At MetroHealth, being named a NorthCoast 99 Top Employer isn’t just an honor—it’s a testament to the culture we’ve built. A culture where innovation thrives, connections are meaningful, and every team member is empowered to serve with heart.
Here, passion fuels purpose. And when we care for one another, we elevate the care we provide—transforming lives and strengthening our community, every single day. Be Seen. Be Heard. Be Well.
I WAS IN 7TH GRADE PLAYING CATCH in my school gym when my softball coach came up to me and told me that he wanted me to be the team’s pitcher.
At just 12 years old, I had zero experience and absolutely no idea how to pitch. But my coach saw something in me that I hadn’t yet seen in myself: the potential to lead.
The best workplaces aren’t built overnight. They’re coached, cultivated, and carefully shaped over time.
After countless hours pitching to my dad in the backyard, I finally learned how to do the simplest yet hardest thing: get the ball over the plate. With the help of my dad and coaches, along with plenty of time, care, and belief, I slowly built the skills and confidence I needed. It didn’t happen all at once, but through their support and steady encouragement, I grew into a pitcher who not only had a winning season but also learned that others often believe in you long before you believe in yourself.
That experience taught me an early lesson about leadership and potential — a lesson that still holds true today, both in workplaces and on the ball field.
The best workplaces aren’t built overnight. They’re coached, cultivated, and carefully shaped over time. They bring together individuals from all walks of life and provide employees with the tools and confidence they need to excel in their roles.
That’s exactly what this year’s NorthCoast 99 winners are doing. They recognize the value in every team member and invest intentionally in the people who help them succeed. These organizations understand that the real MVPs aren’t just the current top performers — they’re the ones with potential, the rising stars, and the people who shine brighter when given the right support.
We chose “MVP” or “Most Valuable workPlaces” as this year’s theme to spotlight what truly sets these winning workplaces apart. They coach, they develop, and most importantly, they recognize and celebrate the people who drive their mission forward.
That commitment to potential shows up in the data, too. Nearly all winners provide leadership and professional development, and 94% offer one-on-one coaching to help employees grow into their next role. And when it comes to recognition, it’s about more than just work anniversaries. These organizations celebrate everything from degrees and certifications to weddings, retirements, and even the accomplishments of employees’ kids and pets. It’s clear: in these workplaces, people are seen, supported, and set up to thrive.
To the 2025 NorthCoast 99 winners: thank you for leading by example, for championing your teams, and for showing the Northeast Ohio region (and beyond) what’s possible when organizations put their people first.
KELLY KEEFE PRESIDENT & CEO, ERC — EMPLOYERS RESOURCE COUNCIL
As a team that works every day to hear the voices and tell the stories of our community, we know that success does not always come easy. The 3News team salutes all of the outstanding organizations recognized as winners of The NorthCoast 99 awards. Your Voice. Your Stories.
ERC PARTNERS WITH LEADERS to solve real workplace challenges, from pay to employee relations and everything in between. Through trusted HR support, custom training, and compensation expertise, we deliver practical solutions that drive results. As the founder of NorthCoast 99, we’re proud to celebrate and support top talent across Northeast Ohio. PRESENTED BY
ny successful organization knows its people are the cornerstone of its success. Having the right people in the right positions is key to fostering a company culture where everyone can be an MVP.
But to attract top talent, companies need to be competitive — and that means much more than just attractive wages. Work-life balance, a commitment to continuous learning opportunities, and employee engagement all are critical to creating a workplace where team members are not just showing up, but excited to be there.
All of the NorthCoast 99 winning organizations, like successful sports teams, share common traits such as shared goals, diverse talent, and strong leadership that focuses on growth and development.
And while all team members contribute, standout individuals — those “All Star” MVPs — often receive greater investment and opportunities due to their consistent high performance. That’s because winning organizations understand the importance of recognizing and nurturing both current top performers and those with the potential to excel. These
individuals are the driving force behind continued growth and success, and recognizing their contributions motivates and empowers them to keep innovating, growing, and rallying behind their teams.
This year’s NorthCoast 99 include two Platinum Award winners and two Legacy Award winners who are celebrating their 20th and 10th years on the list, respectively. You’ll also hear from companies that exemplify best practices in employee well-being; talent attraction, acquisition and on boarding; and more, as well as insight from this year’s six firsttime winners.
These organizations are playing to win. They’re fully committed to going the distance — doing whatever it takes to keep team members supported, engaged, and ready to grow — because in the end, a driven and empowered roster is what turns a good company into a champion organization.
10 MEET THE WINNERS
15 SPECIAL CATEGORY AWARDS
Winners’ stories of unique practices in total rewards, organizational strategy, policies and benefits and more.
26 AWARDS OF EXCELLENCE
Stories of workplace success from winning organizations based on size or industry type.
40 FIRST-TIME WINNERS
Meet employees from the six organizations that won NorthCoast 99 for the first time this year.
This year’s 10-time NorthCoast 99 winners highlight the importance of recognizing and empowering their MVPs.
This year’s 20-time NorthCoast 99 winners showcase the qualities of a great workplace.
Strategies and best practices of the NorthCoast 99, as well as data about the region’s top performers.
CONSTRUCTION; INFORMATION; REAL ESTATE & RENTAL & LEASING; EDUCATION SERVICES
UTILITES; WHOLESALE TRADE; ARTS, ENTERTAINMENT, & RECREATION
TRANSPORTATION & WAREHOUSING; MANAGEMENT OF COMPANIES & ENTERPRISES; ADMINISTRATIVE & SUPPORT & WASTE MANAGEMENT & REMEDIATION SERVICES; ACCOMMODATION & FOOD SERVICES
are honored to receive our 15th Northcoast 99 Award for our dedication to being a great Northeast Ohio workplace for top talent while creating an accessible venue for all.
In 2024, we launched our first ever Disability Awareness Celebration at Progressive Field, which is now the only ballpark in Major League Baseball with ADA seating at field level. At the Guardians, we believe baseball is for everyone and that true inclusion is about sustained, intentional action.
These winning workplaces recognize and celebrate the people who drive their mission forward.
FIRST-TIME WINNERS
Alterra
CCL Design
First Federal Lakewood
MACH3 Machining
NOPEC
Universal Oil
2-TIME WINNERS
Boyd Watterson Asset Management, LLC
Brennan Industries
C2P Enterprises LLC
GNCO, Inc.
Huntsman Corporation
NSL Analytical Services
Riddell
Saint Ignatius High School
3-TIME WINNERS
Alloy Engineering
DRB
Great Lakes Cheese
Humanetics Group
JL Smith Holistic Wealth Management
OhioGuidestone
Redmond Waltz Electric
Redwood Apartment Neighborhoods
4-TIME WINNERS
Good Place Holdings Metallus Inc.
NPL Home Medical
OneDigital
5-TIME WINNERS
BoxCast
Fleet Response
GBX Group LLC
Good Nature Organic Lawn Care
6-TIME WINNERS
Ahola HR Solutions & Payroll
ChoiceLocal
Jergens, Inc.
Westfield Bank
7-TIME WINNERS
Amsdell Companies
Corrigan Krause CPAs and Consultants
NRI
R.E. Warner & Associates, Inc.
Verantis Corporation VividFront
8-TIME WINNERS
Airgas USA, LLC - North Division BSC
Asurint
Bettcher Industries, Inc.
MarshBerry
Vitamix
Wayne Homes
9-TIME WINNERS
CrossCountry Mortgage
Greater Cleveland Food Bank
Northeast Ohio Regional Sewer District
The Commercial & Savings Bank
10-TIME WINNERS
Fire-Dex
Turner Construction Company
11-TIME WINNERS
Avient Corporation
Bialosky
FIT Technologies
FrontLine Service
S.D. Myers
The Anderson-DuBose Company
Willory
12-TIME WINNERS
Akron-Canton Regional
Foodbank
Equity Trust Company
VA Northeast Ohio
Healthcare System
Western Reserve Hospital
13-TIME WINNERS
AMS
Embrace Pet Insurance
14-TIME WINNERS
Centric Consulting
Direct Recruiters, Inc., a Starfish Partners Company
National Interstate Insurance Company
ThenDesign Architecture (TDA)
15-TIME WINNERS
Barnes Wendling CPAs
CBIZ, Inc.
Cleveland Guardians
Lorain County
Community College
Oatey Co.
State Industrial Products
Swagelok Company
16-TIME WINNERS
Jennings
Park Place Technologies
Pease Bell CPAs
PROUDLY NAMED ONE OF NORTHEAST OHIO’S BEST PLACES TO WORK FOR 22 CONSECUTIVE YEARS
17-TIME WINNERS
Gardiner
18-TIME WINNERS
Ciuni & Panichi, Inc.
Majestic Steel USA, Inc.
MRI Software
19-TIME WINNERS
Cleveland Metroparks
Cuyahoga Community College
20-TIME WINNERS
Cleveland Clinic
Foundation Software
21-TIME WINNERS
Citrin Cooperman KPMG
The MetroHealth System
The Reserves Network
Vocon
22-TIME WINNERS
Flexjet
Summa Health
The Schroer Group
23-TIME WINNER
Benesch
25-TIME WINNER
Avery Dennison
26-TIME WINNERS
Federal Reserve Bank of Cleveland
The Garland Company
“Great workplaces don’t happen by accident. These companies are doing the work.”
KELLY KEEFE PRESIDENT, ERC
EARNING THE TITLE of NorthCoast 99 winner is no easy task. The NorthCoast 99 isn’t just a list of great places to work — it’s a look at the Northeast Ohio organizations that are excelling in providing environments in which top performers can flourish. Each of the winners you’ll read about in these pages participated in a rigorous application process to help us find the best of the best in our 22-county region. To be eligible, all organizations must have a local workforce of at least 15 full-time equivalent employees and have had a Northeast Ohio presence (headquarters, satellite office, distribution center, etc.) for a minimum of three years. Here’s how we do it:
ERC partners with leaders to create workplaces where people and organizations thrive.
From fractional HR support and compensation consulting to training, engagement surveys, and beyond, we bring the insight and hands-on expertise that today’s workplaces demand. As the founder of NorthCoast 99, we’re proud to help employers not just attract top talent, but also build cultures that keep them. Learn more at yourERC.com.
To apply, organizations were required to complete an application that asked for detailed information about how their organization addresses top-performer attraction, engagement and retention in six distinct areas. These areas included: Organizational Strategy, Policies & Benefits; Talent Attraction, Acquisition & Onboarding; Employee Well-Being; Employee Engagement & Talent Development; Total Rewards; and Inclusion.
NEW-HIRE SURVEY
At least three newly hired employees from each company — totaling 710 respondents from all applicants — completed a survey on the effectiveness of the employer’s recruiting, selection and onboarding process.
TOP-PERFORMER SURVEY
Surveys were also distributed to at least 50% (or 200 total, whichever was smaller) of each organization’s top performers, defined as employees who earned an aboveaverage rating on their most recent performance review. This year, we collected 5,248 employee responses from applicants regarding what they value most in a workplace and how their employer meets their needs.
STORIES BY RUTH CORRADI BEACH
These four companies exhibit best practices for creating great workplaces, earning them special awards in the categories of talent attraction, acquisition & onboarding; employee well-being; employee engagement & talent development; and total rewards.
Cuyahoga Community College goes the extra mile to ensure every new employee is up to speed.
Cuyahoga Community College’s impressive method for attracting, acquiring, and onboarding new talent often starts with a request.
“Occasionally, our hiring managers will reach out to tell us they’re not satisfied with the candidate pool and ask us if there is anything more we can do,” says Ami Hollis, Tri-C’s Vice President, People, Culture and Talent Development.
One such request came in attracting candidates to the Police Academy, Fire Academy, and Commercial Driver’s License (CDL) instructor positions. Part of the issue
was reaching potential candidates, many of whom are already working in their field and are not on job boards.
As a result of brainstorming meetings, hiring managers created business cards to hand out at job fairs, community events, and industry site visits. These cards included a QR code that led directly to Tri-C’s jobs website.
The team also implemented radio spots to reach drivers.
“We definitely have increased our candidate pool as a result,” Hollis reports.
The next step, acquisition, involves making sure candidates are on board with Tri-C’s goals. “Throughout the interview process, you want to make sure that every new hire, whether they’re teaching in a lab or supporting operations behind the scenes, understands that they have a direct impact on the student experience,” she says.
After hiring the right person for the
position, the focus shifts to onboarding. Employees move on to the new hire group orientation. In response to employee feedback, the orientation was centralized to the Jerry Sue Thornton Center, which is easy to find and has ample parking, as well as IT in the building to address any computer issues.
After orientation, mindful onboarding continues during the first week, when managers work through a new-hire checklist, including assigning a mentor, scheduling the employee to meet department-mates, and a campus tour. “For most employees, the onboarding goes the entire first year with periodic trainings. We follow up and ask if they are having any challenges,” says Hollis.
Throughout the process, every employee has access to the Recruitment Radar, a quarterly electronic newsletter focused on the talent acquisition process, including the employee referral program. This program invites employees themselves to become recruiters — and handsomely rewards them for it. Employees who refer
a candidate who is ultimately hired are eligible for a $2,500 stipend, half paid at six months of the candidate’s employment and the remaining amount at 18 months.
It’s all about being mindful that these are people’s jobs and careers, Hollis says, in addition to it being a place of learning for students. “We have a shared understanding that students and the community are at the heart of our mission and everything we do. That means we don’t just fill positions, but we’re intentional about bringing in people who are aligned with our values and committed to student success.” — RCB
Tri-C, Ohio’s first community college, offers high-quality, affordable education, including credit, noncredit, and certificate programs. It’s a great place to work because, beginning even before day one, each new hire is treated as critical to the organization’s mission.
100% of NorthCoast 99 winners offer technology set-up and tours/introductions during onboarding.
The Schroer Group elevates its team by financially supporting the well-being of every player.
In 2024, The Schroer Group’s focus on employee well-being paid off immeasurably when, thanks to an insurance premium discount incentive, at least three employees learned of lifethreatening conditions.
Chief Human Resource Officer Cindy Gensamer explains the incentive: “The first step is biometric screening,” she says. This includes a blood panel. “The second step is they select from one of 27 preventative activity options.” These options range from getting a flu vaccine to joining a sports league.
Every employee who completes these two steps (personal information is anonymous) receives $55 off their health insurance premiums per paycheck, totaling $1,320 a year.
One employee’s biometric screening indicated coronary heart disease. Another discovered her health issues were due to Type 1 diabetes. A third chose a mammogram as her preventive activity. Gensamer recalls, “She didn’t want a mammogram, but she thought, ‘well I’m of the age and it’s on the list, so I guess I’ll do it.’ She found out she had bilateral breast
CINDY GENSAMER
cancer. She had no symptoms whatsoever. She said she would not have done it if it weren’t for that incentive.” Gensamer adds that these stories were shared by the employees themselves to spread the word about the importance of health screenings.
The extra $1,320 the Schroer Group kicked in to each person’s health insurance
premium led to priceless results, and Gensamer says it’s indicative of the value the company places on its employees.
“We care about our employees and want to use company funds to incentivize their health and well-being. That’s the foremost reason [for the insurance premium discount incentive]. All the other reasons just fall into place after that.”
Mental health is critical, too, and the Schroer Group enhanced its wellness offerings by partnering with ComPsych. Every employee — and their family members — have access to 24/7 psychological counseling via phone. It’s part of the Employee Assistance Program (EAP). “It’s not just for psychological counseling,” Gensamer notes. “They can have legal sessions with an attorney. They can get financial advice, advice about their children, taking care of their parents, and Spanish speakers are available — it’s an all-inclusive program.” It is also completely anonymous.
Add a fully outfitted gym available 24/7 at the home office, and it’s clear why The
Schroer Group gets such high marks for employee well-being.
In 2024, about 70% of employees participated in the wellness initiative, but the company is aiming even higher.
“We will keep trying to edge up [the cash incentive] as budget will let us, [with the goal of enrolling] 100% of our employees in our wellness program,” Gensamer says.
As for the employees who are not yet enrolled — “we’re in a campaign to reach out to that 30% personally,” Gensamer says. — RCB
The Schroer Group, parent to five outcome-based companies, delivers quality services across health care, foodservice, and purchasing industries within the community. It’s a great place to work because when it comes to the importance of employee health, management puts its money where its mouth is.
84% of NorthCoast 99 winners established a regular practice of checking in with employees on their mental health.
Centric Consulting ensures a deep bench by offering every employee the requisite training.
Centric Consulting’s vision of employee engagement and talent development is broader than most. It includes cultivating a learning culture and adaptable workforce by way of skill development, then connecting that learning to individual performance and overall company growth. It’s known as the LTD Mission, which stands for eLearning and Talent Development.
Liz Bixby, Centric’s National Learning Solutions Manager, explains, “We looked at our holistic learning strategy, and we wanted to show that it’s integrated. It’s not
just learning and development, it’s about talent, too.”
The company’s LTD vision comprises several parts; streamlining learning events to optimize resources, providing clarity around upskilling, reskilling, and crossskilling, and promoting employee-tomanager career development conversations based on each team member’s personal strategic plan (PSP).
Centric chose LinkedIn Learning as its learning platform (LP) to streamline the learning process and optimize resources.
Employees can choose from thousands of courses, and LinkedIn’s algorithms will use global data and job skills listings to guide individuals on their career learning path. “There’s a huge amount of resources [on LinkedIn Learning] and, in addition, we run quite a few live courses,” Bixby notes. Within just a few months of launch, Centric had set a record for use with LinkedIn Learning.
It can be overwhelming for an employee who wants to pivot roles or responsibility within Centric (or any company) to know where to start, and that’s where clarity around upskilling, reskilling, and crossskilling is so important. LinkedIn Learning’s algorithm comes in handy for that, because employees who want to pivot to, say, product management can enter that information and find out exactly what skills they need to develop — and how to do so — to get there.
Rounding out the LTD initiative, employees at Centric Consulting have a PSP to help guide their talent development with specific professional goals in mind. Kindra Helm, Partner, explains, “Everybody has a feedback manager and coach to discuss career development, and then we put together a PSP for what that development looks like. Everything from educational offerings to projects that will give exposure to the types of work the employee wants to do — internal work and internal projects like shadowing — to gain exposure to different areas. [The PSP] is a pretty
detailed plan of the competencies that need to be developed in order to get to that next level.”
Bixby summarizes the reasoning behind the company’s LTD rebranding this way. “At the core of it is what works for our learners, what supports them, so they can say, ‘OK, my client loves what I just did, and I learned it because I got time with this manager or took that course on LinkedIn Learning’ or fill in the blank. It’s pretty cool to see that come to life with our client delivery.” — RCB
Centric Consulting is an international management consulting firm that has combined the benefits of deep experience, flexibility, and cost efficiency to solve its clients’ toughest problems. It’s a great place to work because its LTD initiative gathers personalized advice and opportunities to help employees advance their careers.
95% of NorthCoast 99 winners delivered, paid for or reimbursed employees for participating in managerial or supervisory training classes.
Employees’ total rewards add up to a package that can’t be
National Interstate Insurance Company takes a holistic view of employee rewards, focusing on overall wellbeing. “It’s important that we care not just about employees’ financial wellbeing but also their mental well-being and their physical well-being,” says Julie McGraw, Senior Vice President and Chief Financial Officer. “All year we concentrate on these three dimensions to support our employees’ growth.”
Financial well-being for employees includes a 410(k) and bonuses for passing certain tests and accreditations that are encouraged in the insurance field. But, National Interstate Insurance Company goes a step farther in defining the financial element of its total rewards. The company offers inhouse classes about topics ranging from confident investing to retirement planning.
During monthly all-employee meetings, the company president addresses financial results and employee engagement opportunities. Because the company offers an employee profit-sharing and a
variable bonus program based on profit, this transparency is especially important.
“We want people to have a career, not just a job, and in order to do that, you have to give employees the tools to help them own their career,” explains McGraw. “Managers meet with their direct reports bimonthly for check-in — anything the employee wants to talk about, like
career progression, skill development, mentorship, or just to ask questions.”
As for the mental well-being elements, the Employee Assistance Program includes 10 mental health therapy sessions annually per situation, available to employees and their family members. During Mental Health Week, activities are organized around topics like awareness, solidarity, and suicide prevention. New parents — by birth, adoption, or foster placement — get up to six weeks of paid time off through the company’s paid parental leave policy.
National Interstate addresses employees’ physical well-being in a similarly deliberate way. The company offers flu shots and health screenings, as well as wellness events like food demonstrations in the cafeteria and a walking challenge. To bring things full circle, employees learn about the financial opportunities their health savings accounts offer.
The clear, three-dimension approach to employees’ total rewards is indicative
of the overall culture of the company, McGraw notes. “I’ve worked at a lot of different companies, and they talk [about] compensation, not total rewards. I had never even heard that until I got here, and that was 20 years ago,” she says.
“Throughout the organization, you will find people who care about each other — good, kind, genuine people. That’s why we are so focused on the overall package. We need to make sure we are fostering an environment that lets employees continue to be strong, grow, support each other, and be happy. We have no greater asset than our people.” — RCB
60%
National Interstate Insurance Company offers innovative, tailored insurance solutions with expert service, financial strength, and trusted protection for commercial transportation clients in all 50 states. It’s a great place to work because its threedimension total rewards initiative provides a truly holistic approach to employee well-being.
of this year’s NorthCoast 99 winners provided a Total Rewards Statement to all employees.
Our Airgas North Division Business Support Center team in Independence, OH is constantly striving for a better way to get the job done: a better way to build, serve, produce, care, collaborate, innovate. Every day, your determination inspires us to think bigger, work harder, and better understand the unique challenges you face. It’s all about helping you find innovative and sustainable solutions that drive your growth and success — and supporting your commitment to being the best you can be. Congratulations to our Independence team for achieving their 8th NorthCoast99 win and to all of our fellow honorees!
800.909.8058 | info@airgas.com
STORIES BY JILL SELL
More than volunteer opportunities, the foodbank can provide meaningful employment.
Don’t be surprised if you are interviewing for a position at the Akron-Canton Regional Foodbank and the nonprofit’s President and CEO, Dan Flowers, barely glances at your resume in front of him. Flowers primarily leaves the job applicant’s work history “in the competent hands of the HR person.” What he is looking for is not always apparent on paper.
“I want to hire people who really are focused on long-term relationships with their family, friends, and the organizations they belong to,” says Flowers, who has held his position of leadership since 2003. “These are the kinds of things that are indicative of a person’s character.”
Flowers’ goal has always been to “create an environment where people who have a fanatical commitment to do really quality work” become part of the recipe for success.
“These people become storehouses of knowledge. That continuity is especially important in an organization like ours and creates stability. For example, our fundraising hinges on our relationships. You don’t benefit from constant turnaround in any business, but certainly not in the nonprofit sector,” says Flowers, whose organization serves Carroll, Holmes, Medina, Portage, Stark, Summit, Tuscarawas, and Wayne counties. According to the foodbank (formed in 1982), about 207,590, or one in seven individuals in its service area, may struggle with hunger.
At the beginning of Flowers’ tenure, the Akron-Canton Regional Foodbank had 19 employees. Everyone had to be “scrappy, innovative, and work hard” to fulfill the organization’s mission to serve those in need and to deal with an expanding impact, says Flowers. But it also needed to recognize and value its employees (and volunteers) to thrive.
LOCATION: Akron
WHAT THE ORGANIZATION
DOES: The foodbank provides food and other essential items to hungerrelief partners and food to people through food pantries and other delivery systems in eight Northeast Ohio counties.
WHY IT’S A GREAT PLACE TO WORK: Those who want a career in the nonprofit sector will find opportunities here.
Today the foodbank employs about 100 people. Flowers is pleased that his team and advisors have managed finances in such a way “to make sustainable investments in our people and our benefits.” He counts good health insurance, competitive compensation, and job stability as draws for employee loyalty.
“You can create a platform through compensation and benefits, but it’s really about helping people in their character journey. That’s the real form of a company’s culture,” says Flowers, who has devoted 30 years to the food banking sector and who was named the 2025 John van Hengel Fellow by Feeding America. This lifetime achievement award is the highest award in food banking in the country and recognizes an individual’s commitment to fighting hunger and serving communities in need.
“I’m 55. I still have time to continue our work at the foodbank. But I’m also starting to look at and encourage the next generation,” says Flowers. “If I were going to use a sports analogy, I think I’d almost prefer to be a cheerleader instead of a coach. Some people need coaching in a certain way. But I’d rather use the example of a cheerleader as a model of optimism and commitment.” — JS
FIT Technologies embraces change and flexibility to thrive and help others grow.
In the sports world, we all know that a huddle is a brief meeting of teammates in a tight circle to figure out the next play, get instructions from a quarterback or team captain, or to pump up motivation.
At FIT Technologies, daily huddles are also an important part of the company’s strategy and operations.
“We really value company feedback. As part of our interactions, we have daily opportunities that range from our huddles to quarterly conversations,” says Michelle Tomallo, FIT’s Co-founder and Chief People Officer. “Our teams get together in daily huddles for updates, and everyone gets the opportunity to talk with their lead or supervisor about what is going well and what’s not going well, and what we might do to fix it.”
A virtual suggestion box also allows employees to provide feedback 24/7. As
a result of the instant opportunity, things such as the company’s time-off policies and onboarding procedures have been improved and adapted.
The name of the company itself suggests another athletic tie-in. In order to thrive in today’s work world, especially IT, Tomallo believes a company or organization has to be healthy and capable of handling new challenges. In other words, it has to be FIT. She also says the name of her company (which is celebrating 25 years in business) reflects its impressive abilities to custom fit technological innovations and services to client needs.
FIT and its 160 staff members serve a wide range of clients, including those in K-12 education, health care, nonprofits, and professional services.
Tomallo says FIT’s team members are “caring, energized, and eager to help each
LOCATION: Cleveland WHAT THE ORGANIZATION DOES: The managed services provider acts as a technology department for small to mid-size companies.
WHY IT’S A GREAT PLACE TO WORK: Employees learn from and support each other in an environment that encourages feedback.
other and train each other.” The business became 100% employee-owned in 2018.
“We are a learning organization, an adaptive organization,” she adds. “We adapt, whether it is to innovate around a technology solution for a client or to evolve company policies to support our employees.”
That flexibility and adaptive quality are particularly helpful in regions like Greater Cleveland as well as any market where there are workforce needs.
Tomallo, and other top leaders in Northeast Ohio, ask, “How do we align the talent to the jobs we have available in the region?” She calls on the area’s employers to offer more internships, apprenticeships, and other opportunities to get Clevelanders into meaningful work. Like many organizations in the region, these are top of mind for everyone.
Tomallo is proud that just five years ago, FIT was presented with a NorthCoast 99 Award of Excellence for a small-size organization/company. “We moved up in that time to a mid-size company,” she says. “That says a lot for our hard work and the quality of our employees.” — JS
Aligned goals and a collaborative environment keep motivation high at MRI Software.
Some days, it can get pretty lively at MRI Software’s global headquarters in Solon. “One of our special traditions from a cultural standpoint is when all our employees come together in the center of our building. The reason can be a townhall or a celebration of a big accomplishment for a client,” says Susan Avelluto, MRI Software’s Chief People Officer. “We feel it’s important to bring our team together to celebrate accomplishments, and coming together is a really special element of our culture.”
“We all feel it in our heads and hearts that together we are this company, that together we can make things happen for our clients.” Together, we are MRI.
MRI Software has about 550 employees in Greater Cleveland and almost 5,000 worldwide. “We are a values- and performance-driven culture. Every single person in the company has a set of goals, and all our goals ladder up to the CEO of
our company. Our performance orientation and aligned set of goals allow us to stay motivated and successful.”
Over the past three years, MRI Software, founded in 1971, has almost doubled in size. With its comprehensive and flexible technology platform and connectivity, the company serves the needs of the global commercial and residential real estate markets.
Although MRI Software has experienced recent growth, every employee is invited and encouraged to feel a sense of belonging. Shared community volunteer opportunities help foster that sense of belonging. Employees can participate in a plethora of culture-based events aimed at reinforcing that sense of belonging, participate in community volunteer opportunities, or donate to the companywide MRI Software Foundation that focuses on homelessness and education.
LOCATION: Solon (global headquarters)
DOES: MRI Software provides innovative real estate software applications and hosted solutions.
WHY
Goal-oriented individuals who value an inclusive and celebratory culture will thrive here.
Work-life balance is also encouraged. MRI Software (particularly in Cleveland) is a hybrid work environment, asking employees to work in the office three days a week. But employees can choose which days. Also, employees can take advantage of flexible PTO and may take only a few hours off instead of an entire day if desired.
In addition, the company offers good compensation and wellness benefits, including mental health coverage — not to mention a new cafe in Solon that focuses on healthy choices and access to a variety of cuisines.
“Cleveland will always be important to us. It is where our hearts are, where we started, and where our headquarters is,” Avelluto says. “There are also many amazing members of our team here in our Cleveland office.”
Continuing to develop the culture and grow and develop talent is central to MRI’s success. “This year, our companywide theme is “Believe” — believe in each other and believe in the work we do for our clients,” says Avelluto. “In order to believe, our employees need to feel like they belong. We will never be finished pursuing that goal, and working at it together is what makes our culture thrive.” — JS
Even through transitions, core values remain strong at Jennings.
In addition to being the President and CEO of Jennings, Allison Q. Salopeck serves as the unofficial but highly qualified resident historian for the nonprofit organization. Founded in 1942 by a small order, the Sisters of the Holy Spirit, Jennings continues to nurture the body, mind, and spirit of adults over 55 in Northeast Ohio.
“Having intimately known those sisters and having worked with them, it’s very nice to continue that legacy by storytelling. I don’t think there is a substitute for that,” says Salopeck, who has been in her current leadership position since 2014 and with the organization for 33 years.
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Today, Jennings offers comprehensive, continuum care that includes adult day services, assisted living, hospice, home care, independent living, respite care, and shortterm skilled nursing and rehabilitation. Smallhouse living, long-term care, staycation suites, community programs, and lifelong learning opportunities also fall under the Jennings umbrella. A Catholic nonprofit, Jennings welcomes residents, patients, and employees of all faiths.
“Everything we do as an employer is rooted in Catholic social teachings. We have a moral obligation to be an employer that respects the dignity of work, and to pay people a fair and just wage,” explains Salopeck, noting the teachings of the gospel parable about workers in the fields/ vineyards. “All of that is deeply rooted in how we treat our employees.”
That traditional commitment still stands even in modern times.
“Our employees always felt they were called to do this work. They knew it was meaningful — a way to contribute to society and get
fulfillment,” says Salopeck. “That is still the core reason why most people work here. But now it’s not enough to just say, ‘You’ll get so much out of working here.’ We must remain competitive with wages and benefits.”
Jennings offers employees worklife programs that support career advancement, tuition reimbursement, numerous staff recognition events and activities, top-notch training for new staff, continuing staff education, and more.
One of Jennings’ core values is “the discovery of potential.” But that is not a goal just for residents and patients — it includes staff, too. Recently, an employer resources network was formed by Jennings and other like-minded employers to increase the help offered to employees who may be facing financial, legal, or other issues.
“These problems do not touch a huge percentage of our staff, but for those affected, it makes a tremendous difference in getting help,” Salopeck notes.
Jennings also places importance on ensuring employees find their niche within
the organization. “You need to put the right players in the right places,” says Salopeck. “The understanding of individual players by the coaches (supervisors and leaders) is what makes everyone successful in their part of the game.”
It is a winning strategy.
“We are now caring for second generations of families and people,” Salopeck says. “One of the most satisfying things is knowing that they thought enough of us to care for their parents and so are now willing to put themselves in the same place.” — JS
LOCATION: Brecksville, Chardon, Garfield Heights, Maple Heights, and Shaker Heights
WHAT THE ORGANIZATION DOES: Jennings provides residences and services to adults 55 and over in Northeast Ohio.
WHY IT’S A GREAT PLACE TO WORK: Jennings offers personally meaningful work and competitive workplace advantages.
Equity Trust Company fills “an interesting little niche” in the world of financial services, according to Pam Vincek, the company’s Chief People and Human Resources Officer.
“We are all about taking your retirement accounts and allowing you to invest in whatever you want. If you want to take that IRA and invest in gold or real estate, we’ll
do all the administrative work and help facilitate the transactions for you. We are not your typical financial service. We don’t hold people’s money,” explains Vincek, who has been in her position since August 2024.
That’s not all that’s different about Equity Trust Company, which boasts $70 billion in assets under custody and administration.
“Despite the fact that we have grown, we still have that small company feel,” says Vincek, noting that many things the company does make a huge difference for employee morale and company success.
For example, Equity Trust Company shows authentic concern for its employees’ wellbeing above providing competitive health insurance and benefits. The company continues to operate its popular onsite fitness center, an amenity that many other employers eliminated after COVID-19. Lunchtime classes, including yoga and strength training, bring employees together from different departments. That fosters relationships and collaboration, resulting in a more united workforce, Vincek believes.
Also, a health care concierge service is available to assist employees with questions about medical bills or finding the best doctors for their needs. And for employees who feel heart health for all is imperative, Equity Trust Company gives those individuals a way to share their support. CEO George Sullivan is a member of the board of directors for the American Heart Association of Greater Cleveland, and many of the company’s employees volunteer annually for the Greater Cleveland Heart Walk. Currently, their support has raised about $110,000.
While major charitable health care-related events are important to Equity Trust Company, the individual isn’t forgotten. Last year, when violent storms knocked out power to the homes of employees living in nearby communities, the company provided impacted team members with generous gift cards to replace spoiled food, ensuring safe and nutritional meals reached their families.
In addition, some employees who occasionally might be pressed for time and are tempted to skip lunch are provided a
paid Grubhub subscription so they can eat a proper lunch at their desks if so inclined. The company pays for the Calm app, too, so employees can find tranquility, lower stress, and get to sleep faster.
Equity Trust Company listens and reacts to employees in additional ways.
“Leadership has been very interested in the results of this year’s engagement survey,” says Vincek. “That has led to better communication, including newhire breakfasts once a quarter with management. When a leadership team cares about feedback, that matters.” — JS
WHAT THE ORGANIZATION DOES: It provides financial services to individual investors, financial professionals, and institutions to diversify portfolios through self-directed IRAs. WHY IT’S A GREAT PLACE TO WORK: Equity Trust Company’s encouragement of self-direction applies to its employees as well as its clients.
Cleveland Metroparks wishes to acknowledge the hard work and dedication of our employees.
Thank you for making us a NorthCoast 99 winner 19 times.
Matt McDermott, President of the Garland Company, says the organization’s employee-owned culture still benefits from advice and guidance provided years ago from its founders, and embodied through the daily actions of the current board of directors.
“Always play like you are two touchdowns behind, even if you are winning,” recites McDermott, who attributes this quote to
former CEO and current Chairman of the Board, Dave Sokol. “We do. We analyze our mistakes and try to figure out how we can get better. That mentality is something we live by. It helps us stay humble. We know things can go awry if you aren’t paying attention and if you get too confident.”
There is also consistency. The Garland Company has developed unique products and services for clients in the U.S., Canada, and the U.K., beginning more than 120 years ago. (Think coatings, adhesives, primers, membranes, metal, underlayments, etc., for the roofing and building industries.) It is a leader of change in its industry. But the Garland Company also has deep, stable roots.
“We have been in Slavic Village since 1917. We don’t put our money into fancy offices. We prefer our money goes into innovation, manufacturing, and our employee-owners,” says McDermott, who adds that sustainability and creating products with longevity that stay out of landfills as long as possible are also company goals. “It takes a special type of person to see the value of the hard work it takes to be part of an asphalt manufacturing
plant. Our employee-ownership allows for a certain entrepreneurial type of individual who wants to have a say in the business, and to be rewarded for the extra hours and extra effort they put in. They aren’t just punching a timeclock.”
There are real rewards to an Employee Stock Ownership Plan (ESOP) company, according to McDermott.
“It’s a great program that provides a unique focus for employees to benefit from their collaborations, hard work, and the growth of the organization,” says McDermott. “Everyone here has a voice.”
In addition to annual company-sponsored continuing education, the Garland Company encourages employees to pursue their own professional and personal development with company support. He gives the recent example of one young individual, an expert in logistics who took it upon himself to become certified in AI applications, who is now transitioning to the Garland Company’s AI and IT department.
“As AI becomes a bigger and bigger part
of the business landscape, this employee created a path for himself. It’s all about what inspires you,” says McDermott.
The company also provides opportunities for employees to show their responsibility to the community. Every May, a local organization is chosen to benefit from the company’s spirit week, with games, food, raffles, and more. This year, Providence House in Cleveland was selected. The crisis nursery, which helps families in need, received $80,000 from the employees’ fundraising efforts.
“It was fantastic,” says McDermott. “Every employee and board member was a part of spirit week.” — JS
LOCATION: Cleveland
WHAT THE ORGANIZATION DOES: The Garland Company provides high-performance roofing and waterproofing solutions for the commercial, industrial, and institutional markets. WHY IT’S A GREAT PLACE TO WORK: Garland has a culture of hard work, fun, and empowerment through employee ownership.
Some of the most brilliant people in the world work for NRI (Nomura Research Institute), a leading think tank and systems integration company headquartered in Tokyo, Japan. Team members have the option of being part of 12 offices around the world.
“But every single one of our team members works from home 100%. We are a remotefirst culture,” says Gina Logozar, NRI Senior Vice President, HR, who is based in Cleveland. “We have really, really smart people. We provide them with innovative
and challenging work while allowing them flexibility ... We empower our people to make a powerful impact.”
Logozar has been with several predecessors of NRI in Cleveland since 2016, before the most recent rebranding to NRI in April of this year. Some potential clients here may not realize that NRI’s local presence is backed by a $5 billion-plus global organization headquartered in Japan — the country’s toptier consulting and technology firm, serving many of Japan’s leading corporations.
Globally, NRI focuses on a client company’s transformational journey with strategizing and advising, building, and transforming through AI and intelligent data, and protecting and managing with cybersecurity and IT governance, among other tactics.
“We can compete with the biggest consulting firms. Our parent company has very strong financial stability, which is also helping us grow in America,” says Logozar.
She believes team members are attracted to and stay at NRI because of its talented people, its remote-first culture (team members have
worked from RVs and different countries, including Spain), and its current leadership. The company also has won numerous awards for its work-life balance philosophy and practices and supports its team members’ volunteer efforts. NRI recognizes credit for 32 hours, or four days a year, toward a team member’s choice of a nonprofit, charity, school, or church activity.
Company benefits and perks are generous. For example, NRI offers a $3,000 team member referral program, $2,000 a year in professional development funds, and a zero health care plan option — meaning there’s no monthly premium. But one of the most rewarding and more unusual benefits is the partnership between NRI and benefits provider Progyny. The comprehensive care program begins with preconception, includes fertility, pregnancy, adoption, and return-to-work guidance, and follows through to menopause and midlife.
“We win over a lot of team candidates with this. It is a benefit that a lot of people don’t realize they need until they go through it. They suddenly understand
that another company doesn’t offer it,” explains Logozar.
Logozar adds that providing sincere recognition for work well done by team members makes a positive difference for everyone, too.
“Also, sometimes people — in any job — have a really bad day,” she adds. I need to listen and say, ‘It’s OK. Let’s go. We’ll get through this.’ Sometimes I have to advocate for the company as well as the team members. You have to have a strong balance for that.” — JS
LOCATION: Cleveland (Tokyo: global headquarters)
WHAT THE ORGANIZATION DOES: NRI is a digital transformation consultancy, helping the world’s most impactful organizations simplify technical complexity, accelerate their transformation journeys, and achieve real, measurable business outcomes.
WHY IT’S A GREAT PLACE TO WORK: NRI believes work should be more than a job — it should be a place where you can do your best work and still be your authentic self.
KATIE MURPHY (LEFT)
DIRECTOR OF HR YEARS IN CURRENT POSITION: 2 YEARS WITH THE COMPANY: 2
BREAKING THE MOLD. “We’re an innovative, gritty startup that literally started in an entrepreneurial garage asking, ‘How do we create a cleaner planet for future generations?’” says Alterra President Jeremy DeBenedictis. “People are throwing plastics away because there’s no valuable market for it — it’s considered trash,” DeBenedictis says of packaging like wrappers and bags. “Our technology breaks materials down into what they’re originally made of — basically, oil — to create an end market.”
DOWN TO EARTH. Director of HR Katie Murphy says, “It was the mission that won me over. We’re working collectively on something that’s more important than each of us individually.” It’s about doing better for the planet. “When we interview candidates, our focus isn’t just on whether they can do the job or whether they will do the job — it’s on why they want the job,”
DeBenedictis says.
TEACH & FAIL SAFELY. “If you want your mission to live 100, 200, and 300 years into the future, you have to teach people,” DeBenedictis says. A voluntary program pairs mentors and mentees and involves structured professional development, honing technical skills or broader problem-solving strategies. DeBenedictis states, “Our people have the security and safety to innovate so we can take chances and continue improving.” — KH
LOCATION: Akron
WHAT THE ORGANIZATION DOES:
The fast-growing company converts hard-to-recycle plastics that would otherwise be discarded back into their original building blocks to produce new plastics and other products — a process it calls inficycling — to solve plastics pollution.
WHY IT’S A GREAT PLACE TO WORK:
The Alterra team is committed to a greater mission to solve plastics waste and redefine the recycling market.
BUSINESS UNIT LEADER
YEARS IN CURRENT POSITION: 2
YEARS WITH THE COMPANY: 8
HOME GROWN. CCL Design gives team members a license to problem-solve, introduce answers, and implement. Business Unit Leader George Khadige initiated a three-year internship/ employment program to grow engineering talent in-house. He reviewed what larger companies offered and worked within CCL’s resources. “We built our own,” he says of the curriculum and student recruitment, partnering with universities and trade organizations. Now, an Engineering Leadership Program is in its second year, offering three years of engineering experiences at CCL, rather than a single track that most apprenticeships provide.
MID-SIZE, BIG IMPACT. A balance of multinational backing and local roots attracts talent who want to live and work in Northeast Ohio while making a broader engineering impact. “We’re one of the largest label makers in the world with an emphasis on material science, and we have a small-organization feel that is not bureaucratic with lots of red tape,” says Khadige, noting what drew him to the opportunity.
LEVERAGE TO LEAN IN. “For every decision we make across the organization, we ask, ‘Is this the right thing for our people?’ While the work has to get done, the humanity of certain life situations comes first here, and because we are decentralized, we have the flexibility to make accommodations when they are needed.” —KH
Proud to be a NorthCoast 99 Winner. Our Extraordinary Employees Make it Possible.
LOCATION: Strongsville
WHAT THE ORGANIZATION DOES:
CCL Design is a division of a multinational manufacturer specializing in highperformance labels, printed electronics, and precision diecuts for electronics, automotive, and industrial applications.
WHY IT’S A GREAT PLACE TO WORK:
Global impact, local presence, and an environment that encourages bringing ideas to the table seeds career paths.
Twenty-two years as one of the best places to work in Northeast Ohio is no easy feat. At Summa Health, we recognize that our exceptional employees are essential to helping us achieve our goal — to help patients get the care they need, when they need it.
Join our winning team at summahealth.org/careers.
Join our team to continue growing our neighborhoods at FFL.bank/careers We’re proud to be a NorthCoast 99 Winner!
Thank you to our employees who invest their time in supporting our local communities and helping them thrive. That’s the mutual bank difference.
BOOTS-ON-THE-GROUND. The bank gives 5% of annual earnings directly to local communities. “Our people are proud to be part of a bank that’s represented in the community,” President and CEO Timothy Phillips says. And they’re bootson-the-ground with paid volunteer days, participation in events like parades, fundraisers, and educational outreach programs to promote financial literacy. “We also support organizations that fill that void,” including Habitat for Humanity and community organizations that promote vitality, such as Lakewood Alive.
A SENSE OF BELONGING. The bank provides 12 weeks of parental leave with 100% pay, counseling and mental health services, and profit-sharing bonuses for full-time employees. Resources groups formed by team members encourage involvement in areas of interest, from Pride to a Women’s Leadership Council, fostering community. “We roll out programs employees care about and let them run with it,” Phillips says.
CREATING OPPORTUNITY. Access to home ownership. Car loans. Financial security. First Federal Lakewood team members are on the front lines of providing these necessities on a daily basis. “Customers come to us because they have a pain — and our people help them work through that, offering solutions within reach.” — KH
LOCATION: Lakewood
WHAT THE ORGANIZATION DOES:
The mutual (community) bank is the largest independent depositor-owned bank in Ohio, fostering economic growth in neighborhoods.
WHY IT’S A GREAT PLACE TO WORK: A focus on helping neighbors and building community fosters an all-in effort to create financial opportunity.
OWNING IT. “We are the first and oldest ESOP in Ohio,” MACH3 Machining President and CEO Lee Watson says. “We are 100% owned by 100% of our employees. And as the business pivots, we make everything we do about the ESOP and our employees.” MACH 3 Machining’s (and its parent Alloy Engineering’s) purpose is to give team members the tools to realize much more than a paycheck. “We enable our people to fulfill their divine purpose with kindness and integrity,” Watson says. “We want our people to retire with an equal or greater standard of living,” Watson adds, relating that the employee stock ownership retirement plan is completely funded by the company. The last several years, its board authorized returning 10% of payroll to employees’ ESOP accounts.
INVESTING IN SKILL. “Our people say what they love most is that they do something different every day,” Watson says. “They’re truly craftsmen, and no matter how good the machine is, if it weren’t for their skills ... we couldn’t produce a quality product. And that’s what’s attracting highly skilled machinists.”
SAVE THE DRAMA. “Everyone has a bad day, but my favorite core value is, ‘drama-free workplace.’ We focus on the facts, we encourage, we grow, learn and stay smart. But if you are not kind and don’t operate with integrity, you will not survive here.” — KH
LOCATION:
Cuyahoga Falls
WHAT THE ORGANIZATION DOES:
WHY IT’S A GREAT PLACE TO WORK:
Skilled craftspeople seeking a growth environment that’s investing in equipment, innovation, and training with tuition reimbursement can find scalable career paths.
CHUCK KEIPER
EXECUTIVE DIRECTOR AND CEO
YEARS IN CURRENT POSITION: 14
YEARS WITH THE COMPANY: 14
SOCIAL RESPONSIBILITY. Celebrating its 25th anniversary, NOPEC is one of the country’s first fully matured energy markets and a pioneer in the state, leading deregulation and consumer choice. “We make a difference in people’s lives, and we have a social responsibility to keep energy costs low,” Executive Director and CEO Chuck Keiper says.
HUMBLE, FLEXIBLE. During a turbulent 2022 with weather spikes and global unrest triggering energy cost increases, NOPEC shifted over 500,000 electricity customers to the state’s safety net, Utility Standard Service Offer. “We knew at that time we could not provide NOPEC customers the same benefits they would get in the safety net,” Keiper says. The NOPEC team held over 120 public meetings across the state to explain the decision was in consumers’ best interest. “We walked into rooms filled with fear and some anger, and we walked out getting hugs and handshakes and thank-yous for living our core values and providing protection.” In the end, 95% of customers returned to NOPEC.
ACTIVE IN THE COMMUNITY.
a difference in the community. From building bikes for youth to pulling invasive plants in the Metroparks and helping bring back the zoo’s Wild Winter Lights, “everyone gets to throw in ideas for initiatives that benefit our members,” says Keiper.
Thank you to our dedicated faculty and staff for your commitment to student success. Together, we are changing lives.
LOCATION: Solon
WHAT THE ORGANIZATION DOES:
The nonprofit energy aggregator represents over 200 Ohio communities as a bulk purchaser of natural gas and electricity, securing lower prices for residents and small businesses.
WHY IT’S A GREAT PLACE TO WORK: Every employee’s
We believe that people are only as healthy as the communities they live in.
Anthem values and nurtures our local ties — it’s why we have been working with employers across Northeast Ohio. Together, we can improve overall health, advance equity, and strengthen communities.
NO SILOS. An ESOP (employee stock ownership plan) since 2007, Universal Oil President Austin Merk says employee stock ownership is a built-in driver for personal and professional success. “We treat everyone as an owner, and we expect them to treat the business as their own,” Merk says of the 33-person team. After three years and 1,000 hours, employees are fully vested.
AN EVEN BETTER DEAL. With 120,000 gallons of fuel on site, Universal Oil is a competitor buyer in the petrol market, so why not pass the savings to employees? They can fuel up personal vehicles on site for $0.50 less than the company’s lowest rate every month. “If barrels cost $2 at the beginning of the month and $3 mid-month, they’re getting it for $2 minus 50 cents.”
GOT YOU COVERED. Universal Oil covers 90% of health care costs, including free dental, vision, life insurance, and shortterm disability. One year, a mobile unit on site tested everyone’s hearing. Now a fixture, the company retains an attorney (no
LOCATION: Cleveland
WHAT THE ORGANIZATION DOES:
It provides fuel and lubricants to support commercial, industrial, construction, and automotive sectors. It fuels major regional infrastructural projects.
WHY IT’S A GREAT PLACE TO WORK:
Universal Oil has an ESOP-centered culture, benefits that resonate with people, and a family environment that
“We all believe in the mission to solve plastic pollution, and if we can do that, we’ll make the world a better place.”
“We want to be the employer of choice for very skilled machinists.”
Lee Watson
PRESIDENT AND CEO, MACH3 MACHINING
“Our people are confident leaders and thinkers. They are driven team players who are humble and flexible.”
Jeremy DeBenedictis
PRESIDENT, ALTERRA
“An ownership culture helped get us to where we are today. Everyone is treated as an owner, and they treat the business as their own— because it is.”
Austin Merk
PRESIDENT, UNIVERSAL OIL
“Everybody has a voice and input to share. We take the best ideas and implement those.”
George Khadige
BUSINESS UNIT LEADER, CCL DESIGN
Chuck Keiper
EXECUTIVE DIRECTOR AND CEO, NOPEC
“Our people like to be together — we celebrate our employees. And our team knows they make a really big impact on customers’ lives.”
Timothy Phillips
PRESIDENT AND CEO, FIRST FEDERAL LAKEWOOD
Leadership training and family-first policies develop all-stars at every level.
At Fire-Dex, a company that provides head-to-toe personal protective equipment for fire fighters, team members are heroes, too.
To treat them as such, the company focuses on putting its associates first, says Lauren Burke Devere, President and soonto-be CEO of Fire-Dex.
“We want their feedback on how we can make it a better place to work and also ensure that they’re well taken care of,” Burke Devere says.
To internally invest in employees and help boost their game to the next level, the company developed the LEAD program, which stands for lead, engage, and accelerate development. It fosters the growth of middle management individuals through training modules, internal and external speakers, and more.
Created two years ago, the annual program includes 15 people who meet once a quarter.
“We really want to be able to grow and promote from within, and we’re trying to nurture our employees to get to that next place in their career,” Burke Devere says. “We wanted to create different layers within the company and provide people opportunities to climb that ladder.”
Burke Devere adds that having access to the leadership team also drives the company’s culture.
“We want them to be able to bring issues or opportunities for improvement all the way up to the top and have it not get lost in translation,” Burke Devere says.
“Our mission statement is to serve those who serve. Being able to work for a company that’s truly saving people’s lives and ensuring that they’re protected on the frontline — there’s a deep value in coming to work every day.”
PRESIDENT AND SOON-TO-BE CEO
Fire-Dex also understands that its employees are only as strong as their support systems at home.
LOCATION: Medina
WHAT THE ORGANIZATION DOES: Fire-Dex is a family-owned and -operated personal protective equipment (PPE) manufacturer for firefighters. Fire-Dex’s sister company, Gear Wash, is run by Burke Devere’s sister, Taylor Burke Gilman. It is the largest independent service provider of PPE care and maintenance in the world.
WHY IT’S A GREAT PLACE TO WORK: Fire-Dex not only develops its employees but includes their families in its initiatives as well.
To include employees’ families, the company puts on events people’s spouses and children can also attend throughout the year, like a family picnic, a summer get-together, and an annual holiday party; offers a full parental leave program for both parents as well as adoptive parents; and recently revamped its health benefits to make sure employees and their families receive excellent care.
This family mentality branches out even farther as the company also boasts several sets of familial relations working within the company, including multiple generations of family members as well as spouses.
“You wouldn’t refer a family member unless it was a great place to work,” Burke Devere says. —Sarah Webb
Turner Construction Company empowers every team member to collaborate, grow, and win together.
t Turner Construction Company, the blueprint for success isn’t just in the structures it builds. It’s in the long game of employee development.
A construction firm specializing in segments including schools, airports, and stadiums, Turner Construction Company has the backing of a large company but exhibits the warmth and support of a smaller one.
“We are very inclusive, and there's unlimited opportunity,” says Taurean Spratt, Vice President and General Manager of Turner Construction Company, which has 140 salaried professional engineers and 134 hourly laborers in the Cleveland area.
Part of that inclusive culture involves an open-door policy and encouraging staff to feel like they have skin in the game early on in their careers. “We’re not afraid to reevaluate our systems and stay open and up with the current times,” Spratt says.
Staff involvement also includes an extensive training program. Because of the company’s large size nationwide, it touts a formidable database of online training, but the company goes one step farther to add the personal touch of longtime workers helping coach newer staff members.
“We make the investment to do a lot of in-person training,” Spratt says. “Our individuals always want to give back and train the younger staff, and that’s our secret sauce to continue the momentum to stay successful for the next generation.”
LOCATION: Cleveland
WHAT THE ORGANIZATION DOES: Turner Construction Company is a North America-based, international construction services company and is a leading builder in diverse market segments.
WHY IT’S A GREAT PLACE TO WORK: While the company provides the backing of a large corporation, its small company feel and connection to the local community allow employees to have the best of both worlds.
“Instead of having that top-down mentality, listen to your employees and don’t be afraid to pivot when you see opportunities for improvement. Staying in tune and getting feedback from employees is how you’re going to build a culture.”
TAUREAN SPRATT VICE PRESIDENT AND GENERAL MANAGER
Once employees join the team, they undergo a collaborative evaluation process.
“With some organizations, you only have your direct supervisor doing your evaluation, and there really are no checks and balances,” Spratt says.
Turner Construction Company hosts a calibration session where the leadership team evaluates an entire business unit. This helps ensure no one falls behind, keeping every employee on the all-star path.
“That way, if we see an outlier where somebody's not progressing, we can put in place a development plan to help that employee continue their growth,” Spratt says. “I think employees appreciate the work we put into that evaluation process to ensure that everybody is growing and progressing.” — SW
At Cleveland Clinic, every team member is a caregiver.
Our goal as leaders is to foster a culture, whether you’re an individual or part of a team, where you feel like your contributions matter.”
EXECUTIVE VICE PRESIDENT AND CHIEF CAREGIVER OFFICER AND HOLDER OF THE RICH FAMILY CHIEF CAREGIVER CHAIR
t Cleveland Clinic, there are no benchwarmers — only vital players in a shared mission. Whether behind a desk scheduling appointments or wearing scrubs in an operating room, all 83,000 global employees bear the title “caregiver.”
“It’s not just a slogan — people have such pride in being called ‘caregiver’ because they know that the work they do contributes to the mission of the organization and ultimately impacts the patient,” says Dr. Kelly Hancock, Executive Vice President and Chief Caregiver Officer at Cleveland Clinic and holder of the Rich Family Chief Caregiver Chair.
With health care’s increasing challenges, Cleveland Clinic decided to focus on the holistic well-being of its team, in part by creating the chief caregiver officer role five years ago.
“We needed an office that looks at every aspect of our caregivers through their journey so that they can be their true, best self when they come here,” Hancock says.
In that vein, Cleveland Clinic offers resources to caregivers that focus on health, safety, financials, and education.
It also offers leadership coaching through the Jack, Joseph, and Morton Mandel Global Leadership and Learning Institute and provides tuition reimbursement so caregivers can go back to school and further their career journeys.
“That’s one of the reasons we have such a high retention rate. It reflects our unwavering commitment to our caregivers and reaffirms that when we invest in our people, it makes our organization not just the best place to receive care, but really the best place to work in health care,” Hancock says.
“Once people come here, they stay here. We have a lot of longevity in the organization,” adds Hancock, who has been at the organization for 32 years. “It speaks to the type of talent we attract — likeminded individuals who have shared values such as working in a noble profession.”
For other organizations looking to replicate Cleveland Clinic’s culture, it’s important to ensure employees can speak up.
For example, in 2024, Cleveland Clinic sent out an engagement survey globally, and it
heard back from 85% of its caregivers — more than 60,000 voices.
“People trust us enough to share what’s working well and where we have opportunities to improve,” Hancock says. “It’s due to a culture where people feel they can speak up appropriately and give feedback. That feedback informs our roadmap as we move forward.” — SW
LOCATION: Cleveland
WHAT THE ORGANIZATION DOES: Cleveland Clinic is a nonprofit multispecialty academic medical center that integrates clinical and hospital care with research and education.
Cleveland Clinic regularly uses feedback from its caregivers to inform future programming, initiatives, and more.
clevelandstudios.com
Cleveland Magazine and its new division, Cleveland Studios, believe great work starts with great workplaces. That’s why we’re proud to sponsor ERC’s NorthCoast 99 awards, celebrating the companies that are redefining excellence in employee experiences across Northeast Ohio.
At Foundation Software, there’s no required uniform for personality. From the moment employees walk in the door, they’re encouraged to feel comfortable in their own skin and be their true, authentic selves, says company CEO Mike Ode.
“We don’t plaster our values and culture all over the walls — we want people to walk in here and be who they are,” Ode adds. “Our culture revolves around accepting people.”
To lend a coaching hand in helping people become their true, best selves, Foundation Software zeroes in on employee wellness.
“Our wellness is well rounded. It’s not just physical — it’s the mind and it’s the financial,” Ode says. “I have never heard of any other company that offers the type of wellness that we do. It’s a combination of all the little things.”
The “little things” include a 3,500-squarefoot gym that employees can use any time during the day, a free personal
At Foundation Software, team success starts with personal authenticity.
In any good business, the numbers will tell you what to do, but it’s the people who execute it. When you have a group of people who are happy to come to work every day, that’s when you’re going to get the results.”
MIKE ODE CEO
trainer available for sessions, lunches on Wednesday, and regular companywide raffles for Cleveland sports and Playhouse Square tickets.
The larger, more foundational development items include monthly speakers that cover a wide array of topics such as how to plan for a first child, how to save for and buy a home, and how to plan for retirement.
The company also offers manager training and includes an in-house education department through which employees are encouraged to take three to four hours each week of “study time.”
“They will drop their job and do their study time, and that’s what it takes for them to grow professionally as it relates to their specific job,” Ode says.
When it comes to building a strong culture, Ode recommends not forcing it.
“When you force a culture, you’re having somebody walk into a building and feel as though they need to put on a hat when
they come in that building to fit into the culture,” he says. “We try to do the complete opposite. We don’t care what hat you wear. Our culture is that we accept everybody, whether we believe the same thing or we don’t. We respect everybody, we listen to everybody, and we value what they have to say.” — SW
LOCATION: Strongsville
Foundation Software provides a job costing, payroll processing, and project management solution for construction companies.
Foundation Software fosters an inclusive culture where every teammate is encouraged to be their true self.
A WINNING TEAM ON THE FIELD, AND IN THE COMMUNITY.
Riddell, the industry leader in football helmet technology and sports protection innovation, is honored to be recognized as a NorthCoast 99 Top Employer. This award celebrates our commitment to workplace culture, recognition, and employee development. From growth opportunities to increased communication and support, we’re continuing to improve — because when our team thrives, everyone wins.
Our journey doesn’t stop here. Together we’re building a better #TeamRiddell. Explore career opportunities in North Ridgeville and beyond at Riddell.com.
ORGANIZATIONAL STRATEGY, POLICIES & BENEFITS
provide logistical information in advance of interviews
provide candidates with a designated point of contact throughout the hiring process
offer a variety of interview times to provide flexibility to interviewees
offer cross training
deliver, pay for, or reimburse employees for managerial or supervisory training classes
Attracting Developing
72% OFFER FLEX-TIME SCHEDULES
56% OFFER HYBRID WORK ARRANGEMENTS
43% ALLOW EMPLOYEES TO SWAP OUT ONE ORGANIZATIONAL PAID HOLIDAY FOR ANOTHER
29% OFFER FULLY REMOTE WORK ARRANGEMENTS
20% OFFER RESULTS ONLY WORK ENVIRONMENT (ROWE) OR A SIMILAR PHILOSOPHY TO ALL EMPLOYEES
ONBOARDING
76% PROVIDE CANDIDATES WITH BIOS OR OTHER ADDITIONAL INFORMATION ABOUT WHO IS PART OF THE INTERVIEW
59% ASK FOR CANDIDATE FEEDBACK ON THE HIRING PROCESS
49% PROVIDE A WELCOME CELEBRATION AS PART OF THE ONBOARDING PROCESS, WHILE 43% CONDUCT ASSESSMENTS AND 30% HAVE A SOCIAL GATHERING
99% HOLD COMPANY-SPONSORED EVENTS
91% PROVIDE PARKING REIMBURSEMENT AND/ OR FREE PARKING
83% OFFER CELL PHONE REIMBURSEMENT OR DISCOUNTS
67% OFFER FLEXIBLE SCHEDULES TO ALLOW FOR MENTAL HEALTH BREAKS
59% HAVE ON-SITE RECREATION (E.G., POOL TABLE, PING PONG TABLE, GAMES, ETC.)
57% PROVIDE MENTAL HEALTH LUNCH-AND-LEARNS
55% OFFER FOOD TRUCKS
29% ALLOW EMPLOYEES TO BRING CHILDREN TO WORK
96% OFFER CROSS-TRAINING
73% CONDUCTED AN ENGAGEMENT SURVEY BIANNUALLY OR ANNUALLY
70% OUTSOURCED THEIR EMPLOYEE ENGAGEMENT SURVEY
67% OFFER INTERIM ROLES
64% PROVIDE JOB ROTATION/ENRICHMENT
86% HAVE A COMPENSATION PHILOSOPHY IN PLACE
86% SHARED THEIR COMPENSATION PHILOSOPHY WITH ALL EMPLOYEES
46% HAVE A FORMAL GEOGRAPHIC PAY POLICY
98% HAVE AN ANTI-HARASSMENT POLICY IN PLACE
96% CONDUCTED AN INCUMBENT PAY ANALYSIS
86% CONDUCTED PAY AND TOTAL COMPENSATION REVIEWS
63% CONDUCTED AN ENGAGEMENT SURVEY THAT CAPTURED PERCEPTIONS OF PAY
Being at the forefront of modern medicine for over a hundred years, we take pride in every workplace award we earn throughout the country. Joining our caregiver family means you become a part of the Cleveland Clinic legacy. Your career with us will be defined by the things that matter most — an environment of trust, teamwork and respect.
See how you can learn, grow and contribute to our culture of world class care.
Cleveland Clinic is pleased to be an equal employment employer.
