VACEOS Member Profile: Rob Jones, CEO Alliance Group Checks the Pulse of the Country. Are You Listening?
Stay two or three moves ahead and surround yourself with talented deep divers. That’s how Alliance Group CEO, Rob Jones explains his ability to keep his PR and consulting business thriving, so much so he has afforded himself and his staff new digs on West Main Street. The space is the perfect environment to harbor a specialized staff who manages six different verticals across an extremely diverse client base. Rob’s got his eyes and ears on the pulse of the country. Are you listening?
“I pride self on being a generalist. I try to know a lot about a variety of things, and I have the ability to connect dots. It’s imperative that I am able to see what the next move is on the chess board and know what the next two or three moves should be for my clients and my business.”
His firm, the Alliance Group, provides lobbying, public relations, grassroots, social media, fundraising and association management assistance to a diverse set of clientele, from various nonprofits and government agencies to companies like Pfizer and Walmart.
He continues, “My team dives deep into the subject matters we pursue, so I am able to look at the bigger picture while they are able to go into the strategic details with our clients. At the end day we build teams around each client. We find this approach works really well.”
Each of Alliance’s services sprung from specific opportunities to serve a particular niche. Some clients need a blend, or, says Rob, “We might have a government affairs client who only needs PR help, or an outside PR firm may come to us for our expertise in lobbying. We think there is plenty of opportunity in Virginia and other states to share business this way.”
Creative problem solvers deserve a creative space. But in this economic environment?
It’s hard to believe pre-civil war beds and mattresses once lined the walls of the current Alliance space. Now, it’s a modern, open space with high end lighting, attractive artwork and an unusual greeting party. (Expect a welcome wag from Rob’s two pups Lilly and Ella who are regular visitors.)
“We needed an open canvas and the opportunity to do something really unique.” Like create a room divider made of tin roof and plastic, and a versatile loft area for additional talent and storage space. It works. Well. But it wasn’t without the normal move in pains. When asked to offer up some office renovation advice, Rob says, “Expect a lot of red tape!”
So how does a PR firm stay successful enough to ride a lengthy and unsettled economic wave? “I have a great team here. They keep our existing clients happy and set the stage for new business. I also travel around the country searching for networking opportunities to bring in new business. I’m also happy to say we have been able to move existing clients to higher levels AND we are finding that as folks we’ve worked with move on to new opportunities, they take us with them, which I think speaks a lot to the quality of work our team does.” And, Rob adds, he hungers to learn something new every day.
Economic pulse check.
Alliance’s past and present client list includes the Virginia Wineries Association, Microsoft, US Chamber of Commerce and the Clear Channel, to name a few. The company has an ear to many industries. So what are they saying?
“The big thing right now is ‘We’ve got to get to election day.’ There seems to be a pause in decision making until we get there – whether it’s artificial or not, it seems to be ‘Let’s see what happens on November 6,” Rob reports.
He continues, “Once we get to that point there will be an explosion, no matter who wins. There is a pent-up demand for action. Major corporations have money on the sidelines that they need to do something with, but rather than take a gamble in the next 60 days they want an idea of what the rules they have to play under will be. I think there is a sense of optimism and people are ready to get going, we just need to get there.”
Q: If you could give one piece of PR advice to politicians everywhere, it would be…
“Folks really want to know who the candidate is. I would say be real. Don’t be packaged as someone you’re not. If you don’t believe in an issue, don’t make it part of your platform but rather be honest with folks of where you are on it. That’s difficult to do.”
And another key piece of advice for politicians and business owners alike? Have a crisis plan in place. “The worst thing is for corporations to have four different people saying four different things to the media.”
Does your company have a contingency plan in place should there be a crisis situation? What plans are you putting on hold until after the election? Please share your thoughts here.
What Happens in a CEO Roundtable?
Ever wonder what happens in a CEO Roundtable? Sorry. I can’t tell you. It’s confidential. But I can tell you about the process.
Great CEO Roundtables are characterized by discipline and structure. That structure is contained in the meeting agenda, which rarely varies. By adhering to this proven structure, a Roundtable establishes a rhythm that creates opportunities for learning and growth. Here is a sample Roundtable agenda.
Roundtable Agenda
3:00pm Review and agree upon agenda
Confidentiality Reminder
Assign roles (Timer, Scribe, Process Observer)
3:05pm Updates Prep
3:15pm Updates Share (4 min each)
Build Parking Lot
4:05pm Break
4:10pm Review Presentation Format*
• One Word Open
• Confidentiality Reminder
• Communication Starter (30 sec/person)
• Presenter Purpose (1 min)
• Does Group Understand Purpose/Is It Clear?
• Presenter Presents (15 min max)
• Q&A (30 min max)
• Silence (3 min)
• Experience Sharing (3 min/person)
• Presenter Summary (3 min)
• One Word Close
4:11pm Presentation #1
5:31pm Break
5:35pm Presentation #2
6:40pm Break
6:45pm Housekeeping
• Attendance/Tardiness – Inform group of standings
• Scheduling Issues
• Presenter and Coach confirmation
• What worked and what did not
7:00pm Adjourn
So that’s what happens in a CEO Roundtable. But really, the only way to really know is to join one!
CEO Profile: John Carrico
Twelve-year-old John Carrico started washing dishes in his father’s family restaurant in Martinsville, Virginia. This is where he learned the value of hard work and the importance of working with others to achieve a common goal. After graduating from UVA with a B.S. in Commerce, and later an MBA from the Darden School with an emphasis in marketing, he worked as a CPA and an audit supervisor for Coopers & Lybrand, and then for Signet Bank where he had achieved the title Vice-President of Installment Lending by 1997—the year he was recruited by Jim Ukrop.
Ukrop’s Dress Express was spun off from Ukrop’s Supermarket in 1998 to focus on designing, manufacturing, and marketing uniforms to supermarkets and other businesses. Among its clients today Ukrop’s Dress Express counts more than 50 food store chains—and more Top 75 supermarkets than any other uniform vendor—in addition to other major corporations, with over 1,000 uniform apparel and promotional product accounts across the country.
John is married to his high school sweetheart, Sheri, and they have two sports-minded teenage sons, Tyler and Drew. Tyler recently signed a scholarship offer to play baseball for UVA next year. John is an active spectator and coach for his son’s baseball teams, and is involved with his church and Noah’s Children, the area’s only palliative and hospice care program solely for children.
How do you define success?
Lifting others to achieve more—which, in turn, lifts the business to new levels.
In your opinion, what are the most important characteristics of a good leader?
A good leader leads by example, has passion and courage to act, has vision and sees around the corner, and is fair and consistent.
What is your biggest challenge as a CEO?
Tactically, the ability to manage the risk of world source production in an overseas climate that seems to be in constant turmoil and upheaval. Strategically, preventing complacency within your organization once you have achieved some levels of success.
Three words that describe me as a CEO are…
Driven, passionate, prepared.
Something surprising about my job is…
There’s a creative sense of style in what could be a “boring” uniform industry.
Best Virginia business dinner
Boar’s Head Inn
Recently read
The Last Lecture, by Randy Pausch and Jeffrey Zaslow
You’re hosting a dinner party for three famous people – current or historical. Who would they be and why?
Thomas Jefferson—he drafted the principles that laid the foundation of our country, and was an amazing statesman and visionary (and he designed a pretty awesome University in his hometown).
Walt Disney—he was the greatest creative genius ever, and it all started with a mouse.
Cal Ripken, Jr.—he is the total definition of persistence, drive, and hard work to achieve amazing success.
What is the best business advice you’ve received?
“The harder you work, the luckier you get,” from Jim Ukrop.
What motivates you?
Building teams to facilitate the achievement of sustainable success.
What makes your company unique?
We design and manufacture very good, custom uniform apparel products, and we provide great service to our customers—all by having a remarkable group of passionate associates driven to serve.
I can’t get through the day without…
My iPhone!
Guilty pleasure
Trips to DisneyWorld (more than I want to admit!)
Favorite websites
cnn.com, wsj.com, virginiasports.com, espn.com
Music to work by
Classic rock, like The Eagles
Volunteerism
Noah’s Children—Central Virginia’s only children’s hospice and palliative care program, Huguenot Little League (youth baseball coach),BonAirUnitedMethodistChurch
Verne, NPS, and 2 Cool Things
If you aren’t subscribed to Verne Harnish’s weekly email, do it now. He routinely shares compelling stories from fast growing companies (Gazelles), and shares the strategies, tools and tactics they use to be great.
Cool thing #1. This week’s edition discusses Net Promoter Score and a Gazelles online seminar that I plan to attend — after I hear Amy Case’s presentation “NPS Demystified” at our CEO Retreat on April 26. We have tracked our NPS for several years, but have not implemented an NPS strategy.
Cool thing #2. Larry Weinberg, the CEO of BOWA, the construction firm he highlights in this issue, is a high school classmate of mine. I haven’t seen him in thirty years, but I had the misfortune of being in his weight class in wrestling. Think muscle-bound, wrestler-tough guy vs. very skinny boy scout. Anyway, his firm BOWA is averaging an NPS of 97 in 2012, after booking a 93 for 2011. This is simply unheard of. Most companies score below 50, and the 80s are for the very few, like Apple.
By the way, NPS for the VA Council of CEOs, measured just this month, is 79. Not too shabby. But … Larry is still beating the crap out of me!
CEO Profile: Edward D. Barlow II
Born and raised in Richmond, Edward D. Barlow II is President and CEO of Atlantic Corrugated Box Co., Inc. He attended Mills Godwin High School and received his undergraduate degree in Marketing Management from Virginia Tech in 1990. As a boy, Edward spent summers and extended holidays working for the family business learning the art and science of creating quality corrugated products. After graduating from Virginia Tech, he joined the firm full time and, in 1991, began purchasing the operation from his family. In 1992, Edward succeeded his father as President and CEO of the company. Today Edward owns the business, which is located in the City of Richmond, employs 25 people, and specializes in the manufacture of corrugated packaging and display products for a wide array of industries.
What makes your company unique?
Flexibility. Our employees recognize that every business is different. We develop a true understanding of our client’s businesses, and this allows our team to provide product and service catered to their particular needs. Our philosophy is simple: Quality products and extraordinary service — every customer, every time.
In your opinion, what are the most important characteristics of a good leader?
Integrity and accountability. Integrity is the basic building block for any good leader. It allows a good leader to remain accountable for his or her actions and decisions. It promotes fairness and consistency, and encourages an individual to lead by example. Integrity is essential in maintaining trust among your employees and your clients, and supports growth and prosperity within your organization.
What’s the best business advice you’ve received?
I credit my father with offering long-lasting advice and instilling core values I use to guide the business today. My father taught me not only to only make commitments I could keep, but to have the wherewithal to deliver on those commitments with extraordinary service. He also encouraged me to run a debt-free business, which has proven to be essential in tough economic times.
I can’t get through the day without…
Exercise or some type of activity that relieves me from the daily grind.
Best Virginia business dinner
Old Original Bookbinders
Guilty pleasure
Pizza
Name 3 things that made you happy this week
A close friend of mine was recognized and honored by the Valentine Richmond History Center. Not only did it make me happy, it inspired me.
I had a great workout yesterday — then ruined it by eating a pizza from Pie in the fan. Enjoyed every moment!
Our business was awarded a significant contract this week in the tobacco/packaging industry that will have long-lasting implications for our employees and associates. We are truly blessed.
Tell us about a rewarding on-the-job experience or moment.
I recently had a client request the development of a counter top display to both structurally and graphically enhance and sell his product in a retail setting. This client had significant experience with typical packaging products used for shipping purposes, but had no history or experience with point-of-purchase displays. Despite our daily communication, the client became increasingly agitated and dissatisfied with the amount of time it took to develop each phase of the product. He showed clear signs he was losing faith in the project and in our ability to deliver on our commitment. When the finished product delivered to his facility on time, he immediately opened the units to inspect his counter top displays. He and his entire staff were so thrilled with the final product that he took the time to call and leave a message praising our team on a job well done — along with an apology for doubting our abilities. His message was articulated so well, I saved it. I know there will be an occasion when I need to rejuvenate my team, and this message will be the perfect antidote. And though his voicemail was reward enough, as it happens, we’re designing his floor display now. Icing on the cake!
What’s your biggest challenge as a CEO?
It goes without saying that tough economic times are challenging to most CEOs, myself included. Today, I consider that to be my biggest challenge. In better economic times, I become stagnant and forget to challenge myself — especially in the area of accepting or embracing change. Occasionally I face challenges in dealing with personality conflicts among employees. This is a challenge I wish I could do without entirely.
How do you define success?
Balance. Striking a healthy balance between business, family, and community affords an individual the ability to deliver his or her best. Ultimately, this will provide success in whatever it is that’s being measured.
There’s a front page story about you — what’s the headline?
I would prefer not to be on the front page, but tucked away in the business section being recognized for an achievement in business or community involvement. If I had to be on the front page, maybe it would say, “Ed sold the business and moved to Italy, even though he never learned the language.”
Daily reads
Richmond Times Dispatch
RichmondBizSense.com
Snack craving
Apples and bananas
First job
Dishwasher at L’Italia Restaurant
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