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John-Mark Matkin

FORGINGTHE WAY

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You’ve Had Ordinary. Be Extraordinary.Hair & styling for the discerning gentleman.

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COMING SUMMER 2013

Shawn VaughanGeneral Manager - Toyota of Boerne

16

CONTENTS

JOHN-MARK MATKIN:FORGING THE WAY

8 FROM THE PUBLISHER

10 MARKETING

12 THE LIGHTER SIDE

14 BUSINESS BAROMETER

18 BOOKKEEPING

20 LEGAL

26 BUSINESS PROFILE

30 BISD RISING STAR

38 MONEY

40 LUNCH HOUR REVIEWS

Pastor Paul Wilson outlines the traits of a success-ful leader in this ongoing segment.

The new Yamaha Fun Center offers up great fun and great service.

Networking is essential for small businesses but is often intimidating. Cheryl Cook explains how anyone can become a networking master.

34

24

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If you want AVERAGE, DON’T USE US!!! Since founding Matkin-Hoover Engineering & Surveying, John-Mark Matkin has taken on some large projects. However, most pale in com-parison to the Kendall West Utility. Plagued with issues, Matkin is deter-mined to push through those issues with the Utility, and ensure the long term health of his customer’s water supply.

COMPANY magazine is published by Schooley Media Ventures in Boerne, TX. COMPANY Magazine and Schooley Media Ventures are not responsible for any inaccuracies, erroneous information, or typographi-cal errors contained in this publication submitted by advertisers. Opinions expressed do not necessarily reflect the opinions of COMPANY and/or Schooley Media Ventures. Copyright 2013 Schooley Media Ventures, 409 E. San Antonio, Boerne, TX 78006

6 | COMPANY MAGAZINE

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Promotional Items: Pens, Koozies, Awards, Etc.Printing: Brochures, Business Cards, Letterhead, Etc.

Contract Screen Printing - Apparel Lines - School Spirit WearCounty Fair Designs - Business Shirts - Event Shirts

Whatever your needs, we’ve got you covered

916 E Blanco, Boerne, TX • 1466 E. Cemetery Rd., Hallettsville, TX

830-755-6550 • 361-798-3071www.chgraphics.com | [email protected]

Jodie Mosier-Webb, President/Owner

Discharge Ink - Waterbase - All OverprintsFoil - Suede - Glitter - Shimmer - Scented

If you want AVERAGE, DON’T USE US!!!

ated a thriving and successful business, and has ultimately purchased ated a thriving and successful business, and has ultimately purchased Kendall West Utility to ensure the long term survival of the area’s Kendall West Utility to ensure the long term survival of the area’s water supply.

As for the team behind COMPANY magazine, we like to think As for the team behind COMPANY magazine, we like to think As for the team behind COMPthat we share some of the same traits. Our own livelihood depends on the health and growth of this economy, and we hope that via the pages of this magazine, we can add a little bit to the business community. We’ve been working for years with local small busi-nesses via our sister publications, EXPLORE and Cordillera Ranch Living, and we are so pleased to finally be able to provide you with a magazine that complements the professional industries.

I’d like to add that the news, profiles, and information that you will find on the following pages comes to us almost exclusively from you. That means that we encourage you to use us as a megaphone to put the word out for you. If you feel that you know of a great story idea, if you have some great news to share about your business, or if you know of something that is happening in our area that should be covered, please let us know. Simply send an email to [email protected] and we’ll get back with you quickly.

All right, on to the magazine! Please enjoy. I hope that you learn something new, gain a greater appreciation for your fellow business-people, and even appreciate this wonderful area even more.If that’s even possible.

All the best.

Benjamin D. SchooleyPublisher

WELCOME | a letter from the publisher

ADMINISTRATION / ADVERTISINGPUBLISHER

Benjamin D. [email protected]

OPERATIONS MANAGERKate Kent

[email protected]

ADVERTISING SALES210-507-5250

[email protected]

ARTCREATIVE DIRECTOR

Ben [email protected]

ASSISTANT CREATIVE DIRECTORLeah Bredemeyer

[email protected]

thecompanymag.com

Welcome to the inaugural issue of COMPANY magazine.elcome to the inaugural issue of COMPANY magazine.Welcome to the inaugural issue of COMPANY magazine.W It feels so good to be able to flip over the sign that says OPEN and It feels so good to be able to flip over the sign that says OPEN and turn on the lights for this new business. Like every business, COM-PANY magazine started as simply a vision; a vision to provide this area with a vibrant, intelligent, and witty professional publication. The business community in Kendall county is growing exponen-tially, and so many new businesses are moving into this area. This increased commerce has created a sincere demand for a publication that would bring the business community together and provide a forum for information on the people and businesses that make this community go.

So again, welcome to COMPANY magazine.So again, welcome to COMPANY magazine.So again, welcome to COMPWe firmly believe that “business” has very little to do with brick We firmly believe that “business” has very little to do with brick W

and mortar, flashing neon signs, or seasonal sales. It’s not Face-book pages, advertising, or even websites. Business is PEOPLE. It’s the people all over the area that begin to mull over an idea in their head while sipping their morning coffee. They jot notes down on bar napkins over lunch. They stay up way too late and study spreadsheets while the rest of their house is asleep. And then ultimately, with much fear and stress, they take the leap and begin the journey that will take them to opening their own small busi-nesses. They are people just like you and I, and each one of them brings a story. A story that we hope to tell.

While we will surely feature CEOs of large enterprises in the pages of COMPANY, the greatest stories are ones of the small business people that invest so much of their lives into their livelihoods, and who are so vested in the health and growth of our local economy. Our first cover, John-Mark Matkin of Matkin-Hoover Engineering and Surveying is a great example. A businessman that struck out on his own and charged all of his start up costs to his credit card, cre-

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PROGRAMS AVAILABLE:Conventional • VA/VA Jumbo

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Donna TerrellSenior Loan Officer116 W. Blanco Rd., Ste. 100Boerne, TX 78006(210) 383-4002 Cell(830) 816-5399 Office | (866)399-3760 Faxwww.legacymutual.com | [email protected]#219044

WHERE PERSONAL SERVICE IS STILL IN STYLE... WE PROMISE TO:Provide Pre-Qualifications or Plans-of-Action within 24 hours of application.

Understand your financial goals, concerns, and plans in order to customize a loan program that is tailored to your needs.Set reasonable expectations for the loan process and keep you informed of your loan status throughout the entire transaction.

Only ask you for information and documentation that is necessary to facilitate your financing.Return phone calls within 24 hours.

Utilize state-of-the art technology to provide an efficient, secure transaction.Keep your Real Estate Agent informed on our Loan Progress

(note: your personal information is always kept confidential, only progress of the loan is shared).Underwrite and Fund our own loans to ensure structure and flow to the mortgage process.

Have access to top quality investors and loan programs.Meet your closing date that we have agreed upon.Provide a “WOW” Customer Service Experience!

The Terrell Team

All too often, small businesses view marketing with either disdain, fear, or worse, complete disregard. Business owners easily talk them-selves out of the need for a solid marketing plan. True, relying solely on word-of-mouth can work for some people, but for the majority of you, that just won’t cut it. And neither will doing it half-heart-edly. It can be easy to ask a family member to help or set up a blog and maybe post every three months. The truth is that marketing takes work. Constant work. And if you’re not spending at least a few hours each week actively getting the word out about your business, you’re doing yourself a disservice. Here are a few things that you can do to really put your business in front of people, and if you’re already do-ing it, some suggestions on how you could be doing better.

Logos Logos are something of an enigma. Small businesses typically don’t put a lot of stock in having a well designed logo or even having one at all. Yet nine times out of ten it is the very first experience customers or potential customers have with your business. Logos not only tell people the name of your business, but can also convey what you do (if it’s not part of your business name), the “personality” of your business, and what customers could expect when they have an experience with your business. Because of the power logos have it’s ALWAYS a smart move to have it professionally designed. Just because your teenage daughter’s best friend is learning Photoshop in computer class doesn’t mean she’s qualified to build you a successful logo. Logos are very unassuming, and because of that people have a hard time justifying spending the money to have one profession-ally designed. But think about it; if you had a business that picked up high level executives from the airport and drove them to all their destinations while visiting, would you invest in a fleet of Ford Fiestas or Mercedes-Benz S-Class? Logos are just that, an investment and are the foundation for all other business collateral. Business cards, letter head, brochures, you name it. You wouldn’t call a plumber for electrical work. Don’t have your logo designed by your daughter’s friend Kimmy. Though I’m sure she’s very nice kid.

Websites You’ve already got a website? Great. When was the last time you updated it with new information and photos? That long, huh? The fact of the matter is websites are a dime-a-dozen. Everybody and their mother has some sort of website. But if your website url con-tains the words “geocities” “blogspot” or was built in under 24 hours it should not be used for professional purposes. Maybe to repost photos of angry looking cats or unicorns dancing on rainbows, but never to showcase your handmade custom cabinets or insurance business. Because the internet has become so prolific in our day to day lives, an online presence is essential for commerce. Even small businesses benefit greatly from having a website. But just having one isn’t enough. A website is an experience. And people often judge your business by the experience they have with your website. It’s a gateway to getting that new customer or client and if you don’t make the experience enjoyable or memorable, in a good way, you could very well lose that potential business. You don’t have to tell a person every little thing about your business on your website. A good website should outline your company, services you offer, showcase any work that might be relevant and give them a means to contact

you. Anything more and you’re walking a fine line. The good news is that because websites have become so easy to build, it’s easy to find businesses that offer packages to build and maintain your website at a very reasonable expense. That maintaining part is crucial. If you have photos on your website of work you did in 1996, it’s time to update. If it’s been seven years since the person who’s listed as the assistant manager was fired, it’s time to update. Like logos, you get what you pay for. Completely new, ground-up, custom websites are great. And if you can afford to spend $5,000 or more on one, go for it. For those who don’t have that much in their budget… search around. You’d be surprised at what you can get for a few hundred dollars and a nominal monthly maintenance fee.

Direct Mail Nothing says “Here, YOU throw this away” like a poorly thought out and executed direct mail piece. Direct mailers have been around forever and people have become desensitized to them. They just don’t care. So why should you spend your hard earned money on something that people are just going to throw away? Because if done properly, direct mailers are a cheap, effective way to target a specific market and get them in your door. The trick is to get people’s atten-

tion. You have mere seconds before the recipient decides to keep or trash your mailer. Make them count. We recently received a mailer that said “You’re being audited” in giant red letters. It was for a local CPA’s Chamber mixer, but it sure got our attention and we remem-ber it well to this day. Don’t just throw your logo you designed in MS Paint and a list of services on a card. Make it speak. Make it sing to the people you’re trying to reach. If you don’t, you could have spent that money on better things. Like two weeks worth of Brainstorms from Bum’s.

Social Media Facebook. Twitter. Linked In. Google+. You name it, chances are you’ve either heard of it or are on it. Practically everybody does it, but not everybody does it well. “I set up my Facebook account six months ago but only have four “likes” and 10 friends. It must be broken. I thought everyone used this site. Why aren’t people break-ing down my doors?” Social media is exactly that. Social. You have to be social and proactive for it to work. You can’t open an account and sit back while hoards of people come streaming through your store. You have to post. Tweet. Whatever. Talk to people. Use the sites to get the word out about what you’re doing. Share things other people are doing. Social networking is essentially a gigantic pyramid scheme, with you at the top. If you’re telling the world every other day about new products or offers or services, the friends of your friends of your friends will all be hearing about it.

Yellow Pages Stop. Just stop. Ten years ago MAYBE, but this is 2013. With the advent of smart phones and over three quarters of the population able to access the internet, yellow pages are becoming obsolete. Oh, who am I kidding… they ARE obsolete. The ploy these days is if you buy ad space in the yellow pages you’ll also get a mini website so you can “reach a maximum amount of potential clients.” How about you take the $300 per month you’ll spend on a 3” x 2”, 2 color ad that will only be distributed to a quarter, or less, of your target demo-graphic and spend it on an actual full blown customized website. Or business cards. Or updating your logo. Or do all of those things and still have money left over to take the family on a nice little weekend trip to the coast. Be polite about it, but when the yellow page sales team rolls through town, kindly show them the door. Fast.

Marketing can seem like a daunting task. But if you use a little common sense and enlist the help of others whose job it is to put your best foot forward, there are few things you can do that are better for growing your business.

YOU’RE DOING IT

WRONG

MARKETING |

By Ben Weber

Ben Weber is the Creative Director for SMV Texas. He is a Design Communi-cations graduate of Texas Tech Univer-sity with over 10 years experience and has worked with businesses throughout the Hill Country for several [email protected]


THE LIGHTER SIDE |

THE OFFICETRANSLATOR

What I Meant...What I Meant...Your problem. Not mine.Your problem. Not mine.

What I Meant...

Why the hell didn't you tell me sooner?

What I Said...I wasn't involved in that project.

What ISaid...

She's an aggressive

go getter.

What IMeant...

Thatwoman is a nightmare. What I

Said...

I'll try to schedule that in.

What I Said…Perhaps I can work late.What I Meant…When the hell do you expect me to do this?

What I Said…Perhaps you should check with...What I Meant…Tell someone who gives a damn.

What I Said…Of course I’m concerned.What I Meant…Nope. Not concerned at all.

What I Said…I’m not sure I can implement this.What I Meant...Screw it. It won’t work.

What I Said…Are you sure this is a problem?What I Meant…Get out of my office.

What I Said…He’s not familiar with the problem.What I Meant…That guy’s an idiot

What I Said…So, you weren’t happy with it?What I Meant…I so want to punch you.

What I Said…I’m a bit overloaded at the moment.What I Meant…I wish I were hourly.

What I Said…I don’t think you understand.What I Meant…Shove it up your…

What I Said…I love a challenge.What I Meant…This job sucks.

What I Said…Yes, we really should discuss it.What I Meant…Wonderful… another meeting.

What I Said…I don’t think this will be a problem.What I Meant…I couldn’t care less.

What I Said…He’s somewhat insensitive.What I Meant…He’s a jackass.

What I Said…I think you could use more training.What I Meant…How did you get this job?

830.431.1157 • westvita.comFamilies H Seniors H Weddings12 | COMPANY MAGAZINE

830.431.1157 • westvita.comFamilies H Seniors H Weddings

BULDING/DEVELOPMENT PERMITS - NUMBERS *DECEMBER 2012 YTD 2011 % CHANGEResidential - City 10 137 24%Commerical - City 9 15 -48%Residential - County 5Commerical - County 0

BUILDING/DEVELOPMENT PERMITS - VALUEResidential - City $2,966,372.00 $1,769,825.00 -40%Commercial - City $650,000.00 $10,195,576.00 1469%

CITY SALES TAXTotal $389,120.09 $4,386,533.12 4.99%

COUNTY SEPTIC PERMITSTotal 9 11 22%

UTILITIESElectric-City 4,935Gas - City 1,465Water - City 4,820Sewer - City 4,570Garbage - City 3,466

BUSINESS BAROMETER |

*DECEMBER 2011102120

% CHANGE0%

350%-58%

0%

YTD 20121708

8.70% $4,605,513.98 357,932.74

4,8311,4024,6604,4413,340

4,9351,4654,8204,5703,466

2.15%4.49%3.43%2.90%3.77%

THE KENDALL COUNTY BUSINESS BAROMETERFacts & Figures that highlight the ongoing strength and growth of our local business community

FULFILLING YOUR POTENTIAL THROUGH THE POWER OF THE HORSE

RELATIONSHIP • UNDERSTANDING • COMMUNICATION • TRUST

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FULFILLING YOUR POTENTIAL THROUGH THE POWER OF THE HORSE

RELATIONSHIP • UNDERSTANDING • COMMUNICATION • TRUST

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210.912.5226 / 210.863.3222

Give your Leadership or Sales Team a leg up! Call to book your personalized, Birkman-based,

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It’s likely you’ve been asked, “So, what do you do?” by your neighbor, someone you went to high school or college with or folks you meet at a networking event. You could answer this question with one word – attorney – or with seventeen words – We give folks who have significant assets, peace of mind, by assuring adequate protection of those assets. The first option probably elicits an ‘Ohhh…’ and the second a ‘Huhhhh???’ Not really the reaction or results you really want. So, what reaction and results do you want? Stephen R. Covey, author of The 7 Habits of Highly Effective People, says Habit 2 is “Begin with the End in Mind.” A woman I met recently at a network-ing mixer indicated as she passed her card to me that I could call her or just go to her website and order something. Wouldn’t that be great if folks would just do that? It would fulfill the dream many of us have for a business that makes money while we sleep! So just what is networking and what outcome should we expect? I see it as ‘an opportunity to develop relationships and share resourc-es.’ So, while I could simply search for an attorney on line, it would likely be the luck of the draw to find one that met all my criteria – a feeling of trust, confidence in their ability to help me get the results I wanted, and rates that fit my budget. If I’m not feeling so lucky, a networking event might be the place to develop a relationship with a potential attorney or someone who has used one that they’d happily recommend as a resource. Many of us put networking events in the same category as getting a root canal, especially if we think it’s likely we won’t know a soul at the event. It brings back memories of walking into a new classroom in a new town for the first time back in grade school. On the positive side, networking gives us an opportunity to meet folks we might one day want to work with and to give and get recom-mendations about working with other folks.

Get your smile on! Networking is a bit like marketing. The job of the headline in an ad is to get the person who sees it, to read the first line. The job of the first line of the email is to get the person to read the second line, the second line’s job is to get them to read the third line, etc… You’re not trying to get folks to open their wallet, just take the very next step.

So, back to networking. Your first step when networking is to be approachable, to look like the kind of person folks might want to get to know. That means you need to banish the frown, put the smile on, and have at least one free hand ready to shake the hand of folks you meet. And, don’t wait for other folks to approach you. If you tend to be an introvert, one technique is to imagine you’re actually the host of the event and that it’s your role to make sure folks are introduced around. Once you’ve met just one person you can then say to the next person, ‘Have you met Ben?’ No one will ever suspect you’re an introvert, especially when you use the technique in the second step. Now, you might be thinking the second step is to give every person your business card. It’s actually more like the fourth or fifth step and optional even then. The second step is actually to ask the first question of the con-versation. It could be, ‘Are you a member of this organization?’ or ‘Do you come to these mixers often?’ or even something about the weather like, ‘Wow, did you get caught in that downpour this morning?’ Then, keep control of the conversation by asking more questions. ‘So, what do you do?’ ‘Are you looking for more clients?’ ‘How would I know if I met the right person to refer to you?’ ‘What’s the biggest challenge you face in the next 30 days?’ Most of us love talking about ourselves. But, to be effective at net-working, resist the temptation to be the one talking, and instead play

HOW TO MASTER NETWORKING FOR

REAL PEOPLE

NETWORKING |

By Cheryl E Cook

Cheryl E Cook is an award winning entrepreneur specializing in helping 7-figure business owners retire the habits that are keeping them from taking their business to the next level, develop processes they can leverage into a scalable business, that gives them more free time and yields three times the value when they decide to sell. She is passionate about equipping business owners to grow and manage remarkable organizations, and motivating them to share their unique abilities with the world. Cheryl can be reached at [email protected].


Heather Ryan, Branch ManagerNMLS# 205601

Network Funding, LP - NMLS# 2297P: 830-755-8208 | F: 866-289-234131007 IH 10 West, Ste. 205 • Boerne, Tx

[email protected]

BUY IT

BUILD IT

REFINANCE ITWE CAN HELP!

the role of the interviewer, asking questions. Using what you learn by asking questions, you can now better answer the question that will inevitably come your way, ‘So, what do you do?’ The Formula for: ‘What do you do?’ Let’s say you’ve just learned the person you’ve been talking to is the executive director for a profes-sional association who is in desperate need of finding speakers for some upcoming meetings. It just so happens that you find a great way to connect with potential clients is in speaking to groups of your target audience on topics they can immediately put to use in their business. So, when asked what you do, you answer using the following formula. [Target audience] + [Problem you solve] + [Result they get] ‘I help busy meeting planners pack the room for monthly meetings, with topics that directly impact the audience’s bottom line, resulting in increased member satisfaction and retention.’ If you’ve just talked with a business owner who’s grown her business to seven figures but just can’t seem to find the time to grow it beyond that point, you would answer the question by saying, ‘I work with seven figure business owners to retire the habits that are keeping them from taking their business to the next level, developing processes they can leverage into a scalable business that gives them more free time and yields three times the value when they decide to sell it.’ I walk away with two great leads from two very different conversations. Had I simply indicated I was a Business Coach when asked, ‘What do you do?’ I’d have walked away with, at best, contact information for two barely warmed over cold calls.

What about the business cards? Isn’t networking all about exchanging business cards? Wait. Before you exchange any cards, consider what, if anything, you’ll do with the business cards once back at your office. What’s your follow-up plan? Does it include stacks and stacks of collected business cards? Since you only have control over your own actions, I recommend you focus only on collecting busi-ness cards from those folks you really want to connect with. And, yes, if someone wants your business card, by all means, give them one. You never know if they’ll be part of the 3% of all folks who actually follow-up or if your card will end up in another never ending business card stack. Circulating at a networking event passing your card to everyone you see telegraphs a message to ev-eryone that you’re a ‘newbie’ and ‘desperate’ even though you may have a polished elevator pitch. Your focus is not on handing out your business card to everyone who can fog a mirror, as they say. Rather, you want to focus on collecting cards from folks you really want to connect further with (and, no, it’s not everyone).

Mastery Anything you want to master requires preparation, a few simple steps, and repeated action. Mastering networking is no different. First, spend a few moments gaining clarity on who your target audience is, the problem you solve for them, and the result they get. Put these together in the formula and tweak it until it’s simple yet powerful. At your next networking event, give yourself a triple five goal - meet five new folks, deepen your relationship with five folks you already know, and walk away from the event with five folks to follow up with.

Rinse and repeat. Remember, mastering networking is not about being perfect, but about being a real person folks would like to do business with.

thecompanymag.com | 17

I am often asked this ques-tion by my small business owner friends and acquain-tances. While there is no single answer, my response is typically this: Why spend your time and energy doing paperwork when you can be building your business? Just think about it, if you spend just ten hours a week doing your bookkeeping, this is time that you are not promoting your business or generating revenue. In addition, how do you know that your business is really doing fine? So that’s my short answer. Here is the longer one.

Do what you love. Most businesses are started with the goal to produce the best product or service. Own-ers focus on what they like and are good at, such as product development or sales. Ad-ministrative and bookkeeping tasks are often put on the back burner or are not done at all. As a result, many businesses fail or are not as successful as they can be. This is often due

to poor debt collection, poor cash management, improper inven-tory management, poor accounting records, and decisions based on inadequate information. In order to maximize the return on their time, the small business owner should focus their efforts on those things that will generate sales. This will lead to revenue that will cover or exceed the cost of hiring a bookkeeper. You will also gain peace of mind knowing that your bookkeeper is working with you to insure that you have the financial information that you need to make sound business decisions.

Get a firm handle on how well your business is doing. Many small business owners look at their bank statement and think that if it has a positive balance then all is well. Unfortunately, this number only reflects a single point in time and is not a good indicator of the success of your business. It does not provide any information about the past nor does it let you know if you will be able to meet your obligations in the future. In addition, it can’t tell you anything about the profitability of your individual products or services. An experienced bookkeeper will help put a record keeping system in place that will provide you with accurate and timely infor-

mation about the status of your business finances. They can work with you to establish a budget and then assess how well you manage to that budget. They will help manage your cash flow to insure that obligations can be met and that money is available when you need it. They can show you how to use historical information to make deci-sions about the future direction of your business.

Keep ahead of your income tax. Does this sound familiar? It’s December 31 and it’s time to get your financial information ready to turn over to your tax CPA. You scramble around looking for expense receipts and bank statements. You hope that you have all of your sales invoices and inventory records organized in some usable form. You turn your box of paperwork over to your CPA, cross your fingers and hope for the best. You wonder if you really made any money or you await the dreaded phone call telling you that you have to write a huge check to the IRS. If you had a bookkeeper, all of the paperwork would have already been done, you would know if your business is profitable and estimated tax payments would have been made. Throughout the year, your bookkeeper will make sure that revenue and expenses are consistently recorded and that proper documentation is maintained. They will also look for expenses that may have been paid with personal funds and make sure that they get included. An experienced bookkeeper will know what types of expenses are often missed and will work to insure that all allowable items are reported. They will help calculate estimated tax payments that can be paid throughout the year rather than getting hit with a huge bill in April. In addition, bookkeeper fees are usually less than what your CPA will charge to perform the work. Most importantly your bookkeeper will provide you with timely feedback regarding the profitability of your business.

But I use bookkeeping software - isn’t that enough? Even if you use a bookkeeping program like QuickBooks, you may not be taking full advantage of the tools included to help you man-age your business. A lot of business owners focus in on the Income Statement and Balance Sheet but don’t look at anything else. Most bookkeep-ing programs have other reports and powerful tools that can be used to help manage your business. The underly-ing structure of accounts, custom-ers and vendors, however, has to

BOOKKEEPING |

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Karen has more than 20 years of experience working with both large and small businesses. Her experience ranges from simple bookkeeping tasks to complex analysis and management consulting. She lives in Boerne with her husband and two children. 210-215-5192

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Why should I hire a bookkeeper? My business is doing fine and I don’t want to spend the money for someone else to reconcile by bank statement.


be set up correctly in order to use these tools effectively. Since you are busy managing your business, you may not have the time - or the interest to figure out how to organize your data. A professional bookkeeper will work with you to determine your needs and will know how to set up your company file to support those needs. They will draw from their experience and extensive knowledge of the software to get the set-up done in a timely manner and can then show you how to quickly get to the information that you want.

Do I have to turn all of my bookkeeping functions over to the bookkeeper to take ad-vantage of the benefits of hiring one? No. You can work with your bookkeeper to determine the best blend of hands on vs. outsourced processing. It all boils down what you need and how much time you want to spend on your bookkeeping functions. Every business is different and every owner wants to maintain a different level of control. If you decide to hire a bookkeeper, they should be able work with your needs to create a system that works. Here is a list of services that an experienced bookkeeper should be able to provide: •Weekly,Monthly,QuarterlyandAnnualFinancialStatementPreparation •Bank,CashRegister,AccountsReceivable,AccountsPayableReconciliations •AccountsReceivableservices(billing,cashreceipts,collections) •AccountsPayableservices(purchaseorders,invoicereceipts,checks) •PayrollServices(timecollection,checkprocessing,benefitpayments) •JobandProjectCosting •Salestaxcollectionandreporting •Franchisetaxreturns •Federalemploymentreturns •Stateemploymentreturns •Budgetpreparationandanalysis •Bookkeepingsystemset-upandtraining •Specializedreportingandanalysis So to sum it all up, you, the small business owner, should focus your efforts on what you do best. Your time is a direct investment your profits and success. You will achieve the maximum return on your invest-ment by applying yourself to the promotion and management of your enterprise. Hiring a good book-keeper will help realize your goals by offering timely financial services and advice when needed.

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LEGAL |

When you hear people speak about going through a divorce you might hear some vulgar words, terms and other expletives that you usually don’t hear people call other individuals. Amongst the profanities, you might also hear the terms separate and community

property. The division of assets in a divorce is based on the un-derstanding of the concepts of separate and community property. The general rule when dividing any asset in Texas is that a spouse’s separate property is 1) the property owned or claimed by the spouse prior to marriage 2) any property acquired by the spouse during the marriage by gift, devise or descent and 3) the recovery for personal injuries sustained by the spouse during the marriage, except for any recovery for loss of earning capacity during the marriage. Tex. Fam. Code §3.001. Community property consists of all other property that is not separate property acquired by either spouse during the marriage. Tex. Fam. Code §3.002. In a divorce scenario, the Court must divide the spouses’ community property in a just and right manner and confirm each spouses separate property. When speaking about business interests, most can be characterized as either separate or community property. When one or both parties to a divorce own a small business, a divorce can have a deeper and more difficult effect. Often one or both spouses’ future livelihoods hang in the balance because of the division of marital property concerning a small business. Planning is essential if one spouse owns and oper-ates a business and desires to maintain control of the business after a divorce. The first concern related to a small business in a divorce relates to the type of entity of the business as the rules of divorce differ depending on the type of entity being divided. This article will address three types of business interests: Corporations, LLC’s and sole proprietorships (commonly known as a d/b/a). A corporation is a separate legal entity that normally insulates its owners or shareholders from personal liability. Ownership of a corporation is evidenced by stock whereby an individual owns stock in a corporation (an ownership interest in the corporation), while the corporation owns the actual corporate assets. Thus, the value of an individual’s interest in a corporation is limited to the value of his or her stock. Generally, a corporation is deemed separate or community property depending on the date of incorporation: a corporation incorporated before marriage is separate property and a corporation incorporated during marriage is considered community property. However, the character of a corporation can be affected depending on the property that is used to capitalize the business. If a spouses’ complete separate property is used to capitalize the corpora-tion, the business will be deemed separate property, whether or not the company was incorporated during the marriage. Additionally, if a corporation is capitalized with separate and community property funds, the business will be characterized according to the proportion that each estate contributed to the business. Lastly, it is important to note that a Court can divide only the shares of stock of a corpora-tion and not corporate assets as corporate assets are considered the property of the corporation. A limited liability company (“LLC”) is similar to a corporation when speaking of division in divorce. Ownership interests in the LLC are typically called “membership interests” rather than “shares” of stock in a corporation. The date of formation will dictate whether an LLC is considered separate or community property. Also, like a corporation, a Court cannot divide the company’s assets as they are considered the property of the LLC, and a member is not liable for

the LLC’s debts, obligations or liabilities. A Court also cannot assign or divide one spouse’s membership interest in a LLC. In a divorce, the assets of a business formed as a sole proprietor-ship will be the easiest to divide between spouses, however, it pro-vides the least protection if one spouse wishes to maintain control of the business. A sole proprietorship or d/b/a is a business in which the individual owns all the property and owes all the debts of the business outright. A sole proprietorship is thereby distinguishable from an LLC or corporation, in which ownership interests are held by the members or shareholders of the entity, while the entity itself owns the assets. The property of a sole proprietorship consists of everything that makes up that business: all business assets, furniture, fixtures, cash and accounts. Therefore, the characterization of a sole proprietorship depends solely on when (before or during marriage) and how (using community or separate property funds) each asset was acquired. Taking into account the aforementioned general statements regarding separate and community property, it is important to con-sider that one spouse may request the Court to “pierce the corporate veil” allowing the requesting spouse a better advantage of acquir-ing business assets that he or she would normally not have access to. Piercing the corporate veil can be done with regard to a corporation and LLC and allows a Court to characterize assets that would other-wise be owned by the corporation or LLC as community property. An often used method of piercing the corporate veil is referred to as the “alter ego” theory. Alter ego permits the Court to pierce the corporate veil when 1) there exists unity between the business and the spouse such that the separateness of the business has ceased to exist and 2) the spouses improper use of the business damaged the community estate beyond what might be remedied by a claim for reimbursement. Lifshutz v. Lifshutz, 61 S.W. 3d 511, 517 (Tex. App. -- San Antonio 2001, pet. denied). In conclusion, one needs to plan from the beginning stages of formation to keep control of a business. If the business is either a small corporation or an LLC, the shareholders or members who created the business can accomplish control with a simple written agreement called a buy-sell agreement. Each shareholder or member can sign an agreement that states if the shareholder or member dies, quits, or is divorced, the corporation or LLC buys back the owner’s interest at a set price or according to a fixed equation. Buy-sell agreements can affect or even determine the value to be assigned to a spouse’s interest in a business. Additionally, shareholder and/or operating agreements of a corporation and LLC should include various provisions that protect the interests of other owners if one of the owners is divorced. Such provisions could include: 1)requiring unmarried shareholders or members to provide the company with a prenuptial arrangement prior to marriage along with a waiver by the owner’s spouse-to-be of his or her future interest in the business and/or 2) a prohibition against the transfer of shares without the ap-proval of the other shareholders or members and the right, but not the obligation, of the other shareholders or members to purchase the interests of one or both of the divorcing parties so that the other owners can maintain control of the business.

THE BUSINESSBREAKUP

Mr. Lovorn received a B.S. in Biochemistry from St. Edward’s University in Austin, Texas. Following his undergraduate degree, Mr. Lovorn obtained his Juris Doctor degree from St. Mary’s University School of Law. During law school, Mr. Lovorn clerked for the Honorable Edward C. Prado of the United States Court of Appeals, Fifth Circuit and the Honorable Charles W. Seymore of the Fourteenth Court of Appeals. Additionally, he served as a staff writer and articles editor for the St. Mary’s Law Journal.

By Shaun Lovorn & Jeannemarie Wilson


the LLC’s debts, obligations or liabilities. A Court also cannot assign or divide one spouse’s membership interest in a LLC. In a divorce, the assets of a business formed as a sole proprietor-ship will be the easiest to divide between spouses, however, it pro-vides the least protection if one spouse wishes to maintain control of the business. A sole proprietorship or d/b/a is a business in which the individual owns all the property and owes all the debts of the business outright. A sole proprietorship is thereby distinguishable from an LLC or corporation, in which ownership interests are held by the members or shareholders of the entity, while the entity itself owns the assets. The property of a sole proprietorship consists of everything that makes up that business: all business assets, furniture, fixtures, cash and accounts. Therefore, the characterization of a sole proprietorship depends solely on when (before or during marriage) and how (using community or separate property funds) each asset was acquired. Taking into account the aforementioned general statements regarding separate and community property, it is important to con-sider that one spouse may request the Court to “pierce the corporate veil” allowing the requesting spouse a better advantage of acquir-ing business assets that he or she would normally not have access to. Piercing the corporate veil can be done with regard to a corporation and LLC and allows a Court to characterize assets that would other-wise be owned by the corporation or LLC as community property. An often used method of piercing the corporate veil is referred to as the “alter ego” theory. Alter ego permits the Court to pierce the corporate veil when 1) there exists unity between the business and the spouse such that the separateness of the business has ceased to exist and 2) the spouses improper use of the business damaged the community estate beyond what might be remedied by a claim for reimbursement. Lifshutz v. Lifshutz, 61 S.W. 3d 511, 517 (Tex. App. -- San Antonio 2001, pet. denied). In conclusion, one needs to plan from the beginning stages of formation to keep control of a business. If the business is either a small corporation or an LLC, the shareholders or members who created the business can accomplish control with a simple written agreement called a buy-sell agreement. Each shareholder or member can sign an agreement that states if the shareholder or member dies, quits, or is divorced, the corporation or LLC buys back the owner’s interest at a set price or according to a fixed equation. Buy-sell agreements can affect or even determine the value to be assigned to a spouse’s interest in a business. Additionally, shareholder and/or operating agreements of a corporation and LLC should include various provisions that protect the interests of other owners if one of the owners is divorced. Such provisions could include: 1)requiring unmarried shareholders or members to provide the company with a prenuptial arrangement prior to marriage along with a waiver by the owner’s spouse-to-be of his or her future interest in the business and/or 2) a prohibition against the transfer of shares without the ap-proval of the other shareholders or members and the right, but not the obligation, of the other shareholders or members to purchase the interests of one or both of the divorcing parties so that the other owners can maintain control of the business.

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LEADERSHIP |

A few years ago, I was given the task of writing a leadership development curriculum for our or-ganization. We were coming to grips with the fact that the numerous staff and volunteers who made our company work could use some better training for what we needed them to do as leaders. As the senior leader of the organization, somebody felt I was the best one to come up with the plan. I was very excited about the opportunity. I believe great leadership is a must for any organization that wants to be successful. I’ve always wanted to be an effective leader so I had been applying myself to learn all I could about being a leader for years. In my particular environment, I need to know how to lead a professional staff team in order to effectively mobilize a volunteer driven, non-profit organization. Consequently, I had shelves full of books on topic of leadership and files stuffed with articles and notes that I had collected through the years in my quest to become a better leader. In anticipation of my project, I arranged to hide out at a friend’s lake house for an undisturbed day reserved for crafting our new leadership develop-ment curriculum. I gathered some of my favorite books and magazine articles, a pile of notes and handouts I had collected from various conferences and workshops along with a wealth of materials I had plucked from numerous internet searches on the topic of leadership development. Along with a bag lunch, my laptop and a fresh legal pad, I set off for my grand foray into writing a leadership curriculum that would train lead-ers in our organization for years to come. I was just sure that I would leave the lake house at the end of the day with the next New York Time’s bestseller on professional development; the work that would plant me securely in the pantheon of leadership gurus. Visions of millions danced in my head. By the time I set out to write my next book, it would be at my own lake house.

I was really was excited about this project. I had wanted to do something like this for a long, long time. Unfortunately, time for work like this is often lost in the daily chaos of the urgent. But here I was with a mandate to write a leader-ship curriculum. I had an entire day all to myself to establish the guts of what would become my great contribution on leadership. I arrived at the lake house early. I opened all the windows to let in the gentle breeze and to flood the room with sunlight. I settled in at the dining room table overlooking the blue water below my mountain perch. I pulled out all my materials, neatly arranged them in the order I would need them, turned on my computer, created my file and placed my fingers on the keyboard. Let the genius begin! Ten hours later…I had nothing! When I say nothing, I mean, notta’, zilch, zippo, one large goose egg of writer’s block. I didn’t even have an outline. The minute I started to think of what to include in the curriculum, I became completely overwhelmed with the scope of all that should be included in a discussion on leadership. How in the world do you take nearly twenty years of leadership learning and distill it into an outline of materials that you could use to train budding leaders in a workshop? I was completely paralyzed by the project once I started on it. On my drive home from the lake that night, I was incredibly discouraged. I had absolutely nothing to show for the day’s effort. The next few days were a blur as I found myself nearly obsessed with how to begin, let alone finish, the project. The more I thought about it the more obscure it all became. I carved out another opportunity in my schedule to work on the project. I sat in my office with my feet propped up on my desk just staring at a blank legal pad trying to come up with an outline. I just

L .E .A .DTHE FOUR ESSENTIAL PRACTICES OF

HIGHLY EFFECTIVE LEADERSBy Paul Wilson


needed a place to start. When nothing ended up on the paper after nearly an hour, I simply scribbled one question across the open page in frustration. “What do I want our leaders to do?” If I could recruit some great people and then train them to do what we really needed them to do as leaders in our company, what would I want them to do? What would be the essential practices of a leader of teams in our organization? Sitting there trying to answer that simple question finally dislodged the ideas I had been searching for over a week. Before too long, I had a long list of answers to my critical question. Once the dam broke, I was on a roll. Fortunately, I ended that work session with a good start of what would become our company’s leadership development strategy. Initially, there was a long list of things I felt a leader needed to do. After some careful consideration, I recognized that most everything on the page fell into one of four categories. In my mind, those categories became the four essential practices of an effective leader. Ironically, the first letter of each of those four practices formed a perfect acronym: L.E.A.D. I need leaders who… LOVE, EMPOWER, ALIGN and DEVELOP …the people they lead. In the end, I felt I needed our leaders – both professional and volunteer – to love, empower, align and develop the people they led. I am convinced that if our leaders honed these four practices, our organization will thrive. I look forward to future Company & Company MD articles to drill down deeper into each of these four essential leadership prac-tices. However, to really understand their importance, I think it’s extremely important to place them in context. Let me explain how I see the role of leadership in the life of orga-nization. In very simple terms, a team exists to come up with a solution to a challenge facing their organization. Together, that team identifies a plan they believe will solve the problem facing them. It doesn’t mat-ter what kind of team or organization we are talking about. Whether it’s a product development challenge, a customer service problem or coming up with a way to deliver your widget faster. Whatever the case, there is a team of people working on a plan to solve a problem. Every organization has teams working on the challenges facing their company. Depending on the size of your company, it might be one team working on all the challenges you face or it’s hundreds of teams across the nation. Finding solutions to problems is what you pay people to do for you. I am convinced that the success of those teams is determined by the effectiveness of the person leading them. “Speed of the leader, speed of the team.” Great teams are led by great leaders.

Now listen closely. This is the most critical principle of leadership in my opinion. The work of the leader of the team is fundamentally different from the work of the team. Let me say that again. The work of the leader of the team is funda-mentally different from the work of the team. Sure, a leader earns a lot of points with his team when he rolls up his sleeves and gets down into the trenches with them from time to time. However, if that is all he does, his team will ultimately fail to be as effective as it could be. A leader must attend to the work nobody else on the team is going to do while they are busy working the plan for solving the problem they face. As a highly relational leader, I am a player-coach by nature. I like to be in the trenches with my teammates. I really don’t like the lines of distinction between the leader and the led. I never have. In high school, I didn’t relish being selected a team captain. I just wanted to be one of the guys. However, I have learned the hard way that I can’t just be one of the guys and lead a successful team. If I neglect the vital work the leader does on behalf of his team, the team fails. This is why a leader and leadership are so vital to the success of any organization. Leaders do a work nobody else is doing. To help my leaders understand this important concept, I draw a diagram where an arrow represents the work that needs to be done by the team. On the blunt end (left) of the arrow is the problem facing the team for which they need to come up with a solution. On the pointy end (right) of the arrow is the solution to the problem they are tackling. The middle of the arrow is “working the plan.” It is executing the strategy they have created as the means to the solution. In the middle is where the day-to-day blocking and tackling goes on toward overcoming a team’s particular challenge. Below the arrow I draw an image for the team. They exist to execute the work that needs to be done in order accomplish the plan. Above the arrow I draw an image for the leader. He exists to do the work that needs to be done in order for the team to be successful. What I finally identified that day in my office was the four essential practices that I believe a leader must do in order to effectively mentor his team toward success. If you drop the ball on any of these four practices, don’t be surprised that your team fails to be successful at solving the problems facing your company. The work of an effective leader is to love the members of his team, to empower them to act wisely on behalf of the organi-zation, to align each team member around the organization’s mission, and to develop them into one the best teams in the entire organization. This is the essential work of an effective leader.

Paul Wilson is the Senior Pastor of Cibolo Creek Community Church in Fair Oaks Ranch, Texas. Launched in 1996, Cibolo Creek is committed to the challenging mission of creating a church unchurched people love to attend. A Masters degree in Theology and thirty years of leadership experience in non-profit organizations have granted Paul a unique perspective on what it takes to lead people effectively. Paul and his wife, Charlotte, and their two teenage sons make their home in Fair Oaks Ranch, Texas.


How did your business get started? Describe your background? I have been in the retail business for 27 years as a designer, whole-saler and also in the retail side.I opened Fiddlin Frogs in 2004 in Boerne and moved to my current location in Leon Springs in 2008.

What made you choose to open a business in the retail industry? About 27 years ago, I was a SA clothing designer, working under Allison Wood Designs. This lead to many new opportunities in the clothing industry and I decided I liked the retail side better than the manufacturing. Retail always allowed me to work with and be around people.

Why did you choose to open your business in the Leon Springs area? I closed my business in SA and moved to a small ranch in Boerne in 1995. I got the retail bug again and opened Fiddlin Frogs on Main Street in Boerne. I loved Boerne but thought it was time to move down the street to Leon Springs. I felt like the location between San Antonio and Boerne was ideal. Leon Springs was the perfect spot to combine the apparel lines with the new expanded home décor store!

What’s the best thing about your job? A lot of things! Being able to provide a landscape for other designers like myself, to showcase their products. I love to encour-age and enable people to do what they love! Finding local Texas artisans who create their own designs for the home through metal work, paintings, and designs of all kinds. Keeping as many things as possible in my store that are truly a one of a kind piece and made by local artist. And, keeping the store alive with new and exciting pieces that come in everyday!

What/to whom do you attribute the success of your business? I attribute the success of my business to my team. I could not do this without my team. It is my great joy to watch my employees come together and make the Fiddlin Frogs what it really is.

Do you have advice for anyone who’d like to start a small business in this area? If this is your true passion, you will find the energy and time that a small business or retail store demands. Try to surround yourself with people who share your passion and bring the best to their jobs. Working as a team member is the only way to have your business become a success.

BUSINESS PROFILE |By Allison Wood, Owner


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NEW BUSINESS PROFILE |

Brief description of Yamaha Fun Center: Yamaha Fun Center is a Yamaha branded dealership that sells new Yamaha motorcycles, atv’s, utv’s, scooters and watercraft. We also carry parts and accessories and service all makes of vehicles including Honda, Suzuki, Polaris and Kawasaki. We are a family owned busi-ness and offer un-paralleled customer service.

What made you choose to open your location in Boerne? The reason we choose Boerne to open our Yamaha dealership was that the Northwest side of San Antonio, Boerne and the Hill Country area did not have a branded full service motorcycle, atv and watercraft dealership. Additionally, our grandparents were from Boerne and it has always been a place I wanted to do business.

Describe your background? What did you do before you started or came into this business? The Chakales family has owned and operated several powers-ports dealerships since the early 1980’s. These dealerships included Yamaha of San Antonio, Honda of New Braunfels and Polaris Fun Center of Bryan. Yamaha Fun Center was opened in 2012 as a Yamaha branded dealership servicing all makes and models including Polaris, Kawa-saki, Honda and Suzuki. I am the owner/operator and have been an enthusiast since a child. My passion for powersports included the Honda Odyssey, Honda Big Red and Yamaha Mini Enduros. I started my powersports career as the General Manager of Kawasaki of San Antonio at the age

of 19. From 1986-1996, I was the Manager of Kawasaki of Universal City. I realized the best way to serve customers was as an owner. In 1997, my brother and I opened and owned Yamaha of San Antonio. In 1999, we opened 35 North Honda in New Braunfels. In 2005, we sold the dealerships to someone from out of state. In 2009, we opened a new Polaris dealership which was sold in 2010. I missed his San Antonio area customers so much he decided to open Yamaha Fun Center. What do you enjoy most about this line of business (powersports)? We are in the business of selling fun. Every product we offer brings joy to the purchaser. There is nothing more enjoyable than a child that received their first dirt bike at Christmas coming to the store to tell me about it. We try to make the buying and owning expe-rience the best possible. There are larger box stores that sell Yamaha but are not owner managed. I love coming to work every morning and greeting every customer by name. They are truly a part of our family.

What is the best thing about your job? What I enjoy best about my job is trying to find a solution to any customers’ request. Every day brings a new challenge. I also enjoy the fact that our products bring joy to the buyers. Our products are not a necessity in life for most people and for the most part are a recreational outlet.

Tell me what makes your business unique? We are family owned and operated and the owner is there on a daily basis. We are truly dedicated to customer service. My brother and I have owned and operated powersports dealership for over 40 years and our reputation is impeccable.

Anything else you would like our readers to know? Our dealership does pick-up and delivery for anything that needs to be serviced. We are open Monday to Saturday 10AM-6PM (March to December). We are closed Monday’s in January and February.

THE NEWYAMAHAFUN CENTERBy Troy Chakales, Owner


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NameGarrett Greenwood

Age18

What school/college do you plan to attend? I’ve been accepted to A&M at College Station and have applied to UT Austin and Stanford and will be making the decision soon.

What is your expected major?Computer Engineering

After graduation, what do you feel would be your ideal job? My dream job is to work for Valve Software as a Hardware or System Engineer. I’d also enjoy working anywhere where I can stretch my ingenuity, meet interesting people, and create products that redefine even a small part of the world.

Tell us about your invention. It’s always been tradition for the Boerne high school bands to march in the city’s Christmas Parade every year and the students are allowed to equip their instruments with Christmas lights. I wanted to take the tradition one step farther by creating a string of Christmas lights that, rather than simply blinking, listened and reacted to the music I played. To do this, I took apart two strands of lights and reverse engineered the circuit that drove it. Then, I replaced the stock controller with an Arduino and a microphone, programmed to analyze incoming sounds and translate them into meaningful light pat-terns. When it was complete, the lights on my instrument blinked to the band’s tune during the parade.

Any future plans for the invention? Besides passing it on to the next students in my section, I don’t have many other plans for it. How-ever, the experience and confidence I’ve gained from the project have helped me with other inventions, including a self-typing Bluetooth keyboard.

Awards or accomplishments. I’ve won Best in State in TSA competition for 3D animated landscape and Audio CD, and have won Best in Show in Traditional Photography(color) in the 2011 Hill Country Art Survey.

Other hobbies or interests? I also enjoy building custom computers for my friends, programming in various languages, video game design, and building other electronic inventions.

Any other information to add? Another hobby I’ve taken on during the summer is bartering and investing in various online mar-kets, such as the virtual item ecosystem in games like Team Fortress 2 and Diablo 3. Careful manipula-tion of the markets has profited me over $200 after a small investment.

STUDENT |

B.I.S.D. RISING STAR


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John-Mark Matkin

FORGINGTHE WAY “Since founding Matkin Hoover Engineer-ing & Surveying, John-Mark Matkin has taken on some large projects. However, most pale in comparison to the Kendall West Utility. Plagued with issues, Matkin is determined to push through those issues with the Utility, and ensure the long term health of his customer’s water supply.”

By Ben Schooley :: Photography by West Vita


When you see a topographic map of an area or of a town, you see trees and creeks and fields. When John-Mark Matkin looks at the same map, he sees POTENTIAL. From selecting the career of Engineering, to master planning communities, Matkin has the knowledge, experience, and most importantly, the passion to ensure success. Born in Fort Worth and raised in San Antonio, Matkin was un-clear initially what career path he was set to undertake. He begins, “I didn’t know what I wanted to do really. I ended up majoring in Petroleum Engineering at Texas A&M, but I moved quickly over to Civil Engineering. I’ve always been good at Math and Science so I knew it would be a good fit. I had scored a perfect score on the SAT in the Math section, and I had always enjoyed construction, so Engi-neering was just a logical direction.” While at A&M, Matkin interned with Lyda Construction for his sophomore and junior years, giving him his first foray into con-struction. Matkin ultimately took a year and half off from school for the internship, and yet graduated in only four and a half years. A credit to a strong upbringing and unwavering work ethic, Matkin entered the professional engineering industry in 1995. “I went to work for Pape-Dawson Engineers right after A&M. I was there for a total of four and a half years. In order to get your engineer’s license, you must work under licensed engineers for four years, so as soon as that was achieved, I realized that I was never able to enjoy life. I was working way too much, and knew that I wasn’t going to be able to retire working that job, so I jumped on with Les Harvey. He was just a one man show. So I went to work for him on a handshake deal, and I quickly realized I could run a company. I was doing all the aspects of running his small business, and I knew that I could be successful.” And with that, Matkin Hoover was born. Matkin identified the new office location, racked up $40,000 in credit card bills to get the business off the ground, and flipped the OPEN sign in the window in January of 2002. One month later, the credit cards were paid off, and it was obvious that Matkin was finally doing exactly what he was made for. Eventually buying out his partner Alan Hoover in 2008, Matkin has continued to grow and expand the firm’s capabilities and resume ever since. Notable projects include Anaqua Springs, Estancia, Boot Ranch, Tapatio Springs, Comanche Trace, World Savings and Loan in San Antonio, and the Department of Defense. The firm has also done survey work in Japan, Hawaii, Virginia, California, and Guam to name a few.

Matkin also has focused energies toward some oil and gas enter-prises that he is involved with, as well as a ranching operation he purchased in 2005. But of all the projects he has been involved with, none has gener-ated as much press and controversy as the Kendall West Utility, which he purchased during the summer of 2012. Matkin explains, “It was formerly known as the Kendall County Utility Company. It supplies water and sewer to predominantly the Ranger Creek and Tapatio areas. I’ve known Jay Parker for 10 years, and we were talking about his plan for the water, and the situation was pretty dire. They weren’t able to do the improvements that were necessary, the water got down to 8 feet above the pump, and there was just a lot to be done. Tom Cusick was the new owner, and I asked him if it was ok if I made an offer for the utility company. I got it under contract, and from there, it’s been just nothing but hard work trying to bring this thing back.” He continues, “We have a situation where we have a whole bunch of customers, and people just don’t understand how truly dire our water situation is. I’ve got 20 years of experience working on water systems and engineering and can bring this to a point where it func-tions appropriately. There’s a couple of different things that we’ve got to focus on: 1. Where the water is coming from. Medina Lake is almost empty. We have to start planning so much better. In the last 40 years, we’ve averaged 40” a year. Over the last 20, we’ve averaged 32”. We’re calling this a drought, but we’ve always been really wet or really dry. But when we have a drought, we have so many more people pulling on the resources.” And those depleted resources and increased customers are coming at a price. Shortly after taking over the Utility, Matkin sent a letter to every customer that informed them of a rate change. Effectively doubling the cost for every user, understandably, there was a mixed response. “The rates that were set in ’08 were losing the company substantial money each year. We have to get the water flowing. You’ve got to have somebody make the hard decisions now to fix our future problems. People got upset and were trying to understand. The rates were set by the State, so I simply followed the guidelines set forth. However, for every person that was upset and yet took the time to meet with me has left my office satisfied. This is a very necessary step for the long term health of the water system, and once I explained the reasons behind our decision, they understood.” For Matkin, this has become a crusade of sorts. “To me, I’m going to lead by example. What we are doing is promoting region-alization, promoting the re-use of water as best we can, and it’s a

John-Mark Matkin

FORGINGTHE WAY


matter of proper planning. I’m trying to bring together an overall vision for how we need to do this, because relying on groundwater for municipal supplies will not work long term. We are finally able to utilize the GBRA water. We’ve been paying for it for years, but have never utilized it. So I ensured that we got that brought in. We are also working on building the pipeline built in 2 years. It will run from Cascade Caverns to Johns Road. This is part of the GBRA western canyon project, and will further diversify our water source. Lastly, we’re going to continue to investigate new sources of water. We have to find more – brackish, desalinization, we’re investigating it all. Our eventual goal is 5 to 6 sources of water.” A long time Kendall county resident, Matkin tends to look at most of the concerns our community faces as an engineer might: from a very high vantage point. With topographical maps of the county strewn all over his office, Matkin spends his free time crunching a variety of issues the area struggles with. From traffic flow to water issues, Matkin has ideas that he is confident would help. “The community here is simply a great

place. Living here is amazing, and having the company here is even better. For business growth, development, and to create the com-munity we all want, we do have some challenges. We need to grow, but we need to grow properly. Boerne can do more. There will be continued growth, and Boerne needs to be ready for it. And it needs to be done the right way.” And to Matkin, that comes with simply making the right decisions. “Thoroughfare planning is crucial. I think that we have to address how we zone and master plan whole areas. We need to pay attention that the growth happens in the way we all want it. And we also need to understand when certain needs have been met. In the ‘90s, there was a really big push toward affordable housing. Well, we’ve got it now. Lots of it. There is a market for every level of housing need, but I feel that perhaps we should understand that now that we have afford-able housing needs met, perhaps we shouldn’t approve every housing development that wants to move in. It’s just the right decision to make from a city planning angle, from a water usage angle, and from a quality of life angle.” For Matkin, his wife Teri, and their three children, Kendall county is home and is a great source of passion for them. Hav-ing bit off quite a bit with the Kendall West Utility project, Matkin vehemently expresses that his mission is one of rehabilitation and longevity. “I have a vision to be able to really build a system that


adequately addressed the future water needs of the entire area. It was an opportunity for me to able to do it without a lot of obstacles that might come in different organizations. I am blessed with the skills and knowledge to fix the problem, but it’s going to come at the expense of some growing pains. But they are simply necessary. And I’m confident that people will come to see that the water problem

in Texas is dire, and it’s going to take tough decisions to ensure the long term health of our water. I’m passionate about it, and I’m determined to address the problem.” In the end, Matkin wants the community to know that his intentions are sincere, and that the greater good is the foundation for the deci-sions he has made. “I think one thing that people don’t understand is

that I took this over and I’m not the devil. I’m a citizen here, I live on Johns Road and I’m a customer, too. I just want to fix the problem, and I have the opportunity to fix it if we’ll all work together. I can make a difference, and most people don’t know how much that means to me. Being able to be a part of the solution and make a difference in my community probably means the most to me.”


There’s never been a better time to build your custom G.J. Gardner Home.

CALL US TODAY FOR YOUR FREE CONSULTATION.

Whether you’re spending $99,000 or $2 million, you’re going to get more value with

G.J. Gardner Homes.

830.249.4952www.gjgardnerboerne.com

If you, like me, are a small business owner you wear several hats… Secretary, Janitor, HR Director, VP of Marketing, Accountant, etc., etc. Running a small business can definitely be a challenge! There are lots of things to get done and you are the one to do it. As the owner, one of the top priorities for you should be money manage-ment. In my experience and opinion, there are some things that you can do to help your business be financially smart and profitable. Here’s my list:

Create a Budget and Stick to It I know this is easier said than done, but it is a necessary evil. This is also the single most important thing on the list. It is important

to wrap your head around what you spend on a monthly basis and to stick to it. Keep track of constant monthly expenses such as rent, utilities, payroll, supplies and internet costs but also set limits on things such as advertising and entertainment. We all know that being in business for yourself does not give you a steady, consistent pay-check each month. If you have a great month and bring in more than what your budget calls for that month, don’t spend it like you won the lottery. Save the extra money for that “rainy day” (i.e. the month you come up short).

Set Up a Savings Account or Two Now that you know what your monthly budget entails, let’s put some money into savings. A good rule of thumb is to have 3-6 months of expenditures in savings. This is a good rule for both your personal finances and your business finances. I also add to savings monthly for those once- a- year expenditures like insurance, busi-ness licenses and taxes. I have two savings accounts. One with my traditional bank that is my “rainy day” fund. It is easily accessible for those minor emergen-cies such as needing to fill my car up with gas or pay for a minor car repair like a flat tire. I keep a small amount readily available for those

times when I just can’t hold off until the next paycheck or owner’s draw. I have another savings account with an online bank. I use this one for the bulk of my savings because it has a better interest rate, but also because it is not as easily accessible. It takes 3 business days to get the money, so I have to really think about whether I need to pull money from savings for something or not. I find that the online savings account is good for longer term or once a year items such as taxes, business licenses and insurance.

Save Where You Can Savings can be found in many smaller areas that add up and help put more money in your pocket. For me, I know that there is a discount for paying my insurance in full. Therefore, I plan ahead and put money into savings each month so that I can take advantage of paying in full. On a smaller scale, there are ways to cut my electric bill that I do regularly. I turn off the printers, computers, the AC, the radio, etc. at night. When HEB or Walmart offer “12 cents off gas when you use a gift card”, we buy gift cards to fill up the work and personal vehicles. It’s not much, but every dollar saved goes to my bottom line. Saving where you can could also mean shopping around every once in a while. I was in such a habit of ordering checks from my bank when I needed them, but not anymore. I shopped around and found that I can order them online for a whole lot less money. Oth-er items I shopped around for are my phone service (I use VOIP), office supplies, marketing materials to give away and more.

Barter Bartering is an older concept that we are starting to see more and more of these days. It’s a great way to save or cut expenses. I can’t use this one in my insurance business as much as I can in my floral business, but I can use it. There have been times when I have traded a dozen roses for an oil change or for advertising. It’s a win-win for both business owners. You never know if someone is up for barter-ing unless you ask. All they can is say no, but they might just say yes.

Take Advantage of Free Free is always good when it comes to the bottom line. Take advan-tage of free advertising and networking such as Facebook, Linked In, Twitter, etc. These are great social media sites that can help you build name recognition, gather new clients, and share success stories. You might also consider newsletters via email to share ideas and updates with prospects and clients. With all the technology out there, it only makes sense to take advantage of these options. There are still consumers out there that do not have email or Facebook accounts so you’ll want to do some traditional marketing as well. In summary, start 2013 off on the right financial foot. Create a budget and stick to it, save for a “rainy day”, look for ways to cut costs and take advantage of technology to advertise and grow your busi-ness. Good luck and may you have a prosperous 2013!

MONEY |

Kam is a graduate of Texas A&M Univer-sity. She is a teacher turned small business owner, insurance agent and financial spe-cialist. She and her husband are the owners of Allstate - Smeby and Associates and An Empty Vase Flowers and Gifts.

STARTING OFF 2013ON THE RIGHT

FINANCIAL FOOTINGKam M. Smeby


There’s never been a better time to build your custom G.J. Gardner Home.

CALL US TODAY FOR YOUR FREE CONSULTATION.

Whether you’re spending $99,000 or $2 million, you’re going to get more value with

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830.249.4952www.gjgardnerboerne.com

Welcome to the inaugural edition of Lunch Welcome to the inaugural edition of Lunch WHour Reviews, wherein we will review area restau-rants on their viability for conducting business while dining. As a Human Resource professional by day, and a food writer and chef in my spare time, I was excited when asked to author this col-umn. It seemed like kismet that my two lives would come together in one page, my two passions finally existing together in the same moment. I’m excited to get started. Shall we?

Let’s start with a favorite to Boerne locals.

Dog And Pony Grill is a very popular fam-ily sports diner. Getting a parking space in the evening can be challenging, and the atmosphere at that time is very vibrant. By vibrant I mean too loud and energetic to conduct business. Dur-

ing the day, however, it is much more sedate, and would be completely appropriate for conducting minor business meetings. The menu is small, but diverse, offering gourmet burgers, and higher end grilled steaks and salmon. The salad bar is very good, with a much larger variety than most. A must try item is the Akauishi burger. This is a variety of Japanese wagyu beef, and over 85% of its fat con-tent is unsaturated. Did you catch that? A ham-burger that is healthy to eat, and can help lower your cholesterol. Bonus points for it being very juicy and flavorful. So whether your client wants healthier fare, or would prefer to power through a large chicken fried steak with gravy and fries, they’ve got you covered. Outside seating is also available, and is a good choice when weather permits. Expect to pay $12-$16 per person, on average.

If you have some serious business entertaining to do, and your desire is to impress your dining companion into submission, you might check out Sustenio. Sustenio is located in the bottom of The Hotel Eilan, just north of Loop 1604 and The Shops at La Cantera. If you’ve driven buy and wondered what that beautiful Tuscan village is doing built into the side of a hill in the Texas Hill Country, now you know. The hotel and spa are situated at the top of the development, with luxury apartments and condos at lower levels. Expect to find boutique shops, gourmet food

markets, and other reasons to never leave. The restaurant is the newest offering of owner Chef Stephan Pyles, of Dallas. Known as the Godfather of modern southwest-ern cuisine, you will find the flavors at his restaurant familiar enough, but still

unique and fabulous, with high end presentation and creative execution which shows you the highest form of “food as art”. Executive Chef Dave Gilbert is at the helm,and he is a culinary genius. Expect to see some micro-gastronomy happening on your table. We dined on a 12 course tasting menu, which included a ceviche selection, a tamale tart with garlic custard and lump crab, roasted boar tenderloin with root vegetables, and a dessert so intricate and beautiful we didn’t want to eat it. but we did. All of it. The atmosphere is modern, chic, and warm, with a downplayed elegance. The dining room is completely suitable for entertain-ing even the most discriminating clients. If you need added privacy, ask to be seated in the wine room, where your party, and only your party, will have their every need met by a dedicated waitstaff. Expect to pay $30-75 per diner.

LUNCH HOUR REVIEWS |

restaurant is the newest offering of owner Chef Stephan Pyles, of Dallas. Known as the Godfather of modern southwestern cuisine, you will find the flavors at his restaurant familiar enough, but still

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DOG AND PONY GRILL SUSTENIO

Christine Friesenhahn is a food blogger (www.texanaskitchen.com) comChristine Friesenhahn is a food blogger (www.texanaskitchen.com) com-petitive chef, and writer based in Boerne, Texas. Married with two teenagpetitive chef, and writer based in Boerne, Texas. Married with two teenag-ers, she finds real life to be an endless source of humor and entertainment.ers, she finds real life to be an endless source of humor and entertainment.


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