President and CEO
Tim Beaudin is not one to underestimate the value of a business’s employees. It’s not only important to find talent, but you also have to be willing to take that talent, cultivate it and give it the tools it needs to thrive in your business. It’s an approach he’s used with great success at IndCor Properties, where he is president and CEO.
Beaudin firmly believes that if you show employees you care and want to help them achieve their full potential, they will, in return, work hard to help your company achieve its goals.
IndCor currently ranks as the largest owner of domestic-only industrial real estate in the U.S. The company has 1,175 buildings encompassing about 117 million square feet located in 43 markets in 24 states.
Beaudin fosters this kind of culture by being approachable at IndCor, which was a newly created industrial real estate platform when he arrived as CEO in 2011. The company has achieved significant growth, increasing from only 21 employees in 2011 to a current headcount of 91.
The culture has grown and retained its people, using a low turnover rate to build a stronger organization that knows its customers and works hard to meet their needs. To further that sense of loyalty, Beaudin recognizes each employee with IndCor-branded apparel reflecting his or her respective hire number, a concept that was inspired from the high-tech industry startups.
Outside of the company, Beaudin is very involved in philanthropic work, including the National MS Society, Colorado-Wyoming Chapter where he participates in Bike MS. IndCor is a corporate sponsor of the event which in 2013, raised more than $80 million nationally to help create a world free of multiple sclerosis.
Chairman and CEO
Zeke Turner left a job on Wall Street at the age of 25 to bring his entrepreneurial spirit and international experience to his home state of Indiana. When he founded Mainstreet, Turner only had $10,000. But he had an ability to see what was possible before others, sharing that vision and getting others inspired by a new reality.
It’s that fearlessness that allowed Turner to pioneer a new way to raise capital and become the largest developer of senior care in the U.S. But lest you think Turner is just a thrill-seeker constantly in search of the next challenge, Turner demonstrates that it’s about a lot more than that.
He takes on challenges that allow him to think differently about an industry or sector. When faced with adversity, Turner exhibits the skill of focusing on the end goal without letting the worries of tomorrow influence his strength in the moment.
Turner wanted to change the way senior health care was approached in the U.S. So he kept asking the question, “How can it be done differently?” For Turner, it was about respect.
He looked at the standard nursing home and had a vision for how to transform it into a medical resort.
He wanted consumers to have a transformative health care experience and plans to grow Mainstreet across all verticals in order to influence the aging experience for the better. Turner doesn’t fear failure, but he does fear mediocrity.
The chairman and CEO of Mainstreet has never lost his ability to constantly ask why. This ability has helped his company disrupt and innovate, creating a strong business model that focuses on revenue maximization rather than cost management and in the process, has changed lives.