D CEO May 2022 by DCEO

MAY 2 02 2

2022

FINANCIAL

E XECUTIVE AWAR DS PLUS:

Standout M&A Deals and Dealmakers

CEO

“You do not have to be like Herb.” And other lessons B O B J O R DAN can take into his new role as CEO of Southwest Airlines.

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Munck Wilson Mandala celebrates the Top Deal Makers of North Texas

Members of Munck Wilson Mandala’s award-winning M&A legal team pictured from left: Robin Wheatley, Stacy Grace, Larry Mandala, Susan Hogan, and Randy Ray.

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CONTENTS M AY 2 0 2 2

VO LU M E 1 7 | I S S U E 0 4

42 The Education of Bob Jordan

NO LIMITS “Racial barriers or social perceptions should not be the construct of your life,” says Mohr Partners’ Robert Shibuya.

He has held about 15 different jobs at Southwest Airlines since 1988. Here are four lessons he’s bringing with him into his new role as the company’s CEO. story by JOE GUINTO portraits by JONATHAN ZIZZO

48 Risks and Rewards The steady hand of financial executives has never been more important. Here are outstanding professionals who have stepped up for their companies.

P O R T R A I T BY S E A N B E R R Y

story by CHRISTINE PEREZ photography by GREGORY REID

Robert Shibuya Goes to the Mat

Milestone Market

How the son of a professional wrestler came to lead Mohr Partners, the nation’s largest minority-certified commercial real estate firm.

Performing under pressure often separates the good from great dealmakers in the mergers and acquisitions market—and not just during crises.

story by BRANDON J. CALL portraits by SEAN BERRY

story by KELSEY J. VANDERSCHOOT photography by VERA LAIR

DCEOMAGAZINE.COM

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CONTENTS

20 EDITOR’S NOTE

DOSSIER

110

David Graves, Pizza Hut 30 MEET THE 500

Zaida Basora, AIA Dallas

30 FRESH IDEAS

Treyvon Perry, Von Perry 34 SMALL BUSINESS

Lauren Kitchens, Fancy Cakes By Lauren

F R E S H I D E A S V O N P E R R Y ; YO U N E E D TO K N OW J O N A T H A N Z I Z Z O ; W E L L T R AV E L E D H Y A T T A R U B A R E S O R T S P A A N D C A S I N O ; R O OT S T A B B A S S U M M U M T A Z ; P U R S U I T S A L C O K E R

2 7 YO U N E E D T O K N O W

3 6 O N T H E TA B L E

Stephan Courseau, Travis Street Hospitality 3 8 I N N O VAT I O N

108

Chris Zahner, Zooz Bikes

FIELD NOTES 63 LEADING OFF

Manoj Kutty, GreenLight Credentials

68 THOUGHT LEADER

64 ECONOMY

How much pain will it take to rid the economy of inflation this time? 66 ON TOPIC

Neelu Sethi of Reddy Ice, Rom Krupp of OneDine, and Kelly Pracht of nVenue on the most important business lessons they’ve learned.

The pandemic continues to cause delivery disruptions, says supply chain guru Tim Feemster of Foremost Quality Logistics.

OFF DUTY 103 STYLE

Alysa Teichman, Wildlike and Ylang 23 104 EXECUTIVE BOOK CLUB

C-Suiters share their book recommendations. 2022

FINANCIAL

E XECUTIVE AWAR DS

106 PURSUITS

Al Coker, Al Coker & Associates 1 0 6 G R E AT E R G O O D

Standout M&A Deals and Dealmakers

CEO

Juan Nevarez, Scout Energy Partners

PLUS:

1 0 8 W E L L -T R AV E L E D : A R U B A

Noelle LeVeaux, Communities Foundation of Texas

106 016

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“You do not have to be like Herb.” And other lessons B O B J O R DAN can take into his new role as CEO of Southwest Airlines.

110 ROOTS

Tabbassum Mumtaz, Ampex Brands 112 END MARK

Annette Strauss

ON THE COVER:

Bob Jordan of Southwest Airlines, photographed by Jonathan Zizzo

DCEOMAGAZINE.COM

4/8/22 12:29 PM

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P U B L I S H E R Gillea Allison

EDITORIAL EDITOR Christine Perez EXECUTIVE EDITOR Brandon J. Call MANAGING EDITOR Will Maddox ASSOCIATE EDITOR Kelsey J. Vanderschoot ASSISTANT EDITOR Ben Swanger CONTRIBUTING WRITERS Richard Alm, W. Michael Cox EDITORIAL INTERNS Taysha Billinger, Catherine Rosas, Jencie Tomasek, Nicole Torres

ART DESIGN DIRECTOR Hamilton Hedrick STAFF PHOTOGRAPHER Elizabeth Lavin DIGITAL ART DIRECTOR Emily Olson DIGITAL PRODUCTION ASSISTANT Andrea Chavez

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

MARKETING & EVENTS MARKETING DIRECTOR Gigi Ekstrom MARKETING COORDINATOR Natalie Swaim EVENTS PRODUCER Beth Albright EVENTS MANAGER Anja Matukic EVENT COORDINATOR Amber Knowles ADVERTISING ART DIRECTOR Katie Garza EVENT INTERNS Joy Currence, Kayla Smith

AU D I E N C E D E V E LO P M E N T AUDIENCE DEVELOPMENT MANAGER Sarah South BRAND MANAGER Erica Chiles EDITORIAL PROGRAMS MANAGER Sarah Masquelier SPECIAL PROGRAMS COORDINATOR Jade Osseck SOCIAL MEDIA COORDINATOR Jessica Taber RETAIL STRATEGY MANAGER Steve Crabb MERCHANDISER David Truesdell

PRODUCTION DIRECTOR John Gay MANAGER Pamela Ashby PHOTO RETOUCHER Jasmine Green

BUSINESS CONTROLLER Sabrina LaTorre SENIOR ACCOUNTANT Debbie Travis ACCOUNTS RECEIVABLE COORDINATOR Jessica Hernandez EMPLOYEE ENGAGEMENT DIRECTOR Patricia Martin IT TECHNICIAN Luan Aliji RECEPTIONIST Will Smith

HOW TO REACH US MAIL 750 N. Saint Paul St., Ste. 2100, Dallas, TX 75201 MAIN OFFICE 214-939-3636 WEBSITE www.dmagazine.com/dceo The magazine assumes no responsibility for the return of unsolicited manuscripts. LETTERS TO THE EDITOR feedback@dmagazine.com CURRENT SUBSCRIPTION 800-732-9673 or subscriberservices@dmagazine.com NEW SUBSCRIPTION www.dmagazine.com/requestdceo ADVERTISING 214-939-3636 x 128 REPRINTS 214-939-3636 CUSTOM PUBLISHING 214-540-0113 SUBSCRIPTIONS 11 issues for $54 in the United States, possessions, APO and FPO; $70 per 11 issues elsewhere. Please provide old and new addresses and enclose latest mailing label when inquiring about your subscription.

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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

Call Us To Get Started! 972-833-2565

earlier today, i noticed a calendar hanging on the side of a bookcase in my work area—set to March 2020. It was a reminder of “the before times,” when we all made weekday pilgrimages to the office and sat at our desks from 9 to 5. After the lockdown kicked in, the D CEO team surprised even ourselves by producing a year’s worth of magazines remotely. Most of us are back in the office—it’s difficult to collaborate, brainstorm, and nurture a culture with faces on screens. But we often write from home, and the office is mostly deserted on Fridays. As companies in North Texas (and throughout the nation) grapple with the remote work conundrum, another issue is emerging. In a truly flexible workplace, people would be able to choose not just where they work, but when. So writes Emily Laber-Warren in a recent opinion piece for The New York Times. Southwest Airlines, she points out, lets pilots choose between morning and evening flight schedules. (Don’t miss our feature on the company’s new CEO, Bob Jordan, on page 42.) A few tech companies have work-anytime policies. But most businesses haven’t jumped on the bandwagon of letting people work when it best aligns with their schedules—or chronotypes (our internal timers for when we are most alert). Laber-Warren quotes Shorter and Rest author Alex SoojungKim Pang, who says that after COVID, all assumptions about how we work should be questioned. He encourages employers to focus on results and quality output versus time on the clock. “The most impressive, most professional person is not the one who needs 80 hours a week to finish the job,” he said. “It’s the person who can finish it in 30 hours.” Makes sense. Journalists have always worked odd hours due to press deadlines and being at the beck and call of breaking news. We have a couple of early birds (me included) and a few night owls on the D CEO team. When possible, people seem to do their best work when you let them decide where—and when—to do it.

Christine Perez Editor

DCEOMAGAZINE.COM

4/8/22 12:01 PM

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AGENDA

The Innovation Awards 2022 in january, guests gathered at the perot museum of nature and Science to celebrate The Innovation Awards 2022, presented by D CEO and Dallas Innovates. The third annual event honored trailblazers who are shaping the future of North Texas—and beyond. Throughout the evening, 78 finalists and winners across 18 categories were recognized. Guests were greeted with opening remarks by Gillea Allison, president of D Magazine Partners. Christine Perez, editor of D CEO, and Quincy Preston, co-creator of Dallas Innovates and CEO and founder of Dallas Next, presented the awards. They were joined by Randy Ray of Munck Wilson Mandala and Dave Allston of Thought Ensemble, a Pariveda company. Thank you to title sponsors Munck Wilson Mandala and Thought Ensemble, a Pariveda company, for making this inspiring event possible. Congratulations to all the winners and finalists.

Randy Ray Marissa Horne, Michael Horne

Jackie and Lawrence Schwartz

Anthony Togba, Sulagna Bhattacharya, and Samarendra Mohanty

Travis Foster, Jared Pope, Alistair Bradshaw, Demi Eggleton, and Scott Casler

Maddie Preston, Quincy Preston

Neelu Sethi, Valerie Freeman,

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David Allston

P H OTO G R A P H Y BY B R E T R E D M A N

Joel Radtke and Joe Beard

Hillwood team

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4/11/22 3:39 PM

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AGENDA

Marissa Horne, Jahida Nadi, Claudia B. Coleman, Anne Chow

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D CEO’s Women Leading STEM d ceo welcomed nearly 250 guests on february 10, for its first-ever Women Leading STEM luncheon and panel discussion. The event, held at the Frontiers of Flight Museum, brought together the region’s leading STEM thinkers, pioneers, and executives, alongside future leaders from several DISD high school STEM programs. Gillea Allison, president of D Magazine Partners and publisher of D CEO, and Jennifer Bartkowski, CEO of Girl Scouts of Northeast Texas, welcomed the guests. Marissa Horne, vice president of financial services of tech and data at Capital One, served as panel moderator for a conversation featuring Anne Chow, CEO of AT&T Business; Claudia B. Coleman, vice president of design operations at Thomson Reuters; and Jahida Nadi, vice president and general manager at Hilti. A huge thank you to title sponsors AT&T Business, Capital One, Hilti, and Thomson Reuters for their help in making this important event possible.

Jessica Chavez, Rubi Solano

Jennifer Bartkowski

Marissa Horne, Jahida Nadi, Claudia B. Coleman, Anne Chow

Marcia Simpson, Chelsea Cooke, Stephanie Vincen

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Lowry and Ellie Manders

P H OTO G R A P H Y BY B R E T R E D M A N

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4/6/22 9:25 AM

SECTION NAME

ASK THE EXPERT

Persuasion Skills: Show, Don’t Tell R O G G E D U N N , C EO, R O G G E D U N N G R O U P

a famous insurance trial illustrates how teaching, not preaching is the most effective way to persuade. Peck, a sailor who had no family, bought a life insurance policy and listed fellow sailors as beneficiaries. After making premium payments for a few months, Peck was supposedly washed overboard. His body was never found. The insurance carrier denied his friends’ claims for death benefits. The sailors relied on an oceanographer and meteorologist who testified he knew how Lake Michigan’s winds and currents impacted floating objects. He said if Peck had fallen off the freighter at the point identified by his sailor friends, Peck’s body floated to a certain location at a specific time and then sunk. The plaintiffs’ key witness was a cook on another boat who was Peck’s long-time friend but was not seeking the insurance proceeds. The cook testified that while working in the galley he began peeling potatoes for the crew’s dinner. Then, at the exact time predicated by the expert oceanographer, he glanced out the porthole and saw Peck’s dead body floating by.

Q. You were peeling potatoes when you just happened to look out the small porthole and see Peck? A. Yes. Q. Did you tell the captain you saw Peck floating by? A. I certainly did. Q. Tell the jury when you told the captain you saw Peck. A. Well, ah, it was the next day.

How best to debunk the cook’s testimony, which was a convenient coincidence at best, or a concocted story at worst? Directly attack the cook with sharp sarcasm or by telling the jurors he is clearly trying to help his friends. Professor James McElhaney describes the powerful approach famed trial lawyer Weymouth Kirkland of the Kirkland & Ellis law firm used. “Kirkland put a chair and a wastebasket in front of the jury. He pulled out a potato and a peeler. Then, with one foot on the wastebasket, he started whistling a tune and peeling the potato. Then, Q. You were Peck’s good friend? A. That’s right. when he perchance ‘happened’ to glance off to the side, he stopped peeling. He looked out an imaginary porthole and Q. Known him for years? said, “What ho! What do we have here? Why if that isn’t my dear old friend Peck! I’ve got to tell the captain about A. Yes. We used to play cards, go out for a beer, or see a movie when we were ashore. We were good friends. that tomorrow. Meantime, I’d better peel these potatoes.” Everyone in the courtroom laughed out loud—exQ. When you saw that cept the plaintiffs and their body in Lake Michigan, attorney. Dagger in the heart there was no doubt it delivered; case lost for plainwas Peck? tiffs. The takeaway: No one A. Correct. likes being told how to think or what to do. Effective perQ. What were you doing suasion demonstrates the when you happened to validity of your argument by 500 N. Akard Street, Suite 1900 look out the porthole? teaching and leading someone Dallas, Texas 75201 A. I was peeling potatoes. to a conclusion. 214.888.5000 | info@roggedunngroup.com

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

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NORTH TEXAS NEWSMAKERS

YOU NEED TO KNOW

David Graves Wants a Bigger Piece of the Pie Pizza Hut’s new president is bringing back favorites and creating new recipes to regain dominance over Domino’s.

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

story by KELSEY J. VANDERSCHOOT

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DOSSIER

Ultimately, it was his passion for food and dining that led Graves to YUM! in 2016, joining the company as director for insights and innovation at KFC. Tapping into his skills in consumer data analytics, he engineered a growth strategy for the fried chicken franchise. “We drove growth of that brand every year I was there,” he recalls. He moved over to KFC sibling, Pizza Hut, in January 2020, hoping to lead the company through a similar shift during what he calls a “soft period” as chief brand officer. When the pandemic hit and delivery became an industry essential, Pizza Hut was already set up to succeed. “We were in a great david graves loves figuring out why position to capitalize on that,” Graves says. “And, people do what they do. “I’m the kind of person, through the hard work of the team, we’ve been as you get to know me, who loves difficult probable to deliver good results.” lems,” he says. The CEO of Pizza Hut has worked Despite making gains, Pizza Hut lost its tihis way through several leadership posts in the tle as the industry’s top player to Domino’s. consumer goods industry on a quest to under“Frankly, we want to get back to No. 1,” says stand purchasing behavior and grow national Graves, who took the helm as president in Ocbrands. His latest challenge? Taking back martober. He’s already building momentum: the ket share to regain Pizza Hut’s former title as the company recently delivered the best quarterly country’s top-selling pizza. “It’s all about ‘How do results in more than a decade. we get anchored on the customer?’” he says. Graves is guiding the brand to invest even Graves cut his teeth in consumer insights at more in favorites it has long championed, such Procter & Gamble after earning a finance degree as stuffed crust, Supreme, at Purdue University. “I didn’t and pan pizzas, while also think I was going to get out of “I’M THE KIND OF exploring new possibilities. college and work in the beauty PERSON, AS YOU “We’re going to continue to business,” Graves says with a GET TO KNOW double down on the iconic laugh. After six years in P&G’s pizzas we have, but then also hair care division, he moved ME, WHO LOVES innovate with crave-able, onto Singapore to become global DIFFICULT trend pizzas and bring those manager of Pampers, charting PROBLEMS.” to pizza lovers,” he says. As a road for the worldwide rollan example, Pizza Hut just out of the diaper brand—with launched a new Spicy Lovers pie. his own toddler in tow. “It was the perfect time As part of his growth strategy, Graves is foto learn all about, ‘Hey, did I put this on wrong? cusing on using technology to enhance customer Why is this diaper leaking?’” Graves says. He reservices and expand the brand’s reach—“so anyturned to the U.S. two-and-a-half years later as one can find Pizza Hut whenever they want,” he senior brand manager for Procter & Gamble in says. “If we can do that stuff, we’re going to be Seattle. Doing a lot of different things early in his able to become the fastest-growing player and ulcareer has given him a broader view of the chaltimately, over time, get back to No. 1.” lenges he faces today, he says.

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ON THE MENU

Culinary CEO David Graves’ passion for food extends into his own kitchen. The Pizza Hut exec says preparing meals and serving others is “very therapeutic.” Here are some of his favorites:

I NT ERNAT I O NAL FARE: “I lived in Asia for a long time. One of the first things I did there was take cooking lessons and learn how to make Thai food and Indian food.”

TO DAY ’S M ENU: “I’ve recently loved making Middle Eastern food and Israeli food.”

PI ZZ A O F CHO I CE: “My favorite is Pizza Hut’s Thin N’ Crispy, topped with pepperoni and mushrooms.”

LO CAL RESTAURANTS: “When I’m not eating pizza, you’ll probably find me at The Charles, Sabaidee La & Thai Street Food, or hunting down DFW’s best breakfast tacos.”

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4/11/22 11:25 AM

CONNECTING PEOPLE

TO THEIR DREAMS Whether you’re starting out in the corner of the garage or moving up to the corner office, Origin helps grow your vision into reality. And no matter how high you go, you’ll never have to choose between technology and human interaction. Our commitment to personalized service has been our calling card for more than 100 years.

Every great relationship has an Origin story. Start yours today.

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DOSSIER

FRESH IDEAS

A Residential Revolution

MEET THE 500

ZAIDA BASORA Executive Director A I A DA L L A S A N D T H E A R C H I T E C T U R E A N D D E S I G N F O U N DAT I O N

zaida basora has long been an advocate for sustainability through her work with AIA Dallas, the City of Dallas, and nonprofit organizations. She says current industry trends involve a more thoughtful approach to urban design. “The intersection of design and health, housing, transportation, technology and just about every aspect of our lives has become more pronounced,” she says. “Everyone benefits from good planning and design, but not everyone has equitable access to either.” EDUCATION: The University of Texas at Arlington (M.Arch), Universidad de Puerto Rico (BA, Environmental Design) FIRST JOB: “I was an architecture intern at Dahl-Braden, Chapman Architects in Dallas. I learned that motivation and initiative go a long way in getting noticed and having opportunities to develop professionally.” BEST ADVICE: “Follow your passion and be your own motivation to achieve your goals.” TOUGHEST CHALLENGE: “Restructuring the department I was leading for the City of Dallas during the economic downturn of 2008. It meant cutting the team by 45 percent while continuing to effectively provide services.” BIGGEST RISK: “I tend to take calculated risks; one of them was accepting a position that

required me to develop and implement a new city code and service. I took a chance with the confidence that with proper planning, resources, and team support, there would be a smooth rollout. There were challenges, unforeseen events, and sleepless nights, but also silver linings. It all resulted in a successful launch.” PROUD MOMENT: “Our most significant success over the past year has been to continue offering—and expand—our programming for both the AIA and the Foundation in a virtual setting, without cancelations. It has been very rewarding to see the passion and engagement of our members and the public in general as we pivoted from in-person meetings and events to hybrid or fully virtual programs.” GREATER GOOD: “The Architecture and Design Foundation has special meaning to me as an architect whose career has primarily been

devoted to improving the quality of life for Dallas residents.” HOBBY/PASSION: “My passion is cooking. I call it my therapy.” LOCAL FARE: “My favorite restaurant is Avanti, and I typically order Salad Gourmandi or grilled blackened salmon.” FUN FACT: “People are often surprised to learn that I have five children or that I was raised by two attorneys.” DESTINATIONS OF CHOICE: “Puerto Rico holds a special place in my heart. I also love road trips and visiting new places.” DREAM CAR: “An Alfa Romeo Spider from the 1960s. I’ve always wanted to drive one.” WALK-UP SONG: “I’d choose ‘I Will Survive’ by Gloria Gaynor. It is motivational, and it puts a smile on my face.”

twenty-one-year-old treyvon Perry began designing homes with architecture software in junior high. Today, the CEO of North Texas-based Von Perry is using a new tool to reimagine home construction, making it timelier, more sustainable, and cost-effective. With a 3D printer, Perry creates homes with locally sourced concrete, mixed with minimal additives and constructed similarly to a modular build. Material for wall construction costs about $10,000 and the 3D printing process costs approximately $50,000, but Von Perry plans to cut printing costs by 40 percent next fall when the team’s printer moves from Florida to Dallas. Homes are constructed by a team of four in just a few months. In March, Von Perry broke ground on its first residence—a 1,700-square-foot, three-bedroom, two-bath home in rural Collin County. By the end of this year, the company plans to raise $1 million in funding and complete 10 homes. “I expect 3D printing to become the foundation for a lot of new structures in the coming decades,” Perry says. —Ben Swanger

B A S O R A BY J A K E M E Y E R S ; LO C A L LY S O U R C E D C O U R T E S Y O F V O N P E R R Y H O M E S

Von Perry CEO Treyvon Perry aims to disrupt home construction with 3D printing.

A BETTER DALLAS: “One thing I would change is the lack of equitable access to safe and attainable housing, transportation, education, and diverse neighborhoods in the city.”

INTERNAL GROWTH

Treyvon Perry aims to expand his Von Perry team from nine to 20 by the end of the 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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4/4/22 11:23 AM

Firmly rooted in Texas, while serving clients around the globe.

TEXAS BASED. GLOBAL REACH. For more than 130 years, Jackson Walker has played a vital role in the growth and development of Texas business. With more than 450 attorneys in our seven offices, we continue to advance the world of business by helping clients navigate today’s increasingly complex legal landscape.

Jackson Walker salutes the finalists for the

D CEO Magazine 2022 Financial Executives of the Year Awards and congratulates Willie Hornberger on his recognition for his commitment to public service in Texas and beyond.

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ASK THE EXPERT

Mental Health and the Post-Pandemic Workplace SHANNA DUGAN, MS, LPC, LCDS, BBA, EXECUTIVE DIRECTOR, CONNECTIONS WELLNESS GROUP MCKINNEY

What are top concerns company leaders have about ensuring employees feel comfortable and safe returning to the office? The transition back into the office will be perceived differently by each employee. Finding the balance to accommodate those who are eager for in-person, face-to-face interactions and those who desire to remain remote due to fears related to the pandemic is incredibly important to ensure success with the transition. This transition will be accompanied by a level of fear for some employees due to the pandemic being a traumatic event for many. It is imperative that the fears and concerns are heard, appreciated, and taken into consideration during the transition to ensure employees feel valued and respected as well as feel physically safe. This respect and understanding will lead to higher satisfaction with work as well as higher levels of gratitude and engagement. It is also imperative to remember that those seeking mental health treatment increased drastically and this transition back into the workplace may bring up emotions and feelings that need to continue to be addressed. Honor the employees who are ensuring that their global functioning, both home and work, are at the levels needed to successfully function and meet the ever-changing demands. What are some short- and long-term measures companies can take ease the transition for employees? Communication is vital in both the short term and long term when assisting employees with the transition back into the workplace. Leaders who ensure that staff feel heard regarding their needs and challenges through consistent touchbase meetings will provide an environment that is conducive of higher productivity, engage-

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ment and satisfaction with life and employment. Through this communication, leaders can identify strategies that ensure the workplace is a safe place, both emotionally and physically. An employee realizing and experiencing high levels of safety will improve morale and personal value in the workplace. Long term, this communication, and the actions that follow, will heighten employees’ optimism for their future with the company and, therefore, improve retention. Ensuring that employees needs are addressed on a global aspect requires employers to be aware of possible resources that may be needed by an employee struggling with the transition. Working with local mental health providers as well as EAP programs can provide support for leadership that, in turn, provides support for the employees who may be struggling with the transition.

SHANNA DUGAN is a Licensed Professional Counselor and serves as the executive director for the CWG McKinney location. She has worked with youth and adults in a variety of mental health settings including inpatient hospitals, community mental health programs, and private practice throughout 13 years in the mental health field.

What mental health struggles are occurring after this long break from the normal office routine? The pandemic has brought about a heightened awareness of, as well as the need for, treatment of mental health. Employees found themselves thrown into isolated and disconnected settings to ensure physical health and safety were maintained. The inability to mentally prepare for the change provided the perfect recipe for internal chaos surrounded by an external and unpredictable chaotic world. Employees battling mental health prior to the pandemic found themselves having to adjust their coping strategies and treatment approaches to avoid deterioration. It is vital to realize that this same adjustment is now being experienced again after a two-year period as employees are again changing their lives and routines to go back into the workplace.

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DOSSIER

SMALL BUSINESS

story by

KELSEY J. VANDERSCHOOT

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when lauren kitchens delivered her first cake to a friend in high school—a Bundt topped with the upper half of a Barbie doll—it was one of the first times she truly felt seen. “I had really bad ADHD, undiagnosed in the ’80s,” she explains. Kitchens struggled to excel socially and academically, and baking provided a creative outlet. Now, she makes wedding and party cakes for names such as Don Henley, the Hunt and Jerry Jones families, and Gwen Stefani and Blake Shelton. The custom confections range from what you might pay in a traditional bakery to tens of thousands of dollars. Kitchens formally launched her business, Fancy Cakes by Lauren, in 2002, fueled by orders from the Park Cities mothers of friends from SMU, where she earned a film degree. “I graduated, and I told my parents, ‘I’ll pay you $200 a month if you let me use the kitchen,’” she says. After her first wedding cake order, she realized custom cakes would be her specialty. She opened her cake studio by appointment only, an industry rarity, and has never had to fill orders otherwise. In 2008, Kitchens was invited to appear on the Food Network Challenge. She won a few episodes of the cake-making competition and, over the next five years, went on to teach decorating classes around the world. When the economy corrected after the ‘08 crisis, luxury hotels began asking her to take over the wedding cakes their pastry chefs no longer wished to produce. Omni Mandalay was her first account, then Four Seasons Hotels & Resorts. These clients and relationships with wedding planners have helped keep the orders coming in. “A bride is a one-time client,” she says. “So, how do you sustain? It’s hotels and wedding planners.” Her team of four artists bake up massive and intricate cakes for 10 to 15 weddings each weekend—plus their corresponding grooms’ cakes and a few custom party cake orders. Her client list has grown to nine luxury hotels, more than seven event planners, and the occasional celebrity. Kitchens hopes to expand COOL CAKE her capacity by taking over space next This Yeti cooler door to her original studio in North is just one of the remarkably Dallas, more than doubling her square lifelike cakes for which Fancy footage. “I want to stop having to turn Cakes by Laudown party cake orders,” she says. ren is known.

COURTESY OF F A N C Y C A K E S

Lauren Kitchens is Dallas’ luxury wedding cake boss and a Food Network champ.

DCEOMAGAZINE.COM

4/4/22 7:12 AM

Congratulations to Karyn Brown for being named a finalist for the D CEO Financial Executives Awards! Thank you, Karyn, for your 22 years of financial stewardship for all Austin Industries Employee-owners. Karyn Brown Treasurer - Austin Industries

One of the nation’s largest, most diversified construction companies. Our 6,000+ employee-owners take pride in providing excellence in civil, commercial, and industrial constructions services. We own it.

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4/7/2022 3:22:23 PM

The law firm of Dykema congratulates our colleague Eric White for his work on the “XIFIN acquisition of OmniSYS” deal, which is a finalist for the 2022 M&A Dealmakers of the Year Award

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DOSSIER

O N T H E TA B L E

Restaurateur Stephan Courseau’s Atypical Approach More than 30 years of experience has taught him that the customer isn’t always right.

story by BRANDON J. CALL illustration by JAKE MEYERS

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as i settle into a table at le bilboquet looking out at the Knox Street neighborhood, the restaurant’s founder, Stephan Courseau, tells me he has held almost every job in the industry. He arrived from France in 1987 without knowing a word of English and started out as a dishwasher in New York City. He confesses that his gregarious personality is more suited for front of house, and has spent more than 30 years in various leadership roles in hospitality. I order the popular Cajun Chicken, which is served with pommes frites and a side of beurre blanc, while Courseau opts for the Lobster Pasta. After working with famed restaurateurs such as Alain Ducasse and Daniel Boulud, Courseau founded his own group—Travis Street Hospitality, named for the street where all three of his Dallas restaurants are located. Along with the iconic Le Bilboquet, they include French bistro Up on Knox and Georgie, which combines a butcher shop with fine dining in celebrity chef Curtis Stone’s first non-Los Angeles-based venue. Courseau moved to Dallas in 2010 and was immediately taken with the city’s appetite for authentic French cuisine. After licensing the Le Bilboquet name and luring chef MoMo Sow from his original location in New York, the eatery opened its doors in 2013. Courseau selected Travis Street due to its location between University Park and Uptown, figuring it would be a popular and convenient gathering place. Like its prede-

cessor on the Upper East Side, Le Bilboquet’s location in the Knox Street neighborhood brings people of diverse backgrounds together. In the mid-2010s, when Courseau was offered an opportunity to open a second Le Bilboquet location in Plano’s Legacy West, he opted instead to focus closer to home. He and his wife, Daniele, created the Parisian street café concept Up on Knox, which opened in 2017, three days after the birth of their second child. For the third restaurant, Georgie, which opened in 2019, Courseau wanted to bring a more elevated concept to the neighborhood. Each of his three restaurants is located mere blocks from one another. “People appreciate options,” Courseau says. “They know the quality and consistency of food will be there, but they can enjoy different ambiances and experiences.” The restaurateur deviates from the norm by offering employees paid sick leave, vacation time, and healthcare benefits. With many in the foodservice industry fighting to retain talent, Courseau has no such problem. “I think we have very little turnover because people feel that working here is more than a job,” he says. “There’s this culture that we are building for our employees.” When it comes to management, he subscribes to the school of thought Danny Meyer wrote about in Setting the Table: The Transforming Powers of Hospitality in Business. His first priority, he says, is to his investors, ensuring his restaurants are turning a profit. Next is an emphasis the well-being of employees. Providing a quality experience for diners comes third. “The customer isn’t always right,” Courseau says. “If you treat your employees well, that automatically translates into a memorable experience for your customers, too.”

DCEOMAGAZINE.COM

4/6/22 5:50 AM

Congratulations

olivia bock 2022 Mergers & Acquisitions Awards Dealmakers of the Year Finalist Debt Provider of the Year

crossfirstbank.com MEMBER FDIC

Olivia Bock Director, Dallas Commercial Banking

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4/8/2022 12:19:05 PM

Hallett & Perrin and NextGen Capital are proud to represent Prime Diagnostic Imaging in the sale to Memorial MRI & Diagnostic.

H A L L E T T P E R R I N . C O M | 1 4 4 5 R O S S AV E . , S U I T E 2 4 0 0 D A L L A S , T E X A S 7 5 2 0 2 | 2 1 4 . 9 5 3 . 0 0 5 3

WE’RE ALL IN.

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DOSSIER

LUXURY RIDES

Zooz e-bikes start at $1,995 and go up to $2,895 for the brand’s fastest models.

I N N OVAT I O N

Chris Zahner Built His Company on a White Lie Now, five years after he began experimenting in his garage, he’s pushing his e-bike company Zooz Bikes toward a $10 million valuation. story by BEN SWANGER

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SECTION NAME

ONE OF A KIND

COURTESY OF Z O O Z B I K E S

growing up in new york, chris zahner’s birthday wish lists were filled with hammers, hacksaws, and Home Depot visits. He loved motors, speed, and building things. Fast forward to 2017. Zahner was living in downtown Chicago and was fed up with traffic. He decided he needed a new mode of transportation, and an e-bike was an ideal fix. Zahner set about building a custom e-bike for himself, but it required telling a little white lie. “I went on [e-commerce wholesaler] Alibaba to source the first parts,” Zahner says. “I basically lied and said, ‘We’re a new bike company coming to market. Could you send us some sample parts?’” Although Zahner, a Florence Design Academy grad, was just trying to find an easier way to move around the city, he quickly realized he could put some truth behind that lie. After finalizing a prototype—featuring a motorcycle-style seat on a BMX bike frame—Zahner took the e-bike out for a spin in an alleyway. “In the first 50 feet, I knew this was special,” he says. A few Instagram posts later, Zahner caught the eye of Pete Kelly—who at the time was leading design at Skullcandy—and he gifted Zahner a $2,500 check. “I saw an inexpensive product that we could test by building a few for friends,” Kelly says. “From that day to now, we haven’t stopped.” By July 2018, a spit handshake solidified the

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After a long process, Zooz Bikes earned a patent on its proprietary design in 2021.

partnership, and before long, Kelly and Zahner recruited two more co-founders. Michael Baker, the owner of a Royal Enfield franchise in Fort Worth, and James Milam, the founder of Know Headphones, who came aboard as COO. Baker offered up his shop as a placeholding HQ, and Zahner left the Windy City and moved to Cowtown. A quarter-of-a-million raised in 2019 and 2020 was enough to get the company off the ground. But just after scheduling a presale for January 2020, COVID-19 spiked in China—where the partners had off-shored production. “After debating if we should postpone, we decided to say, ‘F*ck that,’ and we went for it,” Zahner says. Less than two years after the preorder went live, Zooz had fulfilled all 1,200 sales of the e-bike. And rather than being a drag on business, the pandemic sparked demand. (See sidebar.) This year, Zooz is designing more models and will work to secure seed funding. Its also built a board of advisers and plans to expand leadership, starting with a chief marketing officer. Zahner believes revenue will more than double in 2022 and that Zooz’s valuation will be between $4 and $10 million by ROAD year’s end. “This is just the tip WARRIORS Co-founders, from of the iceberg,” Zahner says. left: Pete Kelly, Chris Zahner, “We expect to be an everMichael Baker, green product.” and James Milam.

The Electric Reshuffle The e-bike market is one of the few industries that experienced growth despite COVID and ongoing supply chain issues. “It has been a terrible thing the world has had to endure, but on a macro-level, the e-bike industry financially benefited from the pandemic,” Zahner says. “And on a micro-level, this created a major slipstream for us that we never could have expected.” According to the World Economic Forum, sales of electric bikes in the United States grew by 145 percent in 2020 compared to 2019. And by 2028, the vertical is expected to balloon from an $18.6 billion industry to a $52.3 billion industry. “We’re ready to continue the roller coaster ride,” Zahner says.

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ASK THE EXPERT

Life is a Business B H A R AT S A N G A N I , M . D. , C H A I R M A N , E N C O R E E N T E R P R I S E S G R O U P

What is Life is a Business? Life as a Business is a 12-month course that helps people build what they want in their everyday lives and in business. The concept is based on three principles of health, wealth, and wisdom. They are the three components in creating a roadmap to achieve the ultimate goal in life—happiness. The idea is to provide physical stability, financial stability, and relationship stability—the foundations you need for a long and happy life. How did you come up with the idea of Life is a Business? I have a wide collection of experiences from my life and from my work. I was born and raised in India, then came to the U.S. for medical training in Columbus, Ohio. I started practicing cardiology in 1988, and my practice grew be in the 99th percentile of all practices of that size in the U.S. I came to the U.S. with $10.45, and today I am chairman of a company that has approximately $2.5 billion in assets and more than 4,000 employees. I started thinking that if I can get here, I can share what I have learned with others and came up with the “Life is a Business” program. Happiness is a three-legged stool—health, wealth, and wisdom of relationships. This is what Life is a Business is based on. It’s difficult to find people who are happy in all three areas, but you can if you run your life like a business. How do you advise people to incorporate Life is a Business into their own lives? As a physician, few people will question my expertise in health with 70,000 patients in 30-plus years. As a successful businessman, no one can question I am an expert in wealth creation. In both, I have learned that this three-legged stool concept is the key to happiness and success. First, the relationships you have can potentially make you unhappy. You may have 5,000 people in your address book, but only about 10 to 30 of those can make you un-

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happy—your spouse, your significant other, your children, etc. If you can figure out a way to nurture and balance those relationships in a way that they don’t make you unhappy—then you are happy. Next, wealth. The definition of wealth is the ability to learn to live within your means while finding a way to expand the means. Finally, health. To continue to achieve health you engage in preventive care, must manage chronic conditions and chronic disease and stay away from addiction. These are the three fundamentals of the three-legged stool and what this program is all about. How does the program work? Anyone who is looking to improve these areas of their life can learn to treat their life like a business. For the past 15 or so years, people have been coming to me looking for advice and asking me to share my experiences. I was doing this on an ad hoc basis without any formality, so last year I decided to organize it on a fully functional basis. You can apply to the mentorship program online, and there are different levels of application. We already have hundreds of applications. People come away from the program telling me they feel more energetic and motivated and have a different perspective toward life—that they want to carry on the message further and be happy.

DR. BHARAT SANGANI is a practicing cardiologist with a business mindset and many successful businesses nationwide. He has practiced cardiology for 30 years and has the same amount of experience in real estate development. He is chair of Encore Enterprises, a commercial real estate investment company founded in 1999, and he has played a crucial role in every aspect of the business, including a pivotal role in securing over $2 billion in real estate transactions. Dr. Sangani’s core values of honesty, integrity, and fairness are the building blocks of every successful business he has been a part of and has brought him to his next mission of Life is a Business.

Who will benefit from the program? People from all walks of life can benefit from the program, but the ultimate goal is for it to impact C-level executives and professionals in middle management. And anyone who is truly desperate to find happiness in one’s life. When they are productive, they can do a wonderful job in all areas. How do you sign up for the Life is a Business program? You can apply for Life is a Business or any of my courses at bharatsangani.com/course/.

DCEOMAGAZINE.COM

4/11/22 3:44 PM

Life is a Business

Dr. Bharat Sangani

www.bharatsangani.com

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4/6/22 5:40 AM

THE E D U C AT I O N OF

By his count, the new CEO has held 15 different jobs at SOUTHWEST AIRLINES since joining the company in 1988. Here are FOUR LESSONS from those experiences he can take to his NEW ROLE as he navigates increasingly turbulent skies.

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4/11/22 11:16 AM

story by

JOSEPH GUINTO portraits by

J O N AT H A N Z I Z ZO

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BOB ORDAN 4/7/22 7:05 PM

Bob Jordan’s new office is mostly empty. There’s a desk and a few chairs, including the high-backed, black leather model Jordan is sitting on. It’s the first day of February 2022, Jordan’s first day in this office. His first day as CEO of Southwest Airlines. Jordan swivels in his leather chair and points to the bare walls behind him. “We’ve got some cabinetry coming for the walls back here,” he says. “But like everything in the supply chain now, there’s a long lead time for cabinetry. I think it’s eight months. So, everything is in cardboard boxes for now.” The CEO of a $22 billion company (pre-pandemic) will be grabbing files and whatnot out of cardboard boxes. For eight months! The CEO of Southwest Airlines probably hasn’t done such a thing since mustachioed Lamar Muse, the first to hold that title, moved into an inexpensive, wood-paneled office above the original Love Field terminal back in 1971 and watched the first-ever Southwest flight rumble down the runway on the morning of June 18—50-plus years ago. Southwest only had three planes then and about 100 employees. Today it has 56,000 workers and plans, soon, to have 1,000 jets in a fleet that already flies more people across the U.S. than any other carrier. But it’s short on cabinets? “We’ll also have to put some Southwest Airlines stuff up on the walls,” says Jordan, a Jeffersonville, Indiana, native who has spent most of his 61 years in Texas and who speaks with a mashup accent that’s both Texas twang and Midwestern flatness. Ah, but which stuff should go up there? Maybe a framed copy of the ad Southwest ran in 1973, featuring a picture of Muse offering passengers a free bottle of booze if they’d pay full fare on Southwest instead of flying for $13 less on competitor Braniff. “Nobody’s Going to Shoot Southwest Airlines Out of the Sky for a Lousy $13!” Muse exclaims in the ad, which almost singlehandedly turned Southwest from a money loser into a profitable carrier. Or, hey, what about a picture of some original flight attendants in their red-orange hotpants, slouchy white belts, and lace-up, white go-go boots? Is that too sexist? Well, then, perhaps a snapshot of Herb Kelleher, the legendary, chain-smoking, Wild

Turkey-drinking Southwest CEO whose kooky, maverick personality was, for decades, the very personification of the Southwest brand. A shot of Herb dressed up in that Elvis Presley jumpsuit he used to wear on Halloween would be especially wall-worthy. Then again, Jordan could go abstract with an artsy, chartsy rendering of the 47 consecutive years that Southwest posted an annual profit. That streak began with Muse and continued through the tenures of four other CEOs, including Gary Kelly, now executive chairman of the board. The pandemic snapped that profitability in 2020, but no other passenger airline has enjoyed that much bottom-line success for that long. Now, it’s Jordan’s job to get the streak started anew. It might help that he isn’t new to Southwest or its successes. He has been with the company since 1988, coming on board as a 27-year-old programmer with a computer science degree and an MBA from Texas A&M University, as well as a mustache that would have made Muse proud. In the ensuing decades, Jordan bounced around the airline, eventually holding—he thinks—15 different job titles, including everything from controller to chief commercial officer. Now silver-haired and sans stache, the job ahead of Jordan won’t be easy. He’ll have to navigate the severe turbulence the pandemic has created for the entire airline industry and for Southwest in particular. To do so, Jordan could call on some of the lessons in leadership that he’s learned from all 15 (or whatever) of the jobs he’s held. In fact, four of those lessons might be especially helpful. These four.

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T IT LE S DO N’T MAT T E R, E VE N IF YOU’ VE H AD A LOT O F T H E M. In the past two years, Southwest has not only lost money, it has also seen serious dips in its on-time reliability and experienced erosion in morale, according to some union leaders. That’s partly why Jordan’s theme for his first year as CEO is “back to basics.” Perhaps not coincidentally, that was also the theme of the Southwest Airlines annual report in 1988—the year Jordan first came on board, and the year he learned his first big lesson in leadership. Jordan came to Southwest knowing little about the company, he says, even though he had been in Texas for a while. He’d moved with his family to Houston in 1974 and had enrolled at Texas A&M four years later, initially hoping to become an electrical engineer. “I got to studying differential equations,” Jordan says, “and I realized that electrical engineering was going to be really hard.” He shifted into studying architecture and ended up sketching houses for individuals and working up architectural renderings of an atom smasher for the university, which was in the market for such a device. “I put myself through college with those drawings,” Jordan says. In the end, he dropped architecture and got an undergraduate degree in computer science. Along the way, he married an A&M classmate, Kelly Potz-Nielsen, and after graduation, enrolled in the MBA program as he waited for his wife to complete her history degree. After the birth of the couple’s first child, and a brief stint working for Hewlett-Packard in California, Jordan returned

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4/12/22 9:06 AM

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

(Below) Jordan’s longtime boss Gary Kelly, left, pushed him to accept multiple leadership roles, telling him, “You’ll figure it out.”

(Right) Jordan, Mike Van de Ven, Kelly, and Tom Nealon, unveil Freedom One, a stars-and-stripesadorned plane, in Houston.

(Bottom) As part of the transition to his CEO role, Jordan has been traveling around Southwest’s network to talk with employees.

to Texas to work on Southwest’s HP systems. He was soon tapped to join a big programming project for the finance department, which was headed by the company’s controller, “a guy named Gary Kelly,” Jordan says. The project involved weeks of intense work, and, at the end, Jordan received a thank you note from Kelly. The note included a gift of points that the company gave to workers, which they could cash in for stuff. Kelly gave Jordan enough points to buy a couple of bicycles. But the note was worth much more than that. It changed Jordan’s life. “I was just a programmer, but here was the corporate controller taking notice of me,” Jordan says. “I knew then that Gary was the kind of person I’d love to work for one day.” When a job opened in finance in 1990, Jordan applied, got it, and worked under Kelly. It was the last job he ever applied for at Southwest. All his subsequent 13ish positions, including the CEO job, came because Kelly personally tapped Jordan to do something new. “Gary basically just moved me around and allowed me to do different things,” Jordan says. “That’s why I call him a sponsor and not a mentor. A mentor talks to you about things, but a sponsor puts you in positions that develop you, that stretch you.” Jordan didn’t plan on being a manager, and he certainly never envisioned himself as CEO. But Kelly pushed him—stretched him—into multiple leadership roles, whether Jordan thought he could perform the jobs or not. One example: In 1997, Kelly, who was chief financial officer at the time, asked Jordan to take on the corporate controller role. Jordan recalls telling Kelly, “‘You realize I don’t have an accounting degree, right?’” To which Kelly replied, “You have an MBA.” Jordan responded, “Yeah, but I only took six hours of accounting class-

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es.” Kelly looked at Jordan for a few seconds and said, “Well, you’ll figure it out.” Somehow, he did figure out all the stuff he needed to know about liquidity ratios and horizontal analysis and the difference between 10-Ks and 10-Qs, and the company posted record net income that year (a record that has since been broken several times). Jordan says he learned that titles don’t matter, but the work does. “I’ve never been a title or career progression person,” he says. “I just love doing new things. I love the work. I love the people. If you love those things, everything else will just kind of take care of itself.”

K NOW WH AT YO U DON’ T KNOW. The day after Southwest closed its $3.2 billion acquisition of AirTran in 2011, Bob Jordan flew to Orlando

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YO U S H O U L D OWN U P TO YO U R WE AK NE SS E S . Twenty-something years ago, maybe when Jordan was the director of revenue accounting at Southwest Airlines, or possibly when he was the corporate controller, but most definitely after he had been the manager of sales accounting, he had an important meeting. It was with Colleen Barrett. She had been an executive assistant for Herb Kelleher at his law firm before joining Southwest, and eventually rose to the rank of president at the airline. She was the keeper of the company’s corporate culture and was Kelleher’s wrangler—doing her best to keep the easily distracted CEO on course. “Herb can’t say hello in just 15 minutes,” Barrett once quipped.

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As Barrett met with Jordan, Kelleher wandered into Barrett’s office, looking for a cigarette—one of the 100 Kelleher would have smoked on a typical day. “Hey Bob,” Jordan recalls Kelleher saying to him, “I just got a new car. Want to see it?” Jordan followed Kelleher out the door of Barrett’s office and down two flights of stairs. Along the way to the parking lot, Kelleher stopped to gladhand and backslap male employees and kiss female employees right on the lips. He also made conversation. A lot of conversation. Jordan remembers a lot of those “hellos” Barrett was talking about. “It took us about half an hour just to get outside,” Jordan says. “When we did finally get to the car, Herb realized he’d forgotten his keys. We had to go back upstairs and do the whole thing in reverse.” When they finally reached the new sports sedan, Kelleher told Jordan he wanted to take him on a drive. “The whole interior was covered in cigarette ashes,” Jordan says. “I sat down, and my pants were immediately covered in ashes, too.” Kelleher zipped away from the airport, steering over to Texas Stadium and then out through Grand Prairie and Arlington. The ride went on

J O N AT H A N Z I Z Z O

and walked into the company’s low-slung headquarters building at palm tree-lined 9955 AirTran Blvd. He was there to meet with top leadership after taking over as the company’s president—at Kelly’s request—for a three-year-long integration period for the two airlines. “I stepped into a staff meeting,” Jordan recalls, “and I didn’t know who anyone was.” To bridge his knowledge gap, he followed the same script that had worked for him in his previous, unexpected roles. First, figure out what you don’t know. Second, find people who know what you don’t. Third, let them go to work. “I’m not the smartest guy on the planet,” Jordan says. “I don’t know everything. And no one can do everything by themselves. So, job one is to form a team of people you trust that can get the job done.” Building that trust with Southwest people he’d worked with for decades was easy. But to do so with AirTran leaders he had just met took more time and a lot of talking, which just so happens to be something Jordan loves to do. “Bob has the gift of gab,” says Southwest CFO and Executive Vice President Tammy Romo, who has been working with Jordan ever since she joined the company in the early ’90s. Jordan doesn’t deny that he’s not the kind of guy you want sitting next to you on a plane, but he says that, on the job, what he’s really after is detail. He grabs a yellow notepad that’s on his desk and holds it up for me to see what he means. “I’ve always got one of these with me,” Jordan says. “You’ll always see me taking notes. I just tend to want to know a lot. If you ask people about my leadership style, I think they’d tell you that, ‘He’s analytical and probably annoys you to death with questions.’” Actually, no one told me that. Not exactly, anyway. What they did say is that there’s a term around Southwest’s offices, “Bob Math,” that staffers use when explaining how Jordan processes information. “Bob grasps numbers really well,” says Mike Van de Ven, the airline’s president and chief operating officer. “And he identifies trends well. I think Bob can solve differential equations in the back of his mind while he’s holding a conversation.” Clearly, Van de Ven is unaware that Jordan dropped his electrical engineering classwork at A&M because differential equations were too hard.

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and on, until Jordan said, “Herb, don’t you have somewhere to be?” When they finally got back to Love Field, Barrett was impatiently waiting in the executive suite. Three hours had gone by. “Colleen yelled at me up and down,” Jordan says. “She told me, ‘You lost Herb!’” In his 34 years with Southwest Airlines, as he has taken leadership positions making him responsible for the company’s accounting, its purchasing, and its people, that was probably the most trouble Jordan had ever been in. “Other than being an Aggie,” says Romo, a University of Texas graduate, “Bob is pretty much perfect.” Actually, he’s not. In fact, Jordan has consistently done two things imperfectly for pretty much his entire time at Southwest, and he’s not at all embarrassed to cop to them. “The same two things have shown up on my appraisals for 34 years,” he says. The first of those things is a tendency to be impatient. “I try to overcome that in every meeting I’m in,” Jordan says. “If you’re too impatient to get details from someone, that can send the impression that the other person and what they have to say is not important. That’s the last message that I want to send.” The second thing on those performance evaluations is that Jordan sometimes moves too quickly on any given assignment, sometimes snatching responsibility for executing that assignment away from the people who have been tasked with it. “I’ve been told to just let the process develop instead of trying to drive it,” he says. But hold on. So, Jordan is impatient and sometimes moves projects forward too quickly? Maybe that’s good, especially right now when Southwest is trying to get back to profitability and make amends with employees who have been stretched to the breaking point by the pandemic and by the airline’s shortage of staffing. “We’ve got probably 35 or 40 aircraft that we can’t fly today because we’re not fully staffed,” Jordan says. And more planes are on the way. Jordan expects to buy enough new 737s in the next few years to bring the Southwest fleet to 1,000 planes. That would allow the airline to operate 5,000 flights a day—or 1,000 more flights per day than it operated in 2019 before the pandemic hit. This, in turn, would allow Southwest to fully service all its destinations, including new routes to Hawaii and to the 13 different cities Southwest added to its network during the pandemic. But without more workers, those planes won’t do Southwest any good. Jordan says the company wants to add 25,000 new workers by the end of 2023, expanding the current workforce by 43 percent. That would be the biggest three-year employment expansion in the airline’s history. For some, those workers can’t come on board fast enough. Lyn

Montgomery, president of TWU Local 556, the union representing Southwest’s flight attendants, tells me she fears the company will face more attrition if it doesn’t improve the working conditions that flight crews have been operating under in recent years. Still, Montgomery is optimistic that Jordan may be able to help make that happen. “He’s very affable,” she says. “And he seems to be people-oriented. But he has a really tough task ahead of him.” Beyond the people problems making that task tough, Jordan must figure out why Southwest’s typical on-time performance plunged from 80-ish percent in May 2021 to 60-ish percent in June. He also must ensure the airline doesn’t suffer the cascade of cancelations that affected its network over two different weekends last year. During the Columbus Day holiday alone, Southwest canceled some 2,500 flights after people and planes were left out of position, thanks in part to bad weather in Florida. Capt. Casey Murray, president of the Southwest Airlines Pilots Association, says his members have griped for years that the company hasn’t invested in the right tech tools to prevent those kinds of cancelation waves from overwhelming the system. But he, too, is optimistic that Jordan may finally listen to the pilots’ complaints. “I think Bob does listen and actually hear our concerns,” Murray says.

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YO U DO NOT H AVE TO B E LIK E H E RB . Back in 1992, when he was about Jordan’s age, Herb Kelleher faced off in an arm-wrestling match with the owner of Stevens Aviation, a small aircraft sales company, over the rights to a slogan both Southwest and Stevens were using—a variation of “Just Plane Smart.” Kelleher, with a cigarette dangling from his mouth and with a middle-age paunch puffing out his T-shirt, lost the highly theatrical battle that was dubbed “Malice in Dallas.” Jordan likely would have easily won the same contest. He regularly bikes, runs, and lifts weights. His biceps bulge from under the polo shirts that are typical at the all-week casual Friday offices of Southwest. The non-smoking Jordan is anything but Kelleherian in one other way, too. A few years after “Malice in Dallas,” Kelleher told me it was his plan to “die in my chair” at Southwest. At the time, Kelleher lived in a University Park townhouse, even though his wife lived in San Antonio, and he was putting in 16-hour days and sleeping four or maybe six hours a night. (Kelleher did finally accept retirement, leaving the CEO post in 2001 and the chairman’s job at Southwest in 2008, well before his death in 2019 at age 87.) Jordan, who obviously isn’t thinking about retirement just yet, because he’s got an office to decorate, is not putting in those kinds of hours and has never been the “die in my chair” type. Beyond his fitness routine, he is an amateur woodworker who also likes to play the board game Risk and do indoor rock climbing. He wants his fellow leaders at Southwest to have interests of their own that get them out of their office chairs, too. “What I don’t need to tell our leadership team, our operational folks, is that they need to work harder,” Jordan says. “They’re already working hard. They’re pouring their life into Southwest Airlines. What people do need to be told is that they have permission to let other things be important as well, like their family. They have permission to not feel guilty for doing things that put balance into their lives.” Then again, Jordan admits he’ll have a little less of that balance as CEO than he did in all those other roles he’s served in at Southwest. “It’s going to get harder, for sure,” he says. “I’ve got a lot of work to do.”

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The steady hand of CFOs and other financial executives has never been more important. Here are outstanding professionals who have stepped up for their companies.

FINANCIAL

EX ECU TIVE AWA R DS 2022

RISKS AND REWARDS

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story by

CHRISTINE PEREZ photography by

GREGORY REID

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F IN A N C IA L

E XE CU T I V E AWA R DS 2022

O U T S TA N D I N G C F O :

Midsize Public Company

“If the business is heading down the wrong course, as CFO you cannot fix the issue alone. A great C-level team working together is fundamental to creating a more rewarding outcome.”

In a second year of grappling with economic uncertainty and new waves of a global pandemic, area financial executives were called upon to help provide clarity—and strategy.

L AU R I E L ATH A M , Q u e s t R e s o u rce H o l d i n g C o .

O U T S TA N D I N G P U B L I C S E R V I C E

In the midst of it all, some moved from conserving cash and preserving liquidity to help their companies continue to pursue opportunities for growth. It made financial modeling and flexibility key. Here, in partnership with the Association for Corporate Growth, TXCPA Dallas, and Financial Executives International, we highlight 30 North Texas CFOs and other leaders who helped their companies navigate risks and opportunities in the past year’s unpredictable climate. Our 2022 Financial Executive Awards finalists were selected by esteemed judges, including Daniel Boarder of Whitley Penn, Alice Elkins, Abby Fuqua of Venturity Financial Partners, Tom Hook of USI Insurance Services, and Sharon Lukich of Thomas Edwards Group. Winners will be revealed at a private awards ceremony in May.

Attorney William H. Hornberger of Jackson Walker is one of the most deeply networked professionals in DFW. But his influence doesn’t end there; his commitment to public service has taken him around the globe. Locally, he has had a profound impact on organizations that span from the Texas Society of CPAs and FEI to Klyde Warren Park and the Dallas Holocaust and Human Rights Museum. “In everything I do, I try to lead by serving others,” Hornberger says. WI LLIA M H . H O R N B E RG E R , J a c k s o n Wa l ke r

The CEO of Vista Bank, John Steinmetz, has been service-minded ever since holding his first real job—waiting tables. He is passionate about creating equity and inclusion for underrepresented communities in the area of finance, and created and implemented a Southern Dallas initiative at Vista Bank. It provides financial literacy education, resources, funding for various programs, and partnerships with Dallas ISD, Camp Exposure, and For Oak Cliff, among others. J O H N S TE I N M E T Z , V i s t a B a n k

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O U T S TA N D I N G C F O :

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GAY LE A N D E R SO N K a l ko m ey E n te r p r i s e s

J O H N BAI LE Y P r i s m H o te l s & R e s o r t s

KELSEY CUNNINGHAM TimelyMD

I R M A G O NZ Á LE Z LERMA

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CAO, CONTROLLER, OR TREASURER:

Public Company

O U T S TA N D I N G C F O :

Nonprofit Organization

Ellen Detrich

Chris Monroe

Texa s C a p it a l B a n k

S o u thwe s t A i rli n e s

Throughout her career, Ellen Detrich has always been outside the room when the earnings calls took place. Being promoted to CAO at Texas Capital Bank gave her the chance to get inside the room. She says her leadership strategies depend on who she is trying to lead:

A 30-year veteran providing leadership to the treasury, supply chain, and fleet teams at Southwest Airlines, Chris Monroe also is responsible for managing risk and maintaining compliance. He says he has learned key lessons from the airline's various leaders:

For those without a strong accounting background: “Lead as a partner in all decisions, providing guidance that can assist them while on their own.”

Co-founder Herb Kelleher: “Lead with a compelling vision and always communicate that. Don’t be afraid to bring your sense of humor to the job.”

Accounting team: “I empower my teams to think independently and make decisions across the bank. They know I’ll always have their backs.”

Former CEO Gary Kelly: “If you always lead with integrity that will result in you always being a leader worth following.”

For everyone: “I am passionate about leading with candor, always doing the right thing, and believing that the details always matter.”

President Emeritus Colleen Barrett: “Lead from the heart. Never forget the people on your team have hopes, dreams, families, and loved ones.”

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TI M OTH Y H E S S A z te c a - O m e g a G r o u p

D R E W K E ITH Tex a s S e c u r i t y B a n k

A DA M P OW E L L Va l o r M i n e r a l M a n a g e m e n t

K E EGA N S M ITH Bright Realty

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Jeff Gentry B u c k n e r I nte r n ati o n a l “Years ago, I was involved in a strategic plan at a previous organization that resulted in the layoffs of over 30 employees. As an experienced CFO, I made sure that the financial analysis that supported the decision included sound assumptions based on empirical data. What I missed throughout the process was that I didn’t involve others who could have provided a valuable perspective that I wasn’t going to find in the financials. The effect was that the decision did result in financial sustainability and alignment with mission, but there was a lack of trust going forward and a lack of buyin from those directly involved. I learned from this experience that effective communication and including others is imperative when evaluating changes to how an organization delivers services to fulfill its mission.”

Robert Watling U n ive r sit y of D a ll a s “We’ve undergone a financial transformation in the past 12 to 18 months that allows us to strategically invest in the future. It took tremendous time, effort, and teamwork to improve the university’s liquidity position by over 300 percent, strengthen the balance sheet through refinancing all institutional long-term debt, and restructure operational activities that brought expenses in line with revenue. We’ve also reinforced financial resilience through new vendor partnerships and have upskilled financial talent to help make more informed financial decisions. All that hard work has provided the stability necessary to invest in the student experience. Now that the financial flywheel has begun to spin, we are continuing to push with innovative financial ideas to foster greater acceleration.”

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O U T S TA N D I N G C F O :

CAO, CONTROLLER, OR TREASURER:

Large Public Company

Private Company

Tammy Romo S o u thwe s t A i rli n e s Working in the airline business is not for the faint of heart, says Southwest Airlines CFO Tammy Romo. “It has been full of challenges over my career, including 9/11 and the 2008 financial crisis,” she says. “But the most daunting challenge has been navigating through the pandemic.” Thankfully, Southwest was in a strong financial position when the pandemic hit, one that was strengthened by maneuvers that helped cut spending and cash outlays by $8 billion and raising $22.8 billion in capital. The actions allowed Southwest to maintain its 50-year history of no furloughs or pay cuts. “Like many of us, I've learned there is a lot we cannot control in today’s world, which can be unsettling," Romo says. "But you cannot let that paralyze you. Instead, you must go to work on what you can control.”

Last year was a breakthrough for Chad Bradford at Elevate Credit. Serving as senior vice president of finance since 2015 and adding CAO to his title in 2017, he stepped up in a big way following the transition of the company’s former CFO to chief strategy officer. Among other achievements, he transitioned Elevate to a new accounting methodology, managed cash flow projections, and secured a $100 million debt financing deal at the lowest interest rate in the company’s history. C H A D B R A D FO R D, E l ev a te C r e d i t

During the past 22 years or so, Karyn Brown has held myriad positions at Austin Industries, one of the nation’s largest construction companies, from safety office manager and office manager to treasury analyst, cash manager, and assistant treasurer. In April 2020, she was promoted once again—to treasurer. Her key strategy is to remain nimble. “I like to encourage people on my team to challenge the status quo and try new things and new processes,” Brown says. “It helps us improve and keep innovating.” K A RY N B ROW N , A u s t i n I n d u s t r i e s

Philip Schlom AZZ After joining AZZ as chief accounting officer in October 2019, Philip Schlom was promoted to interim CFO then named to the permanent post. He was initially hired into what he describes as a difficult situation—one that was complicated when his boss left the organization. "I had to utilize all the skills learned in earlier experiences to get up to speed with treasury, deal with a hardened insurance market, and get filings back on track," he says. "I learned to have patience, trust my judgement, and methodically make progress. Schlom also learned to rely on a key leadership strategy: teamwork. “No organization can succeed with the capabilities of one or few persons," he says. You need to have the team in the boat all rowing in the same direction at a similar cadence.”

FP&A:

Private Company

JA N ET

PETERSEN Forecasting and budgeting in the face of pandemic waves has been Janet Petersen’s biggest challenges as director of FP&A at Kalkomey Enterprises. A key strategy is to prioritize work so her team can focus. “Decisions of what to pull up and push down on the list are difficult but essential,” she says.

FA I T H

TEOPE As the head of FP&A at Leverage Retirement, Faith Teope says she strives to cultivate a strong entrepreneurial environment where team members can develop in areas they feel a gravitational pull toward, gain new skills, make career adjustments, and experience a sense of purpose. “Intrinsic motivation is powerful,” she says.

O U T S TA N D I N G F I N A N C E T E A M

TEXAS SECURITY BANK l e d by

DR EW KEI TH

Drew Keith, recently named president at Texas Security Bank after serving as executive VP and CFO, says if he could give his leadership strategy a headline, it would read, “Guide and Get Out of the Way.” It’s a strategy that seems to work; under the guidance of Keith and CEO Craig Scheef, Texas Security is a $1 billion bank that has doubled in size in the past three years. Last year, the bank found itself with a significant amount of cash on its balance sheets. “My team and I made a decision to invest in assets that will pay off for us in most market situations,” Keith says. “We continued our strategic philosophy of total return investment analysis, which caused us to get outside of our policy. I had to go to our asset management committee and explain that we were not being too aggressive. It was an incredibly unusual set of circumstances that gave us the opportunity to have a much larger investment portfolio than we’ve ever had before.” The situation required Keith and his team to also provide a Plan B in case the recommendation was not supported. “In the end, they understood our philosophy and decision and are aligned with where we are helping drive the bank,” he says. “We are in an excellent position going into 2022 and beyond.”

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FI NANCI AL

EXECU TIVE AWARDS 2 02 2

O U T S TA N D I N G C F O :

Large Private Company

C O N S TA N T I N E " C O N N I E " KO N S TA N S AWA R D

Of which professional achievement in the past year or so are you most proud? “We’ve worked

“In the last year, our

“Last year, we had

hard to keep our

operating margin

our best year in our

associates motivated

has improved, we’ve

30-year history. We

through fun virtual

completed a bond

took things we

events and through

issue, won a national

learned in 2020 and

recognizing people

revenue cycle award,

turned those into

for the work they are

and completed work

successes in '21. We

doing—with the same

for a new hospital,

weren’t without

TOM WALKER

DALL A S COWB OYS , C FO

while receiving bond

labor, supply chain,

rating affirmation

and COVID challeng-

D CEO ’ S H I G H E ST FI NANCI AL HO NO R

I believe we are on

from Moody’s and

es, but we still met the

the right path.”

S & P.”

needs of customers.”

G I R I S H BAC H A N I Capital One

CRAIG BJERKE M e t h o d i s t H e a l t h Sy s te m

SA M C H E N G E a r t h b o u n d Tr a d i n g C o .

is the Constantine “Connie” Konstans Award, named for the late leader who for years served as director of UTD’s Institute for Excellence in Corporate Governance. This year, in a unanimous decision by the judges, the award goes to Tom Walker, CFO of the Dallas Cowboys. Walker’s title is a bit deceiving, as his role with the $6.5 billion organization has grown to cover far more than the NFL’s most valuable franchise. It also involves the team’s iconic stadium and merchandising group, as well as the Jones family’s oil and gas, real estate, and myriad other businesses. All told, the organization covers more than 160 legal entities and 500 full-time employees. Walker has steered the organization through milestone projects, including the construction of AT&T Stadium and The Star, game-changing mergers (Comstock Resources and GameSquare), and a 350,000-square-foot headquarters for Keurig Dr Pepper. He also helped oversee the construction and launch of the Jones family’s $250 million yacht, Bravo Eugenia. Along the way, he has been an active servant to the industry. “I don’t know anyone who has been exposed to as many varied, unique, and imaginative financial situations as Tom Walker,” says his boss, Jerry Jones. “He clearly has a command of the multifaceted and creative nature of our organization’s businesses. With Tom’s instincts and talent, the sky is the limit.”

“I am most proud

“In the last eight

“This year, we

of last year’s sale

months, we’ve grown

changed payroll sys-

of Crossmark after

back most of the

tems to a new vendor,

a protracted com-

business we lost

and the project re-

petitive process. It

in 2020, all while

quired support from

resulted in a sig-

supporting our COO

every department.

nificant financial

while she battled

As the leader on the project, I worked with

recovery for the

cancer. I’m proud of

lenders-turned-own-

my team for what

all the constituents,

ers and preserved the

we’ve been able to

and I’m proud to say

vast majority of our

accomplish and

that we exceeded the

jobs.”

endure.”

expectations.”

R U DY G O NZ A LE Z Ansira

R . CO RY J O H N SO N Sw i s s -A m e r i c a n C D M O

K ARA MCKINNEY E nvoy A i r

FP&A:

Public Company

“As a leader, it is important to delegate. This can be a challenging shift in mindset. But if you have a smart, capable team and work to develop them effectively, you can increase your overall impact.” C H A D P EO P LE S , M atc h G ro u p

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PAT T E R N S : S H U T T E R S T O C K ; WA L K E R BY J A K E M E Y E R S

intentionality as if we were in the office.

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story by

BRANDON J. CALL portraits by

SEAN BERRY

ROBERT

SHIBUYA GOES TO THE MAT How the son of a professional wrestler came to lead the nation’s largest minority-certified commercial real estate firm.

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Robert Shibuya grew up in a typical middle-class neighborhood in Hayward, California. Whereas most of his schoolmates’ dads were electricians, plumbers, or tradespeople, Shibuya’s father had a rather unusual occupation: professional wrestler. Before World Wrestling Entertainment on TV, there was San Francisco’s Big Time Wrestling, with live Friday night matches in the ’60s and ’70s that drew raucous crowds. In an industry that was more staged entertainment than sports, everyone had a schtick, and Shibuya’s father crafted his persona as an angry brute at a time when anti-Japanese sentiment was still running high after World War II. Though the evil Kinji had an imposing presence—he was billed as 5-foot-9-inches and weighed in at 249 pounds—at home, he was an extremely gentle man, guiding with grace and tending to his champion koi fish. Kinji used his size and athleticism to get educated, attending the University of Hawaii on a football scholarship. He parlayed his wrestling notoriety as the guy people loved to hate into opportunities in film—even being recognized by the Japanese American National Museum for his lifetime achievements. “I witnessed a lot of the discrimination that he had to overcome firsthand,” Shibuya remembers. “My view of the world was shaped through the lens that racial barriers or social perceptions should not be the construct of your life.” It has been a little more than five years since Shibuya became chairman and CEO of the real estate advisory firm Mohr Partners. In 2017, he completed a management buyout from founder Bob Mohr, with Mohr retaining the capital markets line of business under the Mohr Capital name. Although

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Mohr could have easily sold to a global firm, he says Shibuya and his partners provided a better match for his exit goal. “I felt good about the company’s legacy,” Mohr says. “It was a way to have cohesiveness and pull everyone together versus having to think about integration when you have one company being absorbed by another.” The founder remains active in the enterprise as chairman emeritus and says he enjoys seeing the firm he launched head in a new direction. “I started the company in 1986, and it’s nice to see Bob include his wife and sons in the way that he has. They make a good team, and from a legacy standpoint, they’ve got their sons involved, which bodes well for the future.” Shibuya’s wife, Michele, is Mohr Partners’ managing principal of business operations. Their eldest son, Robert, is a senior account manager and a member of the global corporate services division, responsible for managing lease and capital market transactions; younger son Richard is a senior transaction analyst leading research and site selection. “It’s wonderful to see our sons follow in their dad’s footsteps into commercial real estate,” says Michele. “Growing up, that was what we talked about around the dinner table. That’s all you heard, and that’s what they’ve been around from a very young age.” The 36-year-old, Dallas-based Mohr Partners has more than 200 employees and 24 offices, providing real estate advisory services in every U.S. state and more than 40 countries worldwide through four international alliances. Shibuya declines to provide specific revenue figures for his privately held company, but he says the firm has seen tremendous growth under his stewardship. The firm’s EBITDA, he shares, grew 100 percent from 2019 to 2020 and 72 percent from 2020 to 2021, and annual revenue growth was 52 percent last year. In a world of global, full-service commercial real estate firms, Mohr Partners continues to focus exclusively on tenant representation and reigns as one of the largest occupier-side firms in the nation. “Outside of labor, office space and real estate costs are some of the largest expenses a company takes on,” Shibuya says. “You really need someone on your

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LEADERSHIP TEAM

Robert Shibuya (front) with managing partners (from left) Michele Shibuya and Misti Meggs and CFO Sohail Hamirani.

side looking out for your business’ interests in the lease negotiation process without having skin in the game as a landlord representative.”

T W I STS O F FAT E As a student at the University of the Pacific in Stockton, California, Shibuya recalls a family weekend hosted by his fraternity that changed his career trajectory. “I would have been perfectly content entering the management training track for a local bank, and I probably would have made a pretty good living in finance,” he says. “But I saw my fraternity brothers’ fathers driving fancy cars and

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A Commitment to DEI Shibuya says he feels “a strong desire and obligation” to support diversity in his own company, adding that it’s one of the firm’s greatest assets.

34%

MINORITY MEMBERS ON MOHR PARTNERS’ CORPORATE TEAM

75%

MINORITY MEMBERS IN THE FIRM’S C-SUITE

42%

63%

WOMEN MEMBERS OF THE COMPANY’S CORPORATE STAFF

LEADERSHIP ROLES HELD BY WOMEN AT THE FIRM

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Shibuya’s father, Robert Kinji Shibuya, wrestled for more than two decades in professional shows across the country.

GENTLE GIANT

Despite the angry brute identity he assumed in the ring, Kinji was a kind father who raised champion koi fish at home.

FAMILY BUSINESS

Robert and Michele Shibuya with their sons Robert (left) and Richard, both of whom are managers at Mohr Partners.

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asked what they did for a living. Almost all of them said they were commercial real estate brokers.” It was then and there that Shibuya decided to shift his career goals. An on-campus interview landed Shibuya a job at Equitec Properties Co., initially serving as a financial analyst, underwriting acquisitions and managing office and industrial properties. He then spent the next 10 years in northern California, working as a regional manager at Cushman & Wakefield. But Shibuya wanted more. “The landlord business felt too safe for me,” he says. “I found the tenant side far more exciting and somewhat more lucrative.” By 1990, Shibuya transferred with Cushman & Wakefield to southern California. He met his wife on a blind date arranged by friends in 1992. “It was a situation where we were both single and Asian, so our mutual friend set us up,” Shibuya says with a laugh. A year later, he took a new job in Los Angeles as executive vice president with Insignia, which CBRE subsequently acquired. That led to a prin-

FINDING CO MMONALITY After becoming COO of the Americas and global chief executive for real estate firm DTZ and an advisory board member for Cresa Partners, Shibuya didn’t make the move to Dallas until 2014, when he joined Mohr Partners as president. “I hate to admit it,

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

WRESTLEMANIA

cipal position, in 2003, with Trammell Crow Co. while commuting back and forth from Los Angeles to Dallas. Shibuya credits this as the single most game-changing event in his career. “It was my first opportunity to get into the C-Suite,” he says. “The company had committed in 2003 that 50 percent of leadership would be held by people of diverse backgrounds. That was almost 20 years ago.” CBRE is also where he met Bob Sulentic, then president and CEO of Trammell Crow Co. and now global president and CEO of CBRE, which acquired TCC in 2006. Shibuya continues to hold immense admiration and respect for Sulentic and describes him as an exceptional boss. The feeling is mutual: “Bob was an excellent leader for Trammell Crow Co.’s brokerage operations in the mid-2000s,” Sulentic says. “He impressed me as a creative, energetic professional who excelled at relationship-building inside and outside the company. Those skills have served him particularly well in advancing his career.” Shibuya says hard work and perseverance helped propel him into the C-Suite. But, he says, it was the company’s commitment to diversity that gave him his first opportunity to lead at a time and in an industry where not many executives looked like him. “It is a pay-it-forward opportunity for me,” he says. “I got a big break because of a commitment to diversity, and I feel a strong desire and obligation to continue to support diversity in my own company.”

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but the perception coming from California to Dallas is that there aren’t any Asian people here, or, if there are, they’re not business people,” he says. “So, we were very pleased to find that was not the case.” Shibuya credits Thear Suzuki, principal and global client service partner at EY, with getting him connected in Dallas. “I can understand how Asian Americans who grew up or lived for a long time in California might feel as though Texas is so different,” Suzuki says. “But once they get here, they’re quite surprised to find that the business community is very open. Also, executives are very generous in terms of sharing their networks and welcoming newcomers into the community.” Suzuki immigrated to the United States at 8 years old from Cambodia. She knows firsthand what it is like to feel displaced, disoriented, alone, and like an outsider in a new place. As she progressed in her own career, she sought opportunities to attend conferences like the Asian American Women’s Leadership Convention and network with other executives of diverse backgrounds. Traveling coast to coast for these events, Suzuki saw a need for something similar in North Texas. “In the absence of a leader, be one,” she says. So that’s what she did. In 2015, she and several other Asian American executives got together informally to connect over dinner. Today, the group of about 70 meets quarterly and has grown to include an impressive who’s who of Dallas leaders. Along with Shibuya, members include Tracey Doi, CFO of Toyota Motor North America; Caren Lock, regional vice president at TIAA Financial Services; and Charmaine Tang, principal at BNY Mellon Wealth Management. “It’s all about two people learning about each other and finding some commonality,” Suzuki says. “Our group wants to encourage more Asian Americans to step into the highest levels of leadership, whether it be the corporate C-Suite or onto nonprofit boards. We certainly have the talent, capability, leadership, and strategic thinking to be at those tables.” The group also has a goal to inspire the next generation of diverse business leaders. “I want young people to use all of their talents, all of their passions, and all of their potential to be out there, be seen and visible, and contribute to our community,” Suzuki says. “I think the more of us that are out there being more visible and doing this together, the stronger we can help make our community. Our young leaders today can see themselves in Bob Shibuya. They can see themselves in Tracey Doi. They can see themselves in a refugee girl from another country who has ascended and succeeded in business.”

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Steady Climb Shibuya’s 39-year career has seen him ascend the ladder in commercial real estate. Here are some highlights:

1983

Regional director at Equitec Properties Co.

1987

Senior director at Cushman & Wakefield

1993

Executive vice president at CBRE

2003

Principal at Trammell Crow Co.

2007

COO of the Americas for DTZ

2010

Advisory board member of Cresa Partners

2011

Global chief executive at DTZ

2014

President of Mohr Partners

2017

Chairman and CEO of Mohr Partners

PAYING IT FO RWARD Fulfilling his lifelong entrepreneurial goals of owning his own enterprise after nearly four decades working for others, Shibuya was determined to create a different kind of commercial real estate firm. Sixty-three percent of leadership roles at Mohr Partners are held by women, and 75 percent of C-Suite positions are occupied by women, people of color, and LGBTQ+ employees. Overall, 34 percent of corporate employees are individuals from minority backgrounds. It was also crucial for Shibuya to pursue Minority Business Enterprise certification by the National Minority Supplier Development Council, a designation held by 15,000 companies nationwide. Mohr Partners has become one of just 111 companies with the Corporate Plus designation by the National Minority Supplier Development Council—and the only one in commercial real estate. Becoming minority-certified has been a winning strategy for Shibuya, who says that his firm is the preferred commercial real estate services provider for the Billion Dollar Roundtable, leading corporations that purchase at least $1 billion a year in goods and services from certified minority-owned firms. Mohr Partners also works with several Fortune 50 companies, but because of nondisclosure agreements, Shibuya is not able to name them. The cultivation of diverse talent starts early. For its internship programs, which run year-round, Mohr Partners works closely with local schools— Texas Christian University, Southern Methodist, and the University of North Texas—but it also recruits from and has talent pipelines that extend to many of the country’s Historically Black Colleges and Universities. “A commitment to diversity has to start at the top,” Shibuya says. “It has to be intentional, and you have to create an environment where employees see themselves reflected not only among their peers but also in the boardroom.” For Shibuya, his mission is clear: “It’s about moving past diversity and inclusion to provide a sense of belonging,” he says. “We have found that we’ve had great success recruiting and retaining diverse talent. It’s because we’re an ethnically diverse company. We’re gender diverse, and we’re very LGBTQ+ diverse. And we’re proud of that. We are committed to giving women, people of color, and members of the LGBTQ+ community unprecedented career opportunities in an industry that has given my family and me so much.” And for the son of a professional wrestler who experienced the burden of racial discrimination, that’s a winning move.

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story by KELSEY

J . VA N D E R S C H O O T

photography by VERA

060

LAIR

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MERGERS &

ACQUISITIONS AWARDS

“If you’ve been thinking you want to get a deal done in the next two or three years, you better think about doing it right now.”

2022

DEALMAKERS ATTORNEY

D a n Ve r m e i r e CO R P O R ATE FI N A N C E A S SO CIATE S

Mary Jane Broussard, At Home Group David Gail, Weil, Gotshal & Manges Bobby Majumder, Frost Brown Todd Thomas Yang, Akin Gump Strauss Hauer & Feld DEBT PROVIDER

Performing under pressure often separates the good from great dealmakers in the mergers and acquisitions market—and not just during crises. Those putting together business transactions last year in North Texas closed a record number of deals. Dubbed the M&A Super Cycle, market conditions created a sellers’ paradise: high valuations, low interest rates, abundant private equity and venture capital, and baby boomers looking to exit. These same trends helped the global deal market reach more than $5.8 trillion in 2021—a 64 percent year-over-year increase. “I tell people, ‘If you’ve been thinking you want to get a deal done in the next two or three years, you better think about doing it right now, because it isn’t going to get better than this,’” says Dan Vermeire, managing director and principal at Corporate Finance Associates. Vermeire approximately doubled the number of deals he closed in 2021 compared to the prior year, noting that transactions involving cybersecurity, managed service providers, and recurring revenue models were particularly prevalent. His biggest challenge was a good one to have—selectivity. “The toughest thing was to pick and choose which deals to work on,” he says, adding that he passed along several opportunities to peers out of sheer capacity limits. The bandwidth crunch wasn’t limited to dealmakers. “The lawyers and accounting firms that handle closings—it got to the point where you had to get on their list, and you had to wait in line in order to get your deal closed,” Vermeire says. David Gail, a partner at Weil Gotshal & Manges, remembers being on the phone

with dealmakers from one opportunity, on hold with dealmakers from a second transaction, and telling those representing a third deal that he’d address their concerns momentarily, on the day before Thanksgiving. Another time, he hustled to help close a $1.5 billion transaction in only several days, wrangling teams virtually and in-person across various cities. “It was sometimes like playing 3D chess, making sure all the pieces on all the different boards were in the right place,” he says. Gail closed 27 deals last year, a feat he credits in part to private equity and restructuring booms. “Those two things usually don’t occur at the same time,” he says. His year included Callaway’s $2.6 billion acquisition of Topgolf Entertainment. Gail and Vermeire expect M&A activity to continue booming through 2022, though Gail says the beginning of the year saw some effects of burnout from the brisk level of business last year. “The pipeline for April and beyond is starting to look more like 2021,” he says. Vermeire adds that even recent interest rate increases and a potential half-turn adjustment in valuations won’t likely slow things down soon. “Everything’s just going to keep on truckin’ at least through ’22,” he says. “Now, by the end of ’23 what will it look like? Always hard to say.”

JUDGES: Joining D CEO editors to select honorees in the 2022 M&A Awards, presented in partnership with the Association for Corporate Growth, were Jordan Bethea of BakerHostetler, Amanda Foyt of CrossFirst Bank, Rob Kibby of Munsch Hardt Kopf & Harr, Larry King at Sundance Investments, Katie Oswald at Crossplane Capital, Brad Porter of Moss Adams, and Lindsey Wendler of Dresner Partners.

Olivia Bock, CrossFirst Bank Jeff Matthews, East West Bank Chase Wildes, Sunflower Bank DUE D ILIGENCE PROFESSIONAL

Ryan Irby, DHG Brad Porter, Moss Adams Drew Solomon, Embark INVESTMENT BANKER

Jared Behnke, Transitus Capital Oliver Cone, Bulkley Capital Joseph Durnford, JD Merit & Co. Dan Vermeire, Corporate Finance Associates PRIVATE EQUITY PROFESSIONAL

Brendan Achariyakosol, Evolute Capital Greg Balliro, Crossplane Capital Rob Langley, Align Capital Partners Barrett Lidji, Northaven Capital Partners

DEALS $1 BILLION +

7-Eleven acquires 3,900 Speedway stores Pioneer Natural Resources acquires Double Point Energy Prüvit Ventures and SunBasket merge Tyler Technologies acquires NIC $250–999 MILLION

General Datatech sells to HIG Capital Vizient’s acquires Intalere XIFIN acquires OmniSYS $50–249 MILLION

CarGurus acquires majority stake in CarOffer Memorial MRI & Diagnostic acquires Prime Diagnostic Imaging The Ogle School sells to RLJ Equity Partners Sonic Connectors sells majority stake to Argenta Partners Valesco exits TH Marine Supplies UNDER $50 MILLION

Coltala Holdings forms MyFitnessStore.com Evolute Capital acquires majority stake in eGroup Holding Co. LongWater Opportunities acquires XCaliber Container Northaven Capital Partners invests in Sunbelt Waterproofing and Restoration

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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

LEADING OFF

A Business Epiphany Manoj Kutty, Founder and CEO GREENLIGHT CREDENTIALS

MARC TRAN

“my a-ha moment came when i thought about how people can view their financial statements quickly and send and receive money with their friends over Venmo instantly, however it took anywhere from a few days to several weeks for those same people to get their personal and academic records verified to get into college or get a meaningful job. It also costs a lot of money and requires people to jump through a lot of hoops every time they need to get their records verified. This makes it out of reach for far too many people and another reason for the widening disparity in wealth. Even today, with all the advancements that we have made, it saddens me to think that few understand the significant impact of these hidden barriers to success. I realized that real progress would be difficult to attain unless we could reduce the friction when applying for opportunities. Our mastery of blockchain technology helped us create breakthrough solutions to address these challenges. Fortunately, we are blessed with several leaders in our community who shared the same concerns and a desire to help solve this problem. It is through their collective support that GreenLight Credentials came to be.” —As told to Ben Swanger

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FIELD NOTES

ECONOMY

Rising Prices Are Fueling Anxiety How much pain will it take to rid the economy of inflation this time? story by W. MICHAEL COX

AND

RICHARD ALM

w e’ve heard about it repeatedly, from friends, family, neighbors, political leaders, and expert sources. Nearly everyone has felt the impact of inflation. For the 12 months ending in February, the Consumer Price Index jumped 7.9 percent—the highest shift since the early 1980s. Stretch it out for two years, and prices were up 9.7 percent, with some consumer goods, including meat, furniture, tires, and fruit, experiencing particularly impactful jumps (see chart). Texans shouldn’t expect to be spared the inflationary fires. They produce and consume in an increasingly interconnected world, where national and global trends go a long way toward setting the prices of goods and services. The COVID pandemic contributed to the limited supply and resurgent demand that has increased consumer goods prices. Interrupted or overburdened supply chains created delays in delivering consumer goods and inputs; global oil and gas prices sank then soared as the pandemic whipsawed energy producers; supplies took anoth-

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

FIELD NOTES

er hit when Russia invaded Ukraine in February; COVID left many workers hesitant about returning to jobs, leading to labor shortages and wage hikes. These market factors create short-term impacts on some prices—whether permanent or temporary—but markets will eventually sort them out by reducing demand or increasing supply. Broad and sustained price increases—true inflation—come from policies leading to excessive money creation. Essentially, there is too much money chasing too few goods. Nobel laureate economist Milton Friedman made this point in his dictum: “Inflation is always and everywhere a monetary phenomenon in the sense that it is and can be produced only by a more rapid increase in the quantity of money than in output.” Since COVID hit the United States in February 2020, Congress has been spending recklessly to keep the economy afloat. An accommodating Federal Reserve, aiming to maintain low-interest rates, has also flooded the economy with new money via stimulus packages and other means. As a result, the broadly defined money supply has shot upward by an unprecedented 41 percent. For Texans, Friedman’s words mean that today’s inflation isn’t a problem of our own making, and there’s little the state’s business or political leaders can do to lower it. Only Americans born before 1965 could have mature memories of the last time the country faced inflation at a level comparable to current rates. To bring prices down in the 1970s and 1980s, Fed Chairman Paul Volcker took harsh actions to wean the economy off easy money by dramatically increasing interest rates—so much so that the country tipped into a deep recession. Texas was hit particularly hard by the aftermath of inflation during that time. After riding the benefits of high oil prices throughout the 1970s, the state’s economy tanked as petroleum prices dropped by 50 percent. While the rest of the nation was recovering from the recession, Texas economic output declined by close to an additional 3 percent between 1986 and 87, taking a severe toll on the banking and real estate sectors. Unemployment peaked at 9.3 percent in March 1986. Thus, history tells us that inflation isn’t likely to be subdued without pain, including slower growth, lost jobs, eroded wealth, and higher borrowing costs. What nobody knows yet: How much pain will it take to rid the economy of inflation this time?

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So far, the Fed has taken a small first step toward fighting inflation, raising interest rates a quarter of a percentage point in March. Additional rate hikes are no doubt on the way. Now, the central bank faces a precarious challenge in restoring price stability—move too timidly, and inflation may continue to rise; move too forcefully, and risk triggering a national recession. How would a downturn impact the Lone Star State? Today’s Texas economy is highly diverse— more like the rest of the country in its mix of industries and jobs than it was in the ’80s; it is not nearly as dependent on oil and gas as it once was, meaning it benefits less from rising energy prices but is not as vulnerable to falling energy prices. Our research shows that Texas also ranks fifth among states for economic freedom—a short-hand term for a predilection toward giving markets and the private sector the leading role in the economy. This has helped the Texas economy grow faster than the rest of the country for more than two decades, and it has helped keep recessions milder and shorter. Fed Chairman Jerome Powell has pointed to inflation flare-ups that didn’t lead to recessions in 1965, 1984, and 1994. But none of these years followed periods of inflation as high as it is now— not to mention war and supply-side challenges. If Texans are worried, they have good reason.

LO N E S TA R E D G E

Texas’ Milder Recessions If the fight against inflation leads to a recession, history says Texas might not be hit as hard as the rest of the country. The eight-month U.S. downturn of 2001 saw employment declines of 0.8 percent in Texas and 1.2 percent nationwide. During the Great Recession of 2008–09, job losses were 3.5 percent for Texas and 5.3 percent for the United States. Economic freedom probably contributes to Texas’ milder recessions. A private sector less encumbered by high taxes and regulation can more quickly adjust to falling demand on the downside and bounce back by seizing nascent opportunities on the upside.

Where Inflation’s Hitting the Hardest Total percent change, February 2020 to February 2022

USED CARS AND TRUCKS

GASOLINE

CAR AND TRUCK RENTAL

LAUNDRY APPLIANCES

NATURAL GAS

MEAT, PORK POULTRY, AND FISH

FURNITURE

TIRES

DOMESTIC SERVICES

FRESH FRUIT

20%

40%

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FIELD NOTES

ON TOPIC

What’s the most important business lesson you’ve learned? edited by BEN SWANGER

066

illustrations by JAKE MEYERS

NEELU SETHI

ROM KRUPP

KELLY PRACHT

Senior Vice President and CIO R E D DY I C E

Founder and CEO ONEDINE

Co-founder and CEO NVENUE

“I have two master’s degrees, one in computer applications and one in math, so I knew I was going to end up working in an industry that consists of a ‘boys’ club.’ At every junction, the question in front of me has been, do I man up and become one of the boys? Or do I leverage my feminine qualities, like empathy and nurturing, to stand out and bring some new perspectives to the organization? Clearly, I chose the latter, and I have been very successful.”

“I learned to not be afraid to give up on something even when I’ve invested so much time or resources into it. If you find that something isn’t working and you need to change direction, don’t be stubborn. Don’t be afraid to start over or take a few steps back. Don’t continue going down the path that you started on if it’s no longer the right path. Sometimes, you can go too far and realize you should have given up on something a long time ago.”

“I used to spend a lot of energy on convincing others to accept my vision, my solution, my values, or even to like me. I’ve learned to walk away from toxic people who shouldn’t have been in my court. I’ve ended business relationships that violated my ethics. I’ve even said ‘no, thank you’ to investors and partners who made me feel ‘less than.’ Once I began walking away, my focus shifted off the negative and I got excited about the fantastic things ahead of me.”

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DCEOMAGAZINE.COM

4/4/22 7:14 AM

Congratulations, Philip Schlom! We are extremely pleased to congratulate Philip, our Chief Financial Officer, on being nominated as one of this year’s D CEO Financial Executive Awards Finalists. Philip’s strategic vision, financial acumen and unwavering leadership are qualities that deserve to be celebrated!

SIDLEY IS PROUD TO SPONSOR THE

2022 D CEO Mergers & Acquisitions Awards We join in congratulating all of this year’s finalists.

DALLAS

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HOUSTON 1000 Louisiana Street • Suite 5900 • Houston, TX 77002 • +1 713 495 4500

Attorney Advertising - Sidley Austin LLP, One South Dearborn, Chicago, IL 60603. +1 312 853 7000. Prior results do not guarantee a similar outcome. MN-17298

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4/11/22 3:28 PM

FIELD NOTES

THOUGHT LEADER

When the Supply Chain Becomes Supply Pain

have tabs on the tier-two supplier that gets goods to that manufacturer. Diving deeper into the supply chain can help keep things on track or inform decisions about needed adjustments.

The global pandemic continues to cause delivery disruptions for nearly every industry. Logistics expert Tim Feemster has a few tips for dealing with the challenges.

PHOTOG R APHY BY PIXE L STORIES

1. KNOW YOUR SUPPLIERS. The pandemic revealed that most companies need a deeper understanding of their own supply chains. Although a company that sells masks in the United States might be in close contact with its Chinese manufacturer, it may not

upply chain horror stories continue to emerge. Since the beginning of the pandemic, distribution delays have whipsawed economies and industries worldwide. Every item you purchase in a store or online has a supply chain attached to it, and most have an international element. North Texas is blessed with a great highway system that links our region to Mexico and beyond. It’s also home to three intermodal rail hubs, two international air freight airports, and more than 800 million square feet of industrial warehouse space. These factors make North Texas one of the top five logistics markets in the country. Centrally positioned between the East and West coasts, Dallas is a key connection point for products that arrive from Asia and move east, where 70 percent of the country’s population lives. But there are still hurdles to creating an efficient and productive supply chain for North Texas companies. The pandemic has exacerbated the handoffs between the different links in the chain, as well as production operations in every global market. Each connection in the chain offers the potential error and delay. Here are some tips for minimizing supply chain pain.

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FOCUS ON TRANSPORT. Last year, nearly 60 percent of total supply chain costs went to transportation. Having reliable carriers that can execute and finding ways to cut the expense of delivering goods can give your company a big advantage. When evaluating your transportation strategies, is imperative to consider last-mile delivery and to locate your storage and shipping facilities near population centers. Consider the market radius and your ability to quickly deliver products to target customers.

3. TRACK EVERYTHING. Technology can be a massive advantage for monitoring the supply chain, allowing you to interface with partners to ensure that products are where they should be at any given time. The pandemic has dramatically increased the ubiquity of sophisticated tracking platforms. While we are still dealing with a disrupted supply chain, these tech tools are essential to keeping shelves stocked and products in the hands of the consumers who need them. Tim Feemster is CEO and managing principal at Foremost Quality Logistics, a supply chain and logistics consulting firm.

DCEOMAGAZINE.COM

4/4/22 11:42 AM

Methodist Health System offers a BIG CONGRATULATIONS to Craig Bjerke for being selected as a finalist in the 2022 D CEO Financial Executives Awards. “We are so proud of Craig and all he does to support the Methodist Health System mission. He is a remarkable CFO and leader, and even more remarkable person. Thank you and congratulations on behalf of the entire team.” James C. (Jim) Scoggin, Jr., Chief Executive Officer, Methodist Health System

Methodist Family Health Centers and Medical Groups are owned and operated by MedHealth/Methodist Medical Group and are staffed by independently practicing physicians who are employees of MedHealth/Methodist Medical Group. The physicians and staff who provide services at these sites are not employees or agents of Methodist Health System or any of its affiliated hospitals.

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Craig Bjerke Chief Financial Officer

4/11/22 3:32 PM

Congratulations to Tammy Romo and Chris Monroe for being named as D CEO’s Financial Executive Awards finalists!

We’re grateful for their Leadership at Southwest, their laser-focus on making significant progress toward our financial goals, and preserving our People-first Culture. Are you ready to pursue a career with Heart with Leaders like Tammy and Chris? Scan the QR code on the left or visit swa.is/hiringdallas to join our Talent Community, and stay updated on job opportunities.

Greenberg Traurig is proud to represent Vizient, Inc.

YOUR GOTO LEGAL ADVISOR IN A CHANGING WORLD. G R E E N B E R G T R A U R I G , L L P | 2400 AT T O R N E Y S

| 4 2 L O C A T I O N S W O R L D W I D E ° | G T LA W. C O M

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The hiring of a lawyer is an important decision and should not be based solely upon advertisements. Before you decide, ask us to send you free written information about our qualifications and our experience. Prior results do not guarantee a similar outcome. Greenberg Traurig is a service mark and trade name of Greenberg Traurig, LLP and Greenberg Traurig, P.A. ©2022 Greenberg Traurig, LLP. Attorneys at Law. All rights reserved. Attorney Advertising. °These numbers are subject to fluctuation. 36515

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4/11/22 3:33 PM

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FACES OF DALLAS BUSINESS SHUTTERSTOCK

All great companies have an interesting story, and that story is best told by the people behind its success. The individuals on the following pages—CEOs, executives, founders, and entrepreneurs—are all leaders in their respective fields. When you are in the market for the services featured on the following pages, these Faces of Dallas Business are the experts to call first.

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FACES OF DALLAS BUSINESS 2022

FAC E O F

Art of the Deal: Big Ranches, Record-Breaking Legacy Deals B e r n a r d ( B e r n i e) U e c h t r i t z , O w n e r o f I C O N G L O B A L

losed biggest ranch sale in texas in 2021 for $240 million. Holds title to the largest-ever ranch sales record in American history, listed at $725 million. In 2016 Uechtritz was ranked No. 1 in the world out of more than 23,000 agents in 71 countries within a 1,000-office global network. Icon Global specializes in ranch and luxury ranch properties as well as commercial, industrial, and unique residential sales, with success in everything extraordinary, in-between, and beyond. Uechtritz has sold properties all over, many with record-breaking price tags listed from $7 million to $725 million. “No other agent or brokerage firm does quite what we do,” Uechtritz says. •

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International real estate advisor and leading specialist broker of ranch; mega-asset class real estate; and unique, complex property sales. Icon Global is an acclaimed independent and globally connected brokerage. Nimble, creative, aggressive. Known as a marketing machine and “The Seal Team Six of Real Estate,” Icon also offers appraisal and consultancy on a range of real estate specialties. The “Authority on Ranches.” Also known as the “Go-To, CanDo Guy” and “Rainmaker of Real Estate.”

Icon Global 214.855.4000 www.icon.global

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FACES OF DALLAS BUSINESS 2022

FAC E O F

Business Litigation J a m e s D a v i s , C O O & C h a i r, L i t i g a t i o n G r o u p , F B F K

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itting as the current chair of fbfk’s litigation Group is trial lawyer James “Jim” Davis. With 35 years in commercial and financial litigation, Davis believes in a strategic approach with clients, undertaking cases with the question, “What does a win look like?” as his groundwork. “Smart Aggression,” as Davis coins it, is an FBFK cultural value built on a foundation of genuine client care and calculated financial decisions. “Our bottom line with clients is that their needs are understood,” he says. “We keep their goals in mind, we choose the most cost-efficient strategy, and they get a good return on investment.” While FBFK believes in progressive thinking, the company doesn’t believe in growth just for growth’s sake. With the Houston office added in 2018 and the Austin office added in 2021, FBFK expects to expand, training more litigation attorneys who are willing to integrate into their problem-solving culture. “We hire and train our litigation attorneys to be strategic, to always keep the clients’ goals in mind, and to always look to develop a unique strategy designed to achieve that result in an efficient, cost-effective way,” Davis says. The firm is rooted in Dallas’ diverse and busy economy, making the city a hotspot for litigation services. With the many quick and unprecedented changes 2022 has brought thus far, the FBFK law firm braces for an upsurge of Dallas business disputes. “There’s just a lot of change happening,” Davis says. “And change creates tension and disruption, which then leads to disputes and litigation. We are expecting to see a large uptick in disputes in 2022 as people sort things out.” Davis adds, “All too often clients assume that going to court is the solution—and it may be. But court is costly and time intensive. That’s where experience and strategy come into the picture. Our goal is to find the most cost-effective, efficient way to help our clients reach their goals.” What you really want is someone who is calm, methodical, and who employs what I call smart aggression. You want to be aggressive in that you’re proactively pushing for the resolution of the dispute; however, you need to be smart about it, avoiding battles you have no chance of winning.” The firm prides itself on grounding its efforts in achieving the objectives they and their clients have agreed upon—delivering on “What’s a win here?” —and doing so as collaborative partners along the way. FBFK 2500 Dallas Parkway, Suite 600 Plano, Texas 75093 972.378.9111 fbfk.com

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FAC E O F

Cancer Care St e v e n P a u l s o n , M . D. , T E X A S O N C O L O GY

P H OTO G R A P H Y BY M A T T H E W S H E L L E Y

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ust 10 years ago, most cancer treatments worked by killing fast-replicating cancer cells with the hopes that healthy cells would survive. “Today, rather than differentiating treatments based on rapid cell growth, we look at mutation patterns and target the specific mutations that turned the cells into cancer,” says Steven Paulson, M.D., medical oncologist and president and chairman of the board at Texas Oncology. “This results in much less damage to the normal ‘good guy’ cells around it. Innovative treatments, such as immunotherapy and precision medicine, are significant advances that have improved the longevity of those with cancer, as well as their quality of life.” Precision medicine uses information about genetic changes in the tumor to inform which treatment will work best for an individual. Mutations that turned healthy cells into cancerous cells in the first place are targeted, resulting in treatments that only destroy the bad cells without harm to the good ones. Immunotherapy is an innovative, advanced form of targeted cancer therapy that boosts a patient’s own immune system and defense mechanisms to fight cancer at the cellular level. Unlike traditional cancer treatments that target the cells in tumors, immunotherapy drugs boost the body’s immune system to attack cancer cells to stop or slow their growth or limit the cancer’s ability to spread. Dr. Paulson predicts that therapies like this will only continue to improve. And Texas—specifically Dallas—will be a major player in these advances in cancer care. “Texas, as a whole, has excellent cancer care, and when you look at Dallas’ overall survival rates, they are much better than the national average,” Dr. Paulson says. Through its robust cancer research program, Texas Oncology is addressing scientific challenges to identify better ways to treat, diagnose, and prevent cancer-related diseases. Texas Oncology has helped develop more than 100 FDA-approved cancer therapies through research and clinical trials. Texas Oncology participates in national clinical trials, and its research has played a pivotal role in developing more than 100 of the latest FDA-approved cancer drugs.

Texas Oncology 888.864.4226 texasoncology.com

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LEFT TO RIGHT: Jared Sturgeon, M.D., Ph.D.; Andrew Lee, M.D., MPH; Victor Mangona, M.D.

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FAC E S O F

Cancer Care Proton Therapy TEX AS CENTER FOR PROTON THERAPY

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exas center for proton therapy has been serving cancer patients in Dallas-Fort Worth and beyond for nearly seven years. It is the first proton therapy center in Dallas-Fort Worth and the most technologically advanced in the state and region. The 63,000-square-foot facility, located in Irving/Las Colinas, is one of approximately 38 proton therapy treatment centers in operation in the U.S. and is the first stand-alone, LEED-Certified proton therapy center in the country. The center recently reached a new milestone by treating its 3,000th patient. “We have improved the overall level of care for patients through a combination of technological advances, hard work, and gaining expertise on how to better utilize the technology we have,” says Dr. Andrew Lee, medical director. “As a team and as a center, we are proud of this accomplishment. Not only have we fine-tuned our existing technology and treatment techniques, we have developed new ones, which has kept us on the leading edge of proton therapy.” People typically don’t know about Texas Center for Proton Therapy until they or a loved one need its services. Among the center’s most effective treatments is the pencil-beam scanning proton machines. The center is the only one in Texas with three pencil-beam proton machines, which is the most sophisticated method of proton delivery, and the only center with the ability to do volumetric on-board cone beam CT imaging when a patient is on the treatment table. Any cancer that requires radiation as a treatment component could likely be treated with proton therapy. Says Dr. Lee, “Proton therapy may be combined with other treatments, such as chemotherapy and surgery. Minimizing normal tissue exposure may increase the patient’s tolerability of other concurrent treatment.” The team at Texas Center for Proton Therapy believes the goal of proton therapy treatment is not only to rid patients of cancer, but to maximize their quality of life during their treatment and beyond—even decades later. “Most people with cancer still have to work and raise their families, which is why we try to preserve and minimize treatment-related side effects,” Dr. Lee says. “We understand that a cancer diagnosis, and the subsequent treatment course, can be difficult for patients. This does not define them, and we understand they have full lives to lead.” Texas Center for Proton Therapy 1501 West Royal Lane Irving, Texas 75063 469.513.5500 WhatIsProtonTherapy.com

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LEFT SIDE: Tony Barnard, Regional President / Texas Region Rusty Stehr, Division Manager / Energy Team Pete Thompson, Division Manager / Commercial Real Estate James Weichel, Division Manger / Retail Banking SEATED: Harry Goulding / Senior Credit Officer RIGHT SIDE: SEATED: Martha Dunn, Director Of Treasury Management Brad Rejebian, Division Manager / Commercial Banking NOT PICTURED: Brice Bolen, Division Manager / Homebuilder Finance

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Commercial Banking Wa Fd

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elebrating its 105th year business in 2022, w a f d Bank is a national bank with more than 200 branches. Since its founding, WaFd Bank has helped build thriving communities, all while delivering simple, straightforward banking solutions to its clientele, and this hasn’t gone unnoticed. In 2021, WaFd was named one of the Best Banks in America by Forbes, and in 2021 and 2022 was named Best Big Bank by Newsweek in four of its eight state markets. Forbes also named WaFd one of America’s Best Mid-Size Employers in 2022. WaFd currently reports nearly $20 billion in assets. Its fourth-quarter earnings per share of $.071 is an all-time quarterly high, excluding non-recurring gains. In 2021, WaFd exceeded $1 billion in Texas in commercial loan originations. “We had a great year, and what set us apart in terms of loan growth since the pandemic started is forward thinking,” says Tony Barnard, regional president of WaFd Bank Texas. “While other banks pulled back, we leaned in to support our current client base as well as recruit new ones. After 105 years in business, we are still considered a top portfolio lender.” Through the years, WaFd has earned a reputation much like a reliable next-door neighbor. Two-thirds of WaFd Texas’ loan originations are commercial loans, and one-third are residential mortgages. Barnard adds, “We continued with our community reinvestment through Washington Federal Foundation and put money back into our community and into many causes. For instance, 234 grants were awarded to organizations just shy of $1 million across the bank’s footprint. Last year we were also able to generate record new loan originations and record high core deposit balances. Our Texas leadership senior management group played a significant role in these achievements. For us, it’s not the first deal or the first loan we originate with someone that matters most—it’s the opportunity to help again in the future.” *All loans subject to credit approval.

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Consulting SL ALOM

“I

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n the consulting world, there are a lot of flavors— tech, business, advisory, management—and many firms specialize more heavily in one or two areas. “Slalom is different,” says Slalom general manager John Hill about the $2.8 billion global consulting firm. “Our secret sauce is that we specialize in and connect a number of consulting services to achieve an outcome or objective.” Strategy, technology, experience, and business transformation to start. But just as important as Slalom’s consulting services are the people behind its growth and success. “Slalom’s relentless focus on people is our significant differentiator,” says Kelly Roberts, chief of staff. “We take an inside out approach in how we operate and how we serve. We love what we do, we love how we do it, and we love our clients.” Slalom built the right environment and culture to connect and deliver, and it shows in its quality of work. Slalom’s entire framework and methodology, based on how the company defines and measures “customer love,” is coupled with living its core values every day to create the Slalom magic. “We look at those results, study those results, and talk to our clients about those results,” Hill says. “We live our values, and it shows when clients tell us they know everything will be OK when they see a Slalom consultant in the room.” As Slalom is uniquely equipped to help clients achieve their most critical objectives through both strategy and execution, the company is often the only one in the room that can see and connect both sides. What Slalom has discovered and validated in the last 20-plus years is that when consultants are engaged and enjoying their work, they engage more deeply and deliver more exceptionally for clients. “We become friends and trusted advisors to our clients by forming long-term relationships—not many consulting firms can say that,” Hill says. Slalom’s love of people, community, and solving the hardest problems is a critical piece of—as Hill describes it—the “secret sauce.”

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Left to Right, Bottom Row: Ryan Gilmour, Managing Director, Business Advisory Services; Christi Giffin, Senior People Business Partner; Cindy Tran, Managing Director, Markets Team; John Hill, General Manager; Bob Bloem, Managing Director, Data & Analytics; Lindsay Groves, Senior Director of Talent Acquisition. Left to Right, Top Row: Stefan Wilson, Senior Sales Director; Grant Joung, Managing Director, Slalom Build; Sara Eaton, Managing Director, Technology Enablement; Alan Moore, Managing Director, Markets Team; Kelly Roberts, Chief of Staff Slalom 5430 Lyndon B. Johnson Freeway, #1200 Dallas, Texas 75240 206.438.5700 slalom.com

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LEFT TO RIGHT: Kristy Morgan, Partner; Ken Luce, Partner; Annabel Hardin, Managing Director; Ellie Beuerman, Managing Director

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Creative Marketing L DW W

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hen ken luce, founder of the dallas-based marketing/consulting firm LDWW, and his five partners decided to open a creative marketing firm, they left big agencies with the notion there was a lack of true client service in the North Texas market. “We are a group of innovators who wanted to do good work with clients who have similar ways of working,” Luce recalls. “We tend to have the same goals our clients have.” Nearly 10 years later, LDWW exists at the intersection of creating and connecting. The company continues to grow in North Texas and has expanded its reach to Oklahoma with an office in Oklahoma City. The partner-led agency is comprised of a team of dedicated professionals who work closely with each client. “In a lot of agencies, clients never see the person who pitches them again,” Luce says. “We take pride in our transparency and in our consulting approach. Every account is partner led, and every partner stays on the project. There’s no bait and switch.” The partners at LDWW have all worked together in some form or fashion for nearly 20 years. They know each other’s strengths and weaknesses and their talents and expertise fit in with a client’s needs. More importantly, they know the market and where its headed next. “We feel it’s important to have a conversation with clients about the best approach within a marketing sphere in a way that moves their business or solves their problem,” Luce says Some of those clients include names (and memorable marketing campaigns) you’ve likely seen—The Big 12, Carnival Cruise Lines, WinStar World Casino and Resort, Greyhound, Carl’s Jr., and Downtown Dallas, Inc. to name a few. LDWW has hands-on experience in all disciplines—advertising, creative service, public relations, digital marketing, and branding—and can artfully put them together to create the right campaign for a business. “We have all of these disciplines in-house,” Luce says. “Most shops are just an ad agency, or just a PR agency. Our partners use all disciplines needed to solve business problems for clients and bring solutions in the most effective way possible in the way that matters to them—that’s the difference.” LDWW 1444 Oak Lawn Avenue, Suite 100 Dallas, Texas 75207 214.758.7001 ldww.com

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LEFT TO RIGHT: Chin Yu, Advisory Partner in Charge; Brad Cummings, Dallas Office Managing Partner; Bo Blocher, Tax Partner FAC E S O F

Accounting CA LV E T T I F E R G U S O N

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2003, Calvetti Ferguson has focused on building a culture that treats emalvetti ferguson, a full-service, middle market ployees like family and gives them the opportunity to build and put their CPA and advisory firm, is one of the largest independent acfingerprints on the shaping of the organization. counting firms based solely in Texas. It is one of the fastest Calvetti Ferguson’s leadership agrees they are in a prime spot— growing firms in the United States and is planning to become Dallas—as the company continues to grow. “Everyone is aware of the one of the top 100 U.S. accounting firms in the next five years. opportunities in Dallas; it’s a wonderful market,” Cummings says. “I “Much of our success can be attributed to the firm’s unique entrepreneurial culture,” says Brad Cummings, Dallas office managing love the fact that we can serve so many different industries in one area. partner. “Our culture and service offerings resonate well with clients One example is private equity—a niche which we serve incredibly well which has put us in an exceptional position to advise beyond accounting in the Dallas area as well as across the United States.” for companies in the middle market.” Calvetti Ferguson provides tax, assurance, advisory, technology Cummings says none of Calvetti Ferguson’s success and growth would risk, and accounting services to privately held and public companies, exist without its people—the team members who help clients grow in the private equity funds, family offices, and high-net-worth individuals. Whether addressing complex corporate and right way, at the right time, and with the right plan partnership tax needs or solving business isin place. “We operate with an entrepreneurial Calvetti Ferguson mindset and are intentional about finding team sues and providing support for a PE fund and 2200 Ross Avenue, Suite 3850 members who are ambitious, innovative, and portfolio companies, the firm’s advisors are Dallas, Texas 75201 excited to be trusted advisors to our clients,” intentional about providing value to clients 972.848.6600 Cummings says. Since the firm’s beginning in beyond accounting. calvettiferguson.com

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LEFT TO RIGHT: Andy Kirby, Erich Spelman, Tim Willett NOT PICTURED: Jose Rivera, Brian Phillips FAC E S O F

Construction DPR CONSTRUCTION

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here’s no time like the present to prioritize gloresource—especially today. That’s why DPR prioritizes schedule certainty, bal health, and the future of the biopharmaceutical industry is cost predictability, and swift adaptability to ensure project delivery that’s more crucial than ever. DPR Construction is one of the leading as efficient as it is innovative. technical general contractors across the globe specializing in highDPR doesn’t just build facilities, though—they are constantly learning and ly complex projects, especially the critical life science industry. appreciating what happens inside of them, too. This grasp of evolving regulaAlong with their other core markets—healthcare, higher educations, good lab practices, complex processes, and the technology that makes tion, advanced technology, and commercial office and hospitality–DPR is it possible drives success. DPR’s expertise is beyond the lab, too—company committed to being industry experts. DPR’s regional and local Dallas-Fort can also build state-of-the-art structures for the rest of your campus. DPR Worth life sciences market leaders are just that. has the expertise to assemble a workplace that puts the latest scientific techWhether it’s a company studying cells, robotics, or chemicals, DPR’s nology in your hands and makes your employees feel at home while at work. teams are committed to understanding the kind of state-of-the-art facilities The Dallas-Fort Worth life science market specialists are passionate, exneeded to conduct groundbreaking research and efficient manufacturing perienced, forward-thinking builders who collaborate in a culture of shared of an array of medications and treatments. DPR builds leadership, making it possible for unique strengths and cutting-edge spaces that challenge norms and foster subject matter experts to decide how to best plan and DPR Construction discovery, equipping the company’s heroes in lab coats execute each project. DPR is a company of builders 3131 McKinney Avenue, Suite 200 and hazmat suits to change the world. When it comes who exist to build great things—projects, people, partDallas, Texas 75204 to developing the next generation of treatments, vacnerships, and the biopharma industry—all life-saving 214.979.9900 cines, and healthcare technology, time is a precious breakthroughs that impact the world. dpr.com

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Divorce J i m M u e l l e r, M a n a g i n g P a r t n e r, V E R N E R B R U M L E Y M U E L L E R PA R K E R P C

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cially where the interests of children are concerned. Mueller’s methodology anaging partner of verner brumley mueller is that, while a marriage may end, parenthood never does. Finding a healthy Parker PC, Jim Mueller is well-versed in a wide range of family law issues, including complex divorce cases, high-asset property and balanced way for both the mother and the father to remain in the child’s division, and contentious custody battles. He is often described life is paramount when approaching any divorce case involving children. His by clients as having the precise blend of what everyone needs in a work as court appointed amicus attorney displays his genuine drive to work toward the greatest outcome for the children throughout the court process. family lawyer—genuine compassion and understanding combined With a state-wide practice, Mueller prides himself on his ability to handle with a tenacious, unrelenting pursuit to protect his clients’ best interests. complex matters no matter the jurisdiction. Mueller is Board Certified in Mueller and his team provide effective, results-oriented representation in contested and uncontested divorce, divorce mediation, and arbitration. The Family Law by the Texas Board of Legal Specialization and has been inducted aim is to resolve all issues efficiently and effectively, allowing clients to preinto the prestigious American Academy of Matrimonial Lawyers and Internaserve their emotional and financial well-being. Mueller understands that, for tional Academy of Family Lawyers. He authored the book, “Divorce in Texas: many, this is their first encounter with the court, and it The Legal Process, Your Rights, and What to Expect.” He regularly is asked to speak to family lawyers around can often feel like an overwhelming and trying time. He assists his clients in navigating the sometimes complex the country and serves on the board for the Texas AcadVerner Brumley Mueller Parker PC and confusing pathways of the court system to a brightemy of Family Law Specialists, the Texas Family Law 4311 Oak Lawn Avenue, Suite 450 er, and more uplifting result. Mueller approaches each Council, the Committee for Qualified Judiciary, as well Dallas, Texas 75219 divorce case with the goal of helping clients divide their as the executive committees for the Texas Chapter and 214.526.5234 vernerbrumley.com assets without unnecessarily dividing the family, espeNational American Academy of Matrimonial Lawyers.

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LEFT TO RIGHT: Lalaina Alvarez, Business Retention & Expansion Specialist; Alexis Jackson, Executive Director; Melissa Thomas, Marketing Manager

FAC E S O F

Economic Development CELINA EDC

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tall. The facility will include 30 surgical, 10 post-partum, eight intensive ome to a diversified economy and constant growth care, and 12 emergency room beds, with an office building built alongside is Celina, Texas, backed by the Celina EDC. Ensuring the city’s it. This project is set to complete by 2025, bringing 200 jobs with it. new and most notable establishments continue to thrive, the EDC But the growth didn’t start there. In 2021, 22 new businesses brought supports businesses by connecting owners to resources available 165 new jobs to Celina, yielding $33 million in new capital. Their arrival from the local community. For the EDC, success begins with a commitment to consistent relationship-building with retailers, also produced 173,000 square feet of new and renovated untapped space. commercial brokers, and landowners. Businesses already jumping to open in 2022 include Starbucks, Mangia“We work as a team to focus on building relationships within and mo Italian Market, Honeysuckle Rose Boutique, and more. Several major outside our community to attract, recruit, and retain businesses in Ceretailers are in talks with the EDC as the organization works to attract lina,” says Alexis Jackson, executive director of the Celina EDC. “Each more quick-service restaurants and retailers to meet the vast number of of us takes tremendous pride in providing multifaceted, concierge-style growing families in the community. resources for our business community. It’s really all about connecting “People describe Celina as a ‘family,’ and families help each other,” businesses to the community and being creative with Jackson says. “That’s what businesses who come here new growth opportunities.” see from the EDC—they see a business ‘family’ that Celina EDC With the recent announcement of the Methodist will partner in any way possible so they can achieve 302 West Walnut Street Celina Medical Center, the city braces for continued success. We have seen unprecedented growth by atCelina, Texas 75009 rapid growth. The medical center is a $200 million tracting and growing a business base that reflects the 972.382.3455 facility across 46.7 acres of land standing five stories heart of this community.” celinaedc.com

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LEFT TO RIGHT: Laki Sundaram, Managing Partner; Marty Chintakindi, CEO; Brian Peterson, Executive Vice President of Sales; Renee Decker, Senior Director FAC E S O F

Engineering & IT Consulting PA L N I , I N C .

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hen technology innovators know they can do providing support to their customers. For Chintakindi, it was reminiscent of growing up in rural India with inadequate information access and other something better, faster, and more cost effectively, it’s difIT hardships. He and Sundaram, both electrical engineers, have long been ficult for them to resist giving it a shot. This is exactly what addressing these issues locally and decided to create a team within Palni Marty Chintakindi, Palni CEO, and Laki Sundaram, managthat could develop automation tools for fiber design and project automaing partner, did after Chintakindi launched the engineering tion. It is their mission to make it feasible for those who live in the rural design and IT organization in Dallas in 2015. areas of the U.S. to have access to broadband services. These automation Palni’s engineering services mission is to help telecom carriers impletools help to complete engineering design at a rapid pace, enabling faster ment broadband connectivity and adopt digital transformation technolodeployment of broadband services across the nation. Palni has also exgies to drive productivity and improve efficiencies. Palni has invested in panded on its expertise in artificial intelligence (AI) and machine learning industry-specific resource talent and engages with customers in understanding business challenges before starting technology implementation. (ML) to help enterprises automate customer support during the pandemic. “We provide turnkey engineering services for large Palni is proud to be North Texas’ leading engineering providers,” Chintakindi says. “From the beginning, design and information technology organization. The Palni, Inc. we wanted to enable end-to-end design that is effeccompany has grown from its infancy to 400 employ8951 Collin McKinney Parkway, ees, including Brian Peterson and Renee Decker, who tive and cost efficient based on our automated tools Suite 1101 to accelerate delivery.” are part of the company’s senior leadership. Together, McKinney, Texas 75070 Throughout the COVID-19 pandemic, traditional enthe Palni team fulfills the company’s vision to enable 214.501.0690 broadband services in rural areas across the country. terprises faced challenges in adopting remote work and palni.com

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Executive Search B l a i n e L . N e l s o n , P r e s i d e n t a n d C EO, B L N E L S O N G R O U P

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need in talent,” Nelson says. Nelson is one of the few, if any, professional eople are not your most important asset—the search consultants who has ever actually hired people. In fact, he estimates right people are. Blaine Nelson at BLNelson Group LLC, that throughout his long career in public accounting, he may have hired or Staffing, Search & Benefits Consultants focuses on finding the right people for his clients. Nelson uses the phrase “transformational talent” personally been part of the team who recruited and hired over 1,000 people. to describe his candidates because he strives to find people who will Data shows that the right people are as much as four times more productive than average performers. Doing more with less has become a standard make a significant difference in the performance of his clients’ organizations. Nelson says, “By design, our candidates are also able to take advantage business mantra. Finding the right people is science, educational marketing, of their new opportunity to enhance their own lives not only professionally, but and articulating a vision of possibilities. It often includes introducing a new or different career path. Nelson has the experience in coaching and menpersonally, financially, and even to up their game in their community. toring professional talent to help candidates evaluate and compare career So, how does BLNelson Group find the right people? First, Nelson had paths. He also helps his clients understand how they may need to modify a very successful career in professional services before starting BLNelson the position to attract the best talent. If you are lookGroup. He came to executive search from a career ing for transformational talent and the right people to that required him to hire, nurture, coach, lead, menBLNelson Group LLC tor, teach, and develop exceptional talent. And, somefill critical positions, BLNelson Group is your solution. Parkway Office Center South times, he even had to encourage a few to find a better For most companies, talent—especially executive tal14160 Dallas Parkway, Suite 605 fit for themselves somewhere else. BLNelson Group is ent—is their only sustainable differentiator. BLNelson Dallas, Texas 75254 comprised of highly experienced search professionals. Group will help your company differentiate itself in the 469.965.1600 “We have lived and succeeded at what our clients’ now blnelsongroup.com marketplace with better talent.

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LEFT TO RIGHT: Emily Gerstner, Go Red for Women Vice President; Renee Gadson, Heart Challenge Vice President; Chris LaTurno, Senior Vice President; Diana Rivas-Smith, Côtes du Coeur vice president; Jenny Eyer, Health Strategy Vice President FAC E S O F

Heart Health A M E R I CA N H E A R T A S S O C I AT I O N

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a framework for tobacco-free schools that does less to punish students he american heart association, the world’s leadcaught vaping and does more to help them quit. ing nonprofit focused on the prevention and treatment of heart The Association advocated for the adoption of a formal plan by the disease, claims Dallas as its national headquarters. Championing North Texas Regional Area Council to ensure stroke patients get to the locally, a dynamic team advocates for the citizens of North Texas most appropriate stroke facility based on severity, no matter where they to enjoy longer, healthier lives. live in the region. Senior vice president Chris LaTurno leads a staff comprised To support these programs, the Dallas team hosts several annual fundof Emily Gerstner, Go Red for Women vice president; Jenny Eyer, Health raisers. Its signature Heart Walk raised $6.1 million and focuses on new Strategy vice president; Diana Rivas-Smith, Côtes du Coeur vice president; Renee Gadson, Heart Challenge vice president; and Karen Fleig, senior diways to boost physical and emotional health. CycleNation™ empowers the rector of communications and marketing. community to use all types of bikes to get brain and heart healthy while These execs focus on eradicating cardiovascular disease and stroke. Even raising funds to reduce stroke and heart disease. Now in its 31st year, Côtes after two years of COVID-19, heart disease is still the No. 1 killer and stroke du Coeur annually welcomes nearly 1,200 attendees and celebrates nearly remains the No. 5 killer of all Americans. $50 million in mission investments. In 2021, the event But the Association is fighting back. Last year, the raised $5.5 million, the largest amount in the AssociAmerican Heart Association Dallas division reached more than 18,000 patients ation’s history. In February, the Go Red for Women 105 Decker Court, Suite 200 through blood pressure initiatives and successfully campaign raised more than $1.9 million as it empowers Irving, Texas advocated for a law requiring all 911 dispatchers to and inspires women to end cardiovascular disease, the 214.441.4200 be trained to instruct callers in CPR. It also created heart.org leading cause of death in women.

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LEFT TO RIGHT: Charles Brewer, Lena Pierce, Adam Jones, Sarah Ozanne, Ryan Boozer FAC E S O F

Industrial Tenant Representation S T R E A M R E A LT Y PA R T N E R S

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tream’s full-service team of industrial tenant representation advisors--Ryan Boozer, Sarah Ozanne, Adam Jones, Charles Brewer, and Lena Pierce—remain in a forward-thinking mode, always anticipating next steps for their clients. “We are proactive,” Brewer says. “This is what makes Stream unique as a platform and as a culture within our industrial group. We go the extra mile for our clients.” Stream’s industrial tenant representation team focuses on the business needs of their clients through the successful leasing or purchasing of industrial space. In addition to tenant representation services, Stream offers clients everything from construction management to program management. “We can help you decide what you need,” Boozer says. “Because of our full-service platform, if we can’t find an existing space for our client,

we can design it, build it, and even finance it. Whether a client wants to own or lease, we can make the right solution happen.” Stream is committed to empowering its talent and maintains an entrepreneurial culture. “The team provides a lot of synergy,” Boozer says. “And there is a lot of autonomy that enables us to pull together the right team for every project, which results in the best value for the client.” It is imperative that advisors understand the unique aspects of the clients’ businesses. Advisors work on tenant representation, of course, but partner with clients to understand and align the client’s business model and goals with their real estate strategy and portfolio. “We do so much more than survey and tour the market for our clients,” Ozanne says. “Where our value comes in is really understanding the market dynamics and what is most important to our clients. We become an integral piece of the strategy.”

Stream Realty Partners 214.267.0400 streamrealty.com

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LEFT TO RIGHT: Randy Cooper, Vice Chairman; Dan Harris, Managing Director; Craig Wilson, Managing Director FAC E S O F

Office Tenant Representation S T R E A M R E A LT Y PA R T N E R S

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ice. honest. passionate. smart. these words are the to explore traditional solutions or want to see a wider variety of alternatives, backbone of the culture at Dallas-based Stream Realty Partners. we provide every option available to them.” And while many companies may speak in hyperbole about the imA successful history of developing, buying, and selling real estate allows portance of their corporate ethos, at Stream, culture is king. “It’s Stream to leverage its experience and apply an ownership mentality to its platform. It’s no surprise that Stream employs a forward-thinking approach called Stream Realty ‘Partners’ for a reason,” says company president in its client services. Clients benefit from additional offerings, such as joint Chris Jackson. “It’s this open and collaborative culture that enaventure solutions, development opportunities, ownership, and principal bles us to leverage a multitude of talent and resources to benefit our clients.” opportunities, in addition to typical lease structures. In an industry often known for its sharp elbows and hyper-competitive nature, even between employees within an organization, Stream “Stream remains the largest locally started and grown commercial real estate stands out. They’re taking that partnership approach and using it to company in Dallas,” says Randy Cooper, vice chairman. “From day one, Stream’s bring office tenant representation services to the next level. By crevision and passion has been about its people. The culture here is unparalleled.” ating an environment that fosters collaboration and skillset sharing “We’ve been fortunate to represent Fortune 100 and Am Law Top 100 comacross service lines, Stream provides clients with a larger toolbox to panies, and some of the most prestigious and significant companies across all craft customized real estate solutions. industries,” says Craig Wilson, managing director. “We’re “As a privately held, fully integrated real estate serexcited for what’s next as we grow.” vices company, we’re able to be flexible and leverage If the past is any indication, then expect Stream’s Stream Realty Partners resources for our clients more efficiently,” says Dan culture and fully integrated platform to continue its 214.267.0400 streamrealty.com Harris, managing director. “Whether our clients wish accelerated growth.

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Organ and Tissue Donation Brad L . Adams, President, SOUTHWEST TRANSPL ANT ALLIANCE

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“The logistics behind our work are incredible,” Adams says. “I often or southwest transplant alliance, the numbers tell say it’s like a 3,000-piece puzzle we are attempting to solve. Donation a lifesaving story: 430 organ donors gave life, 698 tissue donors gave healing gifts, and 1,322 lifesaving organs were recovered in 2021 alone. can’t happen without all 3,000 pieces, so it’s amazing when it all comes Since its inception, STA has and impacted more than 37,000 lives. together. From there, it’s even more amazing when a donor’s family and a recipient meet, and they can very personally realize the impact Dallas-based STA is a nonprofit organ procurement organization of their loved one’s gift.” that saves lives by fulfilling the gifts of organ and tissue donation. Adams frequently addresses lawmakers to drive an increase in organ Brad Adams, STA president, says the organization plays a behind-the-scenes donation and works to promote accountability, transparency, and equity role as a liaison between the donor hospital and recipient and is driven each day by the donors across Texas who selflessly give the gift of life. so everyone has equal access to donation. “People typically only encounter STA works with hospitals across its 89-county service area to enorgan donation when they update their driver’s license,” he says. “Texas has sure those who wish to leave a legacy through donation can do so. about 55 percent of people registered as organ donors, but more than 90 STA supports families throughout the process by facilitating grief percent support organ donation. We are always working to increase regiscounseling and honoring donor heroes, ensurtration because it’s not typically a part of someone’s ing a loved one’s legacy is remembered. STA everyday experience.” Southwest Transplant Alliance also provides trained clinical professionals who There are more than 10,000 Texans waiting on a 8190 Manderville Lane evaluate viable organs for donation. In addition, lifesaving organ transplant. Register to become an Dallas, Texas 75231 organ donor at organ.org/register or at donatelifeSTA educates communities about the lifesaving 214.522.0255 texas.org. Your legacy begins with a simple “yes.” impact of organ donation. organ.org

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LEFT TO RIGHT: CFT Board of Trustees Vice Chair Richie Butler, CFT President/CEO Dave Scullin, and CFT Board of Trustees Chair Alfreda Norman with CFT’s Emerging Leaders in Philanthropy alumni members Lucas Shelton, Marisa Roberson, and Zhen Barrientos FAC E S O F

Philanthropy C O M M U N I T I E S F O U N DAT I O N O F T E X A S

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Dallas, Texas 75225 214.750.4229 CFTexas.org

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employee engagement. Through CFT’s programs, such as Be In Good Coms the largest community foundation in texas pany, CFT for Business, Educate Texas, Emerging Leaders in Philanthropy, and one of the largest in the nation, Communities Foundation GiveWisely, the Live Oak Society, and North Texas Giving Day, CFT helps of Texas has a vision of thriving communities for all, seeking individuals, families, and businesses maximize their generosity and impact. to grow community giving, expand community impact, and adPartnering with CFT can help you ensure that your passion for philanvance community equity. CFT works with individuals, families, thropy can be passed down to the next generation, while also continuing businesses, and nonprofits through charitable funds and strateto support the nonprofits and causes important to you long beyond your gic grantmaking steeped in equity and connectedness across the areas of lifetime. CFT staff experts are always available to help you think through health, wealth, living, and learning. CFT has awarded more than $2 billion in grants to nonprofits since its what matters most to you and how that can align with your giving strategy. founding in 1953 and professionally manages more than 1,200 charitable funds. One of the things that matters most to CFT in building a thriving community is partnering with the next generation of givers and changemakCFT is committed to serving and understanding donor needs, expertly haners. Since 2018, mor than 300 local young professionals have been part dling complex gifts, providing giving guidance, and leveraging community of CFT’s annual Emerging Leaders in Philanthropy knowledge to increase charitable impact. CFT works cohorts. Learn more and see the alumni members at with companies of all sizes to spark or grow a culture Communities Foundation of Texas CFTexas.org/ELP. of generosity, manage employee giving, and increase 5500 Caruth Haven Lane

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Residential Real Estate C h a s e B r a y, B r o ke r/O w n e r, B R AY R E A L E S TAT E G R O U P

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hen it comes to residential real estate in texThe Texas native has grown his business to include offices in Dallas, Housas, Chase Bray, broker/owner of Bray Real Estate Group, is ton, Austin, Lubbock, San Antonio, and Oklahoma City. He says the excitement the name to know. In the business for more than a decade, he felt purchasing his first rental home in Lubbock more than a decade ago Bray began his real estate career early on as an MBA student continues with each real estate transaction he completes today as he guides at Texas Tech University when he purchased his first rental his clients in buying, selling, or leasing. “I love being a part of this incredibly property. After graduating with a B.A. from the Rawls Colinnovative team,” he says. “It’s a young, hungry team with a strong drive to lege of Business at Texas Tech in 2012, he continued his passion of buying help our clients. I still show homes to clients myself just because I love that and leasing rental properties while completing his Master’s in Business feeling of helping people find their dream homes.” Administration in 2014. He quickly learned that a passion for real estate, Bray and his family live in the Park Cities and frequently help clients combined with a knack for sales, could lead him to a successful career as buy and sell multi-million-dollar properties here, as well as Lakewood/ a REALTOR® and broker. By 2018, Bray opened his own brokerage, Bray East Dallas and other coveted Dallas area neighborhoods. “I know this area well and feel it’s important for everyone on our team to support Real Estate Group. Today, his brokerage employs more than 60 agents who the communities where we live and work,” he says. assist buyers and sellers across Texas with most any “Our team represents the best and brightest in the real estate need. In 2020, Bray’s personal sales were Bray Real Estate Group industry, and we’re always striving to lead the field $50 million, and he is on track to sell more than $100 4144 N. Central Expressway, Suite 530 in research, innovation, and consumer education. million in 2022. The brokerage collectively reached Dallas, Texas 75204 We have become the trusted resource to guide them $400-plus million in 2021 and expects to sell more 972.374.9994 through the complex world of real estate.” than $700 million in 2022. brayreg.com

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Smart Home Security W i l l i a m E . N i l e s , C h i e f E xe c u t i v e O f f i c e r, B R I N KS H O M E

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021 saw a surge of people wanting to blend home versity, equity, and inclusion initiatives designed to improve employee automation with their security. As one of the leading providers engagement and loyalty. of smart home security in the U.S., Dallas-based Brinks Home™ “Change doesn’t happen overnight, but when you have a smart, data-drivwas ready to meet them with customized smart security offeren employee base that is genuinely committed to an ideal of ‘service’ and is ings, a new brand, and the latest technology to deliver a seamfocused on protecting over a million people and their homes, change is inevless customer experience. itable.” Niles says. “I often say that a transformation requires three things– culture (people), technology, and data. When you pair them with a world “We know from the data that our customers want smart, secure homes, so we are constantly looking at ways to improve not only the customclass brand name like Brinks Home, you have a recipe for long-term success.” er experience, but also deliver products that genuinely enhance our Updates include using advanced predictive analytics and AI, along with customers’ lives,” says William Niles, chief executive officer of Brinks enhancements to chat and texting capabilities to improve customer service Home. “We are in the business of providing our customers with peace and enable customers to interact digitally instead of by phone call. The Brinks of mind, which includes knowing that your home automation and seHome mobile app and brinkshome.com home page also received updates. curity work together to keep your home safe and give you control of “The customer and their experience are at the forefront of every decision the system from anywhere through our mobile app.” we make–how can we make it easier to engage with us, quicker to find a Brinks Home also continues internal work on a fullsolution, simpler to add more smart home devices to your scale transformation which includes new partners to home?,” Niles says. “We are always looking at how we can be better for our customers and our employees…as we say, leverage artificial intelligence for an improved customer Brinks Home we strive to get a little bit better every day.” experience, revamping legacy systems, and a focus on dibrinkshome.com

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LEFT TO RIGHT: Heather Pesikoff, J.D.; Colleen Affeldt; Joanna Jadlow, MPA, CPA, CFP®, CDFA™; Mary Liz Guidry, MBA, CFA; Krista Hinton, MSA, CPA, CFP®; Jessica Boghetich, CFP®, CTFA; Dana Pingenot, CFP®, CLU®, CAP®; Laura Maxfield, CFP® FAC E S O F

Wealth Management and Financial Planning R GT W E A LT H A DV I S O R S

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iversity in organizations has been shown to drive innovation, increase productivity, and improve outcomes for all. The core values at RGT Wealth Advisors guide every action advisors take as individuals and as a firm. They value providing support and encouragement for women both inside and outside of RGT. Diversity alone is not enough. A supportive and inclusive culture is what can catapult a business and lead to optimal outcomes for all stakeholders. RGT was founded more than 35 years ago and knew from inception that strong women needed to be part of the firm. The financial industry is amongst many that have historically been dominated by men, but there is

beginning to be a shift in the numbers. RGT knows that women continuing to thrive is an important part of the future. RGT is proud to spotlight the women who have helped lead the firm to where it is today and where their leaders hope to take it. RGT Wealth Advisors maintains an intense focus on optimizing talented people to maximize the potential of all and to be part of a growing and strengthening financial sector. RGT celebrates the women in the firm who consistently demonstrate the highest and best of what is possible as they seek to help guide the firm and its clients toward their collective best futures. Everyone at RGT is proud to serve alongside each one of them.

RGT Wealth Advisors 5950 Sherry Lane, Suite 600 Dallas, Texas 75225 214.360.7000 rgtadvisors.com

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LEFT TO RIGHT IN FRONT SEATED: Megan Henry, SVP/Mortgage Loan Originator; Denise Miller, VP/Relationship Commercial Banker LEFT TO RIGHT BACK ROW: Melanie Smith, SVP/Compliance and Risk Officer; Jasmine Evans, VP/ Treasury Management Sales Manager; Lynne Minter, VP/Executive Director Human Resources; Pamela McQuade, VP/Executive Director Business Education, Marketing & Branding; Laura Jones, VP/Relationship Commercial Banker; Susan Tyler, SVP/Loan Administration Director FAC E S O F

Women in Banking TEX AS SECURIT Y BANK

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customer experience, I’m proud to work with an organization that values ith a mission to “elevate the champions of free the contributions of women in banking.” Enterprise,” Texas Security Bank is committed to reinforcing As an institution that celebrates its wins, Texas Security Bank is proud to the mission by working to educate business owners, elevate its team and community, and lead through innovation and exhave been recognized for the awards won in the past year, including The Dalemplary customer service. In 2021, the proportion of women las Morning News People’s Choice Award for Best Bank in DFW, Dallas Business Journal’s Best Places to Work, and D CEO’s Financial Executive Awards. in leadership roles within banking and financial services was “What sets us apart from other community banks is our commitment a staggering 24%, according to a recent report included in a Deloitte Insights to serving our clients as a true business partner,” says Craig Scheef, Texarticle. The Texas Security Bank culture and its team are what make the as Security Bank’s CEO. “As demonstrated by the awards and recognition difference, and noting this gap within the industry, wanted to recognize we’ve recently received, we truly value winning together as a team and the contribution of the women of Texas Security Bank. look forward to achieving new heights in the future. We are proud to be “I’m honored to work alongside such an impressive group of female leadan organization with so many valued women leaders ers at Texas Security Bank,” says Pamela McQuade, at the helm, helping us shape the future of our bank.” vice president and executive director TSB business Texas Security Bank education, marketing, and branding. “These women Not Pictured: Libby Smith, EVP/Mortgage Lending ManFarmers Branch have made significant contributions and implementager; Traci Spratt, VP/Controller; Heather Rodriguez, VP/ Turtle Creek ed many successful initiatives for the company. From Operations and Payments Manager; Amanda McAlister, Garland launching top-notch technology innovations to manVP/Treasury and Relationship Support Manager; Kylene Coming Soon - Southlake aging departments that are responsible for the daily texassecuritybank.com Rundus and Karen Bennet, Senior Project Managers

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FAC E S O F

Women’s Leadership & Advancement M i c h e l y n n “ M i k i ” Wo o d a r d , P R E S I D E N T A N D C E O ; H i l d a G a l v a n , B OA R D C H A I R

P H OTO G R A P H Y BY M A T T H E W S H E L L E Y

generation of women in my family to graduate from college,” she says. exas women’s foundation is a communitysupported organization that invests in the power of women and “The decision of my great-grandmother to pursue her education not only girls to drive positive change. Through research, advocacy, prochanged her life and her daughter’s life, but mine. I stepped into a legacy of courageous women.” grams, and grantmaking, the organization advances economic and leadership opportunities for women, girls, and families to A strong board of directors, led by board chair Hilda Galvan, drives the build stronger, more equitable communities for all. At the helm Texas Women’s Foundation’s strategy and vision. Change for women and of this organization is its new president and CEO, Miki Woodard. She is girls comes from collective efforts from teams who focus on advanceexcited to continue the legacy of the organization’s work and its impact ment, from research to development. Locally, the organization partners during the past 30 years. with grantees in Dallas, Collin, Denton, and Tarrant Counties to provide “I started thinking about the challenges of women in the workplace responsive, community-based programming that advances economic coming out of COVID-19—returning to school, work, and board commitand leadership opportunities for women and girls. In 2021, the Foundaments—and wondering how they can be supported tion invested $8 million to services and programs in as they balance families and career advancement,” these communities. According to Galvan, to achieve Texas Women’s Foundation Woodard says. “This is what brought me to this moan equitable society where women and girls are full Campbell Centre II | 8150 North ment of accepting the opportunity to work with this participants, they must be equipped with tools to be Central Expressway, Suite 110 exceptional team.” economically secure and provided access to leadership Dallas, Texas 75206 Woodard cites the women who came before her opportunities in all sectors. Says Woodard, “We want 214.965.9977 as inspiration for her new role. “I am the fourth txwf.org to be there to catch them before they fall.”

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We are proud to support

D CEO’s 2022 Mergers and Acquisitions Awards Congratulations to all of the outstanding honorees, including

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OFF DUTY THE PERSONAL SIDE

o f

DFW BUSINESS LEADERS

ART OF STYLE

P O R T R A I T BY T A M Y T H A C A M E R O N

JEWELRY EXECUTIVE ALYSA TEICHMAN’S STYLE IS ASPIRATIONAL YET APPROACHABLE.

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WHAT I DO: “I run two retail businesses, Wildlike (luxury piercing) and Ylang 23 (designer jewelry), so I do a bit of almost everything. The only caveat to that is I don’t intend to ever become a piercer.” STYLE ICON: “My style is driven by how I feel and what’s happening in the world, rather than any individual.” ON THE JOB: “I love pieces that let me showcase my necklaces. Wearing jewelry is part of my job after all.”

M U S T- R E A D

Executive Book Club Area leaders tell us the one book they think everyone should read—and why. “The Ruthless Elimination of Hurry, which is by John Mark Comer, shines a bright light on how we tend to spend way too much time on things that don’t matter in the long run. When we rush around trying to pack too much into our daily lives, it can leave us feeling empty and full of regrets. The book reinforces the value of restoring balance in our lives by focusing on what’s important.” K E ITH BA R N E S | C ig n a

STYLE DEFINED: “Aspirational yet approachable with a sense of fun.”

GO-TO LOOK: “Either a midi dress with a bold, colorful print and my favorite sneaker of the moment or head-totoe black.” HOW I ACCESSORIZE: “Don’t ask how many pieces of jewelry I’m wearing at any given moment—more is more! My go-to is tiny earrings from Wildlike (for my 17 piercings) and a lot of necklaces, bracelets, and rings from my favorite designers. Needless to say, it’s not an understated situation.” WEEKEND LOOK: “I live in high-waisted jeans and sneakers.” FAVORITE STORE: “It used to be Barneys. Now, I collect pieces from all over. Isabel Marant, Rachel Comey, and R13 are my favorite brands.”

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“The Obstacle is the Way by Ryan Holiday is an inspiring read for anyone who is faced with adversity. Each story in the book emphasizes pragmatic decision-making and being flexible in the face of changing conditions.” A DA M A B U S H AG U R

“I’ve gifted Civil Wars by June Jordan to several of my close friends. Here is one line from the book that stays with me: ‘I will learn to love myself well enough to love you (whoever you are,) so that you will love me well enough.’”

“Mikhail Bulgakov’s The Master and Margarita (the Burgin & O’Connor translation is my favorite), is a book that changed the way I see the very possibility of storytelling, and the infinite, timeless power of art to change the world.”

M a rc u s & M illi c h a p

Yo u n g Le a d e r s , Stro n g C it y

AMBER DIONNE SIMS

WI L L E VA N S

“Atomic Habits: An Easy & Proven Way to Build Good Habits & Break Bad Ones helps show you how to overcome a lack of motivation or talent, change your environment to encourage success, and make time for new and better habits.”

“Start With Why asks, ‘What if we showed up to work every day to be better than ourselves? For no better reason than to want to leave the organization in a better state than we found it?’ We must all be responsible stewards of our businesses.”

“D Day Through German Eyes tells the story of many of the young Germans in Normandy as the allies launched their attack. I learned an amazing amount from the book, and it is important whenever you can to hear the other side of the story.”

TO N Y C A R I M I

M E LI S SA R U M A N S TE WA R T

TH E R E SA M OT TE R Va n ’s K itc h e n

P a r k P l a ce D e a l e r s h i p s

D e e p Ve ll u m

W i n s te a d

BOOKS COURTESY OF P U B L I S H E R S

FASHION INSPIRATION: “I always like to feel that I can tackle my day regardless of what I’m wearing. I go for clothes that make me feel powerful, relevant, and joyful.”

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Bright Realty is honored that our CFO Keegan Smith is a finalist for D CEO's 2022 Financial Executive Awards. Keegan has been a part of the Bright Realty team since 2008 and her experience, leadership and contributions to our company success are invaluable. WWW.BRIGHTREALTY.COM

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SPREADING LOVE

For several years, Coker, Scottish Rite, and others would come together to put on an auction called The Art of Skateboarding.

G R E AT E R G O O D

Scout Energy’s Juan Nevarez pays it forward through his work with Dallas CASA.

Meet “The Grindfather” Al Coker, who has closed nearly $3 billion in residential real estate sales since 2000, finds his rush through skateboarding. story by BEN SWANGER

in 2020, al coker—the now-65year-old founder of residential real estate firm Al Coker & Associates— emerged in the air from the depths of a drained pool with his feet steadied on a skateboard. The next instant Coker, whose firm has closed $2.83 billion in real estate sales since 2000, was on the ground with an EMT hovering over him. “You’re gonna need surgery,” is what he remembers being told. The crash netted him a titanium tibia, fibula, and ankle. Coker, who grew up in Colombia and Venezuela, was gifted a Nash skateboard by his father at the age of 7. Any downtime the youngster had was spent in drained pools, on steep hills, and in storm drains. As Coker came of age, his love of boarding only intensified. It came to a head in 1975 when he founded The Skateboard Shop, the first standalone store of its kind in DFW. The 150-squarefoot boutique in Valley View Center Mall created a culture that resonated. “Some days, we would do as much as $1,000 in sales,” Coker recounts. Three years later, he stepped away and into residential real estate. “When I got into real estate, there was never a thought that I wouldn’t be successful,” he says. “Gaining real estate mastery wasn’t that different than opening up a skateboard shop—paving the way is all about being fearless.” In 2018, Coker, nicknamed “The Grindfather,” opened the Texas Skateboarding Museum in Deep Ellum. He poured six figures, through personal funds and donations into the 8,000-square-foot facility that included a skatepark and more than 500 displayed boards. Today, the museum is seeking a new home, with Coker actively searching.

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While the museum readies for a rebirth, Coker has stepped into a new corporate chapter. In early 2022, Al Coker & Associates was acquired by national residential brokerage company Douglas Elliman. “We joined a culture that has a similar vision and drive as I do,” Coker says. Despite his demanding career, Coker’s passion for skateboarding remains strong. “I’ll keep skating as long as I can stand up— SPARKING or as long as I can fall down,” ENGAGEMENT he says. “And maybe I’ll keep Coker says he’d like the next iteraselling until things culminate tion of his museum to involve interacin the form of a penthouse with tive skateboarding a skatepark in it.” displays.

Juan Nevarez immigrated from Mexico alone as a teenager without any English skills. Today, the senior vice president for oil and gas company Scout Energy carries his roots into volunteer work with Dallas Court Appointed Special Advocates (CASA), providing support for foster children. Nevarez helps align limited resources for the three Hispanic children he mentors—working with CPS, Dallas County, school counselors, and healthcare providers—and teaches each child the value of their uniqueness, heritage, and native language. “It is important they value where they come from before they can be anything else,” he says. “I let them know they have many things to be proud of.” As they learn from him, he, in turn, takes lessons of empathetic leadership and understanding to his corporate role. “At the end of the day, it’s all about human connection,” he says. —Catherine Rosas

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

PURSUITS

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POOLSIDE

Hotel dwellers routinely swim up to the Balashi Bar and Grill for tropical cocktails or frozen treats to cool down.

ADULTING

The Hyatt Regency’s infinity pool and beach-side cabanas appropriately furnish the more mature side of the hotel.

W E L L T R AV E L E D

Communities Foundation of Texas CMO Noelle LeVeaux soaks up the history, culture, and sun in this Caribbean paradise. story by WILL MADDOX SERENITY DESERT ISLAND

See historic gold mines and cruise rugged terrain on the eastern coast of Aruba behind the wheel of a dune buggy.

Aruba’s clear waters make for excellent kayaking and snorkeling along the northwest coast.

FRESH CATCH

Chilean Sea Bass from the Hyatt’s Ruinas Del Mar restaurant is a terrific way to end an active day.

HIGH AND DRY

Aruba’s stark rock formations and cactus-strewn cliffs make it a unique Carribbean island.

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P H OTO G R A P H Y C O U R T E S Y O F H Y A T T R E G E N C Y A R U B A R E S O R T S P A A N D C A S I N O ; A R U B A TOURISM AUTHORIT Y

Aruba

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CALM SEAS

P H OTO G R A P H Y C O U R T E S Y O F H Y A T T R E G E N C Y A R U B A R E S O R T S P A A N D C A S I N O ; A R U B A T O U R I S M A U T H O R I T Y ; L E V E AU X BY J A K E M E Y E R S

Aruba’s tranquil beaches are perfect for a daytime family splash or relaxing swim.

no one really knows the origin of papiamento, one of Aruba’s official languages. The Creole tongue is a unique mix of Spanish, Dutch, and Portuguese, with some influences from African and Native American languages. Papiamento serves as a great metaphor for the Caribbean island, whose people, climate, and culture are as diverse as its native dialect. If you want a tropical island full of lush, humid jungles, and endless sandy beaches, Aruba is not for you. But the climate offers a nice change of pace that has benefits for year-round travel. Northeast trade winds keep the 70-square-mile island warm and dry year-round, meaning your afternoon beach trip will likely not be interrupted by rain. Even more important, Aruba’s location (just 15 miles off the coast of Venezuela) is outside the most common hurricane routes that can sometimes make a trip to the Caribbean a gamble. The hot, arid island is not without beauty. The rugged eastern half of the island, which includes Arikok National Park, makes for excellent off-roading adventures. We explored the rocky

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coast and black sand beaches, caves, the monolithic rock boulders of the Ayo Rock Formations accompanied by 20-foot-tall organ cacti, and finished our dune buggy cruise at a turquoise beach, where the best way to enter the sea is a six-foot plunge into the crystal clear-water. The northwest side of the island is where you find most of the resorts, positioned to take advantage of the sunset and wide, white sand beaches that ease into more picture-perfect blue water. We stayed at the Hyatt Regency Aruba Resort Spa and Casino, which offers plenty of beachfront access, multiple pools and restaurants, and, of couse, a spa and casino. To improve our hosting skills, my wife and I took part in the resort’s cooking and cocktail classes, enjoyed the smoothie bar on the beach, and spent plenty of time reading under a beachside palapa. We took in our room’s ocean view each morning before heading down to take advantage of the numerous activities offered by the hotel. We left our kids at home, but families were plentiful, enjoying the water slide, pool volleyball, and water bingo. If relaxation is more your style, a separate area allows guests to rent a cabana overlooking an infinity pool that disappears into the white sand, aquamarine beach, and ocean beyond. We spent one afternoon on a catamaran cruising the west side of the isle and snorkeling along the plentiful coral reefs and rocky beaches. I followed a sea turtle until I was quite a ways from our boat, and we explored a sunken German cargo ship, a relic from World War II when Germany invaded the Netherlands. One of my favorite ways to get to know a new place is to go for a run, and Aruba provided a warm breezy route along the boardwalk and beaches on the north side of the island. I ran by resorts, sandy grasslands, beach cliffs, a row of mid-cenREEF REWARD tury modern beach homes, and Aruba’s natural coral reefs, are replete realized the island truly is as with colorful fish, underwater vegetation, diverse as Papiamento—it has and sea turtles. something for everyone.

T R AV E L T I P S

Cultural Treasure Communities Foundation of Texas’ Chief Marketing Officer Noelle LeVeaux makes sure that vacations with her daughters are also learning experiences, even in the Caribbean, where she enjoys soaking up the history as well as the sunshine. In Aruba, she was struck by the numerous colorful buildings, friendly people, and intriguing history of the island. Her visit to Alto Vista Chapel, which was originally built by Venezuelan missionaries in 1750, was an opportunity to see a building much older than most of what can be found in Texas and the United States. LeVeaux appreciates the diversity of cultures and activities she finds in Aruba. “It’s definitely a melting pot,” she says. “It doesn’t feel like just one thing.” She hopes to return again soon, next time without the kids.

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LEADERSHIP

Mumtaz would often set the rhythm of the boats he rowed for Pakistani’s national team.

LEGACY

Mumtaz’s parents, a teacher and lawyer, worked hard to send their children to private school.

IMPRESSION

ROOTS

TABBASSUM MUMTAZ

President and CEO AMPEX BRANDS

as told to KELSEY J. VANDERSCHOOT illustration by JAKE MEYERS

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growing up in k arachi, pakistan, tabbassum Mumtaz says daily nutrition was not something he could rely on. As a teen, he rowed crew for the Pakistani national team, before immigrating to the United States in the 1990s. He now leads Ampex Brands, a restaurant franchisee behind nearly 400 Pizza Hut, KFC, Long John Silver’s, and 7-Eleven locations and the owner of bakery café chain Au Bon Pain. Here, he shares his journey: “I remember living in a small house, which was 12-by-20 tops, for a family of four—me, my brother, and my parents.

Seventy percent of my parents’ income went toward schooling, and a second meal was not guaranteed. Growing up, there was not a lot of people who rowed in Pakistan, but I always wanted to represent a national team. I thought it should not be that big of a deal, but the minute I sat in the boat, I was like, ‘Shit, this sport is not easy.’ But, once you enter a sport like that, I think it’s not something that you want to ever give up. Three months after coming to the U.S., my dad passed away, and I couldn’t afford my studies. So, I worked in the morning at Wendy’s and at Long John Silver’s at night. The first restaurant I bought was a Wendy’s … and when I bought it, I also worked as a Bay Bridge toll collector and did appraisals. When I was in the small booth, collecting $2 from patrons, I prayed, ‘God, give me a small business like this, but the traffic like this as well.’”

P H OTO G R A P H Y C O U R T E S Y O F T A B B A S S U M M U M T A Z

When he moved to America, Mumtaz was immediately struck by the U.S.’s individualism.

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4/4/22 11:50 AM

Congratulations Chad Bradford for being named a finalist D CEO 2022 Financial Awards Chad Bradford Interim Chief Financial Officer

corp.elevate.com

Thank you for letting us “do this everyday” for

 years

We have gratefully enjoyed helping you make corporate easy, elaborate galas unique and wedding feasts a breeze.

Celebrating 30 years

We do this everyday.

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END MARK

DALLAS BOOSTER

Strauss and others, announcing the 1984 GOP national convention in Dallas.

COVER GIRL

Dallas’ Mayoral Pioneer AN N E T TE STR AUSS January 26, 1924–December 14, 1998

story by NICOLE TORRES

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ountless dallas cultural and civic organizations have been influenced in some way by the leadership of trailblazer Annette Strauss. She earned a master’s degree from Columbia University while working as a fashion model in New York and later became one of Dallas’ most prolific fundraisers, raising more than $20 million for various campaigns and projects. She leveraged relationships made along the way and was elected to the City Council in 1983. “I’m looking forward to just working with people. There’s nothing wrong with confrontation if it’s not destructive,” she told NBC5 in 1982 while campaigning. When she beat businessman Fred Meyer to become Dallas mayor in 1987, she was the first woman and Jewish person elected to the office. Strauss’ shift into public service began after an enlightening afternoon drive in 1986, where she found a woman and her children homeless and living underneath a bridge. This led to the founding of Family Gateway, the first Dallas shelter that allowed families to stay together. Strauss’ lifetime of service is remembered through the many places that bear her name, including Annette Strauss Square at the AT&T Performing Arts Center. Known for her quick wit, when she was asked why she wanted to run for Dallas City Council District 10, Strauss responded, “I always wanted to be a 10.”

COURTESY OF D A L L A S M U N I C I P A L A R C H I V E S

Former Mayor Annette Strauss graced the cover of Fortune in October of 1989, when the magazine named Dallas the best city in which to conduct business.

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3/31/22 2:12 PM

2022 distinguished panel of judges

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