DCEO August/September 2020

AUGUST/S E P T E M B E R 2020

2020

H E A LTH C A R E A N N UA L How CEOs can fight racism in the workplace

CEO

N O N P R O F I T AND C O R P O R AT E C I T I Z E N S H I P AWA R D S

“IT’S IMPORTANT

TO STEP UP AND BE LEADERS.” Cynt Marshall, Dallas Mavericks CEO, on the power of community engagement WWW. DCEOMAGAZI NE.COM

AUGUST/SEPTEMBER 2020

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COVID -19 didn’t stop Beverly – it made her more ESSENTIAL than ever.

Beverly Horne Events Manager | Furlough Kitchen | Dallas

S TAY SA F E , T E X A S

When the COVID-19 shutdown reached Dallas, Vestals Catering became Furlough Kitchen — and Beverly Horne became essential.

Now she’s feeding furloughed employees and delivering hot meals to healthcare workers at area hospitals. It’s a different way of working — she wears a mask and gloves, practices social distancing and follows strict new hygiene procedures. But that’s how she protects herself and everyone she serves. So to Beverly and thousands of other workers across Texas, we say thank you for making yourselves essential. We’re proud to be on the job with you as our state moves toward better days ahead. See Beverly ON THE JOB at texasmutual.com/onthejob. © 2 020 Texas Mutual Insurance Company

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We’re here when and where you need us.

Being prepared is nothing new to us.

Getting the care you need, from a team you trust, is more important than ever.

Whether you need to see your primary care physician, schedule a procedure or be seen for COVID-19 symptoms, we’re ready to get you back to Better.

Through our COVID-19 Safe Care program, we’re prepared to care for you and your family. Now and always. Learn more at BSWHealth.com/SafeCare.

Physicians provide clinical services as members of the medical staff at one of Baylor Scott & White Health’s subsidiary, community or affiliated medical centers and do not provide clinical services as employees or agents of those medical centers or Baylor Scott & White Health. ©2020 Baylor Scott & White Health. 99-ALL-170350 BD/GD

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Your formula for growth.

At MidFirst Bank, we are committed to local business.

Through personalized service and unparalleled expertise, we offer one-of-a-kind solutions that help businesses like yours thrive. Discover how our lending solutions can add up for you.

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FOCUSED ON THE FUTURE.

H O M E TOW N CO N N E C T I O N S . WO R L DW I D E P E R S P E C T I V E .

At Haynes and Boone, LLP, diversity is an important and integral part of our culture.

We believe that diversity enhances innovation and the delivery of quality legal services to a diverse marketplace.

We are proud to support the 2020 D CEO Diversity and Inclusion Symposium and join you in your efforts to strengthen and support equality in our DFW communities and beyond.

haynesboone.com

Austin Charlotte New York

Chicago Dallas

Dallas - North Denver Fort Worth Houston London Mexico City

Orange County Palo Alto San Antonio Shanghai

The Woodlands

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© 2020 Haynes and Boone, LLP

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Imagine.

Empower.

Impact.

For 30 years, TREC has been investing in Dallas’ most distressed communities by donating funds, deploying member volunteers, forging partnerships and collaborating on community-driven growth opportunities.

We’ve accomplished a great deal, but there is still work to be done as we look ahead to the next 30 years of investing in our communities, developing the next generation of our city’s leaders, and advocate for a more equitable Dallas for all.

Build The City You’ve Imagined.

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COMMITTED TO SECURITY YOUR

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Our only vested interest is our clients.

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30 YEARS

O F S E RVI C E

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Giving selflessly deserves recognition.

Children’s HealthSM congratulates all the D CEO Magazine Nonprofit & Corporate Citizen Award finalists. Because of your generosity, the future has never looked brighter for children.

Collaboration of the Year Park Place Dealership and Children’s Health Most Successful Fundraising or Awareness Campaign Children’s Medical Center Foundation at Children’s Health Innovative Collaboration DPR Construction and Carson Leslie Foundation and Women’s Auxiliary to Children’s Medical Center Dallas

Learn more at childrens.com

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makersmark.com WE MAKE OUR BOURBON CAREFULLY. PLEASE ENJOY IT THAT WAY.

Maker's Mark 46® Kentucky Straight Bourbon Whisky, 47% Alc./Vol. ©2020 Maker's Mark Distillery, Inc., Loretto, KY.

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Kent Eastman with Simmons’ Dallas leadership team. Pictured from left to right: Pete Thompson, Steve Dalri, Laura Condley, Chris Stephens, Angella Miller, Bruce Katz, Julie Jones, Kyle Beall, Chris Doxey, Kent Eastman, Jason Hammons, Virginia Ceballos-Garcia, Tim Maiden, Jim Patterson, Jim LaFontaine, Garlon Ebanks, Craig Caldwell, Stacy Bowers

A commitment to the community that’s as big as Texas.

Simmons Bank welcomes our new Texas Division President, Kent Eastman.

With 38 years of experience, Kent brings visionary leadership and a genuine passion for banking to lead our rapidly growing presence in Texas. He joins a long legacy of Simmons Bank leaders empowered to make local decisions for the good of the communities we live in. Our Texas team is here to provide you with individualized service on everything you need for personal and business banking. What all can we do for you?

• • • •

Commercial Lines of Credit Treasury Management Commercial Real Estate Equipment Financing

• • • •

Wealth Management Mortgage Lending Personal Banking Business Banking

For more information, contact Jason Hammons - 972-624-2905

Kent Eastman

Subject to credit approval.

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The Lexus LS and Sewell’s unmatched customer service. Nothing less than extraordinary.

Dallas

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Diversity is not an option.

We consider it a standard.

When we come together, we can do more.

We’re committed to driving Diversity + Inclusion in communities across the country.

Learn more at toyotadiversityreport.com

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Since its inception, Thanks-Giving Square has been an aspirational expression of what Dallas could be.

Through it all, kindness, connection, equity and action have made us who we are. For the last 40+ years, it’s been our mission to make Dallas a better, more grateful place, starting in our own hearts, homes and communities. If you believe that we can all live together in virtue, then join us in this work.

Dallas, the City of Thanks-Giving. It can’t happen without you!

Engage with us at www.thanksgiving.org/engage Support us at www.thanksgiving.org/support

Grateful to be selected as a finalist in D CEO’s 2020 Nonprofit and Corporate Citizenship Awards

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SpeaKer SponSor

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C E O, TH E DA LL A S M AV E R I C KS

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We are honored to be recognized for our partnership with so many

well-respected organizations that offer a helping hand to those in need.

Community service is woven into the fabric of Atmos Energy’s culture, and our 4,800 employees take pride in fueling safe and thriving communities every day. We pledge to continue that outreach as part of our commitment to provide safe, reliable and clean natural gas.

— KEVIN AKERS, PRESIDENT & CEO

Atmos Energy congratulates President & CEO Kevin Akers on his recognition as a finalist for the Corporate Leadership Excellence Award.

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7/23/20 11:37 AM 8/5/20 4:18 PM

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-Blaine L. Nelson, President & CEO

14160 Dallas Parkway, Suite 605 Dallas, TX 75254 469.965.1600 | info@blnelsongroup.com www.blnelsongroup.com

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CONTENTS A U G U S T/S E P T E M B E R 2 0 2 0

VO LU M E 1 5 | I S S U E 0 6

HIGH-IMPACT LEADER Marsha Williamson, CEO Dallas 24 Hour Club

40

Giving Begins At Home Never before has the need been so great. Here’s a look at corporate citizens and local nonprofits that are making North Texas even stronger.

PLUS: Community Hero Mark Cuban, page 49 story by BIANCA R. MONTES photography by SEAN BERRY

50

Where Everyone Belongs CEOs are scrambling to create workplaces that are more diverse, equitable, and inclusive. Experts share 10 key strategies that can help—and the four biggest mistakes to avoid. story by CHRISTINE PEREZ

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

79

Healthcare Annual Economic impact, hospital leader perspectives, and emerging trends in the healthcare industry amid the COVID-19 pandemic. stories by WILL MADDOX

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CONTENTS

26 EDITOR’S NOTE

DOSSIER Russell Laughlin, Hillwood

31

34 MEET THE 500

Peter Beck, The Beck Group 3 4 L O C A L LY S O U R C E D

Calyan Wax Co. 3 6 O N T H E TA B L E

Stan Richards, The Richards Group

FIELD NOTES

70

55 LESSON LEARNED

Carrie Freeman Parsons, Freeman 56 ECONOMY

How Texas’ economy can flourish after the wreckage of COVID-19 and low oil prices.

58 ON TOPIC

Hesam Hosseini of Match.com and Match Affinity, Chi-Yeh “Angela” Boone of Fort Worth Gasket & Supply, and Charlie Morrison of Wingstop Restaurants give a six-month outlook on their industries.

60 THOUGHT LEADER

Sandra Bond Chapman, founder of the Center for BrainHealth, explains how to increase and extend your brainpower.

OFF DUTY 63 PURSUITS

Jeff Dorrill, Haynes and Boone

64 MY PET

Nancy Brown, American Heart Association 6 6 W E L L -T R AV E L E D : B I G C E DA R L O D G E

Lauren Olaya, Olaya Sport 68 ART OF STYLE

2020

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

Preston Evans, John T. Evans Co.

How CEOs can fight racism in the workplace

ON THE COVER:

70 ROOTS

Cynt Marshall of the Dallas Mavericks, photographed by Sean Berry

CEO

Genevieve Caruncho-Simpson, Texas Health Aetna

66

C A LYA N C A N D L E C O U R T E S Y O F C A LY A N W A X C O . ; G E N E V I E V E C A R U N C H O - S I M P S O N C O U R T E S Y O F G E N E V I V E C A R U N C H O - S I M P S O N ; R U S S E L L L AU G H L I N BY J O N A T H A N Z I Z Z O ; G L A M P I N G C O U R T E S Y O F B I G C E D A R L O D G E

3 1 YO U N E E D T O K N O W

N O N P R O F I T AND C O R P O R AT E C I T I Z E N S H I P AWA R D S

96 END MARK

Publisher and civil rights leader A. Maceo Smith

024

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“IT’S IMPORTANT

TO STEP UP AND BE LEADERS.” Cynt Marshall, Dallas Mavericks CEO, on the power of community engagement

DCEOMAGAZINE.COM

8/10/20 2:26 PM

Working together to channel diversity into strength.

Inclusion, acceptance, and equality are embedded in BKD’s values and culture. By celebrating our differences, leveraging our unique talents, and developing an awareness of our unconscious biases, we can build the cultural competence to better understand our co-workers and clients.

Everyone needs a trusted advisor.

Who’s yours? bkd.com/sky • @BKDLLP

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LETTER FROM THE EDITOR

Using Our Megaphone

PLAN. WORKSITE FINANCIAL RETIRE. EDUCATION ENJOY.

Gardner Wallace specializes in lifeexperienced cycle financial planning The team at Gardner Wallace Financial Solutions and delivering worksite provides a wide array of financial financial are solutions to education. their clients, We working closely with them Financial to identify CFE Certified needs, develop appropriate Educators® trained to deliver solutions and implement a plan financial Contact that evolvesliteracy. with them throughus all life stages.

Because no two for more information on this individuals or businesses are highly appreciated identical, the Gardnerbenefit.

Wallace team crafts customized plans to help you meet your unique goals.

Pictured left to right: Patrick K. Wallace, ChFC®, CFEd®; Frances Gardner, CFP®, CFEd®, CDFA™ Robert Gardner, CEPA, CFEd®, LUTCF; Andrew Gardner, CFP®, CFEd®

FRANCES RUTCHIK GARDNER CFP®, CFEd®, CDFATM 972.833.2565 972.833.2565 yourteam@gardnerwallace.com gardnerwallace.com gardnerwallace.com

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SECURITIES OFFERED THROUGH KESTRA INVESTMENT SERVICES, LLC (KESTR A IS), MEMBER FINR A/SIPC. INVESTMENT ADVISORY SERVICES OFFERED THROUGH Securities offered through Kestra Investment Services, LLC (Kestra IS), member KESTRA ADVISORY SERVICES, LLC (KESTRA AS), AN FINRA/SIPC. services A F F I L IInvestment A T E O F Kadvisory ESTRA I S . Goffered A R D Nthrough E R W Kestra A L L A Advisory CE Services, AS), F I N ALLC N C (Kestra IAL SO L Uan T Iaffiliate O N S IofS Kestra N O T IS. A FGardner F I L I A TWallace E D WFinancial ITH K E S T R A I S O R K E S T R A A S .

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

Enhances EE Benefit Participation Robust Financial Curriculum Enhances EE Production Customized Financial Plans

as i write this note, it has been two years to the day since I rejoined D CEO magazine and took the helm as editor. In welcoming me back, Wick Allison, our beloved founder, had exactly seven words of advice for me: “You have a megaphone. Use it wisely.”

For the editorial team, this has meant working harder to seek out stories that truly represent the region’s diverse business community.

It has meant leveraging insights from on-the-ground experts, like brainpower guru Sandra Bond Chapman (page 60) and the terrific economists from SMU, who write in this issue about Texas’ prospects for a post-pandemic rebound (page 56). It has meant telling you about people you may not know, but should, like Russell Laughlin of Hillwood (page 31). And sharing surprising things about your peers.

(It’s what our “Off Duty” section, starting on page 63, is all about.)

Using our megaphone in this issue means sharing the stories of business and nonprofit leaders who work very hard, often under the radar, to help others and strengthen North Texas. (Read about all 90+ Nonprofit & Corporate Citizenship Awards finalists on page 40.) Our access to the C-Suite also gives us an opportunity to provide advice when leaders need it most—and help effect change. For our “Where Everyone Belongs” feature (page 50), we talked with eight diversity experts about what business leaders can do to move beyond lip service and create workplaces where all employees are included, have equitable opportunities, and can experience a true sense of belonging.

This is a critical matter that must be tackled from the top. But there are plenty of things that non-CEOs can do, too. Speak up when you see injustice or bad behavior. Take time to meet and talk with people outside your circle, and really listen. Seek out job candidates from nontraditional sources. Make sure development opportunities are available to all. Educate yourself and grow in your understanding.

The diversity in our great community and country gives us an advantage; it’s worth cultivating— and appreciating.

Christine Perez Editor

DCEOMAGAZINE.COM

8/6/20 4:40 PM

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P U B L I S H E R Gillea Allison EDITORIAL EDITOR Christine Perez MANAGING EDITOR Will Maddox ONLINE MANAGING EDITOR Bianca R. Montes ASSOCIATE EDITOR Kelsey J. Vanderschoot CONTRIBUTING EDITORS Richard Alm, Brandon J. Call, W. Michael Cox EDITORIAL INTERNS Plamedie Ifasso, Sofia Krusmark, Ben Swanger, Paige Walters

ART DESIGN DIRECTOR Hamilton Hedrick STAFF PHOTOGRAPHER Elizabeth Lavin LEAD DIGITAL DESIGNER Emily Olson

A DV E R T I S I N G ADVERTISING DIRECTOR Rhett Taylor ASSOCIATE PUBLISHER OF PROFESSIONAL SERVICES Kym Rock Davidson SENIOR ACCOUNT EXECUTIVES Cami Burke, Haley Muse MANAGING EDITOR OF SPECIAL SECTIONS Jennifer Sander Hayes DIGITAL REVENUE DIRECTOR Tracy Albertson DIGITAL AD OPERATIONS MANAGER Riley Hill

MARKETING & EVENTS BRAND MANAGER Carly Mann EVENTS DIRECTOR Bethany Kempfe ADVERTISING ART DIRECTOR Katie Garza BRAND INTERN Grace Inthathirath EVENT INTERNS Maggie Hightower, Melanie Cavendish

AU D I E N C E D E V E LO P M E N T DIRECTOR Amanda Hammer COORDINATOR Sarah Nelson DATA ENTRY SPECIALIST Jae Chung RETAIL STRATEGY MANAGER Steve Crabb MERCHANDISER David Truesdell AUDIENCE DEVELOPMENT INTERN Madison Jackson

PRODUCTION DIRECTOR John Gay DIGITAL IMAGING SPECIALIST Natalie Goff

BUSINESS CONTROLLER Debbie Travis ACCOUNTING MANAGER Sabrina LaTorre STAFF ACCOUNTANT Lesley Killen IT TECHNICIAN Luan Aliji

WEB EDITORIAL DIRECTOR Matt Goodman WEB EDITORIAL INTERN Abby Blasingame

MAIL 750 N. Saint Paul St., Ste. 2100, Dallas, TX 75201 The magazine assumes no responsibility for the return of unsolicited manuscripts.

WEBSITE www.dmagazine.com/publications/d-ceo MAIN OFFICE 214-939-3636 ADVERTISING 214-939-3636 x 128 REPRINTS 214-939-3636 SUBSCRIPTION SERVICES For immediate assistance, call 214-939-3636 x 232.

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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.

For custom publishing inquiries, call 214-540-0113.

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

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7/29/20 3:31 PM

Mandy Austin Dallas Market President, Bank of Texas

Donisha Santiago-Anderson Director of Human Resources, Dallas Area Habitat for Humanity

Gilbert Gerst Community Development Banking Manager, Bank of Texas

Together, We’re Improving Our Communities.

Bank of Texas is proud to support D CEO’s Diversity & Inclusion Symposium. We believe a diverse workplace is essential and helps us be better business and community partners. We are honored to join D CEO in this movement.

www.bankoftexas.com

Bank of Texas is a trademark of BOKF, NA. Member FDIC. Equal Housing Lender BankOfTexas.indd 1

. © 2020 BOKF, NA

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NORTH TEXAS NEWSMAKERS

YOU NEED TO KNOW

For Hillwood’s Russell Laughlin, Patience Is a Virtue The development exec specializes in coordinating public-private partnerships for massive infrastructure deals that can take decades to come together. story by SHAWN SHINNEMAN photography by JONATHAN ZIZZO

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DOSSIER

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To make it happen, Laughlin successfully convinced all the myriad, finicky players involved to allow the building of privately developed managed lanes. Crews will soon begin work on the final stretch of Interstate 35W. AllianceTexas needed that connectivity back to Fort Worth and east toward Dallas, but how the company did it, and sold it, speaks to everything Laughlin has learned about real estate, infrastructure, and the public sphere: You have to show a benefit to all sides. In his estimation, the state got a free highway rebuild. And, although drivers may not like the private owners’ ability to adjust managed lane prices as traffic dictates when russell laughlin worked for ross throughout the day, Laughlin says the project Perot’s 1992 presidential campaign, he had no gives the public a new highway and the option to idea how important a role politics would play pay for a better, faster way of getting from here in his career. The Hillwood exec comes from an to there. “It goes back to community benefit,” he architecture and master planning background— says. “We understood that you couldn’t come over education he first put to use working in Saudi and build a toll road, and that’s Arabia, learning about real esthe only option for all. It just tate and infrastructure develop“YOUR ELECTED wouldn’t work.” ment where “budgets weren’t a OFFICIALS Laughlin knew when he beconcern.” Pair that with his exCOME AND gan work on the North Tarrant perience helping get Perot on the GO. YOUR CITY Express that he was looking at ballot, and Laughlin emerged MANAGERS a project that would span two uniquely prepared to work in the decades. Such is the nature of wonky arena in which he now COME AND GO. his business. He’s already lookfinds himself: huge transportaYOUR MAYORS ing out another 10 or 20 years, tion projects that take years or COME AND GO. actively engaged in the 242-acre even decades to come together.

BUT RUSSELL IS Frisco Station, in which HillAlong with the nuts and bolts STILL THERE.” wood is a partner. And he’s workof the plans, Laughlin is tasked ing on planting vertiports across with getting all the right govthe region, so that Uber Elevate ernment agencies and political ROSS PEROT JR. Hillwood can fly us around in air taxis. The leaders on board. regulatory complications will be After Ross Perot Jr.’s Hillplentiful there, but Uber tapped wood kicked off AllianceTexas a guy for help who knows how to in the late 1980s, the success of navigate those complex waters. the sprawling development—centered around “He’s been doing it for so long, I think he knows an industrial airport—led to transportation more about the roads system than a lot of public issues to and from downtown Fort Worth and officials in the market,” says Perot Jr. That allows toward Dallas. In the early 2000s, Laughlin Laughlin to do a very important thing in making began spearheading one of the largest transthese long-term deals happen: gain trust. “Your portation projects in Texas history—the North elected officials come and go. Your city managers Tarrant Express. It encompasses more than 40 come and go. Your mayors come and go,” Perot miles of highway improvements to Interstates says. “But Russell is still there.”

820 and 35W and State Highways 183 and 170.

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H I G H I M PAC T

Laughlin’s Major Projects

01 The North Tarrant Express, a network of highways connecting Dallas, Tarrant, and Denton counties, encompasses 40 miles of highway improvements and introduced the state’s first managed lane concept.

02 Fort Worth Alliance Airport’s runway expansion, a two-decades-long project that relocated a highway and rerouted rail systems to allow nonstop flights to Europe and Asia.

03 Partnering with the City of Southlake to connect State Highways 114 and 170.

Today, work is underway to complete the final stretch of S.H. 170 through Westlake, Roanoke, and far north Fort Worth.

04 Uber Elevate’s Skyports, which will create testing grounds for future aviation mobility technologies and set the standards needed for new airspace regulations.

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8/4/20 1:43 PM

CFT’s President and CEO Dave Scullin side by side with CFT’s Board Chair Alfreda Norman

Give Hope and Help Since 1953, Communities Foundation of Texas has been side by side with partners like you, working towards the vision of a thriving community for all.

Join us in supporting the critical work of local nonprofits.

All North Texas nonprofits are impacted by COVID-19 and need our help regardless of whether they are on the front lines. Please continue or increase financial support for these key partners, especially those having to cancel programs, performances, events and fundraisers.

Contact us if we can help connect you or your company to nonprofts in need.

Learn more and give to any of CFT’s COVID-19 relief funds at CFTexas.org/COVID19.

Save the Date!

CFT’s 12th annual North Texas Giving Day is Thursday, September 17! Since 2009, more than $290 million has been raised for local nonprofits. Through North Texas Giving Day, everyone can be a philanthropist!

Search 3,000+ local nonprofits and give early beginning September 1.

Give on North Texas Giving Day from 6 a.m. - midnight at:

NorthTexasGivingDay.org

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DOSSIER

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

Bundles of Soy

MEET THE 500

PETER BECK Executive Chairman THE BECK GROUP

as the story goes, young henry c. “peter” beck III called his mother and father “Mr. and Mrs. Arch,” after the arches in their Dallas home, designed by the late Philip Johnson. In 1977, he joined the Dallas-based construction firm founded by his grandfather in 1912 and run by his father from 1948 to 1974. After a couple of years, he left to attend grad school at Stanford then rejoined the company in 1981. Beck took the helm of the company in the early 1990s and helped pioneer the design-build strategy, a move that helped The Beck Group grow to become one of the most formidable companies of its kind in the nation. Beck handed off day-to-day operations to Fred Perpall in 2013, and segued into his current role, executive chairman. He currently serves on the Southwestern Medical Foundation board, The Salvation Army’s DFW Metroplex Command Advisory Board, and the Design Futures Council board.

EDUCATION: Stanford Graduate School of Business (MBA), Princeton University (BSE) FIRST JOB: “I leased space for the Trammell Crow Co. at Park Central and learned the importance of persistence and patience in accomplishing goals.”

TOUGHEST CHALLENGE: “Surviving several significant losses on building projects in the late 1980s when many developers could not fund them.”

ADVICE FOR AN 18-YEAR-OLD ME: “When doing business with a customer, leave the last dollar on the table for them. It’s not about maximizing profits on any one deal, but rather the benefit of the relationship over many deals.”

FAVORITE PET: “A black Lab named Coal.”

FAVORITE MOVIE: “All of Me, starring Steve Martin and Lily Tomlin” FAVORITE THING: “A book named Atlantic Game Fishing,

formerly owned by Ernest Hemmingway.

Hemmingway wrote the chapter on Marlin fishing, which his [second wife’s] Uncle Gus introduced him to. He gifted the book to the uncle and included several inscriptions.”

GREATER GOOD: “Improving public education is one of the most critical issues we face, particularly around early childhood development. We cannot let entire generations of children suffer in poverty with limited aspirations and no opportunity to learn.”

DESTINATIONS OF CHOICE: “Idaho, Africa, and East Texas” LOOKING AHEAD: “I’m most excited about the opportunity to integrate the various disciplines in the architecture, engineering, and construction industry.”

driven by a passion to help survivors of human trafficking, Calyan Wax Co. CEO Jacob Johnson has quickly taken his self-pour soy candle company from its humble beginnings in his mother’s home to its first brick-and-mortar venue in Arlington. Along the way, sales have grown from about 2,000 candles in 2017 to nearly 40,000 last year. Now joined in the venture by four other young entrepreneurs, Johnson’s efforts have raised more than $54,000 (5 percent of revenue) for Addison-based Traffick911, a nonprofit that pairs survivors with advocates and mentors. Calyan’s products are available in stores across North Texas, including Whole Foods, and the company is on track to sell 100,000 units this year.

Poured in either clear or matte black tumblers or vintage amber jars, the candles have a clean, handsome aesthetic and pack a fragrant punch, with a dozen scents such as Cedar + Tobacco and Apples + Maple Bourbon. — Sofia Krusmark

B E C K BY J A K E M E Y E R S ; E G G R O L L S C O U R T E S Y O F C A LY A N W A X C O .

A group of young entrepreneurs created Calyan Wax Co. with a higher mission in mind.

GIVING BACK

An interest in social entrepreneurship led Jacob Johnson to launch Calyan Wax Co. three years ago. It’s on track to more than double its sales this year.

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

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7/27/20 4:34 PM

If you’re too busy, nothing changes.

If it doesn’t affect you, nothing changes.

If you don’t stand up for those without a voice, nothing changes.

Volunteer. | Donate. | Corporate Social Responsibility.

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DOSSIER

O N T H E TA B L E

A Brilliant Mind: Stan Richards The founder of The Richards Group is the creative genius behind some of advertising’s most memorable campaigns.

advertising icon stan richards says he’s confident about two things: One, he will never retire, and, two, The Richards Group will never be sold—even after he dies. “You have to understand that I love what I do. It’s the most fun that I have. Why would I want to give that up?” he story by BIANCA R. MONTES asks me, in between bites of a Jason’s Deli sandillustration by JAKE MEYERS wich. Since 1953, Richards has gone from an East Coast transplant who nobody would hire to the owner of a billion-dollar powerhouse.

He spent his early years in Philadelphia, where his father worked two jobs to provide for his family. To entertain himself, the young Richards would draw—a talent his mother fostered by en“I’M JUST A GENUINELY rolling him in a Saturday NICE PERSON; I DON’T art class at a nearby college REALLY WORK HARD AT and one that he further deBEING LIKABLE.” veloped at the prestigious Pratt Institute in Brooklyn.

Eager to work for the best in the industry, Richards headed to Los Angeles after graduating in 1953, with his mind set on working for Saul Bass—the man behind logos for Bell, Kleenex, and AT&T. A stop in Dallas to sharpen his interviewing skills changed everything.

“I had grown up in the East where there is a certain abrasiveness in all your relationships; when I got to Dallas, I found it was very different,” Rich-

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ards says. “People here were warm and welcoming and supporting. … I decided that I was going to stay in Dallas because I loved the people.”

Things came to a turning point in 1976, when an executive from Mercantile Bank asked him to pitch an ad campaign. Almost overnight, The Richards Group went from being a design firm to a full-service advertising agency. Next came transforming the nearly bankrupt Motel 6 with the “We’ll leave the light on for you,” campaign, a high-impact rollout for Corona beer, and the renegade Holstein cows that put Chick-fil-A on the map.

At 87, Richards still runs his agency alongside his successor, Glenn Dady. And, although he’s a regimented man—he starts every day with a bowl of oatmeal with blueberries and grabs dinner at Central Market every night—Richards was surprised when I said he’d been described as a charismatic drill sergeant. “The drill sergeant part is valid because I am very demanding of myself and the people who are part of this organization,” he says. “The charismatic part, I don’t understand that. I’m just a genuinely nice person; I don’t really work hard at being likable.”

Looking ahead, Richards has ensured that his more than 650 employees never wake up one morning and find out that they’re working for a holding company. He has donated all of his company’s stock to a nonprofit—no, he would not say which one—with the understanding that they can never sell it. “This place is worth a lot of money,” Richards says. “I am perfectly willing to walk away from whatever amount to see to it that it keeps getting better and better, even long after I am gone.”

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8/6/20 3:57 PM

If you don’t embrace differences, how will you achieve long-term value?

Commitment to diversity and inclusion fuels innovation, fosters collaboration and helps deliver long-term value.

Congratulations to the Southwest 2020 Entrepreneur Of the Year® Finalists.

Winners will be announced October 2nd.

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ADVERTISEMENT

ASK THE EXPERT

Changing Jobs in the Middle of a Pandemic Rogge Dunn, Rogge Dunn Group

What level of job movement are you seeing during the pandemic?

Given the sizeable layoffs of senior executives and employees, especially by companies with significant brick-and-mortar facilities, I am seeing substantial concerns over job security and high job turnover.

What should executives do to prepare for a potential layoff, furlough, or company bankruptcy?

First and foremost, be prepared. Good risk management is anticipating challenging events before they occur and planning for same in advance. Adverse employment actions are less devastating if you are ready to respond promptly.

First, collect all key documents regarding your employment and compensation. Be sure you have the most current version of your employment contract or offer letter and any other agreements with your employer.

Collect all deferred comp and other benefit plans, confidentiality, non-compete and nonsolicit covenants. It’s best practices to collect, safeguard, and analyze those documents now, rather than asking for them when a potential layoff is looming, because that may tip off your employer that you are looking for a job.

And, most potential employers will ask for a copy of your non-compete or non-solicit covenants. So, it’s best to have them handy when they are needed.

Second, take time to analyze your deferred comp benefits to determine what triggers accelerated vesting, or cancellation or forfeiture of those benefits. Third, learn your timeframes to exercise RSUs, stock options, and other equity instruments. Know the requirements to receive participating units or trailing commissions. Some deferred comp plans impose short timeframes for the former

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employee to exercise their deferred comp instruments. Many times, those deadlines are 30 days after employment ends. I’ve even seen them as short as the executive’s last day of employment. It’s important to know and meet those deadlines.

What is the single biggest barrier to a laid off executive finding a new job?

Non-compete and non-solicit covenants continue to be the biggest impediment to a seamless move to a new employer. Executives should understand the limitations placed on them and their reduced marketability due to their non-compete obligations. They should obtain legal advice regarding whether or not their non-compete is enforceable as written or whether it is overly broad and would not be enforced, or whether a court would reduce the scope of the restrictions in the noncompete. Knowing the extent to which a noncompete is enforceable helps an executive laser focus their job search on competitors and industries not likely to be covered by their non-compete.

How can executives protect themselves if they are likely to be laid off?

Review your CV, polish it, and obtain the advice of an executive search firm regarding available opportunities. If a layoff is on the horizon, exploring opportunities now through an executive search firm is highly recommended. The higher level an executive is, the more lengthy the courtship period.

Finally, headhunters can vet opportunities and present your candidacy as part of a confidential job search that maintains your anonymity.

The takeaway: It’s important to prepare now for layoffs that are likely forthcoming given COVID-19 and our struggling economy.

Rogge Dunn represents companies, executives, and entrepreneurs in business and employment matters. These include the CEOs/presidents of American Airlines, Baker Hughes, Beck Group, Dave & Busters, Gold’s Gym, Haggar Clothing, Halliburton Energy Services, Kinko’s, Merit Energy, Steak n’ Shake, SunEdison, Texas Capital Bancshares, Texas Tech University, Crow Holdings, and Whataburger. Corporate clients include Adecco, Beal Bank, Benihana, CBRE, Cintas, DuraServ, Match. com, Rent-A-Center, and Outback Steakhouse. Dunn has been honored as a Texas Super Lawyer every year that award has been given by Thompson Reuters Service, as one of the top 100 attorneys in Texas, and a D Magazine Best Lawyer 11 times. Rogge Dunn is one of only approximately 25 attorneys in Texas Board Certified in Civil Trial Law and Labor and Employment Law by the Texas Board of Legal Specialization.

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500 N. Akard St., Suite 1900 Dallas, Texas 75201 214.220.0077 dunn@trialtested.com www.roggedunngroup.com

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8/5/20 4:17 PM

GIVING BEGINS HOME

N O N P R O F I T a n d C O R P O R AT E C I T I Z E N S H I P AWA R D S

at

Never before has the need been so great.

Here’s a look at corporate citizens and local nonprofits that are making North Texas even stronger.

WHEN THE CORONAVIRUS BEGAN MAKING ITS WAY TO NORTH TEXAS, THE REGION

was better equipped than most to handle it—not just because of its extensive medical resources, but because of its robust base of nonprofits and involved corporate citizenry. In recognition of their efforts, D CEO received more than 500 nominations in its 2020 Nonprofit & Corporate Citizenship Awards program. In the end, editors selected more than 90 finalists for recognition—including Dallas Mavericks owner Mark Cuban, winner of the Community Hero award. You can read even more about all finalists at our news site.

Award winners will be revealed at a special virtual event on Aug. 25.

stories by P L A M E D I E I FA S S O , S O F I A K R U S M A R K ,

W I L L M A D D OX , B I A N C A R . M O N T E S , C H R I S T I N E P E R E Z , B E N S WA N G E R , K E L S E Y J . VA N D E R S C H O O T, A N D PA I G E WA LT E R S portraits by S E A N B E R R Y

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2020

I N N OVAT I V E C O L L A B O R AT I O N C E L A N E S E C O R P.

and Social Venture Partners Dallas partnered to provide high-impact, capacity-building services to area nonprofits. Nine Celanese employees left their full-time roles and instead were embedded with After8toEducate, Bonton Farms, and Miles of Freedom.

C O R P O R AT E S O C I A L RESPONSIBILIT Y

DALLAS MAVERICKS THE NBA TEAM AND ITS

C H A R L E S S C H WA B & C O .

and Boys & Girls Clubs of America’s partnership has helped more than 1 million youth gain critical money management skills. They recently updated the program’s curriculum for Gen Z and beyond.

DPR CONSTRUC TION

has collaborated with Carson Leslie Foundation and the Women’s Auxillary to Children’s Medical Center Dallas on a Hoot & Holler benefit concert, held at Gilley’s. To date, they’ve raised $570 million for medulloblastoma research and more.

foundation set the standard for corporate responsibility in 2020. As of midyear, it had donated more than $1.9 million in food, hand sanitizer, personal protective gear, and funding to hospitals, nonprofits, and first responders. It also was the first to provide salaries to game night event staff after play was suspended. “We don’t always play the game of basketball, but we’re always playing the game of life,” says CEO Cynt Marshall. “It’s important to step up and be leaders and use our platform to bring people together.”

H E A LT H W I L D C AT T E R S ’

CEO Hubert Zajicek formed a rapid reaction force called Health Hacking Crisis Network to evaluate COVID-19 needs and build a network of ideas and best practices.

The platform led to mask and face-shield projects and a translation and 3D printing project.

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C O R P O R AT E S O C I A L R E S P O N S I B I L I T Y

PNC BANK

Led locally by Brendan McGuire, regional president, PNC Bank takes a hands-on approach to community involvement in its mission to be both

an excellent financial partner and a good neighbor. The company created PNC Grow Up Great, a $500 million initiative that champions early childhood education by helping prepare underserved children from birth to age five for success in school and life. “We listen to our communities so that we can better understand and support their needs,” says Amber Scanlan, senior vice president. Since 2017, PNC Bank has invested millions in local education nonprofits and arts organizations. It also lends its advocacy voice to related initiatives, has an employee donation-match program, and encourages volunteerism.

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C O R P O R AT E PA R T N E R OF THE YEAR D E L O I T T E and CHILDREN’S CHORUS OF G R E AT E R DA L L A S

The accounting firm partners with Children’s Chorus of Greater Dallas, serving as lead sponsor and facilitating strategic planning sessions that created a five-year plan for the nonprofit.

N O R T H PA R K C E N T E R

and DA L L A S C A S A The iconic shopping center hosts Dallas Court Appointed Special Advocates’ premier fundraising event, Parade of Playhouses, displaying custom playhouses that raise money to support children in the foster care system.

2020

C O R P O R AT E L E A D E R S H I P E XC E L L E N C E

How do you decide which nonprofits your company supports?

“We look at everything as being an integral part of the community and trying to be good neighbors. The things that we participate in are close to our employees’ hearts and minds.”

“We have a general interest in supporting the arts, entrepreneurship, and fundamental human needs, through groups like the North Texas Food Bank. Those are our three main areas.”

“It’s one thing to give money; we want to participate and support things where our team members and clients and clinicians can get involved.

That’s where you get powerful impact.”

“Something really important to me deals with a quality of fairness and the systemic processes that we have in place that result in poverty and racism and other horrible attributes in society.”

Kev i n A ke r s ATM OS E N E RGY CO.

Craig Hall H A LL G RO U P

Susan Salka A M N H E A LTH C A R E S E RV I C E S

Mark Rohr C E L A N E S E CO R P.

SRS REAL

IN - KIND SERVICE SUPPORT

E S TAT E PA R T N E R S /

and A L Z H E I M E R ’ S A S S O C I AT I O N

Fundraising efforts for the nonprofit began in Dallas but grew to include initiatives at 27 SRS and Cypress Equities offices around the country.

To date, the firms have raised $400,000 for Alzheimer’s Association.

Honorees in this category provide meaningful pro-bono work or other support to help a nonprofit organization accomplish its mission.

BAKER BOTTS NO NP R O F I T: Advocates for Community Transformation (ACT) I M PACT: Baker Botts attorneys have donated thousands of volunteer hours since they began working alongside ACT in 2009, including about 1,300 hours in 2019. Recently, the firm represented community members fighting for peace in West Dallas.

C A D D I S H E A LT H C A R E R E A L E S TAT E NO NP R O F I T: 29 Acres I M PACT: Caddis donated real estate development expertise valued at $500,000 to help 29 Acres open a supported living community in Cross Roads, Texas, and provide support services for adults with Autism Spectrum Disorder.

T OYO TA M O T O R N O R T H A M E R I C A and T E X A S

ORANGETHEORY FITNESS

S P E C I A L O LY M P I C S

NO NP R O F I T: Special Olympics Texas I M PACT: Ginny Lewis, regional fitness manager, provides weekly virtual classes to all Special Olympics athletes across Texas.

This improves the fitness of participants and also means a welcome weekly visit during these isolating times.

Toyota’s Plano campus hosts unified Special Olympics events, and the company sends volunteers to numerous Special Olympics events statewide while serving as a global sponsor.

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WEIL, GOTSHAL & MANGES NO NP R O F I T: Dallas Volunteer Attorney Program (DVAP) I M PACT: The local office of Weil provided more than 4,000 pro bono service hours in 2019 and thousands more already in 2020—including work through the firm’s innovative Lend-A-Lawyer program, created in partnership with DVAP.

H E A D S H OT S C O U R T E S Y O F C O M P A N I E S

CYPRESS EQUITIES

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C OV I D - 1 9 C O M M U N I T Y I M PAC T

Responding to a crisis When the pandemic hit, K I M B E R LY- C L A R K C O R P.

took an immediate and comprehensive approach to help. It provided millions of products and millions of dollars in financial support, both locally and globally.

“Our response to this crisis is guided by our vision to provide the world with essentials for a better life,” says Mike Hsu, chairman and CEO.

When C E N T U R I O N A M E R I C A N ’s Sean Terry

heard about a nurse who was sleeping on her balcony, he got permission from his boss to open the company’s Statler Hotel to those on the frontlines.

“We wanted them to have a place where they could stay without having to worry about going home and infecting their families,” Terry says.

C O R P O R AT E S O C I A L RESPONSIBILIT Y

TEXAS INSTRUMENTS SINCE 1954, TI AND ITS

foundation have donated $14.2 million to the Dallas Symphony Orchestra. In response to COVID-19, they provided a $5 million grant to United Way for needs in education, income, and health outcomes in North Texas. “We believe that education is the pathway to economic opportunity, and our giving strategy reflects that,” says foundation executive director Andy Smith. “Our commitment to building equitable communities through the transformative power of education is our highest giving and volunteerism priority.”

Mark Melton of HOLLAND & KNIGHT

single-handedly started the Dallas Evictions 2020 Project, pulling together more than 100 attorneys to provide advice to tenants concerned about being evicted during the pandemic. He also spoke to the Dallas City Council to pass eviction-related resolutions.

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C O R P O R AT E S O C I A L R E S P O N S I B I L I T Y

BANK OF TEXAS

Along with its parent, BOK Financial, Bank of Texas provides hundreds of nonprofits with advocacy, facility

support, volunteers, and more. “Being known as a good corporate citizen and one who works in concert with the not-for-profit community for the greater good is a key component of our culture,” says Norm Bagwell, Bank of Texas CEO. In 2018, the most recent year for which figures are available, BOK contributed $5.39 million to 641 nonprofits, $3.16 million to United Way, and 18,843 volunteer hours to various philanthropic and community causes. Through the years, one of the bank’s primary benefactors has been The Family Place, a nonprofit that aids victims of family violence.

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C O L L A B O R AT I O N OF THE YEAR

Through creative, innovative, and data-driven approaches, these companies worked with local nonprofits to drive meaningful impact across the North Texas region.

C A P I TA L O N E Capital One, Major League Hacking, NAF Academies, Dallas ISD, Plano ISD, and Uplift Education joined forces to provide the largest-ever AI programming lesson.

N E C C O R P. NEC Corp. of America partnered with Dallas ISD’s Herbert Marcus Elementary to fund its Catch Up and Read program, provide mentoring, and help with other volunteer projects.

C O R P O R AT E S O C I A L RESPONSIBILIT Y

HOLLMAN INC. TRAVIS HOLLMAN,

president and CEO of Hollman Inc., believes that education and innovation fuel success. This led him to create the Hollman Higher Education Learning Program, or Hollman HELPS, in partnership with Dallas College. “It was a radical move to offer free education to all of our employees, as well as their spouses and dependents,” Hollman says.

“It has been extraordinary to see families, especially those from our plant, take this as an opportunity to change the course of their lives.”

PA R K P L AC E

H E A D S H OT S C O U R T E S Y O F C O M P A N I E S

Park Place Dealerships collaborated with Children’s Health to take the pediatric hospital’s “Cape Day” to the next level, with a program that involved all dealerships in the region.

L E A D E R S H I P E XC E L L E N C E : S M A L L O R G A N I Z AT I O N S

VIZIENT Vizient employees supported Dwell with Dignity with volunteer services, financial support, and a professionally produced video to use in the organization’s marketing efforts.

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BRIDGEBUILDERS

In 2018, when an organization his late father founded in 1990 began to flounder, Jonathan Fechner left his

job to rescue BridgeBuilders, becoming its CEO. In a short time, he has transformed the nonprofit into a vibrant ministry that supports South Dallas communities. “We seek to empower the community and the residents we walk with on a day-to-day basis,” Fechner says. “I don’t want BridgeBuilders to be the voice of the community; I want community residents to be the voice.” In response to COVID-19, BridgeBuilders has donated more than 3,000 meals, cleaning supplies and baby products, transportation for senior adults, and produced a virtual athletic skills camps for area kids.

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VO L U N T E E R OF THE YEAR

2020

SOCIAL ENTERPRISE

WAY N E M AY N A R D

Angel Flight South Central Chairman of the Board, Wayne Maynard joined Angel Flight South Central 14 years ago as a volunteer pilot. Along with flying, he helps with fundraising events, recruits pilots, and implements new initiatives.

MY POSSIBILITIES My Possibilities is Texas’ largest provider of services for adults with intellectual and developmental disabilities. But it wanted to do even more. Led by Michael Thomas, the group created MPact Inc., a public benefit corporation. It made its initial investment in Soap Hope, an e-commerce business for natural home and body cleaning products that employs people with intellectual disabilities.

DALLAS CASA Dallas CASA has grown from serving 40 percent of children in foster care in 2014 to more than 95 percent of children today. Under the leadership of Kathleen LaValle, it also worked with the Texas Governor’s office, California-based Saving Innocence, and EarthX to develop a unique training program that helps advocates recognize the signs of sex trafficking of youths in state custody.

L I F E L I N E F O R FA M I L I E S C H E R I E B R A AT E N

Junior Players For 25 years, Cherie Braaten has organized auctions at Junior Players’ annual gala and for five years served as co-chair of the gala committee, helping the nonprofit raise $60,000 in revenue in 2019.

Angela Giessner took a creative approach to help homeless students when she founded Lifeline for Families in 2003. She leveraged move-in specials at apartment complexes to place homeless families in empty units. The nonprofit has sheltered more than 6,500 people, allowing schoolchildren to have a roof over their heads and an uninterrupted educational experience.

TA L K S T E M With a focus on developing female leaders in STEM fields, the organization has developed a curriculum to engage youths in relevant learning through innovative means, such as short video walking tours of public landmarks that highlight key mathematical and scientific concepts. The nonprofit is led by founder Koshi Dhingra.

JORGE BALDOR

L E A D E R S H I P E XC E L L E N C E : L A R G E O R G A N I Z AT I O N S

Latino Center for Leadership Development

H E A D S H OT S C O U R T E S Y O F C O M P A N I E S

Jorge Baldor has helped launch and lead many organizations, including the Latino Center for Leadership Development, co-founded in 2015. He continuously advocates for education and social issues.

M O N I C A H AV E R S A R G E N T

Readers 2 Leaders Monica Haver Sargent goes beyond being a reading buddy for Reader 2 Leaders. The finance committee chair also helped the group revise budgets and manage cash flow.

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What is your most successful leadership strategy?

“Be honest. Integrity matters. When your team can trust you to openly communicate the good news and the bad news in full transparency, they will be better prepared to embrace the actions and changes needed.”

“I’ve found ‘the rules of the road’ guidelines from my time at Delta to be simple but impactful, and they can be embedded in any culture: honesty, integrity, respect, perseverance, and servant leadership.”

“Excellent listening skills and empathy ... combined with asking thoughtful questions that bring about another’s best thinking, can lead to significant and meaningful results, change, and progress.”

“Upon starting a new position, I take as much time as needed to meet and personally talk with everyone, observe all of the programs in action, and set up structures to encourage ongoing open dialogue.”

Paige Flink TH E FA M I LY P L AC E

Jef f Fehlis AMERICAN CANCER SO CI E T Y SO U TH R EG I O N

Ke n N ov i c e DA L L A S S U M M E R MUSICALS

Russell A . Smith R E F U G E E S E RV I C E S O F TE X A S

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2020

O R G A N I Z AT I O N O F T H E Y E A R

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SIZE

NAME

MISSION

Micro

Abide Women’s Health Services

To improve birth outcomes in communities with the lowest quality of care.

Cessilye Smith Co-Founder, Executive Director

Micro

DFW Angels

To walk alongside children in the foster care system and their caretakers.

Erin White President

Micro

DFW Asylum-Seeker Housing Network

To love asylum seekers by serving their physical and relational needs.

Ashley Freeman Founder

Small

Better Block Foundation

To educate, equip, and empower communities to reshape and reactivate built environments.

Jason Roberts Founding Director

Small

Hearts for Homes

To improve the living conditions of low-income senior homeowners in Denton County.

Susan Frank Founder and Executive Director

Small

Ranch Hand Rescue

A sanctuary for animals and a counseling center for people founded on hope and healing.

Robert “Bob” Williams CEO

Small

The Society of St. Vincent de Paul of North Texas

A network inspired by Gospel values, growing in holiness, and building a more just world.

Michael Pazzaglini Executive Director

Small

Thanks-Giving Foundation

To bring together diverse people on the common ground of gratitude.

Kyle Ogden President and CEO

Midsize

Advocates for Community Transformation

Use the justice system to empower inner-city residents to fight crime on their streets.

Reid Porter Founder and President

Midsize

Black Tie Dinner

Raise funds for gay, lesbian, bisexual, transgender, and queer supportive organizations in DFW.

Jeremy Hawpe and Brad Pritchett Co-Chairs

Midsize

Family Gateway

To provide stability and support services to children and families affected by homelessness.

Ellen Magnis President and CEO

Midsize

The Real Estate Council

Catalyze community investment, influence policy, propel careers, and develop tomorrow’s leaders.

Linda McMahon President and CEO

Large

EarthX

To inspire and energize the global community to create a sustainable world for all living things.

Trammell S. Crow Founder

Large

Genesis Women’s Shelter & Support

To provide safety, shelter, and support for women and children experiencing domestic violence.

Jan Langbein CEO

Large

Operation Kindness

To care for homeless cats and dogs in a no-kill environment until they are adopted.

Bob Catalani CEO

Large

Healing Hands Ministries

To provide compassionate, accessible, quality care to all of its neighbors.

Janna Gardner Founder and CEO

Major

Buckner International

Transform the lives of vulnerable children, enrich the lives of senior adults, and build healthy families.

Dr. Albert Reyes President and CEO

Major

CitySquare

To fight the causes and effects of poverty through service, advocacy, and friendship.

Larry James CEO

Major

ChildCareGroup

To teach children and parents, train early childhood professionals, and assist families.

Tori Mannes President and CEO

Major

Resource Center

Empower LGBTQ communities and people affected by HIV through education and advocacy.

CeCe Cox CEO

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LEADERSHIP

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EMERGING O R G A N I Z AT I O N OF THE YEAR

What motivated you to start your nonprofit?

“I wanted to educate the community about how to work with individuals with disabilities and differences. We want to reach as many people as possible with the message of spreading inclusion and compassion.”

H o l l i s O we n s TO B E LI K E M E

“I wanted to find a way to help [younger mothers] who wanted better for her kids and for the 9-year-old kid who found themselves in the position that I was in when I was that age. The goal is to alleviate poverty’s intractable foothold.”

R a n d y A . B ow m a n AT L A S T ! I N C .

“It was a way for [co-founder Anurag Jain and me] to leverage our business and startup experience and our passions for helping workers and people who have food insecurity. The goal is to create a sustainable long-term model.”

Patrick Brandt GET SHIFT DONE

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L E A D E R S H I P E XC E L L E N C E : S M A L L O R G A N I Z AT I O N S

THE MAIDEN FOUNDATION TWIN BROTHERS TERRENCE

and Tim Maiden—former TCU football players— launched their nonprofit 15 years ago. It helps high school students find success, emerging male leaders tap into their potential, aids local community events and school drives, and serves meals to the homeless. The organization’s mantra is courage, compassion, and commitment. “It has provided our family with a great platform to invest in historically undercapitalized communities for the better good,” Terrence says.

L E A D E R S H I P E XC E L L E N C E : S M A L L O R G A N I Z AT I O N S

CENTER FOR ASD

Finding resources and services challenging to come by for her autistic son, Lisa Boultinghouse decided to begin helping families experiencing the same struggles. That led to the Center for ASD. Through the organization, Boultinghouse and her team work to improve the quality of life of individuals affected by autism and other special needs. They support families by ensuring the center is a place where all individuals can be safe, unjudged, and appreciated. “Our ultimate goal is to continue our work and keep our programs affordable,” Boultinghouse says. “To grow our participants so they can be happy, healthy, and successful individuals.”

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N O N P R O F I T AWA R D S

C OV I D - 1 9 C O M M U N I T Y I M PAC T

This award recognizes organizations that changed course, expanded, or otherwise took extraordinary measures in response to the pandemic.

U N I T E D WAY O F M E T R O P O L I TA N DA L L A S

The organization’s response to the COVID-19 pandemic included deploying $3.9 million in resources to more than 300 community-based organizations that serve vulnerable populations.

CARTER BLOODCARE/ UTSW MEDICAL CENTER

UTSW pathology professor Dr. Nicole De Simone works with Carter BloodCare to use plasma from recovered COVID-19 individuals to treat those hospitalized by the virus.

PA R K L A N D H E A LT H & H O S P I TA L S Y S T E M

L E A D E R S H I P E XC E L L E N C E : S M A L L O R G A N I Z AT I O N S

DALLAS 24 HOUR CLUB WHEN MARSHA WILLIAMSON

arrived at the 24 Hour Club in 2013, the organization’s facilities were in less-thanideal shape. Now its CEO, Williamson’s efforts and leadership have guided the group to build a new 75-bed facility that serves hundreds of men and women seeking a new life away from drugs and alcohol. The nonprofit touts a 25 percent resident success rate—far above the national average. “I am constantly expanding our footprint in our community, so those who need help know where to come,” Williamson says.

Health system staff have been providing COVID-19 testing, expanding it to the underserved and at-risk communities with mobile sites throughout Dallas.

NONPROFIT TEAM OF THE YEAR H I G H L A N D PA R K U N I T E D METHODIST CHURCH

The Dallas church raised $2 million during the pandemic for multiple new initiatives, including the provision of free meals, grocery gift cards, and other aid.

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The education team at the N A S H E R S C U L P T U R E C E N T E R created experiences for residents during the shelter-in-place order, reaching more than 44,000 community members. H E A L I N G H A N D S M I N I S T R I E S ’ dental team left their specialty clinic to provide care to low-income and uninsured populations. The adolescent reasoning Initiative team for the C E N T E R F O R B R A I N H E A LT H at the University of Texas at Dallas trained 600 educators and administrators—who have shared their newfound knowledge with approximately 80,000 students—to use cognitive science-based programming that fosters reasoning, problem-solving, and innovation in teens. T E X A S R A N G E R S M L B YO U T H AC A D E M Y AT M E R C Y S T R E E T coordinated 20 coaches, managed a $15 million facility, and oversaw drills for the athletic benefit of 250 children per day in West Dallas.

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N O N P R O F I T a n d C O R P O R AT E C I T I Z E N S H I P AWA R D S

MARK CUBAN

MOST SUCCESSFU L FUNDRAISING OR AWA R E N E S S C A M PA I G N

250 Dallas Children’s Advocacy Center volunteers spent 27 hours at Klyde Warren Park repeatedly reading the names “Jane Doe” and “John Doe” for the 27,456 cases of child abuse reported in a year’s time.

COMM U NIT Y HE RO

AS THE THREAT OF COVID-19 BEGAN TO

spread across North Texas, Dallas Mavericks owner Mark Cuban stepped up as a prominent hero for those on the front line—compensating stadium personnel and others who were unable to work and joining his NBA team and its foundation to offer hands-on help throughout the community. As Black Lives Matter protests formed in Dallas and across the globe, Cuban didn’t hesitate to use his influence to stand up against systemic racism. His words have resonated—and provided an example for other business leaders to follow.

“We have a pandemic that has raised the anxiety level of every human in this country

1,800 people took to their treadmills or neighborhood streets for a Red Balloon Run that raised $680,000 for Children’s Medical Center Foundation at Children’s Health.

2020

and a social movement that is looking to break a chain of systemic racism and propel this country to a better future,” Cuban tells D CEO about his motivation to speak out.

“Because I have a platform and because I’m not beholden to a party, a company, or anyone but my love for this country, my family, and my conscious, I realized I had the opportunity and obligation to speak out and share my experience. So, I did.”

Cuban’s generous philanthropy and Mavs Foundation’s far-reaching involvement are just two examples that local leaders point to when singling out Cuban for recognition. He says it’s all part of a “long road” to show appreciation for his adopted hometown and the opportunities it has given him. “The energy, the spirit, the heart, the can-do optimism—it’s like anyone in Dallas can do anything if we only prepare them and give SHOWING UP Cuban joined them a chance,” Cuban says.

Mavs players and “That’s why I love Dallas so others in May at a George Floyd much. It has given all those and racial justice vigil outside things to me. Hopefully, I Dallas Police can repay it.” headquarters.

$300K

25K+ people reached through a seven-part video podcast for New Friends New Life, where leaders touched on how healthcare, media, and the legal system intersect with human trafficking.

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I M AG E C O U R T E S Y O F M I L E S H E A R N E

raised by about 900 CEOs, other leaders, and elected officials at an inaugural fundraiser for Texas Offenders Reentry Initiative.

M AY 2 0 2 0

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story by

CHRISTINE PEREZ

CEOs are scrambling to create workplaces that are more diverse, equitable, and inclusive. Experts share 10 key strategies that can help—and the four biggest mistakes to avoid.

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SHUTTERSTOCK

LISA ONG SPENT 30 YEARS AT PWC, MOST

recently as national diversity director, before leaving in January to launch her own consulting business, Wishing Out Loud. She expected to be busy, but had no idea how quickly demand for her services would accelerate.

“Everyone is calling asking for more help in

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diversity, equity, inclusion, and belonging,” she says. “I’ve never seen this many people who are willing to raise their hand and say, ‘I need to do better. I want to do better. Help me do it.’”

The shocking death of George Floyd, which came after a series of other violent events, was the tipping point that sparked what the American Psychological Association’s president calls “a racism pandemic.” The social justice movement quickly made its way from the streets to corporate boardrooms. It has been a wake-up call for CEOs; diversity, inclusion, equity—and racism and bias—are issues that need to be confronted from the top-down.

“Belonging is what we are going for, but you

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cannot achieve it without the diversity, equity, and inclusion focus,” Ong says. And it must go beyond training sessions and become a strategic imperative, she adds: “If it’s not helping you grow your business or save your business, then why are you doing it?”

The social justice movement may have brought these issues to the fore, but they have existed forever, says Felicia Johnson, founder and managing director of The Gatson Group.

“Conversations on these topics have been taking place all along in workplaces around the country by people who have been and continue to be impacted by unfair work practices, lack of career opportunities, racism, and workplace bias,” she says. “Every employee

deserves an opportunity to be seen and heard and not made to feel disregarded or marginalized. Every employee deserves an opportunity to be successful. Every employee deserves an opportunity to contribute at their optimal level. I would ask CEOs and business leaders, ‘What are you doing to ensure this is happening equitably across your organization?’ I can only hope they will not let this opportunity pass and will instead put power to their words, because every employee matters.”

The challenge is, many leaders don’t know where to begin. To provide guidance, D CEO talked with eight CEOs, chief diversity officers, and expert consultants. Here are their recommendations.

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ONE: S T A R T BY L OOK I N G I N W A R D .

“There is a tendency to look outward, but the most important thing is to look inward to yourself and to understand that you have limitations in your understanding,” says L. Michelle Smith, CEO and founder of No Silos Communications. “Until you’ve lived it, you can’t truly get it. But you can be a student of it. At the core is empathy and figuring out what it would be like to take a walk in someone else’s shoes. … One leader I’m working with literally went on a quest to learn more about slave history in the United States and how it connects to systemic racism. This person literally went on a journey.”

breaks down with middle management,” says Jennifer Reddien, director of diversity and inclusion for Haynes and Boone.

“Although top executives may be successful at inclusion, they also need to make sure the message is delivered to all ranks of the organization. … From a business standpoint, having diverse perspectives often leads to more creative solutions and better financial outcomes. When leaders are intentionally inclusive and show it in their actions, others will follow their lead. This can have a cascading effect on the organization.”

FIVE: D E V E L OP A ST R AT EGI C PLAN .

A WORD ABOUT WHITE PRIVILEGE When working with clients, Lisa Ong avoids using terms like “white privilege” because they can put people back on their heels, and the learning breaks down.

Instead, she tries to get others to see how the world can sometimes conspire in one’s favor.

She uses left-handedness as an example. “Righthanded people never have to struggle to put on a seatbelt or adjust their wristwatches while they’re wearing them, or worry about using craft scissors in school,” she says. “If I’m righthanded, does that make me a bad person? No. But talking about it can make me more aware.”

That example opens the door to discussions about much more serious forms of exclusion that are experienced by many.

T WO : A C K N OW L E D G E T HA T R A C I S M A N D BI A S E X I S T .

“Unfortunately, we often deny or dismiss the validity of what is uncomfortable,” says Kelley Johnson, founder and CEO of KJE Consulting & Coaching. “Some believe that because slavery ended and women received the right to vote decades ago, that inequality is a non-issue, and that’s not the case. Blacks with advanced degrees make 16.2 percent less than their White counterparts. Leaders need to learn how systemtic racism impacts every aspect of life—healthcare, education, and the ability to generate wealth—for Blacks, Latinos, Asians, and other communities.”

THREE: LISTEN. REALLY LISTEN.

SIX:

“Listening forums are huge,” says James Pogue, CEO of JP Enterprises. “If you’re so far removed from the common man or women or people of color, then spend some time with them and truly listen. Have an attitude of ‘What can I learn?’ versus one of, ‘Convince me.’ And recognize that it’s going to feel bad. Sometimes it’s difficult to hear what needs to be heard; you need to get comfortable with the uncomfortable.”

MA K E I T A PR I OR I T Y.

FOUR: L E A D BY E X A M P L E .

“Studies have shown that messaging often

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“CEOs and all leaders must purposefully put in place a multifaceted action plan to fight racism and work through bias in the workplace,” says Anne Chow, CEO of AT&T Business. “First, embrace and internalize the topic of unconscious bias—not only from the perspective of race, ethnicity, and gender, but overall. This involves engaging in collaborative dialogue, often in uncomfortable ways, with as many constituents as possible. Second, encourage, support, and put in place support systems that embrace diversity and inclusion, whether it be employee groups, community initiatives, or various human resources programs to develop and ensure a cultural foundation for belonging, supporting each and every person across their entire organization.”

This point is huge, Ong says. “If you go online, you’ll see hundreds of job listings for diversity and inclusion positions, and most report to HR. If you’re serious about this, the diversity officer needs to have a place at the table and be plugged into the business and report to the CEO. Sometimes HR can water down messages, or they haven’t thought about things from a diversity and inclusion perspective.” Ong, who likens herself to Jiminy Cricket (Pinocchio’s conscience), says she won’t take on CEO clients who aren’t personally committed to the process, because there’s little chance of successful outcomes.

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01 02 03 04

THE BIGGEST MISTAKES TO AVOID

CONFUSING DIVERSITY FOR INCLUSION.

‘CHECK-THEBOX’ DIVERSITY HIRES.

BEING UNINFORMED OR COMPLACENT.

NOT MAKING IT A STRATEGIC IMPERATIVE.

“A diverse workforce does not necessarily equate to an inclusive environment,” says Felicia Johnson.

“Leaders need to make sure they’re modeling behavior and taking action to not only avoid supporting or condoning hostile work environments, but actually seek to be more inclusive. Leaders should provide safe spaces for employees to express concerns of exclusion.”

“More often than not, leaders feel pressure to check a box and hire diverse candidates based on set targets,” says Laura Ramirez of Invitation Homes. “Although this may create a more diverse workforce, it can hinder true inclusion and doesn’t allow for equitable distribution of special projects, development, sponsorship, and job opportunities.”

“One mistake is being complacent and reinforcing a ‘good ol’ boys club’ mentality,” says Reddien. “Also, not being educated about race issues is a problem. ... If you are ignoring the issues and not educating yourself, you are not growing and are unable to relate to people who may be different from you—including your clients or customers and employees.”

“Ensuring diverse, inclusive, and equitable work environments must be the work of every leader,” says Chow of AT&T. “Systemic issues cannot be addressed from the bottom up ... they must be acknowledged, understood, and disrupted by and with leaders.

Otherwise, sweeping and lasting change will not occur, and true progress will not be made.”

SEVEN: ME AS UR E S PE CIFICS AN D S H AR E R E SU LT S.

“It’s important to review your internal data and be transparent about it,” says Felicia Johnson. “For example, do you have policies that might be inherently biased? Is your leadership team racially diverse, and if not, why not? Are your leadership development programs built around measurable goals that include diversity and inclusion, or are they decided on the golf course or over drinks? How diverse is your supply chain?

Is your organization supporting inclusivity in the communities where you do business?

These just a few examples of policies that may be inadvertently creating opportunities for some and denying it for others.” And Chow adds, “The old adages are true: you can only improve what you measure, and inspect what you expect.”

EIGHT: BE W ILL ING T O ST U M B LE .

“It’s important to recognize that you will make mistakes and this is hard work,” Ong advises. “Build trusting relationships, be

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vulnerable to admit you are still a work in progress and that your intent is to include, but if you accidentally exclude, you welcome the feedback to do better. I love the quote: ‘Focus on getting it right, not on being right.’

Some people—men, especially—don’t like being vulnerable; they can see it as a weakness. And they don’t want to be labeled as a misogynist, racist, or sexist. But we’re all a little broken; we just need to be committed to doing better. Understand that this journey is going to be messy and awkward.

But if you can admit your failures and offer a genuine apology, it creates a safe place for others to do the same.”

NINE: BE I N I T F OR T HE L ON G HA UL .

“CEOs and leaders must play a visible and consistent role in driving inclusion, diversity, and equality in their organization,” says Kelley Johnson. “Employees are looking for tangible evidence of the company’s commitment, like investing in leadership development programs for underrepresented groups, achieving parity in employee pay, and doing business with diverse vendors.

Leaders must also resist the temptation to focus heavily on quick wins. Quick wins are for marketing promotions and cost reduction efforts. Racism has been an issue in this country for hundreds of years. Transforming organizational cultures and behaviors takes consistency and a strategic approach with the appropriate infrastructure and resources to get measurable results.”

TEN: BE A M E N T OR OR A SPON SOR .

“Leaders can make a big impact by serving as mentors and sponsors and giving others the support they need to grow,” says Reddien of Haynes and Boone. “As a mentor, an executive can advise about informal rules of being promoted within an organization—such as certain managers’ preferences about their work product, for example. As a sponsor, an executive can advocate for an individual by advising the board of directors of the employee’s talents. Both mentorships and sponsorships are important because they help compensate for some of the informal rules that most seem to learn just by being in certain circles.”

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People told us they love to talk about, love to quote, love to laugh about, or love to watch over and over.

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FIELD NOTES

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

a n d

C O M M E N TA R Y

LESSON LEARNED

The Power of Authenticity Carrie Freeman Parsons, Chair FREEMAN

SHUTTERSTOCK

“our company provides services for live brand experiences and other events.

By mid-March, we had seen more than $1 billion in revenue either cancel or postpone and had to furlough 3,200 people. We’ve since had to continue furloughs for 1,000 and lay off the remainder. Through this heartbreak, the biggest lesson I’ve learned is the power of authenticity and vulnerability that comes from trusting your heart. I’ve realized that vulnerability and emotion are not signs of weakness; they are signs of strength, truth, and love. By showing my authenticity, it allowed our leaders to do the same. By truthfully expressing the heartbreak that came with those necessary decisions, we engendered so much trust and goodwill. All of those deposits that we’ve been making into our culture over these past several years are what’s going to carry us through the difficult times and make us even better in the long run.” — Edited by Plamedie Ifasso

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FIELD NOTES

ECONOMY

Dance with the One Who Brung Ya How Texas’ economy can flourish after the wreckage of COVID-19 and low oil prices. story by W. MICHAEL COX

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texas strode into 2020—a new year and a new decade—brimming with optimism. The economy had been on a roll for decades, and it seemed the state could overcome the potential storms on the horizon, including further weakening of oil prices or a fizzling out of the longest expansion in U.S. history. But just a few months into the new year, the global COVID-19 pandemic and ensuing shutdown policies clobbered economies everywhere, taking a secondary swipe at Texas by driving already depressed oil prices to lows not seen in decades. By mid-year, the state’s economy was reopening but still reeling, and January’s optimism had given way to uncertainty and maybe even pessimism.

Data on how badly the pandemic hit Texas’ economy are still coming in, COVID-19 still

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FIELD NOTES

lurks, and restrictions on business remain and could come back. With those caveats in mind, employment data probably give the best snapshot of what happened in Texas’ economy.

The state had been adding jobs fairly steadily for decades, with total employment on the cusp of 13 million for the first time ever in February.

By mid-March, however, the medical emergency caused governments to shut down businesses not deemed essential, leading to mind-boggling job losses. According to Federal Reserve Bank of Dallas’ data, the knockout punch came in April— an employment decline of about 1.3 million jobs.

Total employment fell below 11.7 million. With all the job losses, unemployment jumped to 13 percent, up from 3.5 percent in January and February. Every sector of the Texas economy lost jobs; hardest hit were leisure and hospitality, down 47 percent, and oil and gas, down 33 percent.

Many Texans worked from home while essential employees reported for duty, but the state’s key labor-market measures still had their worst month on record—by far. The same could be said for just about all other states. Compared to Texas, the pandemic’s first blows hit some states harder (Nevada, Michigan, Hawaii) and some states less hard (Oklahoma, Wyoming, South Dakota).

With the collateral damage in the energy sector, Texas found itself in the middle of the pack in terms of the pandemic’s labor market damage.

LOOKING TO A RECOVERY

The Texas economy will bounce back. The timing and strength of the recovery, however, will depend on what nobody really knows—how long it will take to get the pandemic under control, so governments can lift all restrictions and allow a return to normal economic activities. It might require the wide availability of a vaccine. What’s happening to economies outside the state will matter, too. To prosper, Texas will need customers for its goods and services, including oil.

A middling economy seems almost un-Texan.

Devastated by the oil bust of the mid-1980s, the state proved resilient by seizing new opportunities outside the energy industries. Out of the oil bust came today’s more diverse Texas economy—for three decades, a leader among states in growth and job creation, with a knack for weathering downturns better than most other places.

Take a look back at the long, deep Great Recession. Bureau of Labor Statistics data put Texas’

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job losses from expansion’s peak to recession’s trough at 3.5 percent, compared to the nation’s 6.3 percent. Texas also recovered more quickly.

It took the U.S. economy more than four years to get employment back to its pre-recession level. Texas recouped its job losses and began to set new employment records after just 21 months.

The pattern holds for the 1990 and 2001 U.S. recessions—they were less severe and shorter in Texas. The reason wasn’t the natural blessings found beneath the ground. The energy industry is generally pro-cyclical; it rises and falls along with the general economy, and oil and gas prices weren’t particularly high—and they fell—in the three most recent recessions.

PR E S E RVING TH E TE X AS MODE L

So, what was it, then? Texas has outperformed the nation in good times and bad because of the Texas model of economic freedom, with its embrace of free enterprise. The state keeps taxes relatively low and limits governments’ role in the economy. The welcoming business climate gives companies room to grow while attracting workers and employers from out of state. A flexible, innovative private sector, attuned to markets’ nuances and free to try new ideas, adjusts quickly to new realities, seizes new business opportunities and innovates to stay competitive.

The current recession arises from the COVID-19 pandemic and policies imposed to fight it. It’s a medical issue, not any defect in the Texas model. Perhaps the greatest danger lies in policy blunders that would increase taxes or impose restrictions on economic activity. Once the disease abates and normalcy returns, Texans will have messes to clean up—public finances and corporate debt, for example—but the state’s economy should be ready to roll again.

What propelled Texas’ prosperity and past recoveries hasn’t been lost; the wealth, skilled labor, entrepreneurial drive, and dynamism of economic freedom—all still exist. Bits of Texas’ colloquial wisdom often find expression in country songs, and one refrain goes something like this: “Dance with the one who brung ya.”

That’s the Texas model of economic freedom.

OUTLOOK

Muddling through may be the best Texas can do.

Texas and its big cities gradually lifted restrictions on businesses in May, allowing many workers to return to their jobs. The Dallas Fed’s data indicate employment rebounded with an off-the-charts gain of 521,000 jobs in May and June. Optimistic Texans may see the spark of a recovery, but so much uncertainty remains, particularly after a resurgence in COVID-19 infections in July.

If nothing else, the May/June snapback suggests Texas’ economy isn’t fundamentally broken. Given the pandemic’s persistence, muddling through may be the best Texas can do. Another broad economic shutdown can’t be ruled out—but it seems unlikely under Gov. Greg Abbott’s watch. The state’s employment and other indicators should improve over the rest of this year and into the next—although perhaps not without some ups and downs.

W. Michael Cox is founding director of the William J. O’Neil Center for Global Markets and Freedom at Southern Methodist University.

Richard Alm is writer-in-residence at the center.

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ON TOPIC

What will things look like for your company and industry in another six months? edited by CHRISTINE PEREZ

HESAM HOSSEINI

CHI-YEH “ANGELA” BOONE

CHARLIE MORRISON

CEO M AT C H . C O M A N D M AT C H A F F I N I T Y

CEO F O R T W O R T H G A S K E T & S U P P LY

CEO W I N G S T O P R E S TA U R A N T S

“I have spent a lot of time thinking about what the next half-year or year will look like for Match.

Internally, we will likely keep some work-from-home flavor, as we slowly dial back to normal, whatever that may look like. In our industry, 2020 will forever be the year that changed the way singles connect. Singles will discover new tools during this time and will probably keep using them postpandemic, such as meeting your matches over video before a date.

And that will lead to better face-to-face dates.”

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“Most of our suppliers and customers are essential businesses, so we have not seen extreme disruptions. [It’s hard to] predict the near future as there are changes daily. But overall, we anticipate that business will decrease due to a weakened economy. ... I believe building strong cash reserves will help businesses weather most crises.

All storms shall pass. We try to do everything right and take things one day at a time.”

“I believe the trend of carryout and delivery will continue for both safety and convenience reasons, which is why it’s imperative that [restaurant] brands position their businesses for continued off-premise consumption. Not only is the pandemic top of mind, but so is our concern with the social injustice that’s present in our country. We recently formed a task force to create a plan centered around action and accountability.

That is something I can guarantee will be in place six months from now—and beyond.”

DCEOMAGAZINE.COM

7/22/20 3:08 PM

Where family violence stops.

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delivering proven programs that address emotional and physical abuse.

We provide free comprehensive services that prevent violence and fully support women, children and men on their path from fear to safety.

24-Hour Crisis Hotline: (214) 941-1991 www.familyplace.org

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8/6/20 10:55 AM

FIELD NOTES

THOUGHT LEADER

2.

Be Your Brain’s CEO

TAKE “BRAIN BREAKS.” Don’t just race from one hot project or meeting to the next; give your brain a break by taking a couple of minutes to intentionally disconnect from effort and inputs. The trick is to disengage your reasoning brain just long enough to recharge it.

Center for BrainHealth founder Sandra Bond Chapman explains how to increase and extend your brainpower.

3.

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P O R T R A I T BY T R E V O R P A U L H U S

PRACTICE YOUR INNOVATIVE THINKING. Make it a habit to consider multiple options, appreciate other perspectives, and challenge status-quo thinking to discover new approaches and solutions.

This flexibility of thinking can improve your neural efficiency.

1.

PUT YOUR BRAIN IN THE GAME by identifying two “expansive thinking” priorities to address each day when you are at your freshest. Give yourself no more than 45 minutes to complete a discrete aspect of your deep-thinking tasks. Eliminate the potential for distractions so you can focus on problem-solving and making decisions.

ver the past two decades, research has clearly established that the brain—the most complex entity in the known universe—has a lifelong ability to change, adapt, get stronger, and perform more efficiently. Our daily practices need to lean into this mental advantage. At the Center for BrainHealth, we have made great strides in clinical trials investigating how far healthy individuals can increase and extend their brainpower by changing the way they deploy their brains to accomplish daily tasks. We are now translating these findings beyond the lab, into applications that people can learn to adopt. In short, we train people to take charge of their brainpower and become their brain’s CEO—the conductor overseeing all the moving parts. Following are five science-based techniques to strengthen your brain health.

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4.

STOP MULTITASKING. When presented with competing tasks that require thought, the brain rapidly switches between them; it does not simultaneously execute them. This toxic habit leads to shallow and less-focused thinking, depleted creativity, and increased risk of errors.

5.

REBOOT YOUR REASONING BRAIN by overriding your stress response. Learn to identify the markers: tense muscles, rapid heartbeat, shallow breaths. A quick and effective way to combat this response is to take five deep, slow “belly” breaths and simply let yourself be in the moment.

Sandra Bond Chapman is founder and chief director of the Center for BrainHealth, a research and translational science institute of The University of Texas at Dallas.

DCEOMAGAZINE.COM

8/10/20 12:07 PM

Camp John Marc is

MORE THAN A PLACE Support from CBRE, Chefs Showcase sponsors helps CJM bring camp’s magic to campers at home

CBRE is proud to have supported Camp John Marc for 22 years through Chefs Showcase, which has raised more than $4.2 million to assist the children and families served by CJM. Though we were not able to hold our signature fundraising event this year, through the generosity of our sponsors we raised $220,000 to continue our support of CJM’s important mission.

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Bon Vivant McStay Family Shoot for a Heart Trammell Crow Development Wagley Foundation

Connoisseur Core5 Corgan Associates Jack Fraker Gentzler Electrical Services Granite Properties Chris Ludeman Mapp Construction McCarthy Building Companies Sendero The Brandt Companies, LLC Workplace Resource Group

Sommelier

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Camp John Marc was able to create the magic of summer camp through their virtual program, “Camp is More Than a Place.” Over 5,000 campers enjoyed the whimsical joy of CJM in their homes this summer, through songs, stories, activities, and weekly live events. CBRE greatly appreciates the chefs who had committed to Chefs Showcase and the many sponsors and volunteers who have made this work possible.

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THANK YOU TO OUR SPONSORS

Balfour Beatty Construction Mike Bryant CBRE Multifamily Institutional Properties EHP Consulting, LLC Jeff Ellerman Gensler Hillwood Development Invesco KDC Real Estate Lasco Acoustics Move Solutions Pacheco Koch Perkins+Will ProLogis Purdy-McGuire Structure Tone Southwest, Inc. Swinerton The Tyler Foundation Ryan Thornton

8/10/20 4:53 PM

DEDICATED LEADERS ATTACKING CANCER IN OUR COMMUNITY Our CEOs Against Cancer North Texas Chapter is a group of community leaders working to raise awareness and funds for cancer prevention, treatment, and survivorship. These local leaders are helping to fund the American Cancer Society Gene and Jerry Jones Family Hope Lodge® facility, located on the Baylor University Medical Center campus, to ensure that North Texas cancer patients have a free place to stay while undergoing treatment away from home.

Together, we are attacking cancer in our community.

Congratulations to the American Cancer Society’s Jeff Fehlis and all of our cancer-fighting partners who were recognized as D CEO’s Nonprofit and Corporate Citizenship Award finalists!

Learn how to you can join this dedicated group of leaders. www.ceosagainstcancernorthtexas.com steven.lange@cancer.org 214.819.1201

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NORTH TEXAS CHAPTER

8/5/20 4:16 PM

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OFF DUTY THE PERSONAL SIDE

o f

DFW BUSINESS LEADERS

PURSUITS

Going the Distance Haynes and Boone attorney Jeff Dorrill is the reigning ultradistance triathlon national champion.

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

story by BEN SWANGER

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at the starting line of the ironman 70.3 World Championships in Nice, France, Haynes and Boone attorney Jeff Dorrill stood ready to begin another triathlon—but not before he closed the $500 million acquisition of a New York City hotel, over the phone, for Irving’s Highgate Capital Group. After finding a stranger to take care of his mobile phone, Dorrill’s day demanded a 1.2-mile swim, a 56-mile bike ride, and a 13.1-mile run.

He grew up loving sports, but mostly just watched from the bleachers. At the age of 43, after his wife Melisa ran the Chicago Marathon, Dorrill decided it was time to get off the sidelines.

“I told myself I was never going to be a spectator again.” The 59-year-old father and husband, who is the current ultradistance triathlon national champ in his age group, began his athletic endeavors with half-marathons, but soon found himself on the bike and in the water, too. The transition wasn’t easy, and he almost gave up. But after investing in some upgraded equipment, he gave it another go.

Nearly 10 years after his first triathlon, Dorrill now finds himself with too many accolades—and adversities—to recall. He represented Team USA, after earning several first place finishes on the circuit. And, at 55 years old, he scored points at an NCAA Division 1 national championship for the University of Alabama triathlon team, while earning his second master’s degree. He has overcome hypothermia and jellyfish stings, recovered from three crashes and concussions, and raced with a dislocated shoulder.

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MY PET

After all that, he’s still pursuing his ultimate goal: a podium finish at a world championship.

In his career, Dorrill has learned how to strategize. “You can’t just work hard, you have to work smart,” he says. That philosophy has carried over into his athletic pursuits, too. It’s exhibited by hard-core training habits, discipline at the dinner table, discerned sleeping patterns, and unwavering determination—all in the effort to become not only an elite athlete, but also a high-performing lawyer and dedicated family man.

In the past two years alone, Dorrill has closed more than 40 high-end hotel acquisitions, upscale multifamily residential developments, and massive distribution centers, worth hundreds of millions of dollars. All the while, he has competed in a whopping 600 races, from his backyard in Dallas to far-away places such as Denmark.

As with all other professional sports, triathlons were put on hold this spring due to COVID-19.

But in June, Dorrill returned to work, taking home the first-place finish in the 55-59 age group at the 2020 South Central Region Duathlon (running and cycling) Championship. He has put in the hard work to earn his many triumphs in the individual competitions. But Dorrill says he considers it all to be a team sport: “There is no way I could achieve what I do without the continued grace of those in my corner.”

THAT FACE

Bichon Frise Lily Claire was born to be a star.

DOG TALES

The American Heart Association’s chief executive, Nancy Brown, truly has a top dog.

“We’ve been the proud owners of Bichons Frises, which is the breed of dog that Lily Claire is, for almost 30 years. We went and picked her up—adorable, loving little Lily Claire—and lived up to our commitment to put her on the show circuit. She became a champion within a couple of weekends and a grand champion within another couple weekends. We then hired a professional agent and handler, who manages her show career, and she has done really well.

Lily has been in a total of 102 dog shows. Last year, she finished as the No. 1 Bichon in the country. So far this year, she’s the No. 1 female Bichon and the No. 2 Bichon overall in the country—although all dog shows have been canceled for the foreseeable future. ... For all of us as CEOs, it’s interesting and important to have hobbies. I love my animals. I love exercising.

I love competition. I love meeting new people and learning new things. Showing Lily Claire has brought all of that together for me.”

—as told to Kelsey J. Vanderschoot

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

OFF DUTY

Ads for Lily Claire were published in The Canine Chronicle and Dog News.

MEDIA STAR

Brown with Tara Martin Rowell (Lily Claire’s agent/ handler) and ET reporter DCEOMAGAZINE.COM Rachel Smith.

8/4/20 1:40 PM

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8/6/20 2:13 PM

OFF DUTY

RUSTIC APPEAL

Ozarks National (right) was designed by the crew that did Trinity Forest. Osage Restaurant (below) serves up regional cuisine and views.

The carriage house (below right) was once a caretaker’s cottage on the property.

W E L L T R AV E L E D

Big Cedar Lodge, Missouri The recreation and golf mecca lures Dallas execs and entrepreneurs like Lauren Olaya of Olaya Sport. story by JORDAN PEREZ

Originally built in the 1840s, the church was reassembled at Top of the Rock.

WHAT LIES BENEATH

After a sinkhole opened at Big Cedar, excavation revealed the Cathedral of Nature.

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LIFE’S A BEACH

You can sit in the shade or put your toes in the sand at Big Cedar Beach near Bent Hook Marina.

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

CHAPEL OF THE OZARKS

WONDERS OF WILDLIFE

Big Cedar’s massive, not-forprofit museum and aquarium spans 350,000 square feet.

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ROUGHING IT

Big Cedar’s glamping units feature hardwood floors, king beds, and chandeliers.

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

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if you’re not ready to get back on a commercial flight but want to escape the city, Big Cedar Lodge near Branson, Missouri, fits the bill. About a six-hour drive from Dallas, the resort offers a recreational haven for families and a golf nirvana for those who like to hit the links. During a recent trip, I had the chance to play all five courses, including Payne’s Valley, the spectacular first public access course designed by Tiger Woods.

Tucked into the Ozark Mountains, Big Cedar Lodge was created by conservationist Johnny Morris, founder and CEO of Bass Pro Shops. It offers two marinas, five pools, a spa, world-class fishing, kayaking, the Lost Canyon nature trail, a Wonders of Wildlife museum and aquarium, and much more. It’s no wonder Golf magazine recently named it North America’s No. 1 family resort.

Along with rooms at three grand lodges, accommodation options include cottages, glamping (tents with hardwood floors, king beds, and chandeliers) and private log cabins. The one I stayed in had a fireplace, jacuzzi, and plenty of taxidermy, in keeping with the wilderness setting. More than a dozen restaurants range from the casual, such as Devil’s Pool and its southern

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homestyle fare, to the upscale Osage Restaurant, which serves up regional cuisine and unbeatable views of Table Rock Lake. (I recommend the New York strip, the rack of lamb, or the house-made pasta with lobster and truffle crème.)

But it’s the golf that keeps the private planes flying in. I played the 13 holes of Payne’s Valley that were finished in mid-July and viewed a 19th “bet-setting” hole, designed by Morris. The course’s near-perfect conditions and immaculate grooming reminded me of Augusta National.

Hole No. 13 is a 653-yard, par 5; the amount of Zoysia used on that one hole is more than what is used on the entire Mountain Top course. Payne’s Valley will be fully open sometime this fall.

Mountain Top, designed by Gary Player, is a stunning, 13-hole, par-3 short course. The 84-year-old golfer and fitness guru made it cartfree—a move that also helped enhance the stunning views. It’s a great course for someone who doesn’t play a lot of golf or have a lot of time, as you can get through it fairly quickly.

The nine-hole Top of the Rock course sits high above Table Rock Lake. Designed by Jack Nicklaus, it was the first par-3 course ever to host a PGA TOUR event and became well known for hosting the Legends of Golf tournament. With waterfalls, creeks, ponds, and lakes, it offers an unparalleled blend of nature and golf.

Herds of bison roam alongside Buffalo Ridge, which was redesigned a few years back by Morris and Tom Fazio. It’s the best value at Big Cedar, considering the layout, the scenery, and the quality of play, which is PGA-caliber.

The fifth course, Ozarks National, is also PGA-worthy, so it’s no surprise that both it and Buffalo Ridge were selected to host Charles Schwab Series TOUR Champions events in August. The course was designed by Bill Coore and Ben Crenshaw—the same duo that designed Trinity Forest Golf Club. Be assured; the limited trees approach works much better in the Ozarks than in southern Dallas.

T R AV E L T I P S

Golf and the Great Escape TCU grad and former pro golfer Lauren Olaya leveraged her knowledge of the game and fashion sense to launch Olaya Sport from North Texas in 2018.

She loves spending time at Big Cedar, she says, because the golf is the real deal. “At some other resorts, they expect to see some high handicap players, so some of the holes can be a little gimmicky.”

She especially likes the par-3 Mountain Top course, designed

by Gary Player. “It gives you a chance to test various aspects of your game, and the views are incredible,” Olaya says. “Big Cedar seems to be untouched by society. Especially with everything that’s going on now, it’s like an oasis.”

PAYNE’S VALLEY

With his new course, Tiger Woods honors a childhood idol, Ozarks native Payne Stewart.

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8/10/20 11:40 AM

OFF DUTY

FRENCH APPEAL Evans says his style goal is to “dress Parisian.”

Our most recent project was the creation of Ten50 BBQ. It was probably our most challenging venture, but without a doubt, the most memorable experience we shared.”

STYLE ICONS: “I’ve always admired Paul Newman; his style was preppy and traditional, but never pretentious. He had a carefree energy and never tried too hard. A modern-day style icon is Johannes Huebl. For him, as with Mr. Newman, classic choices always prevail over trends.”

P H OTO G R A P H Y BY L U I S M A R T I N E Z

ON THE JOB: “Formal sport coats and slacks are no longer a requirement; in fact, it can be off-putting to clients if you show up better dressed than they are. I never know exactly who I’m dressing for, so my wardrobe reflects that.”

ART OF STYLE

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WHAT I DO: “I manage John T. Evans Co., a boutique commercial real estate firm built by my late father, John Evans [who passed away in August 2019]. Working together over the past 12 years, we transitioned predominantly into retail and restaurant development and asset management.

STYLE DEFINED: “Anyone who knows me is aware of my unwavering devotion to Ralph Lauren.

Although I can always go for a head-to-toe RL look, I try to keep it a bit more casual on a daily basis. My style goal is to dress like a Parisian: crisp white shirts, navy jacket, and neutral pant—well-tailored but never tight.”

FASHION ESSENTIALS: “I never leave home without the right pair of sunglasses, a Moleskine notebook, and MALIN+ GOETZ mojito lip balm.”

FAVORITE STORE: “I have to give it to the staff at Ralph Lauren Highland Park Village; they make it feel like home. They also make a great cocktail.

I’ve definitely overstayed my welcome.”

DCEOMAGAZINE.COM

7/30/20 4:29 PM

Celanese Succeeds When Our Local Communities Succeed We celebrate the ingenuity, creativity and passion of our employees and partners, as we support the communities where we live and work. Thank you for joining us to improve the world and everyday life through our people, chemistry and innovation.

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Lynn McBee named as new EarthX Board Chair

Lynn McBee, known for her leadership of non-profit organizations focused on social, community or scientific causes has been named as Board Chair of EarthX.

We are also proud to announce • EarthX is a finalist in DCEO's 2020 Nonprofit and Corporate Citizenship Awards.

• EarthxTV and EarthxFilm Fall Programming • Fall Virtual Conferences: - EarthxLaw - EarthxConservation - EarthxEnergy

Learn More

EarthX.org

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8/6/20 2:13 PM

OFF DUTY

HAPPY HOLIDAYS

Caruncho-Simpson with her siblings and mother, Vicky, in 1987, celebrating Christmas in the Philippines.

ALL SMILES

A young CarunchoSimpson, right, with her brother, Richard, and sister, Christine, who sadly was killed in a car accident at the age of 22.

ROOTS

Genevieve Caruncho-Simpson

FAMILY VACATION

Caruncho-Simpson with her parents and siblings in 1991, on a holiday in the Philippines.

as told to BRANDON J. CALL illustration by JAKE MEYERS

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“i was born in the philippines. i’m one of four children. My parents immigrated to the United States to pursue the American Dream.

We moved to Seattle, Washington, when I was 12 years old. Those first few years in the U.S. were some of the most formative years of my life.

Within a couple of years of moving here, my older sister was in a tragic car accident. She was 22 when she passed away. I was probably 17. I got a really brusque view of how finite our time here in this world is; I also realized that I really wanted to make sure to live a life that would make my sister proud. ... We ended up staying in the hospital for a week while my sister was in the ICU. My parents were new immigrants, and I saw how much the healthcare system becomes an instru-

mental part of people’s lives. It led me to pursue a career of service. I was a clinical social worker in the Veteran Affairs system, helping those who may be coming back from war and service. I also pursued a graduate degree in healthcare policy and management at NYU in New York City. ...

Dallas-Fort Worth is one of the top markets in terms of healthcare costs. Many of the reasons why we have the challenges we have is that we have not really embraced how we support communities of color. Texas has one of the highest uninsured rates in the country. So, when I’m designing strategies to expand access to healthcare, I’m thinking about my parents. I’m always reminding myself, ‘How do I create programs that better suit families like my own?’”

I M AG E S C O U R T E S Y O F G E N E V I E V E C A R U N C H O - S I M P S O N

President and Chief Operating Officer T E X A S H E A LT H A E T N A

DCEOMAGAZINE.COM

7/27/20 4:35 PM

D C E O P RESENTS

Diversity, Inclusion, and Impact Symposium September 17, 2020 Held virtually this year, this program will feature key executives and practitioners who will discuss the pressing topics around systemic racism, diversity, inclusion, and belonging in the workplace.

Join us and help shape a more inclusive and equitable future.

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D CEO has turned to some of Dallas’ most respected banking leaders to get their assessment regarding the current state of how Dallas businesses handle their banking and finances as well as the various trends they have been observing, and often establishing. These experts offer a glimpse into the state of banking from the perspectives of those sought after for delivering financial business advice and giving beneficial updates about important changes in banking.

Given that the rapid deployment of CARES Act and PPP funds has subsided, what are some of your biggest lessons learned?

BRIAN ENZLER: Proactive and constant communication with clients was imperative. Simply by communicating what we knew as soon as we could (the program was highly dynamic early on), being transparent and working hard on behalf of customers went a long way toward relieving some of the anxiety everyone experienced through the process. Fortunately, 100% of eligible businesses that asked our team for help with PPP received funds, whether they were existing customers or not, and we’re proud of that.

BILL DUNN: Fortunately, we got an early start on it, which proved very beneficial. That said, one big lesson was that with a program this massive and new to

all involved, there were constant changes throughout the process, as the government and everyone else was learning as they went. If there is another round, hopefully the rules are more established at the outset.

How does a bank in 2020 differentiate itself from the competition? Has the COVID-19 economic climate shifted that?

DENNIS WRIGHT: To stand out today, a bank needs outstanding people to put in front of clients, consistency in management, and a strong balance sheet that can weather all economic cycles. All these elements are especially true right now, as COVID-19 has impacted nearly every industry and every business in some way.

BILL DUNN: Technology is a big differentiator but being involved in their community and being good advisors to business

clients has always been, and will continue to be, a differentiator—now as much as ever.

BRIAN ENZLER: More than ever, businesses need guidance and proactive communication from their banks. They also need flexibility and a banker with deep understanding of the business. In addition to those critical needs, banks must differentiate with creative ideas and resource delivery that goes beyond capital and cash management, such as industry expertise and thought leadership, tools for optimizing working capital, and strategic connections that help the business grow.

What does your bank look for in an emerging business in which to invest?

BRIAN ENZLER: Our customers all have some key elements in common—high-quality management teams, a strong and differentiated value proposition, and appropriate capitalization. If a business checks all three boxes, they’re not only positioned for success in good times, but the tough times as well.

BILL DUNN: An adequate capital and liquidity structure to withstand up and down cycles. An experienced management team of operators/owners that have seen multiple cycles.

Given that the Fed has already cut the federal funds rate twice in 2020 (at time of publication), do you anticipate further adjustments?

SHUTTERSTOCK

BRIAN ENZLER: I don’t expect the Fed to implement a negative-rate posture, and with the severity of the downturn creating historic unemployment and contractions in consumer spending, the current near-zero target rate is likely here to stay for some time.

BILL DUNN: The Fed cannot reduce rates more without going into negative territory on the Fed Funds Rate, which Fed chairman Powell has indicated he does not want to do. Do not expect an increase in rates until 2022 at the earliest.

How are you positioning your clients for a slower growth economy?

BRIAN ENZLER: Our customers are

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generally well-positioned for the impact of business cycles, but there are some important tools we leverage to support them in lower-growth scenarios. We help prepare cash flow models, provide detailed working capital optimization analysis, streamline, and automate cash collections and disbursements, employ targeted and proprietary industry insights, and provide growth capital for those able to act opportunistically during the cycle. We’re so much more than capital providers; we’re advisors.

In Discussion With:

BILL DUNN, Chairman, Dallas-Fort Worth Area Prosperity Bank

BRIAN ENZLER, Market Executive-Texas, Commercial Banking, BMO Harris Bank

DENNIS WRIGHT, President, UMB Bank in Dallas

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What are some of your clients’ biggest financial concerns, and how are you addressing them?

BILL DUNN: With the COVID environment, many businesses are just trying to stay afloat until things improve. We have worked with many clients to extend/defer multiple loan payments.

DENNIS WRIGHT: The biggest financial concern our clients face right now is simply the uncertainty of not knowing what the future holds and how the economy will or won’t respond. In some cities and industries, there is an uptick in consumer spending and activity, but clients wonder if that is sustainable and what will it look like three, six, or 12 months from now. To help clients during this time, we continue to have conversations with them like we always have regarding their business plan, cash flow projections, staff and benefits, and revenue projections. These conversations help clients get prepared for the future and have a plan in place if/when the time comes to make business critical decisions. We are also still lending money to businesses right now using the same underwriting and credit standards we have always used.

BRIAN ENZLER: Almost all businesses today are concerned about liquidity.

During uncertain times, access to liquidity can be the difference between thriving and dying. In addition to participating in Federal support programs, like PPP and Main Street Lending, we provided relief for any customers who needed it at the start of the shutdown. We also worked with them

to maximize working capital and think through cost reduction measures to preserve liquidity.

How have the events of the recent economic rollercoaster changed investment behavior and investor decision making?

BRIAN ENZLER: Firms are, of course, investing in technologies that enable effective remote work and increase worker safety. Expansion capital is likely to be subdued until greater certainty takes hold, but investors will deploy capital to ensure business continuity and maintain or enhance customer interaction. We should see a trend (how big remains to be seen) toward onshoring, particularly with regard to critical healthcare products and higher value goods made in China, requiring significant investment in manufacturing and logistics domestically.

In today’s economic environment, which industries and markets show opportunity?

DENNIS WRIGHT: Overall, companies that maintained reasonable leverage and strong liquidity were able to pivot during these times are performing best. Just like before the pandemic, every customer is different, and every industry is different.

However, some general industries that are performing well include food distribution services and food retail; consumer staples and goods; IT services; utilities and telecommunications; and certain manufacturers. I would add to this that companies can benefit right now by being nimble. I would encourage them to think about how they can continue to adapt and change to create products/services that are in demand for the next 12 to 24 months and then into the future. For instance, we see manufacturers shift from making their typical products to making PPE, sneeze guards, hand sanitizer, and more. Understanding what the need is today and shifting to meet those needs will pay off long-term for many companies right now.

BRIAN ENZLER: Businesses that embraced technology to deliver their product

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or service prior to the pandemic are seeing the benefits now. Not only is the ability to connect and transact with customers remotely is important, but to enhance their experience by utilizing technology is critical. Businesses that have historically interacted with customers primarily in person have a huge opportunity now to leapfrog competitors if they can find ways to do that.

BILL DUNN: Homebuilders, which Prosperity finances a lot of, are doing well in today’s low-interest rate environment, which is spurring more home purchases.

Some temporary staffing agencies are also doing well, depending on what areas of concentration they have.

Are tools or technologies your bank has implemented changing the way you serve clients or the information and insights you’re able to provide?

BRIAN ENZLER: As a global bank, BMO brings a wealth of expertise and resources to support our customers, and by leveraging technology and new business norms, we have the ability to scale the delivery of those resources in a way we haven’t before.

For example, bringing together industry leaders and experts in a roundtable format used to be either highly localized or a massive logistical effort, whereas now we are engaging leaders from multiple states and countries in a highly effective but streamlined video format where they can share insights and ideas.

DENNIS WRIGHT: The very fact that we were able to continue to do business as usual during the past three months was a huge technology success for UMB, and I believe the banking industry at large. From the onset, UMB implemented strategies designed to decentralize critical processes, including implementing virtual meetings, requiring remote working options for non-essential associates, geographic disbursement, and social distancing. We wouldn’t have been able to operate like this 20 years ago, and that not only excites me, but it gives me hope that we can weather any economic storm together if we can change and adapt accordingly.

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What are businesses looking for in banking relationships now compared to 10 years ago, or even a year ago?

BILL DUNN: Businesses would always prefer a relationship with a bank as opposed to just a transaction. Now as much as ever, they are seeking an advisor in a bank to help them through these times.

They also want a bank that can grow with them in good times.

DENNIS WRIGHT: Today, business owners are thoughtful about the decision of who they bank with because it is such an important component of their success, which has been especially evident during the past three months. First, any bank must have the basic products, services, and technology that a business needs for their daily operations. More importantly, business owners want to have a relationship with their banker. They want a banker who will pick up the phone when they call, especially during times like these. The truth is that relationships are still important, and I would argue, they are more important today than ever before given the world we are now living in.

What financial services products and programs have emerged as popular among your business clients?

BILL DUNN: Mobile access to banking services is big and growing. Also, products and services that help combat fraud are of huge importance as fraud attempts continue to be on the rise, both high tech and low-tech fraud.

DENNIS WRIGHT: We continue to talk with our clients about integrated payables more and more as they look to create efficiencies in their payables operations.

This interest from clients has become even more evident during the past few months as they work from home and look for more efficiencies in their business operations as well as ways to cut down on fraudulent activity. Integrated payables allow you to create one file with all your payments that need to be made and then lets you to pay them off in the most efficient and effective way for your business. Having a one payment file submission versus separate

payment streams has allowed companies to restructure this area and collect data that is improving their bottom line.

What are the pros and cons of charitable giving for businesses today?

DENNIS WRIGHT: We believe it’s important for business leaders to support causes they are passionate about as well as causes that resonate with their associates.

During the past few months, this has become even more important for businesses as they look to support COVID-19 relief efforts and the racial inequities that face our nation. When you are trying to attract and retain the best talent, those people want to work somewhere that has heart and that is trying to do something good in the community. We believe it is our responsibility to give back to each community we serve, and we encourage our clients to do the same for their communities.

BILL DUNN: Banks are always, and should be, one of the leading charitable donors in their communities. It helps the overall health and welfare of the community and is the right thing to do. There really aren’t any cons.

What is the top question every CFO should ask their current banker?

DENNIS WRIGHT: Can I have your cell phone number? I say that half-jokingly, but during the past several months, access to your banker and financial team has been critically important at times. They need to feel confident their banker understands their current financial situation and that they are ready and available to provide counsel and thoughtful financial advice.

During the past few months, one of the biggest challenges we have heard in the banking industry is that clients have not been able to talk to their banker and help them navigate the new economic environment we are in. I would advise CFOs to make sure you have access to your banker and to be in touch with them on a regular basis.

BILL DUNN: Is your bank here for the long haul, and what has been your performance through good times and bad in the economy?

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H E ALTH C AR E ECO N O M I C I M PAC T 5 Industry Trends To Watch Hospital Executive Roundtable

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HEALTHCARE ANNUAL

How COVID-19 Changed Everything

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It takes great people to do great things.

Ours made us #1 in DFW. UT Southwestern is proud to be named Dallas-Fort Worth’s best hospital and to have 17 of our specialty care areas and procedures selected as among the nation’s finest.

At its core, though, a hospital is really just a building. What makes it truly exceptional are the people who work in it and who create its excellence through their efforts in dispensing compassionate patient care to all, generating groundbreaking research in labs, and training highly qualified health professionals for today and future generations.

You won’t meet all of these people when you visit UT Southwestern – many work behind the scenes – but you will benefit from their unwavering commitment and dedication to your good health.

So thank you to the extraordinary people of UT Southwestern – all 19,800 of them. The best in Dallas-Fort Worth.

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Healthcare is an employment force in North Texas (page 82).

COVID-19 Will Transform Healthcare Forever

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

Among other things, it will change patient interaction, physician reimbursement, and facility operations.

reporting on the covid-19 pandemic in north texas over the past several months, I kept hearing different iterations of the same refrain: The disease has highlighted the needs we already knew were there and sped up changes that were already in motion. COVID-19 has illuminated the best and worst parts of healthcare in the United States, shining a light on inequity while spurring new ideas and improving access to care and efficiency.

But crisis breeds innovation, and the interruption of services in some sectors of the industry has led to changes in the very way healthcare is delivered. Telehealth has become the norm, allowing those who don’t have transportation or childcare or who fear for their health to see the doctor while staying at home. The way physicians are being paid could also be changing. In North Carolina, Blue Cross Blue Shield is paying independent primary care physicians up front for each patient, rather than giving them incentive to run unnecessary lab work or imaging.

Many physicians in Texas are pushing for a similar seismic shift, which seems almost inevitable. With uncertainty taking hold of the future of industries of all types, I find hope in the spirit of the healthcare community in North Texas, which remains steadfast in its commitment to serve, grow, and constantly improve. In D CEO’s special Healthcare Annual, we also hear from a diverse group of hospital leaders (page 88) about how they are persevering and thriving through the worst health crisis we’ve seen in decades.

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Will Maddox Managing Editor

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ECONOMIC IMPACT Healthcare represents around 15 percent of DFW’s economy.

HOSPITAL CEO ROUNDTABLE Executives share insights on leadership, communication, and collaboration.

THE FUTURE OF HEALTHCARE Here are five industry trends being fast-tracked by the coronavirus pandemic.

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A $52 BILLION ECONOMIC FORCE DALLAS-FORT WORTH’S WIDE-RANGING HEALTHCARE INDUSTRY REPRESENTS ABOUT 15 PERCENT OF THE LOCAL ECONOMY. story by WILL

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MADDOX

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t h e h e a lt h c a r e i n d u s t r y i n n o r t h t e x a s i s d i v e r s e ,

growing, and innovative, and its economic impact is as varied as it is massive. Health systems, hospitals, outpatient clinics, real estate, pharmaceuticals, medical devices, health tech, insurance, and other subsectors represent about 15 percent of the regional economy—or $52 billion, according to the Dallas Regional Chamber. Despite the pandemic, area healthcare companies and nonprofits will continue to play a significant role in the economy.

E MP L OY M E N T

Prior to the pandemic fallout, the Bureau of Labor Statistics reported that education and healthcare represented 475,000 employees in Dallas-Fort Worth, up from 350,000 in 2010. The growth rate for education and healthcare hovered around 4 percent before COVID-19. Healthcare practitioners (which doesn’t include social workers, community health workers, health educators, and support staff) represent the seventh-most populous industry with 676,860 workers in Texas. Healthcare practitioners have the highest median salary ($78,470) of all the top occupations. Health support professionals add 543,430 workers to the Texas economy.

Hospitals in North Texas have a marked impact on the economy, too. In addition to jobs in hospitals, they create construction, consulting, real estate, and other positions. There are 90 hospital members in the Dallas-Fort Worth Hospital Council that have a $14 billion impact on the economy and add 265,000 jobs statewide. According to a 2017 report, member hospitals in the Dallas-Fort Worth Hospital Council accounted for 126,385 jobs in hospitals, 7,000 construction jobs, and 161,754 jobs created in other businesses. Member hospitals paid Margaret Bondoc, their employees $10.6 billion. They also paid an intensivist $353.4 million for construction personnel who works in the intensive care and $7.5 billion in secondary labor costs. It all unit at Methodist Dallas, wears adds up to $18.4 billion in labor impact genrequisite personal erated by hospitals in North Texas. protective gear.

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“FOR EVERY HEALTHCARE JOB, SEVERAL JOBS ARE MULTIPLIED AROUND IT, WHICH IS A KEY FOR WHY HEALTHCARE IS SO IMPORTANT TO THE REGION.” “Because of all the companies that are located here, from name brands to other lesser-known companies, DFW is really strong,” says Duane Dankesreiter, senior vice president of research and innovation at the Dallas Regional Chamber. “Even though you often don’t hear about some corporations, they make products you use on a regular basis, and they are embedded into the fabric of healthcare across the region.” Additionally, healthcare is a job-creation machine, Dankesreiter says. “For every healthcare job, several jobs are multiplied around it, which is key for why healthcare is so important to the region.”

Of the 25 largest employers in North Texas, six are in the healthcare industry. Texas Health Resources (the fourth-largest, with 19,000 employees), Baylor Scott & White Health, UT Southwestern, Parkland Health and Hospital System, HCA Healthcare, and Cook Children’s Hospital all take a spot on the list.

North Texas is also home to drug distribution giant McKesson, the seventh-largest company in the country, with annual revenue of $208 billion.

INNO VAT IO N

Healthcare has been a major driver of new devices, pharmaceuticals, and technology in the region. “DFW has established itself as a robust region that is innovating in the healthcare field,” says Dr. Hubert Zajicek, co-founder and CEO of Healthcare Wild-

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catters. “Our strengths are several strong hospital systems, a top-four metro area by population, continued strong growth of talent, and several rapidly growing universities.”

Based in downtown Dallas, Health Wildcatters is an accelerator that pairs cohorts of healthcare entrepreneurs with mentors and provides them with funding. The organization also hosts an annual competition where cohort members pitch in front of an audience of potential investors; since its founding in 2013, 68 accelerator graduates have raised $70 million in funding.

In June, Dallas-based biotechnology company (and Health Wildcatters alum) Lantern Pharma raised $26 million in a public offering of its AI machine learning, which identifies patients who will benefit from targeted oncology therapies. Southlake’s Onconano, which was launched by UT Southwestern researchers, won $15.4 million in funding from Cancer Research Institute of Texas in 2019 for its work on the treatment of HPV. DFW has had several recent healthcare innovation wins, including Vivify’s acquisition by Optum, Axxess Healthcare’s continued growth, and significant pharmaceutical growth with companies like ZS Pharma and Reata. “I think the fact that companies can grow here is not an outlier anymore, it is established,” Zajicek says. “The next question will be if we can retain companies during continuous growth after the respective acquisitions, or grow healthcare companies to Fortune 500-size.

“I believe we can now,” Zajicek continues. “Three of the Top 10 DFW-based companies are healthcare-related: McKesson, Tenet, and Kimberly-Clark. It signifies that we’re not talking about an aberration anymore, but rather a strong component of our regional ecosystem.”

Several companies have launched from the research hubs in Dallas-Fort Worth, such as Ampcare, which recently received FDA certification for its work in therapeutic neuromuscular electrical stimulation technology to help patients swallow. Allied Bioscience made waves by developing a product that kills the COVID-19 virus for up to three months on surfaces, which can be especially helpful for spaces that are difficult to clean in between use, such as school desks and airline seats.

Product development also is strong in Fort Worth, which last year launched the iter8 Innovation Community, a medical innovation district in Between Fort the heart of the city. The new liveWorth’s medical work-play district is meant to condistrict and Dallas’ Pegasus nect entrepreneurs to the healthPark, North Texas is growing care and biotech industries that as a medical already exist there. innovation hub.

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DUANE DANKESREITER, Dallas Regional Chamber

Many of the region’s largest healthcare employers are committing time and space to innovation, including Blue Cross Blue Shield’s C3 Innovation Lab in the West End District in downtown Dallas and Baylor Scott & White’s The Hive, which has worked to develop and improve the system’s top-rated MyBSWHealth app.

Along Stemmons Freeway between the Medical District and Design District, J. Small Investments is collaborating with Lyda Hill Philanthropies to redevelop Pegasus Park, an expansive mixeduse project meant to boost local biotech initiatives. The 21-acre, 750,000-square-foot campus will include a 37,000-square-foot hub dedicated to life sciences innovation.

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

H O S PITALS A N D H E A LT H S YS T E M S

Several of the state and nation’s largest hospitals and health systems are based in Dallas-Fort Worth, even if not all of them have a large hospital presence in the area. Texas Health Resources has 29 hospitals in North Texas and a partnership with UT Southwestern. This gives THR’s community hospitals access to the expertise of the academic center while expanding UT Southwestern’s reach and influence in the region.

Baylor Scott & White Health has 50 hospitals across the state and is Texas’ largest nonprofit system. In 2018, BSW nearly merged with Houston’s Memorial Hermann, which would have created one of the country’s largest nonprofit systems, but the two parties amicably backed out of the agreement last year.

The COVID-19 pandemic has led to unprecedented coordination between local health systems, as competitors have come together to help deal with the crisis. “While this pandemic is unprecedented, our hospital systems have learned much over the past few months.,” said DFW Hospital Council President Steve Love.

“Coordinated efforts have allowed us to nimbly respond to this fluid situation. As leaders, we attest to and applaud the unwavering efforts of our workforce in caring for those with COVID-19 and those seeking care for other urgent medical needs.”

The region is also home to several hospital systems that don’t have major hospital facilities here. Tenet Healthcare Corp., which recently moved from downtown Dallas to a new headquarters in Farmers Branch, is a Fortune 500 company with more than 113,000 employees, 65 acute care and specialty hospitals, and 490 outpatient locations stretching from California to Florida. Christus Health is based in Irving, but most of its 60 hospitals are in East and South Texas, with other facilities in New Mexico and Mexico. Steward Health also is based in Dallas, having moved its headquarters here from Boston in 2018. It has 35 community hospitals in nine states and Malta, making it the largest private, for-profit hospital operator in the country.

taking a unique approach to medical education, focusing on integrating classroom learning with the clinical space, building up a corps of primary care physicians to help with the impending physician shortage, and developing empathetic graduates. UT Arlington is one of the nation’s largest producers of nursing graduates, with nearly 25,000 enrollees in the School of Nursing and Innovation in 2018. UT Dallas has created a pipeline of graduates to help run the healthcare industry’s business side, with both bachelor’s and master’s degrees in healthcare management. In Fort Worth, the Texas College of Osteopathic MedOf the 25 largest employers icine at UNT’s Health Science Center in Dallas-Fort Worth, graduates the second most primary care six are in healthcare: physicians in the country.

The education and research anchor of the region is UT Southwestern Medical School, which has graduated 11,500 physicians since its founding in 1943 TEXAS HEALTH and brings in $469.5 million in research RESOURCES funding each year. The faculty includes four Nobel Prize winners in physiology, medicine, and chemistry. UTSW also hosts an “Innovation Tank” program, where physicians present ideas to improve care as they compete for $10,000 BAYLOR SCOTT & WHITE HEALTH and institutional support.

JOBS MACHINE

M A N UF A C T U R I N G

UT SOUTHWESTERN

PARKLAND HEALTH AND HOSPITAL SYSTEM

HCA HEALTHCARE

E DU CATION A N D R E S E A R C H

The impact of healthcare in North Texas owes a great deal to the numerous academic institutions that help supply the region with innovation, research, practitioners, and support professionals. Texas Christian University and The University of North Texas Health Science Center partnered to form North Texas’ newest medical school. The TCU and UNTHSC School of Medicine is

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COOK CHILDREN’S HOSPITAL

DFW is home to numerous manufacturers that supply the healthcare industry with the products they need. They include Kimberly-Clark, an $18.5 billion Fortune 500 company that makes protective gowns, cleansers, and gloves. It’s also a consumer force; about 25 percent of the world’s population uses one of its products every day.

Prestige Ameritech, the largest domestic surgical mask manufacturer in the nation, is based in North Texas.

When the state and the Texas Military Department partnered with Prestige in early April, the North Richland Hills company was partially staffed by Texas National Guard members to enable 24-hour production, making about two million masks per week. The company’s 220,000-square-foot manufacturing facility produces masks and other medical products, such as N95 respirators, medical face shields, goggles, and gowns, and automated machinery that produces the masks.

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What have you learned from the COVID-19 pandemic?

The emergence of COVID-19 has helped to change how many people access care and navigate the health system, placing a greater importance on technology and remote care resources. UnitedHealthcare has for years encouraged the use of telehealth resources to help our members access care options that may be more affordable and convenient, with COVID-19 increasing the adoption of this technology. In fact, we have seen telehealth visits triple this year, enabling more people to connect with health care providers via a digital device from the comfort of their home or office.

It is important to make access to care as seamless as possible. In response to COVID-19, UnitedHealthcare temporarily provided cost savings benefits to eligible members by offering $0 copays for virtual visits available 24/7 for adults and children, and $0 copay for telehealth services to “see” their local provider (telehealth visits with local primary care physicians is based on provider’s availability and does not apply to all UnitedHealthcare health plans).

What is UnitedHealthcare doing to help control costs for members and employers?

UnitedHealthcare believes that curbing health care costs is about helping facilitate access to the right care, at the right time and in the right setting. To help accomplish that, we are focused on incentivizing health care professionals to provide quality care for members to help encourage health and well-being – and ultimately to help more effectively manage overall health care costs.

Our goal is to help members save time and money by knowing where to go for medical

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care – whether it’s via telehealth resources, their primary care physician, an urgent care facility, or the emergency room. We may help achieve that, in part, by making available quality and cost transparency resources, which enable our members to comparison shop for care the way they might shop for other products and services.

During this health crisis, we also accelerated nearly $2 billion of payments to care providers to help them deliver needed liquidity for the health system. We continue to waive all member cost sharing for COVID-19 diagnosis and treatment and offer telehealth visits at $0 copays to eligible members.

As we prepare for a “new normal,” what might businesses expect from the health care industry?

UnitedHealthcare developed a “Return to Work” toolkit outlining priorities to encourage a safer, healthier return to the worksite. The goal of this toolkit is to help ensure employers have a plan to evaluate how prepared their community is to return to work, and once they have returned, how to begin the process and monitor the progress. Technology may continue to play a major part in our service offerings moving forward. From telehealth and wearables, to the way we communicate with providers and the sharing of critical health data to encourage continuity of care, technology is helping to improve the way we do business.

Some health plans are taking additional steps to help make health care more affordable. Many UnitedHealthcare customers saw premium credits in July due to a lower volume of medical care being delivered than was anticipated because of COVID-19.

Scott Flannery is chief executive officer of UnitedHealthcare’s Employer & Individual operations in North Texas and Oklahoma. He has held several leadership roles during his 21-year career at UnitedHealthcare, including central region growth officer, sales national practice lead for UMR and vice president of sales and account management.

Outside of work, Flannery serves on the board of directors for the Collin County Business Alliance and is a member of the Junior League of Dallas Advisory Board. A native of Pottsville, Pennsylvania, Flannery earned a Bachelor of Arts in economics and business administration from Ursinus College in Collegeville, Pennsylvania.

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Get care from the comfort of home.

If you would like to talk with a primary care physician (PCP) or other health care provider from your home, you may be able to set up a telemedicine visit. These visits can be helpful for 24/7 urgent care support, routine and urgent medical care, and other select needs.

Certain UnitedHealthcare health plans offer cost savings for these services with $0 copays for local PCP telehealth, $0 copays for national PCP Virtual Visits and $0 copays for kids under 19 years old for telehealth.*

Contact your broker on how to take advantage of these benefits today. *Local PCP telehealth care is based on the contracted provider’s availability.

This policy has exclusions, limitations and terms under which the policy may be continued in force or discontinued. For costs and complete details of the coverage, contact your broker or UnitedHealthcare sales representative.

Virtual Visits and video chat with a doctor are not an insurance product, health care provider or a health plan. Unless otherwise required, benefits are available only when services are delivered through a Designated Virtual Network Provider.

Virtual Visits are not intended to address emergency or life-threatening medical conditions and should not be used in those circumstances. Services may not be available at all times or in all locations, or for all members. Check your benefit plan to determine if these services are available.

Insurance coverage provided by or through UnitedHealthcare Insurance Company or its affiliates. Administrative services provided by United HealthCare Services, Inc. or their affiliates. Health Plan coverage provided by UnitedHealthcare of Texas, Inc. EI20171864.0 6/20 Š2020 United HealthCare Services, Inc. All rights reserved. 20-173379

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Dallas, Las Colinas, Mansfield, and Plano—to share their onthe-ground insights with us.

H E A LT H C A R E R O U N DTA B L E

For North Texas community hospital executives, dealing with the coronavirus pandemic has highlighted the importance of strong leadership, communication, and collaboration.

FL AGS HI P HOSPITALS AND

corporate administrators usually get the headlines in healthcare coverage, but community hospitals are the institutions on the front lines of the industry.

Embedded in the communities they serve, they play important roles in education, outreach, treatment, and employment opportunities for local residents. During the COVID-19 pandemic, these hospitals have been the primary points of contact for many who are experiencing symptoms. The facilities are tasked with making quick and safe decisions for

their patients and staff—often with fewer resources and less fanfare than the flagship hospitals of the large health systems. Procuring effective personal protective equipment, transforming patient flow through the hospital, and dealing with unprecedented drops in revenue are just a few of the hurdles these leaders have to face—all while fighting a highly infectious disease.

We recently invited four community hospital leaders from throughout the region—southern

WHAT IS THE MOST SIGNIFICANT CHANGE ON THE WAY FOR HEALTHCARE DELIVERY AT ACUTE CARE HOSPITALS? KEN N ET H RO S E: “It’s one that we have been engaged in for some time now, lowering and clarifying the cost. We have been somewhat insulated from price transparency as an industry in the past, but now in the consumer-based world, people expect to know and understand their healthcare costs. This journey will require us to lower the cost of healthcare.”

J ERRI GARI S O N : “The use of technology has revolutionized our industry. We now have the ability to keep people out of the hospital longer by using televisits to assess conditions, using wearable technology to monitor chronic conditions at home, and using our electronic medical record across the continuum to remind our patients and members to get their regular screenings and see their doctors on a regular basis. These advancements put healthcare in the hands of the consumer, and that’s empowering.”

D AN I EL L A D EC EL L :

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WILL MADDOX

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“Learning to co-exist with COVID-19 while continuing to care for

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H E A LT C A R E R O U N D TA B L E

patients with other illnesses and emergencies may result in lasting changes for the healthcare industry. Masks and other personal protective equipment, for both patients and caregivers, coupled with technology that enables social distancing, may be common and best practice in the future.”

FR A N L A U K AI TI S : “Technology—no question about it. This pandemic has accelerated a host of changes that will be with us in healthcare long after the virus is gone. I think the most significant change is the rapid expansion of telemedicine—more physicians seeing more patients virtually. For our hospitalized patients, virtual options have been a way to keep in touch with their loved ones as we have had to limit visitors. This technology has been nothing short of a lifeline for our patients, allowing them to communicate with their families.”

WHAT DO MOST BUSINESS LEADERS NOT UNDERSTAND (OR WOULD FIND MOST SURPRISING) ABOUT RUNNING A HOSPITAL?

L A U K A I TI S : “Healthcare is a business, but our business is

people. I think leaders in other industries may look at some of the decisions we make and think that may not be the smartest move financially. But in healthcare, it’s a balance, and our focus remains on our patients.”

R OS E : “How important people and culture are to our success. I think that everyone inherently knows that about business, but in highly regulated industries like healthcare, people may think that the legal and regulatory aspect is most important because it can shut you down.

While that is important, there is no way to deliver safe and excellent healthcare to patients without hiring, engaging, and retaining great people throughout the organization.”

D E C E L L : “Unlike businesses that make or deliver a single product or service, hospitals provide many products and services and require a variety of businesses and experts to support the mission. Hospitals are an amalgamation of patients (consumers/clients) working with entrepreneurs (physicians) and a diverse group of skilled, talented employees (hospital staff ) to obtain their desired or necessary service. Hospitals often house many small businesses under one roof—retail,

marketing, entrepreneurs, restaurants, customer service, and others that are all focused on the patient.”

G ARISON: “It may be counterintuitive, but we want to keep people out of the hospital— whether that’s being proactive and giving them tools they need to stay healthy or finding ways to deliver care that’s more convenient and cost-effective.

There will always be a need for hospitals like ours, and we will always be here to deliver safe, high-quality care; but we also realize that we play an important role in empowering consumers and enabling them to play a more active role in their health.”

WHAT HAS BEEN THE BEST PART OF LEADING YOUR HOSPITAL?

G ARISON: “The best part of leading in these unprecedented times is the teamwork I have observed within our hospital and throughout our community. We have been overwhelmed by the support in the form of inspirational messages, parades, food for our employees, masks, and recognition of our healthcare heroes. … It’s inspiring to be part of a community with a strong

“There’s still so much we don’t know about how this virus will evolve, and I think that kind of uncertainty is challenging for any leader.”

FRAN LAUKAITIS, Methodist Charlton Medical Center

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DANIELA DECELL Medical City Las Colinas

JERRI GARISON Baylor Scott & White Plano and East Region

FRAN LAUKAITIS

Methodist Charlton Medical Center

KENNETH ROSE

Texas Health Hospital Mansfield

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“As a new team building a new hospital, we are getting a once-in-a-lifetime opportunity to form a team culture from scratch.”

KENNETH ROSE, Texas Hospital Mansfield

desire to make a difference.”

L AUK A I TI S : “We are meeting our mission at a time when our patients across southern Dallas need us the most. COVID-19 has had a significant impact on our communities, and it’s more important than ever that our patients know we are here for them. It’s a pleasure and a privilege to lead the team at Methodist Charlton. They are all so supportive and positive, even during times of uncertainty.”

R OS E : “The best part has been seeing how our new hospital project has continued to progress and develop, even through challenging times.”

D E C E L L : “The best part of leading during this unprecedented time has been the amazing attitude and teamwork of the staff.

Our colleagues truly embody a ‘you first’ mindset and have shown boundless compassion for COVID-19 patients and their families. Each time a COVID patient is discharged, our caregivers celebrate as if it were their own family member. A close second has been experiencing the incredible outpouring of love and support from the community. From ‘park and pray’ events to hand-drawn signs of support and meal donations, we have been richly blessed by the

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citizens of Irving and surrounding communities.”

AND WHAT HAS BEEN THE MOST CHALLENGING?

ROSE: “The most challenging aspect is how to focus on developing a new hospital from scratch while learning about how to operate in a COVID-19 world. This exercise is forcing us to think differently about how we will deliver care when we open in December.”

DECELL: “One big challenge has been the significant swing in patient volume. We experienced an initial COVID-19 surge in March, then a rapid decline in volume as elective surgeries were postponed, and some patients delayed vital medical care, followed by the current resurgence of COVID-19 cases again.”

G ARISON: “The evolving nature of the pandemic. With less than 200 days of experience with COVID-19, our clinical teams continue engaging in ongoing discussions with public health officials to gather the latest information and update our clinical protocols accordingly.

We have been blessed within our system that of our patient-facing employees who had an exposure

to a COVID-positive patient, less than 1 percent were found to be positive. Over time, as our collective knowledge has increased, including guidance from the Centers for Disease Control, our protocols have changed, and these positives are much less frequent.”

LAUKAITIS : “The most challenging part of leading any hospital right now is the uncertainty of this virus and what the future may hold. We have never seen a virus like this one. We have never dealt with anything quite like it. There’s still so much we don’t know about how this virus will evolve, and I think that kind of uncertainty is challenging for any leader.”

AT WHAT POINT DID YOU REALIZE THAT HEALTHCARE ADMINISTRATION WAS THE CAREER FOR YOU?

G ARISON: “I started my career as a nurse. As I progressed in my career and transitioned to administration, I knew that the ability to speak as a clinician would help me advocate for the bedside caregiver. This advocacy for our team is what I have been passionate about my entire career, and I hope that I have been able to make a difference.”

ROSE: “During a summer internship at what was then Florida Hospital Orlando (now AdventHealth Orlando), I worked in its mission development department. I was so struck by the opportunity in healthcare to minister to people through our work. That made this career a perfect fit for me.”

LAU KAITIS : “I have been in healthcare for 45 years, and I’ve

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Going above and beyond for children.

At Children’s Health,SM our team is dedicated to keeping families healthy and safe. With our executive team at the helm of the organization, we’re leading the way in innovative medical research and advanced treatment options to help children in North Texas and beyond.

Learn more at childrens.com

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H E A LT H C A R E R O U N DTA B L E

had a lot of great mentors along the way. I spent decades as a bedside nurse. For me, being a hospital president is just another way to serve patients.”

D E C E L L : “I had meningitis in my late teens and spent two weeks in a hospital intensive care unit. The compassion of the nurses in the ICU made a lasting impact on me; they contributed to my healing in ways I could not have imagined. I decided to become a nurse myself. For 12 years, I worked as a critical care nurse, caring for the sickest of patients. I had exceptional mentors who encouraged me to use my nursing and leadership skills to help improve the lives of patients and colleagues in the hospital in an administrative role.”

WHAT IS TOP OF MIND FOR YOU RIGHT NOW IN LEADING YOUR HOSPITAL?

L AUK A I TI S : “The safety of our patients and everyone who works here. There’s so much uncertainty when it comes to this virus, so safety will remain our focus. But also, reassurance is important. Part of my job is to reassure the staff that we are doing everything within our power

to keep them safe.”

ROSE: “My current top priority is building and maintaining a strong culture. As a new team building a new hospital, we are getting a once-in-a-lifetime opportunity to form a team culture from scratch, and I will not waste that opportunity.”

DECELL: “I am focused on supporting our hospital and medical colleagues as we tackle this new surge of COVID-19 cases in North Texas. In addition, I want to continue to educate and remind the public that they play a vital role in saving lives—social distancing, hand sanitizing, and masks work.”

G ARISON: “My top priority is making sure we have a safe environment for our employees and our patients who must feel comfortable getting the care they need. Delaying care has been a critical issue; estimates of those who are currently putting off care top 50 percent. That’s particularly worrisome in those patients who have chronic conditions or emergent issues.”

HOW HAVE YOU COLLABORATED WITH OTHER LEADERS DURING THE COVID-19 PANDEMIC?

“This is a time of uncertainty, but the North Texas community has approached the challenges we’ve faced with a strong spirit of collaboration.”

JERRI GARISON, Baylor Scott & White

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DECELL: “The first thing that comes to mind is the saying, ‘It takes a village.’ It was understood from the start that navigating the pandemic would require strong, coordinated leadership and communication.

Our objectives were to protect our colleagues, both financially and personally, and to protect our facilities so we can continue to provide safe, high-quality care to our communities.”

G ARISON: “This is a time of uncertainty, but the North Texas community has approached the challenges we’ve faced with a strong spirit of collaboration. We have worked in close collaboration with our elected officials and the North Central Texas Trauma Regional Advisory Council to share data, education, and resources. We are also working closely with the business community by providing guidance on prevention and testing.”

LAUKAITIS : “The leaders at the individual Methodist hospitals have spent a lot of time collaborating at the system level. Consistency in execution and in messaging is incredibly important at a time like this. We have worked hard to make sure we are all on the same page.”

ROSE: “Our corporate parents have been very supportive and encouraging of bringing hospital leaders together. I have been leaning heavily on their guidance [and communication] and COVID policies. We have frequent calls with corporate and local hospital leadership in various markets throughout our company. Collaborating and learning new things every day about processes proves to be valuable.”

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F I V E T R E N D S TO WATC H

THE FUTURE OF HEALTH In an industry steeped in tradition, the COVID-19 pandemic has catalyzed change. Several healthcare trends have emerged during the crisis; here are five that are shaping up to profoundly impact the way services are delivered.

story by

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W I L L M A D D OX

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Telehealth is here to stay technology issues, reimbursement rates, and physician reluctance kept the usage of telehealth low before the pandemic. Healthcare analytics firm FAIR Health reports that telehealth represented just 0.12 percent of insurance claims in 2018. But when elective procedures were suspended in Texas and across the nation during the pandemic, and patients began avoiding physician offices, doctors quickly transitioned to virtual patient visits. Federal regulation followed, allowing for telehealth visits to be billed like an in-person appointment. Today, nearly all physicians and healthcare systems offer a telemedicine option. Market research company Arizton estimates telemedicine will become a $10 billion industry by the end of the year, with double-digit year-over-year growth of around 80 percent.

Addressing the Social Determinants of Health HEALTHCARE COSTS ARE

Fighting COVID-19 with an Old School Treatment

Prospective Payments and Care Incentives

SHUTTERSTOCK

DUE TO A HEALTH INSURANCE SYSTEM

that pays most physicians for the services they perform rather than maintaining the overall health of the patient, revenues collapsed when elective procedures were canceled during the pandemic. Fee-for-service payment also offers incentives to perform unnecessary care, as more procedures mean more revenue. Even before the pandemic, some physicians had been transitioning to value-based care with prospective payments, where providers are paid upfront per patient to keep the patient healthy. The pandemic only increased the calls to transition to this new model of compensation. “At the end of the day, employers are looking for more control of their annual spend with more predictable costs year over year,” says Scott Flannery, who oversees operations for United Healthcare in North Texas and Oklahoma. The prospective payment model can provide that consistency.

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the covid-19 pandemic has forced the medical industry to turn back to previously used techniques. Convalescent plasma has been a treatment since the 1918 flu pandemic, when plasma from the blood of recovered patients was used to treat those still suffering. At UT Southwestern, patients who have tested positive and then negative can donate their plasma and the antibodies it contains.

Studies are underway to measure its effectiveness against the virus. A study in the Journal of the American Medical Association says that treatment in the early stages of the disease may be beneficial, but that more studies are needed.

rising unsustainably in the United States, accounting for 20 percent of GDP in recent years. But this hasn’t led to better results; outcomes are worse in the U.S. than they are in other countries that spend less on healthcare. Part of that inefficiency is the disparity in social determinants of health, such as education, transportation, healthy food options, and employment opportunities. Addressing these upstream needs can reduce spending on the back end and keep more people out of the hospital.

This is leading to mental health professionals responding to 911 calls, checking in on the vulnerable, and other proactive measures.

Ongoing Consolidations the healthcare market has been transitioning from independent hospitals, clinics, and doctor offices toward a model that brings everything together.

Private practices are being snapped up by large health systems, corporations, and private equity firms. Becoming part of a larger business frees up physicians to focus on patients and no longer worry about running the company’s back office, dealing with real estate decisions, marketing, and other operations. But when a clinic becomes part of a system, the physicians lose control of other aspects. When the clinic is aligned with a hospital system, for example, costs tend to go up, as the physician may be incented to refer patients to the parent health system, even if that hospital is not the best or most cost-effective choice.

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END MARK

EARLY ACTIVIST

Fighting For Civil Rights A . M AC E O S M I T H April 16, 1903 - Dec. 19, 1977

story by WILL MADDOX

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A

ntonio maceo smith, known as “mr. civil rights” in Texas, was born just after the turn of the century in Texarkana. He attended segregated schools before heading to Fisk University in Tennessee, earning an MBA at New York University in 1928, and doing additional studies in business law and economics at Columbia University. Smith came to Dallas in 1932 to teach for Dallas ISD and serve as publisher of the Dallas Express, a Black newspaper. The following year, he became the first executive secretary of the Dallas Negro Chamber of Commerce. Smith once revealed that White leaders in Dallas had offered to pay $100,000 to help fund an exhibit about Black history at the State Fair of Texas, in exchange for pulling a Black candidate from an election to the Texas legislature—an offer he refused. Smith worked against segregation in schools and fought to end the disenfranchisement of people of color in primary elections. This led to a landmark U.S. Supreme Court decision that put a stop to the practice nationwide. Smith also served on the national board of directors for the National Association for the Advancement of Colored People (NAACP).

Dallas ISD’s Barack Obama Male Leadership Academy at A. Maceo Smith and a downtown federal building are both named in his honor.

FROM THE COLLECTIONS OF T H E D A L L A S H I S T O R Y & A R C H I V E S D I V I S I O N , D A L L A S P U B L I C L I B R A R Y

Known as “Mr. Civil Rights” in Texas, A. Maceo Smith also served as publisher of Dallas Express, a Black newspaper launched in the 1890s.

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