GUIDING PRINCIPLES - Core values, vision, leadership create culture of MBE success

As the business marketplace undergoes a metamorphosis into a global landscape, the recipe for entrepreneurial success has changed significantly. While the new environment is ripe with opportunity, it also sports a far broader level of competition and an intensity that demands an edge to succeed. With this in mind, there are few better ways for entrepreneurs to learn than by example. Watching, listening and learning from people who have been in the trenches gives valuable insight into what to do and what to avoid.

This was the premise behind the recent Supplier DiversityProfessional 2008 MBE Summit, “Keys to Success - Executing Principles.” Hosted by Frito-Lay Inc., the Dallas/Fort Worth Minority Business Council’s Professional Development Sub-Committee eventshowcased a panel of extraordinary MBEs who discussed their paths to success and delved into what makes their organizations tick.

Facilitated by World Wide Technology Inc. founder and chairman, David Steward, the candid group included John Avila Jr., Thos. S. Byrne Inc. president and CEO; Kneeland Youngblood, Pharos Capital Group managing partner; Nina Vaca, Pinnacle Technical Resources CEO, and Adea Inc. CEO Shouvik Bhattacharyya.

Journey forward

While the journey for each of the panelists has resulted inexponential success, the differences in their respective approaches ultimately serve as defining characteristics.

Avila became an entrepreneur as a result of experience. His ascension started shortly after returning from active duty as a militaryofficer during the Vietnam War. Upon his return to the United States, Avila secured a construction job in Houston where he was called upon to use both his architectural engineering degree and his troop-leadership experience. He was immediately presented with a challengingopportunity to shine and successfully completed the task. Avila’s performance allowed him to quickly move up in ranks and primed himfor an ownership role.

“I knew I could do it, and so I had to reach out there and take a risk,” he said. “What got me started was a confidence that came from working with others, gaining knowledge andmanaging my way through. I obviously had to overcome the fear of heading up my first project, but that only served as an inspiration.”

Youngblood’s entrepreneurial endeavors did not follow the same traditional avenue of climbing the ladder.  Instead, it was a result ofhis commitment to follow a passion outsidehis current profession. Despite a promisingcareer as a medical practitioner, Youngblood had a sincere interest in finance. To test this passion, he decided to serve as a volunteer, raising money for people he believed in.After helping Ann Richards raise money for her campaign for governor, he joined her tax policy committee - ultimately solidifyinghis desire to pursue a new career in finance.According to Youngblood, the path toward entrepreneurialism required building credibilityoutside of medicine, which included being anactive member on corporate boards and gaining a healthy business perspective.

In carrying on a family tradition,Vaca became an entrepreneur. She grew up absorbing the qualities of her parents - a civicleader and an entrepreneur. “There is nothing more powerful than the silent example.”she said. Vaca explained that she felt the repercussions of entrepreneurship when thefamily had plenty of food one day and thennone the next. As a result, she learned to value hard work as well as independence. She alsolearned a lesson that would get her throughstruggling times in 2001: failure is just not anoption. “All I had to do was have confidence in my own personal conviction,” she said.

Much like Vaca, entrepreneurialism is in Bhattacharyya’s blood. Prior to joining forces with Abid Abedi at Adea Inc., Bhattacharyya founded two companies - an Internet firm anda merchant banking company. While neither yielded the financial results Bhattacharyyadesired, they served as fodder for amanagement consulting career and taught himthe importance of gaining experience, hedgingrisks and taking chances.

At the core

The common theme with all of the panelists rests in their strong core values. Eachdynamic leader has developed, embraced andworked diligently to maintain a set of operatingprinciples within their respective operations.

Avila was initially attracted to the hallmark of quality when buying Thos. S. Byrne Inc. He appreciated the firm’s existing values and was eager to extend the focus onhigh value and integrity.

“Coming in as a minority owner, I wanted to continue the legacy,” Avila said. “We also have a true sense of family. The company is close-knit, and we provide for every familyrepresented within the organization.”After taking steps to realize his own passion, today Youngblood’s firm serves as a conduit for institutional investors, including Verizon, Nokia and Raytheon, to fund entrepreneurial endeavors.

“We have a mandate to be stewards for our partners. We try to provide excellence in our analysis and creative thinkers,”Youngblood said. “We have people within our organization who reflect these values and have true commitment to our vision. We need to be able to not only have optimal core values. We also need to assess the core values of the firms coming to us for assistance. This goes well beyond money.”

Vaca’s principles center on a sincere focus on trust, integrity, execution and performance to keep the client satisfied.

“I am blessed to have people surroundingme who embrace these qualities. Our cultureis people-focused and accepts nothing lessthan excellence,” she said. “As a servicecompany, we need to deliver and perform to grow consistently. As leaders, we all know that nothing positive happens alone. Our biggestrisk is not delivering.”

According to Bhattacharyya, Adea’s core values include serving clients, valuingpeople and growing the company. Primary among these is the valuation of the firm’s people, which is evident in the decisionto give minorities within the company anentrepreneurial platform to grow and developtheir unique talents and ambitions. “This is allabout valuing our people,” he said. “Remainingentrepreneurial helps keep a company alive andgrowing.”