Tag Archives: March – April 2011

Transitional Leaders 2011

A Transformational Leader’s Personal Values Can Help Or Damage A Company

In Their Image

A transformational leader’s personal values can help or damage a company

Management experts have identified a concept known as transformational leadership as one important factor in motivating employees. Transformational leaders have a vision for their organizations and they express that vision passionately to their followers. They encourage their followers to forego self-interest for the sake of the larger group, whether it is a work team or the entire company.

But a study of corporate leaders in China found that transformational leadership may not be enough if a key ingredient is missing: a CEO who holds the right internal values.

Mid-level managers are likely to rally around their company only if their CEO truly values the interests of the organization and is not motivated primarily by self-interest, according to the study by Arizona State University’s W. P. Carey School of Business Management Professor Anne S. Tsui, Ping Ping Fu of the Chinese University of Hong Kong, Jun Liu of Renmin University of China, and Lan Li of Chinese Entrepreneur Survey System.

“People can see your values based on your actions, your behaviors, your words, how you make decisions, and what decisions you make,” Tsui said. “In other words, you really can’t hide your values from other people.”

Measuring values and commitment

Using both face-to-face interviews and self-administered surveys, Tsui and her colleagues examined the external leadership behaviors and internal values of CEOs at 42 companies in China. The researchers also surveyed middle managers in those companies to gauge their attitudes, and especially commitment, toward the firms. Some 605 middle managers and 177 higher level managers, as well as all 42 CEOs of the firms, were included in the study, which took five years to complete.

In companies in which chief executives with transformational leadership behaviors valued above all the interests of the company and people — both inside and out — middle managers demonstrated strong commitment to the companies and said they were unlikely to look for jobs elsewhere. But where transformational CEOs placed the highest values on personal fulfillment, the middle managers below them were less committed to the firm and more likely to seek positions outside the company.

“When a company loses talented middle managers, it will eventually have consequences in terms of company performance,” Tsui said. “Most of the work is done by middle managers.”

The findings of the project were published recently in an article entitled “Pursuit of Whose Happiness? Executive Leaders’ Transformational Behaviors and Personal Values,” in the June 2010 issue of the journal Administrative Science Quarterly, published by Cornell University’s Johnson School.

CEO values and the financial crisis

The notion of transformational leadership — the ability to motivate followers and enhance their morale and performance for the good of an organization — has become an important concept in the social sciences in recent decades. Introduced by the political scientist James MacGregor Burns in 1978, the concept of transformational leadership has been applied and expanded upon by scholars in management science and organizational psychology.

The concept has taken on new significance in the United States since the global financial crisis exposed weaknesses in corporate leadership. Critics have complained that one factor in the crisis may have been that the leaders of certain financial firms — some of them highly transformational in their leadership approach — were looking primarily to enrich themselves.

China was chosen for this study, in part, because there is a strong expectation in Chinese culture that leaders will be oriented toward the interests of the group, the researchers state in the journal article. The values behind transformational leaders

By questioning high-level officials in the companies, the researchers determined that the CEOs included in the study had demonstrated transformational leadership behavior. The researchers next wanted to discover whether the internal values of the executives supported their transformational leadership behaviors.

The researchers measured the values of the executives in two different ways. First, the CEOs were given stacks of cards, each of which had written on it statements representing certain values. The CEOs were told to sort the cards in order of importance.

The second method involved lengthy, far-ranging interviews in which the executives discussed their jobs, their backgrounds, the purpose of their leadership and important goals in life. Words used by the CEOs that indicate values were coded, allowing the investigators to categorize CEOs by their values.

Some CEOs talked about the importance of the company as their highest value, while others discussed personal happiness or the well-being of their families.

Tsui said there are more CEOs with other-oriented values than CEOs with self-interested values.

“We also must point out that no one has pure type of values,” she said. “Everybody has a little bit of both. It’s a matter of proportion.”

The study also suggests that the values of top executives should be considered when they are being hired or promoted.

“Do we really want those who are going after the shareholder value only (which also enriches the executives’ own pockets),” Tsui said, “or do we want someone who can have a broader perspective of the value of the firm to society, which involves caring for others’ happiness?”

A version of this article first appeared on Knowledge@W. P. Carey, an online resource from Arizona State University’s W.P. Carey School of Business that offers the latest business insights, information and research from a variety of sources. To read more, visit knowledge.wpcarey.asu.edu.

Arizona Business Magazine Mar/Apr 2011

Photo: Flickr, norwhicnuts

New Forms Of Communication Causing Generation Gap

Social Media Gap

New forms of communication are causing a generation gap in the workplace — but who’s really at a disadvantage?

Look around your workplace. Chances are you’re seeing younger and more employees on Facebook, Twitter, iPhone and Android apps, and hundreds of other social media applications and platforms. The prolific little snippets of social interaction have spread like wildfire.

To the younger generation, they blur the line between personal interaction and a professional business tool. The Old Guard still often sees them as noise compared to established traditional channels of business communications. Both generations often wonder how the other gets anything done.

The work force 10 years ago was dominated by personal relationships, marketing savvy and big personalities. The phone, e-mail, cocktails and personal meetings dominated the corporate environment. The traditional work force relied heavily on building long-lasting relationships. It was not uncommon for deals to be forged over golf games and wine tastings. Access to key players was controlled by “gate keepers” who kept people’s time at a premium. Employees worked harder on fewer relationships with higher returns. Patience was a virtue and personal networks were closely guarded. This made the world harder to operate in, but also kept the noise down.

From the perspective of the social media savvy work force, tools such as Twitter and Facebook allow them to reach people more quickly and on a broader scale. As both producers and consumers of small bite-sized pieces of information, the younger generation views it as a time saver all around. They say, “Twitter is great. I can get hundreds of followers and talk to them all at once.”

If only a few of them engage it’s a win because so little time went into the relationship. For the more advanced social media users, the medium can be used to boil down complex human interaction into simple metrics. Suddenly, interacting with 500 people on Facebook becomes a game of which word in a sentence sells more product. This drive toward obtaining results immediately fits perfectly with the behavior of social media, as well as the millennial generation’s mind set.

The question isn’t about how well employees will communicate with each other across the gap, but rather, how they will communicate with customers. Companies looking to bring in social media talent must first learn if the consumer they are serving is ready for that type of engagement. A traditional work force will have a difficult time communicating with social media consumers. The solution here is simple: Hire a younger, more Twitter and Facebook happy employee. The Old Guard then assumes a more managerial role. Minor training will be required to bridge the intra-office political gap, but at least the consumer is being served.

If the company is serving a traditional consumer through a younger work force heavily engaged in social media, there may be a significant impact to the bottom line. It’s usually impossible to retrain consumers, and very hard to undo the customer interaction expectations social media has set for many younger employees. Given characteristics of the millennial generation, training social media employees to use traditional means may also be next to impossible. With a significant supply of traditional employees still on the market, companies will probably end up matching their employee base to their consumer base through hiring practices.

Employees have the option to transition from traditional to social media communicators. Traditional employees have the advantage of growing up in a world that did not know social media; that world will never completely go away. Social media can be learned at a fundamental level fairly easily. However, younger employees have grown up with social media. They’ve learned to use it in many creative ways and can ride the wave of social innovation with little effort. The new generation will, however, have to rely on the Old Guard to pass down hard lessons learned in the traditional space.

So what does social media mean for employees in the future? Based on trends, it will probably be a requirement soon. The world is embracing social media, and the medium is just in its infancy. As new tools to manage and control social media emerge, it will become more complex and essential to both office politics and customer interaction.

Everyone graduating today is steeped in social media and only a few years away from key workplace positions. The Old Guard will transition to areas requiring less and less social media and then fade from the workplace, leaving behind only a handful of the most effective old school communications techniques. By then, it may not matter; social interaction is evolving so quickly the social media we know today will be old school in the very near future.

Paul Kenjora is founder and CTO of Arkayne Inc. Arkayne helps marketers improve online sales conversion. Kenjora can be reached at pkenjora@arkayne.com.

Arizona Business Magazine Mar/Apr 2011

Arizona Business Magazine’s Top Lawyers List

AB’s Top Lawyers List was compiled via a survey sent out to law firms throughout the Valley with strong practice areas affecting the business community. The firms were asked to pick their top attorneys in each category as determined by AB. All firms that responded to the survey are represented in this online directory.

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Alternative Dispute Resolution Intellectual Property
Banking International Trade and Finance Law
Bankruptcy Labor and Employment
Commercial Litigation Mediation
Construction Product Liability
Corporate Public Finance
Employee Benefits Real Estate
Environmental Tax
Franchise Trusts and Estates
Health Care White-Collar Criminal Defense
Immigration Workers’ Compensation
Information Technology




Ballard Spahr

Brian Schulman

Bryan Cave

J. Alex Grimsley

Davis Miles

Mark E. Lassiter

Gregory L. Miles

Dioguardi Flynn

Mark Dioguardi

John P. Flynn

DLA Piper

Mark A. Nadeau

Cynthia A. Ricketts

Kate Frenzinger   

Engelman Berger

David Wm. Engelman

Steven N. Berger

Fennemore Craig

Kenneth J. Sherk

Galbut & Galbut

Martin R. Galbut

Keith R. Galbut

Gammage & Burnham

Michael R. King

Richard K. Mahrle

Greenberg Traurig

John Alan Doran

John F. Lomax Jr.

Robert A. Mandel

Gust Rosenfeld

John L. Hay

Richard B. Hood

Craig A. McCarthy

Jennings, Strouss & Salmon

Gerald “Buzz” Alston

Douglas G. Zimmerman

Lewis and Roca

Rich Goldsmith

Mariscal, Weeks, McIntyre & Friedlander

Richard A. Friedlander

Gary L. Birnbaum
Managing Director

Osborn Maledon

Colin Campbell

Perkins Coie

Michael Berman

Paul Eckstein

Phil Higdon

Polsinelli Shughart

Brian Michael Goodwin

Quarles & Brady

Charlie Herf

Ryley Carlock & Applewhite

Christian Beams

Sacks Tierney

David C. Tierney

Sharon B. Shively

Sanders & Parks

Garrick L. Gallagher
Senior Shareholder

Sherman & Howard

Gregory W. Falls

Snell & Wilmer

John J. Bouma

Paul J. Giancola

Squire, Sanders & Dempsey

George Brandon

Brian A. Cabianca

Brian M. McQuaid

Don Wall

Tiffany & Bosco

Robert A. Royal

Robert V. Kerrick

James P. O’Sullivan


Bryan Cave

Robert Miller

Quinn Wheeler

Buchalter Nemer

Donna Y. Ong

William J. Gelm

Davis Miles

Mark E. Lassiter

Gregory L. Miles

Dioguardi Flynn

Mark Dioguardi

Engelman Berger

David Wm. Engelman

Scott B. Cohen

Galbut & Galbut

Keith R. Galbut

Charles J. Morrow

Gammage & Burnham

Kevin R. Merritt

Randall S. Dalton

Jeffrey J. Miller

Kevin J. Blakley

Jonathan A. Bennett
602- 256-0566

Greenberg Traurig

Jeffrey H. Verbin
Managing Shareholder

Gil Rudolph

Kevin J. Morris

Karl A. Freeburg

Gust Rosenfeld

Steven K. Rendell

Madeleine C. Wanslee

Thomas E. Halter

Jennings, Strouss & Salmon

Richard Lieberman

Michael J. Farrell

Robert J. Novak

Todd B. Tuggle

Lewis and Roca

Scott DeWald

Brett Gardner

Richard Goldsmith

Quarles & Brady

Peter Terry

Jim Morrow

Scott Berg

Matt Mehr

Rose Law Group

Kelley Gorry

Michael Smalley

Ryley Carlock & Applewhite

Michael Ripp

Jim O’Neil

Alex Zolfaghari

Sacks Tierney

Stephen Aron Benson

Shannon M. Mason

Stephen A. Lenn

Sherman & Howard

Gregory W. Falls

Azim Q Hameed

John M. Randolph

Snell & Wilmer

Craig K. Williams

David A. Sprentall

Squire, Sanders & Dempsey

Timothy Moser

Brianna Anderson

Stinson Morrison Hecker

Jeffrey A. Ekbom

Tiffany & Bosco

Michael A. Bosco

Mark S. Bosco

Funding Startup Companies Jumpstart Economy

Funding Startup Companies Can Help Get the Economy Moving Again

Wanted: More Jobs

I don’t have a fancy degree from an Ivy League school, and I’m not formally trained in economics. So you won’t see me on the President’s economic advisory team, or lecturing on the philosophical differences between the Keynesian and Austrian economic theories.

Instead, I grew up watching my father start a manufacturing firm and build it into a successful, multimillion-dollar business. I followed in those footsteps by helping two technology startups grow from infancy to a spot on the Inc. 500 list and eventually sell for more than $100 million.

What I’ve learned through these experiences is that innovative startups are the engine of the American economy. Startups breathe life into slow growth industries (think Starbucks, Crocs and Netflix). Startups create new products and new markets (think salesforce.com, Google and Twitter). And startups solve complex scientific and engineering challenges to create life-changing products (think Intel, Amgen and TiVo).

Naturally, as innovative startups grow they create jobs — and lots of them. An eye-opening study by the Kauffman Foundation brings that into sharp focus. The study showed that startups are responsible for all net job growth in the U.S. since 1977.

Think about that for a minute. In aggregate, older more established firms do not create jobs (at least not in the U.S.). Job growth at one company is matched or exceeded by a decline at another. In essence individual companies are trading market share, but the market itself is growing slowly or not at all. When you add in technological advances to improve employee productivity, outsourcing to offshore locations, or simply eliminating positions to meet a lower level of demand, it is not surprising that established firms do not drive job growth.

Not all startups are equal

Any entrepreneur with the guts to launch a new startup deserves enormous respect, but not all startups are created equal when it comes to job creation. Startups in slow-growth markets such as restaurants, retail and other consumer services suffer from the same challenges as more established firms. Namely, a new growth company takes market share from an established player, so any new jobs created are eventually met with job cuts at other companies.

Similarly, startups in cyclical industries such as transportation, hotels, construction, real estate, etc., will not create sustained job growth. In good economic times, these companies will boom — and just as quickly go bust when the economic winds change.

While there are exceptions to these broad generalizations (note Starbucks and Crocs), sustainable job growth usually comes from scalable, innovative startups. These are the startups that venture capitalists and angel investors target. And these are the startups that will create new markets and lead the U.S. out of this economic slowdown.

Angel and venture capital investing

The startups noted earlier all share one common trait: they were funded by angel and/or venture capital. It is safe to say that without that capital, these companies would not have reached their respective heights.

Venture capital (VC) as a distinct asset class has existed since the ’60s, reaching its high point during the dot-com boom of the late ’90s and early 20000s. With such a long history, venture capital remains a relatively small segment of the capital markets. According to a report by HIS Global Insight, in 2009, new venture investments totaled $18 billion. Since 1970, only $474 billion has been invested in 27,000-plus companies. By comparison:

    The U.S. Treasury Department will issue more than $1.1 trillion in debt this year to cover the budget deficit.

    The junk bond market is greater than $600 billion in size.

    The wars in Iraq and Afghanistan cost more than $170 billion in 2010 alone.

But venture-backed companies have an outsized impact on GDP and employment. VC-backed companies produced more than $2.9 trillion in revenue in 2009, representing more than 21 percent of total U.S. gross domestic product. More importantly, 12.1 million people are employed at venture-backed companies, representing more than 11 percent of total private sector employment.

These numbers clearly show that innovative startups create economic growth and sustainable employment.

An alternative plan

That’s why I get viscerally angry watching the economic ignorance of our federal and state governments. Politicians pay lip service to wanting to create jobs, then spend tax dollars on big corporate giveaways, old industry subsidies, and pet projects that have little impact on actual job growth.

And when our government finally recognizes the need to create jobs and support small businesses, they create programs that will do neither.

A simple (and most likely profitable) plan that will have a fast and tangible impact on jobs is to create a federal “matching fund” for any angel group or venture capital firm to access. The matching fund would automatically invest a matching amount in any innovative startup that receives investment from the VC/angel group. Funds should be made available only for seed and early-stage investments. Extra incentives should be given to promote investment in regions of the country with low levels of VC investment and/or high levels of unemployment.

Under this plan, capital will be invested in companies with the highest potential for job and economic growth, and the fund will most likely turn a profit when all is said and done.

But don’t hold your breath waiting for innovative economic solutions to materialize in Washington. Instead, allocate some of your portfolio to angel/venture investing, then find a local angel group and get involved. You will be rewarded by working with some of the best and brightest entrepreneurs, while helping get the American economy growing again. And with any luck, you will make some money along the way.

best of the best 2011, AZ Business Magazine Mar/Apr 2011

Best of the Best Awards 2011: Health Care

Winner: St. Joseph’s Hospital & Medical Center

St. Joseph's Hospital, AZ Business Magazine Mar/Apr 2011 St. Joseph’s Hospital and Medical Center is a not-for-profit hospital that has evolved over the last 115 years to become a destination hospital for the most complex medical cases from throughout the United States and around the world. The hospital provides a wide range of health, social, and support services, with special advocacy for the poor and underserved. It also is nationally recognized for quality tertiary care, medical education and research. St. Joseph’s includes Barrow Neurological Institute, the Heart & Lung Institute and a Level 1 Trauma Center. U.S. News & World Report routinely ranks St. Joseph’s among the nation’s top 10 best hospitals for neurology and neurosurgery.
Year Est: 1895
Principal(s): Linda Hunt
Physicians: 1,277
St. Joseph's Hospital Logo, AZ Business Magazine Mar/Apr 2011 350 W. Thomas Rd.
Phoenix, AZ 85013

Finalist: Delta Dental of Arizona

Delta Dental, AZ Business Magazine Mar/Apr 2011

For more than 39 years, Delta Dental of Arizona has been delivering quality dental insurance to Arizona residents. As a leading dental insurance provider, it is always looking for new and innovative ways to promote oral health and wellness by offering affordable dental plans throughout the community. Delta’s individual dental plan is tailored to meet the needs of uninsured and underinsured individuals and families. Its individual plan provides four different options, all with the same access to an extensive provider network of more than 3,000 dentists, servicing more than 5,700 locations. Delta is also offering DeltaVision, a fully insured group vision plan and an integral part of health care and wellness programs.

Year Est: 1972
DDS: 3,045
Principal(s): Allan Allford
Delta Dental Logo, AZ Business Magazine Mar/Apr 2011 5656 W. Talavi Blvd.
Glendale, AZ 85306
602-938-3131 www.deltadentalaz.com

Finalist: Chandler Regional Medical Center

Chandler Medical, AZ Business Magazine Mar/Apr 2011 Chandler Regional Medical Center has been an important part of the East Valley for 50 years. Since opening its doors as Chandler Community Hospital with 40 beds and 25 employees, Chandler Regional has grown to 225 beds. It continues to expand with construction plans on two major projects, adding a new patient tower and expanding the existing cardiac cath lab. The combined projects will add more than 200 jobs and over 100 new patient beds. With over 2,000 employees and a medical staff of 850 in all major specialties, Chandler Regional is part of Catholic Healthcare West (CHW), the eighth-largest health care system in the nation and the largest nonprofit health care system in the West.
Year Est: 1961
Principal(s): Patty White
Physicians: 850
Chandler Regional Logo, AZ Business Magazine Mar/Apr 2011 475 S. Dobson Rd.
Chandler, AZ 85224

Arizona Business Magazine Mar/Apr 2011

best of the best awards, AZ Business Magazine Mar/Apr 2011

Best of the Best Awards 2011: Entertainment

Winner: Donovan’s Steak & Chop House

Donovan's Steak & Chop House - AZ Business Magazine Mar/Apr 2011 Located in the heart of the Camelback Corridor, Donovan’s sets the standard of fine dining excellence. A classic steakhouse. A stylish, lively atmosphere. Cordially friendly. Donovan’s is a place where you can celebrate with friends, family and associates. Delectable market seafood is available for those non-steak moments, as well as mouth-watering steakhouse fare. A depth of wine variety has earned the prestigious Best of Award of Excellence from Wine Spectator. Uniquely designed private dining rooms that may accommodate 10-120 guests are the perfect venue for business events and personal celebrations. Donovan’s dedicated sales manager will help you plan a most memorable occasion.
Year Est: 2005
Principal(s): WND
Exec Chef: Robert Nixon
Donovan's Logo - AZ Business Magazine Mar/Apr 2011 3101 E. Camelback Rd.
Phoenix, AZ 85016

Finalist: Vincent’s on Camelback

Vincent's on Camelback - AZ Business Magazine Mar/Apr 2011 For 25 years, Vincent Guerithault has been combining his expertise in classic French cooking with Southwestern ingredients to create his signature blend of flavors. Guerithault’s career began in France. In 1976, he came to the U.S. to work at Chicago’s Le Français, and within 10 years opened his own restaurant that helped put Phoenix on the culinary map. Guerithault was the first chef ever to receive a Citation of Excellence from the International Food & Wine Society. He has received a James Beard award and the prestigious Chevalier de L’Ordre du Merite Agricole on behalf of the Republic of France.Zagat, Gourmet, Conde Nast Traveler and Travel Holiday all have lauded Guerithault and his restaurant.
Year Est: 1986
Principal(s): Vincent Guerithault
Exec Chef: Vincent Guerithault
Vincent logo - AZ Business Magazine Mar/Apr 2011 3930 E. Camelback Rd.
Phoenix, AZ 85018

Finalist: T. Cook’s at Royal Palms

T. Cooks at Royal Palms - AZ Business Magazine Mar/Apr 2011 Under the direction of Executive Chef Lee Hillson, Royal Palms offers the award-winning T. Cook’s restaurant. T. Cook’s boasts rustic and tempting menus featuring an array of artistic and intriguing dishes from the Mediterranean and exotic surrounding regions, with rotisserie specialties prepared at the restaurant’s centerpiece 1930s fireplace. Pastry creations are exquisitely prepared by a T. Cook’s Pastry Shop. T. Cook’s location in the original 1929 mansion creates a residential dining experience — comfortable yet elegant. Lending to the unique ambience and intimate surroundings, T. Cook’s Lounge, located just off the courtyard, is marked by rich cherry wood and hand-painted Italian frescos.
Year Est: 1997
Principal(s): Pete Ells
Exec Chef: Lee Hillson
T. Cook's Logo - AZ Business Magazine Mar/Apr 2011 5200 E. Camelback Rd.
Phoenix, AZ 85018

Arizona Business Magazine Mar/Apr 2011

Best of the Best Awards 2011, AZ Business Magazine Mar/Apr 2011

Best of the Best Awards 2011: Finance & Professional

Winner: National Bank of Arizona

National Bank of Arizona, AZ Business Magazine Mar/Apr 2011 Opening its doors on Nov. 26, 1984, National Bank of Arizona was founded on a mission of building local relationships and providing exceptional customer service. More than 25 years later, its approach hasn’t changed. NB|AZ still prides itself on local expertise and delivering award-winning service. It’s grown from a single branch in Tucson to more than 76 branches in 56 communities throughout the state. Part of the Zions Bancorporation family, NB|AZ provides a suite of products and services tailored for its clients’ personal lives, businesses, specialty markets and wealth management. This comprehensive approach to banking enables National Bank of Arizona to be the only bank you need. Member FDIC.
Year Est: 1984
Principal(s): John J. Gisi, Keith D. Maio
Assets: $4.8B
National Bank of Arizona Logo, AZ Business Magazine Mar/Apr 2011 6001 N. 24th St.
Phoenix, AZ 85016
602-235-6000 www.nbarizona.com

Finalist: Arizona State Credit Union

Arizona State Credit Union, AZ Business Magazine Mar/Apr 2011 Since 1951, Arizona State Credit Union has provided financial services and support to communities across Arizona. The $1.3 billion not-for-profit financial cooperative provides a full range of services to more than 130,000 current members online and through 21 branches statewide. Arizona State Credit Union offers competitive auto and home loan rates, high-yield savings accounts, affordable checking accounts, convenient online access and more. Local businesses have a wide variety of loan opportunities, working capital lines of credit and premium business checking accounts without premium fees. Arizona State Credit Union is headquartered in Phoenix.
Year Est: 1951
Principal(s): David E. Doss
Assets: $1.3B
Arizona State Credit Union Logo, AZ Business Magazine Mar/Apr 2011, Finance & Professional 2355 W. Pinnacle Peak Rd.
Phoenix, AZ 85027

Finalist: Farmers Insurance Co.

Farmers Insurance, AZ Business Magazine Mar/Apr 2011 Farmers Insurance attributes its success to its outstanding agency force and top-notch claims team. With more than 700 agents and 600 employees in the state, Farmers is an organization that believes in the future of Arizona. Farmers agents are available to provide sound personal advice to meet the individual client’s needs for auto, homeowners, life, financial services and business insurance. Farmers agents are leaders in their communities, investing in program development for local teachers and supporting family friendly initiatives. Farmers is the second-largest insurance provider in Arizona, protecting the autos, homes, businesses and lives of over 500,000 Arizona customers.
Year Est: 1928
AZ Agents: 700
Principal(s): Frank Soldano
Farmers Insurance Logo, AZ Business Magazine Mar/Apr 2011 18444 N. 25th Ave.
Phoenix, AZ 85023

Arizona Business Magazine Mar/Apr 2011

Best of the Best Awards 2011, AZ Business Magazine Mar/Apr 2011

Best of the Best Awards 2011: Manufacturing & Technology

Winner: The Go Daddy Group Inc.

Go Daddy, AZ Business Magazine Mar/Apr 2011 Go Daddy is the world’s No. 1 Web hosting provider and domain name registrar. Go Daddy has more than 4 million hosting customers and offers innovative Grid Hosting technology. Go Daddy is also one of the largest website design companies on the planet. Whether customers want to build their own site or tap the “Dream Design” team to build their website, Go Daddy makes it easy. Go Daddy CEO and Founder Bob Parsons’ philosophy is to provide quality, low-priced products and back them up with 24/7 U.S.-based customer support. It’s a formula that makes it easy and affordable to create and maintain websites. The company has more than 8.6 million customers worldwide and offers more than 56 products.

Year Est: 1997
AZ Staff: 2,700+
Principal(s): Bob Parsons

Godaddy Logo, AZ Business Magazine Mar/Apr 2011 14455 N. Hayden Rd., #219
Scottsdale, AZ 85260
480-505-8800 www.GoDaddy.com

Finalist: PING

Ping, AZ Business Magazine Mar/Apr 2011 PING designs, manufactures and markets a complete line of golf equipment, including metal woods, irons, putters and golf bags. The family-owned company was founded in 1959 in the garage of the late Karsten Solheim, a mechanical engineer with an extensive background in the aerospace and computer industries. His frustration with his putting inspired him to design his own putter, which created a “pinging” sound when striking a golf ball — a sound now synonymous with innovation, quality and service in the world of golf. The company employs 800 people in Arizona under the direction of Solheim’s youngest son, John A. Solheim. PING game-improvement products can be found in more than 70 countries.
Year Est: 1959
AZ Staff: 800
Principal(s): John A. Solheim
Ping logo, AZ Business Magazine Mar/Apr 2011 2201 W. Desert Cove Ave.
Phoenix, AZ 85029
602-687-5000 · www.ping.com

Finalist: The Boeing Company

Boeing, AZ Business Magazine Mar/Apr 2011 Doing business for nearly 30 years in Arizona, The Boeing Company in Mesa is a world leader in the development of rotorcraft technologies, producing the most advanced, multi-role helicopter, the AH-64D Apache, as well as the A160T Hummingbird unmanned rotorcraft. The site is also a Strategic Manufacturing Center producing electrical assemblies and composite parts for a wide range of Boeing products. People working at the company’s Global Strike business facility in Mesa fulfill the needs of customers in the U.S. and around the globe, pioneering development of rotorcraft technologies and platforms, such as the AH-6 Light Attack/Reconnaissance helicopter and the H-6U.
Year Est: 1981
AZ Staff: 4,700
Principal(s): Tommy Filler, acting VP, Apache & AH-6
Boeing Logo, AZ Business Magazine Mar/Apr 2011 5000 E. McDowell Rd.
Mesa, AZ 85215
480-891-3000 www.boeing.com

Arizona Business Magazine Mar/Apr 2011

Best of the Best Awards 2011, AZ Business Magazine Mar/Apr 2011

Best of the Best Awards 2011: Real Estate Residential

Winner: Rossmar & Graham

Rossmar & Graham, AZ Business Magazine Mar/Apr 2011 The HOA industry leader for more than 40 years, Rossmar & Graham is at the forefront of homeowner association management. With more than 394 communities representing 128,000 homes, it fulfills all aspects of residential community management from financial and compliance support to community services and physical maintenance. The company helps create a sense of community with the Rossmar & Graham Party Wagon and Nice Lot Letters. Its communities offer innovative services such as RossmarConnect and TechCierge. Rossmar & Graham’s customer service philosophy is exemplified in its customer care center, which provides homeowners with a 96 percent first-call resolution.
Year Est: 1968
Associations Managed: 394
Principal(s): Jim Hanley,
Jason Proudfit, Robert Felix
Rossmar & Graham Logo, Best of the Best Awards 2011, Real Estate Residential 9362 E. Raintree Dr.
Scottsdale, AZ 85260

Finalist: Fireside at Norterra by Del Webb

Fireside at Norterra by Del Webb, AZ Business Magazine Mar/Apr 2011 Known as an outdoor paradise that’s located close to town, Fireside at Norterra by Del Webb is a beautiful place to call home. Located at the base of the Phoenix Mountain Preserve, the all-ages community offers one and two-story single-family homes in a setting that balances privacy with convenience. While the setting is popular with outdoor enthusiasts, it offers great access to I-17, the Loop 101 and nearby shopping and dining. The 16,500-square-foot Norterra Center offers a rock-climbing wall, separate lap and resort style pools, tennis courts, basketball courts and an amazing fitness center. The community center also offers myriad classes and nicely appointed locker rooms and massage rooms.
Year Est: 2006
Neighborhoods/Phases: 3
Developers: Del Webb
Del Webb Logo, Best of the Best Awards 2011, Real Estate Residential 28185 N. Melvern Tr.
Phoenix, AZ 85085

Finalist: Legacy Custom Building & Remodeling
d/b/a Legacy Design Build Remodeling

Legacy Custom Building & Remodeling, AZ Business Magazine Mar/Apr 2011 Legacy Custom Building & Remodeling is an award-winning, full-service, design/build remodeling company whose projects run the gamut from bathroom renovation to whole-house remodel. Founded in 1988, Legacy has maintained a consistent track record of success for more than 20 years. Its outstanding team of highly qualified, uniquely talented professionals consists of 16 field and support personnel. As one of the most recognized remodeling companies in the country, Legacy has built a reputation based on quality and integrity. Most recently, Legacy was honored by Qualified Remodeler magazine for 2010 with four Master Design awards for outstanding remodeling projects in the Valley.
Year Est: 1988
Principal(s): Mark Olson,
Mike Daniel
Legacy Custom Building & Remodeling Logo, Best of the Best Awards 2011 7750 E. Gelding Dr., #4
Scottsdale, AZ 85260

Arizona Business Magazine Mar/Apr 2011

Best of the Best Awards 2011, AZ Business Magazine Mar/Apr 2011

Best of the Best Awards 2011: Retail

Winner: Scottsdale Fashion Square

Scottsdale Fashion Square, AZ Business Magazine Mar/Apr 2011 Scottsdale Fashion Square is the premier regional shopping center in the Southwest, attracting visitors who seek quality sophistication and selection. An unparalleled retail experience, Scottsdale Fashion Square has a unique style and atmosphere that makes it Arizona’s epicenter of elite and first-to-market brands. Comprised of more than 240 shops and restaurants, the center boasts nearly 50 stores exclusive to Arizona, including Neiman Marcus, Barneys New York, Ted Baker, Tory Burch, David Yurman, Omega and Kate Spade. Scottsdale Fashion Square also offers a multitude of dining options, including Modern Steak, Fred’s at Barneys New York, Marcella’s Italian Kitchen and more.
Year Est: 1961
Total SQFT: 1.8M
Principal(s): Westcor
Scottsdale Fashion Square Logo, Best of the Best 2011, Retail 7014 E. Camelback Rd., #590
Scottsdale, AZ 85251

Finalist: Molina Fine Jewelers

Molina Fine Jewelers, AZ Business Magazine Mar/Apr 2011 History is filled with examples of companies that have experienced incredible growth during periods of financial and economic unrest. Molina Fine Jewelers is committed to continuing its strong growth by nurturing and living the corporate values that have served Molina so well since its inception in 1987. Molina has adopted nine non-negotiable corporate values: 1) Do the right thing; 2) Help one another; 3) Deliver legendary service … the WOW Factor; 4) Produce quality always; 5) Exceed expectations … “Never Say No” attitude; 6) Embrace change; 7) Accept social responsibility; 8 ) Earn a reasonable profit; 9) Do what others are not willing to do. These values are the foundation for what Molina is and does.
Year Est: 1987
AZ Staff: 48
Principals: Al Molina, Owner;
Bryan Greenwood, COO
Molina Fine Jewelers Logo, Best of the Best 2011, Retail 3134 E. Camelback Rd.
Phoenix, AZ 85016

Finalist: Camelback Volkswagen Subaru Mazda

Camelback Volkswagen Subaru Mazda, AZ Business Magazine Mar/Apr 2011 Camelback Volkswagen Subaru and Mazda never forgets that it is all about the customer. It has imbedded this philosophy within its staff and processes. For example, its five-day “no hassle” return policy sets Camelback Volkswagen apart from other dealers. You can literally bring the car back with no questions asked. The Camelback Volkswagen team is led by Mark Exposito, who has been a part of the dealership for more than 13 years. He continues to improve the way Camelback Volkswagen does business. His goal is to develop a dealership that has customers for life and not just a single visit. With his vision, Camelback Volkswagen is confident it will thrive in this ever-changing world.
Year Est: 1989
Cars Sold: 2,376
Principal(s): Mark Exposito,
Larry Van Tuyl
Camelback Volkswagen Subaru Mazda Logo, Best of the Best 2011, Retail 1499 E. Camelback Rd.
Phoenix, AZ 85014

Arizona Business Magazine Mar/Apr 2011

Best of the Best Awards 2011, AZ Business Magazine Mar/Apr 2011

Best of the Best Awards 2011: Real Estate Commercial

Winner: CB Richard Ellis

CBRE, AZ Business Magazine Mar/Apr 2011 CB Richard Ellis has been serving clients in Arizona since 1952, growing to become a dominant player in the commercial real estate market. From landlord and tenant leasing to the acquisition and sale of all property types, the company has earned a reputation as a respected leader in the business community with its vast market knowledge and enduring culture of client service. CBRE believes that the truest measure of its success comes from providing superior service to its clients — delivered by knowledgeable, creative and tenured employees, many boasting more than 20 years in the marketplace. It is this dedication to teamwork and commitment to excellence that makes it possible to serve the diverse needs of clients.
Year Est: 1952  Brokers: 101
Craig Henig (Arizona/Phoenix),
Tim Prouty (Tucson)
CBRE logo, AZ Business Magazine Mar/Apr 2011 2415 E. Camelback Rd.
Phoenix, AZ 85016

Finalist: Ryan Companies US Inc.

Ryan Companies US, AZ Business Magazine Mar/Apr 2011

Ryan Companies US Inc. is a 73-year-old family-owned business whose reputation for building high-quality projects and positive customer experiences has earned it repeat business with customers, subcontractors and business partners. Since opening its Southwest regional office in Phoenix in 1994, Ryan has developed and constructed more than 16 million square feet of office, retail and industrial space in Arizona. Its 80 employees are committed to exceeding expectations of customers that include UniSource Energy (Tucson Gas & Electric), W.L. Gore and Associates, The Musical Instrument Museum, Target, Avnet, AT&T, Humana, US Bank, ConocoPhillips, Taser International and more.

Year Est: 1994
Principal(s): J. Strittmatter, T. Holzer, M. Ryan Carson, C. Carefoot, A. Riley, M. McGowne, S. Jordan

Ryan logo, AZ Business Magazine Mar/Apr 2011

3900 E. Camelback Rd., #100
Phoenix, AZ 85018
602-322-6100 www.ryancompanies.com

Finalist: Adolfson & Peterson Construction

Adolphson & Peterson Construction, AZ Business Magazine Mar/Apr 2011 Over the past 20 years, Adolfson & Peterson Construction (A&P) has been committed to building sustainable projects throughout the Southwest. A&P is an industry leader in delivering Leadership in Energy and Environmental Design (LEED) certified projects and high performance green buildings. Going beyond green building, A&P takes into account the purpose of the projects it undertakes, the communities impacted by its operations and A&P’s own business practices. Sustainable is much more than building green. It defines A&P’s business practices with a LEED Gold office, hybrid vehicles in the fleet, in-house carbon reduction programs, and job-site recycling on all of its projects.
Year Est: 1946
AZ Staff: 66
Principal(s): Bryan Dunn, SVP
Adolfson Logo, AZ Business Magazine Mar/Apr 2011 5002 S. Ash Ave.,
Tempe, AZ 85282

Arizona Business Magazine Mar/Apr 2011

Best of the Best Awards 2011, AZ Business Magazine Mar/Apr 2011

Best of the Best Awards 2011: Tourism

Winner: Phoenix Convention Center

Phoenix Convention Center, AZ Business Magazine Mar/Apr 2011 The Phoenix Convention Center boasts 1 million square feet of rentable meeting rooms, exhibition halls and pre-function foyer space, positioning Phoenix among the nation’s top 25 largest convention centers. On the secluded second level of the West Building is an Executive Conference Center, perfect for upscale meetings catering to smaller corporate groups. The state’s large ballroom, with 45,600 square feet, is adorned with kites “floating” in the North Ballroom ceiling, reminiscent of the desert night sky. The culinary reputation of the convention center is the talk of the Valley, with the custom menus created by Executive Chef Jesus Cibrian, inspired by his international experience and use of locally grown produce.
Year Est: 1972
Meeting SQ.FT.: 1M total rentable sq.ft.
Principal(s): John Chan
Phoenix Convention Center Logo, Best of the Best 2011, Tourism 100 N. 3rd St.
Phoenix, AZ 85004

Finalist: Loews Ventana Canyon Resort

Loews Ventana Canyon Resort, AZ Business Magazine Mar/Apr 2011 The sun rises and sets the Santa Catalina Mountains aglow. A breathtaking sunset burns orange over stunning city views just before the stars emerge to twinkle in the night. No matter how you spend your day, at Loews Ventana Canyon Resort you’ll find yourself in awe of the living desert that surrounds you. Start your day with a Sonoran Desert Ultimate Rehydration body treatment in Loews Ventana’s world-class spa, or check out a round of golf on one of two Tom Fazio-designed golf courses. Relax by the pool or explore the wonders of the Sonoran Desert on a half-mile Window Walk Nature Trail. For dinner, watch the sun set from the patio of the Flying V Bar & Grill and gaze out at the city lights.
Year Est: 1984
Rooms: 398
General Manager: Brian Johnson
Loews Ventana Canyon Resort Logo, Best of the Best 2011, Tourism 7000 N. Resort Dr.
Tucson, AZ 85750

Finalist: Four Seasons Resort Scottsdale at Troon North

Four Seasons Resort Scottsdale at Troon North, AZ Business Magazine Mar/Apr 2011 The Four Seasons Resort Scottsdale at Troon North combines scenic beauty, authentic design, a multitude of recreational amenities and superb service to create an intimate desert experience unmatched in the Southwest. Located adjacent to the renowned Weiskopf-designed courses of Troon North, and set on 40 acres of vibrant desert blooms, the resort features 210 luxurious guestrooms, including 22 suites, most of which are appointed with telescopes for stargazing, private plunge pools, kiva fireplaces and outdoor garden showers. Guests can experience a full-service spa and fitness center, golf, tennis, distinctive cuisine in the resort’s three restaurants, hiking, horseback riding and rock climbing.
Year Est: 1999
Rooms: 210
General Manager: Vince Parrotta
Four Seasons Resort Scottsdale at Troon North Logo, Best of the Best 2011, Tourism 10600 E. Crescent Moon Dr.
Scottsdale, AZ 85262

Arizona Business Magazine Mar/Apr 2011

Best of the Best Awards 2011, AZ Business Magazine Mar/Apr 2011

Best of the Best Awards 2011: Advertising, Marketing & Media

Winner: KPNX-TV, Channel 12

KPNX, AZ Business Magazine Mar/Apr 2011 12 News is Arizona’s leading source for local news on television, online with top-viewed website azcentral.com, and on-the-go with text and video available on mobile devices. With the combined resources of NBC News, The Arizona Republic and USA Today, 12 News is consistently the first choice for information whenever a major story breaks. 12 News is one of the top-performing NBC affiliates in the country, with ratings that frequently exceed the network’s national average. With a long history as the leader in innovation, 12 News was the first to deliver a local newscast in high-definition. Whenever and wherever consumers want quality news and information, 12 News is positioned to meet their needs.

Year Est: 1953
Weekly Audience: 1.1M
Principal(s): John Misner

12 News Logo,  AZ Business Magazine Mar/Apr 2011 200 E. Van Buren Ave.
Phoenix, AZ 85004

Finalist: News Talk 92.3 KTAR

KTAR, AZ Business Magazine Mar/Apr 2011 What started as one radio station 88 years ago has now evolved into one of the state’s leading media companies, delivering content to not only radios, but also cell phones and Internet browsers. KTAR’s news team is one of the largest in the state and is the winner of the coveted Edward R. Murrow Award for journalistic excellence. In the world of sports, KTAR is the play-by-play home of the state’s most popular teams. And, when it comes to on-air personalities, KTAR is the place to interact with the biggest names in news and sports talk. Also, its commitment to the community has generated more than $3 million in listener donations to Phoenix Children’s Hospital and the Southwest Autism Research and Resource Center.
Year Est: 1922
Principal(s): Scott Sutherland
KTAR News Logo, AZ Business Magazine Mar/Apr 2011 7740 N. 16th St., #200
Phoenix, AZ 85020

Finalist: The Lavidge Company

Lavidge Company, AZ Business Magazine Mar/Apr 2011 Lavidge Interactive’s roster of clients includes Massage Envy, LifeLock and Phoenix International Raceway, just to name a few. This specialized division is made up of creative strategists, marketers, software engineers and developers. Together, they work to create websites, online marketing campaigns, mobile apps, digital assets, social media strategies and more — transforming businesses that merely exist on the Web to Digital Magnets that profit on it. Also known as Internet Marketing Agency, Lavidge Interactive is a division of The Lavidge Company, an independently owned full-service advertising, interactive and public relations agency serving local, regional and national clients since 1982.
Year Est: 2006
Principal(s): Bill Lavidge
Lavidge Company Logo, AZ Business Magazine Mar/Apr 2011 2777 E. Camelback Rd., #300
Phoenix, AZ 85016

Arizona Business Magazine Mar/Apr 2011

Best of the Best Awards 2011, AZ Business Magazine Mar/Apr 2011

Best of the Best Awards 2011: Business Services

Winner: Wist Office Products

Wist Office Products, AZ Business Magazine Mar/Apr 2011 Wist Office Products is well known for award-winning service and exceptionally low prices since 1955. When choosing Wist, your business will have a partner that is committed to cost containment without sacrificing service excellence. Clients expect next-day delivery, an award-winning website, personalized service, low prices, and a local team they can count on. As the largest independent office supplier in the Southwest, you can be confident of receiving the highest overall value in products and service, while reducing costs and effectively managing your office supply spending. Wist remains committed to serving Arizona-based businesses, the local economy, and its dedicated employees!
Year Est: 1955
AZ Staff: 57
Robert Wist, Ian Wist
Wist Logo, AZ Business Magazine Mar/Apr 2011 107 W. Julie Dr.
Tempe, AZ 85283

Finalist: O’Neil Printing

ONeil Printing, AZ Business Magazine Mar/Apr 2011 O’Neil Printing, based in Phoenix, is a traditionally innovative commercial printer now in its second century of serving the Valley, as well as the national and international communities. It continues in its mission to provide unprecedented service, while crafting the highest quality print communication solutions that consistently exceed all expectations. By partnering with its clients, O’Neil persists in meeting their creative challenges by providing a full spectrum of printing solutions that encompasses digital pre-press, digital and offset printing, wide-format solutions, and complete finishing, mailing and fulfillment capabilities. O’Neil continues embracing innovation, while staying rooted in traditions.
Year Est: 1908
Locations Owned/Operated: 1
Principal(s): Tony Narducci,
Dean Toth, Melissa Cole
Oneil prints green logo,  AZ Business Magazine Mar/Apr 2011 366 N. 2nd Ave.
Phoenix, AZ 85003

Finalist: Jani-King Southwest

Jani-King, AZ Business Magazine Mar/Apr 2011 From the finest resorts to critical areas of a hospital, Jani-King performs to the highest standards and consistently delivers the results clients expect. Jani-King Southwest, a family owned and operated Arizona corporation, has been providing the “King of Clean” difference to satisfied clients throughout Arizona for more than 23 years. With regional offices in Phoenix and Tucson, Jani-King provides a full line of cleaning services tailored to each client’s needs, and is committed to cleaning for health without harming the environment in more than 1,400 client locations every night. Franchise owners provide clients with the attention to detail that only a business owner can provide. Jani-King is committed to excellence.
Year Est: 1987
Principal(s): Jo Nunn,
Julie Robinson
Jani-King logo, AZ Business Magazine Mar/Apr 2011 7250 N. 16th St., #302
Phoenix, AZ 85020

Arizona Business Magazine Mar/Apr 2011

Renegotiating Contracts Can Save Your Business

Renegotiating Contracts Can Save Your Business

Let’s Make A Deal

Certain situations necessitate the review, renegotiation or termination of a contract, especially when it means that one of the parties is in danger of bankruptcy or dissolution. Organizations have an ethical and legal obligation to notify the other party to a contract that the situation is dire long before the relationship is jeopardized by legal proceedings.

Renegotiation of a contract can preserve working relationships with open and direct communication. Both parties must ultimately agree to the renegotiation and each must be willing to modify the terms in anticipation of better days ahead.

For instance, the buyer may ask for a per unit reduction, but may be willing to guarantee a higher quantity over the life of the contract. The seller may be willing to upgrade the quality of the components for the same price if the contract is extend over a longer period. Any number of options is possible, provided both entities demonstrate genuine compassion for the well-being of the other party. Overlooking the other party’s best interest may result in a stalemate and a broken relationship, or worse, legal action.

It’s important to remember that a commitment to procure products or services by contract assumes that both parties will benefit. Failure to notify the other party of an impending issue with the terms of an existing contract can jeopardize the longevity of multiple organizations and individuals. Abrupt termination of a contract without the other party’s consent can bring serious legal ramifications and is never advisable.

To begin the renegotiation process, follow these steps:

Leaders Drive Negotiations

Top leadership in the organization must contact the other party’s leadership and request a meeting to review the terms of the contract. Delegating this responsibility to procurement or another department sends the wrong message.

Consult Legal Experts

If the contract terms and conditions are difficult to follow or there is any uncertainty, it’s wise to contact legal experts in contract negotiation and administration before beginning discussions with the other party.

Put Cards on the Table

During the meeting, leadership needs to explain its position in clear, concise and direct terms, particularly if the relationship is to continue beyond the renegotiation. Don’t appear desperate, but be clear of the potential outcome of failure to renegotiate the terms. A contracted party who is interested in retaining the relationship and has a vested interest in the outcome will listen intently.

Engage Management

Leadership also must solicit the input of organizations and departments that work with the other party. Is the relationship solid? Can it withstand a request for renegotiation? Are new sales contracts signed that would offer the other party increased purchase orders and long-term commitments, despite the renegotiation of the existing contract?

Generate Solutions

Assuming the other party is willing to review the terms of the agreement, leadership must come to the table with viable alternatives that will not automatically diminish the perceived or real value of the contract. How will both parties ultimately benefit from this renegotiation? What guarantees exist that performance will take place? What other steps has the requesting organization taken to avoid contract termination? Does good faith exist in the process? Can offering the other party a cash deposit with the new terms provide better volume pricing?

Be Patient, Forthright and Conduct Research

If the organization is evaluating purchasing options with competitors of the existing vendor, conduct research to determine the quality and value proposition of alternative vendors. Some existing vendors may be willing to meet or beat the competition to save the contract and the relationship. It may be more cost effective to buy-out the existing contract and engage another supplier than it is to renegotiate.

The anticipation of default isn’t the only time contracts should be reviewed. Contracting parties may find the need to break a contract due to an engineering reconfiguration, obsolescence or legal issue associated with the manufacture of a product, among many other scenarios.

Regardless of the reasons behind the renegotiation, it’s important to create a win-win environment with an open dialogue. Organizations that prosper together will work diligently to resolve these issues. It serves neither entity to be in breach of contract when it could have been avoided.

If the other party is unwilling to renegotiate and the only option is to buy out the remaining terms of the contract, then do it professionally and through proper legal channels. A bad reputation travels quickly across industries, and refusing to take a contract seriously can jeopardize future agreements.

Larry Ryckman - AZ Business Magazine Mar/Apr 2011

Larry Ryckman, CEO, Studio One Media And MyStudio

COMPANY: Studio One Media/MyStudio

Title:  CEO

WEB:  www.mystudio.net

Established 2008

Becoming an overnight star isn’t too farfetched these days, what with reality shows such as “American Idol” and “So You Think You Can Dance.” Getting noticed? Now that’s the tricky part.

“MyStudio offers aspiring musicians and entertainers a way to showcase their talents,” explains Larry Ryckman, CEO of Studio One Media, a diversified media and technology company that developed the MyStudio concept.

Studio One Media’s subsidiaries and divisions include MyStudio, MyStudio Audio Labs, MyStudio Music and MyStudio Management.

Studio One, whose corporate headquarters are in Hollywood and its technical and operations site in Scottsdale, has four MyStudio locations around the U.S., including one at Arizona Mills Mall in Tempe. The studios feature Hollywood-style green screen technology. The lighting is custom programmed for each virtual background, and the sound quality is derived from a specially engineered acoustic design and a proprietary audio signal sequencing process. A person can record an up to five-minute personalized video for $20.

Videos are available within minutes for viewing at MyStudio.net upon completion of the recording, and users may order a complimentary CD or DVD. Videos are protected with a privacy pass code, and the user can decide whether to make the video available to the public. Users may also create links between the MyStudio website and other social networking sites. Users may also download their videos to cell phones.

“Our goal over the next year is to be in most major cities; critical mass in the United States,” Ryckman says. “There is also inbound interest in Europe. I think we can do exceptionally well in those international markets. We see tremendous opportunity.”

Arizona Business Magazine Mar/Apr 2011

Grand Canyon - AZ Business Magazine Mar/Apr 2011

Make Arizona Your Destination To Get Away From It All

There’s No Place Like Home

Arizona has something for everyone, which is probably why most of us choose to live here: sunshine, great scenery, Western history and multiple cultures.

Our state is also a favorite destination for travelers seeking a reprieve from cold weather in the Midwest and East. It has golf and spring training baseball and some of the best resorts in the U.S. But when was the last time you made Arizona a destination for you or your family? Hopefully this will remind you of treasures in your own backyard as Arizona’s Centennial celebration draws near.

Lake Havasu City

London Bridge, Lake Havasu - AZ Business Magazine Mar/Apr 2011Try counting the number of bricks it took to reconstruct the London Bridge, which spans the Colorado River. Our London Bridge is based on the 1831 London Bridge that crossed the River Thames until it was dismantled in 1967.

The Grand Canyon

Take a trail ride on a burro to the bottom of the Grand Canyon, one of the world’s greatest natural wonders. Go out on a ledge — OK, it’s horseshoe-shaped — at the Grand Canyon Skywalk. If that makes you nervous and you prefer solid footing, take a ride on the Grand Canyon Railway.


If you have the desire to see ghosts, some are bound to be strolling down the streets of Tombstone, “The Town too Tough to Die.” They even conduct nightly ghost tours. If you’re curious about the once-flourishing mining industry in Bisbee, you can go on the Queen Mine Tour.


Prescott Rodeo, Photo: Arizona Tourism & Travel - AZ Business Magazine Mar/Apr 2011Have a cold one at an old-time saloon on Whiskey Row. If you enjoy watching rodeos, 4th of July weekend brings alive the oldest rodeo in the world during Frontier Days.

Route 66

Follow the “Mother Road” from Holbrook to Oatman or vice versa. Stop off at Meteor Crater or stand on a corner in Winslow. The Petrified Forest National Park is a sight to see as well.


See and be seen at the semi-annual Fourth Avenue Street Fair. Then there’s Mount Lemmon, a winter (skiing) and summer (cabins in Summerhaven) playground. You can also take a tour of the missions in and around the Old Pueblo. In addition, check out a part of American 20th-century history with a visit to the Titan Missile Museum. It’s the only publicly accessible Titan II missile site in the U.S. The coolest part of the museum is experiencing a simulated launch.


Sedona Fiesta del Tlaquepaque, Photo: Arizona Tourism & Travel - AZ Business Magazine Apr/Mar 2011Ski during the winter or take the Snowbowl Skyride during the summer. Jazz it up in October in Sedona at Jazz on the Rocks. You can also go for an artsy shopping trip at Tlaquepaque, or slip, slide away at Slide Rock State Park.


In the mood for wine? You don’t have to travel to Napa Valley or the vineyards of Italy and France. Just jump off I-10 south of Tucson and hit the vineyards of Elgin, Patagonia and Sonoita.

Arizona Business Magazine Mar/Apr 2011


Going To Pot – The Impact of Arizona’s New Medical Marijuana Law

Ready or not, medical marijuana will impact Arizona workplaces

While much remains uncertain regarding the implementation of the Arizona Medical Marijuana Act, there is no doubt that employers in the state need to be ready to deal with dramatic changes when the law becomes effective in April.

In an election squeaker last November, Arizona became the 15th state in the nation to allow the use of marijuana for medical purposes. Voters approved the Arizona Medical Marijuana Act, also known as Proposition 203, by a mere 4,341 votes out of the nearly 1.7 million cast.

The Arizona Department of Health Services (ADHS) is still in the midst of issuing regulations governing such diverse topics as the inventory control and security systems required of marijuana dispensaries and how many toilet facilities each must have. And by early April, ADHS will begin taking applications from qualifying patients and their caregivers. Soon thereafter, those patients and caregivers will enjoy protected status in Arizona workplaces.
Thus, by this spring, Arizona employers need to have reviewed their drug-testing and employment discrimination policies to ensure they comply with the new law.

The Law

Generally, the law permits medical marijuana cardholders, which include qualifying patients, designated caregivers and nonprofit medical marijuana dispensary agents, to possess, transport and, in some situations, cultivate an allowable amount of marijuana for medical use.

Significantly for employers, the law prohibits discrimination against all medical marijuana cardholders, including qualifying patients.

The law provides that employers may not discriminate against a person in hiring, termination or by imposing any term or condition of employment or otherwise penalizing a person because of that person’s status as a medical marijuana cardholder, unless a failure to do so would cause an employer to lose a monetary or licensing related benefit under federal law or regulations. As noted above, medical marijuana cardholders may include not only patients, but also designated caregivers and nonprofit medical marijuana dispensary agents. As a result, the law creates a new category of individuals protected from discrimination.

The law also prohibits discrimination against a registered qualifying patient based on that person’s positive test for marijuana, unless the patient was impaired by marijuana on the employer’s premises or during the hours of employment. While the law does not require an employer to permit an employee to ingest marijuana at work or to work while under the influence of marijuana, it also states that a registered qualifying patient is not considered to be under the influence of marijuana solely because that person tests positive for marijuana metabolites in an amount that is insufficient to cause impairment.

Qualifying Patients

A qualifying patient is a person who has been diagnosed by a physician as having a debilitating medical condition that results in certain symptoms such as wasting syndrome, severe and chronic pain, severe nausea, or severe and persistent muscle spasms.

For a qualifying patient to receive a registry identification card, the patient must submit written certification from his or her physician stating that, in the physician’s professional opinion, the patient is likely to receive therapeutic or palliative benefit from the medical use of marijuana.

ADHS will establish a process for issuing photo ID cards for qualified patients, designated caregivers, and authorized agents of dispensaries. The law requires ADHS to act on applications for ID cards within 10 days and to issue photo ID cards within five days after approval. Thus, employers can expect workers to begin receiving medical marijuana ID cards by mid-April, and they should be prepared to comply with the law by that date at the latest.

Zero-tolerance and pre-employment drug-testing policies likely will present the most challenges under the new law in light of the prohibition of discrimination against qualifying patients based on the presence of marijuana metabolites insufficient to cause impairment. Because there is no accepted testing standard for determining impairment due to marijuana use, this determination will by necessity be subjective.

Also, because a debilitating medical condition under the state law is likely to be a serious health condition under the federal Family Medical Leave Act, employers may have to deal with requests for leave to consume medical marijuana. Employers should consult with legal counsel to ensure their policies serve their business needs, and comply with the new law’s provisions.

[stextbox id=”grey”]Dinita L. James is a partner at Ford & Harrison, www.fordharrison.com. She specializes in employment law.[/stextbox]

Arizona Places to Visit - AZ Business Magazine March/April 2011

Arizona Places To See

Places to go 2011


1- Arizona Science Center, Phoenix

Get your hands on more than 300 different exhibits, explore the planetarium and check out the latest film on its state-of-the-art, five-story theater screen.

2- Canyon de Chelly National Monument, Chinle

Canyon de Chelly National Monument offers visitors the chance to learn about Southwestern Indian history, from the earliest basketmakers to the Navajo Indians who live and farm here. Cultural resources of Canyon de Chelly include architecture, artifacts and rock imagery.

3- Desert Botanical Garden, Phoenix

Stroll through the living museum and learn about 20,000 different plant species in Arizona. Specialized tours, events, workshops, family activities, café and gift shop are available.

4- Grand Canyon National Park

Visit one of the Seven Natural Wonders of the world. Take a trail ride by mule or the Grand Canyon Railway into the depths of the canyon. Hiking and camping are also available.

5- Hoover Dam, Nevada-Arizona border

The Bureau of Reclamation started conducting tours through the Hoover Dam in 1937. Today, close to 1 million visitors a year take the tour and millions more drive across the dam. Hoover Dam is the highest concrete dam in the U.S.

6- Kartchner Caverns State Park, Benson

Kartchner Caverns is a stunning limestone cavern system in southeastern Arizona, discovered in 1974 by two amateur cavers from Tucson. It is host to world-class cave formations considered to be the best of their kind.

7- Montezuma Castle National Monument, Camp Verde

An enduring legacy of the prehistoric Sinagua, this multi-storied, 20-room, ancient Indian cliff dwelling was built more than six centuries ago. The stone, timber and adobe dwelling is 80 percent intact, making it one of the best preserved cliff dwellings in the U.S.

8- Tucson Studios, Tucson

Old Tucson Studios is Arizona’s Hollywood in the Desert since 1939. This world-famous working film location offers fun for the whole family including guided historical set tours, live stunt shows, gunfights, and saloon musicals plus rides for the kids. While you’re here, enjoy a trail ride in the beautiful Arizona Sonora Desert.

9- Slide Rock State Park, Sedona

The park is named after the famous Slide Rock, a stretch of slippery creek bottom adjacent to the homestead. Visitors may slide down a slick, natural water chute or wade and sun along the creek.

10- Tombstone

Noted as a National Historic Landmark in 1962, this historic Wild West site is home to the stagecoach, gunfight re-enactments and Wild West legends that made Tombstone famous.

Arizona Business Magazine Mar/Apr 2011

CEO Linda Hunt - AZ Business Magazine Mar/Apr 2011

Linda Hunt, CEO, St. Joseph’s Hospital And Medical Center

CEO Series: Linda Hunt

Title: President
Company: CHW Arizona/St. Joseph’s Hospital & Medical Center

How is St. Joseph’s preparing itself to meet the changes being brought on by national health care reform and the state’s budget crisis?

We’ve been on the ground from the very beginning. Catholic Healthcare West, our parent company, has really been involved with the Obama Administration in looking at different ways to provide health care, and we know that health care has to change. The most important thing for us has been quality — providing the high quality access. We have a lot of people without care or without access to care. So when you look at how do we do that and how do we lower our cost of delivering care, those things have been driving forces for St. Joseph’s and CHW to be intimately involved in what needs to occur.
It’s a tremendous strain if we have the (state) budget cuts that are proposed. About 44 percent of our patients are AHCCCS (Arizona Health Care Cost Containment System ) patients, and this will be anywhere between $25 million to $31 million for just our organization alone that we will see decreased.
We also are part owners of Mercy Care Plan, so for us it’s a real concern. Mercy Care Plan has 386,000 lives, and about 60,000 of those lives (coverage) will be eliminated if the state budget crises and the state waiver go through.

The mass shooting that took place in Tucson really put attention on the work of Level I trauma centers, such as the one at St. Joseph’s. What message has that sent to Legislators and the community?

Tucson was a great example of why Level I trauma centers are needed. It truly is the life-saving component of life care. If we would not have had the hospital in Tucson, if we would not have had the trauma surgeons, the neurosurgeons right there ready, a number of those people would not have survived. I think Gabby Giffords can really say one day, “I owe my life to these people and to the quick response that they had.” We have very limited funding. As you know, it’s not about money coming in from the federal government or the state government for Level I. It’s really thanks to a number of our patients who have insurance and the variety of people who give to us to make sure we can continue to have the resources available to provide that kind of care.

How has St. Joseph’s evolution mirrored that of the state’s health care industry?

When the (Sisters of Mercy) got here in the 1890s, they found a very small community of people who were working here, but also many other people who had come here because they were ill. (The sisters) came here to teach, and all of a sudden they looked around and said, “My gosh, it’s not about teaching. We have to provide health care for these people. They’re dying in the streets.”

So, I feel we are the beginning of health care in this community and have continued for almost 116 years. When you look at the number of firsts that were done at St. Joseph’s, many times we brought health care and progressive health care to this community. When you look at the first residency, the first pharmacy in-house, the first NICU, the first MRI, the first CAT scan … it truly is a jewel to be treasured in this community.

Is health care a cooperative effort in the Valley?

I think we all compete. We are businesses. But I think it’s a camaraderie because we’re all about taking care of people in this community. When you look back, there are a lot of great friendships that you have with the other CEOs. And we do share. We share resources. When we get in trouble as a Level I trauma center, when we’re overwhelmed, everyone pitches in and we fan out patients. We do a number of things together. If we need equipment, we lend it to each other. So in a way we compete, but we are all here to serve this community and I think that is very important.

How does St. Joseph’s work with rural communities?

Look at Children’s Rehabilitative Services, which we have been a partner of the state with in caring for children. We have clinics all over the state. We work with the Indian communities; we work with Flagstaff, Prescott; Yuma and Tucson work together with us. So right there is a perfect example of that collaboration. We have outreach clinics throughout the state, especially in the rural areas. We train residents and new physicians, which we think is a very important part of training the next generation of caregivers. We are training a lot of the physicians that will be practicing in rural Arizona and other rural areas of this country.

The Roman Catholic Diocese of Phoenix has stripped St. Joseph’s of its Catholic standing. how does that affect the average patient?

If you came into our hospital in early December and you came in today, we would look no different. The one thing we cannot do is Mass in the chapel. We still have worship services, they’re just not Catholic worship services. But we do have rosaries, we have spiritual hours, we have people who are there to allow you to pray and to provide that spiritual comfort, just as we did in the past. … We acknowledge that (Bishop Thomas J. Olmstead) has the authority to no longer designate us a Catholic hospital. We’re all very sad about that. … But we will always take care of people who are here and do what we can do to make sure they are safe, and that they receive the care that they deserve. … it came down to we had to save the life we could and we did.

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Vital Stats: Linda Hunt

  • Service Area President, Catholic Healthcare West
  • President, St. Joseph’s Hospital and Medical Center
  • Bachelor of Science in Nursing from William Carey College in Mississippi
  • Master of Science in Nursing Administration from the University of Colorado Health Sciences Center
  • Graduated from the Johnson & Johnson Fellows Program in Management at the Wharton School at the University of Pennsylvania
  • Was on the faculty at the University of Colorado Health Sciences Center and Regis University in Denver
  • Active in Greater Phoenix Leadership and the Greater Phoenix Economic Council


Arizona Business Magazine Mar/Apr 2011

Health Care Leadership Awards 2011

Health Care Leadership Awards Ceremony 2011

Congratulations to all winners and finalists of the Health Care Leadership Awards 2011!

The Health Care Leadership Awards ceremony took place March 8, 2011 at The Ritz Carlton in Phoenix, Ariz. and had quite the turnout.

Guests included those within the health care community — all committed to bringing quality health care to the Valley.

This year we had a special keynote speaker Dr. Peter Rhee, Medical Director of University Medical Center — who gave a moving presentation.

Arizona Business Magazine presented a special Award of Merit to the University Medical Center Trauma Unit for its outstanding and heroic work.


News Coverage of HCLA 2011

ABC 15


Complete Photo Album
from the 2011 Award ceremony

Congratulations to the 2011 Health Care Leadership Award Honorees and Finalists!

Community Outreach


Molly Stockley, Cancer Treatment Centers of America


Center Against Family Violence, Maricopa Integrated Health System

Jean Revard, Paradise Valley Hospital

Community Outreach winner Molly Stockley, director of marketing, Center Treatment Centers of America

Hospital Executive


David Veillette, Cancer Treatment Centers of America


Jo Adkins, West Valley Hospital

Ruth W. Brinkley, Carondelet Health Network

Hospital or Medical Center Executive winner David Veillette, president and CEO, Cancer Treatment Centers of AmericaHospital or Medical Center Executive winner David Veillette, president and CEO, Cancer Treatment Centers of America

Institution or Education


Home-Based Care Team, Cigna Medical Group


Dr. Mark Smith, Banner Health

Water Watchers Program, Phoenix Children’s Hospital

Institutional or Educational Program winner Home-Based Care Program, Cigna Medical Group

Insurance/Insurance Executive


David J. McIntyre Jr., TriWest Healthcare Alliance


Blue Cross Blue Shield of Arizona

Benton Davis, UnitedHealthcare of Arizona

Insurance/Insurance Executive winner David J. McIntyre Jr., president and CEO of TriWest Healthcare Alliance



Martha Martinez, Maricopa Integrated Health System


Nathan Lewis, Banner Health

Jean Revard, Paradise Valley Hospital

Health Care Manager winner Martha Martinez, manager of interpreters program, Maricopa Integrated Health System

Nurse or Nursing Advocate


Stacy Danahy, Laser Spine Institute


Diane Drexler, Cancer Treatment Centers of America

Virginia Prendergast, Barrow Neurological Institute

Nurse or Nursing Advocate winner Stacy Danahy, director of medical operations, Arizona, Laser Spine Institute



Dr. John Post, Maricopa Integrated Health System


Dr. Bentley Bobrow, Maricopa Integrated Health System

Dr. Andrew Garff, Paradise Valley Hospital

Physician winner Dr. John "Papa" Post, MD, medical director, McDowell Healthcare, Maricopa Integrated Health System



Dr. Eric Reiman, Banner Alzheimer’s Institute


Dr. David Adelson, Phoenix Children’s Hospital

Researcher winner Eric Reiman, MD, executive director, Banner Alzheimer's Institute



Dr. David Adelson, Phoenix Children’s Hospital


Dr. Scott Peterson, St. Joseph’s Hospital and Medical Center

Surgeon winner David Adelson, MD, FACS, FAAP, medical director, Children's Neuroscience Institute, Phoenix Children's Hospital

Special Recognitions:

Behavioral Health Care Award

Richard Clarke, Magellan Health Services of Arizona

Behavioral Health Care Award winner Richard Clarke, PH.D., chief executive officer, Magellan Health Services of Arizona

Neonatal Care Award

Dr. Cristina Carballo, Phoenix Children’s Hospital

Neonatal Care Merit Award to Cristina Carballo, MD, medical director of neuro/NICU, Phoenix Children's Hospital

Hospital & Medical Center, Merit Award

St. Joseph’s Hospital and Medical Center

St. Joseph's Hospital and Medical Center, HCLA 2010; Flickr: AzNow.Biz

Complete Photo Album
from the 2011 Award ceremony

View all of the bios in the March/April issue of Arizona Business Magazine.

ZIA Record Music Selection - Arizona Business Magazine March/April 2011

Zia Record Exchange Continues Its Success With 30th Anniversary

Maintaining a record store – and a thriving one at that — in an increasingly digital world may not seem like a feasible task. But for Zia Record Exchange, it is, and it’s even preparing for its 30th anniversary celebration with the opening of its ninth and largest Arizona location.

It all began with one record collection and a small storefront, and founder Brad Singer’s mission and vision for the business was simple: to showcase and connect with the local music scene, putting the community first. And this hasn’t changed, even after 30 years.

“What we sell is more personal in nature than other retailers,” says Brian Faber, vice president and general manager of Zia Record Exchange. “We’re actually in our communities; we do charitable things, and we test local bands. I think when we look over our history, we’ve been our best when we’ve connected with the local community.”

It’s this attitude and way of business that have kept Zia going – especially in a world where media formats change constantly and digital copies of music, movies and books have become increasingly popular.

“In the face of things we can’t control, you make sure that you find and have relationships with customers through real conversations with social media,” Faber says. “That’s the approach we’re always taking — making sure we listen to what our customers want from us so that down the road, if customers want to consume something different, I fully believe that we’ll be there to sell it new and used for them.”Zia Record Exchange Book Section - Arizona Business Magazine March/April 2011

Through surveying and listening to its customers, Zia has recently expanded its repertoire with a different form of media: a new-and-used books section, for which an overwhelming number of patrons have requested.

“If you’re changing with your customers, they’ll stay with you for a long time,” Faber says. “From a local business perspective, you can’t be afraid of change.”

Since day one, Zia has set itself apart from the rest by offering two services that have been the cornerstone of the company — used products and trades, with a “buy, sell, trade” mentality, of all media types.

“It’s been our ability to offer all forms of media that has given us our longevity,” Faber says. “It’s that ability to give people the opportunity to exchange their music that has been the core of our business.”

With Zia’s exchange program, customers can bring in items to trade for cash or credit, while also receiving points for future additional discounts – Zia’s way of thanking their customers.

“The key elements in our strategy is making sure there’s always value, the customers feel rewarded, we continue to offer products at a good price, and that they’ll keep coming back,” Faber says.

While digital copies of music, movies and books may seemingly be making physical media ownership obsolete, Faber says he believes that, in all of us, physical ownership is still important.

“Digital media is great; it’s convenient,” Faber says. “But it’s also a little more transitory; it’s not real ownership. We’ve always believed there’s always going to be a core, active, second society that still defines themselves through things they own, the things they do, experiences they have. And that’s where Zia can fit in.”

Zia Record Exchange is now Arizona and Nevada’s largest independent entertainment retailer with a total of 10 store locations — two in Las Vegas, four in Tucson, four in Phoenix, and one more on the way.

Arizona Business Magazine March/April 2011

Arizona Ambulance - AZ Business Magazine Mar/Apr 2011

Arizona’s Life-Saving Trauma Units Take Hours Of Hard Work And Planning

When Disaster Strikes

The mass shooting in Tucson on Jan. 8 that left six people dead and Rep. Gabrielle Giffords (D-Tucson) and 12 others wounded outside a Safeway grocery store dramatically demonstrated the responsiveness of our state’s emergency trauma system. The fact that Giffords and the other victims were transported within minutes to University Medical Center (UMC), one of Arizona’s eight Level I trauma centers, and other Tucson hospitals, is a testament to the importance and value of emergency preparedness.

UMC was well prepared to transition from a quiet Saturday morning with zero patients in its trauma center to a sudden influx of critically injured patients with life-threatening injuries. Open communication between first responders and the UMC trauma center was crucial and enabled the trauma team to mobilize prior to patients arriving by air and ground transport.

Thanks to effective interaction between the first responding law enforcement officers, EMS and trauma center staff, the gunshot victims were given high-level care at the scene and during transport. According to the Arizona Department of Health Services, traumatic injury is the leading cause of death for Arizonans ages one to 44. In 2009, Arizona’s Level I trauma centers treated 23,290 patients.

Arizona’s Level I trauma centers are located in Banner Good Samaritan Medical Center, Flagstaff Medical Center, John C. Lincoln North Mountain Hospital, Maricopa Medical Center, Phoenix Children’s Hospital, St. Joseph’s Hospital and Medical Center, Scottsdale Healthcare Osborn and UMC. All eight of Arizona’s designated Level I trauma centers are in populated areas, yet serve the entire state.

Medical experts often cite the importance of transporting victims of traumatic injury to a trauma center within the “golden hour,” or the first 60 minutes after an injury has been sustained, to improve their chances of survival. It is during this most critical time that a life can be saved if specialized medical care is administered.

Due to Arizona’s geographical expanse, trauma centers and first responders must work together to ensure quality care is available as quickly as possible for all residents. This does not happen by chance, and depends largely on the tremendous behind-the-scenes efforts involved in emergency preparedness planning meetings and training classes.

Level I trauma centers like UMC have earned their distinguished designation by meeting stringent requirements, including specialty physician staffing, clinical capabilities, as well as research and community education. Level I trauma centers are required to be staffed around the clock by surgeons, anesthesiologists, physician specialists and trauma nurses. Their commitment to caring extends well beyond the walls of their individual trauma centers to serve the entire state.

Laurie Liles is president and CEO of the Arizona Hospital and Healthcare
 Association, www.azhha.org.

Arizona Business Magazine Mar/Apr 2011

David Humphrey, Massage Envy - AZ Business Magazine March/April 2011

Massage Envy’s David Humphrey Talks About His First Job

David Humphrey
Title: CEO
Company: Massage Envy
First Job: Working on the farm

Describe your very first job.
Growing up, I spent my summers working on the farm with my grandparents. I loved it, but you definitely learn what hard work is … But it slowly sunk into me that it might be a good idea to study a little harder in school, so I wouldn’t have to hoe weeds out of the seed plot the rest of my life.

Describe your first job in your industry.
I entered the wellness industry through a side door; I transferred from another division into the personal care division of Philips Electronics. … I learned that the best-managed companies listen very systematically to both their employees and their customers.

What were your salaries at both of these jobs?
I don’t remember my Philips salary anymore; maybe $30,000. On the farm, the compensation plan was “all the fresh vegetables you could pick.”

Who is your biggest mentor?
Ad Veenhof, who I worked for at both Philips and Tree of Life, showed me that the key to building a truly sustainable competitive advantage is “changing the rules of the game” in your industry. I’d like to think that Massage Envy has done that.

What advice would you give to a person just entering your industry?
Listen to your customers. Wellness is no different than any other business: you’re successful when you satisfy genuine customer needs and your product or service represents a real value.

If you weren’t doing this, what would you be doing instead?
I’m afraid my dream job — playing left field for the Red Sox — is probably out of reach at this point. So I’d probably be a nature photographer. I love the Arizona landscape.

Arizona Business Magazine March/April 2011