Cover art: hand lettering by Fabian Debora, grunge texture, Xurzon/iStockphoto/GettyImages
Back cover, author photo: EddieRuvalcaba
Names have been changed to protect the privacy of the people mentioned in thisbook.
100% of author royalties go to support the mission of HomeboyIndustries.
ISBN: 978-0-8294-5456-7
Library of Congress Control Number:2021947920
Printed
To my father, who taught us the value of honesty and integrity, and to my mother, who always believed in us—they were truly lovingparents.
Forewordby
Gregory Boyle, SJ, founder
FOREWORD
by Gregory Boyle, SJ, founder of Homeboy Industries
IwasonaZoomcallwithagroupinDublinrecentlywhenthehostofthe meetingquotedanoldIrishsayingIhadneverheardbefore:“Itisintheshelter of each other that peoplelive.”
This saying captures the essence of HomeboyIndustries.
Ifaprisonishowsocietypracticesexclusion,thenHomeboyIndustries practicesinclusion.HomeboyIndustriesisthelargestgangintervention, rehab,andre-entryprogramintheworld.It’sbeenaroundsince1988,and manythousandsofgangmembershavefoundshelterintheplaceandeach other’shearts.HomeboyIndustriesputsforwardtheideathatweneedtobuild a system of care that offsets our over-built system ofpunishment.
OurCEOforthesemanyyears,TomVozzo,whosetextyounowhold inyourhands,providesherehis“eye-witness”accountofHomeboy’s counter-intuitivewayofproceeding.BeforejoiningHomeboy,Tomhad begunexperiencingadisconnectbetweenhisvaluesandthoseofcorporate America.HesoondiscoveredthatthereexistedtwoAmericasandthat,indeed, the poor had been forgotten by one ofthem.
forthecomplexityofthingsandhissteadfastadmirationforthepoor’s indomitablespiritgraceeachpageandunderscorethepowerofabelovedcommunityofbelonging.Systemschangewhenpeopledo,andpeoplechange when they are cherished. This is the HomeboyWay.
Tomandthehomiesreachedthetop,andtheywerethrilled.Thetenorof theirexhilarationwasbornfromacalltonotjustputonefootinfrontofthe next.Rather,theirjoyfounditsrootsinaninvitationtolooktotheskyand to find one’s harmonious strengththere.
EverymorningatHomeboy,webeginthedaywith“MorningMeeting.” Wecelebratepeople’sbirthdays,soberdates,newjobs,andchildrenbeing returnedtoourfolks.Weannouncethetattooremovalhours,givearundown ofclassesthatday,declarethebreadspecialfromthebakery,andfinally,we end with the “Thought for theDay.”
Ononeparticularday,Tomgavethe“Thought.”Hehadfinishedreading DorothyDay’sautobiography, TheLongLoneliness.Hequotedthefounderof theCatholicWorkermovement:“IlongedforachurchnearathandwhereI couldgoandliftupmysoul.”TomspokemovinglyofHomeboyastheplace wherehepalpablyfeelshissoulbeingliftedup.Hehasallowedhimselftobe reached by those on the margins, and the experience has altered hisheart.
IameternallygratefultoTomVozzoforhissingularleadershipatHomeboyIndustries.Hehasshownushishumbleexampleofhowwearemeantto receivepeoplewhoseburdensaremorethantheycanbearandwhosedignity hasbeendenied.Hehasshown,inthisbook,awayforwardandthepathfor usallto“lookup”andseeeachother.Thisbookpointsthewaytoourfoundationaljoyinchoosingtobeashelterforeachotherandtoseektolivein each other’shearts.
PROLOGUE
Afterworkingtwenty-sixyearsinthefor-profitcapitalsectorofoureconomy, andnowafternineyearsofworkingwiththepoor,forgotten,anddemonized peopleofoursociety,Iseelifemuchdifferently.IfeelasifI’veawakenedto anewunderstandingofthe“societalcontract”:therulesofhowweinteract forthebettermentofsociety.TheHomeboyWayisthe“how”ofmutuality, compassion, and kinship, leading to a bettersociety.
hashelpedthousandsofpeoplehealfromcomplextraumaandbecomecontributingmembersofoursociety.Homeboyhelpsthepeopleeveryoneelsein society has given upon.
HomeboyIndustriesisamodelprogramwithprovenresults.It’saspecial placethatoffersforgiveness,hope,and“first”chances.And,forsomanypeople,ithasbecomeasanctuary,forit’soneofthefewplacesonearthwhere God is so veryapparent.
I’vemadefriendshipsandrelationshipsthatareremarkable.I’veexperiencedmoresorrowandmorejoyinthesepastfewyearsthaninmywholelife beforethat.IknowI’mbutabitplayerinthisstory,butmyroleisthatof bringing “privileged eyes” to themessage.
IviewmyselfasareportertowhatIsawandasaneyewitnesstounderstandinghumanityinamuchdifferentway.Alongtheway,almostbyprovidence,Iwasabletoseehowbusinesscanbedonewithadifferentsetof prioritiessothateveryonebenefits:theowners,themanagement,andthose whohaveneverbeenabletosustainajobbutnowdo.Ilearnedhowtohelp the“unemployablebecomeemployable.”Iparticipatedinthedevelopment ofbusinessmodelsthatprovidenotjusteconomicimpactbutsocialimpact. DoingbusinesstheHomeboywayisthedirectionweneedtotakeourcollective efforts and is a road map to re-organize the capitalmarkets.
FrommyfirstdayatHomeboy,Ihadmyheadturnedeverywhichway astohowFatherGregandtheteamapproachthelifechallengesthehomies faced.Homeboy’sapproachtohelpingpeoplewassocountertoconventional wisdomthatitreallycausedmetodoadoubletake.Andmanytimes,Ipaused sothatIcouldlistenandlearn.Fr.Greg’sapproachwassopureinhelping peoplethatIwouldbecheeringinwardlyandthinking, Yes,that’sright. After manyyearsofaccumulatingtheseobservations,Idecidedtowritethisbook.
Mygoalistosharetheselearningswithasmanypeopleaspossibleinthehope thatsocietyatlargebecomesmoreaware,enlightened,andcompassionate.By breakingtherulesofourlong-heldassumptions,wecanfinallygettoabetter place in helping those lessfortunate.
Intoday’senvironment,wehavemassivetidalcurrentsflowingaroundthe issuesofsocialinjusticeandracialinequities.WhatIdidn’tknowatthetime, butdonow,isthatIwasfortunatetobeonthefrontlineswiththepeople involved.Thisisastoryabouthowa“corporateexecutive”typebecamenot justanonprofitCEOofahuman-servicesagencybut,moreimportant,aparticipantinthefighttobringresourcesandhelptothoseonthemarginsof oursociety.AlongthewayIlearnedthedeepstrugglesofthoselessfortunate thanmeandhowtherulesofsocietyarestackedagainstthem.Ialsowitnessed firsthandhowleadersfromthebusinesscommunity,governmentagencies,law enforcement,justicedepartments,andelectedgovernmentstaywithintheir comfortzonesandthusperpetuatesystemsthatdon’tenabletruerestorative care. I believe the Homeboy way is an antidote tothis.
IstandinaweattheresilienceoftheHomeboyclients.Theburdensthey carryandthewaytheymovetheirlivesforwardisinspiring.FromthemIhave learnedtoopenmyheartandbetouchedbytheirgentleandauthenticfriendship.HowtheyunderstandGod’sgracehasledmetoseekmyownspiritual journey—the kind of journey we all cantake.
IsometimesviewthiswritingeffortaswritingalovelettertoHomeboy. Overtheyears,Homeboyhashadalotofvisitors,andnearlyeveryonewho visitscomesawayfeelinguplifted.I’vetriedtocapturesomeofthatfeeling onthesepages,tobringtheHomeboyculturealivetothereader.It’smylife’s honortobeapartoftheHomeboycommunityandtoservehumblyalongsidemyfellowhumans.Iaskthat,asyoureadthesepages,youreadthemwith anopenheartandfresheyes.ForwhenweallbuyintotheHomeboyWay,a movement will becreated.
CHAPTER1
TYRANNY OF THE PENNIES:
FROMCORPORATEAMERICATOANEWCALLING
Theseminalmomentofmyprofessionalcareerarrivedonacoldandwet ChristmasEvein2008whilemywifeandIwerevisitingherfamilyin Philadelphia.Thenationwasamidoneofitsworstfinancialcrisesinhistory, andtheGreatRecessionwaslooming.Familieswerelosingtheirhomes,and peoplestoodhelplessastheywatchedtheirfinancialportfoliostakeanosedive. (Wenowknowthatthelosstoconsumerswouldeventuallyequatetotrillions ofdollars.)Meanwhile,WallStreetandprivateinvestorsweredoingallthey couldtopreservetheirfinancialinterestsand,byallaccounts,stillmanaging to make akilling.
revenuedroppedalmostovernightbyaboutthesamepercentageastheunemploymentraterose.We,likeotherbusinesses,wereforcedtomakedecisions as we saw the economy spiralingdownward.
ItwasthecustomofourchairmanatAramarktocallupallthebusiness unitpresidentsand“higherups”thedaybeforeChristmastochataboutthe businessandtowishusagoodholiday.Eachyear,Iknewtomakemyself availablethisday,tobearoundmydeskandreadyforhiscall.Iremember thecallonthisdaylikeitwasyesterday.Anticipatinghiscallbutneedingto preparefortheevening’scelebrations,mywifeandIheadedouttoGenuardi’s supermarkettopickupafewgroceryitemsfordinner.HecalledasIparked thecar,somywifewentintodotheshoppingwhilethechairmanandIbegan ourconversation.Hestartedbyaskinghowtheearningsresultsweregoingto playoutfortheyear.Iexplainedtheten-million-dollarmissonour$150millionprofitplan.Heimmediatelybecamemoreintense,andIwassurprisedby whatIheardnext.Hesaid,“That’snotgoodenough.Weneedtogetbackto whatourplanwas.”Hecontinued,“Weneedtocutfurtheranddoallwecan to make ournumbers.”
1.Evan Cunningham, “Great Recession, Great Recovery? Trends from the Current Population Survey,” Monthly Labor Review, Abstract, U.S. Bureau of Labor Statistics (April 2018), https://www.bls.gov/opub/mlr/2018/article/great-recession-great-recovery.htm.
Ashecontinuedtopresstheissue,Iwasthinkingthatduringthisgreat recession,tohavemissedour$150millionprofitgoalbyonly$10million wasaprettygoodoutcome.ThesetofcompaniesIwasresponsibleforwere stillgoingtomake$140millioninprofit!Forthechairman,thatwasn’tgood enough; he was very concerned about the reputation of thecompany.
Iknewthattofindthatnexttenmilliondollars,Iwouldneedtopermanentlylayoffatleast150morepeople.Wehadtocutthenexttierofemployees,peoplewhohadbeenwiththeorganizationformanyyears.Upuntilthis point,ourcompanyhadacultureoftakingcareofpeoplewhoweregood teamplayersandwhohadshownloyaltyanddedicationtothecorporation. Also,thisnextroundofcutswasgoingtogodeeperintothepoolofemployeeswhomightnotfindanotherjobsoeasily.Mymindquicklyflashedtotwo menwhoworkedinthesameofficebuildingasIdid—onewasblind,and theotherusedawheelchair.Bothmenweregood,dedicatedworkerswhosaw their work colleagues as theirfamily.
Ialsoknewthatattheendoftheday,deliveringthisresultatthecostof anothertenmilliondollarsincutswouldn’treallymakeadifferenceinthe “marketvalue”ofthecorporation.Itwouldn’tmakeadifferenceinthelivesof thecompany’sowners.Westillhadbigprofits.Itallcamedownto“bragging rights”andasenseofhonor—tobeabletokeepyourwordabouttheprofit line.Werewereallyabouttoruinmorelivesjustsowecouldprovethatwe werethemostdisciplined,pro-investmentbusinessfolksoutthere?Thateven in the middle of a great recession, we were not going to miss ournumbers? Thisdialogueremindedmeofanotherconversationwiththechairman. ShortlyafterAramarkwentpublicwithanIPO(InitialPublicOffering)in 2001,thecorporationheldaninvestorconference.Duringthisconference,we putonthe“dogandponyshow”andtoldtheWallStreetanalystshowwewere goingtoperforminthefuture,backedupwithcharts,graphs,productdemos, marketresearch,andmoreimportant,alongtrackrecordofsuccess.Atthe endoftheday,whenthedozenorsoanalystsweregettingintothecarservice (afterbeingfetedallday),oneturnedtothechairmanandoff-handedlysaid, “Istillthinkyourdividendwillbe$.39ashareandnot$.40ashare”—which meantwewouldmissourquarterlyprofitsbyafewmilliondollars.Ithought
ourchairmanwasgoingtospitinthefaceofthisyoung,nerdyanalyst.But instead,heturnedtothefewofusstandingthereandusedthephrase Ah,the tyrannyofpennies.Hecontinued,“Nowthatweareinapublicworld,decisionswillneedtobemadetomanageforthepenny,and‘headswillroll’ifwe don’thitourearningsestimate.Changeswilloccurjusttoearnbackonemore pennyashare.Thesedecisionsmightnotbegoodorhealthydecisions,but they will be made.” His words and that moment have stuck withme.
OurChristmasEvecallinfrontofGenuardi’sendedwiththechairman tellingmetogetitdone,noquestionsasked.Ihungupandsattherethinking aboutit.ThiswasmyseminalmomentasInewlyrealizedthatmyvaluesjust didn’tlineupallthewaywiththevaluesofabigcorporation.Myviewwas morelong-term.IknewthatIwantedtobuildagreatcompany,andina greatcompanyyouneedloyalanddedicatedpeople.Youneedtobecommittedtoyourpeopleingoodtimesandinbad.Youcan’tjustcutandrunon themwhentimesgetalittletough.Thiswastheworsteconomicrecessionin UnitedStateshistoryotherthantheGreatDepression,andwe,asacorporation,madeadecisionthatwasgoingtoaffectourlong-termcommitmentto ouremployees.Ifiguredtherehadtobeabetterwaytobalanceshort-term profitsagainstthetotalityoflong-termprofitswhilehavingtheemployeesof a company remain a toppriority.
Inthatmoment,Idiscoveredayearningtochangetherulesofthe“game,” toplayadifferent“game,”oneinwhichyoudidn’texclusivelyfallbackand hidebehind“maximizeshareholdervalue.”AsIwritethis,Icanseepeople rollingtheireyes,seeingmeasahypocrite,thinking,“You’rejustnowfiguring thisout?”Or,they’llseenothingwrongwithmaximizingshareholdervalue. Allfairopinions,butforme,noneoftheseopinionsmatter.Whatmattersis what I do with the knowledge I have goingforward.
businessesweredoingthesamething.SomepeoplethinkIshouldhave resignedthatevening.However,thoseweretherulesofthebusinessworld. Iaspiredtoandchosetobeinthatbusinessworld,soIwasgoingtofollow thoserules.Besides,Ialsowantedtostayontomakesurethatwhatever actionswedidtakehadmyinfluence;Ifelttheresponsibilitytoleadtheorganization through and out of therecession.
However,aseedwasplantedinmymindthatevening.Tofindabetterway todobusiness.There,backin2008,onawet,rainyChristmasEve,IknewI wantedtoworkonadifferentlong-termplanandfindawaytorunbusinesses thataresuccessfulwhilestandingwiththeiremployees.Iknewdeepdownthat myvaluesdidn’texactlysquarewiththesituationandtheexistingparadigmof corporateAmerica.Ineededtochangemylong-termplan,andtheonlyway todoitwastobeinchargeofmydestiny.Iknewthatwiththerightbusiness model,Icouldachievethisvision.Icouldperforminthemarketplaceanddo right by all theemployees.
The Making of theSix-Million-Dollar Man ($6MDM)
Igrewupinamiddle-classItalian-AmericanfamilyinNewJersey,withhardworkingandlovingparents,twobrothers,andasister.Wehadaverystable upbringingandweregivenasolidmoralfoundationandastrongsetofvalues. Sundays,afterweattendedchurch,wehadabigfamilymealtogether.During theweek,eachofuswasexpectedtogetallourchoresandhomeworkdone beforewewereallowedfreetimetospendaswewished.Iprobablywatched moreTVthanallmyothersiblingscombined.Iwasenamoredwithsci-fiand shows where the good guy nabbed the bad guy in theend.
Duringmyteens, TheSixMillionDollarMan wasoneofmyfavoriteTV shows.Forthoseofyoutooyoungtoremember,thepremisewasthis:A “valuableasset,”anastronaut,badlyinjuredinaplanecrash,wasputback togetherwiththemostsophisticatedtechnologythatsixmilliondollarscould buy.Hehadbeentransformed.Hecouldrunfaster,seebetter,lastlonger, andwasstrongerthaneveryoneelse.Aman-mademodernsuperhero.After99 episodes,LeeMajorsleftmewithanintriguingthought:canmoderntechnology really make a man better, could that really betrue?
MybrothersandIwerethefirstgenerationofmyfamilytogotocollege.I lovedmathematicsandwasmentoredbyabrilliantprofessorwhileanundergraduate.Heshowedmehowmathematicscouldbeusedinthe“realworld,” particularlyinbusiness-operationsresearch.Hisinfluenceledmetoearnan advanceddegreeinmathematicalscience/engineeringfromtheJohnsHopkinsUniversity.UpongraduationIinterviewedatvariousplacesandreceived joboffersfromawiderangeoforganizationssuchasAmericanAirlines,the National Security Agency, andRCA.
Whileajobofferfromanyoftheseorganizationswasthegoalofmypeers atthetime,Iwassuper-intriguedtostartwithasmallbusinesswhereIcould haveanimpactrightawayandbeimmersedintheentrepreneurialspirit.So, whenalittlefamily-ownedcatalogcompanyinBostoncamea-knocking,it seemedliketheobviouschoice.Mymainjobatthebeginningwastofigure outwhotomailthecatalogto,which,foramathmajor,wasbeyondgreat.I usedstatisticstoanalyzewhichmarketingtacticsyieldedthehighestresponse rateandmaderecommendations,basedonmyfindings,astowherebestto investourmarketingresources.Overthecourseofsevenyears,thecompany’s revenuegrewfrom$50millionto$350millionandwassoldforaheftyprice tothemultibillion-dollarcorporationAramark.Ifeltgoodthatmyworkhad helpedthecompanybecomealeaderintheindustryandasought-afterprize. Byallaccounts,mytimeatthisonce-small,family-ownedcompanywasa huge success, and I felt a great sense ofaccomplishment.
Interestingly,weneverreallyquestionedthepressuretoholdcostsdownto thisextreme.Weknewwewerenottheownersandthattheyhadeveryright tomakethosedecisions.Andwhenthebusinesswassold,weneversawthe ownersagain.Nottosaygoodbyeortohearfromthemathank-youformakingthebusinesssuccessful,anddefinitelynottosharethewealth.Theimpact of their legacy on morale was simplydevastating.
Itookawaythreemainlessonsfrommytimethere.First,althoughcost structureisincrediblyimportanttoachieveprofitability,itisnotrightto achieveitattheexpenseoftheworkers,particularlyasapracticeoflayoffsduringtheholidayseasontosetupthenextfiscalyear.Second,purchasingpower iscriticalforbusinessgrowth,butazero-sumgamethatcausessmallsupplierstostruggleorevengooutofbusinessisnotawinningstrategy.Last,no onebuildsasuccessfulandprofitablebusinessallbythemselves,andtheteam whohelpsmakeithappenshouldberewarded,attheveryleastwiththedignityofasincereacknowledgment.Goingforward,Iwasdeterminedtoachieve healthy company culture while growing successful and profitablecompanies.
ThesecondphaseofmycareerbeganwithacorporatemovetoLexington, Kentucky,toassumetheleadershiproleofGallsInc.,theothersmallfamily businessAramarkhadjustpurchased.Iwastoworkunderthepreviousowner forsixmonths,atwhichtimehewouldretireandIwouldofficiallytakeover. AlanBloomfieldwasaterrificbusinessman,mentor,andarealmerchant.He hadaneyeforproductsandknewwhatwouldsell.Duringmyfirstweekon thejob,hecalledmeintohisofficelateoneafternoon.Hepouredhimself atumblerfullofwhiskeyandsatbacktogivemeadvice.Hesaid,“Idon’t knowwhattheyteachyouYankeecorporateguys,buthereinKentucky,we dothingsdifferently.Werunthisplaceliketheemployeesareourchildren, andImakeallthedecisions,likeI’mtheparent.It’ssortoflikeadictatorship.” I would say that Alan was a very benevolentdictator.
Ilovetotellthefollowingstoryaboutthoseyears,asithighlightsthedifferencesbetweenthemanagementteamsofthesefirsttwofamily-ownedbusinessesIwasapartof.Duringtheelevenyearsatthefirstcompany,inBoston, wehadmanymanagementretreats.Theywereallmostlyworkandjustalittle bitoffun.Intheevenings,webondedoverthechallengesofsurvivingthe companycultureandtheroughjusticedispensedbytheownersandtalked abouthowtochangeit.Bycontrast,duringthefirstfewmonthsatGalls,I randirectreportsmeetingsduringwhichAlanwouldjustsitthereandopen themail.Ononeoccasion,ItoldtheteamIwouldliketoplanamanagement retreatandthattheyshouldcomepreparedforthenextmeetingwithideas. Alaninterruptedmeandsaid,“Let’sdothisourway—notmuchworkand mostlyhavefuntogether.”Hethenproceededtogoaroundtheroomandask each person, one-by-one, which type of hard liquor theypreferred.
Theguyssaidtheywouldhelpteachmehowtoshootaweapon.Overthe nexttwoweekstheygavemeafirearmssafetycourseandassuredmethatwe wouldnotbedrinking and shooting.Thedayfinallyarrived,andwewereoff atsunrise.Wedroveaboutanhoursouthtothehollerandpromptlystarted themeeting.Abouttwohourslater,theteam(notme)hadhadenoughofthe businessportionofthemeeting,andeverybodywentofftotheshoot.Iheld backabit,buteventuallytheygotmeovertothetargetareaandgavemea smallpistol.Thatwentfine,butthentheygavemea.357magnumwith“hot” bullets.Thatthingalmosttoremyarmoff!Thekickfromtheshotwasn’tanythingIhadexpected.Aftertheshoot,wehadfriedchickenanddrinks.What IlovedmostaboutGallswasthattheyputoneanotherfirstandbusinesssecond.AsPeterDruckerfamouslysaid,“Cultureeatsstrategyforbreakfast.”No truer words have ever beenspoken.
A Growing Career
Overthetwenty-oneyearsIwaswithAramark,fromagetwenty-eightto forty-nine,theyinvestedmorethanfivehundredthousanddollarsinmyprofessionaldevelopmentandleadershiptraining.Eachyeartheyheldanannual meetingforthecorporation’stoptwohundredleaders,wherethebest-of-class businessschoolprofessorsandotherindustryleaderswereinvitedtocomein andgivelectures.Weattendedintensiveleadershipinstitutesandhiredthe bestconsultingfirms,suchasMcKinseyandCompany,BostonConsulting Group,andBainandCompany.AsAramark’sleaders,wewerekeptabreastof the latest and most innovativeideas.
companiescouldaffordtodoso.Butthatwasjustthestart.WhenIwaspromotedtoexecutivevicepresident(wehadaCEO[chiefexecutiveofficer],a CFO[chieffinancialofficer],andfourEVPs[executivevicepresidents]forthe entirethirteen-billion-dollarorganization),theotherthreeEVPsandIwere sent to St. Louis for two days of intensive testing andevaluations.
Wewerechosenfromamong250,000otheremployeesforthisopportunity.Overthenextforty-eighthours,weindividuallymetwithaslewofpsychologistsandpsychiatristsandweregivenabatteryofteststomeasureour emotionalintelligence,IQ,andbusinessintelligence.Wewereaskedabout ourparents,ourspouses,ourchildren,ourbusinesspoints-of-view.Alltofigureoutifwewere“fit”tokeepontheladder.Astheweekendwrappedup,I wasfoundtobe“fit”andwasgivenatailoredleadershipdevelopmentplan. IalsofeltthatIhadbeentakenapartandputbacktogetheragain,justlike thesix-million-dollarman.Irecallfeeling“faster,stronger,smarter”—somehowmachine-like—Aramark’snew$6MDMapparatus.Ifeltgratefulfortheir investment and belief inme.
Atthesametime,IrealizedIwastrainedtobetheirtool,theirtop-gun pilot,theircorporatewarrior,theirdream-teamplayer.Iwasproudofmyself forhavingclimbedtothatposition.IwasalsoawarethatIwasbeingpushed intothe“game”withtheirrules—Iwasastarplayerworkingfortheowners.Fromthecorporateperspective,thesetypesofinvestmentsreallyworkout well.InmytimeatAramark,myteamandIachievedbest-in-industryresults andproducedwelloverabilliondollarsofoperatingprofitfortheshareholders(ofwhichIwasone).Wehadtherightbusinessmodel,therightproducts andservices,talentedmanagers,andinvestmentcapitaltomakeitallwork. Thereisnodoubtthattheirinvestmentinmetoleadmadeadifferenceinthe results.Itwasandstillisthesmartestwaytocreateshareholdervalue.Find high-potentialtalentandinvestinthemsotheycantransforminto$6MDM business leaders who, in turn, create $6MDM businessteams.
career.Ihadneverleftthecompanytopursueanewjob;rather,Ihadalways beenpromotedtoanewopportunityfromwithin.Iknewthatformycareer totakethenextstep,IhadtoleaveAramark.Ialsoknewinmyheartthat Ireallywasn’tsureifIwantedthatnextstepuptheladder.Todoso,I’dbe aggressivelyplayingthegameinthearenaIwasbeginningtodespise.Ifound itincrediblydifficulttothinkallthisthroughwhilefullyinvolvedinmyhighleveljob.Attheendof2010,my“goldenhandcuffs”thattheprivateequity ownershadonmewerecomingoff,andIknewthiswasthetimeforatransition. But towhat?
IwasnotgoingtobepromotedagainatAramark,forthechairman/CEO hadbeenthereformorethantwenty-fiveyearsandwasnotgoinganywhere anytimesoon.ThedecisiontoleaveAramarkwasdifficult.Ifeltaresponsibilitytomyteamandtoallouremployees.Ihadafierceloyaltytothecompanythathadchosenmeandhadinvestedsomuchinmydevelopment.At times,doubtcreptinasIpassedupotherhigh-leveljoboffers.I’daskmyself ifIsimplylackedthat“killercorporategene,”orwasImerelyintheprocess oftranscendingallthatIhadbeentaught,movingtowardahighercalling?A place where the mission was both business andpeople?
Beforesayingyestothevolunteergig,IaskedifIcouldhaveameeting withsomeofthepeopleinvolvedinrunningHomeboy’sbusinesses.Isawthis asawaytolearntheextentoftheproblemsaswellasawaytofigureoutif Icouldreallymakeadifference.Apersonalfactorincommittingtoaformal rolewasthecommute.Ihadjustcomeoffsevenyearsofeitherhavingalong drivetotheofficeorbeingontheroadtwoweeksamonthallaroundthe country.Iwaswornoutandinnowaywantedtosignupforanothersixty-to ninety-minutecommuteonaregularbasis.Thatfirstmeetingwiththebusinessplayersmademehesitate,forwhatIsawandheardwasalotofinfighting, noapparentappreciationofthebusinessskillsetsneeded,alackofvisionasto wherethebusinesseswereheaded,andpeoplegivingoffvibesthattheydidn’t needhelp.Infact,IcalledViktortotalkmoreaboutitandtosharemyconcerns.Hewaspersistentandgavemetimetothinkaboutit.IaskedifIcould meetwithFatherGregbeforemakingafinaldecision.FatherGregBoylewas the Jesuit priest at the helm of HomeboyIndustries.
IhadbeentoHomeboyonlythreetimes,andIwastostartworkingthere threedaysperweek.Onmyfirstdayofwork,Ihadquiteabitoftrepidation. IhadneverworkedataplacewhereIwasaminority.Ididn’tspeakSpanishandhaveaterribleearforlanguages.Iwasmuch,mucholderthaneveryoneelse—exceptFatherGreg—andfiguredthatIdidn’thavealotincommon withthesefolks.AsIwillexplainlater,thosewereallmyperceptions,myconcernsalone.WhatIwoulddiscoveristhattheHomeboycommunityisvery welcoming.Nearlyeverybody,traineesandstaff,wereopenandlookingfor help.Thebusinessmanagers,ontheotherhand,wereadifferentstory—more on thatlater.
Toputthisincontext:in2010,twoyearsbeforeIstartedasavolunteer, Homeboywasonthevergeoffinancialfailure.Itwasrunninga$2million annualdeficitthatwasgrowingrapidlyyear-over-year.Ithadjustinvested $11.3millionintoitsfacilitieswithlittlemorethan$2millionayearinbusinessrevenue.2 Homeboywasonthebrinkofclosingitsdoorsandbegan massivelayoffs.Atthetime,itemployed350+homiesinitseighteen-month trainingprogramandservedmorethaneightthousandhomiesperyearwith wraparoundservices,suchastattooremoval,legalaid,andpsychologicalservices.Homeboywasthelargestgang-interventionandrehabilitationprogram in the United States, and the cost of its looming failure would behuge.
2.Douglas McGray, “House Of Second Chances,” Fast Company (April 16, 2012). Retrieved from https://www.fastcompany.com/1826868/house-second-chances.
LosAngelesMayorAntonioVillaraigosawasinterviewedatthetimeona localtalk-radioshow,KPCC(89.3),wherehesharedthathewas“saddened” and“concerned”thatHomeboyhadtolayoff330ofits427employees becauseofafive-million-dollarshortfall.3 Atthetimethemayor’sofficehad anannualbudgetof$26millionforgangreductionandyouthdevelopment programs.AlthoughHomeboyhadthemostsuccessfultrackrecordinthe nation,itsbailoutcamefromprivatedonorsandfoundations,notlocalgovernment—a frustration that continues to thisday.
The Next Step of Faith
Attheendof2012,Homeboywasfindingitselfinthesametrouble:this eleven-million-dollarnonprofitorganizationhadanoperatinglossofthree milliondollars.ItwasmyassessmentthatHomeboyhadunparalleledsuccess, almostmagicalsuccess,inhelpingitshomiestransformtheirlives.Thatwas undisputable.TheopportunitythatbecameobviouswasthatIcouldinvest mytimedevelopingthemanagementteam’sbusinessandleadershipskillsso thattheyandtheorganizationcouldstabilizetoimplementFatherGreg’s visionandmeettheboard’sgoaltodouble,triple,evenquadruplethenumber of homies they might be able to help year-over-yearworldwide.
MynextleapoffaithwasashiftfrombeingavolunteerguywhowashelpingoutinthebusinessestobecomingitsChiefExecutiveOfficer.Istartedas avolunteerinOctoberof2012.Duringthattime,theorganizationwasgoing throughsomefinancialturmoil,andtheBoardofDirectorswantedFather Gregtomakesomechangesandtalkedaboutchanginghimout.Canyou imagineHomeboyIndustrieswithoutFatherGregBoyle?Thisisasignof howbadthesituationhadbecome.Theboardfeltpressuretodosomething andwastoofarremovedfromunderstandinghowtheorganizationworked; sotheywenttowarda“defcon5”action.FortunatelyforHomeboy,Gayle Northropwasaroundasaboard-sponsoredconsultant,andshesawthatthe 3.Dennis Romero, “Mayor Villaraigosa ‘Saddened’ By Anti-Gang Group Homeboy Industries’ Financial Woes,” LA Weekly (May 14, 2010). Retrieved fromwww.laweekly.com/ mayor-villaraigosa-saddened-by-anti-gang-group-homeboy-industries-financial-woes/.
pathforwardwasnottoremoveFatherGregBoylefromtheorganizationbut to blend professional management into the staff to stabilize theorganization.
Withoutmyknowing,GaylesuggestedtoGregthatperhapsitwouldbea goodideatoaskmetocomeonastemporary,part-timeCEO.Theydesignatedthepositionaspart-timebecausetheyknewIwasonlydoingpart-time workinthebusinessesandthatfitmydesiredlifestyle.So,inearlyDecember, GregaskedmetocometohisofficeandofferedmethepositionasCEO.He diditinhisusualno-pressureway,saying“comejointhecommunity,”“we needyou,”“you’vebeengoodforus,”alwaysinahumbleandcharmingsort ofway.IwashonoredtobeaskedandGaylehadgivenmesomesensethat thismightoccur.So,afterafewquestionsofFatherGreg,thatmostlyhadto dowithwhetherhewantedthistohappenorifhewasmerelydoingthisat thebehestoftheboard,Igavetheofferseriousconsideration.Whileit’strue theboardwantedthis,IalsoheardthedesireinGreg’svoice;incertainways hewastiredofdealingwithday-to-dayissuesandthepressuresofrunninga sizable nonprofit. I then asked him to give me some time to think aboutit.
SohereIwasinlate2012,feelingasifeverythinginmywholelifehad ledmetothismoment.TheskillsIhaddevelopedovermytwenty-five-year businesscareerandalltheinvestmenttomakemeintothe$6MDMwereall fortheroleIamintoday:tohelpandeventuallyleadoneofthemostimportantorganizationsfromfinancialinstabilityintoabrightfuture,to“bakemore breadsowecanhiremorehomies.”Todevelophomiesintosuccessfulleaders who will run Homeboy long into thefuture.
thattheotherprofessionalsGreghasdependedoneitherwerenotgoodatthe job,neverreallyunderstoodthemission,orthoughttheyknewbetterthan Greg—andleteveryoneknowaboutit.Intheend,theorganizationrejected thesefolksandhencewerecircumspectaboutanotherguycominginforthe same result and yet they knew it wasneeded.
TalkingtomywifeaboutjoiningHomeboywasabitmorechallenging. Afteratwenty-six-yearcorporateexecutivecareer,Ihadcommittedtonot workingfulltimeagainandtravelingquiteasmuch.HereIwasnow,thinking aboutsigningupforafull-timegigandtakingonthepressuresofrunning anotherorganization.Ontopofthat,shehadnotyetvisitedHomeboy,soshe reallydidn’tunderstandtheprogramandthedrawithadforme.Asalways, mostoftheseconcernsweremyownprojection.Shefullysupportedmydecisionandhadnoticedinthefewshortmonthsofmyvolunteertimehow excited and motivated I was to be atHomeboy.
WhilevolunteeringatHomeboyforafewdaysaweek,Iwasalsopursuing anothergoalinaprivateequityfirm.Thiswouldhavemeantabiginvestment andresponsibilityasaboardmember.Eventually,Ifoundmyselfinaposition whereIhadtomakeachoice...Makealotofmoneyformyselforbecome CEO ofHomeboy.
IfItookonthisroleofrunninganonprofitorganization,Iwasconcerned abouthowthebusinessworldwouldviewme,soImadesomecalls,talked toprofessionalrecruiters,etc.Mostpeopleconfirmedmysuspicions.IfItook thisjob,withinayear’stime,I’dbeunhireablesomewhereelse.Bigbusiness would think I was out oftouch.
Didfaithplayapartinmydecision?Ibelieveso.Itwasfaith,notinthe spiritualsense,butthefaithintakingastepinadirectionthatfeltliketaking astepinthedark,butfeelingcomfortedthatitwouldbeokay.Logicdidn’t leadmetobeingatHomeboy.Acertainfaithdid.Forthefirsttimeinmy professional life, I acted onfaith.
It’suncomfortablerelinquishingyourselftofaith.Youarenotincontrol andyetyouneedtohaveanopenheartandmind.Youneedtopushbeyonda lifetimeofefforttostayincontrolandincharge.Writer,teacher,andspiritual leader Richard Rohr talks about this kind of faith in thisway:
Notknowingoruncertaintyisakindofdarknessthatmanypeoplefind unbearable.Thosewhodemandcertitudeoutoflifewillinsistoniteven ifitdoesn’tfitthefacts.Logicandtruthhavenothingtodowithit.Ifyou requirecertitude,youwillsurroundyourselfwithyourownconclusionsand dismissorignoreanyevidencetothecontrary....Theverymeaningof faithstandsinstarkcontrasttothismindset.Wehavetoliveinexquisite, terriblehumilitybeforereality.Inthisspace,Godgivesusaspiritofquestioning,adesireforunderstanding.Insomewaysitislikelearningto“see inthedark.”Wecan’tbecertainofwhat’sinfrontofus,butwithsometime and patience, our eyes adjust, and we can make the next right move.4
saidpolitely,“Ihopeso.”ButdeepdownIdidn’tthinkso,"WhatcanIlearn fromHomeboy?Who’sgoingtoteachme,the$6MDMwho’sbeeninvolved insomanyotherbusinessesofscale?"Hectorgavemethatknowingnodback, knowingthatwhileIsaidyes,Ireallydidn’tbelieveit,andheknewIdidn’t believe it, but he also knew it to betrue.
ACKNOWLEDGMENTS
DorothyDaysaid,“Sowkindnessandyouwillreapkindness—sowloveand youwillreaplove.”ThiseffortofwritingaboutHomeboycouldnothavebeen accomplishedwithoutthemanypeoplewhohavesowedkindnessandlovein methroughoutmylife.Ithankyouall.ParticularlyIthankFatherGregand thehomiesforallowingmetobepartofthecommunityandwhohavetaught me somuch.
Thiswritingeffortcouldnothavebeenaccomplishedwithoutmyfriend JodieMasters-Gonzales,whospentcountlesshourswithme,shapingtheconceptsandthenarrativeofthisstory.Herpassionandsteadfastnessinseeking to illuminate the lessons of Homeboy wereincomparable.
IthankthegoodfolksatLoyolaPresswhotookachanceonafirst-time writerandworkedtomakethebookandmessagebetter.VinitaWright’sedits andinsightfulsuggestionsbeliedadeepknowledgeoftheissuesHomeboy faced, which was very instrumental to bringing the storytogether.
IwanttothankthemanyHomeboyboardmembers(currentandprevious) whohavegivengenerouslyoftheirtimeandwhohavehelpedguidethe organizationalongwithagenerousheart.Inparticular,Iwanttothankour BoardChair,PernilleLopez,whohasbeenagoodadvisortomeandwhohas imparted quiet wisdom to the organization with a steadyhand.
IwanttothankagainandagainthemanyvolunteersanddonorsofHomeboy;manyI’vedevelopedgoodfriendshipswith.Homeboywouldnotbethe organization it is today without their steadfastsupport.
AsIlookatmyextendedfamily,IamgratefulforallthesupportI’ve receivedfromalltheVozzosandBruckers.ThevaluesIlearnedfromallof them and the generations before them have formed and impacted mylife.
Tomysons,LouisandPaul.I’mproudofthefinemenyouare,andmy heart bursts with love for each ofyou.
Tomywife,Lindy.Wehavebeentogethersincewewereeighteenyearsold, andyouhavealwaysbeentheretosupportme—throughallthephasesofour life—andyouhavealwaysbelievedinme.Myloveforyouiseverlastingand complete. You are my soulmateforever.
ABOUT THE AUTHOR
Formuchofhiscareer,ThomasVozzowasaglobalbusinessexecutivewitha proventrackrecord,leadinghighlysuccessfulbusinessesintheservice,retail, anddistributionindustries.Heiswellregardedforgrowingbusinessesandis knownforstrongexecutionskills,constantlyexceedingearningstargets,even duringchallengingeconomictimes.HislastcorporaterolewasasCEOofthe $1.8billion ARAMARK Uniform and Career ApparelGroup.
HisdefinitionoftransformationchangeddramaticallywithhisintroductiontoFatherGregBoyle,thefounderofHomeboyIndustries.Ashebegan workingatthenonprofitorganization,Vozzohimselfnoted,“Theblindspot Ihadistypicalforsomanyofus.Throughnofaultofourown,byjustbeing inthemainstreamofsociety,westayisolatedfromthosemostunlikeourselves and outside our station inlife.”
In2012,VozzostartedservingasthefirstCEOofHomeboyIndustries, thelargestandmostsuccessfulgangrehabilitationandre-entryprogramin theworld.Vozzo,asanon-paidemployee,hasledtheorganization,bringing hisbusinessexpertiseandvisiontoimplementastrategicandmission-driven plan,resultinginaneartriplingofthesizeoftheorganizationandincreasing itsimpact.InhelpingHomeboyIndustriesthriveoverthepastseveralyears, Vozzosayshehas“gainedknowledgeandinsightaboutmyownspirituality and the plight of the underserved and marginalized in oursociety.”
awaytoinvestinbusinessesthatproducequalityjobsthatleadtorealeconomic impact for oursociety.
ItisVozzo’sgoaltoworkhimselfoutofhiscurrentCEOroleandgetout oftheway—tomakeroomforthehomeboysandhomegirlstorunHomeboy. He is confident they will lead the organization into a brightfuture.
Breaking the Rules
Leading with heart, authenticity, and purpose, Thomas Vozzo provides a clear path to a new bottom line—including 55 rules to break—bringing the Homeboy Way to li fe a s the perfect antidote to the massive tidal currents of social injustice and inequities.
By every traditional measurement of success, Vozzo was a clear winner. In his world of billion-dollar revenues and million-dollar profits, he knew exactly what shareholders wanted and how to get it for them.
Then, through a series of fateful events, Vozzo landed as CEO of Homeboy Industries, the most successful gang intervention, rehabilitation, and re-entry program in the country, founded by Jesuit priest Greg Boyle. “I arrived at Homeboy at a time when I needed to learn more about myself and my life’s journey,” Vozzo writes. “And after 8 years of working with the poor, forgotten, and demonized people of our society, I’ve come to learn that I didn’t really know as much about life as I thought.”
Vozzo’s enlightening journey leads to his recognition that a radical approach is needed in business and in life: “What Homeboy has taught me is that we need to do business differently. . . . We need to bust up the system, swim upstream, avoid herd mentality.”
Blending personal stories of his day-to-day with Fr. Greg and the homies along with counterintuitive business ideas that are changing lives for the better, Vozzo shows you how you can live, lead, and shake things up with kinship, determination, compassion, and grit.
That’s the Homeboy Way.
100% of author royalties go to support the mission of Homeboy Industries.
