Skilled guidance - The · PDF fileSkilled guidance TrainerConnect helps ... not a canned presentation. ... includes Cummins, Enkei, three GE facilities, Honda, the Georgia Department

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Skilled guidanceTrainerConnect helpsworkers further abilities

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in every issue

Rex huppke column . . . . . . . . . . . . . . . . . . . . . . . .20

Around the Water Cooler . . . . . . . . . . . . . . . . . . .28

on the Move . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .30

Business Leads . . . . . . . . . . . . . . . . . . . . . . . . . . . . .34

Business indicators . . . . . . . . . . . . . . . . . . . . . . . . .38

Contents

14

on the coverCassondra Wilson, Ceo of TrainerConnectphoto by April Knox

6

FeaturesTrainerConnect . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

Taylor Bros. Construction Co. . . . . . . . . . . . . . . . . . 8

Cunningham Pattern and engineering . . . . . .14

new Cummins engines . . . . . . . . . . . . . . . . . . . . .18

Grammer industries . . . . . . . . . . . . . . . . . . . . . . . .22

Learning manners . . . . . . . . . . . . . . . . . . . . . . . . . .24

Renter nation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .26

8



Skill developersTrainerConnect instructs workers already on the jobby bArney Quick n photoS by ApriL knox

TrainerConnect seeks excellent companies to work with and then provides them the tools for staying excellent.

“A lot of companies are moving so fast, they don’t know what they don’t know,” says CEO Cassondra Wilson. “We drill down to the root cause of what they want to address, help them uncover what might be difficult to see.”

She cites globalization, rapid changes to technology and demographic trends as the main pace-setters for the business world.

“We’re seeing a mass exodus of baby boomers,” she notes. “We need to fill out the bench and create a pipeline for skills.”

TrainerConnect is a Columbus-based nationwide network of instructors in areas ranging from project management to computer skills to process standardization to leadership. Wilson listens to the clients describe their needs and then sends in the appropriate instructors based on what she gleans from the conversation.

“The instructor develops the curriculum,” she says. “It’s tailored to that client’s situation. It’s not a canned presentation.”

Wilson has cultivated relationships with many of the instructors over the course of her career at organizations such as Ivy Tech, Cummins and Estee Lauder. She found others

trainerconnect instructor pat Mcclendon demonstrates concept mapping to a team from pMG during a training session on continuous improvement and Quality tools for Lean Manufacturing.


through recruiting sites, including her own.

The Ivy Tech experience was particularly valuable, she says. She specialized in marketing and communications in the school’s Corporate College, which provides customized training and professional development to area companies. In that position, she began to hone her vision of providing both soft skills training and instruction in specific technical areas.

“We had to secure our instructors before we even finalized our business model,” she says about launching TrainerConnect. “We conducted a big recruitment campaign in 2014.”

The firm opened for business in November 2014. A

little less than two years later, its roster of clients includes Cummins, Enkei, three GE facilities, Honda, the Georgia Department of Human Services and Lucas Oil.

The instructors are independent contractors. TrainerConnect’s vetting process is rigorous and has led to a highly knowledgeable talent pool. Wilson says the company has a trainer in Arizona who helped Motorola, the pioneer in Six Sigma practices, develop that program.

Her husband, Troy, is senior vice president of marketing and communications. He built his own set of contacts through two stints in the military. He served in the Navy from 1997 to 2001 and in the Army from 2005 to 2011.

The relationship with the Georgia Department of Human Resources comes about through a Navy connection. His contact told him of the department’s need for project management training. A TrainerConnect instructor is now helping the department standardize its processes.

Deap Patel, manager of General Electric’s Louisville appliance plant, brought in TrainerConnect in late spring.

“The project was to train our tradespeople in skills such as hydraulics, pneumatics, robotics and electrical work,” he says. “Next we’re going to have their instructor provide advanced robotics training.”

He says that an employee survey conducted after the first round indicated “pretty positive feedback about TrainerConnect. I find them to be Johnny-on-the-spot people. I’m very impressed.”

Forrest Lucas, owner of Lucas Oil, had TrainerConnect conduct sessions at its bottling plant in Corydon.

“They’re doing something very important,” he says. “There are so many untrained people out there with big college bills. They can find jobs sometimes, but still need to learn basics, like getting along with other people. If you can hire somebody on the spot to provide the specific training you need without a lot of other things, and without spending a fortune, it really meets a need.”

Lucas had the chance to see Wilson’s vision in its formative stages. “She knew there was a need for this from her work at Ivy Tech. This approach just wasn’t available.”

Rick Merkel, executive vice president at Enkei America, says, “Cassondra and her firm did a wonderful job on hydraulic and electrical training programs for our maintenance people. We’ll use them again. In fact, they presented similar programs at our Jacksonville, Florida, facility.”

Marketing for TrainerConnect consists of maintaining a social media and web presence, as well as community involvement. The company is active

Troy Wilson and Cassondra Wilson, CEO of TrainerConnect.

see trAinerconnect on page 13


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Jeff Chandler, vice president of Taylor Bros. Construction Co., left, and Tom Harmon, CEO.


aylor Bros. Construction Co. enjoys a nationwide reputation among well-known retail chains not just for building new stores for them, but providing a wide array of services to existing units. The Columbus-based company has mastered the art of maintaining

an inconspicuous presence, avoiding any inconvenience to customers or staff as it makes improvements to the stores, all while meeting deadlines every time.

This aspect of the firm’s business began in 2002 with a maintenance project for the Columbus Target store, when it was in the space now occupied by a Rural King unit. Taylor Bros. management heard about plans to relocate and inquired about how to become a bidder on building the new store, which is at the intersection of Marr and National roads.

see tAyLor broS. on page 10

riGht on tArGetTaylor Bros. Construction Co. hits the mark for projects with national chains and local companies

by bArney Quick

PhoTo CouRTesy oF TAyLoR BRos. ConsTRuCTion


“We were contacted through Target headquarters in Minneapolis,” says Tom Harmon, CEO of Harmon Group, which purchased a controlling interest in Taylor Bros. in 1993. “Target’s diversity department was intrigued to find out we were a minority company. That led to a lot of trips here in which they vetted us.”

“What we didn’t realize was that they were looking at a long-term relationship,” says Jeff

Chandler, Taylor Bros. vice president of operations and co-owner. “We got a lot of good mentoring from an on-site representative. When you sign on with Target, they don’t throw you to the wolves. They strive for a win-win relationship.”

The following year, Taylor Bros. performed eight remodelings with expansions in Detroit, along with building some new stores. The company established its credentials in a number of areas, including special projects, rollouts, distribution centers, maintenance, fixtures (which mainly means shelving) and, of course, new stores.

Proving itself in fixturing allowed Taylor Bros. to have opportunities to work on City Targets. These are multilevel stores in urban areas. The first such stores were in San Francisco; Beverly Hills, California; Boston; and Portland, Oregon.

“We’re now going back to those stores to remodel,” says Chandler.

Adds Harmon, “We’ve largely become their City Target fixturing contractor.”

He explains that fixturing work requires the tradesmen involved to be aware of their surroundings: “The stores are open in most cases. You have to be sensitive to customers and the store team. It’s a very coordinated process.”

“We do a lot of cross-training,” says Chandler. “We spend a lot of

tAyLor broS. continued from page 9

Cummins Live Well Center

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dollars on having multiple superintendents with multiple skill sets.”

In some cases, there is as much as two weeks’ worth of planning that goes on at Taylor Bros. headquarters. Much of the training is done via videoconferencing. The scope of the project determines the number of employees sent to the site. In areas with a union presence, certain tradesmen are hired from unions’ local offices.

Tanya Paradise is the Taylor Bros. staff person who stays on top of the variety of state licensing and bonding criteria. In some states, the process is

quite involved and requires employees to go to that state and take a test. In others, such arrangements are simpler. A few states have no licensing requirements at all.

Deadlines are set in stone when a contractor works with Target. Harmon recounts coming upon a debris-strewn site in Sterling Heights, Michigan, and the excavation involved. The overall timeline for the project was 120 days, and “the process of figuring out the dirt took 100 days. In a situation like that, you fast-track it, run three shifts and deliver the store on time.”

see tAyLor broS. on page 12

Above left: Marissa Younger, project manager, and Alex Clotfelter, project estimator, discuss work. Above right: Office space within Taylor Bros. Top: Project managers Michael Jones, left, and Adam Cornelius look over blueprints. | photos by April Knox


Target scores its contractors rather comprehensively. It looks at every phase of the project, from bidding to preconstruction to construction, even the efficiency with which paperwork is handled. The scoring system is a scale from one to 10.

“There are multiple ways of reviewing each of them,” says Chandler. “It’s definitely made us a better contractor.”

Word got around the retail industry about Taylor Bros.’ record of excellence. The company has now become a major contractor to CVS, Starbucks, Meijer, Menards, Macy’s and T.J. Maxx.

Taylor Bros.’ first project for CVS was making 640 of its stores compliant with requirements of the Americans with Disabilities Act. Managing logistics is a key element in that kind of work, because, as Harmon says, “you’re only there for a few hours.”

Having established itself in this market, Taylor Bros. is “pretty selective now,” according to Harmon. “We add customers, but we’re strategic about it.”

Adds Chandler: “Our business plan is based on slow and steady growth. We work on a relationship with a customer while the program is still small, so we can fully understand its expectations.”

Harmon stresses that these relationships with retail chains are only one aspect of what the

company does. “We’ve recently done the Cummins Live Well facility, the new Eye Place location [in Columbus] and work for Honda,” he says. “We’ve found that having a presence in several markets takes some of the cyclicality out of our business. You can control your peaks and valleys better.”

Still, there is satisfaction in knowing that not just every construction company has name recognition throughout America for serving some of the biggest names in chain retailing in a variety of ways. And it started with one local project done well.

tAyLor broS. continued from page 11

John Eddins has been the shop manager at Taylor Bros. for the last three years. | photo by April Knox

“Our business plan is based on slow and steady growth. We work on a re-lationship with a customer while the program is still small, so we can fully understand its expectations.”

— Jeff Chandler


trAinerconnect continued from page 7

“Columbus is a great place to start this kind of company. It gives pri-ority to economic development, so there’s a lot of interest in having a top-notch workforce.”

— Cassondra Wilson

in the Columbus Area Chamber of Commerce, and Cassondra serves on the resource committee for Just Friends, an adult day care services provider in the Columbus area.

“Columbus is a great place to start this kind of company,” she says. “It gives priority to economic development, so there’s a lot of interest in having a top-notch workforce. When companies come here, they want to know if there are skill-development resources, and, of course, now there are.”

In July she was appointed to the Governor’s Commission on Minority and Women’s Business Enterprises. That body was formed in 1983 and exists to cultivate ways for such businesses to avail themselves of opportunities in the state’s procurement system. As a commission member, her responsibilities include advocating for the commission’s goals, promoting the commission in the Columbus area, ensuring that its work complies

with state and federal legislation, and overseeing a disparity study, conducted every five years, that analyzes state contracts.

Troy recounts the way the appointment came about. “We’d been verified by the state as a minority and woman-owned business, so we we’re getting a lot of emails about contracts and such. We went to a couple of meetings, and at one, Cassondra stood up and voiced some concerns. Afterward, she was approached by a commissioner who said, ‘We need someone like you on the commission.’”

While the Wilsons take deep satisfaction in meeting specific needs of companies, it is the personal development aspect of what TrainerConnect does that really motivates them.

“Our programs have positive ripple effects on people’s lives,” says Cassondra. “They can apply a lot of the skills we impart at home and in other areas. Seeing people become more effective human beings is what drives me every day.”


CASTing CAllSCunningham Pattern and Engineering molds itself to demands of industry

Cunningham Pattern and Engineering Inc. has had a presence in the Columbus business community, as well as in such industries as aerospace, auto racing and engine power systems, for half a century. The trade that the CPE team plies, pattern making, has roots going back centuries, but now involves the most modern of technologies.

In five decades, the company has amassed a storehouse of knowledge, as well as lore and legends. Generations of the area’s young people have learned skills that have led to careers by coming on board there.

The CPE story starts with Joe Cunningham, a Bloomington native who graduated from Columbus High School in 1947 and went to work at Columbus-based Engleking Patterns the following year. He became a pattern maker and then moved into sales and management.

By 1965, he was ready to take the leap into entrepreneurship.

CPE’s original location was at 712 Brown St., now the Cummins Corporate Office Building parking lot. Four years later the company moved to its present location at the intersection of Lowell Road and U.S. 31.

Cunningham’s first order of business was getting customers. In the mid-1960s, it was fairly easy.

“Every city had a foundry,” he says.Fostering relationships was key to the effort.

“We dealt with engineers,” he recalls. “A Cummins engineer I knew went to work for Caterpillar’s Lafayette plant and said, ‘I see you’re on our supplier list. I’ll be down to talk about some patterns.’”

Other customers followed, such as Dana Corp.’s truck-transmission division, as well as Patrick Racing. The latter relationship developed out of Cunningham’s passion for Indy car racing.

by bArney Quick n photoS by ApriL knox


“We used to make wheels and exhaust manifolds for Indy cars,” he says, “until they started being made in Italy and England.”

Tractors specially outfitted for tractor pulls are a staple of CPE’s work lineup. The company makes patterns and engine-block castings for contestants in this popular sport.

A pattern is a replica of an object that is going to be made in production quantities. A mold, which is also a significant portion of CPE’s work, is two solid blocks, generally made of specially formulated sand, the interiors of which are in the top and bottom shape of the object to be made. CPE’s involvement is generally at the development phase of a part or product, when prototypes are being tested and specifications modified.

Still, it’s a high-precision field in which tolerances are tight and customers are demanding. CPE is currently on track to be a tier one supplier to GE, having recently passed a rigorous audit by its quality assurance personnel.

“They wanted to see documentation for machine setup procedures, including tooling and fixtures,” explains inspector Kenny Allman. “They were also looking for leak test setup instructions. GE is very big on that.”

see cunninGhAM on page 16

Opposite page: A worker pours molten ductile iron for exhaust manifolds at the foundry of Cunningham Pattern and Engineering. Above: The foundry floor. Below: A V-8 cylinder block in production.


Along with patterns and molds, CPE has made castings from the outset. One of the buildings at the northside location served as a foundry, but eventually proved too small for the volume of work the company was doing. In 1997, CPE acquired Essex Castings, and consequently its foundry is on the city’s south side. That operation was structured as a separate company, CE Systems Inc.

The foundry is where one finds such operations as the molding line, where sand from a hopper is mixed with resin, gas-fired and electric furnaces for melting metal, the pouring area, the core-making area, and a thermal machine that burns the chemicals off the sand so it can be recycled.

“We haven’t ordered new sand in a couple of months,” says vice president Mike Miller.

It also houses a lab, where sand strength is checked and metallurgical testing is performed.

The development of the machine shop at the northside facility has led to some production work. “We used to just make raw castings,” says Cunningham. “Now we can make finished parts. Still it’s just low volume.”

CPE prides itself on being able to help customers in a bind. “We’ve been known to buy a machine for a specific job,” he says.

There are intergenerational relationships at CPE. For instance, Cunningham points out Ed Staples,

cunninGhAM continued from page 15


a key team member who has served two stints, the latest of 15 years’ duration, and says, “I learned from his dad at Engleking.”

At the foundry, there is a tradition of keeping cats around to deter mice. The former lab manager kept two and would even come out to feed them on weekends. Miller says the current feline team member has reduced rodent sightings to pretty much zero.

Cunningham has been involved in community affairs throughout his career. He was on the first iteration of the city’s economic development board and went on one of the early junkets of city officials and industry leaders to Japan. That board also hired the first economic development director, Dave Richmond. Cunningham’s participation on that board grew out of also serving on the airport board.

He remains the president of CPE but says, “Some of the younger guys are buying stock. They intend to keep it going as long as possible, but a lot of this kind of work is now being done in other countries, such as Brazil and Mexico, due to the costs of complying with regulations here.”

Still, the passion that the team members at both CPE and CE Systems clearly bring to the making of patterns, molds and castings makes it a good bet that such work will continue to be part of the Columbus economic landscape for the foreseeable future.

Opposite page top: Workers make sand molds.

Opposite page middle: Sand molds ready for use.

Opposite page bottom: Exhaust manifolds prior to grinding.

Top: Used molds.

Above: Mike Miller, left, vice president of Cunningham Pattern and Engineering, and Joe Cunningham, president.


Cummins Inc. has introduced three new engines to meet new greenhouse gas and fuel efficiency standards being implemented next year.

The new X series was launched at the Cummins’ Four Strokes of Genius event at the Transportation Research Center in Ohio, where a fleet of trucks powered by the engines were shown on a test track. The X series has three heavy-duty engine platforms, with two versions of the X15 being offered next year, followed by the X12 version in full production by 2018, company officials said.

The X15- and the X12-powered truck test runs came 85 years after company founder Clessie Cummins tested the first heavy-duty truck diesel engine in North America — the 125-hp Model H — at the Indianapolis Motor Speedway. Describing the engines as inspired by customers and their business needs, Srikanth Padmanabhan, Cummins president – Engine Business, said each of the engines is focused

on productivity, optimized for specific duty cycles and applications.

“Our latest X15 and X12 engines deliver unparalleled performance while achieving the lowest cost of operation,” Padmanabhan said. “Equally important, they are great to drive, with faster response and more braking power than ever before, and that will help fleets retain their best drivers.”

The X15 Performance Series version is configured for heavy-haul and vocational trucks with a 485 hp to 605 hp ratings range, the company said. Another version, the X15 Efficiency Series, is tailored for line-haul and regional haul applications with a 400 hp to 500 hp range. This new platform carries the best-in-class attributes of the ISX15 with the implementation of an optimized compression ratio, air handling system and cam profile to increase fuel efficiency and performance capability, the company said.

cummins rolls out 3 new enginesby JuLie MccLure n The RePuBLiC

The X15 Efficiency Series delivers class-leading fuel

economy by precisely adjusting to grade, vehicle

weight and driver input via throttle position.

The X15 Performance Series engine, for heavy-haul, vocational and

emergency vehicles.The X12 medium bore engine

has a 350- to 475-hp rangefor regional-haul,intracity delivery

and vocational trucks.


“While today’s ISX15 is a highly popular engine, we are constantly searching for ways to improve our products,” said Amy Boerger, Cummins vice president – North American Engine Business. “So we examined every critical component and system to see how it could be upgraded or improved.”

The new X15 engines incorporate trademarked features called ADEPT, SmartCoast and Predictive Cruise Control functions, to gain a further 3 percent fuel economy improvement.

Engine reliability is being validated by more than 9 million miles of real-word driving before the start of full production in January, the most extensive field-test program that the company has ever undertaken, officials said.

The X12 medium bore engine has a 350- to 475-hp range for regional-haul, intra-city delivery and vocational trucks, the company said. It is designed to meet the productivity and performance needs of the North American Class 8 truck market, consisting of commercial tractor-trailer rigs in the highest weight class, more than 33,000 pounds.

With the highest power-to-weight ratio of any engine in the 10- to 16-liter class, the X12 enables regional-haul, intra-city delivery and vocational

trucks to operate at a maximum payload with lower fuel consumption and more responsive driving than previously with an engine of this size, the company said. All three engines will be manufactured at the Cummins’ Jamestown, New York, engine plant.

Every X15 and X12 engine will be factory-ready to enable Over-the-Air engine programming and customization when connected to a telematics system. Using Cummins’ trademarked Connected Calibrations applications will allow truck fleets to improve productivity, allowing adjustments and improved cost of operations without a visit to a service department.

The company is working to improve truck uptime through the trademarked Connected Diagnostics, enabled through the engine’s Electronic Control Module and telematics system. Connected Diagnostics automatically processes fault code data, sending instant notifications from Cummins detailing probable cause and providing recommended actions.

The advice from the company may be delivered by email, app or web portal, enabling a fleet manager to make informed decisions and when to schedule a service visit for the vehicle to maximize uptime, the company said.

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As members of the baby-boom generation continue to selfishly retire, waltzing off to engage in ridiculous activities like “enjoying life” and “relaxing,” the rest of us are left with the drudgery of work and, in many

cases, a notable lack of institutional knowledge.According to the Pew Research Center, 10,000 baby

boomers are reaching age 65 each day. While it’s been on the horizon for years, the reality of the boomer brain drain is still catching companies off guard, making “knowledge transfer” the buzzword du jour.

Before veteran workers depart, it’s crucial they pass along not just a rough outline of how they do their jobs or a filing cabinet stuffed with old manuals and reports but some of the deeper knowledge gained from years of experience.

It’s something Dorothy Leonard, a professor of business administration at Harvard Business School, calls “tacit knowledge.”

“There’s a big difference between information and knowledge,” Leonard said. “Information is what you can get off of Google and what you can get from repositories. Knowledge, I would argue, is partially based on experience. So what I mean by tacit knowledge is stuff in your head that’s never been written down, never been documented. Maybe you’ve never even articulated it.”

That’s why companies often fail to retain that deeper variety of knowledge once a longtime employee retires. They don’t think to look for it, and it’s not something a person writes in his carry-over note before racing out the door for the last time.

“Experts with a large experience base have a system perspective,” Leonard said. “They can look at something and say, ‘That’s going to affect X, Y, and Z down the road.’ It could be a doctor who says, ‘This eye problem is actually linked to your immune system.’ They have a sense of what interacts with what. That comes with experience, but some of it can be passed on.”

One of the means of transferring that form of knowledge is something Leonard calls “mini experiences.” She told me about an experienced designer at a defense contractor that makes and assembles missiles who knew how important it was for design engineers to understand the assembly process.

“So this expert took (the person he was mentoring) to the end of the assembly line on the assembly floor where a technician was giving the final test,” Leonard said. “There you can see all the mistakes that can occur when you put together individually assembled components.”

It was a small mentoring moment, but “the way our brain works, we attach new experiences to something that’s already there. Now that new engineer not only has some new insights but a comprehension of the need to think about the assembly when designing. And to that experience he can attach new experiences. It creates receptors in our brain.”

Duke Energy Nuclear in North Carolina has 6,000 workers in its nuclear division, and half of them are eligible to retire in the next five years. The company assessed its knowledge transfer tools — everything from basic succession planning to mentoring — and found gaps in what workers benefited from and what was being used.

“An approach we’ve taken recently is based on the question, ‘What knowledge do you want to retain?’” said Lee Causey, a senior nuclear engineer. “How do you break it down? At the departmental level, we’ve reached out to different managers and said, ‘What are the critical skills that your team performs?’ Next you look at how many people are fully competent at that, and how many people are in development or maybe not quite there. That way you can identify gaps and address them.

“The cultural shift I see is how willing we are to identify our knowledge gaps,” Causey said. “I’m seeing more individual contributors come to their managers and say, ‘I’d like to improve my skills in this arena’ or ‘I’d like to work with this expert in our group.’ That’s a big change. We come in as total hotshots, we’ve got everything figured out. Just put me at my desk, and I’ll get everything done. It’s hard to admit that I don’t know something. But I’m seeing a shift in that among young employees.”

Another point he raised is that knowledge transfer requires study and evaluation, and a willingness to acknowledge when something isn’t working.

And you have to start making this a priority. Because once that knowledge walks out the door, it’s likely to go park itself on a beach somewhere and turn its phone off. And that puts us nonbeachgoers with our phones on at a distinct disadvantage.

BY REX HUPPKE n CHiCAgO TRiBUnE (TnS)

As boomers retire, knowledge transfer is key


WWW.COLUMBUSAREACHAMBER.COM | 812.379.4457columbuschamber

It was a day of great celebration! Local entrepreneur Tony Moravec, in partnership with Upland Brewery founder Doug Dayhoff opened Up-land Brewing Company in the now-remodeled Columbus Pump House in July. This business improves the vitality of the riverfront, creates new jobs, and improves the quality of life of this community. In August, we had another reason to celebrate. This time we paid trib-ute to the entrepreneurial spirit of Columbus at our Venture Awards. First, Steve Booher, a Columbus na-tive, discussed his fi fth start-up busi-ness at the lunch event. Smart Path Systems marries precision guidance systems to mowing equipment. This type of technology has been used in agriculture for years; his compa-ny adapts it to a new use. It’s twice as accurate at half the cost. We predict more success for Steve and his team. At this event, we also celebrated young upstarts, including Pomp and Bloom, Garb2ART Cosmetics, and YoMaMa Frozen Yogurt and More. More mature businesses were honored as well. We saluted Burt’s Pest Control, Natural Choices for Healthful Living, and Simmons Winery/450 North Brewing.

We at the Chamber get to know these business owners on a person-al level. We see the passion they possess, the risks they have taken and their commitment to serving their customers, their employees and their community. It inspires us every day.Healthy local businesses give us all more choices and make our city more vibrant. There is an easy way to support our community’s entre-preneurs. Simply, buy local. The money you spend here tends to stay here and multiply. Every time you purchase an item or a service, please vote for Columbus.

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Grammer industries hauls itself into new headquarters

left: From left: Shorty Whittington, president of grammer industries, with his father, Charles “Red” Whittington, and his son, John Whittington, vice president. Below: The exterior of the new headquarters building on the outskirts of Columbus. | photos by Mike Wolanin


by JuLie MccLure n The RePuBLiC

A tight-knit, family-owned trucking company has consolidated its business into its first company headquarters under one roof. Grammer Industries was founded in 1968 by Charles “Shorty” Whittington in Grammer, the unincorporated town in southeastern Bartholomew County.

The company debuted its new company headquarters in June with an open house in the redesigned and modernized former Kawasaki building at State Roads 46 and 7, celebrating the first time the company’s 45 employees who work at the headquarters were all in one building. Grammer Industries was previously based in four separate buildings.

The company’s signature “Wounded Warrior” and “Breast Cancer Awareness” tankers were parked in the grassy area outside the headquarters, as visitors

from around the state gathered to congratulate the Whittington family on the new headquarters.

Company President Shorty Whittington, who runs the business with his son, Vice President John Whittington, said his son had long suggested to consolidate the company into one building.

Initially, the family had decided to build a new building in Grammer. But when the former motorcycle dealership building became available last summer, they saw an opportunity and seized it. The space had an open display area in the front that could be redesigned and the necessary garage and shop areas needed for the business. It is also located on one of the busiest entry paths to Columbus on east State Road 46.

While Shorty had been reluctant to leave the town where the company was founded, his son reminded him that the company was growing and needed to find a new headquarters building that reflected its growth and progress.


The former motorcycle dealership building was completely redesigned and refurbished, with photos of tanker trucks and the history of the company as accents. The Whittingtons kept one wall of each office’s product display rack to instead show awards and photos.

The design, by Columbus architect Jeff Marshall, also includes a new company boardroom that John has nicknamed “the fishbowl” for its wide expanse of windows.

Over the years, the company has become one of the leading hazardous materials trucking firms in the United States. Grammer specializes in transporting anhydrous ammonia, liquefied petroleum gases, carbon dioxide, nitric acid and other hazardous materials and liquids, something that requires specialized equipment and technology.

In turn, that has created a culture of safety, which has become the bedrock of the company’s national reputation, the owners said.

In a hallway in the new headquarters, there are plaques recognizing 45 of the company’s drivers as Master Truck Drivers with the Indiana Motor Truck Association. The designation means the honored driver has completed more than a million miles of accident-free driving.

Safety is one of the hallmarks the company is built upon, Shorty said. The other two are family and service to the community. “If you take those and put them in a pie, you get a pretty good pie,” he said. “From 2007 to 2011, we doubled in size when the rest of the world wasn’t in very good shape.”

The company has a fleet of more than 200 specialized tankers that are dispatched out of 10 locations in Indiana, Ohio, Georgia, Alabama, North Carolina and Florida. Customers include those who produce fertilizer, food, power generation and chemical manufacturing.

Hauling hazardous materials is somewhat of a niche business, but the company has found success by partnering with or acquiring companies that need an in-house hauling firm, John said. A shift in the anhydrous ammonia business, with less importing and more domestic production, has helped grow the hauling business domestically, he said.

But no matter the expansion, Shorty said he has worked to retain the family feel for the business. And that family feel has extended to relationships with Columbus area businesses, including Cummins Inc., which recently turned to the company for a favor.

A group of Chinese Foton truck executives were touring Cummins and Columbus and asked to see a trucking company. Grammer invited the group to view their trucks, which have Cummins engines, and their operation and safety procedures.

The company already had moved to the new location, which provided another opportunity to

showcase its new company headquarters. “It was neat exposure for us,” John said of the visit.

Cummins officials, who also attended the June open house, have indicated they may bring other international tour groups by for a visit in the future, Shorty said.

Grammer Industries is also known for its community service through two of its signature tankers, one that promotes breast cancer awareness and another that supports the national Wounded Warrior program for veterans.

The tankers were collaborative efforts among Grammer Industries partners and friends, who agreed to donate to the project, including donating parts of the tanker, and Grammer then paying full price for the vehicle and donating the difference to the cause.

“They are working trailers, and they are out on the road every day,” John said. “It gives us a lot of pride when those trailers roll out. And it’s fun for the drivers who pull that trailer.”

As the company moves forward, Shorty said it will continue to invest in technology beyond what most people might think a trucking firm of Grammer’s size would have.


MbA program teaches students dining mannersby oLiviA covinGton n The RePuBLiC

In the corporate world, it’s common for employers and entrepreneurs to take clients out to dinner or to conduct interviews with potential employees over a meal. But what if keeping the client’s business depended on how well you treat the service staff? Or what if getting the job meant having better table manners than the other applicants?

According to Mary Starvaggi, an etiquette instructor, those types of situations occur all the time. To impress and retain clients, or to convince an employer to choose them for the job, Starvaggi said it is vitally important for business professionals to know how to conduct themselves properly in social situations, especially if there is food involved.

That’s why, as part of their final lesson, students graduating from IUPUC’s MBA program this summer participated in an etiquette dinner featuring Starvaggi, who walked them through real-life situations and the do’s and don’ts of fine dining.

“The way that she presented it, it was, ‘How can you make learning not so typical?’” said Sayanti

Chandhuri, who participated in the etiquette dinner. “Things were interesting and interactive.”

The most important thing to remember when dining in a business setting is that food should not be the focus, Starvaggi said. Instead, the focus should be on making a good impression on the other people around the table by making them feel comfortable while they enjoy their food. Ensuring the comfort of other diners is particularly important when you are hosting a dinner as an employer looking for a new employee or as a business owner meeting with a client, she said.

For example, when a waiter asks if anyone would like an appetizer, a client or interviewee might feel inclined to decline the offer, especially if the employer is footing the bill. In that situation, the appropriate response from the dinner guest would be a simple, “No, thank you,” the etiquette instructor said.

But as the dinner host, the polite thing to do would be to tell the client or potential employee,

Mary Starvaggi shows students from iUPUC’s MBA program how to properly fold a napkin and place it in their laps during an etiquette training session. | photo by Mike Wolanin


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“I would like you to have an appetizer, so feel free to enjoy one.” Not only will that simple comment encourage the guests to enjoy the food that is offered to them, but also will serve to put them at ease during the dinner, she said.

On the flip side, guests at a dinner, particularly job applicants, should also mind their manners as a show of respect and appreciation for the host and any other guests who might be dining with them.

For example, if a server offers food containing ingredients that a guest is allergic to, that person should simply say, “No, thank you.” Discussing food allergies would be too personal, Starvaggi said, so that sort of information should not be shared at the table. Similarly, if a guest does not like the food, the polite thing is to at least try a few bites, the etiquette expert said. Then, if the food is still unappetizing, the guest should use some common etiquette practices to give the appearance of eating the food.

For example, a soup spoon placed to the side of the bowl on a serving dish indicates to the wait staff that a person is finished eating. However, if others are eating a soup that one guest does not like, that guest should leave their spoon in the resting position in the bowl so that the waiters do not take the bowl

away before the others are finished. If that were to happen, other guests might feel as if they should stop eating or that they should eat more quickly, Starvaggi said.

She also provided a few tips and tricks to get the students through some sticky situations. One of the most common problems diners encounter is determining which bread plates and water glasses are theirs. To remedy that confusion, Starvaggi offered a simple trick.

First, diners can discreetly make the OK sign — thumb and pointer finger curled together with the three remaining fingers held straight up — with both hands while keeping their palms down. Then, they should look at the letters their hands make. The left hand will look more like a lowercase “b,” while the right hand will look more like a lowercase “d.” Thus, each diner should use the bread plate to their left and the water glass, or drink, to their right, she said.

Although she has been to several etiquette dinners in her time, Chandhuri said she had never heard that trick before and likely will not forget it anytime soon. “It sits with you when you have some kind of graphic thing attached to it,” she said.


MOUNT PLEASANT, S.C. — It’s a troublesome story playing out across America in the 10 years since the housing bubble burst in a ruinous crash: As real estate has climbed back, homeowners are thriving while renters are struggling.

For many longtime owners, times are good. They’re enjoying the benefits of growing equity and reduced mortgage payments from ultra-low rates. But for America’s growing class of renters, surging costs, stagnant pay and rising home values have made it next to impossible to save enough to buy.

The possible consequences are bleak for a nation already grappling with economic inequality: Whatever wealth most Americans possess mainly comes from home equity. An enlarged renter class means fewer Americans can build that same wealth and financial security.

Nearly two-thirds of adults still own homes. And some who rent do so by choice. Yet ownership has become a more distant dream for the many Americans who still regard it as a route to prosperity

and pride. The problem has become especially severe in areas that offer the best job prospects as well as those that have been battered by foreclosures.

“It doesn’t paint a pretty picture,” said Svenja Gudell, chief economist at Zillow, the online real estate database company. “You’re really blocking out a group of buyers from owning a home. They’re truly living paycheck to paycheck, and that does not put them into a good position to buy.”

Joe Fabie and his wife face just such a bind. They moved to Mount Pleasant, just over the bridge from historic Charleston, South Carolina, after law school. The suburb’s pastel-hued harbor vistas, tin-roofed houses and Spanish moss-adorned live oaks were enchanting.

But the rising rent on their one-bedroom apartment — more than for their three-bedroom rental in Pittsburgh — made it impossible to save enough to buy a home. With their rent going up again, the couple moved to a cheaper suburb in hopes of repaying their student debt and saving for

10 years after housing peaked, uS is more of a renter nationby JoSh boAk n AP eConoMiCs WRiTeR

Joe Fabie and his wife, Christi, pose in front of their rental home in Charleston, S.C. The Fabies left Mount Pleasant, S.C., to rent somewhere cheaper. Both have law school debt and are saving to buy a home. | AP photo


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a starter home. “The best school district is Mount Pleasant, and we would like to be there,” said Fabie. “But if you’re lucky you can get some beat-up homes for around $300,000.”

An exclusive analysis by The Associated Press of census data covering over 300 communities found that two major forces are driving a wedge between the fortunes of renters and homeowners:

— Historically low mortgage rates have enabled homeowners to refinance and shrink their monthly payments, thereby reducing a major household cost. The median annual mortgage expense for a U.S. homeowner has dropped by $1,492 since 2006.

— A combination of foreclosures and new college graduates crowding into the strongest job markets has raised demand for rentals. Renters accounted for all the 8 million-plus net households the United States added in the past decade. Home ownership has dipped to 63.5 percent, near a 48-year low.

That demand has driven up rents, which in turn have prevented or delayed people from buying first homes.

The government says if you spend more than 30 percent of your pretax pay on housing, you are “cost-burdened.” The total number of renters in that category has jumped more than 30 percent in the past decade, to 21.2 million. Half of all renters are now considered cost-burdened, compared with just 24 percent in 1960.

These trends are reflected in how and where Americans live. Suburban cul-de-sacs built for owners are now tilting toward rentals, especially in such areas as Orlando, Las Vegas and Tampa, where the bubble and crash were especially intense.

After the bust, investors bought distressed houses in these communities at sharp discounts and rented them out. Many of the new tenants belong to Generation X households — ages 35 to 51 — that began renting after the crash, according to the Harvard University Joint Center for Housing Studies.

Rents have also jumped in areas that absorbed many young, college-educated job hunters. These workers have increasingly clustered in areas, including Boston, San Diego and Washington, with abundant jobs but high housing costs. The result is delayed home ownership for a population group that historically had the means to buy.

The AP analysis also found a contrasting belt of stability across the Midwest where the housing boom and meltdown had little effect on homeownership. Rates of ownership remained relatively stable, for example, in Minneapolis, St. Louis and Kansas City, Missouri, where starter homes are comparatively affordable.

But the transformations have been vast in other areas, particularly in smaller suburbs.

Both before and during the housing boom, farmland around the country was bought cheaply and developed, a build-out that ignited homeownership. Now, in a twist, many of those cul-de-sacs are occupied by renters living in homes whose former owners lost them to foreclosure.

Elsewhere, rising prosperity is the reason why renters are stuck.

Just as the economy tanked nearly a decade ago, millennials began flooding the job market after college and graduate school.

The most educated tended to cluster in cities where jobs were still plentiful, such as Boston, San Francisco and San Diego. They now pay historically high rents, a result of too few apartments to meet demand and too few renters with enough savings to buy.

The opportunities are there for people who have money or those who are already homeowners.

Americans have refinanced $9.4 trillion of mortgage debt after the bubble burst, according to the Mortgage Bankers Association. New mortgages at under 4 percent interest have freed up thousands of dollars annually for households in several metro areas, according to Census figures.


ARounD The WATER COOlERcounty heALth depArtMent honored

Bartholomew County Health Department recently received a High Flyer Award in the adult immunization provider category from the Indiana Immunization Coalition in recognition of the local staff ’s efforts to increase awareness of the importance of flu vaccination for the public and in area schools and the importance of the pertussis vaccine for pregnant women and those caring for newborns.

chiLdren’S MuSeuM recoMMended

Kidscommons has been awarded its second TripAdvisor Certificate of Excellence, which honors hospitality excellence at establishments that achieve consistently outstanding traveler reviews on TripAdvisor. Only the top-performing 10 percent of businesses listed on TripAdvisor receive the award.

hoSpitAL receiveS AchieveMent AwArd

The American Heart Association recently gave Columbus Regional Health a Mission: Lifeline Receiving Center Gold Plus Quality Achievement Award for the treatment of patients who suffer severe heart attacks. The hospital achieved a score of 75 percent or greater on all Mission: Lifeline Receiving Center Quality Measures and at least a 75 percent achievement on door-to-device time under 120 minutes for heart attack patients transferred from other facilities.

dorA pArt oF new hoteL deALMarriott International Inc. announced plans

for its new TownePlace Suites in Jeffersonville, scheduled to open in the spring. The new, three-story, extended-stay property will be developed and

constructed by Jeffersonville’s ARC Construction and owned by Jeff Hotel Partners LLC, which is a joint venture between ARC and the Dora Hotel Co., under a license agreement with Marriott International Inc.

Dora, based in Fishers, also owns and operates Columbus’ Hotel Indigo, Comfort Inn & Suites and Charwood Suites.

credit union deeMed heALthyCentra Credit Union was recently ranked No.

16 on DepositAccounts.com’s 2016 edition of the Top 200 Healthiest Credit Unions in America. DepositAccounts.com evaluates the financial health of the more than 6,000 federally insured credit unions in the United States and grades each on a number of factors, including capitalization, deposit growth and loan to reserve ratios in order to determine a comprehensive “health score” and recognizes those that have shown exceptional fiduciary responsibility.

AccreditAtion AwArded to retireMent center

Four Seasons Retirement Center recently earned accreditation from the Continuing Care Accreditation Commission based on the facility’s financial stability, quality of care and operational excellence, on-site visits and overall quality assessments.

edwArd JoneS recoGnizedInvestors rank Edward Jones as a top full-service

investment firm in providing clarity about fees as well as unbiased and understandable advice and service for investors, according to research firm Hearts & Wallets, said 10 Edward Jones financial advisers in Columbus. The study, which ranked 24 financial firms based on more than 10 different attributes that investors deemed most important, found that Edward Jones outperformed across nearly all attributes, including the top three: “fees clear and


understandable,” “unbiased, puts my interests first,” and “explains things in understandable terms.”

Edward Jones also received high rankings for attributes specifically important to customers of full service firms including, “has made me money,” “knowledgeable, timely and tactical” investment ideas, and “well-trained staff.”

SchooL oF nurSinG recoGnized

The IU School of Nursing team at Indiana University-Purdue University Columbus has been recognized for demonstrated compliance to the structure and processes as outlined by the Society for Simulation in Healthcare, the Commission on Collegiate Nursing Education and the Indiana State Board of Nursing. In August, IUSON received site accreditation approval for the first academic sim center certified in Indiana by the Indiana State Board of Nursing and in November received SSH Provisional Accreditation site approval and was granted approval from the Commission on Collegiate Nursing Education.

ALLStAte AGency honoredThe Jerry L. Miller Agency has been designated

an Allstate Premier Agency for 2016. The designation is bestowed upon 32 percent of Allstate’s nearly 10,000 agency owners across the country and recognizes excellence in delivering an accessible, knowledgeable and personal customer experience while achieving outstanding business results.

indiAnA MoveS up in Fortune 500

Indiana gained a smidge of ground on the latest Fortune 500 list of largest U.S. companies by placing seven firms among the elite. The state’s tally was up from six in the 2015 list, as two big players vaulted back into the pack.

Indianapolis-based health insurer Anthem Inc. led the Hoosier delegation, placing 33rd on the 2016 list with $79.2 billion in revenue for its latest fiscal year. That was up a few steps from 38th in 2015.

Wal-Mart Stores Inc. again topped the Fortune 500 with $482.1 billion in revenue.

Like Anthem, the next two Indiana firms on the list rose in the rankings. Indianapolis pharmaceutical giant Eli Lilly and Co., which posted revenue of $20 billion, jumped from 151st to 141st. Columbus-based engine maker Cummins Inc. inched up from 154th to 148th after reporting $19.1 billion in revenue.

Steel Dynamics Inc. of Fort Wayne descended from 326th in 2015 to 356th this year, on revenue of $7.6 billion. Merrillville-based utility NiSource Inc. almost didn’t make the cut, falling from 418th last year to 483rd, with $5.3 billion in revenue.

Two firms leapfrogged the also-rans this year to take spots in the top 500. Warsaw-based Zimmer Biomet Holdings streaked to 431st from 555th last year. The medical device maker reported a 28.3 percent jump in revenue, with $6 billion in sales.

Indianapolis-based Simon Property Group also hopped back onto the list, rising from 529th last year to 488th on revenue of $5.3 billion. That was an 8.1 percent increase for the retail-based real estate investment trust.

AwArd For LeeS reAdy MixLees Ready Mix of North Vernon, Seymour and

Columbus recently received an award for Outstanding Achievement in Special Concrete from the Indiana Chapter of the American Concrete Institute. The award recognized the company’s work as concrete supplier for the Cummins Technology Center in Seymour, where a solid white, fluted interior concrete

see Around the wAter cooLer on page 33


Columbus Young Professionals has announced its 2016/2017 leadership team:

• President – kyle hendricks, United Way

• VP of Community Outreach – Allie castetter, Columbus Economic Development Board

• VP of Membership – ritika Shah, Reams Asset Management

• VP of Resource Management – brock biehl, Old National Bank

• VP of Marketing – katelyn phillips, Columbus Indiana Philharmonic

• VP of Events – Ashleigh Fisher, AWF Events

• Columbus Chamber Liaison – Liz worthington.

Columbus-based Centra Credit Union, one of the largest Indiana-based credit unions, announced that it named rick Silvers as CEO. Silvers most recently served as chief retail officer at Teachers Credit Union, the state’s largest by assets and members. He spent two years at Teachers and previously did stints at Fifth Third Bank and Huntington Bank. Silvers succeeds Doug Harris, who spent the last two years of his 14-year tenure at Centra as CEO. Silvers earned his MBA from the University of Indianapolis in 2005 and a bachelor’s degree from Wright State University in 1990.

Interventional cardiologist dr. evan russell of Southern Indiana Heart and Vascular has joined the active medical staff at Columbus Regional Health. He is a graduate of the University of Cincinnati College of Medicine, completed an internship and a residency in internal medicine at University Hospital’s Case Medical Center in Cleveland, and fellowships in cardiovascular disease

and interventional cardiology at St. Vincent Hospital in Indianapolis, where he was chief cardiology fellow.

Sara Jacobi, director at Blue & Co. LLC in Columbus, and phillip Jackson, a senior manager there, were recently recognized by the Indiana CPA Society for their service to their communities.

Jacobi received an Outstanding Community Service Award, which recognizes outstanding service to the society, the CPA profession and the community over a long period of time.

Jackson was recognized with the CPA Advocacy Award for his significant contributions advocating for the CPA profession through government relations.

Jennifer Lennes of Columbus recently joined LuLaRoe Clothing as a consultant. The company markets clothing for women and young girls through private pop-up boutiques and in-home shopping parties, online and on Facebook.

bill Finerty has joined Toyota Material Handling U.S.A. as vice president of sales and marketing, replacing Bob Bosworth, who will retire in early 2017. Finerty will oversee sales of Toyota forklifts at all authorized Toyota Material Handling dealerships in the U.S. and Canada. He is a graduate of Southern Illinois University, with a Bachelor of Science degree in accounting,

on The mOvE

Sara Jacobi

phillip Jackson


and Bradley University and the International Institute for Management Development, with advanced management certifications. He has three decades of industry experience.

craig kessler, chief investment officer at Kessler Investment Group of Columbus, has been named top investment manager in the 2016 Indianapolis Monthly Five Star Wealth Managers of the Year Awards and will be featured in the October issue of Indianapolis Monthly. The awards are

determined by surveying consumers, financial service professionals and Indianapolis Monthly subscribers regarding customer service, integrity, knowledge/expertise, communication, value for fee charged and other criteria.

keith Luken and nyra Miller have joined Ruoff Home Mortgage, 1160 Washington St., as senior loan officer and loan officer assistant, respectively. Luken is a graduate of Ball State University with a Bachelor of Science degree in finance and has been with MainSource Bank the past four years. Prior to that, he worked with Indiana Bank and Trust for 30 years. Miller has been employed in the mortgage industry since 1997 and also comes from MainSource Bank. Julie Schlehuser, a residential mortgage lender

with Ruoff, has been named top loan originator for the Columbus office for July. kevin Johnson was top loan originator during April. The top spot in each branch office is based on the number of closed loans.

Sara Steinrock has joined the Kessler Investment Group investment management firm as a client service officer in its Columbus office. A lifelong resident of Columbus, she earned a Bachelor of Arts at the University of Indianapolis and most recently was assistant branch manager at

MainSource Bank in downtown Columbus.

dr. Sylvester t. youlo has joined the staff of Southern Indiana Orthopedics. A fellowship-trained sports medicine surgeon, he specializes in shoulder, elbow, wrist, hip, knee and ankle injuries and conditions with a wide variety of advanced procedures and techniques. He is a graduate of Wright State University Boonshoft School of Medicine in Dayton, Ohio, completed a residency in orthopedic surgery at the University of Wisconsin Hospitals and Clinics in Madison, and underwent fellowship specialty training in sports medicine at the University of Kentucky in Lexington.

Sandra Miles, director of the Office of Student Affairs at IUPUC, has been appointed to a two-year term on the advisory board of the NASPA Center of Women, an international organization that examines the issues relevant to women in higher education and provides leadership,

scholarship, professional development and advocacy for women in student affairs as well as female students.

Amy pettit has been named vice president and chief nursing officer at Schneck Medical Center in Seymour. With more than 20 years of health care experience, she will oversee all nursing departments and patient care services and see on the Move on page 32

craig kessler

nyra Millerkeith Luken

Julie Schlehuser kevin Johnson

Sandra Miles

Amy pettit

Sara Steinrock


operations, including working with physician and hospital leaders and the nursing team to enhance clinical performance, quality, safety and the overall patient experience.

She is a graduate of IUPUI, with a Bachelor of Science degree in nursing, and of the University of Southern Indiana, with a Master of Science degree in nursing and a doctor of nursing practice.

Three employees of Jackson County Bank, will clark, chris Marks and Julie kloote, were recently promoted. Clark, a retail loan credit services officer since 2012, was promoted to assistant vice president. He is a graduate of Ashford University and has completed several training courses specific to credit administration and loan compliance during his 15-year career in the loan and banking industry.

Marks joined JCB in 2003 as assistant branch manager at Jackson Park, and after serving as information security officer since 2012, has been promoted to assistant vice president. He is a graduate of Indiana University.

Kloote has more than 19 years of banking experience, concentrated in the loan area, and has been promoted to officer. She is a graduate of Western Kentucky University and joined JCB in 2012 as a

commercial analyst. She also has completed courses specific to

credit analysis and commercial lending.

dr. Soo h. park has joined Indiana Heart Physicians, a Franciscan Physician Network practice, and will see patients in Columbus, Greensburg and Indianapolis. With more than 25 years of cardiology experience, Park is a graduate of the University of Chicago and Indiana

University School of Medicine. He completed an internship and residency in internal medicine at Overlook Hospital in New Jersey and New Jersey Medical School and completed fellowship training in cardiology at Robert Wood Johnson Medical School in New Jersey and interventional cardiology at St. Vincent’s Medical Center in New York City.

Cardiothoracic surgeons dr. Gregory dedinsky and dr. david hart have joined the medical staff at Columbus Regional Health. Dedinsky is a graduate of Creighton University in Omaha, completed a residency in general surgery and a fellowship in cardiothoracic surgery, both at Indiana University Medical Center in Indianapolis. He has 30 years of experience. Hart is a graduate of the University of Texas Medical Branch in Galveston, completed an internship and a residency in general surgery at the University of Texas Medical Branch Hospital and

fellowship training in cardiothoracic surgery at Methodist Hospital in Indianapolis. He has nine years of experience. They have joined the practice of IU Health Cardiovascular Surgeons.

Jason kain, branch manager and mortgage loan originator at Hallmark Home Mortgage, has been named the top producer in the Columbus office for July.

Area residents Michael and kim roark recently launched a new food truck

business called Kona Ice Truck in Bartholomew County, offering gourmet frozen treats on regular weekday and weekend routes.

The Roarks also book fundraising events for schools, teams and community organizations, donating a percentage of proceeds from each stop, and can be scheduled for fairs, festivals, corporate events, neighborhood socials, church events and birthday parties.

— Staff Reports

on the Move continued from page 31

david hart

Gregory dedinsky

Soo park

chris Marks

Julie kloote

will clark

Jason kain


wall was poured to match the new exterior wall of the building, using 6,000 yards of concrete poured over a 12-month period. This was the third time Lees has been honored with the award.

John Beal, marketing and sales manager at Lees Ready Mix, was recently elected to the board of directors of the Indiana Chapter of the American Concrete Institute.

SteeL pLAnt coMinG to SheLbyviLLe

Japan’s largest steel producer announced plans to open a subsidiary in Shelbyville that will build a $50 million manufacturing facility employing up to 70 workers by the end of 2021.

Tokyo-based Nippon Steel & Sumitomo Metal Corp., or NSSMC, said the new business will be called Nippon Steel & Sumikin Cold Heading Wire Indiana Inc., or NCSI.

The 150,000-square-foot facility is expected to be fully operational by spring 2018. The location is adjacent to another NSSMC operation, Indiana Precision Forge.

NCSI said it plans to begin hiring for administrative, customer service and sales positions

in January and for manufacturing positions in late 2017. The new plant will process steel wire used for fastener applications by the automotive parts industry.

In addition to the new subsidiary and Indiana Precision Forge, NSSMC operates Seymour Tubing Inc. in Seymour and IN/Tek and IN/Kote in New Carlisle.

pLAnt-MAppinG proJect ok’dThe State Budget Committee has given its

approval for Purdue University to build a high-tech, greenhouse-like facility where scientists will map plant genomes.

State Rep. Sheila Klinker, D-Lafayette, said the panel of lawmakers and others endorsed Purdue’s plans for the controlled environment phenotyping center. Phenotyping maps plant genomes for efforts to genetically tailor them with desirable genetic traits while removing undesirable characteristics.

Purdue’s director of state relations, Tony Hahn, said the $6.25 million needed to build the new 7,300-square-foot facility will come from Purdue’s capital funds, not taxpayer money.

— Staff and Wire Reports

Around the wAter cooLer continued from page 29

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1400 25Th sTCoMMeRCiAL ReMoDeL$24,000BARTh Cons sChooL CoRP/C noRTh, oWneRDRiFTWooD BuiLDeRs, ConTRACToRCoL noRTh ReMoDeL 135 sF

4821 n 150 WCoMMeRCiAL ReMoDeL$27,000CoLuMBus BAPTisT ChuRCh, oWneR/ConTRACToRCoLuMBus BAPTisT ChuRCh/RooF

762 CLiFTy LnneW CoMMeRCiAL BuiLDinG$1,200,000FReeMAn PLAnninG & DesiGn, oWneRFReeMAn ConsTRuCTion Co, ConTRACToR15,336 sF 3/sT sTATe sT APTs

755 CLiFTy LnneW CoMMeRCiAL BuiLDinG$1,750,000FReeMAn PLAnninG & DesiGn, oWneRFReeMAn ConsTRuCTion Co, ConTRACToR22,593 sF 3sT sTATe sT APTs


725 CLiFTy LnneW CoMMeRCiAL BuiLDinG$975,000FReeMAn PLAnninG & DesiGn, oWneRFReeMAn ConsTRuCTion Co, ConTRACToR12,810 sF 3sT sTATe sT APTs

692 CLiFTy Ln

315 12Th sTDeMoLiTion$0K L ZWAnZiG, oWneRRePP & MunDT inC, ConTRACToRDeMo CoM BLDG

1720 nATionAL RDneW CoMMeRCiAL BuiLDinG$2,500CiRCLe K, oWneR/ConTRACToRCiRCLe K sheD

2710 25Th sTCoMMeRCiAL ReMoDeL$350,000MCKAy MAnAGeMenT, oWneRJRF ConsTRuCTion, inC, ConTRACToRBuRGeR KinG ReMoDeL 3448 sF

1697 W DeAVeR RDCoMMeRCiAL ADDiTion$530,000BARThoLoMeW CounTy ReMC, oWneRDunLAP GeneRAL ConTRACT, ConTRACToRReMC ADDiTion

2410 siMs CTCoMMeRCiAL ReMoDeL$16,000BLooMFieLD APTs/hARRis,Ben, oWneRALPhA-oMeGA ConTRACTinG, ConTRACToRReRooF APARTMenT BLDG

360 PLAZA DRCoMMeRCiAL ReMoDeL$30,000CoLuMBus FooT AnD AnKLe, oWneRDRiFTWooD BuiLDeRs, ConTRACToRCoM ReMoDeL 400 sF CoL FooT & AnKLe

2614 eAsTBRooK PLAZACoMMeRCiAL ReMoDeL$220,000hARBoR FReiGhT TooLs, oWneRsToReCRAFTeRs, inC, ConTRACToRCoM ReMoDeL hARBoR FReiGhT

1531 13Th sTCoMMeRCiAL ReMoDeL$7,500uniTeD WAy oF BARThoLoMeW Co, oWneRG&J seRViCes, ConTRACToRCoM ReMoDeL TuRninG PoinT

3201 CenTRAL AVeCoMMeRCiAL ReMoDeL$87,571GRACe LuTheRAn, oWneRFoRCe ConsTRuCTion Co inC, ConTRACToR

BUSinESS LeADs mAY-JUnE-JUlY


neW CoMMeRCiAL BuiLDinG$1,450,000FReeMAn PLAnninG & DesiGn, oWneRFReeMAn ConsTRuCTion Co, ConTRACToR19,155 sF 3sT sTATe sT APTs



3441 LiMesTone LnCoMMeRCiAL ReMoDeL$31,000RiVeR sTone PARTneRs LLC, oWneRRiChMonD exTeRioRs, ConTRACToRReRooF APT BLDG

3442 LiMesTone LnCoMMeRCiAL ReMoDeL

3447 BLACKsTone sQCoMMeRCiAL ReMoDeL$31,000RiVeR sTone PARTneRs LLC, oWneRRiChMonD exTeRioRs, ConTRACToRReRooF APT BLDG



3450 sAnDsTone CiRCLeCoMMeRCiAL ReMoDeL$31,000RiVeR sTone PARTneRs LLC, oWneRRiChMonD exTeRioRs, ConTRACToRReRooF APT BLDG

3451 sAnDsTone CiRCLeCoMMeRCiAL ReMoDeL

$31,000RiVeR sTone PARTneRs LLC, oWneRRiChMonD exTeRioRs, ConTRACToRReRooF APT BLDG

3443 LiMesTone LnCoMMeRCiAL ReMoDeL$31,000RiVeR sTone PARTneRs LLC, oWneRRiChMonD exTeRioRs, ConTRACToRReRooF APT BLDG

3444 GeMsTone LnCoMMeRCiAL ReMoDeL$31,000RiVeR sTone PARTneRs LLC, oWneRRiChMonD exTeRioRs, ConTRACToRReRooF APT BLDG

3445 GeMsTone LnCoMMeRCiAL ReMoDeL$31,000RiVeR sTone PARTneRs LLC, oWneRRiChMonD exTeRioRs, ConTRACToRReRooF APT BLDG


The PerfectBeer For anActive Lifestyle.

The PerfectBeer For anActive Lifestyle.

see buSineSS LeAdS on page 36


$31,000RiVeR sTone PARTneRs LLC, oWneRRiChMonD exTeRioRs, ConTRACToRReRooF APT BLDG





10385 n us 31CoMMeRCiAL ReMoDeL$35,000MCKAy MAnAGeMenT, oWneRJRF ConsTRuCTion, inC, ConTRACToRBuRGeR KinG ReMoDeL 3456 sF

2400 e 17Th sTCoMMeRCiAL ReMoDeL$250,000CoLuMBus ReGionAL hosPiTAL, oWneRRePP & MunDT inC, ConTRACToRCoL ReGionAL hosPiTAL 4500 sF

3350 JonAThAn MooRe PKCoMMeRCiAL ADDiTion$86,000ConVenienCe sToRe, oWneRJiM ALLen MAinTenAnCe, ConTRACToRsToRAGe TAnKs AnD CAnoPy

500 JACKson sTCoMMeRCiAL ReMoDeL$200,000CuMMins inC, oWneRTAyLoR BRoTheRs ConsTRuCTion, ConTRACToRCuMMins ReMoDeL 2000 sF

840 s MARR RDCoMMeRCiAL ReMoDeL$7,251BeCKeR eLeCTRiC, oWneRRoyALTy CoMPAnies, ConTRACToRRooF/BeCKeR eLeCTRiC

JoLi DeVeLoPMenT, oWneR/ConTRACToR

1875 LAKeCResT DRneW 3205 sF Res/GAR$179,000BeAZeR hoMes, oWneR/ConTRACToR




5025 n 330 WneW 4695 sF Res/BsMT/GAR$364,700PRuiTT sTeVe, ConTRACToRRAPP, nAThAn, oWneR

9241 s sR 58sinGLe FAM Res neW$460,000DRees hoMes, oWneR/ConTRACToR

2065 shADoW Fox DRneW 2549 sF Res/GAR$151,000BeAZeR hoMes, oWneR/ConTRACToR

5086 sTonehAVen LnneW 4734 sF Res/BMT/GAR$400,000sPoon, JoeL, oWneR/ConTRACToR

4692 WiLLoWBRooK DRneW 1682 sF Res/GAR$80,000BeACon BuiLDeRs LLC, oWneR/ConTRACToR

4709 CLAiRMonT DRneW 2469 sF Res/GAR$100,000BeACon BuiLDeRs LLC, oWneR/ConTRACToR

8240 e 125 sneW 4157 sF Res/BMT/GAR$200,000TK ConsTRuCToRs inC, ConTRACToRFisCheR, LeVi, oWneR

10960 e 600 nneW Res 4323 sF$200,000TK ConsTRuCToRs inC, ConTRACToRPenCe, JAson, oWneR

4320 n RiVeRsiDe DRneW 10900 sF Res/BMT/GAR

2105 JonAThAn MooRe PiKeCoMMeRCiAL ReMoDeL$50,000GossiP nAiLs, oWneRhu MinG, ConTRACToRCoM ReMoDeL 1400 sF

2651 CessnA DRCoMMeRCiAL ADDiTion$480,000sCReen TeCh DesiGns/s sADDLeR, oWneRDRiFTWooD BuiLDeRs, ConTRACToRCoM ADDn sCReenTeCh 13500 sF

8251 s inTeRnATionAL DRCoMMeRCiAL ReMoDeL$76,500nTn DRiVeshAFT, oWneRDunLAP GeneRAL ConTRACT, ConTRACToRCoM ReMoDeL nTn 1200 sF

88 s 900 eCoMMeRCiAL ReMoDeL$10,000CRoWn CAsTLe ToWeR, oWneRoVeRLAnD ConTRACTinG, ConTRACToRCeLL ToWeR ReMoDeL

3660 CenTRAL AVeCoMMeRCiAL ReMoDeL$25,000PARKsiDe ReTiReMenT ResiDenCe, oWneRJRC inCoRPoRATeD, ConTRACToRRooF

1711 25Th sTDeMoLiTion$0RiCKeRs oiL CoMPAny, oWneRCAsey-BeRTRAM ConsTRuCTion, ConTRACToRDeMo CoM BLDG

6889 s inTeRnATionAL DRCoMMeRCiAL ADDiTion$1,640,000TeChToP LnP, oWneRFeRGuson ConsTRuCTion, ConTRACToRCoM ADDn TeChToP 65,489 sF

reSidentiAL buiLdinG perMitS1562 CAnyon oAK LnneW 8298 sF Res/BMT/GAR$360,000DRees hoMes, oWneR/ConTRACToR

2136 CReeK BAnK DRneW 2915 sF Res/GAR$167,800BeAZeR hoMes, oWneR/ConTRACToR

2556 DAFFoDiL CT eneW Res$200,000

buSineSS LeAdS continued from page 35


$2,500,000niChTeR, RoGeR ConsTRuCTion, ConTRACToReLWooD, John, oWneR

1924 shADoW CReeK BLVDneW 2304 sF Res/GAR$138,700BeAZeR hoMes, oWneR/ConTRACToR

2014 shADoW CReeK BLVDneW 2549 sF Res/GAR$153,500BeAZeR hoMes, oWneR/ConTRACToR

2362 shADoW CTneW 3005 sF Res/GAR$169,100BeAZeR hoMes, oWneR/ConTRACToR

2101 shADoW Fox DRneW 2304 sF Res/GAR$135,800BeAZeR hoMes, oWneR/ConTRACToR




1975 WooDLAnD PARKs DRneW 2801 sF Res/GAR$110,000BeACon BuiLDeRs LLC, oWneR/ConTRACToR

2034 BuCKThoRn DRneW 3483 sF Res/GAR$120,000BeACon BuiLDeRs LLC, oWneR/ConTRACToR

4664 CLAiRMonT DRsinGLe FAM Res/neW$90,000BeACon BuiLDeRs LLC, oWneR/ConTRACToR

4668 CLAiRMonT DRneW sinGLe FAM DWeLLinG$90,000BeACon BuiLDeRs LLC, oWneR/ConTRACToR

4736 CLAiRMonT DRsinGLe FAM ResiDenTiAL$187,000

$285,000LoAhAn DeVeLoPMenT LLC, oWneR/ConTRACToR

4070 nAPLes DRneW 2325 sF Res$270,000LoAhAn DeVeLoPMenT LLC, oWneR/ConTRACToR

4080 nAPLes DRneW 2865 sF Res/GAR$360,000LoAhAn DeVeLoPMenT LLC, oWneR/ConTRACToR

7441 s ARTesiAn CTsinGLe FAM Res neW$250,000DonAThen-sMiTh, sARA L, oWneR/ConTRACToR

5266 sTonehAVen Ln5044 sF/2sT/Res/ATT GAR$430,000sPoon, JoeL, oWneR/ConTRACToR

ARBoR hoMes LLC, ConTRACToRReCToR, CuRTis, oWneR

12810 e LeGAL TenDeR RDneW 4328 sF Res$138,000CATheART, eRiC & JohneLL, oWneR/ConTRACToR

3251 GRAy hAWK DRneW 5920 sF Res/BMT/GAR$430,000DRees hoMes, oWneR/ConTRACToR

7375 n 250 WsinGLe FAM Res$220,000sKAGGs BuiLDeRs inC, ConTRACToRDAVis, RiCK, oWneR

4050 nAPLes DRneW 2865 sF Res/GAR$360,000LoAhAn DeVeLoPMenT LLC, oWneR/ConTRACToR

4060 nAPLes DRneW 2525 sF Res/GAR

CONGRATULATIONS& HIS TEAM ON THEIR

25 YEAR ANNIVERSARY

To learn more about how Matt & his team could help you, visit www.matthewcarothers.com

Thank you for continuing to uplift and serve others in your community through your work as a wealth management advisor.

Wishing you many more years of success helping families and business owners in Indiana make smart financial decisions in our ever-changing financial world.

David KieckerCLU®, ChFC®, CASL®, CAP®, CLF®, RICP®Managing PartnerNorthwestern Mutual®

see buSineSS LeAdS on page 38




7029 WinTeR CResT DRsinGLe FAM Res neW$310,900M/i hoMes oF inDiAnA, oWneR/ConTRACToR





746 yoRKshiRe DR

KeVin Q. PhAM DBA GossiP nAiLs (nAiL sALon), 2105 W. JonAThAn MooRe PiKe, CoLuMBus

RiChARD L. LoVeLACe DBA LoVeLACe ReAL esTATe (RenTALs), 1414 LAFAyeTTe, CoLuMBus

AnDReW shoAF DBA The CoLuMBus CRush (BAseBALL), 4933 noRWooD DRiVe, CoLuMBus

CAnDiCe JAsPeR AnD TeRRi CAnADy DBA sCAnDReTT FunD CAnDiCe JAsPeR (FunDRAiseR), 15299 e 500n, hoPe

BRiAn FeDeRLe DBA 1535 MeDiA (MeDiA PRoDuCTion), 327 FLATRoCK DRiVe, CoLuMBus

LoGAn MenseR DBA union LABeL BReWinG CoMPAny (BReWinG PRoDuCT AnD sALe oF PRoDuCT AnD ReLeVAnT MeRChAnDise), 13280 s 750W, CoLuMBus

LoRi M. eRFMeieR DBA siLVeR PLATTeR LeARninG LLC DBA KuMon MATh AnD ReADinG CenTeR oF CoLuMBus, 1350 hiLL DRiVe, CoLuMBus

MARTin W. AnD nAnCy A. LonG DBA oLDe TiMe hAnDyMAn (hoMe iMPRoVeMenT, 3210 heRiTAGe RoAD, CoLuMBus

DAnieL MoRLey DBA hAnDyMAn DAn MoRLey, 2714 noRTh MARR RoAD, CoLuMBus

KeiTh ThoMPson DBA CoMPLeTe PooL ResToRATion (sWiMMinG PooL ResToRATion), Po Box 841, CoLuMBus

neW sinGLe FAM Res 5490 sF$418,835M/i hoMes oF inDiAnA, oWneR/ConTRACToR

certiFicAteS to do buSineSS under ASSuMed nAMeBRAnDon A. LyKins DBA BuiLDix hoMe soLuTions (ResiDenTiAL hAnDyMAn/GeneRAL ConTRACToR), 4401 WeeKLy DRiVe, CoLuMBus

RAnDALL WARRen DBA MChuGh CoMPAny (ConsTRuCTion), 4261 ReeCe LAne, CoLuMBus

BRiAn T. RiChARDson DBA The CoMPAny PRoJeCT, 12932 W oLD nAshViLLe RoAD, CoLuMBus

eLiZABeTh A. sTRoh DBA WoRDs MATTeR LLC DBA VieWPoinT (BooKsToRe), 548 WAshinGTon sT., CoLuMBus

TyLeR AnD TheResA GRoTh DBA sAnD CReeK WooD shoP (WooDWoRKinG), 9410 e 400s, eLiZABeThToWn

sPRinGs CoMMuniCATions hoLDinG inC. DBA AT&T AuThoRiZeD ReTAiLeR 2147, 1425 n. nATionAL RoAD, CoLuMBus

shAWn D. hAWKins DBA hAWKins LAWn CARe (LAWn CARe, LAnDsCAPinG, snoW ReMoVAL), 788 n 650e, CoLuMBus

shiRLey MAy shATTo DBA DARe To sTARe (VenDoR BooTh seLLinG APPAReL AnD ACCessoRies), 5240 nAVAJo CouRT, CoLuMBus

JoshuA TuRneR DBA ARMAGeDDon PAinTinG AnD ReMoDeLinG, 2711 23RD sT., CoLuMBus

— Center for Business and Economic Research, Ball State University

business indicators for bartholomew county Mar 2016 Apr 2016 May 2016 Jun 2016

Labor Force 45,064 45,293 45,329 45,925 % Chg from year Ago 5.02% 5.51% 4.26% 5.58%

employed 43,165 43,691 43,840 44,298 % Chg from year Ago 4.89% 5.23% 4.58% 5.7%

unemployed 1,899 1,602 1,489 1,627 % Chg from year Ago 8.08% 14.02% -4.43% 2.33%

unemployment rate 4.2 3.5 3.3 3.5 Chg from year Ago 0.1 0.2 -0.3 -0.2

buSineSS LeAdS continued from page 37


Call 812-379-5717

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You should be the master of your local listing! When you


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