Talking Points: Phyllis Campbell

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Phyllis CampbellWhen she took over the local operations of US Bank, Phyllis Campbell became the first woman CEO of a Washington bank. Starting in 2003, she then led the Seattle Foundation through a dramatic expansion in the organization's activities. This year she has been tapped to build JPMorgan Chase's Pacific Northwest business on the foundations of Washington Mutual.

Childhood: My mother was a Japanese-American from Hawaii who went to Spokane for college. My father was interned during World War II and later ran a dry cleaning business in Spokane. I got to handle every part of the business from customer service to bookkeeping.

Career: There weren't a lot of women in management [when she graduated from Washington State University], so I really had to sell myself. To get the management training position at Old National [in Spokane], I called every day for two months until they got tired of me and hired me. It was a lesson in persistence. I did everything there from being teller to operations management.

Keys to success: Make sure you are an organization that takes care of your customer and community. The more you give, the more you get back. You have to ensure that you really understand your customers and markets and are underwriting properly. You also have to ensure that you are diversifying risk, your customer base. 

WaMu and Chase: Washington Mutual lost sight of some of those principles. I got my first student loan from WaMu. I had a lot of pride in the fact that a local institution had become a national powerhouse. It was hard for me to witness when things went down so quickly.

I felt it was important that the good parts of WaMu were carried forward. It was a challenge and opportunity to bring and add new businesses from JPMorgan Chase. [JPMorgan] appointed me because they know of my civic involvement. They wanted to make sure the bank did the right thing by our communities.

Growth and lending: WaMu was almost all consumer banking. We're keeping that. We did not close any branches, and we kept all branch employees. Going forward, the main areas of expansion are commercial lending and wealth management. We expect to hire 30-40 new people in Seattle. We will serve everything from businesses with as little as $1 million in revenues to the large channel. We're also hiring bankers to handle people in the $5 million and up range. ... I'm a little cautious on the lending side. Community banks have one of the higher percentages of troubled loans. They are a major source of business lending, and that has essentially dried up. We can't take up all that slack. Our growth will be the result of doing the right thing and doing it responsibly.

Civic role: Personally, I like to serve in education to assure that there is access for kids who can't afford to go to college.... If I hadn't gotten a scholarship to go to WSU, I wouldn't have been able to go to college. But my main job is to make sure we collectively do a good job in serving on boards. Our charitable giving will be the same this year as [WaMu's] in 2008, about $2.65 million.

Legacy:  I have always had a passion for building community. I really believe a bank can be an important piece to that. If we look back after five years, my sign of success would be if I could say that we have a stronger community because Chase was part of that.

 

The 2016 Washington Manufacturing Awards: Legacy Award

The 2016 Washington Manufacturing Awards: Legacy Award

Winner: Belshaw Adamatic Bakery Group
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Legacy Award
Belshaw Adamatic Bakery Group
Auburn › belshaw-adamatic.com
When it’s time to make doughnuts — or loaves of bread, or sheets of rolls — it could well be a Belshaw Adamatic piece of equipment that’s turning out the baked goods. From a 120,000-square-foot plant in Auburn, Belshaw Adamatic produces the ovens, fryers, conveyors and specialty equipment like jelly injectors used by wholesale and retail bakeries.
 
The firm’s two legacy companies — Belshaw started in 1923, Adamatic in 1962 — combined forces in 2007. Italy’s Ali Group North America is the parent.
 
It it takes work to maintain a legacy. A months-long strike in 2013 damaged morale and forced a leadership change. Frank Chandler was named president and CEO of Belshaw Adamatic in September 2013. The company has since strived to mend workplace relationships while also introducing a stream of new products, such as a convection oven, the BX Eco-touch, with energy saving features and steam injection that can be programmed for precise times in baking. The company energetically describes it as “an oven that saves time, reduces errors, makes an awesome product, and is fun to use and depend on every day!”
 
So far, more than 3,000 have been installed in quick-service restaurants, bakeries, cafés and supermarkets in the United States. They are the legacy of Thomas and Walter Belshaw, former builders of marine engines, who began producing patented manual and automated doughnut-making machines in Seattle 90 years ago. They sold thousands worldwide and, today, Belshaw Adamatic is the nation’s largest maker and distributor of doughnut-making equipment.