Solutions Magazine

Fall 2015
SOLUTIONS
INDUSTRY HIGHLIGHTS & INSIGHTS FROM BDO OHIO
IN THIS ISSUE:
Growing tomorrow’s
leaders today
LASER-FOCUSED
GROWTH
ForTec Medical makes advanced equipment
and staff a viable investment for hospitals
TABLE OF CONTENTS
ABOUT BDO
BDO is a relationship-driven accounting and
consulting organization.
BDO STATISTICS*
8
PREFACE
Going for gold
3
Turn your advisory board into a tool for growth
Laser-focused growth
4
ForTec Medical makes advanced equipment
and staff a viable investment for hospitals
Billion in U.S.
revenue
U.S.
Offices
U.S. Independent
BDO Alliance USA
firm locations
$7.02
152
1,328
Billion in
international
revenue
Countries
BDO Member
Firm offices
worldwide
* U.S. and international financial and personnel
statistics as of and for the years ended 6/30/15 and
9/30/14 respectively.
 Akron

Cincinnati (2)

Columbus
Support system
7
Global Cloud drives growth with DonorDrive,
a one-stop fundraising solution for nonprofits
OHIO LEADERSHIP
 Robert Littman, Akron
234-466-4100 / [email protected]

Mark Goldfarb, Akron
SPOTLIGHT
Strong alliance
8
Alliance Industries Inc. grows by filling gaps in the marketplace
Growing tomorrow’s leaders today
450+

Cleveland (2)
FOCUS ON
The last word
63
OHIO OFFICE LOCATIONS
CASE STUDY
BDO OHIO
$1.05
234-466-4040 / [email protected]

James Dannemiller, Akron
234-466-4030 / [email protected]

Mark Mussig, Akron
11
234-466-4020 / [email protected]

Lisa Haffer, Blue Ash
513-587-3268 / [email protected]

Chip VonLehman, Blue Ash
513-592-2474 / [email protected]

Brian Berning, Cincinnati
BDO is the brand name for BDO USA, LLP, a U.S. professional services firm providing assurance, tax, financial
advisory and consulting services to a wide range of publicly traded and privately held companies. For more than
100 years, BDO has provided quality service through the active involvement of experienced and committed
professionals. The firm serves clients through 58 offices and more than 400 independent alliance firm locations
nationwide. As an independent Member Firm of BDO International Limited, BDO serves multi-national clients
through a global network of 1,328 offices in 152 countries. BDO USA, LLP, a Delaware limited liability partnership, is the U.S. member of BDO International Limited, a UK
company limited by guarantee, and forms part of the international BDO network of independent member firms.
BDO is the brand name for the BDO network and for each of the BDO Member Firms. For more information
please visit: www.bdo.com. Material discussed is meant to provide general information and should not be acted on without professional
advice tailored to your firm’s individual needs. © 2015 BDO USA, LLP. All rights reserved.
2 / FALL 2015
513-592-2420 / [email protected]

Michelle Mahle, Cleveland
440-394-6351 / [email protected]

Gary Isakov, Cleveland
440-394-6251 / [email protected]

Mike Voinovich, Columbus
614-573-7786 / [email protected]
PREFACE
Going for gold
Turn your advisory board into a tool for growth
Mark Goldfarb, CPA
There comes a point in every company’s growth trajectory when
business owners realize they can’t do it all. If they want to keep
moving, they need to bring in people with specific skills and
expertise to handle the expanding areas of the business. But
some executives turn to a different resource to help them think
about how to build and grow their business – an advisory board.
Unlike a board of directors, advisory boards are not legally
responsible for the overall management of the company. Their
sole purpose is to offer advice and act as a sounding board
for company executives and owners. For smaller companies,
especially those that are family run, the expertise and
experience of an advisory board can be invaluable.
As a business owner, you call the shots when it comes to
assembling an advisory board. However, there are a few guidelines
that will help ensure you get maximum benefits. First, look for
candidates who have at least some familiarity with your industry.
Second, think about the biggest challenges you are facing as you
grow the business and then seek out someone with deep expertise
in those areas. For example, you may be struggling to get a new
enterprise wide technology up and running, so find someone who
spent time in a CIO role. Or perhaps you are poised to enter the
Latin American market. Look for someone who worked in that
market and who knows the culture. Finally, your advisors form a
team, so they should have complementary skills. They should also
work well together and with your senior executives. Without a
feeling of rapport, their advice is likely to be discounted.
Finding qualified board members is easier than you might
think. One of the best ways is to ask for a recommendation
from a professional advisor, whether it is your banker, lawyer
or accountant. Forming an advisory board is a financial
investment, but as your company grows and flourishes, you
will thank yourself for making it.
HAPPENINGS
Each year, BDO hosts a firmwide initiative called Week of Service. Local offices partner with nonprofits
in their communities to donate time and services to those in need.
1. A group of BDO Columbus staff volunteered
at the Ronald McDonald House baking and icing
cookies for families. Pictured, from left: Meghan
Innes, Katie Myers, Marissa Nelson, Ashley
Poeppelman, Melissa Secrist
1
2
2. BDO is a proud supporter of Akron
Children’s Hospital and enjoyed participating
in the hospital’s grand 125th Anniversary Gala
Sept. 12. Deborah and Bill Kovachick (pictured)
and members of the BDO team enjoyed the
black-tie celebration.
3. On Oct. 3, Jim Dannemiller, Akron Assurance
managing partner, presented the Manufacturing
and Distribution awards category at the 2015
Cascade Capital Business Growth Awards. BDO
was recognized as an honoree in the Services
category. Pictured, from left: Emily Richards and
Margaret Jordan, with BDO’s Cascade Capital award
3
4
4. BDO Columbus worked with the YMCA in Grove
City to help clean and paint its facilities. Pictured,
from left: Vince Stasiulewicz, Andy Klausing, Cindy
Shanklin, Ryan Hecht, Carl Barkson
FALL 2015 / 3
LASER-FOCUSED
GROWTH
ForTec Medical makes advanced
equipment and staff a viable investment
for hospitals
N
oninvasive and minimally invasive laser surgical
procedures create smaller incisions, causing less
pain and promoting faster recovery than traditional
surgeries. But when the new surgical technology became
mainstream in the late 1980s, many hospitals couldn’t justify
the investment in the ophthalmic surgical equipment needed for
the procedures, even if they were excited about its potential.
At the time, Drew Forhan was marketing the equipment for a
medical devices company. When speaking with his community
hospital clients, he quickly realized it just didn’t make
sense for smaller, local hospitals to make such a significant
capital investment for equipment that would only be used
sporadically. In addition, they didn’t have the personnel with
the skills to operate it.
Forhan had an idea. Why not spread out the cost of the purchase
by leasing the equipment to several facilities, and even provide
certified technicians to operate the equipment on an as-needed,
per-procedure basis? That became the ForTec Medical model,
and Forhan became the company’s first technician.
“When Drew decided to mobilize his first laser to community
hospitals, it addressed the needs of a whole population of
patients who wouldn’t have had access to these technologies,”
says John Voyzey, ForTec’s president and COO.
4 / FALL 2015
John Voyzey,
President and COO,
ForTec Medical
CASE STUDY
“EVERY TIME I VISIT A HOSPITAL, I’LL HAVE A FRUSTRATED CFO TAKE ME TO SOME
GRAVEYARD ON THE THIRD FLOOR WHERE THEY KEEP GORGEOUS AND VERY
EXPENSIVE ELECTRONIC SURGICAL DEVICES THAT ARE NO LONGER IN USE.”
— John Voyzey, President and COO, ForTec Medical
The model grew from Forhan and his wife in their home in
Hudson, Ohio, to nationwide coverage, with 350 employees. The
company’s teams work from a hub-and-spoke network system
consisting of 28 service centers strategically located across the
country. Each center houses the technicians and surgical devices
needed to service that region’s demand.
With Forhan as CEO, the Streetsboro, Ohio-based health care
supplier specializes in outpatient urology, ophthalmology,
ENT (ears, nose and throat) and gynecology, along with eight
smaller specialties and a range of related technology.
“We help hospitals avoid risky capital investments, staffing
headaches and financial risk,” Voyzey says.
TECHNOLOGY GRAVEYARDS
Investing in advanced medical technology and staff isn’t just a
challenge for small community hospitals. Some of the largest
hospital systems in the country are ForTec Medical customers,
with the same cost concerns.
Photos: Toby Shingleton
“Every time I visit a hospital, I’ll have a frustrated CFO take me
to some graveyard on the third floor where they keep gorgeous
and very expensive electronic surgical devices that are no
longer in use. They’re just gathering dust,” says Voyzey.
There are several factors that sideline pricey laser equipment.
In some cases, there are only narrow instances in which the
technology is appropriate at that facility, so it isn’t used as
much as anticipated. Or the physician who made the case
for purchasing the equipment takes most of the work to an
outpatient facility or to another hospital. And there’s always
politics to contend with. Two physicians practicing at the same
hospital might not agree on the preferred technology for a
procedure, so CFOs are pressured into investing in both. While
all of this is happening, the technology changes so quickly that
last year’s latest and greatest equipment is already growing
obsolete. In a few years, it will become a resident of the
third-floor graveyard.
“The innovation loop is growing tighter,” Voyzey says. “As a
result, the poor CFO gets stuck buying new toys all the time.”
Those “toys” can include everything from a high-end
ultrasound unit to equipment used for minimally invasive
cryotherapy, used to freeze kidney cancers.
Since it was founded in 1988, ForTec has justified its investment
in equipment with narrow applications by identifying several
client facilities that can put it to use. That keeps the equipment
in operation more frequently than would be possible if it were
only used for a single location’s surgical caseload. For that same
reason, the company can justify investing in two competing
technologies because, through volume, it can find users of both.
Voyzey uses cataract lasers as an example.
“There are two different technologies that do the same thing, and
each costs about $500,000,” he says. “Two surgeons at the same
facility might each insist on using one over the other. While the
hospital couldn’t possibly buy both and hire certified technicians
for both, the CFO can come to us and make us buy both.”
EMPLOYEE OF THE MONTH
Finding certified technicians to operate specialized equipment
is another reason that hospitals are reluctant to invest in the
newest high-tech equipment. Every time a surgeon demands
the latest OR laser technology, it involves another round
of employment or training and certification, until the new
equipment loses its luster and ends up in the tech graveyard.
ForTec Medical relieves hospitals of both the responsibility
of constantly investing in new equipment and the hassle of
staffing it. On its own, a facility would have to coordinate OR
activity around the availability of the rare in-house technician
who is certified to operate the technology.
“If she was the only one certified to run the equipment and she’s
on maternity leave, or she just left her shift, they’re in trouble,”
says Voyzey. “When they use us, we have two or three techs
and the equipment nearby whenever they need it, so we won’t
constrain their schedules. They can outsource it all to us.”
The company trains and certifies its technicians to service
the needs of nearly 2,000 client hospitals. Technicians may
visit a facility just once or twice per month, or every day if the
surgical volume is high. In some cases, there is a shrinking divide
between ForTec staffers in the field and their hospital colleagues.
“Recently, we had one of our staff members written up in the
hospital newsletter as Employee of the Month,” Voyzey says.
“They didn’t realize he wasn’t their employee. He reported to
work every day, so to the system, he was their teammate.”
FALL 2015 / 5
CASE STUDY
A TRUSTED
PARTNER
So what does a fiscally responsible
company do when its business model
demands hefty capital investment
expenditures on a regular basis? When
it’s ForTec Medical, the company
establishes a relationship with a trusted
accounting firm early in its history.
“We have a trust-based relationship
with BDO that was achieved long
before I got here,” says John Voyzey,
the company’s president and COO.
“They’ve been partners with us as our
advisors, accountants and auditors,
providing strong business and tax
advice. They’ve also engaged with
us in some modeling and strategic
sourcing of funds.”
This is critical to the company’s
business model.
“We have a very conservative
investment philosophy and we use
the cash we generate in the business
to drive future growth,” says Voyzey.
“There’s not a lot of debt, and we
certainly haven’t leveraged other
sources of financing, so the most
dramatic thing we’ll do is take up
equipment loans and senior bank debt,
and BDO has been integral to helping
us source funds at the right times.”
ForTec Medical has also used BDO’s
Transaction Advisory Services
when acquiring smaller companies
whose financial situations weren’t
transparent.
“They’ve helped us think through
these valuation challenges
when the information wasn’t so
straightforward as to what kind of
cash generation potential they had,”
he said. “Prudent capital investments
and careful cash management are
crucial to a company of our size and
in our business. That’s why it’s vital
that we have such a talented and
trusted partner as BDO.”
6 / FALL 2015
“WE HELP HOSPITALS AVOID RISKY CAPITAL
INVESTMENTS, STAFFING HEADACHES AND
FINANCIAL RISK.”
— John Voyzey, President and COO,
ForTec Medical
COOL FUTURE
Upgrading its medical technology is a constant priority at ForTec Medical, which
must continue to make the right equipment available to the right people at the
right time. It’s not an option for the company to be caught with last year’s model.
“Drew has the ability to see around corners and predict which new technologies
will be in the greatest demand, which horse is going to win the race of dueling
technologies,” Voyzey says.
ForTec Medical often receives early access to new equipment in return for being
a good customer of device manufacturers. That allows the company to let
clients trial-test new equipment and provide feedback on it before committing
to the purchase.
The possibilities of new medical technologies continue to excite Voyzey and
his team. For example, there is the laser technology now available for cataract
surgery. It’s the first time laser surgical technology has been developed for
this type of procedure, and naturally, ForTec Medical has the technology in
hand. Voyzey is also encouraged by surgical equipment the company can
supply hospitals for the treatment of BPH, a prostate condition in men. And
there’s advanced technology that involves shocking kidney stones without ever
touching the patient.
“It’s minimally invasive and sends ultrasound waves that pulverize the stones,”
he says.
Voyzey sees only increased demand in the company’s future as innovation
enhances surgical options and patient outcomes – and the Affordable Care
Act presents hospitals with a larger patient base. All of this will mean the
mobilization of more ForTec Medical technicians trained and certified to operate
the latest in laser and related technology, and fewer hospital graveyards.
FOCUS ON
Support system
Global Cloud drives growth with DonorDrive, a one-stop fundraising
solution for nonprofits
D
onorDrive was born from an unmet need. The Juvenile
Diabetes Research Foundation (JDRF) needed a better
way to raise funds from its supporters, and Global
Cloud founders Todd Levy and Paul Ghiz helped them find a
way to do that.
The result was a peer-to-peer fundraising platform designed
to increase donations, but that was just the beginning. As
word of JDRF’s success with what would become DonorDrive
spread, other nonprofits began inquiring about developing
their own fundraising platform, and the program continued to
evolve. Today, nonprofits across the country use DonorDrive to
engage, coach and manage their supporters to raise funds. And
the impact is stunning – organizations using the platform see
an average online revenue increase of 41 percent.
“DonorDrive is designed to be a versatile platform that can
aid fundraising efforts across a wide range of initiatives and
activities,” says Levy, founder and CEO of Global Cloud. “It
is also scalable as the size and scope of an organization’s
fundraising efforts increase.”
Levy and Ghiz co-founded Global Cloud – a small, Cincinnati
marketing and analytics firm – in 1997. The company operated
successfully through its first few years, but in 2001, its work
with the JDRF revealed an untapped need within the nonprofit
community.
“We started out doing business and website development
for JDRF,” Levy says. “But we discovered that they needed a
software platform to help manage their fundraising efforts.”
That led to the creation of one of the first peer-to-peer
fundraising platforms, which Global Cloud produced as a
customized program for JDRF. By 2008, the interest was
widespread enough that Levy, Ghiz and their team began work
on a new Software-as-a-Service product that could support
the online fundraising efforts of a wide range of nonprofits.
They launched DonorDrive in 2008.
By selling DonorDrive as a ready-made software package,
Global Cloud gets new clients up and running on the platform
in a matter of weeks – much faster than they could creating
custom programs from scratch. The company has also grown
sales by more than 50 percent for five years straight by
continuing to innovate based on feedback from nonprofits
using its software. Levy and Ghiz project a 400 percent
increase in gross revenue for Global Cloud by 2020.
“The birth of DonorDrive changed our business,” Levy says.
“As of 2013, DonorDrive became the largest division of our
company.”
BDO has served as Global Cloud’s partner for much of
DonorDrive’s expansion, conducting annual financial reviews
and performing tax preparation work to pave the way for
Global Cloud’s future growth and expanding workforce.
“BDO has been a great resource for us through all of this,” Levy
says. “Because they’re so familiar with the tech space, they can
share insights from other technology companies and provide
us with comparable key performance indicators to measure
ourselves against. As our work force expands to other states,
they’ve also been able to help us negotiate the tax laws in
those states. They’re very savvy and experienced, and we value
them a lot.”
FALL 2015 / 7
SPOTLIGHT
Strong alliance
Alliance Industries Inc. grows by filling gaps in the marketplace
Y
ou may not have heard of Alliance Industries Inc., but if
you live in the Eastern Ohio Valley, there’s a good chance
you’ve done business with the company.
Marietta, Ohio-based Alliance Industries is the holding
company for 14 businesses, a portfolio spanning heavy
industry, real estate, marketing, office supplies, restaurants
and a host of other business categories.
The company has come a long way since December 1986, when
CEO John Lehman acquired assets from an existing business to
form what would become its first brand, Mole Master.
“That was really the beginning of our core business portfolio,”
Lehman says of Mole Master, a specialty infrastructure firm that
focuses on cleaning large bulk storage bins, tanks and pipes.
It was also the beginning of the growth strategy that put
Alliance Industries on the map.
8 / FALL 2015
BRANCHING OUT
After forming Mole Master, Lehman was looking for tangential
business opportunities closely related to Mole Master’s
specialization. It wasn’t long before he found an opportunity to
fill a related niche in the marketplace.
“In our early years, we were working on an alumina tank cleanout
project in South Carolina,” Lehman says. “When the tanks are
emptied out, between 30 and 40 percent of the material won’t
come out through the spout at the bottom, which is why they call
in cleaning companies like ours. We found we were cleaning out
far more bulk solids than our equipment was built to handle.”
Lehman began searching for a machine that could vacuum
alumina out of the tanks, and eventually found the right
equipment at a business in Chicago – that just happened to be
for sale.
SPOTLIGHT
“WE WANT TO GROW IN A CONTROLLED MANNER, PURSUING THE
OPPORTUNITIES THAT MAKE SENSE FOR US. AND WE WANT TO HAVE SOME
FUN WHILE WE’RE AT IT.”
—John Lehman, CEO, Alliance Industries Inc.
“After several attempts, we were finally able to purchase that
business, which was Hi-Vac Corp.” he says. “That became the
second piece to our puzzle.”
But he didn’t stop there. In the early ‘90s, Lehman saw a chance
to add a third puzzle piece by expanding into industrial drilling.
By 1992, he had purchased a majority stake in Pro Sonic, a
company that specializes in large drills powered by sonic waves.
Alliance’s trio of industrial companies powered its success for
20 years and continues to do so to this day, although the lineup
has changed a bit. The company sold Pro Sonic in 2006 after
building the business up.
“After our noncompete agreement with the sellers ran out, we
got back into the sonic drilling business with a company called
Terra Sonic International,” Lehman says. “We manufacture
sonic drill rigs for every purpose except oil and gas drilling.”
A 20/20 VISION
Lehman breaks the history of Alliance into two chapters: The
first 20 years, and the next 20 years.
SHOWING STRENGTH
A high-growth company like Alliance needs a strong supporting
team to reach its goals. Since 1998, that team has included BDO.
BDO’s experts have provided Alliance with sophisticated
accounting and tax strategies that have been invaluable to
growth, Lehman says.
“They’re methods and tactics that we probably couldn’t have
accessed anywhere else,” Lehman says.
As a company that pursues both organic and acquisitional
growth, Alliance needs its financial books to be in pristine
condition for potential lenders.
“We need bankers and lenders to get a sense of comfort when
they review our financial statements and audits – that it makes
sense and that we keep things organized,” Lehman says. “BDO
also helps us manage our tax rates and keep our bottom
lines where they need to be. Both of those factors are very
important in keeping us attractive to the people and entities
that can supply us with growth capital.”
“When we sold Pro Sonic in 2006, that ended the first chapter
of our company’s history, and now we’re really focused on the
future and where we’re going to be by 2026,” he says.
Throughout its first 20 years, Lehman grew Alliance’s portfolio
of companies through an even balance of organic growth and
growth by acquisition. In its next 20 years, Lehman plans to
maintain a focus on balanced growth.
“We don’t want to be too heavy either way,” he says. “That’s
why we’ve created multiyear plans for each business, and this
year, we’re writing the most detailed five-year plans we’ve ever
written.”
Lehman wants to position all of his companies for substantial
growth in the coming years – which means doubling or tripling
in size by the end of the “next 20” window.
That said, the company isn’t focused only on the top line, he says.
“We want to grow in a controlled manner, pursuing the
opportunities that make sense for us,” Lehman says. “And we
want to have some fun while we’re at it. People have to enjoy
where they work if they’re going to achieve the goals you’ve
set for them.”
FALL 2015 / 9
Examines the risk factors in the most
recent 10-K filings of the largest 100
publicly traded U.S. manufacturers
across five sectors including
fabricated metal, food processing,
machinery, plastics and rubber and
transportation equipment.
Supply Chains are Only as Strong as Their Weakest Link
100
87
%
Amid RECORD-BREAKING SNOWFALL
in Boston this year – 110.6 inches –
and THE MOST SEVERE DROUGHT
across the West in 1,200 years*
%
mention
for a second year
in a row, cite
SUPPLY CHAIN CONCERNS,
including disruptions or issues from
suppliers and vendors
BUSINESS
INTERRUPTIONS,
including natural
disasters
Stronger Dollar Could Keep Manufacturers From International Exploration
93
%
note
THREATS TO
INTERNATIONAL
OPERATIONS AND SALES
up from 91% in 2014 and 87% in 2013
84
2013
2014
2015
mention
% RESTRICTIVE
INTERNATIONAL TRADE
POLICIES
up from 77% in 2014 and 66% in 2013
88
%
cite
CURRENCY RISK,
including exchange
and fluctuations
IP Protection Heightens Data Security Risks
86
%
cite risks related to
DATA SECURITY
this year
up from 78% last year
Gartner predicts
INFORMATION
SECURITY SPENDING
will climb to
76.9
$
2014
Mentions of
billion in 2015
up from $71.1 billion last year*
LEGAL PROCEEDINGS
AND LITIGATION risks
jumped to
2015
95
%
up from 79% last year
*Sources: http://www.weather.com/news/news/new-england-boston-record-snow-tracker; http://www.businessinsider.com/photos-of-california-drought-2015-5?op=1;
http://www.securityweek.com/global-cybersecurity-spending-reach-769-billion-2015-gartner?page=4
For more information, visit
https://www.bdo.com/2015-Manufacturing-RiskFactor-Report
BDO OHIO
The last word
Growing tomorrow’s leaders today
About 10 years ago, the firm I was with acquired a small
practice in Ohio consisting of four older partners. At the time,
we had a young accountant in one of our existing offices who
had repeatedly impressed us with his attitude and abilities.
We decided to move him to the newly acquired practice to
work with the partners there. Within just a few years, we
had promoted him to partner, and today he is the office
managing partner. In short, we saw his potential, put him into
a situation where he could challenge himself and provided the
mentoring and support to help him achieve success as a leader. But I’ve often asked myself: What if our team hadn’t spotted
that young man’s potential early on? The short answer is,
he would have left our firm and more than likely would
now be working for one of our competitors. I’ve seen that
sequence of events happen more than once with my clients – a
high-potential individual leaves a company because he or she
doesn’t feel valued or see a future there. How can companies
keep that from happening?
It’s usually no secret who in an organization has the potential
to lead. What companies tend to lack is a formal process
for getting those individuals onto a leadership track. Senior
management should consider it part of their job to meet
regularly to discuss high-potential individuals and plan a path
for their growth. That path can take a number of forms –
assignments that provide exposure to a breadth of functions
from HR to operations, secondments to an overseas position
or stretch assignments that test the individual’s creative and
leadership capacity.
Also critical are mentorship and training, as both demonstrate
the company’s commitment to developing their high-potential
people, motivating them to return that commitment. At BDO,
we have created a formal program called the BDO Leadership
Institute (BLI). Over the course of 18 months, including six
two-day sessions, students learn about and hone such skills
as business development, negotiation, effective relationshipbuilding, managing difficult conversations and building
powerful sales presentations. Many of those in leadership
positions at the firm today have gone through the program and
credit it for imparting invaluable lessons.
“IT’S USUALLY NO SECRET WHO IN AN
ORGANIZATION HAS THE POTENTIAL
TO LEAD. WHAT COMPANIES TEND
TO LACK IS A FORMAL PROCESS FOR
GETTING THOSE INDIVIDUALS ONTO A
LEADERSHIP TRACK.”
— Bob Littman
Nurturing future leaders is an investment in a company’s
future and longevity. With a solid pipeline of talented, strong
leaders, a company can pursue its growth strategy with the
confidence that others will take up the charge when the
current generation of leaders has retired.
FALL 2015 / 11
PRSRT STD
U S POSTAGE
PAID
CLEVELAND, OH
PERMIT NO 1940
32125 Solon Rd.
Cleveland, OH 44139
“We’re bringing in BDO. The partner’s already on it.”
People who know, know BDO.
SM
BDO provides assurance, tax, financial and risk advisory, and consulting services to a wide range of publicly traded and
privately held companies. We offer a sophisticated array of services and the resources and capabilities of the BDO global
network, combined with the personal attention of experienced professionals.
Ohio locations: Akron | Cincinnati | Cleveland | Columbus
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© 2015 BDO USA, LLP. All rights reserved.