Many companies require the services
or goods of another company to
make their product or to run their business. As a business owner, your company may never experience a tragic loss or
damage, but what would happen to your
business if one of your suppliers experienced
such a loss? Do you have the proper insurance to cover your loss if your sole supplier
can no longer provide goods or service?
Business income provides for the business
what it cannot provide for itself. Dependent
property takes this coverage to the next level
to protect the business even if the loss happens to a third party on which it relies, says
William V. Reedy CIC, AU, The Learning
Group, Westfield Insurance. Business owners who understand the protection offered
with dependent property coverage and recognize their need are considered savvy insurance consumers and risk managers, he adds.
Smart Business spoke with Reedy about
the need for dependent property coverage,
how it can help protect your business and
how to evaluate your company’s risk to determine if such coverage is needed.
What is dependent property coverage?
Most businesses depend on other businesses to supply them with the raw materials or
finished products they will sell. Conversely,
supplier businesses rely on having other businesses that will buy their product. In both
cases, the business is dependent on another
entity to conduct its business. When a business cannot get the materials or product to
sell, it will experience indirect financial loss.
The fact that it is indirect does not lessen
the loss. Conventional business income
insurance reimburses a business for income
and expense after its own loss. Dependent
property coverage is used to protect a business when the loss takes place at a business
on which it relies.
Why is this type of coverage so important?
Dependent property coverage is extremely
important because the actual physical loss
(fire, wind, etc.) may happen to the business
you depend on and not your business. The
fact that this coverage responds on your
behalf relieves you of the financial loss you
would have had. These losses can be debilitating to a company.
Most business owners and insurance
agents readily identify buildings and business
personal property when they consider property exposures. Business income is sometimes overlooked in this process. Business
income coverage without the dependent
property endorsement will not respond to
the dependent property exposure. It requires
both business income along with the dependent property endorsement to make sure all
dependent exposures are addressed.
Who requires such coverage?
Any business that relies on another business is a candidate for dependent property
coverage. This coverage is especially important and most often provided when there is a
single or short list of key contributing or
recipient dependent property businesses.
For example, perhaps the insured business
makes wooden rocking chairs that are
known for their craftsmanship and quality. It
may only use one particular supplier of hickory that provides the best wood. Since the
chair company bases its reputation on quality, it is dependent on this particular wood
supplier. If the chair company added the
hickory supplier as a dependent property and
a fire occurs at the hickory supplier’s location
(rendering it unable to supply the insured
company with top-quality wood), it is considered a covered peril, since fire is a covered
peril under the policy.
The business income policy endorsed with
dependent property would pay the insured
company the amount it would have earned
until the wood supplier is back in business.
With dependent property coverage, the company is indemnified for the business it normally would have done, and it does not have
to resort to using inferior wood and potentially damaging its reputation for quality.
Are there different types of dependent properties?
There are four main categories of businesses that may require this coverage.
- Recipients: businesses that rely on others
- Contributors: businesses that rely on others to whom they sell their product
- Manufacturing locations: businesses that
sell a product on behalf of a manufacturer
- Leader locations: businesses that rely on
other businesses to draw traffic to their location. An example would be a card shop located near a large retail chain store. The card
store benefits from the traffic and would
experience a downturn in revenue if the
chain store were to close.
How can one determine risk of exposure?
If a business has a number of potential suppliers or available markets in which to sell its
product, then the need for dependent property coverage is not as great as if it depends
on a more limited and thus more important
few. The questions any business owner
should ask are: On what other businesses do
I depend? What would happen if they were
forced to shut down for a month, six months
or a year? Would I lose income as a result? If
the answer to these questions results in identifiable companies that would cause financial
loss if they were out of business, then one
may conclude that dependent property coverage is necessary.
WILLIAM V. REEDY, CIC, AU, is with The Learning Group, Westfield Insurance. Reach him at email@example.com or (330) 887-0859.
William Wilson isn’t
just making huge
business deals when he arrives early in the morning at KZF Design Inc.
“I clean up the coffee
machine and refill the sugar
and the creamer and things
like that,” says the president
and CEO of the architectural
and engineering firm, which
posted 2007 revenue of about
And he doesn’t do it just
because he likes coffee.
“There isn’t any job in the
company that you shouldn’t be
willing to roll your sleeves up
and do,” he says. “If you do
things like that, the staff will
be behind you on it.”
Smart Business spoke with
Wilson about staying involved
in your company and how to
communicate with diverse
Q. How do you communicate
with different levels of
It depends on the type of
business that you are in and
the type of people you have. In
my particular business, we
have a wide diversity of people with varying talents and
varying educational backgrounds.
You almost have to have a
smorgasbord of ways of handling things. There’s no one
solution fits all. It’s not like
you have a work force that has
a similar background and they
are all producing the same
product. This is much more
diversified, so it requires a lot
more personal tailoring.
There are people that are
great at working in groups and
talking in groups, and there are people that are very quiet
and don’t like that type of situation. You really need to get to
know all of your staff in order
to be able to manage the
process of interaction at the
level that they are most comfortable with.
Q. How do you get to know
We are a team-oriented company. We are always working
together in groups and
teams on projects
together. Beyond that, I
think it’s important to
keep a certain amount
of separation between
your private life and
their private lives and
your life as a business
manager in the company.
But, just through the
you’ll get to know the
people and to learn
more about them just by
working with them.
Management in our
business is a hands-on
business. Our managers
are working managers.
We don’t have a separate layer of management that
has the ivory office and sends
dictation through the various
other people to filter down to
the staff. We’re actually working on projects. The management in our company is actively involved with our staff on a
Q. How could a leader develop a team-oriented culture?
One of the things that we do
here is we have something
called a discretionary fund.
Each of the managers in our
company has an allotted amount of money that’s given
to them every year, and it
varies depending on the size of
the group or the number of
people that would be involved.
The purpose of that is we
didn’t want accounting micro-managing decisions being
made at the floor level or at
the management level within
the company every time someone said, ‘I’d like to give somebody a gift certificate, or I’d
like to buy them dinner,’ or something like that. We didn’t
want accounting saying, ‘Well,
give me a justification for it,’
or making any kind of attachment to it of, ‘This has to be
tied to a client,’ or some other
There are just times where,
you as a manager, have to step
in and do something, and it
has to be timely and it has to
be immediate, and it doesn’t
need a whole lot of overview
or peer pressure on you about
why you did it.
So, this discretionary fund
system has been very helpful
in terms of giving us the
opportunity to reward people,
to send something to someone
or give them a night off. Just a
quick way to recognize the
effort that individuals put in.
There are many times that
people work here to late
evenings, multiple evenings to
get ready for a particular presentation or a project going out.
It’s important to recognize
those things when they happen, not to save up a list and
then, at the end of the year,
give them something to thank
them for all they did the previous year, so we tried to reward
people in a timely manner or
on an ongoing basis through
something like that.
It’s one of the many tools that
we use. Obviously, just walking
over and saying thanks or just
being aware at a management
level that someone’s been
working the last couple of days
really hard for you and just
walking over and saying, ‘I
want you to know I really
appreciate what you did.’
It’s those kinds of things
that are extremely important,
in terms of just maintaining
the culture, and also supporting the staff and showing
them that you are aware of
what is going on and that you
HOW TO REACH: KZF Design Inc., (513) 621-6211 or www.kzf.com
For those that have not yet worked
on server consolidation initiatives,
they may be costing their companies money. Companies with data centers with 100 or more servers deployed
will receive significant gains in savings
and reduced overall costs of ownership.
Smaller companies can also realize gains
that offset the costs. Some estimates
indicate that servers typically run at 5 to
15 percent of their capacity.
“Through server consolidation, companies will have fewer infrastructures to
maintain and lower total costs of ownership (TCO),” says Geoff Hanson, practice
director of servers and storage for
Pomeroy IT Solutions. “Other benefits
include time-to-market improvement and
better management of the overall environment. They also position themselves
much better for disaster recovery.”
Why should companies be concerned about
Many IT organizations are interested in
the benefits that a server consolidation
initiative provides. One of the major benefits is operating cost reductions. Operating cost reductions are numerous.
Costs associated with facility space,
power, A/C, storage, network infrastructure, warranty support and administration will be decreased by reducing server sprawl through server consolidation.
Other major benefits include improved
system management, increased utilization of server resources, and better service levels and agility.
What is server sprawl?
Over the years, IT organizations have
been deploying one server per application. In addition to being deployed on a
production server, this may also include
dedicated development and test servers.
These servers tend to operate at only 5
to 15 percent of their total capacity. As
organizations grow, the costs for their
server environments’ footprint, power,
A/C, storage, network and administration can escalate substantially. This results in server sprawl, where servers
are underutilized and operating expenses exceed their justification.
What is server consolidation?
Server consolidation is multifaceted.
One aspect of server consolidation is
achieved through the technology refresh
of the existing server environment. By
replacing older end-of-life servers with
new, state-of-the-art, energy-efficient
servers utilizing multicore processors,
IT organizations can reduce their footprint, power, A/C, management support
costs, cable management, network infrastructure and extended warranty services. Another aspect of server consolidation is achieved through the use of virtualization products. Virtualization products, such as VMware, Microsoft Virtual
Server, Solaris containers, IBM logical
partitions, HP Integrity Virtual Machines, have increased in maturity and
are being deployed through IT data centers. These virtualization products combined with new energy-efficient server
technologies provide IT organizations the ability to maximize hardware utilization and facility footprint, minimize
power and cooling, maintain application
separation and security, rapidly deploy
new application environments, and centrally manage and maintain data.
What is the difference between server consolidation and virtualization?
Server consolidation is the reduction in
the number of physical servers, the number of operating systems and the number
of applications. Multiple workloads can
be moved from several servers to a single server. Multiple workloads can be
consolidated under a single operating
system. Also, multiple applications can
be combined into a single system.
Virtualization is software that enables
IT organizations to virtually carve up the
physical server hardware with mutually
exclusive virtual partitions, thus maximizing their hardware investment.
Virtualization allows IT operations to be
performed with better economies of
scale. This allows infrastructures to be
managed efficiently even while a company undergoes high rates of growth,
while maximizing the utilization of existing resources.
Is there an expected ROI in server consolidation?
IT organizations can realize an ROI
from 30 to 50 percent through server
consolidation. Savings will be realized
through reductions in server counts,
warranty services, facilities, facility
operating costs and labor. Gains will be
realized through rapid provisioning and
time to market, centralized administration, increased security, improved service levels and agility. Some companies
report that 70 percent of their TCO for
typical data centers is for labor and outsourced services. One of the most effective ways to lower TCO is through server consolidation.
GEOFF HANSON is the practice director of servers and storage at Pomeroy IT Solutions in Cincinnati. Reach him at (602) 690-6376
Two years after joining Phillips Edison & Co., Chief Operating
Officer Mark Addy helped oversee the purchase and integration of
25 shopping centers that doubled the size of the company.
Addy, the top executive at the Cincinnati-based headquarters
(CEO Jeff Edison and President Mike Phillips work out of the
Baltimore and Salt Lake City offices, respectively), knew the 2003
acquisition meant significant growth challenges for the organization.
As a result, the management team began working on ways to
make sure the $176 million company was prepared to face current
and future growth as it continues to redevelop grocery-store-anchored shopping centers across the nation.
“What you find as you expand and grow ... you need to continue
to grow your people because you need a lot more quality people to
run an organization that’s twice the size it was two years ago,”
The company had about 35 employees in 2003. It now has 175, with
135 of those in the Cincinnati office. With that kind of growth rate, you
need to prepare to grow your infrastructure so you can handle it and
make sure you have the right people and systems to take your company to the next level.
“Whenever you’re building a platform of key people, what you find,
if you create a culture and environment where people learn and live,
then what they’re going to do is foster an environment where that carries on to all the other associates,” Addy says.
Prepare your infrastructure
Any growth opportunity takes preparation. You need to prepare to
grow your infrastructure so you can make sure you have the right people and systems to take your company to the next level.
The first step is making sure you are hiring people who can handle
a fast-growth environment.
Addy does situational interviews, asking questions based on an
employee’s resume and background, to find the right people for the
company. For example, he asks potential employees about the most
stressful situation in their lives and how they dealt with it.
“The best indicator of future results is how they’ve done in the past,”
he says. “If you see where personally and professionally they’ve lived
in an environment where they like that challenge and change, that
may be a fit.”
Addy says people either thrive or don’t in a fast-moving organization,
and those who cannot change is apparent early on. In most situations,
employees will come to you and say that the company is not a good
fit, mostly because it’s too fast-paced for them.
He gives new associates the opportunity to work at a position, and if
they’re willing to continue to learn, they will receive training. The ones
who cannot change show signs of that when confronting challenges.
He says body language and attitude are sure signs to tell if the relationship is not going to work out.
A fast-growth company also requires a strong management team to
keep the momentum going.
Addy first identified the key areas of the business that needed more
expertise and depth, then looked internally to find employees who
were ready to step into the leadership role and externally to add a few
key members to the team.
As the list of candidates narrowed, current members of the management team were involved in the selection process. Addy looked
for people who had the skills and expertise as well as those who could
fit into the culture and be examples for other employees.
Along with people, systems and technology also need to be prepared for growth.
During the purchase of a portfolio of 66 properties last year,
Addy realized that PECO’s software reporting system was inadequate to handle the growth. The company spent six months
researching options before selecting a new product to use that
would cut costs and build efficiencies.
PECO also had to change some of its financial reporting functions
in order to promote transparency with its investors and lenders. The
company has fully audited financials, conducts semiannual conference calls, and provides quarterly reporting to lenders and investors.
Addy says to be successful, you need to invest in your base and
take a long-term approach at building it so it’s prepared to handle
“That base starts with the culture,” he says. “That culture needs to
be stated and restated as you grow your management team. You need
to live and be an example of that culture. As you train the trainers, the
message will be consistent and carried throughout the organization.
Invest in technology, which needs to grow as your company grows. It
can provide information and efficiencies that you will need in a fast-growing company.”
Keep your culture intact
Growth can create significant challenges, but keeping your culture
constant gives you something to believe in, even as things are changing.
“We say that our three P’s are our most important assets — our people, product and partners,” Addy says. “Those three P’s will change
and change again, but if you have developed a culture, it will endure
as the guiding light.”
Addy says you need to communicate often, in a consistent manner
and with the door open for questions to reinforce the culture. PECO
associates know what is going on through quarterly newsletters and
teleconferences where they have a chance to ask the management
“It’s empowering for associates to realize that they have the knowledge and know that’s being communicated clearly to them by man-
agement and know the direction the company’s going,” he says.
Addy has created an environment where it’s OK for employees to
have conflict over issues and wants them to question why PECO is
doing things a certain way. He encourages this open discussion within the management team and employees
“We feel that by introducing conflict to the topics or issues we’re
discussing, we’re better able to understand those and see all the
angles, and then we’re going to make a better decision,” Addy says.
“Everyone brings different experiences and benefits to that discussion.”
Creating an environment like that requires a significant amount of
trust within your management team and associates. It doesn’t happen
overnight but is earned over a period of time by doing what you say
you are going to do.
PECO used this open-conflict method on a transaction last year. All
aspects were openly debated within the management team to reach
the best decision for the company.
During these discussions, Addy is actively soliciting information to
make sure all employees are involved. While everyone won’t speak
up, the open-conflict method provides an opportunity for employees
to do so if they want.
“The ultimate decision of whether they communicate, that’s up to
them, but again, we try to provide a fertile ground where they can
voice their opinions and they’re going to be heard,” he says.
Keeping your culture constant also requires that you live it. Addy
leads by example and reinforces the message from the top down. He
walks around, spending time with associates to get to know them
and find out any issues he may not be in tune with.
“You’ve got to put a little shoe leather into it, and then you’ve got to
be willing to, when that opportunity comes, you’ve got to jump in and
lead,” Addy says. “Sometimes you have to lead by example and sometimes by servant leadership, where you’re actually assisting in what
they’re trying to do. You’re going to build a bond there with your associates that’s strong.”
For example, last year, the single-tenant development plan was not
growing at the level expected, and it needed someone to turn it
around. Addy jumped in to help, and this provided him an opportunity to learn more about that process and the people involved in it.
He says you need to prioritize to know what tasks to jump in and
help with and which ones to leave alone and only offer advice. He
helps clarify the issue or problem, then tries to offer guidance to the
employee without solving the problem. He then moves out and lets
the team work toward a resolution. Addy says the team’s resolution
will be better than his because they are closer to the problem.
“I get in and then get out so that I do not become part of the problem or issue,” he says.
Living your culture lets employees know that it’s not just words
and you believe in it, too.
“It gives a tremendous amount of credibility if you believe it and
you’re living it and people can look at you and hear the words and see
it in action,” Addy says. “It comes to life for them.”
Continue to grow your people
Addy says people are the key to growth, and he has built the company’s culture around developing ways to grow their skills and capabilities. Several new initiatives have been integrated at PECO over
the last few years to help associates grow.
“You don’t have to search long to find out that the way you’re going
to get there is through people and building around your people so
that you’re providing a culture that allows people to be challenged
and where they can grow and learn,” Addy says.
For example, an associate is assigned a buddy after he or she is
hired to help the new hire get acclimated to the company. The buddy
can introduce the new employee to others, teach him or her the little things, like how to use the copy machine, and be there to answer
questions. The program lasts the first few weeks.
Since implementing this almost two years ago, PECO has seen efficiencies from new associates because they have someone to go to
with questions. It also provides a learning experience for the person
serving as the buddy.
Another initiative is a two-day orientation program at one of the
three offices led by Addy, Phillips and Edison. Phillips and Edison
will discuss the company culture and vision, while Addy will discuss
the business model and the execution of it.
This gives employees an opportunity to sit with the company leaders and ask them questions.
On-the-job training is another initiative at PECO. The company has
been working the past two years on more than 20 applications used
within the PECO University training program for employees to learn
topics, such as “how to read a financial statement” or “how to understand a lease.”
Addy says these applications develop associates and allow for better internal training than using an outside company.
Employees are also invited to PECO’s annual meeting, which
includes a mix of business and fun. Adventure races have been set
up for employees to compete in, including one that took place in
New York City to help them learn more about the city, while another was an outdoors race in Moab, Utah. These races take employees
out of their comfort zone and challenge them and also help them
build communication and planning skills.
Being able to develop similar initiatives requires time, effort and
“It’s going to take time to evaluate, and it’s not something you can
pick up a chart and necessarily see how well you’re doing it,” Addy
says. “You have to be patient and keep that intensity for a sustained
period of time, and then you’ll see the results come through.”
PECO’s growth is not stopping. The company typically sees a 20
percent growth rate each year, and Addy expects it to continue as
work is done and initiatives are developed to continue building the
“Try to have some fun,” Addy says. “You need to provide energy for
the organization, and as you’re growing and taking these steps, you
have to provide an environment where people want to work, enjoy
working and have fun working. So work hard and have fun.”
HOW TO REACH: Phillips Edison & Co., (513) 554-1110 or www.phillipsedison.com
Every business leader knows that they’re going to face some bumps in the road. But even with the experience that Chris Cole and Jim McCarthy had, no one could have told them what would happen exactly one week after they went into business as a full-service model for providing material-handling technology and products and services to the retail distribution industry on Sept. 4, 2001. Many companies lost a lot of ground after the attacks of Sept. 11, but Cole, Intelligrated’s CEO, and McCarthy, the company’s president and chief operating officer, fought through that initial brick wall and have seen nothing but growth. Instead of worrying about what would happen to their industry after the attacks, Cole and McCarthy trusted their employees, their business plan and their focus on high-quality customer service. Those principles have proven critical to Intelligrated.
Today, the company has grown from 17 employees to more than 560 employees. But Cole and McCarthy work hard to keep the entrepreneurial spirit that brought them together at the heart of the business. Passing on the Golden Rule of treating customers the way you want to be treated to truly value each new customer, Cole and McCarthy lead the example on customer service. They also continuously communicate to employees about growthgoalsandbusinessplanstocreateaculture that can handle any adaptation in the business. And if they need any help with adjusting on the fly, Cole and McCarthy can tell them a prettysolidstoryaboutsurvivingadversity.
HOW TO REACH: Intelligrated Inc., (513) 701-7300 or www.intelligrated.com
Gerald Borin once had to make a decision between taking the CPA exam and working with a bunch of wild animals.
Naturally, he chose the animals. And since then he’s been dedicated to improving the surroundings for those animals and their visitors at the Columbus Zoo and Aquarium.
Since he became general manager at the zoo in 1985, Borin, now the executive director, has helped boost visitor attendance from roughly 700,000 to more than 1.5 million per year. That growth has come from Borin’s unrelenting effort to improve the nation’s third-largest zoo by expanding the park’s property and his creativity in maximizing its capabilities. Today, the zoo sits on more than 580 acres it was roughly 120 acres in 1986 and has added a water park and a golf course to attract new people to the animal kingdom inside.
This unique business model is part of Borin’s vision to turn the zoo into a complete vacation destination for families, and the result is a successful structure for the for-profit portions of the business like the water park and golf course as well as consistent funding for the nonprofit portion of the business that supports the wildlife.
Around the time that Borin was making his decision to pursue a life with the wild animals, a zoo was just a zoo. Today, fueled by Borin’s passion, more people than ever see the Columbus Zoo as a vacation and learning destination. It’s a good thing he passed on taking that CPA exam.
HOW TO REACH: Columbus Zoo and Aquarium, (800) MONKEYS or www.columbuszoo.org
Elli Workum knows a few things about working hard for your cause. A decorated athlete in both field hockey and track and field in college, Workum is in the athletic hall of fame at Miami University.
The tenacity, hard work and diligence that helped her in sports now helps fuel Technology Recycling Group. Workum is one who truly practices what she preaches, as her company, which specializes in the reuse and recycling of technological equipment, runs an operation that is 99 percent recyclable. In a time when more and more companies are looking for efficient solutions to recycle and reuse, TRG is able to not only offer up solutions but also to show clients how to walk the walk.
Moreover, Workum helps lead the charge for recycling in the community, donating working computers and monitors to underprivileged schools and TRG also offers a complete computer system to any student in the area for only $100. Beyond that, Workum recently realized that the company often received older but functional computers that were meant for use in hospitals. Rather than selling these computers, they’ve been sent to test markets in India to see if they would be able to be used in third-world hospitals. If they are, TRG plans to send them along so those hospitals can use them to better provide for patients.
Leading that push for more recycling everywhere gives Workum the ability to truly talk the talk, as few people do as much as she does for the cause.
HOW TO REACH: Technology Recycling Group, (513) 761-5333 or www.recyclegroup.net
Even though he’d already had more than 35 years with the company, nothing had prepared Vince Corrado for what happened at Shook National Corp. in 2004. Corrado was named Shook’s CEO in 2003 just as things turned ugly in the industry. With a perfect storm of events mixing together including subcontractor failures, underperforming jobs and unforeseen litigation the company and its new leader suddenly found themselves in a scary patch.
But Shook, who believes in strong relationships with his people and his community, had the tools to dig the regional professional construction solutions company out from under the muck.
He took a step backward. Refocusing on jobs with trusted owners, the company had the experience to better gauge expected cost and financial stability. Being more careful with the type of customer the company would work with led to smaller, more productive jobs.
At the same time, he turned up the internal pressure on accountability, opening up communication lines to get more feedback from front-line employees to figure out what things could be improved upon to get things running the Shook way. As he developed those relationships with more and more employees, he created a program dubbed “Beyond the Bottom Line” that focused employees on their duties, not just to the company but also to the community it serves. This new focus both internally and externally led to the kind of relationships that eventually meant more jobs, more accountability and a better balance sheet.
HOW TO REACH: Shook National Corp., (937) 276-6666 or www.shookconstruction.com
David K. Schoettmer got his start and his
early success at a traditional ‘Big 6’ firm,
but his talent has really shown through in
his vision for a regional consulting services team that focuses on local markets to
eliminate unnecessary travel and overhead costs to differentiate itself from others in the market.
With roughly 50 consulting professionals focused solely on Navigator
Management Partners LLC’s home market, the company is able to deliver superior project delivery and return on
investment to clients it knows well.
But having a client-focused company in
the services industry is not enough.
Schoettmer realized that in order to win
his team would have to have the most talented and experienced people. So he created an atmosphere at the company that
focused on being a top place to work,
making work-life balance the forefront of
the culture. That mindset manifests itself
in the training and personal development
budget that is 30 percent of the total compensation based on the individual’s ability
to become engaged in entitywide decision-making, consulting engagements and
through devotion to the local communities Navigator serves.
Schoettmer’s approach to his clients
and employees has enabled him to have
better than 90 percent client retention
and satisfaction while keeping his
turnover rate of less than 10 percent. In
an industry with traditional turnover
rates around 15 percent, Navigator has
been able to retain its top people and put
the tools together to grow quickly and
truly serve its local clients.
HOW TO REACH: Navigator Management Partners LLC, (614)
796-0090 or www.navmp.com
Thomas Bishop could have left well
enough alone. After more than 30 years in
the medical field, including stints as a
CFO and a CEO for clinics around the
U.S., he didn’t need to prove that he could
start all over again at Central Ohio
Primary Care Physicians Inc. and shoot to
But after joining the company as CEO in
2000, he’s helped lead COPCP’s unique business model to new heights by leveraging a
smarter network system that takes advantage of numbers to give physicians better
choices for their independence.
COPCP has developed a primary care
medical group, providing the advantages
of a single tax ID organization while providing the individual practices the autonomy to function almost like a private
Those who join COPCP’s group get better
reimbursements, buying power, administrative services and employee benefits that
they almost certainly couldn’t provide on
their own. Beyond those basic functions,
the group opens up revenue opportunities
from laboratory, radiology and cardiovascular services. All of these perks come in a
group that is 100 percent physician-owned,
with an easy system that lets physicians
come and go on their own terms.
Leading such a dynamic group, Bishop
has been able to form a solid base that
attracts the highest quality physicians
who wish to retain their entrepreneurial
With that model in place, COPCP, which
started with 33 physicians in eight locations in 1996, has ballooned to 175 physicians practicing in 39 locations with
roughly 1,000 employees.
HOW TO REACH: Central Ohio Primary Care Physicians, (614)
326-2672 or www.copcp.com