Weatherhead 100

Weatherhead 2011 – No. 19 – Wojcik Builders Inc.

Troy Sympson — Wed, 14 Dec 2011 20:41:54 +0000

Nick Childs, Owner and President, Wojcik Builders Inc.

In what ways is your company an innovator in its industry, and how does your organization employ innovation to be on the leading edge?

We consistently invest in the latest technology in tools and equipment, we upgrade annually and see that we are knowledgeable in the latest materials and applications to best suite our customer base.

How does your organization make a significant impact on the community and regional economy, either through charitable contributions, volunteerism or setting an example for other organizations & leaders to follow?

We keep it local. We award sub-contracts to local contractors and purchase from and support our local suppliers and vendors as much as we can. We’ve kept 20 of our own people employed year round, all who pay local taxes. We also support local charities and adopt families for the holidays, and support the Juvenile Diabetes Association and Alzheimer’s Association among other charities and events in the area.

Give us an example of a business challenge your organization faced during its growth, as well as how you overcame it.

The death of Wojcik Builders founder Frank Wojcik caused us many challenges. The company had experienced another adverse situation in 1997 when Frank was in a serious accident leaving him unable to return to the business full time. The veteran employees had experienced unrest during that time and were able to come together and relieve customers of any fears in regard to fulfilling contract commitments. After Frank’s death in 2007, I asked them to stick with me to complete our current contracts and keep the business moving forward. The employees all displayed a high level confidence continuing to fulfill our obligations and give our customers a sense of security. In the mean time, I was able to put together a business plan, secure funds and negotiate the purchase of the company.

What is the greatest lesson you’ve learned as a business leader, an entrepreneur, or as an organization, and how have you applied this lesson toward fostering growth.

Share the wealth, and respect your employees and their families and you’ll retain the best people.

Weatherhead 2011 – Centurion Winners – No. 7 – Fairmount Minerals

Troy Sympson — Tue, 13 Dec 2011 20:07:00 +0000

Charles D. Fowler, President and CEO, Fairmount Minerals

In what ways is your company an innovator in its industry, and how does your organization employ innovation to be on the leading edge?

Fairmount Minerals’ future strength is rooted in our ability to be innovative, deliver on our sustainability commitments and engage with our stakeholders. We reinforced our commitment to sustainable development and a culture of innovation by conducting our third company-wide Appreciative Inquiry summit. Adopting an inclusive approach, we brought together close to 500 Fairmount family members, customers, suppliers, neighbors, nonprofit partners and others to join us in planning for the future. All stakeholders had the opportunity to dream and design future opportunities for Fairmount Minerals to make the world a better place through sustainable development programs. At the conclusion of our three-day summit, we identified hundreds of innovative ideas for our Sustainable Development initiative teams to explore in the months and years ahead, many of which will be prototyped at our new Innovation Center in Ottawa, Illinois.

At Fairmount Minerals, our mission is to conduct business in a way that respects people and the environment while working towards increasing the prosperity of our shareholders, employees, customers, communities and the global environment. Therefore, connecting with our communities and our longstanding commitment to corporate social responsibility is vitally important as we ensure that the stakeholders we touch receive the resources they need to live and prosper.

We understand that Fairmount Minerals’ prosperity is linked to the success of our communities, and we make an annual commitment to donate a minimum of 1.5 percent of our pre-tax, pre-equity earnings to charitable causes.

Fairmount’s social investment policy, guides our actions with respect to charitable donations and corporate volunteerism. Below is a list of the components:

Grants for Volunteers Program: Fairmount Minerals will grant $500 to non-profit organizations where employee volunteers donate 20 or more personal hours annually.
Employee Matching Gift Program: Fairmount Minerals will match employee contributions to non-profit organizations on a 1:1 ratio up to $1,000 annually per employee.
QUEST Signature Program: Fairmount Minerals’ signature community investment program in environmental education combines financial investment with employee engagement, product donation and special events. We offer group employee volunteer opportunities in the area of environmental education by partnering with local non-profit organizations.
Product Donations: Each year, Fairmount Minerals donates product to nonprofit organizations dedicated to the environment, health and wellness, emergency relief and education.
Paid Time Off for Volunteering: Fairmount Minerals provides volunteer support by allowing Fairmount family members up to 40 hours annually of paid time off for volunteering.
Day of Caring: Each year, Fairmount Minerals will commit to sponsoring a company-wide day of caring. This team-building activity day will allow employees to work together on a service project that improves the local community in which each Fairmount Minerals’ facility is located.

Give us an example of a business challenge your organization faced during its growth, as well as how you overcame it.

As we continue to grow, it becomes increasingly important that we are all coming to work and going home safely. Therefore, with increased focus and communication regarding safety we have achieved 1 Million Consecutive Work Hours in 2011. Fairmount Minerals’ safety program is rooted in the belief that every single Fairmount family member deserves to work in an environment that promotes and supports safety. As we grow, workplace safety and health continues to be paramount; we invest significant time and resources in safety training for all employees. Nearly 20 percent of our workforce participates in formal safety committees established at all facilities. Employees participating are both production and administration. On average, employees receive over 14 hours of safety training per year, with the goal of eight hours per person per year.

Some of the exciting safety program include the roll out of a peer-based observational safety program at all Fairmount Minerals facilities and the Bringing Safety Home program. We value safety for our family members both on the job and at home.

What is the greatest lesson you’ve learned as a business leader, an entrepreneur, or as an organization, and how have you applied this lesson toward fostering growth?

As we look to move the business forward and continue to grow, we are keenly aware of the many business opportunities. As these opportunities present themselves, we look to other Fairmount family members for their input in assessing them. We don’t look at opportunities in a vacuum. We like to get feedback from different facets of the organization because opportunities are collaborative.

Weatherhead 2011 – Upstart Winners – No. 9 – Mainstream Software, Inc.

Troy Sympson — Tue, 13 Dec 2011 15:49:31 +0000

Peter Wallace, President, Mainstream Software, Inc.

In what ways is your company an innovator in its industry, and how does your organization employ innovation to be on the leading edge?

Keeping an open mind and listening to new ideas has always been key at our company. We are able to respond to changing technology and have access to resources that allow us to incorporate new and exciting features into our products to meet the needs of our customers and attract new clients.

We do our best to support smaller, local vendors when purchasing items such as our promotional and printing products. One of our employees is a member (Past President) of the Twinsburg Rotary, and is actively involved in community events, fundraisers, etc.

Give us an example of a business challenge your organization faced during its growth, as well as how you overcame it.

When the company first began in 1989, we created custom software solutions for various clients. We then transitioned to developing and supporting a single software product, which is our current CrossForm solution. The transition included taking on support issues for national clients and ensuring the product continues to undergo enhancements and updates as our clientele increases and our customers’ needs change. We continue to hire additional developers and support staff to accommodate the growth and changes, including expanding our offerings into web and mobile products.

What is the greatest lesson you’ve learned as a business leader, an entrepreneur, or as an organization, and how have you applied this lesson toward fostering growth?

We’ve learned that the cornerstone of our business is a team of dedicated, loyal employees. We develop trust with our staff and work hard to retain them by keeping them motivated and empowering them to present ideas and respond to clients. It is the combined contribution and vision of all employees that keep our customers satisfied and allows Mainstream Software to continue to grow.

Weatherhead 2011 – No. 68 – Tradex International, Inc.

Troy Sympson — Tue, 13 Dec 2011 15:43:48 +0000

Saji Daniel, CEO, Tradex International, Inc.

Each year, Tradex’s local investments support charities throughout the region with academic scholarships, grants and in-kind donations.

Give us an example of a business challenge your organization faced during its growth, as well as how you overcame it.

The ever-changing global marketplace presents many business challenges. From unstable raw material prices to natural disasters and currency fluctuations, being able to adapt to the market is essential for our company to thrive.

What is the greatest lesson you’ve learned as a business leader, an entrepreneur, or as an organization, and how have you applied this lesson toward fostering growth?

Perseverance is key to being a successful entrepreneur. There will always be barriers and challenges, but in order to be successful, you have to have the confidence to work through the challenges and know that your business will come out for the better on the other side.

Weatherhead 2011 – No. 39 – US Endoscopy

Troy Sympson — Tue, 13 Dec 2011 15:37:36 +0000

Gulam Khan, CEO, US Endoscopy

In what ways is your company an innovator in its industry, and how does your organization employ innovation to be on the leading edge?

US Endoscopy is an innovator in the medical device industry by leveraging our unique abilities to understand the challenges faced by endoscopists and surgeons, and to develop problem-solving solutions.

US Endoscopy is proud to manufacture millions of medical devices each year, all on-site at our headquarters in Mentor, Ohio. We try to source services and products locally whenever possible and choose not to outsource to low-cost countries — staying true to our goal to provide cost-effective products that are designed and manufactured in Northeast Ohio.

Each year, US Endoscopy donates products to MedWish International, which distributes these donations to countries in need. In addition, we support our employees getting involved in the community: employees join together to prepare meals for the families staying at the Ronald McDonald House, run in the Race for the Cure, and joined the “Party in the Pink” Zumbathon — raising money for breast cancer awareness. We ran in “The Race for the Place” benefiting “The Gathering Place” and our team rode in “Pedal to the Point,” raising over $7,000 for the National Multiple Sclerosis Society. Toys, clothes, etc., are donated to Salvation Army each year for local families.

Give us an example of a business challenge your organization faced during its growth, as well as how you overcame it.

One challenge that we faced was to maintain our ability to be flexible while also adding structure to support our larger organization. We were able to overcome this issue by coaching our teams to identify entrepreneurial opportunities within projects or initiatives. There are many “micro” risks that can be taken throughout the life of a project that can result in substantial innovation. We need our people to understand and take acceptable risks, but to also know when the downside is not acceptable. An important part of taking acceptable risks is that you support the individuals or teams when a smart risk is taken, that has disappointing results.

What is the greatest lesson you’ve learned as a business leader, an entrepreneur, or as an organization, and how have you applied this lesson toward fostering growth?

With the right team of people, anything is possible.

Weatherhead 2011 – No. 35 – NineSigma Inc.

Troy Sympson — Tue, 13 Dec 2011 15:04:01 +0000

Andy Zynga, CEO, NineSigma Inc.

In what ways is your company an innovator in its industry, and how does your organization employ innovation to be on the leading edge?

Founded in 2000, NineSigma helped to pioneer the strategy of Open Innovation (OI), where organizations “connect with the world” for knowledge and solution providers who will accelerate their innovation cycle — whether to achieve a competitive advantage with a breakthrough product, or to solve a pressing global challenge, such as the demand for renewable energy or an effective AIDS vaccine. NineSigma was at the forefront, and continues to be at the forefront, as open innovation is no longer just a strategy, but a standard management discipline. New clients from around the world continue to choose our services, as they recognize that innovation is critical to their long-term growth.

NineSigma Gives Back is a program designed to support social and environmental responsibility and corporate philanthropy. By leveraging our search and intelligence capabilities, along with our unparalleled access to the global innovation community, we can help address global social and environmental issues that non-profit and for-profit organizations are committed to solving. Our open innovation and sustainability services can effectively be applied to help identify critical technologies and expertise that will accelerate the potential for solutions.

Give us an example of a business challenge your organization faced during its growth, as well as how you overcame it.

Like so many companies, NineSigma was impacted by the 2008/2009 recession. Many of our clients were forced to cut back on spending and re-evaluate business priorities, which in some cases meant freezing external innovation budgets. By tightly managing the sales process and shifting our focus to higher-demand services, we were able to overcome the market downturn. As demand for our services continues to rise, NineSigma is establishing a physical presence in closer proximity to its worldwide client base in the following areas: U.K., Australia, Canada and Germany.

What is the greatest lesson you’ve learned as a business leader, an entrepreneur, or as an organization, and how have you applied this lesson toward fostering growth?

I have found value in the “fail early, fail often” mentality. With that mindset, I have created an environment where employees feel it is OK to make mistakes and try new things. This approach fosters innovative thinking and a fearless attitude within the company, placing the focus on growth, rather than avoiding risk and missing potentially rewarding opportunities. As a result, we have expanded our core set of offerings into end-to-end capabilities, enabling us to increase the number of companies we serve worldwide.

Weatherhead 2011 – Upstart Winners – No. 4 – ONOSYS

Troy Sympson — Tue, 13 Dec 2011 14:58:42 +0000

Stan Garber, Alex Yakubovich and Oleg Fridman, Co-Founders and Partners, ONOSYS

In what ways is your company an innovator in its industry, and how does your organization employ innovation to be on the leading edge?

ONOSYS has become a leading online ordering provider by leveraging the latest innovations in restaurant technology, social media, and retail ordering to develop our products and services. Partnering with some of the largest restaurant chains in the world keeps us on the cutting edge of innovation because we are constantly evolving our product offering to meet our clients’ needs and provide them the best online ordering solution in the space.

Throughout 2011, ONOSYS experienced significant growth and nearly half of the employees we’ve added this year have been recruited from out of state. It’s exciting to know that we’re doing our part to bring talent back into the region!

This year we have also made contributions to the American Cancer Society, United Way of Greater Cleveland, Special Olympics of Ohio and Cleveland’s Refugee Response. In 2012 we’re launching the ONOSYS Outreach Program, which will give our team members an opportunity to get out in the community to lend their time and talent to the organizations they are passionate about.

Give us an example of a business challenge your organization faced during its growth, as well as how you overcame it.

The greatest challenge our organization faced during its growth was finding the right talent to join our team. Although we use job boards and other online employment resources, we have found that the best recruiters are often our own team members! They’ve recommended and referred us to their own networks, and through them we have found some exceptional talent.

What is the greatest lesson you’ve learned as a business leader, an entrepreneur, or as an organization, and how have you applied this lesson toward fostering growth?

As entrepreneurs, we’ve learned many valuable lessons along the way and we continue to learn them each and every day we do business. Some of the greatest lessons that have stuck with us through the years are the following:

Build incrementally. Start small, spend as little as you can and build on early successes. Quickly get rid of the stuff that doesn’t work.
Establish a company culture that encourages employees to work with energy and enthusiasm. Look for ways to connect with your team outside of the daily routines of the job.
Don’t just network; build strong relationships. People do business with and refer people to those that they trust.

Weatherhead 2011 – No. 4 – CareerCurve

Troy Sympson — Tue, 13 Dec 2011 14:44:51 +0000

Patricia Wagoner, President & CEO, CareerCurve

In what ways is your company an innovator in its industry, and how does your organization employ innovation to be on the leading edge?

Prior to starting the company, CareerCurve recognized that the career transition industry had not been significantly updated since its inception dating back almost 50 years. Being a start up, CareerCurve began with a clean sheet of paper and designed an innovative business model that eliminated or refined outdated, unwanted or underutilized resources in a way that features the most effective and desired methodologies that are acknowledged in today’s marketplace. At the same time, CareerCurve developed proprietary technology which underpins equally innovative approaches around quality tracking systems and performance metrics. These innovations have allowed CareerCurve to focus on creating an exceptional end user experience while providing a dramatically improved value proposition.

CareerCurve benefits the economy of the Northeast Ohio market through the coaching provided in helping people with their job search efforts. We are committed to staying with each job search candidate through the duration of their job search. Our job search candidate surveys indicated that 62 percent of those who have been impacted by job loss view personalized career coaching as the most valued resource they have. The expertise of the coach provides much appreciated job search guidance and the much needed emotional support.

Sustainability

Our pioneering business practices encompass not only a broad, strategic view but incorporate numerous immediate returns on investment. Specifically, our clients, candidates and associates benefit from our commitment to sustainability and energy efficiency in a myriad of ways:

Associates benefit from telecommuting opportunities, which extend beyond reduced transportation expenses: avoiding traffic-related accidents, improving work/family balance through flexible scheduling and eliminating barriers created by physical and/or personal limitations.
Candidates benefit by having access to professional coaching support with just a phone call or a few keystrokes, at his or her convenience, avoiding unnecessary, costly travel and accompanying stress.
Clients benefit from our ability to bundle increased productivity, efficiency and technology with lowered operating costs into a lower than market pricing strategy, as well as assurance that sustainability efforts will ensure our future presence and long-term collaboration.

Our groundbreaking business model and commitment to sustainability is not just a marketing tactic — it is our organization’s lifeblood. As a Cleveland-based talent consulting and coaching provider, we started with just a handful of associates in 2004 and now have over 165 associates positioned throughout North America, including Canada. We are a NorthCoast 99 sponsor and ranked in the top five of the 2011 Weatherhead 100, honoring NE Ohio’s fastest growing companies. We have also been honored with the Leading Edge Award in both 2010 and 2011. This prestigious award created by Entrepreneurs EDGE (Economic Development through Growth & Entrepreneurship) recognizes value-creating, middle-market companies in Northeast Ohio.

Give us an example of a business challenge your organization faced during its growth, as well as how you overcame it.

One of the obstacles that CareerCurve overcame early on was introducing a new concept to what was considered by many to be a very traditional market and buying community. Being a new company and not having a track record or any customer relationships created a challenge during the start up process. This was overcome by assembling a core team of highly regarded professionals with related experience, who each brought with them a trust factor, which allowed CareerCurve to get a foot in the door. The start-up challenge was also overcome by deploying a channel marketing strategy, which leveraged the goodwill of people and organizations that had some connection with CareerCurve. An example of channel marketing was the relationship established with ERC (Employers Resource Council), Ohio’s leading human resource organization and who’s president appreciated the quality, innovation and value that CareerCurve could offer their member organizations. These early connections allowed CareerCurve to more quickly establish a presence in the greater Cleveland market and at the same time continue to refine the new model.

What is the greatest lesson you’ve learned as a business leader, an entrepreneur, or as an organization, and how have you applied this lesson toward fostering growth?

Without question the greatest lesson that we have learned as entrepreneurs — which has been reaffirmed continuously over the years including two other successful start ups, each having been sold to fortune 500 companies — is that the quality, character and personal integrity of the people involved will be the most important and influential key to success.

Weatherhead 2011 – No. 64 – Radcom Inc.

Troy Sympson — Tue, 13 Dec 2011 14:33:54 +0000

Robert J. Dianetti, President, Radcom, Inc.

In what ways is your company an innovator in its industry, and how does your organization employ innovation to be on the leading edge?

Radcom has a well defined process called Radplan by which we manage all of our projects. As a niche provider of instructional design and technical communication services, we are well positioned to take on projects of varying sizes while maintaining quality, delivery and integrity of the results using this plan. After each project, we perform what we call a “post project review.” We review all aspects of the project and look for areas in which we can improve our Radplan process. Based on this information, we periodically update the Radplan process, keeping it up to date with the most recent developments at our client sites.

Radcom has been a long-time supporter of both professional societies and charities. Our management and employees take on leadership roles in the organizations, up to and including board of director positions. As a company, we have supported the Leukemia & Lymphoma Society, raising approximately $50,000 over the past several years. Professional organizations we support and volunteer for include:

Society for Technical Communication
American Society for Training & Development
Greater Akron Chamber
Hudson Chamber of Commerce.
Society for Human Resource Development

What is the greatest lesson you’ve learned as a business leader, an entrepreneur, or as an organization, and how have you applied this lesson toward fostering growth?

There are only three things that matter — client service, employee experience and relentless pursuit of revenue as an organization. By paying strict attention to all three of these, we have grown our organization.

Weatherhead 2011 – No. 48 – Vocon Inc.

Troy Sympson — Tue, 13 Dec 2011 14:27:03 +0000

Debbie Donley, Principal, Vocon Inc.

In what ways is your company an innovator in its industry, and how does your organization employ innovation to be on the leading edge?

Delivering innovation requires us to think and act from our client’s perspective. We analyze their culture and work patterns, listen to problems and study their actions. We then develop a strategy to make their work environment work for them by supporting their internal process to generate growth, profitability and sustainability.

Vocon has a strong commitment to community partnerships. Our employees actively participate in many service organizations, ranging from local food banks, cancer societies and youth organizations, as well as volunteering at local colleges and universities, helping students advance academically. We have made it a priority to educate Cleveland Public School students about the architecture and design industry as a possible career path. We are committed to giving both our time and resources to help create a better region for all of us.

Give us an example of a business challenge your organization faced during its growth, as well as how you overcame it.

As our firm expanded, it was extremely important to maintain our “Vocon Family” culture. We strived to reward our staff’s hard work and dedication by continuing special events which connect employees in alternative settings.

What is the greatest lesson you’ve learned as a business leader, an entrepreneur, or as an organization, and how have you applied this lesson toward fostering growth?

The core of our success are our people. From the top down, our family first culture emphasizes creativity and partnerships and promotes a work/life balance. We work collaboratively with each other, with clients and with all parties involved in making a project happen. The prevailing Vocon attitude is one of “can do.” All members of the “Vocon Family” think, work and live creatively.