Paul has been a SCORE mentor for four years after a 40 year career as a trade association executive. He held senior executive management positions in a number of national trade organizations including the Mortgage Bankers Association, United States Telecom Association, Information Technology Association of America and Institute of Scrap Recycling Industries. Paul enjoys helping SCORE constituents try to achieve their dreams and success through his knowledge of business planning, implementation of desired business plans, organizational management, problem solving, revenue generation and managing strategic objectives for both profit and non-profit entities. In 1977, as an executive with B’nai B’rith International, he and his colleagues were held hostage in the first major terrorism and hostage incident in the United States. His experiences in this event have led to his first book, Forgotten Hostages, A Personal Account of Washington’s First Major Terrorism Incident. He has related this event to thousands of individuals through speeches and programs around the country. Outside his volunteer mentoring, his consulting organization Paul Green Enterprises offers management and business consultative services to companies, associations and individuals. Additionally, Paul is a volunteer reader for the visually impaired at Washington Ear, does pro bono consulting for nonprofit organizations for Montgomery County, Maryland and serves on a number of committees at Or Chadash Congregation in Damascus, Maryland. He and his wife Jane split their time between the Maryland and South Florida areas and have two grown daughters, Emily and Jessica and 4 grandchildren. Paul received his undergraduate degree in History from the University of Miami and obtained a Masters Degree in Management and Administration from The George Washington University.
Charles W. Thomas
Chairman, Score Frederick Chapter
Charles served as President/CEO of Mid-Atlantic Federal Credit Union for 32 years, retiring December 31, 2007. He oversaw an organization that grew from $4 million in assets with one branch and two employees to $220 million in assets, four branches, an operations center and 80 employees. During his tenure the organization converted from a credit union serving only IBM employees to a community charter, serving all of Montgomery County Maryland. Mid-Atlantic FCU is the 21st largest credit union in the state of Maryland. Charles has served on the Mid-Atlantic Federal Credit Union Board of Directors for the past 31 years.
Charles is a founding board member of the Baltimore Washington Credit Union Direct Lending Cooperative and served as Chairman of the state of Maryland’s Committee for the Campaign for Consumer Choice during the push for passage of HR1151, which changed the Federal Credit Union Act. Charles was a board member of the LICU Corporate FCU and Alliance of Credit Unions (formerly the League of IBM Credit Unions) for the 20 years. He served as Chairman of the Alliance for 20 years.
Charles has served on the board of directors of the National Association of Federal Credit Unions for six years. He has served on NAFCU’S Legislation and Regulatory Committees, as well as the Share Insurance/Liquidity and Development Fund Oversight Committee.
Charles holds a BS degree in Business Management. He has completed the Executive Development Program at Stanford University. He has completed Advanced Leadership Institute at Harvard Business School.
Charles has served as the chairman of SCORE Frederick for the pass six years.
Angela Baker is the Vice-President of Sales & Marketing for a staffing company. She is a highly driven focused leader with an entrepreneurial instinct and corporate experience. She has 30+ years identifying opportunities and developing tactics that produce results with consistent success in building, growing and improving profitability.
Angela is a client advocate & strategist for core market drivers including growth, planning marketing and sales support. Angela has held security clearances and had exposure to diverse industries including health, government, technology, finance and non-profit.
Angela is also an Independent Licensed Life and Health Insurance Producer in Maryland and provides Business Consulting, Analysis and Database Management Services through Alegna Strategy a small woman owned business.
Nicole Orisme, PHR, SHRM-CP, is the President & CEO of NLH Contracting. She is a seasoned professional with a passion to help small and mid-sized businesses build a solid infrastructure for growth. She is a member of the Montgomery County and Frederick County local chapters of the Society for Human Resource Management.
Mrs. Orisme has over 11 years of experience in Human Resources Management, Project Management, Regulatory and Corporate Compliance Management for businesses and government contractors. Her experiences in process implementation, policy development and reform, employee relations management, training, recruiting, benefits administration, file and process audits have helped her to become a highly sought after consultant.
NLH Contracting is a business consulting firm focused on results and solutions to support its clients. Its varied consulting service include Human Resources, Accounting and Operations Management. This allows for a holistic view of a company and the ability to consult the management team on how to identify and achieve its organizational goals.
Jerry Bory has over thirty years experience as an innovative strategic business development and marketing consultant. He works with startups, small, medium and large companies to achieve their business goals and profit levels and productivity objectives.
Jerry brings these experiences to Mentoring SCORE clients for private businesses and nonprofit organizations. He serves as secretary of the Frederick SCORE executive committee.
Jerry worked twenty-eight years for Sterling Institute, a pioneering learning and development consulting company. While there he was a Senior Associate, marketing and teaching Leadership, Management, Front-Line Employee and Sales/Sales Management program curriculums. He also was Vice President for Business Development for ten years.
Currently, Jerry is the Associate Director of North Star Learning and Development. He markets, consults and teaches management and executives learning programs in: Leadership, Change Management, Working Across Departmental Lines and Strategic Selling and Marketing, similar to the work he did while at Sterling Institute.
Jerry earned a BBA from Marquette University and a MBA from the University of Detroit. He taught marketing at the University of Detroit and Montgomery College (Maryland) as a part time instructor.
Collaborative and visionary business and finance professional with international leadership experience in Mexico, the U.S., and Asia Pacific, working for world-class corporations (GE, PwC, Alcoa, Bendix) across multiple sectors, including Financial Services, Professional Services, Technology and Manufacturing. Extensive knowledge and education in international business. B.S. Accounting, CPA, EFLP alumnus (GE’s 2-year Experienced Financial Leadership Program) with more than 20 years of progressive experience with proven track record.
Specialties: Business partner, business strategy, international finance, experience leading multicultural teams across multiple countries/locations, collaborative, disciplined and process driven, solid controllership skills, applied knowledge of Six Sigma (GE Certified). Global experience across multiple industries: Professional services (Technology), consumer finance, commercial lending, and manufacturing.
Roger T. Sobkowiak
Roger T. Sobkowiak is new to mentoring, but very experienced at management consulting on a worldwide basis. He has worked in and with numerous start-ups as well as small, medium and global companies. His primary contributions are in strategic thinking, organization design, management selection and development and plan implementation. He has been involved in and consulted to acquisitions, mergers and divestitures and has participated in due diligence teams.
Roger has also provided board and management guidance to many local and nationwide non-profits. He currently severs on two nonprofit boards.
Roger works easily with a wide range of investors, owners, managers and employees. He has conducted hundreds of “sensing” sessions to uncover problems and develop workable solutions. His approach is simple, straight forward and to the point. His goal is to never waste anyone’s time, including his own.
By Roger T. Sobkowiak Special to The News-Post
You have completed a rough business plan, tested the idea, gotten good feedback from a marketing expert and developed a company name and logo. You are one step from raising funds and getting started.
Before you take that next big step, however, take one smaller step first and define the partnership on paper. This document should cover personal investment money, roles, time commitment, benefits and an emergency plan. Draft how you intend to work together to build the business.
You should think about money in several ways.
First, it is the seed money each of you will contribute to the business — not just at the outset, but later on and particularly if the business is faltering and needs a shot of cash.
Second, money includes out-of-pocket expenses, reimbursements for supplies, gas, travel and salaries.
Third, it is the profits for the business. Everyone should agree on what each will take out of the business and when. Further, you should decide on things like benefit coverage and whether to seek “key man” insurance.
Decide who will take what role. Will you be co-directors or will one be the CEO and the other the COO?
If several of you are forming the company, how will titles be handed out and how will key decisions be made? Who will have the final decision? If families are potential partners, this question of roles gets trickier.
Time commitment is a tough one. Are all partners leaving jobs to pursue their collective dream to form a company? Will everyone retain their jobs and work on the company in their spare time?
Is everyone expected to work 24/7? What will indicate that the business is growing sufficiently, so one or more partners can give up a current full-time job and start drawing a salary from the business?
Deciding on perks or benefits to offer can be problematic. This can include leased cars, a phone or a computer, medical coverage, a retirement plan, an expense account, a travel allowance, and the location and size of an office.
When a new partner leaves a current job, does that partner deserve a medical and dental plan equal to what he or she had?
An emergency plan can be the hardest thing to nail down, but might be most important.
What will you trim and when? If you are all drawing a salary, do you all take the same cut?
Can one of you return to a job for an interim period? Can one take a promissory note that the salary will be paid up later? This has to be done well before a crisis.
This is not a complete checklist, but it can be valuable for any startup. People who start a business with a friend or family member must not assume that their ability to give their time and money, their expectations, or their ability to contribute are all the same. They never are.
Partners should be explicit about hopes, dreams and commitment to the business up front, and all should discuss and agree on the details to have a successful launch of the partnership. Yes, there might be hard feelings at some point, and in some cases, it can tear the partnership apart and possibly destroy the fledgling company.
Talking about the fallout of disagreements will generally be uncomfortable because in most cases, partners assume they know one another so well that any potential issues will work themselves out.
A simple way to approach the discussion is to ask all partners to take two blank sheets of paper and answer questions that may arise for themselves, compare the completed sheets together, and talk about the differences. This simple exercise will give partners much to talk about and might save the new business from failing before it gets off the ground.
Roger T. Sobkowiak is a certified mentor with SCORE Frederick, formerly known as the Service Corps of Retired Executives. SCORE is a nationwide volunteer network of 330 chapters dedicated to the formation, growth and success of small businesses.
SCORE Frederick provides free and confidential advice and mentoring to startup businesses and to established small businesses. SCORE Frederick offers workshops for both startups and established businesses.
Having worked in the health care arena for almost twenty years, in both the commercial and non-profit sectors, Doug brings a unique and compelling level of experience to the table with an emphasis on strategic planning, business development, new market assessments and corporate partnerships. Doug has led organizational efforts to research, draft and execute business plans and marketing campaigns for commercial and nonprofit organizations generating $7M to over $55M in annual revenues.
Functioning in a senior business development role with national non-profit organizations – The American Association of Blood Banks (AABB), The American College of Cardiology (ACC) and the American Society of Consultant Pharmacists (ASCP), Doug was instrumental in driving non-dues revenues through the launch of two data registries (ACC), a consulting services division (AABB) and corporate partnerships and sponsorships (ASCP). Business development efforts, under Doug’s guidance, were also effective in securing unrestricted grants ranging from $750K to $2.75 million annually.
On the commercial side, Doug partnered with an NIH physician to launch and establish the David Drew Clinic (Chevy Chase, MD) and developed the growth strategy for Nestle Health Science/Pamlab, a $103 million company, leveraging the product portfolio of medical foods into new domestic (aging, military, long-term care) and international (Canada, Brazil, India) markets.
Jan Makela is a graduate of The George Washington University (1993) Executive MBA Program.
Jan has 3 decades of experience in the pharmaceutical industry. His last role was with the Urology, Injectables and Dermik Business Unit of Sanofi-Aventis the third largest pharmaceutical company in the world managing the sales operations of seven sales forces and nine products.
In addition to his role in operations he is passionate about people development and headed a task force for the National Business Unit identifying operational needs, the performance management process and employee engagement results.
Additionally he is a principle in the field sales management evolution process for the business unit.
He was the head of manager development for the Mid Atlantic area working with both young and experienced managers in areas such as multi-discipline team building, planning, performance management, and cross functional processes.
He was one of seven national managers assigned to redesign Work Life Balance for corporate field based management as well organizational restructuring of two field based operations.
Jan was recognized by both the Gallup Organization and the Hay Group as of the top tier managers in the pharmaceutical industry and is known for turning around underperforming business operations.
Jan has past experience as well in corporate strategic planning and product development, regional business operations as well as director of managed market for much of the Eastern United States.
He is currently a nationally certified trainer numerous topics companies and does public seminars around the United States on a variety of topics