just like that, philanthropy became part of Tito’s Handmade Vodka. Every time a member of the Tito’s Team reached out to say, “Thank you for inviting us to help the cause,” they signed offwith “Love, Tito’s.” This salutation became a mantra, which turned into a movement. Love Tito’s, the philanthropic heart of Tito’s Handmade Vodka, has supported tens of thousands of causes through the years—lending a hand to communities affeced by natural disasters, spreading joy to those who need a little more, pro tecting the environment we all share, and devel oping programs to better serve our communities.

As Tito’s Handmade Vodka continues to gain mo mentum across the country, involvement in philan thropy grows in tandem. Beveridge empowers his team to support causes they are passionate about in their local communities, and the more people that join the Tito’s family, the more hearts and hands are out in the world spreading love and goodness.

SPONSORED SPOTLIGHT

036 SEPTEMBER 2022 DCEOMAGAZINE. COM ADVERTISEMENT INGREDIENTS: 1 1/2z Tito’s Handmade Vodka 2 oz ginger beer 1/2z lime juice 1/4z simple syrup, optional 2 strawberries 3 mint sprigs

YTISREVID,EQUITY,AN D I N C LUSION opener by THE VOORHES portraits by JILL BROUSSARD story by BRANDON J. CALL

SEPTEMBER 2022 DCEOMAGAZINE. COM040 AFTER THE U.S. SUPREME COURT’S JUNE 24 ruling overturning the legal precedent for Roe v. Wade, major airline carriers like American Airlines and South west did not issue company statements on the hot-button topic, despite a history of taking a public stance on vot ing reform, affirmative action, and gun control. Alaska Airlines became the first U.S. carrier to put out a state ment, confirming its willingness to cover travel costs for employees seeking access to reproductive care. It read:

“We will continue, just as we always have, to provide em ployees with extensive benefits to support your health and well-being, no matter where you live. This includes reimbursing travel for certain medical procedures and treatments if they are not available where you live.”

“Through the Texas Competes pledge, companies can confirm their commitment to keep the state economi cally competitive and vibrant while asserting their cor porate values of diversity, equity, and inclusion for all of its employees,” Wallace says.

In March, more than 60 corporations signed on to the Human Rights Campaign’s petition to Gov. Abbott’s at tempt to criminalize parents for helping their transgen U.S.

But a Gartner poll from late May found that 60 per cent of human resource executives said they wouldn’t be adding Roe v. Wade-related benefits. Fewer than 10 percent said their companies would provide compen sation for travel costs for reproductive care. In a survey from research nonprofit The Conference Board released in June, 10 percent of the 300 U.S. public companies polled said they had or planned to issue a public state ment on reproductive rights. In contrast, 51 percent have publicly addressed other issues such as gender equality, LGBTQ rights, anti-Asian violence, or vacci nations. Most of the companies surveyed said they have responded or planned to respond internally.

Closer to home, JPMorgan Chase announced to its 14,600 local employees that it would pay for them to trav el to another state to obtain a legal abortion beginning on July 1. Dallas-based Match Group established a part nership with Planned Parenthood in Los Angeles to en sure its employees would have access to abortions if they chose. The technology giant also confirmed it would cover the travel and lodging costs for its employees who would need to travel out of state to receive medical care. And, according to CNBC, California-based Salesforce offered its some 1,000 Dallas-Fort Worth employees relocation assistance to any of its other U.S. offices if they worried about receiving access to abortions or medical care.

A 51% of U.S. LGBTQgenderhavecompaniespublicpubliclyaddressedequality,rights,orrelatedissues. 10% of

companiespublichaveissuedorsaytheyplantoissueapublicstatementonreproductiverights. 60% of theymanagersresourcehumansaydon’tplantoaddRoev.Wade-relatedbenefitsoremployees.

“Companies should have a clear process and criteria for deciding whether, when, and how to respond to so cial issues,” says Paul Washington, executive director of The Conference Board. “The pressure to address these and other social issues is unlikely to abate. Having clear guidelines can help set expectations for how the company will respond in the future and ensure that the company is appropriately taking into account the divergent views of multipleLocally,stakeholders.”theNorthTexas Commission, led by presi dent and CEO Chris Wallace, has a long history of or ganizing business sentiment to provide a unified voice when it comes to combatting discriminatory bills pro posed by the Texas legislature. In 2017, when the pro posed “bathroom bill” that would ban counties, cities, and schools from letting transgender individuals use bathrooms of their choice and, instead, force them to use the gendered bathroom of their birth, more than 1,200 companies statewide signed onto the Texas Com petes pledge to help defeat the bill.

Another resource for businesses is the North Texas LGBT Chamber of Commerce, whose president and CEO Tony Vedda has been instrumental in establish ing a coalition of the LGBT Chambers in North Texas, Houston, San Antonio, and Austin, plus more than 1,000 a ffiliated companies. “Through our advocacy and outreach work, we call upon local elected representa tives to introduce and support legislation that encour ages diversity in the workplace and opposes discrimina tion of all kinds,” Vedda says. “In Texas, when business thrives, people prosper. For this to happen, all Texans’ rights must be heard, included, respected, and valued.”

NAOMI GREEN (she/her/hers)ConsultantCrushLimits

DCEOMAGAZINE.COM SEPTEMBER 2022 041

A graduate of Jackson State University who earned an MBA from the University of Missouri—St. Louis, Naomi Green moved to Dallas in 2018 and took a general manager role with Smoothie King. Soon thereafter, Green went to an urgent care facility in Garland after feeling some pain in her leg. ing Transparency,” and found her calling. “It was a lot of soul-search ing but that was my aha moment,” Green says. “When I heard that pan el, it spoke to my heart, and I knew that I had to get involved in the transgender communi ty.” ¶ Green accepted a job with Abounding Prosperity as a pro gram manager. It was 2019 and a few months before the murder of 22-year-old transgen der woman Muhlaysia Booker. “I was called to action,” Green says. “It was also the firt time that I stood up loudly and proudly as an out transgender woman.” ¶ Green left the nonprofi in 2022 to help develop B2C marketing strate gies for a LGBTQ wom an-owned consulting firm Crush Limits. In he new role, she provides companies both big and small with inclusion-fo cused guidance on human resources, em ployee training, recruit ment, operations, and compliance. “I’m such a people person and I love building relation ships,” she says. “What I love about my new job is being able to connect with business leaders. And at the core of what I do, I’m still getting to help people.” care plan. When the pain persisted a couple of days later, Green’s mother insisted that she get a second opinion. Green went to a local emergency room and immediately saw a difference in care. The new doctor put her on IV fluids and odered an ultrasound to uncover that she had a serious infection in her leg. He told her that it was only a matter of days before the infection could turn septic and she could have potentially lost her leg. “Immediately, I realized that the original urgent care doctor didn’t want to touch me or provide care because I was trans gender,” Green says. ¶ It took months, several rounds of antibiotics, and emergency surgery to fully heal herself. “A lot of things were going wrong at that time, and I started questioning whether I had made the right decision to move to Dallas,” Green says. Then, a friend intro duced her to Abounding Prosperity, an organi zation whose mission is to address social and health disparities for Black, Indigenous, Peo ple of Color (BIPoC), and LGBTQ individuals. Green attended a panel discussion called, “Invit

While keeping his distance from her and unwilling to do a close examination, the doctor told Green that she’d be just fine and sen her home without any medical charges or a

¶ Belyeu moved to New York in 2011 and into an edu cation director role for The Trevor Project, the world’s largest suicide prevention and crisis intervention organiza tion for LGBTQ youth. After spending more than three years with the nonprofit, Beleu brought her experience to the Suicide Preven tion Resource Center in Boston. ¶ “The goal with my career has always been to try to make the world a more just and equal place—particu larly a place where all people and communities can thrive,” she says. ¶ Belyeu moved to Dallas seven years ago and was named the region al director of Lambda Legal in 2018. Founded 49 years ago, it’s a civil rights organization that is committed to achiev ing full rights for LGBTQ individuals, as well as people living with HIV/ AIDs, through litigation, education, and public policy work. “When you think about it, we are creating and affecting large-scale, systemic change,” Belyeu says. “Lambda Legal doesn’t just make individual lives better—we don’t just have an impact on small

Born and raised in rural northern Florida, Avery Belyeu has forged a career path in community advocacy and nonprofits Her first professional job ater completing her undergraduate degree at Appalachian State University was during graduate school at the University of North Carolina at Greensboro in student affairs. education professionals on the needs of LGBTQ students.

Despite the school having a large LGBTQ student population, there were no resources available for students.

So, Belyeu helped create a safe zone training pro gram to help train higher

AVERY BELYEU (she/her/hers) South Central RegionalLambdaDirectorLegal

SEPTEMBER 2022 DCEOMAGAZINE. COM042 communities—we make our entire country bet ter.” ¶ A firt-generation college student whose mother cleaned homes for a living and whose father worked in a gro cery store, Belyeu grew up in a very religious household; her parents are Jehovah’s Witness.

Expelled from the faith in her 20s when she came out as a gay man, Belyeu hasn’t seen her parents in 13 years. She knew she was transgender at the age of 25 and decided to transition fie years later.

¶ “I’ve always consid ered myself a feminist,” she says. “But honestly, the biggest thing that I was blindsided by in the transition process was sexism. I didn’t under stand just how pervasive it is in our culture until I experienced it myself.” ¶ Through attending the Temple Emanu-El in Dal las, Belyeu says she has found healing in religious spaces. And as one of a handful of trans women in a leadership position at a national saysorganization,LGBTQBelyeusheseesherself not as a role model but as a possibility model. “I believe the table is big enough for all of us,” she says. “I am uncompro mising in the belief that everyone should have a seat at the table.”

When making the all-important decision whether to comment publicly on political issues, Bernadette Da vis, founder and chief strategist of Plano-based Ber nadette Davis Communications, recommends taking a hard look at company values, what matters most, and,

Paul Washington THE CONFERENCE BOARD

AUTHENTICITY AND BELONGING

“The pressure to address these and other social issues is unlikely to abate. Having clear guidelines can help set expectations.”

BEST PRACTICES: According to the Human Rights Campaign’s 2022 Corporate Equality Index report, 91 percent of Fortune 500 companies include gender identity in their nondiscrimination policies. That number is up from just 3 percent two decades ago. Notably, several local companies earned a rating of 100 percent on the 2022 report, including AT&T and American Airlines. To score a 100 percent on this year’s edition, companies had to provide access to transgender-inclusive healthcare benefits, etablish mandatory gender transition guidelines, and promote workplace policies to ensure gender inclusivity. “By using the Corporate Equality Index criteria as a guide, businesses can help ensure that their existing policy and benefits infastructure is inclusive of LGBTQ workers and their families,” says Joni Madison, interim president of the HRC. +

One of the local companies that signed the petition was Neiman Marcus Group. Eric Severson, the com pany’s chief people and belonging officer, says that the discriminatory policy didn’t align with its “Lead with Love” and “Stand for Love for All” mantras. “We were one of the fi rst Dallas-based companies that signed this letter to show our support for the LGBTQ com munity,” Severson says. “NMG is a place where every one belongs, where diversity of thought is valued, and where showing up as your full and authentic self is en couraged. We believed the executive order directly con tradicted our policies and targeted people who make up our business, so we spoke out to advocate for them and the communities we serve.”

74 companies signed the Human childrenMarchCampaign’sRightspetitioninsupportofparentsoftransgenderinTexas.

the company’s stance. “Always remember, true allyship is not a single action but a sustainable behavior that cre ates a more inclusive environment for everyone,” he said. “At Alkami, we are proud to cultivate a workplace for everyone who is passionate about digital banking.”

TexasQueerTexassupportcompaniestheLesbianGayBisexualTransgender(LGBTQ)ChamberofCommerce.

Dallas-based AMN Healthcare was yet another sign ee to the petition. Following its top ranking in the last HRC Corporate Equality Index, the company’s CEO released the following public statement: “Equality in the workplace is vital to our team members and to the success of our company,” she said. “AMN has an active strategy to enhance equality, diversity, and inclusion, and we seek to evolve our strategy based on our success metrics. We are convinced that we can all achieve our personal and professional goals only when we capital ize on our differing backgrounds, experiences, and per spectives, and when we embrace equality in our work force, workplace, and marketplace.”

Plano-based Alkami is another local company that signed the HRC’s March petition. CEO Alex Shootman released a trans-inclusive statement on International Transgender Day of Visibility earlier this year a ffirming

TexashavecompaniessignedontosupporttheCompetespledge,asofAugust2022.

043DCEOMAGAZINE.COM SEPTEMBER 2022

10% of HR reproductivecovercompaniessaymanagerstheirwillemployees’travelcostsrelatedtocare.

1,500

In addition, Neiman Marcus Group announced its platinum-level sponsorship of the Human Rights Cam paign and garnered point-of-sale and employee dona tions during the month of June and July in all Neiman Marcus, Bergdorf Goodman, and Last Call stores. “Our unique ‘NMG|Way’ of belonging champions workplace equity for all associates through a mindset of love,” Sev erson says. “Partnering with the Human Rights Cam paign is just one way that enables us to continue this important year-round work.”

der child access medically necessary, age-appropriate, and gender-a ffirming healthcare in the state. A March 14 ad in The Dallas Morning News declared in bold type: “Discrimination is bad for business.”

For instance, a Gallup research poll suggests that 21 percent of Gen Z identifies as LGBTQ and nearly twothirds of Gen Z say they are worried about the state of LGBTQ rights in the United States. “That’s a plurality of the next generation that identify and look favorably upon equal rights for LGBTQ people,” Davis says. “If you’re a business owner and want to keep operating in the future, that’s your next customer base. That’s where you’re going to recruit your new talent. Gen Z increas ingly makes purchasing and employment decisions around what aligns with their values.”

most important, what a ffects employees and communi ty. “When they see something they can address that is within their sphere influence that is aligned with their corporate values that they want to support, or maybe is not aligned and they want to make it clear that it is not aligned, that’s the time to speak up,” Davis says.

SEPTEMBER 2022 DCEOMAGAZINE. COM044 138 IndexbusinessrepresentingcompaniesnearlyeverysectorparticipatedintheHRC’sCEforthefirttimethisyear. 842 2022Humantopcompaniesachievedascoreof100ontheRightsCampaign’sCorporateEqualityIndex. 63% of athletesareAmericansopposedtoallowingtransgendercompeteonteamsthatalignwiththeirgenderidentity. 77% of employeesequalvotersAmericansupportrightsandprotectionsfortransgenderintheworkplace.

A GUIDE TO PRONOUNS: You may have seen more pronouns appearing in your co-workers’ and clients’ email signatures and social media bios. What do they mean? The pronouns “he/him/his” and “she/her/hers” mean the individual identifies as either male or emale on the binary scale. Some non-binary (those who don’t identify as either male or female) and transgender people prefer “they/them/theirs,” which is gender-neutral. If you’re ever confused about someone’s gender, simply ask: “What pronouns do you use?” The word cisgender (those who identify as the same gender as birth) has its origin in the Latin-derived prefix, cis, meaning on this side of.” It’s the opposite of trans, meaning “on the other side of.” Cisgender individuals can show they are allies by adding pronouns to their e-mail signatures and helping to normalize the conversation around gender identity.

“In Texas, when business thrives, people prosper. For this to happen, all Texans’ rights must be heard, included, respected, and valued.”

Increasingly, Davis says, stakeholders—customers, clients, partners, and employees—are paying more atten tion to company statements. “If you have something that you think is important from a justice standpoint, from an equality point, it stands out to people when a brand they care about takes a stand,” she says. “That being said, it has to be aligned with your company values and actions. What we saw in the summer of 2020 was a lot of compa nies that stood up and said things that weren’t aligned with the way that they operate every day.”

For Monica Greene, an iconic Dallas restaurateur who transitioned from male to female in 1994 and has been a longtime transgender community advocate, the state’s recent legislation banning transgender athletes from competing in high school sports is another example of discriminatory lawmaking. Greene says it will be up to future generations to make the world a better place for all. “There is so much transphobia and hate in today’s society,” she says. “We’ve become so divided politically. But I have to hold out hope for the next generation and their collective sense of justice and compassion. The pendulum may be swaying in one direction politically right now, but I choose to see light in the next genera tion and how it places an emphasis on equality for every human being. I don’t believe we’ll be having any of these same debates in 20 years from now, when one’s human ity will be all that matters.”

Tony Vedda NORTH TEXAS LGBTQ CHAMBER OF COMMERCE

IMPACT ON TALENT

Taking a political stance can also a ffect your company’s position in the marketplace to recruit and retain talent.

Davis says businesses tend to favor taking stances on issues that have a majority of public support because is suing a statement that customers do not agree with can a ffect the bottom line. “One of the biggest things com panies need to keep in mind—and this has been true for years now—is the need to treat their internal and exter nal messaging the same,” she says. “Whether you have thousands of employees or a few dozen, what you are saying to your employees should align with what you are saying to your customers, and vice versa.”

JESSIE KIANNEJAD (he/him/his) Global Sales Account Manager Hewlett Packard Enterprise

DCEOMAGAZINE.COM SEPTEMBER 2022 045 and seeking gender-af firming medical cae have given me more confidene. I can now better identify with my body, and I feel more like my whole self.” ¶ Kiannejad also became very active in Hewlett Packard Enterprises’ Pride resource group, volunteering as vice president of the group and helping to draft resources for other LGBTQ employees. He officially came out transgender at work in an internal e-mail to colleagues on Inter national Transgender Day of Visibility. “It was the best thing ever,” Kiannejad says. “Now, I get to show up to work as my true and authen tic self, and I don’t feel like I must hide who I am to co-workers. It is incredibly freeing.”

Born and raised in Plano to a first-genertion immigrant parent who moved to the United States after the Iranian Revolution, Jessie Kiannejad came out as queer in his teen years. “My legal name is not Jessie, but I’ve always identified as Jessie, he says.

¶ Kiannejad says that HPE’s LGBTQ ally group outnumbers its LGBTQ employees. “Allies are so important in the workplace because they have an influene that can often times carry more weight,” he says. “Just knowing that I have an incredible support group where I work every day is help ful, and I think allyship should be welcomed and celebrated in every workplace.”

¶ It wasn’t until 2019—and a change of to.ordecidehormones.canhave“Youtransition,”righttotransitionhormonessurgeryHetransitioningbeganfullandworkingthePridefuturetimeThat’shisableKiannejadindustries—thatfeltcomforttobegintoshowtrueselfatwork.alsoaroundthethathemethiswifeataDallasevent.¶Duringpandemicandfromhome,withhispartner’ssupport,Kiannejadresearchingtheprocess.decidedtohaveandstartedtoaidinhisfromfemalemale.“Thereisnoorwrongwaytohesays.canchoosetohormonesoryouchoosetonothaveYoucantohavesurgeryyoucandecidenotForme,hormones

“For as long as I can remember, I’ve always been attracted to wom en, and, through ther apy, only recently was I able to identify the body dysmorphia I ex perienced growing up.” ¶ After graduating from the University of North Texas in 2016, Kianne jad began his career in aviation and logistics. However, he didn’t feel comfortable at one of his firt employers out of college, and so he involuntarily came out of the closet at the office. “I hid that part of me for a long time,” he says. “I didn’t talk about my personal life, and I certainly didn’t mix personal and profes sional.”

Longtime Corpus Christi executive Sam Susser sold the convenience store empire he built for $2.4 billion. Now in DFW, he aims to replicate his success—in the banking industry.

047SEPTEMBER 2022story by BARRY SHLACHTER portraits by JONATHAN ZIZZO Dynasty

Making the departure from Corpus all the more poignant was the fact that the Susser family traced its local roots back nearly 160 years and had long par ticipated in the city’s business and civic life. Although Sam and his wife Catherine still maintain a home in the city after moving their main residence to Dallas, she left in the middle of her second term as an elected member of the city’s school board, on which she had served as president.

If not for the sale of the C-store empire, there would be no Susser Bank. In two transactions, the firt in day in 2014 when Sam Lewis Susser’s life changed in an instant.

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At the time, Susser Holdings Corp. was among the largest companies based in Corpus Christi, doing $6.7 billion in revenue from its 640 convenience stores (most operating under the Stripes brand) in Texas, Oklahoma, Louisiana, and New Mexico. Giving up a promising career on Wall Street, Susser founded the venture with fivestores in 1988, originally to provide crucial business for his family’s collapsing wholesale fuel company. He ended up building Susser Holdings into a Fortune 500 company, but not without over coming immense challenges along the way. Susser would later tell American Banker, “I literally cried like a baby at the closing table—it so broke my heart. That was my blood, sweat, and tears for 28 years.”

2018, he bought what was then Affilted Bank of Ar lington with some of the proceeds of the sale to Energy Transfer. It has since grown from $650 million in assets to more than $1.57 billion. Susser and his family con trol “more than 40 percent, less than 50 percent” of the state-chartered financial intitution, he told D CEO His aim is to expand the reach of the middle-market bank by applying lessons learned as an entrepreneur dealing with lenders. “I spent 28 years as a borrower, an entrepreneur, on my knees begging for capital ev erywhere,” Susser says. “I have an appreciation of what our clients are going through that most bankers don’t. I know what it feels like when your banker doesn’t show up or when they change their terms. I’m trying to build a company that entrepreneurs can count on.”

With his name stamped on the bank, Susser says his family’s reputation is at stake, along with a 100-year vision for its staying power. Hence the slogan, “Built to Last, Not to Sell.”

“It was a very sad day for Sam, and it probably still is today,” says David Engel, a member of the Susser Holdings’ board and a family friend. “He loved that company. He loved his employees. But, you know, we received an offerthat the board felt we needed to take.”

It was an ordinary

HOW IT ALL BEGAN Energy Transfer’s acquisition of Susser Holdings rocked Corpus Christi, which over the years has seen other suc cessful enterprises decamp for bigger cities—H-E-B and Whataburger for San Antonio, TRT Holdings (Omni Hotels) and Andrews Distributing to Dallas. “A blow to the region’s psyche,” is the way Hans Schumann, an eco nomics professor at Texas A&M Kingsville, described it to the Corpus Christi Caller-Times after Susser’s bomb shell announcement: “It’s frustrating sometimes … to see them grow up and leave the nest.”

The then-51-year-old gas station tycoon had expressed interest in buying a chain of East Coast convenience stores acquired two years before by Dallas-based En ergy Transfer Partners from Sunoco. Susser’s overture was rejected. Instead, Energy Transfer called two weeks later with a radically differentproposition—not to sell stores but to buy Susser’s own publicly traded company for $2.4 billion.

A forebear named David Hirsch arrived in Corpus Christi in 1868. A German Jewish immigrant who ran a dry goods business, he helped establish the firedepartment. He also helped start First National Bank of Corpus Christi and what would become the Texas-Mexican Railroad, both with his friend, Capt. Richard King of King Ranch fame. Even after a local newspaper attacked Hirsh for observing the Sabbath, calling it “an affron” to the Christian community, King remained a loyal friend. When Hirsch’s firt wife, Jeannette Weil, died, King’s sonin-law refused to allow the burial of a Jew ess in the local cemetery, forcing Hirsch to send her remains by covered wagon to Gon zales, 133 miles away. King, who had been out of town at the time, was so outraged by his son-in-law’s actions, he donated land for Corpus Christi’s Hebrew Rest Cemetery.

“My grandmother Minna descended from the girls’ side,” Susser says. “The cash was gone, but she got some jewelry and two service stations.” Orphaned at 12, she led an elite, Driving Miss Daisy life, educated at boarding schools, polished in Europe, and graduated from The University of Texas at Austin. She received rent from the operators of the two fillingstations in Victoria and was raised by her guardians, an aunt and uncle, the Alexanders. They disapproved of her suitor, Sam Susser, a nearly penniless son of Russian Jewish continued on page 050 Sam L. Susser, in his Old Parkland office. His company was doing $6.7 billion in revenue when he sold it in 2014.

DCEOMAGAZINE.COM SEPTEMBER 2022 049

Hirsch’s nephew, an Alsatian Jewish immigrant named Charles Weil, bought 40,000 acres of grazing land adjacent to the King Ranch. (It gained notoriety when Fred Gipson, author of Old Yeller, wrote a string of newspaper stories about life on the Weil Ranch.)Weil had 11 children, Susser says. The male heirs got ranch land, became prosperous “and Episco palian,” while the females got stocks, bonds, and jewel ry. Every fiveyears, some 300 of the family’s 500 living relatives still show up for a reunion.

immigrants who spoke no English. No chauffeursor posh schools for Susser—who didn’t have a birth cer tificte, a middle name or even a middle initial—but would give himself July 4th as his birthday and called himself “Senator Sam.” For four years, he hitchhiked six miles from the small town of Bishop to attend what today is Texas A&M University-Kingsville.

After college, he was looking for a hitch to San An tonio, but a farmer offeredhim a ride east to Corpus Christi instead. There, he talked a banker into giving him an entry-level job. According to family legend, he squabbled with Minna over who had dibs on a chair at a Jewish singles dance. It was their firt meeting, and they quickly became smitten with one anoth er. But the Alexanders opposed the match. With no 1886 Louis Susser is born in Russia. In 1908, he immigrates to the U.S. 1937 His son, “Senator” Sam Susser, forms Susser Petroleum with two gas stations. inherited by his wife.

THE LINEAGEBUSINESSSUSSER

After the auto parts business was sold, his father went to work for Dallas’ Southland Corp. to stabilize fuel deliveries to its 7-Eleven chain following the Mid dle East embargos. As a senior vice president, Sam J. Susser was instrumental in acquiring Cities Service (Citgo); 7-Eleven didn’t need billions of dollars in gas oline reserves, it just needed a secure supply.

1983 Sons Sam J. and Jerry Susser acquire Susser Petroleum from their father. 1988 Sam L. Susser founds Susser Holdings Corp. In 2006, it starts trading on Nasdaq. 1994 Susser Holdings buys Susser Petroleum from Sam J. and Jerry Susser. It goes public as an MLP on the NYSE in 2012.

SEPTEMBER 2022 DCEOMAGAZINE. COM050 family blessing, the couple eloped and honeymooned in Galveston. Minna’s relatives refused to talk to the newlyweds for two years.

Another IBM-derived innovation was a computer link that controlled electricity use in the family’s offic buildings, years before Johnson Controls and Honey well entered the field.“I believe we were the firt to re motely control electricity from one computer,” Susser says. “Again, we couldn’t figureout how to make any money at it. My Uncle Jerry would say, ‘We’re always at the bleeding edge,’ meaning we probably got nothing when we sold that business. We were good at selling fuel; we were terrible at manufacturing.”

2014 Kelcy Warren’s Ener gy Transfer acquires Susser Holdings in a $2.4 billion deal. 2018 Sam L. Susser buys Affilted Bank. He rebrands it as Susser Bank in 2021. 2022 In under four years, Susser expands the bank and grows it to $1.65 billion in assets.

continued from page

In 1983, Sam J. and his brother Jerry bought out their father’s interest in the family fuel distribution business and expanded it materially. They also began developing condos on Padre Island. But Susser Petro leum hit rough sailing. Many of its wholesale fuel cus tomers missed payments on their gasoline and diesel purchases, and about a third of the company’s 30,000 credit card customers were delinquent, too. “We lost millions of dollars of accounts receivables,” Susser says. “It wasn’t computerized. When we cut them off,

“I always thought that was a very telling comment about discrimination and how, within the same fam ily—even the same religion—family members in a small town like Corpus Christi in the 1920s could dis criminate against one another,” Susser says about his grandparents’ experiences. “I often tell this story when I do our ‘Susser Playbook’ meetings at the bank.”

‘ALWAYS AT THE BLEEDING EDGE’ Susser’s namesake grandfather founded Susser Petro leum, starting with Minna’s two fillingstations. He also invested in industrial space, medical buildings, and other businesses. When a tenant left a warehouse full of auto parts, Senator Sam’s sons, Sam J. and Jer ry, were charged with liquidating the abandoned in ventory. It proved surprisingly easy. They unwittingly set their prices lower, having skirted a layer or two of middlemen. That provided inspiration for Continental Parts Co., a wholesale operation they based in Dallas, later with branches in Corpus Christi and Atlanta. The business was sold in 1979. Back in Corpus, the Sussers saw lines of cars filling up at their contract gas stations. The system relied on a special key; the sale was recorded, and customers were billed at the end of each month. But the mechanism broke, and the pump stayed open, allowing people to run offwith 10,000 gallons of fuel. The loss prompt ed Susser Petroleum to ask IBM for a remedy, which led to an invention created by fiveex-NASA engineers (who had worked on the Apollo Mission) that would revolutionize the retail gas industry. The family de veloped the firt automated pay-at-the-pump system but never figuredout how to profitfrom it. Susser says the technology was later sold to a pump manufactur er, William M. Wilson & Sons, “for not much, under a million dollars, but probably worth a gazillion today if we had kept a percentage of it.”

Meant to impart definingcompany values, the play book sessions start with stories to spur discussion with smartphones turned off. “Complete engagement,” Susser says. “We are striving to build a true meritoc racy, where what matters are the results you generate and the way you treat people. I always ask during play book sessions, ‘Do you know what a meritocracy is?’ A few hands always go up — ‘No, I don’t know what that means.’ And that gives me the opportunity to go to a whiteboard, looping back to the story of my grandpar ents and the discrimination that occurred, and how we want our company to be a place where we don’t care what you look like. We don’t care if you’re Black, brown, polka-dotted, gay, or straight. It doesn’t matter to us. We don’t want to be like our forefathers.”

From left: Sam L. Susser, his uncle Jerry Susser, and father Sam J. Susser, at one of their Stripes stores.

049

“Our eyes locked, and I knew my career on Wall Street had ended. I had no desire to do this, but my family needed me.”

we didn’t get paid what we were owed. And that wasn’t our only problem.”

SAM L. SUSSER

(Left) Corpus Christi business icon Sam J. Susser, shown with his wife Pat, passed away in July 2022 at the age of 82. (Top left) Sam L. Susser with his wife, children, and parents, at the New York Stock Exchange in 2012. (Above) They had to elope due to her family’s objections, but Minna and Sam Susser proved that love conquers all.

051DCEOMAGAZINE.COM SEPTEMBER 2022

“My dad was earning money from being on the board of Citgo and as CEO of Plexus Financial Services, and the last thing we needed was for him to quit that stuffand come down to Corpus to work with Jerry because he was making a good income, which was very helpful to a family that had no income.” Jerry, who ran the company day to day, was unmatched at dealing with employees and clients, but he did not know financials.“And the problem we had in 1988 was financials” Susser says.

From 1980 through 1989, 425 Texas commercial banks failed, including nine of the state’s 10 largest bank holding companies, according to the FDIC. All of the Sussers’ banks went under, and the family’s lines of credit were not renewed. “It was vicious. If banks were healthy, they could have renewed our [credit lines], and we’d have been able to work out our problems a lot easier,” Susser says. An Okla homa firmcharged Susser Petroleum 50 percent in terest. After about six months, it found a Houston lender that charged “only” 12 to 14 percent. “We were constantly refinancingfrom 1988 to 1992,” Susser says.

SEPTEMBER 2022 DCEOMAGAZINE. COM052

The solution to saving Susser Petroleum would be fuel orders from a startup that eventually would be called Susser Holdings Corp. “We had to raise $14 million to get it done when we were busted, and the banks had closed all of our notes,” Susser says. “It was the hardest financingI ever worked on.” In the end, they recruited about 14 investors, in cluding a member of Southland’s Thompson family.

“I had to lay offa man who had been with us 40 years driving trucks and had been at my bar mitzvah,” Susser continues. “We couldn’t give him 10-day severance because we couldn’t make payroll. We were scared. I can’t tell you how scared we were. This was a very, very, very tough time for my father and uncle, but we became incredibly close.”

SAM L. SUSSER

The early years were rocky. Citigroup extend ed a mezzanine loan, a term loan, and a revolving loan. “They took complete advantage of us because

At the time, the younger Susser was in his third year working on mergers and acquisitions in New York for Salomon Brothers, which he joined after graduating from UT (where he was on the Longhorns’ golf team). He was on assignment in Dallas when his father asked him to attend a meeting at a bank. The negotiations were successful, but only because his father and uncle gave personal guarantees. They would have been hard pressed to write a check for all the millions if asked Susser says he has crafted a 100year plan for his bank; it focuses on growth, andtechnology,culture.

to deliver on the commitment, Susser says. “Our eyes locked, and I knew that my career on Wall Street had ended,” he says. “I had no desire to do this, but my family needed me. There was no choice. We couldn’t affordto hire anybody else. We couldn’t affordbank ruptcy lawyers.

“I spent 28 years as a borrower, an entrepreneur, on my knees begging for capital everywhere. I’m trying to build a company entrepreneursthatcancounton.”

“We’ve built the foundation,” Susser continues, “and now we’re gaining traction. We need to keep going at this pace for another two or three years to achieve ap propriate efficiey and profitabiliy metrics. But we have a plan, and we’re working it.”

DCEOMAGAZINE.COM SEPTEMBER 2022 053 we had no other options, and they knew it,” Suss er says. But after the bankruptcies of Circle K and 7-Eleven, also Citigroup clients, the bank canceled the term loan before it expired and wouldn’t renew the revolving loan, even though the company was performing well. Susser Holdings was being pun ished for being in the same industry, being told by their banker: “Our portfolio is long on convenience [stores], and we want you out.” The company succeeded through teamwork. Suss er’s father leveraged his business relationships, his uncle Jerry relied on his operating skills, and Susser tapped into his ability to raise capital. “This wasn’t the Sam L. show,” he says. “We needed each other.”

e is a difference.” acquire SouthWest Bancshares of Odessa. He planned to use the move to rebrand Affilted as SouthWest Bank. But regulators requested updated business per formance projections. It was the spring of 2020, the Covid-19 pandemic was raging, airlines shut down, and the price of Permian Basin crude dropped to a negative $40 a barrel.

Susser is investing a lot of time on culture, hiring top talent, and giving the bank’s technology infrastructure a complete overhaul. “Having built a business from 30 employees to 12,000, I know that system implementa tions are the hardest thing you can do,” he says. “When you’re smaller, it’s easier. Now, we’re growing like crazy because we have our systems in place. We’ve been on a huge hiring spree, opening in Dallas, Austin, San An tonio, and Houston—all in the last year.

“Regulators made a reasonable request for infor mation that we couldn’t reasonably provide,” Susser says. The deal collapsed, and Affilted wired a can cellation penalty. The amount is confidential,but in cluding lawyers’ fees and other expenses, the hit was more than $2 million. “It definitelywas the biggest setback,” Susser says.

Susser says he has received a warm welcome in DFW. ‘NOT INVITED,JUSTBUTINCLUDED’

OFCOURTESYIMAGES SUSSERL.SAM

After the 2014 sale to Energy Transfer, Susser moved out of the Stripes chain headquarters in Corpus and took an officwith Susser Holdings board member Engel in the city’s downtown. “He started working on the next phase of his life,” Engel says. “An opportuni ty came in banking, which really fitshis personality because he’s a people person and a great networker. It’s such a perfect fitfor him. He understands banking from the customer’s perspective, and that really is the culture Sam is building at Susser Bank.” Affilted Bank had begun life in 1959 as an Arling ton-based credit union for employees of supermarkets belonging to the Affilted Foods cooperative. It later became one of the relatively few conversions from a nonprofitcredit union to a commercial bank. Garry Graham, its leader, had met Susser in 2016 at an in dustry gathering and visited over a Diet Coke. Acqui sition negotiations began the next year, and the deal closed in 2018. The Federal Reserve took 11 months to approve the deal. Susser commuted to North Texas for several years until buying a home in Dallas. Since taking over, Susser has shifted the bank away from a focus on real estate loans. “We prefer as much diversifiction as possible,” he says, noting new busi ness from software developers, among other clients.

“In addition to loans and deposits, we are able to de liver wealth management and investment banking services that are far beyond what you’d expect from a medium-size Texas-based bank.” He cited an example of calling in outside specialists to work out the sale of a large, family-owned business, along with long-term investment strategies.

“We wanted to launch that new face of a bank with a name that would be ours forever,” he says. “We’re not big fans of silly, manufactured names created by branding consultants. They’re great for sign manufacturers, but they don’t mean anything. Our reputation is everything. And any name other than ‘Susser’ reduces the pressure on our family to be the best we can be every day.”

ThergratitudeThisspecial,somethingbecomebig,andlasting.communityhasopeneditsarmstous.We’refilledwitthatwegetincluded—notjustinvited,butincluded.

WRITING THE NEXT CHAPTER

But, as always, there would be bumps in the road. In late 2019, Susser publicly announced an agreement to Before deciding what new business to build after the $2.4 billion sale of his company, Susser looked at where to build it. He wanted a place with a strong local economy and a happening vibe that would appeal to his three adult children. Sophie, 24, is working for a P.E. firm in Nw York. Sam, 22, is working in investment banking, also in New York. And Eli, 19, is studying at SMU’s Cox School of Business. “Nothing is more important to us than our kids,” Susser says. “We taught them to work hard and to be independent, and we knew they weren’t coming back to Corpus Christi. So, we looked around and said, ‘What place has the best economy? Where is the best place to reposition our family after 170 years?’ Because we can live anywhere. We chose Dallas-Fort Worth. And with that in the decision matrix, I went and found a business, a bank that happens to be in the heart of DFW. We are scaling it to

Garry Graham, Affilted’s chief who was kept on after Susser bought the bank, suggested renaming it Susser Bank. After thinking about it, Susser agreed.

He says his mission is to be aggressive, fair, and fast er than competitors. But he is also taking a long view and is patient enough to realize that he doesn’t have to hit all his growth targets overnight. Looking at the state’s banking landscape, Susser says his direct com petitors include many potential sellers—family-owned “lifestyle” banks that are doing well but happy with the status quo. He aims to leverage that and be a differe tiator and says Susser Bank has a 100-year plan. “We are the opposite of a lifestyle bank,” he says. “We’re go ing to invest and grow and strive to make great returns for our shareholders, and we’re going to try to be a kill er place to work and do business.”

ENEMY

Anderson has always had big ambitions to lead an elite group of people, according to those who know him. It all started, though, in lowly horse stables operated by his father in Wilmington, Delaware.

DCEOMAGAZINE. COM056 “WAR? IS THIS AN ACT OF WAR?” ROBERT ANDERSON JR. WONDERED, AFTER BEING BRIEFED THAT THE NORTH KOREAN GOVERNMENT ALLEGEDLY INFILTRATED AND EXPOSED SONY PICTURES ENTERTAINMENT’S CONFIDENTIAL BUSINESS RECORDS. HE WAS JUST A YEAR REMOVED FROM INDICTING EDWARD SNOWDEN ON ACTS OF ESPIONAGE . AND NOW, MORE SHIT WAS HITTING THE FAN.

Anderson, who led the successful resolution of more than 20 spy cases during his FBI tenure from 1995 to 2016, is now erecting pro tective walls around businesses across America as chairman and CEO of Cyber Defense Labs, a Dallas-based private cybersecurity company formed in 2012. When Anderson joined in 2019, his fi rst meeting with the team—around two folding tables—included the company’s entire staffof seven; three years later, the operation has a clientele of Fortune 100 companies, and Anderson is not afraid to boast about its potential.

“Theyorganization.destroyedthousands and thousands of computers,” Anderson says. “But in this case, Sony was a wake-up call to corporations everywhere. You always need to be evaluating your risk continuum on a cyber scale; un fortunately, I think companies have a short memory when it comes to cyber protection.”

A WORLD WAR II veteran who later worked in construction, Anderson’s father oversaw a stable of harness racing horses. An derson worked there every weekend and summer, cleaning stalls, carrying water buckets, and walking horses to a blacksmith shop. In that time, Anderson says he learned many lessons from his fa ther, many of which he shrugged offat the time, but now as a chief executive has come to fully appreciate.

“Now, I think, ‘Oh, my dad did know what was right,’” Anderson says. “I see many people fail because they don’t listen to the men and women around them. Leadership comes with a responsibility to listen.”

“I want to build this into the best cyber company in the history of the United States,” he says. “Some people think I think too big—but not me. If you’re not thinking big, you’re never even going to break even.”

“When the guano hits the rotating oscillator,” says George Newstrom, former president of NTT Data Services’ federal government group, “nobody knows how to respond better than BobForAnderson.”the fi rst time in American history, the U.S. Intelligence community, the FBI, and pri vate sector cyber defense companies worked together to resolve a cyberattack. At the fore front of it all was Anderson, who led more than 20,000 FBI operatives as the bureau’s execu tive assistant director of the criminal, cyber, response, and services branch—No. 3 in the entire

After graduating from the Delaware State Police Academy in 1988, Anderson fi nally found a sense of belonging—and what he believed was his calling. As a 21-year-old trooper, he assumed he had all the answers, overlooking lessons his father tried to teach him. His fi rst opportunity to shine came just weeks after getting his badge. Anderson was pumping gas into his squad car when a radio call re ported an active robbery in progress at the Dunkin’ Donuts in town, about 350 feet away. Anderson stopped pumping gas and rushed over to the store, but the culprits had already hurried off.He took down in formation from the victims, began to dial up an all-points bulletin, and that is when his sergeant arrived on the scene.

DCEOMAGAZINE.COM SEPTEMBER 2022 057

“He knew exactly who I was, and he handed me an application and said, ‘You need to be an FBI agent.’” Anderson was hesitant about the idea but sent in an application anyway. “The FBI was never some bright shining star for me,” he says. Four months later, he was in the FBI Academy.

Anderson received the Presidential Rank Award, the U.S.’s highest honor presented to senior government trainedAndersonDuringexecutives.histimeinlawenforcement,wascross-asanationallyregisteredparamedic(topright)andpilot.

But when Anderson’s higher-up arrived, the crisis immediately changed. Over the dispatch, Anderson heard, “400 gallons of leaking gas coming from a gas station parking lot.”

Several fire trucks passed by. He and his sergeant peeked around the side of Anderson’s car. There they saw the gas nozzle, hose, and dispenser severed from the pump. He thought it was the end of his career. Although he was disciplined, he kept his job. Anderson says that correction propelled the rest of his trooper ca reer. He went on to work cases of domestic vi olence, rape, homicide, robbery, and fatal car accidents, and eventually won Delaware State Trooper of the Year in 1990 after running into a burning home to try to save a family.

Eight-and-a-half years into being an officer, Anderson was driving down a road in Dela ware, when he was pulled over by an FBI offi cial who had previously worked with Anderson.

“Every one of my classmates was either a lawyer, a doctor, an engineer, a NASA veteran, or some other higher stature, and I was a state cop,” he says. “I did not fit in.” Anderson made it through training and picked up his first assign ment in the nation’s capital in the mid-1990s. He worked in narcotics and violent crime at the Washington Metropolitan Field O ffice as part of a major narcotics squad. At the time, Ander son says, it was considered the most dangerous field office in America.

The situation called for an all-out effort. “What Snowden did was the greatest national security breach in the history of the U.S.,” Ander son says. “He was the quickest individual in my entire career indicted for espionage. It took five days to convict him on multiple counts.”

Anderson and his team worked on the matter 24 hours a day to de liver quick results. “Bob demanded everything from us,” Coleman says. “That’s just the type of leader he is. He demands the best but also in spires those around him to be the best.”

Anderson served as a member of the FBI Hostage Rescue Team. He deployed to more than 20 countries and war zones.

058 SEPTEMBER 2022

Countless companies have experienced major breaches in the past year or so, including an attack on Microsoft that harmed more than 30,000 U.S. businesses and government agencies. Using a singular password, hackers also stormed Colonial Pipeline with a ransomware attack that sparked fuel shortages across America. Locally, Neiman Marcus discovered a breach that revealed payment data and other personal information for 4.6 million shoppers. And so much more.

$1 TRILLION. That is the size of the cybercrime industry, according to Anderson. “There is not another crime on earth that evolves as quick ly as cyber-attacks,” he says. “If you’re looking at the precedent from two years ago, you’re never going to detect anything. I’m extremely critical of private-sector companies and our government because they don’t un derstand this bell curve is not tapering off nytime soon.”

HE QUICKLY joined the Washington Metropolitan SWAT Team—one of the most active SWAT units within the FBI, Ander son says. He later tried out and was admitted onto the FBI’s Hostage Rescue Team—where he deployed to more than 20 countries, includ ing war zones in Kosovo, Serbia, and Pakistan. He was constantly dodging bullets and bombs and broke a total of 12 bones. During his tenure on the hostage rescue team, Anderson was involved in six rescues within the continental U.S. where all hostages were rescued successfully. But Anderson’s most frightening moment, he says, came in what should have been a routine wintertime training exercise. His assault team was fast-roping out of a helicopter and onto a moving boat over the Potomac River below. “I had already been to Kosovo twice, and I chased Eric Rudolph (the Olympic Park bomber) around the woods for months—I’m a pretty seasoned guy, right? Well, I had a bad feeling about this exercise, and I voiced that,” Anderson says. He was the No. 1 guy on the team, making him the firt in line. A team member on the boat held on to the rope while Anderson descended, connected only by his hands. Not even halfway down, the boat captain slipped on the throttle, and the boat lost pace with the helicopter. The sudden movement catapulted Anderson, who had 70 pounds of gear strapped to him, into the sky. He desperately clung to the rope, moving at about 17 miles per hour, dangling upside down between a freezing river and helicopter blades. “I’m going to die,” Anderson remembers thinking. “I’m going to fall off his rope. There’s no way I’m making it out.” After what seemed like a lifetime, the boat was steadied, and Anderson got close enough to where he could land in the boat. “The rope was cut, and no one else went down,” he says. “Our leader came up to me and said I was right. That was a big deal for me. I still don’t know how I held on. Fear will do a lot for a person.”

For 90 days following the verdict, Anderson was in charge of brief ing FBI, White House, and Department of Justice officials on the sta tus of the case. Snowden had fled America and found refuge in Russia. Once there, the U.S. government was never able to—and has never been able to—get their hands on him. Despite it all, Anderson main tains one thing: “Snowden, in my opinion, is a horrible hacker.”

“Bob was under immense pressure from all ends of Pennsylvania Avenue to solve this case,” Coleman says. “They wanted a solution, and they wanted it right away.”

This past March, Robert firpublishedAndersonhis t book, L.E.T.S. Lead. It details significant caeer moments, ranging from the time he ran into a burning building to try to save a family to office scufflest FBI HQ. “Bob has never not delivered on Perot’sIderson.RobertbookwhoiconaseesGeorgeboardDefenseheI’llnoteswritejournalHetomeyearsdirector.executiveman,sayssomething,”RandyCole-retiredFBIassistant“Fifteenago,hetoldhewasgoingwriteabook.alwayskeptaandwouldlittlebubbledown,andbedamned,didit.”CyberLabsmemberNewstromsimilaritiestoDallasbusinessinAnderson,dedicatedthetohisson,Dr.JosephAn-“MuchlikeusedtoseeRossgrandkids in his office during the Bobworkday,functions the same way—as a family man.”

In 2001, Anderson was promoted to FBI headquarters and worked as a supervisory special agent for the counterintelligence division. Along with thousands of others, he investi gated the 9/11 attacks. Afterward, a new form of assault on U.S. soil began to take off: cyberattacks. In 2008, Anderson was promoted to chief of the counterespionage section in the counterintelligence division at FBI HQ. Working alongside Anderson as his assistant director was Randy Cole man, a now corporate security exec. “I became an expert in cybersecurity because of Bob,” Coleman says. Together, the two worked on hundreds of investigations. But the one that sticks out the most is Edward Snowden— who stole 1.7 million classified documents from the NSA in 2013.

P.O.V.PERSONFIRST

DCEOMAGAZINE.COM SEPTEMBER 2022 059

“Cyber companies come into corporations and just talk about a cyber plan,” Anderson says. “They then give them a PowerPoint that doesn’t do crap. I don’t do that. I want to come into the partner’s cor poration and talk about them, talk about their business, sit down at dinner. Companies purchase $10 million worth of protection, and it’s not worth anything because they have no idea where they’re at risk without a holistic examination. That’s what we do; we take a typically $200,000 cyber protection package and we do it for $50,000 because we look at companies as family—as valuable American infrastructure.”

ONE

“Apply protectiontoCEOliberally.protectionWhataorCFObelievesbethebiggestriskintheircompanyisnotthesame.So,identifyeachriskandoverlayovereverysingleone.”

“I’ve seen over the years, especially in the FBI running very large scale, complicated, serious things—whether they’re spies or terror ists or hostage rescue missions—you must have a vision of how things are going to end,” Andersons says. For Cyber Defense Labs, though, the end is nowhere in sight. In fact, it’s just the beginning. But, as he has done ever since he was a child, Anderson is thinking big. “Frank ly, we’re beating the larger cyber firms because our people have been there, done that when it comes to large-scale cyber protection,” he says. “We’re aiming to grow our market share by 50 percent this year in Texas, then double next year across the country … then we really plan on monopolizing this.” “Realize that you’re never safe. Cybercrim inals don’t give up. Just because you have defeated them once doesn’t mean they are gone. You must be resilient and question how they are going to attack you next.”

“Know the enemy. Hackers think what they’re doing is right. They are all narcissists, and they are typically always after exceptions,gain—withmonetaryafewliketheSonycase.”

The strategy is working. In 2021, the privately held Cyber Defense Labs reported revenue growth of 485 percent, year over year. At mid-year 2022, its revenue is 70 percent ahead of what it generated at the same point last year. For 2023, Anderson is projecting growth of 33 percent. As things currently stand, revenue earned in its cyber-managed security services unit has grown 175 percent per client in the past 12 months.

U.S. companies experience nearly 30,000 cyber-attacks each day, Anderson says, and executives should be on top of protection not monthly, not weekly, but daily. Here are his tips for remaining vigilant:

With Cyber Defense Labs, Anderson is helping executives act before a breach leads to a catastrophe. Newstrom, the former NTT Data Services exec and cur rent Cyber Defense Labs board mem ber, does not doubt that Anderson will achieve his mission. “There’s no one more qualified than Bob to build this company,” he says. “I worked with Ross Perot Sr. for 28 years, and everything I saw in Ross is everything I see in Bob. Bob Anderson is the next Ross Perot.”

EXECUTIVESTIPSSECURITYCYBERFIVEFOR

Anderson has built a team of 70 employees, including experts who have experience in the private sector, government, and law enforcement. Cybersecurity behemoths like Mandiant, Trellix, and CrowdStrike scale by offering a singular cyber tech solution, Anderson says; his company aims to fill a niche through risk assessments and advisory services— advanced technical services such as penetrating testing, vulnerability assessments, configuration reviews—and managed security services.

VIGILANCE THREE

RESILIENCE FIVE

DISCUSSIONS

When Anderson joined Cyber Defense Labs three years after retiring from the FBI, his initial aim was to help small and midsize businesses prevent cyber-attacks.

“We thought that would be our avenue,” he says. “But now, we are work ing with multiple Fortune 100 companies—these are global, $60 bil lion companies we’re helping. And now, the key to gaining market share across the country will be to get into the cyber hubs of D.C., New York, Chicago, and Atlanta—this is just the beginning.”

“Make cybersecurity a daily conversation. All it takes is one person who’s having an off dy to click or download one little file an it turn into a catastrophic event for your company.”

TRAINING FOUR

BYOPENER OSORIOMARCOS ICONS:; SHUTTERSTOCK OFCOURTESYOTHERSALL ANDERSONROBERT

AWARENESS TWO “Train your people. Do they know what the instant response plan is? Do they back up their data? Is your data segmented—can it be found on one central system, or is it broken down into segments to increase security?”

IF YOU ARE INTERESTED IN SUPPORTING NEXT YEAR'S WOMEN'S LEADERSHIP SYMPOSIUM, OR OTHER EVENTS LIKE THIS, PLEASE REACH OUT TO SALES MANAGER RACHEL GILL AT RACHEL@DMAGAZINE.COM TO DISCUSS FURTHER. Thank you to our sponsors for supporting the 2022 Women's Leadership Symposium. #DCEOWomen RECONNECT.RESET.REFRAME. TITLE SPONSORS: AMAZON | BENCHMARK INCOME GROUP | GIRL SCOUTS OF NORTHEAST TEXAS | MUNCK WILSON MANDALA | SAMSUNG | TEXAS WOMAN’S UNIVERSITY | TEXAS WOMEN’S FOUNDATION | TRUIST BANK PREMIER SPONSOR: UNIVERSITY OF TEXAS AT ARLINGTON SIGNATURE SPONSORS: ADVANCED BODY SCAN | AMERICAN HEART ASSOCIATION | AMN HEALTHCARE | BLUE CROSS BLUE SHIELD OF TEXAS | BOEING | COMMERCE BANK | PLAINS CAPITAL BANK | VERITEX BANK “Great room full of powerful women. I can’t wait until next year!” WOMEN’S LEADERSHIP SYMPOSIUM ATTENDEE

DANYLCHENKOYAROSLAV NORTH TEXAS BUSINESS ADVICE, ANALYSIS, and COMMENTARY DCEOMAGAZINE.COM SEPTEMBER 2022 061

CEO SECURONIX STRATEGIC MOVES SEPTEMBER 2022 FIELD NOTES

—As told to Ben Swanger

Foregoing Funding

“we are different from the typical startup in that we bootstrapped our compa ny and funded it personally for the first five or six years. Until this last round of funding, we had raised just $42 million, which is very low compared to any other company in our space for the level of maturity that we’re at. But this allowed us to make the right decisions because we weren’t wor ried—and still aren’t—about quarter-over-quarter pressure from the investment community. We could focus on doing the right thing for our customers, and we will never lose that mindset. Now that we are more mature and have grown revenue exponentially, in addition to having plenty of investment money (we raised more than $1 billion in this last round), we can truly invest in R&D and the very best talent from around the world, which will help us move the needle at scale. Today, we have a company of more than 1,000 people focused solely on cybersecurity with a billion dollars in capital available to solve a problem.”

Sachin Nayyar,

The Country’s ManufacturingSemiconductorNewCapital

062 SEPTEMBER 2022 DCEOMAGAZINE. COM FIELD NOTES

becoming the new hotbed for the region’s growth, with the promise of an estimated 4,500 jobs com ing to the area within the nex t five years. Last November, Texas Instruments announced that it would build a $30 billion, 4.7-millionsquare-foot semiconductor fabrication plant in Sherman—the largest electronic production facil ity in the state and among the biggest manufac turing facilities in the country. Fending offa bid to bring the plant to Singapore, the town with a pop ulation of 44,873 located about 60 miles north of Dallas landed its big fish, bringing with it a project ed 3,000 jobs that will pay an average of $55,000 per year. TI broke ground on the first two phases of the project in May and is expected to begin deliv ering products from its Sherman plants by 2025.

Development may be softening in some DFW suburbs, but the State Highway 75 corridor north of McKinney is taking off

In a tale that’s similar to what happened with the suburbs of Plano, Frisco, and Richardson some 20 to 30 years ago, the once sleepy towns of Anna, Melissa, Sherman, and Van Alstyne are BOOM TOWN Anna’s population has more than doubled in the last decade—and it is poised to see even more growth.

REAL ESTATE story by BRANDON J. CALL it’s being compared t o silicon valley. Some have dubbed it Silicon Alley—or more aptly, Silicon Prairie. And if you haven’t already bought land for development along the 30-mile stretch of State Highway 75 north of McKinney to Sherman, you’re facing skyrocketed land prices.

Just about a month later, in June, global semi conductor manufacturer GlobiTech awarded its $5 billion, 1,500-job project to Sherman, too. To lure GlobiTech’s semiconductor plant, the Sher man Economic Development Corp. offered $20 million in cash payments and the sale of nearly 150 acres of land worth more than an estimated $14.4 million. The Texas Enterprise Fund add ed an additional $15 million grant to the incen tive package. Meanwhile, the city of Sherman, Grayson County, and Grayson College offered tax incentives and discounted utilities. The global semiconductor manufacturer was also consider ing sites in Ohio and South Korea before choos ing to make North Texas its permanent home.

Homebuilders have taken notice of the flurry of semiconductor projects coming soon to Sher man—and it is having a ripple effect for towns along the Highway 75 corridor. “Anna is one of the fastest-growing towns in North Texas, and we’re proud to be a part of the positive growth story there,” said Mehrdad Moayedi, president and CEO of Farmers Branch-based Centurion American, when he broke ground on the Villag es of Hurricane Creek development earlier this year. Phase one of the project is underway and, in total, will include 1,794 single-family lots, 400 multifamily units, and 60,000 square feet of new commercial development.

063DCEOMAGAZINE.COM SEPTEMBER 2022

“These are once-in-a-lifetime projects for our region,” says Kent Sharp, president of the Sher man Economic Development Corp. “You work your entire career in economic development with the hopes of being part of a deal that has a ‘B’ in front of it—and we’ve landed two in the past year.”

And there are few signs of slowing, says Anna’s economic development director Joey Grisham.

ANACAPRI The Anacapri housing development in Anna, located west of Anna High School, is a lagoon-anchored, 1,239home development that will cost approximately $800 million. In addition to the crystal lagoon, it will include two beaches—one that is open to the public—as a tourist draw for the area.

PORTFOLIO Major Projects at a Glance TEXAS INSTRUMENTS

As Texas Instruments and GlobiTech complete their initial phases in the coming years, he ex pects to see spinoffcompanies, suppliers, and customers from these two giants move to the area, similar to what happened with TI in Dallas and Richardson in decades prior.

BLUE LAGOON Anna is the latest city in North Texas to join the lagoon craze with the new development.Anacapri

Anacapri by Megatel is another housing project that broke ground earlier this year. An nounced in October 2021, the $800 million de velopment includes 1,239 single-family homes, 600 multifamily units, and a 2.3-acre crystal la goon. Megatel has sold every phase one lot in the forthcoming development.

GLOBITECH A subsidiary of Taiwanbased Global Wafers Co., GlobiTech was founded by three former TI employees. The new $5 billion Sherman facility will create 1,500 jobs and represents the firt new silicon wafer facility to open in the United States in two decades.

National homebuilders are getting in on the action, too. Construction is set to commence lat er this year on Bloomfield Homes’ Crystal Park in Anna, which includes 981 single-family lots and 82 acres of mixed-use. D.R. Horton plans 942 single-family lots and 600 multifamily units at its new The Woods at Lindsey Place develop ment in Anna. And Meritage Homes will add 456 homes at Wolf Creek Farms, The Quarry at Stoneridge, and Bryant Farms in Melissa. It all adds up to more residents making the Highway 75 corridor home. According to the most recent U.S. Census Bureau population esti mates, Melissa has seen 21.8 percent population growth since 2020, growing from 13,941 to an estimated 16,983. For Anna, its population is up 19.5 percent from 16,935 to 20,243. Sherman has added more than 6,000 residents in the last two years, seeing its population balloon from 38,521 at the 2010 census to its current population esti mate of Though44,873.itsneighbors to the south, McKin ney and Frisco, have seen double-digit drops in homebuilding permits in the first half of 2022, Anna’s residential permits are up 15 percent for 635 permits this year. Meanwhile, Melissa saw a 2 percent gain at mid-year over a year ago, with 522 total permits. Sherman’s housing permits have more than doubled, from 154 in June of 2021 to 316 permits at the halfway point of 2022.

ROOFTOPS AND RESIDENTS

FIELD NOTES

“My phone has been ringing offthe hook with interest,” Grisham says. “It’s definitely an excit ing time for the Dallas-Fort Worth region as a whole—and there’s no better time than now to do business in north Collin County.”

OFCOURTESYIMAGES ANNAOFCITY AND MEGATEL

The hometown icon is planning four electronics.processingoffacilitiesThefabricationsemiconductor300-millimeterwaferplantsinSherman.newmanufacturingwillproducemillionsanalogandembeddedchipsthatgointo

“I was diagnosed with Stage 3 colon cancer in December 2010. I started chemotherapy a month later. I called upon my faith, family, friends, and great medical professionals to help me. I was very public about my journey because I couldn’t face it or fight it alone I focused on the ‘can’ in cancer, knowing that I was uniquely equipped for the journey. It was unexpected. It was brutal. I still have side effets from chemo. But I am cancer-free. I am blessed.”

MARSHALLCYNT CEO DALLAS MAVERICKS

“My firt husband died when I was in the middle of my doctoral program. I was paralyzed and felt as though I could not continue a single day more on my track. All hope seemed to disappear when he died. But his deathbed wish for me was that I would finish y PhD and someday have a center to help the patients and individuals I cared so much about to discover new pathways of brain repair and resilience. I carried on, and his wish inspires me still.”

JAMESFRIPP

When did your life take an unexpected turn?

ON TOPIC illustrations by JAKE MEYERSedited by BEN SWANGER

064 SEPTEMBER 2022 DCEOMAGAZINE. COM FIELD NOTES

“My dream in life was to follow my father’s footsteps and join the Air Force. But when I went to enlist, I was PDQ’d (permanently disqualified because I had eczema. My professional life, as I saw it, was over. But once I changed my mindset, I went all in on my career with Yum! Brands. As a result, I have not only achieved my personal goals, I’m able to positively influence and impat lives globally on a daily basis.”

Founder and Chief Director CENTER FOR BRAINHEALTH SANDRACHAPMANBOND

Chief Equity, Inclusion, and Belonging Officer YUM! BRANDS

Jay D. Rodgers, founder of more than 20 companies, is the author of Entrepreneurial Reflection

STOP TRYING TO BE IRREPLACEABLE. Every ambitious executive wants to secure their position in an ever-evolving organization. While admirable, being replace,It’sofpromotabletranslatesirreplaceabletonotbeingintheeyesthoseaboveyou.OKtobehardtobutbusinessIMAGECOURTESYOF

RODGERSJAY

FIELD NOTES SEPTEMBER 2022

Business mentor and millionaire-maker Jay Rodgers says CEOs must stop focusing on being irreplaceable and start concentrating on the future.

4. UTILIZE RESOURCES.YOUR Biz Owners Ed is a 10week, 40-hour program of fering insightful knowledge from the most successful individuals in their field who have taken their respective organizations to unbelievable heights. By attending, you can be a better mentor to your employees. By sending employees, they learn from other mentors. If you’re going to get advice, get it from someone who has not only done it but also knocked it out of the park.

Offering MentorshipCareer-ChangingIsImperative

2. FOCUS ON THE STRONGEST 20 PERCENT. Many companies mistak enly spend 80 percent of their training efforts supporting their weakest employees. To grow a company, focus your time and effort on the top 20 percent of your employees.

066 promise i make to all my employees is this: if you can find a better job than I can give you, I’ll help you get it. This may or may not be a popular strategy among many of my CEO friends, but I promise you that it’s a powerful way to run a busi ness. I often come across executives who, while wildly successful in their own right, have forgotten that they didn’t get to where they are solely on their merits. They started at a lower rung and got help from one or several mentors. Those mentors shared their knowledge, inspired their proteges, and added value during a time when they were estab lished and comfortable in their careers. You are the boss and have more experience and knowledge than your employees. Rather than hide what you’ve learned, help someone else grow and reach the heights you’ve achieved. Learning how to be a mentor is the culmination of leadership as a professional. Passing along your wide breadth of experience and talents to the next generation of leaders will help build a more successful company. Offering your priceless, high-level guidance and assistance is not just good business practice, but it will also pay dividends for your company’s bottom line. Here are four ways to do just that: DCEOMAGAZINE. COM

3. LET MAKEMENTEESDECISIONS. It’s tempting to do things for your mentee, thinking that this is the best way for them to grow. But, you should strike a balance between advice, direction, and the occasional safety net and giving them control of the journey. Let them make decisions and think on their feet. This helps them grow into their future role.

THOUGHT LEADER leaders should look for—and mentor— qualified sucessors.

As you find your passion and give with purpose during North Texas Giving Day 2022, we hope you’ll consider how Communities Foundation of Texas (CFT) can make your giving greater, helping you support what matters most to you - both now and beyond your lifetime. If you give $5,000 or more to charity annually, contact us for a complimentary conversation with one of our charitable giving experts so we can share the effectiveness, efficiency, ease, and tax advantages of creating a charitable fund at CFT. You can support all of your favorite nonprofits annually while managing just one tax receipt. Working with CFT is like having your own charitable giving concierge at your fingertips.

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Give to any of 3,300 local nonprofis from 9.1 - 9.22.22 at NorthTexasGivingDay.org.

Find your PASSION. Give with PURPOSE.

“It’s so easy to give online through our donor-advised fund at CFT. I only wish we had done it sooner. CFT has so many resources available to us, and it’s extremely convenient.”

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D CEO MAGAZINE PRESENTS The Business of Belonging. SEPTEMBER 15, 2022 DIVERSITY, EQUITY, AND INCLUSION SYMPOSIUM Renaissance Dallas Hotel | 7:30 a.m.–Noon TITLE SPONSO RS BANK OF TEXAS/BOK FINANCIAL | DALLAS COLLEGE | HAYNES & BOONE ISP C R EATIVE | MAKER’S MARK | THOMSON R EUTE R S | VISIT DALLAS Ticketing and information: DMAGAZINE.COM/DEI2022

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FASHION INSPIRATION: “I’m making a more conscious effort to shop local, shop small, shop sustainable, and shop quality over quantity. Our choices around what we wear have profound implications for our communities and planet.”

FAVORITE STORES: “When traveling, I always find a eiss because it has a non-frumpy petite line. In Dallas, you’ll find me t local shops like Favor the Kind, Reformation, myAnonymous—andClotheshorseraidingfriends’closets.”

Area executives tell us the one podcast they think everyone should add to their playlists—and why.

MUST-LISTEN

GO-TO LOOK: “A blend of new and vintage combined with ankle strap high heels or combat boots.”

“Each episode of Philosophize This! focuses on a single philosopher, from Plato to Nietzsche to Emerson, and breaks down a key concept. It explains philosophical principles in an interesting, relevant, and easy to understand way.”

EROL AKDAMAR Medical City Healthcare

HOW I ACCESSORIZE: “Cuffs, especially orn as a set. I’m sure it’s a phase, but for now, it’s Wakanda forever!”

STYLE DEFINED: “Some call my style ‘tomboy chic.’ My friend, Fancy, calls it ‘selfdeprecating.’ I call my style ‘give and take.’ Part of me likes tradition and history, hence a love of solids and neutrals. Part of me wants to break the rules.”

“I recommend The Huberman Lab, hosted by neuroscientist Dr. Andrew Huberman. It’s insightful and highly enlightening in the areas of brain performance (and how to increase it), physical fitness, and many other min or body topics. Huberman usually has a guest who is an expert in a particular field. The conversations are always i plain English and very informative. I’m a big fan.”

STYLE ICON: “My husband, Michael Gulley. He was in the fashion industry for two decades, fronting campaigns for highfashion and high-street brands alike.”

LAWRENCE D. SCHWART Z | Trivie

DENNIS CAIL Zirtu e CAROLYN ALVEY Aardvark Communications

“I recommend How I Built This with Guy Raz. I am always inspired by hearing other entrepreneurs’ approaches to different company lifecycle challenges, from startup to the growing pains of becoming a mid-market competitor to exit.”

OFF DUTY SEPTEMBER 2022 DCEOMAGAZINE. COM WHAT I DO: “I’m the founder of Outside CLO, a collection of former in-house counsel and C-Suite executives who help hyper-growth and middle-market technology companies scale.”

CONNIE BABIKIAN The Pillow Bar

continued from page 069 070 OFCOURTESYPODCASTS PODCASTS

ON THE JOB: “Clothing and perception are linked. That’s why most lawyers will wear their best black suit to an important meeting or event. If you occasionally break the sta tus quo, people notice and admire it. So, I might show up to dinner in my best black pantsuit, Metallica t-shirt, and red heels.”

“I recommend The Craig Groeschel Leadership Podcast. I find it o be enlightening about how to change your mindset, embrace opportunity, and lead through difficult seasons. His guidance is to be an authentic leader.”

“Throwing Shade is my favorite podcast. I’m not sure it’s everyone’s cup of tea, but if you’re into hilarious commentary on politics, women’s rights, LGBTQ rights, and pop culture, then this show hosted by Erin Gibson and Bryan Safi is or you.”

PodcastExecutiveClub

BRAD PRITCHETT Dallas Museum of Art

“The Voice of the Underdog is a great listen. It has it all: why culture matters for hiring, how to encourage team members, and the impact of culture on the bottom line. As a business owner, I value hearing insights on the topic from other CEOs.”

“I’m a fan of Mastercard’s What’s Next In with Vicki Hyman. The topics are always thoughtful and relevant. Hyman is good at capturing trends in real time and bringing in leaders to provide deeper insights we can all learn from.”

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“I like to say I missed my calling as a doctor, but the real answer is a singer. Last year I sought out a singing coach and found Ivan Rutherford, who played Jean Valjean in 2,300 performances of Les Miserables. Singing even just for two hours per week has opened more creativity in all areas of my life.”

“If I could pursue any other job, it would be playing cricket professionally. I dreamed of

Last year, when Cheek was sup posed to transition to a past-chair role, the event’s leader passed away from COVID during the auction’s fundraising phase, so he took on an extra year as chairman. “What ever I thought 2020 was, 2021 was even harder,” he says. La st year, the program raised $1.8 million for about 200 kids; it’s on track to beat that record at this year’s event in October. “It’s cool to see each of them becom ing little livestock entrepreneurs and to help them go to college or set up their careers,” Cheek says. Kelsey J. Vanderschoot

UnitedMajorinvestmentagainnowitbutprofessionallyplayingasachild,myfatheradvisedmewasn’tagoodidea.IampursuingthisdreamwiththerecentinbringingLeagueCrickettotheStates.”

GREATER GOOD 072 growing up raising cattle with his dad on a farm in the small town of Chillicothe, near the Oklahoma border, Heath Cheek always looked forward to the annual journey to the live stock auction at the State Fair of Texas. “I showed animals at the fair and any money I won from that went into my college savings,” he says. “I grew up very poor, and I’m a first-generation col lege student. I would not have been able to go to college if it hadn’t been for the generosity of schol arship donors and people who supported me.” Today, Cheek is among those who lead the event’s fundraising efforts.

The Bell Nunnally at torney initially made a nine-year commitment to the program, agreeing to serve as incoming chair for three years, chairman for three, and imme diate past chair until 2024. “I’ve always had this mindset of ‘I’m going to treat all that scholarship money I earned as a loan that I need to pay forward to the kids who come behind me,’” Cheek says. Nearly 3,500 youth show their animals at the fair each year, and roughly 470 make it to the auction. It all culminates in the grand champion steer, which typically sells for roughly $100,000. Winners receive their awards in the form of scholarship funds. In 2020, when the State Fair shifted to a drive-through model, Cheek helped ensure the livestock auction still took place. “We raised $1 million to put on the auction and buy their animals for them, so none of those kids were stuck with a losing project,” he says.

Bell Nunnally’s Heath Cheek raises funds for the same State Fair of Texas event that helped him attend college.

CHANGING LIVES

EVA YAZHARI General Partner, Beyond Capital Ventures “Running a sports agency. I grew up playing collegiate sports and love the world of athleticism and the financial aspect of sports There is plenty of overlap in our respective businesses; it ultimately comes down to representing highly successful families on managing complex decisions or situations in their best interest.”

ANURAG JAIN Principal, Perot Jain

MATTHEW OGLE CEO, Legacy Knight

OFF DUTY SEPTEMBER 2022 DCEOMAGAZINE. COM OFCOURTESYPHOTOGRAPHY TEXASOFFAIRSTATEOFCOURTESY CHEEK: MEYERSJAKE

Last year, the livestock auction program raised nearly $2 million for about 200 youth.

itanothercouldexecutivesWeREALITYALTERNATEaskedareaiftheypursuecareer,whatwouldbe—andwhy.

The Honor of Paying It Forward

Mohr Partners’ Chairman & CEO #DoMoreBeMohr 36% 75% 67% As the largest certiﬁed minority-owned occupier-focused commercial real estate services ﬁrm, our commitment to diversity and inclusion drives innovation and top-line revenue for our clients. of Mohr comprisesCorporatePartners’teamindividualsfromethnicbackgrounds. of C-Suite positions are occupied by individuals from backgrounds.ethnic of leadership roles at Mohr Partners are held by women. Bob Shibuya

OFF DUTY Liechtenstein Big adventures await in one of the world’s smallest countries, the home of Hilti exec Martina McIsaac’s global headquarters. WELL TRAVELED story by CHRISTINE PEREZ CLASSIC LOOK The décor at Park Sonnenhof,Hotel a Relais & andproperty,Chateauxiswarminviting. EXCELLENT TASTE The menu changes often at Verve by Sven in Bad Ragaz, but it always features fresh culinary delights. LUXE LIFE Each of the 29 rooms at Park Hotel Sonnenhof have a uniquestunninglook—andviews. GREAT ESCAPE At Tamina Therme, a sundeck and natural pond sit outside large infusion saunas made of kelo wood. A TRUE OASIS The Switzerland.RhinedriveisTaminarenownedThermejustashortacrosstheRiverinto A IS FOR APPLE andamazingisfoundedMasescha,Berggasthausin1877,knownforitsviews—applepie. 074 SEPTEMBER 2022

TRAVEL TIPS Favorites of a Frequent Flyer

OFCOURTESYPHOTOGRAPHY BADRESORTGRANDSONNENHOF,PARKHOTEL MAESCECA,BERGGASTHAUSRAGAZ, AND MARKETING.LIECHTENSTEIN

The fi rst spa treatment on my itinerary was a Haki massage, which uses tension, pressure, and stretching movements to relax muscles and “free your mind.” It was transformative. From there, it was offto the spa’s sauna “village,” home to the largest infusion sauna made of Nordic kelo wood in Switzerland. Be sure to try one of the infusion experiences, where water mixed with essential oils is poured onto the hot stones by an aufgussmeister (steam master) who uses a giant towel and rhythmic movements (choreo graphed to music) to direct the steam to bathers. Afterward, feeling fully revitalized, I head ed to dinner at Verve by Sven, one of the Bad Ragaz’s seven restaurants. I decided to splurge on the five-course “Pure Passion” meal, which started with Angus Beef Tartar and Cauli flower, then moved on to Asparagus Cream Soup, Sau teed Char From Brueggli, Braised Onion Roast (flat iron steak), and Spring Iced-Cup Verve, a refreshing concoction of rhubarb (a personal fa vorite), yogurt, oat crumble, and honey.

The Prince thewasofficialesidenceLiechtenstein’soffirtbuiltin12thcentury.

075DCEOMAGAZINE.COM SEPTEMBER 2022 OFF DUTY

when a recent business trip took me to Liechtenstein, I decided to stay a few extra days and explore the tiny principality between Swit zerland and Austria. I’m already planning a re turn visit. The scenery is breathtaking, outdoor activity opportunities abound, and the food and spas are among the best in all of Europe. My fi rst night was spent at Hotel Turna in Malbun, a ski village near the Austrian border. It was homey and charming, and it serves the best muesli I’ve ever tasted. The hotel offers access to exceptional hiking trails that meander up the Alps, and is a quick drive away from a restau rant at an even higher elevation: Berggasthaus Masescha, founded in 1877. I had been told that it serves the best apple pie (they call it cake) in Liechtenstein, and it, indeed, was fantastic. So were its house classics: Sliced Veal Masescha with homemade rösti (potato cake), Veal Cor don Bleu, and, of course, Wiener Schnitzel. Residents of Liechtenstein often make the short trip across the Rhine River to Grand Re sort Bad Ragaz in eastern Switzerland and its famous Tamina Therme spa. The region birthed spa tourism in the 1700s due to the healing thermal waters coming from Tamina Gorge, naturally heated to 97.7 degrees Fahrenheit. Soaking experiences at Tamina Therme range from an outdoor garden pool with underwater massaging recliners and views of the mountains Martina McIsaac grew up in both Washington D.C., and Ottowa, Canada. She married a Dutchman, and they’ve lived all over the world. When she was job-hunting in 2013, a priority was securing something that offered “global mobility.” McIsaac found it in toolmaking giant Hilti, for which she now serves as North American CEO in Plano. Her work involves a lot of travel, including, about six times a year, to the company’s home base and innovation center in Vaduz, Liechtenstein. “It always surprises me how much cutting-edge research is being done in this pastoral setting,” she says. While there, McIsaac likes to dine at Park Hotel Sonnenhof’s Restaurant Marée (“spectacular”), Löwen (“for Wiener Schnitzel and fries”), and Lio in nearby Schaan (“it has a cool vibe).”

ELEVATED MEAL At Park thetakingcanEagle’sSonnenhof’sHotelNest,youdinewhileinviewsofvalleybelow.

The rest of the week I stayed at the boutique Park Hotel Sonnenhof in Vaduz, which offers exquisite rooms and views of Castle Vaduz. At its Marée restaurant, try the Raviolini with spinach and veal or Veal Scallop a la Sonnenhof with potato salad, and save room for its special ty dessert: 10 colorful scoops of homemade Fruit Sorbet. I also dined one night at Hofkellerei, the wine cellars of the Prince of Liechtenstein. The venue was an obvious choice as our small group included Prince Philip, chairman of LGT, the world’s largest family-owned bank. In between it all, I took a tour of Läderach Chocolate in Bilten, about 40 minutes from Zurich. Läderach is a “bean-to-bark” producer, a rar ity among chocolatiers. Good news: It recently opened a store at Stone briar Centre in Frisco and has more North Texas shops in the works. Be sure to sample treats at its signature FrischSchoggi counters, including a bark of white chocolate with pis tachios, caramelized almonds, and candied orange pieces. I don’t know what else they put in this chocolate crack, but it’s addicting.

VADUZ CASTLE

to a striking Kneipp (hydrotherapy) zone that is made of natural stone and mimics the gorge.

BORN TO RIDE (Above) Tyler Shin (right) and his sister enjoy play time with their mother in Seoul, Korea. HAPPY COUPLE (Top right) Shin’s parents on their wedding day. She ran restaurants, like he does today.

OFCOURTESYPHOTOGRAPHY SHINTLYER

ROOTS Founder and Managing Member REVOLVING KITCHEN in 1992, when tyler shin was 12, his family moved from South Korea to Cedar Rapids, Iowa. Three years later, his mom was diagnosed with cancer, and his family moved to Los Angeles to seek better treatment for her. He made his way to Dallas in 2011 to become associate di rector at Orix. Eight years later, he left the world of finance and founded his ghost kitchen enter prise, Revolving Kitchen. Here, he shares how his mother inspired him: “My dad and mom both worked. My mom started and ran a lot of small businesses—restaurants and clothing retailers. I didn’t really get to see my parents much and grew up raised by my grandparents. I remember one night, my mom came back from her work. She was in the restaurant business at this time, so she would always come home really late. I was already up, but I pretended to sleep because I as told to SUZANNE CROW illustration by JAKE MEYERS didn’t want to get in trouble. My mom came over to my sister and me. She started crying because she was feeling bad for not being at home as much as she wanted to. She was the disciplinary figure in our family. She was very tough, but it was one of her rare moments when she was a softy. My mom grew up Buddhist and instilled some of the principles and teachings in me and my sister—to be humble, don’t complain, and look inwardly for blame. I’ve never heard her complain about any thing or blame anyone else for her misfortunes, regardless of how tough things were. I try (not always successfully) to be like her.”

076 OFF DUTY SEPTEMBER 2022

SHINTYLER

CLOSE SIBLINGS (Right) Shin and his sister, who’s just 15 months his junior, on a trip to a lake when he was about 10.

JHP STUDIO  38 % Female  42 % People of Color  32 % Registered Architects JHP LEADERSHIP  41 % Female  28 % People of Color  69 % Registered Architects Our Diversity is Reflected in our Stats Diversity, equity, inclusion, and belonging don’t end with a quarterly initiative. They’re a year-round priority. That’s why at The Predictive Index, we hire based on head and heart, not just the briefcase. We use our software to look beyond the skills and experience of our job candidates. By finding people with the right behavior, outlook, or potential, we discover diverse talent that might otherwise go overlooked, but has every ability to soar. Optimize your talent and your DEIB efforts, and you’ll do more than level the playing field–you’ll gain a competitive advantage. Better work, better world. www.predictiveindex.com

Capital One’s Reimagine Communities Summit

Testimonials:SummitCommunitiesReimagineAttendee

Why is the Reimagine Communities Summit important? How can it help nonprofis right now?

COMMUNITY SPOTLIGHT

Capital One’s Reimagine Communities Summit, now in its seventh year, brings nonprofits,corpo rate leaders, and public officialtogether to dis cuss the latest trends, explore innovative ideas, and share best practices to help move our com munities forward. Each year, this dynamic event convenes the industry’s top thought leaders to share creative strategies and insights to help lead ers develop actionable solutions to the challenges they face in today’s rapidly changing environment.

“The summit addressed issues that are hard to talk about head-on. In addition, they provided practical ways to have those conversations and ways to create an environment that would foster action.”

What can attendees expect this year?

— 2021 Summit Attendee

Nonprofits,corporations, civic organizations, and government agencies have all faced unimaginable change from the pandemic. Many organizations have pivoted to deliver services to meet the grow ing needs in their communities. But, overcoming the pandemic-related challenges for funding, ser vice delivery and operations has left little time for leaders to scale their strategic missions. Wheth er from a small or large organization, attendees will walk away with the knowledge and strategies needed to lead with resilience.

“I felt that all of the information was valuable to nonprofit leaders and gave a great understanding of where Capital One stands in supporting our communities and nonprofis working in those communities.”

How is Capital One supporting nonprofis, helping them close equity gaps and provide better access to socioeconomic opportuni ties within their local communities? Capital One is on a mission to change banking for good and help people achieve financialwell-being. Through our Impact Initiative, our investment in the communities where we live and work, we are listening to, partnering with, and investing in small businesses and nonprofitsto foster fina cial well-being in our communities. The Reimag ine Communities Summit furthers our impact, helping to educate, inspire, and connect leaders as they work together to findmeaningful solu tions to close equity gaps in their communities.

2022 Program Overview

078 SEPTEMBER 2022 DCEOMAGAZINE. COM ADVERTISEMENT

What are some of the biggest challenges the nonprofit ommunity is facing today?

— 2021 Summit Attendee

Join Capital One at the 7th annual Reimagine Communities Summit on Wednesday, October 19, 2022 featuring diverse innovators and experts from the public and private sectors who will leave you inspired, connected, and moved to action during times of change. Together we will spark import ant conversations to help grow an ecosystem of resilient corporations and nonprofitsworking to advance socioeconomic mobility across our communities. Registration for this free, one-day hybrid event will open in late August. Learn more at reimaginecommunities.com.

Each year, Capital One surveys nonprofitleaders and community partners to identify current issues and trends impacting the nonprofitsector. In 2021, Capital One launched the Insights Center, which strives to help changemakers create an inclusive society, build thriving communities, and develop financialtools that enrich lives. From housing to education and employment, many populations face systemic barriers to opportunity that threaten their financialhealth and well-being. Through the detailed research provided by the Insights Center, attendees of the Reimagine Communities Summit gain a deeper understanding of the key drivers for these inequities in their own communities.

Join hundreds of leaders from the public and private sectors at the 2022 Reimagine Communities Summit This complimentary event features a diverse cross-section of nationally recognized experts and innovators who will share the latest trends and data-driven solutions to help nonprofits scale with resilience. Mark your calendar for this industry leading event featuring engaging keynotes, educational workshops, thought leadership discussions, and peer-to-peer networking lounges. Learn more at reimaginecommunities.com 2022 COMMUNITIESREIMAGINESUMMIT A Summit Dedicated to Bringing Together Nonprofit, Corporate, Community, and Civic Leaders Wednesday, October 19, 2022 SA VE THE D A TE Presented by

BOARD MEMBERS American Heart Association Mission Statement: To be a relentless force for a world of longer, healthier lives . DALLAS DIVISION BOARD FISCAL YEAR 2023 WELCOME TO THE AMERICAN HEART ASSOCIATION JOE BRAYTON Paragon DR. DAVID BROWN Baylor Scott & White Heart Plano ANTONIO CARRILLO Arcosa DR. MARK CHASSEY BCBS of TX CHRIS CHASTAIN Ernst & Young CHRIS CLARK BKD JENNIFER DURBIN Commercial Metals IGAL ELBAZ AT&T MIKE GARBERDING EPIC Midstream DOREEN GRIFFITH Grant Thornton, Leadership Succession Chair FRED HAND Tuesday Morning JUDY HENDRICK CWT JOE JOUVENAL McCarthy Building JOHN LEVIS Deloitte JIM MUTRIE Switchback Corporation STACY NAHAS KPMG ALLEN NYE Oncor SUNIL PANDITA Thomson Reuters DONNA ROBINSON Change Healthcare SUSAN WETZEL Haynes & Boone DR. MIKE DiMAIO Baylor Scott & White The Heart Hospital - Plano Board President Elect DR. SUNITA KOSHY-NESBITT Texas Health Resources, Board PresidentDenbury, Inc., Board Chair MARK SANDERS BoardCaliberChairElect DALLAS’S SECRET INGREDIENT FOR CURATING DELICIOUS MEMORIES SINCE 2006 Corporate Catering Private Event Catering Private Chef Wedding Catering Your Location 214.974.9598wolfgangpuckcatering.com#NeverStopCelebrating@WPCateringdallasevents@wolfgangpuck.comScanForMore 2022_WPC_D CEO_HalfP_AD_061522_rv1.indd 1 6/14/2022 1:02:05 PM

Meet PowerCardiologistDFW’sCouple BIOTECHNORTHTHETEXASBOOM 2022 EDITION SystemHospitalCEORoundtable

Even as it grapples with labor shortages, supply chain woes, an exhausted workforce, and more, there is much optimism and hope for the industry’s future.

It’s at Southwestern, is especially William P. Clements Jr. University Hospital the

its core, the practice of medicine is about people. At UT

about improving the health of people so everyone can achieve their full potential. You’ll see that supreme dedication to your good health throughout UT Southwestern, and

– named

#1 hospital in DFW for six years in a row. Putting patients ﬁrst is our passion. And medicine at its best. Nationally ranked in: CardiologyCancer & Heart Surgery Diabetes & UrologyRehabilitationPulmonologyNeurologyGeriatricsGastroenterologyEndocrinology&GISurgery&Neurosurgery&LungSurgery

#1 hospital in DFW. Again.

at our

everything we do – discovering, educating, healing –

easy to be amazed by all the advancements in modern medicine. But

we burn the calories we eat our heart takes blood in and pumps it out in equal measure. Nearly every aspect of our physical selves seeks balance; our bodies work best when we maintain equilibrium. I am learning this the hard way as I navigate the healthcare system to get my knee fi xed after I tore my ACL. I’m experiencing what happens when the body is imbalanced. The same could be said for our healthcare system. Like so many other industries, healthcare is jolted by forces outside its control. Labor shortages, supply chain issues, new COVID-19 variants, and a workforce that’s exhausted after battling a pandemic for nearly three years are creating challenges at every level of the system. Meanwhile, there is much optimism and hope for the future. Technology is allowing us to personalize medicine, and pharmaceutical companies are developing treatments for diseases faster than ever before.

HEART TO HEART How married couple Dr. Shelley Hall and Dr. Rick Snyder became two of North Texas’ most powerful cardiologists.

HEALTHCARE ANNUAL 2022

CONTENTS

TheNorthinfrastructureisinplaceforTexastodevelopintoanationwidebiotechpowerhouse.

A disjointed healthcare industry is forging ahead because it has to. Here’s how it is facing the challenge.

BYMADDOX GOFFNATALIE BYBIOTECH; STUDIOSCREATIVECACTUS BYCOVER VOORHESTHE

D CEO’s 2022 Healthcare Annual looks at the triumphs and trials of the local health system. Inside this special edition, you’ll find a discussion with leaders of some of the largest health systems in the region who share their growth strategies and labor challenges (p. 101). You’ll also meet innovative pharmaceutical entrepreneurs who have made North Texas their home (p. 96) and get an insider’s look into the emerging biotech industry in North Texas (p. 94). In addition, we feature Drs. Shelley Hall and Rick Snyder, two of the most successful cardiologists in the state who also happen to be married to one another (p. 90). Ten years ago, we launched the only news site in the region that focuses on the business of healthcare to tell stories just like these. I hope you sign up for our daily e-newsletter and tell us what we’re missing by contacting me at will.maddox@dmagazine.com.

When the Body Seeks Balance

Hospital system leaders grapple with an industry that’s in flux while preparing for the future. 96 94 90 MEET FOUR PHARMAPRENEURSDFW From drug development to delivery of services, these innovators are disrupting the pharmaceutical market. BIOTECH BOOM With a business-friendly environment and a steady supply of talented graduates, the region’s biotech industry is starting to take off

THEWEATHERINGSTORM

Will Maddox Healthcare Editor

101

083DCEOMAGAZINE.COM SEPTEMBER 2022 LETTER FROM THE EDITOR

Doctors on the medical sta practice independently and are not employees or agents of the hospital except for resident doctors in the hospital’s graduate medical education program. © 2022 Getting what you need when and where you need it is easy, so why shouldn’t health care be the same way? That’s exactly why Texas Health is expanding across North Texas. From new hospital additions to more urgent care locations in your neighborhood to greater access to virtual care, we’re making health care more convenient and accessible for all North Texans. And we’re just getting started. Learn what we're doing TexasHealth.org/BrightIdeasat: Growing with you is how we care more.

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ASK THE EXPERTS

What is moral injury? Moral injury is “disruption in an individual’s confidnce and expectations about one’s own or other’s motivation or capacity to behave in a just and ethical manner.” (Drescher, et.al, 2011)

How is compassion fatigue linked to burnout and moral injury? Compassion fatigue occurs when individuals become overwhelmed with constant exposure to the trauma of others. We saw this throughout the pandemic as physicians and nurses worked tirelessly to treat their patients. Compassion fa tigue quickly set in as they experienced trauma and grief daily. However, as we failed to listen to medical professionals, we forced them experi ence the lasting pain of moral injury. So now what? We must take lessons learned in the pandem ic and apply them in all workforce environ ments. If employers do not empower their team members, listen when they advocate for themselves, and act swiftly and purposefully, employees will experience moral injury. Lead ership should ensure compassion fatigue never becomes moral injury.

SYDNEY REECE, LPC , REGIONAL DIRECTOR OF INTEGRATION, CONNECTIONS WELLNESS GROUP

What is burnout and can it be prevented? If so, how? In the traditional sense, burnout is described as the emotional, mental, and physical reactions one experiences when under constant stress. Individuals experiencing burnout are at risk for increased anxiety, depression, and an in ability to implement effective decision-makin skills. Decreased productivity is also a symptom of continued stress in the workplace. Burnout has been seen as inescapable in careers like the stock market trade as well as in the helping profession. While working in a high-stakes en vironment is undoubtedly stressful, burnout is not inevitable. When we view burnout from the lens of an administrator’s responsibility to the employee, we have the power to ameliorate the victim-shaming nature of the term, empowering future generations to experience the workforce in a more meaningful way. How should we describe burnout?

Workforce Burnout

The symptoms of moral injury are like burnout–increased anxiety and depression, guilt, and de creased decision-making skills. Although it has been applied to treating veterans, we can use this terminology to describe what is also hap pening in some sectors of the workforce. A lack of supportive and ethical leadership has been emphasized as one of the main factors causing moral injury. It is the responsibility of admin istrators to ensure their team is not required to achieve an outcome that might necessitate violating their moral compass. Leaders should, instead, be removing barriers impeding progress and encouraging team members to advocate for themselves, their teams, and their clients.

SYDNEY REECE is a licensed professional counselor who serves as the regional director of integration for Connections Wellness Group. She earned her master’s degree in counseling from the University of North Texas. She has worked in a variety of healthcare settings, including acute inpatient facilities, private practice, and outpatient facilities. She now uses her skills to ensure patients are treated without the typical barriers that clinicians are burdened with navigating in more traditional healthcare settings. By eliminating these barriers, Reece believes healthcare, specifially mental health care, will become more accessible to everyone.

Although we have begun recognizing the impor tance of mental health, we have not yet shifted our vocabulary when discussing some of its pre ventable deterioration. In some environments, “burnout” has become a weapon used to shame employees into believing that they are inca pable of managing their experiences. Replacing “burnout” with terms like “moral injury” and “compassion fatigue” should become the norm. Doing so requires those in power to act swiftly to repair relationships with their team and em powers employees to advocate for themselves rather than feel the shame of “burnout.”

DANIEL J. SUCATO, M.D., M.S., is chief of staff, the director of the Center for Excellence in Spine and a pediatric orthopedic surgeon at Scottish Rite for Children. He is a professor in the Department of Orthopedic Surgery at UT Southwestern Medical Center at Dallas.

DR. PHILIP WILSON: We also make sure the child is directly involved in the discussion. As kids get older, the perception and magnitude may be dif ferent for parents than it is for the child. Prior to the visit, parents can help by letting them know we are just going to check their muscles–no shots. What are common issues in children that fall under the category of “pediatric orthopedics?”

Pediatric Orthopedics

DR. DANIEL SUCATO: At the initial visit, the family and patient will first meet with the povider to discuss the concerns and note any family histo ry regarding the issue. A physical and orthope dic examination will evaluate the areas of con cern. If necessary, appropriate imaging studies, such as ultrasound, plain radiograph, CT or MRI scan, will follow. Let your child know the imag ing studies, if necessary, will not hurt.

PHILIP L. WILSON, M.D., is an assistant chief of staff, director of the Center for Excellence in Sports Medicine and a pediatric orthopedic surgeon at Scottish Rite for Children. Wilson also serves as the medical director of North Campus. He is a professor at UT Southwestern Medical Center and provides orthopedic trauma and pediatric sports medicine coverage at Children’s Medical Center of Dallas.

DR. DANIEL SUCATO: Most can be treated without surgery. Physical therapy can improve range of motion, strength, and flexibilit. Other treat ments include bracing, casting, and anti-infla matory medications.

DR. PHILIP WILSON: Within pediatric sports medicine, conditions involving the cartilage or instability of the joint or injuries affecting th tissues around the joint are common reasons for treatment. Do all orthopedic issues require surgery? What are other forms of treatment?

DR. DANIEL SUCATO: Pediatric orthopedics in volves anything related to children’s muscles, joints or bones, so that would be conditions like clubfoot, scoliosis, developmental hip dysplasia, and even traumatic or sports injuries. We also have subspecialties in spine, upper and lower extremities, foot and ankle, sports injuries, and fractures.

DANIEL J. SUCATO, M.D., M.S., AND PHILIP L. WILSON, M.D.

DR. PHILIP WILSON: As a pediatric cartilage and ligament surgeon, we often see children with congenital meniscus or cartilage conditions within the knee. Sometimes these can present as early as toddler age, but more often young school-age with a loss of full extension or oc casional limp. What should I expect at our fist visit to a pediatric orthopedic specialist?

How early will a child show signs of having an orthopedic issue that may need medical attention?

SEPTEMBER 2022 DCEOMAGAZINE. COM088 ADVERTISEMENT

DR. DANIEL SUCATO: Orthopedic issues can pres ent as congenital abnormalities of the bones, meaning the bones were not completely or normally formed in utero. This can occur in the spine or the upper and lower extremities. Often these patients do not require treatment early, or sometimes ever, but they should be evaluated to see if treatment is necessary.

SCOTTISH RITE FOR CHILDREN ASK THE EXPERTS

DR. PHILIP WILSON: We always reserve surgery for use when other options are not available. In addition to what Dr. Sucato mentioned, some times simple reassurance to the family that the orthopedic condition is normal or will improve with age may be all that is required.

SportsBryce, Medicine

When a shoulder injury threatened Bryce’s baseball career, he was convinced surgery was his only option. Until our specialists, some of the most referred pediatric orthopedic experts in the world, got him back on the field with a more well-rounded treatment. We don’t just achieve greatness in sports medicine. We define it. scottishriteforchildren.org

Changing the game for injured athletes.

Greatness is

How married couple Dr. Shelley Hall and Dr. Rick Snyder became two of the most powerful cardiologists.

region’s

090 Heart to Heart 2022 HEALTHCARE ANNUAL

A story by WILL MADDOX portrait by JILL BROUSSARD AFTER BLOOD TRAVELS through the body, delivering nutrients and oxygen, the low oxygen blood flows into the right atrium, which pumps the blood into the right ventricle, sending the blood into the lungs, filling them with oxygen. Next, the left atrium receives oxygen ated blood and sends it into the left ventricle, which pumps it into the body to start the process over again. The left and right sides of the heart work together in equal measure—and are literally what keep us alive. Like the two chambers of the heart, Dr. Shelley Hall and Dr. Rick Snyder are potent forces in the cardiology world, balancing complex cases with statewide and national physician leadership, all while being married to one another and raising a family. Although physician mar riages aren’t all that uncommon (medical school and residency provide prime opportunities to meet one’s match), it is rare for a couple to climb the healthcare ladder as high as Snyder and Hall have done. So, how do they make it work? The expertise, energy, and discipline required to live the lives of this heart couple would sap most of us aver age humans, but Hall and Snyder seem to thrive when fully engaged, even if it means they are focused on giving each other a hard time.

As Hall was getting back into her studies after taking a year offfrom medical school, she wanted to get some time with patients before she hopped back into academics. As a third-year student, she would spend the year in rotations at the hospital. She asked her school’s dean for help, and he called Snyder and asked if the returning medical student could shadow him for a couple of weeks. He obliged. Hall stood out during that period. Other students in the group had been grinding through their training without a break and were eager to get home after doing the minimum. Hall had taken a year offand wanted to get back into the swing of things, and she volunteered for extra tasks. The two didn’t start dating right away, mainly because Snyder was already in a relationship. But the reconnection was enough to start a friendship, and over the next several months, saying hello in hospital hallways turned into her reaching out from time to time to discuss med icine. Eventually, something more serious took shape, and the two be gan dating about a year later.

Hall wasn’t interested in riding the coattails of Snyder’s medical ca reer. The reverse was also true. “It was immediately obvious that she was going to go places from a cognitive standpoint in clinical medicine because she was upstaging my interns and senior medical students,” Snyder says. “We call them gunners.”

SEPTEMBER 2022 091 2022 HEALTHCARE ANNUAL

Hall thought she would go into pediatrics, as many women did at the time. But she didn’t like her pediatrics rotation and preferred to speak with patients rather than their families. Snyder supported Hall’s pursuits, but when she decided to pursue cardiology, he wasn’t so sure

MAKING THE ROUNDS

Despite leading the team that saved the man’s life, Snyder found himself playing second fiddle. “I found out two things about this guy: No. 1, he was neurologically intact, and No. 2, I took a guy who was 99 percent dead, and now he is essentially Lazarus and still alive. And my wife still shows me up.”

Being married and in the same field is not without awkward mo ments. The couple once booked individual trips to the same hotel for the same conference without knowing it until just days before they left. At another conference, the couple was introduced to a major medical de

092 SEPTEMBER 2022 DCEOMAGAZINE. COM he wanted to be in a relationship with someone who worked in the same subspecialty. She said she would focus on heart transplants rath er than interventional cardiology, which would have minimal overlap.

Hall is the chief of transplant cardiology at Baylor Scott & White Health, one of the country’s largest programs. She is also the president of the Texas chapter of the American College of Cardiology and is on the national board of the organization, too. Snyder is president of the cardiology group HeartPlace and is also president-elect of the Texas Medical Association, a role that will have him leading the country’s largest medical association, which includes more than 56,000 physicians. He has also been president of the Dallas County Medical Society and president of the medical staffat Medi cal City Dallas hospital. Additionally, Snyder has been involved with the Medical City heart transplant program, a competitor of the Baylor program, the couple says. He likens their ability to balance profession al competitiveness and their relationship to liberal political consultant James Carville and his wife Mary Matalin, a consultant for the Repub lican Party. “We like to say we work for the enemy,” Snyder jokes. Together, they sit on the board of the corporate organization that vice CEO, and the sales rep said, “This is Dr. Hall, the chief of transplant cardiology for Baylor Scott & White Health.” The CEO, making a pa triarchal assumption he shouldn’t have, began approaching Dr. Snyder. Snyder attempted to back away and behind his wife, but the CEO kept coming toward him. Finally, Hall stuck out her hand and introduced herself. “It was like watching a car wreck in slow motion,” she says. Although sexist assumptions plague many female professionals, Snyder says he often finds himself being shown up by his wife. At Medical City, a man the age of 50 was getting surgery, and his heart arrested during the operation. For 45 minutes, the team worked to resuscitate him with chest compressions; if someone survives after being in that condition for that long, they often become brain dead. Nonetheless, Snyder took on the patient, finding out that he had 99 percent blockage in his heart. The team put in four stents and a pump and got his heart working again. When they extubated him, to every one’s surprise, he was alert and asked questions about his heart only someone in the industry would know. As they talked, Snyder learned the patient was a cardiac drug rep in town with a degree in cardi ac physiology who worked with UT Southwestern physicians. Snyder mentioned that he had trained some of the physicians at UTSW and how his wife was director of heart failure and transplants at Baylor. The patient said, “Oh, you are married to Shelley Hall! I love her.”

“I’m happy to support him when I agree with him, but I’m not afraid to disagree with him.”

When Snyder later decided to get certified in heart failure transplant, she was miffed (and Snyder never fails to remind Hall that he got a higher score on his heart failure and transplant board exam).

2022 HEALTHCARE ANNUAL

One particularly proud moment was working with Dallas Coun ty when he was president of the county’s medical society during the West Nile outbreak in Dallas. After making a passionate speech about the benefits and risks of spraying Dallas County to kill the infected mosquitos, Judge Clay Jenkins called a press conference later that day to announce the spraying. Snyder was thrust forward to explain the move to the various city councils in Dallas County and on radio and television shows. “As a physician, we treat one patient at a time, but as an advocate, we can impact the whole country all at once,” he says.

PLAYING AT THE HIGHEST LEVEL

But their frustration on the matter, like so many things they may disagree on, is quickly swept under the rug with their ability to let things go and separate the professional from the personal. The two could not let the small stuffget in the way of what they held most dear; they both wanted to pursue their highest potential as physicians, and they both wanted to have a robust and full home life. Those dual goals would not be achieved easily, but they were up for the challenge. “Shelley has more energy than anybody else on the planet and is involved in a lot of things,” Snyder says. “She definitely wanted a career and a home life.”

Busy doctors who are also working to raise a family require a great deal of discipline and energy, but Hall and Snyder are no regular phy sicians.

DR. SHELLEY HALL runs HeartPlace, which often proves entertaining for the rest of the members sitting around the table. “I’m happy to support him when I agree with him, but I’m not afraid to disagree with him,” Hall says. “Our group always loves it when we have different views, and they can sit back and eat popcorn and watch the show.”

Both Snyder and Hall are cardiologists and physician representatives, and their house is no stranger to political fundraisers. They have spent ample time in Washington D.C., and Austin speaking with legislators about laws impacting physicians. Snyder has long been focused on impacting legislation and says that they can impact more patients in legislator chambers than in operating rooms. “I was very satisfied,” he told D Magazine at the time. “I was feeling good about the city. I was feeling good about my family, that were being protected.”

THE POLITICS OF THE PROFESSION

Hall’s approach has been different. She isn’t a huge fan of politics or the political process and has focused more on the scientific and re search side of medicine, but she is starting to lean into her leadership roles and see her ability to have an outsized impact. On a recent trip to D.C. with Snyder, the two were making the rounds to legislators. Hall felt intimidated, and Snyder reminded her others were likely more in timidated by her than vice versa.

On top of their high-profile physician and leadership roles, the two have raised five children, now ages 38, 35, 27, 26, and 24. As the kids were growing up, it wasn’t easy, and sacrifices had to be made. But the two sharp minds kept things organized with shared Apple calendars and a dry-erase board where each kid had their own color. That way, the couple could divvy things up to ensure that kids would get to recit als and sports activities. “Both of us can go at Mach speed in the world of texting,” Snyder says. They would trade offtaking the kids to school, as their work of ten began early. They had a nanny for support but avoided live-in help, as they were afraid they would depend on it too much and risk becoming too uninvolved in their kids’ lives. They also had to make sure only one parent was on call each weekend. Still, it was rare for the family to have dinner together between all the activities and working schedules, but, when each child turned 10 and every birth day after, a special weekend with just mom and dad anywhere in the continental United States headlined the year’s activities. Even with fi ve children, a cardiology practice, and advocacy work, they made time to manage hockey and soccer teams, lead Scouts and In dian Guide groups, and participate in other activities. “I look back on it and think, ‘How did we ever do it?’” Hall says. “We took a di vide-and-conquer mentality.”

It might be easy for a couple as busy as Hall and Snyder to wonder if they spent enough time with their kids. Lingering ques tions about work-life balance haunt many parents. But the children put those fears to rest when Hall brought up the subject after they were grown. “I asked, ‘Do you regret that I wasn’t the room mom or the carpool mom or things like that?’ To be honest, they said no. They said I was a role model as a strong working mother.”

TWO HEARTS IN SYNC

Dr. Rick Snyder and Dr. Shelley Hall have taken similar career pathways and achieved great heights in their profession, all while raising fie children. Couples don’t do that successfully without knowing each other well. We decided to put them to the test by asking them identical questions in separate interviews.

What was your firt impression of your SNYDER:spouse?

SHUTTERSTOCK

HALL: “His passion and dedication for something he believes in. Like a dog with a bone, he will work for it and defend it.” What would the other describe as an ideal SNYDER:date? “A musical in New York or the Broadway Dallas, followed by dinner at a fun restaurant.” HALL: “Hanging out in our media room, watching shows together.” If not a heart doctor, what would SNYDER:spouseyourbe?“An FBI agent or a CSItype detective.” HALL: “Tough one. Either a businessman or the President’s Chief of Staff.”

“Shelley is the most caring and giving person. She always volunteers to lend a hand in an emergency. I have seen it if we come upon an auto accident or whenever a pilot asks if a doctor is on havetionaboutfearsrelatecanProfessionally,board.sheempathizeandtoapatient’sandconcernstheircondi-likenooneIseen.”

Making it work required a strong sense of each other’s strengths and weaknesses, implicit trust, and an ability to communicate and prioritize efficiently and consistently. Spending their days taking care of hearts and saving lives and their offtime raising children and rep resenting colleagues in the highest halls of government would seem to be a heavy burden. Still, Hall and Snyder seem to take on everything with a balance of focus and humor.

DCEOMAGAZINE.COM SEPTEMBER 2022 093

In the first meeting, Snyder did the talking. In the next one, he in troduced his wife to give her perspective. By the third conversation, she interrupted him and jumped in to help advocate for her fellow car diologists. The two are focused on changing the law to increase organ donation by making Texans opt-out of being on the organ donation registry at the DMV rather than opt-in. “I don’t like politics, but I un derstand the importance of them,” Hall says.

HALL: “Uh oh; he is a player!” Who is the better heart SNYDER:doctor?“Dangerous question. For advanced heart failure, transplant, and cardiology,anderal,Shelley.port,circulatorymechanicalsupnoquestion,Forgenpreventative,interventionalme.”

FULL HEARTS, CAN’T LOSE

“That she was a attractive.”wereic,attitude,twoparedpageswerepenmanshipwrittenphysicalsHeracademicandthe-topneouslywhomedicalintroverted,quiet,nerdystudentwassimulta-wayover-confidentanoutspoken‘gunner.’historyandwerealsoinperfectandsevento10long(com-tothetypicalorthree).Herworketh-andenthusiasmrefreshingand

SNYDER: “During one of our getaway weekends. It was just the two of us at my family’s lake house in Cedar Creek during the summer of 1992.”

It has only been over the last 10 years that Hall and Snyder have re discovered their social life, taking trips to Cancun, where Snyder and Hall soak up the ambiance. “We had very little room for anything else,” Hall says. “It was work and kids, work and kids, for 20 years nonstop.”

HALL: “When I had to choose between moving back to New England for fellowship or staying in Dallas.” What have you learned SNYDER:yourmedicineaboutfromspouse? “I have learned much from her about the support.”chanicalphysiologyheartogypathophysiol-ofadvancedfailureandofme-circulatory HALL: “How not to put a central line in! (It’s an inside joke.)” Who would play spouseyouron a TV medical SNYDER:drama? “A young Dana Delany” HALL: Clooney”“George What do you most SNYDER:aboutadmiretheother?

HALL: “Critical care, me. Preventative health, him.” When did you know wantedyouto marry the other?

When they both sat for an interview, I spoke with Snyder for a few minutes before Hall joined us, and I joked that it would be good to have her fact-check what he had told me so far. Her first words to me were said with a wink: “He lies.”

094 SEPTEMBER 2022 DCEOMAGAZINE. COM With a steady supply of talented graduates and a business-friendly environment, the region’s biotech industry is starting to take off story by WILL MADDOX 2022 HEALTHCARE ANNUAL BOOM BIOTECH DFW’S

The area’s logistics infrastructure supports the in dustry, too. DFW Airport is only the second in the country that has been named a Center of Excellence for Independent Validators by the International Air Trans port Association, which means it meets the standards for safe handling of pharmaceutical and life science products. “When you’re flying a vial with maybe four or five ounces across the world from Mumbai to DFW, you need to know has it hasn’t been shaken too much,” Varela says. “It could be worth $250,000.”

PHARMALANTERN This byandItdevelopmentoncompanyclinical-stageDallas-basedbiotechfocusesthecancerdrugprocess.wentpublicin2020raised$69milliontheendof2021.

emerging biotech markets produced by real estate gi ant CBRE. Individuals involved in life science research as a career grew by 79 percent between 2001 and 2020, compared to 8 percent for all industries. The number of U.S. graduates in biological and biomedical sciences is twice what it was 15 years ago. These occupations have the second-lowest unemployment rate of any industry, meaning the battle for talent is fierce.

ON OFSHOULDERSTHEGIANTS

MEDICINEONCONANO

BioLabs is an international, membership-based net work of shared lab and office space that help launch biotech companies. The Dallas location is BioLabs’ first in the U.S. that isn’t on the East or West Coast, where this type of innovation usually originates. The compa ny is part of what is the beginning of a biotech district that includes the medical center and UT Southwestern Medical School. “Pegasus Park has created a central hub or a landing place for the life sciences to come and con gregate within that one building,” says Jorge Varela, vice president of innovation at the Dallas Regional Chamber. BioLabs is a 37,000-square-foot facility with several private labs and dozens of benches with enough room for 30 to 35 startups. The company’s site director at Pegasus Park, Gabby Everett, says BioLabs expected to be about 15 percent full in the first year. But in just two months, the space was already 30 percent occupied, a level that usually takes three to four years. It isn’t just the name and reputation bringing members into the space. The opportunities for collaboration, discussion, and social ization are ample, with a café on site, ping pong tables, and a brewery across the street. “It has that Silicon Val ley feel to it with a comfortable vibe,” Everett says.

“Past success is significant and important, but it isn’t enough to be evidence of an unstoppable tidal wave,” Zajicek says. “If you learn anything from ecosystems, it’s about the redeployment of capital. People make money or entrepreneurs have an exit, and then they re invest the earnings.”

DFW’s success has been built on the backs of local biotech success stories.

Dallas-Fort Worth is well positioned to meet the chal lenge. In addition to the region’s relatively low cost of living, business-friendly environment, and blistering growth, its educational institutions are supplying the tal ent companies are looking for. Last year, area universities produced 1,935 bachelor’s degrees, 378 master’s degrees, and 108 doctorate degrees in biological and medical sci ences, according to the Dallas Regional Chamber.

STUDIOCREATIVECACTUS

Dallas recently ranked No. 6 nationally in a report on

095 BUSINESS AND POLITICAL LEaders gathered on a windy day in March for the ribbon cutting of BioLabs’ Dallas location at the Biotech + Hub at Pegasus Park in the Design District. Philanthropist Lyda Hill, Mayor Eric Johnson, and U.S. Representative Eddie Bernice Johnson were all in attendance. It isn’t every day that a local business gets that kind of attention, but BioLabs’ arrival in Dallas was about more than just adding some lab space to a trendy new development. It was a sign of what the region is becoming.

The gravitational pull of BioLabs is luring other or ganizations to Pegasus Park, too. UT Southwestern, McKesson, Health Wildcatters, and several nonprofits have secured space, creating synergy for startups and convenience for VC funding. “In the past, investors may have nailed down one or two reasons for coming to Dallas,” says Dr. Hubert Zajicek, co-founder and CEO of Health Wildcatters. “Now, they are trying to find other purpose-driven entities or organizations to visit, and this makes things easier because of the spotlight.”

This andbiomarkerproductsassuccesshasdiagnosticSouthlake-basedstartupseensignificantinfundraisingitworkstocreatethatuseapHtodiagnosetreatcancer.

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The morecompanyIrving-basedhasraisedthan$1billion in the past several years to support its precision medicine initiatives and focus on cancer

ALCON Founded in Fort Worth in 1947, Alcon is the global leader in eye care, offering surgical and eyecare products that have impacted 260 million people in 140 countries. It has a market cap of $38.06 billion.

But players in the space say it isn’t wise for the region to rest on its laurels. It will take continuing focus, in vestment, and recruiting to help the region move from an emerging biotech hub to a national powerhouse.

Through infrastructure investments and a push for growth, Fort Worth has developed its own biotech scene, with accelerator TechFW leading the charge and partnering with UNT’s Health Science Center in Fort Worth and Texas A&M’s growing research and inno vation presence in the city. Fort Worth’s labor supply is boosted by HSC and TCU’s School of Medicine, and it has a growing funding presence with venture capital firm Cowtown Angels, which has supported the start up biotech industry in the city.

CARIS SCIENCESLIFE

097 From drug development to clinical trial infrastructure and delivery of services, these innovators are disrupting the region’s pharmaceutical market.storybyWILL MADDOX photograpby by DAN SAELINGER SEPTEMBER 2022

Standard treatment can include oxygen therapy and sending infants home with complicated breath ing equipment. However, the medications can cause side effects and merely treat the symptoms rather than the cause of BPD. “It’s tough on the families because they’re transforming the home into some sort of an ICU,” says Dr. David Riley, a neonatologist at Cook Children’s and also the chief medical officer at AyuVis.

In addition to the biology and chemistry aspects of development, there is an entire industry to support the infrastructure needed to get these life-changing advancements to market. Over the past couple of decades, North Texas has become a leader in the life sciences and drug development industry, attracting the types of companies that create a pharmaceutical powerhouse and the talent to fuel ongoing growth. North Texas is home to McKesson, one of the larg est pharmaceutical distribution companies in the world. In addition, it has recently attracted the first non-coastal location of BioLabs, an international net work of shared lab and office space. There are many other companies in the space that operate under the radar, quietly making a difference for patients and a name for the region as one that supports and develops life-changing medicines. Here are four of them.

STAGE 1: IN THE LAB NANOSCOPE THERAPEUTICS Co-founded in 2009 by Sulagna Bhattacharya and Samarendra Mohanty, Nanoscope Therapeutics has developed several biomedical innovations that in clude diagnostic and therapeutic treatments. Most of the company’s innovations have centered around bringing sight to the blind. Bhattacharya grew up with a family connection to degenerative retinal dis ease and was inspired to pursue the science behind inherited retinal degeneration, a group of visually

The company is designing immunotherapy drugs that control inflammation and infection and can attack the root cause of BPD and potentially other conditions. Other immunotherapy drugs suppress the body’s immune response, but research has shown that AyuVis’ respiratory treatments do not reduce the immune response.

AYUVIS When premature babies are born more than two months early, they often injure their fragile lungs and develop bronchopulmonary dysplasia, a breathing disorder where the lungs don’t develop properly. The disease can be mild or severe but can cause breathing difficulty into the teen years, and the children spend a lot of time in the hospital and need extensive care. Fort Worth-based AyuVis aims to change the way these babies are treated.

debilitating diseases that can lead to blindness that a ffect millions of people around the world. These diseases are especially painful because the patients know exactly what they are missing. “They’re not born blind. They have seen the world and are gradually losing their vision,” Bhattacharya says. “They’re losing their world. So, when they go through this journey, it’s a very traumatic journey for the pa tient as well as their family.”

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The Bedford-based clinical-stage company has nu merous gene therapies in the works at various points in the developmental process, and investors are be ginning to take notice. The company has raised more than $25 million through various private funding and non-dilutive funding efforts. It has also received orphan drug designation from the FDA for a treat ment that will allow it to continue to develop medi cines that a ffect fewer people.

BHATTACHARYASULAGNA TherapeuticsNanoscope

BY THE TIME MOST PEOPLE HEAR ABOUT a pharmaceutical advancement, chances are that the scientists have been waging war against a specific dis ease or condition for years, if not decades. According to industry group PhRMA, it takes 10 to 15 years on average to develop a new medicine from the moment of discovery through the regulatory process. The pro cess is expensive, too. Estimates range from just un der $1 billion dollars to $2.6 billion to get a drug out of the lab and into the pharmacy.

SUCHISMITAACHARYA AyuVis

Bhattacharya knows the power of medicine, as she lost both her parents to Covid-19. She is fueled by much more than just making a profit and is hopeful that their treatments will hit the market in the next two to three years. “We have seen the impact in the patients, so I’m optimistic,” Bhattacharya says. “It will bring so many patients relief in their life.”

STAGE 3: DELIVERY & SERVICES

099DCEOMAGAZINE.COM SEPTEMBER 2022 2022 HEALTHCARE ANNUAL DERRICKMILES CourMed STARLINGR’KES Reveles

The venture’s name comes from a combination of Ayurveda, traditional Indian medicine that means life science and knowledge and Vision, represent ing the founder Suchismita Acharya’s ability to plan ahead. Eight years in and with $6.6 million raised, the company is looking forward to its first clinical tri al and bringing some solace to families dealing with a premature child struggling to breathe. “It took quite a bit of time, but it’s a very interesting journey,” Acha rya says. “We have a goal to help these pre-term ba bies to grow with healthy lungs so that they can have their quality of life.” CLINICAL TRIALS

COURMED

REVELES

In addition, the Covid-19 pandemic has put a damper on clinical trial participation, and local re searchers are reporting difficulties in recruiting pa tients for research and trial purposes. Finally, clinical tr ials have not reflected the diversity of the popula tion that will eventually benefit from them. A U.S. Food and Drug Administration report on drug trials between 2015 and 2019 showed that trial partici pants were 7 percent Black and 13 percent Hispanic. According to the census, the U.S. is 13 percent Black and 18 percent Hispanic. That lack of representation could have medical impacts, as a diverse population may react differently to the medicine being tested.

“Customers don’t want to leave and want to get all those services at home. They don’t want to leave and go to the dentist or the doctor,” Miles says. “With the abil ity to get all the services, they get their time back.”

During the pandemic, CourMed shifted into the vac cine distribution market. The company organized health care providers and helped connect them to patients need ing a Covid-19 vaccine, and CourMed connected patients with a pharmacy that may have gained a new customer. Partnerships with McKesson, Microsoft, and Goo gle helped CourMed grow quickly, and the business ha s continued to evolve. Today, it focuses on deliv ering healthcare services to patients in their homes rather than products. The company helps source everything from optometrists to dentists willing to make house calls.

Once a drug is ready to be tested on humans, clinical trials must occur to ensure the medicine is safe and effective. Trials can be costly, inconvenient for po tential subjects, and time-consuming for all parties involved. Often, a clinical trial is the last ray of hope for a patient su ffering from a debilitating or fatal ill ness, so providing greater access to these medicines is even more essential.

Starling launched the Southlake-based business in 2020 after several years with McKesson and is cur rently in a pre-seed round of raising money. As of this spring, the company onboarded 12 customers, with eight more on the way. As a Black entrepreneur, he knows that decentralizing and digitizing the process will allow for a more diverse trial population.

Location isn’t the only advantage Reveles provides to patients and trial sponsors. Having trial partici pants interact with a nurse in their home rather than a clinical investigator has proved helpful. “Patients will be more open to the provider as opposed to the in vestigator; it’s a common phenomenon,” Starling says. “Our role is to capture all that information and get it back to the principal investigator and the sponsor.”

R’Kes Starling’s company, Reveles, looks to change all of that by allowing patients to undergo a clini cal trial in their own homes. Using telehealth, elec tronic consent, in-home nursing support, and home health, Reveles manages trials so that patients can go through the entire process without worrying about transportation and other barriers that keep patients from participating. Reveles is ahead of the curve; EY predicts that by 2024, 50 percent of all clinical trials will be hybrid or remote.

STAGE 2:

Founder Derrick Miles has even been a beneficiary of the services. After working out one day, he found that his ear was clogged, and there was nothing he could do about it. He avoided a hectic trip to the emergency room when a provider came to the house to unclog his ear. Not only was it more convenient, but it was also cheaper than a visit to the ER, he says.

At its heart, McKinney’s CourMed is a technology platform built to connect customers with services. Miles has expanded the business to connect concierge physicians to patients, leveraging the CourMed cus tomer base to raise the concierge physician’s practice.

CourMed launched before the pandemic as a health care delivery service, crowd-sourcing drivers to offer next-day delivery of pharmaceutical and healthcare products. Partnering with pharmacies to cover the cost of delivery, the business quickly grew, as consum ers prioritized convenience and the gig economy grew.

you.

The biggest part of our name will always be the smallest– of. We are Blue Cross and Blue Shield of Texas. Which means we are of our communities, of our loved ones, of a promise passed down for a healthier tomorrow. And above all else, we will always be of service... to

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SEPTEMBER 2022 101 Hospital system leaders grapple with an industry that’s in flux while preparing for the future. THEWEATHERINGSTORM story by WILL MADDOX DANYLCHENKOYAROSLAV 2022 HEALTHCARE ROUNDTABLE

“We’ve gotten smart about how we invest in accountable care through data and analytics.” “We’ve been able to weather that storm because we’re in affiltion with 50 different colleges and universities, so we have talent coming into the pipeline through internships, externships, clinical rotations, and the like. We also got in front of the storm cloud by implementing raise programs to retain people, particularly in the clinical space. For example, in our most portable workforce—the ladies and gentlemen who work in housekeeping, food services, or plant throughChildren’s,100nursingourtheythesethatallowmechanicsprogramimplementedoperations—wealivingwagesixyearsago.Thewereinplacetoustoimmediatelyscaleupsothatwecanretainvaluableindividuals,asareanimportantpartofpatientcareteam.Ontheside,wehavenursesindifferentdepatmentsatand60ofthemwentretrainingandoffered

on survival—on equipment, PPE, and keeping our people safe—that we got away from some of our core tenets of culture. That’s something we’ve been reinvesting in with programs that focus on making sure everyone remembers why they work in the facilities they do, why they love to serve the community, and why their roles are so important. When we started to look at why people were leaving the workforce entirely or leaving us, wages were a part of it. But there was more to it. Often, it was due to their direct supervisors. All the turnover that had happened in our workforce meant that people were now supervisors who had never been trained to be leaders. Our culture program started at the bottom, but we’ve now expanded all the way up to the level of the chief nursing officer to ask ‘What do you know about being

was the number of available medical professionals to train and treat patients. We were at the point with Omicron where we began to see lines forming outside the emergency department. At some point, you can’t treat people because you do not have the capacity to treat them. We have 50,000 employees statewide in our DR. SANJAY SHETTY: “All of us saw through the pandemic that the rising contract labor prices changed the dynamic of the entire workforce. Suddenly, the stickiness to an institution changes when nurses can travel across the country and make enough to pay off a motgage in six months. During the pandemic, we were so focused a leader? What do you know about employee engagement and retention? How can we make you better at that part of your job?’ It is paying dividends with respect to retention. From a recruitment standpoint, we’ve expanded our international recruiting, and we’re thinking about new pipelines we can open. We’re opening two

DR. SANJAY SHETTY, Steward Healthcare System

2022 HEALTHCARE ROUNDTABLE 102 SEPTEMBER 2022 DCEOMAGAZINE. COM

WHAT ARE THE CURRENT ECONOMICS OF THE LABOR MARKET IN YOUR HEALTH SYSTEM, AND HOW ARE YOU ATTRACTING AND RETAINING TALENT? CHRIS DUROVICH:

more than 1,500 shifts. That’s a lot of person power to put back into the system with a very incremental expense.”

IN THE PAST COUPLE OF YEARS, North Texas healthcare executives have faced multiple generational challenges, dealing with everything from COVID-19 to physician and nurse shortages that have led to a fierce war for talent D CEO’s healthcare news site recently brought together three of the region's most influential leaders to disuss the changing nature of healthcare and how it impacts hospital systems. Participating were Chris Durovich, president and CEO of Children’s Health; Peter McCanna, CEO of Baylor Scott & White Health; and Dr. Sanjay Shetty, president of Steward Health Care System. The conversation touched on the future of the pandemic, how providers can embrace value-based care, and what a hospital system may look like in the future. Here’s a recap of the discussion.

PETER MCCANNA: “Labor is a very serious public health problem. A lot of industries are facing workforce shortages. But during the surges of the pandemic, particularly the last Omicron surge, it wasn’t the number of physical beds that was restricting assets; it system. We have more than 12,000 nurses, and this workforce shortage affets all allied health professionals. So, it’s a severe problem. It’s acute, and we believe it’s a long-term problem. We are addressing it in a disciplined fashion. Our program is the four Rs: recruit, retrain, retain, and reduce agency (using staffing encies to fill positions). Bfore the pandemic, we had essentially zero contract agency nurses. At the peak of the January Omicron surge, we had 1,500, at rates of $150 to $200 an hour. These are massive investments. It is the most significant near-term and long term problem facing hospital systems, but it’s something that we can fix. e need to attract young people to the profession because it’s a profession of purpose, it’s going through a lot of change, and it is an exciting place to work.”

RANKED IN 10 CHILDREN’HOSPITSPECIALTIESALSS BEST 2022- 23 CARE.PEDIATRICTHELEADINGWAYIN At Children’s Health,SM we specialize in caring for families across North Texas and beyond. Our leaders are committed to driving innovative medical research and advanced treatment options to make life better for children. childrens.com

MCCANNA: “Healthcare healthcare–you can’t access us. If you were in retail, that would be a cardinal sin. So, we want to be accessible through multiple channels and give you care when, where, and how you want it. And it will be personalized to you. We can take information about you, maybe we even have your DNA profile, and we will hit that up against 300 million records and find a cohot that looks a lot like you and use pattern recognition to give you a diagnosis and to issue a treatment plan that we believe will work. Physicians will still have a big role, but it will be augmented by AI. It’s a very exciting future because the tools are uniquely different than thy were just five or 10 years ao to achieve this.”

The country is a very diverse place, and what works in Massachusetts and Florida is probably several years ahead of where we are right now in Texas, which is a market that is much more fee-for-service based. We expect to see that continue to evolve as we engage with payers.” how to do, which is going to be prevalent in the use of the genome. That, in turn, engenders a whole lot of machine learning and a whole bunch of artificial intellience. Notwithstanding examples in the past five years of Ebola, COVID, and monkeypox, I also think we’re going to see a resurgence of infectious disease, and that’s going to force us to rethink the lines between healthcare and public health. Each of us in our respective organizations is living with this every day. Finally, I think we’re going to see the home continue to play a more important part in care, and this is also going to impact our staffing.oday, we think about clinical care teams of nurses and respiratory therapists and patient care techs and the like. I envision a time in the future when those job descriptions will change.”

SHETTY: “One positive of the pandemic is that it forced agility, innovation, and a willingness to experiment with things that no one was willing nursing schools—one in Florida and one in Arizona.’”

“Physicians will still have a big role, but it will be augmented by AI.”

believe in the model and are also incentivized to believe in the model. We’ve gotten smart about how we invest in accountable care through data and analytics, making sure that every dollar we’re putting toward the program is going to reduce total medical expense and yield a better quality score.

DUROVICH: “We now have mapped the human genome, which is only going to accelerate what we understand, what we know causes what, and ultimately, how we work through how best to diagnose and treat within that dimension of using the genome. We’re going to continue to have the conversation about what we know how to do, but also the ethics of what we know accounts for $1 for every $5 spent in our economy. I think we’re going to see an evolution in healthcare that will look and feel a lot like what you expect from service providers in the other areas of your life—an ecosystem that gives you an array of choices, ease of navigation, and is accessible. What service business issues 50 percent back orders on any given day? That’s what we do in to experiment with before. Telehealth is a great example of that. We went from 2 percent usage to as high as 70 percent. It’s back down now, but not to where it was. People are more used to doing things virtually, and hospitals are going to provide a smaller and smaller sliver of care. In thinking about our hospitals in the future, they are going to have more and more ICUs, with more care

2022 HEALTHCARE ROUNDTABLE 104 SEPTEMBER 2022 DCEOMAGAZINE. COM

WHAT CAN YOU SHARE ABOUT WHAT YOUR SYSTEM HAS LEARNED IN THE PAST TWO YEARS?

PETER MCCANNA, Baylor Scott & White Health

TAKE A TRIP 10 OR 15 YEARS INTO THE FUTURE. HOW WILL HEALTHCARE SYSTEMS BE DIFFERENT FROM WHAT WE EXPERIENCE TODAY?

MCCANNA: “The pandemic forced us into a different managerial operating style. We moved from mission control to what we call mission command, meaning we are clear about what the goal is but allow the commanders in the field to innoate and achieve those goals. There are fabulous things that are going to pay dividends down the road as we go through the modernization of healthcare. We have learned how rapidly we’re able to apply virtual care in our environment. We’ve just scratched the surface of virtualization in healthcare. We’re in the firt inning but have an optimistic future where everything that is done short of a procedure will be done through a virtual channel and, on top of that, a home channel.”

WHY HAS THEENCOUNTEREDCHALLENGESBASEDEMBRACEDSTEWARDVALUE-CARE,ANDWHATHASITALONGWAY?

SHETTY: “We started in 2010 from a set of six community hospitals, then owned by the Boston Archdiocese, so we embraced accountable care because it was a survival mechanism. We’ve taken on value-based contracts in the commercial space, and we’ve aligned ourselves with a large network of physicians who

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“Rough estimates say that there will be 150,000 more children in North Texas five years from now.”

the national leader in hospitalat-home, to provide that option to patients who need it. We’d like to think no one ever requests medical records for our patients because they stay in our system, but when I looked at a competitor’s system, it was about 50/50. Patients in healthcare today, particularly if you break it down see is some hospital growth but especially continued growth on the accountable care side. The Medicare model of a sole focus on seniors is something that’s going to be replicated with Medicaid and eventually the commercial and employer space, where each of those populations can have specific needs. We believe that’s where relationship with almost 300 school nurses. We’ve been able to train our team to deliver care virtually, and we have used apps to continue to engage on a extraordinarilytheirchildrenusebasis.business-to-consumerOuropportunityistoallofthoseoutletstoreachand,moreimportant,parents.Thefutureisexciting.”

CAN YOU GIVE US A LOOK INTO WHAT THE GROWTH STRATEGY LOOKS LIKE FOR YOUR SYSTEMS?

2022 HEALTHCARE ROUNDTABLE

SHETTY: “We’ve been on this growth journey for a number of years, and going forward, it will probably look similar to what we’ve done in the past, which is looking for communities that have a set of hospitals with a paired set of physicians and an affilte network that matches our model. We also divested a portion of our Medicare ACO business. It was described as a divestiture, but it’s probably closer to a partnership with CareMax. We could do this ourselves, but we could partner with someone who’s already good at it and has that access to capital to accelerate our journey. What we’re going to the future is going, and we want to accelerate our journey to pathways where we’re being incentivized to deliver highquality, lower-cost care.”

MCCANNA: “We believe in building out the ecosystem both up and downstream from the hospital to give you what you need. We can’t do that all by ourselves. We’ve got to develop partnerships. We have a long history with United Surgical Partners International and its ambulatory surgery centers, so we’re used to doing this as a health system. We’ve also announced a hospital-at-home partnership with Contessa Health, which is considered by generation, have much less loyalty than you might think. We believe if we are providing them with what they want, where they want it, when they want it, we can increase loyalty. And when we increase loyalty, revenue will grow.”

DUROVICH: “There are roughly 20 million kids in the United States under the age of 5. Getting them vaccinated is the most fail-safe way we can continue to protect people. The Kaiser Family Foundation found that fewer than 20 percent of parents of children younger than 5 are indicating they will get their children vaccinated. That’s not a good statistic. Other vaccination rates are down more than 3 percent, so we have an infectious disease issue that may creep back into our lives. If you combine that with increases in measles, chickenpox, and hepatitis, it underscores the importance of timely vaccinations.”

DUROVICH: “Rough estimates say that there will be 150,000 more children in North Texas five years from now than there are today. What we have endeavored to do is to provide multiple points of interaction. We have our flagship, we have our hospital in Plano, we are part of the Redbird mall development, and we are in the process of opening another facility in Prosper. Through partnerships with two providers, Haven Healthcare and Perimeter Healthcare, we’ve gone from 12 psychiatric beds to 55 beds available. We’ve also moved into the technology space as an independent provider. We have a tele-school relationship with 250 school nurses and tele-mental health

CHRIS DUROVICH, Children’s Health

106 SEPTEMBER 2022 DCEOMAGAZINE. COM moving out of the clinic and into the home. As mentioned, it’s already starting. For those embracing accountable care models, they are thinking about a more efficient y to do this. For things that we would never have thought could be possible, the pandemic has forced us to say, ‘Wait, maybe we should give it a try.’ If you aren’t going to let me do inpatient surgery, can we try it as an outpatient? That is going to be huge. So what do we do with these big assets of hospitals? We’ve got to think about how we redesign and deploy them for other purposes and serve a narrow niche. I think the future also involves more directly engaging with the consumer. We have engagement with employers, with school districts, and with municipalities because they’re recognizing the value of having a local partner. We need to recognize the power of serving their needs in a much more direct and meaningful way.” HOW HAS THE PANDEMIC IMPACTED VACCINATIONS?PEDIATRIC

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HOSPITAL HISTORY

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BAYLOR UNIVERSITY MEDICAL CENTER

The Texas Memorial Sanitarium was established in 1903 on the site of the Good Samaritan Hospital in East Dallas.

‘A Importance’HospitalofGreat

when dr. charles rosser founded the university of Dallas Medical Department in 1900, there wasn’t a nearby hos pital that accepted medical students for training. So, he estab lished his own by purchasing a two-story, 14-room mansion on Junius Street in East Dallas and named the 25-bed facility the Good Samaritan Hospital when it opened in 1901. At the time, an office visit ct $1 and a home visit cost $2, with 50 cents added every mile the physician traveled beyond Dallas city lim its. On the same site in 1903, the Texas Memorial Sanitarium was established and eventually the school and hospital became affilted with Baylor University and was renamed the Baylor University Medical Center. In 1950, another expansion led to a seven-story, George W. Truett Memorial Hospital on the Baylor University Hospital campus. Nine years ago, Baylor Health Care and Scott & White Healthcare combined, creating Texas’ most extensive nonprofit healthcare sytem. Today, it has 52 hospitals, with academic medical centers in Dallas, Fort Worth, and Temple. The system delivered on Rosser’s mission to build “a hospital of great importance.” Even back then, he believed his actions would be “the initial step in the promotion of a great general hospital of the future.”

Established in 1903 story by WILL MADDOX

diversity, equity & inclusion.

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