Worcester Business Journal

14 Worcester Business Journal | November 7, 2016 | wbjournal.com F O C U S I N N O V A T I V E W O R K P L A C E S PLANNING YOUR EXIT: FEATURED PRESENTERS Terence is the Boston office partner for ROCG, specializing in business exit and value growth planning to small and medium-sized family-owned enterprises Getting ready for a sale or transition out of your business is a critical step. Join this expert panel of business transaction specialists and learn the critical success factors and landmines that can disrupt the process. You'll get actionable advice on: • Increasing Business Value: How not to leave money on the table. • Buyer Multiples: current trends and what is driving them. • Buyer Financing: making your company more financeable • Private Equity Investors: What they look for and how they evaluate and execute potential investments. • Exit Planning Basics: Your roadmap for executing a successful transition Terence Shepherd, CM&AA, CPA, MST Partner and founding member, ROCG Consultants Stuart Mathews President, Metapoint Partners Metapoint Partners is a private investment firm that acquires and grows small to medium-sized manufacturing companies. As president Stuart serves on the boards of directors of Metapoint's portfolio companies. Space is Limited, register today. $20 pre-register, $25 at the door. To register online visit rocgboston.com in the Upcoming Seminars section, or call/email Jenn Moore at 508-757-3311 (x1235), jenn.moore@rocg.com REGISTER TODAY! WEDNESDAY, NOVEMBER 16TH Double Tree Hotel, 5400 Computer Drive, Westborough MA 7:30 - 8:00AM Registration 8:00 - 9:15AM Seminar 9:15 - 9:30AM Q&A session Critical Success Factors in Maximizing Value. Joseph oversees the bank's portfolio of business lending up to $3 million and the SBA small business loan program, which is ranked #1 in New England. Joseph B. Bator Sr. VP & Director of Business Banking, Eastern Bank Michael Vann President, The Vann Group Michael serves as a trusted advisor to the owners of growth oriented, privately held small/ mid-size business in a variety of industries and helps owners scale their companies and position for a successful exit. A SEMINAR FOR BUSINESS OWNERS AND SENIOR EXECUTIVES Innovative culture more important than modern workspaces Businesses are increasingly trying to cater their office spaces for their workers' enjoyment with fewer cubicle walls for greater collaboration, more glass to allow natural light to flow in, and playful spaces like Ping Pong tables and beverage stations for coffee and alcohol. When polled, though, WBJ readers said these amenities were less important than the type of culture a company creates. F L A S H P O L L What makes for the best office environment? The more people can collaborate and play together the better our work will be. 13% "I work in a small office with no windows and re- circulated air. The building was only a temporary one, which has been here now for more than 20 years." COMMENTS: "No one size fits all. The appropriate environment for an advertising agency, may not be the same as that for tax accountants!" A place where I can get my work done free of distractions. 25% "I felt so strongly about this that I formed my own company and now work from home!" Natural light and collaboration are good but I draw the line at ping-pong and alcohol. The space doesn't matter as much as a culture of appreciation and collaboration. 49% become more office space for the grow- ing Wormtown, but the rest was still available as of press time – though Branca said there has been interest. In Worcester, potential tenants like it when an effort is made to preserve the historical integrity of a building, but with a modern twist, Branca said. "People like historic buildings, provid- ed that you have all the modern ameni- ties in them, like data wiring, energy efficiency, motion sensitive lighting, good finish work, and that you preserve as much of the historic or industrial character as you can," he said. Fueling creativity The historical factor was in play for Christine Tieri, who last year moved her Sturbridge marketing firm across town and rebranded it as Idea Agency. The firm, which has 12 employees, previous- ly operated out of a refurbished antique shop, which was beautiful, but kind of small and closed off – not ideal for a creative place like a marketing agency. "In our very first building [in Worcester], we had a half-court bas- ketball court and a diner, and people loved that – it really felt like there was a lot of energy," she said. "We missed our roots of having a wide open col- laborative space." The new space, which is in a post- and-beam structure at Sturbridge's Collection at Wight Farm, gives them just that, Tieri said. Tieri, who designed the space herself, said she wanted something that would encourage cre- ativity and collaboration among employees and with clients. Idea has an open office layout, big tables, chalk boards on the wall – where people can scribble down ideas as they pop into their heads – and secluded lounge areas for when people need a little bit more peace and quiet. There's a high-rise table with stools – like something you might see at Starbucks – where people can post up for the day and work, and a bar area where people can grab a cup of coffee or a glass of wine. Encouraging employee interaction The beer fridge is a fixture at The Davis Cos., as a way for employees to reward themselves after a particularly tough week, said Patrick Davis. "When it's Friday, and the week's winding down, it's time to celebrate what we did this week. Folks certainly earn that time," he said. Davis moved to its current space five years ago, but renovated it last year. The management team designed the office it in a way that would encourage collaboration. The office has screens that display real-time data of the company's perfor- mance, through an in-house program called Revolution, as well as the perfor- mance of individuals. This not only motivates people, but also makes them aware of the hard work their friends and colleagues are putting in, said 13% "We've tried it every which way. Turns out, it's best to let people focus on one thing at a time, instead of multitask. Allow time for slacking and set deadlines." Continued from Page 13

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