His Company Thrives While the Industry Falls 50%

By brent | Published: May 6, 2012

How does a company stay in the Inc. 500/5000 six consecutive years straight and win four of Music’s major awards, including a Grammy – while the industry drops in value by 50%?  Ask Frank Liwall, CEO of The Royalty Network.  Frank is a former auditor who decided to switch hats and use his experience with numbers to educate song writers.  ”My audits exposed me to numerous injustices within the music industry; I found a underserved niche market to help songwriters understand the alternatives available to them in Music Publishing.”

Frank says that the bio of Tommy James’s, former lead singer of the Shondells, helped him understand a musician’s need for his business. “His (Tommy) story typified all the reasons for starting The Royalty Network.  He signed contracts without knowing what he gave away.  It affirmed that I want to take care of my clients so they can sleep well at night.  We spend the time necessary to educate and inform artists so they can make the right decisions.”

With a thriving business that includes clients like Beyonce, Frank says he’s fortunate to have someone he greatly respects to keep him grounded.  ”My wife Kathy affirms the principles I believe in.  She keeps me grounded to keep family a priority while I work in a relentless and fast paced industry.”

Frank’s company grows while record stores continue to close.  He does it by keeping his team in sync to execute on a handful of the right priorities.  He also infuses passion into his planning. “We want to make a difference in the career of thousands of songwriters.  We’re all about career building, not career ending. We care greatly about adding value to our clients’ careers.”

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The Key to Survival in the Deep Waters of No Man’s Land

By brent | Published: April 26, 2012

John Camp, CEO of Schreder Lighting LLC, has faced what he calls the “deep waters” of No Man’s Land.  The term No Man’s Land stems from Doug Tatum’s book of the same title; the unavoidable adolescent stage of corporate growth when over 90% of companies fail because they are too big to be small and too small to be big. “You can make a lot of dumb mistakes on your way to $20 million,” John states.  ”It’s like walking in shallow water; you’re always touching bottom so you can stop and rest.  Once you hit $20 million, you’re constantly swimming in the riptide.  You’ve got to make good decisions fast. To do that, you’ve got to put the right people in the right seats.”

John described his greatest No Man’s Land challenge in more detail. “The reality that a company can outgrow it’s employees has never been so true. It’s never easy to part ways with people who helped you get off the ground, but you can’t afford to keep employees who can’t keep up with the pace of growth. Going from start up to get up mode is extremely difficult. Experienced employees who have an enterprise spririt find a way to get it done. Coaching and leading employees is challenging in No Man’s Land, but the excitement of team success is extremely gratifying.”

How does a company survive the deep waters of No Man’s Land?  John says that outside of  radical objectivity, team alignment, and a commitment to make tough decisions there’s one nonnegotiable trait he learned from his father.  ”I grew up in a blue collar family.  The word ‘quit’ was not allowed in our home.  My dad taught me that life’s going to be hard; when you’re knocked down you get up, charge back, and knock down the walls.”

In other words, you swim in the riptide.

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An Outsourcing Pioneer with 6 Global Offices

By brent | Published: April 18, 2012

How did Boris Kontsevoi grow his company into the Inc 5000, Chicagoland 50, IAOP 100, GlobalServices 100, Software 500, CRN 100, European IT Excellence, and others?   For starters, he embraced and learned from difficulties.  ”The best things are usually the hardest things,” he says.  ”For example, in 1999, the relationship with our only client at the time was broken. I had to start from scratch, but with clear understanding that we needed to diversify our client base.”

Boris started his global IT “Remote InSourcing” company called Intetics, located in Wilmette, Illinois, using his own ability to create science oriented software packages. “It was natural to offer my services on a commercial basis. To Western clients, no one needed software in Belarus at the time. Pure luck and the help of several people got me there!  We offered outsourcing services starting in 1995 when the word ‘outsourcing’ did not even exist.”

Boris’s BHAG is expansive.  ”I’d like to contribute to mobile globalization where people in different countries benefit from world wide labor markets.”  With 6 international offices and over 370 employees; servicing heavy hitters like Blackberry, Android, Oracle and Microsoft, Boris is unlikely to let future “hard things” stop him from making that Big Hairy Audacious Goal a reality.

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His Dream to Employ 1000 Passionate People by 2015

By brent | Published: April 13, 2012

Reddy Annapareddy underestimated his company’s initial projections. “Our original Business Plan forecasted $3.2 Millions in Gross Sales in 5 years.”  That was in 2006. In 2008 Pharmacare hit $50 million and he anticipates the company will breach $100 million by year end 2012.  Ernst & Young identified the former Rite Aid pharmacist as Entrepreneur of the Year in Maryland in 2010, and the awards keep coming.

But Reddy is more motivated by passion and mission than he is about revenue and awards.  ”Our charity wing, ‘Helping Hands’ is growing. We built a free Primary Care health center in my home land India, and we built a free water purification system in an Indian village.  In Baltimore, our Mobile Soup Kitchen will go live in 2012. It’s definitely part of the great things happening in our lives. Had I not opened Pharmacare in 2006, I don’t think we would be doing so many good things.”

Reddy surrounds himself with like-minded people as he expands Pharmacare’s capacity and influence.  ”Our employee force is a dedicated bunch from top to bottom,” he says. “This is a passion driven business; having passion is one thing, instilling passion into some one who doesn’t have is another thing.”  He hopes to pay the passion forward by expanding his force from 400 to 1000 by 2015.

How does Reddy combine passion, business growth and mission in a manner that would make TOMs Shoes green with envy? “I have dreams,” he asserts, “and dreams are nothing but goals with deadlines. I plan the work and work the plan.”

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Why Turn a Hobby into a Small Giant?

By brent | Published: April 10, 2012

Thirty-six years ago Jerry Metzler built furniture in the barn of his family farm.  Now he makes cabinets for Jessica Alba, Peter Jennings and the former CEO of Goldman Sachs.  In fact,  Christiana Cabinetry ships luxury cabinets to an elite group of clients domestically and around the globe.  Jerry is the CEO of a Small Giant, a term Bo Burlingham coined several years ago to describe a company that chooses to be great instead of big.  Christiana is Jerry Metzler, and he is the company.  His leadership style fits the Small Giant model and his customers, as well as his employees, love him for it.  ”I find the relationships over the years have been my greatest asset. Working with gifted designers can be a challenge at times, but earning their respect and confidence is an undescribable reward.”

Jerry’s company supports the premise that Small Giants can be highly profitable, long standing, and sustainable ventures that often impact their local community.  ”We’ve worked closely with our community to help them,” Jerry says. “For example, we purchased a neglected property when we expanded in 2003 and restored it from an eyesore to an industrial site. We strive to be good neighbors.”  I asked Jerry about Christiana’s awards.  ”I never thought it was important,” he responded.

Relationships, however are important to Jerry as they are to most Small Giants.  ”Clients are like family,” he said.  When asked about the worst thing that ever happened to his company he said, without hesitation, “9/11. Five of our clients died that day.”

Why would you choose to turn your hobby into a Small Giant, instead of growing a company to scale?  Ask Jerry; and if you need masterful cabinetry, join his family.

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He Learned from the Best

By brent | Published: April 5, 2012

Henry Rischitelli says he learned business from the best – his own clients.  Rischitelli’s company, Next Marketing, targets the Fortune 1000.  His clients include GM, AF, Metro VCS, Community Coffee, and Mircrosoft among others.  He also learned from his father, an entrepreneur who made big money in the 70s but lost it it when interest rates skyrocketed.  Henry watched his dad struggle, and, as a result committed to avoid debt and watch margins.  He was savvy enough to inhibit his company’s growth so that Next Marketing could grow in the recession.

Henry chose his team carefully. “I’ve got to have people around me who are smarter than I am. I’m loyal to them and they’re loyal to me back.”  But he also believes that a company’s culture must transition from loyalty to performance in order to scale.

Henry’s home run is to double Next Marketing’s revenues in the next few years.  To do that he’ll continue to watch his clients in action. “It’s been great to see them at work,” he states. “They’re dynamic individuals who are successful for a reason. You’ve got to stay up with them and ahead of them to negotiate with them.”  It sounds like Henry is smart enough to walk in the right footsteps.

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40,000 Agents Trained

By brent | Published: April 1, 2012

Alex Charfen is the poster child for Napoleon Hill’s book, Think and Grow Rich.  ”I’ve read the book at least 30 times,” Alex says. “It’s got to be the most owned book that nobody has ever read.”  Alex resonated with Hill’s teaching that includes building a plan around a burning desire and surrounding yourself with the right people.  He kept that mindset despite failure early in his career. “My wife Cadey and I found early success during the South Florida real estate boom—me as a mortgage broker and she as a top-producing Realtor. We also held a large and highly leveraged portfolio of investment properties. However, when the market crashed, both our businesses and investments took a dive … sending us into bankruptcy.”

After losing everything, Alex and Cadey regrouped and looked for the next opportunity.  They decided not only to create a new business, but to do it debt-free and with the goal of helping others find success in their business and personal lives.  They found their fastball in the strike zone of Real Estate education with The Charfen Institute.  ”With the market shift, we knew there would be a tremendous demand for trained real estate agents who could assist distressed homeowners. In January 2008, we launched the Distressed Property Institute and what would become the industry’s ‘gold standard’ in short sale training – the Certified Distressed Property Expert® (CDPE) Designation. With almost 40,000 agents trained, CDPE has become the fastest-growing independent designation in the history of real estate.”

Alex was also serious about helping others improve their personal lives, starting with his own 85 employees.  In addition to placing #21 on the Inc. 500 in 2011, and #1 on the Fast 50 The Charfen Institute was also recognized last year in the Best Places to Work, Top Workplaces and Healthiest Employers.  Alex, leading by example, received the award for Austin’s Fittest CEO of 2011.

Alex continues to follow Napoleon Hill’s advice and stays committed to his burning desire.  ”I’m not a serial entrepreneur. A serial entrepreneur is someone who won’t see things through.  I didn’t invite my divorce attorney to the alter when I started this business.” Who knows what Alex will do if he continues to read Hill’s book.  Regardless, he’ll probably need a new copy.  ”I’ve probably got the most marked up copy in existence.”

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The Trusted Advisors of Distribution

By brent | Published: March 29, 2012

Tim and Arthur Barrett are doing everything they can to move up the ladder, from distributor to Trusted Advisor.  Tim, CEO, and Arthur, President, are the leaders of Barrett Distribution Centers, a third generation family owned business.  They’re very different; Tim is the sales guy and Arthur, the operations expert, but they have great mutual respect.  ”We’re on the same page with big decisions,” Tim says. “We trust each other’s judgement and always come away with an agreement.”

Barrett’s third generation leadership is not only aligned, it’s aggressive. “Our BHAG is to become the number one third-party logistics company for our target market.  We want to reach $200 million in sales.”  Tim says they’ll hit that mark by distributing virtually all consumer products and building on their core business, e-commerce.

While many family businesses struggle with in-fighting and mismanagement, Tim and Arthur seem like they’ve just hit their inter-generational stride.  The Boston Business Journal recently recognized Barrett Distribution Centers as The Family Business of the Year. The brothers employ over 200 people and take pride in promoting hourly team members to positions of leadership. And, as previously noted, they want to become more to their clients.  ”We want to focus on our customers, what they like and don’t like.” To hear Tim describe it, you’d think the Barrett Trusted Advisors want to treat their clients like “family”.

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1,000,000 Bucket List Experiences by 2021

By brent | Published: March 26, 2012

Adam Daily jumped in with both feet when he saw an unusual opportunity almost a decade ago. “I competed in the Olympic Trials in 2000. A couple years later, as a former athlete, I was offered tickets to the next Summer Games in Athens. I bought them, not knowing if I’d sell them, be competing or go myself. My wife and I move to Greece where we helped a few hundred athletes and their families with tickets/hotels, etc. for the Olympic Games. We made the decision in an effort to live in Greece for a year, but not with the idea of sustaining a long term business.”

Adam’s business not only went long term, it joined the Inc. 500, the SDBJ list of Fastest Growing Companies, and has been identified by MSN as one its Best Places to Work.  Ludus Sports is now the Official Hospitality Provider for over 20 different Olympic Federations, including USA Volleyball, USA Track & Field and USRowing.

Adam couldn’t be happier. “It’s an amazing benefit being able to attend the world’s best events; and have that be ‘work’. I’ve sat at the Olympic Games, the BCS College Football Game, the World Cup and seen Lance Armstrong sail down the Champs-Élysées in Paris wearing the yellow jersey. This is part of my job.”

Adam and his team wants to expand their offering beyond sports to “bucket list” experiences of all kinds; and his BHAG is cool.  ”We want to touch 1,000,000 people with once in a lifetime trips by 2021.”

Adam takes pride in his role as entrepreneur and innovator.  ”You can’t wait for the divine sign to come”, he says. “You’ve got to have the confidence to invite the right people into your dream.”

Twenty-three have responded thus far to Adam’s invitation, and it seems many more will receive the call.  Who wouldn’t jump in, with both feet?

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ROI in Your Pajamas

By brent | Published: March 22, 2012

There’s a reason Jmîchaeĺe Keller’s company, Meeting Matrix, won the 2011 Alfred P. Sloan award for Business Excellence in Workplace Flexibility.  The former Marriott executive has built one of the most innovative work environments in corporate America.  He refers to his culture as Triad Chaos, where tribes of three make decisions and every associate becomes an entrepreneur. The org chart, he says, “…looks like a ball of yarn.”

Aggressive goals are set and tasks are identified, but how and where the tribes execute is entirely up to them. It’s the antithesis of micro management; like Zappos on steroids.  ”The focus is on product, not on money.  It really works, and it’s really profitable.”

Jmîchaeĺe is contagiously passionate.  He inspires with a verbal picture of his ventures, then follows with a clear vision of his philosophy’s potential impact on business. He also describes several devastating hardships that eventually made him stronger, including the murder of his business partner and best friend, Jerry Fischer, which after ten years still brings tears.

Jmîchaeĺe is convinced his corporate culture and management model will be the blueprint for companies far into the future.  ”The best way to get employees focused, is to let them focus themselves. There’s often more ROI in your pajamas than at the office.”

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