Most people wouldnt. But Doug Buffington does.
Since 1995, Buffington has been president of Square Two Golf, a leading golf equipment manufacturer based in Fairfield, N.J. When he took the job, Buffington insisted that he be allowed to maintain his Jackson Township, Ohio, residence.
So he flies from Akron-Canton Airport about once a week, doing the majority of business out of his home.
Willy Loman might have set lofty goals for himself to succeed as a salesman, but todays account executive is expected to leap tall buildings to service clients.
Formerly thought of as an order-taker, todays salesperson must perform far beyond the traditional role of a salesman. Salespeople are obligated to handle everything, from educating the client on how processes work to coordinating sales and service, to resolving billing discrepancies, hand-delivering product and more.
Every one of those requirements applies to my position, says Julie LeMay, a sales engineer at The Timken Co. in Canton. Were expected to solve any problem ordering, production, application, shipping, billing we help in any fashion related to customer needs.
Paul Benevich may have the title of account executive at Printing Concepts Inc. in Stow, but he manages every aspect of printing, from ensuring the customer understands the best quality paper and ink to use for the lowest price to making sure client files download properly for printing, to delivering the finished product and then some.
In my business, a salesperson has to be more of a consultant than just an order-taker, because there are so many variables than can change the price dramatically, Benevich says. And since I consider it my job to save the client as much money as possible, that requires having the knowledge to anticipate potential problems before they happen.
Benevich and LeMay concur that the goal of salespeople is to win business and keep clients happy. To do that, they must also act as decision-making CEOs. But they can only do that with the support of their organizations.
Timken gives us the authority to represent our customer, LeMay says. Were the customers voice, so if theres something they need thats out of the norm for Timken, we work to bend and change the rules to make things happen for the customer.
As Benevich puts it, My boss says that an executive is somebody who has the authority to change the rules in certain circumstances. So I have the responsibility and authority to change whatever the standard procedure is and do it a different way the way you know the customer wants it done.
In todays competitive sales arena, more effort and knowledge are also required of salespeople so they can differentiate their products and add legitimate value to their services.
LeMay says that with the influx of steel bar producers and the decrease in product demand, the steel industry has become extremely competitive. That, in turn, places more demands on her as a salesperson.
You must now set your company apart from the others by offering services like application support, cost cutting ideas and other value-added services, LeMay says.
LeMay says todays customer wants a single contact who can answer all questions and solve any and all problems related to the product. To be effective problem-solvers, salespeople must amass limitless knowledge about their products and services, their industries and business in general.
I think almost all of us in sales are being forced to continually gain knowledge so we can answer every customers question, says LeMay. And were expected to know all sides of the business. A lot of sales engineers are now going back to school to get a business degree to be able to understand that portion of the business, so they can relate to customers.
LeMay confides that she, too, is pursuing a degree, even though she formerly worked in Timkens research group.
That has helped me tremendously in the technical area, because were constantly being asked not just the typical sales questions, but were asked all the theories behind what were selling, she says. Were expected to be technical experts, not just the people who make their steel get there on time.
Benevich must also keep apprised of changes in production technology and techniques.
As new pre-press equipment is developed and different computer software comes in, it can change the way you manufacture a piece, he says. I must also know how to best advise my customers about design changes they can make that will save them X number of dollars.
Using the example of a piece designed for a mailing, Benevich explains that even a small change such as paper size and weight can dramatically alter the cost of production. And if its not designed in compliance with postal requirements, or if its folded incorrectly, it may be disqualified from postage automation discounts.
Benevich says he also acts as a consultant when a client is having a creativity crisis.
A client might have an idea thats vague and not very concrete, so you might have to spend a lot of time to figure out how to make it work, or to determine if its even possible, he says.
Above all, says Benevich, a salesperson must serve as the clients advocate inside the shop.
Im the one who walks the customers project through the entire process, making sure the artwork is done on time, proofs are delivered to the customer, the customer signs off, and that we print and deliver the job on time.
With 25 years experience in the business, Benevich says a salespersons job today is completely different than it was 10 or 20 years ago.
Back then, the customers expectations werent as demanding, he says. Now, because of technology and just-in-time delivery, companies want it right, and they want it right now.
Diana McGonigal of Bruner-Cox LLP a client of Printing Concepts describes Benevich as a salesperson who does whatever it takes to make things right.
Im glad they think that, because thats really what I do, says Benevich. The customer is the most important thing and like the old saying, The customer is always right in any business, thats how they should be treated.
How to reach: The Timken Co., (330) 438-3000; Printing Concepts Inc., (330) 572-8200
The good news was that Meter Devices Co. Inc. had quadrupled its business in the last decade, due in part to the utility industry deregulation.
The down side was that, because the companys manufacturing operations, offices and employees were scattered between two Canton locations, chaos was inevitable unless the company centralized.
Our Prospect Street location manufactured one series of product, and the Third Street operation manufactured another, says John Shincovich, group vice president. And our engineering, operations, purchasing, accounting, marketing and other departments were separated.
That arrangement necessitated a lot of schlepping between locations, and too much reliance on electronic communications, says Shincovich. Not an efficient arrangement when youre the worlds premier supplier and market share leader of products for meter, relay and test switches, selling to utility companies around the world.
Along with parent company E.J. Brooks Co. in Livingston, N.J., Meter Devices serves customers in more than 60 countries.
Because our business had expanded so much and continues to grow, we needed to take the big step to move our operations and 70 employees, says Shincovich.
Out with the old, in with the new. The first month of 2000 saw the 82-year-old company move to its new home on Bruening Avenue S.W. in Canton. The facility at a cost of $3.2 million is set on 10 acres and boasts 57,980 square feet of manufacturing space, a 7,400-square-foot office area and 9,620 square feet for leased offices.
The total square footage represents a 50 percent jump in size from the former headquarters.
Such a consolidation required coordination of countless details, says Shincovich. That took months of preparation not just in terms of the companys needs, but in consideration of its more than 3,000 customers.
To minimize inconvenience to the customer, the game plan was to start operations at the new facility in parallel with existing operations, Shincovich explains. As those simultaneous operations continued and we completed all orders required to be shipped, we eventually pulled the plug at the old facility, department by department, in an organized way to prevent product shipment delays and minimize chaos.
Shincovich says the parallel operations plan also prevented downtime.
It was the easiest way to keep the customers happy, he says.
The new facility will take the company from a small business to a medium-sized manufacturing firm, says Shincovich. This year, Meter Devices will begin the ISO 9001 process to become certified as a world class quality producer, and will add about $1.5 million in new automated equipment to produce higher quality product and reduce manufacturing costs.
The company is also adding new product lines, which will lead to an expansion of its work force.
And the new facility will enable our employees to better communicate and develop relationships with each other, he says, noting that this month, the company is bringing in communication and relationship-building experts to facilitate that goal.
As a result, well be a stronger, team-oriented operation.
How to reach: Meter Devices Co., (330) 455-0301
So your coffee wasnt served with a smile this morning; you still may return tomorrow for another cup. But if youre buying a big-ticket, emotionally charged item such as a home addition, satisfaction takes on a whole new level of importance.
As the executive vice president of Macedonia-based Patio Enclosures, Jerry Fox admits a growth spurt last year left his company with some room to improve its customer-responsiveness record. In January, he helped launch a new program called JUMP (Job Update and Milestones of Progress), designed to improve communication between the $70 million company and its customers.
Fox speaks frankly of the indications that such a program was needed, and how it was implemented.
What indications did you have that made you realize that you needed to put a program like this in place?
When we have complaints from customers and you can see the frustration. Normally, lead time (in building a sunroom) is eight to 10 weeks. We had such a banner year last year that in some markets, that lead time stretched to 16 weeks, 18 weeks.
How did you know that customers were getting frustrated?
If they didnt feel like they were being adequately serviced by the local branch, they would call into headquarters. Theyd tell you up front, No one tells me whats going on. Ive seen the salesman, I havent heard from him in five or six weeks. I call the office to find out whats going on, but I think you should be telling us whats going on.
In most of the cases, were within the (eight to 10 week) time frame. Thats not good enough, though. We felt that if we became proactive in supplying this information, it would hold down the natural frustrations of waiting a certain period of time.
Everybody wants it now. And of course, you cant do that when youre in a custom manufacturing environment. So in order to hold down that frustration level, we felt that if, at certain times during the whole process, we initiated the contact, even if its just leaving a message on an answering machine ... this will hold down that frustration level, and keep them involved in the whole process.
How often during the construction process are you in contact with a customer?
The first step is actually done the day of the sale. Theyre given a construction guide. Its a description of the whole process. And then each time that we make contact with customers, we remind them to refer to that guide, but add, Mr. and Mrs. Jones, your room is on order, and we expect delivery the second week of February.
And then in the second week of February, when the room is delivered to the location, we make contact saying, Your room has been delivered and we will be contacting you shortly with the exact installation date. So there are no surprises. They always know whats going on.
After we sign the contract, there are actually nine contacts that we make with the customer, keeping them informed.
Once you saw a need for the program, how was it developed?
We went out and surveyed all of our (41) locations, asking them, What do you do to keep your customers informed? This was done in mid-1999. The survey was sent to all of our operations supervisors. And they submitted what they did.
Some did nothing, some did a lot, some did a little. And what we did is we took the creme de la creme, and we took all of the types of contact that were going on, and we put them in a set program. And each one of these contacts is triggered by an activity. When the permit is issued by the building department, saying that its OK to build this room in this community, we notify the customer, Your permit has been approved.
There are nine activities that take place that trigger nine contacts with the customer. And we really believe that this will bring down that frustration level in the upcoming year.
How do you monitor that contact from headquarters?
This is a mandatory program, and (each location) will be audited. Each of our locations, once a year, receives an operational audit, and we will audit, because all of those nine contacts have to be logged in to what we call the job jacket. And so they are signed off on either by the operations supervisor, or the sales secretary who mailed out the postcard, or the installer who left the note on the door. So everybody involved in this program has to check off that the customer was notified. Its a mandatory process, because the need for this was so obvious.
We do this at our window of opportunity. In other words, if you dont inform the customer, and theyre calling you irate and frustrated, its normally at a time when youre doing something else, and the phone rings and you have a mad customer.
By us becoming proactive, we can better schedule our time for making these contacts, because if you dont call them, theyre going to call you. And theyre not always going to call you at the best time.
Have you noticed a trend among companies recently to improve customer service?
Theres no doubt about it. So often you hear about customer service, and that the customer is king, and a lot of times its just lip service. You say that, and you go about SOP, and youre not really servicing the customer.
This program was developed because we heard a loud and clear message from our customer base as to why they were frustrated. Its simply a lack of communication.
Would you have responded the same way 10 years ago?
Times have changed. Circumstances have changed. Were in the remodeling business, and in the construction business theres a serious shortage of skilled labor. Kids want to come out of school and become computer programmers. They dont want to wear a tool belt and climb up and down a ladder anymore.
This has been evolving over time, and our sales are increasing. We dont sell a product you need, we sell a product you want. The demand for sunrooms is very high right now ... And todays consumer in this computer world wants everything now.
With the high backlog of business, and the strain of having an insufficient labor force to put the product in, we have to be very responsive to our customers. Conditions have changed. It wasnt like this 10 years ago.
There is a Chinese saying, When you drink the water, remember the source. To remember the source of many of our finest qualities is to remember those who mentored us.
Akron Beacon Journal Vice President and Editor Janet Leach recalls the mentors who inspired her enthusiasm for leadership and passion for journalism. The dizzying pace of her daily executive duties is regularly infused with the lessons of her mentors.
As a rising star at the Cincinnati Enquirer, mentoring by people like her editor, Larry Beaupre, took the form of bringing you into something youve never done before, she says. Other mentors taught her the difference between leading and managing and the vital importance of thinking big.
Gender has been neither a barrier nor an issue in the quality of mentoring Leach continues to thrive on.
Mentoring crosses the boundaries of industries. Larry Parsons, CEO of Brewster-based Wheeling & Lake Erie Railways, provides for his succession leaders the same type of mentoring he receives from lifelong mentors such as octogenarian and railroad guru William Holtman, who spends a week every year getting Parsons business perspective on new tracks.
As an emerging mentor, Leach says good mentors are generous with their experience, have the ability for deep listening and demonstrate an intuitive belief that this person will succeed.
For Parsons, mentors give a sense of direction and a presence you wouldnt have otherwise.
They subscribe to the philosophy that business growth depends on the growth of its leaders. Mentoring is not only an effective talent and knowledge retention strategy, it becomes a tool for growing the leadership that grows the business.
One of the more potent media for talent development is peer mentoring, a hot feature of The Executive Committee, known as TEC the 47-year-old international association of local professional networks for executives.
According to Dennis Sabol, a TEC chairman in the greater Akron area, the committee provides resources to executives with robust personal, professional and business development agendas. Select executives in small local groups provide confidential and powerful peer mentoring.
TEC members trade probes, provocations, resources and support they might not get from their spouses, partners, accountants, or yes-saying staff. Sabol says members, who represents diverse levels of achievement, get direct value from deriving quality mindshare with their peers and mentors.
This is mentoring at its best: an effective accompaniment to the kinds of mentoring Leach and Parsons provide and enjoy.
Mentoring relationships can be just-in-time and ongoing. What seems clear a lesson for wanna-be mentors is that no one is a mentor on everything.
It takes a whole village of mentors to raise great leaders.
Jack Ricchiuto is a management consultant and author. He can be reached through his Web site at www.newpossibilities.net.
When an employee is chemically dependent, the situation not only affects the employee, but the employer, as well.
A chemically dependent person in the workplace contributes to accidents, low morale and decreased work performance. By establishing a drug-free workplace, an employer can lower turnover rates, increase safety and productivity and help the valued employee receive treatment.
The following steps can help you, the employer, keep your workplace drug-free.
1. Create a drug free workplace policy and put it in writing. This will let employees and applicants know that drug and alcohol use on the job will not be tolerated and inform them what will happen if they violate the policy.
2. Make sure company managers understand the substance abuse policy and can explain it to employees. Manager need to be educated on the signs and symptoms of chemical dependency and know when to take action.
3. Implement an employee education and awareness program. This will explain the substance abuse policy to employees and the consequences of using drugs or alcohol on and off the job.
4. Set up an employee assistance program (EAP).
5. Drug testing should be the last step in a comprehensive program. If you decide to add this, make sure your drug testing program meets several requirements, including statutory or regulatory requirements, disability discrimination provisions, collective bargaining agreements and any other requirement in effect.
Knowing how to spot the behaviors associated with chemical dependency can help you quickly deal with a potentially harmful situation.
Some of the most common job behaviors of a chemically dependent person are an employee who arrives late and leaves early or has many absences on Mondays Fridays and the days after payday or holidays, or absences due to accidents, both on and off the job.
Other signs include an employee who is often absent from the work area, takes long lunch breaks, has poor concentration and judgment, lacks attention to detail, shows declining work performance, both in quality and quantity, is irresponsible when completing tasks, careless with equipment or wastes materials, and has had complaints from co-workers or the public about job performance or behavior.
Other signs that an employee may be chemically dependent show up in abnormal interpersonal interactions, such as mood swings, inappropriate statements, overreaction to criticism or outbursts of inappropriate anger, tears or laughter.
Resources for a drug-free workplace
Locally: Local treatment centers; Chemical Dependency or Alcoholism sections of the Yellow Pages; County of Summit Alcohol, Drug Addiction and Mental Health Services Board, (330) 762-3500; Community Partnership of Summit County, (330) 379-1954
Nationally: Employee Assistance Professional Association Inc., (703) 522-6272; American Council for Drug Education, (800) 488-3784; Center for Substance Abuse Prevention Workplace Hotline, (800) 843-4971
Carol Simpson, R.N., CARN, is the director of Chemical Dependency Services Edwin Shaw Hospital for Rehabilitation. She can be reached at (330) 784-1271, ext. 5151.
Emergency care costs were radically reduced. Down time was minimized. And liability was practically eliminated.
The Mobile Business Aid program, piloted by American Medical Response, was so successful that companies in other states started chasing the ambulatory idea. Spotlighting AMR’s new service on the ABC Evening News in January 1997, Peter Jennings emphasized that typical emergency room expenditures total $1,000, and almost two-thirds of ER visits are unnecessary. Considering AMR’s $200 per-use tab for MBA “house calls,” it’s no wonder businesses are signing up en masse to reduce costs.
One year after the ABC News broadcast, Akron General Medical Centers became one of the first hospitals in Ohio to contract with AMR to develop a similar program for Akron General Health System’s CorpCare division.
“We took the MBA concept and enhanced it to link with CorpCare as an existing occupational medicine provider, and today, we have 50 local client companies with over 70 different response locations that use the service,” says Harry Kuhn, CorpCare director.
The way CorpCare’s MBA program works, Kuhn explains, is that when a minor injury occurs in a client company’s workplace, the client calls an 800 number to summon an MBA unit. The occupational medicine mobile unit is staffed with specially trained paramedics or emergency medical technicians that operate under CorpCare protocols. The response time is typically under 20 minutes.
If the injury is not severe, MBA response staff administers first aid on the scene, eliminating the need for (and cost of) an emergency room visit. If appropriate, a follow-up visit with a medical provider is scheduled.
When more specialized care is required, MBA transports the injured worker to the hospital’s ER or freestanding occupational medicine center at no extra charge. After the patient is treated, MBA takes the individual back to the workplace.
Kuhn says a crucial component of MBA’s success is AMR’s alliance with clinics and hospitals.
“The key to occupational medicine is providing prompt, adequate treatment while also minimizing lost time,” he says. “One benefit of AMR’s link with CorpCare is that, when an injury is serious enough to warrant transport, they’re operating under our protocol, so we can see the patient almost immediately upon injury.”
In terms of dollar savings, Kuhn says many CorpCare clients save 20 percent or more in costs associated with treating minor injuries.
“But the biggest benefits are that the company doesn’t have the liability of deciding if an injured worker should go to a hospital; they don’t have to pull another worker off the job to drive them there; and it eliminates the liability of sending employees out on the road,” he says.
Before Summit Racing Equipment subscribed to CorpCare’s MBA, a supervisor trained in first aid would triage the injured worker, then drive the individual to a treatment facility.
“Not only were we putting that supervisor at risk for performing first aid, but we were also taking two bodies away from the job for the entire time that person was being checked out at the doctor’s office,” says human resources manager Tim Hesketh.
Calculating the costs associated with such a scenario, Hesketh says Summit Racing saves about $100 each time MBA is summoned instead. And when MBA response staff must merely administer first aid, additional expenses of the ER, lab, radiology and physician fees are eliminated.
“To me, that’s more than a wash,” says Hesketh.
When Cuyahoga Falls General Hospital contracted with AMR in September 1998, the provider included its ER facility and WorkWise Occupational Health Services into its MBA program. WorkWise is housed in the hospital’s freestanding MedPoint urgent care, family practice and drug screening facility on Graham Road in Stow.
“WorkWise handles the people we treat through AMR,” clarifies Martha Kelsey, the hospital’s marketing director.
Kelsey stresses that MBA is not intended to replace 911; rather, it is geared to the care of minor workplace injuries.
“They’re not acting as emergency paramedics. They’re performing first aid, or they’re making an assessment on the severity of the injury,” she says. “The advantage is that they’re operating under the medical direction of our doctors.”
Also beneficial to companies is MBA’s inclusion of drug and alcohol testing services, which can be done on the job site whether an injury has occurred or not. Kelsey says many clients favor MBA for that reason alone.
“Certain regulations that apply to the Department of Transportation require that any employee who is a driver must have a post-accident drug test. That doesn’t apply in all cases, but some employers want that to be part of their post-accident screening,” she says.
CorpCare’s MBA drug and alcohol testing service was a factor that swayed Summit Racing, says Hesketh.
“To comply with the Bureau of Workers’ Compensation Drug-Free Workplace Program, despite how minor the injury is, we require the test,” he says.
Kuhn and Kelsey agree that MBA is a highly effective solution for businesses to control health care-related costs. Both predict the program will expand throughout the northern Ohio business community.
“We’re expanding our program into Stark and Cuyahoga counties within the next few months,” Kuhn remarks.
Still, one CorpCare client says MBA has a downside.
Sheila Tabalus, human resources safety and training coordinator for Falls Stamping & Welding Co., says the drawback is that the medical expertise of MBA response staff is limited to treating only minor injuries.
While she is pleased that MBA has freed her supervisors from having to act as nursemaids, and admits that its drug/alcohol screening has saved the company time and money, Tabalus says she’d like to see just one more perk: house calls where there really is a doctor in the house.
How to reach: Akron General CorpCare (888) 218-2273; Cuyahoga Falls General Hospital (330) 928-9596
Hall, Kistler & Co. of Canton has moved its offices to the United Bank Building downtown. The new location will provide 25 percent more space for the growing accounting firm.
United National Bank & Trust Co., based in Canton, has opened a new office in Green.
U.S. Technology Corp. of Canton, a provider of blasting products and services, has released a new line called Magic, based on nanocomposite technology for the depainting industry. The Magic line was developed for the high-performance aerospace industry, in which rapid depainting of aircraft is a priority.
Miller & Miller Accountants of Dover has become a division of S.R. Arner & Co. of Canton. S.R. Arner & Co. is an accounting firm with approximately 50 employees.
Harry London Candies of North Canton has retained Orrville-based Jarrett Logistics Systems to help the candy manufacturer streamline its distribution operations.
Waterlink Inc., Canton, has chosen Cantons Innis Maggiore Group as its advertising and public relations agency of record.
Stark State College of Technology received a $960,000 grant from the Ohio Board of Regents to expand its Advanced Technology Center to provide for development of a Center for Industrial Production Support. The center will provide training in the maintenance of integrated systems with mechanical, electrical and hydraulics components. Such training is necessary to support the new high-tech processing systems being installed in many industrial companies in the region.
North Canton-based Advanced Leadership Inc. and its president, Paul Sims, have been recognized by Leadership Management Inc. for outstanding sales achievements. The Texas-based company provides executive leadership and management development programs.
Bob Hendrickson has been promoted to vice president and general manager of Buckeye Color Lab in North Canton.
Graphic Enterprises of North Canton has promoted Les Beyeler to executive vice president and Ken Larson to president of Connecting Point, an affiliate of the company. Randy Breit has been promoted to president of Graphic Enterprises print-for-pay division and Bob Behringer has been promoted to president of the prepress division.
Stephen K. Pollock has been promoted to vice president of consumer marketing for The Hoover Co. of North Canton. Pollock was formerly director of planning and analysis.
Dr. John F. Uslick has been appointed president of the American College of Osteopathic Internists for the next year. Uslick is on the medical staff of Doctors Hospital of Stark County.
Joy Wozny has been hired to handle sales and marketing for 360 Solutions of Northeast Ohios executive management workshops. 360 Solutions, based in Canton, is a strategic alliance between Advanced Leadership Inc. of North Canton and Creative Training Concepts Inc. of Akron.
Krugliak, Wilkins, Griffiths & Dougherty Co., a Canton-based law firm, has appointed Paul H. Malesick as director and hired John D. Clark, Brian J. Malone and Stephanie Morgan Greene as attorneys.
Dennis Donahue, CEO of The Will-Burt Co. of Orrville has assumed the title of chairman of the board. Jeffrey Evans has been promoted to president and chief operating officer and Walt Stashkiw has been promoted to executive vice president.
S.R. Arner & Co. of Canton has promoted three associates to partner: S. Franklin Arner, Richard L. Craig and Danny K. Kloha.
Waterlink Inc., Canton, has promoted Jorg Menningmann, to president of the companys Pure Water Division.
HomeTown Health Network of Massillon has named Gary R. Conlin as senior account executive in the sales and marketing department.
Harold C. Buff has joined Massillons NFM/Welding Engineers as sales engineer.
Reinhard Kopko Keller & McDonnell, a Canton CPA firm, has added Denise L. Williams and Jessica L. George as accountants.
Wanda Young has been selected to serve as business counselor for the Small Business Development Center at Kent State University Stark Campus. She will work with new and established small business owners. The center is partially funded by the Ohio Department of Development and the U.S. Small Business Administration. Young can be reached at email@example.com.
CFS of Northeastern Ohio has hired Jeanine M. Iacono as a staffing consultant for its Canton office. CFS, based in Boston, is a temporary and direct hire staffing company for the accounting industry.
United National Bank, Canton, has promoted the following employees to vice president: Monica Graves, Michelle Harris, Jeff McHenry, Jeff Roberts, Todd Turner and Vicki Williamson. Lisa Baker has been promoted to mortgage loan officer; Belinda Cole to system support manager; Christopher Gemma to collections officer; Mark Wilhem has been elected a trust investment officer; Dan Young has been named business banking officer; Kriste L. Brown has been named sales and service officer; and Toni Carpenter and Tanzia Reynolds have been named sales and service officers.
Doug Kovatch has been appointed as president of Kovatch Castings, based in Uniontown.
The Hoover Co. has named Tom Millis as director of parts and service. Millis will support operations at the companys 70 sales and service centers throughout the United States. The North Canton company has named Greg Duplin as director of national account sales and Randy E. Clausen as vice president of human resources.
Thomas K. Trudeau of Canton has joined the Work In Northeast Ohio Council as a senior business adviser.
Bruner Cox, with offices in Canton and Akron, has promoted the following to supervisor: Daniele L. Caserta, L. Jon Dostal, Michele M. Monter and Valerie S. Woodburn.
Innis Maggiore Group, Canton, has added Jeff Goldman as its first associate creative director.
Massillon Community Hospital has appointed Drs. G. David Munday, Chander Mohan, Frankie Roman, Tim K. Conlan, Vasant N. Betkerur and Eyad Nashawati to the associate medical staff.
Graphic Enterprises of North Canton has named Scott Waite as managing director of service and product quality assurance; Mike Frank as vice president of sales for the prepress division; and Mike Cowles as vice president of operations for the prepress division.
Data Direct Inc. of Canton has hired Doug Curfman as director of sales and marketing; Jenay Thompson, Michael Connelly and Chris Copac as programmer analysts; Paulette Krall as programmer; and Renie Britenbucher as administrative assistant.
Dr. John B. Rule has been named medical director of HomeTown Health Network, a managed care organization with offices in Massillon and Akron.