Healthcare Services
Winner
Alaina Macia
president and CEO
MTM, Inc.
www.mtm-inc.net
Alaina Macia climbed the ladder quickly at MTM, Inc., proving that she has what it takes to build a successful and enduring business. She joined the company in 2003 as an analyst, soon transitioned to vice president of operations and assumed the role of president and CEO in 2005.
When she took her role at the top, MTM was reliant primarily on one contract.
Since that time, she has diversified the medical transportation management company into more markets as well as different services and solutions often centered on the company’s role in managing non-emergency medical transportation.
MTM is a family-owned and operated company and Macia is the daughter of the company’s founders. When she became president and CEO, Macia did not shy away from bringing change to the business. Her initial focus was on marketing, and the company embarked on a complete rebranding effort, which included a new logo, new colors and a new website.
As she looked at personnel, Macia wanted to build a capable team at the company’s headquarters that was proficient in sales and proposals. She wanted dynamic project leaders who could lead the development of infrastructure in new states or regions as the company grew.
Her focus and commitment to people has resulted in a high retention rate that has enabled her to build a very capable management team that keeps the company moving forward.
Macia views her employees as both teammates and family members. She doesn’t look strictly at the resume, but instead seeks to find someone who will fit in with the team and mesh well with the corporate culture.
That culture is open and transparent, fostering an environment of inclusiveness at MTM. Macia sends emails throughout the year to her management team asking, “If you were me, what would you do differently?
Industrial Services
Winner
Smitty Belcher
CEO
P1 Group, Inc.
www.p1group.com
Smitty Belcher did not leave much in reserve when he started P1 Group, Inc. He used his entire life savings, moved his family from Toledo, Ohio, and invested all the funds he had into the business. Belcher, a self-made entrepreneur with drive and determination running through his veins, does what it takes to get the job done and meet his goal.
P1 Group, an electrical, mechanical and service contractor, was built on the principles of honesty, integrity and delivering high-quality products and services. The professionally courteous workforce that Belcher has assembled maintains the highest level of safety protocols at all times. The five founding companies that originally made up P1 Group each brought a special expertise that now makes the company one of the most diverse and well-rounded organizations in the industry.
The growth strategy that P1 Group followed from that point forward was not an easy one. Anytime you choose to build an organization through the acquisition of other companies, it can lead to some very challenging circumstances.
Risks include cash flow, bonding, retaining employees, maintaining existing and acquired clients, and ensuring existing profitability of the company. Belcher managed this uncertainty of change through strategic planning, wise financial management and understanding the importance of hiring the best and brightest staff.
When seeking companies to acquire, Belcher’s goal was to add components or divisions that provided synergies for his current business and his customers. This strategy established a strong company built with vision and planning that expanded products and services through a deliberate process.
Belcher and his team have earned and sustained a best-in-class reputation, both externally and internally. The result of a focus on short-term success on the way to long-term prosperity is a business that has been recognized as one of Ingram’s Magazine’s best places to work.
Construction
Winner
David Payne
president
PayneCrest Electric, Inc.
www.paynecrest.com
David Payne was only 16 when he managed his first project for Payne Electric, Inc., the company his father founded in 1954. The project was a weekend shutdown to retrofit a St. Louis automotive plant. After college, at his father’s recommendation, Payne joined a Charlotte, North Carolina-based electrical contractor where he learned the value of empowering employees to make good decisions in the field.
He later returned to Payne Electric and acquired the firm with a partner in 1985. Facing a significant customer challenge, Payne’s retired father offered his son his most valuable advice: “Leadership is accepting responsibility.” Now, Payne was on his own, but he was ready.
Payne provides a highly attentive support system for employees and their families. For example, when an employee on an out-of-town project learned his wife was frantic about a burst pipe in their home, Payne arranged and paid for the repairs. This “love policy” provides generous travel allowances, charter planes and numerous touch points.
As president, Payne also takes a creative approach to his leadership on the business side. He uses rigorous evaluation tools to hire the best people. Once he believes in them, he allows them to make decisions and trusts that those decisions will be best for the business. Payne embraces labor as an equal partner and works hard to share his passion with his people. He encourages his leaders to be true role models and to work just as hard to help individuals succeed as they do on their own responsibilities.
When the 2008 recession put a hit on PayneCrest’s “bread and butter” of automotive and homebuilding work, Payne embarked on a cultural transformation. He infused talent and set a clear direction for the future. He acquired Beach Electric to serve grocery chains and helped PayneCrest bounce back with style to continue growing. The effort furthered his reputation for getting things done when it counts.
Services & Real Estate
Winner
Cris Burnam
president
StorageMart
www.storage-mart.com
David Payne was only 16 when he managed his first project for Payne Electric, Inc., the company his father founded in 1954. The project was a weekend shutdown to retrofit a St. Louis automotive plant. After college, at his father’s recommendation, Payne joined a Charlotte, North Carolina-based electrical contractor where he learned the value of empowering employees to make good decisions in the field.
He later returned to Payne Electric and acquired the firm with partner in 1985. Facing a significant customer challenge, Payne’s retired father offered his son his most valuable advice: “Leadership is accepting responsibility.” Now, Payne was on his own, but he was ready.
Payne provides a highly attentive support system for employees and their families. For example, when an employee on an out-of-town project learned his wife was frantic about a burst pipe in their home, Payne arranged and paid for the repairs. This “love policy” provides generous travel allowances, charter planes and numerous touch points.
As president, Payne also takes a creative approach to his leadership on the business side. He uses rigorous evaluation tools to hire the best people. Once he believes in them, he allows them to make decisions and trusts that those decisions will be best for the business. Payne embraces labor as an equal partner and works hard to share his passion with his people. He encourages his leaders to be true role models and to work just as hard to help individuals succeed as they do on their own responsibilities.
When the 2008 recession put a hit on PayneCrest’s “bread and butter” of automotive and homebuilding work, Payne embarked on a cultural transformation. He infused talent and set a clear direction for the future. He acquired Beach Electric to serve grocery chains and helped PayneCrest bounce back with style to continue growing. The effort furthered his reputation for getting things done when it counts.
