November 2017

Why Phantom Stock Can Help You Retain and Recruit Key Employees

Doug Meyer, Managing Director, Brixey & Meyer

How do I generate ownership mentality while not giving up equity in my company? 

It’s common to get this question from clients.  In today’s war for human capital, we continue to hear challenges relating to recruiting new talent and retaining key team members. There are certain situations where the long term strategic plans to transfer equity to key team members definitely make sense. When that is not the case, implementing a phantom stock plan may meet both the owners and key employees’ goals.

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The Bug List: A Checklist of System-crashing Flaws in Software Development and License Contracts

Stephen E. Gillen, Wood Herron & Evans LLP

You've already done a lot of work: creating your requirements definition, identifying and qualifying prospective vendors, evaluating their proposals, selecting a winner and doing your due diligence, negotiating refinements to their proposal. But before you sign the vendor's form agreement, be sure and measure it against this list of common shortcomings that can, if not corrected, leave your expectations unfulfilled.

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How One Ohio Company's Culture Transformation Drove Revenue and Profits Skyward

Lynne Ruhl, CEO, Perfect 10 Corporate Cultures

A toxic corporate culture had Bullen Ultrasonics in dire straits a few years ago. The company’s president, Tim Beatty, knew it had to change if the Eaton, Ohio-based manufacturer of custom ceramic machining was to survive.

Tim and his team reached out to the Goering Center at the University of Cincinnati. That’s when I first met Tim and became aware of Bullen Ultrasonics.

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Four Ways to Ensure a Succession Plan Works and the Eight Proven Steps to Success

Goering Center Team

It’s estimated that 80 to 90 percent of all business enterprises in North America are family firms. As a group, family firms are our biggest employers, and make up the greatest part of America’s wealth. But they are complex and tricky enterprises, especially when it comes to generational transitions of ownership. About 30 percent successfully pass to the second generation, while only 10 to 15 percent last into the third.

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