Columbus (2544)

Monday, 22 July 2002 09:52

No excuses

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Karl Insani distinctly remembers Ross Products’ 1993 sales awards ceremony.

The then-vice president of sales for the Columbus-based company was master of ceremonies at the San Diego event. Insani wasn’t feeling well that day, so he took a breather after rehearsals while his crew set things up.

He skipped dinner, then returned in his tuxedo ready to make the presentations.

“I went to the preparation area to go on stage, and I was just in a corner of the room by myself and slithered down to the ground,” Insani says. “That was it; and the next thing I knew there were people trying to carry me.”

Insani had suffered a heart attack and was taken to a nearby heart hospital before he was transferred home to Grant Medical Center to continue his recovery.

Insani had never had heart trouble before.

He’d also never had an exercise regimen.

It was no surprise, then, that less than a month into his rehabilitation program at Grant, he wasn’t making much progress.

“Of course I felt like I was the world’s biggest wimp and had not given any thought at all to going into a physical exercise program,” he says. But when a nurse recommended intensive one-on-one training, he agreed and began working with Mark Mayes, president of Fitness Resources Inc. of Columbus.

I didn’t know what was motivating me except I didn’t want to die,” Insani says.

Six weeks into the exercise program, he started to see definite improvement, he says.

“I started having more energy and saw that my appetite picked up, but I didn’t worry about it because I knew I was exercising,” he says.

A few short months later, he’d face another problem. He returned to his regular work routine, which included lots of travel — 60 percent of his time, in fact.

How would he keep up the three-times-per-week exercise training program that was bringing back his health?

“First of all, you make the commitment that you want to be able to live your life to the fullest,” says Insani, 52, who recently retired and does consulting work, “and if you want to do that, you’ve got to make exercise part of that. Doing it when you travel is just proving to yourself that you’re serious about this.”

Step by step

Insani, who admits he could not have been as successful at exercising if he did not have a personal trainer, says his travel would have been a definite obstacle had he not found ways to continue exercising on the road.

“I flew everywhere — all areas of the country, coast to coast,” he says.

Preparing a client to exercise while traveling is key to Mayes’ work.

“We’re basically trying to teach people how to exercise properly,” Mayes says. “Our whole goal is to educate the person so they can go off individually.”

Mayes and Insani offer the following advice to business executives who want to keep up an exercise program while traveling:

n “There are things you can take with you in the suitcase and you can work out in the room,” Mayes says.

One of Mayes’ clients, who often travels to Hong Kong, takes running shoes and exercises by doing laps up and down the stairs at his hotel. Dynabands, rubber tubing that allows the individual to work the upper body, are another possibility. There also are inflatable weights that can be packed and filled with water before use, Mayes says.

“You can do things in your room like using chairs and doing dips between the chairs to work the triceps or like doing types of pushups or types of squats,” he says.

  • Make arrangements to stay at hotels that have fitness rooms or that have agreements with local fitness centers for day rates.

    “I never found a hotel that wasn’t willing to drive me there in their van,” Insani says.

  • Schedule exercise into your daily travel routine.

    “Once you make the commitment you’re going to do it, it’s no more than saying, ‘I’ve got a 3 o’clock meeting,’” Insani says. “I’d say be flexible in your schedule; don’t say, ‘I have to work out at 6 in the morning.’”

    Insani was motivated knowing he’d return from trips to his regular training with Mayes.

    “He didn’t expect me to lose ground because I was out of town for 10 days,” Insani says. “He knew I was very goal-oriented, so he used that to help me.”

    Insani says he’d often exercise in the afternoon, and when he’d arrive to a dinner banquet where he’d have to make a speech, he’d hear people regretting they had spent the previous two hours in the bar or munching.

    “Quickly you see, by observing people you are with, you are feeling a lot better about yourself and what you’ve got to do, and it’s because you allowed your body to exercise rather than sitting there like mashed potatoes,” Insani says. “That would be one of the bigger motivators to do it while you’re on the road.”

  • Watch your eating, which is 50 percent of the fitness equation, Mayes says.

    This tip is one of the hardest for executives who travel, Mayes admits.

    “A lot of times they’re in a meeting and they’re served [a meal]. They don’t pick out what they want,” he says. “If you’re in a situation where you can’t pick stuff, I would say use moderation. You have to eat something. Try to pick whatever’s best. Then when you’re away from the meeting, try to get something healthier.”

  • Drink plenty of water.

    “Flying can dehydrate you anyway. That’s one of the reasons you have jet lag,” he says.

    The old adage of drinking eight, 8-ounce glasses of water is especially hard to fill while traveling, he says.

    “I tell clients to get a liter bottle and carry it with them,” he says, adding that executives could keep it in their hotel room. “At least that way you can physically see what you’re drinking. If you rely on drinking fountains or just drinking from glasses, you’ll typically not get enough.”

  • Find a fitness professional in the area where you are traveling. One place to do this is through the American Council on Exercise, Mayes says. Search geographically by state at the council’s Web site, www.acefitness.org/profreg, or call (800) 825-3636.

In the end, Insani says, the ability to exercise while traveling helped him continue his exercise regimen — and improve his health.

His doctor has stopped prescribing heart medications for him, and his annual stress tests are a breeze. He’s progressed from a limit of three minutes on an exercise bike or treadmill to an hour. He can do 200 sit-ups nonstop, where previously he was proud if he could muster five. Mayes says Insani can lift weights that would be difficult for men 20 to 30 years his junior.

“I try to dwell on the fact that the energy has picked up greatly,” Insani says. “I’m pleased with my body image. I’m toned. I don’t feel like a weakling. I don’t get colds and flus like I used to. Your self-confidence builds up when you have a good image of yourself.”

Mayes credits Insani’s success to his gung-ho attitude, but he says any exercise program, especially for an executive who travels often, can be successful with a bit of dedication.

“Nothing’s easy,” he says. “They’re going to have to take some time to plan this out. I don’t think it takes a lot of planning, but it does take some.”

Joan Slattery Wall (jwall@sbnnet.com) is a reporter for SBN.

Monday, 22 July 2002 09:51

Letters to the editor

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Kudos to all!

As a small business owner, I can’t compliment you enough for the insightful and right-on-the-money articles printed in SBN. Your editorial comments and Fred Koury’s integrity and ethical business fundamentals have given rise to thought for my own newsletters and my coaching practice. Not only do I incorporate the principals into my business, I also pass them on to clients as a means in which to accelerate their own personal and career development. My hats off to all of you for your progressive approach to journalism!

Nancy S. Duffee

personal & business coach and consultant

Integrated Solutions

Sunbury

Patients have a responsibility, too

I had a chance to read your editorial about House Bill 4 [“Much ado about nothing,” SBN Columbus, August 1999]. Being from the brokerage side of the insurance world, I see an awful lot go on.

Since doctors have to answer to the decisions they make about a patient’s care, so should an insurance carrier. Both affect the patient significantly.

I agree with you for the most part, but what happened to getting educated about your insurance plan? One of the things that amazes me is how many people don’t know about the insurance policy they currently have. They don’t know what their out-of-pocket expenses are. They don’t know preauthorization is a requirement for most procedures over and above a regular office regular office visit. They don’t take the time to read the policy which is mailed to them, etc.

Also as consumers, we don’t take the time to ask doctors why they make the recommendations they do. Too often, I find people are intimidated by both doctors and insurers. I spend a lot of time with my clients educating them about their insurance plans while acting as the buffer between insurer, insured and providers. It’s not always the fault of the insurer.

In addition, the hype of HMO scares is only a few cases out of the millions of cases that pass through an insurer’s hands throughout the year. Ultimately, yes, one should be able to file a lawsuit against an insurer if they did violate their contract [and] obstructed one from receiving the treatment that might save one’s life. [But] what happened to taking responsibility of our own? Too many times we assume.

I could go on about the things I see, but the fault does not always lie on the part of one specific party.

Victoria A. Green

president

Green Insurance Agency

Westerville

It’s our money

This letter is a response to your recent article, “BWC premium cut in peril,” SBN Columbus, July 1999 issue. The BWC currently has approximately $1.7 billion in annual expenses. That number includes satisfying all of its current claims. The BWC insurance fund has approximately $24 billion in reserve. This amount satisfies all future claims plus some. Any money held that goes above and beyond satisfying future claims should be returned to the employers.

Stephen Mindzak and William Burga need to remember who funds the BWC insurance fund — the employers, not the employees. To refund or discount excess dollars is far from “looting the fund.”

In my opinion, what should be done is to legislate the reserve dollar number which, needless to say, would change annually based on future claim dollar amounts. Then, treated like an annuity, discounts could be issued on a going-forward basis, instead of issuing refunds to the employers. The following is an example:

There’s approximately $24 billion in reserve now, of which $21 billion must be kept to satisfy future claims. The $24 billion invested at 5 percent interest would create an income stream of $1.2 billion, and with annual expenses at $1.7 billion, it would leave a balance of $500 million to be paid by Ohio’s employers at approximately a 70 percent premium discount annually.

It’s the investment climate that has benefited this fund and it should be returned to those who made the investment after all the legitimate claims are satisfied. That’s the employers.

Michael P. Paul

president

E.T. Paul Co. Tires

Columbus

Monday, 22 July 2002 09:51

Above the norm

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In the race for economic growth, women are taking the lead. Women-owned businesses in Columbus and 49 other top U.S. metropolitan areas continue to grow faster than the overall economy, according to statistics released in June by the National Foundation for Women Business Owners and Wells Fargo [see chart below].

This year, there are an estimated 55,800 women-owned firms in our city, which equals 38 percent of all firms in the Columbus metropolitan area. Those women-owned firms employ 182,200 people and generate more than $16 billion in sales.

Other statistics from the National Foundation for Women Business Owners:

  • Between 1992 and 1999, the number of women-owned firms in Columbus has increased 50 percent, employment within those firms has grown 123 percent and sales by women-owned businesses have risen 115 percent. Statistics from all 50 top metropolitan areas in the country show growth in the number of women-owned businesses, ranging from 33 to 59 percent.

  • Throughout Ohio, the number of women-owned firms has increased 44 percent, employment in those firms has grown 116 percent and their sales have increased 136 percent during the same time period.

  • Columbus ranks 37th out of the top 50 metropolitan areas in the number, employment and sales of women-owned firms. The top five: New York, Los Angeles-Long Beach, Chicago, Philadelphia-N.J., and Houston. The top 10 states: California, New York, Florida, Texas, Illinois, Pennsylvania, Ohio, Georgia, New Jersey and Washington and Michigan [tied for 10th].

  • Columbus ranks 24th out of the top 50 metropolitan areas in percent growth of the number, employment and sales of women-owned firms between 1992 and 1999. The top five: Portland, Ore.-Vancouver, Wash.; Seattle-Bellevue-Everett, Wash.; Phoenix-Mesa, Ariz.; Houston; and Nashville, Tenn.

  • Sales and employment in the service sector, which includes trade, insurance, real estate, transportation and communications, increased among women-owned firms in Columbus approximately 145 percent since 1992. The number of women-owned firms in this sector increased about 48 percent during that time.

    How to reach: National Foundation for Women Business Owners, www.nfwbo.org, (301) 495-4975

Monday, 22 July 2002 09:50

Movers & Shakers

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Earl W. Phillips Jr., president of Phillips Design, has earned the 1999 Dublin Chamber of Commerce President’s Award. Phillips was selected in recognition of his contribution in developing the chamber’s Web site, his assistance with the chamber’s Internet business mall and internal network, and his help in making the chamber Y2K compliant.

Paula Ryan, marketing director of Kegler, Brown, Hill & Ritter, has assumed the chair of the 1999 Downtown Council. The council is a volunteer organization dedicated to promoting downtown and is sponsored by the Greater Columbus Chamber of Commerce.

Connaissance Consulting of Columbus has appointed Harold L. William as its president. William is the former executive vice president of Siebel Consulting.

Fritz Weidner, president of Weidner & Associates, has received a Distinguished Achievement Award from the Association of Certified Fraud Examiners. This award is given once a year to 25 members of the association for meritorious service in the detection and deterrence of fraud.

Sam Grooms, principal of Hy-Tek, and Robert K. Peterson, president of Columbus Serum Co., have been elected members of KeyBank’s Columbus advisory board.

Quick Solutions Inc. has promoted Scott Cummans to vice president and general manager of the company’s Columbus headquarters. Cummans joined Quick Solutions in 1995 as its director of consulting services and was promoted to vice president in 1997.

Paul Werth Associates has named Thomas G. Chakurda senior vice president. Chakurda will assume leadership of the firm’s corporate practice area, providing service to clients primarily in the healthcare, technology, manufacturing and retail industries.

Equity, a Columbus-based real estate development company, has promoted Susan Murphy to vice president and chief financial officer, Harold G. Compton Jr. to vice president of construction in Columbus and Mark R. Caulk to vice president of construction in Cincinnati and Dayton.

M. Renee Bostick has been named interim CEO for the Alcohol, Drug and Mental Health Board of Franklin County. Bostick formerly served the board as its chief operating officer.

Bryce H. Hooker has joined HER Realtors in the newly created position of chief information officer. Hooker is responsible for combining marketing and technical expertise to expand and simplify the company’s current Internet and intranet sites to make them more user friendly.

Roy Bumpass has joined Performance Site Management as vice president. Bumpass formerly worked with Pro-Terra Environmental, a sister company to Performance Site Management, and with Kokosing Construction.

Franklin University has hired Martha K. Shouldis as its vice president for academics and curriculum development. Shouldis is the former provost of the Community and Technical College at West Virginia University Institute.

Betty Young has joined Franklin as assistant dean for curriculum. She will focus on redesigning the traditional 15-week trimester courses into six learning modules.

Vincent Pettinelli, founder and former chairman of PeopleServe Inc., has been named to Franklin’s executive in residence position, which uses business professionals and prominent executives to research new initiatives, major programs and curriculum.

Monday, 22 July 2002 09:50

Total exposure, for sure!

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Mike Warren wasted no time in finding a catchy name for his office furniture company’s tell-all pricing strategy featured earlier this fall in SBN Columbus [“Total exposure,” August 1999].

The ink had barely dried on our pages when Warren, president of Excel Business Systems, faxed our office announcing his pricing method — which shows clients precisely how much of an order’s cost goes toward Excel’s overhead, product expense and bottom line — is now being call “corporate streaking.”

In addition, Warren indicated he’d just used this corporate streaking concept to negotiate a $500,000-plus contract with Time Warner. Not bad for an idea that’s barely a year old.

Monday, 22 July 2002 09:50

Take a break

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Before Jim Corrova could shut down his TAT Ristorante di Famiglia for a vacation this summer, he had one final task: making lunch and dinner for two customers — for the entire week he would be gone.

“They wouldn’t eat anywhere else,” says Corrova, who with his wife, Dolores, owns the restaurant on Columbus’ East Side. “I was flabbergasted they would do that. That’s what you call loyalty.”

Customer loyalty, in fact, is key for Corrova and Stan’s Restaurant owner Bill Loscko, who closes his North Columbus eatery for a two-week vacation each year. Loscko’s duties before he closes include donating any leftover food to Second Servings for homeless shelters and food kitchens.

Corrova and Loscko say they’re able to take the vacations because their businesses, both founded in the ’50s, are well-established.

However, they still have to make many arrangements before they’re able to pull off the time away.

Consider the payoff.

“About 30 years ago, everybody said I was crazy for doing it,” Corrova says of his decision to close for vacation. “I said, ‘Well, if I lose business, I lose business.’”

Corrova loses between $35,000 and $40,000 the week he’s closed; Loscko’s out about $45,000 a week. They both budget for the loss and keep a reserve on hand each year.

“Nowadays, stress is just a killer,” Loscko says. “You need the time. You get burned out in this business. You need time to relax, think about other things and be with your family. To me, I’d pay $45,000 to spend a week with my family. It’s that important to me.”

Corrova’s wife, two daughters, a son and a brother also work at TAT, so if he wants family time, he’s got to close.

Loscko says if he were to remain open, it would be tough to find replacements for key employees who would want to take two weeks off. Not only that, but he’d have trouble if he wanted to take a vacation while his restaurant remained open.

“You’d be worried about it constantly,” he says. “You’d be on the phone every day, and there would be no peace.”

The vacation also helps refresh his staff.

“Everybody has a great two weeks — they’re all rested and relaxed and ready to go for the rest of the summer,” Loscko says, adding that he sometimes takes the opportunity to do maintenance work, such as painting or remodeling inside the restaurant.

Work with the employees.

Of Loscko’s 96 employees, only two were disappointed with the two-week shut down, he says. They would have preferred to choose their own vacation dates.

“I set them down and talk to them to tell them I think this is for the better good,” he says, noting he tried closing for just one week the first four years he did this. He added a second week in 1998 because, “It actually takes me three days to close up and another three days to open back up, and I wasn’t really getting any time off.

“This year, especially with Easton opening, I was worried we would lose some people,” Loscko says, “but we didn’t lose anybody.”

Corrova tries to work with employees who do not want to lose income during the one week TAT closes each year.

“If I stay in town, like I did this year, we do deep cleaning like rug cleaning, and any employee who wants to work, they can come in and help and I pay them to clean,” Corrova says.

Both owners say most of their employees get three weeks paid vacation total, so they can take the remainder of the time whenever they wish.

“You have to be very flexible,” Corrova says. “Nowadays the service is so hard to get ahold of.”

Notify your customers.

The sign in front of Stan’s Restaurant read: “Closed Jun 28 to Jul 12. Gone fishing.”

When Loscko first started closing for vacations, that was the intention: to fish with his father, restaurant founder Stan Loscko. This year, however, he went golfing.

Signs notifying customers are very important, Loscko and Corrova say, especially considering they’ve got a slew of regulars.

In addition to using the restaurant sign, Loscko puts notices on every door of the building about 10 days before the closing. He also makes sure his answering machine’s outgoing message explains the vacation and the dates.

Corrova, on the other hand, starts even earlier.

“We advertise on radio and hang signs in the window about two months before time,” he says, adding that he’ll do the same when he closes for a few days during the Christmas season. He stresses that business owners considering closing during vacation should make sure the signs explain that fact. If you don’t, he says, customers will think you’re going out of business.

Be specific about the dates, he adds, so there’s no confusion.

Be prepared when you return.

Corrova and Loscko reopen their doors to crowds of grateful customers.

“It’s unbelievable,” Loscko says. “This is like the eighth wonder of the world. We’re probably up, I would say, 15 to 20 percent over an average day, and that goes on all week.”

“It’s just like a grand opening when we first open back up in July,” Corrova says. “We’re packed. People miss us. Thank God for that.”

Joan Slattery Wall (jwall@sbnnet.com) is a reporter for SBN.

Monday, 22 July 2002 09:50

Movin’ on up

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I’d be remiss this month if I didn’t point out to you a recent change at SBN Columbus.

Our staff reporter of two years, Joan Slattery Wall, has been promoted to associate editor. Joan’s work has graced the cover of SBN Columbus quite frequently in the past 12 months and she has been instrumental in the development of our now-standard, back-page feature called, “Who to Know” and the snappy, bi-monthly piece titled, “Must-see Web sites.”

We are very fortunate to have a talented, dedicated individual like Joan on our staff and I hope you’ll join me in congratulating her on this well-deserved promotion.

Monday, 22 July 2002 09:50

Drive time

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Not counting all the road construction slow-downs Central Ohio commuters have been wrestling with this year, getting downtown by car from any of Columbus’ 15 suburbs takes an average of 22 minutes, according to the Mid-Ohio Regional Planning Commission. Only residents of Bexley can do the commute in less, MORPC estimates. Here’s how the drive times break down:

Downtown business commuting

From Distance Drive time

Bexley 4 miles 12 minutes

Canal Winchester 15 miles 25 minutes

Dublin 13 miles 27 minutes

Gahanna 8 miles 20 minutes

Grove City 9 miles 16 minutes

Groveport 12 miles 22 minutes

Hilliard 13 miles 22 minutes

Obetz 7 miles 18 minutes

Pickerington 16 miles 26 minutes

Powell 15 miles 27 minutes

Reynoldsburg 13 miles 25 minutes

Upper Arlington 9 miles 18 minutes

Westerville 16 miles 30 minutes

Whitehall 7 miles 19 minutes

Worthington 11 miles 23 minutes

Source: Mid-Ohio Regional Planning Commission

Monday, 22 July 2002 09:50

A policy of candor

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J.F. “Jeff” Keeler Jr. lists his home phone number on his business card.

He also doesn’t mince words about how he entered the “ditch digging” career that set him on a path to becoming chairman and CEO of The Fishel Co., a $150 million privately held business: “I married the boss’s daughter,” he says without blinking an eye.

Keeler’s refreshing frankness, however, is nothing new to those who know and work for him.

  • On a monthly basis, Keeler sends employees a letter telling them how much profit the company has made — or how much money it has lost.

  • In a cash profit-sharing plan, the company divides among its employees — whom Keeler calls teammates — one-third of its before-tax profits. When he first did that in 1984-85, employees received a bonus of one week’s pay annually; this year, bonuses could top eight weeks pay.

  • When Keeler developed “Vision 2000,” a strategic plan outlining the company’s goals, he shared it not only with employees but with major clients.

Keeler’s demeanor is just as open in one-on-one dealings. Without hesitation, he gives matter-of-fact answers to the most pointed questions.

What has been the scariest moment of his business career? Having a Fishel teammate seriously injured or killed. “Getting that phone call — I go to funerals, visit with families,” he says. “That’s happened — not often, but it’s happened a time or two.”

What is one thing most people don’t know about him? “I was dyslexic as a child,” he says. Keeler was behind in grade school and junior high, but has learned to overcome the problem. “I don’t look at it as a disability; I’m just a slow reader,” he says.

Keeler expects Fishel teammates to be as open and enthusiastic as he is. Celebration bells in all the company’s offices are rung for accomplishments, from making a sale or finishing a project to personal mileposts such as family additions.

Keeler’s openness explains how he develops such innovative ideas to lead The Fishel Co., which provides utility contracting for energy and information systems.

I’m a sponge for business knowledge,” Keeler says, noting he gets many of his ideas from organizations he’s joined, such as the Chief Executive Organization and Columbus President’s Organization, of which he is president. He also serves as a board member of the Greater Columbus Chamber of Commerce.

Furthermore, Keeler gets ideas from other company boards on which he serves: Bank One, Davon Corp., AirNet Systems Inc., Metatec Corp., Ruscilli Construction Co. Inc. and Sports Imports Inc.

“One reason I go on a board is, I feel I have something to offer, but I also have the opportunity to learn,” he says.

His knowledge has garnered the respect of others in the business community.

“Jeff should write a textbook on management because he knows more principles of good management than the people who write the books and spend their life studying good management,” Roger Blackwell, a marketing consultant and Ohio State University business professor who has authored several books, says in Keeler’s Hall of Fame nomination form.

Jack Ruscilli is equally impressed.

“It has been Jeff’s forward thinking that has taken The Fishel Co. well beyond ‘the world’s greatest ditch digger,’” Ruscilli says in Keeler’s nomination form.

Keeler is quick to stress the role of teamwork in getting the 63-year-old Fishel Co. where it is today.

“One thing I’ve done is surround myself with people who are smarter than I am in their own special area. I brag on my officers, but they have people working for them who are equally as good. I also am blessed with the best board in the United States of America,” he says with conviction.

His motives for success are opportunities to improve and the challenge to be the best in his business. Every team, he says, has its own motivator, depending on its mission and vision.

“I don’t have to be the leader in every situation,” he says. “I think you only recognize that with age and maturity. It goes back to hiring people that complement your experience and hiring people that are smarter than you are. Then I step aside and yield and follow their lead.”

Joan Slattery Wall (jwall@sbnnet.com) is a reporter for SBN.

Monday, 22 July 2002 09:49

Movers & Shakers

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The Ohio Department of Development honored local businesswomen Erin Nyrop Glasgow, owner/president, Sterling Electric Co., Dublin; Mindy D. Hedges, president, Media Solutions Inc., Delaware; Vickie Hutchins and Jo Ann Martin, owners, Gooseberry Patch, Delaware; and Rhonda J. Slotta, president, TDCI Consulting LLC, Worthington, at the 1999 Excellence in Enterprise Awards. The Ohio Department of Development’s Women’s Business Resource Program/Small Business Development Center and PricewaterhouseCoopers LLP established the award in 1996 to recognize the achievements and economic contributions of Ohio’s women-owned companies.

Gov. Bob Taft has appointed 21 business executives to his Small Business Advisory Council. Local executives named to the council include Linda Hondros, president, Hondros College; James Matesich, CEO, Matesich Distribution Co.; Curtis McGuire, owner, Redleg’s Lumper Service Inc.; Dwight Smith, president, Sophisticated Systems Inc.; and Robert Vennemeyer, CEO, Design Group Inc.

Michael E. Flowers, partner of Bricker & Eckler LLP, has been elected chair of the business law section of the American Bar Association. As chair, Flowers will implement three new initiatives for the section, including a business law ambassadors program, a career forum and an electronic resume bank and job posting service.

Rogers Drew has been appointed international tax partner in the Columbus office of PricewaterhouseCoopers LLP.

Samuel S. Stallworth Jr., vice president and general manager of WSYX-TV, has been elected a national vice president of the voluntary leadership of Muscular Dystrophy Association. The association’s vice presidents provide counsel in their areas of expertise and assist through advocacy and support of its programs.

David A. Diamond has been promoted from vice president to senior vice president-corporate controller at Nationwide. Before joining Nationwide in 1988 as director of financial projects, Diamond was senior manager at Ernst & Young.

JoAnna W. Cooke has been named vice president of marketing for the United Way following 10 years of volunteer involvement with the organization. Prior to joining United Way, Cooke spent three years with Bank One Corp. as vice president of strategic marketing for its Finance One Corp. and vice president of marketing development for Banc One Credit Card Services Co.

Gerbig, Snell/Weisheimer & Associates Inc. has named Neal Gearinger vice president/account director. Gearinger, formerly the director of managed care marketing, neuroscience and infectious disease with Bristol-Myers Squibb, will be responsible for all aspects of a number of the agency’s pharmaceutical accounts.

Alan Silow, former director of marketing and public relations for the Santa Fe Chamber Music Festival in New Mexico, has been appointed executive director of ProMusica Chamber Orchestra.

Paul A. Gydosh Jr., a Columbus-based certified financial planner, has been named to Worth Magazine’s annual list of the top 250 financial advisors in the nation. Gydosh is a financial planner with the Steinhaus Financial Group, an affiliate of Lincoln Financial Advisors Corp.