Fehsenfeld Family

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Progress Over Perfection

Posted on by Joe Ball

Amy Schumacher is CEO of The Heritage Group, a U.S. based sustainability investor. Amy tells Nomura Greentech that she is applying generations of business experience to grow vital new industries such as battery recycling.

This interview first appeared in the Winter 2023 edition of Nomura Greentech, and is reposted here for promotional purposes.

“We have been in the environmental sector for over 50 years.”

 

What first sparked your interest in sustainability?

At The Heritage Group we are a fourth generation, privately held, family-owned business. We think in terms of decades and ultimately generations, that’s how we are still around.

We have been in the environmental sector for over 50 years. My father founded that part of our organization, and I grew up in that world.

My spark is tied to how we define sustainability as people, planet and communities, as well as our common vision, centered on leaving the world better than we found it.

From early teenage summer jobs to my current CEO responsibilities, sustainability has always been a part of me.

How concerned are you about climate change and the pace at which the world is collectively trying to solve this problem?

We are all citizens of the world on this particular issue and I think everyone needs to explore what they can do to address climate change.

Both big initiatives and small steps can create a significant impact. For example, we’ve taken the small, but important step of eliminating single-use plastic bottles at our headquarters, and other Heritage locations are beginning to do the same. On a larger scale, we’re part of an initiative that’s introducing sustainable solutions into the construction of airport runways.

Tackling climate change is fraught with challenges from inconsistencies in language and measurement, to lack of global alignment and keeping up with rapidly evolving regulation.

I am concerned that the challenge may seem too daunting or the solutions so complex that people either get discouraged or spend too much time debating rather than taking meaningful steps forward.

At The Heritage Group, at least on our sustainability journey, we have adopted the mantra of ‘progress over perfection’ – in other words, even if our action is somewhat imperfect, we’ve ultimately made more progress than if we hadn’t begun at all.

As CEO you oversee The Heritage Group’s portfolio of more than 50 businesses and 7,000 employees. What’s your ethos when it comes to sustainability, capital allocation and investment or acquisitions?

The way we consider sustainability in making investment decisions has changed dramatically. It was always in the ether, but it’s now front and center as a factor that we actively discuss as it relates to strategic investments.

Our portfolio is very diverse. We have some companies that operate directly in the environmental services space and others in various adjacencies around it.

In addition to our core business areas, we have grown our investment thesis into new platforms that ultimately service our sustainability mission. In our HG Ventures portfolio, a hard-tech focused venture strategy, I can’t think of an investment we have made that doesn’t support our sustainability goals.

The DNA of The Heritage Group is in materials science. You have a focus on chemicals, construction materials and environmental services. How are you looking to bring sustainability into these businesses and which one is the hardest to decarbonize?

I’m really proud to be in these sectors and I’m committed to supporting their transition.

When I think about some of our legacy core businesses, we have embraced circularity for a very long time. Take reclaimed asphalt pavement, or RAP, one of the most recycled materials in the U.S., or recovering zinc from one of the largest solid hazardous waste streams in the country.

To decarbonize these businesses, we have long leveraged our Heritage Research Group, which uses science and technology to do more with less and do things differently.

This means harnessing our expertise in specialty chemicals and sustainable fuels to drive development or taking a waste stream from one industry to create an environmentally friendly solution in another or even optimizing processes, not only to reduce waste, but also to decrease our environmental footprint.

Quite often the decarbonization challenge is difficult and instead of leaning in, many investors exit and transfer the problem to someone else. We see that all the time and instead, we are using our expertise in science to drive sustainable solutions.

Which areas are you focused on for new investment and which of your past investments have yielded the biggest sustainability impact?

From an investment perspective, we are always looking at aligning our capabilities with the next emerging macro trend or tailwind – that’s when we are at our best.

Our investment in Cirba Solutions, the largest lithium-ion battery recycler in North America, is a good example of a recent success and where we plan on maintaining our focus in the near term.

Battery recycling is set to benefit from the rapid expansion in the global EV market and the U.S. will continue to develop at a fast pace as there’s a shortage of mineral inputs. Batteries are also associated with geopolitical and societal challenges considering where in the world some of these raw materials are located so recycling can help mitigate these issues.

Our strategy for Cirba Solutions was to look at that emerging opportunity and match it with the expertise within our portfolio companies to accelerate its development.

When I think about our past investments and current capabilities, what gave us the courage to commit to building and ultimately growing Cirba, was our understanding of recycling. We have capabilities in collection, and expertise in the science and technology of reusing materials.

With our track record of successfully handling challenging materials, we see an opportunity to be a leader within that industry. It’s a perfect example of where so many of The Heritage Group’s best capabilities really came together to do something impactful.

To what extent do you think the Inflation Reduction Act (IRA) is fast tracking decarbonization solutions and is it helping any of your portfolio companies?

I think it’s too early to understand the full impact of the IRA. It is definitely raising awareness, driving capital investment and accelerating the pace of business growth within the green space.

A number of our businesses, including Cirba Solutions, were recipients of federal Department of Energy grants related to their innovative technology. We were fortunate to have Energy Secretary Jennifer Granholm at our ribbon cutting to celebrate not only the IRA, but what was possible for one of our emerging core businesses.

Envita Solutions is another example of a key Heritage operating business that is helping our customers achieve their goals through the use of data and science to optimize waste management.

While the IRA is not directly benefiting Envita, it is impacting the customers we serve by accelerating their net zero goals and timelines which in turn creates more opportunities.

The IRA is also having a positive effect on our communities. The Children’s Museum of Indianapolis is one of the best museums in the country, and The Heritage Group helped it apply for a Department of Energy sustainability grant through the IRA. We have a strong passion and commitment towards improving our communities.

Which future technologies are you most excited about?

Every year, around this time, I get really excited about welcoming our hard-tech founders into The Heritage Group Accelerator.

The program brings roughly ten very early stage companies to The Heritage Group for 13 weeks to help launch their sustainability businesses in areas such as green materials, infrastructure, environmental solutions and industrial systems.

It’s inspiring to see so many budding entrepreneurs applying their curiosity, talents and creativity to this space and the number of applicants grows exponentially each year.

Specific technologies capturing my attention include: sustainable aviation fuel, low carbon materials, water technology, and, of course, battery recycling.

There are also brand new technologies that we have never envisioned, which provide a glimpse into the future.

In 2030, The Heritage Group celebrates its centenary. What would you like to achieve by then and what legacy would you like to leave?

As a long term family-owned business, we’re building for generations, leaving people, planet and communities better than when we found them.

I’m fortunate to build upon what came before me at Heritage and to plant the seeds for what will come after, and that’s both a privilege and a responsibility.

Aspirationally, I would like to leave The Heritage Group in a place where it will be successful for the next 100 years, not just the next decade.

That means a focus on top talent. We aim to have a collection of world class businesses where smart, hardworking individuals can make a real difference. We are thinking carefully about the people side of our company because people are our greatest asset and hopefully a part of my legacy.

Who’s your sustainable hero and why?

It would be easy to say my grandfather and father; they had the foresight and courage to introduce sustainability concepts into The Heritage Group at a time when no one was talking about it and really laid the foundations for the businesses that we run today.

But honestly, my sustainable hero is my great-uncle Frank who was the steward of our sustainability journey in the early days, when the environmental industry was so much like the Wild West that we felt uncomfortable operating there.

All leaders have defining moments in their history where they can choose diverging paths and great-uncle Frank’s came soon after we had bought a fledgling environmental business. It was hindered by a series of challenges and leadership at the time was considering getting out and moving on.

But great-uncle Frank said “the world needs people like us in this business so we’re going to lean in, not lean out, and do the right thing, always.”

That really became the fabric and DNA of the business. We never stepped into this because of ESG regulatory pressures, financial returns or to jump on the next big macro trend. My forefathers did it because it was the right thing to do and that has served us at the heart of who we are today.

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Betting On The Future

Posted on by Joe Ball

Embracing Our Heritage While Betting on Our Future

Who We Are

Over the past 90 years, we’ve seen exponential growth, built on the shoulders of the Fehsenfeld family and our extended Heritage family of employees. Four generations of family leadership and our lasting relationships with employees, customers and communities form a foundation that keeps us strong. We started out delivering home heating oil during the Great Depression, and now operate more than 50 companies, employing more than 7,000 hardworking people who want to make a difference. This is our story.

Our History

During the Great Depression, John E. Fehsenfeld embarked on a journey that would shape generations to come. His venture, Crystal Flash, delivered heating oil to families, a bet that would evolve into a collection of filling stations that spanned across Indiana and Michigan. That entrepreneurial spirit along with hard work and dedication was passed down to his sons – Frank, Fred and Mac – who played pivotal roles in the company’s evolution.

Returning from World War II, Fred Fehsenfeld, Sr. recognized a need to drive the company forward. His groundbreaking idea revolutionized the hauling of cut-back asphalt, laying the groundwork for the acquisition of Asphalt Materials in 1955. This same spirit of seeking out opportunities continued into the 1970s when a customer’s request for assistance with hazardous waste prompted an investment in environmental research. We took a risk on environmental services long before “sustainability” became a popular term, simply because it was the right thing to do.

The decades that followed witnessed our expansion into new frontiers. Seizing an opportunity in the early 2000s, we ventured into specialty chemicals with the acquisition of a struggling plant in Houston, cementing our position as a leader in diverse industries.

Our Bet on the Future

The core of our success lies a steadfast commitment to innovation. This dedication is demonstrated through investments in research and development, led by Heritage Research Group and HG Ventures, both of whom foster a culture of forward-thinking and inventive solutions.

With over 90 years of strategic bets, The Heritage Group remains anchored by our people, culture and values. Each milestone, each success, is a testament to the enduring legacy forged by generations of hard work and perseverance. Looking ahead, we are poised to continue a legacy of innovation and growth. By investing in our people and nurturing collaboration, we are laying the groundwork for a brighter, more sustainable future.

 

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Recap: 2023 United for Service

Posted on by Joe Ball

In a powerful demonstration of community strength, compassion and coordination, The Heritage Group’s 2023 United for Service — a week-long service campaign — recently unfolded across 11 states, bringing together 682 volunteers on a mission to combat food scarcity and hunger.

Now in its second year as a company-wide initiative through The Heritage Group, United for Service originated with the Fehsenfeld family as a way to gather and bond together while giving back to the communities where we live and work. This year’s effort resulted in an impressive 1,400 service hours dedicated to making a real difference in the lives of those facing the harsh realities of hunger.

The heart of our United for Service campaign lies in the spirit of collaboration. Local service organizations, impassioned volunteers, and essential community partners joined forces to address one of the most pressing issues affecting countless lives — the lack of access to adequate, quality food. The scale of this initiative reflects the shared commitment to creating positive change.

The need for food is key to our existence, and the communal sharing of meals is a part of our culture. Families bond over dinner; co-workers chat over lunch. But for some, putting food on the table is a struggle. According to the USDA, more than 34 million people, including 9 million children, in the United States are food insecure. In fact, every community in the United States is home to families who face hunger. But rural communities — where many struggle with limited job opportunities and lack of transportation options to reach grocery stores or food pantries — are especially hard hit by hunger.

The backbone of any successful service campaign is the dedication of its volunteers. Our Heritage volunteers united with a common goal: to make a meaningful impact in their respective communities. With 682 individuals stepping up, each hour contributed becomes a building block in the fight against hunger. Together with business leaders and colleagues, members of our Heritage family served meals at soup kitchens, stocked shelves at food pantries and prepared meals for distribution to community members in need. Spanning across 11 states, our week of service was a testament to the widespread need for assistance and the urgency to address food scarcity on a broader scale. This year’s United for Service week witnessed an impressive tally of 1,400 service hours, which underscores the dedication and commitment to service within our employees.

Crucial to the success of this campaign were the invaluable partnerships forged with local organizations. From food banks and shelters, the collaborative network created a ripple effect, amplifying the campaign’s reach and effectiveness. Together, these partners played a pivotal role in ensuring that resources were utilized efficiently and that the impact extended beyond the week of service.

Beyond the numbers, the true measure of success lies in the lives touched and the communities strengthened. By addressing immediate needs and fostering sustainable solutions, this campaign aimed not only to provide relief but also to create a foundation for lasting change. In the face of food scarcity, our United for Service week stands as a beacon of hope and a testament to the transformative power of collective action. Our combined efforts remind us that, together, we can build stronger, more resilient communities, and that positive change is possible when we are united around a shared vision and purpose.

To everyone in our #HeritageFamily who donated food, sorted produce, chopped vegetables, served lunches and assembled snack packs: Thank you!

HAHDhAHSDHAHS

Talking Talent: John Glushik Takes the Helm of New Ventures

Posted on by Joe Ball

Early in 2023, John Glushik took the helm from Kip Frey as Executive Vice President of New Ventures and Managing Director for HG Ventures. The multi-faceted role puts John front-and-center of the ventures arm of The Heritage Group, where he directs the vetting, investment, incubation and growth of companies building innovative technologies and services related to THG’s industries. He also oversees the New Ventures internal incubation activities and the THG Accelerator, which brings a cohort of upstart hardtech company founders to Indianapolis for a three-month intensive program each year. Accelerator founders pilot their products, receive guidance from a network of mentors and prepare for successful launches into their industries. In a recent interview, John discusses his path to New Ventures and how he plans to leverage the entrepreneurial spirit of THG’s family of operating companies to best position us for institutional success.

Let’s discuss your journey to arriving here at The Heritage Group. You have a diverse educational background, studying mechanical engineering at Duke, achieving a master’s in aeronautics and astronautics from MIT and earning an MBA from Kellogg School of Management at Northwestern. What drove your educational pursuits and how have they played into your role today?

Early in my education, there was a lot of trying to find where I wanted to be longer term. I got into technology because I was just fascinated about how it could change the world. By the way, my major was the same as Fred Fehsenfeld Jr’s. We both went through the mechanical engineering and materials science curriculum at Duke University. Following undergrad, I went to work for General Electric (GE), where I completed a technology leadership program that allowed me to move around and become involved in different types of engineering. That exposure sparked my interest in mechanical engineering, first through aerospace, because I was excited about all the new technologies coming out of that industry.

I started research at GE that got me connected to the Draper lab at MIT, which meant being at the forefront of studying modern technologies, including GPS navigation. Now, GPS is part of our everyday lives, but in those days it was very early in its development. As intrigued as I was by research, I realized I didn’t want to be focused on a single technology, and I decided to attend business school. Through my time at Kellogg, I developed some basic skills in business and finance, but more importantly, I started building a network of relationships in the business world and specifically in the venture capital sector. All of this led me to consulting and portfolio work in areas of new technologies, which then led me to the venture industry.

When did you first cross paths with Kip Frey?

I first met Kip through my work with Intersouth Partners, a venture firm in Durham, North Carolina that invests in early-stage life science and technology companies. Kip was a rockstar entrepreneur, and our professional relationship began through Intersouth’s investments with his companies. We also had a chance to work together as partners at Intersouth for a few years. After leaving Intersouth, I reported to Kip when he hired me to help create the Duke Angel Network. Slowly throughout the years, our dynamic developed into a personal friendship. In collaborating with one another for so many years, our styles and roles are very complementary of one another. He’s been a fantastic mentor and our dynamic is built on a deep sense of trust and respect that you can only find when working with someone for years upon years. Kip is how I first learned of Fred Fehsenfeld, Jr. and what he and Amy were starting to develop with The Heritage Group with Kip’s help.

What was Kip’s pitch to you to uproot your family and move to Indianapolis to work with Ventures?

Kip indicated that Fred and Amy Schumacher were interested in building a new model of corporate venture investing that capitalized on the capabilities of The Heritage Group. He said, “Just come to Indianapolis and meet with the folks at The Center. Meet with Fred and Amy, see the vision that they’re building around their corporate venture practice.” And because it’s Kip, I could only say, “Yes, I trust you.” So I got on a plane and met with the three of them in early2018. My visit to the Center and my discussion with Fred and Amy validated everything that Kip had told me. There was a special opportunity to build something unique with great people. It also helped that my wife, Robyn, knew Kip and trusted him. We made the decision to start the process of leaving North Carolina. I commuted for a year, and eventually moved my family to Indianapolis in the summer of 2019.

Since arriving, what’s been the most surprising thing to you about The Heritage Group?

There’s an unprecedented level of partnership, collaboration and understanding that The Heritage Group has with its customers and business partners – it’s been built over decades. This isn’t your typical customer relationship, and it cuts across all our businesses as part of the culture at The Heritage Group. This was important to me because of some issues I have seen with other venture investing groups. They often interact with entrepreneurs in a strictly transactional way. Not here. It speaks to the stability and unparalleled understanding of our businesses and their partnerships with clients.

From a Ventures perspective, what’s it like collaborating across industry partnerships and the network of experts we employ at The Heritage Group?

When we started the group, we made it our mission to not simply be an investor, but to invest in areas where we can add value. I think that’s how we distinguish ourselves from a pure venture company. Of course, we perform deep diligence on all our investments and we structure deals with a focus on being good stewards of THG capital. However, what we do is very different, because it’s not strictly transactional. We will do everything we can to make companies a success by utilizing our connections and our Heritage network. Entrepreneurs are blown away by the level of feedback they receive across our companies. What The Heritage Group can do in terms of business relationships is something no other company can do in our industries.

What’s something you wish our employees and companies better understood about HG Ventures?

I want to make sure our employees know that we want to collaborate. If there’s a challenge they’re trying to overcome, we want to know about it, because we might be able to help. We can provide a window into the entrepreneurial ecosystem, which includes an awareness of early-stage companies that are creating innovative solutions for our industries. We want to create an open door for communication.

You’ve inherited this position with Ventures from Kip. Where do you plan to take it?

First, I think it’s important to note that while, yes, I’ve inherited this from Kip, I’ve always been aligned with his and Amy’s vision of Ventures. I want to lead Ventures in what I would call a deeper integration into our industries. Given what we’ve been able to build and develop in terms of a nice track record of success, I want to weave Ventures into the fabric of The Heritage Group. We can deepen our integration and leverage each other’s expertise so that we add value across our businesses.

If anyone within our operating units has any big ideas, anything they think can be the basis for a new business, we want to help. That’s where we see great potential to create game changing businesses. When I look at the next five years, that’s where I think we can make the biggest impact with our venture work. Internal incubation is where we’re truly harnessing the power of the innovative people that we have here.

What are some ideas emerging on the horizon that you’re particularly excited about?

Well, it certainly varies from quarter to quarter, depending on our market intelligence. Right now, I’m excited about a wide range of innovation trends including the future of roads, circular economy/recycling technologies and sustainable approaches to chemical manufacturing.

We’re good at finding entrepreneurs and companies that are creating things to address specific business and technology challenges. Effective communication across THG is really important so that we can leverage the power of people in our businesses who understand those challenges.

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Heritage Grant Supports Ukrainian Scholars at Purdue University

Posted on by Joe Ball

Just over a year ago, war erupted in Ukraine. Following a long buildup of military equipment and forces, Russia invaded Ukraine on February 24, 2022. In the days and months that followed, Russia’s bombings targeted essential infrastructure and systems, including hospitals, schools and neighborhoods, leaving destruction and devastation at every level of Ukrainian life. In news reports and through footage posted to social media, many were witness to the millions of Ukrainians being killed, displaced or forced to flee their country.

As a response to the invasion, Purdue University launched the Ukrainian Scholars Initiative, a program to host individuals whose lives were upended by the war. The goal of the initiative is to offer support to scholars who held faculty positions or were conducting research at Ukrainian universities the opportunity to safely continue their academic pursuits at Purdue.

“Our aim is to make at least one small contribution to help the Ukrainian people in this moment of peril,” Purdue’s then-President Mitch Daniels said of the program’s launch in March 2022. “Our hope is that we can offer refuge to these scholars and a chance to continue pursuing their work, and then see them return to a safe and free Ukraine. But while they are with us, I don’t doubt that they will personify and perhaps share with our students the precious value of freedom and the constant need to defend it from its enemies.”

Having experienced the terror and sadness of the war unfold, leadership within The Heritage Group (THG) gathered with representatives from Purdue to help fund the initiative. “For 90 years, the Heritage Group has been committed to building a safer, more enriching and sustainable world by harnessing the power of family,” said Sara Morris, Director of Strategic Initiatives. “We are fortunate to be able to support this initiative to enrich the lives of the individual Ukrainian scholars, their families, all who come into contact with them at Purdue, and for our own team members.”

Purdue received hundreds of inquiries to the program, ultimately welcoming nine scholars. Michael Brzezinski, Dean of International Programs at Purdue, notes that the Ukrainian Scholars Initiative is one of the first, largest and most ambitious university-led programs in the United States. According to the university, the visiting scholars participate in several academic pursuits that span many schools of study – from chemistry, library sciences, psychology, linguistics, sociology and neuroscience to political science, management, history, and earth and planetary sciences.

Through the grant, THG has pledged a two-year commitment to the participating Ukrainian scholars that will run through May 2024. “After the arrival of all of our nine scholars, The Heritage Group was eager to learn more about each individual and to know how they could help,” Brzezinski said. “We’re so very pleased and grateful that they are contributing the majority of funding needed to sponsor each scholar. Individuals from Heritage are eager to meet our Ukrainian faculty and students, a sign that they are truly interested in their well-being.”

As of late February 2023, the total number of Ukrainian casualties has surpassed 8,100 according to the U.N.’s Office of the High Commissioner of Human Rights. It is estimated that over 8 million citizens have been displaced within Ukraine and another 8 million have fled the country. While the war continues, so does The Heritage Group’s commitment to Purdue’s visiting scholars. “The ultimate hope is for the war in Ukraine to end and for these scholars to be able to return home, but we are so pleased to support these amazing scholars in the meantime,” said Megan Savage, VP of External Affairs. “Beyond the financial support to cover their basic needs, it is our hope that we will have an opportunity across THG for our teams to engage with the scholars to learn about their experiences, both personally and professionally. There is a long connection between THG and Purdue, and our support is a natural extension of that. We also stand ready should any of the scholars need more wrap-around support, it is our hope we can tap the THG family to help provide that.”

About Purdue University

Purdue University is a top public research institution developing practical solutions to today’s toughest challenges. Ranked in each of the last five years as one of the 10 Most Innovative universities in the United States by U.S. News & World Report, Purdue delivers world-changing research and out-of-this-world discovery. Committed to hands-on and online, real-world learning, Purdue offers a transformative education to all. Committed to affordability and accessibility, Purdue has frozen tuition and most fees at 2012-13 levels, enabling more students than ever to graduate debt-free. See how Purdue never stops in the persistent pursuit of the next giant leap at https://purdue.edu/.

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Homecoming: Sibel Selcuk Appointed EVP of Heritage Research Group

Posted on by Joe Ball

On January 16, 2023, Sibel Selcuk assumed the role of Executive Vice President of Heritage Research Group (HRG), returning to lead a segment of the same organization where she began her career 16 years ago. A home-grown expert, we are delighted to bring Sibel’s deep technical expertise, knowledge of the industry, and talent for people-first leadership back to Heritage Research Group in this new role. “Sibel exemplifies all of the reasons we bet on people and is a natural choice to lead this dynamic group,” said Amy Schumacher, CEO of The Heritage Group.

After earning her chemistry PhD at Louisiana State University, Sibel began her career at HRG as a research chemist and most recently served as Vice President, Global Research and Development and Strategy at Monument Chemical, an operating company of THG. Sibel found a moment to reflect on her time with Monument and how it feels to move into the next chapter of her career. What follows is a brief, modified Q&A she gave as she transitioned from her role with Monument Chemical.

How does it feel to leave Monument and begin your new job leading HRG?
I’m very excited, but it’s also bittersweet. When I joined Monument, I did not envision ever leaving or that I would someday return to HRG. I came to Monument tasked with building a new global R&D organization to boost our collaborative, cross-functional opportunities and enhance our abilities to fuel Monument’s growth. Two years ago, I was asked to be responsible for defining our strategy and identifying our growth levers, and that work was also very exciting to me. I loved my job and the people I got to work with. Monument and HRG will always feel like family to me, and I have this new opportunity because of how much you taught me, helped me grow as a leader, and prepared me for this next step. I look forward to always being part of the Monument and HRG family — you’re stuck with me!

What excites you most about what lies ahead for you with HRG?
It’s very exciting and an honor to return to lead the group I “grew up in.” It’s also humbling, because HRG is such an important part of The Heritage Group’s history going all the way back to Amy’s grandfather, Fred Fehsenfeld Sr., who interviewed me for my first job and became one of my mentors. He understood, as Fred Fehsenfeld Jr. and Amy do, how important R&D and innovation are to The Heritage Group’s future. I’m also very much looking forward to partnering with fellow members of the Heritage Leadership Council to seek future opportunities for HRG and the operating companies to collaborate.

Is your career heading down a path you envisioned, or has it surprised you?
When I was finishing my PhD almost 20 years ago, I pictured myself working as a chemistry professor in Turkey, not as an industry executive in Indiana. In fact, I had two teaching jobs waiting for me in Turkey when I graduated. But I listened to a professor who was advising me when he suggested I look into industry, and here I am. Turns out, it was very good advice.

Speaking of advice, what career advice do you most often share?
My number-one piece of career advice is to not fear change. Change is challenging and can be difficult to manage, but it keeps us moving forward and open to new opportunities. I’ve made some big changes in my life, beginning with leaving Turkey and my family to come to the United States to continue my education. Leaving HRG to join Monument was another big change, and I remember feeling nervous when I started. But I am very grateful I didn’t let uncertainties stop me then or keep me from taking this next step in my path.

As an organization, The Heritage Group is delighted to welcome Sibel back to our HRG team. HRG has played a unique role in the longevity and success of The Heritage Group, helping us innovate and tackle tough problems. As a versatile and experienced leader, Sibel embodies our Heritage values with a forward-thinking approach to innovation and research. In the months ahead, she’ll be working with colleagues new and old to talk, connect, share ideas and work together to build the future of Heritage Research Group.

HAHDhAHSDHAHS

A Quick Reflection On United For Service

Posted on by Joe Ball

Coinciding with The Heritage Group’s 92nd anniversary as a company, our inaugural United for Service event was held on Thursday, November 17, 2022. Volunteers from around the Heritage Group of companies and centered in dozens of locations across the country came together, united in generous spirit, to serve the communities in which we live and work. With a focus on addressing food scarcity and insecurity, and in partnership with the United Way, volunteers hosted food drives, assembled food kits, sorted and packaged food donations, and served residents of community shelters. We are so grateful for this opportunity and are proud to celebrate the 1,211 volunteer hours. 

What is United for Service?

United for Service is your opportunity to volunteer side-by-side with your Heritage family to meet a need in your community — putting food on families’ tables. This experience is all about building a sense of community among our Heritage family while also giving back in a meaningful way to the communities where we live and work.

United for Service originated with the Fehsenfeld family as a way for the whole group to get together and bond while giving back to the community.

Why focus on food insecurity?

The need for food is key to our existence. And the enjoyment of food is a part of our culture. Families bond over dinner, co-workers chat over lunch. But for some, putting food on the table is a struggle.

According to the USDA, more than 38 million people, including 12 million children, in the United States are food insecure. In fact, every community in the United States is home to families who face hunger. But rural communities — where many struggle with limited job opportunities and lack of transportation options to reach grocery stores or food pantries — are especially hard hit by hunger.