The Columbus Society of Communicating Arts honored Out of the Box Designs with three Awards of Excellence and an Award of Merit in interactive multimedia and an Award of Merit in visual communications logo/identity design.
The Ohio Job Creation Tax Credit Authority has approved tax credits for Advanced Bus Industries LLC to consolidate and expand operations in Delaware, for Tigerpoly Manufacturing Inc. to expand operations in Grove City and for Superior Production Partnership to expand operations in Columbus.
Whalen & Co. CPAs has merged with Mathless & Mathless CPAs Inc.
The Greater Columbus Convention & Visitors Bureau received a Middy Award of Excellence from the Ohio Association of Convention and Visitor Bureaus for its new promotional video, produced by Mills/James Productions.
The Dublin Convention & Visitors Bureau won the Ruby Award from the Ohio Travel Association for a magazine ad and a Middy Award from the Ohio Association of Convention and Visitors Bureaus for its 1997 annual report. Both pieces were designed by David Browning of Browning Design.
Ross Cleaners has received $60,000 in tax-exempt financing through the Clean Air Resources Center to install a new dry cleaning machine that reduces emissions by 75 percent.
The Associated General Contractors of Ohio has presented Build Ohio Awards to Corna/Kokosing Construction Co., for the Gothic revival style church it built in the Ohio Historical Society's Ohio Village, and to Construction Systems Inc., for the synthetic plaster system it used on The Longaberger Co.'s corporate office.
Gerbig, Snell/Weisheimer & Associates Inc. won 13 Awards of Excellence at the 1998 Rx Club Awards Show in New York City.
RMD Advertising won two national Communicator Awards for broadcast work completed on behalf of Worthington Mall.
A team of employees from Liebert Corp. has been awarded the Governors Award for Team Excellence in Manufacturing.
Commercial Movers Inc. has been awarded a bid to perform services in Tblisi, Georgia, in the former Soviet Union, for a branch of the U.S. State Department.
Team ITG has partnered with Time Warner Communication's Road Runner Business Solutions division.
Greencrest Marketing Inc. signed Columbus Community Hospital to its client list.
Profitworks Ltd. has added Macloud Financial to its client list.
The Prevention Institute has been awarded a statewide Prevention Exemplary Program Award from the Ohio Department of Alcohol and Drug Addiction Services for its Leadership Fellows Program.
Columbus Car Audio & Accessories has been named the exclusive dealer in Central Ohio for Alpine's Navigation and Information System.
The Piggly Wiggly grocery store chain has purchased a motor coach customized by Grandview-based Custom Coach Corp.
Mills/James Productions has introduced a mobile satellite service called World Link.
Vorys, Sater, Seymour and Pease has been ranked seventh in The American Lawyer magazine's national "1998 Associate Survey." Porter, Wright, Morris & Arthur came in at 43rd.
Intimate Brands Inc. has launched a new venture, Intimate Beauty Corp., in New York City to develop and build a portfolio of distinctive beauty brands.
Intra Corp has broken ground on new offices being built by Dublin Building Systems.
Bueter & Associates and Columbus Hardware Co. have signed lease agreements with National Realty Services Inc. Bueter & Associates is expected to occupy new offices on East Campus View Boulevard and Columbus Hardware has moved to West Third Avenue.
Michael L. Ball
vice president, Karlsberger Cos.
Years in marketing: 22
First job in this field: The firm [NBBJ] called it marketing, but basically it was lead generation, business development.
What I learned from that job: The whole ability to listen and assimilate the culture of the client and understand how the firm could best respond.
Biggest marketing project: I have worked on projects in the $200 million range both domestically and overseas.
Best response from a marketing campaign: The very first project I ever marketed was for a hospital in Cincinnati. The client asked all of the usual questions, which typically results in a huge volume of material in response. We boiled down our response to five pages. When I delivered that proposal response, the client just looked at me and he said, "Is this it?" and I said, "Yes. We knew you would be receiving volumes of information and that you have a short time to evaluate all of it and that brevity would be important." We did not get the job; we just, at that point, did not have the credentials. [But] that really launched things, because once we were short-listed for that project, others took us very seriously.
Hardest part about my job: I think the hardest part of the job is trying to get people who are so consumed with responsibility and time pressure to take time out to look at other options. I rely on other people to help me. I am a strong believer in relationship marketing.
What I like best about this profession: Being able to get to know people and to understand their point of view, their passion for what they're doing and bringing that to a service that we provide-problem solving that we bring, experiences that we bring.
Advice to other marketing professionals: I truly believe that winning this particular opportunity or job or prospect or client is not nearly as important as doing the right thing and ultimately that comes back and pays off.
Other honors: The Merle Robert Maffit Memorial Scholarship; the Herbert S. Balmer Award; and Soldier of the Year for the Ohio Army National Guard. I have recently been elected president of the Ohio chapter of the American Institute of Architects.
Nominated for this award by: Pete J. Kienle, director of marketing/business development for Moody/Nolan Ltd. Inc.
What his nominator says: "I often say, 'What would Mick do in this situation?' and that perspective helps me in my decision process. In short, Mick's innovation and leadership have helped write the book where none existed."
Sales associate, The Huntington National Bank
Years in sales: About three
First job in this field: My first job in sales was more customer service with Home City Ice Co.
What I learned from that job: I learned how to deal with people, and that people respond to someone who is nice to them and polite; to someone that is going to go the extra mile for them and someone who will do whatever they can to help.
Best sales year: 1998
Largest single sale: It is just a combination of many sales that added up to one amount. I've averaged over $300,000 worth of loans in the last five or six months. It's a lot of different customers.
Hardest part of my job: Time management and learning all the legal aspects of the banking industry while trying to increase sales. You have to know what you can do right now for the customer and what you have to do once the branch closes. There are some duties that have to wait until the lobby closes like telephone work, responding to people and paperwork for loans.
What I like best about this profession: I like being able to help people. There are so many products to offer, that there is a good chance to make a sale with every person you see.
Advice to other sales professionals: There is a potential sale with just about everyone you come in contact with. Keep that in mind, be helpful, nice and polite to every customer because that is half the sale right there. People won't respect your advice or recommendations if you don't care about them.
Other honors: Some little ones like gift certificates for opening the most accounts in a specific period of time.
Nominated for this award by: Andrew W. Livingston, district market manager and vice president of The Huntington
What his nominator says: "The Huntington recently introduced a new life insurance product line and Karl is the number one referral source for the product and has achieved the highest referral-to-sale ratio for the product."
personal financial counselor, The Huntington National Bank
Years in sales: About six
First job in this field: I was an account manager with Household Bank.
What I learned from that job: I learned a lot of things from that job like needs-based selling and customer service.
Best sales year: 1998. As of the end of November, I'd made $18,044,805 in our core products such as checking, savings, loans and investments. This is the most I've ever made.
Largest single sale: I pulled in just over $2 million with a construction company in May 1998.
How I got the sale: The man came in to close out an account. I started talking to him to find out why he was closing it. I found out that he was looking for another bank. We started talking and we went over the products and services we offered. We found out what he needed and matched it with the services we offered.
Hardest part of my job: The hardest part is that I do everything. In this [job] you have things changing all the time. [So] I do a lot of reading like the Wall Street Journal and other magazines. When you read the journals they keep you aware of what's going on. It keeps me on top of everything. We [also] have a lot of support here at The Huntington. We have ⊃ team leaders that do investments and I can turn to them if something becomes complex, and the same thing with the mortgage companies. You get a lot of support from them.
What I like best about this profession: I love my job because, whatever you do, it will have a major impact on someone's life. It's amazing to me and I love that.
Advice to other sales professionals: Listen to your customers. Even if they don't come in for a sale, if you service the customer properly ⊃ then, when they do need something, they are going to come back to you.
Other awards: There are a lot of Huntington awards that I have received [including] the Skippers Club award for the last four years. It recognizes people that make a certain dollar amount in investments. You have to have $1.5 million in investments to receive it.
Nominated by: Pat Santelli, senior vice president with The Huntington
What her nominator says: "Traci displays professional excellence and innovation by developing a financial profile of her clients, analyzing their needs and recommending a customized financial course of action."
residential sales team leader, Atlas Butler Heating and Cooling
Years in industry: 15
First job in this field: Atlas Butler
What I learned from that job: You have to have a lot of patience. Things will come in their time, not in your time. If you're somebody who wants instant gratification-with television and media [influence], we want things right away-that doesn't happen with sales.
Best sales year: 1998 [with] just over $1 million. I generally don't track year to year, but this has been the best income.
Largest single sale: Residentially, I'd say about $12,000 or $13,000. Commercially, probably about $70,000, for Sandy Wood, the owner of Wood Development.
How I got that sale: Just a buildup of rapport over several years. I started out with renovations. As he grew, our work with him grew.
Hardest part of my job: Staying focused so that outside influences don't interfere with what you need to do every day to be successful.
What I like best about this profession: The people. I love working with people.
Advice to other sales professionals: You have to hav e a desire to want to work with people. And it's very helpful to understand your product and feel comfortable not only with people but with the product. And don't be afraid to get a 'No.'
Other awards: Atlas Butler has awarded me several company awards. I also won with the Small Business Council several years back. Also Columbia Gas, American Electric Power and Carrier-I received a Top Achiever award. I've been the only one to come close to $1 million in residential sales for Carrier that's not the owner of a company.
Nominated for this award by: Phil Stevens, sales and marketing manager for Atlas Butler
What his nominator says: "He has combined his technical knowledge, his passion for customer satisfaction and an unsurpassed work ethic to become a nationally recognized sales leader ⊃ His annual selling volume is actually four times greater than the national average for sales people in comparable positions."
vice president and senior business specialist, The Huntington National Bank
Years in industry: In sales since 1988; business banking since 1991.
First job in this field: Right out of college I was a manager for The May Co. Department Stores in Cleveland.
What I learned from that job: Always know what's happening on the larger corporate level.
Best sales year: [Last] year. Almost a tie from '93, '94 and [last] year. About $16 million worth of loans and deposits.
Largest single sale: About a $3 million relationship.
How I got that sale: That sale was a referral from some attorneys in town.
Hardest part of my job: Just time management. It's not finding the business anymore. I try and have real good support staff. Without them, you spend all your time servicing instead of selling.
What I like best about this profession: Diversity. You get to see probably one of every type of business throughout any given year.
Advice to other sales professionals: Sell more. Everything else sorts itself out.
Other honors: I was elected president of the New Albany Chamber of Commerce for 1999. That was an honor. Internally, I won the Huntington Bank Business Banking Award for outstanding sales performance for the last four quarters. At Bank One, I was the No. 1 Small Business Administration lender for '94 and '95.
Nominated for this award by: Rich Smith, vice president/business banking manager, The Huntington
What his nominator says: "He is an expert at helping his clients identify their needs and then, in using his creativity to develop those solutions which fit both the needs of his clients and the bank."
vice president and senior business specialist, The Huntington National Bank
Years in industry: About 12 years in the banking industry; about 2 1/2 in the sales end.
First job in this field: This one.
What I learned from that job: We're in a real competitive industry and it's hard to differentiate yourself from your competitors. The only way to do that is through outstanding customer service.
Best sales year: [Last] year. There are about four different things we look for: loans, deposits, fees and other related banking financial services. Loans were $14 million in new loans. Deposits, probably about $3 million. Fee income, around $45,000.
Largest single sale: It was for a new customer to the bank: $2.5 million in loans and probably $750,000 in deposits and other related services [for] a large hair design group
How I got that sale: Persistence. It took about 15 months. Initially they were real happy with the bank they were working with and didn't see a need to talk with anybody else. But finally a little opportunity opened up, and by then I was established as a potential source for them.
Hardest part of my job: We're spread a little bit too thin. I like the sales side of my job, but the way we're structured we also manage the existing portfolio. I have a great account relationship assistant. She's been very instrumental in helping with the existing portfolio side, the everyday customer issues that come up, things that used to take two to three hours out of my day.
What I like best about my profession: It's very rewarding when you can help a business. A lot of times it's a family owned business, so you get to know the people on a personal level. It's rewarding to help them buy that building they've always wanted or get them a loan for expansion.
Advice to other sales professionals: You just have to take care of every need and be proactive in trying to identify customers' needs. It pays off in unbelievable ways through referrals. Look at your existing customers and make sure that they are king.
Other awards: The Columbus Countywide Development Corp. recognized me as the Women's Prequalified Loan Specialist of the Year (a loan program aimed toward women) in October . Within our group at the bank, we give out a Quarterly Sales Performance Award. I've gotten that the last four quarters in a row.
Nominated for this award by: Rich Smith, vice president/business banking manager, The Huntington National Bank.
What his nominator says: "He is the consummate consultative salesperson and is committed to fully understanding each and every need of his clients."
Resource One Computer Systems Inc.
vice president of marketing, Resource One Computer Systems Inc.
Years in marketing: About a decade now.
First job in this field: My first job was at NCR Corp. in Dayton. I was the creator, developer and writer of a college newsletter they used for recruiting.
What I learned from that job: Big companies have a lot of money to spend. I learned that after I got to a small company. That experience was also great fundamental exposure to marketing and communications for me. That was really my first exposure to target marketing and it was highly targeted. I felt like I had the best job in the world since I got to fly around the country to different schools where they were recruiting.
Biggest marketing project: I think Resource One continues to be the biggest. It's an ongoing project. When I came here six years ago, we had four people and $9 million in sales and every day we work on growing our people and our customers and our revenues. Statistically, today we're at 62 people and $35 million in revenues. It's a marketing project that never stops.
Best response from a marketing campaign: We do a lot of direct marketing with collateral materials like brochures. That's really the best way we get response. Because we're a small company, it's been my responsibility to make us look bigger than we are; to create very professional leave-behinds to project the image we want to have. Every time we send something out, a customer will respond about something-even if it's, "Gee, that's a neat brochure," or "I didn't realize you were a minority business." Even though we're a computer company, there's not a computer anywhere in our brochures. We focus on the people. They remember those things. We have Stampp [Corbin, the CEO] in there and he's eating. They like that casual, folksy approach to who our people are.
Hardest part about my job: Focusing in on marketing. There are so many things that go on in a small company, and because I'm one of the more senior people here, I wear a lot of hats. My project list is a half a mile long and a foot deep.
What I like best about this profession: I love the variety of projects. But that's also what I don't love-the exposure to so many different things and the inability to get everything done. I love seeing the way the technology is starting to drive our business. I've got a fun job, too. I'm not an accounting person ⊃ I get the sexy position. I get to do the cool stuff.
Advice to other marketing professionals: I would say know your audience, know your company, look for creative ways to get stuff done and always ask your suppliers to sharpen their pencil.
Other awards: Five Golden Screen Awards for Computer Advertising Excellence from the Computing Techn ology Industry Association
Nominated for this award by: Stampp W. Corbin, president and CEO of Resource One Computer Systems Inc.
What her nominator says: "Mary has taken the company from one with no marketing direction to that of an industry leader ⊃ She is an exceptional career woman, mother and philanthropist."
president, Antique Networking Inc.
Years in industry: Over 25. I've always had a foot in the door in the marketing aspect of things.
First job in this field: I worked for an advertising company in 1973-Kight Cowman and Abram. I was a production assistant.
What I learned from that job: I got the whole realm of how you take a product and get the word out.
Biggest marketing project: Probably The Limited when they were opening more stores in different areas in the mid-1970s.
Best marketing campaign: Banner advertisements for Internet advertising. On the Web you know the people are on the Internet and they will see your ad. You can also tell how many were clicked through to your Web page. I've been on the Internet since 1995.
Hardest part of my job: Probably hiring good people that know about the Internet and the antiques industry. A lot of things to do with antiques are on the weekends and, you know, who wants to work on weekends?
What I like best about this profession: It's very exciting and very fast paced. Every day something is happening.
Advice to other sales professionals: If they're not using the Internet to advertise, they should be.
Other awards: We received the Five Star Award from Z Best Sight, the Major Web Select Award and the Megellan Award. They are companies that check out different Web sites and look at them for ease of use and functionality. We also received the Distinguished Antiquarian award that is specifically for Web sites for the antique industry.
Nominated for this award by: Judith K. Kienle, principle of Kienle Communications
What her nominator says: "Kathy prepared and implemented an aggressive business plan which has resulted in building a successful business in less than three years. She has garnered the respect and support of five major antique show promoters in the United States ... [and] catapulted Antique Networking into every region of the country."
account executive, NEXTLINK Ohio
Years in industry: Seven
First job in this field: Digital Consulting. I would sell seminars and conferences to computer technology upgrades. Different computer and technology topics.
What I learned from that job: Persistence. Attention to detail. Respecting the time and the needs of those I speak with. And the value in communicating.
Best sales year: 1998. Gross should be about $1.8 million.
Largest single sale: $2.6 million, Kroger Co., in 1997.
How I got that sale: A lot of building rapport and a lot of relationship building.
Hardest part of my job: Probably just not having enough time in the day. You get really passionate about something and you could work on it all night. I try to prioritize a lot, constantly prioritizing things and writing them down. I make sure every day I go through that list and have gone through every item and make a resolution or make a contact, whatever it may be.
What I like best about this profession: I like the responsibility that you have to go out there, make the contacts and build the relationships, and that you're responsible for the way the market perceives your business. If you give a great presentation or build a great relationship, that customer sees your company through you. I like that my peers are so successful. I have great peers, great resources in my company-that's one of the major contributors to me enjoying what I'm doing.
Advice to other sales professionals: Don't look at sales as a short-term solution or short-term career. Look at it as long-term. Build the relationships and build the reputation because your reputation is what they'll see the company as. Look at it as a full career.
Other awards: I've won quite a few at my company. [In 1997] I was Salesman of the Year for Ohio. I was in the top five nationally. I won Salesman of the Month five times [that] year. [In 1998] I won Salesman of the Month five times [through November]. I think I was second in the national contest and won a trip to the World Series. I ranked second nationally in '98.
Nominated for this award by: Lisa Lawless, vice president of marketing for NEXTLINK Ohio and Jill Sweeney, senior account executive with Griffin Communications
What his nominators say: "He has been instrumental in landing several key accounts for NEXTLINK Ohio, including Worthington Schools, the Columbus Board of Realtors and the Blue Jackets ⊃ Dan's sales philosophy stems from his belief that success is dependent on building strong relationships."
Robert M. Roach
owner, Executive Planning Systems
Years in sales: 30
First job in this field: Agent for Northwestern Mutual Life
What I learned from that job: If people weren't in a position or didn't have the need at that time ⊃ I continued to keep in touch with them and cultivate them and let them know I had a sincere interest in what they were doing.
Best sales year: I've been very fortunate in that every year has been a little bit better than the year before. My sales volume is in excess of $10 million a year.
Largest single sale: I've been able to help some medium-sized businesses fund some very large business agreements and nonqualified retirement plans. The premiums have been in excess of $100,000. Some of my larger clients are Saturn of Columbus, Elford Inc., Escape Enterprises Inc. and Countrytyme Development Co.
How I got my largest sale: My largest sale ever came about by staying in touch with the prospective client and providing the service that the company needed all along the way. When the opportunity for the company to install the benefit plan arose, they turned to me because they knew I had the knowledge and the interest in their company.
Hardest part about my job: Effective time management and delegation. I have two staff members and have tried to utilize them through delegating service work and marketing so that I'm able to exercise my unique ability and not spend time on those things I'm not particularly good at.
What I like best about this profession: I like the fact that when I make a sale, I'm truly helping other people.
Advice to other sales professionals: Get involved in their communities through civic and community organizations and also be active in their professional organizations. Active involvement in these organizations is good for networking, and it allows other people to see the quality of person that you are.
Other honors: Qualifier for 26 years for the Million Dollar Roundtable [an award for life insurance professionals]; the Outstanding Achievement Award by the Columbus Life Underwriters Association; Chartered Life Underwriter of the Year by the Columbus Society of Chartered Life Underwriters and Chartered Financial Consultants
Nominated for this award by: Larry V. Carlson, general agent for Northwestern Mutual Life
What his nominator says: "Bob is a leader in our industry and has given generously to our community in a variety of ways."
Choose the one response to each statement that best describes your organization.
1. Our hiring process involves:
(a) one interviewer with the authority to hire staff.
(b) two or more people directly related to the reporting chain.
(c) response (b) plus pre-screen testing.
(d) response (b) plus interactive software tutorials.
2. New associates are trained using:
(a) a procedures manual.
(b) the shadowing technique.
(c) a standardized method with frequent milestones and supervisors as mentors.
(d) interactive software.
3. Our employees are held accountable to:
(a) their direct supervisor.
(b) their department.
(c) their work teams.
(d) themselves and the company owner or president.
4. What my company values most in an employee is:
(a) hard work and punctuality.
(d) the ability to deal with constant change.
5. My companys culture is:
(a) highly structured with established practices and procedures.
(b) stable, but allows for self-expression.
(c) aware of each individuals career path and goals.
(d) very flexible and entrepreneurial.
6. My company rewards outstanding performance most often by:
(a) publishing employee names and pictures in the company newsletter.
(b) awards and recognition programs such as Employee of the Month.
(c) performance-based incentives.
(d) stock options and bonuses.
7. In my company, organizational planning and problem-solving involves:
(a) upper management and chief officers.
(b) supervisors and team leaders.
(c) line staff and end-users.
(d) all of the above.
8. Changes in procedures are communicated to all staff:
(a) after they have been fully developed and tested.
(b) after they have been developed, then supervisors assist with testing.
(c) after the need for change has been identified, then line staff and supervisors develop and test the changes.
(d) after problems occur, then all staff members study the problem and develop and test the changes.
Give yourself 1 point for each (a) response; 2 points for each (b) response; 3 points for each (c) response; and 4 points for each (d) response.
What It All Means
8 to 12 points:
Your company is probably a good fit for the generation of workers called matures. Also known as the silent and G.I. generations, this group was born between 1909 and 1945. They were raised during tremendous upheaval in Americas history. They witnessed the Great Depression, World War II and the emergence of the U.S. as a superpower. They espouse traditional values such as self-denial, hard work and obedience to authority. They value money and leisure time as fruits or rewards of their hard work.
Organizationally, matures value structure, a clear definition of acceptable and unacceptable behavior, published policies and established practices and procedures. Businesses whose cultures lend themselves to doing things by the book will find a good match with members of this group.
Sources for recruitment:
- Forty Plus of Central Ohio, 297-0040
- Senior Employment Program, AARP Foundation, 252-0120
- Employment for Seniors Inc., 228-2915
13 to 20 points:
Your company is probably a good fit for Baby Boomers. Born from 1946 to 1964, Boomers are the most plentiful and influential members of todays American society. They were born during times of great prosperity and postwar economic boom. This created a presumption of affluence not witnessed prior and allowed time for self-examination and personal gratification. This gave rise to the sex, drugs and rock-n-roll me generation. Assumed prosperity was so prevalent that almost all American values were examined, revised and reinvented in equal opportunity ways.
Boomers value social justice, equality, equity and the opportunity to express themselves through the work they do. Organizational cultures that value creativity, healthy rebellion and social consciousness can expect superlative efforts from Boomers.
Sources for recruitment:
- Forty Plus of Central Ohio, 297-0040
- Vietnam Veterans of America, 228-0188
21 to 28 points:
Your company may find Generation X to be highly productive and engaged employees. Xers, born from 1965 to 1978, have been dubbed by some as the Why me? generation. They are the first latchkey generation to enter the work force and have witnessed instability in both economic and political arenas. Left with the legacy of societal challenges sparked by the Boomers, this generation has also watched corporate downsizing and restructuring yield anything but rewards for loyalty and longevity of service with large companies. This, coupled with the warp-speed explosion of MTV, the decline of Social Security and the advent of AIDS has left many Xers with the common characteristic of fierce independence.
Most Xers possess a strong work ethic (they view work as a practical necessity to support the lifestyle they wish to lead), but a free agent perspective when it comes to organizational loyalty. They will choose a balanced private life over work and are extremely pragmatic. They excel in environments where individual accountability is highly prized and continually supported. Organizations or business owners who do not walk their talk are quickly dismissed by this group as being underhanded or full of false promises. Xers were taught the art of rebellion by their Boomer parents, but will stick around if choices and/or flexibility are used to meet business goals.
Organizations with highly participative decision-making and improvement processes will attract an abundance of members of this generation.
Sources for recruitment:
- Center for New Directions, 227-5331
- Columbus Works Inc., 224-8009
- Eastland Career Center, 836-4541
- Area colleges & university adult education programs
- The Internet
29 or more points:
Your company is ready to embrace the Millennial Generation. Millennials, born after 1979, are completely comfortable with addresses that exist only in cyberspace, never having used an LP album and not being entirely sure what The Love Boat was. Although their work habits are only starting be studied and codified, most trendwatchers predict that this generation will learn to thrive in the ambiguity of todays business world like no generation before them. Millennials are practical and fast thinkers. They are quickly bored or frustrated by environments that do not provide opportunities for a variety of assigned tasks and the use of technology to complete them.
Sources for recruitment:
- City Year Columbus, 224-9569
- Columbus Employment Consortium, 645-6686
- Employment Opportunities Continuum, 294-6227
- Lets Start A Career, Greater Columbus Chamber of Commerce, 225-6082
- Read & Achieve, 645-7862
- Youthbuild Columbus, 337-9718
- Local vocational and public schools
- The Internet
Pop quiz author Elizabeth Dennis is the owner of Corporate Clogbusters, a Delaware-based human resource management firm. She can be reached at (740) 368-9139 or firstname.lastname@example.org
In the early 1990s, the health care situation at Sanese Services faced a grim diagnosis.
An aging work force with health problemsmany caused by smokingwas sending the companys medical claims through the roof.
Here it is 1991, health care costs are rising, profit margins are reducing. Weve got to get a handle on our health care costs like any other costs we would have, remembers President Ralph Sanese Jr.
In fact, by 1993, those medical claims were on pace to top $3 million. To avert financial troubles at the companyand avoid the risk of having to halt benefits for employeesSanese took drastic measures. By prohibiting smoking at the company, instituting wellness programs and bringing a doctor on site every week, hes managed to reduce health care claims by nearly 50 percenteven while his work force grows.
Assessing the patient
Growing up in the family business, Sanese remembers huge ashtrays on desks and smoke-filled conference rooms.
It was common to walk out of there and I could hardly breathe, he says.
In 1993, the company took the first step toward a healthier work force by prohibiting smokingbut only after telling employees why. At company meetings, he showed them how nearly 80 percent of the companys health care dollarmoney that could have been returned to employees as profitswas used to treat circulatory problems.
We had to change a whole culture of people who were unhealthy, he says, pointing out that the vending and catering company got its start in 1946 by selling cigarettes.
Sanese also began working with Dr. Stephanie Cook, medical director for the Ohio State University Department of Emergency Medicines Tailored Health Care program, recently renamed Prompt Care Plus.
Her first move was to survey employees and develop programs to help resolve the leading problems, such as hypertension, inactivity and high cholesterol.
In one year alone, she referred 88 patients to primary care physicians for various problems, found 20 new hypertension patients, one of whom had an inflammation of the heart lining, and diagnosed five new diabetics. Of 16 people found to have high cholesterol, 12 were brought within normal limits simply by following her advice regarding changes in lifestyle habits, while four required medication to correct the problem.
Cook now visits Saneses North Columbus headquarters weekly, wandering among employees in every department, including office, warehouse, kitchen, distribution, customer service and accounting, to talk to them about their medical needs. She and nurse Ruth OBrien-McMullen provide tetanus and flu shots, diagnose and treat existing problems such as colds or coughs, refer employees to specialists and test cholesterol and blood pressure.
Included in Sanese Services wellness programs are exercise classes and smoking cessation courses, immunizations, mammographies, hearing tests and a once-a-month massage therapy day. Most programs are free to employees.
Julie Russell, a dining service specialist at the company, found out first hand the benefits of having a doctor at the company.
One morning before work, she became paralyzed with pain and could barely lift her arms. By the time she got to work, she was nearly crying. The massage therapist, Ritah Clark, was in that day and helped Russell recoverand stay at work.
I never considered going straight to my doctor, Russell says. I knew Dr. Cook could help me right here and I knew I wouldnt have to miss work and didnt have to pay my $20 co-pay.
We are not to take the place of primary care physicians, Cook points out. The problem is, employees cant get to them. We provide a bridge to carewe deal with things that can be dealt with quickly, but get people into the system as well.
On the road to recovery
Sanese knows hell have to continue the wellness programs to keep reaping the benefits. Of his 1,100 associates, nearly 60 percent are older than 40. Hes also seen how the program has paid off as nearly two-thirds of his work force actively participates.
He also believes he, himself, must help employees understand the reasoning behind the changes and lead by example. For instance, he watches what he eats since Cook suggested he take a cholesterol-lowering medication, and he often meets with managers off-site in a location where they can exercise.
Sanese invests approximately $3,000 a month in programs provided by Cook and has brought the companys annual medical claims down to $1.6 million. According to a study Cook conducted of the 1996 program, the direct costs of her serviceshad employees sought them elsewherewould have amounted to more than $80,000 a year for Sanese, and lost wages would have exceeded $39,000. Sanese provides incentives, in the form of health care benefit discounts, to employees who commit to healthier lifestyles through, for example, smoking cessation or regular exercise.
We cant force this on employees, says human resources director Judy Elliott, but we can get information in front of them so they can make the right decisions themselves. For more information, contact Dr. Stephanie Cook of Prompt Care Plus at 293-2054.
Joan Slattery Wall is a reporter for SBN.
Steven M. Weiler has been elected president of the Archer-Meek-Weiler Agency, succeeding his father, Alan R. Weiler, who will continue to play an active role in the company as chairman. With 90 years of experience behind Archer-Meek-Weiler Agency and the dedication of the current staff, I am confident about successfully leading the agency into the next century, the younger Weiler says.
The law firm of Squire, Sanders & Dempsey LLP has elected Mimi Dane as partner in the Columbus offices litigation practice group. Mimi truly represents the values and ideals upon which our firm is based, says managing partner Alex Shumate. Dane received her law degree summa cum laude from The Ohio State University and holds a masters degree in English literature from Western Michigan University.
Richard Goldberg has been named a law partner in the firm of Scott, Scriven & Wahoff LLP. He has been with the firm since its inception in 1995. Goldberg received his law degree from The Ohio State University and is a board member of Columbus Light Opera.
John P. McConnell, chairman and CEO of Worthington Industries, has been elected to serve as first vice chairman of the Greater Columbus Chamber of Commerces board of directors. The board has also elected the following new members: Kathy H. Jones, senior vice president and general manager of Honda of America Mfg. Inc.; Dwight Smith, president of Sophisticated Systems Inc.; Audrey Weil, COO of CompuServe Inc.; John Ensign, president of Ruscilli Construction; and Valeriana Moeller, president of Columbus State Community College.
Richard E. Jacob, chairman and CEO of Prescott, Forbes and Associates, has been elected chairman of the Small Business Council, an affiliate of the Greater Columbus Chamber of Commerce. He will also serve as a representative to the chambers board of directors.
Retired HMS Partners Ltd. Vice Chair Paula Spence has received the Greater Columbus Chamber of Commerces Columbus Award for her business success and community service.
Dublin-based PeopleServe Inc. has hired Scott Macomber as executive vice president and CFO and Ric Hughes as vice president/controller. Macomber previously served as senior vice president, CFO and treasurer for Vitalink Pharmacy Services Inc. in Illinois. Hughes came to PeopleServe from Ernst & Young where he was senior manager of the Columbus office.
Franklin Universitys board of trustees has elected James Kunk, president of Huntington National Banks Central Ohio region, as chairman. Kunk, who has been on Franklins board since 1994, replaced William Bennett of Bank One in the chairmans role.
The Sales Executive Club has named its top five Distinguished Sales & Marketing Award winners. They are Michael L. Ball, Karlsberger Cos.; Dan Lappin, NEXTLINK Ohio; Mary Jobe, Resource One Computer Systems Inc.; Kathy Kamnikar, Antique Networking Inc.; and Robert M. Roach, Northwestern Mutual Life.
Newark-based MedBen has promoted James A. Weisent to vice president of planning and development. Weisent, who has been with the health and life insurer since 1992, previously served as director of technical services.
TRANSMAP Corp. has named John Gabel vice president of operations and John Gouskos vice president of marketing. Gabel joined TRANSMAP from Information Dimensions and Gouskos previously worked at Sterling Commerce.
Sandra M. Morckel has been promoted to vice president of Hodge, Cramer & Associates, a professional fund-raising consulting firm in Dublin. Morckel has been with the firm since 1996 and has raised more than $15 million in philanthropic support throughout her 10-year career in the field. She is currently managing $30 million in ongoing capital campaign projects.
G. Edward Alting has been promoted to associate principal at Moody/Nolan Ltd. Inc. He has been with the Columbus-based architectural and engineering firm for 11 years.
As part of the development of a new management team, Mansfield Plumbing Products has hired Larry D. Curran as vice president of finance and CFO. Other management changes at the company include the promotion of Ted Catino to vice president of operations/technical support and the hiring of William Hathaway as vice president of operations, Larry Rohs as vice president/general manager of acrylic operations, David M. Pete Kirkpatrick as director of wholesale sales, Jack Salvato as director of marketing, Kevin Oak as director of operations for the companys manufacturing facility in Perrysville, Larry Waldruff as director of supply chain operations and David LaRue as director of information services.
Y2K issues, automated sales offices, accounting software, e-mail capabilities ...
The technology needs seemed endless for Duffy Homes Inc., but the Westerville-based residential builder lacked the resources to hire an MIS employee.
Controller Chris Rupp nailed down a solution by using the services of Team ITG Inc., a local technology consulting firm.
Like everybody else in the industry, we do not have computer experts on staff, Rupp says. Being a small company, its hard to justify the cost.
Yet he knew addressing these technology issues could help the Duffy Homes office run more efficiently.
The architect department prefers using a Macintosh software and the rest of the business needs to use IBM-based applications. So we were running, in essence, two separate networks in one office, Rupp says.
Team ITG recommended an NT server, a Microsoft product, to bridge the gap.
Its a box you can put in place thats kind of like the translator between the Macs, the PCs and the Internet, Team ITG President and CEO Jim Kerr explains. It provides file and print services and serves as the conduit to get all the information from one system to the next securely.
That solved other problems for Duffy Homes, too, such as enabling the company to host its own Web site and provide e-mail to all employees.
Team ITG recommended that Duffy use Time Warners Road Runner service, which utilizes cable rather than phone lines to connect to the Internet.
While the Road Runner service could be slower than a T1 line that connects directly to an Internet service provider, its much more cost efficient, Kerr explains. A connection with about 10 computers costs about $500 per month with Road Runner, he says, while a T1 line can result in thousands of dollars in monthly charges.
Team ITG also conducted a technology audit that showed Duffy Homes former server, accounting system, some software and a printer were not Y2K compliant. Duffy has completed upgrades recommended by Team ITG to solve those problems.
Now, Duffy is in the process of working with Team ITG to connect its six sales offices to the main office through the Internet.
When sales rep A is looking at the computer and working with a specific lot or customer, they are linked in. So if another sales rep is wanting the same information, they would be able to see that somebody is already interested in that lot, Rupp says.
The consulting and upgrades cost Duffy Homes less than $15,000, an investment Rupp says, that pays off in cost-benefit factors. He would have to hire more employees if the companys processes were not as efficient as they are with the automation, he notes.
Im getting more by hiring Jim than what it would cost me by not hiring Jim, he says.
For the record ...
I am writing this e-mail to you regarding the feature story by Joan Slattery Wall titled, Do You Know This Man? [SBN, February 1999]. I am the former Mrs. R. Gabe Reitter II and I must comment on the paragraph which states Mr. Reitter was divorced and left to raise four children. The only correct part of this statement was the fact that he was divorced; he was not, however, left to raise our four children.
This comment from him, erasing my motherhood, needs to be addressed as publicly as his comment. I worked too hard over the years to be so erased.
Mrs. Carol L. Whisman
Companys coming from another country, in fact and youve got to be ready to deal with cultural, time and language differences.
As special projects coordinator at Nissin Travel Service Inc., which has offices in Columbus and Tokyo, Sachiko Jo Toya must deal with those issues every year as she helps arrange an exchange program for her client, Seibu Gakuen Bunri High School in Japan.
When finding host families for the nearly 40 Japanese students who visit Wellington School in Upper Arlington for two weeks each summer, Toya gets assistance from the International Visitors Council Inc., a nonprofit program funded by the United States Information Agency.
Services the council offers to businesses such as Nissin include airport welcoming, where each international guest is greeted at the gate and given an information packet with details about cultural events in the city, things to do, local chamber information and maps. The council will also assist with baggage claim and provide a lounge area for waiting. If meeting space is needed at the airport for companies and visitors whose time is too tight to meet elsewhere before a departing flight, the council can arrange that, too.
Also, every year during the program, some of the students go to see the mayor of Columbus, and [visitors council executive director] Kevin Webb usually makes arrangements for them, Toya adds.
Webb says the council can set up similar meetings between business clients and government officials here and arrange professional seminars and cultural activities.
If a company wants a visitor to get a feel for the United States, we can set up an experience in an American home. That can range from dinner at a home to an overnight stay. We also offer specialized things like sightseeing, which we customize for local business people, Webb says.
The council partners with other local companies such as Languages Unlimited Inc., which helps arrange language interpretation.
Costs for the councils services range from $15 a person for a visitor information packet to $500 a person for a month-long home stay.
Some council funding comes through corporations such as Chemical Abstracts, Ellis & Aeschliman attorneys and Deloitte & Touche LLP, which get a 20 percent discount on the councils services in thanks for their support.
Our goal, our reason for being, Webb says, is to establish long-term relationships between citizens and companies of Central Ohio and the citizens and companies of other countries.
For more information...contact the International Visitors Council Inc. at 231-9610 or email@example.com. Visit the councils Web site at www.columbusivc.org.
Dave Thomas, founder and senior chairman of the board at Wendys International, has been inducted into the Junior Achievement National Business Hall of Fame. Thomas joins more than 180 business leaders who have been inducted since 1975. The inductees were selected through a Forbes magazine and Junior Achievement survey of Forbes 500 CEOs.
Juliet Bullock, Mark Randolph and Mark W. Roby have been named shareholders of the architecture and construction firm NitschkeSamsonDietz. Both Bullock and Randolph have been with the company for more than nine years; Roby has been with the firm for six years.
Bharat B. Nauriyal has been appointed chief economist in the office of investments at Nationwide Insurance Enterprise. He formerly was director of economic analysis.
Cardinal Health Inc. has named Kathy Brittain White executive vice president and chief information officer. White joined Cardinal from Allegiance Corp., which recently merged with Cardinal.
Michael Hurd has been promoted to vice president of CB Richard Ellis. One of the firms leading producers, Hurd within the last seven years has closed more than 100 lease and investment sale transactions valued at more than $100 million.
Neal Goldberg has been appointed vice president and director of stores for Victorias Secret Beauty, the first branded business of Intimate Beauty Corp., a subsidiary of Intimate Brands. Goldberg joins Victorias Secret Beauty from Macys NYC Herald Square store, where he was senior vice president and general manager.
Central Ohio Transit Authority General Manager and CEO Ronald L. Barnes has joined the Fifth Third Bank board of directors. Also at Fifth Third, Daniel Flynn has been named assistant vice president in the commercial lending department.
The Public Relations Society of America Central Ohio Chapter has named Paula A. Spence, retired vice chairman of HMS Partners, Citizen of the Year and has presented Corey G. Wiater, an account executive of Paul Werth Associates, with the 1999 Central Ohio Public Relations Society of Americas Rising Star Award. In addition, Wayne Hill, senior vice president of Edward Howard & Co., has been presented with the Tom Poling Practitioner of the Year Award, which recognizes a PRSA member whose accomplishments have made a major contribution to the public relations profession.
Robert Bender, chairman and CEO of Lord, Sullivan & Yoder Inc., has been appointed to the executive committee of the board of trustees for the Columbus College of Art & Design. As a graduate of the Columbus College of Art and Design, I am very pleased to be in a position to give back to my alma mater and make a difference in the lives and future careers of todays students, Bender says.
Tony Gioffre, president and owner of Gioffre Construction Inc., has received the State Conservationist of the Year Award by the League of Ohio Sportsmen. Tony was selected based not only on the amount of involvement he has with conservationist activities, but also on the personal emphasis he places on conservation education in our state, says George Lynch, awards committee chair.
David S. Bloomfield, a partner of the Columbus law firm of Bloomfield & Kempf, has been named to Best Lawyers in America, 1999-2000, a referral guide to the legal profession. The list is compiled by lawyers throughout the United States who rate the clinical abilities of other lawyers in their areas of specialization.
Phyllis Van Arsdale, former events manager at Mount Carmel Health System Foundation, has been named director of the meeting and events services department of Gerbig, Snell/Weisheimer & Associates Inc.
The Black Alumni Association of Capital University Law School honored Ohio State University Vice President and Secretary Emeritus Robert Duncan at the 10th annual David D. White Scholarship Reception. This scholarship reception is named after the first black graduate of Capitals law school, who earned his degree in 1931.
Karlton Williamson of Williamson Builders Inc. in Plain City has been elected president of the Associated General Contractors of Central Ohio. Tim Galvin of Equity Construction in Columbus was elected vice president, Joel Sloan of Turner Construction was elected secretary, J.D. Flaherty of Construction Systems Inc. of Columbus was elected treasurer and Harold Gutknecht of Gutknecht Construction Co. was elected as an ex-officio member of the executive board.
The record speaks for itself. Having spent its first 19 years in the black, ProMusica Chamber Orchestra of Columbus may be one of the best examples in town of good money management.
Thats not to say ProMusica has always had smooth sailing. In the early 1990s, says Executive Director Jennifer Keefer, the organization had to cut concerts and rehearsals to meet financial goals. However, the fact that ProMusica identified the need to make adjustments before large losses were incurred and actually did so epitomizes the organizations dedication to watching the bottom line.
Smart money management, cautious risk taking and strong control over growth have contributed to the organizations sound financial history. So have product development, marketing, customer service and diversification.
Its not rocket science, Keefer says. Its business, and it all takes the same things. You need to raise the money, produce a product, search for excellence. All of these things its all universal.
ProMusica goes to great lengths to measure its success, keeping close track of every detail, from each source of income to the attendance and capacity of all performances. This gives it a way to see signs of trouble that need immediate attention.
In 1991 and 1992, for example, ProMusica noticed audiences were not filling seats at the twice-a-weekend concerts, so one performance each weekend was eliminated and rehearsals cut back.
Its all based on the financial situation, Keefer says. We were not bringing in enough revenue to manage the scale we were doing.
Now, however, ProMusica is seeing a period of growth in the past two years, revenue increased $150,000, pushing the annual budget to $530,000 and the board is considering a return to the double concert weekends.
To stay prepared for the hard times, the organization keeps a cash reserve equal to 10 percent of its budget. Established in 1995 through a matching grant from the Greater Columbus Arts Council, ProMusica now sustains the fund.
Although the money could be used to maintain cash flow throughout the year, ProMusica has never needed to access it. In fact, in her past three seasons as executive director, Keefer says, it also has not had to draw on a $35,000 line of credit set up through The Huntington National Bank for the same purpose.
In keeping with its forward-thinking nature, the organization has taken a look ahead at another potential income source: its endowment fund.
Established in 1992 for general support of the orchestra, the fund grew to $19,000 through contributions and reinvestment of its average annual 10 percent interest, but the fund was never tapped because it was so small. Rather than let the money sit idle, the board recently set out to increase it. In honor of ProMusicas 20th anniversary this year, members did a six-week blitz soliciting pledges that should add nearly $500,000 to the fund.
In addition, subscribers this season were asked to contribute $1 or more toward the endowment, a move made more to increase awareness of the endowment, and thus garner more contributions down the road, than to provide a significant or immediate increase.
That will be our nest egg, Keefer says, adding that an advisory committee will review the income and recommend ways to use it. We can build on it and help sustain our growth in the future.
Keefer says the ProMusica board knows that to keep the organization growing, it will have to take the occasional step out onto a limb.
A prime example: the move this season from Weigel Hall at The Ohio State University to the newly remodeled Southern Theatre. That costs the organization nearly $20,000 more per year in production costs, but is tempered by a $7,500 grant from the Ohio Arts Council and the prospect of increased ticket sales due to the mystique of the historic, newly restored theater.
It was a calculated risk that has paid off, Keefer says, because four of seven concerts so far this year have been sold out, and the others had at least 85 percent capacity. Because Weigel seated 700, compared to the Southerns 900, ProMusica still comes out ahead.
ProMusica will have to assess the risk again in the coming year, when the grant expires. Even though it has only signed a one-year contract to perform at the Southern, the organization is making plans to stay.
This year, we have identified a lot of new donors for our annual fund, Keefer says, noting that the move to the Southern, and its ensuing cost increase, was incorporated into solicitation materials for corporations and donors. In addition, ProMusica will continue to modify pricing in order to bring in the necessary income to remain at the downtown theater.
Patrons, she says, were willing to pay the increased ticket prices about 20 percent more during the 1997-1998 season. In fact, income from subscriptions grew 43 percent that season due to the price increase and a larger subscriber base. During the 1998-1999 season, patrons supported tiered pricing because of the Southerns varied seating options and were willing to pay more again.
Another risk ProMusica takes may not appear to deal directly with income, but can dramatically affect the groups finances all the same. That risk is balancing the need to provide a consistent product with the need to continually innovate. That means scheduling concerts that include traditional and new works.
Its an approach Keefer and her board are passionate about, but one that could turn off patrons if not handled correctly.
If we stop commissioning, premiering, promoting contemporary music, there wont be any new music, Keefer says. So we ask the audience to support that development.
Were committed to taking [musical] risks, but because weve done it so long, we know how to present it with something we know is going to be successful, she explains. For example, the May concert includes a piece written by Messiaen in the 1950s and a symphony Beethoven wrote in the 19th century.
Ray Hanley, president of the Greater Columbus Arts Council, says ProMusicas sound day-to-day business operations make it easier for it to take such risks.
They are very stable in their basic operations, and when they get an idea to take a risk, its for several years away, Hanley says. Because they plan well, because the board is very knowledgeable and involved in the organization, they are able to do projects very risky for an organization their size.
ProMusica recognizes that new customers those who have never before experienced its chamber music are taking risks, too. To continually attract new patrons and bring in more revenue, ProMusica must meet them half way.
To do that, the musicians perform in different venues, such as at corporate events or weddings, or hold concerts at the Pontifical College Josephinum.
This expands our reach into the community, Keefer says. Im going to take the mountain to Mahomet. Well be in your setting so you can experience ProMusica at your own comfort level.
The organization makes an effort to cater to various customers.
For example, it presents concerts, curriculum materials, recordings and special ticket offers for children. The orchestra reaches out to senior citizens with open rehearsals for an up-close-and-personal look at how it transforms from the rehearsal state to the performance state.
Aggressive recruitment of new donors and ticket holders comes from board members, who add a personal touch, and the Trustees Circle, a group of established Columbus leaders, including Bernie Yenkin of Yenkin-Majestic Paint Centers and Artie Isaac of Young Isaac Inc., who serve as a mbassadors, or social advocates, of the organization.
Like any business, once ProMusica gets its customers, it has to keep them.
Music Director Timothy Russell sends pre-concert letters to subscribers and offers a personal talk 30 minutes prior to each performance. He also speaks with the audience during concerts to introduce and explain various pieces of the program.
While forward thinking and big-picture management guide ProMusica, its board and staff have not forgotten primary business strategies, including diversification, to increase revenues.
Keefer acknowledges that ProMusicas income is limited to approximately $20,000 for each concert that fills a house. One way it has conquered that obstacle is to arrange small ensemble performances, such as a quartet at a corporate event, to draw additional income.
In the 1997-1998 season, ensembles brought in $8,630, a 40 percent increase from the previous year.
Looking ahead, ProMusica has invested in another potential revenue source: compact discs of contemporary, childrens and multicultural music performed by ProMusica. Although it will not gain royalties until sales top approximately 20,000 CDs, ProMusica has arranged with record companies to receive about 500 discs to sell at its concerts and events a move that has netted a couple thousand dollars each year. Other revenues are very far off; in the first five years, the CDs are nearing 5,000 sold.
The same premise ProMusica uses to find additional patrons holding more concerts in various locations results in increased revenues. Those smaller concerts cost less to produce at $5,000 for a three-concert series at the Ohio Historical Societys Ohio Village, for example, versus more than $35,000 for a full subscription concert. And they bring in about $3,500 after expenses, which are typically paid by a sponsor.
On a larger scale, ProMusica looks for a financial boost during the 1999-2000 season with its production of PASSION, a chamber musical by Stephen Sondheim. Although its another risk since it requires a $200,000 budget, the effort is already paying off with a Huntington Bancshares Inc. promise of $100,000 ProMusicas largest gift ever.
It is because they are conservative that they can take risks like PASSION, Hanley says of ProMusica, pointing out that PASSION will require more than one-third of the organizations normal operating budget. They had the money banked to do it before they announced it. Its not that they get an idea they want to do and then get the money for it.
The Huntington gift, plus a grant from the Greater Columbus Arts Council and an anonymous donation of $25,000, have covered 75 percent of the musicals costs, and ProMusica hopes to earn more than $20,000 for each of the two scheduled performances.
Moreover, PASSION is an investment in exposing more people to ProMusica in the hopes of attracting them as patrons later, Keefer says.
Staying in the black, she says, has been possible for ProMusica with such conservative and calculated business operations.
When we talk about growth, Keefer says, it isnt, How do we get to be an $8 million organization? Its, How do we become a stronger organization? Joan Slattery Wall (firstname.lastname@example.org) is a reporter for SBN.