Author: KMF Infotech

Kelly Springer serves as Metal Flow Corporation’s President and Chief Executive Officer.  Metal Flow Corporation is a manufacturer of technically sophisticated custom metal components primarily to the global automotive industry.  Her role oversees all operations at both their Holland, Michigan and Wuxi, China facilities.  Kelly joined Metal Flow in 2013 as Chief Financial Officer after spending 23 years in public accounting serving manufacturing clients.

 

Kelly has supported community trusteeship through her involvement in a variety of organizations including her current roles as a member of the Michigan West Coast Chamber Board of Directors, as a member of the Michigan Women Forward Advisory Council, and as the Executive Champion for Inforum’s Manufacturing NEXT group.

 

Kelly is a proud Michigan State University graduate where she remains active in alumni activities supporting the Eli Broad College of Business.

 

Kelly, you have years of Senior Executive leadership experience. What has been a lesson learned that you have been able to pass along?

One of the best lessons I have embraced is to continue to be reflective on what I am learning.  It could relate to a career role or specific project or interaction.  Asking “what did I learn about…?” can take on a variety of answers.    What did I learn about an issue?  What did I learn about a skill?  What did I learn about the team?  What did I learn about myself?  The answers generate a learning exercise that allows you to grow as a leader and provide the appropriate support for others.

 

Talk to us about the culture at Metal Flow. What are some values that you and your team live by?

As an organization, we are continuing to use the principles developed by our founders, Marc and Curt Brown.  These principles are based on the goal of being the organization against which others are measured.  Our culture focuses on People, Processes, Products and Pride. Using what we were founded on and adapting it to the changing aspects of our business allows the organization to stay true to our legacy while positioning for the future.  We celebrate being a family-owned business that has remained a leader in the markets we serve.

 

What is your biggest insight from the last year and the disruption that has been navigated?

As a team, we have learned that we can adapt and respond to change much quicker than we thought we could or had done previously.  The disruptions we faced last year have continued into 2021 with challenges in our supply chain and our ability to hire, but we are demonstrating our abilities in change management.  That skill set allowed us to navigate 2020 and to continue to do the same thing moving forward.

 

What is a book that you have read or an influencer that you watch that has made you a better leader?

Like many in positions of leadership the “weight of your words” can lead to ineffective communication when delivering a key message.  I have always enjoyed face to face communication.  As I moved through 2020, my need for effective communication was very high with team members, customers, and suppliers.  I began listening to a podcast (How Can I Say This…with Beth Buelow) that helped me think about both the content and the delivery of effective communication messages.  Focusing on the intent and how it could be perceived in a variety of formats, has enhanced my skills in this area.

 

You were recently honored as a Woman of Achievement and Courage by Michigan Women Forward. Can you share any stories that stand out from this last year that reflect on this achievement?

Certainly during this past year, I have had to lead differently and face challenges and unpredictability that has been presented to us within our business.  We chose to make some investments in new technologies so we would be positioned for the future.  It was challenging to look past the daily issues to be more strategic as a leader during such volatility in the business.

 

I also took time to be reflective and to better understand the needs and life experiences our team members bring with them to their roles.

 

I have been a supporter of MWF’s mission for many years, so the recognition was humbling and motivating to make sure I am personally doing what I can to support those organizations that I believe in.

 

Can you share why it is a priority to Metal Flow to invest in economic development?

Metal Flow’s support of economic development is viewed as doing our part to ensure the strength of the region as a place to conduct business.  This strength serves as a benefit to our team members, our ability to attract and retain technical talent, and to have a network of support for the local portion of our supply base.

I live in South Haven, MI with my husband, John. We have three children, Keysharri (28 years old) who is an attorney, Jonbrielle (21 yrs.) who is finishing her first year of law school at Michigan State University College of Law and John Thomas (11 yrs.) who loves playing travel basketball, football and baseball.

 

I graduated from three different universities with two master’s and a bachelor’s degree.

• Michigan State University – Master’s in Management, Strategy and Leadership
• Cornerstone University – Master’s in Business Administration
• Siena Heights University – Bachelor’s in Business Administration

 

I serve as the Vice President Human Resources at ODL, Inc. headquartered in Zeeland, MI. I drive the direction, strategy and plans in the execution of the company’s goals especially as it relates to people and the culture of the organization. I have global responsibility for Human Resources. ODL is in the USA, Canada, Mexico, United Kingdom and China.

 

I have over 15 years of global human resource experience. I began my human resource career at Trelleborg Automotive that eventually became Vibracoustic through a joint venture.

 

 

Tysha, you have years of Senior Executive leadership experience, in which I’m sure a lot of lessons were learned. What has been one that you’ve been able to pass along?

Never lower your expectations and always be your true self. I stand firm on my values which are honesty, integrity and trustworthiness. If you are in my circle (personal or professional) then you also live by these values. I show people who I am by being my true self by showing up, being honest and sharing my values. I hope by watching me, I give someone the courage to make a life changing decision to be more.

 

Being a good leader is also leading by example. It is not do what I say, it is do as I am doing. I would not ask anyone to do anything that I am not willing to do myself. So many people get into leadership roles and think they made it and now they do not have to work so hard. I work harder in my leadership role because I know people are watching my actions. We always say actions speak louder than words and it is so true. You are being watched when you do not even realize it.

 

Talk to us about company culture. What are some values that you and your team live by?

ODL’s Core Values are Solid, Soft and Risky. So many people can take these words and make them mean whatever they want them to mean but these words describe ODL’s beliefs, behaviors, and culture. We are solid company by believing in a strong and inclusive workforce. Especially in these times, being part of a company that is inclusive is very important. Last year after George Floyd’s murder, I was asked to speak to our global organization about what was going on in the world with all the injustice. I have never been asked to openly talk about race issues and how it affected me and my family. At ODL, I was asked so I stepped forward and prepared what I had to say to our inclusive organization.

 

We are a soft company as we approach situations with our customer, vendors, community and employees. During the beginning of the pandemic, we were deemed an essential workforce but something about it just did not feel right so our leadership team decided that it was best to shut down operations while the world tried to figure out what was really going on. We were shut down for 5 weeks with full pay. No one was furloughed or laid off during this time which is something that I can proudly say about ODL. This showed that we will take care of our employees.

 

We are also a risky company and willing to take risks to grow the business by having teams of innovators and problem solvers that are willing to challenge the status quo. Working for a company where you can take these risks and think outside the box is very rewarding. At ODL, I have been able to challenge myself to think is ways that I would have never thought of and produce ideas on how to get things done differently is a great way to move forward and be better.

 

During the pandemic, how did Human Resources shift for you? Do you have any stories that stand out of ways your company pivoted during the last year?

Being in Human Resources during a global pandemic was one of the most stressful things I have had to encounter in my career. At the beginning, the laws and regulations were changing daily so that was extremely stressful. Then there was the decision were we going to close or stay open. If we close, are we going to pay team members? If we are going to pay, then what will we pay? How are we going to process in our payroll system? What are the right codes? This list goes on. People just think, just pay people but you are paying team members for not working which has a lot of other meanings.

 

Then we opened back up on a voluntary basis, what does this mean for those team members that are not comfortable returning to work during a global pandemic? Oh yes, and we had to produce a list of team members that were deemed able to work from home so now they will continue to work. How long is this going to last? The list goes on.

 

We did the right thing during the pandemic. While it was hard to manage in Human Resources, it was the right thing to do. Our team members can honestly say that they did not lose any pay during the pandemic, and no one was fearful of becoming unemployed. We were just the opposite. We have been trying to hire more during the pandemic than ever before. Our orders increased dramatically, and we cannot hire team members fast enough.

 

What is a book that you’ve read or an influencer that you watch that has made you a better leader?

I follow Simon Sinek and receive his daily Notes to Inspire. I am not much of a person that sits and reads books. I am more of a person that looks for words of encouragement and words of inspiration. There are many times you start off your day not so good but then you get a note from Simon Sinek or a notification from bossbabe.inc. on Instagram that makes you remember that everyone has a hard day and you got this. I aspire to be a woman that wakes up and loves what she does for a living every day because if you love what you do, it is not work. I have a saying on my professional email signature that says, “Working hard for something we don’t care about is called stress. Working hard for something we love is called passion.” I have a lot of passion around my profession and many times as a woman it can come across as aggresion which is it not so I try to watch my passion because many people do not understand it.

 

I send my daughters inspiration when I see it because I did not have a professional woman to look up to and remind me “you got this”. Recently I sent them something that said this is just to remind you that you’re powerful, beautiful, talented, and strong. “You’ve got this”. One of them is already an attorney and the other one is in law school. There were many days I wish someone would have told me that same thing so I try to be an encouragement to not only my daughters but any woman I encounter.

 

One thing I want women to understand or anyone for that matter, there is no magic potion to success. Success takes dedication and hard work and without it you will not reach success. Many people think there is some sort of magic that leaders can tell them and they will get to success without the hard work. That is the one thing that upsets me when people ask me to be their mentor. After one meeting, I realize that they are looking for me to tell the secret and when I tell them it is dedication and hard work, they seem upset. So if you are looking for a mentor, understand that in the mentor/mentee relatioship the mentee does the work not the other way around.

 

Can you share why it’s a priority to ODL Inc. as a blinds and glass manufacturer to invest in economic development?

Our purpose is “We Make Your Life Better” which includes our community. If we did not invest in our community, we would not be true to our purpose.

Bio 
Scott Lubbers
Lakeshore Market Executive
Vice President, Fifth Third Bank

 

Scott Lubbers serves as the market executive and vice president of commercial banking in West Michigan. He is responsible for understanding the objectives of middle market clients and partnering with them to deliver solutions that fit their needs. Scott’s focus is predominately on the lakeshore, west of the Grand Rapids market.

Scott has more than 18 years of well-rounded experience in commercial banking working with business owners. He began his career with Fifth Third in 2002 as a commercial credit analyst where he gained insight and expertise analyzing financial statements. Since that time, he has served in roles in commercial real estate, business banking and commercial middle market. In 2014 Scott became the lakeshore market executive overseeing Fifth Third Bank’s community activities.

 

Education
Scott earned both his bachelor’s degree in business administration and his master’s degree in business administration from the Seidman College of Business at Grand Valley State University.

 

Professional and Civic
Scott serves on the board of the Boys & Girls Club of Greater Holland and Lakeshore Advantage. He is also involved in his church as a board member at Ridge Point Community Church. His previous board positions include Good Samaritan Ministries and Lakeshore Habitat for Humanity.

 

Questions:

Scott, you have years of Senior Executive leadership experience, in which I’m sure a lot of lessons were learned. What has been one that you’ve been able to pass along?

People don’t care how much you know until they know how much you care – Theodore Roosevelt

 

I’ve been fortunate enough to learn from some great leaders and friends who actively live this quote daily.  We are at our best when we are in genuine relationship with others – the last year has reminded us of this fact.  Ideas flow naturally, best efforts are offered, continual learning is sought, and healthy pride exists when relationships are healthy.  This applies to all areas of life of course.

 

In banking, we realize and are thankful that our business is still largely relationship based.  Our team genuinely enjoys competing and serving our clients together.  We take pride in knowing and caring for each other “off the field” and realize that these healthy relationships among colleagues allow us to seek the same partnerships with our clients.  Genuine relationships cause us to be our best and bring joy and fulfillment to our work.

 

Talk to us about company culture. What are some values that you and your team live by?

One of my primary responsibilities in leading our Lakeshore banking team is creating an environment where we deliver the whole bank to our clients.  We can only do this with a healthy culture.  It isn’t about the next transaction or closing.  Our bankers ask great questions, listen, and respond with sound advice and banking solutions.  Our culture is driven by these guiding principles.

 

Why We Do What We Do:  
Our vision is to be the One Bank People Most Value and Trust.  The “One Bank” part of our vision means going to market together – understanding our client’s business and personal objectives and responding with a coordinated effort from professionals across multiple lines of business.

 

Customer At The Center:
We work hard to improve the lives of our customers, our communities, and our employees.

 

What We Do To Deliver Value:

• Build a Stronger Community – Effect positive change. Empower the underserved.  Be actively engaged.
• Provide Better Solutions – Drive product and service innovation.  Provide a world-class customer experience, every single time.
• Strive for Operational Excellence
• Continuously Manage Risk – Challenge ideas.  Test soundness.  Promptly escalate issues.

 

How We Act & Interact With Others:

• Work As One Bank – Proactively collaborate to achieve shared goals.
• Take Accountability – Own what you do.  Speak up if something feels wrong, looks wrong, or is wrong.
• Be Respectful & Inclusive – Respect diversity.  Fully integrate ideas from varying perspectives.
• Act With Integrity – Be honest.  Be fair.  Do the right thing.

 

Fifth Third Bank has been instrumental this last year, helping to connect businesses to loans to keep them afloat during the pandemic. Can you share any significant stories from that experience?

The pandemic dramatically changed the way we needed to serve our clients in 2020.  Our team adapted quickly to the new environment – many working remote while our fearless retail team gave an extra effort to keep our financial centers open for our customers.

 

The Paycheck Protection Program (PPP) grabbed most of the banking headlines in 2020 and rightly so.  At Fifth Third our team stepped up by processing $5.4 billion in PPP loans to over 40,000 businesses that helped protect 605,000 jobs (including nearly 50,000 jobs here in West Michigan)!  Every industry was impacted differently by the pandemic.  For bankers last spring PPP become essentially 100% of our job, and obviously this work was vital when considering the numbers above.  Our clients were depending on us to provide this critical funding.  The waters were rough when the program was rolled out as the SBA was forced to set up quickly, rules changed often, and we were all trying to figure out exactly what COVID-19 was.  But we stuck together.  Our clients trusted us to execute PPP for them so they could focus on successfully managing their business.  I am proud of the tireless work our team put in (sometimes around the clock) to deliver for our customers.  Banker’s hours no longer exist!  We will see if my friends ease up on those jokes!

 

Fifth Third has a long history of giving back to and investing in our community.  We’ve been serving West Michigan for over 160 years.  In 2020 it would have been easy to pull back given the uncertainty around us, but instead our team leaned in.  I’m proud of that fact, but even more proud of the extra effort that went in to listening to our key frontline community partners.  Knowledge learned from them allowed us to develop a plan that provided immediate funding for urgent pandemic-induced issues while also supporting our key long-term partners.  We’re not here to simply provide financial services but believe that our mission is to strengthen families and build a stronger community.  That commitment was on display in 2020!

 

What is a book that you’ve read or an influencer that you watch that has made you a better leader?

Andy Stanley has a number of books and teachings on life and leadership.  His most recent book “Better Decisions, Fewer Regret” contemplates the importance of asking five critical questions to aid in decision making.  In our house we talk all the time about the importance of making good decisions – small and large.  Our decisions determine our future and write our story.

 

Given this month is Black History Month, can you speak to Fifth Third Bank’s DE&I efforts?

Fifth Third strives to be the One Bank that people – all people – most value and trust.  I am grateful that we as a bank are committed to supporting and promoting diversity, equality and equity, both within the bank and in our communities.  Without action though, nothing changes.

 

In addition to living our core values, operating our business ethically and treating employees with respect, we are focused on six bold goals to support DE&I.  In 2020 we accelerated our focus to achieve meaningful results by 2025:

 

1. Complete unconscious bias awareness training for 100% of employees
2. Ensure the diversity of our workforce matches the markets we serve
3. Grow leadership positions at each management level for women and persons of color
4. Create a work environment where there is no disparity in race or gender
5. Advance the bank as a leader in diversity and inclusion
6. Achieve and sustain a 10% supplier diversity spend

 

Can you share why it’s a priority to Fifth Third Bank to invest in economic development, specifically our Annual Investor Briefing?

Fifth Third Bank has invested in the work of Lakeshore Advantage since its founding days in 2003.  Having a healthy economic development organization is key to our region’s long-term health.  The work of Lakeshore Advantage aims to ensure that current and future generations want to live and work in our vibrant economy.  We all have a role to play in shaping our future and that is why we invest in this work.  Knowing that a highly talented group of professionals are executing every day at Lakeshore Advantage makes that decision even easier.  This group works tirelessly to gather information, turn that data into a strategy to help us get better, and prepare us for where the puck is going in the future.

 

The Annual Meeting is always an enjoyable event where we have a chance to interact with friends, clients, and colleagues.  The event is always well done and balances the right amount of storytelling from the past with challenges for us all looking forward.  With the need to take the 2021 meeting virtual the team stepped up to create a memorable experience!

Bio
Brian Pageau
President, Foresight Management

Brian Pageau lives in Holland, MI with his wife of 17 years, Anne, and their two young children, Maeve (2.5 yrs) and Simon (10 months). Nothing he is associated with below is remotely possible without his exceedingly talented partner in business and life, Anne Pageau.  Additionally, Brian has been supported and guided by amazing mentors, friends, and parents along the way.

 

“It takes a village” as they say…

 

Brian Pageau graduated from Hope College in 2003 with a degree in History and secondary education.  After teaching for a few years, he helped start an environmentally friendly office supply company.  In 2010, Brian joined Foresight Management (then Midwest Energy Group) in a sales and marketing role.  Brian was promoted to General Manager in 2013 and became President in 2015.  As President, Brian has led Foresight from a (5) employee Michigan-based energy retrofit contractor, to a (21) employee full-service energy and sustainability consulting firm with a global client base.

 

Brian currently serves as Board President of Community Action House (www.communityactionhouse.org), Board and Executive Committee member of the Michigan Energy Innovation Business Council (www.mieibc.org), and Chair of the Holland Community Energy Plan’s current Strategic Development Team.

 

Along the way…Brian co-founded MaxOne, (https://maxone.ai/) a SaaS start up in 2014, was named a Grand Rapids Business Journal “40 under 40” recipient in 2017, was a Varsity high school basketball coach from 2004-2015, was a Committee Member for Holland Area Young Life (https://holland.younglife.org/)
from 2005-2012, and served as the Citizen Spokesperson for Holland’s Community Energy Plan Commercial/Institutional task force in 2014.

 

Questions:

Brian, you have years of Senior Executive leadership experience, in which I’m sure a lot of lessons were learned. What has been one that you’ve been able to pass along?

Many people have seen potential and gifts in me that I did not see in myself.  They trusted me, encouraged me, gave me responsibility, and gave me autonomy when I had most definitely not yet earned those things.  They didn’t make me work to earn their trust…it was mine from the beginning, to keep, or to lose.

 

I can’t overstate how much that trust and belief in me has shaped me, so I do my best to pass those amazing gifts along to others.  Hopefully the people I interact with, especially those whom I work with, would say I passed trust, encouragement, responsibility, and autonomy on to them right from the beginning of our relationship.

 

Talk to us about company culture. What are some values that you and your team live by?

My primary responsibility at Foresight is to create an environment where our team members can become the best versions of themselves.  Not the best worker they can be for Foresight, but the best version of themselves as a human-being. If the people I work with are healthy and flourishing, we’ll get closer to fulfilling our purpose and mission as an organization. Our company’s culture is where I spend much of my time and I believe is the vehicle with which we unlock our potential as individuals and as a team.

 

Our four core values at Foresight are vulnerability, curiosity, enthusiasm, and competitive greatness.

 

We believe a thriving work environment is built on a foundation of vulnerability.  Each individual on our team must feel safe enough to be vulnerable and valued enough to be heard.  We believe great ideas can come from anyone on the team, regardless of position or experience.  If our people don’t feel it’s psychologically safe to share their ideas, then we are stifling innovation and human flourishing.  Additionally, it takes vulnerability to admit mistakes. We talk about and celebrate mistakes every Friday in our all-team meeting, so failure is de-stigmatized and people (hopefully) aren’t afraid of it.  Failure is simply an opportunity to learn, and we can’t learn from each other if we don’t feel the psychological safety that comes with healthy vulnerability.

 

We believe the root of all innovation is, in its most basic form, a spirit of curiosity and the continual adoption of a “beginner’s mindset”. Our willingness and capacity to be inquisitive empowers us to build trust with teammates and clients. Curiosity enables a sense of wonder and humility, ultimately exposing opportunities to serve teammates and clients in more impactful ways.  Curiosity is how we disrupt our own way of doing things.

 

We believe people and organizations care about energy and the environment, yet these same organizations often have higher priorities that diminish their ability to execute.  This gap, between “desire” and “action”, is basically at the core of why our clients hire us. Our insights, character, and expertise are qualities our team brings to our clients, but those valuable attributes are not enough to inspire action. Unbridled enthusiasm is contagious and the special ingredient we try to bring to our clients. Enthusiasm creates momentum and inspires action.

 

And finally, Competitive Greatness.  I’m a basketball coach at heart, so if you know hoops, you won’t be surprised to hear that John Wooden’s teachings have heavily influenced me. In his pyramid of success, Coach Wooden puts “Competitive Greatness” at the top of the pyramid and says, “Competitive Greatness is having a real love for the hard battle knowing it offers the opportunity to be at your best when your best is required.”

 

At Foresight, we believe Competitive Greatness is not limited to a particular function or moment in time, it is a posture and attitude we all strive to embody every day.  Our goal is to fall in love with the pursuit of being our best.  Energy and sustainability can be tough and challenging topics for many companies. When we are hired, our job is to embrace the challenge and relish in the opportunity to be our best when our best is required.

 

Sustainability is a topic that you and your team have deep and wide expertise on. Can you describe Foresight’s philosophy around sustainability and describe how it intersects with other business priorities? 

At Foresight, we believe Sustainability and its underlying business concepts and practices, is a driving force behind the shift from a “Shareholder Driven Economy” to an “Stakeholder Driven Economy”.  There’s a ton of great literature and content out there about these economic philosophies and the shift that is taking place, so I won’t go into detail here.  A simple way to think about it is the “Shareholder Driven Economy” is overly focused on driving value to shareholders to the point where other stakeholder groups are diminished, companies stop thinking long-term, and quarterly financial results are the only priority.  The “Stakeholder Driven Economy” is the idea that company decisions should create value for as many stakeholders as possible, and no decision is made at the expense of any one stakeholder group.  (Stakeholders at a company are typically defined as, employees, customers, leadership, shareholders, suppliers/vendors, the local community, and the natural environment the business operates in.)

 

Companies that pursue Sustainability and sustainable business practices (Stakeholder Driven Economy) have been proven to outperform other business models because they are purpose driven, attract better talent, are focused on innovation, are thinking about the long-term, and most importantly, are empowering human flourishing.

 

We believe financial excellence does not have to come at the expense of the environment, the worker, the customer, or a company’s supply chain.  In fact, we believe the opposite is true.  Lasting financial excellence happens because of value creation for the worker, the customer, the supply chain, and the environment.

 

It’s an honor and privilege for our team to partner with companies who choose to go on this journey, because when fully adopted, Sustainability is all-encompassing and transformational.

 

What is a book that you’ve read or an influencer that you watch that has made you a better leader?

There are way too many to name.  I love to read and listen to books, and I listen to a lot of podcasts as well.  Here’s a few that come to mind…in no particular order because I love them all!

 

• Conscious Capitalism – John Mackey and Raj Sisodia
• The Obstacle is the Way – Ryan Holiday
• Lessons in Leadership – John Wooden
• Dare to Lead, Daring Greatly, and The Gifts of Imperfection – Brene Brown
• How to Win Friends and Influence People – Dale Carnegie
• Drive – Daniel Pink
• Delivering Happiness – Tony Hsieh
• Start with Why – Simon Sinek (Ted Talk is just as good as the book in my opinion)
• Good to Great and Great by Choice – Jim Collins
• Grit – Angela Duckworth
• Give and Take – Adam Grant
• Culture Code and Talent Code – Daniel Coyle
• Thinking in Bets – Annie Duke
• Sapiens – Yuval Noah Harari
• Principles – Ray Dalio
• Flourish – Martin Seligman
• Podcast – The Knowledge Project – Shane Parrish
• Podcast – The Daily Stoic – Ryan Holiday
• Podcast – Revisionist History – Malcolm Gladwell

 

Can you share why it’s a priority to Foresight Management as an energy and sustainability company to invest in economic development?

West Michigan is home to our workforce and many of our families, and even though many of our clients are spread out all over North America, we believe it’s so important to support our local economy however we can. The collaborative nature of economic development in bringing together large and small companies, non-profits, educational institutions and municipalities is inspiring and vital. In fact, it’s a great example of “Sustainability” at work!