Manufacturing 2020 by i4 Business Magazine

THE BUSINESS OF ART: Orlando Ballet

PROACTIVE CYBERSECURITY: .decimal and Next Horizon

SIGNS OF THE TIMES: The Bumby Story

UP CLOSE WITH LaShawnda Jackson

4BUSiNESS Â®

OCTOBER 2020

CREATING CLASSICS Revology and E.C.D. Automotive Design

Orlando's Leadership Connection

STAYING OPEN FOR BUSINESS

Orange County Convention Center

RANDALL CONSTRUCTION

BEYOND EXCELLENCE COLLINS MANUFACTURING

Essential Parts $4.95

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CONTENTS

INSIDE⊲⊲ OCTOBER 2020

FEATURES

The Big Picture

Essential Parts

SPOTLIGHT

Owner and CEO Takes Randall Construction Beyond Excellence

Collins Manufacturing Partners Continue to Pivot

Matt Armstrong Nelson Mullins

36 20

Creating a Classic

Revology Cars Combine Character, Craftsmanship and Cool

From Off-Road to Electric

Proactive Cybersecurity

Staying Open for Business

E.C.D. Automotive Design Brings Fun to Sustainability

Cancer Treatment Manufacturer .decimal Focuses on What Matters

Events Are on Track at Orange County Convention Center

SPECIAL SECTION

YOUNG PROFESSIONALS

Junior Smizmaul

Voxtell

Up Close With

LaShawnda Jackson THE BUSINESS OF ART: Orlando Ballet

PROACTIVE CYBERSECURITY: .decimal and Next Horizon

Kolter Solutions

Daniela Perez

Kolter Solutions

UP CLOSE WITH LaShawnda Jackson

4BUSiNESS ®

OCTOBER 2020

Alexis Cole

SIGNS OF THE TIMES: The Bumby Story

CREATING CLASSICS Revology and E.C.D. Automotive Design

Orlando's Leadership Connection

STAYING OPEN FOR BUSINESS

Orange County Convention Center

RANDALL CONSTRUCTION BEYOND EXCELLENCE

COLLINS MANUFACTURING

Essential Parts $4.95

2 | OCTOBER 2020 | i4Biz.com

ON THE COVER Jeff Condello Photography by Julie Fletcher

4BUSiNESS Orlando's Leadership Connection

BEST PRACTICE Guest Expert Columns

INDUSTRY INSIGHT

SUPPLY CHAIN

Geographic Diversification: A New Model for Manufacturing Romaine Seguin | UPS International

MARKETING

Adopting Sustainability and Green Marketing

Meaghan Branham | i4 Business

54 THERE NEEDS TO BE A CLEAR LINE OF SIGHT BETWEEN THE TEAM MEMBER’S JOB AND HOW IT DIRECTLY AFFECTS THE COMPANY/ ORGANIZATION OR, AS I CALL IT, LEADING RIGHT INTO THE INDIVIDUAL’S CUBICLE. — Bill "Roto" Reuter, Pg 44

LEADERSHIP

How to Diagnose and Lead the Ideal Team Player

Bill “Roto” Reuter | R-Squared Solutions

BUSINESS DEVELOPMENT

How to Help Your Sales Team Get Rid of Excuses Bill Reidy| PWRhouse Consulting

BRANDING

5 Branding Tips for Your Next Website Redesign

Jerome Smith | brandEvolve LLC

LEGAL

Force Majeure: COVID-19 Cancellations of Contract Obligations

Ronnie Bitman | Bitman O’Brien & Morat PLLC

The Business of Sports

Behind the Scenes at the SPORTYS Awards

The Business of Art

The Business of Manufacturing

Title to come

A Career Path Comes Full Circle

DEPARTMENTS

From the Editor and Publisher

Business Briefs

Signs of the Times NEW SERIES

Downtime

Watercooler

Unique Experiences for Your Day Off

Stuff You Didn’t Know You Wanted to Know

i4Biz.com | OCTOBER 2020 | 3

4BUSiNESS Orlando's Leadership Connection

EDITOR AND PUBLISHER Diane Sears MANAGING EDITOR Meaghan Branham DIRECTOR OF ENCOURAGEMENT Donna Duda PHOTOGRAPHY DIRECTOR Julie Fletcher ART DIRECTOR Tanya Mutton - Sidekick Creations COPY EDITORS Susan Howard, APR Terry Godbey CONTRIBUTORS Ronnie Bitman, Meaghan Branham, Key Howard, Davia Moss, Sherry Reeves, Bill Reidy, Bill "Roto" Reuter, Diane Sears, Romaine Seguin, Jason Siegel, Jerome Smith ADVERTISING Diane Sears Diane@i4biz.com

i4 Business is a participating member of:

4 | OCTOBER 2020 | i4Biz.com

i4 Business Advisory Board This Month's Featured Advisory Board Members

Thank You We’d like to thank our Advisory Board members for keeping their fingers on the pulse of our community and helping us bring you the best stories from around Central Florida. Judi Awsumb, Awsumb Enterprises Becca Bides, Visit Orlando Jim Bowie, University of Florida Incubator Program Jackie Brito, HR Asset Partners

Stina D’Uva For nearly 30 years, Stina D’Uva has been an integral leader in the Orlando community. As the president/CEO of the West Orange Chamber of Commerce for 18 years, she has helped grow the organization into a driving force of business that earned the coveted Chamber of the Year award from the Florida Association of Chamber Professionals in 2009, 2012 and 2015. D’Uva served as chair of the Florida Association of Chamber Professionals, and in 2014 she was elected and continues to serve as vice president of the MetroWest Master Association.

Cari Coats, Accendo Leadership Advisory Group Andrew Cole, East Orlando Chamber of Commerce John Davis, Orlando Regional Chamber Laura Dorsey, Florida Black Chamber and National Cultural Heritage Society Stina D'Uva, West Orange Chamber of Commerce Carol Ann Dykes Logue, University of Central Florida Business Incubator Program Susan Fernandez, Dignitas Technologies Lena Graham-Morris, HORUS Construction Mark Allen Hayes, Stockworth Realty Group Gwen Hewitt, United Negro College Fund Vicki Jaramillo, Orlando International Airport Karen Keene, ATHENA Orlando Women's Leadership and Dean Mead Attorneys at Law Shelley Lauten, Consultant

Chris Leggett Chris Leggett is the program manager for the Central Florida International Trade Office. He works to bring awareness to the importance of trade and provides educational resources for leaders in the Central Florida area, connecting local businesses with the global marketplace. Prior to joining the CFITO, Leggett worked for Canadian government department Agriculture and Agri-Food Canada. He served abroad as counsellor for agriculture for more than 10 years, first at the Canadian Embassy in Washington, D.C., and then at the Mission of Canada to the European Union.

Chris Leggett, Central Florida International Trade Office Yolanda Londono, Harvard Group International Catherine Losey, Losey PLLC law firm Laureen Martinez, Orlando Economic Partnership Yog Melwani, Align Commercial Real Estate and Indian American Chamber of Commerce Davia Moss, Next Horizon Hope Edwards Newsome, Triloma Financial Group Rob Panepinto, Florentine Strategies Bill Reidy, PWRhouse Consulting Jerry Ross, National Entrepreneur Center Romaine Seguin, UPS Global Freight Forwarding Jason Siegel, Greater Orlando Sports Commission Mary Shanklin, Fifth Estate Media

Davia Moss Davia Moss is vice president of operations and client services for Sanford-based IT company Next Horizon, where she works to guide the team and clients to reach their digital marketing goals. She has served as the public relations director on the board of directors for the Rotary Club of Lake Mary and on the Seminole Action Board. She previously served as executive director of The Foundation for Seminole County Public Schools, where she facilitated the growth of annual revenue from $1 million to $7.5 million.

Marni Spence, CLA (CliftonLarsonAllen) Robert Utsey, Consultant

i4Biz.com | OCTOBER 2020 | 5

The West Orange Chamber s

Steps for SUCCESS Become a West Orange Chamber Member Seize the Opportunities Get Results Repeat Daily

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From the Editor and Publisher

Instilling the Thrill of Manufacturing

T SOME PEOPLE WANT IT TO HAPPEN, SOME WISH IT WOULD HAPPEN, OTHERS MAKE IT HAPPEN. — Michael Jordan, Hall of Fame basketball superstar

here’s nothing like being on the floor of a manufacturing plant. Gears turn, sparks fly, the noise level goes up … and the little kid inside you can’t help but feel excited to witness something being created. In my profession, it’s all about watching the printing presses roll, smelling the ink and feeling the thunder of the machinery course through your core as it churns out sheets of paper that will be shaped into a magazine. Some people believe that if more students in middle school and high school could visit a manufacturing plant, they might become interested in taking up a trade. Maybe they would go into that trade after high school instead of spinning their wheels in college, unsure about which major to choose. Perhaps they would go to college after deciding on a profession, taking classes targeted toward their goals — classes that could help them develop into leaders in their field. One of the people who chose that approach is Jeff Condello, founder and CEO of Randall Construction in Apopka. When I interviewed him for the cover story of this month’s manufacturing-themed issue, he was adamant about the need to give students early exposure to the possibilities of high-paying jobs in the manufacturing and construction trades.

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“The worst thing is going to college for two years and then they either quit or fail, and then they’ve got that on their conscience, that they didn’t make it and they wasted two years,” he said. “The whole thing could be averted by just doing what I did, going to work for a tradesman and learning a skill. Then, along the way, you can be deciding what you want to do.” That point is really hitting home in 2020 during the COVID-19 pandemic. College students are being forced to take classes virtually while still paying in-person tuition, so many of them are taking a pause.

At the same time, job losses in some professions in Florida and the United States have continued to soar even as companies in manufacturing and construction are hiring. Unfortunately, the skills of the job seekers and the skills required for those jobs don’t necessarily line up. Several initiatives are working to fix that, and a solution could wind up being a silver lining of the pandemic. As CareerSource Central Florida, Orlando Economic Partnership, Valencia College and other local organizations invest time and resources toward meeting the challenge, leaders like Condello have come up with creative solutions. Randall Construction worked with Orange County Public Schools to launch Randall Academy, which gives students hands-on training while they’re still in high school. We’ll bring you more news about these initiatives in the coming months. Additionally, i4 Business will be recognizing leaders who are guiding our community through these challenging times. We’re accepting nominations for our Business Leaders of the Year awards in 10 categories at www.i4biz.com. We’ll profile each recipient in the December issue and celebrate them at a virtual event Dec. 10 from 4 to 6 p.m. Stay tuned for more details. Until then, let’s keep learning from our friends in manufacturing who keep our economy strong. You can read about some of them in this issue. Have a great month!

Editor and Publisher

i4Biz.com | OCTOBER 2020 | 7

BUSINESS BRIEFS

New Headquarters Under Construction for Edyth Bush Charitable Foundation The team at Edyth Bush Charitable Foundation has moved into temporary headquarters to make way for construction of a new landmark building on its current site off Park Avenue in Winter Park. Nicknamed “The Edyth” after the organization’s late philanthropic founder, it is expected to be completed in 2022 and include meeting space for the community. The building is part of the foundation’s mission to strengthen and support nonprofit organizations and promote philanthropy in Florida. Designed by SchenkelShultz Architecture with construction led by general contractor Jack Jennings & Sons Inc., The Edyth will feature a glass facade, a two-story atrium and three levels, each with a distinct purpose. It is designed to resemble a theater to honor Edyth Bush’s love and advocacy for the arts and the foundation’s history of supporting the Central Florida arts community. Meeting rooms and open space for the community to gather will occupy the first floor of the new building and will be available for the public to reserve for intimate performances, art exhibitions, yoga classes and meeting space for local organizations. The second floor, named “The Archibald” in honor of Edyth Bush’s husband, will house a community board room equipped with state-of-the-art technology. It will also contain office space for another nonprofit organization to rent. The foundation’s offices will take up the third floor of the building. “Our new home will reshape our ability to serve the Central Florida community in a very dramatic way, and everyone on our team is very eager to welcome

this next chapter of our 47-year history,” said David Odahowski, the foundation’s president and CEO. “Our intention is to create a gathering place that will spark creative new ideas, connect individuals and organizations doing good in the community, and provide the tools, space and resources many nonprofit organizations would not have access to otherwise.”

Beacon College in Leesburg Ranks Among Best in South For the first time since it was founded in 1989, Beacon College in Leesburg has been recognized by U.S. News & World Report as being in the top tier of colleges and universities in the South. The liberal arts school is America's first accredited baccalaureate institution dedicated to educating primarily students with learning disabilities, ADHD, dyslexia and other learning challenges.

Business 8 | OCTOBER 2020 | i4Biz.com

Beacon College ranked No. 31 among 121 schools named in the Best Regional Colleges South category for 2021. The “Regional Colleges” category applies to schools that focus on undergraduate education but award fewer than half their degrees in liberal arts fields. “Our inaugural ranking from the U.S. News & World Report confirms

Innovation

that Beacon College is an innovative leader in educating students,” said Dr. Shelly Chandler, Beacon College provost. “Coupled with our No. 1 rankings from Peterson’s and BestValueSchools.com for being the top school for those who learn differently, it is confirmed that our graduation and retention rates are impressive.”

Education

BUSINESS BRIEFS

Rob Deininger Named to a Top Role in AdventHealth’s Local Operations AdventHealth has named a new president and CEO for what it calls its Central Florida division’s “quaternary hub,” which includes AdventHealth Orlando, AdventHealth for Women and AdventHealth for Children. Rob Deininger assumes his role on Nov. 9 and will report to Jennifer Wandersleben, CEO of acute care services for the Central Florida Division – South Region. He replaces Brett Spenst, who recently accepted a position as care division finance officer with Adventist Health, a Roseville, California-

based health system serving more than 80 communities on the West Coast and in Hawaii. Deininger has been with the organization since 2010 and most recently served as president/CEO for AdventHealth Fish Memorial, a 179-bed acute-care hospital in Orange City. Since March, he has also served as the incident commander for AdventHealth’s COVID-19 System Command Center. Over the years, he has served in various leadership

Rosen Inn Lake Buena Vista The Rosen Inn Lake Buena Vista reopened Oct. 7 with a “virtual” ribbon-cutting and a new name. Attending the event: Jennifer Rice Palmer, director of guest services, Rosen Hotels & Resorts; Mike Waterman, chief sales officer, Visit Orlando; Bob Coletti, general manager, Rosen Inn Lake Buena Vista; Joshua Rosen, sales manager, Rosen Hotels & Resorts; owner Harris Rosen; Josh Squires, assistant general manager, Rosen

Inn Lake Buena Vista; Angie Snyder, director of sales and marketing, Rosen Inn Lake Buena Vista; and Jordan Evans, director of Central Florida sales, The Walt Disney Company. The former Clarion Inn Lake Buena Vista, located less than two miles from Walt Disney World, is one in the collection of eight award-winning Rosen Hotels & Resorts in Orlando. The AAA Three Diamond hotel has 640 guest rooms.

roles within AdventHealth including vice president of operations for AdventHealth Orlando, vice president for research operations and administrative director of the AdventHealth Translational Research Institute. In his new role, Deininger will lead in the strategic development, planning and growth for the Orlando market. Before starting his career in health care, Deininger spent 12 years in commercial aviation, logging more than 9,000 flight hours in large aircraft.

Disney+ Series ‘The Right Stuff’ Filmed at Sites in Central Florida When Disney+ kicked off the highly anticipated TV series “The Right Stuff” on Oct. 9, it held special meaning for Central Florida. Like the 1983 film of the same name, the series from National Geographic and Warner Bros. follows the early days of NASA and the lives of the seven Project Mercury astronauts and their families. From July to December 2019, the Orlando region served as the series headquarters and provided most of the filming locations. The Orlando Economic Partnership’s Orlando Film Commission worked with the project during preproduction and production, finding and securing locations, processing all permits and facilitating conversations between the production and government partners including the City of Orlando and Orange County. Over the course of 185 production days, the series helped boost the Orlando regional economy by employing nearly 600 local professionals, reserving more than 7,500 hotel room nights, securing location and sound stage rentals, and renting equipment, hiring caterers and more. “By bringing together multiple partners throughout the industry and across the region, we were able to leverage our authentic locations and experienced crew and talent, proving what film in Orlando looks like — creative, experienced and innovative — all while significantly stimulating the economy,” said Sheena Fowler, Orlando film commissioner and Orlando Economic Partnership vice president of innovation.

Tourism

Growth

Inspiration i4Biz.com | OCTOBER 2020 | 9

BUSINESS BRIEFS

Central Florida to Host 17 NCAA Championships From 2022 through 2026 The National Collegiate Athletic Association (NCAA) has tapped the greater Orlando area to host 17 championship events from the fall of 2022 through the spring of 2026. Those include the popular Division I first and second rounds of the men’s basketball championship series in 2023 at the Amway Center in downtown Orlando, along with the men’s and women’s tennis championships at the U.S. Tennis Association (USTA) campus in Lake Nona. The University of Central Florida (UCF) will serve as a co-host of each. Of the NCAA’s 90 annual championships, 86 were up for bid simultaneously over a four-year cycle, resulting in the NCAA awarding more than 450 host sites at once on Oct. 14.

More than 3,000 bids were submitted from 46 states and Washington D.C., which included 68 bids the Greater Orlando Sports Commission submitted from Central Florida. NCAA championship events attract spectators and families from across the United States, driving significant impact to hotels, restaurants and attractions

in Central Florida. The events awarded to the region during this bid cycle are expected to drive a more than $27 million impact to the region. Before COVID-19 caused the cancellation of the NCAA’s spring 2020 championships, Central Florida had hosted at least one NCAA national championship or regional championship every year since 1996.

Tourism Orlando Leadership Program Celebrates 20 Years, 1,000 Graduates The Tourism Orlando Leadership Program, an initiative of the International Drive Resort Area Chamber of Commerce, is celebrating its 20th anniversary. Held one day a month, the program immerses local leaders in a 10-month experience to learn aspects of the tourism industry, from marketing to operations. It had a rough start when its original kickoff day was Sept. 11, 2001, said Maria Triscari, President and CEO of the I-Drive chamber. “We

had to cancel the first day of class due to the tragedy of our country that day. We moved the kickoff date to October and began the program with extreme security measures that were implemented during that time.” More than 1,000 people have graduated from Tourism Orlando. Applications are being accepted at www. internationaldrivechamber. com for the 20th season kickoff, which will be Dec. 4 at Universal Orlando. P

WANT TO SHARE YOUR NEWS? Do you have some news you’d like us to share with the community? Please be aware that we work two to three months in advance of our publication date. Submit press releases and announcements to press@i4biz.com.

Business 10 | OCTOBER 2020 | i4Biz.com

Innovation

Education

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COVER STORY

BIG PICTURE THE

12 | OCTOBER 2020 | i4Biz.com

COVER STORY

By Diane Sears Photography by Julie Fletcher

andall Construction owner and CEO Jeff Condello knew at age 16 he wanted to become a plumber. Not so much because he loved working with pipes and wrenches, which he learned in vo-tech classes in his hometown of Scranton, Pennsylvania. But because he knew this would give him a chance to operate his own business.

I just kept looking for better people and ways to improve and grow and do better. — Jeff Condello

So he went to work for a one-truck plumbing company and told the owner, “You don’t even have to pay me, just answer my questions.” The two agreed Condello would be paid $2.75 an hour. After work, six evenings a week, Condello sat in the basement office in the owner’s house, asking questions for hours and going through the books with him. After six months, Condello knew the plumbing trade. That immersive style of learning is a model that has carried him through life. Today, he leads Randall Construction, a $200 million company with a list of divisions ranging from plumbing, electrical and manufacturing to, most recently, medical devices, financial technology and even high school education. The company takes a whole-building approach to its work, manufacturing many of the components it uses in construction.

Owner and CEO Takes Randall Construction Beyond Excellence Founded in 1986, the company has continued to expand along Clarcona Road in Apopka and now employs about 1,400 people. Randall Construction has worked on some of the largest and most influential projects in Central Florida, including the Dr. Phillips Center for the Performing Arts in downtown Orlando, Terminal C at Orlando International Airport, SunRail stations, and buildings at Walt Disney World, Universal Orlando Resort, SeaWorld Orlando and Amazon. The CEO’s unique management style has led each division to flourish as a self-performing business unit under its own separate leader while Condello masterminds the parent company’s next moves. “I figured out early on that we had to be a bigger company,” he says. “You either have to be really small, like 10 employees or less, or you have to have 1,000. Because in between, you still get hit with all the problems, regulations and insurance requirements, but you don’t have the volume to absorb any of the issues and losses that occur. Today it applies as it did back then. You have to be really small or really big.” The first people he hired have been gradually retiring but still staying involved with the Randall Construction family. He

recalls the early days and how he brought people on board: “I would hire people as we got the work, and the whole time I was learning how to run a bigger company and how to manage people and fix the issues. When we started, I got really good at sales and at talking myself out of issues and problems because we did everything wrong,” he says, laughing. “I got good at building and maintaining relationships while we were making mistakes on the job and fixing them. “I just kept looking for better people and ways to improve and grow and do better. My mindset was back then and still is today, ‘Do the best I can every day, and God will take care of the rest.’”

A Story of Growth The company’s name pays respect to Condello’s mother. Born as Margaret Randall, she gave birth to her son in Brooklyn, where she worked as an administrative secretary and his father was a taxicab driver. A major influence in his life until she passed away in 2015, she worked for Randall Construction for 17 years, and the main conference room bears her name. Condello married his high school girlfriend, Debra, and he worked as a plumber while she i4Biz.com | OCTOBER 2020 | 13

COVER STORY attended college in Pennsylvania to become a nurse. They ventured to Orlando to be near his mother and his brother, who had moved to Florida, and see whether they’d like Central Florida. They never moved back to Scranton. Condello worked for another company for more than a year and then the couple started Randall Mechanical Inc. out of their spare bedroom. Along the way, he focused on his immersive style of learning. “I don’t read any books and I didn’t take any leadership training,” he says. “I just learned and had the mindset to do the right thing and be the right guy. And I can work endless hours without getting tired.” He took up golf at age 25. “I did it because I knew it would be good for business, and knew I could use it to meet people,” Condello says. “I was a 17 handicap when I was 26 years old. For six months, my wife can tell you, every night I would video my swing in the front room and work on it. I went from a 17 to a 3 handicap, which is really hard to do.” Today, golf is one of his favorite ways to unwind — and still a valuable business tool. “I travel and play golf around the country,” he says. “I play a lot of golf and belong to a lot of golf clubs.” His favorite: the members-only Pine Valley Golf Club in New Jersey, which Golf magazine ranked the No. 1 course in the U.S. and the world in 2012, 2015 and 2019. “You can do a lot of bonding on the golf course,” Condello says. “That’s one of my theories. If you screw up on a conversation or you make a mistake, you have the rest of the round. You have to make sure when you’re coming off 18 that you’ve done a good job and that you’ve said everything you wanted to say and repaired anything you might have misspoken about before you get off the 18th green.”

Grooming the Team As Randall Construction continues to expand through acquisitions of smaller companies and expansion into new divisions, Condello’s work centers around conversations. “I’m involved in all the businesses, so I know who’s doing well and who needs help. I have a gut feel for business and for people, so I always know where I need to spend my time.” He has set up a brief weekly check-in meeting with each division’s president. “It’s just 15 minutes, and when they come in, we don’t waste any time talking about the weather or football. It’s just about, ‘How’s your business? What are you doing to make it better? What issue do you have?’ and making sure they’re super-focused to build a great 14 | OCTOBER 2020 | i4Biz.com

company. When they leave, I’m comfortable that they are or I get with them after and schedule another meeting. But I have a timer here set for 15 minutes, and when it goes off, I say, ‘OK, your 15 minutes are up’ because someone else is waiting to come in. “I’m very efficient that way, and they’re efficient. I think it’s good because they know it’s not going to be an hourlong thing, so they show up prepared with information and it’s very focused.” Even division leaders who are doing well receive intensive coaching, Condello says. “I’m still asking them, ‘How can you do better, and what’s your vision for the next three months? What three things are you working on to improve your company?’ I’m always keeping with them to make sure nobody gets complacent.” He stays in touch with each division leader throughout the days and weeks through emails, texts, phone calls and in-person visits all around the sprawling 40-acre campus. He considers each division leader an “A player.” “If somebody asks me, ‘How many of your general managers are A players, the best?’ I say ‘Every single one of them.’ They are all A players. If you went around and met all of them, you would agree. If they’re not, I either put the effort into them to make them an A player or I’m very transparent and tell them, ‘You’re not the right fit. You’re not going to make it,’ and I make a change.” Deputizing the division leaders allows Condello time to focus on the big picture. “I still have more bandwidth because they’re running the companies. I’m just making sure they’re doing it properly and professionally, treating people right and doing the right things, and growing each business and staying focused. “Because I treat them well, I think they respect my work ethic and how I mentor them, and the faith I put in them and the opportunity I provide for them. I don’t think they want to let me down.”

There are a lot of very talented people who don’t see themselves as being successful and making a lot of money. They don’t see themselves in a leadership position, and they should. — Jeff Condello

COVER STORY

Doing Things Right Condello sees one of his main roles in life as being a mentor. Over the years, he has helped people inside and outside of the company work through business and personal issues. “I’ve helped people with their marriages, with their businesses, with their kids,” he says. “I always tell everybody, if your intention is to help them, you should tell them exactly what you think. If your intention is to make them feel bad or make yourself feel better, you should keep your mouth shut.” What separates him from other leaders and mentors, he says, is again his style of immersive learning. For 30 years, he and his wife have dedicated four hours a week to Bible study through a church his mother introduced them to out of Houston. He points out the distinction between religion and spirituality. “We take notes and we really understand the spiritual life and why we’re here and what we’re doing, and why we should be acting and how we should be acting,” he says. “I take all that training and information and I use that

in my daily business life and personal life. It’s the most important thing we do.” Leaders need to make their decisions based on what’s the right thing to do, Condello says. “Not how much money it will cost the company, not what someone else will think, not what can I get away with or whether it will benefit the company. Just what’s the right thing to do. I can make a lot of decisions all day every day in a short amount of time because my criteria’s very simple.” Mentoring at work, to him, means living out what he calls his favorite expression: holding people accountable for excellence every day. “Not just every day,” he says, “but every minute of every day. If somebody sends an email I don’t think is professional, and it could just be a couple of words, I respond just to that person and say, ‘Hey, in the future, consider this’ or ‘I think you could’ve said this better in this way.’ “That’s what lacking in businesses. People don’t receive training. They don’t get told a better way to do things. That’s the problem in a lot of big companies. I tell people when I hire them, ‘If you’re working here and you’re making Randall a million dollars a year but you’re not

doing it professionally and with integrity, you’re not staying here.’ It’s not about the money. It’s about being the right person and doing things right.”

The Randall Academy It’s taken Condello a lifetime of learning to get where he is today, and he’s passionate about making sure future generations get a chance to build the kind of future he has carved out for himself. With this in mind, he launched the Randall Academy in partnership with Orange County Public Schools and the City of Apopka. The plan was in limbo over the summer while the world waited to see whether in-person learning would continue during the COVID-19 pandemic. In the end, the pilot program received a green light. Today, 10 high school students spend about half of their time on academics and the other half on learning trades at the Randall campus — everything from manufacturing to construction to accounting and human resources. “I’ve been passionate about doing something for kids,” Condello says. “It’s my view that a lot of kids don’t need to go to college and don’t want to go to i4Biz.com | OCTOBER 2020 | 15

COVER STORY

My vision in my everyday leadership is to maximize everybody’s potential and maximize the resources in the company and get the most out of everybody and everything that we can. — Jeff Condello

college, and they get peer-pressured and go. They don’t do well and they leave after two years, and now they’ve failed. They shouldn’t have gone in the first place and never wanted to go. A lot of them could do what I did: learn a trade, learn a skill, go to work and build their career and life that way.” Condello enlisted 10 Randall employees to mentor the students for 20 minutes every week, just as he does with his division leaders. He met with the employees in a conference room and led them through role-playing to get them comfortable as mentors. “The idea was to make it fun and get them more comfortable with what to say and what not to say, and how to treat these kids,” he says. Condello wants to see the program grow to include more than 100 students a year. “We want to maximize it, so if there are kids who are interested in it and OCPS is on board with it, then we would take as many kids as they would want to give us. I bought the building in the back and we renovated it and made it a school for them.” Randall Construction has absorbed the entire cost of the program. One of the benefits for the community is that this kind of vocational education can help fill a pipeline of much-needed workers for Central Florida businesses while making a difference in the lives of students and setting them up for success. But Condello is adamant 16 | OCTOBER 2020 | i4Biz.com

about why he has pushed to create the Randall Academy. “Our vision is not to find workers for Randall,” he says. “Our vision is to impact the kids.”

Continued Excellence Condello’s passion for mentorship and excellence extends to another group of people at Randall: women. In traditionally male industries like construction and manufacturing, women face an extra challenge in developing as leaders, and Condello offers them opportunities and words of encouragement. Three of the seven executive leadership team members mentioned on the Randall website are women, including the chief financial officer. “There are a lot of really strong women out there,” he says. “We’ve proven that at Randall. We’ve given women a lot of chances to step up, and they’ve taken the opportunity and run with it. We’ve helped a lot of women do more than they thought they could do. “One of the things we do at Randall that separates us as a company is we push people out of their comfort zone. We push them to do more and to get the most out of their God-given skills. There are a lot of very talented people who don’t see themselves as being successful and making a lot of money. They don’t see themselves in a leadership position, and they should. We’ve helped people get there — women and men.”

Condello and Randall Construction show no signs of slowing down. The latest acquisition involves something outside of construction and manufacturing: MySmartQuote. com, an insurance shopping website, which interested Condello because it looked like a good investment. When asked about his goals for Randall Construction and all of its divisions for the next three years, the answer can be summed up in one word: excellence. “I really don’t have goals,” he says. “My vision in my everyday leadership is to maximize everybody’s potential and maximize the resources in the company and get the most out of everybody and everything that we can. If we do that, then for me that will be good enough. I’m not looking to do a billion dollars or $500 million or any specific dollar amount, but I am looking to maximize all of our resources, potential and talent. That will be worth a lot.” And he plans to be doing what he’s doing for many years to come: “I don’t plan on retiring ever. I don’t think we have the right. God gives us a lot of talent, and I’m obligated, we should all be obligated, to get the most out of our skills and talent to impact others and be a positive influence on people — until God tells me to go sit on the porch and don’t hurt anybody. That’s what I plan to do.” P

MANUFACTURING

ESSENTIAL PARTS Collins Manufacturing Partners Continue to Pivot

By Meaghan Branham Photography by Julie Fletcher

ASA’s Mars Exploration Rovers, AirTran Airway's first-ever reinforced cockpit doors after the terrorist attacks of 9/11, and projects miles under the ocean floor. It might be easier to ask what industry Collins Manufacturing hasn’t had a hand in. For more than 25 years, Founder John Collins and President Jim Whittaker have led the Apopka manufacturer in crafting essential pieces of land, sky and sea. Now they’re keeping the world moving in fresh ways as it faces new challenges, including those created by the COVID-19 pandemic. F

i4Biz.com | OCTOBER 2020 | 17

MANUFACTURING

President Jim Whittaker and Founder John Collins

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MANUFACTURING When he was just 22 years old, Collins started in the manufacturing industry in Central Florida, learning how to make machine parts with several companies throughout the region. In 1995, with 20 years of experience under his belt and a recently acquired loan for equipment, he founded Collins Manufacturing. But it’s true what they say: Luck is what happens when preparation meets opportunity, and it was a lucky meeting that would bring Jim Whittaker on board.

Steering the Company “I met Jim when he was working behind a bar,” Collins said. At the time, Whittaker was working on his master’s degree at Stetson University and studying for the CPA exam, and Collins was in the stages of planning his entrepreneurial endeavor. “Within a week or so, he and I had struck up a relationship,” Collins said. They agreed that when Whittaker finished school and Collins was ready to take him on board, Whittaker would join the team. Whittaker worked at another manufacturing company for more than a year, learning the industry, before that plan came to fruition. “Jim called me one day and said, ‘My company wants to send me to the Midwest. Are you ready for me to come on board?’” Collins recalled. Collins knew that having Whittaker on board as the accountant “would allow me to better do my job — which was to take care of customers and do my work. Lo and behold, he took a real interest in the company.”

That was in 1997, and Whittaker would eventually become president of Collins Manufacturing, solidifying a partnership that has allowed both men and the company to grow. When Collins was diagnosed in 2013 with amyotrophic lateral sclerosis or ALS, commonly known as Lou Gehrig’s disease, Whittaker stepped up to support his friend and lead the company.

Collins said. “We are an essential part of essential businesses.”

Today, with Collins technically retired, Whittaker oversees the day-to-day operations. The two are still equally invested partners, making decisions together to steer the company into the future.

“As some industries shut down, other industries popped up and some industries got busier,” Whittaker said. At the beginning of the crisis, for instance, Collins Manufacturing was a part of the first national push to produce ventilators. Other previous work the company had done with the medical sector took on new potential.

New Directions In its 67,000-square-foot facility, Collins’ computer numerical control (CNC) manufacturing model allows the company to create everything from full products to components for industries that range from energy to military. The model includes closed machines for a safer environment, more efficiency and better pricing for customers, Whittaker said. “There’s also the repeatability, where each part can be made consistently each time. These five-, seven-, sometimes nine-axis machines allow us to tackle much more complex parts. This allows us to be more competitive with international markets.” With accolades including CenturyLink Innovative Business of the Year, Teledyne Supplier of the Year and Orlando Business Journal Golden 100 Top Privately Held Companies, Collins Manufacturing has proved to be a worthy competitor. “We were also proud to be chosen Lockheed Martin’s Small Business of the Year,”

DURING THE COVID-19 PANDEMIC, “ESSENTIAL” HAS TAKEN ON A WHOLE NEW MEANING.

“We already were making a product used to test blood, which is now being used to test COVID-19 patients’ blood,” Whittaker said. “That has been ramped up by around 200 percent.” Some of the company’s work is less obvious but still vital. Take the “born-on date” on food at the grocery store. One of the company’s customers stamps those dates onto products before they go out. “As more food was on its way to grocery stores, there was a need for more of the dating equipment,” Whittaker said. “We got ramped up probably about 40 percent in that industry.” And as people on furlough or without employment start their own business ventures, they are turning to Collins Manufacturing for the parts they need. “In the past six months, we’ve seen more new people coming to us than we’ve seen in the last few years combined.” P i4Biz.com | OCTOBER 2020 | 19

MANUFACTURING

Classic Creating a

By Meaghan Branham Photography courtesy of Revology

Revology Cars Combine Character, Craftsmanship and Cool

he 1960s has come to be known as a decade of radical change and timeless style. In the world of cars, that decade is synonymous with the introduction of one of the most recognizable models in history: the Ford Mustang. From the first incarnation in 1965, kicking off the “pony car” phenomenon, it has represented a time and energy that can’t be replaced.

“It was the last era of pure automotive expression,” said Tom Scarpello, founder and “chief Revologist” at Revology Cars in Orlando. Scarpello and his team are weaving that expression into their products with “restomods,” restored versions of classic vehicles offering iconic style with modern technology and comfort, all to answer the question, “How would Ford bring the original Mustang into today’s market?”

The First Car “My first car was a ’65 Mustang, and I learned a lot from owning that car,” Scarpello said. There were other cars in the years that followed, of course. With more than 32 years of experience in the automotive industry, including his time as leader of the special vehicle team at Ford, you could say he had an affinity for them. But it was a reunion with the Mustang 10 years later that would spark an idea.

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“My sort of ‘romantic’ memory of that first car was totally shattered when I bought my ’66 Mustang a decade later,” he said. “It really illustrated to me how much my expectation had changed, so I started to tinker with upgrading. Back then it was considered sacrilegious to modify a classic car in that manner. People were more interested in preserving originality.”

MANUFACTURING

Scarpello shelved the idea. But over the next 10 years, the market shifted, he said. “I noticed there was a desire for those classic cars to function more like the cars we’re used to driving every day now.”

Getting Started The business plan would unfold in phases. “I’m not a born entrepreneur,” Scarpello said. “But I spent a lot of years in the corporate world, and I learned a lot. I always hoped to apply that knowledge and create something of my own in this industry that I’m so committed to.

“I knew it was ambitious and complex. I knew I couldn’t forecast every possible scenario that might occur, so we figured it would be in phases.” After each phase they would evaluate and move to the next, if it seemed viable. Phase 1? The plan. Phase 2? A concept vehicle. With his wife, Yoshi Amano, who serves as director of marketing and sales, they brought on two other members of the team: one a man with years of experience restoring top-shelf cars, and another a younger man who was a General Motors tech and was upto-date on the latest technology. After the first car was completed, they took it on the road in 2015 to a car show on Amelia Island. “The response was great,” Scarpello said. “We started getting calls from all around the world.” With only four people in a 1,200-squarefoot shop, it seemed that Phase 2 might be just the beginning.

Crafting the Cars In the company’s fifth year, it’s hard to keep track of what phase Revology might be in now. With 65 builds to date, the company has delivered the dream of the Mustang with the design of a thoroughly modern car underneath it. According to the company’s website, these builds feature a “double-wishbone front suspension, precise rack-and-pinion steering, confidence-inspiring four-wheel disc brakes, and a powerful and efficient V8 engine.” Each vehicle is produced with as much care as the company’s first, although the

team and the workspace have grown. The assembly line Ford is so famous for has a place at Revology, but it, too, has been customized for a better fit. The problem with that highly automated assembly line, Scarpello explained, is “you need to be able to sell hundreds of thousands of vehicles to make it work.” For Revology’s highly targeted and specific segment of the market, a manual approach makes more sense — both for quantity and quality.

“We take the idea of moving it from station to station, rather than having one individual do everything on the car. That’s like asking one person to be an expert in a million things,” he said. “It’s just not feasible, even with a million hours of practice.” At each station, the specialist can fine-tune the part — whether that be the engine, the paint, the upholstery — and move it along to the next, crafting a final product that is more than even the sum of its parts. “In other bigger assembly lines, you can make hundreds of seats per day with robots,” Amano said. “Here, we have three talented upholstery technicians who can take these patterns and sew them together in a very precise way. It’s all very specialized.”

The Next Phase In September 2020, Revology announced it would be assembling in-house the new, 100% steel unibodies that sit beneath its Mustang and Shelby GT models. This “involves the welding of individual body panels to form a complete vehicle structure, as opposed to the more traditional body-on-frame process,” the company said “This rigid structure is critical given that Revology Mustangs have twice the power of the originals and suspension systems that generate far more grip and lateral g-forces.” Like its products, Revology continues to combine the best of the past and the future, creating something entirely unique in the process. P i4Biz.com | OCTOBER 2020 | 21

MANUFACTURING

FROM

OFF-ROAD ELECTRIC TO

E.C.D. Automotive Design Brings Fun to Sustainability By Meaghan Branham Photography by Julie Fletcher

E WHY DOES IT HAVE TO BE A BAD EXPERIENCE?’ IT’S AS SIMPLE AS TREATING PEOPLE IN A WAY WHERE YOU HOLD THEIR HAND, EDUCATE THEM ABOUT THESE COMPONENTS AND MAKE THEIR EXPERIENCE A GREAT ONE. — Scott Wallace

22 | OCTOBER 2020 | i4Biz.com

lectric vehicle sales will rise from 2.5 million this year to 31.1 million by 2030, about a third of the market share from new car sales, according to a July 2020 research report by global professional services firm Deloitte. As emissions regulations tighten around the world, green and eco-friendly living becomes more necessary, and electric cars become more widely available, it’s no surprise that the electric vehicle is staying in the spotlight. Manufacturers around the world are adapting. E.C.D. Automotive Design in Kissimmee, which specializes in restored custom Defenders and Land Rovers, is carving out its own niche with its latest announcement: the first electric Defender in the U.S. with a Tesla drivetrain.

The Beginning E.C.D. was founded by Tom Humble, Elliot Humble and Scott Wallace. The three grew up in England, just 40 miles from the Lode Lane Factory where Land Rover Defenders were famously produced. Their fond memories of driving through neighbors’ farms, over pastures and down hills in the English countryside would eventually inspire them to start their entrepreneurial venture. One night, as Wallace tells it, the three were having a few beers. “Tom showed up in a Defender, and we all just started talking about our passion for the cars,” Wallace said. Suddenly they were wondering, how would a restored classic British agricultural vehicle fare on the market today? A case of beer later, their business idea

MANUFACTURING

Tom Humble, Elliot Humble and Scott Wallace. was off to the races. Within a week, Tom Humble had resigned from his job and Elliot Humble and Wallace had set their own affairs in order to get started. It was time to start living up to what would soon become their slogan “Create it. Build it. Live it.” From an 18,000-square-foot production space in 2013 to 40,000 square feet in 2020, E.C.D. has steadily grown from its home base in Kissimmee. Wallace and Humble credit Central Florida’s consistently pleasant weather, a good network of people and the facility’s proximity to Orlando International Airport with contributing to their success by creating ideal conditions for inventory and supply lines.

“ORLANDO ALSO HAS AN INCREDIBLE AMOUNT OF TALENT ACROSS THE AREA AND NEARBY,” WALLACE SAID. “IT’S ALWAYS BEEN HERE, AND NOW WE ARE CALLING UPON IT.” E.C.D. employs more than 50 people, ranging from mechanics to upholsterers, so that each of the bespoke vehicles the company manufactures can be built entirely in-house, from stripping the base vehicle to installing the drivetrain to custom upholstery.

Going Electric In August 2020, it was announced that the company would partner with Electric Classic Cars (ECC), which

specializes in converting classic vehicles to electric, for a new venture. “We’ve seen the trends in changing legislation,” Tom Humble said, “the migration from gas to electric, and how it’s made its way to the luxury market, and we change as those demands change.” The zero-emission vehicle is compliant in all 50 states, and an August press release from the company revealed that the vehicles also feature downhill assist and traction control, an anti-lock braking system, regenerative braking and a fully upgraded driveline to cope with the power. With the ability to go from 0 to 60 miles per hour in less than five seconds at 450 brake horsepower (bhp), and even in the three-second range at 600 bhp, the electric option keeps all the fun of the classic but with no guilt for eco-conscious buyers.

Making It Fun The Tesla drivetrain is just the latest in a legacy of giving the company’s audience exactly what it’s looking for, with the same charm and character of the cars the company builds.

brought elements in from other industries that we’ve been a part of — hospitality, leisure and retail — to ask, ‘Why does it have to be a bad experience?’ It’s as simple as treating people in a way where you hold their hand, educate them about these components and make their experience a great one.”

“I don’t think the automotive industry is particularly customerfocused,” Wallace said. “I don’t think it ever has been. In the past, I don’t think buying a car has been a particularly pleasant experience. One of the things we got right, even years ago when we first started, was that we were selling the experience of creating a vehicle unique to you with our support. We

Throughout the process of completing the car and even after, E.C.D. offers guidance for design choices, mechanical advice and staff on call 24 hours a day to answer customer questions. At the end of the day, Humble and Wallace agreed, E.C.D. wants to pay homage to the spirit of its products. From designing to driving, E.C.D. is recapturing all the fun they felt as kids themselves of exploring the world in these “toys” — while proving that sustainability doesn’t have to mean sacrifice. P i4Biz.com | OCTOBER 2020 | 23

MANUFACTURING

Proactive Cybersecurity Cancer Treatment Manufacturer .decimal Focuses on What Matters

ith continuous advancements in operational efficiency due to cloud technology, it’s no surprise that the manufacturing industry is one of the most targeted when it comes to cyberattacks. Manufacturers have vital information regarding their products, processes and technology that give them a competitive advantage in their marketplace. That type of information is the perfect target for cyber criminals. Once hackers get ahold of your proprietary information, it’s not uncommon for them to “ransom” that information back to you. Businesses, eager to keep their competitive advantage private, will be left with a decision to make.

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By Davia Moss Photography by Julie Fletcher While the data and intellectual property of a business are valuable, the impact of a cyberthreat can expand far beyond a profit-and-loss statement.

infrastructure could cause significant operational losses and delays getting important treatment devices to sick patients in need.

The Need for Security

When most people think of a cybersecurity threat, they may be drawn to movie references where people open an email and their entire computer crashes. However, cyberattacks are not always so visibly destructive in nature.

Sanford-based .decimal is a precision manufacturer of patient-specific custom beam-shaping devices for proton, electron and photon therapies used in the treatment of cancer. Every day, hospitals use .decimal’s treatment devices and software to help fight the disease that kills nearly 10 million people a year. The company’s custom devices require production turnaround in less than 24 hours, so .decimal needs the highest level of support and reliability from its IT systems. Any weakness in its IT

One of the most important assets of a business is its data — its intellectual property. Data breaches like the one at Apple in 2015, when 225,000 iPhone users and their data were held for ransom, happen all the time. In fact, the manufacturing industry accounts for more than one-third of all data breaches in the U.S.

MANUFACTURING

Building Up Defenses Thousands of times per day, automated bots and scanners are looking through the IT infrastructure of websites, trying to identify and exploit weaknesses. It only takes one clicked link or opened email to wreak havoc on a business. “While the war is never over, there are ways to build up your defenses,” said Harry Ellis, president of Next Horizon, a technology company based in Sanford that specializes in cybersecurity for small and midsize businesses. Ellis shares these tips: Ɏ Set up a firewall to create a barrier between your data and any outside threats. Ɏ Back up your data as often as you can and use a separate saved location from where your data currently lives. Ɏ Install anti-malware and anti-virus software on all your systems. Ɏ Make sure your office, including home offices, connect to secure, encrypted and hidden Wi-Fi networks. Ɏ Regularly train and update your employees on how to identify phishing attacks and use safe password practices. Ɏ Use multifactor authentication whenever possible. Ɏ Document all cybersecurity policies and make them available to your employees. Make sure the plan includes all mobile devices like phones, wearable

fitness trackers, smartwatches and anything else with wireless capabilities.

Proactivity Companies like .decimal don’t have the luxury of sitting back waiting for their IT network outages to get up and running. They have reallife patients who need their cancer therapy products. As the trend of cyberthreats rose, .decimal took up the challenge to strengthen its security infrastructure in 2012 by engaging with Next Horizon for ongoing IT managed services. Through COVID-19 and millions of potential threats to its infrastructure, .decimal just surpassed 400,000 manufactured treatment devices on August 7, 2020.

Richard Sweat, CEO, and Kevin Erhart, president and CTO

“Our mission is to provide the right part for the right patient at the right time,” said Kevin Erhart, Ph.D., the company’s president and chief technology officer. “With the rapid turnaround we have promised to hundreds of cancer treatment centers around the U.S., it is paramount that our critical infrastructure systems are stable and secure.”

End-to-End Security It’s easy to read a list of cybersecurity best practices with intent. The hard part is following through with that intent, making sure your organization is constantly vigilant to deter imposing threats. With many businesses hit hard by the fallout of the COVID-19 crisis and focusing on revenue right now, it’s important that they not take their eye off security. Doing so could lead to a setback caused by cybercrime. Staying proactive is key. P

Davia Moss is vice president of operations and client services for Next Horizon, a Sanford-based technology company specializing in cybersecurity for small and midsize businesses. Next Horizon offers a complimentary IT security assessment that includes a security risk report, a consolidated security report card and an external vulnerability scan report. Contact her at dmoss@ nexthorizon.net or 407-3289228, Ext. 117. i4Biz.com | OCTOBER 2020 | 25

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CONGRATULATIONS TO

LEADERSHIP ORLANDO CLASS 98

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Team Building at Disney’s Animal Kingdom® Theme Park Members of Leadership Orlando Class 98 see the global impact of philanthropy in Central Florida. Dr. Sheila Amin Gutierrez de Piñeres Dean, Burnett Honors College University of Central Florida

@LeadershipORL #LO98

Ana-Klara Anderson Director, Legal & Business Aﬀairs Universal Parks & Resorts

Nick Anderson Director of Sales Four Seasons Resort Orlando

Cynthia Barnes Quality Assurance Manager Goodwill Industries of Central Florida, Inc.

Matt Beardman Director of Accounting & Payroll Massey Services, Inc.

Michelle Bilsky Director of Human Resources Orlando Lutheran Towers

John Blanchard Executive Vice President FINFROCK

Aaron Bottenhorn Director, Asset Strategy Orlando Health

Jonathan Box Sales Director Coca-Cola Beverages - Florida

Judy Busto Investment Properties Controller Emerson International, Inc.

David Caesar Business Management - BVCC Walt Disney Parks & Resorts

Thomas Capone Vice President of Business Development Concepta Technologies

Ginny Childs Managing Partner, Orlando Oﬃce Akerman LLP

Dr. Cheryl Cicotti Assoc. Vice President, School of Business, Health & Public Safety Seminole State College of Florida

Karen Cochran Sr. Assoc. Vice President of Advancement UCF Foundation

Meghan Curren Director of Community Relations AdventHealth

Eugene Damaso Design Leader RLF Architecture, Engineering, Interiors

Ekta Desai Assoc. Principal/ Design Lead SchenkelShultz Architecture, Inc.

Nathan Ducote Sr. Project Manager Coastal Construction Group

Bonita Dukes Assoc. Vice President for Facilities Management Stetson University

Erica Ettori Director, Communications Walt Disney Parks & Resorts

Casey Fernandez Client Executive Hylant

Frank Fontneau Principal RVR Consulting Group

Sheena Fowler Vice President of Innovation Orlando Economic Partnership

Dr. William Gamble Deputy Chief of Staﬀ Orlando VA Medical Center

Kris Gault-Lewis Director of Sales/ Corporate Partnerships Dr. Phillips Center for the Performing Arts

Mick Golson COO Engineering & Computer Simulations

Bud Hanson Executive Director, Professional & Corporate Education Stetson University

Malika Harrison Director of Social Responsibility Orlando Magic

Diana Hershner Purchasing Manager Greater Orlando Aviation Authority

Regina Hill Commissioner, District 5 City of Orlando

Zach Hoover Manager, State/Federal Government Aﬀairs & Public Policy Orlando Health

Drew Horn Director of Estimating KMI International

Margaret Jarrell-Cole Assoc. Vice President for Director Support Organizations University of Central Florida

Shane Jewell Executive Director Orlando Ballet

Mandie Jones Government Relations Manager AdventHealth

Christina Kennedy Senior Counsel Foley & Lardner LLP

Jake Kirchner Division Vice President, Planning and Development HCA North Florida

John Kiriazes Exploration Research & Technology Programs Kennedy Space Center

Kimberly Kiss President/Managing Partner Kimberly Kiss Law, P.A.

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Jason Leary Network Engineer TMC Design Corporation

Bruce Lower Associate Attorney Greenberg Traurig, LLP

Edgar Madrigal Vice President, Due Diligence CNL Financial Group

LaCresha Martin Manager, IT Business Partnership & Outreach Lockheed Martin Missiles & Fire Control

Jason Middleton Director, Human Resources Reedy Creek Improvement District

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Taci Montoya Assistant Unit Controller Centerplate

Mark Novak President Kavon Consulting

Randy Nunley Sr. Internal Auditor Greater Orlando Aviation Authority

Amanda Ornelas COO Orlando Regional Realtor Association

John Owen Director of Research & Engineering Naval Air Warfare Center Training Systems Division

Mike Provenzale Shareholder Lowndes

Kelly Quintero Director of Advocacy & Government Relations Second Harvest Food Bank of Central Florida

Elliot Ramey Deputy Director Air Force Agency for Modeling & Simulation

Mallory Reed Senior Consultant, Value Based Care Strategy Orlando Health

Dave Riccardi Vice President, Middle Market Relationship Manager Fifth Third Bank

Scott Richards Attorney Carlton Fields

Ben Robinson Partner Holland & Knight LLP

Kevin Robinson Shareholder Zimmerman Kiser Sutcliﬀe (ZKS)

Shelley Rodgers Vice President of Development Orlando Science Center

Abby Shackelford Business Development Director Edible Education Experience

Karen Skyers Director, State Government Aﬀairs (FL) Charter Communications

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Derek Smith Art Director Clear Channel Outdoor

Caleb Solley Principal CliftonLarsonAllen LLP

Derek Strickland Founder, CEO, CTO Nascent Corporation

Thali Sugisawa Business Manager Orange County Arts & Cultural Aﬀairs

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Cory Taylor AST, Aerospace Ev Control Techniques Kennedy Space Center

Dr. Chanda Torres Asst. Vice President, Student Services University of Central Florida

Keila Walker-Denis Asst. Director, Airport Operations Emergency Mgmt. Greater Orlando Aviation Authority

Gary Walsh Director, Sales Support Charter Communications

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COMMUNITY

Events Are on Track at Orange County Convention Center By Diane Sears Photography by Julie Fletcher

ark Tester was excited about starting his new job as executive director at the Orange County Convention Center (OCCC). His plan for the first 60 days was to immerse himself in the operation and determine how the facility operated, how the team provided service to customers, and what improvements he might be able to make at the helm. That was in February. Within 30 days, that plan came to a halt when conventions, meetings, air travel, hotels and theme parks shut down. The COVID-19 pandemic called for a new plan. “It’s been very hard,” Tester said. “I’ve been here seven months and have not really seen the operation in operation. It changed my strategy from seeing how we operated to figuring out how we’re going to recover — and certainly how to get our arms around a very different financial situation we’re facing along with everyone in our industry.”

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Tester’s whole career — and, in fact, his whole life — has prepared him for this challenge. He previously held leadership positions at the convention centers in Austin and Chicago. The son of a man who worked in destination marketing organizations and ran association conventions, Tester grew up traveling to event venues with his family and decided to follow in his dad’s footsteps. His father passed away in 2015 and would have been especially proud to see his son leading one of the largest and most state-of-theart facilities in the world — especially through a global emergency. “There’s a variety of different things that can happen that put you in a situation where you’ve got to quickly and maybe under stress make decisions that will help the organization move forward,” Tester said. “You’ve got to figure out how you’re going to react and get to it.” Tester and his team came up with a three-pronged approach for handling the recovery phase. The first step was to

understand the guidelines. What would recovery look like? How would OCCC modify its operations? The team looked at how to limit the capacity in meeting rooms and ballrooms by 50%, set up one-way aisles, and split groups in two so half could attend educational sessions while the other half walked through the exhibit hall. The second step was to obtain a third-party validation on cleaning, disinfecting and disease prevention through the International Sanitary Supply Association (ISSA) and its Global Biorisk Advisory Council (GBAC). The convention center was one of the first in its industry to receive the GBAC STAR Facility Accreditation. The third step was collaborating with Visit Orlando and Orlando Health to offer a “medical concierge program,” the first of its kind in the industry. The initiative involves working with customer organizations to develop a customized health plan based on their unique needs.

COMMUNITY

STAYING OPEN FOR BUSINESS This includes working out the details of personal protective equipment (PPE), marketing messages, temperature check stations, and 24/7 virtual visits for any guest who isn’t feeling well and wants to speak with a physician. During this trying year, Tester and his team have discovered that with preparation, proactive strategies and a positive outlook, OCCC has been able to hold events safely and plan for new ones. These events might look different than they did in 2019, but they’re still effective. The convention center has introduced a very different marketing campaign with a new tagline: “Meeting Safely Today for a Stronger Tomorrow.” In its first large event since the pandemic outbreak, the convention center welcomed the American Athletic Union (AAU) Junior National Volleyball Championships, which brought almost 10,000 student athletes, chaperones and coaches to Orlando in July. The event was a fraction of its original planned size but held in the same amount of space to allow for maximum physical distancing. Only the athletes, coaches and chaperones were allowed inside the convention center. Parents had to watch the games on TV.

“THE INDUSTRY HAS HAD ITS BIGGEST BLOW, BUT WE’LL BE BACK.” — Mark Tester

The convention center was scrubbed down and ready for the event. Each person entered from one side of the building and went through a temperature screening. Everyone wore a mask indoors except players actively engaged in a game. Balls and masks were cleaned between matches. Everyone left the building from the other side of the facility so they did not cross paths with people entering. Other events have included the Florida Wedding Expo, which attracted 1,200 brides-to-be, and the Together Again Expo, which brought in 1,400

event planners in person and another 8,000 virtually in a trend Tester said will be around for a while to come. He anticipates many of the events booked for 2021 will be hybrids of both in-person and virtual attendance. OCCC is looking to bring in other smaller local events that otherwise wouldn’t have been able to get space at the facility because of its popularity as an international conference destination. New markets include arts and cultural groups, weddings and corporate business. It is also pushing ahead with bigger events and their new needs. Those booked way in advance for 2021 are pivoting and offering hybrid conventions for virtual and in-person meetings. The center plans to launch its new virtual studio this winter. “We’ve been very consistent and proactive in portraying ourselves as optimistic for the future of our industry,” Tester said. “Now that we’re open and ready to host events, we want the word to be out and we want it to be positive. Orlando has a lot of advantages with our reputation as a very clean city, with a clean airport. Our theme parks have always led the league in cleanliness, and the fact that they’re back open has helped.” P i4Biz.com | OCTOBER 2020 | 31

EXECUTIVE SPOTLIGHT

Matt Armstrong

Partner, Corporate, M&A and Securities

Nelson Mullins Riley & Scarborough LLP

Professionally, one of the most important things I do, if not the most important, is to make my clients’ objectives my own, and to make sure everything gets done. — Matt Armstrong

Blending Business and Law By Meaghan Branham

rowing up on the Space Coast, sharing a last name with the first man to walk on the moon, it’s easy to understand why Matt Armstrong would have had some celestial dreams of his own. Lucky for his clients, he took a different kind of leap in his time at the University of Florida — one that launched him into business and student government. “Pursuing corporate law felt like a natural marriage of two things I was very interested in.” Drawn to the entrepreneurial culture of Nelson Mullins Riley & Scarborough LLP, he now works there as a partner specializing in mergers and acquisitions, private investments and securities transactions, and corporate

32 | OCTOBER 2020 | i4Biz.com

representation. His days are spent “on a mixture of equity capital fundraising projects, M&A transactions on behalf of clients (both strategic acquisitions and sellside), and work as outside general counsel for corporate clients.” Almost 15 years into his law career, his busy days still wind down for Armstrong with the most important part of his life: family. “Making the best life possible for them is the biggest driver in my life,” he said. “Professionally, one of the most important things I do — if not the most important — is to make my clients’ objectives my own, and to make sure everything gets done. Keeping that focus makes it much easier to get out of bed in the morning and go to work.” T

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YOUNG PROFESSIONALS

A Passion for Communication By Meaghan Branham

nglish music composer John Powell once said, “Communication works for those who work at it.” Powell’s words ring true still, but with so many other things on the to-do list, busy CEOs often find that perfecting communication takes a back seat. Junior Smizmaul, founder and CEO of Voxtell, knows the high cost in the long run of cutting corners on communication, especially in a year when remote work and telecommuting are part of the new normal. With Voxtell, he has created a business phone service and resource center that lives up to its ideals of what communication should be: simple, powerful and reliable. Growing up in Brazil, Smizmaul had two dreams for his future. The first: to be a professional surfer. “Once I realized that it probably wasn’t going to happen,” Smizmaul laughed, “I moved to option 2: starting my own business.” He moved from Brazil to the United States to attend the University of Central Florida (UCF), where his studies of both business and English merged to create a passion for empowering communication. “I’d always been interested in technology my whole life, so I started by working for a telecommunications company,” he said. “While I was there, I heard the same complaint every day: The customer service was always terrible, and the company treated its clients like a number.” So he created his own company, and he has grown Voxtell into a recognizable name, helping thousands of clients manage communication within their teams and with their clients, all while offering personalized services, products and support. Voxtell’s product offerings range from service business phone services and a cloud contact center to virtual fax, managed IT solutions and video meeting platforms. Both at work and away from it, Smizmaul knows that communicating clearly with others requires first getting to know yourself well, and he spends his time doing just that by meditating, working out, learning new things and spending time with the most important people in his life. But it’s ultimately his daughter he credits with keeping him focused on being the best he can be: “Making sure she has a smile on her face before bed is what matters every day.” P

34 | OCTOBER 2020 | i4Biz.com

JUNIOR SMIZMAUL Founder and CEO Voxtell

I wanted to help the small business that wanted the quality service of a corporation, but without the corporation price. — Junior Smizmaul

By Meaghan Branham

YOUNG PROFESSIONALS

ALE XIS COLE Senior Account Executive

DANIELA PEREZ Senior Account Executive

Kolter Solutions

I am constantly trying to come up with creative ideas to improve our team and help our internal employees and clients be more successful.

I knew I had found something I loved, the perfect combination of helping others and using my soft skills to be successful.

Team Spirit

Focus on Goals

— Alexis Cole

hen Alexis Cole went to Dexter’s in Winter Park one night a few years ago, she didn’t know she would stumble upon a lightbulb moment for her career. Roger Whiteman, president of Kolter Solutions, occasionally played at the restaurant with his band, and Cole was struck by the support system around him. “It was a Saturday night, and the entire Kolter team was there cheering him and his band on,” she said. “I knew in that moment it was more than just a company. It was a family, and I wanted to be a part of it.” She joined the team as a recruiter before moving into her current role as senior account executive for the staffing solutions firm. An avid reader and writer, Cole puts her creativity to good use whether she’s managing existing accounts or developing new relationships, and it’s cultivated by that same sense of camaraderie she felt that Saturday night in Winter Park. Outside of work, she is an integral part of other teams as well. “I volunteer on several committees such as the Orlando Science Center’s Young Professionals Board and the Society of Information Management’s Central Florida Chapter.” She helps raise money for several causes, inspiring others, like her, to get more involved in the community. P

— Daniela Perez

aniela Perez said it was "humbling" to arrive in the United States from Venezuela. “To see your parents give up everything to give you a better life, to provide you with a future that wasn’t always possible, that right there inspires me to always be better and do better.” Perez, a senior account executive at staffing solutions firm Kolter Solutions, has carried this with her into her work with her clients and the firm, even in the face of sometimes challenging days. From lunch discovery meetings to afternoons full of interviews, prospecting for new clients, and networking with local companies, her perseverance shines through. “I use my failures as teaching moments, pick myself up and move forward toward my goals,” she said. “And there is an immense sense of accomplishment in achieving them that is unlike any other feeling.” At Kolter, she has found a perfect fit for furthering that ambition. From the first conversation with the firm’s president, Roger Whiteman, and Tracy Dickerhoff, senior managing partner, “I knew that they had something very special at Kolter Solutions. They were the perfect combination of passion, professionalism and hard work — a true family that would support and value what I was bringing to the table.” P

i4Biz.com | OCTOBER 2020 | 35

UP CLOSE

LaShawndaJackson With

By Meaghan Branham

The new president of the Orange County Bar Association, LaShawnda Jackson, has been practicing in the areas of casualty and product liability at RumbergerKirk since 2002, often working with manufacturers. But her story started long before then. Growing up in the projects, Jackson didn’t have access to professional role models, but she did have three teachers advocating for her every step of the way: Evelyn Scott, Betty Ryland and Sherry Johnson. She might have become a teacher, Jackson said, if it weren’t for Mrs. Johnson’s 11th grade American government class, where she joined a mock trial competition team. “I traveled around Brevard County competing against other high school students arguing cases in front of real judges,” Jackson said. “One of those judges nicknamed me ‘Bullets’ because of how I fired out cross-examination questions. He told me I should go to law school. Based on my background, I had never envisioned myself as a lawyer. But here was a real-life judge who thought I had the talent to become one, and I became determined to do so.” The nickname and the advice stuck, and more than two decades later Jackson has continued to learn and teach, to give back with gratitude both professionally and personally. Here, she talks to i4 Business about her love for law, advice for clients, community work and what it meant to be named the first African American president of the OCBA in June 2020. You’ve served in various roles for the OCBA over the past 16 years. What have you learned in your time there? How has it helped you and informed your work?

In the 16 years that I’ve been involved with the OCBA, I’ve learned that although there are a lot of negative feelings toward lawyers, the OCBA is made up of a diverse group of lawyers who truly care about giving back to each other and our community. We are a bar of volunteers, and many have demanding practices. Yet we volunteer countless hours to mentor law students and young lawyers, to provide pro bono or free legal services and to help each other become better lawyers. The OCBA has provided me, and others, with the opportunity to hone leadership skills, networking opportunities to build law practices and a platform to learn from each other. I’ve learned many litigation tactics from members of the bar and have implemented some of their strategies for pitching clients for new or expanded business.

You’ve mentioned how the OCBA is an essential link to resources and information in the Ninth Judicial Circuit. How do you hope to strengthen that link?

The OCBA has always been at the forefront of providing resources to the legal community. My goal is to strengthen that link by also providing resources to the general Central Florida community. My first step in doing this was creating the OCBA’s first community service committee. Through this committee, we hope to provide valuable resources to citizens about the law and the legal system. In the coming months, we will release free educational videos to the public about the importance of health care directives, powers of attorney, living wills and other important legal

documents. We also hope to hold a community fair in the spring where we will provide free legal services in drafting some of these important documents for members of the community.

What does it mean to you to be the first African American president of the Orange County Bar Association?

I am proud to be the first Black president of the OCBA. But more important to me than being the first is to make sure I am not the last. I see my role as paving the way for others who look like me to have the same opportunity I had. I hope I’ve shown them that through hard work and dedication, any perceived ceiling can be broken and any goal can be achieved. I hope my presidency serves as an inspiration for others who look like me to take leadership roles in organizations.

Why were you drawn to your casualty and product liability litigation practice at RumbergerKirk? What does this kind of litigation entail?

When it comes to the practice of law, all I ever wanted to do was litigate. I took every class I came across with “litigation” in the title, including a business litigation class in high school and criminal justice classes in college. Two of my favorite law school classes were torts liability and products liability. Both involved claims where people allege they or their property were injured through the wrongful action of another individual or entity, such as in a car accident or a slip-and-fall, or by an alleged defective product. These classes fascinated me, and I would sit behind the law school cafeteria arguing the cases with fellow classmates. Upon graduation, I was thrilled to get an opportunity to work at a firm known for its product i4Biz.com | OCTOBER 2020 | 37

UP CLOSE

liability and other litigation practices. There I had the honor of representing manufacturers, businesses, organizations and individuals in casualty and product liability cases. These types of cases entail diving into medical records to understand the nature of injuries, taking depositions, consulting with experts, and preparing for and participating in trial. Sometimes the case also involves getting a random call to show up at an accident scene to be a part of the initial investigation. As a result, I often have steel-toed boots, a tape measure and a safety vest in the trunk of my car. With regard to the product liability cases, I particularly enjoy talking with engineers and other experts and learning how and why a product was designed a certain way.

What are some of your clients’ top concerns?

In light of the pandemic, clients are concerned about the stability of their businesses, the safety of their workforce and whether they will survive these unprecedented times. Interestingly, some clients are also concerned about what stance, if any, they should take in the wake of the social unrest and the fight for racial equality throughout the country. These clients recognize that many of their own customers are being affected by this movement and the customers want to hear where these clients stand. 38 | OCTOBER 2020 | i4Biz.com

Do you work with manufacturers often? If so, what kind of advice or guidance would you offer based on your work?

I have worked with manufacturers quite a bit over my 18 years of practice, including those who design and manufacture automobiles, motorcycle equipment, tools, forklifts, machines, appliances and other products. I would advise them to continue being creative and innovative with technology within their products, as well as in the design and manufacturing process. With the pandemic, more people have shifted to the use of technology for their work and daily lives. Now that they have come to adopt these new technologies in their lives, they will come to expect and desire more technologically savvy products. There are also those who care about the environment, and the use of design and manufacturing technology that creates efficiency and eliminates unnecessary waste will be appealing to many buyers.

How did you get involved with the Junior League of Greater Orlando’s MAGIC (Mentoring Adolescent Girls to Inspire Change) program? What has that work meant to you? Many years ago, a co-worker asked me to speak to a group of girls in the juvenile justice system as part of the Junior League of Greater Orlando’s MAGIC program, which often has professional women speak to the girls on a variety of topics. I asked what the co-

worker wanted me to speak about, and she simply said, “You could talk about the law, but the girls may benefit more from hearing your life story.” I spoke that night about how I grew up living in the projects, subjected to many of the outside elements the girls were facing as teenagers. However, I decided I wanted to be different and wanted to do better. I explained to them how I refused to allow my past to dictate my future and I was able to work to accomplish something that I couldn’t even envision at an early age. Because of the positive response from the girls, I have been invited back every year to speak as part of the program. It means a lot to me that I have this opportunity to give back to a group of girls who often have no inspiration or hope that they can do better. We talk about their dreams and goals — a conversation that many of them have never had — and how they go about making and achieving those goals. I feel like I am the inspiration to these girls just like my teachers were inspirations to me.

And finally, what is the best piece of advice you’ve ever received?

The best advice I’ve ever received is to never let anyone, especially yourself, stand in the way of achieving your dreams. Oftentimes we doubt who we are, what we can accomplish or even who we could be. But once you get out of your own way, you can accomplish anything. T

Attain new skills.

You’re invited to join the World of Girl Scouts!

JOIN TODAY AT Citrus-GS.org

CINDY LUTRELL GIRL SCOUT LEADER | BOARD MEMBER

“The girls set the goal for what they want to achieve… They set it, figure out how to measure it, how they want to sell. They do customer research, work with the competition, work with the markets. It really is a remarkable exercise.”

BEST PRACTICE

Romaine Seguin is president of UPS Global Freight Forwarding, where she oversees air, ocean and rail freight forwarding, as well as brokerage and supplier management, for the 220 countries and territories UPS serves around the world. She can be reached at rseguin@ups.com.

Supply Chain The days of sourcing in one prominent country have radically shifted. Today, companies are strategically planning or partnering with multiple manufacturing locations. — Romaine Seguin

40 | OCTOBER 2020 | i4Biz.com

GEOGRAPHIC DIVERSIFICATION: A NEW MODEL FOR MANUFACTURING

here do we begin when we ask where manufacturing companies plan to source their products in the coming years? Before the COVID-19 pandemic, there were significant tariff changes in China that started the migration of manufacturing to different Asian countries including Vietnam and Thailand. As the world knows, the medical and financial effects of COVID-19 shut down many manufacturing sites or at best forced them into limited production. To compound matters, shipping capacity dried up when airlines canceled long-haul flights, providing challenges to manufacturers trying to move their products. Many people don’t realize shippers use extra capacity in the cargo areas of commercial planes for transporting goods overseas.

After being in the global pandemic for more than six months, what is the future of where manufacturers will source their products and components? The days of sourcing in one prominent country have radically shifted. Today, companies are strategically planning or partnering with multiple manufacturing locations. One might think this could erode the bottom line, but it shouldn’t. Once you calculate loss of inventory by not switching gears and factor in reduction of transportation costs, relying on another site or additional sites in a multiple sourcing strategy makes sense. I have been bullish on manufacturing site locations in Mexico and Central America for several reasons.

EMPOWER & DEVELOP YOUR MOST SUCCESSFUL TEAM! First, there have been additional tariffs in recent years on many items being imported from China into the United States. These changes resulted in increased taxation on goods and parts by as much as 25% of their value. This put a financial burden on many finished goods. Some companies did not have an option to move manufacturing from China to another location, but many organizations quickly shifted their production to Mexico and other countries.

Bill ‘Roto’ Reuter

Second, when U.S. companies handle manufacturing in Mexico and Central America, it puts leadership much closer to the manufacturing sites, offering more options for managing and supporting operations. The time zones are more conducive for scheduling timely and more frequent calls. And at any time, a company can quickly send in a special project team for needed support. Third, there is a transportation advantage. A company can take a large portion of cost out of moving goods into the United States by having them manufactured closer to home. There is also a ground network that could be an option to supply the distribution locations. This is key, especially considering what we have learned about the lack of airline capacity during the pandemic. Because of the transportation advantage, a business can reduce its inventory days, which adds directly to the bottom line. Fourth, organizations can protect themselves against regional disruptions such as earthquakes or tsunamis by diversifying their manufacturing sites and supply chains. Natural disasters have disrupted manufacturing in the past, some for longer times than others. This is why when one part of the world gets tilted, an organization can still operate. Unfortunately, COVID-19 has closed shipping among all regions. During the pandemic, companies that already had geo-regional manufacturing, who were making their goods closer to home, have been able to stay afloat. When China was closing down at the beginning of the COVID-19 outbreak, production increased in Mexico and Central America — not to the scale of China, but those manufacturers were still making products. Some organizations learned what it would take to scale in this part of the world. It is still too early to tell whether manufacturing for U.S. products will develop on a larger scale in Mexico and Central America. The million-dollar question is when manufacturing will get back to pre-COVID levels. I believe there is a silver lining for sourcing once the world becomes untilted. Manufacturing companies will not be as reliant on one country or geographical area. They are already adopting the model of diversification. When this is fully implemented, these companies will be much more efficient, and the end customer will win with timelines and price. We are probably at least two years from seeing the effects on the streamlining of manufacturing. What will sourcing look like in the fourth quarter of 2022? P

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BEST PRACTICE

Meaghan Branham is the managing editor for i4 Business, where she oversees the company’s digital media strategy, handles client relationship marketing for the print and digital magazines, and serves as one of the publication’s lead writers. A native of Brevard County, she splits her time between Central Florida and Nashville, Tennessee.

Marketing ADOPTING SUSTAINABILITY AND GREEN MARKETING

Sustainability is no longer about doing less harm. It’s about doing more good. — Jochen Zeitz, president, CEO and chairman of Harley-Davidson

42 | OCTOBER 2020 | i4Biz.com

ou may have heard the term “fast fashion” in the past couple of years. Used to describe the trend of inexpensively, often unethically, produced clothing, it has become a buzzword for socially conscious consumers, especially as the environmental impact of mass-producing products to keep up with rapidly changing trends becomes clear. As reported in Business Insider, for example, the U.S. Environmental Protection Agency found that 26 billion pounds of textiles end up in landfills each year. In response, consumer behavior is shifting. A study by Londonbased market research firm Mintel revealed that 68% of consumers ages 16 to 24 say they are trying to make more ethical fashion purchases now than they did in the past 12 months. This shift could mark the beginning of a new era in fashion. It’s just one example of how sustainability is changing the way consumers buy — and will influence the way businesses sell.

What is Sustainability

Sustainability, in its broadest sense, is a movement that protects the natural environment along with human and ecological health. In marketing, the term means promoting products and practices that take into consideration their environmental, social and financial impacts. It

means meeting the needs of buyers now while preserving the world for future generations. Last month, we talked about cause marketing, citing the Cone Cause Evolution Survey’s finding that the number of consumers who say they would switch from one brand to another if the other brand were associated with a good cause has climbed to 87%. Social issues make up a good portion of those causes, but sustainable practices are proving to be just as important to consumers. People are becoming more aware of how and what they consume and the toll it takes on the planet: According to the CGS 2019 Retail and Sustainability Survey by global computergenerated solutions and outsourcing company CGS, more than two-thirds of buyers consider sustainability when making a purchase and are willing to pay more for sustainable products. Global marketing firm Nielsen reports that 73% of consumers say they would definitely or probably change their consumption habits to reduce their impact on the environment.

POSITIONING BRANDS FOR SUCCESS SINCE 2007

Marketing Models

These days, some of the most popular brands are those that prioritize sustainability. Some examples: HelloFresh — The meal kit delivery service touts its environmental impact right on its boxes. Whether you come across an ad on Instagram or a delivery from this company on a neighbor’s doorstep, you immediately know the company has done its best to create less food waste than grocery stores, has a carbon footprint 25% lower than store-bought groceries and practices sustainable sourcing, thanks to a streamlined supply chain and efficient distribution. Patagonia — The activewear brand knows its audience cares about the environment, and the company has done its best to make good on its promise of being “100% for the planet.” The company has taken steps to reduce its carbon footprint and has partnered with grassroots environmental organizations to fund sustainability efforts. Colgate — The toothpaste brand’s turn-off-the-faucet campaign in 2018 showed anyone can make a difference in the strides toward eco-friendly practices. The campaign was part of the company’s effort to conserve water and raise awareness about water scarcity. The company sponsored #RunningDry, following activist and runner Mina Guli running 100 marathons in 100 days to bring attention to the issue across the globe.

How You Can Do It

The process of creating a sustainable brand is not an overnight one, and it doesn’t have to be perfect. Consumers want to know you’re making the effort. You can incorporate sustainability into your existing plan and into your marketing in small but powerful ways including:

WE’VE GOT YOUR SIX Brand Positioning Branding Marketing Strategy Digital & Print Design Environmental Design Public Relations

Partnerships. Partner with local groups and nonprofits that focus on sustainability to volunteer or donate some of your profits from a product, and provide resources for your costumers to learn more about these issues and how they affect local ecosystems. Cleanup events. Beach and roadside cleanups are easy to organize and promote, and they can make for great teambuilding moments and connection with your audience. Green certifications. In almost every industry, there are green certifications available to keep you informed and to reassure your consumers that you are taking steps toward more responsible practices. An environmentally responsible supply chain. Creating this may take a bit of time and research, but you can carefully vet your manufacturers and suppliers to make sure they are doing their part to meet environmental regulations. Don’t overwhelm yourself with changes. Instead, start small and conscientiously, and share your efforts. Your audience will appreciate it and you’ll sleep better knowing you’re building a healthier world for generations to come. P

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BEST PRACTICE

Bill “Roto” Reuter served for nearly 30 years in the U.S. Navy as a test pilot and as commander for its premier training and development organization. He is now the president of R-Squared Solutions, where he facilitates dynamic workshops that empower organizations to reach greater success. He can be reached at roto@r-squaredsolutions.net.

Leadership HOW TO DIAGNOSE AND LEAD THE IDEAL TEAM PLAYER

H There needs to be a clear line of sight between the team member’s job and how it directly affects the company/ organization or, as I call it, leading right into the individual’s cubicle. — Bill “Roto” Reuter

44 | OCTOBER 2020 | i4Biz.com

ave you ever worked with someone who was determined to get things done but often ran over others on the team in the process? How about someone who doesn’t seek the limelight but also never raises a hand to volunteer to help? Or someone who is a hard worker but is putting on an act of being humble and is actually extremely manipulative? In his book The Ideal Team Player, Patrick Lencioni identifies great team members as those who are humble, hungry and smart. The book grew out of the question of what type of person it takes to move a team past a concept he outlined in the book The Five Dysfunctions of a Team and forward to greater cohesion. Here is what he says about the qualities of an ideal team player and how to lead people who need to develop those qualities: Humility: Humility is the most important virtue of the three. Great team players, Lencioni writes, don’t have big egos or

concerns about status. They are quick to point out the contributions of others and generally don’t seek attention for their own. They define success collectively and not individually. People who are not humble are unable to be vulnerable or build trust and are incapable of engaging in honest conflict. Leading toward humility: Leaders must be courageous and tactful when addressing a lack of humility in team members. A deficiency in humility could be an indication of an issue at a deeper level and is normally rooted in insecurity. The fine line between humility and confidence needs to be understood in order to help team members achieve a balance between the two. Getting to the foundational causes of a team member’s insecurity will assist in helping a manager deal with this character trait. Managers could use a personality profile tool to help them take an inventory in order to make sense of the source of the team member’s insecurity.

Using an objective basis to identify humility is important because it’s easy for team members to fake being humble. Team members might outwardly display certain behaviors to project a false image of humility, such as being interested in others and giving praise. Hunger: Hungry people are always looking for more, according to Lencioni. More to do. More to learn. More responsibility. They rarely have to be pushed to work harder because they’re self-motivated and diligent. They’re always thinking about the next step and the next opportunity. People who lack the virtue of hunger won’t achieve results. Leading toward hunger: Trying to encourage hunger in team members isn’t as delicate as trying to develop humility. Lack of hunger can still be a challenging characteristic to develop, depending on the source. If someone isn’t self-motivated and/or has no desire to be productive, then developing hunger will be an uphill struggle. However, if your team member lacks hunger but actually wants to be more productive and a better asset to the team, that’s a positive position to get traction. To help team members develop a hunger for the job, you must ensure your strategy is effectively communicated. Team members need to be inspired and brought into the larger strategy. There needs to be a clear line of sight between the team member’s job and how it directly affects the

company/organization or, as I call it, leading right into the individual’s cubicle. “People smarts”: In the context of teamwork, Lencioni writes, being smart is not about one’s intellectual capacity. Instead, smart team players have good common sense about people. They tend to know what is happening in the group and how to deal effectively with others. They ask good questions, listen to what others are saying and stay engaged in conversations. People who aren’t smart in this regard can create challenges when working to inculcate healthy conflict and broader accountability. Leading toward people smarts: Team members who lack people smarts rarely go out of their way to cause issues. They’re generally unaware of how their behavior affects others. Encouraging them to develop people smarts needs to be handled diplomatically since it’s likely they will be taken aback by the unintended consequences of their behavior. The well-being of the whole team should be a leader’s priority, and any behavior that threatens the positive dynamic needs to be addressed and remedied. The team member who lacks people smarts may be unaware of acceptable social and team conventions, like helping others and defending team members when they’re being unfairly targeted. This is where tools such as DISC personality assessments and leadership evaluations can be invaluable in providing clarity. P

i4Biz.com | OCTOBER 2020 | 45

BEST PRACTICE

Bill Reidy is president of PWRhouse Consulting, an authorized Sandler Training center and sales force development company in Orlando. He can be reached at www.pwrhouse. sandler.com, bill.reidy@ sandler.com or 443-418-6033.

Business Development HOW TO HELP YOUR SALES TEAM GET RID OF EXCUSES

B Supportive beliefs help a salesperson fight through “head trash” — any belief a person holds that might get in the way of him or her taking certain actions. — Bill Reidy

46 | OCTOBER 2020 | i4Biz.com

en is normally one of his sales team’s top producers. However, as he navigates the uncharted waters of today’s selling landscape during the COVID-19 pandemic, he has reacted less favorably than many others on his team. While Ben has put opportunities in the pipeline over the past month, he keeps getting put off from those prospects. Terri, Ben’s manager, has been trying to coach him to close the kind of business that others on the team are now closing. Terri’s last coaching conversation with Ben sounded like this: Ben: I’m trying my best to get these deals closed, but everyone keeps pushing dates back: “Call me next week,” “Call me next month.” Terri: I understand that, Ben. Many on our team are hearing that now, but that’s why we’re salespeople. We have to get those deals over the finish line. Have you tried setting better up-front agreements at the end of your proposal presentation calls, to agree on when the prospects can or will make a decision?

Ben: I’ve thought about it, but what if I do that and they think I’m pushy? Now what? Now I not only lose this deal, but future business. I feel like I’m getting pushed internally to push our prospective customers to buy. In this scenario, the manager’s coaching went slightly off track. Terri went into technique coaching with Ben. Oftentimes, as managers, the immediate response to any salesperson’s challenge is to coach the individual to do this technique or say this to the customer. Technique is only one component of a salesperson’s success. Of course, a salesperson needs to have a sales process in place. However, to really achieve sales success, attitude and behavior are equally important. Imagine technique, attitude and behavior as three points of a triangle. The triangle is stable when all three of those are being supported. However, when one of those is ignored, it places the stability of the triangle (and success) in

DID YOU KNOW

EMPOWER & DEVELOP YOUR MOST SUCCESSFUL TEAM! Bill ‘Roto’ Reuter

jeopardy. Some managers tend to focus only on technique and don’t always help a salesperson achieve success in the other two areas. Unfortunately, it’s common to see a salesperson’s behavior or attitude break down. Behavior is taking action, and attitude is the salesperson’s belief system — beliefs about the person’s self, the company, the products and services being sold and the current marketplace, including economy, competition, public health and other factors. In the simplest of terms, salespeople either have supportive beliefs or nonsupportive beliefs. Supportive beliefs help a salesperson fight through “head trash” — any belief a person holds that might get in the way of him or her taking certain actions. In the coaching example above, Ben has not used the up-front agreement technique but has already decided that if he does (behavior), he will lose business. It is Ben’s belief system (attitude) that is getting in the way of even trying the technique. Terri can coach him on it again and again, but Ben still won’t use it, at least not wholeheartedly. There is a simple way to help salespeople check their beliefs when they are letting their head trash get in the way. When Ben said

there could be negative consequences from using the technique Terri suggested, she could have asked Ben the following question, in a nurturing manner: “Ben, that’s a difficult question. Are you concerned about the upfront agreement technique not working because you’ve tried it and had negative results from using it? Or is it because you haven’t tried but are concerned it won’t work?” This approach will help to determine Ben’s beliefs and attitude. That will allow Terri to coach Ben on reshaping his beliefs. Once Ben disciplines himself to use the technique and sees success with it, the old non-supportive belief will evaporate like a bad dream. Some salespeople’s beliefs are getting in their way every day, and it is a manager’s job to help them spot those beliefs and test their validity. As a sales leader, if you’re curious about which part of the triangle a salesperson is struggling with, be on the lookout for the words “what if” from that individual. Usually, the next thing out of his or her mouth will be head trash. When a sales leader helps manage a salesperson’s head trash, the person will sell more in both good times and bad, no matter what’s happening in the current marketplace. T

CUSTOM CORPORATE of U.S. adults TRAINING PROGRAMS read magazines

92%

EXECUTIVE COACHING Americans of all ages readto Equipping organizations like yours magazines — success. especially reach greater younger adults.

LOOKING TO TAKE YOUR 91% of adults ORGANIZATION TO THE NEXT LEVEL? 94% of those under 30

Connect with us and schedule a complimentary coaching session

95% of those under 25

Source: MPA – TheTel: Association of Magazine Media 240-577-9017

www.RotoSpeaks.com

i4Biz.com | OCTOBER 2020 | 47

BEST PRACTICE

Jerome Smith is the creative director and owner of brandEvolve LLC, a company created in 2002 that helps organizations grow their business through a brand focus. He can be reached at www.brandevolve.com or 407-792-5893.

Branding 5 BRANDING TIPS FOR YOUR NEXT WEBSITE REDESIGN

he challenge with many website redesign efforts is that they fail to include activities that relate to the brand. Not addressing the brand properly during the redesign process can lead to scope creep and unexpected project costs.

Many redesigns get completed but never get launched, like movie footage that doesn’t make the final cut. — Jerome Smith

So here’s a look at the linear stages of a branding growth model that should be applied like guardrails to the website redesign process. It doesn’t matter what an agency’s design methodology is (agile or waterfall) — the branding growth model has a sequential order. 1. 2. 3. 4.

Purpose Content Creative Production

Remember, this model is sequential. For example; if you go too far into stage 3, the creative stage, without fleshing out stages 1 or 2, purpose or content, you will likely take on project scope creep. That means the project will take more hours and more dollars to complete. As a visual designer, over the years I have been a part of hundreds of website launches and redesigns for Fortune 500 midsize and start up companies. The websites have varied in ranges

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from fewer than 10 pages to more than 10,000 pages. Under the technical hood, they varied from enterprise content management systems to transactional e-commerce marketplaces to simple WordPress solutions. Distilled from my experiences is a proven growth model that serves as a guide for the successful design or redesign of websites and applications. Here are some branding tips: 1.

Define the business goal purpose of your redesign. Embarking on a new website for your business can create lots of excitement as well as pressure. Many redesigns get completed but never get launched, like movie footage that doesn’t make the final cut. Why? It’s very easy for a website redesign project to go off the rails. You can help keep it on track by applying the brand growth model throughout the process. The first step is to define the business goals of what you want to achieve with your website. Keep these goals simple and straightforward. For instance, improving the look and feel should be coupled with converting more visitors to customers, increasing website traffic

by 50% or lowering a bounce rate by 15%. A website always has the potential to be a force multiplier of your sales efforts to support your sales team. 2. Audit the content of your competitors. A redesign is a perfect time to review the content that describes your solutions, services or products. To do this, you must conduct research. One of my biggest pet peeves in the redesign process is when I see the use of garbled Latin text, commonly known as “Greeking” or dummy text. It’s used in presentations of creative redesign solution mock-ups or wireframes. What good is the creative solution if the text is written in a dead language and you can’t read what is says? It’s the job of visual designers and digital agencies to use the right words and images to convey messages and ideas that appropriately represent the solutions and services of your brand. The content about your services should be benefit-driven, up to date and on par with the marketing materials of your competitors. Improving your content messaging and calls to action should clearly differentiate you from competitors and be supported by impactful visuals. 3. Achieve consistency with a web standards page for buildouts. There is a theory that many companies have an existing set of brand guidelines that came with the logo they received from a graphic designer or branding consultant. The reality is that brand style guides are very useful and comprehensive documents — but if you don’t yet have one, it’s OK. Collect the top three visual elements and create a style guide as a page in your web production process. On one page, include the following: • • •

Color palette that defines primary, secondary and accent colors Typography that includes big text, headline text and copy text Style preference for buttons and links, and guidelines on how they’re used

4. Ensure positive user experience (UX) is achieved before relaunch. In the web production stage, the focus is on designing the pages to be interactive and to contain all of the required interaction and functionality. But web developers must go beyond a simple punch list of functions and ensure a positive experience is reached before pulling the trigger to launch the new website. 5. Commit to your redesign like it’s a new first impression. Branding is ultimately about managing the perception of your business, so applying the proper branding expertise to a website redesign process will not only improve visual results of your business web presence, but it will also become more likely to be considered for new opportunities. Make your new first impression more impactful by creating a memorable experience for customers, partners and employees. They will admire your brand for it. T

DID YOU KNOW

Consumers immerse themselves in magazine content both in print and digital editions.

51.5 minutes

48.3 minutes

*primary print readers

*digital edition readers

*Subscribers/newsstand buyers and other members of their households. Source: MPA – The Association of Magazine Media

i4Biz.com | OCTOBER 2020 | 49

BEST PRACTICE

Ronnie J. Bitman is managing partner and co-founder of Bitman O’Brien & Morat PLLC, providing practical, streamlined and cost-effective legal services and counseling throughout Florida. Select practice area highlights include business law, real estate, and sports and entertainment law. He can be reached at 407-815-3110 or www.bitman-law.com.

Legal FORCE MAJEURE: COVID-19 CANCELLATIONS OF CONTRACT OBLIGATIONS

C A force majeure clause is a contractual provision that permits excusable non-performance of a contract by either party. — Ronnie J. Bitman

ompanies and consumers in the pandemic economy are confronting difficult decisions about moving forward with business or personal contracts and obligations. Of the many questions being asked, two of the most common are about how to exit agreements and how to enforce binding contracts. When unpredictable and uncontrollable events cause major disruptions, there is a legal avenue to assist both sides of a contract called force majeure. A force majeure clause is a contractual provision that permits excusable non performance of a contract by either party. In Florida, a party seeking to apply force majeure must show several factors: ɟ The force majeure event was outside of the party’s control. ɟ The situation was unforeseeable, hindering or impeding the ability of the party under contract to perform its

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obligations or making fulfillment of the contract impractical or impossible. ɟ The affected party must have taken all reasonable steps to seek to avoid or mitigate the event or its consequences. The terms in the contract must be precise, clear and stated explicitly in its specific context for it to be considered a justified nonperformance of a contract and permissibly excused. The COVID-19 economic crisis likely meets these requirements, allowing individuals or businesses to avoid fulfilling the obligations of a contract such as a commercial lease, tenant contract, sale of goods, membership, event rental or similar agreement. A specific reference to a “pandemic” in a contract will make it easier to bring a force majeure claim. However, if the provision does not include language to that effect, then it will be necessary to consider whether COVID-19 and

DID YOU KNOW its impact on a business or individual is captured by a different concept, such as an “Act of God” or a “catch-all” provision. Most contracts contain catch-all language in respect to events that are outside the reasonable control of the affected party. A pandemic such as COVID-19 should qualify as force majeure under these terms. Businesses and individuals signing contracts should take the following steps so they can be prepared for different scenarios as the economic crisis continues to unfold: ɟ Review the contract to determine whether it includes a force majeure provision. ɟ Review the definition of force majeure in the contract to determine whether it is clear and concise and if it includes any language incorporating pandemic events — or, if not, whether the catch-all language is sufficient to include COVID-19 and its consequences. ɟ Identify the aspects of the contract you or the business are not able to perform and satisfy, and whether the inability to perform is because of the direct or indirect consequences of COVID-19 and not a different reason. ɟ Record and document steps taken to avoid or at least reduce the possible effects of COVID-19 upon the workforce or the ability to continue to perform the contract. Ensure that you have taken all reasonable measures and followed all official guidance to mitigate a consequence. Examples include work-from-home permissions and guidelines from the Centers for Disease Control and Prevention. Navigating force majeure may be complex and challenging. Seek professional advice from an experienced lawyer who can review your documents and provide contractual language to ensure you can enforce an agreement or avoid performing under an agreement, depending on your situation. T

The audience for print and digital magazines increased by 3.3 million adults from 2016 to 2017.

65% of readers take action after seeing a print magazine ad

Source: MPA – The Association of Magazine Media

i4Biz.com | OCTOBER 2020 | 51

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INDUSTRY INSIGHT

SHERRY REEVES is the executive director of the Manufacturers Association of Central Florida. She can be reached at macfhq@macf.biz or 407-897-3384.

The Business of

Manufacturing

A Career Path Comes Full Circle

began my career in Melbourne, Florida, at Rockwell International in the late 1970s while attending junior college. I was exposed to manufacturing while building circuit boards for Piper Aircraft. Unfortunately, this limited exposure to manufacturing was short-lived. I was laid off because of the increase of jobs being sent overseas, and my career path changed completely — or so I thought. As I finished my degree, the travel industry became a passion of mine. My career took me to Dallas and Miami before I returned home to Orlando in 1993. When the unimaginable happened on Sept.t 11, 2001, we all found our nation under fire, with many Americans killed. The travel industry suffered, among others. After 20-plus years in hospitality, I was without a job. Eventually, I heard about a position with a nonprofit working with local manufacturers. It piqued my interest, and in 2006 I found myself at the Manufacturers Association of Central Florida (MACF) as its executive director — a job I still enjoy today, and especially during Manufacturing Month every October. My first plant tour in my new position with MACF was at a defense manufacturing facility. It solidified within me that we, as citizens of this great nation, need to get the community and our local educational institutions involved in manufacturing. I became passionate about showing everyone that manufacturing was “cool” and it also offered high-wage and high-tech careers for people to pursue.

By the Numbers Florida is home to more than 20,000 manufacturing companies. Manufacturers in the state account for 5.36% of the total output in the state, employing 4.23% of the workforce. In June 2019, there were 381,800 54 | OCTOBER 2020 | i4Biz.com

FLORIDA more than

20,000

manufacturing companies

5.36%

Percentage of output in state from manufacturing

4.23%

Percentage of workforce employed in manufacturing in state

manufacturing jobs in Florida (seasonally adjusted), an increase of 10,500 jobs over the previous year. Manufacturing provides Floridians with high-wage jobs that come with average annual wages of $61,000 as of 2018. Eighty percent of Florida manufacturers have 20 or fewer employees, and 95% of all exporters in Florida are small businesses. Florida manufacturers produce a variety of goods including aerospace products, batteries, food and beverages, communications equipment, pharmaceuticals, medical devices, semiconductors, recreational equipment and more. Manufacturing helps to drive Florida’s economy, with $52.69 billion in

$52.69 billion Manufacturing output in state in 2017

INDUSTRY INSIGHT

About MACF The Manufacturers Association of Central Florida has worked as a not-forprofit organization to elevate the image of local manufacturing by producing plant tours, shop talks, workforce development programs, educational training and workshops, and grant opportunities. MACF assists manufacturers with supply chain challenges and works with local and state lawmakers on issues facing Central Florida manufacturers.

manufactured goods exported in 2018. Still, about half of the cargo containers leaving Florida aboard ships, planes and trucks are empty. This means Floridians pay more for inbound freight than they would have paid if these cargo containers left Florida filled with Floridamade goods, which makes Florida less competitive overall. Manufacturing is made up of two segments: durable goods and nondurable goods. Durable goods include transportation equipment, computer and communications equipment, fabricated metal products and other items, and manufacturers that make them employ about two-thirds of all workers in the industry in Florida. Non-durable goods include food and beverages, paper products and chemicals, and these account for the other one-third of Florida’s manufacturing employees.

The People This year felt like a crossroads for me once again when COVID-19 hit our nation and our state. Central Florida is the No. 1 tourism destination in the world, and when the pandemic struck out of nowhere, like 9/11, it left many of our citizens out of work, unemployed and discouraged. As we Americans suddenly found ourselves without personal protective equipment (PPE) because many of these products are made overseas, the men and women of Central Florida’s

manufacturers sprang into action. Central Florida manufacturers, deemed essential during a pandemic, quickly changed production lines, educated employees and began making PPE. The manufacturing industry demonstrated its flexibility, not only to survive the ever-changing global business climate but also to fulfill its vital role in the health and well-being of our society. MACF will celebrate its 30th anniversary in 2021, and my vision is to celebrate “face to face” during the annual President’s Dinner. We need to recognize the men and women who work every day to make our lives better, whether it is defending our nation to preserve the freedom we enjoy, producing PPE to keep us safe, crafting the food and drinks on the table for our families or creating recreational equipment for us to enjoy. It’s time to celebrate Central Florida manufacturers. If you’re looking to start a career in manufacturing, you will need to embrace change. The sector is constantly on the move, and it’s only a matter of time until the next industrial revolution takes place. Then who knows? You could be an integral part of it. Who would have thought that a job in junior college would have such an impact on my life 30 years later? Reach out to MACF and see how manufacturing can change the trajectory of your life. P

Through its ties to local educational institutions, MACF also encourages students educated in the area to remain in our community and join with local manufacturers to strengthen and enhance the economy. In 2017, MACF announced the Henry Graeber MACF Memorial Scholarship Fund, offering manufacturing students scholarships to empower their dreams. Henry Graeber served on the MACF board of directors for more than a decade before his death in 2016. He unfailingly supported manufacturers in recruiting and supplying talent to the Central Florida workforce for almost 20 years. MACF is the No. 1 resource for Central Florida manufacturers. Membership includes: ɡ Workforce quick response training ɡ Access to educational institutions ɡ An expanded workforce pipeline ɡ An expanded supply chain ɡ Access to internships ɡ Access to training grants ɡ Access to the FloridaMakes statewide network and business advisor ɡ Free assessment of company efficiency and processes (valued at $4,500) ɡ Education about research and development tax savings and much more ɡ Peer-to-peer networking ɡ Monthly plant tours and webinars ɡ A weekly newsletter

i4Biz.com | OCTOBER 2020 | 55

INDUSTRY INSIGHT MEAGHAN BRANHAM is the managing editor for i4 Business, where she oversees the company’s digital media strategy, handles client relationship marketing for the print and digital magazines, and serves as one of the lead writers.

The Business of

Art

The Orlando Ballet Back en Pointe and Back in Business

hen Harriett’s Orlando Ballet Centre first opened its doors in January of this year, named after the late longtime local arts patron Harriett Lake, it seemed a new era had begun for the dance company that would call it home. “The ballet had not had a consolidated space for a number of years,” said Executive Director Cheryl Collins. “From the standpoint of collaboration and proximity, having everyone under one roof feels like such a luxury and time saver.” Just two months later, though, as the COVID-19 pandemic forced shutdowns in every industry, the doors to Harriett’s were forced to close. Newly appointed, Collins was forced to lead the team through something entirely unexpected.

“Nobody has this playbook. So we’re all navigating this together.” — Cheryl Collins

“Nobody has this playbook,” she said of her appointment, first to interim executive director in April, before being selected to permanently fill the role in August. “So we’re all navigating this together.” Collins had been director of development for the ballet since 2016, and prior to that she had worked for 15 years with Orlando Health, the ballet’s current medical advisor. Stepping into the lead position at the Orlando Ballet when she did came with its fair share of anxieties. But her strong relationship with each segment of the organization, including Artistic Director Robert Hill, gave her the push she was hoping for. “I knew our core and had a deep passion for it, and I knew it was important not to have any major lag in this time,” she said. “And I do think that’s part of why we are where we are. We didn’t have to step back and do an onboarding process, and we didn’t have a learning curve for getting acquainted with our very unique market.”

56 | OCTOBER 2020 | i4Biz.com

INDUSTRY INSIGHT

The doors reopened at Harriett’s 60 days after they closed, and the building itself proved an advantage for making safe, socially distanced rehearsals possible. “It’s built to current standards,” Collins explained. “It’s big, energy efficient and has great airflow and ventilation. That’s a huge reason why we’ve been able to stay with our mission.”

In the Meantime The Orlando Ballet, along with the rest of the world, was already dealing with enough of a learning curve in the spring of 2020, one that would last even after a reopening became possible. “We knew we’d have to cancel the balance of the professional season, so that was two shows,” Collins said of the game plan they began to formulate in March. With the company’s dancers still contracted and paid through the end of May, they were able to shift their focus to finding new avenues of opportunity. “It gave us the chance to work on pivot projects in the digital world,” she said. The Orlando Ballet introduced The Dance Accelerator, a virtual choreography competition, as well as a podcast with the artistic director. The organization’s educational programming shifted to virtual instruction, allowing students to finish the school year. In the meantime, the corporate staff got to work planning the organization’s COVID-19 strategy. “We took this time to drill in and look for benchmarks and best practices for what we could commit to this year. We were able to refine the budget and manage the expectation of what sales had to be to allow us to go back.” When they knew they could manage financially, it became a question of whether they could do it safely.

Getting Back to It (Safely)

With the contributions of each team member, the board, patrons and partners, the prospect of being able to produce a live 2020-21 season began to seem more and more realistic.

Putting on the performances will look a bit different, of course, for both dancers and audiences. From rehearsals, to classes, to conditioning, the dancers’ work weeks are strenuous. While in some instances, with medical supervision, they can conduct limited practices without masks, most have opted to wear them, and the artistic staff wears them at all times. Because while, yes, Collins said, it is harder to dance in a mask, every member of the company wants the show to go on. That means everyone must stay safe. When it comes to the audiences, the Orlando Ballet has been working with the Dr. Phillips Center for the Performing Arts, where the performances are held, and with Orlando Health to determine the right safety measures for patrons. Those will include limited admissions into the building as well as a protocol for getting people through the doors and a vetted socially distanced seating plan. Of course, Collins said, the ballet professionals are ready to adjust as needed, and they know their audiences will do the same. “They want to see the show, and we want to put it on. They’re in the game with us.”

What Comes Next

The 2020-21 season runs October 22 through April 18. It starts with The Sleeping Beauty choreographed by artistic director Hill, previously a principal dancer for the American Ballet Theatre, who faced the challenge of reimagining the beloved ballet with the new COVID-19 protocols. The season will also include The Nutcracker; The Premiere Collection, a series of selections performed by the dancers, including The Calling, a world premiere of choreographer Jessica Lang’s solo performed by Hill; and Moulin Rouge The Ballet and Peter Pan, both choreographed by artistin-residence Jorden Morris, a former principal dancer with Canada’s Royal Winnipeg Ballet. While the arts continue to adapt, Collins said, the Orlando Ballet exemplifies its advantage in times of challenge: “You have to get creative to survive this.” P i4Biz.com | OCTOBER 2020 | 57

INDUSTRY INSIGHT

JASON SIEGEL is president and CEO of the Greater Orlando Sports Commission. Longtime Orlando sportswriter George Diaz contributed to this article.

The Business of

Sports

Behind the Scenes at the (Virtual) SPORTYS Awards How do you produce and organize an awards show in the middle of a pandemic? We were tasked with the question at the Greater Orlando Sports Commission. And we are proud to say we found a virtual answer. Welcome to the 2020 SPORTYS: Greater Orlando’s Night of Champions, presented by Orlando Health. When the original SPORTYS debuted in 2011, we were able to honor dozens of athletes and professionals for their contributions and accomplishments on and off the field. We hosted the SPORTYS as a live event at Full Sail University in Winter Park in this format through 2013. When we decided to bring back the SPORTYS in 2020, our executive committee felt it was important to move forward and reimagine the awards show with the new focus of honoring our community’s sports business professionals whose contributions and impact are vital in making greater Orlando one of the country’s premier sports destinations. We vowed the honorees would not just be C-level executives. My wife, Sarah Grafton, and I had been in conversation with our good friend David Dominato at WKMG News 6 about figuring out a way to convert nonprofit galas and fundraisers from live gatherings to virtual events. After he shared that information with Vice President and General Manager Jeff Hoffman and the team at Channel 6, they came back to us with this terrific concept for a one-hour show that could be completely pre-produced for airing 58 | OCTOBER 2020 | i4Biz.com

on prime time. We scheduled the SPORTYS to air on August 29, a Saturday night. I had worked with David and their production crew for years from my days at the Orlando Solar Bears, so I knew they would do an incredible job. And they did just that. “It was great working with the Greater Orlando Sports Commission, and we were particularly pleased with how the 2020 SPORTYS show was produced,” Jeff said. “Like everyone else, we are always trying to find new and creative ways to get things done, and in this case, everyone came out a winner.” Amen. Our events team at the Sports Commission, led by Jennifer Lastik and Kyle Sturley, worked tirelessly with the WKMG production team, and we took the event from concept to completion in eight weeks. We taped the show in two short workdays. While we were very pleased with the over-the-air viewership, unexpected surprises included receiving views from outside of the Central Florida market, the state and the nation. The top viewing cities watching via stream were Orlando, Los Angeles and Miami. Although most streamers were from the U.S., the Greater Orlando Night of

INDUSTRY INSIGHT Champions was also viewed in Brazil, Canada and Germany.

But before we could produce a show, we needed honorees to celebrate. A committee consisting of members of our board of directors was tasked with narrowing down a tremendous field of nominees to select the finalists and winners across 12 categories. In total, the SPORTYS celebrated 51 finalists from 21 different organizations. The finalists were announced in advance, with the winners being revealed during the broadcast.

“I was honored to be recognized as a finalist for the SPORTYS. and to be selected among such a talented group in my category was a special moment for me,” said longtime Orlando radio personality Marc Daniels, who was presented with the Best in Sports Media SPORTY by broadcasting legend Dan Patrick. “I can't say enough about the efforts of all involved to put on this event and honor so many special people who work every day to make the Orlando area the premier destination for sports,” Daniels said. “I've had the opportunity to partner with

1. Orange County Mayor Jerry Demings 2. Best in Communication & PR Winner Eric DeSalvo and family 3. Jennifer Lastik and Kyle Sturley of the Greater Orlando Sports Commission

2020 SPORTYS Recipients BEST IN SPORTS MEDIA Marc Daniels UCF Athletics

BEST IN SALES Jack Lensky Orlando Magic

BEST IN GAMEDAY & TEAM OPERATIONS Tim Cass USTA National Campus

BEST IN SOCIAL RESPONSIBILITY Malika Harrison Orlando Magic

BEST IN FACILITY OPERATIONS Jose Mola ESPN Wide World of Sports

SPONSORSHIP ACTIVATION OF THE YEAR City Furniture & Orlando City Soccer Club

BEST IN MARKETING Laura Conner Arnold Palmer Invitational BEST IN COMMUNICATIONS & PR Eric DeSalvo UCF Athletics BEST IN CORPORATE PARTNERSHIPS Wayne Bannatyne Arnold Palmer Invitational

BEST IN BUSINESS OPERATIONS Caesar Lopez Orlando City Soccer Club EXECUTIVE OF THE YEAR Allen Johnson Orlando Venues CHAIRMAN’S AWARD OF EXCELLENCE Bud Beucher Mission Inn Resort & Club

the incredible staff at the Greater Orlando Sports Commission. They continue to be industry leaders and bring some of the biggest and best events to the community that benefit all of us. The SPORTYS is a special event that I look forward to supporting and celebrating for years to come.” Celebrity appearances and presenters included the Orlando Magic’s Nikola Vucevic, Markelle Fultz, and Jonathan Isaac; Orlando City Soccer’s Antonio Carlos; Special Olympian Abigail the Advocate; FIFA World Cup Champion Rivaldo; WWE Superstars Alexa Bliss and Charlotte Flair; golfer Ian Poulter; and Orange County Mayor Jerry Demings and Orlando Mayor Buddy Dyer. Eric DeSalvo, who took home the SPORTY for Best in Communications and PR, said: “This is an award that belongs to so many at UCF Athletics. The collective efforts of our #Content, communications, brand advancement and video services teams are what make receiving honors like this possible. The talent on display in creative teams across Orlando sports organizations is inspiring, and I’m proud to be a part of it.” The Executive of the Year award went to Allen Johnson, Orlando Venues chief venues officer. He had this to say about receiving the recognition: “The role sports plays within our Central Florida community cannot be understated. Not only do i4Biz.com | OCTOBER 2020 | 59

INDUSTRY INSIGHT 1

they significantly enhance the quality of life, but they are a reliable economic driver. There are a lot of talented people and organizations working hard to keep Orlando one of the top U.S. sports destinations, so I am humbled and honored to receive the Executive of the Year award. It epitomizes the accomplishments of a true team effort.” We were also blessed to have great partners along the way and could not have pulled this off without Orlando Health as the primary sponsor to get the show off the ground. “In the midst of these difficult and trying times for our community, we still want to be able to recognize and celebrate the many individuals in our sports community who have gone above and beyond for not only their respective organizations, but for the greater Orlando region,” said Paul Johns, chief operating officer at Orlando Health South Lake Hospital and chairman of the Greater Orlando Sports Commission Board of Directors.

“While GO Sports was planning to revive the SPORTYS and recognize leaders in the business of sports, its strong sense of civic-mindedness was never far behind,” said Jeff Hayward, president and CEO of Heart of Florida United Way. “They immediately thought of those who are struggling during this difficult time and wanted to find a way to help.”

IN THE MIDST OF THESE DIFFICULT AND TRYING TIMES FOR OUR COMMUNITY, WE STILL WANT TO BE ABLE TO RECOGNIZE AND CELEBRATE THE MANY INDIVIDUALS IN OUR SPORTS COMMUNITY WHO HAVE GONE ABOVE AND BEYOND FOR NOT ONLY THEIR RESPECTIVE ORGANIZATIONS, BUT FOR THE GREATER ORLANDO REGION.

Our staff, board of directors, and finalists helped to raise awareness by creating personalized pages with our partner, greenback. Anyone who donated

— Paul Johns, Greater Orlando Sports Commission Board of Directors

As important as it was to celebrate the outstanding professionals in our sports community, we knew we had to do more in these unprecedented times. GO Sports created the SPORTYS Sweepstakes benefiting the Heart of Florida United Way ALICE Fund, which supports people who are asset limited, income constrained and employed. Throughout Central Florida, nearly 350,000 households are struggling to make ends meet. According to the 2020 ALICE Report, 46% of families are living on the edge of the fiscal cliff in Orange, Osceola and Seminole counties. Heart of Florida United Way works with partners in many ways to empower ALICE households and keep people from falling into poverty.

1. Jason Siegel 2. Past Chairs Greg Lee and Mike Millay

as part of the SPORTYS Sweepstakes received a complimentary membership to the greenback app, which provides access to exclusive savings on shopping, travel, dining and more while users contribute to a cause. “It was an honor to partner with GO Sports,” said Roger Farwell, CEO at Startup Media/greenback. “Using our greenback donor engagement platform will provide GO Sports a new way to fundraise, helping charities, donors and local businesses. The 2020 SPORTYS demonstrated GO Sports’ ever-evolving effort to benefit and showcase the greater Orlando community.” Another partner, Think Creative, created the logo and branding for the 2020 SPORTYS. CEO Mark Freid had these words to say about the event: “The timing for the SPORTYS could not have been better. Whether we're together in the stands or together in spirit, sports are vital to Orlando ... vital to our collective joy and connectivity. And boy do we need that today, more than ever. My team and I were overjoyed to play even a small role in making The SPORTYS happen! That flame burns bright and burns forever.” Indeed it does. Question answered, and mission accomplished. P

HISTORY

t was William Shakespeare who asked “What’s in a name?” in Romeo and Juliet, Act 2, Scene 2. Beginning in this issue, I will introduce you to some names that are familiar to you and others you may not be acquainted with in an effort to answer this age-old question. What, you may ask, can be the possible connection of names like Bumby, Summerlin, C.R. Smith, John Young, Fairbanks, William Coleman and others? All are names of Florida pioneers who, in their own eras and in their own ways, made significant contributions to the growth and progress of Central Florida. You probably see at least one of these names daily as you pass by street signs commemorating their lives. Central Florida is fortunate to have so many people who have earned the honor of having their own personal pigeon perch. But do you know who they were and what they accomplished?

Signs

Let’s find out what’s in these names, starting with my No. 1 choice from the “cast” of Signs of the Times: Bumby.

Joseph Bumby was born in 1832 in England. He, his wife and their three children decided to emigrate to America, hoping to settle somewhere near Denver. By the time they arrived in 1873, however, the tales told onboard the ship about the Wild West changed their minds and they succumbed to the allure of Florida. When the Bumby family arrived in Orlando, they found a good-sized town of about 100 souls. Bumby’s first challenge was to secure lodging, and eventually he built a home to replace the small log cabin that just barely housed the family of five. The new home was well-thought-out since over the next few years his brood grew by six more stalwart sons who eventually took over the Bumby legacy. Throughout his lifetime, Bumby amassed a considerable fortune gleaned from an assortment of investments and projects he undertook, such as planting orange groves. Hauling freight and mail between Orlando and Sanford led to booking passengers on the 12-hour

Times of the

trip, establishing the first scheduled public transportation system in Central Florida.

Of course, you can’t tell the history of Bumby without acknowledging the most famous of the many structures he built that still shape our city’s silhouette: the Bumby hardware store, which closed in 1966 but still stands as a major anchor of Church Street Station in downtown Orlando.

Bumby Avenue By Key Howard

Bumby left the confines of this earth in 1911. He is still considered one of the “dreamers and schemers” who were instrumental in building many of the cornerstones that today characterize the metropolis of Orlando. Bumby is just one example of what vision, planning and hard work can accomplish. Bumby Avenue runs north-south, beginning at Corrine Drive as North Bumby Avenue to Central, continuing from there as South Bumby Avenue, around Lake Como Circle and ending at Gatlin Avenue. P

Joseph Bumby, center, and his sons. Photo supplied by the Orange County Regional History Center i4Biz.com | OCTOBER 2020 | 61

DOWNTIME

Unique experiences for your day off By Meaghan Branham

ORLANDO

FUSIONFEST

Celebrate the diversity of Central Florida at the 4th annual FusionFest. The annual signature event, held on the Saturday and Sunday after Thanksgiving, draws in people from more than 110 cultures to celebrate through art, music, food, dance, games, visual arts and spoken word. You can choose which parts of the festival you want to attend if you canâ&#x20AC;&#x2122;t make the whole weekend: It will kick off with an opening spectacle and continue with community panels, a visual arts gallery, a global street dance party, a screening of MYgration Films in partnership with the Global Peace Film Festival, and more. Check out the free festival on November 28 and 29 at the Seneff Arts Plaza at Dr. Phillips Center for the Performing Arts and Orlando City Hall Commons in downtown Orlando.

www.fusionfest.org

FusionFest

ORLANDO THE PLAYHOUSE

The Waterford Lakes Town Center is debuting an outdoor series titled The Playhouse. Shows take place under a large event tent and opened with a Country Western Jamboree on Oct. 3 featuring country and bluegrass music, comedy skits and rope tricks. On Oct. 17, the Spirit of Samba will feature live bossa nova and dancers. The final show will be a Hawaiian luau on Nov. 14 complete with a fire knife performance and a traditional luau menu. Each dinner show will feature entertainment before the hourlong main show for those who arrive early. The tent is large enough for guests to observe socially distant safety measures. www.waterfordlakestowncenter.com

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DOWNTIME

ORLANDO OLE RED

Opened in June of this year, Ole Red has already made a name for itself as a must-visit spot on International Drive in Orlando. Founded by country music star Blake Shelton and named for one of his hit songs, the restaurant got its start in Nashville, and now brings its laid-back, fun energy to Central Florida. The venue hosts live music multiple nights a week and a menu full of classic all-American fare. Celebrate American Beer Day on Oct. 29 with the venue’s “Beer ‘Round Here Dinner” featuring five courses of Southern-inspired cuisine by executive chef Mark Boor, each paired with a beer selection from one of Florida’s top breweries, Crooked Can Brewing Company.

FLORIDA KEYS BISCAYNE NATIONAL PARK

Biscayne National Park is known for its beautiful clear water and vibrant wildlife, but there’s so much more to do there than you might think. Take a kayak or a canoe trip, go on a guided tour or camp at one of the two campgrounds. Boca Chita Key, Elliott Key and Adams Key offer camping, fishing, kayaking or just enjoying lunch in one of Florida’s most beautiful spots.

www.olered.com/orlando

FLAGLER AND ST. JOHNS COUNTIES MARINELAND

Founded in 1938, Marineland, about 18 miles south of St. Augustine, gives visitors the chance to get up close to bottlenose dolphins, sea turtles and tortoises. You can also check out the dolphin training sessions, swim with dolphins, take a Fins & Freedom sailboat tour or embark on a kayak ecotour to explore Jordon Island and Mellon Island. The park is open every day from 9 a.m. to 3 p.m.

www.nps.gov/bisc/index.htm

To scan the QR Codes, point the camera app on your smartphone toward the page and follow the instructions on your smartphone screen.

https://marineland.net

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WATERCOOLER

Stuff you didn’t know you wanted to know “Earlier this season 380,000 we were asked if Number of high-wage manufacturing jobs we would start statewide at 20,000 Price of the 10,773-square-foot home companies as of 2019 using Greek letters that retired football coach and ESPN analyst Lou Holtz put up for sale in for storms, and I Lake Nona. told them it wasn’t Source: Orlando Business Journal a matter of ‘if’ but ‘when’ and how deep into the Greek alphabet we go.”

$4.5 million

$61,735 Average wages for a manufacturing job in Florida as of 2019

Source: FloridaMakes and Florida Department of Economic Opportunity

$19.5 million

Reduced price of basketball great Shaquille O’Neal’s home in Isleworth Golf & Country Club, originally set at $28 million, for 12 bedrooms, 11 bathrooms and 31,000 square feet with an indoor basketball court and a 17-car garage.

— Dennis Feltgen, spokesman and meteorologist at the National Hurricane Center.

Source: Orlando Sentinel

Number of storms the National Oceanic and Atmospheric Administration predicted in August for the 2020 hurricane season ending Nov. 30. The 26th named storm, Epsilon, formed Oct. 19.

IT WOULD BE GOOD TO GET BACK TO SOME SENSE OF NORMALCY.” — John Cheek, president of Orlando Brewing Co., when Gov. Ron DeSantis announced bars would be allowed to reopen in September at 50% capacity for the first time since June. Source: Orlando Sentinel

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23 Number of acres of Lake Eola Park in downtown Orlando

Source: Orlando Sentinel

19 to 25

Record-setting number of named storms in 2005, the year of Hurricane Katrina. The original count of 27 was later updated to 28 after a weather event was reclassified.

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