“I think I was the only one that yelled out!”
When Angelique Ford learned she had become an employee-owner of The Parking Spot, she couldn’t contain her excitement.
Gathered with colleagues for a company announcement in late 2025, Angelique was stunned to learn that she — along with all 2,000 of the company’s employees — would receive ownership in the company. A year later, she still lights up when she talks about it.
Through a program called “The Owners Spot,” every employee received a financial stake in the company at no cost, along with benefits designed to support financial resilience, health and wellness, and mutual care and support.
For Angelique — a seven-year veteran of The Parking Spot and an Area Manager overseeing a team of 60 employees across the company’s Baltimore locations — ownership is about more than a financial stake. It’s about creating opportunities and helping employees see their own potential and plan for the future they want to build.
Angelique spoke with Ownership Works about what employee ownership means to her and how it’s helping raise the bar for her team.
Q. What was your reaction when you first learned about The Parking Spot’s employee ownership program? What were you thinking in that moment?
Angelique: I was so happy and ecstatic. Everybody that I saw that day, I told them, “You know I’m an owner?”
The reason it maybe hit so hard was because about 10 years ago, I had a restaurant. I was one of the owners of that restaurant, and it was the hardest thing I have ever done. I felt like a team of one. I was so overwhelmed, it only lasted two years.
So, when The Parking Spot announced the ownership program, it was a chance to be an owner again. But this time, I would be an owner surrounded by others that already exhibited ownership qualities. For my colleagues to care and have the same mindset as I do — that we drive the success of the business — was huge. My team was already taking ownership over their areas of focus, but now we could all see ourselves as owners of the whole thing.
At the restaurant, I felt like I didn’t have a crew with the same passion that I had. And now that was going to change. What popped in my mind instantly was, “My team is great.” So, to hear about the ownership program, I felt like I was handed a win. To actually have a company that says, “You have a vested interest. You’re an owner. You have shares in this company.”
“Before ‘The Owners Spot,’ my team was already acting like owners in their own right. Team members would point out things like broken lights and signs. They’d regularly flag landscaping and gate issues. I already knew that I had a crew who felt ownership over every part of the guest experience, from the moment they arrive until they return home.”
Q. As a former restaurant owner, you already knew what ownership meant. How did you explain ownership and make it “real” to people on your team who were newer to the concept?
Angelique: I have talked to my staff about the ownership program a lot. How they think and act like an owner, and what the financial reward will mean for them.
I shared that I am excited about how an ownership payment could help me have a more comfortable retirement. But I know my motivation might not be their motivation, so I had to tap into what’s important to them and show how the ownership program can help them get it. I asked them what they want, what they aspire to. What is their passion and what are their goals?
One team member said she was looking for a down payment on a house, and I said, “Now think about this: This could be your future down payment on your house.”
There were other team members that wanted to build their savings. So, I told them to think about it this way: If you can’t put aside additional funds, this opportunity could be the extra savings you are looking for, especially if you focus your effort, your commitment, everything you put in could come out in that payment.
Some say that they wish they had the payout now, but I told them to think of the ownership program like a 401(k). I don’t have access to my 401(k) right now, but I am still working hard and building it for the future payout.
Q. What was your team like before the rollout of “The Owners Spot”? How did they approach their work and customer service?
Angelique: Before “The Owners Spot,” my team was already acting like owners in their own right. Team members would point out things like broken lights and signs. They’d regularly flag landscaping and gate issues. I already knew that I had a crew who felt ownership over every part of the guest experience, from the moment they arrive until they return home.
They took pride in the lot functioning well and looking good for customers. They have always focused on customer service and making sure guests have an exceptional experience. That’s being an owner. They’re awesome when it comes to attention to detail.
“Once the team saw that their ideas could actually shape how we operate, they felt encouraged to share even more... I wanted to show the team that their idea could be the next great one to support the business. And even if it didn’t work, we weren’t afraid to try it.”
Q. Your team was clearly already thinking and acting like owners! How did you use employee ownership to take that owner’s mindset to the next level?
Angelique: Employee ownership took that mindset to the next level because now it wasn’t just pride in the lot or taking care of our guests — it was also a financial stake in what we were building together. It gave me a way to connect the bigger picture to the day-to-day work.
When team members raised concerns about trash on the lot, we turned that into something positive. A couple of team members said, “Hey, Miss Angelique, you know how you’re always doing team challenges? Well, let’s challenge the lot.” We split the lot into sections by shift and created a friendly competition around who could keep their area the cleanest. That made it fun, but it also made everyone even more invested. It also encouraged people to keep speaking up with ideas to improve guest service.
Q. How did you encourage and motivate your team to keep sharing ideas to improve the business?
Angelique: Once the team saw that their ideas could actually shape how we operate, they felt encouraged to share even more. I posted some ideas on our Owners Board, where we track metrics such as Net Promoter Score (NPS), customer feedback, and lot cleanliness. I wanted to show the team that their idea could be the next great one to support the business. And even if it didn’t work, we weren’t afraid to try it.
It shows the team that innovation doesn’t just come from management. When people feel empowered to speak up and offer solutions, they can make a real impact on the guest experience and the company overall.
For example, one of our drivers brought up an idea to reduce customer wait time. One issue we kept seeing was that some guests felt they were being left behind while waiting for shuttles. The driver suggested a simple way to identify guests who had been waiting a long time so the next driver would know who to pick up first. While his first idea did not succeed, we are still open to ideas from the team. We’re not going to stop looking for better ways to address customer concerns. The team understands that when guests feel cared for, they come back — and that creates value for the company.
My team cares so much, and it shows up in how we’re talking about the business. Of course, we talk about the family and world concerns and all that, but we’re also literally talking about the company’s operations, making sure the equipment we have is working and that the people we have working for The Parking Spot are doing the right thing. They’re a good team, and it makes me smile.
