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Joe Allman led a financial streamlining that reduced the company’s number of airlines from three to one and its aircraft types from three to one.

Chris Dunkerley’s work for TriMedx perfectly aligns with one of his passions: making health care organizations more efficient.

As a result of Daniel Murphy’s work, Shiel Sexton now has 300 employee-owners instead of 14 and is positioned to remain locally owned for the next 50 years.

Patrick Shannon not only guided Allegion’s spinoff in December 2013 from Ingersoll Rand, but he has has since led the company through 20 acquisitions and major investments, growing its market value from $4 billion to more than $11 billion.

Since arriving in 2014, Kristina Cerniglia has transformed Hillenbrand Inc.’s finance and IT organizations, making them strategic partners in the company’s growth.

John Macke joined Merchants in 2017 at a critical time for the company; it was preparing for its $115 million initial public offering—a process he’d been through before.

Angie Clark, the CFO for Indy Parks, has kept such a sharp eye on expenses while also looking for ways to enhance revenue and service delivery that the agency was certified in 2017 by the Commission for Accreditation of Parks and Recreation Agencies, recognition the it had gone without for 10 years.

Indiana Sports Corp. started 40 years ago as the first sports commission of its kind in the country, and Brad Bowman has been there almost half that time.

Corrie Conner has helped guide The Mind Trust from a team of three with a $1 million budget to a staff of 19 with a $16 million budget.

All of Indiana University’s schools, campuses and major administrative units formally report to both their unit leader, or dean, and to John Sejdinaj.

During Gregory Ginder’s tenure as Marian University’s top financial executive, the school’s annual budget has grown from $7 million to more than $100 million and its endowment from about $15 million to more than $60 million.

Thanks to Michael Shreves’ guidance, Lawrence Township schools were able to raise teacher pay while at the same time increasing their rainy day fund 10% and reducing spending on contract services 20%.