941CEO May/June 2017 by pepe nieto

GUIDE TO BUYING A BUSINESS MAY / JUNE 2017

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UR O Y T C E T PRO SS FROM BUSINE RICANES AND HUR R NATURAL OTHE ERS DISAST

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May / June 2017

CONTENTS

STORM WARNING

Talk

Stuff you need to know, including must-have travel accessories and changes to the nation’s worker visa program.

Tourism Beat

Caterers are reaping the rewards—and challenges—of booming tourism.

Love This Stuff

SURVIVING THE STORM

What five execs are grooving on.

What I’ve Learned

HURRICANE SEASON IS HERE. IS YOUR BUSINESS PREPARED?

David Green, McDonald’s former global marketing officer, dishes up tales from the fast food giant.

22 26 31

PLUGGING INTO A BOOMING MARKET

Sarasota’s Hal Perdew and Jeff Rudd run ZipKord, a global player in the booming mobile accessories market.

BUYING A BUSINESS?

Five steps to success.

RONNIE CHUA/SHUTTERSTOCK.COM

OFFICE FRESH

Five commercial spaces that inspire. 941CEO.com

Check out our website, featuring new and archived articles, and sign up for our e-newsletter, BizDaily.

M AY / J U N E 2 0 1 7

Biz Bites

Al fresco dining hot spots for courting clients and potential hires.

Fast Track

Movers, shakers and headline makers.

The Seen

People and events in pictures.

Off the Clock

Orthopedic surgeon Randall Morgan fronts the R&B band Soul Sensations.

ON AUG. 20, 2004, a week after Hurricane Charley struck Southwest Florida, the newspaper I was working for at the time dispatched me to Punta Gorda to assess the recovery. One of the first things I noticed was the clock on the town square had stopped at 4:27 p.m., the moment the storm hit. Across the street, I found a bookstore owner cradling an original, leather-bound copy of Charles Dickens’ Oliver Twist, which, like a quarter of his inventory, was destroyed. The toll from mold and other elements was growing by the hour, but the store owner seemed paralyzed, unable even to reach his landlord. Nearby, however, signs of commerce were flickering. Doors at the River City Grill were open— air-conditioning had yet to be restored—and the restaurant was operating with a generator, even with damaged sections closed off. Charley knocked the community down, but the tenacity of business owners and residents helped it get back on its feet. Nearly 13 years later, Hurricane Charley is a fading memory for many who never felt its wrath. But businesses cannot afford to be complacent. If you have a disaster preparedness plan and want to see how it compares with expert recommendations, or if your business is behind the curve and you don’t know where to start, reporter Kevin Allen’s cover story “Surviving the Storm” is essential reading. It includes advice on preparing for a disaster, sustaining communication during a calamity and moving forward during the aftermath. Florida has been riding a lucky streak with hurricanes. Businesses have too much at stake to bank on it continuing.

COVER ILLUSTRATION

Victor Juhasz

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PEOPLE, COMPANIES AND ISSUES YOU NEED TO KNOW. 8 EMPLOYING FOREIGN WORKERS?

10 TRAVEL NECESSITIES

12 PROPERTY WATCH

TALK INNOVATOR

Tail Waggers Kelly Ison makes healthy treats for dogs.

GENE POLLUX

elly Ison, co-founder of Einstein Pets, a Sarasota-based dog treats manufacturer, says her story starts with Abbey, the West Highland White Terrier she and her husband, Robert, adopted in 2012. Like many Westies, Abbey had a sensitive system and required a special diet. “We just wanted to give her a treat, something really good for her,” Kelly says. Kelly, who has a background in consumer marketing with international companies such as Nielsen Holdings and Bloomin’ Brands, knew right away she wanted to launch a full-f ledged business. The couple began experimenting with recipes in their kitchen to create dog treats that were healthy, f lavorful and reasonably priced.

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By 2013, they had developed an easy-to-digest recipe using oat flour, which could be flavored with natural ingredients to create treats such as Turkey Bacon, Cha Cha Coconut and PB’N Jelly Time. They named their company “Einstein” as a nod to the Westies’ natural intelligence and modeled their logo on Abbey’s likeness. Marketing exclusively through social media, Einstein distributes through philanthropy-minded companies such as PupJoy, a subscription company that sells boxes of dog treats and toys, and PupScouts.org. Annual demand exceeds 10,000 pounds (the treats start at $9.50

for a 5-ounce bag) and Kelly recently moved production from a St. Petersburg commercial kitchen to a high-volume bakery in the Midwest. In 2016, Einstein received an Eco Excellence Award from NCW Magazine, a Family Choice Award for best dog brand and an American Choice Award. This year, having added new distributors in Colorado and the United Kingdom, she hopes to move the company’s North Trail headquarters into a larger warehouse/office space, adding up to five employees. Abbey remains chief product tester. —Hannah Wallace 7

TALK BIZ RULES

Employing Foreign Workers? Watch out for changes to skilled worker visa programs. ●● BY SUSAN BURNS

ADAMICO/SHUTTERSTOCK.COM

n April, President Trump signed an executive order to support his “Hire American” policy. The order directs several federal departments to study and recommend changes to work visa programs to make sure visas are awarded to the most highly skilled, highly paid foreign workers. The Trump administration has alleged fraud and abuse of these programs, one of which is the H1-B visa program. The United States each year grants 85,000 H1-B visas (20,000 are for workers with advanced degrees) through a computer-run lottery system. This year, the nation received about 200,000 applications. While Trump’s executive order didn’t specify how he wants foreign workers’ visas to change, administration officials have said they are considering increasing eligible wage levels, raising application fees and giving emphasis to immigrants with advanced degrees, reports The New York Times. Silicon Valley tech companies—big users of H1-Bs— are worried, but local companies are watching as well. Maria del Carmen Ramos, partner and immigration practice co-administrator for Shumaker, Loop and Kendrick, LLP, in Tampa, has local clients, such as a company that places doctors and dentists in practices across

the country. Another client needs physicians who are willing to travel throughout Florida. Ramos denies that abuse is rampant under the H1-B program, noting that the financial commitment for employers can be huge. Employers pay a government application fee of around $3,000 per applicant and hire immigration attorneys as well as pay the prevailing wage, which is usually higher than it is for Americans. “You get one bad apple and you tend to stereotype,” she says. Sabine Weyergraf of Weyergraf Immigration, P.A. in Sarasota also has local clients in the technology field and says local hotels use the H1-B as well. Her clients are concerned. “They don’t

know if they can continue a project or expand,” she says. “A lot of them are in limbo.” Weyergraf is telling her clients not to panic and to investigate other visa programs. Ramos is advising clients to make sure all documentation is in top shape because U.S. Citizenship and Immigration Services will be increasing onsite visits. “Companies should also contact their elected representatives and tell their stories,” she says. In the meantime, several bills that could change immigration practices, including the H1-B, are winding through Congress. “Employers need to brace themselves,” says Ramos.

OVERHEARD

“I NEED [WORKERS] WHO CAN COMMUNICATE AND COLLABORATE AND SOLVE PROBLEMS. YOUNG KIDS ARE CLUELESS ABOUT HOW TO OPERATE INSIDE AN ORGANIZATION. WE’RE NOT EDUCATING FOR GENERAL CAPABILITY.” —NORM WORTHINGTON, CEO, Star2Star, at Sarasota Tiger Bay’s “Innovation and Entrepreneurism” panel discussion

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TOURISM BEAT

Party City As Sarasota tourism surges, the catering business booms.

COURTESY OF MICHAEL’S ON EAST

● BY COOPER LEVEY-BAKER

SARASOTA COUNTY tourism revenues hit an all-time high in 2016, with bed tax collections for the first time totaling more than $20 million, a 4.9 percent increase over 2015. And as the demand for our beaches, arts and outdoors surges, so does the demand for parties. Coupled with population growth and a construction frenzy, tourism is helping to create a boom time for caterers. Catering contracts with Michael’s On East have increased dramatically, says Phil Mancini, who co-founded the restaurant 30 years ago. Catering now makes up between 60 percent to 70 percent of the company’s overall business, and includes events at the restaurant’s own spaces and at offsite venues for weddings and corporate parties. There’s more growth on the horizon. Unlike a sit-down restaurant, caterers can always expand, either by moving into new territory or adding capacity. Fifteen years ago, Michael’s catered in St. Petersburg a couple times a year. Now Mancini is working there regularly. The company has traveled as far south as Bonita Springs. While Michael’s works with residents and local nonprofits, much of its business comes from outside the market. Destination weddings make up roughly three-fourths of its overall wedding business, and corporate clients often book Michael’s for fly-in holiday parties. Overall, Michael’s is doing between 1,500 and 2,000 events a year, with prices ranging from $50 a person to $1,000 a person. Repeat clients are booking dates as far out as 2022 and requesting upgrades like specialty bourbons and Scotches. M AY / J U N E 2 0 1 7

A wine dinner at Selby Gardens, catered by Michael’s On East.

and Mancini, Mattison and Nordstrom all credit a big chunk of their success to having strong ties to local event planners. Growth may seem limitless right now, but challenges loom. Mancini says it’s difficult to find qualified staff at times. Many cooks and servers can’t take on more shifts, and many experienced employees leave the area during slower months to work in busier markets like Cape Cod or upstate New York. Mattison relies on part-time help—typically residents who work a 9-to-5 during the week and want to earn some extra income on weekend nights. Mancini also frets that there aren’t enough large venues to accommodate big parties. If you’re trying to put on an event with 600 to 800 guests, Mancini says, “You only have three choices. You have the Ritz, you have the Hyatt or you have a tent.” Some venues are already booked solid two years out. And although a number of new hotels are under construction, none has the massive space he needs to pull off some functions. Mancini finds himself spending less time finding business and more time making sure Michael’s isn’t taking on too much. “I wish I was 30 years old,” Mancini, now 56, says. “When I see what’s happening with the next generation, it’s endless.”

GROWTH MAY SEEM LIMITLESS RIGHT NOW, BUT CHALLENGES LOOM, INCLUDING FINDING ENOUGH QUALIFIED WORKERS. Mattison’s, led by head chef and founder Paul Mattison, also has a robust catering business. The company provides food for thousands of events a year, with up to 20 events booked each day during the holidays. Get-togethers range from intimate family gatherings to extravagant blowouts. Clients from outside the region make up about half the company’s business, Mattison estimates. The company buys keywords on search engines and advertising space on wedding blogs to market itself. Online promotion is also key for Christine Nordstrom, whose bakery, Sift, provides dessert tables and cakes for events like weddings, bar mitzvahs and birthdays. “Instagram is crazy for me,” she says. She posts pictures of unique cakes on the social media site; party planners cruise it to generate ideas for their events. Sift delivered 80 cakes in just the two weeks before Christmas. Building local relationships and a local reputation is also vital. Venues maintain lists of recommended caterers,

TALK BUSINESS CLASS ● BY JACKIE ROGERS

KEEP GERMS AWAY

WRAP IT UP Keep the chills away with a single gauge cashmere sweater or wrap in a bold color like red or neutrals like gray, black or beige that can be easily coordinated with almost any outfit. It’s a soft and cozy remedy to chilly flights, drafty hotels and freezing conference rooms. Neatly roll the sweater and place in dry cleaner plastic to prevent any pulls or stretching. | $398, Cashmere wrap from L. Boutique

A hand sanitizer is a must for any travel bag. Opt for this 2-in-1 Olika Birdie hand sanitizer that uses soothing essential oils of lemon and mint and nourishing aloe vera to sanitize and moisturize hands. The Birdie’s base houses 10 wipes to remove dirt and grime on all surfaces. At three inches tall and two inches wide, it’s ergonomically designed to fit in your hand. Locks to prevent spraying in your bag. | $8.99, olikalife.com

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BE PREPARED FOR MINOR EMERGENCIES CHARGE YOUR PHONE ANYWHERE Never travel without a portable charger in your bag. The Nomad Advanced Trackable PowerPack provides additional peace of mind with a “Smart Location” feature. By using the Tile app on your phone, you can track the PowerPack’s location instantly. The rugged battery pack includes 9,000 mAh (milliamp hour) of capacity, two USB-C ports (one with fast charging capability), a full USB connector and a built-in flashlight. It can charge your smartphone and still have plenty of power left to charge your tablet. | $99.50 nomadgoods.com

STAY ORGANIZED ON THE FLY Free up some room in your carry-on with Brookstone’s 15-feature BauBax Travel Sweatshirt. Among features are a built-in eye mask and inflatable neck pillow in the hood, a blanket pocket and built-in partial gloves to keep you comfy on those long cross-country flights. Also includes a portable pocket charger, earphone loops to keep earbuds tangle free, a smartphone pocket with a pass-through to connect your phone cable, and an iPad pocket. Cotton/poly blend, machine washable, men’s and women’s sizes, three colors available. | $149, baubax.com

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A travel emergency kit complete with needle and thread, pain reliever, nail file, dental floss, stain remover and much more is a travel necessity that can be kept in a side pocket of your carry-on in the hopes that you will never need it. Many kit styles to choose from for both men and women. | States of Emergency Unisex Kit, $16.99 from Pinch Provisions, pinchprovisions.com

KEEP YOUR DENTIST HAPPY It is always good practice to keep your toothbrush and a travelsize toothpaste in your carry-on just in case the rest of your luggage doesn’t make the trip. This slim electric toothbrush from Quip is perfect for travel and comes with a travel cover and a suction strip case holder that can attach and detach to any glass or mirror, keeping it off the counter in your hotel room. The toothbrush runs two minutes to ensure proper brushing time and pulses every 30 seconds to signal directional change. Available in six finishes. | $45 from quip.com 11

TALK

METRIC

Great Views with Plenty of To-Dos Could this former waterfront restaurant in Nokomis, unoccupied for decades, be rehabbed?

With so much coastal housing development, locations for waterfront dining are hard to find. That makes the shuttered former restaurant overlooking Dona Bay in Nokomis so unusual—it has been vacant for decades. Listed for almost $1.3 million, the 2,160-square-foot, salmon-colored building with a teal tile roof was built in 1975 and sits just north of the Shakett Creek bridge at 505 S. Tamiami Trail. “Waterfront dining” and “Tiki Bar” are still stenciled in black letters on the front. Extensive renovations or a complete reconstruction is likely necessary, which

● BY VICKI DEAN

means regulatory hurdles. “What we’re trying to do is find a buyer who would rebuild the property, work with the county and government agencies to get everybody on board to re-establish the permits that were in place at one time to be able to rebuild and reopen it,” says listing broker American Property Group’s Barry Seidel. Parking is limited on the gravel lot beside the restaurant and could be the biggest challenge for a new owner. Either fast casual with quick customer turnover or a high-end restaurant might be viable options. The eatery has access to Dona Bay and could attract people who like to fish and boaters on family outings. The property is not as visible to southbound traffic on U.S. 41, and accessibility requires a left turn across the busy road. Sarasota County property records show that the building is permitted for a boat dock, as is the 1,235-squarefoot, two-bed, two-bath home on the water at 501 S. Tamiami Trail next door. Both properties are being marketed together and have been owned by Dick and Marilyn Lee of Sarasota since 1984. The owners would sell them separately.

Rank of the North Port-SarasotaBradenton region among the United States’ fastest-growing metropolitan areas. SOURCE: U.S. CENSUS BUREAU

The listing price is $599.94 a square foot for the restaurant, which is zoned commercial general. No price has been set for the home. Like many commercial properties, the Nokomis site languished on the market during the recession, but activity has picked up. A hotel is being built nearby at Albee Road, and retail, assisted living, medical centers and other restaurants, such as Captain Eddie’s and NoKoMo’s Sunset Hut, are nearby. “We think that Nokomis is the place to be. If you look at just the north end of Venice and see the developments going there, it’s moving—south from Sarasota, north from Venice,” Seidel says. “I think Osprey and Nokomis are going to be the beneficiaries.”

TRENDSPOTTER

Can You Pay the Rent? $765

$940

$1,096

$1,068

Average rent for two-bedroom apartment in the city of Sarasota at the start of each year: $1,138

$1,680

$1,472

2011 2012 2013 2014 2015 2016 2017 SOURCE: RENT JUNGLE, A NATIONAL ONLINE SEARCH ENGINE FOR RENTAL HOUSING.

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TOP: GOOGLE MAPS. BOTTOM: STEPHEN B. GOODWIN/ SHUTTERSTOCK.COM.

PROPERTY WATCH

A D VER TI SEMENT

BUSINESS TALK

MERGERS & ACQUISITION SPECIALIST TONY DEMPSEY , SARASOTA, FLORIDA

Sunstate Business Brokers | (941) 932.5512 | tony@sbbrokers.com Tony Dempsey is becoming the pre-eminent M & A intermediary on Florida's Gulf Coast. His education and training combined with his 40 years of experience in senior executive posts plus business ownership have prepared him for his role as a broker and trusted advisor to Florida's business owners. Tony's comprehension of business analytics provides key insight in creating and maximizing business value. This is a critical element in the creation of an exit strategy. Tony believes it is paramount to begin planning up to five years prior to the exit event. The preplanning will position

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the company correctly and ensure the financial metrics will yield the highest possible market value. During the confidential strategic analysis process, the business owner's goals and objectives are mapped out, creating a definitive pathway that becomes part of the succession plan. All businesses are unique and these nuances must be identified and considered as part of the planning process. External factors must be identified and factored into the timing of the exit strategy. The optimal market timing is when the business is in a growth trajectory aligned with an economy in an upswing cycle.

Tony works synergistically with the business owner's CPA, business attorney and wealth manager to ensure a seamless plan that will yield the optimal outcome. Each year the exit plan is updated until such time as the business is ready for market. Exclusive marketing channels are maximized attracting qualified strategic buyers. Tony's expertise transcends across multiple business sizes and sectors, providing a consultative approach yielding a timely result. The key is timing and having a succinct exit strategy that will deliver the business owner's desired outcome.

by KEVIN ALLEN

HOW YOUR BUSINESS CAN SURVIVE A NATURAL DISASTER. Illustrations by VICTOR JUHASZ When Category 4 Hurricane Charley roared through Punta Gorda on Aug. 13, 2004, Kevin Doyle, his son and five customers were holed up in the men’s bathroom of Doyle’s Irish pub, Celtic Ray. When they emerged, Doyle saw the plate glass windows of his business lying in pieces across the street. The roof of the two-story building was gone. Water dripped down the walls. “It looked like a war zone,” he says. Doyle remembers thinking, “We can’t recover. We can’t rebuild and replenish our stock. We’re too broke for that. We’re going to have to close.”

ALMOST 13 YEARS LATER,

Doyle’s Celtic Ray is thriving. He purchased the building from his landlord, expanded the pub to the second f loor and was named by Travel + Leisure this year as the No. 2 pub in in the country for St. Patrick’s Day celebrations. His success, he says, was a long journey that combined smart customer service, a shrewd business move and tenacity. “I’m Irish. There’s a built-in stubbornness,” he says. Doyle remained open, even right after the storm without water or electricity, giving away beer and allowing desperate residents to use his land line. He figured out a way to make fish and chips and sell them at cost after he saw other businesses price gouging. Grateful customers are loyal to this day. And Doyle also had an “aha” moment. Storm chasers had captured Hurricane Charley on video and, like all other forlorn, shell-shocked victims, were looking for comfort and a place to socialize. 14

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INSURANCE ABOVE AND BEYOND

CONSIDER THESE POLICIES FOR EXTRA COVERAGE IN CASE OF A DISASTER.

All peril coverage As part of your property insurance, all peril coverage will cover your physical brick-and-mortar business, except for instances that are specifically listed. It’s the most expensive coverage, and costs will vary depending on the size and value of your business. Flood insurance Some flood insurance policies do not cover damage from hurricanes. Ask your agent whether yours does. Business interruption insurance This insurance activates when your business must shutter its doors for more than 72 hours. It makes up for operational costs (rent, utilities, etc.) and income until you’re back up and running. Umbrella coverage This insurance will kick in when your other coverage fails to meet the actual cost of damage. For instance, if your property insurance policy has a $1 million cap, but a hurricane caused $1.2 million in damage, the umbrella policy would make up for the extra $200,000. 16

“Can you make more of those videos?” he asked the storm junkies as he served them beer. “I have a proposition to make. I’ll buy 500 for $12 apiece and we’ll sell them for $20. I’ll get a story in the paper. I want to be the only retail spot for these. You can have phone orders.” They sealed the deal on a handshake, he says. The next day, the local paper ran a front-page story about the DVDs. Within a few days, Doyle sold 8,000 copies and made $64,000. “Enough profit to dry the building and put in the new windows,” he says. He replaced all his windows and doors with impact-resistant products. He’s caulked every surface he could think of to ward off water damage. His new bathrooms are safe rooms. He has a generator in case the electricity goes out. And Celtic Ray has a staff Facebook page so he can communicate with all his employees in case of a disaster. Doyle is more prepared today because he knows what it’s like to ride out a hurricane and rebuild. But most business owners in Sarasota and Manatee have never experienced a major storm. Since 2004, no hurricane has made a direct hit on Florida. FEMA estimates that 40 to 60 percent of small businesses do not reopen after a disaster. That number rises to 90 percent if the company doesn’t reopen within five days. The latest hurricane to hit the U.S., Hurricane Matthew, caused an estimated $6 billion in damage from Florida to North Carolina. FEMA found that mitigation saves businesses an average of $4 for every $1 spent. And for some industries, such as financial services or any company that deals with hazardous chemicals, having a preparedness plan is the law. Every business needs a plan not only for preparing for a hurricane or other natural disaster, but also to guide employees dealing with the aftermath. Here’s how to prepare before, during and after a natural disaster.

BEFORE: MAKE A PLAN

Businesses should form a team to put together a standard business impact analysis (BIA) that tells bosses and employees how prepared the company is to handle a disruption, says Jessica Markun, director, Internal Audit, for Sarasota-based FCCI Insurance Group. Markun heads up FCCI’s internal Business Continuity Management group, which ensures that clients are prepared for a disaster. That team should consist of these members: • Employees in charge of critical operations • Employees in charge of resources • Stakeholders, other than employees • Risk managers/insurance agents A BIA identifies vulnerabilities in a company in the case of a disaster and key processes to minimize impact to the business, its employees and its customers. First concern: Keep everyone safe. Getting small businesses to focus on disaster planning is difficult, says Bruno Kapacinskas, business resource manager for 941CEO

“I’M HYPERALERT. I HAVE IMPACT WINDOWS. WE PHOTOGRAPH OUR INVENTORY, AND I MAKE SURE EVERYTHING IS OVER-INSURED.” ─ Kim Campanella, owner, The Bicycle Center

Manatee County, who put on a disaster planning expo for local businesses last month. “They’re more concerned about just keeping the doors open,” he says. Fortunately, businesses don’t have to reinvent the wheel. Templates on numerous sites (see page 20) provide disaster preparedness checklists, and Sarasota and Manatee counties have their own emergency management offices that have guidelines online. Find the template that seems best for your industry and customize. “Training on the plan, using multiple scenarios [hurricane, system outage, pandemic, etc.] are key,” Markun says. “Making sure people know what they’re supposed to do before, during and after an event, as well as what they’re not supposed to do is vital.” Businesses should review this plan annually. James Rivera, associate administrator for the U.S. Small Business Administration’s Office of Disaster Assistance in Washington, D.C., says planning also needs to run the length of a supply chain. In the event your suppliers can’t ship to you, a good disaster preparedness plan will include backup vendors that can supply your business. You may also want to identify other businesses that could temporarily supply your customers until you get up and running again.

A BUSINESS IMPACT PLAN SHOULD INCLUDE - Employee safety procedures and expectations - Internal and external communications plans - Customer support - System backup and recovery - Operations recovery - Defined roles and responsibilities in the event of a disaster - Workload shifting - Communication with dispatched employees - Workaround procedures, such as backup vendors or remote locations, for business processes M AY / J U N E 2 0 1 7

FCCI advises business owners to find a licensed agent they trust to recommend products to help mitigate their specific risks. FEMA reports that 18 percent of businesses say that their biggest problem was uninsured losses, particularly those that pertained to continuing operations rather than property damage. Inquire about insurance types beyond the standard general liability and property policies. (See story on page 16.) Businesses also should build in redundancy before a disaster. Make sure insurance policies, contracts and employee records can be accessed in case an office is closed or damaged. IT should make and store copies of disks, software and hardware licensing, and all serial numbers of equipment. “We have more digital tools than we did before,” says Sherilyn Burris, the chief at Manatee County Emergency Management. “Take pictures of your belongings on your phone, use digital documentation. When you make a claim, you can show what your business looked like before the storm.” Kim Campanella, owner of the Bicycle Center in Port Charlotte, is another Hurricane Charley survivor. Her shop was demolished in the storm, and she ran her business out of shipping containers without air conditioning for years afterwards before she could get the loans to rebuild. Campanella, honored as a Distinguished Entrepreneur by Florida Gulf Coast University a few years ago, is now in her own 6,000-square-foot building, has five employees and more than $1.4 million in sales. “Business is really good now,” she says. But she’s now also extremely conscious of preparing for a disaster. “I’m hyperalert,” she says. “I have impact windows. We photograph our inventory, and I make sure everything is over-insured. I insure our property, but I’ve got loss of income insurance as well.” And in case of another hurricane, she’s made sure she’ll have product to sell. “I have more suppliers today,” she says. Businesses also need to create a crisis communication plan. Every employee should know where they’re expected to go, with whom they’re expected to communicate, and from whom they should expect to receive direction. 17

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DURING: SAFETY FIRST

During any disaster, employee safety should be every business owner’s priority. Florida businesses face two types of potential disasters. No-notice events can include tornadoes, massive power outages, flash floods or even a terrorist attack. And then there are trackable storms and hurricanes, which give businesses some time to prepare and communicate with their employees. For a no-notice event, “businesses should gather employees in a safe area in the facility until the threat passes,” Alberto Moscoso, communications director for the Tallahassee-based Florida Division of Emergency Management, says. “A safe area may include an interior room with no windows, a reinforced room, a closet, or a bathroom on a lower floor.” Employees should use the stairs and stay away from windows, glass doors and skylights. If needed, they should crouch to make

themselves smaller targets and protect their heads from projectiles. When a hurricane approaches, employers should review the BIA with employees so their roles and responsibilities are fresh in their minds. “This should keep employees informed of potential alternate work locations, plans for remote operations, information on the business disaster supply kits, and the closing date and time before the storm,” Moscoso says. “Ensure that employees have ample time after closing the business to secure their own homes and families, acquire any necessary supplies, and evacuate if necessary.” During a disaster, your BIA’s internal communications plan is essential to keeping tabs on employees’ whereabouts and safety needs. Rivera says social media can be your friend. Whether you set up a Facebook group or use a group messaging mobile app like WhatsApp, Facebook Messenger, Groupme or WeChat, find what works best for everyone in your company. Have a point person who manages it during the disaster to check in with team members and ensure their safety. If an employee isn’t responding to the group text or individual calls and messages, the communications point person should

PRE-HURRICANE CHECKLIST • Stay informed: Monitor local media and stay up-to-date on the storm’s progress via radio, TV or NOAA Weather Radio All Hazards receiver. • Review your shelter-in-place plan, making sure your disaster kit is fully stocked and fresh batteries and supplies are included. Talk to your employees to ensure they have a safe place to weather the storm. • Ensure you have an emergency communication plan in place prior to the storm, evacuation or threat. Have multiple emergency contacts for employees, vendors and other service providers essential to your day-to-day operation. • Have copies of all vital records including insurance policies. Protect or relocate the originals. Back up all data on servers and personal computers. If the backup site is within the area that may be affected by the storm, take backup tapes with you in the evacuation. • Review your company’s relocation plan should your location be inaccessible after impact. Ensure remote access to your company’s website so updates about your availability can be made. Forward phone lines, or know how to do so remotely if necessary. • Have cash on hand for post-impact needs, such as buying food and supplies, or paying employees and contractors. • Fill fuel tanks of generators and any company-owned vehicles. M AY / J U N E 2 0 1 7

SECURE ALL EQUIPMENT, INDOORS AND OUTDOORS: Indoors • Turn off all noncritical devices such as server monitors and workstations and other nonessential electrical equipment. • Move electronics off the floor, if possible, to the highest possible level. • Ship vulnerable items out of the facility. Outdoors • Remove all loose debris. • Anchor or relocate all nonessential equipment to a safe indoor location. • Make sure outdoor signs are properly braced. • Secure storage of flammable liquid drums, or move them to a sheltered area (but never into main facility areas). • Anchor all portable buildings (e.g., trailers) to the ground. • Secure large cranes and other heavy equipment. SOURCE: SBA 19

HURRICANE SEASON IN FLORIDA IS JUNE 1 – NOV. 30.

reach out to emergency personnel for a wellness check. Markun says you can’t overcommunicate during a hurricane. Her company, FCCI Insurance Group, starts monitoring storms once they have been named. That’s followed by corporatewide communications on status, tracking and impacts once they’ve determined whether any regional offices are in the longrange cone of uncertainty. “Our crisis team will engage and start discussing possible courses of action approximately five days before a potential landfall,” she says. It’s also critical to heed emergency management officials’ warnings when faced with a storm. If an evacuation is ordered, and the business is located within the evacuation zone, emergency responders will be unable to respond during the disaster. If your business is located outside the evacuation zone, it may serve as a shelter for you and fellow employees. “In that case, take necessary time to ensure that windows and doors are protected and secured and that business disaster supply kits are properly stocked with essential items, including a threeday supply of nonperishable foods and a gallon of water per day for each employee staying at the business,” Moscoso says.

AFTER: ASSESS THE DAMAGE AND GET BACK TO BUSINESS

Even in the immediate aftermath of a disaster, FCCI claims manager Mark Winters says a business owner’s priority should remain employee safety. Once all employees are accounted for and deemed safe, it’s time to assess the damage to the business. Winters encourages business owners to prevent further damage to their business if it has been open to the elements. It’s up to the business owner whether he or she wants to tackle this project internally or hire a contractor to board up the business and secure the roof. Contact your insurance agent, he says, and “take the time to document an insurance claim 20

with photographs of the damage and lists of the contents that are damaged. This will be very helpful when the adjuster arrives to show the loss and the work done to date.” If there is damage to your business, Winters urges business owners to work closely with their adjuster to understand their existing coverages and what the insurance company can pay for. “[Insurance agents] can make recommendations such as engineers to assist with assessing the damage to a building and what it will take to repair the more significant damages,” he says. Disaster response teams are available at the local, state and federal levels. They can connect you to resources to help mitigate your losses and get you back up and running. Hopefully, copies of all important documents have been stored at an alternate location or in the cloud prior DISASTER RESOURCES: to the disaster. Accounting, production, property records and photos and/or vid–Ready.gov eos of how the business looks without –National Flood damage will be vital to helping loan Insurance Program (fema.gov) officials assess your case. –American Red Cross “This should expedite recovDisaster Preparedness ery efforts without the hassle of try(readyrating.org) ing to duplicate lost documents,” –preparemybusiness.org Moscoso says. –Florida Division of Once you’ve managed to get the Emergency Management business back up and running, it’s floridadisaster.org/ time to let the world know. Sixty-two getaplan/business.aspx percent of companies that have gone –Manatee County through a disaster say their major Business Recovery challenge was the loss of sales and Directory (mymanatee. org/home/businesses/ customers, according to FEMA. economic-development/ “What’s key for today’s business business-recoveryowners,” Rivera says, “is to update directory.html) your social media accounts— –Sarasota County Facebook, Twitter, Instagram, Business Disaster Plan (scgov.net/ company blog—to alert your AllHazards/All%20 customers that you’re open for Hazards/Business%20 business.” Disaster%20Plan.pdf) Hurricane survivor Doyle has this –U.S. Small Business advice: “Don’t gouge. Open as soon as Administration Disaster you can, even if it’s makeshift. If you Recovery Loan (sba.gov) can—serve, serve, serve.” ■ –Florida Small Business Emergency Bridge Loan, Disaster Unemployment Assistance program and Short Time Compensation program (floridadisasterloan.org)

Susan Burns contributed to this story.

941CEO

STEVE HALL

CEBS, CSFS, CHRP Market President

ALLTRUSTINSURANCE.COM | 941-713-6187

A sampling of ZipKordâ&#x20AC;&#x2122;s 100 products. 22

941CEO

PLUGGING INTO A BOOMING MARKET by Vicki Dean

Photography by Jennifer Soos

ZIPKORD, A GROWING SARASOTA FIRM, MANUFACTURES ACCESSORIES FOR PHONES AND OTHER DEVICES. M AY / J U N E 2 0 1 7

ZipKord

Solutions’ office on Clark Road has a vibe that’s more Silicon Valley than Sarasota. Charlie and Clio, two friendly Australian labradoodles, greet visitors at the door, wagging their curly tails. Not too long after, CEO and President Hal Perdew arrives in khaki shorts and a polo shirt with a friendly smile and firm handshake. While not a tech company, ZipKord is part of a growing industry that makes accessories such as Bluetooth adapters and headsets, screen guards, car and wall chargers, battery cases and mounts for smartphones and other electronic devices. Consumers can buy the products from the ZipKord.com website. The company’s custom brands also include Guardz, Rockz, ColorZ and EverGreen. But ZipKord has made its mark providing proprietary product lines for a network of retailers. For example, Verizon sells a line of ZipKord products in 2,000 of its wireless stores worldwide. Those headphones you get at the Marriott? Chances are they are made by ZipKord. The company also has partnered with car rental companies to be an exclusive provider of mobile accessories for about 75 percent of the worldwide market. Avis’s car rental charger, for example, is a ZipKord product. “If you go to any car rental counter you’re going to see a little display on the counter with products for cell phone accessories, and they’re ours and we’re worldwide,” Perdew says. “We’re in about 20 countries right now with car rental.” Perdew, 46, grew up in Sarasota and attended Pine View. After high school, he attended and graduated from

with the company to develop retractable USB and charging cables. He then persuaded Philips, the Dutch electronics giant, to adopt and distribute his products under its brand name. Rudd asked Perdew to consult for his company on “people and process” for about six years. He then persuaded Perdew to join the company full time in 2012. The company is now an international player in the mobile accessories market with more than 100 products in 20 countries. Employees have grown from three people in Sarasota to 18 total in the United States. The company works with manufacturers in China and operates warehouses around the world. “Every aspect of our company outside of product manufacturing and warehousing is performed in Sarasota,” Rudd says. ZipKord revenues more than doubled in 2016 from three years ago. The company is on track to again double revenues this year (Perdew declined to provide exact numbers) and add more employees. With 95 percent of Americans owning a cell phone and about 77 percent owning a smartphone, the U.S. market appetite is high. Global demand for mobile phones also is expected to grow as incomes rise and phone prices continue to drop. The market for aftermarket mobile accessories is predicted to top $110 billion in 2021, according to a recent ABI Research report. “Given users’ attachments to their smartphones and their wants and needs to personalize and protect them, the aftermarket mobile accessories market is showing

ZIPKORD IS THE E XCLUSIVE PROVIDER OF MOBILE ACCE S S ORIE S FOR AB OUT 75 PE RCENT OF THE WORLDWIDE C A R R E N TA L M A R K E T.

the U.S. Naval Academy in Annapolis, Maryland. He became a Navy pilot before landing in the business world at a digital marketing company in California. Now married and the father of a young son, Perdew returned to Sarasota in 2006 to run a selfstorage business. He bumped into former Pine View classmate Jeff Rudd, a software project manager and entrepreneur, at a birthday party for Rudd’s twin girls. That chance meeting was a turning point in ZipKord’s development, pairing a visionary founder with a seasoned business owner. Rudd, 45, a graduate of the University of Florida, founded ZipKord in 2002, starting with a focus on retractable products. Rudd was attending a wireless convention for a former employer when he stopped by a Korean company’s kiosk. Cell phones were just becoming popular and users were already frustrated with the devices’ tangle of charging cords. He worked

no signs of slowing down,” ABI research senior analyst Marina Lu says in the report. Charging devices and cables are ZipKord’s top sellers. An emphasis on quality that includes offering a limited lifetime warranty sets the company’s products apart from thousands of competitors worldwide, Rudd says. ZipKord relies on its established manufacturing and distribution channels as well as partnerships with corporate clients to fuel its growth. Staying plugged into tech trends is essential, Perdew says. When the iPhone 7 came out with wireless headphones, ZipKord was ready with Bluetooth accessories. Now that Alexa and other home-based computers are becoming popular, company leaders are looking for new ways to tie into the growing market for voice-controlled home assistants. Cell phone mounts for car dashboards and windshields are a relatively new product added by ZipKord to meet

941CEO

Founder Jeff Rudd and CEO Hal Perdew in their Sarasota office.

a worldwide demand. The company plans a rapid rollout of car mounts and other accessories this year. “Jeff set a pretty impressive task for his team. They’re bringing 12 new products every quarter to market. That’s almost a new product a week,” Perdew says. “He’s got a great team in place and he’s really killing it for us.” Rudd says empowering ZipKord’s team members is a hallmark of the company’s management style. “I call it an upside-down pyramid,” Rudd says. “We are not, by any measure, people sitting at the top telling people what to do. We’re at the bottom supporting the team and we want them all to grow.” ZipKord sent eight people in January to the Consumer Electronics Show in Las Vegas, which attracts 200,000 customers and vendors. Perdew and Rudd scoured the midways for ideas. “We’re looking for needles in the haystack from the product side. We’re looking for companies that have a good idea but need some distribution,” Rudd says. One emerging trend is the “internet of things,” interconnected devices for homes, autos and mobile phones. Self-driving and connected cars are a part of the trend, along with intelligent home products like Amazon’s Echo. In the future, web-connected eyewear may make computer and TV screens obsolete.

M AY / J U N E 2 0 1 7

ZIPKORD’S HIGH FIVE Here are the company’s five bestselling products. 1. PowerRockZ – a portable charging bank with attached cords 2. Q1 Wireless Desktop Charger – a charging stand for your desk that can refuel your phone wirelessly 3. USB 2.0 USB-A to USB-C cables – charges phones and tablets in half the time of traditional cables. 4. Lightning Car Charger for Apple – Apple-certified charger that draws power from car lighters 5. Soundz Pro Bluetooth Headset –wireless 1.2 ounce headphones with noise reduction feature and magnetic earbuds

“Conversational computing is what it is,” Perdew says. The home automation market has drawn the interest of accessory companies such as ZipKord. “We’re looking at it and saying, ‘OK, how can we be ahead of the curve and be involved with these companies? Do they need Bluetooth? What are the things that they need?’” Rudd says. While the company is a key player in the industry, ZipKord has flown under the radar in Sarasota. Perdew gets texts from friends and family who send him photos of ZipKord products in stores throughout the world. Eventually, Rudd hopes the Sarasota connection becomes better known. “Most people don’t know we’re here unless they’re friends of ours,” Perdew says. “We’re a young company in our current iteration. We’ve got a great team in place and we’re always looking for great people. So if there are people who like to help small companies grow and are looking for something to do where they can jump in with both feet, we’d love to talk to them.” Rudd says the partners like the region and want to see Sarasota on the map. “Maybe one day people will say, ‘Hey, ZipKord is from Sarasota’ and they’ll tie the two together,” he says. π

BUYING A BUSINESS? FIVE S TE PS TO S UCCE S S.

941CEO

iners enter and exit The Recipe Box Eatery in Bradenton at a steady chop. Owner Vickie Berends is greeting customers and ringing up checks. “How was breakfast?” she asks. “The only restaurant around here I like,” one customer replies.

B Y S Y LV I A W HI T M A N

Since Berends bought The Recipe Box in fall 2015, she hasn’t taken a vacation, but she’s experiencing no buyer’s remorse. The place grossed $675,000 in 2016, and although 2017 started slowly, she’s hoping for another successful year. Running a restaurant “is a little bit of work,” she concedes. The Recipe Box is open seven days a week. But after years in corporate management for eateries like Panera and Steak ’n Shake, Berends finds being her own boss so fulfilling that she hardly minds the 80-hour weeks. “I get to create things,” she says. “It’s freedom of choice.” Berends is not alone in craving freedom. The U.S. Bureau of Labor Statistics reports that about 10 percent of Americans are self-employed, but surveys show more than five times that number yearn for their own business. The internet feeds the fantasy. With just a few clicks, in Sarasota County you can buy an ice cream cart ($1,200, Craigslist), a “premium lawn service route and landscaping business” ($149,000, BizBuySell.com), or a “profitable & unique island coffee eatery yards from beach” ($389,000, Bizquest.com). Yet 90 percent of Americans who search for businesses to buy never actually open shop, says Dennis Zink, consultant and nine-time smallbusiness buyer or seller. One reason locally is short supply. “We have more buyers than we know what to do with,” says David Sinclair of Sarasota-based Sinclair Brokerage, Inc. “We have an inventory problem. I don’t think buyers have enough choices.” Compounding the tight supply are sellers’ unrealistic expectations, says Terry Williams of Sun Business Brokers of Sarasota. Owners who “have poured their blood and guts into a business— whether it’s successful or not—often want more out of it than it’s really worth,” says Williams. And those who have been pocketing cash and lowballing income to minimize taxes lack the paper trail to show the profits they claim.

M AY / J U N E 2 0 1 7

Cold feet also put a brake on business deals. Especially for first-time buyers, the process can seem daunting. Like a house sale, a business deal may or may not involve a broker. But don’t expect to find a handy list of “comps” for a mom-and-pop pizzeria or lawn service. According to Sinclair, the business market favors nondisclosure: Sellers don’t want to alert competitors who might lure away valuable employees or customers, and buyers want a quiet, seamless transition. Despite these caveats, BizBuySell.com reports that annual small business transactions reached record levels in 2016. More than a quarter of Tampa-St. Petersburg-Clearwater businesses listed on the site sold (252 out of 933) with a median sale price of $140,000 (and a median asking price of $149,000) and median revenue of $341,371. So how can you determine what a business is worth? The U.S. Small Business Administration (SBA) suggests investigating these factors: • CAPITALIZED EARNING—What return can the buyer expect on investment? • CASH FLOW—How much money could the owner borrow and pay back? • TANGIBLE ASSETS—What property does the business own? (The value is the replacement cost.) • INTANGIBLE ASSETS—How much would it cost to buy intangible assets (like goodwill or trademarks) rather than create them? But experts agree valuation is a guesstimate. Zink says: “It really comes down to the price that a buyer is willing to offer and a seller is willing to accept.” Another factor buyers should consider is whether the business has multiple long-term customers and not a single major client on whom too much depends.

BU Y ING A BU S IN E S S ?

Buyers also want a good location and a short learning curve. With a pool service, for instance, techs can teach new owners 90 percent of what they need to know in about a month, Williams says. He recalls one couple grossed $300,000 to $400,000 a year traveling the globe buying seashells to wholesale to U.S. gift stores, but when the husband had a heart attack, his specialized knowledge, a unique asset, died with him, and the widow couldn’t sell the business. The real deal clincher? Clean books. “Established businesses with good financials are hard to find,” says Sinclair says, “because why would the owner want to sell?” Given all that, service businesses are probably the most sought after locally, followed by distribution and manufacturing, says Sinclair. But the highest turnover lies with restaurants. “It’s the hardest business to be in,” he says, “because every meal has to be perfect for every customer.”

HERE ARE FIVE STEPS IF YOU’RE READY TO TAKE THE PLUNGE.

The three avenues for self-employment— start, buy or franchise a business—fall on a spectrum of risk. Huge risks attend the pursuit of huge rewards. Fortune magazine reports that nine out of 10 startups fail. Most new ventures disappear because there’s no demand for their goods or services, or the founders run out of cash. At the other end of the spectrum, franchises offer tried-and-true formulas for modest success, but corporate may dictate everything from site selection to the color of tablecloths. “Some people just say, ‘I don’t want someone breathing down my throat,’” says business broker Mary Anne Servian of Murphy Business and Financial. Acquiring an established business can offer more security than starting from scratch and more autonomy than franchising. Sometimes established businesses buy out their competitors, says Zink, or acquire a missing link in their supply chain. But especially in Southwest Florida, shoppers tend to

be middle-aged folks with a nest egg who are relocating and/or leaving other careers. (Nationally, small business buyers are predominantly white college-educated men— women comprise 22 percent of buyers—over the age of 40, according to BizBuySell.) Buying a business may seem more remunerative or attainable than a staff position. “They’re looking to buy a job,” says Servian.

Rather than searching for the dream job, advises Servian, buyers should look for a business that promises long-term sustainability. Or as Zink puts it, “Just because you can cook an omelet doesn’t mean you should buy a restaurant.” Business brokers, whose minimum qualification is a real-estate license, can help a buyer through a long checklist of considerations. However, they represent either the seller or the transaction: They can advise buyers but not indemnify them. Several local brokers compare their services to matchmaking. Servian interviews prospective buyers at length—jobs they’ve loved and hated, working capital, timeframe, visa issues (for foreign

States with the Most Buying and Selling California Florida New York Texas

21 % 14 % 9% 7%

SOURCE: BIZBUYSELL’S 2016 REPORT

Top Motivations for Selling Retirement Burnout Desire to own a bigger business

40 % 21 % 20 %

SOURCE: BIZBUYSELL

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nationals), etc. She always asks for a buyer’s resume because sometimes a sidelight points to an overlooked compatibility with a business on the market. Putting together a deal often involves overcoming a buyer’s nerves and a seller’s second thoughts, tempering both parties’ financial expectations, and delivering ongoing reality checks. “You’re never going to find the perfect fit,” Servian says. But good fits do happen. In 2014, for instance, brothers Stan and Carter Tracht bought Environeers, a Sarasota adventure outfitting store. Retail was a departure from the Trachts’ former wholesale consumer electronics business, but the deal “fell into our lap,” says Carter. He had moved back to Sarasota from Dallas to care for an ailing relative, and he spotted a for-sale sign in the store window. Turns out, the brothers knew the sellers, who had founded the business 23 years before. Stan moved back to Sarasota, and the brothers plunged into brick-and-mortar sales, including trading off weekends behind the counter. “It was never hard,” says Carter. “I enjoy being here.”

How much are you willing to invest in your new business? How much do you need to draw from it? According to Sinclair, about 75 percent of his buyers pay cash, often drawing from their IRAs and other savings. Sellers rarely carry a note, and loans are hard to secure unless the books are perfect. SCORE reports that only 38 percent of businesses with revenues under $5 million get bank loans approved. So if buyers need financing, lenders may shape their choices. The SBA, for instance, guarantees loans on favorable terms for both purchase and working capital. But the SBA inclines toward businesses with tangible assets, and its rigorous application requires a 25 percent down payment, according to Sinclair, and much documentation, including the buyer’s personal history. Servian recalls a client with a plumbing background who managed to borrow $800,000 with SBA help to buy a fire sprinkler business with trucks, inventory, long-term employees and good recordkeeping. “Every deal is different,” says Sinclair. But he and Servian both suggest writing some kind of post-closing relationship into the contract. Especially for mom-and-

M AY / J U N E 2 0 1 7

WHAT’S HOT & WHAT’S NOT TERRY WILLIAMS, OWNER OF SUN BUSINESS BROKERS OF SARASOTA, HAS BROKERED 160 BUSINESS SALES IN THE PAST 11 YEARS. HE CITES THREE KINDS OF BUSINESSES COVETED BY LOCAL BUYERS AND THREE THAT POSE CHALLENGES.

EASY TO SELL Beach businesses Buyers find kayak rentals and similar businesses attractive, as many want to work on the water. Absentee or semi-absentee Many buyers are looking for turnkey operations with good employees in place. Health care This is a growing market with our large number of seniors. Health care businesses that don’t require licenses are particularly coveted.

HARD TO SELL Hair salons Lots of competition, required licensing and, Williams says, “a lot of people are just not that interested in cutting hair all day.” Lawn services These can be profitable, but many buyers don’t want to work all day in the Florida sun. Small service businesses There’s money to be made in businesses such as cleaning washing machines and dryer bins, restaurant hoods and grills, but it’s hard work. “It’s not turnkey and that’s what many buyers are looking for,” he says.

BU Y ING A BU S IN E S S ?

pop businesses, handing over the enterprises they’ve raised from birth churns up strong feelings. Having the seller train the new buyers, for instance, or introduce them to customers can both grease the sale and ease the transition. Williams estimates that 25 percent of the deals he has brokered are all-cash and 70 percent are seller financed. Interest rates and other terms are negotiated, Williams says, which means that a deal can take weeks, even months, to hammer out. Once the deal is consummated, you need enough cash to carry you through the launch. “With retail, you have to buy a lot of inventory up front,” says Carter Tracht. As he and his brother learned about the gear and clothing in Environeers, employee product knowledge was “the most valuable asset we acquired,” says Carter. According to SCORE, small business owners report cash flow as their top challenge. A decadeold U.S. Bank study still cited widely attributes 82 percent of business failures to cash management problems. Consultants recommend having at least three months to six months—or more—of cash reserves. If you extend credit to customers, you need to allow time for your bills to go out and payments to come in.

Assemble a team. Servian and Sinclair recommend finding an experienced broker who belongs to the International Business Brokers Association, which offers coursework that can lead to a Certified Business Intermediary (CBI) designation. Also enlist an accountant to vet the books and a lawyer to represent your interests at closing. “If someone is selling a nail salon for $120,000,” says Servian, “how did they come up with that figure?” Review everything, she says: profit and loss statements, tax returns, balance sheets, customer lists, insurance claims, lease agreements—whatever is available.

Look at the lease (or mortgage) terms, adds Sinclair. Ideally, the monthly payment shouldn’t exceed 10 percent of revenue. Sellers’ broker Williams underscores the importance of due diligence. “Everybody has a horror story,” he says. “Sometimes sellers try to scam me, too.” A letter of intent should open the books, and a buyer can back out if the financials don’t withstand scrutiny. Mystery shopping can also shed light on a business’s viability. For example, restaurateur Berends was talking to a business broker, debating whether to open a restaurant from scratch or buy an existing establishment, when she spotted a listing for The Recipe Box—where she’d been eating dinner about twice a week for the past decade. With new eyes, she scoped out every meal, pleased to find the food just as good and the traffic just as busy as dinner. Brokers’ fees for business sales run about three times the commission on home sales. Don’t overlook free help as well. The SBA has a deep website, and the award-winning Manasota chapter of the nonprofit SCORE provides free resources, tools and one-on-one mentoring, as well as low-cost workshops.

Buy a business, build an empire—it’s the Golden Arches fantasy of Ray Kroc and other titans. Just remember, says Zink, “All businesses will eventually fail.” Think Radio Shack, A&P, Borders and Blockbuster. Although a few wineries from last century may still be bottling, Zink says businesses collapse with such regularity that a buyer’s goal should be to get in, have a good run and get out. “The question is: How many years can you ride the pony?” The Tracht brothers aren’t contemplating leaving retail, though “online sales are constantly nipping at us,” says Carter. They’re relishing the ride. In fact, if Environeers continues to grow, he says, “Our goal is to open another business.” π

941CEO

OFFICE FRESH

FINANCE

Caldwell Trust, Venice

SOPHISTICATION AND ELEGANCE INSTILL CLIENT CONFIDENCE.

LET’S FACE IT: DESIGN MATTERS WHEN IT COMES TO THE WORKPLACE. WE SCANNED SARASOTA AND MANATEE AND FOUND CREATIVE DESIGNS THAT EMBODY A COMPANY’S MISSION AND MAKE EMPLOYEES AND CLIENTS SAY, “WOW!”

BY KEVIN ALLEN

FIVE COMMERCIAL SPACES THAT INSPIRE.

COOL OFFICES

COURTESY OF CALDWELL TRUST

Caldwell Trust specializes in investments, trusts, estates and retirement planning. Its $3 million, 11,500-squarefoot, Italianate-style

headquarters radiates smart, luxurious sophistication. Visitors enter through a 1,500-square-foot, marblefloored grand foyer with a 17-foot high ceiling. The main conference room incorporates hidden highend audiovisual systems and videoconferencing equipment. The building also houses a library,

catering kitchen, print shop and workout room. CEO R.G. “Kelly” Caldwell Jr. calls the company’s home “more than the realization of a long-held dream. It’s the physical embodiment of our commitment to our clients. Its features enhance our ability to provide services in the most cost-effective, secure manner.”

Architect: Venice Design Group Features: 24-foot by 36-foot main conference room with hidden state-of-the-art technology, 26-foot parapet in the center of the building, 55-foot by 25-foot garden courtyard

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COOL OFFICES

TECHNOLOGY

Voalté

A FUN, LAID-BACK ATMOSPHERE INSPIRES CREATIVE WORK.

congregate. The office also hosts quarterly art exhibits that feature works from local students and artists. “We designed our Sarasota headquarters to support rapid growth and enable us to develop customer relationships with some of the country’s leading health care organizations,” Oscar Callejas, Voalté’s VP of operations, says. “Our space encourages creativity and collaboration.”

COURTESY OF VOALTÉ & SMILEWORKS KIDS DENTISTRY

Since its founding in 2008, Voalté has garnered plenty of attention as a provider of communication systems for the health care industry. And so has its 12,000-squarefoot headquarters on Fruitville Road, colored with hot pinks, chartreuse and other bold hues. The interior also channels Silicon Valley. Employees are encouraged to get away from their desks and work collaboratively at the bean bag pod. An onsite bistro stocked with fruit and healthy snack items encourages employees to

Architect: William Dobson, Tampa-based architect Features: Transparent conference rooms, noise-cancelling features, flexible meeting spaces, bean bag pod, art exhibits

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COOL OFFICES

MEDICAL

SmileWorks Kids Dentistry

PLAY STATION VIBE KEEPS CHILDREN—AND THEIR PARENTS—SMILING.

With its neon-green façade and bright purple signs and awnings, SmileWorks Kids Dentistry stands out among the office and medical parks

on Fruitville Road. Inside, it gets even better. Dr. Manav Malik (Dr. M&M to the kids) wanted a dental office that would

“be one-of-a-kind in the state” while eliminating the fear and anxiety kids often associate with dental visits. Computer stations, five

video game stations, baby and toddler toys and giant murals make it feel more like a kid’s dream arcade.

Architect: DSDG, Sarasota Features: Custom murals, video games, arcade games, TVs above the dental chairs for cartoons and movies

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RESTAURANT

Darwin Brewing Co.

A BRADENTON HOT SPOT SHINES WITH INDUSTRIAL CHIC DESIGN.

When Darwin Brewing Co.’s owners bought the old Bradenton Press building on 17th Avenue West, they had a choice: Raze it and start from scratch or renovate the existing structure. They chose to renovate, and the

Architect: Fawley Bryant Architecture, Manatee County Features: Full production brewery, tasting room, outdoor beer garden

result is a mix of modern and rustic that creates an ideal environment to sip some of the area’s tastiest brews. General manager Matt Cornelius says initially there wasn’t much emphasis on the design. “Our thought was, we’ve got great beer— let’s build a brewery,” he recalls. Fortunately, they teamed up with local architecture firm Fawley Bryant, which helped turn the space into what Cornelius describes as “industrial merged with inviting.” When the weather is nice, garage doors rise to give the taproom a wideopen feel, and the concrete floors recall the building’s former life. The long, U-shaped, reclaimed wood bar gives a perfect view of the dozens of beer taps. TVs adorn one wall. Large windows in the interior allow customers to view the brewing process.

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GENE POLLUX

COOL OFFICES

SP ONS ORED R EPOR T

LEADING THE WAY

We all look for inspiration for how to be a better leader. At the Lakewood Ranch Business Alliance, we strive to inspire and support our community’s leaders and future leaders through educational programs and events geared toward strengthening the skills and knowledge they need to succeed. In this section, we’re proud to introduce you to some of our members as they share what has inspired them to lead the way in our business community. Lakewood Ranch Business Alliance 8430 Enterprise Circle, STE 140, Lakewood Ranch, FL 34202 | 941-757-1664 | www.lwrba.org

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LE ADING TH E WAY

Lori P. Augustyniak Bradford M. Gucciardo PRINCIPAL ATTORNEY, GUCCIARDO LAW GROUP P.A.

Lori Ruth ASSOCIATE PUBLISHER OF THE EAST COUNTY OBSERVER LWRBA CHAIR

“I take pride in working shoulder to shoulder with some wonderfully talented and gifted members who are successful businessmen and businesswomen in the community. The Alliance has given me the inspiration to become more involved and to encourage others to do the same.”

“Live life fully while you’re here. Experience everything. Take care of yourself and your friends. Have fun, be crazy, be weird. Go out and screw up! You’re going to anyway, so you might as well enjoy the process.” —Tony Robbins

CPA, CIC OWNER/AGENT, HORIZON INSURANCE

“Work on your business, not in your business. Surround yourself with winners and the possibilities are endless. Remember there are no mistakes, only learning opportunities.”

Heather Kasten EXECUTIVE DIRECTOR, LAKEWOOD RANCH BUSINESS ALLIANCE

Cord Van Nostrand DIRECTOR OF ENGINEERING, SNELL ENGINEERING CONSULTANTS

“Hire good people, not just good workers. As our company grows, we are adding team members whose skills can meet the needs of our clients, but also whose character matches the respected, trustworthy reputation our name has held for decades.”

“The Alliance continues to build leaders in our region. Last fall we launched the Executive Academy where we partnered with game on Nation to provide our member companies with a leadership experience like none other.”

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Dominic A. DiMaio DIVISIONAL CEO, CENTRAL FLORIDA, SYNOVUS BANK LWRBA BOARD MEMBER

“Synovus is engaged in serving communities. It’s more than taking deposits and providing loans. It means connecting with local leaders to not only help businesses fulfill their potential, but also to learn from one another by tapping into the vast array of knowledge we have right here in Bradenton and Sarasota.”

Dianne Kopczynski PARTNER AT MAULDIN & JENKINS, LLC

Christine Sensenig

LWRBA BOARD MEMBER

PARTNER, HULTMAN SENSENIG + JOSHI P.A

“To be an effective leader you must have the commitment to grow your

“Henry Ford said, ‘Don't find fault, find a remedy.’ Leaders, especially business owners, must find smart, honest people to create that remedy.”

leadership skills. Continuous learning and being part of a great organization like the LWRBA help me improve my leadership abilities as I continue my professional journey.”

Rick Piccolo PRESIDENT/CEO, SARASOTA BRADENTON INTERNATIONAL AIRPORT

“My leadership principles are rooted in simple values of hard work, compassion, fairness and determination. I had many influences that helped guide me along the way but these foundational values were instilled by my parents and reinforced by my spouse.”

David E. Sessions PRESIDENT/CEO, WILLIS SMITH CONSTRUCTION

“Our company has been building local landmarks for 45 years, and while we certainly take great pride in our professional successes, we are hopeful that our legacy of leadership through community service will be the fuel for our future success.”

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LE ADING TH E WAY

Kirk Boylston PRESIDENT, LAKEWOOD RANCH

Brice Hoopingarner PRESIDENT/CEO, KEETON'S OFFICE & ART SUPPLY

“I make strategic decisions that impact our employees for both short and long term, and keep our company moving forward. It’s also important to invest in sources that allow us to provide the best service to our customers.”

COMMERCIAL

“Lakewood Ranch Commercial is an industry leader with a strong reputation in commercial real estate services. Our impressive portfolio of business opportunities includes land lots, office suites, retail space, data center sites and research education campuses. Our comprehensive services include site selection, market analysis, contract negotiations, interim financing, permanent financing, construction and property management to qualified prospects. We are committed to excellence and built for business.”

Hair-raising Results! That’s what you can expect with Grapevine. Our team of experts specializes in delivering creative cross-platform solutions designed to give your business a noticeable boost. We’re sure you’ll be pleasantly surprised. When it comes to your company’s growth, we mean business. Give us a call today.

941.351.0024 | grapeinc.com | #GrowWithGrape Best of SRQ “Best Marketing/Public Relations Agency” – 2017, 2016, 2015, 2014 BIZ(941) Magazine “Greater Good Philanthropy” Award – Small Business – 2015 Manatee Chamber of Commerce – Small Business of the Year Award – 2014 Sarasota Chamber of Commerce – Small Business of the Year Award – 2010 38

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S P ONS ORED R EPOR T

LE ADING TH E WAY

David Fink THE BOARD FOR LWRBA AND A CURRENT

Darren R. Inverso

BOARD MEMBER

PARTNER, NORTON,

HALLIDAY FINANCIAL / PAST CHAIRMAN OF

“In our own companies, we tend to be surrounded by people like us— similar backgrounds, educations and perspectives. The diversity of the membership of the Alliance forces you to listen and learn about perspectives that may be much different than your own. The Alliance has helped me gain a much broader perspective on various issues and effectively deal with a much

HAMMERSLEY, LOPEZ & SKOKOS, P.A. / PAST CHAIRMAN OF THE BOARD FOR LWRBA AND A CURRENT BOARD MEMBER

“The LWRBA has helped me to become a better leader through its diversity of membership and businesses. The Business Alliance is much like a snapshot of our community with various kinds of businesses and people who all want and need different support for their respective businesses.”

broader group of people.”

Where You Go for Rehabilitation

DOES MAKE A DIFFERENCE Designed to return patients to leading active, independent lives, HealthSouth Rehabilitation Hospital of Sarasota is a 96-bed rehabilitation hospital that offers specialized inpatient programs for amputee, hip fracture, neurological conditions, spinal cord injury, stroke and traumatic brain injury. Our Team Our physicians* lead highly qualified teams of nurses and therapists to provide comprehensive rehabilitative care using state-of-the-art technology and advanced treatments. Choose a Higher Level of Care To learn more about our programs or to make a referral, call toll free at 866 330-5822. * HealthSouth of Sarasota has a comprehensive group of independent physicians.

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Here is where you lead the way.

Synovus is proud to be a member and sponsor of the Lakewood Ranch Business Alliance. Thank you to all the leaders who work every day to make our community thrive. 1.888.317.0085 | synovus.com

Banking products are provided by Synovus Bank, Member FDIC. Divisions of Synovus Bank operate under multiple trade names across the Southeast.

S P ONS ORED R EPOR T

LE ADING TH E WAY

Erik M. Hanson John R. Barnott

LITIGATION ATTORNEY, NORTON, HAMMERSLEY,

DIRECTOR OF BUILDING

LOPEZ & SKOKOS, P.A.

& DEVELOPMENT, MANATEE COUNTY

CHAIR OF LWRBA YOUNG

LWRBA BOARD MEMBER

LEADERS ALLIANCE

“Perfection is not attainable. But if we chase perfection, we can catch excellence.” —Vince Lombardi

“You miss 100 percent of the shots you don’t take.”

—Wayne Gretzky

Annette Gueli PRESIDENT, PRO-MOTION NOTIONS PAST CHAIR OF THE BOARD FOR LWRBA

“Great leaders effectively communicate goals, lead by example and are accountable even when no one is watching. They use their power to empower and ignite others. They influence, motivate and celebrate the success of their team, volunteers or paid employees.”

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Protecting Families & Businesses since 1989

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Call Today and Ask about our Referral Rewards Program—Giving Back to the Community “Up to 10% of profits donated to local charities”

Bradenton: 7347 52nd Place E; (2 Doors down from Bealls) Phone: (941) 755-9500 Port Charlotte: 18245 Paulson Dr. #118; (Paulson Center)

Phone: (941) 627-4424

Email: info@horizonins.net www.horizonins.net

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S P ONS ORED R EPOR T

LE ADING TH E WAY

Marcus Braz Steve Shenbaum and Blair Bloomston

CHIEF EXECUTIVE OFFICER, HEALTHSOUTH REHABILITATION HOSPITAL OF SARASOTA

“I believe leadership is a privilege. Our

PRESIDENT AND VICE PRESIDENT, GAME

patient outcomes lead the industry. I

ON NATION

“In our 20-plus years of business and through

am privileged to work with a team of dedicated employees whose main focus is providing exceptional rehabilitative care

our partnership with

to our patients. Truly amazing things are

LWRBA for The

accomplished here.”

Executive Academy, we’ve harnessed lessons from our experience working with Fortune 500 companies, military organizations and professional sports teams. We know these leaders thrive on purposeful engagement, and they're defined by their authenticity, clear vision, and care.”

28,126 SF OFFICE BUILDING LOCATED ON 3 ACRE CAMPUS

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BRADENTON OFFICE BUILDING NEAR BEALLS & TROPICANA

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WELCOME TO

YOUR FUTURE

Lake Erie College of Osteopathic Medicine (LECOM) is the LARGEST * medical school in the nation. LECOM’s medical* and pharmacy schools attract the MOST APPLICANTS and it is a TOP TEN* ranked college for preparing primary care physicians. For more information visit LECOM.edu

STEVE HALL

CEBS, CSFS, CHRP Market President

College of Osteopathic Medicine • School of Pharmacy School of Dental Medicine • School of Graduate Studies Masters/Post Baccalaureate

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Campuses in Bradenton, FL and Erie and Greensburg, PA

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S P ONS ORED R EPOR T

LE ADING TH E WAY

Susan Goldstein MBA, CCIM, COMMERCIAL REAL ESTATE SPECIALIST, MICHAEL SAUNDERS & COMPANY COMMERCIAL DIVISION LWRBA BOARD MEMBER

“Leaders lead with guidance, support and empowerment. LWRBA and Michael Saunders & Company offer examples. Michael and Drayton Saunders and Matt Drews exemplify the skill by asking what our team needs to be successful and then helping us get it.”

Andy Guz CEO, LAKEWOOD RANCH MEDICAL CENTER HOSPITAL

“I believe leadership is most effective by understanding the strengths of the people around you, instilling positivity and clearly communicating a vision. It’s also important to celebrate the successes and show appreciation on a personal level.”

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SP ONSORED R EPOR T

• 24/7 Emergency Services • Cardiovascular Services • Orthopaedic Spine and Joint Center • Inpatient and Outpatient Surgery • Women & Children’s Center • Imaging/Radiology Services • Sleep Center • Physical Therapy Center • Stroke and Cerebrovascular Center • Breast Health Center • Center for Wound Healing and Hyperbaric Medicine

For more information about the advanced medical services at our hospital, visit www.lakewoodranchmedicalcenter.com 8330 Lakewood Ranch Boulevard, Bradenton, FL 34202 | 941-782-2100 Physicians are on the medical staff of Lakewood Ranch Medical Center, but, with limited exceptions, are independent practitioners who are not employees or agents of Lakewood Ranch Medical Center. The hospital shall not be liable for actions or treatments provided by physicians. 160071 2/16

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LE ADING TH E WAY

Meredith Scerba EXECUTIVE DIRECTOR, 2017 WORLD ROWING CHAMPIONSHIP

“To me, a strong leader is an influential individual with a strong vision and strategic plan. At the same time, they build confidence, energy and camaraderie around their team. Ultimately, that leads

Allison Imre Perkowski PRESIDENT, GRAPEVINE COMMUNICATIONS

“I'm thrilled to become part of The Lakewood Ranch Business Community as the incoming president of Grapevine Communications! Our team has built many business relationships and partnerships throughout Lakewood Ranch and will continue to do all we can to support the people and causes of our community.”

to success.”

commitment & quality

For 99 years we have been building relationships through commitment, quality and dedication to our clients. We can help your organization exceed your goals, overcome any challenges and take advantage of unique opportunities!

Audit | Compliance | Tax | Consulting Alison Wester, CPA | Partner

941-747-4483 | mjcpa.com

Dianne Kopczynski, CPA, CIA | Partner

1401 Manatee Ave W | Ste 1200 Bradenton, FL 34205

awester@mjcpa.com

dkopczynski@mjcpa.com

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ce sin 86 9 1

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S P ONS ORED R EPOR T

LE ADING TH E WAY

Angela Smith VICE PRESIDENT, AL PURMORT INSURANCE

Jag Grewal

“Since becoming involved in the LWBRA, I have learned

CCIM/PARTNER,

the importance of teamwork. When it comes to working

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relationships, whether they are within your organization

LWRBA BOARD MEMBER

or outside of it, the word

“Building a strong team demonstrates leadership. We hire either the best in the business or novices who are willing to learn. In this unique market, our team has to be open to new ideas, and collaboration is critical for success."

“team” is a bedrock of success. The LWBRA has created numerous relationships, both personal and professional, that I would have otherwise missed out on. ”

Patricia Mathews HR CONSULTANT, WORKPLACE EXPERTS, LLC “Great leaders truly care, are willing to risk and are able to communicate their vision and inspire others. As the Rev. Martin Luther King Jr. said: ‘A genuine leader is not a searcher for consensus but a molder of consensus.’”

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S P ONSOR ED R EPOR T

LE ADING TH E WAY

Dr. Valerie Viands DIRECTOR OF MANATEE TECHNICAL COLLEGE

Steve Hall MARKET PRESIDENT, SENIOR BENEFITS CONSULTANT

“I’ve been fortunate to work for some great leaders. What has impressed me is their willingness to let others succeed and making the people around them feel important. I’ve

“One of the most effective methods of leading is being a good listener. An effective leader listens, asks questions and seeks to understand all points of view. By listening, you’ll receive valuable insights and create an environment that encourages healthy dialogue and an atmosphere of mutual respect.”

heard nice guys finish last. I beg to differ.”

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S P ONS ORED R EPOR T

LE ADING TH E WAY

Brynne Anne Besio CEO, SOUTH FLORIDA MUSEUM

“Our Strategic Plan is the guidepost that allows me to empower my staff to make the best decisions possible to move the organization forward, all with a common vision for the future shared by our Board of Trustees.”

Gary William Curry PRESIDENT, ROOFING BY CURRY

“This company was founded on one principle: integrity. This guides us in everything we do. Every decision we make. The only way to build a great company is when your customers and employees trust you. Roofing is just our product.”

Welcoming the World's Greatest Rowing Athletes We have reason to celebrate! For the first time in over 23 years the World Rowing Championships will return to the United States of America — at one of the most stunning coastal destinations on earth. For eight days, witness history unfold on the water, while being part of the largest Fan Festival ever held at Nathan Benderson Park.

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IF YOUR ACTIONS INSPIRE OTHERS TO DREAM MORE, LEARN MORE, DO MORE AND BECOME MORE, YOU ARE A LEADER. —John Quincy Adams

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Proud to be a Board Member of Lakewood Ranch Business Alliance Living, working and playing in Lakewood Ranch Top Producing Associate in 2016 for MS&C Commercial Division

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LE ADING TH E WAY

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More information at www.LWRBA.org/ExecutiveAcademy 54

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LOVE THIS STUFF TALK ● BY HANNAH WALLACE

Execs share their latest obsessions. I’m into the training shoes by NOBULL Project. They are durable, ideal for performing heavy lifts and hard training, while being comfortable enough for all-day wear. They also regularly release cool new colorways and patterns.— DAVID WEINER, OWNER, DEFINITION FIT

Sonos is a super-easy-touse music system that works with all the major streaming services. I have twin 5-yearold boys. In the morning we play Pandora channel Kidz Bop or the soundtrack to one of their favorite movies. And at work, having background music playing is expected at a home technology showroom.—MARK BOLDUC, PRESIDENT, WICKED SMART HOMES

My Instant Pot pressure cooker! As a homeschooling mother of four who works full-time, it’s helpful to have a kitchen appliance that I can just throw some food into, walk away from, and then 30 minutes later have a homemade meal for my family.—SHANNON EMRICH, MARKETING DIRECTOR, YODER’S

The standing desk helps me get through long days. I switch positions about once an hour. This constant movement keeps me focused, and I’m much less tired at the end of the day.—DOUGLAS LOGAN, CEO, CYBER NINJAS

I am loving the voice-activated Amazon Echo and my new friend Alexa, who connects me instantly to music, information, news, weather and Google searches. And she’s quicker than a calculator when it comes to math. Southeastern Guide Dogs has placed an Echo in each of our dorm rooms for our visually impaired students, too.—TITUS HERMAN, CEO, SOUTHEASTERN GUIDE DOGS

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WHAT I’VE LEARNED

David Green

McDonald’s former global marketing officer serves up campfire stories, great burgers and passion.

ROWING UP IN SHAKER HEIGHTS, OHIO, THE SON OF A RABBI AND A SOCIAL WORKER, David Green never saw the sky as the limit. He would ride his bike eight miles to the local airport and spend hours watching the takeoffs and landings. That fueled a 50-year passion that he now fulfills piloting a six-seat jet. But it was at McDonald’s where Green took off, rising from an assistant marketing manager in Atlanta, Georgia, in 1972 to becoming the fastfood giant’s global marketing officer. Green, who retired in 2002, and his wife of 43 years, Linda, now split their time between a home on Manasota Key and a summer place in Bigfork, Montana. He has devoted his retirement to enriching the community, currently serving on the board of the Sarasota Orchestra and the Hermitage Artist Retreat. He’s also involved with Jewish Family and Children Services. Over breakfast at a Venice diner, Green recalled what he learned playing a major role for decades at one of the world’s most successful companies.

“They talk about the 36 righteous men of the world—my father was one of them, an incredible person. And so was my mom, who was a social worker. My father had a work ethic that probably influenced me more than anything. He had an electric typewriter, one of the very early ones, and he’d be sitting in his study working on his sermons. As a kid, I remember standing outside listening to the click, click, click. I’d watch him take the piece of paper out and work on every word and then put the paper back in and work on every word again. His manuscripts 941CEO

ALEX STAFFORD

● BY DAVID HACKETT

“I was worrying about false goals. Promotions, pay raises, bigger offices are rewards, not goals.”

David Green with his Eclipse 500 jet at Venice Municipal Airport

were full of edits. He wanted to be perfect in what he said and how he said it.” “McDonald’s was an incredible experience because they really valued the individual and they wanted you to make a difference no matter what level of the organization you were in. It was a company where you could go out, work hard, make mistakes—just don’t make the same mistake twice —and succeed. Not a lot of Ph.D.s, not a lot of people with advanced degrees. It was people who grew up in the trenches.” M AY / J U N E 2 0 1 7

“Even though I was in the marketing department, I worked at least a week every year in the restaurant. Most people did. It was expected that you knew at least a little bit about operations. Part of my job was talking to restaurant owners and co-ops about marketing. But If I walked in the door and the restaurant had just gotten slammed with a school bus full of kids, I wasn’t going to talk marketing. I was going to get behind the counter and drop fries or draw drinks. And because I was able to do that, my credibility went up.” “I came to understand how important campfire stories are in big institutions. For instance, at McDonald’s, if there was a little man in the parking lot picking up cigarette butts you knew you were in trouble, because that was [McDonald’s founder] Ray Kroc. There was a time when Ray went into a restaurant that was filthy, and he jumped on top of a table and yelled out, ‘Ladies and gentlemen, you are not getting what McDonald’s is best at. This restaurant is now closed. Please come back tomorrow; it will be a lot better.’ That kind of story, just like fireweed, spreads throughout an organization. Every great company, whether Walt Disney or Steve Jobs at Apple, has this kind of institutional story that goes around and tells you what the culture is about.” “Successful marketing is absolutely dependent on having a great product, a product that customers like and value. McDonald’s always had that operational focus. You would go back into the kitchens at headquarters and there would be Fred Turner [CEO after Kroc] tasting the salt that was going to go on the French fries and he would go ‘Arghh, I don’t like this, it’s too salty.’ It wasn’t micromanagement; it was the intense operational focus that they had that created consistency.”

“In marketing, I learned that the two aspects in which you communicate with people are rational and emotional. If you just stay on the rational side, you’ll never establish a great relationship with people. So some of our great commercials were tear-jerkers that touched your heart. It’s what made us part of the family and part of the conversation. Just when the menu started getting a little boring, the next campaign would come out … ‘Two all-beef patties, special sauce, lettuce, cheese, pickles, onions on a sesame seed bun,’ and people would go, ‘Oh, yes!’” “Nothing can take the place of being passionate, persistent and honest about the company and its products. When I started on my career I worried about my next promotion, my next pay raise, my next office space. Often I would second guess an action before taking it because I wondered how it would affect my career. I found out that I was worrying about false goals. Promotions, raises, bigger offices are rewards, not goals. Demonstrating over time that you have a quality work ethic, an ability to get important tasks accomplished and playing well with talented co-workers will get you those rewards much faster than worrying about the rewards themselves.” “I’m a big believer in having passions outside of work. For me, it was flying and nature. For 15 to 20 years, on almost every weekend from spring to fall, my wife and two sons and I would go canoeing. We’d camp Friday and Saturday nights and come home Sunday. I worked incredibly hard, was the first person in the office in the morning and the last person to leave at night, but on Friday’s McDonald’s had a half-day and was good about saying, ‘Get out.’ And I did, which allowed me to have memorable experiences with my family.” ■ 57

BIZ BITES TALK ● BY RUTH LANDO

Five Great Al Fresco Eateries

Wow potential hires and clients at these plein air places.

Star Fish Company

Need a great lunch spot to lure those talented professionals from the cold, gray North? Treat them to fresh-fromthe-boat seafood at Cortez fishing village’s iconic Star Fish Company. Sit at a dockside picnic table and order a local craft beer to go with locally caught grouper, stone crabs or Gulf shrimp. Add some crunchy hush puppies and finish with a slice of Capt. Kathe’s Key lime pie. Don’t forget sunscreen and cash (credit cards not accepted). STAR FISH COMPANY, 12306 46th Ave. W., Cortez, (941) 7941243, starfishcompany.com.

Crab & Fin

St. Armands Circle is as close as Sarasota gets to Southern France, and the circle’s Crab & Fin, with its covered sidewalk patio, fits the European theme. Order the Alaskan Red King and Bairdi snow crabs, flown in fresh daily, or try the nice variety of oysters and shellfish from the raw bar and a selection of caviars that will impress (have your expense account ready, because there are no prices on the caviar menu). Don’t skip the famous Charley’s chowder, a hearty Mediterranean soup laden with tomatoes, herbs and pollock.

Then select wine or champagne from the extensive list to toast your future alliance. CRAB & FIN, 420 St. Armands Circle, Sarasota, (941) 388-3964, crab&finrestaurant.com.

Café BarBosso

With its industrial vibe, artists painting at easels, pizza oven and screened patio, Café BarBosso projects a chaotic Little Italy vibe, not surprising since the owner is New York-born chef Joe DiMaggio Jr. (second cousin, once removed from the New York Yankees legend), a loquacious guy known for introducing himself tableside. Joe’s semi-open kitchen serves favorites like “The Ultimate Eggplant,” 10 layers of béchamel, Parmesan, fresh mozzarella and marinara sauce; Grandma’s meatballs with “gravy;” and thin-crust pizza. When the weather is good, the screened patio offers a respite from the hubbub. Café BarBosso, 5501 Palmer Crossing Circle, Sarasota, (941) 922-7999, cafebarbosso.com.

O’bricks Irish Pub and Martini Bar

Housed in two brick buildings dating to 1901, O’bricks in downtown Bradenton bills itself as an Irish pub and martini bar. The sidewalk tables along Old

Main Street are perfect for people watching. O’bricks’ burgers are hearty and its salads can be augmented with a portobello mushroom cap, chicken, salmon, mahi mahi, sirloin steak, Key West shrimp or chicken salad. The selection of wines and beers is generous. And if it’s a martini lunch, try “Steve’s Vesper,” the house version of James Bond’s special order in Casino Royale—gin, vodka and vermouth with a lemon twist, shaken, not stirred, and a bargain at $8. O’bricks, 427 12th St. W., Bradenton (Old Main St.), (941) 8968860, obricks.com.

The Bijou

Sarasota’s philanthropists, business leaders and politicians make their way to downtown’s Bijou, which began as a gas station in the 1920s. Patrons choose from several dining rooms, the Gossips Lounge, an al fresco courtyard overlooking the Sarasota Opera House or a front patio that often has live music. The standard shrimp and crab bisque is a great starter. The “Bar Bites” in Gossips Lounge and the seasonal menu with its special nod to fish are newer attractions, but Bijou really knows the classics. Don’t pass up the pommes gratin dauphinoise to go with your “vintage Bijou” roast duck. You will need a reservation. Bijou Café, 1287 First St., Sarasota, (941) 366-8111, bijoucafe.net. π

CHAD SPENCER

Crab & Fin

941CEO

FAST TRACK TALK MOVERS, SHAKERS & HEADLINE MAKERS

C H R I S K O H AT S U ,

ELISHA ROBERTSON

digital strategist; and J O H N L E I N AW E AV E R , community association manager, Neal Communities. ▶ ▶ A L I S A F R E N C H , associate attorney, law firm of Fergeson, Skipper, Shaw, Keyser, Baron & Tirabassi. ▶ ▶ E L I Z A B E T H W E X L E R , real estate attorney, law firm of Berlin Patten Ebling.

▶▶

ELISHA ROBERTSON,

attorney, law firm of Kirk Pinkerton. ▶▶

M AT T H E W L A P O I N T E ,

attorney, law firm of Blalock Walters. ▶ ▶ PA U L A L O Z A N O and K E V I N J OYC E , attorneys; and H E AT H E R D E G R AV E and T H O M A S VA L E N T I N E , partners, law firm of Walters Levine & Lozano. ▶▶

STEPHANIE HEDSTROM,

maternal-fetal medicine specialist, Sarasota Memorial Health Care System’s First Physicians Group. ▶ ▶ L A N C E A R N E Y, interim executive director, SCOPE. M.D.,

▶▶

FR ANCESCA MACBETH,

administrative director, Sarasota Cuban Ballet School. ▶▶

S A M U E L P. G R I S S O M ,

medical director of rehabilitation services, Sarasota Memorial Hospital. M.D.,

M AY / J U N E 2 0 1 7

▶▶

DENNIS SHANAHAN,

operations associate, Caldwell Trust Company. ▶ ▶ M I K E K E I F E R , dean of academic affairs, State College of Florida Bradenton; R YA N H A L E , dean of academic affairs, SCF Venice;

▶▶

THOMAS WHEL AN,

superintendent, J.E. Charlotte Construction Corp. ▶▶

L AUR A SORENSEN,

chief people officer; E R I C H A R T M A N , chief development officer; and L I L A H TA H A - R I P P E T T, vice president of purchasing, First Watch. ▶ ▶ A L A N K N U C K E Y, regional general sales manager, Professional Plumbing. ▶ ▶ S A L LY S C H U L E , director of community engagement, Sarasota Memorial Healthcare Foundation. ▶▶

CYNTHIA PETERSON,

chief executive officer, Center for Architecture Sarasota. ▶ ▶ L I S A R O W E , promoted to vice president of programming and operations, Selah Freedom. ▶ ▶ K A R L A O L I V E R , director of assisted living and memory care services, Village on the Isle.

RICK SHERMAN,

director of sales, Lovibond Tintometer. ▶ ▶ D AV I D K E L LY, chief marketing officer, Gettel Automotive Family of Dealerships. ▶▶

J A Q U E LY N M C N E I L , dean of student services, SCF Manatee-Sarasota; and D A I S Y V U L O V I C H , dean, SCF Lakewood Ranch.

J O N AT H A N L E W I S ,

assistant county administrator; and M AT T O S T E R H O U D T, promoted to director of planning and development services, Sarasota County. ▶ ▶ O X A N A S A U N D E R S , vice president, Path Financial.

▶▶

SOUTHEASTERN GUIDE

won a Vetty Award in the mental health category from the Academy of United States Veterans. ▶ ▶ The VA N W E Z E L DOGS

PERFORMING ARTS HALL

was once again ranked the No. 1 performing arts hall in North America in the 2,000-seat category of “top spots” by Venues Today. ▶ ▶ J E F F C H A R L O T T E of J.E. Charlotte Construction Corp. is the 2017 president of the Argus Foundation.

C H R I S T E N C O WA N ,

marketing and client services adviser, Modern Wealth. ▶ ▶ A M B E R L E E , manager of agency relations; and Heather Cline, volunteer coordinator, All Faiths Food Bank. ▶▶

TA M M Y H A U S E R ,

executive director, Sarasota Architectural Foundation. ▶▶

L AUREN CL ARK ,

marketing and sponsorship director, The Mall at University Town Center. ▶▶

JAMES R . C ARDWELL II,

senior manager of workforce development, CareerEdge Funders Collaborative. ▶▶

BARBAR A J. FELDMAN,

provost, New College of Florida.

ACCOLADES ▶▶

RICO BOERAS

▶▶

JAQUELYN MCNEIL

POSITIONS TAKEN

A N D R E W M O U LT O N ,

of Sarasota Orthopedic Associates, was named chief of surgery at Lakewood Ranch Medical Center. ▶ ▶ K AY R O S A I R E of Big Cat Habitat and Gulf Coast Sanctuary received a Lifetime Achievement Award from Showfolks of Sarasota. M.D.,

▶ ▶ R I C O B O E R A S is the 2017 president of the Commercial Investment Division of the Realtor Association of Sarasota and Manatee. ▶▶

T H E L O D G E AT

in Lakewood Ranch received a Golden Fork award in the “new, private” category for its dining options from Golf Inc. magazine. ▶ ▶ J A M E S R O L F E S was named 2017 board chair of Children First. ▶ ▶ S T E V E Z E R I S has joined the board of directors of the Humane Society of Manatee County. ▶ ▶ B O B M O R R I S was named SVN Commercial Advisory Group’s 2016 Top Commercial Advisor of the Year. COUNTRY CLUB EAST

▶ ▶ K E V I N H I C K S , CEO of Gator Grading and Paving, is the 2017 chairman of the Gulf Coast Builders Exchange. ▶ ▶ Icard Merrill attorney B R A D L E Y J . E L L I S was named vice chair of the board of directors of the American Hiking Society. ▶▶

K A R I N E . G U S TA F S O N ,

C H A R L E S H . H A M I LT O N

and W I L L I A M R . J O H N S T O N have joined the board of the New College of Florida Foundation; and M I C H A E L R . P E N D E R J R . was named board chair. ▶▶

S A R A S O TA M E M O R I A L

was named one of the “150 Great Places to work in Healthcare” by Becker’s Hospital Review. ▶ ▶ M I C H A E L N E A L , a land development manager at Neal Communities, was included in Professional Builder magazine’s list of 40 Under 40 leaders. ▶ ▶ J U A N V I L L AV E C E S of the law firm of Shumaker, Loop & Kendrick joined the board of the SunCoast Blood Bank. H E A LT H C A R E S Y S T E M

MOVING AND OPENING Brendan Powers has launched U N I T E D D R O N E S E R V I C E S in Bradenton. ▶ ▶ Gardner Sherrill and Danny Wood have merged their financial management firms and begun operations as S H O R E L I N E F I N A N C I A L PA R T N E R S , at 2520 Manatee Ave. W., Suite 200, in Bradenton. ▶▶

▶▶

S P R O U T S FA R M E R S

has opened at 8330 S. Tamiami Trail in Sarasota. ▶ ▶ L U X E V O VA C AT I O N S has opened at 5783 Manatee Ave. W. in Bradenton. ▶ ▶ Francisco Jiménez has opened T H E B A R B E R at 430 Central Ave. in downtown Sarasota’s Rosemary District. ▶▶ P O I N T L U M I N E U X , a contemporary holistic wellness center, has opened MARKET

at 2206 Jo An Drive, Suite 4, in Sarasota. ▶ ▶ Suncoast Business Technologies and IT Resource have merged to form A L L I A N C E I T L L C . ▶▶ D E R M A G R A F F I X , a permanent makeup salon, has opened at 8383 S. Tamiami Trail in Sarasota. ▶ ▶ Jane Bennett, Karin Silver and Pearl DeBrular have launched B E YO N D T H E B L U E P R I N T, a company that provides strategies for new development. ▶▶

T R A I LWA L K E R G E A R

has moved to 4818 14th St. W. in Bradenton. OUTFIT TERS ▶▶

B O O K S T O R E 1 S A R A S O TA

has expanded to 12 S. Palm Ave. in the Orange Blossom Building in downtown Sarasota. ▶ ▶ WA S T E P R O has opened a recycling facility at 7921 15th St. E. in Sarasota. ▶ ▶ Bonita Springs-based G AT E S C O N S T R U C T I O N has opened a Sarasota office at 2 North Tamiami Trail, Suite 204. ▶▶

FAST TRACKER

FAST TRACK TALK

PA I N T I N G W I T H A T W I S T

has opened at 8736 S.R. 70 E. in Bradenton. ▶ ▶ Dr. Laurel Logas has opened B R A D E N T O N L AKEWOOD R ANCH

V E T E R I N A R Y H O S P I TA L

at 1324 17th Ave. W. in Bradenton. ▶▶

A N C I E N T WAY S M A R T I A L

A R T S A C A D E M Y has moved to 5566 Cortez Road W. in Bradenton. ▶ ▶ S T E P H E N M U S C O has relaunched his CPA practice at 2014 Fourth St. in downtown Sarasota. ▶ ▶ The law firm of L E E C H TISHMAN FUSCALDO & L A M P L L L C has opened an office at 8470 Enterprise Circle, Suite 300, Lakewood Ranch with founding partner T E D T I S H M A N and real estate attorney WA N D A P I S T E L L A . ■

Lori Ruth

is the 2017 chair of the board of the Lakewood Ranch Business Alliance, which represents more than 500 businesses in and around Lakewood Ranch.

MAX STEWART has been

named director of business development at the Bradenton Area Economic Development Corporation. It’s a new position at the EDC, which, he says, is working toward attracting companies to Manatee County—and growing existing companies—in three fields: life sciences, sports performance and sports science. The EDC is focusing on the 265-acre CORE (Collaboration Opportunities for Research and Exploration) biomedical research park announced for Lakewood Ranch. Three yet-tobe-announced life sciences companies have now committed to going into CORE and are undergoing due diligence, says Stewart. The EDC also is creating a strategic plan for attracting and growing sports performance companies. “It’s a good fit with the assets we already have in Manatee County in sports performance with IMG Academy, the Premier Sports Campus, Ellenton Ice and the upcoming World Rowing Championships,” he says. And “we’re focusing on entrepreneurship and start-ups, homegrown companies that create jobs. It’s not always about recruiting companies from out-of-state,” says Stewart, who came to the EDC from Enterprise Florida.— Ilene Denton 941CEO

THE SEEN TALK

MORE SEEN PHOTOS AT 941CEO.COM

2 3

THE ARGUS 1 FOUNDATION ANNUAL MEETING 1 Kyle Hembree, Hembree & Associates; Jannon Pierce, Easter Seals Southwest Florida; Matt Brockway, Icard Merrill; Todd Josko, Ballard Partners 2 Jaclyn Rossi, Niagara University; Heather Kasten, LWR Business Alliance; Christine O'Hara, Niagara University; Amy Farrington, USF Sarasota-Manatee 3 Shelli Freeland Eddie, Sarasota City Commissioner; Jon Swift, Jon Swift Construction 4 Christine School, Center Pointe Properties; Sharlene Hillier, Argus 5 Jeremy Young, Kevin Hagan, Iberia Bank 6 Jack Cox, Halfacre Construction; Jeff Charlotte, JE Charlotte Construction; Rod Hershberger, PGT; Adam Putnam, Florida Commissioner of Agriculture 7 Brian Kennelly, Fred Starling, Starling Group; John Neal, Neal Communities 8 Sarasota County Sheriff Tom Knight; Christine Robinson, Argus; Adam Putnam, Florida Commissioner of Agriculture; Jeff Charlotte, JE Charlotte Construction Co.

LORI SAX

8 M AY / J U N E 2 0 1 7

THE SEEN TALK

FINANCIAL LITERACY DAY

1 Gabriel Hament, Daisy Lopez, Cumberland Advisors; Ron McDonough, New College of Florida 2 David Berson, Nationwide Mutual; David Fink, Halliday Financial 3 Judy Hangartner, Zachary Jacobs, State College of Florida 4 David Kotok, Cumberland Advisors; James Curran, USF Sarasota-Manatee 5 Margie Barrie, ACSIA Partners, Christine Brown, Financial Planning Association 6 Ashley Brown, Women's Resource Center; Laura Mattia, Cumberland Advisors 7 Leo Chen, Cumberland Advisors 8 Carolyn Howard, Seacure Advisors; Albert Kelley, MedTech Advisors

Volume 14/Number 3, May/June 2017, 941CEO (ISSN 1936-7538) is published in January, March, May, July, September and November by Gulf Shore Media, LLC, a wholly owned subsidiary of SagaCity Media, Inc., 330 S. Pineapple Ave., Suite 205, Sarasota, FL 34236.

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Subscriptions are free to qualified individuals. For customer service inquiries, subscription inquiries or to change your address by providing both the old and new addresses, contact: 941CEO, Subscriber Services, PO Box 433217, Palm Coast, FL 32143. Phone: 1-800-331-8848, Email: 941CEO@emailcustomerservice.com. Periodicals postage paid at Sarasota, Florida, and at additional mailing offices. Copyright 2017 by Gulf Shore Media, LLC. No part of this publication may be reproduced without written permission from the publisher. Unsolicited manuscripts without return postage will not be returned. DISCLAIMER: Advertisements in the publication do not constitute an offer for sale in states where prohibited or restricted by law.

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MORE SEEN PHOTOS AT 941CEO.COM

FLORIDA CREATIVITY WEEKEND XIV 1 Michelle Korenfeld, author and painter; Susan Keller, International Center for Studies in Creativity, Buffalo State College 2 Laura Campbell, Campbell & Co. 3 Lynn Frankel, Learning Plus; Judy Reid, educator 4 Lisa Kramer, film industry; Erica Shaw, Sheridan College 5 Hedria Saltzman, Kitty Heusner, Priscilla Goodwin, Florida Creativity chairs

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M AY / J U N E 2 0 1 7

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OFF THE CLOCK ● BY ILENE DENTON

THE SINGING SURGEON Orthopedist Randall Morgan fronts the R&B band Soul Sensations.

“AFTER ALL THESE YEARS I’M STILL HAVING FUN.” 64

He comes from a family of music appreciators. “My father, who owned a pharmacy, played the trumpet and had a vintage collection of [Duke] Ellington’s and [Count] Basie’s music,” he says. “Motown was getting started when I finished high school and in the ’50s there was a lot of music going on in Gary.” Morgan is a longtime Westcoast Black Theatre Troupe board member, and in March he and Soul Sensations donated their talents to a musical fund-raising concert he conceived for WBTT, “The Second Time Around: From the Duke to a Prince.” It was their second such fund raiser for WBTT, and was so popular that a third performance was added. “After all these years I’m still having fun,” he says. ■ 941CEO

BARBARA BANKS

n orthopedic surgeon who replaces broken knees and hips by day, Dr. Randall Morgan croons about broken hearts at night as leader of the R&B band Soul Sensations. A Gary, Indiana, native, Morgan joined Sarasota Orthopedic Associates in 2007 and started Soul Sensations that same year. It’s the continuation of a band called Raven that he led for 29 years in Gary. Soul Sensations entertains at private parties, at Classic Car Museum dance parties and at charity events such as the afterparty for Dick Vitale’s annual V Foundation gala. “We have groupies, different audiences, very multicultural, depending on where we’re playing,” says Morgan. “A lot of my patients come see me perform.” An uncle who was a high school music teacher introduced Morgan to the clarinet at age 9, the start of a musical journey that took him from singing doo-wop in sixth grade to playing alto sax in his high school to singing with a rock band at Grinnell College and performing with a doo-wop group called Randy and the Surgeons during medical school at Howard University in Washington, D.C.

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