The Business Elite: CEO of the Year – New York

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The New York Grant Company, an award-winning woman-owned, private consulting business founded in 2002 and specialized in helping businesses, not-for-profits, and entire communities obtain grants and other economic incentives primarily from government. 

Ann Kayman, CEO, has been at the helm since the company’s inception 14 years ago.

“As CEO, owner, and founder of the company, I am responsible for overall leadership, vision, and management,” she begins. “I determine and guide the company’s direction and serve as the primary voice and face of the business. 

“Our niche is highly specialized. Not a lot of people do what we do. As such, our business by its own nature is highly innovative:  we navigate the maze of economic incentives available to for-profit and not-for-profit enterprises.  These include grants, tax breaks, energy discounts and rebates, loans, and other forms of benefits designed to stimulate economic growth. We navigate federal, state, county, and local programs, bundling these wherever possible to maximize our clients’ rewards while minimizing their hassle. We handle the process of winning these awards from beginning to end — from initial research and pre-screening, collection of documents and data, preparation of applications, negotiation of awards contracts, and compliance with ongoing program reporting and requirements to keep benefits flowing.  The better we are able to master each step, and the more programs we are able to master in every jurisdiction, the more successful and valuable we become as a service to our clients and as a business overall.”

The firm is small and Ann works hand-in-hand with her staff daily matters, as well as handling important client assignments, serving on various Boards and working committees as part of the company’s public role, and making critical decisions for the company, including financial decisions, significant hiring and HR decisions, matters of compensation, and public relations. 

“Over time, as we have evolved and matured, I have been able to delegate more and more responsibilities to my executive team and managers.  I took on the role of CEO from day one and I aspired to be an entrepreneur when I started the business – I am still learning and growing to this day.” 

Ann began her career in 1985 as a lawyer in New York City, working for a mid-sized international boutique law firm which represented primarily Japanese companies entering the US market.  She worked as a commercial litigator – the only female litigator in the New York office for many years, before moving to another firm in the City, again practicing corporate litigation for large, primarily international clients. 

“It was great, challenging work,” she enthuses. “I learned a lot and got to work alongside some of the best minds in the country.  In 1998, I was invited to serve in the administration of Mayor Rudolph Giuliani as Senior VP for economic development at the NYC Economic Development Corporation.  My job was to recruit businesses to the City from all around the world, and it was both an honor and a labor of love.  After 9/11, I worked at NYCEDC to help direct aid to more than 20,000 businesses affected by the terrorist attacks on the World Trade Center.  In 2002, I left public service to forge my own path as an entrepreneur, while staying closely tied to the world of economic development, working this time on the client side.  So in a way, my role as advocate came full circle.”  Today, Ann’s work integrates all of her professional experiences – as lawyer, activist, advocate, and economic developer. 

As CEO, Ann manages her staff in terms of providing direction, vision, and guidance without micro-managing.  “I troubleshoot issues as they arise. I also manage some key client relationships and keep ‘my hands dirty’ by handling actual files, although the vast majority of our client matters are handled directly by my team.”

Ann describes her team as outstanding, and claims they make it possible to handle a great volume of work with exceptional skill and client service.  “We have key principles, these being:  1) The client comes first. 2) The team is everything in terms of doing our work. We honour, support, and respect each other in all that we do. 3) We stay hungry and curious. We are constantly learning and adapting. 4) We grow organically and strategically at every step.  5) We take joy in what we do. 6)  We maintain a good sense of humour and humility, not taking ourselves or anyone else too seriously!”

For Ann to dive off the proverbial cliff and become an entrepreneur at the ripe age of 42 was a big deal.  “I had no clue what to expect, and there was no manual to follow!” she laughs. “I had to take it on faith that I would be able to make it work, and every six months when I would look back over my shoulder, I would think, “Hey, I guess it’s working so far!” 

As can be expected, there were countless bumps along the way, but Ann can now appreciate these as rites of passage.  “Even now, 14 years later, I am still learning, making mistakes, changing course upon lessons learned, and searching for that damn manual! (Note to self: write entrepreneurial manual.)” 

Ann states her key strengths are her drive and her passion. “When I take on a task, I want to achieve the best results possible, to excel for the client, for my team, and for myself, and to prove that I am up to the job at all costs!” This kind of determination often requires dauntless energy, zeal, and stick-to-it-ness.  “It’s a fire in the belly that’s hard to describe,” she ponders. “I am also patient and loyal, and I totally get that as much as I think I know, there’s so much more that I don’t. A good sense of humour is also important for me. It keeps me grounded and sane, plus it makes life a lot more fun!”

As well as a good sense of humour, it is crucial for Ann to have a breadth and depth of understanding in her field, and it comes in very handy when meeting prospects and generating new business.  She always has our eyes out on competitors and keeps a database of them just to keep tabs and assess where her firm is relative to any competition.

“As Guy Kawasaki advises, I “eat like a bird,” consuming as much information and gathering as much market intelligence as I can on a constant basis,” says Ann. “This includes intelligence on the market and the economy in general, down to specific projects, such as developments in Long Island City and movements of particular clients.”

Ann stays motivated by constantly learning new things and taking on bigger tasks with greater challenges. “We set the bar higher for ourselves every year, and the drive to get there acts as a strong motivator. We can do it!”

She is also highly motivated by the people around her particularly her staff who she states are highly professional. “We surround ourselves with enlightened and inspiring mentors, many of whom I have known since the early days of my career. Our clients are also strong motivators, because they set challenges for us on a daily basis and entrust in us such great work that we have to meet and exceed expectations at all times.” 

Despite her overwhelming success to date, Ann still firmly believes she has at least two or three careers ahead of her. “I want to write books and teach.  I will continue to mentor young people, entrepreneurs, and women.  I will continue to serve my community and pay it forward. I am also striving to build up capacity among my team to take over the work and leave a legacy. I see this as highly doable, and at this phase of life, one of my biggest jobs is empowering others.”

And Ann’s final pearls of wisdom to ensure better sales revenue and continued success?

“Practice, practice, practice!

“Learn through doing in terms of vetting prospects, setting fees, negotiating contracts.  Learn my true value proposition and be able to sell it with great enthusiasm and confidence.  Take on more services and more complex assignments with higher fees attached. 

“Keep clients forever!  This was a huge and driving principle and philosophy of my first law firm – a reflection of Japanese culture – and it has stayed with me indelibly to this day as an abiding business principle.”

 

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Foxwoods Resort Casino Launches New Bonuses

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Launching March 1, FoxPerx delivers a daily unique and enhanced gaming experience for its Rewards members.

Foxwoods® Resort Casino, the largest resort casino in North America, is set to launch FoxPerx on March 1, unleashing an exciting new daily slots bonusing program for its Foxwoods Rewards members. Foxwoods Rewards cardholders simply play their favorite machines and are able to participate in the bonusing program right at their game, where every few minutes a slot player using their loyalty card wins a bonus ticket redeemable for cash or prizes.

FoxPerx gives Foxwoods Rewards card holders the chance to win one of 1,000 cash or prize payouts through the slot ticket system, every day, guaranteed. FoxPerx awards cash anywhere from $5 to $500 as well as gift cards at many of Foxwoods’ favorite offerings, including the new Tanger Outlets with 80 premium brands.

Foxwoods has partnered with TransAct Technologies Incorporated, a global leader in market-specific solutions, including printers, terminals, software and other products for transaction-based technology to use their Epicentral® Print System to create an exciting atmosphere and value-added experience. The system will be initially installed at two of Foxwoods’ leading casinos: Fox Tower and Grand Pequot Tower. FoxPerx prizes are redeemable at Foxwoods Rewards and cashier locations throughout the property.

“We are always looking for new and innovative ways to reward our guests and give them memorable experiences and more reasons to make Foxwoods their resort casino of choice,” said Felix Rappaport, President and CEO of Foxwoods Resort Casino. “The FoxPerx program delivers just that by providing another level of excitement , adding a fun, fresh and easy new element for players who come to take in the ‘Wonder Of It All’ at our casinos. With FoxPerx, why would players in New England go anywhere else?”

“Our team is committed to offering our players competitive, compelling and thrilling bonuses when they visit Foxwoods’ casinos, supplementing their experience with everything from daily slot tournaments to the new FoxPerx initiative,” said Eric Pearson, Vice President of Gaming and Revenue Enhancement at Foxwoods. “We’re excited to introduce this program to our guests and look forward to bringing them even more ways to win.”

Foxwoods Resort Casino is the premier resort destination in the Northeast. As the largest resort casino in North America, Foxwoods offers a vast array of gaming in six casinos; AAA Four-Diamond hotels, restaurants from gourmet to quick service, world-renowned spas, award-winning golf, state-of-the-art theaters, and exclusive retailers. Perfect for both recreation and business, Foxwoods provides modern and versatile convention and meeting space to infuse new life into any meeting or event. Foxwoods Resort Casino is owned and operated by the Mashantucket Pequot Tribal Nation.

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The Business Elite – CEO of the Year – Texas

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The Business Elite – CEO of the Year – Texas

From being a law enforcement officer based in California to CEO – William J. Clough, Esq explains to Corporate America his achievements and his contributions to the success of technology company CUI Global, Inc.

CUI Global, Inc. is a publicly-traded company dedicated to maximising shareholder value through the acquisition and development of innovative companies, products and technologies.  We specialise in the development, commercialisation and distribution of new and innovative electro-mechanical and natural gas products.  Just a couple of examples of what we provide include Orbital Gas Systems’ advanced GasPT2 analyser platform which targets the energy sector and also CUI’s digital power platform which serves the networking and telecom sectors.  These are just two examples that showcase our diverse portfolio of industry-leading technologies touching many markets.

Because we are a publicly-traded company, shareholders can participate in the opportunities, revenues, and profits generated by the technologies, products and market channels of CUI Global and its subsidiaries.  However, and most importantly, we have a commitment to conduct business with a high level of integrity, respect and philanthropic dedication.  This then allows our organisation to make a significant difference in the lives of its customers, employees, investors and the global community.

As Chief Executive Officer and General Counsel, my role is to handle the day-to-day operation of our international facilities in North America, Europe and Asia.  I also develop and implement the corporate vision, mergers and acquisitions strategy, product development, marketing and legal matters which can arise from operations.  This is just a snapshot as to what I do at CUI Global.

I never thought I would become the CEO. My time at CUI Global started as an investor in 2006.  I invested quite substantial money into the company and I originally came into the company as General Counsel, primarily to protect my investment.  As things continued to deteriorate, I assumed the role of Acting CEO in late 2007.  I was then appointed CEO full-time in early 2008, which fell in line with my targeted acquisition of our electro-mechanical division, CUI Inc.

I began my career as a law enforcement officer in California and I remained in that career for 16 years. During my time in law enforcement, I served as a Municipal Police Officer in California, a Command Officer (Division Commander) in Hawaii and two-years as a U.S Federal Air Marshall flying in Southern Europe and the Middle-East.

I had many varied roles whilst working in law-enforcement.  These included being a SWAT Fire Team Leader, an Undercover Narcotics Officer, a Robbery-Rape-Homicide Investigator, a Patrol Supervisor and a K-9 Operator amongst others.  After gaining a large and varied experience in this profession, I changed professions in the mid-80’s. 

Having graduated with honours from the University of San Francisco, I got accepted into the University of California, Hasting College of the Law in 1987.  I graduated from Hastings, cum laude, in 1990, passed the California BAR and opened my own California law firm with offices in the San Francisco-Bay area, Los Angeles and Honolulu.  Whilst I was a California trial attorney for a busy 17 years, I argued cases at all levels, including before the U.S. Supreme Court.  As a litigation attorney, I was also responsible for multiple jury verdicts, including several multi-million dollar verdicts and settlements. This varied background was extremely useful and prepared me for my position at CUI Global.

Most particularly, my experience in law enforcement makes me a strong believer in the ‘team approach’ to management and operations.  I try to bring the same principles to my company and management team I used to motivate the highly specialised SWAT officers in the field.  This was crucial, especially in situations which involved high stress and often life or death situations.  I have found that these motivational principles work just as well at CUI Global as they did in managing these small, specialized tactical teams.  The pillars of trust, loyalty, respect, shared objectives, communication and team cohesiveness all work just as well in the business environment.  I try to employ all of these on a daily basis here at CUI Global.

Of course, I have had to face challenges whilst in my present and past positions.  I have learned to adapt quickly when it comes to reacting to both unexpected and expected information and occurrences.  It goes without saying that I have overcome many adverse situations in both of my past careers.  However, my biggest challenge at CUI Global was when I first became involved with the company.  At the beginning of my time with CUI, the company was making approximately $19 million in annual revenues, but had more than $40 million in debt.  This was in 2008, when the world was entering the most devastating economic recession since the 1929 stock market crash.  I and my team took on the momentous task of turning these figures around and last year we produced almost $90 million in revenue and had more than $7 million in ‘free cash’ – with effectively no debt.  This dramatic turnaround has put the company on the path to a much brighter future.

How did we do it? That turnaround included the initial acquisition of CUI Inc. in May 2008, the subsequent acquisition of the proprietary natural gas metering technology (GasPT®) from DNV GL, the acquisition of Orbital Gas Systems Ltd, which is a highly respected natural gas integration company based in the UK and which we identified, pursued and negotiated in April 2013.  Since the acquisition of Orbital, based in the UK, we have, among other things, secured a $3 million contract for the delivery of gas quality and metering stations within the UK Gas Distribution Network; been awarded a contract for delivery of 3,300 units of our proprietary GasPT analysers by the Italian pipeline company, Snam Rete Gas; sold trace element detectors (i.e., mercury (Hg)) to a Fortune 100 energy company for a large LNG project in Australia; and more.

The list of accomplishments/milestones continues with the opening of Orbital-N.A. in Houston, Texas – our North American gas integration company in January 2015 and, finally, the acquisition of Tectrol, now known as CUI Canada, which is a highly-respected Toronto-based electronic manufacturer in March of last year. Needless to say, I have had my hands extremely full since starting at CUI Global in 2008.

During my eight years at the company, I have also spearheaded two equity raises. The first being in February in 2011 for $15 million, which was in conjunction with our up listing to the NASDAQ. The second equity raise was for $48 million in April 2013, which allowed us to acquire Orbital Gas Systems Ltd. in the UK.

Most recently, CUI Inc. has expanded the agreement as the Exclusive Hardware Design Partner for Virtual Power Systems (VPS).  We announced the news earlier this month as the exclusive third-party hardware and development provider for VPS.  VPS is a cutting-edge Software Defined Power® company which transforms how data centres and server farms provision, and also managing and utilising power capacity.  Briefly, VPS enables data centre operations to double their power and server utilisation.  They also aim to cut costs and improve availability. We previously announced a limited exclusively agreement with VPS, but this new agreement expands it further.  With this new agreement, we are confident that we will set a new standard for an efficient power infrastructure.

I believe that top individual performance is just as important as, and results in, better sales revenues throughout the business. Such performance is achieved by empowering and motivating our people to operate at the best and most efficient level.  That is accomplished by driving down responsibility, accountability and authority, and strategically delegating responsibility throughout the organization, while at the same time rewarding our staffs’ outstanding performance at every turn.

Our products remain innovative due to employing the best and most qualified individuals to work as part of our team.  We cultivate key customers as strategic and technical partners, who share their specific needs and requirements.  I like to use a hockey phrase for our strategy in addressing industry needs; to wit:  we ”skate to the puck” – which means we are hyper-responsive to our customers and thereby the industry needs. By being embedded with these customers, we can predict and address their needs almost before those needs arise.  This is just part of what sets us apart from our competitors, as this is the way we keep up with industry trends.

Being an award-winning business leader, I would have to say my best attribute is undoubtedly my enthusiasm for the company, its products and the opportunities it presents.  I believe that this enthusiasm, along with my commitment and loyalty to my team members enables me to build the vital trust, confidence and loyalty that is necessary for a management team and then a company to succeed in the fast-paced and high-technology arenas in which we operate and compete.

Whilst it is important to keep the team motivated, it is also just as important to keep myself motivated and positive-minded.  To be honest, I am very fortunate to be in the position where I can say I have never worked in a job I did not enjoy. This was the case with my law enforcement and legal careers, right up to my current position.  I take joy in what I do and I have been able to surround myself with very competent, high-performance individuals who are all positively motivated to succeed.  These attributes are infectious and are what makes CUI Global a competitive and highly-motivated company.

In terms of the future and the current economic climate, it is difficult to predict exactly where we will be in five years’ time.  However, we have an outstanding technology portfolio which in many ways, is industry shifting.  I expect the next several years will be explosive in terms of both the growth of the company and the associated market penetration.

The most recent (and by far largest) award we have received is a contract for the deployment of 3,300 of our GasPT analysers across Europe’s largest natural gas pipeline transmission company.  This tens-of-millions of euro opportunity is just one example of the type and size of business that CUI Global will generate over the next several years.

I believe that as CEO, my role is to motivate, educate, and develop my team to be the best they can possibly be.  With that in mind, I am constantly searching for new and unique methods of enhancing the work environment, whilst also motivating and empowering my managers to increase their responsibilities, improve their efficiencies and in turn, allow their subordinates to grow and improve, as well.  Being the CEO of CUI Global is an enormous task which involves tremendous work, but it is very rewarding. In the end, it is both enjoyable and exciting – In short, well-worth the effort!!!

Company name: CUI Global Inc.

Contact: William J. Clough, Esq

Address: 20050 SW 112TH Avenue, Tualatin, Oregon 97062

Email:

Telephone: 1-800-275-4899/ 1-503-612-2300

Website: www.cuiglobal.com

 

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The Business Elite: CFO of the Year – Florida

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Now in its fourth decade, Warren Henry is a byword for luxury in South Florida. The Warren Henry family of dealerships includes a variety of premium automotive brands and features the region’s most exceptional customer service. Most prominent among these are Lamborghini, Jaguar, Land Rover and Infiniti.

In 2016, Warren Henry marks celebrations of 40 years of service to the community. With customers in Miami, Miami Beach, Coral Gables, Coconut Grove, Aventura, Sunny Isles Beach, Hallandale, Miami Lakes, and Hialeah making up their domestic reach, the Group have also been able to carve a presence online, which has facilitated the growth of their brand to overseas markets, touching customers around the world. Through it all, they maintain a distinguishable amount of pride in being one of the largest dealership groups in South Florida, with their Infiniti dealership an out-and-out flagship of theirs.

When Warren Henry opened its Infiniti dealership in 1989, it made a dramatic statement as one of the very first Infiniti dealerships in the state. Since then, the dealership has continued to grow, as customers have come to expect the highest degree of service, unmatched value, and a truly unrivalled integrity from the Warren Henry brand. As such, Warren Henry offers its clientele the latest in Infiniti’s range, including the Q50 Sedan and its hybrid cousin, as well as SUV models in the robust QX range, including the beastly QX80.

In addition to their bespoke brands, Warren Henry also offer a range of fully certified pre-owned vehicles. The mass consumerism of the automotive industry can present a challenge in the sheer rate by which car models can become obsolete year upon year, but the Warren Henry Group have found lasting success in their pre-owned range, benefitting from the higher values of their resales. A more refined palette might consider the 2013 Ferrari California Convertible, while petrolheads with the money to spend could opt instead for the brash but jaw-dropping 2015 Chevrolet Camaro SS Convertible, or the Chevrolet Corvette Stingray. Limited edition models such as these lend real resale value to pre-owned cars, as Warren Henry has found for themselves through years of trading in this market. For the breed of car collector that can find a good home for a fleet of sports cars, the odds are good that Warren can be your one-stop shop for such an array of horsepower.

Warren Henry has also taken extensive steps to provide incentives for its customers, enhancing their access to the best cars in the American market. This has taken the form of a comprehensive package of benefits that truly raises the bar for premium value in the luxury car market. The Warren Henry ADVANTAGE program includes complimentary dent repair, key replacement, a personal assistant, 72-hour exchange policy, and more besides. Further to this, they make a bold guarantee: that a customer will not find the same model with the same features and benefits at a better price anywhere.

This steady growth has been marked by prestigious recognition in national pundits. In 2013, Automotive News unveiled their nationwide pick of the best automotive dealerships to work for. Of the five on the shortlist from within the state of Florida, four were associated with Warren Henry. This announcement gave a huge impetus to the company, spurring them on they continued to bring first-class service and a reputation for employee satisfaction to the automotive dealership industry.

Three years later, Warren Henry is going from strength to strength. The company has developed an exotic rental car company, a luxury car transport company, a dealer intelligence platform and even its own production company. Towards the end of 2015, it was announced that the group would continue to explore more luxurious brands, by opening a new Lamborghini dealership in Fort Lauderdale, Broward County. With a soft opening in December, the 28,000-square-foot space came amid a boom in automotive sales across the American market, especially within the luxury category.

As such, Warren Henry are ideally situated to take advantage of this latest market trend. South Florida is a gleaming hub for luxury auto sales – according to Larry Zinn, general manager and partner in the Auto Group, “it is a very image-conscious area, where people like to drive nice cars and to be seen driving them.”

Lamborghini cars gain enormous value on the American market, owing to their exclusive production in Italy; visiting the factory was an experience that Zinn describes as akin to “going to Car Guy Heaven”. Taking between three and four days to complete a single car, and with a process involving hours upon hours of devoted, precise handiwork, the increasing appeal of such bespoke, lovingly-crafted vehicles is abundantly clear. In comparison, domestic American car manufacturers can churn out a vehicle inside of 20 hours with the use of modern machinery and robotics, equating to one vehicle coming off the production line every 21 seconds.

Warren Henry’s tastes move in different circles to the mass market. It is not only a matter of prestige to be seen selling such high-end sports car as the Aventador, Huracán, and the Centenario. With car models on offer with a starting price tag of around $200,000 and extending upwards of $600,000 – some limited edition models can reach “into the millions”, Zinn adds – the potential to take advantage of a discerning local market, with a tailored eye for such a price tag, is a tangible vision of Warren Henry’s immediate future. Considering that Lamborghini dealerships elsewhere in the USA see at least one new Lamborghini sold every month – with some reporting five a month – there is heavy suggestion that investing a future in Lamborghini is a discerning business move by the group.

Looking into the near future, the Warren Henry Group looks well prepared to expand their business further still, broadening their influence in the industry by opening a new Audi showroom in Gainesville, in Northern Florida, towards the end of 2016. Supplementing snug Italian luxury with German reliability, this expansion is set to make further headway in a domestic auto market that is gaining increasingly foreign appetites.

If recent trends are anything to go by, then Warren Henry have every reason to be emboldened and ready to extend their reach. The spurring effect of nationwide economic growth, incentives from manufacturers and dealers, plus extra selling days in December based on accounting within the industry, has provided enough momentum for Warren Henry to build upon.

Company: Warren Henry Automotive Group

Email:

Phone: 888-856-3113

Web Address: http://www.warrenhenryauto.com/

Address: 20800 NW, 2nd Ave. (Hwy 441), Miami, FL 33169

 

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The Business Elite: CFO of the Year – Oregon

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Tillamook County Creamery Association

Set against the backdrop of the rainy west Oregon coastline, an historic partnership of dairy farmers has benefitted greatly from their environs, known pseudo-officially as the Land of Cheese, Trees, and Ocean Breeze.

The Tillamook Valley in Oregon has been ideal for dairy cattle since the mid-19th Century. With a climate more partial to rain, the rich quality of the grass is prime real estate upon which to build a pasture and rear cattle. As it happens, this area has been cultivated by American entrepreneurs since 1854. The only problem facing these frontiersmen was how to properly transport their high-quality milk and butter produce over the mountains to be sold. Innovation and determination prompted the introduction of the schooner Morning Star, whose mission was to ferry the produce up the coast to Portland.

This story is engrained into the legend of the modern Tillamook County Creamery Association (TCCA), which grew out of a partnership between ten independent dairy farmers in 1909. The Morning Star is immortalised on the modern co-op’s logo, and a replica of the original ship, built by master shipwright Richard Miles of Aberdeen, Washington, is on display at the Tillamook Cheese Factory in Tillamook, Oregon.

Today, the TCCA is a vast cooperative of nearly 100 dairy farming facilities, who remain guided by their century-old values of quality, cooperation, integrity, stewardship and responsiveness. Their production across a large range of facilities churns out a comprehensive range of well-made dairy products: ice cream, butter, sour cream, and yogurt. Most of the Association’s production, however, is devoted to their award-winning cheeses, particularly cheddar, but also including Colby, Monterey Jack, Pepper Jack, mozzarella, and Swiss. The Tillamook Cheese Factory in Tillamook welcomes more than one million visitors per year, and offers them a chance to watch cheese production and packaging from a viewing deck, as well as sample and purchase every variety of Tillamook cheese made.

These cheeses are very much the flagship line of Tillamook’s produce, owing to the long list of accolades and awards that they have received over the years. Aided by the construction of a second facility devoted to cheese production in Boardman, Oregon, the production capacity of TCCA’s cheese lines has doubled since 2001, and the Association has routinely won awards from the American Cheese Society and other groups, owing to the hundred years of experience and uninterrupted business in the area. In March 2010, Tillamook’s Medium Cheddar cheese scored 99.6 out of 100 points possible, beating 59 other entries to win the gold medal in the 2010 World Cheese Championship Cheese Contest, hosted by the Wisconsin Cheese Makers Association in Madison, Wisconsin.

This recognition by a leading authority in their industry has given the TCCA a major spur to keep building their dairy enterprise, and has also paid off through the steady dissemination of their products across not only the Northwest states, but across the rest of the country. The factory now plays host to a number of events aimed at attracting new local business, while cementing its place at the centre of their community. Every summer in Oregon sees the company open its doors to take on a wave of summer staff, all the better for facilitating a surge in demand for freshly-made ice cream, while giving opportunities for young locals to contribute to a staple of the regional economy.

Even today, the rugged isolation of the Oregon coastline lends itself to the family business’s continued success in the area. The 2010 U.S. census did not measure the number of cows in Tillamook County – which the TCCA think is a tremendous shame – but if it had, it would have recorded that they outnumber the people that live there. Maintaining such a balance of nature, with the veritable rainforest of Douglas Firs that make up the Tillamook State Forest right on their doorstep, the TCCA has been blessed to achieve so much in their remote area.

With the TCCA’s main facility, the Tillamook Cheese Factory practically straddling Route 101, the logistical nightmares that once beset their forefathers have been laid to rest thanks to modern transport economics. As such, Tillamook cheese, ice cream, yogurt, sour cream and butter can be found in refrigerators and freezers across the U.S., but there is still so much wilderness here that the family business has a guaranteed future as producers of high-quality dairy products for years to come, uninterrupted by the pace of more industrious lifestyles in Portland and elsewhere.

As long as it continues to rain in Oregon, the TCCA story will continue.

Company: Tillamook County Creamery Association

Email: [email protected]

Phone: +1 503-842-4481

Web Address: https://www.tillamook.com/

Address: 4185 N Hwy 101, Tillamook, OR 97141,


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Turnaround and Corporate Renewal – Arizona

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Surplus Asset Management works with hotels, casinos, grocery stores, restaurants, and retail at times of closures, remodels, and liquidations. With an extensive and targeted database of buyers, it converts FF&E from landfill waste to sales and leaves properties broom swept for new tenants.

With the current round of retail, grocery, and restaurant closures, Surplus Asset Management (SAM) has seen an uptick in growth as these businesses consolidate and cut out non-performing locations within chains. Often in this process, inventory is redistributed or liquidated, leaving the locations filled with furniture, fixtures, and equipment (FF&E). That is where SAM comes in. Specialising in FF&E, from appraisals and valuations, to sales and removal strategies, SAM is the industry go-to for companies of all sizes throughout North America. With 29 years of experience and deep pricing knowledge, SAM is able to efficiently and accurately discern scrap from saleable equipment, not only producing revenue, but also offering green alternatives diverting equipment and recyclables from landfills.

SAM’s team of seasoned professionals work throughout North America on closures, remodels, and liquidations across multiple verticals, including hotels, casinos, grocery stores, restaurants, and retail. They quickly establish price points and develop logistics plans, securing a path for the chain to vacate the property.

SAM’s breadth of services, aggressive timelines, and ability to leave properties “broom swept” for the next tenant have built their reputation on getting projects done on-time and on-budget.
SAM manages not just liquidations and auctions, but is also called in to assist in inventory removal, warehousing, and logistics by turnaround managers, bankruptcy courts, and fiduciaries of all sizes.

With facilities and partnerships throughout the United States, Canada, and Mexico, SAM continues to grow and has seen their revenues double from last year. This aggressive growth in the “shut down” field is fuelled by the current state of mergers and subsequent closures based on bottom lines.

We caught up with Ben Smith, SAM’s Chief Strategy Officer, and he outlined some of these trends and shared his vision on the company’s extraordinary growth. “The face of retail and restaurants has been changed by e-commerce,” Smith explained. “The trend is to evolve and test various footprints and begin to create distribution points instead of straight retail environments. This change means both closures and major changes to remaining locations. That’s where our team at SAM comes in. We take the guesswork out of the process of by changing out assets and get the maximum value while selling them on our client’s behalf. Bottom line, we maximise value and minimise risk.”

“Marketing is a huge key and SAM has focused on developing a database and segmenting specific buyer personas so that each sale is maximised based on the equipment up for sale, Smith explained. “With over 26,000 active buyers and state-of-the-art digital resources, SAM is able to efficiently advertise, market, and attract buyers in any region.”
FF&E may always be an afterthought in a merger or acquisition, but with SAM partnering on a project, it can become a profit centre – not a loss. For companies expanding or resizing on any scale, that’s a major benefit to the bottom line. To learn more, you can contact them at www.surplusassetmanagement.com

Company: Surplus Asset Management (SAM Auctions)
Name: Ben Smith – Chief Strategy Officer
Email: [email protected]
Web: www.surplusassetmanagement.com
Address: 4111 W. Clarendon Ave., Phoenix, AZ 85019
Phone: +1 602 442 4554

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