30 In Their Thirties — 2010 - DBusiness Magazine

When Cassie Sobelton joined the Detroit Medical Center in 2008, she was charged with expanding a corporate outreach program that at the time had a single client. “I started with Compuware Corp., and now I have 45 to 50 different businesses that represent thousands of employees,” says Sobelton, DMC’s system executive director, business development. While offering everything from wellness initiatives to training programs, Sobelton also helped streamline external communication. “With so many different practice areas, it can be difficult to navigate,” she says. “Now I serve as the liaison between private employers and the hospital system, which has streamlined our communications considerably.” She’s also reformatting the DMC Health and Wellness Center, located next to Compuware’s headquarters in downtown, to boost patronage. On her own time, Sobelton practices what she preaches. In addition to being a fitness trainer and raw food nutritionist, she is on pace to become a certified yoga instructor by year’s end. — R.J. King

Seeking to replace a drop in corporate sales at Infinity and Ovation Yacht Charters, Steve Rybicki says the company is on pace to host 210 events on the Detroit River this year, up from 120 events in 2009. After restructuring the company’s marketing plan last winter, Rybicki, vice president and general manager of the St. Clair Shores-based company, was able to boost bookings for weddings, proms, and fundraisers. “We almost doubled our business (from 2009), plus we’re drawing more people on our slower nights at the beginning of the week,” he says. With a touring season that stretches from April to October, Rybicki says he uses the winter months to fine-tune the company’s operations. “We research constantly to stay ahead of the trends, we redo our menus, and we put together new food station concepts,” he says. “In addition, our ability to dock in St. Clair Shores and downtown Detroit has helped us a great deal.” —R.J. King

Even though Willie E. Brake started out working for large companies like Ford, Chrysler, and Kmart, something was missing. A computer expert, Brake says many of his fellow employees were looking for advice on how to set up and maintain websites, as well as troubleshoot digital problems. “I started out (in 2001) doing computer repairs, and it evolved from there into sales and consulting,” says Brake, president and CEO of All About Technology Inc. in Detroit. Having served around 6,000 clients, Brake says he maintains detailed records of each customer. “The recordkeeping just boosts our efficiency, plus I use it to spot trends,” he says. A case in point: Brake noticed more customers were looking to recycle their used computers rather than discard them at a landfill. “That’s opened a new line of business where we refurbish computers and resell them,” he says.—R.J. King

If you’ve ever bought a pre-paid cell phone at a party store, or needed to replace a phone that fell into the lake, chances are you’ve encountered a Nexlink Communications product. In response to rising demand for remanufactured wireless devices from service carriers, insurance providers, and retailers, Steve Cosgrove and Jeff Messano established the Auburn Hills-based Nexlink with $300,000 in startup funding. “We’ll buy 1,000 to 30,000 phones at a time, typically all used,” Cosgrove says. “We test everything electronically, fix them if they’re broken, fully remanufacture them … and re-sell them.” All the work is done at a Nexlink facility in Minnesota. “We’re very proud to be in the United States, and we do 100 percent of our work here,” Cosgrove says. —Tom Beaman

Scott Frush has always wanted to educate others on how to handle their money — so much so, he has written five books on various investment strategies on his way to becoming a leading authority on asset allocation policy and portfolio optimization. “It’s very rewarding when someone tells me that one of my books made a difference for them,” says Frush, assistant vice president for investments and wealth management for Huntington Investment Co. in Birmingham, a subsidiary of Huntington Bank. He’s also authored three other “fun books” on trivia. He says anyone can be successful by building on his or her accomplishments. “Doors open when you have small successes; you just have to build on them,” he says. He also advises people to stay focused and dedicated. “When I was writing my books, I would come home, turn off the TV, not take phone calls … and when I was on deadline, I pretty much gave up sleep.” —John S. Schultz

“I always have been a numbers guy,” says Joe Borowicz, CFO and controller at Rave Computer Association Inc. in Sterling Heights. “In first grade, when the teacher tested us in contests using math flash cards, I never lost.” Those early math skills must have helped. Borowicz, who has an MBA from Walsh College in Troy, says the company’s revenue has increased eight times in the last two years — mostly by attracting new business in its own back yard. “We looked at Michigan, which was always just a small part of our business, and realized there were more opportunities for growth that we were missing,” he says. Rave offers customized computer solutions, mostly to military firms such as defense contractor General Dynamics. His secret to success? Borowitz says he learned a valuable lesson from a former employer: “Surprise and delight your boss and your client. Answer the question before it is asked. Anticipate problems before they become that.” —John S. Schultz

Few real estate companies enjoy a 99 percent occupancy rate, especially in the challenging retail sector. So how has Agree Realty Corp. achieved what is equivalent to a full house? “We never develop speculative real estate, and we focus on building great relationships with our tenants,” says Joey Agree, president and COO of Agree Realty in Farmington Hills. The company’s tenants include Chase, Walgreens, Dick’s Sporting Goods, and Borders. Agree joined the family company in 2005, after overseeing acquisitions and title activity at Grand Sakwa Properties Inc. in Farmington Hills. “I guess you could say I grew up on construction sites,” he says. “It taught me about the importance of teamwork and organization.” Most recently, Agree helped oversee the offering of 1.5 million shares of stock, which raised $30 million. The money was used to pay-off a line of credit. —R.J. King

Back in 2002, long before the boom in the foreclosure industry, Deanna Alfredo was working as a legal secretary — all the time knowing she wanted to do something on her own. She had a background in cooking, having run restaurants in Atlanta and Cleveland, and considered opening a catering business. But after assisting her law firm with foreclosures, and discovering that she liked the work, she soon set up her own shop. “I was at the right place at the right time,” she says. Now, eight years later, Alfredo, president of Property Maintenance Inc. in Oak Park, has led her company to become a nationally recognized leader in the preservation of foreclosed homes. “Pay attention to the details,” she says. Alfredo, one of only a few women in the industry, says it hasn’t come easy. “My mantra is always treat everyone with respect, and work as hard as you can — [even if it means putting in] long, crazy hours.” —John S. Schultz

Months before General Motors filed for bankruptcy protection in June 2009, Joseph Sgroi and a group of lawyers helped establish a rapid response team at the automaker’s Technical Center in Warren. “We wanted to create a process that was close to business as usual as it related to supply chain activity,” says Sgroi, a partner with Honigman, a large law firm in Detroit. A former long-snapper for the University of Michigan football team, Sgroi also helped transfer contracts between the old GM and the new entity — General Motors Co. “A big part of what we did was to set up a process for how supplier issues would be received by GM, who needed to respond, and what would be the feedback,” he says. Pretty heady stuff for an attorney just four years out of law school. “It was a great experience, and I give credit to GM. They were very well-organized,” says Sgroi, who was named a partner earlier this year. —R.J. King

Michelle A. Carter’s mother, Brenda Carter, not only raised two children after her husband died, but she successfully negotiated a mid-life career change to become a practicing attorney. “She’s my inspiration,” says Michelle Carter. Acting on her mom’s example, Carter earned a J.D. from Rutgers School of Law-Camden (N.J.) in 2002. After clerking in the General Equity Division of the Superior Court of New Jersey, she joined Bodman in 2005, specializing in commercial law. Carter was named a partner at the firm in January. She does pro bono work for indigent clients through the Legal Aid and Defender Association and, as past president of the Wolverine Bar Association, she conducted community seminars on foreclosure, domestic violence, and divorce issues. “My goal as an attorney is to give back — not only to serve my clients, but for those who aren’t able to hire an attorney to represent them,” Carter says. “It keeps me grounded.” —Tom Beaman

J. Patrick Howe says he likes working in the trenches. “I work where no one else wants to work,” says Howe, a partner with Carlin, Edwards, Brown & Howe in Troy. As downtown Detroit has built up its entertainment offerings in recent years, Howe and his firm have found clients among new restaurants, hotels, bars, and commercial real estate developers needing help with liquor licensing, zoning, and other legal matters. “We’ve had great success in an area most folks ignore,” he says. More development in the downtown area is expected; the Detroit Red Wings are considering building a new hockey arena, and Quicken Loans has moved close to 2,500 workers into the Compuware building, increasing the number of people spending time — and entertainment dollars — in Detroit. “Whoever you deal with, you have to know their business, learn their perspective, learn their background, and share their passion,” he says. “You have to be part of their team.” —John S. Schultz

Scott Seabolt specializes in business-to-business disputes and government enforcement cases at the law office of Foley & Lardner in Detroit. In an industry not necessarily known for innovation, he has developed budgeting tools that allow clients to better calculate the cost of litigation. “If your case has an exposure of $1 million, but it’s going to cost you $1 million to litigate, does that really make sense?” he asks. “Having an understanding up front with the client, so they can make informed decisions, is important.” In addition to his day job, Seabolt serves as interim CEO of Think Detroit PAL, which provides athletic and leadership programs for 10,000-12,000 Detroit youth each year. “Our focus is on the kids in the city of Detroit,” he says. “Whether it’s leadership, teamwork, or diversity, they can all be found in athletic endeavor.” —Tom Beaman

Even though Tawny Thieu co-owns Liquid Salon in Bloomfield Hills, she doesn’t work as a hair stylist. “I’ve worked in salons since I was in school, but it was always on the management side,” she says. After opening the salon in 2005 with her brother-in-law, Timothy Upchurch, Thieu — who also loves fashion — opened Pink Pump shoe stores in Ann Arbor, Birmingham, Bloomfield Hills, and Royal Oak. “I have a Pink Pump clothing line, so I travel quite a bit to visit the manufacturers and the vendors,” she says. “I want to be sure we offer fashionable items at affordable prices.” Next year, Thieu plans to open a Pink Pump store in Atlanta or Chicago, or both. She also plans to offer franchise opportunities. “I’m looking to be in major downtown areas because our stores have more of a boutique image,” she says. —R.J. King

Sometimes it’s better to join forces with a fervent competitor rather than continue to fight for market share. During high school, Salvatore “Sam” LaGrasso and John Wernis were running competing landscape firms. But after graduating in 1997, the pair decided to pool their talents. “We were big competitors, but I thought we could grow faster if we worked together,” says LaGrasso, president of United Lawnscape Inc. in Washington Township. “A partnership is like a marriage. The more you put into it, the better shot you have of success.” Expanding quickly into landscape construction, while preserving a maintenance division, LaGrasso says the company began to take on larger clients like Detroit Metropolitan Airport, Michigan, and various municipalities. “Our goal is to keep focusing on Michigan, but to continue to grow outside the state.” —R.J. King

Matt Friedman’s family tree is full of entrepreneurs, but everyone had to earn their position. “When my partner, Don Tanner, and I opened our first office, we had no furniture and the phone was on the floor,” says Friedman, partner of Tanner Friedman Strategic Communications in Farmington Hills. That was three years ago. Today, the company represents numerous clients, including Pfizer, Clark Hill, the Detroit Economic Club, and Goodwill Industries of Greater Detroit. “It’s very gratifying to build something from scratch, but it’s a lot of hard work,” he says. From a young age — Friedman was a disc jockey in the Bloomfield Hills school district at 11, and covered the Detroit Lions four years later — the pitchman has strived to excel in every media outlet. Whether print, radio, TV, or Web, Friedman, as they say, has played every position. “The experience of working at a young age has paid dividends again and again,” he says. —R.J. King

Josh Linkner has faced hard times since he started ePrize, a digital marketing and promotions firm in Pleasant Ridge. There was the dot-com bust in 2000, followed a year later by 9/11. Growing pains also pop up from time to time. “I see adversity as a uniting force,” says Linkner, chairman of ePrize. “There’s what I call a scrappy Detroit mentality, along with an intense work ethic. That’s what gets us through the tough times.” Founded in 1999, ePrize handles online promotions for dozens of companies, including Coca-Cola, Microsoft, Nike, AT&T, and The Gap. Working with Nike, for example, ePrize developed an online contest that offered free trips to the recent World Cup in South Africa. So what’s next? “Innovation is on fire,” Linkner says. “There’s social media, location-based media applications, augmented realities — really just a lot of potential in so many fields.” —R.J. King

Ryan LaFontaine missed only one week of work while he was receiving treatment for Hodgkin’s lymphoma in early 2008. “I’m the one everyone comes to when they have a problem,” says LaFontaine, general manager of LaFontaine Automotive Group in Highland Township. “So one of the hardest things for me was gathering everyone together to let them know what was going on with my treatment. I remember my hair was falling out (due to radiation therapy), so I had my head shaved.” Throughout the ordeal, LaFontaine continued to oversee the development of a $15-million dealership in Highland Township. The project, which opened two years ago, includes numerous energy-saving features such as a $600,000 geothermal heating and cooling system. With his cancer in full remission, LaFontaine says he has never looked back. “You have to maintain a positive attitude,” he says. “There’s nothing good that comes from negativity.” —R.J. King

Detroit’s Greektown Casino was striving to stay afloat during bankruptcy proceedings in 2008 when turnaround expert Chuck Moore entered the picture. “The first item was raising $160 million in financing to complete the construction of new gaming space and the 400-room hotel,” says Moore, a senior managing director at Conway MacKenzie Inc., a restructuring and financial advisory firm in Birmingham. After hiring Las Vegas-based The Fine Point Group to manage the casino’s day-to-day operations, Moore worked on lining up the financing. The revamping of the casino triggered a 5 percent gaming tax break, which will save the casino $18 million per year. “Given all that was going on in the global economy, we completed the financing while the casino saw its market share climb to 26 percent (from 22 percent in 2008),” Moore says. “We did receive the rollback, and I’m proud to say Greektown exited bankruptcy in mid-July.” —R.J. King

At the end of most workdays, Sean Fossee grabs a notepad and creates a list of personal improvements for the future, which he often shares with his business development teams in the Detroit and Chicago regions. “I don’t believe in complacency,” says Fossee, vice president of Residential Home Health in Madison Heights, which last year served 10,000 home care patients in Michigan. “Whether it’s work, a hobby, or golf, I’m always striving to get better.” When Fossee joined Residential Home Health in 2005, the company had 50 employees serving the tri-county metro Detroit region. Today, the company’s geographic reach spans state lines, with a combined workforce of 450 people. “Everyone here is a team player, and I think that’s what makes an average company great,” Fossee says. “You can’t assume growth will come naturally. I use my passion and enthusiasm to inspire patients, their medical teams, and our employees.” —R.J. King

It’s an exciting time for the University of Michigan, and not because The Big House has regained its bragging rights as the country’s largest football stadium. Michael Drake, director of corporate relations at the University of Michigan College of Engineering in Ann Arbor, says U-M has excelled despite the economic impact on the state. “There’s an exceptional demand for, and excitement around, the talent and technology at the university,” Drake says. Working with Boeing, Drake has helped develop a robust scholarship program that both recognizes academic achievement and establishes a connection for attracting talent into the giant aerospace company. Drake has also helped companies like Intel form deep ties with the school through research collaborations that range from health care-based applications to new computer chip architectures. “Companies are looking to U-M as a leader in talent creation, turning out more effective and better-prepared graduates, and technological innovation,” he says. —John S. Schultz

Demand for goods from developing countries, strategic attention given to the supply chain, and a reputation for efficiency has boosted TPS Logistics’ customer base 30 percent annually. Founded in 1993, the company manages $200 million in transportation dollars for a diverse range of clients. “My father started out as a truck driver and he grew three companies over the years, so I literally learned the transportation industry at the kitchen table,” says Brandon Stallard, CEO of TPS Logistics in Detroit. As a truck driver through college, Stallard started his business after coordinating inbound logistics for the former Arbor Drugs (now CVS). “Serving our customers and protecting their interests is our No. 1 priority,” Stallard says. “Whether it’s the person at the dock door or in the boardroom, we pride ourselves on humility and an expert understanding of the impact of transportation at all levels of an organization.” The company offers management of all transportation modes, customs, warehousing, and related information technology. —R.J. King

Norman Yatooma often prefers to take the road less traveled. Over the last decade, the barrister has scored legal victories for franchisees across a broad spectrum of business sectors. “My greatest satisfaction comes from taking on the plight of the little guy,” says Yatooma, president of Norman Yatooma and Associates in Birmingham. When the artist Thomas Kinkade began competing with some franchisees by selling his paintings at reduced prices, Yatooma scored a nearly $3 million judgment. He’s also successfully represented franchisees of Wireless Toyz and Burger King. The latter case, where Yatooma represented franchisee Le-van Hawkins, resulted in a $30-million settlement (though Yatooma had to sue to collect his fee). A successful philanthropist, the attorney founded Yatooma’s Foundation For The Kids, which has raised more than $2.5 million since 2003 to assist children who have lost a parent and to help them cope with emotional and financial hardships. —R.J. King

Combining a passion for historic renovation and urban chic, Jon Carlson of 2mission Design and Development in Ann Arbor is breathing new life into several of Michigan’s downtown districts. Tapping federal and state tax credits that provide a return of up to 40 percent on restoration investments, Carlson and his partner, Greg Lobdell, have converted around 100,000 square feet of neglected structures into new uses, mostly restaurants and microbreweries. Renovation projects the pair owns and operates include the Blue Tractor in Traverse City, Café Habana in Ann Arbor, and Bastone in Royal Oak. “We renovate them from top to bottom with new mechanicals, electrical, everything,” Carlson says. Later this year, the company will add more artisan beers to its menus, as well as wine and spirits, all made from Michigan products. “Next year, the square footage we own will double,” Carlson predicts. “We expect sales to increase 30 to 40 percent as we grow.” —Tom Beaman *Restaurant sales

After emigrating from the former Soviet Union to metro Detroit when he was 16 years old, Daniel Milstein worked after school to help his family make ends meet. “I had 17 cents in my pocket when I arrived, and I was fortunate to get a job as a bank teller with TCF Bank (at age 19),” says Milstein, CEO of Gold Star Mortgage Financial Group in Ann Arbor. After stints with Comerica Bank and CitiMortgage, Milstein founded Gold Star in 2000. “We provide home financing [for everyone from] first-time homebuyers to celebrities,” he says. “When the global financial meltdown hit, I knew we could get through it. I’m confident I could sell sand in the desert, but (at the time) we cleaned out our balance sheet and put the pedal to the medal.” Most recently, Gold Star was listed No. 349 on the Inc. 500 list, recording 712.8 percent revenue growth from 2005-2008. Last year, the company had $19.0 million in revenue. “We never engaged in subprime lending, which got a lot of financial companies in trouble,” he says. “We also quadrupled our advertising and marketing, which proved to be a big help.” —R.J. King

Despite all that’s roiling the real estate industry, Nick Coburn has found a safe haven by providing capital for the redevelopment and acquisition of multifamily properties. “We seek out assets in core urban markets like Memphis, Tenn.; Dallas; Huntsville, Ala.; and Lexington, Ky.; and we just completed a deal in downtown Detroit,” says Coburn, managing partner of Bloomfield Capital Partners, founded in 2007 in Birmingham. Coburn says the apartment sector has held up well in recent years, as more people consider renting over acquiring and maintaining a single-family home. Still, it pays to be responsive and nimble in distressed times. “There’s a log jam of confusion in real estate these days,” he says. “Our success comes from providing a timely solution to a stressed situation.” While the company continues to focus on financing multifamily assets, it is also exploring investments in retail, office, and industrial projects. —R.J. King

For 12 years, Jason Huvaere promoted musical shows, mostly in small clubs and special venues, before landing the three-day Movement Electronic Music Festival in downtown Detroit in 2005. “That first year we took on Movement, we hosted 50,000 people,” says Huvaere, president of Paxahau Event Productions in Ferndale. For the 2010 show, held over Memorial Day weekend, 95,000 fans passed through the turnstiles at Hart Plaza. Now, in addition to serving as an ambassador of Detroit’s musical heritage and making frequent trips to Europe and South America to stay current with new and established artists, Huvaere is diversifying his client base. In the second half of September, he’ll produce Detroit Restaurant Week for the Downtown Detroit Partnership; during the event, close to 20 fine-dining restaurants will offer a three-course dinner for $27. “A big part of our success is that we have a very accomplished team,” he says. “[They’re] experts in sound, lighting, production, digital layouts, and talent programming,” —R.J. King

After 10 years as a mechanical engineer at Chrysler, George F. Wells III changed directions and opened his own retirement planning firm in 2005. “For the last five years at Chrysler, I was researching a new career,” says Wells, president of Legacy of America Inc. in Auburn Hills. “I’d been investing in the stock market since I was a (college) student, and my engineering skills actually do apply to retirement planning.” Today, Legacy has $85 million in assets under management, up from $4 million in 2006. The company serves around 150 clients. “As an engineer, you’re always looking for a solution that’s black and white,” he says. “I take the same approach with our clients. We conduct personal interviews, determine retirement goals, and then figure how to make it work within the existing tax code.” —R.J. King

While keeping a hand in the Farbman Group’s commercial real estate division, David Farbman has created an Internet venture that embraces his passion for the outdoors. “If you think of websites as real estate, our goal is to maximize the ad space and empower our clients’ brands,” says Farbman, CEO of Outside Hub Inc. in Troy. Since founding the company in late 2006, Farbman and his team have leased ad space on more than 400 websites nationwide that are geared to hunting, fishing, and other recreational activities. Offering a combined 10 million unique visitors each month, Outside Hub sells ad space to such powerhouses as Chevrolet, Arctic Cat, Versus, and Castrol. “My best advice in business is to promote a culture of authenticity and decision-making,” he says. “Lay out a clear vision, and then stay out of people’s way and let them [do the actual] execution. ” —R.J. King

Even though his advice wasn’t followed, Pete Davis says he was ready to take the call. “A client decided to hold their own job fair, and by the end of the morning they said they were about to get kicked out of the hotel (as a large crowd had formed),” recalls Davis, president and CEO of Impact Management Services, a customized staffing solutions firm in Southfield. “There really is a process for holding a job fair, and if you’re not selective enough, you’re wasting people’s time. Plus, the HR department just gets overwhelmed.” Employee-staffing firms — a leading indicator of the overall economy — are offering more positions of late. For Davis, that means more jobs in skilled and engineering trades such as machine operators, pipefitters, and electricians. “We don’t advertise a great deal; rather, we research potential employees and really look for people who are very focused on self-improvement,” he says. After a recent merger, Davis says revenue in 2010 should top $7.5 million. —R.J. King

As Comerica’s point man for the middle market, Chris Uhl maintains relationships with companies that have revenue ranging from $20 million to $200 million. “I try to help my customers grow their business and succeed in any way I can,” Uhl says. “I’m also looking to make this community more successful.” As chairman of the United Way for Southeastern Michigan’s Leadership Next program, Uhl — together with other business leaders — is creating a program to make personal finance come alive this fall for students at Detroit’s Cody High School. “I have a dedicated room that’s going to house a student-run bank branch,” he says. Uhl says his ultimate vision is for the financial literacy center to serve parents and others in the community, as well. “I really believe that we have the potential here unlike anywhere in the country for young, emerging leaders to shape this region into an extremely dynamic (area),” he says. —Tom Beaman