Wilco Business Review • July 2022

WILCO

Williamson County, Texas

2022 | Issue 3

BUSINESSREVIEW

TEXANS INVESTING IN TEXAS REAL ESTATE STALLION CAPITAL MANAGEMENT

Generating Passive Income and Building Wealth through Real Estate Investment Meet the team that’s making it easy for investors to join the movement

Brian Outlaw, Director of Business Development Jeremy Jungbauer, Director of Investor Relations

2022 • ISSUE 3 | WILCO BUSINESS REVIEW

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AT T E N T I O N BROKERS Georgetown’s Gatlin Creek C-1 ZONING

& ALL UTILITIES INCLUDING REGIONAL DETENTION IN PLACE SHOVEL READY !

LO CAT E D B E TWE E N H-E-B & SUN CITY 8 . 5 AC R E S PL AT T E D 9.5+/- ACRE METES & BOUNDS

PRIME LOCATION FOR: SENIOR HOUSING • CONTINUUM OF CARE • HOTEL RESTAURANT • MULTI-TENANT RETAIL

512.930.9653 DAVID WOLF M A R K E T E D B Y W O L F P R O P E R T I E S2022 , L• ISSUE L C .3

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WILCO

BUSINESS REVIEW

DESALINATION OR DESALINIZATION? Desalinization is the broad term used for the process of removing salt and minerals from sea water.

Desalination is the process that removes salt from sea water for the purpose of creating drinking water.

CONTENTS COLUMNS NEW PARADIGMS

Pricing Transparency in Healthcare

FEATURED 20

UNDER THE RADAR

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TECHNOLOGY

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Keeping Bartlett ‘Bartlett’

Protecting Your Credit

REAL ESTATE WIlco Growth

FINANCE Choosing an Advisor

STRATEGIC THOUGHT Rethinking Your USP

PEOPLE ON THE MOVE

36 38 42 44

ON THE COVER

Vincent Balagia and the investment experts at Stallion Capital Management.

Cover photo by Todd White All rights reserved.

The Wilco Business Review is published monthly and mailed to C-level executives, business owners, policy makers, and community leaders in Williamson County, Texas and surrounding areas.

Mail may be sent to: Wilco Business Review P.O. Box 213 Jarrell, TX 76537 info@wilcobr.com Wilco Business Review is a Fidelis Publishing Group, LLC publication and a product of AdvocateNewsTX Newspaper.

Copyright © 2022

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COVER FEATURE • STALLION CAPITAL MANAGEMENT Texans Investing in Texas Real Estate

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WATER TECHNOLOGY

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HI-TECH

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GROWTH

Global Resources for Desalination

Drone Technology and Business Solutions

America’s Fastest Growing City

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NETWORKING

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SOFTWARE

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10 QUESTIONS

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A Georgetown Institution Gets a New Brand

SourceDay Solving Supply Chain Challenges

Julie Herrera, Cedar Park Toyota

FRANCHISE EXPANSION Las Vegas-based Sandwich Chain Opens in Austin

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ENTREPRENEURS

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INFRASTRUCTURE

The Russ Phillips Team

Wilco Commissioners Allocate ARPA Funds for Water Projects

ESTATE IN SUMMERS MILL

• Among the most unique properties in Texas • Magnificent estate residence on 303 acres • Over a mile of waterfront at the junction of Salado Creek and the Lampasas River • Abundant century-old oak trees

Call Ellen to schedule an exclusive tour 254-495-7584 LaurelRealEstateGroup.com

ELLEN BURNS

TX Real Estate Professional Team Lead Laurel Real Estate Group GRI & CNE Certifications Top 500 Austin Real Producers 2021 & 2022 254-495-7584 Ellen.Burns@CBUnited.com www.LaurelRealEstateGroup.com Affiliated real estate agents are independent contractor sales associates, not employees. ©2021 Coldwell Banker. All Rights Reserved. Coldwell Banker and the Coldwell Banker logos are trademarks of Coldwell Banker Real Estate LLC. The Coldwell Banker® System is comprised of company owned offices which are owned by a subsidiary of Realogy Brokerage Group LLC and franchised offices which are independently owned and operated. The Coldwell Banker System fully supports the principles of the Fair Housing Act and the Equal Opportunity Act.

FROM THE The Gold Standard in Business News

PUBLISHERS

Publishers

Michael Payne • Catherine Payne Executive Editor / Writer Ann Marie Kennon Executive Administrator Camy Reynolds Senior Writer Charlotte Kovalchuk Editorial Writer Janet Civitelli Columnists IT • Ben Lake Real Estate • Tyler Wolf Finance • Will Boughton Healthcare • Taylor Rogers Videography Todd White Photography David Valdez · Rudy Ximenez · Todd White Christianna Bettis Digital Media Director Jenny Campbell Graphics Sandra Evans • Ann Marie Kennon Distribution David Schumacher IT/Webmaster Jesse Payne Consultant W. Ben Daniel Public Relations Janet Hage Information and Marketing

The economy was roaring, the stock market was at record highs, and all was good in America. Then, along came the Biden economy, which redefined the financial health of both companies and individuals. Investments that seemed steady were suddenly volatile. The landscape had changed. But even amidst these challenges, there are still companies that have been offering consistent returns for years.

Among them is this month’s cover feature Stallion Capital Management, a team of Texans serving Texans with financial vehicles that deliver strong passive income streams using the value of Texas itself.

With droughts looming in a state that has seen it’s fair share of them already, see what industrial leaders from Texas learned on a visit to Israel, a country where water has never been taken for granted. As a key to that nation’s very survival for millennia, their need for water has spawned world class innovations in potable water solutions that can be utilized effectively here in Texas.

We also examine Georgetown’s position as “the fastest growing city in America over 50,000”, and highlight the hard and soft data—business growth to low crime to great parks—that have brought about that population increase.

We pay tribute to Leo “Mr. Georgetown” Wood, who was instrumental in the popularity Georgetown is enjoying with his mantra, “If you build it, they will come.”

We’re adding a new feature this month “Under the Radar”, which highlights locales that are finally beginning to take their place in our larger community.

This month we introduce Jennifer Welch, an Austin developer with a penchant for small-town Texas, and especially Bartlett, where she has set about restoring buildings into profitable businesses.

And finally, we are pleased to share the profiles of two sales industry leaders in Central Texas. Julie Herrera, owner of one of the top rated and top selling Toyota dealerships in the country in Cedar Park; and Russ Phillips, a leader and top producer in the real estate industry who has won numerous influential real estate awards, but affirms his real appreciation for those awards is the credibility it conveys upon his superb team.

As we enter the dog days of summer one thing is for certain: it’s not only hot outside, but even amid national economic turmoil, business in central Texas is

Senior Advertising Executive Mark Elliott 512.240.2267 | 512.746.4545 mark@wilcobr.com

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still booming.

Michael Payne

Catherine Payne

STALLION CAPITAL MANAGEMENT

COVER FEATURE

STALLION CAPITAL MANAGEMENT

photos by Todd White

Stallion Capital Management is proud to celebrate 15 years in business as a private investment firm that offers real estate backed investments.

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ounded in 2007, the goal of Stallion Capital Management has always been to put accredited investors’ money to work in Texas real estate. Throughout its lifetime, Stallion has consistently delivered stable and predictable returns for its investors by leveraging valuable Texas real estate.

With its investor capital secured and hard-backed by assets, Stallion’s team members continue to put investors’ money in good places. In January 2022, the company launched what is arguably its most opportunistic fund, the Stallion Growth Fund.

WHO IS STALLION? Founder and Chief Investment Officer Vincent Balagia started the company with one investor and one property 15 years ago. Through hard work and strong faith, Stallion persevered through challenges like The Great Recession of 2008, and today, this Austin native and his team are proud to serve more than 500 investors. Most investors and clients live in the Austin area and Stallion is diversifying their portfoli-

os through Texas real estate-backed investments.

Stallion currently manages more than $150 million in client assets and is adding to that number on a consistent basis. Beyond their current success, the company has ambitious goals to grow its investor family and deploy capital into its two main investment strategies.

REAL ESTATE DEBT FUNDS Since 2013, real estate funds have been the backbone for investors looking for reliable income. Stallion Texas Real Estate Fund I and II deploy client capital into short-term real estate loans and generate income from interest paid on those loans. The loans in the STREF funds are collateralized by Texas real estate—a secure choice. Investors in these funds can expect high yield returns (7-8 percent average) and receive quarterly income distributions. Investors who wish to generate long-term yield should consider the STREF funds as they offer a steady stream of income with a stable store of value.

As of June 2022, Stallion Funding, the company’s lending counterpart has deployed more than $600 million dollars into real estate loans across Texas. They continue to experience high demand for these loans locally and across the state.

GROWTH FUND Their most recent fund, The Stallion Growth Fund, allows clients to diversify their portfolios for long-term capital growth by taking advantage of appreciation in the booming Texas real estate market. Balagia explains, “We do this by investing clients’ money in high-quality real estate properties in high-demand areas—Dallas, Houston, San Antonio, and Austin—which enables investors to benefit from income generation from rents in the short term and appreciation in the long term.”

“The Stallion Growth Fund allows Stallion’s clients to derive all the benefits of direct ownership without the hassle of running and managing a property.” ~Vincent Balagia 

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STALLION CAPITAL MANAGEMENT

COVER FEATURE

HOW IT WORKS Stallion generates significant income by purchasing properties in upscale or trendy areas and converting them to short-term rentals (STRs), which have consistently demonstrated superior income potential over long-term rentals (LTRs). Thanks to popular booking apps like AirBNB and VRBO, travelers are already familiar with the short-term rental market and the online partners provide marketing and booking support.

For the investor, short-term rentals provide passive income via rate adjustments designed to keep up with inflation rather than locking in a one-time rate on a 12-month lease. With a good system in place, STRs can typically generate results (income) that are two to three times higher than the traditional LTRs.

As inflation has taken its toll on traditional market and investment options and is showing no signs of slowing, Stallion is encouraging investors to put their hard-earned money into assets, rather than allowing it to sit in the bank and lose its purchasing power.

Stallion Growth Fund allows clients to put money in assets with intrinsic value that will hold their value in times of inflation.

KEY TAKEAWAYS Not only is Stallion Growth Fund a benefit to investors who wish to own short-term rentals without the attendant and labor-intensive maintenance, it is also a successful hedge against inflation. As previously stated, the rental rate for each property is adjusted daily according to current market conditions and rental demand.

Stallion is partnering with Dallas-operated Monterno Luxury Stays for day-to-day management of these units but maintains a boots-on-the-ground approach with frequent visits and inspections of their properties.

The team ensures each property is outfitted for a premium stay for everyone—vacationers and business travelers alike. When staying at a property owned by the Stallion Growth Fund, a guest can expect a unique stay

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as each property is outfitted with builtin amenities, including rooftop decks, putting greens, and fire pits.

O N LY P R E M I U M LO C AT I O N S ARE SELECTED FOR THE STR PORTFOLIO—BASED ON T H E I R D I S TA N C E TO D O W N TO W N S O R E N T E R TA I N M E N T D I S T R I C T S .

As of June 2022, the Growth Fund owns 13 properties with three more under contract. Properties within the SGF are listed on Airbnb, VRBO, and others. They show consistent high-occupancy rates and are receiving excellent reviews from guests. Balagia adds, “We are very excited about providing this class of investment to our clients.

We want to provide the right investment vehicles for people who are as bullish on Texas as we are.”

While Stallion has experienced significant growth in the past 15 years, its focus remains: offering the best possible investments for clients by utilizing the growing Texas real estate market. Stallion is always looking to add like-minded accredited investors to the family and to help them achieve their investment goals.

When you are ready for a conversation with a professional who combines a passion for real estate with service-driven relationships, contact Director of Business Development Brian Outlaw (see p. 9) about investing in the thriving Texas real estate market.

STALLION CAPITAL MANAGEMENT

MEET THE STALLION TEAM “AS AN INVESTOR WITH STALLION, I APPRECIATE THE POSITIVE RETURNS OFFERED TO MY PORTFOLIO OVER THE YEARS. HOWEVER, THERE ARE MANY MORE FACTORS INVOLVED THAT KEEP ME INVESTING WITH THEM. I PERSONALLY KNOW LEADERS WITHIN STALLION WHO OPERATE WITH HIGH INTEGRITY, TRANSPARENCY, AND ARE STRONG FINANCIAL STEWARDS FOR ME AND ALL THEIR INVESTORS.” -DAVID LERMA

FOUNDER AND CHIEF INVESTMENT OFFICER

VINCENT BALAGIA Vincent began his career working with banks, investment brokerage firms, and gradually made his way into non-traditional asset management. In 2005, he joined the origination department of a private lending firm where he conceived the idea for a new type of private lending fund. Thus in 2007, Stallion was founded.

Vincent believes passionately in the transformative power of entrepreneurship and is involved in the C12 Group, a Christian business leadership development organization. He is also an active member of the American Association of Private Lenders, in which members dedicate themselves to excellence, ethics, and education in the private lending industry. When Vincent isn’t working, he is spending time with his wife, Katie, and their three wild children.

DIRECTOR, FUND OPERATIONS

JUSTIN VOLLMER Justin came to Stallion with more than 10 years of real estate marketing and operation experience, making him an excellent liaison between the fund’s accounting and day-to-day operations.

He works directly with our Business Development team on fundraising and in our servicing department, which services our debt fund portfolios.

Justin is a passionate process guy and ensures our funds are operating efficiently. He also enjoys connecting the dots and helping find creative solutions for our team and clients, never settling for the first or easiest solution. Outside the office, you can find Justin smoking an early morning brisket and working on his homemade BBQ sauces.



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STALLION CAPITAL MANAGEMENT

COVER FEATURE

DIRECTOR, INVESTOR RELATIONS

JEREMY JUNGBAUER

Jeremy Jungbauer joined the Stallion team in 2020 to oversee client management and is a key liaison for current and past investors.

He brings years of Senior Management experience and financial expertise to the table. His skill sets empower him to evaluate client investment needs, determine the best path forward, and achieve desired outcomes.

Jeremy works side by side with the Director of Business Development, Brian Outlaw (facing page), as liaison between investors and the Stallion team—keeping each informed and up-to-date on client needs and optimum strategies to serve clients. When Jeremy is not on the phone with investors, he enjoys the many lakes around Austin with his wife, Vanessa, and their two children.

DIRECTOR, ASSET MANAGEMENT

MITCHELL CHAVEZ

Mitchell Chavez joined the Stallion team in May of 2020. He helped establish and grow the Stallion Growth Fund into what it is today. He continues to manage property acquisitions—including sourcing, analyzing, and working in parallel with our property management company to get our units up and running. Mitchell also keeps his finger on the pulse of growth markets outside of Dallas. He is always looking for new opportunities to grow the fund and learn more about short-term rental strategies around the nation. When Mitchell isn’t sourcing new properties, he and his wife, Corey, are on the hunt for furnishings for their newly-built house.

MARKETING COORDINATOR

SYDNEY PANTER Austin native Sydney Panter is the latest addition to this dynamic team.

She rounds out the company’s expertise with her branding, content, and digital marketing experience.

Sydney oversees marketing and communication efforts for Stallion Capital Management and works alongside the business development team to help grow the firm. Sydney uses her marketing and branding experience to get in front of potential new investors and grow the Stallion brand across Texas. On weekends, she spends time on the lake with her husband, Trent, and their friends.

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STALLION CAPITAL MANAGEMENT

COVER FEATURE

MEET BRIAN OUTLAW Director of Business Development SO YOU’RE AN OUTLAW WORKING AT STALLION…IS THAT REALLY YOUR LAST NAME? Yes, that is my real last name. It’s a name that’s gotten me into and out of trouble over the years. People seem to get a kick out of it—especially here in Texas. I think it’s the main reason my wife Kelly wanted to marry me—she thinks it’s pretty cool.

YOU’VE LIVED IN WILLIAMSON COUNTY FOR THE LAST 20 YEARS; WHY DID YOU SET DOWN ROOTS HERE? I can’t imagine a better place to raise a family and do business. I’m grateful to be a part of this amazing community and it’s a wonderful place for our four young kids to grow up.

I give back as a volunteer supporter of the YMCA of Central Texas where I serve on the Board of Directors for the CHASCO Y in Round Rock. I also attend Fellowship Church in Round Rock and my faith is my foundation. I feel very fortunate to be working for Vincent Balagia who embodies Christian principles in the way he leads his family, runs our business, serves our clients, and supports our community.

Vincent is also a life-long resident of Williamson County.

WHAT’S YOUR FAVORITE THING ABOUT WORKING AT STALLION? We have an incredible team of talented and passionate people who each have specific expertise in real estate, investing, and client service.

We are truly capital managers and our top priority is to be good stewards of our investors’ money. We all have an entrepreneurial spirit and share in the exciting vision of growing Stallion’s real estate portfolio. We are passionate about serving our current clients and excited to bring on new investors who

want to come alongside us as we continue to grow. I truly believe in the firm and our investment strategy—that’s why my wife and I are also Stallion investors.

WHAT CAN CLIENTS AND PROSPECTIVE INVESTORS EXPECT WHEN THEY TALK TO YOU? I really enjoy getting to know people and what’s important to them, so clients and prospects can expect me to ask questions and listen. I first want to understand their goals and needs, then we can determine if our investment funds are a good fit. Some of our clients are focused on receiving regular income from their investment, so our Real Estate Debt Funds are a good fit for them. Some of our clients don’t need to draw regular income and are looking more for long term growth, so our Stallion Growth Fund is a better fit. We also have many clients who like a combination of these strategies and are invested in both. Really, it just comes down to the individual needs of our clients and we tailor our approach to best serve them.

We also work directly with Financial Advisors, Wealth Managers, and Family Offices who use our funds as part of their investment strategy. Stallion’s goal is to be the best combination of risk and return for our investors, and you won’t find a more caring team of people to do business with.

HOW WOULD I EXPLAIN STALLION TO A FRIEND WHO HASN’T HEARD OF YOU BEFORE? We offer accredited investors the opportunity to invest in Texas real estate from a passive position. This means they can enjoy the benefits of real estate ownership without the hassles of managing the 3 T-s—tenants, toilets, and trash. We may be a great fit for someone looking for real estate-backed alternatives to traditional stocks and bonds. All of our funds provide diversification and are designed to keep up with inflation.

If you (or your friend) are interested and would like to learn more, please reach out to me directly at brian@ stallioncap.com or feel free to visit our website StallionCap.com.

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WATER TECHNOLOGY

by Thomas Graham

GROWING BANANAS IN TEXAS DESPITE WATER SCARCITY?

Water management skills and desalinization technology from Israel can one day help transform water scarcity in Texas to a reliable annual abundance.

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elping global and Texas-based clients anticipate and respond to unexpected institutional crises is at the core of what our strategic communications agency does. Over the years we have seen issues of every shape and size, and one crisis we see on the horizon for Texas and Texas business is the lack of water—a looming scarcity we have not seen in decades.

Reservoirs of desalinated seawater in Eilat, Israel

Fortunately, a safe and prosperous future can be secured if we learn from the past, and a long-standing trading partner in the Middle East.

CRADLE OF CIVILIZATION Recently, I helped guide a technology-discovery trip to an ancient center of innovation and change—Israel—where major empires and trade routes have perennially crossed and clashed, and survival was dependent upon the availability of water. Even in their darkest moments—we were visiting near the ancient cities of Caesarea and Haifa—these civilizations still traded ideas and found common ground in which to advance.

We toured the ancient site of Tel Megiddo, a strategically important and much contested area at an intersection of commerce and empires. While the city’s geography and fortifications provided an impenetrable defense against invaders, the lack of a water supply inside the walls would render it powerless to a sustained siege. As historian Robert S. Lemon wrote in his 1935 paper on the Megiddo water system, “A water supply inside the walls was very nearly as important as the wall itself.”

To secure an internal water supply, a shaft 186 stairs deep and dug through limestone bedrock, connected via a 230-foot long tunnel to a nearby spring. The tunnel was cut on a slight incline so the water would flow

from the spring to the bottom of the shaft and the inhabitants could draw water while standing at the top. This great endeavor ensured the survival of the city by ensuring water supplies were available when the city was under siege.

You may know this site by its more common name: Armageddon.

It is upon this cultural foundation, this appreciation for the importance of water to the survival of a city and a nation, that the State of Israel has led a water revolution. It is a wonderment to the world that Israel, which nestles against one of the world’s greatest and driest desert landscapes is, nonetheless, a water superpower.

Today, water conservation and management is part of daily life for everyday Israelis. From limiting leakage from water systems to farming efficiency, recycling waste water, desalinization, aquifer storage, and even oil and gas industry water efficiency, Israel is the global leader in water management.

Our principal clients along the trip were industrial leaders from Texas who recognize water is critical to the economic

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WATER TECHNOLOGY

vitality of the state and to the continued operations of their business enterprise. They see a crisis on the horizon that must be addressed today. As such, we were there to learn.

TEXAS CIVILIZATION Texas is always thirsty. Every Texan knows hydrocarbon recovery is a major user of water resources in our state and also knows how important agriculture is in the state. Recently, Texans have also become more aware of the need for water in the manufacture of critical microchips for our national industries and defense. As our state and economy grow, so do our water demands.

BRINGING DESALINIZATION HOME I and my group were aware of the success the county of San Diego had in stepping away from the continued drought hysteria that afflicts California annually by installing a huge desalinization plant along the coast. That coast-hugging plant now supplies a critical 10 percent of the water used across the county and plant managers have ambitious goals for more.

The desalinization technology used in San Diego comes from Israel, and we were headed on our trip across the Atlantic to meet the Israeli technologists behind that miracle. The first indication

that the forces of nature were in abeyance in Northern Israel was our sighting of vast but healthy water-hungry tropical banana crops—but how? We were far from the Tropics.

Israel has no fewer than 31 desalinization plants treating nearly one million cubic meters of seawater and brackish water every day. That water is used to broker peace—Israel supplies water to both Egypt and Jordan—and grow bananas.

But we also discovered Israel’s broad success is far more dependent on its conscious centralized management of all existing water resources. Taking the salt out of Mediterranean waves and brackish inland waters is just a part of the achievement.

While we here in Texas and the great Southwestern desert states romanticize the private ownership of natural resources, from oil and gas to water, that maze of property rights confuses any attempt to uniformly and fairly manage the water we do have. Israel, on the other hand, treats all its water, natural and waste, as public property. And virtually every

Israeli one encounters knows the source, desalinization, and takes great pride in the national appreciation for water resource conservation and management. I don’t advocate government taking, but I do advise cooperation and collaboration for the greater good, and instilling a sense of Texas pride in our resilient ability to overcome the water challenges ahead.

We learned from our source in Israel that taking impurities out of water works magnificently. But judicious and creative management of all that nation’s water sources is required to meet the demands of Israel’s nine million people, supplying an astounding 1.6 billion cubic meters of waters to homes, fields, and factories every year.

Texas now has three times Israel’s population. We came home convinced that a mix of new technologies and established public-management techniques applied right here in Texas can transform our state’s environment of water scarcity and deliver an efficient abundance satisfactory for all uses. I am also convinced that Texas, her elected leadership and business leadership must collectively mass the political will to bring about a Texas—or at least a Central Texas—water revolution. If we do, we might even have enough water left over to one day grow and harvest… bananas!

T H O M A S G R A H A M is the founder of Crosswind M edia & Public Relations. Thomas has been privileged to develop strategies for some of the world ’s most familiar brands, to direc t communications during highest-profile crises and reorganization, and to prepare high-profile senior executives at For tune 500 companies for media inter views, investor and analyst round table discussions, and presentations before major ex ternal and internal meetings.

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by Janet Civitelli

TECHNOLOGY

Drone Videography Enables a New Perspective Georgetown-based A Step Ahead (ASA) Imagery specializes in drone videography and photography.

Owner Richard de la Vega says drone videography is an ideal way to showcase your property, advertise your business, livestream your event, or document a memorable experience like a family vacation. De la Vega is available to hire on a single project basis or on retainer for businesses who need on going videography and photography.

New Business Launch

De la Vega launched his creative business after a career pivot. Having worked as a detective for the Williamson County Sheriff’s Office for 16 years, he opened his own investigative firm, A Step Ahead (ASA) Investigations. His investigative business did well until the pandemic caused a slowdown, motivating him to explore new business opportunities.

After attending a business conference about “unmanned aircraft systems” (UAS), de la Vega decided drone videography was a good fit for his skills and interests. He closed ASA Investigations and opened ASA Imagery. He says the toughest part about the change

from government employment to the private sector was learning how to manage and market a business. These skills, now developed, led to his current success, where his primary sources of new business are repeat customers and referrals from satisfied customers.

De la Vega maintains licenses as a “small unmanned aircraft system” (sUAS) pilot, sUAS flight instructor—both regulated by the Federal Aviation Administration (FAA)— and is an Occupational Safety and Health Administration (OSHA) 30 certified professional. These credentials enable him to teach other drone owners about FAA laws and regulations. He teaches classes at Valmont Utility, where he instructs UAS pilots how to fly larger drones and inspect electrical lines.

I n fields where safet y is cr itical, drones are useful in completing r igorous inspec tions. I n real estate, listings sell quicker and for a higher pr ice when high qualit y aer ial videos and photos highlight key features of the proper t y. For construc tion projec ts, time lapse video is the per fec t method to document progress from beginning to completion. D e la Vega’s videography por tfolio showcases how effec tive this t ype of videography can be.

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TECHNOLOGY

Service Diversity

De la Vega launched his creative business after a career pivot. Having worked as a detective for the Williamson County Sheriff’s Office for 16 years, he opened his own investigative firm, A Step Ahead (ASA) Investigations. His investigative business did well until the pandemic caused a slowdown, motivating him to explore new business opportunities.

De la Vega is also affiliated with the Sky Eye Network, a global leader in business development in the drone, quadcopter, and rotocopter industries. Network members are professionally trained drone pilots who operate in full compliance with FAA rules and the organization excels at keeping members on the cutting edge of innovations for equipment and technology. Sky Eye also offers opportunities for skills development and FAA Part 107 (Remote Pilot) examination test preparation.

De la Vega says, “Test preparation is crucial to ensure a passing score, particularly for drone operators who are not licensed pilots.” As an industry expert, he works on retainer with organizations who need multiple employees to become FAA 107-certified.

He adds, “Some drone operators don’t realize that if they fail to comply with FAA rules, the FAA can fine them up to $10,000 per picture. The FAA also has the power to fine the person who hired the drone operator and the agency reviews YouTube to find violators who are not Part 107 certified.”

He cited one incident where the FAA fined a drone pilot $182,000 for 26 violations. Current requirements are available at the FAA website.

Excellent ROI

Successful project documentation and marketing means clients are happy to pay project-based fees of $500-5,000, or a retainer fee. Costs are typical based on the value of the hardware, skill of the operator, and the extensive editing

necessary to create the finished project. De la Vega says, “Post-production work is a necessary component in any videography project. It takes two hours of shooting to create about ten seconds of usable video.”

For more information about de la Vega’s drone videography and photography business, visit ASAImagery.com.

Tools of the Trade

Startup costs for a drone videography business can be high—$15,000-$20,000 per drone—plus up to $8,000 per camera. For cutting edge technology, de la Vega relies on a Mavic drone equipped with a Hasselblad camera—the same brand used for the first moon landing. He cautions pilots to maintain insurance as one in 1,000 drone flights ends with a crash, typically due to pilot or equipment error.

De la Vega explains that in the early years of drones, flying time was limited to approximately three minutes. Over the past ten years, the technology has advanced to enable flights lasting 15 minutes or longer and is presently on track for missions beyond recreation and commerce, such as delivery of human organs to hospitals or relief provisions in high-risk areas.

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DOWNTOWN RENEWAL

Ready for the real thing?

An aircraft is a big purchase.

Turn your dream into a reality with our team of trusted professionals.

Visit jetacq.com to learn more about what we can do for you.

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by Charlotte Kovalchuk

GROWTH

GEORGETOWN NAMED FASTEST GROWING CITY IN THE U.S.

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erene trails and parks, historic architecture, beloved Red Poppy Festival, and the “Most Beautiful Town Square in Texas” all centered around a close-knit community—it’s no wonder more and more people are calling Georgetown home.

In May 2022, the U.S. Census Bureau named Georgetown the fastest-growing city in the nation for cities with a population above 50,000. The city’s growth rate was 10.5 percent from July 1, 2020, through July 1, 2021, resulting in a population estimate of 75,420. “Georgetown continues to attract new residents for the same reasons many of us moved here—good jobs, safe neighborhoods, and unbeatable parks and events,” Mayor Josh Schroeder says. “But all those things may not be as important as the sense of community you feel when families gather on a Saturday afternoon on our courthouse lawn or dance in the street at our annual Red Poppy Festival. People don’t just move here. They fall in love with this town.”

This is the second time in the past seven years that Georgetown has been ranked the fastest-growing city in the U.S. It was the seventh fastest-growing city in the lists released by the Census in 2020 and 2019. In 2018, Georgetown was the sixth fastest-growing city, fifth in 2017, the fastest in 2016, and the second-fastest in 2015.

Chet “Daytripper” Garner at the 2022 Poppy Fest Parade— just two of the many reasons people come to learn about and love Georgetown year after year.

town was ranked 70th overall on the list and first in Texas.

WalletHub writer Adam McCann writes, “Size matters when choosing a city in which to launch a startup. As many veteran entrepreneurs—and failed startups—understand well, bigger is not always better. A city with a smaller population can offer a greater chance of success, depending on an entrepreneur’s type of business and personal preferences. The best cities can help new businesses survive economic shocks such [as] the COVID-19 pandemic, which caused hundreds of thousands more businesses to close permanently than would have closed during normal conditions.”

In addition to Georgetown, two other Texas cities made the list of fastest-growing cities in the U.S. with a population above 50,000, including Leander, the second fastest-growing city, and New Braunfels, which was fifth on the list.

BUSINESS-FRIENDLY In addition to being named the fastest-growing city, Georgetown was named the Best Small City in Texas to start a business by personal finance website WalletHub. WalletHub compared the business-friendliness of 1,334 cities with a population between 25,000 and 100,000 by analyzing factors like average growth in the number of small businesses, access to resources, and business costs. George-

2022 • ISSUE 3 | WILCO BUSINESS REVIEW

17

NETWORKING

The

“Leo Wood” Steak Fry

Story

G

eorgetown continues to enjoy the kind of explosive growth and development that would make Steak Fry founders proud. We’re still building it, and they’re still coming.

Former mayor, former city manager, and Mr. Georgetown Leo Wood has always believed in networking and he founded the Steak Fry to bring passionate and capable players together to become closer friends, work together with creative ideas, and execute the same.

Steak Fry the following November at the Community Center in San Gabriel Park. Two members caught and fried some fish and another cooked elk steaks provided by Y.W. Kimbro, who killed the elk in Colorado. About 15 people attended. At Steak Fry #2, and in the years since, the menu shifted to sirloins, sides, and beer.

LITTLE DID THEY KNOW HOW LONG THIS MONTHLY STEAK DINNER NETWORK WOULD LAST, OR HOW LARGE AND HOW INFLUENTIAL IT WOULD BECOME.

WHAT IS STEAK FRY? Leo moved to Georgetown in 1969 to take over as city manager. A born strategist, he wasted no time building a network and strategy, and held the first

The tradition carried on for years— not fancy or catered—rotating through members’ back yards. It was just the guys, cooking steaks on their own grills, sharing a few beers, all paid for by each host.

Leo says attendance remained constant at 20 or so members until the mid1990s when Sun City began to grow.

Pete Bouffard, John Doerfler, Joe Saegert, Ken Olson, Stanley Bland, Luther Lubach, Gene Jacobs, Joe McMaster, and a few others grew the crowd—some business owners, some elected to office, but all loved Georgetown, especially Leo. While still invitation-only, the group grew to about 50 and their gatherings were then formally set for the third Thursday of each month except during the hottest and coldest months.

SOMETHING SPECIAL While none can quite put a finger on how or why it works so well, Steak Fry members recognize what they have is special and rare. Leaders in other cities have tried it, but without the same success.

Most would agree the consummate team of Leo and his wife, Vivian (above)—always cheerleading and strategizing how to help Georgetown— were the major factor in the group’s endurance. As such, the theme of Steak Fry has been and will always be Leo’s commission: What can we do to help Georgetown?

With Judge Bill Gravell • May 18th, 2021 “Mr. and Mrs. Williamson County Day”

18 WILCO BUSINESS REVIEW | 2022 • ISSUE 3

by Ann Marie Kennon / Joe Savage

NETWORKING

It is also worth noting that Leo always insisted, “No politics!” Members may chat about related topics; e.g., the group has a history of successfully supporting school and municipal bonds, but no candidate campaigning is allowed.

DIRECT GIVING One of the group’s few procedural changes occurred in 2011 when members began bringing donations, which were later directed according to the host’s passion among non-profits.

Funds raised were always in support of the needs and concerns of the people of Georgetown and as of May 2022 donations have totaled $367,247.

Attendance is still by invitation only, but boasts around100 influencers every month and, as they have for more than 50 years, Leo’s Steak Fry brothers continue to live out his philosophy. The only recent change is the name—it is now ”The Leo Wood Steak Fry.” His charge remains; “Maintain its stability. It has done wonders to help

Georgetown move forward. Keep supporting municipal and school bonds.”

Facing Page: With Judge Bill Gravell for the proclamation of Mr. and Mrs. Williamson County Day in 2020.

Above Left: Leo and Vivian circa 1978 & 2020.

• Vivian Wood was also dedicated to serving Georgetown and Williamson County. She worked for the Georgetown Chamber of Commerce from 1970-1987. In 1994, she was elected Williamson County Treasurer and served in that capacity for 20 years.

Above: Georgetown Mayor Leo Wood, 1992 Left: Leo with Tim Harris and SportClips CEO Gordon Logan at the March 2022 Steak Fry.

Leo currently resides at Wesleyan Skilled Nursing in Georgetown. His health is marginal, but his mental capacity is at 100 percent and he is always in great spirits.

He loves visitors, and remains current on community issues as Ambassador Emeritus for Georgetown. He is never without a handshake (or two or three) and a smile for everyone, and he never tires of asking, “Isn’t it a great day in Georgetown, Texas!”

2022 • ISSUE 3 | WILCO BUSINESS REVIEW

19

by Taylor Rogers

NEW PARADIGMS

Pricing Transparency However bad you think U.S. healthcare is, it’s much worse.

L

ast week a close friend—who happens to have more than a decade of healthcare and insurance experience—messaged me, fuming about his hospital experience. His wife had just gone into labor, and upon arriving at the hospital, she was ushered into a private room where an administrative worker demanded several thousand dollars of upfront payment for her delivery.

After months of check-ups, completing pre-registration for intake, and paying a global delivery charge ahead of time, how is this the beginning of what should otherwise be a joyful day?

I shared this story on LinkedIn, and received a response from another friend voicing frustrations with her own delivery experience; “Why is it so complicated for me to find out NOW what it will cost me if I have to undergo an emergency C-section? How can I get a reasonable cost estimate for an epidural? These seem like rational things to prepare for.”

WHY IS IT SO HARD TO GET A FAIR ESTIMATE? Much has been made of the Hospital Pricing Transparency Rule, which went into effect on January 1, 2021, but according to a recent study by the Journal of the American Medical Association (JAMA), less than 6 percent of hospitals are fully compliant with the regulation.

As of early 2022, no hospital within HCA—which owns and operates St. David’s Hospitals locally—was compliant with the mandate.

It is suggested that the cost of compliance, via negative PR and subsequent reimbursement drawdowns, far outweighs the cost of non-compliance, which is currently $2 million per year in potential penalties.

IS THERE A SOLUTION? In all walks of life, we determine value and make decisions using a cost-benefit analysis. While it can be difficult to find healthcare cost info, it is time that we vote with our wallets—as individual consumers, and as employers, to force positive change in healthcare. As an incentive, the current price-gouging tactics embedded in the healthcare system have created tremendous arbitrage opportunities for the thoughtful purchaser.

As individual consumers, this means choosing facilities willing to have an upfront conversation about price and range of outcomes. As an employer, this means designing a healthcare strategy that walks your employees through a range of physical and financial outcomes, incentivizing the highest-value decision by waiving member out-of-pocket costs.

WHERE TO START? There is an entire network of individuals and employers who are not waiting for government intervention or a change of heart by the current healthcare and health insurance ecosystem. They are making healthcare affordable and accessible by forming direct relationships with primary care, specialty care, and hospital systems. To find out more, or get connected with other like minded business leaders, email info@cadvisors.us.

TAYLOR ROGERS, CO-FOUNDER/PRINCIPAL CAIRN ADVISORS, MITIGATE PARTNERS MEMBER TAYLOR@CADVISORS.US • (512) 422-9269 • WWW.MITIGATEPARTNERS.COM As co-founder and Principal of Cairn Advisors, Taylor Rogers began his career with an insurance carrier, before moving to a large national consulting firm, where he discovered his greatest expertise was in designing self-funded benefits strategies. Taylor and the team at Cairn Advisors combine the strict purchasing fundamentals used by leading manufacturers with an unmatched employee experience to improve the cost and quality of healthcare and employee benefits for their clients. He partnered with the executive team of an independent mortgage bank to specifically craft a program for lenders and financial institutions, and Cairn Advisors was selected as the exclusive employee benefits partner for The Mortgage Collaborative – a group of more than 250 independent mortgage lenders across the United States.

20 WILCO BUSINESS REVIEW | 2022 • ISSUE 3

Did you know that a certain multi-billion dollar coffee chain spends more money on healthcare than they do on coffee beans?

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by Charlotte Kovalchuk

UNDER THE RADAR

S

Keeping Bartlett Bartlett

traddling Bell and Williamson counties, Bartlett was a booming town in the early 20th century. It was a main shipping point for cotton until the Depression and cotton industry decline turned it into a ghost town.

When Jennifer Tucker arrived in Bartlett a few years ago, she saw beyond the weeds and boarded-up buildings to a place in need of revitalization with a treasure trove of stories waiting to be told.

Tucker is a Austin real estate broker and history buff always on the lookout for the next building to restore. She was initially drawn to a Victorian home in Bartlett but it was the 120-year-old church across the street that kept her awake at night, with its dilapidated exterior and original bell tower and windows.

22 WILCO BUSINESS REVIEW | 2022 • ISSUE 3

She wrote the owner a long, heartfelt letter asking to buy the property, certain he must be overwhelmed with offers and wouldn’t sell to her. “Everybody writes me letters, but I liked yours,” was his response. After two years of dealing with life circumstances, the city’s permitting process, and a painstaking renovation journey, she transformed the building into a destination guest house that now attracts guests from around the world.

Standing inside the newly opened guest house, she suddenly realized it was no longer a rickety old building. “I had changed the church from an abandoned building to a revived one. I knew in that moment it was never going to be the same again. I cried that day,” she says, her voice breaking. “Sometimes it still hits me.”

A Historian’s History An Alabama native and real estate and architecture enthusiast, Tucker was drawn to Austin in 2005 by its “great weather, friendly people, and strong housing market.

I got the added bonus of awesome old historic

towns surrounding Austin and I chose Bartlett as the place to focus my historic renovations.”

She later opened a brokerage, Amazing Realty, as part of the growth of her real estate and investing work. While her day job involves flipping houses and helping people find their dream home, her historic preservation projects are her pride and joy, all of which is evident as she describes the Presbyterian church built in 1899 and remembers what it took to bring it back to life. “My banker said to me, ‘Jennifer, that’s a risk.

I’ll loan you the money, but if you can’t get any bookings, you have to exit.’ My family was like, ‘We support you, but it’s Bartlett.’ Everybody had patted me on the head and said, ‘Oh that’s cute to do an abandoned church project, real cute Jenn.’ ” Within 20 minutes after launching her guest house on Airbnb, she had eight bookings. Today, people from around the world make it their gathering place for Christmas celebrations and family reunions. “Nobody questions me now,” she says. “Everyone keeps saying, ‘Wow, what are you going to do next?’ ”

UNDER THE RADAR

Revitalizing Bartlett Constantly stumbling on new historic renovation ventures has become a problem for Tucker. “I keep saying just one more and I’ll be done. And then one more comes.”

Her fingerprints can be seen all over Bartlett, from the historic Bartlett Presbyterian Church, two farmhouses from the early 1900s, the Bartlett Bank (now a guest house), and several revitalized historic murals. Currently on her radar are the Tribune Building, which is set to become a coffee shop and retail store, and the lumber yard compound apartment complex that will be converted into a family destination with

a playground and food trailer park. She is in talks with the city to coordinate a public private partnership to restore the utility building, which could become a restaurant and shortterm rental. She also operates the Bartlett Mercantile that will reopen in the fall with T-shirts, postcards, candles, candy—“all the cutest little things you would find in a small-town mercantile.”

With each building Tucker resurrects, she unearths a new story that reveals another piece of Bartlett’s saga. Stories like the town being the first recipient of a $33,000 rural electrification grant from President Roosevelt’s New Deal program that lit up Bartlett in the 1930s. Or the Bartlett Bank, where The Newton Boys starring Matthew McConaughey was filmed. The bank opened in 1904 and was run by Mary Bartlett after her husband and bank owner John Bartlett

died. Another Bartlett legend, Mary Cronin, ran the town’s first railroad and painted governors’ portraits, which are still on display at the Capitol building. “When you think back to the 1900s, women rarely had jobs, much less ran companies,” Tucker says. “Those kinds of things were happening in Bartlett.”

Determined to preserve those stories, she has penned two books on Bartlett’s history, leads a monthly historic walking tour, and creates YouTube videos on Bartlett tales. “I didn’t want to be just hearing these stories and holding on to them.

I felt they needed to be told.”

It’s Personal For all the civic-mindedness that drives her to restore historic buildings, she still runs into people who think she’s just doing it for the money. “I don’t think people realize how much heart and soul go into this. You can’t do this for money.

If it’s for money, it would be marketed and advertised and have three stories and a parking lot. This is not where the money is. This is where the heart is.”

And while she’s starting to see her goal of bringing Bartlett back to life accomplished, Tucker never wants to change her favorite Texas town. “One of the things that makes Bartlett Bartlett is it’s still the same,” she says. “Bartlett’s evolving but it’s still that town on the railroad tracks with a story to tell.

Bartlett is still Bartlett and that’s the beauty of it.”

2022 • ISSUE 3 | WILCO BUSINESS REVIEW

23

WILCO

BUSINESS REVIEW

TECHNOLOGY

PROTECTING YOUR CREDIT

by Ben Lake

T

his month I am going to veer away from purely technical topics to discuss the related and equally-important subject of credit protection. You may be wise in the ways of computers by not clicking on phony links in emails, but have you done your due diligence to protect your own individual credit?

Identity Theft Alert

things like car loans and credit cards.

Thankfully, legislation over the past decade or so has given some control back to consumers, and the credit freeze is an excellent example.

Unless you are planning to apply for some sort of loan in the very near future, you should place a credit freeze on your account immediately.

This is fairly simple to do but must be done separately with each of the three bureaus. These three links will walk you through the process, which may involve creating a free account. If you see any offer to pay for extra monitoring or services, decline them; there is no cost to apply for a freeze. If you do end up needing a loan, you can temporarily lift or ‘thaw’ your freeze for a day or two using the same links.

Last year I received a letter in the mail thanking me for applying for a Target credit card. A few weeks later I received a similar letter from Dell, then another from Tiffany & Co and a fourth from a department store. I had not applied for any of these cards (although I still have my suspicions that my wife was involved in the Tiffany one), but thankfully each letter ended by saying that they could not approve my application because I had a credit freeze in place.

Experian.com/freeze

Be Proactive

Free Credit Report

A credit freeze is a method by which consumers can prevent companies from accessing their credit history.

As you are probably aware, there are three major for-profit credit bureaus that collect enormous amounts of financial data on you and me and resell it to other companies. These bureaus—Equifax, Experian, and Transunion—have immense power over how and when we can apply for

Another wise choice is to regularly check your credit report. These reports show all financial data associated with your social security number such as loans opened and closed, late payments, and who has accessed your credit. Consumers should review these reports for erroneous information and loans not applied for. In the past you could only get one free report from each credit bureau every

Transunion.com/credit-freeze Equifax.com/personal/credit-report-services/credit-freeze

12 months, and by staggering your requests you could get a report every four months. (If you’re a nerd like me you can set a calendar reminder to do this like clockwork.) Now, in response to a rise in identity theft cases during the pandemic, you can actually pull your credit report every week. It is unclear how long this benefit will last, so don’t delay in checking your reports.

This website is the only authorized online portal to request your credit reports: Annualcreditreport.com After I received the first credit denial letter from Target I called up their customer service department. They were very helpful and made a note in their records that it was a fraudulent application and even provided me some of the details the thief had used such as an email address and a driver’s license number (neither of which were mine). I next called up a law enforcement friend who specializes in financial crimes to see what he recommended. He said the thief almost certainly used phony contact details and since I had not actually suffered any financial loss no police department would take up the case.

So, take 15 minutes out of your day and apply for a credit freeze for all the adults in your household. While you’re at it, pull your credit reports and review those as well. The day may come you will be very glad you did!

BEN LAKE Ben is the owner of Open Road Network Services, a Georgetown-based business providing honest, reliable, and affordable technology support to individuals and small businesses. He is particularly passionate about educating and empowering his clients to become more comfortable with technology. • 512-942-7623 • OpenRoad.network

24 WILCO BUSINESS REVIEW | 2022 • ISSUE 3

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www.stallioncap.com 2022 • ISSUE 3 | WILCO BUSINESS REVIEW

25

adapted from a story by Joe Savage

PHILANTHROPY

SourceDay Tackles Challenge of Supply Chain Communication S O U R C E D AY I S A N AU S T I N - B A S E D S O F T WA R E CO M PA N Y T H AT AU TO M AT E S A N D M O D E R N I Z E S CO M M U N I C AT I O N B E T W E E N B U Y E R S A N D S U P P L I E R S . F O L LO W I N G A R E CO R D - B R E A K I N G Y E A R O F G R O W T H , T H E CO M PA N Y R E C E N T LY C LO S E D A $31.5 M I L L I O N S E R I E S C R O U N D O F F U N D I N G . B A S E D O N E M P LOY E R B E N E F I T S A N D E M P LOY E E S U B M I T T E D CO M P E N S AT I O N D ATA , T E C H CO M M U N I T Y “ B U I LT I N AU S T I N ” N A M E D S O U R C E D AY O N E O F T H E 1 0 0 B E S T P L A C E S TO W O R K I N AU S T I N 2022.

#57 Best Places to Work 2020 • Inc. Magazine

KIELEY FIGURES

SourceDay’s co-founder and CEO, Tom Kieley, grew up in Austin and now lives in Williamson County. He met co-founder Clint McCree when the two were working in sales for Pervasive, another Austin-based software company. With a degree in Industrial Distribution Engineering from Texas A&M, Kieley’s professional focus tended toward sales. He says while he has an “engineering brain,” always questioning how things work and why things are the way they are, he is also an active, outgoing person who enjoys collaboration and being part of a customer-facing team.

26 WILCO BUSINESS REVIEW | 2022 • ISSUE 3

He adds that Industrial Distribution Engineering provided him an excellent preparation for a career path supporting manufacturing and tackling supply chain challenges.

Kieley admits, as a child, he wasn’t the best student because he was often in trouble for talking too much. He says, “I have always exhibited an intense work ethic. I knew my entire life that I wanted to operate my own business.”

Dissatisfied with corporate philosophies that overvalue the status quo, Kieley says he has never been afraid of taking on tough challenges in a quest to do things better. “Determination and persistence have been critical components of my entrepreneurial path.”

WILCO

by Janet Civitelli

SOFTWARE

BUSINESS REVIEW

“ T H E S I M P L E G U I D I N G P R I N C I P L E O F B U S I N E S S L E A D E R S H I P I S , L I S T E N TO T H E M A R K E T.” Kieley started his first company at age 25, and it failed, but his second company succeeded. He recalls SourceDay was not an overnight success and he and McCree worried they would never land enough customers and wondered if they should just stop investing their money. Kieley recalled a difficult business experience where he and McCree worked for two and a half years to prepare for an important trade show event. They introduced their product, returned home, and waited patiently for three months, during which none of the show leads converted a sale. Kieley said, “Blood, sweat, and tears, and then, nothing.”

They made the tough decision to keep going and described this time as “digging deeper, pushing harder, learning, asking questions, calling everyone.” For four years, Kieley and McCree worked full time in a salaried job while building SourceDay from 10 pm to 4 am. He says, “If you have an idea you are passionate about and believe it has market viability, success requires this type of commitment. During those months, I reminded myself I had to be able and willing to run through walls.”

ON THE INSIDE

Kieley looks for a flexible mindset when evaluating prospective new hires. He says SourceDay is very intentional about hiring employees who align with SourceDay’s culture of collaboration, problem-solving, and creative thinking. SourceDay employees aren’t afraid to break something to make things better, explaining, “If you aren’t breaking something, you aren’t trying to improve a current, existing process.”

Kieley says his greatest challenge as a business leader was to learn to delegate. The result was burnout, a condition he says is probably inevitable in tech startups.

On a reassuring note, he says; “It isn’t permanent unless you make it permanent.” His recommendations: Hire great people you can trust, disconnect sometimes from screens, spend time in nature, exercise, and enjoy time with friends and family. He puts a premium on time with his wife, Autumn, and their three children, ages 10, 8, and 5. He credits Autumn with supporting him as he built SourceDay, and says one secret to entrepreneurial success is, “Marry the right person.”

THE WINNING COMBINATION

Based on extensive feedback from current and prospective customers, SourceDay’s developers rebuilt the product’s architecture and landed on their eventual formula for success. Kieley said this type of pivot is common for software companies because the best products are created through customer feedback and multiple iterations. Kieley and McCree began with a vision to solve multiple broad supply chain sourcing and procurement problems, but customers emphasized their biggest pain point was managing changes to active purchase orders.

As Kieley approaches the milestone birthday of 40, he aims to continue SourceDay’s ambitious rate of growth.

He says, “I believe‑ we have the opportunity to be the size and scale of any other SaaS company that serves a global market.” He hopes to double the company’s size in sales and revenue in the next year; “Everyone is busy talking about supply chain issues and the archaic processes driving the pain we all feel today. Meanwhile, SourceDay is solving those problems … to continue driving our disruption to a more digital and connected supply chain.”

2022 • ISSUE 3 | WILCO BUSINESS REVIEW

27

INFLUENCERS

TEN QUESTIONS TOYOTA OF CEDAR PARK PRINCIPAL & MANAGING PARTNER

JULIE HERRERA

1

THE BEST LEADERS SUPPORT THEIR TEAMS BY always showing they care. Great leaders genuinely

care about their employees and provide the necessary training and coaching to develop them. A true leader invests in the team’s success and creates a work environment where trust and respect are earned.

TEN QUESTIONS

2 3

I DEFINE A GREAT ORGANIZATIONAL CULTURE AS ONE THAT is aligned with the principle of always doing the right thing. The culture developed must always be inclusive and fair to every party involved.

ONE THING I TRY TO DO EVERY DAY is to involve God in my thoughts and decision-making.

Acknowledgment of a higher power always keeps me humble and grounded.

4

I FEEL MOST ALIVE WHEN I am helping other reach their full potential.

5

I HANDLE NEGATIVITY BY

6

always seeking the facts in any situation.

I surround myself with positive, uplifting people. In business, you will inevitably have to handle negative situations. My solution is to first learn the facts, and then work together with my team to solve the problem. If we ever receive a negative customer review, our team always works to correct the problem immediately and make the situation right for the customer.

7 8

ONE THING THAT IS DIFFICULT FOR ME, BUT I ENJOY IS public speaking.

Public speaking engagements tend to be difficult for me. However, every time I agree to give a speech (and these are typically always for a very good cause), I end up enjoying the event.

MY BEST ADVICE FOR HANDLING CHANGE is to get comfortable with the process. Change is inevitable. It is a necessary part of life.

Face change with a get it done attitude and tackle the change head-on.

TO AVOID DISTRACTIONS... I ALWAYS KEEP THE RINGER ON MY CELL

28 WILCO BUSINESS REVIEW | 2022 • ISSUE 3

INFLUENCERS

9

IN TEN YEARS, I HOPE TO have left a good mark on the automotive industry by training and developing diverse dealer candidates. I believe the automotive industry overall needs to become more diverse and I would like to help more women become automotive dealers.

I DEFINE SUCCESS AS leaving something better than you found it. There is a wonderful quote by Ralph Waldo Emerson:

10

“To laugh often and much; to win the respect of intelligent people and the affection of children; to earn the appreciation of honest critics and endure the betrayal of false friends; to appreciate beauty; to find the best in others; to leave the world a bit better, whether by a healthy child, a garden patch, or a redeemed social condition; to know even one life has breathed easier because you have lived. This is to have succeeded.”

JULIE HERRERA BEGAN HER AUTOMOTIVE CAREER AS A SALES ASSOCIATE IN 1990. HER PERSONAL AND PROFESSIONAL GROWTH, FOCUS ON CUSTOMER RETENTION AN INNOVATION LED TO HER APPOINTMENT TO A NEW DEALERSHIP IN 2016.

TOYOTA OF CEDAR PARK NOW HAS THE SIXTH LARGEST NEW CAR VOLUME IN THE NATION AND HAS RECEIVED MULTIPLE, CONSECUTIVE SALES AND SERVICE AWARDS.

PHONE TURNED OFF. 2022 • ISSUE 3 | WILCO BUSINESS REVIEW

29

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30 WILCO BUSINESS REVIEW | 2022 • ISSUE 3

by Janet Civitelli

Capriotti’s Sandwich Shop

ENTREPRENEURS

Opens Local Stores

C

apriotti’s Sandwich Shop, a popular sub shop founded in 1976 in Delaware, is now open in Austin.

Restaurant entrepreneur Julian King opened a ghost kitchen1 last year and then the first brick-and-mortar at 1200 Barbara Jordan Blvd. in the Mueller area in March 2022. King said his business is going so well, he and his business partner, Warren Shu, are looking at four additional locations.

The next location will open soon at 3944 Ranch Road 620 South in Bee Cave and King and Shu are evaluating market conditions in Sunset Valley, Pflugerville, Round Rock, and Cedar Park. The Texas stores are part of the franchise of 100+ stores across the United States.

In May 2020, King and Shu began interviewing potential concepts and built a spreadsheet with 45 possibilities. They ran numbers, narrowed the list, and chose 20 semi-finalists serving sandwiches, pizza, sushi, and tacos. They decided Austin was a great fit for the Capriotti’s brand of sandwiches.

Capriotti’s is famous for their Bobbie® sandwich—slow-roasted hand-pulled Butterball turkey topped with cranberry sauce, handmade stuffing, and mayo.

When learning about Capriotti’s, King tried The Hot Bobbie® with grilled turkey and declared, “We’ve got a hit on our hands. It’s Thanksgiving in a sandwich.”

1 Physical spaces for operators to create food for off-premises consumption; i.e., eateries that prepare deliver y- only food

Capriotti’s offers sandwiches made with American Wagyu roast beef, the most prized type of beef in the world, from Snake River Farms in Idaho.

They also use fresh bread shipped every day from a baker in Las Vegas.

While King and his staff work hard to ensure Capriotti’s offers delicious food, he prioritizes hospitality—working every day at a level that ensures customers will return.

HOSPITALITY IS KING King’s hometown is Atlanta, Georgia.

He said hospitality runs in his family, with both of his parents working for Delta Airlines. Growing up, King thought he might like to work in healthcare. When he was a teen, he landed an internship for a pediatrician’s office. To make money, he began working as a server at night. He soon noticed he was unhappy during the day, but happy at night and realized the restaurant industry was a good fit. His parents encouraged him to aim high and work toward restaurant ownership—career advice he valued and has followed.

He moved to Austin for a job, and loves the city for its warm weather and friendly vibe. When he isn’t working, you can find him enjoying the outdoors running, biking, or cheering on the Austin FC team. When the team wins a game, King’s store gives away a free cookie the next day.

FOR PARTIES Catering for groups accounts for half of the Austin area sales. The stores offer party trays, box lunches, and shareable salads. King approaches the catering side of the business with the same commitment to excellence, striving to ensure customers have wonderful experiences every time.

COMMUNITY PARTNERS King serves on the Board of Advisors for Legacy Collective, a diverse community committed to dismantling systemic issues through innovative philanthropy.

Legacy Collective donated $5M to various charities in the past three years via giving circles and a subscription model.

King says he receives phone calls from people familiar with Capriotti’s who are eager for Austin locations to open. The sandwiches from Capriotti’s are so beloved, there are “Capaddicts” who drive for miles to get one and wait outside when a new shop opens. To try a Capriotti’s sub, visit the Mueller location today, or order delivery or catering through DoorDash, ezCater, Favor, GrubHub, or Uber Eats.

King is a graduate of Cornell’s top-ranked hospitality program, and his career includes management positions at Via 313, Comedor, Tin Roof Bistro, The Cheesecake Factory, and Fresh City.

2022 • ISSUE 3 | WILCO BUSINESS REVIEW

31

REAL ESTATE

by Ann Marie Kennon

Leading from Outside His Comfort Zone Russ Phillips believes we all walk the winding path in life. But to speak to his consistency, one need only recognize his work ethic and commitment to family.

H

e has won all the awards there are to win, so most would not believe real estate was not the first career choice of the man known as ‘the guy who can get stuff sold.’

Nor was it his second. But when it came time to hold on to his family’s legacy, Russ Phillips went full cowboy on this vocation—and not in the watered-down Hollywood way he believes has trivialized the nature of the men who still embrace it.

Raised on a ranch in a real estate family, Phillips aspired to be in radio until his boss, Bob Cole, asked him what he wanted his life to look like. “I told him I wanted to live in a small town,” Phillips says, “and I wanted job security.” Cole said radio was the wrong place to be because stations get sold, on-air talent gets fired, and the big money is in big cities.

“Faced with the fact that doing what I had studied would not result in the life I wanted, and being young and unattached, I decided to go back to my ranching roots,” he says.

COWS FEAR HIM The Phillips family had weathered the turmoil of the Austin real estate market in the 1980s, so, for Phillips, the hardships of working the 1880s life—sleeping on the ground and eating from chuckwagons on enormous ranches in Arizona, New Mexico, Wyoming, and Montana—felt pretty comfortable. “I did most of my work on horseback,” he says. “It was the real deal—showing, roping, and doctoring cows. But I got homesick for beautiful Texas ladies, married a Dallas girl, and got responsible.”

32 WILCO BUSINESS REVIEW | 2022 • ISSUE 3

He still ropes today and loves that his cowboy skills just add to his unique character.

In 2002, Phillips’ responsibilities went next-level. His father passed away suddenly and it was left to this 31-year-old to hold on to the land his family had owned for more than a century. He recalls, “I was thrust into save the ranch mode.

The economy was in bad shape, I had just lost a job, and I was about to learn some painful lessons about how brutal our tax laws can be. But I had my own family to take care of and always wanted their mom to stay home so it became the refining fire from which I came.”

REAL ESTATE

He says his father’s death thrust him into a maelstrom, “But I prayed Romans 8:281 and decided to get my real estate license to get that mess cleaned up myself.”

ing, and gave my teammates more freedom in the field.” His efforts proved prescient as COVID hit four months later while he and his team were already churning away on their new

Once the ranch was in his hands, he found he had to sell one-third of it and hand over proceeds to the government in order to save the rest. Once the ranch was safe, he took stock of his new situation. “Since I wasn’t a programmer or engineer, I decided to give real estate a try for real.” Twelve months later, he was Williamson County’s rookie realtor of the year. “Working for myself was intimidating at first, but I applied my cowboy work ethic and, even in the 2008-2011 Great Recession, I was second or third in the area. When the economy finally turned around I had built a good business and needed to take the next step—I had to hire people.”

paradigm. The end result was the best years of his career.

THE NEW AUSTIN MARKET Phillips is confident that the Austin market, as it has been for the better part of two decades, is the best place to weather a looming recession, and the future here looks rosy. “Our jobs and market climate are very positive right now. Much of my client discussion in 2021 was, ‘My house is worth what?

Then put a sign in the yard’ and our overall sales volume was $23 million above our best year.”

A LEADER EMERGES Having never been a broker, Phillips’ desire to grow as a leader led him further out of his comfort zone, but he says Keller-Williams was helpful and collaborative. As a first-time boss, he struggled through hiring errors and recognized he needed a process. In 2013, he tapped into Keller-Williams’ network of contacts with training expertise and curricula, and the team began to take shape. “I realized the path had already been charted and I just needed to follow the map. I learned what to look for in people, how to understand their personalities and natural drive. Understanding and sticking to a hiring process was life changing.”

He continued to build up his team and while he admits he doesn’t assign value to his awards, he admits they do provide value for people who are not familiar with his work. “People just want to know you’re competent and fair,” he says. “When I first started I was just looking for way to feed family. When I arrived at that point and hired others, I saw that the Russ Phillips Team had become a vehicle through which they changed their lives. It was a blessing I never saw coming and I feel like I’ve lived up to my granddad’s legacy—God gave me more purpose than just deposits in my bank account.”

DIVINE DOWNSIZING In 2019, RPT’s operations manager moved on from the organization so Phillips took a hard look at his production costs. “My expense structure showed overhead was killing me so I promoted from within, and together we cut things that were not dollar-productive, got lean and mean on staff-

This is due, in part, because Texas homeowners are limited to borrowing 80 percent of their home value and mortgage financing is still being underwritten conservatively. “In 2008, the world figured out that too many of our mortgages were stupid. Today, underwriters are more conservative, and homeowners have greater equity and they are not willing to walk away. Add all the multi-billion investments in our area; Internet, technology, and culture, and Austin starts to reflect the prosperity of 1990s San Jose, California—people will be willing to commute from every direction.”

Scan the code to see what makes RPT a superlative choice for residential real estate in Williamson County.

1 And we k now that in all things God works for the good of those who love him, who have been called according to his purpose.

2022 • ISSUE 3 | WILCO BUSINESS REVIEW

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34 WILCO BUSINESS REVIEW | 2022 • ISSUE 3

by Charlotte Kovalchuk

INFRASTRUCTURE

COUNTY DISTRIBUTES American Rescue Plan Act Funds

FOR WATER PROJECTS

Round Rock and Georgetown will receive funding to construct a water line from FM 1660 to SH 130. Other cities will receive funds for water or wastewater system improvements that have not yet been identified.

“Today is a historic day in Williamson County,” County Judge Bill Gravell (below) says. “Providing water resources to our residents must be a top priority. Through the more than $70 million we allocated, we are taking a great step to ensure our residents have access to water.”

I

n May, the Williamson County Commissioners Court allocated $72.5 million in American Rescue Plan Act (ARPA) funds for water and wastewater projects throughout the county in an effort to keep up with ongoing growth.

Water continues to be a major issue for a growing Williamson County, Precinct 3 Commissioner Valerie Covey says. “Although Williamson County is not a water purveyor nor should we be, we do have a unique opportunity to partner with cities and purveyors to use ARPA funds for much needed water and wastewater infrastructure throughout Williamson County.”

The county received approximately $114 million in ARPA funds and had allocated only about $36.5 until May, with about $5 million remaining unallocated. Commissioners approved the distribution of funds for 15 infrastructure projects that will help with current needs for water and wastewater reliability and capacity: The Brushy Creek Regional Utility Authority will replace a water intake structure in Lake Travis, providing water security for Cedar Park, Leander, and Round Rock.

A wastewater line will be constructed from US 79 to the Hutto wastewater treatment plant, creating a modern line more environmentally friendly as it will allow companies and residents to connect to the line rather than use a septic system.

2022 • ISSUE 3 | WILCO BUSINESS REVIEW

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by Tyler Wolf

REAL ESTATE

Williamson County Cities Rank 1 and 2 in the Nation for Growth

A

ccording to data released by the United States Census Bureau at the end of May 2022, Georgetown and Leander topped the list, respectively, for growth rate percentage between July 2020 and July 2021 in the entire nation. Georgetown, boasting a nation-high 10.5%increase, was followed closely by Leander at a 10.1% increase. Furthermore, not only did these two cities top the list of percentage growth, they were both in the Top 12 total numeric gaining cities in population within the same time period; with Georgetown (10) gaining an estimated 7,193 residents and Leander (12) gaining an estimated 6,159. While the Top 15 cities in the nation measured by population such as New York, Chicago, and Los Angeles, remained the same, more than half experienced significant population decreases leading many experts to suggest that there is a strong trend in population movement away from larger cities into suburban areas. Williamson County contains the two fastest growing of these types of destinations in Georgetown and Leander, and when adding New Braunfels, the state of Texas contains three of the top five.

County Real Estate market will continue its increase in homebuyers well within to 2022 and beyond, spearheaded by national growth leaders Georgetown and Leander. Moreover, as the old adage suggests, ‘a rising tide lifts all boats’ the surrounding communities of Williamson County will see the economic and housing demand benefits of Georgetown and Leander by their proximity to the two cities. Cities such as Cedar Park, Liberty Hill, and Taylor have maintained steady growth throughout the past 10 years, and while Georgetown and Leander lead the nation, cities such as these and many others will see their demand increasing as the lack of supply remains a problem for homebuyers, homebuilders, and Real Estate agents alike.

SELLERS’ MARKET

the state will likely have more time in making a decision to purchase due to a decrease in competition from others, however in Williamson County even if there are fewer buyers, sellers will remain in strong demand due to low housing inventory. Home prices, while not expected to decrease, will decelerate from their historic rise that we have seen over the past two years and begin to maintain a more gradual increase over time.

However in Williamson County, as indicated by census data, the strong demand in the area could skew all of these projections and the summer months leading into the fall may see the Real Estate market continue to break records in Texas and nationally.

Throughout the summer months the Real Estate market in Texas is expected to cool off due to rising interest rates and increasing home prices.

Buyers throughout

GROWTH DEMANDS What is made abundantly clear by the statistics provided by the U.S. Census Bureau is that the Williamson

TYLER WOLF Tyler Wolf is the owner/founder of Wolf Real Estate. He is a third-generation Georgetown Real Estate businessman and Texas A&M graduate (Class of 2008). He is a devoted husband to Genny and proud parent of Addie and Olivia Wolf.

36 WILCO BUSINESS REVIEW | 2022 • ISSUE 3

by Will Boughton

FINANCE

Choosing a Financial Advisor Part 1: Follow the Money

“A successful relationship with a financial advisor should be long term and based on trust. It makes sense to take your time and make a choice that is aligned with your best interest.”

C

hoosing the right financial advisor is a vital step toward aligning your financial goals with an optimal outcome. Choosing advisors who always put your interests ahead of their own is key. Following are three primary advisory types and how their advisors differ in approach, compensation, and motivation.

LIFE INSURANCE Insurance agents frequently offer financial planning advice connected to life insurance products, annuities, and mutual fund investments. Insurance agents earn commission through premiums charged for insurance products, and mutual fund fees.

BROKERAGE COMPANIES Brokerage advisors earn commissions from sales of stocks, bonds, mutual funds, and other financial products offered by their firms. Most advisors fall into this category and come to mind when the topic is brought to mind. This is not surprising, as brokerages were among the first to enter the advice market and many have several decades of brand recognition.

FIDUCIARIES A fiduciary does not sell financial products but, rather, offers financial advice and manages investments on behalf of clients for a flat fee. Advisors employed by a fiduciary firm are not compensated by commission. They are paid a salary, or a proportional share of the firm’s income if they have ownership in the company.

WHAT TO CONSIDER Important distinctions exist between insurance companies, brokerage firms, and fiduciaries. As the name implies, a fiduciary is held to the fiduciary standard, i.e., each has a duty to preserve good faith and trust. As such, he or she must always put the interests of the client ahead of his or her own.

Fiduciaries are held to this standard through the regulatory bodies that oversee their activities. Insurance companies and brokerages need only demonstrate that the products they sell are suitable for their clients. This is known as the suitability standard.

Because advisors connected to insurers and brokerages are paid commission for products sold, potential for conflict of interest may exist. This may be due to varying levels of compensation of certain products or a bias toward products owned by their employer firm. Potential for conflict of interest is meaningfully lower for fiduciaries given their flat fee structure.

There remains some potential for such conflict, which may vary from firm to firm, but it is notably lower when compared to the other two.

It is important to be a wise consumer when hiring any advisor. As a consumer you should always be prepared to ask questions about how an advisor operates and how he or she is compensated. Any potential advisor should be transparent about the cost of doing business and readily discuss areas where conflict of interest could exist.

WILL BOUGHTON William joined VeraBank in 2019, bringing with him over 15 years of experience as a trusted advisor to domestic and international clients and investment entities. He received his M aster of S cience in Finance and Economics from West Texas A&M Universit y. He also earned his Graduate Cer tificate in Wealth M anagement and Estate Planning from the Cannon Financial I nstitute. William also has attained the Cer tified Trust & Financial Advisor designation.

38 WILCO BUSINESS REVIEW | 2022 • ISSUE 3

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2022 • ISSUE 3 | WILCO BUSINESS REVIEW

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2022 • ISSUE 3 | WILCO BUSINESS REVIEW

41

STRATEGIC THOUGHT

by Jodee O’Brien

Is Your USP as Unique as it Should Be?

M

arketing experts make a big deal about being unique. They rave about ‘finding out what sets you apart.’ They call it a USP, or a Unique Selling Proposition—the one thing you do that your competitors don’t offer.

So is it really is as important as they say? In a word—YES!

Nothing I write here can emphasize enough how important it is to be different. You need to understand the challenge presented to people who have to decide between you and your competition. They have to discern the differences between you and other suppliers before they can choose from whom to buy.

Now, imagine if you could prove to them, beyond a doubt, that they would benefit more by choosing you. For example, imagine a coffee shop serves sensational coffee and cakes.

You’d probably expect the quality of their product to guarantee them success. But just imagine if there were seven other coffee shops, all within a ten minute drive, all selling the same high quality products. How would you make your choice when it is time for coffee?

The fact is, all of these shops are basically the same. You could uproot them and swap them around and customers would not know the difference. They’d walk in and say, “Oh, you’ve got a new fish tank; it looks like the old one.”

So what about your business? Think of your two biggest competitors and ask yourself, “Am I really any different?”

Those very same competitors would probably say exactly the same thing if they were asked to compare themselves to you.

Uniqueness is something that really makes an impact when you say it. For example, imagine if one of those coffee shops offered a free foot massage with every order of a coffee and cake. More than that, you also get your very own, personalized coffee mug. Just imagine how successful that would be.

The point is, a USP is something specific and different. You can imagine the advertising slogan “XYZ Coffee Shop, where every customer gets a foot massage and personalized mug.” It may sound a little over the top, but it is definitely unique.

If you do not have a point of difference, there is no specific reason for anyone to buy from you, unless you discount. You end up in a price war, with nothing to fall back on but your crazy prices. It sounds like a recipe for going broke.

A great way to develop a uniqueness is with an exceptionally powerful guarantee. This is where you take all the risk out of the purchase. Your guarantee addresses the one major frustration your customers have when dealing with you. It makes them feel safe and gives them a reason to always come back to you.

List everything that makes you unique.

List everything that makes your competitor unique.

Now add the words, So What?

Time to rethink your USP?

If your first answer was, “Yes, we have better service” or “Our quality is better,” you need to re-read the last sentence.

JODEE O’BRIEN J O D E N E O ’ B R I E N , S R . PA R T N E R , AC T I O N COAC H C E N T R A L T E X A S Prior to joining Ac tionCOACH, Jodee was CEO of United Way of Williamson Count y. Her executive level leadership and turnaround exper tise in business bring another level of k nowledge to her client ’s businesses. Her passion to help families thrive ties into Ac tionCOACH’s mission of guiding businesses to conquer the challenges in this changing environment.

42 WILCO BUSINESS REVIEW | 2022 • ISSUE 3

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by Charlotte Kovalchuk For consideration, please email information to info@wilcobr.com

PEOPLE ON THE

MOVE

PAUL BRANDENBURG Paul Brandenburg is Liberty Hill’s new city administrator, bringing more than 30 years of local government experience, including serving as the city administrator for Georgetown and project manager for the Brazos River Authority. In his new role, Paul coordinates city operations, manages the development and implementation of city goals and objectives, and works with the mayor and City Council.

BROOKE ELARMS Brooke Elarms has been named the new principal of Sommer Elementary School in Austin. She has spent her 17-year educational career in Round Rock ISD, where she previously taught at Pond Springs, Teravista, Gattis, and Blackland Prairie elementary schools.

MARK GORHAM Mark Gorham has come on board as chief operating officer for St. David’s Georgetown Hospital and oversees multiple departments, including surgery, laboratory, radiology, engineering, environmental, and dietary services. He will also serve as the hospital’s ethics and compliance officer.

Before joining St. David’s Georgetown Hospital, Mark served as assistant administrator at St. David’s Medical Center and the Heart Hospital of Austin.

CINDY HILL Cindy Hill has come on board as Round Rock ISD’s general counsel.

She has 35 years of legal experience in firms across Texas where she has represented clients in civil matters including employment litigation, employee relations, education law and government contracting.

Cindy has also served as outside general counsel for both school district administrations and boards of trustees, including the Fort Worth ISD, De Soto, Carrollton-Farmers Branch, Aledo, Duncanville, Grand Prairie, Joshua, and Lancaster school districts.

44 WILCO BUSINESS REVIEW | 2022 • ISSUE 3

BRENDA JIRASEK Brenda Jirasek is the new principal of Igo Elementary School in Jarrell. She brings to the table both administrative and teaching experience at elementary and secondary levels, having worked as principal, assistant principal, and dean of instruction in school districts across central Texas. Before joining Igo, she served as principal of Newman Middle School in Cotulla, Texas.

ANDREW MADDOX Andrew Maddox has joined Jarrell High School as principal, having previously served as principal at Taylor High School for the last seven years. During his 30 years of educational experience, Andrew has served as a teacher, coach, assistant principal, and high school principal.

SHONTEL MAYS On July 25, Shontel Mays will take the helm of the Georgetown Chamber of Commerce as president and CEO. She has been serving as the president and CEO of the Pflugerville Chamber of Commerce for the past four years, and her experience as a Chamber leader spans nearly two decades, featuring leadership roles in Pflugerville, Round Rock, and Lufkin/Angelina County. She has also served in development roles for the Ascension Seton Williamson Foundation and the March of Dimes Central Texas.

DAVID OCHSNER David Ochsner is Southwestern University’s new chief marketing officer and vice president for integrated communications. He has promoted colleges and universities for more than 20 years, most recently with the College of Liberal Arts at The University of Texas at Austin, where he served as director of public affairs for nearly a decade.

SCOTT STANSBURY Scott Stansbury is Liberty Hill ISD’s new executive director of technology, having previously served as the director of technology infrastructure for eight years. Before working for Round Rock ISD, Scott worked for the State of Texas for 17 years in various roles, including technical support and systems administration, as well as portfolio manager and solutions architect.

CORY TCHIDA On June 6, Cory Tchida assumed command of the Georgetown Police Department.

He has been with the department for more than 25 years and served as interim chief since June 2021. His career experience includes corrections, patrol, narcotics, traffic, professional standards, and administration, and specialized assignments to SWAT, crash investigation, field training officer, and bike/ lake patrol. He has more than 20 years of supervisory experience leading police officers and civilians at all levels of the organization.

His teaching experience includes use of force, less-lethal devices, active shooter response, racial profiling, crime statistics, and leadership and supervision. Honors include the Georgetown Police Chief’s Award and the City’s Manager of the Year Award. He is also a longtime board member of the Williamson County Court Appointed Special Advocates (CASA).

FRANK WOODS The Wesleyan, a senior living and healthcare provider in Georgetown, has named Frank Woods its chief financial officer.

He has held a variety of leadership roles including chief financial officer, vice president of operations and finance, director of finance, and controller for a variety of companies, both for-profit and nonprofit.

REFLECTIVE STICKERS CONSTRUCTION SIGNS HARD HAT DECALS LARGE ARCHITECTURAL PRINTS

512-931-2211 · 1904 S. Austin Ave., Georgetown, TX3 | ·WILCOMMPTX.COM 2022 • ISSUE BUSINESS REVIEW 3

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