Mar/Apr 2016

www.iamovers.org VOLUME XLVIII The Journal of the International Association of Movers March / April 2016

IAM Dynasties 1877 Stein: A family affair for five generations

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2015–2016 EXECUTIVE COMMITTEE CONTENTS PRESIDENT Terry R. Head THE PORTAL • March/April 2016 • Volume XLVIII CHAIR Margaret (Peg) Wilken 8 HEADLINES / Terry R. Head Stevens Forwarders Inc. What Makes a Dynasty? VICE CHAIR Tim Helenthal National Van Lines, Inc. FEATURES

GOVERNING MEMBERS AT LARGE 11 PORTAL FOCUS: IAM Dynasties Georgia Angell IAM Dynasties: Leveraging Experience and Tradition / Joyce Dexter Foremost Forwarders, Inc. Companies profiled:1877 Stein (12) • AGS Movers (14) • Nelson Westerberg, Inc. (16) • John Burrows Coleman Worldwide Moving (17) • Sourdough Transfer, Inc. (19) • Hilldrup Moving DeWitt Moving & Storage & Storage (20) • Stevens Worldwide Van Lines (22) • Interstate International, Inc. (24) • Stephan Geurts Jr. Robinsons Relocation (26) • New World Van Lines, Inc. (28) • Reliable Van & Storage (29) GovLog, N.V. Harsch, The Art of Moving (30) • The Pasha Group (31) • Decapack (32) • Michael Richardson Wilhelm Rosebrock (33) • M/s Packways India (34) • Mudanzas Gou (37) Senate Forwarding Inc. 39 IAM Young Professionals (IAM-YP) CORE MEMBERS REPRESENTATIVE Vacant 47 Military/Government Update Green Inks G 2016 DP3 Rate Filing: The Saga Continues / Charles L. White CORE MEMBERS REPRESENTATIVE AT LARGE 49 Portal to Asia Boris Populoh Willis Relocation Risk Group 49 Succession, According to Plan / Rob Faraone 53 2016 IAM/ILN and CLN Gatherings Generate Synergy in Singapore IAM-YP REPRESENTATIVE 55 IAM President Presents at IMC World Convention Catherina Stier 57 Maritime/Ocean Shipping

GENERAL COUNSEL EMERITUS 59 PORTAL PROFILE: Alan F. Wohlstetter Details, Details: Getting Personal at Globe Moving & Storage Co. Pvt. Ltd. / Joyce Dexter CORE MEMBERS MANAGEMENT BOARD AFRICA 61 Executive Suite Laura Wegener 61 Understanding the Past, Moving into the Future: IAM/HHGFAA History Project / Stuttaford Van Lines Rick Curry Patrick Le Merrer 63 The State of Industry Standards / Ray daSilva Deminter International 65 Review of RPP in the 2015 Fiscal Year / Brian Limperopulos 66 Today’s Sexier Spin on Logistics / Skaiste Ructye CENTRAL & SOUTH AMERICA & CARIBBEAN 67 IAM Code of Ethics: FAQs / Brian Limperopulos and Margaret Kerr Alvaro Stein 68 Update on International Sanctions on Iran / Margaret Kerr Decapack Manuela Carolina 69 Movers Doing Good Caribbean Moving Services N.V. EASTERN & SOUTHEASTERN ASIA Aakanksha Bhargava PM Relocations DEPARTMENTS Patrick White 71 Industry News 85 Portal Advertising Santa Fe Group 81 Welcome New Members 86 Advertisers Index EUROPE 83 Washington Update 86 Industry Calendar Aivars Usans FF International Movers, Ltd. Barbara Savelli Gosselin Mobility Italy The Portal is published bimonthly by THE PORTAL the International Association of MIDDLE EAST & NEAR ASIA Ajay Bhalla Movers (IAM), 5904 Richmond Hwy., President & Publisher Leader Relocations Suite 404, Alexandria, VA 22303. Terry R. Head Senior Vice President Eran Drenger Phone: (703) 317-9950. Fax: (703) Charles L. White Ocean Company Limited 317-9960. Email: [email protected]. Director of Finance Steve Cox NORTH AMERICA Website: www.IAMovers.org. Director, Programs Heather Engel Brian Limperopulos True North Relocation, LLC For subscriptions and changes of ad- Manager, Operations Arthur Drewry dress, email membership@iamovers. Jamila Kenney Taylor International org. Send editorial material to Manager, Member Services and Julia O’Connor OCEANIA [email protected] Manager, Website Content Rebecca Parker [email protected]. Send ad- Carl Weaver M. Dyer & Sons Inc. vertising queries and materials to Tom Coordinator, Membership Services George Cooper Lasch ([email protected]) and Margaret Kerr MetroMovers Steve Wafalosky (stevew@larichadv. Layout/Design/Editor: Joyce Dexter com). Project Manager: Janet Cave Seely HEADLINES

What Makes a Dynasty?

robably our most eagerly anticipated and widely read issues of The Portal maga- Pzine are those in which we highlight IAM member companies and the people who own and operate them. The focus of this issue is on IAM Dynasties, with a deeper dive into perhaps learning the factors affecting those companies’ success over three or more generations. To attempt to answer the question posed by my title, let’s start with the definition of the word dynasties. In my research I found several, but the one that seemed most on target is this:

A dynasty is a series of leaders in the same family, like the British Royal Family, or a local commercial dynasty, in which several generations have made their name or fortune at the family business. The word dynasty, pronounced “DIE- nas-tee,” comes from the Greek word dynasteia, meaning “power, lordship, and sovereignty.” If you are part of a dynasty, you probably do have power—and possibly also wealth and privilege.

I’m not sure about the power, wealth and privilege part when you apply the above definition to the moving and relocation industry. However, longstanding companies TERRY R. HEAD and the people who run them usually do command a lot of respect from their peers, so IAM President I guess that could constitute a type of wealth; and sometimes with respect comes the privilege and power to influence people. But on the flip side, when you are part of a dynasty, there is also pressure to achieve as much as your parents, grandparents and other relatives who either founded the company or ran it before you. I think you will really enjoy viewing the profiles of IAM member dynasties as you discover some very interesting company and personal histories in our midst. I do have to admit that some of the stories made me feel quite old, as I have had the privilege of knowing and working with three—and in a few cases four—generations of some of these family-run businesses. Also in this issue, we remember and pay tribute to our dear friend Jackie Agner, who recently passed away following her courageous battle with cancer. Jackie, who was the Core Member Representative on the IAM Executive Committee, was a multi- generational member and longstanding volunteer leader who served the Association in a variety of capacities. As the heart and soul of the association, Jackie certainly commanded the respect of the board and membership, thus affording her—to echo the definition above—power, lordship, and sovereignty. I know she certainly had a lot of power and lordship over me … and I will miss that dearly. I would also like to bring your attention to a couple articles in this issue that offer summaries of two recent meetings and conferences in Asia in which IAM played a key role. I had the honor and privilege of attending and presenting at the IMC World’s 5th Annual International Mobility Convention in Thailand (see report on page 55). IAM also conducted its third IAM/ILN Regional Meeting in Singapore (page 53), which was done in partnership with the Combined Logistic Network. Increasingly, the Association finds itself called upon to participate in or provide assistance to a number of other U.S. and overseas based industry trade associations representing the forwarding, moving and relocation industries. IAM does not aspire to have “power, lordship, and sovereignty” over the entire industry, but I guess it wouldn’t be too much of a stretch to think that in some ways, IAM is regarded as a developing dynasty in its own right.

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PORTAL FOCUS: IAM DYNASTIES

IAM Dynasties: Leveraging Experience and Tradition

By Joyce Dexter, Editor, The Portal

very year or so IAM schedules an issue of The Portal that ancestors who poured so much time, energy and heart into their Efocuses on some aspect of family-owned businesses. It creation is a solemn responsibility; being entrusted with a busi- shouldn’t surprise us—and yet it somehow does—when the ness founded on the vision and labors of fathers and grandfathers theme is announced and takes on a life of its own. Invariably, our is not something to be squandered or taken lightly. And, as the members are eager to tell the story of their companies’ rich his- stories in these pages shows, the heirs and successors of those tory over decades and even centuries, and send us their stories. founders are well equipped and prepared to lead. In past issues, we’ve explored how relationships survive and thrive when partners work in close proximity; the tricky task of elevating the boss’s children into positions of authority; and other topics that illuminate the special nature of family-owned Contributors in This Issue and -operated companies. As expected, the theme of this issue—IAM Dynasties—has 1877 STEIN s.r.l. (www.1877.eu) generated a great deal of response from readers. The Portal AGS Movers (www.agsmovers.com) invited IAM members now in their third or later generation of Coleman Worldwide (www.colemanallied.com) family leadership to provide insights into how they keep the Decapack (www.decapack.com) company flame burning bright and strong. Each story is unique, Harsch, The Art of Moving (www.harsch.ch) but all share common threads: ambition, resilience, resourceful- Hilldrup Moving & Storage (www.hilldrup.com) ness and a shared goal among family members to continue their Interstate International, Inc. (MoveInterstate.com) company’s traditions and build on its strengths. Mudanzas Gou (www.mudanzasgou.com) “Build” is certainly the operative word in describing the Nelson Westerberg International, Inc. evolution of these companies. So many began around a kitchen (www.nelsonwesterberg.com) table, perhaps with one truck or buggy, a single horse or mule New World Van Lines, Inc. (www.nwvl.com) (or, in one case, a dog sled), and gradually added more vehicles, Packways India (www.packways-india.com) a worker or two, a new service to fill a need. Those were the Reliable Van & Storage (www.reliablevan.com) bricks and mortar with which enterprising movers grew their Robinsons Relocation (www.robinsonrelo.com) businesses into strong and prosperous enterprises their founders Sourdough Transfer, Inc. (www.sourdoughtransfer.com) could only have dreamed of. Stevens Worldwide Van Lines Interestingly—at least among the companies profiled in this (www.stevensworldwide.com) issue—joining the family business has been seen by younger The Pasha Group (pashagroup.com) generations as an opportunity and privilege rather than a duty Wilhelm Rosebrock (www.rosebrock.com) or obligation. Carrying the torch that has been passed from

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J.R. NAVARRO & ASSOCIATES INC. PGI-001 Pac Global Insurance 8.5 x 11” 4c 1877 Stein, starting as a clerk but familiarizing himself with all aspects of the company, from bookkeeping to carting to dealing with banks, employees and clients. When Aldo’s 12-year-old son, Arnaldo, suffered failures in school, he was—as was typical in those days—sent to work in the warehouse, recovering used packing material, straightening used nails, cleaning vehicles and performing any other miserable kind of work, “No one in the family would expect him to love working hard without watching the time or showing fatigue,” says Marco Righetti. “Although that was his only failure in his studies, Arnaldo didn’t miss a vacation working for the company and getting very solid experience, and learning labor capacity and needs.” Marco Righetti notes that his father was served well by being steeped in the day-to-day life of the business. “He is excel- Arnaldo Righetti, his wife, Enza, and their son, Marco with two lent with clients and is like a psychologist, knowing how to deal containers that were last used in the 1970s by Security Stor- with Ambassadors as well as their assistants. He never promised age Company of Washington, DC, to move the household and something he or his company couldn’t deliver and has earned personal effects of French Ambassador Charles Lucet. 1877 Stein respect for his humility and generosity.” represented Security in Italy. Now marching down the well-trodden path blazed by two previous generations, Marco also has expanded the business by One company, two families, five generations diversifying its services to provide more stability to the company The name of the company is a capsule of its history: 1877 in the event of crises or other unforeseen events. He, too, has Stein was an international freight forwarder in Frankfurt on the earned the admiration of his employees and colleagues, as well Oder, Germany, founded in that year by Ludvig Stein and his as clients, agents, bankers and suppliers. brother, Carl. When Carl Stein became ill, and his doctor sug- Today, three members of the Righetti family—Arnaldo, his gested that he would fare better in a Mediterranean climate, they wife, Enza, and their son, Marco—are keeping 1877 Stein on pulled up stakes and moved their operations to Rome. Alas, after course. Will future generations of Righettis be equally eager to only two years, Carl died, and Ludvig honored his memory by join the family business? “My son, Davide, is only three and a naming the company C. Stein. half years old,” says Marco, “and no one can say what he will Ludvig led the company until 1916, when his daughter, be willing to do. For the moment, trucks are among his favor- Irene Stein, took over. Six years later, Aldo Righetti joined C. ite toys, but who knows? With the exception of Aldo, who was Stein as a bookkeeper, but he rapidly became indispensable in asked upon completing his studies to choose between Stein and the operations department, and soon became responsible for working at a bank when he was 18, everyone else in the family overseas traffic. In 1945, Irene Stein gave him full power of had forwarding and removals running through their veins from attorney. World War II had just ended, and under Righetti the the moment they were born.” company grew quickly, particularly after becoming the preferred Regardless of whether little Davide takes the company reins mover of the U.S. Embassy in Rome and a first choice among someday, Marco Righetti is confident that continued family own- most movers and carriers in the United States. ership, a committed staff and focusing on smart growth will keep Fast forward to 1964, when Irene Stein, who had no inheri- 1877 Stein securely in place for many years to come. tance, decided to close the company or sell it. Righetti bought it and ran it successfully until 1981, when his son, Arnaldo Righetti, became the second generation in that family to guide the business. Arnaldo expanded the business, adding important accounts and overseas agents. In 2004, he decided to transform the privately-owned company—renamed 1877 Stein srl—into a society with limited responsibility (i.e., a partnership), selling 50 percent of the assets to his wife, Enza, and the other half to his son, Marco Righetti. By 2007 the society had increased its exposed capital to 100,000 euros, providing stability and guarantees for important clients. Arnaldo Righetti continued as administrator until March 2015, when he shared that role with Marco. Today, under Marco—the third generation of Righetti leadership—the company continues to thrive. The Stein brothers imported their knowledge of freight forwarding from Germany, although no one knows how they got On the cover: A family affair for five generations, 1877 Stein (based in Rome, Italy), is jointly owned by Arnaldo Righetti and into that business or gained their early experience. It is known his wife, Enza (center), and their son, Marco Righetti. Also pic- that Irene Stein became involved in the company early on, learn- tured: Import/Export Manager Marie-France Gaudet (on dolly), ing to manage from the outside and wisely delegating responsi- Import/Export Assistant Ilaria Ceccarelli and Archive, Storage & EU bilities to the right people. Aldo Righetti served multiple roles at Removal Manager Luigi La Licata.

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Call our trade section on: +44 (0)1322 386 969 E: [email protected] www.simpsons-uk.com critical business skills, the family’s third generation has been carefully mentored in the removals industry to follow in their forebears’ footsteps. Joëlle Castro’s son, Cédric Castro, joined the AGS Group in 2001 as managing director for one of its business units, and went on to serve at the head office in other executive board roles: international auditor director, chief financial officer and chief executive officer. Based AGS founders Isaac and Sarah Taïeb in South Africa, earlier this year he was named the new Group CEO. A strong foundation in family Alain Taïeb’s daughter, Julie Taïeb- When it was established 42 years ago Alain Taïeb, chairman of the MOBILITAS Djiane, joined the family business in as a family-run one-truck operation, Group, was inducted into the IAM Hall of 2010 through MOBILITAS. After three few could have predicted AGS Mov- Honor in 2012. years working in the Human Resources ers’ (www.agsmovers.com) continued department, she transferred to another growth into a global industry leader. on leader, and he still is intimately in- Group subsidiary in France—Executive Today, AGS Movers is a powerhouse volved in all aspects of key undertakings, Relocations—as its director of projects in the international removal industry. including championing AGS’s Africa54 and development. With 127 locations in 84 countries, it project, which will see the company with Gilles’s son, Benjamin Taïeb, leverages its decades of experience and a a physical presence in every African completed five years of business school, fleet of more than 1,000 vehicles to serve country in 2016. specializing in Mandarin. This prepared its clients. AGS has company-owned Alain’s ascent to leadership began at him for his first job at AGS Four Winds branches in Europe, Asia and Africa, and the bottom of the ladder. As a young man Shanghai, where from 2009 to 2011 he continually expands its service offer- he frequently donned his mover clothes worked as an auditor and supervised the ings through sister companies under the to assist with heavy lifting on removal opening of new branches in the network. MOBILITAS Group umbrella, a network jobs. Armed with a degree in chemical He went on to join the head office in offering a comprehensive range of re- engineering, Alain gained additional 2011, and became involved with property moval, relocation, storage and document work experience before joining AGS as acquisitions for the Group’s brands. In management solutions. its CEO; subsequently he succeeded his 2013 he was named the company’s head In the 1970s, however, AGS Mov- father as chairman. He has been named a of real estate projects. ers comprised one family, working at a Knight of the French National Order of Regardless of how large the AGS single branch. The company’s founding Merit, and in 2012 he was inducted into Group grows in the future—and there are couple, Isaac and Sarah Taïeb, opened the IAM Hall of Honor. always exciting redevelopment plans in and staffed the first AGS branch in Paris Seven members of the extended the pipeline—the continued involvement in 1974, coordinating their earliest house- Taïeb family—across three genera- of each generation assures that it will hold removals with two workers and only tions—now work for the AGS Group or never lose sight of its roots, or its unique one truck. its sister companies. With a broad mix of family-oriented and -guided culture. The caring relationships and warm corporate culture that Isaac and Sarah fostered are fondly recalled by AGS’s longest-serving employees. Seven of the AGS Paris staff members have served the company for more than 30 years, and many other long-time employees work in various cities where the Group operates. Isaac and Sarah Taïeb’s four children were allowed to decide whether to become involved in the family business, and all embraced the opportunity: Alain Taïeb, current chairman of the MO- BILITAS Group; Joëlle Castro, board member focused on agent relationships; Simon Taïeb, operations manager; and Gilles Taïeb, board member focused on sales and marketing. Ever since his earliest days at the company Alain Taïeb has been a hands- 14 March/April 2016 • THE PORTAL IAM: Moving Forward Together AGS IAM ad_1MARCH_2016.indd 1 3/3/2016 9:15:19 AM John Westerberg (far left) and his son, Stephen Westerberg, are Chairman and CEO, respectively

ration with annual revenues of $80 million. Under his leadership Nelson Westerberg became an Atlas Van Lines agent. In 1985 the company launched its international division as an independent Nelson Westerberg’s first truck, circa early 1900s freight forwarder catering to a world on the move. Stephen Westerberg, John’s son, joined the family busi- From coal and ice to pianos and furniture ness in 1996 after pursuing double majors in business and The Illinois-based company Nelson Westerberg, Inc. communications at Hanover College. He has held numerous (www.nelsonwesterberg.com) was founded by Oscar Wester- positions over the years but began his full-time career as a sales berg and Fred Nelson in 1904, as a family-owned and -operated representative at Nelson Westerberg. By 2000 he advanced to coal and ice delivery service. Soon, however, Nelson Westerberg senior vice president of sales, marketing and quality control, and began moving pianos and bulky furniture to meet the needs of was the top household goods sales producer for Nelson Wester- Chicago’s growing population. In 1930 Oscar’s son, Richard berg and Atlas World Group in 2006, 2007 and 2008. Westerberg, and Fred’s son-in-law, Harry Berg, began running John Westerberg is chairman of the company, and in 2014 the company. Stephen became CEO—making them the third and fourth gen- In 1962, John Westerberg, Oscar’s grandson, joined the erations to lead the business. Today Nelson Westerberg remains company at age 24 after earning his university degree. John be- family-owned and true to its core business of global moving and come the sole owner in 1982 and built the company into a corpo- storage services for corporations and their employees.

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16 March/April 2016 • THE PORTAL IAM: Moving Forward Together Three generations of Colemans—John, Andy, Jeff and Jim—with an antique company truck

A century of progress The Coleman family’s history in the moving and storage industry began in Hutchinson, Kansas in 1914. More than a century later, Coleman Worldwide Moving, headquartered in Midland City, Alabama, is run by former IAM Chair Jeff Coleman, the fifth generation of his family to lead the company. In the 1960s, Coleman’s current chairman, James F. Cole- man, purchased the moving company from his parents, Francis and Virginia Coleman, and managed the organization’s day- to-day operations along with his three brothers, Doug, Pat and Dale. James grew the company to include more than 15 offices in seven states. As the company expanded, many of the four Coleman brothers’ children followed in their parents’ footsteps and started working in the moving industry at an early age. Jeff Coleman, James’ son, along with his brother, John, and many cousins and nephews, currently have leadership roles throughout the company. They were all born and raised in the moving business and have learned and worked in various positions within the company, including as packers, drivers, sales consultants and warehousemen. Working there during high school and college helped build a strong foundation for their future roles in the moving industry. Some family members have been with the company since college and others went into other fields, only to return to the family business. For example, John Coleman graduated from law school and practiced law before becoming an ordained minister in the Episcopal Church. Today, he serves as executive vice president and general counsel for Coleman Worldwide Moving. The future of Coleman Worldwide Moving looks bright, with the sixth generation of the Coleman family beginning to take management roles within the organization. Today the family looks forward to its next 100 years of business.

IAM: Moving Forward Together March/April 2016 • THE PORTAL 17

An early Sourdough conveyance

Striking gold in Alaska There are times when so many family members and in-laws have Clockwise from top left: Josh Norum, Jeff Gregory, Karen Gregory been involved in a company over decades that an outsider needs Conover and Debbie Gregory Norum a “cheat sheet” or diagram to keep everyone straight. Alaska- based Sourdough Transfer, Inc. is a case in point. because they were family. “They have all been given the op- At the height of the Klondike Gold Rush, in 1898, a man in portunity to be a part of the business,” Conover adds. “All the Dawson City, Alaska, named “Sourdough Bob” Ellis recognized generations have had opportunities to work here in the summer, the potential of commercial transportation services. He began after school or on school breaks.” hauling prospectors’ gear to their camps, using dogsleds in win- Today, in addition to the three owners, Debbie Norum’s son, ter and horse-drawn wagons in the summer. In 1902 he moved Josh, and his wife, Jayme, work in the family business. Although to Fairbanks, where he continued to haul freight for miners. no one knows what the future will bring, says Conover, “Our And thus Sourdough Bob began what would become a trucking plan is to take Sourdough Transfer, LLC successfully into the company before trucks were even invented. fifth generation.” In 1923, Ed Hering, the great-grandfather of the current owners, bought what was then Sourdough Express from Ellis. The company has been in the family since that time, as children and in-laws through the generations put their own spin on the business to make it the diversified transportation powerhouse it is today. Since then the company has passed through several hands. Hering’s son-in-law, Gene Rogge, bought it in 1927—the year Sourdough Express began handling fuel deliveries in Fairbanks. In 1948, after World War II, Rogge sold it to his brother-in-law, Leo Schlotfeldt, and Leo’s wife, Agnes Hering-Schlotfeldt. Eight years later they entered the household goods market and soon started handling military and commercial moves. Schlotfeldt’s son-in-law, Richard “Whitey” Gregory, and daughter, Sue Schlotfeldt-Gregory, became the third generation of owners. Their son, Jeff Gregory, moved to Anchorage after Sourdough became an agent for Global Van Lines in 1987 and opened a terminal there. Within a few years, in 1995, Jeff Gregory—who is now CEO—and his sisters, Debbie Gregory Norum, vice president finance, and Karen Gregory Conover, vice president marketing, bought out their parents. In 1997, they separated the freight division from the household goods division, forming Sourdough Transfer. Through the generations, the children in the family were prepared for leadership the old-fashioned way. “We had an abun- dance of on-the-job training,” Conover explains. “We all worked at the company as kids after school and in the summer. We were exposed to every aspect of the business—operations, accounting and customer service.” Despite the thorough preparation they got, however, no Gene Rogge (left) and his brother-in-law, Leo Schlotfeldt during one in the family was ever expected to work at Sourdough just the 1940s IAM: Moving Forward Together March/April 2016 • THE PORTAL 19 Jordan and Charlie—both, like their father, graduates of the University of Virginia—have joined Hilldrup full time in the last year. Jordan went to New York City after finishing her studies to work for three years in the digital department of the largest privately held media agency in the world, a decision that pleased McDaniel. “I encouraged that because I think it’s important to get taste of working for someone else so you can bring in some of the skills and perspectives you learned elsewhere,” he says. Jordan now is Hilldrup’s manager of digital and social media. She also is taking part in a new year-long executive MBA program offered by UniGroup, Hilldrup’s parent company, in partnership with Washington University in St. Louis, Missouri. The program is designed to give future leaders the C-suite skills necessary to lead the industry. Charlie, who graduated from university in May, is in a management development program to learn the various aspects of Hilldrup’s business. “For the most part,” says Charles G. McDaniel, “his experience has been on trucks, in warehouses and on moves. This will be a chance to learn the business from a Charlie McDaniel, Charles G. McDaniel, Charles W. McDaniel, Jordan McDaniel different aspect.” Family ownership has been a defining aspect of the com- Gaining skills and perspectives pany over the generations, but McDaniel notes that it is not one Hilldrup Moving & Storage (www.hilldrup.com) has been that dictates the firm’s future direction or ownership. “A lot of in business for more than 110 years, 75 of which has been under the reason this industry has struggled is because too many com- the McDaniel family’s leadership. panies have made family decisions, and not business decisions,” In 1932, Charles B. McDaniel went to work for Hilldrup he explains. “You give family the opportunity, but if they don’t and went on to buy the company from its founder, R.G. Hilldrup, perform and don’t have their heart in it, you need to have them in 1940. Thirty-six years later, in 1976, his son, Charles G. pursue something else.” McDaniel, became president. Most recently in 2005, the third He is hopeful his family name will continue on at Hilldrup, generation of the McDaniel family took over when Charles W. but also knows it’s not a given. “The common thread is that McDaniel was named president. you’ve got to have a willingness to serve and to work hard. Despite the pattern of family leadership succession, no one From a family perspective, you’ve got to make that commitment. in the McDaniel family walks straight into the president’s office We’ve been fortunate through three generations, and hopefully on Day 1. The McDaniels get a taste for the business early and four, that commitment has worked out.” often. Charles W., for example, started out at a young age sweeping floors and picking up nails. “At 12 years old,” he says, “I worked in the warehouse for a couple years, and then I worked on a truck when I was 17 and throughout college. I’ve done a little bit of everything. I was brought in early and exposed to every aspect.” McDaniel went to the University of Virginia and was a starting linebacker and team captain on the Cavaliers football team. Even with so much of his focus on Division-I college athletics, he had his eyes set on the moving industry after graduation. “I always knew I wanted to go into the business,” he explains. “I was passionate about the business. I enjoyed the business. I liked GUYANA OVERSEAS TRADERS working with different types of people with different back- Your best option in Guyana grounds and skill sets.” � For Crating, Overseas Packing, The early and diverse experience he had was passed onto his Excellent Origin & Destination Services, children, Charlie and Jordan. Both of them worked at Hilldrup Customs Procedures, in high school and college, Charlie assisting moving crews and Air and Sea Shipment Jordan in the office. As international relocation became more important to the industry, McDaniel ensured that his children Core Member of IAM were exposed to that side of the business as well. “A big part of our business is international relocation,” he says. “Understand- 1 Victoria Road, Sparendaam, East Coast Demerara, ing and having an appreciation for the global nature of today’s Guyana, South America economy is important. Both Charlie and Jordan worked overseas Tel: 592 222 5552 Fax: 592 222 5553 in college and have visited the European offices of our partners E-mail: [email protected] like FIDI and IAM with me to understand this growing part of Owned & Managed by Guyanese since 1977 our business.” 20 March/April 2016 • THE PORTAL IAM: Moving Forward Together ExpEriEncE GrEat SErvicE World-WidE

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Celebrating 103 of business! YEARS Continuing a line of owners and leaders Stevens Worldwide Van Lines (www.stevensworldwide. com), founded by Frederick H. Stevens, Jr. in 1905 in Saginaw, Michigan, has a long and rich history. Frederick began working as a drayman, and after a few months he purchased the business, with its one horse and a dray, and Stevens Cartage Co. was born. He was an energetic and hardworking businessman who sought to see his town and region grow and prosper. The company’s motto today remains the same: “On the drive since ’05.” Henry Hall Stevens joined his brother, Frederick, as a partner in 1909. By the early 1920s their staff was 12 strong and their father, Frederick Sr., became office manager—a rare case in which the second generation actually came to the business first, with their father following them into the business. With the acquisition of additional moving companies, Fred- erick Jr.’s sons, Archie H. Stevens, Sr. (now 99 years old) and Hazen H. Stevens, acquired Stevens Brothers Moving & Stor- age, Co. from their parents, becoming sole owners and partners. They formed U.S. Van Lines in 1956, and three years later Ar- chie Sr. bought Hazen out. All of Archie’s boys were expected to attend college, major in business and proceed directly to Stevens headquarters after graduation. While Morrie Stevens, Sr. and his Back row: Chris Mehring, Casey Stevens (wife of Peter Stevens), brother, Jim, had some aspirations to pursue careers in law and Peter Stevens, Morrie Stevens, Sr., Dawn Stevens (wife of Morrie, the forestry service, respectively, they knew it was their father’s Jr.), Morrie Stevens, Jr., Brian Eggers. Middle Row: Angie Stevens Mehring, Lindsay Stevens Eggers. Front: Julie Stevens (wife of wish that they join the family firm. Until the 2003 buyout, Ste- Morrie Sr.). vens was a “family first business” with equal representation and compensation. Archie’s four sons entered the business during three brothers worked in the company and held equal shares until their high school and college years, working on the trucks and in 2003, when Morrie Sr. bought out his siblings and formed an the warehouse. ESOP (Employee Stock Ownership Plan) with 30 percent of the The fifth generation attended college and chose their own stock. Morrie Sr. became 70 percent majority owner and began majors. All were encouraged to work outside the business for at distributing his shares to the fifth generation on an equal basis. least two years, earning a paycheck and getting their first promo- All four of his children are actively employed in the company tion from someone other than family. Marriott and Andersen and share both management and ownership roles. In 2008, Consulting were two of the four launching pads. The company Morrie Sr. named Joe Biskner president and COO and Stevens since 2003 has become a “business first family business.” All became Chairman and CEO. Biskner, the first non-family presi- family members are expected to perform and be compensated as dent, mentors the new generation along with human resources employees in their respective positions. for their future roles and a possible executive position. Today, In 1983 Archie Sr. retired and appointed his second oldest three of Morrie Sr.’s four children serve in senior management son, 36-year-old Morrie Stevens, Sr., president. Morrie and his positions and on the board of directors.

22 March/April 2016 • THE PORTAL IAM: Moving Forward Together Stevens Worldwide Van Lines has continued operations under the same family for its entire history, with its headquarters still in Saginaw. Over the years, all family members were expected to learn and work in the business. There was never a question of what they would do on their summer vacation when the busy moving season began. They served as helpers, drivers and warehousemen, registered shipments, clerked in the file room and made customer service calls. Prior to starting management positions with the business, Stevens sons and daughters completed a cross-training orientation program to learn all aspects of the business. They pursued degrees in business, finance and marketing. Lindsay Stevens Eggers, who holds an MBA, serves as chief financial officer. Angie Stevens Mehring, now a part-time marketing specialist with the company, remembers the many opportunities she had to see Morrie Sr. in action on family trips, when he regularly stopped to monitor branches and find new opportunities for growth. “We would often go to dinner with an agent’s owner and their family, tour their facilities and have the opportunity to meet the employees and see their moving facilities,” she recalls. “My father enjoyed showing us the various aspects of the business wherever we were. When we were driving he would always show us moving trucks from other companies and we got really excited seeing our trucks on the road in other states.” After the buyout in 2003, Morrie Stevens, Sr. and his wife, Julie, felt it was imperative for the strength and healthy communication among family members to hire a family business consultant to deal with issues of ownership, management and succession for the fifth generation Stevens Van Lines. Chris Eckrich, principal of the Kennesaw, Georgia-based Family Busi- ness Consulting Group, has successfully led the Stevens clan in forming the Stevens Family Council, and moderates their twice- annual meetings. Angie Stevens Mehring serves as the council chairperson and works with him to develop the agenda and moderate the meetings. Julie and Morrie Stevens, Sr. endowed The Saginaw Valley State University Stevens Center for Fam- ily Business in 2010. The consultant and forums at the center help owners and shareholders execute successful transitions and maintain a strong family unit with open communication. Thus the fifth generation can transfer what they have learned to their own children. During the past decade, the Stevens family has focused on succession planning. In 2015, they formed a new board of directors to include three non-family directors to assist in planning a successful transition to future generations. One of the tenets of the Stevens Family Mission Statement reads, “Stevens Van Lines shall remain a family business.” There are currently five Stevens family members working in the company—Morrie Stevens, Sr., Chairman and CEO, and his four children: Angie Stevens Mehring marketing specialist; Morrie Stevens, Jr., vice president of the Commercial Agency Division; Lindsay Stevens Eggers, vice president of finance; Peter Stevens, director of moving and storage. Morrie Sr. has nine grandchildren under 12 years old. Although it’s too soon for them to be on the payroll, it is a pretty safe bet they will soon be clocking hours working on the trucks.

IAM: Moving Forward Together March/April 2016 • THE PORTAL 23 A family tree of movers After a disastrous fire in 1968, the Seventy-three years ago, in 1943, Arthur company moved its headquarters to a E. Morrissette, Sr., a born entrepreneur, 30-acre campus in Springfield, Virginia, launched a dream in Southeast Washing- where it resides today. A year later, Inter- ton, DC, with a $450 used truck. That state acquired Star Worldwide Forward- fledgling company ultimately grew to be- ers, which became Interstate Interna- come Interstate International, Inc., tional, Inc., in 1979. Today the Interstate one of the area’s most successful compa- family of companies includes Interstate nies, which now employs more than 280 Van Lines, Inc.; Interstate Moving & people and in 2015 boasted revenues of Storage, Inc.; Interstate International, Inc; $94 million. Interstate Logistics; Interstate Relocation Morrissette recognized that the Services, Inc.; and Interstate Relocation process of relocating families involved Group, Inc. much more than just moving furniture, Although Morrissette Sr. never fully and believed that individuals’ household retired, in 1992 he passed the day-to-day possessions represented their lives, past management responsibilities to his oldest and present, and needed to be treated son, Buddy, who by that time already had Founder Arthur E. Morrissette, Sr. con- with utmost care and respect. spent 30 years at the company. Morris- ceived the idea of Top Hat service, which The company began its operations sette Sr. remained chairman of Interstate would become a company trademark. out of a small storage facility in Washing- until his death in 1996 at age 82. ton, D.C. During the early winter months, Buddy ran Interstate for the next responsibility for running the day-to-day Morrissette found himself supplementing two decades, serving as chairman, and business activities. Bud is CEO and J.D. his moving income with proceeds from his two brothers, Ken and Don, served serves as a President. Ken Sr.’s son, Ken the sale of Christmas trees and firewood. as presidents; today both are actively Jr., is vice president and general counsel. In 1949, Interstate handled its first long- involved today in the business as officers All of the second and most of the distance move, a shipment of household and directors. third and fourth generations of Morris- goods bound to Syracuse, New York. The third generation of the Mor- settes worked for the company during Later that year, the company completed rissette family, Buddy’s sons Arthur summer breaks during their high school its first international move. IV (Bud) and John (J.D.), maintain the

24 March/April 2016 • THE PORTAL IAM: Moving Forward Together and trucks, making pickups and deliveries, both local and long- distance, and working in the maintenance shops. Despite the involvement of four consecutive generations of Morrissettes in Interstate, there was never any pressure or expectation for family members to join the company. All were offered the opportunity to do so, but they had to earn their way to grow their careers within or outside the company. Bud, J.D. and Ken Jr. are the only three out of seven of the third generation to work in the industry. Currently there are six members of the family working for the company and a number of the fourth generation have followed the lead of other Morrissettes who have worked for the company during the summer. Interstate is owned by the second generation, and managed by the third. The fourth generation (15 family members) are still getting their education. As far as what comes next, and whether more Morrissettes will join the business, the verdict is still out. From left: Interstate President J.D. Morrissette, Vice President/ General Counsel Ken Morrissette, Jr., and CEO Bud Morrissette

and college years. Their education was focused on areas that would benefit the organization long-term, such as business management, accounting, marketing, law and information technology. All family members started at the company at the bottom, learning the business from the ground up. All have put in time working in the warehouse, sweeping floors and driving forklifts FLIPPERS MEDIA FIDI JULIO.pdf 1 7/24/2013 12:49:34 PM

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IAM: Moving Forward Together March/April 2016 • THE PORTAL 25 Anthony Robinson Philippa Robinson

Robinsons’ Birmingham warehouse was considered innovative, During school and university holiday breaks, Anthony and with its vehicle lift to make loading and unloading more efficient. Philippa were given new duties, many of which simply involved sitting in someone else’s office and learning what they did (sales, A coal merchant’s new move operations, HR, finance and marketing), but often during peak Alfred Robinson, grandfather of the current chairman of UK- periods they returned to the physical side of the job as needed. based Robinsons Relocation (www.robinsonsrelo.com), Following their university studies, armed with their de- started out in 1895 as a coal merchant in Manchester. How- grees, the siblings were sent to work for a friendly international ever, faced with stiff competition and an increasingly saturated removal company in another country. “For me,” says Anthony, market, he decided to use his assets—his wagons and horses—to “that meant working for Grace in Australia. For Philippa, it move in a new direction: removals. meant working for Elliot in South Africa. There we learned how This turned out to be a shrewd move, and by the mid-1920s a similar company works in another part of the world and more Alfred had grown his company into four branches, one for each about cultural diversity.” of his sons to manage in Manchester, Birmingham, Bristol and When they returned from their overseas assignments, they London. Soon after, the company built its innovative Birming- were allowed to decide whether to join the company full time. ham warehouse. Way ahead of its time, it featured Europe’s first “We were always encouraged to do what we wanted to do from vehicle lift to make loading and unloading more efficient. The an early age,” says Anthony. “If we wanted to do something else, Bristol and London warehouses quickly followed suit. that would be fine. However, our education was the priority and The Birmingham building was bombed during World War II the family business was always a place to ‘learn and earn’ in but fortunately, because staff took the precaution to fill the roof the holidays if we had not found something else to do. I guess with 20 tonnes of sand, all of the buildings and clients’ stored it worked well, in that either we would find another career, or items survived the ordeal undamaged. we would be fully conversant in the business when the time was In the 1960s, the current chairman, Peter Robinson, saw right.” an opportunity to help the growing number of people emigrating Currently there are eight children under 18 years old, all from Britain to Australia and created Robinsons International belonging to the direct descendants of the current family and Removals as a new branch of the business. shareholders. The oldest one has done some work in removals, Today, Peter’s children, Anthony Robinson and Philippa but according to Anthony, he wants to be a professional rugby Robinson, serve as CEO and director, respectively. They both player. The others are still too young to start thinking about started working at the company during school holidays to famil- work. “The option to work for the family business will be made iarize them with the business as well as give the company extra available,” he adds, “but it won’t be expected. We have some (and often very cheap) labor at peak times. “From as early as age time yet to consider whether there will be a fifth generation of 12,” Anthony recalls, “we learned about packing up cartons, han- Robinsons—amazing if it happens, but not essential, and cer- dling furniture and protecting it for transit, customer liaison in tainly not an expectation.” the home, packing and loading trucks, and filling in paperwork (inventories, work sheets, quality control forms). We then moved on to the more complex moves, preparing shipments for international travel, shipping and ocean freight documentation. “Once we mastered these operational skills and we were old enough to drive, we began doing surveys and volume estimating in customers’ homes. We were taught by the older generations and the company staff of the day—on-the-job training was the main focus. There weren’t so many training courses available in Robinsons those days, although in the UK we did have TMI [The Movers trucks, circa 1930s Institute], which offered some short courses. There was a great feeling of pride among not only the older generation but also the other staff, knowing that the younger generation were getting involved.”

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IAM: Moving Forward Together March/April 2016 • THE PORTAL 27 An enterpreneur at 13 Economy Movers, the company from which Chicago-based New World Van Lines, Inc. (www.nwvl.com) was created, was launched by Michael Marx in 1919 as a one-truck operation. When times were slow for the small mover, he used that truck to haul coal to homes in the winter and to deliver new appliances. Michael’s son, Edward M. Marx, was born in 1931 and eventually he became the only full time employee of Economy Movers. In 1944, during World War II, Michael Marx was in a tragic accident, and lost his ability to walk. Edward, then only 13 and the only other man in the family, acquired a hardship license from the State of Illinois to drive the truck in order to support his family. Edward was now the sole breadwinner for his parents and his two sisters, and was responsible Jerry Marx, Edward Marx, Jr., Michael Marx, Janet Marx, Shirley Marx, David Marx, Quin- for their family business. He took the tin Marx. (Photo courtesy of Steve Becker Photography.) reins and never looked back. He used the only resource available at the time, a In 1981 Edward M. Marx got the daughters, all of whom contributed to boyhood friend from grade school, Allen chance he had spent his career preparing the family business. The sons all worked Kaufmann, as his sole employee. for. Deregulation of the moving industry their way up the ladder, unloading In 1952 Edward married Shirley gave Edward an opportunity to apply shipments in the warehouse, operating Hyams, who was not only the love of for 48-state carrier rights, which were forklifts, driving delivery vans, and driv- his life but his lifelong business partner. granted on December 1, 1982, thus giving road trucks, all becoming top profes- That year also brought an end to the coal ing birth to New World Van Lines. sional movers. They moved up through delivery business for Economy Movers, Edward and Shirley didn’t just grow the ranks of management as well. The which turned its focus strictly to moving New World; they were busy growing daughters, from their early years, worked and new furniture delivery. their own family as well. They produced in the administrative end of the business, Within a year Edward and Shirley quite a company team—five sons and two also working from the bottom up. Edward had grown the business into a two-truck operation. Then, at the age of 22, he purchased Economy Movers and its two trucks from his father. Edward and Shirley rented a warehouse with a small office and began receiving, handling and storing new furniture and household goods. They also began dispatching the deliveries of the new furniture. In early 1960, Economy Movers became an agent for World Van Lines, based in Seattle, Washington. This thrust the company into the long-distance moving business and qualified it to become a military hauler and participate in moves to and from Ft. Sheridan, Illinois, and Great Lakes military bases. But military work lacked the specialty niche in the market that Edward was seeking. He introduced large Fortune 1000 companies to a new concept in corporate relocation, the notion of “single crew service.” Economy Movers became an agent for Pan American Van Lines in the early 1970s and it continued to grow.

28 March/April 2016 • THE PORTAL IAM: Moving Forward Together and Shirley remained the chief operator and chief administrator, respectively, until Edward’s death in 1995. New World Van Lines is still growing and still providing the level of service to the corporate transferee that Edward M. Marx demanded. A worldwide forwarder, it currently has 15 company- owned operations around the country. All family members in the business chose to be there, with most having explored outside opportunities. The succession plans are supported by a combination of family and non-family members to fill any family member’s position. Currently two members of the fourth generation serve as vice presidents. They continue to work their way Peter Sr., Pat, Patrice Toscano, and Peter up through the organization, and it will Toscano Jr. with the Allied Van Lines 2014 be a while before they take on ownership agent of the year award or a president’s role. The members of the third generation still working in the busi- Pfizer Pharmaceuticals, Ingersol-Rand, ness range in age from 62 to 47. American Hoescht, American Cyanamid, Celanese, Nabisco, Mobil Oil, Merck, Local roots, international scope and Johnson & Johnson. Following his honorable discharge from Pat was also instrumental in develop- the U.S. Army in the early 1950s, Pat ing the “single point of contact” move Toscano and his brother, Bill, went to management concept in our industry. work with their father, Pietro, at a small This approach gave rise to a number of local moving company in Brooklyn, New process improvements as the company York, then called P. Toscano and Sons. refined its innovative industry practices. In 1962, they purchased Reliable Van In the early successful days of Allied and Storage, which at the time was International, Pat and his colleagues Don a U.S. domestic moving company and Hutchens and Frank Borta traveled the agent for Allied Van Lines. By the late world developing personal relationships 1960s, Reliable was regularly exchang- with overseas agents that still exist to this ing tonnage for Union Carbide into and day. out of Puerto Rico with Charlie Darminin Peter Toscano, Pat’s son, is the and his sons at Capitol Transportation, current president and CEO. Two of his Inc. With Pat as its driving force, soon grandchildren, Peter Jr. and Patrice, start- Reliable Van became a leader in the ed working part time at Reliable when international household goods shipping they were in college, and now both work arena with cutting-edge door-to-door full time under their father with hopes of service capabilities and a distinguished one day having the torch passed down to clientele—multinational companies like them.

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Patrice Toscano and brother Peter Jr.

IAM: Moving Forward Together March/April 2016 • THE PORTAL 29 Henri Harsch with his truck in 1957

Like father, like daughter Geneva-based Harsch, The Art of Moving was founded Bertrand Harsch and his daughter—and successor—Isabelle in 1957 by Henri Harsch. As a forwarding agent, the company Harsch formally marked the handover of the family business at a specialized in the transportation of works of art—a niche that celebration last September. continues to claim an important place in its menu of services. Last year, the CEO mantle was passed from Henri’s son, Ber- Bertrand Harsch was pleased to discover that his daughter trand Harsch, to the third generation. The company handover aspired to follow in his footsteps and groomed her accordingly. from Bertrand to his daughter, Isabelle Harsch, took place in “Isabelle was the only one of my four children to show any inter- April 2015, after the acquisition of Aargau, a moving company est in taking over the business,” he recalls. “Already at the age in Laufenburg. That purchase has given Harsch a foothold in the of six, she traveled with me to trade shows.” When she was 25 Basel region, the second most important economic hub in the years old and still pursuing her law degrees, Isabelle knew she German part of Switzerland. wanted to enter the family business. Together, the two planned “Henri Harsch attached particular importance to providing the process for the handover, which involved Isabelle working in quality services, which he was able to do thanks to his know- the various departments as she gained an understanding of opera- how and service spirit,” Isabelle explains. She was well prepared tions and issues and got to know her future team. for her new role, having studied law, which instilled in her the Today Isabelle is focusing the company’s efforts on develop- importance of thorough analysis and a methodological approach. ing the business in Switzerland. Meanwhile, continuity of family Added to those disciplines, her passion for horseback riding ownership and maintaining its culture is as important to Isabelle taught her how to establish her authority without resorting to as it was to her father and grandfather. “Keeping a company in force and, she explains, “to develop my leadership skills based the family rather than selling it to an outside buyer is a guarantee on empathy and determination rather than by force or aggres- that it will continue with the same philosophy and values,” she siveness.” says.

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30 March/April 2016 • THE PORTAL IAM: Moving Forward Together Founded on hard work, innovation and strong DNA It’s a family business that has spanned three generations, with multiple operations in eight states across the United States, and offices in Japan, Sweden and Switzerland. The evolution of The Pasha Group (pashagroup.com) and its ability to succeed while keeping the business in the family is fascinating, and may prove that entrepreneurship and visionary leadership are traits passed down from generation to generation. The company’s roots were planted in January 1942, when George W. Pasha, Jr. provided storage in San Francisco for privately owned vehicles of World War II personnel assigned overseas. This led to the 1947 incorporation of the first Pasha business, Pasha Overseas Automobile Processing Company. Over the next 20 years, the company grew, especially when George Pasha III joined his father and established the first dedicated auto terminal at Fort Mason, San Francisco. Inheriting his father’s keen business sense, George III helped expand the company by establishing state-of-the-art automobile facilities in the ports of Los Angeles, Richmond, Long Beach and Portland. In 1972, Pasha Maritime Services was founded to provide stevedoring and terminal services, and in 1980 the company acquired AFI Worldwide Forwarders, one of the pioneering forwarders serving the household goods moving requirements for Left to right: George W. Pasha IV, George W. Pasha III, and the U.S. Department of Defense. This acquisition provided The founder George W. Pasha, Jr. Pasha Group with the resources to eventually become a world leader in diversified global logistics and transportation services. processing division, where she co-developed an efficient and George Pasha IV, a “third-generation George,” currently streamlined automated vehicle tracking system. In 1994, she serves as president and CEO. He had his first encounter with worked tirelessly through the pregnancy of her first child to de- the company when he was 12 years old. “I literally started from liver a system that supported the launch of the Government POV the ground up,” said George IV. “My cousin Claude and I were pilot program—the first successful outsource of a major logistics given summer jobs as ‘yard men’ at the Richmond terminal,” he contract by DoD. Maureen built a very successful team of about recalls. “What that really meant was spending hours weeding 15 40 professionals who ably support the needs of a much larger acres with nothing more than rose clippers!” company today. George IV spent subsequent summers working for the Michael Pasha didn’t start out working for the family busi- company and eventually advanced to Pasha Automotive’s truck ness right after college. In 1989, after graduation, he accepted and body shops, spending a summer in Germany to learn about a position in the maritime transportation arena with ACT Pace/ the distribution of household goods and international transit Blue Star Lines. He stayed for three years until the lure of The overseas. After George IV received his university degree, he Pasha Group called him home. Joining the company in 1991, entered the world of finance, joining Wells Fargo Bank’s train- Michael gained expertise in all facets of maritime, automotive ing program with the intent of pursuing a career in international and transportation services while working at Richmond and Los banking. Angeles, until he transferred to the San Diego automotive divi- But like his two brothers and two sisters, he eventually sion to assist with marketing. While in San Diego, Michael saw made his way back to the family business when the opportunity neighboring Mexico as a potential business expansion opportu- arose. “To have the opportunity to support my dad in his endeav- nity. In 1996, Michael relocated to the Port of Acapulco, where ors was very rewarding,” he says, a sentiment repeated by his he helped build a strong customer base. His work eventually led siblings. As the oldest of five children, George IV has always felt to a new company in 1998, focused on quality inspections and a great responsibility to both his family and the company, and he ocean transportation for major car dealers. He now serves as was well groomed by his father and grandfather by the time he director, oversize cargo and projects logistics for Pasha Hawaii. was appointed CEO in 2008. As a fourth grader, Mary Jane Pasha got her first intro- Maureen Pasha Larson’s career also started at age 12, duction to the family business when she was hired during the working for the company during summer vacations. In 1986, summer to make photocopies and distribute office supplies. Over she joined American President Lines for a special project called time, Mary Jane moved beyond the copy machine to working in T.O.P.S. (Tariff On-Line Pricing Systems), a precursor for her the accounting and traffic departments. At age 20, she accepted career in information technology. Within six months, Maureen a position with American President Lines working in various was offered a job as a telemarketer in Atlanta. When she asked operations, including the container freight station, container yard her father for advice, he said, “Honey, I’d hate to see you go that operation, vessel operation and maintenance and repair. She left far away. If it’s experience you’re looking for, we have an open- APL seven years later, received her teaching credentials and af- ing in Richmond.” As a management trainee, Maureen learned ter one year as a teacher, decided to return to the family business, the ropes before being transferred to Pasha’s Long Beach opera- where she became a supervisor in one of the company’s ware- tion. In 1990, she went to the company’s San Diego automotive houses. “It was very exciting to be able to see the actual shipping IAM: Moving Forward Together March/April 2016 • THE PORTAL 31 The Pasha family. Seated, from left: Janet and George III (1934- Alvaro Stein now leads Decapack 2014). Standing, from left: Mike, Mary Jane, George IV, Maureen and John Succession planning: Complicated, but necessary Decapack (www.decapack.com) was founded in 1947 by Car- operation take place compared to my earlier experiences where los Stein, a Jewish immigrant in Santiago, Chile. “He dedicated it was all paper and computers,” she says. Mary Jane is currently all his energy to his family and to the business he had started,” owner of MJTransco LLC, a small woman-owned business that says his grandson, Alvaro Stein. “Decapack was founded on provides storage and transportation management services. firm values, such as discipline regarding customers, providing The youngest of the five, John Pasha, currently serves as flawless services of excellence, encouraging all staff to grow and senior vice president, Pasha Automotive Services. John was improve themselves, but above all, exercise austerity.” introduced at an early age to the world of transportation. By the Carlos Stein involved himself in all industry conventions time he graduated from college, he had been to Japan, Costa and ran Decapack until his very last day. At that time, both of Rica, El Salvador, Nicaragua, Spain and Brazil, where he learned his sons, Mario and Jorge, had taken over parts of the business. to speak several languages—a trait that eventually led him to the Transition to the second generation was not really expected. family business. Upon graduating from university, John worked Carlos’s philosophy was, “If you love someone, let him go…” as a sales representative for two years. John calls his entry into and both sons came back to the family business after a couple of The Pasha Group “a baptism of fire, but it was an offer I couldn’t years working or studying on their own. refuse.” His language skills and business acumen landed him The second generation was responsible for substantial some very interesting projects. He served as a Spanish-speaking growth, investments in warehouse and trucks and introducing traffic coordinator for a loyal business associate of The Pasha computers to modernize operations. Each brother handled differ- Group, handling cargo for the customer’s client, the Korean ent parts of the business, Mario in household goods and Jorge in National Theater Company. In 1999, John was sent to Switzer- forwarding. land to establish The Pasha Group AG, a company in charge of Eventually, the time arrived to consider succession into managing the Mediterranean household goods business. John the third generation. “It is always complicated, “ says Alvaro eventually returned to San Diego to oversee the company’s auto- Stein, “as we don´t like to think we must give up control of motive processing division. our life project.” But after some adjustments the younger Stein For Janet Pasha, wife of the late George Pasha III, watching has emerged as the leader of a rejuvenated and future-oriented her children continue the legacy has truly been a blessing. Like Decapack, bringing state-of-the art technology, management by her children, Janet has been involved in the company for many project and an innovative entrepreneurship mentality. “Also,” he years, serving as vice president of personnel when her youngest, adds, “without missing one convention.” John, started grade school and she is thankful for the wonderful opportunities the company has provided for her family. Today, she is vice president, public relations. What is the succession plan after George IV retires? That’s a Write for The Portal! long way off, and with all five siblings involved in the company and 15 grandchildren who likely share the same genetic entre- o you have news, experiences or ideas you’d like to preneurial and visionary leadership DNA as their parents, the Dshare with Portal readers? Pashas have nothing to worry about. Go to www.iamovers.org > Resources & Publications > The Portal Magazine, click “Submit Your Story” in the box on the left and follow the instructions in the guidelines.

32 March/April 2016 • THE PORTAL IAM: Moving Forward Together Wilhelm Rosebrock: Family-owned and Proud of It

By Ulrike Winkelmann, Director of Marketing & Sales, Wilhelm Rosebrock GmbH & Co. KG

amily-owned businesses are unique by nature and out of ne- Fcessity. In fact, they can be more focused on customer needs than large corporations. In many instances the owner’s name is on the shingle, signaling direct involvement and accountability. Whether we’re handling a shipment of household goods, a privately owned vehicle or general commodities, it’s family pride and reputation that motivates us to provide quality service to our customers. Our company, Wilhelm Rosebrock (www.rosebrock. com), was founded in 1897 as a trucking service provider for the German railway. Rosebrock had to pay the sizeable sum of 3,000 Reichsmarks as a security deposit in order to sign the contract. It is not known whether this deposit was ever returned to him. In 1934, 25-year-old Richard Sommer (a 2009 IAM Hall of Honor inductee) joined the firm as partner and manager, thereby creat- Richard Sommer (left) laid the groundwork for a successful inter- ing co-ownership by the Rosebrock and Sommer families. It was national moving company. His grandson, Martin Sommer (above), also the year that our company purchased its first used truck, the is growing Wilhelm Rosebrock while adhering to the philosophy first step away from the old single horsepower. and spirit of his grandfather. After World War II, Wilhelm Rosebrock expanded into the moving business. Due to the shortage of fuel, trucks operated on In addition to operating a successful local moving company, gas produced from wood, and later liquid gas. As early as 1950, after all these years we are still one of the leading port and com- Wilhelm Rosebrock developed a logistics network to accom- mercial household goods agents in Europe. modate the needs of the U.S. military, handling household goods Through the acquisition of Express-Transport-Shipping- shipments and baggage for service members and their families. Agency in 2006 and Interseaport Services in 2010, we have

Wilhelm Rosebrock GmbH & Co. KG P.O. Box 14 02 64, 28089 Bremen / Germany phone +49 421 520 00-22 fax +49 421 520 00-9922 [email protected]

INTERNATIONAL FORWARDING www.rosebrock.com •Worldwide household goods •Origin and destination service •Relocation service • Ocean- and air-freight We are looking forward •Port agency/customs clearance to your requests! •General Commodities Ulrike Winkelmann International sales manager •Warehousing and Trucking

IAM: Moving Forward Together March/April 2016 • THE PORTAL 33 expanded and intensified our presence in the commercial household goods and P.O.V. (privately owned vehicles) market, and also offer comprehensive service for General Services Administration/U.S. Department of State shipments throughout most of Europe. The services we provide include ocean freight, port handling and customs clearance, drayage to/from origin or destination, and full origin or destination services. Everything is possible, from a full steamship container of household goods to partial shipment in lift vans. Even airfreight shipments of personal effects are not a challenge, but a thoroughly organized and efficient routine for our personnel. After more than 100 years, Wilhelm Rosebrock is still a family business, still owned by the families Rosebrock and Sommer. With a modern fleet of vehicles, a cargo distribution center in Bremen, Germany, and more than 100 employees, our company has established itself as a modern and viable entity in M/s Packways India’s second generation, brothers Rakesh Ohri, transportation, while still retaining that family spirit. Not only partner (left) and CEO/Partner Rajesh Ohri customers, but also our long-standing employees, some with over 40 years longevity, appreciate our traditions and culture. You may have met one of our current managing directors, Martin Sommer, the grandson of Richard Sommer, at IAM A Business That gatherings. In fact, the next generation, Martin Sommer’s sons, Brings the Family Closer are eager to continue the proud family tradition when the time comes. By Nikhil Ohri, Vice President, Marketing & Sales, We are old enough to build on our many years experience M/s Packways India and young enough to embrace the exciting changes in our modern industry. We will however, with the continued support of our t was fascinating growing up in a household grounded in the employees and customers, always remain a family business. Imoving business. My grandfather, Ramesh Ohri, started M/s Packways India in Mumbai in 1974, and with the support of his sons grew the business from strength to strength to make it an international brand. Being a part of a family-owned company, you do not create a corporate culture—you create family values in your business. I feel that our business was instrumental in bringing our family closer. My grandfather often said that there is no substitute for hard work and perseverance. He took care of all the employees as part of his family and made sure that he heard everyone out when they voiced any suggestions or grievances. These are the same qualities seen in his sons, Rajesh Ohri and Rakesh Ohri. M/s Packways India was one of the first few packing and moving companies in 1974, so it was important to create aware- ness about our services. Rajesh and Rakesh grew the business by marketing it from Mumbai to different parts of the country. Our network now extends into New Delhi, Calcutta, Bangalore, Hyderabad, Cochin, Vishakapatnam, Chennai and Goa, enabling us to serve the entire country, including the interior regions. Rajesh Ohri, my father, joined the business in 1977 while pursuing his education, working at the company after his morning classes until late in the evenings. We started as a household packing company and over the years added machinery packing and office moves to our specialties. His younger brother, Rakesh, joined the operations section in 1989, adding another trusted family member to manage and expand. My father played a major role in expanding our services into the international market during the late 1990s, when our company was one of the few IAM members in India. I joined M/s Packways in 2010, becoming the third generation in this family-owned business. In keeping with the changing times, a MBA degree in international business equipped me with the confidence join our business. Practical

34 March/April 2016 • THE PORTAL IAM: Moving Forward Together San Juan, Puerto Rico T. 787.762.5353 F. 787.762.5648 [email protected]

Moving Packing Shipping Storage Trucking Heavy Hauling Fine Arts Handling Machinery Rigging Local & Int'l Relocations Heavy Crating

IAM: Moving Forward Together March/April 2016 • THE PORTAL 35 not only the current operations but look- owners of a business can strengthen ing ahead to the future, using business the company because family mem- plans to guide your thoughts and man- bers are loyal and dedicated to the agement all the time. Over the past four family enterprise. decades, we have grown from a strong • There are certain downsides to domestic brand to a reliable and depend- working at family-controlled firms able player in the international market. as well. Decisions may be emotional, Our IAM membership has been important characterized by tunnel vision and Nikhil Ohri in creating our international brand. compromised by a lack of written As in any business, working in a strategy. Succession, retirement family company has its advantages and and estate planning are essential. A disadvantages—two sides of the same poorly developed exit strategy may training under my father’s eagle eye coin. For example: in fact interfere in the growth of a groomed me for the leadership role I was • Families have a longer view than family business. working toward. other investors, because they are The most successful families in busi- In our company, the first generation building wealth to pass on to suc- ness have clearly defined roles and re- owner—my grandfather—made most of ceeding generations. sponsibilities for the individuals involved the decisions. When the second gen- • Family-owned firms are more stable; in the enterprise. This holds true for our eration assumed control, the decision they’re less likely to make radical company, where we have diversified into making became more consultative. Now, cutbacks in a recession. records management, a new service pro- with the third generation in control, the • Family companies tend to enjoy a posed by the new generation. The father process is more collaborative and—with high level of trust and commitment serves as a role model and trainer for the the involvement of each generation— on the part of employees as well as next generation, exposing them to various more rational. customers, because how the com- aspects of the business. He listens to their It is necessary in a family business pany behaves reflects the family’s ideas and lets them make their own mis- to be a jack-of-all-trades. You must keep personal integrity. takes. He views the business as a team your eye on every aspect of the business, • Family participation as managers/ project rather than an individual effort.

Preferred Vendors

For U.S. Military HHG to/from For U.S. Military or Government from the UK and North Europe HHGs Port to Port to/from Pacific Rim North Atlantic Services SEACO Shipping SA +32 (0)3 360 78 21 Contact: Patrick Vercauteren www.nas.gosselingroup.eu [email protected] Contact: Patrick Vercauteren Contact: Mike Connolly Since 1999, the International [email protected] [email protected] Shippers Association (ISA) has Pasha International provided international shippers and +1 (415) 927-6439 USA Outbound Commercial HHG: www.pashagroup.com FCL & LCL forwarders of Commercial and US Contact: Mike Connolly Military and Government household [email protected] S.E.A. Corp. +1 (704) 732-6063 goods, unaccompanied baggage, www.seacorpnc.com and general commodities the lowest Contact: Sheena Kiser [email protected] comparative shipping rates (FCL & [email protected] LCL) and best service throughout the world by establishing volume discounts with preferred vendors.

Members: When contacting vendors please identify yourself as an ISA member ISA Members are eligible to earn an annual patronage dividend. to receive preferred rates. For information or to join ISA, go to www.IAMovers.org, click on Affiliate Groups

ISA | 5904 Richmond Highway, Suite 404, Alexandria, VA 22303 | tel 703-317-9950 | www.IAMovers.org

36 March/April 2016 • THE PORTAL IAM: Moving Forward Together Navigating the Complexities of a Family Business

By Eduardo Gou, President, Mudanzas Gou

he struggles and joys that come Twith fourth-generation businesses are many, and my story is no exception. To provide some context, I will begin with the history of my family’s business, Mudanzas Gou (www.mudanzasgou. com). Francisco Gou, my great-grandfather, established our moving and storage/ logistics company in 1898. Francisco emigrated from Spain to Mexico, like many others during that pe- Eduardo Gou riod, looking for a better way of life. He didn’t have much—no money, no place to live. The only thing that he could offer was his ability to work hard. Shortly after his arrival in Mexico, he was fortunate enough to meet an old man who owned a mule, and the man let him use the animal and keep it as long as he would feed it. for customers in exchange for payment. Unfortunately, as Francisco’s busi- That mule and my great-grandfather’s Soon, he was able to afford a buggy, and ness became profitable, he began to have ambition were the keys to Mudanzas then he began to move pianos. In the a noticeable drinking problem, which Gou’s beginnings. Thanks to the mule, early 1900s, transporting pianos was a adversely affected his work. The business Francisco could move logs and wood really good business. started to collapse and his oldest son,

IAM: Moving Forward Together March/April 2016 • THE PORTAL 37 Eduardo Gou B, my grandfather, was the only family member interested in rescuing the company. Eduardo Gou B and his wife, my wonderful grandmother, Carmen Gou, took over and worked Coming Up Next Time in very hard to reshape and make Mudanzas Gou profitable again. This amazing couple had only one son, Eduardo Gou S, my father. THE PORTAL My grandparents, with Eduardo Gou S in tow, made it their life’s mission to build Mudanzas Gou into a great and profitable company. They were most often found in the warehouse and Heavy Lifting: Surviving and visiting customers, which meant that my father spent most of his Thriving Amid the Ruins life outside of school in the warehouse. He always told me that the warehouse felt more like home to him than any other place. As soon as my dad finished his degree in accounting, the natural andling shipments in unstable areas of the world is dif- thing for him to do was join the company full time, becom- Hficult at best, dangerous at worst. For moving and logistics ing the third generation in the business. My father focused on companies in countries imperiled by political strife, civil wars or geography (e.g., earthquake- or flood-prone areas), success- growing Mudanzas Gou, opening branches all over Mexico and fully conducting business can require resourcefulness as well involving Gou in the logistics business. Most of what I know as courage. about this industry I learned from my father. Unfortunately, he passed away in 2014, leaving me as the fourth generation to lead And yet, movers do continue to work through and around con- Mudanzas Gou. flicts and natural disasters. The March/April issue of The Portal Nowadays, Gou is a more complex company than it was will look at ways IAM members in the world’s hot spots face even 20 years ago. We currently have 550 employees, and we are the unique challenges of an unsettled planet and we invite you growing at a very fast pace, especially in the logistics division. I to provide your insights and experiences on this topic. have encountered many challenges since the day I took over the • Please provide a brief history of your company (e.g., when company, but I can say it is a totally different company than the it was founded and where). one my father took over a half-century ago. • Is your country affected by political upheaval or natural One of the advantages of a family business in its third or disasters? What are the challenges that affect your ability fourth generation is that the owners are likely to have pursued a to conduct business? How long have you had to deal with formal business education before they return to head the com- them? pany. And if they are able to leverage that training effectively, it • Have you had to take extraordinary measures (e.g., pay can propel the company forward dramatically. Another plus is bribes/ransoms, use circuitous routes, keep money in having the support and help of the previous generation in guid- foreign countries, etc.) in order to provide services to your ing and mentoring younger family members during transitions. clients? Has the nature of shipments you handled changed because of these challenges? I’m happy to have had all of this, especially all the teachings and • Have you encountered road blocks, armed bandits, or wisdom of my father. other threats to the safety of your employees and ship- But it hasn’t all been smooth sailing; I’ve had great chal- ments? lenges along the way. The biggest, of course, was losing my dad, • How has infrastructure changed (e.g., bridges, roads, air and another sad surprise was my coming to the realization that cargo capabiity), and how have you dealt with that? the rest of my immediate family (my mother and sister) were • If you work in areas prone to natural disasters, how have going against my father’s wishes for the business. those events affected your ability to do business? Have So I have come to some conclusions and learned a few you suffered loss or damage to your facilities and/or ship- things over time. Family businesses can go under for many ments? Please explain. • If you are a logistics company, have you been asked reasons, including conflicts over money; nepotism, leading to to provide advice or services following events or poor management; and infighting over the succession of power during political uncertainty? from one generation to the next. Regulating the family’s roles as • What effect have these circumstances or factors had on shareholders, board members and managers is essential, because the way you manage risks? it can help a company to avoid many pitfalls. With clear rules and guidelines as an anchor, family en- High-resolution digital photos are welcome (no cell phone terprises can pursue sound business strategies and continue to shots, please). thrive. Two success factors show up frequently: a strong board and a long-term view, coupled with a prudent but dynamic port- We welcome any additional perspectives you may have on this topic. Our deadline is April 29. Send your contribution to folio strategy. Beyond the core holdings, families need strong capabilities for managing their wealth, usually held in liquid [email protected] assets, semi-liquid ones (such as investments in hedge funds or AND private equity funds) and stakes in other companies. By diversi- [email protected] fying risk and providing a source of cash to the family if needed in conjunction with liquidity events, successful wealth manage- Note: Be sure to include your name and title, your com- ment helps family businesses to preserve harmony. pany name, and contact information.

38 March/April 2016 • THE PORTAL IAM: Moving Forward Together www.iam-yp.org

May 5–7, 2016 Melia Castilla Hotel, Madrid, Spain

he Young Movers Conference (https://youngmovers.eu/) Saturday, May 7 Tdates back to 1991, when Europeans started hosting their 10:00 –11:30 Round Table: Associations Panel own conference dedicated to young professionals in the moving 11:30 –12:00 Coffee break industry. Each year the conference is held in a different Euro- 12:00 –12:30 FIDI Panel pean city. The conference provides the opportunity to network 12:30 –13:30 Bylogic Panel (Topic: Technologic Solutions with fellow young movers from all around the world. Further- for the Moving Industry) more, attendees will attend education sessions and participate in 13:45 –15:00 Working lunch professional development activities. 15:00 –20:00 Free time (with recommendation to visit the As this issue of The Portal goes to press, more than 200 Real Madrid Stadium) people representing 34 different countries have registered for the 20:00 –20:30 Departure to Teatro Real event. 21:00 –23:00 Gala dinner

Conference Highlights Cost Single Delegate Pack: €980 • Opening Cocktail Reception Double Delegate Pack: €1.460 • Networking and Teambuilding Activities • Closing Night Gala To register • Education Sessions Go to https://youngmovers.eu/ • Technological Solutions for the Moving Industry Compliance • The Spirit of Berlin—Driverless Vehicle Challenge

Schedule of Events

Thursday, May 5 17:00 -19:30 Welcome desk and registration 19:30 –20:00 Conference opening 20:00 –22:30 Cocktail reception 23:00 –00:00 DJ and welcome party

Friday, May 6 09:00 –09:30 Transfer to conference venue 10:00 –11:00 Solveig Rufenacht Panel (Topic: Compliance) Introducing the HappYPlanet 11:00 –11:30 Coffee break 11:30 –13:30 Raúl Rojas Panel (Topic: The Spirit of ith this issue, The Portal launches a series of country Berlin—Driverless Vehicle Challenge) Woverviews by IAM-YP members. Called HappYPlanet, 13:30 –15:00 Working lunch these articles will provide helpful information about two coun- 15:15 –17:30 Team building activities tries in each upcoming issue. 20:00 –22:30 Dinner Our intial HappYPlanet feature offers an introduction to two 22:30 –23:30 DJ Party of Spain’s most fascinating cities: Madrid and Valencia. Turn the page to begin your tour.

IAM: Moving Forward Together March/April 2016 • THE PORTAL 39 Exploring IAM-YP’s HappYPlanet

s the moving industry approaches the busy summer season, the YMC but whenever they wish to visit Spain. You will find a AYPs are eagerly anticipating this year’s annual Young Mov- warm reception and generous hospitality throughout the country. ers Conference (YMC) May 5-7 in Madrid, the capital of Spain. Culture, sports, fashion, arts, an exciting culinary scene— Situated on the Iberian Peninsula, Spain is one of Europe’s most Spain has it all. classical countries. Spain is welcoming all YPs, not only for

Spain: A Quick Introduction to Europe’s Classic Gem

Type of regime Monarchy; ruler: King Felipe VI Capital Madrid Major cities Madrid, Barcelona, Valencia, Malaga, Seville Major seaports Barcelona, Valencia, Malaga, Algeciras Major airports Madrid, Barcelona, Seville Currency Euro Did you know …? Unlike Barcelona, which hosted the Summer Olympics in 1992, Madrid has bid five times to host the games but was unsuccessful each time.

Customs Regulations Preparing to handle a shipment to Spain? Log on to IAM’s website to obtain the latest customs regulations for Spain: www.iamovers.org > Resources & Publications > Spain

Things to See and Do in Madrid

By Pablo de Andrés, Mudanzas de la Fuente S.L.

• The Plaza Mayor is Madrid’s main square. It is located right in the center of the city, just a short walk from the Puerta del Sol. The square is mostly surrounded by three- storey houses with balconies looking out onto the square and still lived in by the fortunate few. Be sure to try a typical bocadillo de calamares (fried clam sandwich), available in any of the restaurants near the square. • The Debod Temple. Many people are surprised to learn that there is an authentic Egyptian temple dating from the 2nd Century BC in the middle of Madrid and dedicated to the gods Amon and Isis. Discover one of the most beautiful and amazing places in Madrid. The best time to visit: sunset, when you´ll see from that vantage point all the Casa de Campo, one of the largest parks in Europe. • Parque del Retiro. Whether you are into sports or not, you don’t want to miss the Retiro Park. You can rent rowboats, go for a gentle bike ride, run along the water that flows all El Rastro fleamarket in Madrid around the park gates, work out on the outdoor park gym, or simply take in the breathtaking views and scenery during a restaurant housed in a 16th-century building in the old part of leisurely stroll. You don’t want to miss this—it’s perfect for Madrid and really is a must when visiting Spain’s capital. a Sunday. • El Rastro fleamarket: Madrid’s largest open-air flea • Traditional food at Casa Botin. According to the Guinness market, El Rastro, is held from 9 am to 3 pm in the historic Book of Records, this is the oldest restaurant in the world, centre of Madrid every Sunday, and on public holidays. dating from 1725. Today, the restaurant is decidedly a tourist It attracts as many locals as tourists, and offers a variety spot, since it appears in so many guides. Don’t let that put of products both new and old. It is said to be the largest you off, though, because Spaniards still go here to sample flea market in Europe, with up to 3,500 stalls, and extends the excellent food. Specialties include cochinillo asado through several streets in one of the city’s oldest working- (roast suckling pig) and cordero asado (roast lamb). The class neighborhoods. 40 March/April 2016 • THE PORTAL IAM: Moving Forward Together Get to Know Valencia

By Grego Martinez, CEO, Mudinmar International Movers

o experience something a bit different from the big city, hop Tonto a plane and fly to the beautiful city of Valencia, Spain.

Valencia in 24 hours You can get to know the best of Valencia in a single day. Begin by exploring the old town, visiting ancient architectural land- marks such as the Valencia Cathedral, which is said to house the Grego Holy Grail, the cup from which Jesus drank at the Last Supper. Martinez View the gates of the Serrano and Quart Towers, Palace of (left) and Marques de Dos Aguas and Lonja de la Seda (Silk Exchange, his team at declared an Intangible Cultural Heritage site by UNESCO), Mudinmar buildings steeped in the history of Valencian people International Rent a bike and ride along the River Turia, a huge green Movers area with sport facilities, sculptures, botanical gardens and more. The park separates the city into two sections, with cafes and bars You can enjoy all its nuances in the best arrocerias (specialty along the way. At the end of the River Turia, the absolute must- restaurants) of Valencia: see for any first time visitor to the city is the City of Arts and • La Pepica (La Malvarrosa) Sciences, a group of futuristic buildings. • Casa Carmela (La Malvarrosa) • El Blayet (El Perellonet) Food and drink • La Riuà, Valencia Center If there is one dish that typifies the cuisine of Valencia it is pa- A traditional beverage in Valencia is the horchata, a drink ella. Rice is the principal ingredient in so many dishes, the basis made of ground nuts, rice, barley or seeds, drunk cold and ac- for paellas with shellfish, soup, lobster, vegetables and meat. companied by fartones, a Spanish pastry. Sample horchatas at:

IAM: Moving Forward Together March/April 2016 • THE PORTAL 41 42 March/April 2016 • THE PORTAL IAM: Moving Forward Together RK: A central feature to PricePoint is the privacy archi- shipping container made domestic and international shipping a lot tecture in which the agent can directly control which cheaper, but made the shipping industry what it is today. companies are or are not authorized to access their pric- Uber is an interesting example of a company that is disrupting. I recall that you were initially opposed to building such ing another traditional industry: taxi service. While the focus is EXPERIENCE GREAT SERVICE firewalls within a marketplace environment. Please explain on the battle between Uber and the taxi industry (which Uber your initial concerns and what persuaded you to shift your is winning in every district), many “traditional” taxi companies position. have embraced Uber’s model and are successfully competing WORLD-WIDE DB: Originally I was excited about creating an efficient market with Uber in their markets. They will be the taxi companies that that would offer the best price to our clients. It didn’t make a lot survive. Technology is coming. Maybe it’ll get delayed by a few of sense to create a system where the same service would cost 20 years, but it’s going to disrupt this industry. Companies that adapt percent more just because the customer didn’t have a negotiated sooner will come out stronger, leaner, and more profitable. relationship with the vendor. When you book a flight through an aggregator like Kayak or Priceline, you expect to get the best RK: What is most exciting to you about our future plans to price from each airline, and I wanted the same to be true for enhance PricePoint for industry benefit? PricePoint. DB: I think quality is a big factor. It’s misguided to think that I still think that it’s where the industry will end up eventu- price is all that matters, when there are so many other aspects to a ally, but there has to be a smooth transition from the status quo. successful move. We will need to create the same kind of quality The privacy feature allows agents to replicate their existing transparency as we have pricing transparency, before we can call pricing strategy and relationship structure in PricePoint, and then PricePoint a success. experiment with minor adjustments, as we’ve seen many agents take advantage of, to more strategically manage their pricing and RK: As you’ve gained more insight into the moving indus- partnerships. try, do you see any interesting parallels to tech adoption in other industries? RK: Not too surprisingly, we do encounter a fair amount of DB: I think the distributed and international nature of the mov- webstore.newhaven-usa.com concern and reluctance from some companies in the indus- ing industry makes it much harder to adopt new technology than try who fear that tools like PricePoint only serve to press in other industries. Typically what I’ve seen in other industries prices downward. What’s your view on this type of concern is either a new startup disrupting the existing industry (such as within traditional industries to embrace new paradigms? AirBnB or Uber), or a large incumbent investing in tech, domi- DB: I think this trend is inevitable, and always looks scarier than nating the industry, and everyone else learning to follow suit. It doesn’t seem like either is likely in the moving industry. There it reallyThe is. Ruzafa But we and know Cánovas that there neighborhoods is a lot more are to growing a success veryful • Horchatería Daniel, Av de la Horchata, 41, Alboraya, seem to be a lot of smaller players, and a startup wouldn’t have movestrong than in this the area. number Ruzafa of cubic exudes feet a bohemianpacked and atmosphere, shipped. A goodfull Valencia the necessary relationships to compete in the market. That’s why moveof artists requires and exhibitions. timely execution, It’s the clearperfect communication, neighborhood andfor eatingexcel- • El Siglo, Plaza de Santa Catalina, 10, Valencia I think our strategy of helping the existing players streamline lentsome customer tapas. Nightlife service. isStreamlining quiet and friendly. the pricing In Cánovas, component you means can their process and pricing, is going to be effective. thatdine agentsand have can a stop quiet spending drink in theirLas Animas limited timeGastro and Club, resources start In Valencia there are gourmet restaurants with affordable onthe managingnight in the their popular price pubslists, Vesseland maintaining and Upper their Club, sub-contra and end c- prices, including: RK: Do have any big-picture predictions or expectations on torup innetworks. the Disco Instead, La Posada agents de willlas Animas. be able toHonduras focus completely and Xúquer • Bistro and Ricard Camarena Restaurant (1 Michelin Star, how tech will transform the moving industry long-term? onsquares their arecustomers, also very and well provide known, them and with the Avenidathe highest Blasco qualit Ibáñezy of 2 Repsol Suns) DB: I think in addition to creating price and quality transpar- service.is popular with students. • Vuelve Carolina and El Poblet (1 Michelin Star) ency, technology will help with managing the logistics of a move. TheEvery City industry of Arts has and had Sciences to face area major is wellshifts known and disrupt becauseions. of There are a lot of moving parts, and software is much better at Thethe famous assembly discos line Myamade and cars L’umbracle. a lot cheaper It isto anmanufacture, impressive butplace Shopping keeping track of them than people. For shopping in Valencia, try the historic center and surround- itto wasvisit a because boon to ofthe its automotive beautiful building industry. and Standardization its botanical garden.of the ing area. It is compact and easy to navigate. The main shopping street is Calle Colón, a lovely, busy street with well-known fashion chains, designer boutiques and cafés and bars where you can recharge your batteries. Poeta Querol is another chic street, full of designer shops. It recently branded itself the Golden Mile. At its centre is our favourite building in Valencia, the gothic palace that is home to The New Haven webstore conveniently BUYING MOVING EQUIPMENT the National Ceramics Museum. provides quality products you want on-line. HAS NEVER BEEN EASIER. Nightlife People in Valencia are eager to get out, have fun, feel the music and dance. The most popular area surely is the Barrio del Car- men, in the old part of town, where bars and clubs vie for your Go to webstore.newhaven-usa.com attention. Calle Caballeros is at the heart of all this hustle and bustle. But take a walk down any of the little side streets and you’ll stumble on some great places: bars (Chill Out Bar), a flamenco show (Radio City), Latin dance music (Santo Domingo Club), disco pubs and small clubs. Celebrating 103 of business! YEARS 14 January/February 2014 • THE PORTAL IAM: Moving Forward Together 15 LOCATIONS: Go to ww.newhaven-usa.com

jan_feb2014.indd 14 1/16/14 12:31:54 PM

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IAM: Moving Forward Together March/April 2016 • THE PORTAL 43 SCHOLASTIC ASSISTANCE PROGRAM CONTRIBUTORS

The Alan F. Wohlstetter Scholarship Fund is the cornerstone of the IAM Scholastic Assistance Program, which is aimed at promoting and supporting individuals in higher education related to the areas of transportation and logistics. Donations (by major annual giving levels) to the Fund received during the last 12 months are as follows:

Platinum ($5,000 or more) Pac Global Insurance Brokerage, Inc. Alexandra Ajale Manchester Grand Hyatt San Diego Paxton International (in honor of Catherina Stier) National Forwarding Company, Inc. Security International *Albert Moving & Storage Royal Hawaiian Movers, Inc. Sourdough Transfer, Inc. Anonymous (in memory of Richard Dewitt) Southwest Port Services, Inc. Anonymous Stevens Forwarders, Inc. Francesco Argirò Gold ($2,500–$4,999) The Pasha Group Eric Carden ABBA International, Inc. Totem Ocean Trailer Express, Inc. Clover Systems, LLC AirLand Forwarders, Inc. Trans-Atlantic American Customs Clearance International, Inc.. Cartwright International Van Lines Flag Liners Operators Brandon Day Crown Worldwide Holdings Ltd. True North Relocation, LLC Heather Engel (in memory of Jim Thompson Sr.) Victory Van International (in honor of my friends Jackie Agner Daycos, Inc. Westpac International, Inc. and Sandra Rowe Maier) Government Logistics NV Angels Gallardo Roiatti Srl. Italy Bronze ($500–$999) Golden Services, LLC Tri Star Freight Systems, Inc. Affiliated Transportation Systems, Inc. (in honor of Belvian Carrington Sr.) All-American Relocation Brian Goldstein Silver ($1,000–$2,499) A-Whisco, Inc. Songuel Karaboga 3S Logistics Co., Ltd *"B" Transfer, Inc. Brian Limperopulos Approved Forwarders, Inc. (in memory of George W. Pasha III) (in honor of Belvian Carrington Sr.) (in memory of Richard Dewitt) Garvey Schubert Barer Alessandro Mannozzi DeWitt Guam Gateways International, Inc. Joe Moholland, Inc. DeWitt Move Worldwide Terry R. Head Nik F. Nikoukar (in memory of Woodrow Dewitt) (in honor of Belvian Carrington Sr. Federico Presta Enterprise Database Corporation on his retirement from IAM) John Rotticci (IWL) *Executive Moving Systems Royal Alaskan Movers, LLC Andrews Silva *Executive Relocation International R. D. Simmons & Associates, Inc. Michelle St. Cyr Foxlog Senate Forwarding, Inc. Stevens Van Lines, Inc. Gridiron Forwarding Co., Inc. (in honor of Belvian Carrington Sr.) Jet Forwarding, Inc. In Kind or Other Twin Oaks Moving Company, Inc. (in honor of Belvian Carrington) Jacqueline M. Agner Sarah Wells Matson Navigation Co., Ind. & Subsidiaries (in honor of Belvian Carrington Sr. Charles L. White *Morrissette Family Foundation on his retirement from IAM) Edward Zielinski P & F Safepack Company Ltd.

*Denotes contributions made since the previous issue of The Portal was published.

Alan F. Wohlstetter Scholarship Fund 5904 Richmond Highway, Suite 404 • Alexandria, VA 22303 • Phone: (703) 317-9950 • Fax: (703) 317-9960

The Board of Directors of the Alan F. Wohlstetter Scholarship Fund urges you to consider a contribution or donation to the Scholarship Fund as part of your year-end tax strategy or as you formulate your company budget. Please advise your employees that scholarships are available to qualified candidates of any IAM company worldwide. For further information, visit www.IAMovers.org > Affiliate Groups. Deadline for applications: May 1.

May 5–7, 2016 Melia Castilla Hotel, Madrid, Spain

To register, go to https://youngmovers.eu/

44 March/April 2016 • THE PORTAL IAM: Moving Forward Together College2.qxp_Layout 1 2/18/16 10:26 AM Page 1 Going to College?

Scholarship applications are now being accepted from qualified individuals enrolled at an accredited college or university anywhere in the world.

The Alan F. Wohlstetter Scholarship Fund awards , scholarships to assist the employees of IAM member companies and their dependents with college tuition. The benefit is also available to student members of IAM. Learn about IAM Student Membership by contacting membershipiamovers.org.

The deadline for submitting applications is May .

Supporting documents are required so start early as materials must be submitted together. The AFWSF board selects recipients based on the merit of each applicant.

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2016 DP3 Rate Filing: The Saga Continues

By Charles L. White, Senior Vice President

he 2016 Defense Personal Property Program (DP3) rate new Traffic Distribution Lists (TDLs) for the May 15 Perfor- Tfiling process was—to quote Yogi Berra—“déjà vu all over mance Period. The new TDLs did not become available for TSP again.” Every year, this process seems to be riddled with issues viewing until approximately March 7, and the awarding of Peak and this one was no different. The original goal for 2016 as Season shipments (i.e., those loading May 15 and after) finally stated by the Surface Deployment and Distribution Command began on March 9, 2016. (SDDC) was to start the process earlier than ever, the idea being Most of the problems and the delays during the rate fil- that the rate filing would be completed in early February, thus ing process were relatively minor in comparison to some of the allowing the booking of Peak Season shipments to proceed in issues faced in previous rate filings. However, it seemed that a a more orderly manner than has been seen in previous years. new issue popped up at every step in the process. In the six years However, numerous delays throughout the process forced the that industry has moved through the DP3 rate filing process it original timeline to be pushed back repeatedly, although eventu- has never been seamless. Delays and problems are the norm ally the overall goal of starting the Peak Season booking earlier rather than the exception. It is IAM’s hope that at some point in was ultimately met. the very near future this process will move beyond these issues The SDDC opened the window for the first round of the and become as routine as many of the other DP3 processes have 2016 Defense Personal Property Program (DP3) rate filing Sun- become. But for now, rate filing has become a mountain to climb day evening, January 10, at 7:00pm EST. Round 1 was supposed every year for industry rather than a process to coast through. to close on Friday, January 15, but was extended until Janu- TSPs must remain diligent. During a number of years, ary 20. Some of the industry rate filing services had problems problems with the new TDL and distribution irregularities have accessing DPS in order to upload rates; those issues and a few surfaced following the rate filing. TSPs need to ensure that this minor data glitches necessitated the extension. process moves forward properly, and if any anomalies surface Rate rejection notices began being pushed to Transporta- we must alert SDDC as quickly as possible. tion Service Providers (TSPs) the evening of January 21. When the rate rejections following Round 1 were released, several companies that were either in non-use or had fallen below the Minimum Performance Score (MPS) received inappropriate rate rejection codes. This error had to be corrected by SDDC, as did an irregularity that caused more than 40 TSPs to incorrectly receive rejection notices for Round 2—obviously in error, as Round 2 had not even begun. Those issues were eventually resolved, and as a result Round 2 of the 2016 rate filing was delayed and finally opened on February 3 at 7:00pm EST. Round 2 was scheduled to run through 7:00pm EST on February 10. However, less than a day into Round 2 the plug was pulled. Another issue had been identified that ultimately caused SDDC to halt the process and start Round 2 all over again. Round 2 resumed on February 9 at 10:00am EST and was scheduled to close on February 15 at 7:00pm EST. However, a message issued midday on February 11 indicated that SDDC was again temporarily closing Round 2 due to another Defense Personal Property System (DPS) technical issue. Before this latest disruption SDDC had been optimistic that Round 2 would close without any further problems and that the final rate rejections, as well as the establishment of the new Traffic Distribution Lists (TDL), would also be seamless. That assumption proved to be incorrect. The second and final round of the DP3 rate filing reopened on February 15 and finally closed without further interruption on Monday, February 22. The originally announced date for the closure of Round 2 had been February 9, 2016. But that was not where the problems ended. At least one more technical problem caused a delay in the issuance of the IAM: Moving Forward Together March/April 2016 • THE PORTAL 47 The Portal Adv1.pdf 1 16/08/2013 10:32 AM

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Succession, According to Plan

By Rob Faraone, IAM Regional Relations Liaison—Asia

AM has a substantial contingent of family–owned businesses. now another IAM member in the same market. Siblings 2 and 3 IFamily businesses are as common in Asia as elsewhere but ran the original firm but discord ensued. One left to start a third because the moving industry really started there just five decades firm. Now, the three siblings compete in the same market. None ago, there are few third-generation movers. One that comes to is as successful as the original firm the father passed along. mind is Writers in India. I recall meeting “the senior D’Souza” in There’s a well-known and highly successful member Mumbai, although his son, Willy, sadly, passed away. The third whose founder brought one offspring into the firm. The other generation expanded its country count and service offerings in had a separate career and life far away. The second-generation India, then pared it back. heir held mid to upper management positions but for reasons Family business is big business. The 24 million family busi- unknown was moved to a much slower location within their nesses in the United States account for almost 90 percent of the network. Rumor has it that he erred in some major way and was business tax returns and 62 percent of the U.S. work force. The pushed aside, no longer the heir apparent. U.S. Small Business Administration (SBA) reports that small I know personally of a founder in this region who employed companies (those with 500 or fewer employees) create some his siblings but resided elsewhere. Discipline was not maintained three-quarters of net new jobs and generate 64 percent of the and an outside general manager was hired. Reportedly his own country’s annual gross domestic product. Family businesses are children were brought into the firm as young adults and two equally important in other regions, including Asia. were let go entirely. Conventional businesses are relatively free to hire and fire Succession planning, done thoroughly and objectively, management. Family enterprises are more complicated, with might have averted the disruption in business and the meltdown immediate family, cousins, spouses and sometimes in-laws. The of family relations in the examples above. A number of factors Family Business Institute reports that just 30 percent of fam- may cause an owner to wake up one morning and realize that the ily firms make it to the second generation and only 12 percent status quo is not working or will not last. The health and age of survive to the third. Family members’ duties and responsibilities the owner and internal family issues may affect the company’s may be separate but often their interests overlap as managers, well-being. employees, and stockholders, co-owners in assets like real estate, External factors may also come into play. Markets change, subcontractors or vendors. These stakeholders are affected by as does competition, and the incumbent family management may what happens to the owner as well as the owner’s decisions. be ineffective in keeping up. Geographical expansion or business If you think succession planning sounds lofty or unneces- diversification may stretch the family’s ability to cope. sary, you may want to reflect on these real-life situations within Succession planning is more a process than an event. It is IAM. about the sustainability of the business—not about indulging A Subcontinent member’s founder passed away and left the owner’s whims. If the goal is to dispose of the business to the company to three adult children. The transition did not go a third party, then the succession plan is the concern of the new smoothly and the more favored sibling left and founded what is buyer. However, if the goal is to ensure that a closely held family

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IAM: Moving Forward Together March/April 2016 • THE PORTAL 49 company thrives, then developing a succession plan should be a • Owners rank their business as a life achievement and don’t high priority. want the government to take a large chunk away in taxes. • Risk that the business will business will fail along with the Management succession vs. ownership succession health of the owner. It’s common for family business owners to equate “succession” • The number of options available to meet these goals de- with “ownership succession.” In a 2006 study conducted by crease steadily as time passes. KPMG in Australia, 93 percent of survey respondents perceived • Succession planning enables the owner to control outcomes. “ownership by family” as the most important characteristic in • The value of the business often drops rapidly once an owner determining whether or not they’re a family company. The truth is incapacitated. is that running the company successfully usually has less to do with ownership than good management. Management succession Management succession is every bit as important as ownership succession. When the next generation is about to take the helm owners hope A survey conducted by the Canadian Federation of Inde- the business will continue to evolve yet retain the founder’s pendent Business (CFIB) asked stakeholders to cite their views core values. They hope to see improvement, mastery of a new about the benefits they saw after a successful transition. The business environment, diversification, new skills, expansion, benefits they cited: more sophistication and planning. These are management, not • 80 percent felt it helped provide for family’s future, mini- ownership, challenges. When KPMG surveyed family business mized future tax liability, provided financial stability to managers about current issues and challenges, they rated these business, prepared the new CEO for his role as owner. as uppermost in their minds. They really have more to do with • 70 percent said it maintained family and employee harmony, management (not ownership) succession. prepared successors/owners for the future. 1. Growing profitably • 60 percent said it increased value of the business. 2. Balancing different interests 3. Planning succession Risks of delay 4. Future directions Active owners may feel there is plenty of time to plan for suc- 5. Exiting by retirement cession or that they are “too busy with running things” or fear 6. Establishing professional business management discord. But there are five compelling reasons to work on owner- 7. Selling the business ship and management succession now: Successful management succession planning requires a structured and formal approach. The research and transition re-

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50 March/April 2016 • THE PORTAL IAM: Moving Forward Together IAM: Moving Forward Together March/April 2016 • THE PORTAL 51 to identify and train the best people for management and not plicated subject and owners need to consult with qualified and worry about finding a top position for family members. savvy accountants and lawyers to bridge any gaps between what Leaders really do matter in managing and driving ac- the owner wants and what is best for the stakeholders and the countability, results and culture. Performance is what counts so business. measure it. Assess the key positions in the family business and objectively identify key talent. The intergenerational communications disconnect The outgoing owner/CEO who wants some involvement can CFIB reports that 74 percent of current closely held business help the business by serving as: owners who say they have a succession plan claim to have 1. grandmaster of the corporate strategy shared it with their successors. However, 38 percent of succes- 2. keeper of the corporate/family vision sors didn’t know whether a plan existed in their family compa- 3. identifier, codifier and protector of the corporate/family nies, and 40 percent attest a plan did not exist at all. values Each step in succession planning requires involving family 4. architect of the corporate structure members so that at the end your family members will have been 5. evaluator of talent involved and will feel comfortable making decisions about their 6. charismatic and authoritative spokesperson for the company individual and collective futures in the management and owner- 7. personification of corporate teamwork ship of the family business. 8. advocate for corporate quality and customer service There’s abundant succession planning content on the In- 9. custodian of the corporate cash ternet and there are many consultants to help with the process. 10. referee and mediator Change and succession are inevitable. As with a will or buying life insurance, do not procrastinate or be deterred by the scope of The process what must be considered. Whatever the plan, it can be adjusted CFIB found that only one-third of closely held business owners as circumstances dictate. have a formal plan to sell, transfer or hand down their businesses in the future. Moreover, even those with a plan say it’s likely to Resources be unwritten and informal. Twenty-six percent of owners intend Family Business Institute (www.familybusinessinstitute.com) to transfer their business to family members, and 26 percent of CAFE—Canadian Association of Family Enterprises the others have created no plans at all. Since about 40 percent (www.cafenational.org) of family companies will transition within the next five years, to Canadian Federation of Independent Business have no plan at all for how that’s going to happen is startling. To (www.cfib.ca/) effect a successful transition, it is necessary to: Family Firm Institute (FFI; www.ffi.org) • Identify goals. Too often the owner doesn’t properly re- Business Families Centre, Sauder School of Business, UBC search prior to identifying his goals. Owners seek different (www.sauder.ubc.ca/bfc) things: pure retirement vs. semi–retired; minimal involve- Family Enterprise Publishers (www.efamilybusiness.com) ment in management and decision-making vs. maintaining control; investment returns vs. an acceptable income stream; adaptable values vs. maintaining established values. The interests and needs of other stakeholders need to be consid- Coming Up in ered. The Portal • Determine how to meet the identified goals. This entails discussions with financial and tax experts. May/June • Address who will take over after you leave and how you Heavy Lifting—Surviving and Thriving Amid the Ruins: can prepare them. Look objectively at the family’s manage- How movers are working through and around conflicts rial talent because sometimes a non-family member is the and in unstable areas of the world. best person for the position. • Work up a business plan for the best-case scenario in July/August which the owner’s goals and the employees and stakehold- Odd Jobs: A lighthearted look at the strangest, most ers’ goals are largely met. This includes projected basic unique assignments IAM members have handled. financials for the business and a clear organization chart. • Explore the legal and financial/tax implications. This September/October comes after, not before, considering the owner’s and stake- Annual Meeting issue holders’ goals. • Implement the plan. There is no final unalterable plan. It November/December can and should be revised and modified as needed. Recap of IAM’s 54th Annual Meeting

Ownership succession Watch the Social Café and your inbox for ePortals According to some of my research, a popular option is to sell the with guidelines for submitting articles for each of these company to an outsider. Perhaps an owner sees this as simpler upcoming issues. If you’re not an ePortal subscriber, e-mail than going through management succession. Ownership suc- [email protected] and ask to be added to the cession affects the owner’s financial interests as well as new distribution list. owners. and almost always has tax implications. It is a com-

52 March/April 2016 • THE PORTAL IAM: Moving Forward Together 2016 IAM/ILN and CLN Gatherings Generate Synergy in Singapore

AM partnered with the Combined Logistics Networks (CLN) Ito host the IAM/International Logistics Network (ILN) Re- gional Meeting this year in Singapore, March 1–4. This collaborative effort had several advantages: • IAM had staged an event in Asia only once before, more than a decade ago. As CLN was hosting its first annual conference in Singapore, and considering the massive growth of IAM membership in the region over the past 10 years, this joint event presented an excellent opportunity to gather with our members in their own backyard. • More than 200 CLN members came to Singapore to network and talk business from the logistics side. Thus IAM and CLN members could meet with one another as well as develop new business relationships among both groups. • CLN utilizes its own face-to-face networking tool and IAM is exploring the potential of this technology to facilitate more efficient connections at the Annual Meeting. Much of the IAM/ILN Regional Meeting was held in con- CLN and IAM/ILN partnered to provide networking opportunities junction with the CLN agenda, including the opening reception, for their respective members. two face-to-face networking sessions, a bus tour of Singapore explained that the agenda had been crafted to give participants and the conference dinner. The two 3-1/2-hour networking ample networking opportunities, provide information on how sessions enabled attendees to schedule 14 different meetings in to pursue other types of logistical business with their existing addition to opportunities to connect with colleagues during the resources and offer guidance on how to protect their companies opening reception, bus tour and conference dinner. from potentially onerous regulations. There were two sessions just for IAM/ILN members, on All attendees provided self-introductions and some in- March 2 and March 4. At the first, IAM President Terry Head formation about themselves and their companies. IAM Senior

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ILN members realize these membership benefits immediately: ▶ Become part of an logistics network of IAM members ▶ Join your ILN colleagues for anytime chat and with whom you’ve already spent years developing discussion on the ILN Members-Only LinkedIn Group relationships and trust. and in the IAM Social Café. ▶ Take part in an ILN members-only networking event at IAM’s Annual Conference & Expo.

To join, or receive more information on the IAM Logistics Network (ILN), contact [email protected]

IAM: Moving Forward Together March/April 2016 • THE PORTAL 53 IAM/ILN Regional Meeting attendees

IAM Senior Vice President Charles L. White Vice President Charles L. White then discussed U.S. Government and military opportunities in the Asian region as the United States “pivots to the Pacific” and moves more of its armed forces to the region. Gerald Pillai of Singapore-based Rhema Movers Pte offered a bit of background of his company as well as insights on what it takes to handle and store fine arts. The March 4 session featured Mark Millar, a renowned speaker and author on supply chain and logistics in Asia, who gave a high-level overview of those sectors and discussed warehousing, distribution and final-mile delivery. In closing the Featured speaker Mark Millar Mark Millar (left) and Brian Limperopulos (right) con- session, IAM Programs Director Brian gratulate Denny Kusuma on winning a raffle prize. Limperopulos presented a quick update on 2016’s front-burner compliance issues, including the container weighing mandate slated to go into effect on July 1 (see page 57), upcoming changes to UK import law and recent enforcement actions by the U.S. Federal Maritime Commission (FMC) against companies and groups in our industry.

Participants relax during a break at the IAM/ILN meeting in Singapore.

For transcripts of the discussions during the IAM/ILN gathering in Singapore visit www.iamovers.org > Resources & Publications > IAM Regional Meeting Presentations.

54 March/April 2016 • THE PORTAL IAM: Moving Forward Together IAM President Presents at IMC World Convention

MC World hosted its 5th Annual International Mobility IConvention from February 24–27 in Phuket, Thailand. The response leading up to the conference has progressively improved from previous years, setting new attendance records by 122 delegates from 96 companies and represented by 31 countries. IMC 2016’s honored guests were IAM President Terry Head; Tad Zurlinden, CEO of the European Relocation Association; and Dominic Tidey, COO of the European Relocation Association. The theme of IMC2016 was Synergies in Mobility, and the Managing International Mobility (MIM) Training Programme was conducted in Asia for the first time ever, the result of a collaboration with the European Relocation Association (EuRA) and IMC World. Fourteen participants came together for two days to complete the necessary onsite modules under the tutelage of Tidey and Dr. Carmelina Lawton-Smith, a coaching and development specialist. From left: Dominic Tidey and Tad Zurlinden (EuRA); Terry Head IMC2016 also marked the first CSR (corporate social re- (IAM); Dermot Whelan and Patrick O’Donnell (IMC World) sponsibility) initiative for the IMC community, with all contributions going to the Wat Suwankeereekhet Primary School in VIP corsage, as were IMC founding partners Patrick O’Donnell and Dermot Whelan. All delegates were then treated to dance performances by the students. The highest government official in attendance, Dr. Prajied Auksornthummakul, gratefully acknowl- edged the contribution that was made and presented a token of appreciation to O’Donnell. The children were delighted with their new structure, as the school—nearly a half-century old— had never had a playground before. Delegates were then treated to a back-to-school experience via an informal One2One cross-cultural exchange with the students. They produced a local painting together and delighted in some simple Thai banter with the children. Charity bags consisting of books, socks, stationery items CSR group shot and the children’s favorite snacks were distributed to the 140 children. John Mason International UK brought a cuddly toy for Karon. What originally began as a small but sincere gesture to each of them as a small surprise. Bottled water sponsored by Tri- donate a playground to the school soon culminated in efforts by global and ice cream cones sponsored by Links Moving Asia and the entire Karon Community. On the first day of the convention, Relo Japan KK ended the event with a sweet and heartwarming 15 tuk-tuks (three-wheeled vehicles) sponsored by the Karon experience. local office and two police escorts transported 70 delegates to Afterward, delegates relaxed at the welcome cocktail recep- the school. IMC2016 honored guest Terry Head was given a tion in the Mint Bar next to Karon Beach, where they could interact and share their success stories and perhaps try out their fiercest photogenic poses in the photo booth featured at the event. At the IMC Opening Plenary Session, Whelan reiterated that IMC World will continue to be a nomadic and diverse meeting tent for all in the mobility industry. In his keynote address Terry Head touched on pertinent and pressing issues facing the industry. IMC2016 delegates participated in total of 3,416 official One2One meetings over a span of two and a half days, not including those held after meeting hours. The finale was the gala dinner themed Red Hot Night. The inaugural AiMY (Achievement in Mobility) awards presentation, a funky jazz band, eight red-hot performers decked in feathered plumes and a special birthday surprise for the delegate who traveled the greatest distance to attend IMC2016 capped what all agreed was the most successful IMC conference to date. Some 90 percent of the attendees said they plan to attend IMC2017 in Alex Brito of The Swiss Moving Company SA paints with a student. Kuala Lumpur, February 22–25, 2017.

IAM: Moving Forward Together March/April 2016 • THE PORTAL 55 We’re always open! MARITIME/OCEAN SHIPPING

IAMSOCIALCAFÉ

What can you do in the IAM Social Café? • Build an individual profile with a photo or import your LinkedIn profile with just a few clicks. It’s that easy! • Join a discussion to share best practices, talk about How do you access the IAM Social Café? industry issues, or post a message about… whatever is • If you already have an IAM username on your mind. and password, login at • Follow the blogs of IAM staff, including President Terry http://socialcafe.iamovers.org. Head and Chuck White, Director of Government & • If you don’t have a username and Military Relations. Be the first to know breaking IAM password, contact Membership@ news! IAMovers.org and we will set one up for you. It’s that easy!

What do you do next in the IAM Social Café? • Complete your profile. Fill in the online form and be sure to upload your photo – your IAM Social Café friends will then know you by name AND face at the next IAM Annual Meeting! • Explore the community. Find IAM friends and colleagues in the Social Café directory and add them as contacts, read posts in the community and blogs from IAM staff. • Post a message. Got a question? Your colleagues may have the answer! Click Post a Message to send a question or discussion starter to your colleagues around the world.

Access through www.IAMovers.org or http://socialcafe.iamovers.org MARITIME/OCEAN SHIPPING

Mandatory Container Weighing to Take Effect in July

ontainer weight verification for shipping will become legally treated as the actual shipper,” and is therefore responsible for Cbinding on July 1, 2016. If you do not know about this new compliance with the mandate. policy change, familiarize yourself with the information below According to two trade associations, the WSC and the GSF, so you can avoid delays and extra costs during the height of the implementation of this mandate on July 1, 2016, is not likely to summer moving season. be delayed or postponed. Bison Group Limited, a manufacturer The purpose of the new regulation is to better secure the en- of weighing equipment, has provided a few helpful hints and tips tire container supply chain by lessening the number of accidents to help you prepare for the regulation: caused by incorrectly weighed and misdeclared containers. Both • Review your current shipping procedure against the the vessel and terminal operators will be required to use verified new rules. container weights in vessel stowage plans. If containers do not • Assess the alternative weighing options. have verified weights, the vessel operator and marine terminal • Upgrade equipment. operators will be prohibited from loading the packed containers • Modify contract arrangements. and they will not be shipped. • Adapt information systems. In an interview with the Journal of Commerce (JOC), Chris • Implement necessary operational changes. Welsh, secretary general of the Global Shippers’ Forum (GSF), IAM strongly recommends that you contact your repre- stated, “At the most basic level, the risk is [that] your container sentatives at the shipping lines or the freight forwarders with won’t get shipped. It would be turned away from the terminal. whom your company works to see how they intend to comply So the commercial impact is a dissatisfied customer.” with this mandate so you can start making the proper ar- Two methods are allowed. You can (1) weigh the entire rangements. container, or (2) weigh the individual items and compile the In recent weeks, the U.S Coast Guard, the entity charged weights of the items in the container. In order to comply with with enforcing the SOLAS treaty in the United States, advised the Safety of Life at Sea (SOLAS) requirement, says the World that they will not enforce the container weighing mandate and Shipping Council (WSC), “The master or his representative and will leave it to shippers to work with the shipping lines on this the terminal representative [must] have obtained, in advance of issue. Other countries, however, are passing either legislation or vessel loading, the verified actual gross mass of the container” or regulations that will enable them to assess fines or other punitive the container will not be loaded. actions against non-compliant shippers. From what we have been able to discern, “in advance of The IAM Commercial Affairs Committee is monitoring this vessel loading” will be determined by each shipping line in issue and will issue updates when necessary. Should you have coordination with the ports and terminal operators. According to any questions, please contact IAM Programs Director Brian a document circulated in December 2015, industry trade groups Limperopulos at [email protected]. for the shipping line industry, including WSC and GSF, stated the following: Verified gross mass is required in order to prepare the Troy Container Line Expands stowage plan of the ship prior to loading. Deadlines will differ according to a number of factors; shippers Service to Ireland should obtain information on documentary cut-off times from their carriers in advance of shipment. It roy Container Line, Ltd., one of the world’s largest is recognized that ‘just in time’ shipments will need TNVOCCs, recently expanded export services to Ireland. The specific coordination between the shipper and carrier new fixed-day sailings and its competitive pricing will allow to ensure that the objectives of SOLAS are met and the Troy to reach a broad range of destinations across Ireland, the verified gross mass for such shipments is communicat- company said. Online quotes are available on all bookings. ed and used in the ship stowage plan. (Source: Verified “This expanded service not only expands Troy Container Gross Mass Industry FAQs) Line’s ocean transportation services, it also gives our customers efficient, cost-effective shipping solutions throughout Ireland,” A full summary and accompanying resources on this issue said Troy Container Line Chief Operating Officer of Exports can also be viewed at www.worldshipping.org. Patricia L. Fitzgerald. “We expect a strong response from both Finally, under this mandate, the shipper is responsible for our commercial accounts and our household goods movers.” compliance. Welsh, in the JOC interview, defined the shipper as Troy Container Line will ship cargo from any of its 21 “a legal entity or person named on the bill of lading, or transport U.S. warehouses located throughout the United States via the document.” In general, he said, “The person who enters into new express service. The company can pick up from any U.S. the contract of carriage with the ship-owner (and) whose name location for LCL cargo. The cargo will be received in the port of appears on the bill of lading or the transport document will be call in one of three Ireland-based warehouses, where it will be

IAM: Moving Forward Together March/April 2016 • THE PORTAL 57 de-vanned and housed in private, custom- bonded warehouses, with door-to-door delivery options to 96 cities. The company’s new service to Ire- land marks the third service enhancement of 2016.

Sea-Logix Unveils New Fleet, Partnership with Ryder System, Inc.

ea-Logix, LLC, a Pasha Group Scompany based in San Pedro, Califor- nia, has leased 56 Volvo tractors (value $6.3 million) for drayage services for cargos moving through the Ports of Los Angeles and Oakland, with more arriving as old leases expire. Company officials from The Pasha Group, Sea-Logix, LLC, and Ryder System, Inc. joined The Volvo trucks were assembled in on February 18 for a ribbon-cutting event to celebrate Sea-Logix’s new fleet of trucks. the United States with the latest environmental features, including Greenhouse its signature red truck-model branding, offer leading-edge trucking services to Gas Complete Vehicle Certification and which is well known throughout the new customers. Greenhouse Gas Highway Application. Ports of Los Angeles and Oakland. These With this new fleet of trucks, Sea- This allows for a two-miles-per-gallon new tractors—combined with an excel- Logix, LLC has expanded its longstand- improvement; the tractors come with lent on-site service plan—will help keep ing partnership with Ryder System, Inc. a new state-of-the-art I-Shift transmis- Sea-Logix’s fleet up and running to meet for a six-year, full-service lease and sion as well. Sea-Logix also returned to the growing needs of its customers and to on-site maintenance contract.

58 March/April 2016 • THE PORTAL IAM: Moving Forward Together PORTAL PROFILE

Details, Details: Getting Personal at Globe Moving & Storage Co. Pvt. Ltd.

By Joyce Dexter, Editor, The Portal

jit Venkatesh learned his trade from a man he considers a Amaster: his father. “My dad was a pioneer in the moving business in India,” he explains. “He is very meticulous and systematic, and he’s my guru. His support and advice have played an important role in my business success today. He always taught me to lead by example, specified the importance of time and nurtured in me the importance of valuing the customer.” S. Ramachandran has become known for a command of detail that sets Globe Moving & Storage Co. apart from its competitors, said his son during an interview with The Portal at the IAM Annual Meeting in San Diego. “He believed in providing excellence and personalized service to all his customers, rather than having too many accounts and not being able to provide the high quality standard that he wanted to maintain,” S. Ramachandran (seated), Globe Moving & Storage Co.’s chair- Venkatesh noted. “He knew his customers and accounts well and man and managing director, founded the company. Also pictured always put them ahead of anything else.” are his son, Ajit Venkatesh, director, and Roopa Vekat, director. Ajit Venkatesh joined what was then Globe Packers in 1998. In 2001, the company’s name was changed to Globe Moving which made the process of getting FIDI-FAIM certification & Storage Co. Pvt. Ltd. At the time, it mainly handled domes- easier. In the early days, we used to cater to individual customers tic moving. But once Ajit—armed with a master’s degree in but now our client base comprises several large corporations.” international marketing he earned attending university in Cardiff, Like nearly all sons and daughters destined one day to lead Wales—was brought on board, the company broadened its reach. the family business, Venkatesh acquired his industry skills and Originally launched in Bangalore, India, Globe now has offic- knowledge from the ground up. “I used to go with my dad on es—a total of eight—in all the major cities in India, and employs surveys,” he recalls. “Back then, I was a packing crew supervi- about 250 people. sor, sleeping in the back of the trucks.” Today he is director of “We made a lot of changes to broaden our scope of activi- Globe Moving & Storage Co. ties,” he says. “We became a member of IAM and BAR [British The company, Venkatesh says, is poised to seize the oppor- Association of Removers]. We also got our ISO certification, tunities emerging in a rapidly evolving market. “We have a new

In a country so big, our network is even bigger. With over 45 years of quality and personalised service in the Indian moving and relocation sector, Globe Moving is synonymous with trust, reciprocity, and the most competitive rates in the industry. Add to that a pan-India network, and you have got the most reliable partner in the country.

IAM: Moving Forward Together March/April 2016 • THE PORTAL 59 prime minister, and his push is to build a new India by encouraging manufacturing companies from other countries to move there. India has a huge domestic market—we’re a pretty mobile society—and there are lots of IT companies, as well as manufacturing and auto industries.” Globe Moving is more than prepared to fill the need for reputable movers to handle both international and domestic clients. Although many existing international movers don’t want to bother with the domestic market, says Venkatesh, “you can’t survive if you don’t. You need a mix. India has more than 350 million middle-class consumers. That’s a lot of buying power.” Training is thorough and designed to hone not only operational skills but interpersonal ones as well, taking into account the unique aspects of the global marketplace. “We do a lot of in-house video and on-the-job training,” Venkatesh explains, “and The Globe fleet reflects the new look the company adopted in we also emphasize cultural understanding. Many of our custom- 2015. ers are expats, and this training builds sensitivity and understand- the smaller ones as well. I don’t think any other association pro- ing of varied cultures.” vides that mix. We need more than one partner in each country. Globe Moving understood early on that customers don’t Sometimes you get better rates from the smaller ones.” want to deal with many companies. “They want one-stop shop- Venkatesh adds that the company’s new tagline—“The An- ping,” says Venkatesh. “So we help them with home and school swer Is Yes!”—captures the ethos and culture of Globe Moving. search, immigration services, and so on. Our pet moving divi- Website: www.globemoving.net sion is small but very important. In order to succeed, you cannot have one specialty—you must have many. But one thing we do particularly well is international moving.” Building a strong relationship with a client takes time and effort. “When we do our marketing,” he adds, “we map out our accounts and get to know them well.” This is a strategy that has paid off. Globe handles very large office moves and data center relocations, and counts such well-known companies as Juniper and Cisco among its clients. Venkatesh reports that Globe does a lot of repeat business, a testament to the relationship-building process it has successfully employed over the years. “Our customers know we can meet their requirements with personal service,” he says. “We are there for them. They are not just another file, another customer” Globe has been an IAM member for about 15 years. “The most important reason for us being at the annual meeting to get to know our partners,” Venkatesh says. “When you meet them face to face they become more than your customers or partners—they become your friends. IAM provides these experiences very well. Also, we have a chance to meet not only the big companies but

Globe’s modern warehouse. The company has many well-known clients and handles office moves and a menu of other services.

60 March/April 2016 • THE PORTAL IAM: Moving Forward Together EXECUTIVE SUITE

Understanding the Past, Moving into the Future: The IAM/HHGFAA History Project

By Rick Curry

n October I will have the privilege of attending IAM’s 54th John and me, this project has been a journey into the past that IAnnual Meeting at a beautiful hotel in a glamorous city. I will be of interest to many of our longtime members and will am so excited to be representing my company, even though my afford an opportunity for our newer members to learn about IAM schedule will be packed with meetings from breakfast to late in and its rich history. the evening. Wow—what a great opportunity to meet our current Moving forward, it is our intention to publish an article in customers and visit with potential new partners. Moreover, as al- each issue of The Portal to introduce a bit of HHGFAA/IAM ways, I will be able to share “the story” of our company, so that others may understand our history and why they should consider working with us. At the same time, I watch new attendees—sent by their companies to attend events, make contacts and generate We need to capture the details of when, business—as they survey the nearly 2,000 people at these annual how and why the organization was launched IAM gatherings. Perhaps they wonder: What is IAM all about? while those who were around in the early years How did it become the organization it is today? are still with us and able to In October 2014, the IAM Executive Committee authorized share their recollections. me to record and catalog the Association’s history. They real- ized that we need to capture the details of when, how and why the organization was launched while those who were around in the early years are still with us and able to share their recollec- history, highlighting important milestones during its existence tions. As you may be aware, I have been traveling within the as we develop the means by which we will present the timeline United States, spending a lot of time interviewing our members and details of how we have progressed through the years. We and searching through Portal magazine archives and minutes trust these articles will generate even greater enthusiasm for the of official meetings. In doing so, I have been able to obtain project and inspire your participation. information about our founding members and others who were We are calling this undertaking the IAM History Project. instrumental in establishing what was then the Household Goods Let us know if you wish to suggest a more creative name, or Forwarders Association of America (HHGFAA), now the In- how you would like to see the information being compiled ternational Association of Movers (IAM). I requested that John presented to the membership. Also, if you have anything to share Day assist me in this massive project, and he is organizing the with me about your memories and details of the past, please many pictures of our members from past annual meetings. We contact me at [email protected]. will be asking for help in identifying people in the photos. For

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IAM: Moving Forward Together March/April 2016 • THE PORTAL 61 The sky is the limit.

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Quality Managment ISO 9001:2008 www.hasenkamp.com . [email protected] The State of Industry Standards

By Ray daSilva, Group President, Interstate International and Interstate Relocation Services Chair, IAM Data Collection and Analytic Working Group

hat would our world look like without industry stan- Wdards? It is a provocative question. The fact is that the world as we know it simply would not exist. Products and services would not work, or they would not be affordable. “Standards in an industry like Dr. Konstantinos Karachalios, managing director of the In- ours require collaboration, stitute of Electrical and Electronics Engineers Standards Associ- interaction and a reliance on ation (IEEE-SA), one of the world’s leading standards develop- common understanding.” ing organizations, says that standardization and its far-reaching —Ray daSilva impact on the world are noteworthy:

Standards are published documents that establish specifications and procedures designed to maximize the understandable turn. Until we define and adopt an industry-wide reliability of products, materials, and services people standard Household Goods Bill of Lading or shipment advice use every day. They are implemented in products used (notification) document, such data collection is unthinkable. in nearly every facet of our lives, from aerospace and If a standard could be created and adopted, there would be electronics to green technology, from transport to con- tremendous gains in efficiency and perhaps a considerable reduc- struction. Standards address a broad range of issues. tion in service errors and misunderstanding between trading They make products work better, make them compatible partners. As a result, IAM has endorsed our IAM Data Collec- and able to interact with other products, and safeguard tion and Analytic Working Group’s recommendation to create consumer safety. They simplify product development and a standardized Household Goods Bill of Lading or shipment speed up the time it takes for a product to get to market. advice (notification) document. And, as simple as it may sound, In a nutshell, standards fuel the development and imple- all of us in the working group realize this is not a small under- mentation of technologies that influence and transform taking. However, we firmly believe IAM is the entity that is best the way we live, work and communicate. positioned to help develop the standard. While adoption cannot be mandatory across the industry, the benefits will be significant What is the current state of standardization in the interna- enough to members and the industry as a whole that adoption tional moving industry? The good news is that for an industry will take place. that is so reliant on loosely organized, non-contractual, informal I personally believe that this is just the first step in the con- agent-to-agent relationships, a lot of de facto standards have tributions that IAM can make to the establishment of industry become commonplace. The bad news is that few of them are true standards; in doing so, it will fulfill a critical part of its mis- and complete industry standards. For example, most household sion—to facilitate efficient trade and improve the professional- goods descriptive inventories share common elements and are ism of the industry. A standardized Household Goods Bill of easily understood around the world, but there are many varia- Lading or shipment advice (notification) document will be a fun- tions. damental building block in promoting the digital interchange of The fact is that when we deal with standard inventories, information between members. To fully understand the potential there is a particular efficiency in the understanding of the docu- impact, read IATA’s e-Air Waybill initiative at www.iata.org/ ment and its functionalities. Conversely, when we encounter whatwedo/cargo/e/eawb/Pages/index.aspx. a non-standard inventory, it causes us to stop, think, process, Although the vision and achievements of IATA’s e-Air guess—which creates inefficiency and introduces the risk of mis- Waybill initiative may seem like a very distant possibility for our understanding. And, in the case of certain documentation, it may industry, it is a vision worth understanding and pursuing. Our very well open up the risk of liability. Standards in an industry industry is not always known for cooperating for common like ours require collaboration, interaction, and a reliance on benefit. In this case, I would argue that the benefits far outweigh common understanding. If this is the case, why have some of any possible loss of individual competitive advantage. History the most basic documents, procedures and processes that are so also presents some hope: in 1961, just six years after the first use essential to our trade not been standardized? of containers in commercial shipping, the international shipping I was recently invited by IAM to participate in a discus- industry was able to agree on the standards for ISO steamship sion about the importance of gathering relevant industry-related containers that serve as the foundation for international com- statistics. Would it be beneficial to know how big our industry merce as we know it today. Perhaps, it is time for the leadership really is? How many household goods TEUs are shipped be- and members of IAM to come together to make a similar bold tween major ports? The answer is yes—but before we can even move that will serve to change our industry. consider gathering such information, we must be able to agree on Email me ([email protected]) if you are interested in common standards for data nomenclature. Something as simple participating and contributing to this effort. If you have thoughts as not having standardizations in place for port names becomes pro or con on this initiative, please make your voice heard. We a barrier to data integrity. The discussion took an obvious and welcome the discussion.

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By Brian Limperopulos, Director, Programs

n January 1, 2015, IAM made a big change to its member- an inclusive member benefit, the RPP provided IAM members Oship policy when the IAM Receivable Protection Program with substantial relief. However, with each passing year, IAM RPP) became an automatic member beneft for all Governing anticipates that the fund will grow, enhancing the sustainability) and Core Members. Now, just over a year after it became an of the RPP and enabling IAM to increase the benefits associated inclusive member program, IAM is proud to report that the RPP with it. has already delivered substantial monetary benefits to members If you have questions or are owed money by another mem- who have experienced slow payments or significant losses. ber, we encourage you to complete a claim form, which can be Through the RPP’s Unpaid Invoice Compensation process, found on the RPP page at the IAM website (www.iamovers.org IAM Governing and Core members can submit compensation > Programs & Education > Receivable Protection Program). If claims to IAM in the event that another IAM Governing or Core you cannot find what you are looking for on the website, please member does not pay an invoice and has filed for bankruptcy or send an email to [email protected]. has ceased business operations. Finally, remember to pay your 2016 IAM membership dues In 2015, IAM reimbursed US$81,618.63 in qualified Unpaid to maintain your company’s access to this valuable program. Invoice Compensation claims that were triggered by the following three companies: • Australian Vanlines Pty Ltd • IntlMove LLC • Raffles Movers International In addition to the RPP Unpaid Invoice Compensation process, IAM also administers the RPP Invoice Dispute Resolution process, whereby IAM staff will intervene on behalf of Govern- ing, Core or Supplier members who are owed money by another IAM member. If the debt is unresolved after three interventions, IAM will publish the delinquent company on the Alleged Debtor List, which is circulated to all IAM Governing, Core and Sup- plier members each month. Finally, if the debt is US$10,000 or more, the claimant company may request the delinquent company’s expulsion from the Association. Through the RPP Invoice Dispute Resolution process, IAM facilitated the resolution of US$160,318.84 in debts reported to us in 2015. As you can see, the RPP delivers real value by helping IAM members resolve outstanding debts and compensating them when there is no hope for repayment. In its first year as

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IAM: Moving Forward Together March/April 2016 • THE PORTAL 65 Today’s Sexier Spin on Logistics

By Skaiste Rucyte, Operations Coordinator, Bliss Corporation

hen people think about logistics they generally imagine Wmuddy trucks, gloomy warehouses and rusty containers. It would surprise many to know that the reality is completely the opposite—it is a driven, vibrant and dynamic sector. The Oxford English Dictionary defines logistics as the “sci- “What was needed was ence of movement, supply and maintenance of military forces a strategy of on-the-spot in the field.” Indeed, it was war that originally made logistics delivery. But proper execu- a sexy concept. Consider Napoleon, Hitler and Rommel—just tion of that strategy requires a few examples of military commanders who were defeated in planning ... and it entails risks large part because of poor logistics management. along the way.” At first blush, logistics seems like a simple enough business —Skaiste Ructye of moving things around. Not anymore. Globalism, the Internet and new technology have spoiled us. Nowadays, it is not enough to have stacked grocery shelves and to get a catalogue order on a more personal touch from their movers, it was only a matter of time to make us happy. We need more. We demand more. And time before the industry responded accordingly. The companies we know how to get it. that had started treating every single client like a VIP instantly Online shopping shook things up. One click, and a couple became big fish in the pond. A company’s effort to make a cus- days later the doorbell rings. This kind of speedy, responsive tomer the center of attention by demonstrating care and a focus service does not allow for delays or misplaced orders, but appar- on detail could not be overlooked. Correspondingly, this refined ently such high expectations are not so easy to realize. During way of thinking led to a renaissance in moving. the online shopping boom, a lot of businesses lacked quick, Creativity, attention, delicacy—these are words that describe sharp and on-point logistics solutions, and that in turn led to today’s logistics business. As for being sexy, I will quote an unsatisfied customers and massive drops in stock prices. entrepreneur in the logistics industry: “Without freight we’d all All of a sudden logistics became sexy. An eye-catching web- be naked, so that might be kind of sexy too.” site and a get-to-the-point advertisement were no longer enough; what was needed was a strategy of on-the-spot delivery. But proper execution of that strategy requires planning—a process that involves more than one party—and it entails risks along the way. For the moving industry, it was a huge step to turn attention off the front and focus on back-end systems. The increased urge to travel and to explore the world was Become a Mentor or Protégé yet another reason to concentrate on making the whole process not only easier but more pleasant. Changing one’s place of living AM Mentor Match provides an opportunity is by nature a sensitive process, so when people began to expect Ifor moving, relocation, forwarding and logistics industry professionals around the world to connect and gain experience through relationships to help achieve their professional Members Only | IAM Store development goals. We’re currently recruiting participants who want to Price List for Selected IAM Publications, elevate the competence, professionalism and success of Miscellaneous Items moving, relocation, forwarding and logistics industry professionals through positive mentoring relationships. There is no CONUS OVERSEAS cost for participation in the program; however, you must be a MEMBERS MEMBERS member in good standing. Participation in the program can help you to: • Enhance your leadership and management skills. Additional 1-year subscriptions • Give back to the industry. to The Portal 120.00 145.00 • Share skills and knowledge and help others with their personal and professional goals. Additional IAM Membership • Build a long lasting personal and professional Certificates 55.00 65.00 relationship. • Gain exposure to diverse perspectives and experiences. To receive an order form and payment information, please To enroll as a mentor or protégé visit email [email protected] www.IAMovers.org > Affiliated Groups > Mentor Match.

66 March/April 2016 • THE PORTAL IAM: Moving Forward Together IAM Code of Ethics: Frequently Asked Questions

By Brian Limperopulos, Director, IAM Programs and Margaret Kerr, Membership Services Coordinator

Q. What are the Code of Ethics Enforcement Procedures? ment can be found at www.iamovers.org > About IAM > Code A. The International Association of Movers Code of Ethics En- of Ethics. forcement Procedures provides IAM with the ability to adminis- ter reasonable and nonrestrictive sanctions for violations of the Q. What are the various disciplinary actions that may be Code of Ethics in a fair and impartial manner. taken? A. The Ethics Council can impose the following disciplinary Q. What is IAM’s goal when administering the Code of actions: Ethics Enforcement Procedures? • Reprimand A. IAM wants to facilitate resolution of all disputes between • Membership probation two members. In the Enforcement Procedures, there are multiple • Membership suspension opportunities for the IAM President and Ethics Council Chair to • Membership termination attempt to mediate a solution so that punitive actions are unnec- More information on these penalties can be found on page essary. IAM also encourages both parties to maintain commu- 5 of the Discipline section of the Enforcement Procedures, at nications so they can find a way to resolve the dispute without www.iamovers.org > About IAM > Code of Ethics. further intervention from the IAM Members Ethics Council. Q. If my complaint is accepted as a legitimate ethics com- Q. Who can submit a Code of Ethics complaint? plaint, how long will it take for IAM to review and render a A. Any IAM member company and/or Individual member (the judgment? complainant) in good standing who believes himself/herself/ A. The time required for IAM to review the complaint and itself to be aggrieved by any action or omission of an IAM render a judgment will vary by case. member company, IAM member companies, and/or individual The Enforcement Procedures provide the IAM President and member that violates the IAM Articles of Incorporation, By- the Ethics Council chair with the option to mediate between the Laws or Code of Ethics may file a complaint with IAM. two parties on multiple occasions, which may result in a quick resolution or postpone the final decision if no agreement can be Q. How do I submit a Code of Ethics complaint? obtained. If no mediation is attempted, the process takes a mini- A. An ethics complaint must be submitted in writing to the mum of three months. This does not include the time required if IAM President at the IAM headquarters and be signed by an offi- there is an appeal. cer of the company that is an IAM member. This complaint shall include all of the relevant contact details for the complainant and shall set forth a contact person in the company for the complaint. The ethics complaint shall also include a concise statement of the complaint, the names of the IAM member(s) allegedly responsible for, causing or whose conduct is otherwise the subject of the complaint including, if available, any applicable names, addresses and phone numbers of the adverse party and all per- sons related directly to the occurrence. Last, the complaint shall state the relief sought.

Q. What steps are involved when IAM adjudicates an ethics complaint? A. Upon receipt of an ethics complaint, IAM’s President may New and Improved: dismiss the complaint, choose to mediate a solution or direct it immediately to the Ethics Council chair. The Online Portal If the complaint is accepted and directed to the Ethics Council chair a Review Task Force will be formed consisting of emember when your staff had to pass along their com- a chairperson, investigator and case review panel. The investiga- Rpany copy of The Portal from one person to another? tor will collect evidence and may attempt mediation between the Now, everyone in the office can read past or current issues involved parties. If mediation by the investigator is unsuccessful, any time they want with the click of a mouse, on a computer, evidence will be turned over to the chairperson, who may also iPad or smartphone. It’s easy! Just go to the IAM website: attempt to mediate the situation. If mediation again is unsuccess- www.iamovers.org > Resources & Publications > ful, all evidence will be turned over to the Case Review Panel, The Portal Magazine and select the issue you want. who will then render a judgment. The online edition of every issue is searchable, book- For a complete breakdown of each of these aspects and marked for easy navigation, and all ads are linked to the time frame of the Review Task Force, please view page 3 of the advertiser’s website. Enforcement Procedures under Review Task Force. The docu-

IAM: Moving Forward Together March/April 2016 • THE PORTAL 67 Update on International Sanctions on Iran

By Margaret Kerr, IAM Membership Services Coordinator

n January 16, 2016, the International For Americans, however, the waters ket. Currently Iran is ready to increase OAtomic Energy Agency (IAEA) are still murky. According to the U.S. its crude oil exports by 500,000 barrels announced that Iran had satisfied all the Department of the Treasury, the United a day. In today’s already oversupplied nuclear-related terms to which it agreed States has lifted “secondary sanctions,” market, oil prices are projected to fall to in July under the Joint Comprehensive which apply to non-U.S. individuals or historic low levels. This, in turn, likely Plan of Action (JCPOA). In accordance companies. “Primary sanctions” will still will substantially reduce shipping and with the JCPOA, upon confirmation ban U.S. nationals and companies from transportation costs. that Iran has taken all necessary steps engaging in business with Iran. The only With more time and compliance by to diminish its nuclear program, the Euro- main areas in which the United States is the Iranian government, more sanctions pean Union (EU) and the United States easing primary sanctions are “the sale of will be repealed. However, achieving full lifted specified sanctions on Iran. As part U.S. origin aircraft, parts and services termination of nuclear-related sanctions is of the deal, countries outside the EU and exclusively for commercial passenger a long process. According to the JCPOA, United States will no longer face retalia- aviation to Iran; the import of Iranian- in eight to 10 years, with further compli- tory sanctions for dealing with Iran—a origin carpets and foodstuff; and certain ance and cooperation, all such sanctions historic milestone. activities conducted by foreign subsidiar- on Iran will be lifted. When, during this So what does this mean for our in- ies of U.S. companies.” timeframe, will our industry be able to dustry? Are all countries free to do busi- We asked Iranian IAM member ship to and from Iran unencumbered? ness in Iran now that sanctions are lifted? companies how they think the lifting of That’s hard to say. Certainly European Some media outlets have suggested that specific sanctions will affect our industry, businesses are starting to pick up where sanctions on Iran have been eliminated, and their general outlook was very posi- they left off before sanctions were imple- but that is not entirely accurate. tive. Sevan Sarkissian of Kar Kia Co. mented, but U.S. companies will have to For Europeans, the lifting of sanc- Ltd. stated, “In the coming months we be patient until the remaining sanctions tions is a positive development. The EU could see more concrete results. Specifi- are lifted. has removed sanctions for the shipping cally, we can see that foreign shipping IAM will continue to monitor the and transport sectors. This includes companies, airlines, and international situation and will provide updates on any exports to Iran of naval equipment and transport companies, which ended their changes in the current situation or when technology for shipbuilding, as well as business activities in Iran in the past, more sanctions are removed. allowing cargo flights from Iran access to are now [reestablishing relationships. … To read the full list of sanctions that member state airports. Furthermore, mon- And] when more trust builds between the have been lifted and remain in place, visit ey can be moved between EU countries United States, Canada and Great Britain the U.S. Department of State website and Iran without special authorization or and their embassies are reopened, busi- (www.state.gov/). notification. Iranian banks also will be ness relations will further improve to the allowed to open offices in EU member benefit of all.” states, making financial transactions and Another important factor that was investments easier. stressed is Iran’s re-entry into the oil mar-

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68 March/April 2016 • THE PORTAL IAM: Moving Forward Together MOVERS DOING GOOD

Operation: Gratitude—Mission Accomplished!

n November 11, Veterans Day, OCartwright International held Operation: Gratitude, a packing event sponsored by the company to prepare boxes of items for troops deployed overseas. The organizers of the event—by all accounts a rousing success—originally set a goal of packing 30 boxes. That goal was totally blown away, said Janetta Dooley, Cartwright International executive administrative assistant and lead event organizer. “It was amazing. We ended up more than doubling that number—62 boxes in all.” The success of the event was a true team effort on the part of everyone at Cart- wright. Along with a generous underwrit- ing by the Cartwright family, numerous fundraising events were held to help raise money to purchase the food and personal items packed. Andy Cartwright, president of the Cartwright Companies, said, “We cannot forget those members The Cartwright International team with the 62 boxes of food and personal items they of the military who so selflessly serve us prepared for troops overseas. and our country. We owe them a debt of gratitude that can never be fully repaid.” different, but war—war is always the U.S. Army Staff Sgt. Shawn Po- same and it’s the thoughts, actions, and Are You a rath wrote to thank Cartwright for their kind words from our fellow Americans Mover Doing Good? contribution to troop morale: “It was like back home that really brightens our days Christmas came early... . Not only are we and puts a smile on our faces.” Tell us about it—send your story thankful for the packages, but also thank- The company plans to follow up this and photos to ful for your support. Our battles may be event with another one in 2016. [email protected]

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IAM: Moving Forward Together March/April 2016 • THE PORTAL 69 From left: Morrie Stevens Jr., Diondra Gray, Claudine Ellis and Jerry Ross were partners in a project to deliver water Young burn victims are the beneficiaries to Flint, Michigan. of the Recycle to Help program. Express Transports S.A. Partners with ANIQUEM in Stevens Worldwide Van Lines, The Other Moving Recycle to Help Company, and Realtors Bring Water to Flint, MI

ince October 2015 Express Trans- need to mobilize into action to help and wonderful to know that people from Sports S.A. has been participating in Atheir neighbors brought together the across the country care for us right here Recycle to Help, a program sponsored perfect partners: Realtors® and profes- in Flint. And the coordination and team- by the Peruvian nonprofit association sional movers. Because the Flint water work is just what the people of Flint need ANIQUEM. contamination story has gotten national right now.” ANIQUEM works to help children coverage, and because Stevens Van in extreme poverty who have suffered Lines has agents across the country, burn injuries. The organization’s goal is Virginians Claudine Ellis of Dream Girls to prevent burn-related accidents and to Real Estate, a Keller Williams agent, rehabilitate survivors all across Perú. and Brian Hudgins, owner of The Other Globalink Provides In order to fund their expenses, Moving Company, a Stevens Worldwide Recycle to Help promotes recycling as agent, have shown what it means to be Hearing Aids, Medical an alternative way of development and to good neighbors. Support to Children protect the environment through respon- Just when local sources in Flint seem sible waste management and by collabo- to be tapped out, friends and neighbors in lobalink has initiated a charity rating in the rehabilitation of children in the greater Virginia Beach, Virginia, area Gcampaign to support children with need. were ready to help. The Dream Girls of- hearing impairment. The campaign aimed More than 120 children have already fice orchestrated a water drive and got an to promote the development of children received free treatment because of this overwhelming response, with more than by providing hearing aids to facilitate program. Treatments are very exten- 3,500 cases of water donated—enough their learning skills and integration into sive—taking more than three years—and to properly hydrate 80 people every day society. The campaign was intended to patients must be treated physically and for six months, based on the water needs make the lives of children who had been psychologically in hope of resuming their outlined by the Mayo Clinic and U.S. deprived of sound complete, enabling normal day-to-day life. Geological Survey data. them to believe in dreams and the pri- Express Transports Marketing With water in Virginia Beach, macy of goodness. Manager Daniela Krumdiek reports that and citizens in desperate need in Flint, Globalink, headquartered in Almaty, during their first quarter participating in Michigan, the longstanding partnership Kazakhstan, provided hearing aids to the program, the company has donated between Keller Williams and Stevens children whose parents couldn’t afford 1,187 kilograms of paper and cardboard. Worldwide Van Lines was leveraged by them. The devices were procured by the “We are very happy to be part of this using one of Stevens’ agent companies, Medical Center SATR, whose specialists program,” she said. “It gives us as the The Other Moving Company, located in carried out diagnostics, testing and instal- opportunity to help not only the environ- the “backyard” of the Virginia water col- lation of the children’s hearing aids. ment, but children in need. All of our lection location. Globalink representatives were staff is really committed and we hope to Hudgins donated his truck, a profes- invited by the school to meet the children help more and more every day.” sional driver and crew. The water was who received new hearing-aid devices. loaded in Virginia and transported 1,000 “We are extremely grateful for the miles to a senior center in Flint, Michi- concern and care of Globalink contribu- gan, for delivery on February 29. tion, which has improved the quality of Brennan Senior Center Director lives of children in need,” said the direc- Deborah Holmes said, “It is fantastic tor of the school, Alexandra Dnisheva.

70 March/April 2016 • THE PORTAL IAM: Moving Forward Together INDUSTRY NEWS A look at people and events shaping IAM member companies

Paul Bernardt

Anette Sallows Kate Williams David Gonzalez Rebranding News APPOINTMENTS a leading tech company. She managed a TS International has adopted a new tri-regional global team with responsibil- Uglobal brand for its company and ity for overall program execution. global network. It will now be known as New World International recently She will be tasked with ensuring Harmony Relocation Network, announced that Anette Sallows has that AIReS continues to bring creative, (www.harmonyrelo.com), operating un- joined the company’s management team strategic solutions and recommendations der the leadership of Paul Bernardt, who as director of government services. She to the company’s loyal clients as well as has been the managing director since will be responsible for driving growth new customers. Williams, who is based in 2009, according to Network Manager and service excellence related to all inter- San Francisco, was raised in the Republic Maurice van Bijleveld. The staff at the national and domestic General Services of Panama and is fluent in Spanish and international head office in Weesp, The Administration, Department of State and English. Netherlands, remains the same. Department of Defense business. In late 2015, the company terminated Sallows brings to New World nine Fry-Wagner Moving & Storage, its 14-year strategic alliance with a U.S.- years of government service experience headquartered in Lenexa, Kansas, has based van line with which UTS shared in roles of increased responsibility. Most named industry veteran David Gonzalez the global brand UniGroup Worldwide recently she was director of Government vice president of business development UTS. The separation of the alliance has services at Secor Group. for its Kansas City branch. In his new no significant effect on the global mem- A native of Germany, Sallows role, Gonzalez will work with clients’ ber network, its capacity, or its finances; moved to the United States in 1995. human resources departments to assist it affects only the marketing and rebrand- She is based in Washington, DC, and in identifying their needs and creating ing of the organization. Going forward, will lead the government teams in New greater relocation value. all of its member companies will use the World’s Chicago headquarters as well as Gonzales brings more than three new branding. its offices for Europe, Middle East and decades of experience to Fry-Wagner. Describing the Harmony Relocation Africa (EMEA) in Rotterdam, The Neth- Previously he held key management posi- Network, van Bijleveld said, “Harmony erlands, and Asia-Pacific in Shanghai, tions in the moving and storage industry, is a global network of locally owned China. including several years in Saudi Arabia relocation companies, upholding strong as onsite relocation program manager for family values through generations of AIReS announced that Kate Williams, the world’s largest oil producer, Saudi heritage. We are a network of commit- CRP, GMS, has joined the company as Aramco. He served as a governor of the ted partners, brought together in one a client services director. In that role she American Chamber of Commerce in truly global and solid infrastructure with will be responsible for strategic client Indonesia, a director on the American cutting edge technology, an ISO-tested service management. Moving & Storage Association Interna- quality system and leading sustainability Williams has 10 years of comprehen- tional Steering Committee, and a member criteria.” sive relocation management experience, of the Global Advisory Council to the serving in operations and client services Worldwide Employee Relocation Coun- roles. She has extensive knowledge of cil’s board of directors. More recently, the procurement process, client retention, he was a member of the executive team supply chain management, cost con- instrumental in developing the global tainment and team management. More services platform of United Van Lines’ recently, she handled operations manage- parent company, UniGroup, Inc. ment and client services in supporting

IAM: Moving Forward Together March/April 2016 • THE PORTAL 71 (Short Fuse) Moving

Short Fuse Is Our Middle Name!

“The Mover’s Mover” EUROGROUP Invests in Its Motor Fleet Providing movers worldwide SATNAV/GPS, Bluetooth, adaptive with reliable representation UROGROUP has taken delivery of cruise control and anti-low-speed collison in the USA for Ethree new DAF XF 460 4 x 2 Super Space Tractor Units, complemented by systems, plus standard driver equip- origin and destination services 3 x 90m3 MONTRACON 45-foot Step ment including air conditioning, fridges, Frame Trailers. The new equipment rep- microwave, satellite television and air • Local and Long-Distance resents an investment of £750,000 GBP sprung seats to make its crews’ journeys Residential Moving ($1,125,000.00 USD). across Europe more enjoyable. • Commercial and Corporate Moves To accompany the new additions EUROGROUP Managing Direc- tor Tony Tickner said the company has • Overseas Relocations to the fleet,t wo new road trains utilizing a DAF 460 6X2 and a DAF 460 also updated the surveyors’ fleet in 2016 • Expert Packing Super Space will be ready for delivery with four new red Ford Focus 2.00 TCDi • Long-Term and Short-Term this spring. All vehicles are fitted with (Turbo Diesel Common Rail Injection) Storage vehicles. • Hoisting Our Specialty at the Lowest Prices • Warehouse with 24/7 Surveillance Video and Armed Security • Furniture Assembly and Boonma Thailand Aims for Successful 2016 Disassembly • Furniture and Antique Restoration o celebrate the new year, Boonma’s • Fine Art and Sensitive Shipments Tmanagement held a party to thank staff for their hard work throughout the • State-of-the-Art Electronic year and to motivate them to “surf the Tracking new wave” in 2016. “In Chinese astrology,” noted Execu- Klein’s Moving & tive Director Tiddy S. Teerawit, “2016 is a Year of the Monkey. It represents a Storage Corp. witty, intelligent, and magnetic personal- 1325 Atlantic Avenue ity. Traits like mischievousness, curiosity, Brooklyn, NY 11216 and cleverness, make them very naughty. (718) 953-1700 • 1 (800) 966-3393 Monkeys are masters of practical jokes, www.kleinsmovingandstorage.com are fond of playing, and are fast learners and crafty opportunists.” At the event, Tiddy wished for the Quality Service Since 1952 staff “a prosperous career and success. Be able to make breakthroughs and seize opportunities instead of missing them.” Boonma staff usher in the Year of the We Make The Right Move. Monkey.

72 March/April 2016 • THE PORTAL IAM: Moving Forward Together

Rotterdam - Amsterdam

• 28 branches in the Netherlands • Your gateway to Europe • European moves CEO A. Hashim (center of second row) with managers and staff • Road - Sea - Air Homepack Hosts Annual Luncheon • World-wide moves

omepack Freight International held its annual lun- Barbara Monnier cheon ceremony at its head office in Karachi, Pakistan, in H Cell January. The yearly event, initiated a decade ago, is an occasion +31 (0)6 23 45 760 for President & CEO A. Hashim to meet with management and Kelvinring 52b removal staff to review the previous year’s activities and discuss 2952 BG Alblasserdam performance goals. The Netherlands The company, established in 1979, now employs 25 people. Phone +31 (0)78 - 699 0 333 Homepack handles large projects for clients including SIND [email protected] Institute of Urology & Transplantation and Pakistan Telecom- www.mondialmoversinternational.nl munications Company Ltd., among others. The annual luncheons provide an opportunity for management and staff to review processes and strategy, and to hear advice from consultants on ways ISO 9001 • ISO 14001 ISO 26000 • OHSAS 18001 to improve and enhance quality in packing and overall services for import/export clients.

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The ADP Logo, ADP, and In the Business of Your Success are registered trademarks of ADP, LLC.© 2015 ADP, LLC. Victory Van International prepares to haul Washington Nationals equipment to Florida for spring training.

Boonma’s Paul Boonyarattavej (second from the left) and Manag- Victory Van Named Official Mover ing Director Chaivudhi Pungthong (third from the left) have set up a new venture to capitalize on the SUP craze. for Washington Nationals

ictory Van International, headquartered in Alexan- SUP Station: A New Boonma Venture Vdria, Virginia, is now the Official Moving Company of the Washington Nationals, the Major League Baseball team of the hat’s SUP? Stand Up Paddleboarding is an ancient form of Nation’s Capital. February 8 was “Truck Day” for the team, and Wsurfing that originated in Hawaii. It is a great way to get a all of the team’s equipment was shipped to Florida for spring better view on the water, catch more waves and paddle over lon- training. ger distances. SUP boarding has re-emerged as a popular sport and is quickly becoming the trendiest water-sport that anyone can enjoy. HONORS & AWARDS Seeing an opportunity, Chaivudhi Pungthong, Boonma’s managing director, and Paul Boonyarattavej have set up a new Interstate Van Lines, Inc. recently was named the American company—SUP Station—to accommodate the needs of the new Moving and Storage Association’s 2015 Independent Mover of sport’s fans. the Year. Each year, AMSA presents the award to recognize the “There are many popular destinations called SUB Stations industry’s commitment to outstanding performance among inde- for playing SUP all over Thailand,” said Boonma Executive Di- pendent movers who are not affiliated with a national van line. rector Tiddy S. Teerawit. “They are safe and well-equipped with Interstate is the only company to win this distinguished award various facilities for the SUP experience. Our SUP Stations are twice. aimed at expats, locals and anyone who loves to feel the freedom The company also has been honored with AMSA’s annual of the surf.” Website: www.sub-station.com Fleet Safety Award in the under 5 million miles category—the seventh year in a row that Interstate has received that award. Since 1997, Interstate has received either first place or runner up honors.

76 March/April 2016 • THE PORTAL IAM: Moving Forward Together The company’s president, John (J.D.) Morrissette, noted, “When my grandfather opened Interstate’s door in 1943, I’m not sure he could even imagine what the company would be today, 70-plus years later. Every year, we continue to grow, which is a testament to our service and our loyal customers.” In 2015, Interstate handled more than 13,000 moves, which resulted in a 17 percent revenue increase over 2014. Interstate has garnered a number of awards along the way. In 2015 alone, the company was named one the area’s Top 100 Largest Private Companies by the Washington Business Jour- nal; a 2015 Outstanding Corporate Citizen (mid-size business category) by the Fairfax County Chamber of Commerce; and a Cornerstone Award Winner by SmartCEO Washington. Interstate also announced recently that it received its seventh Fleet Safety Award from AMSA.

Arpin International Group has earned the Commitment to Excellence Gold Award from FIDI for the third year in a row. The company was selected for the award for having its employees worldwide complete industry training at the FIDI Acad- emy, obtaining their FIM Diploma (Foundations of International Moving). Arpin requires all new employees to be FIDI certified. The FIDI Academy is a leading provider of educational services for the relocation industry. With programs developed specifically for industry professionals, the FIDI Academy offers training tools for all levels of employees from newcomers to leaders. Out of more than 600 FIDI-registered companies, only 21 received the Gold Award last year. Additionally, Arpin International Group’s Rhode Island headquarters recently passed its FIDI FAIM 3.1 Compliance Pro- cedure as verified by Ernst & Young. This quality assessment is among the toughest and most strenuous in the household goods forwarding industry.

IN MEMORIAM

Harold “Gene” KleinhenzIN MEMORIAM

arold “Gene” Kleinhenz, a figure Hwell known to a number of DoD service providers in the industry, passed away unexpectedly on February 19. Mr. Kleinhenz founded1943 Mon-E- 2016 Maker Systems Incorporated in 1988 and served as its president and CEO until his death. During his 28-year tenure with the California-based company, he was instrumental in providing leased software for ITGBL Transportation Service Providers throughout the United States. It is our sad duty to announce the passing of Harold “Gene” Kleinhenz. Gene, the original founder of Mon-E-Maker Systems Incorporated, served as president and CEO from 1988 until his untimely, and unexpected death on February 19, 2016. IAM: Moving Forward Together March/April 2016 • THE PORTAL 77 During his 28 year tenure with the California-based company, he was instrumental in providing leased software for ITGBL Transportation Service Providers throughout the United States. Joe Kleinhenz of Webworks MD states, "It is with heavy hearts that we must mourn the passing of our long-time associate. By all who knew him he shall be greatly missed.” IN MEMORIAM

Jackie Agner

ackie Agner, a dedicated IAM mem- which she served as secretary-treasurer. Jber who for more than three decades She worked tirelessly to build the fund played a key role in the leadership so that more young people had access and evolution of the Association, to tuition assistance. At IAM’s 53rd passed away on February 24 after a Annual Meeting in San Diego last fall, courageous battle with cancer. Hav- she gamely donned an old-fashioned ing served IAM in many capacities, swimsuit and took a turn in the dunk she was recognized for her numerous tank, a popular attraction on FUNd contributions to the Association and Night that raised money for scholar- the moving industry in 2010, when— ships. during her 30th attendance at an IAM In addition to Ms. Agner’s IAM Annual Meeting—she was inducted obligations, she served as membership into the IAM Hall of Honor. chair for her local MG Car Club and IAM President Terry Head ran a weekend catering business, J & remembered Ms. Agner as a driving K Solutions, with her daughter, Kristy force in the Association. “Perhaps, Thompson. other than the original founders, no Jackie Agner Ms. Agner is survived by her hus- one single member has done more than September 7, 1952–February 24, 2016 band, George, and her daughter. Jackie Agner to advance the goals and Jackie Agner was a friend and objectives of HHGFAA/IAM and its During her career, she worked at mentor to many people she touched various affiliate groups,” he said. “As a several companies in the Pacific North- professionally. Her business knowl- longtime volunteer leader she dedi- west, most recently Golden Services LLC edge, sense of humor and honest cated herself to ensuring that anyone in Lakewood, Washington, where she disposition served her customers well. and everyone had a voice and place at was director, household goods. She attributed this to “loving what you the table. Jackie was both the heart and Ms. Agner was involved in the do and who you do it for—that makes soul of the organization. She will be domestic/international shipping business my journey an enjoyable ride.” missed by many and remembered by for more than half her life, and became v us all.” closely involved with the Association, as “What advice would I give other Early in her career, she had been a member of the IAM Executive Com- women who are considering the a flight attendant and worked for a mittee and as Core Members Manage- moving and storage industry as a carpet dealer and in a pharmacy. She ment Board Representative. She was also career? Run—run as fast as you can! often joked that whenever people committed to nurturing the talents and “Not really. I would tell them asked how she wound up in the mov- careers of young industry leaders—pay- that they are in for a ride of their ing and storage business, she would back for help she received from others lifetime. Every day is different, every respond, “Starvation and desperation. over the years. day is a new challenge. You will meet I needed a job, and an opportunity was “Fortunately,” she wrote in The and work with some of the greatest posted in the newspaper. I interviewed Portal in 2012, “I’ve had mentors along people on Earth; you will learn the and got the job.” the way—Charlie Hall, Doug Barnes, geography of our world. If you work She started in 1973 as a reception- and Heino Preissler, just to name a few. with the military you will at times ist at Christie Lambert Van & Storage But building my career wasn’t always ﬁnd yourself helping our service in Kent, Washington. At the time the easy. No matter who you are, at one time members, which makes you feel company was the largest port agent or other, male or female, you run into good. You will feel pressure when on the West Coast. Ms. Agner knew opposition. There have been a number you have a shipment in jeopardy early on that she loved the industry, of times that I clearly knew I was being and feel relief when you resolve the “challenges and all. Back in the 1970s tested and had to prove myself. But in the problem. So much of what we do is you didn’t need a college degree to get end, as the famous merchant J. C. Penney time sensitive, so if you can’t handle hired. The only training I had was a once said, ‘As each of my difficulties was pressure this is not the industry for semester of typing in high school.” At overcome, I grew stronger.’ ” you. But if you can you will love it, Christie Lambert, she quickly began She was instrumental in the forma- and you will often feel rewarded by climbing the corporate ladder and tion of the IAM Young Professionals the end of the day.” earned a reputation as a dedicated and group and in the establishment of the —Jackie Agner caring leader. Alan F. Wohlstetter Scholarship Fund, for

78 March/April 2016 • THE PORTAL IAM: Moving Forward Together Remembering Jackie Agner

Celebration of Life

Celebration of Life for Jackie Agner will be held at 1 p.m. Aon Saturday, April 2, at Browns Point Improvement Club, 201 Ton A Wan da Avenue NE, Browns Point, Washington. Ms. Agner’s family has requested that in lieu of flowers, memorial contributions be made to PostHope, the organization that supported them throughout Jackie’s illness. Donations may be made at the website, http://posthope.org/jackie-agner

“Jackie was always smiling, full of energy “It is indeed a very sad day in our industry as we say good-bye and so welcoming to to our dear friend and colleague, Jackie—a terrific person with a everyone. I will miss wonderful heart who brought joy to all. My thoughts and prayers her...rest in peace, are with Jackie and her family.” Jackie—you are in our —Patrick White, CRP, SGMS, Santa Fe Relocation Services thoughts and prayers.” —Arthur Drewry, Taylor International

“A true leader and friend; Jackie was known and loved by many. She touched, mentored and “A beautiful woman who always ‘mothered’ so many of us. brought out the best in you with her Her legacy will live on, contagious enthusiasm…I’ll miss as will our love for this her!” wonderful lady.” —George Cooper, Allied Pickfords —Heather Engel, True North Relocation, LLC “Jackie was a joy to be around and I will miss seeing her and her always smiling face.” —Boris Populoh, Willis Towers Watson

“I will miss her “I have known her unique sweet way closely as a wonderful of smiling and human being. Her loss tender approach will leave a vacuum and to people. She she will be missed. Rest will be missed a in peace, Jackie, but we lot by all of us.” will miss you for a long —Barbara Savelli, time to come.” Gosselin Group —Ajay Bhalla, Leader Mobility Relocations LLC

“The loss of our dear Jackie Agner has deeply saddened me and all “I just wanted to express our sadness and shock that Jackie is gone, our staff. Please accept our condolences on the passing of our very and a dear friend has passed on. Jackie welcomed Bob Cole and dear leader. It was an honor to have known such a great person me into the IAM family the first day we met her. Her wonderful warmth, good humor and friendliness will be deeply missed. She and we will truly miss her. I firmly believe that God will accept her will always be in our hearts.” with open arms for all the good she has done while she was on this —David DeBoy earth.” —Farhat Irfan, Homepack Freight International

IAM: Moving Forward Together March/April 2016 • THE PORTAL 79 80 March/April 2016 • THE PORTAL IAM: Moving Forward Together WELCOME NEW MEMBERS

Asuncion Vanpack S.R.L. MM Relo Av. Colon 846 c/Humaita Jerzmanowice 27 Asuncion, Paraguay 32-048 Jerzmanowice, Poland Tel: 595-21-494-967 Tel: 0048123502319 Fax: 595-21-445702 Fax: 0048123502458 [email protected] [email protected] Peg Wilken POC: Carolina Osorio POC: Bartosz Szarota Stevens Forwarders Inc. POC: Esmeria De Osorio POC: Sebastien Podsiadly IAM Chair POC: Raul Barrios Sponsors: Reloplanet, Poland Sponsors: Buenos Aires International S.R.L., Santa Fe Relocation Services Warsaw, \ Argentina Poland Confianca Mudancas & Transportes Ltda., Brazil Transferet Relocation Services (I) Pvt Ltd. Governing Member No. 18, 2nd Floor, NCPR Industrial Area Barad Air & Sea Co., Ltd Doddanakundi 2nd Phase GSI Logistics L.L.C. Unit 07, 4th Floor, No 91 Bangalore, 560048 India #402, Al Khor Mashreq Bank Bldg. Jalal-e-Al-e-Ahmad Hwy Tel: 080-66710000 Burdubai 1446666138 Tehran, Iran [email protected] 121881 Dubai, United Arab Emirates Tel: 98 21 43658 • Fax: 98 21 89786566 POC: Raja Rajan P Tel: 971 4 353 9016 [email protected] POC: Suma Rajan Fax: 971 4 353 9017 POC: Ghasem Mahdavi Sponsors: Midwest Relocations, India [email protected] POC: Hossein Pouresmaeili Interem (Int’l Removals Div. of Freight POC: Gyungsu Kim POC: Leila Nasirpour Systems (India) Pvt, India POC: Inkyu Lee Sponsors: BCC Logistics, Iraq POC: Jaesung Kim Atlas Movers Packing LLC, Sponsors: GLS Korea Co. Ltd., Korea United Arab Emirates Pumyang Shipping Co., Ltd., Korea Home to Home Overcingellaan 17 Core Members 9401LA Assen The Netherlands Aeon Shipping LLC Tel: 31 592 217000 Office 23, 3rd floor 312, Hamsah Bldg. [email protected] A block, Zabeel Rd. POC: Meine van der Graaf Warehouse 14, Sana St., Ras Al Khor 1 POC: Hilde van der Graaf Al Karama Dubai, United Arab Emirates Sponsors: Genesis 12, Brazil Tel: 0097142973941 Pacific Crating and Shipping, L.L.C., Fax: 0097142973941 USA [email protected] POC: Mohamed Shahul Hameed POC: Mohamed Rizmy POC: Milind Perera Sponsors: Eagle Relocations Limited, England Save the Date! Certified Packaging & Transport Inc., USA

IMPORTANT NOTICE

In compliance with the U.S. Revenue Reconciliation Act of 1993, 87 percent of your IAM membership dues may be deductible as a business expense. However, 13 percent may not be deductible as allocable expenses to state and federal lobbying IAM 54th Annual Meeting & Expo activities of this Association. New Orleans, Louisiana, USA October 21–24, 2016

IAM: Moving Forward Together March/April 2016 • THE PORTAL 81 SOLUTIONS THAT MOVE YOU FORWARD.

Sam Chen Brad Edwards Software Engineer Plant General Manager

THE MOVE: THE MOVE: 425 sq. ft. dorm in Cambridge, MA to 3200 sq. ft. house in Dallas, TX to Chicago, Cupertino, CA IL

PRIORITIES: PRIORITIES: 1. Pickup date 1. Finding the right house 2. Transit time 2. 1971 Pontiac GTO 3. X-Box One 3. Grandmotherʼs china

SOLUTION: SOLUTION: Expedited Trailer Service 3 Moving and Storage Containers 5 Day Transit Time Full Pack and Unpack Self Pack and Unpack Enclosed Auto Transport

RESULTS: RESULTS: Out by graduation and working in Stored for 60 days and found the perfect California on Monday home Sam found his dream job! Brad loves the new assignment!

82 March/April 2016 • THE PORTAL IAM: Moving Forward Together WASHINGTON UPDATE By Jim Wise and Bryan Vickers, PACE, LLP

Revised Shipper Weight Verification Requirement Forthcoming

n November 2014, the Maritime Safety Committee of the Industry discussion IInternational Maritime Organization (IMO) approved changes In February, the Federal Maritime Commission (FMC) hosted a to the Safety of Life at Sea (SOLAS) regarding mandatory con- forum that provided shippers and freight forwarders an opportu- tainer weight verification requirements. The SOLAS agreement, nity to express their concerns with the forthcoming requirement. to which the United States and 170 other countries are parties, They emphasized the unintended consequences of the VGM, will take effect on July 1, 2016. which include additional chassis charges, potential lost sales and The amended SOLAS Verified Gross Mass (VGM) require- profits on exports, missing the vessel heading out and delays for ment provides two options for certifying VGM: truckers at the ports. Shippers asked that the United States Coast • Option 1: The packed container must be weighed using Guard (USCG) recommend to the IMO a delay on the July 1 verified scales. start date of the VGM requirement, and suggested that a smaller • Option 2: The shipper weighs cargo, dunnage (wood and pilot program may be more appropriate, prior to the VGM being other packing materials used to hold cargo in place) and the enforced more broadly. tare weight (empty weight) of the container. Currently, the shipper sends the carrier both the gross and Response from USCG to VGM concerns net weight of the container. Calculating the container tare weight Rear Adm. Paul Thomas was the USCG representative at the is a new requirement, and its accuracy will be the responsibil- FMC forum. He stated that the United States needs to ensure ity (and legal liability) of the shipper. The ocean carriers either safe, efficient and effective commerce. However, he expects own or lease these containers. Shipper studies on the container industry to work together to solve issues surrounding the VGM tare weight indicated a variance of 8 percent off the “stenciled” requirements, and confirmed with stakeholders that the United weight. States does not intend to request a delay of the VGM. Any request to pushback the July 1 start date from the United States

FMC 019378NF

Phone: 732-246-7070 Mailing Address: Fax: 732-246-7022 Email: [email protected] Physical A ddress: P.O. Box 7351 228 State Route 18 East Brunswick, NJ 08816 East Brunswick, NJ 08816

WE TACKLE IT ALL! ANYWHERE IN THE USA & THE WORLD

IAM: Moving Forward Together March/April 2016 • THE PORTAL 83 to the IMO would send a signal to foreign flagged ships that it is not safe to unload containers at U.S. ports. The Coast Guard Estate Tax Update does not intend to issue compliance guidance prior the July 1 start date, although that may change. n keeping with the theme of IAM Dynasties, this is a good Itime to provide some background and an update on activity Enforcement and penalties surrounding the federal estate tax (a.k.a. “death tax”). The estate The USCG cannot take enforcement action on a shipper without tax is imposed on the transfer of assets and property upon one’s a rulemaking procedure. At this time, the agency does not intend death. This includes bank, brokerage and retirement accounts, to put forth rulemaking with respect to enforcement. Should the real estate, personal property, business interests, stocks and VGM requirements not be met at the time of a USCG enforce- bonds and death benefits from any life insurance policies. ment, the container would be declared unsafe, and will remain The tax laws grant an exemption for estates smaller than unloaded until the VGM has been verified. No other action will a certain amount. Set at $5 million for 2010 and adjusted for be taken against shipper (i.e., fines, penalties), as the USCG has inflation since then, the so-called lifetime exemption amount no authority to take such action. defines how much wealth a person can pass to any heir he or she chooses without owing any estate tax. For 2015, the lifetime Next steps exemption amount was $5.43 million; for 2016 that limit was Stakeholders have begun communicating their concerns to Mem- adjusted to $5.45 million. bers of Congress as well as the Senate Commerce Committee, As many IAM members operate family-owned businesses, which has jurisdiction over port commerce. While Commerce this issue is important to their company’s future financial health. Committee staff understand industry concerns related to compli- After accounting for assets—such as trucks, warehouse and ance, they have not put forth any Committee recommendations office space—many of these companies exceed the exemption on VGM requirements, or scheduled any hearings. However, threshold, placing them in jeopardy of taxes as high as 40 per- they have made inquires on the overall impact of the require- cent. The estate tax is expected to generate $246 billion between ment, to better understand challenges that may face shippers as a 2016 and 2025, according to Congressional Budget Office esti- result of compliance. mates. (Editor’s note: For more information, see also “Mandatory Container Weighing to Take Effect in July” on An effort to eliminate the estate tax page 57 of this issue.) In April 2015, the U.S. House of Representatives passed legislation that would repeal estate tax, H.R. 1105, by a 240 to 179 vote. Although the bill is now eligible for consideration in the Senate, the latest whip count has it six shorts shy of the 60-vote threshold needed to avoid a filibuster. Senate companion legislation, S. 860, remains in the Finance Committee. It’s worth noting that the President’s proposed FY 2016 budget would increase the top estate tax rate from 40 percent to 45 percent and lower the exemption from $5.34 million to $3.5 million. This proposal, like much of the President’s FY 2016 proposed budget, is not expected to gain political traction in this election year. Congress is scheduled to hold hearings on comprehensive tax reform this spring. Election year politics will likely not result in major changes to the estate tax in 2016, but this issue is expected to be part of the discussion. Depending on the results of the November elections, 2017 may be poised for a significant reduction or elimination altogether of the estate tax, should Republicans win the White House and retain their majority in the Senate.

Is Your Contact Information Current?

Update your Membership Directory listing at any time by sending an e-mail to

[email protected]

84 March/April 2016 • THE PORTAL IAM: Moving Forward Together THE PORTAL

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Deadlines to receive new artwork**: www.iamovers.org / April 2016 March May/June Issue...... April 29, 2016 VOLUME XLVIII The Journal of the International Association of Movers July/August Issue...... June 29, 2016 September/October Issue...... August 30, 2016 (ANNUAL MEETING ISSUE) November/December Issue...... November 4, 2016 January/February 2016 Issue...... January 10, 2016 March/April Issue...... February 29, 2016 IAM Dynasties 1877 Stein: A family affair for five generations

*Ad rates subject to change. **Deadlines to receive new artwork are subject to change. For further information about Portal display advertising, contact Tom Lasch at [email protected] or Steve Wafalosky at [email protected] Industry Calendar ADVERTISERS INDEX April 3–6, 2016 A. Univers...... 29 High Relocation Worldwide, Inc.–Korea...... 23 Animal Transportation Association 42nd Annual Conference ADP...... 75 Homepack Freight International...... 14 Lisbon, Portugal Agarwal Packers & Movers Ltd...... 47 IAM Logistics Network (ILN)...... 53 April 5–6, 2016 FMCSA Moving Fraud Conference AGS...... 15 IAM Social Cafe...... 56 Austin, Texas, USA Air Animal...... 65 Interem...... 4 April 10–13, 2016 FIDI Conference Alan F. Wohlstetter Scholarship Fund...... 45 Intermove...... 46 Geneva, Switzerland Arrowpak Int’l...... 42 International Shippers Association...... 36 May 10–15, 2016 CMSA 98th Annual Convention Aspire Mobility...... 61 Invictus Relocation...... 60 Olympic Valley, California, USA Boonma...... 17 Jacksonville Box...... 84 May 5–7, 2016 Young Movers Conference Canal Movers & Logistics...... 77 Klein’s Moving & Storage Corp...... 72 Madrid, Spain Coleman World Group...... 88 L&G International Movers...... 58 May 19–21, 2016 CTSI Logistics...... 80 Maxwell Logistics Pvd. Ltd...... 34 BAR Annual Conference London, UK Daycos...... 64 McGimpsey...... 74 June 6–9, 2016 DeWitt Companies ...... 9 Metropolitan Transports...... 51 National Council of Moving Associations Louisville, Kentucky, USA Door to Door Transports...... 37 Mondial...... 74 October 21–24, 2016 Emerald Relocation...... 65 Movage...... 49 IAM 54th Annual Meeting & Expo New Orleans, Louisiana, USA Enterprise Database Corporation...... 6 Movers P.O.E...... 68,69 February 22–25, 2017 EUROGROUP International Movers...... 73 New Haven...... 21 IMC World—International Mobility Convention EUROMOVERS...... 28 Pac Global...... 10 Kuala Lumpur, Malaysia

Flippers...... 25 ReloSmart Asia...... 48 October 9–12, 2017 IAM 55th Annual Meeting & Expo Forward Relocation...... 82 Rosebrock...... 33 Long Beach, California, USA

Garcia Trucking Service, Inc...... 35 Saleemsons...... 43 October 4–8, 2018 IAM 56th Annual Meeting & Expo General Transportation Services sal...... 22 Schumacher Cargo...... 24 Washington, DC, USA

GEP...... 11 Simpsons Removals & Storage Ltd...... 13 October 3–6, 2019 IAM 57th Annual Meeting & Expo Globe Moving...... 59 The Pasha Group...... 87 Chicago, Illinois, USA

Global International Relocation...... 43 Universal Relocations...... 18

Gosselin Group ...... 3 Universal Storage Container...... 2

Gridiron Forwarding...... 83 Victor EK...... 76

Guyana Overseas Traders...... 20 Victory Packaging ...... 27

Hampton Roads Port Services ...... 16 Voxme...... 50 The deadline for applications for Harsch, The Art of Moving...... 30 Wells Fargo Insurance Services ...... 5 tuition assistance is May 1, 2016. For more information, see page 45 Hasenkamp...... 62 Worldcare Pet Transport...... 41 of this issue. The right solution at the right time.

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