By Lauren Caggiano

If you provide high-quality products, the rest will follow.

That’s the motto of Georgeann Quealy, president of Michigan City, Indiana-based Integrative Flavors, a clean-label manufacturer of premium soup bases, gravy mixes, flavor concentrates, rubs and blends. They cater to the foodservice, restaurant, institutional, government, commissary and industrial operations markets.

Georgeann has been with the company since 1990, when she was a college student. At the time, her parents owned the company, and it was during her summer stints when she first realized her passion for manufacturing. Her husband, now-Vice President Brian Quealy, joined the company in 1995. The two purchased the business from Georgeann’s parents in 2005, and began doing business as Integrative Flavors in 2009.

Georgeann said the two are a dynamic duo in the office. “We really have our own strengths and put them together,” she said. “We bounce everything off each other.”

It’s a true partnership. For example, she said Brian, having an accounting background, is practical and bottom-line oriented. In her words, “he really sees things from a grounded standpoint,” while she’s more of a big-picture person.

This synergy has served them well over the years. In 2010, the team opened a state-of-the-art soup base manufacturing facility in Michigan City, expanding production capacity and upgrading technology, to meet growing national demand for Cook’s Delight soup bases and flavor products.

Regarding their products, Georgeann says although they offer a wide variety, it’s important that they continue to provide targeted, niche solutions.

“We understand that we aren’t going to be everything to everyone,” she said.

One avenue the couple has pursued is providing solutions for the health-conscious segment of the population. They have been a leader in the organic certification for 12 years and have made it easier for people to eat cleaner and reduce the number of additives in their food.

There’s a demand from consumers for more transparency about ingredients and cleaner products. Case in point: Simply Soup Bases by Cook’s Delight includes a line of soup bases, broth concentrates and flavor concentrates that meet Integrative Flavors’ strict standards for ultra-clean label.

Georgeann says this is just the beginning.

“I see the momentum toward transparency on food labels lasting,” she said. “We’re going to continue along that line as the standard and fulfill that need.”

In order to meet the demand, Georgeann said they will need to expand workforce at some point. The entrepreneur said there is a real need for both skilled and reliable workers in the area. They duo has worked hard to build a solid public image, and the right employees will only further their cause.

The company has been recognized locally in recent years. In 2013, they made the “Indiana Companies to Watch” list. In 2012, they received recognition as the 2012 Jeffrey Butland Family Owned Business of the Year. And in 2010 they received the Business Investment Award from the Michigan City Economic Development Corporation.

Deborah Oatts, president and co-founder of Nubian Construction Group in Indianapolis, holds a similar attitude about her workforce.

“(Nubian’s) success is a combination of talent as well as diversity in the workforce,” Oatts said. “This allows us to come together and accomplish projects for clients, with unique experience and expertise.”

Nubian’s staff consists solely of minorities and is 40 percent female. Oatts said she can lean on them now, but she didn’t always have such a large team behind her.

Oatts co-founded the business in 1994 with her daughter Nadina Edwards. Today, the company is a local leader in construction management. Oatts reflects on their roots and how far they’ve come in 22 years.

“Our business was based on the idea of bringing women into the construction arena in an impactful way,” she said. Historically, women — especially minority women — have not found careers in construction particularly accessible. Oatts said it has been her mission to mentor women and take a “holistic approach to help them grow and reach their greatest potential.”

In addition to investing in employees, Oatts said, the company’s success lies in the day-to-day tasks. For example, she said Nubian is very “intentional” about streamlining processes related to all aspects of internal operations. Company executives are cognizant about keeping up with trends that affect not only their business, but also their customers’ industries.

That forward-thinking approach is inherent to the company culture. Integrity, trust and following the Golden Rule are the core values that have guided the company —and her family — through the years. In fact, Oatts said she applies the same set of values in how she treats family, staff, clients and vendors alike.

“It’s all integrated,” she said. “There’s no difference (at work or home).”

Oatts carries those values into her vision of being a leader in economic development in the community. She said in advancing the business, she can ensure her employees and their families are strengthened and can in turn give back. What’s more, Oatts has made it a priority to focus her efforts on investing in organizations that further youth development, mentoring and emerging leaders.

Nubian Construction and another family-owned Hoosier business — BWI Construction — have more in common than a shared industry. BWI was formed to develop, own, manage and construct affordable housing communities. BWI helps guide the development process from inception to completion. While BWI is in the business of building actual structures, its leader is equally focused on making sure his team has a strong figurative foundation under it.

“We have worked hard to establish a culture of respect, integrity and giving back to clients and employees,” said Gary Hobbs Sr., president and CEO, who started the company with his wife, Lori, in 2005.

Hiring good employees who subscribe to the mission, as well as those who are good at what they do, has been instrumental in their success, he said. Hobbs has made a point to attract and retain “the best and brightest.” That calls for acknowledging the human elements all employees bring to the table. Hobbs said he recognizes his staff have lives outside of work and “understanding the holistic picture” can translate into a happier workforce and, in turn, a healthier bottom line.

The third factor in the company’s success, according to Hobbs, is its principled approach. He said he and his wife make “no apology” for being a Christ-centered company. In fact, it’s infiltrated into the company culture.

“We allow our faith to direct and guide us in our business decisions,” he said.

And there have been many decisions over the years. Hobbs said he’s fortunate for the opportunities that have allowed BWI to grow. The firm has expanded from a two-person staff to one of 50 employees. Such growth has not gone unnoticed. The company was recognized by Forbes.com in 2016 as the second fastest-growing inner-city business in the nation.

Hobbs attributes this growth to two factors: the ability to transform their product to meet the needs of the urban sector, as well as a commitment to excellence. Another point of difference is how BWI evaluates potential projects.

“We look at the social impact with all properties, along with the financial return,” he said. “The (societal ROI) can be hard to measure at times, but it plays a key role.”

For more information about Integrative Flavors, Nubian Construction and BWI Construction, visit integrativeflavors.com; nubianconstructiongroup.com; and bwicommunities.com, respectively.

A look at Telamon’s past, present and future as a family-run company

By Lauren Caggiano

Great companies aren’t often built overnight but entrepreneurs who have a certain stick-to-it-ness have been known to rise to greatness. Such is the case for Telamon, a multi-million dollar company in Indiana founded by Taiwanese immigrant Albert Chen in 1985.

The products have evolved over the years, but the company has always been dedicated to providing technology solutions. In 1985, its primary focus was providing turnkey telecommunication network solutions in the areas of field services, supply chain management, and rack integration. Since then, Telamon has expanded its footprint to serve 5 business units: telecom, industrial, business process, energy and medical. The company has been no stranger to recognition either, winning numerous Diverse Supplier of the Year and Quality Achievement awards from its Fortune 500 customers, including AT&T, Verizon, Cummins, and Nortel (Ciena).

But Telamon’s story starts long before the mid-1980s. Flashback to late 1968, which Chen moved to the United States to attend college at Portland State University. Upon finishing his master’s in mathematics, he had intended to pursue business school. But English wasn’t his forte, so he decided to table those plans.

“I thought I’d only study numbers and it would be easier” he said about his faculty for math.

Eventually his career path led him to an analyst job with GTE in Washington state. It was his job to help senior managers schedule airplane flights. He was promoted a few times and in 1979 he was offered a management position which presented an opportunity to move to the Midwest. He accepted and was responsible for managing 700 people who worked on the line.

1984 is the year his trajectory changed. That was when management asked him to reduce workforce—a call he didn’t feel comfortable making. Rather than make an “unfair decision,” as he called it, he decided to take a different path. He parted ways with the company, unsure of what the future held. As he admits, he was not “business savvy” at the time, but he was confident in his ability to find or create a job for himself. And he did just that. He founded Telamon in 1985 with his wife Margaret.

Since 1985, Telamon has grown into an $800 million business with 1,400 employees and 13 locations. They currently have locations in both China and Mexico and have plans to establish a location in eastern Europe. International business is now the norm—although it took some time to make that progression.

“It is very normal for us to do business internationally as long as we understand their lifestyle and values,” Chen said. “I’ve always had the philosophy of leveraging U.S. companies first and then expanding internationally.”

An international presence is a win, but Chen is not too proud to admit his own shortcomings. He said in the beginning he was naïve about the technical side of the business as well as operation issues, like cash management. As he puts it, it was a “learning process.”

That learning is part of growing a business, and Chen is quick to point out one particular strength: the company’s approach to the interpersonal aspect of business.

“Our tolerance level is much higher (than most companies),” he said. “It makes us easier to work with.”

Speaking of relationships, Chen said knowing what he knows now, he would not have comingled his business affairs with his wife, Margaret, for the sake of their children. Regardless, his children Stephanie Fuhrmann and Stan Chen have taken an active role in the company today, as COO and CEO, respectively.

Although executives, Chen said neither were handed anything on a silver platter. Both joined the company out of their “own desire” and had to build their credibility over the years. They had to work various entry level jobs “just like any other employee,” Chen noted.

The trajectory for both children was steady by design. Chen wanted to make sure the company was in good hands before his retirement as CEO, which was announced last fall. The conversation about transition was initiated about 10 years. In Stan’s words, “We’ve been working on this for quite some time.”

Such a high-stakes decision was not made on a whim. After consulting with external experts, it was determined Albert and Fuhrmann were ready for such leadership. Both have been in the executive positions since September 2015, following their father’s retirement.

So what lies ahead for Telamon? According to Fuhrmann, the company has a “pretty aggressive growth trajectory” and she plans to maintain that momentum with a strategic perspective. This approach calls for both drive and keen insight. An effective leader has the ability to “understand not just the business and the marketplace – but how they can fit into that puzzle, or how they grow that piece of pie,” she said.

There is also a need to constantly want to evolve and improve. To that end, Fuhrmann says they would like to “revitalize the energy of Telamon and bring in a more updated aesthetic.” That calls for a refresh of appearance and work style to better foster the team camaraderie and healthy competition between groups. Another goal is to make Telamon one of the Best Places to Work in Indiana and have it be synonymous with a great workplace in Indiana. From a financial perspective, she said they want to bring Telamon to the $1 billion mark in revenue.

In her words, “Status quo can only go so far. Constant evolution within the industry and marketplace and the right person to lead that strategy within the organization is necessary to lead a company to continued, successful growth.”

Relationship building is essential to that growth, as Fuhrmann suggests. “Understanding the customer and having the ability to build rapport with not only the team that supports you but also with the customer whom you service is also key,” she said.

Fuhrmann and her brother have a good working relationship, and said he’s confident in the direction the company is taking. Diversification of products is the name of the game. However, as Stan argues, there’s much more to the business than merely its product line.

The executive team has a 100-year timeline in mind when making decisions. Honoring the family business roots is also a value they hold closely when evaluating opportunities. “You see a desire to keep this going in perpetuity,” he said.

Some would consider this task a tall order and Stan is far from naïve about what it all entails. “The idea of being able to establish a multi-generational firm is a fascinating one, because it requires not only significant commercial and financial success, which are hard enough to come by, but then another layer of emotional and relational success – which are even harder to come by!” he said.

The future of the company hinges on the day-to-day decisions. Stan offers an analogy that has influenced his business philosophy: “This isn’t a 12-person basketball team where one or two people carry the team…this is a 1,500-person organization where no one person, even the CEO, carries the team,” he said. “And I’ve had the privilege of hearing that perspective from Albert my entire life, and it’s just kind of seeped into my brain and my philosophy.”

That mindset calls for an intentional approach. “How can we continue to be a support?,” he asks. And it’s no coincidence that Stan used that word. Telamon means “supporting pillar” in Greek.

Fuhrmann echoed Stan’s comments: “Our role as we see it is, is to understand how (Telamon) has morphed over time,” she said. “How can we mitigate and promote it in the industries we serve?”

That forward-looking approach also extends to the company’s philanthropic efforts. The Telamon Foundation places special emphasis on non-profit organizations that specialize in arts and education where its employee base is best served. The Foundation has a single funding round annually.

“The Telamon Foundation is happy to support these seven organizations whose programs align with the foundation’s pillars of arts and education,” said Fuhrmann, in a statement. “We are happy to provide support for programs that give youth the opportunity to experience the arts no matter their socio-economic condition while also promoting educational readiness.”