Labora: BSoR's Journal of Entrepreneurship (Winter 2021)

Jetheda Hernandez ’96 Having it All [COVER STORY]

Mister Resilience Toriano Phillips ’90

Women in Leadership Buni Neighbors

Think, Plan, Deliver Richard Smith ’88

Mister Resilience

Women in Leadership

Think, Plan, Deliver

Benedictine and Saint Gertrude Family,

Welcome to the second edition of Labora, which celebrates the entrepreneurial work of Saint Gertrude and Benedictine alumni. In this issue, you will find feature stories about three of the graduates of our schools, Jetheda Hernandez ’96, Toriano Phillips ’90, and Richard Smith ’88. These alumni are witnesses to the can-do spirit fostered at our beloved schools. They create value for their customers while making quality contributions to their communities through health care, promotion of minority-owned businesses, and clean-up of the environment. We hope these alumni stories will inspire everyone to find the sweet spot where the synergy of market needs and goodwill create opportunity.

Finding these synergies is foundational to our schools. In the early 1900s, there were no Catholic high schools in Richmond. The Benedictine monks and sisters saw this market (and spiritual) need and offered the goodwill of their communities to find a solution. First, the monks from Belmont, North Carolina headed north to found “Benedictine College” in 1911. The local Bishop’s permission for the founding of the secondary school was granted with one condition: the monks must also found a parish on the property (now Saint Benedict) so that the diocese could segregate the Irish and German communities into separate parish churches (the two ethnic communities were not getting along well, collocated at the old Saint Mary’s Church, at the time). The monks accepted the condition and thereby became the stewards of a high school and a diocesan parish church.

The sisters headed south to found Saint Gertrude. Their all-girls high school in northern Virginia, Saint Edith’s, was foundering and there was a need for a school in Richmond. The sisters saw this opportunity, and by 1922, convinced the Bishop for permission to follow their passion for educating high school students. This synergy led to the founding of Saint Gertrude High School.

This issue of Labora brings you these types of stories, where the synergies of passion and opportunity align to create something new. Our alumni carry on the traditions of the Benedictine monks and sisters when they are engaged in entrepreneurial activities across the country. Labora celebrates that innovative spirit with the goal of inspiring the same in our students.

Yours in Prayer and Work,

JESSE GRAPES PRESIDENT, BENEDICTINE SCHOOLS OF RICHMOND

Mister Resilience

Toriano Phillips ’90 Relishes Each Challenge

Sometimes, the obvious must be stated. “I’m a big risk taker,” stated Toriano Phillips. And the Benedictine grad has quite a history of taking the risks that those of us with an entrepreneurial bend thoroughly love.

Phillips’s story is quite a rollercoaster, and the man remains a bundle of directed energy, but it all comes back to risk. The first major one was when he came to his high school. A selfdescribed hellion during his youth, Phillips had been informed by his middle school principal that he would not allow him to attend public high school in the City of Richmond.

Phillips’s mother, Edna, must have had some concerns, because she reached out to then-principal John McGinty and learned that her son needed to pass the entrance exam in order to win attendance into Benedictine. “That test saved my life,” Phillips recalled.

No matter the circumstances, joining a new school is never easy. Compounding that difficulty for the young man was the newness of it all, primarily found in those aspects that most clearly define Benedictine: military, Catholicism, single-sex, and camaraderie. Phillips also stood out for another reason: the color of his skin. The class of ’90 consisted of 70 Cadets. Of that 70, there were two African American students, one Asian-American, and one of Puerto Rican heritage. Those numbers were hardly reflective of either America or the City of

Richmond. “In middle school, we had about 10 White kids,” stated Phillips. “There weren’t a lot of guys at Benedictine who looked like me.”

“I asked my mother, ‘Mom, what in the world did you put me in? Nobody looks like me.’”

“She said, ‘Son, you’re going to finish.’ But it took a good year to get adjusted.”

As if that weren’t enough, Phillips suffered a gunshot wound to the stomach during an incident his freshman year.

“After the Figure, I was dropped off at my brother’s house and was planning to meet my girlfriend there,” Phillips recalled. “When I entered the house, there was a man in there trying to rob the place.”

Not content with mere burglary, the intruder upped the game to assault with intent to kill when he took a shot at the young Cadet. “I ran to a store with [the intruder] chasing me,” he said. “I asked to use the phone, went for some change, and my hand came up bloody.”

Phillips hadn’t initially realized he’d been shot in the stomach with a nine-millimeter hollow-point bullet. Once he had, he was rushed to the hospital and in for an operation (from which he still bears the scars). Fortunately, there was neither spinal damage nor harm to any organs. Needless to say, “It messed up my football season.”

“When I got off the operating table [and gained consciousness), I could smell cigar smoke,” he said. “It was Father Donald. He came to see me, and he told me he was there to support me.” The incident seemed to have piqued his fellow Cadets’ interest in this transfer. “Everybody wanted to know what happened,” said Henry Berling ’90. “If not a celebrity, he certainly was a novelty, and rose to an ‘interesting’ status.”

In time, Berling found Phillips to be more than merely interesting. In quarterbacking the Cadet gridiron gang, Berling had a steady, reliable, and productive halfback lining up behind him. He also found a lifelong friend.

While football played a big role in Phillips’s run at Benedictine, it was his proficiency at playing the tuba that earned him a scholarship to Norfolk State, though he later transferred to St. Paul’s College in Lawrenceville, Virginia, from which he graduated in 1998.

A number of roles followed, including teaching in Richmond Public Schools and selling internet provider services, before Phillips found his sweet spot in the transportation industry. “When I was at Norfolk State, I had two years of work-study under a professor who owned a transportation business. My time with him was working and even driving for him,” recalled Phillips, with a

Toriano with his mother, Edna Hawkins, who inspired his interest in assisted living

Frank Boehling ’90

chuckle. “I thought I’d be in the office. Instead, I got a map, a set of keys, and a manifest. That gave me an appreciation and a drive to work for myself, not for somebody else.”

It also gave him an up-close appreciation and understanding of the transportation industry. He turned to Berling, who offered to help Phillips acquire a handful of vehicles to start up TransVan Transportation. “Toriano is always talking about ideas,” said Berling. “When the van transportation idea popped up, I encouraged him…Toriano was the work engine; I was the supporting counsel.”

Specializing in medical and personnel transportation, Phillips’s fledging venture realized steady growth, eventually developing into a fleet of 40 vehicles. The company started locally, but eventually spread its tentacles to cover surrounding counties, even expanding into the Hampton Roads region.

“Toriano is 100 percent entrepreneurial,” said Frank Boehling ’90. “I don’t recall him ever having another job other than working for himself. I believe he was one of the first in our class to start up a ground-up business.”

His company ran a gamut of medically related transportation duties, from as simple as chauffeuring patients to their doctor appointments to the delivery of payroll checks, and from moving medical supplies to moving patients between facilities. The funny thing is, Phillips was ill-suited to run the business, yet he realized 10X growth. “I didn’t even know how to read a balance sheet,” he recalled, with a chuckle. “Henry [Berling] would interpret for me.”

In 2012, however, the relatively low profit margins of that industry and his natural tendency toward altruism fired the urge to move to something else. He handed off his transportation business to a partner so that he could direct his attention toward assisted living facilities. This venture into a new world started with Hawkins Residential. Phillips readily attributes his interest in assisted living to the woman who raised him, noting his mother’s name was Hawkins and who was quite active in the residential care business prior to her passing. “I saw the need for a place for the mentally ill,” said Phillips, who saw that first home fill a mere 34 days after its opening.

“I don’t recall him ever having another job other than working for himself. I believe he was one of the first in our class to start up a ground-up business.”

Phillips Zen

Invariably described as “cool under pressure,” Toriano Phillips’s calm demeanor belies a burning desire to kindle the flames of entrepreneurship. “You have to jump from that cliff,” he enthused. “You’ll experience bumps, bruises, and scrapes, but there is glory at the end.”

Phillips has other sage advice for budding entrepreneurs:

„ Line up your funding. You don’t necessarily need to have it in hand, but at least be confident that it exists and is obtainable.

„ Have a budget review every day. Always know where your venture stands on that balance sheet.

„ If you play it safe, you never experience what is really meant for you.

„ Find those populations that have been ignored and pushed aside, especially if they have been so treated for a long time. They have needs to be met.

„ Be firm and consistent with your employees. When you build that trust, they will cut down on incidents.

„ To be successful, you have to find the right team. If you can’t find it, build it.

„ If you are the smartest one in the room, you are in trouble.

„ If you go far, you’ll be taking people with you.

„ You have to take risks to see the final chapter: to fulfill your dreams.

„ If you fail, take another risk.

„ Just like in football, teamwork makes the dream work.

Today, Phillips claims three such houses as well as an additional building that houses over 40 clients. (He is also in the process of opening a significantly larger facility in Chesterfield County.) “I stay full,” he stated.

Still, he saw more opportunity and, in 2016, he opened a day support program, First Access Support Services, where, in a group setting, clients learn about money management, pain management, and medicinal management. The participants come from houses that Phillips’s company manages or from other area homes. His company serves customers from a wide array of origination points: the Department of Social Services, Department of Corrections, the Daily Planet, and state hospitals are just a few

of them. Don’t misread: the services rendered are anything but adult day care. They are psychosocial rehabilitation services.

Employees must be vigilant and responsive, dealing with issues that range from clients wandering off on their own to being watchful for potential suicide or self-mutilation. But there is also the “real life” side of things, with Phillips helping clients obtain food, housing, and medical care, as well as getting them access to the financial support they need to survive.

Part of Something

Because of his business acumen, love of school, and visionary thinking, Toriano Phillips has been invited to participate in the Benedictine Schools of Richmond strategic planning efforts. While part of the larger effort, he is also a member of the “Culture and Community” subcommittee, headed up by Benedictine Schools of Richmond Principal Drew Mugford ’86.

“I’m happy to be a part of this committee,” Phillips said. “Jesse [Grapes] could have picked a lot of different people. I really respect that he picked me.”

Grapes was unhesitant in selecting Phillips. “Toriano is one of my favorite alumni from Benedictine,” noted Grapes. “He is an entrepreneur and a leader. Toriano tells the truth about overcoming adversity and what it takes to achieve success in life.” But Phillips brings more than his entrepreneurship and leadership to their committee. He brings a third “ship,” which is: fellowship. “He is kind to people and generous to his alma mater,” noted Grapes. “I smile every time I see him, which always ends in an embrace. Our students can learn a lot from Toriano Phillips.”

Grapes kicked off the strategic planning committee in recognition of the challenges faced by the coordinate program structure of BSoR. “Similar programs around the country, although materially successful, have succumbed to factionalism,” stated Grapes. “[Such failures have been] because of a lack of commitment to complementarity and a mutually supportive culture.” Philips and Mugford’s committee is assigned to address programmatic ways to cultivate such a culture.

The idea is to best educate the Benedictine and Saint Gertrude communities on the philosophy of

complementarity of the sexes, while getting all on-campus groups (leadership, faculty, staff, and students) to lift the BSoR brand while being respectful of the schools’ commitment to single-sex education.

Complementarity, of course, is one of the drivers in the movement of Saint Gertrude High School onto the Goochland campus. Even as the new Saint Gertrude building is being constructed, the two schools operate in a largely independent fashion, but partner where it makes sense.

Additionally, there is a mandate to continue to improve the support of diverse learning communities across the two schools. “I bring a form of diversity, as an African-American man,” noted Phillips. “People get to hear how the culture was when I went here [thirty-plus years ago] versus now.”

Both schools have undergone massive transformations in the three decades hence. Today, Benedictine and Saint Gertrude tout populations that are much more reflective of the greater Richmond community. “When I was in school, I thought it was for rich, white people,” recalled Phillips, who noted a lack of financial aid opportunities in those days.

While financial assistance opportunities today are both more robust and more plentiful, one thing remains, in the eyes of Phillips. “This place has always been family-oriented,” he said. “The parents are always involved throughout the school year. That helps with culture. You don’t have that in public schools.”

“And you need a great culture at school to build up your kids.”

As the chief executive officer at the Community Counseling Group, in Petersburg, Ricky Scott has seen the benefits of Phillips’s day support program. “He’s a compassionate and dedicated leader,” stated Scott.

“I have observed firsthand the high level of care and commitment that he provides all his residents and clients.”

Phillips also shows that same care and commitment to his employees. Throughout the current pandemic, “I’ve been able to pay my employees despite [hits to the business]. I’ve avoided having to lay off anybody.”

Don’t misinterpret kindness for softness though. “I am frank and consistent with my employees,” he noted. “But you have to build trust.”

“[Phillips] doesn’t play favorites,” said Berling. “He treats everybody the same. He is both endearing and disarming.”

Added Scott, “He is devoted to serving individuals with serious mental illness and substance abuse issues, many of which would be homeless if not for his clean and professional facilities. Mr. Phillips is nothing short of a hero that makes our world a better place.”

“He’s a compassionate and dedicated leader.”

Ricky Scott

Network Maestro

TORIANO PHILLIPS IS A RELATIONSHIP BUILDER

Every business advice book advises that a vast network of contacts is essential to realizing success. The challenge, however, is developing a network that is both wide and deep.

Toriano Phillips seems to have conquered that challenge. His day is spent interacting with people: in-person, phone, email, text. His truck, if anthropomorphized, would groan at the miles demanded of it. His phone receives a constant stream of contacts reaching out to its owner. The man, himself, is always building — whether it is his business or his circle of people. “The greatest thing about Tori is his very rare ability to establish and maintain relationships to get things done,” said Ricky Scott, one of Phillips’s peers in the residential care industry. “He checks up on peers, mentors, employees, and friends.”

Indeed, Phillips is known for maintaining contact with individuals who have long since “graduated” from his residential facilities, checking on their success in re-integrating into the larger community.

However, Phillips has a couple of men who help form the core of his network. The three men, all class of ’90 Cadets — Phillips, Frank Boehling, and Henry Berling — have a relationship that is difficult to describe in a single word. But what springs from that relationship is easily identifiable: strength, support, mentorship, encouragement, and success.

While the three developed their strong bonds during their high school days, their shared foci extend well beyond all things Benedictine.

“Toriano’s friendship has meant the world to me,” said Berling, who has spent the last two and a half decades in the fields of investment banking and private equity. “You can’t have too many guys like that in your corner.”

Berling should know, for he was one in Phillips’s corner. “I met Henry before Benedictine,” Phillips recalled. “We were 10 years old in Little League Baseball. Once at Benedictine, Henry told me, ‘I’ll make sure you make it through this place.’”

“He was out of his comfort zone,” said Berling. “But I quickly realized it would make him better.” Berling, of course, proved prescient when he sees the man who is Toriano Phillips. “I treasure my friendship with Toriano,” said Berling. “He is as true and natural a guy as you’ll ever meet. If I called him on a cold, rainy night, at 1 a.m. and told him I was broken down somewhere between Richmond and Charlottesville, he’d be right on his way.”

There’s more to relationship-building than merely communicating on a regular basis. “[Phillips’s] personality is great. He lights up a room,” said Boehling, founder and president of eTEC Mechanical, a Richmond-based mechanical contractor. “Everyone loves the way he treats them. He’s a big guy with a big personality.”

Boehling noted that there is a yin and yang aspect to his relationship with Phillips. “We talk about our business challenges together,” he said. “We look for similarities. It’s not a formal counsel. I just lend him an ear.”

While Boehling and Berling may well be the Cadets who have the closest relationships with Phillips, the former halfback has stayed close with a number of Benedictine alumni, including Matt Puccinelli and Marshall Banks, who both graduated a year earlier. He’s even taken up fishing (though where he finds the time is anyone’s guess), dropping the occasional line with David Simmons ’88.

But it is Scott, who first encountered Phillips during their days together at Norfolk State, who may have the best bead on his friend. “Toriano puts a team around himself that masks any weakness he may have. And he takes the time to make people feel really good about themselves,” he said with a chuckle. “Just before he asks you to do something for him.”

Phillips is the personification of outward joy. He cares about others and has dedicated his labors toward that end. He’s engaging and responsive.

With all those traits, it’s small wonder he’s been able to network so well.

Left: (l-r) Frank Boehling, Toriano Phillips, Henry Berling. Class of 1990 in their senior year and their five-year reunion.

Women in Leadership — BUNI NEIGHBORS —

TELL US ABOUT YOURSELF.

I was born and raised in Richmond; moved around a bit but always came back to RVA. I am a University of Richmond graduate, and my husband and I have been married for 23 years. That’s us – “Poggie and Buni.” And yes, we have to explain our names all the time (blessed with these nicknames since the day we were born!). We have two children who are the center of our world. Nothing is more important to me than my family. Our son, Nick, is a ’21 graduate of BCP and is at Hampden-Sydney College majoring in economics, with a minor in rhetoric. Our daughter, Arden, is a senior at SGHS and wants to study nursing in college (right now we are knee deep in the college search process). We spend most of our family time on the field. Nick plays football for HampdenSydney and Arden plays field hockey and lacrosse for Saint Gertrude. Like so many women, I’m constantly juggling lots of different and competing responsibilities, but family always stays my highest priority.

TELL US ABOUT YOUR PROFESSIONAL EXPERIENCE.

For over twenty years I’ve worked in the higher education space, helping colleges and universities across the country with student recruitment and enrollment. I started my career as an account manager at Royall & Company. Fast forward to today, I am a founding partner of MARKETview Education Partners, where we focus on enrollment data and analytics. I am also head of operations for the enrollment marketing firm, Two Ocean Education Partners. Both are education technology companies based in Richmond. My area of expertise is centered around client strategy and leading client success/operational teams.

WHO INSPIRED YOU AND WHY?

Bill Royall. Bill was the founder of Royall & Company and an innovator in student recruitment and enrollment for colleges. His impact on direct response marketing and student recruitment influenced millions of high school students and almost every college in America over the past 35 years. Bill was always a believer in opportunities for the people he worked with, and the people he worked for, and he was especially interested in nurturing professional women – no matter their age. He worked diligently to ensure they had opportunities for growth not unlike their male counterparts. Working with Bill for more than two decades, I was guided by his business and service principles. I learned how to lead, both professionally and personally, by his example. I am fortunate to call him a mentor and dear friend. Additionally, Bill was an avid supporter for creating opportunities for young women to grow their skills and serve their community. So much so that even without connections to Saint Gertrude, Bill joined the Board of Trustees and committed himself to serving the school, its faculty and staff, and the girls. He was very proud of his connection to SGHS. Bill is a person who touched millions of lives…but always made you feel like you were the most important. He was the quintessential leader, innovator, and aspirational role model. There’s not a day that goes by that I don’t leverage something he taught me.

WHAT DO YOU THINK ARE THE MOST SIGNIFICANT OBSTACLES YOU HAVE HAD TO OVERCOME TO BE A SUCCESSFUL LEADER?

I bucket barriers in two ways: there’s external factors and internal factors. Externally, for women, there is still stereotyping, lack of access, and workplace stress that women face. Is this across the board? Absolutely not. Are these barriers being chipped away? Without a doubt, yes! And that is encouraging for our future female leaders. When you look internally, there is one thing that every individual can control and that is being responsible for one’s self. Before you can look outward, you must first look inward. Seems so obvious but self-awareness is a hard thing to do consistently. Are you building skills, constantly innovating, and pushing yourself to achieve something greater not just for yourself…but for others? Are you in service to others? It’s about creating your own personal leadership toolkit. The more prepared you are as an individual, it will help generate that internal strength to break through external barriers.

Early in my career I worried about not being as smart as others in the room or not having the right degrees, which then made me risk averse and lacking confidence. Once I figured out how to overcome my own personal insecurity, that’s when things started to click. It sounds crazy but one of the ways I trained myself to stop doubting was through running marathons. Fewer than 1% of the population has run a marathon. If you can run 26.2 miles, you can do anything. I tell myself that almost every day.

WHAT DO YOU THINK MAKES FOR A GOOD LEADER?

„ There’s not just one thing. In my opinion, it’s a combination of things:

„ Believe in what you are doing.

„ Be consistent. People are counting on you every day.

„ Build trust. (Consistency builds trust!)

„ Practice being a good listener. You will always learn something.

„ Be confident (even if you are shaking on the inside!).

„ Go above and beyond in all you do.

„ Communicate well – clearly and effectively.

„ Be adaptable. Know how to pivot and adjust.

„ Be humble.

„ Be genuine. Be your best self.

WHAT DO YOU THINK HELPED YOU THE MOST TO MAKE A CAREER AS A WOMAN? WHAT’S THE BIGGEST FACTOR THAT HAS HELPED YOU BE SUCCESSFUL?

What’s helped me the most is my husband’s support. I have been incredibly fortunate to have someone by my side to cheer me on, lift me up during challenging times, and give me the hard facts when I needed to do better. Poggie has been the one in my corner from Day 1, helping to clear the path for me to create the career I desired. I would not be where I am without his unwavering love, faith, and support.

“Before you can look outward, you must first look inward.”

WHY IS IT IMPORTANT FOR WOMEN TO BE IN LEADERSHIP? WHAT ARE THE BENEFITS TO HAVING WOMEN IN LEADERSHIP?

Lots of reasons but a few things bubble to the top for me. Having women in leadership roles helps in attracting a more diverse workforce and creates more balanced representation around the table. Innovation and creativity is stifled when only one perspective is in the mix. Women have unique and different life experiences. Throughout my career, my ability to effectively lead and nurture (and multi-task, organize, and delegate!) all come from me being a strong woman. I have to do those things at home every day as a wife, mother, and daughter. And, I use those same skills at work with my teams and clients. I have found that many women in leadership roles bring a unique balance to everything they do. I see that in myself and with so many of my female colleagues and friends. Most important to me though is having role models for young women. Whether you are a leader in business, a leader in school, or a leader at home, it all boils down to being a strong and confident woman who can create opportunities for success.

WHAT ROLE DOES A SINGLE-SEX EDUCATION PLAY IN BUILDING LEADERS?

In my opinion, it’s an advantage. I didn’t understand that until we experienced it firsthand with our kids. Boys and girls learn differently. In particular, single-sex schools provide an atmosphere where girls are more engaged, and exude more confidence and competitiveness in single-sex environments. Same can be said for boys. And, there’s so much research stating how different boys and girls score in reading and writing tests, for example. Single-sex schools can tailor their curriculum to suit how boys or girls learn best, and that can result in higher academic success. What we love the most about Benedictine College Prep and Saint Gertrude is that it has given Nick and Arden a well-balanced table. Whether being a leader academically, on the field, on the stage –the benefit of being in a single-sex school is having those opportunities in a safe and supportive environment that is preparing them for the next big chapter in life: college.

HOW IS SAINT GERTRUDE PREPARING YOUNG GIRLS FOR A FUTURE IN LEADERSHIP?

It’s easier for young women to develop leadership skills in all-girls’ schools where they fill every leadership position across the school, no matter the activity or program. I hear Arden and her friends supporting each other for various leadership roles, and describing the “why” behind their comments. I love it. They are critically thinking. Additionally, Saint Gertrude does a stellar job in preparing young girls to be effective and persuasive communicators. Leaders need to express their thoughts clearly and confidently. SGHS provides a jumpstart by teaching young women how to think clearly, write concisely, and speak cogently. And, SGHS gives students an opportunity to practice – so they can become more and more comfortable in developing these foundational skills that will positively influence their lives – in college, career, and personally.

WHAT ADVICE DO YOU HAVE FOR YOUNG WOMEN?

1. Advice for the next generation of female leaders:

a. Find your entrepreneurial spirit.

b. Don’t assume things will be given to you and don’t assume the deck is stacked against you. Keep your eye on the goal, stay humble, and work your plan.

c. Learn how to be cool under pressure – that’s a skill. How you navigate challenging situations is the proxy for how you operate generally.

d. Don’t forget to have fun.

2. Advice for women looking to grow, either their own business or within the company they work for:

a. Make a plan.

b. Create and innovate.

c. Think critically about the work you do and align yourself with others who do the same.

d. Identify markers to track your success and review your own performance metrics to self-assess if you are on track or not. And then be flexible to modify the plan.

e. You have to work to achieve success.

3. Advice for your 25-year-old self:

a. Chill out. You can do this! Believe in yourself.

b. It’s ok to fail. Learn from it and apply those learnings to be better next time.

c. Check yourself and be humble. Doing exceptional work doesn’t always require a pat on the back.

d. People are always watching. You are always “interviewing.”

e. Build relationships and build your network.

A FRONT-ROW VIEW

THE IMPACT OF SINGLE-SEX EDUCATION ON BUNI’S DAUGHTER, ARDEN

As I reflect back to the day my daughter started at Saint Gertrude High School in 2018 to right now, I can hardly believe my eyes. Arden has always been fun and engaging – once she got to know you. But in a crowd of unknowns, she was shy, nervous, and lacked confidence. I knew what that felt like because I was the exact same way growing up. The best decision Arden ever made was to attend SGHS. In eighth grade, she went to the New Families Picnic for our son who was starting his freshman year at Benedictine. She watched the older Saint Gertrude girls who were at the event. When we left, she said, “that’s where I want to be.” We had no idea what a lifechanging moment that would be.

What was once a shy girl who doubted herself at every turn, is now a confident young woman who knows who she is and what she can offer. Her experience at Saint Gertrude is what opened the door. Through one-to-one collaboration with teachers, coaches, and administration, Arden has had a network of support that has been consistent all four years.

SGHS’ academic curriculum isn’t easy…and the teachers want you to succeed. Saint Gertrude creates every opportunity for students to be successful, but they teach young women they must be in control of their destiny. Arden has learned how to be responsible so that her desired outcome is achieved. She has learned how to initiate and activate additional support where needed and has become an effective communicator and a master at time management.

The growth in the classroom spilled over into gaining confidence in creating leadership opportunities for herself. As a senior, Arden is SCA class representative, senior yearbook editor, president of Spirit Club, a Gatoraid, president of BSoR Interact Club, a Sponsor, field hockey captain, and capping off her final year of Varsity lacrosse this spring. It’s hard to believe that just a few short years ago she was hesitant to put herself out there. Now, she can’t help herself! If it is something she believes in and wants — she goes for it.

When Arden takes the next step into college, not only will she be academically prepared but she will be a confident leader. A woman who knows who she is, ready to make her mark. My husband and I are so proud of the person that Arden has become. Saint Gertrude High School has had a significant role in that transformation — it has changed her life, and we are so grateful for the experience.

Chris LaCivita

In 2017, Christopher LaCivita ’18 saw an opportunity to combine his passion for hunting and fishing with photography and videography. Chris wanted to educate others on sportsmanship within hunting and fishing, while sharing his passion for the outdoors.

Chris LaCivita ’18, Sportsman’s Culture Founder and President

Tell us about your company, Sportsman’s Culture. Sportsman’s Culture is a media company that’s dedicated to educating the public on sportsmanship through our experiences and the stories of others. It was founded in 2017 while I was a junior at Benedictine. Several classmates helped create the brand, including Jake Schattner ’18 and Kendall Dreyer ’18. Maddock Wigg ’21 has recently become a big supporter of the company as well. Sportsman’s Culture specifically focuses on video production, marketing, and content creation within the outdoor industry. On top of this, Sportsman’s Culture also has its own line of apparel sold solely online.

How has your original vision for the company changed over time?

At first, Sportsman’s Culture was strictly focused on posting Instagram videos and photos with other outdoor companies. After graduation, I went on to study digital marketing at Virginia Tech which has really helped me gain more knowledge in the fields of media and marketing. With this knowledge in hand, the company started to grow and Sportsman’s Culture gained more credibility in video production and marketing. Now, we produce videos for companies and people beyond the reach of social media. However, the goal with the majority of our videos is still to educate about hunting and fishing sportsmanship. With these educational videos, we promote ethical and fair hunting and fishing through our experiences and the stories of others. This is still our goal, but we would like to partner with more companies in the future to make these stories more widespread and to educate an even larger audience.

Why is it important to educate the public on sportsmanship?

My company has been creating hunting and fishing content that represents proper sportsmanship in the field because many outdoorsmen are given a bad reputation in the media today. Trophy hunting is frowned upon, and usually only the bad stories

make their way to the media. What you don’t see are the stories like a child harvesting his/her first deer and the joy it brings them, or the meaning of a hunt for wounded warriors and how hunting is their therapy. These are the stories we want to tell. In addition to our own media platforms, we have been able to work with several hunting and fishing companies to help them grow and learn to be better sportsmen through our social media consulting and videography work. We come up with video ideas through the season we are in, what we are hunting or fishing during that time, and through the stories that are shared with us.

What is the company’s current reach?

Sportsman’s Culture has collected over 35,000 followers on social media platforms, engaging with millions and millions of impressions. We have been able to sell (and sell out) of several apparel items which have been sold across the United States. We have a target audience of mostly high school to college-aged men, but our goal is to appeal to men and women of all ages. However, engaging with a younger age is great because it gives us the opportunity to educate them on proper sportsmanship and helps to create outdoorsmen of the next generation.

How do you envision the future of Sportsman’s Culture?

I would like to think of Sportsman’s Culture being a non-profit foundation one day. Our main goal would be to continue to educate others on sportsmanship through inspirational hunting and fishing videos. We would do this by filming the stories of sportsmen who have a story to tell. This would give us a chance to reach out to bigger companies to use these videos to educate their audience as well. If we became a non-profit, Sportsman’s Culture could be used to help fund state conservational and sportsmanship projects.

How did Benedictine prepare you to start your own company?

Benedictine taught me to communicate. Communication is key, and Benedictine helped me with this through military leadership, strict in-person classes with heavy engagement, and public speaking projects. But above everything, Benedictine strengthened my faith. I believe my faith has helped me accomplish a lot. Hunting and fishing in the outdoors goes hand in hand with your faith. Use this as an example: “Now therefore, please take your weapons, your quiver and your bow, and go out to the field and hunt game for me.” Genesis 27:3

What advice would you give to other young people who may be interested in starting their own business?

Communication is important. You won’t land a job or succeed without proper communication. This means the way you talk to others (be confident), the way you write, the way you relay messages to others, and the way you are disciplined with your daily tasks. Also, don’t follow the trends you see on social media. Believe in what you are starting, find people around you who will support you, and the rest will follow.

Maddock Wigg ’21 and his cousin Michael Townley ’25 on location for a shoot

HAVING IT

ALL

She Does It All

Many catchy musical tunes bear the name of “You Can Have It All,” or close approximations of that phrase. George McCrae (Motown), Jason Mraz (light pop), Brian Johnson (Christian rock), Yo La Tengo (indie), and DJ Khaled (rap) have all produced songs about having it all. Jason Mraz rode his version of “Have it All,” to near the top of the pop charts in 2018.

And for Jetheda Hernandez, they’re all singing her tune, which is somewhat appropriate for someone who led her class in the Saint Gertrude Song Contest each year. After graduation, the ’96 (Pink and Navy) grad moved onto other things, embracing the spirit of entrepreneurship essentially from Day One.

And today? “She’s doing everything,” marveled Kaira Boston, Hernandez’s SGHS classmate. “But Jetheda’s drive is not at the expense of anything else that she holds as a priority.”

ALL

“Everything” includes playing a key role in the U.S. Department of Commerce’s Minority Business Development Agency (MBDA), which is the only federal agency solely dedicated to the growth and global competitiveness of minority business enterprises. Hernandez wears that hat while concurrently running her Consult Square Group consultancy. On top of that, Hernandez recently bought and started up a Card My Yard franchise.

Tired yet? In her “spare time,” Hernandez serves on the board of many organizations (such as the Jackson Ward Collective Foundation) and as an adjunct professor at Coppin State University, where she teaches business, with a focus on entrepreneurial studies and market research. She is also a mentor to many. Even with all of that, Hernandez is a wife (married 14 years) and mother (Jaden, 14 and Savannah, 5).

Ah, there is a correlation between “having it all” and “doing it all,” and Hernandez strikes a chord between the two. “Jetheda strives for excellence in all the things that define her,” noted Boston.

The child of a single mother and a father whose Air Force career sited him around the globe, Hernandez was exposed to entrepreneurship by her maternal grandparents, Juanita and Grayson Finney, who helped her mother raise her. Her family, living in Varina, was a big believer in private-school education, making the decision to send her to Saint Patrick’s, in Richmond’s Church Hill area and then to Saint Gertrude High School. Hernandez credits her mother with the choice of SGHS, noting “[My mother] saw that I could take a leadership role in an all-girls environment, and that I would be able to thrive in that setting.”

As she’d been active in the Girl Scouts since she was five years old, Hernandez certainly felt comfortable in such a setting. “[I went to school with] some creatively genius women,” the former cheer captain and honors student recalled. “And that talent captivated the teachers.”

Ironically, after spending her high school years in an all-girl setting, Hernandez found herself living in the only all-girl dormitory (Dingledine Hall) at James Madison University. “I thought I was free,” she chuckled. “But, funny, I wasn’t.”

Soon after becoming a Duke, Hernandez was steered by her college advisor toward a career in business, a path from which she never strayed, initially immersing herself in the world of musical entertainment (see accompanying story).

During the first year of her pursuit of a Master of Business Administration (at the University of Miami), Hernandez (who was still known as Jetheda Warren) met Sherard Hernandez, and the die was cast for a future merger of the two.

Hernandez also had an epiphany of sorts, one that created an abrupt shift and that drove her into the arms of entrepreneurship. While working in Miami:

I pitched an idea to a senior executive. I was extremely excited about this idea: I thought it was extremely innovative. His response to me: “This is MY company. As long as I am the owner, I’ll run it MY way.”

I had no comeback to that. The more I thought about it, I realized he was 100 percent right. If I want to make change happen, I have to own it. Otherwise, there is always a chance that someone will say ‘no.’ Shortly after that session, I left, frustrated with the environment.

While some might have viewed that encounter as a downer, Hernandez saw it “less a blow and more like a catapult.”

In fact, she catapulted northward to Maryland, where she and Sherard found themselves well-poised to welcome the arrival of Jaydon. “I was in the position to focus on the direction of my life and that of my family,” remembered Hernandez. “It was the most pivotal point of my life.”

Always on the side of the angels, Hernandez worked for a pair of Washington, D.C.-based organizations. The first was the Urban Alliance Foundation (which helps place at-risk students into corporate internships), where she served as the head of its corporate partnership development. The second was the National Association of Consumer Advocates, a nonprofit association of more than 1,500 public and private attorneys and consumer advocates committed to representing consumers’ interests. There, she managed corporate partnerships with consumer lawyer members.

Nearly 10 years ago, the Minority Business Development Agency (MBDA), a component of the United States Department of Commerce, caught her eye, and she joined it as a partnership specialist. The MBDA helps a wide range of American sub-groups, including African American, American Indian/Alaska Native, Asian American, Hasidic Jew, Hispanic American, and Native Hawaiian/Pacific Islander. The group

“She wears [so many] hats and still manages to always make herself available, whether it be through mentorship or serving.” Melody Short

When Demand Exceeds Supply

JETHEDA HERNANDEZ HAS PRIORITIES STRAIGHT

There exist scant souls among us who wish for less time in their days. There are likely even fewer folks seeking fuller work slates. All of us seem to find ourselves with evergrowing demands on our time. Technological advances have paradoxically shrunk our worlds, relative to those who can reach out to us to put more on our plates.

Still, we all want to do our best to succeed, whether success is individually defined as making the world a better place, climbing the corporate ladder, raising the dream family, or earning scads of money (or a combination of the four). The effort that goes into such realization can stretch us in ways that were unthinkable just a generation ago.

Jetheda Hernandez faces such a challenge every day. Her talents are in-demand on a massive scale, whether it be in the area of presenting, teaching, mentoring, executing, planning, or developing. In response, Hernandez has found that she’s had to use a system of prioritization in determining those activities that she’ll add to her plate (as well as those that need to disappear). But first, she had to set some limits. “I remember I was so overloaded with stuff,” she recalled. “I made 2017 the year of ‘no.’ I couldn’t add another organization.”

At year-end, Hernandez developed a personal system for prioritization in considering requests, weighing them in accordance with what was important to her:

First, was it an organization which had a mission or driving activity that served or assisted women of color?

Second, was the organization/mission/activity something about which her entire family could get excited?

Third, was the organization/mission/activity one that addressed the area of financial empowerment?

Fourth, are these efforts directed toward communities with which she has been associated (such as Maryland, Richmond, or Miami)?

Hernandez weighed incoming requests against those criteria, knowing that well-meaning, even altruistic, organizations might wind up on the cutting floor. But she also realized that a personal connection and buy-in would result in a higher level of enthusiasm and, of course, contribution. “I needed a point of connection,” she said. “That connection had to be to my community, my past, or my family. Having that connection makes it easy to say ‘yes’ or ‘no.’”

For example, Hernandez was invited to be on the board of an organization that was focused on offering academic support and services to help improve the financial and economic literacy of students. While such a goal is right in Hernandez’s sweet spot, the organization serves the New York City area. As a result, the connection wasn’t there for her.

At the same time, she’s been agreeable to many requests. For example, Hernandez has spoken at the following events:

„ The U.S. Black Chambers, Inc. Conference

„ People in Español’s Poderosas Women’s Conference

„ The Essence Festival

„ Black Enterprise Magazine’s Entrepreneurial Summit

„ Walker’s Legacy Awards events

„ National Minority Supplier Council

Of course, the downside to any prioritization process is that there are things—good things—that are left on the cutting floor. Afterall, there are but 24 hours to each day.

But the way that Hernandez goes about sorting through the many opportunities that come her way, she is certain to be focused on what matters most—to both her and to those who seek her talents. And that is to the satisfaction of all who work with her.

even aids aspiring entrepreneurs who were previously incarcerated.

The MBDA has produced some eye-popping statistics. During Fiscal Year 2020, that bureau created nearly 12,000 jobs while generating nearly $8 billion in contracts and capital, with an astounding return on investment (ROI) of 188 percent. The agency’s focus is on Minority Business Enterprises (MBEs), which are “fast growing, innovative, and represented in every industry sector in the United States.” The MBDA is involved in a wide range of industry sectors, including wholesale trade, construction, services, manufacturing, and health care.

The bureau’s programs offer customized business development and industry-focused services to provide its clients with greater access to capital, contracts, and markets. Additionally, in 2020, the MBDA kicked off a new collaboration with Amazon Business that focused on helping thousands of minority entrepreneurs grow their businesses and up their sales via e-commerce technology.

In her role with the MBDA, Hernandez manages relationships with over 100 minority-owned corporations and other

Can’t Spell “Work Empowerment” Without W O M E N

OVER THE PAST TWO GENERATIONS, WOMEN HAVE INCREASINGLY MADE THEIR PRESENCE FELT IN THE WORLD OF BUSINESS. THEY ARE TAKING ON STARRING ROLES AS MEMBERS OF CORPORATE BOARDS, IN THE C-SUITES, ACROSS UPPER MANAGEMENT, AND DOWN TO FIRST-LINE LEADERSHIP ROLES.

While it was not terribly long ago that women’s participation in MBA programs was viewed as anomalous, in 2019, fully 39 percent of graduates of such programs were female. Wharton’s School of Business — widely acknowledged as one of the world’s finest — welcomed its most recent incoming class, which includes a majority (52%) of women.

American Express researched and reported that women are making their marks in America’s entrepreneurial space, as well. In that 2019 report, the company highlighted (with sources other than AmEx cited parenthetically):

„ There were nearly 13 million women-owned businesses in the U.S. as of 2019.

„ Women-owned businesses generated $1.9 trillion in revenue for the U.S. economy in 2019.

„ Between 2014 and 2019, the growth rate of the number of women-owned companies was 3.9% annually. That compares with the 1.7% rate that has been realized by all other companies.

Jetheda (left) pictured with Vivica A. Fox, actress and entrepreneur, and Henry Childs II, former national director of the Minority Business Development Agency, at the Empowering Women Conference.

minority-based organizations across the United States. Her goal is to develop strong alliances that aid in the growth, sustainability, and success of those businesses.

In the end, however, in 2013 Hernandez officially became a member of the federal government. That move neither stifled her enthusiasm nor dulled her entrepreneurial drive. In fact, that year was also when she first spread her wings in the entrepreneurial space, starting her consultancy: Square Markets Group, a fullservice business development and growth firm, which is still going strong today. Her group takes the vantage of the front lines of companies (sales force, manufacturing) to determine and ensure that such businesses have the tools needed to achieve scale and to grow.

Even within the MBDA, Hernandez is creating buzz and building new things. For example, in 2017, she kicked off the Enterprising Women of Color (EWOC) initiative after realizing that the minority women entrepreneur population was one of high-growth and that these women were tremendous revenue generators for families, communities, and the nation. Today there are five regional EWOC centers, including Washington (with two centers), Atlanta, New Orleans, and Hawaii.

„ Women-owned businesses employ almost 9.4 million people as of 2019. (National Women’s Business Council, 2019 Annual Report)

„ Over the past two decades, the number of women entrepreneurs has increased by 114%. (Shana Lebowitz, Business Insider)

„ In 1972 women-owned businesses only represented 4.6% of all businesses. In 2019, they represented 42% of all U.S. businesses

„ 1,817 new women-owned businesses were created per day in the U.S. in 2019.

„ Employment at women-owned businesses increased by 8% between 2014 and 2019, while for all businesses employment only increased by 1.8%.

„ The average female business owner has operated their company for 11 years.

Minority women, in fact, are the fastest growing population of entrepreneurs. While many women are making tremendous strides in the business world, they still face obstacles as entrepreneurs. MBDA serves as an advocate for women’s economic empowerment by supporting efforts to advance women’s equality and promote women’s economic advancement programming. The vision of EWOC is to ensure women worldwide reach their economic potential.

Her oversight of the EWOC program has Hernandez at her best, doing what she loves: helping to open doors for those who have lacked access to opportunity. “Jetheda is very much cut from the same cloth of women who reach back and bring as many other women as she can alongside her in support of their entrepreneurial or professional endeavors,” noted long-time peer and star of the Richmond business scene, Melody Short. “She wears [so many] hats and still manages to always make herself available, whether it be through mentorship or serving.”

When speaking of EWOC, Hernandez becomes especially animated, as she considers its creation, growth, and impact to be among her top achievements. “We’re making a difference,” she stated. “I was on a call with a partner in Orlando who was

(2019

„ From 2014 to 2019, the number of businesses owned by women of color increased by 43%, doubling the growth rate of women-owned businesses (21%).

„ Women of color make up 50% of all women-owned businesses as of 2019.

„ Women of color founders employ 2,389,500 people, which makes up 25% of the total employment of women-owned businesses.

„ Globally, the rate of female entrepreneurship has been increasing more rapidly than male entrepreneurs. (Visa USA)

„ Women founders reported pursuing passion as their top motivator for starting their business. (Visa)

While these statistics are encouraging, at face value, there are some causes for concern. For instance, Morra Aaron-Mele — founder of award-winning social impact agency Women Online and its database of women influencers, The Mission List — notes that, while the economic impact of women entrepreneurs is undeniable, it may not be in the best interests of the women, themselves. She states, “Women-owned businesses are disproportionately in industries where the median receipts are less than $225,000.”

Aaron Mele also feels that most women entrepreneurs face a difficult path in replacing the salary that they earned prior to entering their venture.

Additionally, women face a more challenging hurdle in obtaining financing, as well as striking the right work-life balance.

Nevertheless, even with these additional challenges women are willing to take the entrepreneurial path, with an increasingly large number finding success in doing so.

Visa USA, “State of Female Entrepreneurship”)

checking out an EWOC event on Facebook Live. She saw we had 25,000 participants.”

That number, enough to fill a good-sized arena, consisted almost entirely of women of color who either are entrepreneurs or are seeking to jump into the pool. “It was great to see that,” she said. “It reminds me of how important these programs are to making these businesses thrive. They’re able to tap into a program that helps them grow.”

Not content to have a high-profile government position and to have founded and serve as CEO of her own consulting firm, Hernandez also became a small-business owner when she and her husband became franchise owners of Card My Yard, for the Howard, Maryland area. This company is a celebration sign and banner company.

Founded in Austin, Texas, in 2014, Card My Yard has a stated objective of existing to “serve our communities with joy and partner with local organizations to help them celebrate. As the Premier Yard Greeting company, we strive to grow and expand while serving the needs of our customers.”

The Hernandezes had long dreamed of jointly owning a business. “For years we have created events throughout the county and state to bring joy and happiness to others,” stated Jetheda. It continues to be our mission to spread happiness throughout our local community.”

She also continues to spread happiness through her teaching efforts at Coppin State University, the well-known HBCU (Historically Black Colleges and Universities), where she was brought on board – as an adjunct professor and guest lecturer –because of her outstanding business experience and acumen. At that university’s School of Business, Hernandez teaches courses on entrepreneurship and on market research.

“During my first semester, I had no idea what I was walking into,” she recalled. “But I jumped in to see if I could do it and be good at doing it. The very first day, I told my students that I wasn’t a

NAMED AS ONE OF THE 39 UNDER 39 FINEST PROFESSIONALS IN HOWARD CO., MARYLAND BY THE CYSTIC FIBROSIS FOUNDATION

AWARDED AS ONE OF MARYLAND’S TOP WOMEN BY THE MARYLAND DAILY DIGEST

A 22-YEAR MEMBER OF ALPHA KAPPA ALPHA SORORITY, INC., AS WELL AS NAACP, JACK & JILL OF AMERICA, AND MD BLACK CHAMBER OF COMMERCE.

teacher. Rather, [I told them] I build sustainable businesses. I teach them how to take all of these concepts and apply them.”

It seems to have taken, as Hernandez is in her fifth year working with the university. She professes to like the school and her students, as well, showing empathy for those who come from less-than-optimal backgrounds and with tougher life experiences. “I’m helping [Coppin] develop and grow entrepreneurship, but I also realized that the students were not necessarily prepared.”

The Baltimore-based school draws much of its student population of 2,700 from that city, including some of its more challenging areas. “They (her students) face a lot of hurdles that I didn’t have to face, like coming to class while raising kids or with a black eye,” she noted. “I want to make this a safe space to learn and express, while allowing me to help prepare my students to learn.”

Of course, Hernandez’s business acumen, high energy level, and commitment to excellence place her in high demand. Stephanie Wall, the community and economic empowerment director of Howard County, Maryland (and an entrepreneur in her own right),

“I want to make this a safe space to learn and express, while allowing me to help prepare my students to learn.”

can speak with authority on that fact, having worked with Hernandez on many boards and committees over the past decade. These leadership groups have focused on a wide range of goals, including advocating for small businesses, entrepreneurship, and human rights, as well as educating and placing technology resources and information for budding entrepreneurs to thrive.

“Jetheda is our go-to professional,” averred Wall. “She can get any group from start to finish line, and the results will be talked about for years to come. She provides opportunities and helps lead people to the right place.”

Along the way, Hernandez has earned some accolades, including:

• Named as one of the 39 Under 39 Finest Professionals in Howard Co., Maryland by the Cystic Fibrosis Foundation

• Awarded as one of Maryland’s Top Women by the Maryland Daily Digest

• A 22-year member of Alpha Kappa Alpha Sorority, Inc., as well as NAACP, Jack & Jill of America, and MD Black Chamber of Commerce.

“Jetheda’s journey in business does not come as a surprise to me,” said former SGHS classmate Kara Daniel. “I think it is truly how she was made and molded from the beginning of her life. She has loved independent thought and the ability to share those thoughts and ideas. She has grit and persistence, and she has the desire to build community and support her family.”

Indeed, Hernandez possesses the drive and the ability to have it all and to have it on her terms. It is patently obvious that she could walk away from her work with the MBDA and have a good work-life (and income) from her two companies (the consultancy and the franchise). Yet, she continues in the role because it is so important to her that she be able to encourage new businesses and nurture extant ones, particularly among those who have so much in common with her. “You have to create your own path,” she shared.

“This is my path, the path to live out all of my passion and dreams at the same time.”

Jetheda Hernandez’s Long-Term Relationship with Song

For her entire life, Jetheda Hernandez has been a songstress, including working in the field for a spell. During her days at Saint Gertrude, she was a musical leader, including as a member of the ensemble and as a pianist. In fact, she co-led her class in the annual Song Contest during all four years of her time as a Gator, with her Pink and Navy crew finishing as the winners or as runners-up every single year.

― PLATO —

“The two-person team that we became was pretty cool,” recalled Kara Daniel, the class’s co-lead for Song Contest. “That experience showed me that you can look differently, think differently, lead differently, and still produce a positive outcome and have a friendship that was full of plenty of laughter and appreciation.”

―

“We put a lot into Song Contest,” recalled Hernandez. “We spent so much time together, even having sleepovers with the entire class at someone’s house.”

Hernandez, however, lacks the gooey sentimentality one might have of those times. “I realize it was the first opportunity to test and flex leadership skills,” she stated. “We had lots of talented people and creative thinkers. I still see that shining through.”

“MUSIC GIVES A SOUL TO THE UNIVERSE, WINGS TO THE MIND, FLIGHT TO THE IMAGINATION AND LIFE TO EVERYTHING.”

“WITHOUT MUSIC, LIFE WOULD BE A BLANK TO ME.”

JANE AUSTEN —

Hernandez’s chance to shine through (and to flex a tremendous work ethic) came in the summer after her junior year at James Madison University. That is when she took on two full-time internships: one with Sony and one with Black Entertainment Television (BET), both in Washington, D.C. “I wanted a music experience,” she said. “And I loved everything about it.”

“Everything” included catching up on any sleep on the floor of one of her mother’s friend’s condominiums in Maryland. Still, her determination and performance netted Hernandez full-time offers, and she accepted a position with Sony Music, that ran throughout the rest of her time in Harrisonburg. “I was on the highway every week with 20 crates of goodies to sort, ship, and deliver,” she recalled.

As one of a dozen college marketing representatives across the country, Hernandez worked with DJs and artists to catch her generation’s attention for the massive Sony library of song that the company distributed on behalf of major record labels, including Columbia and Epic Records.

“She was absolutely in her element,” recalled Melody Short, who worked with Hernandez at the company, and is today known as the co-founder of The Jackson Ward Collective and the Richmond Night Market, as well as the director of marketing and communications for the Metropolitan Business League. “[She was] immersed in the music industry while using her marketing skills to drive visibility and sales for each respective artist.”

Hernandez worked with artists such as the Wu-Tang Clan, Destiny’s Child, and The Ragged Edge, to name a few. As a long-time fan of Beyoncé, Hernandez could not have found herself in a more exciting spot.

Upon graduation, Hernandez faced the enviable problem of deciding between BET and Sony for her full-time position and opted for the former. At BET, she worked closely with different producers in creating marketing materials for their shows. She estimates that about 90 percent of those shows were musically-based productions.

Over the course of her career, Hernandez has had “gigs” with Sony Entertainment, BET, BMG Records, MTV, and Viacom networks, all known for their heavy involvement in the world of entertainment.

After three years of seasoning at BET, Hernandez headed south to earn her MBA from the University of Miami. Her concentration? Music and Entertainment, of course. While at Miami, she did much of her work in the school’s music department while continuing to work with heavy music players, such as MTV (including working as a producer on its Superbowl pregame show) and the BMG Latin record label.

As she started her family, Hernandez found the volatility of the industry was less than an ideal match with the family lifestyle she desired. She has, however, maintained more than a passing interest, which she has seemingly passed along: her son plays three distinctly different instruments (piano, violin, and trumpet) and her daughter is already tickling the ivories, at the tender age of five.

“Music has always been extremely important to me,” Hernandez said. “It still resonates with what I do today.”

“WE ONLY HAVE ONE RULE AND THAT IS THERE ARE NO RULES. SO, STAND UP AND SING AS MUCH AS YOU WANT TO.”

― NATALIE MAINES —

“MUSIC WAS MY REFUGE. I COULD CRAWL INTO THE SPACE BETWEEN THE NOTES AND CURL MY BACK TO LONELINESS.”

― MAYA ANGELOU —

“MUSIC IS THE GREAT UNITER. AN INCREDIBLE FORCE. SOMETHING THAT PEOPLE WHO DIFFER ON EVERYTHING AND ANYTHING ELSE CAN HAVE IN COMMON.”

― SARAH DESSEN —

Think, Plan, Deliver Richard Smith ’88 is an Innovation Machine

During the latter part of the nineteenth century and into the twentieth, enthusiasm ran rampant for a series of books written by one Horatio Alger. These novels followed a pattern in which a boy or young man scraped his way up the American socio-economic ladder. These fine, fictional fellows embodied the American characteristic of “go-gettedness,” and each was a depiction of rags-to-riches success. In these tales, the young hero would pick himself up by his own bootstraps, overcoming the lack of a head start in life, inevitably reaching the highest of plateaus.

And while it may be true that the works of Horatio Alger may have lost their luster over the years (as did the name “Horatio”), the traits that he projected on his characters — diligence, ethic, determination, and drive — remain highly valued. In fact, they can be found in one of Benedictine’s own. Richard Smith ’88,

in fact, personifies the American entrepreneurial spirit, and the company that he owns and runs, RJ Smith Companies, is an innovation machine.

It is also a company of multitudinous and lengthy tentacles, one that evades a quick description. RJ Smith is a major player in varied activities such as real estate development, construction, site preparation, demolition, recycling, disaster recovery, and interstate snow removal. And that list just scratches the surface. “We are a conception-to-completion company on any construction plan,” said Smith. “We are that connected.”

The RJ Smith Companies perform to this capacity with the network of some of their family businesses; Monique, his wife of 22 years, owns and operates USA Civil and USA Iron and Metal, while his daughter, Savannah, is the CEO of USA Materials. Construction, networking, balance

sheets, and income statements are a part of their children’s growing up, meaning their other daughters Sheyenne, 13, and Sheridan, 10, are already taking steps to enter the business world and follow in the family’s footsteps.

That can-do attitude starts at the top, and it started early in life for Smith. Both his mother (Brunswick County — one of Virginia’s smallest) and father (Pinetops, North Carolina — good luck finding that one) were the offspring of sharecropping farmers located in some hardscrabble places. Both came to Richmond to work in the big city and send their earnings back to the farm in the hopes of buying land. What was not included in either plan was that the two would meet and marry.

Richard, along with his sister Frances, became familiar with hard work early in their lives. (Frances Zaun, SGHS Class of ’90 and a soil scientist, is the founder (in 2005) and owner of Earth Tek, a soil erosion and control company in Chesterfield, Virginia). “We grew up on the job site,” recalled Richard, who received an early taste of trucking, operating machinery, and good old-fashioned

outdoor labor with his father’s Chippenham Excavating and Grading outfit. While his parents struggled, however, their faith in private education manifested itself in their children’s enrollment in Benedictine and Saint Gertrude.

Throughout his high school days, Richard’s focus was on work, often to the detriment of his grades, and certainly a factor that precluded a load of extracurriculars (although he did manage to earn the rank of major in the Corps of Cadets). “After school, you got in the truck and went to work,” he stated. “There was not a lot of time to play. You want to eat, you gotta’ go to work. We connected survival to work.”

Forgoing college to work in the family business (and to gather business acumen, reading off the shelf at Books-A-Million), Richard did so until he was prepared to strike out on his own, which he did in 1995, with the establishment of RJ Smith Construction. He had a name, he had a work ethic, and he had a single dump truck. “We ran that truck 24 hours a day,” he recalled having pivoted away from the residential construction focus that his parents had on the commercial side of the house.

For the next two and a half decades, Smith drove his company in a rapid-growth mode, with each venture having more than a mere tenuous tie to the business. RJ Smith began amassing experience in building schools, athletic facilities, and office spaces. Not only were they able to provide the contracting work, but they offered demolition and site work opportunities as well. Thus, the hauling of construction debris led to the business of reusing and recycling that detritus. (An example: RJ Smith found a home for 96% of the debris that was removed from the destruction of Dominion Energy’s downtown building.) Owning a large fleet of trucks led to the business of snow removal. (The company clears Interstate 64 between Charlottesville and Goochland County and the greater portion of Interstate 95 through Central Virginia.)

Just as Amazon started out as an online book seller and is now in such seemingly disparate lines of business (think Amazon Web Services), RJ Smith is a conglomerate that, viewed as a whole, makes a lot of sense.

“When word gets around about your reliability, people ask you to do other things,” said Smith. “That’s why we do so much here. We hire employees who adapt to that philosophy, and that’s what our customers see: a can-do attitude.”

“When word gets around about your reliability, people ask you to do other things.”

Richard pictured with his sister, Frances Zaun, a Saint Gertrude graduate from the class of 1990 and a successful business owner in her own right.

— STARS AND STRIPES – WRIT LARGE —

It’s Hard to Miss Richard Smith’s Devotion to the Nation

It may be difficult to identify a man as humble as Richard Smith. While his pioneering of innovations and driving employee quality of work-life have brought tremendously good publicity for his eponymously named company, Smith eschews the limelight, taking his victories in stride. Those who meet him come away with the impression that the man is anything but the founder and chief executive officer of a multimillion-dollar company. He is the opposite of the self-promoter.

There is, however, one aspect of his life that Smith promotes with the fervor of a P.T. Barnum: his American roots and love of country. That devotion has manifested itself in the most American of symbols, one that may be seen as one travels I-95 in Chesterfield County. As one nears that interstate’s intersection with Route 288, you will see a banner that is 40 feet tall and 76 feet wide (3,040 square feet). Smith believes it is the largest flag in the commonwealth and is the fifth largest in America.

“People are trying to find some type of clarity,” he said. “[The flag] gives them a symbol of hope. We get calls and emails about it all day long.”

As it sits atop a 212-foot flagpole, Old Glory rises into the sky the equivalent height of a 15-story building at one of the busiest intersections in central Virginia. It is also approximately two miles from the RJ Smith headquarters, located off Route 1 in southern Chesterfield County. The prime location translates into an estimated two million people passing by it every single week.

The project was years in the planning and execution, including — of course — navigating Chesterfield’s zoning approval process. (In fact, Smith had to seek out an exemption because of the height of the pole.) The big unveil took place on November 18, 2018, in a ceremony headlined by country superstar Lee Greenwood, who sang the national anthem, and supported by a sharp-looking group of

Cadets who formed a circle around the flagpole and rendered “present arms” as the banner was hoisted heaven-ward.

There is more to the flag than its role as a patriotic symbol for those interstate drivers who pass by it. The pole sits in a greenspace, called Unity Park, that is rich in symbolism. For example, the pole is graced with a depiction of Jesus Christ. The grounds immediately surrounding the pole have been landscaped with liriope to form the image of an angel. The mason work that encircles the flagpole is comprised of 1,776 bricks, an homage to our nation’s founding. Even the height of the pole is symbolic, referring to the temperature at which water boils. While the rest of the world operates as warm or hot water, Smith wants people to “go the extra degree” and hit the boiling mark, noting that “boiling water creates steam, and steam can power a locomotive.”

Despite the park’s proximity to abundant traffic, it is marked by tranquility. “One day, I met an elderly woman sitting there,” recalled Smith. “[It turns out] she had a son who died in Afghanistan. She said, ‘This is the only place I can go, outside of Washington, where I feel I’m at peace.’”

In addition to the expense of building the park and raising the flagpole, Smith meets significant ongoing costs, including grounds upkeep and repairs to the flag, itself, which takes a beating in the wind. Smith stated that flags (there are multiples) need to be repaired every couple of weeks. Replacement flags run approximately $7,000, and two have already been retired.

While Smith’s efforts give us the fifth-largest version of Old Glory in the country, he takes no credit for it. One is hard-pressed to locate signage that links Unity Park to Smith or to his company. At the same time, however, he is never more animated than when he discusses it. “We’re super proud of it,” he stated. “After all, it’s everybody’s flag.”

They also see flexibility and inclusiveness. “The leadership team can disagree with [Smith],” noted Jeremy Setelin, director of operations. “In fact, he encourages you. But you have to validate it. You are part of a decision-making team. There’s no rubberstamping here.”

These days, the company has approximately 150 employees. While many of his employees have earned multiple degrees from prestigious colleges, the culture of the company is built around effort and teamwork. “[My employees] respect one another because of the effort they put forth,” noted Smith.

“If he trusts you, and you are a good employee, he would try to do anything you asked of him,” noted Jody Pierson, vice-president of human resources. “He really cares about young people and giving them a chance to learn something and be able to come to work… with little experience, giving people the chance they might not get anywhere else.”

Indeed, Pierson notes that many of the company’s managers started out as laborers or truck drivers who have climbed the ranks “because of their hard work and dedication,” noting [Smith] feels they deserve the chance before someone else. That effort and devotion goes both ways. The company pays for employees to take community college core courses. “We believe in the value of education when it means something to the student,” said Smith.

“The Smiths are fair,” said Setelin, who has been with the company for seven years. “They are the first ones to reward you when it is earned. They take care of their staff. They have compassion and play no favorites. The guy on the shovel is treated the same as a VP. Richard is the best mentor anyone could experience.”

If one takes a tour of the company’s facilities, that person will surely encounter Benedictine grads among those employees hard at work. And, if one takes that tour during the summer, current Cadets will be encountered. Smith is a great proponent of the school’s Corporate Internship Program (CIP), and the Cadets he takes on perform yeoman efforts. This is no “busy work.”

He could not tolerate such. And while Smith’s success (“Growing is not always growing revenue,” he notes) is largely attributed

to effort, innovation has played a significant role, as well. Smith thinks not like your typical inhabitant of this planet. He looks at coal ash, something regarded as a toxic hazard, and that becomes improvement to construction material. He sees building waste, and that becomes opportunities for repurposing. He sees a piece of land and creates the vision to develop it, an example being their newest company, The Layne Company, which will soon operate two large-scale wedding and event venues. Not because he’s some hopeless romantic, but because, working with life and business-partner wife Monique, they can envision such a space through the research they have done.

In terms of what he has taken on and the good he has created, it is difficult to pin a descriptor to him. But, as one realizes that his is an organization that is principle-based and that it is imbued with a culture of radical truth, and as one looks at the many philanthropic activities that he drives, how Smith describes himself is surely resonant: “God, family, and country.”

And that alliterative aphorism sounds as though it came straight out of one of those Horatio Alger novels.

“He really cares about young people and giving them a chance to learn something and be able to come to work... with little experience, giving people the chance they might not get anywhere else.”

Jody Pierson

RJ SMITH COMPANIES

— What’s in a Name? —

Believe it or not, RJ Smith is not an eponymous branding. The owner and head of the company bears a full name of Richard Edward Smith. His father’s name is Richard Johnson Smith.

Yet, Richard E. Smith is the founder. That is, he didn’t take over the company from his dad. The quirk in naming stems back to the company’s founding and need for financing. “We used Dad’s name to start because we had no credit, and he did,” recalled Smith.

And the younger Smith seems quite comfortable that it is his father’s name that still adorns the company. “My father was a huge influence — probably the biggest influence — in who I became,” he said. “Frankly, I’m honored that it is his name on the sign.” He also reflects on the teachings from his late mother, Colleen Maitland Smith, who he attributes his hard work ethic and business acumen.

Well, the name stuck. “I thank God that I worked with my parents,” said the junior Mister Smith. And R.J. Smith, himself? He’s busy in retirement at the ripe young age of 82, still farming and watching as the company that bears his name continues to thrive.

And others bearing that same name are doing their part. Richard Smith’s wife of 22 years, Monique, serves as CEO of some of the family companies, including USA Civil and USA Iron and Metal. Their oldest daughter, Savannah, is the CEO of USA Materials, while their younger daughters Sheyenne, 13, and Sheridan, 10, learn the different aspects of each business in preparation for the future. “The entrepreneurial spirit thrives because of family,” said Richard. “It’s to give them a better life. I have been blessed beyond measure to have such a hardworking wife, determined children, and understanding family.” He reminisces on the times he has been able to sit around the dinner table with everyone and reflect on the legacy that is being built.

Left: Richard shown with his father, Richard Johnson Smith, whose name adorns the company. Right: The Smith Family left to right: Savannah, Sheyenne, Richard, Sheridan, and Monique.

Lowers Costs, Helps the Environment

Alchemists have plied their trade for centuries, with the most notable efforts made in attempts to transform base materials (such as lead) into something of value (such as gold). Much to the chagrin of those who employ them, however, their efforts over long centuries have yet to produce such a transmutation. The RJ Smith Companies, on the other hand, appear to be on the verge of realizing its own version of alchemy success. While the end result is less glamorous than precious metals, it has the potential to be of more value. Richard Smith and his team have developed a process, the only known one in the world, that converts waste fly ash into a major construction material.

While that last statement might not get your heart racing, a further clarification may do so. Fly ash is the byproduct of coal combustion. As its name implies, fly ash is a fine, grayish powder. Think of that pile of gray stuff at the bottom of your charcoal grill. Multiply that amount by millions and you’ll get a picture of the amount of the stuff that is sitting in designated holding pools around the country. Many consider fly ash to be the number-one environmental issue in the United States today. Smith’s process converts ash into an aggregate that can be used in the production of concrete, a material that is produced in the United States at a clip of about 500 million tons per year.

In a 2014 study of coal combustibles, the Environmental Protection Agency concluded:

On a national scale, [the] current management practice of placing [coal combustible waste] in surface impoundments and landfills poses risks to human health and the environment within the range that the Office of Solid Waste and Emergency Response typically regulates. Surface impoundments (ponds, etc.) presented higher risks than landfills. Risks to ecological receptors were identified from exposures to aluminum, arsenic, barium, beryllium, boron, cadmium, chloride, chromium, selenium, and vanadium through direct exposure to impoundment wastewater.

Put into layman’s terms, fly ash is some bad stuff. A 2016 Duke University study of 21 of these storage ponds in five Southeastern U.S. states showed that there was significant seepage, and that proximate surface waters and groundwater were being contaminated by these unlined ponds. In 2014, a Duke Energy Power Station accidentally dumped somewhere between 50,000 and 82,000 tons of it into the Dan River, the body of water that provides downstream drinking water to the likes of Danville, Virginia. Most of fly ash is sited in

dedicated “ponds.” “There is 50 to 75 years-worth of cleanup,” said Smith. “And there’s another 15 to 20 years of product being created.”

While some states, such as North Carolina (2016) have passed bills that mandate the closure of such ponds, efforts to do so have fallen short. Meanwhile, the state’s largest producer of the material sits a scant two miles from RJ Smith’s headquarters.

Fly ash is already in use in construction-grade concrete. But it is used in an untreated fashion. The ash is used in lieu of some portion of Portland cement, giving the benefits of less water needed in the mix while providing a product that is less permeable. What Smith and his crew have done is derived a way to replace the aggregate more effectively and efficiently in the concrete formula. Typically, the aggregate consists of sand or gravel.

At a high level, coal ash is trucked to the processing facility and loaded onto conveyers. It is treated and heated, transforming the ash into dark-grey blocks that resemble the cinder blocks that might make up your home’s foundation. Those blocks can be cut into varying sizes of aggregate.

The resultant product, which comes about because of change at the molecular level, is lighter (i.e., cheaper to transport) and stronger than typical aggregate. “We see value in it, because there is a need for it,” noted Smith.

The Virginia Research Council put the product to the test, analyzing it for two years before validating the company’s methodologies and the product, itself. “It was two years of [the VRC] trying to get to ‘no,’” said Smith. But we got them to “yes.” That affirmation was earned through the sweat and genius of those who work the dedicated laboratory on the grounds of RJ Smith Companies. Additionally, Smith has invested “millions of dollars” over the past five years toward vetting the research.

The commercial applications seem to have no bound, but an obvious one seems to be in the area of public transportation, where demand for concrete is high and additional government funding seems imminent, in fact, VDOT is using the product in two pilot projects this fall. With a global output of over 10 billion metric tons each year, there seems to be an abundant appetite for an innovation that lightens and strengthens the material. Meanwhile, Smith’s aggregate process holds the promise of providing relief from an environmental nemesis.

And, while Smith is no alchemist, what he and his crew have worked up certainly seems to be of pure gold.

“WE SEE VALUE IN IT, BECAUSE THERE IS A NEED FOR IT,”

“GOOD TO GREAT”

A LESSON AND A WARNING

REVIEW BY SAINT GERTRUDE ALUMNA LESLIE (KOENIG) STACK, CLASS OF 1974

“Good to Great” was a best seller and a must-read book that has been popular for decades. Each chapter, a company’s story at the time of writing, reads as though these companies should last forever — but that did not happen. So, “Good to Great” is both a lesson and a warning.

At the Executive level, companies and great schools need to seriously know who they are and what they deliver. “Good to Great” argues that great companies find the synergy of what they most like to do and what the customers most want. At Benedictine and Saint Gertrude, our leaders speak often about faith formation and character development. These are fundamental reasons for the schools’ existence. We also find that these are strong cultural elements of the schools that our parents greatly desire for their children. The authors call this a “hedgehog concept.” We describe it as strong Catholic education.

Another important “Good to Great” concept is the “Big Hairy Audacious Goal” or B.H.A.G. What is the B.H.A.G. for the Benedictine Schools of Richmond? Our Board of Trustees and the strategic planning committee are discussing and debating that right now. The B.H.A.G is a long-term goal that everyone in a company can understand and rally behind. B.H.A.G.s are meant to excite and energize people. Defining a B.H.A.G.is akin to clearly stating a bold vision for your business. It drives and inspires activity to a stated end. Getting your B.H.A.G. right is really important! The B.H.A.G. for the Benedictine Schools of Richmond will help define our two schools’ visions and push us towards a future of greatness.

“Good to Great” also delves deeply on the characteristics of executive management. It is the executive management of the

schools who bring the product to life – the education, values training, personal growth as well as the overall well-being of each student. Stability, clarity of vision, boldness, and objectivity are the prized attributes of strong leaders featured in “Good to Great.” The Board of Trustees feels fortunate to have excellent alumni leaders who enjoy these qualities for the schools – Amy Pickral ’95, Head of Saint Gertrude; Del Smith ’01, Head of Benedictine; and Drew Mugford ’86, Principal of BSoR. The Board’s sole employee, Jesse Grapes, has provided twelve years of stability at the helm and a bold vision for the campus that both schools now call home.

The last piece of history gleaned from this work is that every business must learn to control and perfect a financial strategy. Private Schools must find ways to provide all the educational outcomes noted above and stay financially stable. Some of the companies in “Good to Great,” long after the writing, could not maintain profitable growth, stable cash flow while creating free cash flow (ex. Circuit City) – the true measure of a strong, survivable company. Private schools can rarely live on tuition alone. Fundraising and endowments are a must – particularly the latter. The cost of tuition, payment of the “best qualified teachers” to viable, excellent physical plants – all demand private funding and philanthropy to keep the B.H.A.G in our sights.

Finally, we must apply the “Good to Great” (and subsequent release “Built to Last”) as the mantra for our schools’ futures. That is our Benedictine charism. We have taken two great schools and produced an enduring and sustainable Benedictine Schools of Richmond with greatness in their future!

LESLIE (KOENIG) STACK ’74 | CEO, LKS ENTERPRISES

Leslie Stack is currently a special event consultant to a select group of corporations, individuals, and non-profit organizations.

After graduation from Saint Gertrude High School, she attended VCU and continued with advanced courses through Virginia Tech. Leslie started her first company in 1987, Complete Catering and Event Planning Services, in the heart of Carytown. The business grew quickly, and she started LKS Enterprises, to include the expansion of real estate and specialized equipment. She sold Complete Catering in 2008, retaining LKS Enterprises.

Leslie has served on the Board of Directors for the Doorways (formerly the Hospital Hospitality House) and the Saint Gertrude Board of Visitors. Additionally, she was the chair of the Capital

Campaign for Saint Gertrude’s Outdoor Athletic Center (OAC). She has also served on the Richmond Committee for the Benedictine Sisters of Virginia’s Capital Campaign.

She is currently on the Executive Committee of the Council of Historic Richmond and co-chair for Historic Garden Day 2022, all while concurrently serving on the Benedictine Schools of Richmond Board of Trustees.

Leslie is married to Frank G. Rizzo. Their combined family includes Charles Rizzo (BHS ’93), Kathryn Stack Consuegra (SGHS ’96), and Leslie Rizzo Ibanez (SGHS ’98). Together, they have six grandchildren: Allison Consuegra (SGHS ’22), Brian Consuegra, Anna Grace Rizzo, Teresa Ibanez, Laura Ibanez, and Eddie Ibanez.

“Good To Great” (Jim Collins) Visual Synopsis by Dani Saveker

Words cannot capture the immense toll of the COVID-19 pandemic. The direct medical impacts of the disease, as well as the continuous ripple effects on mental health and the economy have been serious. However, the challenges of the pandemic have also fostered ingenuity and new ways of doing business. Here

Finding the

1. ZOOM: How many knew “Zoom” before COVID? Now, we all know. Connectivity with stakeholders has increased, allowing greater knowledge share and ideation. The skills of distance learning, which were once only practiced by a few colleges, were learned and perfected by nearly every school and student at every level of academia.

3. WORK-LIFE BALANCE: Without a commute, people have found more time for exercise, sleep, meals, etc. These small changes have improved worker quality of life.

2. FAMILY TIME: The pandemic “forced” many people to slow down and gave them more time to be physically present with those they love. Family dinners replaced fast food. Parents got to know their children more. Leisure became a reality, not a casualty.

4. CORPORATE CULTURE: With employees working remotely, companies had to be intentional about preserving their cultures. And as good CEOs are aware, “culture will trump strategy, every time.” – Harvard Business Review

Silver Lining

5. TEAMS: Yes, the Microsoft application “Teams” (see bullet number 1) helped many companies stay connected, but more so the many project teams working within businesses. Using the power of virtual meeting applications, employees were able to meet, connect, and even socialize no matter where their home offices were located.

8. DEEPER RELATIONSHIPS:

During the pandemic, people have been more intentional about connecting with others and more intentional about who they connect with. Whether it’s evaluating client relationships or friendships, the lack of physical access to others has forced us to carve out quality time with those that matter.

6. TRAINING VIRTUALLY: More people were able to attend training workshops and professional development, as cost barriers were reduced by distance learning options. Additionally, participation has increased as studies have shown introverts are more likely to speak up in a video conference setting.

9. ADAPTABILITY: “Adapt, improvise, and overcome.” Long an informal motto in the military, many businesses adopted this attitude during the shutdowns. They learned new skills, adapted to unfamiliar technology, reinvented the way to connect with customers, and even did more with less.

7. PRAYER: The challenges of the pandemic have returned a focus to prayer life. During the pandemic, National Public Radio reported that “prayer” searches on Google have increased by 60%.

10. THE OFFICE: As more companies experiment with remote employees, they’ve reevaluated what an “office” looks like. With less bodies in the building, some companies have opted to downsize or even sell their buildings, thereby reducing the cost of conducting business.

DAY OF GIVING

A 24-Hour Event to Fund Parater Middle-Class Scholarships for Benedictine and Saint Gertrude.

February 7, 2022

— GOAL — $700,000

#TwoSchoolsOneGoal

Last year we raised over $725,000. In fact, 29 incoming freshmen were awarded scholarships providing them access to a tier-1 education.

— BENEDICTINE SCHOOLS OF RICHMOND —