Multi-Unit Franchisee Magazine Issue IV, 2011 | Page 20

DOMINA
TORS
PERSONAL
Key accomplishments: Being able to grow significantly. When I started 27
years ago we were a $10 million company with four locations. Because of the
great people here we now have 45 locations providing 5.5 million hours of service
with $165 million in revenue.

Exercise/workout: I like to walk as a stress relief. It’s not exercise.

Biggest mistake: Operationally there were a couple of locations we opened
and closed. But that happens in business. We have a small-business mentality and
we’re trying to grow a large corporate mentality.

What are you reading? Just news publications, magazines, but no books.

Smartest mistake: There was a manager in the northeast region of Ohio who
didn’t look like she was going to make it. After discussions with her and the team
in Columbus we kept her, and she turned out to be a star.
How do you spend a typical day? I watch the items on my to-do list
grow. You have items you want to accomplish and as you get into the day a lot
involves impromptu meetings and conversations, and it’s fun.
Work week: I like to do all the stuff I mentioned and allow an hour to 90
minutes each day to regroup and respond to emails, do business reviews, and put
things together. I’ll spend half a day on Saturday doing the same thing.
Favorite fun activities: I pretend to golf.

Favorite tech toys: I’m technologically incompetent. I have a Droid, I know
the basics.

Do you have a favorite quote or advice you give? The quote I use
many times is that we push people to reach their level of incompetence, because
you don’t know where it is until you get there. I started as a controller, and here’s
where I wound up.
Best advice you ever got: The best advice is hold your goals and objectives
high but don’t be afraid to fall short.
Formative influences/events: When I was first hired, Harry Salo was
president. He talked at a much higher plane than I could comprehend. Now I understand what he was talking about.
How do you balance life and work? Travel. We have a place on Lake
Las Vegas. It’s a great balancer, mentally and emotionally.

M A N AG E M E N T
Business philosophy: Just continue to move forward. Integrity is the company’s number-one asset.
Would you say you are in the franchising, real estate, or customer service business? Why? We’re in the customer service business.
Our success is based on how we treat customers.
What gets you out of bed in the morning? It’s fun. You have to be
happy at work, because you’re spending most of your waking hours doing it. I
love the people that work with us.
What’s your passion in business? To make sure that our people are
treated fairly, that we provide good service. Financials don’t drive the business,
the business drives the financials.
Management method or style: We have a management style based on a
unit president. Each department head is president. They have a right and ability to
make decisions that benefit the company. That depends on trusting people. In my
position I oversee everything but I’m not hands-on. Trust is built over time.
Greatest challenge: Right now in our business it’s really what the ultimate
outcome of healthcare reform is going to be. It will have a dramatic impact
on our business and our ability to continue the services we’re providing. The
service and reimbursement side we can handle. But our business is more or less
run on a per diem basis. We have lots of full-time workers, but others don’t get
benefits. Under “pay or play,” you have to pay $2,000 per full-time equivalent
if they don’t get insurance coverage. In the situation we’re in, that could knock

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40 percent off the financial value of the company.
How close are you to operations? We have an open-door policy. I receive phone calls on an as-needed basis. We have a CFO and COO who handle
the day-to-day operations.
Personality: Much more mellow than I was before being in this position. I
still get fired up about good and bad things, but that happens.
How do others describe you? Probably the same way. But I probably
don’t get fired up as much as they think I do.
How do you hire and fire? We have a process. I’m not directly involved
unless it involves a member of the management team. We do interviews by committee. We check references, do background checks. And it works. We have a lot
of longevity in our company. Our COO will be celebrating his 40th year in January.
How do you train and retain? Probably not as well as we sh