Street Level
As more field service employees rely on their mobile devices for scheduling and to check in with the office, TOA Technologies is keeping up with increased demand. The provider of field service management software experienced record growth in 2013 thanks to the launch of its ETA direct software, landing global telecom company Telefonica as a new customer, and securing a partnership and $66 million investment from Technology Crossover Ventures.
“It’s just a reflection of an ongoing need for people to have scheduling solutions and support,” says John Opdycke, TOA’s vice president of worldwide marketing. “Our goals were not just about revenue growth. We entered new vertical markets and new geographies. We’ve increased our breadth and expansion of our presence throughout the world.”
TOA entered five new countries last year: Finland, Argentina, Chile, Sweden and the Philippines. It experienced 50 percent growth over 2012 in new deals. And had 30 percent staff growth, which translates to 68 employees in the Cleveland headquarters and 514 worldwide. Over the past three years TOA has grown its global team by 71 percent and its Cleveland team by 127 percent.
“You always go into any year budgeting for a year of growth and, yes, we went into last year knowing we were on track to increase business,” says Opdycke. “And we met all of our goals. But if someone had asked me, ‘Will you increase business by 50 percent?’ I would have said, ‘No, that’s a dramatic increase.’”
The Telefonica deal was the largest service deal in the history of the mobile workforce management software industry. TOA is in the process of expanding its Cleveland offices, with plans to more than double its size to accommodate its growth. Every TOA employee around the world comes to Cleveland for training.
Opdycke says he expects 2014 to be an equally successful year. “We continue to push forward and we really feel we’re on the right path,” he says. “
Source: John Opdycke
Writer: Karin Connelly
“It’s just a reflection of an ongoing need for people to have scheduling solutions and support,” says John Opdycke, TOA’s vice president of worldwide marketing. “Our goals were not just about revenue growth. We entered new vertical markets and new geographies. We’ve increased our breadth and expansion of our presence throughout the world.”
TOA entered five new countries last year: Finland, Argentina, Chile, Sweden and the Philippines. It experienced 50 percent growth over 2012 in new deals. And had 30 percent staff growth, which translates to 68 employees in the Cleveland headquarters and 514 worldwide. Over the past three years TOA has grown its global team by 71 percent and its Cleveland team by 127 percent.
“You always go into any year budgeting for a year of growth and, yes, we went into last year knowing we were on track to increase business,” says Opdycke. “And we met all of our goals. But if someone had asked me, ‘Will you increase business by 50 percent?’ I would have said, ‘No, that’s a dramatic increase.’”
The Telefonica deal was the largest service deal in the history of the mobile workforce management software industry. TOA is in the process of expanding its Cleveland offices, with plans to more than double its size to accommodate its growth. Every TOA employee around the world comes to Cleveland for training.
Opdycke says he expects 2014 to be an equally successful year. “We continue to push forward and we really feel we’re on the right path,” he says. “
Source: John Opdycke
Writer: Karin Connelly
Bialosky and Partners Architects, a design firm in Shaker Square known for its design, historic rehab and new construction projects, recently promoted five of its younger employees to senior level positions.
“This particularly young set, all under 40, join the senior leadership at Bialosky and Partners with a high energy, high motivation approach to how we design and how we do business,” says Jack Bialosky, Jr. “We take pride in growing our own. By empowering hard-working and self-confident individuals early in their careers, they end up gaining experience beyond their years.”
David W. Craun was promoted to principal and continues to be one of the firm’s key design leads. Brandon Garrett was named associate principal. Both Craun and Garrett were key players in the development of Crocker Park. Paul Taylor was named associate principal. Craun and Taylor started their careers at the firm as interns.
Taylor has played instrumental roles in projects such as the award-winning designs for Tri-C’s Hospitality Management Center. Ryan Parsons was named senior associate. Parsons currently leads the team in the adaptive reuse restoration of the Schofield Building at E. 9th Street and Euclid Avenue. John Guzik was named senior associate in addition to his role as the firm’s director of sustainability.
“These young and empowered leaders are continuing the virtuous cycle of attracting new talent to the firm,” says Bialosky. “By knowing the skill set and mindset it takes to succeed early in their careers, these newly promoted leaders can effectively seek out compatible hard-working individuals who will stay will one day become principals themselves.”
Bialosky and Partners won numerous design awards and national recognition last year for its projects and designs.
Source: Jack Bialosky, Jr.
Writer: Karin Connelly
“This particularly young set, all under 40, join the senior leadership at Bialosky and Partners with a high energy, high motivation approach to how we design and how we do business,” says Jack Bialosky, Jr. “We take pride in growing our own. By empowering hard-working and self-confident individuals early in their careers, they end up gaining experience beyond their years.”
David W. Craun was promoted to principal and continues to be one of the firm’s key design leads. Brandon Garrett was named associate principal. Both Craun and Garrett were key players in the development of Crocker Park. Paul Taylor was named associate principal. Craun and Taylor started their careers at the firm as interns.
Taylor has played instrumental roles in projects such as the award-winning designs for Tri-C’s Hospitality Management Center. Ryan Parsons was named senior associate. Parsons currently leads the team in the adaptive reuse restoration of the Schofield Building at E. 9th Street and Euclid Avenue. John Guzik was named senior associate in addition to his role as the firm’s director of sustainability.
“These young and empowered leaders are continuing the virtuous cycle of attracting new talent to the firm,” says Bialosky. “By knowing the skill set and mindset it takes to succeed early in their careers, these newly promoted leaders can effectively seek out compatible hard-working individuals who will stay will one day become principals themselves.”
Bialosky and Partners won numerous design awards and national recognition last year for its projects and designs.
Source: Jack Bialosky, Jr.
Writer: Karin Connelly
With the loss of the United Airlines hub in Cleveland, LeanDog Software owner Jon Stahl say's he's discovered a way perhaps to cut down on the size of his team while traveling to visit clients. It's a robot named Gilligan -- made by Double Robotics – that roams about the LeanDog boat, checking in with team members on a project.
The investment might be one solution to reduce air travel for businesses that go to customers or bring customers to their offices.
Stahl got Gilligan in January to cut down on the number of team members he needs when traveling to call on customers. “Instead of taking a large team to customer sites, we can send less people and then drive the robot around the boat and talk to anyone we need to,” Stahl explains. “I don’t need to have as many people travel with me just in case I need them in a meeting.”
Gilligan also helps Stahl stay in touch with his staff when he’s on the road for long stretches of time. “I can also use the robot to look at our visual management walls, attend our daily standup meetings, and just make an appearance,” he says. “We have been on the road for three weeks straight, and it’s nice to pop in when we can.”
Stahl finds the robot to be a more flexible alternative to video conferencing, which requires scheduling a time for the meeting. “With Gilligan, we can wake him up and drive him around the boat and talk to someone at any time,” he explains. “Soon, we can even drive it to the recharging docking bay. We tried to use Skype phones in the past and gave them to our customers – we bought 20 of them, but you need someone to answer the phone, so that solution didn’t work so well."
The only disadvantage to Gilligan is that he can’t climb stairs; he has wheels for legs.
LeanDog has a client in San Francisco who also is trying out the robot. Together, the two companies are experimenting with their robots to see if they might replace, or reduce, travel and improve communication.
Source: Jon Stahl
Writer: Karin Connelly
The investment might be one solution to reduce air travel for businesses that go to customers or bring customers to their offices.
Stahl got Gilligan in January to cut down on the number of team members he needs when traveling to call on customers. “Instead of taking a large team to customer sites, we can send less people and then drive the robot around the boat and talk to anyone we need to,” Stahl explains. “I don’t need to have as many people travel with me just in case I need them in a meeting.”
Gilligan also helps Stahl stay in touch with his staff when he’s on the road for long stretches of time. “I can also use the robot to look at our visual management walls, attend our daily standup meetings, and just make an appearance,” he says. “We have been on the road for three weeks straight, and it’s nice to pop in when we can.”
Stahl finds the robot to be a more flexible alternative to video conferencing, which requires scheduling a time for the meeting. “With Gilligan, we can wake him up and drive him around the boat and talk to someone at any time,” he explains. “Soon, we can even drive it to the recharging docking bay. We tried to use Skype phones in the past and gave them to our customers – we bought 20 of them, but you need someone to answer the phone, so that solution didn’t work so well."
The only disadvantage to Gilligan is that he can’t climb stairs; he has wheels for legs.
LeanDog has a client in San Francisco who also is trying out the robot. Together, the two companies are experimenting with their robots to see if they might replace, or reduce, travel and improve communication.
Source: Jon Stahl
Writer: Karin Connelly
Matt Strayer and his business partner, Aj Mihalic, had a vision: To be able to streamline all of their social network accounts into one place. The two were running a website and graphic design firm while in college, but they were burnt out and looking for something different.
During a bike ride through the Metroparks in 2012, that vision started to come into focus. “I said, ‘Why do I have to have to go to all these different sites to see my posts,’” he recalls. “Why can’t I just go to one site? And Aj said, ‘Let’s do it.’”
Thanks to that bike ride, the first concept of Widdle took shape. The first version, called Nest, was simply an app that amassed all social networking sites in one place. Two years later, and after going through the LaunchHouse accelerator program, Strayer and Mihalic are preparing to launch Widdle in March.
The current version not only groups sites like Facebook and Twitter into one place, the app also pares down user content to the most relevant posts. “You can 'widdle' down the posts that don’t matter without removing or unfriending your contacts,” explains Strayer. “It’s like the Pandora Radio of social networking.”
Strayer says most of the past year and a half has been spent assembling the right management team. In addition to himself and Mihalic, Widdle employs Stephen Hatch and Cory Breed in development and wordsmith Meghan Norcross.
“It’s been a long time in the making but we’re finally comfortable with it,” says Strayer. “It had to be able to adapt as you change.”
Widdle users can set the app to download all their social media feeds, turn off certain sites, or select what content to show. “If you feel posts you want are being widdled, or the app is making bad decisions, you can go back and re-train the algorithm,” explains Strayer. “We put that feature in there because five years ago, I wasn’t interested in business at all. Now, it’s 90 percent of what I do.”
Strayer and his team currently are taking reservations for the app on the Widdle site.
Source: Matt Strayer
Writer: Karin Connelly
During a bike ride through the Metroparks in 2012, that vision started to come into focus. “I said, ‘Why do I have to have to go to all these different sites to see my posts,’” he recalls. “Why can’t I just go to one site? And Aj said, ‘Let’s do it.’”
Thanks to that bike ride, the first concept of Widdle took shape. The first version, called Nest, was simply an app that amassed all social networking sites in one place. Two years later, and after going through the LaunchHouse accelerator program, Strayer and Mihalic are preparing to launch Widdle in March.
The current version not only groups sites like Facebook and Twitter into one place, the app also pares down user content to the most relevant posts. “You can 'widdle' down the posts that don’t matter without removing or unfriending your contacts,” explains Strayer. “It’s like the Pandora Radio of social networking.”
Strayer says most of the past year and a half has been spent assembling the right management team. In addition to himself and Mihalic, Widdle employs Stephen Hatch and Cory Breed in development and wordsmith Meghan Norcross.
“It’s been a long time in the making but we’re finally comfortable with it,” says Strayer. “It had to be able to adapt as you change.”
Widdle users can set the app to download all their social media feeds, turn off certain sites, or select what content to show. “If you feel posts you want are being widdled, or the app is making bad decisions, you can go back and re-train the algorithm,” explains Strayer. “We put that feature in there because five years ago, I wasn’t interested in business at all. Now, it’s 90 percent of what I do.”
Strayer and his team currently are taking reservations for the app on the Widdle site.
Source: Matt Strayer
Writer: Karin Connelly
Whiskey aficionados sat up and took notice when Cleveland Whiskey hit the market last March. Founder Tom Lix’s “radically different” approach to making whiskey -- pressure aging the whiskey for a superior quality in a short period of time -- has been met with enthusiasm and praise.
“I think, if anything, we just had an incredible reception,” says Lix. “The support has been phenomenal, especially when we are doing things untraditionally.”
Cleveland Whiskey sold 50,000 bottles in 2012 and now employs 12 people. Today, Lix is producing 4,000 bottles a week. The company started selling in Illinois and Tennessee last year, has begun selling in Virginia, and is about to start distribution in Michigan.
“We want to make sure we can keep up with demand at our Cleveland home base,” says Lix. “We want slow growth, but our mission is to sell nationally and eventually overseas.”
During the holidays, Cleveland Whiskey released its Christmas Bourbon and is about to launch a new whiskey – 87 – a slightly lower proof version of the original. “It still has the same bold flavors but it's a little less strong,” explains Lix.
The Cleveland Whiskey group will contribute to a float in Cleveland’s St. Patrick’s Day parade that will feature Celtic band CRAIC. The team will host an after-parade party at McCarthy’s Downtown with another concert by CRAIC and, of course, some whiskey.
Source: Tom Lix
Writer: Karin Connelly
“I think, if anything, we just had an incredible reception,” says Lix. “The support has been phenomenal, especially when we are doing things untraditionally.”
Cleveland Whiskey sold 50,000 bottles in 2012 and now employs 12 people. Today, Lix is producing 4,000 bottles a week. The company started selling in Illinois and Tennessee last year, has begun selling in Virginia, and is about to start distribution in Michigan.
“We want to make sure we can keep up with demand at our Cleveland home base,” says Lix. “We want slow growth, but our mission is to sell nationally and eventually overseas.”
During the holidays, Cleveland Whiskey released its Christmas Bourbon and is about to launch a new whiskey – 87 – a slightly lower proof version of the original. “It still has the same bold flavors but it's a little less strong,” explains Lix.
The Cleveland Whiskey group will contribute to a float in Cleveland’s St. Patrick’s Day parade that will feature Celtic band CRAIC. The team will host an after-parade party at McCarthy’s Downtown with another concert by CRAIC and, of course, some whiskey.
Source: Tom Lix
Writer: Karin Connelly
Thanks to a partnership between the Cleveland Metropolitan Housing Authority (CMHA), Sherwin-Williams, the Cleveland Foundation and Towards Employment, CMHA residents are getting hands-on training in commercial painting skills.
Sherwin-Williams instructors come in and teach participants about brush technique, taping and masking baseboards, cutting in and mixing paint. Students get one week of classroom instruction, followed by a week of hands-on training.
“We, as a housing authority, identify residents to participate and identify locations for painting,” explains CMHA manager of youth and adult services Robin Holmes. “We have plenty of housing and we always have plenty of areas for painting. It really benefits our residents in looking for opportunities to get training and get employment.”
About 60 percent of the program graduates have gone on to get jobs or start their own painting companies.
The program also provides classes in demolition and asbestos abatement. Participants can enroll in job readiness training and job placement assistance.
John Fitcheard is one such resident who took the class and went on to get a job thanks to it. While he has some interior painting experience, he figured he’d brush up on his skills. “I enrolled in the program because I was sitting at home and not doing anything else,” he says.
Fitcheard went on get a job with Precision Environmental doing asbestos abatement and continues to do painting jobs on the side.
Sources: Robin Holmes, John Fitcheard
Writer: Karin Connelly
Sherwin-Williams instructors come in and teach participants about brush technique, taping and masking baseboards, cutting in and mixing paint. Students get one week of classroom instruction, followed by a week of hands-on training.
“We, as a housing authority, identify residents to participate and identify locations for painting,” explains CMHA manager of youth and adult services Robin Holmes. “We have plenty of housing and we always have plenty of areas for painting. It really benefits our residents in looking for opportunities to get training and get employment.”
About 60 percent of the program graduates have gone on to get jobs or start their own painting companies.
The program also provides classes in demolition and asbestos abatement. Participants can enroll in job readiness training and job placement assistance.
John Fitcheard is one such resident who took the class and went on to get a job thanks to it. While he has some interior painting experience, he figured he’d brush up on his skills. “I enrolled in the program because I was sitting at home and not doing anything else,” he says.
Fitcheard went on get a job with Precision Environmental doing asbestos abatement and continues to do painting jobs on the side.
Sources: Robin Holmes, John Fitcheard
Writer: Karin Connelly
2004 was a rough year for Deb Papes-Stanzak and her family. First her brother, Ron Papes, was on dialysis for renal failure. Her mother, Mary Papes, was undergoing blood transfusions for congestive heart failure. And her husband, Gary Stanzak, was getting chemotherapy treatments for a rare form of cancer. And Papes-Stanzak was taking care of all of them.
One day her brother complained that he was always cold during dialysis and asked his sister to bring some blankets. In fact, all of her family members going through treatment noted that they would get cold. With a 35-year career in retail fashion and textiles, Papes-Stanzak started thinking about how she could keep her loved ones warm.
“Everyone seemed to have the same problem,” she recalls. “I thought how can I make this better?”
She took a fleece shirt and sewed a zipper into the arm; the dialysis port was easily accessible and the shirt kept Ron warm. “You unzip it, connect and don’t have to worry about blankets,” she says of her original prototype. “The next day Ron said, ‘You’re going to be a millionaire. Everyone wants one of these. This solves the problem.’”
Papes-Stanzak’s first thought was, “I don’t have time for this; I’m taking care of everyone and I have a job.” But then Ron passed away in 2005. “The weekend he died he made me promise I would do something with the prototype I made,” she says.
Papes-Stanzak’s mom, husband and father-in-law also passed away within a year. After her husband died, she took out a shoebox with the materials from her original shirt, and RonWear Port-Able Clothing was born.
RonWear sells zippered jackets and pants to provide easy access to chemotherapy, dialysis and infusion ports. “I created zippers in every area there could be a port,” Papes-Stanzak says. “They are dual-pull zippers so you can zip it right up to the port.” She also sells non-zippered companion wear. The clothing, made from brushed French terrycloth, looks like a jogging suit and is stain-resistant and anti-microbial.
RonWear is sold in gift shops, healthcare institutions and on the RonWear website. Papes-Stanzak has sold more than 2,000 outfits worldwide. She works out of her home and her fulfillment center at US Brands in Beachwood. She employs five contract workers to help her with the operations.
Source: Deb Papes-Stanzak
Writer: Karin Connelly
One day her brother complained that he was always cold during dialysis and asked his sister to bring some blankets. In fact, all of her family members going through treatment noted that they would get cold. With a 35-year career in retail fashion and textiles, Papes-Stanzak started thinking about how she could keep her loved ones warm.
“Everyone seemed to have the same problem,” she recalls. “I thought how can I make this better?”
She took a fleece shirt and sewed a zipper into the arm; the dialysis port was easily accessible and the shirt kept Ron warm. “You unzip it, connect and don’t have to worry about blankets,” she says of her original prototype. “The next day Ron said, ‘You’re going to be a millionaire. Everyone wants one of these. This solves the problem.’”
Papes-Stanzak’s first thought was, “I don’t have time for this; I’m taking care of everyone and I have a job.” But then Ron passed away in 2005. “The weekend he died he made me promise I would do something with the prototype I made,” she says.
Papes-Stanzak’s mom, husband and father-in-law also passed away within a year. After her husband died, she took out a shoebox with the materials from her original shirt, and RonWear Port-Able Clothing was born.
RonWear sells zippered jackets and pants to provide easy access to chemotherapy, dialysis and infusion ports. “I created zippers in every area there could be a port,” Papes-Stanzak says. “They are dual-pull zippers so you can zip it right up to the port.” She also sells non-zippered companion wear. The clothing, made from brushed French terrycloth, looks like a jogging suit and is stain-resistant and anti-microbial.
RonWear is sold in gift shops, healthcare institutions and on the RonWear website. Papes-Stanzak has sold more than 2,000 outfits worldwide. She works out of her home and her fulfillment center at US Brands in Beachwood. She employs five contract workers to help her with the operations.
Source: Deb Papes-Stanzak
Writer: Karin Connelly
OnShift, which provides online staff scheduling and labor solutions in healthcare, recently closed $7 million in Series C investment financing. The investors include HLM Venture Partners and five previous investors in OnShift.
OnShift CEO Mark Woodka said the money will be used to expand the company’s sales and marketing, product development and customer service departments. “We doubled our customer base last year, and we’re getting out of the gate this year pretty strong as well,” he says.
In response to its rapid growth, OnShift last year added 23 employees, 15 of which were new positions. Woodka predicts he will add another 20 to 30 new staffers in 2014. In fact, the company currently has 18 open positions.
OnShift’s staff scheduling software caters primarily to long-term care and senior living facilities, helping prevent overtime and scheduling gaps and increase efficiency. With the enactment of the Affordable Care Act, Woodka has seen a surge in business. He predicts that trend will continue as companies try to manage their costs and part-time employees.
OnShift is serving a virtually untapped market, with almost 85 percent of the senior living and long-term care industry lacking scheduling software. “They are mostly doing it on a piece of paper,” says Woodka. “The really advanced ones are doing it in Excel.”
Woodka continues to embrace Cleveland as the ideal home for OnShift. “Cleveland’s a great place,” he says. “We have access to great talent, with younger talent coming from Case and CSU, and the cost of doing business is one-third of what they are on the coasts. And we have the best view of downtown Cleveland.”
Source: Mark Woodka
Writer: Karin Connelly
OnShift CEO Mark Woodka said the money will be used to expand the company’s sales and marketing, product development and customer service departments. “We doubled our customer base last year, and we’re getting out of the gate this year pretty strong as well,” he says.
In response to its rapid growth, OnShift last year added 23 employees, 15 of which were new positions. Woodka predicts he will add another 20 to 30 new staffers in 2014. In fact, the company currently has 18 open positions.
OnShift’s staff scheduling software caters primarily to long-term care and senior living facilities, helping prevent overtime and scheduling gaps and increase efficiency. With the enactment of the Affordable Care Act, Woodka has seen a surge in business. He predicts that trend will continue as companies try to manage their costs and part-time employees.
OnShift is serving a virtually untapped market, with almost 85 percent of the senior living and long-term care industry lacking scheduling software. “They are mostly doing it on a piece of paper,” says Woodka. “The really advanced ones are doing it in Excel.”
Woodka continues to embrace Cleveland as the ideal home for OnShift. “Cleveland’s a great place,” he says. “We have access to great talent, with younger talent coming from Case and CSU, and the cost of doing business is one-third of what they are on the coasts. And we have the best view of downtown Cleveland.”
Source: Mark Woodka
Writer: Karin Connelly
Cleveland tech companies attracted venture and angel investments in 2013 amounting to pre-recession levels, according to JumpStart and a report released by the Venture Capital Advisory Task Force. One hundred and eighteen companies spanning IT, healthcare, clean tech, and business and consumer products received $259 million in equity investments last year, a 15-percent increase over the previous year.
“$259 million puts us up where we were pre-recession,” says JumpStart’s principal of communications Samantha Fryberger. “So that’s really good.”
IT companies led the way in investments. Sixty-six IT firms attracted $116 million, followed by 32 healthcare companies bringing in $98 million, and 15 clean technology businesses getting $44 million. Consumer products raised $1 million.
Furthermore, 27 of the investors were first-timers to the Northeast Ohio business community. “Year after year, there are investors finding we have great companies here,” says Fryberger. “More than 50 percent of the companies had angels involved in their deals, which means there are wealthy investors here who see good deals and want to put their dollars into these promising businesses.”
Seed companies fared well, securing 70 percent of the $259 million, according to the report, while companies in the early stages of growth followed the national trend and did not fare as well in Series A funding. Fryberger attributes the number of accelerators in the area fostering early business as one of the reasons seed funding was up. “We have more seed companies than ever before,” says Fryberger.
The news overall is good for growing companies in the area. “There’s certainly a great deal of entrepreneurial activity in Northeast Ohio,” notes Fryberger. “While a national shortage of Series A dollars could make fundraising more of a challenge for early stage businesses in the year ahead, it’s exciting to see new startups getting off the ground and some of the more mature companies attracting the capital they need to expand their market share.”
Source: Samantha Fryberger
Writer: Karin Connelly
“$259 million puts us up where we were pre-recession,” says JumpStart’s principal of communications Samantha Fryberger. “So that’s really good.”
IT companies led the way in investments. Sixty-six IT firms attracted $116 million, followed by 32 healthcare companies bringing in $98 million, and 15 clean technology businesses getting $44 million. Consumer products raised $1 million.
Furthermore, 27 of the investors were first-timers to the Northeast Ohio business community. “Year after year, there are investors finding we have great companies here,” says Fryberger. “More than 50 percent of the companies had angels involved in their deals, which means there are wealthy investors here who see good deals and want to put their dollars into these promising businesses.”
Seed companies fared well, securing 70 percent of the $259 million, according to the report, while companies in the early stages of growth followed the national trend and did not fare as well in Series A funding. Fryberger attributes the number of accelerators in the area fostering early business as one of the reasons seed funding was up. “We have more seed companies than ever before,” says Fryberger.
The news overall is good for growing companies in the area. “There’s certainly a great deal of entrepreneurial activity in Northeast Ohio,” notes Fryberger. “While a national shortage of Series A dollars could make fundraising more of a challenge for early stage businesses in the year ahead, it’s exciting to see new startups getting off the ground and some of the more mature companies attracting the capital they need to expand their market share.”
Source: Samantha Fryberger
Writer: Karin Connelly
In Cleveland, you might recognize the work of Think Media Studios from the Cavs intro videos that they produce. The award-winning Mayfield Heights company also has produced videos for Ohio State University sports teams and companies like Nestle, Progressive Insurance and Parker-Hannifin.
But Think Media owner Brian Glazen recently achieved his ultimate goal of establishing a reputation as a filmmaker. His film Fishing Without Nets, a feature about Somali pirates, examined from the perspective of the pirates, went to the 2013 Sundance Film Festival and won the U.S. Dramatic Directing Award. The movie was adapted from a 2012 short film version that also won a jury prize at Sundance.
Glazen, a Chagrin Falls native, worked in the film industry in Los Angeles for 10 years before returning to Cleveland in 2003. “When I moved back to Cleveland and started Think Media Studios, I wanted to get into original film work,” he explains. Glazen and his team spent 70 days in Kenya shooting the film using many first-time actors.
Glazen wants to continue to build up Cleveland’s reputation for turning out quality movies. “Cleveland’s not the first thing that comes to mind in the film industry,” he says. “But here we are playing Hollywood in our own backyard.”
While Think Media Studios continues to produce quality videos for sports teams and businesses, Glazen currently is in talks to shoot two movies and a television show. It’s all still top-secret, but the television project is slated to shoot in Cleveland this summer.
“My goal is to have a [film] production company with the work we do in Cleveland,” Glazen says. “We want to tap into original content that we could actually sell and still do the work we do for our clients.”
Source: Brian Glazen
Writer: Karin Connelly
But Think Media owner Brian Glazen recently achieved his ultimate goal of establishing a reputation as a filmmaker. His film Fishing Without Nets, a feature about Somali pirates, examined from the perspective of the pirates, went to the 2013 Sundance Film Festival and won the U.S. Dramatic Directing Award. The movie was adapted from a 2012 short film version that also won a jury prize at Sundance.
Glazen, a Chagrin Falls native, worked in the film industry in Los Angeles for 10 years before returning to Cleveland in 2003. “When I moved back to Cleveland and started Think Media Studios, I wanted to get into original film work,” he explains. Glazen and his team spent 70 days in Kenya shooting the film using many first-time actors.
Glazen wants to continue to build up Cleveland’s reputation for turning out quality movies. “Cleveland’s not the first thing that comes to mind in the film industry,” he says. “But here we are playing Hollywood in our own backyard.”
While Think Media Studios continues to produce quality videos for sports teams and businesses, Glazen currently is in talks to shoot two movies and a television show. It’s all still top-secret, but the television project is slated to shoot in Cleveland this summer.
“My goal is to have a [film] production company with the work we do in Cleveland,” Glazen says. “We want to tap into original content that we could actually sell and still do the work we do for our clients.”
Source: Brian Glazen
Writer: Karin Connelly
Team NEO, the entity charged with marketing Northeast Ohio to the rest of the country and the world, brought a record 16 new businesses to the region in 2013, seven of which are in Cuyahoga County. The new companies add to the region almost 1,400 new jobs and more than $85 million in new annual payroll. The average salary in these companies is $62,000, which also is a record high. The majority of the companies are in manufacturing, healthcare and biomedical.
“Obviously, we’re really happy about this,” says Tom Waltermire, Team NEO CEO. “The reasons the companies are here vary significantly, but they’re here because we have a whole bunch of resources available.” Three criteria attracted companies to Northeast Ohio, says Waltermire: close proximity to customers; low cost of doing business; and the ability to find and train the talent they need.
Team NEO has been promoting the 18-county Northeast Ohio region since 2007. In seven years, the organization has attracted 83 companies and 6,200 jobs to the area. The organization averaged nine to 12 new companies in each of its first five years. Last year, Team NEO brought 15 new companies to the area.
Waltermire attributes the rising interest in Northeast Ohio to increased awareness. “All of us as a community and a region are just getting better at this,” he says, adding that as consultants become more familiar with the region, they're more apt to promote it. “As we’ve been marketing the region for seven years, we’re becoming progressively better known.”
He also says both newcomers and lifelong residents have helped improve the region’s reputation. “Whether it’s a cocktail party or in a coffee shop, when you get that buzz going and get that informed ambassador effect going, then you’re really rolling.”
Of course, Team NEO alone does not take the credit for attracting the 16 companies. JobsOhio, the state and local communities all were involved in wooing new business to the region.
Source: Tom Waltermire
Writer: Karin Connelly
“Obviously, we’re really happy about this,” says Tom Waltermire, Team NEO CEO. “The reasons the companies are here vary significantly, but they’re here because we have a whole bunch of resources available.” Three criteria attracted companies to Northeast Ohio, says Waltermire: close proximity to customers; low cost of doing business; and the ability to find and train the talent they need.
Team NEO has been promoting the 18-county Northeast Ohio region since 2007. In seven years, the organization has attracted 83 companies and 6,200 jobs to the area. The organization averaged nine to 12 new companies in each of its first five years. Last year, Team NEO brought 15 new companies to the area.
Waltermire attributes the rising interest in Northeast Ohio to increased awareness. “All of us as a community and a region are just getting better at this,” he says, adding that as consultants become more familiar with the region, they're more apt to promote it. “As we’ve been marketing the region for seven years, we’re becoming progressively better known.”
He also says both newcomers and lifelong residents have helped improve the region’s reputation. “Whether it’s a cocktail party or in a coffee shop, when you get that buzz going and get that informed ambassador effect going, then you’re really rolling.”
Of course, Team NEO alone does not take the credit for attracting the 16 companies. JobsOhio, the state and local communities all were involved in wooing new business to the region.
Source: Tom Waltermire
Writer: Karin Connelly
Cleveland continues to gain momentum in leading the country and the Midwest in biomedical investments, according to BioEnterprise’s 2013 Midwest Healthcare Venture Investment Report. The report, released last month, shows that while overall investing is down nationwide, biomedical investments in health IT and medical devices in Northeast Ohio continue to be on the rise.
Ohio ranked number-one in healthcare venture investments. Cleveland earned the number-two regional ranking with $201.2 million invested in 50 companies, second only to Minneapolis. “It’s a very strong report, particularly for medical devices in the Midwest,” says Aram Nerpouni, president and CEO of BioEnterprise. “There is a strong pipeline of companies coming out of the Cleveland area.”
This is the second year the Cleveland area has seen $200 million in venture capital coming into the medical field, according to Nerpouni. But the ranking has taken years of effort. “As a region, it’s something we’ve been working toward for a decade now,” he says, crediting the area’s healthcare systems, universities and savvy entrepreneurs with the investment increase.
Ten years ago Cleveland’s leaders recognized the region’s assets in the biomedical field and have worked to create a reputation. But Nerpouni cautions we are only just beginning. “Look at it as a very good start,” he says. “We have to strike a balance of celebrating the progress but not getting too confident that it’s automatic.”
Nerpouni cites institutions like Cleveland Clinic Innovations, the Global Cardiovascular Innovation Center, and University Hospitals’ Harrington Discovery Institute, and now the Global Center for Health Innovation as just some of the contributors to the region’s growth in the biomedical field.
“Look at how much growth has happened, we’re just seeing this steady progress,” he says. “You begin to find there’s this flywheel gaining momentum.”
Source: Aram Nerpouni
Writer: Karin Connelly
Ohio ranked number-one in healthcare venture investments. Cleveland earned the number-two regional ranking with $201.2 million invested in 50 companies, second only to Minneapolis. “It’s a very strong report, particularly for medical devices in the Midwest,” says Aram Nerpouni, president and CEO of BioEnterprise. “There is a strong pipeline of companies coming out of the Cleveland area.”
This is the second year the Cleveland area has seen $200 million in venture capital coming into the medical field, according to Nerpouni. But the ranking has taken years of effort. “As a region, it’s something we’ve been working toward for a decade now,” he says, crediting the area’s healthcare systems, universities and savvy entrepreneurs with the investment increase.
Ten years ago Cleveland’s leaders recognized the region’s assets in the biomedical field and have worked to create a reputation. But Nerpouni cautions we are only just beginning. “Look at it as a very good start,” he says. “We have to strike a balance of celebrating the progress but not getting too confident that it’s automatic.”
Nerpouni cites institutions like Cleveland Clinic Innovations, the Global Cardiovascular Innovation Center, and University Hospitals’ Harrington Discovery Institute, and now the Global Center for Health Innovation as just some of the contributors to the region’s growth in the biomedical field.
“Look at how much growth has happened, we’re just seeing this steady progress,” he says. “You begin to find there’s this flywheel gaining momentum.”
Source: Aram Nerpouni
Writer: Karin Connelly
A team of researchers at the Cleveland Clinic’s Lerner Research Institute have developed a risk calculator for colorectal cancer, helping patients and physicians make better, more personalized decisions on whether or not to screen for the disease.
The tool, known as CRC-PRO, or Colorectal Cancer Predicted Risk Online, uses multiple factors to determine an individual person’s risk of developing cancer, instead of simply basing risk on general factors like age and weight. There are separate calculators for men and women.
“It’s less about the predictors and more about the way we put them together,” says Michael Kattan, one of the researchers on the team and chair of the Clinic’s department of Quantitative Health Sciences. “You take into account much more information.”
Kattan says the trade-off is that the risk is computed by an online calculator, so it’s less visual than running through a series of more generic questions.
Researchers, led by the Clinic’s Brian Wells, analyzed data on over 180,000 patients from a study conducted at the University of Hawaii. Patients were followed to determine which factors were highly associated with the development of colorectal cancer.
Kattan first saw the need for a more personalized formula more than 20 years ago when he was diagnosed with Hodgkin’s Disease. “We didn’t catch it early, I was in stage 4, with stage 5 being death,” he recalls. “You’re told you’re not really applicable to that stage, but how do you add and subtract factors? I want estimates tailored to me. Why isn’t there a website where I can enter stuff about myself? I can do that everywhere else.”
CRC-PRO is one of a series of risk prediction calculators Kattan and his team are rolling out at the Clinic, including tools for calculating the risk of heart disease and breast, prostate and thyroid cancers. Patients can use the tools online. The calculators will eventually be added to patients’ electronic health records.
Source: Michael Kattan
Writer: Karin Connelly
The tool, known as CRC-PRO, or Colorectal Cancer Predicted Risk Online, uses multiple factors to determine an individual person’s risk of developing cancer, instead of simply basing risk on general factors like age and weight. There are separate calculators for men and women.
“It’s less about the predictors and more about the way we put them together,” says Michael Kattan, one of the researchers on the team and chair of the Clinic’s department of Quantitative Health Sciences. “You take into account much more information.”
Kattan says the trade-off is that the risk is computed by an online calculator, so it’s less visual than running through a series of more generic questions.
Researchers, led by the Clinic’s Brian Wells, analyzed data on over 180,000 patients from a study conducted at the University of Hawaii. Patients were followed to determine which factors were highly associated with the development of colorectal cancer.
Kattan first saw the need for a more personalized formula more than 20 years ago when he was diagnosed with Hodgkin’s Disease. “We didn’t catch it early, I was in stage 4, with stage 5 being death,” he recalls. “You’re told you’re not really applicable to that stage, but how do you add and subtract factors? I want estimates tailored to me. Why isn’t there a website where I can enter stuff about myself? I can do that everywhere else.”
CRC-PRO is one of a series of risk prediction calculators Kattan and his team are rolling out at the Clinic, including tools for calculating the risk of heart disease and breast, prostate and thyroid cancers. Patients can use the tools online. The calculators will eventually be added to patients’ electronic health records.
Source: Michael Kattan
Writer: Karin Connelly
When Jeff Battershell and his wife lived in Ouray, Colorado, for six years, he fell in love with the numerous small town craft breweries in the area. A Cleveland native, Battershell moved back home a year and a half ago with the initial thought of starting a brewery.
“It was always kind of our plan to go out there and experience something different and move back,” Battershell explains. “But I felt like I was missing out on Cleveland’s renaissance.”
When he got back to Cleveland, Battershell’s environmental science and entrepreneurship education from BGSU kicked in. “Breweries seemed like a saturated market,” he says. “I was being honest with myself. I wasn’t good enough to compete with places like Great Lakes Brewery and Market Garden Brewery.”
Then Battershell got the idea to pair his environmental studies with his love for beer and start an apparel business that benefits water conservation groups while promoting breweries. He started Keepin’ it Fresh, a company that sells baseball caps and t-shirts with embroidered brewery logos. A portion of the proceeds will go to water conservation groups or projects; a percentage goes back to the brewery.
“I bounced the idea off of my friends in the industry and they really liked it because it was one more way to promote their business,” he says. “And beer depends on the quality of water they’re brewing with.”
Keepin’ it Fresh has four Southwest breweries signed on and is working with a number of well-known Cleveland breweries on agreements. Right now, Battershell is embroidering baseball caps on one machine out of his house. He plans to hire one part-time employee by 2015 and his five-year plan calls for five employees and additional embroidery machines.
Battershell’s site will be selling apparel by April. In the meantime he is working with organizations like the Natural Resources Defense Council’s Brewers for Clean Water Campaign and the Alliance for the Great Lakes.
Source: Jeff Battershell
Writer: Karin Connelly
“It was always kind of our plan to go out there and experience something different and move back,” Battershell explains. “But I felt like I was missing out on Cleveland’s renaissance.”
When he got back to Cleveland, Battershell’s environmental science and entrepreneurship education from BGSU kicked in. “Breweries seemed like a saturated market,” he says. “I was being honest with myself. I wasn’t good enough to compete with places like Great Lakes Brewery and Market Garden Brewery.”
Then Battershell got the idea to pair his environmental studies with his love for beer and start an apparel business that benefits water conservation groups while promoting breweries. He started Keepin’ it Fresh, a company that sells baseball caps and t-shirts with embroidered brewery logos. A portion of the proceeds will go to water conservation groups or projects; a percentage goes back to the brewery.
“I bounced the idea off of my friends in the industry and they really liked it because it was one more way to promote their business,” he says. “And beer depends on the quality of water they’re brewing with.”
Keepin’ it Fresh has four Southwest breweries signed on and is working with a number of well-known Cleveland breweries on agreements. Right now, Battershell is embroidering baseball caps on one machine out of his house. He plans to hire one part-time employee by 2015 and his five-year plan calls for five employees and additional embroidery machines.
Battershell’s site will be selling apparel by April. In the meantime he is working with organizations like the Natural Resources Defense Council’s Brewers for Clean Water Campaign and the Alliance for the Great Lakes.
Source: Jeff Battershell
Writer: Karin Connelly
When they’re not working their day jobs, Josh Womack and Cameron Amigo are stand-up comedians. While his talents can leave them rolling in the aisles during an open mic night, Amigo was finding that friends were coming to him for help writing those dreaded best man speeches. In demand was advice on how to give that perfect wedding speech that is at once humorous and light, but sentimental and genuine.
After attending eight weddings in three months in spring of 2012, and helping a few friends with their speeches, Womack and Amigo started Laugh Staff the following year. The company writes personalized best man, maid of honor and other speeches.
Laugh Staff offers four different speech packages, from "punching up" a customer’s pre-written speech to creating a custom speech from scratch. Womack sends a questionnaire to get all the details about the bride and groom. “We get all the background information before we start typing,” explains Womack. “Every couple has a different story. In 24 to 48 hours, we have a completed speech.”
Laugh Staff has a dozen comedians from around the country, and even the world, signed on to write speeches. Womack and Amigo hand pick the comedians based on speeches written as an application. “If people are going to pay money for it, it has to be funny,” Womack says. “If it makes you laugh out loud, if it makes the customer think, no way could I think of this on my own. That’s what we look for.”
Womack admits that he's written a majority of the 70 speeches Laugh Staff has sold.
Laugh Staff has been commissioned to write speeches for other occasions as well, such as retirement parties and farewell speeches. “A couple of people have reached out and asked us to write their online dating profiles,” says Womack. He’s taken the gig. “If you want someone to actually read it, the content has to be somewhat engaging.”
Womack would like to expand into corporate speeches, and even perhaps help a couple of politicians out. Laugh Staff is a win-win situation in Womack’s eyes. “I get a lot of joy in sitting down and writing a speech,” he says. “For the best man and maid of honor, the speech is just something they want to get off their to-do list. It gives them peace of mind that they have something.”
Source: Josh Womack
Writer: Karin Connelly
After attending eight weddings in three months in spring of 2012, and helping a few friends with their speeches, Womack and Amigo started Laugh Staff the following year. The company writes personalized best man, maid of honor and other speeches.
Laugh Staff offers four different speech packages, from "punching up" a customer’s pre-written speech to creating a custom speech from scratch. Womack sends a questionnaire to get all the details about the bride and groom. “We get all the background information before we start typing,” explains Womack. “Every couple has a different story. In 24 to 48 hours, we have a completed speech.”
Laugh Staff has a dozen comedians from around the country, and even the world, signed on to write speeches. Womack and Amigo hand pick the comedians based on speeches written as an application. “If people are going to pay money for it, it has to be funny,” Womack says. “If it makes you laugh out loud, if it makes the customer think, no way could I think of this on my own. That’s what we look for.”
Womack admits that he's written a majority of the 70 speeches Laugh Staff has sold.
Laugh Staff has been commissioned to write speeches for other occasions as well, such as retirement parties and farewell speeches. “A couple of people have reached out and asked us to write their online dating profiles,” says Womack. He’s taken the gig. “If you want someone to actually read it, the content has to be somewhat engaging.”
Womack would like to expand into corporate speeches, and even perhaps help a couple of politicians out. Laugh Staff is a win-win situation in Womack’s eyes. “I get a lot of joy in sitting down and writing a speech,” he says. “For the best man and maid of honor, the speech is just something they want to get off their to-do list. It gives them peace of mind that they have something.”
Source: Josh Womack
Writer: Karin Connelly
In college, Glenn Harbold followed family tradition and pursued a degree in mechanical and aerospace engineering. While he was interested in the manufacturing process, Harbold quickly realized that he possessed an entrepreneurial spirit and wanted to be a part of bringing new products to market.
That curiosity and spirit led Harbold to buy into Zounds Hearing as a franchisee. He is opening his first of six stores in the area on February 10th, in Brooklyn.
“My career has been a bit of a winding road, but I’m really into entrepreneurship,” Harbold says. After a stint in engineering, Harbold went on to earn an MBA and moved to Cleveland to work with two local technology startups. “I enjoyed getting up every day knowing that the future was in the hands of a small group of people.”
Then last year, Harbold began looking for companies to acquire. He met Sam Thomasson, a fellow engineer and founder of Zounds Hearing. “Sam is an electrical engineer and I loved his passion,” says Harbold. “We really hit it off.”
Harbold was so impressed with the quality and affordability of Zounds hearing aids that he decided to buy into the company. “The price and quality of the technology are really special,” he says. “We’re going to make it a lot easier for some people who couldn’t previously afford high quality hearing aids.”
After the Brooklyn store, Harbold plans to open five more stores in the area. He will employ two people at the Brooklyn store, including an audiologist and a client care specialist. Long-term, he predicts he will employ 12 to 15 people in the six stores.
Source: Glenn Harbold
Writer: Karin Connelly
That curiosity and spirit led Harbold to buy into Zounds Hearing as a franchisee. He is opening his first of six stores in the area on February 10th, in Brooklyn.
“My career has been a bit of a winding road, but I’m really into entrepreneurship,” Harbold says. After a stint in engineering, Harbold went on to earn an MBA and moved to Cleveland to work with two local technology startups. “I enjoyed getting up every day knowing that the future was in the hands of a small group of people.”
Then last year, Harbold began looking for companies to acquire. He met Sam Thomasson, a fellow engineer and founder of Zounds Hearing. “Sam is an electrical engineer and I loved his passion,” says Harbold. “We really hit it off.”
Harbold was so impressed with the quality and affordability of Zounds hearing aids that he decided to buy into the company. “The price and quality of the technology are really special,” he says. “We’re going to make it a lot easier for some people who couldn’t previously afford high quality hearing aids.”
After the Brooklyn store, Harbold plans to open five more stores in the area. He will employ two people at the Brooklyn store, including an audiologist and a client care specialist. Long-term, he predicts he will employ 12 to 15 people in the six stores.
Source: Glenn Harbold
Writer: Karin Connelly
Tonight, January 23, FlashStarts will be hosting Global Pitcher Night at the January TechPint event at Mahall’s 20 Lanes in Lakewood. Don't come expecting free pitchers of beer; the night is about providing budding entrepreneurs with the opportunity to get up and pitch their business ideas for a chance to take home $5,000.
“We call it a karaoke-for-entrepreneurs concept,” says FlashStarts co-founder Charles Stack. “It’s an irreverent approach to a business competition. Pitchers will get a few minutes at the microphone, then the crowd will hoot and holler.”
Six pitchers will be selected to present a three-minute pitch, followed by two minutes of Q&A from the audience. A team of judges from FlashStarts and sponsor Arsenal Venture Partners will decide how the $5,000 will be awarded, either winner-take-all or by dividing it up among multiple winners. The audience also will get to provide input.
“It really is as informal a process as you will see, but we’re taking it seriously,” says Stack. “We’re trying to brew up new ideas.”
Interested pitchers should email 100-word pitches to techpint@flashstarts.com up until 4 p.m. today. Stack says they’ve already received more than a dozen applications. Doors open at 4:30 p.m., and the pitches begin at 5 p.m. Those who show up before 5:30 p.m. get an extra drink ticket.
Stack and Doug Hardman, founder of SparkBase, will speak after the pitch presentation, followed by an after party. Tickets are $15 and include a free pint of beer and some food.
Source: Charles Stack
Writer: Karin Connelly
“We call it a karaoke-for-entrepreneurs concept,” says FlashStarts co-founder Charles Stack. “It’s an irreverent approach to a business competition. Pitchers will get a few minutes at the microphone, then the crowd will hoot and holler.”
Six pitchers will be selected to present a three-minute pitch, followed by two minutes of Q&A from the audience. A team of judges from FlashStarts and sponsor Arsenal Venture Partners will decide how the $5,000 will be awarded, either winner-take-all or by dividing it up among multiple winners. The audience also will get to provide input.
“It really is as informal a process as you will see, but we’re taking it seriously,” says Stack. “We’re trying to brew up new ideas.”
Interested pitchers should email 100-word pitches to techpint@flashstarts.com up until 4 p.m. today. Stack says they’ve already received more than a dozen applications. Doors open at 4:30 p.m., and the pitches begin at 5 p.m. Those who show up before 5:30 p.m. get an extra drink ticket.
Stack and Doug Hardman, founder of SparkBase, will speak after the pitch presentation, followed by an after party. Tickets are $15 and include a free pint of beer and some food.
Source: Charles Stack
Writer: Karin Connelly
On Monday, January 20, the Cleveland Museum of Art released to much anticipation an iPhone version of its award-winning iPad app, ArtLens.
“We’re really excited because lots of people have been waiting for the smartphone version,” says museum CIO Jane Alexander. “ArtLens for iPad got great reviews, but we found people really like using their own devices.”
ArtLens for the iPhone has some added features, such as a search function. It also can make recommendations based on user preferences. “You can hold the iPhone up to something you like and it shows you hotspots of other works,” Alexander explains. “It’s kind of like Amazon -- if you like this, you might like this.”
Visitors to the museum can go to the Collection Wall, the 40-foot interactive wall with images of the museum’s collections, and select their favorite works. The app will then take the visitor on a guided tour of the selected works.
The iPhone app also includes Top 10 lists of favorite works selected by both museum curators and visitors.
The original ArtLens app was released on Martin Luther King, Jr. Day in 2013, to coincide with the opening of Gallery One, where technology and art merge. Alexander says that commingling technology and fine art reduces the intimidation many people feel when they walk into the museum.
An Android version of the ArtLens app is planned for a spring release.
Source: Jane Alexander
Writer: Karin Connelly
“We’re really excited because lots of people have been waiting for the smartphone version,” says museum CIO Jane Alexander. “ArtLens for iPad got great reviews, but we found people really like using their own devices.”
ArtLens for the iPhone has some added features, such as a search function. It also can make recommendations based on user preferences. “You can hold the iPhone up to something you like and it shows you hotspots of other works,” Alexander explains. “It’s kind of like Amazon -- if you like this, you might like this.”
Visitors to the museum can go to the Collection Wall, the 40-foot interactive wall with images of the museum’s collections, and select their favorite works. The app will then take the visitor on a guided tour of the selected works.
The iPhone app also includes Top 10 lists of favorite works selected by both museum curators and visitors.
The original ArtLens app was released on Martin Luther King, Jr. Day in 2013, to coincide with the opening of Gallery One, where technology and art merge. Alexander says that commingling technology and fine art reduces the intimidation many people feel when they walk into the museum.
An Android version of the ArtLens app is planned for a spring release.
Source: Jane Alexander
Writer: Karin Connelly
Pet owners are beginning to realize the value of quality pet insurance, resulting in rapid growth for Embrace Pet Insurance. With that growth comes new hires, a change in investors and a partnership with a celebrity veterinarian.
While less than one percent of U.S. pet owners insure their pets -- compared to 25 percent in the UK -- founder Laura Bennett is working to change those numbers by going to vets and educating them about the benefits of insurance and encouraging them to recommend Embrace to their clients.
Embrace partnered with some comprehensive insurance companies last year. Most recently, Bennett signed on several large, well-known insurance companies to offer Embrace pet insurance to their clients.
To keep up with its growth, Embrace hired 17 employees last year. “I was like, holy moly,” says founder Laura Bennett. “And we have a number of positions open too. We’re now at 47 employees from 30. That’s growth of more than 50 percent.” Most of the hiring was in the claims, customer service and tech departments.
Amid all the hiring, Beauvest US, a private equity investor from Canada, bought out Embrace's venture investors. “Our prior investors had been in for over five years and were ready to move on per their investment guidelines,” says Bennett. “It’s good for Embrace in that our new investor is prepared to invest more money for us to grow and become more efficient. This person used to work in the insurance industry in Canada and sold his businesses. He understands our business.”
Earlier this month Embrace announced that the company has partnered with celebrity veterinarian, Dr. Marty Becker, known as “America’s Veterinarian,” to help spread the word about the importance of pet insurance. “He basically approached us,” Bennett says. “It builds awareness to our product in general and brings a lot of credibility to the Embrace brand.”
Later this year Embrace will move offices to accommodate its growth.
Source: Laura Bennett
Writer: Karin Connelly
While less than one percent of U.S. pet owners insure their pets -- compared to 25 percent in the UK -- founder Laura Bennett is working to change those numbers by going to vets and educating them about the benefits of insurance and encouraging them to recommend Embrace to their clients.
Embrace partnered with some comprehensive insurance companies last year. Most recently, Bennett signed on several large, well-known insurance companies to offer Embrace pet insurance to their clients.
To keep up with its growth, Embrace hired 17 employees last year. “I was like, holy moly,” says founder Laura Bennett. “And we have a number of positions open too. We’re now at 47 employees from 30. That’s growth of more than 50 percent.” Most of the hiring was in the claims, customer service and tech departments.
Amid all the hiring, Beauvest US, a private equity investor from Canada, bought out Embrace's venture investors. “Our prior investors had been in for over five years and were ready to move on per their investment guidelines,” says Bennett. “It’s good for Embrace in that our new investor is prepared to invest more money for us to grow and become more efficient. This person used to work in the insurance industry in Canada and sold his businesses. He understands our business.”
Earlier this month Embrace announced that the company has partnered with celebrity veterinarian, Dr. Marty Becker, known as “America’s Veterinarian,” to help spread the word about the importance of pet insurance. “He basically approached us,” Bennett says. “It builds awareness to our product in general and brings a lot of credibility to the Embrace brand.”
Later this year Embrace will move offices to accommodate its growth.
Source: Laura Bennett
Writer: Karin Connelly