SS&G Solutions Fall 2013

Rick Doody infuses old-world flavor

and charm into a new-world dining

experience

Fall 2013

breaking downLean manufacturing

get to knowJim Dannemiller

focus onTransitioning your business

RestaurantRenaissance

2 ss&g solutions fall 2013

going for gold

AKRON301 Springside Drive

Akron, OH 44333

CHICAGO225 West Illinois St., Suite 300

Chicago, IL 60654

CINCINNATI11500 Northlake Drive, Suite 210

Cincinnati, OH 45249

CLEVELAND32125 Solon Road

Cleveland, OH 44139

COLUMBUS300 Spruce St., Suite 250

Columbus, OH 43215

DES PLAINES1665 Elk Blvd.

Des Plaines, IL 60016

ERLANGER3940 Olympic Blvd., Suite 340

Erlanger, KY 41018

SKOKIE8707 Skokie Blvd., Suite 400

Skokie, IL 60077

SS&G HEALTHCARE SERVICES275 Springside Drive

Akron, OH 44333800-288-2818

SS&G PARKLAND32125 Solon Road

Cleveland, OH 44139800-869-1834

SS&G WEALTH MANAGEMENT275 Springside Drive

Akron, OH 44333800-871-0985

PAYTIME INTEGRATED PAYROLL SOLUTIONS

31105 Bainbridge RoadCleveland, OH 44139

800-579-9529

Send letters to the editor and story ideas to [email protected].

SS&G is a founding member

of LEA Global, an international

professional association of independently

owned accounting and consulting firms.

www.SSandG.com

800-869-1834

[email protected]’s your state of mind?Middle America is making a comeback for businesses

There isn’t a lot of glamour associated with being called

a flyover state; the states passed over during transcon-

tinental flights are stereotypically viewed as bland, rural

regions. Many see the cities in these states as declining

or past their prime, without the strong economic draw of

a Silicon Valley or the Big Apple. Flyover states got that

nickname mainly because they have never been seen as a destination themselves,

either for businesses or individuals. That is, until recently.

The once-booming coastal states are struggling to recover from the housing

and mortgage crisis that left them with high unemployment, high corporate and

individual tax rates, and mounting debt. As a result, many have made cuts to

essential public services such as education and infrastructure.

Meanwhile, the central corridor of the U.S. is experiencing strong growth. States

such as North Dakota, Nebraska, Indiana, South Dakota, Louisiana, and Texas remain

financially healthy and stable, and have lower tax rates for business and individuals.

This shift in the financial health of our nation is causing a trend, in that businesses are

moving away from coastal states to the more economically friendly central corridor.

Meredith Whitney, financial analyst and CEO of the Meredith Whitney Advisory

Group, discusses in her book “Fate of the States,” how America’s new emerging

marketplaces are pulling jobs and business from the coast. These states, unburdened

by debt or a dependence on high taxes, are able to invest in things that are attractive

to those who live and work in their cities, such as jobs, education, and recreation.

For example, between 2009 and 2012, more than 12 percent of the people who moved

from California went to Texas. California, which has an average corporate tax of

more than 8 percent and individual tax rates as high as 13 percent, also saw Google,

Amazon, and eBay invest and expand in business-friendly Texas.

What does this mean? Location is more important than ever. Middle America will

continue to drive the economy, and the strength of these states can play an important

role in your business success. Both established companies and start-ups will need to

strategically choose the best geographic locations for doing business.

You need to think innovatively about how to maximize the opportunities in states

with lower income, sales, and corporate tax rates. Utilize the increasingly digital

economy to work outside of the typical metropolitan areas and reach national and

global customers. Business leaders can, and should, look for areas that offer the best

resources for employees to live and work.

Those of us who live in flyover states have long known that our states are full

of innumerable resources and thriving metropolitan areas. The rest of the country

seems to just be waking up to the possibilities.

Innovation and growth have found a new home.

Mark Goldfarb, CPA

Senior Managing Director

IRS Treasury Regulations require us to inform you that any tax advice contained in the body of this communication was not intended or written to be used, and cannot be used, by the recipient for the purpose of avoiding penalties that may be imposed under the Internal Revenue Code or applicable state or local tax law provisions.

3fall 2013 ss&g solutions

first person

When I was growing up, I wanted to be: A professional basketball player

My first job: Sweeping floors at a trucking company during high school

The word that best describes me: Reliable

My first day at SS&G, I remember thinking: All accounting firms really aren’t the same.

The best part about my job: Meeting or exceeding a client’s expectations about our performance

My business philosophy: If you want to provide great client service, look at the situation from the client’s perspective.

The person I admire most: Abraham Lincoln

My greatest achievement so far in life: Raising two children who have become productive adults

At least once in their lives, I think everyone should: See Bruce Springsteen in concert.

One thing people might find surprising about me is: I’m very reserved.

If I weren’t doing this, I would: Be an accounting professor at a small college

My favorite movie: Man on Fire

My next personal goal is: To get into better physical condition

On weekends, I look forward to: Golfing

My favorite place in the world is: On any golf course in North Carolina

When I get discouraged, I: Think about what people in the military have been through. It makes me realize things in my life aren’t as bad as I make them out to be.

My attitude toward change is: That it is inevitable, so you need to be able to adapt

Success is: Seeing the younger staff at SS&G moving up in our organization and taking on more responsibility j

The best part about my job: Meeting or exceeding a client’s expectations about our performance

Jim DannemillerTitle: Managing director, Akron

Degree(s)/College(s): Bachelor of Science in accounting, University of Akron

Hometown: Bath, Ohio

Year I joined SS&G: 1993


industry

In 2001, Ace Metal Crafts Co. was facing one of its

toughest years yet. The economy was sluggish, and

mad cow disease was affecting the meat processing

industry — one of Ace’s main clients. The leading

stainless steel fabricator and contract manufacturer was

losing money and needed to find a way to cut costs and

remain profitable.

“I wouldn’t say we were desperate, but we were

definitely depressed,” says Jean Pitzo, owner and CEO of

Ace Metal Crafts in Bensenville, Ill. “We were looking for

a way to improve ourselves and what we do. We knew we

could be bigger, better, and stronger.”

Pitzo began to explore her options for growth and

found lean manufacturing — a model that focuses

on eliminating waste while maintaining, and often

increasing, value. In 2002, she rolled out the initiative

and hasn’t looked back since.

“It helped us grow through those conditions and

beyond,” she says. “We cut lead time and costs.

We became more profitable. We’ve also remained

competitive in our environment and increased the skill

set of our employees.”

Analyzing the challengeFor 53 years, Ace Metal Crafts has designed and

manufactured custom-made stainless steel components

for food processing and packaging equipment. To

determine the best way to introduce the new lean

manufacturing into the company’s processes, Pitzo

hired consultants to analyze all aspects of Ace’s

workflow, from equipment and organization to

operations and workforce. As the consultants made

recommendations, Pitzo kept her employees involved

and solicited their feedback. She says it was important

to involve employees from all areas of the company so

that they would understand the changes and buy in to

the initiatives.

“We try to be very transparent with our employees

and involve them as much as we can,” Pitzo says. “We

have a trust-based culture, which makes Ace a great

place to work. It’s been easy to get employees involved

and excited. People want to see the company improve.”

Making more with lessAce Metal Crafts used a lean manufacturing strategy to weather the economic storm

Implementing lean manufacturingTo begin implementing lean manufacturing, Pitzo

organized the company by value streams as opposed

to departments. The pacemaker value stream

prepares materials, the fabrication value stream

creates the products, and an additional value stream

focuses on one particular client.

Within these value streams are functions such as

welding, polishing, glass beading, and mechanical

assembly. The value streams, along with tape on the

floor of the workspace indicating ingoing and outgoing

workflow, keep Ace organized based on larger

responsibilities. Even the shipping process is organized

into the three value streams for greater efficiency.

“These value streams allow our workers to

learn skills, metrics, and measurements of a value

stream, not just an individual task, which allows

for increased production and efficiency,” Pitzo says.

“Our value streams manage risk, cost, scheduling,

and performance, while decreasing lead time and

increasing quality.”

5

Ace also incorporates 5S, a Japanese organizational

method that stands for sort, straighten, sweep,

standardize, and sustain.

j The process starts with sorting, which eliminates

unnecessary materials while keeping necessary

materials organized and available.

j Straightening organizes workflow to eliminate waste

and allow things to operate in an orderly fashion.

j Sweep calls for regular cleaning to keep workspaces

tidy and organized.

j Standardize ensures that procedures are uniform

throughout the company.

j Sustaining is the result of maintaining the 5S

processes and procedures.

“5S has really helped us streamline our processes to

make them more lean,” Pitzo says. “It’s easy to remember

and follow, and provides a huge benefit.”

Ace also incorporates visual management so that

anyone who walks into a value stream knows its status

within seconds.

“We incorporated boards that include daily metrics

and that are very visible to everybody,” Pitzo says. “Our

scheduling system is not on paper. We have color-coded

cards that go on boards throughout the plant, and if you

need to change something, you just reorganize the color

cards on the board. We also use red and green flags to

show whether we’re on schedule.”

Lean strategy results in rapid growthAlthough the processes were implemented to deal with

the economy, they worked so well that Ace Metal Crafts

has continued with the lean manufacturing model

because of its proven effectiveness.

Since the company began implementing lean

manufacturing, it has grown 171 percent, Pitzo says; in

the past three years alone, business is up 36 percent. And

the savings realized from lean manufacturing was large

enough to allow the company to move to a new building

in August 2011, doubling in size from 40,000 square feet

to 80,000.

The savings also enabled Ace to institute a profit-

sharing bonus plan beginning in January 2013.

“Each quarter, if the company hits a minimum level

of profit, we divide 15 percent of our profits among the

employees,” Pitzo says. “The first two quarters have been

very effective. We really feel that if our employees are

helping us make these lean manufacturing improvements,

they should share in the benefit of those improvements.”

As a result of its improvements, Ace was recently

selected by Toyota — a pioneer in lean manufacturing

— to receive additional assistance in the lean process. A

“We cut lead time and costs. We became more profitable. We’ve also remained competitive in our environment and increased the skill set of our employees.”— Jean Pitzo, owner and CEO, Ace Metal Crafts

Toyota representative is visiting Ace twice a month for

24 months, teaching the company how to use lean tools

even more effectively.

Pitzo has no doubt that the future leadership

of Ace Metal Craft will continue utilizing the lean

manufacturing strategy — she is currently grooming her

daughter, Angela Pitzo, to become the next CEO. Angela

has been with the company for two years, and has never

worked in an environment that wasn’t lean.

“We’re really moving ahead,” Pitzo says. “Lean

manufacturing has become an efficient and effective

methodology to run our company. It is now part of our

company culture and identity; it is ingrained in us.” j

Three tips from Ace Metal Crafts’ Jean Pitzo on implementing lean manufacturing

j Elicit outside help. Hire a consultant who has helped other companies with the process and consider employing a continuous improvement champion whose job it is to ensure your company identifies improvement opportunities and remains lean. The Association of Manufacturing Excellence, which can help you network with other companies that have gone lean, is another excellent resource.

j Cultivate a lean culture. Your employees need to be on board with lean manufacturing in order for it to work. A trust-based culture that encourages communication and employee participation is most effective for lean manufacturing implementation.

j Don’t be afraid of failure. Keep trying and keep practicing. Lean manufacturing is not a program that you try for a while and then stop. It is about changing your company’s identity, which can take time.

fall 2013 j ss&g solutions 5

case study

6 ss&g solutions j fall 2013


L ike many young adults, Rick Doody was unsure

of his goals after graduating college. He had

no idea that by accepting a job in London, he

would set in motion a chain of events that would

forever change his life.

Doody was working for Tesco, a British

multinational grocery store and general

merchandise retailer, when the opportunity arose

for a business trip to Bologna, Italy. A simple

business dinner during this trip would set him on a

brand new career path.

“I went to see this gentleman, Vito, who made

fixtures for retail stores,” Doody says. “At the time,

my father had a well-known company — one of the

largest retail design companies.”

In Italy, everything centers on family, and that

connection got him preferred treatment. Although

Doody didn’t work for his father’s company,

Vito went out of his way to take care of Doody.

Impressing the son was as important as impressing

the father in an attempt to gain new business.

“I was just a college graduate,” Doody says. “I

didn’t have squat to do with my dad’s company,

but they wined and dined me as the son of the

company owner. In America, where things are more

structured and formalized, that wouldn’t have

been an option. But Vito and his friends took me to

dinner, and I can honestly say I’ve never eaten like

that in my life.”Phot

os: J

esse

Kra

mer

Rick Doody infuses old-world flavor and charm into a new-world dining experience

Restaurant Renaissance

He said the restaurant owner came to the table to

speak to his hosts, who translated for him.

“He said he was honored to have me at his

restaurant,” Doody says. “He brought over several

bottles of wine and asked me if I wanted to try the

special, which was fish. I was still pretty young, and

I had never experienced that way of embracing food

and the experience of dining.”

Doody arrived in Italy unsure of his future, but

he left with his heart set on the Italian restaurant

business. He was determined to return to the U.S.

and recreate his Italian dining experience as part of

his own restaurant concept.

After 12 years of research and development,

Doody’s vision became a reality with the opening of

the first Bravo restaurant in Columbus, Ohio, in 1992.

La Cucina Italiana Doody’s initial vision for Bravo was one of

whimsy. Patrons dined in a setting evocative of

a presentation of William Shakespeare’s “Julius

Caesar.” Doody descried the initial menu as “esoteric

and almost nouveau-Italian.” The presentation was

theatrical and whimsical, with white tablecloths,

stone and granite interiors, and an overall theme of

Roman ruins.

“It wasn’t what you might see in Italy,” he says.

“You might see elements of it, but I doubt you’d see

the entire Bravo concept in Italy.”


As the chain expanded, Doody and his team found that

Bravo’s whimsical décor and cutting-edge menu were,

indeed, esoteric. They appealed to a certain niche, a diner

looking for that specific type of dining experience. But the

concept wasn’t gaining a great deal of traction when it

came to mass appeal. When customers want Italian food,

they’re often in the mood for classic Italian fare served in

an atmosphere that evokes home cooking, as opposed to a

Shakespearean stage.

Doody didn’t want to outfit all of his tables with the

red-checkered tablecloths stereotypical of family-style

Italian restaurants. But he and his staff knew they had to

start sanding and polishing the Bravo brand, drawing it

closer to a classic Italian concept while keeping many of

the design and food elements that made Bravo unique.

Doody decided to add more classic Italian dishes

to Bravo’s menu, including lasagna Bolognese and

margherita pizza. The Roman-ruin décor was toned

down and simplified, but the restaurant still maintained

a touch of formality and elegance with the retention of

white tablecloths.

“We tried to emphasize simplicity and flavor, and

tried to not get too far away from that once we refined

the concept,” Doody says.

Great Italian cooking is all about making good food

from simple ingredients, and most dishes at Bravo are

limited to four or five ingredients.

After successfully rebranding and redesigning Bravo,

Doody saw another opportunity to return to the rustic

Italian roots that he first experienced during his initial

trip to Italy years before. The team at Bravo capitalized

on that opportunity with the opening of Easton Town

Center in Columbus, Ohio.

An elegant drawIn the late 1990s, Columbus business magnate Les

Wexner was developing Easton Town Center, a

village-style shopping district adjacent to the Interstate

270 outerbelt on the northeast side of Columbus. Easton

Town Center would feature upscale retail stores and

restaurants, similar to Wexner’s Limited Brands (now

known as L Brands Inc.) family of stores, which have

included The Limited, Lerner New York, Victoria’s Secret,

and Bath & Body Works.

Wexner wanted Easton Town Center to include an

Italian restaurant, and he approached Doody, who by

then had been successfully piloting Bravo for more than

seven years.

However, Wexner didn’t want a Bravo at Easton

because he felt the restaurant didn’t fit within the larger

concept of the shopping center.

So Doody began developing the restaurant that would

become Brio Tuscan Grille.

“Les Wexner and Yaromir Steiner of Steiner and

Associates approached us wanting something a little

different, a little more upscale,” Doody says. “So we

developed this idea of a restaurant that is more authentic

to what you might find in Italy. The food and the décor

have an emphasis on Tuscan design and Tuscan themes.”

Brio opened at Easton Town Center in 1999 with a

menu that offered a number of traditional Italian dishes

but that had an increased emphasis on grilled items.

The Brio entrée selection includes steaks, chops and fish,

and the price point is slightly higher than Bravo, with an

average check difference of about $7.

Quality controlThe opening of Brio accelerated the growth of Doody’s

company. Today, there are more than 100 Bravo and

Brio locations in 31 states. The company, which employs

about 9,000 people, went public on the NASDAQ in 2010.

Along the way, the focus of Doody and his

management team has shifted from merely driving

growth to managing it. He has worked to find — and

maintain — the right growth rate for his company so

that it continues to steadily increase in size and value,

but not so quickly that it outruns its resources.

He says the company has figured out its sweet spot,

which is between seven and 10 restaurants a year.

Opening restaurants at that rate allows the company to

grow while still ensuring that it strives to be the best

Italian restaurant in the market.

Doody says that while his company has the ability

to open Bravo and Brio locations at a faster rate, it’s not

worth the potential risk.

“If we were trying to open 20 or 25 new restaurants a

year, we’d mess it up operationally,” he says. “We don’t


menu items with smaller portions and lighter dressings

— not necessarily different dishes from our regular

menu, just lighter variations of existing dishes.”

Customer feedback is, in many cases, not quantifiable;

it’s based primarily on opinion. But although you might

not be able to measure it, you still have to manage it,

because if your guests don’t like what they see, you’re

not going to like what you see at the cash register.

“At the end of the day, this is a gut-instinct business,”

Doody says. “You had better feel right about what you’re

going to do, whether it involves a menu item, a price

point or some other aspect of the business. For us, it has

to resonate with our guests, because that is who we are.

We need to listen to the guests and understand what

they want.” j

“We try to get a little better every day and in every way. That is our informal motto. We’re constantly working to tweak things and make them better.”

— Rick Doody, Founder & Chairman of the Board, Bravo Brio Restaurant Group

want to be too slow with openings, or we’d never be able

to expand our footprint. But if you do it too fast, you can

cut corners and make mistakes, and we don’t want to

find ourselves in that situation.”

Doody’s company has yet to expand to the West Coast,

but locations are planned in California and Las Vegas

as the company continues to evolve and change. Menus

change every quarter, restaurants are remodeled on an

ongoing basis, and Doody maintains a consistent focus

on training.

He learned from Ritz-Carlton that restaurant owners

must train every day, so the company is constantly

pushing the envelope, and improving its training and

hiring practices, with the goal of hiring the best possible

people and giving them everything they need to succeed.

The success of that approach shows through in the

company’s retention rate and the number of people who

have been on board for extended periods of time.

“In short, we are very committed to our brands and

everything our brands stand for,” he says. “We try to

get a little better every day and in every way. That is

our informal motto. We’re constantly working to tweak

things and make them better.”

Eat well, live wellNo great company reaches the peak of its industry

without accepting and implementing feedback from

its customers, and Bravo/Brio Restaurant Group is no

exception. Along with internally spawned expansion and

improvement initiatives, Doody and his leadership team

do a lot of listening.

The restaurant group has a sophisticated IT

department that collects and analyzes data from

customer feedback and focus groups, and the company

accepts feedback on everything from the menu to the

décor to the layout of the restaurant. That feedback has

led to the implementation of new ideas at both Bravo

and Brio. For example, the restaurants have rolled out

lighter menus for both restaurants as the result of guest

requests, Doody says.

“The new trend in food is that less is more,” says

Doody. “There are a lot of people who don’t want to sit

down at lunch, eat a 1,500-calorie lasagna dish and yawn

through meetings in the afternoon. So we’ve introduced

Leave guests wanting moreRick Doody’s tips for restaurant success

j Don’t get complacent. “Keep listening, keep learning, and keep searching. Keep figuring out how you can tweak things to make them better, but don’t make those decisions in a vacuum. It has to resonate with your guests.”

j Understand what you want to be. “Understand the basics — what you are, where you want to go and how many locations you want to have. Some of the most successful restaurants out there have one location, and that’s it. They’re great at what they do in that single location, and they don’t want to mess with it.”

j Understand your culture. “Know what you value as an organization and, in turn, what values you want your people to embrace. Then be sure they live and project those values every day. If you say one thing and do another, you won’t last long.”

j Understand economics. “You might have gotten into this business because you love food and you love serving people, but it’s still a business. And it’s a very risky business, at that. You have to understand cash-on-cash returns, the principles of smart growth and, in general, how a business operates behind the scenes. If you’d rather focus on the menu, you need to hire someone who is qualified and trustworthy to run the business aspect of things. Don’t leave that to chance.”

focus onTransitioning to the next generationChoosing the right path is vital to a winning succession plan

your management team ensures that the buyers already

understand the ins and outs of your business. This

makes the transition easier, and financial partners will

generally feel reassured about the level of experience

and talent that managers possess.

Finally, many business owners choose to seek an

external buyer. When considering an external buyer,

it is important to capture the highest valuation of the

company. In this case, especially, you’ll need to start

far in advance of a potential sale to ensure everything

is in order and to maximize your selling price. Speak to

an outside professional who can execute an audit and

ensure you have successful systems in place.

Are you ready to make the change?Prior to the transition, business owners need to

determine readiness at several levels.

j Are you ready? What will your role be once the

transaction is completed? Some owners are willing

to stay on for a period of time to assist the new

ownership, or to transition to serving on the board

of directors. Others want to disengage following the

transition. “Many business owners are so worried

about the business that they don’t think about what

life will be like after the transition,” Feiner says. “The

transition needs to begin with owners determining

their vision for the future. This way, they are

unencumbered during the actual transition and can

continue to focus on the business.”

j Are your stakeholders ready? To prepare them and

ensure there are no surprises, regularly update

your succession plan and include your board and

employees in the planning. If you don’t already do

this, you should start.

j Is your business ready? Before transitioning, complete

an audit and address any concerns that may arise.

Doing so will increase the interest of buyers and

potentially increase the sales price. Making sure your

business is in the best shape possible will allow you to

enter the transition phase with less stress and a clear,

updated outlook of your business. j

For more information about succession planning, contact Stacy

Feiner at [email protected] or call 440-394-6150.

Succession planning is one of the most important

things a business owner will ever do. While many

don’t want to think about a time when they will

no longer be with their company, having a plan in place

is essential, even for those who don’t plan to sell or

otherwise leave any time soon.

Nothing has to be set in stone. As circumstances

change, your plan will continue to evolve. The key is

for your business to be prepared should an unexpected

opportunity or issue arise. A plan helps your employees

and stakeholders understand the direction of the

company and helps you determine your wishes for

yourself and the future of your business.

“Business owners have a lot to think about when it

comes to transitioning leadership or ownership of the

company to someone else,” says Stacy Feiner, a director

at SS&G Parkland. “There are several transition options

that need to be considered, and the owner, stakeholders,

and business itself need to be ready for a transition.”

Four options to transition your businessAccording to Feiner, there are four main transition

options: family succession, an employee stock ownership

program, management buyout, and an external buyer.

If you want to transition ownership of your business to

a family member, you need to look at both skill sets and

the desire to take over in order to identify who that family

member may be. In addition, experience is critical.

“The successor should have external business

experience and/or have rotated in different positions

throughout the company,” Feiner says. “He or she should

also have developed relationships with key stakeholders,

financial institutions, customers, and employees.”

If family succession is not an option, consider an

employee stock ownership program.

For an ESOP to work, you need to have an engaged

workforce that will work hard to make the business

succeed. ESOPs can motivate employees to take the

company to the next level because it taps into their

fundamental human desire to own what they spend

their lives working on.

“ESOPs cultivate the workforce and embed it within

the community,” Feiner says. “They create a commitment

to the business.”

Another option is a management buyout. Selling to

10 ss&g solutions j fall 2013


the last wordwith Bob Littman

“I am fortunate now to be in a position where I can pay it forward by serving as a mentor myself, and I encourage others to do the same.”

No matter what point you are at in your career,

it is always worthwhile to have someone to

look to for guidance and advice. A mentor who

can provide motivation, direction and professional

encouragement can sometimes make all the difference

between just having a job and having a successful

career. There is great value in having the opportunity to

learn from the experiences, achievements, and failures

of others. It gives us perspective on what’s worked,

what hasn’t, and how we can adapt and change to

become the best possible versions of ourselves.

For established professionals, it is important to

seek out mentoring opportunities and pass on the best

practices you’ve learned in your career. Busy schedules

often push the responsibility of mentoring to the

wayside, but coaching the next generation should remain

a top priority. How else will your company continue to

thrive? Taking the time to serve as a mentor can help

develop talented professionals who are motivated and

invested in the future success of your company.

Whether you work with a new employee or someone

less experienced within your peer group, there is always

something you can learn, too. Mentoring can expand

horizons for both parties involved, and opening up the

communication channels within an organization builds

trust and can bring new, innovative ideas to the table.

I am proud that at SS&G, mentoring has always

been a part of our culture. We have a strong group of

accomplished professionals who promote mentoring to

younger employees and help them grow and learn, both

professionally and personally.

If your company doesn’t have a mentoring program

but you are interested in becoming a mentor, look to

Pay it forwardMake the time to mentor your future leaders

groups such as young professionals organizations or

alumni societies that often have mentoring programs.

Building a mentor relationship with someone outside of

your company can provide you and your mentee with

a good outside perspective on how to accomplish goals

and overcome challenges, not to mention networking

opportunities that might not otherwise be available.

The importance and value of being a mentor should

not be underestimated or overlooked. I have had people

throughout my life and my career who have inspired me

and shown me what it takes to be a strong leader and

dedicated professional. It is with the encouragement

and support of mentors that I am where I am today.

I am fortunate now to be in a position where I can

pay it forward by serving as a mentor myself, and I

encourage others to do the same. j

Did you know Solutions is available online?Visit www.SSandG.com/subscribe and sign up to receive Solutions delivered quarterly to your inbox. Our digital version includes interactive links and is viewable from your smartphone or mobile device.

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Tax planning can be exasperating. Let us help handle the stress. At SS&G, our professionals have years of experience managing complex tax, accounting, and assurance issues for clients. We’ll do our best to talk you through your aggravation. We give you our word.

Discover what makes us different at SSandG.com/words.

Frustration isn’t in our vocabulary.

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SS&G Solutions Fall 2013