VACEOs Profile: Arlene Lee, R.E. Lee Companies
Half-joking, Arlene Lee, CEO of R.E. Lee Companies says, “I have a scientific mind and an artist’s soul!” But, it’s really true. The Cornell University graduate, author and entrepreneur, helms one of the oldest construction companies in Central Virginia, and she relishes in the discovery it brings – even within complex spreadsheets. “I love the flow of lines,” she says. “And to me, the flow of information has a beauty to it. Ideas and strategy are beautiful, too.”
Arlene spends most of her time focused on strategic and long-term planning for her Charlottesville-based, family-owned business, but she also she finds great satisfaction in the history R.E. Lee has helped shape. “It’s so cool to think about all of the buildings around Charlottesville and the state that we’ve built in the last 78 years,” she says. “Some of them we see every day. It’s really great to be linked to the community in that way.”
What motivates this busy CEO? “I’ve been entrepreneur for many, many years in a number of different businesses,” she explains. “But the best part of my job is working with the people in the company. We have people who just pour their hearts into this company and the work they do. Some are multi-generational employees. They inspire me to want to work harder with the work they’re producing with their hands.”
ABOUT R.E. LEE COMPANIES
R.E. Lee is a born-and-bred Charlottesville business that began in 1939 as R.E. Lee & Son, a construction firm dedicated to building and restoring fine and historic homes. In the 1950s, the company transitioned to commercial work, and in the 1990s, it spun off into several divisions. The company adheres to a parent-subsidiary structure today.
Arlene became an official part of the R.E. Lee family in 1991, after meeting fourth-generation family member Chris Lee at Cornell University and marrying him in April of that year.
The couple worked diligently to preserve the traditions set forth by the pioneering, honorable professionals before them. Arlene was a member of the board of directors for many years and became acting CEO of R.E. Lee Companies in 2016, two weeks after Chris’ sudden death in December 2015.
Today, she is CEO/Principal of parent company R.E. Lee Companies and Principal/Treasurer of its five subsidiaries: R.E. Lee & Sons, Inc., Piedmont Development Group, Piedmont Concrete Contractors, Piedmont Plaster & Drywall and Piedmont Facilities Management.
R.E. Lee’s parent-subsidiary structure means the businesses it contains can cover the entire lifecycle of the building process. And it provides other advantages that prove valuable in the volatile construction industry. “The fact that we have a subsidiary structure and we’re in a smaller market means we have more than one chance at a project,” Arlene explains. “If our contractor doesn’t get a job, one of the subsidiaries often does. That helps us weather rough patches a little better.”
“We’re also able to do things collectively that any one of these companies would be too small to do on their own in terms of how we do business and how we function internally, the benefits we’re able to offer employees – those kinds of things,” she adds.
R.E. Lee Companies employs approximately 130 people and works on projects throughout most of the state. Arlene has a real passion for work safety, and hopes to eventually be known as an industry leader in the area.
A Virginia Council of CEOs Forum member, she finds tremendous value in the confidential nature of her group’s discussions, which has inspired her to actively recruit other CEOs from Charlottesville to join the organization.
When she isn’t planning for the long-term success of her business, joining her safety manager on site visits or speaking to Charlottesville CEOs about the Council, Arlene can be found at her stable with her 33-year-old Morgan horse, Pandora, who shares her birthday. “I have three horses, but my old gal will be 33 on our birthday in April,” says Lee. “I dried her off when she was born, and she’s been with me ever since.”
VACEOs’ recent partnership with the Virginia Chamber of Commerce has led to the formation of new CEO Roundtable groups in Charlottesville – with more planned across the state – which means more business leaders like Arlene Lee are joining the ranks and seeing the benefits of membership. Find out more about the partnership here.
ARLENE LEE ON VACEOs…
“I think my forum has helped me gain confidence in my leadership ability and style. It’s helpful to have feedback and listen to the experiences of the other CEOs, and I really value their insight and expertise. When you’re running a company, you don’t always have someone you can say anything to and that stays confidential. There’s tremendous value in that.” – Arlene Lee, CEO, R.E. Lee Companies
Charlottesville CEO Finds Success in an Unlikely Industry
Jacob D’Aniello is a Kenmore, New York, native and UVA grad who is also a trailblazer. D’Aniello realized from a young age that a successful business venture must be built on a naturally recurring revenue model, so he created a thriving business in an unlikely and untapped industry: pet waste removal.
It’s a business in which a sense of humor is required and encouraged throughout the organization. “We like to say, ‘Your dog’s business is our bread and butter,’” says the DoodyCalls CEO. “We also joke that, ‘We’re number one in the number two business.’”
What’s not funny is how seriously successful his company has become since 2000. Only four years into the venture, he and his wife franchised the business. Today, DoodyCalls is making waves nationally across 16 states and counting.
Meet Charlottesville CEO Jacob D’Aniello.
Q: How did you get into this unique line of business?
A: The paper route I started when I was 10 was the impetus for DoodyCalls. The idea of providing a consistent service each week really appealed to me. I also looked at my grandfather, who sold furniture and appliances, and my father-in-law, who sold shoes. In each case, they showed up each day with no revenue. That seemed really stressful to me. I also knew I didn’t want to spend time winning my clients away from my competitors – not that there’s anything wrong with that – but I wanted to focus more on winning people over to a market that they weren’t introduced to yet.
Q: How’s business?
A: We’re very focused on replicating and growing, which is a lot of work within itself. We’re launching some new internal technology systems that are really exciting, and we’ve recently launched a new e-commerce store. We’re now designing and manufacturing our own pet waste stations and litter bags, and as far as I know, we’re the only pooper scooper company that has its own product line, so that gives us the ability to be a little more aggressive in the market.
Q:You franchised your business in 2004, when you were in your 20s. Why did you decide to franchise?
A: We wanted to franchise because we felt like we stumbled onto a tremendous opportunity, and we really felt like it would be a great opportunity for other people – especially those who may not have access to a tremendous amount of capital. We also thought it would be a lot of fun working with other hard-working entrepreneurs. It’s hard to create an industry by yourself. It takes a lot of resources to blaze a path. The more brains, the better.
Q: What advice do you have for CEOs who are considering franchising their businesses?
A: Don’t franchise until your organization is financially sound. You don’t want to have to count on the revenue from the franchise business for several years. You want to be able to take your time and find the right people to work with. And it sounds like a cliché, but when you decide to franchise, you’re really getting into a different business than the business you’re in. You’re now focused on relationships, franchise recruitment, support, and compliance. Make sure you understand and love those kinds of activities that will make you a great franchisor.
Q: What aspect of your business excites you the most?
A: I get excited knowing that I can help individuals achieve their goals through business ownership. I also get a lot of excitement out of creating a great place to work, and it’s very satisfying to know that I make a positive difference in the lives of the people I work with. It’s so much fun to work with people. But probably what I’m most excited about is that I really love creating something no one else has done before. We are creating a national brand. We’re trying to do something no one has done.
VACEOs Members Make 2016 RVA 25 and Inc 5000 Lists
Our members represent a wide range of industries and experiences, and they are frequently listed within the annual RVA 25 and Inc 5000 “fastest growing” company lists. This year special congratulations go out to TDDBS (Best Bully Sticks), Worldview Solutions, Timmons Group and Unlimited Air Mechanical for making the Inc 5000 list.
The company we keep is mighty fine. Take a look, and then imagine the hurdles you will overcome with access to such an exclusive network of leaders like these. Visit VACEOs membership to learn more.
Meet Jamie Christensen, CEO, WorldView Solutions
Meet Jamie Christensen, CEO, WorldView Solutions. He’s a father, a Durham, North Carolina, native, and a classical guitarist. He spun a bit of vinyl and managed a college radio station back in the day. Today, he’s a first-time entrepreneur who uses phrases like “I’m in heaven” and “I’m getting a kick out of it” when asked how business ownership is treating him.
Jamie’s got a soft spot for start-ups, and he believes RVA is on the cusp of greatness. Here’s a little more about this new VACEOs member.
Q: You started WorldView Solutions in 2000. Briefly describe your background in business prior to starting the company.
A. My first internship in college was with The Conservation Fund, out of Chapel Hill, North Carolina. That opportunity led me to do my senior thesis on the ways environmental organizations were using spatial technologies and how this was changing their worldview from a qualitative approach to a more quantitative approach to conservation. That experience landed me a job as a GIS specialist with the U.S. Forest Service after graduation. I worked at a 20,0000-acre former Army TNT depot an hour south of Chicago as part of an effort to transform the property into a multi-use tallgrass prairie. A year later, I moved to Newport News and was hired by a company called GeoDecisions. By 2000, I was ready to take the plunge and strike out on my own.
Q: When you meet someone at a party, how do you describe what you do for a living?
A: I tell them, “Google Maps on steroids.” We build custom software applications that layer proprietary data – for example, a natural gas company’s pipes and wells and other facilities, or a town’s sewers and water mains and electrical lines – onto satellite-generated maps to support more efficient management of that infrastructure and better decision-making.
Q. Thinking about the projects you have waiting for you at the office, describe the task or project that excites you the most and tell us why.
A: One of our growth areas is developing software products – for existing customers, new customers or through investments in Richmond start-ups. WorldView is currently the technology partner with a Richmond start-up called Outdoor Access that is aiming to connect outdoor enthusiasts with private land opportunities in much the same way that Airbnb and Uber operate. I’m excited about using our team’s unique experience and expertise to help grow Richmond’s start-up ecosystem.
Q. What’s the state of Richmond’s start-up ecosystem?
A. I think Richmond is at a tipping point as far as getting on a national stage. If we want to grow the region – and businesses in the region – we need to be known as a place where start-ups come to live, grow and take off. We’re right on the cusp of being one of those places – like Durham.
Richmond needs an identity. We need something we’re known for – not just our beer or restaurant scene. I’m excited because I see the opportunity to make that happen in the next three to five years. There are some really interesting things happening with start-ups in the transportation sector here, and there are several start-up companies that I’m working with that are offering location-based services that I think are exciting.
VACEOs Member Profile: Russ Martin, CEO, IMMCO and Tube Tape
In July, we officially welcomed (and listed) our Class of 2016 New Members in one of the most highly viewed articles we’ve posted. So let’s dive in a little deeper and get to know Russ Martin, one of these new members.
Meet Russ Martin.
His business ownership experience spans 30 years, and he recently took ownership of a startup AND a long-standing company that needed a complete rebrand – both in the same year. His rationale for the challenge? “Sure! Why not?”
Welcome aboard, Russ. We’re looking forward to getting to know you better.
Q: You’ve been an entrepreneur for several years. Tell us about your experience.
A: I bought my first company from my father in 1990. The company, which began in 1983, was small and laden with debt. It had about a five percent market share and no international business, but it did have a great product. The company made specialty machines used to package hot dogs.
I made my father an offer, and he accepted. Over the next 15 years, the business achieved a 22 percent compounded annual growth rate and about 95 percent of the world market share. I sold that company in 2005 to a private equity firm and semi-retired for a while, doing analysis and acquisition work for that firm – which soon turned into full-time work. Then I finally decided I preferred to run my own company, rather than someone else’s.
In 2015, I bought Industrial Machine Manufacturing Company (IMMCO) and started an unrelated company, Tube Tape.
Q: What was it about IMMCO and Tube Tape that made you want to get back into the ownership game?
A: IMMCO had a premium product and a great reputation, but the company had been ignored. I thought it was a great opportunity to revitalize the brand. I felt it was a good company that I could grow. One week after buying IMMCO, I heard about Tube Tape. Unlike IMMCO, it was a startup company, but I got really excited about the product, so I partnered up with Tube Tape’s inventor. It’s been a lot of work and an interesting process!
Q: What do you think are some of the biggest challenges business owners face today?
A: When I attended Darden, I took an Organizational Behavior class. A visiting CEO said, “This will be the most important class you will take.” In many ways, he was right. Being able to find, recruit, maintain and develop the right people is critical. Once you have that part of the business figured out, it becomes easier.
I will add that I believe banks are not nearly as easy to work with as they used to be, and that’s another really big challenge business owners face today. It’s really difficult to get the capital you need to get your business started.
Q: You’re a new member of the Council. Why did you want to join?
Q: You’re a new member of the Council. Why did you want to join?A: When I started out in business as a newly minted MBA, I thought I knew it all. Of course, I didn’t. A real turning point for me was when I joined an industry trade association and I met a number of CEOs who had businesses similar to mine. Being able to talk through shared experiences and having those contacts was key.
I’m really looking forward to a similar CEO experience and meeting new people. Most of all, I’m looking forward to learning something new and hearing about experiences I haven’t encountered or experienced yet.
Q: What brings you the most joy in your life?
A: That’s an easy question! Five years ago, the answer would have been a well-struck golf shot. But now I have a daughter who’s 4 years old and 6-month-old twins. My family brings me the most joy. Being more experienced and a little older makes it easier for me to understand priorities.
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