Planning for my wedding this spring, I can honestly say that I found all of my vendors through personal referrals and recommendations. Our photographer shot my best friend’s wedding two years ago. Our caterer did a wonderful job at a family wedding last year. Our DJ grew up down the street from me. Sounds like common sense, doesn’t it? So why don’t people apply this same philosophy when they are looking for a new job?

As a recruiter, I can’t tell you how many times I’ve seen a resume in our general inbox from a candidate I have recently interviewed. These people have already taken the time to fill out our online application and do a personal phone interview with me, yet they are introducing themselves to our general email inbox. These same people will also fill out our online application from scratch multiple times. They think that every time they see a job that looks like a good match they have to log in, create a new profile, and enter all of their information all over again. Why don’t they just pick up the phone and ask me about the position? Why aren’t they leveraging the connection they’ve already made with me and my company? If I’m the one hiring for this position, great! If not, I can personally introduce them to the hiring official and offer a recommendation.  “Here’s a guy I interviewed last week. I think he’d be a great fit because…”  How is that not better than emailing us a piece of paper?

When beginning a job search, many people’s first instinct is to run to a job board. Why is that? Do they think job boards are easier or more effective than networking, or are they just afraid to pick up the phone and ask?  It works both ways. As a job seeker, would you be more excited about an online job posting with a company you’ve never heard of, or an opportunity to join a company where your friends have already worked and have loved? 

Why are so many people starting from scratch when it comes to landing a better job opportunity? Why not piggy back off of the experiences of your friends and colleagues who have already tested the waters? Ask them where the best places to work are, and who you should talk to about getting your foot in the door. Put yourself in the hiring mangers’ shoes. Who would they rather bring in for an interview? A piece of paper in a stack of un-screened resumes on their desk, or someone who comes highly recommended by another manager, co-worker, or friend? 

Do yourself a favor. Leverage your relationships when looking to advance your career. Don’t just send your resume to a bunch of places or fill out a bunch of online applications. Make it personal. People don’t hire pieces of paper, they hire other people. We have all been hiring managers at one time or another, whether it be hiring network engineers for your company, or hiring a gardener to take care of your lawn. Don’t expect your resume to do all the talking. Look to your contacts, people who already know you, and who think highly of you and your work. If you’re interested in getting into a company, find a personal connection. Whether it be through their favorite recruiter, someone who already works there, or even someone who knows someone there; it has got to be better than just forwarding your resume. 

Do you agree? What have you found to be the most successful ways to find a new job, or identify the right employee?

Julie Pentis, Recruiter

About Julie Pentis, CPC – IT Recruiter

Julie has been with Aureus Group since 2006 after graduating from Creighton University with a BSBA in Human Resources and Spanish. In 2010 Julie received her MBA from Bellevue University.  As a technical recruiter for the Information Systems team, she is responsible for sourcing, qualifying, and matching candidates with job opportunities in the Kansas City area. In 2007 Julie earned the designation of Certified Personnel Consultant and she recently served as Vice President of Membership for a local Toastmaster’s group and Co-Chair for HRAM’s Workforce Readiness Committee. Julie enjoys kayaking with her fiance Jake, taking their dog Jack for walks, and singing in her church choir.

I’d also like to share a little insight into our mission, values, and key success factors at the Aureus Group.

Our mission is to be the staffing provider and employer of choice by helping people and companies achieve their goals.

I’m excited about the optimistic views we continue to hear from our customers, candidates, and employees.

We wish you a prosperous and happy 2012.

Chris Carlson, Aureus Group Regional Manager, CPC

About the Author, Chris Carlson
Chris is an experienced executive in the staffing industry. She has extensive experience in developing and implementing operational analyses and programs and has assisted hundreds of firms streamline processes and upgrade the competencies of its workforce. Finding innovative ways to generate new business and build teams is her passion. She has developed and executed many successful strategic marketing plans. Chris began her career at Aureus Group, a full-service professional recruiting firm, in 1994 and currently serves as the regional manager of Aureus Group specializing in the Finance & Accounting, Systems and Executive search areas.

In addition, Chris is a Certified Professional Consultant, and has a Bachelor of Science in Business Administration and a Master’s of Business Administration from the University of Nebraska at Omaha.

Have you ever thought about one or even several of these as possible New Year’s resolutions? Let’s change it a little! Let’s write down what you want to accomplish by when.

It is that simple! Be true to yourself and know what you can and will accomplish. Planning is great and half the battle, but execution is key to accomplishing your 2012 goals/resolutions! Set S.M.A.R.T. goals.

S = Specific
M = Measurable
A = Achievable
R = Relevant
T = Time-bound

What goal have you attempted every year but have not yet achieved? Does it need to be revised? Can it even be achieved?

Be true to yourself, plan, and execute – it is just that easy.

Happy New Year!

Nuria Archer, Sales Manager, CPC

About the Author, Nuria Archer
Núria Archer has been with Aureus Group since 2003 and has more than fifteen years of business experience, including a prior career in the accounting field at an international organization, having worked in Spain and the UK. Núria holds a degree in hotel business and tourism from the University of Girona in Spain, where she is originally from.  During her tenure with Aureus Group Núria has received accolades earning recognition as a top performer, “Presidents Club” awardee, Employee of the Quarter, promotion from Account Manager to Sales Manager and most recently transitioned to the Executive Search team. Núria has also earned designation as a Certified Personnel Consultant.

Our lives tend to get so hectic, particularly during this time of year. Sitting there, watching “It’s a Wonderful Life” with my husband, I was reminded of how important it is to take a step back and reflect on all that’s happened in my life during the past 12 months. From a work standpoint, this is a great time of year for self-reflection and assessment. What goals did I set for myself at the start of 2011? Did I achieve all of these specific goals? If the answer is “no,” what seemed to stand in my way? 

Every single one of us faces work related challenges during the course of the year. Instead of using those challenges as an excuse for why we weren’t successful in achieving all that we’d set out to accomplish this year, take the time to examine the challenge(s). Ask yourself how you could have potentially overcome the obstacle. Reach out to a trusted mentor and ask for their insights on different ways to break through the perceived “road block.”

Sometimes we are so wrapped up in a particular situation that it’s challenging for us to take a step back and accurately access the circumstances. Reaching out to someone you trust who has an objective view of the situation can offer some incredibly valuable insights. These insights can then be used as you move forward in 2012, set new goals, and face new challenges in the workplace.

Finally, through this reflection process, consider how you’ve impacted other people’s lives this past year. This can be on many different levels. Consider the relationships you have with co-workers. Examine your relationships with clients/customers/vendors. How would you categorize these relationships? Did these different relationships experience any “hiccups” in 2011? Consider not only how you perceive these relationships, but how the other parties would describe working with you. How can you strengthen these relationships in 2012?

Wishing you all a wonderful and safe holiday season! Cheers to fostering a productive and fulfilling workplace for all of us in 2012!

Stephanie Miller, CPC, Aureus Group Senior Account Manager

About the Author Stephanie Miller
Stephanie Miller has worked for Aureus Group for five years. As a senior account manager within the Finance and Accounting division, Stephanie partners with organizations throughout the state of Iowa and provides staffing solutions within the accounting, finance, and human resources departments. With a bachelor’s degree in communication studies fromNebraskaWesleyanUniversity, Stephanie is currently pursuing a master’s degree in negotiation and dispute resolution atCreightonUniversityand is a certified professional consultant.

Stephanie reports that two of the most rewarding aspects of her job is seeing how pleased the client is when she’s successful in identifying a professional who meets the level of experience/skills the company desires for a particular position and also helping a candidate make a successful career change. In her free time she enjoys spending time with her husband,Chad, and their two dogs, Benny and Olive. She also loves to travel, check out new restaurants, watch movies, run, attend sporting events and theatrical performances, and volunteer through theUnited Waya few times per month.

By now, as adults, we all realize that the axiom “actions speak louder than words” is absolutely true. But, we are more than adults; we are professionals who desire a path toward actualization in our career. We seek comfort in knowing our contributions add up to the greater whole of our organizations. So how do we get to this place? What will the road look like? Here is one option we all have at our disposal: Be ever thankful, and with ultimate sincerity, to everyone who impacts what you do in your organization.

Living thanks is hard to do at times. It challenges our patience and pride. Living thanks is about trusting, and giving up control. Living thanks is about collaboration and connection. Living thanks is also about building up political capital in your organization. Trust and appreciation of others will lead to them trusting and believing in you as well. Over time, if your teammates know that you appreciate their contributions, they will work harder for you. What’s better, this hard work will be driven by respect rather than fear. There will be a positive emotional connection to how everything adds up. Your team will want to make you look good, and will want to be part of the win because they know you absolutely care and appreciate what they are doing. 

What about those who don’t choose to get on this bus? They are the toxic element to your team and sometimes not as easy to spot as you would think. Based on conversations I have had with organizational leaders and managers in my five plus years in recruiting, I believe there is one common thread among these individuals. The “what about me?” factor that seems to be their mantra.  They think “me” over “team”, and suck themselves into the mire of negativity whenever their precious little world is upset.

Here is an unsettling fact. Nearly all of us are this person at times. It is what makes us imperfect human beings.  After all, we are hard-wired to look out for number one. The problem is that this attitude can be destructive to the team. Fortunately, there is also a drive and desire within each one of us to be part of something greater than ourselves. This is where you, as a leader in your organization, can have the greatest positive impact to your team. 

Never feed the negative appetite of those who are sucking the team dry of positivity. We need to starve them of their craving for you to sulk with them, and listen to their “woe is me” tales. Tell them that you will not listen to this kind of talk, and that this team requires the full attention to what is possible, not impossible. Tell them exactly how their actions are taking away from the team. You must be specific in these cases. But most importantly, show them through your actions how living thanks works. We do this by not giving up on these people. When we address the negative behavior, we must reinforce and be thankful for their positive contributions. Over time, we will see these people keep doing the things that get them genuine and sincere praise. Once the well of negativity has run dry, there will be a choice to make: run toward the door or the rest of the team. Not everyone can be healed, and some will simply leave your team and like a virus go infect a different company.

There is a myriad of variables that lead into what makes a great team. No matter how vigilant we are at chasing that perfect team harmony, there will always be opposition. Countless people have come to me wanting for a better job, and through my conversation with them it became evident that they were the problem and the reason they were talking to me, whether they knew it or not. Through proper background research we almost always corroborate our instinctive beliefs and find that these people are not our most placeable candidates.

Negativity has a way of clinging to a person’s personae for a long, long time. Take stock of who you are on your team. Ask bluntly of those you trust to tell you if you are part of the team, or part of the problem. If you find out you are on the wrong side, there is still hope. Look around and note all that is positive, and be thankful for it. Really take notice of those who support the work you do, and generously give thanks. When someone has an achievement, resist the temptation to be envious, and tell them how happy you are for them.  Over time, this sincere approach to giving thanks becomes living thanks, and it will fuel you and your team toward new heights.

Finally, this is a professional blog, and my thoughts are always geared toward you achieving greater results in your job, and in some cases, your job search. That being said, we give a lot to our careers, and sometimes our family can take a back seat in these pursuits. This attitude of living thanks has a much greater impact than simply how it advances one’s career. Those who are thankful are happier everywhere, not just at work. The ripple effect from that has a viral effect on everyone we interact with, and beyond.

Mahatma Ghandi truly captured it best by uttering perhaps his most famous quote. “Be the change you want to see in the world.”

I’d love to hear how you show your thankfulness? Happy Thanksgiving everyone!

Nate Elgert, Aureus Group Senior Account Manager

About Nate Elgert
Nate was born and raised in Lincoln, Neb., graduated from Lincoln East High School, and went on to The University of Missouri at Kansas City (UMKC) where he was a four year letter-winner on the men’s golf team earning a bachelor’s degree in communication in 1999. Nate took a winding road back to Lincoln that led through Phoenix, Des Moines, Chicago, back to Kansas City, and then finally Lincoln once again in 2005. Before coming to Aureus Group in 2006 as an account manager in the Lincoln Accounting and Finance office, Nate was a golf professional, an advertising rep, and a mortgage lender. Currently, Nate is a senior account manager. He enjoys playing basketball, golf, and time with his wife Angie, and daughters Sofia & Cecilia.

“I can’t stand my boss.”

“I HATE my job.”

These are very powerful statements that I hear on a regular basis from normal people all around the country.  These statements come from actuaries, bankers, food production professionals and sales people who are frustrated.  Normal, talented, hardworking people are humbled every day by confounding professional situations that affect them both inside and outside the normal work hours – these frustrations permeate their personal lives, affecting spouses, children and others in their wake. 

I’ll be honest, one of the many things that keeps me in this business is a recruiter’s ability to be a part of the solution for problems like these.  Unfortunately, however, no one (including a recruiter) can help a frustrated candidate until the frustrated candidate decides what they want to do with their lives.  Realizing that you are an unhappy employee is only part of the healing process.  Defining the ideal next step is just as critical or the embattled employee is doomed to continued unhappiness.

Deciding what you want to do with your career is MUCH harder than it appears on paper.  Today, there are several directions that almost any professional can take their career.  Within those directions there area several sub-directions that can allow someone to branch out and be a specialist.  Choosing the wrong path at any time in one’s career can mean the foregoing of future career progression, compensation or opportunity.  Choosing the right path can ensure a happy, productive professional career.  Changing jobs is a big deal.

If you could sculpt an ideal job opportunity what would it look like?  How would you interact with your boss and co-workers?  What would the office culture feel like?  What the heck would you do all day every day?  What would your salary be?  In a world of fairness and realism, visualize the professional scenario that would satisfy you the most.  When you begin your interview process, bring that wish list with you.  Screen companies as they screen you.  In each interview, rank the opportunity based on the criteria that you have outlined (just as a corporate recruiter would evaluate you in a job interview).  Map this out in a “T” chart for every interview and when the process is completed, my guess is that you will have made the strongest career decision of your life.

I would be very interested to learn what some of the people who read this blog list as their primary job considerations.  If you could carve out a top three list of things that are most important to you in a job search, what would they be?  Feel free to add comments below.  My criteria are as follows – 1) Am I working for an organization that is best positioned to help the candidates and companies that rely on me?  2) Am I working for an organization that is best positioned to help me realize my potential?  3) Am I working in a culture that is collaborative and rewarding?  What is important to you?

Jeff Kovar, Aureus Group Executive Recruiter

About the Author, Jeff Kovar
Jeff has been with the Aureus Group Executive team since September 2008 and in the recruiting business since April 2007. Prior to entering the recruiting world, he worked for five years in the corporate currency exchange business. He specializes in working with $100K+ candidates in the actuarial, financial, accounting, banking, and many other functional areas from coast to coast. Jeff enjoys golfing, watching Nebraska football, spending time with his wife Jenny, their son Connor, and jogging with their two labs, Freddy and Cali.

I’m honored to pass on my interpretation of Carla’s “pearls of wisdom”. 

You can’t do it alone. In order to reach your full potential you need advisors, mentors, sponsors, and team mates. 

• Advisors understand the dynamics and technical nature of your work. You take professional advice from these smarty pants and eventually you share a tid-bit with them.
• Mentors are people you share your personal good, bad, and ugly stories with. They will help you regain emotional intelligence.
• Sponsors sit at the table and go to bat for you when that promotion decision is being made. You share all the benefits and value you want to give with your sponsors so they have all the ammunition they need to pound a fist on the conference room table on your behalf when all the chips are down.

Be self-aware.  Ask your network about how you are perceived.  Listen and be open to change! This is how people deal with you.

Take risks. If you are under 35 you probably fear failure, so you stay in your comfort zone. If you are over 35, you may think it’s too late to reach your full potential because you are juggling a family, career, etc.  Who has time to live in the fear zone? Everyone should take a little risk now and then.

Be authentic. It’s impossible to build genuine relationships if you don’t bring the real you to the meeting. 

Carla’s wisdom aligns with all the leaders I admire including my Dad who said, “Surround yourself with people smarter than you are.” -Bruce Carlson

It’s that simple! 

Chris Carlson, Aureus Group Regional Manager, CPC

About Chris Carlson
Chris is an experienced executive in the staffing industry. She has extensive experience in developing and implementing operational analyses and programs and has assisted hundreds of firms streamline processes and upgrade the competencies of its workforce. Finding innovative ways to generate new business and build teams is her passion. She has developed and executed many successful strategic marketing plans. Chris began her career at Aureus Group, a full-service professional recruiting firm, in 1994 and currently serves as the regional manager of Aureus Group specializing in the Finance & Accounting, Systems and Executive search areas.

In addition, Chris is a Certified Professional Consultant, and has a Bachelor of Science in Business Administration and a Master’s of Business Administration from the University of Nebraska at Omaha.

Professionally, texting has totally changed the way we are partnering with our clients and candidates. And for me, this is where the love/hate relationship comes to play. As I mentioned, I love the convenience of being able to connect with a hiring manager or candidate via text when I know this is the only readily available avenue through which we can communicate during an otherwise hectic work day.

My concern is that we are gradually finding more and more ways to communicate less and less directly with one another. In previous blogs we’ve examined the importance of “knowing your audience” when determining the most appropriate communication avenue. Texting is quickly becoming the preferred method for communication when I consider the professionals I’m working with (more on the candidate side versus hiring managers), so regardless of my personal opinions about texting in the professional world, I realize I have to jump on the train, adapt, and evolve.

Still, there’s no replacement for having a “real time,” direct conversation. Having the opportunity to speak directly with a candidate over the phone provides me with so much valuable feedback. Those non-verbal cues that I love to examine when I’m communicating with someone in person or over the phone (yes, I was a communication studies major in college!) simply aren’t available in the texting world. As a professional who is working in the staffing industry, this is concerning. When I’m working with a candidate who never answers their phone and only responds to text messages, I worry about our ability to foster a successful partnership based on such a limited communication foundation.

Call me old-fashioned, but when it comes to one’s job search, I believe it’s important to engage in regular dialogue with those trusted professionals who are serving as a resource. Talking over the phone is more personal than sending text messages back and forth. These regular phone conversations help me really learn what a candidate’s key factors are in their quest for a new job opportunity. These conversations give me a sense of the type of work environment a candidate is going to be happy in, the type of management style this person responds best to — basically the “platform” for me to gather all the information I need to help match this professional with the best job opportunity and help my clients craft an offer that the candidate will be excited to accept!

Don’t get me wrong — texting is a great option and something that makes sense for us to use with clients and candidates. I do think it can be overused, however. Whenever an important discussion needs to happen, picking up the phone and having a direct conversation (or even better — meeting in person) is absolutely the best option! The chance of the message being misinterpreted is much greater if you decide to communicate via text. I know the effort of having to dial a phone number and speak directly to another human being might seem like too much work and a bit overwhelming (can you sense my sarcasm here?), but when it involves the future of your professional career, believe me, it’s worth the effort.

Stephanie Miller, Aureus Group Account Manager

About the Author Stephanie Miller
Stephanie Miller has worked for Aureus Group for five years.  As a senior account manager within the Finance and Accounting division, Stephanie partners with organizations throughout the state of Iowa and provides staffing solutions within the accounting, finance, and human resources departments. With a bachelor’s degree in communication studies from Nebraska Wesleyan University, Stephanie is currently pursuing a master’s degree in negotiation and dispute resolution at Creighton University and is a certified professional consultant.

Stephanie reports that two of the most rewarding aspects of her job is seeing how pleased the client is when she’s successful in identifying a professional who meets the level of experience/skills the company desires for a particular position and also helping a candidate make a successful career change. In her free time she enjoys spending time with her husband, Chad, and their two dogs, Benny and Olive. She also loves to travel, check out new restaurants, watch movies, run, attend sporting events and theatrical performances, and volunteer through the United Way a few times per month.

There are three major things you need to know about the entrepreneur to win in an interview.

1. They are not trying to build an empire; they simply hate working for “the man”.
One myth about entrepreneurs is that they want to conquer the world and build a vast, wildly profitable empire. People like Donald Trump or James Dyson might come to mind when we think of entrepreneurs. The reality is most business owners started their businesses for one reason, they hated their bosses. They want to earn a respectable living on their own terms. They don’t have the little muscle or synapse in their brain that says, “obey orders”. This is important when trying to understand their motivations.

Along the same lines as not building an empire, is the myth that profits and growth are the topics of choice for this person. “Big business” uses these terms. In reality, business owners are generally much more interested in cash flow and account balances. Obviously, making a profit is crucial, but a discussion focused on them might come across as pie-in-the-sky or hypothetical. Growth on the other hand can be a scary topic for the business owner. Growth means they might lose control over their business, the exact thing they were looking for when they started it.

Clearly, profits are key to the long-term success of the business, and shouldn’t be something you avoid talking about altogether in your interview. The key is to frame your conversation about these topics so that what you say will have a meaningful impact. 

2. They see no separation between themselves and their company.
You have to understand that their company is one of the most important things in their lives. They are looking for people who understand how unique their business is. You may be interviewing for a controller or CFO position, but if you focus on formal education and Big 4 experience, you might lose them. While these things are important and needed, focusing on that forces the entrepreneur to accept that their business can be understood by reading a textbook. This takes away the uniqueness of not only their business but of themselves.

Instead of focusing on your education and knowledge, or citing examples of technical accomplishments, convey that you understand how their business is unique, and ask about the chaos that they feel. When you know what the chaos is (you wouldn’t be there if there wasn’t any) you can cite your background simply and non-technically to build trust and show how you can reduce the chaos. They want the hamburger, but don’t care about what the butcher does to make it.

3. It’s their money.
When you’re interviewing with HR or a large corporation you will still discuss money, but in most cases, it’s not theirs. Sure, they have budget concerns, or might consider the impact hiring you may have on a bonus, but they are not pulling out their own checkbook. Like our friends in Washington demonstrate, it’s easy to spend money when it’s someone else’s. When you talk about compensation with a business owner, you need to keep this in mind, it’s their money, and it doesn’t matter how big the company might be.

You must be able to express your value, on a dollar-per-dollar basis. Directly explain in concise words how you will bring in or save X dollars. Do not be vague, abstract, or use complex financial examples. You might answer a salary question something like this; “Before we get into my comp plan, understand that I wouldn’t be looking for anything more than I can directly add or save the organization. How much time are you spending on…?”. Now, gain a clear understanding about the financial impact the owner expects the right person to create and move forward from there.

Thanks again for your time reading; I hope you find it useful in your current search. Keep in mind, these are just some thoughts on the subject and the most important part of interviewing is to be genuine in all cases. Next time we will take a closer look at human resources professionals and middle management.

About the Author, Travis Lupton
Travis, a Kansas City native, has 14 years of experience working in the banking and financial services industry where his roles have included Vice President of Operations and Director of Sales. Travis has worked for organizations with aggressive growth strategies in a “hands-on” role in talent acquisition and now uses this experience at Aureus Group as an Account Manager to help his clients procure well qualified finance and accounting talent in the Kansas City region.

In talking with hiring managers at these dynamic, market leading companies, they recognize that leaders have an “it” quality that must be “felt” rather than calculated. They realize that the makeup and proper execution of leadership has infinite variables. Even within these limitless possibilities are commonalities that all of their true leaders possess. One such denominator is the power of influence.

Okay, so this is not exactly stop the presses material. I will raise the stakes a bit, however, by stating that all leaders must have tremendous influence. With that, the task for organizations then becomes how to identify traits that eventually lead to having great influence. Most of us come into an organization with none, or very few of these traits. Influence is fluid and dynamic, just as leadership is. You can build influence through definable achievement, but it can only crest into new heights if something else co-exists with one’s accomplishments. Real influence, i,e., the power to impact  change and gather momentum behind you, comes from a simple and sincere trait that I believe all great leaders have: empathy.

Empathy is innate to an individual, but can be feigned by the disingenuous. That being said, sincerity in a truly empathetic person is consistent and unwavering over time. Empathy allows an individual to see both sides of a story, and make decisions that are crafted from the highest moral and ethical standards. Empathy is crucial to creating rapport, and establishing lasting and real relationships.

Look at it this way, when the ‘you know what’ hits the fan, you want your most empathetic person to re-build those washed away bridges. Within empathy is care and compassion, which are the foundational elements of kindness. What the most talented organizations are doing is identifying these traits very early on in an employee’s career, and tracking these individuals for bigger roles. There are clearly other factors in play when deciding who gets what opportunity, but only those who possess the critical leadership elements are to have the opportunity at all. 

I absolutely love working for clients who get this. There is nothing better in my job than getting to partner with a self-actualized client. In talking to the hiring managers, I always feel a genuine care and compassion for the job that I am doing for them. Now, they still demand excellence, and they should. But, they demand it in a way that you know they empathize with the process involved in what we do. I find myself working just a bit harder for these clients than others. I would imagine that the employees of this company likely feel the same way.

Nate Elgert, Aureus Group Senior Account Manager

About the Author Nate Elgert
Nate was born and raised in Lincoln, Neb., graduated from Lincoln East High School, and went on to The University of Missouri at Kansas City (UMKC) where he was a four year letter-winner on the men’s golf team earning a bachelor’s degree in communication in 1999. Nate took a winding road back to Lincoln that led through Phoenix, Des Moines, Chicago, back to Kansas City, and then finally Lincoln once again in 2005. Before coming to Aureus Group in 2006 as an account manager in the Lincoln Accounting and Finance office, Nate was a golf professional, an advertising rep, and a mortgage lender. Currently, Nate is a senior account manager. He enjoys playing basketball, golf, and time with his wife Angie, and daughters Sofia & Cecilia.