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Women-owned businesses are a highly visible aspect of the American economy. But how many people know that women own at least 50 percent of 10.6 million firms in the United States? Or that those firms employ 19.1 million people and generate $2.5 trillion in sales?
Closer to home, the Center for Women’s Business Research says there are currently about 227,841 privately-held Missouri firms in which women own at least a 50 percent stake. Those companies employ 518,000 people, and account for $58 billion in sales.
Sharon G. Hadary, executive director of the center, says existing women-owned businesses are a shining bright spot in the nation’s economy. “Women-owned businesses are growing at twice the rate of men-owned,” she says. “If you look at the most recent report at the national level, the number of women-owned businesses grew by 17 percent from 1997 to 2004. But employment at women-owned businesses grew by 24 percent, and revenues grew by 39 percent. These businesses are becoming larger, they’re becoming more substantial, and they’re making a bigger contribution to the economy.”
Hadary, whose Washington-based center has been tracking numbers since 1992, says much of the momentum comes from better access to capital. “What we’ve seen between 1992 and 2004 is the opening up of the capital market to women, both credit and equity, but particularly credit. In the early days, women were (66 percent) more likely to be using credit cards as a source of credit. We’ve seen a tremendous change.”
To overcome the credit hurdle, there had to be an educational process on both sides of the fence. Hadary says women had to become more sophisticated in their pursuit of credit, and lending institutions had to learn that women-owned businesses were a good risk.
“We had to have access to networks,” Hadary says. “You need to be visible in those networks that make the (credit) referrals. We surveyed institutional investors, and they talk about trusted advisors. Increasingly, women are getting into these networks.”
Perhaps even more important than credit is the access to markets. State and federal supplier
programs have helped, but Hadary says the real benefit comes from supplier diversity within corporations. “That holds a much greater potential than the government,” she says. “The government buys a very limited number of things. But if you look at corporations, they buy everything. I was talking to a person at Frito-Lay who said he was looking for a women-owned potato farm.”
None of the women on this month’s cover are potato farmers, but all five are outstanding business owners who helped create the exciting growth Hadary has seen in the last 12 years. Although each of these leaders—Maxine Clark, Laurna Godwin, Tracy Hart, Patricia Whitaker and Brenda Newberry—have backgrounds as varied as the businesses they own, common themes emerge when they discuss their successes:
PREPARATION. Whether it was years of formal education, a successful career in another industry, or simply asking questions along the way, all five were able to prepare themselves for the incredibly complex skills needed to run a business. Newberry, for example, started by driving a forklift in the U.S. Air Force, while at the same time attending college in Spain. She eventually rose to vice president at MasterCard—sometimes working 18 hour days—before going out on her own.
INITIATIVE. At some point, each of our success stories had to make the decision to simply “go for it.” Maybe they left a salaried job, or turned down a juicy promotion. Or maybe they were between jobs, and decided not to seek a steady paycheck. But no matter how you look at it, they had to take the plunge...with absolutely no guarantees of success. Godwin left behind a 17-year career in broadcast journalism...and never looked back.
PERSEVERANCE. They say nothing in life is easy, but starting their businesses required extraordinary amounts of hard work. Without exception, these women put everything they had into their fledgling businesses, working grueling hours for large periods of time—
initially with little or no compensation.
MAINTENANCE. When success finally came, none of our women rested. Even after 30 years, Whitaker continues to push for more growth at Arcturis. Just last year she added 18 employees, with no plans to stop.
There are other commonalities, of course. Everybody we talked to volunteered extraordinary amounts of time to outside organizations and boards. And, not surprisingly, all of them bristled at the suggestion that their successes meant any more or less because they are women.
As Clark says, “I don’t believe the qualities it takes to be successful are gender-based. Go with your strengths, do what you love to do, and enjoy the journey.”
—Bob Schaper, managing editor
TRACY HART
Building on a Legacy
by Glen Sparks
Try getting a job in the general contracting business, Robert Elsperman said to his daughter, Tracy, after she graduated from college. The hours might be long, but the work is rewarding.
Tracy Hart
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As the head of the Tarlton Corp., Elsperman didn’t need any crib notes to discuss the ins and outs of general contracting. His was one of the most successful general contracting and construction management companies in the area, after all, doing about $86 million in annual business. Plus, he was a second generation builder—his father Arthur Elsperman, founded Tarlton in 1946.
So, Tracy Elsperman Hart took her father’s advice and accepted a job with a general contractor in Chicago. “I just didn’t want to stay in St. Louis at the time,” she says. “I wanted to live somewhere else for awhile.”
For the next five years, she put her English and communications degrees from the University of Michigan to work, doing marketing and advertising for a $500-million-per-year contracting business.
“It was my first job and I was so excited in Chicago,” Hart, 42, says. “This is such a dynamic business and I wanted to know everything about it. I’d ask to go to conferences and seminars, even if they really didn’t have anything to do with marketing. I just wanted to learn more.”
This philosophy was key to her early success: ask questions, volunteer, ask more questions—and then volunteer even more. Networking is also important, she says. Because she wrote and edited the company newsletter, Hart met a variety of people in the construction field. She tried to remember everything and everyone.
Hart enjoyed her work in Chicago, but then she and her husband, Geoff, decided to return to St. Louis. Back home, Hart
started working for Tarlton as a project engineer in 1990.
Now, she is perfectly comfortable in her role as president of the family business. She supervises about 200 employees, including office and construction workers. Tarlton’s list of recent projects is impressive, starting with the Charles F. Knight Executive Education Center at Washington University. The company has also completed two contracts at the St. Louis Zoo (the Fragile Forest, and the Penguin and Puffin Coast); renovated the Muny Theatre in Forest Park; and created the Backdoor Magic area at The Magic House in Kirkwood.
“You’re always building something different, so the challenges are never the same,” Hart says.
One thing that helps, she says, is knowing your team well. “It’s not a huge company, so you know everyone’s name,” Hart said. “You also know everyone’s qualifications and skills. To me, it gives you a little better control over each project.”
As president, some of Hart’s responsibilities include business development, personnel management and, of course, finances. She does a fair amount of traveling, attends an absurd number of meetings and likes to visit job sites. Her two sons, Brendan, 8, and Dylan, 6, also like to see what mommy and Tarlton are up to these days.
“I point out some of the projects that we’re doing,” Hart said. “They think the stuff at the zoo is pretty neat.”
Ask her about being a female business executive and Hart doesn’t seem to think much about it. She thinks more about deadlines, schedules and client relations. “(At talks), I focus more on the similarities between male and female executives,” Hart says. “It really is still the same role. You still need to get results.”
She tells young people to ask for opportunities. “Do not be afraid,” Hart says. “It’s like the Little Engine That Could—I think I can, I think I can.”
Determined to run your own company? Interested in being Donald Trump’s next apprentice? If so, Hart says to be enthusiastic: “Your attitude gets you everywhere.”
Hart credits her dad, now the chairman of Tarlton, for much of her business acumen and confidence. Robert Elsperman didn’t pressure his daughter to get into the family business, but he did encourage her—along with peppering her with plenty of questions. “He would say, ‘How should we do this?’” Hart remembers. “That gives you the opportunity to succeed and to learn.”
Hart is active in professional organizations, such as the St. Louis chapter of the Associated General Contractors, and she also serves on the RCGA board of directors. She and several of her Tarlton co-workers are active in Build Up, an outreach program that teaches students about math, science and the construction industry. The program culminates with a field trip to one of the Tarlton job sites.
Away from the job sites and the deadlines and the busy buzz of construction, Hart likes to spend time with her family. Being president of Tarlton, Hart rarely is away from family. Her brother, Dirk Elsperman, for example, serves as COO and executive vice president.
“I really think of it that I have two families,” she says. “There’s my family at home and my family at (company headquarters) 5500 West Park Ave.”
LAURNA GODWIN
Making a Difference
by Debra Solomon Baker
Settle in St. Louis. Get married. Own a business.
Laurna Godwin, co-founder of Vector Communications Corp. (VCC), never would have predicted any of it.
Laurna Godwin
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Godwin relocated to St. Louis from New York City in 1987 to work for KETC-TV (Channel 9), where she hosted and produced “Postscript,” a weekly minority affairs program. She later worked as a talk show host, news reporter, and weekend news anchor at KPLR-TV (Channel 11). With 17 years of broadcast journalism experience, three Emmy awards in her pocket, and a strong desire to become a network reporter, Godwin seemed to have a clear direction.
But then the path became murky. The death of a close friend caused Godwin to reflect on life’s brevity and to reconsider her future. She married a St. Louis businessman, Sam Hutchinson, and though she considered leaving town and having a commuter marriage, she opted against it. Then, saying she was tired of negative reporting and wanting a new direction, she left journalism.
What she really wanted, it turned out, was to use her communication skills to make a significant difference in her community.
After a brief hiatus from work altogether, Godwin started a media relations and production firm. It was during that time she met Jessica Perkins, who had left the corporate world to pursue a doctorate in public policy and to form her own consulting firm. They joined hands on the “Listening Tour,” a public engagement project for St. Louis Community College and the U.S. Environmental Protection Agency. Their task was to engage the public in finding grassroots solutions to environmental issues.
Following this highly successful project, they amassed hundreds of thousands of dollars worth of work. They were ready to merge their companies and form what, for Godwin, seemed almost like a marriage.
But selling “intellectual capital,” as Godwin calls it, was not attractive to lending agents. So, they reached into their own wallets to fund VCC, a public engagement firm.
That was six years ago, and Godwin, 45, clearly remembers the early challenges.
“As a reporter, I had a deadline to meet every day, and then it was over,” Godwin says. “When it’s your own business, it’s 24-7. You’re worried about getting new business, about satisfying clients, and about cash flow. Because it was just the two of us, we had to do everything. These were very, very long hours.”
If her friends had suggested that someday she would be a business owner, Godwin says she would have laughed at them. But now that it’s happened, she has some advice for women interested in undertaking this kind of challenge.
“If you get a good educational foundation, then you can take advantage of any opportunity,” she says.
It also helps to have the encouragement of those closest to you, and for Godwin that support came from her husband. “He always told me, ‘you have a lot of talent. Put it to whatever use you see fit,” she says.
She and Perkins have put their complementary skills and collective talents to much good use indeed. At VCC, they focus on building community and organizational capacity by engaging the public in dialogue and decision making. They also provide media relations and video production services. Godwin describes this as a new twist on an old idea. She had long ago learned the value of educating and empowering the public. It was, after all, what had prompted her to first consider journalism as a career.
“I wanted to educate people to make informed decisions when they went into the voting booth,” she says.
VCC currently has a staff of six women, all minorities, though Godwin says the make up is not “by design.” Together, they serve about 10 clients and are involved with a wide range of notable community projects, including Metrolink, the charter school called Confluence Academy, Faith Beyond Walls, and the St. Louis Rams Diversity Awareness Partnership.
Their recent project for the Missouri Department of Transportation (MODOT) is a testament to their success. VCC has worked with communities in North County for four years to engage them in conversation surrounding the MODOT plan to upgrade Route 367. Despite initial public skepticism, Godwin is thrilled to report they have reached informed consent.
“You have to let people know what you are thinking and be up front with them,” she says. “If you make the process transparent and accessible, so that they can get involved in it, then that makes all the difference in the world.”
Godwin says her main hobby is volunteering. She was recently recognized for her community leadership as one of the 10 Women of Achievement for 2004. She serves on several boards, including the St. Louis Regional Chamber and Growth Association, Blackburn College, and the United Way. She is also active in the Girl Scouts Council and, this year, co-chaired the Forest Park Forever Hat Luncheon.
When she looks into the future, she envisions exciting possibilities for the business that she and Perkins have so carefully nurtured. They hope, ultimately, to branch out to other cities to teach the process used at VCC.
But Godwin is quite proud of what she has accomplished so far. “The beautiful part about my business and my volunteer work is that it is all about making a difference in the community,” Godwin says. “Once I decided that St. Louis was going to be my home, I knew that I could not keep complaining about it. I had to get out and do something.”
BRENDA NEWBERRY
The Real Payoff
by Glen Sparks
The stoic, retired Navy man didn’t soft
sell anything to Brenda Newberry. “Let me
tell you something, ma’am,” he said to her at a forum in Washington, D.C. Getting into the government contracting business is tough, he said, and for Newberry, a black woman who had just started her own information technology company, it figured to be hard going.
Brenda Newberry
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“But he told me that I had the experience, the intelligence and the initiative to be successful if I just kept on working,” she remembers.
The old sailor could not have been more prophetic. Today, The Newberry Group provides information technology services to companies in seven states and the Middle Eastern nation of Bahrain. It specializes in cyber security, security audits and assessments, software development and systems integration.
Newberry founded her company in 1996 with a $1,000 personal investment, after a long career in the military and corporate sector. She grew up in Gary, Ind., a hardscrabble city outside Chicago, and attended Purdue University for two years before enlisting in the Air Force with her husband, Maurice, in 1973.
“He decided that would be a good way to pay for college,” Newberry says. “I said, ‘Well, if you‘re going to join, I‘m going to join, too.’ Fortunately, we were stationed at the same bases.”
In the Air Force, Newberry did a variety of jobs, from driving a forklift and a one-ton truck, to drug counseling, to operating a Univac 1050 computer. She also completed her undergraduate degree in business at the University of Maryland’s European campus during her tour at Torrejon Air Force Base in Spain. In 1978, the Air Force selected Newberry as one of 12 outstanding airmen from a pool of 570,000 candidates.
A year later, Newberry left the Air Force to take a job with McDonnell Douglas (now The Boeing Company) as a logistics engineer. She also completed her master’s degree in business management from Webster University. In 1984, she went to work for MasterCard in St. Louis.
The corporate world didn’t faze her. She managed a profit and loss center, and MasterCard promoted her to vice president. In that role, Newberry traveled on business trips from Santiago, Chile, to Brussels, Belgium. Her work days typically started at
7 a.m. and sometimes ended at 1 a.m.
Eventually, the company offered her a job in New York City. Instead, Newberry decided to start her own company in St. Louis. “I teasingly call it a midlife crisis,” says Newberry, 52. “Sometimes, you just reach a crossroads. I had been [at MasterCard] for 12 years and I wanted to do something different. Really, the higher you go up in a company, the fewer openings there are.”
Brenda and Maurice developed a five-year plan for their company. The couple wanted to create a nurturing environment for talented, enthusiastic workers. Today, The Newberry Group has more than 100 employees in offices at the St. Charles headquarters and in Kansas City, Jefferson City, Stroudsburg, Pa., and Washington, D.C. Maurice serves as COO.
Despite her success, Newberry says that no magic plan exists for building a profitable business. Hard work is the only answer if business goes bad. And whatever you do, she says, don’t buy into the myth about “being your own boss.”
Newberry clears up that nonsense fast.
“As a business owner, everyone is your boss,” she says. “The customer is your boss, the bank, the accountant. It’s absolutely not as independent as some people think. I have to do a good job. I’m responsible for a lot of lives.”
Perhaps it’s for that reason that she still gets up early. Her day starts around 4:30 a.m. when she and Maurice go on a brisk 5-mile run. She is in the office by 8 a.m.—that is, when she isn’t traveling on yet another business trip.
For Newberry, growing a business means more than just increasing the profit margins. The real payoff is when other local businesses benefit, too. “For every job that we create, that job helps create 2.5 more jobs in a community,” she says. “That makes you proud to be a business owner.”
Even with her hectic schedule, Newberry still has time to serve on several professional and civic organizations.
She is a member of
the RCGA’s Technology Gateway Council, the Advisory Committee for the Institute for Women’s Policy Research for the Status of Women in Missouri, and the
St. Louis Minority Business Council. She teaches network communications at Washington University in St. Louis. Newberry also serves on the boards of the National Association of Women Business Owners, the Missouri Small Business Development Statewide Advisory Board, the RCGA, St. Louis Enterprise Centers and United Services for the Handicap.
One of her concerns as a small business owner is that St. Louis does not do enough to support new companies. The future of the region depends on these companies, she says. “We need to help the small companies become mid-sized companies,” she says. “Those mid-sized companies need support to become the next large companies in St. Louis.”
PATRICIA WHITAKER
Designs on Success
by Sue Britt
Patricia Whitaker
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When she was a little girl in Dayton, Ohio, Pat Whitaker liked to put on plays, directing the neighborhood children to act for parents and friends. Now, more than 27 years after she opened Arcturis, her St. Louis-based architectural and interior design firm, Whitaker is a director again. But this time her focus is on growing the already-successful company.
Clearly, her strategies are working: 18 new employees have been hired since the beginning of the year—bringing her workforce to 72—and she’s nowhere close to stopping. As president and CEO, she spends most of her time strategizing —not like in the beginning. “I was the designer way back then,” Whitaker says.
“Way back then” means the 1970s, when she moved to St. Louis after studying liberal arts at Ohio State University. Whitaker took a job in the interior design department of Stix Baer & Fuller, doing residential design for two years. By then she was married with two children and wanted a more flexible schedule.
“So I started my own company,” she says.
In 1977 Whitaker rented an office in Clayton for $100 a month. “I didn't start it with any money,” she says. “I put furniture in it from my house.” Her first clients, Ruby and John Critzas, referred her to a doctor. “Then I got all these other doctors and dentists offices,” she remembers. “I worked with a lot of them up and down Ballas (Road). Not a lot of people were doing commercial design then.”
Whitaker, 59, says she prefers the functionality of commercial design over residential. For one thing, a doctor’s office can be finished. By contrast, she says, home design seems almost perpetual.
“We’re never finished with our homes,” Whitaker says.
The Wainwright State Office Building was a huge step in her successful climb. Arcturis (which was called Interior Space until 1999) was hired as a consultant to Team Four on the project. It was then she realized that larger projects offered more stability.
“That got us into big corporate work, which was our mainstay,” Whitaker says.
She landed Edward Jones 15 years ago, and as that company has grown, so has Arcturis. Now, interior design work is only part of what the firm offers. Their “Circle of Services” includes planning, architecture, interiors, technology and more.
Another bit of good timing was the federal antitrust case against Bell Telephone and Telegraph. When the company was ordered to divest its local phone network in 1984, a demand for new spaces was created. This provided even more steady business, and it was during this time Whitaker hired her first architect.
A superb salesperson by reputation, Whitaker began calling on larger clients—and landing them. Her client list now includes diverse companies such as Centene Corporation, Edward Jones Company, Engineered Support Systems, Enterprise Rent-A-Car, Forest Park Forever, GRG (Great Rivers Greenway), Herbert Hoover Boys and Girls Club, Nestlé Purina PetCare, Saint Louis Art Museum, Scottrade and many more.
“We grew 100 percent a year for a number of years,” she remembers.
Getting to know the client and their workplace is essential for good design, Whitaker says. When Energizer became an independent corporation, Arcturis was asked to create a new environment for the company. Everyone thought Energizer would be a fun, open, inspiring place to work, because of the Energizer Bunny, Whitaker says. But the space didn't reflect that.
“They were in a building that had little natural light and felt like a dungeon,” she says. “Their space did not reflect their culture.”
They wanted something more progressive, modern, fun and creative—and with Arcturis’ help, that’s exactly what they got.
Arcturis has won many awards over the years, including the Excellence in Masonry Award, the St. Louis Construction News Regional Excellence Award, the International Illumination Design Award, and many more. But Whitaker is most proud of the Best Places to Work Award from the St. Louis Business Journal—which her firm has won three times.
Small details make it a good place to work. The high ceilings of the former tobacco warehouse in downtown St. Louis, with its exposed beams and posts, make for a creative environment. “We allow our employees a lot of initiative,” Whitaker says.
Even after almost 30 years, Whitaker still finds getting to know the needs of her clients very interesting. “You have to understand their work to create the environment,” she says. “We’ve got to get inside their business a little bit. Everybody’s a little bit different, and you need to capture that somehow.”
MAXINE CLARK
A Beary Good Idea
by Christine Imbs
Maxine Clark knows what it’s like to love a teddy bear with all your heart. When she was 10 years old, her bear mysteriously disappeared from the back seat of the family car. “I’ve been looking for my teddy bear ever since,” she says.
Maxine Clark
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Now, at 55, Clark seems to have found her teddy bear—and a whole lot more. As “Chief Executive Bear” of Build-A-Bear Workshops, she’s created a place where kids can make their very own personalized stuffed animals. It’s a concept that has earned her a national and international reputation as an industry innovator.
“It’s something I just believe in,” she says. “I thought it would work and I went after it with a passion.”
That passion has made Build-A-Bear one of the largest privately held companies in St. Louis and has generated countless awards. In 1999, Ernst & Young named her Entrepreneur Of The Year in the Emerging Business Category. That same year, the St. Louis Small Business Monthly named her one of the Top Women Business Owners in the region. In 2001 the National Retail Federation named her Retail Innovator of the Year. And the list goes on.
“I think the main reason for our success is that Build-A-Bear was created with the imagination of children in mind all along,” she says. “And whenever you can get kids involved, it turns into fun.”
That fun also extends into the corporate office, or “Bearquarters” as it’s called. Employees have been known to zoom down the hallway on scooters, and dogs and kids are always welcome. Of course, there are stuffed bears everywhere, which is exactly the way Clark wants it.
“We try not to take things too seriously,” she says. “Our core belief is that people come to work to make a contribution. We want to make sure that we don't put anything in the way of that.”
One thing Clark does take seriously is lost teddy bears. So much so she’s got a system in place to help reunite kids with their lost pals. Each bear is given a birth certificate which records its bar code with its new owner’s contact information. There’s also a tag on every bear with the Bearquarters address. Clark says she never wants another child to spend an entire lifetime looking for a lost bear.
“Our ultimate plan is that we’ll become a national clearinghouse for lost teddy bears. We want to be able to return bears even if they’re not registered in our system by posting their pictures on a Web site,” she explains. “Then, if their owners aren’t found, we’ll clean them up and donate them to charity.”
With 30 years of experience in retail, Clark’s success with Build-A-Bear is not surprising. She worked for May Department Stores Co. for 25 years, where she created partnerships with Disney, American Greetings and Mattel. She was also the president of Payless Shoe Source for four years, building the retailer into the world’s No. 1 seller of licensed children’s footwear.
“I was lucky to have had a career with such an incredible retailer as May Company. I learned so much there,” she says. “Of course, my most successful times as a business person are when I can think like a kid, no holds barred.”
It was kid-thinking that originally inspired Clark to create Build-A-Bear. She had left Payless to research business ideas for herself. One day she and her 10-year-old best friend and neighbor, Katie, were shopping for Beanie Babies with no luck. Katie’s solution became the very basis for Clark’s business venture.
“We’d gone to several stores and they were sold out,” she explains. “Katie was frustrated and finally said, ‘Why don’t we just make them ourselves?’ Katie was right. We could make them.”
Eventually, Clark settled on the idea of teddy bears because of the universal appeal and timelessness of the toy. “We hit a warm, fuzzy spot with our guests. The teddy bear mixed with a fresh and unique concept is just what the customer was looking for,” she says.
Clark opened her first Build-A-Bear Workshop at the St. Louis Galleria in 1997, using $750,000 of her own savings. At the time, there were many who thought the idea wouldn’t work, but the store did as much volume in the initial six months as was projected for the first year. Later, Clark secured more than $11 million in venture capital financing, which she used to open additional stores.
Today, there are more than 152 Build-A-Bear Workshops in the United States, Canada, the United Kingdom, Japan and Denmark. Further international expansion is planned with stores opening later this year in France and South Korea. “Teddy bears are truly universal,” says Clark. “No matter where we go, we get the same great reception.”
When asked for her personal philosophy or secret to success, Clark replies, “I do believe that it takes a village to raise a bear. In order for anything to be successful it takes the work of many people.”
As for advice to women looking to start their own business, Clark says it’s important to spend enough time up front researching and learning as much as you can about whatever business you’re interested in.
“I don’t believe the qualities it takes to be successful are gender-based,” she adds. “Go with your strengths, do what you love to do, and enjoy the journey.”
- In 2001, women earned 57.3% of all Bachelor’s degrees in the U.S., 58.5% of all Master’s degrees, 44.9% of all doctorates, and 47.3% of all law degrees.1
- By 2012, women are projected to earn 56.7% of all advanced degrees in the U.S.2
- In 2002, women made up 46.5%
of the U.S. labor force and 50.5% of management and professional specialty positions.3
- By 2010, the number of women in the U.S. labor force will have increased by almost 10 million, a growth rate almost one-third higher than that for men.4
- In 2002, nearly one-half (46%) of all privately-held businesses in the U.S. were either 50%-owned or majority-owned by women, employing 18.1 million people and generating $2.3 trillion in sales. 5
1. National Center for Educational Statistics, Digest of Education, 2002.
2. NCES, 2002 (“advanced degrees” refers to Master’s First-Professional, and Doctoral degrees).
3. Bureau of Labor Statistics, Current Population Survey, Annual Averages, 2003
4. Howard J. Fullerton Jr. and Mitra Toosi, “Labor Force Projections to 2010: Steady Growth and Changing Composition,” Monthly Labor Review (November 2001):32.
5. Center for Women’s Business Research, “Completing the Picture Equally-Owned Firms in 2002” (April 2003).
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