AWARDS OF EXCELLENCE

These seven NorthCoast 99 winners demonstrate that companies of any size and industry can be standout employers. Discover how with stories from small, mid-size and large organizations, as well as industries that include manufacturing; health care and social assistance; finance and insurance; and professional, scientific and technical.

WHYGOODNATURE.COM Our Mission

We Make the World a Little Better Place One Organic Person at a Time

LOCATIONS: Seven Hills and Indianapolis (headquarters) EMPLOYEES: 97 (Northeast Ohio), 900 (U.S.) WHAT THE COMPANY DOES: IT consulting firm and managed services provider dedicated to problem-solving, transforming businesses and enabling change. WHY IT’S A GREAT PLACE TO WORK: Team members tackle challenging projects using upcoming technologies. Most of the time, they also can work in their sweats — at home or while they are on the road.

GINA LOGOZAR (FRONT), JENNIFER BANISH, (BACK-LEFT) AND VITALIY EVTUSHENKO (BACK-RIGHT)

WORK WHERE YOU WANT

Core BTS

GET THE SCOOP ON THIS ORGANIZATION’S AMAZING OPPORTUNITIES FOR REMOTE WORK AND MORE.

ONE CORE BTS TEAM MEMBER wished to support his daughter’s educational and exceptional athletic ability. His family is living in Spain for three years, where the daughter’s soccer goals (in every sense of the word) can best be realized. The employee kept his house in Greater Cleveland, but he works entirely remote from overseas.

Another team member also works 100% remotely, but he’s on the road in an RV, traveling throughout the U.S.

“Our team members have the ability to work on projects all over the world in the comfort of where they prefer,” says Gina Logozar, vice president, human resources and OE (organizational effectiveness), adding that 100% of the company’s employees have that choice. “All of our offices are back to full capacity and open to all team members if they want to go in. But, we hire remote team members all of the time.

“I believe we became better communicators and integrators during the pandemic. We went from about 400 to 900 employees by acquiring three successful businesses during 2020 to 2021 while working through COVID-19, working remotely and communicating often. We even held two holiday events that included a family night of baking, a mixology night and personal development opportunities.”

But, that’s not all. Last year, Core BTS initiated an FTO (flexible time off) policy with an unlimited amount of paid time off days. Logozar says team members are “definitely using it to their advantage,” but less than 1% have abused the opportunity.

“We want people to use FTO, but not abuse it,” says Logozar. “So, when it was determined that two to four people were abusing it, we said we would deal with those individuals and not change the policy.”

An FTO isn’t the only incentive or reward open to employees. New team members are paired with mentors during onboarding. Also, team members are provided up to $2,000 annually for professional development, certifications and webinars/ events. Employees may choose a no-cost medical plan, and they may receive annual bonuses. They are also honored with monthly recognition events.

One of the most successful company programs is Empow(H)ering Women at the Core. Rolled out this spring, the initiative focuses on women’s overall wellness, development, community and social aspects. It complements Core BTS’s mission to support equity, diversity and inclusion. In 2020, just 18% of employees were women. Now, it’s 40%.

“We are a technology organization. In this industry, women take a back seat. It’s definitely a male-dominated industry,” says Logozar. “We decided Empow(H)ering Women at the Core was a good program to start and really focus on getting our women team members to have more of a voice both in the company and in the community.” — Jill Sell

LOCATIONS: Solon, Uniontown, Maumee and Boardman EMPLOYEES: 254 WHAT THE COMPANY DOES: Provides HVAC and building technology services. WHY IT’S A GREAT PLACE TO WORK: A wide range of opportunities in different fields and positions available within the company help employees stay challenged and engaged.

(LEFT TO RIGHT) STERLING GILL, KATE PARTEE, KIM JOSHAWAY, KIM GELLER, LISA DEBOE AND CHRIS SHANAFELT

OPPORTUNITIES TO EVOLVE

GARDINER

FOCUSING ON BOTH CLIENTS AND EMPLOYEES SETS THIS CLEVELAND COMPANY APART.

LATE LAST YEAR, GARDINER ACQUIRED Continental Fire & Security Inc. (CFS) of Independence, a provider of fire suppression, fire alarm, video surveillance and intercom communications systems. Those additional services boosted GARDINER’s capabilities and became one more reason government, health care, education, commercial and industrial facilities turn to the company for full building coverage.

But it isn’t only GARDINER’s 2,500-plus clients who benefit. It’s the company’s employees as well.

“Not a lot of companies provide such a wide range of professional services as GARDINER does,” says Lisa DeBoe, the company’s director of human resources. “This allows us not only to provide clients with expertise in a variety of areas, but it provides our associates with a wide range of opportunities to solve interesting problems and explore their own interests and passions.”

DeBoe believes some companies focus on their clients and others focus on their employees. A key to GARDINER’s success has been its ability to do both, she says. Another unique quality of the business has been its ability to expose employees to a variety of jobs and ability to make career changes.

“As much as a manger may not want to see a really good associate move on, they know that individual is going to another department within GARDINER and not leaving the company,” says DeBoe, adding that it’s possible for an administrative worker to go into field work and vice versa. “You have that opportunity to look around and say, ‘I’d like to learn a little more about what that department is doing.’ Associates want to evolve, and this is one way they can do that.”

That flexibility and unusual practice helps retain GARDINER employees. One-half of its employees have been with the company 10 years and one-fourth for 25 years.

“When we reflect, we realize how fortunate we are at GARDINER to have those longtime associates. To look around and see the faces of those who built GARDINER into what it is today and have that depth of experience and yet see a desire to do some things differently for the better, is extraordinary. We recognize the need to change and evolve,” says DeBoe.

One of those recent positives changes has included simplifying the company’s compensation plans to provide greater transparency for how pay is determined. Other changes have been doubling the company’s 401k match and increasing the supplemental benefits package so employees can better customize it to their needs.

“We did a lot of work on making these changes, but that’s our job,” insists DeBoe. “We see it as our end of the deal. At GARDINER, we don’t make anything. What we offer our clients is the experience of our associates. Investing in people’s development, both personally and professionally, is an investment in our company.”

LOCATIONS: Downtown Cleveland (with three other campuses and numerous facilities throughout Cuyahoga County) EMPLOYEES: 1,292 full time, 1,856 part time WHAT THE COMPANY DOES: Helps people of all ages and backgrounds achieve economic mobility and career readiness. WHY IT’S A GREAT PLACE TO WORK: Tri-C employees build bridges to success for Tri-C students — and their dedication is what makes the college great.

(LEFT TO RIGHT) MICHELLE KUSKIN, MELISSA KAWKABANY, LILLIAN WELCH, MARK FRYS, BARBARA PITRONE, AMI HOLLIS AND FEBRA PENDLETON

NEVER STOP LEARNING

Cuyahoga Community College

OHIO’S FIRST AND LARGEST COMMUNITY COLLEGE BOASTS A REPUTATION AS A PLACE TO BUILD A CAREER.

YOU WON’T FIND A BETTER SOURCE to talk about building a career at Cuyahoga Community College (Tri-C) than Lillian Welch, former vice president, chief human resource officer, who retired June 30. Welch devoted 32 years to Tri-C, Ohio’s first and largest community college.

“I think my career is indicative of many careers at the college. It’s really a place where if you really want to advance, you have the opportunity,” says Welch. “There are numerous stories like mine where someone started out in one area and moved to another. However, in this generation, people don’t usually stay in one job for 32 years. But it doesn’t mean that someone who is here for five years isn’t able to bring something to the organization and have an impact.”

Welch began at Tri-C in the accounting and finance department. She moved into human resources when she realized she could not only offer her established skills but also add a human element to her work — “a face behind the numbers,” she says.

“I am a person who needs change every four or five years, so people ask how I could have stayed so long,” says Welsh. “I really am a loyal person, but here I was also able to find advancement and change every several years.”

The college’s nourishing and encouraging culture also allowed Welch to suggest improvements, new technologies and fresh ideas with each career position she embraced. She is also grateful that throughout her entire time at Tri-C, personal innovative career development was given.

The college has two premier leadership development programs that have evolved over the years. They are the Jack, Joseph and Morton Mandel Leadership Development Program and the Leadership Integration for Tomorrow (LIFT) Program.

For the past two years, Tri-C has been named one of the top workplaces among higher education institutions nationwide by ModernThink LLC. The honor, being named one of the Great Colleges to Work For, included “honor roll” status in all 10 award categories, a recognition only two schools received last year, and four in the latest survey.

Categories included job satisfaction and support, compensation and benefits, professional development and mission, faculty and staff well-being, shared governance, faculty experience and diversity, inclusion and belonging.

Welsh sends her successor best wishes and notes that because of COVID-19 and other significant events, the employment environment at Tri-C (like everywhere else) is transitioning.

“What worked in the last 10 years is not going to work in the future,” says Welch. “But the employees who work here now, and who will work here, want to improve the quality of the community. Our employees are all part of the community.” — JS

EMPOWERING The Garland Company, Inc.

EMPLOYEES AS AN ESOP THAT INVITES IDEAS FROM EVERY TEAM MEMBER, THE LONGTIME MANUFACTURER CAN ATTRACT AND RETAIN TALENT IN A LABOR-CHALLENGED INDUSTRY.

MATTHEW MCDERMOTT THE ORGANIZATIONAL CHART at The Garland Company, Inc. is “upside down,” says Matthew McDermott, president of the 127-year-old manufacturer of waterproofing and coating products for the commercial building industry. Customers are at the top, followed by the sales force and support staff and then finally the executive board. As an employee-owned business, everyone has a stake, and the company’s ESOP structure and entrepreneurial spirit make it a place where people are invested and feel valued.

“If you look at an employee’s opportunity during a 15- to 20-year career span, the stock they will earn through the ESOP is

We are honored to be a three-time recipient of the NorthCoast 99 Award. Thank you to all of our employees for your dedication, hard work, and excellence. We’re proud to share this recoginition with our Jergens family!

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WWW.JERGENSINC.COM/CAREERS

very attractive,” McDermott says. “They can earn money for retirement without having to set it aside from their annual salaries. As we succeed together as a company, all employees benefit.”

Those looking for a creative work environment find a home at Garland.

“We want to lead innovation and service, and we encourage feedback from everyone,” McDermott says, pointing toward the company’s annual “Gartank” program, where employees from all departments participate in a Shark Tankstyle competition. “If you have a great idea, we want to hear about it and reward you for it and try to fund those opportunities to implement them in the business.”

One employee hatched an idea for a sustainable waterproofing membrane that was moved to development.

“It spurred a lot of products, services and creativity around that option, and we believe we will lead sustainability in waterproofing and roofing in the future,” McDermott shares.

Innovation ultimately goes back to the spirit of ownership.

“We continue to grow the business by the ideas from employees because everyone is a partner,” McDermott says. “Some of our best ideas come from the sales force in the field, folks in the plant making products, customer service or throughout our businesses. Everyone has an opportunity to contribute.”

Personal and professional growth are encouraged by access to continuing education through the internal training department.

“We prefer to promote from within when we can and want everyone to grow, so we offer at least quarterly education opportunities,” McDermott says, relating that those could occur during a staff lunch or half-day seminars.

“Whether you want to learn Excel or public speaking or take some other course, we will help cover or compensate for that,” McDermott says.

With the ownership option, innovation focus and educational support, Garland LOCATION: Cleveland EMPLOYEES: 130 (Cleveland), 311 (U.S.) WHAT THE COMPANY DOES: Produces high-performance roofing and building envelope solutions for the commercial, industrial and institutional markets. WHY IT’S A GREAT PLACE TO WORK: The company’s ESOP structure and entrepreneurial spirit make it a place where people are invested and feel valued.

attracts like-minded individuals who want to be partners.

“They care about the overall business and we have a people-first philosophy,” McDermott says. “We make great products, of course, but it’s really our service and attention to customers that make us different. And that’s because of our people.” — Kristen Hampshire

PROUDLY NAMED ONE OF NORTHEAST OHIO’S BEST PLACES TO WORK FOR 19 CONSECUTIVE YEARS.

800.FLEXJET | FLEXJET.COM

YOU WON’T JUST BE FLOWN, YOU’LL BE MOVED.

MAUREEN SWEENEY MAKING A DIFFERENCE

FrontLine Service

A PASSION FOR HELPING OTHERS ENSURES THE SUCCESS OF THIS HEALTH CARE INSTITUTION.

DURING THE HEIGHT OF COVID-19, most health care institutions and organizations “moved further and further way from face-toface care,” recalls Maureen Sweeney, director of clinical strategy for FrontLine Service.

“But we serve people with serious mental health issues who are homeless. So going to telehealth was not an option for us. Most of our clients don’t have phones,” says Sweeney, who has been with FrontLine Service for seven years. “So, every day we tried to maintain the importance of seeing clients we were treating face-to-face. It is something I am super proud of.”

Sweeney says the private, nonprofit organization is a “safety net, treating people other places aren’t treating.” It’s not easy work. The clients (individuals who are homeless) served by FrontLine Service die an average of 25 years earlier than the general population, primarily from chronic conditions, including heart disease, lung disease and diabetes.

“But there is a feeling of hope from the leadership here that makes a difference. The work here is really hard, and sometimes the outcomes are not always perfect. Our leadership does a lot to remind our staff that the services we provide are hopeful ones that benefit the community as a whole. COVID-19 was particularly hard on nurses, and FrontLine has done a lot to support its nurses through this period. That’s one of the really cool things FrontLine has done.”

FrontLine Service emphasizes resiliency for its employees and encourages staff to take care of themselves. Yoga and guided meditation sessions are just part of the company’s effective and gentle ways it encourages employees to focus on their mental and physical health. Work-life balance goals are also encouraged.

“And truly, I have never worked in a place that was more generous with its employee benefits,” claims Sweeney.

Those benefits include generous time off, health insurance, life and accidental death and dismemberment policies, shortterm and long-term disability, in-house training, retirement savings, group savings and employee assistance programs.

FrontLine Service was well aware of “social determinants of health,” long before that term became a buzzword, according to Sweeney. Focusing first on housing and basic needs has been something the organization has always done, she believes. That never-wavering goal has worked well in the past and will continue to succeed in Northeast Ohio. Cooperation with organizations including Eden Inc. (a housing agency that provides temporary or permanent rental assistance), Greater Cleveland Food Bank, LOCATION: Cleveland EMPLOYEES: 313 WHAT THE COMPANY DOES: Reaches out to adults and children to end homelessness, prevent suicide, resolve behavioral health crises and help people overcome trauma. WHY IT’S A GREAT PLACE TO WORK: A mission-driven culture plus a practice of cutting-edge services for the vulnerable population make it an exciting, meaningful opportunity.

local hospitals and others has made that possible, Sweeney believes.

Most importantly, FrontLine Service looks for employees “who have a heart for the mission first and foremost,” says Sweeney.

“Everyone who works here in some capacity is a social justice warrior, whatever that means for them,” she says. “I can teach almost anybody anything, but I can’t teach them how to care.” —JS

BOB CAPOBIANCO PROTECTING OUR PETS

Crum & Forster Pet Insurance Group

DISCOVER AN ORGANIZATION DEDICATED TO PUTTING PETS FIRST.

IF YOU DON’T MELT at the sight of your beloved four-legged friends, working at Crum & Forster Pet Insurance Group may not be the right place for you.

“We are an insurance company, but we are pet people first,” says Bob Capobianco, Crum & Forster Pet Insurance Group’s senior vice president and pet parent to Hank, a handsome orange American short hair cat. “Whether our folks volunteer at rescue shelters, work in a vet clinic or just own a menagerie of animals, they are pet lovers.”

a proud recipient of the 2022 Northcoast 99 Award

Our professionals support large employers and their benefits teams in the contracting and delivery of pharmacy benefits. What started as a collaboration of local employers has grown to hundreds of employers across the country delivering benefits to more than one million individuals.

EMPLOYERSHEALTHCO.COM

Crum & Forster Pet Insurance Group celebrates its 25th anniversary this year. Today, the international company, with satellite offices in Toronto, London and Chicago, protects a half-million pets and has processed 1.6 million claims. The group’s parent company, Crum & Forster, is celebrating its 200-year anniversary.

The pet health insurance industry has had steady growth, according to Capobianco. But he believes the internet, which expanded awareness and accessibility of pet insurance policies, as well as the huge desire to own pets to ease loneliness and isolation during COVID-19, gave a big boost to the option.

Insurance companies also need valued employees to succeed. Remote employees share a feeling that Crum & Forster Pet Insurance Group “has my back,” says Capobianco.

“I love to see people and pet puppies,” Capobianco adds. “But the fact that we have been able to create a remote and diverse community of people across the country and still have that special sauce (of caring for our employees), is a testament to the community and entire team.”

Capobianco believes his company’s core values set it apart. Those include: empathy to understand what pet owners experience during difficult times; integrity to always work with the best intentions; community (the company participates in the Dragons on the Lake Dragon Boat Festival in Akron to support breast cancer awareness); and diversity of people and ideas.

Now more than ever before, Capobianco would like to see pet health insurance become a routine part of pet care. The soaring cost of veterinary bills means more pet owners are forced to choose “economic euthanasia” instead of treatment. Businesses that offer a pet health insurance benefit often see it as an effective hiring and retention tool. Capobianco says his company and his employees can make a difference.

“We are cross-generational. I am at the tail end of my career, but I have folks just starting out in the work world as well,” LOCATION: Akron EMPLOYEES: 270 (local), 450 (total) WHAT THE COMPANY DOES: Provides pet health insurance. WHY IT’S A GREAT PLACE TO WORK: Animals lovers can do something real to help pets. Also, colleagues will understand if their co-worker comes to work with pet hair all over their sweater.

says Capobianco. “It is important for us to establish a commitment to them in a way that it is genuine. Our people are our single most important asset. Without them, we can’t provide this protection for pets. Our interest in our employees is not just nine to five. We try to provide an interesting place to work, and we care about the whole person.” — JS

Be Connected. Be Valued. Be You.

jobs.swagelok.com

At Swagelok, our people-focused culture and no-layoff philosophy have created a sense of stability, connectivity, and pride for 75 years. We’re humbled to be a 12-time NorthCoast 99 winner and congratulate our fellow recipients!

TEAMING UP

Verantis Corporation

VERANTIS CORPORATION GIVES ITS PEOPLE LEEWAY TO EXPLORE CAREER PATHWAYS AND THE SATISFACTION OF MAKING A POSITIVE GLOBAL IMPACT.

(LEFT TO RIGHT) JEFF LAMBACHER , MIKE CASTENIR, SCHIRLEY JUSTINIANO AND GARRETT PAVLOVICZ IF YOU’RE A MEMBER of the Verantis Society of the Swiss Army Knife, you’re a jack of many trades that can manage multiple roles.

“One of our managers was referring to an employee and said, ‘I’m trying to turn him into a Swiss Army Knife so he can handle all of these roles,’ so we turned it into a unique recognition program,” explains Mike Castenir, director of HR and marketing at Verantis Corporation. “We have a heavy focus on interdisciplinary work and not silo-ing people into a specific role. It’s never easy to step out of your comfort zone, but the process is easier when there are people there to support you who truly want to see you succeed.”

If interested, employees can participate in an alternative work schedule; they can work nine nine-hour work days and get a day off. “We can take every other Friday off,” Castenir says, adding that leadership isn’t manning the clock. While typical business hours are honored, a team member could start at 8 a.m. and head home at 5 p.m. or go to the office earlier.

“This gives families the ability to mesh work into their personal lives, and we understand that there are times when people might not be able to come into the office,” he relates. “We can still get business done on Microsoft Teams and keep moving forward.”

Longevity is a testament to the work-life balance Verantis offers. Of the executive team, the CFO has been on board for 18 years, the controller for four and plant manager for nearly 45.

Why do team members choose to stay with the company? “You get to be a part of a really knowledgeable, strong team that works interdepartmentally and makes a difference on a global scale,” Castenir says, relating how Verantis helps companies meet EPA regulations and assures that essential products like microchips and semiconductors can be made safely and sent into the market. “You get a chance to see the impact of your work around the world. And we’re making an impact on products that drive the world’s economy, too.”

At Verantis, “everyone is encouraged to ask questions,” Castenir says. And this begins with the interview process. “We actually flip the interview on its head and begin by asking the candidates what questions they have for us first.”

Because the business can’t operate without the knowledge of its people, Verantis is always looking for top talent. To identify the best people, interviews are casual, Castenir says. While this might seem counterintuitive, “the more formal it is, the less comfortable a candidate is and then it’s hard to find out who that real person is.”

The culture is one of transparency. “If employees have a question about why we are doing something this way or that way, LOCATION: Middleburg Heights EMPLOYEES: 65 WHAT THE COMPANY DOES: An engineering, design, components sourcing and project management firm for emission control systems that remove harmful acids, gases, odors and airborne particles from the environment. WHY IT’S A GREAT PLACE TO WORK: Verantis team members can make a global and economic impact by doing work that improves the environment.

we can answer those and they are always listened to,” Castenir says.

And there are opportunities to climb. “As a smaller business, you have a chance to touch many aspects, and as you continue and grow your skills, you get more involved,” he relates. “There’s a real sense of working toward the same goal.”

— KH