THEY DID IT. HERE’S HOW. · her passion and it is my job to help her, whether it is writing a...

THEY DID IT. HERE’S HOW.Experiences and Insights from Indiana Business Leaders

VOLONE

2011

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contents From lab coat to business suit

Fitness facilitatorsmaking their mark

Twenty-six years of Hoosier flavors

Brewery head with an entrepreneurial nature

Diversifying her family’sMishawaka company

Founding an international brand in Fort Wayne

Kokomo’s roboticsentrepreneur

Investing in thefamily business

Finding success in finance and development

SUCCESSBusiness leaders are not born successful. They face challenges and they learn from them. They try things and see what works. They follow their passions and they sacrifice. In They Did It. Here’s How, nine business owners and operators share their most valuable words of wisdom and the lessons they have learned.

One man faced a draft and then bankruptcy before eventually earning his business a spot among “The Best Places to Work in Indiana.” Another leader thought she would be a teacher but instead set into motion a quilted-bag phenomenon. A few wish they had come up with Facebook. They tout the merits of patience and impatience, of being a good listener and welcoming change. They are all still learning and growing, for themselves and the many people who rely on them.

Small business owners and entrepreneurs are not born successful. Listening to real-world stories and heeding advice is part of the process toward reaching business success. As Indiana’s leading business consulting agency, the Indiana Small Business Development Center is proud to present this collection of informative, insightful interviews.

Thank you to all of our participating business leaders.

Michael A. Evans

Andy Baker

Todd Murray

Bruce Cordingley

Angie McGregor

Eleanor Kolbus

Doug Dayhoff

Karen Barnett

Patricia R. Miller

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AIT Laboratories

AndyMark Inc.

Mursix Corporation

Pedcor Companies

Phat Macc’s Fitness Inc.

A Taste of Indiana

Upland Brewery

Valley Screen Process

Vera Bradley

Michael A. Evans, Ph.DPresident - CEO, AIT Laboratories, Indianapolis

Founder, President and CEO Michael A. Evans, Ph.D., brought 20 years of experience in toxicology and medical training to the forefront when he founded AIT Laboratories in 1990. Since then, the Indianapolis-based reference laboratory, which specializes in compliance monitoring, forensics, clinical and pharmaceutical testing, has grown into a premiere testing and research institution recognized nationwide for superior customer service and quality in testing. In 2009, Evans transferred ownership of the company to employees in an Employee Stock Ownership Plan.

Prior to his career as an entrepreneur, Evans served as tenured professor, director, faculty member and researcher for institutions such as the Indiana University School of Medicine, Vanderbilt University Medical Center, Illinois Institute of Technology, and the University of Illinois College of Medicine.

Evans won the 2008 Ernst & Young Entrepreneur of the Year award for the Midwest region. AIT has been named to the “Best Places to Work in Indiana” list and the Inc. 5000 list of the fastest-growing, private companies in the nation. In 2008, AIT was a Companies to Watch winner, and in 2009, the Indiana Chamber of Commerce named it as the “Small Business of the Year.”

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A: My biggest reward is to help employees to be successful. We currently have someone in our lab who wants to apply to veterinary school. I know that when she is admitted, she will leave AIT, but that’s okay. She has found her passion and it is my job to help her, whether it is writing a letter of recommendation or offering encouragement. Whatever it is, I support her dream to become a veterinarian. Also, we have a lot of first-time managers, and I find reward in making sure that we provide them with the support they need and the leadership training to become successful in what they do. We offer every employee the opportunity to be a success. Success is defined differently by everyone, so we make sure that we provide many options so that every employee can achieve their own level of success.

A: I am the founder, president and CEO of the company, but my real job is that of a leader. I have come to understand how important culture is to a company, and that is why I look at myself as the “Keeper of the Culture.” One of the most important things I do is walk around every day to all of our departments to talk with employees. Just by being present, you show your employees that you care about what they do and you are there to support them. You are also able to establish character and culture, and you can demonstrate your values and those of the company. Leaders need to show that they care about their employees, not only through words, but also through actions.

Q: An unhappy business owner or operator usually makes a poor manager, and poor management is a leading cause of business failure. Besides a regular paycheck, where do you find the biggest rewards as a leader in your company?

Q: What has been the most surprising personal characteristic you have used to grow your business and how has it been useful?

Q: Owning and leading a business takes time, money and exceptional business skills. When did you first feel that these personal investments started paying off? What in particular (if applicable) happened to shift your thinking?

A: I founded the company in 1990, and shortly afterward I lost one of my biggest clients and 85 percent of my business. My advisors told me to file for bankruptcy and close the place down. I knew that the loss of business was due to my lack of business skills and not the actions of my employees. At this point in my career, I realized that I needed to go from running a laboratory to running a business. This was a major turning point in the way I started to operate the business. The second big shift in thinking was when I grew the company to about $6 million in revenue. I realized that one person can develop a company to that point, but I knew I needed an executive team to help me take it further. Within a four-month span of time, I hired a chief operating officer, a vice president of corporate development, and a chief information officer. I already had a chief scientific officer. By putting this talented team together, we have been able to take the company to much greater heights. Over the next several years, AIT experienced at least double-digit growth and has gone from 71 employees in 2005 to nearly 500 today.

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Q: When you were 25, what did you think you would be doing in 2010?

A: I was 25 years old in 1968, and I had just been drafted into the Army and was headed for the Vietnam War. I had no aspirations at the time; my future at that moment was that I was going to fight for my country. I had no idea what was beyond that. I had already finished my undergraduate degree at Saint Joseph’s College and had a double major in biology and chemistry. I didn’t have to think about what I would be doing next, the Army did that for me. When I got out of the war, I went back to school to get my Ph.D. I thought I would spend the rest of my life being a scientist. I am still a scientist, but never did I dream then that I would be running a business today.

Q: If you knew then what you know now, what would you tell yourself as a student or as someone just starting out on your own in the “real world”?

A: It doesn’t matter what you want to do with your life, you just have to be passionate about it. For 20 years prior to starting AIT, I wanted to be the best scientist I could be. That was my passion. Hone your skills in whatever you are passionate about before you start a business and only choose a business that relates to your passion. Business is hard, so you need to be passionate about it. You need to develop yourself and your skills first before ever thinking about translating those skills into a business.

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Q: What is your personal motto or what words do you live by?

A: The words that I live by are integrity, trust and respect. You need to do what you say and you need to mean it. As a leader, I set the values and the culture for the company. Everyone knows that these are the values that I stand for, and I expect the same out of everyone who works for me. Whenever we have new employees start at the company, I always spend time with them to let them know what my values and the company’s values are. As a leader, you always need to reinforce those values through your actions.

Q: We have no mountains or oceans. What are some of the advantages of positioning your company in Indiana or in your community in particular?

A: Indiana has amazing sources for talent. It doesn’t matter what business you have, it is the employees who do the work. The success of any company is in the hands of the employees, so you need to make sure that you seek out the best talent available. Indiana is home to some of the top universities in the world. Indiana’s smaller schools are also producing top talent. In 2010, AIT hired employees from more than 15 different Indiana colleges and universities, both big and small. The state is also a great place to do business because it is business friendly. There are many initiatives in place to assist businesses, and incentives are available to help financially. Indiana is truly the crossroads of America, so it makes it easy for businesses from a logistics standpoint.

Q: A successful business owner or operator can’t do everything alone. Who do you rely on and how do they help?

A: I believe that an entrepreneur can only take a business to a certain point and then you need a team to take it to the next level. Former UCLA basketball coach John Wooden tells the story of, while successful in California, he did not reach national championships until he surrounded himself with assistant coaches who were willing to disagree with him and he was ready to really listen to their opinions. In other words, it was not until his coaches acted as a team did they begin to win national championships. I believe that in order to be successful, you need to surround yourself with a

team that will be honest with you. You also need to be open enough to listen to that team. I have a corporate officer team and others in the organization who have helped AIT become the success that it is today.

Q: Indiana entrepreneurs are listening. What else would you like to tell them?

A: Have a passion for what you do. If you aren’t enjoying it, then figure out what you need to do to change that. Look at what you are good at and what your passion is and then try to figure out how to make that into a business. If you just go into it wanting to start a business without exploring why you want to do it, it is not likely to be successful. Also, realize that you have weaknesses and that’s okay. Allow people in your company to do what they are passionate about even if you aren’t, and then listen to them. Listening is a skill that you need to develop. You need to allow those around you to have a voice, and you need to take what you hear and turn it into action.

Indiana has amazing sources for talent. It doesn’t matter what business you have, it is the employees who do the work..”

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Andy Baker is the co-owner and president of AndyMark Inc. Baker is a mechanical engineer and inventor with a history of designing robotic parts and systems along with mentoring high school students within the robotics competition community. After working many years as an automation design engineer for a large automotive company, Baker started AndyMark in 2004 with his business partner, Mark Koors. Within the past six years, AndyMark has grown into a well-known mobile robotics parts supplier, focusing on educational robotics efforts such as FIRST Robotics.

Baker has been a FIRST Robotics Competition (www.usfirst.org) mentor and volunteer since 1998. Since that time, his FIRST team (Kokomo High School TechnoKats) has won a National Championship and numerous regional championships and awards. In 2003, he was awarded the prestigious Woodie Flowers Award as a FIRST mentor. Andy currently serves as a co-organizer of the Indiana Robotics Invitational, for which he was an original founder. He also serves on the board of directors for Bona Vista Programs. Andy, his wife, and three daughters reside in Kokomo.

Andy BakerPresident - Co-Owner, AndyMark Inc., Kokomo

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A: Many of our customers tell us thank you, and then they also pay their bills. They say that they could not complete their project without our assistance as a supplier. I take pride in helping these people, along with the fact that they value the service that my company provides.



A: My business partner and I started our company in 2004 while we were still working full time as engineers. While we were sure that this business would take off, we really did not see dividends until 2007. Only then were we able to prove to our spouses and friends that this is a profitable venture.


A: Communications through email are used more than any other skill.

Q: What big business idea do you wish you had thought of first?

A: Facebook.


A: I thought that I would be a department manager within a large automotive company.


A: Learn as many things as you can; don’t just stick to your expertise. For instance, I am a mechanical engineer, but I became much more valuable when I understood electronics, software and project management.


A: Manufacturing is cheap. Housing is cheap and we live in a safe community. We can easily get to many large cities. People here have strong work ethics. It is easy to find good suppliers in this area.

Learn as many things as you can; don’t just stick to your expertise. ”

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Todd MurrayPresident, Mursix Corporation, Muncie

After attending Purdue University, Todd Murray joined his family’s firm, Mursix Corporation, in 1990. The company manufactures precision components for a wide variety of markets, including the alternative energy market. After working in various positions such as shipping manager, production control and operations manager, Murray was named president of Mursix Corporation in 2002. Today, he directs all of the company’s U.S. and overseas operations. Murray also serves as chairman of the Muncie Manufacturing Alliance and as vice chair of the Delaware Advancement Corporation.

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A: First, a sound and organized personal life paves the way for a well-orchestrated and executable plan in one’s professional life. Second, rewards come from the execution of a well-thought-out and organized plan. A sense of accomplishment with these plans and seeing firsthand how a plan or idea comes together has a great deal of reward, especially when the balance of your team can see “fruit” from their hard work or efforts. Third, but probably the most important, knowing that your team gets up every morning and looks forward to coming to work – awesome feeling and the best enjoyment I get out of owning a business.

A: I wouldn’t say surprising, but personally, it took time for me to completely understand the kind of credibility and integrity required to give your team and your customers the ability to believe in you and to follow your direction. This resulted in so many things, but our team’s confidence in leadership is one major aspect. I will also add patience. Patience has been something that I have had to learn and further refine. With the right patience, communication and a well-developed plan, nothing is impossible.



Q: What is your most often-used business skill?


A: In 1996, when the personal efforts of not only our team but also my family started paying off in further debt reduction and increased profitability. In 1990, my family leveraged everything that they owned to buy this business and not until 1996 did we start realizing a sustainable annual sales volume that drove our company to originally projected profitability levels. It was at this point that I saw what teamwork, dedication and determination could do for a business with the right leadership against a set of objectives and goals. I knew at that time that our aspirations could always be reached.

A: Credibility. Think about this. If you do what you say when you say and you do it correctly, you will never lose a following, on any level.


A: Good question. There are always strategies, etc., that we all wish we could have done differently. I can site decisions on the type of business or margins that we were awarded business at, however, I would never go back and say that I would change our plan as to how we progressed over the last 20 years. I believe we executed and completed everything that we said we would when we said we would [and have experienced] well-managed growth and prosperity. If I had to pick out one thing, it would be to vertically integrate sooner. I believe that we would have seen more opportunity quicker.


A: Leading people in some capacity. No question.


A: Listen, listen a lot. Be patient and absorb. You must learn and understand your surroundings before reacting. Work hard but work smart and learn. Do what you say when you say it. Associate yourself with people who you can learn from.

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Q: What has been the most important piece of advice someone has given you?

A: “A winner is always part of the solution. A loser is always part of the problem. Always be a winner.” - Stephen F. Murray (father)


A: What did I do today to create a better life for my family? What did I do today to create a better life for my team?


A: We have the best team that Delaware County has to offer – hands down. We operate in the best state in the country. Our governor has done an outstanding job not only balancing the budget in a very difficult time, but also positioning our state to be the recipient of so many great industries. Alternative energy is an unknown at this time, but look at what that industry is doing to further job creation and the potential that exists in this area.

If you do what you say when you say and you do it correctly, you will never lose a following, on any level. ”

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Bruce CordingleyPresident - CEO, Pedcor Companies, Carmel

Bruce Cordingley has been involved in commercial and residential development and financing since 1971. He is a graduate of Purdue University and Harvard Law School, and received his master’s degree in Economics in 2002 from Indiana University and a master’s degree in International Finance from the University of Maryland in 2006. Cordingley joined Ice Miller Donadio & Ryan in 1973 and became a partner in the firm’s Real Estate Section in 1980. His legal practice focused on representation of real estate developers in all aspects of the development process.

In 1973, Cordingley began investing in real estate. In 1986, he started the development of the Bridlebourne subdivision, which became the highest-priced residential development in Indiana. In 1987, he joined with Gerald Pedigo to form Pedcor Investments. In 1992, Cordingley withdrew from Ice Miller to devote his full-time efforts to Pedcor Investments’ endeavors.

Cordingley is president and CEO of Pedcor Investments, Pedcor Bancorp, Pedcor Financial, LLC, and Pedcor City Center Development Company. He is also a director and member of the executive committees of United Fidelity Bank, International City Bank and Fidelity Federal Bancorp.

Being an entrepeneur is about causing things to happen that have not occured before.”

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A: Which business owners are getting a “regular paycheck”? Having the opportunity to lead a great company and work with talented people is the greatest reward.

A: Find something that you love to do and try to incorporate it into your professional career. I was fortunate to build a business around development and finance, which are my greatest interests, so I love participating in the business and as a result, it fulfills both my vocational and avocational needs.

A: Being calm in challenging times and/or circumstances. It can result in more deliberate and reasoned decisions.

A: Motivating those around me to make the business successful.

A: Software, as discovered and implemented by Bill Gates.

A: Running a business.








A: It is an ongoing process that is tested daily.

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A: “Two roads diverged in a wood, and I took the one less traveled by.”


A: The honesty and integrity of its people.

Q: How do you see the Indiana business landscape changing in the next 5-10 years?

A: Moving to higher skill activities from manufacturing.


A: I rely on all 650 people in our businesses. They must all be effective or we will not be successful. However, we must also rely on all of the stakeholders in our businesses including those providing financial capital and those buying or renting our products.

Q: Do you have a favorite website, blog or book on business or leadership?

A: CNBC


A: Being an entrepreneur is about causing things to happen that have not occurred before. It is not about making money. However, if you do not make money, you will not be able to be an entrepreneur for very long.

A: Endeavor to make all deals win-win for all parties. Do not approach transactions as zero-sum games.


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Angie McGregorCo-Owner, Phat Macc’s Fitness Inc., Martinsville

Angie McGregor is co-owner of Phat Macc’s Fitness with her husband Marvin McGregor (also pictured) in Martinsville. Their local fitness facility provides people with an option to better their lifestyles. Phat Macc’s has a friendly, educated staff and a wide variety of equipment and choices to make this happen. Phat Macc’s is committed to not only helping people achieve their fitness goals, but also becoming a landmark within the community.

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A: The biggest reward would come from giving back to the people in my community. Giving them a place to help improve the quality of their lifestyles.

A: Be personable and truly caring about what people have to say, I think, is key! Being positive and motivated to help support others when they need it the most.

A: Knowing what you’re talking about. Being educated and willing to always learn new things. There are no two people alike, and I’m always surprised with new challenges to face and conquer. It’s great!





A: I think it’s the little things that make you stop and think positively about your achievements. Like, when you’re voted No.1 fitness center in Morgan County or when you have a member tell you how you have changed the way they feel about themselves in a positive way.


A: Actually, I was going to be an dental hygienist around the age of 25. Instead, I became a mother to a beautiful baby boy. I took advantage of being a stay-at-home mom at this time and later had a beautiful baby girl. These were truly the best days of my life. Of course, you start to think about what to do with your future.






A: If I knew then what I know now, I would definitely rethink before using a credit card. Of course, you have to establish some credit at first, but learning how to control your finances is a great tool.

A: The most important piece of advice someone gave me was to always think positive and not allow negative to enter your thoughts. If the negative comes in, just replace it with more positive thinking and good things will follow!

A: We decided to open our facility in Martinsville because there was room for growth in this community. Our fitness facility could offer the community with a one-stop shop to workout, tan, get a massage, purchase supplements, etc. There was not a fitness facility that offered that in the city of Martinsville. As it is my hometown, I was proud to be able to offer this opportunity.

A: People within the community have always offered their services when needed, whether it’s lending us big machinery or donating their personal time to better our fitness facitlity. They want us to succeed as much as we do, and that’s a wonderful feeling knowing you have that support.

A: A good slogan to follow is “You can achieve if you believe!”

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A: I wouldn’t say I have a favorite website or book on leadership. On the other hand, I have wonderful mentors who are leaders in their businesses who are there when I need them.


A: I would like to tell any Indiana entrepreneur to not give up; there will always be ups and downs. Just keep focused on your passion and why you decided to make this decision in the first place. Good things will follow with positive thinking.

”

“ People within the community have always offered their services when needed... that’s a wonderful feeling knowing you have that support.

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Eleanor KolbusPresident - Owner, A Taste of Indiana, Indianapolis

Eleanor Kolbus worked one year after marriage before she started raising her family of four children. When her children were in school, she dedicated many hours as a volunteer, often leading the organizations in which she was involved, including Holy Spirit Ladies Club, Scecina High School Booster Club and, one she is most proud of, being the first woman president of the Catholic Youth Organization Board of Directors. In the 1980s, she held a few secretarial jobs and when Kolbus was in her late 50s, her husband and she decided to buy a small gift basket company as a sort of part-time job. They operated the business out of their garage and home until it actually overtook the house. After five years in their home, Kolbus decided it was time take A Taste of Indiana out of their house. Their business subsequently grew 30 percent.

Currently, one of their sons has shown a great interest in the company and is bringing renewed energy to A Taste of Indiana. A Taste of Indiana is now in its 26th year. The business was awarded the prestigious EDGE Indiana Small Business Award two years ago.

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A: Seeing the company survive in a down economy and watching the company achieve a higher percent of sales even with down sales nationally. Flexibility in work schedule.

A: Sitting with my husband, reading and relaxing and enjoying our grandchildren and children.






A: When I was able to bring our son into the business and watch a new generation learn the business and hopefully achieve higher results in sales and productivity.

A: Creativity/computer skills.

A: Treating our customers with respect. Offering the customer ideas to help them promote their company while using our company. Treating our staff with respect and offering them the flexibility they need in their schedules while they work.


A: The computer.

A: Be yourself. Have confidence in yourself.

A: Go to college. Take college seriously. Have good work ethics – don’t be afraid of hard work.

A: Family comes first. Be honest with people. Treat them as you would want to be treated. Keep God and church a major part of my life.





A: This is an easy one! My company, A Taste of Indiana, is a gift basket and specialty gift company that uses only Indiana-made and Indiana-related products, so Indiana is where I want to be with my business.

Q: How do you see the Indiana business landscape changing in the next 5-10 years?

A: I think more and more people will want to keep purchasing from companies within their own area – not in distant places where they don’t know the manufacturer. Trust is such a major factor in this economy. How can one trust someone if they don’t know them?

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A: Employees who have been with us over the years. Family members who I can trust to do a good job.


A: I am constantly looking at competitors’ websites and websites across the nation and learning from them. Everyone is an educator in some way.


A: Have faith in yourself. Don’t let someone discourage you if you have an idea that you think will work. Don’t lose focus with your life. Remember your family.

Take college seriously. Have

good work ethics – don’t be

afraid of hard work.”

“

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Doug Dayhoff is president of Upland Brewing Company, a partner in MiddleCourt Holdings, a private investment company, and a director of the Sycamore Land Trust and Bloomington Parks Foundation. Dayhoff graduated with a philosophy degree from Indiana University and an MBA from Dartmouth College. He has worked with several successful entrepreneurial teams, raising over $30 million in venture capital and completing transactions totaling more than $150 million.

He and his wife have two sons and reside on an old farm outside of Bloomington with a great dog, Dutch, who helps raise Shorthorn cattle and chickens.

Doug DayhoffPresident, Upland Brewing Company, Bloomington

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A: Well, my paychecks have been awfully irregular over the past 15 years, which has caused plenty of gut checks and sleepless nights. In good times or bad, however, I always feel great when working with people who are committed to the company’s cause and trying their best to help the team succeed. It’s inspiring and rewarding to see young staff grow and mature, and I’m thrilled to hand out big raises when they do.

A: Don’t take their bullshit.

A: “It’s a big ol’ goofy world.” I borrowed that from John Prine.






A: It’s a myth to say that owning a business takes time, money and exceptional business skills. I know a few successful business owners who possess all three, but I know a much larger number of successful entrepreneurs who possessed none of them. These people invariably enjoyed a tremendous amount of luck. Of course, few people will admit that luck was the source of their good fortune – most egos get in the way of even seeing it in private let alone admitting it in public. But the people I respect the most carry a healthy amount of humility and can admit that luck – for better or worse – plays an enormous role in the equation.

A: Schizophrenic swings of patience and impatience – sometimes trying to catalyze action and improvement, sometimes counseling the team to “let the cake bake” a while longer. Those swings drive my colleagues nuts.


A: The ShamWow


A: I rely on a wife who deserves a Nobel Prize for compassion and understanding – her life would have been much easier if she had married a pharmaceutical sales rep.


A: Read each and every one of Warren Buffett’s annual “Letter to Shareholders.”

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Karen Barnett President - CEO, Valley Screen Process, Mishawaka

Karen Barnett is a second-generation owner, and president/CEO of Valley Screen Process, a commercial screen and digital printing company located in Mishawaka, Indiana.

Under Barnett’s guidance, the company has diversified into new markets including vehicle wraps and architectural graphics. Traditionally, the company has specialized in offering decorative graphics to the recreational products industry including the RV and marine industries. The company’s latest venture is a consumer website: OleeKids.com, focused on cute kids décor such as life-size decals made from a digital photograph.

As a certified Women’s Business Enterprise, Valley Screen was named a Top 10 Women Owned Indiana Business by DiversityBusiness.com in 2008 and 2009. Barnett has been featured in Bloomberg Businessweek’s Small Biz Magazine and has served as a panelist on The Wall Street Journal Insight Exchange Breakfast in Chicago, hosted by Wendy Bounds.

In January 2010, Valley Screen was presented with the Economic Development through Growth Entrepreneurship (EDGE) Award at the Indiana Statehouse by Lt. Gov. Becky Skillman.

During the downturn of 2008 and 2009, it was crucial to communicate honestly with our employees, suppliers, customers and lenders. ”

“

A: One reward is being able to provide a great place to work for our 48 employees and seeing the pride they display when we successfully complete a new job. I also enjoy being able to give back to my community through service on several non-profit boards including The Chamber of Commerce of St. Joseph County, Women Business Owners of Michiana, and The YWCA of North Central Indiana.

A: Honesty. During the downturn of 2008 and 2009, it was crucial to communicate honestly with our employees, suppliers, customers and lenders. That turned out to be the key factor in our survival. It was crucial to get all of our employees on board and to work together as a team, and we needed to communicate with them very honestly so they knew exactly why we were taking the necessary, difficult steps that we were taking. Our suppliers needed to understand our position so that they could continue to support us with raw materials to produce our products, even if that meant that we were later than usual with payments. Our customers worked with us on lead times as we trimmed the hours that our plant worked. It was absolutely critical that our lender was apprised of our situation and we supplied them with very transparent information including cash flow statements, projections and cost- cutting efforts, which resulted in their agreement to re-structure our financing. This allowed us to weather the financial aspect of the storm.





A: That as a women-owned business, we needed to get our WBE certification and then leverage that as our strategic advantage. We have done that and it is working!


A: Clear and appropriate communication. It is crucial to communicate clearly in emails, voicemails, letters and in person. Time is valuable and in short supply, so concise, clear communication is needed in order to achieve your objectives. You want the person you are trying to communicate with to reply back to you, so they need to understand exactly what you are asking. I try to use bullet points whenever possible to break down my message into the crucial points for those that like to “scan” read. It is also critical to discern the preferred communication style of the person you are communicating with. In today’s business environment, there are many preferred choices including email, phone, personal notes, face-to-face meetings, text messages, Twitter, and Facebook—just to name the ones I routinely employ. I use all of these on a daily basis and the biggest challenge is figuring out which method works for which person. Once you figure out the preferred method, you have to remember which method to use. It is a constant challenge to stay on top of communication.




A: To never give up and to embrace change. Look at challenges as opportunities and use those bumps in the road to make necessary adjustments to your business plan. I would also tell them to never be afraid to ask for help, and to find a mentor.

A: What Got You Here Won’t Get You There, by Marshall Goldsmith. I had the good fortune to attend one of Marshall’s workshops this spring at our annual meeting for the Women President’s Organization. He was a powerful force whom I enjoyed learning from.

A: Fatheads!

A: Stretch out of your comfort zone!

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Patricia R. MillerCo-President, Co-Founder, Vera Bradley, Fort Wayne

In 1982, Patricia R. Miller and Barbara Baekgaard founded Vera Bradley, which quickly grew into the internationally recognized handbag, paper and gift, travel and eyewear brand well known today.

Miller has been recognized and awarded numerous times and served on more than 15 boards in her lifetime. She currently sits on the boards of the Vera Bradley Foundation for Breast Cancer and the Indiana University Foundation.

Miller took a leave of absence from Vera Bradley in 2005 to serve as Indiana’s first Secretary of Commerce for the State of Indiana and CEO of the Indiana Economic Development Corporation.

She and her husband, Mike, enjoy golf, tennis, bicycling, traveling, reading, lake activities, and spending time with their three sons, five grandchildren and their families.

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A: Our company’s mission statement is quite simple: To be a girl’s best friend. As an employer, we do our best to adhere to this statement in all we do. We treat our employees like they are our best friends by providing advancement opportunities, competitive compensation and benefits, and, most importantly, a positive and fun corporate culture.


A: Facebook.


A: I graduated from Indiana University with a degree in Business Education, so I probably thought I’d be working in education, maybe teaching. I do believe strongly in education and feel it plays an important role in where I am today.


A: Practical experience is key! Volunteer often, do as many internships as you can, and shadow professionals in fields that interest you!


A: The Golden Rule. Treat others as you would like to be treated.


A: We rely on everyone! It takes a village to create a company (brand) that will be sustainable and profitable.

A: My favorite book is Iacocca: An Autobiography.

A: Collaborate. Always seek new ideas. Be kind. Give back.

It takes a village to create a company (brand) that will be sustainable & profitable.”

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The Indiana Small Business Development Center’s mission is to have a positive and measurable impact on the formation, growth and sustainability of small businesses in Indiana, and to develop a strong entrepreneurial community. They Did It. Here’s How. supports that mission by sharing real success stories and insights from Indiana business leaders. To learn more about the ISBDC or They Did It. Here’s How., contact us.

Get started with your strategic plan and take our assessment.

Indiana Small Business Development Center Network Lead CenterOne North Capitol, Suite 900Indianapolis, IN 46204

www.isbdc.org

Phone: 317.234.2082Toll Free: 888.472.3244Email: [email protected]

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THEY DID IT. HERE’S HOW. · her passion and it is my job to help her, whether it is writing a...

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