Mainebiz Special Editions

VO L . X X V I N O. V I § 2 M A R C H 2 3 , 2 0 2 0 34 2019 Joyce Galea Vice president, owner / F3 MFG What she is doing today: VP/ owner of F3 MFG, with 200 employees. Key lessons learned as a manager: • You need to surround your- self with a good team and trust in them. • Managers should listen more and hear all sides, never assume anything. • You can't avoid tough con- versations, it's part of the territory. Advice to Maine's next genera- tion of business leaders: Never stop learning. Don't be afraid to fail. Have a plan and tweak as you go, be prepared to make changes to your plan. Take the time to prioritize your day and hope you get half of what you set out to do done! What's next: To keep on growing! We are looking to expand our space and our team this year. We are proud to be manufacturing in central Maine and employ local people. Kelley Kash CEO / Maine Veterans' Homes What he is doing today: CEO of Maine Veterans' Homes, with 1,092 employees. Key lessons learned as a manager: • Set a vision and communi- cate it continuously. • Build a team and trust them. No one person can do it alone, and no one can be expert in everything. • Persevere. ere will be obstacles and detractors. Remember, it's a marathon. Advice to Maine's next generation of business leaders: Be courageous. Set high goals. Invest in people. What's next: Building the next generation of Maine Veterans' Homes. We are midway in construction of our new Augusta facility, which will open in spring 2021. e 1,398-bed small-house model facility will be the first of its kind in the state and set a new standard for long-term care delivery. Bill Mitchell Owner / GHM Insurance and PJM Property Management Co. What he is doing today: I am the owner of GHM Insurance Agency, GHM Craft Beverage, the Proper Pig Restaurant, the Elm Event Center and PJM Property Management Co. Between my various businesses I employ approximately 50 people in central Maine. Key lessons learned as a manager: • Always work hard and lead by example if you want peo- ple to work hard and follow you as a leader. • Treat people respectfully, honestly and politely and you will be treated the same way by most people. • Participatory management is very effective. By encouraging people to give input into decision making, and actually imple- menting their ideas (or at least elements of their ideas), it usu- ally results in employees being more engaged, working more closely as a team, and delivering exceptional service to each other. When employees give each other exceptional service, it naturally extends to our customers and stakeholders. Advice to Maine's next generation of business leaders: Set goals and work hard to achieve them. Stay focused and try not to bounce around between too many jobs as that can be a turn off for many employers. Build a network of Centers of Influence (commu- nity leaders you know) who want to see you succeed and routinely ask them for referrals, advice, and ideas on how best to advance your career. Be actively involved in your community and give back when- ever you can. Engage your industry associations, continue educat- ing yourself, and don't expect immediate wealth, success, or instant Joyce Galea, an owner of F3 MFG, has seen her company take off in the past year, adding 150 employees. PHOTO / TIM GREENWAY Kelley Kash has led the expansion of Maine Veterans' Homes. FILE PHOTO You can't avoid tough conversations, it's part of the territory. – Joyce Galea Build a team and trust them. – Kelley Kash

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