A Tennis Lesson in Crisis PR

A Tennis Lesson in Crisis PR


What we can learn about public relations in the latest blowup at the 2021 French Open

Tennis fanatics, like myself, have been excited to tune in to the early rounds of the French Open this week, the sport’s most prestigious tournament held on the slippery red clay surface. But even before the tournament started, dirt was being thrown off court when Naomi Osaka, the 2nd seed and arguably the most popular tennis player in the world, announced that she would not participate in the normally required post-match press conferences.

My interest was piqued with the combination of two of my life’s passions: tennis and media. I’m a big fan of Naomi and how she has used her epic platform to advocate for important issues despite being a self-described introvert. However, I also understood how post-match press conferences play a significant role in sharing the stories that come out of these tournaments to promote the sport. I quietly applauded Naomi for taking a stand for what she believed were outdated rules and went on scrolling my social media feed.

I cringed at what happened next. Criticism mounted from tennis media and tennis tournament directors alike. As the tournament began, all the leading professional tennis players were asked about Naomi’s decision in their own press conferences. The news transcended tennis media to reach general sports as well as PR/media outlets. Everyone was talking about how Naomi was selfish and entitled.

After Naomi won her first-round match and skipped her required press conference, she was fined $15,000. Then, the four major tennis tournaments all came together to threaten further action if Naomi continued to refuse to participate in the press conferences.

“We have advised Naomi Osaka that should she continue to ignore her media obligations during the tournament, she would be exposing herself to possible further Code of Conduct infringement consequences. As might be expected, repeat violations attract tougher sanctions including default from the tournament (Code of Conduct article III T.) and the trigger of a major offence investigation that could lead to more substantial fines and future Grand Slam suspensions (Code of Conduct article IV A.3.).”

At this point, Naomi’s goal to be able to focus solely on her tennis had blown up, and she surprised everyone by withdrawing from the tournament.

Revealing that she has been dealing with depression and mental illness for years, it seemed that everyone who had once criticized her was now offering their condolences, including the four major tennis tournaments who issued a new statement:

Ironically, the president of the French tennis federation read this statement at a press conference… and refused to answer any questions.

Collectively, while concerned for Naomi Osaka’s mental health, everyone seemed to agree that the events that had transpired were generally bad for tennis. The sport’s star player unable to play a major event citing debilitating mental illness. Tennis being branded as an “out of touch” sport that has too many rules. No one appeared to come out a winner.

As I was watching this all unfold, I couldn’t help myself from putting my crisis PR hat on. What could have been done to avoid this terrible situation? My response: a dose of empathy.

When a crisis is brewing, emotions are amplified and tensions mount. I could see this happening in real-time, especially when the four major tournaments came together to issue their original joint statement in an effort to protect the status quo. The whole thing came off incredibly defensive, and created a result that no one actually wanted.

Had the decision-makers for each of the major tournaments applied some empathy, they would have been able to answer the question of why they were dealing with this current situation and how their plan of attack was bound to backfire. Had they applied some empathy, they would have been able to determine a realistic roadmap to achievable goals that worked for everyone. Instead, what we saw was a public shaming of one of the sport’s most beloved players.

What I’m also saying here is that to avoid terrible crisis scenarios like this one, someone needs to be thinking about the big picture and needs to be able to think through all possible reactions to different scenarios. It’s easy to be reactive when dealing with a crisis, but if you spend the time to prepare for all scenarios when not facing a crisis, you will have a much clearer head and be able to consider all sides of an issue when developing a plan.

Next time you find yourself in a crisis, take a breath to apply some empathy. Ask why you are in this situation, put yourself in the other party’s shoes, and truly identify the root cause of the and go from there to find a reasonable solution. Or, plan ahead for a slew of crisis scenarios so that you will always be prepared to get the desired result.

As for Naomi, the ball’s no longer in her court. We’ll have to see what happens next, but tennis will not be the same without her. Get well soon, Naomi.

By Erica Fetherston, PR & Operations Manager at 10 to 1 Public Relations

10 to 1 Public Relations Wins National PR Industry Awards for Agency of the Year and Crisis Communications

10 to 1 Public Relations Wins National PR Industry Awards for Agency of the Year and Crisis Communications


The 2021 Bulldog PR Awards recognizes the most outstanding public relations campaigns and agencies

10 to 1 Public Relations, a strategic communications firm serving clients in varied industries such as healthcare, technology, transportation, finance, and more, announced it had been honored in this year’s Bulldog PR Awards. The 2021 Bulldog PR Awards recognizes both the most outstanding public relations and communications campaigns, and the most extraordinary individual and agency contributions to the industry. The Bulldog Awards are the only PR awards program judged exclusively by journalists.

10 to 1 PR was recognized with a Gold award in the Best Crisis Management category and a Silver award for Small Agency of the Year. 10 to 1 PR saw exceptional growth in the last two years, more than doubling its client list from 10 distinctive clients to more than 20. In addition to adding new clients, 10 to 1 PR is exceptional at retaining clients long term, working with several clients for more than 3 years and as long as 8 years. In 2020, despite challenges that all businesses faced with the coronavirus pandemic, 10 to 1 PR generated more than 5,000 verified news stories for its clients.

“Our team has been working so hard over the last year to help our clients plan for and meet their goals, whether we’ve needed to adapt our strategies or break into new markets; it’s rewarding to receive this kind of recognition for our efforts by one of our leading industry groups,” said Josh Weiss, founder and President at 10 to 1 Public Relations.

“I was very moved to judge this year’s entries due to the pandemic,” says Mary Ellen Walsh, award-winning journalist and Bulldog Awards judge. “Nearly every team had to readjust strategic planning to include a more compassionate look at the power of public relations on a deeper level.”

The full list of winners for the 2021 Bulldog PR Awards is available at https://bulldogawards.com/winners-circle/winners-pr-awards/. Sign up for the Bulldog Reporter newsletter at this link.

Laura Slawny of 10 to 1 PR Admitted to Global Leadership Academy

Laura Slawny of 10 to 1 PR Admitted to Global Leadership Academy


Nine-month Program Provides Participants with Access to a World-class, One-of-a-kind Educational Opportunity 

10 to 1 Public Relations, a strategic communications firm serving clients in varied industries such as healthcare, technology, transportation, finance, and more, has announced that Laura Slawny has been accepted into a leadership development program for emerging PR and marketing professionals in IPREX, a premier global communications network of independent, partner agencies with 1,220 staff and 110 offices worldwide.

Laura Slawny, 10 to 1 PR’s Director of Public Relations

Slawny, Director of Public Relations at 10 to 1 PR, is one of 18 members in the inaugural class of IPREX Academy, a nine-month program that exposes participants to top industry practitioners and seasoned agency principals from the Americas, Europe, and Asia-Pacific as they engage in international staff exchanges, a mentoring program and robust course modules that delve into subjects beyond marketing and communications, providing holistic business management skills. 

“IPREX Academy harnesses the expertise of both members and outside experts to build a unique professional development opportunity for agency professionals who have been recognized as emerging leaders,” said Alexandra Mayhew, IPREX Executive Director. “The seasoned professionals and independent agencies that make up IPREX represent some of the world’s foremost brands, so tapping into that experience is powerful and provides participants with diverse perspectives and learnings that have extremely relevant applications. We are thrilled to have Laura as part of our inaugural class.”

A former television reporter, news producer, and executive producer, Slawny is a gifted storyteller that has earned numerous awards including four regional Emmy awards and the prestigious Edward R. Murrow award. Most recently, Slawny worked as a publicist for another firm where she earned noteworthy local, regional, industry, and national coverage for clients’ media coverage and is excited to bring these talents to assist our clients. Slawny joined 10 to 1 PR in 2018 and was recently promoted to Director of Public Relations to oversee the company’s strategies and direction in serving clients across multiple industries and markets.  

“IPREX Academy has been an eye-opening experience for me, as over the last few years, I’ve learned to leverage my extensive journalism career to generate successful public relations campaigns and initiatives,” said Slawny. “I look forward to applying what I learn in the Academy to support 10 to 1 PR’s continued growth into new industries and markets.”

IPREX received applications from all over the map – from Washington State to New York, from Ireland to Tokyo – for its inaugural class and has tapped more than two dozen experts from different regions of the world to deliver the Academy’s curriculum.

In addition to the IPREX Academy course modules – which encompass business strategy, financial management, leadership skills, and sessions on the importance of diversity and cross-cultural communications – the program offers Academy members a dedicated session in IPREX’s annual Emerging Leaders Conference; a mentoring program; international staff exchange; a global group project; and virtual social meetups, which can range from coffee chats to happy hours depending on participant time zone.

Upon completion of the leadership program, participants will receive IPREX Academy accreditation. Mayhew added: “Dynamic learning opportunities such as this are increasingly valuable as communications and marketing professionals navigate a rapidly evolving and extremely competitive industry. We’re thrilled to launch this unique leadership development opportunity to help keep our members ahead of the competition.”

About 10 to 1 Public Relations

For nearly a decade 10 to 1 Public Relations (10 to 1 PR) has been offering public relations services that are targeted, compelling, and achieve our clients’ goals. 10 to 1 PR’s creative plans and messages are distinctive and memorable with original, highly relevant approaches to storytelling that break through the noise and grab the attention of media outlets and target audiences. 10 to 1 PR offers a variety of services including media relations, product launches, crisis communication management, awards submissions, trade show media, and more. Learn more about 10 to 1 PR’s extensive services and success stories at 10to1pr.com.

About IPREX

IPREX is a $420 million network of communication agencies, with 1,220 staff and 110 offices worldwide working across the spectrum of industry sectors and practice disciplines. For more information or to connect with an IPREX partner agency throughout the world, visit iprex.com

Planning for the PC (Post COVID) World

I find infrastructure planning related issues fascinating.  The complexity of it, and the requirement for long-term strategies to come up with solutions that not only solve today’s issues, but generational ones.  A local example would be road widening projects within your community or if a roundabout should replace a traffic light. 

An even bigger example is one I heard in the late 1990s about undeveloped countries and the issue of connecting villages.  Without phone access, people needed to travel to the next village and were often cutoff from the outside world. Not an easy task if vehicles are scarce.  Instead of building a physical telephone line infrastructure, the solution was to skip phone lines altogether and jump straight into a new technology using cell phones with towers replacing the need for telephone wires.

With thoughtful planning, solutions are available and achievable.  As 2020 thankfully comes to a close, I kind of feel like many businesses are staring at a similar opportunity as they look to the PC World. PC as in Post COVID. 

We’re finally seeing around the COVID corner. With the election in our rearview mirror and vaccine distribution starting, it’s easier than ever to see an ending of this unprecedented time.  Sure, we’re months away from people gathering together in mass, but the start of 2021 feels like the year when “the world re-opens.”  As we believe the finish line is in sight, it should also serve as a wake-up call to many businesses. They better start preparing for the PC world now or risk their business being too far behind their competitors to catch up.

We couldn’t predict COVID, which is why many businesses had trouble adjusting.  But knowing there’s the light at the end of the tunnel means we need to start thinking about new approaches now.  This need to plan mindset isn’t reserved solely for hibernating companies that purposely paused or struggled during the pandemic.  Companies that pivoted to existing COVID realities and found an opportunity to grow their business during this time, need to start preparing and positioning themselves for what’s next after the immediate fear of contracting COVID subsides.

COVID isn’t going away any time soon, even after vaccinations are commonplace.  Vaccines aren’t a cure. Caution and awareness of the importance or reducing risks will remain for years even as people will slowly start gathering in groups again and face-to-face interactions return.  We’re likely to see a mindset shift among the public beginning this Spring or summer. 

This provides an opportunity for companies who plan ahead for it.  Needs won’t change, but how we talk about them likely will.   We’re also likely to see businesses and institutions trying to return to their pre-COVID normal by fall.

Now is the time to plan, and to start establishing your company in the new marketplace. View Q1 and maybe part of Q2 as planning time and as an opportunity to reintroduce or reposition your company by utilizing a strong public relations strategy. Using this time to rebuild or grow your brand may prove vital because by  Q3 we’re going to start seeing some companies winning, and others falling too far behind to regain their previous market share.

Think about what is likely to occur once the vaccination levels reach 75% or herd immunity is established.  One simple example is that people will be anxious to explore and travel again, once confidence in public safety returns.  Travel destinations and attractions should be planning now how they plan to attract people. 

Companies also need to be wary and thoughtful of what’s going to happen next.  If asked what the first thing I’d want to do in a group post COVID would be, I’d say that I’m most excited to attend concerts again with thousands of other fans.  The challenge might not be getting me to go to a concert, but how many I’ll be willing to attend, financially.  I expect the 12-18 months after COVID there are going to be a glut of concerts worth attending as every band is anxious to get back on the road and generate revenue. The problem is that concert goers still have limited bank accounts, so fans are going to have to pick and choose, which is likely to result in a lot of lost ticket sales for bands who are used to sell-out crowds.

It’s going to be the same for businesses. Every competitor is going to be fighting for the same $100. It’s the businesses that have their strategy and plan in place that are most likely to win, while those starting to rebuild late find that all the key customers have already chosen their vendors, and that available cash has already been spent.

The lesson is that now’s the time for your company be planning for the Post COVID world.  Whether your company is just starting to rebuild after the stress of COVID, or your organization has thrived in this chaos, Q1 and Q2 are going to be pivotal in deciding which companies make it to 2022. 

Now’s the time to map out your destination and make sure your company is ready for arrival in the PC world.  

— written by Josh Weiss, President of 10 to 1 Public Relations

750 news stories in four days, and I wish not one was necessary

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On April 28, 2020 my PR firm signed a new client, Ambulnz, a national ambulance services provider at the time with 1,000 employees in 8 U.S. States and operations in the United Kingdom (they’ve grown rapidly this year expanding their services and geography that ultimately led to them going public, but that’s a success story for another time). I’d been chatting with them for a while, and normally I’d be very excited to get the contract signed. Instead, their reason to sign when they did brought back emotions and memories of the toughest work week of my life back in 2004.  Here’s why.

Incoming Crisis

You may remember when COVID-19 was first becoming a reality in the U.S., New York City was particularly hard hit making it the pandemic focal point of the nation.  Ambulnz had deployed more than 70 employees to New York City to be part of the company’s FEMA COVID-19 response to help New York City’s overwhelmed EMS and healthcare system. Those deployed had volunteered from its operations across the U.S. such as Los Angeles, Tennessee, and Colorado.

One of their deployed Colorado paramedics, Paul Cary, was in the hospital with COVID-19 contracted after transporting New York patients. Doctors said the prognosis looked grim. Expecting the worst, they knew they needed experienced PR guidance. They also needed someone to become the sole primary point of contact for media on behalf of the company, as well as the family, throughout the crisis if Paul did in fact succumb.  

Some quick background for those who don’t know: before launching 10 to 1 Public Relations, I worked in-house leading PR efforts for statewide and national EMS (emergency medical services) companies for several years. The first time I led media relations efforts for a Line of Duty Death (LODD) was in 2004 in the Phoenix area. That experience literally changed my professional career, teaching me the importance of controlling the flow of information and giving me the confidence that I could handle any crisis and that PR was truly my career calling.

So here I was again, 16-years later.  My team quickly engaged, working with the Ambulnz team we began preparing for the worst. Unfortunately, two days later, paramedic Paul Cary died from COVID-19 in a New York City hospital.

Facing Unique Challenges

Any LODD is horrible, but logistically this one was unique. Usually the community outpouring and media interest is limited to a single media market. Living and working in Colorado for more than 30 years, Cary’s Denver community was mourning. With his death occurring in New York City while he came to the City’s aid, New York City was equally mourning. New York City being the largest media market in the U.S. alone can be overwhelming to a media relations department during a crisis but now we were focused on two locations 1750 miles from one another.

Add on top of that, this marked the first death of a volunteer federal responder to New York’s COVID response effort, which created national media interest. National media, New York City media, and Denver-area media. All at the same time, from different time zones. Three because it wasn’t only Denver and New York, but media was also being coordinated from Arizona where my team is located. 

Another challenge: We had never actually met any member of the Ambulnz team before, only a few phone calls with two or three people, so we needed help identifying the right contacts within the organization to get whatever we might need.

The final challenge was we had to do everything remotely because of social distancing. Flying our team into one of the cities to assist on the ground just was not doable.  

In the end, over a 4-day period of 15+ hour days, I think that week was one of the most professionally and personally gratifying work experiences I can recall. 

Enacting the Crisis Public Relations Plan

Ultimately there were more than 750 news stories in four days. We coordinated interviews and worked with reporters from some of the country’s most recognized national media outlets like CBS This Morning, Good Morning America, CNN, Fox News, the New York Times, and the Washington Post. We coordinated interviews and worked with local print reporters and TV affiliates in New York City and Denver like the Denver Post, the New York Daily News, WABC, WNBC, Denver7 and KUSA. And we did so quickly and equally, regardless of the media outlet’s size so that every reporter felt like they got our full attention.

Developments that led to a lot of the media interest included public statements from the Governors of New York and Colorado, as well as the Mayors of Aurora, Denver, and New York City. The biggest surprise to me came from the Mayor of New York City when during a press conference surprised us all to say that a monument would be built in Paul’s honor recognizing his sacrifice and all the healthcare workers that came from out of state to help the city when it was needed most. 

The New York City Fire Department helped coordinate a massive funeral procession of emergency vehicles, only to have that effort matched in Denver with a 160-vehicle procession. Both the Newark and Denver Airports allowed bagpipes and full honors as the casket was loaded and unloaded from the plane, and both airports saluted the flight with water cannons as it taxied to and from the gate.

These efforts, and participation by other agencies and officials, made a huge impact on other first responders and healthcare workers as well. I’m proud that we had the opportunity to successfully help share it with the public through the media.  

Full Circle

My pride extends beyond our media efforts. We also coordinated all the public statements, employee outreach, coordinated with the family to generate and share their public statements, and also assisted with the planning of the public events as Paul’s body returned to Denver that Sunday night. 

To think of what was accomplished so quickly, I can’t help but think of how many people contributed to the efforts to share Paul’s story with so many. I’m overwhelmed with gratitude towards the many local PR pros that stepped up to help in Denver and New York since I couldn’t be there personally on the ground to do it myself. I cherish the kind notes from media folk and other agencies for how we performed, and for the quality of the communications we shared. 

Throughout this whole experience, there’s been one more emotional tie-in that has taken me back to my first LODD. The date Ambulnz called me to hire us and seek our help regarding the LODD was 16 years to the day of Tammy Mundell’s death, the first LODD I worked which solidified my career path. With that first experience in mind constantly through the week, I was able to lead my team with a solid plan and deliver the results our client was looking for.

Thank you to first responders

My team and I would like to thank our country’s first responders serving on the front lines of the coronavirus pandemic. We have immense gratitude for the work that you do every day to help those in need and keep our communities safe. Thanks to you and your families, from the bottom of our hearts.

Finally, I hope that my recap doesn’t come across as self-serving.  I actually wrote this nearly a year ago for myself, but never published it.  A year later, as we approach the last week of April and these solemn anniversaries, I keep thinking about how it impacted me personally so I thought it worthy of sharing, now.

Rest in peace, Paul Cary.  Rest in peace, Tammy Mundell. 

Worzalla To Host Virtual Hiring Events

Worzalla To Host Virtual Hiring Events


What: Worzalla Virtual Hiring Events
When: Tuesday, April 6, 10:00 a.m. and 5:00 p.m.; Thursday, April 8, 10:00 a.m. and 5:00 p.m.; Saturday, April 10, 11:00 a.m.
Why: Worzalla continues to grow amidst high demand for books of all kinds and needs to hire associates who can help the company meet this demand.
More information: worzalla.com/virtual-open-house

Stevens Point, Wisconsin (March 31, 2021)Worzalla, an employee-owned book printer specializing in printing high-quality children’s books, cookbooks, and hard-cover best sellers, announced a series of virtual open house events to educate jobseekers about numerous career opportunities at the company. Five virtual open house events are scheduled on April 6, 8, and 10, and each 45-minute event will feature a virtual tour of Worzalla’s 350,000 square foot facility, a review of open positions, and an opportunity to ask questions to a Worzalla hiring representative. 

“Over the last year, we’ve seen tremendous demand for printed books of all kinds as people have sought at-home education and entertainment during the coronavirus pandemic. The demand continues to keep pace and we need to hire additional associates to help us bring these books to life,” said Brianne Petruzalek, Vice President of Human Resources at Worzalla. “We invite anyone who may be interested in a career at Worzalla to join us for any of our virtual open house events in April.”

No registration is required to attend the virtual open house events. Those who wish to attend can simply click the link to join any event at worzalla.com/virtual-open-house. The schedule of virtual open house events is as follows: 

Tuesday, April 6th:

  • 10:00am-10:45am
  • 5:00pm-5:45pm

Thursday, April 8th:

  • 10:00am-10:45am
  • 5:00pm-5:45pm

Saturday, April 10th:

  • 11:00am-11:45am

Worzalla is currently hiring for a variety of positions on its manufacturing floor including entry-level production, skilled production, team leads, and more. Worzalla offers various shift options for scheduling, including traditional 8-hour shifts on 1st, 2nd, and 3rd shift as well as 12-hour shifts where associates work 4 days on then have 4 days off. Part time schedules are also available. No previous experience is required to apply for any position as Worzalla offers on-the-job training for new associates and in-house training for those who want to improve their skills and advance their careers. 

Worzalla offers its associates a wide array of benefits, such as expansive health coverage including 100% employer-paid dental and vision insurance, health insurance, HSA with employer contribution, and complimentary care at on-site health clinic. As an employee-owned company, associates are also eligible for the company’s employee stock ownership plan (ESOP) and profit-sharing bonuses.

Questions regarding careers at Worzalla can be directed to Liesl Sigourney at 715-254-3263. A full list of open positions, benefits information, and additional details are available at worzalla.com/careers.

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Media Contact – Erica Fetherston
10 to 1 Public Relations

Media Contact – Brianne Petruzalek
Worzalla
Vice President of Human Resources
715-254-9717


About Worzalla

Worzalla is an employee-owned printing company headquartered in Stevens Point, Wisconsin. Founded in 1892, Worzalla has over 125 years of experience in creating high-quality custom products for its customers. Worzalla specializes in the production of cookbooks, children’s and lifestyle books, and is dedicated to exceeding expectations for quality, service, and delivery. From small to large publishers, Worzalla is the printer the industry turns to for manufacturing high profile projects and award-winning books. With numerous industry awards for safety and workplace culture, Worzalla is consistently ranked as one of the top places to work in central Wisconsin.

The Worzalla Success Story



Phamatech Administers More Than 100,000 COVID-19 Tests

Phamatech Administers More Than 100,000 COVID-19 Tests


San Diego, CA (April 1, 2021)Phamatech Laboratory and Diagnostics, Inc. (Phamatech), is proud to announce it administered over 100,000 COVID-19 tests in the battle to help ordinary individuals and families navigate the pandemic. 

“Achieving 100,000 administered tests is a significant milestone for Phamatech and a tribute to our dedicated employees,” said Dr. Thomas Aucoin, Phamatech Vice President.  “Testing has been an important tool in reducing the spread of the virus and we’re very proud to have played a small role in helping keep individuals and families safe, particularly in our hometown community of San Diego.”

To meet the demand for PCR and antibody testing, Phamatech expanded its CLIA licensed laboratory and manufacturing capabilities to produce tests and analyze results at its state-of-the-art laboratory in San Diego. In July 2020, the company also developed policies and processes to coordinate and administer tests in their parking lot while keeping staff and the public safe. Then they expanded testing to the greater community with mobile unit testing services in partnership with private business and nonprofits working with San Diego County’s public health program, as well as in Nevada, Arizona and Texas.

“Testing will remain important in the coming months, even as the percentage of those vaccinated increases,” added Aucoin. “Some even predict there will be an increase in demand for testing, especially among travelers, as countries, airlines and cruise lines plan to make testing a key requirement even among vaccinated travelers.”  

Phamatech will continue to administer COVID-19 PCR tests at its San Diego laboratory and Las Vegas location seven days week and provide results in as little as eight hours. Online scheduling is available for PCR and antibody tests at Phamatech’s global headquarters located at 15175 Innovation Drive, San Diego, CA 92128.

A long-standing member of the San Diego community, Phamatech has been operating a high complexity CLIA laboratory since 2008 and has been manufacturing diagnostic products for over 25 years, including over 100 FDA approved tests. For more information about the COVID-19 testing services and online appointments, visit: www.phamatech.com

About Phamatech:

Founded in 1991 by a small group of dedicated scientists and business executives, Phamatech Laboratory & Diagnostics, Inc. is a U.S.A. based licensed laboratory and manufacturer and global provider of diagnostic products to better human lives. Phamatech is focused on innovation in drug and genetic testing at its licensed, accredited laboratory in San Diego, California. We provide customizable screening devices for Fertility, Toxicology, Infection, and Disease, as well as Pain Management testing and Pharmacogenetic testing, which identifies genetic variations that affect drug metabolism in the human body. For more information, visit www.phamatech.com

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Media Contact – Josh Weiss
10 to 1 Public Relations


About Phamatech

Founded in 1991 by a small group of dedicated scientists and business executives, Phamatech Laboratory & Diagnostics, Inc. is a U.S.A. based licensed laboratory and manufacturer and global provider of diagnostic products to better human lives. Phamatech is focused on innovation in drug and genetic testing at its licensed, accredited laboratory in San Diego, California. We provide customizable screening devices for Fertility, Toxicology, Infection, and Disease, as well as Pain Management testing and Pharmacogenetic testing, which identifies genetic variations that affect drug metabolism in the human body.

The Phamatech Success Story



Rosendin Welcomes Hank Brasch as Chief Administrative Officer and Executive Committee Member

Rosendin Welcomes Hank Brasch as Chief Administrative Officer and Executive Committee Member


Electrical contracting company also expands executive leadership team

San Jose, CA (March 22, 2021) – Rosendin, the nation’s largest employee-owned electrical contracting company, is pleased to announce Hank Brasch as its new Chief Administrative Officer (CAO) and Executive Committee member. Hank brings over two decades of construction industry experience focused on creating long-term strategic plans, managing risk, and building diverse teams.

As CAO, Hank will oversee several departments, including Enterprise Risk Management, Human Resources, Information Technology, and Security. He will also provide legal oversight of contracts, licensing, ethics and compliance, and corporate governance. 

“Hank brings a unique skill set as both a lawyer and a leader committed to the people side of the business. Hank is well-regarded in the industry for being fair and practical because he truly understands risk and sees the big picture, so we are thrilled he chose to join our team at Rosendin,” said Mike Greenawalt, CEO. “I am also impressed by Hank’s passion and experience developing and implementing company-wide strategies designed to continuously improve the employee experience, as it aligns with Rosendin’s core value around building people. The entire Executive team is excited to hear his ideas to develop our teams further.”  

Hank reports directly to Rosendin’s CEO, Mike Greenawalt, and joins Rosendin’s Executive Committee in their development of strategies for company priorities, including developing, implementing, and driving the company’s long-range planning. The executive committee will also expand to seven members, with the addition of Lorne Rundquist, Rosendin’s long-standing Chief Financial Officer (CFO). 

“I have been following Rosendin for many years and have always been impressed by their long-term view of business that is guided by strong ethics and a commitment to their talented staff,” said Hank Brasch, Rosendin CAO. “The last year has been especially noteworthy as Rosendin encouraged its teams to use innovative tools and practical solutions to protect all workers and keep projects moving forward during very challenging times. I am excited to contribute to Rosendin’s continued success and growth.”

Before joining Rosendin, Hank was Executive Vice President and Chief Legal Officer for Webcor Builders, where he held numerous responsibilities, including leading the corporate legal, insurance & risk management group, taking a hands-on approach to conflict resolution, and creating and implementing an ethics and compliance program.  Hank also served as Counsel at Bechtel Corporation and was an associate in the construction practice group at Thelen Reid & Priest, LLP. 

He is a member of the California Bar and the American Bar Association. In 2017 Hank was selected as Corporate Counsel of the Year by the San Francisco Business Times. He also gives back to the community, volunteering with the Stephen and Nancy Grand Family House and Back on My Feet nonprofits.

As the largest employee-owned electrical contractor in the United States, Rosendin’s services include design-build engineering, BIM services, special systems, and renewable energy. They work closely with the National Electrical Contractors Association (NECA) and the International Brotherhood of Electrical Workers (IBEW) to offer productive career paths for industry professionals across all skill levels, including opportunities for those who are new to the craft.

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Media Contact – Laura Slawny
10 to 1 Public Relations


About About Rosendin

Rosendin, headquartered in San Jose, is the largest employee-owned electrical contractor in the United States, employing over 7,000 people, with revenues upwards of $2 billion. Established in 1919, Rosendin remains proud of our more than 100 years of building quality electrical and communications installations and value for our clients but, most importantly, for building people within our community and our company. At Rosendin, we foster a culture of diversity, inclusion, and shared ownership.

The Rosendin Case Study



Unmasking 10 to 1 Employees: Mayra Vasquez

Unmasking 10 to 1 Employees: Mayra Vasquez


Mayra Vasquez – Public Relations Coordinator

I am a recent ASU graduate with degrees in English (Writing, Rhetoric, & Literacies) and Communication. I’ve always loved writing, but I knew I wanted a career in public relations because I’m invested in how a message is crafted and how audiences respond to the story told. I’m also a lover of horror movies, rock music, and Thai food.

But first, the company had to completely change its original focus.  Title Alliance started out as the Title Abstract Co. of Pennsylvania, which was founded in 1948.

What’s your favorite book?
The Humans, by Matt Haig

Best advice you’ve ever been given?
The right opportunity is waiting for you.

Your favorite magazine, publication, or outlet?
VICE or Vox – I love the interesting stories they report.

What’s one lesson you’ve learned from your time in Public Relations?
You can’t control everything and sometimes you’re going to have just work with what you have.

When you’re not at work…
I love going out with friends and family to discover amazing places in Arizona like scenic places in nature or the best local restaurants. I also have two little nephews who are my entire world and I love spending my time with them and watching them grow up.


A Lesson for Business During March Madness

A Lesson for Business During March Madness


It’s that time of year- The March Madness college basketball tournament.  If you’re not a college basketball fan, keep reading. Don’t worry, what I’m going to share should still make sense.

Like a lot of people, every year I complete a bracket of the participating teams to predict a winner. But, in truth, I barely pay attention to college basketball during the season.  So how do I choose which team I think will win?

Sometimes I favor teams from my hometown simply because I want to see them win, or the team representing the mid-major conference that my alma mater plays in.

Like most people, I usually just go with the teams I’m most familiar with, or the teams with higher rankings. 

Duke Basketball is the perfect example.  For the first time in decades, Duke did not make the tournament, but had they squeaked into the field of 64 my assumption is that a lot of casual basketball fans would have chosen them to make the Sweet 16. Simply off of name recognition, awareness of their team history, and out of respect for their well-known coach.  Their legacy matters- and people are willing to give them the benefit of the doubt even during a tough season. 

A lot of people choose a product or business the same way. 

There’s comfort in familiarity.  There’s confidence in a track record of success, even if the current task is something new.  Belief in individuals transfers to trust in an organization.

How does a business achieve this?  By playing the long game and promoting their successes along the way.  It’s not by announcing one big new contract, it’s by announcing a steady stream of contract wins over time.  It’s not by creating one single event, it’s by promoting numerous events throughout the year.

One good season or one good story isn’t going to earn long-term loyalty. It’s repetition of actions, over long periods of time, which ultimately breeds public confidence. It’s that awareness and reputation which will sustain a company even during a rough patch.

Finally, allow me to share one last off-topic story simply because it makes me smile every year around this time.  Probably a good 15 years ago or so, a friend of mine had a vasectomy.  He had to book it far in advance because he wanted the timing to coincide with the start of the basketball tournament.  Turns out he had to book early because a lot of guys have the same idea. They figure if they had to sit at home with a bag of frozen peas in their lap for a couple of days, they might as well do it while there were constant basketball games on TV!