Ingram's May 2023

MID-SIZE COMPANIES

PROPIO LANGUAGE SERVICES The crucible in which the flexibility—and durability—of work place design is tested is a rapid-growth environment, where new tal ent must be onboarded while balancing the needs of an increasingly large and demanding client base. For Propio Language Services, where revenues more than doubled in 2021 and nearly tripled again in 2022, that means an intense focus on career development. “We pride ourselves on promoting from within, and last year, over 15 percent of our employees were promoted to new positions as a result of our rapid growth and a deliberate effort by the executive leadership to support employees’ growth,” says Tara Hill, human resources director. In addition, she notes, “Propio believes in the importance of ongoing education and professional development, providing all employees the opportunity to receive tuition reim bursement, as well as attend company-sponsored training classes.” That helps keep people on the team; getting them on the roster in the first place is achieved with what Hill calls the “best pay, benefits and perks in our industry.” Propio conducts pay reviews twice year ly to ensure employees are compensated fairly without disparities and is competitive in the market. Additionally, the pay-for-perfor mance structure ensures that top performers are rewarded for their efforts. On the benefits side, all full-time employees are eligible to choose from an assortment of affordable health insurance plans for themselves and their families (including same-sex partners), with a no out-of-pocket option and health savings or spending accounts, as permitted by policy selection. Addressing the staff’s financial well-being, the company offers both traditional and Roth IRA options, a 401(k) plan with a 100% match on the first 3 percent of employee contributions and 50 percent on the next 2 percent of pay contributed. Paid time off is based on seniority but starts—starts, mind you—with a very generous 20 days a year. On top of that is a flexible sick-bank policy, so employees don’t have to sacrifice time away from the office to care for themselves or a loved one. Flexible work arrangements allow employees to work where they feel most comfortable and productive. Furthering its goal of creating an engaging and inclusive work environment, the company hires out side consulting for its annual employee-engagement survey. “We’re incredibly proud our overall engagement score was 13 percentage points higher than the industry average,” Hill says, pointing to high marks for job satisfaction, experiences with managers, and organi zational outlook. Weekly company-wide events (breakfast, lunch, or happy hour) help keep the communication lines open, as do quar terly teambuilding events for all employees. Another social goal is to promote local minority and women-owned businesses as part of its community support. Last year, it directed more than $600,000 in work to local minority- and women-owned vendors. (Left to right): Brian Singer , CTO/CIO; Marco Assis , CEO; Joe Samoszenko , CRO; Chris Pesce , CFO; Tara Hill , Director of HR; Carson Lattimore , COO.

VERACITY CONSULTING Since its founding as a tech consulting firm in 2006, Veracity has done some impressive growing up. That’s not measured in employee counts—though it has moved out of small-company territory—and it’s not done by revenue alone. “Generally, a company’s bottom line may only refer to their finances, but for us, there’s more than revenue and profits to what we do,” says founder Angela Hurt. “We are driven to not only do right by our clients but also do right by our employees and community.” That beyond-the-bottom-line mindset, embraced by so many companies over the past generation, doesn’t mean that growth takes a back seat. Veracity, says Hurt, has begun employ

(Left to right): Jarod Osborn , VP of Finance; Amy Riedel , Director of Talent; Hillary Stamper , Director of Community Impact and Employee Experience; Angela Hurt , CEO and Founder; Craig Sizemore , Chief Operating Officer.

ing an Entrepreneurial Operations Systems model to help drive the direction of the business, and it has reshaped the executive leadership team with a few key hires. “Now,” she says, “we have set a three-year goal of increasing revenue by 100 percent and our headcount from 150 to 230.” The tools to get there include core values of flexibility, curiosity, transparency, compassion, and humility. Those help for mulate the competitive salary and benefits structure, which include a 401(k) retirement plan, multiple performance bonus programs, and referral bonuses for both employees and new clients—those are open to anyone at the company. From a culture standpoint, Hurt says, “We have regular internal communications and quarterly meet ings to keep everyone in the loop, and for those that wish to come into the office, we have a number of events, from a holiday party to fantasy football leagues and March Madness pools.” For those that wish to come into the office. Ponder that line for a second. “Since the pandemic, we have witnessed and embraced the change in how people work,” Hurt says. “That’s why we developed a hybrid work place with work-from-home days on Mondays and Fridays and the ability for our employees to come into the office or stay fully remote.” Team members are also given the flexibility to pick their kids up from school or go to an appointment without having to take PTO, with the trust that they will get their work done and keep clients happy. Doing right by others doesn’t end with processing the most recent payroll. “Why we do what we do also encompasses our com munities,” Hurt says. “We believe in using our successes to give back to the communities in which we work and live—Kansas City first and foremost—and to the causes closest to our employees’ hearts.” That begins with her own work as an active fundraiser and advocate for women and Kansas City organizations, including WIN for KC, Children’s Mercy, Women’s Employment Network, and KC Chamber’s Executive Women’s Leadership Council, among others. The firm also provides employees with a community-service day where they can give back without using valuable time off.

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May 2023

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