Bauer Financial - Gazette.Net

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Table of ContentsLisa Arsenault McArdle Solutions, President ............................................5Charles H. Atwell Innovative Business Interiors, Inc., President ............................6James M. Boland Boland, President ................................................6Cris Bombaugh Montgomery County Humane Society,Inc., President &CEO ...................7Michael Bowlds Mountaintop Marketing Group, LLC, President .............................8Elizabeth J. Buck Buck Distributing Company,President .................................8Michael J. Chiaramonte Southern Maryland Hospital, CEO ..........................10Francois Dionot L'Academie de Cuisine, Founder& Director ..............................10David Eisner Dataprise, Inc., President &CEO ..........................................12Thomas D.W. Fauquier Vanguard Realty Group, Principal &CEO ......................12J.J. Finkelstein RegeneRx Biopharmaceuticals, Inc., President &CEO .......................13Jack Fitzgerald Fitzgerald Auto Malls, President .......................................16Susan Lacz Ridgewells Catering, Principal &CEO ........................................16Ben Landers Blue Corona, Inc., CEO ................................................17Peter Monge Montgomery General Hospital, President ...................................18Myra Norton Community Analytics, CEO ..............................................18Ronald D. Paul EagleBank, Chairman &CEO .........................................19Beth Schillaci VillageWorks Communications, Inc., Founder &CEO .........................20Daniel J. Schrider Sandy Spring Bank, President &CEO ...............................22Zack Shariff Allen &Shariff Corporation, CEO ..........................................22Rhonda L. Slade Prince George's Chamber of Commerce, President &CEO .................23Jeff Studley CPR MultiMedia Solutions, President .......................................24Scott Thompson Lifematters, Founder &CEO ........................................24S. Tien Wong Lore Systems, Inc., CEO ...............................................26Mitchell Wool The Bean Bag Deli and Catering Co. LLC, President ..........................26Published by:9030 Comprint Court,Gaithersburg, MD 20877240-864-1558www.gazette.netPublisher n Cliff ChietAdvertising Director n Stephanie KempterProduction Coordinator n Kathleen CastellanoLayout &Graphics n Son Young LeeJohn Schmitz Jr.CliffnotesJust when youthought youknew all the right people, here we go again, sharingthe names of "25 CEO'sYouNeed to Know."Although you may be familiar with some of them, chances are there aresome others you would like to meet. This special publication will give you thatbrief introduction.In atough economy, agood CEO helps acompany survive. Agreat CEOhelps acompany thrive.There are many historical stories about how companies,under the right leadership, have leveraged past recessions to "reinvent" the waythey do business, the waythey view the world and their customers, and the valuethat they bring. When the "recovery" comes, they have positioned theircompanies for abright future. It's funny how these CEO's "really" learn toruntheir companies best when there is more at stake or possible failure is lookingthem square in the eye.According to Joey Green's book, The Road toSuccess is Paved with Failure,many people who experience or come face to face with potential failure alongtheir journey, become in essence, "the people you would want to know."Just toname afew from Green’s book...Marilyn Monroe was dropped in1947 byTwentieth Century-Fox becausethe production chief thought she was unattractive.Walt Disney's first cartoon production company, Laugh-0-Gram, wentbankrupt.George Lucas's first film, THX-1138, flopped in1971, prompting everymajor studio toturn down his next movie project, American Griffiti.Regis Philbin was fired from his job as astagehand at KCOP-TV inSanDiego.Elvis Presley's music teacher in Memphis, gave him aCand told him hecouldn't sing.Steven Spielberg's mediocre grades prevented him from getting into UCLAfilm school.And mypersonal favorite, The Beatles, were rejected in1962 byDeccaRecords.Don't get me wrong,there are those who never face failure and still succeed.But it is the folks who have faced adversity,who pass their wealth of experienceto others, and who have learned how toovercome their "fear" of failure that Iwant to know.All of the 25 CEO's on our 2010 list were nominated from alist of over 100.We proudly introduce you tosome of Maryland's finest.Cliff Chiet, PublisherCover photo provide by:This supplement was produced by The Gazette of Politics&Business Advertising Sales Department. Unless otherwisenoted, this report was gathered by Karen FinucanClarkson. None of the copy was written by The Gazette ofPolitics &Business editorial staff. All photos were suppliedby the specific corporate entity unless otherwise stated.P.S.This year’s 25CEO Award Luncheon will be held on May 13, 2010 at AFISilver Theatre in Silver Spring, Maryland. We thank our sponsors -ComcastSpotlight and Comcast Business Class, Sandy Spring Bank, The Bean Bag,Montgomery County Department of Economic Development, RMR &Associates, Sandglass Systems, AFI Theatre and Cultural Center and GarsonClaxton.

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Special Advertising Supplement5LisaArsenaultPresidentMcArdle SolutionsUpper MarlboroSTATSAge: 48Education: B.A., communication studies, GeorgeMason UniversityFirst job held: selling computersHobbies: exercising, travel, entertaining familyand friendsFavorite sports team: Washington CapitalsFavorite TV show or movie: SurvivorHelpful business book: Good to Great byJimCollinsMost admired person: OprahWould like todine with: OprahLife motto: "Follow your passion."Web site: www.mcardlesolutions.comFounded: 1947Employees: 170Inclusion and accountability arean important part ofthe culturethat Lisa Arsenault strives tocultivate atMcArdle Solutions."Without this, employees will neverfeel empowered to make decisions onthe spot to impact acustomer's totalexperience in the most positive way,"she said.McArdle Solutions helpscustomers solve today's complexcommunication challenges throughseveral cross-media channels. "Wewere founded by the McArdle familyin 1947 to serve the Washingtoncommunity," said Arsenault. "Beingrecognized as aresource to ourclients so that wecan help them growtheir business and maintain successbrings us great satisfaction andfulfillment."Arsenault's biggest win "has beengrowing McArdle and making surecustomers and employees can alwayscount on the company," she said."My biggest loss has been facing thecommunication revolution of the past12 months. Navigation through theconstantly changing portals ofcommunication is very challenging."Client confidence is key tocorporate success in 2010, accordingto Arsenault. "The client needs to feelconfident in the economicenvironment to make investments intheir business," she said.As asmall business in tougheconomic times, McArdle's corporatecommunity service is limited."Because we are asmall business,right now the biggest impact we canmake on Maryland is keeping ourcompany healthy and our employeesemployed," she said.Her advice to new CEOs is tohire wisely. "Surround yourself withtalented, great people who arepassionate about their own place -because it really does take avillage,"she said. "I wish Ihad known howmany moving pieces are involved indriving everyone in one direction."Arsenault's ability to juggle workand home boils down to atwo-letterword. "I have learned to delegate andhow tosay ‘no’," she said. "It isimportant to know what can wait andwhat cannot." n1753332

6Special Advertising SupplementCharles H.AtwellPresidentInnovative BusinessInteriors, Inc.Silver SpringJames M.BolandPresidentBolandGaithersburgSTATSSTATSAge: 55Education: attended Montgomery CollegeFirst job held: shoe salesman at age 15Hobbies: Renovating houses, photography,collecting old books, and cookingHelpful business book: The New Yorker Bookof Business Cartoons and The Little Green Book ofGetting Your Way by Jeffrey GitomerWould like todine with: Warren Buffet orJeffrey GitomerLife motto: "A man who limits his interests, limitshis life." -Vincent PriceWeb site: ibi-inc.comFounded: 1990 Employees: 5Age: 53Education: BS, business administration, GeorgetownUniversity; MBA, Loyola CollegeFirst job held: distributing residential airconditioning fliers to homesHobbies: working out, reading, politics, golfFavorite sports team: Washington RedskinsFavorite TV show or movie: The GodfatherHelpfulbusinessbook: ThinkBig by Ben Carson, M.D.Most admired person: his fatherWould liketodine with: Jesus ChristLife motto: “If it is to be, it is up to me.”Website: www.boland.comFounded: 1960 Employees: 320"There's no better complimentthan arepeat customer orreferral," said Charles H.Atwell. "In 20 years ofbusiness, wehaven't eaten any furniture frommistakes or had an unhappy customer,at least not that we're aware of."Having founded InnovativeBusiness Interiors, Inc.(IBI) with thebelief that his customer service modelwas superior, Atwell soon discovered avoid that his company could fill. Hisinterviews with customers, office andfacility managers, and architectspinpointed aneed for enhancedcommunication and follow-up."Youallare there for the sale and then…," iswhat heheard from them."When we can help acustomerwith an ergonomic solution or provide achair, keyboard, or ergo product forsomeone with special requirements orhelp them prevent injury, we gainsatisfaction from helping them workmore productively or morecomfortably," he said.IBI is in its 20th year of providingfurniture and design solutions tobusiness, education, health care, andgovernment customers intheWashington D.C. metropolitan area.IBI employees are encouraged toadopt "a customer-centered, proactivecommunications approach," he said, asthe company's competitiveness dependson it.As he continues to grow thebusiness, Atwell is looking to increasethe company's presence and footprint."We are hoping to acquire capitalizationfunding to provide for asmallexpansion of our sales effort aswell asexpand our showroom," he said. Doingmore with less has been the rallying cryfor many firms of late and IBI is nodifferent. "Developing an austerityprogram and budget has made IBI aleaner organization," he said.IBI recently was certified as aMontgomery County Green business, adesignation that indicates acompany ispart ofaninnovative leadershipmovement to green business operationsand help transition to asustainablefuture.Charitable giving has long been apart ofthe corporate culture at IBI.Thecompany provides both in-kind servicesand discounted products to nonprofitcommunity organizations inMontgomery County."We have givencountless chairs over the years asdonations," said Atwell, "and numeroushour of planning. Our employees serveon community boards and committees,and assist with special projects."Striking abalance between homeand office requires vigilance," saidAtwell. "[I like to] work hard andrecharge the batteries, renovate aweekend house, cook good food, andenjoy bargain wine."Atwell has learned much fromother top executives over the years. "Ihave some great friendships with CEOsof large organizations that are kindenough to share thoughts andinspirations," he said.His advice to new CEOs is to bewell rounded. "Know alittle about lots;hire to your weakness; and developgood support systems to bounce ideasoff and never lose the entrepreneurialspirit," he said. nAshis company celebrates 50years inbusiness, James M.Boland is excited aboutinnovations in energy andsustainability. "We have the answersto make new and existing buildingsbetter," he said. "Energy is ared,white, and blue issue. Our nationneeds to do abetter job controllingits energy consumption. Bolandmakes buildings better withoutsacrificing comfort."Boland represents products,services, controls, retail operations,and solutions to meet the HVACneeds of the community. "Our clientslook to us as aone-source, oneresponsibilitypartner for their variousenvironmental needs," said Boland.Community service is at theheart ofBoland's mission. Itscommunity awareness teamfacilitated several outreach campaignslast year, including acoat drive forInterfaith Works, atoy drivebenefiting St. Xavier Church, andbackpacks as well as aholiday givingprogram for needy students atGaithersburg Elementary School."The support oflocal educationis fundamental to our corporatemission," said Boland. We supportthe Washington Jesuit Academy andDon Bosco Cristo Rey High School.Internally, our commitment toeducation is evidenced by ourgenerous educational assistanceprogram. We need to work smarterevery day."Mission, trust, and teamwork arewhat Boland, as CEO, strives tocultivate. "Our mission is simple," hesaid. "Boland is aprofessionalservices company with apassion forservicing our clients. Internally, weaccomplish this mission through adeveloped team concept supportedby afoundation of trust. It's really apeople business and our associatesare simply the very best in thebusiness."The toughest business decisionsBoland faces involve personnel. "Asmy father said in 1960, 'Today, morethan ever, successful leaders inanorganization must be change seekers;always having aconstructivediscontent with existing practices.Anorganization without change seekerswill become rigid and atrophied.'"The company's biggest loss wasthe 2003 passing of Boland's father,the firm's founder and Boland'smentor. "Iammost proud of how ourassociates reacted to this event. Ourassociates were committed tohonoring his memory bymaking2004 our best year in business, up tothat time."Teamwork is essential and trustis fundamental. That's the adviceBoland would offer to new CEOs."Growth and development are onlypossible with effective teamwork," hesaid. n

Special Advertising Supplement7STATSAge: 51Education: BA, marketing, Towson University;MBA, University of MarylandFirst job held: counter help at Jr.Hot ShoppesHobbies: writing, gardening, musicFavorite sports team: Maryland TerrapinsfootballFavorite TV show or movie: Doctor ZhivagoWhile the past year has notbeen kind to nonprofits,Cris Bombaugh hasmanaged to steer the MontgomeryCounty Humane Society (MCHS)through some rough waters, emergingstronger and leaner. In2009, MCHSclosed aprivate rescue facility thathad become too costly to operate."We were caring for approximately 50animals there, so, ofcourse, thedecision was even more difficultbecause it affected both employeesand homeless animals," saidBombaugh."Fortunately, wewere able toplace all of the animals in foster careor permanent homes within acoupleof months," she said. "Employeeswho had not found other jobs wereable to transfer into open positions inMCHS. It was agood outcome but aheart-wrenching process."MCHS' mission is to create anenvironment in which all animals arevalued and appreciated for their rolein human and social wellbeing, whileaddressing overpopulation andmistreatment of animals and reducingpublic reliance on institutionalsheltering. It receives more than9,000 animals per year, and noanimal is turned away.Despite the downturn intheeconomy, Bombaugh was able tokeep the organization solvent. "At theworst possible time for fundraising,CrisBombaughPresident/CEOMontgomery CountyHumane Society, Inc.RockvilleHelpful business book: Selling the Invisible byHarry BeckwithMost admired person: his fatherWould like todine with: Queen VictoriaLife motto: “Whether you believe you can orbelieve you can't, you are right.”Web site: www.mchumane.orgFounded: 1958 Employees: 81we stepped up our appeals forindividual contributions and grants,and it paid off," she said. "At thesame time, we took ahard look at ourcosts, cut where we could,restructured programs, and increasedthe number of foster homes foranimals. MCHS is now stronger andmore efficient, and is poised tocontinue to strengthen with theimproving economy."As CEO, Bombaugh tries tocultivate camaraderie, flexibility,respect, support, and fun withinMCHS. "When these qualities existon ateam, it permeates theorganization and creates anenvironment in which people want towork and do business. Not everyonecan handle the shelter environment,so these qualities are even more vitalif we are to encourage the communityto come to the shelter and adopthomeless animals," she said.Bombaugh views her role as "thekeeper of the flame," she said. "Hiregood people so you will have moretime to tend the flame. Regularly setaside some quiet time to get awayfrom the office to think and plan.Though Iwish Icould say Idothisregularly, when Ido, Igenerate mybest ideas and strategic thinking, andmy energy is always renewed." n17533331753355Five Star “Superior” Rating - Bauer FinancialBuilding Lasting Relationships for Nearly 150 YearsCall Kathleen Mayer today!301-591-2700www.obabank.com

8 Special Advertising SupplementMichaelBowldsPresidentMountaintopMarketing Group, LLCSilver SpringElizabethJ.BuckPresidentBuck DistributingCompanyUpper MarlboroSTATSSTATSAge: 44Education: attended University of MarylandFirst job held: paperboyHobbies: chess, playing pool, weight trainingFavorite sports team: Indianapolis ColtsFavorite TV show or movie: AKnight's TaleHelpful business book: The 7Habits of HighlyEffective People by StephenR.CoveyMost admired person: JesusWould liketodine with: Dr.Dorothy Height, recentlydeceased, former president of the National Council ofNegro Women.Life motto: “Never let anyone sit on the other end ofyour seesaw because no one deserves the right to bringyou up or down!”Website: www.mountaintopmarketing.comFounded: 2006Employees: 10Age: 52Education: attended University of MarylandFirst job held: lifeguardHobbies: riding her Harley motorcycles,babysitting her grandsonsFavorite sports team: Washington RedskinsHelpful business book: Our Iceberg is Meltingby John KotterFavorite TV show or movie: The Biggest LoserMost admired person: her parentsWould like todine with: her dad (deceased)Life motto: “Live every day to the fullest.Nevergo to bed mad. Is whoever wins this fight reallygoing to make adifference? Let it go. Life is tooshort.”Web site: www.buckdistributing.comFounded: 1946Employees: 126Asheprepares to launchMountaintop Marketing Group'snew Website -FEDTube -Michael Bowlds is focused on educatingclients."FEDTube is an online portalthatwill house three distinct areas," hesaid.FEDExec is acompilation ofpresentations from federal agencyexecutives.FED Uwill provide ondemandvideo training on the bestpractices for government contractors.FEDReview will offer abimonthlystreaming video analysis of the mostpressing legislativeand regulatoryactivity affecting small businesses in thegovernment contracting arena."Along with the debut of the FEDUportion of the webportal,Mountaintop is also launching anewtraining series," said Bowlds."Wepurchased atraining facility indowntown Silver Spring where we willoffer liveinstructor led training sessionsthatwill then be posted to our onlineportal FED U."Mountaintop Marketing Groupprovides afull range of marketing,advertising,and business developmentservices to both government and privateindustry. The companywas inspired bythe efforts of Bowlds' mother to establishasmall business."Recognizing thatherstruggles primarily came from agenuinelack of anymeaningful support, Iwantto assist firms with greatproducts andservices in learning to market better."Last year, Bowlds wasnamedAdvocate of theYear by the U.S.Department of Commerce, NewYorkRegion Minority Business DevelopmentAgency. The award wasbased upon hisability to help small and minoritybusiness firms secure more than $200million in government contracts through2009.This included both membersofthe Minority Business OpportunitiesCenter, where Bowlds servesasboardchairman, and Mountaintop clients.Community service is an integralpartofMountaintop's corporate culture.The firmfounded and underwritesGovConNet, an initiativethatprovidesreal world business training fromprominent business leaders.Mountaintop hosted the 2009Congressional Black Caucus MinorityBusiness Reception and Gala, which waswidely recognized as one of the mostinfluential minority business events ofthe year.The event not only honoredminority women in business, butpaidtribute to DorothyHeight, president ofthe National Council of Negro Women.Given Mountaintop's nationalpresence, Bowlds tries to cultivate"agenuine sense of ownership," he said."Each of our team membersmust covertheir space completely.All of our effortsare so intertwined thateach personcounts on the next for acriticalcomponent.This is true from the CEOto the administrativefolks.Iam soincredibly proud of my team." nBetty Buck has shattered hershare of stereotypes.Asthefirst woman to run aMillerdistributorship, Buck won the beerbrewer's Master award her first yearas president of Buck DistributingCompany. "My dad didn't believe inparticipating in contests with thebreweries," she said. "I got thecompany excited to win [Miller's] topaward, which is given tothe top 32out of 600 distributors inthecountry. Our first year trying, wewon. But dad had aheart attack anddidn't live tosee it."Now, 24 years later, Buckwonders what her father would makeof her success. "I'd ask him if heapproved ofhow Itook care of thetwo jobs he gave me when he passedaway. Hetold me to take care of mymom…and to grow his business. Mymom passed away four months ago inher home of 70 years that she sharedwith my dad, and the business, whichwas 1.1 million [cases in sales] is nowover 5million," she said.Buck Distributing Company, Inc.is amalt beverage and relatedproducts distributor headquartered inUpper Marlboro, Maryland. The 64-year-old family-run businessdistributes products to licensed bars,restaurants, and liquor stores in AnneArundel, Calvert, Charles, PrinceGeorge's and St. Mary's counties.Buck continuously looks for waysto improve her company'sperformance. The 150,000-squarefootwarehouse, which Buck built in2001, is state of the art. "We'rehooked into Milwaukee so that, atany given time, they can see the dewpoint in the warehouse," she said.The warehouse comfortably holdssome 300,000 cases of beer.Perhaps her most difficultbusiness decision was toscrap thecompany's sales system andimplement her own, untested idea. "Ibasically killed the old Buck," shesaid. "A new Buck was born ofahybrid sales system that had neverbeen done in our industry. Everyonethought Ihad lost my mind. We wentfrom Driver Sales to Driver Sales,Tell Sales and Pre-Sales.Thankfully,Iwas right and they were wrong."Striking abalance between homeand office is challenging in afamilyoperation. "It is hard since my kidsalso work with me. But, as acancersurvivor, Ilook at things differently. Iride Harleys and go on vacations. Itake time to live life," she said. n

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10 Special Advertising SupplementMichael J.ChiaramonteCEOSouthern MarylandHospital CenterClintonFrancoisDionotFounder/DirectorL'Academie de CuisineGaithersburg &BethesdaSTATSSTATSAge: 48Education: BBA, management and marketingwith an economics minor,James MadisonUniversity; MBA, finance and investments, GeorgeWashington UniversityFirst job held: started alawn service company atage 15Hobbies: snow skiing, hiking, water sports,politicsFavorite sports team: Washington RedskinsIn the process of expanding hishospital's partnership with the 779thMedical Wing at Andrews Air ForceBase as the military cuts back servicesthere, Michael Chiaramonte is excitedby the prospect of "reshaping ourdelivery system to meet the needs of theactive duty,retired, and dependantmilitary community," he said. "This hasbeen afun and interesting engagement."Southern Maryland HospitalCenter is a300 bed, full-service, acuteand 24 bed sub-acute facility.Among itspremium services are aheart andvascular center and aspecial carenursery. It offers emergency and criticalcare services and is the only designatedstroke center in Prince George'sCounty.The hospital was founded byChiaramonte's father and mentor,physician Francis P. Chiaramonte, in1977 to provide health care, particularlyspecialized medical services, to thesouthern part ofPrince George'sCounty,which "was devoid of advancedmedical care," said MichaelChiaramonte.Corporate community service isinherent in the hospital's mission. "Wegive away millions of dollars per year infree health care services and to charitiesincluding those that provide educationalopportunities for the underserved,shelter the homeless, and protect ourenvironment, particularly ourChesapeake Bay,"said Chiaramonte."We have aunique environment in thatvolunteers are very much apart ofFavorite TV show or movie: 24Helpful business book: Free to Choose byMilton FriedmanMost admired person: his wife, LizWould like todine with: his father'sgrandfather in Enna, Italy.Life motto: “Love is the most important gift.”Web site: www.SMHCHealth.orgFounded: 1977Employees: 3,050health care delivery. We cherish ourbeloved volunteers who give agreat giftof love through their unreimbursedhours.We enlist our volunteers inouroverall mission and know that theymake ahuge difference."In order for companies to thrive in2010, they must be vigilant, accordingto Chiaramonte. "[They must] see theexternal threats and adjustingaccordingly," he said.The health careindustry isreinventing itself currently."His toughest business decisioninvolved employee compensation. "[Itwas to] withhold annual pay increaseswhen operationally the team hadimproved the company,"hesaid.Of his various accomplishments,Chiaramonte is most proud that he'sbeen able to "improve the level ofservice and clinical care rendered by ourteam as measured and cited by ourcustomers," he said. "We live ourmission in that weare committed, eachand every day,toimproving the qualityof life for our community by providingthem preventive health screenings andprograms, health information andeducation, and exquisite healthcare,decentralized into the neighborhoods.We do this through our clinical sites andoutreach programming."Having learned many lessons overthe years, Chiaramonte offers threepieces of advice to new CEOs."Listenmore than speak. Less intense is morepowerful. And, grow acompany byletting go in aplanned way,"hesaid. nAge: 65Education: BA, hotel restaurant management,Ecole Hoteliere de Lausanne, SwitzerlandFirst job held: food and beverage controllerHobbies: skiing, fishingFavorite sports team: Washington RedskinsMost admired person: Jean Louis Palladin, PaulFor Francois Dionot, 1976 wasabig year."Ibecame an Americancitizen, Iopened my owncompany(L'Academie de Cuisine), and Igotmarried," he said. "After 34 years, allthree are still partofmylife."Today, Dionot is preparing torenovate his original Bethesda location toinclude athird teaching kitchen with allnew,state-of-the-artequipment.Construction is slated to begin thismonth.The Bethesda upgrades followexpansion of the Gaithersburg locationjust afew yearsback.L'Academie de Cuisine, the premierculinaryschool in theWashingtonmetropolitan area, offerssome 5,000recreational cooking classes each year tochildren, teens, and adults.The schoolalso has professional culinaryartsandpastryartsprograms as well ascontinuing education programs.Dionot established the school at atime when gourmet cooking wasbecoming popular and people wereteaching cooking classes out of theirhomes."There wasnot an institutionalcooking school," said Dionot, "soL'Academie wasfounded.Then it wasnoted thatchefs couldn't find really goodhelp,sopart-time studies of seriouscooking were started in 1981, followedby full-time professional culinaryandpastryprograms in 1983 and 1985."Expanding the school toGaithersburg without incurring loanswasthe most difficult business decisionDionot has made. "Wehad enough cashto make the move butitwas challengingsince our cash flowwas decreased," hesaid.Student recruitment is the mostBocuseWould like todine with: Rush LimbaughLife motto: "We all judge by one means...theresults."Web site: www.lacademie.comFounded: 1976Employees: 32, plus 30 contractual cooking teacherschallenging aspect of running aculinaryinstitute, according to Dionot. "Whenthe economyistough, people are veryconservativeabout their discretionaryincome. But, we have found thatweoffervalue for the dollar," he said. "Whenpeople come to acooking class, they areeducated; they learnsomething new;they're entertained; they get to eat; theyenjoycamaraderie with people who havethe same interest; and they get to takerecipes home to duplicate.They get morefor their dollar than just going out todine."As the school's director, Dionotstrives to cultivateteamwork amongstboth employees and those studying atL'Academie. "Weencourage teamworkwithin the student body because it isproductive.We also encourage all ourstaff to work as ateam to achievethegoals we set for each department," hesaid.Striking abalance between workand home has gotten easier for Dionot asthe school has grown. "In the beginning,it wasdifficult since Iwas the loneteacher at the school. Iwas gone mostdays and at least four evenings aweek.As time passed, we started adding moreteacherswho were able to teach moreclasses thatIcouldn't teach, so myevenings and weekends at home becamemore frequent," he said.Corporate community service atL'Academie generally takes the formofdonated food. Among the groups theschool supports are the National KidneyFoundation, DC Central Kitchen, andBest Buddies."Several staff attend theseevents during the year," he said. n

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12 Special Advertising SupplementDavidEisnerPresident/CEODataprise, Inc.RockvilleThomas D. W.FauquierPrincipal/CEOVanguard Realty GroupPotomacSTATSSTATSAge: 44Education: BS, computer science, University ofMaryland; MS, computer science, Johns HopkinsUniversityFirst job held: Computer ProgrammerHobbies: reading, golf, travelFavorite sports team: NY GiantsFavorite TV show or movie: Glengarry Glen Rossavery exciting time in ourindustry. New technical"It'sadvances in virtualization, cloudcomputing,mobility,and applicationspresent unique opportunities for smallbusinesses," said David Eisner."Ilookforward to working with our clients toadopt these new technologies."As president and CEO of Dataprise,Inc., Eisner leads afirmthatsolves thetechnology challenges of small- and midsizedcompanies (SMBs). Eisner foundedthe companyafter seeing howsmallbusinesses had "largely been left out of thetechnology boom of the early 1990s," hesaid. "I had avision to create acomprehensivetechnology partner forSMBs at just the right time."It is the simple act of "just showing upat work," according to Eisner, thatbringshim the most satisfaction. "I'vealwaysbeenatinkered, and nothing beats the rush outof navigating through the challenges ofbuilding asuccessful organization."Look for Dataprise to continue togrow "organically and carefully," saidEisner, who has plans to invest in severalnew geographic markets "as well as toforge ahead into new vertical markets,including anew government servicesdivision."Eisner and Dataprise strivetocontribute to arobust businessenvironment in theWashingtonmetropolitan area. Eisner wasactiveintheMarylandTechTaxCoalition's successfulefforts to kill acomputer services sales taxbefore the state's General Assembly.Last year, companyemployeesHelpful business book: The E-Myth Revisited byMichael GerberMost admired person: his dadWould liketodine with: Albert EinsteinLife motto: “It's the journey not the destination thatcounts.”Website: www.dataprise.comFounded: 1995 Employees: 110developed the Dataprise Gives Backprogram. Each time the companyexceedsits monthly goal, the firmsupports alocalorganization selected by employees.The companyalso partnerswithProject Reboot, acomputer recyclingprogram.The nonprofit accepts oldunneeded computer equipment andrefurbishes them. It then deliverstherevamped devices to local charitablegroups."Dataprise certified networkengineersvolunteer their time to pick-upunwanted computers, monitors, andperipherals from clients, wipe theequipment clean, performdiagnostics,andmake repairsand upgrades," said Eisner.As CEO,Eisner views himself as the"lead companycheerleader." "It's soimportant thatthe appropriate directionand vision come from the top," he said. "Ifdone correctly and clearly,all companyemployees can easily followand contributeto the company's mission."To emerge from the recent recession,companies need to be lean and mean,according to Eisner."In 2010, acompany'sability to cut wasteful and unnecessaryexpenses will be more important thanever," he said. "And being flexible andresponsivetoone's customerswill makethe best companies stand out even more."To maintain abalance between joband home, Eisner relies on technology toallowhim to work almost anywhere."That's one of the dividends of the Internetage. So Inever feel thatifI'm at home thatI'm disconnected or not on top of what'sgoing on at the office," he said."Technology is liberating in this way." nbasketballMost admired person: his wifeWould like todine with: his father (long deceased)Life motto: "Do unto others as you would havethem do unto you."Web site: www.vanguardrealty.comFounded: 2001 Employees: 110Age: 57Education: BA, accounting, Missouri Valley CollegeFirst job held: busboy at the old Governor'sHouse Motel in BethesdaHobbies: body surfing, golf, basketball, watchingkids grow upFavorite sports team: Maryland TerrapinAfirmbeliever thatsmall businessremains the strength of thenational economy,Thomas D.W.Fauquier sees numerous challengesahead. Perhaps the biggest is "reengineeringprocesses to do more withless," he said. "No pain, no gain."As CEO of Vanguard RealtyGroup,Fauquier leads an organizationwith astrong reputation for deliveringthe full complement of commercial realestate services valued by propertyowners, Locally owned andheadquartered in Potomac,Vanguard'sprincipals are Washingtonians withdeep-rooted history and personal pridefor their community.Vanguard and itssubsidiary and affiliated companiesmanage and lease adiversified portfoliothat includes office buildings, shoppingcenters, hotels, and industrial propertiesas well as multi-family communities.Vanguard was created to providevalue-added service to clients."Anytime we can bring value to our clients,big or small, Iknow everyone involvedhas asense of fulfillment," saidFauquier."My hope is to continuemoderate growth for the company inamanner that continues to create newefficiencies, resulting in win-winscenarios for clients, tenant, employees,and contractors providing services."Fauquier findsVanguard's recentefforts to control energy costs to be anexciting development. "Energyconsumption and government regulationhave become asignificant burden on theirbuilding's operating budget," he said."Whatstarted as anatural efforttoreduceenergy costs in our managed propertieshas growninto advising ahost of nonmanagedclients as well.This initiativetocreate sustainable energy efficiencies hasbecome aprimaryfocus thatthoselandlords nowfeel they must incorporateinto their daily operating processes."Vanguard has acorporatecommunity service program thatprovides staff with ways to support theenvironment and community."Theeconomy isimpacting everyone rightnow,"hesaid. "So,we've outlined our2010 directives to focus heavily on asingle cause per quarter."The result, according to Fauquier, isthatemployees "get more deeply involvedwith agroup and are able to give more oftheir time without having to focus solelyon fundraising," he said. "By becomingmore involved with an organization we'resupporting,weultimately feel astrongerconnection to it and our surroundings."Within his organization, Fauquierencourages employees to "question thedaily processes," he said.The only wayweachievehigher standards and grow as acompany-and individually-is byquestioning the work we're doing.Whenthatbecomes asortofknee-jerk reactionto our work style, it becomes contagious."It is his first two employers out ofcollege -- John Kilbane and RogerEisinger -- who Fauquier considers hismentors. "They were visionary realestate developers headquartered inMontgomery County who partneredtogether in the early 1960s," he said."They both taught me commercial realestate fundamentals in their respectivefields of expertise. However, moreimportantly,through their actions theyhelped instill the importance of integrityin all situations, large or small." n

Special Advertising Supplement 13J. J.FinkelsteinPresident/CEORegeneRxBiopharmaceuticals, Inc.RockvilleSTATSAge: 58Education: BBA, University of Texas at AustinFirst job held: promotions/PR for the HoustonAstrosHobbies: tennis, theaterFavorite sports team: Texas LonghornsFavorite TV show or movie: SeinfeldWould like todine with: Benjamin FranklinLife motto: “Make it happen! What goes aroundcomes around. The perfect is the enemy of thegood.”Web site: www.regenerx.comFounded: 1982Employees: 91753339most importantcomponent of our success in"The2010 will be the results ofour clinical trials in the cardiovascular,neurologic,and ophthalmic fields," saidJ. J. Finkelstein. As RegeneRxBiopharmaceuticals, Inc.advancesclinical development in these key areas,Finkelstein is optimistic that heartattack victims as well as those withmultiple sclerosis and non-healing eyesores will eventually reap the benefits."We're also working with the U.S.military totest one of our products forthe treatment of eyes and skin exposedto chemical agents," he said.RegeneRx is aclinical-stage drugdevelopment company focused ontissue protection, repair, andregeneration.The firm has an extensiveportfolio of first-in-class drugcandidates currently in clinical trials.The company initially was founded todevelop afamily of molecules, isolatedfrom the thymus gland, that arenaturally occurring and have variousbiological uses for anumber of medicalindications.The development of aminimallyinvasive cryosurgical device and itseventual clearance by the U.S. Foodand Drug Administration broughtenormous satisfaction to Finkelstein. "Ihave had patients contact me andmembers ofmyfamily over the yearstelling me they are still cancer-free andthanking me for helping save theirlives," he said.Maintaining the ability to competeinternationally is important toFinkelstein. As such, he finds worrisome"the desire by current political leadersto over-regulate and over-tax, which willput American industries at aglobaldisadvantage by reducing our ability tocompete," he said.Both Finkelstein and his employeesare involved in-and contribute tonumerouscharitable organizations.Hehas been on the board of MdBio since1996, and currently serves aschairmanof the MdBio Foundation. "RegeneRxparticipates and sponsors programsthrough MdBio and all my employeesare encouraged to attend andparticipate in such programs," he said.As amember of the board ofImagination Stage, Finkelstein was partof the team that came up with theconcept to locate aperforming artsfacility within acounty parking garagein the heart ofBethesda. He waspresident of the board during the initialcapital campaign and groundbreaking.Treating other employees withrespect is avalue Finkelstein tries tocultivate amongst his staff."Ibelieve itcreates apositive work environment andextends to other aspects of people'slives," he said.?To keep things in perspective,Finkelstein tries to spend as much timeas possible with his wife and two growndaughters. "I also seem to know when Ineed downtime and exhale when Ican,"he said. "I enjoy working with my handsand building projects around our house,which is great therapy."His advice to new CEOs istwofold. "Listen to everyone, then makeyour decision," he said. And, "It's okayto be the youngest one in the room." nFIND SUITEAMBIANCEATEXECUSUITESFull-Time OfficesVitual OfficesCooperative StaffColliegiate AtmosphereConsideration of Unique NeedsConvenient LocationOffices for Unique Needs*Internet Lounge*Call Diane Sheldon to discuss your unique ortemporary needs for cost-saving sharing of facilities.

16 Special Advertising SupplementJackFitzgeraldPresidentFitzgerald Auto MallsKensingtonSusanLaczPrincipal/CEORidgewells CateringBethesdaSTATSSTATSAge: 75Education: high school graduateFirst job held: summer employment in agrocerystoreHobbies: tennis, flyingFavorite sports team: Washington RedskinsHelpful business book: Managing by HaroldGeneenDespite the major technologicalchanges and improvements incars and trucks, Jack Fitzgeraldknows that ittakes more than bells andwhistles to be successful "You mustwork to maintain the respect andloyalty of your associates," he said,particularly in challenging economictimes.After purchasing his firstdealership in 1966, adecision hedescribes as the most difficult of hiscareer, he set his sights on becoming a"successful business that has goodrelationships with customers, betterthan others inits class," he said. "We'vedone that.We're process-basedmanaged and we've achieved ISO9001:2008 [a standard for qualitymanagement systems]. In addition, ourenvironmental management system asachieved ISO 14001:2004certification."Founded more than four decadesago in North Bethesda, FitzgeraldAuto Malls has grown toinclude 14dealerships in three states: Maryland,Pennsylvania, and Florida. It sellsvehicles from more than adozenmanufacturers, both foreign anddomestic.Known for its no-hassle, nohaggleauto pricing and the unique"FitzWay" ofdoing business, thedealership has built its reputation oncustomer service.Of his many efforts over the years,Fitzgerald is most proud of asuccessful lobbying campaign."Together with car dealersTammyFavorite TV show or movie: M.A.S.H.Most admired person: his parentsWould like todine with: Jesus, Moses, andMohammed or his dadLife motto: “If you want to see your problems, golook in the mirror.”Web site: www.fitzmall.comFounded: 1966 Employees: 1,181Darvish of Maryland and Al Spitzer ofOhio,Iformed the Committee toRestore Dealer Rights and persuadedthe Congress to provide arbitration forGM and Chrysler dealers.Corporate community service isintegral to Fitzgerald's mission "Ourlargest single effort isour child safetyseat inspection program where morethan 38,000 seats have been checked.Senior managers and Iparticipate," hesaid. "Our senior managers serve onboards such as the AutomotiveTradesFoundation, the Montgomery CollegeAutomotiveAdvisory Board, theMCPS/MC Transportation ClusterAdvisory Board, and the WashingtonArea New Auto Dealer's Association'sAutomotive Dealer EducationInstitute. Companywide, we supportour associate's individual fundraisingand volunteering efforts.Fitzgerald's father was one ofseveral mentors. "He taught me towork hard and tell the truth," said theCEO."My former partner, Bob Dowd,taught me business management.Esther Gelman inspired me to keep anopen mind and compromise."It wasVincent Sheehy, he said,who "taught me ethics, fairness, and tolisten and reason." As CEO,Fitzgeraldseeks to instill in his employees thehighest level of ethical behavior.When offering advice to newCEOs, Fitzgerald quotes an unknownsalesman: "As long as you're green,you'll grow.When you think you'reripe, you're rotten." nAge: 49Education: BA, marketing, Marymount UniversityFirst job held: customer service representative atRidgewellsHobbies: skiing, golfing, traveling/cruises, wine,cooking, fitness, the artsFavorite sports team: NY GiantsSince purchasing RidgewellsCatering in 1997, Susan Laczhas grown the company into oneof the region's most innovative andhighly regarded food service firms.From the outset, her desire was to"provide fresh, innovative cuisine forour clients and also to grow ourbusiness, not only in terms of dollarsbut also in terms of service, so that theRidgewells experience would be aunique one for all our clients," shesaid.Her recipe for success was simple."Basically we took the three mainingredients -people (we have awonderful team of dedicatedemployees), quality and service -andused them as the platform toimproveand strengthen our business," she said."We are in the business of servingothers so, at the end of the day, whatwe strive toaccomplish is to providethe best quality product, coupled withquality service and innovation to notonly meet but exceed our clients'expectations."Originally established to providecatering services to the diplomaticcorps, Ridgewells has provided cateringand event-design services at some 20presidential inaugurations.Its sistercompanies include Haute Catering,CapitolHost and Purple Tie. "I amvery proud of being able to see the truevalue of Ridgewells even at atimewhen it was atits most vulnerablestage and declining rapidly in themarket, having the courage to take theFavorite TV show or movie: M.A.S.H.Most admired person: his grandmotherWould like todine with: Jacqueline KennedyLife motto: “Think big and take risks”Web site: www.ridgewells.comFounded: 1928Employees: 135lead to develop and manage thebuyout of Ridgewells, and to workhard to generate the resurgence of thecompany making it one of the mostnotable catering companies in theWashington Metropolitan area," saidLacz.Lacz and Ridgewells arecommitted to the community.The firmdonates food and gifts to organizationsthat provide services to women andchildren as well as those seeking toraise funds to further research intocystic fibrosis, cancer and arthritis."Ridgewells provides auctions items forschools in Maryland for fundraisingevents to support programs within theschool.We are also very involved withImagination Stage one of the largestand most respected disciplinary theatrearts organizations for young people inthe mid-Atlantic region," she said. "Weencourage our employees to getinvolved with acause and we aresupportive ofthe cause selected."Lacz's mentor is her businesspartner, Jose Valado."He has kept meon the straight path," she said.The mother of an 8-year-old boy,Lacz finds staying organized allows herto balance work and home. "Basically,Iput everything on my schedule,whether it's my son's lacrosse practiceor aplay date with his friends or abreakfast meeting at the Board ofTrade or an appointment in the office.Idocument it all so that Ican keepthings straight as my schedule is prettyhectic," she said. n

Special Advertising Supplement 17BenLandersCEOBlue Corona, Inc.GaithersburgSTATSAge: 33Education: BS, communications and marketing,Ohio UniversityFirst job held: working summers at hisgrandparents' farmHobbies: hiking, kayaking, spending time on thewater in Southern MarylandFavorite sports team: Baltimore OriolesHelpful business book: The 4-Hour Work WeekWhile working for alocal servicecompany, Ben Landersbecame eager to find newmarketing strategies worth testing. Hewould ask other business owners,"What's your number one marketingstrategy next to referrals and word ofmouth?' It always surprised me thatalthough every business owner longs tosee tangible results from his or hermarketing strategies, very few havesystems in place to accurately trackand quantify their results," he said."Out of these conversations, BlueCorona was born."An online marketing,analytics,and optimization company, BlueCorona helps privately held companiesimprove their marketing performanceby accurately tracking and analyzingevery advertising strategy,including thecompany's Website.Having just launched anew Website of his own, Landers sees the casestudies and information as atool forlocal businesses.Healso isimplementing aseries of local seminarsto educate small business owners onmarketing analytics and ways to usetracking to measurably improve theirreturn onmarketing investments.While the availability of funds forcharitable contributions is limited,Landers believes in being agoodcorporate citizen. "As arelatively earlystagestart-up company, we put 100percent of our profits back into growingthe company,"hesaid. "However, fromthe first day weopened our doors, andas often as possible, we've been hostingfree webinars and volunteering to speakby Timothy FerrisFavorite TV show or movie: The ShawshankRedemptionMost admired person: his fatherWould like todine with: Seth GodinLife motto: "Give each moment your absolute besteffort."Web site: www.bluecorona.comFounded: 2007 Employees: 8at local chamber events -not formarketing,but purely to educate localbusiness owners."For Landers, the most taxingaspect of his job involves personnel."Managing acompany that isgrowingat an extremely rapid rate isexhilarating,but also extremelychallenging. Our ability to assimilateextremely intelligent and motivatedpeople is going to be critical to oursuccess in 2010," he said.Having had several greatmentorsover the years, Landerstries to serve asone to his employees."Iwas veryfortunate to have afew greatmentorsbossesthatgavemeatremendousamount of responsibility in veryentrepreneurial environments," he said."I trytodothe same for our employees.We have an ownership culture whichextends all the waythrough to ourclients.Wetreatour clients' businesses asif we owned them ourselves."Amost influential mentor is BobPerini, the CEO of DrinkMore Water."Working for Bob taught me to look atevery situation in anew way and that'sexactly what prompted the creation andexpansion of Blue Corona," he said.Landers' advice to new CEOs, atleast when it comes to marketing,is"make sure you have measurable goalsbefore you start advertising. Putsystems in place to accurately track andanalyze your progress," he said. "It'stime consuming and more complicatedthan shooting from the hip,but it'sinfinitely more effective. If you're toobusy to do this, you can always callBlue Corona." nSince 1960, Boland has provided premier HVAC solutions to thebusiness community in Washington D.C. As the exclusive Tranerepresentative, our associates provide awinning strategy ofpartnering energy efficient HVAC systems integrated with state ofthe art controls to assist clients in being environmentallyresponsible. When you look to the future, look to Boland.1729751Past, Present and Future30 West Watkins Mill Road,Gaithersburg, MD 20878Phone: (240) 306-3000Toll Free: (800) 552-6526www.boland.com1730598

18 Special Advertising SupplementPeterMongePresidentMontgomery GeneralHospitalOlneyMyraNortonCEOCommunity AnalyticsBaltimoreSTATSSTATSAge: 58Education: BA, business, and Master HospitalAdministration, Thiel CollegeFirst job held: factory maintenanceHobbies: golf, flying, readingMost admired person: his wifeWould like todine with: Helen KellerDeciding to bring MontgomeryGeneral Hospital into theMedStar fold was PeterMonge's toughest business decision."I needed to try toget the consensusof the entire Hospital Board. Iwentfrom not having any consensus to allonboard by the end of the 18-monthprocess," he said.Twoyears later, that decision -and effort -brings Monge the mostsatisfaction in his 20 years atthehospital. "It has made MontgomeryGeneral astronger hospital for thecommunity.Wecan focus on servicesthat were not previously provided,and take care of more people. Thedecision was made based on whatwas right for our community and weare amuch stronger hospital becauseof it," he said.The most challenging aspect ofMonge's job is balancing the budget."As revenues decrease or hold steady,it's critical to keep asharp eye oncost," he said. "Doctors are also goingthrough avery challenging time. Wedon't want to make anything moredifficult for them."As president of the 165-bedfacility, Monge focuses on thepatient. "For our hospital, it'simportant to cultivate apatient-firstattitude, from patient experience topatient safety."Monge and the hospital's staffare committed to improving thehealth and welfare of theLife motto: “The six Ps: proper prior planningprevents poor performance”Web site: www.montgomerygeneral.comFounded: 1918Employees: 1,100communities it serves. "We aredevoted to prevention," he said."Throughout the year many medicalstaffers take part inprojects that notonly improve the community butenhance the lives of residents. Ourstaff takes great pride in its outreachefforts and collaboration withcommunity organizations."The staff also participates incommunity programs such as Relayfor Life, Olney; HeartWalk, DC; andthe Juvenile Diabetes Walk inColumbia. "I always try toencourageby example," said Monge.Although his children are grown,Monge and his wife, Cathie, findtime for each other and family. "Mywife is also ahospital administrator,so fortunately she has the same typeof schedule as Ido," hesaid. "Mywife and Imake it apoint to eatdinner together every night, even ifit's late, and to devote our weekendsto the family," he said.Monge's mother, anurse, was hismentor. "She always had extremelyhigh expectations but was also verysupportive," he said. "She was theperson who thought Ishouldconsider hospital administration as acareer."His advice to new CEOs is to"stay true toyour values and listen.In this day inage, some CEOs seemto get caught up in the 'status' andthey forget to listen and their valuesseem to change," he said. nAge: 36Education: BS, math education, University ofAlabama; MA, mathematics and MS, statistics,Temple UniversityFirst job held: academic advisor at TempleUniversityHobbies: fitness enthusiast (ran first marathon inNov.2009), college athletics, singing with alocalacoustic band, playing piano, and guitarAsCEO of Community Analytics,Myra Norton strives to "bringmore meaningful connections toaworld that isbombarded withinformation, ever-evolving technology,and larger numbers ofsuperficialconnections than aperson can digest,"she said. "At Community Analytics, wewant to help organizations cut throughall of that clutter to build meaningfulrelationships with their current andprospective customers."The aim of Community Analyticsis to help understand the relationshipsthat drive their bottom lines.The firmunderstands human networks and theroles they play inthe decision-makingprocess."We combine science, art, andalittle bit of magic to harness the powerof these networks for the greater good -more revenue for you and morerelevance for your customers," saidNorton.That isalso the most satisfying partof the job for Norton. "I love seeingclients build their bottom line whilethey are building value for theircustomers," she said.The Community Analytics teamvolunteers both individually andcollectively for anumber of causes."From participation in localenvironmental initiatives to mentoringstudents in Baltimore City schools, wefind ways to give back to thecommunities in which we live andwork," said Norton. "Each quarter adifferent employee chooses acharitableFavorite sports team: Crimson Tide, NewOrleans SaintsMost admired person(s): her parentsLife motto: "To help those around me reach theirhighest potential."Web site: www.communityanalytics.comFounded: 2004Employees: Fewer than 50cause for the team to support. In thisway, Imake sure that the causes wesupport have personal meaning to theteam."It is alignment that Norton seeks tocultivate within Community Analytic'scorporate environment. "Alignmentbetween the vision and mission of thecompany and the vision and mission ofthe people who comprise the company;alignment between the needs of themarket and the products or services acompany isdelivering; alignmentbetween the talent and expertise amongthe people who comprise the companyand the roles and responsibilities each isgiven -inmymind, it all comes downto alignment," she said.Norton's father, Philip Wise, servedas her mentor."He passed away lastyear, and Imiss his guiding presence inmy life," she said. "He taught me howto live with integrity,tolove and acceptall people; to win; and mostimportantly,toconstantly grow,evolveand adapt."To new CEOs, Norton's advice isto recognize that "no one has all of theanswers but alot of people have piecesof them….Don't be afraid to seek theadvice of others and gather knowledgefrom avariety of sources.Inthe end,you alone are the one who mustsynthesize that knowledge and apply itto your present situation," she said."Trust your instincts.Learn toadaptquickly.Listen to your customers, reallylisten." n

Special Advertising Supplement 19Ronald D.PaulChairman/CEOEagleBankBethesdaSTATSAge: 54Education: BS, accounting, University of MarylandFirst job held: stationery store, stuffingnewspaper inserts, age 11Hobbies: work, golf, collecting sports memorabiliaFavorite sports figure: Jack NicklausHelpful business book: Winning by Jack WelchAshis bank expands into NorthernVirginia, Ronald D. Paul is excitedto introduce EagleBank to newcustomersand new communities."I'mextremely proud of whatwehaveaccomplished in building EagleBank fromadream 12 yearsago to averydominantinstitution within our community," he said.Apartfrom the expansion, Paul isalso excited about the bank's ability togenerate non-interest income throughadditional business opportunities thathavebeen recently implemented. "From apurely economic measure, in theseturbulent economic times, the fact thatEagleBank stock is close to an all-timehigh is very gratifying," he said.An independent, communityoriented,full-service business bank,EagleBank has grown toover $1.8billion since 1998. Its philosophy istoprovide superior, personalized service toits customers with afocus onrelationship banking.As CEO,Paul derives satisfactionfrom working with both employees andcustomers. "I enjoyseeing an employeecontinue to improve his or her skills andelevatewithin the bank as well as seeing anew customer become successful and growin building his or her company,"hesaid.EagleBank's corporate communityservice centersaround the EagleBankBowl, which donates funds to woundedsoldiersand inner city youth.TheEagleBank Foundation golf tournamentraises and donates funds for breastcancer research. "Wealwaystry tosupportthose charities thatareimportant to our customers," said Paul.Over the years, Paul has strived toMost admired person: his fatherWould like to dine with: his mother (deceased)Life motto: “Work hard, play hard, and always befair”Web site: www.eaglebankcorp.comFounded: 1998Employees: 240create afamily atmosphere throughout theentire organization. "I knowthe level ofsupportthatour employees wouldpersonally give me and thatsame supportextends to them as well."Such an atmosphere has aflip side."As aresult of creating afamilyatmosphere, occasionally there areemployment decisions thatneed to bemade thatare always very difficult," he said.Joband housing growth as well ascredit availability are the biggest issuesfacing the economy, according to Paul. "Ibelievethatcommunity banks willcontinue to drivethe credit train as longas local businesses -- along with local, stateand federal governments -- continue tosupportthe ongoing deposit requirementsinto the community banking system," hesaid. "Our regulatorsneed to be on thesame page with the administration."Achallenging schedule forces Paul toactively balance his work and home lives."Nothing is more important than myfamily," he said, "therefore it is atimemanagement and balancing act.Workingeffectively and efficiently has allowedmetoaccomplish both, along with atremendoussupportsystem both at work and at home."Paul's father has served ashis lifelongmentor."He has made adifferencein my life through his tremendousvalues and recognition of what isimportant in life, while balancing hisextraordinary level of love andresponsibility to provide for his family."Employquality staff is the advice Pauloffersnew CEOs."It is critical for anyCEOto have atremendous supportstaff thatsurrounds him and it must be organizedfrom the very beginning," he said. n1753357

20 Special Advertising SupplementBethSchillaciCEO/FounderVillageWorksCommunications, Inc.FrederickSTATSNEW HAMPSHIREBUSINESS CENTERFor additionalinformation orto set up atour,please contact:Leslie Lloyd-Holmeslholmes@blakereal.com301.270.4400All BrokersWelcome6475-95 New Hampshire AvenueHyattsville, MarylandOn-Site Leasing Office •301-270-4400Free surface &covered parking at 3.5 spaces per 1,000 sf leasedConveniently located one-half mile from DCTakoma Park Red Line &Prince George’s Plaza GreenLine nearbyCome join our ever expanding roster of lawyers,accountants, doctors, dentists and medical facilitiesClose proximity to several major area hospitals:Washington Adventist Hospital (1.3 mi) -ProvidenceHospital (4 mi) -Washington Hospital Center (5 mi)Holy Cross Hospital (5 mi)Executive offices &suites from 325 up to 12,000 s.f.Flexible lease terms &competetive rentwww.newhampshirebusinesscenter.comAge: 38Education: BS, business administration, WestVirginia UniversityFirst job held: marketing assistantHobbies: cooking, bakingFavorite sports team: Baltimore RavensFavorite TV show or movie: LostHaving wanted her ownbusinesssince high school, Beth Schillacihas operatedVillageWorksCommunications, Inc.for more than adecade. By blending her degree inmarketing with her previous workexperience at several technology startups,Schillaci hopes to "make technologyless intimidating to people and showthem thatthe basic principles ofmarketing are still at the root of usingnew tools," she said.VillageWorks is an emergingmedia marketing company. It helpsclients make sense of the trends andtools available to market their businessonline by understanding their targetaudience and goals.It is the "aha" moment from whichSchillaci derives the most satisfaction.She enjoys it "when it all starts to clickfor clients and they become reallycomfortable with the tools," she said.Schillaci believes CEOs should leadby example. "If you expect action fromthe people you work with, even strategicpartners, you need to show you arecommitted to it as well," she said.Her toughest business decision wasto "fire" aclient. "You don't want to losethe money involved in the decision butif they are affecting morale the clientcan do much more damage than anyamount of money is worth," saidSchillaci.Adaptation is key to surviving theeconomic downturn, according toSchillaci. "This is our new reality andyou need to adapt your business toMost admired person: her daughterWould like todine with: her paternalgrandfather (deceased)Web site: www.villageworks.netFounded: 1999Employees: 1accommodate your clients' changingneeds," she said. "Those companies thatstop marketing and don't change couldfind themselves out of business."In advising new CEOs, Schillaciurges them to trust their instincts."Youcan hire tons of consultants and readstacks of business books looking foranswers but sometimes you just need tolisten to your own instincts," she said."Some of my best decisions have comefrom following what Ithought was rightwhen other people around me didn't."Finding abalance between homeand office is not difficult for Schillaci butoften requires juggling. "The good partof being your ownboss is youcan have aflexible schedule," she said. "So,Icanvolunteer at school but, the bad partis, itoften means late nights to catch up."Astrong support system, primarilyher husband, helps Schillaci achievebalance. "I really wouldn't be where Iam without my husband," she said. "Hehas always been ashoulder to lean onand has been my number one fan.Having his support has really helped methrough some very frustrating times."Schillaci is heavily invested inFrederick. "I speak at no cost at manyconferences to share my thinking onsocial media and how businesses caneffectively use it. Ihave taught aclass toFrederick's retailers through myvolunteering with Downtown FrederickPartnership," she said. "I also volunteerfor the chamber and assist with the Website and marketing for the MarylandWomen's Conference." n

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22 Special Advertising SupplementSTATSAge: 45Education: BS, marketing, University of Maryland;MBA, Mount Saint Mary's UniversityFirst job held: meat cutterHobbies: family vacations, golf, bikingFavorite sports team: University of MarylandTerrapins basketballsigns continue to revealthatweare beginning to see"Astheour wayout of this economiccycle, we are excited to help individualsand businesses plan for their financialfuture," said Daniel J. Schrider, presidentand CEO of Sandy Spring Bank. "Wehave manycommunity organizations thatwe are gearing up to invest our time,talents, and resources in to make adifference right here in our market."Independent and communityoriented, Sandy Spring Bank wasfounded in 1868, and offers abroadrange of commercial and retail bankingand trust services through 43 offices inCentral Maryland and NorthernVirginia. It is asubsidiary ofSandySpring Bancorp, which has $3.6 billionin assets.The bank is "deeply rooted in thecommunity in every way," said Schrider."We are atrue community bank in thatour company isheadquartered righthere in Central Maryland and ouremployees live, work, and raise theirfamilies in the same region as our manyvalued clients."Each year Sandy Spring Bankselects 10 charities from among the 500organizations it supports as the focus ofits community commitment. "In additionto our financial resources, we provide thetalent, ingenuity,and leadership from ourhundreds of employees thatwillingly giveof themselves for our community," hesaid. "Our employees believeinourvision to enrich the lives of thecommunities we serve."Daniel J.SchriderPresident/CEOSandy Spring BankOlneyHelpful business book: The 21 Irrefutable Lawsof Leadership by John C. MaxwellFavorite TV show or movie: BraveheartMost admired person(s): his parentsWould like todine with: The Founding FathersLife motto: “Do my best to honor God in all Ido.”Web site: www.sandyspringbank.comFounded: 1868 Employees: 710Schrider believes that the mostimportant traits to cultivate within thebank are teamwork and integrity."If wecan work together without compromisewithin the walls of our company, thenour clients, shareholders, andcommunities will experience the best inwhat wehave tooffer," he said."Without teamwork and integrity,acompany doesn't have much to offer."The most challenging aspect ofrunning abank is to "remain focused onyour strategy and on the aspects of yourbusiness that you can control," saidSchrider."Seek wise counsel and bethoughtful and crisp in your decisionmaking."As one of 10 children, Schrideradmires his parents, who he said serveas his mentors. "My parents are themost giving people Iknow. They gave ofthemselves so that our needs were met.The example that they have lived hashad aprofound effect on my life andhelped shape me."Married with three children,Schrider works hard to strike abalancebetween home and office. "Apart fromthe strength that comes through myfaith in God, it is impossible for me tobalance the demands of my job and thejoys of my family.But Ithink Idoapretty decent job of it," he said.Hire the best is the advice Schrideroffers tonew CEOs."Surround yourselfwith the best people -- smarter than you-- and take the lid off by letting themgrow and perform totheir fullest," hesaid. nSTATSZackShariffCEOAllen &ShariffCorporationColumbiaAge: 54Education: BS, mechanical engineering, University ofTexas at ArlingtonFirst job held: design engineerHobbies: triathlons, golfFavorite sports team: Dallas CowboysHelpful business book: Think and Grow Rich byDennis Kimbro and Napoleon HillHaving started with one employee17 yearsago,Zack Shariff hasgrownAllen &ShariffCorporation to 130 talentedprofessionals."Iamanentrepreneur atheartand have always wanted to be anemployerrather than an employeeand tocreate value and jobs in the communitywhere Iliveand work," Shariff said.Allen &Shariff is an internationalengineering and construction companythatspecializes in the design,construction, project management, andfacilities management of buildings.Thefirmhas ongoing projects -mixed-usedevelopments, office buildings, hospitals,and educational facilities -inthe U.S.,Middle East, Africa, and Malaysia.Construction values range from severalhundred thousand to more than abilliondollars."My goal is to have Allen &Shariffbecome the best place to work for ouremployees and serve our clients withinnovativesolutions for their buildingsystems and with the utmost integrity,"said Shariff.Whatexcites the CEO these days isenergy use or the lack thereof."We arediligently working to reduce the energyusage in buildings by reducing theircarbon footprint," Shariff said. "Wearecombining our building systemsknowledge with automation technologyand renewable energy systems to fulfillour vision for reducing the energy usagein buildings and keeping the buildings intheir peak operating parametersthroughsmartcommissioning."Shariff servesonvarious nonprofitboardsand organizations and encourageshis staff to do the same. "Weencourageour employees to volunteer their timeand resources within the communitiesFavorite TV show or movie: Two and aHalf Menand Analyze ThisMost admired person: Martin Luther King, Jr.Would liketodine with: Mahatma GandhiLife motto: “Follow your dreams and never give up!”Website: www.allenshariff.comFounded: 1993Employees: 130they liveand work in.We track volunteerservice hoursasakey performanceindicator within Allen &Shariff," he said.Within the organization, Shariff triesto cultivateanenvironment thatvaluesimprovement and growth. "There arethree themes," he said. "First, deliver bestvalue to each client on everyproject.Second, provide an environment whichfosterspersonal and professional growth.Third, manage by fact and implementaction plans to continuously improve."Shariff's toughest business decisionwasto"reduce staff in 2009," he said.His biggest professional loss wasclosingtheWashington, D.Coffice seven yearsago.Shariff's major professional win wasin "helping transformthe companyinto amulti-discipline international firm," hesaid. "Our projects have wonnumerousawards.Plus, we are making adifferencein our communities through our energyefficient, sustainable design, andconstruction practices."Shariff advises new CEOs to hirecarefully."Surround yourself with thevery best people, empowerthem and beaservant leader.Iwish Iwould havebeen more conscious of the wisdom ofbeing aservant leader earlier in mybusiness career," he said.Because Shariff and his fiancé sharecommon interests -running,biking,working out, playing golf,and dancing -striking awork/home balance isn'tdifficult for the CEO."We spend mostmornings and weekends togetherenjoying each other's companywhen Iam not traveling," he said. In order tohave agood relationship and balance,Shariff points to fivenecessaryelements:quality time, communication, respect,compromise, passion, and trust. n

Special Advertising Supplement 23STATSAge: 40Education: BS, business administration, BennettCollegeFirst job held: door-to-door salesman for DudleyCosmeticsHobbies: spending quality time with her children,reading mystery/crime novels, solving crossword puzzlesFavorite sports team: Maryland Razorbacks (herson's AAU football team)Helpful business book: Think and Grow Rich by"Ireceivethe most satisfaction andfulfillment from witnessing andassisting in the connectionbetween businesses and the community,"said Slade. "I am excited for thesuccesses achieved by all of my membersand am proud to be affiliated with someof the most progressiveand successfulbusinesses in my community."Founded in 1924, the PrinceGeorge's Chamber of Commerce is anonprofit alliance of more than 900businesses, representing over aquarter ofamillion employees.Although therecession has impacted the organization,Slade has kept the chamber in the gameby reducing expenses and trimming itsoperating budget by more than $150,000.The economic downturnalso forcedSlade to make her toughest businessdecision…to release staff."Since we are asmall team, our office operates much like afamily unit," she said. "There wasadefiniteexperience of grief during thattime."Among her employees, Slade seeksto cultivate a"winning attitude ofservice," she said. "I strongly believe, asJohn Maxwell says, 'People don't carehow much you know until they knowhow much you care.'"Corporate caring is alarge partofthechamber's mission. It works closely withPrince George's County Public Schools todevelop partnerships between businessesand schools.Its Student Chamber ofCommerce seeks to create anewgeneration of business leadersand it501(c)(3) armstrives to "aid, benefit,assist, maintain, protect, educate, andsupportthe underprivileged population inRhonda L.SladePresident/CEOPrince George'sChamber of CommerceLanhamDennis Kimbro and Napoleon Hill; The WinningAttitude by John C. MaxwellFavorite TV show or movie: Army Wives; TheColor PurpleMost admired person: Michelle ObamaWould like todine with: Michelle ObamaLife motto: "I can do all things through Christ whostrengthens me." (Philippians 4:13)Web site: www.pgcoc.orgFounded: 1924 Employees: 5Prince George's County," she said.With Slade's guidance, the chamberhas become aleader in sustainability inthe workplace. Its Business InitiativeEnergy &Environment Program educateslocal businesses on the environmentalbenefits of green practices.The chamber'sownoffice has been transformed into amodel green office, according to Slade.Slade is particularly proud of anewelection-year series, Political Impact 2010:ABusiness Decision for Prince George'sCounty."The upcoming elections arebeing viewed by manyresidents andbusiness leadersasapotentially definingmoment in the future long-termdevelopment of Prince George's County,"she said. "Weconcur with thatpremiseand want the candidates who hope toserve and lead us to recognize,understand, and, most importantly,address the issues we deem to be amongthe most critical in helping advancebusiness in Prince George's County."Adivorced, single mother with threechildren, Slade finds balancing work andhome achallenge. "My children are awareof the demands of my career and areunderstanding,asthey realize it isnecessaryfor mom to work so they caneat," she said. "Still, Iamveryclear withmy children, my staff,and my membersthatIstrongly believeinfamily first."To new CEOs, Slade offers thisadvice: "Have faith, trust your gut, andmake it your own.We have been placedin these positions at this particular timefor apurpose. Forsome, that purposemay beclear, for others itmay be adaily learning process." n1753354

24 Special Advertising SupplementJeffStudleyPresidentCPR MultiMedia SolutionsGaithersburgScottThompsonCEO/FounderLifeMattersBethesdaSTATSSTATSAge: 56Education: BS, Cornell UniversityFirst job held: busboyHobbies: skiing, scuba, travelFavorite sports team: New York YankeesHelpful business book: The Lord of the Ringsby J. R. R. TolkienIn1988, computer projection wasanew field and Jeff Studleyrealized his firm, CPRMultiMedia Solutions, could be anational leader by adopting betatechnologies and becoming the mostknowledgeable source for anemerging market. "As in our pastwhen we pioneered high-resolutionprojection, then HDTV projection,we are more experienced than anyonein 3D video projection at atimewhen the market for it is exploding,"Studley said.CPR provides state-of-the-artprojection, sound, lights, video, andcreative services for association,corporate, government, andeducation clients across the country."We create 'wow' for events rangingfrom inaugural balls and HBOpremieres to corporate conferences,trade shows, and experientialmarketing," said Studley.Despite its size, CPR isrecognized as an industry pioneer."We are small but known for beingthe first in the nation to adopt severaldisplay technologies," he said. "Thebiggest risk was personallyguaranteeing the purchase of BarcoLED screens with my house."As CPR grows, Studley works togive employees abroader perspective."We try to develop an understandingin our people of the overall businessenvironment and plan-not just theirrole," he said.Parting company with staffersFavorite TV show or movie: Galaxy QuestMost admired person: Robert EggersWould like todine with: Howard HughesWeb site: www.cprmms.comFounded: 1988Employees: 21ranks among Studley's most difficultbusiness decisions. "Terminatingemployees is always atough decisionand action," he said.Another challenge for Studley isthe current economy. "Recessionsrequire constant efforts to retainclients and find new ones-a dauntingand sometimes disheartening task inadown economy.CPR is active inthe fight againsthunger. "We regularly sponsor eventsfor D.C. Central Kitchen, CapitalFood Bank, and The HungerProject," said Studley. "We also assistMake-A-Wish and The SpecialOlympics through in-kindsponsorship of their events.Wealsooffer our employees the use of thecompany's technology resources fortheir personal charitableinvolvements."Despite the workload, Studleystrives to achieve balance between joband home. "I always have worked tolive, even though Ilove what Ido," hesaid. "Kids' expectations help keepthat inperspective."Family has long played animportant role in Studley's life. "Mygrandfather, alifelong advocate ofeducation as a46-year Board ofEducation President in New YorkState, was animmigrant who becameasuccessful businessman but judgedhimself on how good afriend he wasto others."His advice to new CEOs:"Delegate and empower." nAge: 41Education: BS, finance, Millersville UniversityFirst job held: artists and repertoire rep at A&MRecordsHobbies: travel, scuba diving, languagesFavorite sport: ultimate fightingHelpful business book: Good to Great by JimCollins; The Knack by Norm Brodsky and Bo BurlinghamFavorite TV show or movie: The Wire, Dexter,AsLifeMattersprepares to expand toBaltimore and Philadelphia, ScottThompson is intent on creating "anoutstanding culture whereby Ican attractand retain top-notch associates so we candeliver the best possible service to ourclients,"Thompson said.As home health care services firm,LifeMatterstakes ateam approach sothere are always at least twoemployeesfamiliar with aclient's specific day-to-dayneeds.Caregiversare long-termemployees, not contractors.The companyspecializes in the care of those withneurodegenerativediseases such asAlzheimer's, Parkinson's, amyotrophiclateral sclerosis (Lou Gehrig's disease),and multiple sclerosis."We want to assistour clients during extremely challengingtimes so they can have more comfort,more dignity,all while providing theirfamily more peace of mind thattheirlovedone is receiving outstanding care,"Thompson said.The most challenging aspect ofThompson's job is "staying focused onwhatmattersmost to your clients, to youremployees, to your bankersand investors,and communities," he said. "Continuousimprovement and innovation plusdiscipline and consistencyinthe deliveryof your service are everything."To Thompson, the most importantaspect of building acompanyis"creatingaculture whereby youattract passionate,disciplined people engaged in disciplinedthought and who take disciplined action.This, coupled with acompanythatrewards staff on balanced scorecardresults…and lives according to its ownhigh standards and core values, is aThe Shawshank RedemptionMost admired person: Richard BransonWould liketodine with: Leonardo da VinciLife motto: Carpe diem and "Seek this veryminute, whatever you can do, or dream you can;begin it. Boldness has genius, power and magic init." --Johann Wolfgang von GoetheWeb site: www.lifemattersusa.comFounded: 2004 Employees: 324recipe for success," he said.Corporate community service isimportant toThompson, who sits onboards of local nonprofits."We are rollingout aprogram whereby we match ouremployees' contributions to charities andare considering implementing aprogramwhereby we contribute apercentage ofprofits to acharity specifically selected byour clients," he said.A2001 recipient of Ernst andYoung's Entrepreneur of theYear award,Thompson built and sold threecompanies prior to founding LifeMatters."I'm most proud of the fact thatin14yearsofrunning my companies, Ineveronce laid off an employee, even during themost difficult of bear markets."Over the past six years,Thompson hasgrownthe companysorapidly thatin2009LifeMattersappeared on the Inc.500 list,an exclusiveranking of the nation's fastestgrowingprivatefirms.Ranked 65th overall,LifeMatterswas 8th inWashington-Arlington-Alexandria, DC-VA-MD-WVand 4th in the health care industry."Success in business-or anything forthatmatter-comes down to setting higherstandards in everyaspect of your life," saidThompson, "and having the self-disciplineto followthrough on living by thosestandards consistently."Despite his success,Thompsonstrives for balance in his life. "Being in thisbusiness has increased my passion for lifeeven more," he said. "Don't be so focusedon the game of business thatyou losesight of whatismost important. Nothingis more valuable in life than our time, ourrelationships, our contributions, and whatwe stand for." n

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26 Special Advertising SupplementS. TienWongCEO/ChairmanLore Systems, Inc.Silver SpringMitchellWoolPresidentThe Bean Bag Deli andCatering Co., LLCRockvilleSTATSSTATSAge: 47Education: AB, government, Dartmouth CollegeFirst job held: working in his dad's Chinese restaurantHobbies: tennis, golf, skiing, readingFavorite sports team: New York GiantsHelpful business book: Topgrading by Bradford D.SmartFavorite TV show or movie: ShawshankRedemptionBullish on the company'sengineering tradition, S.TienWong and his partners purchasedLore Systems, Inc.in2008. "Our plan isto build Lore into one of the topcompanies in our space over the nextfour to five years," he said.Lore Systems is amanagedinformation technology services companyestablished in 1995. It provides managedhosting,cloud computing,and enterprisenetwork engineering servestomore than200 government, Fortune 1,000,association and small- and medium-sizedbusiness clients.The firmisanindustryleader in cloud computing,virtualization,green IT,telework, and disasterrecover/continuity of operations planning.Lore's success is due, in large part,to its outstanding customer service."Without acustomer, youdon't have abusiness.So, my job as CEO is to makesure thatour clients' goals are our goals,"Wong said. "Making our clients happy isour first, second and third priority."To help Lore stand apart from itscompetitors during these difficulteconomic times,Wong strives to exceedclient expectations."When we add valueway beyond what istraditionallyexpected, we differentiate ourselvesfrom the competition and can land andgrow key accounts," he said.The toughest business decisionWong has faced was tolay offemployees."We had to do this in 2008and it was very painful for obviousreasons," he said.Another tough decision, thoughone with asilver lining,was to sellMost admired person: Warren BuffettWould liketodine with: Jesus ChristLife motto: "Never give in. Never give in. Never,never,never,never--in nothing, great or small, large or petty--nevergive in, except to convictions of honor and good sense. Neveryield to force. Never yield to the apparently overwhelmingmight of the enemy."-- Winston ChurchillWebsite: www.lore.netFounded: 1995 Employees: 22CyberRep,Inc., afirmWong had spentyears building. "We sold the company toAffiliated Computer Services, aFortune500 company, in 2003 at apremium tothe market comparables and they keptour entire management team.Thebusiness unit is now apart ofXeroxCorp. and is billing in excess of $1.3billion-and our guys are still running it,"he said.Wong as well as Lore employeesare heavily invested in the community,serving on numerous boards andcontributing to charities."Because webelieve that giving back is incumbent onmore fortunate individuals andorganizations such as Lore, we stronglyencourage all members ofour team toget involved in the community andmake an impact," said Wong.Striking abalance between homeand office is astruggle for Wong. "It'svery hard for 'type A' entrepreneurs toshift gears, especially when there's somuch work to be done during thesetrying economic times," he said. "At theend of the day, you have tothink aboutwhat's truly important in life, the legacyyou want to leave,and those things helpdrive one towards balance."WhatWong wishes he knew earlierin his career is to hire great people. "Iwas too focused on keeping costs undercontrol and not paying high salaries forgreat talent," he said. "I learned thatgreat people can deliver multiples oftheir salaries above merely 'good'people….My advice is to bite the bulletand hire the very best you can afford."nAge: 45Education: high school graduateFirst job held: at Herman's Sporting Goods (age 15)Hobbies: family and exerciseFavorite sports team: Washington NationalsHelpful business book: The E-Myth Revisited byMichael GerberHaving moved locations after 33years, Mitchell Wool is growinghis company. "Our new locationis two-and-a-half times bigger than ourprevious store so we've been able toincrease our in-store menu offerings aswell as really expand our cateringcapabilities," he said.Established by Wool's parents,TheBean Bag Deli and Catering Co.beganas aspecialty coffee and tea shop inBethesda.Today itisafull-service retaildeli with dine-in and carryout servicesin Rockville. It features specialtysandwiches, subs, salads, soups, andbaked goods, as well as fresh coffeebeans and loose leaf teas.Italso caterssocial and corporate events and handlesspecial event and concession services.Asmall business with limitedfinancial resources,The Bean Bagsupports some 20 charities andnonprofit groups."Iconsciously steppedup our involvement over six years agowhen we took on the roll of VP ofconcessions for The Bethesda Big Train,asummer baseball league that benefitsthe Field of Dreams charity," said Wool."Our real strength has become being asource to help nonprofits generate morerevenue or fundraising dollars byhelping them plan, organize, andoperate functions and events while, atthe same time, assisting in maintainingcontrol over expenses."The most challenging aspect ofbeing asmall business owner is, forWool, "keeping up with the cost ofFavorite TV show or movie: Rocky (I, II, and III)Most admired person: his parentsWould liketodine with: his dad (deceased)Life motto: "It's all good" and "If something is worthhaving, it's worth working for."Website: www.thebeanbag.comFounded: 1977 Employees: 11doing business: health care, taxes,utilities, and rent," he said. "At the ratethat expenses of being in business goup,itishard to keep pace."Keeping up with the hours isanother challenge. "I start mydaytypically by 4am," he said. "And withthe expansion of our catering and eventservices, Ican frequently be working anevent until midnight or later."To keep things in perspective,Woolcarves out time for family."Iamblessedwith awonderful and understandingwife and three amazing children.Between stealing an hour here or thereto see them or having ameal with them,if I'm not working,all Iwant to do is gethome to be with them," he said.Wool credits his parents, withwhom he worked beginning at age 13,with instilling in him the values andproviding him with the resources tosucceed. "They taught me theimportance of being agood person, thecore fundamentals of the retail business,and what itistotake responsibility foryourself and make your own way andsuccess," he said.According to Wool, when it comesto succeeding in the retail sector the keyis customer service. "You can have thegreatest product, the best looking store,and ahome-run location but ifyoudon't take care of your customers, therest will probably not matter longterm," he said. n

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