Hartford Business Journal

BC10 Hartford Business Journal • June 9, 2014 www.HartfordBusiness.com Business Champions 2014 winner: overall winner employee ownership creates competitive edge for BL Companies By Karen Sackowitz H igh-performing companies often have employees who take ownership of their job, but it's not always easy to get that kind of worker buy-in. Meriden's BL Companies has found a way to do it effectively. Founded in 1986, BL is a professional services firm that provides integrated architecture, engineering, environ- mental and related services to public and private clients for land development, building design, and infrastructure proj- ects. In 2011, they made the move to become something truly unique: 100 percent employee-owned. "We've truly embraced what employee ownership can mean," said President and CEO Carolyn Stanworth. "The dif- ference is that if someone were at the top of the organization and it was their money, they may not always make decisions based on the interest of the employees. Because we are team- focused, we are able to incorporate those interests, including retirement benefits for our employees." Such a business model, Stanworth said, gives employees more reason to stay with the company long term and poten- tially develop into managers and leaders. It also shows that leadership cares about its employees. BL Companies has offices in 13 communities through- out seven states. Despite their tremendous growth, Heather Halotek, the firm's marketing and communications director, said some people still don't know what types of projects they are involved in. "Then we mention some, such as the revamped rest stops along the Merritt and Route 95, and they understand," she says. "We were also involved with the Whole Foods project in Brook- lyn for years; we were so happy to see it come to fruition." In addition to an impressive body of work, Stanworth says her company's strength lies within a common culture of con- tinuous improvement. "We focus on integrity, excellence, employee ownership, relationship building, and agility," Stanworth says. "Agility is especially important, because every day is different, and every client is different." BL Companies also puts a strong emphasis on leadership training. All employee-owners are offered the opportunity to participate in "Foundations," a two-day workshop focused on leadership development and communication skills. Monthly meetings then follow to keep the conversation going. "The leadership development program isn't just words. The company gives us tools so that we can be a better busi- ness," says Halotek. "We all drive toward that common goal." To further strengthen the cohesiveness of the employee- owner group, the company practices transparency in com- munications, encouraging dialog on all levels. "In 2009 and 2010 it was a challenging time economically and we had to explain to everyone what was going on," says Stanworth. "We had to be clear — if we do A, B, C, we can pull out of this. And we did." To guide their company, employee-owners attend quar- terly employee meetings. The company also uses employee- member committees to address companywide issues. Direct involvement in corporate decisions is not only empowering, Stanworth says, it's also good business. "One of our committees was formed to research and choose the best healthcare plan for the company. By learn- ing about the options, those committee members were then able to educate the rest of the company on how to best utilize the insurance," she says. "In the long run, this controls costs, which in turn benefits everyone." Pulling together as a team helps BL Companies when unex- pected obstacles pop up, like last winter when snow and ice required them to shut down offices more than once. "As a professional services company, we take a hit when the offices close; we lose billable hours," Stanworth says. "But as employee-owners, we anticipate these situations and are sure to set up so that we are able to work at home to keep things running." Once the offices reopened, support continued for those who had not yet had power restored to their homes. "We opened the offices and the cafeteria to the families, gave them access to computers, and kept firewood stacked in the parking lot for people to bring home," Stanworth says. "People with power would make meals and bring them home for their co-workers who were without. We even had a few portable generators that we were moving from house to house as everyone got back online." Stanworth says that everyone at BL Cos. understands depending on each other in any situation, professional or personal, will mean continued success for all. "We know that everything we do directly impacts our busi- ness. We care about each other as people and as employee- owners," she said. ★ at a gLanCe BL Companies inc. Address: 355 Research Parkway, Meriden Web: www.blcompanies.com Leadership: Carolyn Stanworth, president & CEO Work: An employee-owned integrated architecture, engineering, and environmental services firm to public and private clients for land development, building design, and infrastructure projects. Year founded: 1986 BL Companies CEO Carolyn Stanworth (middle, above photo) said the firm's employee-owned business model helps attract talented workers, like the ones shown in various photos below and to the right. The company, which has consulted on many high-profile projects like the Storrs Center development on UConn's campus (shown above, right) also focuses on community service. Employees (right) provide lunch bags to 'r kids Family Center.

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